Gender Equity
Results
Deutsche Bank – ATLAS Accomplished Top Leaders Advancement Strategy (Practices)
Deutsche Bank’s Accomplished Top Leaders Advancement Strategy (ATLAS) sponsorship program was launched in 2009 with the goal of improving the gender balance at senior levels and increasing the pool of […]
Citi – Women Leading Citi (Practices)
Women Leading Citi is a firm-wide, targeted effort to support high-performance women participants who possess the potential to move into senior leadership at Citi. This program fosters sponsorship relationships between […]
Missing Pieces: Women and Minorities on Fortune 500 Boards – 2010 Alliance for Board Diversity Census (Report)
The Census was compiled by the Alliance for Board Diversity (ABD), a collaboration of five leading organizations.
Building Trust Between Managers & Diverse Women Direct Reports: Recommendations for HR, Managers, and Individuals (Tool)
This tool can help you leverage diverse working relationships within your organization.
Visiting Nurse Service of New York – Diversity and Inclusion in Community-Based Healthcare (Practices)
Because Visiting Nurse Service of New York (VNSNY) has a highly diverse clientele, the organization understands that promoting cultural awareness, developing and retaining a diverse workforce, and creating an inclusive […]
Building Trust Between Managers and Diverse Women Direct Reports (Report)
Trust between managers and direct reports is essential to forming productive workplace relationships.
Kaiser Permanente – Achieving Our Mission and Growing the Business Through the National Diversity Agenda (Practices)
Kaiser Permanente’s initiative, Achieving Our Mission and Growing the Business Through the National Diversity Agenda, makes diversity and inclusion central to the organization’s competitive advantage and its ability to deliver […]
McDonald’s Corporation – Freedom Within a Framework: Global Women’s Initiative (Practices)
At McDonald’s Corporation, a strong commitment to inclusion is embedded in the business plan and corporate values. This perspective led the company to build on its successful and longstanding diversity […]
Unwritten Rules
2008 – 2011 Advancing in business is often as much about learning and playing by the rules as it is about talent and results. Some rules are explicitly stated in […]
Unwritten Rules: Why Doing a Good Job Might Not Be Enough Europe (Report)
This report examines Europeans' perceptions of unwritten rules as well as how they learned to navigate these rules.
Unwritten Rules: Why Doing a Good Job Might Not Be Enough Europe (Appendix)
This is the appendix to Unwritten Rules: Why Doing a Good Job Might Not Be Enough Europe.
User’s Guide: Approaches to Learning the Unwritten Rules (Tool)
This guide details approaches to learning unwritten rules.
Methodology: 2010 Catalyst Census: Fortune 500 (Appendix)
The 2010 Catalyst Census: Fortune 500 Women Executive Officers and Top Earners and 2010 Catalyst Census: Fortune 500 Women Board Directors examine women’s representation in corporate governance at the largest companies in the United States. This annual report […]
2010 Catalyst Census: Fortune 500 Women Board Directors (Report)
The 2010 Catalyst Census examines women's representation in corporate governance at the largest companies in the United States.
Mentoring: Necessary But Insufficient for Advancement (Report)
This report examines the impact of mentoring on the career advancement of high potentials.
Engaging Men in Gender Diversity Initiatives (Tool)
Men can—and should—be partners in educating other men and in moving organizations toward gender equality.
Credit Suisse – Reverse Mentoring: Engaging Generational Difference (Practices)
Credit Suisse’s Reverse Mentoring: Engaging Generational Difference pairs senior leaders with junior employees to educate senior employees about diversity, provide visibility to the junior employees, and improve cross-generational and cross-level […]
Ernst & Young LLP – Cultivating Men as Allies (Practices)
An Ernst & Young priority is the engagement of men as gender champions and allies. The Diversity team, along with a male coach, designed focus groups to better understand the male perspective.
AB Volvo – Walk the Talk (Practices)
Implemented in 1998, Walk the Talk seeks to promote greater awareness and understanding of gender and leadership issues and their impact on Volvo’s business development, managers, and the organization as […]
Dow Corning – Leaders and Managers Driving WLE (Practices)
Beginning in 2004, Dow Corning began to proactively increase flexibility within the work environment in order to support and retain employees. The executive leadership designated global no-meeting weeks that enable […]