Recruitment and Retention
Recruitment and retention is an integrated strategy for successfully recruiting, developing, retaining, and advancing employees to improve business performance. It includes performance management, succession planning, competency management, career development, systems integration, and leadership development. Effective recruitment and retention practices produce and sustain a gender-diverse workforce.
Results
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: 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.
Sara Lee Corporation – Recruiting and Retaining Top Talent With Returnships (Practices)
Sara Lee’s Returnship program was launched in 2009 as part of an initiative to attract and retain mid-level career professionals interested in re-entering the workforce after an extended leave. The […]
Infosys – Driving Work-Life Effectiveness Through Employee Empowerment at Infosys (Practices)
A central component of Infosys’ strategy was the creation of the role of global counselors, who ensure that women and men are effectively supported in their careers and personal lives.
McCarthy Tétrault LLP – Increasing Retention of Women Lawyers: The Parental Leave Program (Practices)
To bring the retention of women lawyers further into alignment with the firm’s progressive history of recruiting women, McCarthy Tétrault transformed the various regional parental leave policies into a firm-wide supportive and comprehensive Parental Leave Program.
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 […]
Manpower – Talent Development Program (Practices)
Manpower’s Talent Development Program helps objectively identify high-potentials and create and sustain a pool of talented, experienced employees from which to fill open positions. The program has four main components: […]
PepsiCo, Inc. – People Processes (Practices)
PepsiCo has established very robust People Processes that integrate multiple HR initiatives including performance management, talent development, and career development. Differentiating factors include: a partnership growth model in which employees, […]
RBC (Royal Bank of Canada) – Integrating Diversity and Inclusion into Talent Management (Practices)
RBC’s diversity priorities include being a recognized leader in workforce diversity at all levels of the organization; being the financial institution of choice for diverse client markets; and leveraging diversity […]
Humana, Inc. – Building High Potential Talent With the Women in Leadership Program (Practices)
Humana, Inc., began its executive coaching program, Women in Leadership, in 2006. Participants were selected based on potential to advance within the company. During the sessions, executive coaches equipped them […]
Citigroup Inc. – Meeting Local Needs: Employee Network Groups at Citigroup (Practices)
Citigroup has network groups in the United States and the United Kingdom. With different workforce needs, the network groups have developed in slightly different ways.
DuPont – DuPont Women’s Network (Practices)
The DuPont Women’s Network strives to reach out and connect women at DuPont across the globe. Global teleconferences are open to all members of the network, although they generally focus on North American activities or issues.
General Mills Inc. – Success Through Employee Networks (Practices)
General Mills has found that the networks increase employees’ sense of belonging, provide developmental opportunities, and support strategic workforce goals such as retention of top talent.
Pipeline’s Broken Promise (Report)
This report examines the conventional wisdom of the past two decades in regards to women in the pipeline.
General Motors Corporation – Recruiting, Advancing, and Retaining Women of Color Through the Multicultural Women’s Affinity Group (Practices)
General Motors Company believes that creating an open environment for women of color will benefit all employees. In 2004, the company (then General Motors Corporation), started the Multicultural Women’s Group […]
Booz & Company – Middle East Women’s Leadership Initiative (Practices)
In 2005, the founder of Booz & Company’s Middle East Women’s Leadership Initiative (WLI)—the most senior woman in the region—began engaging the office’s women in a networking forum. This effort […]
Deloitte LLP – The Women’s Initiative: Living the Lattice (Practices)
Deloitte LLP’s The Women’s Initiative: Living the Lattice builds on the success of the Task Force of the Initiative for the Retention and Advancement of Women. The mission of the […]
Campbell Soup Company – Winning in the Workplace, Winning in the Marketplace, Winning With Women (Practices)
Campbell Soup Company’s comprehensive initiative, Winning in the Workplace, Winning in the Marketplace, Winning With Women, has utilized employee engagement, knowledge sharing, and innovation to develop a culture of diversity […]
RBC – Client First Transformation: Achieving Business Results and Cultural Revitalization Through Diversity (Practices)
RBC’s initiative, Client First Transformation: Achieving Business Results and Cultural Revitalization Through Diversity, embeds diversity and inclusion (D&I) principles into its approach with employees, clients, and communities, contributing to a […]
Sodexo, Inc. – Using Return on Investment Results to Measure Executive Mentoring Success (Practices)
Sodexo, Inc., launched its North American mentoring initiative in 2005 based on strong empirical evidence regarding the importance—for both employee development and business success—of corporate mentoring programs and linking mentoring […]