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Diversity

Kinney Narrows the Gender Gap

August 1, 1994
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A gender-awareness program has enabled Kinney Shoe Corp. to better integrate men's and women's work and communication styles into the organization, thereby strengthening its competitive advantage.
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Global Operations Demand That HR Rethinks Diversity

July 1, 1994
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Employees anywhere in the world can benefit from American strategies for valuing diversity, but only if those strategies respect different cultural perspectives.
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Multilingual Communication Sells 401(k)

November 1, 1993
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Solectron Corp. applied its philosophy to always communicate effectively with its employees by taking the many languages of its work force into consideration when it introduced a complicated new benefits plan.
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Games Augment Diversity Training

June 1, 1993
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Board games that address diversity issues help trainers introduce these topics to employees in a nonthreatening environment and provide an opportunity for discussion.
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Employees Drive Diversity Efforts at GE Silicones

May 1, 1993
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White males dominated the corporate culture at GE Silicones until the women and minorities who had joined the company during the late 1980s shared their concerns with management.
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GE Silicones Used Benchmarking To Develop Its Diversity Program

May 1, 1993
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Used throughout GE Silicones, Best Practices is a program designed to identify successful programs by researching the activities of other leading companies in a particular area. GE Silicones has adapted many of its cultural-diversity policies and programs from the practices of other industry leaders.
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Employees Use Diversity-training Exercise Against Lucky Stores in Intentional-discrimination Suit

April 1, 1993
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Discussion of stereotypes is an important first step in many diversity training programs. This is an effective method of training, but anyone who conducts it needs to know that there's a risk involved.
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Valuing Differences Isn't the Same As Managing Diversity

April 1, 1993
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Managing diversity means creating an environment that enables all participants to pursue organizational goals. With this approach, companies can move beyond race and gender issues and look at how all differences-age, tenure, lifestyle, managerial level, department and sexual orientation-affect working relationships.
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