Conferences
Strategies 2010:
Harnessing the Power of People
March 3rd — 5th, 2010
W Atlanta Midtown, Atlanta, Georgia
PLEASE VISIT OUR SPONSORS
Bethesda, Md. — Oct. 21
A survey tracking diversity initiatives at the 636 companies that make up the Calvert Social Index reveals that 83 percent of leading companies have at least one woman or minority on their boards, but only 38 percent have a woman or minority among their five highest paid executives.
That disconnect is one finding highlighted in "Examining the Cracks in the Ceiling: A Survey of Corporate Diversity Practices in the Calvert Social Index." The survey shows significant progress and continuing challenges for women and minorities in corporate America.
"Calvert has long advocated for greater diversity, both at the board level and within the management structure," said Barbara J. Krumsiek, Calvert President and CEO. "Although board diversity trends are encouraging, we should remember that future board members are often selected from top management, a group which is still overwhelmingly white and male."
Krumsiek said Calvert has long taken a leading role in fostering diversity at its portfolio companies, pointing to her firm's development of model charter language on board diversity in 2003, and actively engaging with companies in the Calvert Social Index Fund to increase their board diversity. She said the survey will be an important tool in fostering further progress on diversity issues.
Among the survey's highlights:
The survey measured progress in 10 areas: EEO policy, internal diversity initiatives, external diversity initiatives, scope of diversity initiatives, family-friendly benefits, EEO-1 disclosure, highest paid executives, board diversity, director selection criteria and overall corporate commitment. Through a combination of in-house and third-party research, Calvert assigned companies a numerical score of 0, 5 or 10 points in each area. These scores were then combined for an aggregate score, ranging from 0 to 100.
June 2009
Certifying Performance
What do certificates, diplomas and licensure tell us?
June 2009
The Bleed-Over Effect
Economic pain experienced outside of work can bleed over into the workplace in a variety of ways.
June 2009
Knowledge: The New Commodity
Knowledge is power in the modern marketplace. Organizations making large-scale cuts to workforce development may want to think again.
June 2009
How to Execute Strategic Talent Restructuring
The following fictional case study looks at how a company called Great Supplier found $330 million in cost savings while satisfying stakeholders, customers and minimizing the unavoidable blows to its workforce.
June 2009
Leaving an Imprint: Xerox Equips Talent to Innovate
Xerox is known for making document management products, but when it comes to developing talent, carbon copies won’t do.