Rethinking the Diversity Council - Rethinking the Diversity Council.pdf
During the 1990s, many corporations formed Diversity Councils in an effort to underscore or implement their diversity initiatives. These efforts occurred during a period of extraordinary productivity gains in the US. In large part, this productivity was fueled by the application of technological capital in manufacturing, production and information. Fifteen years later, many corporations are looking to their human capital for the additional productivity gains needed to remain competitive. And increasingly, the human capital they see both inside their organizations and available for hire from the outside, is much more diverse than even fifteen years ago.
YES! Diversity Matters.. - Yes Diversity Matters! F.pdf
Many organizations have recognized that the diversity training they’ve done over the past couple of decades has often not yielded significant results or an adequate return on their investment. In some cases, diversity training elicited resistance and animosity that seemed to make the situation worse. In many organizations, the diversity training was very well received, but like many other training programs, there was insufficient follow-up, and it was back to “business as usual” within 6-12 months. Still other companies have never been convinced of the business case for diversity and have not identified the bottom line benefits for proactively addressing diversity within their own organization.
eVolution - eVolution Part 1.pdf
Part 1 of a commentary into the advent of electronic media into traditional learning and training in the global marketplace.
The Changing Landscape of Diversity - Changing Landscape of Diversity.pdf
Why does diversity continue to represent such a challenge for most individuals and organizations? Quite simply, it is very difficult to understand someone else’s reality that isn’t yours – because it’s not yours. It is so hard to accept the fact that while everyone is walking down the same hallways, all experience life at work very differently based on who they are.
Thanks for the Order ... - SupplierDiversity03-07.pdf
In recent years, major corporations have been doing an excellent job of bringing minority-and women-owned companies onto their core supplier lists, if not at Tier 1, at least by giving them business through a Tier 2 relationship. Yet many of these well-meaning corporations overlook the fact that, while they’re helping small businesses by awarding large contracts, their extended payment terms – once 30 days, but now averaging 45 days – are truly jeopardizing the companies they so want to help. By Catherine Seifert, Black MBA Magazine
Learning to Ask the Tough Questions - Tough Questions.pdf
Increasingly, organizations that have made a serious commitment to diversity and inclusion are taking a hard look at hiring, turnover and promotion patterns, and challenging themselves with the question, “are there subtle biases operating in these decision-making processes?” Read more from Patricia Pope, co-founder of Diversity University, and CEO of Pope & Associates on "The Diversity Challenge for Executives", Diversity MBA Magazine, August/September 2007
Diversity Pioneer, Patricia Pope - pdj_patpope.pdf
We are proud to present Diversity Pioneer, Patricia Pope, co-founder of Diversity University and CEO of Pope & Associates as she speaks about The Future of Diversity and Inclusion. Profiles in Diversity Journal, July/August, 2007.
A Tribute to Merlin G. Pope, Jr. - Diversity Pioneer - pdj_merlinpope.pdf
A posthumous dedication to the late Merlin G. Pope, Jr., husband of Patricia Pope, CEO of Pope & Associates. Profiles in Diversity Journal, July/August, 2007.
