DIBs - Diversity, Inclusion & Belonging by Pat WadorsChris Kang
Watch Pat Wadors, CHRO & SVP of LinkedIn's Global Talent Organization, talk about how the HR industry and companies have been talking about the importance of Diversity and Inclusion for decades now. There are a lot of "activities" related to D&I, yet we aren’t moving the needle. Something is missing... There is a third element that we need to focus on to unlock the full potential of this important initiative.
Follow along with this deck while you watch her talk here: https://www.youtube.com/watch?v=xwadscBnlhU
DIBs - Diversity, Inclusion & Belonging by Pat WadorsChris Kang
Watch Pat Wadors, CHRO & SVP of LinkedIn's Global Talent Organization, talk about how the HR industry and companies have been talking about the importance of Diversity and Inclusion for decades now. There are a lot of "activities" related to D&I, yet we aren’t moving the needle. Something is missing... There is a third element that we need to focus on to unlock the full potential of this important initiative.
Follow along with this deck while you watch her talk here: https://www.youtube.com/watch?v=xwadscBnlhU
Reinvent your Diversity and Inclusion Strategy by Changing your Corporate Language
Join us for a panel of diversity and inclusion leaders as they explore the next step in enhancing D&I programs. Although many organizations that attend BEYA are making outstanding strides in honoring diversity and inclusion, we are committed to continuing to explore improvement processes and share best practices. This workshop will examine the role of language in diversity strategies. Do your corporate culture and language support effective diversity and inclusion outcomes?
Learning outcomes: This seminar is designed to support leaders throughout the organization implement, assess, and enhance corporate diversity strategies
At the end of this seminar, participants will be able to:
a) Explore new approaches to diversity and inclusion
b) Analyze case studies and best practices of effective D&I initiatives
c) Explore the role of language in diversity strategies
d) Identify what language/strategies attract and retain diverse talent
From a joe gerstandt presentation at the 2014 Indiana SHRM conference focused on cognitive diversity or diversity of thought.
@joegerstandt
joegerstandt.com
We need to better understand certain cultural differences in order to give better advice to managers in how to lead teams, but what if leaders fail to navigate cultural complexities?
This is the presentation delivered by Randall Peterson at London Business School's 2015 Global Leadership Summit.
Leading Diverse Teams: Relationship of Diversity and Team PerformanceNMC Strategic Manager
Part 3 in our mini series on Cross Cultural Leadership investigates how diversity impacts team performance, and what leaders can do to empower diverse teams in the workplace.
Diversity & inclusion inspiring learnng in a changing worldmderven
Diversity and inclusion is a business imperative as a result of globalization, changing demographics, technology and skill shortages. Watch this webinar to learn more about this important driver for organizational success in the workplace and marketplace.
Diversity and Inclusion are fundamental to our culture and core values, fostering an innovative, collaborative and high-energy work environment. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Tatva Leadership to compete effectively in the global marketplace.
Learning Objective: Strengthen diversity strategies for inclusion, leadership, and performance
Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills.
At the end of this seminar, participants will be able to:
a. Explore best practices in diversity and inclusion leadership practices.
b. Examine the process of developing sustainable diversity and inclusion initiatives.
c. Discuss leadership and talent management strategies.
d. Create a process or plan that works within their organizational needs.
e. Use tools and tips for engaging effective consultants and outside vendors.
Join the discussion to better understand WHAT Diversity and Inclusion looks like through the lens of our changing world… WHY this is important to your business… and HOW to recognize, value, and leverage the different perspectives and backgrounds of your team.
A diverse AND inclusive work environment drives engagement, which leads to high performance and increased business results. Join Jennifer for an open discussion on understanding how and why diversity and inclusion are business imperatives in today’s rapidly changing world.
See the entire presentation: https://youtu.be/XksSSH38tK0
Diversity and Inclusion: The Business Case
2013 research found that almost all leaders polled believe diversity and inclusion can boost business performance.
However, many organizations say their inability to find enough women, people of color and other diverse groups to fill positions is a problem.
What is the Real Problem? They don’t know where to look.
Strategic Equity, Diversity and Inclusion (EDI) Leadership AssessmentKevin Carter
The Strategic Equity, Diversity, and Inclusion (EDI) Leadership
Assessment is both a supplement to cultural competence coaching and training, as well as a stand-alone document that will enhance your ability to achieve personal, team,
and organizational success.
For all of us, the challenge and opportunity are to grow, from where you are now to a deeper understanding of how to best deliver the organization's brand to colleagues, customers, business partners, and the community.
Keep an open mind. Enjoy the journey. Let's begin!
Reinvent your Diversity and Inclusion Strategy by Changing your Corporate Language
Join us for a panel of diversity and inclusion leaders as they explore the next step in enhancing D&I programs. Although many organizations that attend BEYA are making outstanding strides in honoring diversity and inclusion, we are committed to continuing to explore improvement processes and share best practices. This workshop will examine the role of language in diversity strategies. Do your corporate culture and language support effective diversity and inclusion outcomes?
Learning outcomes: This seminar is designed to support leaders throughout the organization implement, assess, and enhance corporate diversity strategies
At the end of this seminar, participants will be able to:
a) Explore new approaches to diversity and inclusion
b) Analyze case studies and best practices of effective D&I initiatives
c) Explore the role of language in diversity strategies
d) Identify what language/strategies attract and retain diverse talent
From a joe gerstandt presentation at the 2014 Indiana SHRM conference focused on cognitive diversity or diversity of thought.
@joegerstandt
joegerstandt.com
We need to better understand certain cultural differences in order to give better advice to managers in how to lead teams, but what if leaders fail to navigate cultural complexities?
This is the presentation delivered by Randall Peterson at London Business School's 2015 Global Leadership Summit.
Leading Diverse Teams: Relationship of Diversity and Team PerformanceNMC Strategic Manager
Part 3 in our mini series on Cross Cultural Leadership investigates how diversity impacts team performance, and what leaders can do to empower diverse teams in the workplace.
Diversity & inclusion inspiring learnng in a changing worldmderven
Diversity and inclusion is a business imperative as a result of globalization, changing demographics, technology and skill shortages. Watch this webinar to learn more about this important driver for organizational success in the workplace and marketplace.
Diversity and Inclusion are fundamental to our culture and core values, fostering an innovative, collaborative and high-energy work environment. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Tatva Leadership to compete effectively in the global marketplace.
Learning Objective: Strengthen diversity strategies for inclusion, leadership, and performance
Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills.
At the end of this seminar, participants will be able to:
a. Explore best practices in diversity and inclusion leadership practices.
b. Examine the process of developing sustainable diversity and inclusion initiatives.
c. Discuss leadership and talent management strategies.
d. Create a process or plan that works within their organizational needs.
e. Use tools and tips for engaging effective consultants and outside vendors.
Join the discussion to better understand WHAT Diversity and Inclusion looks like through the lens of our changing world… WHY this is important to your business… and HOW to recognize, value, and leverage the different perspectives and backgrounds of your team.
A diverse AND inclusive work environment drives engagement, which leads to high performance and increased business results. Join Jennifer for an open discussion on understanding how and why diversity and inclusion are business imperatives in today’s rapidly changing world.
See the entire presentation: https://youtu.be/XksSSH38tK0
Diversity and Inclusion: The Business Case
2013 research found that almost all leaders polled believe diversity and inclusion can boost business performance.
However, many organizations say their inability to find enough women, people of color and other diverse groups to fill positions is a problem.
What is the Real Problem? They don’t know where to look.
Strategic Equity, Diversity and Inclusion (EDI) Leadership AssessmentKevin Carter
The Strategic Equity, Diversity, and Inclusion (EDI) Leadership
Assessment is both a supplement to cultural competence coaching and training, as well as a stand-alone document that will enhance your ability to achieve personal, team,
and organizational success.
For all of us, the challenge and opportunity are to grow, from where you are now to a deeper understanding of how to best deliver the organization's brand to colleagues, customers, business partners, and the community.
Keep an open mind. Enjoy the journey. Let's begin!
Future of Diversity and Inclusion: 5 Next Practices (handout) SHRM 2014Joe Gerstandt
simple handout for the SHRM 2014 session The Future of Diversity and Inclusion: 5 next Practices
06/24/2014 10:45AM-12:00PM - W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
@joegerstandt
Diversity and Inclusion Webinar Slides - September 2016Stephen Shinnan
Our workplaces are becoming more diverse. Actually, they have been for some time, but it is only recently that organizations are beginning to notice that diversity and inclusion in the workplace, and how it is managed, may be having a significant impact on engagement. Join Norm Baillie-David for this webinar which will describe how diversity and inclusion are related to employee engagement, and more importantly, how major organizations are increasing employee engagement through better management and policies around this touchy subject area.
#Diversity and #Inclusion - How can companies move from talking the talk to walking the walk?
In recent days Diversity and Inclusion have come to the forefront of what companies are paying attention to even in the midst of a pandemic.
Starting from hiring and promotion practices to processes to the branding offering and more companies are looking at ways to make D&I more real for their employees.
How can we take it from a vaguely abstract concept (to most people) to very concrete steps?
Fostering diversity and inclusion in the workplace is not just about having a diverse workforce, but also about creating an environment where all individuals feel valued, respected, and can fully contribute to the organization's success. Keynote speakers play a crucial role in breaking barriers, educating employees, and promoting an inclusive workplace culture. Their impactful sessions help employees understand the significance of diversity, address unconscious biases, and encourage open conversations. By embracing diversity with inclusion, organizations can unlock the untapped potential of every employee, leading to increased innovation, higher cooperation, and enhanced employee engagement.
Unleashing the Power of Diversity and Inclusion: 11 Essential Chapters for Na...Enterprise Wired
This blog aims to dissect the multifaceted dimensions of diversity and inclusion, exploring their profound impact on organizational culture, employee satisfaction, and societal progress.
Learning Objective: Diversity leaders create a brand and image that supports and reflects competence and business value
What does it mean to be a diversity leader? Over the past several years, diversity has been a hot topic. However, as times change and business challenges increase, the term has become a stale reference to check off a list of politically correct requirements. As leaders in diversity, we are challenged to educate, energize, and excite our organization around diversity initiatives. These initiatives build the foundation of creativity, innovation, and transformative results. Diversity and inclusion leaders are key players on the executive leadership team with the specific responsibility of ensuring that human resources are honored, embraced, and ready to contribute great value. Diversity and inclusion leaders are trusted advisors who fundamentally create strategies that result in corporate cultural transformations to effectively support the mission and vision of the organization. To continue to be successful and safeguard the great work and efforts of those before you, you must create a brand and image that reflects high integrity and strong leadership capacity. This workshop will arm you with the skills you need to change your leadership image and effectively function as a vital part of the leadership vision.
At the end of this workshop, participants will be able to:
a. Explore key diversity and inclusion leadership and management skills.
b. Understand strategies for building the right brand and image.
c. Examine what it means to transform organizational culture.
d. Create a plan for excellence in diversity and inclusion leadership.
e. Explore business challenges that impact diversity and inclusion leaders.
What is Diversity Equity and Inclusion?
Diversity equity and inclusion is a movement that uses education to recognize and address how power, privilege, and society affect our personal identities. It also works to ensure equal employment opportunities within companies, as well as recognizing differences in backgrounds, cultures, skillsets and perspectives.
Build Inclusive and Diverse Workplaces in 2023 | The Enterprise WorldTEWMAGAZINE
Let's examines strategies for establishing inclusive and diverse workplaces: 1. The Value of Diversity 2. Fostering Inclusion 3. Crafting Inclusive Policies and Practices 4. Promoting Diversity At All Levels 5. Training and Education 6. Continuous Assessment
Top Most Emerging Diversity and Inclusion Companies in Europedanialdavid
Manage HR : Organisations nowadays are putting more emphasis on diversity, equity, and inclusion (DE&I) programs at the workplace. And everyone committed to these initiatives knows there is almost no denial that DE&I initiatives have become imperative for any organisation to prosper.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Similar to Culture Builder Bootcamp: Building an Inclusive Organizational Culture (workbook) (20)
The Future of Diversity and Inclusion: 4 Next Practices (2014 Bahamas HRDA Co...Joe Gerstandt
Slides from joe gerstandt keynote message delivered to the 2014 Bahamas Human Resource Development Association Annual Conference - The Future of Diversity and Inclusion
Future of Diversity and Inclusion (draft) SHRM 2014Joe Gerstandt
not quite yet fully baked, but a slide deck for the Future of Diversity and Inclusion: 5 Next Practices session at SHRM 2014: 06/24/2014 10:45AM-12:00PM W101
1.25 HR Credit | Competencies: Global and Cultural Effectiveness
@joegerstandt
FORWARD! Authenticity, Diversity and Inclusion for The FutureJoe Gerstandt
On April 1, 2014 The Workforce Diversity Network sponsored a half day workshop at the Rochester Institute of Technology, featuring joe gerstandt.
joegerstandt.com
@joegerstandt
Inclusive networks (2014 Forum on Workplace Inclusion)Joe Gerstandt
slides from a presentation delivered by joe gerstandt at the 2014 Forum on Workplace Inclusion ...this session considered the importance or relationships, networks of relationships and Social Network Analysis (SNA/ONA) to diversity practitioners, diversity leaders and as a possible diversity and inclusion focus.
Slides from a presentation delivered by joe gerstandt at the 2013 Diversity Summit in Houston, Texas. This presentation introduces Social Network Analysis (SNA) / Organizational Network Analysis (ONA) as powerful tools for Diversity and Inclusion work. When there are disparities in employee experience outcomes (retention, engagement, etc.), there are often times underlying disparities in the networks of relationships.
2. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
ONE: LANGUAGE AND LOGIC
WHAT?
A clear, concise and consistent foundation of words, language, definitions and narratives to make the what,
why and how of diversity and inclusion work easily accessible to all.
WHY?
This is critical to guiding individual, group and organizational efforts.
HOW? MEASURE
Do we have clear and concise definitions for the words that we use relative to diversity and inclusion?
Are these definitions consistently known?
Is there a generally shared understanding of what (what it is), why (why it is important to this organization), how
(how we pursue that value - individually and organizationally)?
Is inclusion tangible?
Explicit behaviors?
Explicit experience?
Is there any kind of business case or value proposition in place?
HOW? MOVE
ASSESSMENT:
INITIAL IDEAS FOR MOVING FORWARD:
2
3. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
TWO: EMPLOYMENT PRACTICES
WHAT?
The real and perceived fairness and consistency in how employees are managed.
WHY?
Employees need to believe that they will be treated based on their behaviors, actions and performance rather
than based on who they are.
HOW? MEASURE
Are employment practices (hiring, firing, promoting, rewarding, punishing, etc.) perceived to be fair?
Are employment practices perceived to be consistent?
Are employment practices explicit (written, not un-written), clear and concise?
Are employment practices malleable (easily changed) regardless of who wants to change them?
Are there safe places for employees to talk about their experiences?
Is exit interview data valued, used and shared?
HOW? MOVE
ASSESSMENT:
INITIAL IDEAS FOR MOVING FORWARD:
3
4. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
THREE: ORIENTATION TOWARDS DIFFERENCE
WHAT?
Our default stance towards, or response to, difference.
WHY?
How we feel about difference (asset or deficit) informs how we interact with difference, which informs the
outcome of the interaction.
HOW? MEASURE
Is difference viewed (formally and informally) as a positive and valuable thing?
Do we take actions (individual, group, organization) to seek out different people, practices and perspectives?
What is the tone when we discuss diversity and inclusion? Does it differ from conversations about leadership,
sales, budget, safety, etc.?
HOW? MOVE
ASSESSMENT:
INITIAL IDEAS FOR MOVING FORWARD:
4
5. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
FOUR: DECISION MAKING
WHAT?
How we approach decision making and related group processes.
WHY?
Being deliberate and intentional about how we utilize difference in our decision making processes can have a big
impact on both our decision making ability and our organizational culture.
HOW? MEASURE
Are there any explicit agreements in place for how to make decisions and deal with disagreements?
Are conflict and disagreement (as long as they are done well) viewed as normal, important, healthy things?
Is there support, training, rewards in place to promote speaking the truth, respectful disagreement, conflict
management?
Are we deliberate about including a lot of different points of view, perspectives, identities and voices in our decision
making efforts?
Do supervisors receive training on conflict management?
HOW? MOVE
ASSESSMENT:
INITIAL IDEAS FOR MOVING FORWARD:
5
6. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
FIVE: RELATIONAL NETWORK
WHAT?
Informal networks of relationships spread throughout our organizations.
WHY?
These networks play a vital role in the diffusion of ideas, information, influence and trust. They also tend to be very
silo-ed and segregated, meaning that access to ideas, information, influence and trust is silo-ed and segregated as
well.
HOW? MEASURE
Do we value relationships and relationship building? Do we make space and time for it? Is it rewarded?
Are there any efforts to help employees develop greater relational/social skills?
Is there any deliberate effort to build bridges across functional or geographic divides?
Do we support employees in using social tools to build and nurture big, diverse networks of relationships?
HOW? MOVE
ASSESSMENT:
INITIAL IDEAS FOR MOVING FORWARD:
6
7. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
SIX: BALANCED OUTCOMES
WHAT?
Evidence that we truly believe what we say about diversity and inclusion and are acting accordingly.
WHY?
Inclusion is not a matter of intentions, but rather actions and outcomes. The journey towards greater inclusion is
largely about finding and surfacing contradictions so that we can learn from them and take corrective actions.
HOW? MEASURE
Are employment outcomes (retention, promotion, engagement, satisfaction, compensation) balanced?
Is our workforce reflective? (local community, larger population, industry)
Where disparities are found, have we looked for and determined causes?
HOW? MOVE
ASSESSMENT:
INITIAL IDEAS FOR MOVING FORWARD:
7
8. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
SEVEN: ACCESS
WHAT?
Universal employee access to the tools fundamental in creating an inclusive work experience.
WHY?
So that, as our workforces become more diverse, our organizational cultures are able to evolve and adapt.
HOW? MEASURE
How difficult is it for employees (regardless of tenure, title or function) to get access to information?
How difficult is it for employees (regardless of tenure, title or function) to get access to influence?
How difficult is it for employees (regardless of tenure, title or function) to get access to change?
Is it safe to be unpopular here?
HOW? MOVE
ASSESSMENT:
INITIAL IDEAS FOR MOVING FORWARD:
8
9. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
EIGHT: BEHAVIORAL INTELLIGENCE
WHAT?
An accurate, evidence-based understanding of human behavior, specifically as it applies to how we interact with
each other and make decisions about each other.
WHY?
This is fundamental in mitigating the impact of bias.
HOW? MEASURE
Do we operate on an accurate understanding of human nature and understand that human beings are naturally
biased?
Are there efforts in place to mitigate bias in decision making about people?
Are our diversity and inclusion conversations focused on intentions? Or are they focused on actions, behaviors and
outcomes?
HOW? MOVE
ASSESSMENT:
INITIAL IDEAS FOR MOVING FORWARD:
9
10. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
NINE: INCLUSIVE LEADERSHIP
WHAT?
Specific behaviors and actions that we expect, develop, promote and reward.
WHY?
Framing inclusion as an activist thing rather than as a state of mind or the absence of hate, makes it easier to realize
and measure and it makes it much easier to hold each other accountable.
HOW? MEASURE
HOW? MOVE
ASSESSMENT:
INITIAL IDEAS FOR MOVING FORWARD:
10
11. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
SUMMARY OF ASSESSMENT
Language and Logic
Employment Practices
Orientation Towards Difference
Decision Making
Relational Networks
Balanced Outcomes
Access
Behavioral Intelligence
Inclusive Leadership
11
12. CULTURE BUILDER
m i s s o u r i S H RM
culture builder bootcamp:
the workbook
the what, why, & how of building
an inclusive organizational culture
MOVE FORWARD PLAN
Start to think about a Move Forward Plan. Consider the following:
• the results of your assessment
• your ability to drive change
• the value of proposed change to your organization
12
13. CULTURE BUILDER
m i s s o u r i S H RM
joe gerstandt brings a new clarity and a fresh energy to diversity and inclusion work.
joe has worked with Fortune 500 corporations, small non-profits, and everything in between. He speaks at numerous
conferences and summits, and blogs at www.joegerstandt.com. He is a featured contributor for Diversity Best
Practices, and the Workforce Diversity Network Expert Forum. His insights have been published in Diversity Best
Practices, Diversity Executive, HR Executive, The Diversity Factor, The American Diversity Report, the Corporate
Recruiting Leadership Journal, Associations Now and other print and on-line journals.
He co-authored the book Social Gravity: Harnessing the Natural Laws of Relationships, and serves on the board
of directors for the Global Diversity and Inclusion Foundation, the Talent Management Human Capital Executive
Research Board, the Chief Learning Officer Business Intelligence Board and the HR Examiner Advisory Board.
joe grew up on a family farm in NW Iowa, served four years in the United States Marine Corps, including
participation in Operations Desert Shield and Desert Storm, attended Iowa State University and then spent 6 years
working in management and business development for technology and communication companies. He then made
a career change and went to work for a grassroots non-profit organization where he found himself drawn to issues
related to diversity and inclusion and then became actively involved in that work.
Today, joe is a strong advocate for resetting the diversity and inclusion conversation, and believes that we can
ill afford to continue applying a 20th century approach to an increasingly critical set of 21st century issues. His
keynote messages and interactive workshops bring greater clarity, new perspectives and fresh energy to diversity
and inclusion work.
joe lives in Omaha, Nebraska (the middle of everywhere) with his patient, kind, patient, loving and patient wife, two
daughters, a son, a dog and a frog.
about joe
13
14. CULTURE BUILDER
m i s s o u r i S H RM
clients
Anti-Defamation League
ASAE Annual Conference & Expo
ASAE Great Ideas Conference
Baird Holm Law Firm
Bankers Trust
California Society of Association
Executives Annual Conference
CalSAE Annual Conference
Catalyst Awards Conference
Catholic Charities
Central Iowa SHRM Conference
Chattanooga SHRM Conference
Citizens Energy
Colorado Human Resources
Association HR Conference
ConAgra Foods
Cox Communications
Diversity Roundtable of Indiana
Annual Conference
Executive Council on Civil Rights
Training Conference
Experian
Governor’s Conference on Community
Service
Habitat for Humanity
Hospital Corporation of America
HR Southwest
HRevolution
iCAN Women’s Leadership Conference
Illinois SHRM State Conference
Multicultural Forum on Workplace
Mutual of Omaha
Diversity Conference
National Conference for
Community and Justice
Nebraska Health and Human Services
Nebraska SHRM State Conference
Nonprofit Association of the Midlands
Northern Ohio SHRM Conference
Ohio SHRM Annual Conference
OIA Rendezvous Conference
Omaha Public Power District
Principal Financial
Psychologically Healthy
Workplace Conference
Regional Fair Housing Conference
Sanford Health
SHRM Annual Conference & Exposition
SHRM Annual Student Conference
SHRM Diversity Conference
SHRM Leadership Conference
Sletten Construction
South Dakota SHRM
Annual Conference
Sparrow Health Systems
Stryker
SXSW
Target
Tennessee SHRM State Conference
Texas Society of CPAs Annual Meeting
Union Bank and Trust
Urban League Equal Opportunity Day
Seminar
Veridian Credit Union
Walmart
Wells Fargo
Women of Color Leadership Summit
Word Made Flesh
Workforce Diversity Network
Power of Inclusion Conference
14