Rethinking the Diversity Council - Download 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.. - Download 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.
The Changing Landscape of Diversity - Download 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 ... - Download 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 - Download 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 - Download 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 - Download 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.
Overcoming Diversity Barriers to Communicate Clearly - Download PDF
Most of us recognize how challenging it can be at times to communicate effectively. Listed in this article are some barriers to effective listening and communications. Which ones might you need to work on? Enterprising Women, 2009
Optimizing Performance through eLearning - Download PDF
In today’s Web 2.0 world of wikis, blogs, video-sharing, e-learning, and social networking, savvy business owners are moving quickly to learn how to use the internet as a platform for personal and business growth, along with brand awareness. Women-owned businesses are at a particular advantage to use the advent of e-learning and social networking as a virtual support group for affordable quality education, lead generation, and a recommendation system of networking built on trust.
All businesses today are being faced with the challenge of doing more with less, particularly small and mid sized businesses that are poised to capitalize on the current economic conditions. To stay competitive and relevant in the new economy, businesses must become “learning organizations.”
How To Manage Generational Dynamics - Download PDF
Entrepreneur Magazine - March 2009. Gen Xers, Gen Yers, Millennials and Boomers are all working alongside each other. But how do you get them to work well together?
Is it Time for a New Training Diet? - Download PDF
As we ring in the New Year and consider all the resolutions we have made, there comes the question, “Which ones are we going to keep, and which ones are we going to cheat on a little here and there?” If diet was in your top three, and it was in mine, I must confess to cheating…already...and only a few weeks of the year have barely passed. Why diet? For many of us, we attempt to shed extra pounds that slow us down, to fit into the clothes we received as holiday gifts, and ultimately, to avoid adverse impacts to our health. Believe it or not, we have another diet to consider in the New Year – one for our businesses. If training is food we depend on for delivering knowledge and skills, are we eating the right meals? Is the nutritional value of our learning investments just satisfying the need to “feel full” or is it supplying the fuel for tangible business results?
Creating Solutions Utilizing Tools of the Trade: A Case Study on Building a Business Case Internally - Download PDF
When does a company need to move beyond internal resources for a potential or existing diversity issue? Read on to learn about a company’s real-life issues and how they solved the problem.