GDP Case Study : JP Morgan Chase
The formation of the Future Generation Initiative was the beginning of a strategic approach to diversity that acknowledged diversity as a business imperative. J P Morgan needed to create processes reflecting the importance of achieving results that could be measured in numbers, behaviours and attitudes.
The Solution - Diversity effort began in U.S. headquarters with an acknowledgement of retention challenges for women and minorities. An exit survey highlighted the need to create an inclusive work environment. External consultants were hired to design a one-day awareness workshop entitled “Managing Inclusion”. After “Managing Inclusion”, employees expressed desire for follow up programme that told the stories of real employees. Another external diversity-consulting firm was hired to design “Leading Diversity”. “Leading Diversity”, a one-day workshop using real case studies as the learning platform was launched in the U.S.
The London office launched the “Future Generation Initiative”, which was later renamed the “War for Talent Steering Group” (WFT) in recognition of the need to focus on recruitment and retention challenges. Maureen Powell and Pauline Brown and Farrah Qureshi were amongst a team of Leading Diversity consultants who had helped launch the programme in the U.K. worked with London based team to identify issues unique to the London office via 14 focus group. The first pilot programme for U.K. version of “Leading Diversity” successfully launched and to date almost 100% of London employees have attended. This group consisted of all nationalities.
The War for Talent Steering Group wrote a diversity strategy to identify commitment, approach, accountability and feedback loops. WFT is business aligned, comprising 16 senior professionals of diverse backgrounds, both part-time and full time. Sub groups focus on implementation of strategic and HR policy-related initiatives. Finally, Employee Networks were formed to provide communications networks for special interest groups such as Women, Gays/Lesbians, Ethnic Minorities, Support staff etc.
Outcomes of this intervention:
1. 100% of European employees have attended “Leading Diversity” Workshop
2. Recruitment efforts have increased for diverse candidates.
3. Employee Networks are active, well supported and successful
4. Employee Climate Survey had 63% return rate and results reflected significant areas of improvement 90% agree their manager treats everyone the same regardless of race, gender, religion, sexual orientation or other characteristics unrelated to performance 85% have not experienced unfair treatment 78% agrees that senior management supports policies/practices that ensure a diverse workforce.
5. Feedback from “Leading Diversity” workshops has resulted in task forces forming to tackle issues such as age, work/life balance, disability etc.