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- Giving Voice To Values
- Decision Analysis
- Case Method
- Economics
- Business
- Business-Government Relations
- Diversity Management and Leveraging Difference
- Entrepreneurship and Innovation
- Environment and Sustainability
- Ethics
- Finance
- Accounting & Control
- Global Economies and Markets
- Leadership and Organizational Behavior
- Management Communications
- Management Science
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- Negotiations
- Nonprofit Organizations
- Operations Management
- Pedagogy and Higher Administration
- Personal Assessment and Career Strategy
- Quantitative Analysis
- Strategy
- Technology and Innovation Management
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- Giving Voice To Values
- Decision Analysis
- Case Method
- Economics
- Business
- Business-Government Relations
- Diversity Management and Leveraging Difference
- Entrepreneurship and Innovation
- Environment and Sustainability
- Ethics
- Finance
- Accounting & Control
- Global Economies and Markets
- Leadership and Organizational Behavior
- Management Communications
- Management Science
- Marketing
- Negotiations
- Nonprofit Organizations
- Operations Management
- Pedagogy and Higher Administration
- Personal Assessment and Career Strategy
- Quantitative Analysis
- Strategy
- Technology and Innovation Management
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About Us
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Diversity at JPMorgan Chase: Right is Good Enough for Me (A)
Davidson, Martin N.;
Yemen, Gerry
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Overview
This first case in a two-part series offers a look at diversity recruitment in a Fortune 500 company. With a white male champion at the helm, the A case shows how competent leaders do something interesting with diversity in a hiring system that has a strong pipeline of diverse talent for future consideration. Other Fortune 500 firms ask it to share recruiting best practices. But the head of recruiting wonders if his work efforts will change JPMC when he sees mostly male faces of on the cover of a recent (2008) Fortune magazine.
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Learning Objectives
Learning Objectives
Examine a Fortune 500 company’s system and processes used to attract talent—diverse employees in particular. Explore an approach to diversity, recruitment, pipeline building, talent development, and retention. Observe important aspects of how new employees enter into an organization and create the foundation for success. Highlight challenges of keeping high potential employees engaged. Stress the importance of deep-seated commitment to diversity from senior executives. Explore whether the company’s metrics developed with people recruiting are aligned with its human capital practices.