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PRISM Articles
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Are We There Yet?
Diversity Executive
Every year, diversity executives at organizations that win diversity awards from ranking programs face an interesting challenge: How to celebrate their milestone wins while avoiding the false impression that their companies have arrived at the top of the diversity pinnacle for all time.
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Coca-Cola Division Refreshes Its Talent with Diversity Push on Campus Workforce Management
Although Coca-Cola is one of the world’s most-recognized brands, supply-chain jobs aren’t high-profile, hotly sought positions. The company faced a common problem: a shortage of talent.
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Does Diversity Training Work?
Diversity Executive
Whether or not diversity training works is an important question for anyone running corporate diversity and inclusion efforts – and rightly so.
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Piecemeal Diversity: Avoiding the Trap
Profiles in Diversity Journal
PRISM's President & CEO, Linda H. Stokes presents her - Piecemeal Diversity: Avoiding the Trap. In providing her Linkage Diversity Conference Survey results and analysis, she observes "diversity professionals from all over cite piecemeal diversity initiatives as the most frustrating impediment to aligning diversity process with their organization's business strategies".
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10 Ways to Operationalize Your Diversity Process
PRISM White Paper
Little debate remains for the business case for diversity. Operating domestically or globally, all enterprises are facing changes that require innovative ways to maximize the opportunities created by the changes, while transforming the challenges into strengths that will lead to competitive advantage. The diversity process is one strategy or lever for winning in the workplace and the marketplace.
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Avoiding Pitfalls - Use a Whole System Approach
HR.com
Too often, organizations fall into the trap of searching for the solution in one piece of their process while ignoring the remaining components of the total process. Joe Santana, Director of Diversity for Siemens Corporation expands on this concept.
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From Vision to Implementation - Instituting Your Diversity Process
Institute for Diversity in Health Management
Many organizations make the case for diversity, obtain senior management support, publish their mission and vision statements and then must deliver on their diversity strategies. In this latest issue of Bridges located on pages 4 and 5, PRISM's President & CEO, Linda Stokes offers ten tips on creating a robust, successful and sustainable initiative.
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Managing Remote Cross-Cultural Teamwork
CIO Information Network
Siemens Business Service Executive and PRISM client, Joe Santana states that there are some big challenges to being part of a global partnership.
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Encouraging Work-Life Balance Can Boost Your Bottom Line
American Management Association
Siemens Business Service Executive and PRISM client, Joe Santana writes that companies who support work-life balance practices will come out on top.
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Help Your Company Regain Its Energy and Balance and Boost Your Bottom-Line
HR.com
Siemens Business Service Executive and PRISM client, Joe Santana states that organizations that adopt best practices that support maximum results through effective work-life integration and personal energy management, will possess a huge competitive advantage.
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Harnessing the Full Potential of a Diverse Workforce
TechRepublic
Companies that have managers who are equipped to successfully leverage the distinct and rich talents and skills and knowledge of all employees will not only avoid drains on profitability, they will actually attain a number of strategic benefits.
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Managing Successfully in Today's Diverse Workplace
TechRepublic
The ability to manage within the framework of a diverse workplace today is rapidly becoming as much of a key success requirement as knowing how to manage projects.
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A Process for Strategically Leveraging Diversity
Profiles in Diversity Journal
"Diversity is not a strategic process when it is a series of piecemeal activities", writes PRISM's President & CEO, Linda H. Stokes. In this article, she introduces PRISM's six-step Gap-Model approach to strategically leveraging diversity.
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Creating Compelling Conversations - Driving Diversity Changes with Manager-Led Discussions
Profiles in Diversity Journal
PRISM's President & CEO, Linda H. Stokes discusses the business case for utilizing managers and supervisors to drive diversity through the organization. She introduces a tool - the PRISM Diversity Discussion StartersTM - that provides organizations with a complete series of powerful diversity conversations that lead to changes and team actions that drive real results.
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Getting Employees On Board
Profiles in Diversity Journal
PRISM's President & CEO, Linda H. Stokes presents her article - Getting Employees On Board. She writes that most organizations fail to provide an effective diversity communication and learning process that creates an immediate and lasting result. She further relates how PRISM combined their 4-Point Diversity Communication and Learning Model to Knowledge Map technology and created the innovative diversity communication and training tool the On Board with Diversity Knowledge MapTM.
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Measurement as a Critical Component of your Organization's Diversity Process
Institute for Diversity in Health Management
PRISM's President & CEO, Linda H. Stokes and Senior Consultant Dr. Mickey R. Dansby write about leveraging diversity through a gap analysis process.
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From the Top: Executive Sessions Offer Leaders A New Look at Their Firms
DiversityInc.com
Diversity strategies and corporate business objectives must be fully aligned for success. Putting the two together only works if the symbiosis is directed by top management. Learn what Linda H. Stokes, President & CEO did when her company polled diversity professionals at a recent national diversity conference.
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The Seven Deadly Sins in Diversity Measurement
Profiles in Diversity Journal
PRISM's Senior Consultant, Dr. Mickey Dansby presents - The Seven Deadly Sins in Diversity Measurement. "After many years of assessing and measuring diversity progress in the military and large corporations," Dr. Dansby writes, "I concluded that most diversity measurement programs are pretty much an afterthought, and consequently may not be given much thought at all".
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