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Zurich Insurance was undergoing organizational change after implementing five new people practices focused on: manager development, diversity and inclusion, job model and data analytics, recruitment, and talent pipeline. The case "Zurich Insurance: Fostering Key People Management Practices" (417-035) provides background of the company and an outline of each people practice, as well as a description of how the company's culture was changing and how its allocation of resources was being examined as it tried to improve its position in the marketplace. This case takes a closer look at the adoption of new recruitment practices.

Zurich Insurance was undergoing organizational change after implementing five new people practices focused on: manager development, diversity and inclusion, job model and data analytics, recruitment, and talent pipeline. The case "Zurich Insurance: Fostering Key People Management Practices" (417-035) provides background of the company and an outline of each people practice, as well as a description of how the company's culture was changing and how its allocation of resources was being examined as it tried to improve its position in the marketplace. This case takes a closer look at the implementation of a global job model and how it has enabled the use of data analytics in the human resources function.

Zurich Insurance was undergoing organizational change after implementing five new people practices focused on: manager development, diversity and inclusion, job model and data analytics, recruitment, and talent pipeline. The case "Zurich Insurance: Fostering Key People Management Practices" (417-035) provides background of the company and an outline of each people practice, as well as a description of how the company's culture was changing and how its allocation of resources was being examined as it tried to improve its position in the marketplace. This case takes a closer look at the company's efforts around diversity and inclusion.

Zurich Insurance was undergoing organizational change after implementing five new people practices focused on: manager development, diversity and inclusion, job model and data analytics, recruitment, and talent pipeline. The case "Zurich Insurance: Fostering Key People Management Practices" (417-035) provides background of the company and an outline of each people practice, as well as a description of how the company's culture was changing and how its allocation of resources was being examined as it tried to improve its position in the marketplace. This case takes a closer look at the implementation of the manager development initiative "Zurich Oxygen."

Zurich Insurance was undergoing organizational change after implementing five new people practices focused on: manager development, diversity and inclusion, job model and data analytics, recruitment, and talent pipeline. The case provides background of the company, as well as a description of how its culture was changing and how its allocation of resources was being examined as it tried to improve its position in the marketplace. Students are asked to prioritize which people practices are most important for Zurich as it tries to shift its culture and more effectively leverage its human capital in order to reach its organizational goals.

Linda Rabbitt, founder and CEO of rand* construction walked into her office at the company's headquarters in Alexandria, VA and briefly closed the door behind her. It was 10:00 a.m. on Monday, September 22, 2014, and she had just addressed her staff after the sudden and tragic death of the company's well-loved President, Jon Couch, the previous Friday afternoon. It had been an emotional address, as Rabbitt tried to inspire the company to move forward while holding back her own tears. For Rabbitt and for everyone else at the company, the loss was both professional and personal. Furthermore, Couch's death signified for Rabbitt the loss of her entire succession plan. Now in her mid-60s, Rabbitt was preparing to turn over the reins of the company to Couch, whom she had partnered with and mentored for eighteen years. What should Rabbitt do now? What should she plan for the future now that Couch was gone?

It was October 2013, and global law firm Clifford Chance was coming under fire for the second time in less than a year for reputedly failing to provide a supportive work environment for its female associates. A memo entitled "Speaking Effectively" was just issued to the U.S. offices of the firm and immediately sparked controversy, as some female associates claimed that the gender-specific advice in the memo was condescending and sexist. This controversy came close on the heels of a memo released in November 2012, in which a third-year associate gave her resignation and explained why she was leaving the firm by detailing her unsustainable schedule as both a corporate lawyer and a mother to young children. Both memos were leaked on the internet, prompting bloggers, media outlets, and the public to chime in with their own opinions as to whether the firm was sexist. How should Clifford Chance have responded to these allegations? Was the firm sexist, or were things being taken out of context and blown out of proportion? If the firm determined that it needed to take heed and create a more inclusive culture that better met the needs of its female associates, where should it begin? Finally, how were the lessons learned in this case applicable to corporate America in 2014, where only 5.2% of Fortune 500 CEOs and 16.9% of board members in the United States were women?

By the spring of 2014, the pilot had come to an end for JPMorgan Chase's ReEntry Program, a program designed for women coming back to the workforce after a period of time away. Mary Callahan Erdoes, CEO of Asset Management, and her team had to evaluate whether or not the program had been successful. Participants and managers both had provided some anecdotal positive feedback on the program, but Erdoes wanted to know how they could truly calculate the ROI. Wall Street was a data-driven place to work, and if they wanted to create something that would survive beyond the tenure of the firm's existing leadership, they had to prove that the time, money and energy invested by the firm was worth it. Calculating ROI would also help them to prepare for subsequent runs of the program and determine in what ways, if any, they should differ from the pilot. What factors should Erdoes and her team consider when calculating ROI? How can they position the program to ensure its survival?

In July 2014, the Global Executive Committee (GEC) for BlackRock, the world's largest asset manager, held a two-day off-site meeting to discuss the state of talent within the firm. A year prior, in 2013, Chairman and CEO Laurence (Larry) Fink had asked Global Head of HR Jeff Smith to outline to the GEC the firm's Diversity and Inclusion efforts, benchmarking its progress against eight practices associated with building more inclusive cultures. At the July 2014 off-site meeting, Smith and Kara Helander, Global Head of Philanthropy and Diversity and Inclusion (D&I), provided a summary of the firm's journey to-date and an update on its progress. The message from Fink at the July meeting was clear: The firm needed to do more. This message was also reinforced by the Board which wanted to see an increase in diversity in succession plans and leadership ranks. Smith and his team needed to work with the GEC to lead the change. They needed to decide: What needed to be done next? What were the key areas that needed the most improvement? What were the greatest challenges and opportunities facing the firm, and how could D&I initiatives help address them? What actions needed to be taken to meet the request from Fink and the Board?

Reprint: R1309D Business leaders send a powerful message when they make a commitment to diversity that goes beyond rhetoric. But what motivates them to do so, and how do they actually create inclusive cultures? To find out, the authors interviewed 24 CEOs whose firms were known for embracing people of all backgrounds. These executives saw diversity as a strategic and moral imperative and made promoting it a personal mission. Many had experienced what it was like to be an outsider, which gave them a deeper understanding of the barriers that women, in particular, face at work. The CEOs resoundingly agreed that an inclusive environment was one in which employees contributed to success as their authentic selves, and the organization respected and leveraged their talents and provided a sense of connectedness. Eight best organizational practices for instilling such a culture emerged from their interviews: 1. Measure diversity and inclusion. 2. Hold managers accountable. 3. Support flexible arrangements. 4. Recruit and promote from diverse pools of candidates. 5. Provide leadership education. 6. Sponsor employee resource groups and mentoring programs. 7. Offer quality role models. 8. Make the chief diversity officer position count. It's also key for CEOs to dedicate time to work personally on diversity initiatives. That sets the tone for everyone and helps ensure that organizations attract and develop the best talent.