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Diversity at JPMorgan Chase: Right is Good Enough for Me (B)
Davidson, Martin N.; Yemen, Gerry Case OB-0976 / Published August 22, 2009 / 5 pages.
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Product Overview

How do we get a manager to recruit the best talent?and reward them for being a better manager for doing it?when we really want them to be a great banker? That was the question one of the top ranking female executives at JPMorgan Chase asked. This two part case offers an interesting and unique approach to diversity recruitment at a Fortune 500 company. With a white male champion?Jamie Dimon?at the helm, the material unfolds a view of how competent leaders do something interesting with diversity. In the A case, Diversity Recruiting Executive Mark Settles is hired, sets up a system, and nearly a year and a half later, the company has a strong pipeline of diverse talent for future consideration. Indeed, other Fortune 500 firms ask Settles to share recruiting best practices. But as he looks at the September 2008 issue of Fortune magazine, Settles can't help but wonder how his work has impacted JPMC. The mostly male faces of the cover caused Settles to step back for a second and consider whether his efforts were going to change the company. The B case describes several efforts that Settles sought to further integrate diversity into the talent life cycle, from recruiting to development, to creating an environment in which employees felt welcome as individuals and free to maximize their talents anywhere in the organization.


Learning Objectives

Examine a Fortune 500 company's system and processes used to attract talent?diverse employees in particular. Explore an interesting 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. Appreciate the importance of deep-seated commitment to diversity from senior executives. Offer an opportunity to explore whether the company's metrics developed with people recruiting are aligned with its human capital practices.

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  • Overview

    How do we get a manager to recruit the best talent?and reward them for being a better manager for doing it?when we really want them to be a great banker? That was the question one of the top ranking female executives at JPMorgan Chase asked. This two part case offers an interesting and unique approach to diversity recruitment at a Fortune 500 company. With a white male champion?Jamie Dimon?at the helm, the material unfolds a view of how competent leaders do something interesting with diversity. In the A case, Diversity Recruiting Executive Mark Settles is hired, sets up a system, and nearly a year and a half later, the company has a strong pipeline of diverse talent for future consideration. Indeed, other Fortune 500 firms ask Settles to share recruiting best practices. But as he looks at the September 2008 issue of Fortune magazine, Settles can't help but wonder how his work has impacted JPMC. The mostly male faces of the cover caused Settles to step back for a second and consider whether his efforts were going to change the company. The B case describes several efforts that Settles sought to further integrate diversity into the talent life cycle, from recruiting to development, to creating an environment in which employees felt welcome as individuals and free to maximize their talents anywhere in the organization.

  • Learning Objectives

    Learning Objectives

    Examine a Fortune 500 company's system and processes used to attract talent?diverse employees in particular. Explore an interesting 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. Appreciate the importance of deep-seated commitment to diversity from senior executives. Offer an opportunity to explore whether the company's metrics developed with people recruiting are aligned with its human capital practices.