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Ellevate introduces you to the community that can give you a career kickstart. Our next live welcome session is Wednesday, Jan 18, Loading….

Register here for your chance to get started. Consultants have notoriously high stress jobs. Does it take a certain type of woman to excel at Accenture? No kids? Our employees are our best source of talent.

We've also made our role descriptions more inclusive. We are very proud to be recognized by the Anita Borg Institute as a top company for women in tech. Overall, more than , women are part of our global workforce. Women make up four out of ten of our independent directors, including our lead director, Marge Magner. We recently announced our work locally program for the United States and Canada for mom and dads.

We expanded maternity leave in India, Argentina, Philippines and the U. New parents will also now receive hours of backup care. It's great when the nanny is sick. Our new approach -Performance Achievement- assesses by impact, which eliminates bias.

Inclusive and diverse workforces foster innovation and are essential for sustainable growth. The success of women at Accenture is critical for us to be a high performance business. Do you have advice for professionally moderating discussions that include strong disagreements about gender? Women are less likely to negotiate higher pay. How should businesses handle it to ensure pay fairness? Commit to gender pay equity and make it a rigorous, ongoing process. Most important: intervene immediately when you see it happening.

We're committed to inclusion and diversity- and gender equality- and that commitment extends to compensation. Lean In talks a lot about unconscious gender bias in the workplace. How can we address it?

It really helped. The Girls Who Code program is one way, and the second is to train teachers. Women are more courageous and stepping up and asking for leadership roles.

We still have a long way to go. Accenture is purposeful in identifying and developing high-performing women and including them succession plans. My professional mission is making Accenture uniquely human and improving the way our people work and live.

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Accenture accenture. Accenture embraces the power of change to create value and shared success for clients, people, shareholders, partners and communities.

The pandemic immediately caused deep disruption of talent markets around the world, disproportionately impacting women and under-represented populations of people. It also massively accelerated the pace of change — digital transformations that previously took years happened in months, which created a chasm between two types of companies: the leaders and laggards.

Additionally, the compounding physical and mental health, financial and societal crises required employers to see their people not just as employees, but as whole human beings — perhaps in ways they never had before. For those experiencing massive employment disruption — either historic unemployment or in some cases the inability to hire fast enough — modern CHROs need to balance obligations to their organization, their people and society more broadly.

They must treat people with the utmost respect and consider both the short and long-term needs of their workforce along with the vibrancy of their talent brand. They also need to collaborate in new and different ways, often across industries and even with competitors, to find new opportunities for their people or to fill roles in surging industries.

Those companies that are accelerating their digital transformations also need to identify new capabilities, operating models and leadership characteristics.

Many organizations look to their CHRO to orchestrate this transformation through leadership, talent and cultural lenses. Those who understand and focus on human needs are best positioned to emerge faster with stronger talent brands and employee value propositions.

Modern CHROs play a critical role in accelerating transformation and caring for their people, ultimately positioning their company to be true winners in the race for talent and for market leadership. As the pandemic passes, people will again have a choice in who to work for — we are seeing signs of this with talent shortages in many sectors. There are the obvious ones: providing a job and a paycheck, and meeting their physical needs, which have been amplified throughout the pandemic.

But many companies stop there. When leaders fail to look across all six dimensions, they leave opportunity on the table. Again, taking good care of people is good business. Taking care of people also implies an inclusive workplace. At Accenture, the tone is set at the top. The activations and ideas across any company need to start with true business commitment. Our CEO and our Board of Directors set the tone for our inclusion and diversity approach which is grounded in two fundamental beliefs.

First, that equality, inclusion and diversity make us smarter and more innovative. Second is our shared success mindset — embracing change that benefits all our stakeholders: our people, clients, shareholders, partners and communities. People, culture and inclusion and diversity are topics at every board meeting. Having a strong cultural grounding is so important because it helps organizations move beyond episodic reactions to creating sustainable and equitable change.

In a talent-led business like ours, this translates into the commitment we make to our people to help them be successful, both professionally and personally. At the heart of this is a fundamental belief that we treat our people as human beings, not just employees, so they can bring their authentic self to work — and to their entire life — every day.

That is how you unlock true human potential. How important is it to have diverse perspectives and experiences at the table when addressing client needs?

Our commitment also extends beyond the walls of Accenture to create what we call degree value. We aim to not only deliver the financial business case, but also to partner with our clients to make greater progress on inclusion and diversity through diverse teams, help them achieve their sustainability goals, and enable them to reskill and create meaningful experiences for their people.

A great example is our client Best Buy. As part of our collaboration, we are helping them not only accelerate technology innovation — they are already a leader — but also diverse talent. The company has an ambitious goal to hire 1, employees onto its digital and technology team over the next two years, and it has committed that 30 percent of these employees will be diverse — specifically Black, Latinx, Indigenous and women.

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