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Diversity isn’t just about differences in race, religion, and physical ability. It’s much more and includes a wide variety of attributes.
Diverse teams outperform non-diverse teams—every time.
It’s possible to be diverse yet not inclusive, but it’s nearly impossible to say, “I’m inclusive but not very diverse.”
That’s why we focus not only on diversity and inclusion but also on equity. Equity is working in open and demonstrative ways to remove bias, acknowledge root causes, and eliminate practices that promote injustice. As part of that effort, we recently hired our first full-time diversity & inclusion leader; we’ve also amped up our onboarding and retention efforts of minorities and women. Why? Because it enables us to enhance the expertise with which we serve our clients, to better reflect the local communities where we live and work, and to continue down a path of continuous learning to develop knowledge, appreciation, and acceptance of those around us.
2019 Inclusion & Diversity Annual Report Our goal: An inclusive, diverse, and equitable culture for all. Here’s how we’re achieving it.
We’ve invested a significant amount of time and effort into creating a diverse, inclusive, and equitable workplace. Here are just a few of our programs:
Shortly after forming the Inclusion and Diversity Council, we realized that we needed a way to go from the theoretical to the actual, to walk our talk, so to speak. We needed a vehicle where staff could come together to discuss challenges and concerns in a safe environment with other like-minded PMers. Enter Plante Moran’s Affinity Network which is comprised of Staff Resource Groups (SRGs).
Our SRGs, which includes the African American SRG and PRIDE, are designed to help group members with expanding their networks and professional development, along with providing career support. This grass-roots effort is staff driven, so groups are requested and led by staff versus the firm.
Created in 2003, Plante Moran’s Inclusion and Diversity Council was established to guide the firm toward long-term success and growth in diversity practices; more specifically, how to increase diverse staff and develop a substantive pipeline to leadership.
For the last 25 years, more than 50 percent of accounting major college graduates have been women. Yet when you look at the percentage of female partners at accounting firms, it’s typically less than 20 percent.
Enter WIL, a program is aimed at increasing the visibility of women leaders internally and externally, providing targeted developmental career opportunities to retain and advance women leaders, and supporting partners in giving high-potential female staff growth and development opportunities.
Ever wish that you didn’t have to choose between quality time at work and quality time at home? Enter WorkFlex. Developed to support staff in their ongoing quest for work-life balance, the program has been the catalyst for a number of initiatives, from our business casual dress policy, to a host of alternative working arrangements, to a “buddy” program to support new parents — all in the name of helping staff find their balance.
Partner Judy Wright recently stepped up to lead our firm’s Women in Leadership initiative. Find out how she’s leading the charge to combat the promotion “cliff.”
For Lauryn Bryant, our track internship program not only provided exposure to the world of public accounting but also helped her find her place, both professionally and personally. Here is her story.
You know that diversity is good for business. But is your organization diverse? Inclusive? Are you moving the needle in the right direction? Here are a few thoughts on how to drive diversity and inclusion from a leadership perspective.
Plante Moran recently hired its first diversity and inclusion leader. Why? Because continued progress requires more than part-time efforts from passionate staff.
With ingenuity and perseverance, Sue Novak paved the way for staff to work reduced schedules. Undeterred by challenges along the way, she eventually became partner, forever changing the way the firm looks at alternative working arrangements.
In most firms, there’s a “cliff” where women tend to drop off at the senior level and leave the accounting profession altogether. How is Plante Moran combatting this trend? Through deliberate action.
Plante Moran’s recruiting efforts start early. When a student first considers what they want to be when they grow up, we want them to consider accounting.
