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Best Practices |
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The HACR Research Institute regularly identifies and reports on best corporate practices in the areas of Hispanic employment, philanthropy, procurement, and governance. These reports have become vital tools for corporate America that is looking for ways to increase the diversity in its workforce, philanthropic contributions, supplier base and boardroom, especially as Hispanics quickly become the largest minority population in the United States.
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| Document Name |
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Author(s) |
Cost |
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Corporate Governance 2003-2004 - Overview and Analysis
148 Hispanics and foreign national Latinos serve on the boards of 166 companies and hold collectively 202 board seats or 1.97 percent of total board seats (10,314) at FORTUNE 1,000 companies. Long term trends in Hispanic inclusion on corporate boards are both optimistic and pessimistic. Since 1993, the number of board seats occupied by Hispanics has increased; and the number of companies with Hispanic directors across a wide range of industries has grown 186 percent since 1993. However, Hispanics and Latinos still hold less than two percent of all board seatns in FORTUNE 1,000 companies.
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2/24/2005 |
Fletcher P. Grundmann |
$49 |
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Hispanics Today 2004 - The Value of Customer Service on Hispanic Consumer's Brand Reputation
This article provides five key insights regarding corporate brand image, builds on the analysis that six of ten new customers are Hispanic, and that in-culture customer service trumps in-language advertising. This piece also offers the marketer the building blocks to creating the most effective Hispanic customer relationship management model.
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12/3/2004 |
Carlos Santiago |
$19 |
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Corporate Governance 2003-2004 - Hispanics or Foreign National Latinos Serviing on FORTUNE 1,000 Boards
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3/29/2004 |
Fletcher P. Grundmann |
$49 |
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Corporate Governance 2003-2004 - Profiles of FORTUNE 1,000 Hispanic CEOs
This document lists the profiles of Hispanic individuals that serve as members of the boards of directors of FORTUNE 1,000 companies. One-hundred forty-eight (148) individuals serve as directors at 166 companies and hold collectively 202 board seats. Thirty-five (35) foreign national Latinos serve as directors and hold collectively 43 board seats. Foregin national are marked with an asterisk (*) along with their country of origin.
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3/29/2004 |
Fletcher P. Grundmann |
$49 |
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Corporate Best Practices 2002 Hispanic Workforce - Business Case for Hispanic Inclusion in Corporate America
Why should a company include Hispanics at all levels of a company's workforce? There are factors like employee morale and consumer sentiment and loyalty, even a feeling from top management that "it is the right thing to do." But there are other reasons, bottom-line motivators that encourage companies to include qualified employees regardless of race, ethnicity, or gender in the workforce. Equal employment opportunity laws and strick penalties and fines for discriminatory behavior provide teeth, but perhaps more importantly, on the positive side, is the desire to grow both the top- and bottom-lines. Divesity, and within its equitable Hispanic represenation, will increase an organization's collective creativity and heighten innovation helping to boost productivity, all of which can create a more competitive company leading to increase shareholder value.
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6/23/2003 |
Fletcher P. Grundmann |
$49 |
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Corporate Best Practices 2002 Hispanic Workforce - Conclusion
The Hispanic community, now the largest minority group in the United States, is one of the youngest and fastest growing populations in the nation. At the same time, traditional corporate workforces comprised largely of white baby boomers will begin to feel the effects of its retiring workforce this decade. It is estimated that 85 percent of 24-35 year-olds will be minorities or immigrants in the coming years. It behooves corporate America to begin building or expanding its pipeline of Hispanic talent to prepare for the next several decades.
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6/23/2003 |
Fletcher P. Grundmann |
$10 |
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Corporate Best Practices 2002 Hispanic Workforce - Executive Summary
Hispanic inclusion in a corporationis largely dependent on the active support from senior management, ongoing measurement, solid infrastructure and accountability. Each of these plays an important role in increasing inclusion and building a stronger workforce, which thereby creates a solid company. However, for a company to realize maximum benefits, each of these elements must act in concert to foster an environment that encouarges inclusion.
The botom line is that in today's fast-paced, dynamic, and globally competitive business environment, the key to success is efficiency and increased productivity. Therefore, it behooves modern companies to spend timee creating top-nothc enivornments that are inclusive and provide an opportunity for all employees.
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6/23/2003 |
Fletcher P. Grundmann |
$10 |
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Corporate Best Practices 2002 Hispanic Workforce - Measurement
A necessary first step in building or maintaining a powerful and diverse workforce is to profile your company's current reality. According to Debbe Kennedy, founder and president of the California-based Leadership Solutions, "self-assessment is the foundation for change and a powerful catalyst for continuous improvement. Consequently, the best leaders make it a regular practice." While it is important to take the first step and measure for Hispanic inclusion, the most pressing need is designning a plan to ensure ongoing measurement. Without an ongoing process, it is impossible for companies to adequately gauge their progress of Hispanic inclusion.
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6/23/2003 |
Fletcher P. Grundmann |
$10 |
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Corporate Best Practices 2002 Hispanic Workforce - Recruitment
As witnessed in the Buerau of Labor Statistics' annual Occupational Outlook Handbook, the U.S. will need to create 22 million jobs between 2000 and 2010 to fill the deand created by consumers. As the young Hispanic population continues to grow, the aging baby boomers begin to retire and a shortae of qualified workers mounts, many companies will look for new labor pools to tap for job candidates.
Companies need to being recruitment efforts in the Hispanic community for serveral reasons. The growing population is the most obvious. Currently, Hispanic purchasing power is more $600 billion and that means growing consumer demand. At the same time, a growing population means a groing portion of the potential workforce will be Hispanic. The Hispanic workforce will soon be the second largest portion of the civilian labor force after whites. Companies are investing not only in the recruitment of qualified entry-level candidates; they are also supporting K-12 education initiatives to improve Latino educational attainment rates.
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6/23/2003 |
Fletcher P. Grundmann |
$10 |
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Corporate Best Practices 2002 Hispanic Workforce - Retention: The Role of Hispanic Employee Networks
Hispanic employee networks enhance a company's opportunity to recruit, develop, and retain Hispanic talent by providing a support system comprised of coaching, mentoring, role modeling, and other important developmental mechanisms. The foundation of an Hispanic employee network or group is often based on individual and group support and on focused communication with upper management.
HENs also see to maintain alliances in and with the communities where Hispanic employees work and live. In this way, members of HENs can reach out to Hispanic community organizations and volunteer for community services. Exposure to the community helps to support recruitment efforts and can help to enhance a company's image as an employer of choice for Hispanics. Hispanic employee groups can provide Latino employees with support, access to mentors, and prevent a feeling of isolation in a company, all of which support retention efforts.
( details )
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6/23/2003 |
Fletcher P. Grundmann |
$10 |
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Corporate Best Practices 2002 Hispanic Workforce - Retention: The Role of Mentoring
Mentoring programs designed for Hispanics help to facilitate a dialogue between employees and managers about barriers Hispanics face at a company. Mentoring programs also provide individual Hispanic employees with an important tool - professional advice and feedback - to help them advance in their career. Formal programs can provide an opportunity for Hispanic executives and managers to have direct contact with a company's leadership while also sensitizing the company's leadership to the potential obstacles for some of the most promising Latino executives.
( details )
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6/23/2003 |
Fletcher P. Grundmann |
$10 |
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