Alone we can do so little; together we can do so much.
HELEN KELLER, AUTHOR AND POLITICAL ACTIVIST
It would be impossible to write an essential guide on creating and delivering an impactful D&I strategy without including employee networks. For close to two decades they have been a key part of many organisations’ activities, and for most of those organisations they have been positioned as a critical part of the D&I agenda. Take JP Morgan Chase & Co for example, who at one time boasted over two hundred employee network chapters globally, or Accenture with thousands of employee resource groups in 120 offices around the world. Employee networks can be big business.
This chapter works through many of the key areas that should ...