Below is Raines Intel’s October 28 curation of interesting reads about business, careers, hiring and more. Send suggestions to firstname.lastname@example.org. Read last week’s curation.
1. CIO Journal highlighted a recent study about what factors into a successful “employment brand.” The Bersin by Deloitte study of Glassdoor data found that “a company’s culture and values do more to bolster its ’employment brand’—its reputation as a prospective employer—than any other factor.”
Bersin by Deloitte founder and principal Josh Bersin explained that “this study demonstrates that employees put more emphasis on investment in leadership, culture, and employee development when determining whether to recommend their own companies as excellent places to work.” Read “Culture, Careers Drive Employment Brand.”
2. Tech company Intel is putting even more money behind diversity efforts, promising to invest $125 million in by 2021 in its Diversity Fund. The fund, which Intel started last year with an original $125 million donation, “provides access to the company’s business development programs and extensive technology expertise in addition to the capital itself,” according to Engadget.
Intel’s Oct. 26 press release noted that the fund “will expand beyond its initial focus on startups led by women and underrepresented minorities to also include U.S.-based entrepreneurs from the LGBTQ community, entrepreneurs living with disabilities and military veterans.”
3 Beyond the obvious problems at Wells Fargo given its current scandal of fake bank accounts, Harvard Business Review’s Susan M. Ochs pointed out the company also has to fix “critical management issues to prevent the next scandals.”
Since now-resigned CEO Josh Stumpf acknowledged that the fraud first was flagged five years ago, Ochs argued Wells Fargo’s “executive team and the board of directors were remarkably slow to see the breadth and gravity of this fraud, and to address it effectively.” Ochs wrote:
“This leadership blind spot is the result of misguided reverence for their culture and its ability to inoculate the bank from systemic problems. It represents a governance breakdown of the highest order for executives and board members. But it appears that some red flags never even reached them: Investigations revealed the bank has ignored, discouraged, and even fired employees who tried to voice concerns about the intimidating culture and unethical practices.”
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