We recently inducted the class of 2018 for our Diverse Leadership Network (DLN) in Chicago, marking our fifth class of the program. The DLN, a 15-month leadership development program, is our most diverse leadership program and provides opportunities for high-potential, mid-level leaders to learn from senior leaders within the company, collaborate among their peers, and apply their skills to practical business case studies.
2018 届学员包括来自美国、加拿大和墨西哥的 40 名优秀员工，涵盖了我们业务的各个职能部门。学员们在迎新会上首次见到了他们的教练。DLN 教练是资深领导者，他们在整个 15 个月的项目中为学员提供指导，并为与 DLN 无关的经历提供战略指导。我们的 90 多名员工中有一些是 DLN 的校友，他们在今年的迎新活动中发表了讲话，分享了优化课程时间的策略和技巧，并与同学们进行了愉快的交流和学习。
“Each year we induct a new class to the DLN, we’re strengthening our diverse pipeline for years to come,” said Audrey Yi, VP, Diversity & Inclusion at Nielsen. “Our data from the past five years of DLN graduates shows that, upon graduation from the program, associates are expanding their leadership and influence in our company, as 93% of alumni are in a new or expanded role and 20% have reached the VP/general manager level. Representation of DLN graduates in leadership positions shows that we’re committed to infusing diversity and inclusion into everything we do at Nielsen.”
DLN graduates are expected to complete business impact projects that will provide process improvements and innovation for our business. That’s why we also invited senior leaders to share the company’s strategic priorities for FMCG/Retail, Total Audience, Gracenote and more. Participants will use the content of these presentations to guide their problem-solving process on business projects that will be assigned later in the program.
作为该计划促进与客户和其他品牌的外部关系举措的一部分，全州保险公司（Allstate）供应商多元化和可持续发展总监兼非裔美国人顾问委员会联合主席尤金-坎贝尔（Eugene Campbell）在迎新会上发表了主题演讲。尤金谈到了为 DLN 学员提供的独特机会，以及本班学员应如何利用他们的教练和其他资源来帮助他们完成领导力之旅。
DLN 影响项目
与此同时，2017 级 DLN 学生继续在该项目中发展，并于近期完成了四个业务影响项目，这些项目将对我们公司和客户的许多方面带来益处。
多元文化解决方案的开发和社会化
A team of DLN participants developed a strategy to both aggregate and socialize Nielsen’s multicultural solutions with clients. The team created a multicultural solution roadmap, that points our client teams to the appropriate Nielsen product that helps our clients better reach multicultural consumers. They also created a task force that meets monthly to increase client awareness of our multicultural solutions. This project is essential to our business, because it shows our clients that we know the importance of multicultural consumers and are able to accurately measure their unique consumer preferences and behaviors.
销售工程流程改进
另一个 DLN 团队为我们的数据与客户的联系创建了一个简化流程。首先，他们与我们的销售工程师和客户服务团队合作，评估哪些领域有提高效率的机会。然后，团队制定了详细的职责结构，确保任务得到合理分配和优先排序。这个项目的最终结果是向我们的客户提供了更好的信息流，使我们能够更有效地推动他们的业务目标。
全体受众的内部文化采纳
A third team worked to socialize and evangelize our Total Audience system for internal associates. The group developed a strategy to both educate our employees and build their interest in our Total Audience measurement, which seeks to measure viewership across the many platforms available to consumers today. By creating this engagement, we ensure that our associates know the best way to incorporate Total Audience solutions into their client relationships and that our clients have access to our best audience measurement tools.
经验丰富的招聘人才评估模型
Our final DLN team studied Nielsen’s need for a way to assess prospective experienced candidates for Nielsen jobs. They helped Nielsen select Pymetrics, a talent assessment company that will use a candidate-friendly, AI-powered, bias-free set of games to assess a candidate’s fit for a role.
"DLN 团队通过评估市场上的人才评估解决方案，帮助我们找到了下一个目标背后的人才，"DLN 人才评估项目发起人、人事分析与人才评估高级副总裁 Chris Louie 说。"他们利用了各自不同的经验--当前的职能和地理位置以及作为候选人的个人经历所形成的不同视角。这为跨尼尔森的有用解决方案提供了独特的视角。这个项目是一个很好的例子，说明了多元化团队在获得授权后可以取得卓越的成果。
Pictured above: Angela Talton, Nielsen’s Chief Diversity Officer, meets with the DLN Class of 2018 at orientation.
