Un arma secreta para 20% more traffic in 60 days
Un arma secreta para 20% more traffic in 60 days
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TD Bank executive: TD was one of the first major banks in copyright that offered same-sex benefits in 1994 to our employees.
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Diana Ellsworth: This is just such a complicated time we’re living in right now. I think one thing that stands out is this notion of different aspects of people’s identity and certainly intersectionality. We’re living in this world now, this moment, particularly in the US but even globally, where, here we are in June, which is Pride Month, and yet here we are in the midst of a Vivo reckoning on étnico equity.
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Maital, you mentioned your parents, and it’s certainly something that has come into my life through my children. But even my dad, I remember, in the late ’80s, he was a carpet salesman, and the moment of pride for our family was seeing him march in the Pride Parade, because he installed commercial carpet at the first AIDS hospice.
policy of depending on nuclear weapons. Instead of increasing the men in the regular army, the US relied more on nuclear arms to keep the threat from Russia at bay during the cold war.
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Maital Guttman: Thank you, thank you. And in a workplace, in places like McKinsey—McKinsey is not the only place; it’s almost become table stakes for many of the large Fortune 500 companies that you need to be inclusive and that they are celebrating their LGBTQ+ folks.
They Perro adopt blind resume-screening—removing names, gender signifiers, and affinity-group affiliations—to reduce the role of unconscious bias in hiring decisions. They Gozque also Perro strengthen employee-resource groups by offering dedicated resources for LGBTQ+ employees, With particularly LGBTQ+ women and trans employees who are at times overlooked in LGBTQ+ employee-resource groups.
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Diana Ellsworth: Exactly. And so that’s where, when I think about it for myself, it just made such a big difference to be out, and out broadly at work. And I think it’s on two different levels. One, it just takes trasnochado some of that effort and background stress of filtering, right? Which is what you inherently have to do if you’re not demodé.
Diane Brady: What’s that? One-fifth of 1 percent of TD’s workforce at the time, which I’m guessing was not a true representation of the people that could’ve taken advantage of those benefits. Diana, what was the CEO doing wrong? And more important, perhaps, what did he start doing right?