RANK NO. 8: JLL
LOCATION OF HEADQUARTERS: Chicago, IL
# OF EMPLOYEES: 77,000
CEO: Greg O’Brien
CDE: Angela Geffre
MISSION STATEMENT FOR DIVERSITY AND INCLUSION
At JLL diversity and inclusion means bringing your whole self to work; we would not expect anything less. We focus on hiring, developing and retaining a diverse workforce and driving a culture where everyone feels valued.
OVERVIEW OF CURRENT D&I EFFORTS
“Beyond” is our global strategic vision to reimagine the world of real estate. We want to create rewarding opportunities and amazing spaces where people can achieve their ambitions. We know that in doing so, we will build a better tomorrow for our clients, our people and our communities. Our statistics show that our best insights come from world-class teams of people with diverse backgrounds, skills and ideas. We also know we win more business when we bring diverse teams to the table. There are three things we do really well to promote D&I at JLL:
- We have leadership commitment and strong employee resource groups (ERGs)
- We use predictive analytics and assessment tools that eliminate unconscious bias and
- Our D&I team reports through our Talent team, so we’re thinking about D&I in a holistic way – from how we attract and recruit candidates to the way we develop our people, and how we manage, recognize and reward performance.
Our commitment to D&I starts at thetop. We are a recognized leader for our diverse board of directors, led by Chairperson Sheila Penrose. Our leaders are keenly aware of, and excited about, the correlation between success and D&I, which is reflected in engagement levels, client partnerships and winning new business.
“Beyond” is our global strategic vision to reimagine the world of real estate. We want to create rewarding opportunities and amazing spaces where people can achieve their ambitions.
We have a flourishing ERG community. Currently, we have six active ERGs, with two more on track to launch in 2018. These groups are an essential part of our culture and an important component of overall engagement. For example, 92 percent of people who attend just one ERG event say they feel more engaged and connected to JLL.
We also use predictive analytics to increase retention among diverse populations. Here’s how that works.
- We identify overall retention goals for individual business and functional leaders.
- We conduct some scenario modeling with our leaders so they understand how to reduce unwanted attrition.
- We customize our investment in leadership and development opportunities that occur through training, seminars, industry events and affinity memberships, as leaders work to retain high performers.
By having our D&I team as part of our Talent team, we systematized the way we think about D&I throughout the end-to-end employee life cycle, which begins when we attract and recruit candidates, and includes the way we develop our people. Thinking about D&I holistically helps us pull all levers to give our people a great experience and help them achieve their ambitions.
OBSTACLES ENCOUNTERED AND HOW THEY WERE OVERCOME
Attracting and recruiting diverse talent into commercial real estate is our biggest obstacle. We continue to broaden our sourcing strategy and diversity recruiting efforts. We also hold leaders accountable for D&I. In sourcing, we look beyond commercial real estate and into professional services. We use predictive selection tools to show hiring managers who has the knowledge, skills, and abilities to succeed now and in the future. We prove with data and analytics that people with diverse backgrounds and experiences can be just as successful (if not more successful) than those with traditional real estate backgrounds.
INNOVATIONS THAT PROVED TO BE EFFECTIVE
We use data and analytics to see where we are on our journey and how we can continue to move the needle in our business lines and markets. We routinely study the data and heatmaps to identify our strengths and opportunities. We celebrate our strengths and learn from one other, and actively address any potential issues.