Thanks to top notch, Our case begins on November 7, 1999 at the Goldman Sachs building in New York City. The Leadership Development Advisory Committee is making final preparations to present a model for future Goldman Sachs leadership training. This Committee must convince the Management Committee that the program they present is essential to the future success of Goldman Sachs as a whole. The team fears that if they do not send a clear and concise message to the board, then their six months of hard work will have been for nothing and no change will be implemented. In the 1990's the investment banking industry was booming. Banks were consolidating through mergers and acquisitions to become huge firms. This growth was in part brought on through the lucrative IPO markets.
Technology such as telecommunications and the dot coms played a major role in this bull market. A consequence of all this growth was the war for talent. Financial companies were hiring anyone they could with a higher education, not necessarily in finance. In 1999, Goldman's three categories of services were, investment banking, trading and principle investment, and asset management and securities services. Goldman Sachs was established in 1869 in lower Manhattan as a broker of promissory notes.
The company experienced steady growth up until the great depression. The company took many years to recover but soon hit pay day with the 650 million dollar IPO of the Ford Motor Company. At the time, this was the largest IPO ever recorded. By the mid 80's the company had established itself on the international front. In 1998 Goldman ranked first in completed mergers and acquisitions valued at just shy of one trillion dollars.
In 1999 the firm went public so as to establish permanent capital unaffected by partner retirement. Goldman structures their departments with multiple co-heads.
This allows younger executives to meld with older executives so as to provide a generational overlap. Benefits of this model include younger executives be given the chance to apprentice under senior executives as well as a smoother transition when retirement approaches. Also having work divided amongst three people allows more time for client meetings. Corporate culture at Goldman Sachs is extremely important to the way that they conduct their business.
Everyone is expected to provide their best possible work and take pleasure in doing so. If help is needed, employees will put their ego aside and do what is best for the client and company. Employees work as a team and share success. However, in the case of failure, responsibility is assigned to those responsible. Because of the rapid growth at Goldman, new managing directors must be brought in to lighten the workload of the already overburdened executive staff. These managing directors would be used to put distance between partners and day to day operations.
This allows the partners to put more time and energy into the big picture works. Despite the company's successful movement into new areas of business, their out-dated apprentice model has been left behind unchanged.
What the Leadership Development Advisory Committee must decide, is how to develop and train these new managing directors. It has been said that a centralized and consistent method should be implemented to accompany on the job learning. This method would be similar to the Jack Welch inspired Crotonville training facility. Goldman Sachs is a thriving banking and securities firm. They are rapidly expanding which causes a slight problem for the business. They have too many people working for them and not enough managers. Goldman Sachs needs to find a way to train managers so that they operate, the Goldman Sachs way, at their optimum capacity.
The way that Goldman Sachs had always trained their employees was through the Apprenticeship Model. This allowed Goldman Sachs’ managers to lead by apprenticeship, or working with the senior leaders in the firm.
This model had been in effect ever since the beginning of Goldman Sachs and it had worked well until they expanded very rapidly. Under this model, professional development happened almost entirely on the job.
One manager would learn techniques from a senior manager. Most of the business units within the firm offered their own specialized training and orientation programs that emphasized specific skills that pertained to their businesses. Goldman Sachs’ unique leadership styles had grown to the point that various division-oriented training programs reached more employees than the firm-wide programs. The firm was operating extremely well. So well that it was growing and hiring more people that it could handle with its current training programs. “As Goldman’s rapid expansion continued, some executives came to believe that a more systematic approach to leader development was required” (Page 8). Since Goldman was expanding and every department had their own training programs, the firm was developing many sub cultures.
Goldman Sachs needed to figure out a way to establish a leadership culture within an already well-established team culture. “The key to managing the growth was choosing the right people and training leaders,” said chairman Paulson (Page 8). But with every idea, comes the skeptics.
There will always be someone that says you’re wasting time if the cash registers are not ringing. The issue was never the money with Goldman Sachs. It was the time and commitment to the project. The employees at Goldman were always busy and could not be easily taken away from their work. They had to feel like there was a good business reason that they were going to the leadership training programs. But how can you tell if the program is successful or not? Would it make up for the business that was or might have been lost while the individual was in the program?
There are a variety of theoretical dimensions and theories that are integrated into the corporate culture and leadership program at Goldman Sachs. When making decisions about a leadership development program, the Goldman Sachs Leadership Development Advisory Committee worked hard to maintain Goldman Sachs identity, which involved not only a variety of leadership approaches, but also many other organizational behavior concepts. One approach to leadership is the trait approach, which is the idea that certain traits are a part of leaders. The use of a trait approach is using the big five personality traits or the wheel of traits to help create leaders. The Big Five Personality Traits consist of openness, conscientiousness, extraversion, agreeableness, and neuroticism while the Wheel of Traits includes integrity, intelligence, extraversion, conscientious, self-esteem, and open to experience. If one were to look at Goldman Sachs list of business principles, it mentions many of the traits that are a part of these two concepts mentioned previously.
From this, one can conclude that when Goldman Sachs recruits and selects individuals for employees, they look for specific traits. They look for individuals that will add to their company that prides themselves on having some of the most intelligent people that set them apart from other banks in the industry. By selecting these employees, they believe that the traits in these employees will allow the employees to develop into great leaders. Before the idea of a new leadership program; they created leadership solely on their apprenticeship model.
Through this model, everyday employees of Goldman Sachs who had more experience were acting as leaders to the younger employees. At Goldman Sachs, they believe that their employees are the best people to lead their own people. Goldman Sachs uses both formal and informal leaders. They have executive positions that create overarching goals for the entire company and specific departments and they also have informal leaders through the use of their managerial positions at a lower level to train new/younger employees. All of these leaders are achievement-oriented leaders because Goldman Sachs prides itself on meeting difficult challenges with a supportive environment.
By allowing employees to teach other employees and also set goals that coincide with company goals, they are creating structural empowerment, which is the aspects of the work environment that give employees discretion, autonomy, and the ability to do their jobs effectively. Creating empowerment is important because it tends to create employee innovation, managerial effectiveness, employee commitment, and customer satisfaction, which are all characteristics that Goldman Sachs strives for.
Two types of leaders that many may think they cannot exist at one time are transformational and transactional. Transformational leaders are leaders who align employee goals with company goals and transactional leaders are leaders that provide all the necessary resources to perform effectively. In the case of Goldman Sachs, they successfully implement transformational and transactional leadership. Through the apprenticeship model, the leaders act as a role in helping to reinforce the goals of the company, which helps to maintain its culture. Each employee learns what one needs to do and what type of work ethic they need in order to achieve.
Perhaps this is the reason that many Goldman Sachs employees still consider themselves part of the Goldman Sachs family when they leave for a new organization. They consider Goldman Sachs part of their identity because they play such a tremendous role in creating a culture that is friendly but solution driven. These leaders are also transactional because they provide their subordinates with information and skills that they need to learn in order for them and the company to succeed. This apprenticeship model fosters the growth of individuals and making the change to the new system needs allow for this same growth. Leader Member Exchange is a leadership style in which the followers are able to understand and trust each other.
High leader member exchange is when the leader forms a trust based relationship with the follower and a low leader member exchange is when the leader and follower have lower levels of trust, liking, and respect for each other. At Goldman Sachs, high leader member exchange is often present because as mentioned on Goldman Sachs Business Principles, teamwork is emphasized. With teamwork, employees are able to build relationships with their co-workers and understand their strengths and weaknesses. By understanding their co-workers more, they are able to trust each other more. They develop as a more cohesive group in which they are able to work well together. Without group cohesiveness, it becomes difficult for groups or organizations to achieve goals because many times individuals are not on the same page and do not trust other group members to finish their part of the project. Role ambiguity is an important problem to stop because it can lead to variety of problems such as job dissatisfaction and lack of loyalty to the organization.
The variety of leadership approaches that Goldman Sachs implements through its apprenticeship model help decrease role ambiguity because it helps define a role through multiple settings and approaches. Also, the employee receives one on one instruction from an actual employee who has gone through similar situations as them. Also, through this apprenticeship model, employees are participating in citizenship behaviors, voluntary actions beyond the scope of normal job duties that contribute to the effective functioning of the organization, which helps creates a better work environment and increase moral in the organization. An example of a citizenship behavior is training for other employees, which essentially is what the apprentice model acts as. These citizenship behaviors are integral to developing employees and hopefully the same effort will be put forth with the new leadership training program.
One of the most important things in an organization is communication because it relays messages to employees and allows everyone to understand what is occurring in the organization. Communication is how we coordinate actions and achieve goals and it is a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior. Goldman Sachs uses communication to relay important messages to its employees especially through the apprenticeship model. Although employees at Goldman Sachs understand that leadership is important, the change in the leadership program away from the apprenticeship model needs to be communicated well. Currently, many employees of Goldman Sachs believe that the company is functioning well and the leadership model they have is effective, but others believe that the company is growing so big that they need to increase the amount of leaders in the organization. This idea needs to be communicated and justified well to all the employees of Goldman Sachs in order for the transition to the new model to be effective.
One of the main goals of Goldman Sachs is maintaining company culture, which demonstrate that Goldman Sachs has a strong culture, one in which employees share the same regard for values of the company. Organizational culture is a system of shared assumptions, beliefs, and values that show employees what appropriate and inappropriate behavior.
At Goldman Sachs, they have an aggressive culture because value competitiveness and outperforming competitors. Along with having an aggressive culture, it has mixture of cultures because it has both an outcome-oriented culture and people-oriented culture. Perhaps this is the reason why Goldman Sachs believes their culture is unique.
They are able to blend a variety of aspects together that they believe are important in achieving success. Goldman Sachs strongly believes that “people are their greatest asset”, which is why they value them a tremendous amount and push them to become better. A major design issue the Leadership committee faced was deciding who would be most effective and qualified to teach the leadership training program. One option was to have the courses taught by academics and inspirational leaders hired from outside the company. The benefits of having a professor from outside the company would be the teaching experience and new prospective an outsider brings. Furthermore the new perspective would greatly help Goldman Sachs break away from their existing definition of leadership to develop something entirely new and separate from the integrated leadership training currently in place.
However, a challenge would be finding outside educators who have a great enough understanding of Goldman Sachs to connect with the program participants and present lessons relevant to company’s particular needs. The alternative is to select program trainers from existing line managers and dedicated staff within the company. Current employees have the benefit of knowing the unique needs and culture of the company, which allows them to align their teaching to company goals.
But, they also run the risk of institutionalizing existing practices and therefore risk not meeting the emerging leadership and training development needs for which the program is being created for. Another concern is whether those current talented Goldman Sachs employees could become talented teachers. With all things considered, determining who would teach the program determines the context and effectiveness. It was also important to determine which location should the leadership training take place.
There were essentially two options for Goldman Sachs to consider: 1) Use an already existing infrastructure in New York, or 2) Create a new state-of-the-art facility in Hudson, New Jersey. There were many factors that had to be considered when choosing a location. First of all, will it have enough space to hold leadership training sessions? Next, will it be landmark of status and leadership development for Goldman Sachs?
Probably the most important criteria in deciding a location was that if it was build, would people come? The Goldman Sachs management structure had a lot of autonomy for division heads to run their sections. If the leadership location was deemed inconvenient or ineffective, many division heads may not even utilize it.
Power cdg to avi converter torrent. There are many benefits for building a new facility. First of all, it would create a landmark building that emphasizes leadership development. Also, it would offer formal meeting rooms and a lot of space (75,000 sq.
Ft.) Building a majestic training facility may be the impetus needed to facilitate an official leadership development program at Goldman Sachs. However, building a new infrastructure would be very expensive and time-consuming. Would it be worth the investment to build a new infrastructure when there are already existing alternatives? Using an already existing infrastructure in New York also has its benefits. It won’t cost nearly as much as creating a new building, and it will be convenient for many of the Manhattan-based employees. The content and format of the leadership development program was also essential.
Gs Orientation
B.g. the heart of tha streetz vol. 1 zip. In determining the content and format, several factors had to be considered. What topics should be covered?
Whose model of leadership should be adopted? Should Goldman Sachs customize a blend of existing approaches or create a new curriculum from scratch? Will the managing directors in training retain the information taught to them efficiently?
Also, will it save money and time for the company as a whole? Many senior executives believed that it would be most efficient to create a leadership model from scratch. This way, a curriculum can be created specifically for the Goldman Sachs organization. Employees can be properly trained to their specific jobs, rather than basing the leadership training off an outdated model.
However, creating an entirely new leadership model can be costly and time consuming. Many senior executives argue that if the cash register isn’t ringing, then you are wasting time. If an existing leadership model was used, it can act as a guide for Goldman Sachs. Existing leadership models have been shown to be effective in the past, so it can be reassuring to know that this leadership model has been historically effective. However, leadership is a dynamic trait. What has worked for others in the past will not necessarily work for Goldman Sachs.
I would suggest that Goldman Sachs create a new curriculum from scratch, along with grasping key leadership concepts from previous models. The next key design issue was to determine the method of the leadership training. Traditionally, Goldman Sachs has embraced the apprenticeship training model. This style had new employees essentially “job shadow” a more experienced colleague.
Currently, Goldman Sachs has been favoring a formal leadership program more and more. To assess how effective each method is, several factors must be evaluated. First, we have to analyze which method will yield the most productive and managing directors. Will classroom experience be enough to have managing directors leading on their own? Also, we have to assess the opinions of senior executives. Many top executives ranked traditional classroom training low on the list of effective teaching methods. However, Goldman Sachs is growing into an enormous company, so training each individual through the apprenticeship model can be extremely time-consuming for executives.
However, it would allow for managing directors to get real work experience and learn from an experienced colleague who has been there before. A traditional classroom training method can be beneficial in that many managing directors can be trained at once.
Free Leadership Development Program
This makes it a cost-efficient and time-efficient teaching method. However, many aspects of leadership cannot be taught in a classroom, so some key traits may be lacking in Goldman Sachs employees if this was the only method utilized. Target audience is another key consideration Goldman Sachs must determine when designing their new leadership training program. The company had to consider three major questions when deciding how to break down and cater to their specific audience in a way that would be most effective and beneficial to the company. The first question is whether or not the courses should be broad, and consist of a large groups of managing directors across the firm or if it should be deeper and customized to smaller groupings of officers. The benefit of having large groups of managing directors would be that it offers a unifying experience that would help transmit Goldman Sachs culture. But, the benefit of having smaller groups is that it provides individualized coaching and attention thus optimizing the time and resources uses for training.
The second question the company had to considers is whether or not to group together managers from different business units or to separate the by unit. The advantages of having leaders from different business units join together are greater dialogue, networking between units, trust, and ultimately more efficient client service across business units. There is also an added advantage of a deepening the company culture across the firm rather than within individual business units.
On the other hand, combining different business units presents the challenge of offering material that is stimulating and relevant to a diverse group of managers with varying agendas. This can be avoided by breaking down the groups according to business unit so that they may be better suited to face individual leadership challenges. The last question up for consideration when defining their target audiences whether or not they should divide mangers by varying levels of experience or mix tenure levels. An advantage of mixing tenure levels is that senior managers offer firsthand experience and knowledge that add and rein enforce key leadership concepts. But a possibly downfall of mixed tenure groups is that less experienced will defer to more experiences officers, allowing them to dominate the program and rob them of a learning experience. In the end the composition of the training groups is a key factor in educating each individual officer as best as possible while strengthening Goldman Sachs unique company culture. The final decision Goldman Sachs has to make is who should be govern and sponsor the leadership program.
The company essentially has two options, include the leadership development program into the existing Human Capital Management (HCM) or create a stand-alone office. Both options present challenges as well as have their own unique benefits. A benefit of incorporating the program into the Human Capital Management is that it would increase the likelihood of communicating a consistent message from senior leadership to all strata of the firm while also integrating leadership tools, exercises and personnel themes with existing Human Resources objectives. A major concern about integrating the program into HCM is that senior managers might not recognize the importance of the program and will regard it as a generic offering. The implications of such attitude have the potential to decrease support from senior business executives which is an essential need for the success of the leadership program. The alternative option of a stand-alone office offers credibility to the program and will translate the importance throughout the organization. The challenge of a stand-alone office presents is that it requires a chief learning officer which Goldman Sachs has never had and would require the company to fill a senior level position outside its current employees.
As a company that prefers to promote within, Goldman Sachs is worried about maintaining its corporate culture while undertaking this new initiative for success. Decision: Select one alternative or a combination of alternatives: justify Overall, we feel that the success of the leadership training program is contingent upon the Managing Directors utilizing and appreciating the program, and the senior employees believing that it is a valuable use of their time. The training facility itself must be strategically located and built to ensure the acceptance of the program. We recommend that the training program be held in a space that matches the level of excellence expected of each Goldman Sachs employee. The corporate culture of Goldman Sachs is intolerant of weak execution and weak quality. Re- using an old facility does not show confidence in the necessity of training the company’s future leaders. One concern in utilizing a new facility was that executives would not want to travel to attend sessions.
This may be true, but if they do not support the program enough to travel a short distance to a comfortable and spacious building, they will not travel a slightly shorter distance to an inferior space. The Goldman Sachs apprenticeship method of leadership development no longer works due to the increased scale and complexity of the organization. Forty two percent of employees have been with the company for less than two years. This means that one-on-one apprenticeship is impossible.
There is the option of hiring training faculty from outside the company to mentor new employees. However, this would not communicate culture and responsibility being passed down through the hierarchy of the organization, as apprenticeship does.
Instead we recommend that the training program’s teachers are selected from within the company. Similarly, we recommend that the ownership of the leadership-training branch remains internal. A new branch would require an outsider to fill a high level senior position, which is rarely done at Goldman Sachs. Senior executive support is fundamental to the implementation of a successful program, and this would further separate them from the cause. Instead of making it a separate branch it would be better to combine it with an existing and already trusted branch of the company. In order to be consistent with the unique and autonomous nature of the firm, the content of the training sessions should come from internal sources as well. It is the senior executives and employees who understand the sentiment of Goldman Sachs, and the content of the sessions should reflect their knowledge.
Rather than adapting a generic approach to the training they wish to accomplish, we recommend that they create their own format from scratch that will directly correspond with their unique culture. Action and implementation: Who, what, when, where, how Goldman Sachs is currently building a brand new facility across the Hudson River in New Jersey. We recommend that this space be used for the leadership training programs. This facility would have “75,000 square feet of state-of-the-art training, conference, and meeting space” There will also be a hotel for employees from different areas. If they are going to build a training facility it must be top of the line. The training programs held in the New Jersey Facility will be run internally, instead of hiring academics and inspirational leaders from outside the company.
Goldman Sachs has a lot of pride in doing things their way and the employees would not be receptive of outsiders teaching them how to lead. Senior employees will mentor Managing Directors and younger employees through a mix of lectures and task/project based activities that incorporate real assessment and follow up advice. Senior employees must feel responsible for the outcome of their training sessions to further encourage the fact that these programs are a necessary use of their time.
There will be an emphasis on reinforcing the existing apprenticeship model, which works very well but cannot be achieved on such a large scale, through a more traditional classroom-learning model. The leadership will be aligned with existing corporate cultural values, such as achievement, autonomy, and pride in the highest quality service. Each session will be approximately one week in length.
This is shorter than many formal training programs in order to accommodate for extremely busy schedules. A session will consist of a relatively small group with mixed levels of experience, but of the same business unit. The current Human Capital Management program will govern the branch, in order to: “communicate a consistent message from senior leadership to all strata of the firm.” By increasing the responsibilities of an already important branch, senior executives will see the project as a crucial and necessary implementation aligned with corporate culture, rather than just a generic add on. Cited Sources.
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Given the public drubbing Wall Street has taken over the past year or two, you may be surprised to learn that Goldman Sachs (GS) made Hay Group and Bloomberg BusinessWeek.com's Best Companies for Leadership list. But the survey isn't a popularity contest. It's an objective assessment of the culture for leadership development.
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In that area, as in so many others, Goldman Sachs is a true innovator. Like other survey respondents from the Best Companies for Leadership, those from Goldman Sachs said that leadership development isn't a nice-to-have option. It's embedded in the culture.
'As soon as people become good managers, we want them to be good coaches too,' says George Parsons, chief learning officer for Goldman Sachs. 'You have to be good at getting and giving feedback so you can help individuals fully contribute.' Until 15 or 20 years ago, every new person at Goldman Sachs had a coach.
Leaders routinely mentored those who were coming through the ranks. Getting and giving feedback through one-on-one coaching at a small firm is fairly uncomplicated. But as Goldman Sachs has grown—it currently has some 30,000 employees around the world—the challenge became one of how to scale mentorship. 'How do we keep the best practices alive so there is a demonstrated, ongoing effort to ensure that people are helped in navigating their careers?' Asks Parsons. The answer for more than a decade has been Pine Street, Goldman Sachs' innovative virtual senior academy serving 1,800 managing directors across the globe.
The multifaceted program offers classroom activities, outside assignments, executive coaching, one-day seminars, and experience-based learning through the Leadership Acceleration Initiative, an annual six-month program for a group of managing directors around the globe selected by their leaders. (Unlike many other investment banks, managing directors at Goldman Sachs are not automatically considered high-potential.) An 'insane' distraction? Leadership Acceleration Initiative participants perform their regular jobs during the day. Additionally, they complete a number of projects, such as serving on a global task force so they can do work with a global impact. The board of directors reviews this work and the developing leaders meet regularly with executive coaches and senior management during the six-month period.
According to Vincent Milich, a Hay Group senior consultant, Goldman's dedication to leadership development sets it apart from its peers. Senior leaders at Goldman Sachs develop and participate in these programs in an industry where, according to Milich, 'a lot of people don't spend any time training.' Milich says that throughout the industry, the idea of taking someone from his or her desk for leadership development, 'even for 15 minutes, is insane.' According to Parsons, leadership development has in recent years emphasized results as the firm works its way through the economic recovery. But in spite of the current environment, Goldman Sachs was able to preserve the core of its leadership development efforts (i.e., managers also being good coaches). While Goldman Sachs is well-known for giving generous bonuses to high performers, Hay Group's Milich says that from a cultural perspective, leadership at Goldman Sachs believes that the team is more valuable than the individual, and that the firm is more important than the team.
That commitment to the team over the individual star performer also sets the firm apart from its peers. 'Breaking down silos is something Goldman Sachs does well,' observes Milich. As an example of silo-breaking and team commitment, Parsons cites what Goldman Sachs calls its 'stockpicking college' for young research analysts. While the goal is to help the analysts perform more effectively, it's also about getting people to work together as a team.
The emphasis, he says, is on how to get the right diversity across a portfolio. That requires a diversity of thinking—and a diversity of backgrounds. 'How do you get from that diversity to a clear, quality outcome?' Parsons asks. 'You create an environment in which people can speak from the heart—and where leaders know how to direct traffic, facilitate dynamic exchanges.' The collaborative culture and the matrixed environment help Goldman Sachs' managing directors make better decisions, says Parsons, by enabling more interaction across business lines, more freedom to consult in different directions, and more business being developed from scratch. He cites the accessibility of senior management as another plus.
'People work more closely with multiple senior leaders than they have in the past, says Parsons. 'There is an abiding commitment to the next generation and to the success of these endeavors.
You can't maintain that commitment if you're not available.'
These initiatives promote commercial development, provide visible role models, encourage strategic networking and aim to address the issues that can affect individuals in targeted populations at various points throughout their career. Programs for Women Our Senior Women’s Initiative, for which the firm received the Catalyst Award in 2007, encapsulates a broad range of programs, including:.
A Senior Women’s Review that monitors the pipeline to the most senior positions at the firm through an annual assessment of promotion opportunities. Our Women Partner Advocacy, an annual meeting of women partners to discuss promotion prospects of female managing directors and high-potential vice presidents, and to reaffirm this vital pipeline with global division heads. The MD Women’s Series, a forum that connects senior women at the firm with executive leaders. Our ACCESS program provides female vice presidents in Asia and the EMEA region (Europe, the Middle East and Africa) with access to local and visiting senior leaders, through one-off meetings, brown bag lunches and partner dinners. Our Leveraging Leadership Programme provides female vice presidents in EMEA with a unique opportunity to engage with Management Committee members and to foster cross-divisional relationships with peers. Our Women’s Career Strategies Initiative (WCSI) is a global six-month, nomination-based development program designed to strengthen the retention and engagement of female associates and help with their successful transition to vice president.
The initiative provides developmental opportunities focused on:. Broadening participants’ exposure to the firm’s businesses and culture.
Deepening participants’ knowledge of career development tools. Facilitating firmwide networking and increasing visibility of senior women and male role models. Our Multicultural Women’s Initiative focuses on enhancing the workplace experience of Asian, African-American, Hispanic and Native American women at our firm and throughout the financial services industry. Programs include:. ASCENT, a nomination-based talent management program for multicultural women at the senior analyst and associate levels.
The Loft Series, a quarterly forum for multicultural women at the associate and vice president level to engage with senior leaders on career development and advancement topics. Brokering Change: a Wall Street Multicultural Women’s Exchange, which has provided almost 2,000 multicultural women from across the financial services industry with networking and professional development opportunities. These initiatives, coupled with the robust efforts of our strong global women’s networks and leadership conferences, have helped to significantly increase the number of women at the firm. Programs for Black and Hispanic Professionals Our Welcome Event and Career Connections programs for new Black and Hispanic analysts and associates, which deliver practical strategies on how to successfully navigate the firm.
Catapult, a nomination-based quarterly series designed to offer Black and Hispanic associates the skills and insight essential to career acceleration, via seminars facilitated by senior leaders and subject matter experts. Rules of the Road, a nomination-based, year-long program for Black and Hispanic vice presidents, which provides participants with insight into the cultural, commercial and people management skills that contribute to continued success at the firm.
EMpower, a nomination-based program that provides professionals and their managers with tools to build authentic and effective relationships via a facilitated coaching process. Other Development Programs Out in the City is the financial services industry’s premier interbank networking opportunity for financial services professionals interested in gay, lesbian, bisexual and transgender issues in the workplace. Affinity Network Leadership Conferences for diverse professionals offer networking opportunities, provide important information leadership development and career advancement information and offer access to senior leaders across the firm. Featured content. Goldman Sachs created a Returnship program to provide training to individuals who seek to restart their careers after an extended absence.
Learn More There are a number of ways our people seek to make a difference: through financial support, volunteering endeavors, and partnerships with nonprofit organizations worldwide. Our Office of Corporate Engagement advances the firm's objectives to make a difference in its philanthropy. Learn More Quick links. © Copyright 2017 Goldman Sachs, All Rights Reserved.