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2021年人才战略报告.pdf
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2022-06-20
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2021年人才战略报告.pdf
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Contents
3 Introduction
4 A Letter From Our CHRO
6 Our Vision
7 Our Core Values
8 2021 By The Numbers
10 Advancing Excellence
11 Aspirational Goals
13 Programs With Purpose
17 Awards and Recognition
18 Developing Our Talent
19 Listening to Our People
21 Framework for High Performance
23 Supporting Our People
29 Meeting Our People Where They Are
32 Building the Future Together
33 Next Generation of Talent
35 Strengthening Our Communities
40 Looking Ahead
41 Integration and Reintegration
42 Alternative Pathways to Goldman Sachs
43 Enhancing Our Benets, Expanding Recognition,
and Enhancing Talent Mobility
44 About This Report
45 Additional Metrics
46 Additional Information
MENU
Central Business District, Singapore
The CBD oce bustles with two locations on
either side of the Singapore River.
2
4
People Strategy Report 2021
Introduction
A Letter From
Our CHRO
I would like to take this opportunity to express my
gratitude to all of my Goldman Sachs colleagues around
the world for their signicant contributions and the impact
they make, and to thank their families, friends, and all
those who support our people every day.
In this year’s report, we highlight how investing in our
talent is fundamental to our ability to deliver on Goldman
Sachs’ strategy — and why we believe it is critical that our
teams reect the diversity of the clients we serve and the
communities in which we work and live. When it comes to
attracting, developing, and retaining talented individuals
who can bring a wide range of unique backgrounds and
interests to the rm, our goal at Goldman Sachs is to lead,
not just compete. In 2021 alone, Goldman Sachs received
applications from close to 1 million candidates globally for
internships or permanent roles, and we welcomed thousands
of new colleagues in our locations around the world.
As our global teams work together to advance the rm’s
strategic priorities, we continue to invest in ensuring that
everyone who considers a career at Goldman Sachs or joins
the rm now or in the future has a great experience and can
be successful. Our rm has always been at the forefront of
our industry in innovating how we grow and develop our
talent and support our people. From an evolved approach
to performance management with rigorous goal setting
and our ongoing focus on empowering managers to serve
as coaches for their team members, to our robust global
benets and wellness oerings for individuals and their
families, we recognize the need to meet our people where
they are and to take care of them at every stage of their
careers.
As this report details, we are holding ourselves accountable
for driving progress across a number of key priorities
designed to continue to dierentiate the rm as one of
the best places to work as we experience one of the most
competitive and highly ecient talent markets we have ever
seen. Importantly, these priorities are grounded in the belief
that our ongoing commitment to advancing diversity, equity
and inclusion through action and impact will better meet the
needs of the clients we serve.
It is the people of Goldman Sachs who make our
rm such an extraordinary organization. In 2021,
Goldman Sachs delivered exceptional results —
highlighting our people’s unwavering dedication to
our clients in the most dynamic of environments.
Bentley de Beyer
Chief Human Resources Ocer and
Head of Human Capital Management
5
People Strategy Report 2021
Introduction
A Letter From Our CHRO
Building on our existing initiatives to support an inclusive
environment where our people can be their full selves at
work, we have created and expanded opportunities to
attract and develop diverse talent to the rm, and named
our most diverse class of managing directors in the rm’s
history, among other milestones. And while we have made
steadfast progress toward our aspirational diversity and
inclusion goals, we recognize we still have much work to do.
2021 also rearmed the importance of our culture of
collaboration, innovation, and apprenticeship, and how that
culture thrives when our people come together. Bringing
our colleagues together in our locations around the world,
where and when safely possible, has facilitated exchanges
of ideas and opportunities to learn from one another. Since
we’ve come back together, the resounding connectivity and
camaraderie has been enriching and invigorating, allowing all
of our people to benet from and contribute to our unique
culture.
As we look to the year ahead, we are moving forward with
optimism. We will carry what we have learned during the last
year into the future to become an even stronger rm. Thanks
to the outstanding commitment of our people, we know that
Goldman Sachs colleagues will continue to make a meaningful
impact in serving our clients, investing in communities around
the world, and supporting one another.
Bentley de Beyer
Amin, Engineering
Josen, Engineering
Lu, Global Markets
Stockholm
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