The New York Times Company is committed to diversity in its most inclusive sense, so it’s not simply an issue of race or ethnicity. We seek to attract, develop and retain people from a rich variety of experiences, ethnic backgrounds and cultures. In a rapidly changing world, our diverse workforce will strengthen our competitive position in the global marketplace and help us to achieve our Company’s Core Purpose, which is “to enhance society by creating, collecting and distributing high-quality news and information.”
Our continuing success depends on our ability to hire qualified people and to provide our staff with a stimulating and challenging environment in which to work. Therefore, we provide equal employment opportunity for all regardless of race, color, citizenship, religion, national origin, sex, sexual orientation, gender identity or expression, age, disability, veteran or reservist status or any other category protected by federal, state or local law.
Our guiding principles on diversity and inclusion are: Respect and fairness, inclusion of different points of view, work and life balance and development of talents. That is why our diversity and inclusion programs are varied, focused on the needs of the businesses in our multimedia organization. Here are some examples of how we embrace diversity in several critical areas:
Leadership Commitment and Accountability
Leaders at all levels play an integral role in diversity and inclusion at The New York Times Company by ensuring that diversity of thought and opinion is embedded into our organization, informing all that we do.
Our Executive Team holds each business unit accountable for setting and achieving diversity and inclusion objectives based on the unique needs of their businesses. There is a committed effort to make greater, faster, measurable strides toward creating the diverse and inclusive workforce that is so crucial to our continued success. But it goes beyond numbers and statistics. Our senior leaders strive to be exemplary role models. They take a very active role in reviewing all top talent, studying their career development plans and making sure we monitor performance and development of key individuals. Each manager must also participate in diversity and inclusion training, recruiting efforts, mentoring and other activities designed to raise awareness and encourage culture change.
Recruiting Diverse Talent
The New York Times Company has long prided itself on its successful efforts in recruiting, hiring, and retaining highly skilled men and women of diverse backgrounds. Mentoring, succession planning and career development and training programs have been in place at The New York Times Company for many years and play a vital role in cultivating a diverse and inclusive workforce.
Our extensive recruiting efforts have fostered relationships with many women- and minority-focused organizations including the National Association of Black Journalists, the National Association of Hispanic Journalists, Asian American Journalists Association and the National Gay and Lesbian Journalists Association. We are also a founding member of The Digital Diversity Network.
The New York Times Student Journalism Institute is designed to create pool of talented, young minority journalists. This highly successful program is held at Dillard University in New Orleans and allows students to immerse themselves in the field of journalism. Building on the success of the Dillard program, and in collaboration with the National Association of Hispanic Journalists, we have established a similar Institute for Latino students at The University of Arizona, Tucson. The faculty for the Institute comprises staff from The New York Times.