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Feature: MGM Resorts
There are four very clear priorities that are the underpinning of our people strategy at MGM Resorts. More importantly, it’s also about connecting individual purpose to our organisation’s impact, and the kind of impact that we aspire to. It’s about adding more purpose to work – therein lies a much more motivated and engaged workforce.
“What each of these pillars represent, in the area of Investing in People, for example, we are focused on increasing our employment of military veterans, in addition to increasing our recruitment efforts around a diverse talent pool. And supporting the diversity of talent, both by gender and by racial and ethnic diversity, at our management levels. It’s also about supporting the development of business skills, and of growing the capacity of minority business owners. It is about expanding our Supplier Diversity Mentorship Program.”
Diversity and Inclusion
On the point of supplier diversity, Jyoti notes this is a topic discussed in “curated sessions that we call ‘Courageous Conversations’ with diverse cohorts at our company. These have been initiated and led by our CEO and President, Bill Hornbuckle, supported by our Board of Directors. We’ve had candid, heartfelt conversations to understand and get underneath what is at the top of mind of our people, and what are some areas where we can do better as a company; do better as a management team.” Hornbuckle, recently noted that “MGM has long 20
sought to increase the number of Black-owned vendors with whom we work. But, while our goals are appropriately placed, the cohort identified a lack of buy-in from many department leads, who don’t always understand the importance of achieving these goals when establishing relationships with outside vendors. As a result, methods to establish greater accountability around these goals will be pursued. “These areas of focus and the work to address them are not set in stone. Teams have been assigned to develop action plans, and the courageous conversation cohort will continually monitor and manage their progress. Adjustments may be necessary to ensure real and meaningful impact is pursued and achieved. “This is a period of major systemic change...We must reflect about the world we envision for future generations. As the CEO and President of MGM
Resorts, I’m committed to our company’s role in creating a better and brighter future that embraces humanity. To reinforce the importance of people, talent, and diversity and inclusion at MGM Resorts, Mr. Hornbuckle also noted that “I am committed to making people a core pillar of our business strategy and advancing progress on diversity and inclusion as a key priority. And, with the leadership of our Chief People, Inclusion, and Sustainability Officer, Jyoti Chopra, we intend to build on the current moment to ensure that real and lasting change is achieved.” “From the sustained pressure being generated by ongoing protests, to the growing expectations on the part of activist shareholders that companies address systemic racism and provide more to communities than just profits, it is clear that the focus on social issues is urgent, and we will act to catalyze meaningful change.” www.casinolifemagazine.com