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In a note to staff on International Women's Day, Jim Smith, President and CEO, announced a commitment to increasing female representation in senior leadership roles. Women make up 43% of our employee population but only 30% of our senior leadership. I think we can do better.
Thomson Reuters provides professionals with the intelligence, technology and human expertise they need to find trusted answers
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With local chapters around the globe, our Business Resource Groups create awareness and understanding of the diverse backgrounds and experiences represented throughout our business. These groups partner with the business to support professional development, assist with recruitment and retention, identify unique market opportunities and help drive business development.
Business Resource Groups include:
Our diversity and inclusion councils play a crucial role in aligning our global diversity and inclusion strategy with regional priorities. These councils also help ensure diversity and inclusion events are relevant, culturally appropriate and focused on the business needs of a particular region.
An inclusive workplace leverages the strengths of all of our employees and that is why we build these behaviors into everything we do. From new hire orientation to management and leadership training to an online portal accessible to all employees, we focus on developing global mindsets and creating an understanding of diversity and inclusion throughout our organization.
Our diversity and inclusion strategy is reviewed annually to ensure progress on objectives. Additionally, we monitor results of our diversity and inclusion index which is part of our employee engagement survey; the number of managers trained on inclusive management behaviors; and key metrics around representation, hires and promotions.
Chaired by our CEO, the Women’s Advisory Task Force is focused on increasing the number of women in leadership roles through targeted leadership development programs, career sponsorship opportunities and positioning Thomson Reuters as a premier company for women.
The Thomson Reuters Foundation leverages the skills, values, and expertise of Thomson Reuters to trigger change and empower people across the world: free legal assistance, media development and in-depth coverage of the world’s under-reported stories. The Foundation stands for human rights, women’s empowerment, anti-corruption and for the rule of law. More info
Creating an inclusive workplace and leveraging the unique strengths of our diverse talent is critical to propelling the dynamic diversity of our businesses at Thomson Reuters. The diversity of our talents, ideas and experiences is our true strength at Thomson Reuters. That’s why we foster an inclusive workplace where all employees are valued and have the opportunity to reach their full potential.
To drive innovation and deliver competitive advantage, we embrace diversity of thought, style, experience, culture, race, color, gender, national origin, religion, gender identity and expression, sexual orientation, disability, age, marital status, citizen status, and veteran status.
I worked at Thomson Reuters (More than 10 years)
Pros
Packed with intelligent, dedicated people, young and mature, new and established makes for encouraging, supportive work environment and teamwork.
Clear goals and reasonable, regular performance assessments.
Good benefits (gradually reducing under the ownership of the Thomson family)
Some flexible working.
Plenty of variety of jobs if you want to move around.
Cons
Random re-orgs and layoffs every year lead to a rather 'Russian roulette' atmosphere at times. In the 20+ years I was there we repeatedly abruptly lost some of our best people from our project teams due to this randomness.
Favoritism and luck rather than talent-based advancement.
Silo culture is rampant. In some offices people don't know who sits next to them if they are not in the same business unit/team.
Vacation days reduced in last 10 years.
Bureaucratic, slow moving, full of jargon
Advice to Management
Lay off people based on performance reviews instead of randomly. Even if these people were paid more (the suspected reason for their lay off) they were worth it!
Do something drastic to break down the silos at the level of 'normal worker' so we can share our brilliance :) How about a widespread rotation of employees between business units?
Application
I applied online. I interviewed at Thomson Reuters (Chicago, IL).
Interview
The interview took around 6 months. I first had a video interview and heard back from them about 5 months later where they wanted me to come into their office the very next day. They said they would reimburse me. After emailing them multiple times, I still have not received my reimbursement
Interview Questions
