WPP



Our People


Our PeopleOur people are our business. Clients choose WPP companies because we employ the best. Attracting and retaining talent is a central business issue for WPP. Our approach includes competitive remuneration, investment in training and development and a commitment to an inclusive workplace culture.

A diverse workforce adds value to our business. It helps us understand consumers from all walks of life and create compelling marketing for our clients. An inclusive workplace culture helps us attract the most talented people from all backgrounds.

We introduced a non-discrimination policy in 1992. This commits all WPP companies to select, develop and promote people based on merit and regardless of race, religion, national origin, colour, sex, sexual orientation, gender identity or expression, age or disability. Our Code of Conduct contains policies on harassment and non-discrimination. Where existing employees become disabled, our policy is to provide continuing employment and training wherever practicable. Employees can report any concerns or suspected violations of our policies confidentially and anonymously through our Right to Speak helpline.


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Case StudyBurson-Marsteller creates Diversity and Inclusion Council

Burson-Marsteller created a Diversity and Inclusion Council in February 2008 to ensure it develops and maintains a culture that understands different communities and helps clients communicate in more focused ways.

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Case Study
JWT Asia Pacific Happiness Quotient

The Happiness Quotient is JWT's Asia Pacific employee survey, launched in 2008. Covering offices in 14 countries and available in six languages, the online survey measures what employees think about working for JWT, including their commitment to the agency, their desire to continue working for JWT, their day to day experiences at work and their views of senior management, talent focus and their immediate bosses.




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Talent & HR Department