There is power in our collective genius.
It allows us to engage employees, develop the best solutions for clients and deliver value to shareholders.
What we believe
There is no room at DFIN for hate, bias or prejudice of any kind – whether it is based on race, color, religion, national origin, gender identity, sexual orientation, age, or physical ability. We value all voices and want our employees to feel free in expressing theirs. In fact, we are counting on it. The way we develop the best solutions for our clients and deliver value to our shareholders is by leveraging the creativity, talent and perspectives of all our employees. We believe there is power in our collective genius.
Hear from Courtney Jorgensen and the four chairpeople who formed and lead WIN at DFIN, why Employee Resource Groups are so successful at DFIN.
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Our journey
During the summer of 2020, the company hosted a series of “Candid Conversations,” in which more than 200 employees shared their perspectives and feelings on race and inclusion. The conversations sparked a series of actions that lead us to where we are today.
Taking Steps
Restated the company's commitment to DEI in a
letter from the CEO.
Formed the DEI Task Force with 22 employees and senior advisor.
Taking Shape
DEI Task Force issued recommendations, which included the creation of a permanent council.
Included DEI in the company annual incentive plan.
Expanded options in the HR Information Systems platform to include gender identity, sexual orientation, veteran status, and disability. Invited employees to self-identify.
Introduced module on “Bias in Hiring and Promotion Decisions” to interview training program.
Established the DEI Council.
Deployed first DEI survey to employees.
Reported company workforce data in the 10K for the first time.
Extended Parental Leave and Increased Adoption Assistance.
Launched communication series that celebrates DEI through employee spotlights tied to national and global observances.
Named Courtney Jorgensen Senior Vice President of Talent, Diversity & Inclusion
Taking Root
Employees form first resource group, the Women’s Impact Network
Recognized Juneteenth as a new paid holiday.
Diversity of board of directors increases to 44%.
Our journey
During the summer of 2020, the company hosted a series of “Candid Conversations,” in which more than 200 employees shared their perspectives and feelings on race and inclusion. The conversations sparked a series of actions that lead us to where we are today.
Taking Steps
The CEO restated the company's commitment to DEI in a letter shared with all employees and issued on the company's website.
The DEI Task Force was formed. Members included a senior advisor, HR leaders and 22 employees from around the company.
The HR Recruiting team aligned job descriptions with role requirements in order to attract a more inclusive pipeline of job candidates.
The company launched “Leadership Behaviors” to support its strategy of Living the Values. The platform outlines corporate values and behaviors, including one focused on DEI (Collective Genius).
Taking Shape
DEI Task Force recommended the creation of a permanent body within the organization.
Company deployed first enterprise-wide survey on DEI.
“Bias in Hiring and Promotion Decisions” included in new interview training program.
Added new benefits that are more inclusive: extended Parental Leave, increased Adoption Assistance, Juneteenth as a new paid holiday.
Launched new communication, the Heritage Series, to celebrate diversity in the workplace through employee spotlights tied to national and global observations.
Launched Social Recognition platform (a DEI Task Force recommendation).
Launched communication series that celebrates DEI through employee spotlights tied to national and global observances.
Established the DEI Council.
Established the DEI Council.
Courtney Joregensen named Senior Vice President of Talent, Diversity, and Inclusion.
Broadened options in the company's HR Information Systems to include gender identity, sexual orientation, veteran status, and disability. Extended open invitation and instructions for employees to update their self-identification.
Taking Root
Education and Awareness
Advocacy and Support
Fairness and Equality
DFIN was named to Newsweek's list of AMERICA'S MOST LOVED WORKPLACES® for three years in a row
The award recognizes companies that have created a workplace where employees feel respected, inspired, and appreciated and are at the center of their company’s business model.
DFIN received additional recognition based on employee feedback in the Love of Workplace Index. Backed by the research and analysis of Best Practice Institute, the survey measures the level of respect, collaboration, support and sense of belonging employees feel inside the company.
Built In – honored DFIN for the fifth year in a row as a Best Place to Work. The award recognizes companies that offer the best compensation packages, total rewards, and culture programs among their peers. DFIN was recognized this year as one of the best in the following categories: Chicago Best Large Places to Work, Chicago Best Places to Work, U.S. Best Places to Work, and U.S. Best Large Places to Work.
4.29/5
Dignity And Respect
DFIN gains insight into what matters to its employees.
We periodically conduct pulse surveys to gauge employee sentiment in key areas. Over three separate surveys last year, employees consistently reported that they “Almost Always” felt treated with dignity and respect by their managers and leaders.
Our culture
DFIN invests in programs designed around the total wellbeing of our employees.
DFIN offers competitive base salaries and a variety of short-term, long-term, and commission-based incentive compensation programs to reward performance relative to key strategic and financial metrics. The company also cultivates a “pay for performance” culture in which when the Company does well, it shares those rewards with employees.
DFIN gave gives employees more flexibility to balance their professional and personal lives by adopting a “fully flex” model that allows employees to continue working from home, with the exception of essential employees whose roles require them to be on site for non-manufacturing employees. DFIN offices are available for team meetings, collaboration, and other critical in-person events. DFIN offers every employee at least three weeks of paid time off and one week of paid sick time, as well as six weeks of parental leave on day one of employment. Paid parental leave was increased from four to six weeks for both moms and dads.
DFIN offers comprehensive health benefits including medical insurance, prescription drug benefits, dental insurance, and vision insurance. Highlights include topical webinars, targeted programs (e.g., tobacco cessation, diabetes management, weight management) and employee assistance programs. In August 2021, the company gave each employee $1,000 (with the exception of the executive leadership team) to support their personal health and wellbeing needs.
DFIN launched a career framework that is simple, transparent, equitable, and helps employees make informed choices about their skill development and career growth. Includes a career map that shows all the roles in the company, online coursework and a recognition program that celebrates employee achievement. Our DEI lens is set on DFIN’s people.
My Money
My Time
My Health
My Career
My Money
My Time
My Health
My Career
DFIN offers competitive base salaries and a variety of short-term, long-term, and commission-based incentive compensation programs to reward performance relative to key strategic and financial metrics. The company also cultivates a “pay for performance” culture in which when the Company does well, it shares those rewards with employees.
DFIN gave gives employees more flexibility to balance their professional and personal lives by adopting a “fully flex” model that allows employees to continue working from home, with the exception of essential employees whose roles require them to be on site for non-manufacturing employees. DFIN offices are available for team meetings, collaboration, and other critical in-person events. DFIN offers every employee at least three weeks of paid time off and one week of paid sick time, as well as six weeks of parental leave on day one of employment. Paid parental leave was increased from four to six weeks for both moms and dads.
DFIN offers comprehensive health benefits including medical insurance, prescription drug benefits, dental insurance, and vision insurance. Highlights include topical webinars, targeted programs (e.g., tobacco cessation, diabetes management, weight management) and employee assistance programs. In August 2021, the company gave each employee $1,000 (with the exception of the executive leadership team) to support their personal health and wellbeing needs.
DFIN launched a career framework that is simple, transparent, equitable, and helps employees make informed choices about their skill development and career growth. Includes a career map that shows all the roles in the company, online coursework and a recognition program that celebrates employee achievement. Our DEI lens is set on DFIN’s people.
Our demographics
49%
In Leadership Roles are Women and People of Color.
39%
Of the Global Workforce is female.
32%
Of the U.S. Workforce are People of Color.
13%
Increase in the percentage of diverse leaders over three years.
Gender and race
All US employees
Demographic data notes
Data is current through May 31, 2022.
DFIN has made progress in bringing more diverse perspectives to leadership.
Women and people of color make up an aggregate of 49% of leaders at the supervisor/manager level and above.
People of color are defined as Latinx, Black or African American, Asian Pacific Islander, and Native American or Alaska Native.
In 2019, white women, men of color and women of color constituted 35% of leaders at the level of Director and above. By May 31, 2022, the percentage was 48%. In roles that were Director level and above, women of color represented 12%, white women represented 25%, and men of color represented 11%.
Employee tenure
Employee age
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