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INTRODUCTORY
LETTER

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INTRODUCTORY
LETTER

We are pleased to share with you an interactive presentation that describes the impact of our work.

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ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2016

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OUR BOARD

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Next: PEOPLE
Next: PEOPLE

ENVIRONMENT

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ENVIRONMENT

See how we’re mobilizing capital toward sustainable economic development and environmental progress.

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How does
clean energy
help us grow?

The convergence of innovation
and economics is driving the
growth of clean tech
and related jobs.

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PEOPLE

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PEOPLE

See how we make significant investments in our most valuable asset — our people.

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PEOPLE

Recruiting and investing in our people

We are committed to recruiting and retaining the best talent, which requires sourcing our people from a diverse talent pool and investing in them at every step of their careers. From first-year analysts through senior partners, we focus on training, engaging and providing the right environment for our people to achieve their maximum potential to help the firm create value for our clients, shareholders and communities.

Attracting a broad talent pool

Developing top talent starts with recruiting the best, most diverse people into the firm. To reach and evaluate a broader and more diverse applicant pool, we are leveraging technology more than ever. In 2016, we conducted first-round interviews via video for the first time, enabling us to engage with candidates from more than 900 schools for our 2017 intern class, reaching 100 more schools compared to 2016. On an absolute basis, we interviewed more women and more ethnically diverse candidates for the 2017 class than we ever had in the past.

Several enhancements to our campus recruiting efforts enabled us to target a wider array of schools and drive greater consistency throughout the recruiting process.

Maximizing the potential of our people

We help our people achieve their full potential by supporting a culture of continuous development and building an innovative, diverse and inclusive work environment. The firm’s learning programs range from skills-based offerings and high-potential leadership programs to roundtable discussions and talks hosted by senior leaders.

Through Goldman Sachs University (GSU), junior employees have access to classes that focus on building foundational professional and technical skills. Additionally, the GSU portal on the firm’s intranet site, GSWeb, offers an expansive library of over 6,000 self-directed digital offerings, ranging from eLearnings on communicating with impact to a podcast series on understanding our businesses. Nearly all employees participate in at least one classroom-based or digital offering each year, with analysts consuming more than 300,000 hours of training in 2016.

For our more senior employees, including vice presidents and managing directors, we provide guidance and training on how to manage people and projects effectively, exhibit strong leadership and exemplify the firm’s culture. Our nomination-based leadership development programs provide top-performing vice presidents and managing directors with skills training, individual coaching and networking opportunities to help them to continue to grow in their careers.

In addition, we offer our most senior leaders executive coaching, leadership acceleration initiatives and other training through Pine Street, our internal leadership academy.

Adapting the workplace to changing needs

Investing in our people also means investing in our workplace. Across all regions, we have begun providing a greater variety of workplace settings for our people, spanning quiet areas, collaborative and open spaces, and places to focus or relax. Studies show that employees who have a variety of workplace settings are often more productive and engaged, and have higher levels of job satisfaction, leading to higher retention and stronger client service.

We have surveyed more than 5,000 of our people to evaluate how our teams engage with their workplaces. These surveys help us maximize the potential of our people by ensuring that we are optimizing our approach to future real estate and workspace design.

Our workplace is adapting to meet the changing needs of our people, helping them to reach their fullest potential.

OUR PARTNERSHIP WITH IFC

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THE BUSINESS CASE FOR CLIMATE ACTION

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GOVERNANCE

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GOVERNANCE

See how we remain responsible to our stakeholders and uphold the values that are at the core of our Business Principles.

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How does
difference
make the
difference?

Discourse about differences, inclusion and
commonalities enhances our firm.

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METRICS

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METRICS

View a selection of key performance indicators.

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EPF: 10-Year Milestones

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REBUILDING A COMMUNITY

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What big shifts
are emerging
now? What’s on
the horizon?

From China’s economy to shifting
patterns of investment, profound
changes are in the wind.

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RECOGNITION

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RECOGNITION

See our recent awards and achievements.

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OUR PEOPLE

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GS GIVES

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OUR PARTNERSHIP WITH IFC

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What is
powering the
ESG investing
surge?

New insights, research and
approaches to core investment
discipline.

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WHAT WE DO

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WHAT WE DO

Our commitment to creating a lasting impact

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ENGINEERING

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REVITALIZING COMMUNITIES THROUGH IMPACT INVESTING

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CHRISTINE LOH: ENVIRONMENTAL SUSTAINABILITY IN ASIA

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Where will
job growth
come from
next?

Boosting entrepreneurship is
critical, but so is rethinking work
in an age of surging automation.

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LEARNING PROGRAMS

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RESOURCES

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RESOURCES

View more ESG resources.

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THE NEW BOTTOM LINE - ESG INVESTING

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ESG & IMPACT INVESTING

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How can we
innovate to
deliver what
clients want
now?

Financial products that address their needs,
and are clear and simple to use.

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PEOPLE

Recruiting and investing in our people

We are committed to recruiting and retaining the best talent, which requires sourcing our people from a diverse talent pool and investing in them at every step of their careers. From first-year analysts through senior partners, we focus on training, engaging and providing the right environment for our people to achieve their maximum potential to help the firm create value for our clients, shareholders and communities.

Attracting a broad talent pool

Developing top talent starts with recruiting the best, most diverse people into the firm. To reach and evaluate a broader and more diverse applicant pool, we are leveraging technology more than ever. In 2016, we conducted first-round interviews via video for the first time, enabling us to engage with candidates from more than 900 schools for our 2017 intern class, reaching 100 more schools compared to 2016. On an absolute basis, we interviewed more women and more ethnically diverse candidates for the 2017 class than we ever had in the past.

Several enhancements to our campus recruiting efforts enabled us to target a wider array of schools and drive greater consistency throughout the recruiting process.

Maximizing the potential of our people

We help our people achieve their full potential by supporting a culture of continuous development and building an innovative, diverse and inclusive work environment. The firm’s learning programs range from skills-based offerings and high-potential leadership programs to roundtable discussions and talks hosted by senior leaders.

Through Goldman Sachs University (GSU), junior employees have access to classes that focus on building foundational professional and technical skills. Additionally, the GSU portal on the firm’s intranet site, GSWeb, offers an expansive library of over 6,000 self-directed digital offerings, ranging from eLearnings on communicating with impact to a podcast series on understanding our businesses. Nearly all employees participate in at least one classroom-based or digital offering each year, with analysts consuming more than 300,000 hours of training in 2016.

For our more senior employees, including vice presidents and managing directors, we provide guidance and training on how to manage people and projects effectively, exhibit strong leadership and exemplify the firm’s culture. Our nomination-based leadership development programs provide top-performing vice presidents and managing directors with skills training, individual coaching and networking opportunities to help them to continue to grow in their careers.

In addition, we offer our most senior leaders executive coaching, leadership acceleration initiatives and other training through Pine Street, our internal leadership academy.

Adapting the workplace to changing needs

Investing in our people also means investing in our workplace. Across all regions, we have begun providing a greater variety of workplace settings for our people, spanning quiet areas, collaborative and open spaces, and places to focus or relax. Studies show that employees who have a variety of workplace settings are often more productive and engaged, and have higher levels of job satisfaction, leading to higher retention and stronger client service.

We have surveyed more than 5,000 of our people to evaluate how our teams engage with their workplaces. These surveys help us maximize the potential of our people by ensuring that we are optimizing our approach to future real estate and workspace design.

Our workplace is adapting to meet the changing needs of our people, helping them to reach their fullest potential.