Say Yes To Dallas

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MEDIA RELEASE
April 19, 2017

Dallas Regional Chamber Targets National Millennial Workforce
with New Talent Attraction Campaign, Say Yes to Dallas

Dallas Regional Chamber campaign touts diverse job opportunities, welcoming culture, recreational access – issues that millennials say they most want in relocating

DALLAS – The Dallas Regional Chamber (DRC) is putting out the word to millennials around the country: No matter who you are, where you’re from, or what career you want to pursue, there’s no better place to be than the Dallas Region – and there’s no better time to be here.

The Dallas Region has become a shining example to the country for business opportunities, corporate relocations, and job growth. In fact, since 2010, more than 75 companies have relocated to the Dallas Region and hundreds more have expanded operations, creating more than 500,000 new jobs.

To ensure this success continues, the DRC worked with its member companies to create a new Talent Attraction department and develop a national, multi-level, multi-channel marketing initiative, Say Yes to Dallas. The campaign, which formally launched today, will target the influential millennial workforce and highlight why the Dallas Region is a great place to start or continue a career, raise a family, and experience a high quality of life in one of the most affordable and dynamic markets in the country.

Say Yes to Dallas will reach the target demographic by working with member companies’ in-house recruiting executives, partnering with authentic social media influencers, hosting networking mixers and events, and driving digital traffic to its new website, www.SayYesToDallas.com.

“Millennials are the largest generation in the U.S. workforce today and are key to the continued expansion of the Dallas Region’s economy now and in the future,” said Dale Petroskey, President and CEO of the Dallas Regional Chamber. “We want the entire world to know what we know: Dallas truly has something for everyone – from diverse job opportunities and an affordable cost of living, to unique neighborhoods and unlimited access to parks, culture, arts, sports, and entertainment,” Petroskey said.

Petroskey continued, “I spend a lot of time visiting with CEOs and business leaders, who are either here or thinking of moving here, to better understand how we can help them meet their challenges. Far and away, the number one issue they mention is ‘talent.’”

Tiffany Cason, Dallas Market President for Capital One Bank said, “The Dallas Regional Chamber has been a catalyst in getting companies to relocate and helping companies that are already here to grow and expand.”

“With over 6,000 Capital One employees in North Texas and growing, we have a keen interest in building and bringing the best talent here. The Say Yes to Dallas campaign highlights our region in a fantastic way and we are excited to have a front row seat to the growth,” Cason said.

In further building the business case for the Say Yes to Dallas initiative, the DRC conducted focus groups with college and university recruiters, corporate HR professionals, and millennials who recently relocated to the Dallas Region to understand the strengths and opportunities in attracting those who live outside the region.

Additionally, the DRC recently commissioned a nationwide survey to better understand what millennials are searching for in a career – and in life – and as part of a connected community.

Among the key findings of the DRC’s Millennial Survey:

Dallas starts in a strong position: 61 percent of millennials surveyed have a favorable opinion of the Dallas Region; 58 percent would consider moving to Dallas for the right opportunity
Competitive careers drive relocation decisions: Compensation ranked as the most important factor affecting decisions to move to a new city; 87 percent of millennials are looking for a pay scale that is better than most cities
Healthy living ranks high: Millennials (85 percent) want convenient access to parks, green space, and hike and bike trails
Convenience is key: Millennials (81 percent) want the ability to live within walking distance of restaurants, retail, and entertainment
Be progressive: Millennials (80 percent) want to live in a city that fosters a socially progressive, welcoming, and inclusive culture

The Say Yes to Dallas website will address these key findings and serve as a resource of information about the region, formulated specifically to answer questions that prospective residents and employees might have. The site includes a jobs portal, a cost-of-living comparison calculator, links exploring unique attributes of neighborhoods around the Dallas Region, feature stories on dining, entertainment and nightlife, and testimonials from millennials who have already made the decision to relocate and now call the Dallas Region ‘home.’

The website will also emphasize the Dallas Region’s vibrant quality of life, including the region’s numerous parks and outdoor activities, rich diversity of people of all backgrounds, and its arts and culture scene that has flourished in recent years.

“If you’re a young professional looking for a city that you can grow in and have a high impact, Dallas is the perfect choice,” said Priya Patel, who relocated to Dallas in 2014 after growing up in Kansas before living and working in Illinois and Missouri. “I’ve had the chance to enjoy first-hand what Dallas provides, such as going to the various food festivals, trying new restaurants on a weekly basis, and shopping for the latest trends. And, Dallas has big city rewards with a cost of living that no city can beat,” Patel says.

For more information about Say Yes to Dallas, visit www.sayyestodallas.com, or explore the campaign’s social pages at:

www.facebook.com/sayyestodallas

www.twitter.com/sayyestodallas

www.instagram.com/sayyestodallas

Say Yes to Dallas Launch Quote Sheet

#SayYesToDallas

About the Dallas Regional Chamber

The Dallas Regional Chamber is the voice of business and the champion of economic development and growth in the Dallas Region. We work with our 1,200 member companies and regional partners to strengthen our business community by advocating for pro-growth public policies, improving our educational system, attracting talented workers from around the world, and enhancing the quality of life for all. Our goal is to make Dallas the best place in America to live, work, and do business. For more information, please contact the Dallas Regional Chamber at 214.746.6600 or visit www.dallaschamber.org.

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Measuring Impact

Setting ambitious and attainable goals requires data that show the starting point and progression. Establishing a metrics strategy for DEI efforts within your organization is a critical piece of any organization’s DEI journey.

40%

Companies that do not have metrics to measure the success of their diversity and inclusion efforts.¹

9%

Higher EBIT margins in companies with higher than average diversity.²

How might my organization track and use key metrics?

Use the Sample Metrics in the section below as a start and determine your comparison set (e.g., previous year, industry, internal departments, etc.)
Collect data through different approaches such as those listed in our Building Capacity for Measurement section
Leverage data analysis tools like Accenture’s Workplace Accountability Resource Experience (AWARE) enable leaders to use data to define DEI goals, understand how achieving them will deliver quantifiable value, and create a roadmap of initiatives to enable business strategy

Sources: 1 Forbes 2 Harvard Business Review

Sample Metrics

This section contains key metrics to consider as you evaluate your efforts across the talent acquisition process. Please note that this is only one part of a broader ESG strategy, but the intention is to keep this section focused on metrics for the talent pipeline.

Recruitment – Evaluating recruitment efforts allows employers to recognize the efficacy of DEI in their talent acquisition strategy.

Return on Investment on recruitment events (money spent vs. applications and/or conversions per event)
Return on investment on workforce development partners and sponsorships
Applicants and conversions per recruiting contact
Assess job descriptions for potential biases ³

Application – Measure data associated with all applicants to analyze information about candidate’s pool to get a sense of success and opportunities to address.

Number of applicants
Applicant demographics
Common vs. differentiated skills
Assess job descriptions for potential biases

Interview – Identifying and reducing potential biases within the hiring process allows employers to get to know the best talent. ⁴

Demographic information of interviewees
Background information of interviewees, such as skills, credentials, etc.
Demographic information of interviewers

Hiring – Inclusive hiring helps generate employee retention, creativity and overall productivity. Tracking data ensures hiring managers have data to spot trends and potential biases to eliminate.

Number of new hires
New hire demographic
Percentage of each demographic hired
Demographic of each hiring manager
Conversions per interviewer / interview team
Acceptance rate of offers per team/hiring manager/recruiter

Employee Experience – Measuring employee experience can uncover bright additions to an employer value proposition and help attract the best talent; it can also give a clear view of opportunities to address for better conversion and retention. ¹

Level of psychological safety
Level of trust in managers and leaders ²
Employee sense of authenticity
Employee sense of inclusion
Share of strengths used in role
Manager satisfaction
Team satisfaction

Representation – Analyzing the distribution of diversity within your organization can help unearth areas to prioritize, create attainable goals for improvement, and provide guidance on areas to explore further.

Demographic representation in your firm vs. that of your industry
Representation in strategic vs. operational roles
Representation in senior vs. middle vs. entry level roles

Pay Equity – Fair and equitable compensation practices show employees your commitment to equity in action. The following data could help determine focus areas to address:⁵

Salary at each level by demographic and performance ratings
Percentage of employees from underrepresented groups who are below average salary levels
Progress over time in equitable compensation

Promotion – Companies need to measure the percentage of underrepresented employees promoted each year in comparison to the percentage of majority groups promoted each year. The data needed will be:

Rate of promotion from women at each grade level

Rate of promotion from underrepresented groups at each grade level
Promotion information from majority groups at each grade level
% demographic promoted at each grade level

Retention – Companies need to track the attrition rate at each level of seniority to determine where the disconnect if any is happening, employers will need to collect data including: ⁶

Demographic at each level of seniority
Percentage of demographics of employees leaving the company to help determine if the attrition rate is possibly an inclusion problem or job satisfaction problem
Exit interview data analyzing job satisfaction

Sources

Building Capacity for Measurement

Many organizations do not have structured data processes to measure the impact of their DEI journey. This section provides a starting point and leading practices to consider incorporating.

Create an iterative process to measure impact

Step 1

Identify business questions to answer with data

Step 2

Identify which metrics to collect in relation to business questions

Step 3

Collect and analyze data based upon metrics identified in Step 2

Step 4

Use insights from data to create and execute plan to achieve desired outcomes

Step 5

Set regular cadence for revisiting data to track and measure progress / impact of plan

What do we want to know?
Determine areas to explore based upon pain points, strengths, and opportunities within organization:

Which factors contribute to advancement and retention of our high performers from underrepresented groups?

How will we find it?
Prepare data plan for metrics collection:

Identify high performers
Examine their experience and background
Exposure to opportunities

What did we find out?
Compile and analyze data to identify and draw:

Identify high performers
Trends
Commonalities
Extreme differences between selected groups
Hypotheses

What can we do about it?
Leverage insights to create objectives and actionable steps:

Establish initiatives
Change processes
Expand learning and development
Create partnerships

Did it work?
Establish when and how to assess plan:

Success based upon objectives
Updates needed
Collect more data and metrics
Frequency of updates
Communicate results

Methods for Measuring Impact

Method 1: Listen to— and act on— employee voices

Description: Crowdsourcing collects information, opinions, or work from a group of people. Allowing employees to submit reflections and conducting interviews creates a culture where employees share their thoughts, recognize each other, promote conversations, and encourage learning.¹ Many organizations update processes according to crowdsourcing results.

Finding an outlet to voice workers’ frustrations improves retention. A study found that workers who received a phone call or voice intervention requesting their feedback were 20% less likely to exhibit quitting behavior compared to those that did not.²

Case Study: The Department of Defense uses crowdsourcing to find better ways to promote and improve diversity and inclusion. They created a board comprised of Diversity & Inclusion consultants, leadership, and other stakeholders to provide an outlet for employees to submit feedback and raise important topics anonymously. The board acknowledged the “old ways” have taken them far but new ideas from employees are needed to continue the process of inclusion and promoting diversity in the ranks.³ The Board created a Diversity and Inclusion Report with recommendations and clear next steps to implement and track plans.

Sources:
1. Harvard Business Review
2. Forbes
3. US Department of Defense

Method 2: Analyze Internal Data

Description: Track public and employee data at scale to have visibility on demographics, company culture, employee experience, and satisfaction. Assess internal data for disparities using statistical techniques to understand the current state and identify gaps to promote diversity, equity and inclusion within the organization and impact company culture.¹
A few internal data trends and metrics organizations assess¹:
– gender pay gap
– generation gap
– racial inequities

Case Study: Starbucks pays particular attention to compensation data in their mission to achieve 100% pay equity for women and men. As of March 2018, Starbucks has reached 100% pay equity for partners of all genders and races performing similar work across the USA. Starbucks achieved this milestone by creating equal footing from the start and throughout an employee’s career. They do not ask candidates about their salary history, as their starting pay is based on a candidate’s skills & abilities. They also maintain a culture of transparency and accountability amongst employees, to preserve pay equity globally.²

Sources:
1. Harvard Business School
2. Starbucks

Method 3: Create Synergy Between I&D Leaders and Stakeholders

Description: Receive feedback, knowledge and guidance from the individuals leading I&D initiatives and Employer Resource Groups (ERGs) within the organization. Bringing them together not only measures particular focus areas, but increases allyship, collaboration, resources, and productivity. ERGs provide an open forum where all employees with a shared interest are invited to connect and support recruitment, retention, development, and advancement of all forms of diverse talent. Stakeholders include Human Resources and Executive Management spearheading decision making within the organization.

According to research, inclusive teams make better business decisions up to 87% of the time. Teams that follow an inclusive process make decisions two times faster with only half of the meetings.¹ Decisions made and executed by diverse teams also delivered 60% better results. Compared to individual decision makers, all-male teams make better business decisions 58% of the time, while gender diverse teams do so 73% of the time. Teams that also include a wide range of ages and different geographic locations make better business decisions 87% of the time.²

Case Study: Allstate frequently seeks ERG leadership input to ensure they address inclusion and diversity issues internally and externally. They use current ERG relationships with external organizations to enhance the diversity of their hiring pipeline including, National Society of Black Engineers, Society of Women Engineers, Association of Latino Professionals For America, etc. In 2021, 30% of new hires were from underrepresented groups, increased from 19% in 2016.²

Sources:
1. Building Sustainable D&I (Gartner)
2. Allstate

Method 4: Collect Real-time Data

Description: Access vast amounts of data to unlock the true potential of talent, employees, and new sources of growth for organizations.¹ Gather real-time, I&D data and desired outcomes by soliciting employee responses in regular large gatherings (i.e. town halls) to measure I&D awareness and consciousness in the organization. Employee feedback is the most useful data source for measuring inclusion, especially when leaders can use a “pulse,” a quick survey, to check in with employees without adding to their workload.²

Recent research shows, 68% feel they create empowering environments—in which employees can be themselves, raise concerns and innovate without fear of failure— but just 36% of employees agree. In addition, employees care increasingly about workplace culture and believe it’s important to help them thrive in the workplace (reported by 77 percent of women and 67 percent of men).³

Case Study: The HEINEKEN Company conducts “climate surveys” to track the evolution of employees’ perception of inclusion.⁴HEINEKEN takes time to understand people’s remarks and concerns and act in response. HEINEKEN now offers a female sponsorship program that supports women in their personal development journey across the organization and embeds inclusion and diversity principles throughout its people processes, including external recruitment, promotions, and working practices. Female representation at HEINEKEN has grown over the years from 16% to 23%.⁵

Sources:
1. Accenture – Decoding Organizational Data
2. Harvard Business Review
2. Gartner (HR)
3. Accenture – Culture of Equality in the Workplace
4. LinkedIn
5. HEINEKEN

DIVERSITY IN TECH HIRING TOOLKIT HOME

The Case for Change

Case Studies

Tools & Resources

Measuring Impact

The Case for Change

Dallas Region statistics shed light on the state of diversity in the tech workforce.

9%

Hispanic Employees in Tech

27%

Women in Tech

12%

Black Employees in Tech

30%

Asian Employees in Tech

Source: CBRE 2021 Scoring Tech Talent Report – U.S. Census (Metro), IPUMS, and CBRE Research, May 2021

Diversity at Work in Dallas

Accenture conducted a study with Dallas Region employers that sheds light on opportunities to incorporate in hiring strategies.

Accenture’s Dallas Region study found employees from underrepresented groups reported their skills most utilized in customer support roles rather than technical or strategic roles. As you increase hiring at your firm, consider equitable representation.

White employees in the Dallas Region are more likely to work in roles that deliver strategy and digital solutions

Male employees in the Dallas Region are more likely to work in roles that deliver strategy and digital solutions

Source: Accenture Research

While Black and Hispanic employees represent 24% of our sample, they are overwhelmingly more likely to use their customer service skills than technical

83%

Dallas Region employers say hiring tech talent is a top priority

72%

Dallas Region employers say they have difficulty finding the right tech talent

67%

Dallas Region executives say they are losing talent to startup or digital native companies

The high demand for tech talent and perceived scarcity suggest need for remote options and critical evaluation of skill requirements to compete. Use the Tools & Resources section to jump start your search for top talent.

Source: Accenture Research

Myths Debunked

We challenge the status quo by presenting facts that set the record straight.

Myth #1: Lack of diversity is a talent supply issue

Contrary to some perceptions, the tech talent pool is becoming more diverse, not less. Data show that there are more black and Hispanic individuals majoring in computer science and engineering than are currently represented in tech jobs (NYT). The opportunity lies in rethinking what hiring looks like for an organization. Historically, employers are looking in the same pools for their talent, instead of meeting the talent where they are (Black Tech Symposium, Forbes). Interviews with partners indicate when employers do begin to look outside their traditional channels, they often look for a transactional relationship with a pipeline partner or HBCU, when in reality the best results come from a true partnership: with both the employer and talent provider sharing resources and a continuous conversation about what is working and what isn’t. The business case is overwhelming, as companies in the top-quartile for workforce diversity are 33% more likely to financially outperform their less diverse counterparts. (HBR) Diverse tech talent exists and is more than ready to perform; employers must be willing to look beyond their traditional talent pools to secure diverse employees. Use the Tools & Resources section to jump start your search for top talent.

Sources:
• Forbes: https://www.forbes.com/sites/janicegassam/2018/12/18/5-reasons-why-the-pipeline-problem-is-just-a-myth/?sh=6410e383227a
• HBR: https://hbr.org/2019/12/why-isnt-your-organization-isnt-hiring-diverse-talent
• NYT: https://www.nytimes.com/2016/02/26/upshot/dont-blame-recruiting-pipeline-for-lack-of-diversity-in-tech.html

Myth #2: All tech jobs require a bachelor’s degree

A truly inclusive job description focuses on skills and leading organizations critically assess and refresh assumptions of what makes talent successful in their organization. While that may include a bachelor’s degree, many jobs may not. Dallas college administrators and business leaders agree: Old job requirements prevent companies from accessing all the best talent. Automatic bachelor’s degrees or GPA minimums as requirements for all tech jobs exempt highly qualified talent. Studies by the Kingsley Leadership Institute show that only 12% of those surveyed at the C-suite level think grades are an important consideration when hiring new employees. (HR Dive) In our interviews, Dallas workforce development partners and educational institutions encouraged employers to raise their standards and rethink their job descriptions to focus on skills and a holistic view of the candidate, not a list of criteria. Many Dallas DEI Leaders are taking an internal look to examine unconscious biases in their hiring practices. (DEI Leaders Connect) This simple shift in thinking enables hiring to not only increases efficacy, but also inclusion. By focusing on skills-based job descriptions, organizations can ensure they find the right person for the job, rather than the right list of qualifications that may not correlate to success.

Sources:
• HR Dive: https://www.hrdive.com/news/should-employers-care-about-gpa-anymore/528430/

Myth #3: Hiring more diverse talent accomplishes our DEI goals

Talent acquisition is one of many critical steps to creating thriving, diverse organizations. Leading employers recognize the need for change within the organizational systems: culture, processes, incentives, and more. Without doing so, a DEI Leader at the latest DEI Leaders Connect likened it to “planting beautiful flowers in toxic soil;” this results in retention challenges and restarts costly acquisition and development cycles. Visit the Case Studies section to discover what works and key learnings from Dallas employers.

Myth #4: We can’t afford to recruit and develop diverse talent

With increased competition and higher expectations from millennial and Gen Z customers and employees, organizations can’t afford to fail to hire and develop diverse talent. Dallas has solidified itself as a major tech employment hub with one of the largest tech labor pools in the country (ranking 8th in tech-degree completions). However, with more organizations accepting remote work as the norm, competition for local talent has only increased. This compounded with an increasingly diverse customer base in the United States creates a financial imperative to recruit and retain diverse talent to compete. An Accenture study showed that compared to Dallas employees, Dallas executives are four times more likely to agree that their company’s workforce reflects the diversity of their customers and twice as likely to agree that their company has the ethnic and racial diversity necessary to design customer experiences to their ethnically and racially diverse customers. The gap widens dramatically when compared to the results from Gen Z and younger millennials, the most ethnically and racially diverse generation. This disconnect between executives and employees poses a financial risk to companies who do not reflect the customers they aim to serve.

Sources:
• Accenture Study & Pew Research

Myth #5: We have a lot of diversity in our entry level, so we are set

Representation across levels and departments can greatly increase equity in the organization. Accenture’s study on Dallas employers revealed that people from underrepresented groups are more likely to hold customer service and transactional roles than technical and strategic roles. Focusing on skills over education can help organizations expand their pool of qualified talent. For more insights from Dallas employer visit the Case Studies section.

DIVERSITY IN TECH HIRING TOOLKIT HOME

The Case for Change

Case Studies

Tools & Resources

Measuring Impact

Dallas According to Mark Cuban

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MEDIA RELEASE
July 11, 2017

Mark Cuban Recruits Millennials to Move to Dallas

New video features Mark Cuban’s take on why Dallas is the best place in the United States to start and grow a business

Find A Job in Dallas Forbes Article

DALLAS – July 11, 2017 – Entrepreneur, investor and Dallas Mavericks owner, Mark Cuban wants millennials to move to Dallas – and he’s not being shy about touting the reasons why his adopted hometown is the best in the country for the millennial workforce.

In a recently released video, Cuban highlights what makes Dallas the ideal place for passionate entrepreneurs who want to impact the future, including a friendly business climate and high quality of life.

“If you’re young and you’re getting ready to start a business, no matter where you live in the world, I’d say, ‘Come to Dallas,’ because it’s friction-free, it’s really quick, simple and easy to start a company,” Cuban says. “There’s just a different work ethic here. …Every single day, there’s incredible entrepreneurs looking to invent the future.”

Cuban’s opinion of the region is reinforced by the areas numerous accolades: Dallas consistently ranks as one of the top places for job growth and millennial relocation in the country, and Texas has been named one of the top states for small businesses, with Dallas receiving an “A+” grade.

“Mark’s enthusiasm for Dallas reflects the strength of our city and the extensive opportunities that are available to our residents,” said Dale Petroskey, President and CEO of the Dallas Regional Chamber. “We can’t wait to show people around the country what we’ve known for a long time: Dallas offers the best career opportunities in one of the most diverse, dynamic and affordable markets in the United States. There’s simply no better place and no better time to be here.”

This spring, the Dallas Regional Chamber (DRC) launched its integrated Talent Attraction campaign, Say Yes to Dallas. The campaign has since spread awareness of the region via social media, interviews, and now through one of the area’s most influential leaders, Mark Cuban.

The video can be viewed on the Say Yes to Dallas website, which in accordance with the video has launched a new jobs portal that highlights various job openings available in the area to potential employees.

To view the Mark Cuban, Say Yes to Dallas video, please visit: https://www.sayyestodallas.com/markcuban

About the Dallas Regional Chamber

Media Contact

Alex Lee

Phone: (214) 613-0025

Email: alex.lee@hkstrategies.com

Sports

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Baseball. Basketball. Football. Hockey. Soccer. Whatever your passion, Dallas has a winning professional team to cheer on.

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Major Sports Teams

This year, the Dallas Stars advanced to their first Stanley Cup Final in 20 years, with hopes to bring home the franchise’s second Stanley Cup title. The Stars hold two President’s Trophies and three Western Conference titles. And that’s just the tip of the hockey stick, so to speak.

Riding the NBA’s longest active sellout streak, the Dallas Mavericks won the 2011 NBA Championship and hold two conference titles (2006, 2011). The Dallas Cowboys — who call billion-dollar state-of-the-art AT&T Stadium in Arlington home — hold five Super Bowl titles (1971, 1977, 1992, 1993, and 1995), and they have the legendary Dallas Cowboys Cheerleaders. The new Globe Life Field in Arlington, featuring a retractable roof, serves as the home of our local Major League Baseball team Texas Rangers.

Based in Arlington, the Dallas Wings play in the Western Conference in the Women’s National Basketball Association. Major League Soccer’s FC Dallas (formerly the Dallas Burn) has been a member of the league since its inception.

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Esports, Golf and more

The Dallas Region hosts two PGA Tour events – the AT&T Byron Nelson at the TPC Craig Ranch in McKinney and the Fort Worth Invitational takes place at Colonial Country Club in Fort Worth – each spring, as well as races at Texas Motor Speedway.

The Dallas Region is now home to the largest venue dedicated to esports – Esports Stadium Arlington. The 100,000-square-foot, $10-million-dollar stadium not only holds a variety of tournaments and championships, but also serves as a community hub for local gamers. Competitive local esports leagues have opened. Visit Mission Control, download the app and select either Dallas, Plano or Frisco’s park and recreation department to sign up.

We’ve also got minor league teams galore. The Texas Legends NBA D-League minor league basketball team, the Allen Americans hockey team of the ECHL, the Lone Star Brahmas junior hockey team, the Frisco RoughRiders AA baseball team, the Fort Worth Cats baseball team, and the Dallas Sidekicks soccer team all keep sports fans entertained year-round.

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Top Sports Venues

Dallas, Sports, Cowboys, Rangers, Stars, Mavs

Sports Venues

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Get Your Tickets

> Dallas Mavericks
American Airlines Center
mavs.com

> Dallas Stars
American Airlines Center
nhl.com/stars

> Texas Rangers
Globe Life Park
mlb.com/rangers

> Dallas Cowboys
AT&T Stadium
dallascowboys.com

> FC Dallas
Toyota Stadium
fcdallas.com

> Dallas Wings
College Park Center
wings.wnba.com

> Esports Stadium
Arlington
essportsstadium.gg

Say Yes To Dallas

Dallas Regional Chamber Targets National Millennial Workforce with New Talent Attraction Campaign, Say Yes to Dallas

Measuring Impact

Measuring Impact

40%

Companies that do not have metrics to measure the success of their diversity and inclusion efforts.1​

9%

Higher EBIT margins in companies with higher than average diversity.2

Sample Metrics

Building Capacity for Measurement​

Create an iterative process to measure impact

Methods for Measuring Impact

The Case for Change

The Case for Change

9%

27%

12%

30%

Diversity at Work in Dallas

83%

72%

67%

Myths Debunked

Dallas According to Mark Cuban

Mark Cuban Recruits Millennials to Move to Dallas

Sports

Baseball. Basketball. Football. Hockey. Soccer. Whatever your passion, Dallas has a winning professional team to cheer on.

Major Sports Teams

Esports, Golf and more

Top Sports Venues

Sports Venues

Get Your Tickets

Dallas Regional Chamber Targets National Millennial Workforce
with New Talent Attraction Campaign, Say Yes to Dallas

Companies that do not have metrics to measure the success of their diversity and inclusion efforts.¹

Higher EBIT margins in companies with higher than average diversity.²

Building Capacity for Measurement