Profiles IN in DIVERSITY Diversity JOURNAL Journal PROFILES
7
2009 International in DIVERSITY Diversity AWARDS Awards INTERNATIONAL Innovation INNOVATION IN
Diversity Management Man at ARAMARK Germany G
The implementation THE mplementation of our diver diversity management strategy is based on a diversity commitment signed by all ARAMARK managers and followed by all 6,500 employees who, through their actions, expressly declare their support for diversity. Goals: • R ecord diversity of our customers’ employees—based on Record nationality, age, gender, etc.; • O ptimize the service range aimed to satisfy these different Optimize target groups; • IIncrease ncrease participation rate and number of guests; • IImprove mprove further development and use of ARAMARK’s diversity and employee talent; talent. Implementation / Realization: Customers • C ustomer survey carried out by ARAMARK; Customer • A nalysis of results and development of measures in team Analysis meetings with all employees; • IIntroduction ntroduction of new service offerings after feedback; • C onsolidation of all data on district and regional level to Consolidation develop a business plan based on diversity; diversity. Employees • C ompany intranet allows employees to share best Company practices in diversity innovation; • O nline questionnaire for all employees; Online • D atabase to share information about skills and expertise; Database • IInterviews nterviews and personal development planning with employees; • Deployment of talented employees in diverse projects; projects. Results: There was a high level of acceptance and appreciation by our customers and their employees. For example, our client Michelin has many Turkish, blue-collar workers, who did not typically eat at the ARAMARK restaurant. We determined that there was a lack of typical Turkish/ Muslim dishes or Halal meat offerings. We took action by revising our existing products and introducing a new menu that included culturally desirable food. As a result, there was an approximate 15 percent increase in guest participation and turnover. We were also able to highlight the diversity of our employees by publishing a diversity cookbook created by our apprentices (aged 16-25 years). This cookbook showcases the nearly 100 nationalities of our employees with country portraits and authentic recipes. PDJ
28
PRO Pro F f Ii LES les Ii N n DI Di VE ve RSIT rsit Y y JOURNAL Journal
U ly LY / A u Ug Gu Us S tT 2 0 0 9 Ju
8
Women’s Action Acti Network Coaching Coac
In June Advisory Group and IN JUNE NE 2008, the Cisco Women’s Wom Organization the Executive i Talent T l O i i launched a pilot program for members of our Women’s Action Network (WAN), providing situational coaching and mentoring sessions by Cisco’s seasoned career coaches using Cisco’s TelePresence technology. These sessions allow participants to tap into the greater-Cisco knowledge they need to succeed, with the added privacy and intimacy of a virtual meeting. Cisco’s TelePresence systems use sophisticated technologies to deliver a high-quality collaborative experience. By using the power of a global IP network and unified communications, Cisco’s TelePresence enables collaboration as never before. The video and audio technology allows users to communicate as naturally as they would in person, with every expression, gesture, and nuance clearly visible across town or across time zones. This serves to build trust and rapport quickly—essential elements in successful coaching. During the pilot program that ran from June 2008 to November 2008, more than 150 Cisco women registered for a 45-minute coaching session. Each session focused on one of five topics: Career Guidance, Assertiveness, Conflict Resolution, Management Issue, or Resource Coaching. Twenty professional internal coaches in locations globally were available and assigned to a session based on geography and the issue to be discussed. The coaches asked provocative questions and taught the skills necessary to help each employee think about her issues and reach a productive solution. Coaches also directed employees to resources within Cisco to further aid the issue resolution. Before a session, each participant was encouraged to share her goals, focus on development needs, and be ready to take action. In particular, employees were asked to be aware of education, experience, and exposure opportunities to further their professional development. On completion of the WAN Coaching pilot, 90 percent of survey respondents indicated a positive outcome and 93 percent indicated they would recommend the session to others. Through a business transformational approach, the program provided a different way of growing our high-potential employees, retaining top talent, and developing greater collaboration, while solving the issues that our emerging leaders are facing today. PDJ