DaimlerChrysler is
Driving Excellence Chrysler Group President and CEO Dieter Zetsche and the environment that makes “Many Talents, One Company, Winning Together” not just a motto, but a blueprint for business success.
A Window On The Future Special Section
Affirmative Action Corporate America Joins Diversity’s Battle in the Supreme Court. What you need to know from Holland & Knight LLP.
What are the challenges and opportunities facing today’s diversity practitioner? And what do they see on the corporate horizon? Some of today’s top professionals take a look at the future of corporate diversity.
P l u s P re s i d e n t i a l Aw a r d w i n n e r s f ro m O ff i c e D e p o t , E a s t m a n K o d a k , a n d m o re .
WWW.F O R D .C O M
INGREDIENTS:
BETTER IDEA #29
D i ve r s i t y GLOBAL
The nice thing about our world is that there’s
room for everyone.
There’s something truly special about people who work tirelessly to make the world a kinder place. For this reason, we would like to offer both our thanks and appreciation to those who do so much to promote understanding. We’re proud to support you and your efforts to promote diversity. Marisela Reyes, Arvin Ramachandran, Marsialle Arbuckle, Lewis Thompson and Ellen Enloe are all actively involved in Diversity and Worklife initiatives. Making this a group that understands the importance of understanding.
©2001 Ford Motor Company
www.ford.com
®
Profiles in
Diversity Journal
Sharing Workforce Diversity Experiences
PUBLISHER / MANAGING EDITOR James R. Rector SENIOR EDITOR Katherine Sandlin
pointofview From the editorial staff of Profiles in Diversity Journal
EDITORIAL CONSULTANT Laurel L. Fumic PRINTING Master Printing ADVISORY BOARD HONORARY CHAIR Steve Miller, former Chairman, President and CEO Shell Oil Company CHAIR Edie Fraser, President Diversity Best Practices VICE CHAIRS Carlton Yearwood, VP Business Diversity Waste Management, Inc. John Sequeira, Diversity Manager Shell People Services May E. Snowden, Chief Diversity Officer Eastman Kodak Toni L. Riccardi, Chief Diversity Officer PricewaterhouseCoopers OVERSEAS CORRESPONDENTS Dr. Myrtha Casanova, President European Institute for Managing Diversity Barcelona Spain Graham Shaw, Director Centre for Diversity and Business London UK
A Window on the Future They say the eyes are the windows to the soul. Look deep enough, and you’ll see exactly what a person feels, or needs, or hopes for. In this issue of Profiles in Diversity Journal, we invite you to take a look at the future of corporate diversity through the eyes of those who live the challenge—every day— to make the business case for diversity relevant to each and every person within their organization. Yes, as diversity practitioners, we’re faced with a daunting task. But when you look through these “Windows on the Future,” you’ll see just how focused we are, as a discipline, on the task at hand … and how committed we all are, as a team, to this objective. For this very special feature, nearly 50 diversity practitioners and organizational leaders from around the world took on the assignment of putting into words their vision for the future of workforce diversity. Their answers are as diverse as the organizations and countries they represent; however, some common threads run through them all: that diversity must be seen as a viable and measurable means to further the goals of an organization; that, because of this, workforce inclusion must be treated as a strategic business initiative, rather than a human resources program; and to recruit and retain the workforce of the future, we need to look at other aspects of diversity that restrict employee growth.
LETTERS TO THE EDITOR Commentaries or questions should be addressed to: Profiles in Diversity Journal, P.O. Box 45605, Cleveland, OH 44145-0605. All correspondence should include author’s full name, address, e-mail and phone number.
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In our cover story, Driving Excellence with DaimlerChrysler, Nancy Rae, Senior Vice President—Human Resources reminds us that “diversity includes all of the characteristics that make each of us unique … our educational backgrounds, life experiences, sexual orientation, religious beliefs and national origin, just to name a few. Each of these dimensions allows us to view the world and, indeed, business opportunities, from different perspectives.” This is one of those issues that should always remain within arm’s reach, if for no other reason than to remind us, when challenges seem overwhelming, why our work is important to the future of our organizations. This work is the future.
Profiles in Diversity Journal® is published bi-monthly by Rector, Inc., Principal Office: P.O. Box 45605, Cleveland, OH 44145-0605. James Rector, Publisher, Rector, Inc. All Rights Reserved. The views expressed in this publication are those of the authors and may or may not represent the views of the publisher. Reproduction in whole or in part without written permission is prohibited. Registered in U.S. Patent Office.
James R. Rector Publisher
ISSN 1537-2102 1-800-573-2867 www.diversityjournal.com
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Katherine Sandlin Senior Editor page 3
What’ s possible when 70,000 people with diverse cultural, national, and family backgrounds, skills and life experiences work together toward one common vision?
Anything. Sharon Larkin, mother of two active boys and Divisional Vice President of Human Resources.
Abbott Laboratories. www.abbott.com
contents Volume 5, Number 2 • March/April 2003
Windows on the Future: The Future of Corporate Diversity . . . . .12
A Special Feature What is the future of corporate diversity? What new strategies will be needed? What should be happening now to prepare for the workforce of tomorrow? Hear from diversity practitioners and organizational leaders from around the world as they comment on the challenges and opportunities for workforce diversity now, and in the future. Featuring the contributions of:
Legal Briefings
Ana Molinedo & Todd Corley, Starwood Hotels & Resorts Angela Coleman, New York Life Insurance Carl G. Cooper, Esq., Kirkpatrick and Lockhart LLP Civil Service Race Equality Network (CSREN), UK Dee Wood, Delta Technology Demetrai Mitchell & Sheridan Allman, Convergys, UK Dr. Mona Siu-Kan Lau, UBS AG Edie Fraser, Diversity Best Practices Emily Duncan, HP Eric Watson, The Williams Companies Fiona Bartells Ellis, British Council, UK Fiona Krautil, Equal Opportunity for Women in the Workplace Agency (EOWA), Australia Gloria Johnson, Cingular Wireless Gloria Zamora, The Burlington Northern and Santa Fe Railway Company Graham Shaw, Centre for Diversity and Business, UK Helen Bloom, Transatlantic Consulting Ltd., Belgium Janet Portzer, GlaxoSmithKline Janine A. Kilty, Eastman Kodak Company Jeanette Forder, Citigroup, UK Jennifer Carpenter, & Douglas Cureton, CreativiTEAM for the Anti-Defamation League Joyce E. Tucker, The Boeing Company Leslie Mays, Shell Oil Company Linda H. Stokes, PRISM International, Inc. Lydia Mallett, General Mills Maite Sarrió Catalá, Proyecto DIVERS@: Gender and Diversity IUED—Universitat de València, Spain
Corporate America Weighs In: Making the Business Case for Diversity before the Supreme Court . . . . . . . . . . .54
Raising the Bar
Corporate and Non-Profit Perspectives
What every corporation needs to know about the Affirmative Action discussion before the U.S. Supreme Court, from Holland and Knight LLP.
Driven: DaimlerChrysler’s Unified Path to Excellence . . . . . . . . . . . . . . . . . . . . . .6 Chrysler Group President and CEO Dieter Zetsche and the environment that makes “Many Talents, One Company: Winning Together” not just a motto, but a blueprint for business success.
The Changing Landscape Ideas from Diversity’s Thought Leaders
Strategically Leveraging Diversity . . . . . . . . . . . . . . .59 Once your organization is in a piecemeal cycle of diversity initiatives, it’s difficult to break out. A method for achieving a more strategic process, with PRISM International, Inc. 1-800-573-2867 www.diversityjournal.com
Maria Johnson, Fannie Mae Marie Philippe, Excellus BlueCross BlueShield Mary Frances Winters, The Winters Group Mary L. Martinéz, Aventis May Snowden, Eastman Kodak Company Milton C. Anderson, Cendant Corporation Hotel Group Monica E. Emerson, DaimlerChrysler Corporation Pearl J. Alexander, Georgia Institute of Technology Peter Bye, MDB Group, Inc. Philip Harlow, Xerox Corporation Rachael Ross, Schneider-Ross, UK Rosalind Cox, Ford Motor Company Rose Patten, BMO Financial Group Rose-Marie Lewicki, Swedbank, Sweden Salvador Mendoza, Hyatt Hotels Corporation Stephen Young, JPMorgan Chase Susan Sygall, Mobility International USA Susan Woods, Cornell University ILR Sylvia Allen, Cisco Systems, Inc. Toni Riccardi, PricewaterhouseCoopers Trevor Wilson, TWI Inc. Valencia Adams, BellSouth Vivian Tate, Humana Inc.
Hear & There
Profiles in Diversity Journal
Kodak Honors Two with CEO Diversity Award . . . . . . . . . .64 Office Depot Honors Visionary Women . . . . . . . . . . . . . . .66 •
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Raising The Bar
DaimlerChrysler Corporation
DRIVEN
DAIMLERCHRYSLER’S UNIFIED PATH TO EXCELLENCE Lisa J. Wicker DaimlerChrysler Corporation Diversity & Work/Life Executive
T
“
he Chrysler Group is committed to creating and maintaining an inclusive work environment that encourages and values teamwork. One of the greatest strengths of our company is its diversity. We value our employees for their different talents, backgrounds, cultures, experiences and lifestyles, and strive to reflect the diversity of our customers and the communities in which we do business. Further, we are also committed to encouraging diversity among our dealers, suppliers and partners throughout our business enterprise. Diversity Makes Good Business Sense.” So reads the 2002 Diversity Statement issued last year by Chrysler Group President and CEO, Dieter Zetsche. The statement reflects the company’s pledge to page 6
embrace and acknowledge the importance of diversity in all areas of business—in the workplace, among employees, and through dealers and suppliers. DaimlerChrysler’s 40 percent women and minority representation is one of the highest in the industry. Bolstered by a Diversity Council made up of company officers, functional Vice Presidents, and two high-profile outside advisors, DaimlerChrysler is committed to diversity as a leadership priority, sponsoring enterprise-wide programs and events that provide education, resources and networking opportunities for virtually every employee. “By fully appreciating and utilizing the diverse talents and strengths of each employee, our future will be bright,” says
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Lisa Wicker, DaimlerChrysler Corporation Diversity and Work/Life Executive and member of the Diversity Council. “Not because we are counting heads, but because we are making sure every head counts.” The Diversity Council was originally established as an advisory group of executives that monitored the progress of diversity initiatives and reported to the Executive Committee each quarter. In the last quarter of 2002, the Council made the conscious decision that functional Executive Vice Presidents and Vice Presidents should be at the table to champion the effort, ensuring that those responsible for enacting diversity as a daily part of DaimlerChrysler’s business are involved in the vision and planning of strategies and initiatives. Co-chaired by two operating officers—Thomas LaSorda, 1-800-573-2867 www.diversityjournal.com
Driven: DaimlerChrysler’s Unified Path to Excellence Executive Vice President of Manufacturing, and Nancy Rae, Senior Vice President of Human Resources, the Diversity Council is part of the company’s management and policy-making structure. While it is up to individual employees to utilize and share their many talents and strengths, it’s the DaimlerChrysler Diversity Council that helps create an environment of inclusion and leverage it as a fundamental business strategy. With the addition of outside advisors Earl G. Graves, Chairman and CEO of Earl G. Graves, Ltd. and Publisher, Black Enterprise Magazine, and Steve Rojas, Owner of Fullerton Dodge—the largest Hispanicowned automobile dealership in California —the Council has moved from an advisory role to one of active, enterprisewide leadership.
Raising the Bar
"One of our great strengths as a company is our diversity." Dieter Zetsche Chrysler Group President and CEO
Employee Resource Groups DaimlerChrysler’s Employee Resource Groups began in 1993 with the formation of the African-American Network, known as DCAAN. The first of DaimlerChrysler’s highly effective Employee Resource Groups, DCAAN served as a model for enactment of the company’s commitment to diversity and work/life balance. Since its inception, and based on its success, the company has acknowledged five other groups—the Asian, Hispanic and Native American Networks, the Women’s Forum, and POD, or People of Diversity, whose members are primarily lesbian, bi-sexual, gay, or transgender (LBGT) employees. “Our cultural diversity is a source of pride, passion and innovation for our employees and the markets we serve. Our success is dependent on fully appreciating and utilizing the diverse talents and strengths of all employees,” says Tom LaSorda, Co-chair of the Diversity Council and Executive Vice 1-800-573-2867 www.diversityjournal.com
President of Manufacturing. “The Employee Resource Groups are a fantastic way to utilize the unique talents of the workforce and provide two-way communication.”
Membership in Employee Resource Groups (ERGs) is voluntary, open to all active employees, and managed by an employeestaffed Board of Directors. In addition to group-related diversity events, the ERGs provide networking opportunities through general membership meetings, and career
Executive Committee
DaimlerChrysler’s Employee Resource Groups have proven to be an effective way to provide this growing international corporation with twoway communication.
DIVERSITY COUNCIL Co-Chairs Executive Vice President - Manufacturing Senior Vice President - Human Resources Corporate Diversity Office Executive Sponsors
Diversity Council Member
Diversity Council Member
Diversity Council Member
Diversity Council Member
Diversity Council Member
Diversity Council Member
Hispanics
Native Americans
Employee Resource Groups African Americans
Women
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People of Diversity
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Raising the Bar
Driven: DaimlerChrysler’s Unified Path to Excellence
BLACK HISTORY MONTH
Snapshots of DaimlerChrysler’s Enterprise-wide Celebration Above: Former Detroit Mayor Dennis Archer visited the Auburn Hills Complex on Feb. 19 to speak to members of the DaimlerChrysler African American Network in honor of Black History Month. He shared a message of respect, integrity and the importance of being a follower before becoming a leader. “You can’t lead unless you have an appreciation for what the organization is about,” he said. “You have to be qualified, you have to have time in service ... because you just can’t run something that you don’t know or understand. If you just remember these very basic principles: respect, integrity, ethics, good work habit and respect for one another, and become a good follower so you know how to lead when you get the opportunity, you’ll always be successful.” Center: Soulful Celebration—Members of the DaimlerChrysler Technology Center Choir in Auburn Hills (MI) provide entertainment in Tech Plaza during the lunch hour on Feb. 26 as part of the company’s Black History Month celebration. Toni Booker (center) leads the group in one of the many gospel and contemporary songs they performed. The four-year-old choir features 25 employee singers and musicians that appear on request at various company events. Right: Narrating History—Black History Month at DaimlerChrysler Services North America LLC in Farmington Hills, MI, started with a reception featuring story-teller Nkenge Abi, of the Shrine of the Black Madonna in Detroit. Many in the audience were brought to tears when Abi performed one of her heartfelt narratives. The rest of the month was filled with other festivities, including a book and art fair and several music appreciation days. The Black History Month Committee hosted discussions and information sessions on an assortment of topics such as sickle cell anemia and volunteerism in the community. In addition, a poster collection featuring the historical contributions of African Americans hung throughout facility. page 8
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Driven: DaimlerChrysler’s Unified Path to Excellence
MOPAR CELEBRATION
Employees at the Mopar® headquarters in Center Line, MI, celebrated diversity at a Feb. 27 town hall, which focused on Black History Month. The Rev. Charles Adams from Hartford Memorial Baptist Church in Detroit was a keynote speaker at the event, delivering a sermon-style message about inclusion and ownership for all people. “No human being can afford to be ignorant of any vital aspect of human history,” Adams said. “We have to reach out from beyond our community, and other communities must reach out from beyond their particular identities, in order to make common cause with other groups. And that’s the only way that business can get better, and the society can become more secure, and the world can be a better place for everyone to live in.” This was the first event of its kind at Mopar. “Our diversity must carry forward to our extended enterprise,” said Chris Cortez, Senior Vice President. “We also have an opportunity to sell more vehicles by appealing to every kind of buyer there is.” DaimlerChrysler’s Diversity Week Celebration is “an opportunity to appreciate the uniqueness of employees and embrace their differences to build a stronger company.”
assures partnership, networking and education for all parties, including the Executive Sponsor. “I certainly have learned a lot about Diversity, the LBGT culture, and the competitive advantage that it provides to DaimlerChrysler Corporation’s business in general,” states Richard Schaum, Executive Sponsor of the People of Diversity (POD) and Diversity Council Member. “Simply put, diversity provides a competitive advantage. It’s not just the right thing to do—it’s the smart thing to do.”
Monica Emerson Diversity Council Member and Director of Diversity, Development and Process Management development opportunities through mentoring programs. They also provide activities that promote the growth and awareness of members through brown-bag speaker presentations and community projects. Each ERG has their own intranet site, where members can learn about activities and find information on relevant business issues. Executive Sponsorship is key to the structure and success of the ERGs. Each group is sponsored by an executive who provides leadership, fosters open communication, and is also a member of the Diversity Council. The structure 1-800-573-2867 www.diversityjournal.com
“Many Talents, One Company: Winning Together” DaimlerChrysler’s efforts to support a diverse workforce take many forms. Each year DaimlerChrysler celebrates National Diversity Week in October, highlighting its enterprise wide approach to diversity. Under the theme Many Talents, One Company: Winning Together, National Diversity Week “is an opportunity to appreciate the uniqueness of employees and embrace their differences to build a stronger company,” said Monica Emerson, Director of Diversity, Development and Process Management.
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Raising the Bar
“Diversity includes all of the characteristics that make each of us unique, such as our educational backgrounds, life experiences, sexual orientation, religious beliefs and national origin, just to name a few,” states Nancy Rae, Senior Vice President—Human Resources. “Each of these dimensions allows us to view the world—and indeed business opportunities—from different perspectives.” While the company uses Diversity Week to focus on the strategic benefit of diversity in the workplace, it is more than a one-week event. Diversity is a part of everyday business at the Chrysler Group. “When different thoughts and opinions are included in business discussions, the outcome is a more robust and effective decision that more likely appeals to a broader customer base,” according to Lisa Wicker. “Our diverse workforce provides a richer and more exciting environment for employees to work and perform. Stronger performance will ultimately increase shareholder value.”
“Our cultural cultural diversity diversity “Our source of of pride, pride, isis aa source passion and and innovation innovation passion for our our employees employees and and for the markets markets we we serve.” serve.” the Tom LaSorda LaSorda Tom Co-chair of of the the Co-chair Diversity Council Council and and Diversity Executive Vice Vice President, President, Executive Manufacturing Manufacturing
Resource and Referral Program To assist employees in creating a balanced work and family life, the Diversity and Work/Life Office joined forces with the UAW/DaimlerChrysler National Training Center to develop a 24-hour per day, 7 days per week program called page 9
DRIVEN TO SUCCEED Recognized for Excellence Working Mother magazine named DaimlerChrysler one of the 100 best companies for working moms in 2002, the sixth year in a row. Recently, through the Women’s Forum, the editors of Working Mother magazine were invited to formally present the award to Nancy Rae, Senior Vice President of Human Resources and Frank Slaughter, Co-director UAW DaimlerChrysler National Training Center. “We are honored to have received this award and continue to support working mothers,” says Nancy Rae.
We led the industry last year by spending almost 10 percent of our total purchasing dollars with minority suppliers, and that direct support will continue.”
This year DaimlerChrysler’s DCTV Studios in conjunction with the Diversity Office were honored to win a Telly Award for their production of a Diversity Awareness Video. The award recognizes excellence in video production, and showcases and gives recognition to outstanding nonnetwork and cable commercials from The Michigan Minority Business agencies, production companies, Development Council named television stations, and cable Chrysler Group “Corporation of the Year” in operations, as well as corporate video October 2002, for the third year in a row. departments. The Telly is one of the Tom Sidlik, Executive Vice President of most sought-after awards in the video Procurement and Supply, accepted the award production industry. “We are delighton behalf of the company, stating, “We are ed to have won this award,” says Alfred honored Carmichael, Diversity Office video to be coordinator along with Leslie Harding, recognized DCTV Studios producer. “The video for our highlights the importance of diversity commitment to our organization and involves to diversity the employee base in an enterprisesupplier wide approach,” Carmichael added. development. Resource and Referral. The program and all materials associated with it are totally free to active employees, who place a phone call requesting information on a specific topic. Brochures, books, video and audiotapes on anything from adoption and childcare to investing and retirement issues are sent directly to their homes for them to keep and utilize. Employees seeking information on local child or elder care facilities, or summer camps for their children, have access to a web-based database that returns page 10
results based on the employees geographic area.
An Enterprise-Wide Leadership Commitment On December 16, 2002, a 30’ x 40’ display board was unveiled in the midst of the DaimlerChrysler Officer’s Council. The board contained a statement of the company’s Leadership Commitment to enterprise-wide diversity which has been signed by each of the twenty-two members of the Council. The display board, which was created by the DaimlerChrysler Diversity Council, will be duplicated and placed in every
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“... Our future “...Our will ... not will be be bright bright... because we are counting heads, but because we are making sure every head counts.” Lisa Wicker Diversity & Work/Life Executive and Secretary of the Diversity Council DaimlerChrysler facility entrance. Copies reduced to a framed, 11” x 17” format will be presented to each person in the company who is a Vice President or higher level for displaying within their offices. “One of our great strengths as a company is our diversity,” says Zetsche. “Let us applaud that strength. Let us agree that each of us will be stronger by understanding and appreciating the strengths of those whose backgrounds or lifestyles differ from our own.”
“Each of these dimensions allows us to view the world— and indeed business opportunities—from different perspectives.” Nancy Rae Co-Chair of the Diversity Council and Senior Vice President, President , Human Resources
For more information about DaimlerChrysler’s Leadership Commitment to enterprise-wide diversity, contact Lisa J. Wicker at 1-248-512-2188. PDJ
1-800-573-2867 www.diversityjournal.com
working here takes you places Exceptional performance is driven by exceptional people — working at a place where they can leverage their experiences, strengths and perspectives. At JPMorgan Chase, we’ve created an environment where everyone can reach their fullest potential. Our people build strong networks, meet new challenges head-on, grow their careers and take themselves — and our firm — to new heights.
© 2001 J.P. Morgan Chase & Co. All rights reserved. J.P. Morgan Chase & Co. An Equal Opportunity and Affirmative Action Employer M/F/D/V. JPMorgan Chase is a marketing name for J.P. Morgan Chase & Co. and its subsidiaries worldwide.
Special Feature Feature Special
Windows on on the the Future Future Windows
THE
FUTURE OF CORPORATE
W
DIVERSITY
W I N D O W S
O N
T H E
F U T U R E
hat is the future of corporate diversity? We invited a virtual “Who’s-Who” of diversity leaders to join us in a compelling discussion of the future of workforce diversity. In this very special feature, nearly 50 diversity practitioners and organizational leaders from around the world comment on the challenges and opportunities for workforce diversity, now and in the future. Their answers are thought-provoking, informative, and as diverse as the organizations and countries they represent.
• What new strategies need to be implemented in the coming years to increase workforce inclusion? What should be happening now to prepare for the workforce of tomorrow?
The assignment we tasked our practitioners with was to share their vision for diversity within their own organization, or within the global workforce, by addressing several issues:
• What must the industry do to enhance the credibility of this work?
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• What new organizational structures and resources will be needed? What organizational changes need to be made today? • What would a fully inclusive organization look like?
As you study these “Windows on the Future,” you’ll see just how focused we are, as a discipline, on the task at hand … how truly united we are in our vision … and how committed we all are, as a team, to this objective. •
March/April 2003
1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Monica E. Emerson Director—Diversity, Development & Process Management DaimlerChrysler Corporation Over the past several decades, considerable attention has been given to the changing demographics of our nation. Minority populations were projected to grow at faster rates than the non-minority populations to, in fact, become the largest populations in many major cities in the United States, and eventually come to represent nearly one half of the U.S. population by 2050. To the amazement of many, this projection of minority population growth continues to become a reality. Along with the changes in population come further changes that affect other major aspects of our lives, including education, business and, indeed, our values.
gaps exist in hiring, development and advancement opportunities between minority-and non-minority populations. These factors in combination create both tension and opportunity inside our corporate walls. This tension is created when people of different backgrounds and perspectives all compete to contribute, grow, and fulfill their professional potential.
... corporations will win in the global marketplace when there is as much emphasis placed on
people and processes The future focus of our diversity efforts therefore build upon the existing as there is placed on products must programs and initiatives and migrate and outcomes ... toward more fully integrated business
The opportunity is to create work environments that are truly inclusive at Major corporations have long recognized every level and thus optimize individual that their workforce demographics and customer base would necessarily experience and organizational performance the same changes. As such, many companies throughout our entire business enterprise. This requires moving beyond programs established Diversity Offices, developed Diversity Statements, strategies and scores of that simply grow diversity. We must foster cultures that embrace and leverage the programs and initiatives in response to the full potential of the diversity which is changing face of America. Still, as we look represented throughout the workforce to the future, we must pause and ask the hard questions. What business benefits have and entire business enterprise. these programs produced? Who are the Corporations will win in the global primary beneficiaries of these efforts, and marketplace when there is as much perhaps most importantly, are these emphasis placed on people and processes as diversity programs delivering value to there is placed on products and outcomes. our shareholders? Leaders recognize that the key to great products is great people and that great In general, research supports the benefits people of all backgrounds evolve from of diversity programs. Companies are cultures of respect and dignity in which all more diverse overall, top corporate employees not only survive, but thrive. positions now include more women and
approaches that are aligned to support company goals. Diversity strategists must be positioned as integral parts of our organizational infrastructure and focus on integrating and enhancing business and human resource processes. The integration will require effective partnerships with operating management, suppliers and other key stakeholders. As we collectively enhance the processes by which we identify, select and manage people and business partnerships, we will create and sustain more inclusive work environments in which human potential and business performance are optimized. The results of these efforts will ensure that our nation’s diversity truly delivers a competitive advantage in the global marketplace.
minorities, and yet, still considerable 1-800-573-2867 www.diversityjournal.com
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Valencia Adams Chief Diversity Officer, BellSouth What will the workforce of the future look like? A fully inclusive organization will not have one specific “look” because numbers or percentages are just one method of measuring progress. A better focus would be on what an inclusive organization feels like. To me, a fully inclusive organization is one in which all employees are equally valued and, more importantly, understand their importance and value within the organization.
educational programs that help prepare girls and boys, of all ethnicities, to enter and succeed in the workplace.
... credibility is
directly linked
to business value ...
At BellSouth, various employee networking groups are involved in mentoring programs in local schools in our markets. BellSouth also has provided computer training in The first step toward that goal—that of increasing workforce inclusion—is making various communities and schools and myriad scholarship opportunities to sure inclusion is viewed as an important students from all backgrounds. business imperative by employees throughout the company. When What must the industry do to enhance the companies realize the business value of having an inclusive environment, it is much credibility of this work? That depends on the audience. Certainly from a shareholder easier to develop and implement specific and customer standpoint, credibility is programs that support this environment. directly linked to business value. On a tactical level, companies should Demonstrating a direct correlation between continue to support community-based
inclusiveness and ROI helps build credibility. Employees, who clearly have a vested interest in company profits, also want to have access to and knowledge of growth opportunities. BellSouth is accomplishing this through open communications channels and providing employees an environment in which they can freely express themselves. PDJ
Gloria Zamora Vice President Human Resources & Medical The Burlington Northern and Santa Fe Railway Company The most important strategy that must be implemented to increase future workforce inclusion involves the continual production of diverse high-performance teams. When employees work in truly high performing teams, whether within a department, or in a cross-functional project or process team, all members respect and value each member’s contribution to the team. What will a fully inclusive organization look like? Employees in a fully inclusive organization are productive and wellinformed. They understand the company’s page 14
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expectations of them and are recognized for the good work they do and contributions they make. Developmental opportunities are available to all and the diverse perspectives of all individuals are valued and considered. BNSF is working to improve its workforce inclusion through Regional Diversity Councils that provide education and awareness on diversity issues, and serve as a resource for employees to resolve diversity tensions. BNSF offers continual education to its workforce on the importance of diversity. In particular, BNSF 1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Civil Service Race Equality Network—CSREN, UK CSREN was officially launched in 2001 with Sir Richard Wilson, then Head of the Home Civil Service, as its Sponsor. CSREN’s aim is to influence and advise upon policy and practice to advance race equality in the UK Civil Service. In support of this aim, the Network has set itself a list of objectives and these include supporting and developing member networks; providing them with an autonomous and authoritative voice; monitoring, evaluating and communicating policy in line with recognised good practice; and developing/sustaining relationships between public servants and communities.
only across the Civil Service but also externally; the network regularly supports events outside of the Civil Service to promote race equality and diversity. CSREN has the full backing of Civil Service top management. When Sir Richard Wilson retired in Summer 2002, Sir Andrew Turnbull took over as Head of the Home Civil Service and also agreed to
... unity is strength ...
The CSREN provides a forum for dialogue on race equality issues and exchange of ideas across the Civil Service and works with Civil Service Departments and Agencies to improve recruitment, retention and progression of minority ethnic staff. Since its launch, CSREN has become well known not focuses on its leaders and the challenges they face in managing an increasingly diverse culture. All of these strategies will increase workforce inclusion.
be CSREN’s new Sponsor. The day-to-day business of the Network is administered by an Executive, which meets on a more regular and formal basis. This has only been possible because of the dedication of staff and management who believe in CSREN and have lent their support. responsibility and is accomplished as a natural part of their day-to-day activities. In order for diversity to be truly considered credible, the business case must be continually emphasized so that it is clear that diversity is a business necessity for all companies. This can be shown by the necessity to effectively market to an increasingly diverse customer base and the benefit of enhancing and retaining top talent. Further, diversity must be tied to the overall strategic plan of the company so that it can be measured and the benefits can be seen in the PDJ company’s bottom-line numbers.
... developmental opportunities available to all... Diversity efforts in the future must become woven into the fabric of a company’s culture. This means moving away from a structured “diversity department” that acts as a policeman to the organization and towards a culture where diversity and valuing and respecting similarities and differences is a part of every leader’s 1-800-573-2867 www.diversityjournal.com
Profiles in Diversity Journal
CSREN has not only made a positive input into discussions about improving race equality but has also contributed to a number of Civil Service-wide initiatives and reports on race and diversity. It has also established links with other organisations in the public and private sectors, including the BBC, BT Ethnic Minority Network, the Centre for Business and Diversity, Commission for Racial Equality, the Change Partnership, Executives and Professionals Network, Lloyds TSB Group Ethnic Minority (GEM) Network, Mercer Delta, as well as overseas contacts to aid the spreading of best practice. Publications such as the Public Eye and Public Service Review have already reported favourably on CSREN in its work to raise awareness amongst senior management on the issues facing minority ethnic staff and advising on possible solutions. It is important that CSREN continues to be a voice for other Networks and works in partnership with Civil Service management on policy and practice in relation to its role in exchanging ideas and best practice, as well as providing mutual support. After all, our motto is “Unity is Strength.” PDJ For more information, visit www.csren.gov.uk
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page 15
Angela Coleman
Emily Duncan
Vice President of Human Resources New York Life Insurance Company A diverse population at New York Life has become instrumental in allowing us to achieve our business goals while reinforcing our corporate values. Over the past several years, we have developed four key elements of a diversity program to help create a fully inclusive organization: recruitment, retention, tracking and respect. New York Life’s active recruitment of minority employees at all levels is supported by senior management in two key ways:
to encourage their professional advancement. We also engage in partnerships with organizations such as the National Urban League and NAACP, and serve as a corporate sponsor for the National Association for Female Executives (NAFE).
... reinforcing corporate 1. Our Executive Management Committee approves all hires and promotions at the officer level, and reviews statistics for each business unit on a monthly basis. 2. Each business unit has its own Diversity Officer to ensure that diversity goals are promoted in each department and that the applicant pool is balanced. In order to ensure a consistent pool of qualified candidates, New York Life participates in minority career fairs. In 2002, New York Life augmented its minority recruiting efforts by taking part in the Career Forum for Women and Minorities, the Disability Career Expo and Employee Workshop, and the National Business & Disability Council at Rutgers. The company also participated in National Disability Mentoring Day in October of 2002 by hosting seven local college students. Retention is a high priority—once we have attracted high performing candidates, we want to be sure that they advance and enjoy a long tenure at the company. New York Life is a long-standing corporate sponsor of Minority Interchange (MI), dedicated to assisting minority employees in sharpening their skills and employing new techniques page 16
Vice President, Global
values ...
It is essential to track—to review and adjust—our diversity program to make sure it is up-to-date and accurately reflects a changing society. The corporation sets annual diversity goals and monitors hires and promotions. External indicators are watched as well; for example, the director of our supplier diversity program received the coveted NY/NJ Minority Purchasing Council’s award for coordinator of the year, signaling our commitment to this important effort. All employees must participate in an educational program on mutual respect; it is a program facilitated by our in-house Equal Employment Opportunity (EEO) staff and available in a computer-based version for the benefit of our field offices. New York Life also launched a new Manager’s Guide to Training, which covers best practices of managing, including supervising a diverse workforce. A successful organization is an inclusive one. We have evolved and enhanced our diversity program—and will continue to do so—so that the New York Life of the future is even more diverse than it is today … and PDJ even more successful.
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March/April 2003
I am continually reminded that creating a diverse, inclusive environment has been a journey of continuous renewal. In the ‘60s and ‘70s, Equal Employment Opportunity (EEO) established a workplace free of discrimination. In the ‘80s, Affirmative Action helped initiate proactive behaviors and actions that worked to make EEO a reality. In the ‘90s, workforce diversity helped us focus on creating the best place to work for everyone. Today, HP is a new company that has strengthened its commitment to diversity and inclusion. We have learned that being the place to work and the best place to do business are key drivers of creativity, innovation, growth and high performance. Our key strategies over the years have not changed significantly, but our creative approach, expanded global company-wide focus and executive leadership have increased awareness and visibility and built momentum for real progress. Our key strategies include: driving results through management leadership; attracting and developing diverse talent; renewing and redefining work-life polices and practices as an enabler of business success; expanding knowledge through diversity learning and education; reaffirming our commitment to employee network groups; and measuring and tracking results. We have had the unique opportunity in the past year to look into the future and create an organizational structure that supports business needs across HP. The key components include an actiondirected Diversity and Inclusion Leadership Committee (DILC), a
1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Dee Wood
Inclusion and Diversity, HP
Director—Workforce Inclusion Delta Technology, Inc. decisionmaking body working on companywide diversity, inclusion, work-life and culture initiatives. Representing a cross-section of the company, the Committee includes senior managers and business diversity managers from each of HP’s businesses, as well as individual contributors from various HP business groups and functions.
Human Capital is the most important aspect of any business. Without it, businesses cease to exist. As business leaders, it behooves all of us to forthrightly recognize, redesign and redirect our basic fundamentals in how we manage and value our people. We have learned that diverse teams are more effective than nondiverse ones. Our challenges today (and in the future) are to find a way to help our human capital comprehend that they can compete and they can win the game. There is “winning” in the game for all of us.
of what people are up against as they are placed in leadership positions out of their comfort zones (i.e., a woman in a mostly male manufacturing environment). Companies must accept responsibility for the success of the leaders placed in these positions. These leaders must NOT be set up for failure. What new organizational structures and resources will be needed? We will need to: • Provide an open environment where everyone feels a part. • Create an even playing field from broom pusher to board room. • Ensure more balanced representation in the workforce. • Increase training, communication and coaching.
... a journey of continuous ... change is the name of the game ... renewal ... To help drive results across the company, we have strategically placed business diversity managers in each of HP’s businesses and geographic regions to support global needs. We also have dedicated teams supporting global diversity sourcing, diversity learning and consulting, work-life initiatives and diversity communications. We’ve spent time putting meaning behind the words at HP. An inclusive organization is a flexible, supportive work environment that motivates employees to contribute their best and enables business success. Today, with the sponsorship and active involvement of our chairman and the HP executive team, we are seeing real progress in diversity and inclusion becoming part of day-to-day business practice at HP. PDJ page 17
What new strategies need to be implemented in the coming years to increase workforce inclusion? We must: • Create and implement a multi-strategy philosophy that speaks to environmental complexities. There must be a commitment to the implementation of these strategies. This is all easier said than done. It is the epitome of change. • Become a catalyst for social change by managing dual challenges of appealing to emerging retail markets and attracting diverse talent. There is a competitive advantage if your organization reflects the marketplace. This concept really should become a business imperative. • Embrace global sourcing of leaders to enhance globalization strategies. Frequently, many companies “don’t know what they don’t know.” The challenge here is for companies to raise awareness
Profiles in Diversity Journal
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March/April 2003
• Offer education and partnering with customer base(s). • Create connectivity between workplace diversity and marketplace diversity. If people see where they can compete and win, clearly there is more acceptance of the diversity concept/initiative. Why diversity? Why does it offer corporations a competitive edge? Diversity will increase your marketing capabilities; enhance productivity; consolidate the largest talent pool; lessen the number of lawsuits; strengthen employee retention; and catapult you to “employer of choice.” Charles Darwin reminds us, “It is not the strongest of the species that survives, nor the most intelligent. It is those most adaptive to change.” Change is the PDJ name of the game! 1-800-573-2867 www.diversityjournal.com
Gloria Johnson VP Diversity, Cingular Wireless For an organization to increase diversity initiatives into its workforce, they must actively recruit, retain, and develop diverse groups such as women, minorities, and people
There is no doubt that diversity has a bright future in the workplace, but the diversity department can’t toe the line alone. If a company is committed to diversity and wants it imbedded into the corporate culture, it needs to be at the top of everyone’s agenda, and all company functions must be responsible for implementing diversity initiatives in their departments.
... at the top of
everyone’s agenda ...
Driving diversity in an organization takes resources—both from a monetary standpoint and employee headcount. Once the proper resources are available, the company must align their diversity initiatives with the overall business objectives of the company and drive those initiatives from the C-suite down the chain of command. For a company to be a champion of diversity, it is necessary that diversity initiatives are a priority of the CEO.
with disabilities. At Cingular, we currently leverage targeted internship programs such as In-Roads and National Disability Mentoring Day, to bring these groups in the door. Once hired, we work hard to retain that talent. In March 2003, Cingular will launch affinity programs that offer employees mentoring, leadership development opportunities, and forums to discuss trials, tribulations, and successes in climbing the corporate ladder. The affinity groups will be open to all levels of
employees, not just those with high potential, and gives them the opportunity to accomplish their personal career goals. Cingular is a diverse organization inside and out. In order for the diversity team to achieve our goal of becoming true diversity consultants to the other business units within the company, we must continue to educate our employees, customers and stakeholders that diversity is a business imperative. We must also give back to the very communities that provide us with our employees, vendors, partners and customers by supporting appropriate and diverse causes within our communities. PDJ
Milton C. Anderson Senior Vice President, Human Resources, Cendant Corporation capital productivity and fiduciary integrity.
Workforce inclusion may take many forms and defining its complexity is a considerable task. However, several broad areas will need to be defined, measured and addressed before new strategies can be implemented. These areas are tolerance of faith, technology, communication, human page 18
During the next several years most Fortune 500 companies will have completely embraced diversity. While the conceptual framework of workforce inclusion has already been established as an operational imperative, some argue that political correctness is a major driving force. Nevertheless, the measurable productivity of a diverse global workforce requires tremendous amounts of dialogue, thought and rigor. Given the economic and political insecurity throughout the world, corporations are placed in an era where, during times of
Profiles in Diversity Journal
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national security risk, human capital productivity measures cannot be ignored. The global inclusiveness of all corporations will move beyond diversity of thought, presence and representation and into an era where inclusiveness will be openly challenged by direct efforts to address tolerance of faith and religion. The tragic events of 9/11 thrust the world in a new direction of dialogue underscored by the need to combat uncertainty. In this new era business lead-
... inclusiveness will move beyond
diversity of thought ...
1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Carl G. Cooper, Esq. Chief Diversity Officer, Kirkpatrick and Lockhart LLP Having only been on the job for a few weeks, I’m constantly being asked, “As Chief Diversity Officer, just what does that mean?” Kirkpatrick and Lockhart LLP, the largest law firm in Pittsburgh, hired me in February 2003 to head its newly formed Diversity Department, as the firm’s first Management level executive whose responsibilities are solely to focus on promoting, achieving and maintaining firm-wide diversity. Webster’s Dictionary defines Diversity as difference, variety and unlikeness. Consequently, it will be my unique responsibility to articulate those interests and perspectives represented by the firm’s different, varied and unlike members based on their race, gender, sexual orientation, ethnicity, religious faith, age and physical impairment, so that the firm will better understand and meet their reasonable needs and aspirations.
The next question is “What resources (staff, budget, executive level attention) will the firm commit to the Diversity program and how will we measure the return on this investment in terms of the success of the program?” Most large firms either add the responsibility of diversity to a senior level partner or associate in addi-
... it cannot happen solely by mandate from the top down ... tion to their billable hours duties, or assign it to Human Resources as if it were a commodity. Over a period of time, they count the numbers of minorities, women, or others they have added to their ranks and, depending upon the numbers they want to attain, declare victory or defeat and if defeat, are resigned to try something else later, since this venture seemingly failed. Diversity is not a commodity, but rather it
Hotel Group What must the industry do to enhance the credibility of this work? Measurable results will continue to be the cornerstone of credibility among both internal and external audiences. However, diversity Future organizational inclusion will move initiatives that do not enhance bottom beyond what the eye can see and ear can lines may be eliminated during times of hear. A fully inclusive organization may resemble a schoolyard full of talented chil- economic duress, resulting in lost ideas and opportunities. To truly enhance the dren, where discussion and interaction is credibility of this work, companies must centered on the task or activity at hand. Constant interaction, however, is not with- realize that leadership development, as out occasional conflict. Disagreement must well as a consistent focus on associate be addressed through a balance of individ- development, cannot be compromised. In addition, companies must also continue uality and structure. In any organization, each individual has a role and the ultimate to invest in all aspects of community relations, including education and the arts, goal must always be the maximization of and the elderly and disabled. potential and productivity, irrespective of PDJ what the eye can see and ear can hear. ers must address their companies’ positions on inclusion, specifically focusing on the tolerance of faith and ideology.
1-800-573-2867 www.diversityjournal.com
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is a value that adds to the quality of the environment of a law firm, or any other organization. Diversity permeates the firm’s culture, creating a dynamic and enriched organization. The number of different people who come is not important, but rather, whether the attitude and quality of work provided by its workforce has improved. Diversity will be reflected not in how many different people come, but in how many different people stay and become partners and members of the firm’s committees and management team. My role is to assure every employee—not just minority, women, partners, or associates but every employee—an opportunity to develop their full potential and to give them a voice at the management table.
Diversity is both a process, as well as a result and it will not happen quickly, or permanently. It is not solely the result of recruiting, or mentoring, or professional development. It cannot happen solely by mandate from the top down, nor by virtue of discontent from the bottom up. It is not Affirmative Action and cannot yet be obtained without Affirmative Action. It is both inclusive, as well as exclusive. Although we recognize that success will be a challenge and the road to get there will be long and sometimes difficult to travel, it is certain we PDJ will not succeed if we don’t even try. page 19
Windows on the Future
Special Feature
Leslie Mays Vice President, Group Global Diversity, Shell Oil Company So much has been written about diversity and what it means or doesn’t mean in the
... requires the leader to place him or herself in a position of vulnerability ... Leading 20th century British military historian Basil Liddell Hart said there was a problem with unity. It led to uniformity, which “paralyses the ability to create new ideas.” Are older organizations deemed to uniformity, growing rigidity and eventual failure? If statistics are right, most are. The average life of a company is less than half a century. How can this process be counteracted? How can a company continuously recreate itself, inspiring innovation and adaptation? Part of the answer lies in diversity and inclusiveness as a business management and continuous learning process. Increased diversity delivers people with different values, thinking, backgrounds and experience. Interaction among these different people stimulates ideas, innovation and eventually business value. For example, young people today, regardless of nationality, have different values and attitudes toward work than most senior managers, who are usually of a different generation. Whether regarding work life balance or feelings of affiliation to the organization, their perspectives are different. Values in the broader society have changed as well and unless these ideas are expressed inside the organization, the risk of becoming isolated, cut off and redundant is very real. 1-800-573-2867 www.diversityjournal.com
context of organizations. As Shell has approached the subject across the 130+ countries in which we operate, we’ve learned that the focus on diversity alone is insufficient and in some cultures and languages there is no translation for the word itself. The concept of inclusiveness is equally as important in delivering the benefits promised through this change process. So, what is inclusiveness? Inclusiveness speaks to how Shell looks and feels; how employees experience the environment each day they come to work. It speaks to the importance of identity and belonging. Does staff feel their contributions are encouraged and welcomed? Are individuals made to feel part of the process? Do all experience a sense of belonging? It is not just about the differences but also about respecting and utilizing those differences so that all benefit and win. This thinking led to the creation of Shell’s Global Diversity and Inclusiveness Standard, which sets out a common set of expectations and guidelines applicable to all countries in which Shell operates. Attendant to the Global Standard is a rigorous assurance process where Country Chairmen are required to verify on an
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annual basis that activities, plans and goals are in place to achieve diversity and inclusiveness at a local level. As one might imagine, the business case and issues around diversity and inclusiveness vary depending on the country’s culture, norms and values. The assurance process generates new learning and exposes emerging good practices, which are broadly shared and applied by those looking to accelerate progress. As with any significant change effort, senior leader commitment and mid manager involvement are both critical for sustained progress. Building an inclusive environment hinges on leaders at all levels taking time to understand and respond to the requirements of those who may be of a different gender, nationality, religion, sexual orientation or generation. This is easier to talk about than to do. It requires the leader to place him or herself in a position of vulnerability, so that new ways of operating and different ways of thinking can be examined and ultimately practiced. Many managers incorrectly assume that they should have all the answers and should certainly not expose knowledge gaps, at any cost. Such thinking limits others’ contributions and hinders growth of the leader, employee and perhaps the business. These concepts combined are the drivers of Shell’s commitment to creating an environment of greater diversity and inclusiveness. As we enter the 21st century, the challenges highlighted by Basil Hart remain. However, to those who are able to work through the complexities, real competitive advantage remains the prize. PDJ
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“I am making a difference.”
“I am
“I am taking care
improving your life.”
of you. And people you care about .”
People define our success. Diverse perspectives and talents allow us to provide
I am
innovative food and
Sodexho facilities management
services that improve the quality of daily life for the millions of people we serve in the U.S. Every day.
“I am ensuring your safety.”
“I am a step ahead.” sodexhoUSA.com • 1-800-SODEXHO © Sodexho Member of Sodexho Alliance®
Signatory of the Global Sullivan Principles of Social Responsibility. Food Services, Facilities Management, Vending, Catering, Office Refreshment Services, Environmental Services, Landscaping & Grounds Management, Conferencing, Plant Operations & Management
Windows on the Future
Special Feature
Marie Philippe Corporate Director of Diversity Excellus BlueCross BlueShield What new strategies need to be implemented in the coming years? No company has executed the existing strategies perfectly to consider moving on to new strategies. There are still too many boardrooms without African Americans, Hispanics, Asians, gays or women. There are far too many companies with white islands in management and without diverse senior leadership. Due to the lack of legal recourse, there are still too many people forced to stay in the closet because of their sexual orientation. The lack of growth in hiring people with disabilities—apparent or otherwise—indicates a lack of understanding and acceptance. Without discounting the progress statistics exhibit, when we compare the U.S. workforce of 20 years ago to today, the challenge is evident. In too many industries, there still is inconsistency in the strategy implementation of a serious diversity effort, and sometimes there is none at all. It is about time CEOs understand that the survival of a diversity initiative is as critical to the success of a business as a marketing plan. When financial hardship hits, for example, diversity practitioners too often become the targets of cost cutting—especially in recent times. Diversity is not about new strategies or new techniques, but about a sincere pursuit of equality and inclusion for all and about all industries “walking the talk” when it comes to workforce inclusion. Organizational structures are changing because organizational effectiveness makes the difference between surviving and thriving. Flatter organizations—where empowerment is a living, cultural value— tend to be more agile and successful. 1-800-573-2867 www.diversityjournal.com
Reinventing, re-engineering—whatever the term of the day is—making change in organizational structures will not make a workforce more inclusive. If valuing
... it is not about new strategies or new techniques, but about a sincere pursuit of equality and inclusion for all ... diversity in styles, ethnicity, thinking, etc., is not culturally promoted or rewarded, or is only marginally practiced, a new organizational structure will not make it one iota more inclusive. There is much the industry can do to enhance the credibility of this work. As in many other fields where a degree of professional knowledge and business acumen is crowned by a certification, the diversity profession would be enhanced by a certification process. It is a very difficult field that requires a knowledge of many areas: civil rights laws, organizational development, global trends analysis, statistics, employee relations, negotiation skills and recruitment techniques are some of the key elements that must be juggled almost daily. If we could capture the essence of this body of knowledge and certify competencies in the industry, it would go a long way toward enhancing our credibility. Many diversity practitioners have earned their master’s degrees, Ph.D.s, etc. Just as practitioners in accounting, human resources and the like are professionally enhanced as CPAs, SPHRs, etc., diversity practitioners would gain credibility by becoming CDP (Certified Diversity Professionals).
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Besides this professional angle, more visible reports in major media about corporate success stories would go a long way toward enhancing credibility. Senior leaders who do not find diversity efforts credible are often “doubting Thomases” and want to see more proof of success. The lack of credibility lingers, given the rampant inconsistencies in the corporate focus on diversity. In addition, some companies are reluctant to publicly share their successes because they fear being perceived as self-serving. The industry needs to be proactive in reaching out to all industries, denouncing those that are still in the dark ages and showcasing those that have made significant progress. Diversity work is a long journey; credibility in its power and value will take time. For global operations that cross continents, resources must lead to a superior understanding and appreciation of non-American cultures. For too many leaders in too many industries or government, deep-rooted aspects of traditional American culture create obstacles in their understanding or appreciation of cultural differences. More resources to research, analyze, collaborate, understand and write about foreign cultures would be greatly beneficial, as the world is truly becoming a virtual oyster. PDJ page 23
Janine A. Kilty Worldwide Director of Human Resources, Commercial Group Eastman Kodak Company
... we will know we are successful ... when we consistently
outperform our competitors around the world ...
wall-to-wall reality reduces costs, improves overall job satisfaction (proven to be a driver of business performance) and increases I think the “Windows on the Future” of organizational effectiveness. We will know diversity, both our challenges and a vision we are successful when we unambiguously for success, can be captured by these and consistently have the very best, diverse quotations from three resonant, talent where and when we need it, when familiar voices: we unfailingly delight our customers and Companies that make Diversity when we consistently outperform our a reality, outperform the S&P 500. - Fortune Magazine competitors around the world. The new electronic interdependence Eastman Kodak’s Health Imaging Group is recreates the world in the image of a profoundly global player today, with an a global village. - Marshall McLuhan increasing proportion of our future revenues expected to come from “growth” Diversity [is] the art of thinking markets around the world. We know we independently together. - Malcolm Stevenson Forbes can’t grow as a global business without a strong, immediate and meaningful The first quote captures the business presence in the countries in which we imperative that underpins our diversity operate. This means we need to actually efforts at Eastman Kodak. For a long time run some of our worldwide businesses now, it has been an expressed and from locations outside of the U.S., and that intentional part of our business strategy our executives and global teams must fully to embrace diversity and inclusion in all reflect our markets and our customers. We aspects of our business in order to fully need Human Resources practices that are engage the energies of the Company’s truly global, leveraging talent and enabling employees, meet competitive challenges meaningful career assignments across geoin the marketplace, and maximize graphic and cultural boundaries. We need shareholder value. We are convinced that our success in the increasingly competitive to design organization structures and practices that make it possible to work and global marketplace depends on our ability partner intimately around the world and to distinguish ourselves as employer, build cross cultural capability throughout business and investment of choice. the organization. We fully expect that making diversity a page 24
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This relates to the last quote: our success as a global company arguably depends most on our ability to truly diversify our thinking. This will require deliberate attention to diversifying our teams, especially our leadership teams, to assure a broad representation of experiences, cultural backgrounds, skills and points of reference. To get this diversity, we will need to think differently about how we design organizational structures and jobs, as well as how we fill those jobs (e.g., will our past approaches to leadership succession produce the diverse portfolio of capabilities we need PDJ when we need it?).
New strategies? What strategies? I think one of the biggest problems with the existing diversity industry is most organizations do not have a strategy to increase workforce inclusion. There are plenty of tactical activities, there are plenty of outreach initiatives, there are plenty of training programs, there are plenty of special days— there are just not many strategies. Our firm has been so unimpressed with the existence of strategies and the desire to find the “silver bullet” for success that we no longer provide diversity training without at least some strategic framework. Millions of dollars have been spent on diversity 1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Fiona Bartells Ellis Head of Equal Opportunity and Diversity British Council, UK
... experience has shown that giving meaning to equality and diversity is the hard part, not the development of new strategies ...
We frequently feel compelled to develop and drive through new initiatives. It is the new ideas, approaches and products that excite and engage and grab headlines. However, whilst diversity leaders and practitioners have not identified and developed all the solutions to increasing workforce inclusion, there has been tremendous progress. We have to ensure this progress is sustained. In the UK we have witnessed pendulum swings in relation equality and diversity, significantly
based on the particular political climate of the time. Our focus has to be firmly on bedding down and embedding our strategies to withstand the vagaries of political direction and engaging the tiers of management below the executive, very senior levels. Sustaining steady progress is what I advocate in the coming years, so we can ultimately attain greater inclusion. Experience has shown that giving meaning to equality and diversity is the hard part,
Trevor Wilson President and CEO, TWI Inc. education for the last decade in North America. If this education has not been introduced with some form of accountability framework for attitudinal and behavioural change then the training is probably worthless. Organizations have to view this journey as one of the largest organizational changes they will ever have. I invite leaders to consider the analogy of workplace safety. This was a concept that was unheard of three decades ago. Today there is barely a reputable resource based or construction company where safety is not a core corporate value. In some organizations it took two decades for this to happen and it did not happen without a well thought out 1-800-573-2867 www.diversityjournal.com
strategy. While a workforce inclusion strategy may not take as long it will take a strategy that is specific, realistic and timeframed for accomplishment with a strong accountability framework. TWI’s strategy— The Total Equity Solution (TES)©—is a comprehensive integrated strategic approach to equity in the workplace. The TES© framework provides a robust way of measuring progress through effective tools that calibrate all the factors at play.
... one of the largest organizational changes they will ever have ...
Profiles in Diversity Journal
not the development of new strategies. Increased stress in the workplace, pronounced productivity difficulties linked to management failings and a skills gap are key challenges for our diversity practitioners. We need to ensure diversity strategies more clearly support businesses, innovation and team-work and help achieve motivated staff and promote high performance. What new organisational structures and resources will be needed? Flatter structures founded on trust and empowerment which support people to be self managing, particularly given the increase in flexible working, in terms of hours and location, which require “managing at a distance.” Resources to effectively manage the workforce and in many instances staff, who for a range of reasons related to contract status, portfolio careers, work pattern and location do not easily develop a psychological contract with organisations. In the fully inclusive organisation of the future, the senior levels would include currently under-represented groups. Glass or concrete ceilings and sticky floors and revolving door syndromes would have disappeared. Different work patterns would be the norm and presenteeism and discriminatory cultures would have disappeared. Relationships would be adult/adult based. Transparent processes and open constructive challenge premised on win/win principles would be tangible. But it is the feel that would act as a key barometer. This would be empowering, energetic and relaxed, confident and alert, transparent, productive and customer focussed. PDJ
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Mary L. Martinéz Senior Manager, Diversity, Aventis While I see an emphasis on “inclusion” as one of three trends that will, and should, dominate the corporate approach to diversity management in the next few years, it is the other two trends— business integration of diversity strategies and globalization of diversity—that I believe will drive how we move forward in implementing what we have learned about diversity in the past 15 to 20 years.
competencies, “scorecards,” and compensation consequences. Being a skillful “diversity respondent,” as talked
... companies will rewrite their notions of diversity ...
Business leaders are taking the reins of the diversity initiative in many more companies. Senior management’s involvement in diversity, whether as part of a company-wide strategic task force, or through initiatives related to diversity that they implement in their own functional areas, increases the probability of top leaders being exposed to the issues of inclusion—and the impact that it can have on the successful performance of individuals, teams, and the organization. This may explain why top management is much more frequently holding itself and others accountable for diversity, through
about by Roosevelt Thomas, is finding its way into company values and competency definitions. For example, at Aventis, our Leadership Profile, used for identifying and developing talent, includes the success factor, “Capitalizes on Multicultural, Diverse Organizational Strengths.” A recent celebration of the Chinese New Year at Aventis, championed by one of our Vice Presidents, shows how all the factors I have noted here work together to achieve inclusion and validate our efforts to manage diversity. The event not only featured information about Chinese culture and geography (which increased the awareness and sensitivity of our non-Chinese associates), but also put the important contribution of our many Chinese-American associates in the spotlight (which made them feel valued and included), and introduced all of us to
our Aventis China site, its products, and its market needs (which reinforced the global perspective we all need to succeed). In large measure, I believe that globalization will be the key that unlocks the door to tomorrow’s understanding of diversity. The broadening of the diversity perspective to one that recognizes the complex issues of difference that result when companies and people work across national boundaries is an equally strong force for redefining “inclusion.” I believe that companies will rewrite their notions of diversity so that they encompass the ability to form a truly flexible corporate culture that takes the best ideas and processes from their people around the world, and creates entities that value and have a place for everyone. PDJ
Toni Riccardi Chief Diversity Officer, PricewaterhouseCoopers
... the more facile and creative we are, the more successful
It is no secret that as the Boomers exit, the next generations that follow will not be able to fill the gap and we will experience labor shortages, especially in the professions. If we want to remain competitive, we will need to do three things— start earlier to recruit talent, cast a wider net for sources and establish cultures where people of all kinds are valued and can make a contribution. page 26
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What do I mean by start early? I mean reaching parents as well as students as early as grade school and certainly by their early high school years. At that point we have both the opportunity to broaden their horizons about the kind of opportunities that are available, as well as steer them to the education that will be necessary to gain access to those opportunities. 1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Susan Woods Senior Extension Associate, Programs for Employment and Workplace Systems, Cornell University ILR & Co-director, The Workplace Diversity Network Imagine an organization that has embraced diversity with integrity and purpose and vision. Its workforce is diverse. Its leadership is diverse. Its diversity goals are well understood and reflected in performance evaluations. EEO and antiharassment policies are enforced. Its diversity awareness initiative has expanded to embrace issues of multi-culturalism, a move developed to address the increasing cultural and religious diversity of its workforce whose roots trace from around the world. An innovator in domestic partner policy, the organization offers a broad configuration of benefits to meet diverse needs. Its work-life policy utilization rates are to be admired. It has expanded its customer base and supplier network, and is recognized for its community contributions and citizenship. In short, the organization has achieved a deserved reputation as a great place to work where people are treated with respect and where opportunity at all levels is open to everyone. Diversity is a centerpiece of the organization.
Now the CEO moves the agenda to the next level. She asks: “In an increasingly competitive, technologically fast-paced, multi-cultural and global environment, are we using the knowledge and experiences our diversity affords us effectively to gain competitive advantage? As an organization, are we ready to leverage diversity?”
... organizations succeed the definition developed through The Diversity Network, inclusion to the extent they adapt ... Workplace is achieved when an organization is able
I also believe we will need to cast our nets more widely and perhaps in slightly different ways. Depending on the culture we may need to reach into churches, non-profits and eventually to institutions that are beyond our shores.
we will be ...
Organization will also need to adapt more flexible career paths as well as ways to access the intellectual resources they need. There is an old saying; “It’s better to make the job for the person than to try to change the person to fit the job.” The better understanding we have of that and the 1-800-573-2867 www.diversityjournal.com
A group of colleagues at Cornell University ILR Programs for Employment and Workplace Systems and I are exploring these questions. We bring specializations in diversity, organizational change and new work systems. Our collective synergy takes us “out of the box” of diversity management to consider the implications of diversity from a systems perspective. In the future, I see diversity breaking out of its current organizational stovepipe. Diversity, while heralded, remains fairly isolated as a specialized initiative—not yet seen as an operational issue. Building from more facile and creative we are as organizations, the more successful we will be. To accommodate the workforce of the future, we’ll need to rethink business models and cost structures to meet the needs of the talent pool. For example, as we attract more older workers back to the marketplace, what will that do to already high health care costs? Other resources we will need are already in place—we will continue to use technology to provide access to populations that need to work from home—be that from their living room or from another continent. PDJ
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to configure opportunity, interaction, communication, information sharing and decision making to learn from diverse perspectives and utilize that learning for enhanced performance. Leveraging diversity challenges an organization to examine its systems and structures to determine to what extent there are avenues and cultural support for discretionary influence and learning. If the CEO in our scenario is representative of the future, she will assess her organization’s inclusiveness along three dimensions: 1) people diversity—workforce, customers, suppliers; 2) cultural openness to learning from multiple perspectives; and 3) opportunity for appropriate influence and participation at all levels. Diversity will become an operational strategy to support organizational effectiveness. Organizations succeed to the extent they adapt well to their environment. Systems theory tells us the greater the variety, the greater the resources to respond to change. To be diverse but not inclusive is to waste a valuable potential resource—variety of perspective. The future of diversity is strategic. PDJ page 27
Sylvia Allen Senior Director, Worldwide Diversity & Ethics Cisco Systems, Inc.
... we must get much more alignment from our professional associations, our legislative bodies, and our business leaders ... exposes some previously developed perceptions, I agree with many of my colleagues that I have interviewed: it really is not the bigger issue; the real meaning is understanding where the philosophy and the behavior change bridges. What new strategies need to be implemented in the coming years to increase workforce inclusion? As the saying often goes, nothing is really new; what we are endeavoring is trying new ways to get the attention of our employees, and get our leaders to understand the powerful impact we can make by having a much more inclusive workforce. This does not allow us to not do the basics; awareness training, engagement of leaders. What is our challenge is ensuring we all understand the “business case” for change, not only in dollars and cents or market share, but in how we engage our communities. Ways I think we can accomplish this that are “new” are 1) much richer research on the changing demographics that affect our customer and service constituency, 2) more creative ways to communicate the information: that means integrating the information to the core business messages that occur when we communicate internally, how we integrate data from our diversity networks and the publications that are read by diversity practitioners (we need a much broader audience to see the messages), and 3) help understand the bridge from diversity to inclusion. While I am certainly one of those who has asked if the use of the word “diversity” page 28
Certainly the most inclusive organization is when any employee can be “interviewed” at random, and can explain the progress, activities, challenges, and their own personal commitment to creating an inclusive organization. The journey to getting there means engaging our communication, marketing, employee/ leadership development, performance management and business development teams. These are just some of the groups we must engage and they are part of our overall strategy at Cisco Systems, Inc. What must the industry do to enhance the credibility of this work? Given the dynamics of a challenging economy, the global transitions underway, and the scale on which we have to do the work, we must get much more alignment from our professional associations, our legislative bodies, and our business leaders. I think we have to be diligent in getting enrollment, be willing to take the lead in giving feedback to others, and be persistent in identifying what the implications of not changing are. This is certainly beyond compliance. We must help leaders become comfortable in having the dialogue. The credibility of this work, like any other work, is to identify what the possibilities can look like; what
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“breakthrough” efforts can make a difference to how we live, work, and learn. Even in the newest of industries, such as the internet sector, we need to understand what the future becomes as a larger representation of our global community participates. In the technology sector the representation of women and underrepresented minority groups is the focus area. As well, it is ensuring we have diversity of thought in how we evolve our services to our customers, and how we build for the future. PDJ
The definition of inclusion means addressing all the ways in which we differ and using them for competitive business advantage. That expansive definition is often threatening to the very people you may be advocating for. There can be a scarcity mentality among people of color and women; as the definition expands, the very individuals who were negatively impacted by discrimination and struggled to create 1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Joyce E. Tucker Vice President Global Diversity, Compliance and Policy Administration, The Boeing Company Boeing is in the process of implementing a strategy to integrate compliance and diversity into all aspects of our programs, policies and processes. By integrating our Equal Employment Opportunity, Affirmative Action and Diversity initiatives (and commitments), we are consolidating our efforts into one clear goal. While we are achieving this integration, we also need to focus our attention on promoting a culture that encourages personal development in an environment that thrives on each individual’s contributions to our global enterprise.
Boeing is determined to attract and retain a skilled and motivated diverse workforce that will work as one team to achieve our business objectives.
... continue to
promote the advantages diversity brings to the bottom line ...
In a fully inclusive organization, individuals are encouraged and expected to demonstrate respect in the workplace as well as fully contribute their skills for the betterment of the company. The essence of Unqualified support from company leaders this idea is captured in Boeing’s Integrated is by far the most important resource in the Global Diversity mission statement: effort to integrate diversity policies “Value and leverage multiple perspectives, throughout a company. Boeing is fortunate experience and capabilities by driving the to have just this kind of essential support; integration of diversity, equity, and fairness our leaders feel so strongly about our principles into all practices and processes to efforts that they created an office of Global achieve enterprise objectives.” Diversity to champion this work.
What must the industry do to enhance the credibility of this work? We must continue to promote the advantages diversity brings to each company’s bottom line—the business case. It needs to be driven home to every employee in the company that diversity is a business imperative and that people will be made accountable for achieving it. At Boeing, we believe that diversity is the uniqueness each employee brings to the workplace. Because of this rich resource, we benefit from a diversity PDJ of ideas—the lifeblood of business.
Lydia Mallett Chief Diversity Officer, General Mills change will be left behind. Consequently, as we advocate for a move toward inclusion and inclusive cultures and environments, we must send a clear message to people of color and women that this does not diminish an organization’s efforts to ensure their success and representation at all levels of the organization. What will be required in the future is an increase in the level of real dialogue between groups to put some of the fears out in the open, to assuage some of the concerns, and to ensure that everyone sees the benefits of a more expansive approach to diversity. I do not think new organizational structures will be 1-800-573-2867 www.diversityjournal.com
needed. If inclusion is happening then issues of difference will be incorporated into every aspect of our corporate culture and our HR systems in particular. At General Mills, for example, we are revamping our leadership competencies; the organizational effectiveness professionals consulted Diversity to discuss changes based on our perspective. The term inclusion was not used in any aspect of those competencies and we were able to have some input in that process and change some of the concepts. I think every organizational culture is
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... an increase in the level of real dialogue ... different so inclusion may look and feel different depending on the organization. In the future, I would hope there will be fewer silos in organization, more frequency of information sharing, more creativity and more idea generation, more innovation and creative problem solving, comfort with conflict and conflict resolution, understanding of the value of all aspects of the participants in a business enterprise and, of course, more representation of all kinds of people at all levels of the organization.
PDJ
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Demetrai Mitchell Global Diversity Director, Convergys
Sheridan Allman European Organisational Development EMEA Diversity Specialist Convergys EMEA, UK Ltd.
An inclusive organisation is reflected not only in demographics, but also in culture, openness, and problem-solving. Education and communication serve as drivers; imagery and language must be inclusive as well. (Even the reference to “national” should only apply to the country which developed the communication.) Multinational and global companies have an opportunity to create a continuous learning environment by educating employees on the various cultures, customs, business norms, climate, dress, natural resources, etc., which are offered in each country in which they operate and have customers.
However, a future additional focus should also consider external stakeholders: potential future employees, customers/clients, suppliers, unions, community and social change organisations and, where appropriate, government agencies. Other measurement considerations include: • Percent increase in the ability to develop successful new products with virtual and cross-cultural teams. • Recognition efforts such as “best” surveys. Employees are the first to know if they work in an organisation deemed worthy of an Employer of Choice recognition. • Social responsibility: percent of time senior executives participate in community boards and volunteerism in action-oriented community activities.
... employees are the first to know ... The strategies for the future we identify fall into three categories. Measurement: Companies must focus on further understanding the gaps and perceptions of employees. While focus groups, interviews, and employee opinion surveys have long been standard, there is also a need to truly understand and appreciate the input from employees who voluntarily resign. Most exit interviews are offered to employees at the time of their departure. A six-month follow-up, by an external source, may reveal information not previously communicated.
• Diversity efforts tied to compensation for recruiters, sales staff, and training staff. • Customer loyalty rate.
Strengthen Top Management’s Commitment to Diversity: A measure to consider is to assess the percent of women, people of colour, employees with disabilities, and Generation X and Y who are mentored by a member of senior management. A subset for this item is to encourage senior managers to participate in a “mentor up” program, which has a cultural implication. This would allow senior managers to develop personal relationships with employee groups who don’t normally This primary focus on internal stakeholders have an opportunity to meet with senior leaders and an opportunity for the leaders is valid and may give companies a broadto develop hands-on cross cultural skills. brush view of their internal culture.
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Global Focus: In a commercial world where mergers and acquisitions are the norm, a willingness to examine, understand and review the culture within an organisation is an essential tool for global growth. The company that is able to fully adopt this modus operandi is the one that will be leading edge. PDJ
Companies cannot assume that because they have arrived at a status of a leader in diversity best practices that it is the end all, be all. Companies must continue to benchmark with other organizations and constantly access overall corporate business strategies and goals and link those to business objectives. A big focus of Fannie Mae’s strategy is to not lose the momentum around what we have achieved over the last eleven years in the diversity arena. Fannie Mae already has the highest number of women and minorities in our senior ranks so our goal is to continue to recruit minorities and women while simultaneously developing our internal candidate pools. We are able to do this through our mentoring, job rotation, leadership training, and work-life initiatives and programs. Corporate America needs to recognize that employees need tools to balance both their work and life initiatives; this will have a direct impact on retention, overall productivity and the financial bottom-line. 1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Peter Bye President, MDB Group, Inc. My window on the future shows a workforce that is richly diverse and that draws upon all the world’s communities. We all have the knowledge, experience, and skills to communicate easily and well in the presence of our differences. We reach previously unimaginable levels of individual and team accomplishments. Our creativity and innovation have incredibly positive impact for everyone in society. Through this, our businesses and organizations thrive.
into retirement while the workforce is becoming predominantly women and non-White men.
... our challenge is What is needed to achieve this future state? accelerating this In one sense, only some time. Demographic trends in the United States indicate that transition in a world within about fifteen years the “baby that thinks near-term ... boomer” population will be transitioning Maria Johnson
Attracting new talent requires more than words, expanded sourcing strategies, and diverse slates of candidates. We must get inside the decision makers’ minds, expand their zone of comfort, and hold them accountable for their decisions. This is critical to truly becoming more inclusive.
Vice President—Diversity Fannie Mae
... fund diversity as a
business objective,
not a human resources “program”... What new organizational structures and resources will be needed? Commitment from the top and financial resources are critical to the success of any diversity initiative. Companies must fund diversity initiatives as a business objective and not view it as a human resource “program.” Fannie Mae was very visionary when we implemented our diversity program eleven years ago and the resources and support from senior management have a direct link to the long-term success of our diverse programs and culture. 1-800-573-2867 www.diversityjournal.com
There is much the industry can do to enhance the credibility of this work. The industry must treat diversity as a business initiative that impacts the bottom line in order to enhance credibility in the area of diversity. Organizations must realize that diversity is not just the right thing to do but it is a business imperative that needs to be treated as any other business objective that affects the financial bottom line. Fannie Mae has managed to weave diversity into its corporate culture so that it is a part of our PDJ long-term success.
Profiles in Diversity Journal
Companies will either thrive by providing this future work environment or shrivel away from inability to attract talent and fill vacant positions. Our challenge is accelerating this transition in a world that thinks in the near term. What new strategies might we adopt? Building the future workforce requires a focus on making outstanding education a practical reality for all children. Federal, state, and local governments clearly have a role. So do our companies—we must provide role models, mentors, big sisters and brothers, and funding to ensure universal education.
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Developing and retaining talent is the third component. Restated, either our leaders and work environment become more supportive of people with different backgrounds or despite best efforts in building the workforce and attracting talent, they will leave. We all say that we need highly talented, creative, skilled people. It stands to reason—such people will only be interested in working where they are welcomed and supported. Perhaps this is anticlimactic; the best “new” strategy is to listen to these folks, remove the obstacles ingrained in our policies, practices, and attitudes, and create the supportive work environment we all desire. PDJ page 31
Rosalind Cox Manager, Diversity & Worklife Planning Ford Motor Company Imagine this: A workplace where everyone feels valued, and where everyone is treated with dignity and respect. A workplace that is free from discrimination and harassment. A workplace that is diverse and inclusive. A workplace that allows people to work flexibly and seamlessly. At Ford Motor Company, we believe that the workplace of the future can be all of these things and more. How, you might ask, will we get there?
allowing people the benefits and flexibility of retirement. Companies will have to work together with government to make this happen. Communities around the world are
... we all have a role to play ...
facing dramatic changes in the workplace and in family life. New labor market realities are driving businesses to do more with less. This generation and the We must start with leadership. Leadership generations to come will not tolerate old ways of working. Technological advances comes from many places. Certainly, we are quickly changing how, when and where must have direction and guidance from work gets done. There are already highsenior management, but ultimately all employees are responsible for driving diver- tech companies that have “virtual hallways.” In these hallways, employees from around sity and inclusion. Communication will the world can see and talk to each other as always be the cornerstone of leadership. if they were physically in the same room. Communication must be two-way and we must never lose sight of people’s need to It’s conceivable that the workplace of the speak and be heard. future will not be bound by tangible facilities or portable equipment. Ford Motor Company’s Chairman and Careers will not be consecutive steppingCEO, Bill Ford, has said that “a good stones up the company ladder. People will company delivers excellent products and move in and out of the workforce at a very services; a great one delivers excellent individual pace, taking time for sabbaticals products and services and strives to make the world a better place.” We echo that sen- and “life time.” With that in mind, we must learn to recognize the “wholeness” timent, especially as it applies to leadership. Great leaders strive to make the of our employees—that they are not world a better place. Leadership and vision one-dimensional. Companies must ensure that employees have the flexibility, come from within but also can be shaped support and resources they need to by mentoring, training, and experiences. contribute their maximum at work while at the same time fulfilling their personal It is no surprise that the demographics and family responsibilities. of the world are changing. We still are challenged to capture the wealth of that diversity and put it into practice. For example, the aging of the population will force us to create innovative ways to keep key talent and experience while still
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on society. We must continue to strengthen private sector and government partnerships. Companies must work closely with schools and other community organizations to have an earlier influence on future workers. Corporate leaders, government leaders, diversity leaders, societal leaders, and every single person on this planet all have a role to play in moving the world forward in diversity and inclusion. Though it is difficult to predict the future, we can learn from the past and implement actions in the present. The phrase “it’s a small world” rings true today and it feels as if it gets smaller every day. Our challenge as corporate leaders is to take the lead to create an inclusive world where differences and similarities are celebrated and cherished. We must work to level the playing field to ensure equal access to opportunities for everyone. We cannot shy away from that challenge—we must embrace it head-on. We must all be accountable for creating a diverse and inclusive culture and making the world a better place. PDJ
Resources will continue to be scarce in the workplace of the future. That is why we will see more and more partnerships, as organizations strive to make an impact Profiles in Diversity Journal
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From Australia to Zambia, we’re helping people satisfy their thirst for a world that’s a better place to be.
Lynda Lewis Recycling Education Officer Sydney, Australia
Recycling programs in Australia. Student-to-student tutoring programs in Brazil. AIDS education in Zambia. In more than 200 countries, Coca-Cola supports the efforts of people who are helping to make a difference in the world.
Felipe José Pessoa da Silva Coca-Cola Valued Youth Bonsucesso, Brazil
Elizabeth M. Mataka Family Health Trust Director Zambia, Africa © 2003 The Coca-Cola Company
Windows on the Future
Special Feature
Susan Sygall Executive Director, Mobility International USA adjustments to practice, policy, and culture that promote the inclusion of people with disabilities: • Investing financial resources is a critical benchmark of an organization’s commitment to diversity. Costs associated with ensuring that people with disabilities have the opportunity to participate should be proactively incorporated into the budget, ensuring that people with disabilities will be able to contribute fully to
According to the World Bank, one out of six people living in poverty in the world today have a disability. The 2000 U.S. Census found nearly 50 million Americans who said they had a disability—a ratio of one in every five residents. Men and the goals of the program. Many organizawomen with disabilities around the world tions are concerned about the cost of proreport they are denied significant participaviding accessibility to people with disabilition in the workforce, human rights organities, but disability accommodation is not zations, health access, and community pronecessarily expensive. Surveys indicate grams. Inclusion of people with disabilities that approximately 50 percent of accomas leaders and participants in our global modations involve no monetary cost, and economy provides invaluable resources for only 10 percent cost more than $1,000. economic development, capacity building • Develop a centralized resource pool for and human rights. the funding of disability-related workplace accommodations. Incorporating a Utilizing our unique perspectives gained “disability accommodation” line item into from over two decades of dynamic disabilievery project and administrative budget ty rights training projects with participants is a reliable way to ensure that resources from over 80 countries, MIUSA has develare at hand to include people with disoped numerous strategies for including abilities. Since specific arrangements will people with disabilities in the international vary depending on the number of people and domestic workforce. By restructuring with disabilities and types of disability, employee recruitment and retention to MIUSA recommends using a percentage encourage participation of people with disformula (5–7 pecent of the project abilities, allocating funds for reasonable budget) to predict disability accommodaaccommodation, or revising policies to tion expenses in budget projections. ensure disability inclusiveness, corporate • Because hiring people with disabilities as and organizational leaders can significantly staff and interns is one of the most effecimpact the inclusion of people with disabiltive strategies for expanding the diversity ities in today’s global community. of an organization, MIUSA also recomImplementing these suggested strategies mends incorporating into the organizawill assist leaders in making changes and tion’s administrative budget a disability
accommodation line item of 1-3 percent of the overall administrative costs. With funds set aside, organizations will be able to make reasonable accommodation to ensure that any employees with disabilities can do their jobs most effectively. • Utilize new technological tools (including assistive technology, software programs and other workplace accommodations) that maximize the worker with disabilities’ capabilities. Organizations can ensure their
... commitment to bold, creative and multi-faceted strategies...
1-800-573-2867 www.diversityjournal.com
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websites are disability accessible by utilizing an online assessment tool such as Bobby (http://bobby.watchfire.com). • Take advantage of available tax incentives and credits for small and large organizations to comply with disability rights law. For example, federal tax deductions of up to $15,000 are available for qualifying organizations and businesses to make architectural or transportation adaptations, acquire equipment or provide services such as sign language interpreters. Contact the ADA Technical Assistance Centers at 800-949-4232 or the IRS for further information. As corporate and organizational leaders, we view each day in terms of emerging challenges and opportunities. Increasing the inclusion of individuals with disabilities in the international and domestic workforce is not just a commitment to diversity, it makes good organizational sense. It requires a commitment to bold, creative and multi-faceted strategies. Our shared success will depend on how well we leverage an ever-increasing array of resources, strategies, and tools.
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Dr. Mona Siu-Kan Lau Global Head of Diversity, UBS AG In order to create a fully inclusive workplace and take diversity to the next level, employees, managers, and diversity practitioners alike must move beyond the traditional notion of diversity, challenging current definitions, assumptions, and expectations. As head of global diversity at UBS, it is my responsibility to help create a culture that enables all employees to contribute fully, to come at the same issues from very different perspectives, to debate those perspectives and to ultimately arrive at the most creative, efficient solutions. But before we get there, we must start an honest dialogue and address the following myths about diversity. MYTH #1: “Lip service” does not further diversity efforts. Don’t underestimate the power of lip service. Clear and consistent messages from the right people can be a
powerful change agent. In fact, those who deliver these key messages—as a matter of principle at first— eventually begin to believe them. To help create a culture of inclusiveness, employees must receive constant communication from firm leaders that underscore the value of diversity. I’m a firm believer that strong and consistent messages can change our actions, behaviors, and eventually our mindsets.
initially successful and certainly a necessary part of the evolution of the field, I believe a more integrated approach is most effective. In order to infuse diversity into the minds and hearts of employees, it is necessary to integrate diversity into the mainstream, day-to-day management processes of the firm. MYTH #3: The United States is the leader in diversity. While the United States has broken ground in the field of diversity in a number of areas, it is my experience that we still have many things to learn from our colleagues in other regions of the world. The U.S. is paving the way for women in leadership positions in business, but we could learn from our colleagues in Europe about improving flexibility and maternity leave. I have structured my team at UBS such that we can serve as a clearinghouse for global best practices and facilitate and tailor them across regions and businesses. Global reach with a regional focus is the new mandate.
... addressing the myths ... MYTH #2: Diversity programs and policies must stand alone. Historically, diversity departments have sprung up within Human Resources departments to create specialized training, targeted recruiting, and diversity awareness programs. While
Eric Watson Executive Director, Diversity & Workforce Capabilities, The Williams Companies What new strategies will increase workforce inclusion? There needs to be more focused measurement and processes, which include asking employees what success looks like from their perspective so that their voice is proactive and not reactive. Then we must create measures that ask if the gap is closing. Every culture is unique, so there need to be specific steps beyond an allemployee survey. In the past as the practice leader, I get a vote on what success looks like; the Chairman, the CEO and senior management get votes. I don’t think we have put enough emphasis on how we include the employees’ perspective. page 36
Ironically, at a time when Affirmative Action is under attack, we clearly need more instruction and education about diversity occurring in our established educational systems. The criticality of this issue to society and our workplace is dramatically increasing as indicated by demographic growth and change.
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... most important,
execution ... Beginning in elementary school, there should be education about diversity and inclusion and their impact on business. The pace of change in diversity work is growing and business is changing at warp speed. Therefore, we need to begin the education process much earlier. 1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Philip Harlow MYTH #4: Diversity is just about “doing the right thing.” In this highly competitive global marketplace, it is also about bottom line contribution. Diverse teams open doors to new market segments. As the faces of our clients and shareholders increasingly change, so must those of our employees. Only then will we be prepared to develop new products and services to meet constantly changing needs. In sum, to create a truly inclusive workplace, we must recognize that talent comes in all packages. We must cultivate an open-minded and flexible workforce so that diverse, talented employees will flourish. And finally, we must accept and integrate these different sources of talent into all of our work groups and teams. If we do this right, we will create a vibrant, exciting workplace where intellectual debate flourishes, spurring creativity, efficiency, and growth. PDJ
I believe the industry’s focus should be to maintain credibility as the business climate continues to change. To me, the most important work is “execution.” Delivering on results as expected and impacting the organization’s success is crucial to credibility. This is complicated today by various business cycles and tough economics, but being able to execute successfully in these current business conditions is the sustaining factor. We have to determine what is different, then flex, move and deliver on our diversity strategies. To me, organizational change is diversity. Our ability to bring things across the line in tough times creates capability 1-800-573-2867 www.diversityjournal.com
Chief Diversity and Employee Advocacy Officer Xerox Corporation Xerox is passionate about building and maintaining an unshakeable tradition of valuing diversity in the workplace. For our company, it is a business
educational entities. Support and partnership within targeted community and educational systems, particularly within the Hispanic- and African-American communities, will be key.
At Xerox, we initiated our Balanced Work Force Strategy in 1985. The BWF program is designed to achieve equitable representation with respect to race and gender at all levels, in all functions, in all imperative, vital disciplines, in all business divisions. All to ensuring that managers are required to demonstrate employees—and the company—grow to appropriatediverse behaviors and ensure the fullest potential. The practical realities that their human resource practices are fair of the shifting demographic composition of and equitable. Annual diversity the labor force (particularly in the U.S.) roundtables with senior managers provide indicate that the corporate sector will need employees the opportunity to directly to facilitate the skill preparation of the express themselves to management.
... facilitate skill
preparation ...
future workforce through partnership and alliances with key community and
throughout the whole organization. What would an inclusive organization look like or feel like? It would be engaging and would fully leverage employee talents. Exposure and experiences would be vast throughout the organization and not just in pockets. Diversity leadership would be part of the DNA of leaders. The business case for market growth, productivity and public image would include everyone and the final benefits would be realized extensively. The way we live, work and socialize will express clear value for diversity and inclusion.
Profiles in Diversity Journal
Research and analyses of the United States workforce indicate that we are unlikely to meet our need for scientists, engineers, and technical workers unless more minorities, women and disabled persons pursue science, engineering and technical careers. Xerox and other companies have made significant efforts to expand diversity in the high-tech workforce through scholarships, college liaison programs, grants and key initiatives. Such efforts should be developed on the national and local community levels. Companies’ willingness to make long-term, significant commitment to increasing diversity in this part of the workforce is necessary to achieve diversity in not only high-tech industries but all organizations. PDJ
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Maite Sarrió Catalá Proyecto DIVERS@: Gender and Diversity IUED—Universitat de València, Spain Equal opportunity is one of the fundamental principles in twenty-first century society. In spite of this, and in spite of a general access to all educational levels and massive access to labour market, women have not achieved gender labour equality. The problem becomes more acute for women as they climb up the professional career ladder. It is a fact that women are less represented in management in the public and private fields, and in the higher positions of universities. Even when they break the glass ceiling, vertical and horizontal segregation still appears. Different studies about the promotion of women in management positions developed by our research team produced conclusions that caused changes in our strategies for equal opportunities for women.
numerous patterns of segregation between the sexes. Diversity management involves rethinking the structures, customs and practices that have shaped academic practices for years. The ultimate aim is to establish a culture in which a diversity of people feel respected and valued, while individual talents have the room to develop in the directions that suit them best, and to promote demand-oriented, not gender segregated, education in response to the needs of global society.
Women’s Studies University Institute— Universitat de València—leads DIVERS@: Gender and Diversity, an EQUAL Initiative project sponsored by the European Social Fund in conjunction with Universitat Politècnica de València, Women in Business Federation, Winterthur and Organizations that consider diversity a Conselleria de Economía, Hacienda y competitive advantage will reformulate Empleo of the Valèncian Government, and their own culture to capitalize on an trade unions. The aim of this project is to increasingly heterogeneous workforce and contribute to the higher levels of work customers. Managing diversity may result in higher profit and quality. Developments labour desegregation in enterprises and in universities. The actions designed to like globalization, scaling-up and achieve it are: Diagnosis and research (to competition affect the core activities of analyse equal opportunities within both organizations and universities everywhere—in their shared roles in educa- participating universities and organizations to promote organizational change), tion, research and social involvement. The sensitizing and building ownership (to potential for positive transformation through diversity management makes it an attract attention and to raise consciousness about equal opportunities and diversity), especially valuable strategy for academic training (to develop gender and diversity institutions to maintain a leading role in management expertise), and guidance and today’s society. dissemination (to make the project and its philosophy known and to spread the In such context, the demands to promote women’s potential have become louder. The products and outcomes). PDJ academic arena is still characterised by
Ester Barberá, Mercedes Delagado, Maite Sarrió, Carlos Candela, and Amparo Ramos. Women’s Studies University Institute/Universitat de València (Spain).
... to promote women’s potential ...
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The realities and challenges for organizations in the 21st century will include global literacy, accelerated technology, social responsibility, organizational networking (partnering), and expanding consumer markets that require a workforce that is empowered to solve problems in a global environment. Dealing with these challenges will require a different approach to organizational leadership. Effective leadership not only facilitates the execution of business strategy and the achievement of organizational goals, it indeed accelerates accomplishment. 1-800-573-2867 www.diversityjournal.com
Windows on the Future
Rose-Marie Lewicki
co-worker, stockholder, every part of society must have their unique needs meet.
Master of Law, Uppsala University, Sweden Project Leader for Diversity, Swedbank
Our vision is to be the bank of my opportunity for customer, co-worker,
stockholder and community—a bank for everyone! This demands that we have the ability to be the bank of my opportunity for every interested party. For our vision to come true every customer,
... good for customer and co-worker ...
Pearl J. Alexander Director, Diversity Management Georgia Institute of Technology Development of a critical mass of “competent leaders” must occur if diversity efforts are to maintain momentum.
should be conducted to enhance the credibility of diversity management.
While representation of diverse groups of Leaders of the 21st century must combine people is important, organizations must technical competence with insightful and now focus on comprehensively developing sensitive people skills, regardless of their a culture where the likelihood of career field. For far too long, technical success is achievable and appealing to those competence has been emphasized without who possess the skill sets and competencies weighing the value of making business needed to operate the business and make decisions thoughtfully and efficiently. Most it flourish. Three new strategies that will organizations have very lofty sounding provide this focus include new and values, but rarely is management measured improved career planning programs, by alignment of actions with organizational strategic communications planning, and values. Collaboration across boundaries is measuring the impact of diversity initiatives now pivotal to the success of organizations, in the work environment. and this cannot be accomplished without balanced competency among managers. Never has the need for providing proactive The diversity leader of the 21st century will need to expand his or her own competencies beyond traditional roles. Important competencies must include leading change, strategic communications, and career management. More dedicated research on these issues, which may reveal inequities or malfunctioning systems, 1-800-573-2867 www.diversityjournal.com
employee communications been greater. Employees are requiring more involvement and desiring improved understanding of processes and programs. More transparent and candid communications with employees and prospective employees will positively influence the reputation of the organization.
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The path to our vision is diversity work. Our organisation has been working with diversity in a multitude of ways for a long time. Through different efforts focusing on areas such as gender, ethnicity, age and disabilities we aim to create an environment that is good for the individual, both customer and co-worker. What I perceive, through the windows on the future, is that new strategies for diversity need to be implemented to increase workforce inclusion. We need to better utilize all resources of the individual. The new strategy is that organizations need to have a holistic perspective on diversity work. Photo by Lasse Modin
Swedbank is one of the largest groups of banks in Scandinavia. It has more than 650 offices in Sweden; the bank and its co-operation partners also operate in Finland, Norway, Denmark, the Baltic states, England, Luxembourg, the U.S., Japan and China.
Special Feature
March/April 2003
My experience from both Swedbank and other Swedish organizations is that we have created systems and structures to include the workforce in certain areas and in some parts of the business. To increase workforce inclusion it is important that we widen both the definition of diversity, to include personal matters, as well as the area that diversity work affects. To achieve that, diversity needs to be included as a business strategy and as part of strategic goals. For instance, goals concerning customer contentedness and business closure should include a diversity perspective. Diversity should be put into practice at every level in an organization, and one way of doing this is to systematically evaluate your own business including continuous follow-ups PDJ and improvement work. page 39
May Snowden Chief Diversity Officer, Eastman Kodak Company Leaders must reach deep within their companies, but also reach out to external allies who add credibility and provide proof points for the value of our diversity and inclusion efforts. External advisory panels lend an invaluable outside perspective. Kodak’s external advisory panel, for
Management also must recognize diversity trailblazers for their efforts. The CEO Diversity Award, initiated at Kodak in 1998 by then-Chairman and CEO George Fisher and current CEO Dan Carp (then President and COO), recognizes senior leaders who role-model exemplary leadership and embrace the mindset and behaviors which lead to a diverse and inclusive work group.
... inclusion asks us to build new bridges ... Demographic and market realities have driven corporations to widen their understanding of the cultures and lifestyles of their employees, suppliers, and customers. The path forward, however, requires truly giant steps to engage and accelerate our efforts of diversity and inclusion. Such steps begin at the top levels of corporations. CEOs, CFOs, and COOs, working with diversity leaders both inside and outside their organizations, have led the way to execute strategies of diversity and inclusion. As new cultural changes emerge, the need for increased buy-in, outreach, and third-party validation has increased.
example, enlists former Spelman College President and current President of Bennett College Dr. Johnnetta B. Cole, and attorney Eric H. Holder Jr., the first AfricanAmerican to serve as U.S. Deputy Attorney General. Increasing workforce inclusion asks us to build new bridges for recruitment, professional development and advancement, as well as retention. Diversity initiatives must take root with employees, then reach out to touch suppliers and customers. A clear business case must set the direction for the organization, and measurement tools must gauge leadership accountability.
Within many global businesses, “diversity champions” often emerge in sales, manufacturing, human resources, operations, Facing increased pressure to grow market customer service and recruitment. Their share and customer loyalty while recruiting efforts help steer the organization’s efforts. and retaining top talent, senior executives At Kodak, a Global Diversity Leadership must have a strategic plan for their diversity Team—including HR, technology, business efforts. Many leaders begin by establishing managers, senior executives, and operating principles or values for the communications professionals—helps organization, linking them with the shape our diversity plans. In addition, company’s “critical few” business objectives, employee network groups and other then framing them in a straightforward counsel advocates help create awareness business case for diversity that all and engage employees in transforming the stakeholders can understand. business’ culture to one of inclusiveness.
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Diversity and inclusion must be companywide initiatives, but can originate from different sources. While Kodak has a Global Diversity Office and Chief Diversity Officer, one such initiative—”The Winning & Inclusive Culture”—began as a cultural transformation within our Global Manufacturing operations. This strategy defines continuous learning, celebration of our differences, and our shared vision of playing to win in our marketplaces and with our people. Today, this effort spans leadership commitment, employee education and performance management across Kodak. In addition, companies can focus on supplier diversity events that encourage minority and women-owned businesses to take part in face-to-face conversations with purchasing decision-makers. The goal of such far-reaching efforts is stellar performance across the organization. An inclusive organization, in which management models the behaviors, clearly communicates the business imperatives for diversity and inclusion, and creates participation among all stakeholders, can realize increased productivity and heightened ability to innovate. PDJ
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Lee Hecht Harrison’s Leadership Development/ Coaching Services Have a Proven Track Record of Helping Organizations Create Measurable Results by Developing Their Leaders to be More Effective in Building the Business.
Leadership Development/Coaching ...
G LOBAL C AREER S ERVICES L EADERSHIP D EVELOPMENT /C OACHING H EADQUARTERS 800.850.8405 • www.lhh.com
Windows on the Future
Special Feature
Jennifer Carpenter Workplace Programs/Operations, Law Enforcement Initiative Anti-Defamation League
Douglas Cureton President, CreativiTEAM and incorporates changes in a timely and effective manner. You can foster communication by: Managers who honestly and • Offering “real time” empathetically examine what an communication inclusive work environment experiences, such as should look like are able to Forums, Town Meetings and confidential identify exclusionary practices that impact Face-to-Face Dialogues with Senior productivity and/or employee relationships. Management, where employees can Here are three areas for consideration to discuss inclusion issues, ask open the Window of Inclusion. questions and get meaningful updates in a more personal format. RECRUITMENT—Who’s on the Guest • Providing a hand-held device for List? If your company truly wishes to every employee to input ideas as they include and reflect the diversity of the happen and beam them to the Cyber community you serve, recruiters must Suggestion Box. innovatively access potential employees • Establishing clear consequences in your from both real and virtual venues. For inclusion strategy by recognizing and example: rewarding employees for exemplary • Use the Web as a recruitment tool and behavior and demonstrating prompt and target specific sites to advertise as part of consistent policy violation enforcement. a critical strategy to access the best and • Continually assessing what your the brightest. Statistically, people of color employees value—from parking spaces and people with disabilities use the Web to promotions. Organizations that to look for jobs more than others. efficiently maximize time while • Provide clear definitions of your work minimizing inconvenience for employees environment’s expectations, policies and are evidencing a workforce that is loyal, practices in both print and virtual media. invested and inspired to perform. • Host an open house, invite community leaders and creatively offer your US vs. THEM—Sharing the Perks. To organization’s resources so that attendees effectively deal with inclusion in the can learn more about who is in your workplace, one must acknowledge that the community and how you can assist them. distribution of wealth (compensation,
and education opportunities to challenge all employees to go beyond their current knowledge and experience base and to help them qualify for higher earning potential. • Design non-hierarchical, upscale dining areas where ALL employees co-mingle. Retiring the traditional “executive dining room” breaks down the “us vs. them” mentality. • Prepare all communication with the
... opening the window of inclusion ...
CREATING AN INCLUSIVE WORK ENVIRONMENT. The inclusive organization is one that LISTENS to the collaborative voices of those who build it 1-800-573-2867 www.diversityjournal.com
privileges and perks) is one of the main determinants for employee satisfaction at all levels. Some areas for consideration: • Provide mentoring programs and equitable access to additional training Profiles in Diversity Journal
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understanding that class messages are imbedded in issues dealing with compensation, recognition, promotion and life-balancing issues (child care, health care, safety and security, etc). The Window of Inclusion remains open when managers actively demonstrate inviting and valuing attitudes and behaviors. Likewise, the Window can be easily shut if an organization fails to diligently monitor the negative impact of exclusionary attitudes and practices. The Anti-Defamation League (ADL) is one of the nation’s premier civil rights and human relations agencies. A WORKPLACE OF DIFFERENCE™ is a program of ADL’s A WORLD OF DIFFERENCE® Institute, a full-service diversity consulting and training organization. The Anti-Defamation League gratefully acknowledges Douglas Cureton, President, CreativiTEAM, for his contributions to this article. page 43
PDJ
Rachael Ross
Janet Portzer
Director, Schneider-Ross, UK
Director, U.S. Diversity, GlaxoSmithKline For example, new tactics to help resellers interface more inclusively with changing faces in our markets may be the new competitive advantage. Also, new needs and priorities will drive the requirement for a different kind of employee. In the future, we may find that we begin to value employees with a specific set of talents, and that it will take a new level of savvy for employers to retain these employees with highly desired skills and talents.
In the coming years, we must work on those projects and tasks that will advance our business goals, and we must remain willing to eliminate those efforts that are no longer relevant to our business priorities. In short, we must be ready and able to quickly alter our focus as our business needs change. For some, this will mean changing an internal focus on employee diversity to a more external focus on customer and/or stakeholder diversity. As a result, we could find that business forces would then drive further workforce diversification. For others, our priorities will move from recruiting more diverse employees to working harder on employee development, creating an inclusive environment for those we wish to retain.
For the future, changes and improvements will continue to be essential to our strategy for workforce inclusion. Without a doubt, we will need to be ready and willing to experiment in order to move courageously forward. First and foremost, diversity work must focus increasingly on its role in improving the business. In every industry and sector, we will have to change our approach to match pressing business needs, as those needs evolve. Also, we must be able to measure results, both anecdotal & quantative. While social responsibility will remain a driving force, the days are gone when doing the right thing can excuse our inability to calculate return on investment. When we can prove our ability to add to the bottom line, or to keep the bottom line from shrinking, our diversity efforts will have the attention and respect they deserve and need.
... ready and able to quickly alter our focus as our business needs change ...
Additionally, once we become more effective at multicultural marketing, we may find that we need to focus on providing services to our intermediate customers, rather than end-customers. page 44
PDJ
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Back in 1991 when we wrote our first book, From Equality To Diversity, Europe was just starting out on the diversity journey.
... diversity is at a crucial crossroads ...
Diversity moved up the agenda through a combination of political will and increasing conviction from senior leaders. Diversity was a key HR strategy—ensuring that companies were not only compliant with the increasing breadth of legislation, but also finding, selecting and retaining the talent they needed to drive their businesses (i.e., the “war for talent” or being an “employer of choice”). Now, diversity is not a separate business issue; it is about the sort of business that a company is.
There are some signals that diversity is at a crucial crossroads once again. There are some who might argue that integration was the goal—that diversity has had its “brief moment in the sun” before being absorbed into a wider agenda (say, for Corporate Social Responsibility). They also argue that we should move beyond minority groups to recognize that diversity embraces many elements (company experience, functional background, personality style) which are not related to gender, race, disability, age, or sexuality. On the other hand, many of us will strongly support integration but remind ourselves that we shouldn’t “run before we can walk.” We need to address the barriers that are faced by minority groups, and that this is the best way to develop a properly inclusive organizational culture.
1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Graham Shaw Director, Centre for Diversity and Business, UK
So, some pointers for the future: • The current global hesitation and uncertainty must not put us off our pace—if anything, the need for a radical increase in all of our understanding of different cultures could not be more starkly underlined than by the current tensions in the Middle East. • We need to continue to develop more tangible measures of success in our organizations, which relate progress on diversity to company performance. A project we are working on with our Global Diversity Network—founded by Schneider-Ross and BP—is to develop a truly global benchmarking process looking at the outputs that can be realized by the properly inclusive organization. • The focus on mainstreaming diversity should be used to drive cultural change. This will come from holding people accountable through integrating diversity into performance management processes and providing high quality learning opportunities to support individuals in reviewing and changing their behaviors. The future holds many challenges for all of us involved in diversity, but integration will not mean that diversity moves back down the agenda—it gives us a wider field of operation and, at last, the real possibility of PDJ sustained cultural change. 1-800-573-2867 www.diversityjournal.com
As the European Union expands to become an economic, social and political partnership of about 30 countries, diversity and inclusion are central issues. New pan-European legislative developments on discrimination highlight this fact. As a European-based organisation the main strategic issues for us seem to be: • How to develop core values within the organisation that include diversity and inclusion as a guiding principle, so that all the stakeholders understand its relevance to strategic and operational sustainability. • How to integrate diversity and inclusion into the business objectives of the organisation, through identifying the diversity dimensions of business processes, systems and behaviours, and building a series of initiatives that contribute to meeting the business objectives. • How to find ways to understand and measure the return on investment for diversity and inclusion initiatives, management and practice, especially important in the process of integrating these into the business objectives of the organisation. • How to tie management performance and accountability to include diversity- and inclusion-related criteria, so that day-today decision-making is influenced by these criteria. • How to integrate diversity and inclusion issues into the external reporting processes to include social accountability, socially responsible investing, etc. • How to develop the skills to work with external organisations, such as n.g.o.s that may often be critical of the way the company operates and conducts business.
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It goes without saying that, at the very least, organizations will need to look like the societies in which they operate. All the efforts being made with regard to representation in the workforce should have “paid off.” But there are two other important areas where we need to pay attention: • First, we should be looking seriously at all the other aspects of diversity that act as barriers—status, hierarchy, work style, experience, etc. In addition other issues are emerging such as “genetic identity.” This is emerging as a potential source of new discriminatory possibilities. We have a real opportunity to resolve some of the moral dimensions of these new technological developments before the negative aspects make themselves felt. • Secondly, we will need to address the global dimension and make sure that our operations and suppliers, particularly in developing countries, are also the subject of our diversity and inclusion strategies. This issue is increasingly on the agenda, not only of non-governmental organisations, but also PDJ of current and potential investors.
... addressing
global
dimensions ...
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Helen Bloom Transatlantic Consulting Ltd. Belgium Where should we draw the line between assimilation and integration? That question cuts to the guts of the issues that arise with every group—to what extent will we demand: that women behave like men? older managers learn as quickly as younger ones? religious observers contain their observances to Sundays? members of other racial and ethnic groups behave like the majority? immigrants learn to speak and write in our native tongue? The answers aren’t clear-cut. And even when we arrive at lines that satisfy us intellectually, we know it may take us, our companies and our communities many years to reach those points emotionally.
the-job can be applied to redesigning jobs to match the ways people want to work and live.
... the cloth of work can be cut many ways ...
VSCT need to be combined with true Three strategies, I think, would increase Results-based Performance Management. workforce inclusion dramatically in coming Many companies claim to have performyears: recognition that work-life issues are ance management based on results, but inextricably linked with diversity, they’re far more talk than walk. When the adoption of Variable Speed Career managers insist that they cannot promote Tracks (VSCT), and work redesign. people working on compressed work Most corporate career ladders were schedules because their corporate cultures designed for middle-aged, male won’t buy it, they are admitting that results breadwinners of single career households aren’t their real bottom line. By allowing and feel like straitjackets to everyone else employees to move upwards via Variable (and to most men). Job pressure is hottest Speed Career Tracks and measuring them just when people are forming life partneron delivered results rather than face-time ships, starting families, creating homes, and/or social connections, organizations extending their educations, or caring for will be able to recruit, develop, promote, elders. Variable Speed Career Tracks and retain talent from every population recognize that people may work from age group in all their locations. 18-65+ and allow them to build successful lives simultaneously with successful careers, Measuring and reporting the Return-onclimbing the ladder quickly at some points Investment (ROI) of diversity and work-life in their lives and more slowly at others. practices will be the best way to enhance Managers claim that most jobs can’t be done on a part- or flexible-time basis. That’s true of some jobs, but not all. The cloth of work can be cut in many ways. The same entrepreneurial creativity that organizations ask employees to deliver onpage 46
credibility and win support for work in this area. We practitioners owe it to ourselves, our colleagues, companies, communities, and society to show that there’s money where our mouths are. Only then will managers in the private and public sectors truly buy into inclusion and work-life. PDJ
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Diversity is no longer a “U.S. phenomenon” or simply a “corporate issue” ... the global discussion here has been too late and too little. Diversity conversations cannot stay sequestered inside the walls of U.S.-centric enterprises. Granted, these pervasive issues may present themselves differently throughout the world, but the quest for human rights, justice, and equality spans the globe. The events of September 11, 2001, the most extreme form of intolerance of difference, jolted us from our myopic perspective about the nature of diversity work, and the ongoing threat of more terrorism, war and other forms of violence has widespread ramifications. The growing anti-American sentiment caused by political dissension over the war in Iraq will linger for a long time because these feelings go deeper than just this current conflict. The differences that are playing out along country (ethnic) lines could have significant impact on multi-national companies’ ability to successfully conduct global business. There is a lot at stake. U.S. companies have expanded manufacturing sites in international locations and U.S. companies buy large volumes of components offshore. 1-800-573-2867 www.diversityjournal.com
Windows on the Future
Mary Frances Winters President, The Winters Group Workplace conflict will increase as workers around the world listen to political arguments and naturally form opinions and take positions that could lead to greater tensions and less tolerance for diversity. I have heard numerous times that people from other countries are baffled by U.S. preoccupation with creating inclusive workplaces. Values are so different around the world, that the egalitarian philosophy the U.S. espouses is not always understood or accepted, which is precisely why we should pay more attention to the issues of inclusion on a global level. This new conversation about global diversity is important for the entire world. It is not just about employees getting along, representation, upward mobility, and marketing to diverse customers, it is about the ability to effectively conduct business!
... the events of September 11th jolted us from our
myopic perspective ...
There should be no question about the business case for diversity in today’s world climate. There is huge global interdependence for natural resources, labor and technology. If we do not work collaboratively with each other, it could lead to the demise of the world economy. The future of diversity is here now. It didn’t come gradually but suddenly and with a mighty force. It requires a whole new PDJ definition and approach. 1-800-573-2867 www.diversityjournal.com
Special Feature
Vivian Tate Director of Multicultural Relations, Humana Inc. In order for organizations to reap positive business outcomes in the future, the seeds for tomorrow’s diversity initiatives must be planted and nurtured today. The workforce demographics of this nation are radically changing and organizations must implement strategies that will allow them to attract the best and most competent employees and satisfy increasingly diverse consumers.
revisit that option, as well as flextime, job sharing, and work week reductions. More flexible,
Experts are predicting that there will be a severe shortage of qualified workers during the next twenty years and a significant percentage of the labor pool will be female and people of color. Organizations must develop strategic and comprehensive approaches to recruiting in order to be able to attract qualified workers and future leaders. Initiatives must be implemented that will develop positive external recognition and acknowledgement that a company values diversity. Both passive and active recruiting methodologies must be employed and organizations must “grow their own.” Internal training programs should focus on the developmental needs of existing employees to help them acquire the competency sets necessary for future advancement and success. Those companies that ignore the changes in the workforce will not have the human resources necessary for effective operation. Diversity drives diversity, and companies that grasp this fact will lead the pack in their recruiting efforts.
part-time working options must be offered to stem the hemorrhaging of expertise and experience as baby boomers retire. All benefit programs must be improved and expanded, and employees must be given more options and choices in tailoring their health insurance benefits to suit their specific needs.
... strategic and comprehensive approaches ...
Marketing efforts that do not focus on diverse consumers will fall short. During the last ten years, consumer buying power for people of color has risen at a much faster rate than overall U.S. buying power. Training programs that do not teach cultural competency to hourly and professional employees, or the ability to manage diversity to all managers and business leaders, will be ineffective.
Many diversity practioners can attest to the fact that transforming an exclusionary corporate culture into an inclusive culture is an evolutionary rather than a revolutionary process. The key word here is “process.” Retention is another vital business issue that Diversity cannot be viewed as just another must be addressed. With new technological program; it is an ongoing process. Nor is innovations being developed at warp speed, diversity just a “nice thing to do;” it is a business imperative and those organizations work/life considerations should be given more attention. Those companies that have that realize this today will reap significant PDJ been resistant to telecommuting will have to benefits tomorrow.
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Stephen Young
Rose Patten Executive Vice-President, Human Resources, and Head, Office of Strategic Management BMO Financial Group
... today’s
Transgendered, Blind and Visually Impaired, Latino, Asian-American) were created to raise awareness, foster dialogue, and model inclusive behaviour. Working in partnership with BMO’s leadership, these groups are fundamental to creating a fully inclusive environment.
business reality ... With an ever-changing employee base and shifting demographics, a fully inclusive workforce is today’s business reality. At BMO Financial Group, we understand this reality and for more than a decade we have developed and implemented strategic initiatives and programs to create a fully inclusive organization. By developing Task Forces that focus specifically on women, visible minorities, people with disabilities, and Aboriginal peoples, we continue to work hard to identify and overcome barriers to employment.
In building this environment, leadership should not be bound by the confines of company walls. The business community has a vital role to play in the creation, promotion, and sponsorship of diversity and equity initiatives and activities. The power and influence of individual companies acting collectively through Our strategies are formed on the belief that partnerships and business and community diversity initiatives will be more successful associations cannot be underestimated. As a community leader and a socially if they are sponsored and led from the responsible corporate citizen we believe highest levels of the organization. BMO that we have a responsibility to share our has taken a number of steps to ensure success. We appointed a Vice-President of initiatives and best practices, build stronger Equity and Employee Engagement to lead community ties, partner with other organizations and create alliances within all of BMO’s workplace equity initiatives the financial services industry. Through and established direct reporting communicating strategies and initiatives, relationships between this executive and companies—like ours—can effectively BMO’s most senior management group. work towards the creation of a fully In addition, we created the Chairman’s inclusive workplace internally, within their Council on an Equitable Workplace to respective industries, as well as in their support ongoing equity activities, both communities. Collectively, the role of within BMO and the communities in which we do business. Diversity Councils business is critical to how enthusiastically diversity and equity are embraced. PDJ (employees organized by line of business) and Affinity Groups (employees organized by issue, i.e., Gay, Lesbian, Bisexual and
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Senior Vice President—Global To really achieve the goals that corporate diversity leaders envision may require a complete overhaul of current strategies. This is not to suggest that current corporate programs are ineffective in moving businesses toward a more inclusive workplace; rather, that diversity management is an evolutionary process that requires different strategies at different stages. Even the most mature approaches may be in need of revision. As businesses become more global, the marketplace more competitive and the days of blatant discrimination more diffuse, what, then, will be needed to sustain the growth of a truly inclusive workplace? It seems that this new strategy must focus more directly on measurement and accountability, hone the skills of managing subtle micro-messages, and go well beyond customary commitment by senior leaders, instead making them active, visible and vocal diversity champions.
... must go well beyond customary commitment ... I’m of the belief that the company having an abundance of diversity programs and initiatives, but little engagement at the senior levels of the organization, will fall far short. Conversely, the organization that has few programs but has its senior executives talking about diversity, being seen at diversity events and active in the diversity management process, helps assure significant progress. At JPMorgan Chase, we are moving more aggressively toward the merger of multiple strategies with an emphasis on senior leadership driving the effort. The firm’s 1-800-573-2867 www.diversityjournal.com
Windows on the Future
Diversity, JPMorgan Chase
Special Feature
Linda H. Stokes President and CEO, PRISM International, Inc.
new Balanced Score Card is the mechanism for evaluating business achievement at the most senior levels of our business and diversity is a core component of that scorecard. Diversity results are evaluated as frequently as our other key business initiatives. In this way it becomes embedded in the routine business process. It’s an approach that intuitively drives our leadership to be more engaged, active and demanding about diversity progress within their respective businesses. Businesses will never achieve their diversity goals until future strategies incorporate diversity measurement and day-to-day diversity leadership with accountability. By continuing to place strong emphasis on managing the thousands of micro-messages we all send each day and integrating this all within a more highly structured business process which includes employee affinity groups in helping us identify the real issues, we’re confident we can accomplish the results we so aggressively strive toward— leading this business toward the next level of a truly inclusive workplace. PDJ
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Aligning the organizational diversity initiative with the daily departmental business realities is an increasing priority for organizations. Addressing this challenge, organizations are enlisting their managers to drive organizational change by having them lead departmental diversity discussions. The key to changing organizational behaviors lies with the directors, supervisors, coaches and leads—the managers, who are ultimately responsible for meeting departmental goals. Managers know the business, the challenges and the behaviors their teams are facing, and it is the managers who are responsible and accountable for both. Ultimately, they decide how organizational diversity values and vision are actually integrated into daily activities and decisions.
... managers are the fulcrum for leveraging change ... If an organization wants a culture shift to occur, if the vision is to integrate diversity into the business, if the decision is to “drive diversity through the organization,” or just to “change some behaviors around here,” then managers must be aligned, be equipped and be held accountable. They are the fulcrum for leveraging organization-wide culture change.
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Some managers may not see diversity as part of their job and would rather “leave it up to HR and the diversity department.” Other managers are actively involved in their diversity process. Still others may not possess the knowledge and skills, or know how to fit diversity within their departmental schedule. What are some organizations doing to build managerial diversity competencies? Their managers are holding diversity discussions during staff and team meetings and discussing how diversity is playing out in their departments with staff involvement, commitment, idea generation, quality, opportunities being missed, new product and cost saving ideas, customer service and team tensions and issues they are having. That is why PRISM has developed tools like our Diversity Discussion Starters™ and Diversity Xpress Series™ that help to incorporate brief, bitesized, business-relevant, decision-focused diversity topics into staff and team meetings. These are carefully scripted, activity-driven diversity conversations that provide managers with tools that give them the competency, knowledge, and skills to conduct productive meetings; training sessions with this type of tool prepares managers and ensures that they “get it.” With diversity aligned with the daily departmental business realities, managers are able to effect and drive organizational change. With manager-led diversity conversations, everyday words, behaviors and decisions begin to reflect the organization’s commitment, vision PDJ and mission. page 49
Salvador Mendoza Director—Diversity, Hyatt Hotels Corporation Social issues aside, the question of whether diversity will prosper in a free market economy at some point gets back to the question of whether it is a “paying” proposition. The answer depends on if you measure how helping people connect with each other furthers the goals of an organization, strengthens its business partnerships and creates positive change within the community.
vendor contracts for everything from flowers to furniture? And what are we doing to bring about the positive changes that will ensure a steady supply of qualified employees, loyal customers and trusted business partners from the communities that surround us?
environment where talent can flourish and where everyone enjoys equal opportunity. So how exactly does diversity become a “paying” proposition? Through the quality recruiting that comes with recognition of Hyatt by respected journals as one of America’s best companies for minorities. Through higher satisfaction and productivity, and lower turnover, which enhances dedication to the success of our brand. Perhaps the greatest measure of success is our credibility as an organization, evaluated each day by our employees, guests and business partners, as well as the community at large. All of these things make diversity the most important business proposition of them all.
To focus our efforts as an organization, a few years ago, Hyatt assembled a Diversity Council from all parts of the company. We also saw the need to begin working from the bottom up through Diversity There is a good reason for examining Councils at each hotel, which guide the diversity in this light. While the impetus for local efforts of more than 40,000 employees diversity programs begins with desirable across the U.S., Canada and the Caribbean. social and political goals, the strategic It may sound simple, but we ask for an commitment needed to make it a part of individual commitment from each the company’s business strategy can come employee to help us work together only from the highest levels of an towards our diversity goals. We give them organization. Few executives could make an important commitment in return: the such a commitment without assuring it is assurance that they will be working in an PDJ both: measurable and in the economic interest of the company. Using this thinking, it is only natural that diversity has Director, Equal Opportunity for Women in the Workplace become a core value at Hyatt Hotels. By its very nature, we believe a hospitality Australia has federal government legislation opportunity give them a major bottom-line company that reflects and resembles the that requires more than 2,600 Australian advantage. We just have to help the rest to communities it serves is a stronger, more private sector and non-profit organisations see it that way, too. vital competitor than one that does not. to report each year to the Equal
... how does diversity become a “paying” proposition? ...
Fiona Krautil
But a commitment to diversity at the top, no matter how enthusiastic, is not enough on its own to bring about lasting change. For that, an organizational awakening is needed through communication and training to build consensus and unity of purpose. We ask ourselves tough questions: Are we accepting the uniqueness that our coworkers and guests bring into our places of business? Are we giving equal opportunities to women- or minority-owned firms on
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Opportunity for Women in the Workplace Agency (EOWA) about their initiatives to advance women in the workplace. This gives EOWA unparalleled insight into what is happening for working women throughout this nation of 19.8 million. While we have some true leaders in workplace diversity, our major challenge is that too many employers still see EO as a risk management or compliance issue rather than a strategic business issue. The real leaders know that diversity and equal
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EOWA does this through its strategic focus on education and partnerships. Our own experience shows the key to achieving real outcomes for women—and by extension, in all other areas of diversity—is to engage the heart and mind of the CEO. To produce this kind of CEO engagement, the EOWA hosts the Business Achievement Awards (BAAs). Each year at the BAAs, EOWA lauds organisations and individuals who have achieved outstanding results in advancing women in their workplaces. The judging process is rigorous—policy is not 1-800-573-2867 www.diversityjournal.com
Windows on the Future
Special Feature
Edie Fraser President and CEO, Diversity Best Practices What would a fully inclusive organization look like? Diversity Best Practices contends that to be “best in class” for diversity requires basic elements: • Commitment from CEOs, Boards of Directors and Top Management—top-level commitment with a “seat at the table” for diversity and an understanding the impact it has on the bottom line, followed by a commitment to measure and ensure that a bonus and rewards system is in place for diversity goals and achievement • Senior diversity officer with key staff support • A Diversity Council which reviews and measures broader diversity goals • A sound organizational structure operating under a cross-functional model i.e., recruitment and retention with upward mobility, mentorship, affinity groups and training and education;
communications from internet support to internal and external
... respected throughout business units ... programs; external group liaison; sponsorships and events; philanthropy and community support; supplier diversity; strong research capacity and measurement support • Strategic program initiatives stressing diversity as a business discipline. • Strong goals that are measured, quantifiable and qualitative • An HR system that has “pipeline movement” and measurement of change to be a diversity leader • Diversity initiatives imbedded throughout the workforce, market and all other stakeholders
• Measurement and benchmarking systems • Innovative training and education • Communications initiatives • And multicultural marketing for anyone with a customer base or suppliers. Diversity would function across the company and, as a function, have respect throughout the business units as well. It would be seen not only as a business imperative but also a prerogative to meet changing demographics. There would be a new recognition to create synergies among business functions and units, embedding diversity in the infrastructure. There would be a recognized focus on managers and middle managers, creating champions across all business units. Diversity must PDJ drive deep and wide.
Agency (EOWA), Australia enough; finalists must have demonstrated both the application of those policies and accountability for the results.
... engaging the heart and mind of the CEO... The associated EOWA Employer of Choice for Women citations recognise organisations that are leading the way in developing the potential of every member of their workforce, male or female. Each year the competitiveness among CEOs for these awards grows stronger. This year we had 46 CEOs in an audience of 270; all enjoy being 1-800-573-2867 www.diversityjournal.com
part of the process, and we get our message across in the most effective way possible. Another extremely effective strategy has been our production of the first Australian Women in Leadership Census, in conjunction with U.S.-based Catalyst. Our 2002 findings—that with women occupying less than 9% of both senior executive and board positions of the country’s Top 200 publicly listed companies, Australia was 10 to 15 years behind our U.S. business competitors—drew front-page attention nationally. They also ignited serious debate; Australia has an excellent education system, and is producing talented, ambitious girls. Must they “settle for less?”
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EOWA will continue to provide these much-needed metrics annually as part of our ongoing work to position ourselves as a Centre of Excellence in this area. Every day we see the effectiveness of this strategic PDJ approach. page 51
Jeanette Forder Vice President—Diversity, European Corporate and Investment Bank, Citigroup, UK With a presence in more than 100 countries where some 90 percent of employees are local, Citigroup is one of the most diverse companies in the world. This high profile global presence is one of the main drivers behind embracing diversity and is a key element in Citigroup’s overall strategy. Citigroup has a vision to achieve a true meritocracy and a diversity programme that is based on a strongly-developed business case. Addressing the challenge of embedding diversity within the organisation has led to the creation of a permanent framework for Citigroup’s diversity infrastructure under the overall branding of CitiDifference. CitiDifference comprises a senior level committee with representation from all major business areas which is responsible
for setting the overall diversity strategy and for guiding the employee networks. In addition, we have launched a number of advisory groups: CitiWomen, focused on gender diversity; CitiPride, to foster an environment where sexual orientation is no barrier; and CitiRoots, to promote ethnic, racial and cultural diversity at all levels. The creation of these groups has enabled us to broaden the diversity initiative from its initial gender base and to ensure that diversity is inclusive. Future challenges include the desire to build on our successes by engaging more people in the programme—to “drill” down
... to “drill”
into all levels of the business, whilst expanding the initiative to develop new areas such as disability and age. With the ever changing legislative environment, other challenges will arise which will call upon us to focus our initiatives on a more pan-European basis. The expansion of the CitiDifference framework into Continental Europe is crucial in meeting this challenge. A major goal for the future is to create a workplace where diversity has become such an inherent part of the culture that a specific programme is no longer necessary.
down to all levels ...
PDJ
Ana Molinedo
Starwood operates VP, Diversity, Communications 750 properties in and Community Affairs 80 countries, so internal communications can Manager of Diversity present a challenge. Starwood Hotels & Resorts tailored to culturalWhen our organization implemented a specific needs. company-wide performance appraisal process (our 360-feedback tool), it We are in the process of required the distribution of over 43,000 offering inclusion training across the board, surveys in 11 languages. challenging our associates to really explore their inner biases and perceptions that Our life management policies (often impact creating and sustaining an inclusive referred to as work/life benefits) include culture. Our objective is that associates areas where associates can manage begin to understand the type of behavioral themselves through different life cycles or personal needs. Some of our current efforts characteristics that support lasting change.
Todd Corley
include a telecommuting policy, domestic partner benefits, and a disability internship program. Since the concept of a life management policy is broad, it continues to allow us to explore, introduce and debate other unique offerings, which can be page 52
Last year, at the recommendation of the council, Starwood announced the implementation of diversity metrics that are tied to an executive’s bonus and stock options. Clearly a message, in only the
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second full year of the diversity and inclusion effort, that our efforts are taken seriously and we have top-level buy-in established.
... clearly a
message ...
The work of inclusion is only credible when change is made and sustained within the organization and with external business relationships. What makes this work credible to internal and external audiences alike are measurable results—in PDJ culture, numbers and dollars. 1-800-573-2867 www.diversityjournal.com
2 0 0 3OCT 14-15 DIVERSITY AND WOMEN LEADERSHIP SUMMIT & GALA
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OCTOBER 14 - 15, 2003 Business Women’s Network and Diversity Best Practices invite you to be a part of one of the most dynamic leadership conferences this year. The Diversity and Women Leadership Summit offers business women of today the opportunity to network with corporate and government leaders, other delegates and entrepreneurs from around the globe. The two-day long program will spotlight business leaders from near and far who will share their success strategies and insight - addressing an extensive list of topics from Multicultural Marketing to Women and Heathcare; from Supplier Diversity to Recruitment, Retention and Advancement and much, much more!
OCTOBER 15, 2003 The 2003 National Diversity Awards Gala promises to be more powerful and exciting than ever before! Building on the momentum of the 2002 Gala, Diversity Best Practices will recognize the achievements of ten distinguished CEOs in championing diversity. We will celebrate our nation’s progressive business, government and organizational leaders who realize that valuing differences and promoting equal opportunity have increasingly positive impacts on a corporate or organizational brand, workplace culture and financial performance.
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Legal Briefings
Holland & Knight LLP
T
his year, the Supreme Court will confront the most important civil rights issue in education since the 1978 Bakke decision—an issue that has critical implications for our entire American society, but particularly to the business community. In a pair of cases from the University of Michigan, the Court will determine the constitutionality of admissions policies in public higher education intended to foster diversity (which many credit as one key to the
growing international competitive success of American business). In a unique and unprecedented show of support, as of this writing, nearly 70 Blue Chip corporations have voluntarily entered this legal battle on the side of the University. Sixty-five corporations joined in a “friend of the court” brief (commonly termed the “Fortune 500 brief”) that champions diversity in higher education and in Corporate America. General Motors filed its own brief in support of the University, and Du Pont and IBM joined in a brief
submitted by science and engineering schools and associations. In addition, 18 media companies, some minority-owned, filed a brief supporting the University. (On March 28, 2003, MTV Networks filed a brief, and motion to submit the brief out of time, on behalf of the University.) Other establishment institutions, including elite private and public universities, retired highranking military officers and national defense leaders, and the National Education Association, are all backing the University’s efforts seeking to overcome hundreds of years of overt and invidious discrimination that has systematically denied African Americans and other minorities fair and equal access to the wide array of opportunities, most notably in higher education, available to White Americans. It is ironic that the federal government, once the leading protector of minority rights in America, has now faltered under President Bush (who has failed to be a leader and a unifier on this important issue of inclusion). Bush’s condemnation of
corporate america weighsin
MAKING THE BUSINESS CASE FOR DIVERSITY BEFORE THE SUPREME COURT
Weldon H. Latham Senior Partner, Holland & Knight LLP page 54
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Trent Lott was rendered hollow and meaningless by his lack of understanding that the segregationist policies of 1940s America are the reason that the University of Michigan admissions policy is still essential today. If our nation had not, first legally, and then in practice, continued to limit access by minorities to public accommodations, voting rights, schools, jobs, and business opportunities based solely on race, minorities today would not need affirmative action. They could rely on merit, in contrast to “legacy admissions” (the real preferential programs that admit the children of alumni), the vast majority of whom (including President Bush) are white males. Today, several major corporations are assuming the neglected role of government and making the business case for diversity. As Roger Crockett wrote in Business Week, corporations believe “that as minorities’ share of the U.S. population has mounted, diversity has become a critical workforce requirement.” He explains that “the nation’s colleges are an essential part of the pipeline that feeds new hires to large companies.” Corporate America is asking the Court to keep that diversity pipeline open and avoid a return to the de jure and de facto exclusion of African Americans and other minorities. As the Fortune 500 brief observes, “There is not, and cannot be, serious debate about the importance of maintaining racial and ethnic diversity in our nation’s leading colleges and universities.” Moreover, the corporations note, universities’ consideration of diversity is “vital to the interests of American business, and it is necessary to ensure that members of all segments of our society receive the education and training they 1-800-573-2867 www.diversityjournal.com
Corporate America Weighs In: Making the Business Case for Diversity before the Supreme Court need to become the leaders of tomorrow.” Corporate America is appropriately defending the policies it developed in response to a government that sought integration over the past 35 years to promote fairness, inclusion, and the benefits that diversity offers. This action is particularly striking because big business is at odds with the position taken by the Bush Administration and conservative legal groups. The Court should take heed of big business’ position and not disrupt policies that have been put in place over generations and that have worked to counter the racial inequality in American society. Remedial actions to overcome continuing racial discrimination and exclusion are clearly still needed. The job is not yet done and our President’s lack of understanding—or worse, pandering to the extreme right wing—is a major disappointment to Americans of color. Not since the decision in Regents of the University of California v. Bakke has the Court addressed the issue of affirmative action in public higher education. Since that time, Bakke has been interpreted to mean that schools can consider race as one admissions factor, but clearly cannot establish racial admissions quotas. Other than disingenuous rhetoric to the contrary, no one, including the University of Michigan, is endorsing any type of quota. The Bakke ruling is being revisited this year in Grutter v. Bollinger, which challenges the University of Michigan’s use of race and ethnicity as one factor in its law school admissions and Gratz v. Bollinger, which concerns the school’s undergraduate admissions. In both cases, rejected white applicants have argued that the admission policies violated their constitutional rights. Why did they not attack the process by 1-800-573-2867 www.diversityjournal.com
which the children of alumni receive the same type of so-called “preference” based on their parents’ alumni or legacy status (where the overwhelmingly vast majority of these students are white)? The rejected white students could have been rejected not due to an affirmative action candidate, but
An adverse decision for the University, turning back the clock on efforts to approach fairness and inclusion in our society, could severely limit America's talent pool —shrinking the ranks of people of color and white women who are prepared to excel in America's businesses. rather due to another white applicant granted admission due to a “legacy.” According to the Washington Post, in 1978 few business interests entered the Bakke case, and those that did—the U.S. Chamber of Commerce and the American Federation of Teachers—supported Bakke. That is in stark contrast with the position business asserts today, and reflects the success and acceptance of the post-Bakke diversity efforts that have begun to open institutions of higher learning, the professions and corporate suites to talented women and people of color. Enlightened business leaders have recognized that minorities
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Legal Briefings
and women represent the “majority” of their stockholders, customers and employees, and should some day soon represent the majority of their executives and members of their boards of directors. The reason it is not the case today, is because women and minorities have been systematically excluded and denied the opportunities to gain the best education and professional experiences to prepare them to participate freely in the highest levels of our nation’s major corporations. An adverse decision for the University, turning back the clock on efforts to approach fairness and inclusion in our society, could severely limit America’s talent pool—shrinking the ranks of people of color and white women who are prepared to excel in America’s businesses. It would also decrease the diverse educational experience and the number of individuals, minority and non-minority, who are educated in cross-cultural environments. This would diminish the benefits society gains from a workforce composed of individuals with differing viewpoints and experiences, as well as the greater understanding all workers obtain from having been educated in a cross-cultural, multi-ethnic environment. Business has recognized that the Supreme Court could erroneously stifle the corporate diversity talent pipeline. That would be an unwelcome outcome, because the success stories which have emerged from this pipeline since our government began taking remedial actions to reverse the wrongs of de jure and de facto exclusion are both abundant and apparent. These successes alone amply demonstrate the strength of the business case. The generation of leaders which has emerged, post-Bakke, includes talented CEOs, such as Richard Parsons of AOL Time-Warner, page 55
Legal Briefings
Corporate America Weighs In: Making the Business Case for Diversity before the Supreme Court
Kenneth Chenault of American Express, Franklin Raines of Fannie Mae, Andrea Jung of Avon, Stanley O’Neal of Merrill Lynch, Brenda Gaines of Citicorp Diners Club North America, Patricia Russo of Lucent and Anne Mulcahy of Xerox. Highly regarded major corporate General Counsels, such as Deval Patrick of Coca-Cola, Joaquin Carbonell of Cingular, Roderick Palmore of Sara Lee, Jose de Lasa of Abbott Laboratories, Wayne Budd of John Hancock et. al., have also come to the fore during this era. Indeed, even Bush Administration officials Colin Powell and Condaleeza Rice have acknowledged that affirmative action helped open doors for them to demonstrate their considerable talents. In addition, and perhaps most
put, corporate America is defending diversity—an important societal policy that has enhanced the quality of their workforces, their efforts to successfully compete globally—indeed, the very ability of America’s businesses to continue to thrive in the twenty-first century.
Corporate America Joins the Diversity Legal Battle
In the lower court cases, General Motors first filed a brief on behalf of the University. This effort was followed by Steelcase, which filed a brief on behalf of 32 Fortune 500 businesses. It is significant that 68 companies—almost twice the number that appeared in the lower courts—are supporting the University before the Supreme Court. (See the “Simply put, corporate America is sidebar for a complete defending diversity and their future—an important societal listing of the Fortune 500 policy that has enhanced the companies supporting quality of their workforces, the University.) their efforts to successfully compete globally—indeed, the very ability of America’s businesses to continue to thrive in the twenty-first century.”
The corporate briefs do not focus on the precise admissions mechanism used by the University of Michigan. Rather, they Weldon H. Latham Senior Partner argue that business—and American society as a importantly, thousands of quite talented, whole—has an interest in achieving but unheralded, individuals who fifty years a diverse workforce. They also have an ago would not have been permitted to work interest in developing employees, citizens, in Corporate America (much less the upper and leaders who understand diverse echelons of government) now make cultures, and can live, learn from, and significant contributions on a daily basis. work productively with others from different backgrounds. Business has responded to this threat with an unparalleled show of support for Corporate America Argues The diversity. Corporate America’s reaction is Diversity Business Case particularly striking, because the businesses The companies have advanced several are not parties to the Michigan cases, key arguments in support of inclusive nor will the Supreme Court’s action admissions policies: immediately impact corporate bottom lines, or affect their shareholders. Simply page 56
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America’s Diverse Population and the Global Nature of American Business Requires a Workforce that has been Educated in Diverse Environments. Almost half of the U.S. population will be composed of minorities by the year 2050. Moreover, most of the companies filing the Fortune 500 brief are truly international, competing across the globe, serving and working with people from multiple cultures and backgrounds. Thus, there is a critical need for educational environments where students are exposed to diverse ideas, perspectives, and interactions. Individuals gain important cross-cultural experience and understanding from such settings which, in turn, helps them function more productively in the real world. Exposure to Diverse Educational Environments Produces Employees More Likely to Succeed. Minority and non-minority individuals who have been educated in a diverse environment are more likely to succeed for several reasons: (1) They are better able to “facilitate unique and creative approaches to problemsolving arising from the integration of different perspectives.” (2) They can better develop “products and services that appeal to a wide variety of consumers and to market offerings in ways that appeal to those consumers.” (3) A “racially diverse group of managers is better able to work with business partners, employees and clientele in the United States and around the world.” (4) They are “more likely to contribute to a positive work environment,” decreasing incidents of ignorance, prejudice, bigotry, stereotyping, and discrimination. (5) An “educational environment created by consideration of the potential promise of each applicant in light of his or her experiences and background” is 1-800-573-2867 www.diversityjournal.com
Corporate America Weighs In: Making the Business Case for Diversity before the Supreme Court likely to produce the most talented possible workforce. Diversity is an Increasingly Critical Component of Corporate Business, Culture and Planning. Big business employs an ever more diverse workforce and recruits from schools such as Michigan, which have diverse student bodies. The Fortune 500 brief notes, for example, that the percentage of minorities in Microsoft’s domestic workforce has grown from 16.8% in 1997 to 25.6% today. In addition, many of the companies spend millions annually to support or recruit minority students at the University of Michigan and other such schools.
Bush Administration Position Flawed
Sixty-eight companies have submitted “friend of the court” briefs in support of the University of Michigan General Motors Brief: General Motors Corporation Brief by “Fortune 500” Companies: 3M Fannie Mae Abbott Laboratories General Dynamics Corporation Alcoa, Inc. General Electric Company Alliant Energy Corporation General Mills, Inc. Altria Group, Inc. John Hancock Financial Services American Airlines, Inc. Harris Bankcorp, Inc. American Express Company Hewlett-Packard Company Amgen Corporation Illinois Tool Works, Inc. Ashland, Inc. Intel Corporation Bank One Corporation Johnson & Johnson Baxter Healthcare Corporation Kaiser Foundation Health Plan, Inc. The Boeing Company Kellogg Company Charter One Financial, Inc. KPMG International for KPMG LLP Chevron Texaco Corporation Kraft Foods Inc. The Coca-Cola Company Lockheed Martin Corporation Coca-Cola Enterprises, Inc. Lucent Technologies, Inc. DaimlerChrysler Corporation Medtronic, Inc. Deloitte Consulting Merck & Co., Inc. Deloitte & Touche LLP Microsoft Corporation The Dow Chemical Company Mitsubishi Motors North America Eastman Kodak Company MSC.Software Corporation Eaton Corporation Nationwide Mutual Insurance Co. Eli Lilly & Company NetCom Solutions International Ernst & Young LLP Nike, Inc. Exelon Corporation Northrop Grumman Corporation
In contrast to big business, the Bush Administration filed a brief on behalf of the white students seeking admission to the Michigan programs. The Bush brief argued that ensuring that public institutions are open to diverse people was a “paramount government objective,” but that it should be achieved through “race neutral” means, such as the “affirmative access” programs that exist in Texas and Florida. Critics have pointed out, however, that these programs fall short of their goal and appear to be politically rather than practically motivated. “Affirmative access” programs typically guarantee admission to the state’s public universities to a certain top percentage of students at each in-state high school. But, as lawyer Martin Michaelson pointed out in Newsweek magazine, “the programs rest on the dubious premise that ‘residential segregation patterns are a better method for 1-800-573-2867 www.diversityjournal.com
Legal Briefings
choosing a college class than the judgment of educators.’” Newsweek also observed that such programs may “reward less qualified students than traditional programs.” In effect, the Bush administration seeks to have it both ways—claiming to champion diversity, but advocating that society achieve that goal by using measures that are not effective. Bush’s position is particularly ironic because, in being admitted to Yale, he likely benefited from the ultimate “program” that is commonly granted to “legacies,” or children of alumni. These sorts of preferences are not under attack in the Michigan cases and ignore the fact that the vast majority of “legacy” students are white, because of hundreds of years of inappropriate exclusion of minority students.
Profiles in Diversity Journal
Pepsi Bottling Group, Inc. PepsiCo Inc. Pfizer Inc. PPG Industries, Inc. PricewaterhouseCoopers LLP The Procter & Gamble Company Reebok International Sara Lee Corporation Schering-Plough Corporation Shell Oil Company Steelcase Inc. Sterling Financial Group of Cos. United Airlines, Inc. Whirlpool Corporation Xerox Corporation
Brief by Science and Engineering Schools and Associations: International Business Machines Corporation E.I. Du Pont de Nemours and Company
Conclusion The depth of corporate America’s embrace of diversity, as demonstrated by big business’ showing before the Supreme Court, establishes why some have argued that the business case for diversity transcends political expediency. Steve Miller, former chairman of Shell Oil, Houston, Texas, and current chairman of the Points of Light Foundation (which was founded by the first President Bush), said in the Chicago Tribune, “I think it is an American question. We limit our ability to understand the potential of diversity if we think about it in political terms. I think it will determine how successful this country is.” Or, as noted in Business Week, “Diversity is good business,” Bank One’s
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page 57
The Changing Landscape
PRISM International, Inc.
A COMPREHENSIVE AND FLEXIBLE PROCESS FOR
strategically leveraging diversity Linda Stokes President & CEO, PRISM International, Inc.
A
t a recent diversity council meeting, members were discussing starting a “women’s network” when someone asked why they felt they needed it. “We need more women and we need to move them up in the company,” came the answer. The questions continued, “Does the company see it that way? With what business strategy would the women’s network be aligned? What problems do you foresee in sustaining and funding the network without real strategic alignment? What concerns do you have about addressing various behaviors, practices and policies in reaching your goal of bringing in more women and promoting them?” The council members became silent.
Diversity is not a strategic process when it is a series of piecemeal activities In this case, the women’s network was a piecemeal tactic operating out of the diversity council—separate and apart from a strategy aligned with the the “business of the business.” Piecemeal diversity occurs in the absence of a strategically focused diversity plan. Piecemeal diversity 1-800-573-2867 www.diversityjournal.com
programs, celebrations and activities are seductive. Yet they result in a “siloed,” less impactful and sustainable effort. And once in the piecemeal cycle, it can be difficult to break out and set up a more strategic, business relevant, measurable process.
Gap model process When working with executives, diversity managers, councils, networks, supplier and mentoring program owners, value is added by encouraging the group to answer a series of thoughtful questions designed to drive answers for closing business gaps in ways that bring measured results. The questions and analysis are derived from a comprehensive process for strategically leveraging diversity composed of a flexible framework of six components. This process approach is not “lock step,” but begins with where the organization is, relying on the culture and actual workplace, workforce and marketplace business issues to enable them to flexibly, yet strategically use the process. This process utilizes gap analysis thinking to help organizations determine where they are relative to where they want to be, by identifying their gaps based on business
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realities in five different areas. The process then guides executives and council members to establish strategies and tactics linked to specific strategic priorities and tied to business outcomes. The six components that comprise the PRISM PROCESS™ are: • Organizational Vision or How can strategically leveraging diversity assist in creating an organization with competitive advantage? (future state) • Assessment or Where’s the organization now? (present state) • Strategic Planning • Implementation • Measurement • Continuous Improvement This systematic process is similar to those used in all areas of the business—from quality to marketing. Yet, when it comes to diversity, a process approach is often abandoned for an activity approach. While the model seems apparent, the execution of the components takes skill and experience.
page 59
The Changing Landscape Strategically Leveraging Diversity Organizational vision —or Where can the organization go? What can it be by strategically leveraging diversity? (future state) Objectives: • Understanding/defining diversity for the specific business • Clarifying organizational mission/vision • Developing business motives and implications • Establishing the business case • Identifying Key Performance Measures In this component, senior leadership is engaged and committed to defining their organization’s vision and mission relative to diversity. From a bottom-line perspective, they get very clear on their business motives for implementing a diversity process. A business meeting is conducted to look at diversity as a lever for meeting business objectives. Strategies and tactics are established that support the goal. Key performance indicators are identified for tracking and measuring progress.
Assessment—or Where’s the organization now? (present state) Objectives: • Gaining organizational understanding of current status of diversity related issues, thoughts and feelings, barriers and strengths • Building awareness, energy and commitment for change • Focusing and prioritizing change interventions and training programs • Providing a basis for Action Planning • Establishing a means of monitoring progress This component answers the question, “Are there barriers to leveraging diversity that detract from meeting our business goals?” A “snapshot” of the organization through an assessment provides information that identifies real issues for future page 60
focus and provides a benchmark for tracking the improvement of some of the focused issues that have been identified. Assessment involves surveys, focus groups and one-on-one interviews and culminates in an extensive, action-oriented report by office, state, or region that encompasses the demographic slices that are chosen. Facts, perceptions and feelings are gathered and presented with analysis and recommended next steps to senior groups. A communication plan is built for sharing the results with shareholders and stakeholders.
Strategic planning
tactical function to insure that the essential activities that have been identified in the strategic planning component are deployed. These tactics include training, job rotation, mentoring, work/life initiatives, minority supplier programs, recruiting, review of policies and procedures, etc.
Measurement Objectives: • Process • Outcomes Every part of the business depends on measures. Diversity tends to rely on the kind of measures that send very mixed messages to managers and to the organization by focusing on representation alone or, as Dr. Mickey Dansby says, “counting heads.” Done correctly,
Objectives: • Who, What, Where, Why • Timetable • Investment (financial and resource) • Strategic Communications Plan As a result of apparent gaps, strategic planning is the process used to build the “Piecemeal diversity programs, road map for identifying celebrations and activities and prioritizing strategies are seductive. Yet they and tactics for connecting result in a ‘siloed,’ diversity to business less impactful effort.” realities. It prioritizes the Linda Stokes tactics and sets the plan for President and CEO closing the gaps. Essential and foundational questions of who, what, where, why, how and when measurement ensures that impactful are asked and answered. This component tactics are being implemented and includes building an infrastructure to accountability is established for closing implement the plans and support the gaps. Through the identification the activities. and tracking of key performance indicators,
Implementation Objectives: • Involve-Enroll-Empower-Measure • Intervene • Training • Organizational Development The implementation component is a
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the organization and the diversity process can realize progress and results. An organizationally tailored, consultative process that produces a customized, easy to maintain and use measurement tool should be used to measure, monitor and report progress.
continued page 64 1-800-573-2867 www.diversityjournal.com
HE VALUES EDUCATION, THOUGH NOT AS MUCH AS FAMILY. HE'S METHODICAL IN HIS JOB SEARCH, BUT MOST AT HOME WITH WORD OF MOUTH. HE'S MANY THINGS YOU MAY NOT UNDERSTAND AND MANY THINGS YOU SHOULD. HE'S YOUR TARGET AUDIENCE. YOUR FUTURE. AND WE THINK IT'S TIME YOU MET.
Diversity, by its own definition, means different things to different people. But no matter what your diversity objectives, your ability to capture your audience greatly depends on your understanding of their attitudes, media habits and career selection criteria. At Bernard Hodes Group, our Diversity Services Consultants give you the insights and expertise you need to reach the right audience with the right message. And every step of the way, we make it our business to understand yours. Bernard Hodes Group is more than a leader in integrated recruitment communications and staffing solutions. We're a partner. A stakeholder that provides you with the answers you seek, the experience you need and the service you deserve. Discover how our expertise can impact your own. To learn more and to receive a copy of our Health Care Matters 2002 Compendium, featuring a year’s worth of essential diversity news, and edited by Annette Merritt Cummings, Vice President and National Director, Diversity Services, visit us at www.hodes.com/matters Call 888.438.9911
TALENT MATTERS Visit www.hodes.com
ENGAGING AND IMPACTFUL Employees Get the Diversity Big Picture
“ PRISM’s Diversity
Knowledge Maps™ bring in everyday situations and show how they impact us. They are a more creative way of learning - of getting people to understand what diversity is all about. The maps are great tools.
”
Siemens Corporation, Chicago
PRISM’s Diversity Knowledge Maps™ a new dialogue-based approach to diversity communication and training that gets employees “on board” with diversity by creating a compelling, fact-based business case that presents the organization’s diversity strategy in a comprehensive, meaningful and engaging way. Specifically, this experience: • builds your compelling business case for diversity • brings clarification and consensus to the definition of diversity • promotes a consistent understanding of the organization’s diversity strategies and tactics • addresses opportunities and barriers to leveraging diversity • explains individual’s role in the diversity process
Key Benefits • Accelerated learning • Easy implementation • Engaging and interactive • Quality, consistent message • Cost-effective •Group size flexibility
Learn more about PRISM’s Diversity Knowledge Maps™ by attending a one-hour webinar. Register today by calling 1.888.99PRISM or on-line at www.prism-international.com
PRISM’s Diversity Knowledge Maps™ were developed in collaboration with Applied Learning Labs, Inc.
© 2003, PRISM International, Inc.
weighs in
Continued from page 57
Chief Legal Officer, Christine Edwards, reported. Corporate America has forcefully expressed that view to our highest court. As this effort by our largest corporations has made clear, the Supreme Court’s decision in the Michigan cases will resonate far beyond the college campus. It could impede, or even destroy, efforts that businesses and others have made over more than a quarter-century to help society reap the benefits of the diverse experiences and talents of all its members and overcome the shameless acts of our forefathers from slavery to internment to persistent Jim Crow laws. A well known statement that originated with an Eisenhower Secretary of Defense that “what is good for General Motors is good for the country” may be truly appropriate in this situation, where
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σ
THE
Holland & Knight LLP
Six Six Sigma
President Bush should learn from the leadership of General Motors in recognizing the value of diversity as evidenced in the Michigan cases. As GM President and CEO Jack Smith stated in the company’s amicus brief, “having people of different ethnic, racial, and social backgrounds in our corporation has not slowed our pursuit of excellence—it has accellerated it.”
CORPORATE ORPORATE DIVERSITY IVERSITY ASSESSMENT SSESSMENT
The ultimate assessment tool created by the author of The Ultimate Six Sigma exclusively for Profiles in Diversity Journal.
• Assess the quality and effectiveness of your corporate diversity efforts
The Court and the President must listen and understand that corporate America is seeking to protect our nation’s future and fill the void left by our government’s failure to continue to remedy the inequities begun PDJ in the past. Weldon Latham is a senior partner and Practice Area Leader of the Holland & Knight LLP Corporate Diversity Counseling Group. He serves as Counsel to the Coca-Cola Procurement Advisory Council; Chair, Deloitte & Touche LLP Diversity Advisory Board; and General Counsel, National Coalition of Minority Businesses. www.hklaw.com .
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leveraging
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PRISM International
Continuous improvement Objectives: • Identify New Challenges/Opportunities • Review Strategic Plan • Follow-up Assessment The business environment is not stagnant while strategies and tactics are being implemented. Measures should be updated to reflect strategy changes and the diversity plan must be continually realigned to meet current workplace, workforce and business challenges and opportunities. When facing a strategic diversity process model, some diversity practitioners will react with, “this is not a new approach.” Practical experience, however demonstrates the large gap between “knowing” and “doing” or “doing in a way that brings business results.” Linda H. Stokes is President and CEO of PRISM International, Inc., a global provider of diversity management solutions. Contact her at 1.888.99.PRISM or online at www.prism-international.com.
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diversity in the news
Kodak Honors Two with CEO Diversity Award
Eastman Kodak Company recently announced the winners of the company’s 2002 CEO Diversity Award, Catherine M. Lipari and Gerald P. Quindlen. The awards were presented earlier this month by company Chairman and CEO Daniel A. Carp.
Catherine M. Lipari
“These leaders recognize that Kodak’s greatest competitive advantage is our people,” said Carp. “We’ve chosen a corporate culture that values diversity because we recognize that every employee has something to contribute. Cathy and Jerry are committed to living these values in order to strengthen their organizations, and these awards salute their efforts.” Lipari, general manager, Photo Group Customer Order Services, was responsible for forming and leading a diversity council for COS employees, launching monthly diversity council gatherings, awareness workshops, and enhancing twoway diversity communications. These efforts helped the unit achieve
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Gerald P. Quindlen
increased customer satisfaction scores. Lipari works at Kodak Park in Rochester. Quindlen, regional business general manager of Kodak’s Consumer Imaging U.S. & Canada organizations and a Kodak vice president, was responsible for efforts within a variety of US&C activities, including recruitment, career development and assistance in building an employee network organization for African Americans in Kodak’s Atlanta office. His initiatives included creating a series of webcasts about the business benefits of diversity and inclusion, and participation in recruitment activities at Emory University. Quindlen is based in Atlanta. The annual award recognizes managers at Kodak whose behavior is a role model for exemplary leadership and who embrace the mindset that leads to a diverse and inclusive work group. Managers are nominated by Kodak employees, and chosen by an internal committee. PDJ
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Office Depot brings together Visionary Women at its third annual Success Strategies for Businesswomen Conference Recognizing the significant role women have in corporate America, the growth of small businesses led by women today and their need for advice, counsel and knowledge, Office Depot, Inc. hosted its third annual Success Strategies for Businesswomen Conference: The Power of Vision and Values at the Boca Raton Resort & Club in Boca Raton, Florida, February 23-25, 2003.
Other featured speakers included Marilyn Carlson Nelson, Chairwoman of the National Women’s Business Council and Chairwoman and CEO of Carlson Companies; Hector Barreto, Administrator for the United States Small Business Administration; Geraldine Laybourne, Chairman and CEO of Oxygen Media and Dr. Sally Ride, Former NASA Astronaut.
Attended by over 700 women from across the U.S., “The Power of Vision and Values” featured an impressive roster of speakers who provided valuable insight on how to succeed in business, develop and achieve vision, and most importantly understand the importance of maintaining a strong code of ethics and values. Among the keynote speakers for the three-day event were Alexis M. Herman, Former Secretary of Labor (1997-2001) and Billie Jean King, Co-founder of World Team Tennis and Winner of twenty Wimbledon Titles.
The Office Depot Women’s Success Strategies conference was created in 2001 by Office Depot to provide women in business with networking opportunities, while offering programs and seminars that will provide the knowledge women need to manage their business more successfully. The conference will also spotlight national professional women’s organizations and honor top women in business with Office Depot Visionary Awards and Businesswoman of the Year Awards. Commenting on this year’s conference, Bruce Nelson, Chairman and CEO for
Pictured left, Catherine Crier, Court TV Host and best-selling author moderated business panel session, “Business Leadership, Ethics and Values.” Pictured with Ms. Crier, left to right: Brenda Gaines, President and CEO of Diner’s Club, North America and Member of Office Depot’s Board of Directors; Beth Brooke, Global Vice Chair of Strategy from Ernst & Young; Carol Bernick, Vice Chairman of AlbertoCulver Company and President of Alberto-Culver Consumer Products; and Leslie Caldwell, Director of Enron Task Force.
Office Depot, said, “Our company is committed to supporting the advancement of women’s businesses and entrepreneurial spirit. This conference is our opportunity to celebrate women’s success and contribution to business and the communities in which we live. Women business owners are a unique group of people with a passion to network, build relationships, learn and find ways to grow and manage their businesses. We are delighted to provide a forum for sharing the triumphs and challenges facing businesswomen today and, most importantly, provide unique and insightful speakers and panelists who can offer ideas to help them enhance their success in today’s challenging business environment.” PDJ
Office Depot Visionary Awards were presented by Bruce Nelson, Chairman and CEO, pictured center, to six outstanding businesswomen: (from left to right) Linda Fuller, Co-Founder of Habitat for Humanity International (Non-Profit Recipient); Dr. Sally Ride, Former NASA Astronaut (Special Honoree Recipient); Dr. Antonia Novello, New York State Health Commissioner (Pioneer Recipient); Billie Jean King, sports legend and Co-founder of World Team Tennis (Sports Recipient); Geraldine Laybourne, President and CEO of Oxygen Media (Corporate America Recipient); and Lurita Doan, CEO of New Technology Management, Inc. (Business Entrepreneur Recipient). page 66
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