Diversity Journal | 2009 Innovations in Diversity Awards

8/7/2019 Diversity Journal | 2009 Innovations in Diversity Awards

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1. New York Life Insurance Company

2. Cardinal Health

3. Burger King Corporation

4. PricewaterhouseCoopers LLP

5. WellPoint, Inc.

AWARDS OF EXCELLENCEAmerican Airlines AXA Equitable Life Insurance Company

Ecolab Georgia Power Harrahs ITT Corporation KPMG

National Grid Northrop Grumman Corporation

Pitney Bowes Canada

Sodexo

THE COMPANIES ABOVE have distinguished themselves by virtue of the

nnovative approach they have taken to advance diversity in the work-

place and in the communities they serve. In almost all cases, their efforts

can be imitated and implemented by others who are still searching for

he spark to ignite their own programs.

We like the fact that there is so much, well, diversity, among the

nitiatives described here. We sincerely hope youll read them carefully,and then try to identify what you can do at your own business, regardless

of its size.

We congratulate these companies for their unwavering and

creative commitment to diversity and inclusion. They are making the

world a better place to live for all of us.

6. Verizon

7. ARAMARK

8. Cisco

9. HCA

10. Shell Oil Company


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Profiles in Diversity Journal J u l y / A u g u s t 2 0 0 9 25

Collaboration

for Naturalization

Creating an Inclusive Environment:

GLBT/A Online Training

In 2008, a unIque rtrhi tblihd by New York

Life Insurance Company Chi Mrktig uit rltd

i ffrig vitl i-lgg mtril t th Chi cmm-

ity.Rcgiig th limitd rrc ffrd t th Chi

cmmity rgrdig th trliti rc, cmd-

d by th grwig ccr withi th Chi cmmity

rgrdig th d t bti ccrt ifrmti th

rc, th Chi Mrktig uit rchd th World

Journal t bgi rtrhi t crt fl tl fr thi

gmt f th lti. Th nw Yrk Lif rtrhi

with th World Journalrltd i fr, i-lgg trl-

iti tt rrti d ifrmti bklt d CD.

addrig th cific d f th Chi cmm-

ity i ririty f nw Yrk Lif Chi Mrktig uit.

Th gl f th rtrhi with th World Journal w

t crt r-fridly, i-lgg rrc tilrd t

ddr th d, vl d ctm f firt grti

Chi amric wh wtd t bcm trlid

citi, d itrdc nw Yrk Lif d it fmily f rd-

ct t cmmity mmbr tht my t b fmilir with

th cmy.

nw Yrk Lif Chi Mrkt uit wrkd clly

with th World Journal tff t crt dvrtimt d

dvl ccrt ctt d iml, y-t-fllw digfr th trliti tt rrti d ifrmti bklt

d CD.I fll 2008, th bklt w mrktd t wtd,

vi c i th World Journald i World Journald,

d t nw Yrk Lif l ffic i th Chitw igh-

brhd f Mhtt, Brkly, d Flhig.

Th World Journal r 50,000 ci fr th firt rit-

ig f th ntrliti Hdbk d CD i aril

2008. Withi mth, ll 50,000 ci wr g.

D t th high dmd fr th bklt d CD, th World

Journal dcidd t rit dditil t f 35,000 ci

i agt 2008. all f th ci wr g i rxi-

mtly mth.nw Yrk Lif h bfitd frm th icr i th

l f ttil clit tht hv wlkd it nw Yrk Lif

l ffic d frm th itiv citi with crtig

rrc i dirct r t grwig cmmity d.

athr ddd bfit i tht by ctiig t mt with d

tlk t cmmity mmbr, th gt t nw Yrk Lif

l ffic r bl t bild rltihi d gi iight

it wht rdct th cmmity wt d d. PDJ

To suppoRT ITs vrll trtgy t crt mr icliv

wrk virmt, Cardinal Health lchd Crtig

Icliv evirmtGy, Lbi, Bixl d

Trgdr d advct (GLBT/a) li triig i

Jry 2009. Thi li lrig mdl w digd t

icr mly drtdig f d hl crt icl-

iv virmt fr th GLBT/a cmmity.

Crdil Hlth D&I tm wrkd with xrt i th

cmy Lrig Tchlgi drtmt t crt thi

ivtiv triig. Thy trtd by htig fc gr

with th cmy GLBT/a emly Rrc Gr t

hr itti thy hd rlly fcd i th wrklc

ithr t Crdil Hlth r lwhr.Th tm th dvl-

d ri f imltd xml f th itti, lg

with vrl ibl wy tht triig rticit cld

rd if cfrtd with imilr itti. T gg

rticit, th triig w imtd thrgh th f

vtr. T t th rrit t, th triig bg with

vidtd mg frm th xctiv r f Crdi

Hlth GLBT/a emly Rrc Gr.

Th triig hl mly bild cfidc i dl-

ig with itti which my b fmilir t thm. It l

cch mgr d mly th f icliv

lgg wh dlig with GLBT/a mly, ctmrd hrhldr. emly wh cmlt th cr r

bttr id t:

State the business case for diversity and inclusion with

rct t th GLBT/a cmmity;

Recognize that sexual orientation and gender identity/

xri r dimi f divrity;

Understand the experiences the GLBT/A community

my fc i th wrklc, wll rrit wy

t rd.

Mmbr f Crdil Hlth GLBT/a emly

Rrc Gr w l fl mr cfidt i xrig

thmlv. Thi w dmtrtd by th fct tht, fllwigth triig, thy htd r idictd itrt i ht

ig vrl itrl d xtrl vt tht rmtd

GLBT/a wr. al, i dditi t Crdil Hlth

tw xitig GLBT/a emly Rrc Gr (i

Dbli, ohi d s Dig), fr w rmt it

hv ithr lchd r md rt t lch lc

GLBT/a emly Rrc Gr. PDJ

PrOFiLes in Diversity JOUrnAL 2009 InternatIonal InnovatIon In DIversIty awarDs

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PROFILES IN DIVERSITY JOURNAL J U L Y / A U G U S T 2 0 0 9 25

Collaboration

for Naturalization

Creating an Inclusive Environment:

GLBT/A Online Training

IN 2008, A UNIQUE partnership established by New York

Life Insurance Companys Chinese Marketing Unit resulted

in offering vital, in-language material to the Chinese commu-

nity.Recognizing the limited resources offered to the Chinese

community regarding the naturalization process, compound-

ed by the growing concern within the Chinese community

regarding the need to obtain accurate information on the

process, the Chinese Marketing Unit approached the World

Journalto begin a partnership to create useful tools for this

segment of the population. The New York Life partnership

with the World Journalresulted in a free, in-language natural-

ization test preparation and information booklet and CD.

Addressing the specific needs of the Chinese commu-

nity is a priority of New York Lifes Chinese Marketing Unit.

The goal of the partnership with the World Journal was

to create user-friendly, in-language resources tailored to

address the needs, values and customs of first generation

Chinese Americans who wanted to become naturalized

citizens, and introduce New York Life and its family of prod-

ucts to community members that may not be familiar with

the company.

New York Lifes Chinese Market Unit worked closely with

the World Journalstaff to create advertisements and develop

accurate content and a simple, easy-to-follow design for thenaturalization test preparation and information booklet and

CD.In fall 2008, the booklet was marketed at newsstands, via

coupons in the World Journaland in World Journalads, and

at New York Lifes sales offices in the Chinatown neighbor-

hoods of Manhattan, Brooklyn, and Flushing.

The World Journalran 50,000 copies for the first print-

ing of the Naturalization Handbook and CD in April

2008. Within one month, all 50,000 copies were gone.

Due to the high demand for the booklet and CD, the World

Journaldecided to print an additional set of 35,000 copies

in August 2008. All of these copies were gone in approxi-

mately one month.New York Life has benefited from the increase in the

pool of potential clients that have walked into New York Life

sales offices and from the positive association with creating

resources in direct response to a growing community need.

Another added benefit is that by continuing to meet with and

talk to community members, the agents at New York Life

sales offices are able to build relationships and gain insight

into what products the community wants and needs. PDJ

TO SUPPORT ITS overall strategy to create a more inclusive

work environment, Cardinal Health launched Creating

an Inclusive EnvironmentGay, Lesbian, Bisexual and

Transgender and Advocates (GLBT/A) online training in

January 2009. This online learning module was designed to

increase employee understanding of and help create an inclu

sive environment for the GLBT/A community.

Cardinal Healths D&I team worked with experts in the

companys Learning Technologies department to create this

innovative training. They started by hosting focus groups

with the companys GLBT/A Employee Resource Groups to

share situations they had personally faced in the workplace

either at Cardinal Health or elsewhere.The team then devel

oped a series of simulated examples of these situations, along

with several possible ways that training participants could

respond if confronted with similar situations. To engage

participants, the training was animated through the use of

avatars. To set the appropriate tone, the training began with

a videotaped message from the executive sponsor of Cardinal

Healths GLBT/A Employee Resource Group.

The training helps employees build confidence in deal

ing with situations which may be unfamiliar to them. It also

coaches managers and employees on the use of inclusive

language when dealing with GLBT/A employees, customersand shareholders. Employees who complete the course are

better equipped to:

State the business case for diversity and inclusion with

respect to the GLBT/A community;

Recognize that sexual orientation and gender identity

expression are dimensions of diversity;

Understand the experiences the GLBT/A community

may face in the workplace, as well as appropriate ways

to respond.

Members of Cardinal Healths GLBT/A Employee

Resource Groups now also feel more confident in expressing

themselves. This was demonstrated by the fact that, followingthe training, they hosted or indicated interest in host

ing several internal and external events that promoted

GLBT/A awareness. Also, in addition to Cardinal Healths

two existing GLBT/A Employee Resource Groups (in

Dublin, Ohio and San Diego), four new remote sites

have either launched or made a request to launch loca

GLBT/A Employee Resource Groups. PDJ

PROFILES IN DIVERSITY JOURNAL 2009 INTERNATIONAL INNOVATION IN DIVERSITY AWARDS

ollaboration

for Naturaliza

, A UNIQUE partnershi

1 reating an ILBT/A OnlinPPORT ITS overall strate

2


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26 Profiles in Diversity Journal J u l y / A u g u s t 2 0 0 9

School-to-Work

Program with Big Brothers

Big Sisters of Greater Miami

Impact

Taking Bright Minds Further

In oCToBeR 2008, Burger King Corp. lchd

rcdtd thr-yr chl-t-wrk rgrm i

cjcti with Big Brthr Big sitr f Grtr Mimi.

Th grdti rt fr Mimi-Dd Cty high chl

tdt i 49 rct, which i f th r thi

rgrm w crtd.

Thrgh th w Kig-id chl-t-wrk rgrm,

Brgr Kig Cr. ldgd t rvid crr lig m-

tr t th tdt f Mimi-Dd Cty t hl imrv

th grdti rt f lcl high chl tdt.oldr high

chl tdt wh hv b hitriclly mr difficlt t

mtch wld b rvd.

Th tdt wr ird -- with Brgr Kig

Cr. mly i rdr t gi vlbl kill, jb triig

d xr t th fll rry f ibl BuRGeR KInG

crr rtiti.oc mth drig th chl yr,

th tdt mt with thir mtr t Brgr Kig Cr.,

wrkig id-by-id with thm d giig iight it

wht th dily wrk virmt d rti wld b lik.

Th tdt l mt c mth with thir mtr

tid f th ffic.

I th firt yr f th rgrm, th fc i grd twrd

tchig th tdt rry f bic lif kill. Th, i

yr tw, th tlight i lrig jb-rltd kill byrvidig thm with ctl wrk xric t BuRGeR

KInG rtrt.Filly, i th third yr f th rgrm,

th tdt l fr ctiig with thir dcti.Thy

l will rciv chlrhi t hl dfry cllg x.

Thrght th rgrm, th tdt r xd t

th imrtc f dcti, rciv hl with th triti

frm chl t wrk d crt clr vii fr thir ftr.

I dditi t crr lig d rtrt-bd wrk

xric, tdt rticit i f tm-bildig vt

d wrkh.

Th rgrm h lrdy rltd i mr th 70 big

d littl mtch i it firt yr, mkig Brgr KigCr. th lrgt mtr rvidr f y rgiti t Big

Brthr Big sitr f Grtr Mimi. Brgr Kig Cr.

mly hv cctd with th cmmity d r-

vidd mr th 400 hr f mtrig fr tdt, which

i cilly igifict ic Mimi h th lwt rt f

vltrim mg ll mjr u.s. citi. PDJ

I fll 2007, PricewaterhouseCoopers LLP (pwC)

lchd i dctil cmmity iititiv clld

Imct, which grw t f iml idtaking bright

minds further. Th rgrm fr cdmiclly tltd Blck/

afric-amric high chl jir k t brd

thir dctil hri d giv thm th ifrmti

d tl t hl thm chiv dmii it m f th

rmir cllg d ivriti i th ctry.

Th Imct rgrm bl pwC t mk migfl

imct tht chg liv d dr fr yg l

whil rtig r divrity d icli bjctiv. It

l rvid rwrdig vltr rtiti t rtr

d rfil.

admiitrd thrgh ri f wrkh vr

15-mth rid, th Imct crriclm w dvld

with xrti frm iddt dctil cl-

tt rtid by th firm. pwC vltr mtr Imct

schlr, ttd th wrkh, d hl chlr vigt

th cllg lig d licti rc.

sic lchig th igrl cl f 56 Imct schlr

i th nw Yrk City d Whigt Mtr r i Jry

2008, thr hv b immdit rlt, icldig:

Nearly 90% graduation rate of the inaugural class of

Imct schlr cmltig th rgrm. One-on-one counseling meetings with 100% of the

chlr, thir rt/grdi d mtr t rviw

cdmic rfrmc, tt cr, cllg lit, d

rvid gidc.

Increased scope of PwCs local relationships through

trgtd rmtil trch t rximtly

155 high chl d cmmity- d fith-bd

rgiti i nw Yrk, Bt, phildlhi,

d Whigt, D.C.

Doubled the number of markets served and Impact

schlr d mtr t 300+.

72% of the seniors reporting in thus far have applied to vrg f ight chl ch, with th xcti f

fw wh lid rly dcii t ly chl.

Th bjctiv f th mlti-yr cmmitmt i t rll

t th Imct rgrm i t v mjr mrkt d

rch 1,000 rmiig high chl jir. I My, pwC

igrl cl f Imct schlr frm nw Yrk City d

Whigt, D.C., ccflly grdtd frm th rgrm

with 100 rct f th grdtig chlr chivig cc-

tc it divr rg f cmtitiv cllg. PDJ


3 4


4/12


Diversity MBA

Leadership Summit

Diversity Leadership Institute (DLI)

Front-Line Supervisors

To MeeT THeIR ftr bi d, WellPoint, Inc.

tblihd mlti-yr cmmitmt t trgth thir

ldrhi bch d r mirrr f thir divr c-

tmr b by rbildig d trgthig thir ldrhi

ili.

Wllpit fcd ffrt t tir divr MBa tl-

t with 3-7 yr f wrk xric d diffrtitig

thmlv frm thir cmtitr by rvidig ctm-

id, high-tch cdidt xric.

Cdidt r idtifid fr thir Hlth Irc

prfil prgrm (HIpp), thr-yr ldrhi dvl-

mt rgrm with viibility t t ldrhi i th

rgiti; wly-frmd, lit mmr MBa itrhi

rgrm; r cilid lcmt itc t fll-tim

rl i th rgiti ligd with cdidt kill t d

crr xctti.

a rtrhi w tblihd i 2007 with th Wllpit

Fdti t cr thr-yr, ptr-lvl -

r cmmitmt t th Crtim fr Grdt stdi

Mgmt, rmir citi fr divr MBa tlt

tht rvid vr 300 tdt fllwhi ch yr.

Drig Wllpit iitil thr-yr cmmitmt it h

rd oritti prgrm (op) vt, rticitd

kr l, htd it Hlth Fir, d rtici-td i thir l crr x. Immditly fllwig

Th Crtim op ctmid cdidt rltihi

mgmt rgrm bgi which fc --

cmmicti with ch cdidt.

ech yr ic th icti f thi trtgic fc,

Wllpit ffrt hv ctid t xd by crtig

w rltihi with gr lik th ai MBa d

Rchig ot MBa (LGBT); grwig crrt rltihi

with nsHMBa, nBMBaa, Th Crtim d BDpa; d

by ctiig t bild thir t cc by ffrig

chllgig d rwrdig rtiti fr Wllpit hir

thrgh thi iititiv.As a result of this strategy in 2009, 80% of our HIPP

rgrm hir r rcilly divr, rly crrit tht mt

r bt f th bt tlt critri. I tdm with thi ffrt,

Wllpit h r-rgid it HIpp rgrm t rt th

rtti f high-rfrmig mrgig ldr by bildig

t lgr-trm dvlmt th d gig rti-

ti fr ldrhi rl withi Wllpit tht thi tlt i

rdy w wh w ldr rl mrg. PDJ

In 2008, Verizon dvld w Divrity Ldrhi

Ititt (DLI) xric imd t frt-li ldr, d

digd cificlly t ddr th i d rti-

ti thy hv i mgig ctmr-fcig rti.Th

DLI cit f thr-dy ymim d r- d t-

ymim lrig, d mly tl t rich th rtici

t lrig xric d icr rticit/rvir

cmtcy dvlmt.sm icld:

Verizon Competency Assessment: prticit thm

lv git th Vri Cmtcy Mdl tiliig

th Lmigr LeaDeRsHIp aRCHITeCT.

Pope & Associates EDGE (Embracing Diversity for Growth& Excellence) Diversity e-Learning Series: Tk rticit

d rvir byd th bic f divrity ig ml-

timdi tchlgy t crt idividlid d highly

itrctiv lrig virmt.

DLI Pair Discussions: prticit d rvir tili

DLI tl t trgth thir rltihi d icr ld

rhi ffctiv.

Verizon DLI Leadership Case Study: prticit dvl

l fr lvig rl Vri bi i.

DLI University: prticit cti thir ldrhi dvl

mt thrgh wb-bd d fcilittd wrkh.

Th DLI i ivtiv Tlt Mgmt tl

It mhi divrity d dvlmt hc th

rticit/rvir rltihi, th drivig mly

ggmt, divrity mgmt cmtcy, d ldr-

hi dvlmt.

o f Vri Imrtiv i prvid th Bt

Ctmr srvic. With th icli f xric

digd cificlly fr frt-li rvir, th DLI i

id t hv v grtr imct bi cc

th it h i th t.

I 2008, 200 high-ttil frt-li rvir d

their managers attended the DLI and gave it a 91.5% scorefr vrll imct. Additionally, 98.5% agreed the DLI

icrd thir ldrhi cbility, divrity cmtcy

d rticit/rvir rltihi. Whil lg-trm

imct f th DLI fr frt-li rvir i t yt

kw, rlimiry ly idict tht grdt f th

DLI r v tim mr likly th th vrg mly t

b rmtd. PDJ


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5/12


Diversity Management

at ARAMARK Germany

Womens Action

Network Coaching

THe imlmtti f r divrity mgmt trtgy i

bd divrity cmmitmt igd by ll ARAMARK

mgr d fllwd by ll 6,500 mly wh, thrgh

thir cti, xrly dclr thir rt fr divrity.

Goals: Record diversity of our customers employeesbased on

tility, g, gdr, tc.; Optimize the service range aimed to satisfy these different

trgt gr; Increase participation rate and number of guests; Improve further development and use of ARAMARKs

divrity d mly tlt;

Implementation / Realization:

Customers Customer survey carried out by ARAMARK; Analysis of results and development of measures in team

mtig with ll mly; Introduction of new service offerings after feedback; Consolidation of all data on district and regional level to

dvl bi l bd divrity;

Employees Company intranet allows employees to share best

rctic i divrity ivti; Online questionnaire for all employees; Database to share information about skills and expertise; Interviews and personal development planning

with mly;Dlymt f tltd mly i divr rjct;

Results:

Thr w high lvl f cctc d rciti

by r ctmr d thir mly. Fr xml, r

clit Michli h my Trkih, bl-cllr wrkr,

wh did t tyiclly t t th aRaMaRK rtrt.

W dtrmid tht thr w lck f tyicl Trkih/

Mlim dih r Hll mt ffrig. W tk cti by

rviig r xitig rdct d itrdcig w mtht icldd cltrlly dirbl fd. a rlt, thr

w rximt 15 rct icr i gt rticiti

d trvr.

W wr l bl t highlight th divrity f r

mly by blihig divrity ckbk crtd by r

rtic (gd 16-25 yr). Thi ckbk hwc th

rly 100 tiliti f r mly with ctry r-

trit d thtic rci. PDJ

In June 2008, th Cisco Wm adviry Gr d

th exctiv Tlt orgiti lchd ilt rgrm

fr mmbr f r Wm acti ntwrk (Wan),

rvidig ittil cchig d mtrig i

by Cic d crr cch ig Cic

Tlprc tchlgy.

Th i llw rticit t t it th

grtr-Cic kwldg thy d t ccd, with th

ddd rivcy d itimcy f virtl mtig.

Cic Tlprc ytm hitictd tchl-

gi t dlivr high-lity cllbrtiv xric.

By ig th wr f glbl Ip twrk d ifidcmmicti, Cic Tlprc bl cllbr-

ti vr bfr. Th vid d di tchlgy llw

r t cmmict trlly thy wld i r,

with vry xri, gtr, d c clrly vi-

ibl cr tw r cr tim . Thi rv t bild

trt d rrt icklytil lmt i ccfl

cchig.

Drig th ilt rgrm tht r frm J 2008 t

nvmbr 2008, mr th 150 Cic wm rgitrd

fr 45-mit cchig i. ech i fcd

f fiv tic: Crr Gidc, artiv, Cflict

Rlti, Mgmt I, r Rrc Cchig.Twty rfil itrl cch i lcti glblly

wr vilbl d igd t i bd ggrhy

d th i t b dicd. Th cch kd rvctiv

ti d tght th kill cry t hl ch mly-

thik bt hr i d rch rdctiv lti.

Cch l dirctd mly t rrc withi Cic t

frthr id th i rlti.

Bfr i, ch rticit w crgd t hr

hr gl, fc dvlmt d, d b rdy t tk

cti. I rticlr, mly wr kd t b wr f

dcti, xric, d xr rtiti t frthr

thir rfil dvlmt.o cmlti f th Wan Cchig ilt, 90 rct

f rvy rdt idictd itiv tcm d

93 rct idictd thy wld rcmmd th i

t thr.

Thrgh bi trfrmtil rch, th r-

grm rvidd diffrt wy f grwig r high-ttil

mly, rtiig t tlt, d dvlig grtr

cllbrti, whil lvig th i tht r mrgig

ldr r fcig tdy. PDJ


7 8

28 PROFILES IN DIVERSITY JOURNAL J U L Y / A U G U S T 2 0 0 9

Diversity Management

at ARAMARK Germany

Womens Action

Network Coaching

THE implementation of our diversity management strategy is

based on a diversity commitment signed by all ARAMARK

managers and followed by all 6,500 employees who, through

their actions, expressly declare their support for diversity.

Goals:

Record diversity of our customers employeesbased onnationality, age, gender, etc.;

Optimize the service range aimed to satisfy these differenttarget groups;

Increase participation rate and number of guests; Improve further development and use of ARAMARKs

diversity and employee talent.

Implementation / Realization:

Customers Customer survey carried out by ARAMARK; Analysis of results and development of measures in team

meetings with all employees; Introduction of new service offerings after feedback; Consolidation of all data on district and regional level to

develop a business plan based on diversity.

Employees Company intranet allows employees to share best

practices in diversity innovation; Online questionnaire for all employees; Database to share information about skills and expertise; Interviews and personal development planning

with employees;Deployment of talented employees in diverse projects.

Results:

There was a high level of acceptance and appreciation

by our customers and their employees. For example, our

client Michelin has many Turkish, blue-collar workers,

who did not typically eat at the ARAMARK restaurant.

We determined that there was a lack of typical Turkish/

Muslim dishes or Halal meat offerings.We took action by

revising our existing products and introducing a new menuthat included culturally desirable food. As a result, there

was an approximate 15 percent increase in guest participation

and turnover.

We were also able to highlight the diversity of our

employees by publishing a diversity cookbook created by our

apprentices (aged 16-25 years). This cookbook showcases the

nearly 100 nationalities of our employees with country por-

traits and authentic recipes. PDJ

IN JUNE 2008, the Cisco Womens Advisory Group and

the Executive Talent Organization launched a pilot program

for members of our Womens Action Network (WAN),

providing situational coaching and mentoring sessions

by Ciscos seasoned career coaches using Ciscos

TelePresence technology.

These sessions allow participants to tap into the

greater-Cisco knowledge they need to succeed, with the

added privacy and intimacy of a virtual meeting.

Ciscos TelePresence systems use sophisticated technol-

ogies to deliver a high-quality collaborative experience.

By using the power of a global IP network and unifiedcommunications, Ciscos TelePresence enables collabora-

tion as never before. The video and audio technology allows

users to communicate as naturally as they would in person,

with every expression, gesture, and nuance clearly vis-

ible across town or across time zones. This serves to build

trust and rapport quicklyessential elements in successful

coaching.

During the pilot program that ran from June 2008 to

November 2008, more than 150 Cisco women registered

for a 45-minute coaching session. Each session focused on

one of five topics: Career Guidance, Assertiveness, Conflict

Resolution, Management Issue, or Resource Coaching.Twenty professional internal coaches in locations globally

were available and assigned to a session based on geography

and the issue to be discussed. The coaches asked provocative

questions and taught the skills necessary to help each employ-

ee think about her issues and reach a productive solution.

Coaches also directed employees to resources within Cisco to

further aid the issue resolution.

Before a session, each participant was encouraged to share

her goals, focus on development needs, and be ready to take

action. In particular, employees were asked to be aware of

education, experience, and exposure opportunities to further

their professional development.On completion of the WAN Coaching pilot, 90 percent

of survey respondents indicated a positive outcome and

93 percent indicated they would recommend the session

to others.

Through a business transformational approach, the pro-

gram provided a different way of growing our high-potential

employees, retaining top talent, and developing greater

collaboration, while solving the issues that our emerging

leaders are facing today. PDJ


Diversity Ma

at ARAMARK

plementation of our dive

7 Womens ActiNetwork CoaE 2008, the Cisco Wo

8


6/12


The Cultural Inclusion Series Inclusion Starts with I

ouT oF a TRaDITIon f crig fr ll l, th divr-

ity jry t HCA Inc. i rc f gig dcti

d chg.

T icr tht drtdig, th Crrt ffic

Cltrl Icli sriWeaving Art, Understanding, and

Great Performances Togetherw dvld t rvid

frm fr ivtiv d ggig itrcti tht icld

dctil, cltrl, d rtitic rtti.

Th gl i t rvid i triig d lrig

xric whr:

Employees are provided an opportunity to participate

i ifrml divrity dcti xric

digd t rmt dici f i

mlticltrl rctiv;

Employees are able to articulate the value diversity

d icli brig twrd th chivmt f

r bi gl d bjctiv;

Personal development and growth is experienced

thrgh th ffrig f r divr cmmity

rtr.

Lchd i Jry 2007, th rgrm h xri-

cd trmd grwth, icldig tdig rm ly

i r crrt ditrim fr mt rgrm. or r-

grm hv rgd frm rfrmc t lgg cr.

Wh sih lgg itrcti w ffrd, vr 500

mly rticitd!

Th Cltrl Icli sri h l imrvd wrk

rltihi. emly hv hrd with tht thi ty

f ctt h hld t fcilitt dilg rd difficlt

t dic r chllgig tic. Thi hd bc

th rfrmc d rtiti d th dr t

rich dicimly lv th rgrm d wt

t dic thir lrig xric. Th dici,

ftrd by th Icli sri, driv r bi bjctiv

d mk th rgrm bth wrthwhil rl xri-

c wll triig tl. By xig r mly tdici ctrd rd rcil d cltrl diffrc,

w r l iig thm t hdl itiv i with

grtr drtdig.

I thi rgrm w mhi th rich divrity tht r

ctry (ltimtly r mly d tit) brig t th

tbl. Y, Icli i r glbt Divrity i wht gt

thr.

Th Cltrl Icli sri i clbrti f th

trgth, hitri, d tri f th l wh mk r

ctry d r cmy trg. PDJ

ReCoGnIzInG THaT 2009 wld b criticl tim t k

rtiti t cclrt mmtm i thir Divrity &

Icli ffrt, Royal Dutch Shell Glbl D&I prctic

DI ntwrk d exctiv Ldrhi rd fcd

ffrt t driv icli glbl cl.

uig thir D&I H Frm tmlt fr

dvlig l cr ll bi d fcti glb-

lly, shll dvld Icli Frmwrk i fr

r: Leadership & Behaviors; Tools; Communication

d Measures.

Withi ch f th r, t f ctiviti d itm

h b cmild d md vilbl thrgh th Glbl

D&I Wb it fr imlmtti. Drig 2009, D&I

rctitir will hv t lct t lt ctivity frm ch

f th fr r fr imlmtti.

Leadership & Behaviorsa t f gidli hv b

itrdcd t idtify d rmt icliv bhvir tht

c b dtd by mgr d tm drig virtl mt-

ig wll i th lrgr ctxt f th rgiti.

Toolsa lctd it f tl fr D&I rctitir

mgr, d idividl hv b itrdcd. Th

icld:

Assessment tools to support leaders and teams in

lf-digtic. Development tools and other resources to support

mgr d idividl i dmtrtig

icliv bhvir.

Intervention tools that build on the Assessment

d Dvlmt tl d Ldrhi & Bhvir

gidli t rt fcilittd dilg.

Communications chl r big d t ri

wr i th cmy f th hift frm Divrity t

Divrity d Icli.

Measures r imrtt blr i drivig bhvir

chg, shll cltr i i which wht gt mrd

gt d.Imlmtti f shll icli rjct glb

bi with th brdth d dth f th tl d rrc

hd t b drtk bfr.Thi i trly glbl iml

mtti d t u.s. xrt.Bt rctic frm rd

th wrld wr gthrd, fi td, d w rdct wr

dvld t rt th icli jry. PDJ


9 10


The Cultural Inclusion Series Inclusion Starts with I

OUT OF A TRADITION of caring for all people, the diver-

sity journey at HCA Inc. is a process of ongoing education

and change.

To increase that understanding, the Corporate office

Cultural Inclusion SeriesWeaving Art, Understanding, and

Great Performances Togetherwas developed to provide a

forum for innovative and engaging interactions that include

educational, cultural, and artistic presentations.

The goal is to provide a unique training and learning

experience where:

Employees are provided an opportunity to participate

in an informal diversity education experience

designed to promote discussion of unique

multicultural perspectives;

Employees are able to articulate the value diversity

and inclusion bring towards the achievement of

our business goals and objectives;

Personal development and growth is experienced

through the offerings of our diverse community

partners.

Launched in January 2007, the program has experi-

enced tremendous growth, including standing room only

in our corporate auditorium for most programs. Our pro-

grams have ranged from performances to language courses.

When Spanish language instruction was offered, over 500

employees participated!

The Cultural Inclusion Series has also improved work

relationships. Employees have shared with us that this type

of content has helped to facilitate dialogue around difficult

to discuss or challenging topics. This happened because

the performances and opportunities opened the door to

rich discussionsemployees leave the programs and want

to discuss their learning experience. These discussions,

fostered by the Inclusion Series, drive our business objectives

and make the program both a worthwhile personal experi-

ence as well as a training tool. By exposing our employees todiscussions centered around racial and cultural differences,

we are also equipping them to handle sensitive issues with

greater understanding.

In this program we emphasize the rich diversity that our

country (ultimately our employees and patients) bring to the

table. Yes, Inclusion is our goalbut Diversity is what gets

us there.

The Cultural Inclusion Series is a celebration of the

strengths, histories, and stories of the people who make our

country and our company strong. PDJ

RECOGNIZING THAT 2009 would be a critical time to seek

opportunities to accelerate momentum in their Diversity &

Inclusion efforts, Royal Dutch Shells Global D&I Practice

DI Network and Executive Leadership sponsored a focused

effort to drive inclusion on a global scale.

Using their D&I House Frame as a template for

developing plans across all business and functions glob-

ally, Shell developed an Inclusion Framework in four

areas: Leadership & Behaviors; Tools; Communication

and Measures.

Within each of these areas, a set of activities and items

has been compiled and made available through the Globa

D&I Web site for implementation. During 2009, D&I

practitioners will have to select at least one activity from each

of the four areas for implementation.

Leadership & BehaviorsA set of guidelines have been

introduced to identify and promote inclusive behaviors that

can be adopted by managers and teams during virtual meet-

ings, as well as in the larger context of the organization.

ToolsA selected suite of tools for D&I practitioners

managers, and individuals have been introduced. These

include:

Assessment tools to support leaders and teams in

self-diagnostics. Development tools and other resources to support

managers and individuals in demonstrating

inclusive behaviors.

Intervention tools that build on the Assessment

and Development tools and Leadership & Behaviors

guidelines to support facilitated dialogue.

Communications channels are being used to raise

awareness in the company of the shift from Diversity to

Diversity and Inclusion.

Measures are an important enabler in driving behavior

change, as Shells culture is one in which what gets measured

gets done.Implementation of Shells inclusion project on a globa

basis with the breadth and depth of these tools and resources

had not been undertaken before.This is truly a global imple

mentation and not a U.S. export.Best practices from around

the world were gathered, fine tuned, and new products were

developed to support the inclusion journey. PDJ


The Cultural I

F A TRADITION of cari

9 Inclusion StCOGNIZING THAT 2009 w

10


7/12


Th wrd ldly rcgi d dm-trt th vl American Airlines lc

divrity xcllc. It highlight Mr. Grv c-

tribti t th divrity f thght d crg

mly t cti th lgcy f divrity ldrhi.

It l ckwldg th vl f dilyig divrity

d icli ldrhi withi r cmy d

th cmmity.

Bgiig thi yr, th wrd will lly rcgi

mly() t y lvl, withi y wrkgr, wh

mbdi th c d imct f Divrity Ldrhi.It will cmmict t ll mly tht th cmy

vl divrity d icli d wt t hr th

tht chiv thi rfilly d rlly.

Cmmicti h g t ll mly thrgh

r itrl wb rtl, rtrly cmy blicti,

m mil d r Ldr Cll grtig wr

d crgig mly t mit thrgh r

miti/licti frm. W hv lrg mbr f

miti d th itrt i th wrd h grtd

thd f hit r itrl Divrity it, tt-mt t hw th wrd h lvtd viibility withi th

divrity c.

Th r lctd i rflcti f r frmr

Chirm f th Brd f Dirctr Divrity Cmmitt,

Mr. erl G. Grv, wh xhibitd trg cmmitmt

t ldrhi, cmmitmt t divrity, vii, lgcy

f wrk, ccic, d r. Thi wrd i vry

viibl rcgiti rtd t idividl wh h

chivd tbl d mrbl bi ctribti

thrgh ivti which lik t divrity d crrtcitihi iititiv.

Th t mly will b rcgid d th rcii-

t will rciv grvd crytl wrd mirrrig th

igrl 2008 wrd giv t Mr. Grv. It will

b rtd by r pridt & Ceo drig

clbrtry crmy d th wir will l rciv

aircrft Ddicti l lcd aa ircrft,

lg with rcgiti th cmy itrl Wb it

d rtrly blicti. PDJ

Eal G. Gave Aa Leaehip


Award ofExcellence

AwArds of ExcELLEncEpresented in alphabetical order

Ameia Ailie AxA Equitable Lie Iuae cmpay

Elab Gegia Pe Haah ITT cpati

KPMG natial Gi nthp Gumma cpati

Pitey Be caaa se


The award loudly recognizes and demon-strates the value American Airlines places

on diversity excellence. It highlights Mr. Graves con-

tribution to the diversity of thought and encourages

employees to continue the legacy of diversity leadership.

It also acknowledges the value of displaying diversity

and inclusion leadership within our company and

the community.

Beginning this year, the award will annually recognize

an employee(s) at any level, within any workgroup, who

embodies the essence and impact of Diversity Leadership.It will communicate to all employees that the company

values diversity and inclusion and wants to honor those

that achieve this professionally and personally.

Communication has gone to all employees through

our internal web portal, quarterly company publications,

mass emails and our Leaders Call generating awareness

and encouraging employees to nominate through a peer

nomination/application form. We have a large number of

nominations and the interest in the award has generated

thousands of hits on our internal Diversity site, a testa-ment to how the award has elevated visibility within the

diversity space.

The person selected is a reflection of our former

Chairman of the Board of Directors Diversity Committee,

Mr. Earl G. Graves, who exhibited a strong commitment

to leadership, commitment to diversity, vision, legacy

of work, conscience, and purpose. This award is a very

visible recognition presented to an individual who has

achieved notable and measurable business contributions

through innovations which link to diversity and corporatecitizenship initiatives.

The top employees will be recognized and the recipi-

ent will receive an engraved crystal award mirroring the

inaugural 2008 award given to Mr. Graves. It will

be presented by our President & CEO during a

celebratory ceremony and the winner will also receive

an Aircraft Dedication plaque placed on an AA aircraft,

along with recognition on the company internal Web site

and quarterly publications. PDJ

Earl G. Graves Award for Leadership


Thstr

Award ofExcellence

AWARDS OF EXCELLENCEpresented in alphabetical order

American Airlines AXA Equitable Life Insurance Company

Ecolab Georgia Power Harrahs Entertainment ITT Corporation

KPMG LLP National Grid Northrop Grumman Corporation

Pitney Bowes Canada Sodexo


8/12



Drig 2008, Ecolabs Chirm f th

Brd, pridt d Ceo Dg Bktblihd th Cltr & Icli fcti t brig w

rctiv, iititiv d rgrm frwrd t cclrt

rgr twrd mr divr, icliv, d rdctiv

cltr. Rliig thr wld b wid rg f ii

th rgcy f thi wrk, eclb lctd wrf

mthd f brigig tgthr ir ldr with c

t withi th rgiti clld Lrig d Chg

prtr (LCp).

shwig trg cmmitmt frm th t, Bkr

hi xctiv tm t thr dy ffit i icli

dcti d trtgy i. Thy rviwd dicvr

dt, icldig fdbck frm mr th 4,000 cit

th crrt tt f r cltr.

LCp r eclb cit ch fr thir tr

rfrmc d willig t tll it lik it i. Th

r divr i g, rc, gdr, tr, lvl, fcti

d lcti. Th LCp wr dctd icli ri

cil d rviwd th dicvry dt, th wr cr

gd t k htly with th xctiv, hrig r

tri. Likwi, th xctiv wr cchd hw

t lit ffctivly, witht big dfiv r ffrixlti r lti. I th d, th LCp vlidt

th itrviw d rvy rlt, rvidig cdid fdbc

t xctiv ti.

Tgh i wr dicd frm brd rgiti

l rctiv. Thrght th dy, LCp rtd ifr

mlly, wrkd i tm, d hld xctiv drt

wht mttr mt t driv ggmt.

Th tcm f th xctiv i w cltr

vii ttmt d jry dcmt tht dcrib th

rt f eclb crrt cltr tht r imrtt t kd th thy d t chg t trgth th rgi

ti d chiv high rtil rfrmc.

I ttl, eclb h hld fr imilr i, icldi

tw with r lrgt biItittil d F

& Bvrgd with glbl Fic. althgh c

i fc diffrt ct f th cltr bd

cific rgitil d, thy hv cmm t

cmligmt t th Cltr Vii d Jry

crtig rgcy rd th d fr chg. PDJ

Egagig Leae Ilui a diveityQuikly

Award ofExcellence

AXA Equitable i lwy lkig fr w

wy t k thir mly ggd dt hl thm grw.Thr r r f rfil dvl-

mt tht, rgrdl f jb grd r titl, c b bficil

t idividl t y d vry tg f thir crr.

Rcgiig thi, aXa eitbl offic f Divrity

d Icli tmd with th cmy HR Lrig

d Dvlmt Gr d Divrity Ccil t crt

Power Hours for Inclusive Engagement and Development.

Th pwr Hr r w t icr th lvl f

ggmt d dvlmt f mly cr th

rgiti, whil l hrig bt rctic with

mly t ll lvl. pwr Hr wr dvldrd 15 tic icldig: Crr advcmt,

Bildig Yr Brd, Crg Cvrti, offic

etitt, ntwrkig, prtti skill, Rchig

Yr Fll pttil d Thik Lik owr:

archig Yr Jb Lik Ceo.

Mgmt flly rtd pwr Hr, d th

cllbrti cr ll bi r w criticl t it

cc. a vrity f itgrtd itrl cmmicti

wr d t driv wr d rticiti i pwr

Hr. pwr Hr hv rvd bficil with:

Increased employee satisfaction and engagement;

Giving managers another avenue to provide employ-

with dditil dvlmt rtiti;

Providing a means for employees to engage in

dvlmt ctiviti with immdit imct;

d

Providing networking opportunities for individuals

thrght th cmy.

nrly 900 mly rticitd i th pwr Hr

i 2008. a rlt:

91% said they took some type of action with their

xitig dvlmt l,

79% said they identified a leadership quality that

thy wtd t dvl,

67% said their comfort level for conversations with

thir mgr imrvd,

66% said they created a development goal, and

53% said it improved their mentoring relationship.

PDJ

Pe Hu IluiveEgagemet / develpmet

Award ofExcellence



During 2008, Ecolabs Chairman of th

Board, President and CEO Doug Bakeestablished the Culture & Inclusion function to bring new

perspectives, initiatives and programs forward to accelerat

progress toward a more diverse, inclusive, and productiv

culture. Realizing there would be a wide range of opinion

on the urgency of this work, Ecolab selected a powerfu

method of bringing together senior leaders with associ

ates within the organization called Learning and Chang

Partners (LCPs).

Showing strong commitment from the top, Baker an

his executive team spent three days offsite in an inclusio

education and strategy session. They reviewed discover

data, including feedback from more than 4,000 associate

on the current state of our culture.

LCPs are Ecolab associates chosen for their stron

performance and willingness to tell it like it is. The

are diverse in age, race, gender, tenure, level, function

and location. The LCPs were educated on inclusion prin

ciples and reviewed the discovery data, then were encour

aged to speak honestly with the executives, sharing persona

stories. Likewise, the executives were coached on how

to listen effectively, without being defensive or offerinexplanations or solutions. In the end, the LCPs validate

the interview and survey results, providing candid feedbac

to executive questions.

Tough issues were discussed from a broad organization

al perspective. Throughout the day, LCPs presented infor

mally, worked in teams, and helped executives understan

what matters most to drive engagement.

The outcome of the executive session was a cultur

vision statement and journey document that describes th

parts of Ecolabs current culture that are important to keepand those they need to change to strengthen the organiza

tion and achieve high operational performance.

In total, Ecolab has held four similar sessions, includin

two with our largest businessesInstitutional and Foo

& Beverageand one with global Finance. Although eac

session focuses on different aspects of the culture based o

specific organizational needs, they have a common out

comealignment to the Culture Vision and Journey an

creating urgency around the need for change. PDJ

Engaging Leaders onInclusion and DiversityQuickly

Du

Bo

Award ofExcellence

AXA Equitable is always looking for new

ways to keep their employees engaged andto help them grow.There are areas of professional develop-

ment that, regardless of job grade or title, can be beneficial

to individuals at any and every stage of their careers.

Recognizing this, AXA Equitables Office of Diversity

and Inclusion teamed with the companys HR Learning

and Development Group and Diversity Council to create

Power Hours for Inclusive Engagement and Development.

The Power Hours purpose was to increase the level of

engagement and development of employees across the

organization, while also sharing best practices with

employees at all levels. Power Hours were developedaround 15 topics including: Career Advancement,

Building Your Brand, Courageous Conversations, Office

Etiquette, Networking, Presentation Skills, Reaching

Your Full Potential and Think Like an Owner:

Approaching Your Job Like a CEO.

Management fully supported Power Hours, and the

collaboration across all business areas was critical to its

success. A variety of integrated internal communications

were used to drive awareness and participation in Power

Hours. Power Hours have proved beneficial with:

Increased employee satisfaction and engagement;

Giving managers another avenue to provide employ-

ees with additional development opportunities;

Providing a means for employees to engage in

development activities with an immediate impact;

and

Providing networking opportunities for individuals

throughout the company.

Nearly 900 employees participated in the Power Hours

in 2008. As a result:

91% said they took some type of action with their

existing development plan,

79% said they identified a leadership quality that

they wanted to develop,

67% said their comfort level for conversations with

their manager improved,

66% said they created a development goal, and

53% said it improved their mentoring relationship.

PDJ

Power Hours for InclusiveEngagement / Development

A

wa

Award ofExcellence


9/12


Th D&I Icli t Ivti

Triig k t rticitmid t diffrc r imilriti thy my t

hv kw xitd. Th D&I Icli t Ivti

Triig tblih tibl fdti fr

cltrl chg d lvt th viibility d wr-

f Harrahs D&I rgrm. By ggig ldr

frm frt-li mgmt t frt-li mly,

it i md clr tht D&I i imrtt cct i

th rgiti.

Th triig clrifi th cgitiv divrity tht

xit i r dily virmt d hl l t

thik ivtivly t rlv th i. Th Hrm

Bri Dmic Itrmt (HBDI) i xml

f hw th triig light l bt th diffr-

t ihrt thikig tyl d hw idividl c

bttr rlt t thir cwrkr t imrv bi

rltihi d driv mrbl bi tcm.

Th bfit d itiv chg frm th D&I

Icli t Ivti Triig hv d th

mid f l withi th rgiti t th t-til fr divrity t b d bi tl. Divrity

i lgr ly i th ctxt f mthig tht

mt b d t r l trtmt, bt rthr

bi imrtiv tht Hrrh mt mbrc t

tify it ctmr b d cti t thik iv-

tivly d miti dg vr cmtitr.

Th fdbck th triig frm th 2,300-l

ky ldr wh hv rticitd fr h b

97 rct rtig f ithr xcllt r vry gd.

Th ttimil cmild by fcilittr ftr th

i mk vry clr th ffct tht th i

hv rticit. My tt tht it i th bt tri-

ig thy hv vr xricd d tht thir y r

trly d t th ttil fr cgitiv divrity t

itivly iflc bi. PDJ


d&I Ilui tIvati Taiig

Th gl i fr vry mly t fl

vld, rctd, d rdctiv, dth tcm i rdictd th lity f th rl-

tihi btw mgr d mly. T chiv

thi gl, Georgia Power i fcd imrvig

mgmt kill i ix r: rfrmc fdbck,

jb lcti, rrtti, rtti, cmmicti,

d rtliti wr.

pridt d Ceo Mik Grrtt kd tw xctiv

fficr t icr trt i th jb lcti rc d

i mgr mkig hirig dcii. Thy chrtrd

23-mly Jb slcti Tk Frc (JsTF) t idtify

i d mk rcmmdti.Th JsTF clly rviwd th cmy wll-dfid

lcti rc d vtlly rcmmdd 15 -

cific bt rctic d bhvir t bild trt. Th

cti, ddrd i mdtry wrkh fr mgr,

icldd:

Precise identification of skill sets required for

th iti.

Better coordination between the hiring manager

d cdidt immdit rvir rgrdig

dvlmtl fdbck.

Clarity on where race, gender, and ethnic

rrtti fit it th cmy v-t

jb lcti rc.

I dditi, high-lvl rjct mgr w igd

t imlmt rcmmdti, which rird cllb-

rtiv rc btw xctiv mgmt, hm

rrc, divrity rgiti, crrt cmmic-

ti, d tid cltt.

sic Jry 2009, th tm h cdctd 42 wrk-

h d trid 82 rct (862) f mgr ligibl

fr triig. Fr y brd-bd cltr chg iiti-

tiv, th ltimt rf f tibility tk my yr

t chiv. Hwvr, crrt itrl d xtrl rvy

rlt hw rgr:

Workplace concerns about job selections

dclid ticbly.

85% of employees believe their immediate

rvir cr bt thm.

The item, Promotions go to those who best

drv thm, icrd by 11 it. PDJ

Builig Tutthugh Bette Jb seleti

Award ofExcellence

Award ofExcellence


The D&I Inclusion to Innovation

Training seeks to open up participantsminds to differences or similarities they may not

have known existed. The D&I Inclusion to Innovation

Training establishes a sustainable foundation for

cultural change and elevates the visibility and aware-

ness of Harrahs D&I program. By engaging leaders,

from front-line management to front-line employees,

it is made clear that D&I is an important concept in

the organization.

The training clarifies the cognitive diversity that

exists in our daily environments and helps people to

think innovatively to resolve these issues. The Hermann

Brain Dominance Instrument (HBDI) is one example

of how the training enlightens people about the differ-

ent inherent thinking styles and how individuals can

better relate to their coworkers to improve business

relationships and drive measurable business outcomes.

The benefits and positive changes from the D&I

Inclusion to Innovation Training have opened the

minds of people within the organization to the poten-tial for diversity to be used as a business tool. Diversity

is no longer seen only in the context of something that

must be done to ensure equal treatment, but rather as

a business imperative that Harrahs must embrace to

satisfy its customer base and continue to think innova-

tively and maintain an edge over competitors.

The feedback on the training from the 2,300-plus

key leaders who have participated so far has been a

97 percent rating of either excellent or very good.

The testimonials compiled by facilitators after the

session make very clear the effect that the sessions

have on participants. Many state that it is the best train-

ing they have ever experienced and that their eyes are

truly opened to the potential for cognitive diversity to

positively influence business. PDJ


D&I Inclusion toInnovation Training

The goal is for every employee to feel

valued, respected, and productive, andthe outcome is predicated on the quality of the rela-

tionship between a manager and employee. To achieve

this goal, Georgia Power is focused on improving

management skills in six areas: performance feedback,

job selection, representation, retention, communication,

and retaliation awareness.

President and CEO Mike Garrett asked two executive

officers to increase trust in the job selection process and

in managers making hiring decisions. They chartered a

23-employee Job Selection Task Force (JSTF) to identify

issues and make recommendations.The JSTF closely reviewed the companys well-defined

selection process and eventually recommended 15 spe-

cific best practices and behaviors to build trust. These

actions, addressed in mandatory workshops for managers,

included:

Precise identification of skill sets required for

the position.

Better coordination between the hiring manager

and candidates immediate supervisor regarding

developmental feedback.

Clarity on where race, gender, and ethnicrepresentation fit into the companys seven-step

job selection process.

In addition, a high-level project manager was assigned

to implement recommendations, which required a collab-

orative process between executive management, human

resources, diversity organization, corporate communica-

tion, and outside consultants.

Since January 2009, the team has conducted 42 work-

shops and trained 82 percent (862) of managers eligible

for training. For any broad-based culture change initia-

tive, the ultimate proof of sustainability takes many years

to achieve. However, current internal and external survey

results show progress:

Workplace concerns about job selections

declined noticeably.

85% of employees believe their immediate

supervisor cares about them.

The item, Promotions go to those who best

deserve them, increased by 11 points. PDJ

Building Trustthrough Better Job Selection

ThAward ofExcellenceTh

val

Award ofExcellence


10/12



ITT Mti Tchlgi, bd i

Brg, Itly, mk brk d d

fricti mtril fr th wrld lrgt mfctrr

f cr, trck d light cmmrcil vhicl. I 2007,

ITT Mti Tchlgi idtifid th d t xd

it rdcti cbility t mt th grwig dmd f

it ctmr, d dcidd t w lt i otrv

i th Cch Rblic.

Th HR tm wrkd i cllbrti with th m-

gmt tm t imlmt rgrm trgtd t chiv

thr bjctiv:

Effectiv triti f kill d rc kwldg,

Timely on-boarding of new hires to meet

rdcti,

Retention of talent during and after the start-up.

Th rgrm citd f fr trtgic cti r:

1. oritti fr w mly,

2. Thrticl rti triig,

3. o-th-Jb triig rgrmBrg, Itly

4. emly itgrti rgrm, icldig cr-

cltrl triig d lgg cl fr bth

Itli d Cch mly.

I ttl, th Itli lt htd ttl f 70 Cch

Rblic cllg i triig. Th Cch mly

t frm t i mth i Itly. Th mly

triig l icldd 128 hr f thry, d dd-

ig idividl rl, frm 140 t 500 hr f -

th-jb itrcti.

a rlt, Mti Tchlgi w bl t

it fcility i rly Jry 2009, rvidig r-

tity fr thi bi gmt t xd d ctrw ctmr whil ftrig rc imrvmt d

lwrig rtil ct.

a f tdy, mly hird t th bgiig f th

rjct r till with th cmy with xcti.

Thi i xctil rtti rt th mly-

mt rt i octbr 2007 w th lwt i 9 yr,

rlt f mr w jb rtiti d tbl

lbr mrkt. For full story please go to www.itt.com PDJ

Mti Tehlgieotava Pjet

Award ofExcellence

Lchd i rly 2008, KPMGs Fmily

fr Litrcy rgrm w dvld t hlfight childhd illitrcy. Thi rgrm t w bk

dirctly it th hd f childr frm lw-icm

fmili, with th h f mkig lg-ltig diffrc

i th dctil, crr, d lif rtiti f th

childr by iig thm with th tl thy d t

bth lr hw t rd d dvl lv f rdig.

Wht ditigih KpMG Fmily fr Litrcy frm

mt thr ivti i tht th rgrm w dvld

t ly fr KpMG rtr d mly, bt l fr

thir , igifict thr, d childr, wll

KpMG itr, lmi, d rtir cr th ctry

Thi bl th firm t drw th dth f tlt d

cmmitmt tht xit withi th xtdd KpMG fm-

ily t crt tir rmy f vltr cmmittd t

rdictig illitrcy.

KpMG Fmily fr Litrcy w iltd i v

u.s. citi d itrdcd by c-fdr s Fly

d Bth Vihmyr (th f KpMG Chirm

d Ceo d Dty Chirm, rctivly). T hlr it cc, KpMG tmd with Firt Bk, -

rfit rgiti tht h dlivrd mr th 65 mil-

li w bk t ygtr vr th t 17 yr.

Th rgrm h b trctrd tht vry c

gt ivlvd, rgrdl f idividl lvl f itrt

emly d rtr, t d cl, grdrt

d frid c fd bk with iml click f th

m thrgh li dti t KpMG Fmily fr

Litrcy Mrktlc.

a rlt f ll th ffrt, KpMG h dtd

mr th $500,000 thrgh Fmily fr Litrcy t dt

a imrttly, th wh hv bcm ivlvd with

Fmily fr Litrcy hv grtd mr th 11,000

vltr hr d ditribtd mr th 350,000 w

bk i it firt yr. I 2009, dditil 500,000

bk r chdld fr ditribti, d th rgrm i

lchig i rly d mr citi. PDJ

KPMG family Liteay

Award ofExcellence



ITT Motion Technologies, based in

Barge, Italy, makes brake pads and

friction materials for the worlds largest manufacturers

of cars, trucks and light commercial vehicles. In 2007,

ITT Motion Technologies identified the need to expand

its production capability to meet the growing demand of

its customers, and decided to open a new plant in Ostrava

in the Czech Republic.

The HR team worked in collaboration with the man-

agement team to implement a program targeted to achieve

three objectives:

Effective transition of skills and process knowledge,

Timely on-boarding of new hires to meet

production,

Retention of talent during and after the start-up.

The program consisted of four strategic action areas:

1. Orientation for new employees,

2. Theoretical operations training,

3. On-the-job training programBarge, Italy

4. Employee integration program, including cross-

cultural training and language classes for bothItalian and Czech employees.

In total, the Italian plants hosted a total of 70 Czech

Republic colleagues in training. The Czech employees

spent from one to nine months in Italy. The employees

training plan included 128 hours of theory, and depend-

ing on an individuals role, from 140 to 500 hours of on-

the-job instruction.

As a result, Motion Technologies was able to open

its facility in early January 2009, providing an oppor-

tunity for this business segment to expand and capture

new customers while fostering process improvement and

lowering operational costs.

As of today, employees hired at the beginning of the

project are still with the company with one exception.

This is an exceptional retention rate, as the unemploy-

ment rate in October 2007 was the lowest in 9 years,

as a result of more new job opportunities and a stable

labor market. For full story please go to www.itt.com PDJ

Motion TechnologiesOstrava Project

IT

Award ofExcellence

Launched in early 2008, KPMGs Family

for Literacy program was developed to helpfight childhood illiteracy. This program puts new books

directly into the hands of children from low-income

families, with the hope of making a long-lasting difference

in the educational, career, and life opportunities of these

children by equipping them with the tools they need to

both learn how to read and develop a love of reading.

What distinguishes KPMGs Family for Literacy from

most other innovations is that the program was developed

not only for KPMGs partners and employees, but also fo

their spouses, significant others, and children, as well as

KPMGs interns, alumni, and retirees across the country

This enables the firm to draw on the depth of talent and

commitment that exists within the extended KPMG fam-

ily to create an entire army of volunteers committed to

eradicating illiteracy.

KPMGs Family for Literacy was piloted in seven

U.S. cities and introduced by co-founders Susan Flynn

and Beth Veihmeyer (the spouses of KPMGs Chairman

and CEO and Deputy Chairman, respectively). To helpensure its success, KPMG teamed with First Book, a non-

profit organization that has delivered more than 65 mil-

lion new books to youngsters over the past 17 years.

The program has been structured so that everyone can

get involved, regardless of an individuals level of interest

Employees and partners, aunts and uncles, grandparents

and friends can fund books with a simple click of the

mouse through online donations to KPMGs Family for

Literacy Marketplace.

As a result of all these efforts, KPMG has donated

more than $500,000 through Family for Literacy to date

As importantly, those who have become involved with

Family for Literacy have generated more than 11,000

volunteer hours and distributed more than 350,000 new

books in its first year. In 2009, an additional 500,000

books are scheduled for distribution, and the program is

launching in nearly a dozen more cities. PDJ

KPMGs Family for Literacy

La

for

Award ofExcellence


11/12


Th gl f National Grid 2008

Wm emwrd prgrm, xctdby th Wm emwrd Cmmitt, btm f

th Wm I ntwrk (Win) mly twrk, i t

rvid th kill d cmtci cry fr wm

t ntil Grid t rli thir grtt ttil.

sic it rigi i 2003, th Wm emwrd

Cmmitt h grw, d i w cmrid f wm

frm bi r cr th cmy wh vltr

thir tim d tlt t th rgrm.

2008 w th mt ccfl yr vr fr th Wm

emwrd Cmmitt. It itd 48 ntil Grid

fml mly frm ll lgcy cmi by crtig

cltrl irit f lrig d mwrmt. Th

wm frmd bd with ch thr thrgh divr

twrk f dcti d dvlmt rgrm.

T dt, 371 wm hv grdtd frm rgrm

ffrd ic 2004. Th grdt, mltilid by th

vrg ct f xtrl triig ($5,700) v. th vrg

ct f We prgrm ($300) hv rltd i vrg

ct vig t th cmy f $2, 003,400!prgrm mtril r dvld, fcilittd, d

dmiitrd i-h. at th cmlti f ch We

prgrm, rticit r rvyd fr vlti fd-

bck. Cmmitt mmbr rviw rlt d djt -

i mtril t rflct crrt bi r dvlm-

tl d f th dic rvd.

Fr th 2008 prgrm, w i w ddd

titld Kwldg f th Bi. Thi w cc-

i fr kr frm shrd srvic, elctric d G

Bi uit t itrct with rgrm rticit

rvidig thm vrviw f th bi d glbl

rtig mdl d bi trtgi.

Th We Cmmitt h l t tk th rgrm

th rd with ffrig i Mchtt d utt

nw Yrk rgi. exctiv r d rtr

cti t ri th We prgrm d lk frwrd t

it ctiti i th xdd trritry. PDJ

wme Empee (wE)Pgam & cmmittee

Award ofExcellence Th Northrop Grumman Wm

Cfrc hc th ldrhi t-til f wm by rvidig rtiti fr lrig

d twrkig cr th cmy. at th cfrc,

high ttil wmfrm ir ldr t crft

wrkrji tgthr t gthr iight bt th

cmy, it ldr d thmlv.

Drig th dy-d--hlf cfrc, ttd hr

thght ldrhi frm th cmy Ceo d gt

cmrhiv brifig th tt f th cmy

frm th pridt d Coo. pl dici, ld by

nrthr Grmm wm xctiv, rvid iight

tic ch rfil dvlmt, th vl fdivrity d icli, d wrk-lif blc. I 2009,

wll-kw gt kr trd th imrtc f

thticity, r mtrhi, d twrkig t th 216

cfrc ttd.

With ir xctiv ldrhi i ttdc, r-

ticit r rvidd rtiti t gg i ifrml

dilg tic ch wrklc dvcmt d

ky fr cc. Tim i chdld fr ttd t wrk

id-by-id with r frm thr lcti d r-

tig it thy c tblih rltihi tht willbcm ky rrc d frm rt trctr.

a rt f th cfrc, mly r giv

rtity t giv bck t th lcl cmmity. I 2009,

mly rrd lch t lcl mii, cllctd

mr th 30 bg f trh clig lcl bch, d

rticitd i cic, tchlgy, girig, d

mth dcti trch wrkh.

Th nrthr Grmm Wm Cfrc h

llwd mr th 1,200 mly t rticit i

rfil dvlmt d twrkig ctivity cifi-

clly digd fr thm. ech cfrc thm lvrgcrrt mg d llw ttd t tk wy

clr vii f th cmy d drtdig f wht

thy c d t imrv cmy rfrmc.

After the 2009 conference, 94% of attendees surveyed

grd r trgly grd tht th cfrc hld thm

chiv lrig d dvlmt gl, d tht th

cfrc i ffctiv frm fr lrig, twrkig,

d ldrhi dvlmt. PDJ

wme ceee

Award ofExcellence



The goal of National Grids 2008

Women Empowered Program, executedby the Women Empowered Committee, a subteam of

the Women in Networks (WiN) employee network, is to

provide the skills and competencies necessary for women

at National Grid to realize their greatest potential.

Since its origin in 2003, the Women Empowered

Committee has grown, and is now comprised of women

from business areas across the company who volunteer

their time and talent to the program.

2008 was the most successful year ever for the Women

Empowered Committee. It united 48 National Grid

female employees from all legacy companies by creating a

cultural spirit of learning and empowerment. These

women formed bonds with each other through a diverse

network of education and development programs.

To date, 371 women have graduated from programs

offered since 2004. These graduates, multiplied by the

average cost of external training ($5,700) minus the

average cost of a WE Program ($300), have resulted in an

average cost savings to the company of $2,003,400!Program materials are developed, facilitated, and

administered in-house. At the completion of each

WE Program, participants are surveyed for evaluation

feedback. Committee members review results and adjust

session materials to reflect current business or develop-

mental needs of the audience served.

For the 2008 Program, a new session was added

entitled Knowledge of the Business. This was an occa-

sion for speakers from Shared Services, Electric and Gas

Business Units to interact with program participants

providing them an overview of the business and global

operating models and business strategies.

The WE Committee has plans to take the program on

the road with offerings in Massachusetts and Upstate

New York regions. Executive sponsors and supporters

continue to praise the WE Program and look forward to

its continuation in the expanded territory. PDJ

Women Empowered (WE)Program & Committee

ThAward ofExcellence The Northrop Grumman Womens

Conference enhances the leadership poten-tial of women by providing opportunities for learning

and networking across the company. At the conference,

high potential womenfrom senior leaders to craft

workersjoin together to gather insights about the

company, its leaders and themselves.

During the day-and-a-half conference, attendees hear

thoughts on leadership from the companys CEO and get

a comprehensive briefing on the state of the company

from the President and COO. Panel discussions, led by

Northrop Grumman women executives, provide insight

on topics such as professional development, the value ofdiversity and inclusion, and work-life balance. In 2009,

well-known guest speakers stressed the importance of

authenticity, peer mentorship, and networking to the 216

conference attendees.

With senior executive leadership in attendance, par-

ticipants are provided opportunities to engage in informal

dialogue on topics such as workplace advancement and

keys for success. Time is scheduled for attendees to work

side-by-side with peers from other locations and oper-

ating units so they can establish relationships that willbecome key resources and form a support structure.

As part of the conference, employees are given an

opportunity to give back to the local community. In 2009,

employees prepared lunch at a local mission, collected

more than 30 bags of trash cleaning a local beach, and

participated in a science, technology, engineering, and

math education outreach workshop.

The Northrop Grumman Womens Conference has

allowed more than 1,200 employees to participate in a

professional development and networking activity specifi-

cally designed for them. Each conference theme leveragescorporate messages and allows attendees to take away

a clear vision of the company and an understanding of

what they can do to improve company performance.

After the 2009 conference, 94% of attendees surveyed

agreed or strongly agreed that the conference helped them

achieve learning and development goals, and that the

conference is an effective forum for learning, networking,

and leadership development. PDJ

Womens Conference

Th

Co

Award ofExcellence



12/12


PrOFiLes in Diversity JOUrnAL 2009 InternatIonal InnovatIon In DIversIty awarD

six yr g, Sodexo offic f Divrit

ffrd prfil DvlmCfrc fr 100 ntwrk Gr mmbr d sdx

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mrkig dici, wrkh, rtti, d

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bildig kill, kwldg, d wr rd di

frt dimi f divrity.

exctiv rc xtdd byd sdx

icrrtig l, mdrtd by Dr. Rhii ad

sdx Glbl Divrity officr, tht fcd

ldrhi d cctbility fr cltrl chg w th ftr f divrity d icli i th wrklc

d th mrktlc. Ceo rticitig th

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Post Summit survey results indicated that 99% o

attendees had a valuable experience and 93% of employ

wh ttdd flt mr cctd t sdx ftr th

Summit. In addition, 98% of clients and employees felt th

smmit rvidd thm with w kill r icrd thi

kwldg b rltiv t divrity d icli. PDJ

diveity Buie &Leaehip summit

Award ofExcellencePitney Bowes Canada rct rgrm

fc bildig ldrhi cbili-ti d bi trtgi tht iti th cmy fr

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grw i criticl dvlmt r idtifid rt f th

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wh i high-ttil Dirctr.

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2007. Bd vlti f ph I, th rgrm

w rdigd i 2008 t b ix-mth cti-lr-

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Highlight icld: Executive team has approved strategies

rcmmdd by fr f th brd;

Some recommended solutions currently being

iltd t clit it d thr hv rltd i

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Opportunities for accelerated development

fr divr ldr tht hv rltd i sir

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Enhanced strategic thinking and cross-functional

rltihi d yrgi.

Thi rgrm d m f th lti r big

dtd i thr ctri withi pity Bw. W hv

b ivitd t hr thi bt rctic t cfrc

d bi chl. Thi rgrm h tk lif f it

w it i trgly ligd t r trtgic dircti d

fcd dvlig r ldr. PDJ

Leveagig diveity Thughtt ceate Buie sluti

Award ofExcellence

PROFILES IN DIVERSITY JOURNAL JULY /AUGUST 20 0 9 35

PROFILES IN DIVERSITY JOURNAL 2009 INTERNATIONAL INNOVATION IN DIVERSITY AWARD

Six years ago, Sodexos Office of Diversit

offered a Professional DevelopmenConference for 100 Network Group members and Sodex

managers. Today, this event has evolved into a two da

Diversity Business and Leadership Summit, gather

ing 400 managers and 100 clients from 67 organization

including other leading diversity companies.

The Diversity Business and Leadership Summit is

contributing factor for Sodexos employee and client valu

proposition. It is an innovative best practice mode

offering attendees valuable knowledge and insight throug

keynote addresses from leading diversity experts, bench

marking discussions, workshops, presentations, and ope

dialogue with top diversity and inclusion leaders. Th

Summit also features workshops and learning labs focuse

on building skills, knowledge, and awareness around di

ferent dimensions of diversity.

Executive presence extended beyond Sodexo

incorporating a panel, moderated by Dr. Rohini Anand

Sodexos Global Diversity Officer, that focused o

leadership and accountability for cultural change as weas the future of diversity and inclusion in the workplac

and the marketplace. CEOs participating on the pan

included Douglas Conant, Campbell Soup; Tony Armada

Henry Ford Hospitals; and Sodexos own George Chave

To round out the panel, Dr. Craig Fiegel, Superintenden

of Plymouth Canton Community Schools, and Ca

Dominguez, Corporate Director of Manpower (forme

Chair of U.S. EEOC), also participated.

Post Summit survey results indicated that 99% o

attendees had a valuable experience and 93% of employ

ees who attended felt more connected to Sodexo after th

Summit. In addition, 98% of clients and employees felt th

Summit provided them with a new skill or increased thei

knowledge base relative to diversity and inclusion. PDJ

Diversity Business &Leadership Summit

SixAward ofExcellencePitney Bowes Canadas recent program

focuses on building leadership capabili-ties and business strategies that position the company for

long-term sustainable growth, and leverages diversity of

thought in its true sense.

Sixty Pitney Bowes Directors and Managers have been

engaged on 5 different Advisory Boards to create business

cases and solutions for 5 strategic priorities. Membership

on each of the 5 boards represents different functions,

business units, ethnicities, cultural backgrounds, gender,

generations, and diversity of thought to enable collabo-

ration. The boards provide members an opportunity to

grow in critical development areas identified as part of the

companys Leadership Review Process. Each board has a

Business Owner, an Executive Coach and a Chairperson,

who is a high-potential Director.

A very successful first phase was launched in 2007.

Based on an evaluation of Phase I, the program was

redesigned in 2008 to be a six-month action-learning

assignment that leverages diversity of thought.

Highlights include: Executive team has approved strategies

recommended by four of the boards;

Some recommended solutions currently being

piloted at client sites and others have resulted in

significant improvements in customer experience;

Opportunities for accelerated development

for diverse leaders that have resulted in Senior

Leadership Appointments;

Enhanced strategic thinking and cross-functional

relationships and synergies.

This program and some of the solutions are being

adopted within Pitney Bowes in other countries. We have

been invited to share this best practice at conferences and

business schools. This program has taken on a life of its

own, as it is strongly aligned to our strategic direction and

focused on developing our leaders. PDJ

Leveraging Diversity of Thoughtto Create Business Solutions

Pit

foc

Award ofExcellence

Diversity Journal | 2009 Innovations in Diversity Awards

Documents

Transcript of Diversity Journal | 2009 Innovations in Diversity Awards