Diversity Journal - May/Jun 2005

Also Featuring ... INNOVATION AWARD WINNERS • Motorola’s Front-Runner in Diversity Leadership

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Volume 7, Number 3 • May / June 2005

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pointofview From the editor of Profiles in Diversity Journal

What works?

The cusp of summer, May-June is traditionally a time for endings and beginnings, A S S E S S M E N TS A N D P L AU D I TS and launches. End of the school year; looking forward to summer vacation. Graduations. Weddings. Awards banquets. Red-white-and-blue parades and picnics. Derbies and races.

All of these are linked in life’s continuum and indeed in this issue. You’ve probably noticed already that our cover sports a different “look”—a non-boardroom setting and M A NY FAC E S R AT H E R T H A N O N E . Featured Waste Management is literally driving diversity with new partnerships, adding color and vitality to its own diversity efforts and promoting the business case for D&I in a N O N T R A D I T I O N A L setting for business and diversity.

The question behind that story and this issue is—what works? While racecar sponsorship may not fit the business map or culture of every organization, it seems to work for Waste Management. For many other businesses going through the process of reinventing themselves under new leadership and vision, what worked in the past may not be W H AT W I LL WO R K B E S T N O W . This issue’s Front-Runner, Kay E. Hoogland, tells how Motorola is using business changes as an opportunity for retooling the company’s whole diversity effort.

Our regular article from Catalyst this issue restates the dangers inherent in simply picking best practices that work for others and recommends measures to M ATC H E F F O RTS to the specific corporate environment. Apparently, this year’s Catalyst Awards winners in manufacturing and law heeded that advice, adapting diversity measures within business areas not known for initiatives on behalf of women. And PDJ ’s own Annual International Innovation in Diversity Awards recognize ten companies that are developing diversity initiatives that uniquely meet their own company’s needs and culture.

While out-of-the-ordinary programs and exciting initiatives can put some punch in the politics, experts including our legal consultants advise making sure that the basics are working before taking the next steps to broaden or globalize diversity initiatives beyond company capabilities. In other words, we’re all well advised to K N O W, A N D S T I C K TO , W H AT WO R K S for us.

Susan Larson Susan Larson

Managing Editor Profiles in Diversity Journal

May/June 2005

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Volume 7 • Number 3 May / June 2005

ON THE COVER:

Waste Management —Taking the Checkered Flag Waste Management’s Carlton Yearwood—Vice President, Business Ethics and Chief Diversity Officer—narrates the strategy behind Waste Management’s collaboration with NASCAR to drive diversity on the track and within the organization. Linking motorcar racing and corporate diversity may be outside the usual parameters, but it serves as a lever to help Waste Management reach other corporate-wide business goals and objectives.

8 Front-Runner: Kay A. Hoogland Motorola’s Vice President, Global Diversity & Compliance, tells how the company is retooling its whole leadership and learning effort to build diversity in more effectively while going through business changes. She tells, too, how Thomas Jefferson fits into her picture of things….

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Annual International Innovation in Diversity Awards

30 2

Profiles in Diversity Journal announces the winners of its Annual International Innovation in Diversity Awards, recognizing and supporting companies that are investing in, developing and fostering diversity initiatives that bring the entire company into alignment with the values of a diverse business culture. The brief overviews of efforts by top winners PepsiCo, General Motors, and Shell International (and others) may provide you fodder for comparisons.

Profiles in Diversity Journal May/June 2005

Table of Contents

May/June 2005

Catalyst Breaks Stereotypes The biggest surprises at this year’s Catalyst Annual Awards Conference in March were the named award-winners: Georgia-Pacific Corporation and Sidley Austin Brown & Wood LLP. Both were honored for launching very different—yet effective—initiatives which break stereotypes and set higher standards for their industries.

38 departments Diversity Who, What, Where & When

6 Equity and Diversity Compliance

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Weldon H. Latham, senior partner with Davis Wright Tremaine LLP, says that given the increasing occurrence of high-stakes litigation, its financial and business consequences, and the prospect of mandated EEO/diversity compliance certification, corporations are well-advised to be proactive about workplace equity and diversity compliance.

The Perfect Fit

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Getting to know the unique needs of one’s organization is critical to building an inclusive environment that leverages the talents of all employees. To avoid the dangers inherent in simply picking best practices that work for others, Catalyst recommends a focused, individualized corporate environmental assessment.

In My View Commentary by Rosalyn Taylor O’Neale about the state of the art and science of D&I.

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Profiles in Diversity Journal May/June 2005

Not Everyone at PepsiCo Sees Things the Same Way At PepsiCo, we value unique perspectives.

Diversity and inclusion are benchmarks of our business. In the 21st century, high performance begins with the ability to see a different point of view.

Nereida “Neddy” Perez Now Diversity Relations Executive at Sodexho In April, Neddy Perez was named Diversity Relations Senior Director for Sodexho, Inc. Sodexho is the leading provider of food and facilities management services in the U.S., Canada, and Mexico—with $6 billion in annual revenue and over 120,000 employees.

Neddy will be developing a comprehensive strategy for linking the company’s efforts in community relations, supplier diversity, and college relations with the company’s North American diversity strategy.

Neddy will also oversee the company’s five employee network groups.

Neddy draws on experiences at the Shell Companies and United Parcel Service, as well as service on nonprofit boards, including the National Hispana Leadership Institute and Gifts in Kind. Neddy holds a Master’s degree in human resources management from Nova Southeastern University and an undergraduate degree in public relations.

Resources for News on Social Initiatives Professionals working in D&I or concerned with corporate social responsibility issues can now get better cross-coverage of their activities and learn about those of others in the field because of a new strategic alliance between Corporate Social Responsibility newswire (CSRwire) and Business Wire.

CSRwire distributes social responsibility news and reports related to a company’s activities in community development, ethics, diversity, environmental, human rights and

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NAAAP-NY Annual Scholarship & Leadership Awards Dinner

workplace issues. CSRwire’s distribution network reaches more than 400,000 total readers including major media outlets, investment professionals, special interest groups, activists, academics and corporate officers. Its Wednesday morning news alert goes out to nearly 10,000 key contacts at media outlets, investment analyst firms, and corporate and social responsibility-oriented organizations.

Both wire service companies themselves have a history of supporting diversity and workplace fairness practices as well as charitable and educational causes. In addition to their collaboration for reporting corporate activities, the newswires plan to jointly sponsor conferences promoting corporate social responsibility to industry groups and business schools. (for information, see www.csrwire.com)

NAAAP-NY Honors Scholars and Leaders At its annual Scholarship & Leadership Awards Dinner on May 14, the New York chapter of the National Association of Asian American Professionals (NAAAP-NY) awarded three one-time $2,500 college scholarships and honored two Asian Pacific American professionals for their contributions to their companies and communities.

Profiles in Diversity Journal May/June 2005

The scholarship program is funded

by NAAAP-NY and corporate supporters, including Colgate-Palmolive Company, Ernst & Young, Goldman, Sachs & Co., and UBS. Goldman, Sachs & Co., JPMorgan Chase Bank, and Prudential Financial also sponsored the 2005 awards dinner.

Scholarship recipients were chosen for their academic excellence, community service, and responses to two essay questions. This year’s winners: Shelley Xuexing He (Lafayette High School); and Kent Yoon Kim and Nina Ma (both from Stuyvesant High School).

The Asian Pacific American leadership honorees named for their contributions to their companies and communities-at-large: Bunty Bohra, a Vice President at Goldman Sachs & Co., member of the Steering Committee for the firm’s Asian Professional Network, and COO of the company’s MIT undergraduate recruiting team; and Katie Chang, a Vice President and Manager at JPMorgan Chase Bank and Vice Chair of the firm’s Asian American Coalition to Influence, Organize, and Network.

PDJ

Bausch & Lomb Chairman and CEO Ron Zarrella wth three employee affinity group leaders: Troy Beason of the African-American Network, Cindy Yao of the Women’s Network, and X. Michael Liu of the Asia-Pacific Network.

Sam Belnavis - Chief Diversity Officer - Roush Racing Carlton Yearwood - Vice President, Business Ethics & Chief Diversity Officer - Waste Management, Inc. Bill Lester - Driver No. 22 WM Toyota Tundra - NASCAR® Craftsman Truck Series

Feature

Waste Management

Taking the Checkered Flag Motorsports partnering centers on teamwork, excellence, achievement

By Carlton Yearwood —Vice President, Business Ethics and Chief Diversity Officer, Waste Management, Inc.

Waste Management is the U.S. leader in providing waste and environmental services to more than 21 million residential, industrial, municipal and commercial customers. With more than 50,000 employees at some 1,300 business sites across the country, Waste Management has a base of customers and employees that is uniquely broad for the industry. Intently focused on becoming one of the top-ranking corporations in the U.S. by every measure, WM seeks out opportunities to leverage its diversity initiatives across its entire base of customers and employees to help win that significant standing.

he packed stands roar as cars rocket Tdown the straightaway. The checkered flag waves, and the winner is . . . diversity!

Not too long ago, linking motorcar racing and

HEADQUARTERS: HOUSTON, TEXAS WEBSITE: http://www.wm.com

corporate diversity was a far stretch, indeed. But, today, a company like Waste Management encourages a diversity leader like myself to think and act well outside usual parameters. At WM, I manage diversity as a strategic lever to help reach other

Profiles in Diversity Journal 20052005 Profiles in Diversity JournalMay/June May/June

9 9

Carlton Yearwood

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Chief Diversity Officer

corporate-wide business goals and objectives. With that approach, aligning diversity with a motorsports

quence for diversity. And I needed to know how to work seamlessly and effectively within the people frame-

constantly, in light of our results and what we see others doing.

But a trait more individual to

brand-building program was both natural and a necessity.

To do so successfully, I’ve had to learn, borrow, and build on business practices that are highly effective elsewhere in the enterprise, but are often not viewed as part of the diversity professional’s arsenal. In this case, it meant becoming an integral part of the corporate brand-building team. I needed to understand how diversity can help achieve a better brand. I needed to become adept at recognizing and developing opportunities to elevate Waste Management’s position with audiences of conse-

work that supports and nurtures my company’s brand.

Waste Management, I believe, is the direct and always-tested link that diversity has to our corporate strategy.

Waste Management CEO David Steiner reinforces the need to “stay on strategy” consistently, and did so most recently at our corporate-wide Women and Minority Networking Conference. It was, incidentally, the first time WM people came together with a focus on diversity issues, and was another core building block for us to put in place.

“Achieving our vision is only possible if we pursue those objectives and goals that make a difference for our company,” said Steiner. “And how

S T A R T I N G W I T H S T R A T E G Y, OUR DISCIPLINE

Like most successful U.S. companies, Waste Management has solid diversity essentials. We have built a precise measurement process, a supplier diversity program, and a focused code of conduct. We communicate frequently how we interact with our people at all levels in our company.

We refine our programs and processes

Profiles in Diversity Journal May/June 2005

Feature

Waste Management

TEAM WASTE MANAGEMENT RACING

BILL LESTER (right) Driver No. 22 WM Toyota Tundra NASCAR® Craftsman Truck Series

far left to right: Matt Kenseth - Driver No. 17 WM Ford Taurus NASCAR® Busch Series Jesus Hernandez - Driver No. 17 WM Late Model Ford NASCAR® Dodge Weekly Series Bill Lester - Driver No. 22 WM Toyota Tundra NASCAR® Craftsman Truck Series below (foreground): Matt Kenseth - Driver No. 17 WM Ford Taurus NASCAR® Busch Series David Steiner - CEO - Waste Management, Inc.

Profiles in Diversity Journal

May/June 2005

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Carlton Yearwood

Chief Diversity Officer

TEAM WASTE MANAGEMENT RACING

M AT T K E N S E T H Matt Kenseth Driver No. 17 WM Ford Taurus NASCAR® Busch Series

well we do with our diversity and inclusion efforts solidly impacts our overall strategy and our stakeholders. Our results with diversity and inclusion extend meaningfully to what we are trying to do in every part of our business.”

That kind of challenging CEO directive puts diversity on the spot for results. But it also gets us noticed.

Other parts of our WM organization know we can contribute substantially to their business plans. So we are invited to the table as a full player, and are absolutely expected to come forward with ideas that contribute measurably to key corporate initiatives.

One of those initiatives started some time ago. A part of the strategy “we are trying to do in every part of our business,” to use CEO Steiner’s phrase, is to create and nurture a workplace to lead Waste Management toward becoming one of the truly great companies in the U.S. We want to achieve that recognition with our employees, and with American business generally. When thinking about how to make large strides here, Waste Management’s leadership team explored many options.

One was to join with another party that could give substance, visibility and credibility to WM, and could help us make a major move forward.

“In the complex, energized, and difficult landscape of business today, achieving your goals often means choosing the right people to work with,” explains Barry Caldwell, Waste Management’s Senior Vice President, Government Affairs & Corporate Communication.

“After a lot of thoughtful analysis

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Profiles in Diversity Journal May/June 2005

Feature

Curt Knapp - Vice President, Marketing - Waste Management, Inc.

Carlton Yearwood - Vice President, Business Ethics and Chief Diversity Officer - Waste Management, Inc.

Waste Management

David Steiner - Chief Executive Officer - Waste Management, Inc.

“With Team Waste by our leadership team, we identified motorsports as a venue of great potential.

It was an entirely new step for us. But we believed the sport could help us reach strategic goals for awareness and recognition. After all, motorsports is the most rapidly growing spectator sport in the U.S., and those fans and sponsors are our customers and people we hire. That would give us very positive visibility with audiences important to us, and in an exciting and positive way. We’d be able to enlarge our brand footprint in the marketplace with audiences that matter to us.”

The sport also had a pre-eminent organization—NASCAR—that not only matched Waste Management with the top position in its own industry, but also offered Waste Management a chance to participate at many levels and points of the organization. There was a match on outlook, style, goals and objectives.

DEVELOPING THE PARTNER SHIP

Management Racing, we

The first joint activity started in 2001. Waste Management was just beginning to implement a decision to move with motorsports as a way to help position itself more visibly and

believe we’ve crafted a

positively with its target audiences, to win business and to build excitement and pride within our employee ranks.

“We have business contracts with most of the racetracks,” relates Larry O’Donnell, Waste Management President and COO, “and we wanted to build from that very real business connection. So we became title sponsor for the ‘Picking Up Places’ award.

It goes to the driver who advances the most places in the race field from qualifying to finish. But it also relates directly to what our people do at the tracks. It was a strategically sound tiein all around. We found the award had

uniquely effective and relevant way to promote both our brand and our diversity.” good resonance with our own people, and was something the drivers themselves valued.

From that start,” adds O’Donnell, “we built on positive ground with NASCAR. As the relationship developed, we discovered other areas where we wanted to move forward, areas where we matched well on goals, purpose, and tactics. One of those areas clearly was diversity.”

Profiles in Diversity Journal

May/June 2005

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Carlton Yearwood

Chief Diversity Officer

WASTE MANAGEMENT AND MOTORSPORTS — PARTNERING BEYOND DRIVER SPONSORSHIP • “PICKING UP PL ACES” AWARD, TITLE SPONSOR

• INDUSTRY C ATEGORY EXCLUSIVE SPONSOR OF NA SC AR ®

• COLL ABORATOR, “RICHARD PETT Y DRIVING EXPERIENCE”

• SPONSOR, NA SC AR ® .COM

• MEMBER, NA SC AR ® DIVERSIT Y COUNCIL

• OFFICIAL SPONSOR: BRISTOL MOTOR SPEEDWAY, CHIC AGOL AND SPEEDWAY, DAY TONA INTERNATIONAL SPEEDWAY, DOVER INTERNATIONAL SPEEDWAY, PIKES PEAK INTERNATIONAL RACEWAY, TALL ADEGA SUPERSPEEDWAY, PHOENIX INTERNATIONAL RACEWAY

• SPONSOR, BL ACK WHEELS FILM DOCUMENTARY ABOUT THE INVOLVEMENT AND CONTRIBUTION OF AFRIC AN-AMERIC ANS TO MOTORSPORTS

At the time, NASCAR had committed to consciously improving its own diversity agenda, both to attract a more diverse fan base and to get more diversity into the racing industry.

“NASCAR is concentrating on making our sport, on and off the track, look more like America,” is how NASCAR President Mike Helton put it. “To succeed and to continue to grow; no other issue is more important.”

Both WM and NASCAR shared the view that diversity should be visible and embedded in the core of the organization, and that encouraged ideas to flow. In the classic manner of good partnerships, we believed we could make mutual progress by finding ways to further each other’s goals.

TEAM WASTE MANAGEMENT RACING

the NASCAR Dodge Weekly Series. It made Team Waste Management the most diverse in the sport. It was a great

“As 2005 approached, a sponsorship opportunity surfaced with Matt Kenseth, one of racing’s premier drivers,” recounts WM Vice President of

opportunity to take Waste Management’s diversity commitment more visibly and positively to our important audiences across the country. It promised to be a sustained presence with energetic visibility about a diversityinclusion message.”

Bill Lester is a full-time, AfricanAmerican driver with a substantial and growing professional reputation.

Moving up each year in driver rankings, he is “visible, highly professional, and

Marketing, Curt Knapp. “At generally the same time, we were evaluating renewing our NASCAR league sponsorship. In looking ahead for the best choices for WM, we decided to focus all of our involvement toward becoming a major force in making a difference for diversity and inclusion in motorsports.

“That’s when we decided to sponsor Bill Lester in the NASCAR Craftsman Truck Series, and ‘Drive for Diversity’ driver Jesus Hernandez in

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Profiles in Diversity Journal May/June 2005

dedicated to excellence. Giving people with drive the opportunity to succeed parallels Waste Management’s own diversity goals. So we match well,” says O’Donnell.

Feature

Waste Management

TEAM WASTE MANAGEMENT RACING

JESUS HERNANDEZ NASCAR’s “Drive for Diversity” is a minority and women driver and crewmember development program. Managed by an independent agency, Access Marketing and Communication, it is designed to provide talented and qualified minority

Driver No. 17 WM Late Model Ford NASCAR® Dodge Weekly Series

and women drivers and crewmembers the opportunities to showcase their skills.

Jesus Hernandez is a second-generation Mexican-American who started to make a name for himself in Southern California racing circles before being tapped to participate in the “Drive for Diversity” program.

Waste Management provides an incomparable boost in helping put a winning team together for him. “It’s a leg up,” says O’Donnell. “We’re giving Jesus a jump start on all fronts.”

More recently, we moved on the opportunity to sponsor a new “Drive for Diversity” driver, Terri Williams.

Terri is an accomplished woman motorsports driver, and is a notable addition to Team Waste Management.

With winning experience back to 1997, she, too, has the personal attributes that make another good match with our corporate profile.

So, with these concerted moves, Waste Management’s diversity agenda was now working hand-in-hand with Waste Management’s branding outreach. All three drivers will create visibility for us with the broad audiences that affect our business future. They’ll also deliver new impact and credibility with a diverse audience across the country.

With Team Waste Management

Racing, we believe we’ve crafted a uniquely effective and relevant way to promote both our brand and our diversity,” says CEO Steiner. “That’s

sport with equally high profile partnering. But there’s ample evidence that the investment produces dividends.

first evident through the drivers themselves. The team is the most positive statement about diversity in motorsports today. But it’s further enhanced by what both they and NASCAR make evident each raceday: teamwork is essential; excellence pays off; staying ahead of the pack is the way to win.

Those are the same messages we communicate to our own people.

“As with every aspect of our business, we look for results here that directly address our business,”

BEYOND THE TRACK I N TO O P E R AT I O N S There’s considerable investment involved in pursuing a high-profile

comments O’Donnell. “For example, attracting and retaining a diverse and highly effective, highly skilled employee base is an ongoing need we have, one of the highest priorities for our business. The visibility that we are developing with motorsports is proving an asset in making more and more women and minorities aware of us as a big, branded company and as a quality place to work.”

“As you tour any Waste Management work facility these days,

Profiles in Diversity Journal

May/June 2005

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Carlton Yearwood

Chief Diversity Officer

TEAM WASTE MANAGEMENT RACING

TERRI WILLIAMS

message under the wide motorsports banner. As one example, Waste Management is co-sponsoring a documentary film about African-Americans in car racing, Black Wheels. And, in solid testament to the value of the partnership, NASCAR has asked WM for one of our senior leaders to participate on their Diversity Council.

Tish Sheets, NASCAR’s Director of Diversity, puts a good perspective on the joint activities through 2005. “This is a great example of how diversity can move ahead in really significant ways with imagination, persistence

Driver No. 02 WM Chevy Monte Carlo Late Model Stock Car NASCAR® Dodge Weekly Series

it’s becoming more usual to see WM employees sporting some kind of NASCAR-logo’d article or apparel.

That identification has now become a point of pride and inspiration among our workers,” says Knapp. “We make sure to communicate sponsored race schedules and events to all our people to build more momentum here.”

In fact, among other positive findings, WM research shows more than 73% of employees say that the sponsorship is good. A significant majority indicate that the sponsorship makes them proud of the company. And those WM people who have either

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watched or attended a NASCAR race have the highest level of satisfaction with the company and their jobs.

In recruiting and conference sessions, we increasingly find our candidates telling us that they became aware of WM as an employer when they noticed our partnership and branding activities with motorsports.

“This increased awareness supports our ‘Best Place to Work’ strategy precisely,” adds Jimmy LaValley, Senior Vice President & Chief People Officer.

Of great value, too, is the development and accessibility of additional opportunities to expand our diversity

Profiles in Diversity Journal May/June 2005

and a broad view. I feel both NASCAR and Waste Management are just beginning to scratch the surface of the ways we can mutually move diversity forward through our partnering.

Anyone has to be impressed with what we’ve done in just a short time already.”

At Waste Management, we believe being a great company and a great place to work happens when everyone has equal access and the equal opportunity to compete and contribute optimally to the success of our enterprise. We’ve found we share this belief closely with other enlightened organizations, and especially with NASCAR. They, too, know that their sport gains measurably when everyone is involved—employees, drivers, fans, shareholders and sponsors.

Together, we know it’s a winning attitude that makes us both capable of PDJ lapping the pack!

For information contact: Carlton Yearwood—Vice President, Business Ethics and Chief Diversity Officer cyearwood@wm.com Waste Management, Inc. http://www.wm.com 1001 Fannin Street Houston, TX 77002

Feature

Waste Management

1

2

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1. Carlton Yearwood - Vice President, Business Ethics & Chief Diversity Officer - Waste Management, Inc. Curt Knapp - Vice President, Marketing - Waste Management, Inc. Maury Myers - Retired Chairman, CEO & President - Waste Management, Inc. Matt Kenseth - Driver No. 17 WM Ford Taurus - NASCAR® Busch Series Rich Felago - Senior Vice President, Business Development & Corporate Strategy - Waste Management, Inc. David Steiner - CEO - Waste Management, Inc. Bill Lester - Driver No. 22 WM Toyota Tundra - NASCAR® Craftsman Truck Series Jimmy LaValley - Senior Vice President, HR & Chief People Officer - Waste Management, Inc. 2. Larry O'Donnell - President & COO - Waste Management, Inc. Ted Witcher - Team Manager - Belnavis Racing 3. Matt Kenseth - Driver No. 17 WM Ford Taurus - NASCAR® Busch Series 4. Jesus Hernandez - Driver No. 17 WM Late Model Ford NASCAR® Dodge Weekly Series 5. Carlton Yearwood - Vice President, Business Ethics & Chief Diversity Officer - Waste Management, Inc. Bill Lester - Driver No. 22 WM Toyota Tundra - NASCAR® Craftsman Truck Series

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Profiles in Diversity Journal

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Kay Hoogland (far right) shares a ‘whoa’ demonstration of one of Motorola’s new iconic handsets, the PEBL, not yet publicly released. Team members from left to right: Charise Davis, Jeanette Kilo-Smith, and Stephanie Turner.

Interview

Kay A. Hoogland Motorola

A Conversation with Kay Hoogland

M

otorola’s Vice President, Global Diversity & Compliance tells how the company is retooling its whole leadership and learning effort to build diversity in more effectively while going through business changes and trying to become a more seamless company.

She tells, too, how Thomas Jefferson fits into her picture of things….

About corporate efforts: What is Motorola’s definition of diversity and/or inclusion?

At Motorola, we look at diversity as the fuel for innovation—it’s what diversity really means to the bottom line. We think that people “get it” that today there is a broad array of differences and similarities that can be characterized as diversity dimensions. What you do with those dimensions to drive business and create an inclusive environment is more important than baseline definitions. Rather than using a mindset that strictly defines groups as ‘diverse’, we prefer to focus on our vision of diversity and inclusion at Motorola developed by 50 top leaders at our Diversity Summit last July:

“ Motorola is committed to being the premier choice of all stakeholders by driving a culture that attracts, leverages and celebrates all similarities and differences.”

Profiles in Diversity Journal

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We also use the following call to action as our motto: Demand diversity.

Expect it.

Embrace it.

Lead the change!

COMPANY:

Motorola, Inc. HEADQUARTERS:

Schaumburg, IL WEBSITE:

www.Motorola.com BUSINESS:

Motorola is a Fortune

100 global communications leader that provides seamless mobility products and solutions across broadband, embedded systems and wireless networks. Seamless mobility harnesses the power of technology convergence to enable smarter, faster, cost-effective and flexible communication—to reach the people, things and information you need in your home, auto, workplace and all spaces in between. Today, Motorola

Focusing on innovation and the need for diversity at the table includes everyone, with traditional notions of diversity and all of the other dimensions of diversity as well. You can have an externally diverse looking team, but if they all happen to go to the same schools, have the same background, have the same degrees, and live in the same places, you’re not going to get the same amount of innovation from that team as from one that is truly diverse across multiple dimensions.

Please describe your company’s global presence. Are there unique challenges or opportunities in your particular industry for implementing diversity?

is comprised of four businesses: Connected Home Solutions; Government & Enterprise Mobility Solutions; Mobile Devices; and Networks.

DATA: • 2004 SALES:

$31.3 billion

• EMPLOYEES:

~68,000

• CUSTOMER S/MARKETSHARE: #1 in mission critical wireless communications systems; #1 in two-way radio systems; #1 in embedded telematics systems; #1 in digital settop shipments; #1 in cable modem shipments; #1 in digital headends; #1 in PoC subscribers worldwide; #1 in embedded computer systems for communications applications; #2 in cell phones globally; a lead position in public safety communications equipment.

• SUPPLIERS:

spent more than $335

million in the U. S. in 2003 with tier 1 and tier 2 minority-owned and women-owned businesses.

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Profiles in Diversity Journal May/June 2005

We have 320 facilities in 73 countries, and approximately 57% of our employees are outside the U.S. One of our challenges is making connections with our end consumer and user, since many of our products are really distributed by other entities, such as wireless carriers. Aligning with our business-to-business customer—carriers, enterprises, governments, large telecom companies purchasing infrastructure— can be challenging. Many of them have unique diversity issues that they are trying to address, and we need to make sure we are aligned with their strategies and deliver responsive products and services. Sometimes, we may be ahead of our customer in terms of our understanding of diversity.

We need to be able to share that with our customers as a value add we can bring to the table.

How is it that you’re sometimes ahead of customers in working with diversity?

Sometimes certain segments of our customers—due to the nature of their business or industry—have not had a great emphasis on diversity, or have not really fully realized how diversity impacts their business, quite as much as we have. We’ve really been working in this area for over 15 years, but not every company has necessarily realized the connection between diversity and their customers or diversity and inclusion in their workplace. So, while we work with some companies—like Verizon, Cingular, GM, Ford, Comcast or Nextel—who have been working diversity into their business propositions, there are some other customers who may not have done a lot of that work.

And frankly, that’s been confirmed by some of our senior leadership team who see it as something that they can help bring to the particular customers or industry segments they work with.

How do you tactfully do that with a customer that is not representing diversity or inclusion?

Well, the way we’re making that happen is that the business plans that we have distributed to our businesses are based on a common architecture that includes customer considerations. One is to consider the voice of the unique diverse customer, as they’re looking at product design and rollout.

We’re in the process of installing that in our new product

Interview

innovation process.

We also ask each business to identify the diversity needs of some of their key customers and incorporate that into how they work with customers.

Now, for some customers, there is a “happy partnership” where we share the same focus and vision of this as an opportunity. For those who have not done as much diversity work, we can add value by how we talk about the marketplace and the ways we are approaching these issues from a business perspective. I’m starting to see some of our businesses do that by, for example, supporting some diversity organizations that are unique to those industries, getting greater visibility in the community around diversity issues, or looking at how to embed it in industry forums.

What kind of leadership commitment has Motorola made toward diversity?

We have focused our resources on items we believe make a difference in achieving an inclusive environment: our diversity business councils (Asian; Black; Gay, Lesbian, Bisexual, & Transgender; Latino; People With Disabilities; and Women’s business councils), learning, and embedding diversity into our business practices.

For example, this year we are focusing on embedding diversity into our VP selection and recruitment processes.

We are also building diversity into our new product innovation process. We already have a step attuned to the voice of the customer and are building into that design step the voice of the diverse customer. Our customers do not speak with a monolithic, single voice; we need to listen to different voices in the marketplace.

By the way, our business councils are co-led by VPs and directors, as well as sponsored by direct reports of our CEO. These councils are similar to affinity/network groups, but are in a

second generation of best practices, and utilize a market-based diversity strategy to leverage a competitive advantage in four focus areas: brand awareness and marketing; community involvement; retention and recruitment; and personal and professional development. They are in direct alignment with the strategies of our businesses.

How does your organization deal with/train for cross-cultural competencies for its leadership?

This is an area we are addressing this year. We have always had cross-cultural training for expats, provided by Milton Bennett and other experts in this area. Cross-cultural competency is an aspect of leadership that is essential for our global competitiveness. We are currently building a learning suite that incorporates learning on diversity issues ranging from basic compliance, through diversity awareness and skills, and beyond to cross-cultural competency.

The “learning suite” –is that a curriculum?

It’s a menu of lear ning choices we making are available. The reason we use the term ‘suite’ is that we think various parts of our company, while they need a common platform, may have had more exposure to diversity and inclusion training than others. So we’re trying to build in the notion of flexibility to choose from a broader menu than just a monolithic “here-is-the-mandatory diversity training everyone must do.”

Diversity learning is not just a single event, check-the-box kind of exercise.

We want something forward looking—challenging learning experi-

Kay A. Hoogland Motorola

ences that will really help reshape participants’ notions of what diversity is as a business proposition, not simply as a fairness issue.

I think the diversity training area is going through a change where the simple diversity awareness programs don’t answer the needs of most businesses. What we really need are skills training as well as awareness; we also need to build in cultural competencies across multiple countries and regions, given the global nature of our business.

How are decisions about diversity made in your organization?

Our Global Diversity and Compliance Office is responsible for guiding diversity strategy. We have launched a Diversity Leadership Council to help formulate our strategy and distribute it throughout our businesses. We use an “architect and distribute” model, and our Leadership Council advises us on architecture and helps us distribute it throughout our business operations.

We are in the process of launching Diversity Leadership Councils for our

Demand diversity. Expect it.

Embrace it. Lead the change! global regions to ensure that we connect with diversity issues that are unique in each region. We are very excited about the growth of our Women’s Business Council in Asia: we’ve launched sites in Korea and China. Our leaders are also building diversity into their new talent review process. Although some would dismiss diversity as a “U.S. issue,” the interest we’ve seen in Asia underscores the global nature of these issues.

Profiles in Diversity Journal

May/June 2005

21

Motorola’s intranet portal is a ‘diversity lounge’ for creatively connecting with employees.

How does your company gauge inclusion of employees?

Starting in 2004, we placed diversity and inclusion questions into our annual engagement survey. We are now measuring improvement on those questions as one of our key scorecard measures. Also, our newly launched intranet diversity portal, which we market as our ‘diversity lounge’, contains a feedback option. We also have an ethics hotline that often receives questions and issues surrounding diversity. On diversity-related issues, our office gets notice and frequently participates in investigations and responses to the employee who has posed the question.

Our diversity portal, which is an internal portal, is really cool and upbeat. The diversity practice often can ‘forecast’ some of the look and feel of where the business is going if you’re really attuned. We wanted to appeal to the five human senses in communicating and connecting with our employees. It is a one-stop shop on anything pertaining to diversity at It is also the first Motorola. accessible site at Motorola, and now has music and graphics that are really consistent with what we’re seeing in our work environment today.

We have different things—we have pictures of a cool lounge experience, we have “what’s your favorite music?” and a dialogue on that to get people thinking about issues that unify them or are a reflection of their culture or tastes. The look and feel of that site parallels the new look and feel of Motorola.

Just as Motorola really wants to

22

produce “Whoa!” products and not just “Wow!” products (we say “wow is so ‘10 minutes ago’”), what we do with diversity—whether it’s our intranet site or putting together the training in a more challenging and breakthrough way—we want all our work to be "whoa!" diversity work. We don’t want a lot of "been there; done that" or just copying what another company did.

We really think cultures vary, and we’re trying to match our regeneration of diversity with the regeneration of the Motorola culture internally.

You’ve heard the phrase, “diversity is the bridge between the workplace and the marketplace.” Some companies use that concept, but we take that one step further and we say it’s a seamless bridge. We want our workforce to have this seamless way they work together but also to be so attuned to the marketplace that they give us the seamless connection to our customers.

Can you name specific ways your company supports diverse employee development toward management positions, or diversity competency for the company’s leaders?

We currently sponsor a development program called Business Leadership Development Program, or ‘BLDP’. The BLDP program is a 2-year program that rotates high potential talent through a variety of positions, both in the U.S. and abroad. We actually had a BLDP person working in our department in the last rotation for six months; she’s now in our U.K. office for her third rotation. We make sure that we have a

Profiles in Diversity Journal May/June 2005

diverse group in this program to ensure we are building a diverse bench of rising leaders. We also give them a briefing on diversity so that they understand it as a management discipline that is important to their development at Motorola. We are currently working with one of the program participants to redesign our VP selection process—with his assistance, we’ve been able to build diversity considerations into that process in an unprecedented and robust way.

Our new CEO and Chairman, Ed Zander, has created a new vision for Motorola to be the industry leader in seamless mobility. Given the amount of change that is occurring at Motorola, we are at a stage where we can build diversity into our evolving new seamless culture. For example, our company’s values statements are currently being rewritten, our new executive and management learning programs are being designed, our performance management programs are under revision, and our leadership assessment and rewards programs are getting a fresh look as we work towards this notion of being seamless inside. All of these areas are being reexamined as the culture is changing at Motorola. We are working at building diversity considerations into all of these elements of our changing environment.

What are your specific responsibilities and strategies for advancing diversity and inclusion in your organization?

My team and I are responsible for building the diversity agenda at Motorola: we need to be experts on

Interview

Kay A. Hoogland Motorola

“MENTORING MEMO” from Kay Hoogland diversity challenges at Motorola; effective at identifying systemic issues needed to advance diversity as a business discipline; and responsible for setting the strategy and programmatic solutions that deliver results. We call our strategy the ‘MotoMix’ and have developed a simple business plan that focuses on key levers of change and leadership accountability in the areas of our workforce, supplier diversity, customers, and our communities. We center this all around governance of diversity by our leaders. If they don’t step up, the effort becomes a mechanical exercise, administered by HR. We have high expectations of our officers and VPs. With the help of our Diversity Leadership Council, we have devised a business plan template that is being adopted by all of our businesses and functions. These templates focus on both “working the numbers” and “driving the behaviors” that create an inclusive culture. The strategy addresses the workplace, customers, community, and suppliers.

Have you modeled your company’s diversity and inclusion initiatives in your own team selection, management or development?

Our team illustrates the benefits of a diverse team. My direct reports include HR generalists and people with backgrounds in marketing, industrial psychology, and compliance. Our perspectives range from a very ‘bottom line’ mindset to a creative drive that often predicts where our company’s branding and marketing efforts are heading. It’s a great combination, and we have great results to show for it. In terms of managing the team, I’ve tried to place people in roles that show off their strengths, while giving them challenges.

My personal performance goals

For anyone who wants to rise in their organization, I make the following suggestions: • Make sure your skills are sharp. That’s a ticket to entry. Once you have established your core skills, don’t become hung up on being a superexpert, unless being a learned specialist is your career goal. Time spent broadening your skills in other areas and networking can prepare you for a broader array of career opportunities. For example, at a prior job I was Director of Labor Relations, which was largely a legal and labor negotiation role. When my boss asked me to lead the training and OD function as well, I was surprised but took him up on the opportunity. It gave me new skills which became very valuable in my future career moves, both in legal roles and now in my diversity role.

• Get on the radar screen. You can’t expect to rise in the organization until people know you are there. That doesn’t mean you have to steal the spotlight or get ‘pointy elbows’. It does mean you need to get exposure to key leaders, key projects, and the areas where the action is in the organization.

You need to make that happen and find others who can help you do so.

Read the book Brag: The Art of Tooting Your Horn without Blowing It by Peggy Klaus, which Motorola’s EVP of HR, Ruth Fattori, has recommended to our Women’s Business Council members. We all need to learn the art of skillful self promotion, and this is a good start. One of my mentees and I are reading it together for our development discussions.

• Once you are on the radar screen, prove your value! Given the opening, you need to ‘run the play’. Of course, you need to keep your collaboration and teaming skills intact, but find areas where your unique abilities can shine.

• Ask for advice. People have many mentors and useful career advice and support can come from many directions. For most people, there is no single magic mentor. Unfortunately, I think the “fairy godmentor” is a myth that the diversity industry tends to perpetuate. Instead, ask for feedback, guidance and help in steering your career from a broad variety of people.

People rarely say no when asked to help. Also, don’t rule out advice from peers or people at lower levels in the organization. Ann Fudge, CEO of Young Rubicon and one of my personal heroes, talks about learning from her secretary and the custodian who knew where the action was in the organization. One of Motorola’s most successful mentoring programs has been based on “peer to peer” mentoring among members of our six diversity business councils.

• Be flexible and entertain multiple paths. Nearly every new job or experience holds a new learning opportunity. Don’t believe that the path to the top is a linear one and that you should only take jobs that are clear promotions. Career paths more often have a zig-zag course. Sometimes you have to take a step sideways or even backwards to move forward—just keep focused on overall forward motion.

• Know your priorities and keep them straight. Sitting at the top of the organization has its trade-offs, and no one works longer hours in most places than the CEO. If you want that, go for it! But realize that there are many valued positions on the job ladder. Let your priorities help you determine what it is you are really after. You can have it all—if you prioritize what it is you want to have.

Profiles in Diversity Journal

May/June 2005

23

K AY

A.

HOOGL AND

COMPANY:

Motorola, Inc.

TITLE:

Vice President, Global Diversity & Compliance

IN

C U R R E N T P O S I T I O N : Two years

EDUC ATION:

BA, University of Utah; JD, University of Virginia

FIRST JOB:

Packing peaches in Utah as a teenager

P H I L O S O P H Y : Find your passion and pursue it. Sometimes, you have to step sideways or backwards to move forward. Focus on long-term goals and leverage your passion to get there.

W H A T I ' M R E A D I N G : I’m reading a lot of books by Garry Wills, a historian who teaches at Northwestern University. I just finished Why I Am a Catholic, a personal book about his experiences as a Jesuit seminarian and a survey history of the papacy. I’m now reading Mr. Jefferson’s University, about the building of the University of Virginia, one of America’s greatest architectural treasures. As a U.Va. grad, I think it’s a good read!

F A M I L Y : I live with 4 males—two sons, one husband, and one dog.

I N T E R E S T S : I love music and love to play the piano. I have to say that I peaked at age 17, and still play some of the same pieces I played then. I signed up for lessons with a jazz artist, but found my schedule just didn’t permit regular lessons! Our diversity team is filled with music lovers, so we’ve used that as a common language to frame some of our diversity discussions and communications.

B E S T P I C T U R E : Lawrence of Arabia. The combination of cinematography, music, subject, culture clashes, and acting always moves me. In terms of art, I’m a fan of Jan Steen, a Dutch Baroque painter who portrayed everyday scenes of Dutch life. His paintings often portray a wildly disheveled household, with lots of action and allegories built in. My Dutch grandmother always used to say things were looking like “the house of Jan Steen” when she needed us to clean up a mess! I feel a connection to her when I look at these paintings.

FAVORITE

G A M E : Bingo—I can remember the rules. I don’t have the patience or memory it takes to play longer games.

FAVORITE

C H A R I T Y : YWCA of Lake County, Illinois. I’m on their board, admire the leadership team there, and subscribe to their mission: “Eliminating Racism and Empowering Women.”

PERSON I’D LIKE TO GET TO KNOW O V E R L U N C H : Thomas Jefferson. I’ve always been fascinated by his brilliance and perplexed by his contradictions. I’d also like to thank him for his University. I’d ask him how he could write the Declaration of Independence, but still not free his own slaves, which included his own descendants, even at his death. Others were doing so at this time in history—why didn’t he get it?

24

are based on our business diversity plans. I’ve signed up to the same success factors we ask our business leaders to sign up for.

Without that, I don’t think we’d be able to be as compelling in our commitment to our strategy and tactical plans. When we go in to one of our businesses to present our advice on what they should do, we are also signed up to deliver on the same issues.

Profiles in Diversity Journal May/June 2005

Your team—would you like to describe them?

Our newest member is Charise Davis, a strong HR practitioner who knows the HR community extremely well. She focuses on what we call ‘diversity integration’, for integrating diversity across all HR platforms.

Stephanie Turner, who comes from a marketing background, has a wholly different lens on how the company can leverage diversity internally as well as externally. She’s done some real breakthrough things like helping some of our diversity business councils connect more strongly to Chicago and cultural events. That’s now a strategy our Corporate Giving Office is embracing—we’re building much more of a Chicago presence. She is now leading diversity communications and our linkage with our marketing teams.

Kevin Foster is a team member who has a strong background in industrial psychology, metrics and strategy. He heads our strategy development. He’s quite prominent in the disabled community, is on the Board of the American Foundation for the Blind and has spoken to the EU community on behalf of the Department of Labor about

Interview

disability issues, so that’s a wonderful perspective that he adds as well.

Jeannette Kilo-Smith is our head of Compliance and that’s a huge job with OFCCP taking enforcement efforts to the next level. We do not separate diversity and compliance; we integrate them. Our diversity plan includes how our people are doing on affirmative action goals, considerations that reflect some of the baseline compliance issues that we need to address. This is what I call ‘table stakes’: to have a strong diversity and inclusion program, you have to do some of the basics very well before you can talk credibly about the higherlevel issues like diversity of thought.

Outside of my immediate team, we have very strong partnerships with our staffing organization—Don Wilson is the Director of Executive Recruiting and Diversity Recruiting; he’s very active in ensuring that we have talent coming in at all levels from diverse populations. There’s Nannette Kelley, manager of supplier diversity, who is a strong partner. And we have a lot of connections with our Learning Executives, our OD and Strategy executives, as well as the head of strategy for Motorola, Rich Nottenburg. He is one of the executive sponsors for our Diversity Leadership Council. So we try to make that link between the strategy of Motorola as a whole and how Rich Nottenburg sees diversity linking into the company’s strategy.

Are there particular sectors you feel still need improvement?

Motorola has always had great products and an incredible brand, but we have not always been savvy in marketing that brand to diverse communities. Our marketing efforts are now catching up with the edginess of

our products and brand. Our office is partnering with our marketers to determine how best to reach diverse market segments. We are working on an ‘inclusive marketing’ strategy that builds diversity into our overall marketing efforts.

Kay A. Hoogland Motorola

About her career and work:

was a challenge—there was often some pending labor dispute—whether it was umpires threatening a strike or some broadcast production unit having labor difficulties. Now Wendy is Vice President of Strategic Planning for Recruitment and Diversity for Major League Baseball, so we find ourselves still working in the same field.

How did you get to your present position? What was your career path?

Who were/are your mentors or role models and what about their skill or style influenced you?

My training and professional experience is as a labor and employment lawyer. I started in a law firm and, after making partner, decided that defending cases was not where the meaningful action was. I realized that I would find more satisfaction in going in-house and preventing the mistakes that I saw surface in litigation. From Seyfarth Shaw, I moved to Tribune Company (newspapers, radio and television stations) where I served as Director of Labor Relations, providing both legal support and oversight of HR functions. I then moved to the Law Department at Motorola when travel obligations of collective bargaining proved to be difficult to balance with my family commitments. Motorola provided me a great opportunity to work for a global company while still allowing me to strike a balance between my work and family responsibilities.

When I was at Tribune, I did labor lawyering for the Cubs, which was really fun. I realized though, that there was a ceiling there for people who really didn’t love baseball and couldn’t recite the number of “blown saves” of relief pitchers. Although I never aspired to be a baseball wonk, working there was a delight. An interesting sideline: when I worked with the Cubs, my HR client was Wendy Lewis.

Back then, setting up opening day

Mike Warner of Seyfarth Shaw has been a key professional mentor and friend. Mike has developed a long succession of female lawyers who now occupy key positions at Seyfarth and in a variety of other organizations.

He believes that the economic success of the U.S. has been attributable to opening the door to diverse talent. As a lawyer, he has been a great teacher in the balance between law and common sense. I learned from him the drive to ‘cut through’ to the core issue behind a dispute or problem. In an engineering company like Motorola, that kind of thinking is highly compatible with six sigma, fact-based analysis.

My other mentors have been within my family. I’m proud of my Dutch heritage, given our cultural tradition of tolerance and progressiveness. My grandparents were all immigrants who dealt with challenging personal and economic conditions. The immigrant experience is an important motivating and learning factor for me.

In addition to my grandparents, my mother is an inspiration. She reached a high level of professional accomplishment in aging and nutrition programs, although she was always self-conscious about not having a college degree. She has done amazing things, like raising funds to build a regional senior nutrition kitchen and serving on ‘meals on wheels’ groups

Profiles in Diversity Journal

May/June 2005

25

Interview

Kay A. Hoogland Motorola

Kevin Foster, Motorola’s Manager of Diversity Strategy and Metrics and leader of Motorola’s Disability Business Council, hosts a display at a recent Motorola technology fair, where he demonstrates the accessibility features of some of Motorola's leading products for disabled consumers.

that helped shape this program nationally.

At the age of 80, she continues to serve on the Social Services Board of the county where I grew up. I’ve had so many more opportunities—how can I not tackle diversity and inclusion issues when my parents and grandparents faced many more challenges?

My brother and sister and I are the first generation of our family to even get college degrees much less graduate degrees. So I find in working with different communities in diversity that there are so many commonalities of that generational growth among our immigrant populations.

How do you mentor? What is your style?

I don’t buy into the notion of “only mentor someone if they don’t report to you and they’re not in your chain of command.” Those descriptions of mentoring I think are stilted and don’t reflect reality. For many people, their most important mentors were probably their bosses at some time, or people they worked with closely.

I personally have mentees that I can look back on at the law firm who are now really strong practicing lawyers, some who are prominent in diversity organizations, and some people at Tribune that I still run into. At Motorola, I have a mentee who started in the Law Department, a Russian 26

immigrant, who went back to law school at night. I saw in this fellow just an incredible legal mind.

We were able to help him get work as an associate at one of our law firms where he was the rising star. He’s now working in the Motorola Law Department. That worked out well, and I was glad to be able to leverage some mentors in my old firm so he could step in there to get some professional experience.

I also am starting up now a formal mentoring relationship with one of our HR colleagues, for mutual benefit but also to test out an online mentoring system that Motorola is launching called MentorMoto. She and I decided to go through the new system and make sure we understand it for our constituents, because the expectation is that all of our officers and vice presidents should mentor at least one diverse employee this year. We’re going to work with MentorMoto to pair them using this online system as a tool. Some officers are doing this already, but others need a little help at finding matches and getting online.

But connections happen beyond the formal mentoring. I’m holding a card right now which touches me; it’s from one of our employees who is Chinese and is here working in the U.S. He was having trouble trying to figure out how to switch from a pure engineering environment to some-

Profiles in Diversity Journal May/June 2005

thing more on a product management or marketing front. I had coffee with this gentleman and started probing where could I get him some mentors in another business or in the marketing area that might help him make that switch. We found a mentor who ironically had done exactly the job he had been doing and had moved on into more of a marketing or customer-facing role. So it was wonderful to get him connected with someone who could give him some very good advice. And the card says, “I want to express my great thanks to you on this New Year for your help in my career… how much I appreciate your helping to make these things happen. 2005 will be the starting point of my new career path, and I believe I will enjoy every minute of this dream job at Motorola.

Happy New Year.” You know, this gentleman didn’t need a real formal mentoring program, he needed help finding the right connection.

These kinds of interactions are as important as a formal mentoring program. People just need to know how to make connections. I like to come in and get the connections working. And I tell these people—view me as one of your mentors; I think people should have multiple mentors. The best thing I can do is find people who have the information that employees really need as their careers are advancing.

PDJ

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SM

see a

lity t o Profiles in Diversity Journal May/June 2005

Blac k

w.

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By Damian Johnson

P

rofiles in Diversity Journal is proud to announce the winners of its 2005 International Innovation in Diversity Awards. Over 250 companies were invited to participate and the application was available online as well.

This year’s top ten winning companies were selected for taking diversity initiatives deeper into the company with specific, innovative plans for driving a diverse business culture.

What made the top three winners—PepsiCo of Purchase, New York; General Motors of Detroit, Michigan; Shell International of Houston, Texas—stand out among the many entries received was that their diversity innovations were clearly articulated with plans for future expansion. Congratulations to all the winners, whose initiatives are summarized here, and to

mp ri t th nted in in ltur g we our e th can tm a ake t valu s th es e

all those who participated this year!

Profiles in Diversity Journal

May/June 2005

29

The Winners ... at a glance ...

1. PepsiCo

6. Ford Motor Company

Headquarters:

Purchase, NY

Headquarters:

Dearborn, MI

Founded:

1965

Founded:

1903

Chairman & CEO:

Steve Reinemund

Chairman & CEO:

William Clay Ford, Jr.

Employees:

153,000

Employees:

(U.S. 131,348/worldwide 324,864)

2. General Motors Corporation Headquarters:

Detroit, MI

7. DaimlerChrysler Corporation

Founded:

1908

Headquarters:

Auburn Hills, MI

Chairman & CEO:

G. Richard Wagoner, Jr.

Chairman:

Prof. J端rgen E. Schrempp

Employees:

321,000 (worldwide)

Employees:

384,723 (worldwide)

3. Shell International

8. Georgia Power Company

Headquarters:

Houston, TX

Headquarters:

Atlanta, GA

Founded:

1907

President & CEO:

Mike Garrett

President & CEO:

Jeroen van der Veer

Employees:

8,800

Employees:

119,000 (worldwide)

4. New York Life Insurance Company

9. Entergy Corporation Headquarters:

New Orleans, LA

Founded:

1913

Headquarters:

New York, NY

CEO:

J. Wayne Leonard

Founded:

1845

Employees:

14,000

Chairman & CEO:

Sy Sternberg

Employees:

8,100

5. Sodexho

10. Credit Suisse First Boston Headquarters:

New York, NY

Founded:

1856, Subsidiary of Credit Suisse Group

Headquarters:

Gaithersburg, MD

President & CEO:

Richard Macedonia

CEO:

Brady W. Dougan

Employees:

110,000 (U.S./Canada)

Employees:

9,500

30

Profiles in Diversity Journal May/June 2005

Awards

Innovation in

Sees Things the Same Way

PepsiCo, we value unique perspectives.

1st Place PepsiCo versityCelebrating and inclusion are benchmarks of Us! Week March,

some way, and nearly 800 employees

I rformance begins with the ability to see a

senses and helped expose them to

PepsiCo’s Celebrating Us! Week

attended the talent show. It was a lot

cultures with which they might not be

seems to have hit a nerve with the

of fun, and employees really came

familiar,

Diversity Awards Committee. The

together to share and experience their

seems to have reinforced PepsiCo’s

event, which was sponsored by the

differences.”

comprehensive diversity and inclusion

Volunteers were able to connect

strategy; this success has merited for it

Council, dedicated the week to

with others they had never met

consideration as an annual event with

exploring the uniqueness individuals

before. They established new, unfore-

the possibilities of expansion.

bring to the workplace; a variety

seen relationships and expanded their

ntroduced

just

this

ur business. In the 21st century, high company’s

Corporate

Inclusion

fferent point of view.

Celebrating

Us!

Week

Shortly after this year’s event, PepsiCo’s D&I executives uncovered

of activities and experiential learning

some interesting insights into

prompted thoughtful discussion

their strategies. They found

of diversity and inclusion.

that

In addition to becoming

by

engaging

volunteers, they had built excite-

acquainted with a week’s worth of

ment and ownership into the event

multi-cultural foods, entertainment, and product samples from around the

contacts—ties which can help resolve

and enabled employees to role model

world, PepsiCo employees and associ-

business issues in the future. In turn,

the way in which diversity yielded

ates were able to showcase their own

PepsiCo foresees that these new rela-

better business results. D&I executives

talents and artwork to reveal some fun

tionships will not only lead to greater

also learned that allowing employees

and interesting “true colors” that peers

productivity, but will also encourage

to showcase their unique talents

and co-workers may have been previ-

people to learn about other cultures,

helped release any doubt of their will-

ously unaware of.

be comfortable in expanding their

ingness to share and inspire, and

thinking, and be more willing to

encouraged others to understand that

Global Diversity and Inclusion, states

establish

diversity is within everyone. The event

that nearly 1,500 PepsiCo employees

everyone feels included.

Amy George, Vice President of

an

environment

where

apparently captured the hearts and

took part in the event. “Everyone who

By providing employees with

participated volunteered their time in

experiences that touched all of their

Yellow

Mag

Cyan

minds of everyone in attendance.

Black Profiles in Diversity Journal

May/June 2005

31

2nd Place General Motors Corp.

You Make a Difference Award ometimes the most appreciated

S

sonalized trophy and the opportunity

Award is presented by GM’s President

recognition comes from some-

to receive recognition from co-work-

of North America as part of an annual

one you work closely with

ers and management for a job well

event that recognizes, highlights and

each day, and that recognition may be

done.

celebrates contributions individuals

as simple as a handshake or pat on

The YMAD is designed to recog-

the back. More likely than not, that is

nize GM employees who have made a

as far as it goes, and the recognition

contribution in support of the “Many

allows GM’s entire Diversity Network

that took you so long to obtain can

People, One GM, Now” Diversity

to become more aware of the work

The

Reaching Farther Award

others are doing and allows senior

sometimes drift all away by lunchtime.

leadership to understand and

Management might never hear about your achievement, let

value

alone another co-worker; and

being made to the business

the

contributions

the chance of your effort being

through diversity. “What we do

recorded in your personnel file is even

and how we do it matters,” says Initiative and GM’s sixth core value of

Roderick Gillum, GM’s Vice President,

Well, at General Motors, the You

Individual Respect and Responsibility.

Diversity and Corporate Responsibility.

Make a Difference (YMAD) Award is

To date, the YMAD has been awarded

“You reach farther with a personal

designed to recognize and reward

to nearly 300 employees.

commitment in the spirit of collabora-

smaller.

More

recently,

the

Reaching

tion and innovation.... It is your

by other employees making a differ-

Farther Award was kicked off in

constancy of purpose and persistence

ence and setting a higher standard.

January 2005 with a special event at

that is driving change at GM.”

That’s right—YMAD, now in its fourth

GM’s world headquarters in Detroit.

It seems GM really does know

year, is an employee-to-employee

Developed to recognize outstanding,

how to keep all pistons pumping

award in which the current holder

above-and-beyond call of duty actions

when dealing with the morale and

determines the winner and presents

demonstrated by members of the

satisfaction of its entire workforce.

the award to the next recipient with a

Diversity Network (3,000 employees

handshake, a pat on the back, a per-

companywide), the Reaching Farther

individuals who have been observed

32

have made.

Profiles in Diversity Journal May/June 2005

Awards

Innovation in

3rd Place Shell International D&I Management Framework Shell’s

tations for every D&I implementa-

assesses progress against expectations;

Committee of Managing Directors

tion, and is one of only six global

and a Talent Review Process, which

set out to integrate diversity and

policies in Shell that includes a

gauges performances against D&I

statement of commitment;

plans.

I

n

September,

1997,

inclusiveness (D&I) into every aspect of Shell’s operations and culture, and

• Strategy and Targets—‘AIM’, intro-

In 2004, Shell’s demographic data

create a workplace that is thriving

duced and designed to strengthen

showed a 135% increase in the

with innovation and contributes to

Accountability, deepen Integration, and

number of women in senior executive

enhanced business performance. In

Mainstream D&I into core processes;

positions globally, and a 19% increase of women graduates since 2001.

2003 and 2004, a strategic review was

In addition, the Assurance

undertaken to ensure that the D&I

strategy

purpose

was

and

fit

Process showed that the

for

focus was shifted from

accelerated

performance, and reflected

raising awareness of D&I—

evolving

as had been the case in 2002—

business needs.

As a result, Shell’s D&I Management

• Standard

Global tool

D&I

Planning

designed

to

more

toward

the

development,

Framework was established to work

Template—a

concertedly to: 1) provide direction;

support business leaders in the

2) define expectations; 3) support

development of aligned D&I plans;

planning; and 4) monitor and improve

• Performance Monitoring—a process

company achieved in 2004 were

D&I performance across all businesses

which gauges performance against

tremendous, says Shell’s Downstream

Shell operates. The fully integrated

D&I plans and targets linked to

CEO, Rob Routs, who accredited

components of their D&I Management

gender and national diversity.

much of their accomplishment to the

implementation and monitoring of D&I plans it uses today.

The results and successes the

The company’s D&I strategies and

diversity of their people. “For 2005,

Vision—updated,

targets aim to monitor demographic

our business challenges will be huge

simplified, with greater manage-

changes and workplace climate using

but can be leveraged by continuing to

ment commitment;

two formal, annual processes: an

place diversity and inclusiveness high

Assurance (audit) Process, which

on our agenda.”

Framework were: • Shell’s

D&I

• D&I Standard (policy)—sets expec-

Profiles in Diversity Journal

May/June 2005

33

4th Place New York Life Insurance Co. Women’s Leadership Project

T

he largest mutual life insurance company in the United States and one of the largest insurers in the world, New York Life developed the Women’s Leadership Project (WLP) to help women grow personally and professionally while continuing to strengthen its corporate culture. In 2002, focus groups of both men and women were coordinated to obtain input on issues of advancement. It was apparent that there was a need to focus on women’s professional development, and as a direct result the WLP was launched in 2003. The WLP is a breakthrough initiative designed to enhance leadership development for women employees at all levels in the organization.

With the mission of challenging women to maximize their opportunities, the WLP held a series of workshops for employees. In its initial year, a group of senior female executives on the Executive Management Committee (EMC) guided an interactive seminar on four important topics which were referred to as the EMC Select Series: Navigating Office Politics; Leadership Growth and Development; Financial Literacy; and Work/Life Balance. Based on the favorable comments from participants in the Select Series during the first year, the WLP presented a series of smaller, more intimate workshops in 2004, and brought in guest speakers as well.

Currently, the WLP staff monitors attendance at these events, and conducts annual surveys to track the impact of the programs. The WLP is successfully meeting its objective to attract women, specifically women who are interested in professional development. In fact, 70 percent of the participants have been junior-level staffers, indicating that those with the most to gain are attending. Furthermore, survey results for both 2003 and 2004 have been favorable, with a 97 percent “very good/excellent” or “good” rating from participants—something worth insuring.

5th Place Sodexho Action Learning Degree Program

A

s the leading food and facilities management services company in North America, Sodexho seems to be leading in implementing comprehensive diversity strategies across the board as well. Last year, Sodexho developed their Action Learning Degree Program (ALDP). “[This program] provides the structure, resources and means for all levels of employees and community partners to earn their associate, bachelor or postgraduate degrees while creating effective business solutions through outof-the-box thinking,” states Dr. Rohini Anand, Sodexho’s Senior Vice President and Chief Diversity Officer.

ALDP is a powerful program that creates dynamic opportunities for individuals and teams to successfully adapt, learn and innovate. Sodexho believes that by developing their employees and teaching them to solve problems using the team approach, common business challenges such as retaining clients and increasing profit margins will become easier to manage year after year.

In addition, with their diversity and inclusion strategy ranked as one of their strategic imperatives, Sodexho has introduced a redesigned Diversity Scorecard, a Champions of Diversity employee recognition program and the Spirit of Mentoring program. “Going forward,” says Anand, “we are continuing our efforts to make all Sodexho employees full partners in our company’s growth and success.”

34

Profiles in Diversity Journal May/June 2005

Awards

Innovation in Diversity

6th Place Ford Motor Company Diversity and Worklife Health Assessment

L

ooking for that new tool to take them to the next level, Ford Motor Company is using the Diversity and Worklife Health Assessment (DWHA) to help them identify which Ford organizations are consistently doing the right things to drive diversity. Developed in 2004 as a way to connect key diversity stakeholders, DWHA allows management to align under the same goals and focus areas, and to recognize strengths or areas for improvement in its organizations.

Designed to assess the preparedness of an organization’s infrastructure, increase communication among management, provide greater understanding of diversity elements and identify strengths or weaknesses, the 2004 roll-out of the DWHA was so successful that managers whoThis participated said that it it’s increased diversity is not just what we believe, who we are.

It’s what’scommunication, imprinted in our provided 100 them with a more holistic at their organizations and years of history.

Like Henry Ford look once said, “The greatest thing we can produce character.”actions That’s why must strive to create a culture that values allowed them to isprioritize forwe2005. and respects diversity. After all, different ways of thinking is what makes the “The world DWHA is giving as beautiful as itus is. solid feedback on where we stand in terms of diversity and worklife at Ford,” states Rosalind Cox, Director, Diversity, Worklife and Peer Review Office. “This gives us the power to move the needle on diversity and to make sustainable improvements within our company.”

7th Place DaimlerChrysler Behavior-Based Structured Interviewing

A

ccording to DaimlerChrysler’s Viewpoint Survey, some employees felt they were unable to secure jobs they might be interested in due to lack of awareness regarding open positions, and that individuals were selected based on “who they knew, not what they knew.” Therefore, in June 2003, DaimlerChrysler created a Talent Acquisition organization to recruit the best talent for its jobs. As part of the new organization, a Behavior-Based Structured Interviewing (BBSI) course was implemented and all managers responsible for interviewing and employee selection were required to complete this training to ensure the process was done with competency and equity.

In less than two years, the new interview process showed positive feedback from employees up by five percent, and responses to the question, “Are career opportunities available to employees in the Chrysler Group?” increased favorably by eight percent. Furthermore, there was a significant increase in the percentage of women and minority hires compared to 2003, and the record of promotions demonstrated that BBSI had leveled the playing field there as well.

“The broad-scale implementation of Behavior-Based Structured Interviewing within DaimlerChrysler reinforces our commitment to an inclusive Embrace your differences make your own mark. work environment,” says Monica Emerson, Executive and Director of DaimlerChrysler Corporation’s Corporate Diversity Office. “BBSI not only supports the business objectives of the company by assuring placement of well-qualified candidates, but also contributes to enhancing employee morale by providing equal access to career opportunities across the organization. It’s a win-win.”

Profiles in Diversity Journal

May/June 2005

35

8th Place Georgia Power

Leadership Survey

I

n late 2000, five groups of Georgia Power employees recommended diversity initiatives to improve the company’s performance in compensation, training, work environment, and the job selection process. During the past four years, the company’s Diversity Action Department has worked to implement 33 initiatives, and in early 2004, Georgia Power felt it was important to assess how effective the initiatives were at driving the company’s goal of creating a work environment where all employees are welcomed and valued. “The intent of our project was to bring a more strategic focus to our diversity efforts,” says Frank McCloskey, Georgia Power’s Vice President of Diversity and Corporate Relations.

Using a third party to evaluate their effectiveness, Georgia Power management used a Leadership Survey which was sent to all 8,800 Georgia Power employees. With a 50 percent survey response rate, the assessment proved favorable by confirming that the company had made significant progress with its commitment to diversity excellence by improving the representation of minorities and women in the workforce.

“This project helped us realize the necessity of continuing to work on trust within the organization,” says McCloskey, “and it helped us better link our diversity initiatives to overall organizational effectiveness.”

9th Place Entergy

Diversity Scorecard

T

o further the successful attainment of its diversity mission, Entergy created the first companywide Diversity Scorecard to measure each business unit’s adoption of its inclusion strategy and provide guidelines and activities to demonstrate leadership in diversity and inclusion initiatives. To facilitate aligned and well-rounded plans, Entergy’s Scorecard helps business units target certain focus areas such as Leadership Initiatives; Communication and Education; D&I Training; Recruiting and Retention; Employee Satisfaction; and Demographics.

Since the implementation of the Diversity Scorecard, Entergy garnered two major awards for diversity in 2004 (the Exemplary Voluntary Efforts Award; and the Diversity Leadership Award presented to CEO J. Wayne Leonard), and has revamped its employee orientation to integrate diversity training into it.

10th Place Credit Suisse

O

Creating One Firm Through Inclusion

perating in 69 locations in 33 countries across five continents, CSFB is a leading global investment bank serving institutional, corporate, government and individual clients. In 2003, to address the need for diversity and inclusion issues in the workplace, CEO Brady Dougan introduced a new program and philosophy of inclusion: Creating One Firm Through Inclusion—Managing All Employees to Full Potential. Since then, CSFB has partnered with a D&I training specialist, developed training programs and focus groups, and factored diversity initiatives into year-end performance reviews. As a result of the positive feedback it received, CSFB pushed to implement these initiatives globally and has offered its training programs to a broader employee population. CSFB management recognize that this training has been beneficial to them, their employees and their business. It has provided a learning tool that allows them to be introspective with regard to their contribution to diversity and inclusion within the organization.

PDJ

36

Profiles in Diversity Journal May/June 2005

“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

“I am ensuring

serve in the U.S. every day.

your safety.”

“I am a step ahead.”

mit

us i on

t e d t o Di

s i t y and I

nc l

ve r

Com

Food Services, Facilities Management, Vending, Catering, Office Refreshment Services, Environmental Services, Landscaping & Grounds Management, Conferencing, Plant Operations & Management

sodexhoUSA.com • 1-800-SODEXHO ©Sodexho Member of Sodexho Alliance®

1

2

3

4

1: (from left) A.D. “Pete� Correll, Chairman and CEO, Georgia-Pacific Corporation; Ilene H. Lang, President, Catalyst; and Thomas A. Cole, Chairman of the Executive Committee, Sidley Austin Brown & Wood LLP. 2. (from left) Panel moderator Tony Comper, President & CEO, BMO Financial Group, and panelists Valerie Morris, Anchor, CNN Business News; Keith H. Hammonds, Deputy Editor, Fast Company, and Carol Hymowitz, Senior Editor, The Wall Street Journal.

3. Catalyst Awards Dinner, held in the Grand Ballroom of the Waldorf Astoria, March 24, 2005.

4. (from left) Sharon Lobel, Professor of Management, Seattle University Albers School of Business & Economics; Phyllis Moen, Ferris Family Professor of Life Course Studies, and Professor of Human Development and Sociology, Cornell University; and Lisa Levey, Director of Advisory Services, Catalyst, at the "Work/Life Disconnect" Panel at the 2005 Catalyst Awards Conference.

Catalyst Breaks Stereotypes

by Giving Awards to Companies in Manufacturing and the Law Women’s initiatives at Georgia-Pacific and Sidley Austin Brown & Wood LLP achieve substantial results

By April W. Klimley

C

atalyst’s Annual Awards Conference this year was full of surprises. The most startling of these was the award-winners themselves—Georgia-Pacific Corporation, the old-line lumber company with a major consumer division; and Sidley Austin Brown & Wood LLP, a prominent national law firm.

Because women are not very visible in manufacturing and the law, there was skepticism over Catalyst’s choices. Attendees were asking how a prominent advocacy group working for over 30 years for the advancement of women in the work place could have made such a selection. By the end of the day, however, many people in the audience had changed their minds. They walked away feeling these companies had launched very different—yet effective—initiatives which were breaking stereotypes and setting an excellent example in their industries.

Top executives accept awards The conference itself was held at New York City’s Grand Hyatt Hotel on March 24. Over 450 people attended for presentations by the award winners, a full set of breakout sessions, and a panel discussion on women in the media. The conference was followed by a gala awards banquet for 1,500 at the Waldorf

Astoria, where Ilene Lang, president of Catalyst, gave the keynote address.

The actual awards were handed to top executives of each company: A.D. ”Pete” Correll, Chairman and CEO of Georgia-Pacific Corporation; and Tom Cole, Chairman of the Executive Committee at Sidley Austin Brown & Wood LLP. One of the highest-level women in U.S. industry, Anne M. Mulcahy, Chairman and CEO of Xerox Corporation, presided over the awards dinner.

This was the 30th anniversary of the Catalyst Awards Dinner. Anyone who knows about the awards knows they are based on very rigorous criteria that include measurable results and accountability. That was why everyone was so puzzled: could these companies really demonstrate meaningful change?

Apparently, Catalyst was well

aware of this skepticism. At the evening awards dinner, Catalyst President Ilene Lang said that the award-winning initiatives for 2005 were “breaking stereotypes” and added that she hoped these companies’ initiatives would “illuminate a path for others to follow.” Earlier in the day, Lang had welcomed everyone to the conference at the Grand Hyatt. But it was up to the first two speakers, executives from the awardwinning companies, to dispel the audience’s doubts. First to speak was Patricia A. Barnard, Georgia-Pacific’s Executive Vice President in Human Resources.

Georgia-Pacific launches a new initiative Soft-spoken, regal and seemingly shy, Barnard won the heart of the crowd very quickly as she told the story of the emergence of this initiative and what it took to make it a reality. It was a personal story, since she herself led the initiative. She began by admitting that Georgia-Pacific (GP) previously had a women’s initiative which fizzled.

The new one—Bridging Cultures, Leveraging Differences—was inaugurated at a different time, after GP had Pat Barnard of Georgia-Pacific (L) and Kathleen Roach (R) of Sidley Austin Brown & Wood LLP presenting their companies' Catalyst Award-winning initiatives at the conference

Profiles in Diversity Journal

May/June 2005

39

Feature

40

Catalyst Awards

acquired consumer products company Fort James. It started when Barnard was in a meeting with Correll when he asked everyone at the table why the company didn’t have more women in the pipeline. “I was the one who answered and said that things could change. So I got the assignment,” she said.

Obviously, she was the right woman for the job. Starting in 2001, she built a company-wide initiative based on the premise that there was a “solid business case for diversity.

Once the case was built, managers were more willing to accept diversity as a business enterprise” she noted.

The initiative consisted of four parts: (1) a diversity-of-thought concept; (2) frequent communication; (3) a network of individuals and teams providing leadership; and (4) a set of accountability mechanisms.

these types of locations?” she asked.

“Probably not many.” Yet the initiative has forged ahead steadily and been able to produce excellent results. In four years, it has increased the women at the EVP level from 9 percent to 29 percent; at President/VP level from 11 to 17 percent; and at Senior Director/ Director/Controller level from 22 to 30 percent. That is a track record Barnard can be proud of.

She added an interesting anecdote about the specific business benefits GP has been able to derive from its policy. The team that works on marketing building products to Home Depot and Lowe’s—two of the company’s three top customers—is more than 70 percent comprised of women.

“Having women in this team changes how you market and present the product,” she said.

Highlights of the program are: • E D U C AT I O N O N T H E B U S I N E S S C A S E .

GP used multiple vehicles to stress the value of diversity to compel innovative thinking to capitalize on the available talent pool and help the organization reflect its growing consumer base.

• C H A M PI O N S / RO LE M O D E L S . Two of the CEO’s 11-member Executive Management Team serve as Internal Diversity Champions.

• D I V E R S I T Y B U S I N E S S P L A N S . Each GP business has a Diversity Business Plan tailored to the specific business unit’s needs. Diversity activities are tracked through a web-based reporting tool.

• E N T RY- LE V E L E N G I N E E R I N G P RO G R A M .

This program is designed to fill the GP leadership pipeline by providing mills with a talent pool for middle level supervisory and technical positions.

WORK SCHEDULE • A LT E R N AT I V E P R O G R A M . Thirty-four percent of corporate-based employees use some type of flexible scheduling offered.

Of course, Barnard stressed that it has not been easy to make progress, since many of the company’s manufacturing plants and mills are in remote locations: “Let’s face it: How many women want to run a mill in

The retention challenge for Sidley Austin Brown & Wood LLP Barnard was followed by Kathleen L. Roach, Co-Chair of the Committee on the Retention and Promotion of Women at Sidley Austin Brown & Wood LLP, who jumped right in with a detailed description of her firm’s initiative: Strategies for Success: An Ongoing Commitment to Diversity.

Roach’s litigation background was reflected in the efficient way she walked the audience through the Sidley initiative.

She explained that the program has its roots in the Task Force on Women and Minority Issues formed by Sidley & Austin in 1998 to assess firmwide processes of attorney compensation and evaluation. Three years later, shortly after the merger with Brown & Wood, the firm created two permanent committees—the Women’s Committee and the Diversity Committee.

The Women’s Committee oversees the Strategies for Success initiative and is co-chaired by Roach and Laurin Blumenthal Kleiman, both partners in the firm. It consists of three components (1) a sustainable culture of inclusion; (2) formal tools; and (3) rigorous recruitment and review

Profiles in Diversity Journal May/June 2005

strategies. Many individual elements of the program parallel those of Georgia-Pacific initiatives—for instance, strong support from senior management, making the business case for diversity, and integrating diversity into all development tools from recruitment to employee evaluations.

However, the major challenge for Sidley seems to differ significantly from that of Georgia-Pacific. Sidley is very concerned about retention: keeping qualified, well-trained women lawyers from leaving mid-career.

Recruitment is not such an issue, since women today represent nearly 50 percent of all law school graduates.

The most innovative element of Sidley’s initiative is its “reduced-hours” policy. This policy enables associates to remain on partnership track while working a reduced-hours schedule.

Partners can also avail themselves of a reduced-hours schedule while continuing to handle intense legal projects. In addition, under this policy, associates and partners alike are given evaluations and client assignments comparable to their full-time counterparts.

This reduced-hours policy differs substantially from part-time and/or flex-time scheduling techniques.

Those on this schedule remain very available to clients; they simply may be assigned to fewer clients at one time.

This policy has played a major role in the success of Sidley’s initiative.

It allows the firm to continue to provide the intense level of service required by law firms while giving associates and partners in the program scheduling flexibility. Roach added that compensation is pegged to total hours worked as a percentage of the normal hours expected for full-time associates and partners.

This initiative is gradually improving the opportunities for women attorneys at Sidley: from 2002 to 2004, Sidley increased the percentage of women in the partnership from 16 percent to 18 percent. And a growing number of women are being promoted to partner: today women partners hold more than one-third of all firmwide or office committee chairs or co-

Feature

Catalyst Awards

chairs. “No other law firm devotes more time and energy to the advancement of women than Sidley,” Roach told the audience. There is no doubt that Sidley’s initiative is a good model.

Closer look and communications After the award-winner company presentations, conference participants left the Grand Ballroom to attend breakout sessions elaborating details on each initiative. Then, after a leisurely luncheon, participants enjoyed a lively discussion on media coverage of women in business emceed by a committed male feminist—Tony Comper, President and CEO of BMW Financial Group. He orchestrated the discussion with panelists Valerie Morris, an anchor for CNN Business News; Carol Hymowitz, senior editor, The Wall Street Journal who specializes in worklife issues; and Keith Hammonds, Deputy Editor, Fast Company.

Comper got a lively debate going, not letting anyone—or their respective news organization—off the hook.

Although Hymowitz pointed out that, “The whole work/family question has become an issue that didn’t exist 25 years ago,” no one suggested that her publication, The Wall Street Journal, or any of the other media represented there, gave adequate coverage to this issue.

In fact, the underlying theme seemed to be that business women received less press coverage than their male counterparts, and work/life issues received only minor coverage in most newspapers or broadcast media. One panelist suggested that news about women in business tended to “ghettoize” women by lumping them together or reporting on them in a different manner. Fast Company’s Hammonds agreed with that, commenting: “The challenge now is to treat women as equals.” Nonetheless, his own magazine was planning a May issue on “The 25 most exciting women in business”—perhaps reinforcing this stereotype. Hammonds also admitted that of the top seven editors at Fast Company, only one is a woman!

42

Board realities and work/life incongruities After that dose of reality, the audience broke up for the afternoon’s four breakout sessions. There was standing room only in the “Women on Boards” session and a full house for “The Work/Life Disconnect” session. The other two sessions were “Working Relationships Between Women and Men of Color” and “Religion and Sexual Orientation in the Workplace,” a particularly controversial issue.

T H E WO M E N O N B O A R D S S E S S I O N raised some interesting points of paradox.

Many women in the audience already sit on public boards. In fact, I sat next to one at lunch—Pamela B. Strobel, who serves on State Farm’s Board and is Chief Administrative Officer of Exelon, a midwestern utility. Barriers keeping women from board service that existed 30 years ago are down, so the focus of this session was on the responsibilities and challenges of being a director today.

Scandals at organizations such as Enron, WorldCom and the New York Stock Exchange, plus Sarbanes-Oxley compliance, have raised the bar for directors of public companies.

Because companies are now held to higher standards in accounting and reporting rules, directors have more responsibility and oversight concerns.

Roger Raber, President and CEO of the National Association of Corporate Directors, outlined some of these new responsibilities of corporate directors today, urging women to think things over carefully before assuming a position on a public company board. And Gwendolyn S. King, who serves as a director on the boards of both Lockheed Martin and Monsanto, suggested that women first ask themselves “Why are they asking me” when considering a board assignment.

Another reality check was the number of hours directors must put in each year. “What surprised me is how much work it is,” noted one panelist.

“If I had 48 hours, I could never read all the material I received for one board meeting.”

Profiles in Diversity Journal May/June 2005

THE

WORK/LIFE

DISCONNECT

PANEL

generated much more heated, impassioned discussion. The two panelists—Sharon Lobel from Seattle University and Phyllis Moen from Cornell—talked about the evolution of women in the workplace, laying out a framework for the battles ongoing in this area. It was evident from their presentations and the questions from the audience that work/life issues are a major challenge for both men and women today as they struggle with how to balance work and family—and push U.S. corporations to become more flexible in enabling them to do this.

Moen described today’s work model as “a holdover from post World War II years predicated on the full-time homemaker.” While the moderator, Catalyst’s Lisa D’Annolfo-Levey, spoke of “a new way to work in a knowledge economy,” it was evident from the panelists that this new model is still “optional” and most companies expect employees to work a full 9- to 12-hour day.

Questions from the audience reflected frustration over progress in this area. Yet both Catalyst award winners are evidence that some companies are making progress in work/life issues.

Georgia-Pacific has 34 percent of its corporate-based employees now using some type of alternative work schedule. And Sidley’s innovative reduced-hours work policy enables associates and partners to continue to advance while working more limited schedules in terms of hours.

Whether companies adopt such policies to increase retention rather than from a deep-seated concern for work/life issues is not that important.

What is important is that these new arrangements represent a big step forward—they enable women, in particular, to continue to play their traditional roles in family life while embarking on high-level, pressurefilled, satisfying careers.

PDJ P R E S E N TAT I O N

April W. Klimley is a contributing author, specializing in diversity, technology and financial writing.

Employment Equity and Diversity Compliance— The Next Corporate Certification? agencies, civil rights lthough the busigroups, and plaintiffs’ ness case for attorneys, as well as effective corpoto forestall efforts to rate diversity programs institute mandatory has been increasingly certification for audirecognized by many cortors employing the porations, costly discrimSarbanes-Oxley “cerination lawsuits are tification” model. a constant reminder of the challenges in securExpansion of ing and managing a Legal Rights and diverse workforce.

Litigation Trends Provocative claims of workplace discriminaOne reason for the tion have brought severincrease in discrimiBy Weldon H. Latham al well-known corporanation litigation is the tions unwanted headCivil Rights Act of lines and financial losses whether or 1991 which expanded the rights of not allegations are upheld: protected classes of employees, most Coca-Cola, a record $192 million; notably by making both compensaMorgan Stanley, $54 million; tory and punitive damages available Abercrombie & Fitch, $40 million; and and allowing plaintiffs to seek jury Sodexho, $80 million. trials. This expansion makes discrimSuch high-profile cases suggest ination lawsuits more appealing to why 63% of corporate general counsel employees and more lucrative for in America identified employment dis- plaintiffs’ attorneys. In fact, accordcrimination lawsuits as their compa- ing to the Administrative Office of 1 nies’ greatest exposure. In fact, the U.S. Courts, discrimination employment discrimination lawsuits claims have substantially increased, are the second largest source of feder- from 32 federal class action claims 2 al civil litigation. These trends have filed in 1991 to 76 in 2003.3 led to increased discussion by corpoFurther, employment discriminarate auditors and counsel that certifi- tion suits offer the potential for cation of compliance with EEO multi-million dollar settlements. The requirements may be the next devel- Morgan Stanley $54 million settleopment in corporate governance. ment is the second largest EEOC setUnderlying such consideration is a tlement in history, and is more strikdesire to reduce the likelihood of ing given that in 2002 EEOC won a scrutiny and challenges by regulatory total of $52.8 million from 364 court

A

44

Profiles in Diversity Journal May/June 2005

actions, less than the Morgan Stanley 4 settlement alone.

Additionally, recent developments create the possibility of an even greater increase in class action lawsuits. Although a number of federal court decisions over the last decade announced standards restricting class actions in the employment context, recent cases have reversed that trend. Most notably, last July a federal judge ruled that a lawsuit charging WalMart with gender discrimination could proceed as a class action involving up to 1.6 million women— the largest civil rights class action in history. While the U.S. Court of Appeals for the Ninth Circuit will review that ruling, the decision indicates a growing willingness among federal courts to grant class action status to plaintiffs.

Effectively Managing a Diverse Workforce Class action employment discrimination suits have both financial and business consequences for corporations. Any class-wide employment discrimination allegation creates the potential for substantial monetary expenditures, whether by settlement or by enduring litigation. Even if a corporate defendant wins, the management and workforce time, legal fees, and other indirect litigation costs are extremely onerous.

Moreover, class action lawsuits can

severely damage the corporate brand, shake investor confidence, and undermine employee and customer goodwill. One cannot overstate the danger of highly publicized class action lawsuits that generate emotional reactions among customers, investors, employees, and other parties.

Given the increasing occurrence of high-stakes litigation, these consequences, and the prospect of mandated EEO/diversity compliance certification, corporations are welladvised to make every effort to eliminate policies and practices that appear to contribute to prohibited conduct—particularly with respect to pay, promotions, and hostile work environment. Faced with such issues, it is in a company’s best interests to promptly consult legal professionals with substantial expertise in these types of cases. Preferably, even before such diversity problems occur, proactive steps may help to minimize the risks of major broad-based discrimination claims.

1) INCREASE MANAGEMENT AWARENESS OF DIVERSITY I S S U E S — ensure regular reporting to senior management on workforce trends, including hiring, promotions, pay, discipline, and terminations of minorities and women. Insist that senior management acquire sophistication in addressing workplace fairness and diversity and recognize the risks associated with failures in these areas.

2) MONITOR AND ACT ON WORKF O R C E D ATA —

maintain a validated employment database and analyze trends about hirings, promotions, and pay equity. The legal department, business unit leaders, and human resources staff all must be familiar with the database and regu-

larly analyze data and eliminate unexplainable disparities.

3 ) DEVELOP EFFECTIVE EMPLOYEE COMPLAINT PROCESSES—

implement and monitor effective internal complaint processes.

Identify “hot spots” with specific departments, facilities, and supervisors. Upon receiving a complaint, promptly investigate and respond in a fair manner.

4 ) E N S U R E E Q U I TA B LE CO M P E N S AT I O N , D I S C I P L I N E , A N D PROMOTION PRACTICES—

ensure that policies and practices for personnel actions keep pace with current law. The legal department should assist in updating and enhancing policies, with senior managers ensuring fair implementation of policies.

5) PUBLICIZE PROMOTIONAL OPPORTUNITIES FOR ALL EMPLOYEES—

while there is no requirement to post available employment positions, it is good company practice to post positions and inform employees of opportunities. At a minimum, this practice enhances the perceived fairness of the system.

Conclusion Growing corporate exposure to discrimination lawsuits highlights the need for effective corporate diversity programs. Discrimination allegations arise in part because the workplace is becoming more diverse; however, having a diverse workforce is not enough. The focus is now on maintaining an inclusive workplace with equal opportunities for advancement and compensation, as well as successful recruitment, hiring, and retention of a diverse workforce. Employee watchdogs, civil rights groups, and government regulators perceive that

many companies do not maintain inclusive workplaces. That perception is driving the discussions of a Sarbanes-Oxley-type “corporate diversity certification.” Regardless of whether a certification is implemented, companies with effective diversity programs will significantly decrease major discrimination litigation risks and position themselves to effectively defend such claims, as well as gain competitive advantage by enhancing their ability to successfully recruit, retain, and manage highly skilled and diverse employees.

Acknowledgements: John M. Bryson, II and Jennifer K. Beall Weldon Latham is a senior partner with Davis Wright Tremaine LLP; he chairs the firm’s Corporate Diversity Counseling Group and has advised organizations such as Texaco, CocaCola, and General Motors on diversity crisis prevention, mitigation, and management of high-profile diversity disputes. Mr. Latham is also an Adjunct Professor at the Georgetown University Law Center, where he teaches corporate diversity counseling, and a contributor to Profiles in Diversity Journal and Minority Business Entrepreneur magazines. Davis Wright Tremaine LLP comprises nearly 450 attorneys practicing in nine offices worldwide.

Contact Information : Davis Wright Tremaine LLP 1500 K Street, N.W. Washington, D.C. 20005 Telephone 202-508-6664 Fax 202-508-6699 www.dwt.com NOTES: 1 “How Corporate America Is Betraying

Women,” Fortune, January 10, 2005.

2 The Washington Post, September 21, 2003.

3 See “Costco Is the Latest Class-Action Target,” The Washington Post (Brooke A. Masters and Amy Joyce, August 18, 2004).

4 See “Morgan Stanley: Big Bucks for Bias,” Forbes.com (Dan Ackman, July 13, 2004).

Profiles in Diversity Journal

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The Perfect Fit Getting to know the unique needs of your organization is critical to building an inclusive environment that leverages the talents of all employees.

By Catalyst

I

n a world filled with best practices, it is tempting to pick those that appear most effective and try bringing them to life within your organization. The critical error here is in failing to determine how those best practices must be tailored to fit the unique needs of your organization. In order to build new programs, improve current programs, or tailor best practices, you must first understand your own workplace.

It is difficult to create a successful diversity initiative without understanding how people see their organizations. It is critical to understand how employees view the kinds of jobs they hold, how they feel about their career progress, and what they think the organization is doing to further their professional development.

Conducting an “environmental assessment” is one way to get a handle on these views.

What Is an Environmental Assessment?

An environmental assessment is a three-step process: 1) Analyzing human resources data; 2) Gathering employee input; 3) Critiquing existing human resources policies and practices.

level or more locally within a division, function, or location. A well-designed environmental assessment will: • Probe employee perceptions of the culture, their career expectations, why they intend to leave or stay, how they balance their work and personal lives, and whether or not they believe management operates inclusively and develops a diverse leadership corps;

• Solicit recommendations for practical solutions;

The major benefit of an environmental assessment is the customized knowledge you will gain that will help you get the most out of your diversity efforts. There are some ways in which your organization—or your part of a larger organization—is unlike any other. Learning about the unique aspects of your organization will help you design programs that are tailored to your needs and address the concerns of leaders and employees who may think, “Those things don’t happen here,” or, “This is just the flavor of the month.” Having targeted data also helps build a strong business case for diversity and create a long-term plan that will be accepted by people in your organization.

In short, an environmental assessment will give you knowledge to: • Be cost effective for long-term results;

• Establish implementation priorities based on employee needs.

• Overcome resistance from senior leaders and employees;

The information collection and analyses you do during this phase of your project will create the foundation for developing your overall diversity strategy.

• Create and communicate the business case;

• Establish a baseline for measurement of HR data and survey responses over time; • Create a clear understanding of representation, hiring, and turnover patterns; • Map the strengths and weaknesses of current programs and policies; • Gather examples of internal best practices on topics important to your efforts;

Environmental assessments can be conducted globally at the corporate

46

What Are the Benefits of Conducting an Environmental Assessment?

Profiles in Diversity Journal May/June 2005

• Provide guidance for selecting and tailoring best practices and creating a diversity strategy; • Derive a baseline for measuring progress.

What Activities Are Involved in Conducting an Environmental Assessment?

Before beginning to collect data that will help you understand the attitudes and needs of your workforce, it is important to decide what segments of your workplace population you would most like to learn about.

Ideally, you or someone in your organization will have already identified the key employee groups that may be affected by any lack of inclusiveness in the work environment.

Some points to consider: Are issues of gender driving your efforts? Race?

Sexual orientation? Age? You may find in doing the assessment that some groups do not seem to have any issues at all. It is through the assessment that you will confirm or negate your own hunches about what people are experiencing in your workplace.

Once you are clear on the portions of your workforce whose experiences and perceptions you wish to compare and contrast, you are ready to begin to collect data for each of these segments.

S TE P O N E : A N A LY Z I N G H U M A N R E S O U R C E S DATA

Often one of the most difficult tasks in conducting an assessment is understanding HR data. This is your opportunity to create a map of the organization by assembling data in a way that will describe your employee population.

Data should be analyzed for each demographic segment of your workforce that you are targeting for this assessment.

You will want to analyze as much of the following information as possible: • Representation by level, division, geography, function; • Recruiting results by level, division, geography, function; •Turnover by level, division, geography, function; • Promotion rates and patterns; • Time in position by level, division, geography, function.

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Not only will these analyses create a “snapshot” of your organization, they will establish a baseline for measuring progress over time.

S TE P T WO : G AT H E R I N G E M P LOY E E PERCEPTIONS

Collecting employee input involves conducting interviews and focus groups as well as undertaking an employee survey.

The interviews and focus groups are first used to develop hypotheses about an employee population. They can also help you streamline the focus of your employee survey and further investigate survey findings. The compilation of interviews results in a personalized record of employee voices.

The most effective interviews explore: • Perceptions of career advancement issues; • Perceptions of the work environment/culture; • Perceptions of how work/life issues affect employees and business results overall; • Awareness of issues related to inclusion and diversity; • Understanding of the business case for diversity and support for action.

by a third-party moderator and transcribed by a third-party note taker.

Employee input is next gathered from survey data, which consistently proves to be the strongest type of data to build consensus for change (especially among senior executives) and to identify priorities for action.

Quantitative data on employee perceptions is a powerful way to persuade people where action is needed.

The most effective survey will help you assess employee perceptions regarding: • Overall satisfaction; • Career advancement; • Work environment issues/culture overall; • Inclusiveness/openness to diversity of thought, background, etc.; • Work/life balance issues; • Intent to stay with the organization; • Recommendations for change.

S TE P T H R E E : C R I T I Q U I N G E X I S T I N G H R P O L I C I E S A N D P R AC T I C E S

Focus groups explore issues similar to the interviews, but with less emphasis on support for change and more emphasis on understanding any differences in perception or experience by the employee group. In particular, these focus groups should explore whether the major demographic groups relevant to your business have different perceptions of the organization and their opportunities, or if they have had different experiences that impact their effectiveness or commitment.

In order to foster a candid discussion, focus groups should be conducted in homogenous groups (by gender, race, majority nationality, minority nationalities, function, business, etc.)

Profiles in Diversity Journal May/June 2005

The third step in conducting an environmental assessment is to critique the formal and informal policies, programs, systems, and processes that your organization uses to manage employees and develop leaders.

Essentially, this means reviewing the systems listed below, comparing them to best practice companies, and identifying areas for improvement. The interviews, focus groups and survey data will provide feedback on employees’ perceptions of the company’s systems and will help focus your analysis.

If you are conducting an assessment at the corporate level, you should review all programs or systems managed by the corporate center. If you are working within a business

unit, you may collect data on the perceived effectiveness of corporate-level programs as well as business-unit programs. If critical issues arise in systems that are not under your direct purview, you can at least pass on your data to the responsible individuals in the organization.

People-management systems to review include: • Performance evaluation systems; • Personal career management guidance/advice; • Formal education and training programs; • Succession planning processes and promotion decision processes;

• Other formal programs, e.g., diversity, mentoring, networks; • Recruiting approaches and materials; • Other systems relevant to your specific situation.

In a global market, attracting and retaining the best possible workforce means creating the best possible workplace. Whether your diversity and inclusion efforts focus on strengthening recruiting, improving management training, or designing a more inclusive succession-planning program, they will be vastly improved if you first understand your workplace.

• High-potential programs and leadership development approaches;

PDJ

With offices in New York, San Jose, and Toronto, Catalyst is the leading research and advisory organization working with businesses and the professions to build inclusive environments and expand opportunities for women at work. For more information about Catalyst’s research, products, and services focusing on assessing your workplace environment, visit www.catalystwomen.org. You may also sign up to receive Catalyst’s issue-specific newsletter, Perspective, and monthly email updates at news@catalystwomen.org.

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Profiles in Diversity Journal May/June 2005

PDJ Chats with Rosalyn Taylor O’Neale PDJ: In the work of diversity and inclusion, what has significantly changed in the last 25 years?

“The level of complexity in what we define as diversity and inclusion has risen exponentially. Once there were affinity networks/employee resource groups for women and ethnic minorities. The list now includes working parents, GLBT, Christians, Buddhists, white men, people over 50, and many more. In the past there were two annual diversity events, now there are twenty. The challenges have grown, too. For instance, if you allow the Boy Scouts to use your facility for their meeting, it is possible some of the GLBT members will be offended? Can the Bible studies group have a room during lunchtime?

Is there a prayer room with washing facilities available? In the 2005 ProGroup® Diversity Calendar, more than two-thirds of the days of the year have meaning to some group— perhaps not yours or mine, but a significance that must be considered for someone in our workforce.”

RTO :

PDJ:What is the major challenge for CDOs? “A few years ago, I would have said it was making a clear business case for diversity and inclusion, but that’s no longer true for many organizations; changing demographics provided the necessary jolt to move RTO :

52

them into and through that phase.

Today it’s getting the leadership engaged in a meaningful way. The ‘meaningful’ litmus test is whether the mid-level manager feels the responsibility, authority and ownership to create an inclusive and diverse workplace in her/his area, plus 40 feet (the principle of a rock creating waves).

“Because people do what their leadership does, the mid-level manager’s behaviors are a clear reflection of the executive’s; resistance at that level is a reflection of shallow footprints on the part of the leadership.”

PDJ:What’s the difference between a good CDO and a great one?

“Good CDOs are smart—they have excellent subject knowledge and communication skills, as well as high emotional intelligence and cultural intelligence. Great CDOs are driven by the connections and interdependencies; they have the added ability to see the links between the organization’s past and its future (what we do not learn from our past we are doomed to repeat). They see the connection between an individual’s personal and group identities and can humanize the imaginary line between headquarters in Seattle and the facility in Singapore.

There’s a joke about three people in a boat. After the boat hits a rock, it develops a hole in the front.

RTO :

Profiles in Diversity Journal May/June 2005

The front begins to take on water and sink. The guy in the back says to the person in the front (who is now sitting in water), ‘I’m sure glad that happened at your end’. The great CDO knows—and diligently, patiently, and forcefully ensures that the leadership understands—that if the front sinks, it’s just a matter of time before everyone’s swimming.”

PDJ:What’s missing in the diversity equation?

RTO : “I think what is missing is a passionate love for the education of differences and the comfort of similarities. There’s a tolerance for diversity and even an appreciation for the benefits of it, but I seldom find people who have a passion for diversity.

Passion is more emotional than intellectual. It doesn’t come as much from the mouth as it comes from the soul.

When it appears, it is forceful, powerful and intense—a fiery and fervent emotional desire to be surrounded by and engaged with a variety of people and experiences.”

PDJ:Who most influenced your thinking about diversity and inclusion?

RTO : “Barbara Walker. She introduced me to the fundamental power of the ‘core group’ experience: a long term (12 months versus 8 hours), consistent (1 day per month, not annual) deeply personal learning experience for senior leaders. During those 12

months together people grew, stretched, fought, laughed, cried and developed authentic leadership capabilities that allowed them to grow as managers, executives and human beings. Standard training stays with a participant for a week; the core group experience lasts for years. Core groups are the basis for the Executive Diversity Leadership Development Program.”

PDJ: If you didn’t do this work, what would you do?

RTO : “I’d be a daytime talk show host— more Larry Elder and Pat Croce than Oprah. I’d be amazed at the narrow views of my average American citizen guests. I would have that pre-commercial voiceover that says, ‘If you want to tell your parents you’re gay and they should just get over it, or if you’re tired of your lazy spouse and want to tell him/her to get a job, just call ‘R’ and let her help’. Thank goodness there’s still diversity and inclusivity work left.” PDJ

Rosalyn Taylor O’Neale is "CEO and fearless leader" of Barnes, O'Neale & Associates, an education and consulting firm based in Long Beach, California, that helps organizations navigate the labyrinth of diversity and inclusion management education. Her 30 years of experiences and observations are narrated in 7Keys 2Success: Unlocking the Passion for Diversity. (Lumina Press.)

Contact Info: Rosalyn Taylor O’Neale www.barnesoneale.net

Profiles in Diversity Journal

May/June 2005

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Call with your nomination today! 800-573-2867

Women Worth Watching 2006

PROFILES IN DIVERSITY JOURNAL

A Special Issue Celebrating the Achievements and Personalities of Leading Women Executives The 4th anniversary issue of PDJ will feature profiles of leading business women nominated by their colleagues, peers, and mentors for their initiatives and achievements.

Volume 6, Numb er 6 • No vember/D ecembe r 2004 DORO STARBTHY KIM UCKS

$

12.95 U.S.

JUDY LOCKHF. MARK S EED MARTI N SHAR DELOI ON ALLEN TTE

LaVERN E H. DELL COUN CIL

Criteria: The primary criteria for inclusion are attainment of senior executive management position / responsibilities and distinctive achievement in the organization or sphere of influence (business, educational or governmental institution, military, etc.)

SUE BR STARW USH & RES OOD HO TELS ORTS

ROSE M. PA TTEN BMO FINAN CIAL GROU P

WOM

JERRI VERIZ DeVARD ON

Format:

LOUISE RAYTH FRANC ESCON EON I

PUNA MGM M MATH UR MIRA GE

Plu s sto rie

EN O F IN ITIA TIVE 2005

Women Worth W atching

s fro m: Th e

Un ite d

Sta tes

Po sta l

Se rvi ce

• Sh ell

Int ern

Please see www.diversityjournal.com for full nomination/submission instructions as well as the most recent Women Worth Watching for representative content and general format planned. In addition to the composite photo of this year’s featured women, each woman will have one full page consisting of photo, “mentoring” essay, and personal profile. ati on al

• Ca tal yst

How to Enter/Nominate: Call or email publisher Jim Rector immediately to propose nominee: 800-573-2867; profiles@diversityjournal.com Nomination can be submitted by anyone including the nominee.

Once nominees are confirmed, supporting material must be received by September 1, 2005: • Nomination form & cover letter • Profile responses by nominee • Mentoring essay by nominee • New photographs of nominee (per specifications) All elements including CD of high-res photography due by September 1, 2005: Jim Rector, Publisher Profiles in Diversity Journal Gemini Tower One, 1991 Crocker Road, Suite 320 Cleveland, OH 44145 (tel. 440-892-0444)

Diversity.

It’s what drives us.

From the cadres of minority designers, engineers, and office staff to the men and women on the factory floor and our network of minority owned dealers, we're dedicated to creating the best cars and trucks possible. In fact, this dedication to work ethic, smarts, and quality is inherent in every vehicle we produce. It's what makes us the proud American brands of DaimlerChrysler Corporation.

Chrysler, Jeep, and Dodge ar e register ed trademarks of Daimle rChr ysler Corporatio n.

WE’RE NOT ALL ALIKE

Davis Wright Tremaine’s Corporate Diversity Counseling Group has established a national reputation for high-level diversity assistance and problem-solving for the nation's largest corporations.

Lawyers 1500 K Street NW, Suite 450 Washington, DC 20005 (202) 508-6600 (202) 508-6699 fax www.dwt.com

Corporate Diversity Counseling Group Weldon H. Latham, Chair

© 2005 Davis Wright Tremaine LLP. All rights reserved.

A N C H O R AG E

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BELLEVUE

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LO S A N G E L E S

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N E W YO R K

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PORTLAND

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S E AT T L E

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SHANGHAI

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WA S H I N G TO N D. C .

The Drive for Diversity and Inclusion starts right here.

A

s a proud sponsor of NASCAR’s “Drive for Diversity” initiative, Waste Management is racing toward the same goals as you are.

From Bill Lester behind the wheel of his No. 22 Waste Management Toyota Tundra to our constant efforts to recruit and support a diverse workforce, we are truly committed to speeding past today’s conventions of diversity and inclusion. ®

Waste Management salutes the many other workplaces that are on the same track as we are. By working together, we already find ourselves on the road to a more diverse, inclusive tomorrow.

From everyday collection to environmental protection, Think Green. Think Waste Management. ®

NASCAR® is a registered trademark of the National Association for Stock Car Auto Racing, Inc. ©2005 Waste Management, Inc.

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