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Progression and
Retention of Women in
Royal Dutch Shell
2nd Place
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KPMG LLP CONTINUES ITS COMMITMENT TO DIVERSITY AND LOCKHEED MARTIN’S DIVERSITY MISSION IS TO CREATE A ‘ONE
EXPANDING the opportunities available to minority students COMPANY, ONE TEAM’ ALL-INCLUSIVE ENVIRONMENT where
with the launch of the Future Diversity Leaders Program diversity contributes to the Lockheed Martin vision; this goal is
(FDL). being accomplished through the Diversity Maturity Model™.
Following in the tradition of KPMG’s successful Ph.D. Lockheed Martin is facing a shift in demographics resulting
Project—created more than a decade ago to increase the num- from vast numbers of the workforce approaching retirement. In
ber of African Americans, Hispanic Americans, and Native order to create the change needed to make D&I a competitive
Americans on business school faculties—and expanding on the advantage, the corporation developed the Diversity Maturity
firm’s Fast Forward National Leadership program, FDL is Model™ (DMM).
designed to support high-performing college freshman who The DMM measures and tracks four characteristics
demonstrate a commitment to diversity and may be interested (Leadership Commitment, Organizational Climate and
in pursuing a career at KPMG. Culture, Workforce Strategy and Development and Customer
Fifty students will be selected each year to participate in a Experience Management), with five levels of maturity for each
three-year program that includes an annual leadership confer- characteristic.
ence, internship opportunities for as many as three years, and All levels have behavioral descriptions explaining what
scholarships totaling as much as $6,000. conditions will exist in an organization to achieve certain levels.
This year, the inaugural FDL event begins with a three-day The corporation is evaluated on a yearly basis to determine
conference in Hollywood, Calif., that will focus on preparing DMM levels, with a portion of executive incentive pay tied to a
participants with the skills and perspectives they’ll need to specific goal.
become business leaders. After the conference, each student will DMM levels have been assessed for 2005 and 2006 and
receive a $1,000 scholarship and be provided with the opportu- have shown improvement. In 2006, the overall corporate matu-
nity to interview for a summer 2008 internship. This first rity assessment indicated Lockheed Martin “embraces” diversi-
internship will give participating students a head start by pro- ty. This achievement indicates strong support from our
viding them with rotational opportunities through a job shad- Chairman, President and CEO Bob Stevens and the entire
ow program, as well as a mentoring relationship with a KPMG Lockheed Martin Community.
professional. The most significant indicator of success is derived from
In addition, the students will be mentored by one of several the surveys that show continued improvement and benefit
Future Diversity Leaders’ faculty advisors who have been selected from Lockheed Martin’s diversity and inclusion activities—
to serve based on their involvement with and commitment to spanning from recruitment and new hire orientation to engag-
diversity in higher education. These professors also are charged ing long-term employees. More information can be found at
with identifying and nominating students for the program; stu- www.lockheedmartin.com.
dents must have a cumulative 3.5 or higher grade point average
and be interested in pursuing a career in business to be consid-
ered for entry to the program.
More than 30 universities will be represented and partici-
pating in the Future Diversity Leaders program in 2007, and
KPMG’s goal is to have more than 150 students in the program
at different levels by 2009.
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THIS INNOVATION CAUGHT OUR ATTENTION, BECAUSE IT SEEKS THE CULTURAL IMMERSION 90-DAY LEADERSHIP DEVELOP-
IS A
TO IMPROVE BOTH THE PATIENTS’ AND THE DOCTORS’ EXPERI- MENT PROGRAM THAT BEGINS IN MEMPHIS, TENN. The program
ENCES with Kaiser Permanente. This focus on outcomes, not meets the needs of different learners by providing a variety of
just numbers, is refreshing. experiences: video, small and large group discussion, self-reflec-
The nation’s largest nonprofit health maintenance organ- tion, self-guided learning, team collaboration and problem solv-
ization serves nearly 9 million members in nine states and the ing.
District of Columbia. How does such a large organization Particularly interesting to us is the way this program’s effects
wrestle with the need to assess and improve patient and physician cascade throughout the organization. The program exemplifies
satisfaction? a method of driving change all through the company.
The DDDP is an innovative, replicable, and culturally sen- Unlike other programs that select only top performers, Best
sitive patient and physician satisfaction evaluation method that Buy’s program takes only intact teams. Together, they coach
was introduced in 2005. It provides physicians with culturally each other and influence lasting cultural change.
specific survey data in order to improve the care experience and Participants spend three days in Memphis, and then execute
quality of outcomes of Kaiser Permanente’s memberships. their 90-day action plans. After the 90 days, the Diversity and
“This program was borne out of ‘seeking to improve one’s Strengths Team visits stores over the next six months to assess how
own performance’, which produced significant results,” reports well the change has become a natural part of business rhythms.
Calvin B. Wheeler, M.D., Kaiser Permanente’s physician-in- Particularly appealing is the program’s cost effectiveness.
chief and CEO. “These early results have led to a gift that just The average cost per participant is just over $900, including
keeps on giving. The enlightenment that comes to the providers travel, lodging, catering, printing and expenses.
who have participated in this program has been career-changing The transformational stories provided by participants and
and, at times, life changing. This program has become the their direct reports, customers and families have helped change
prompt for much innovative thinking and analysis in the arenas the way diversity is discussed at Best Buy.
of patient-member satisfaction, physician-practice satisfaction
and practice sustainability.”
The DDDP originated from an OB/GYN physician whose
data showed increased patient satisfaction with older female
patients than with younger women, ages 18-35. Women in this
age group often don’t want to see a male physician, leading to
physician bias. After identifying the bias, he adjusted his behav-
ior and increased his knowledge and care skills of this group and
in one quarter increased his subset service score. His personal
experience was the genesis for this innovation.
Departmental Chiefs now have tools to effectively coach
and provide feedback to their physicians on the various aspects
of diversity: gender, ethnicity, age and levels of familiarity. The
educational program is seen as an innovative practice to be used
throughout Kaiser Permanente.
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Dell’s Online Library ager. Additionally, marketing and advertising programs specifi-
cally targeting diverse consumers were created and the company
For African-American
increased participation in relevant multicultural trade shows.
Political History In 2006, the corporate diversity department developed a
8th Place pilot program for the National Urban League Conference.
MGM MIRAGE sponsored the Women of Power Luncheon at
In September 2006, Dell launched the first virtual and most the organization’s national conference. A marketing incentive
comprehensive library on the political history and legislative was created offering a special rate during a two-night stay at one
legacy of African Americans in shaping the nation’s democracy. of the company’s properties. The production cost for the collat-
What a great idea! It was unveiled during the Annual Legislative eral material was approximately $2,000. A tracking code was
Conference of the Congressional Black Caucus Foundation associated with the incentive to track the redemption of the
(CBCF). incentive, and after the three-month pilot period, the estimated
Called Avoice, or African American Voices in Congress, revenue for the property was $45,740. The program was clearly
www.avoiceonline.org, the library is the product of a collabora- a success and totally consistent with the company’s business
tive partnership among CBCF, The University of Texas at objectives.
Austin, Howard University and Dell. The online educational The program was so successful, MGM MIRAGE
portal provides a central source of information about historical Corporate Diversity plans to expand the pilot program and
and contemporary African American policy issues important to work with all its properties to support their business objectives.
many Americans, and of particular interest to researchers, edu- Members of the corporate diversity department are already
cators and students. meeting with property diversity councils to discuss how this can
“Avoice represents the official history of the Congressional be implemented.
Black Caucus and much more,” said U.S. Rep. Kendrick B.
Meek, D-Fla., chair of the CBCF. “We believe that Avoice will Credit Suisse’s Keys to
promote civic engagement among youth through its rich Leadership—Unlocking
content and interactive learning tools. In doing so, the Avoice
site will benefit all Americans.”
Potential Program
“Dell’s sponsorship of this milestone project reflects our com- 10th Place
mitment to diversity and is a unique opportunity to help
educate the public about the contributions of African The Keys to Leadership program was initiated to attract, retain
Americans to our nation’s history,” said Dell CEO Kevin and develop a more diverse pipeline of future leaders at Credit
Rollins, who introduced the new site during the event. “We are Suisse. The bank is active in over 50 countries and employs
privileged to be a part of Avoice and will continue to support it about 42,000 people from over 100 nationalities.
with technology that can enrich the site content.” In its first year, the program specifically targeted mid-level
Today, African Americans represent 13.4 percent of the U.S. females and minority managers. One innovative aspect of the
population; 60 percent of black citizens age 18 and older voted program is that participants conduct an executive interview
in the 2004 presidential election, up 3 percent from the previ- with a senior manager in order to study leadership perspectives
ous election. African Americans had the highest turnout rate of and discover shared values within the organization. One key
any minority group in 2004. result is that the program has created a strong network and sup-
port group for the participants that has lasted well beyond the
duration of the formal program.
MGM MIRAGE’s Aligning To date, 107 people have successfully completed the pro-
gram, and the results appear to be quite impressive. In 2005, 20
Diversity to Drive
percent of the female participants were promoted. The follow-
Performance ing year that number increased to 35 percent.
9th Place The program has also improved retention. Over the two-
year period the program has been in existence, 94 percent of
The purpose of this initiative is to maximize strategic partner- participants are still with the bank, compared to 86 percent of
ships with diverse groups and organizations to drive business to the comparative population. What’s more, there has been a
MGM MIRAGE properties. In an effort to align diversity to marked improvement in the performance of the participants,
drive business performance, MGM MIRAGE created a dedicat- new relationships have been forged and networks formed which
ed sales position to develop relationships with meeting and con- continue to enhance teamwork.
vention planners for multicultural and emerging markets. In
2006, Dzidra Junior was appointed national diversity sales man-
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Aw a r d o f E x c e l l e n c e
Profiles in Diversity Journal is proud to honor the following of these initiatives and gave positive feedback such as “Thank
companies with our Award of Excellence for their innovations you, Blue Cross!”
in diversity. They are presented here in alphabetical order. Based on the success realized to date, Blue Cross is working
with other health plans in regions with relatively low perform-
Identifying ance on quality indicators and expect the next roll out in third
quarter 2007.
Performance Variation
and Addressing Cardinal Health’s Best
it Through Practices Webinar
Collaboration Series
Blue Cross THIS INNOVATIVE WEBINAR SERIES was
of California introduced in January 2006 as a forum
for Cardinal Health’s diversity councils.
BLUE CROSS OF CALIFORNIA IS A SUBSIDIARY OF WELLPOINT, The Webinars allow council members
INC. (NYSE:WLP) that provides health care services to 7.5 from all over the country to share
million members and employs 7,000 associates. A review of its and leverage best practices in diversity and inclusion, enterprise-
California Quality Scorecard and supplemental analyses showed wide.
that the Inland Empire lagged behind other California regions Not long after the company encouraged employees to par-
in most clinical quality and patient satisfaction measures. The ticipate in diversity councils, Director of Diversity Jeanetta
reasons for this performance gap were not clear, but Blue Cross Darno recognized that diversity councils were gaining momen-
senior leadership charged the Quality Improvement tum throughout the organization. However, because Cardinal
Department with looking for ways to improve performance in Health is a global healthcare company with 40,000 employees
the area. at dozens of locations throughout the United States and abroad,
Blue Cross held a two-day meeting with the Inland the diversity councils faced a challenge when it came to sharing
Empire’s medical leadership and, with the help of a consultant, those successes and best practices with each other.
facilitated discussions on barrier analysis and solutions develop- That was the genesis of Cardinal Health’s launching the
ment. Representatives from provider organizations, employer Diversity and Inclusion Best Practices Webinar Series.
groups, local medical societies, government agencies, and mul- Corporate leaders and employees from across the country par-
tiple Blue Cross departments also attended. ticipate in monthly Webinars from the comfort of their own
Since then, a multi-stakeholder Inland Quality offices, and the team invites external speakers to attend virtually,
Collaborative was launched to provide monthly training, share as well.
best practices, and check in on quality improvement. The com- “Our Webinars provide a regularly-scheduled, replicable
pany also initiated a five month course that introduced provider forum for our diversity councils to share the exciting progress
group leadership teams to the key changes necessary to improve they’re making,” said Darno. “They also fuel excitement and
clinical performance and patient satisfaction, and manage IT continued momentum for diversity efforts across the organiza-
implementation across practice sites. Lastly, Blue Cross visited tion, because employees and corporate leaders really enjoy and
individual provider groups to provide mentoring as needed and become motivated by learning about progress and best practices
will begin to share group specific healthcare disparity data. Over from other areas of the company.”
85 percent of Inland Empire groups were engaged in at least one
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staffing space. About one-quarter of Kelly’s diverse supplier New York Life’s
spend falls into its commercial division, which typically has
Networking for
thinner margins; while three-quarters falls into our professional
and technical division, with higher margins. Innovation Employee
Kelly plans to update the Summit curriculum to stay current Network Groups
with changing market demands. The company has launched a
quarterly newsletter for its supplier community and will contin- THROUGH THE FORMATION OF FOUR
ue to identify new markets in which to host future Summits and NEW EMPLOYEE NETWORKING
gain access to new suppliers. GROUPS (ENGS), New York Life is
taking further steps to foster employ-
New Jersey ee diversity to best develop its next generation of leaders. The
Department of ENGs are: the African American Employee Network Group;
Hispanic Employee Network Group; Asian Employee Network
Environmental Group; and Gay, Lesbian, Bisexual and Transgender Employee
Protection Diversity Network Group (GLBT).
Action Plan (DAP) The ENGs are an important part of the overall mission of
the Office of the Chief Diversity Officer, which is to guide the
ON AMERICA’S FIRST OFFICIAL “EARTH continued progress of the company in the areas of recruitment;
DAY”—APRIL 22, 1970—THE NEW training of a diverse workforce; development and promotion of
JERSEY DEPARTMENT OF ENVIRON- minority and women employees; and the maintenance of an
MENTAL PROTECTION (NJDEP) WAS BORN. Since that day, environment of inclusion.
NJDEP has managed natural resources and solved pollution Each of the four ENGs has a sponsor from the Executive
problems. NJDEP has a staff of approximately 3,500 and is a Diversity Council (EDC). The EDC is made up of executive
leader in the country for its pollution prevention efforts and management members and the chief diversity officer. The com-
innovative environmental management strategies. pany gives each group financial resources to sponsor events.
The DAP was formally introduced in the spring of 2006. It The ultimate goal of the Diversity Office is to continue to
evolved out of concerns form minority employees about fairness foster a “level playing field” based on merit regardless of race,
in the workplace on issues related to promotional opportunities gender, age, sexual orientation, or any other protected status. By
and other human resource concerns. The DAP is a compilation fostering this type of environment, New York Life achieves pos-
all of the issues, concerns and recommendations from employees itive results, both within and beyond the confines of diversity.
who provided comments. All employees were provided oppor- The ENGs are a positive forum for career development,
tunity to make comments to the plan. recruitment, information sharing, education and the exchange
The DAP has the support of the entire management chain of ideas. This year, each ENG has already held a networking
right up to the Governor of New Jersey, who has been a key event and has planned future events.
advocate for a diverse workforce. In fact, the New Jersey “We will continue to attract and retain the best and bright-
Department of Personnel (NJDOP) is looking to the est employees as long as we have an inclusive culture, one that
Department of Environmental Protection as a model for state celebrates diversity,” says Chief Diversity Officer Katherine
government on this issue. O’Brien, who oversees the program. Developing and promoting
The DAP has resulted in changes in the hiring process. The minorities and women is good for business and recruiting, she
organization aggressively sought out minority applicants for adds. “It sends a message that New York Life is inclusive and
new openings. As a result, it produced a 10 percent increase in understands that the world in which we operate is made up of a
minority employees. The success rivaled that of New Jersey’s wide variety of people.”
major corporations with advanced diversity programs.
The DAP also establishes a performance measurement and
accountability process, which provides a system for measuring
and monitoring the department’s progress related to the DAP.
The plan also establishes a system to integrate diversity
performance standards for supervisors and managers through-
out the Department.
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Wal-Mart’s Career systems and processes that facilitate these openings are expected
to grow to meet the demand.
Preference System
Career Preference empowers Wal-Mart associates to plan and
take ownership over their career, with functionality that includes
Wal-Mart has developed a Career being able to research positions, indicate positions of interest, and
Preference Program where associates indicate the desire for career guidance and planning.
can learn detailed information about The program is innovative because of the sheer scale and scope
different positions within the company, of operations at this retail giant. During 2006, more than
including career paths and compensa- 770,000 positions were filled with either internal or external
tion details. Career Preference allows applicants for the position. To focus on one position, more
Wal-Mart’s current associates to develop a strategic career path than 140,000 cashiers were selected into the position via
and move forward with those career opportunities and on- Career Preference.
the-job experiences. The program offers tangible proof that at Wal-Mart, associates
The program is offered in not only in the retail facilities, are not numbers, but individuals with career goals and
but in the distribution sector and in the Corporate Home aspirations the company wants to meet.
Office. As the career opportunities continue to grow, the
PDJ
www.shrm.org/conferences/diversity