• Embed Doc
  • Copy Link
  • Readcast
  • Collections
  • CommentGo Back
Download
 
Marathon Oil Company Actively Manages Diversity
Marathon Oil Company (MOC) is a large US integrated oil firm where diversity is animportant element of its business strategy and is integrated into every facet of its humanresource planning. Although an integrated company marathon’s refining and marketingactivities are operated through an affiliate, Marathon Ashland Petroleum (MAP), aventure with Ashland in which Marathon has a 62% interest. MOC and its affiliate, MAP both has been successful at driving diversity synergies by linking and insuringconsistency in their approaches to formulating diversity business cases and strategies, plus implementing common diversity initiatives. While aligned, each company hasautonomy in implementation of diversity programs.The presidents of each of these affiliated companies, Gray Heminger (MAP) andClarence Cazalot (MOC), have committed resources (time, Money, and people) to insurethat diversity drives business success. The head of each diversity organization partnerswith the respective senior leadership diversity best practices, identify natural synergies between the two companies, and troubleshoot common challenges.During the last two years, both companies have committed to an inclusive diversitystrategy and many corporatewide diversity initiatives, including (1) customized diversity business case for their respective business; (2) diversity training for over 10,000employees; (3) mentoring program; and (4) multicultural recruiting. Each companytailored these four initiatives to address their business needs and the unique culture of their organization.An example of the company’s approach to diversity can be seen through a closer look atits refining and tailoring business. Marathon Ashland Petroleum’s successfulimplementation of several diversity initiatives demonstrates how focused leadershipcommitment, a diversity strategy that complements business objectives, and a practical plan creates significant results in a short period of time. In fact, diversity is one of MAP’sfive core values, which are diversity, ethics, environmental stewardship, safety, and premier employer, for which its senior leadership and employees are held accountable.
Minority Recruiting
Faye Gerard’s (MAP’s diversity manager) positive professional experiences as andAfrican-American female chemical engineer, intensifies her commitment to achieveMAP’s goal to increase representation of minorities and women in technical positions.The declining number of minorities, particularly minority women, and the increasedcompetition for technical talent makes this a daunting task. MAP’s senior executives, partnering with Faye, have created a six component recruiting strategy that focuses on (1)corporatewide, cross-functional recruiting; (2) relationship-based recruiting with first-and second-tired schools; (3) internship; (4) scholarship; (5) informal mentoring; and (6)organizational affiliations.
Diversity Awareness Training
The senior leadership felt it was important for each employee to understand diversity’srelationship to MAP’s business strategies, corporate success and expectations for their  behavior. Therefore, MAP required its 6,000 employees to attend diversity training.Managers and supervisors attended an eight-hour in-class session; nonmanagement spent
 
four hours at in-class session training, and the hourly work-force had computer-baseddiversity training. In less than 1.5 years, 95% of MAP’s workforce has been trained.
Mentoring
Over the last year, MAP has implemented Knowledge Enhancement Exchange Program,(KEEP) a mentoring program that targets all employees. Its objectives is to increaseretention and contributions to the business, expand individual knowledge bases, andfurther instill MAP’s five core values by driving supportive work relationships. There aretwo target populations: new hires are paired with senior, more experienced employees.Informal and formal feedbacks (employee surveys) have indicated that KEEP has beenextremely effective.
Phase II Diversity at MAP
MAP is now in the design and implementation of its Phase II diversity initiative. ThisPhase focuses on (1) increasing diversity skills and tools for managers and supervisors;(2) work-life balance; (3) accelerated join-up for new hires; and (4) on-going senior executive leadership for diversity.
Case Summary
We have embraced diversity to foster the creativity of thought and innovative solutionsthat result in enhanced business opportunity.
 
Clarence P. Cazalot Jr. President and Chief Executive Officer 
 At Marathon, diversity is a core value in their business strategy. they are committed tomaintaining an inclusive environment in which all employees are respected and valuedfor the full range of talents, experiences, thoughts and opinions they bring to theworkplace.Leveraging the diversity of their workforce and their Supplier Diversity Programenablesthem to build relationships and business partnerships that ensure their goal for sustainablevalue growth.
•
Marathon’s minority recruiting program is also very efficient in developingdiversity.
•
Marathondiversity councilshelp drive Marathon’s global diversity initiatives.These are advisory bodies comprised of a representative cross-section of theCorporation's employees.
•
Marathon’sdiversity educationsprograms help raise the level of awareness of Marathon’s employees.
•
Marathon’s global mentoring programshelp employees grow in their current jobs and develop future career opportunities.
 
Questions for Discussion1.Which layers of diversity is Marathon Oil targeting in its recruiting andmentoring initiatives?
There are four layers of diversity, (1) personality, dependant upon coming threedimensions or layers of diversity, (2) Internal Dimension, consist of age, raceethnicity, Physical Ability, and sexual orientation, (3) External Dimension, consists of Income, Religion, Work Experience, appearance, parental status, marital status etc,(4) Organizational dimension, the last one consist of Management status, unionaffiliation, work location, seniority, field, functional level or classification.MAP is targeting the internal and external dimensions/layers of diversity. For example they are recruiting irrespective of race, age, ethnicity, Physical Ability, andsexual orientation. Means recruiting women on technical positions and givingminority preferences and making them trained. If you come at the mentoring programof the MAP they are pairing the newly hired employees with most experienced andsenior employees of the organization.2.
Compare and contrast the extent to which Marathon is using principles fromaffirmative action, valuing diversity, and managing diversity. Explain yourrationale
.Affirmative action is an artificial intervention aimed at giving management a chanceto correct an imbalance, an injustice, a mistake, or outright discrimination. MAP has
Personality
Functional Level/ClassificationGeographic LocationAgeWork LocationSeniorityDivision/ Dept./Unit/ GroupWork Content/FieldUnion AffiliationMgmt. StatusMarital StatusParental Status
Appearance
EducationalBackroundWork ExperienceRaceIncomePersonal HabitsReligion
Recreational Habits
EthnicitPhysical Ability
Sexual Orientation
of 00

Leave a Comment

You must be to leave a comment.
Submit
Characters: ...
You must be to leave a comment.
Submit
Characters: ...