OVERVIEW: DEMONSTRATING MANAGEMENT

ACCOUNTABILITY

Objective-voluntary compliance. As part of its continuing efforts in technical

assistance, outreach, and education the Equal Employment Opportunity Commission
established a task force to examine private sector best practices in EEO policy, programs
and practices. The task force's report, released in December 1997, is intended to facilitate
voluntary compliance through the examination of business polices, programs, and
practices that will be useful to employers in structuring systems and policies that are
consistent with their business priorities as well as with their EEO obligations and
diversity objectives.

The task force did not endorse any particular policy, program, or practice. Its goal in
identifying practices currently being implemented by employers was to disseminate
information about practices that are likely to promote voluntary compliance with the EEO
laws. The Task Force was of the view that management commitment and accountability
are driving forces behind all of the other practices. Accordingly, it set forth examples of
companies' management commitment and accountability mechanisms.

The comments by necessity had to express the company's commitment to equal

employment opportunity. There also had to be some statement of accountability.
Manifestations of management commitment included CEO- and other high level
management- launched and supported EEO, Diversity, and Affirmative Action initiatives,
such as training; developing goals; and planning and implementing strategies.
Manifestations of management accountability included executive leadership reviews on
progress toward EEO/Diversity goals with linkage of incentive pay to the achievement of
these goals, the identification of the importance of valuing diversity as a key executive
competency, and the evaluation of management on their success in actively fostering the
careers of and retaining high performing women and minority staff.

Since management commitment and accountability are driving forces behind all
practices, overlap with the other best practice categories is unavoidable. This overlap
serves to reaffirm and reinforce the importance of management commitment and
accountability in the effectuation of equal employment opportunity.
DEMONSTRATING MANAGEMENT ACCOUNTABILITY

____ 1. The CEO must be firmly behind the equal employment opportunity programs
of the company. It may be desirable, or even necessary, that the CEO launch
and monitor initiatives.

____ 2. The management commitment must be clearly and continually communicated

throughout the organization and preferably outside as well.

A key element in that communication should be the concept that in a diverse

nation and in a diverse world, having a diverse workforce is a necessary asset
for continued success into the 21st century.

____ 3. Management must have continuing reviews and assessments of equal

employment opportunity programs of the company.

____ 4. Goals that have been set must be reviewed for what has been accomplished and
the results appropriately assessed.

____ 5. Equal employment opportunity, including diversity, affirmative action, and the
ability to respect and work effectively with diverse people, must be a
performance standard.

____ 6. Managers' compensation must be tied, in part, to their performance on EEO

evaluations.

____ 7. Accountability should be incorporated into performance reviews at all levels of

the organization.