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Profiles in Diversity Journal May/June 2005

Blac k

By Damian Johnson

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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 all those who participated this year!

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

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The Winners ... at a glance ...
1. PepsiCo
Headquarters: Founded: Chairman & CEO: Employees: Purchase, NY 1965 Steve Reinemund 153,000

6. Ford Motor Company
Headquarters: Founded: Chairman & CEO: Employees: Dearborn, MI 1903 William Clay Ford, Jr. (U.S. 131,348/worldwide 324,864)

2. General Motors Corporation
Headquarters: Founded: Chairman & CEO: Employees: Detroit, MI 1908 G. Richard Wagoner, Jr. 321,000 (worldwide)

7. DaimlerChrysler Corporation
Headquarters: Chairman: Employees: Auburn Hills, MI Prof. Jürgen E. Schrempp 384,723 (worldwide)

3. Shell International
Headquarters: Founded: President & CEO: Employees: Houston, TX 1907 Jeroen van der Veer 119,000 (worldwide)

8. Georgia Power Company
Headquarters: President & CEO: Employees: Atlanta, GA Mike Garrett 8,800

4. New York Life Insurance Company
Headquarters: Founded: Chairman & CEO: Employees: New York, NY 1845 Sy Sternberg 8,100

9. Entergy Corporation
Headquarters: Founded: CEO: Employees: New Orleans, LA 1913 J. Wayne Leonard 14,000

10. Credit Suisse First Boston
Headquarters: Founded: CEO: Employees: New York, NY 1856, Subsidiary of Credit Suisse Group Brady W. Dougan 9,500

5. Sodexho
Headquarters: President & CEO: Employees: Gaithersburg, MD Richard Macedonia 110,000 (U.S./Canada)

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Profiles in Diversity Journal May/June 2005

Awards

Innovation in

Sees Things the Same Way

PepsiCo, we value unique perspectives. 1st Place PepsiCo versity and inclusion are benchmarks of Celebrating Us! Week
ntroduced just this March, some way, and nearly 800 employees attended the talent show. It was a lot of fun, and employees really came together to share and experience their differences.” senses and helped expose them to cultures with which they might not be familiar, Celebrating Us! Week PepsiCo’s Celebrating Us! Week seems to have hit a nerve with the Diversity Awards Committee. The seems to have reinforced PepsiCo’s comprehensive diversity and inclusion strategy; this success has merited for it consideration as an annual event with the possibilities of expansion. Shortly after this year’s event, PepsiCo’s D&I executives uncovered some interesting insights into their strategies. They found that by engaging

ur business. In the 21st century, high
event, which was sponsored by the company’s Corporate Inclusion

I begins with the ability to see a rformance
Council, dedicated the week to exploring the uniqueness individuals bring to the workplace; a variety of activities and experiential learning prompted thoughtful discussion of diversity and inclusion. In addition to becoming acquainted with a week’s worth of multi-cultural foods, entertainment, and product samples from around the world, PepsiCo employees and associates were able to showcase their own talents and artwork to reveal some fun and interesting “true colors” that peers and co-workers may have been previously unaware of. Amy George, Vice President of Global Diversity and Inclusion, states that nearly 1,500 PepsiCo employees took part in the event. “Everyone who participated volunteered their time in

Volunteers were able to connect with others they had never met before. They established new, unforeseen relationships and expanded their

fferent point of view.

volunteers, they had built excitement and ownership into the event contacts—ties which can help resolve business issues in the future. In turn, PepsiCo foresees that these new relationships will not only lead to greater productivity, but will also encourage people to learn about other cultures, be comfortable in expanding their thinking, and be more willing to establish an environment where and enabled employees to role model the way in which diversity yielded better business results. D&I executives also learned that allowing employees to showcase their unique talents helped release any doubt of their willingness to share and inspire, and encouraged others to understand that diversity is within everyone. The event apparently captured the hearts and minds of everyone in attendance.

everyone feels included. By providing employees with experiences that touched all of their

Yellow

Mag

Cyan

Black
Profiles in Diversity Journal May/June 2005 31

2nd Place General Motors Corp.
You Make a Difference Award

S

ometimes the most appreciated recognition comes from someone you work closely with

sonalized trophy and the opportunity to receive recognition from co-workers and management for a job well done. The YMAD is designed to recognize GM employees who have made a contribution in support of the “Many People, One GM, Now” Diversity

Award is presented by GM’s President of North America as part of an annual event that recognizes, highlights and celebrates contributions individuals have made. The Reaching Farther Award

each day, and that recognition may be as simple as a handshake or pat on the back. More likely than not, that is as far as it goes, and the recognition that took you so long to obtain can sometimes drift all away by lunchtime. Management might never hear about your achievement, let alone another co-worker; and the chance of your effort being recorded in your personnel file is even smaller. Well, at General Motors, the You Make a Difference (YMAD) Award is designed to recognize and reward individuals who have been observed by other employees making a difference and setting a higher standard. That’s right—YMAD, now in its fourth year, is an employee-to-employee award in which the current holder determines the winner and presents the award to the next recipient with a handshake, a pat on the back, a per32

allows GM’s entire Diversity Network to become more aware of the work others are doing and allows senior leadership to understand and value the contributions

being made to the business through diversity. “What we do and how we do it matters,” says Initiative and GM’s sixth core value of Individual Respect and Responsibility. To date, the YMAD has been awarded to nearly 300 employees. More recently, the Reaching Roderick Gillum, GM’s Vice President, Diversity and Corporate Responsibility. “You reach farther with a personal commitment in the spirit of collaboration and innovation.... It is your constancy of purpose and persistence that is driving change at GM.” It seems GM really does know how to keep all pistons pumping when dealing with the morale and satisfaction of its entire workforce.

Farther Award was kicked off in January 2005 with a special event at GM’s world headquarters in Detroit. Developed to recognize outstanding, above-and-beyond call of duty actions demonstrated by members of the Diversity Network (3,000 employees companywide), the Reaching Farther

Profiles in Diversity Journal May/June 2005

Awards

Innovation in

3rd Place Shell International
D&I Management Framework

I
D&I

n

September,

1997,

Shell’s

tations for every D&I implementation, and is one of only six global policies in Shell that includes a statement of commitment; • Strategy and Targets—‘AIM’, introduced and designed to strengthen Accountability, deepen Integration, and Mainstream D&I into core processes;

assesses progress against expectations; and a Talent Review Process, which gauges performances against D&I plans. In 2004, Shell’s demographic data showed a 135% increase in the number of women in senior executive positions globally, and a 19% increase of women graduates since 2001. In addition, the Assurance Process showed that the focus was shifted from raising awareness of D&I— as had been the case in 2002—

Committee of Managing Directors set out to integrate diversity and

inclusiveness (D&I) into every aspect of Shell’s operations and culture, and create a workplace that is thriving with innovation and contributes to enhanced business performance. In 2003 and 2004, a strategic review was undertaken to ensure that the strategy and was fit for

purpose

accelerated evolving • Standard Global tool D&I Planning to more

performance, and reflected business needs.

As a result, Shell’s D&I Management Framework was established to work concertedly to: 1) provide direction; 2) define expectations; 3) support planning; and 4) monitor and improve D&I performance across all businesses Shell operates. The fully integrated components of their D&I Management Framework were: • Shell’s D&I Vision—updated,

toward

the

development,

Template—a

designed

implementation and monitoring of D&I plans it uses today. The results and successes the company achieved in 2004 were tremendous, says Shell’s Downstream CEO, Rob Routs, who accredited much of their accomplishment to the diversity of their people. “For 2005, our business challenges will be huge but can be leveraged by continuing to place diversity and inclusiveness high on our agenda.”

support business leaders in the development of aligned D&I plans; • Performance Monitoring—a process which gauges performance against D&I plans and targets linked to gender and national diversity. The company’s D&I strategies and targets aim to monitor demographic changes and workplace climate using two formal, annual processes: an Assurance (audit) Process, which

simplified, with greater management commitment; • D&I Standard (policy)—sets expec-

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

T

5th Place Sodexho
Action Learning Degree Program
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.”

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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 who participated said believe, it’s who we are. It’s what’scommunication, This is not just what we that it increased diversity imprinted in our provided 100 years of history. Like Henry Ford look said, theirgreatest thing we can them with a more holistic once at “The organizations and produce prioritize That’s why we must allowed them to is character.”actions for 2005. strive to create a culture that values and respects diversity. After all, different ways of thinking is what makes the “The world as beautiful as it is. solid feedback on where we stand in terms of DWHA is giving us 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
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 Executive Director of own mark. work environment,” says Monica Emerson, differences and make your 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.”

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8th Place Georgia Power

Leadership Survey

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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

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.

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10th Place Credit Suisse

Creating One Firm Through Inclusion

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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 Profiles in Diversity Journal May/June 2005

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