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2. New York Life Insurance Company 7. ConAgra Foods
3. KPMG LLP 8. Cisco Systems, Inc.
4. WellPoint, Inc. 9. Kaiser Permanente
5. Sodexo 10. Royal Dutch Shell
Awards of Excellence
American Airlines • Aon Consulting
CACI International Inc. • Ecolab • Georgia Power • Gibbons P.C.
Nationwide Financial • University of the Rockies

The companies above have distinguished themselves by virtue of the

innovative approach they have taken to advance diversity in the work-
place and in the communities they serve. In almost all cases, their efforts
can be imitated and implemented by others who are still searching for
the spark to ignite their own programs.
We like the fact that there is so much, well, diversity, among the
initiatives described here. We sincerely hope you’ll read them carefully, and
then try to identify what you can do at your own business, regardless of
its size.
We congratulate these companies for their unwavering and creative
commitment to diversity and inclusion. They are making the world a better
place to live for all of us.
Profiles in Diversity Journal 2010 International Innovation in Diversity Awards

1 Dignity & Respect Campaign –

A Community Initiative 2 Teaching Important Lessons
About Family Security
The Dignity & Respect Campaign is an awareness cam- New York Life agents who work in offices across the
paign designed to join individuals, community leaders, com- country are offered a unique model to engage the com-
munity organizations, educational institutions, businesses, munity around an important need: its Child ID initiative.
and corporations under the common notion that everyone This initiative offers agents the ability to attend community
deserves dignity and respect. events and provide all children who attend a complimentary
In November of 2008, The Center for Inclusion at UPMC identification card, complete with his or her photograph and
introduced the concept of Dignity and Respect to the employ- fingerprints. Parents can keep the ID card on file and share
ees of UPMC. Employees were tasked with taking a pledge it with police in the unfortunate case the child goes missing.
to demonstrate their commitment to treating others the Child ID events are a unique way to align the families’ focus
way they want to be treated and providing their opinion on on protecting their children with the services New York Life
behaviors that represent dignity and respect in the workplace. agents provide.
Based on their feedback, “30 Tips of Dignity & Respect” were The goal is two-fold. First, it is to give every family access
created, which highlight behaviors that can easily be incorpo- to a Child ID event. The second goal is for New York Life
rated into everyday activities. agents to engage with local families around the topic of pro-
Awareness about the campaign spread throughout the tection, offering them a way to build ties to potential clients.
Pittsburgh community, as the Center for Inclusion part- These events are an easy, smart way to network and enhance
nered with community leaders on efforts around commu- an agent’s professional reputation in selected markets.
nity unity, cultural competency, and multicultural awareness. The most important benefit New
On October 1, 2009, the Dignity & Respect Campaign was Since the York Life achieved was their increased
launched as a community initiative, with the Mayor of the connection to the Korean communi-
City of Pittsburgh declaring October Dignity & Respect launch of ty. The community has embraced this
Month. The community campaign kicked off with the launch Child ID added step of protection and the peace
of a city-wide pledge drive, which engaged over 50 communi-
events in 2008, of mind it brings. Child ID events are
ty organizations and awarded a day of service to the organiza- a way for agents to provide a valuable
tion that received the most pledges. The launch also included life insurance service to families and businesses in
the unveiling of the Dignity & Respect Campaign website. cases among the community. New York Life agents
To engage the community, several ideas were created to
ensure that dignity and respect are at the core of what UPMC agents serving have always been uniquely connected
to the communities they serve, but
employees do every day: the Korean Child ID has even further solidified
The D&R Pledge and D&R Tips: Visit the Dignity & that connection. Child ID events have
Respect Campaign website and take the pledge. increased the dialogue in the Korean
The D&R Month: Organize a launch event, promote a have increased community to be proactive about pro-
D&R pledge drive, and award a day of service to the organiza- 10 percent. tecting their loved ones. Protection
tion in your community that receives the most pledges. first comes in the form of a getting a
The D&R Journey: Champion inclusion within your Child ID card and can also extend to
organization by joining the D&R Journey. The Journey speaking to a financial professional to take the necessary steps
enables organizations to highlight best practices and share to protect their loved ones.
them with the D&R community. Since the launch of Child ID events in 2008, life insurance
D&R Campaign National or Local Sponsorship: Promote cases among agents serving the Korean community have
inclusion in your organization and community while associ- increased 10 percent. In addition, agents in New York Life’s
ating your brand with the Dignity & Respect Campaign by New Jersey and Virginia offices have been given certificates
becoming a national or local sponsor. of appreciation from local schools, which were accepted with
What began as a workplace initiative to promote dignity great pride by our local agents and employees as another
and respect at UPMC soon became a local community effort validation of the safety and security that New York Life has
in Pittsburgh, Pennsylvania and has now become a national provided to families for 165 years. PDJ
initiative dedicated to driving inclusion. PDJ

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Profiles in Diversity Journal 2010 International Innovation in Diversity Awards

3 Straight Allies Campaign 4 Bring Your Whole Self To Work –

Gender Transition in the Workplace
In June 2009, KPMG launched a firmwide Straight Allies WellPoint understands that the LGBT commu-
Campaign because they believe straight allies at work are nity possesses notable purchasing power and consumer influ-
crucial in transforming and promoting an open and inclusive ence. In order to effectively attract, serve and retain the LGBT
workplace. Timed to coincide with the market, WellPoint believes they must have members of the
firm’s annual commemoration of Gay KPMG workforce that clearly reflect and understand their needs.
and Lesbian Pride Month, the initiative launched In 2009, WellPoint partnered with several of its Associate
introduced new resources designed spe- Resource Groups to include new questions on its annual
cifically to inform and promote aware-
a firmwide employee survey asking employees to self-identify under sev-
ness among its partners and employees Straight Allies eral diversity lenses. Thirty-three of the 32,810 respondents
about what it means to be a straight ally, Campaign self-identified as Transgender individuals.
and the important role allies play in ANGLE (Associate Network for Gay and Lesbian Equality),
ensuring KPMG remains a great place because they WellPoint’s Associate Resource Group for LGBT individuals,
to build a career for all our people. believe straight has been actively involved in guiding the company’s corporate
The new resources developed for culture towards greater inclusion of transgender expression.
allies at work
the Straight Allies Campaign include In 2008, ANGLE was instrumental in having gender identity
an internal Web site comprised of edu- are crucial in added to the company’s EEO policy statement. In 2009, as a
cational resources, guidance on simple transforming growing number of transgender employees openly acknowl-
ways to be involved as a straight ally, edged that they were transitioning on the job, ANGLE collab-
and KPMG employees sharing their and promoting orated with WellPoint’s corporate Diversity & Inclusion team
personal experiences as an LGBT pro- an open and to develop and launch new Gender Transition Guidelines and
fessional or a straight ally. The initiative Gender Transition Training for managers and employees.
also enables members of the pride@ Generally, employees can choose whether to disclose cer-
kpmg Network to register their interest workplace. tain personal information at work. Transgender individuals
in finding a mentor, and helps the firm who plan to stay with the same employer while transitioning
identify a pool of professionals willing do not have that option. Given that a transitioning individual
to serve as mentors to their LGBT colleagues. is obligated to “come out” to his/her employer in order to
Firm leadership kicked off the campaign and set the tone satisfy the requirement to live full-time in his/her new gender
by serving as the “faces” of the initiative. Wearing t-shirts role for at least a year before irreversible surgery, employers
that affirmed their very personal connections to the LGBT must become involved in the employee’s transition.
community – the shirts stated emphatically “My sister is WellPoint and ANGLE worked collaboratively to ensure
gay,” “My daughter is gay,” and even, “My mentee is gay” – that the gender guidelines and training provided managers
KPMG’s vice chair of Tax, vice chair of Human Resources, and employees enough information to understand the trans-
and national managing partner, Diversity and Corporate gender experience and to break down the fear, stereotypes,
Social Responsibility, joined by several other partners and and misperceptions that follow those who gender-transition
employees, appeared together on posters, in communica- on the job. WellPoint’s gender training creates an opportu-
tions, and on the new Straight Allies Web site. nity for managers and colleagues, with the assistance of the
By “coming out” as straight allies to their own colleagues, transitioning employee, to ask their questions – from when
friends, and family members, these leaders brought the initia- to use the employee’s new name, to when to engage using
tive to life and sent a clear message that reaffirmed KPMG’s the new pronouns, and how to address the bathroom issue
commitment to their LGBT partners and employees, and in an open environment. This initiative has clearly provided
their allies. As a result of their efforts and the overall cam- greater understanding and awareness and fosters social sup-
paign, to date, nearly 100 KPMG partners and employees port for transgender employees. PDJ
have signed up as straight allies. PDJ

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Profiles in Diversity Journal 2010 International Innovation in Diversity Awards

5 Sodexo Women’s International

Forum for talent (SWIFt) 6 The Program of Labor Inclusion for
Persons with Disabilities
In June 2009, Sodexo launched SWIFt to advance the orga- The Corporate Social Responsibility (CSR) team
nization’s global gender strategy by gaining consensus and of ARAMARK Chile has created The Program of Labor
traction. Led by Adrienne Axler, General Manager, West Inclusion for Persons with Disabilities as part of its focus
South Europe, Motivation Solutions; and Rohini Anand, on employee advocacy, commitment to enhancing the local
Senior Vice President and Global Chief Diversity Officer; environment, and respect for diversity and inclusion. This
the primary goals of SWIFt are to expand representation of program is a cooperative initiative between ARAMARK and
women at the top levels of the organization and increase the local organizations that develop rehabilitation and labor
engagement of all women. intermediation initiatives for Persons with Disabilities.
Comprised of 20 senior women executives, representing ARAMARK’s CSR team first identifies the location where
12 nationalities, SWIFt is focused on identifying specific a new employee will work. This new team member then
actions and outcomes necessary for Sodexo to achieve a level meets the rest of their team and begins the “practice process,”
of between 23% and 25% female representation in its Top 300 or trial period, where they learn all of the skills necessary to
by 2015. be successful. Throughout this three month period, the new
Working together as a team, SWIFt meets quarterly and team member has bi-weekly reviews with the affiliated orga-
has outlined a three-year strategy to advance Sodexo’s global nization. At the end of the practice process, that organization
gender strategy. SWIFt members are broken into four work- submits a final report to ARAMARK. If there is a good fit
between the new member and ARAMARK, then a job offer
Working together as a team, SWIFt meets is made.
quarterly and has outlined a three-year The Program of Labor Inclusion for Persons with
Disabilities strengthens ARAMARK’s overall recruitment
strategy to advance Sodexo’s global
process by promoting diversity and inclusion. This program
gender strategy. demonstrates ARAMARK’s value for candidates from all
backgrounds, perspectives, and experiences and provides
valuable employment opportunities and economic benefits to
streams or areas of focus. The workstreams meet more often a group that represents 12.9% of Chile’s population.
and are responsible for identifying specific actions to advance
ARAMARK Chile has also created a School Training
SWIFt’s mission in their designated area.
Program to promote rehabilitation and increased autonomy
The key objectives of SWIFt are to:
for people with disabilities. This program offers a basic culi-
• Make recommendations to Sodexo Group’s Executive
nary education to young persons with disabilities who are
already a part of a regular education system. The aim of this
• Identify priority actions, targets and a road map to meet
program is to contribute to the training of these young people
in subjects such as basic pastry making, hygienic handling
• Identify best practices internally and externally;
of food, and general gastronomy. Such training supports
• Communicate the strategic importance of diversity and
autonomy, labor development, and future incorporation to
inclusion; and
the world of work.
• Develop a network based on cooperation.
ARAMARK is proud to contribute to an improved qual-
SWIFt is helping to advance Sodexo’s global gender strat-
ity of life for the Persons with Disabilities hired to work
egy through  education, training and awareness building.
in its various operations. Fifty-three employees have been
SWIFt is championing the business benefits of gender balance
hired since the Program of Labor Inclusion for Persons with
as well as pinpointing some of the barriers that currently exist.
Disabilities was implemented. PDJ
Through SWIFt, Sodexo is identifying which actions will
accelerate progress on gender balance. PDJ

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Profiles in Diversity Journal 2010 International Innovation in Diversity Awards

7 Leveraging ERNs to
Develop Emerging Leaders 8 Inclusive Advocacy Program
In June of 2008, ConAgra Foods launched an initiative In November 2008, Cisco launched the Inclusive
to leverage their six Employee Resource Networks (ERNs) to Advocacy Program (IAP), an innovative approach to leader-
broadly develop the leadership capability within the diverse ship development with the goal of increasing opportunities
employee population. The six ERNs include ConAgra’s for its globally diverse, high-potential
Asian Network, Black Employee Network, Latino Network, employees to advance to senior-level There are
Young Professionals Network, Illuminations (LGBT employ- positions. By deliberately matching and many pieces to
ees and allies), and Women’s Leadership Council (WLC). The pairing diverse high-potential employ-
approach focused in four action areas. ees with influential Cisco leaders and the program,
Network Leader Appointment – The Human Resources creating close working relationships, but the heart
Leadership Team collaborates to identify emerging leaders to IAP increases the employee’s visibility
of it is the
fill ERN team leader roles, which rotate every 18 to 24 months. and exposure, and helps to accelerate
To augment the development process, each ERN is assigned their growth, recognition, and career relationship
a sponsor from the CEO’s team who collaborates with the opportunities. IAP leverages Cisco’s between the
ERN team leader to develop and execute the annual plan. This collaboration technology, including
exposure increases senior leader engagement with emerging WebEx and Cisco TelePresence, to cre-
matched pairs
leaders at lower levels in the organization, while providing a ate enhanced engagement opportuni- which is nur-
unique opportunity for employees to engage senior leaders. ties and facilitate the development of tured through
Knowledge and Nourish Sessions – Each network hosts, “advocacy” relationships with senior
plans, and executes quarterly development sessions over executives outside of the employee’s regularly
lunch. Topics are determined through member surveys and existing work function, network, and scheduled pair
executive sponsor recommendations based on their observa- geography.
tion of developmental gaps. The sessions, using internal and meetings.
IAP specifically addresses the chal-
nationally known facilitators, are open to non-network mem- lenge of helping high-potential diverse
bers throughout the company. The latest in technology enables employees in mid-level managerial
the company to broadcast these sessions across all locations. roles expand their networks, navigate, and advance their
Mentoring – Each network has access to mentoring careers without being limited by their current roles and loca-
circles to enable senior leaders to share insights and provide tions. There are many pieces to the program, but the heart
coaching to small groups of employees. The WLC launched of it is the relationship between the matched pairs, which is
a 12-month Mentoring pilot in 2009 with 220 participants nurtured through regularly scheduled pair meetings.
using an innovative computer-matching technology. To date, 64 employees including 32 senior leaders, or
Annual Leadership Conference – In 2009, the annual “advocates,” have participated in IAP. One employee was
recognition dinner hosted by their CEO was expanded to promoted in Europe and another was given a new assignment
include a day-and-a-half Leadership and Learning Lab. One as a result of their participation in the program. The second
hundred leaders across all ERNs were invited to participate round of the program is currently underway with additional
to increase their capability to lead through influence and to participants, and Cisco expects to see an increased impact on
develop strategic plans tied to business objectives. the participants’ careers.
Since the launch of this initiative, three of the six ERNs A few unexpected benefits for both participants and advo-
have seen their team leaders promoted at least one career cates included:
level during their leadership tenure. Eighty-eight percent of • Elevated & more strategic thinking;
the Mentoring Pilot participants found it valuable in helping • Improved ability to influence & communicate across
them grow professionally, and as a result, ConAgra Foods cultures;
will launch the mentor matching tool for company-wide use • Increased insight into other parts of Cisco’s business,
this summer. In addition, ERN participation has increased resulting in better decisions; and
exponentially during this period, from 100 employees to over • Expanded and enhanced networks. PDJ
1500. PDJ

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Profiles in Diversity Journal 2010 International Innovation in Diversity Awards

9 Diversity Leadership
Development Program 10 “P&T Jam” –
Building an Inclusive Global Culture
Kaiser Permanente’s formal mentoring process is With the appointment of Peter Voser as Royal Dutch
designed to last 18 months and focus specifically on facilitat- Shell’s CEO in 2009, a major change was the creation of a new
ing development of people from diverse backgrounds who Projects & Technology (P&T) business
are underrepresented in the leadership pipeline. All of the which encompassed 8200 employees One aim of
participants who are selected as protégés aspire to higher- across multiple global geographies. the P&T
level leadership positions and have strong performance One aim of the P&T leadership was to
ratings. build a truly inclusive global culture.
leadership was
To demonstrate full executive support and sponsorship To this end, Shell sponsored an online to build a truly
for the formal mentoring process, Kaiser Permanente execu- discussion forum running continuously inclusive
tives volunteer to be mentors. Prior to beginning the formal for sixty-five hours over a three day
period. It was a global interactive event global culture.
To demonstrate full executive support and referred to as the “P&T Jam.”
sponsorship for the formal mentoring process, The P&T Jam objectives were to:
• Create affiliation among P&T – to
Kaiser Permanente executives volunteer be a part of building the new P&T;
to be mentors. • Build cohesiveness through a foundation of global (vir-
tual) connections;
• Locate and brainstorm new ideas for cheaper, better, fast-
er and safer alternatives to existing methods of working;
mentoring program, all of the executive mentors participate • Demonstrate the “new way of working” (i.e., focused,
in a formal advancement training to improve their ability to fast, virtual, high tech); and
mentor others as well as expand their understanding of the • Demonstrate 1 to 2 actionable results/successes prior to
culture from which their protégé belongs. the 2010 Shell People Survey.
Similarly, protégés receive training and information on P&T Executive Leadership Team members hosted the
how to give upward feedback, how to dialogue and meaning- forum throughout and formal handoffs between the execu-
fully exchange ideas with senior leaders, and how to create an tives in hub locations around the world occurred at scheduled
effective development plan. Protégés fully own and facilitate times to assure senior leadership was continually connected
the process with their mentors. This includes scheduling and engaged. The Jam started with four predetermined dis-
monthly meetings, providing feedback to the mentor regard- cussion topics which were carefully selected to ensure they
ing the effectiveness of the interactions, updating their indi- were meaningful and relevant to participants and leadership.
vidual development plan, directly making requests and asking Over the course of the three days, more than 9900 logins and
for support, and educating their mentor on the cultural dif- 4206 posts were made by employees across 117 countries.
ferences and challenges they confront. One business leader who hosted part of the Jam high-
Kaiser Permanente found that the Diversity Leadership lighted how he was struck by the diversity we have in the
Development Program makes a significant impact on both organization and the richness of thoughts resulting from the
the development of protégés and growth of their executive Jam. “It was fascinating to see how the discussions developed
mentors. The program has been implemented in four of their over the three days – from simple opinion-sharing to joint
eight regions and the Finance business function within its problem-solving. I very much appreciated the honesty and
National Headquarters. Results are significant in that 61% of constructive challenge brought forward by all participants.
all participants in the program have had a job promotion or We have seen many remarks on empowerment, and the
job expansion. This is recognized as a fundamental program power of leaders who are giving clarity on what to achieve, as
in leadership development within the organization. PDJ well as trust and freedom on how to achieve this.” PDJ

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Awards of Excellence Profiles in Diversity Journal is proud to
honor the following companies with our Award of Excellence for their innovations
in diversity. They are presented here in alphabetical order.

Award of Award of
Excellence The Power of ERGs Excellence Unmatched Teams Initiative

In late 2009, American Airlines announced it would begin One of Aon Consulting Employee Benefit Outsourcing’s
service to Beijing, China from its Chicago O’Hare airport. (EBO) three strategic imperatives is to “Engage [their] diverse
The company’s Asian Pacific-Islander Employee Resource workforce—recognize talent, nurture it, and promote it.”
Group (APIERG) approached the company to help out in Essential to this effort is creating a culture that does not sim-
positioning the new route for established success in the mar- ply accept diversity, but values it.
ket. With the assistance of Tom Del Valle, Sr. V.P. Airport Executive Vice President and Practice Director Ken
Services and executive sponsor for APIERG, they teamed up Haderer and his leadership team partnered with Novations,
with various departments at the company to determine where a leading provider of employee engagement and diversity
they could focus their efforts and help with strategy. training, to develop a learning curriculum to build awareness
With having an established employee resource group of the need for and power of diversity and inclusion in the
(ERG) familiar with both the market being served and the workplace. To ensure an integrated approach, Aon merged
product serving the market, the food and beverage depart- Novations’ Appreciating Differences program with Aon’s
ment tapped into the knowledge of APIERG to create a menu
own performance management tools and their Leadership
which would appeal to the customer demographic. After
reviewing marketing collateral for cultural relevance and sen-
When the need for continued reinforcement and further
sitivity, APIERG helped position American Airlines by:
engagement became clear, Aon Consulting EBO selected a
• Participating in the 2010 NYC China Town Parade and
team of Diversity Champions from across the business to
2010 Lunar New Year Celebration to provide visibility
develop and drive continued education and learning. The
and promote the market;
programs they developed included half-day follow-up ses-
• Meeting with the Beijing sales team to provide insight on
sions, continuing education for managers, and a two-hour
strategy and help define focus areas;
program for non-managers and new colleagues.
• Obtaining sponsorship from American Airlines to the
Today, Aon’s Diversity Champions are developing a
United States of America-China Chamber of Commerce
continuing education program that requires every manager
(USCCC)—a not-for-profit, bi-national membership
to deliver their own on diversity and inclusion to colleagues
organization dedicated to developing increased U.S.-
China trade and investment activities; and through team meetings, monthly management calls, brown
• Developing training guides/resources and Chinese bag lunches, and newsletters. To symbolize and publicly
phrases for frontline employees to educate and assist declare this commitment, teams of managers drew images
them with our Chinese-speaking customers. of their commitment to diversity and inclusion, and Aon
Utilizing a communication strategy, APIERG leveraged Consulting has them on display throughout their offices.
the media by developing short videos for YouTube and a Haderer stated that due to these programs “the Aon jour-
Facebook page to promote the route. In addition, at least ney has resulted in higher levels of performance across the
three APIERG ambassadors will fly the inaugural flight to organization as measured by individual and team key perfor-
create high-level engagement, and each ambassador will mance indicators of productivity and service quality.” PDJ

video blog their experience. PDJ

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Profiles in Diversity Journal 2010 International Innovation in Diversity Awards

Award of Deploying Talent – Award of The Power of a Grassroots

Excellence Creating Careers Excellence
Approach to Culture Change
In an initiative designed to expand the company’s diver- In 2008, Ecolab’s senior management launched an initiative
sity by reaching out to members of the U.S. Armed Forces, to accelerate progress toward a more diverse, inclusive and
CACI’s President and CEO, Paul Cofoni, founded an inno- productive culture. Top managers worked together to define
vative diversity program to hire disabled veterans. Deploying the cultural characteristics that would be vital to Ecolab’s
Talent – Creating Careers is a company-wide initiative success in the future. In 2009, with management’s support,
designed to provide meaningful careers for talented veterans the seeds for grassroots action were planted and twenty-
with disabilities. Mr. Cofoni recognized that the re-employ- eight employees, representing a cross-section of roles, busi-
ment of wounded soldiers is a nationwide challenge and a ness units and functions, were selected to serve as Ecolab’s
bold, fresh approach was required to welcome them back Inclusion Change Partners.
into the workforce. Their mission was to dramatically accelerate the rate of
CACI works with veterans in transi- An internship culture change by using the concept of peer-to-peer leader-
tion centers and military medical facili- initiative ship. Their role was to help create a “tipping point” by engag-
ties to prepare them for civilian employ- ing 10 other people, called Inclusion Change Allies, in the
ment. An internship initiative provides change process. An extensive training program was offered,
on-the-job experience and training for
providing the Inclusion Change Partners with knowledge and
wounded soldiers interested in learning experience tools to lead these teams and their departments in adopting
new career skills before they transi- and training behaviors that contribute to an environment that empowers
tion out of the military. CACI also for wounded employees to contribute their best.
collaborates with veterans’ organiza- Once trained, the Inclusion Change Partners began to
tions to provide resume writing and lead monthly meetings with their Inclusion Change Allies.
interview training, and has partnered
These meetings provided regular dialogue focused on learn-
with the Department of Labor to cre- in learning ing together and applying new skills and mindsets to their
ate semi-annual corporate immersion new career day-to-day work. In addition, the Inclusion Change Partners
events for wounded soldiers at Walter skills before introduced the eight key cultural characteristics to their
Reed Army Medical Center and the groups that senior management identified as critical to
they transition
National Naval Medical Center.  These Ecolab’s sustained success, including workplace flexibility,
innovative events provide one-on-one
out of the
empowerment, open dialogue and active listening, teamwork,
training in job fair and interviewing military. development, multi-cultural diversity and respect for all.
skills to veterans, bringing together mil- The pace of change will be measured in many ways,
itary hospitals, private industry, and government employers including the company employee engagement survey, regular
to create comprehensive employment training experience.  surveys of the Inclusion Change Partners and Allies and key
Participants are immersed in role-playing situations to prac- performance indicators, such as sales growth, customer satis-
tice interview techniques and receive immediate feedback faction and associate retention.
from interviewing employers.  Thus, the reach and impact of each Inclusion Change
CACI hired 210 disabled veterans over the past two years, Partner is multiplied. And the result is the inclusion effort
including 58 directly through the Deploying Talent − Creating will survive leadership changes, difficult economic times, and
Careers program. PDJ other business challenges. PDJ

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Profiles in Diversity Journal 2010 International Innovation in Diversity Awards

Award of Job Selection Award of Gibbon’s Diversity Initiative’s

Excellence Training for Employees Excellence Supplier Diversity Program

In 2009, Georgia Power launched a review of the company’s Supplier diversity programs have largely focused on the
internal hiring procedures with a goal of improving trust in procurement of goods, which, unlike services, are subject to
the job selection process and managers who make hiring deci- objective qualitative management standards like ISO 9000.
sions. A Job Selection Task Force made up of 33 employees Recently, many supplier diversity programs have started
from across the company recommended that all employees capturing spend in professional services, such as legal and
be educated on how the job selection process works and what accounting. In these professional categories, corporate lead-
their roles and responsibilities are throughout the process. ers have established important workplace diversity objectives
The company responded by developing separate training to ensure that diverse professionals thrive and create oppor-
classes for managers and individual contributors with that tunities for M/WBE vendors.
result in mind. In light of the above, the Gibbons Diversity Initiative
The Job Selection for Employees The company (GDI) features a brand-new supplier diversity program, GDI-
Web-Based Training (WBT) course is 123, that is responsive to the different objectives of the various
responded by
highly interactive and uses a combina- constituencies involved in the vendor/client relationship.
tion of three different types of media. It GDI-123 was designed to help Gibbons P.C. and their
begins with a videotaped message from separate train- clients realize a triple bottom line:
the CEO in which he expresses his com- ing classes for • Meeting diverse spend goals with qualified M/WBE
mitment to increasing employee trust managers and vendors;
in the job selection process one person • Utilizing diverse Gibbons attorneys with total quality
at a time. The workshop also uses pro- management of services; and
fessionally-acted, videotaped scenarios • Obtaining competitive blended rates for legal services
based on real events that occur within with that and/or optimum prices for other products and services.
the company. result in mind. GDI-123 is client-friendly: Gibbons directs the entire busi-
Its objectives are to increase employ- ness process to ensure that no administrative burden is placed
ees’ understanding of the job selection on clients. Diverse spend and resource utilization goals are set
process, increase their understanding of their individual job with clients on a project basis. The GDI-123 Administrator
selection responsibilities, and enhance their ability to use job oversees the assignment process for both internal and exter-
selection information, resources and tools. nal resources. Gibbons also mentors the M/WBE providers
The expectation is that employees not only understand as required and generates periodic client reports on diverse
the process and the role they play, but also apply what they resource utilization and spend.
learned so that there will be improved trust in the overall Positive Change Outcomes: Through GDI-123, Gibbons
process. That, in turn, will help sustain an inclusive envi- also mentor suppliers and assists with certification. Despite
ronment where every employee feels valued, respected and being in its infancy, GDI-123 has so impressed the clients to
productive. whom they have presented it that they, in turn, have dissemi-
The course launched in the fall of 2009. To date, 4,700 nated the program within their own companies and beyond as
employees have completed it. It is required training and all an integrated diversity solution with a triple return. PDJ

current employees must complete it by the end of 2010.

Survey results from those who have taken Job Selection
Training are largely positive. PDJ

36 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 1 0

Profiles in Diversity Journal 2010 International Innovation in Diversity Awards

Award of Diversity Learning Award of Imagine the Possibilities –

Excellence Partners Program Excellence Measure the Outcomes

In support of the diversity and inclusion strategy, Nationwide Recognizing that diversity issues are integral to the success-
Financial re-launched the Diversity Learning Partners ful and ethical functioning of higher learning institutions,
Program with defined structure, roles, participant criteria and University of the Rockies, a graduate school specializing in
a formal selection process. All members of the Nationwide psychology programs online and at its campus in Colorado
Financial senior leadership team are paired with associates Springs, Colorado, established an Office of Diversity. The
two to three levels below and across differences. Together the mission was to engage administrators, faculty and students
pairs are tasked with meeting the following objectives: about what it means to be a world-class center of excellence
• Increase their understanding, comfort level and appre- in diversity management.
ciation of differences. An innovative, holistic Diversity Learning Map was cre-
• Establish a personal connection to create a level of trust ated as a platform to measure the university’s diversity initia-
that encourages open and honest communication. tives, including institutional and programmatic outcomes.
• Bridge the gap between personal views and workplace Competencies – including vocabulary, meaning, reflection and
perspectives to facilitate ongoing behavioral change. advocacy – are applied to Global Perspective, Organizational
• Present views to senior leaders that represent individual, Diversity, People, Legal Requirements, Scholarship and Social
group or broader cultural viewpoints. Justice to gauge viability of each program.
Introduced in 2009 through a communication from the From December 2009 through March 2010, manda-
Nationwide Financial President, associates were invited tory training sessions were held with the objectives to
to self-nominate to serve as an associate learning partner. develop a shared definition of diversity and its application at
Following an application screening and interview process, the university; create awareness about
associate learning partners were selected based on criteria what it means to be diversity chal- Seventy-five
such as interpersonal savvy, command skills, managerial lenged; and provide education about percent said
courage, commitment to the organization’s diversity and the complexity of intercepting value their knowl-
inclusion initiative, and ability to maintain confidence. systems. Each activity comprising the edge and skill
Resources were provided to help set goals, identify and plan course was purposefully aligned with
level increased
learning activities, and facilitate open communication. objectives and analyzed based upon the
Goals for each of the learning partners are unique Diversity Learning Map. Ninety-three at least 50
and based on their individual interests. Collectively they percent of participants said the training percent after
encompass ethnicity, nationality, culture, gender, sexual would improve their job performance. the training.
orientation, religious beliefs and thinking style. Through Seventy-five percent said their knowl-
a variety of activities including participation in cultural edge and skill level increased at least 50
events, discussion of academic and market research and percent after the training.
with support from the Office of Diversity and Inclusion, Currently, more than 40 percent of students at the
the learning partners are expanding their individual aware- university belong to an underrepresented group. Since the
ness and comfort levels around diversity and also exploring Office of Diversity began utilizing the Diversity Learning
opportunities to impact business processes. PDJ Map, the Diversity Task Force membership has more than
doubled. Although the university has grown exponentially,
proportionately there has been a decrease in diversity-
related complaints. PDJ

Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 1 0 37