diversity journal | 2007 innovations in diversity awards

8/7/2019 Diversity Journal | 2007 Innovations in Diversity Awards

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P R O F I L ES I N D I V E RS I T Y J O U R N A L 2 0 0 7 I N T E R N AT I O N A L I N N O VAT I O N I N D I V E R S I T Y A




Progression andRetention of Women in

Royal Dutch Shell

2nd Place

THE ATTRACTION, RETENTION AND

PROGRESSION OF WOMEN is one of several areas being targeted by Shell to

improve the representation and inclusiveness of specific under-represented groups. With more diversity, including better gen-der balance, at all levels of the organization, Shell believes it willbe able to attract the best talent, be more responsive to cus-tomers, reduce turnover, and be more productive and creative.

Shell has seen steady progress toward the goal of achieving atleast 20% women in senior leadership, but more slowly thanoriginally anticipated. At the end of 2004, women’s representa-tion at senior levels was 9.6 percent. Given a desire to acceler-

ate progress, during 2005 a study was initiated by theNetherlands Women’s Network to identify barriers and enablersfor women’s retention and career progression. Similar studieshad been conducted in other parts of Shell and externally, butthis was the first such study supported by senior leadership

InterContinental Hotels Group’sDisability Mentoring Day

3rd Place

IN OCTOBER 2006, IHG’S (INTER CONTINENTAL HGROUP) A MERICAS R EGION COMMEMORATED DISA

MONTH, with the start of a new program called MentStudents with Disabilities Day. IHG hosted 25 Atlant

high school students with various disabilities for a day at fits hotels.

The program was designed to provide students an uplook at the different careers and opportunities available toin the hospitality industry when they are ready to ente

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KPMG’s Future Diversity Leaders

Program

4th Place

KPMG LLP CONTINUES ITS COMMITMENT TO DIVERSITY AND

EXPANDING the opportunities available to minority students

with the launch of the Future Diversity Leaders Program(FDL).

Following in the tradition of KPMG’s successful Ph.D.Project—created more than a decade ago to increase the num-ber of African Americans, Hispanic Americans, and Native

b h l f l d d h

Lockheed Martin’s Diversity

Maturity Model

5th Place

LOCKHEED M ARTIN’S DIVERSITY MISSION IS TO CREATE A

COMPANY , ONE TEAM’ ALL-INCLUSIVE ENVIRONMENT w

diversity contributes to the Lockheed Martin vision; this gbeing accomplished through the Diversity Maturity Mod

Lockheed Martin is facing a shift in demographics resfrom vast numbers of the workforce approaching retiremeorder to create the change needed to make D&I a compe

d h d l d h




Kaiser Permanente’s Diversity, Data

& Demo-graphics Program (DDDP)

6th Place

THIS INNOVATION CAUGHT OUR ATTENTION, BECAUSE IT SEEKS

TO IMPROVE BOTH THE PATIENTS’ AND THE DOCTORS’ EXPERI-

ENCES with Kaiser Permanente. This focus on outcomes, not just numbers, is refreshing.

The nation’s largest nonprofit health maintenance organ-ization serves nearly 9 million members in nine states and theDistrict of Columbia. How does such a large organization

l h h d d d h

Best Buy’s Memphis Cultural

Immersion

7th Place

THE CULTURAL IMMERSION IS A 90-DAY LEADERSHIP DEV

MENT PROGRAM THAT BEGINS IN MEMPHIS, TENN. The pro

meets the needs of different learners by providing a variexperiences: video, small and large group discussion, self-rtion, self-guided learning, team collaboration and probleming.

Particularly interesting to us is the way this program’s ed h h h Th




Dell’s Online Library

For African-American

Political History

8th Place

In September 2006, Dell launched the first virtual and mostcomprehensive library on the political history and legislativelegacy of African Americans in shaping the nation’s democracy.

What a great idea! It was unveiled during the Annual LegislativeConference of the Congressional Black Caucus Foundation(CBCF).

Called Avoice, or African American Voices in Congress, www.avoiceonline.org, the library is the product of a collabora-tive partnership among CBCF, The University of Texas at

Austin, Howard University and Dell. The online educationalportal provides a central source of information about historicaland contemporary African American policy issues important to

many Americans, and of particular interest to researchers, edu-cators and students.“Avoice represents the official history of the Congressional

Black Caucus and much more,” said U.S. Rep. Kendrick B.Meek, D-Fla., chair of the CBCF. “We believe that Avoice will

t i i t th th h it i h

ager. Additionally, marketing and advertising programs spcally targeting diverse consumers were created and the comincreased participation in relevant multicultural trade show

In 2006, the corporate diversity department developilot program for the National Urban League ConfeMGM MIRAGE sponsored the Women of Power Lunchethe organization’s national conference. A marketing ince

was created offering a special rate during a two-night stay aof the company’s properties. The production cost for the ceral material was approximately $2,000. A tracking codassociated with the incentive to track the redemption oincentive, and after the three-month pilot period, the estimrevenue for the property was $45,740. The program was ca success and totally consistent with the company’s buobjectives.

The program was so successful, MGM MIRCorporate Diversity plans to expand the pilot program

work with all its properties to support their business objecMembers of the corporate diversity department are almeeting with property diversity councils to discuss how thbe implemented.

Credit Suisse’s Keys to

L d hi U l ki




Profiles in Diversity Journal is proud to honor the following

companies with our Award of Excellence for their innovationsin diversity. They are presented here in alphabetical order.

Identifying

Performance Variation

and Addressing

it Through

Collaboration

Blue Cross

of California

of these initiatives and gave positive feedback such as “T

you, Blue Cross!”Based on the success realized to date, Blue Cross is wo with other health plans in regions with relatively low perfance on quality indicators and expect the next roll out in quarter 2007.

Cardinal Health’s Be

Practices Webinar

Series

THIS INNOVATIVE W EBINAR SERIE

introduced in January 2006 as a ffor Cardinal Health’s diversity couTh W bi ll il

A w a r d o f E x c e l l e n c e




Dow Chemical

Company’s Diversity

& Inclusion Forums

“LEADERS CAN MAKE OR BREAK A COM-PANY , and therefore it’s in everyone’sbest interest that we appropriately

develop this group.” –Andrew Liveris,president, CEO and chairman.Dow’s Diversity and Inclusion Team developed Diversity &Inclusion Forums to align and engage all leaders with the D&Istrategy as a first, major step toward cultural change.

The D&I Forum is a two-hour interactive communications workshop for all of Dow’s people leaders. These face-to-face ses-sions are held in major locations around the world. Groups arelimited to 30 leaders to create an intimate learning environment

and foster discussion and debate. To leverage the power of leadersteaching leaders as a mechanism of culture change, and under-score D&I as integral to the company’s business strategy, every session is hosted by a senior leader.

Dow’s Office of the Chief Executive (OCE) established af b k h h D&I l i l 2006 d d i l

50 individuals representing 12 countries, all business grand multiple levels of the firm’s hierarchy. Key speakers covtopics as varied as the dimensions of diversity, gender stereing and executive-level communication skills. Executive debates and animated breakout sessions tackled the key busissues potentially contributing to the under-representatio

women in management.Since the summit, work has been done to create an

grated action plan for the region, with full engagement country directors and regional business leaders. Country spplans are now in place, and other work underway includecreation of an inclusion-focused development curricutargeted project initiatives and an internal and external focattract, retain, and progress key talent. In addition, the evenow seen as a model of success for similar events globally.

Where previously there was purely a recognition of thefor inclusive practices, the Inclusive Leadership event has

vided the launch pad for a comprehensive, pragmatic plan tsure to drive the success of Freescale, now and in the future

Kelly Services’ Suppl

Diversity Summits




staffing space. About one-quarter of Kelly’s diverse supplierspend falls into its commercial division, which typically hasthinner margins; while three-quarters falls into our professionaland technical division, with higher margins.

Kelly plans to update the Summit curriculum to stay current with changing market demands. The company has launched aquarterly newsletter for its supplier community and will contin-ue to identify new markets in which to host future Summits and

gain access to new suppliers.

New Jersey

Department of

Environmental

Protection Diversity

Action Plan (DAP)

ON A MERICA ’S FIRST OFFICIAL “E ARTH

D AY ”—A PRIL 22, 1970—THE NEW

JERSEY DEPARTMENT OF ENVIRON-MENTAL PROTECTION (NJDEP) WAS BORN. Since that day,NJDEP has managed natural resources and solved pollution

New York Life’s

Networking for

Innovation Employ

Network Groups

THROUGH THE FORMATION OF

NEW EMPLOYEE NETWORK

GROUPS (ENGS), New York Ltaking further steps to foster em

ee diversity to best develop its next generation of leaderENGs are: the African American Employee Network GHispanic Employee Network Group; Asian Employee NeGroup; and Gay, Lesbian, Bisexual and Transgender EmpNetwork Group (GLBT).

The ENGs are an important part of the overall missthe Office of the Chief Diversity Officer, which is to gui

continued progress of the company in the areas of recruittraining of a diverse workforce; development and promotminority and women employees; and the maintenanceenvironment of inclusion.

Each of the four ENGs has a sponsor from the Exe



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Wal-Mart’s Career

Preference System

Wal-Mart has developed a CareerPreference Program where associatescan learn detailed information aboutdifferent positions within the company,including career paths and compensa-

tion details. Career Preference allows Wal-Mart’s current associates to develop a strategic career pathand move forward with those career opportunities and on-the-job experiences.

The program is offered in not only in the retail facilities,but in the distribution sector and in the Corporate HomeOffice. As the career opportunities continue to grow, the

systems and processes that facilitate these openings are expto grow to meet the demand.

Career Preference empowers Wal-Mart associates to platake ownership over their career, with functionality that inbeing able to research positions, indicate positions of interesindicate the desire for career guidance and planning.

The program is innovative because of the sheer scale and of operations at this retail giant. During 2006, more770,000 positions were filled with either internal or exapplicants for the position. To focus on one position, than 140,000 cashiers were selected into the positioCareer Preference.

The program offers tangible proof that at Wal-Mart, assoare not numbers, but individuals with career goalsaspirations the company wants to meet.

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