3. B ENCHMARKING S TUDY P ARTNERS Coors Brewing Company Golden, Colorado DaimlerChrysler Auburn Hills, Michigan Eastman Kodak Rochester, New York Fannie Mae Washington, DC The Prudential Insurance Company of America Newark, New Jersey The Seattle Times Seattle, Washington Sempra Energy San Diego, California United States Coast Guard Washington, DC Xerox Rochester, New York
4. ACKNOWLEDGMENTS STUDY SPONSORS MORLEY WINOGRAD ROBERT L. MALLETT SENIOR POLICY ADVISOR TO THE VICE PRESIDENT DEPUTY SECRETARYDIRECTOR, NATIONAL PARTNERSHIP FOR REINVENTING U. S. DEPARTMENT OF COMMERCE GOVERNMENT (NPR) STUDY DIRECTOR WILETT BUNTON DIRECTOR NPR DIVERSITY TASK FORCE U.S. DEPARTMENT OF THE ARMY STUDY ADVISORS CAROL HAYASHIDA DEPUTY DIRECTOR NPR DIVERSITY TASK FORCE U.S. DEPARTMENT OF COMMERCE ROB SADLER RAJ K. GUPTA ATTORNEY ATTORNEY NPR DIVERSITY TASK FORCE NPR DIVERSITY TASK FORCE U.S. DEPARTMENT OF COMMERCE U.S. EQUAL EMPLOYMENT OPPORTUNITY COMMISSION STUDY TEAM LEADERS ORELIOUS WALKER, PRINCIPAL DAVID BENTON U.S. DEPARTMENT OF TREASURY U.S. DEPARTMENT OF TRANSPORTATION The Benchmarking Team thanks the corporate and government partners who willingly shared their experiences and bestpractices with us. Special thanks to Linda J. Bilmes, Chief Financial Officer and Assistant Secretary for Administration,United States Department of Commerce; John J. Phelan III, Director, Office of Management and Organization, UnitedStates Department of Commerce; Lisa Mallory, Deputy Director, National Partnership for Reinventing Government; and, Tom Kowalczyk, Senior Engineer, Naval Undersea Warfare Center Division Newport.
5. Executive Summary Best Practices in Achieving Workforce DiversityExecutive SummaryDiversity Affects the World diversity within their organizations. TheseAdvances in technology and the advent of a practices reflect our partners’ understanding that valuing and recognizing diversity is Our success as aglobal economy bring the people of the worldcloser together than ever before. Given this fact, imperative in order to maintain a competitive advantage. They know that using these global companybusinesses, educational systems and other entities practices enhances productivity, effectiveness,are investigating ways to better serve their and sustained competitiveness. is a direct resultconstituents. This includes being able to attractand retain the best and most qualified workers. How is this different? of our diverseOrganizations that can develop and employ thenecessary policies and procedures to do this will Frequently, diversity is viewed in a limited and talentedmaintain a competitive advantage among their fashion, primarily addressing issues of race,counterparts and increase their effectiveness. The ethnic or gender differences, and linked to the laws providing protected status to certain workforce. Ourprivate sector competitive model may notsquarely fit Federal departments and agencies,given the lack of profit motive as the reason for groups. We have used a very broad definition of diversity, to encompass most characteristics ability to develop that individuals possess that affect the way theytheir existence. Yet, Federal organizations mustcompete to recruit and retain the best talent if think and do things. This is critical. This new consumerthey hope to achieve their bottom line, their study describes tested ways to draw on all thestatutory missions. varied skills of our workforce. insights andThe changing demographics of our nation also What did we learn? ideas and toaffect the nation’s businesses and in turn thenation’s economy. For our government and This study emphasizes the most valuable information that the best practices organizations execute in abusinesses to continue to be effective and motivatecitizens to contribute to building these have to offer. Our critical findings focus on the following information because we can use it to superior wayinstitutions, our leaders must recognize and further and strengthen the U.S. government’scapitalize upon the diversity of the nation. efforts to achieve diversity in the workplace. across the worldWhy is this important? • Organizations Benefit from Diversity is the bestTo achieve success and maintain a competitiveadvantage, we must be able to draw on the most Organizations that promote and achieve a possibleimportant resource – the skills of the workforce. diverse workplace will attract and retainWith the increasing richness of diversity in the quality employees and increase customer testimony to theworld and in the workforce, we need to expand loyalty. For public organizations, it alsoour outlook and use creative strategies to be translates into effective delivery of essential power ofsuccessful. Employees can provide this services to communities with diverse needs.resource. This study identifies best practices diversity anythat work in organizations that are doing just • Leaders and Managers are Responsible forthat. These practices can be adopted in any Diversity organizationworkplace.Why should we pay attention? Leaders and managers within organizations are primarily responsible for the success of could ever have. diversity policies because they must ensureOur partners have created communities of that the policies are effective. John Pepper, CEO,practice that achieve and value workforce Procter & Gamble
6. Executive Summary Best Practices in Achieving Workforce Diversity • Leaders and Managers must Create a Our Key Finding Strategic Plan to Develop Diversity Initiatives Throughout the Organization A key finding of this report is that diversity needs to be defined broadly and should Leaders and managers within organizations must encompass a wide range of initiatives that meet incorporate diversity policies into every aspect of the changing needs of customers and workers. the organization’s functions and purpose. Leaders and employees should take active roles in implementing these diversity processes • Employees’ Views and Involvement are Key which, in order to succeed, should be fully to the Success of Diversity Initiatives aligned with core organizational goals and objectives. The findings in this report illustrate Organizations must view employee that the benefits of diversity are for everyone. participation as a necessary part of the Diversity is more than a moral imperative; it is diversity initiative, in order to develop and a global necessity. Moreover, diversity is an maintain effective diversity policies. essential component of any civil society. The leaders of the best practices organizations understand that they must support their employees in learning how to effectively interact with and manage people in a diverse workplace. They recognize that they should encourage employees to continue to learn new skills in dealing with and managing people. They also recognize the impact that diverse clients will have upon the success or failure of an organization, as businesses must compete to satisfy these clients.
7. Introduction Best Practices in Achieving Workforce Diversity hapter 1: IntroductionToday’s managers are responsible for both organization. As one benchmarking partnerleading employees and responding to the needsof customers who are more ethnically and stated, "We view diversity as something more than a moral imperative or a business There were neverculturally diverse, older, and in greater need of necessity—we see it as a business opportunity."child and elder care. Leaders in both the public Aligning diversity with the mission and business in the world twoand the private sectors are focusing more of the organization increases employeeattention on the issue of diversity. Whether the satisfaction and retention; improves opinions alike;goal is to be an employer of choice, to provide competitiveness and productivity; increasesexcellent customer service, or to maintain a responsiveness; and adds value to the customer. anymore thancompetitive edge, diversity is increasinglyrecognized and utilized as an important Scope of the Study two hairs ororganizational resource. The United States Department of Commerce two grains. TheWhat is Diversity? and Vice President Al Gore’s NationalOne of the major stumbling blocks in Partnership for Reinventing Government (NPR) sponsored this benchmarking study. most universaldiscussions surrounding diversity is its very The study identifies best practices used bydefinition. For our purposes, we use the leading organizations to achieve workforce quality isfollowing definition of diversity: "Diversity diversity. The study team identified theincludes all characteristics and experiences that following critical success factors to evaluate best diversity.define each of us as individuals."1 A common practices:misconception about diversity is that only Michel de Montaigne,certain persons or groups are included under its 1. Leadership and management French Essayistumbrella, when in fact, exactly the opposite is commitment;true. Diversity includes the entire spectrum of 2. Employee involvement; 1 The working definition of diversity, asprimary dimensions of an individual, including 3. Strategic planning; developed and used by Vice President AlRace, Ethnicity, Gender, Age, Religion, Gore’s National Partnership for 4. Sustained investment; Reinventing Government (NPR)Disability, and Sexual orientation (referred to by 5. Diversity indicators; Diversity Task Force, based on athe Diversity Task Force as “REGARDS”). 6. Accountability, measurement, and comprehensive review of diversitySecondary dimensions commonly include: literature. evaluation; andcommunication style, work style, organizational 7. Linkage to organizational goals and 2 See, e.g., Taylor Cox, Jr., Culturalrole/level, economic status, and geographic objectives. Diversity in Organizations (Sanorigin (e.g., East, Midwest, South). It is a Francisco: Berrett-Koehler Publishers), 1994, pp. 19-40; Ann Morrison, Thesimple fact that each of us possesses unique The practices that are included in this report are New Leaders: Guidelines on Leadershipqualities along each of these dimensions. not identified by specific organization in order Diversity in America (San Francisco: JoseyExperience and recent research indicate that Bass Publishers),1992, pp. 18-28. to preserve the partners’ confidentiality.when recognized and valued, diversity enhances 3 J. Renae Norton and Ronaldindividual productivity, organizational The study team reviewed a wide range of E. Fox, The Change Equationeffectiveness, and sustained competitiveness.2 (Washington, DC: American diversity literature and identified over 600 Psychological Association), companies and organizations—both public and 1997, p. 80.In order "to maximize the utilization of its private—which were recognized for their effortshuman capital, organizations must go beyond in achieving workforce diversity. The study teammerely creating a more diverse workplace. conducted an additional screening procedure toOnce there, the value of having diverse identify organizations whose exemplary practicesemployees must be recognized."3 Now is the in achieving workforce diversity were trulytime to move beyond viewing diversity as "world class" based on the identified criticalmerely the numerical representation of certain success factors. As a result, 65 organizations weregroups. It is time for a systematic application of selected for more detailed analysis.diversity concepts to the business of the
8. Introduction Best Practices in Achieving Workforce Diversity The study team developed a telephone survey workplace.5 There are common themes and that was administered to representatives of these elements among the organizations that have organizations to gain additional insights on charted successful courses in this area. Through their current diversity practices. Based on benchmarking studies such as this one, the survey results and availability considerations, Federal civilian sector—which employs over 1.6 nine benchmarking partners were ultimately million persons—has the opportunity to learn selected for on-site visits. More than half of more about diversity from world class these partners have been recently featured in organizations. The Department of Commerce Fortune and Next Step magazine articles and NPR recognize diversity as a key resource highlighting their cutting-edge diversity best in fulfilling the goal of making government practices.4 more efficient, productive and responsive to the American citizenry. As a result, it is important This report and other studies clearly that the Federal sector begin viewing diversity as demonstrate that some organizations have a process which influences work climates, successfully implemented programs and policies organizational effectiveness, customer service, that foster diversity and inclusiveness in the and ultimately, the way we do business. 4 See articles published in KeithEllison, "The Next Step Diversity 100,"Next Step (Philadelphia, Next StepEnterprises), Spring 1999, p. 34; EdwardRobinson and Jonathan Hickman, "TheDiversity Elite," Fortune (New York:Time, Inc.), July 1999, p. 62. 5 See supra, footnote 2.
9. Leadership Commitment Best Practices in Achieving Workforce Diversity hapter 2: Leadership CommitmentTaking Ownership and executive stated that the diversity vision,Communicating the Vision mission and strategic direction needs to be conveyed by leaders "clearly, concisely and We must be theThe degree to which our partners’ leaders are repeatedly" to enhance awareness, promoteactively involved in implementing initiatives open dialog, and remove barriers. Several change we wishand risk taking distinguishes them from other partners stressed that effective communicationleaders. Managers manage change, but best-in- needs to be multidirectional within and across to see in theclass leaders create change by inspiring their departments.employees. Our partners champion diversity by world.infusing it into all organizational processes and Creating a common frame of referenceensuring that diversity is integrated into the establishes a solid foundation upon which to Mahatma Gandhi,core values of the organization. They recognize discuss diversity and develop action plans to India’s Nationalist Leaderdiversity as an important goal, and position the eliminate biases and barriers. Our partners noteresponsibility for diversity not merely with that there is no “one-size-fits-all” nor anyhuman resources departments or diversity “magic pill” to make diversity “happen.”offices, but with top-level and senior executives. However, some communication channelsOur best-in-class leaders provide the visibility effectively used by our partners to spread theand commit the time and resources to make diversity message include: policy statements,diversity happen. In short, diversity is both a newsletters, meetings, speeches, trainingtop priority and a personal responsibility for programs,Web sites, and intranets.these leaders. • At one partner organization, top management• The top leader in one of our partner supports the existence of a dedicated staff that organizations personally leads the diversity promotes and oversees the infusion of efforts. He holds town hall meetings and diversity in its business lines and also designs regularly goes to the employee cafeteria to activities that promote and foster diversity listen and talk about diversity. throughout the organization. A full time staff of six at the corporate level sends a message• A partner’s Chief Executive Officer requires that there is top-level interest in diversity. the selection panel for key positions to This staff, located under the Vice President identify at least six persons qualified for the for Human Resources, is one level below the position and has held up key selections Chief Executive Officer. because of the lack of diversity in applicant pools. • To lead the company’s diversity efforts, one partner created an Office of Diversity. The• The Chairman of the Board of one partner Vice President of Diversity, who reports organization registered the corporation’s directly to the Vice Chair, heads the office statement of commitment to diversity with and has broad decision making authority. an external regulatory body. Changes to this The Vice President of Diversity works closely commitment do not go unnoticed. with the human resources division, the minority and women-owned businessThe top leaders of our benchmarking partner program, and is a representative on everyorganizations are all personally involved in board and almost every committee in thehelping the boards of directors, employees, organization.other stakeholders and their respectivecommunities understand that diversity • When one partner organization recentlyinitiatives create fairer employment systems and merged with another company, the Chair,benefits for everyone. Equity and improved job President, and Chief Executive Officer jointlysatisfaction contribute to increased productivity signed a diversity statement to keep diversityand better customer service. One partner’s chief at the forefront. It states that, "Diversity
10. Leadership Commitment Best Practices in Achieving Workforce Diversity creates value and is an integral part of being committed to foster a diverse workforce and the premier global company." The statement recognize and value every individual’s unique outlined their goals to: (1) ensure a workforce skills and perspectives." These commitments reflective of the global communities they are shared and reinforced on a daily basis. serve; and (2) create a culture that uses diversity to its competitive advantage. • One partner has an upper-level leadership team that guides and evaluates the company’s Empowering Through Leadership progress toward achieving its diversity goals. The team gains insights from an advisory For our benchmarking partners, diversity does group that represents eight employee not depend on a single leader because it has councils. Each employee council has a been woven into the very fabric of the corporate vice president as a sponsor. The organizations—woven into the way these councils are inclusive—anyone who wants to organizations conduct business on a daily basis. promote cross-cultural communication is This is because the leadership understands the encouraged to become involved. importance of employee involvement in the change process. They also recognize that being • To institutionalize diversity management at competitive in a global economy requires full one partner organization, individuals who are utilization of the skills and talents of all seen as potential leadership successors are employees to better serve their customers, asked to become champions of diversity increase employee satisfaction, and meet the before assuming a leadership role. Once they needs of diverse communities. One of our become leaders they are already established as partners contends, "Success will only be proponents for diversity. achieved through inspired people operating in an environment based on mutual trust, respect, • One partner recognizes the contributions of openness, candor, empowerment, teamwork, its managers to advancing diversity. For innovation, risk taking, integrity, and example, in 1998 it created a Chief Executive encouraging and valuing diversity." Officer/Chief Operating Officer Diversity Award. This award recognizes managers • For one of our partners, Ten Core whose commitment to diversity makes them Commitments represent the values that role models for others. Such champions are define the spirit of the organization— used to share their experiences throughout diversity is one of these core commitments. the company to demonstrate the benefit of The diversity commitment states: "We are diversity to others.
11. Strategic Planning Best Practices in Achieving Workforce Diversity hapter 3: Strategic PlanningLinking Diversity to Strategic Plans offering market-competitive, performance- based compensation and benefits that also When alignedDiversity strategic planning focuses on creating meet the changing needs of its workforce.measurable ways diversity can support the The diversity mission is to drive towards the withstrategic direction, goals, and objectives of the attainment of the “People” plank goals thatorganization.6 Strategic level long-range are to create an environment in which people organizationalplanning for diversity is a more recent from diverse backgrounds, styles, cultures,development. Previously, diversity was not seenas an integral part of strategic planning. and functions all work together to assure the objectives, long-term success of the company.Diversity initiatives were often poorlyconceptualized, lacked specificity, and were not • One partner’s operating management and the diversity can belinked to strategic organizational plans. Today’s human resources department jointlyleaders realize that in order to be effective, developed a five-year diversity plan. This a powerfulsuccessful diversity planning must be aligned plan included a monitoring system towith and provide support for strategic business measure diversity representation by function contributorobjectives and operational decisions. at all levels to: (1) ensure a balanced workforce, and (2) strengthen the to the• One partner builds its diversity strategic plan organization’s ability to attract, hire, retain, upon its core values: (1) respect for the and develop the most highly qualified organization’s dignity of the individual, (2) integrity, (3) employees. Specific measures included in the trust, (4) credibility, (5) continuous improvement, and (6) personal renewal. This plan are: positive responses to employee competitive surveys, positive articles in publications, partner has also set a specific "Global Performance Expectation," which is to build reputation as an employer of choice, improved representation of diversity at all advantage. and manage a truly diverse workforce. levels, effective remedial action when Dr. Edward E. Hubbard, Author, appropriate, awards, and other recognition.• Another partner uses a Balanced Workforce Measuring Diversity Results (BWF) Strategy, which is an all-encompassing • One partner’s strategic plan was designed to strategy. It guides the organization in a provide a link between the vision for diversity 6 Edward E. Hubbard, Measuring variety of situations and it covers all employee Diversity Results (Petaluma, CA: Global management and the actions required for Insights Publishing), 1997, Chapter 7. populations. It tracks employee populations making it happen. One of the first and sets 10-year goals and annual targets. requirements was to define diversity, and The BWF makes managers accountable for diversity management. Once this was upward mobility. When layoffs occur, the accomplished, the definitions were used to BWF ensures that members of one group are form the foundation of the organization’s not affected disproportionately compared to diversity policy, vision statement, and members of other groups. strategic plan. The core elements of the strategic plan are strategic goals and• One partner has six strategic business planks objectives, a plan for conducting a cultural that are its business priorities to help it audit, a training and education plan, a plan sustain consistent quality and earnings for recognizing diversity-related growth. The six planks concentrate on accomplishments, and measures of baseline growth, incremental growth, product effectiveness. The strategic plan also quality, distributor service, productivity gains, addresses accountability for implementing and people. The "People" plank is to diversity initiatives. continuously improve our business through engaging and developing our people. It • One partner’s strategic plan uses a four-step focuses on building skills, offering training, approach for establishing and implementing improving the work environment, and diversity:
12. Strategic Planning Best Practices in Achieving Workforce Diversity 1. Creating a strong foundation (values, underrepresentation, and implement philosophy, dedicated resources, and accountability measures into evaluations); and commitment); (5) promote individuals’ ability to reach their 2. Building a solid internal structure full potential (identify and groom high- (initiatives to support and educate performing individuals in underrepresented employees); groups for upper-level positions, and make 3. Building a solid external structure to mentor programs accessible to all). infuse diversity into the community; and 4. Measuring the progress and results (goal Accountability setting for all efforts). A key element to ensuring the success of any • The components of one partner’s diversity organizational initiative—especially diversity plan include: (1) developing ongoing initiatives—is accountability. Accountability is communication systems to create and achieved by making the appropriate leaders reinforce the workplace diversity commitment responsible for diversity by linking performance to all employees with an emphasis on why it is evaluation elements and compensation to the important and what it means to the successful implementation and progress of these organization; (2) establishing departmental initiatives. Accountability helps to ensure that action plans to ensure the workforce reflects "everyone is on board" and actively engaged in the diversity of the community; and (3) the diversity process. developing organization-wide assessment and evaluation systems to monitor diversity • One partner makes use of "Consequence progress throughout the organization. Management." The program philosophy Additionally, training and empowerment maintains that poor diversity management initiatives provide a foundation, for all levels adversely affects a manager’s ability to of the organization, to foster the manage. Promotion to the next level requires accomplishment of diversity goals. "competent" or "role model" assessment. One component for evaluating management • One partner conducted a study to develop performance is the ability to manage a diverse its diversity management policy. The work group of employees. was segmented into three phases: (1) Framework (diversity definition, policy and • In 1996, one partner established a top-level vision statement, best practices benchmarking Diversity Steering and Assessment Team to of other organizations and potential guide and oversee diversity plans and application to the organization, and the programs, and to ensure the level of rationale for seeking a consultant’s assistance); accountability necessary in order to achieve (2) Strategic Plan (a plan of action for desired results. Members include the incorporating diversity management, a plan President, Chief Financial Officer, Senior for conducting cultural audit, training plan, Vice President of Human Resources, and measures of effectiveness, accountability other corporate officers. They meet monthly methods, and rewards and recognition system to discuss diversity progress and challenges. analysis); and (3) Implementation The team receives counsel from the Diversity (assessment of strengths and barriers in the Action and Advisory Group, comprised of culture, and a marketing strategy for eight employee affinity groups. deploying diversity management). • At one partner organization, recurring • Another partner designed a strategic plan to diversity training is mandatory for all provide a link between the vision for diversity employees, and business unit managers are management and the actions required for held accountable for timely attendance by success. The goals are to: (1) create a positive both management and non-management environment (incorporate diversity employees. To ensure managerial management training into all leadership accountability, the company reduces the training programs); (2) conduct a cultural operating budget of a business unit by $1,000 audit and develop intervention strategies; (3) for each manager and $500 for each establish guidelines to define and address employee who fails to attend scheduled social climate issues affecting personnel; training without giving 48 hours advance (4) value all people (action plans to target notice of cancellation. Last minute no shows
13. Strategic Planning Best Practices in Achieving Workforce Diversity are accordingly discouraged and management • One partner incorporates diversity is induced to treat diversity training with the management training into all leadership same seriousness as any other business training programs—establishing ties between activity. A director stated, "… if you grab diversity management and leadership, as well them by their wallet, their hearts and minds as Total Quality Management, human will follow." relations and work/life issues. All organizational levels are held accountable for• One partner organization has an open door developing initiatives that incorporate policy at all organizational levels. An diversity management policies into their employee must receive a response within 48 business and management processes. Leaders hours, and if dissatisfied, the employee may are also required to hold each individual elevate the concern to the next management accountable for conduct consistent with level, including the Chief Executive Officer. valuing and managing diversity.• Believing that mandatory training is an Assessment and Evaluation enabler, the Chief Executive Officer of one partner organization directs that all employees A number of our benchmarking partners attend diversity training. To facilitate this pointed out that one could not develop a initiative, everyone on the diversity successful diversity process without periodically management staff is a certified trainer. Funds assessing and evaluating the status and are provided for training and development, to accomplishments of the process. Although the include awareness training, cross-cultural or frequency may vary, world class diversity gender team building training, diversity skills organizations make assessing and evaluating training for managers, supervisors, and their diversity process an integral part of their employees, as well as diversity orientation management system. training for the Board of Directors. Diversity is also integrated into training that focuses on Any diversity strategy must contain well-defined other skills or knowledge. measures to assess effectiveness and to evaluate whether outcomes support organizational• One partner’s action plan to improve diversity objectives and targets. Such measures must be management accountability includes straightforward and unambiguous so that all initiatives to: (1) publish an accountability employees and leaders clearly understand what component to the Diversity Management is expected. Organizations must be prepared to Strategic Plan; (2) establish a workplace reward individuals or groups that meet the environment management system to help stated goals and objectives, as well as to penalize units assess and address performance and those who fail to do so. According to our diversity issues on a continuing basis; (3) partners, some straightforward diversity expedite the processing of Equal Employment measures include: Opportunity complaints and administrative grievances; (4) expand data analyses of hiring, 1. Employee attrition rates; performance evaluations, disciplinary actions, 2. Workforce satisfaction; complaint ratios, key assignments, 3. Market share within new customer bases; promotions, recognition, and departures to 4. External awards and recognition for identify barriers or discrimination; and (5) diversity efforts; and revise performance evaluations to emphasize 5. Workplace climate satisfaction. diversity management skills and actions. • One partner conducts an annual• Another partner conducts an annual diversity organizational chart assessment to identify its review and performance appraisal for all current diversity status and whether it reflects officers. The officers present progress reports the community it serves. Each department on goals and diversity initiatives to create a head regularly meets with senior leadership to more balanced and inclusive workforce. The discuss the "promotability" of current sharing of accomplishments and challenges employees and what is being done before the Diversity Committee is viewed as throughout all levels to develop their strengthening the commitment to diversity organization’s talent. and best practices.
14. Strategic Planning Best Practices in Achieving Workforce Diversity • One partner has set specific workforce of each manager’s plan is discussed every objectives. The goal is to have a workforce other month at a top-level steering meeting. that reflects the customers it serves and the communities in which the partner • At one partner organization, leaders and organization resides. By the year 2000, its managers must identify a minimum of four worldwide management ranks will reflect the actions in their respective annual performance demographics of its global market. By the plans that visibly demonstrate their personal year 2007, its exempt workforce commitment to promoting diversity. These representation around the world will reflect actions are required to be specific and the demographics of the local markets it substantial—one of the four actions could be serves. This is indicative of how the partner an undertaking to mentor five employees organization integrated diversity into its during the year, for example. To meet one of performance-based culture. his four actions, one partner’s CEO organized and attended a half-day meeting on diversity • One partner defines coaching as the essence with the CEOs of over 30 other major of leadership. A "Leader as Coach" profile is corporations. The organization intends to used to define workplace behaviors and publish a summary of the proceedings to results to be achieved. Specific behaviors are publicly demonstrate the top leadership’s defined in six target areas (e.g., Builds the personal commitment to diversity. Right Team, Encourages Excellence, Cares About People) and each is assessed as being a • One partner created the "Managing Diversity "strength" or a "development opportunity." Diagnostic Tool," a checklist to give the A profile is completed annually for everyone business groups a template of suggested in a leadership position. The leader and action items to enable managers to develop his/her coach meet to discuss the feedback their Diversity Action Plans. All action items gained from all sources and agree upon the are weighted so managers can see which top two or three priority strengths and action items senior leadership considers most development opportunities. The profile is critical. The Diagnostic Tool measures used in annual processes related to effectiveness of actions implemented and development plans, human resource plans, executive commitment. and performance plans and appraisals. • One partner conducts an annual "Stages of • One partner uses a scorecard to assess its Diversity" internal diversity audit to assess diversity progress. The scorecard includes each unit’s progress in achieving diversity. three areas: (1) coaching as the tool to The audit provides a common framework for building awareness around diversity and dialog, work unit self-assessment, and unit continuing the company’s goal to mainstream and departmental diversity planning. Work diversity; (2) Workforce Representation Plan; units develop a diversity plan with three to and (3) Employee Council Activities. five goals, qualitative and quantitative Specific measurements are established for measures, beginning and end dates, and each area at the beginning of the year. These designation of a lead individual. Department are included in a scorecard format that also heads and work unit managers meet annually includes a description of activities that are with all employees to review where their units supportive of the goals in each area, and a fall on a diversity continuum. Further blank area in which current results are initiatives are developed based on the stage annotated. Measurements track actions by the unit has achieved. managers, the Diversity Human Resources staff, employee councils, and corporate • A photograph audit helps one partner evaluate leadership. A top-level team scrutinizes the whether the images it uses are stereotypical or results of the scorecard in order to determine representative of the community it serves. performance and progress. Workforce The goal is to facilitate accurate, balanced, representation is one of three diversity-related and inclusive coverage of the community’s measures that have been put into place. diversity. A month is randomly selected each Senior leaders develop actionable plans year to conduct an assessment of all featured focused on internal development, cross- photographs. Corrective action is taken if functional moves, retention, external certain segments of the community are not recruitment, and measurement. The progress fully and accurately represented.
15. Employee Involvement Best Practices in Achieving Workforce Diversity hapter 4: Employee InvolvementWhen it comes to employees, our partners have • One partner organized a diversity summitseveral things in common. Namely, they havethree core organizational goals: with managers and employees from all levels and geographic regions. Its purpose was to Hear me! A assess the status of diversity within the1. Maximizing workplace satisfaction for all organization by holding constructive dialog single twig employees; sessions where participants could speak2. Retaining a world class workforce; and openly and honestly about differences in a breaks, but the3. Maintaining an environment of lifetime non-attributive atmosphere. The summit learning. increased awareness, promoted the sharing of bundle of twigs best practices and similar dialog inThe leadership believes that employee organizational units. is strong.involvement and feedback are necessarycomponents in achieving these goals. Thus, • At another partner organization, its Chief Tecumseh, Shawnee 1795our partners actively seek employee input. Executive Officer conducts roundtables withThey use formal as well as informal channels. randomly selected employees. They are given a chance to hear about the status of diversity• Many of our partners administer cultural without it being filtered by employee groups. diversity audits. These audits take the pulse In turn, the Chief Executive Officer gains of the workforce and provide candid valuable insight and identifies action items to assessments of the work climate. The results pursue. form the basis upon which process improvements are made. • In one organization, the variable portion of a manager’s compensation (e.g., bonuses) is• An example of an informal channel is one affected by the results of employee partner’s use of internal Web sites where satisfaction surveys. This feedback also employees can express their concerns, engage generates nominations for management in open dialog (e.g., chat rooms) and learn recognition as well. about diversity. • In another, employee satisfaction is a key• Still another example of an informal channel issue and all employees are surveyed is the use of an employee feedback hotline electronically on a quarterly and an annual that allows employees to contact diversity basis for feedback. Managers are given advisors and provide feedback on questions performance "credit" if their respective such as those listed below: group’s survey return rate exceeds 60 percent.1. How would you rate your overall Dialog with Affinity Groups satisfaction with the organization at the present time? Our partners encourage and support the2. How satisfied are you with the information establishment of employee groups, although they you receive from management regarding may take different forms, names, and structures. what is going on in the company? Common types include diversity councils, task3. Does management clearly outline a credible teams, focus groups, affinity councils, issue study future that you can believe in? groups, and networking groups. These groups4. Does your employee development plan build provide a forum to both articulate and skills to remain competitive in the future? understand the varied needs and interests of5. Are differences valued? employees. Participation in these groups is6. Are employees treated with dignity and welcomed. Often, input is sought from respect? employee groups to determine their perception of progress achieved with regard to diversity.
16. Employee Involvement Best Practices in Achieving Workforce Diversity These groups act as sounding boards and into the decision making process. Thus, provide feedback on important diversity issues. affinity group feedback is regarded as a valuable resource. In most, but not all, employee groups, individuals who share commonalties in race, • Another partner shares its Balanced Workforce ethnicity, gender, sexual orientation, age, Strategy reports with the leaders of its religion, national origin or cultural heritage corporate affinity groups and provides them form or join employee support groups. These an opportunity to meet with the Senior Vice organizations provide a voice for members, President for Human Resources and the Chief allowing them to communicate diversity issues Executive Officer to discuss their concerns and concerns to senior management. In one based on those reports. The reports include organization, representatives from these groups detailed data on representational imbalances serve on the company’s Diversity Advisory for all employee groups—not just the Council. Some use the groups to nominate historically underrepresented groups—within persons for diversity recognition awards. all grade bands. These reports also show available opportunities for managers to fill • An affinity group from one organization vacancies and highlights the manner in which developed criteria for an award that is managers take advantage of opportunities to presented to an employee who embraces the achieve corporate diversity objectives. spirit of diversity, confronts and removes obstacles, is involved in the community, and • In one partner organization, employee is willing to do what it takes to advance diversity councils represent a cross-section of diversity. A leader in that same organization the organization’s workforce. A computerized stated: "Employee involvement is the driver grid of all of the characteristics desired for in mainstreaming diversity." Personal this council is used to ensure diversity within accountability for diversity is an integral part this body. The diversity council elects a chair of employee reviews and is clearly outlined in or up to three co-chairs from within its many policy statements. membership and meets monthly. Travel expenses to meetings are centrally funded. • Another partner uses caucus groups. New diversity council candidates are Through these groups, employees carry out identified by the Office of Corporate employee advocacy and self-development. Diversity in consultation with unions and These groups serve as a vehicle of management, and—when appointed for a communication between employees and two-year term—the members receive diversity managers to uncover issues needing attention. training. The members’ participation must Benefits of these groups include the be constructive and is considered to be part recruitment of new employees; career of their regular duties. For that reason, the development of employees; retaining effective selection criteria include clear demonstration staff; senior management improvement; and of leadership ability. Ineffective members are the inclusion of all diverse members in the asked to leave before the end of their terms, workforce. and these members are not replaced at that time. Members who complete their terms are • One partner has eight employee councils that formally recognized. The councils are able to promote awareness, understanding and identify employee issues that may not have communication of diversity, and identify and otherwise been discovered. This process leads address specific needs. Each council receives to buy-in from employees and unions, and an identical amount of funding each year to the diversity management staff believes that conduct educational and other activities. this process is an effective part of the These activities are closely aligned to fostering corporate culture and is the result of an the company’s business goals. The councils evolutionary process. Subgroups of the are also involved in community service diversity council are formed in the regions; activities as well as promotional activities in these diversity committees are part of the various targeted markets. process that ensures regional differences are considered. As a result, more diversity • Our partner organizations take advantage of champions are created and benefits flow employee participation in affinity groups to down into the organization. Some of these integrate employee concerns and suggestions benefits are the integration of work and
17. Employee Involvement Best Practices in Achieving Workforce Diversity family life through family programs, bringing training and to maximize their promotional children to work, establishing virtual offices, potential within the company. job sharing, and split shifts. Employee WellnessMentoring Employees Finally, as another venue for diversityMost of our partners have established formal participation, our partners establish linksmentoring programs. Mentors are used to help between diversity and work life activities such asassimilate new employees into the dependent care funds, alternative workorganizational culture. In others, mentoring scheduling, and life cycle assistance.involves the willingness of leaders to acceptproteges and introduce them to new and more • One partner organization offers a healthychallenging aspects of the organization. living program free of charge to all employees and their spouses and domestic partners.• One partner in conjunction with an academic This program includes health assessments and institution developed a scholars program to counseling. All participants earn a Healthy attract outstanding undergraduate students Living day off for completing the full and to recognize excellence among screening. academically gifted students from diverse backgrounds. • Another partner sponsors a program designed to help expectant and new parents• One partner works with the community and understand and feel comfortable about breast colleges to "grow" talent in the sciences. The feeding their infants. The program offers company tracks and funds the education of education and counseling with a trained promising scholars. This enables the lactation specialist. New mothers can nurse company to insure skilled leaders will be a their babies when they return to work, as part of the industry in the future. lactation rooms are available in the workplace.• All of one partner’s internship and fellowship programs include targeted development plans; • One partner’s internal structure deals with the assigned mentors; evaluation of the skills "whole person." This company provides gained for promotions; rotational numerous training, mentoring, work life and assignments; and succession planning. career development programs. These programs are designed to retain and expand• One partner’s advanced degree development the current workforce, and help employees program targets future leaders in functional balance career and personal needs. areas and considers what the organization will need in 10 to 15 years. The program also • One partner recognizes the connection includes four one-year rotations and is between the employees’ personal lives and focused on exposure, not fast-tracking. their productivity on the job and has developed various programs responsive to the• The mentoring process in one partner diverse needs of its workforce. The Life organization entails the tracking, monitoring, Cycle Assistance Program was established to and mentoring of candidates from assist employees with the purchase of a first underrepresented groups positioned for senior home, adoption and child care assistance, assignments. These persons are educated partial pay replacement for family and through an innovative development program, medical leave, and elder care assistance for which culminates with an advanced degree. employees with elderly parents. Participants are expected to capitalize on the
19. Appendix A Benchmarking Agency ParticipantsTerri Bell Raj K. GuptaOffice of Civil Rights Office of Federal OperationsU.S. Department of Commerce U.S. Equal Employment Opportunity CommissionPhone: 301-713-0500 Phone: 202-663-4581Fax: 301-713-0983 Fax: 202-663-7022Email: email@example.com Email: firstname.lastname@example.orgDavid Benton Marian HarrisOffice of Leadership and Diversity Management Office of Management, Human Resources GroupU.S. Department of Transportation U.S. Department of EducationPhone: 202-267-0107 Phone: 202-260-8354Fax: 202-267-4610 Fax: 202-205-0723Email: email@example.com Email: firstname.lastname@example.orgWilett Bunton Carol HayashidaOffice of the Assistant Secretary of the U.S. Merit Systems Protection BoardArmy for Financial Management and Comptroller Phone: 202-653-6772U.S. Department of the Army Fax: 202-653-7211Phone: 703-697-8121 Email: email@example.comEmail: firstname.lastname@example.org Sharrelle HigginsWarren Clayman Office of DiversityOffice of Environment, Safety and Health U.S. Office of Personnel ManagementU.S. Department of Energy Phone: 202-606-1059Phone: 202-586-4591 Fax: 202-606-0927Fax: 202-586-7980 Email: email@example.comEmail: firstname.lastname@example.org Raymond JohnsonDee De Leva Patent and Trademark OfficeFederal Aviation Administration U.S. Department of CommerceU.S. Department of Transportation Phone: 703-308-2565Phone: 202-267-7345 Fax: 703-308-0818Fax: 202-267-7636 Email: email@example.comEmail: firstname.lastname@example.org Kathie KlassSol del Ande Eaton National Highway Traffic Safety AdministrationNational Institute of Standards and Technology U.S. Department of TransportationU.S. Department of Commerce Phone: 202-366-9550Phone: 301-975-5481 Fax: 202-366-5962Fax: 301-975-5387 Email: email@example.comEmail: firstname.lastname@example.org Martin LevyDinah Griggsby Office of the Assistant Secretary forHuman Resources Operations Management and BudgetU.S. Environmental Protection Agency U.S. Department of Health and Human ServicesPhone: 202-260-4193 Phone: 202-690-6191Fax: 202-260-1039 Fax: 202-690-8328Email: email@example.com Email: firstname.lastname@example.org
20. Romanita Lucero Robert StockmanOffice of Human Resources Office of Strategic PlanningU.S. Small Business Administration U.S. Department of CommercePhone: 202-205-6153 Phone: 202-482-5976Fax: 202-205-7064 Fax: 202-501-3024Email: email@example.com Email: firstname.lastname@example.orgLisa Mallory Orelious WalkerNational Partnership for Reinventing Government Office of Strategic PlanningPhone: 202-694-0006 U.S. Department of TreasuryFax: 202-632-0390 Phone: 202-622-0412Email: email@example.com Fax: 202-622-2549 Email: firstname.lastname@example.orgCarlton MannOffice of the Inspector General Lori WayU.S. Federal Emergency Management Administration Office of Executive Assistance ManagementPhone: 202-646-3921 U.S. Department of CommerceFax: 202-646-3901 Phone: 202-482-4115Email: email@example.com Fax: 202-482-3592 Email: firstname.lastname@example.orgCurtis MarshallU.S. Department of Veterans Affairs Carolyn WongPhone: 202-273-7522 Office of Equal OpportunityFax: 202-273-5991 U.S. Department of Veterans AffairsEmail: email@example.com Phone: 202-273-5888 Fax: 202-273-6537Charles Miller Email: firstname.lastname@example.orgDefense Logistics AgencyU.S. Department of Defense Charles ZoltakPhone: 703-767-1132 Finance and Administration OfficeFax: 703-767-1110 U.S. Department of CommerceEmail: email@example.com Phone: 301-457-3152 Fax: 301-457-3846Sheila Mingo Email: firstname.lastname@example.orgOld Dominion UniversityPhone: 757-683-4383Fax: 757-683-5593Email: email@example.comRob M. SadlerOffice of General CounselU.S. Department of CommercePhone: 202-482-8042Fax: 202-482-2998Email: firstname.lastname@example.org
21. Appendix B Telephone Survey VICE PRESIDENT AL GORE’S NATIONAL PARTNERSHIP FOR REINVENTING GOVERNMENT ACHIEVING WORKFORCE DIVERSITY BENCHMARKING STUDY - TELEPHONE SURVEY -Name:Title:Company:Address:City: State/Province:Zip/Postal Code: Country:Phone: Fax:For your information, below is our definition of "diversity." Diversity in the workforce includes all characteristics and experiences that define each of us as individuals.General Background Information:This survey is being completed for:❑ Total Organization❑ Business Unit (Give name)(Please respond to the following questions for the total company or business unit specified above.)What is the total number of full-time equivalents (FTE) in your organization (total company or business unit)?
22. Section I: Organizational Diversity Goals and Objectives1. What are your organization’s top three (3) diversity goals and objectives?2. What processes are currently in place to achieve your organization’s top three (3) diversity goals and objectives? (Please check all that apply) ❑ Mentoring ❑ Training ❑ Family life ❑ Work life ❑ Recruitment ❑ Management involvement ❑ Affirmative employment programs ❑ Regular inclusion of diversity topics at meetings ❑ Recognition of diversity champions ❑ Empowerment ❑ Community involvement and outreach ❑ Other 2a. Selecting from the list above, please identify the three (3) processes that are most effective.
23. Section II: Diversity Strategy and Processes3. Does your organization have a diversity strategy? ❑ Yes (Continue with question #3a) ❑ No (Please go to question #9) 3a. What is your organization’s diversity strategy focus? ❑ Internal ❑ External ❑ Both 3b. Is your organization’s diversity strategy incorporated into the following? (Please check all that apply) ❑ Organizational core values ❑ Strategic plan(s) ❑ Business case ❑ Performance indicators ❑ Quality programs ❑ Succession planning ❑ Other ❑ Not incorporated4. Does your organization have a budget to support its diversity strategy? ❑ Yes ❑ No5. Listed below are some dimensions of diversity. Please mark all the dimensions that are specifically addressed in your organization’s diversity strategy. ❑ Race/Color ❑ Asian ❑ Ethnic origin (for example, Hispanic) ❑ American Indian or Alaska Native ❑ Religion ❑ Black or African American ❑ Gender ❑ Native Hawaiian or Pacific Islander ❑ Age ❑ White ❑ Disability ❑ Multiracial ❑ Sexual orientation ❑ Other(s)
24. 6. Does your organization measure its strategy’s effectiveness? ❑ Yes ❑ No 6a. If yes, what feedback mechanisms does your organization use to validate the success of its diversity strategy, and which mechanisms are the most effective in providing it with the needed information? (Please circle appropriate responses) Feedback Mechanisms Used Effectiveness a. Cultural Audit/Baseline Yes No Low Medium High Survey/Org. Assessment b. Employee Survey Yes No Low Medium High c. Customer Input Yes No Low Medium High d. Focus Groups Yes No Low Medium High e. One-on-One Interviews Yes No Low Medium High f. Feedback/Suggestion Systems Yes No Low Medium High g. Training Evaluations Yes No Low Medium High h. Management/Employee Yes No Low Medium High Dialog i. Affinity/Support Groups Yes No Low Medium High j. Other: Yes No Low Medium High k. Other: Yes No Low Medium High 6b. How often does your organization measure the effectiveness of its diversity strategy? ❑ Quarterly ❑ Semiannually ❑ Annually ❑ Other7. Does your organization have a process(es) in place to support your diversity strategy? ❑ Yes ❑ No 7a. If yes, how long has the process(es) been in place? 7b. Is the process(es) centralized ❑ or decentralized ❑ ?8. Who has lead responsibility for managing diversity in your organization? ❑ Equal Opportunity/Civil Rights ❑ Diversity Office ❑ Human Resources ❑ Other9. What is the total number of staff dedicated to diversity in your organization? Full-time Part-time Contract
25. Section III: Management Commitment10. Does your organization have a formal succession planning process? ❑ Yes ❑ No 10a. If yes, how long has the succession planning process been in place?11. What does senior leadership currently do to demonstrate its commitment to diversity? (Please check all that apply) ❑ Regular inclusion of diversity topics at meetings ❑ Mentoring ❑ Personal involvement in diversity training ❑ Funding ❑ Managing by example ❑ Dedicated resources ❑ Recognition of diversity champions ❑ Empowerment ❑ Community involvement and outreach ❑ Other 11a. Selecting from the list above, please identify the three (3) approaches that are most effective:12. Which of the following identifies how senior leadership is held accountable for diversity? (Please check all that apply) ❑ Performance standards ❑ Linked to compensation ❑ Bonus criteria ❑ 360 degree evaluations or multilevel evaluations ❑ Dialog with affinity groups ❑ Rewards ❑ Recognition ❑ Other ❑ Not held accountable For your information, below are our definitions for different groups. Affinity Groups – Recognized Employee Groups Work Groups – Intact Teams Task Groups – Ad Hoc Teams or Matrix Teams Focus Groups – Subject Matter Experts
26. Section IV: Employee Involvement13. What employee groups does your organization currently have in place? (Please check all that apply) ❑ Task force ❑ Employee defined affinity groups ❑ Focus groups ❑ Advisory council ❑ Union ❑ Support groups ❑ Change agents ❑ Work groups ❑ Partnerships with community-based groups ❑ Other14. Do senior leaders involve the employee groups identified in question 13 to participate in any of the following? (Please check all that apply) Human resource planning ❑ Yes ❑ No Performance indicators ❑ Yes ❑ No Peer review ❑ Yes ❑ No Employee benefits ❑ Yes ❑ No Policy planning ❑ Yes ❑ No Diversity action planning ❑ Yes ❑ No Budgeting ❑ Yes ❑ No Funding ❑ Yes ❑ No Other ❑ Yes ❑ No ❑ Does not encourage participation15. Which of the following identifies how employees are held accountable for diversity? (Please check all that apply) ❑ Performance standards ❑ Linked to compensation ❑ Bonus criteria ❑ 360 degree evaluations or multilevel evaluations ❑ Collaboration between affinity groups ❑ Rewards ❑ Recognition ❑ Other ❑ Not held accountable
27. Section V: Diversity Indicators16. Using the table below, has the use of any of the following measures contributed to your organization’s success in achieving its diversity goals? 16a. If so, what is the direction of the trend for each measure over the last three (3) years? Measures Contribute to Trend Success a. Employee Satisfaction Yes No Increase Decrease No Change b. Customer Satisfaction Yes No Increase Decrease No Change c. Workforce Demographics Yes No Increase Decrease No Change d. Compensation Analysis Yes No Increase Decrease No Change e. Retention Yes No Increase Decrease No Change f. Turnover Yes No Increase Decrease No Change g. Absenteeism Yes No Increase Decrease No Change h. Proportion of Mgmt. Positions held by Women/Minorities/ Yes No Increase Decrease No Change Persons w/Disabilities i. Upward Mobility Yes No Increase Decrease No Change j. Diversity Trng. Attendance Yes No Increase Decrease No Change k. Worklife/Family Program Yes No Increase Decrease No Change Utilization l. Complaints/Grievances Yes No Increase Decrease No Change m. Internal Lateral Moves Yes No Increase Decrease No Change n. Other: Yes No Increase Decrease No Change o. Other: Yes No Increase Decrease No Change p. Other: Yes No Increase Decrease No Change
28. Appendix C Score Card ACHIEVING WORKFORCE DIVERSITY BENCHMARKING STUDY - TELEPHONE SURVEY SCORECARD -Team Member: Date of Interview:Company: Maximum Actual Question Score Score – General Background Information 00 00 1. What are the organization’s top three (3) diversity goals and objectives? 00 00 2. What processes are currently in place to achieve the organization’s 10 top three (3) diversity goals? 3. Does the organization have a diversity strategy? (Score for 3b) 5 4. Does the organization have a budget to support its diversity strategy? 5 5. Does the organization address dimensions of diversity in its strategy? 10 6. Does the organization measure its strategy’s effectiveness? 10 7. Does the organization have a process(es) in place to support its 00 00 diversity strategy? 8. Who has the lead responsibility for managing diversity in the 00 00 organization? 9. What is the total number of staff dedicated to diversity in the 00 00 organization? 10. Does the organization have a formal succession planning process? 5 11. What does senior leadership currently do to demonstrate its 5 commitment to diversity? 12. What identifies how senior leadership is held accountable for 10 diversity? 13. What employee groups does the organization currently have in 5 place? 14. Do senior leaders involve any of the employee groups identified in 10 question 13 to participate? 15. What identifies how employees are held accountable for diversity? 10 16. Has the use of the listed measures contributed to the organization’s 10 success in achieving its diversity goals? Total Points 95
29. Appendix D Site Visit Guide VICE PRESIDENT AL GORE’S NATIONAL PARTNERSHIP FOR REINVENTING GOVERNMENT ACHIEVING WORKFORCE DIVERSITY BENCHMARKING STUDY - INFORMATION REQUEST -Instructions: Please provide a copy of the following documentation, if possible, in preparation for the site visit.1. Organizational Charts showing reporting and organizational (centralized, etc.) structures for diversity2. Diversity Vision/Mission Statement3. Diversity Strategic Plan4. Diversity Policy Statement5. Diversity Communications Plan (if not part of strategic plan)6. Diversity Training Plan (if not part of strategic plan)7. Summary of Diversity/Cultural Audits8. Diversity Brochures, Newsletters, etc.--any relevant information not captured in above documents
30. VICE PRESIDENT AL GORE’S NATIONAL PARTNERSHIP FOR REINVENTING GOVERNMENT ACHIEVING WORKFORCE DIVERSITY BENCHMARKING STUDY - SITE VISIT STUDY GUIDE - Section One: Background1. How does your organization define "diversity"?2. If you are responding as a business unit or department, how is your diversity strategy linked to the corporate diversity strategy?3. Please explain the impetus for establishing a diversity strategy in your organization. x What was the catalyst for establishing diversity? x Where did it begin, e.g., from the top or bottom? x How long has the diversity strategy been in place?4. How is the diversity strategy supported in your organization? x Review organizational chart, e.g., where is it located and what are the reporting relationships? x What is the percentage of the overall budget allocated to diversity?
31. Section Two: Diversity Strategy1. Please explain how your organization developed its diversity strategy. x Who was considered a stakeholder? x Who was involved in the development of the diversity strategy, e.g., management, employees, consultants, unions, etc.? x How were management, employees, consultants, unions, etc., involved in the development of the strategy process?2. How have you integrated diversity into your succession planning?3. Please describe the business case for your diversity strategy, e.g., bottom-line benefits, ROI, etc.?4. What significant changes, if any, have been made to your diversity strategy since its inception?5. What barriers had to be overcome to implement your diversity strategy?6. Given your responses on question #12a on the Telephone Survey, please explain why these approaches are most effective. x How has this approach enhanced overall diversity in your organization?7. Why did you choose the methods in question #13 (or question #16) – Telephone Survey for holding senior leadership accountable? x Have they been successful? Why or why not? xWhat percentage of your leadership met the criteria under the methods chosen for them? x How did your organization develop the measurable criteria for the methods being used?
32. Section Three: ProcessesPlease explain how each of the processes (identified in question #2a - Telephone Survey) contributes to the success of your overalldiversity strategy? (Please discuss, in detail, the three most effective processes)Process A:1. Please describe the steps in the process. (Is there a process flow chart?) x How long has the process been in place?2. What resources are required to support this process, e.g., # of people, time, $$, facilities, contractor support, etc?3. Why did you choose this process? x How did you develop the process? x What are the key enablers?4. How did you implement this process? x How was it tested?5. What makes it successful, e.g., what are the key performance indicators? x How do you measure its success, e.g., effectiveness, efficiency, bottom-line benefits, utilization, retention, etc.?6. How has management commitment contributed to the success of the process?7. How has employee involvement contributed to the success of the process?Process B:1. Please describe the steps in the process. (Is there a process flow chart?) x How long has the process been in place?2. What resources are required to support this process, e.g., # of people, time, $$, facilities, contractor support, etc?3. Why did you choose this process? x How did you develop the process? x What are the key enablers?4. How did you implement this process? x How was it tested?5. What makes it successful, e.g., what are the key performance indicators? x How do you measure its success, e.g., effectiveness, efficiency, bottom-line benefits, utilization, retention, etc.?6. How has management commitment contributed to the success of the process?
33. 7. How has employee involvement contributed to the success of the process?Process C:1. Please describe the steps in the process. (Is there a process flow chart?) x How long has the process been in place?2. What resources are required to support this process, e.g., # of people, time, $$, facilities, contractor support, etc?3. Why did you choose this process? x How did you develop the process? x What are the key enablers?4. How did you implement this process? x How was it tested?5. What makes it successful, e.g., what are the key performance indicators? x How do you measure its success, e.g., effectiveness, efficiency, bottom-line benefits, utilization, retention, etc.?6. How has management commitment contributed to the success of the process?7. How has employee involvement contributed to the success of the process?
34. Section Four: Management and Employee InvolvementFrom a management perspective:1. Please describe how employee involvement in developing diversity strategies has impacted your organization. x How do they participate? x Do you think that employee involvement has a significant impact? If so, why?2. Which of the groups selected in question #14-Telephone Survey-has had a significant impact in securing employee involvement in diversity? How?From an employee perspective:3. Please describe how employee involvement in developing diversity strategies has impacted your organization. x How do employees participate? What are the activities/programs? x Do employees also participate in strategic planning?4. Do you think your input has an impact on the organization’s diversity strategy? If so, why?5. Are you held accountable for diversity? If so, how? Section Five: Conclusion1. What do you see "on the horizon" for diversity?