Test

1. 1
Being the Best in Diversity -- Right Now!
• Global Leadership Conference directives
– “Engage employees with communication, trust, openness,
good relationships”
– “Numbers we don’t have to explain”
– “Brutal facts”
• The Brutal Facts – before you can get better, you
must acknowledge the problem
– High performance companies outshine GM on issues with
regard to a culture of fairness and respect
• In addition, these companies also show consistently
more favorable opinions with regard to the “emerging
majority”

2. 2
2003 Global Employee Census - Culture of Fairness and Respect
3. Most of the time it is safe to speak up here.
8. Management of my department/function trusts the judgment of people in my position.
11. Employees are treated with respect here, regardless of their job.
26. Morale in my department/function is generally high.
33. My site/location operates with openness and honesty in its dealings with employees.
25. I believe I have the opportunity for personal development and growth here.
72. I feel that senior management of this Organization supports equal opportunity for all employees.
19. I find it very difficult to balance my work and my home life responsibilities. (N) Disagreeing is the Favorable Response.
24. My work schedule allows sufficient flexibility to meet my personal/family needs.
GROUP 3. 8. 11. 26. 33. 25. 72. 19. 24.
Average
Difference
ISR GLOBAL HIGH PERFORMANCE NORM (N=144,520) 64% 65% 77% 63% 76% 68% 68% 60% 67%
GM U.S. (N=59,007) 72%* 65% 63%* 46%* 48%* 49%* 60%* 58%* 63%* -9
GM U.S. Men (N=44,960) 73%* 66%* 63%* 47%* 49%* 49%* 61%* 58%* 64%* -9
GM U.S. Women (N=11,669) 72%* 66% 61%* 47%* 48%* 52%* 58%* 59% 64%* -9
GM U.S. Hourly (N=28,458) 72%* 55%* 52%* 42%* 35%* 43%* 54%* 61%* 57%* -15
GM U.S. Salaried (N=28,394) 73%* 75%* 72%* 49%* 60%* 45%* 64%* 56%* 70%* -4
GM U.S. Executives (N=1,209) 86%* 89%* 88%* 74%* 67%* 75%* 86%* 46%* 60%* 9
Global High Performance Norm includes top performing organizations with sustained successful financial performance in their
sector plus outstanding HR practices (includes over 40 companies). Comparison of the responses to the ISR Global High
Performance norm showed many areas that need improvement (the darker boxes).

3. 3
The Brutal Facts
• Internal, from bad to worse
– “I feel that senior management of this Organization supports equal
opportunity for all employees” * all scores statistically lower than
the general population in both 2000 and 2003
Global Census Survey responses
Executives 2000 2003
Afr. Am. 73% favorable 71% favorable
Hispanic 71% favorable 67% favorable
Women 79% favorable 77% favorable
• External, awards / sales lost
– Applied, but didn’t win
• Catalyst Award 2003
• Working Mother, Best Companies for Women in 2003
• Fortune’s 50 Best Companies for Minorities
– only listed once since initiation in 1998
– Lost sales
• 8 points women’s market share in 8 years - women buyers
look at how women are treated in the company when making
purchase decisions (source: Mary Lou Quinlan, Author)

4. 4
The Brutal Facts
• Diversity is seen as a competitive advantage at Toyota
Toyota’s diversity strategy is a ten year, multi billion dollar sustainable
commitment.
– “Toyota is committed to regular reviews and the strong oversight of our
processes, programs and policies on diversity, so to ensure that we achieve
all that is possible for a great company like Toyota.”
– “Toyota is committed to becoming the industry leader in diversity.”

5. 5
A Strong Respect and Fairness Culture =
Greatness
• The Pay Off
– Culture of fairness and respect receives high marks for top
performing companies with regard to diverse employee base
around retention, recommending company to others and
overall satisfaction with company (source: ISR)
– Improved marketing opportunities to “emerging majority”
– Corporate Culture impacts consideration and opinion level of
sales funnel (source: DYG,Inc., Wirthlin Worldwide)
– Minimized risk of litigation and subsequent negative press

6. 6
INFORMATION
UNDERSTANDING
COMMITMENT
ACTION
The Best in
Diversity
PULL
PUSH
Lack of full leadership engagement from the top
“PULL” must become “PUSH”
GOOD
GREAT

7. 7
A Strong Foundation
• Diversity Initiatives Reach – on a “pull” basis
• US Business Units: Pre-production Operations, Powertrain,
Product Development, Design, Finance, Economic
Development and Enterprise Services, SPO, Milford Proving
Grounds, Human Resources, Saturn, R&D, Metal Fab, GMAC,
IS&S, World Wide Facilities
• Global Business Units: Holden, Dubai, GM de Mexico, Europe,
GM Canada (in French)
• Manufacturing Facilities: Lansing Grand River, Spring Hill,
Shreveport, Fairfax, Doraville, Janesville, Arlington, Linden,
Baltimore, Wilmington, Detroit-Hamtramck, Pontiac, Orion,
Oshawa, EMD Locomotive
• Metal Fab Facilities: Lordstown, Grand Blanc
• Powertrain Facilities: Powertrain Flint, Allison Transmission

8. 8
A Strong Foundation
• GM Affinity Groups
– GM African Ancestry Group John Devine
– GM Asian Indian Affinity Group Jim Queen (new)
– GM Chinese Affinity Group Mark Hogan
– GM Hispanic Initiative Team Tom Gottschalk
– GM Mid-East/South-East Asian Affinity Group Chris Johnson
– GM North American Women’s Advisory Council Tom Stephens (new)
– People with Disabilities Affinity Group John Smith
– GM Plus (Gay and Lesbian) Katy Barclay
– GM Veterans Affinity Group John Quattrone
• Affinity Group Accomplishments
– Cost reduction workshops
– New products and product enhancements
– Provision of marketing resources and direct sales tactics
– Employee development and recruitment
– Improved internal safety protocol

9. 9
A Strong Foundation
• Tools & Resources
– 6th core value: Individual Respect and Responsibility Core Value
– Global dissemination of Diversity Learning moments to > 10,000
GM employees
– Functional Diversity Video Series: Behavior X Results = Success
– Getting Along Video, translation into six languages / Diversity
Protocol at GMU
– Conversation Starters
– Quality Network initiated expectation that each location continue
utilizing materials and training to understand, manage, and value
diversity, with quarterly metrics

10. 10
Restraints to being the Best
• No infrastructure with metrics and common directives from
leadership
• Feedback from Leadership Immersion Day 2003 that metrics
were required to drive performance
• Inconsistent pockets of engagement
• No consistent messaging from leadership
• Feedback from Leadership Immersion Day 2003 “we can’t talk
about this too much”
• Support for Affinity Group participation

11. 11
Recommendation One
Each NASB member analyze and set metrics for improvement on 9
specific Global Census Data questions with goals for improvement to
be set by Corporate Downtime.
3. Most of the time it is safe to speak up here.
8. Management of my department/function trusts the judgment of
people in my position.
11. Employees are treated with respect here, regardless of their job.
26. Morale in my department/function is generally high.
33. My site/location operates with openness and honesty in its
dealings with employees.
25. I believe I have the opportunity for personal development and
growth here.
72. I feel that senior management of this Organization supports equal
opportunity for all employees.
19. I find it very difficult to balance my work and my home life
responsibilities.
24. My work schedule allows sufficient flexibility to meet my
personal/family needs.

12. 12
Organizational Implementation
1. Each NASB determines functional goals for his/her organization for each of
nine questions.
2. Diversity Initiatives creates composite (avg. of all functions) for “GM Best in
Diversity” goals for each of the nine questions.
3. NASB sanctions “GM Best in Diversity” goals in September 2004.

13. 13
Functional Implementation
Process measures developed at Go Fast with regard to Actions for
Leaders Driving Diversity based on culture of function. For example:
• QN metric to discuss diversity four times per year at events like All
People Meetings
• Number of people receiving Learning Moments across organization
• Number of Conversation Starters at Staff and Diagonal Slice
Meetings
• Number of You Make a Difference awards received in function
• Number of employees participating in Diversity related training
• Number of times Affinity Groups included in All People Meetings
• Number of Diversity Expo events conducted

14. 14
Follow Up and Continuous Improvement
1. Diversity Initiatives will assess performance to stretch goals in June 2005.
2. Diversity Initiatives will report results to NASB in July 2005, in a red, yellow
green performance to goal format.
3. Diversity Initiatives will assess data for Best Practices and make
recommendations for moving forward.

15. 15

16. 16
Strategic Champions
• Functions Represented
– Communications
– Corporate Responsibility
– Dealer Diversity
– Diversity Initiatives
– Finance
– GMAC
– Human Resources
• Employee Benefits
• Talent Acquisition
– Manufacturing
– Mobility
– Product Development
– Supplier Diversity
– VSSM

17. 17
Recommendations TWO and THREE
• Recommendation TWO
– Agree to at least one Go Fast session in your area where you
participate as a decision maker to integrate diversity strategies into
your relevant functional initiatives by December 2004.
• Recommendation THREE
– Sanction Diversity Strategic Champions to analyze global census
survey results with regard to executive responses and make
recommendations to NASB by December 2004.

18. 18
Back Up Slides

19. 19
Question U.S. Execs
% Favorable
U.S. Execs
%
Favorable Male
U.S. Execs
%
Favorable Female
I feel valued as an employee of this
organization
81 -4 -7
My work group has a climate in
which diverse perspectives are
valued
88 +1 -1
I believe that customers view GM as
a Company committed to diversity.
69 +3 -13
My Organization allows the full range
of people’s talents & experience to
be utilized.
78 +3 -9
I believe GM leadership is committed
to diversity at GM.
89 +3 -14
I feel that Senior Management of this
Organization supports equal
opportunity for all employees.
86 +3 -9
I believe my immediate Supervisor is
committed to diversity at GM.
92 +2 -4
GM Global CensusData - Diversity

20. 20
TOYOTA Diversity HR Strategy
Implementation and Accountability
• Senior management communicates the strategy to every
manager & associate
• Driven by real benchmarks & timetables to be provided to
all relevant managers
• Dedicate a lead manager in each area to ensure full
compliance at all company levels
• These lead managers report directly to senior level
executives on a quarterly basis
• Incentives to managers (rewards, bonuses, positive
performance evaluations) to ensure full compliance &
energies to achieving the goals & timetables
• Planned deviation system, address situations where
managers fail to achieve objectives