1. BEST PRACTICES
IN
ACHIEVING WORKFORCE DIVERSITY
U.S. DEPARTMENT OF COMMERCE AND
VICE PRESIDENT AL GORE’S
NATIONAL PARTNERSHIP FOR REINVENTING GOVERNMENT
BENCHMARKING STUDY

2. T ABLE OF C ONTENTS
BENCHMARKING STUDY PARTNERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv
ACKNOWLEDGMENTS ................................................................... v
EXECUTIVE SUMMARY .................................................................. 1
CHAPTER 1: INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
CHAPTER 2: LEADERSHIP COMMITMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
CHAPTER 3: STRATEGIC PLANNING ....................................................... 7
CHAPTER 4: EMPLOYEE INVOLVEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
APPENDICES
A. BENCHMARKING AGENCY PARTICIPANTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A1
B. TELEPHONE SURVEY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B1
C. SCORE CARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C1
D. SITE VISIT GUIDE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D1

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 SECRETARY
DIRECTOR, 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 best
practices 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, United
States 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 Diversity
Executive Summary
Diversity Affects the World diversity within their organizations. These
Advances in technology and the advent of a
practices reflect our partners’ understanding
that valuing and recognizing diversity is
Our success as a
global economy bring the people of the world
closer together than ever before. Given this fact,
imperative in order to maintain a competitive
advantage. They know that using these
global company
businesses, educational systems and other entities practices enhances productivity, effectiveness,
are investigating ways to better serve their and sustained competitiveness.
is a direct result
constituents. This includes being able to attract
and retain the best and most qualified workers. How is this different? of our diverse
Organizations that can develop and employ the
necessary policies and procedures to do this will Frequently, diversity is viewed in a limited and talented
maintain 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. Our
private sector competitive model may not
squarely 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 they
their existence. Yet, Federal organizations must
compete to recruit and retain the best talent if think and do things. This is critical. This new consumer
they hope to achieve their bottom line, their study describes tested ways to draw on all the
statutory missions. varied skills of our workforce. insights and
The changing demographics of our nation also What did we learn? ideas and to
affect the nation’s businesses and in turn the
nation’s economy. For our government and
This study emphasizes the most valuable
information that the best practices organizations
execute in a
businesses to continue to be effective and motivate
citizens to contribute to building these
have to offer. Our critical findings focus on the
following information because we can use it to
superior way
institutions, our leaders must recognize and
further and strengthen the U.S. government’s
capitalize upon the diversity of the nation.
efforts to achieve diversity in the workplace. across the world
Why is this important? • Organizations Benefit from Diversity is the best
To achieve success and maintain a competitive
advantage, we must be able to draw on the most Organizations that promote and achieve a possible
important resource – the skills of the workforce. diverse workplace will attract and retain
With the increasing richness of diversity in the quality employees and increase customer testimony to the
world and in the workforce, we need to expand loyalty. For public organizations, it also
our outlook and use creative strategies to be translates into effective delivery of essential power of
successful. Employees can provide this services to communities with diverse needs.
resource. This study identifies best practices diversity any
that work in organizations that are doing just • Leaders and Managers are Responsible for
that. These practices can be adopted in any Diversity organization
workplace.
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 ensure
Our 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: Introduction
Today’s managers are responsible for both organization. As one benchmarking partner
leading employees and responding to the needs
of customers who are more ethnically and
stated, "We view diversity as something more
than a moral imperative or a business
There were never
culturally 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 two
and the private sectors are focusing more of the organization increases employee
attention 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; increases
excellent customer service, or to maintain a responsiveness; and adds value to the customer. anymore than
competitive edge, diversity is increasingly
recognized and utilized as an important Scope of the Study two hairs or
organizational resource.
The United States Department of Commerce two grains. The
What is Diversity? and Vice President Al Gore’s National
One of the major stumbling blocks in
Partnership for Reinventing Government
(NPR) sponsored this benchmarking study.
most universal
discussions surrounding diversity is its very The study identifies best practices used by
definition. For our purposes, we use the leading organizations to achieve workforce quality is
following definition of diversity: "Diversity diversity. The study team identified the
includes 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 Essayist
umbrella, when in fact, exactly the opposite is commitment;
true. Diversity includes the entire spectrum of 2. Employee involvement; 1
The working definition of diversity, as
primary dimensions of an individual, including 3. Strategic planning; developed and used by Vice President Al
Race, 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 a
the Diversity Task Force as “REGARDS”). 6. Accountability, measurement, and comprehensive review of diversity
Secondary dimensions commonly include: literature.
evaluation; and
communication style, work style, organizational 7. Linkage to organizational goals and 2
See, e.g., Taylor Cox, Jr., Cultural
role/level, economic status, and geographic objectives. Diversity in Organizations (San
origin (e.g., East, Midwest, South). It is a Francisco: Berrett-Koehler Publishers),
1994, pp. 19-40; Ann Morrison, The
simple fact that each of us possesses unique The practices that are included in this report are New Leaders: Guidelines on Leadership
qualities along each of these dimensions. not identified by specific organization in order Diversity in America (San Francisco: Josey
Experience 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 Ronald
individual productivity, organizational The study team reviewed a wide range of E. Fox, The Change Equation
effectiveness, 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 efforts
human capital, organizations must go beyond in achieving workforce diversity. The study team
merely creating a more diverse workplace. conducted an additional screening procedure to
Once there, the value of having diverse identify organizations whose exemplary practices
employees must be recognized."3 Now is the in achieving workforce diversity were truly
time to move beyond viewing diversity as "world class" based on the identified critical
merely the numerical representation of certain success factors. As a result, 65 organizations were
groups. 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 Keith
Ellison, "The Next Step Diversity 100,"
Next Step (Philadelphia, Next Step
Enterprises), Spring 1999, p. 34; Edward
Robinson and Jonathan Hickman, "The
Diversity 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 Commitment
Taking 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 the
The degree to which our partners’ leaders are repeatedly" to enhance awareness, promote
actively involved in implementing initiatives open dialog, and remove barriers. Several
change we wish
and risk taking distinguishes them from other partners stressed that effective communication
leaders. Managers manage change, but best-in- needs to be multidirectional within and across to see in the
class 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 reference
ensuring 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 Leader
diversity as an important goal, and position the eliminate biases and barriers. Our partners note
responsibility for diversity not merely with that there is no “one-size-fits-all” nor any
human resources departments or diversity “magic pill” to make diversity “happen.”
offices, but with top-level and senior executives. However, some communication channels
Our best-in-class leaders provide the visibility effectively used by our partners to spread the
and commit the time and resources to make diversity message include: policy statements,
diversity happen. In short, diversity is both a newsletters, meetings, speeches, training
top 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 business
The top leaders of our benchmarking partner program, and is a representative on every
organizations are all personally involved in board and almost every committee in the
helping the boards of directors, employees, organization.
other stakeholders and their respective
communities understand that diversity • When one partner organization recently
initiatives create fairer employment systems and merged with another company, the Chair,
benefits for everyone. Equity and improved job President, and Chief Executive Officer jointly
satisfaction contribute to increased productivity signed a diversity statement to keep diversity
and 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 Planning
Linking Diversity to Strategic Plans offering market-competitive, performance-
based compensation and benefits that also When aligned
Diversity 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 with
strategic direction, goals, and objectives of the attainment of the “People” plank goals that
organization.6 Strategic level long-range are to create an environment in which people organizational
planning for diversity is a more recent from diverse backgrounds, styles, cultures,
development. Previously, diversity was not seen
as 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 poorly
conceptualized, lacked specificity, and were not • One partner’s operating management and the
diversity can be
linked to strategic organizational plans. Today’s human resources department jointly
leaders realize that in order to be effective, developed a five-year diversity plan. This
a powerful
successful diversity planning must be aligned plan included a monitoring system to
with and provide support for strategic business measure diversity representation by function contributor
objectives 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 Involvement
When it comes to employees, our partners have • One partner organized a diversity summit
several things in common. Namely, they have
three 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 the
1. Maximizing workplace satisfaction for all organization by holding constructive dialog
single twig
employees; sessions where participants could speak
2. Retaining a world class workforce; and openly and honestly about differences in a breaks, but the
3. 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 in
The leadership believes that employee organizational units. is strong.
involvement and feedback are necessary
components in achieving these goals. Thus, • At another partner organization, its Chief Tecumseh, Shawnee 1795
our partners actively seek employee input. Executive Officer conducts roundtables with
They 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 the
2. 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, task
3. Does management clearly outline a credible teams, focus groups, affinity councils, issue study
future that you can believe in? groups, and networking groups. These groups
4. 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 of
5. Are differences valued? employees. Participation in these groups is
6. 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 Wellness
Mentoring Employees
Finally, as another venue for diversity
Most of our partners have established formal participation, our partners establish links
mentoring programs. Mentors are used to help between diversity and work life activities such as
assimilate new employees into the dependent care funds, alternative work
organizational culture. In others, mentoring scheduling, and life cycle assistance.
involves the willingness of leaders to accept
proteges and introduce them to new and more • One partner organization offers a healthy
challenging 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

18. Appendices

19. Appendix A
Benchmarking Agency Participants
Terri Bell Raj K. Gupta
Office of Civil Rights Office of Federal Operations
U.S. Department of Commerce U.S. Equal Employment Opportunity Commission
Phone: 301-713-0500 Phone: 202-663-4581
Fax: 301-713-0983 Fax: 202-663-7022
Email: terri.l.bell@ofa.noaa.gov Email: raj.gupta@eeoc.gov
David Benton Marian Harris
Office of Leadership and Diversity Management Office of Management, Human Resources Group
U.S. Department of Transportation U.S. Department of Education
Phone: 202-267-0107 Phone: 202-260-8354
Fax: 202-267-4610 Fax: 202-205-0723
Email: dbenton@comdt.uscg.mil Email: marian_harris@ed.gov
Wilett Bunton Carol Hayashida
Office of the Assistant Secretary of the U.S. Merit Systems Protection Board
Army for Financial Management and Comptroller Phone: 202-653-6772
U.S. Department of the Army Fax: 202-653-7211
Phone: 703-697-8121 Email: carol.hayashida@mspb.gov
Email: inclusivediversity@hotmail.com
Sharrelle Higgins
Warren Clayman Office of Diversity
Office of Environment, Safety and Health U.S. Office of Personnel Management
U.S. Department of Energy Phone: 202-606-1059
Phone: 202-586-4591 Fax: 202-606-0927
Fax: 202-586-7980 Email: swhiggin@opm.gov
Email: warren.clayman@eh.doe.gov
Raymond Johnson
Dee De Leva Patent and Trademark Office
Federal Aviation Administration U.S. Department of Commerce
U.S. Department of Transportation Phone: 703-308-2565
Phone: 202-267-7345 Fax: 703-308-0818
Fax: 202-267-7636 Email: raymond.b.johnson@uspto.gov
Email: dee.m.deleva@faa.gov
Kathie Klass
Sol del Ande Eaton National Highway Traffic Safety Administration
National Institute of Standards and Technology U.S. Department of Transportation
U.S. Department of Commerce Phone: 202-366-9550
Phone: 301-975-5481 Fax: 202-366-5962
Fax: 301-975-5387 Email: kathie.klass@nhtsa.gov
Email: sol.eaton@nist.gov
Martin Levy
Dinah Griggsby Office of the Assistant Secretary for
Human Resources Operations Management and Budget
U.S. Environmental Protection Agency U.S. Department of Health and Human Services
Phone: 202-260-4193 Phone: 202-690-6191
Fax: 202-260-1039 Fax: 202-690-8328
Email: griggsby.dinah@epamail.epa.gov Email: mlevy@os.dhhs.gov

20. Romanita Lucero Robert Stockman
Office of Human Resources Office of Strategic Planning
U.S. Small Business Administration U.S. Department of Commerce
Phone: 202-205-6153 Phone: 202-482-5976
Fax: 202-205-7064 Fax: 202-501-3024
Email: romanita.lucero@sba.gov Email: bstockman@doc.gov
Lisa Mallory Orelious Walker
National Partnership for Reinventing Government Office of Strategic Planning
Phone: 202-694-0006 U.S. Department of Treasury
Fax: 202-632-0390 Phone: 202-622-0412
Email: lisa.mallory@npr.gov Fax: 202-622-2549
Email: orelious.walker@do.treas.gov
Carlton Mann
Office of the Inspector General Lori Way
U.S. Federal Emergency Management Administration Office of Executive Assistance Management
Phone: 202-646-3921 U.S. Department of Commerce
Fax: 202-646-3901 Phone: 202-482-4115
Email: carlton.mann@fema.gov Fax: 202-482-3592
Email: lori.way@doc.gov
Curtis Marshall
U.S. Department of Veterans Affairs Carolyn Wong
Phone: 202-273-7522 Office of Equal Opportunity
Fax: 202-273-5991 U.S. Department of Veterans Affairs
Email: curtis.marshall@mail.va.gov Phone: 202-273-5888
Fax: 202-273-6537
Charles Miller Email: carolyn.wong@mail.va.gov
Defense Logistics Agency
U.S. Department of Defense Charles Zoltak
Phone: 703-767-1132 Finance and Administration Office
Fax: 703-767-1110 U.S. Department of Commerce
Email: millerc@pr.osd.mil Phone: 301-457-3152
Fax: 301-457-3846
Sheila Mingo Email: charles.zoltak@ccmail.census.gov
Old Dominion University
Phone: 757-683-4383
Fax: 757-683-5593
Email: smingo@odu.edu
Rob M. Sadler
Office of General Counsel
U.S. Department of Commerce
Phone: 202-482-8042
Fax: 202-482-2998
Email: rsadler2@doc.gov

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 Objectives
1. 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 Processes
3. 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 incorporated
4. Does your organization have a budget to support its diversity strategy?
❑ Yes
❑ No
5. 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 ❑ Other
7. 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
❑ Other
9. What is the total number of staff dedicated to diversity in your organization?
Full-time Part-time Contract

25. Section III: Management Commitment
10. 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 Involvement
13. 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
❑ Other
14. 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 participation
15. 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 Indicators
16. 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 diversity
2. Diversity Vision/Mission Statement
3. Diversity Strategic Plan
4. Diversity Policy Statement
5. Diversity Communications Plan (if not part of strategic plan)
6. Diversity Training Plan (if not part of strategic plan)
7. Summary of Diversity/Cultural Audits
8. 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: Background
1. 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 Strategy
1. 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: Processes
Please explain how each of the processes (identified in question #2a - Telephone Survey) contributes to the success of your overall
diversity 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 Involvement
From 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: Conclusion
1. What do you see "on the horizon" for diversity?