Covidien recognizes that a diverse workforce is a key asset that helps keep them connected to their global clients from over 150 countries. The company understands that reflecting the diversity of their markets and customers is important, and that an increasingly diverse workforce enables greater innovation. Carlos Cubia, who leads diversity and inclusion efforts at Covidien, encourages an inclusive environment where all employees feel valued and that their ideas are heard in order to drive innovation. Covidien has implemented strategies such as training on unconscious bias and expanding their recruitment efforts on social media to attract, engage, and develop a diverse talent pool.

1. The Value inOur Differences
Whenyour clientscome frommore than150 differentcornersof the globe,there’snogreaterasset
than a diverse workforce tokeepyouconnected.AtCovidien,everyone fromthe C-suite tothe
assemblyline isworkingto recognize the value inone another
March 17, 2014
By Elle Sinclair
WhenCarlos Cubia wastappedto leaddiversityandinclusionat Covidienin2012, the companywasin
the midstof refocusingitseffortsinthe area.With38,000 employeesinmore than70 countries,
Covidien,amedical suppliesanddevice manufacturer,understandsthe importance of reflectingthe
diverse marketsandcustomersitserves,andthatthe increasingdiversityof itsworkforce enablesthe
companyto be more innovative.
“Innovationisone of the keysto ourcontinuedsuccessasan organization,”Cubiasays.“Creatingan
environmentwhere everyone feelsincludedandthattheirideasare valuedgreatlycontributestothe
level of innovationata company.”
For Cubia,inclusionisanimperative inthe workplace andbeyond,fromthe simplestbehavior—treating
everyone withdignityandrespect—tothe complex,suchasusingdiversityasa powerful lever.“Iama
firmbelieverthateveryonehassomethingof value tooffer,”he says.“If we justtake the time tolisten
and learnandnot prejudge ordismisspeople,we will quicklyrealizethe value of ourdifferencesand
howthat can fuel innovationanddrive oursuccess.”
Cubiaencouragesthe approachat all levelsbymakingthe businesscase fordiversityandinclusion.“The
more diverse yourworkforce,the more intune youare withwhat’sgoingonbeyondyourfourwalls,”
he says.Cubiahas alignedCovidien’sdiversity andinclusionactivitiestoanapproachof attracting,
engaging,anddevelopingtalent.
Attractingthe righttalentisintegral tocreatinginnovative productsandprovidingsuperior
performance.Overthe lastyear,the companyhasimplementedtieredstrategiestoattract diverse
talentto Covidien.“First,we launchedacampaignto educate ourglobal leadersonwhatdiversity
recruitingmeans,”explains JenHoffman,directorof diversityandinclusionforCovidien.“We created
conversationstartersonwhere goodtalentcomesfromandcreatedtrainingtoolstoreduce
unconsciousbiasandhiringbiasesinrecruitingtalent.”The companyalsostrengtheneditsemployment
brand to areaswhere itdidn’thave visibility,launchinganaggressivesocial-mediacampaignthisyear,
whichincludedLinkedInandTwittertoreacha globallydiverse population,andaddingnew contentto
itscareerswebsite.
The secondapproach,engagement,allowsemployeestothrive,tofeel thattheyare a part of the
organization,andtotake ownershipinCovidien’ssuccess.Overthe lastthree years,the companyhas
seenthe developmentof anumberof employee affinitygroupsandaglobal inclusioncouncil,all with
the goal of givingemployeesaplatformtovoice theirthoughtsanda forumin whichtouse them
constructively.While the message of inclusionisuniversal,Cubiastressesthatflexibilityiskeytoa
successful strategy.“We donottry to be prescriptiveinthe approach,”he says.“Diversityislocal,sothe
approach andtactics that eachregionor businessunitadoptshastofittheirlocal needs.”

2. If engagementallowsemployeesvoicestotranscendthe traditional boundariesof the corporate
hierarchy,the thirdfacetof Covidien’sinclusionapproach,development,allowsthem togrow their
skills.“Ourcorporate leadershipprogramsfocusondifferentlevelsinthe organizationwhere diversity,
inclusion,andculture conceptsare integratedintothe curriculum,”explains KrisNormandin,directorof
diversityandinclusion.“Inourmanager-level curriculum,the emphasisisonfosteringinclusionand
innovationwithteams.Ourexecutive-levelcurriculumfocusesonbuildinganinclusive environmentthat
createslearningopportunitiesandrisktaking.”
NormandinalsonotesthatCovidienhasdevelopedawomen’sleadershipprogramtobuildastrong
pipelineof womenleadersatthe company.Contentisfocusedonself-awareness,negotiationand
networkingskills,andanunderstandingof genderdynamicstoprovide talentedwomendirectors with
the abilitytonavigate the organizationforleadershipsuccess.
Covidienisalsobuildinginclusivesponsorshipcapabilitiesinitsexecutiveleaders.The seniorleadersin
the organizationare requiredtobuildsponsorrelationshipswithkeytalent whoare differentfrom
themselves—beitgender,age,race,nationality,functional expertise,etc.These relationshipsare
designedtoprovide exposure andvisibilityof high-potential employeestootherleadersand
opportunities.
The initial resultsof these effortswere wellillustratedinCovidien’sfirst WorldDayfor Cultural
Diversity,heldlastyear.Beyondthe deliciousfoodservedinthe company’scafeteriasandinteresting
facts postedinthe heritage displaybooths,the demonstrationof the effectivenessof the eventandthe
approach as a whole canbe seeninthe voicesandactionsacrossthe company.Itcan be difficultto
measure the inclusivenessof anenvironmentbut,asthe dialogue onthistopicrampsupand additional
employeenetworksare created,Cubiafeelsit’sasure signthe companyismakingprogress.“Diversity
isn’ta program; it’snota bolt-onoradd-on,”he says.“It’sembeddedineachdecisionandstrategy.And
we’ll continueworkingtocreate anenvironmentwhere inclusiondrivesinnovation.”