Diversity Executive - September 2008 - (Page 38)

top executives are measured on their achievement of diversity and inclusion goals, and similar to our measurement of other business and marketing objectives, their success with diversity and inclusion has an impact on their compensation.” The bottom line is that diversity employment, products and services, community relations and supplier and vendor development have helped Cox grow its business. For instance, bundling services to meet the needs of different demographic segments helped the company’s digital services — Cox Digital Cable, Cox High Speed Internet and Cox Digital Telephone — increase the number of subscribers by more than 10 percent in 2007. Customers continue to choose Cox in increasingly competitive marketplaces, in part because of Cox’s investment of resources in marketing sciences that help the organization understand how diversity issues impact customer decision making. – Lindsay Edmonds Wickman rate leaders and was well-received by the executive team. CSX has adopted a new set of competencies for its performance management system against which all managers are evaluated for compensation. The competencies include not only diversity but also managers’ expectations regarding coaching and inclusion. These expectations get more stringent as the individual progresses up the corporate ladder. A key step to implementing the company’s diversity and inclusion strategy was training all employees — management and labor — on U.S. Equal Employment Opportunity Commission regulations and diversity. Further, in 2006-07, the company required a training program, “Results Through People,” for every employee — from the executive team to their direct reports at all levels throughout the company. The event was a daylong, interactive session and included role-playing and vignettes involving diversity and inclusion, as well as issues related to respect and dignity. A similar training format was used this year on the company’s updated competencies. All managers go through offsite leadership training that includes diversity and inclusion situations. Managers also are active in employee networks and inclusion councils, as each network and council has an executive or management sponsor. Michael J. Ward CSX At international transportation company CSX, diversity is built into its core value, “People Make a Difference.” With its vision to be the safest and most progressive North American railroad, the company emphasizes the professional and personal growth of its employees by supporting employee networks and cross-functional inclusion councils that help employees establish personal and professional bonds and provide them with development opportunities. “CSX believes that good diversity in our workforce leads to diversity of thought, better problem solving, more innovation and better performance,” said Michael J. Ward, president and CEO at CSX. “We have steadily improved our diversity over the past ﬁve years, while focusing on safety and on-time performance.” Employees of different ethnic backgrounds and generations aid recruiting strategies and provide input on policy issues through the company’s Global Inclusion Council. CSX also provides an internal mentoring program and outside development programs. The company’s annual Coaching and Inclusion Week offers programs that celebrate internal diversity and includes a panel discussion featuring the executive team on inclusion topics. This also gives employees an opportunity to raise questions related to diversity and inclusion. The company developed a diversity and inclusion strategy following an employee assessment by an inclusion consultant, in conjunction with the input of its nine active employee networks and inclusion groups, as well as almost 30 inclusion councils. The strategy was formalized by corpo- CSX believes that diversity leads to more innovation and better performance. – Michael J. Ward, President and CEO, CSX The company’s Associate Development Program, one of the longest-running coaching or formal mentoring programs in the industry, develops employees by matching them with coaches who provide guidance for one year and are known in the company for developing people and for diversity. CSX also is pursuing an aggressive recruiting strategy with the help of its employee networks, which encourages representatives to make recruiting trips. The company was a top award winner in its region for six straight years for its Inroads Internship Program. Company metrics shows CSX is attracting a more diverse workforce. In 2007, its external management hires were made up of more than 50 percent diverse candidates. The company also has been recognized by several magazines and organizations for its diversity initiatives. – Deanna Hartley 38 Diversity Executive | www.diversity-executive.com | September/October 2008 http://www.diversity-executive.com

Table of Contents Feed for the Digital Edition of Diversity Executive - September 2008

Diversity Executive - September 2008 Editor's Letter Contents Leadership Connections Guest Editorial Diversity Executive Online 2042: A New Business Era Begins The Rules of Attraction Where to Look for Diverse Talent Like Minds Think Great Culture Teams Target Business Opportunities at Luxottica Retail Special Section Rebalancing Gender At ING Americas, the Color of Diversity Is Orange Profile Business Intelligence Case Study Strategies Advertisers' Index Editorial Resources

Diversity Executive - September 2008

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