Diversity Executive - September 2008 - (Page 50)

and more diverse leadership pipeline. The program kicked off in April and currently has 40 mentor-mentee pairs. The company also strives to include diverse suppliers — those at least 51 percent owned by minorities, women and/or disabled veterans — in at least 15 percent of its contract-related expenses. These efforts have been recognized with recent accolades: Hispanic Enterprise magazine named Washington Mutual in this year’s 50 Best Companies for Supplier Diversity, and the NAACP Economic Reciprocity Initiative identiﬁed the bank for utilizing Best Practices for Vendor Relationships. All of these programs reﬂect Killinger’s vision of diversity for Washington Mutual. “Although we approach our jobs from different perspectives, we share a common vision, purpose and a deep abiding respect for one another — always,” he said. – Meagan Polakowski active communications including video e-cards, banner-ad placements on ethnically diverse Web sites such as National Black MBA Association and National Society of Hispanic MBAs, as well as on-campus recruiting efforts. • Establishment of key partnerships: In 2007, WellPoint formed a partnership with The Consortium for Graduate Studies in Management to provide diverse, high-potential MBA talent. As a patron-level sponsor, WellPoint has early access to an experienced, prescreened talent pool. • Diversity @ WorkNet: The company’s diversity intranet site offers information about its diversity and culture initiatives, including the Diversity and Workplace Culture Ambassadors program, WellPoint’s corporate culture workshops, Associate Resource Groups and various other tools and resources. The site also includes a diversity mailbox for associates to post questions, comments and concerns about diversity and culture that are addressed by the company’s chief diversity and culture ofﬁcer. These activities have had a strong impact on WellPoint’s workforce and its ability to connect with and understand customers, one that has been recognized by its placement on several of DiversityInc’s Top 50 lists for African-American representation, women in management and the racial diversity of new hires. – Deanna Hartley Angela F. Braly WellPoint Inc. Leading health care beneﬁts company WellPoint sees diversity as more than just a strategy; it’s a fundamental part of how the company does business. Focusing on diversity helps the company better understand and meet the health care needs of the unique communities and customers it serves. Strategic diversity management also drives associate engagement and trust, which increases productivity and operational effectiveness. “At WellPoint, we believe that diverse and talented people — united by meaningful goals and values, enabled by their leadership and culture, committed to making a difference — can and will transform health care and be better for the experience,” said Angela F. Braly, president and CEO at WellPoint Inc. The company has taken several key steps to implement diversity and inclusion strategies: • Development of the Associate Resource Groups program: Launched in October 2007, this program is a key component of WellPoint’s diversity management strategy. These grassroots associate groups are united by a common afﬁnity such as race, gender, cultural background, disabilities, sexual orientation or work status. The groups also partner with management to recruit, engage and retain diverse associates and to reach out to diverse consumer markets. • Recruitment: The company consistently reaches out to diverse talent pools. For example, in 2007, WellPoint appeared at more than 50 recruitment events throughout the country, including professional organizations and conferences, as well as select college and university career fairs. In an effort to attract MBA talent, the company started using targeted inter- John G. Stumpf Wells Fargo & Co. Like many organizations, Wells Fargo & Co. has found signiﬁcant value in offering a variety of products and services. But the difference at this ﬁnancial services organization is that employee diversity is just as important. “In both my personal life and career, I’ve grown to appreciate the power of how, when managed effectively, team diversity improves commitment, performance, creativity and innovation — all of which lead to improved bottomline results,” said President and CEO John G. Stumpf. “Our business model is strong because we have a diverse portfolio of products and businesses that help us serve all of our customers’ ﬁnancial needs and achieve steady growth. If we understand that diversity of business works, then we must place that same kind of value on the diversity of our people.” Consequently, at Wells Fargo, diversity isn’t an afterthought, a separate project or a singular program; it’s an initiative that’s integrated into the organization’s cultural fabric. “Our senior managers understand that diversity is as essential to our success as revenue growth,” Stumpf said. “And 50 Diversity Executive | www.diversity-executive.com | September/October 2008 http://www.diversity-executive.com

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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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