Diversity Executive - November 2008 - (Page 31)

in Diversity and Inclusion is, and inclusion is creating that environment where everyone can engage to their fullest potential.” When Anand ﬁrst came to Sodexo, the conversation around diversity related mostly to compliance. But now the discussion has transcended that limited scope, and Sodexo is making diversity an integral part of the organization. “We’ve been on this journey for the past six years now,” Anand said. “It did start out with compliance efforts, but [the discussion] has moved into making [diversity] foundational to all of the processes that we have, whether it’s recruiting, succession planning, performance management or marketing. [We’re] embedding diversity and inclusion into all of the functional areas, processes and the business strategy within the organization.” To that end, management bonuses are tied to diversity, and these bonuses are paid regardless of the company’s ﬁnancial performance, which illustrates Sodexo’s commitment to diversity and inclusion. “We see [diversity] as a long-term commitment, not as an add-on,” Anand said. “[In] communicating our successes internally and externally, people started [to] know Sodexo. And while they got to know Sodexo, in the same breath, they got to know Sodexo for its diversity leadership.” Going forward, Anand said the company needs to address global diversity and the impact of the multigenerational workforce. “We really need to grapple with how we address diversity on a global level. I don’t think we’ve done that yet,” she concluded. “[And] addressing multiple generations in the workplace is going to be a big area of challenge for us in the future. I would say the third piece is how we engage middle management in this journey.” – Lindsay Edmonds Wickman Selisse Berry Founding Executive Director Out & Equal Workplace Advocates Selisse Berry, founding executive director of Out & Equal Workplace Advocates, has witnessed immense strides in LGBT workplace advancement since her nonproﬁt organization began more than 10 years ago. When Out & Equal was founded, just 5 percent of the world’s largest companies had voluntarily included sexual orientation in their corporate Equal Employment Opportunity (EEO) policies. These days, 98 percent of the world’s largest companies include sexual orientation in their EEO policies, and 40 percent include gender identity and expression. “I believe the workplace is where public opinion towards LGBT people is changing the fastest,” Berry said. Out & Equal’s mission is to educate and empower organizations, human resource professionals, employee resource groups and individual employees through programs and services that result in equal policies, opportunities, practices and beneﬁts in the workplace regardless of sexual orientation, gender identity, expression or characteristics. “Diversity and inclusion are our guiding principles for all our business decisions,” Berry said. Berry, whose prior roles included those of guidance counselor and teacher, began her work in the nonproﬁt arena after a lifechanging revelation at the San Francisco Theological Seminary. “I have always had a passion for justice, which motivated November/December 2008 | www.diversity-executive.com | Diversity Executive 31 http://www.diversity-executive.com

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

Diversity Executive - November 2008 Editor’s Letter Contents Leadership Connections Guest Editorial Diversity Executive Online Middle Management Roadblock ‘Hidden Winds’ Hinder Progress The Domino Effect Supplier Partnerships Unlock Economic Opportunities Measuring Diversity Special Section: Who’s Who in Diversity and Inclusion Dimensions of Difference Overcoming Language Diff erences Business Intelligence: Combating Subtle Discrimination Case Study: Shifting Diversity Into Overdrive Advertisers’ Index Editorial Resources Strategies

Diversity Executive - November 2008

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