Diversity Executive - November 2008 - (Page 46)

Diversity is all the things that make people unique and different, and inclusion is how we welcome, engage and value the differences. – Cedric D. Thurman Senior Vice President and Chief Diversity Officer Jones Lang LaSalle inclusive of differences of opinion, different views, different perspectives.” Selke has been involved in human resources and diversity functions at Ford for more than 25 years. She said the climate has shifted during that time, but in recent years Ford’s primary focus has been integrating diversity and inclusion into the broader talent management function. “It has to be integrated within all key people processes,” she said. “It can’t be stand-alone initiatives; it’s not a separate forum.” A prime example is the “One Ford” initiative, a program backed by CEO Alan Mulally that aims to standardize vehicle architecture and forge a truly global enterprise. “It’s about working together. It’s not separate groups, it’s not separate teams — it’s one team. And it’s role modeling those behaviors,” Selke explained, referring to executive-level buy-in. “When I [ask myself what] success is, it’s when I see leaders stand up and incorporate the message of inclusion and respect of views and opinions. When I see them doing that and it’s not something you’re telling them to do, it’s just part of their job and it’s part of what they believe — that would be it for me.” Selke also said she’s fully aware of the business case behind diversity. “The best way we’re going to be able to deliver the business is [to] be open and to listen to everyone’s perspectives, ideas and opinions, [and] listen to the customer base, which is very diverse,” she said. “And if you’re not open to all of that and you’re not respectful of the different kinds of inputs you could get, you’re never going to get the best business results.” To make sure workers know their employer is listening, Selke said Ford holds a global summit each year to recognize employees who exhibit role-model behaviors in the diversity and inclusion space. “It’s how you talk, how you treat people,” she said. “It’s so much more than just check[ing] the box: ‘Did I give the message?’ or ‘Did I meet my goals?’ It is all about your environment and your culture.” Selke said her wish is that this philosophy, if implemented well, one day will translate into corporations not needing corporate ofﬁces on diversity and inclusion. “It will be so embedded in the way you do your job, and the way you behave and what’s expected that you won’t need the messaging and the different things that come out of [those ofﬁces],” she said. “The vision down the road would be you don’t even need us to roll out strategy.” – Agatha Gilmore Cedric D. Thurman Senior Vice President and Chief Diversity Officer Jones Lang LaSalle Cedric Thurman, senior vice president and chief diversity ofﬁcer for Jones Lang LaSalle, said the organization’s embedment of diversity into its culture creates a recipe for success. “Diversity is all the things that make people unique and different, and inclusion is how we welcome, engage and value the differences,” said Thurman, who has held his current position for 18 months and joined the company eight years ago. Jones Lang LaSalle, a real estate services and investment management ﬁrm with 46 Diversity Executive | www.diversity-executive.com | November/December 2008 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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