Diversity Executive - November 2008 - (Page 50)

Growth strategies and changing business models result in divestitures, acquisitions and other business decisions that may impact diversity. We must continue to monitor this and continue to emphasize the importance of diversity in the context of change. – Magda Yrizarry Vice President, Workplace Culture, Diversity and Compliance Verizon their points of view, and organizations really need to listen to that and leverage that,” he said. The third and ﬁnal aspect of his personal philosophy on diversity centers around the idea of candid conversation. “It obviously requires buy-in from leadership, but when you really start to drive it throughout the organization and make real progress, you have to look at challenges from a candid perspective and make sure that you’re rolling up your sleeves and dealing with [them] in a meaningful way,” he said. By applying this three-point strategy, Weathers said he has made signiﬁcant progress in many areas of diversity at PwC: increasing workplace ﬂexibility, especially when it comes to working parents, as well as strengthening the ﬁrm’s focus on the LGBT community and increasing opportunities for racial and ethnic minorities. Despite such accomplishments, however, Weathers said he’s far from done. “I think highlights might still be in front of us,” he said. “It’s not about programs. We all have initiatives; we all have programs. It’s about creating that environment which is about impacting behavior. You can have a million programs [but] not evoke the right behavior, and you’re really not moving the needle. “More broadly, for corporate America, I really see the next level as more focused on the business case,” he said. “While obviously this is the right thing to do, there is a real solid business case for diversity. Just-in-time diversity doesn’t work. And those companies that are on this journey in a consistent way, in a meaningful way, will come out ahead.” – Agatha Gilmore Magda Yrizarry Vice President, Workplace Culture, Diversity and Compliance Verizon As a company in the business of connecting people, Verizon Communications understands ﬁrsthand the importance of diversity and inclusion. After all, as the company’s Web site states, “diversity and inclusion are a critical link to customers, communities and shareholders” — not to mention that “the most powerful communications solutions come from the widest range of thoughts and ideas.” To ensure the company leverages its nearly 230,000-person workforce to the fullest, Verizon relies on the deep knowledge and expertise of its vice president of workplace culture, diversity and compliance, Magda Yrizarry. Yrizarry is responsible for strategic human resources issues and policies relating to diversity, ethics and workplace programs. “In one manner or another I’ve been involved with diversity my entire career,” said Yrizarry, who’s been with the company since 1990. “What attracted me to Verizon was this common 50 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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