Diversity Executive - November 2008 - (Page 61)

Management Consulting was selected to help guide the company’s diversity initiative. “They have a track record for success with initiatives such as this,” said Faithe Hart, vice president of talent management. “Global Lead has helped dynamic, complex and driven organizations like ours build sustainable and inclusive cultures that allow them to attract, reward and retain the best available talent. They know how to help companies operate more proﬁtably and effectively across cultural, geographical and functional boundaries. They can help us respond to the changing needs of an increasingly diverse global marketplace.” 4. Administer a diversity readiness instrument to all company leaders to determine leadership thinking styles and organizational readiness. Global Lead will help Carquest and Worldpac assess their current state; for instance, what are the measurable levels of diversity understanding and awareness in the organization? “We believe the organization is consciously incompetent in that we know what we don’t know. And we need help moving to a level of conscious competence where we act with effort. Ultimately, we will advance to the state of unconscious competence where we act without effort and diversity is ingrained in the organization’s DNA,” Hart said. To get there, the company will conduct personalized interviews with each operating committee member and administer an online survey for all other corporate executives. These measures will help gauge the multiple stages of readiness, including leadership commitment; recruitment, retention, advancement and career development; education and training; culture and values; communication; and teammate and community involvement. 5. Appoint a diversity leader, steering committee and council to assure traction and governance. The new diversity function will reside in the company’s talent management group to assure alignment with talent planning, acquisition, development and retention activities. “Our company liaison will work closely with Global Lead, members of management and our diversity steering committee,” Hart said. Further, a small diversity steering committee was formed to guide the way, along with a larger diversity council that includes diverse teammates from each business unit. GPI’s CEO and chief people ofﬁcer lead the council, which will meet quarterly to review diversity performance and work in teams to help solve real business problems. 6. Include a diversity statement as part of a new employment brand to demonstrate commitment. A compelling employment brand that includes a diversity statement will be housed on the company’s Web site. This statement will help illustrate the company’s commitment to diversity by publicly celebrating people differences and recruiting teammates that reﬂect new markets and better understand and serve Carquest and Worldpac customers. The statement will emphasize the ability of diverse perspectives to enable organizational growth by targeting new customer markets with new ideas, products and services. 7. Create facility placement goals for hourly and salaried positions. New employee-selection systems have been created and will utilize diversity placement goals devel- November/December 2008 | www.diversity-executive.com | Diversity Executive 61 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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