Diversity MBA Magazine - April 2008 - (Page 14) What did we find? Here are the highlights: 100% actively recruit diverse managers by partnering with professional associations; 78% have a succession plan for the development of diverse managers; 100% offer optional or mandatory diversity training; 100% say diversity is part of their corporate strategy; 58% have intentional accountability strategies for results; 100% have employee networks or affinity groups supporting diverse populations. Magda Yrizzary Verizon Further, 29% of the companies surveyed had diverse directors, 25% had diverse vice presidents and 19%, diverse general managers. These companies get that diversity is a priority. “Diversity has to be a part of the culture, not adhoc or separate from how you do business,” says Magda Yrizarry, vice president, WorkPlace Culture Diversity & Compliance at #2Verizon. “It must be incorporated into your values, identified and rewarded, and it must be a shared value at all levels of the organization from the CEO to the newest hire.” What helped earn Verizon second-best honors? Programs like its quarterly review of top talent, which allows the company to identify talent and create opportunities for high potential employees, and its quarterly review of 17 key diversity metrics, conducted with the CEO and COO. Last year, Verizon passed the $3 billion milestone in its spending with diverse suppliers. The diversity leader offers this advice to other corporations: “Be in it for the long term. Establish some long term goals and then develop a plan for shortterm goals that will help get you where you want to be as an organization. Your diversity objectives must align with and support your business success. Measure what you expect to achieve,” says Yrizarry. “Diversity is not just a hiring exercise,” she adds. “There must be a level of respect within the organization for different views and experiences, which in turn creates an environment where employees want to contribute their ideas and talents – which usually results in better practices and improved processes.” Diversity is also a way of life at # 3Wal-Mart. “Our commitment to diversity is not just something we talk about, but who we are,” says Mike Grennier, 14 director of recruiting for Wal-Mart. The retailer’s corporate diversity and inclusion programs include Diversity Goals, Diversity & Inclusion Training, community outreach initiatives, associate development, mentoring, supplier diversity, associate resource groups, and charitable contributions. #4Allstate doesn’t shy away from truth: they survey employees on diversity and the work environment every year. “We hold our leaders accountable through measuring employee perception of management’s support for inclusive diversity and work/life balance,” says Anise Wiley-Little, assistant vice president and chief diversity officer. Allstate also tracks and measures its procurement and advertising spending numbers for supplier diversity and multicultural marketing. Wiley-Little says, “Our commitment to inclusive diversity is integral to who we are as a company. It affects everything we do, even the way we design products, create services and communicate to customers, from customizing how we present information to meet the needs of a specific community, to supporting bilingual agents.” Ideally, she adds, a company’s diversity strategy should at a minimum attract and retain the best talent, drive performance, and provide tailored service and products to diverse customers. Allstate knows a thing or two about diversity; in 2007 it earned 33 awards andrecognitions for their efforts. But it’s not satisfied. There’s much to be done. Wiley-Little stresses, “To succeed, our future diversity priorities must address the competitive pressures and market trends – competition for markets, for talent and reputation.” ■ w w w. d ive r s it y mb a ma g a z in e. c o m http://www.diversitymbamagazine.com
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