Diversity MBA Magazine - Fall 2008 - (Page 19)

COVER employees do not leave companies; they leave managers.” As the discussion progressed, it soon became evident that the attendees weren’t just there to hear about diversity best practices, but to understand and learn what practices could potentially work (or not) within their particular companies. Through understanding others’ best practices, they could define the “next practices” to use for creating and maintaining success through diversity in their workplace environments. The group also talked about how as each organization is different, it would have to define and create the right diversity initiatives and programs that would serve its specific needs. It was, therefore, obvious that just knowing what the best practices are wasn’t enough; rather, each corporation must first understand its unique situation and then develop the diversity “next practices” it should implement to meet its business objectives. For example, everyone agreed that each organization understood how crucial it is of getting CEO and senior officer commitment for any and all diversity initiatives, but admitted that each executive team was at a different level of commitment towards diversity recruitment and retention. Participants also shared that many of their officers were committed to recruitment, but struggled with the retention end. It was also determined that many times, CEOs state they are committed, but then delegate the real responsibility to someone else. This fact led to the conclusion that taking into consideration the true state of commitment and responsibility towards diversity at the top within each of their organization was paramount in determining the right steps to take at the right time. In other words, each firm needs to start were it is, S epte mber 2008 Le ade rshi p G al a I ssu e STORY received the Spirit of Excellence Corporate Award from the American Bar Association for its legal diversity initiative. “As the world’s largest retailer, Wal-Mart is committed to diversity and inclusion by fostering a working environment that enriches the personal and professional experiences of our associates, promoting excellence, and cultivating the intellectual and personal growth of the entire associate population. We integrate diversity and inclusion into our business plan so we can continue to be a global leader in all aspects of diversity and inclusion. Our continuous efforts include evaluating our progress, learning from others and creating innovative programs to ensure that we provide excellent customer service to all of the diverse communities we serve. We recognize that it’s an extensive journey and we must persevere, because the sustainable success of our company depends on it.” - Donald Fan, Sr. Director, Office of Diversity, Wal-Mart #4 Allstate Corp., Northbrook, IL Thomas J. Wilson, Chairman, President & CEO 70,000 employees www.allstate.com Allstate, the country’s largest publicly held personal-lines insurer, considers diversity part of all of its activities. Nearly 30% percent of its employees are minorities and 59.2% are women. Diversity training is provided to all employees, and an annual employee survey measures employee perceptions on diversity and the work environment. Diversity is regularly highlighted in Allstate publications, videos and employee meetings. The company integrates affirmative action into succession management, recruitment and leadership development, and its senior leadership is held accountable for affirmative action results via performance management. In its recruiting efforts, Allstate works closely with higher education institutions that have a diverse student enrollment. Its executives also take active roles on the boards of some of these institutions. Its Corporate Diversity Council is dedicated to integrating diversity with its business strategy. The company has been recognized for its efforts by Fortune, Working Mother and Hispanic magazines. 19 http://www.allstate.com

Table of Contents Feed for the Digital Edition of Diversity MBA Magazine - Fall 2008

Diversity MBA Magazine - Fall 2008 Contents Letters to the Editor In Your Own Hands Editor's View Business Briefs Off the Shelf Diversity MBA 2008 Awards Gala and Leadership Forum "Diversity Next Practices" Illusion of Inclusion Good Is Not Enough Revisiting Your Personal Brand Discover Your Power Voice Authentic Leadership In An Ever-Changing Marketplace Stopping the Brain Drain: How Companies Can Keep Talented People of Color Corporate Succession Planning - How Do You Fit In? How To Manage Virtual Teams Beyond Demographics Recruit, Recognize, Retain, Reinvest – Winning the Talent Acquisition Game Leave Ego at the Door Modernizing Supplier Diversity Taking the Leadership High Road… When You Can Find It Think Boardroom Bound; It’s Happening Who's Who In Diversity Fail to Succeed 4-Star Start-Up, Chris Ward: Character Above All Get Them at Hello – Tips to Improve Your Marketing Kit Sonny Vu, Entrepreneur A World at Your Fingertips Big Brother Wants Your Bank Account Stepping Off The Corporate Ladder HR Focus with Monica Ross A Unique New England Vacation Bold Caballeros y Noble Bandidas Women of Color and Cancer: The Chicago Phenomenon Being Single Isn't Easy International MBAs Flock To U.S. Schools Smart Strategy Gadgets+Gizmos Advertiser's Index

Diversity MBA Magazine - Fall 2008

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