Winds of Change - Spring 2017 - 21

HERE'S MORE THAN A LITTLE SELF-INTEREST in
play when organizations commit to supporting an
inclusive environment. For one thing, the bottom-line
effect of a diverse workforce is well established -
and the payoff is multifaceted. Perhaps the most compelling
argument for inclusion is the one that resonates with strategic
business planners: attracting customers and keeping them
happy. Savvy businesses know that an increasingly diverse
customer base is best served by a workforce that includes
people whose background and outlook complement those of
the customers. An organization's ability to compete globally is
significantly boosted by a corporate culture of diversity, which
equips it to succeed across locations and demographics.
Another significant payoff for organizations comes in the
form of creative thinking. Besides driving market growth,
diversity fosters innovation. Companies that excel in this area
have created an environment where "outside the box" ideas
are encouraged and executives give those ideas a fair hearing.
"When minorities form a critical mass and leaders value dif-

ferences, all employees can find senior people to go to bat for
compelling ideas and can persuade those in charge of budgets
to deploy resources to develop those ideas," wrote Sylvia Ann
Hewlett, Melinda Marshall, and Laura Sherbin in "How Diversity Can Drive Innovation" (Harvard Business Review). Because
diversity can deliver better ideas and happier customers, organizations are willing to invest in building an inclusive workforce.
Diversity is also a big win for the employees themselves.
Working in a place where they are accepted, encouraged to
contribute, and able to grow professionally means employees
can be more productive and experience greater job satisfaction. And as a bonus, they will feel more secure in their careers
because their inclusive organization is likely to perform better.
Being part of a staff where diversity is valued also means
employees have a chance to work with colleagues who are accepted for their talents, skills, background, and contributions.
Workplaces where the goal is to bring out the best in everyone
can create a stimulating professional environment and greater
job security.

THE TOP 50 LIST
(IN ALPHABETICAL ORDER)*

ISTOCK

1 3M
2 The Aerospace
Corporation
3 American Chemical
Society
4 America's Navy
5 AT&T
6 BNSF Railway
7 Boeing
8 Bonneville Power
Administration
9 Boston Scientific
10 Chevron
11 CHS
12 CIA
13 Cleveland Clinic
14 Comcast NBCUniversal
15 Department of the Interior/
Bureau of Indian Affairs
16 DOI/Bureau of Ocean
Energy Management
(BOEM)
17 ExxonMobil
18 GE Aviation
19 GE Corporate
20 General Motors
21 IBM
22 Indian Health Services
23 Intel
24 Jet Propulsion Laboratory
25 Lockheed Martin
26 Los Alamos National
Laboratory

7 Mayo Clinic
2
28 Merck
29 Microsoft
30 National Aeronautics and
Space Administration
(NASA)
31 National Science
Foundation
32 National Security
Agency
33 NAVSEA
34 NextEra Energy
35 NOAA
36 Northrop Grumman
37 Oracle
38 Peace Corps
39 Procter & Gamble
40 Raytheon
41 Sandia National
Laboratories
42 Teach for America
43 U.S. Air Force
44 U.S. Coast Guard
45 U.S. Nuclear Regulatory
Commission
46 USDA APHIS Veterinary
Service
47 USDA ARS
48 USDA Forest Service
49 USDA Natural Resources
Conservation Service
50 WSP | Parsons
Brinckerhoff

MAKE THE MOST OF YOUR
EMPLOYEE RESOURCE GROUP
One thing leading organizations have in common is
robust employee resource groups, and many of the Top 50
STEM Workplaces include a group dedicated to Native
Americans. These voluntary, employee-led internal groups
support an organization's inclusion goals and come with
benefits for both the company and the workers.
It's not hard to understand why companies see
resource groups as internal assets. If you were attracted to
your workplace because it has a resource group in place,
you know how valuable they can be for recruitment.
Group members often go to job fairs and colleges to
promote the company and spread the word among their
professional connections that theirs is an inclusive,
welcoming workplace. Similarly, the groups boost
retention. Consider that employees who feel out of place
at work often move on, but a resource group can address
cultural disconnects and be a great place for finding
mentors to help get past career obstacles.
Among other good reasons to join - or start - an
employee resource group are the two-way cultural
benefits. Resource groups not only validate the culture
of individual members but also often serve as ambassadors, hosting events and reaching out to educate
colleagues and the wider community. Some engage in
tutoring and other forms of community service, and
some, like the Inter-Tribal Council of AT&T Employees,
award scholarships to Native American students. (See
more on page 39.)
For its members, a resource group can also be a safe
place to acquire and develop leadership skills, and many
a corporate executive started on the management path
in that nurturing circle. Of course, organizations are
well aware that resource groups nurture future leaders
- another reason to support them.

*Top workplaces among tribal enterprises will be featured
in the Fall issue of Winds of Change.

aises.org

SPRING 2017 * WINDS OF CHANGE 21

http://www.aises.org

Winds of Change - Spring 2017

Table of Contents for the Digital Edition of Winds of Change - Spring 2017