Workplace Diversity Best Practices

8/14/2019 Workplace Diversity Best Practices

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Workplace Diversity: A GlobalNecessity and an Ongoing

Commitment

The Career Advancement Subcommitteeof the FCCs Advisory Committee onDiversity for Communications in theDigital Age

June 14, !!4


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The FCCs Federal Advisory Committee on Diversity or Comm!nications in theDigital Age "#Diversity Committee$% &as created by Chairman'ichael () *o&ell in Se+tember of !! ) As +art of itsob-ectives, the Committee manifests that it &ill #+rovideguidance to the Commission on +olicies and +ractices thatcould increase the diversity of o&nershi+ and could createo++ortunities for minorities and &omen to advance tomanagerial +ositions in the communications sector as &ell asother related sectors of the economy)$ The Committee is alsocharged &ith develo+ing a descri+tion of best +ractices &ithinthe communications sector for +romoting diversity of+artici+ation)

The Career Advancement Subcommittee ".Subcommittee.% ofthe FCC/s Diversity Committee first sent an in0uiry letter inDecember !! to a broad range of industry related tradeassociations and foundations regarding their res+ectivemember com+anies/ hiring, +romotion and retention +ractices)

The res+onses &ere not as in de+th as the Subcommittee hadantici+ated) 2n order to get a more accurate +icture of best+ractices, the Subcommittee submitted letters in 'arch !!4 tothirty three communications and a fe& non communications

related com+anies see3ing narrative and documentationregarding each com+anys hiring, +romotion, retention and+rocurement +ractices) S+ecifically, the Subcommittee soughtto identify &or3+lace diversity #best +ractices$ that &ould be&orthy of &ides+read acce+tance throughout the broadcast,telecommunications "&ireless and &ireline%, cable, satellite,2nternet, and broadband industries)

The Subcommittee has commissioned the a& 5ffices of FatimaFofana 6 Associates to com+ile data on #best +ractice$solutions in the &or3force based on the survey res+onses) 1) This

re+ort is intended to serve as a guide for the Subcommittee todevelo+ a universal set of best +ractices for thecommunications industry)

1 The +ractices that are included in this re+ort are not identified by s+ecific com+any in orderto +reserve the com+anies confidentiality)

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FCC F7D78A AD92S58: C5''2TT77 5; D2978S2T: F58 C5''2TA A>7

Julia JohnsonChair, Federal Advisory Committee on Diversity forCommunications in the Digital Age

CA8778 AD9A;C7'7;T S


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2mmediate *ast *resident, A 8TFormer *resident, ;assau 'edia *artners

*riscilla =ill ArdoinSenior 9ice *resident8egulatory Com+lianceS?C Telecommunications, 2nc)

David 7) =onig7Becutive Director'inority 'edia 6 Telecommunications Council

9onya 'cCannSenior 9ice *residentFederal 7Bternal AffairsS+rint

FCC F7D78A AD92S58: C5''2TT77 5; D2978S2T: F58 C5''2TA A>7

S


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Table of Contents

ACKNOWLEDGEMENTS...........................................................................................................................8

EXECUTIVE SUMMARY............................................................................................................................9

CHAPTER 1: INTRODUCTION...............................................................................................................15

CHAPTER 2: THE ROLE OF THE CEO IN PROMOTING DIVERSITY..........................................17

The Diversity Vision..................................................................................................................................17Company Goals & Strategic Planning.........................................................................................................19

CHAPTER : OVERALL DIVERSITY STRUCTURE...........................................................................22

The Role of Diversity Committees an !mployee"#nitiate $rgani%ations................................................The Role of Diversity Program $fficers..................................................................................................... '

CHAPTER !: ACHIEVING WORKFORCE DIVERSITY.....................................................................27

Recr(itment & Post")iring *o+ Placement................................................................................................. 7,(il ing Partnerships -ith $rgani%ations & the Comm(nity...................................................................../entoring0 #nternally & ! ternally.............................................................................................................23

CHAPTER 5: PROFESSIONAL DEVELOPMENT PROGRAMS........................................................ 2

4ello-ships & #nternships...........................................................................................................................2! ec(tive Development Programs..............................................................................................................22

CHAPTER ": MANAGING DIVERSITY................................................................................................. 5

!mployee Diversity Training......................................................................................................................2'/anagement Training.................................................................................................................................25!mployee Performance !val(ations............................................................................................................27Compensation & ,enefits............................................................................................................................2Promotion of 4amily"4rien ly 6or !nvironment.....................................................................................83Retention Termination Criteria...................................................................................................................81

CHAPTER 7: DIVERSITY ACCOUNTA#ILITY...................................................................................!

Diversity /etrics.........................................................................................................................................82/anagement #n ivi (al :cco(nta+ility......................................................................................................88#ncentives :-ar s.......................................................................................................................................8'

CHAPTER 8: DIVERSE CONTRACTING OPPORTUNITIES:...........................................................!"

Developing S(pplier Relationships.............................................................................................................85

CHAPTER 9: SUCCESSES OF DIVERSITY INITIATIVES.................................................................!9

)o- Diverse #s The 6or force;.................................................................................................................89

CHAPTER 1$: THE ROLE OF THE FCC%S DIVERSITY COMMITTEE..........................................52

S(ggestions Comments...............................................................................................................................'

APPENDIX A................................................................................................................................................5!

Diversity Statistics.......................................................................................................................................'8 Entrants to the Workforce:.......................................................................................................................54 Net New Entrants to the workforce between 1994 and 2003...................................................................54 Minority Labor orce !rowth "#t$aces Whites.....................................................................................55Wo%en E&ec#ti'es:..................................................................................................................................55

(arriers to Wo%en)s *d'ance%ent.........................................................................................................5+ Wo%en of ,o-or and the !-ass ,ei-in :..................................................................................................5+

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:ppen i ,..................................................................................................................................................':ppen i C..................................................................................................................................................'9:ppen i D.................................................................................................................................................53

/a%$-e Meas#rin oo- to *ssess i'ersity (ench%arks.......................................................................+0

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Ackno*ledgements The Subcommittee &ould li3e to than3 the a& 5ffices of Fatima Fofana 6Associates, C for its assistance in +re+aring this re+ort) The a& 5ffices

of Fatima Fofana 6 Associates is also grateful to 'oBila ayle F) illiams, 7s0) and Jeneba >hatt, 7s0) for their hel+ful commentsand edits) A s+ecial than3 you to 8udy Du3e and the firm of ;eBtiumSolutions for their assistance in designing this +a+er)

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,5ec!tive 1!mmaryFor us to win in the marketplace, we need the bestemployees possible. To do that, we have to cast aswide a net as possible and bring in the best.Throughout the country, diversity helps us get there.

-An E ecutive !ice "resident, #uman$esources

T

he changing demogra+hics of our nation has had a tremendous im+act onour countrys economy and the &ay businesses a++roach their bottomlines) Among Americans ! and older, the ratio of ma-ority to minority isG) to 1) For Americans belo& the age of 4!, the ratio is to 1) Forchildren under 1!, the ratio is 1)G to 1) 'oreover, according to the


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guidelines &ill be designed to +romote o++ortunities for minorities and&omen to advance to managerial +ositions in the communications sectoras &ell as other related sectors of the economy) Career advancement inthis conteBt means attracting, retaining, mentoring, develo+ing and+romoting minorities and &omen in the &or3+lace)

The best +ractices highlighted in this re+ort illustrate ho& com+anies aremuch more strategic in their effort to achieve a diverse &or3force) 5f the1 res+ondent com+anies, there are some significant findings)

The Role of the CEO in Promoting Diversity

A com+anys diversity efforts must start at the to+) As the com+anyhead, the C75 must +lay an active and visible role in enforcing diversityinitiatives throughout the com+any) T&elve of the 1 res+ondentcom+anies indicated that their C75 had a fairly significant role in

+ersonally cham+ioning diversity efforts by actively +artici+ating in thecom+anies diversity efforts through@

*resenting an annual re+ort to the com+anys Diversity Committeeand to the ?oard of Directors

'eeting &ith the Diversity Council 0uarterly to ensure that thecom+anys diversity strategy is on trac3

Seven com+anies, ho&ever, did not clearly articulate their goals andob-ectives on diversity initiatives) The remaining 11 com+anies either had

a formal &ritten diversity +lan or informal +olicies, such as@ A diversity mission that includes #KLtheM creatLionM of an

environment of fairness and e0uality that a++eals to LourMem+loyeesKand that &ill ma3e us a more com+etitive, successfulcom+any)$

A diversity strategic business +lan that focuses on com+any +rofileim+rovement, managing and leveraging diversity, sta3eholderrelationshi+s and su++lier diversity)

Evaluation Procedures and IncentivesAccountability is a significant factor to ensure the success of any businessdiversity +lan) An effective assessment and evaluation system is 3ey tocreating benchmar3s to evaluate &hether outcomes su++ortorgani ational diversity targets) 5ne third of res+ondent com+anieseither held management accountable for diversity initiatives or created a

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#diversity scorecard$ or #re+ort card$ to monitor and assess diversitygoals) These initiatives include@

Three com+anies held their management eBecutives accountablefor +romoting diversity through an em+loyee +erformance a++raisal+rocess &hereby a managers level of diversity success is lin3ed tohisEher short term com+ensation)

Three other com+anies created a #diversity scorecard$ as a meansto trac3 and measure their diversity +rogress) At least one of thesecom+anies submits 0uarterly diversity scorecards to the C75 forhisEher revie&)

Employment Diversity

Diversity training is vie&ed by most com+anies as a significant factor in

maintaining a &or3 environment that understands and celebratesdifferences among its em+loyees) 5ver fifty +ercent of businesses eitherhad management or em+loyee diversity training +rograms in +lace, suchas@

'andatory diversity training for management and staff)

Diversity training that is integrated into the regular training+rograms) Diversity training to+ics include seBual harassment,gender biases, social and cultural +erce+tions and disabilityunderstanding)

2n addition to diversity training +rograms, nine of the res+ondentcom+anies also had eBecutive develo+ment +rograms and 11 offeredeither internshi+ or fello&shi+ +rograms to students, including@

A Diversity Fello&shi+ *rogram to develo+ high +otential minoritygraduates on a management level trac3)

A siB month su+ervisory training +rogram designed to develo+leadershi+ s3ills and to eB+ose highly talented em+loyees tomanagement best +ractices)

'any businesses understand that its recruitment efforts are a veryim+ortant as+ect in achieving &or3+lace diversity strategies) 5ver eighty+ercent of the res+ondent com+anies have some ty+e of recruitment+rocess in +lace) Ty+ically, com+anies@

Attend career and college fairs)

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5ffer 2nternet and 2ntranet -ob &ebsites)

*ost advertisements in minority trade -ournals)

8ecruiting 0ualified minorities and &omen is certainly a significant ste+ toachieving &or3force diversity) =o&ever, maintaining an active andsu++ortive mentoring +rogram is also 3ey to retaining talented minoritiesand &omen in a business)

5ver fifty +ercent of res+ondent com+anies have established eitherformal or informal mentoring +rograms, such as@

*artici+ation in formal mentoring +rograms administered byorgani ations such as 2CT and ;A'2C)

Com+anies are beginning to understand that em+loyee +artici+ation is a

necessary +art of develo+ing and maintaining effective diversityinitiatives) As such, em+loyee resource grou+s are im+ortant in fosteringan environment of inclusion and +roviding a forum to articulate andconvey the needs and concerns of em+loyees)

All but five com+anies created either an affinity grou+ consisting ofem+loyees, or some ty+e of eBecutive diversity committee, such as@

A Diversity Team com+osed of business unit division managers,including the national +residents of seven em+loyee affinity grou+scalled business resources grou+s, or #?8>)$ The ?8>s re+resent

African Americans, =is+anics, Asian Americans, &omen,lesbianEgay league, em+loyees &ith disabilities and ;ativeAmericans)

An 2nterdivisional Diversity Council com+osed of human resources,+ublic relations and other diversity s+ecialists)

;et&or3ing and building community +artnershi+s is another im+ortantas+ect in develo+ing diversity initiatives) 5nly one third of the com+anieshave built +artnershi+s &ith local and national organi ations that sharethe same diversity goals, such as@

;ational Association for 'ulti ethnicity in Communications"#;A'2C.%)

omen in Cable and Television "# 2CT$%)

The alter (ait Foundation)

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And local cha+ters of the


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ubcommittees !e"t teps

*hase 22@

Develo+ additional recommendations from the Subcommittee to

+resent to the full Committee regarding dissemination of best+ractices guidelines)

Develo+ recommendation action items or other voluntary +olicyinitiatives for the communications industry)

7B+lore o++ortunities to conduct annual best +racticesbenchmar3ing studies)

*hase 222@

*ro+ose legislative and regulatory recommendations for Congress,the Federal Communications Commission, and other federal, stateand local administrative agencies to consider)

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Chapter %: /ntrod!ctionhe American melting +ot as &e 3ne& it t&enty years ago ischanging) 2t has evolved and no& includes a ne& miB of +eo+lefrom various ethnic, religious, social and cultural bac3grounds) ;o

successful com+any can ignore ho& this nations increasing diversity hasand can affect its bottom line, and the benefits of that diversity toindividual em+loyees, local communities and the country as a &hole)

T The debate on the im+ortance of diversity in the &or3+lace begins &iththe very definition of diversity) hat eBactly is diversity, and &hy is it soim+ortantN Diversity can be defined as #Kall characteristics andeB+eriences that define each of us as individuals)$ 4 Traditionally, thedefinition of diversity has included characteristics such as 8ace, 7thnicity,>ender, Age, and 8eligion "more commonly 3no&n as #87>A8DS$%) G

Today, the definition can also encom+ass communication style, &or3style, organi ational roleElevel, economic status, and geogra+hic origin)

Studies indicate that a com+any that embraces and values diversity as anintegral +art of its goals can have a +ositive im+act on individual+roductivity, organi ational effectiveness and sustained com+etitiveness) O 9aluing and recogni ing the significance of diversity is thereforeim+erative to maintaining a com+anys com+etitive advantage)Com+anies must go beyond creating a more diverse &or3+lace basedsim+ly on numerical re+resentation of certain grou+s) 2n order tomaBimi e the usage of their human ca+ital, com+anies must not onlyunderstand that diversity is an essential ingredient to a successfulo+eration, but must also ado+t a systematic a++roach to a++ly diversityconce+ts to core business +ractices)

From 1POP through 1PP , com+anies &ere more focused on recruitmentof minorities and &omen for entry level +ositions) =o&ever, once &omen

4 This definition of diversity &as develo+ed and used by 9ice *resident Al >ores ;ational*artnershi+ for 8einventing >overnment ";*8% Diversity Tas3 Force, and &as based on acom+rehensive revie& of diversity literature)

G 9ice *resident >ores Diversity Tas3 Force created the acronym #87>A8DS$ as +art of itsdefinition of diversity)

O Ann 'orrison, The &ew 'eaders( )uidelines on 'eadership *iversity in America "SanFrancisco@ Josey ?ass *ublications%, 1PP , ++) 1 )

+bid) at 4


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and minorities &ere hired, they &ere faced too often &ith a glass ceiling,+articularly at the u++er management level) Although +rogress is slo&,cor+orations are no& im+lementing s+ecific strategies to hel+ attract andretain high achieving minority and &omen em+loyees and eBecutives) P

These ne& a++roaches include, but are not limited to, the follo&ing@ensuring internal cor+orate su++ort to hel+ advance minorities careergoalsI creating -ob duties and roles such that minorities and &omen havethe authority to im+act the broader scheme of the firm and can ma3evaluable contributions to decisions, strategies, and +olicyma3ingI buildinga &or3+lace environment that encourages and su++orts o+en dialogue todiscuss diversity issuesI establishing goals for all de+artments at everylevel of the business &ith res+ect to hiring and +romoting minorities and&omenI eB+osing diverse em+loyees that demonstrate high +otential tothe same 3ey career develo+mental +ositions that have traditionally ledto senior eBecutive -obs for their &hite, male counter+artsI and finally,

su++orting &omen and minority net&or3s and organi ations that +romotethe same diversity inclusion goals in the &or3+lace as the organi ation) 1!

This +a+er identifies best +ractices em+loyed by ! leading com+anies,including cable, broadcast, entertainment 6 media, hotel 6 restaurant,telecommunications and com+uter businesses across the country) TheSubcommittee on Career Advancement ho+es to use this study to develo+a universal set of best +ractices solutions to address the urgent need to+romote diversity and inclusion in the communications industries) To thisend, the Subcommittee has identified five ma-or categories in &hich toevaluate best +ractices@

1) The role of the C75 in +romoting diversity) 7valuation +rocedures and incentives) 7m+loyment diversity

4) Diverse contracting initiativesG) The role of the FCCs Diversity Committee in +romoting diversity

%ee A++endiB A, +g) for a more in de+th analysis of #the glass ceiling)$

P The Federal >lass Ceiling Commission identified Second >eneration 775 issues to include@lac3 of mentoringI lac3 of management trainingI lac3 of o++ortunities for career develo+mentIlittle or no access to critical develo+mental assignments, including service on highly visibletas3 forces and committeesI different standards for +erformance evaluationsI little or noaccess to informal net&or3s of communicationI and biased rating and testing systems) %eeComments of 775 Su++orters in '' Doc3et ;o) P !4, 8evie& of the Commissions ?roadcast6 Cable 70ual 7m+loyment 5++ortunity 8ules 6 *olicies, filed 'arch 1P, 1PPP, ++ 4 41)

1! Council, ) *atric3, anaging ulticulturalism( !aluing *iversity in the orkplace , Journal of*ro+erty 'anagement, ;o) O, 9ol) OO, +g) ";ov) !!1%)

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Chapter #: The 3ole o the C,O in "romoting Diversity

The Diversity 0ision com+anys vision of diversity and the level of success in +romotingdiversity initiatives must start from the to+) The C75 of a com+anymust +ossess the vision and leadershi+ to ins+ire hisEher to+

managers and all em+loyees to embrace diversity as a tool for success inthe mar3et+lace) As the com+anys head, the C75 must cham+iondiversity by infusing it into all of the com+anys +rocesses to ensure thatdiversity is integrated into the core values of the com+any at all levels)

To achieve &or3force diversity, the C75 must set diversity as anim+ortant goal and +osition the res+onsibility for diversity &ith senioreBecutives) 2n addition, as the visionary force, the C75 must +lay anactive and visible role in enforcing diversity throughout the com+any)

A

All of the res+ondent com+anies recogni ed diversity as an im+ortant goalto achieving success in the mar3et+lace) Some com+any heads too3more +ersonal res+onsibility and had a larger role in cham+ioningdiversity efforts and in crafting a vision than others) Some endorsed theconce+t of +romoting a more diverse &or3force but had less +ersonalinvolvement in their res+ective com+anies efforts to communicate itssignificance to to+ eBecutives) T&elve out of 1 com+anies indicated thatthe C75 &as +ersonally involved in their com+anies diversity strategieseither by revie&ing re+orts from diversity committees, by discussingdiversity +lans at board meetings or by serving as an advisor to thediversity officer or diversity team)

2n one broadcast com+any, the C75 vie&s diversity as fundamental to theculture of the business, and considers it an essential com+onent to thesuccess of the com+any in the mar3et+lace) That business re+orts that+art of its vision is to offer its em+loyees a distinct and &elcoming culture,as &ell as o++ortunities for career develo+ment and self eB+ression) 2teB+ects that em+loyees, in turn, &ill give the com+any their best)

The head of a small broadcast com+any mandated not -ust to thecom+anys =uman 8esources de+artment, but to every hiring manager,that diversity in hiring is an absolute re0uirement) This com+anysmandate is regularly communicated and reinforced through staffmeetings and =uman 8esources education sessions)

At one cable com+any, the C75 codified his commitment to diversity bycreating a #Diversity Credo)$


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com+anys commitment to diversity is reflected in its em+loyment+ractices, +urchasing decisions and overall +rogramming)

The Diversity Council at one cable television com+any develo+ed adiversity mission) 2ts goal is to #create an environment of inclusion

through attracting and retaining to+ talent &ho engage in a healthy giveand ta3e of ideas, &ho thin3, act and react to diverse consumer needs,&ho foster creativity and innovation and &ho hel+ achieve ourglobali ation ob-ectives)$

To lead the com+anys diversity efforts, the Chair+erson at one com+uterbased cor+oration is the eBecutive s+onsor of diversity initiatives andserves as an advisor to the chair of the com+anys Diversity Council) 2nthe role of *resident, this C75 vie&s the +osition #as a &ay to +lay a moreformal and integral role in the com+anys diversity efforts)$ 2n addition,the com+any established a Diversity Council and steering committee that

re+ort directly to the *resident) The com+any asserts that it stronglybelieves that by develo+ing a stronger connection bet&een the *residentand the Council, it &ill hel+ reinforce the business case for diversity and&ill also send a +o&erful message to both managers and associates aboutthe com+anys commitment to ensuring that diversity receives thehighest level of +riority)

The multi level diversity initiatives im+lemented at onetelecommunications com+any indicate that they +lace a high +remium onthe im+ortance of diversity and the difference it ma3es &hen the C75 andto+ management are all +ersonally involved in ado+ting a vision ofdiversity) At other organi ations, the C75 leads the diversity efforts andutili es several channels to communicate his commitment to diversity)

The C75 s+ea3s at &ee3ly management meetings, all em+loyee meetingsand bi annual leadershi+ conferences and visits the com+anys localo+erating units) 2n addition, the C75 +resents an annual re+ort to thecom+anys Diversity Council and to the ?oard of Directors) Thecom+anys Diversity Council serves as an advisory grou+ to the C75) TheC75 and the senior team meet &ith the Council regularly to ensure thatthe com+anys diversity strategy is on trac3)

At a communications com+any, the C75 has ta3en a similar hands ona++roach) As Chairman of the business 7Becutive Committee, he revie&sa 0uarterly diversity +rogress re+ort card, as &ell as an in de+th semiannual revie& of each division heads +rogress to&ard meeting his or herindividual diversity goals)

#2f it aint bro3e, fiB it any&ay$ is the motto of the C75s diversity mantraat one broadcast com+any) ith this +hiloso+hy in mind, the C75recently established an internal diversity committee focused solely ondevising and im+lementing the com+anys diversity initiatives) 5nce a

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+lan of action is created, the C75 &ill unveil these +ro+osals during thecom+anys monthly management meeting)

Company Goals 1trategic "lanningAdvancing a vision of diversity is certainly the first ste+ that a C75 andhisEher eBecutives must ta3e to address diversity as a com+any &ide+riority) Diversity initiatives, ho&ever, should also be &oven into the veryfabric of a com+any such that it becomes a vital +art of the &ay businessis conducted on a daily basis) Any diversity strategy must contain &elldefined measures that are straightfor&ard and unambiguous so thatmanagement and em+loyees clearly understand &hat is eB+ected)

5ne study +oints out that &hen aligned &ith organi ational ob-ectives,diversity can be a +o&erful contributor to the organi ations com+etitiveadvantage) 11 2n order to effectively eBecute a successful diversity effort, acom+anys +lans must focus on creating measurable &ays diversity cansu++ort the strategic direction, goals and ob-ectives of the business) 12

;onetheless, at seven com+anies, neither the C75 nor to+ management&as able to articulate their goals and ob-ectives on diversity initiatives)

The remaining 11 businesses had diversity teams, councils or committeesthat &ere organi ed to guide the com+anys +rogress to&ard achieving itsdiversity goals)

At one telecommunications com+any, management develo+ed a diversitymission #Kto create an environment of fairness and e0uality that a++ealsto our em+loyees and the eBtraordinary +eo+le in our mar3et+lace, and

that &ill ma3e us a more com+etitive, successful com+any)$

To institutionali e diversity management at a small communications firm,eBecutives created a Diversity Strategy Committee &ith an overall goal ofincreasing o++ortunities for &omen and minorities so that they may thenassume greater res+onsibility and o++ortunities in management) Thisdiversity strategy &as designed to be a fundamental +art of the business+ractice &ith a mechanism to measure results) The com+anys ultimateob-ective is to become the #em+loyer of choice$ for +eo+le entering theirindustry)

The or3force Diversity team at one communications com+any ischarged &ith the tas3 of ensuring that the com+anys business +racticesand +rocesses incor+orate diversity and su++ort cor+orate com+liance)

The Diversity teams goals include +ositioning diversity as a strategic

11 7d&ard 7) =ubbard, easuring *iversity $esults "*etaluma, CA@ >lobal 2nsights *ublishing%,Ch) 1PP )

1 +bid)

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initiative that meets bottom line results and +romotes inclusion for all ofthe com+anys sta3eholders) This +articular firm &ent beyond setting aninternal +lan to meet its diversity initiatives and established goals toensure com+liance &ith federal and state em+loyment la&s andregulations, as &ell as fair em+loyment +ractices)

The Diversity 'anagement Committee at one cable television com+anyfocuses its diversity strategic +lan on four visible elements of its business@"1% the com+anys &or3forceI " % the su++liers and vendors &ith &homthe com+any does businessI " % the +rogramming that the com+any+rovides to its customersI and "4% direct involvement &ith the cities,to&ns and neighborhoods &here the com+anys em+loyees live, &or3 anddo business)

The com+onents of one communications com+anys diversity ob-ectivesinclude #Kto build diversity a&areness &ithin the organi ation, educate

associates on the differences and similarities of +eo+le and find &ays forassociates to get involved)$ Additionally, the organi ation created aDiversity Council that focuses its efforts on +lanning and coordinatingdiversity events throughout the year for all levels of the business in orderto foster the accom+lishment of its diversity goals)

2n ;ovember !!!, the C75 of a large broadcast com+any challenged=uman 8esources and the general counsel on strategies to more fullyintegrate diversity as a regular business +ractice) After months ofresearching best +ractices in the com+anys industry, the C75 and to+eBecutives develo+ed a diversity strategy that includes increasingo++ortunities for &omen and minorities so that they can assume greaterres+onsibility and +ros+ects in management)

At another broadcast com+any, a Diversity 8oundtable &as formed todevelo+ and +romote the business diversity mission) The goal of the8oundtable is to create an environment of fairness and e0uality thata++eals to all of the com+anys em+loyees and to the mar3et+lace, andthat &ill ma3e the business a more com+etitive, successful com+any)

This com+any states that it &ants to create an internal business structurethat &ill reflect the diverse audience and customer base it serves)

5ne large telecommunications com+any has four strategic business+lan3s that are designed to instill diversity at the core of the com+anysbusiness +ractices) The four +lan3s concentrate on im+roving com+any+rofile, managing and leveraging diversity, sta3eholder relationshi+s andsu++lier diversity) ithin each +lan3, there are also se+arate goals andmetrics)

For some com+anies, diversity +lanning is still in its infancy stage) Thisyear, a large entertainment com+any held its first Diversity 8oundtable,

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organi ed by the com+anys to+ cor+orate leaders) The +rimaryob-ectives across the business units &ere to@ 1% sharediversityEmulticultural 3no&ledgeI % coordinate resources andinformationI % create standards across the com+anyI and 4% discuss roleali3e su++ort)

5ne of its first re0uirements &as to define diversity and diversitymanagement) 5nce this &as accom+lished, it instituted a five yearstrategy) This year, the com+any +lans to define its vision, establisheBecutive commitment and s+onsorshi+ and create a&areness anddialogue) ;eBt year it +lans to concentrate on education and culturalchange) 2n fiscal year !!O, the com+any &ill integrate diversity andinclusion into all as+ects of the business) Finally, in fiscal years !! and

!! , it &ill focus on maBimi ing benefits and sustaining momentum)

5f the res+onses received from the com+anies, seven did not eB+ress

that their organi ation had a &ell defined set of goals and ob-ectivesto&ards achieving diversity) ithout the establishment of an eB+licit,articulated diversity +lan through either the C75 of the com+any or its to+eBecutives, it becomes very difficult for a business to addressaccountability for +romoting and im+lementing diversity initiatives) hena com+anys business +ractices fail to include a &ell develo+ed diversitymission +lan, it &ill have difficulty reali ing a successful diversity +rocessbecause the business &ill lac3 the +ro+er mechanisms at the outset toassess and evaluate the status and accom+lishments of the +rocess)

Although some businesses have not develo+ed diversity goals, the to+ic isincluded as a regular agenda item at bi annual management meetings)5ther com+anies that do not have a designated diversity officer ormanager to develo+ a diversity initiative have directed their effortsto&ard recruitment and diversity training through their human resourcesheads)

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Chapter &: Overall Diversity 1tr!ct!re#ow +s The ompany %tructured to "romote *iversity/

The 3ole o Diversity Committees and ,mployee;/nitiatedOrgani


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com+any) The 'anagement Committee is tas3ed &ith ensuring that thecom+anys diversity +hiloso+hy is a com+any &ide +ractice)

2n addition to a Diversity Team, com+osed of business unit division

managers, one telecommunications com+any develo+ed an eB+andeddiversity team, &hich includes the national +residents of seven em+loyeeaffinity grou+s called business resources grou+s or ?8>s) The ?8>sre+resent African Americans, =is+anics, Asian Americans, &omen, alesbianEgay league, em+loyees &ith disabilities and ;ative Americans)Although these grou+s are inde+endent and voluntary, the com+anycontributes financially to each organi ation) The Diversity Team, &hich isled by the com+anys diversity director, develo+s and ma3es se+araterecommendations and goals for senior level management on an annualbasis) These ob-ectives and measures are sent to the eBecutivecommittee for a++roval) Additionally, the team +roduces goals and

metrics that are monitored regularly) Subse0uently, the team +re+ares a0uarterly diversity re+ort card) This +rogress re+ort is +resented to theC75 for his revie& and evaluation) The C75 of a smalltelecommunications business &as a++roached by a grou+ of em+loyeesseveral years ago about creating a &or3force diversity team) =e 0uic3lytoo3 action and develo+ed a team that is no& +art of the =uman8esources de+artment of the com+any) The diversity team &or3s directly&ith business unit leaders throughout the com+any to im+lementcom+rehensive and non discriminatory diversity +olicies and +ractices)

Another small broadcast com+any established a Diversity Council that

serves as an advisory grou+ to the *resident) The C75 and his seniorteam meet &ith the council on a regular basis to ensure that theirdiversity strategy is being met)

2n 1PPG, the C75 of one &orld&ide com+uter based cor+oration as3ed the9ice *resident of Diversity to transform the business into an organi ationthat acts u+on its stated commitment to diversity) As such, the first ste+the 9ice*resident too3 &as the establishment of eight eBecutive leveldiversity tas3 forces and a or3E ife Focus Team) 7ach of the eight tas3forces re+resents a different constituency of the com+anys em+loyee)

They include@ Asian Americans, =is+anics,

>ayE esbianE?iseBualETransgender "#> ?T$%, 'en, ;ative Americans,African Americans, *eo+le &ith Disabilities and omen) The mission ofeach tas3 force is to increase the businesss success in the globalmar3et+lace by focusing on the various constituencies as customers)7ach tas3 force is chaired and staffed by senior level eBecutives from that+articular constituency) There is also an eBecutive s+onsor for each tas3force &ho directly re+orts to the C75 and is a member of the com+anys

orld&ide 'anagement Council) The s+onsor educates senior eBecutives

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on significant diversity issues &ithin the +articular grou+) 7ach tas3 forcealso has subcommittees) Ty+ically, tas3 force members serve on morethan one subcommittee) Additionally, the cor+oration establishedinde+endent diversity grou+s beyond the eBecutive level) There are

diversity councils that are more business unit s+ecific than the tas3forces, and there are also em+loyee driven diversity net&or3 grou+s thato+erate at a much broader sco+e than the tas3 forces or councils) Thecom+any currently o+erates 14 diversity net&or3 grou+s)

An 2nterdivisional Diversity Council, com+rised of human resources, +ublicrelations and other diversity s+ecialists &as created at a communicationscom+any to im+lement 3ey diversity +rograms) 2n addition, a ?usinessAdvisory ?oard, &hich &ill be com+osed of senior eBecutives from each ofthe com+anys divisions, is being formed to &or3 in con-unction &ith theDiversity Council) 'embers of both the Council and the ?oard are liable

for achieving diversity related goals &ithin their res+ective business units) The Council and the ?oard both re+ort directly to the *resident of thecom+any)

Some businesses have a less formal structure in +lace) For eBam+le, in!!!, a cable com+any created a volunteer based Diversity Council) The

Council +lans and coordinates diversity events throughout the year togive em+loyees o++ortunities to gain a&areness and eB+osure to differents+ea3ers and to+ics) Some of the events that the Council has held fromthis +ast year include a ?lac3 =istory 'onth lecture series, a omens=istory 'onth *anel and bro&n bag mentoring luncheon, a >ay *ride

*anel and a or3 ife ?alance *anel)

T&o businesses develo+ed a Diversity 8oundtable) 2n +articular, onebroadcast com+any formed a 8oundtable nearly t&o years ago) 2t consistsof a cross section of em+loyees re+resenting different seBes, races,numerous business divisions, -ob classes and mindsets) Through this8oundtable, the com+any &as able to develo+ its diversity mission andgoals) The 8oundtable &as first develo+ed &ith a #core grou+$ consistingof 3ey cor+orate leaders) This core grou+ includes a Cham+ion, an7Becutive S+onsor and a =uman 8esources re+resentative) *rimarily, thegrou+ is res+onsible for setting a diversity strategy for the larger Diversity8oundtable and creating milestones and measures for theim+lementation of diversity +olicies) The Diversity 8oundtable has no&been divided into three committees@ communications and measurement,re+resentation and continuing education) The role of the 8oundtable isto +rovide feedbac3 and in+ut on diversity strategies, to im+lementdiversity initiatives at each level and &ithin each division of the com+anyI

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to assist in attracting a more diverse &or3force and to communicatemessages regarding diversity initiatives and +rograms offered by thecom+any)

5verall, com+anies must recogni e that &hether the business forms adiversity committee, diversity teamEcouncil, office of diversity, diversityroundtable or em+loyee based affinity grou+s, there must be somestructure intact for em+loyees and to+ management officials to+artici+ate in diversity initiatives) Their role and involvement in the+rocess hel+s to better develo+ and maintain effective diversity +olicies)

The 3ole o Diversity "rogram O icersFive com+anies that res+onded to the survey either had an eBecutive &ho&as solely res+onsible for diversity +rograms or a head of humanresources that is charged &ith recruitment +ractices and enforcement ofdiversity initiatives throughout the business) Four of those five businesseshad a diversity +rogram officer and some ty+e of diversity committeeintact) 2f, ho&ever, the organi ation had a diversity officer, that individual&or3ed &ith either hiring managers of a diversity committee, if such agrou+ eBisted &ithin the com+any, or the com+any established a se+arate5ffice of Diversity)

The C75 at one telecommunications com+any recently a++ointed a ChiefDiversity 5fficer) At the outset, this eBecutive began a search for abusiness tool that could be used &ithin the com+any to foster diversityand inclusion throughout the business) After months of in de+th analysis,his de+artment created a training intervention +rogram designed to hel+managers understand the value of an inclusive culture and +rovide them&ith the tools to +romote that culture &ithin their res+ective teams)

The human resources de+artment at one entertainment business#+artners$ &ith hiring managers to ensure the creation of diversecandidate +ools and to select the best candidates for vacant +ositions) Atthis com+any, the Director of 8ecruiting and =uman 8esources isessentially the #diversity officer,$ and therefore has the res+onsibility ofdevelo+ing relationshi+s &ith outside organi ations in the com+anysindustry in order to attract the broadest range of talented candidates)

The director also &or3s closely &ith the C75 and all the hiring managersto achieve the com+anys diversity goals)

5ne com+uter based com+any a++ointed a 9ice *resident of >lobalor3force Diversity) 2n this ca+acity, he &or3s closely &ith the com+anys

eight eBecutive level tas3 forces, the Senior 9ice *resident of =uman8esources and its 'anager of or3E ife and omens 2nitiatives) 5n anannual basis, the diversity officer and the human resources manager

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meet &ith the co chairs of all of the tas3 forces to evaluate their grou+sinitiatives and activities and to address any concerns their res+ective tas3forces may have)

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Chapter ': Achieving Work orce Diversityhat Are 0verall *iversity %trategies/

3ecr!itment "ost;8iring =ob "lacementhe C75 of a +rominent com+any &as once as3ed@ hy is diversity3ey to your com+anys successN =e res+onded@ # e 3no& that+eo+le are more inclined to do business &ith us if they see others

li3e them in our organi ation) For em+loyees, their intellectualcontribution and diverse bac3grounds is 3ey to our successK)$

T8ecruitment involves, to a great eBtent, net&or3ing and buildingrelationshi+s &ith outside organi ations) All of the res+ondent com+anieshave established some method to recruit diverse talent from across the

country) Ty+ically, com+anies &ill recruit through cam+us visits tocolleges and universities) ;ine businesses re+ort recruiting at collegesand universities, and eight com+anies attend traditional local and regional

-ob fairs such as ;ational =is+anic Chamber of Commerce, The ;ational


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Some com+anies have develo+ed an #internal recruitment$ +rocessdesigned es+ecially for high +otential em+loyees) S+ecifically, onecommunications business recently im+lemented an internal recruitmentsystem and has +roactively targeted minorities and &omen for high level

+ositions that are vacant) The ob-ectives of this +rogram are to eB+andon an em+loyees individual s3ill set, su++ort retention and develo+ a firmbase of diverse em+loyee talent)

ith the &ides+read use of the 2nternet in +romoting business activities,many businesses have found on line recruitment to be a very valuabletool) For eBam+le, one small cable television com+any found that +ostingnotices of -ob o+enings to multi+le diverse &ebsites has yielded the most+ositive result in terms of attracting diverse recruits)

2n addition to electronic +ostings, this cable com+any +laces

advertisements in targeted industry trade maga ines and +romotes an#Associate 8eferral ?onus *rogram$ that offers cash incentives toem+loyees &ho refer ne& recruits)

A broadcast com+any also vie&s the 2nternet as a good source ofidentifying diverse candidates for -ob vacancies) 2n +articular, thisbusiness uses 8ecruit


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businesses must learn to &or3 &ith +artners that understand the need fordiversity in the &or3force)

The hiring managers at one cable com+any are encouraged to become

actively involved in local and national associations in order to assist thecom+any in identifying a diverse +ool of talent) The business is activelyinvolved &ith numerous #cable centric$ organi ations such as ;A'2C,

omen in Cable and Telecommunications "# 2CT$% and the alter (aitFoundation) The com+any has also recently become actively involved&ith other associations such as African Americans in Advertising "#AA2A$%,;ational =is+anic 'edia Coalition and American omen in 8adio and

Television "#A 8T$%)

2n !! , one leading hotel and gaming com+any created an innovative+artnershi+ &ith the


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Foundation, the ;ational Association of =is+anic Journalists, the ;ationalAssociation of 'inority 'edia 7Becutives and the ;ational Association of?lac3 Journalists)

5ne large com+uter based business +artners &ith local business resourcegrou+s to solicit in+ut on diversity recruitment strategies and to assist thecom+any during the recruitment +rocess) There is also a candidatereferral +rocess in +lace &here the local business grou+s refer +otentialhires to the com+any)

2entoring: /nternally ,5ternally7leven of the res+ondent com+anies have established either formal orinformal voluntary mentoring +rograms) Some, in fact, have mentoring+rograms not -ust &ithin the business, but also for members of itscommunity that are interested in their +articular +rofession) At somecom+anies, mentors are used to hel+ assimilate ne& em+loyees into thene& culture, &hile at other com+anies, mentoring is used to develo++otential leaders in the com+any)

5ne broadcast com+any vie&s mentoring as a natural com+lement totheir diversity strategy) 'anagers select high +otential em+loyees todevelo+ and gro& the mentoring relationshi+ throughout the maturity ofthe mentees career at the com+any) There is also an internal &ebsitelisting mentoring strategies that +rovides managers &ith materials andinformation on im+lementing effective mentoring relationshi+s) Accordingto this com+any, its mentoring +rogram has yielded high dividends) Thecom+any indicated that there is a mar3ed increase in the number of&omen and minorities that are assuming greater leadershi+ roles &ithinthe business)

'embers of the 7Becutive Diversity Team at one entertainment com+anyinformally mentor em+loyees not only internally, but also at othercom+anies &ithin the com+anys industry) They also +artici+ate in formalmentoring +rograms administered by organi ations such as 2CT and;A'2C) 7m+loyees are strongly encouraged to +artici+ate in thesevoluntary +rograms and to see3 out mentorshi+ o++ortunities throughoutthe industry)

T&o &omen eBecutives at one media com+any serve on 8adio 2n3s #'ost2nfluential omen$ mentoring +rogram) 2n addition, the com+any+artici+ates in a net&or3 affinity grou+ that offers mentoring and +rovidesinformation on mentoring to its em+loyees)

A one year +ilot +rogram &as recently launched at a small broadcastcom+any &hich included a small mentorshi+ curriculum consisting of a

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diverse grou+ of 1 em+loyees that re+resent each mar3et at thecom+any) 2n its initial stages, the +rogram is designed to increasedevelo+mental o++ortunities for all em+loyees)

7ach year, one cable com+any selects several &omen to +artici+ate in the>eorgia 1!! 'entoring *rogram that offers o++ortunities for u++er middlemanagement &omen to be mentored by female eBecutives at othercom+anies) 2nternally, this business also created a +rogram entitled #The*o&er of T&o$ &hich matches interested individuals &ith mentors from&ithin the com+any to assist them in achieving their learning,develo+mental and career ob-ectives)

A riters 'entoring *rogram is offered to em+loyees at one large mediabusiness as +art of its ongoing commitment to eB+ose &or3ers to &ritersfrom diverse bac3grounds) The aim of this siB month +rogram is to give

+artici+ants and net&or3 eBecutives the o++ortunity to build relationshi+s&ith one another)

A broadcast com+any instituted a formal net&or3ing +rogram for itsem+loyees and senior level management) The +rogram has ! to Gmentees, &ho are +aired &ith more senior level leaders &ithin thecom+any for a 1 month +eriod) The goal is for the mentee to gain3no&ledge and s3ills that may other&ise ta3e years to ac0uire &hile inhisEher current +osition) De+ending on the mentorEmentee relationshi+,the focus can be to learn a s+ecific leadershi+ s3ill or set of s3ills, to betterunderstand the business and culture of the com+any, to broaden the

mentees +ers+ective beyond hisEher functional area, to +rovide short orlong term career develo+ment or any combination of these goals)

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Chapter (: "ro essional Development "rograms

Fello*ships /nternshipshen it comes to +rofessional develo+ment, all but threecom+anies have an established fello&shi+, internshi+ or informaleBecutive training +rogram to ensure o++ortunities for diverse

ne& talent and to build on the eBisting s3ill sets of to+ management)

2n 1P , one communications com+any began a t&o and a half yearleadershi+ develo+ment +rogram designed for recent college graduates)

The +rogram recruits high achievers and rotates them bet&een t&o orthree different assignments and locations &ithin the com+any) Theoverall structure of the +rogram enables each +artici+ant to develo+com+etent s3ills in hisEher chosen +osition) hat is uni0ue about this+rogram is that its graduates have o++ortunities for u+&ard mobility&ithin the com+any) Currently, the +rogram has !4 +artici+ants, 4G+ercent of &hom are &omen, and 4 +ercent are minorities) Since itsince+tion, one graduate has reached the officer level, siB are in seniormanagement +ositions and G are general managers &ith significantmanagement res+onsibilities)

A broadcast com+any funds several diversity internshi+ +rograms bothinternally and eBternally) *artici+ation in +rograms such as the 7mma?o&en Foundation and 2n8oads internshi+ is one &ay in &hich thecom+any has &idened avenues of o++ortunities for talented minority and&omen candidates) 2nternally, the com+any rotates students throughoutvarious de+artments to allo& for broader eB+osure and eB+erience in theindustry) Through this com+anys successful relationshi+ &ith 2n8oads, aminority female student &ho interned &ith the com+any for four yearsthroughout college &as hired as a +ro-ect manager in the com+anystechnology division)

A 'anagement Associate *rogram "#'A*$% &as develo+ed at onehos+itality com+any to +re+are recent college graduates for careers inmanagement at the com+any) *lacement of the management associate&ithin the business de+ends on the ty+e of degree earned)


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hile some businesses focus on develo+ing high +otential students to beon a management level trac3, others concentrate on entry level+ositions) At one large communications com+any, a Diversity Fello&shi+*rogram &as initiated +articularly for ne& college graduates at the entry

level) The com+any s+onsors one fello& for each of the com+anys threedivisions for a +eriod of 1 months) Throughout the fello&shi+,+artici+ants are mentored, trained and introduced to the overall structureand business model of the com+any) *artici+ants are then +laced in a+osition that best suits their career goals and the &or3force needs of thecom+any) The selection criterion for the fello&shi+ +rogram iscom+etitive) The fello& must hold a bachelors degree, have a )!cumulative grade +oint average and submit t&o letters ofrecommendation from the head of the de+artment &ithin their academicdisci+line) At the end of the 1 month +eriod, fello&s &ere often offered+ermanent +osts &ithin the com+any)

The human resources de+artment at a broadcast com+any +rovides bothfello&shi+ and internshi+ +lacement) The com+any +artici+ates in the7mma ?o&en Foundation internshi+ +rogram as &ell as a 8adioFello&shi+ +rogram offering three +aid fello&shi+s +er year to minoritystudents interested in careers in the broadcast industry)

,5ec!tive Development "rogramsAt some organi ations, +art of the focus of their career training +rogramsis on the develo+ment of candidates for eBecutive level +ositions) A totalof nine com+anies im+lemented some ty+e of eBecutive leadershi++rogram, some designed es+ecially for minorities and &omen)

2n !! , one hos+itality business launched a #87AC=$ su+ervisory training+rogramRthe first of its 3ind) The +rogram is a -oint collaborationbet&een a training academy and a +rivate business organi ation) ThissiB month training curriculum is designed to develo+ leadershi+ s3ills andto eB+ose highly talented em+loyees to management best +ractices) The+rimary goal is to +rovide them &ith eBecutive level training so that theymay then be +laced into a su+ervisory +osition &ithin the com+any) Thefirst training class involved 4 leadershi+ develo+ment courses, -obshado&ing and one on one mentorshi+ &ith a manager)

Several years ago, one large cable com+any began a #


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&ith less than one year of management eB+erience) The +rogram &ascreated to e0ui+ ne& su+ervisors &ith the necessary tools to managetheir em+loyees more effectively) Another +rogram, the #Frontline

eadershi+ *rogram,$ focuses on su+ervisors &ith more than one year of

eB+erience) 7m+hasis is +laced on eB+anding and develo+ing managerials3ills and +rinci+les, coaching and +erformance management ando+erations administration) The com+any also created t&o other +rogramsintended to retain senior managers, &ith s+ecial em+hasis on thedevelo+ment of minorities) 5ne of these +rograms, #Fundamentals of

eadershi+,$ is for eBecutives &ith u+ to three years of su+ervisoryeB+erience &ho have considerable management +otential) The +rogramcenters on leadershi+ s3ills, +ersonal gro&th and community investment)

The second +rogram, #The 7Becutive eadershi+ Forum,$ identifies andnurtures high level eBecutives to eB+and on the com+anys neBtgeneration of senior leaders) The curriculum incor+orates s+eciali ed

classroom training and real life business case studies)Although some businesses have more formal, internal managementdevelo+ment +rograms, others are involved in various eBternal eBecutivetraining +rograms) For eBam+le, at a large media grou+, eBecutives arefunded to +artici+ate in leadershi+ seminars including the ?etsy 'agness

eadershi+ 2nstitute, the CTA' 7Becutive 'anagement *rogram at=arvard ?usiness School and the ;A'2C 7Becutive eadershi+Develo+ment *rogram)

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Chapter $: 2anaging Diversityhat echanisms Are +n "lace To aintain the )oals 03

*iversity/

,mployee Diversity Trainingeaders are beginning to understand that diversity training &ithintheir organi ations is a 3ey com+onent to su++orting diversityinitiatives) All em+loyees and, in +articular, management, must

learn ho& to effectively interact &ith others in a diverse &or3+lace) 'anycom+anies recogni e that they should encourage em+loyees to continueto learn ne& s3ills in dealing &ith and managing a diverse &or3force)

Through diversity training, a com+any can create a common frame ofreference and establish a solid foundation u+on &hich em+loyees can

understand each other and eliminate biases and barriers that oftenim+ede on the com+anies overall ability to effectively +romote a cultureof inclusion) T&elve com+anies launched management or em+loyeediversity training +rograms) 5f the 1 , three &ere designed es+ecially formanagement)

Conducting diversity training for all em+loyees is a +riority at onecommunications business) All em+loyees must +artici+ate in an 775training course) The course hel+s em+loyees recogni e and understandthe im+ortance of diversity in the &or3force and ho& the definition ofdiversity has evolved over time) 2n addition to formal training, the

business offers com+rehensive literature to its em+loyees on diversity)5ther sources of information include a video on diversity at the com+any,a resource library that offers materials on diversity and an 2ntranet&ebsite &hich features im+ortant facts on diversity at the com+any, &ithadditional information on related sub-ects)

5ne communications com+any offers a variety of fleBible training+rograms to meet the needs of all em+loyees) For eBam+le, somecourses are taught on line, some are off site classes and others are#suitcased$ and tailored to&ards the s+ecific re0uirements of a small unitor division) The organi ation believes that by +roviding the right ty+e of

diversity training to its em+loyees, it can encourage better understandingand a++reciation of human differences and ho& those issues can inhibit orenhance an individuals or a grou+s overall in+ut to the com+anysshared diversity goals)

At one large telecommunications com+any, diversity training is integratedinto regular training +rograms) The com+any formed a team called #The


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earning 5rgani ation$ that is res+onsible for all training effortsthroughout the com+any) Diversity training to+ics include seBualharassment, gender biases, social and cultural +erce+tions and disabilityunderstanding)

The diversity training &or3sho+ at one entertainment com+any involvesnot only general diversity training, but also covers a broad range ofs+ecific diversity related to+ics such as seminars on A2DS in the &or3+laceand seBual harassment a&areness training) The ob-ectives of these&or3sho+s are to identify the business im+lications of valuing diversityI toeBamine the effects that +ersonal attitudes and stereoty+es have onbehaviorI to develo+ a communication model that em+hasi es culturaldiversity and to develo+ +ersonal as &ell as +rofessional strategies to hel+cultivate a climate that values diversity) This com+any also instituted aSocial Styles 8oundtable &hich eBamines ho& diverse communication

styles affect business relationshi+s)

2anagement TrainingSome com+anies focus their diversity training eBclusively on to+management +ersonnel) ?y training su+ervisors and managers, thesecom+anies believe that senior level eBecutives are better e0ui++ed asleaders to oversee the infusion of diversity understanding amongst allem+loyees)

A Diversity Cham+ions or3sho+ &as created in !! by acommunications com+any as a #Train the Trainer$ +rogram designedes+ecially for managers) This five day leadershi+ and diversity course isconsidered by the com+any to be unli3e any other diversity training+rogram of its 3ind) =ighly trained diversity consultants facilitate the&or3sho+) The 4! hour &or3sho+ focuses on diversity training geareds+ecifically for managers, education in leadershi+ s3ills and develo+mentof +ersonal +otential) The class is taught using various methods includinglectures, grou+ activities, role +laying, -ournaling, guest s+ea3ers, videosand reading assignments) Since !! , 1 Diversity Cham+ions

or3sho+s have been conducted and more than !! Diversity Cham+ionshave been trained com+any &ide)

5ne telecommunications com+any s+ent several months designing atraining intervention model that &ould assist managers in understandingthe value of an inclusive culture) 'anaging to in "#' $% is aninteractive &or3sho+ created to transform the challenge of diversity intoan o++ortunity for inclusion in the business) The course em+hasi es, #2t isnot the differences among +eo+le, but the emotional reactions to thedifferences that can distract em+loyees and reduce utili ation)$

Throughout the +rogram, managers eB+lore the benefits of a learning

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environment that includes all em+loyees and concentrates on develo+ingthe necessary s3ills to eliminate barriers to learning o++ortunities) Thegoal of the &or3sho+ is to hel+ managers engage a higher +ercentage ofthe &or3force in core business activities and increase +roductivity) The

course &as develo+ed to train managers to foster an environment ofinclusion &hereby all em+loyees, regardless of their bac3ground, ethnicityor seBual orientation, have the chance to be involved and engaged in&or3 that they feel adds value to the com+anys business ob-ectives) 2naddition, every eBecutives and managers +erformance revie& is lin3edto hisEher role in su++orting the com+anys diversity +olicies and goals)As such, enrollment into the ' &or3sho+ is mandatory for allmanagers and su+ervisors) astly, after attending the training &or3sho+,all +artici+ants are re0uired to conduct three staff meetings &ithin theirde+artments to revie& the conce+ts of the ' &or3sho+) 7achmanager is given a ' #Tool3it$ &hich contains +re+aration materials,

agenda, handouts and *o&er*oint slides on the +rogram) The managersare res+onsible for eB+osing and im+lementing the core conce+ts of the+rogram to their staff members) 5ver O,!!! managers &ill be trained bythe end of this year)

Training o++ortunities are available for all levels of management at oneentertainment business) 2n the +ast year, su+ervisors and managersattended over ! eBternal training classes and conferences s+onsored byorgani ations such as ;A'2C, 2CT and the hite =ouse *ro-ects

omens eadershi+ Summit)

,mployee "er ormance ,val!ations'aintaining a nondiscriminatory, ob-ective +erformance evaluationsystem is an im+ortant element of diversity that is often overloo3ed)Some com+anies, ho&ever, do recogni e that establishing im+artial+erformance criteria not tainted by the evaluators +ersonal +re-udices+romotes a &or3 environment that values every em+loyee, regardless ofhisEher age, gender, racial or ethnic bac3ground)

5ne communications com+anys +erformance evaluation system centerson five core com+etencies@ team&or3, leadershi+Evision, -udgment,creativityEinnovation and accountability) This com+any focuses on thisfive core set of com+etency measures rather than eB+erience or s3ill setmeasures to hel+ the business better su++ort an ob-ective assessment of+erformance) The human resources de+artment &or3s closely &ithmanagers to hel+ them better assess an em+loyees +erformance in anunbiased manner, and to a++ro+riately document the em+loyees+erformance as +art of its revie&) 2n !! , all em+loyees &ere trained onho& the +erformance management system is o+erated) 'anagers, in+articular, learned ho& to offer constructive criticism and feedbac3)

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7very em+loyee at another communications business receives an annual+erformance revie& based on goals and ob-ectives develo+ed and agreedu+on by the em+loyee and his or her manager) An em+loyeedevelo+ment +lan is also utili ed as a mechanism for an em+loyee and

hisEher manager to monitor +rofessional gro&th and to ob-ectivelyevaluate -ob +erformance on a regular basis)

Another small communications com+any also +rovides evaluation trainingto its em+loyees) 7valuations are conducted at least on an annual basis,and in some divisions, 0uarterly) *art of training includes em+hasis on araceEgender neutral evaluation method that more accurately reflects the+erformance of the em+loyee)

5ne broadcast com+anys annual +erformance revie& is designed so thatmanagers &ill have in de+th dialogue &ith their em+loyees regarding

their strengths and &ea3nesses, in addition to identifying areas forim+rovement and subse0uently offering recommendations forim+rovement) The manager must also design s+ecific individualdevelo+ment ob-ectives for the continued gro&th of each em+loyee)

The management com+ensation system at one communications com+anyis based, in +art, on a leaders ability to create a diverse and inclusive&or3 environment) 2n addition, the annual +erformance evaluation isstructured to +rovide em+loyees &ith constructive, ob-ective and honestfeedbac3 on many as+ects of their +erformance, including the area ofdiversity +romotion)

Compensation ?ene its5ne venue for +romoting diversity +artici+ation that is at timesundervalued is to focus on the lin3 bet&een diversity, e0ual +ay andcom+any benefits) 'easures to attract and maintain a diverse &or3forceshould include +olicies that ensure e0ual +ay for e0ual &or3 and cultivatea &or3 environment that offers fleBible benefits that meet the needs of itsem+loyees) Therefore, com+anies are increasingly offering com+etitive+rograms and +olicies that are su++ortive of the re0uirements of adiverse &or3 +o+ulation)

2ndustry benchmar3ing is used &hen determining com+etitive +ay forem+loyees at one cable com+any) This com+any +artici+ates in annualcom+ensation surveys each year to ma3e certain that its +ay rates are u+to +ar &ithin the industry and in the community) These surveys includethe CT=8A Survey of the Cable and Telecommunications =uman8esources Association and the To&ers *errin 7ntertainment Survey) 2naddition, the com+anys Director of 7m+loyee ?enefits is +roactive inconducting ongoing benefit education seminars to em+loyees) The

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Director also &or3s &ith the com+anys ?enefits Committee, com+osed ofsenior eBecutives, to devise various a++roaches to eB+and and ad-ustbenefit services) The ?enefits Committee strives to offer creative benefitsabove and beyond the baseline industry standards) For eBam+le, the

com+any offers em+loyees 1!! reimbursement for the cost of amammogram) This includes family members of the em+loyee, &hether ornot the +erson is covered by the com+anys grou+ health +lan) 2naddition, the business encourages its em+loyees to further their formaleducation by +roviding tuition reimbursement u+ to the 28S deductibilitymaBimum of HG, G! +er calendar year) The com+any offers a fleBible&or3 schedule, telecommuting o+tions and -ob sharing &here a++ro+riatefor em+loyees attending classes)

8ecently, one cable com+any initiated a com+rehensive +ay e0uity auditsystem to evaluate +ay across scales throughout the com+any from

various +oints of vie&) This ne& auditing method &ill be conductedannually to ensure that +ay +ractices are enforced e0uitably across theboard)

#9 2F7$ " ife 2nitiatives For 7m+loyees% is a +rogram offered by onetelecommunications com+any as +art of its commitment to meet thechanging needs of its em+loyees) 7m+loyees can call a toll free numberor access on line information for guidance on many to+ics includingmarital and family concerns, child and elder care issues, emotional health,substance abuse, health to+ics and legal issues) Access to aneB+erienced counselor is available 4 hours a day, each day, at no

additional cost to an em+loyee)5ne broadcast com+any offers a very com+rehensive benefits +ac3agethat ranges from traditional health and &elfare benefits, including retireemedical and financial security benefits) The less traditional benefits +lanincludes ado+tion assistance, de+endent and health care s+endingaccounts, a commuter reimbursement +rogram, an 7m+loyee Assistance*rogram and an on line resource and referral service)

Another broadcast com+anys commitment to maintaining a diverse&or3force is evidenced by the &ide range of innovative benefits offered toits em+loyees) These benefits include insurance coverage for same seB+artners, eldercare assistance and fleBtime o+tions) The com+anybelieves that by offering these uni0ue benefits, it can recruit and retain adiverse grou+ of talented em+loyees &ho might other&ise not -oin thecom+any, or may other&ise be forced to leave the &or3force due to &or3life balance issues)

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"romotion o Family;Friendly Work ,nvironment The gro&ing demands of em+loyees to balance &or3 and family life is anissue that com+anies gra++le &ith as they try to create inventive+rograms and +olicies that hel+ em+loyees more effectively manage theircommitments at &or3 and at home) >enerally, a com+anys benefits+rogram is lin3ed to its obligation to su++ort and advance a familyfriendly &or3 environment that addresses the difficulties of balancing&or3 life issues) ?y offering fleBible +rograms, com+anies are in a better+osition to attract and retain diverse em+loyees)

here +ossible, one broadcast com+any +ermits fleBible &or3arrangements such as fleBtime, +art time em+loyment, -ob sharing,com+ressed schedules and telecommuting) This organi ation also offersdaycare discount agreements &ith local childcare +rovider centers acrossthe nation)

To foster a family friendly &or3+lace, one entertainment business offers agenerous maternity and +aternity leave, in addition to lactation rooms forne& mothers) Additionally, the com+any offers emergency bac3 u+childcare and a eight atchers at or3 +rogram)

5ne cable com+any re0uires 4 hoursE days a &ee3 business o+erationin some +ositions) As such, some em+loyees must &or3 nights, &ee3endsandEor holidays) Des+ite these o+erational re0uirements, this cablecom+any +romotes a +hiloso+hy of fleBibility &ith regard to scheduling&henever +ossible) 7Bam+les include alternate &or3 scheduling,fleBibility &ith business related travel and generous leave +olicies)9acation time is accrued based on the number of years of service,ho&ever, an em+loyee may +urchase three additional days of vacation)

The com+any also offers assistance &ith elderly care selection and+rovides an emergency #Friends of the Family *rogram)$ 2n addition, thecom+any initiated a #summer hours$ +rogram last year to allo& itsem+loyees more scheduling fleBibility in &or3 hours throughout thesummer)

At one large telecommunications cor+oration, management continuallyresearches o++ortunities and alternatives that best serve the &or3 lifechallenges of its em+loyees) This com+any believes that by +romoting astrong family friendly &or3force, em+loyees are more li3ely to be+roductive and successful at &or3) The human resources de+artment hasforged +artnershi+s &ith various organi ations to offer a variety of#family oriented$ o+tions such as an in home emergency child careserviceI de+endent day care fleBible s+ending accounts that allo&

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em+loyees to set aside +re taB dollars in a fund to +ay for child care andaccess to &or3 life counselors through an 7m+loyee Assistance *rogram)

This com+any also has a longstanding commitment to +rovide a+rofessional environment that res+ects the dignity of every em+loyee) To

this end, an anti discrimination +olicy is regularly communicated andenforced throughout the com+any) From time to time, the businesss+onsors anti harassment training to educate em+loyees on ho& to solicitthe a++ro+riate advice and su++ort should it become necessary)

The senior management at a media com+any s+onsors an interdivisional or3E ife Council &hich institutes +olicies that hel+ to +romotethe &ell being of em+loyees in terms of assisting them to achieve asatisfactory balance bet&een &or3 and +ersonal lives) Among its otherduties, the Council +rovides health u+dates on to+ics such as obesity,cancer and de+ression) The Council also assists em+loyees &ith domestic

violence issues, same seB +artner financial assistance, ado+tionassistance and counseling for de+ression, addiction, bereavement andother +ertinent life issues) 5n the &hole, the com+any recogni es that its&or3 life +olicies are a 3ey role in attracting and retaining talented,diverse em+loyees)

3etention@Termination CriteriaFe& com+anies that res+onded to the survey have a formal retention ortermination criteria) 'any com+anies vie& retention as a business goalthat is lin3ed to training and career develo+ment) As such, organi ationsaddress the retention and +rofessional gro&th of its &or3force but haveless formal retentionEtermination +olicies in +lace)

2n !!1, one telecommunications com+any commenced a Develo+mentand eadershi+ 2nitiative "#D 2$% +rogram to address the retention and+rofessional eB+ansion of its minority and &omen em+loyees) The goal ofthe +rogram is #to ensure that Lthe Com+anyM continues to be enriched&ith talented em+loyees from different &al3s of life, and that thoseem+loyees are +re+ared to ta3e on ne& challenges and o++ortunities asthey arise)$

Although one media com+any lac3s a formal retention or termination+olicy, it has develo+ed a metrics system to monitor and evaluate itsrecruitment and retention a++roach) 7ach 0uarter, the com+anycalculates the number of minorities as a +ercentage of ne& hiresaggregated by division) The same analysis is conducted for gender) 7achunit is then given statistics that cite its overall contribution to thecom+anys diversity ob-ectives) The com+any also monitors referralsources to determine the +ercentage of minorities recruited from eachsource) 2n doing so, the com+any can better direct its recruitment efforts

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to dra& a broad and diverse candidate +ool) Additionally, the com+anyconducts a 0uarterly turnover analysis on minority turnover) This +ermitsthe com+any to scrutini e changes in em+loyment ratios) 2t alsoeBamines eBit data to evaluate &hy em+loyees leave the com+any either

voluntarily or involuntarily) This mechanism allo&s the com+any to trac3trends in turnover related to race or gender)

astly, one broadcast com+any indicated that their termination criteria&as +erformance based or conducted on an ob-ective case by case basis)

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Chapter ): Diversity Acco!ntability#ow +s *iversity easured/

Diversity 2etricsccountability is certainly a 3ey factor in ensuring that a businesssdiversity +lan is successfully eBecuted) Slo&ly, com+anies arebeginning to establish ob-ective indicators to assess diversity goals

and achievements) To ma3e effective and +roductive assessments,organi ations must use some ty+e of measurement tool to gaugecom+any +olicies and +ractices on diversity initiatives on a scale) A#diversity metrics$ is such a tool &hich com+anies can em+loy to measurenot -ust &here they are, but ho& far they have come and ho& far theyhave to go to move u+ to the neBt level) This ty+e of benchmar3

therefore serves as an im+ortant instrument to monitor diversity goals)Another mechanism is the creation of a diversity #scorecard$ thatessentially grades a com+anys diversity efforts on a scale) Sevenres+ondent com+anies had some ty+e of diversity metrics such as ascorecard or a 0uarterly or bi annual revie& of the com+anys +rogressto&ards its diversity goals)

A

5ne broadcast com+any created such a diversity re+ort card that isscheduled to begin later this year) 7ach division &ithin the com+any &illset its o&n ob-ectives, develo+ local diversity councils and utili e there+ort card as a measurement device irres+ective of government

re0uirements) The re+ort &ill include evaluation of each business divisionbased on creating a diverse &or3force, valuing a diverse &or3force andleading a diverse &or3force)


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A 0uarterly revie& +rocess of all diversity and turnover data is em+loyedat a cable com+any to identify +atterns or issues that may need attention)

The com+any also +artici+ates in the 2CT annual *A8 "*ay 70uity,Advancement 5++ortunities and 8esources for or3E ife Su++ort% survey

to gather industry information on diversity initiatives, &hich in turn assiststhe com+any in measuring its diversity benchmar3s)

A large broadcast com+anys Diversity Council ado+ted a diversityscorecard to measure its +rogress) The re+ort card identifies mid leveland senior level +ositions in &hich +eo+le of color are underre+resented)

This hel+s the business to increase hires and +romotions in these+ositions) The goal is then to reflect at least ! of those 0ualified seniorand mid level +ositions available)

#*eo+lesoft$ is an in house human resources information system used by

one communications business to monitor diversity related statistics) Thecom+any is able to eBtract relevant data from this system to assist thebusiness in analy ing its +erformance in 3ey diversity areas) Thecom+any also utili es its bi annual associate survey to monitor em+loyee+erce+tions about the com+anys +rogress against its diversity ob-ectives)

7ach 0uarter, a &orld&ide com+uter based cor+oration submits adiversity +rogress re+ort card to its C75 for hisEher revie&) >oals areevaluated and monitored throughout the 0uarter and +roduced in there+ort) The com+anys eBecutive committee also conducts an in de+thsemi annual re+ort card revie& that is also submitted to the C75)

At one communications com+any, &or3force diversity accountability is ato+ +riority) The business established various measurements to evaluateits initiatives, +articularly in recruitment and retention) Thesemeasurements include@ a revie& of &or3force +rofile against diversitygoalsI analyses of any discrimination com+laintsI +erformance againstsu++lier diversity goalsI including analysis of feedbac3 and in+ut from anannual survey by su++liersI and a diversity indeB em+loyed by managersto com+are the +erformances of organi ational grou+s relative to theiraffirmative action goals)

2anagement@/ndivid!al Acco!ntabilityAccountability is also achieved by ma3ing the a++ro+riate leadersres+onsible for diversity on some level, such as through +erformanceevaluation or merit +ay increases)

The management eBecutives at one broadcast com+any are heldaccountable for +romoting diversity in their individual divisions) Througha Diversity *erformance 2ncentive, the level of diversity success is lin3ed

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to the short term com+ensation of directors and senior managers) Thissuccess is measured in several areas, including em+loyment, economicdevelo+ment and diversity +lan goals) These diversity +lan ob-ectivesalso include leadershi+, +artnershi+s and strategic alliances)

5ne cable com+any incor+orated the measurement of diversity behaviorsinto the core characteristics and behaviors section of its em+loyee+erformance a++raisal) All em+loyees are evaluated on various as+ectsof their &or3, including &hether they are active in +romoting diversity inthe &or3+lace, ho& they treat others and res+ond to their o+inions and&hether they embrace alternative thin3ing in +roblem solving)

At a communications cor+oration, management and staff are heldaccountable for ensuring that the organi ations environment +romotesinclusion) To this end, as +art of each em+loyees annual +erformance

revie&, there is an assessment of ho& that individual +romotes orencourages diversit

Documents

Workplace Diversity Best Practices