Workplace Diversity Best Practices

Workplace Diversity: A Global Necessity and an Ongoing Commitment
The Career Advancement Subcommittee of the FCCs Advisory Committee on Diversity for Communications in the Digital Age
June 14, !!4
The FCCs Federal Advisory Committee on Diversity or Comm!nications in the
"#Diversity Committee$% &as created by Chairman 'ichael () *o&ell in Se+tember of !!,) As +art of its ob-ectives, the Committee manifests that it &ill #+rovide guidance to the Commission on +olicies and +ractices that could increase the diversity of o&nershi+ and could create o++ortunities for minorities and &omen to advance to managerial +ositions in the communications sector as &ell as other related sectors of the economy)$ The Committee is also charged &ith develo+ing a descri+tion of best +ractices &ithin the communications sector for +romoting diversity of +artici+ation)
Digital Age
The Career Advancement Subcommittee ".Subcommittee.% of the FCC/s Diversity Committee first sent an in0uiry letter in December !!, to a broad range of industry1related trade associations and foundations regarding their res+ective member com+anies/ hiring, +romotion and retention +ractices) The res+onses &ere not as in1de+th as the Subcommittee had antici+ated) 2n order to get a more accurate +icture of best +ractices, the Subcommittee submitted letters in 'arch !!4 to thirty1three communications and a fe& non1communications related com+anies see3ing narrative and documentation regarding each com+anys hiring, +romotion, retention and +rocurement +ractices) S+ecifically, the Subcommittee sought to 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 4a& 5ffices of Fatima Fofana 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 to develo+ a universal set of best +ractices for the communications industry)
The +ractices that are included in this re+ort are not identified by s+ecific com+any in order to +reserve the com+anies confidentiality)
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FCC F7D78A4 AD92S58: C5''2TT77 5; D2978S2T: F58 C5''<;2CAT25;S 2; T=7 D2>2TA4 A>7
Julia Johnson Chair, Federal Advisory Committee on Diversity for Communications in the Digital Age CA8778 AD9A;C7'7;T S<?C5''2TT77 '7'?78S@ Jenny AlonAo Chair, Career Advancement Subcommitte *resident, ;A'2C, 2nc) 9ice *resident *roduction 6 5+erations Advertising 6 *romotions 4ifetime 7ntertainment Services =enry 8ivera Former FCC Commissioner *artner 9inson 6 7l3ins Dec3er Anstrom *resident, C55 4andmar3 Communications 'atthe& ?lan3 Chairman, C75 Sho&time ;et&or3s 'aria ?rennan 7Becutive Director American Comen in 8adio and Television ?enita FitAgerald1'oseley *resident Comen in Cable and Telecommunications Joan >erberding
Workplace Diversity: A Global Necessity and an Ongoing Commitment "age & o $%
2mmediate *ast *resident, AC8T Former *resident, ;assau 'edia *artners *riscilla =ill1Ardoin Senior 9ice *resident 8egulatory Com+liance S?C Telecommunications, 2nc) David 7) =onig 7Becutive Director 'inority 'edia 6 Telecommunications Council 9onya 'cCann Senior 9ice *resident Federal 7Bternal Affairs S+rint
FCC F7D78A4 AD92S58: C5''2TT77 5; D2978S2T: F58 C5''<;2CAT25;S 2; T=7 D2>2TA4 A>7
S<?J7CT 'ATT78 7D*78TS@ Celdon =) 4atham *artner =olland 6 (night, 44* >eorge =errera Former *resident, <S=CC *resident, =errera1Cristina >rou+, 4TD Sylvia James Associate =olland 6 (night Dan 'ason *resident Dan 'ason, 44C *utnam 'athur 9ice *resident Cor+orate Diversity 6 Communications '>' >randE'irage S) Jenell Trigg 5f Counsel 4eventhal Senter 6 4erman *44C 4u3e 9isconti *artner, Co1founder Diversity2nc)
, 44*
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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..................................................................................................................................17 Company 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 & !1ternally.............................................................................................................23 CHAPTER 5: PROFESSIONAL DEVELOPMENT PROGRAMS........................................................ 2 4ello-ships & #nternships...........................................................................................................................2& !1ec(tive Development Programs..............................................................................................................22 CHAPTER ": MANAGING DIVERSITY................................................................................................. 5 !mployee Diversity Training......................................................................................................................2' /anagement Training.................................................................................................................................25 !mployee Performance !val(ations............................................................................................................27 Compensation & ,enefits............................................................................................................................2. Promotion of 4amily"4rien ly 6or7 !nvironment.....................................................................................83 Retention9Termination Criteria...................................................................................................................81 CHAPTER 7: DIVERSITY ACCOUNTA#ILITY...................................................................................! Diversity /etrics.........................................................................................................................................82 /anagement9#n ivi (al :cco(nta+ility......................................................................................................88 #ncentives9:-ar s.......................................................................................................................................8' CHAPTER 8: DIVERSE CONTRACTING OPPORTUNITIES:...........................................................!" Developing S(pplier Relationships.............................................................................................................85 CHAPTER 9: SUCCESSES OF DIVERSITY INITIATIVES.................................................................!9 )o- Diverse #s The 6or7force;.................................................................................................................89 CHAPTER 1$: THE ROLE OF THE FCC%S DIVERSITY COMMITTEE..........................................52 S(ggestions9Comments...............................................................................................................................'& 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.....................................................................................55 Wo%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+
Workplace Diversity: A Global Necessity and an Ongoing Commitment "age $ o $%
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Ackno*ledgements
The Subcommittee &ould li3e to than3 the 4a& 5ffices of Fatima Fofana 6 Associates, 44C for its assistance in +re+aring this re+ort) The 4a& 5ffices of Fatima Fofana 6 Associates is also grateful to 'oBila <+adhyaya, 7s0), >ayle F) Cilliams, 7s0) and Jeneba >hatt, 7s0) for their hel+ful comments and edits) A s+ecial than3 you to 8udy Du3e and the firm of ;eBtium Solutions for their assistance in designing this +a+er)
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,5ec!tive 1!mmary
For us to win in the marketplace, we need the best employees possible. To do that, we have to cast as wide a net as possible and bring in the best. Throughout the country, diversity helps us get there. -An E ecutive !ice "resident, #uman $esources
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he changing demogra+hics of our nation has had a tremendous im+act on our countrys economy and the &ay businesses a++roach their bottom lines) Among Americans F! and older, the ratio of ma-ority to minority is G), to 1) For Americans belo& the age of 4!, the ratio is to 1) For children under 1!, the ratio is 1)G to 1) 'oreover, according to the <)S) De+artment of Commerce in the year !!!, minority consumers s+ent H1), trillion in the mar3et+lace) That number &ill nearly double to H )G trillion in the year ! !), To be com+etitive, businesses must recogniAe this trend and ta3e action to invest in and su++ort the needs of its most im+ortant resource1their &or3forces) The businesses re+resented in this +a+er have develo+ed best +ractices that +romote, achieve and value &or3force diversity at the core of their business structure) Diversity im+roves recruitment, retention and moraleI increases em+loyee relations and +roductivityI im+roves customer relations and brand loyaltyI enhances relations &ith 3ey community leaders and eBternal audiencesI and increases minority and female mar3et share) Com+anies are beginning to ado+t a broader conce+t and definition of the &ord #diversity$ to include most characteristics that individuals +ossess that affect the &ay they thin3 and +erform tas3s) Traditionally, diversity has been defined to include characteristics such as race, ethnicity, gender, age, religion, and disability) Today, diversity also includes less conventional traits such as cultural bac3ground, seBual orientation, class and marital status) The Career Advancement Subcommittee has com+iled this re+ort to serve as a tool to later develo+ a universal set of guidelines detailing the #best of the best +ractices$ in achieving diversity in the &or3+lace) These
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guidelines &ill be designed to +romote o++ortunities for minorities and &omen to advance to managerial +ositions in the communications sector as &ell as other related sectors of the economy) Career advancement in this 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 are much more strategic in their effort to achieve a diverse &or3force) 5f the 1J 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+any head, the C75 must +lay an active and visible role in enforcing diversity initiatives throughout the com+any) T&elve of the 1J res+ondent com+anies indicated that their C75 had a fairly significant role in +ersonally cham+ioning diversity efforts by actively +artici+ating in the com+anies diversity efforts through@ *resenting an annual re+ort to the com+anys Diversity Committee and to the ?oard of Directors 'eeting &ith the Diversity Council 0uarterly to ensure that the com+anys diversity strategy is on trac3
Seven com+anies, ho&ever, did not clearly articulate their goals and ob-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 LourM em+loyeesKand that &ill ma3e us a more com+etitive, successful com+any)$ A diversity strategic business +lan that focuses on com+any +rofile im+rovement, managing and leveraging diversity, sta3eholder relationshi+s and su++lier diversity)
Evaluation Procedures and Incentives Accountability is a significant factor to ensure the success of any business diversity +lan) An effective assessment and evaluation system is 3ey to creating benchmar3s to evaluate &hether outcomes su++ort organiAational diversity targets) 5ne third of res+ondent com+anies either held management accountable for diversity initiatives or created a
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#diversity scorecard$ or #re+ort card$ to monitor and assess diversity goals) These initiatives include@ Three com+anies held their management eBecutives accountable for +romoting diversity through an em+loyee +erformance a++raisal +rocess &hereby a managers level of diversity success is lin3ed to hisEher short1term com+ensation) Three other com+anies created a #diversity scorecard$ as a means to trac3 and measure their diversity +rogress) At least one of these com+anies submits 0uarterly diversity scorecards to the C75 for hisEher revie&)
Employment Diversity Diversity training is vie&ed by most com+anies as a significant factor in maintaining a &or3 environment that understands and celebrates differences among its em+loyees) 5ver fifty +ercent of businesses either had management or em+loyee diversity training +rograms in +lace, such as@ '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 disability understanding)
2n addition to diversity training +rograms, nine of the res+ondent com+anies also had eBecutive develo+ment +rograms and 11 offered either internshi+ or fello&shi+ +rograms to students, including@ A Diversity Fello&shi+ *rogram to develo+ high +otential minority graduates on a management level trac3) A siB1month su+ervisory training +rogram designed to develo+ leadershi+ s3ills and to eB+ose highly talented em+loyees to management best +ractices)
'any businesses understand that its recruitment efforts are a very im+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+ to achieving &or3force diversity) =o&ever, maintaining an active and su++ortive mentoring +rogram is also 3ey to retaining talented minorities and &omen in a business) 5ver fifty +ercent of res+ondent com+anies have established either formal or informal mentoring +rograms, such as@ *artici+ation in formal mentoring +rograms administered by organiAations such as C2CT and ;A'2C)
Com+anies are beginning to understand that em+loyee +artici+ation is a necessary +art of develo+ing and maintaining effective diversity initiatives) As such, em+loyee resource grou+s are im+ortant in fostering an environment of inclusion and +roviding a forum to articulate and convey the needs and concerns of em+loyees) All but five com+anies created either an affinity grou+ consisting of em+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+s called business resources grou+s, or #?8>)$ The ?8>s re+resent African1Americans, =is+anics, Asian1Americans, &omen, lesbianEgay league, em+loyees &ith disabilities and ;ative Americans) 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+ortant as+ect in develo+ing diversity initiatives) 5nly one1third of the com+anies have built +artnershi+s &ith local and national organiAations that share the same diversity goals, such as@ ;ational Association "#;A'2C.%) for 'ulti1ethnicity in Communications
Comen in Cable and Television "#C2CT$%) The Calter (aitA Foundation)
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And local cha+ters of the <rban 4eague and the ;ational Association for the Advancement of Colored *eo+le "#;AAC*$%)
Diverse Contracting Initiatives Su++lier diversity initiatives are an im+ortant com+onent to career advancement o++ortunities in cor+orate America) ?y ensuring a diverse +ool of vendors, this &ill +rovide com+anies &ith@ A ne& net&or3 of diverse +otential a++licants) A +i+eline for managerial and senior level staffing) And leveraging the eB+ertise of the su++liers net&or3s to eB+and the com+anys +rofile among ne& mar3ets)
The Role of the FCCs Diversity Committee A fe& com+anies offered suggestions as to ho& the FCCs Diversity Committee should assist com+anies in their diversity initiatives) The suggestions include the follo&ing Diversity Committee action items@ Continue to document and share best +ractices &ith com+anies in the communications industry) *re+are an annual diversity communications industry) benchmar3 re+ort for the
Assist com+anies in the communications field to better mar3et their business in order to attract more diverse talent to the non1 +roduction side of the industry) Create an annual follo&1u+ of some ty+e to share &ith interested businesses on continued best +ractices of other com+anies)
Cith the +ublication of this survey of a broad range of trade organiAations, foundations and com+anies for em+loyment and +rocurement best +ractices, the Subcommittee has com+leted *hase 2) 5ur neBt ste+s are outlined belo&)
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ubcommittees !e"t *hase 22@
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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 +olicy initiatives for the communications industry) 7B+lore o++ortunities benchmar3ing studies) to conduct annual best +ractices
*hase 222@ *ro+ose legislative and regulatory recommendations for Congress, the Federal Communications Commission, and other federal, state and local administrative agencies to consider)
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Chapter %: /ntrod!ction
he American melting +ot as &e 3ne& it t&enty years ago is changing) 2t has evolved and no& includes a ne& miB of +eo+le from various ethnic, religious, social and cultural bac3grounds) ;o successful com+any can ignore ho& this nations increasing diversity has and can affect its bottom line, and the benefits of that diversity to individual em+loyees, local communities and the country as a &hole) The debate on the im+ortance of diversity in the &or3+lace begins &ith the very definition of diversity) Chat eBactly is diversity, and &hy is it so im+ortantN Diversity can be defined as #Kall characteristics and eB+eriences that define each of us as individuals)$4 Traditionally, the definition of diversity has included characteristics such as 8ace, 7thnicity, >ender, Age, and 8eligion "more commonly 3no&n as #87>A8DS$%) G Today, the definition can also encom+ass communication style, &or3 style, organiAational roleElevel, economic status, and geogra+hic origin) Studies indicate that a com+any that embraces and values diversity as an integral +art of its goals can have a +ositive im+act on individual +roductivity, organiAational effectiveness and sustained com+etitiveness)O 9aluing and recogniAing the significance of diversity is therefore im+erative to maintaining a com+anys com+etitive advantage) Com+anies must go beyond creating a more diverse &or3+lace based sim+ly on numerical re+resentation of certain grou+s)F 2n order to maBimiAe the usage of their human ca+ital, com+anies must not only understand that diversity is an essential ingredient to a successful o+eration, but must also ado+t a systematic a++roach to a++ly diversity conce+ts to core business +ractices) From 1POP through 1PPJ, com+anies &ere more focused on recruitment of minorities and &omen for entry1level +ositions) =o&ever, once &omen
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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 a com+rehensive revie& of diversity literature)
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9ice *resident >ores Diversity Tas3 Force created the acronym #87>A8DS$ as +art of its definition of diversity)
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Ann 'orrison, The &ew 'eaders( )uidelines on 'eadership *iversity in America "San Francisco@ Josey ?ass *ublications%, 1PP , ++) 1J1 J)
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and minorities &ere hired, they &ere faced too often &ith a glass ceiling, +articularly at the u++er management level)J Although +rogress is slo&, cor+orations are no& im+lementing s+ecific strategies to hel+ attract and retain high1achieving 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 career goalsI creating -ob duties and roles such that minorities and &omen have the authority to im+act the broader scheme of the firm and can ma3e valuable contributions to decisions, strategies, and +olicyma3ingI building a &or3+lace environment that encourages and su++orts o+en dialogue to discuss diversity issuesI establishing goals for all de+artments at every level of the business &ith res+ect to hiring and +romoting minorities and &omenI eB+osing diverse em+loyees that demonstrate high +otential to the same 3ey career develo+mental +ositions that have traditionally led to senior eBecutive -obs for their &hite, male counter+artsI and finally, su++orting &omen and minority net&or3s and organiAations that +romote the same diversity inclusion goals in the &or3+lace as the organiAation)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) The Subcommittee 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 this end, the Subcommittee has identified five ma-or categories in &hich to evaluate best +ractices@
1) ) ,) 4) G)
The role of the C75 in +romoting diversity 7valuation +rocedures and incentives 7m+loyment diversity Diverse contracting initiatives The role of the FCCs Diversity Committee in +romoting diversity
%ee A++endiB A, +g) ,J for a more in1de+th analysis of #the glass ceiling)$
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+mentI little or no access to critical develo+mental assignments, including service on highly visible tas3 forces and committeesI different standards for +erformance evaluationsI little or no access to informal net&or3s of communicationI and biased rating and testing systems) %ee Comments of 775 Su++orters in '' Doc3et ;o) PJ1 !4, 8evie& of the Commissions ?roadcast 6 Cable 70ual 7m+loyment 5++ortunity 8ules 6 *olicies, filed 'arch 1P, 1PPP, ++ ,41 41)
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Council, C) *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 +romoting diversity initiatives must start from the to+) The C75 of a com+any must +ossess the vision and leadershi+ to ins+ire hisEher to+ managers and all em+loyees to embrace diversity as a tool for success in the mar3et+lace) As the com+anys head, the C75 must cham+ion diversity by infusing it into all of the com+anys +rocesses to ensure that diversity is integrated into the core values of the com+any at all levels) To achieve &or3force diversity, the C75 must set diversity as an im+ortant goal and +osition the res+onsibility for diversity &ith senior eBecutives) 2n addition, as the visionary force, the C75 must +lay an active and visible role in enforcing diversity throughout the com+any) All of the res+ondent com+anies recogniAed diversity as an im+ortant goal to achieving success in the mar3et+lace) Some com+any heads too3 more +ersonal res+onsibility and had a larger role in cham+ioning diversity efforts and in crafting a vision than others) Some endorsed the conce+t of +romoting a more diverse &or3force but had less +ersonal involvement in their res+ective com+anies efforts to communicate its significance to to+ eBecutives) T&elve out of 1J com+anies indicated that the C75 &as +ersonally involved in their com+anies diversity strategies either by revie&ing re+orts from diversity committees, by discussing diversity +lans at board meetings or by serving as an advisor to the diversity officer or diversity team) 2n one broadcast com+any, the C75 vie&s diversity as fundamental to the culture of the business, and considers it an essential com+onent to the success 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 self1eB+ression) 2t eB+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 the com+anys =uman 8esources de+artment, but to every hiring manager, that diversity in hiring is an absolute re0uirement) This com+anys mandate is regularly communicated and reinforced through staff meetings and =uman 8esources education sessions) At one cable com+any, the C75 codified his commitment to diversity by creating a #Diversity Credo)$ <nder this +hiloso+hy, the com+any is committed to setting an eBam+le of actively +roviding full o++ortunities for all em+loyees in order to reach their full +otential) This +articular
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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 a diversity mission) 2ts goal is to #create an environment of inclusion through attracting and retaining to+ talent &ho engage in a healthy give and ta3e of ideas, &ho thin3, act and react to diverse consumer needs, &ho foster creativity and innovation and &ho hel+ achieve our globaliAation ob-ectives)$ To lead the com+anys diversity efforts, the Chair+erson at one com+uter1 based cor+oration is the eBecutive s+onsor of diversity initiatives and serves as an advisor to the chair of the com+anys Diversity Council) 2n the role of *resident, this C75 vie&s the +osition #as a &ay to +lay a more formal 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 strongly believes that by develo+ing a stronger connection bet&een the *resident and the Council, it &ill hel+ reinforce the business case for diversity and &ill also send a +o&erful message to both managers and associates about the com+anys commitment to ensuring that diversity receives the highest level of +riority) The multi1level diversity initiatives im+lemented at one telecommunications com+any indicate that they +lace a high +remium on the im+ortance of diversity and the difference it ma3es &hen the C75 and to+ management are all +ersonally involved in ado+ting a vision of diversity) At other organiAations, the C75 leads the diversity efforts and utiliAes several channels to communicate his commitment to diversity) The C75 s+ea3s at &ee3ly management meetings, all em+loyee meetings and bi1annual leadershi+ conferences and visits the com+anys local o+erating units) 2n addition, the C75 +resents an annual re+ort to the com+anys Diversity Council and to the ?oard of Directors) The com+anys Diversity Council serves as an advisory grou+ to the C75) The C75 and the senior team meet &ith the Council regularly to ensure that the com+anys diversity strategy is on trac3) At a communications com+any, the C75 has ta3en a similar hands1on a++roach) As Chairman of the business 7Becutive Committee, he revie&s a 0uarterly diversity +rogress re+ort card, as &ell as an in1de+th semi1 annual revie& of each division heads +rogress to&ard meeting his or her individual diversity goals) #2f it aint bro3e, fiB it any&ay$ is the motto of the C75s diversity mantra at one broadcast com+any) Cith this +hiloso+hy in mind, the C75 recently established an internal diversity committee focused solely on devising 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 the com+anys monthly management meeting)
Company Goals : 1trategic "lanning

Advancing a vision of diversity is certainly the first ste+ that a C75 and hisEher eBecutives must ta3e to address diversity as a com+any1&ide +riority) Diversity initiatives, ho&ever, should also be &oven into the very fabric of a com+any such that it becomes a vital +art of the &ay business is conducted on a daily basis) Any diversity strategy must contain &ell1 defined measures that are straightfor&ard and unambiguous so that management and em+loyees clearly understand &hat is eB+ected) 5ne study +oints out that &hen aligned &ith organiAational ob-ectives, diversity can be a +o&erful contributor to the organiAations com+etitive advantage)11 2n order to effectively eBecute a successful diversity effort, a com+anys +lans must focus on creating measurable &ays diversity can su++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 committees that &ere organiAed to guide the com+anys +rogress to&ard achieving its diversity goals) At one telecommunications com+any, management develo+ed a diversity mission #Kto create an environment of fairness and e0uality that a++eals to 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 institutionaliAe diversity management at a small communications firm, eBecutives created a Diversity Strategy Committee &ith an overall goal of increasing o++ortunities for &omen and minorities so that they may then assume greater res+onsibility and o++ortunities in management) This diversity strategy &as designed to be a fundamental +art of the business +ractice &ith a mechanism to measure results) The com+anys ultimate ob-ective is to become the #em+loyer of choice$ for +eo+le entering their industry) The Cor3force Diversity team at one communications com+any is charged &ith the tas3 of ensuring that the com+anys business +ractices and +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 $esults "*etaluma, CA@ >lobal 2nsights *ublishing%, Ch) F 1PPF)
1
+bid)
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initiative that meets bottom line results and +romotes inclusion for all of the com+anys sta3eholders) This +articular firm &ent beyond setting an internal +lan to meet its diversity initiatives and established goals to ensure com+liance &ith federal and state em+loyment la&s and regulations, as &ell as fair em+loyment +ractices) The Diversity 'anagement Committee at one cable television com+any focuses its diversity strategic +lan on four visible elements of its business@ "1% the com+anys &or3forceI " % the su++liers and vendors &ith &hom the com+any does businessI ",% the +rogramming that the com+any +rovides to its customersI and "4% direct involvement &ith the cities, to&ns and neighborhoods &here the com+anys em+loyees live, &or3 and do business) The com+onents of one communications com+anys diversity ob-ectives include #Kto build diversity a&areness &ithin the organiAation, educate associates on the differences and similarities of +eo+le and find &ays for associates to get involved)$ Additionally, the organiAation created a Diversity Council that focuses its efforts on +lanning and coordinating diversity events throughout the year for all levels of the business in order to 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 fully integrate diversity as a regular business +ractice) After months of researching best +ractices in the com+anys industry, the C75 and to+ eBecutives develo+ed a diversity strategy that includes increasing o++ortunities for &omen and minorities so that they can assume greater res+onsibility and +ros+ects in management) At another broadcast com+any, a Diversity 8oundtable &as formed to develo+ and +romote the business diversity mission) The goal of the 8oundtable is to create an environment of fairness and e0uality that a++eals to all of the com+anys em+loyees and to the mar3et+lace, and that &ill ma3e the business a more com+etitive, successful com+any) This com+any states that it &ants to create an internal business structure that &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+anys business +ractices) The four +lan3s concentrate on im+roving com+any +rofile, managing and leveraging diversity, sta3eholder relationshi+s and su++lier diversity) Cithin each +lan3, there are also se+arate goals and metrics) For some com+anies, diversity +lanning is still in its infancy stage) This year, a large entertainment com+any held its first Diversity 8oundtable,
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organiAed by the com+anys to+ cor+orate leaders) The +rimary ob-ectives across the business units &ere to@ 1% share diversityEmulticultural 3no&ledgeI % coordinate resources and informationI ,% create standards across the com+anyI and 4% discuss role1 ali3e su++ort) 5ne of its first re0uirements &as to define diversity and diversity management) 5nce this &as accom+lished, it instituted a five1year strategy) This year, the com+any +lans to define its vision, establish eBecutive commitment and s+onsorshi+ and create a&areness and dialogue) ;eBt year it +lans to concentrate on education and cultural change) 2n fiscal year !!O, the com+any &ill integrate diversity and inclusion into all as+ects of the business) Finally, in fiscal years !!F and !!J, it &ill focus on maBimiAing benefits and sustaining momentum) 5f the res+onses received from the com+anies, seven did not eB+ress that their organiAation had a &ell1defined set of goals and ob-ectives to&ards achieving diversity) Cithout 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 address accountability for +romoting and im+lementing diversity initiatives) Chen a com+anys business +ractices fail to include a &ell1develo+ed diversity mission +lan, it &ill have difficulty realiAing a successful diversity +rocess because the business &ill lac3 the +ro+er mechanisms at the outset to assess and evaluate the status and accom+lishments of the +rocess) Although some businesses have not develo+ed diversity goals, the to+ic is included as a regular agenda item at bi1annual management meetings) 5ther com+anies that do not have a designated diversity officer or manager to develo+ a diversity initiative have directed their efforts to&ard recruitment and diversity training through their human resources heads)
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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;/nitiated Organi<ations
he structure and organiAational +lan for +romoting a diversity agenda is an im+ortant means by &hich a com+any can successfully eBecute its ob-ectives) 'ost com+anies res+onding to the survey had created either an affinity grou+, consisting of em+loyees, or some ty+e of eBecutive diversity committee organiAed solely to encourage and foster diversity goals) T&elve com+anies had some ty+e of diversity committee, and five had em+loyee affinity grou+s) The remaining businesses do not have a formal diversity committeeI ho&ever, the C75 or senior eBecutives generally serve as the unofficial Diversity Committee to ensure that the com+anys vision is effectively communicated to the rest of the com+any) Although they may ta3e different forms, names and structures, such as Diversity 8oundtables, Diversity Teams or Diversity Councils, these grou+s offer a forum to identify and articulate the varied needs and interests of em+loyees, and to serve as the structure through &hich the com+any can +ut into o+eration its diversity +rograms) A large communications com+any created a Cor3force Diversity Team to ensure that e0ual o++ortunity goals are met) The Team is res+onsible for #designing and im+lementing &or3force diversity strategies, +ositioning diversity as a strategic initiative that see3s bottom line results and +romoting inclusion for all of its com+anys sta3eholders, and creating, +roducing and distributing Affirmative Action +rograms for s+ecific business units)$ 2n addition to a Diversity Team, this business recogniAes eight em+loyee1initiated organiAations that are o+en to all of its em+loyees) 7ach organiAation contributes to the diversity goals of the com+any) =AC7'5S, the =is+anic Association of Communications 7m+loyees, s+onsors a =igh Technology Day and lin3s students across the country via satellite to educate them about technology careers) ACCA, Asians for Cor+orate and Community Actions, is another em+loyee1 initiated grou+ that holds a series of educational activities during Asian1 *acific American =eritage 'onth) Finally, Community ;7T&or3, the African1American Telecommunications *rofessionals organiAation, a&ards thousands of dollars in scholarshi+s for minority students every year) 5ne cable com+any established a Diversity 'anagement Committee) 'embers of the committee are com+osed of senior level eBecutives &ho re+resent the various business units and de+artments &ithin the
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com+any) The 'anagement Committee is tas3ed &ith ensuring that the com+anys diversity +hiloso+hy is a com+any1&ide +ractice) 2n addition to a Diversity Team, com+osed of business unit division managers, one telecommunications com+any develo+ed an eB+anded diversity team, &hich includes the national +residents of seven em+loyee affinity grou+s called business resources grou+s or ?8>s) The ?8>s re+resent African1Americans, =is+anics, Asian1Americans, &omen, a lesbianEgay league, em+loyees &ith disabilities and ;ative Americans) Although these grou+s are inde+endent and voluntary, the com+any contributes financially to each organiAation) The Diversity Team, &hich is led by the com+anys diversity director, develo+s and ma3es se+arate recommendations and goals for senior level management on an annual basis) These ob-ectives and measures are sent to the eBecutive committee for a++roval) Additionally, the team +roduces goals and metrics that are monitored regularly) Subse0uently, the team +re+ares a 0uarterly diversity re+ort card) This +rogress re+ort is +resented to the C75 for his revie& and evaluation) The C75 of a small telecommunications business &as a++roached by a grou+ of em+loyees several years ago about creating a &or3force diversity team) =e 0uic3ly too3 action and develo+ed a team that is no& +art of the =uman 8esources de+artment of the com+any) The diversity team &or3s directly &ith business unit leaders throughout the com+any to im+lement com+rehensive and non1discriminatory 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 senior team meet &ith the council on a regular basis to ensure that their diversity strategy is being met) 2n 1PPG, the C75 of one &orld&ide com+uter1based cor+oration as3ed the 9ice *resident of Diversity to transform the business into an organiAation that acts u+on its stated commitment to diversity) As such, the first ste+ the 9ice*resident too3 &as the establishment of eight eBecutive1level diversity tas3 forces and a Cor3E4ife Focus Team) 7ach of the eight tas3 forces re+resents a different constituency of the com+anys em+loyee) They include@ Asian1Americans, =is+anics, >ayE4esbianE?iseBualETransgender "#>4?T$%, 'en, ;ative Americans, African1Americans, *eo+le &ith Disabilities and Comen) The mission of each tas3 force is to increase the businesss success in the global mar3et+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 tas3 force &ho directly re+orts to the C75 and is a member of the com+anys Corld&ide 'anagement Council) The s+onsor educates senior eBecutives
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on significant diversity issues &ithin the +articular grou+) 7ach tas3 force also has subcommittees) Ty+ically, tas3 force members serve on more than one subcommittee) Additionally, the cor+oration established inde+endent diversity grou+s beyond the eBecutive level) There are diversity councils that are more business1unit s+ecific than the tas3 forces, and there are also em+loyee1driven diversity net&or3 grou+s that o+erate at a much broader sco+e than the tas3 forces or councils) The com+any currently o+erates 14J diversity net&or3 grou+s) An 2nterdivisional Diversity Council, com+rised of human resources, +ublic relations and other diversity s+ecialists &as created at a communications com+any to im+lement 3ey diversity +rograms) 2n addition, a ?usiness Advisory ?oard, &hich &ill be com+osed of senior eBecutives from each of the com+anys divisions, is being formed to &or3 in con-unction &ith the Diversity Council) 'embers of both the Council and the ?oard are liable for achieving diversity1related goals &ithin their res+ective business units) The Council and the ?oard both re+ort directly to the *resident of the com+any) Some businesses have a less formal structure in +lace) For eBam+le, in !!!, a cable com+any created a volunteer1based Diversity Council) The Council +lans and coordinates diversity events throughout the year to give em+loyees o++ortunities to gain a&areness and eB+osure to different s+ea3ers and to+ics) Some of the events that the Council has held from this +ast year include a ?lac3 =istory 'onth lecture series, a Comens =istory 'onth *anel and bro&n bag mentoring luncheon, a >ay *ride *anel and a Cor314ife ?alance *anel)
T&o businesses develo+ed a Diversity 8oundtable) 2n +articular, one broadcast com+any formed a 8oundtable nearly t&o years ago) 2t consists of a cross1section of em+loyees re+resenting different seBes, races, numerous business divisions, -ob classes and mindsets) Through this 8oundtable, the com+any &as able to develo+ its diversity mission and goals) The 8oundtable &as first develo+ed &ith a #core grou+$ consisting of 3ey cor+orate leaders) This core grou+ includes a Cham+ion, an 7Becutive S+onsor and a =uman 8esources re+resentative) *rimarily, the grou+ is res+onsible for setting a diversity strategy for the larger Diversity 8oundtable and creating milestones and measures for the im+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 is to +rovide feedbac3 and in+ut on diversity strategies, to im+lement diversity 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 communicate messages regarding diversity initiatives and +rograms offered by the com+any) 5verall, com+anies must recogniAe that &hether the business forms a diversity committee, diversity teamEcouncil, office of diversity, diversity roundtable or em+loyee1based affinity grou+s, there must be some structure 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 icers

Five com+anies that res+onded to the survey either had an eBecutive &ho &as solely res+onsible for diversity +rograms or a head of human resources that is charged &ith recruitment +ractices and enforcement of diversity initiatives throughout the business) Four of those five businesses had a diversity +rogram officer and some ty+e of diversity committee intact) 2f, ho&ever, the organiAation had a diversity officer, that individual &or3ed &ith either hiring managers of a diversity committee, if such a grou+ eBisted &ithin the com+any, or the com+any established a se+arate 5ffice of Diversity) The C75 at one telecommunications com+any recently a++ointed a Chief Diversity 5fficer) At the outset, this eBecutive began a search for a business tool that could be used &ithin the com+any to foster diversity and inclusion throughout the business) After months of in1de+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 diverse candidate +ools and to select the best candidates for vacant +ositions) At this com+any, the Director of 8ecruiting and =uman 8esources is essentially the #diversity officer,$ and therefore has the res+onsibility of develo+ing relationshi+s &ith outside organiAations in the com+anys industry in order to attract the broadest range of talented candidates) The director also &or3s closely &ith the C75 and all the hiring managers to achieve the com+anys diversity goals) 5ne com+uter1based com+any a++ointed a 9ice *resident of >lobal Cor3force Diversity) 2n this ca+acity, he &or3s closely &ith the com+anys eight eBecutive1level tas3 forces, the Senior 9ice *resident of =uman 8esources and its 'anager of Cor3E4ife and Comens 2nitiatives) 5n an annual basis, the diversity officer and the human resources manager
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meet &ith the co1chairs of all of the tas3 forces to evaluate their grou+s initiatives and activities and to address any concerns their res+ective tas3 forces may have)
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Chapter ': Achieving Work orce Diversity

-hat Are 0verall *iversity %trategies/ 3ecr!itment : "ost;8iring =ob "lacement
he C75 of a +rominent com+any &as once as3ed@ Chy is diversity 3ey to your com+anys successN =e res+onded@ #Ce 3no& that +eo+le are more inclined to do business &ith us if they see others li3e them in our organiAation) For em+loyees, their intellectual contribution and diverse bac3grounds is 3ey to our successK)$ 8ecruitment involves, to a great eBtent, net&or3ing and building relationshi+s &ith outside organiAations) All of the res+ondent com+anies have established some method to recruit diverse talent from across the country) Ty+ically, com+anies &ill recruit through cam+us visits to colleges and universities) ;ine businesses re+ort recruiting at colleges and universities, and eight com+anies attend traditional local and regional -ob fairs such as ;ational =is+anic Chamber of Commerce, The ;ational <rban 4eague, The ;ational Association for the Advancement of Colored *eo+le ";AAC*%, the <;2T: conference, The ;ational Association for 'ulti1 ethnicity in Communications "#;A'2C$% and The ?lac3 College 8adio Convention) 'ost com+anies &or3 &ith these diversity recruitment channels to form strategic +artnershi+s that assist the com+anies in hiring em+loyees &ith diverse styles, bac3grounds and s3ill sets) 5ne telecommunications com+anys a++roach to recruitment involves building relationshi+s &ith the heads of various universities in addition to attending the ty+ical college cam+us -ob fairs) This cor+oration created a +rogram called #A Day Cith The Dean,$ designed to ac0uaint deans from historically blac3 colleges and universities "#=?C<$% &ith ho& its business is o+erated and &hat -ob o++ortunities eBist &ithin the com+any) 2n addition to attending annual career fairs and s+ecial events at =?C<s, one broadcast com+any sends re+resentatives to attend various industry conferences &ith minority -ournalists and broadcast grou+s to develo+ ongoing relationshi+s, so the com+any can directly identify 0ualified candidates) A College 8ecruitment 'anager &as hired at a hos+itality com+any to develo+ and im+lement a systematic strategy for the com+anys recruitment of college and university graduates and to enhance the a++eal of the com+any as the #em+loyer of choice)$
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Some com+anies have develo+ed an #internal recruitment$ +rocess designed es+ecially for high1 +otential em+loyees) S+ecifically, one communications business recently im+lemented an internal recruitment system and has +roactively targeted minorities and &omen for high1level +ositions that are vacant) The ob-ectives of this +rogram are to eB+and on an em+loyees individual s3ill set, su++ort retention and develo+ a firm base of diverse em+loyee talent) Cith the &ides+read use of the 2nternet in +romoting business activities, many businesses have found on1line recruitment to be a very valuable tool) For eBam+le, one small cable television com+any found that +osting notices 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 magaAines and +romotes an #Associate 8eferral ?onus *rogram$ that offers cash incentives to em+loyees &ho refer ne& recruits) A broadcast com+any also vie&s the 2nternet as a good source of identifying diverse candidates for -ob vacancies) 2n +articular, this business uses 8ecruit <SA, an on1line -ob board that re+resents over 1!! sites, as &ell as Americas Job ?an3) A recruitment council formed by one telecommunications com+any consists of recruiters from all business units and shares information on a variety of to+ics such as o+en +ositions, diversity -ob fairs and resume eBchanges from internal and eBternal diversity candidates) The human resources de+artments monitor a++licant flo&, turnover and eBit intervie& information, in addition to -ob +romotions and transfers, to ma3e certain that diverse a++licants and current em+loyees are eB+osed to the same o++ortunities) A communications business found it very effective to use a combination of 2nternet -ob +ostings and advertising in trade -ournals) The com+any +osts -ob vacancies on e1boards such as 2'Diversity)com, =ireDiversity)com and Diversity2nc)com) The trade -ournals include .areers and the *isabled, 1lack Enterprise ,aga2ine and A3ricanAmerican .areer -orld.
?!ilding "artnerships *ith Organi<ations : the Comm!nity

'ore and more, com+anies recogniAe that being com+etitive in a global economy re0uires forming relationshi+s &ith organiAations and members of the community &ho share the common goal of fostering diversity) As our nation gro&s richer in cultural, social, racial and ethnic diversity,
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businesses must learn to &or3 &ith +artners that understand the need for diversity 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 the com+any in identifying a diverse +ool of talent) The business is actively involved &ith numerous #cable1centric$ organiAations such as ;A'2C, Comen in Cable and Telecommunications "#C2CT$% and the Calter (aitA Foundation) The com+any has also recently become actively involved &ith other associations such as African1Americans in Advertising "#AA2A$%, ;ational =is+anic 'edia Coalition and American Comen in 8adio and Television "#AC8T$%) 2n !!,, one leading hotel and gaming com+any created an innovative +artnershi+ &ith the <niversity of ;evada, 4as 9egas College of =otel Administration) This relationshi+ &as develo+ed to attract and graduate an increased number of 0ualified minority students to the com+anys industry and to the com+any itself) To fortify its commitment, the com+any donated HG!!,!!! for the establishment of a 'inority 8ecruitment Fund and a 'inority Scholarshi+ Fund at the college) At one cable com+any, the recruiting strategy is im+lemented through &hat the com+any calls a decentraliAed, #community1centric$ +rocess) The business is organiAed into five divisions, each &ith a division +resident) 7ach division &or3s &ith community +artners through a com+any1&ide outreach +rogram to recruit as diverse a +ool of candidates as +ossible) 7ach division also collaborates &ith community +artners "a minimum of 1! +artners +er division% such as local cha+ters of the <rban 4eague, ;AAC*, local colleges, high schools and community centers, in addition to national organiAations such as the Foundation for 'inority 2nterests in 'edia and the Calter (aitA Foundation) Chen there are -ob vacancies at the com+any, these organiAations are notified immediately) 2n addition, many of the com+anys divisions host outreach luncheons &here community +artners can hear directly from re+resentatives at the businesss human resources de+artment) These re+resentatives are also charged &ith the tas3 of +resenting seminars to outreach clients on to+ics such as resume &riting and intervie&ing techni0ues) A broadcast business develo+ed long1standing relationshi+s &ith t&o +rominent =?<Cs Q =o&ard and =am+ton <niversities, in an effort to introduce students to the com+any and its industry) S+ecifically, the com+any gives +ractical advice to students from =o&ards and =am+tons ?usiness School and the School of Journalism res+ectively) 2n addition, the organiAation has formed +artnershi+s &ith the 7mma ?o&en
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Foundation, the ;ational Association of =is+anic Journalists, the ;ational Association of 'inority 'edia 7Becutives and the ;ational Association of ?lac3 Journalists) 5ne large com+uter1based business +artners &ith local business resource grou+s to solicit in+ut on diversity recruitment strategies and to assist the com+any during the recruitment +rocess) There is also a candidate referral +rocess in +lace &here the local business grou+s refer +otential hires to the com+any)
2entoring: /nternally : ,5ternally

7leven of the res+ondent com+anies have established either formal or informal voluntary mentoring +rograms) Some, in fact, have mentoring +rograms not -ust &ithin the business, but also for members of its community that are interested in their +articular +rofession) At some com+anies, mentors are used to hel+ assimilate ne& em+loyees into the ne& 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 to their diversity strategy) 'anagers select high1+otential em+loyees to develo+ and gro& the mentoring relationshi+ throughout the maturity of the mentees career at the com+any) There is also an internal &ebsite listing mentoring strategies that +rovides managers &ith materials and information on im+lementing effective mentoring relationshi+s) According to this com+any, its mentoring +rogram has yielded high dividends) The com+any indicated that there is a mar3ed increase in the number of &omen and minorities that are assuming greater leadershi+ roles &ithin the business) 'embers of the 7Becutive Diversity Team at one entertainment com+any informally mentor em+loyees not only internally, but also at other com+anies &ithin the com+anys industry) They also +artici+ate in formal mentoring +rograms administered by organiAations such as C2CT and ;A'2C) 7m+loyees are strongly encouraged to +artici+ate in these voluntary +rograms and to see3 out mentorshi+ o++ortunities throughout the industry) T&o &omen eBecutives at one media com+any serve on 8adio 2n3s #'ost 2nfluential Comen$ mentoring +rogram) 2n addition, the com+any +artici+ates in a net&or3 affinity grou+ that offers mentoring and +rovides information on mentoring to its em+loyees) A one1year +ilot +rogram &as recently launched at a small broadcast com+any &hich included a small mentorshi+ curriculum consisting of a
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diverse grou+ of 1J em+loyees that re+resent each mar3et at the com+any) 2n its initial stages, the +rogram is designed to increase develo+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++er1middle management &omen to be mentored by female eBecutives at other com+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 Criters 'entoring *rogram is offered to em+loyees at one large media business as +art of its ongoing commitment to eB+ose &or3ers to &riters from diverse bac3grounds) The aim of this siB1month +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 its em+loyees and senior level management) The +rogram has ! to G mentees, &ho are +aired &ith more senior level leaders &ithin the com+any for a 1 1month +eriod) The goal is for the mentee to gain 3no&ledge and s3ills that may other&ise ta3e years to ac0uire &hile in hisEher current +osition) De+ending on the mentorEmentee relationshi+, the focus can be to learn a s+ecific leadershi+ s3ill or set of s3ills, to better understand the business and culture of the com+any, to broaden the mentees +ers+ective beyond hisEher functional area, to +rovide short1 or long1term career develo+ment or any combination of these goals)
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Chapter (: "ro essional Development "rograms

Fello*ships : /nternships
hen it comes to +rofessional develo+ment, all but three com+anies have an established fello&shi+, internshi+ or informal eBecutive training +rogram to ensure o++ortunities for diverse ne& talent and to build on the eBisting s3ill sets of to+ management) 2n 1PJJ, one communications com+any began a t&o1and1a1half year leadershi+ develo+ment +rogram designed for recent college graduates) The +rogram recruits high achievers and rotates them bet&een t&o or three different assignments and locations &ithin the com+any) The overall structure of the +rogram enables each +artici+ant to develo+ com+etent s3ills in hisEher chosen +osition) Chat 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 4F +ercent are minorities) Since its ince+tion, one graduate has reached the officer level, siB are in senior management +ositions and FG are general managers &ith significant management res+onsibilities) A broadcast com+any funds several diversity internshi+ +rograms both internally and eBternally) *artici+ation in +rograms such as the 7mma ?o&en Foundation and 2n8oads internshi+ is one &ay in &hich the com+any has &idened avenues of o++ortunities for talented minority and &omen candidates) 2nternally, the com+any rotates students throughout various de+artments to allo& for broader eB+osure and eB+erience in the industry) Through this com+anys successful relationshi+ &ith 2n8oads, a minority female student &ho interned &ith the com+any for four years throughout college &as hired as a +ro-ect manager in the com+anys technology division) A 'anagement Associate *rogram "#'A*$% &as develo+ed at one hos+itality com+any to +re+are recent college graduates for careers in management at the com+any) *lacement of the management associate &ithin the business de+ends on the ty+e of degree earned) <+on successful com+letion of the +rogram, offers are made to associates for an assistant manager or e0uivalent +osition) Some +rogram com+onents include, eBtensive com+any orientations, management develo+ment courses and +ractical eB+erience on the -ob, guided by an eBecutive) 2n !!,, there &ere 1O 'A* associates ",1 +ercent minorities, GO +ercent &omen% &ho com+leted the +rogram and &ere successfully +laced in management +ositions com+any1&ide)
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Chile some businesses focus on develo+ing high1+otential students to be on a management1 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 three divisions for a +eriod of 1J months) Throughout the fello&shi+, +artici+ants are mentored, trained and introduced to the overall structure and 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 the com+any) The selection criterion for the fello&shi+ +rogram is com+etitive) The fello& must hold a bachelors degree, have a ,)! cumulative grade +oint average and submit t&o letters of recommendation from the head of the de+artment &ithin their academic disci+line) At the end of the 1J1month +eriod, fello&s &ere often offered +ermanent +osts &ithin the com+any)
The human resources de+artment at a broadcast com+any +rovides both fello&shi+ and internshi+ +lacement) The com+any +artici+ates in the 7mma ?o&en Foundation internshi+ +rogram as &ell as a 8adio Fello&shi+ +rogram offering three +aid fello&shi+s +er year to minority students interested in careers in the broadcast industry)
,5ec!tive Development "rograms

At some organiAations, +art of the focus of their career1training +rograms is on the develo+ment of candidates for eBecutive1level +ositions) A total of 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 collaboration bet&een a training academy and a +rivate business organiAation) This siB1month training curriculum is designed to develo+ leadershi+ s3ills and to eB+ose highly talented em+loyees to management best +ractices) The +rimary goal is to +rovide them &ith eBecutive1level training so that they may then be +laced into a su+ervisory +osition &ithin the com+any) The first training class involved 4 leadershi+ develo+ment courses, -ob shado&ing and one1on1one mentorshi+ &ith a manager) Several years ago, one large cable com+any began a #<niversity$ +rogram) 2ts goal is to #develo+ and foster a dynamic culture of &ell1 trained, motivated individuals)$ The #<niversity$ has t&o innovative +rograms geared es+ecially to&ard develo+ment of su+ervisors) The #2ntroduction to 4eadershi+$ class is s+ecifically designed for su+ervisors
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&ith less than one year of management eB+erience) The +rogram &as created to e0ui+ ne& su+ervisors &ith the necessary tools to manage their em+loyees more effectively) Another +rogram, the #Frontline 4eadershi+ *rogram,$ focuses on su+ervisors &ith more than one year of eB+erience) 7m+hasis is +laced on eB+anding and develo+ing managerial s3ills and +rinci+les, coaching and +erformance management and o+erations administration) The com+any also created t&o other +rograms intended to retain senior managers, &ith s+ecial em+hasis on the develo+ment of minorities) 5ne of these +rograms, #Fundamentals of 4eadershi+,$ is for eBecutives &ith u+ to three years of su+ervisory eB+erience &ho have considerable management +otential) The +rogram centers on leadershi+ s3ills, +ersonal gro&th and community investment) The second +rogram, #The 7Becutive 4eadershi+ Forum,$ identifies and nurtures high1level eBecutives to eB+and on the com+anys neBt generation of senior leaders) The curriculum incor+orates s+ecialiAed classroom training and real1life business case studies) Although some businesses have more formal, internal management develo+ment +rograms, others are involved in various eBternal eBecutive training +rograms) For eBam+le, at a large media grou+, eBecutives are funded to +artici+ate in leadershi+ seminars including the ?etsy 'agness 4eadershi+ 2nstitute, the CTA' 7Becutive 'anagement *rogram at =arvard ?usiness School and the ;A'2C 7Becutive 4eadershi+ Develo+ment *rogram)
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Chapter $: 2anaging Diversity

-hat ,echanisms Are +n "lace To ,aintain the )oals 03 *iversity/ ,mployee Diversity Training
eaders are beginning to understand that diversity training &ithin their organiAations is a 3ey com+onent to su++orting diversity initiatives) All em+loyees and, in +articular, management, must learn ho& to effectively interact &ith others in a diverse &or3+lace) 'any com+anies recogniAe that they should encourage em+loyees to continue to learn ne& s3ills in dealing &ith and managing a diverse &or3force) Through diversity training, a com+any can create a common frame of reference and establish a solid foundation u+on &hich em+loyees can understand each other and eliminate biases and barriers that often im+ede on the com+anies overall ability to effectively +romote a culture of inclusion) T&elve com+anies launched management or em+loyee diversity training +rograms) 5f the 1 , three &ere designed es+ecially for management) Conducting diversity training for all em+loyees is a +riority at one communications business) All em+loyees must +artici+ate in an 775 training course) The course hel+s em+loyees recogniAe and understand the im+ortance of diversity in the &or3force and ho& the definition of diversity 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, &ith additional 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, some courses are taught on1line, some are off1site classes and others are #suitcased$ and tailored to&ards the s+ecific re0uirements of a small unit or division) The organiAation believes that by +roviding the right ty+e of diversity training to its em+loyees, it can encourage better understanding and a++reciation of human differences and ho& those issues can inhibit or enhance an individuals or a grou+s overall in+ut to the com+anys shared diversity goals) At one large telecommunications com+any, diversity training is integrated into regular training +rograms) The com+any formed a team called #The
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4earning 5rganiAation$ that is res+onsible for all training efforts throughout the com+any) Diversity training to+ics include seBual harassment, gender biases, social and cultural +erce+tions and disability understanding) The diversity training &or3sho+ at one entertainment com+any involves not only general diversity training, but also covers a broad range of s+ecific diversity1related to+ics such as seminars on A2DS in the &or3+lace and seBual harassment a&areness training) The ob-ectives of these &or3sho+s are to identify the business im+lications of valuing diversityI to eBamine the effects that +ersonal attitudes and stereoty+es have on behaviorI to develo+ a communication model that em+hasiAes cultural diversity and to develo+ +ersonal as &ell as +rofessional strategies to hel+ cultivate a climate that values diversity) This com+any also instituted a Social Styles 8oundtable &hich eBamines ho& diverse communication styles affect business relationshi+s)
2anagement Training
Some com+anies focus their diversity training eBclusively on to+1 management +ersonnel) ?y training su+ervisors and managers, these com+anies believe that senior level eBecutives are better e0ui++ed as leaders to oversee the infusion of diversity understanding amongst all em+loyees) A Diversity Cham+ions Cor3sho+ &as created in !! by a communications com+any as a #Train1the1Trainer$ +rogram designed es+ecially for managers) This five1day leadershi+ and diversity course is considered by the com+any to be unli3e any other diversity training +rogram of its 3ind) =ighly trained diversity consultants facilitate the &or3sho+) The 4!1hour &or3sho+ focuses on diversity training geared s+ecifically for managers, education in leadershi+ s3ills and develo+ment of +ersonal +otential) The class is taught using various methods including lectures, grou+ activities, role1+laying, -ournaling, guest s+ea3ers, videos and reading assignments) Since !! , 1 Diversity Cham+ions Cor3sho+s have been conducted and more than !! Diversity Cham+ions have been trained com+any1&ide) 5ne telecommunications com+any s+ent several months designing a training intervention model that &ould assist managers in understanding the value of an inclusive culture) 'anaging to Cin "#' C$% is an interactive &or3sho+ created to transform the challenge of diversity into an o++ortunity for inclusion in the business) The course em+hasiAes, #2t is not the differences among +eo+le, but the emotional reactions to the differences that can distract em+loyees and reduce utiliAation)$ 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+ing the necessary s3ills to eliminate barriers to learning o++ortunities) The goal of the &or3sho+ is to hel+ managers engage a higher +ercentage of the &or3force in core business activities and increase +roductivity) The course &as develo+ed to train managers to foster an environment of inclusion &hereby all em+loyees, regardless of their bac3ground, ethnicity or seBual orientation, have the chance to be involved and engaged in &or3 that they feel adds value to the com+anys business ob-ectives) 2n addition, every eBecutives and managers +erformance revie& is lin3ed to hisEher role in su++orting the com+anys diversity +olicies and goals) As such, enrollment into the ' C &or3sho+ is mandatory for all managers and su+ervisors) 4astly, after attending the training &or3sho+, all +artici+ants are re0uired to conduct three staff meetings &ithin their de+artments to revie& the conce+ts of the ' C &or3sho+) 7ach manager is given a ' C #Tool3it$ &hich contains +re+aration materials, agenda, handouts and *o&er*oint slides on the +rogram) The managers are 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 by the end of this year) Training o++ortunities are available for all levels of management at one entertainment business) 2n the +ast year, su+ervisors and managers attended over ,! eBternal training classes and conferences s+onsored by organiAations such as ;A'2C, C2CT and the Chite =ouse *ro-ects Comens 4eadershi+ Summit)
,mployee "er ormance ,val!ations

'aintaining a nondiscriminatory, ob-ective +erformance evaluation system is an im+ortant element of diversity that is often overloo3ed) Some com+anies, ho&ever, do recogniAe that establishing im+artial +erformance criteria not tainted by the evaluators +ersonal +re-udices +romotes a &or3 environment that values every em+loyee, regardless of hisEher age, gender, racial or ethnic bac3ground) 5ne communications com+anys +erformance evaluation system centers on five core com+etencies@ team&or3, leadershi+Evision, -udgment, creativityEinnovation and accountability) This com+any focuses on this five1core set of com+etency measures rather than eB+erience or s3ill set measures to hel+ the business better su++ort an ob-ective assessment of +erformance) The human resources de+artment &or3s closely &ith managers to hel+ them better assess an em+loyees +erformance in an unbiased manner, and to a++ro+riately document the em+loyees +erformance as +art of its revie&) 2n !!,, all em+loyees &ere trained on ho& 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 agreed u+on by the em+loyee and his or her manager) An em+loyee develo+ment +lan is also utiliAed as a mechanism for an em+loyee and hisEher manager to monitor +rofessional gro&th and to ob-ectively evaluate -ob +erformance on a regular basis) Another small communications com+any also +rovides evaluation training to its em+loyees) 7valuations are conducted at least on an annual basis, and in some divisions, 0uarterly) *art of training includes em+hasis on a raceEgender neutral evaluation method that more accurately reflects the +erformance of the em+loyee) 5ne broadcast com+anys annual +erformance revie& is designed so that managers &ill have in1de+th dialogue &ith their em+loyees regarding their strengths and &ea3nesses, in addition to identifying areas for im+rovement and subse0uently offering recommendations for im+rovement) The manager must also design s+ecific individual develo+ment ob-ectives for the continued gro&th of each em+loyee) The management com+ensation system at one communications com+any is based, in +art, on a leaders ability to create a diverse and inclusive &or3 environment) 2n addition, the annual +erformance evaluation is structured to +rovide em+loyees &ith constructive, ob-ective and honest feedbac3 on many as+ects of their +erformance, including the area of diversity +romotion)
Compensation : ?ene its

5ne venue for +romoting diversity +artici+ation that is at times undervalued is to focus on the lin3 bet&een diversity, e0ual +ay and com+any benefits) 'easures to attract and maintain a diverse &or3force should include +olicies that ensure e0ual +ay for e0ual &or3 and cultivate a &or3 environment that offers fleBible benefits that meet the needs of its em+loyees) Therefore, com+anies are increasingly offering com+etitive +rograms and +olicies that are su++ortive of the re0uirements of a diverse &or3 +o+ulation) 2ndustry benchmar3ing is used &hen determining com+etitive +ay for em+loyees at one cable com+any) This com+any +artici+ates in annual com+ensation surveys each year to ma3e certain that its +ay rates are u+ to +ar &ithin the industry and in the community) These surveys include the CT=8A Survey of the Cable and Telecommunications =uman 8esources Association and the To&ers *errin 7ntertainment Survey) 2n addition, the com+anys Director of 7m+loyee ?enefits is +roactive in conducting ongoing benefit education seminars to em+loyees) The
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Director also &or3s &ith the com+anys ?enefits Committee, com+osed of senior eBecutives, to devise various a++roaches to eB+and and ad-ust benefit services) The ?enefits Committee strives to offer creative benefits above and beyond the baseline industry standards) For eBam+le, the com+any offers em+loyees 1!!S reimbursement for the cost of a mammogram) This includes family members of the em+loyee, &hether or not the +erson is covered by the com+anys grou+ health +lan) 2n addition, the business encourages its em+loyees to further their formal education by +roviding tuition reimbursement u+ to the 28S deductibility maBimum of HG, G! +er calendar year) The com+any offers a fleBible &or3 schedule, telecommuting o+tions and -ob sharing &here a++ro+riate for em+loyees attending classes) 8ecently, one cable com+any initiated a com+rehensive +ay e0uity audit system to evaluate +ay across scales throughout the com+any from various +oints of vie&) This ne& auditing method &ill be conducted annually to ensure that +ay +ractices are enforced e0uitably across the board) #9T142F7$ "4ife 2nitiatives For 7m+loyees% is a +rogram offered by one telecommunications com+any as +art of its commitment to meet the changing needs of its em+loyees) 7m+loyees can call a toll1free number or access on1line information for guidance on many to+ics including marital and family concerns, child and elder care issues, emotional health, substance abuse, health to+ics and legal issues) Access to an eB+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 +ac3age that ranges from traditional health and &elfare benefits, including retiree medical and financial security benefits) The less traditional benefits +lan includes ado+tion assistance, de+endent and health care s+ending accounts, a commuter reimbursement +rogram, an 7m+loyee Assistance *rogram and an on1line resource and referral service) Another broadcast com+anys commitment to maintaining a diverse &or3force is evidenced by the &ide range of innovative benefits offered to its em+loyees) These benefits include insurance coverage for same1seB +artners, eldercare assistance and fleBtime o+tions) The com+any believes that by offering these uni0ue benefits, it can recruit and retain a diverse grou+ of talented em+loyees &ho might other&ise not -oin the com+any, or may other&ise be forced to leave the &or3force due to &or31 life 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 an issue that com+anies gra++le &ith as they try to create inventive +rograms and +olicies that hel+ em+loyees more effectively manage their commitments at &or3 and at home) >enerally, a com+anys benefits +rogram is lin3ed to its obligation to su++ort and advance a family1 friendly &or3 environment that addresses the difficulties of balancing &or31life issues) ?y offering fleBible +rograms, com+anies are in a better +osition to attract and retain diverse em+loyees) Chere +ossible, one broadcast com+any +ermits fleBible &or3 arrangements such as fleBtime, +art1time em+loyment, -ob sharing, com+ressed schedules and telecommuting) This organiAation also offers daycare discount agreements &ith local childcare +rovider centers across the nation)
To foster a family1friendly &or3+lace, one entertainment business offers a generous maternity and +aternity leave, in addition to lactation rooms for ne& mothers) Additionally, the com+any offers emergency bac31u+ childcare and a Ceight Catchers at Cor3 +rogram) 5ne cable com+any re0uires 4 hoursEF days a &ee3 business o+eration in some +ositions) As such, some em+loyees must &or3 nights, &ee3ends andEor holidays) Des+ite these o+erational re0uirements, this cable com+any +romotes a +hiloso+hy of fleBibility &ith regard to scheduling &henever +ossible) 7Bam+les include alternate &or3 scheduling, fleBibility &ith business1related 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, the com+any initiated a #summer hours$ +rogram last year to allo& its em+loyees more scheduling fleBibility in &or3 hours throughout the summer) At one large telecommunications cor+oration, management continually researches o++ortunities and alternatives that best serve the &or31life challenges of its em+loyees) This com+any believes that by +romoting a strong family1friendly &or3force, em+loyees are more li3ely to be +roductive and successful at &or3) The human resources de+artment has forged +artnershi+s &ith various organiAations to offer a variety of #family1oriented$ o+tions such as an in1home emergency child care serviceI de+endent day care fleBible s+ending accounts that allo&
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em+loyees to set aside +re1taB dollars in a fund to +ay for child care and access to &or31life 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 anti1discrimination +olicy is regularly communicated and enforced throughout the com+any) From time to time, the business s+onsors anti1harassment training to educate em+loyees on ho& to solicit the a++ro+riate advice and su++ort should it become necessary) The senior management at a media com+any s+onsors an inter1 divisional Cor3E4ife Council &hich institutes +olicies that hel+ to +romote the &ell1being of em+loyees in terms of assisting them to achieve a satisfactory balance bet&een &or3 and +ersonal lives) Among its other duties, 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, same1seB +artner financial assistance, ado+tion assistance and counseling for de+ression, addiction, bereavement and other +ertinent life issues) 5n the &hole, the com+any recogniAes that its &or31life +olicies are a 3ey role in attracting and retaining talented, diverse em+loyees)
3etention@Termination Criteria
Fe& com+anies that res+onded to the survey have a formal retention or termination criteria) 'any com+anies vie& retention as a business goal that is lin3ed to training and career develo+ment) As such, organiAations address the retention and +rofessional gro&th of its &or3force but have less formal retentionEtermination +olicies in +lace) 2n !!1, one telecommunications com+any commenced a Develo+ment and 4eadershi+ 2nitiative "#D42$% +rogram to address the retention and +rofessional eB+ansion of its minority and &omen em+loyees) The goal of the +rogram is #to ensure that Lthe Com+anyM continues to be enriched &ith talented em+loyees from different &al3s of life, and that those em+loyees are +re+ared to ta3e on ne& challenges and o++ortunities as they arise)$ Although one media com+any lac3s a formal retention or termination +olicy, it has develo+ed a metrics system to monitor and evaluate its recruitment and retention a++roach) 7ach 0uarter, the com+any calculates the number of minorities as a +ercentage of ne& hires aggregated by division) The same analysis is conducted for gender) 7ach unit is then given statistics that cite its overall contribution to the com+anys diversity ob-ectives) The com+any also monitors referral sources to determine the +ercentage of minorities recruited from each source) 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+any conducts a 0uarterly turnover analysis on minority turnover) This +ermits the com+any to scrutiniAe changes in em+loyment ratios) 2t also eBamines eBit data to evaluate &hy em+loyees leave the com+any either voluntarily or involuntarily) This mechanism allo&s the com+any to trac3 trends in turnover related to race or gender) 4astly, one broadcast com+any indicated that their termination criteria &as +erformance1based or conducted on an ob-ective case1by1case basis)
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Chapter ): Diversity Acco!ntability

#ow +s *iversity ,easured/ Diversity 2etrics
ccountability is certainly a 3ey factor in ensuring that a businesss diversity +lan is successfully eBecuted) Slo&ly, com+anies are beginning to establish ob-ective indicators to assess diversity goals and achievements) To ma3e effective and +roductive assessments, organiAations must use some ty+e of measurement tool to gauge com+any +olicies and +ractices on diversity initiatives on a scale) A #diversity metrics$ is such a tool &hich com+anies can em+loy to measure not -ust &here they are, but ho& far they have come and ho& far they have 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$ that essentially grades a com+anys diversity efforts on a scale) Seven res+ondent com+anies had some ty+e of diversity metrics such as a scorecard or a 0uarterly or bi1annual revie& of the com+anys +rogress to&ards its diversity goals) 5ne broadcast com+any created such a diversity re+ort card that is scheduled to begin later this year) 7ach division &ithin the com+any &ill set its o&n ob-ectives, develo+ local diversity councils and utiliAe the re+ort card as a measurement device irres+ective of government re0uirements) The re+ort &ill include evaluation of each business division based on creating a diverse &or3force, valuing a diverse &or3force and leading a diverse &or3force) <nder the #creating a diverse &or3force$ category, the com+any &ill loo3 at ho& strategic +lanning is enforced at all levels) 2t &ill also eBamine retention data by demogra+hic grou+) 2n the #valuing a diverse &or3force$ section, the com+any &ill eBamine em+loyee survey scores and diversity assessment results) 2t &ill revie& ho& each business unit +ractices inclusive &or3+lace behaviors and incor+orates inclusive team +rinci+les) 2n addition, the organiAation &ill eBamine the effectiveness of diversity councils and em+loyee net&or3s) 2n the third category, #leading a diverse &or3force,$ the com+any &ill re+ort on the leadershi+ involvement in diversity initiatives) 2t &ill assess ho& managers and teams are trained on diversity a&areness, diversity s3ills and cultural com+etence) 2n addition, the re+ort &ill focus on ho& em+loyee and leadershi+ develo+ment +rograms are effective in including diversity and ensuring fuller re+resentation)
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A 0uarterly revie& +rocess of all diversity and turnover data is em+loyed at a cable com+any to identify +atterns or issues that may need attention) The com+any also +artici+ates in the C2CT annual *A8 "*ay 70uity, Advancement 5++ortunities and 8esources for Cor3E4ife Su++ort% survey to gather industry information on diversity initiatives, &hich in turn assists the com+any in measuring its diversity benchmar3s) A large broadcast com+anys Diversity Council ado+ted a diversity scorecard to measure its +rogress) The re+ort card identifies mid1level and 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 J!S of those 0ualified senior and mid1level +ositions available) #*eo+lesoft$ is an in1house human resources information system used by one communications business to monitor diversity related statistics) The com+any is able to eBtract relevant data from this system to assist the business in analyAing its +erformance in 3ey diversity areas) The com+any also utiliAes its bi1annual associate survey to monitor em+loyee +erce+tions about the com+anys +rogress against its diversity ob-ectives) 7ach 0uarter, a &orld&ide com+uter1based cor+oration submits a diversity +rogress re+ort card to its C75 for hisEher revie&) >oals are evaluated and monitored throughout the 0uarter and +roduced in the re+ort) The com+anys eBecutive committee also conducts an in1de+th semi1annual re+ort card revie& that is also submitted to the C75) At one communications com+any, &or3force diversity accountability is a to+ +riority) The business established various measurements to evaluate its initiatives, +articularly in recruitment and retention) These measurements include@ a revie& of &or3force +rofile against diversity goalsI analyses of any discrimination com+laintsI +erformance against su++lier diversity goalsI including analysis of feedbac3 and in+ut from an annual survey by su++liersI and a diversity indeB em+loyed by managers to com+are the +erformances of organiAational grou+s relative to their affirmative1action goals)
2anagement@/ndivid!al Acco!ntability
Accountability is also achieved by ma3ing the a++ro+riate leaders res+onsible for diversity on some level, such as through +erformance evaluation or merit +ay increases) The management eBecutives at one broadcast com+any are held accountable for +romoting diversity in their individual divisions) Through a Diversity *erformance 2ncentive, the level of diversity success is lin3ed
Workplace Diversity: A Global Necessity and an Ongoing Commitment "age '' o $%
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to the short1term com+ensation of directors and senior managers) This success is measured in several areas, including em+loyment, economic develo+ment and diversity +lan goals) These diversity +lan ob-ectives also include leadershi+, +artnershi+s and strategic alliances) 5ne cable com+any incor+orated the measurement of diversity behaviors into the core characteristics and behaviors section of its em+loyee +erformance a++raisal) All em+loyees are evaluated on various as+ects of their &or3, including &hether they are active in +romoting diversity in the &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 held accountable for ensuring that the organiAations environment +romotes inclusion) To this end, as +art of each em+loyees annual +erformance revie&, there is an assessment of ho& that individual +romotes or encourages diversity throughout his or her division) Also, bonuses are a&arded to senior level management based on their ability to create a culture of inclusion)
/ncentives@A*ards
Three businesses created incentives andEor a&ards to encourage em+loyees on every level to +artici+ate in the diversity +rocess) A large telecommunications com+any recently began a&arding a Chairmans Diversity A&ard +resented to the individual and grou+ that have made the most eBem+lary contributions to their +articular divisions and to the overall com+any in its efforts to +romote diversity) Another large communications com+any hosts a Su++lier Diversity Achievement A&ards +rogram annually) The +ur+ose is to honor individual em+loyees and teams for their innovative a++roaches to increasing o++ortunities for diverse business enter+rises) 5ne telecommunications com+any &ill host an 7Bcellence A&ards dinner this year to give the com+any an o++ortunity to recogniAe individual and grou+ diversity successes &ithin the business) The com+any believes that by highlighting the accom+lishments of its em+loyees, others &ill be motivated to +romote diversity initiatives &ithin as &ell as outside the cor+oration)
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Chapter +: Diverse Contracting Opport!nities:

Developing 1!pplier 3elationships
u++lier diversity is a critical strategic com+onent of any com+anys goal to deliver the best +roducts and services to its customers) Com+anies have devised innovative +rograms and avenues to identify and solicit diverse su++liers throughout the country) 2n some instances, these efforts are also mandated by regulatory re0uirements) ?usinesses are increasing their focus in this area by establishing guidelines and o+erating +rinci+les surrounding the use of diverse su++liers) Attracting diverse su++liers can +rovide a com+any &ith a +ool of 0ualified diverse talent, a +i+eline for managerial and senior level staffing and the o++ortunity to leverage the eB+ertise of the su++liers net&or3s to eB+and the com+anys +rofile in ne& mar3ets) Additionally, su++lier diversity +rograms +rovide access to cor+orate lines of business and an incubator o++ortunity that can generate a &ealth of eB+erience for the transition into o&nershi+ of communications com+anies) A field1level Su++lier Diversity Cham+ions grou+ &as created to lead one com+anys efforts to attract 0ualified minority su++liers from various industry grou+s for business and net&or3ing o++ortunities) The grou+ &or3s &ith the com+anys su++lier diversity manager in develo+ing ste+s to ensure the organiAations success) At some locations, the business has organiAed Su++lier Diversity Advisory Councils to facilitate communication internally and eBternally about the com+anys commitment to doing business &ith minority su++liers) The com+any is also a member of the ;ational 'inority Su++lier Diversity Council, &hich offers a vast array of access to local minority su++lier develo+ment councils and minority vendors) The organiAation +artici+ates in local council minority su++lier functions such as ?usiness 7B+os, Trade Fairs and ?usiness 5++ortunity 4uncheons) 2n !!,, the com+any began its first ever 'inority ?usiness1 to1?usiness 7B+o) The com+any &or3ed &ith the local 'inority Su++lier Develo+ment Council to facilitate this event) The eB+o attracted over ,! minority businesses) At one communications com+any, the Su++lier Diversity *rogram &or3s to create mutually beneficial business relationshi+s &ith diverse su++liers that both strengthen the communities the organiAation interacts &ith and create value for its shareholders) The Su++lier Diversity team develo+s and manages business relationshi+s &ith minority and &omen su++liers) The com+any also &or3s &ith +rimary su++liers &ho satisfy their +urchasing and contractual standards through the +rocurement +rocess)
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2n !!,, the organiAation +urchased over H1)F billion dollars in goods and services from minority and &omen1o&ned businesses) Additionally, a +ortion of the com+anys +ay +lan is no& directly tied to the organiAations success in reaching its su++lier diversity ob-ectives) 8ecently, one cable com+any restructured its minority su++lier +rogram by reclassifying all of its vendors according to federally recogniAed diversity categories) The com+anys revised trac3ing system is com+rised of the follo&ing categories@ small disadvantaged businesses, minority1 o&ned businesses, &omen1o&ned businesses, historically underutiliAed business AonesI veteran1o&ned businesses and service1disabled1veteran1 o&ned businesses) The reorganiAation has hel+ed the com+any to identify some of its to+ businesses by diversity category) Chen contracting &ith s+ecialists, one entertainment com+any ma3es it a +riority to al&ays include minority1and &omen1o&ned businesses in the bidding +rocess) 2n +articular, for +ro-ects that eBceed H G,!!!, the business see3s bids from a minimum of three vendors, including at least one minority vendor) For over ,O years, one communications com+any has been a +ioneer in the inclusion of minority1, &omen1, disabled1, and veteran1o&ned businesses) 2ts su++lier diversity team +rovides training, 0uality +rocesses, coaching, mentoring, methods and +rocedures that hel+ to ensure that the organiAation meets its su++lier diversity goals) 2n !!,, the com+any s+ent 1G)4S of its total +rocurement, or H1)4 billion, &ith diverse vendors) The com+any led an effort in its industry to develo+ a #Su++lier Diversity Challenge$ &hich rallied 14 industry com+anies to +ledge doing business &ith a minimum of 1!S &ith diversity vendors) The com+any also finances the ?usiness Consortium Fund and the ;ational Develo+ment 4ending 2nitiative "#C7D42$%, a HG! million state&ide loan +rogram created s+ecifically for small business entre+reneurs) 2n addition, the com+any develo+ed several initiatives to ensure continued su++lier diversity) 5ne such initiative is the Su++ly Diversity *rograms Sales and 'ar3eting Consulting *rogram) 2ts goal is to create more o++ortunities for its sales and mar3eting teams to +artner &ith diverse su++liers) ?uilding and maintaining a community of diverse su++liers is an im+ortant goal to increase o++ortunities to receive ne& ideas, im+lement various a++roaches and gain access to additional solutions that hel+ this large cable com+any to res+ond ade0uately to its customers needs) To this end, the com+any has a se+arate >lobal Su++lier Diversity de+artment that +rovides functional guidance and su++ort to all business units and ensures commonality of +ur+ose and direction to&ard achieving the
Workplace Diversity: A Global Necessity and an Ongoing Commitment "age ') o $%
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organiAations su++lier diversity ob-ectives) The com+any invests significant resources each year in its su++lier diversity initiatives) Funding is +rovided for su++lier outreach events, mentorEmentee +rograms and e0ui+ment loans) 5ne small broadcast com+any established a relationshi+ &ith the Calter (aitA Foundation to +rovide its managers &ith access to a diversity su++lier database) The com+any continually encourages managers to utiliAe this database as a means for locating and &or3ing &ith diverse su++liers) At another broadcast com+any , a ;ational *rocurement Council &as created to address diversity issues relating to the com+anys outside su++liers) This Council has formed relationshi+s &ith the ;ational 'inority Su++lier Develo+ment Council and Comen *residents 5rganiAation of ;e& :or3 to enforce their e0ual o++ortunity +olicy for all 0ualified su++liers) Annually, the com+any sends letters to vendors indicating that it &ill only &or3 &ith vendors that su++ort e0ual o++ortunities) The Director of *urchasing is a founder and co1chair of the ;ational Association of *urchasing 'anagement of ;e& :or3s su++lier diversity grou+) Through such organiAations, the com+any is in the +rocess of develo+ing an educational seminar this year for diverse vendors on ho& to +re+are and res+ond to 8e0uests for *ro+osals)
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Chapter 6: 1!ccesses o Diversity /nitiatives

8o* Diverse /s The Work orceA
'
any com+anies &ould agree that +ursuing diversification as a business management goal contributes greatly to their bottom line) =o& businesses strategiAe, develo+ and im+lement a meaningful diversity +lan, ho&ever, varies from com+any to com+any) Although com+anies are focusing 3eener efforts on diversity initiatives, overall +rogress in recruiting, retaining and +romoting minorities and &omen in the &or3force is still slo&) 7B+erts estimate that &omen and +eo+le of color &ill re+resent a++roBimately F! +ercent of net ne& entrants to the &or3force by the year !!J)#$ Census information also sho&s that 4atinos have increased their +resence in the <)S) +o+ulation by GJ +ercent over the last ten years, thus outnumbering African1Americans as the dominant ethnic minority)#% A savvy com+any &ill get ahead of the curve and lead the &ay by rea+ing the benefits of a diverse &or3force) #& This begs the 0uestion, #ho& diverse are com+anies and ho& can one measure if a business values diversityN$ There are several 3ey indicators that can be used to ans&er these 0uestions) These factors include, but are not limited to, the follo&ing@ Diversity in leadershi+ +ositions such as at the officer, ?oard of Director and senior management levels Diversity amongst the highest salaried em+loyees in the com+any Diversity amongst the com+anys &or3force as a &hole 8ecruiting for ne& hires in ethnic American +ublications 8ecruiting at ethnic American cultural or +rofessional events
1,
*atric3 C) Council, ,anaging ,ulticulturalism( !aluing *iversity +n The -orkplace , Journal of *ro+erty 'anagement, ;o) O, 9ol) OO, +) , ";ov) !!1%)
14
+bid)
1G
2t is &ell established that over time, heterogeneous grou+s &ill out+erform homogenous grou+s) They are better at +roblem1solving, decision1ma3ing and at generating creative ideasI it is &ell settled that different +oints of vie& engender better ideas as &ell as better a++roaches and methods) %ee. e.g), Cheeler, 8oger D), ,anaging -ork3orce *iversity, TaB 7Becutive, ;o) O, 9ol) 4PI +g) 4P, ";ov) 1PPF%)
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'embershi+ in ethnic American +rofessional organiAations Charitable contributions to ethnic American organiAations#'
>enerally, these indicators are merely a guide to assess &hether an em+loyer &ill value its em+loyees contributions, grant +romotions &here a++ro+riate, train its em+loyees to ta3e more res+onsibilites and +ay each &or3er accordingly) 2n evaluating the level of diversity in the &or3force, several com+anies earned bragging rights) Since !!1, one telecommunications com+any has hired more than 1,1!! college students, G4S of &hich &ere diverse hires) 5ne entertainment com+any indicated that ,,S of all its em+loyees are ethnically diverse, and O S of its em+loyees are &omen) 2n addition, over G!S of this com+anys +roduction staff are &omen, &ith minorities re+resenting 44S of all roles in front of the camera) The internshi+ +rogram at a broadcast com+any recently hired G interns, &ith G!S minority and !S female students +artici+ating) At this media com+any, over F S of its &or3force is com+rised of &omen, including five &omen on the com+anys 7Becutive Committee) 2n !!,, G1S of this communications com+anys ne& hires &ere &omen, and 4OS &ere +eo+le of color) 5ne hotel and gaming com+any noted that in a class of ! graduates from a su+ervisory training +rogram, F!S &ere minorities, O!S of &ho &ere &omen) Finally, one broadcast com+any created an Account 7Becutive ?oot Cam+ +rogram designed +rimarily for ne& account eBecutives) 5ver J!S of the graduates &ere +eo+le of color) 5ne year after com+letion of the boot cam+, over F!S of the graduates are still em+loyed at the com+any)
1O
For a more eBtensive discussion on ho& minorities should measure cor+orate diversity, %ee generally, Cor+orate Diversity for African, =is+anic "4atino%, and Asian American, 7thnic 'a-ority at htt+@EE&&&)ethnicma-ority)comEcor+orateUdiversity)htm "4ast visited@ 'ay 14, !!4%)
Workplace Diversity: A Global Necessity and an Ongoing Commitment "age (7 o $%
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Chapter %7: The 3ole o the FCCs Diversity Committee

1!ggestions@Comments
everal com+anies offered suggestions as to ho& the FCCs Federal Advisory Committee on Diversity for Communications in the Digital Age, in its ca+acity, could assist businesses in their diversity initiatives) 5ne suggestion &as that the Diversity Committee should continue to document and share best +ractices &ith com+anies in the communications industry) The Committee can do this either through more &hite +a+ers or by organiAing local events &here com+anies can share firsthand eB+eriences on diversity challenges and initiatives) Another recommendation is that the Committee should +re+are an annual diversity benchmar3 re+ort in the communications industry to hel+ drive, monitor and reinforce the im+ortance of this effort) 5ne organiAation +ro+osed that the Committee hel+ com+anies in the communications industry to better mar3et their businesses in order to attract more diverse talent to the non1+roduction side of the industry) This com+any believes that smaller businesses need macro1level education on &hat the industry has to offer) 4astly, it &as suggested that the Committee create an annual follo&1u+ of some sort to share &ith interested businesses on continued best +ractices of other organiAations) 5r in the alternative, an annual re+ort should be created to sho& monitoring of industry +rogress)
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Appendi5 A
Diversity 1tatistics
,ntrants to the Work orce: 2n the first decade of this century, JGS of ne& &or3ers &ill be &omen, minorities and immigrants) Source@ 1usiness -omen4s &etwork and *iversity 1est "ractices and The 5.%. *epartment o3 'abor Seventy +ercent "F!S% of ne& -obs &ill be held by &omen and minorities by !!J) Source@ 1usiness -omen4s &etwork and *iversity 1est "ractices and The 5.%. *epartment o3 'abor *eo+le from racialEcultural minority grou+s com+rised PS of the ne& &or3force in !!!, and t&ice the number of minorities in the &or3force in 1PJF) Source@ 1ureau o3 'abor %tatistics 'embers of minority grou+s &ill ma3e u+ 41)GS of all +eo+le entering the <)S) &or3force in the decade bet&een 1PPJ and !!J) Source@ 1ureau o3 'abor %tatistics Net Ne* ,ntrants to the *ork orce bet*een %66' and #77& Total -ork3orce( All minorities, both seBes Chite, non1=is+anic, both seBes Comen, all ethnic grou+s O S "4ast 1!!S G1S 4PS
Source@ htt+@EE&&&)diversityhot&ire)comEbusinessEdiversityUstatistics)html) visited@ 'ay 14, !!4%
2inority 9abor Force Gro*th O!tpaces Whites Race Percenta ge 1995 FOS 4OS 11S 9< 4S Percenta ge 2005 F,S 4JS 11S 11< GS Percenta ge 2020 OJS G!S 11S 11< OS
Whites, non Hispanic Women African-American Hispanic Asian -American
?y !!O, =is+anics &ill be the largest minority grou+ in the &or3force, therefore doubling their share of the &or3force bet&een 1PJO and !!O) 2n 1PPO, African1Americans and Asians1Americans re+resented nearly 11S of the <)S) &or3force) ?y !!O, African Americans and Asians &ill re+resent 1FS of the <)S) &or3force) Source@ htt+@EE&&&)diversityhot&ire)comEbusinessEdiversityUstatistics)html "4ast visited@ 'ay 14, !!4% Women ,5ec!tives: 11) S of cor+orate officers are &omen) FGS of Fortune G!! com+anies have at least one &omen officer) Although &omen are moving u+, men still dominate the earnings rate) ;early PGS or ,141 of the to+ earning cor+orate officers are men, com+ared to only 1JJ or G) S of &omen to+ earners in the Fortune G!! com+anies)
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To+ female eBecutives &ith titles such as C75, senior vice +resident and vice chairman have increased from F),S in !!! to P)PS in !! ) Source@ htt+@EE&&)diversityhot&ire)comEbusinessEdiversityUhtml visited@ 'ay 14, !!4% "4ast
?arriers to Womens Advancement 2ssue 4ac3 of mentoring o++ortunities Commitment to res+onsibilities 7Bclusion from communications +ersonal informal and
Come n F!S family OPS of OFS OGS
'en ,JS G,S GS ,GS S FS 1 S 4FS
net&or3s
4ac3 of &omen role models
Failure of senior leadershi+ to assume O S accountability for &omens advancement Stereoty+ing and +reconce+tions of &omens O1S abilities 4ac3 of o++ortunities to visibleEchallenging assignments ta3e on G4S
4ac3 of significant general management or line G1S eB+erience
Source@ Catalyst ;e&sletter, July !!1, &&&)catalyst&omen)org) Women o Color and the Glass Ceiling: FGS of the &omen in a survey indicated that they &ere a&are of training in their cor+oration to raise a&areness about race and
"age ($ o $%
gender issues, but only S noted that their managers receive ade0uate training in managing a diverse &or3force) 'ore than half "G,S% of &omen of color believe that cor+orate diversity +rograms are less than effective in dealing &ith issues of subtle racism) 5nly OS of &omen of color say that career develo+ment is an im+ortant +art of their com+anys diversity initiatives) 5nly 1FS indicate that their managers are held accountable for advancement of &omen in their o&n racialEethnic grou+) Source@ &&&)catalyst&omen)orgE+ressUroomEfactsheetsEfact&oc,)htm "4ast visited@ 'ay 14, !!4%
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Appendi5 ?
Source@ <S De+artment of Commerce@ 'inority ?usiness Develo+ment Agency, #'inority *urchasing *o&er, !!! Q !4G)$ Available at htt+@EE&&&)mbda)govE7mergingU'ar3etsE*urchasing "4ast visited@ 'ay 1G, !!4%
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Appendi5 C
Source@ ?ureau of 4abor Statistics)
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Appendi5 D
1ample 2eas!ring Tool to Assess Diversity ?enchmarks%) As noted in Cha+ter F, many com+anies did not have a diversity metrics system to accurately and ob-ectively measure their +rogress in achieving &or3force diversity) Author Trevor Cilson devised a measurement tool, ada+ted from researcher Felice Sch&artAs gender1based model, &hich enables com+anies to evaluate their +rogress on diversity) Cilson created a scale, called an #70uity Continuum,$ &hich categoriAes organiAations into siB categories) 7ssentially, the scale rates a business on the effectiveness of its diversity +ractices and offers a concrete, em+irical tool to measure actual organiAational +olicies, attitudes, +ractices and cor+orate commitment at each +oint on the scale) This benchmar3 is offered to sim+ly serve as a guide for the Subcommittee to use in revie&ing a com+anys overall success rate) This is a com+any that believes it rates a five, although there is no strategic +olicy for managing diversity) 'anagement and senior eBecutives do not believe that there is discrimination &ithin the organiAation) Further, em+loyees are eB+ected to ada+t to eBisting cor+orate culture norms)
Bero:
A com+any that +ursues diversity goals sim+ly because it believes it has to, if only to avoid the negative conse0uences of not im+lementing diversity) This com+any merely recruits &omen and minorities, but does not have any formal net&or3s of communications or retention and mentoring +rograms)
One:
A business that ran3s at this level is considered a #do1gooder,$ &hich means that management is motivated by a sense of altruism and a +erceived desire to assist the disadvantaged) Although these firms may have diversity initiatives for certain underre+resented grou+s, they do not have an overall clear vision or strategy for achieving &or3force diversity) They do not have affinity grou+s, diversity committees or a diversity officer to enforce its goals)
T*o:
At this level, an organiAation has a++arent #business reasons$ for enforcing diversity +lans, or the com+any may do so because there are significant business or organiAational reasons) 2t has a minimal diversity +lan in +lace, but it is not inter&oven into the core of its business +ractices) A com+any at level thee fails to foster an overall environment
Three:
1F
Ada+ted from an article, =ayes, 9ictor, The 1usiness .ase For *iversity, &hich outlines a measurement tool that com+anies could use as a guide to ob-ectively assess and benchmar3 their +rogress in achieving diversity goals, available at &&&)diversityat&or3)comEarticlesEarticleUivey)html)) "4ast visited@ 'ay 1!, !!4%
Workplace Diversity: A Global Necessity and an Ongoing Commitment "age $7 o $%
of inclusion &hereby all em+loyees feel as though they count and can +artici+ate in the business diversity +rocess) A com+any at level four is truly motivated to create and im+lement a &ell1defined diversity strategy and is ta3ing active ste+s to enforce these goals) 2t strives to educate em+loyees at all levels about the im+ortance of creating and sustaining an environment &hich su++orts and values differences) 2t also has em+loyee diversity training +rograms, unbiased em+loyee +erformance evaluations and ade0uate com+ensation and fleBible benefits +lans) =o&ever, such a com+any does not have a diversity metrics system, nor does it hold management or individuals accountable for +romoting diversity)
Fo!r:
An em+loyer at level five has develo+ed an #e0uitable1em+loyment1 system$ or one that has established itself as the em+loyer of choice) 2t has created a culture that values differences and +romotes ideals of inclusion in the &or3 environment) 2t includes all of the initiatives outlined under +oint four on the scale, as &ell as a &ell1 develo+ed su++lier relationshi+ &ith minority1and &omen1o&ned vendors and an effective diversity metrics system intact to measure its goals)
Five:
"age $% o $%

Workplace Diversity Best Practices

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Workplace Diversity: A Global Necessity and an Ongoing Commitment

The FCCs Federal Advisory Committee on Diversity or Comm!nications in the

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

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Workplace Diversity: A Global Necessity and an Ongoing Commitment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

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Workplace Diversity: A Global Necessity and an Ongoing Commitment

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Workplace Diversity: A Global Necessity and an Ongoing Commitment

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

The Diversity 0ision

Company Goals : 1trategic "lanning

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Chapter &: Overall Diversity 1tr!ct!re

The 3ole o Diversity "rogram O icers

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Chapter ': Achieving Work orce Diversity

?!ilding "artnerships *ith Organi<ations : the Comm!nity

2entoring: /nternally : ,5ternally

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Chapter (: "ro essional Development "rograms

,5ec!tive Development "rograms

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Chapter $: 2anaging Diversity

,mployee "er ormance ,val!ations

Compensation : ?ene its

Workplace Diversity: A Global Necessity and an Ongoing Commitment

"romotion o Family;Friendly Work ,nvironment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Chapter ): Diversity Acco!ntability

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Chapter +: Diverse Contracting Opport!nities:

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Chapter 6: 1!ccesses o Diversity /nitiatives

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Chapter %7: The 3ole o the FCCs Diversity Committee

Workplace Diversity: A Global Necessity and an Ongoing Commitment

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Workplace Diversity: A Global Necessity and an Ongoing Commitment

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Workplace Diversity: A Global Necessity and an Ongoing Commitment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Source@ ?ureau of 4abor Statistics)

Workplace Diversity: A Global Necessity and an Ongoing Commitment

Workplace Diversity: A Global Necessity and an Ongoing Commitment

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