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Training a Commitment to Diversity

By Clare Kinahan

A
Vice President, Human Resources
KBR

As Vice President of cultures and traditions should be at the forefront of our busi-
Human Resources for ness discussions. I know I am mindful of this in my work
KBR, managing global and KBR’s commitment in this regard is steadfast.
diversity is what I do From a global learning and development perspec-
each day. Being from the tive, KBR’s Human Resources department has created an
U.K., I bring, perhaps, a unique perspective to my work, employee diversity training program. The primary objec-
having been in Houston at KBR’s corporate headquarters for tives of the training include: recognizing the importance and
just over a year now. I view my role as a catalyst for embrac- benefit of valuing diversity in our organization, learning
ing and enhancing KBR’s commitment to global diversity. how to understand different cultures and recognizing their
At KBR, we know our success is as strong as our relationships benefit to our workplace.
with our employees and the customers we serve globally.
We use the ‘ATM’ Model to dovetail the training: Ask peo-
KBR conducts business in over 45 countries and em- ple about their preferences and expectations, Tell people about
ploys just over 57, 000 employees worldwide. Of course with your preferences and expectations, and Measure intent. By
numbers like that, it is not

difficult to see that global
diversity is at the very heart
of our daily business. KBR is
a global player in its indus-
try. The best way to ensure
we meet the needs of our
“
looking at the components
of culture and how they
We use the ‘ATM’ Model to dovetail the influence behavior, KBR
is better positioned to
training: Ask people about their preferences
maintain its success in a
and expectations, Tell people about your diverse marketplace.
preferences and expectations, and

”
clients is to understand the Managing diversity
cultures in which they reside. is both challenging and
Measure intent. rewarding and from
This in turn demonstrates
our ability to deliver quality where I sit, I know of
services which meet the specific needs of our clientele. its vital importance
and that it contributes to KBR’s overall success. At
It is not enough, in the 21st century, to say that a KBR, we understand diversity as representing differences and
company recognizes and appreciates global diversity. similarities in awareness based on perspectives, knowledge,
I think your employees and your organization have to skills and on-the-job behaviors of individuals and groups.
embody that commitment. In my role, I constantly work to We view valuing diversity at an employee level to be an
provide innovation and strategic execution in not only our individual’s ability to see positive aspects in characteris-
hiring practices, but offer that same counsel and guidance tics, backgrounds and attitudes that are very different from
to our business unit leadership in dealing with their clients their own.
and customers.
One of KBR’s core values is an unwavering commitment
I think the challenge in achieving success with global to the communities in which we live and work. This is a
diversity management lies within relationship maintenance. commitment at the heart of my daily work, for we
It can sometimes be very easy for us to focus on the are only as successful as the knowledge and recognition
day-to-day business in our organizations and bypass we impart to celebrate the richness and diversity of the
the key component of dealing with the audiences a com- ever-changing world in which we live. PDJ
pany serves. A recognition and appreciation for the varying

44 Pro f i les i n D i ve rsit y Journal January/February 2010