An Open and Diverse Culture As companies try to globalize, they have had to become more interactive among people

from diverse cultures, beliefs, and backgrounds than ever before. People are now part of a worldwide economy with completion coming from nearly every continent. Maximizing and capitalizing on workplace diversity has become an important for companies. One company, which has done this, is Cisco. Diversity Inc. has ranked cisco thirty-seventh of the fifty top diverse companies. Working Mothers magazine named them one of the top five companies in the best companies for multicultural women. In 2000, Cisco has exploited the market by making a profit of $550 billion, making it the most valuable company in the world. (Chatman, OReailly, C., & Chang, V. , 2005). Cisco has not invested in the next generation of leaders to be charitable. They have realized the propensity to implement its tactic in diverse competitive environment it is key to have leaders who have unique skills and of different managerial culture than the previous generation. Cisco has acknowledges the obstacles cooperate leaders face during the different cycle an organization passed. Ciscos leaders have learned to evolve with through diversity, challenges and growth. Cisco has developed a template that other leaders can exploit in their organizations through different stages of growth. From 1993 through 2000, Cisco acquired seventy companies. These acquisitions provided not only technology, but also served as a source of management talent needed to run the company. Cisco not only liked to hire people acquisitions, but also from their competitors (Chatman, J. , OReailly, C., & Chang, V. , 2005).

On way for Cisco to acquire new gifted employees was by acquisitions, but Cisco looked for employees whom were passive job seeker. In other word, people who were happy and successful at the companies in which they currently worked. These people were hard to lure. Cisco had to think outside the box. Cisco gain insight of the likes and dislikes of potential hires. Cisco focuses on group learning what movies and web sites were favored best. Hoping to running to the possible new hires recruiter went to place like garden show and microbrewery festivals. Cisco even rigged its corporate website to spot visitors from rival company to greet them with a page that said, Welcome to Cisco, would you like a job? (Chatman, J. , OReailly, C., & Chang, V. , 2005). After Cisco finding great talent, Cisco had to create retain plan to keep good employee. Key was Cisco competitive edge was during the 1990s when everyone had many opportunities at different companies. Cisco attrition rate of never above 7.3 percent . Cisco used tacit which including such things as make the executives office In the middle of the floor and giving regular employee window offices. Cisco offered a state-of-the-art daycare center equipped with nanny camera so employee could check up on the children. Also, Cisco has a employee reward systems "were aligned with company's strategy and values as well. All employees received stock options, with over 40 percent of all Cisco options in the hands of individual employees without managerial rank. Other rewards were smaller but still meaningful, such as a free dinner or cash bonuses of up to $5000, that could approved in 24 hours, simply for working hard" (Chatman, J. , OReailly, C., & Chang, V. , 2005). Cisco encourages their management to budgets or rewarding the employees for hard work. Cisco has system to measure employee performance. Pulse

Cisco established many programs and strategies to build up it's company, but how would they measure development. Cisco applied the "Pulse Survey". The Pulse Survey in an annual tool used to understand the employee experience and assessing engagement. Eckenrod saids, "We measure our progress by looking at whether the people who were discussed three years ago are being tracked and are moving successfully within the company. We're looking at mix of our leadership talent and the development of individuals in our pipeline. We're getting better at this process because we see different people being identified and discussed now than we're in our initial dialogue three years ago. We're improving our assessment skills and are learning to focus on specific development outcomes" (Chatman, J. , OReailly, C., & Chang, V. , 2005). In 2010 up to 85 percent employee participated in the survey 5 percent more than 2009. Cisco attributes the increase to the realization by employees that their opinions do influences leadership and management decision making. Cisco take the low scores areas and trying to improve them. In 2011, Cisco continued to review their reward strategy and launch career development initiatives across and worked with employees to develop new definition for their experience that employees can expect form their employment (Cisco, 2010). Diverse Culture Diversity orientation represents an integration of human resource policies and practices that combines into a Bundle that directs the organization towards diversity and diversity management (Richard, O.C. & Johnson, N.B., 2001). The keys to diversity are organization culture, acculturation process, human resource policies, employees, and results. Organization culture most be one that values diversity, and make diversity an objective. Acculturation process means that the organization most accept and support all cultures and their differents. Human Resource Policies most considered holistically between diferent culture and traditions and

Human Resource policies most be evaluated on their effects on diversity and performance. Employees most be understanding as an organization goals. Employees should be evaluated and appraised based upon diversity objectives, for example their understanding and repeact for others. Results mean a organization understand the impact diversity has on their company. Cisco believes that inclusive and diverse culture brings value to their business. Diversity gives Cisco large range of talent, resources, and help to ensure that their workforce reflects their customers. Cisco Global inclusion and Diversity Board forces on four key areas: Promoting diversity on [their] leadership and management councils and boards. Offering development and progression programs for employees from diverse backgrounds, such as the Inclusive Advocacy Program that program the provides mentor and training to high-potential Cisco employees. Building a cultures of inclusion through 11 Employee Resource Group. Supporting our customers with inclusion and diversity practices through an external Inclusion and Divesity Resource Center that provides tools and resources for customers to build their diversty approach. Compare Cisco to other companies Similary, a symbiotics relationship exist between a firm cultures and it human resource management policies (McAfee, R.B. , Glassman, M. & Honeycutt, E.D., 2002). Companies have a significant terms for qualification for employment. Some firms carefully screen application for education, experience and skills. For example, the Ritz-Calrton uses a selection process that combines interviews that determine a persons natural talents and abilities with skills assessment tests for the position. AGA Catolog Marketing and Design requires a team carefully select employees to interview applicants for cultural fit, while Cisco require job applicants to complete five to ten face-to-face interviews, insure the applicants will be a good fit for the company. Disney provide extensive initial training on a wide range of topics and follow-up with

continuous on-the-job training and mentoring. At Edward Jones, new brokers attend 17 weeks of training at costs ranging between $50,000 and $70,000 per person (McAfee, R.B. , Glassman, M. & Honeycutt, E.D., 2002). While other company provide a minimal initial training, little ongoing development programs, and poorly implemented on-the-job training. While other follow ta laggard method, like Charles Schwab has taken the position that in order to provide outstanding customers service, employees must also be treated well, so after five years services with Schwab employees are ebigible for four-week paid sabbaticals can be combined with vacation times. Cisco has a employee reward systems that consist of free dinners , up to $5,000 cash and stakes in the company.