Profiles in Diversity Journal - Mar / Apr 2005

Also Featuring ...
Front-Runner: Boeing’s Joyce Tucker • Roche Diagnostics • Dell’s Women’s Summit • Catalyst
Volume 7, Number 2 • March / April 2005 $

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PUBLISHER
James R. Rector
MANAGING EDITOR
Susan Larson
pointofview
From the editor of Profiles in Diversity Journal
CREATIVE DIRECTOR
Linda Schellentrager
Close-readers of this and upcoming issues may notice some subtle shifts in
vocabulary, representing perhaps the E V O LU T I O N A N D CO N T I N U U M of the work
CONTRIBUTING EDITOR
Laurie Fumic “around diversity.” Featured companies in this issue are talking about
“diversity of thought” (Bausch & Lomb’s Chairman and CEO, Ron Zarrella)
LETTERS TO THE EDITOR
Commentaries or questions and “broad and narrow diversity”
should be addressed to: (Roche Diagnostics’ Patti Ayars and
Profiles in Diversity Journal,
P.O. Box 45605, Cris Wilbur). The story of profiled Front-
Cleveland, OH 44145-0605. Runner, Joyce Tucker, is also a story
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e-mail and phone number. awareness and sensibilities in the last decades.
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ISSN 1537-2102
Profiles in Diversity Journal March/April 2005 1

Volume 7 • Number 2
March / April 2005
ON THE COVER:
A Closeup of Bausch & Lomb
Corporate Profile in Diversity

B&L’s Chairman and Chief Executive
Officer, RO N Z A R R E LL A , shares success
stories about how it has dramatically
increased employee commitment and is
now taking advantage of its unique
opportunities for optimizing marketshare.
8
New Column ...
Momentum: Diversity Who,
What, Where & When
6
Front-Runner: Joyce E. Tucker
Joyce E. Tucker, Vice President, Global
Diversity and Employee Rights at Boeing, is
this month’s featured Front-Runner. As
someone who has worked “both sides” of
the regulatory parameters for diversity in the
20
field’s developing years, her story is rich
with personal and conceptual history.
2 Profiles in Diversity Journal March/April 2005

Diversity.
It’s what drives us.
From the cadres of minority designers, engineers, and office staff to the men and women on the
factory floor and our network of minority owned dealers, we're dedicated to creating the best cars
and trucks possible. In fact, this dedication to work ethic, smarts, and quality is inherent in every
vehicle we produce. It's what makes us the proud American brands of DaimlerChrysler Corporation.
Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.

Roche Diagnostics: a Healthy Prescription for Diversity
A distinctive perspective and broad-based array of efforts explain how Roche
Diagnostics joined the Fortune list of best companies to work for and climbed
higher on Training magazine’s 2005 Top 100 list for workforce training and
development.
30
Global Issues for Women
Professionals in the diversity arena recently came together for a summit at Dell to talk
about issues of concern to women in the workplace, in particular regional similarities
and distinctions worldwide.
40
The Future Leadership of Business
by Catalyst
Catalyst makes recommendations for managing young professionals (‘Gen X-ers’)

based on correcting myths and recognizing this group’s general expectations and
attitudes toward career goals and strategies.
50
Executive Summary: “Beyond Access”
A reprise article about incorporating workers with capABILITIES into the workplace.
Consider it our invitation to share your / your company’s story about overcoming
work-environment challenges.
52
54 Book Review : Managing Diversity: Toward a Globally

Inclusive Workplace

At WellPoint, we celebrate the diversity
of our workforce. We are the leading What does it take to be named
health benefits company in the nation
serving the needs of 28 million members. FORTUNE magazine’s Most ®
A FORTUNE 50® company, we are

strengthened by the commitment and Admired Healthcare Company
dedication of our associates. If you’re
looking to join a company where six years running?
you will see your ideas in action - where
what you do helps others live better,
consider a career with us.
Visit our website to search opportunities

throughout the United States at:
www.wellpoint.com/careers
People like you.
Opportunities may be available in the
following areas:
• Actuarial
• Administrative/Clerical
• Advertising/Marketing
• Claims/Membership/Customer Service
• Compliance
• Corporate Communications
• Finance & Accounting
• Human Resources
• Information Technology
• Legal
• Management
• Nursing/Case Management
• Pharmacy
• Provider Network Development
• Sales
• Training
• Underwriting
SM
EOE. SM Service Mark of WellPoint Inc. FORTUNE and FORTUNE 50 are registered trademarks of FORTUNE magazine, a division of Time Inc. ©2004 WellPoint Inc. All rights reserved.
F
or the third straight year, DEBRA J. NELSON has been named has been made
E M M A N U E L B A I LE Y
B E LL S O U T H Corporation has Vice President of Corporate Vice President and Chief

been selected (6th, Diversity and Community Affairs Diversity Officer at Fannie Mae.
the highest ranking telecommu- at MGM Mirage, based in Las Bailey is implementing strategies
nications Vegas. She is helping to dedicated to
company implement the company’s diver- increasing multi-
on the list) sity initiatives as well as working cultural participa-
for the Div 50 with government relations and tion throughout
listing, produced by community affairs programs, the organization
DiversityBusiness.com, as one of including corporate philanthro- and strengthening
“America’s Top Organizations for py. Ms. Nelson reports to Punam diversity activities
Multicultural Business Mathur, Senior Vice President of among employ-
Opportunities 2004.” The Div 50 Corporate ees, customers,
ranks top corporations Diversity and suppliers.
for promoting business and Com- Mr. Bailey joined Fannie Mae
opportunities for woman-and m u n i t y in 1992 as senior business analyst
minority-owned firms, based on Affairs. in the Finance Division; he
polling of over 350,000 minority Ms. Nelson moved to Human Resources in
and female entrepreneurs. Voting was previ- 1994 and has since served as vice
business owners rated factors ously at president for Human Resources,
such as the volume, consistency, DaimlerChrysler (Senior Manager and direc-
and quality of business opportu- of Communications) where she tor for the
nities offered to women- and was responsible for managing Human
minority-owned companies. issues of diversity, manufactur- Resources
BellSouth was also named ing, human resources, employee Talent Teams.
one of “America’s Top and labor relations, and govern- Mr. Bailey received a B.A.
Corporations For Women’s ment affairs. She has a Bachelor from Eastern Kentucky
Business Enterprises” by the of Arts degree in communication University, and he is a member
Women’s Business Enterprise from the University of Alabama of the Society of Human
National Council. This list recog- in Tuscaloosa. A director of the Resource Management.
nizes fifteen corporations that William Patterson University
have programs offering equal Foundation, and a former chair- S C H E R I N G - P LO U G H C O R P O R AT I O N
access for women-owned suppli- person of has been designated a

ers in addition to having world- the Edward “National Partner” by the
class quality in their supplier D a v i s American Chemical Society,
diversity programs featuring Education the world’s largest scientific
women’s business enterprises. Foundation, she also has volun- association. For each of the past
In addition to other acco- teered with many organizations, two years, Schering-Plough has
lades won by Bell South as a including the Detroit Discovery provided grants to bring 20 fresh-
company, DEBERAH S TO N E , Museum, Salvation Army, men into the ACS Scholars
Corporate Supplier Diversity American Heart Association, Program, which encourages
Manager, was named The American Cancer Society, United African-American, Hispanic and
National Minority Supplier Cerebral Palsy, United Negro American Indian students to
Development Council’s MBE College Fund and the Association pursue undergraduate college
Coordinator of the Year, the of Black Women in Higher degrees in the chemical sciences
single highest professional honor Education. and chemical technology. PDJ
in the field.

Bausch & Lomb Chairman and CEO Ron Zarrella wth three employee affinity group leaders:
Troy Beason of the African-American Network, Cindy Yao of the Women’s Network,
and X. Michael Liu of the Asia-Pacific Network.
Feature Bausch & Lomb
Nurturing Diversity of Thought

A Conversation with Bausch & Lomb’s
Ron Zarrella
With 2004 revenues of $2.23 billion, Bausch & Lomb (B&L) is a global
leader in developing, manufacturing and selling healthcare products for
the eye, ranking 702nd on the Fortune 1000 list. B&L’s Chairman and
Chief Executive Officer, Ron Zarrella, shares success stories about how
it has dramatically increased employee commitment and is now taking
advantage of its unique opportunities for optimizing marketshare.
GLOBAL / MARKET ISSUES

On B&L’s global presence and diversity management:
“Bausch & Lomb employs approximately 12,400 people in more than 50 countries, and our
products are available in more than 100 countries. Bausch & Lomb introduced the world to
the soft contact lens in 1973 and remains a world leader in contact lens products, products
for cataract and refractive surgery, and pharmaceuticals for the eye. Our patented refractive
laser platform is the leading system used around the world to surgically correct vision.
Because our products are sold around the world, to be successful we must ensure that
our workforce reflects our diverse base of customers and consumers. My commitment is that
we have employees at all levels in the organization
who represent the diversity of our customers and
consumers; this is good for our business and it is
the right thing to do.
While our D&I management now is largely U.S.
based, we are increasing our worldwide focus
in part because of emerging compliance issues in
locations outside the U.S.; for example, the
European Council has issued guidelines regarding
the hiring, promotion and retention of women;
HEADQUARTERS: Ro c h e s t e r, NY there is increasing attention in the overall
W E B S I TE : w w w. b a u s c h . c o m Japanese business environment to issues of sexual
discrimination and harassment.”

Ron Zarrella Chairman & Chief Executive Officer
On the role of diversity and Lean works only when employees are nities. As a medical device and
inclusion in B&L’s 2004 involved and their input valued. As a specialized pharmaceutical company,
growth/earnings: result, we have achieved a significant Bausch & Lomb has very few products
“Sales growth in 2004 was achieved, portion of our three-year $90 million that are sold directly to consumers.
in part, due to our diversity-informed profitability improvement project.” Our customers are more often medical
approach to target marketing—identi- specialists and healthcare organiza-
fying the right market segments to go On global challenges and tions that prescribe and distribute our
after and communicating effectively unique opportunities in the products to their patients. Among our
with them. For example, Hispanics industry for diversity imple- key customer groups—optometrists,
represent 14% of the U.S. population mentation: ophthalmologists and opticians—there
and are growing at a rate four times “On a regional level, for instance, Asia are more women and people of color
faster than the general population. holds great opportunities for us but joining the professions. For example,
Notably, 34% of Hispanics are under has unique challenges. There are huge between 1997 and 2003, the number
the age of 18, representing an impor- differences among consumers includ- of female optometrists increased by
tant part of B&L’s future since most ing cultural and socioeconomic differ- 48%. If this trend continues, by 2008
people start wearing contact lenses in ences, often within any given country. one in three optometrists will be
their teens. Many of the 3.6 million Increasingly, seeking out defined seg- female. In 2000, 29% of ophthalmology
Hispanic contact lens wearers wear ments among target audiences, finding graduates were female, and if this
Bausch & Lomb lenses or buy our ways to speak to them specifically, trend continues, by 2008, more than
lens-care product, ReNu. It is with and making communications much 43% will be female.
these products that Hispanic teens more personal are key to being more In the less developed areas of
learn to trust B&L for their eye care successful. The days of mass market- China and India, we have extensive
needs, so in future years when they ing as we’ve known it are over—it’s professional training services in which
need eye drops, eye vitamins, or Lasik no longer efficient or practical. It’s all Bausch & Lomb eye doctors train con-
surgery, they will look for B&L prod- about understanding where the most tact lens fitters in techniques to ensure
ucts. We are currently running a ReNu attractive segments are within any that their patients have a better,
TV commercial in Spanish to comple- market and focusing in on their needs. healthier contact lens wearing experi-
ment all of our Spanish-language To make this work, you need the right ence. That is in contrast to our
patient information, and we are part- mix of people: employees who have a approach in developed markets in a
nering with retailers and eye care pro- breadth of experience and a diversity region like Japan, where contact lens
fessionals to better meet the unique that allows them to identify and fitters are most often ophthalmolo-
needs of the Hispanic patients. understand the unique ways to reach gists, specialists who take a conserva-
Inclusive practices also played a consumers. For instance, in China, tive, data-driven approach to contact
significant role in Bausch & Lomb’s about 40 percent of the population is lens fitting; and so we conduct prod-
success in establishing lean manufac- under 25, prime candidates for contact uct clinical and usage studies with key
turing techniques worldwide: a disci- lens products. There we launched a opinion leaders at major universities
plined, evidence-based approach for unique program at prominent Chinese and hospitals to demonstrate the effi-
achieving more with less through con- universities, establishing on-campus cacy of our products to the fitters in
tinuous improvement while maintain- Bausch & Lomb Eye Health Clinics to Japan.
ing a laser-like focus on what’s impor- provide students with eye health In the less developed, emerging
tant: quality (defect-free processes and information and exams, and offer markets in the region, access to eye
products); customer satisfaction affordable contact lenses and lens care care and vision correction products is
(delivery and flexibility); and cost effi- products. difficult or non-existent. In India, an
ciency (bottom-line improvement). In the eye health industry, we estimated 10 million people suffer
believe that there are unique opportu- from cataracts, and almost 70 percent

DIVERSIT Y COMMITMENT
B AU S C H & LO M B W I LL ACCO M P L I S H I TS G LO B A L
CO M M I TM E N T TO D I V E R S I T Y BY S I M U LTA N E O U S LY
N U RT U R I N G T H E D I V E R S I T Y O F T H I N K I N G , I D E A S , A N D
O U T LO O K T H AT A L R E A DY E X I S TS I N B AU S C H & LO M B ’ S
WO R K F O R C E , A N D T H RO U G H CO N S I S TE N T A N D A G G R E S S I V E
E F F O RTS TO AT T R AC T, D E V E LO P A N D R E TA I N TA LE N TE D
P E O P LE W I T H A VA R I E T Y O F P E R S P E C T I V E S F RO M A LL
Recipients of the 2005 Bausch & Lomb
Supplier Diversity Awards.
C U LT U R E S A N D P O P U L AT I O N S E G M E N TS . left to right: B&L’s Quentin Roach;
Karen Eletto and Judy Smith, Staples;
T H I S CO M M I TM E N T I S M A D E W I T H T H E S T RO N G B E L I E F T H AT B&L’s Brian Schankat;
Sharon Napier, Partners + Napier;
A S W E S T R I V E TO E X PA N D A N D ACC E S S N E W M A R K E TS , Henry Serrano, Vista Color Corp.
A D I V E R S E G RO U P O F TA LE N TE D A N D CO M M I T TE D P E O P LE ,
WO R K I N G I N A N E N V I RO N M E N T T H AT E N A B LE S T H E M TO A P P LY T H E I R CO LLE C T I V E TA LE N TS
TO O U R S H A R E D P R I N C I P LE S A N D CO M M I TM E N TS , D E L I V E R S T H E G R E ATE S T VA LU E
TO O U R C U S TO M E R S , E M P LOY E E S A N D S H A R E H O L D E R S A L I K E .
of them go blind because there is a changing needs of our customers, and culture, so it cannot be managed in
permanent backlog of patients await- evolve the way we manage ourselves. the same way in every location. For
ing surgery. In the underserved, semi- To stay current, the Bausch & Lomb example, workplace diversity issues in
rural areas in India, Bausch & Lomb Corporate Human Resources team the United States are focused mainly
has established day surgery clinics that responsible for diversity implementa- on race and gender, but these are not
use Bausch & Lomb products and tion maintains a vigilant focus on the necessarily what it means in other
technology to provide sight-restoring most recent developments in diversity. regions in which we do business:
cataract surgery offered on a sliding- This includes membership and leader- A S I A - PAC I F I C R E G I O N . This region has
fee scale depending upon the patients’ ship on organizations’ boards, partici- widely different cultures and lan-
ability to pay. A percentage of the sur- pation in conferences and forums guages and varying levels of market
geries are provided at no charge to around the world, subscribing to key development. To better understand
indigent patients. And we have estab- journals, and developing a network of and satisfy our diverse customers’
lished the Bausch & Lomb School of contacts within the field. The diversity needs here, we aim to identify the
Optometry in Hyderabad to train a team members serve as internal con- best talent that represents countries
new generation of practitioners to sultants to our executives, employees, and regions throughout Asia and
meet the growing demand there for affinity groups and human resources recruit talent not only from Hong
accessible, affordable eye care.” personnel, sharing their knowledge Kong, the location of our regional
and coaching our leadership on issues headquarters.
On keeping up with diversity of importance in diversity.” E U RO P E A N R E G I O N . Challenges in this
change in a large organization: region revolve around immigration,
“Founded in 1853, Bausch & Lomb is national conflicts, religious differences
one of the oldest continually operat- On global variations in diversity and ethnicity. Awareness and accept-
ing companies in the United States, an issues: ance of workplace flexibility is anoth-
achievement that has required us to “Diversity definitions and issues vary er. In Europe, we support and are
change with the times, meet the from place to place, from culture to responsive to the various directives

Ron Zarrella
emerging from the European Union aimed at creating a
discrimination-free workplace for women and immigrant TITLE:
groups. Chairman and Chief Executive Officer
L AT I N A M E R I C A . Here, we are challenged to level the play-
ing field for women, eliminate inequities in the workplace YEARS IN CURRENT POSITION:
based on gender, and overcome barriers resulting from
3.5 years
class differences. We hold our managers in this region
accountable for our policies against harassment and our
commitment to providing equal opportunity to women. EDUC ATION:
We know that these are some of the most significant Bachelor of Science degree in Electrical Engineering
diversity-related issues our company faces around the from Worcester Polytechnic Institute, Worcester,
world because we asked our highest-ranking executives in
Mass.; attended New York University Graduate School
these regions to define diversity in local terms. Rather than
imposing our own U.S. ‘corporate-centric’ diversity ideas, of Business MBA program.
issues and experiences to our locations around the world,

Bausch & Lomb has instead regionalized our global diver- FIRST JOB:
sity initiatives. The power to define, plan and implement a Night production supervisor at the Clairol division
diversity strategy is appropriately in the hands of those
of Bristol-Myers.
who live and best know the cultures and the issues,
and who are most qualified to leverage opportunities and
overcome challenges.” WHAT I’M READING:
His Excellency: George Washington by Joseph J. Ellis
S U P P L I E R / CO M M U N I T Y / C U S TO M E R S
FAMILY:
On supplier initiatives
Wife and two daughters.
“We are expanding our supplier diversity program, actively
seeking to establish a strong supplier diversity base for
equipment and supplies and for services. We have estab- INTERESTS:
lished a Supplier Diversity Steering Committee which, as Math and science education; inner-city economic
CEO, I chair to ensure the success of our efforts. We will,
development: FIRST robotics
this year, double the percentage of women-owned and
minority-owned vendors, from 3% to 6%, with the ultimate
goal of achieving 10%. We have already engaged, through ON HIS ROLE MODELS:
a competitive bid process, new minority-owned and I guess if I had to pick, the two people I’d mention were
women-owned suppliers for two significant projects: our from my eight years at General Motors. GM was very
global travel services and product cartoning in the United progressive in its corporate governance—it was one of the
States. first companies to have a nonexecutive chairman with a
Bausch & Lomb established a web site for supplier different CEO. I was brought into the company by John
diversity; the company participates in and supports various Smale, who was the nonexecutive chairman at the time,
local and national diversity enterprises including the formerly the CEO of Procter and Gamble. And when I look
National Minority Supplier Development Council; we

Profile of the CEO:

at John and the CEO of the company, Jack Smith, these were two individuals who
were not only enormously talented, but everything they did, their whole approach
and thought process, was to do the right thing. They had absolutely impeccable values,
impeccable respect for the individual, and were people you really could aspire to be
like. The two of them and the way they worked together at GM was pretty inspiring.
ON HIS INTEREST IN SCIENCE FOR YOUNG

PEOPLE:
Well, the thing that got me interested was really back in my General Motors days
when it became evident that, when you look at the number of graduates from
engineering programs in this country, there has been a dramatic decline; in fact if you
look at China today, they graduate six times the number of engineers that we do.
And no wealth is created, nothing really happens, until somebody makes something. There would be no lawyers, there
would be no academicians, there wouldn’t be anything if there weren’t an economy based on people making things. Ours
is a country where our standard of living has been predicated on technology leadership in so many areas, yet we’re losing
that. I read a statistic where there are more people graduating with sports management degrees than in engineering today
in this country. The whole question of how to get young people interested in math and science so that they pursue science
and engineering careers has been a real interest of mine for a number of years now.
I got involved with an organization called FIRST—For Inspiration and Recognition of Science and Technology—founded
by a gentleman named Dean Kamen, an inventor; he and I went to the same engineering school. The FIRST program is basi-
cally a national robotics competition that involves high school students, high school teachers, and company sponsors that
provide money and also engineers to work with students in the competition to build robots. This lets students see what real
engineers do, and have them as role models. And in particular, when you look at some urban schools, their role models are
all sports stars. So the whole idea was to provide people with role models in engineering and science.
And it’s a remarkably successful program. There are 36 regional events around the country, and then the
qualifiers come together: 300 teams from around the country gather at a big national event. There are 20,000 kids at these
national events with their sponsors and it’s remarkable to see the involvement and the energy of these high school teams.
So you get a very, very diverse set of students involved in these teams; one year, a team of gang members from San Jose,
California won. There are terrific stories, and a high percentage of students involved in this actually go into science and
engineering. And it is encouraging to see that there’s a surprising number of young women who are involved.
ON WHAT INSPIRES HIM PER SONALLY AND PROFESSIONALLY:

I guess the thing that inspires me most or gets me most excited about this job is the fact that we are working on
technologies that are going to dramatically improve the way people see, and I think relatively soon, start to help people who
are blind with technologies that preserve or restore vision. That’s exciting to me. We actually hear from our employees, too,
about the importance and the inspirational quality of our work here at Bausch & Lomb.

participate in local and national “To insure that diverse perspectives, our future leaders to recognize the
supplier conferences; and the company ideas, thoughts and approaches are value of this competence and by
will provide publicity for its first represented for addressing important learning how to best manage a diverse
supplier recognition awards ceremony business issues, we are committed to workforce.”
in the spring.” having people of diverse backgrounds
and experience at all levels of our On succession management:
LEADERSHIP organization. We achieve this through “Bausch & Lomb has a robust, ongoing
a structured process called Career process for talent review and
On Bausch & Lomb’s Assessment Interviewing. Our HR succession management of senior
leadership commitment managers around the globe are leaders and their direct reports. At
to diversity: certified in the process, which least twice a year, the members of my
“We actively pay attention to diversity, measures how candidates align with senior leadership team and the top
and diversity metrics are included in our cultural drivers and commitment human resources person from each
the executive ‘dashboard’ that measures to diversity of thought and style. business unit meet with me for far-
all key aspects of the business. In Bausch & Lomb’s senior leader- reaching and in-depth discussions
2004, the company for the first time ship is committed to making the about the top levels of their organiza-
gave awards recognizing employees’ company a ‘great place to work, learn tions. These discussions are then fol-
diversity accomplishments. As CEO, I and grow.’ In 2003 we introduced the lowed by calibration sessions, where
have met with our affinity groups, Bausch & Lomb University, the the results of each business talent
including the Women’s Leadership umbrella organization for all learning review are summarized and commun
Forum, the African-American Network and development at Bausch & Lomb, icated to the entire leadership team,
and the Latino Network, to establish open to all employees. We are creating then action plans are executed.
key goals to increase the hiring, a high level of cross-cultural compe- Business units are expected to have
promotion and retention of diverse tence through the leadership develop- diverse talent at all levels and to know
employees at Bausch & Lomb. Our ment courses offered by Bausch & the diversity profile of their organiza-
commitment to diversity is demon- Lomb University. tions, especially the leadership teams.
strated by having officers of the com- One component is our Leadership This rigorous, disciplined process
pany and members of the company’s College, which features five different has proved exceptionally successful.
most senior leadership team, the programs or career building blocks. For example, during my tenure as
Corporate Strategy Board, serving as Two sessions develop cross-cultural CEO, we have dramatically improved
the executive champions of each of competence: the Executive Development the number of people of color in the
our employee affinity groups. As CEO, Practices and Leadership Develop- leadership bands of the company,
I chair the Supplier Diversity Board ment Practices for directors. In both including my direct reports.
and will include an update on diversi- sessions, top people from around the In addition to discussions regarding
ty issues as part of the quarterly globe come together for two one- succession and potential, the develop-
all-employee state-of-the-business week sessions, forming global project ment needs of individuals are also dis-
presentations.” teams that address key business cussed during talent reviews.
challenges. Our philosophy is that we Development activities, ranging from
On hiring and supporting can achieve success by teaching cross- executive education to expatriate
leaders with the right cultural competence at the very top of assignments, are identified. Each person
attitudes : the organization and by developing in the talent pool is expected to have

Ron Zarrella meets

with three leaders
of the employee
affinity groups,
from left to right:
Troy Beason of the
African-American
Network, Deepak
Seth of the South
Asia Network, and
Daryl Bleau of the
Gay and Lesbian
Network.
a robust and actionable development On development learning segments, for intense development.
plan, monitored at both the local and throughout the organization: The senior management teaches about
corporate levels to ensure they are “Everybody’s got a university today; we 60% of the content, and the rest of the
carried out. Diverse candidates are call ours Bausch & Lomb University. content is taught by some of the
included by the very nature of our It’s a relatively new activity for us, world’s management and business
diverse workforce.” about two-and-a-half years old. The thought leaders, and values thought
University offers different levels of leaders. We require our most
On the company’s diversity development, starting with the kinds of senior people, the direct reports to the
council: skills new managers need all the way officer group, to go through this
“Clay Osborne, Human Resources up through our most senior people program. A key part of the program is
Vice President of Diversity and who will be running the company that we put people on very diverse
Organizational Effectiveness, chairs when the current Strategy Board is no cross-cultural work groups to collaborate
our diversity council. Clay reports to longer there. The programs are highly on critical issues that are facing the
the Senior VP of Human Resources interactive. In addition to learning company. Over the course of the year,
and keeps me directly informed of his industry best practices and emerging in addition to the course work, they
activities. Clay facilitates the majority trends, the participants work on action are responsible for bringing back
of the decisions related to diversity, learning projects on real business chal- thinking, if not resolutions, on critical
working very closely with business lenges. Our primary goal is to give business aspects by working with
and HR leaders from around the globe managers who are transitioning to people they never worked with before
on our various initiatives. The fact that positions of higher scope and scale the from around the world. That’s probably
members of the Corporate Strategy skills and knowledge necessary to take the best part of the whole program,
Board champion our affinity networks on these challenging roles. because they get to take the learnings
further elevates exposure of our diversity At the highest level, we have an from the classroom and apply them to
initiatives.” annual program, two one-week the project work. We get some really

ONGOING DIVERSIT Y INITIATIVES
EMPLOYEE NET WORKS

Because of the diverse groups that make up Bausch & Lomb,
we encourage the formation of employee networks including the
African-American Employee Network, Asia-Pacific, Gay &
Le s b i a n , L a t i n o , S o u t h A s i a , a n d Wo m e n ' s N e t w o r k s .
Ron Zarrella left, Ursula Burns of Xerox, MENTORING PRO GRAM

and Dean Kamen, founder of FIRST. Mentoring at Bausch & Lomb provides employees with two-way
The trio hosted the regional FIRST learning. This serves as an interactive tool for development
Robotics Competition in Rochester by providing a resource in the form of a mentor or mentee.
in March 2005.
COACHING
Bausch & Lomb recognizes coaching as one of the most powerful ways
good outcomes from this work, they t o h e l p e m p l o y e e s g r o w. C o a c h i n g i s n o t a o n e - w a y s t r e e t w h e r e t h e
get the benefit of networking with manager has all the answers, but rather a partnership where both
people share the responsibilities.
very senior people in a very diverse
group, and we further build C R E AT I V E L E A R N I N G
attachment to the company. Our eLearning courses provide a convenient way for individuals to be
in control of their learning and career development. One can
I’ll give you one example from the participate in leadership, communication, business, and professional
past. Back in 1998, Bausch & Lomb development courses.
acquired some businesses that were
DIVERSIT Y AWARENESS/TRAINING
underperforming as we went through To p r o m o t e d i v e r s i t y t h r o u g h o u t o u r o r g a n i z a t i o n , w e o f f e r d i v e r s i t y
several iterations of management training, seminars, guest speakers and roundtable discussions
focused on driving fundamental changes in behavior and understanding.
teams. The integration of those busi-
nesses into the rest of the company WORK/LIFE BAL ANCE
was not well done; we had manufac- We s t r i ve t o g i ve e m p l oy e e s t h e t o o l s a n d re s o u r c e s n e e d e d t o a t t a i n
their career goals and aspirations. A variety of programs are available
turing problems; we had quality prob- to help employees manage work and life needs in areas such as child
lems; we had a demoralized sales and elder care, flexible work schedules and tuition assistance.
force. That business problem became
C O M M U N I T Y - B A S E D I N V O LV E M E N T
one of the projects that we gave to a We p a r t i c i p a t e i n a w i d e va r i e t y o f c o m m u n i t y - b a s e d o rg a n i z a t i o n s
management intensive group: if you w h i c h p r o m o t e d i v e r s i t y. O u r e f f o r t s i n c l u d e t h e c r e a t i o n a n d
leadership of a region-wide diversity
could start over, what would you do?
council composed of more than
And then, given where we are today, 25 companies.
take that scenario and tell us how to
make this successful. The range of
issues that were dealt with were all
globe through our intranet, The our leadership are diverse candidates:
the way from organizational issues to
Eyeway). In this series, our senior the CIO is an African American, the
the processes used to develop prod-
executives present their views and global head of strategy of the surgical
ucts where the core company didn’t
expectations on topics such as strate- business is Chinese American; the
have capability, all the way to the
gy, leadership, presentations, values, global head of vision care is a woman;
management review process at my
and execution.” the treasurer is Latino; the vice presi-
level for these businesses. And much
dent of our Latin American region is a
of that work has been put into
On diversity at the top: Latino woman; and there are other
practice, with the result being that we
“I’ve spent a lot of time trying to females in the group. We’ve been
now have a profitable division.
ensure that we’re setting the right tone reasonably successful in bringing in
Also, in 2004 we began to web-
for diversity and inclusiveness at the new talent from outside the company
cast the Leaders on Leading series on
top of the company and I’ve got a to ensure that there is also this diver-
Bausch & Lomb TV (streaming video,
senior management team now that is sity of thought.
accessible anytime of day, around the
quite diverse—more than a third of We’ve taken the approach that

this baseline of diversity of thought is how people stack up against the very in-depth talent review process
relevant everywhere. And it’s hard for cultural drivers measured by objective that really determines how people’s
us to sit here at headquarters in numbers; but it’s also quite subjective careers are going to progress.
Rochester and define what that means because in those cultural drivers is the Then, twice a year, we get the
for the president of our Asia region, whole notion of inclusiveness. whole group of senior leaders together
because he has very different issues The second process is that we for a session on the cross-functional
than we have in the United States. But have a talent review process at the top performance of some of these individuals.
it is still an important issue for him. It’s of the company. Twice a year, I and First of all, the manager and I have to
relatively easy to get senior talent in my senior VP of corporate human agree on the performance, the devel-
Hong Kong where our headquarters resources sit down with my direct opment needs and the direction of the
are; yet he has probably the most reports, and their head of human individual for us to go forward. In the
diverse region culturally of any in the resources, and we review these per- context of those discussions, one of
world. His challenge is, how does he formance appraisals for all of their our cultural drivers is personal
get leadership in China, how do we direct reports and for a group of iden- accountability in the context of one’s
get leadership in Japan, in Australia, in tified high-potential people in their team. We’ll talk about the accountability for
Korea; because if the whole region is organizations who are not necessarily the various objectives and various per-
run by expatriates, we’re not going to their direct reports. I have a commit- formance aspects of the individual’s job.
get the diversity of thought we need. ment to get to know those 200 top The performance appraisal
The further challenge is how to meld people in the company, to review process is very much tied in with
that all together to get decisions that development needs, performance, compensation; the talent review
are meaningful for the whole region next job needs, their attitudes toward process really determines promotion.”
and the whole company.” inclusiveness, whether they’re build-
ing organizational capability and On Career Assessment
On holding leadership whether they’re building diverse orga- interviewing:
accountable: nizational capability. I do that twice a “That’s a relatively new initiative of
“We have a couple of processes that year with each individual, and our HR leadership. It really gets at, in
reflect accountability. One process is a depending on the size of the organi- the interviewing process, how do you
performance review approach that is zation, these can be all-day sessions, a assess the values that people have in
consistent around the globe that
encompasses two parts. One part
deals with performance against specific SEVEN CULTURAL DRIVER S
objectives: financial objectives, sales • VIGILANT EXTERNAL FOCUS
objectives, project objectives in the
• OPEN AND C ANDID DIALO GUE
R & D organization, and so on. The
other part of the appraisal deals with • A DISCIPLINED, EVIDENCE-BA SED APPROACH TO DECISION MAKING
how we think people perform against
• P E R S O N A L A C C O U N TA B L I I T Y I N T H E C O N T E X T O F O N E T E A M
our expectations of behavior for seven
cultural drivers that we’ve established. • ACHIEVE MORE WITH LESS
(See sidebar right.) • RESTLESS DISCONTENT

We do this so we can calibrate
• L A S E R - L I K E F O C U S O N W H AT ' S I M P O RTA N T
performance around the world and

SOME PL ANS FOR 2005

• I N AU G U R AT I N G A G RO U N D B R E A K I N G " FA S T T R AC K "
M A N A G E M E N T P RO G R A M , C A LLE D M O M E N T U M , F O R
G R A D UAT I N G M B A S T U D E N TS , W I T H R E C RU I TM E N T
F O R T H E P RO G R A M A I M E D AT I D E N T I F Y I N G D I V E R S E
a disciplined way, and how do you where people feel C A N D I DATE S I N TO P - T I E R B U S I N E S S S C H O O L S I N
teach the interviewers how to get at as if their voices are T H E U . S . A N D A B RO A D ;
those values? It’s one thing to learn being heard and
what are the specific objective accom- they can contribute • CO N T I N U I N G G LO B A L I N T R A N E T S T R E A M I N G V I D E O
V I A B AU S C H & LO M B T V O N D I V E R S I T Y A N D
plishments of the individual’s past. It’s regardless of where
I N C LU S I V E N E S S I S S U E S ;
harder to get at whether this individual they come from,
has the kind of values that are consis- what ethnicity they • E X PA N D I N G E M P LOY E E A F F I N I T Y G RO U P S WO R L D
tent with the cultural drivers that we’re are, their gender, or W I D E BY S U P P O RT I N G A WO M E N ’ S N E T WO R K I N T H E
trying to build in the company. And their cultural back- N E T H E R L A N D S A N D A S A F E - S PAC E P RO G R A M
there are specific ways to train that in ground. So we work F O R G AY A N D LE S B I A N E M P LOY E E S I N I R E L A N D ;
the interviewing process. We’ve very hard at doing

• EXTENDING OUR DIVERSIT Y AND INCLUSION INITIATIVE
brought in outside expertise to try that. That’s really TO I N C LU D E A N D C E LE B R ATE T H E CO N T R I B U T I O N S
to teach our people how to do it con- the whole basis O F M A J O R I T Y G RO U P S F O R T H E I R C U LT U R A L A N D
sistently across the organization.” behind this notion B U S I N E S S CO N T R I B U T I O N S — A LO N G W I T H T H O S E
of diversity of O F WO M E N A N D P E O P LE O F CO LO R TO R E I N F O R C E
E M P LOY E E I N C LU S I V E N E S S thought. DIVERSIT Y OF

THOUGHT AS THE
On the meaning of “diversity Perhaps our
P L AT F O R M F O R
of thought”: greatest opportunity DIVERSIT Y
“Our diversity initiatives are linked by —and our greatest AT B AU S C H & LO M B .
a common theme emphasizing diver- challenge—is to
sity of thought. The best ideas are consistently practice inclusiveness. To example, when there’s a Polish holiday,
generated in an environment that val- achieve the best results, each of us when there’s St. Patrick’s Day or a
ues inclusiveness and collaboration, must actively seek the views of German holiday, we want to also
where people’s different perspectives co-workers who are different from us, celebrate those days, we want to
and talents are sought and considered whether in age, culture, race, gender, emphasize the contributions and
to leverage our ability to delight national or religious background, develop appreciation for every culture.”
customers and create customer loyalty. physical ability, even rank. If we don’t
This leads to increased creativity, embrace differences and address
innovation and high quality problem diversity issues in the workplace, we On orienting and enriching
solving, which, in turn, lead to better, reduce our ability to leverage talent employees in the diversity
more competitive performance. within the company and to achieve culture:
This whole issue of diversity of the employee and customer satisfac- “Our new-employee orientation con-
thought comes out of a very global tion and loyalty that are essential to tinues for the first year of employ-
business; more than 60% of our our success. ment, and is both high-touch and
revenue comes from outside of the Diversity and inclusion is for high-tech. Hiring managers receive a
United States. And one of the things everyone, so we tried to go beyond variety of tools including an orienta-
that you learn really early on is that what are considered the ‘traditional’ tion guide and checklist to ensure that
pronouncements from on high don’t affinity groups, and include those who we meet the strategic goals (meeting
work when you’re dealing with so may have felt left out because they are with key business contacts, setting
many different cultures. What does not considered part of a “minority” initial performance goals) and admin-
work is creating an environment group. We have decided that, for istrative goals (orienting to office,

colleagues, communication systems, etc.). participation, its highest level ever. On sharing employee diversity
New employees are directed to an There were dramatic improvements in and inclusiveness:
intranet site for an overview of the the scores for the two biggest indica- “In 2004, the company for the first
company history, heritage, the busi- tors of employee satisfaction: pride in time gave awards recognizing employ-
ness organizations, products, cultural the company and intention to stay ees’ diversity accomplishments, featur-
drivers, and worldwide locations. with the company. We’re now nicely ing the winners and their accomplish-
Employee affinity groups contact new above the corporate median for U.S. ments in a front-page story on the
employees to invite them to events. A companies and we’re moving up. And company’s intranet. Diversity topics
New Hire Network will hold probably the biggest benefit of it is are included in news items on our
quarterly meetings on key information getting specific feedback from company intranet, and videotaped
over an employee’s first year. employee groups; we have a process talks from outside experts on diversity
Managers are encouraged to continue where we take that feedback and and inclusiveness topics are featured
discussions with new employees as meet with them to try to improve so on Bausch & Lomb TV, available for
they learn about the organization, to that when they take the next survey all employees worldwide.”
help employees to navigate the the scores will be even better.
culture and become effective in their In addition, as CEO I hold On employee benefits and work-
positions more quickly.” quarterly state-of-the-business meetings life balance as diversity tools:
in which we solicit and answer ques- “These components are very much
On responsiveness to employee tions on any topic from employees intentional. For example, we’ve just
concerns: (these meetings are webcast for had a complete benefits review that
“Every year the company fields employees to view as well). As CEO, I was a very successful process. We
an annual employee satisfaction / have established a set of seven cultural conducted numerous employee focus
engagement survey called ViewPoints. drivers that describe the ideal behav- groups before we even started the
There are questions in the survey that iors of our employees, and one of process of thinking about different
we benchmark to see how we’re those is Open and Candid Dialogue, benefits. A lot of companies will
doing, what’s called an Employee designed to solicit and encourage review benefits programs today for
Commitment Index (ECI), that everyone to respectfully offer opin- the purpose of saving money. We
measures if your employees believe ions and suggestions. I personally took the approach that we were going
what you’re doing—are they motivated answer all e-mails from employees, to at least start from the standpoint of
to accomplish your vision and your and twice each month, I meet reviewing benefits to make sure
objectives, are they proud to work informally for open, frank that they are modern, desired, and
here, would they recommend working discussions with a cross-section of motivational for employees. In the
here to someone else? employees. course of that work, the whole issue
In our most recent ViewPoints Our employees’ interests and of choice, given people’s diverse and
employee survey, our ECI score—the causes were also featured in 2004, as individual needs, really came through
key measure of employee engage- we inaugurated an annual Global loud and clear. So we built a benefits
ment linked in studies to impacting Day of Caring in which nearly 10,000 package that has quite a bit of choice
shareholder value—increased 19 employees worldwide participated in it for employees.” PDJ
points, six percentage points better in charitable volunteer activities in
than comparison companies. their home communities.”
ViewPoints also registered 88%

Interview The Boeing Company
Boeing’s Diversity Pilot

A Close-up of Vice President Joyce Tucker
J
oyce E. Tucker, Vice President, Global Diversity and Employee Rights
at Boeing, is this month’s featured Front-Runner. Her personal experiences
working with mentally ill young people and self-championing fairness
and equity in the Illinois Dept. of Mental Health segued into service as founding
Director of the Illinois Department of Human Rights, and later as Equal
Employment Opportunity Commissioner named by presidential appointment.
As someone who has worked “both sides” of the regulatory parameters for
diversity in the field’s developing years, her story is rich with personal and
conceptual history.
Please describe your career path and your motto, ‘With adversity comes
determination and opportunity.’
“I’ll never forget the day back in 1972 at the Department of Mental Health where I was passed
over for a promotion, from counselor to supervisor. I was surprised when my supervisor selected a
less-experienced white male. It never occurred to me that out of the three positions being filled,
I would not get one of the promotions. Like most people, I compared my work performance with
those around me, and I knew I was doing a good job. When I asked my boss why I didn’t get
the promotion he stated, ‘I can promote who I want.’ Well, he also said some other things, but I’ll
leave those out. I knew this was unfair and believed it was discriminatory. I filed a grievance and
won the promotion with back pay. I learned what it felt like to be discriminated against and to
have to fight for what I deserved.

This experience of sex and race Their strong commitment to diversity
discrimination prompted me to pursue convinced me that joining Boeing—
a law degree and embark on a career even though it would be hard leaving
fighting discrimination. It paid off my company—would be the right
because, a year later, the individual thing to do. I accepted the position as
who heard the grievance offered me vice president of global diversity and
COMPANY NAME: my first job in the field. Subsequent to relocated back home to Chicago. I’m
The Boeing Company
that, someone that I worked with and very happy I made that decision.
HEADQUARTERS: who gave testimony in the hearing rec- My career has evolved through a
Chicago, Illinois
ommended me to then-Illinois series of moves, none of which were
WEBSITE: Governor James Thompson as the act- planned. Situations or opportunities
www.boeing.com
ing director of the department of Equal presented themselves, and I was at the
BUSINESS: Employment Opportunity. This posi- stage in my experience and my educa-
Boeing is the world’s leading tion led to my being appointed as the tion where I was the right candidate for
aerospace company and the first director of the newly created the jobs. I like to say it’s when prepa-
largest manufacturer of com-
mercial jetliners and military air- Illinois Department of Human Rights ration meets opportunity.
craft, with additional capabilities (IDHR). My experiences at IDHR led to When I look back at it, I’m really
in rotorcraft, electronic and
defense systems, missiles, my appointment by President Bush as pleased with my progression. I started
rocket engines, satellites, launch a Commissioner of the Equal off in this career path as an affirmative
vehicles and advanced informa-
tion and communication sys- Employment Opportunity Commission; action officer, at the entry level, and I
tems; research, design and I served for six years. was able to move up in level to the top
technology development cen-
ters and programs in the U.S., After leaving the Commission, my of that career path, which was a presi-
Europe and Asia; and manufac- former chief of staff and I formed a dential appointee. I believe that my
turing, services and technology
partnerships with companies consulting firm (I’m no longer a part- experience as a consultant coupled
around the world ner), Tucker Spearman and Associates. with my government background
DEFINITION OF We helped our clients, Fortune 500 helped prepare me for the opportunity
DIVERSIT Y/INCLUSION: companies, develop EEO and diversity to help Boeing achieve its diversity
Diversity is the uniqueness each initiatives as well as affirmative action vision.”
Boeing employee brings to the plans. I also provided expert witness
workplace—including differ-
ences such as nationality, testimony, and was one of three court- How do you compare the work
religion, physical ability, race, approved monitors for the Mitsubishi of regulation/compliance
gender, age, sexual orientation,
job experience, education and consent decree. versus that as a corporate
position in the organization. In 2002, while I was at a Rainbow/ diversity officer?
DATA: PUSH conference, I was approached “I believe that it is a lot easier on the
by a headhunter about the opportunity regulatory side. As an enforcement
Employees: more than 159,000
people in 48 American states at Boeing. This very persistent head- official, you establish the rules and the
and 67 countries hunter just would not take ‘no’ for an regulations. You say to corporations,
Customers: $52.5 billion sales in answer, and scheduled interviews for ‘go forth and conquer’. It certainly is
2004; customers in 145 coun- me with the leadership at Boeing—the easier saying it than doing it. The ironic
tries; international sales 30 per-
cent; the United States’ largest senior VP of HR, the general counsel, thing is that now I actually have to live
exporter and the CEO. I was really, really with some of those regulations and
Suppliers: 5,250 suppliers in impressed with what they had to say mandates that I was part of developing;
~100 countries about their vision for the company. however, it is exciting and challenging

Interview Joyce E. Tucker The Boeing Company
to see if we can do all the things that I together a cross section of stakeholders
used to tell businesses they had to do.” from around the enterprise and crafted
Adapted from Frontiers,
a common mission, goals and initiatives
Please define diversity from that serve as a roadmap. The amount of
Boeing’s employee website
your standpoint. input in its development, the enthusi-
“Diversity is really an important piece asm we generated, and the support that
magazine:
of the puzzle which joins with EEO we have from our leaders who adopted
laws and affirmative action mandates. this strategy as that of the entire com-
They help ensure that all individuals pany have given increased momentum
are treated in a fair and non- to our diversity and compliance efforts. WHAT IS YOUR
discriminatory fashion and can enjoy a While I certainly can’t take total credit
work environment that allows them to for this effort, I do think that my enthu- DIVERSIT Y PROFILE?
be their most productive. The various siasm and leadership in focusing our
civil rights laws prohibit unlawful efforts contributed to the momentum.”
discrimination. Affirmative action
mandates require that we make good Are you incentivized as well? Each individual has a unique
faith efforts to hire individuals who “I often say that I’ve got the best job in
were historically denied employment the world at Boeing because I get paid diversity profile ...various
opportunities. Diversity says that it is for doing what I would normally just
not enough to hire individuals for jobs want to do otherwise. Yes, there are
elements create your profile: ...
that they are qualified for. You need to company incentives and I am delighted
do more! Everyone needs to be able to about that. However, while incentives
“internal dimensions,” are
work in an environment that encourages are encouraging in that everyone likes
things that are innate, such as
them to do their best work, where they to know when they’re doing good
are all appreciated and respected and work and their work is valued and
ethnicity ... “external dimen-
where their contributions are appreciated, what really motivates me
valued. Diversity says the different is the work itself and my team. It is
sions,” are personal aspects of
backgrounds, experiences, thoughts rewarding and fulfilling both to know
and cultures that different people bring that what you are doing is creating a your life, such as parental status
to the workplace increase innovation, better environment for everyone and to
productivity, and ultimately sharehold- work with a terrific group of people and education ... "organizational
er value. Diversity has to be something doing so. I believe that our efforts are
we do purposely. At some point, the making a difference for our employees dimensions," are your work
value of diversity will be engrained in as well as improving Boeing’s bottom
our culture without our even thinking line for shareholders.” characteristics, such as union
about it.”
What is your staff make-up? affiliation and seniority.
How have your activities as “Global Diversity and Employee Rights
diversity leader made a consists of about 92 employees in various
difference at Boeing? locations around the country. My lead-
“In developing our integrated diversity ership team includes directors of cultural
and compliance strategy, we pulled diversity, EEO compliance, affirmative

NAME: Joyce E. Tucker
COMPANY: Boeing
T I T L E : Vice President, Global Diversity and Employee Rights (part of HR)
YEARS IN CURRENT POSITION: 3 years
E D U C A T I O N : Graduate of the University of Illinois, Urbana-

Champaign [“Go Illini!”]; graduate from John Marshall Law School, Chicago;
licensed attorney in Illinois
F I R S T J O B : My first job after college was as a substitute teacher in

the Chicago Public Schools. Later, I became a childcare worker for the Illinois
Department of Mental Health where I worked with mentally ill pre-adolescents,
an experience that taught me what steps you take to change behavior that’s
undesirable. When you learn something, you use it, either consciously or
unconsciously. I spent a lot of time observing these children who had special
needs, and trying to figure out what was going on in their world so that the
right approach was used to help them.
My first job in the compliance/diversity field was as an EEO/AA officer developing affirmative action plans and implementing EEO
mandates. Although the term ‘diversity’ wasn’t explicitly stated, the principles of diversity were always embedded in our efforts. Our
goal was to get people to understand that everyone had a right to contribute without regard to any non-merit-based factor. Now, we
are a bit more enlightened: now we say it’s not enough to tell people that they should value the contributions of everyone; we help
them understand the approaches to valuing contributions and what that might look like.
L E G A C Y : I want to leave things better. I want to know that I made a difference, that the organization’s culture and individual
work experiences and opportunities were improved because I was there.
W H A T I ' M R E A D I N G : When I’m not reading books or magazines like Building a House for Diversity, Working
Together, and of course, Profiles in Diversity Journal, I’m reading motivational and inspirational books. Joyce Meyer and Charles
Stanley are two authors I enjoy. I pretty much read everything. In fact, I have books in every room, and might be reading three books
at the same time. I have so many books lying around that people sometimes ask whether I am doing research or writing a report. No,
I just love to read. I’m sitting here looking at a stack of eight books that I bought — from a book of Nikki Giovanni’s poetry, to
Flowering Bulbs for Dummies, and several books on Black history. Because my fondness for reading is well known, one of my
friends gave me a portrait called Girl Reading that is in my home office.
F A M I L Y : I have a sister, Yasmin Bates, who is an executive vice president of Harris Bank here in Chicago. Yasmin is a fantastic
person who inspires me, and she says I inspire her. I also have three fabulous nephews and a grandniece that I enjoy immensely. I
get the most excitement from just watching my grandniece discover the world around her. We’re a pretty close family with lots of
interests. A lot of our inspiration came from my uncle Russell, a physician, who modeled and taught us critical thinking. Now they
teach classes on critical thinking.
I N T E R E S T S : Besides reading, I enjoy traveling with my sister. We usually take an annual trip together with a group called
the Ultimate Road to Freedom. We trace our African roots, traveling to the various places throughout the world where people of color
are somehow connected—it’s an educational and inspirational trip. Last year we visited the aboriginals in Australia; this year the group
went to Egypt.
Another thing I like to do is dance. And one of my favorite dances is “Steppin’”… Chicago is known for “Steppin’.” I even have a
nephew (Kenny) who teaches "Steppin’.”
Music also inspires and energizes me, and I like all kinds— rap, R&B, jazz, blues, country and others. What surprises my friends,
and some of my family, is that I enjoy rap music. I have even discussed rap music with my 21-year old nephew who’s in college. A lot
of people sometimes get caught up in the negative and a lot of rap is negative. But if you listen closely you can hear that these kids
are talking about their environment and the challenges they face—and not all of it is pretty, but it’s real. I think it’s in our best interest
to know what they’re up against. Besides the message, I also like the beat.
DESK D R A W E R M U N C H I E S : Peanut butter has always been a part of my life, so right now in my office desk
drawer I have peanut butter and crackers. It gives me a quick energy boost to get me through the day. My team knows when I’m
fading and they’ll usually ask me if I’ve eaten anything.

action, and employee rights, each with towards meeting our strategy objec- to teach and develop more cross-
their own teams. We also have a small tives, and provide skill-based training to cultural understandings. And that’s hap-
research unit that benchmarks cutting our HR professionals and other enter- pening—for instance the African
edge best practices in the areas of EEO, prise employees. We also have region- American affinity group has Hispanics
affirmative action and diversity. In addi- al one-day diversity summits across the and Native Americans and Asian
tion, my team continues to review the company and a diversity change agent Americans as members. The White
latest diversity and compliance training program which is open to all managers employees’ affinity group has an
available.” and employees.” African American as their executive
champion. Coalitions and collabora-
Speaking of best practices and What is the role of Boeing’s tions are definitely advantages in creat-
initiatives, which ones further many affinity groups? ing an inclusive environment.”
your mission? “Last year the number of affinity groups
“One example of what we thought was within Boeing jumped from 30 to 60. What are corporate international
a best practice internally is the This is because we made it clear at our goals and activities?
cultural diversity training that we are annual and regional summits that “We include international goals for
now rolling out enterprise-wide. It was Boeing supported affinity groups and diversity and compliance as part of our
brought to our attention that one of the saw them as a key resource to our integrated strategy. In addition, we are
business units was utilizing a team of strategy implementation. Affinity reaching out to our international sites to
cultural anthropologists to provide groups at Boeing exist to support the find out what they’re doing in the areas
cultural diversity training to various company’s diversity strategy as well as of EEO compliance and diversity as
segments of its organization. Because to provide mentoring support to their well as what kind of support they need
the feedback was consistently enthusi- members, visibility to high level execs, from headquarters. We just came back
astic, I met with the anthropologists and and developmental opportunities. Each from Canada, where we met with HR
they demonstrated the training for me. of our affinity groups has an executive leaders and their global diversity and
I was so impressed with the demon- champion that supports their activities equity council. We also met with a cross
stration that I had my team, which then and provides them with advice and section of employees to talk about dif-
consisted of approximately 20 employ- mentoring. ferent diversity issues. We presented
ees, take the complete 40-hour, 5-day They fall within ten cluster groups: our integrated strategy to a team of
program. I found this training so Ability Awareness, African American, managers.
beneficial that I asked the consultants to Asian American, American Indian, It is our intention to conduct these
partner with me when I met with Hispanic American, Gay Lesbian types of meetings at our Boeing sites in
Boeing executives at the Boeing Bisexual Transgender, White, other countries to ensure that we are
Leadership Center to share the diversity Multicultural, New Hire, and Women. complying with the various EEO or
and compliance strategy. Our affinity groups are open to all employment equity laws and mandates
Each year our organization holds a Boeing employees regardless of as well as to increase their multicultural
diversity and compliance summit that is whether they possess the characteristics awareness. We really want to help
attended by our top executives, includ- of that particular culture group. We ensure that they are respecting and tak-
ing the Chairman, CEO and CFO. encourage affinity group members to ing advantage of the diverse talent that
During this summit, our leaders provide support each other’s groups. This is available to them. We also want to
their views, expectations, support for approach provides them with opportu- recognize them for their progress and
and commitment to diversity. My team nities to learn and grow, and it provides commitment to diversity.
and I provide updates on our success those within the groups opportunities For example, in one of our Canada

locations, their Deaf Issues Committee developmental candidates. Individuals
has been instrumental in creating sig- on these plans are being developed
nificant tactics to help improve com- through formal and informal mentoring
munication within their group and with approaches as well as leadership train-
their work teams. There are 24 deaf ing and rotational programs.
employees at our Winnipeg site. This is Personally, I’ve always looked for
REMARKS FROM JOYCE’S
TEAM not a coincidence. We have this that person to whom I can pass the
number of deaf employee because the baton. It is important that people in
Winnipeg office has done such a good leadership positions share their knowl-
“expertise
Joyce brings a passion,
and credibility
job of creating the atmosphere where
the deaf employees feel valued and
edge and experiences—it’s about
teaching, listening, and helping individ-
which rejuvenated the diversi- welcome. Because of their positive uals develop and grow because you do
”
ty effort here at Boeing. experience these employees have
spread the word to their families and
want your organization to succeed.”
“tiveJoyce has a very collabora-

style—she likes to weigh
friends that Boeing is a great place to
work. This is the best type of recruit-
What are your department’s
next challenges and goals?
things, use folks as sounding ment we can have. The diversity that “We’ve got so many great things going
boards, likes to be used as a this group brings—the difference that on, I just want to try to get them to
sounding board. We say, `you makes a difference—is valued.” completion. Part of our mission was to
never stop working for drive diversity, equity and fairness into
Joyce’—she uses her past Are employee satisfaction levels all of our policies, procedures and
workers as resources; she measured? processes. We’re on the way to doing
has that kind of huge net- “Yes, Boeing has an employee satisfaction that. Our executives are incorporating
work, bigger than anybody I survey distributed to our entire work- diversity and compliance—not as after-
know.
” force. It includes specific diversity state-
ments to determine employee satisfac-
thoughts but as a part of what they
value—into their business plans.
“ Joyce is just as comfortable
sitting next to President Bush
tion around these issues: 1) my work
group has a climate where diverse
We’re looking at enhancing our
scorecards to find ways to get more
on the Historically Black
perspectives are valued and 2) in my management accountability in diversi-
Colleges and Universities
work group, all employees are treated ty. I am pleased to say that an increas-
Advisory Council as she is
doing the ‘electric slide’ with fairly, regardless of their differences, ing number of our leaders are holding
her team.
” such as work experiences, race,
gender, sexual orientation, etc. It’s
their managers accountable for diversi-
ty efforts by adding diversity to their
“diversity
I like that Boeing takes
to all levels. We
important that we clarify in our
questions what we mean by diversity.”
business score cards. We’re working to
incorporate multicultural leadership
even have Profiles in into our first and second line supervi-
Diversity Journal on our web- Fortune magazine and sor trainings at our Leadership Center.
site for anyone and everyone others are predicting an We’re always trying to look at best
in the company to use. And upcoming brain drain—how is practices. I look forward to seeing all of
our website even models leadership continuity in diversity these important initiatives completed.
inclusion in its technology: going to happen at Boeing? Another initiative is our interna-
we have a priority 3 level of “Boeing has a succession planning tional efforts. At our 2005 Global
accessibility for people with process that identifies both ready and Diversity and Compliance Summit, we
disabilities.
”
BOEING LEADERSHIP
had an international breakout session. ready to just sit and talk with you to CENTER
The panel included Boeing representa- guide you. Harold did that for me. He “In support of Boeing’s
tives from Canada, Germany, and the would take me to meetings that he had strategic global diversity
United Kingdom. We talked about the with other politicians, and I’d just sit initiative, the Florissant,Mo.– based
Leadership Center incorporates a
different diversity and compliance there and listen. And at the end of the diversity-focused curriculum into its
issues that some of our sites in the day, he’d ask me what I had learned. courses—including the Boeing
Executive Program II, Leadership
other countries are experiencing. That He taught me how to ‘work a room’, to
Development Course, and Global
segment will grow and we will reach meet people, talk with people, engage, Leadership Program. The goal is to
out to more of our international sites. get your questions answered. He, and encourage managers to value and
leverage multiple perspectives,
Since their lives and their requirements a couple other people I found out later,
experiences and skills, and integrate
and their cultural issues are so differ- recommended me to Illinois Governor them into practices and processes
ent, we really have to go country by James Thompson for the position of at Boeing.
country.” Director of Human Rights. The Center’s Diversity Change Agent

And the third person is Reverend Program is a 2.5-day course designed
Obviously people noticed you Jesse Jackson, Sr. He, like Harold, was to help participants from all levels
within Boeing to become change
and put you forward for very instructive, available to guide and agents around Boeing’s diversity
opportunities. Who were your listen. I would often ask questions like, commitment. Course objectives
include identifying cultural differences
models or mentors? ‘What do you do when there’s some
and developing strategies for dealing
“There are several people, and I’ll men- bad press? How do you handle that?’ effectively in a multicultural environ-
tion three. One was John O’Leary, my and ‘How do you prioritize the issues ment and practicing ways to lead and
manage change in the workplace.
first boss in the EEO area. He was the that you’re committed to doing?’ You
chief hearing officer and the kind of do need someone with more experi- At our Annual Diversity and
person who loved to teach. I had lots ence in the area to provide guidance Compliance Summit, we wrap up the
year, report progress and talk about
of questions as the field was new and I and direction. successes achieved during the year.
didn’t know much about it. Several I believe if you’re willing to ask the We present awards to individuals who
have championed diversity and to
times a day I would just go and pick his questions there are many people who
organizations that have put diversity
brain, and I would say, ‘Mr. O’Leary, are willing to guide you. If they see that or EEO compliance improvement
what about….’ And we would debate you’re listening, and you’re really processes in place. At this year’s
summit, attendance topped 500.
issues and have discussions. I would interested in improving how you do a
Senior leadership who attended and
follow him around just listening to how particular thing, or learning about it, presented at the summit included our
he solved problems and to see how he they’ll help you.” CEO, the Chairman of the Board, our
CFO, general counsel, and senior vice
tried to help people. He didn’t have a president of ethics as well as our
problem with my shadowing him. How do you mentor? business unit presidents. I would say
I learned a lot from him and we still “I would say I mentor informally. As 95% of our top leadership were there
(those who weren’t there had
keep in touch. I’m sure my staff can tell you, there’s schedule conflicts with the program).
The next person was Harold always a story. Someone will come in One of our leaders even said that the
summit was such a sought-after
Washington who, at the time I met him, with a question and I’ll say, ‘Let me tell
program that they were competing
was a Senator. Harold later became a you a story.’ And I have informal with each other for the best spots.
congressperson and the first African- protégés at Boeing and outside of the
Our senior leaders were really someplace
American mayor of Chicago. Harold company. Sometimes they’ll say to me, they wanted to be and they felt it was
co-sponsored the bill creating the ‘You’re my mentor,’ and sometimes important for them to be there. Such
Illinois Department of Human Rights. If they’ll just call up saying, ‘This is the great support. I couldn’t do it alone.
At Boeing, diversity is everyone’s
you had a thirst for knowledge, he was situation; how do you think I should responsibility. It’s not just an HR
thing, it’s a leadership issue.”

handle it? Have you ever found your-

self in this situation?’
Boeing diversity
That’s something that I’ve always efforts were
done. It seems as though the more
experience you get, the more people
instrumental
NETWORKING DIVERSIT Y: tend to come to you. People who are in helping
TWO INSTRUMENTS BOEING looking for a mentor have to be kind of
HAS DEVELOPED TO NETWORK
brave. For the most part, the people
Aerospace Support
ITS MANY INTANGIBLES ARE
DIVERSIT Y COUNCILS AND
that you’re looking to mentor you are win the 2003
all busy people. And if you’re
AFFINIT Y GROUPS.
intimidated by the fact that they’re Malcolm Baldrige
Diversity councils are employee groups
busy, you’ll never get an audience with National Quality
them. At Boeing, I think everyone is
that draw together people from every part
pretty accessible to the extent their Award
of a given business site and work together
schedules allow. It’s not unusual at all
with the site Diversity Focal as an internal
for someone to ask my assistant if I’m
consultant group to site leadership by out of each others’ offices. I think peo-
available, and she’ll buzz me and say,
developing, communicating and deploying ple like to feel that their bosses work as
‘somebody wants to step in for a
site-level diversity business initiatives. minute’ and then they’re in. That hard as they do or even harder. I have
These include site-specific practices and minute runs sometimes into half an found that it’s easy to inspire people
processes such as employee development hour or so if the time is right. Or maybe who love what you love. We are very
programs, recruiting plans, diversity train- somebody in the hallway or on the passionate about diversity, and it
ing, ethnic-culture awareness and align- elevator says ‘I’d like to talk to you, is shows in all of us. What’s working for
ment of diversity teams with other teams that okay?’ Well, of course it’s okay. us is we feel like we’re doing good
such as Employee Involvement. But I think the key thing about work and we’re helping people.”
finding a mentor is there’s got to be
Affinity groups are a voluntary way for chemistry, some kind of connection What does your future after
people to come together to further their between the mentee and the mentor Boeing look like? What will you
personal and professional development, that has nothing to do with gender, be doing?
race or background. And if there’s a “I would be working with some of the
promote diversity, meet new people, enjoy
connection, you make yourself easy to advocacy groups that I work with now:
social activities and network. They are
mentor. That mentor needs to want to Rainbow/PUSH would be one, and
employee associations—each with a
be around you—there’s got to be Boys & Girls Clubs. I’d probably be
Boeing executive champion—whose mem-
something in you that they want to doing more work with the Chicago
bers share a common interest, such as
inspire and help.” chapter of National Conference for
race, gender or cultural identity. Affinity
Community and Justice, or perhaps
groups are not exclusive, but inclusive:
How would you describe your working with some young women’s
they are open to everyone and the
leadership style and teamwork? organizations. I might even do some
president of any affinity group at a particular consulting in this field as I can’t really
“I’m fairly hands-on and have pretty
site is an ex officio member of every other much of an open door policy. I say see a time when I wouldn’t want to
affinity group at that site. We also ‘pretty much’ because I do occasionally stay involved. I would be like my
encourage employees to join each other’s shut my door to prepare for a presen- grandmother, who said it’s a good
groups, to learn about other cultures and tation or meeting. My team works very thing she retired because she had so
the value they bring to the workplace. well together, and we’re often in and much stuff to do.” PDJ

Feature Roche Diagnostics
Roche Diagnostics: a Healthy

Prescription for Diversity
Roche Diagnostics, a division of Roche Group (Basel, Switzerland)
supplies a wide array of innovative medical testing products—
including the world’s leading blood glucose test—as well as services
to researchers, physicians, patients, hospitals and laboratories
worldwide. North American sales for 2004 were $1.9 billion. Roche
employs ~65,000 people in 150 countries and has strategic
alliances with numerous partners, including majority ownership
interests in Genentech and Chugai.
E arly this year—its U.S. centennial—Roche Diagnostics announced its highest-ever operating
profit for 2004 as well as projections that sales would continue to grow faster than the
market in 2005. Also in the first quarter, Roche joined the Fortune list of best companies
to work for (number 97); climbed to number 21 on Training magazine’s 2005 Top 100 list for
workforce training and development; and was
given the Diversity Award for Development by
the city of Indianapolis. Leaders working around
diversity would consider these facts not merely
coincidental but a prime demonstration of the
“business case” for diversity and inclusiveness.
Acknowledging the awards and describing
Roche’s culture, Patti Ayars (pictured left), Senior
Vice President of Human Resources and
Communications, says “relationships drive our
CO M PA NY: Roche Diagnostics business. As a company, we have many diverse
C o r p o ra t i o n customers with unique needs. To serve those
HEADQUARTERS: I n d i a n a p o l i s , I n d i a n a needs we are committed to providing a culture
W E B S I TE : w w w. ro c h e - d i a g n o s t i c s . u s of trust and open communications that taps the

full potential of the unique individuals challenges, and there is an inherent goal is for diversity to be part of all
who work for us.” level of conflict that comes with broad that we do. We are making extraordi-
diversity. It’s easier to have a homog- nary efforts to make Roche
Unique outlook: walking the broad enous workforce; but it does not Diagnostics an employer of choice, to
& narrow necessarily lead to a higher level of challenge our people to think differ-
Patti says that while it doesn’t seem productivity, or a more effective ently about business problems and
like the most profound question, the outcome, in my view. Creating a issues, and take risks to create a higher
definition of diversity at Roche diverse workforce is something that level of results.”
Diagnostics is distinctive from that at a you need to actively manage to lever- To that end, Roche Diagnostics
lot of other companies. For starters, age the inherent tension that can be a has trained to date about 2500 (over
Roche considers diversity from two source of creativity and innovation.” 70 percent) of its U.S.-based employ-
perspectives: broad and narrow. Another facet of Roche’s corpo- ees in a program called “Lead from
“Narrow diversity refers to apparent rate perspective on diversity is its where you are.” The concepts for this
differences primarily related to ethnic, belief in partnering rather than amal- training include trust and how to build
racial, gender, or physical attributes, if gamation. While Roche has majority positive relationships as well as how
you will; and broad diversity encom- ownership of Genentech, as well as to lead change. Posited on the belief
passes differences in thinking and the Chugai company in Japan, both that merely changing behavior around
behavior, experiences and back- operate independently of Roche, as diversity and risk-taking does not nec-
ground.” separate entities. “This demonstrates,” essarily produce permanent change,
As a government contractor, explains Patti, “our respect for the the training for Lead from where you
Roche has obligations and reporting diversity that each of these companies are aims to fundamentally change
requirements within the scope of ‘nar- brings as independent entities. Roche people’s thinking about themselves,
row’ diversity, including providing has appreciation for the value that can about each other, and about the
representation statistics as well as be created by having networks and business.
information about programs. But Patti segments of the business where things One approach Roche utilizes for
believes very strongly that companies are done very differently, versus hav- addressing and transforming employ-
need broad diversity as well as narrow ing only one way, or consolidating.” ees’ self direction is its DIA*Log for
diversity, not only to adequately meet Success process—an integrated goal-
representation and business objectives Engaging employees, suppliers, setting, feedback, assessment, and
or to approach customers, but as com- marketplace development process. Every year,
plementary forces for enriching the Roche Diagnostics’ Human Resources each person has development conver-
culture. “The compliance component Director, Cris Wilbur, describes the sations with their manager to explore
of where we are from a diversity firm’s diversity strategy as a structure their strengths and development areas
standpoint is essential and one we based on three pillars or areas of and to focus on helping them realize
can’t take for granted. However, it focus: 1) representation, 2) people goals and their potential. Patti says
takes a broader scope to have diversity engagement, and 3) supplier and “There are three separate conversa-
be a competitive advantage.” marketplace diversity. “We have a tions: the goal-setting conversation
The distinctive paradigm for major focus on driving/tapping the lets us be clear with people about
Roche’s work with diversity, Patti full potential of our people; but we what’s expected; mid-year there is a
believes, is supported by the compa- are looking at all three areas. A key development conversation; and the
ny’s European roots. “Europeans live element of our strategy is interweav- achievement conversation is when
day to day with broad diversity—it is ing diversity into everything that we you talk about what you’ve accom-
a way of life for them and they don’t do—how we bring new people plished over the previous year.
even think of it as diversity. It’s simply into our organization; performance Obviously there are conversations that
dealing with people from different management; how we develop our go on in between, to make sure that
backgrounds. There’s a lot to learn leadership; how we embrace and the development plan is being imple-
from how Europeans deal with the drive action-oriented affinity groups; mented and to make sure that goals
diversity in their lives. They enter into everything.” are being attained as well.”
the other person’s reality; many A cornerstone for the Roche Patti says the DIA*Log for Success
Europeans are multilingual, they don’t diversity strategy, Patti confirms, is not process works to tap the full potential
just expect others to adapt to their wanting diversity to be just a ‘pro- of all Roche’s people and is a factor in
language. They find common goals gram,’ destined to fail because diversi- obviating resistance that can often
and ways to adapt and work together. ty activities are not integrated into the arise in response to diversity ‘initia-
This model is not without its core of the company’s business. “Our tives’ or ‘programs’. “Our DIA*Log for

Success process is very inclu- Roche

sive in that it is utilized by
every person, and focuses on Diagnostics’
the individual’s strengths and
aspirations as well. It goes
Human
much further than sending Resources
everybody to awareness
training, and works to treat Director,
each individual uniquely, tap-
ping their full contribution Cris Wilbur,
and potential.”
describes the
Invitations to the party firm’s diversity
Illustrating Roche’s up-front
consideration of inclusiveness strategy as a
and diversity among its work-
force is the fact that it often structure based
specifically targets for hire
people outside the healthcare on three pillars
industry to fill various posi- or areas of focus:
tions. For example, one of its
service businesses intention- 1) representation,
ally hired someone from the
computer industry, in particu- 2) people
lar, to enlarge its management
perspective and invite fresh engagement, and
ideas coming from outside
the industry.
3) supplier and
All Roche employees are marketplace
invited to drive innovation—
and the company explicitly diversity.
declares this expectation on
its website’s invitation, and
challenge, to job applicants:
…We need people who make change of the bride, the organist, the pastor, groups, how it feels to be in the ‘out-
possible. New solutions can only be etc.; but with a twist, in that people crowd’, and what that might do to
found when we are prepared to aban- are given a ‘hidden’ identity as either someone’s productivity, commitment,
don old points of view when necessary someone that everyone wants to be and motivation. “The Eye of the Storm
and question well-worn procedures. associated with, or someone nobody video further drives the point home,
What we expect from you is open- cares about. And we are not discrimi- and people get the learning on a very
mindedness, creativity and a real natory. So the ‘bride’, who could be a emotional level,” Patti says, “rather
desire to create something new. man, may have the card that signals than leaving with ‘I get that there are
Roche prepares staff for this kind they’re not an important person. It’s differences in people, so what’s the
of calculated and informed risk-taking quite fun because people really get big deal?’”
as part of a team through various into it, but it’s also a tremendous Just launching this year and open
training programs, including the Lead learning experience because what to all employees across the
from where you are sessions. Cris and often happens is the ‘in-crowd’ people Indianapolis campus are cultural com-
Patti both cite as example a component form a closed circle, while the ‘out- petency workshops that seek to drive
of that activity that continues to prove crowd’ people get the message that a deeper understanding of differences
powerful in shifting employees’ thinking, they’re really unimportant, and, in among people. Cris says the plan is for
called The Wedding Party. some cases, even begin to plot against five or six themes this year, including
“We simulate a wedding party the ‘in-crowd’ people.” women in the workplace; changing
with all of the appropriate roles,” says What follows is discussion about stereotypes and challenges in the
Patti. “The bride, the groom, the mother how these roles translate to their work Asian Pacific American community;

and people with disabilities. Roche What’s perhaps distinctive at The company also piloted an all-
involves its greater community to Roche is that affinity groups are day learning session last year called
participate in these sessions, and Cris supported not just for lunch-and-learn The Game of Life that focuses on
says the nuances of broad diversity or social events, but in launching their work/life balance. This unique and
concepts are targeted: own development activities for fellow creative session accomplishes three
“The one on women (balancing employees and the community. One objectives:
career and family; mentors and role example is the Roche Employees of • Creates awareness of life/work
models; subtle assumptions that can African Descent (READ) affinity balance, stressors, and areas of
work against women) will be led by a group. READ members launched and contentment for individuals
director from the Purdue University are actually conducting for Roche a as well as work groups;
Women in Science Program; and unique pilot mentoring program that
Noble of Indiana, an agency that the company will use as a framework • Provides a safe, engaging, and
works with companies in the area to and model for expansion throughout uninterrupted time of personal
help employ people with disabilities, the organization. reflection for developing a
is Roche’s partner for the disabilities As Patti notes, “this is a great personal plan for improved
session.” example of how we’re working in work/life balance and
Communicating in-house and partnership with the affinity group contentment;
beyond, Roche also encourages people to satisfy a need they have, that
to speak up about what’s on their simultaneously leverages their work • Brainstorms and prioritizes
minds through multiple forums for and helps them be leaders from where actions that a business leader can
bringing ideas forward, including they are to impact the company.” take to demonstrate commitment
regular dialogues with management, a to work/life balance (i.e., behaviors,
website that flows into corporate or Employee development services, tools, etc.).
division channels, and suggestion opportunities
boxes and/or town hall meetings at Roche’s scope of operations lends In addition to individual and
some sites for open dialogue and itself to a diversity of activity and business rewards from these sessions,
brainstorming. opportunities that are offered—every- Game of Life sessions provide valuable
Of course, affinity groups, a stan- thing from warehouse and production feedback for senior leadership that
dard in diversity considerations, are jobs, to PhD laboratory and research serves as a catalyst for earnest
grassroots founded and management positions, to IT as well as sales and dialogue and exploration of how
supported at Roche. The diversity marketing positions. The company behaviors shape culture. The leader-
consultant coaches would-be affinity support for employee development ship team has commited to continual
group founders about the objectives includes on-line training classes; learning about what is important to
and parameters for forming one, and mechanisms for people to job-shadow people, enabling them to ask for what
helps them connect with others who in an area for a day or so; and a they need, and accommodating
might have a common interest via tuition refund program for funding requests where possible.
some of those same in-house channels. continuing education.
Real life at work
Work/life issues such as those
explored in the Game of Life sessions
are important to being an employer of
“Roche Diagnostics—join an choice, and Roche sets high standards,
both philosophically and actually, as
Cris explains. “Our philosophy is that
extraordinary community …enjoy not everybody has the same needs—
not everyone has children or the same
interests. Our objective is to
an atmosphere of innovation … create the kind of environment where
our people can have more than just
work colleagues here; we do that by
where you can leave your mark.” the culture we have and by what we
nurture.” Roche provides a 150-acre
corporate campus that includes green
www.roche-diagnostics.us gathering space in a courtyard and

walkways through its own park. Operational support for work/life

Activities available range from a balance at Roche includes equipping Operational support
holiday choir for people who like to many of its people with the ability to
sing, to a gardening group which conduct and facilitate virtual meetings
tends plots in the campus park, to with state-of-the-art software and sys- for work/life balance
leagues and tournaments for softball, tems, as well as secured broadband
soccer, and golf. access capabilities to allow people
“Roche lives up to our convic- who work in the field, at home or at Roche includes
tion,” says Patti, “that the greater abroad the opportunity to communi-
partnership and flexibility an organi- cate with colleagues.
zation shows, the more commitment equipping many of its
people will have to that organization Community/supplier/customer
because they are being recognized as outreach
a whole person, not just an employ- Roche’s communication and
people with the
ee.” Roche offers employees—and relationships with its community,
has built into its operations—a variety
of flexible work arrangements,
suppliers and customers are a natural
extension of its hands-across-the-
ability to conduct and
including compressed work weeks; table culture for its employees. As
tele-commuting; and a summer hours
program wherein people can cover
Cris sums it, “We constantly want to
mirror the community and make sure
facilitate virtual
their work Monday through half-day that we are driving the appropriate
Friday, and then take Friday after-
noons off in the summertime.
types of relationships and building
partnerships with organizations like
meetings with state-
While these accommodations National Black MBA, or the National
may be foresighted but increasingly
standard, Roche dynamically facili-
Society for Hispanic MBAs, and the
Asian-American Alliance. We continue
of-the-art software
tates employee health and well-being to see opportunities for engaging our
and offers on-site conveniences few
companies can match:
people, the suppliers, and the mar- and systems, as well
ketplace.”
• on-site nurses and a nurse A notable example of engaging
practitioner for health-related
questions and referrals;
its constituencies and promoting the as secured broadband
greater well-being of people was
Roche’s launching last year of an
• health screenings including
mobile mammography, skin
exceptional community outreach. access capabilities to
Recognizing the particularly high and
cancer screenings, and wellness rising risk of Type II diabetes for
profiles—an extensive evaluation African Americans, the company allow people who
of blood chemistry offered by tapped its contacts in community
appointment at various times; leadership and agencies. Considering
the reach and influence of the church work in the field, at
• fitness classes and health environment for that population,
motivation services (on-campus Roche health professionals went to
Weight Watchers® and seated churches in the Indianapolis area to home or abroad the
massages; periodic classes talk about diabetes and help people
about healthy eating, cancer understand the various factors that
prevention and early detection, could affect overall health. opportunity to
and family fitness); Cris says, “It was a pilot program, and
a very unorthodox way to demon-
• time-saving opportunities such as strate to our community our concern communicate with
dry cleaning service, postage, about health, and about improving
greeting cards, ATM machines,
and cafeteria with catering for
the lives of people with diabetes. We
wanted to reach out to them in places
colleagues.
personal events. where they’re more comfortable to talk.”

In similar fashion, intra-company consulting business. Our representa-

“Roche Diagnostics is and inter-agency collaboration helped tives in the field assess individual cus-
stage a successful Supplier Diversity tomer requirements and help devise
the market leader in Fair last September on the Roche cam- solutions: one customer might need IT
pus square. Display booths, presenta- integration support assistance; another
the health information tions, and speakers were part of the
face-to-face exchange that involved all
might need assistance in change man-
agement; and another may want Six
market. Not surprisingly Roche’s main suppliers.
The event, reports Patti, “was an
Sigma training for their staff.”
Patti says providing such
opportunity for suppliers to get to customized service gives them a
our main goal is to know the Roche team a little better strong competitive advantage. “I can’t
and to share our strategy. In particular, tell you that X dollars of new business
keep things that it was a great opportunity for small have been driven by focusing on
businesses to educate Roche people diversity, but can I tell you that I am
way.…We need about their products and services. Our confident that this focus will drive our
affinity groups were also there talking business? Absolutely.” She also cites
people who make with vendors, other employees on
breaks, and people in the community.
an example of Roche’s management
of a narrow diversity issue in its pre-
The presence of so many of our lead- dominantly Hispanic market in Texas:
change possible.… ership team demonstrated that diversity where before they had no Spanish-
is something critical to us.” speaking representatives, Roche made
who are real team In addition, other community a concerted effort to hire people to
resources engaged in diversity mirror the culture and have language
players. …But above issues—including Noble of Indiana, competency to enhance customer
Quest, Fineline Printing, the relationships. “As one of our Texas
all else, we expect the Indianapolis Urban League, the Asian-
American Alliance, the National Black
customers commented, ‘you really get
it now’.”
MBA Association—got to share their
people working with perspectives on the impact of supplier Metrics and Methods
diversity programs. Cris reports that Anecdotal evidence aside, how does
us to be passionately subsequently there was a “nice Roche track the effectiveness of its
uptake” in the business conducted efforts to engage employees, vendors,
committed to what with women-owned businesses, and customers, and the communities in
Roche received the local Small which it operates? Roche uses many of
they do. If you are Business Administration “highly
successful” rating for use of diverse
the industry’s basic metrics to track
numbers and benchmark (Walker
suppliers, especially women-owned
ready to deliver that and small businesses.
Information national surveys; partici-
pation in Fortune’s best places to
work selection process), but Cris
kind of dedication and Customers Wilbur says they also look holistically
Servicing everything from a 1,000-bed at the relationships behind the
your abilities match hospital, to reference laboratories, to numbers.
individual consumers who use its She says conducting an employee
our needs – we Accu-Chek™ blood glucose monitor
daily to maintain their health, Roche is
commitment survey every 18 months
serves several purposes: “First, it is
cordially invite you keenly alert to issues of varied cus-
tomer needs. Roche’s Professional
our primary numerical measurement
for measuring people’s level of
Health Services business is a novel engagement in and commitment to
to get in touch response to its diverse and changing the organization. In addition, out of
marketplace, Patti says. “For many that survey we run about 65 reports
with us, soon.” years what we sold was basically specific to various business areas,
equipment and the reagents. When because the issues in our production
we realized our customers needed a areas are not the same as our sales
www.roche-diagnostics.us
solution provider, we entered into the and marketing areas. It allows us to

recognize the diversity of

our people’s concerns: one
group may have an issue
regarding fairness in policy
whereas another might want
broadband service at home
in order to increase their
productivity. Our being very
active in follow-up and
action plans to address those
unique needs helps drive
the sense of inclusion and
“The greater importance and engage our
people.”
For the 2004 Employee
flexibility an Commitment Survey, the
company was near-best in
class (49%) against national
benchmarks (24% average)
organization shows, in both its commitment
index as well as in its ‘truly
loyal’ population. The
the more survey can link to manage-
ment compensation, in that
20% of the incentive received by still work to be done. In the face of
commitment people eligible managers is tied to
leadership and managers’ tapping the
the rapid and dramatic change in the
medical/ healthcare industry, driven
potential of their people. For various in large part by the dynamics of costs
managers, for example, the incentive as well as a graying population,
will have because might be tied to particular survey the company’s ability to innovate is
areas needing improvement, or to critical.
developing certain skills and As Patti summarizes,
they’re seen as a competencies in their people to meet “Diagnostics are an undervalued
changing market factors. Other data component of the healthcare value
of note are: chain: though a large percentage of
whole person, not • “very low” turnover decisions are based on diagnostic
numbers: for 2004, information, a small percentage of
for voluntary the dollars spent are for diagnostics.
just an employee.” and involuntary, the
rate was 6.9%
Early diagnosis, predisposition iden-
tification, and monitoring —these are
(for 2003 it was 5.8%); significant areas where we can play a
role in the solution for healthcare
• a very strong internal costs as well as support healthier
promotion rate: 42% people, and that’s the end game. To
of over 800 positions drive innovation you have to think
filled in 2004 were filled ‘what is the future going to look
with internal people; like?’ Our work in diversity leader-
ship at Roche Diagnostics is finding
• 70% of director-and-above what each of our unique employees
positions, are filled with is passionate about and then helping
internal people. them to apply that energy to their
work; that’s tapping the full human
While the statistics are potential, and it’s really good for the
commendable, Roche’s diversity business.”
leadership team notes that there is PDJ

“I am making
a difference.”
“I am “I am taking care
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of you. And people
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you care about .”
People define our success.
Diverse perspectives and
talents allow us to provide
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Feature Dell’s Women’s Summit

Global Issues for Women
by Laura L. Barton
photography by Barton Wilder Custom Images
Professionals in the diversity arena recently came together at
Dell’s Texas Headquarters for a summit to talk about issues of
concern to women in the workplace, in particular regional
similarities and distinctions worldwide. Several research studies
provided the basis and data for fine points of discussion,
including whether to label programs specifically “for women.”
“
I
f you want to truly understand something, try to change it,” Ann M. Fudge,
chairman and CEO of Young & Rubicam Brands, told the 30-plus diversity
advocates, more than half from Fortune 500 companies, gathered at a recent
global women’s summit sponsored by Dell and Diversity Best Practices.
H E A RT O F T H E M AT TE R
Seeking greater understanding and tools for implementing change, they had
convened to review and discuss the findings of a recent study funded by Dell and
fielded by Harris Interactive. The online study—polling 248 upper-level women
managers and executives from seven multinational companies in more than 35
countries—probed perceptions, experiences and opinions regarding issues facing

women in the workforce. The under- of Education predicts an annual

lying query of the research was “What growth rate in male college graduates
can multinational corporations do to at only 1.3%.
address the changing role of women Woodard underscored the impor-
in different cultures to affect recruit- tance of these statistics, saying, “Not
“There’s a lot of talent ment, advancement, and retention?” only is this something that we need to
Spurred by the growing concern focus on today, but also it’s going to
among business leaders that there is a be much more meaningful, much
out there and
“brain drain” in the corporate arena more impactful in the future. It also
consequent to talented women leav- means that there’s a lot of talent out
probably none of us ing the workplace because of the there and probably none of us is
demands of life/work balance, a spate doing what we can or need to do to
of studies such as the Dell-sponsored access that talent. I see this as a huge
is doing what we can poll attempt to unravel the complexi- opportunity for each of us.”
ties of the issue. The Center for Work- Two days of debate and discus-
Life Policy reports that a combination sion followed Woodard’s opening
or need to do to of demographic and labor market remarks as attendees tussled with the
trends, such as reduced unemploy- sometimes thorny complexities of
access that talent. ment, stabilized immigration rates, attracting and retaining talented
and a shrinking pool of 35- to 45-year women in a cultural context that often
olds will intensify the labor crisis. fails to support the proposition.
I see this as a huge Welcoming the summit attendees,
Thurmond Woodard, Vice President of PERSPECTIVES
Global Diversity at Dell, noted During a round of informal intro-

opportunity for each additional statistics that make the ductions, diversity stewards cited a
argument for advancing the cause of variety of reasons for attending the
diversity even more compelling, conference. Rosalind Hudnell, Intel’s
of us.” particularly with regard to women. He global director of diversity, said, “I
T H U R M O N D WO O DA R D , told them, “When we begin to think hope to get compelling content that’s
VICE PRESIDENT
O F G LO B A L D I V E R S I T Y AT D E LL about talent, because that’s what leads actionable. I’ve been to a lot of con-
to successful growth, more than 58% ferences with philosophical approaches,
of college graduates today are but philosophy does not always do
women. When you look at profes- well in practice.”
sionals…about 45% are women. But Mattel’s diversity chief, Graciela
the most important statistic is that the Meibar, told the group, “Eighty
growth of women graduating from percent of decisions to buy a toy are
college is at an annual rate of around made by a woman.” Meibar went on
16%.” By comparison, the Department to explain that, given that statistical

majority, it only seemed reasonable people, so it’s important to us that we
that women should be well-represent- get the best people. And that’s how
ed at all levels of the company, from we compete. Our better product is
the designers to the decision makers. better people. We must have access to
Ken Morris, a consultant repre- the talent pool, so diversity is a very
senting Guidant Corporation, high priority of ours.”
described his diversity efforts as “gene Rhodora Palomar-Fresnadi of
therapy.” He reported, “We’re really Unilever, who had traveled from
trying to embed these notions of London, expressed her own and her
diversity, inclusion and work-life into company’s commitment, adding, “This
the fabric of the organization.” Excited is something that is bigger than just
about the exchange of ideas with one company. It’s something we can-
other diversity professionals, Morris not do alone.” She expressed hope “The real business
jokingly admitted, “There are good that the summit and the background
ideas that spring from anywhere, and studies would produce enough data
I’m someone who will steal one in a to provide a compelling business
case occurs when all
minute.” case. Palomar-Fresnadi’s views
Michelle Thomas of Abbott echoed in the remarks of many of the companies start
Laboratories, whose company spon- participants who acknowledged that
sored a Flexibility, Advancement, and their diversity efforts were made
Retention of Women Study, was curious easier by advancements in other
developing more
to hear how the Dell study results organizations.
compared with Abbott’s study. In fact, Intel’s Hudnell suggested, inclusive workplace
Thomas observed, “We at Abbott have the real business case occurs when all
done a great job of advancing women companies start developing more
environments that
around the world and getting them inclusive workplace environments
into leadership positions, but now we that attract and retain women and “we
need to take the next step and really start losing people to each other.” attract and retain
create an inclusive environment for “Look at the benefits that our
them.” companies have right now, and go women and we start
Patricia Tilton of Pricewater- back in history,” Hudnell remarked.
houseCoopers offered a somewhat “Remember when our companies
different perspective. Alluding to the added things they hadn’t offered
losing people to
many other participants from high before. That was when—from the
tech and other manufacturing areas, workforce talent perspective—we each other.”
Tilton addressed the group, saying, couldn’t gain people.” Using the
“We don’t make computers…we don’t example of domestic partner benefits, RO S A L I N D H U D N E LL ,
G LO B A L D I R E C TO R O F D I V E R S I T Y
make cameras. Our only asset is our Hudnell described how that program AT I N TE L

gained popularity only after a few opportunity to demonstrate leadership

large companies such as Intel offered skills, and family/peer support.
the benefits, thus fueling the scramble Although the top responses were
for talent. generally the same, the order of their
ranking varied regionally. Asian
“The basic challenges R E G I O N A L DATA D I F F E R E N C E S women reported that they were more
Once the group moved on to likely to accept a global assignment
for women around discuss the research findings, debate and to receive career advice from others.
intensified. Dell’s Stephanie Mims, One hundred percent of the Asian
the globe were Senior Manager of Global Diversity, respondents felt that it was very
fairly consistent ... described some of the more interest- important to have a career, and 74%
ing results of the Harris poll. “The cited family or domestic help as a
life stages appeared basic challenges for women around crucial resource to assist in meeting
the globe were fairly consistent,” she personal/family obligations. Also,
to have more impact reported, explaining that life stages female managers in Asia were more
appeared to have more impact than likely to report that women in their
than culture in the culture in the decisions women made regions have equal opportunities and
decisions women regarding the companies they hired are well-positioned in the market-
on with and whether or not they place, while their North American and
made.” remained in the workforce. Rankings European counterparts were less like-
for the types of things that attracted ly to report that women were on
D E LL’ S S TE P H A N I E M I M S ,
SENIOR MANAGER women to a particular organization, equal footing and felt that it would
O F G LO B A L D I V E R S I T Y
advanced women, and convinced take three-plus years for a woman to
women to stay on board were fairly be better positioned for advancement.
consistent globally and were less Addressing these differences,
influenced by regional or cultural Palomar-Fresnedi offered some cultur-
differences than might be anticipated. al insights, noting that Asian women
For example, women in the study have better-established support sys-
reported that the top factors influ- tems than their North American, Latin
encing their job search were compen- American and European sisters.
sation, company reputation, and Palomar-Fresnedi suggested that fac-
opportunities for more challenging tors such as the extended family struc-
work and advancement. Respondents ture—with grandparents and other
were asked to rank a series of state- family members available to care for a
ments examining personal views on child—as well as the lower cost of
career. The three statements garnering domestic help, play into these statis-
the strongest agreement involved the tics. “The relevance of such things can-
importance of having a career, the not be underestimated,” she said.

In contrast, demographic trends in Mothers here feel incredible pressure
the U.S., such as suburban living, the in terms of what a good mom looks
nuclearization of families, and very like.” A murmur of agreement rippled
high divorce rates, increase the need through the room as Dagit made her
in America for flexible scheduling remarks.
along with other support not neces- “You don’t see it anywhere else in
sarily available at employees’ homes. the world,” she continued. “It’s
“There’s this greater growth of ridiculous. We put the same amount
“Asian women have
smaller and smaller families. So it of pressure on ourselves as mothers— better-established
becomes much more difficult for and I speak for myself as a mother—
women to actually be very successful as we do at work, and neither job is support systems than
in the labor force,” said Sharmila possible because they carry such
their North
Rudrappa, an assistant professor of a high level of expectation for
sociology at the University of Texas, perfection.” American, Latin
adding that well-educated Asian When asked to rank the top five
women are expected to seek obstacles to advancement in the
American and
appropriate employment. “A lot of workplace, more than half of those European sisters....
those Asian women are pushed by polled in the referenced surveys felt
their families to have careers because that the perception of a woman’s Factors such as the
it’s seen as very shameful to not have commitment to her career and the
a career when you have this great higher value she placed on personal
extended family
education and you have all this and family responsibilities were the structure, as well as
support.” Asian women, said greatest obstacles. Another 44% indi-
Rudrappa, are expected to excel in cated that the perception of a the lower cost of
both the domestic and business woman’s capabilities was the greatest
domestic help, play
spheres. “There’s actually a lot of inhibitor to success.
parental and familial pressure to do well LaVerne Council, Dell Global IT into these statistics.
in both areas.” vice president, expressed some
While this translates into a strong surprise at the fact that a majority of
The relevance of
support system for Asian women, it the women queried felt that personal such things cannot
manifests itself as higher stress levels and family obligations were the
for North American women. Merck’s number one obstacle to advancement. be underestimated.”
Deb Dagit expressed concern about In her own experience, lack of oppor-
R H O D O R A PA LO M A R - F R E S N A D I
this issue. “One of the things we tunity presented a bigger hurdle than O F U N I LE V E R
desperately need to do,” she said, “is family responsibilities, despite the fact
to partner with thought leaders, that she juggles international travel
authors, and the media, because these and the needs of a young son with
are real problems facing women. developmental delays. The global IT

executive urged companies to address with Catalyst, a diversity research and

“People who can this pervasive belief that family obli- consulting organization, their studies
raise great families, gations present an obstacle to bear out Council’s suspicion that there
advancement. Additionally, she felt is no substantive difference between
who are committed that family obligations should not be men and women with regard to how
perceived as an indication of an they prioritize work versus their
to communities, employee being less committed or personal/family lives. The main differ-
less loyal. ence is that male workers are rarely
make your best “People who can raise great asked that question in the workplace.
families, people who are committed to Kaplan pointed out that the types of
managers. communities, make your best man- questions asked and their wording
agers,” explained Council. “Good carried significance. She cited the
Good public citizens public citizens make good corporate example of the question regarding
make good citizens,” she added. “They provide personal views on career, where only
the best opportunities for growth, 12% of the participants “strongly
corporate citizens. mentoring and career development to agreed” with the statement “I would
their people because they tend to make personal sacrifices to advance
They provide the understand what systems are all my career.” As Kaplan observed,
about.” “Personal sacrifice language is pretty
best opportunities Council also addressed what she heavy language for somebody to
considered the misperception that agree to. It really sounds like some-
for growth, only women with children have fami- body is on their way to the hospital.”
ly and personal obligations that affect Catalyst worded the question
mentoring and their work life. “Having a child is a somewhat differently in a recently
temporary situation, but your family is completed study: “Are you comfort-
career development a lifelong situation. And everybody’s able with the tradeoffs that you’ve
to their people family is a lifelong obligation, so how made?” According to Kaplan 73% of
can a family be an ‘obstacle’? We need the women and 71% of the men said
because they tend to get off this ‘women with children’ “yes.” Additionally, the Catalyst study
issue. This is about the complexities of women executives found that
to understand of our lives.” Council suggested that, “those women who had children were
while a man would probably not be more satisfied with their careers, less
what systems asked the same question about family stressed, and had achieved higher
commitments, if he were asked his levels.”
are all about.” responses might be very similar. Several participants stressed the
need to adopt gender-neutral policies
L AV E R N E CO U N C I L , GENDER DISTINCTIONS such as family leave instead of
D E LL G LO B A L I T
According to Dr. Meryle M. Kaplan maternity leave. Professor Rudrappa
VICE PRESIDENT

acknowledged that the concept was how it’s going to show up in terms of “What we’re doing
somewhat provocative. “I know this tenure…are you going to get tenure
raised a bit of flack and a bit of ire later on? How do your colleagues see
among people [at the summit] but I it? What is it going to do to your with gender-neutral
still think it’s absolutely crucial for us productivity, to your research, etc.?
to think about because what we’re Whereas if you had a sort of gender-
doing with gender-neutral policies is neutral policy where men too could
policies is creating
creating good work spaces for both take leave, you remove the seeming
men and women.” punishing of women.”
good work spaces
Rudrappa discussed the dilemma Robert Fernandez, Director of
facing women in both the corporate Corporate Diversity and Leadership at
world and academia. Even if materni- Cummins, Inc., recalled the advice for both men and
ty leave or extended leave is an he’d given regarding a policy change
option, ambitious women are disin- in the company’s Mexico division.
clined to take advantage of the bene- “There was a big push from manage- women.”
fits because of the stigma attached. ment to put in daycares and make
“A lot of women are reluctant to them only available to the women S H A R M I L A RU D R A P PA ,
A S S I S TA N T P RO F E S S O R O F S O C I O LO GY
take it because you don’t quite know employees,” he said. “I cautioned AT T H E U N I V E R S I T Y O F TE X A S
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against this because I thought it would that there is still a higher percentage our diversity leadership, because not
bring more resentment.” Fernandez of women with children that have only do they bring a business
suggested that they broaden the these issues, then we have to pay perspective, but we also create a
approach and recognize the need for attention to that.” diversity champion who goes back
daycare as a ‘life issue’. into the business and we get some
Catalyst’s Kaplan agrees that OT H E R P R I O R I T I E S very different perspectives.”
gender neutrality can be advanta- Summit participants expressed Many participants recognized the
geous. “Solutions can vary from things little surprise when told that research fact that businesses are in a special
that are specifically geared to women revealed that women ranked a position to spearhead change in the
and things that are good for every- supportive manager as one of their greater cultures in which they operate.
body.” Kaplan explained, “as consult- greatest career assets but found men- Rudrappa offered a striking example
ants we often come into workplaces toring programs of little help. Much of ways that business played a leader-
and do needs assessments. We come discussion ensued about the need ship role in transforming social mores
up with a strategic plan and clients are for a sponsor or manager who cham- and actually leading the way to social
sometimes surprised— ‘Well, those pioned a woman’s interests at “the change. “Labor conditions are far
aren’t only for women!’ We’re recom- table” where decisions regarding better in multinational companies in
mending strengthening performance advancement occurred. China, than in Chinese companies
management systems that are good for Likewise, there was general agree- producing for the Chinese market.
everybody. The point is, what’s good ment regarding the need for diversity That’s a particular kind of social
for women is good for everybody.” directives to come down from the top. change because you have safer work
However, Kaplan cautions, “You “These are business strategies,” conditions in those companies. I think
have to keep making sure that the Kaplan explained, “so executives need corporations can and do take a role.
expectations for women—where there to treat them as such; otherwise the We quite often see corporations as
are different hurdles, where there are vast middle segment of the workforce being negative—globalization and all
different cultural stereotypes applied isn’t going to understand that this is that—but there’s also the flip side
to women—you need to address serious. Many organizations through that’s happening as well, particularly
those directly. We see women system- diversity councils and task forces have with high-wage jobs.”
atically facing issues: needing to per- numbers of people involved providing “I think about what we’re all
form more, having stereotypes a lot of guidance and feedback, but trying to do and I’m humbled by this,”
applied to them, exclusion from some top leadership has to be involved.” said Dr. Kaplan, describing her
informal networks. Not to pay atten- In diversity circles, Dell’s feelings about participating in the
tion to the fact that there are specific Woodard is recognized as a director summit. “We’re trying to create worlds
issues for women as well as shared who has succeeded at imbuing his that are healthy and decent places in a
issues with men is a mistake. To make company with diversity best practices. larger world that isn’t exactly supporting
believe they don’t exist is like leaving “One of the things that I think is very us. Together I think we are changing
the elephant in the room.” useful,” reported Woodard, “is to go that larger world.” PDJ
Cisco Systems’ Mike Silvaggi get one of our best and brightest from
agreed: “If the metrics are showing the business and move them through

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Catalyst
The Future Leadership of Business

The next generation of professionals is uniquely positioned
to teach us about how the workplace is changing.
By Catalyst
T he future of corporate America rests in the hands of • Include employees from a range of age groups and
the young professionals currently working in top backgrounds in campus recruiting visits and interview
companies and firms across the country. A number teams.
of myths and stereotypes are associated with these
so-called “Gen X-ers,” regarding their career goals, • Target membership organizations and publications
expectations, and strategies. But if companies want to geared toward women and people of color.
attract, retain, and advance this next generation of business
leaders, they need the facts—as well as useful action steps • Communicate to candidates about your organization’s
for how to learn from them. successes in providing work/life policies and programs
and valuing diversity on campuses, at job fairs, at
In 2001, Catalyst provided companies with both in our meetings of professional and affinity groups, and in
study, The Next Generation of Leaders: Today’s recruitment brochures.
Professionals, Tomorrow’s Leaders. We surveyed and
interviewed men and women professionals and managers Create a flexible work environment.
born between 1964 and 1975 from ten organizations
representing a range of industries. We found that members • Offer a range of alternatives to traditional work
of this generation are highly committed to their organiza- arrangements that are both formal (part-time
tions. In fact, about one-half of respondents reported that schedules, telecommuting, compressed workweek)
they would be happy to stay with their current employers and informal (flexible arrival and departure times).
for the rest of their careers. Despite this loyalty, today’s pro-
fessionals do expect more from their employers—but not in • Provide training and support for employees with
the form of creative perks like gym memberships and con- flexible arrangements and their supervisors.
venience services. They want programs and When using flexible options, highlight information
policies that help them balance their work and personal about: eligibility, the proposal and negotiation process,
lives, as well as effective performance management technological support, best practices, and guidelines
systems to help them navigate their advancement. And regarding benefits, compensation, performance
when they choose to leave their employers, this generation reviews, and promotions.
does so for traditional reasons, including greater advance-
ment opportunities and increased compensation. Create and communicate individual development
strategies.
Based on the study findings—and our extensive
research on company best practices—Catalyst recommends • Offer rotational programs that provide high-potential
the following action steps for organizations to effectively professionals with a breadth of functional and/or
recruit, retain, develop, and advance the next generation of divisional knowledge of the organization including
business leaders. line and staff assignments, headquarters and field
rotations, and international opportunities.
Strategies for Employers:
• Implement a formal mentoring program. Approaches
include: pairing high-potential employees with
Target women, people of color, and individuals
influential senior managers either within or outside of
from a range of age groups in your recruitment efforts. your organization; “mentor-up” programs, in which
newer employees mentor more seasoned professionals;
• Broaden your candidate search by ensuring that and mentoring “circles,” where one seasoned employee
women and people of color are represented at the mentors several younger professionals.
schools and other venues where your organization
usually recruits.

• Encourage and fund participation in professional
organizations and developmental education
opportunities outside of your company or firm.
Provide customized career planning and management.
• Implement quarterly feedback sessions for managers

and direct reports to assess progress toward goals,
employee need for direction or training, organizational
needs, and other issues related to effective
performance management.
• Create systems with “checkpoints” for employee input

and dialogue about changes in their work/life priorities.
• Provide uniform performance management tools such

as individual and organizational career path planning
schemes; monitor their use and usefulness.
Assess your organization’s work environment to ensure

that professionals in every age group feel valued and
have meaningful opportunities to contribute.
• Analyze data from employee surveys by age, gender,

and racial/ethnic groups to identify disparate attitudes,
expectations, and experiences that may need to be
addressed to create a more inclusive environment.
• Include representatives from all age groups on task

forces and committees that advise senior management.
• Ensure that company social events are inclusive of all

age groups, levels, and backgrounds.
With offices in New York, San Jose, and Toronto, Catalyst is

the leading research and advisory organization working
with businesses and the professions to build inclusive envi-
ronments and expand opportunities for women at work. For
more information about Catalyst’s research, products, and
services, visit www.catalystwomen.org. You may also sign
up to receive Catalyst’s issue-specific newsletter, Perspective,
and monthly email updates at news@catalystwomen.org.
PDJ

E X E C U T I V E S U M M A R Y O F
Beyond Access
[Wingender, T. PDJ: Jan/Feb 2002, 11-13]
Focusing on abilities
instead of disabilities
opens up a new
talent pool
Assuring inclusiveness in the workplace

is a challenge for managers targeting
appropriate representation and opportunity
T he Americans with Disabilities Act (ADA) of 1990
promised physical access to public buildings and
transportation; the subsequent New Freedom
Initiative aimed to improve opportunities for education
and to boost universal and assistive technologies via
for gender-race-ethnicity-sexuality support and incentives for agencies, organizations and
groupings. Add to these factors any businesses. Since those enactments, though much has
changed, the goal of “tearing down the remaining barri-
compromises or accommodations ers to equality that face Americans with disabilities” is
required by individuals with physical not yet fully realized.
Conceptually, progress has been stalled by continuing
or other “disability” and complexities historical stereotypes, prevailing myths, and entrenched
rise exponentially and the diversity rigamarole that leave capable people with disabilities
unable to find work because of insurance considerations,
officer must reach deep for creative school and government programs, and legal issues (then-
solutions for access and inclusion. We President Bush called them “bureaucracies of depend-
ence”).
include here the kernel of a previously At the same time, groups like the National Business
run overview about incorporating and Disability Council are projecting job vacancies will
outpace the numbers of available workers in coming
potential workers with capabilities, decades. If they are to meet productivity targets, busi-
and we invite readers to submit their nesses must increase the diversity of their hiring pools to
include talented people who happen to be disabled in
own stories of practical perspectives, some way. They must consider hiring the 9.5 million
creative adaptations, and serendipitous Americans with disabilities who are of working age
(16-64) who would like to work but are now under-
discoveries in tapping this talent pool. or unemployed.

Educating everyone power by spending at companies with a track record or
Jumpstarting the process of smoothly integrating workers strong policies for hiring people with disabilities.
with disabilities into the system, however, will require
education—from the schoolyards to the boardrooms. Jeff Whatever works
Klare, COO of Equality Staffing, an employment agency As years pass, finding ways to keep workers with
that helps businesses reach their diversity goals, says the disabilities will become a matter of practicality, says Klare:
problem of ‘otherness’ begins in childhood with admon- “You’re not going to fire people who’ve been with you ten
ishments to “not stare or point” at someone with a cane or or fifteen years; you’re going to try to accommodate
wheelchair. These notions of otherness persist into adult- them.” Life/work programs already accepted by
hood as biases in the workplace and in society. The mind- business—such as job restructuring, job-sharing and
set and expectations of everyone, from educators and telecommuting—will enable companies to benefit from
trainers to recruiters and employers, need to be reframed people’s abilities and minimize the impact of a worker’s
so that the only issue is that the best person gets the job, disabilities on productivity.
he says. Most HR people from major companies on top of the
Meg O’Connell, an associate with Booz Allen disabilities issues are convinced that technology will break
Hamilton, likewise thinks that information voids and mis- down many barriers, enabling companies to hire and
conceptions keep businesses from seeing the links and make adjustments to attract and keep the most talented
opportunities between their needs and governmental / people. As Klare notes, “Technology creates a level play-
community resources, much less the available population ing field. When you’re in a wheelchair, the computer isn’t
of workers with disabilities. She says that businesses are aware of it; in fact it saves the company $765 dollars on
confused and uneasy about many issues, from the ADA’s buying an ergonomically-correct chair.”
definitions of ‘reasonable accommodation’ to how to Other times, adaptations for disabilities can be not
attract and appropriately interview candidates. Even HR only economical but sensibly simple, perhaps propping a
personnel may not be fully informed about disability desk with 2-by-4s to accommodate a wheelchair.
issues and solutions; if they can’t even imagine how a per- Solutions, technological or make-shift, can often be facili-
son could perform some task or work function, or aren’t tated by consultants (such as Hire Potential), specialty
aware of new technologies to assist the disabled, they’re resources, and vendors that lease or allow trial purchases.
unlikely to consider that applicant qualified for a position O’Connell reminds that just asking the person openly
or are leery of being the test case. what would work best for them is not only the easiest way
to get information but also part of resolving any work
Support and rewards challenge as a team.
Making things easier for businesses trying to diversify in
this area, the Business Leadership Network (BLN) devel- Conversations
ops and promotes private and public partnerships to Disabilities awareness and etiquette, in fact, are rooted in
enhance employment opportunities for people with common courtesies and honest communication. Face-to-
disabilities. The BLN offers businesses a forum for sharing face dialogue can be the most effective way to dismantle
their experiences and dialoguing with state agencies and apprehensions—whether those of executives wary of hir-
vocational rehabilitation experts, with a view to expanding workers with disabilities for fear of costs and disrup-
ing the numbers of success stories within organizations tions, or those of fellow employees wondering what to
and industries. say in the elevator. Experts in the field recommend men-
Increasingly, corporations are recognizing the toring, outreach to educational institutions, internships
financial rewards of mirroring their markets in their work- and interactive events to bring people together, not mere-
forces. With millions of Americans having ly presenting “a boxed set of diversity training.” If a
disabilities––and numbers growing as the population relaxed atmosphere or fun experience can be shared
ages––there are billions of dollars of marketshare to com- (brown bag lunches, T-shirt messages in American Sign
pete for. That message is being broadcast as advocacy Language, or notecards in Braille), so much the better. The
groups such as the American Association of People with goal is educating the general as well as the business
Disabilities rally their constituencies to exercise economic population about what is possible. (S.L.) PDJ

book review
Managing Diversity: for and supports advancement of
such disadvantaged or marginalized
relations, the valuation of competi-
tion, and level of comfort with
Toward a Globally groups as immigrants, women, and ambiguity—and the potential for
Inclusive Workplace the working poor. And in the
instance of multinational companies,
misunderstanding begins to appear
infinite.
by Michàlle Mor Barak, PhD
it willingly collaborates with Fortunately, Mor Barak helps us
individuals, groups and organiza- to understand the values that
Book Review by Gary Bess, PhD
tions across national and cultural comprise and undergird these cultural
Principal, Gary Bess Associates; and
boundaries. differences and similarities through
Adjunct Professor, School of Social
Of note is the practical relevance theoretical and practical examples,
Work, California State University,
threaded throughout the book, such as well as diagrams and case
Chico, CA
as the important distinction that Mor vignettes.
Barak makes between visible (i.e., The latter part of Managing
Employee cohesion and high observable differences) and invisible Diversity focuses on management of
morale in the workplace are generally diversity (such not readily apparent a diverse workforce within a global
accepted, along with quality prod- attributes as religion, education, context using the inclusive work-
ucts and services, as contributing to tenure or world view). While dis- place model. Diversity management
a company’s healthy bottom line. To crimination toward either kind is is presented as a proactive approach
be successful in today’s complex unacceptable, the nature of invisible to good business practices, a win-
multinational and multicultural as diversity presents human resource win alternative to legislated equal
well as domestic work environ- managers the added challenge of a opportunity and affirmative action
ments, however, businesses must consideration that is difficult to programs. The inclusive workplace
concurrently manage new thresholds monitor. model is fully developed in four
of employee, supplier and customer The first part of Managing areas of interaction: in the work
diversity at several levels all at once. Diversity delves into the complex organization, as well as within
A welcome addition to the emerging web of skills, knowledge, and values distinct collaborations at the commu-
dialogue on diversity management is that combine to shape the inclusive nity, state and national, and interna-
Michàlle Mor Barak’s inclusive work- workplace. From an overview of tional systems levels.
place model. In Managing Diversity: diversity-related employment legisla- Thus, at the work organization
Toward a Globally Inclusive tion around the world, to theoretical level, companies are presented with
Workplace (Sage Publications, 2005), perspectives on diversity and its five principal areas for diversity
she encourages work organizations meaning in different cultural con- implementation: management leader-
to adopt a new perspective on diver- texts, to cross-cultural communica- ship, in which senior management
sity. Building on its expanding tions, the book is filled with colorful, plays an active role; education and
importance to the workplace amid well-researched examples. The training among employees; perform-
new socio-demographic and legisla- inclusive workplace model itself, ance and accountability, whereby
tive trends, Managing Diversity com- however, is applicable to work managers are rewarded for reaching
prehensively addresses the corporate organizations large and small, compositional goals to assure
role for inclusiveness as part of transcending specific industries or balanced representation; work-life
workforce management as well as at where they are headquartered in the balance, which accommodates
community, state and federal, and world. diverse lifestyle with flexible arrange-
international levels. At the business-commerce level, ments; and career development and
In essence, the inclusive work- for example, the pitfalls of cross- planning, to assure fair promotion of
place is a layered ideal, each level of cultural verbal as well as nonverbal underrepresented groups.
which complements the others and communication are explored: in At level two—inclusion through
advances corporate effectiveness. At addition to language, accent, corporate-community collaborations—
the workplace level, it honors indi- volume, and idiom, nonverbal cues the work organization defines its
vidual and inter-group differences, such as tone of voice, eye contact, stakeholders as not just stockhold-
while at the community level it also gesturing, special proximity, and ers, but includes local residents and
contributes to its surroundings, clothes/artifacts all become a part of community-based health, education
regardless of whether profits are the negotiations. Add to these other and human service institutions as
directly realized. Within the wider cultural norms—such as power dis- well. Breaking out of conventional
environment, it expresses concern tance, individual or collective group notions of corporate responsibility

book review
Managing Diversity: victims of domestic violence or
distressed youth. It is the role of
workforces abroad. Mor Barak notes
that more and more businesses are
Toward a Globally management in the inclusive work- being attracted to countries with surplus
Inclusive Workplace place to help the disadvantaged to
overcome barriers to workforce
workforces and underdeveloped
economies. Though the opportunity
employment (i.e., childcare, remedial is ripe for shortsighted exploitation,
continued
and on-the-job training, and trans- the inclusive workplace framework
(which Mor Barak argues appear portation). By reaching out to those offers a plan, rooted in fair-trade
shallow in today’s fishbowl of public outside of the mainstream, whether principles, to acquire and sell goods
opinion), Managing Diversity in the United States or in other parts and services across borders and cultures,
suggests that a company’s economic of the world, these companies often and to employ workers who will
influence at the community level is find their actions to be in parity with enjoy the same benefits, display the
reciprocated vis-à-vis improved social and legislative change. In same loyalties, and may look to the
corporate image, increased employee essence, taking the ethical and moral same hopeful futures as their
morale, and payback in economic high road at the community level is counterparts at headquarters.
performance. another way of realizing positive In this text, Mor Barak, who
At the state or national levels, image, loyalty, and possibly, new holds joint appointments at the
third in the inclusive workplace’s workers in tight job markets. University of Southern California
hierarchy, the focus is on the Finally, inclusion through Schools of Social Work and Business,
values that determine the work international collaborations refers to has made a substantial contribution
organization’s policies concerning fairness in dealings, respect for to the human resources and
disadvantaged populations, which differences, and pluralism in management literature.
may include welfare recipients, commerce and in managing employee PDJ
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#/-&/24!",%

The Drive for Diversity and
Inclusion starts right here.
A s a proud sponsor of NASCAR’s “Drive for Diversity” initiative,

®
Waste Management is racing toward the same goals as you are.

From Bill Lester behind the wheel of his Number 22 Waste Management
Toyota Tundra to our constant efforts to recruit and support a diverse
workforce, we are truly committed to speeding past today’s conventions
of diversity and inclusion.
Waste Management salutes the many other workplaces that are on the
same track as we are. By working together, we already find ourselves on
the road to a more diverse, inclusive tomorrow.
From everyday collection to environmental protection,
Think Green. Think Waste Management.
®
NASCAR® is a registered trademark of the

National Association for Stock Car Auto Racing, Inc. www.wm.com
©2004 Waste Management, Inc.

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Also Featuring ...

Volume 7, Number 2 • March / April 2005 $

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A Closeup of Bausch & Lomb

Corporate Profile in Diversity

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Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.

Catalyst makes recommendations for managing young professionals (‘Gen X-ers’)

54 Book Review : Managing Diversity: Toward a Globally

4 Profiles in Diversity Journal March/April 2005

A FORTUNE 50® company, we are

Visit our website to search opportunities

B E LL S O U T H Corporation has Vice President of Corporate Vice President and Chief

access for women-owned suppli- person of has been designated a

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Nurturing Diversity of Thought

it has dramatically increased employee commitment and is now taking

advantage of its unique opportunities for optimizing marketshare.

GLOBAL / MARKET ISSUES

Profiles in Diversity Journal March/April 2005 9

10 Profiles in Diversity Journal March/April 2005

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issues and experiences to our locations around the world,

12 Profiles in Diversity Journal March/April 2005

Profile of the CEO:

ON HIS INTEREST IN SCIENCE FOR YOUNG

ON WHAT INSPIRES HIM PER SONALLY AND PROFESSIONALLY:

Profiles in Diversity Journal March/April 2005 13

14 Profiles in Diversity Journal March/April 2005

Ron Zarrella meets

Profiles in Diversity Journal March/April 2005 15

ONGOING DIVERSIT Y INITIATIVES

EMPLOYEE NET WORKS

Ron Zarrella left, Ursula Burns of Xerox, MENTORING PRO GRAM

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(See sidebar right.) • RESTLESS DISCONTENT

Profiles in Diversity Journal March/April 2005 17

SOME PL ANS FOR 2005

there are specific ways to train that in ground. So we work F O R G AY A N D LE S B I A N E M P LOY E E S I N I R E L A N D ;

the interviewing process. We’ve very hard at doing

E M P LOY E E I N C LU S I V E N E S S thought. DIVERSIT Y OF

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Boeing’s Diversity Pilot

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T I T L E : Vice President, Global Diversity and Employee Rights (part of HR)

YEARS IN CURRENT POSITION: 3 years

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F I R S T J O B : My first job after college was as a substitute teacher in

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“tiveJoyce has a very collabora-

country.” Director of Human Rights. The Center’s Diversity Change Agent

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handle it? Have you ever found your-

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Roche Diagnostics: a Healthy

supplies a wide array of innovative medical testing products—

including the world’s leading blood glucose test—as well as services

to researchers, physicians, patients, hospitals and laboratories

employs ~65,000 people in 150 countries and has strategic

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