Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 8 89

1. BD 6. Burger King Corporation

2. Georgia Power 7. Sodexo
3. WellPoint, Inc. 8. New York Life
4. CVS Caremark 9. Credit Suisse
5. KPMG LLP 10. Borders Group, Inc.
Awards of Excellence
Alegent Health • Excellus BCBS
• Freescale Semiconductor • Interpublic Group • MGM MIRAGE •
New Jersey Department of Environmental Protection
Ottawa Police Service

The companies above have distinguished themselves by virtue of the

innovative approach they have taken to advance diversity in the work-
place and in the communities they serve. In almost all cases, their efforts
can be imitated and implemented by others who are still searching for
the spark to ignite their own programs.
We like the fact that there is so much, well, diversity, among the
initiatives described here. You’ll find programs that address generational
differences, underserved youth, education, persons with disabilities, and a
host of other topics. We sincerely hope you’ll read them carefully, and then
try to identify what you can do at your own business, regardless of its size.
We congratulate these companies for their unwavering and creative
commitment to diversity and inclusion. They are making the world a bet-
ter place to live for all of us.
90 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 8
Profiles in Diversity Journal 2008 International Innovation in Diversity Awards
BD (Becton, Dickinson and Company)
1
Network XYZ
BD’s Network XYZ strives
to bridge generation gaps, dis-
pel age-related stereotypes, and
embrace positive differences. The X, Y and Z in
the network’s name represent three generations
in the BD workforce. The X and Y are obviously
Generations X and Y. The Z, less obvious, represents
everyone that is part of neither Generation X nor Y.
Why Z? Because “Network X/Y/Baby Boomers/
Traditionalists” seemed too cumbersome!
If the Network’s motivation does not scream
innovation, the vehicles used to achieve its goals
might. They include:
• Speed Networking. A twist on speed-dating;
associates are invited to participate in a fast-
paced, structured “meet and greet.”
• XYZ Book Club. The book club meets
monthly and is an opportunity for associates
to meet colleagues with whom they might not
otherwise interact and share perspectives on
books they’ve read.
• Onsite Events. XYZ seeks to identify topics
that effectively engage all three generations
and host on-site educational events. The first
onsite event was a seminar on personal finance.
Whether Generation X, Y, or Z, we all share the
challenges of managing our finances. Associates
of all generations found themselves commiser-
ating with each other and sharing knowledge
during this event.
• XYZ Offsite Events and Happy Hours. These
fun after-hours outings have included events
such as bowling and rock climbing. Events are
intentionally active in nature so that they will
prompt conversation among participants. XYZ
also organizes monthly happy hours at restau-
rants near the office.
Network XYZ began as a grass-roots effort,
envisioned by BD associates who identified a need
to bridge the generation gap. This group garnered
support from Karen Graham, BD’s global diver-
sity inclusion leader, and Executive Vice President
William Kozy. With their endorsement and coun-
sel, Network XYZ was launched.
Team XYZ, the associates who organize and
execute events, is led by the Network’s founder,
Sien Mittiga. Team XYZ is composed entirely of
volunteers. Nearly all work associated with host-
ing and launching events takes place either during
lunch or after hours.
The Network was awarded a modest first-year
budget. Nearly all of the Network’s onsite events
are produced at low or no cost. Offsite activities are
funded by associates themselves.
Promotion of the initiative is achieved large-
ly through digital (free) media and promotional
materials. Network XYZ has a website on BD’s
intranet which includes a current calendar of
events. Team XYZ also has several members with
talent in graphic/web design, allowing the Network
to produce eye-catching promotional e-mails and
digital displays.
The Network’s kick-off events attracted
nearly 300 associates (from a total population of
2000), prompting more than 150 associates (of all
generations) to sign up for the XYZ mailing list,
and an additional 50 volunteered to help plan and
execute events.
The Speed Networking reached maximum
capacity (75 associates) the first day the event was
advertised. Heavy demand for a regular schedule of
speed networking opportunities prompted Team
XYZ to explore scheduling repeat events.
Offsite activities have routinely attracted 20-100
associates, despite the fact that BD does not subsi-
dize any portion of the cost.
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 8 91
Profiles in Diversity Journal 2008 International Innovation in Diversity Awards
Georgia Power
Retaliation Awareness and
2
Skill Building to Create a Better Workplace
Georgia Power is the largest subsidiary of
Southern Company, one of the nation’s larg-
est generators of electricity. The company is
an investor-owned, tax-paying utility with rates well below the
national average. Georgia Power serves 2.3 million customers in
all but four of Georgia’s 159 counties. The company has approxi-
mately 9,000 employees.
As one component of a broad-based leadership and culture
change initiative to build trust and sustain a culture of excellence
through inclusion, Georgia Power developed the Retaliation
Awareness and Skill Building innovation in 2006, launching the
program in 2007.
The company has a voluntary turnover rate of less than 4.5
percent. It also has extremely high favorability ratings from
employee surveys in the areas of corporate values, job safety,
engagement/commitment, and value of diversity and inclusion.
Despite these positive aspects of a family culture, the fear of
retaliation has been a recurring theme not adequately addressed.
It was beginning to negatively affect leadership credibility and
employee trust.
Knowing the company is in compliance with the law
and is bound to address formal, legal standards of retaliation
such as discrimination, harassment or intimidation, top leader-
ship focused on the subtle forms of behavior that do not rise to
legal standards yet reduce trust, engagement and, ultimately,
employee performance.
The creation of the training objectives and course was done
in-house, developed by the company’s diversity action organiza-
tion. The CEOs of both Georgia Power and Southern Company
personally scrutinized the program design and provided critical
input required to achieve the training objectives and create man-
agement accountability.
The company used a train-the-trainer concept to facilitate the
training sessions. Operational managers and supervisors became
the trainers, which significantly added to the effectiveness of
the sessions. For managers, the goal was to stop judging their
personal leadership and employee trust based on good inten-
tions. It is critical that leaders realize employees are judging them
by their behavior.
In the workshops, participants identify and discuss 10
specific behaviors that employees perceive as retaliatory.
Instructors then facilitate a process with managers to break down
denial that the behaviors occur and to understand the business
impacts of continuing current patterns. The course also intro-
duces three management skills that, if applied, will build trust
and reduce the fear of retaliation.
92 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 8
The foundational, empirical data to drive the research came
from McKinsey and Company. The company previously asked
them to do an assessment of how well it was implementing
its diversity and inclusion initiatives, identify gaps, and forward
recommendations.
Next, Navigant Consulting developed a first-of-its-kind
methodology to analyze four years of data from 10 different
sources and 110,000 data points. Using cross analysis and GAP
matrix, the team identified the 10 behaviors seen as retaliatory
and the three management skills to build trust and reduce the fear
of retaliation.
Benefits and positive changes achieved
During 2007, the diversity action organization coordinated
and conducted 51 sessions with 1,233 attendees. Every officer,
manager, supervisor, and HR representative attended the 8-hour
session. The 10 behaviors and three management skills were
taught by creating four video vignettes using professional actors
to demonstrate commonly occurring work situations that create
mistrust and fear of retaliation.
The response from participants has been overwhelmingly
positive. In fact, 96.8 percent of participants surveyed indicated
that the workshop was an effective method for getting issues out
in the open and learning from other managers how to handle
those issues. Additionally, they said that the workshop was
valuable in helping leaders at all levels understand the percep-
tions of retaliation and the negative effect it has on employee
productivity and engagement.
This session has become one of four mandatory leadership
development programs for supervisors to better manage the mix
of employees in the workplace and build higher levels of perfor-
mance and trust. The ultimate outcome is for employees to feel
valued, respected and productive, through a trusting relationship
with their immediate supervisor.
The true benefit of an effort like this will be realized several
years from now. The initial reaction from managers has been
resolve…resolve to make a difference and create a legacy that will
ensure Georgia Power’s success for many years to come.
Another indicator of effectiveness was the candid, company-
wide webcast on the subject by four senior executives, including
the CEOs of Georgia Power and Southern Company. That they
were willing to tackle this elusive and sensitive issue so openly
was unique. These executives were building trust in real time, a
fact embraced by employees who viewed the broadcast.
Profiles in Diversity Journal 2008 International Innovation in Diversity Awards
WellPoint, Inc.
Corporate Cultural Change
3
—One Person at a Time
WellPoint Health Networks and Anthem,
Inc. merged in 2004 to form the largest
health benefits company in the United States. Instead of
allowing a culture to evolve by default in this new company,
CEO and President Larry Glasscock designed a culture with
his new executive leadership team…a team comprised of
members from both legacy organizations.
The executive leadership team developed a mission,
vision, and five core values upon which the culture would
rely. The five core values are Customer First, Leading
Through Innovation, One Company One team, Personal
Accountability for Excellence and Integrity. Each of the values
has guiding behaviors which act as guideposts for all 42,000 of
our associates.
WellPoint’s innovation in culture is threefold: includ-
ing all 42,000 of our associates in our culture rollout,
demonstrating the value of applying our culture concepts, and
valuing ultimate diversity, the diversity of thought.
Immediately after the merger we contracted with Senn-
Delaney Leadership to design and cascade our culture
throughout the organization. Our leadership team under-
stood the importance of touching each one of our associates
personally. This has created the opportunity for each associ-
ate to understand how they individually influence the new
desired culture, which greatly increases the potential for this
new culture to be imbedded and sustained.
The rollout to our associates was scheduled in five waves,
based on geography. WellPoint operates primarily in 14
states, but we have associates in a total of 31 states. Currently,
we have reached 82% of our associate population.
The associate experience consists of a full day workshop.
They practice the culture concepts first hand and hear from
local leaders which of the concepts were most meaningful to
them and how they are using them in their own lives at work
and/or at home. The workshops are co-facilitated by two
WellPoint associates who also apply the concepts personally
and throughout the day share personal stories, conveying the
impact these concepts have had on them, and can have on
their fellow associates.
Associate Culture Workshop facilitators must pass a rig-
orous certification process which is overseen by Senn-Delaney
Leadership. This ensures the facilitators are grounded in the
culture concepts and are appropriate role models for other
associates by actively living WellPoint’s core values.
One key component of the workshop is delving into our
own operating system, as human beings. Each associate dis-
covers for themselves what types of thoughts they are having
that are influencing them to behave in a certain way, which
determines the results they are getting. If there are areas in
their lives where they are not getting desired results, they are
encouraged to identify their behaviors and examine the think-
ing/beliefs that are driving them.
We also explore the different preferences and tendencies
individuals have in communicating and relating to others.
Using a framework developed by Senn-Delaney, we identify
four different behavioral styles and associates discover what
their own preferences and tendencies are, and what others
prefer. Associates experience how each of them get results,
and discuss that all four types are needed for us to be a high
performing organization. The secret to success is not master-
ing one behavioral style, but to recognize the strengths and
challenges of each type and how to flex your own style to work
effectively with the other styles.
At the end of the one-day workshop each associate creates
an “I will” statement. They commit to taking action on one or
two insights they have had that day to increase their personal
effectiveness and fulfillment.
There are several indicators of the success of this initia-
tive. WellPoint has surveyed workshop participants 90 days
after going through the workshop. Positive feedback has
been received from our associates. In addition to tapping into
recent culture workshop participants, WellPoint also con-
ducts an annual, all associate engagement survey, to assess our
progress on living the core values and reaching our desired
culture. Our survey results indicate positive progress, despite
significant organizational change and turbulence within the
U.S. economy.
Ultimately, as humans, we are all just a group of think-
ers. WellPoint understands that valuing the differences and
similarities in our thoughts, and tapping into that diversity
to create a culture of competitive distinction, is what is going
to help us achieve our vision to “transform health care and
become the most valued company in our industry.”
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 8 93
Profiles in Diversity Journal 2008 International Innovation in Diversity Awards
CVS Caremark
4 A Partnership for a Diverse Workforce
CVS Caremark is the largest provider of
prescriptions and related health care services
in the nation. The company’s goal is to lead in the cutting-edge
development of diverse employment, training, and education
programs, and to establish CVS Caremark as the distinguished
model for innovative workforce initiatives. In order to help
realize this vision, CVS Caremark has established partnerships
with local, state, and federal agencies, educational institutions,
nonprofits, and faith-based organizations.
Recognizing a national trend that sees only 56 percent of
working-age people with a disability in a job, CVS Caremark has
maintained a commitment to hire and train people with disabili-
ties. CVS Caremark tailors its physical workplaces and job duties
to make the company more friendly and accessible to workers
with disabilities.
One particularly innovative partnership that formed in
2006 was with the Developmental Disabilities Institute (DDI), a
not-for-profit agency headquartered in Smithtown, New York,
with more than 30 locations throughout Suffolk and Nassau
Counties. Serving nearly 1,000 children and adults with a diag-
nosis of an Autism Spectrum Disorder (ASD), DDI is the largest
provider of services for individuals with autism on Long Island.
It provides educational, vocational, and residential programs,
as well as medical and dental services, for over 1,500 children
and adults with autism or other developmental disabilities.
CVS/pharmacy’s Long Island Regional office, Human Resources,
as well as district and store managers, worked with DDI’s
vocational department to ensure the placements were success-
ful and employees with disabilities were properly trained and
effective in a store setting.
The DDI partnership has proven to be incredibly success-
ful for both CVS and the employees the company has hired
through the program. Since the start of the program two years
ago, CVS has hired 12 employees with autism. Of the 12, nine
are still employed. One of the reasons this partnership has been
so successful is because CVS store managers have been open to
carving out a relatively small job with a small number of hours
for employees with autism.
One success story is that of George Hanna, an employee with
autism who has worked at a CVS/pharmacy in Long Island for
the past two years after coming through the DDI program. Hanna
94 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 8
works four days a week at CVS and his main job responsibilities
include spacing (making sure products are aligned properly on
shelves), cleaning, helping customers, and paging co-workers
and managers. His favorite parts of the job are helping customers
and cleaning, and he is especially proud of a certificate he was
awarded for his great work. Hanna’s grandmother says that she’s
seen a significant positive attitude change in her grandson since
he started his job at CVS, and he has really learned about respon-
sibility at his job. Hanna saw an opportunity to get training and
build a career; the company looked beyond his disability to see
the capable and committed employee he has turned out to be.
DDI feels that employment opportunities for individuals with
developmental disabilities are rare, and recently honored CVS for
its willingness to hire and support employees with autism and
developmental disabilities. The New York State Rehabilitation
Association (NYSRA) presented CVS of Suffolk County with its
“2007 Employer Recognition Award” at a breakfast celebration.
Members of DDI’s Adult Vocational program nominated CVS
of Suffolk County for the award in appreciation of their commit-
ment to employ over a dozen adults served by DDI in their stores.
The award recognized the collaborative effort put forth every
day by CVS’s Long Island Regional office, the Human Resources
department, as well as district and store managers to help place
DDI individuals.
Inclusion of employees with disabilities in the workplace
is an important part of CVS’ diversity initiatives. In 2006, CVS
received the New Freedom Initiative Award from U.S. Secretary
of Labor Elaine L. Chao. The award recognized CVS for dem-
onstrating exemplary and innovative efforts to recruit, hire, and
promote people with disabilities, incorporating the principles
of President George W. Bush’s New Freedom Initiative to give
people with disabilities the opportunity to fully participate in all
aspects of community life.
Committed to building an outstanding workforce through
the hiring, training, and retention of quality and diverse col-
leagues from all backgrounds and walks of life, CVS Caremark
and DDI have worked together to unlock the potential of people
with disabilities—which not only benefits the employees but is
good business for CVS Caremark.
Profiles in Diversity Journal 2008 International Innovation in Diversity Awards
KPMG LLP
Major League Baseball Is
5
Reviving Baseball in Inner Cities
As a firm, KPMG’s particular focus is on
youth and education. We recognize that all
too often, children from poorer communities
may be disadvantaged when it comes to acquiring basic reading,
writing, and math skills. Or they may lack a strong adult role
model in their lives to mentor and encourage them. Either way,
the result is a gap in skills that affects their future.
In June 2007, KPMG became the sole corporate sponsor of
Major League Baseball’s Reviving Baseball in Inner Cities (RBI)
program. The multi-year, multi-million dollar relationship with
Major League Baseball helps to further underscore our firm’s
commitment to diversity and provides our people with a compel-
ling and personally rewarding new way to give back to others.
Established by Major League Baseball (MLB) player John
Young in 1989, today RBI is a worldwide outreach program for
inner city boys and girls designed to increase participation in
baseball and softball and promote the inclusion of minorities
in the mainstream of the game, while encouraging academic
achievement, developing self-esteem, and teaching the value
of teamwork.
Why RBI is Unique
Our partnership with RBI enables us to provide volunteer oppor-
tunities to our partners and employees that are consistent with
our strategic goals as responsible corporate citizens. RBI helps us
change lives while supporting our commitment to diversity and
our profession.
Working through RBI, KPMG volunteers help inner-city
children learn how to play baseball and softball, and acquire the
skills they will need to excel throughout their lives. We believe
the dedication of our people will continue to be our most valu-
able contribution to RBI—the direct and long-lasting impact they
will have on the children whose lives they touch through a simple
game of baseball or softball.
Our support of RBI has had immediate results, with far-
reaching impact. We’re especially proud that:
• Working with MLB, KPMG helped launch RBI in six cities in
2007 and helped create a National Board of Directors.
• With preparations for RBI’s 2008 season now underway,
KPMG has helped nine more cities to launch programs—for
a total of 15—and is facilitating launches in six additional
cities, including in Hawaii and Puerto Rico.
KPMG and Major League Baseball Charities established the
“RBI for RBI” Scholarship Fund, a new initiative that will provide
RBI high school seniors with financial support to pursue a post-
secondary education. More importantly, each scholarship recipi-
ent will be assigned a KPMG mentor who will provide encour-
agement as the student makes this life transition. In addition
to the initial endowment of $500,000, KPMG and MLB will
donate $1 for each run batted in throughout the major league
baseball season.
More than 900 KPMG partners and employees volunteered
for RBI activities across the United States. They served as on-field
coaches and scorekeepers, field maintenance, and site manage-
ment personnel, and off-field volunteers working in classrooms
to help provide various academic and mentoring programs to
RBI’s boys and girls.
KPMG has developed two educational courses for RBI
youth—“Skills that Pay the Bills” and “Fair Ball”—to be delivered
by KPMG volunteers. Each course will help kids see business as
an exciting career opportunity and educate them on the ethical
issues that transcend sportsmanship and life.
We established a permanent Community Sponsorships team
within KPMG that’s focused on expanding our RBI initiatives
and activities, as well as RBI Core Teams and volunteer networks
in KPMG offices in each of the original RBI cities.
Chairman and CEO Tim Flynn presented a donation of
$1 million to MLB during the 2007 World Series, representing
KPMG’s initial financial support.
Since our involvement with RBI began in June 2007,
KPMG partners and employees have had many opportunities to
volunteer, including during MLB’s 2007 All Star Week. Those
opportunities will continue throughout the 2008 season as our
people volunteer at RBI tournaments and clinics, and again dur-
ing All Star Week.
Measuring—and Sustaining—Success
According to Major League Baseball, in 2007, 17 RBI alumni
were selected in Major League Baseball’s draft. And in the years
since RBI began, 30 Major League ball clubs have drafted more
than 150 RBI graduates.
But even more importantly, thousands of girls and boys
have graduated high school, attended college, and are building
successful careers. RBI enables KPMG to reach out to inner city
youth and encourage them to look toward their own futures.
We are extremely proud to have the opportunity to team with
MLB. Our involvement reaffirms our commitment to diversity
and our communities, and inspiring boys and girls as they reach
higher, strive for a brighter future, and achieve goals they thought
were otherwise unattainable.
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 8 95
Profiles in Diversity Journal 2008 International Innovation in Diversity Awards
Burger King Corporation
Women’s Leadership Forum (WLF)
6
Mentor Program
The Women’s Leadership Forum
(WLF) was founded at Burger King
Corporation (BKC) in 1998. This organization was formed
by a group of BKC women in the corporate headquarters
who had a vision to enhance the leadership potential of
women within the company by providing opportunities for
continuous learning and networking, both inside and out-
side of the organization.
Today, the WLF consists of more than 300 BKC
employees worldwide—20 percent of whom are men—
who have the opportunity to participate in an array
of mentoring, community outreach, and professional
development programs.
The WLF began offering a structured mentoring
program in 2001 with the support of BKC, with great
results. In 2007, BKC support led to its expansion both
financially and organizationally to become a linchpin of
the corporate workforce self-development goals, as all
officers and directors are required to participate, enabling
BKC to extend the benefits of the WLF Mentoring Program
to a broader audience.
The program pairs a senior level professional with a
more junior level person from a cross-functional part of
the business. It is primarily a mentee-driven program in
which all of the mentees are self-nominated so the dedi-
cation to results is based on each mentee’s commitment.
While the program is flexible in order to meet the specific
objective of the mentee, there also are business objectives
of the mentoring program. They are to:
• Enhance employee effectiveness and results by estab-
lishing supportive relationships with senior individuals
outside their immediate work group.
• Assist employees in advancing their career opportunity
potential and complement additional current training
opportunities offered at BKC.
96 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 8
• Motivate employees by providing additional
supportive individuals that encourage development
and performance results through proven leadership
and experience.
• Provide resources for demonstrating and modeling
leadership.
• Provide an opportunity for employees to engage in
professional networking.
• Support employees in adjusting to and providing
leadership in a changing corporate culture.
The keys to the success of the program are
the dedicated 9-member Steering Committee and
26-member Implementation Team (I-Team). The chair of
the Mentorship program rotates among WLF members.
These volunteers facilitate several aspects of the men-
tor program: applications, interviews of mentors and
mentees, and the training. They also provide a resource
to aid the mentor/mentee relationships throughout the
year—devoting significant man-hours.
Impact of the Program
The WLF mentoring program has grown in its impact
each program year. The number of participants has
grown, and the participants have confirmed its benefit in
addressing their personal objectives. Several members have
participated each of the years as a mentee, mentor
and/or I-Team member.
This year’s mentor program is the largest to date with
over 250 people involved in 115 pairings. This includes
a few dual mentors/mentees and two executive team
members who have volunteered to become mentors
to more than one mentee. The expansion of field par-
ticipation to almost 50 percent of the program further
magnifies the impact of the program. Female participa-
tion has increased over 240 percent, and there is increased
participation from ethnic minorities as well.
Profiles in Diversity Journal 2008 International Innovation in Diversity Awards
Sodexo
7
Ten Key Elements
At Sodexo, we employ more than
120,000 employees at more than 6,000
locations across North America. Increasing diversity and
inclusion is one of our strategic imperatives, as we firmly
believe that this helps us fulfill our mission “to contribute
to a more pleasant way of life for people…”
Sodexo’s Ten Key Elements model, which can be repli-
cated in other organizations, underpins our systemic cul-
ture change efforts and has been an organizing framework
to keep us focused and helped us get traction in a relatively
short period of time.
Through the Ten Key Elements, we have enhanced
employee engagement and client retention, and provided
added value for business development. Here is a descrip-
tion of the Ten Key Elements:
1. Commitment from the top. Our chief diversity
officer reports directly to the CEO, who chairs the
diversity leadership council. The executive team
demonstrates commitment and personal involve-
ment through executive sponsorship, mentoring,
ongoing diversity education, and connecting with
diverse communities.
2. Strong business case. Sodexo’s leaders understand
how critical D & I is to our success, making it one
of our six strategic imperatives. We recognize its
role in recruiting and retaining the best talent. It
is a key differentiator for Sodexo with our clients,
customers, and employees, and is helping to grow
the business.
3. Clearly articulated diversity strategy. Our
“top down-bottom up” strategy includes the work-
place, stakeholders, and the communities in which
we do business. The strategy continually evolves
as we drive initiatives through four strategic
levels including leadership at all levels, awareness
and skills to manage diverse teams, recruitment
and retention of the best talent, and internal and
external communication.
4. Resources and structure. Three senior directors
report directly to our market presidents acting
as CDOs in their respective business lines. In
addition to the close to 20 content experts who
work within the diversity office, we trained and
manage a pool of 20 external consultants who
provide interventions for our teams.
5. Grass roots involvement. Our six “best in class”
employee network groups drive engagement at the
grass roots level, while our market segment diver-
sity councils focus on operational engagement.
6. Measurement system. Sodexo’s innovative
Diversity Scorecard Index evaluates progress
in recruitment, promotion, and retention of
minority and female exempt employees. This
measurement system has proven to be key to our
culture change.
7. Accountability. A significant portion of the bonus
is tied to our Diversity Scorecard Index. It is
noteworthy that the CEO has opted to pay out
these bonuses, independent of profitability.
8. Supplier diversity and partnerships. Sodexo
nurtures over 60 partnerships in diverse commu-
nities as a part of our external relations strategy.
We use our diverse vendor program as a sell-
ing point of differentiation and build equity in
communities that grow both businesses.
9. Recognition. Sodexo’s formal and informal
recognition programs, including “Champions
of Diversity” and “Spirit of Sodexo,” acknowl-
edge exceptional efforts and reinforce role
model behaviors.
10. Diversity integrated into core of business.
Through the Ten Key Elements, we are mak-
ing diversity and inclusion an inherent part of
our culture and business growth, domestically
and globally. With diversity and inclusion as a
competitive advantage, Sodexo is an employer of
choice and the benchmark for customers, clients,
and communities.
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 8 97
Profiles in Diversity Journal 2008 International Innovation in Diversity Awards
New York Life
8
Finding Work Through The Web
New York Life’s Women’s Market
unit created a user-friendly Web site to
provide information about the benefits of a career as a
life insurance agent at New York Life. The Web site for
women—www.nylcareersforwomen.com—provides easy
access to information about the rewards a career in life
insurance can offer women at all stages of their profes-
sional development.
The benefits, which many women seek, include the
ability to have a flexible work schedule, the opportunity
for unlimited income potential, and a career that offers
lifelong training and support from a company of experts.
In essence, as a life insurance agent at New York Life one
has the opportunity to be an entrepreneur while being
supported by a Fortune 100 company that offers additional
benefits including health insurance, participation in a
retirement plan, and residual compensation.
In addition, life insurance agents build lasting relation-
ships in their community as they help families achieve
financial security. Surveys show that more than 70 percent
of women agents feel making a difference in people’s lives
is their main reason to become an agent.
The purpose of the Web site is to recruit women to
become life insurance agents and managers. The site
allows visitors to take a step towards a career in life insur-
ance. It also serves as a method for New York Life to gain
insight that can be used in the future for various Women’s
initiatives both online and off. Online surveys are regularly
98 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 8
used as well as web analysis tools to gauge what visitors
are most interested, in such as the on-line videos featuring
successful agents and managers.
Many departments and individuals at New York Life
were involved with the implementation of the project.
The corporate Internet department (CID) worked closely
with the Women’s Market to create content, incorporate
interactive tools, and design the look of the site. After CID
performed tests, management and communicators in the
company analyzed and approved these elements. Many
agents and managers regularly participate by sharing their
real life success stories and providing ongoing feedback
and content and suggestions.
The Web site is reaching people who might not have
been aware of the career opportunities at New York Life.
The Women’s Market and New York Life in general have
benefited from the increase in the pool of potential agents.
The number and quality of applications that have already
come through the site have far surpassed initial expec-
tations. An unexpected benefit was that this pool also
includes men.
In addition, nearly a third of the Women’s Market
newly-hired agents in 2007 originally researched the
company and a career in insurance over the Web before
applying. The Web site was one of the factors in the suc-
cess of the Women’s Market surpassing their 2007 hiring
objective.
Profiles in Diversity Journal 2008 International Innovation in Diversity Awards
Credit Suisse
9
Credit Suisse Family Network
At Credit Suisse, developing and
promoting an inclusive workplace is of
utmost importance. Credit Suisse’s innovation and drive
stem from the diverse backgrounds, ideas, and experiences
of our employees. Therefore, the optimal work environ-
ment is one in which all employees are accepted and treat-
ed with dignity and respect. The end goal is clear: promot-
ing diversity within Credit Suisse is not only beneficial for
our employees, but for our clients and the bank as well.
The high value Credit Suisse places on diversity spurred
the creation of our four Employee Networks: Americas
Women’s Network, the Open Network, the Multicultural
Resource Network, and the Family Network (USFN).
These global networks are open to all employees and serve
as forums through which employees can share their expe-
riences, ideas, and knowledge. These diverse organizations
facilitate career growth through informal mentoring and
networking, offer further access to senior management,
help employees maintain a balance between work and
personal life, and enable employees to engage in and drive
diversity efforts.
The Credit Suisse Family Network’s mission is to create
an information network that supports working families uti-
lizing practical tips and shared personal experiences from
members, research from external resources, and experts
with a strong focus on child and elder care issues. The
USFN acts as a channel for Credit Suisse’s family-related
activities, provides additional opportunities to network
across divisions, offers feedback to the bank regarding
existing and proposed policies, and positively influences
corporate culture to embrace work/life balance.
With over 1,200 active members, the Family Network
is able to provide a wide range of programming con-
cerning the parenting lifecycle and caring for children,
parents, and grandparents. These programs correspond
with the network’s commitment to address, among
other issues, children with special needs, alternative family
structures, elder care, family building, parenting of chil-
dren from kindergarten through high school, and college/
education planning.
Every month the USFN hosts a lecture event featuring
a guest speaker on a topic of relevance to families.
The Credit Suisse Family Network also sponsors a
series of programs and workshops such as:
• CPR Courses for infants, children and adults taught
by experienced paramedics
• “Ask the Pediatrician”—a regularly offered program
• “The Parent Equation: The Art and Science of
Parenting”—a six part series
• First Aid Workshops for medical and traumatic
emergencies
• “Thriving Teens: Parenting for Positive Growth”—a
six part lunch series
• Childproofing Classes—a frequently offered and
highly popular seminar.
Additionally, members of the Family Network have
organized monthly discussions to further explore the
broad range of interests within the organization.
In support of all Credit Suisse employees with children
in high school, the Family Network also coordinates a
yearly College Expo in which 400 employees and their
college bound children participated. The positive feedback
was overwhelming and the success of the College Expo
enabled the Family Network to partner with Credit Suisse
to establish a Scholarship for Children of Employees.
At Credit Suisse, we determine success in terms of
impact. With an annual event attendance of approximately
3,000 (roughly 30 percent of our New York employee
population), we regard the Credit Suisse Family Network
as an overwhelming success. The USFN has truly made
an impact not only within its membership, but also
throughout the entire bank.
The Credit Suisse Family Network is an outstand-
ing organization that has done an incredible amount of
work to increase diversity and inclusion in the workplace.
Through its innovative programs, the USFN has provided
a necessary support system for employee parents and care-
givers, and, more importantly, has helped to mold Credit
Suisse into a larger, more accepting family.
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 8 99
Profiles in Diversity Journal 2008 International Innovation in Diversity Awards

Borders Group, Inc.

10
Age 50+ Job Seeker Workshops
Borders Group established a diversity Participant feedback, personal observations and subse-
initiative more than six years ago to sup- quent participant follow up confirms that the Age 50+ Job
port the business imperative of diversity in the workplace. Seeker Workshops had a significant and positive influence
Through the work of an internal Diversity Task Force and on the mindset and job searching capabilities of those
related subcommittees and advisory councils, the initiative attending. Borders is currently looking at conducting more
focuses on four strategic cornerstones of diversity: reflect- of these sessions in major markets around the country.
ing the communities Borders Group serves; anticipating
The personal reactions have been consistently favor-
and surpassing the expectations of diverse customers;
able and strongly confirm the value and effectiveness of the
formalizing a supplier diversity program; and building
workshop venue, material and presentation. Representative
internal and external awareness of Borders Group’s com-
written comments include:
mitment to diversity.
• “This was an excellent high-level presentation with
As an extension of our commitment to diversity—and
just so much detail.”
more specifically, our belief that older workers are a valu-
able part of America’s workforce—Borders Group teamed • “This is a very important issue at this time when
with RetirementJobs.com and AARP to launch a series of there are so many of us beyond 50. Thank you all for
free Age 50+ Job Seeker Workshops in four Boston-area this information.”
Borders stores. The 90-minute workshops were targeted
at job seekers, age 50-plus, and were intended to enable • “Excellent presentation – good mix of detail and
them to plan and complete a successful job search. A humor. I learned a lot.”
total of 175 job seekers attended the sessions. The work-
shops were led by Bob Skladany, VP Research & Services
for RetirementJobs.com, and Ed Redfern of the AARP
Workforce Issues Team.

The sessions, though small in scale, were a great exam-

ple of the positive things that result when different com-
panies, which share at least one goal, come together at the
local level to provide trusted and valuable information to
a specific population segment. Expenses for these sessions
were kept at a minimum: the sessions were conducted at
Borders stores; attendees were provided with simple hand-
outs; and marketing was limited to traditional in-store
promotions and local media outreach via a press release.
Planning for these sessions was coordinated at the corpo-
rate office level, but store staff was integrally involved in
ensuring the sessions were executed properly.

100 Pro f i les i n Dive rsit y Journal J u ly / A u g u s t 2 0 0 8

PrOFiLes in Diversity JOUrnAL 2008 iNTerNaTioNal iNNovaTioN iN DiverSiTy AwardS

Awards of Excellence Profiles in Diversity Journal is proud to honor the

following companies with our Award of Excellence for their innovations in diversity. They are
presented here in alphabetical order.

The awards honor individuals or nonprofit organiza-

Alegent Health tions that advocate and protect civil and human rights;
Five-level lead the fight against discrimination and prejudice;
Diversity Training foster positive communication; and promote relations
Award of among persons of different backgrounds or physical
Excellence As tHe second LArGest employer and mental abilities.
in Nebraska, Alegent Health, a healthcare
A Scholarship Banquet will be held in July of every
system in Iowa and Nebraska with over 8,700 employees,
year where both the Diversity Healthcare Scholarship and
felt the need to foster diversity by strengthening employ-
Diversity Awards will be given. Recipients are selected by
ee and community relationships. In october 2007, the
the Alegent Diversity Council.
Alegent diversity department launched a new, five-level
The purpose of all of our initiatives is to live out our
training program series that has been rolled out to over
mission: “Faithful to the healing ministry of Jesus Christ,
6000 employees. The new training modules are created
our mission to provide high quality care for the body
to increase diversity awareness among employees as they
mind and spirit of every person…To achieve this mission
provide care in a Healthcare environment.
we pledge to be creative, visionary leaders committed to
Monthly “Cultural Food Days” were implemented in
the most holistic healthcare in the region.”
January 2008 to bring cultural awareness to each hospital
campus by delivering historical, geographical, cultural,
religious, and nutritional information to employees. we
collaborated with our three Child Development Centers
to develop an educational program around each culture Excellus BCBS
which would allow the children, grandchildren, or family Cornerstone Poster and
members of Alegent employees to learn about our many Newsletters Series
diverse cultures. Employees and their families made the Award of
decorations for the displays. Excellence “It GiVes Me GreAt PLeAsUre
to introduce the inaugural issue of
other training modules included the following:
‘Cornerstone.’ This monthly newsletter is designed
• A free semi-annual Health Care Career Camp was
to inform you about national monthly diversity
offered to 50 diverse high school students in an effort
themes, showcase the talents of our regional Diversity
to breech the gap between generational diversity.
Network groups and highlight [Excellus BlueCross
• Four Diversity Healthcare Scholarships were
BlueShield’s] community outreach programs and
created for graduating high school seniors or
partnerships. The office of Diversity is dedicated to
current college students who are pursuing healthcare
fostering an environment where the contributions of all
related fields. These scholarships give the non-typical,
employees are valued.”
non-traditional student the opportunity to pursue a
These were the words used by David klein,
post high school education.
president and CEo of Excellus BlueCross BlueShield, to
• Four Community Diversity Awards were created to
introduce the office of Diversity Cornerstone newsletter
strengthen and recognize community relationships.
and posters.
102 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 8
PrOFiLes in Diversity JOUrnAL 2008 iNTerNaTioNal iNNovaTioN iN DiverSiTy AwardS

Excellus BCBS (continued)

The Cornerstone newsletter and posters seek to inform
and educate employees by highlighting diversity issues.
The newsletter features information pertaining to diversi-
ty in our workplace and the world around us. Each edition
highlights a monthly theme, Diversity Network (D-NET)
activities, Champions for Diversity spotlights, diversity
quizzes, as well as a “Lest we Forget” topic, which gen-
erally relates to a historical event or topic related to the
monthly theme.
The National Diversity Calendar determines the theme
for each month. The Diversity Networks are volunteer
employee groups designed to support and sustain diversity
efforts in the company by planning activities, speakers, and
fairs centered on diverse topics. Champions for Diversity
highlight employees within the company who uphold the
mission and philosophy of the office of Diversity.
Cornerstone posters precede the newsletter and are
meant to serve as a teaser to spark the interest of employ-
ees as well as create conversation pieces especially in
common, yet “awkward” gathering areas such as the
elevator, the lobby, or the restroom. The posters include
intricate graphics, quotes, and quick blurbs relating
to the topics in the upcoming newsletter. The posters are
designed so they can be displayed in a variety of ways and
in various locations, even as framed art.
The posters are distributed in hard copy format and
are mailed throughout our upstate New York region, from
Buffalo to Utica. Excellus BCBS employs 7,000 workers
throughout upstate New York, covering a service area that
spans about 380 miles. The newsletter is distributed both
electronically and in hardcopy format. Employees may
visit the Diversity web site and click on the link to find not
only the most current Cornerstone newsletter, but to also
access prior editions.
Launching Cornerstone was a collaborative effort
between the diversity office, human resources, corporate
communications, corporate administration, and mail
services. Because this was a new initiative, budgets and
line items had to be shifted and reallocated. with the sup-
port of the CEo and our financial offices, all of this was
done with great ease. To ensure that we had the right look
for our venture, we purchased new computer software
packages and conducted training sessions to create the
Cornerstone Poster.
The benefits and observed positive feedback have
been overwhelmingly positive. The feedback from
employees has only served to strengthen our efforts to
select executive-level diversity champions and identify-
ing diversity related themes that speak to the lives of
our employees.
Freescale Semiconductor
Inclusion
Training
Award of
Excellence IncLUsion trAininG at Freescale
was launched in 2006 as the result of
diversity-related conversations that took place over the
course of the last few years. The first phase of this train-
ing was titled, “winning Culture & Inclusion.” This
was the first training of its kind at Freescale in an effort to
build awareness around diversity.
Freescale had a strong desire to define inclusion in
meaningful terms, especially with the arrival and creation
of a new winning culture and inclusion director and team.
As the conversations continued, Freescale became con-
vinced that launching an e-learning course was the most
effective and innovative way to build understanding and
a global definition of inclusion that would resonate with
every employee.
The “winning Culture and Inclusion” training module
is an online course that is for all levels of employees and
embedded into the onboarding processes for new hires.
The course was designed specifically to deliver effective
winning culture and inclusion content, with examples,
utilizing communication, coordination, and teamwork.
There were several obstacles that had to be over-
come: The company would not settle for off-the-shelf
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 8 103
PrOFiLes in Diversity JOUrnAL
Freescale (continued)
content; the learning had to be delivered in five languages;
the launch of the training had to be in real time for all
employees; and finally, the content had to include busi-
ness conduct and inclusion examples for working across
borders, not just U.S.-based diversity issues.
To manage these expectations, the e-learning project
manager worked with his counterparts in all regions to
solicit input from employees on what inclusion meant
to them, how inclusion plays out in real scenarios, and
the variety of anticipated outcomes. It was important for
employees to relate to the content and actually put them-
selves into the scenarios that were created. They defined
what inclusion genuinely meant to them in their primary
languages, including Mandarin, Spanish, French and
English. The same individuals led a Q&A session for the
course student to close the training module.
The objectives of the training were to increase diver-
sity/inclusion awareness among employees and provide a
visual metric behind diversity/inclusion and its impact on
talent and culture. To meet these goals, the team tapped
several resources that grew this initiative into a truly
global and collaborative effort. Some of these included
the information technology department, legal, corporate
communication, HR, and creative services.
As a result of Freescale’s diversity training, posi-
tive changes are underway including an overall shared
understanding of what inclusion and diversity mean at
Freescale, enabling the company to grow every day. So
far, 21,000 of 24,000 Freescale employees have taken the
winning Culture and Inclusion training.
The launch of diversity training has been a milestone
for Freescale and has contributed to the elevation of
inclusion as a key, global business imperative. The team
continues to encourage and drive more and more conver-
sations every day that will undoubtedly shape its future
training offerings. These conversations facilitate employee
solutions and empower employees to be the best ambas-
sadors possible to customers and to one another; they
will serve as the bridge between ongoing innovation and
long-term sustainability.
104 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 8
2008 iNTerNaTioNal iNNovaTioN iN DiverSiTy AwardS
Interpublic Group
Leadership for
Progress Initiative
Award of InterPUbLic GroUP (IPG) is a
Excellence global provider of advertising and
marketing services.
Through our 43,000 employees in all major world mar-
kets, our companies specialize in consumer advertising,
interactive marketing, media planning and buying, public
relations, and specialized disciplines. our clients include
many of the world’s best-known companies and best-
loved brands.
IPG began a formal Diversity and Inclusion effort in
2004, with the hiring of the first director of diversity in
our industry. Since then, the company has implemented
a number of new initiatives to complement recruitment
and hiring efforts. These initiatives included a two-year
fellowship program, employee Business Resource Groups,
education and training, an active supplier diversity pro-
gram and a menu of metrics to gauge progress.
In 2006, IPG launched an initiative that would serve as
a catalyst for deeper and more enduring change through
a cohesive strategic approach. The IPG Leadership for
Progress Initiative is breaking new ground and building
a foundation for success. For us, this effort represents an
innovation in governance and leadership, a foundation
for sustainability and institutional commitment, a com-
mitment of appropriate resources, an effort that is deliver-
ing clear benefits to the organization, and a strategy that
has taken hold and demonstrated results.
Because of the initiative, which began in 2006, the IPG
board of directors, the CEo, and the company’s agency
CEos are now formally aligned to make progress against
an important business strategy.
The IPG Board of Directors holds annual Diversity
and Inclusion reviews. IPG’s chairman and CEo, Michael
PrOFiLes in Diversity JOUrnAL 2008 iNTerNaTioNal iNNovaTioN iN DiverSiTy AwardS

IPG (continued)
I. Roth, personally leads the IPG Network Diversity
Council. The Council, which meets as many as three
times each year, consists of his direct reports, the CEos MGM MIRAGE
of IPG agencies and the leaders of new employee Business Women of Color
Resource Groups. Conference
Compensation is linked to progress with workforce Award of
diversity at all levels, including supplier diversity and the Excellence MGM MIRAGE is a presenting sponsor
of the women of Color Conference. Last
implementation of best practices within each organization.
year’s inaugural event was the first of its kind in Las Vegas.
The Leadership for Progress Initiative is establishing
Members of the corporate diversity department were
an enduring, institutionalized foundation to bring about
catalysts in creating the event along with the four ethnic
sustainable diversity and inclusion. The initiative address-
chambers of commerce—American Indian, Asian, Latin,
es long-term commitment, leadership involvement and
and Urban. This historic event attracted more than 500
governance, and accountability for measurable results.
minority women and men who gathered to participate in
Substantial resources are invested to ensure the effec-
workshops ranging from health and wellness to personal
tiveness of The IPG Leadership for Progress Initiative.
finance, beauty and self-esteem, career development, and
Funding has been made available, and the initiative is
leadership skills.
supported by the board and top management on a con-
The conference attracted local and national leaders
tinuing basis.
including Marilyn Johnson, vice president of market
Now in its second year, the IPG Leadership for Progress
development for IBM; Juana Bordas, author and president
Initiative has benefited our network at the corporate and
of Mestiza Leadership International; Terrie williams,
agency levels in many ways including the following:
entrepreneur and motivational speaker; Sachi koto, presi-
• Diversity and Inclusion are being worked into IPG’s
dent and CEo of Sachi koto Communications; Brenda
cultural and corporate DNA.
Perryman, author and performance poet; Nevada First
• CEOs and other C-Suite stakeholders are becoming
Lady Dawn Gibbons; and Nevada Attorney General
partners with human resources leaders, diversity
Catherine Cortez Masto.
managers and supplier diversity officers.
Debra Nelson, MGM MIRAGE vice president for
• The initiative is promoting more credibility with
corporate diversity, communications and communi-
employees and talent markets.
ty affairs, saw a need for dialogue among minority
• Workforce diversity, supplier diversity and inclusion
women in the Las Vegas community. She approached the
programs are beginning to take hold.
chambers of commerce with the idea, and they
• More agencies have begun to implement similar
overwhelmingly agreed. From there, a day-long event was
approaches, including many of our largest subsid-
created to bring women together from across Southern
iaries such as McCann-Erikson, Draftfcb, Initiative,
Nevada and beyond. The goal of the event was to
Deutsch, and Universal McCann, among others.
provide leadership, networking, and learning opportuni-
• In the U.S., the network’s representation of people of
ties through a variety of workshops.
color has doubled!
As a presenting sponsor last year, MGM MIRAGE con-
tributed in-kind donations to the conference. Additionally,
the company had six executives on the planning commit-
tee and enlisted the department’s three summer interns to
work on the conference.
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 8 105
PrOFiLes in Diversity JOUrnAL
MGM MIRAGE (continued)
For the upcoming 2008 women of Color Conference,
MGM MIRAGE has committed to a leading role as
a presenting sponsor in addition to hosting the event
at its Mandalay Bay Resort & Casino. Debra Nelson
serves as chair of this year’s planning committee and sev-
eral executives are again playing key roles in the success
of the event.
The women of Color Conference benefits women
of all ethnicities, professions, and social backgrounds.
Conference attendees include students, young profession-
als, seasoned executives, and business owners in numer-
ous fields. Perhaps the biggest beneficiary, however, is the
Las Vegas community, as the conference is a demonstra-
tion of the collective power of the local minority chambers
of commerce to enact a program that benefits women
across the country. The inaugural conference also raised
$20,000 which was donated as scholarship funds to the
four chambers.
The inaugural women of Color Conference received
a tremendous amount of positive response. Surveys were
filled out by conference attendees, rating the conference
on quality of speakers, timing of events, relevance of
discussion topics, etc. overall, attendees felt informed,
inspired, and looked forward to future events. The confer-
ence attracted participants from around the country, and
several attendees have created similar events in their local
communities. Additionally, the success of the inaugural
conference led to it becoming an annual event.
New Jersey DEP
Beyond Diversity Training
Award of THe New Jersey Department of
Excellence Environmental Protection (DEP) is an
agency that provides environmental ser-
vices and information to the residents of New Jersey. By
2010 the population of New Jersey is expected to reach
106 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 8
2008 iNTerNaTioNal iNNovaTioN iN DiverSiTy AwardS
50 percent minority classified groups, making New Jersey
one of the most diverse states. According to the DEP’s
office of Environmental Justice, DEP is now looking at
the impact its decisions and services have on its minor-
ity population. As such, diversity competence is a critical
component for DEP’s effective and productive operation.
As communities become more diverse, there is a
need to assist individuals in learning ways to better
communicate with one another across difference. The
Diversity Training workgroup (DTwG) sought to bring
together a dialogue with managers about issues such as
race, sexual orientation, workplace, and education, in
a way that is safe, constructive, and leads to growth for
the organization.
The training prepares individuals to participate in the
creation of a respectful, multicultural society that honors
the background and experience of all individuals. The
training focuses on making participants aware of how
racism is connected to both conscious and unconscious
attitudes and behaviors. It moves beyond the notions of
superficial politeness and political correctness to teach a
way to talk about race in a culture that offers few oppor-
tunities for honest, open communication across racial,
ethnic, and other differences.
Diversity as defined in DEP Policy #2.02 means the
mosaic of people who bring a variety of backgrounds,
styles, perspectives, values, beliefs, and differences as
assets to the groups and organizations with which they
interact regardless of race, color, gender, national origin,
religion, age, disability, sexual orientation, or marital sta-
tus. key indicators that further define Diversity include:
• Creates harmony among individuals and enables the
department to use everyone’s abilities more effectively;
• Enables the Department to have a workforce, includ-
ing management, that is reflective if its stakeholders;
• Encourages a climate of inclusion and involvement,
which minimizes tension;
• Cultural competence skill building through effective
communication, training, and hands on experience.
Thus far the training program has only been provided
to DEP managers (Section Chiefs and above). To date,
PrOFiLes in Diversity JOUrnAL 2008 iNTerNaTioNal iNNovaTioN iN DiverSiTy AwardS
New Jersey DEP (continued)
there have been several noticeable benefits. Managers
are articulating the organization’s diversity goals and can
identify common stereotypes and realize their negative
impact. They are demonstrating the skills needed to man-
age a diverse workforce and have a better understanding of
the business case for diversity.
DEP’s Diversity Training workgroup (DTwG) evalu-
ated three of five training sessions. The evaluation assessed
the level of knowledge or competency of the training on a
scale of 1 to 5, with five being excellent. The results clearly
demonstrated that the participant’s knowledge and com-
petence of diversity management increased significantly as
a result of taking the course.
The evaluation also asked the participants if the training
met their expectations. over 95 percent of the participants
said that it exceeded their expectations. over 98 percent
said that they would implement the course content in their
managerial roles.
Ottawa Police Service
The Workforce Census
Award of In 2003, the ottawa Police Service recog-
Excellence nized that making the organization more
diverse would enable it to better serve the diverse commu-
nity at large. The outreach Recruitment Project was born.
one of the main principles of the outreach Recruitment
Project was fact-based decision making. The police service
needed to know who made up its ranks before it could
establish where as an organization it wanted to go. work
on devising a way to collect that information started
mid-2004 with the idea of a census. In March 2006, the
ottawa Police released the results of its census. The census
has fundamentally changed the way the police operate and
significantly fuelled progress on ottawa Police Service’s
quest to become employer of choice for all.
The results provided the police service with the ability
to identify the demographic characteristics of its employee
population. This information was in turn used to develop
and implement specific programs, policies, and practices
that support its employees.
Prior to the census, the police service was simply guess-
ing when the community asked ‘Does anyone at the Police
speak my language?’ or when human resources wondered
if there was a need for employee support in a particular
area, such as elder care. The workforce census helped
answer those questions and more.
The census consisted of 28 questions involving age,
marital status, gender, sexual orientation, education, skills,
ethnic/cultural group, citizenship, visible minority status,
aboriginal ancestry, disability, religion, and language.
More than 640 pieces of information were gathered. The
resulting report became the baseline instrument that man-
agers rely on to this day to develop their plans, policies,
and procedural recommendations.
This was the first time a police service in Canada
conducted a voluntary census of this scope. An outside
consulting agency was used and tabulated the results.
Communications efforts before, during and after the
census demonstrated the organization’s commitment to
promote transparency through the entire process. From
the start, the very decision to model the quest for data
around a Census—something recognizable, trustworthy,
voluntary—lent the effort legitimacy.
The census findings revealed a rich and varied organi-
zation in terms of skills, demographics, and experience.
Census information directly helped establish the business
case to expand programs and services, like dependent
care, language training, changes in subsidies for education
training, and the curriculum for diversity awareness training.
It was also used to identify gaps in workforce charac-
teristics such as language, religion, and culture to steer
recruiting efforts.
Best of all, for the first time, the police service can now
speak openly and factually about how it does or doesn’t
represent some segments of the community. The census
has helped open doors and establish clear lines of com-
munication, a critical factor in building successful partner-
ships and fostering trust between the community and the
ottawa Police Service. PDJ
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 8 107