50
Rohini Anand
Senior Vice President and Chief
Diversity Officer, Sodexho
David M. Sampson
Senior Vice President,
Diversity Initiatives,
Marriott International
ties. The objectives are mapped to internal or external availability as well as
benchmarked against the most favored group in order to ensure that we are
recruiting, retaining and developing individuals based on the available work
force and the pipeline, as the case might be. Additionally, the scorecard
includes qualitative metrics that ensure that managers are given credit for
the underlying processes that drive the outcomes.”
JENKINS: “We have proactive efforts in place—like our formal mentoring program, succession planning, INROADS program, high-school/college interns, management-training programs and associations
with the National Black MBA Association and the Society of Hispanic
MBAs—that ensures a continuous flow of diverse talent. We also pay close
attention to our representation of diverse talent in all of our management
ranks and place a strong emphasis on ensuring that our pool of candidates
for management openings [is] diverse.”
REED: “As an organization, Cingular is very comfortable with metrics
and accountability ... We evaluate the performance results of our succes-sion-planning process along with merit/bonus and promotion results to
ensure equity and inclusion. We have an outreach strategy that allows
Cingular to maintain a pipeline of high-quality and diverse [employees].”
SAMPSON: “We have a thorough process in place to identify all qualified candidates to make sure that we put the right people in the right positions. We continuously strive to accurately reflect the diversity within our
company at all levels. We are a company that believes in training. We
make sure that all of our associates have the tools and education they need
to improve their skills so they can advance to the next level. We have
professional-development programs in place that enable our associates to
create and attain short-term and long-term career goals. We encourage all
employees to take advantage of them.”
MODJTABAI: “We have a very rigorous process in place for reviewing
the potential and performance of team members and for identifying their
development opportunities. We undergo our talent-review process at the
corporate level and across business lines every quarter and inspect what
our turnover, promotions and hiring looks like with a special focus on
diverse talent.”
ADAMS: “BellSouth has programs and practices in place to identify
potential candidates for promotion such as our First Line Manager
Development Program, ‘Team Leader’ assignments and high-potential
leadership programs. There also is a corporate-wide commitment to consider internal candidates to fill open positions before recruiting from the
outside. This allows internal candidates to be considered first for promotions. Close ongoing review of the promotion data by the Chairman’s
Diversity Council is another checkpoint to identify possible gaps. The
council is then in a position to recommend or institute any policy reviews,
data analysis or guideline adjustments deemed necessary to keep the company on track with its goals in this area.”
