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Leslie D. Jones
Americas Director of Diversity
Strategy and Development,
Ernst & Young
Ana Duarte-McCarthy
Chief Diversity Officer, Citigroup
JONES: “One example is the use of the Balanced Scorecard. We track
whether women and ethnically diverse people are appropriately represented on our top engagements. In most business units, a standing leadership
team or ‘Career Watch’ committee helps ensure that high-potential
minorities and women are assigned to great client engagements, sales
opportunities and projects and are receiving the development opportunities they need to grow and excel. In other cases, individuals’ development
paths are studied to ensure there are no barriers to mentoring or growth
opportunities. Efforts like these help ensure that our best performers continue to develop and that any needs women and minorities might have are
factored into their individual career-development plans.”
SIMMONS: “We have a committee process for determining the performance rating and promotability of our staff—[this] removes some of
the potential for one person to exclude someone. We explicitly remind
participants on those committees to be mindful of any diversity-related
issues that could distort the perceptions of minority and women candidates during this process. We recently began implementing a new process
to review those not rated highly and to discuss any additional measures
that may need to be pursued, including tailored training, discussions
regarding reassignments to areas that better utilize a person’s talents, and
sometimes, reassignment to a new supervisor where the relationship intangibles seem to be a better fit.”
WILEY-LITTLE: “For all of the areas of the company we have
defined a diversity point of view and have agreed on that point of view
within each of these Areas of Responsibility or Centers of Excellence. This
ensures that diversity is integrated throughout all HR processes and many
business processes.”
DUARTE-MCCARTHY: “At Citigroup, we have strong nondiscrimination policies and rigorous processes for talent development and advancement that foster equitable mobility and promotion of our work force.”
LARSON: “Ken Thompson, our CEO, takes the same strategic
approach to monitoring diversity hiring and promotion practices as he
does to monitoring other key business issues. He sees diversity as a priority
and as a business imperative. In each of our lines of business, we track the
entire hiring process, from sourcing through selection across diverse identity groups. As part of this process managers are required to have diverse
slates of candidates for open positions. Also, we use a senior–
leader-selection process that requires the posting of all senior positions with the
exception of our Operating Committee, which is appointed. These recruiting and selection practices are complemented by our relationships with
national organizations for diverse professionals. Finally, and perhaps most
importantly, leaders are held accountable for diversity results in their lines
of business. We use a comprehensive diversity scorecard to monitor representation, promotion and retention by level in the organization. Each year,
the CEO conducts a one-on-one diversity review with each of his direct
reports where progress on the scorecard and other diversity results are
assessed. The CEO diversity-review process allows us to identify areas for
