DiversityInc - January/February 2007

systems in place, there were no more platitudes. We had EEOC data and we were able to implement real ways to measure success. Then we were able to get some kind of organizational buy-in,” says Herman.

The one-on-one mentoring program

was implemented in 2001 and has routine evaluations of the program’s effectiveness through a 90-day survey of participants who complete six months of the program. The task force requested that the company provide data tracking work outcomes for mentees. In 2006, 81 percent of black mentees still were employed by the company, as were 73 percent of all white mentees, 100 percent of all Asian-American mentees and 96 percent of all Latino mentees. Most impressive is that the program has fostered mobility within the company for the participants, with 80 percent of the mentees having changed positions.

The Employee Resource Forums

annually review a business plan for a Coca-Cola business division to see how they can add value from their cultural perspective. “The feeling that the company cares enough to get our input makes us feel engaged and important. We are recognized for who we are,” says Anisha Joshi, steering committee member of the Asian/Pacific-American Employee Forum at Coca-Cola.

Muhtar Kent is the likely CEO successor. One week after the final task-force hearing on Dec. 1, Kent was appointed COO. In our November interview with Isdell, he said, “We’ve got a very diverse executive team if you look at it … Muhtar Kent actually classifies as a white Caucasian, [but] if you meet Muhtar, he’s a Muslim Turk,” says Isdell, who makes reference to Turkey being classified as part of Europe. “But that just defines, it shouldn’t matter ... and that’s what we’ve got to get to as a society as well as a company,” says Isdell.

Isdell brought Kent to the Coca-Cola headquarters as president of international operations in 2005. Prior, Kent was the CEO of a Turkish Coke and beer bottler. Steve Bucherati, director of diversity and workplace fairness, says he believes Kent is as committed to diversity as Isdell is.

Qualitative Diversity Measures: “I
think it is going to last because the company
clearly defines diversity as part of the business

case. It’s not an add-on but an integral part of Coca-Cola’s future,” says Herman.

Bucherati restructured the affirmative-action division to give it sustainability.

“When I first came onboard, it was not called the diversity role, it was the affirmative-action, EEOC role, which I blew up in the first 90 days,” explains Bucherati.

“What I discovered after 90 days was if you put a hundred people in a room and ask people to have a conversation about affirmative action or EEOC, they think compliance. So, I created workplace fairness instead to have a conversation about fairness. Are you fairly compensated? Are you fairly prepared for growth?

“We measure everything qualitatively,” says Bucherati.

Steve Bucherati, director of diversity and workplace fairness, The Coca-Cola Co. “White males leading diversity functions are few and far between. There are only two I can think of. Coming in and taking over the diversity role, there were some advantages and some opportunities. I was born a white male and I have never been discriminated against a day in my life, so sometimes people look at me and say, ‘Can he understand? Can he relate?’ I have to show and improve every day. I continue to create a very inclusive environment and my being white has not hindered that. It may help. I have white males come to me who may not otherwise voice their concerns. They feel comfortable because in their minds I’m one of them. It fosters a pretty open discussion and dialogue.”