The DiversityInc
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reflect on the capabilities of your
people and their contributions to
the business—and assesses them
fairly—is the cornerstone of what
we think of as our success, particularly as the market tightens for talent around the globe. When, where
and how people work not only
drives the response of the personal
needs of our employees, but as we
become globalized, it’s increasingly
important to have people who have
the cultural adaptability to work
effectively across a huge range of
human differences.
Steve Bucherati: People will
naturally think about what representation looks like, but just as
importantly to us, it’s [what are] the
relative rates of promotion; what
percentage of women are being promoted compared to men; what [is
the] percentage of non-white versus
white. And it’s the same thing with
relative rates of separation, both
voluntary and involuntary, because
they tell you things. You have to
look at your regrettable loss. So if
you look at your diversity at your
top level of talent, what’s happening
with people in terms of loss, [and]
at the same time, what’s happening with their movement? We have
learned over time how to measure
everything there is to measure and
then report on it, which is the most
important part.
Thomas: You have to find the
connection point between how
far are you willing to change your
biases and how much do you need
to change them in order for people
to stay inside your environment.
It’s a big challenge, and it’s not
easy. Even identifying why they’re
leaving and listening to them say
why they’re leaving, you may hear
that but go back to the darkroom
and say, “I hear that, but we can’t
change.” You have to find the
tipping point where them leaving is outweighing what you can’t
do in order to actually move your
company toward changing to a different paradigm.
3
CEO
Leadership
There’s a key reason
CEO Commitment is the
most heavily weighted section
in The DiversityInc Top 50
Companies for Diversity survey.
Without the CEO’s public strong
support for diversity as being
critical to the strategic business
goals of the company—and
without the CEO holding senior
executives accountable for using
diversity in every line of business—
it will not be successful. For more
on CEO diversity leadership, go to
www.DiversityIncBestPractices.
com/CEO
and math. This is a critical issue
for us in terms of the talent pool
coming in because we’re not
producing enough people with
that skill across any demographic
group. The Hispanic community
inside of IBM is concerned about
the dearth of Hispanics going
into science and math from the
K– 12 levels all the way to the
universities. In partnering with
corporate social responsibility,
we had a summit on STEM (
Science, Technology, Engineering,
Mathematics) for the Hispanic
community. We brought together
the community and constituency
point of view.
Andre Hughes of Accenture:
When you think about corporate
social responsibility, often it’s in
very diverse environments that
the support goes. So not only are
they intertwined, they are critically dependent on one another.
THE CONS:
Rohini Anand of Sodexo: As of
January, I took on responsibility for corporate responsibility/
sustainable development, but I
don’t have it in my title. Globally,
the two come together and are
talked about synonymously in
many parts of the world. In the
United States, there is a danger
that one might dilute the focus
on diversity, and that is what I
struggle with. I know that if they
are bundled together, the perception might be that we’re addressing diversity because it’s the right
Deloitte LLP, No. 16 Allan Mark, Americas Director, Diversity Strategy and Development, Ernst & Young LLP, No. 17 Robert Crumpton, Director of
