rsity Councils
9 Generational Communications
9 Work/Life Balance
9 DiversityInc
ommunications
9 Supplier Diversity
9 Global Diversity
9 Organizational Developme
ions
9 Work/Life Balance
9 DiversityInc Top 50
9 Lessons Learned
9 Best Practices
al Diversity
9 Organizational Development
9 Employee-Resource Groups
9 Cross-C
ityInc Top 50
9 Lessons Learned
9 Best Practices
9 Metrics-Driven
9 CEO Commitme
Development
9 Employee-Resource Groups
9 Cross-Cultural Mentoring
9 Diversity
9 Best Practices
9 Metrics-Driven
9 CEO Commitment
9 Human Capital
9 Corporate
roups
9 Cross-Cultural Mentoring
9 Diversity Councils
9 Generational Communicati
mitment
9 Human Capital
9 Corporate Communications
9 Supplier Diversity
9 Glob
rsity Councils
9 Generational Communications
9 Work/Life Balance
9 DiversityInc
ommunications
9 Supplier Diversity
9 Global Diversity
9 Organizational Developme
ions
9 Work/Life Balance
9 DiversityInc Top 50
9 Lessons Learned
9 Best Practices
al Diversity
9 Organizational Development
9 Employee-Resource Groups
9 Cross-C
ityInc Top 50
9 Lessons Learned
9 Best Practices
9 Metrics-Driven
9 CEO Commitme
Development
9 Employee-Resource Groups
9 Cross-Cultural Mentoring
9 Diversity
9 Best Practices
9 Metrics-Driven
9 CEO Commitment
9 Human Capital
9 Corporate
roups
9 Cross-Cultural Mentoring
9 Diversity Councils
9 Generational Communicati
mitment
9 Human Capital
9 Corporate Communications
9 Supplier Diversity
9 Glob
rsity Councils
9 Generational Communications
9 Work/Life Balance
9 DiversityInc
ommunications
9 Supplier Diversity
9 Global Diversity
9 Organizational Developme
ions
9 Work/Life Balance
9 DiversityInc Top 50
9 Lessons Learned
9 Best Practices
al Diversity
9 Organizational Development
9 Employee-Resource Groups
9 Cross-C
ityInc Top 50
9 Lessons Learned
9 Best Practices
9 Metrics-Driven
9 CEO Commitme
Development
9 Employee-Resource Groups
9 Cross-Cultural Mentoring
9 Diversity
9 Best Practices
9 Metrics-Driven
9 CEO Commitment
9 Human Capital
9 Corporate
roups
9 Cross-Cultural Mentoring
9 Diversity Councils
9 Generational Communicati
mitment
9 Human Capital
9 Corporate Communications
9 Supplier Diversity
9 Glob
rsity Councils
9 Generational Communications
9 Work/Life Balance
9 DiversityInc
ommunications
9 Supplier Diversity
9 Global Diversity
9 Organizational Developme
ions
9 Work/Life Balance
9 DiversityInc Top 50
9 Lessons Learned
9 Best Practices
al Diversity
9 Organizational Development
9 Employee-Resource Groups
9 Cross-C
ityInc Top 50
9 Lessons Learned
9 Best Practices
9 Metrics-Driven
9 CEO Commitme
Development
9 Employee-Resource Groups
9 Cross-Cultural Mentoring
9 Diversity
9 Best Practices
9 Metrics-Driven
9 CEO Commitment
9 Human Capital
9 Corporate
roups
9 Cross-Cultural Mentoring
9 Diversity Councils
9 Generational Communicati
mitment
9 Human Capital
9 Corporate Communications
9 Supplier Diversity
9 Glob
rsity Councils
9 Generational Communications
9 Work/Life Balance
9 DiversityInc
ommunications
9 Supplier Diversity
9 Global Diversity
9 Organizational Developme
ions
9 Work/Life Balance
9 DiversityInc Top 50
9 Lessons Learned
9 Best Practices
December 2010 19
LAMAE ALLEN DEJONGH There is a
high expectation for new employees
that given the global nature of our
business, given the complexity of
the clients we serve, inevitably we
are an inclusive workplace. So, they
come in with that expectation and
it’s becoming increasingly something that we’ve got to talk about,
that we’ve got to promote, that
we’ve got to measure, that we’ve got
to address as a key lever of engagement. We tended to think about
levers of engagement, whether it
be compensation, career opportunities, the total rewards or your
experiences day to day. Inclusion
is becoming much more front-and-center day to day in terms of how
we also talk about engagement. I
was just engaging with a group of
new joiners last week, and I cannot
tell you how many questions I got
that inevitably tied back to what
we’re doing to continue to promote
inclusion and the excitement and
enthusiasm when we talked about
our employee-resource-group
opportunities.
TRACEY BURTON It is easier for us to
attract great talent and to retain
that talent if we are known as a
diversity leader. Part of connecting
with the community (internally
and externally) is making sure we
actively reflect the community that
we serve. We place a lot of emphasis on that.
RON GLOVER We compete against
other organizations on a global
basis and, no matter what’s going
on in the economy, we need to be
able to attract the very best and
most capable, thoughtful, skilled,
competent individuals that we can.
The very survival of the enterprise depends on our ability to
attract better people who are more
innovative. If you can’t do that in
my industry, you won’t survive.
That ability for us to be a magnet
to people who can think, who can
see the future, who can help our
company and our clients is at the
cornerstone. We identify the most
difficult, complicated problems that
our clients around the globe have
and we bring the people with the
talent and the skills to the table to
help solve those. That means that
you have to have an environment
where what matters is talent and
that people from different perspec-
tives, different cultures, genders,
races, religious backgrounds actu-
ally feel attracted to the organiza-
tion and feel it’s a place where they
can work together with others
to be successful in creating those
solutions.
JAMES TAYLOR It’s not just coincidence that many of the individuals
on my team have been with the
organization for 30-plus years.
That’s very common for Kaiser
Permanente. Folks don’t stay in
that role for that long unless there
is some degree of engagement that
you’re feeling or connectedness to
the situation or belief in what it is
that you’re doing as a company to
advance your efforts, your diversity
agenda. What sends me home with
a smile after a 12-hour workday or
when I’ve been on the road—as I
ONE LESSON
the DiversityInc Top 50
