ional Development
9 Employee-Resource Groups
9 Cross-Cultural Mentoring
9 Dive
Best Practices
9 Metrics-Driven
9 CEO Commitment
9 Human Capital
9 Corporate C
Groups
9 Cross-Cultural Mentoring
9 Diversity Councils
9 Generational Communicat
mmitment
9 Human Capital
9 Corporate Communications
9 Supplier Diversity
9 Glob
9 Diversity Councils
9 Generational Communications
9 Work/Life Balance
9 Divers
orporate Communications
9 Supplier Diversity
9 Global Diversity
9 Organizational
nal Communications
9 Work/Life Balance
9 DiversityInc Top 50
9 Lessons Learned
Diversity
9 Global Diversity
9 Organizational Development
9 Employee-Resource G
DiversityInc Top 50
9 Lessons Learned
9 Best Practices
9 Metrics-Driven
9 CEO Com
ional Development
9 Employee-Resource Groups
9 Cross-Cultural Mentoring
9 Dive
Best Practices
9 Metrics-Driven
9 CEO Commitment
9 Human Capital
9 Corporate C
Groups
9 Cross-Cultural Mentoring
9 Diversity Councils
9 Generational Communicat
mmitment
9 Human Capital
9 Corporate Communications
9 Supplier Diversity
9 Glob
9 Diversity Councils
9 Generational Communications
9 Work/Life Balance
9 Divers
orporate Communications
9 Supplier Diversity
9 Global Diversity
9 Organizational
nal Communications
9 Work/Life Balance
9 DiversityInc Top 50
9 Lessons Learned
Diversity
9 Global Diversity
9 Organizational Development
9 Employee-Resource G
DiversityInc Top 50
9 Lessons Learned
9 Best Practices
9 Metrics-Driven
9 CEO Com
ional Development
9 Employee-Resource Groups
9 Cross-Cultural Mentoring
9 Dive
Best Practices
9 Metrics-Driven
9 CEO Commitment
9 Human Capital
9 Corporate C
Groups
9 Cross-Cultural Mentoring
9 Diversity Councils
9 Generational Communicat
mmitment
9 Human Capital
9 Corporate Communications
9 Supplier Diversity
9 Glob
9 Diversity Councils
9 Generational Communications
9 Work/Life Balance
9 Divers
orporate Communications
9 Supplier Diversity
9 Global Diversity
9 Organizational
nal Communications
9 Work/Life Balance
9 DiversityInc Top 50
9 Lessons Learned
Diversity
9 Global Diversity
9 Organizational Development
9 Employee-Resource G
DiversityInc Top 50
9 Lessons Learned
9 Best Practices
9 Metrics-Driven
9 CEO Com
ional Development
9 Employee-Resource Groups
9 Cross-Cultural Mentoring
9 Dive
Best Practices
9 Metrics-Driven
9 CEO Commitment
9 Human Capital
9 Corporate C
Groups
9 Cross-Cultural Mentoring
9 Diversity Councils
9 Generational Communicat
mmitment
9 Human Capital
9 Corporate Communications
9 Supplier Diversity
9 Glob
9 Diversity Councils
9 Generational Communications
9 Work/Life Balance
9 Divers
orporate Communications
9 Supplier Diversity
9 Global Diversity
9 Organizational
nal Communications
9 Work/Life Balance
9 DiversityInc Top 50
9 Lessons Learned
Diversity
9 Global Diversity
9 Organizational Development
9 Employee-Resource G
DiversityInc Top 50
9 Lessons Learned
9 Best Practices
9 Metrics-Driven
9 CEO Com
ional Development
9 Employee-Resource Groups
9 Cross-Cultural Mentoring
9 Dive
Best Practices
9 Metrics-Driven
9 CEO Commitment
9 Human Capital
9 Corporate C
Groups
9 Cross-Cultural Mentoring
9 Diversity Councils
9 Generational Communica
have been now for two weeks—is
each week I get multiple calls that
are left on my voicemail, many
e-mails that are sent when folks
will see something, will hear something, will read something that is
specific to Kaiser Permanente and
diversity. And the response that
I will often get is, “Wow. I didn’t
realize that we, Kaiser Permanente,
cared about [fill in the blank] like
this. What can I do to be more
involved? What can I do to help?”
That is the most rewarding experience for me in terms of managing
diversity in our organization that
speaks to our engagement efforts
around diversity.
LINDA JIMENEZ We have a website
for employees that allows individu-
als to come in and post questions
about healthcare reform, what
they’ve heard in the press, and try
to get answers. That means going
to legal first and saying, “We want
to do this; it’s important to us to
share information and, if people
have questions, to break down
perceptions, misinformation, etc.”
That’s not without risk, as we all
know there will be those negative
things that are posted [and] we’re
not going to take them down, so
we had to live with that. We will
answer questions about it. We
will provide information about
healthcare reform, what are the
implications, what does it mean for
grandfather, and what does it mean
for certain things. I’m excited that
the marketing department and the
legal team and all of our operations
came together to do so. So that
social-media site was certainly a
step forward.
How we continue to support
that externally as well is just by
making sure that we communicate,
that we look for opportunities to
speak at events like this, to speak
at conferences. That we don’t just
pay the dollar to be a sponsor but
that we actually go out and partici-
pate and support initiatives. One
of the other ways we can continue
to spread the message about what
we’re doing as an organization is
looking at all of those strategic
partnerships that each of us has
talked about. We give philanthropi-
cally, we have a WellPoint founda-
tion, we give to the annual giving
campaign and associate contribu-
tions. For the third year in a row,
we’ve done a day of community
service, enterprisewide. We were in
about 115 cities and 29 states, plus
D.C. We had about 3,000 associ-
ates and families and friends come
and engage in a day where we were
giving back to the community in a
fashion. Those organizations and
partners that we develop those
partnerships with, we continue
to follow up. It’s not just one day
of service; it’s a day of service but
then it’s the rest of the 364, it’s how
can we continue to remain involved
with you and your mission in giving
back to the communities.
BURTON Our efforts started with
the 5 percent that Target gives
to the community, which today
equals over $3 million per week. So
it started with giving money, but
it’s a lot more than the money that
we give; it’s the relationships that
we build and that we’re expected
to build and it’s those authentic
relationships with the community, making sure we’re not just
calling them up and saying, “We
need something from you.” We’re
in constant contact with them all
the time, and our stores also have
an obligation to make sure that
they understand what is happening in the community and they are
empowered to respond to the needs
of the community in a number of
different ways. Those authentic
relationships that we build on a
regular basis, we’re not doing it trying to get any credit, but if we are
a part of the community, we really
want to be a part of the community
in every sense of the word.
Lessons Learned
Luke Visconti and
Raymond Arroyo
