ional Development
9 Employee-Resource Groups
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9 Dive
Best Practices
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Groups
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mmitment
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orporate Communications
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nal Communications
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Diversity
9 Global Diversity
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9 Employee-Resource G
DiversityInc Top 50
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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
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9 Generational Communications
9 Work/Life Balance
9 Divers
orporate Communications
9 Supplier Diversity
9 Global Diversity
9 Organizational
nal Communications
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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
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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
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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
ARROYO For us, the word “
engagement” is a part of our values. We have
four quadrants that are anchored for
what Aetna is about, and engagement
is one of them. It’s one-quarter of
what we really care deeply about.
We formally measure engage-
ment in all categories by all differ-
ent groups—for men, women, gay,
straight, people with and without
disabilities, Generation Y versus
boomers, and so forth. We actually
found, for example, that there is
no gap between the LGBT com-
munity and heterosexuals at Aetna
in engagement. There were some
gaps for people with disabilities
and people without disabilities …
As it relates to innovation, we use
our segments. We have 15 segments
that are very active in our popula-
tion. We use, similar to what Kaiser
Permanente does, our people-of-
color segment. And we talk about
African American, Hispanic, Native
and Asian Americans. And we
know what they need as it relates to
healthcare services so that we can
have the right outcome for them. We
use our employee population and
through them and the innovative
ideas and products, then we develop
products that make sense for our
customers because they relate to
them. Then we take that around
them and we measure the effective-
ness externally to how effectively
these customers are seeing our prod-
ucts and are meeting their needs. At
this point, for example, we measure
people of color, women, gays and les-
bians, and people with disabilities in
the marketplace. We ask them: “Are
[these] products and services meet-
ing the needs? Are you satisfied that
these are uniquely yours?” In fact,
these segments are more satisfied
than the white population.
EUGENE KELLY We continually ask
THREELESSON
Engagement went up
because now people weren’t
just expected to go to their
job and do what they needed
to do or what they were told.
They were thinking of ways to
actually innovate.
Eugene Kelly,
Colgate-Palmolive
ourselves, “Are we the leading
edge in terms of new products?”
We sell toothpaste. We have to be
innovative in terms of what that
is, what the variants are, and then
we also sell other things like pet
nutrition and things of that sort.
“Innovation everywhere” is one of
our major tenets. A few years ago,
we asked if that was really happening or if we were just listening
to the people here in the U.S. who
are saying “Let’s do it this way.” We
determined that to really engage
people, we should put our money
where our mouth is, so we came up
with what’s known as the Global
Innovation Fund. We sent it out
to everyone and we said, “Listen,
if you have ideas, if you decide
that you have an innovation that
you want to investigate, submit it.
The catch is that you must submit
that innovation with a plan of how
to execute it, as well as who will
help you execute it, and you can
get up to $50,000 of seed money.”
Engagement went up because now
people weren’t just expected to
go to their job and do what they
needed to do or what they were
told. They were thinking of ways
to actually innovate. For example,
in certain parts of the world, herbs
are considered to be therapeutic
and are medicine. We had a group
submit a proposal to incorporate
the herbal technology into one of
our variances of Colgate, and we
did it. It produced a great result and
actually is one of our better-selling
variances in Asia.
DEJONGH At Accenture, I would say
it’s seamless in terms of the connection of engagement and innovation.
It has to be, given our business.
Our clients expect that every day
Lessons Learned
