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
Corporate Communica
ross- Cultural Mentoring
9 D
earned
9 Best Practices
9 Metric
versity
9 Organizational Develo
cations
9 Work/Life Balance
9 D
Corporate Communica
ross- Cultural Mentoring
9 D
earned
9 Best Practices
9 Metric
versity
9 Organizational Develo
cations
9 Work/Life Balance
9 D
Corporate Communica
ross- Cultural Mentoring
9 D
earned
9 Best Practices
9 Metric
versity
9 Organizational Develo
cations
9 Work/Life Balance
9 D
orporate Communications
9 Supplier Diversity
9 Global Diversity
9 Organizational
30 DiversityInc
FIVE LESSON
you think about it— 83 being a B-. If you break that down,
teleworkers who are not part of the ERGs are 80; employees who telework who are ERG members are 90. That’s
significant.
At Aetna, the ERGs complement all segments. We just
launched in 2009 a boomers group. You would think those
are the leaders that don’t need to be in ERGs, yet within
about two months, we had nearly 1,000 members. The
Gen X’s saw that, and within a few weeks, that [group] got
650. So, the engagement level for those groups was on the
roof, and the leaders who are even a higher level than that,
they always have this need to connect with others with
whom they share an affinity beyond race and gender—
including race and gender, but beyond that. So, in our case,
regardless of the level, it was very important.
KELLY Our headquarters said, “Why don’t we make our
women’s network global and build an infrastructure to
do so and tie it to the business so that women’s networks
grow and pop up around the world with the same support
of our global initiatives and our global objectives?” And
so they built an infrastructure. We gave them $40,000
(from the Innovation Fund). They built an infrastructure;
they put together all the principles, all of the training
and everything. And six months later, we have women’s
networks in 20 different countries. They communicate
through this portal. It’s amazing.
We created Our Colgate, which is our intranet, and
what I learned last week was that we should have Latin
America completely covered with women’s networks by
the year’s end.
ARROYO We have what we call
a diversity scorecard, and it’s
comprised of four goals that are
consistent with our values. Goal 1:
Workforce, and that is consistent
with our belief that while diversity
is a business strategy and it’s
inclusive of all the segments that
are representative in the workforce,
we still have some issues around
representation of people of
color in certain categories of the
workforce, particularly with Aetna
in management and sales positions.
So, we have specific metrics
around workforce as it relates to
people of color in management and
sales. Goal 2: Workplace speaks
to the culture. Like employee
engagement, we also have an index;
we call it a diversity index. It’s
where every employee feels that
he or she is treated with respect
and dignity and without bias. Then
we cut that diversity index by
segments of the population: whites,
Blacks, Hispanics, men, women,
with or without disabilities, sexual
orientation, etc. And we have
specific metrics around those.
Third, we have supplier diversity.
Supplier diversity measures our
investments and partnership with
minority-owned, women-
owned, LGBT-owned
suppliers, and small
businesses. The fourth
goal that we have is the
marketplace. If you think
about this flow, if you
have the right numbers,
the right culture, the
right partnerships, then
it should drive you to a
better marketplace. And
we have specific goals
in the marketplace. An
example of that is what
we have implemented
in Miami around what
we call the Miami
advisory council, which
is comprised of business We formally measure ngagement in all categories by all different groups—for men, women, gay, straight, people with and without disabilities, Gen Y, boomers. Raymond Arroyo, Aetna
Lessons Learned
