“All of our compensation is tied to ur goals. If we don’t hit those numbers, we lose out.” SUSAN HAMILTON, CSX
The railroad company moved to No. 17 in the DiversityInc Top 50 this year from DiversityInc’s 25 Noteworthy Companies list
and is being honored at our fall event as one of our
Top Companies for Diversity-Management Progress.
CSX “got serious” about tying executive compensation to diversity goals about five years ago, according
to Susan Hamilton, assistant vice president of diversity and chief diversity officer.
“We were revamping our performance-management system and we were looking at what
we call people leadership. This includes engaging,
coaching and building diverse talent,” she says.
HOW THEY DO IT
• The company spelled out specific competencies
for every manager, from team leaders all the way
up. The higher the position, the more stringent the
• Four key competencies are addressed:
being a role model, valuing and build-
ing diversity, recognizing the impor-
tance of diversity, and building teams.
The individual also has performance
goals, depending on his or her job, that
reflect numerical improvements. For
example, senior HR executives would