CEO’SLE T TER
resource groups, mentoring,
and more, visit the new www.
Our ability to accumulate the
data—and disseminate it through
our publication (www.DiversityInc.
com/magazine), events (www.
our benchmarking service (www.
has certainly encouraged a direct
path to the most rapid improvement for hundreds of companies. In
turn, they have asked their suppliers for their diversity questions
on RFPs and by tracking Tier II
(subcontractor) supplier diversity.
So yes, there is a connection
between the questions we ask and
the reality we measure, but it is one
created by the companies themselves. For example, the percentage of managers in mentoring
and people in employee-resource
groups has more than doubled
in the past five years. Yes, we’re
measuring both, but our measurement of those programs wouldn’t
continue if there weren’t corresponding benefits.
In my opinion, the most impor-
tant best practice we measure is the
percentage of CEO direct reports’
bonuses that is tied to diversity-
management results. This has gone
from 5 percent to 12. 3 percent in
the past five years. It’s not logical
to think that this level of reward
is because of our competition—it
has increased because smart CEOs
want to make sure they’re putting
the spurs to their diversity efforts.
Luke Visconti, CEO
VOLUME 10 NUMBER 3 | WWW.DIVERSITYINCBESTPRACTICES.COM
Luke Visconti Chief Executive Officer
Senior Vice President, Executive Editor
(973) 494-0515 | bfrankel@DiversityInc.com
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John M. Bryson III, Donald Fan,
Bob Gregg, Michael R. Hatcher,
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Amber Aboshihata Data Analysis Director
Shane Nelson Director of Benchmarking
Avonia Richardson-Miller, Ed.D.
Vice President, Education and Training
(973) 494-0516 | arichardsonmiller@DiversityInc.com
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Director, Career Center and Newspaper Relationships
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