MAIN COMPE TI TORS
Deloitte, Ernst &
Montvale, N. J.
COMPANY FAC TS
• NATIONAL MANAGING
This professional-services firm has been making excellent strides in the most competitive industry for diversity management under the U.S. efforts of Kathy Hannan, nation-
al managing partner, diversity and corporate social responsibility.
KPMG gives all of its partners annual diversity objectives. In addition, the performance-management system is set up so that a partner’s
activities in diversity-specific roles (such as being a member of the
Diversity Advisory Board or a Diversity Network leader) are recognized
and accounted for during all performance reviews and compensation
The very active Diversity Advisory Board, which includes three
external members from academia, business and diversity advocacy,
is comprised of the partners who serve as co-chairs of the employee-driven Diversity Networks. The Diversity Advisory Board meets quarterly in person and more often virtually. It has a firm-wide scorecard
to set diversity goals, track progress of diversity initiatives, and help
implement and prioritize diversity objectives.
The firm has a very strong cross-cultural mentoring program, available to all managers. Engagement, retention and promotion for mentees
are compared against that of those who didn’t participate. KPMG has
world-class employee-resource groups, with more than 43 percent of its
U.S. employees participating. The groups, available at all U.S. locations,
are vital to talent development at the firm.
ACCEP TING AWARD FOR TOP COMPAN Y FOR TALENT PIPELINE AT OUR NOV.
EVENT: JOHN VEIHMEYER, CHAIRMAN AND CEO
FOR MORE INFORMATION, GO TO WWW.DIVERSIT YINC.COM/EVENTS
Top 10 Companies
fter two years on DiversityInc’s 25 Noteworthy Companies list,
Dell has made it onto the DiversityInc Top 50, in the middle
of a highly competitive pack. The company has been evaluat-
ing and revamping its diversity-management efforts in the
past year, and the results of initiatives put in place earlier
coming to fruition and a key push have been paying off.
Dell’s efforts to dramatically increase participation in its seven
employee-resource groups and to enhance the value of these groups to
its business goals are paying off, as is its emphasis on accountability and
measurable goals linked to diversity-management results. The company
measures the impact of ERGs in several ways, including the number of
members trained through the ERGs, related talent acquisition and on-boarding of new employees, partnerships with community organizations
and employee engagement of members versus non-members.
Its management demographics, particularly for women, are showing
improvement. As its cross-cultural mentoring program becomes even
more consistent across the organization and diversity in succession planning is more prominent, the human-capital demographics should show
even more progress.
Supplier diversity continues to be a strength for Dell, with more than
20 percent of Tier I (direct contractor) procurement spent with minority-owned business enterprises.
• CHAIRMAN AND CEO
• EXECUTIVE DIRECTOR,