ELI LILLY AND COMPANY
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Eli Lilly Chairman, President and CEO John Lechleiter chairs the executive diversity council, which meets quar- terly. He also meets with resource groups four times a year and is on the board of United Way Worldwide.
Eli Lilly’s mentoring programs are cross-cultural and consistently
available to managers across the organization. The top three levels
of management participate and mentors are cross-culturally trained.
More than half of its mentees are women. The company also has a
formal succession-planning program for women and tracks promotions and retention of employees in its talent pipeline.
The company is a leader in work/life programs. It offers up to 16
weeks for maternity leave and paid parenting leave for new fathers
and adoptive and foster parents. Adoption assistance, telecommut-ing and dependent-care benefits are also offered. The company offers
onsite medical services at no cost to employees, including dependents
and domestic partners.
Eli Lilly has 43 resource groups, including a Middle Eastern group
and an India group. A senior executive is a member of each group,
and the groups are used for marketing efforts. The groups help with
the on-boarding of employees, and they identify and nurture management talent. Additionally, the company partners with the groups to
deliver internal events including diversity-specific conferences and
forums, external community events, and internal diversity training.
PRESIDENT AND CEO
• CHIEF DIVERSITY
Target has made significant progress this year, using its exceptional cross-cultural mentoring program to further talent development, especially of people from tradition- ally underrepresented groups. The retailer holds its senior
executives accountable for those results, with 10 percent of their
bonuses tied to diversity goals, exceeding the industry average.
The 11-member board of directors is also diverse, with four women,
two Black people and one Latino person.
Target has a large and passionate staff in its diversity department, a group of people determined to connect diversity to the company’s efforts to increase market share, especially with multicultural
The heart of Target’s current efforts is its mentoring program, in
which 90 percent of its managers participate, including the top three
levels of the company. The company’s programs include group mentoring, one-to-one mentoring, virtual mentoring, peer mentoring and
reverse mentoring. Both mentors and mentees have cross-cultural
training, and there are measurable goals to assess progress.
Target also has a solid supplier-diversity program that includes
strong relationships with certifying agencies, ethical auditing of ven-
dors to ensure they qualify, and a Tier II (subcontractor) component.
Target helps its suppliers understand what they need to learn and do
to successfully do business with the retailer. The company also offers
them mentoring and financial education.
• CHAIRMAN, PRESIDENT
• VICE PRESIDENT,