Diversity programs: coming of age.

Diversity programs are finally coming of age. Gone are the days in the early 1990s when these programs consisted of a vague set of human resource goals encouraging everyone to get along. That "feel-good" approach is disappearing. It is being replaced by various set of "metrics" that can measure the progress made by various programs under the diversity umbrella.

"To complete the loop for a successful diversity initiative, you must have accountability," explains Romeo McNairy, corporate diversity and work/life planning manager at Ford Motor Company in Dearborn, MI, To do this, Ford has linked a wide variety of processes to the company's diversity vision "We wrap metrics into each area from communications to prehiring, recruitment, development, education and training," McNairy says.

THE IMPORTANCE OF ACCOUNTABILITY

Diversity consultants confirm that accountability is a major trend. "Companies are struggling with how to hold people accountable", says Randi L Barenholtz, a senior consultant at Simmons Associates of New Hope, PA, a firm that specializes in diversity training and initiatives. "We help companies install a system of accountability," she explains. "Without that, I don't want to say companies would fail. But those that have a system of accountability are further along and it's an easier process."

Barenholz's observations seem borne out by the research. The percentage of minorities in management positions is higher at companies which have diversity programs, according to the American Management Association's (AMA) latest diversity study (1997). That report also shows a small but steady increase in the percentage of minorities in all levels of management over the three year period from 1992 to 1995--from 7.2% to 10.6% for senior managers; from 11% to 15.1% for middle managers; and from 14.5% to 19.3%. for first-line managers.

This incremental improvement may simply reflect the changing demography of the labor pool. After all, by the year 2050 people of color will make up over one half of the U.S. population. These changes have already begun, and companies recognize that when it comes to recruiting.

But diversity programs are probably playing a role as well. Today, 74 percent of all Fortune 500 companies have managing cultural diversity (MCD) programs, according to a 1996 survey by A.T. Kearney Executive Search in Chicago. The aim of these programs is to help employees value differences and make sure that those differences become a net benefit to the bottom line. Valuing differences is also seen as a way to increase productivity and profitability in this day of globalization and segmented marketing. These programs also wrap in Equal Employment Opportunity (EEO) hiring goals for women and minorities, along with many other initiatives.

THE VALUE OF DIVERSITY TRAINING

The most universal component of MCD programs is diversity training. This is where most companies start, since they recognize that negative attitudes are at the root of prejudice. Frequently, companies select outside consultants to start their training programs, later relying on their own inside trainers. This is just what Andersen Consulting did, the technology consulting arm of Andersen Worldwide. Andersen hired Barenholtz's firm, Simmons Associates, to get its training process started. It will continue this training with in-house trainers that have been coached by Simmons Associates.

At most companies, diversity programs include the following elements in the stage one phase:

* Active support from top management, frequently the CEO 

* A full-time director of diversity

* A diversity council (either company or division wide or both)

* Set of diversity principles

* Monthly or quarterly publications

* Affinity groups 

* Diversity training seminars

* Hiring goals (EEOC)

* Pre-recruiting (job fairs; recruiting at historically black universities and colleges, etc.)

* Recruiting

* Development (including mentoring)

Once these basics are in place, corporations turn to phase two of diversity--the complex task of developing metrics to measure result. Consultant Barenholtz says there are plenty of ways to do this--both quantitative and qualitative. All it takes is a little planning. Here are four typical measurement systems:

* A needs assessment which can be developed through an employee opinion survey and provide a base line on attitudes and perceptions about employee differences and progress.

* Before and after assessment of recruiting which measure how effective a company's recruiting programs are before and after they put certain diversity measures in place.

* Retention statistics...such as an analysis of who's leaving the company and why and where they are going...or exit interviews.

* Customer surveys to find out whether diverse groups of customers are being adequately served.

Most corporations seem to be developing both "soft" and "hard" sets of diversity measurements. This may be a good thing, since it takes diversity beyond pure numbers to attack the very attitudes and structures that has made advancement tough for those considered "different."

Even the communications area of Ford has specific measurements for diversity, says McNairy. For instance, company publications must sent "clear messages" about diversity. And key executives are required to hold a certain number of employee meetings each year to discuss issues pertaining to diversity.

Both Ford and American Express already have highly developed diversity measurement systems. Other companies are only just starting to develop these metrics. Andersen Consulting, for instance has had an active diversity program in place for some time. But this technology consulting arm of Andersen Worldwide is only now developing metrics. "We're in the process of wrapping up our measurements. We believe they will be in use by fiscal 1998," says Nellie Gonzalez, manager of U.S. minority hiring and retention for Andersen Consulting.

COUNTERING THE BACKLASH

Metrics may be arriving at just the right moment. The credibility of these systems may help ward off a simmering backlash against diversity programs. This backlash is color blind. It exists among both whites and people of color. Disillusioned minority employees believe MCD programs are too broad and window dressing when it comes to minority hiring and development. They know that programs have not been able to stamp out the kind of bigotry heard on the Texaco tapes.

White employees have other complaints. They question the value of diversity training, especially at companies where employees are not very diverse. And even though 95-97% of the managers at the Fortune 1000 are men, white males still believe that EEO hiring goals work against them. The passage of California's Proposition 209, totally banning affirmative action at the state level, shows the level of resentment.

But metrics in diversity programs are not the same as quotas. "Everyone's turned off by quotas," says Ford's McNairy. "You can't do that any more. This issue is not making numbers. It is looking at the processes to eliminate barriers to have a level playing field."

And that is what Fortune 500 companies seem to be doing these days. They are trying to come up with tools which measure the effectiveness of diversity programs in quantitative and qualitative terms.

They are even doing this with pay. "Having diversity efforts tied to compensation just closes the loop in accountability," says Barenholtz. "Organizations are really struggling with these issues to make it happen." But Barenholtz concedes that efforts to make this tie-in are often misunderstood. Yet diversity is clearly an important element in people development--an issue which virtually all managers are measured on in their performance reviews.

SOME POSITIVE SIGNS

Thinking more broadly, many companies have started incorporation diversity into their annual employee surveys. Both Ford and American Express do this. American Express takes the answers to these questions and then compare attitudes of these groups. Closing the gap between men and women or minorities and whites on various diversity issues then becomes a key business goal, for managers in the following year.

The company reports that in the three short years the answers to these diversity questions seem to have become more positive. "The raw numbers are moving north every year," says Richard T. Stack, director of diversity integration for American Express. "I know our efforts are hitting home and we are doing many of the right things."

But are diversity programs doing too little, too late? Some employees feel that way. But others applaud the growth of these programs and their apparent staying power. The AMA reports that formal diversity programs have continued to grow from 1992 to 1995, albeit at a slow rate (4%), surviving corporate cutbacks and restructuring.

This staying power suggests that the pressures which created diversity programs are real. Corporations recognize that by the year 2000, only 15 percent of entry level workers will be native-born male Caucasians, compared with 47 percent as recently as 1985. So this makes identifying, training and retaining high potential minority employees today a more crucial priority.

Today's diversity programs seem aimed at doing this on a much broader basis than the old EEOC programs. They attempt to make each line manager not only responsible for producing real diversity result, but also able to discuss and confront the issues that made it necessary to have diversity programs in the first place. and when both these things happen more frequently, that will mean real diversity progress.

ANDERSEN CONSULTING

Andersen Consulting is a leading global management and technology consulting firm whose mission is to help its clients become more successful. The firm works with clients from a wide range of industries to help them align their people, processes and technology with the company strategy to achieve the best business performance. Andersen Consulting employs nearly 45,000 people in 47 countries.

At Andersen Consulting diversity means acknowledging each individual's uniqueness, thereby allowing each person to fell accepted and to contribute to Andersen Consulting's continued growth and to celebrate the success of the individuals within our firm. To be successful in our business, we required that our uniquely skilled individuals in our business, we required that our uniquely skilled individuals work together with a variety of client personnel in a team environment.

Partner Marie Campagna is a member of Andersen Consulting's Americas Management Committee. She oversees a number of diversity programs, including mentoring for women and minorities, diversity awareness workshops and diversity measure and metrics. In addition, a group of leadership African Americans and Hispanics participate on the diversity core team, which assists in designing and implementing new diversity initiatives. Nellie Gonzalez, national diversity recruiting leader, works with both Campagna and the core team to lead our minority recruitment activities, including relations, scholarship, internship and leadership programs. Andersen Consulting also participates as a board of director member with Inroads, National Action Council for Minorities in Engineering, the National Society of Black Engineers and other related minority organizations.

All of our employees are encouraged to participate in diversity events, ranging from recruiting and mentoring to nonprofit organization involvement. Andersen Consulting will continue to seek and create opportunities that reinforce an inclusive corporate culture.

BANK OF AMERICA 

At Bank of America, diversity is not just "the right thing to do" -- it's a business issue. Bank of America was founded by A.P. Gianninni, a successful businessman and immigrant who initially started the bank to meet the needs of regular people, especially immigrants, who were struggling to make something of their lives and willing to back their dreams with hard work. Originally founded upon the principle of inclusion, today managing diversity at Bank of America means creating a positive, inclusive environment where an increasingly diverse population of employees and customers is welcomed, supported and encouraged. We are striving to meet this goal with a corporate diversity initiative based on strong, consistent participation and accountability at all levels of the company.

Since 1992, nearly 15,000 Bank of America executives and managers have attended intensive two-day workshops that raise awareness about differences and teach specific tools that can be used to create a more inclusive environment. We also created 29 Diversity Networks worldwide, where all types of people come together to focus on diversity issues related to personal and professional development.

A top priority has been to establish Diversity Business Councils of middle and senior-level line managers within each of our major business and staff groups. The goal of each Council is to implement diversity plans in practical ways appropriate for their individual businesses, but consistent with our overall corporate diversity values. Each council develops and implements a tactical plan for its group and establishes, monitors, and reports quantifiable goals in recruitment and hiring, compensation, and career advancement.

In recognition of an increasingly diverse U.S. marketplace, Bank of America has created the Future Markets Group, which focuses on meeting the needs of African American, Asian and Hispanic communities. Recognizing the importance of these large and rapidly growing market segments, we are developing marketing programs that are relevant and sensitive to cultural and language preferences. Understanding cultural differences and adapting our products and services accordingly makes good business sense.

We believe our diversity initiative is an import competitive advantage. At Bank of America, diversity isn't just about ethnicity, gender or lifestyle. It's about serving the needs of our customers, our employees, our shareholders, and the communities in which we do business.

Bell Atlantic

TAKING DIVERSITY TO HEART

At Bell Atlantic, diversity is not merely a program or initiative -- it's a way of life. We recognize that our employee base and customer base are constantly changing we serve a variety of different people, races, and cultures -- all with different needs.

In 1992, Bell Atlantic developed a corporate-wide diversity management strategy. Subsequently, it became clear that diversity management was not only the right thing to do, but a key driver of our competitiveness and success.

Programs and initiatives that enhance diversity management are now part of the corporate infrastructure. That includes recruiting and developing talented people of all backgrounds. Our commitment is evident through diversity management training, a corporate-wide diversity advisory council, employee resource groups, mentoring and coaching programs, succession planning processes, contractual diversity requirements in recruitment programs, and a rich array of diversity management resources. Bell Atlantic annually sponsors Diversity Day to kick off Diversity Awareness month and publishes a corporate cultural calendar.

Our diversity management strategy embodies a creative educational component. With the Diversity Management Guide available on the corporate Wide Web, employees have access to a wealth of information. The guide is a comprehensive source containing exercises, resources, scenarios, glossaries, key facts, and self-administered tools on major diversity topics -- many of which can be viewed on-line, downloaded, and printed.

In late 1996, Bell Atlantic took an innovative step forward by introducing "open space" technology to further our strategy development process. Open space, a large group intervention process, allowed us to hear from employees from throughout the Bell Atlantic region. Over 600 employees participated in a series of ten diversity management issues conferences. These sessions, designed to obtain input from employees to help formulate a new breakthrough diversity management strategy, provided an excellent opportunity to increase awareness and communication on the topic of diversity management.

Bell Atlantic has been recognized for its diversity management achievements by organizations in internal and external communities including the Award for Diversity on Board of Directors by the National Women's Economic Alliance Foundation, The List of Top 10 Socially Responsible Companies in the U.S. by Business Ethics magazine, and the Fitz Award for the Advancement of Women for our Kids in the WorkPlaces[SM] program.

CMP MEDIA INC.

At CMP Media Inc., we believe in and understand the value of diversity. This is evident everywhere at CMP from our editorial staffs to our sales teams to our manufacturing department to customer service. In short, from our mail room to our board room, we benefit from diversity.

That's because we know that while our company equals more than the sum of its parts, each part is valued, respected and celebrated for its own sake. We believe in developing an understanding and respect for the different intellectual traditions and social perspectives among the many diverse groups that comprise our workforce and our society.

We also view these traditions as legitimate topics of inquiry and as a foundation for group dynamics within the employee community. CMP's commitment to diversity is based on the premise that the future of his company is contingent upon positive interaction, change and growth among individuals of all backgrounds, and that all employees can serve as agents of change in that process. Such interaction, we believe, enchances our competitive advantage by helping us unleash and apply all the varied skills of our employees.

THE COCA-COLA COMPANY

DIVERSITY AS A COMPETITIVE ADVANTAGE

As the world's largest beverage company and the leading producer and marketer of soft drinks, The Coca-Cola Company owns the world's best-known brand. It markets four of the world's top five soft drink brands through the world's largest distribution system, in nearly 200 countries. Consumers around the globe enjoy the Company's products at a rate of more than 900 million servings each day.

Key to its success is the Company's daily commitment to diversity. The Coca-Cola system's work force is as diverse as the consumers it serves. And divers) in the talent and strategic thinking of its some 26, 000 associates worldwide is a strength reflected throughout the global Coca-Cola business system.

A global, yet "multi-local" company, Coca-Cola operates as a local enterprise everywhere it does business. It hires and trains locally. And it purchases supplies and services from local businesses.

This year at the Black Entrepreneurship in America Conference, The Coca-Cola Company reported that the Coca-Cola system has surpassed its commitment to purchase more than $1 million over the past five years in goods and services from minority and women suppliers.

From April 1992 through 1996, the Coca-Cola system spent nearly $1.1 million with more than 3,000 minority and women-owned businesses.

"Once again, through the strength of the Coca-Cola business system, a commitment made is a commitment kept,' said Roberto C. Goizueta, chairman and chief executive officer,

The Coca-Cola Company. "Diversity and entrepreneurism in our supplier base reflect partnerships that create another competitive advantage in the marketplace. We intend to build on that advantage."

The program strengthens long-time partnerships with minority and women suppliers and develops new business ties with others. The groups within the Coca-Cola system participating in the program include The Coca-Cola Company and its Corporate and Coca-Cola USA divisions; The Minute Maid Company;

Coca-Cola Beverages Ltd. in Canada, and many independent Coca-Cola bottlers. The Minority and Women Supplier Development program is designed to provide entrepreneurs the opportunity to become a Coca-Cola system supplier, and to assist with the development of those who help meet the needs of the Company's global business system.

Coca-Cola is also creating access to opportunities through its comprehensive commitment to advance excellence in education. Since 1990, The Coca-Cola Foundation, the philanthropic arm of the Company, has awarded more than $50 million to some 400 schools, colleges, universities and organizations.

This commitment includes more than 2,500 scholarships, with two-thirds awarded to minority students.

The Coca-Cola Company recently announced it will double its commitment to $100 million in support of education in this decade, investing in future leaders through scholarships and learning experiences for young people from diverse backgrounds.

The Coca-Cola Company's support of opportunities for individuals of every backgroUnd reflects its ongoing commitment to develop its employees, its business partners and the communities it serves around the world.

COOPERS & LYBRAND

WEAVING DIVERSITY INTO OUR BUSINESS

Achieving diversity within an organization requires commitment and action. Coopers & Lybrand's commitment begins with our chairman, Nicholas Moore, who has made diversity a business goal by linking it to our Firm's strategy for competing successfully in the marketplace. Making diversity a goal, however, is only the first step. Making it a reality is the next. So we employ a systemic approach because the real work of incorporating diversity into how we do business must be nurtured at the individual level.

Through many initiatives, including diversity training, we ensure that our Firm's leadership at the line of business and national staff level has a full understanding of the role diversity plays in achieving our lousiness goals and actively supports it within each individual s area of responsibility. We look to our leaders to embody diversity values in their behavior and to influence the people they work with on a daily basis. Our expectations of all our partners and staff are no less. To mark our progress, we analyze key human resource data. Our Work Force Growth Index reveals the number of minorities and women in partner and professional positions compared with our total work force. Promotion and turnover rates, as well as minority and women assignments to key engagements are monitored. Feedback from employee surveys and mentoring programs point the way toward building new programs or enhancing those already in place. And by examining the number of individuals taking advantage of nontraditional work arrangements, we see how we're adjusting to the work/life balance needs of our work force. Based on this analysis, we reassess where we are and develop and implement new programs designed to advance our goal.

We recognize that bringing superior thinking and most creative solutions to our clients means drawing upon a talent base that includes a broad range of perspectives, cultures, backgrounds and experiences. That's why achieving greater diversity at our Firm is not a matter of compliance or affirmative action. It is a critical business imperative with roots in our core values of integrity, teamwork, mutual respect and personal responsibility.

DISNEY CONSUMER PRODUCTS 

As the fastest-growing division of The Walt Disney Company, Disney Consumer Products has offices in worldwide regions (U.S. and Canada; Europe, Middle East and Africa; Asia/Pacific; and Latin America).

Disney Consumer Products' sustained growth stems from the popularity of Disney's standard characters -- Mickey and Minnie Mouse, Donald and Daisy Duck, Goofy and Pluto; as well as the ever popular Winnie the Pooh. Together with the characters from the company s animated features - including 101 Dalmations, Hercules, The Lion King, Aladdin and The Little Mermaid - the group's business units transform these familiar movies into retail, music, and publishing ventUres that bring the Disney magic into homes around the globe.

From strategic planning to business management, Disney Consumer Products operates through close knit-teams, where consensus must include appreciation of unique cultural and ethnic sensitivities. To tan the full potential of everyone in the organization, the focus is performance and productivity. The entire group is committed to supplying the nurturing and enriching opportunities individuals need to do their jobs effectively. From a human resources point-of-view, this demands a solid understanding of technical skills, people skills and personality traits from day one. The bottom line is giving people the opportunity to grow, and become key players in the organization without compromising their integrity.

As Disney Consumer Products continues to grow and create new business opportunities, challenges arise in these areas: Disney Licensing, the largest licensing operation in the world; Walt Disney Records, high-quality family audio entertainment: Disney Interactive, interactive family-oriented entertainment and edutainment materials including video games, CD-ROM products, and Disney Online (whose Disney.com site is one of the most popular on the World Wide Web); Disney Publishing, the world's largest publisher of books and magazines; and Walt Disney Art Classics, two-and three dimensional art and collectibles.

Disney Consumer Products has an unparalleled range and depth of creative opportunities to capitalize on the most powerful creative resource on earth -- human diversity.

Dun & Bradstreet

The Dun & Bradstreet Corporation is comprised of three great businesses, each a leader in its field:

* Dun & Bradstreet The worldwide leader in business information.

* Moody's Investors Service Renowned for the independence, integrity and quality of its ratings and research.

* Reuben H. Donnelley The largest independent provider of yellow pages advertising in the U.S.

We are 16,000 associates in 37 countries who, together, represent our greatest asset and the source of our reputation for integrity, superior value and outstanding service. We are brought together by our pursuit of excellence and our statement of values which vows that we will respect and treat each other as individuals who want the opportunity to contribute and succeed." The key to our continuing success, as it has been for over 155 years, is our people.

For Dun & Bradstreet to succeed, we need our people to be able to connect with, serve and anticipate the needs of an increasingly diverse range of customers. To capitalize on emerging opportunities in the United States and in other countries, we need the broadest possible range of skills, talents and experience.

Because of this bottomline business need, we are committed to creating a working environment that enables our associates to bring all of their talents, experiences and points of view to their jobs. An environment that values, respects and leverages each associate s differences, including such qualities as race, gender, ethnicity, nationality and sexual orientation.

Building a more inclusive workplace is not simply the "right thing to do." It makes good business sense. By becoming the employer of choice for a highly talented, diverse workforce, we will be able to serve our customers more effectively. By becoming the supplier of choice for a broader range of customers, we will increase our revenues and our shareholder value.

The future is not only about technology, which everyone has. It's about people. Our ability to attract, retain and develop talented people in an environment in which they can participate to the fullest extent of their abilities is what will make the difference...and assure the success of The Dun & Bradstreet Corporation in the 21st century.

EDWARD JONES 

Edward Jones, one of the nation's fastest growing investment firms, provides more than 3,300 individuals with the opportunity to run their own businesses. Over the next decade, the firm intends to triple its number of brokers, thereby enabling more than 10,000 individuals the chance to "be their own boss."

To achieve its aggressive objectives, the firm will need applicants from all ethnic and racial backgrounds and both genders. "We want our sales force to be a reflection of society at large," says Jones' Managing Principal John Bachmann.

Although it may be politically correct, Jones' interest in increasing the number of minorities in its sales force is not altruistic. Today, minorities represent 26% of the U.S. population. By 2050, more than half of all consumers, including those for financial services, will be minorities. It stands to reason that those best suited to tapping the minority market are minorities themselves.

The obstacles Jones faces in attracting minorities include the general perception that the financial-services industry is not open to minorities. Through publications such as Black Enterprise, Jones is attempting to spread the word that minorities are indeed welcome and that they can succeed in this industry--if they seize opportunities like ours that include training, preparation and the chance to grow and achieve without limitations.

ERNST & YOUNG

Ernst & Young LLPs diversity initiatives are driven by the firm's commitment to provide an open, flexible, and supportive workplace that values the individual contributions of all its people. One of the relevant objectives relates to recruiting people of color and the ongoing career development and advancement of women and people of color. Among its myriad of strategic initiatives is its partnering with minority schools and organizations to provide scholarships and other financial assistance for minorities to pursue higher educational objectives.

Through its foundation, scholarship funds, specifically for minority students, in excess of $600,000 were committed for fiscal years 1996 and 1997. These scholarship funds have been renewed for fiscal year 1998 and are generally renewable each year for a five-year period. Scholarships have been awarded to undergraduate and graduate-level students. Additionally, through partnering with organizations such as A Better Chance and InRoads, scholarships have been awarded to high school students as well.

To further the firm's partnering with universities, Ernst & Young has provided strategic planning assistance for certain HBCUs to pursue accreditation of their business schools. In addition, the firm has piloted a "Business Scholars Program" at a HBCU. This program is designed to enhance the business skills of selected juniors and sophomores at this university. The Ernst & Young Business Scholars Program brings experienced practitioners to the classroom to discuss specialized business topics, ranging from financial derivatives to IPOs and professional competencies, such as leadership and team-based skills.

To enhance the presentation skills of the scholars, Ernst & Young has engaged a consultant to provide assistance on a weekly basis during the school year. It is expected that these students will ultimately make presentations in local television and radio programs. Another initiative is the establishment of mentoring programs with high school and college students, including an extensive one-to-one program in the firm's New York Office.

"Ernst & Young's partnering concept is ideal," says Allen Boston, a partner in national recruiting. "The firm provides more than just funding, but we also team with the universities and organizations to address common goals. The aforementioned diversity initiatives generally focus on recruiting people of color. Under the direction of the firm s Diversity Task Force, which is led by Phil Laskawy, chairman and CEO, other strategies pertaining to career development and the retention of women and people of color have been implemented. We continuously evaluate our initiatives to ensure that Ernst & Young is an employer of choice."

HEWLETT-PACKARD COMPANY

At HP, we know that our competitive advantage in the marketplace is our people and our ability to make differences our strength. As we pave the path to the 21st Century and beyond, there are no certainties or historical data to rely on to tell us exactly what to do and what business life will be like. We will need the best talent and a broad range of diverse thinkers, doers and teams working to he market leaders in the multi-cultural centers of the world. Research has confirmed that culturally diverse groups come up with more innovative solutions than homogenous groups.

We envision an environment where everyone is included, valued, and can develop and contribute to their full potential.

To accomplish this vision, management -- from the CEO down -- supports every aspect of our diversity strategy, including a Diversity Leadership Council that drives key diversity initiatives worldwide and Corporate Objectives that reflect diversity and inclusion.

Our diversity education strategy encompasses an array of educational options for training needs.

Recruiting programs target top minority and women candidates early in their college career, providing internships and on-campus relationships with minority organizations. In addition, a K-12 education program works to increase the number of women and minorities in science/math disciplines for futUre candidate pools. Once on board, a number of programs are available with the primary objective of ensUring diverse company leadership:

* the LEAD program develops leadership skills and mentoring relationships the Accelerated Development Program identifies and develops diverse candidates for senior management positions

* Efficacy Seminars provide workshops to promote personal responsibility and accountability for career development

Over 40 employee network groups, sUch as the Black Employees Forum, the Technical Women's Group and the Gay and Lesbian network foster communication and support. And a broad range of alternate ways to work give options for diverse life-style needs.

At HP, when we say diversity, we mean business!

HOECHST CELANESE

DIVERSITY IN THE WORKPLACE, IT MUST BE PART OF WHAT A COMPANY VALUES. A DIVERSE WORKPLACE IS GOOD FOR BUSINESS.

Today most successful companies understand that diversity in the workplace is not an altruistic goal; it's good for business.

The demographics of our general population are rapidly changing and so is the pool from which businesses can draw talented employees. That's why companies like Hoechst Celanese are establishing corporate cultures where all talent is respected, appreciated, and rewarded, regardless of race, gender or national origin.

* It is no longer a question of can we do it -- we know we must do it and our businesses will greatly benefit.

OUR COMPANY VALUES ARE THE FOUNDATION OF OUR SUCCESS

Commitment to diversity throughout the organization is an important core value of our company because values provide the backdrop against which we define who we are and how we operate. Values drive how we treat people -- our employees, customers, our communities, our minority vendors, and how we operate our businesses. They also set forth clear expectations of individual and company performance, and how we would like to be tracked.

Our company values reflect simple truth. They recognize the benefits of a diverse workplace and the importance of different perspectives in decision making. We value open communications, up, down and lateral. That is why Hoechst Celanese was one of the 1996 Awardees of the prestigious "Catalyst Awards."

We've identified four value based indicators by which we measure our performance:

* long term growth and profitability

* a reputation as a preferred employer;

* improved performance in the areas of safety, employee health, and the protection of the environment; and

* customer satisfaction efforts that emphasize understanding, meeting, and going beyond our customers' expectations

VALUES IN ACTION: RECRUITING EXCELLENT TALENT

We have many programs and activities at Hoechst Celanese that establish the company as a preferred employer -- one that promotes and supports a diverse work force. Each year we hire women and minorities at a ratio at least equal to the number of women and minorities currently graduating from college programs with degrees in the area we recruit. These efforts have produced significant results. In 1988, 34% of our exempt work force were women and minorities; today this number has increased to 43%.

At Hoechst Celanese, our leadership team stands firmly behind the initiatives we have taken to ensure an inviting and inclusive work environment, and as a result, we've enjoyed the benefits a diverse workplace brings. We would not have been as successful as a company if diversity were not one of our core values. It is for that reason, we recommend incorporating diversity into a company's core values. Minority vending should be a part of any company's diversity initiatives.

Johnson & Johnson

Johnson & Johnson is the world's largest and most comprehensive manufacturer of health care products serving the consumer, pharmaceutical, diagnostics and professional markets. Johnson & Johnson has 89,500 employees and more than 170 operating companies in 50 countries around the world. Our products are sold in more than 175 nations.

Our objective is to be the best and most competitive health care company in the world. To achieve it, we need a world class workforce -- the best and the brightest, a workforce of diverse talent to help us meet the challenges of a fiercely competitive global marketplace.

We offer lively and challenging work environments and the opportunity to bring new ideas, approaches and innovations to the rapidly changing world of health care.

Johnson & Johnson is proud to have been recognized and saluted over the years for our commitment to a diverse workforce and the principles of equal opportunity. Our goal is to continue providing a climate where every employee may make the maximum contribution to the success of our businesses.

Providing our people with the opportunity to achieve their personal career goals is a fundamental part of the way we do business. This philosophy was clearly and eloquently expressed nearly 50 years ago when Our Credo was formalized:

"...There must be equal opportunity for employment, development and advancement..."

Every Johnson & Johnson employee is encouraged to take full advantage of this principle and the opportunities it provides towards achievement of individual goals. We recognize that an environment which values diversity yields immeasurable benefits, including our ability to maintain the Corporation's position as a worldwide leader in health care.

If you value both what you do and for whom you do it, please send your resume to:

Johnson & Johnson Recruiting Services, Dept. 1342, PO. Box 16597, New Brunswick NJ 08906-6597 for current opportunities in Finance, Human Resources, Information Technology, Marketing, Operations & Engineering, and Research & Development/Quality Assurance.

For a position on our Sales team, please send your resume to:

Johnson & Johnson Sales Recruiting Services, Dept. SRS/BE, 501 George Street, JH203, New Brunswick, NJ 08901.

To apply electronically and learn more about Johnson & Johnson, visit our website at http://www.jnj.com.

We are an equal opportunity employer and support diversity in the workplace.

Johnson & Johnson

A Recipient of the 1996 National Medal of Technology

KPMG PEAT MARWICK FOUNDATION

Fewer than five percent of all business school faculty members nationally are African-American, Hispanic-American or Native American. The creation of one single minority professor,however, can influence the aspirations and careers of thousands of future students -- for a lifetime.

The PhD Project is an ambitious program aimed at enlarging the pool of minority business faculty members, thereby encoUraging more minority students to pursue business degrees, while preparing all students for today's diverse work environment. Created and primarily administered by the KPMG Peat Marwick Foundation, The PhD project is cosponsored by a collaboration of prominent business and academic organizations, including the Graduate Management Admission Council, Citibank, the American Assembly of Collegiate Schools of Business, Chrysler, Ford, Texaco, Abbott Laboratories, Fannie Mae Foundation, General Mills Foundation, Westinghouse Foundation, and more than 80 universities.

Each year, The PhD Project conducts an extensive search to find talented minority business executives willing to leave their jobs and return to academia to earn a Ph.D. in business. At the PhD Projects' annual conference, executives participate in two days of intensive seminars and meeting, where they learn about making the switch from board room back to the classroom.

After the PhD Project's first full year of existence, the number of minorities entering lousiness doctoral programs increased by 51 percent. In all, 133 minorities started business doctoral programs, Up from 88 the prior year. Of these students, 75 had been targeted and reached by the PhD project. In 1993, only 38 minorities received a doctoral degree in business.

To support and encourage the growing pool of minorities pursuing doctoral degrees in business, the KPMG Peat Marwick Foundation oversees several other initiatives, including:

* The PhD Project Doctoral Student Associations, five nationwide networking organizations for minorities pursuing doctoral degrees in accounting finance, information systems, management and marketing.

* The Minority Doctoral Scholarship Program, a program of direct financial support for minority students now in doctoral programs in accounting and information systems.

Combined, these projects represent a comprehensive effort to enlarge the minority applicant pool and significantly enhance the recruitment, retention, and advancement of minorities in corporate America.

For further information about any of these programs, please send email to Tara Perino at [e-mail] or visit our Web site at http://phdgroject.com/phd.

MERCK & CO. INC.

Human Health

In an initiative to hire pharmaceutical sales representatives, Merck & Co., Inc.'s Human Health division Human Resources people there are taking a bold approach to reach professionals of diverse backgrounds. Instead of limiting their advertising to classified sections of newspapers, they have launched a nationwide campaign in minority consumer magazines. Why the departure? Sheri Harris, Recruiting Coordinator, Merck & Co., Inc. Human Health stated, "This is a competitive job market, especially in the pharmaceutical industry, and we are seeking to attract the best candidates we can. By using minority consumer magazines, we hope to get the attention of successful sales professionals who are not necessarily looking for a new job, but may find that what we have to offer is a better environment, culture, and career building opportunity than the job they currently have. Sometimes, you have to reach into the heart of specific communities to get your message out there."

The message Merck is sending is about the impact of the work of pharmaceutical sales representatives -- how they directly effect the health of their families, friends, and communities. With opportunities all across the country, the company's hiring focus is not limited to any one group and extends to African Americans, Hispanic Americans, Asian Americans, and Native Americans. "We believe that communication within professional minority communities is best served by the people whose lives are rooted in those communities.", commented David W. Anstice, President Merck & Co., Inc. Human Health -- the Americas. "People from all backgrounds bring our company a vision that can only be realized from diverse perspectives. This is a global company actively involved in the business of improving world health. Without diversity of representation, how can we expect to continue helping all people?"

Founded in developing, manufacturing and distributing vaccines for polio, mumps, rubella and many other deadly diseases, The Merck Company Foundation is dedicated to an ongoing contribution of its medicines for disaster relief efforts here in the United States and around the world. The company also donates countless doses of Mectizan to treat and eventually eradicate river blindness in Africa. Their medicines for aging people, people with heart problems, and people with HIV/AIDS offer new hope. And their leadership reaches out to work closely with managed-care organizations to ensure that patients are able to derive maximum benefits from innovative pharmaceuticals.

This is not just any pharmaceutical company. This is a company that truly cares about the health of human beings. And their efforts to extend that concern to the professional development of minorities is part of what makes Merck & Co., Inc. Human Health a visionary company.

Microsoft[R]

Microsoft taps men and women from many different communities -- African American, Hispanic, Asian, Native American. This involves a very active participation in various programs.

They include efforts with national organizations, historically black colleges and universities (HBCUs) and those with high African American enrollment. Advertising in ethnic media. Via Pathways, our newsletter targeted to professionals from diverse cultural backgrounds. Supporting, sponsoring and advertising on various diversity Websites. And through our own diversity Website featuring individual home pages of various Microsoft employees.

We are committed to the organizations we have developed relationships with in the past, and are constantly looking for new opportunities to enhance them. We support members of the National Black MBA Association, Black Data Processing Associates, the National Society of Black Engineers, Society of Hispanic Professional Engineers, Women in Technology, and others through involvement and sponsorship at both national and local levels. Efforts at the college level go beyond recruitment at HBCUs and schools with high black enrollment to include a technical minority scholarship program targeted at key univer-sities and one open to all students nationwide In addition. scholarship programs are dedicated for minority high school internships within our local Seattle Community.

Pathways is intended to provide more information on Microsoft as a company, our people, our community involvement, diversity outreach activities, industry updates, future technology updates, product updates and career opportunities. This publication is not an advertisement, and is not meant to take away from our support of ethnic media.

To join the Pathways mailing list, please send e-mail to: [e-mail] or fax us at [phone] Attn: Lisa Buck.

PITNEY BOWES 

DIVERSITY -- A STRATEGIC LEVERAGE

Pitney Bowes has a long standing history of social responsibility and a global perspective on valuing differences. In fact, for quite some time Pitney Bowes has recognized that embracing and nurturing diversity is a lousiness imperative in an ever changing marketplace. Pitney Bowes' strategy on managing diver-city is to maximize every employee's potential and contribution to the company's long term growth. The company also values and actively leverages diversity with customers and other business partners in order to strengthen our competitive contribution and worth in every market we address.

Leveraging diversity to achieve business results is the responsibility of all our businesses including Mailing Systems, Production Mail, Software Solutions, Facsimile Systems, Copier Systems, business Services and Financial Services. "Business unit objectives are linked directly with their diversity objectives Therefore, each business unit is accountable for meeting company-wide performance standards" according to Susan Johnson, Director of Corporate Diversity for Pitney Bowes, "Diversity provides value to business processes such as work groups that intrinsically require people of diverse skill sets and expertise to develop creative solutions. Managers recognize that diversity contributes a unique potential and creative source to their team's effectiveness "

At Pitney Bowes we value candidates who bring their unique experiences and perspectives to our company. According to Michael J. Critelli, Chairman and Chief Executive Officer, "We have tremendous opportunities all around the world. The most strategic way for us to realize our business objectives is to leverage our unique and diverse workforce. In particular, it is the strength of our diversity that will sustain our competitive leadership in this changing marketplace."

Pitney Bowes concentrate on products and services which facilitate the preparation and management of documents, packages, letters and massages, in physical or electronic form, through all phases of customer use. Additional information about Pitney Bowes products and services is available through its local district offices or its home page the Internet:http://www.pitneybowes.com.

PRICE WATERHOUSE

At Price Waterhouse, we're passionate about diversity in all forms. To us diversity incorporate all the qualities that make us unique as individual -- our backgrounds, lifestyle, different perspectives, approaches to solving problems,and ways of thinking, working and achieving. We live by the principles of diversity through a wide range of programs and initiatives including flexiblework arrangements, dependent care services, and an employee assistance program to help people balance their work personal responsibilities; formal and informal mentoring and networking opportunities for women and people color; a network of lifestyle and diversity committees to locally address vice variety of quality-of-life and diversity issues and diversity education modules to help people in our firm work better with each other and our clients In a global environment where clients represent the full spectrum of ethnicities and cultures, we not only respect our differences, but we enthusiastically embrace them.

Reebok 

INTERNATIONAL LTD.

Headquartered in Stoughton, MA Reebok International Ltd. Is a leading worldwide designer, marketer and distributor of sports, fitness and casual footwear, apparel and equipment. Our principal operating units include the Reebok Division and the Rockport Company, Inc. Sales for 1996 totaled approximately $3.5 billion and our worldwide employee population exceeds 6,000.

Accountability for insuring that our outward, visible behaviors and decisions reflect our values is everyone's responsibility at Reebok. At Reebok, the value we place on diversity is incorporate into our "Reebok 2001" long range planning process. Diversity is being addressed as a business issue and as part of organization change. Our Charter states that we "embrace diversity in its fullest sense. "We are also committed that "our stands for diversity, social responsibility and human rights are expressed in our every business practices." And one of our five major goals is to "achieve a diverse, winning, results-oriented team that attracts, develop, values and retains world-class talent." As we move towards 2001, diversity is a critical piece of our business goals for Brand Image & Presence, Customer Satisfaction, Employee Satisfaction, Fiscal Responsibility, and Social Responsibility. Reebok Web Address: www.reebok.com

SAFECO

SAFECO recognizes the role a positive work environment plays in maximizing productivity among employees which result in a very positive bottom line the company. To that end, SAFECO's diversity objectives are to foster an environment built around mutual respect, cooperation and understanding for our employees and customers. Diversity is more than a international business strategy. At SAFECO, it is a fundamental part of how we conduct our business.

Our recruitment efforts to achieve a diverse workforce include local and national advertising , job fairs, interships, employee referral programs, on- campus recruiting and other recruitment sources. After hiring, we our employees additional opportunities through sponsorships, mentoring and educational assistance programs.

SAFECO strengthens the communities in which we work with financial contribution support and donation of employees' time We are proud of our involvement with a number of organizations including the Urban League, Links, National Association of Black Accountants, Inroads, United Way and the NAACP, SAFECO is committed to investing resources in the communities in which we do business. SAFECO is a growing financial services company with over 100 offices across the United States. NASDAQ has honored SAFECO as one of the most substantial companies on the exchange. A.M. Best and Standard and Poor's consistently give SAFECO their highest ratings for financial strength. In 1996. Black Enterprise rated SAFECO as one of the top 10 companies offering mutual funds. SAFECO provides services in real estate management and investment, personal and commercial insurance, life insurance, retirement services, annuities and health insurance, surety an asset management.

SAFECO is committed to succeeding within the richness of people and cultures our communities provide. Our diversity objectives include reaching out to underrepresented and under-served individuals and communities. Diversity is more than a buzz word at SAFECO; it is integrated into how we recognize the contributions of every employee and recognize the potential that urban and inner city markets can bring to SAFECO.

SCHERING PLOUGH

RESEARCH INSTITUTE

Schering-Plough Research Institute is the pharmaceutical research arm of Schering-Plough Corporation Headquartered in our state-of-the-art Drug Discovery Facility in Kenilworth, NJ, our more than 2,700 employees around the world are pursuing new leads in targeted future. Understanding the mechanisms of diseases and applying that new-found knowledge to developing innovative drugs for improvements in human health represents the foundation of Using Science for Human Advantage. The cuting-edge of pharmaceutical science is where you will find Schering-Plough Research Institute.

SCUDDER, STEVENS & CLARK, INC.

Scudder, Stevens & Clark, Inc. was founded in 1919 as America's, first independent investment counselor. Today, as a privately held corporation, Scudder remains one of the nation's premiere providers of investment management services, managing over $100 billion in assets invested world-wide for clients in the United States and throughout the world.

Our goal: the continued achievement of the specific investment objectives of each of our clients, through sound portfolio management. Our approach is guided by:

* A commitment to research

* A global perspective

* Client orientation

* A disciplined process of research and investment

* Long-term investment results

CORPORATE CULTURE

Scudder develops and supports those who thrive in an environment in which original thought is valued and discussion and challenging views are encouraged.

EXTERNAL COMMITMENT, INTERNAL VISION

Our global business vision is an external commitment to promote financially successful operations. Our internal vision of a strong, diverse, and talented work force helps foster that global vision

INTEGRITY AND DISTINCTION

Our Scudder Credo states, "we will at all times conduct ourselves with integrity and distinction, putting first the interests of our clients." We understand the work place value of strong ethics and principles that continuously promote mutual respect and fairness.

INCLUSIVE WORK ENVIRONMENT

We understand the business value of a truly diverse and inclusive work place in which every employee can realize his or her own potential, where many talents can be fully utilized in creating different product lines to meet the needs of our increasingly diverse client base. Our internal Advisory Task Force on Diversity Management reviews and initiates many internal programs to help us attract and retain the most talented people for our business.

Scudder, Stevens & Clark supports clients in three main areas Individuals, Institutions, and Mutual Fund Investors. Institutions include corporate and public and employee benefits funds, endowments and foundations, corporate surplus accounts, labor unions, and insurance companies. We manage mutual funds for retail investors and for retirement plans including IRAs, 401(k), and 403(b) plans. Client funds may be invested in equity, private equity, balanced and fixed income securities, or in specialized segments of the markets such as short-term securities, small company or preferred stocks, and international stocks and bonds.

Our offices are located in Atlanta, Boca Raton, Boston, Chicago Cincinnati, hong Kong, London (UK), Los Angeles, New York, Norwell, Philadelphia, Salem NH, San Diego, San Francisco Tokyo, Toronto.

SMITHKLINE BEECHAM

DIVERSITY MISSION

The objective of SmithKline Beecham's Managing Diversity initiative is to foster the creation and maintenance of an environment that embraces, values, celebrates and benefits from a diverse workforce throughout the organization. SmithKline Beecham's global diversity strategy is to accomplish the achievement and management of a diverse workforce. We are committed to creating a spirited climate of diversity, one that embraces people of diverse backgrounds to naturally enable them to reach their full potential in pursuit of SmithKline Beecham's objectives -- consistent with our core values and practices

Recognizing that people are our greatest asset. . . we embrace the concept of diversity, and we are committed to respect, reward and develop to their fullest potential individuals from diverse cultures.

Through the achievements and management of a diverse workforce, SmithKline Beecham will seize the competitive opportunity to become the number one health care company in the world. To Learn more about SmithKline Beecham and our global initiative, visit our web site at http://www.sb.com.

STAPLES 

Staples is dedicated to creating and supporting a diverse work environment. Our vision and C.A.R.E. statements record our commitment to recruiting the best team members, practicing accountability and responsibility, and pursuing ethical standards None of these goals is attainable unless each of us fully embraces and values individual differences At Staples, diversity is more than just a word in a training manual. It's a word that says there are differences among us and we value those differences. There is variety in the cultures and practices that have shaped each of us. Respecting and drawing on our differences is not just a law or policy, it is a way on our business that ensures an innovative, productive workplace where each associate can develop and contribute. In addition, the customers we serve are highly diverse. Fostering diversity is the right thing to do and makes good business sense.

TEXACO

RESPECT FOR THE INDIVIDUAL: A BUSINESS IMPERATIVE

In the days following the N.Y. Times (11/96) article on the impending lawsuit, TEXACO responded decisively and effectively. In mid-December the company launched a comprehensive plan for workforce diversity and for partnering with minority and women-owned businesses to improve TEXACO's competitiveness.

EDWARD N. GADSDEN, TEXACO's Director of Employment and Workforce Diversity, is confident about the positive impact this plan will have on the existing strong programs at the company. Further, Mr. Gadsden believes "It will meet our unique business needs. It is designed to broaden our business opportunities, customer base, access to markets and potential suppliers. We will be in a better position to hire and promote from a broader range of candidates."

TEXACO Chairman and CEO Peter pursuing these initiatives for two simple reasons: "First--and most important--because they are the right thing to do. They reflect the most fundamental value of our company, respect for the individual. Second, these initiatives make good business sense. A diverse workforce allows us to align closely with the marketplace-especially important given the increasing globalization of our industry and to have an employee population with a wide range of ideas and perspective."

TEXACO's Diversity and Economic Outreach Plan addresses programs, goals and timetables in three main areas:

* The Workforce: To create the diverse workforce the company requires, programs are being developed in recruitment, hiring retention, promoting and career development.

* Suppliers: The goal is to increase overall purchasing activities with minor-thy and women-owned Businesses; increase financial activities with minority and women-owned banks and money managers; increase coverage from minority and women-owned insurance firms and increase the diversity of its financial and professional services.

* Marketing: To increase the number of minority and women-owned wholesale marketers; to maintain women and minority independent retail owners and lessee operators; to increase the number of African American outlets; to maintain the high level of minority and women managers at company-owned and operated outlets and increase the number of minority and women-owned lubricant distributors and outlets.

These initiatives will make TEXACO a more competitive and profitable company. They demonstrate that the people of TEXACO are dedicated to creating an organization that will be second to none in its ability to compete in the 21st century.

UNITED STATES POSTAL SERVICE 

The United States Postal Services has long been a leader in providing opportunities to small minority and women-owned businesses. During fiscal year 1996, Keith Strange, vice president Purchasing and Materials and Rudy Umsheid, vice president, Facilities worked closely with Robert Harris vice pr-esident Diversity Development, to continue this record of success As part of the effort to further strengthen supplier relations various forums were developed to educate employees on the business benefits of supplier diversity.

The Postal Service's commitment to supplier diversity continues to get results. In fiscal year 1996, 65.6 percent of contractual actions (representing more than $2.7 billion) went to small businesses. More than $266 million representing (8.9% of actions) went to minority-owned businesses, and more than $324 million (12.8% of actions) went to women-owned businesses.

Postmaster General and CEO Marvin Runyon has called for an even larger commitment "It is the responsibility of every employee who makes a purchase to ensure supplier diversity is part of the process. The Postmaster General remains committed to ensuring that supplier diversity is an essential part of the Postal Service's long-term corporate strategy to remain competitive.

Corporate involvement with diver-se suppliers has grown steadily over the past decade. As leaders like Strange, Umsheid and Harris recognize, there is still much to be done.

THE VANGUARD GROUP

While statistics on America's changing workforce vary, the overriding message is clear: the American population, once dominated by Western culture and white males, is shifting to a multicultural society with a powerful presence of women, people of color and the disabled. Unlike equality movements of the past that had only a strong social drive this movement toward a diversified workforce is driven by economic necessity.

As the world comes to terms with these emerging demographics The Vanguard Group has been preparing for just such a future.

We are experiencing a period of explosive growth. With over 1,000 new positions annually, our recruitment need is not only constant--but imperative. As we've watched the changing workforce take shape, Vanguard has made a very conscious effort to discuss not only what must be done to meet today's needs, but to venture solutions for what will be required for tomorrow.

We call this dedication of time and energies Strategic Staffing. By examining the skills and competencies we need to remain the leader in a competitive industry, we've found that the answers to our questions lie in securing the most qualified, most diverse pool of talent available.

At the Vanguard Group, we believe value is measured by more than just appearance. That's why, in our search for the best candidates, our foremost requirement is excellence. We are now seeking top-caliber men and women for a variety of opportunities in all areas of our organization, inclinstitutional), processing, fund and corporate accounting and customer relations.

To learn more about our career opportunities, send your resume and cover letter to: The Vanguard Group, P.O. Box 876, Code: Dept. D97BLKSUM, Valley Forge, PA 19482. Fax: [phone].