Initiatives for Managing Diversity in Corporations

To address research question number two, the study participants were asked two types of questions. The first related to domestic diversity initiatives and the second to international diversity initiatives. Also, the research made inquiries regarding the relationships between domestic and international diversity initiatives. The researchers also asked questions about the areas of diversity the organization addressed the most. In addition, the study participants were asked to identify the diversity initiatives that are the most effective. Diversity initiatives are specific activities, programs, policies and any other formal processes or efforts designed for promoting organizational culture change related to diversity (Arredondo, 1996).

Domestic Diversity Initiatives

To identify the diversity initiatives utilized by the corporations, the researchers content-analyzed the interview transcriptions and the related documents. Diversity initiatives were identified in the interview transcriptions, listed by corporation, and compared across organizations. Related documents verified and confirmed the information provided by the study participants on diversity initiatives. Seven of the corporations provided a copy of their strategic plan for diversity.

In the initial analysis, corporations were rank ordered based on the number of diversity initiatives participants cited in the interview process. Table 8 lists the number of initiatives by corporation. The eight corporations combined had a total of 396 diversity initiatives. The range of diversity initiatives employed in the eight corporations participating in the interview process was 33 to 65. The average number of diversity initiatives participants reported was 49.5. Although the corporations cannot be listed by name out of respect for confidentiality requirements, it can be noted that the majority (88%) of the corporations identified 41 or more diversity initiatives. Three (38%) of the corporations are utilizing 62 or more diversity initiatives.

In the second step of the data analysis related to the diversity initiatives, the researchers developed seven categories of initiatives that were inclusive of the range of initiatives cited by the interview participants. Categories of initiatives emerged from the analysis of the interview data, the diversity strategic plans, and other documents provided by the study participants. The diversity initiatives were grouped under the following seven categories:

1. Leadership and Management
2. Education and Training
3. Community Relations
4. Communication
5. Performance and Accountability
6. Work-Life Balance
7. Career Development and Planning

In the third procedural step of the analysis, the researchers systematically reviewed the list of diversity initiatives by corporation and coded each initiative with a number representing one of the seven basic categories listed above. Diversity initiatives identified in each of the categories were listed and rank-ordered according to the frequency of mention in the eight interviews. The diversity initiative categories are described below.

Leadership and Management

In total, the study participants cited 31 diversity initiatives that the researchers assembled under the category of leadership and management. The range of leadership and management diversity initiatives was 12 to 21. The average number of leadership and management diversity initiatives was 16.6. Table 9 lists in rank order by frequency all the leadership and management diversity initiatives that were cited by the study participants.

Table 9
Leadership and Management Diversity Initiatives (n = 8)

Diversity Initiative		f	%
1.	Senior management commitment	8	100
2.	Diversity linked with strategic business plan	8	100
3.	Consultants	8	100
4.	Diversity mission statement	8	100
5.	Recruiting plans for women and people of color	8	100
6.	Increase numbers of women and people of color in management	8	100
7.	Affirmative Action goals and plans	8	100
8.	Diversity strategic plan	7	88
9.	Retention plans for women and people of color	7	88
10.	Marketing plans for diverse customer base	6	75
11.	Diverse selection and promotion process	5	63
12.	Cultural change/transformation	4	50
13.	Diversity councils	4	50
14.	Vendors/suppliers diversity programs	4	50
15.	Benchmark with other companies on diversity	4	50
16.	Diverse employee networks or resource groups	3	38
17.	CEO commitment/leadership	3	38
18.	Corporated Diversity steering committee	3	38
19.	Corporated Diversity advisory boards	3	38
20.	Task forces by division or business unit	3	38
21.	Meetings with other corporation's workforce diversity managers	3	38
22.	Diversity focus groups	3	38
23.	Business unit diversity steering committee	3	38
24.	Diversity discussion groups	2	25
25.	Corporate diversity resource staff	2	25
26.	Diversity as an aspect of new hire orientation	2	25
27.	Change management that encourages greater diversity	2	25
28.	Non-harassment policies	1	13
29.	Physically and mentally challenged people recruiting plans	1	13
30.	Senior citizen recruiting plans	1	13
31.	Target selection identifying employees capable of thriving in diverse work environments	1	13

Senior management commitment was a leadership and management diversity initiative that was identified by all study participants. All of them indicated that senior management played a vital role in establishing workforce diversity in their corporations. The study participants stated that senior management's role included such things as communicating throughout the organization the importance of diversity as a business issue through policy statements, memos, letters, speeches, company newsletters and newspapers, and reports. Over half of the corporations have established diversity councils that represent the top people in the organization. The purpose of these councils is to look at how diversity issues relate to each function of the organization. All of the study participants indicated that their organizations had developed a diversity mission statement and that it was linked to the company's strategic business plan. The study participants indicated that the best way to maintain ongoing commitment for diversity initiatives was to effectively link them with the organization's business objectives.

In addition, all of the study participants indicated that their corporations use consultants in some way to plan, develop, implement, and evaluate diversity initiatives. Over half of the participants (63%) indicated using external consultants to conduct needs assessment, diagnosis, cultural audits, and 360-degree feedback analysis. One of the research participants stated, "Often times if we don't have the staff or the expertise that is required to effectively address diversity in the organization, we bring in external consultants." Another participant said,

External consultants started doing employee surveys and focus groups for us. The feedback that we received from them was that diversity came up as an important issue that needed to be addressed, so from that feedback we implemented action plans to address these issues.

Over half of the participants (63%) indicated that they used external consultants to help them in the planning and delivery of diversity training programs. Sometimes external and internal consultants were used depending on the program and needs. A study participant stated,

We have internal and external consultants working with us and this is very valuable to the company because it ensures credibility of having someone from the outside who is knowledgeable and has experiences with other companies, but also somebody internal who brings in our own perspective. We do co-training and co-facilitated sessions which are excellent. This internal and external consultant framework can be modified for each business unit.

Three of the study participants (38%) indicated that their corporations had a team of internal diversity consultants. The internal consultants' role was to assist other units in the corporations in the planning, implementation, and evaluation of diversity initiatives. These consultants had to be experts, not only in the diversity field but also in the area of training and development, as well as in organizational development or change. Consultants made themselves available to all employees and managers. They work with individual managers as well as with employee groups. These internal consultants also worked with the corporate management team and advised them on diversity issues and the types of things they could do related to diversity at the managerial level. The study participants believed that the use of an internal or external consultant depends on the circumstances of the specific organization, especially the complexity of the diversity issues, financial constraints, and the receptivity of employees.

All of the study participants indicated that their corporations have initiatives to recruit and promote women and people of color. To assist in the recruitment and promotion of women and people of color, affirmative action goals and plans are also utilized by all the corporations. The majority of the corporations (88%) also have in place initiatives that aim to retain women and people of color in the workplace. All of the study participants indicated that their corporations are focusing on increasing the representation of women and people of color at the managerial level. They looked at statistics to monitor the upper mobility of populations that are not represented at the top management level. Specific emphasis is placed on increasing representation of women and people of color at the managerial level in order to enhance their contribution throughout the organization. The study participants indicated that they are finding that the best and brightest candidates are increasingly made up of people who are diverse. Therefore, it is imperative, according to the study participants, for companies to recruit, hire, develop, and promote from the diverse talent pool in order to be productive and remain competitive.

Education and Training

The study participants cited 17 education and training diversity initiatives. The range of education and training diversity initiatives was 4 to 10. The average number of education and training diversity initiatives was 6.3. Table 10 lists all the education and training diversity initiatives that were cited by the study participants in rank order by frequency.

Table 10
Education and Training Diversity Initiatives (n = 8)

Diversity Initiative		f	%
1.	Diversity awareness training for managers and employees	7	88
2.	Diversity skill training for managers and employees	7	88
3.	Valuing diversity training for managers and employees	5	63
4.	Diversity training senior management	5	63
5.	Integrate diversity into other training	4	50
6.	Diverse team training	4	50
7.	Cultural training	3	38
8.	Required diversity core training for managers	3	38
9.	Diversity integrated into executive core training	2	25
10.	Partnering with in-house trainer/external consultant	2	25
11.	Sexual harassment training	2	25
12.	Simulation diversity training	1	13
13.	Diversity training conferences	1	13
14.	Train-the-trainer diversity training	1	13
15.	Consulting pairs	1	13
16.	Interpersonal/communication skill building	1	13
17.	Non-harassment training	1	13

According to the study participants, education and training was considered important for such areas as awareness building, skill building, helping employees understand the need for and meaning of managing and valuing diversity, educating employees on specific cultural differences and how to respond to differences in the workplace, providing the skills necessary for working in diverse work teams, improving employee understanding of the cultural mix within the organization, and assisting employees in learning about the culture and the community the organization is serving. Half of the study participants indicated that their organizations integrated diversity training into other training programs such as supervisory skills, performance management, communication skills, and management development. In addition, over half of the participants (63%) indicated that they offered diversity training for senior management. This diversity training showed managers the impact of diversity in the workplace and provided them with the competencies and skills to change their thinking style to develop an inclusive culture. This diversity training also provides management with basic skills in communication, managing differences, and conflict resolution. It is also used to enhance skills in managing diverse populations.

Overall, the study participants saw diversity training and education as a crucial component to their overall corporatewide diversity strategy. One of the study participants stated, "We recognize training as being crucial because you cannot lead an organization to a vision or direction unless employees and managers have some understanding, and understanding is probably the seed that can influence knowledge and skills and ultimately behavior." Diversity education and training was seen by the study participants as a way to improve employee, management, vendor, and customer relations. In addition, according to the study participants diversity training is only one part of an organization's comprehensive diversity strategy and should not be utilized alone. In isolation, diversity training is not likely to have a major impact; but as part of an overall strategy, it can help move an organization forward by helping to maximize the potential of all employees.

Community Relations

The study participants cited 14 community relations diversity initiatives. The range of community relations diversity initiatives numbered from 3 to 11. The average number of community relations diversity initiatives was 6.1. Table 11 lists in rank order by frequency all the community relations diversity initiatives that were cited by the study participants.

Table 11
Community Relations Diversity Initiatives (n = 8)

Diversity Initiative		f	%
1.	Support for diverse cultural programs	7	88
2.	Scholarships with a diversity focus	7	88
3.	Sponsor women and minority associations	5	63
4.	Sponsor educational programs for minorities	5	63
5.	Company foundation funding with a diversity focus	5	63
6.	School-business partnerships	4	50
7.	Research funding related to women and minorities	3	38
8.	Internships with a diversity focus	3	38
9.	Mentor programs for minority students	3	38
10.	Company leaders members of minority organization's boards	2	25
11.	Sponsors publications for minorities	2	25
12.	Sponsor television programs on diversity	1	13
13.	Programs helping the elderly	1	13
14.	Distributes material to the community bilingually	1	13

Community relations activities were seen as important by all the study participants. The majority of the corporations studied (88%) provided support for diverse cultural programs (e.g., national touring exhibitions of African-American art, minority dance companies, Boys' Choir of Harlem) and scholarships with a diverse focus (e.g., African Americans, Hispanics, and Native Americans). In addition, over half of the corporations (63%) sponsored women and minority associations and educational programs for minorities and provided corporate funding with a diversity focus. Some of the other community relations efforts included school-business partnerships, research funding related to women and minorities, internship with a diverse focus, mentor programs for minority students, and company leaders participating as members of boards of minority organizations. According to the study participants, time, money, and effort spent on community relations initiatives is an investment in the current and future workforce and is good customer relations. In addition, community relations diversity initiatives are seen as strategies that help change the corporation's image in minority communities.

A study participant stated,

Community relations and outreach programs for minorities are important for corporations for three reasons: communities are where corporations sell their products and communities are becoming more and more diverse; corporations want to have a great reputation with the entire community, and minority communities have been ignored for many years; and be able to get outside corporations and see what is happening in communities, so that employees and managers can develop an understanding of their customer base.

Another study participant indicated, "We support the communities where we do business because we draw our employees, customers, and suppliers from those communities." Overall, the corporations studied have as a principle to support those community relations programs that are related to the corporation's values. In general these corporations fund community based programs that add more value in terms of future customers and workforce.

Communications

There were 14 communication diversity initiatives cited by the study participants. The range of communication diversity initiatives numbered from 4 to 7. The average number of communication diversity initiatives was 5.9. Table 12 lists in rank order by frequency all the communication diversity initiatives that were cited by the study participants.

Table 12
Communication Diversity Initiatives (n = 8)

Diversity Initiative		f	%
1.	Diversity statement in annual report	6	75
2.	Diversity brochure	6	75
3.	Articles in company newsletter	5	63
4.	Seek public attention for diversity efforts	5	63
5.	Letter/memo from CEO in diversity plan	5	63
6.	Speeches by CEO/senior executives	4	50
7.	Publish diversity calendar	3	38
8.	Articles in company newspapers	3	38
9.	Publish journal/magazine articles on diversity	3	38
10.	Diversity pamphlets	2	25
11.	Advertisements on diversity	2	25
12.	Provide training in multiple languages	1	13
13.	Diversity communication posters	1	13
14.	College relations communicating company diversity vision	1	13

Seventy-five percent of the corporations in the study had diversity statements in their annual reports. The majority of the corporations had also published other materials such as brochures, company newsletter articles, company newspaper articles, calendars, journal/magazine articles, posters, and diversity pamphlets to introduce and explain the company's diversity initiatives.

One corporation published Diversity Update, a bimonthly newsletter. This newsletter has sections on diversity perspectives, diversity policies, relevant news and issues on diversity that affect the corporation internally as well as externally, and advertisements on the corporation's tools and resources. Some of the tools and resources this corporation has are a Diversity Resource Center and a computerized diversity database. They also have a collection of over 100 books and 200 articles on workforce diversity.

Another corporation had a partnership between the workforce diversity department and the corporate affairs office to develop a diversity media strategy that was both internal and external to the corporation. One of their strategies included a newspaper that was published quarterly; and in every issue, there were articles about diversity to make employees aware of what the company is doing in the area of diversity. For example, they have had articles on work-life balance, community relations activities, and the company's diversity strategy.

The majority of the study participants also indicated that their CEOs and/or senior managers have issued communication statements on the importance of diversity to the business goals of the corporation in forms of letters, memos, and speeches. One study participant stated, "We spend much time communicating the importance of diversity internally and externally, so that people can understand that diversity is a business issue."

Performance and Accountability

The study participants cited 14 performance and accountability diversity initiatives. The range of performance and accountability diversity initiatives numbered from 3 to 10. The average number of performance and accountability diversity initiatives was 5.6. Table 13 lists in rank order by frequency all the performance and accountability diversity initiatives that were cited by the study participants.

Table 13
Performance and Accountability Diversity Initiatives (n = 8)

Diversity Initiative		f	%
1.	Diversity performance linked to corporate objectives	6	75
2.	Monitor and report progress related to diversity	6	75
3.	Diversity accountability guidelines for managers	5	63
4.	Quantitative and qualitative diversity performance measures	5	63
5.	Evaluate business units' diversity performance	4	50
6.	Senior management accountability	3	38
7.	Define and reward behaviors that reinforce diversity	3	38
8.	Evaluate managers' diversity performance	3	38
9.	Inclusion of diversity goals in formal corporate objectives	2	25
10.	Tie diversity performance to managers' compensation	2	25
11.	Tie diversity performance to individual incentive compensation	2	25
12.	Recognition/reward for achieving diversity goals and behaviors	2	25
13.	Accountability for the achievement of diversity objectives for all managers and employees	1	13
14.	Benchmarking to identify optimum diversity performance	1	13

The majority of the study participants (75%) stated that their corporations had methods for measuring diversity performance. According to the study participants, failing to assess diversity performance sends a message to employees that diversity is not valued or important. Over half of the corporations studied (63%) have initiatives dealing with management accountability related to diversity performance. Managers are held accountable for developing diversity action plans to meet their business unit and corporate goals and objectives. Diversity performance at the business unit level as well as the individual level is then linked to compensation by emphasizing both qualitative and quantitative aspects of achievement and by rewarding behavior that promotes diversity.

Some examples of qualitative measures in a unit's diversity evaluation given by the study participants included use of diversity training, mentoring, career development, use of minority vendors and suppliers, and publishing news related to diversity efforts. Quantitative measures included number of women and minorities in internship program, number of women and minorities hired, number of women and minorities promoted, retention rates of women and minorities, and level of employee complaints.

Other accountability methods ranged from a simple checklist of diversity activities and actions to comprehensive measurement systems. Accountability tools such as 360- degree feedback, employee attitude surveys of management behavior, focus groups, employee satisfaction surveys, exit interviews, former employee surveys, evaluations that incorporate diversity objectives, and self evaluations were also used. Some companies attached a percentage of compensations and bonus directly to the accomplishment of diversity objectives.

One corporation studied developed a Diversity Progress Index (DPI), which is an assessment and planning tool designed to support and assist in the development of a comprehensive diversity strategy and plan for each of its business units. The DPI helps assess where the business units are currently and assists in the development of short-term and long-term diversity plans. According to the study participants, performance and accountability related to diversity is about effectively implementing initiatives, modeling appropriate behavior, creating a satisfying and productive environment, and meeting business goals and objectives.

Work-Life Balance

The study participants cited 13 work-life balance diversity initiatives. The range of work-life balance diversity initiatives numbered from 3 to 7. The average number of work-life balance diversity initiatives was 4.8. Table 14 lists in rank order by frequency all the work-life balance diversity initiatives that were cited by the study participants.

Table 14
Work-Life Balance Diversity Initiatives (n = 8)

Diversity Initiative		f	%
1.	Flexible work time	5	63
2.	Telecommuting	4	50
3.	Childcare center	3	38
4.	Childcare resource and referral services	3	38
5.	Relocation assistance	3	38
6.	Child adoption support	3	38
7.	Job sharing	3	38
8.	Family care leave assistance	3	38
9.	Part-time work assignments	3	38
10.	Working at home	2	25
11.	Reimbursement for dependent care	2	25
12.	Fitness and wellness programs	2	25
13.	Elder care referral services	2	25

Over half of the corporations studied (63%) offered flexible work arrangements. Other flexibility in work arrangements specified by the study participants included telecommuting, job sharing, working at home, and part-time work assignments. This workplace flexibility was offered by the corporations to accommodate the diverse needs and lifestyles of their employees. Other benefits such as childcare centers, childcare resource and referral services, relocation assistance, family care leave assistance, elder care referral services, and reimbursement for dependent care were also mentioned by the study participants. According to the study participants, these kinds of organizational accommodations make it easier for corporations to hire and retain both men and women, because they lessen the stress of balancing the demands of work and home.

Work-life balance programs are an important way of retaining capable, dedicated employees who may otherwise leave due to family responsibilities. The study participants also indicated that some of the advantages for companies who provide these services to employees included lower turnover and absenteeism rates, greater job commitment and satisfaction, and improved productivity.

Many of the study participants indicated that successful work-life initiatives begin with a thorough review of the employees' and managers' needs, and then relate those needs to bottom line issues such as turnover, absenteeism, performance, productivity, recruitment, and retention. Essentially, this involves analyzing the needs of the employees and the needs of the company. According to the study participants, being responsive to the wide range of lifestyle differences of all their employees turns diversity into a competitive advantage.

Career Development and Planning

There were 13 career development and planning diversity initiatives cited by the study participants. The range of career development and planning diversity initiatives numbered from 3 to 6. The average number of career development and planning diversity initiatives was 4.3. Table 15 lists in rank order by frequency all the career development and planning diversity initiatives that were cited by the study participants.

Table 15
Career Development and Planning Diversity Initiatives (n = 8)

Diversity Initiative		f	%
1.	Identification process for high potential women and people of color employees	5	63
2.	Employee networks or support groups	5	63
3.	Mentoring/coaching	4	50
4.	Development planning to enhance employees' skills and behaviors	4	50
5.	Succession planning	3	38
6.	Minority college relations to identify diverse employees	3	38
7.	Career planning orientations that deal with diversity issues	2	25
8.	Developmental assignments	2	25
9.	Individual development plans	2	25
10.	Career counseling	1	13
11.	Career development seminars	1	13
12.	Feedback from employees on the content, utility, fairness of the career management process for a diverse workforce	1	13
13.	Supervisory training in career planning including diversity content	1	13

The majority of the study participants (63%) indicated that their corporations have established career development and planning initiatives for women and people of color. Sixty-three percent of the corporations had identification processes for high potential women and people of color. There were typically two significant objectives to this initiative: one was to ensure that high potential women and people of color candidates are provided with opportunities for development, and the second was to get more representation of women and people of color into senior level management ranks.

In addition, the majority of the corporations (63%) had employee networks or support groups. These employee networks or support groups provide a supportive forum in which career guidance information is exchanged and members share common experiences and concerns and become resources to each other. These networks may consist of groups of women, African Americans, Hispanics, and Asian Americans and sometimes evolve into advocacy groups that negotiate with senior management on career development and other business issues. In several of the organizations, succession planning, career counseling, and career development seminars were linked to diversity initiatives.

Half of the corporations studied had established mentoring/coaching programs. These mentor/coaching programs were mostly targeted at women and people of color, although others were not excluded. The focus of these programs was to assist women and people of color in their career development by providing them with someone who could share their expertise with them; give them feedback about their abilities, their performance, and their career options; suggest strategies for advancing in their careers; and provide them with personal support and encouragement. According to the study participants, effective career development and planning programs create a work environment that is fair and equitable and provide development opportunities for all employees throughout the organization.

In total, the interview participants together cited 116 diversity initiatives currently utilized in their organizations (see Table 16). While there may be some perceived overlap in categories and some diversity initiatives could be included under a larger category, each initiative is distinctive. For example, a number of performance and accountability diversity initiatives could also be useful in leadership and management. Another example is that some career development and planning initiatives could be categorized under the education and training diversity initiatives. The largest number of diversity initiatives cited was in the category of leadership and management. The second largest category was education and training. Table 16 summarizes this breakdown.

Table 16
Number of Diversity Initiatives by Category

Category	Number of Initiatives	%
1. Leadership and Management	31	27
2. Education and Training	17	15
3. Community Relations	14	12
4. Communication	14	12
5. Performance and Accountability	14	12
6. Work-Life Balance	13	11
7. Career Development and Planning	13	11
Total	116	100

Table 17 reports the total number of diversity initiatives, by category, used by all the corporations studied. As stated earlier, altogether there were 396 diversity initiative being utilized by all the corporations studied. The leadership and management category had the most diversity initiatives being utilized by the corporations. In fact, it had twice as many as any other category. The next category with the most diversity initiatives was education and training, followed by community relations, communication, performance and accountability, and work-life balance. The category with the least number of initiatives was career development and planning.

Table 17
Total Number of Diversity Initiatives by Category
Used by All Corporations

Category	Number of Initiatives	%
1. Leadership and Management	133	34
2. Education and Training	50	13
3. Community Relations	49	12
4. Communication	47	12
5. Performance and Accountability	45	11
6. Work-Life Balance	38	10
7. Career Development and Planning	34	9
Total	396	100

Table 18 summarizes the total number of diversity initiatives by category and by corporation. Table 19 lists the top 44 diversity initiatives; these initiatives were cited in 50% or more of the interviews. This table combines the highest ranked diversity initiatives presented in Tables 9, 10, 11, 12, 13, 14, and 15.

Table 18
Number of Diversity Initiatives by Category and by Corporation

Category		Corporation Number
		1	2	3	4	5	6	7	8	Total
1.	Leadership and Management	17	13	18	15	21	16	21	12	133
2.	Education and Training	5	7	8	5	7	4	10	4	50
3.	Community Relations	11	5	3	6	8	7	6	3	49
4.	Communication	7	6	7	6	7	6	4	4	47
5.	Performance and Accountability	9	4	4	3	10	3	9	3	45
6.	Work-Life Balance	7	4	5	3	7	3	5	4	38
7.	Career Development and Planning	6	4	3	3	5	3	7	3	34
Total		62	43	48	41	65	42	62	33	396

Table 19
Diversity Initiatives Most Frequently Cited by Participants (n = 8)

Diversity Initiative		f	%
1.	Senior management commitment	8	100
2.	Diversity linked with business strategic plan	8	100
3.	Consultants	8	100
4.	Diversity mission statement	8	100
5.	Recruiting plans for women and people of color	8	100
6.	Increase numbers of women and people of color in management	8	100
7.	Affirmative Action goals and plans	8	100
8.	Diversity strategic plan	7	88
9.	Retention plans for women and people of color	7	88
10.	Diversity awareness training for managers and employees	7	88
11.	Diversity skill training for managers and employees	7	88
12.	Support for diverse cultural programs	7	88
13.	Scholarships with a diversity focus	7	88
14.	Marketing plan for diverse customer base	6	75
15.	Diversity statement in annual report	6	75
16.	Diversity performance linked to corporate objectives	6	75
17.	Monitor and report progress related to diversity	6	75
18.	Diversity brochure	6	75
19.	Diverse selection and promotion process	5	63
20.	Valuing diversity training for managers and employees	5	63
21.	Diversity training senior management	5	63
22.	Sponsor women and minority associations	5	63
23.	Sponsor educational programs for minorities	5	63
24.	Company foundation funding with a diversity focus	5	63
25.	Articles in company newsletter	5	63
26.	Seek public attention for diversity efforts	5	63
27.	Letter/memo from CEO in diversity plan	5	63
28.	Diversity accountability guidelines for managers	5	63
29.	Quantitative and qualitative diversity performance measures	5	63
30.	Flexible work time	5	63
31.	Identification process for high potential women and people of color employees	5	63
32.	Employee networks or support groups	5	63
33.	Cultural change/transformation	4	50
34.	Diversity councils	4	50
35.	Vendors/suppliers diversity programs	4	50
36.	Benchmark with other companies on diversity	4	50
37.	Integrate diversity into other training	4	50
38.	Diverse team training	4	50
39.	School-business partnerships	4	50
40.	Speeches by CEO/senior executives	4	50
41.	Evaluate business units' diversity performance	4	50
42.	Telecommuting	4	50
43.	Mentoring/coaching	4	50
44.	Development planning to enhance skills and behaviors of all employees	4	50

International Diversity Initiatives

The study participants were asked to identify the diversity initiatives their corporations were utilizing for managing diversity internationally. All of the corporations studied are very much concerned about the international dimension of diversity. Four of the corporations (50%) are implementing diversity initiatives internationally. Two of the corporations (25%) are in the stage of planning diversity initiatives internationally. Two of corporations have international diversity initiatives, but the diversity department does not deal with them. In this case, the initiatives are the responsibility of the corporate international department.

International Diversity Initiatives at the Implementation Stage

The study participants cited ten diversity initiatives currently being implemented internationally. The range of international diversity initiatives numbered from 0 to 7. The average number international diversity initiatives was 2.8. Table 20 lists in rank order by frequency all the international diversity initiatives that were cited by the study participants. Half of the corporations studied have marketing plans for international customer base. According to the study participants, for their organizations to remain competitive, they need to successfully compete for diverse customers around the world. This often requires them to alter their products or services as they seek customers around the world. Three of the corporations studied (38%) conduct worldwide diversity conferences annually. These worldwide diversity conferences include multicultural seminars for senior management development. In addition, leaders from different parts of the world meet at this conference to discuss and work on business processes and solutions and to address global customers' issues.

Table 20
International Diversity Initiatives (n = 8)

Diversity Initiative		f	%
1.	Marketing plans for international customer base	4	50
2.	Worldwide diversity conferences	3	38
3.	Education and training programs	3	38
4.	International recruiting programs	3	38
5.	Increase number of women in international leadership positions	2	25
6.	International consultants	2	25
7.	International community involvement	2	25
8.	Employee temporary exchange program	1	13
9.	Career planning that incorporates international assignments	1	13
10.	Multicultural work teams	1	13

Three of the corporations (38%) have education and training programs on diversity for their international leaders. One of the corporations studied has a system in place where the education and training programs are translated multilingually. Another three of the corporations (38%) have international recruiting programs in which they actively recruit international workers for positions in their domestic operations, especially in the fields of engineering and computer science.

Two of the corporations (25%) with international diversity initiatives focused their attention on the upper mobility of women to leadership positions in all the countries where they have operations. Another two of the corporations (25%) also have internal consultants in the United States who travel abroad to help their company find diversity solutions and plan, develop, and implement diversity initiatives. Still another two of the corporations (25%) have community involvement programs. These corporations contribute money, technology, time, human resources, and expertise to enhance social, health, educational, and cultural programs in countries where they have operations. According to the study participants, their growth and profits are becoming increasingly dependent upon generating sales and profits in other countries. It is therefore important for managers to have the ability to understand and accept different cultures and to have the skills to effectively interact with people from many different countries and backgrounds.

One of the corporations studied (13%) had an employee temporary exchange program. This meant that if the organization had an exceptional employee in a plant or department and that employee's skills and knowledge were needed in another part of the world, the corporation would temporarily send that employee to that location so that his/her special skills and knowledge could be better utilized. One study participant commented,

What we are trying to become is a transglobal company. That means if we have a person in Honduras who has extraordinary skills in product development, and for example we need those kinds of skills in Shanghai, we can take that person from Honduras and put him in Shanghai, and then bring a person from Shanghai to the United States who may have the skills we need here.

International Diversity Initiatives at the Planning Stage

Two of the corporations (25%) are in the planning stage of international diversity initiatives. One of these corporations is working with an external consultant in the planning of initiatives for addressing the international marketplace. The other corporation is in the process of developing instruments that will assist them in identifying the diversity needs of their business internationally. This organization is in the process of planning the international needs assessment process. Once the needs are identified, they are planning to use that information to develop international diversity initiatives. Two of the corporations (25%) are planning to use external consultants who specialize in global diversity to obtain guidance and direction on addressing the international marketplace and workforce. One of the research participants stated, "We had the benefit of working with an excellent consultant who is helping us with our global vision and strategy." Another participant said, "We are going to have a conference with an international diversity practitioner. He is going to basically lay out the framework for us to begin addressing diversity in the international marketplace and workforce."

Relationship Between Domestic and International Diversity Initiatives

The study participants were asked to identify the relationships between domestic and international diversity initiatives. Six of the study participants (75%) described the relationship between both types of initiatives. In two of the corporations (25%), international diversity initiatives belonged to the corporate's international department. Therefore, in both of these companies, it was not possible to establish the connection between domestic and international diversity initiatives.

Six of the study participants (75%) agreed that the same values and principles that guided the domestic diversity initiatives should be the ones that also guide international initiatives. Inclusion and full utilization of people were the most frequently mentioned principles that guided both domestic and international initiatives. Inclusion and full utilization meant giving individuals such as women, minorities, and other groups of people who in the past were excluded and underutilized the opportunity to contribute and reach their full potential in the corporations. One study participant indicated, "Our domestic and international diversity models are essentially the same because they both focus on the full utilization and inclusion of people. These models put gender, race, culture and other issues aside and can work in any country." Inclusion and full utilization also meant that corporations in the United States and internationally should make efforts to bring in the best minds and more creativity regardless of the individuals' social status, race, and gender.

Another commonality mentioned between domestic and international initiatives was the development of understanding and appreciation for cultural differences. A study participant put it this way,

We can capitalize on our understanding of people with different cultures here in America. If we can understand and value different cultures here in America, we are more likely to be successful in understanding and valuing different cultures in other countries and therefore compete more effectively globally.

Another similarity mentioned between domestic and international diversity initiatives included the adaptation of products and services to satisfy diverse customer wants and needs. For these corporations to be profitable, they have to adapt their products and services in the United Stated to meet the needs of their diverse customer base. Abroad, they also have to adapt their products and services to the different countries' cultures and customers.

One study participant gave an example of a diversity initiative that was developed in Asia and was transferred into the United States. This diversity initiative was a global customer program in which leaders of the plants and branches from all over the world work together to approach business solutions and to develop a better understanding of working with differences. This program was brought to the United States to assist in creating a new structure for managing and valuing diversity. According to four of the study participants (50%), many countries face diversity issues similar to the ones found in the United States. Gender, culture, job segregation, pay inequity, and limited advancement opportunities are issues that seem to be present in many parts of the world.

Areas of Diversity Addressed the Most by Corporations

The research participants were requested to identify the areas of diversity their corporations have addressed most. The study participants together cited ten areas of diversity that their companies address the most. The range of diversity areas cited by participants numbered from 6 to 9. The average number of diversity areas was 7.3. Table 21 lists in rank order by frequency all the areas of diversity that were cited by the study participants. All of the corporations studied have addressed the following areas of diversity the most: race, gender, upper mobility of women and people of color, work-life balance, and sexual harassment.

Table 21
Areas of Diversity Addressed the Most by Corporations (n = 8)

Area of Diversity		f	%
1.	Race	8	100
2.	Gender	8	100
3.	Upper mobility of women and people of color	8	100
4.	Work-life balance	8	100
5.	Sexual harassment	8	100
6.	International markets	6	75
7.	Domestic diverse markets	6	75
8.	Age	3	38
9.	People with disabilities	2	25
10.	Sexual orientation	1	13

All of the corporations studied placed a very strong emphasis on race and gender, and many included these areas in their diversity training programs. One study participant had this to say:

Diversity should include all differences, but the first major focus should be on race and gender. The reason for this focus is that you cannot get to more sophisticated aspects of diversity such as appreciation of diversity and diversity of thought if you cannot deal effectively with very visual diversity such as race and gender. The United Stated has not dealt effectively with race and gender, and with global competition coming we have to get serious about it now, or we are going to lose our competitive advantage.

All of the corporations studied also mentioned the upper mobility of women and people of color as an important area of diversity with a major emphasis placed on increasing the representation of these individuals at the managerial level. Work-life balance was another area of diversity that was addressed the most by the corporations studied. According to the study participants, changes in family structure, lifestyles, work ethics, and demographic changes are increasing the importance of work-life balance programs. Sexual harassment was also mentioned as an area most addressed by the corporations. Sexual harassment was taken very seriously by these corporations and several included this area in their diversity training programs.

Six of the corporations (75%) studied identified international markets and domestic diverse markets as areas of diversity that they addressed the most. According to the study participants, many of their business opportunities are increasingly related to a diverse customer base both domestically and internationally. Therefore, they need to have the skills and abilities to deal with diverse consumers in order to remain profitable and competitive.

Most Effective Diversity Initiatives

The research participants were asked to identify the diversity initiatives that are the most effective in their corporations. Multiple responses were accepted. Table 22 presents in rank order by frequency the diversity initiatives identified as most effective by the study participants.

Table 22
Diversity Initiatives Identified as Most Effective (n = 8)

Diversity Initiative	f	%
1. Education and Training	7	88
2. Leadership and Management	6	75
3. Performance and Accountability	4	50
4. Communication	3	38
5. Community Relations	1	13
6. Work-Life Balance	1	13
7. Career Development and Planning	1	13

Seven of the study participants (88%) indicated that education and training diversity initiatives were among the most effective. Some of the education and training diversity initiatives mentioned by the study participants included diversity awareness and skill training for managers and employees, diversity training for senior managers, and diverse team training.

Leadership and management diversity initiatives were cited also among the most effective ones by six of the study participants (75%). Examples of leadership and management initiatives mentioned by the study participants included senior management commitment; diversity strategic plans; and the recruitment, retention, and advancement of women and people of color. It is interesting to note that, although the corporations studied are utilizing more leadership and management diversity initiatives than any other type of diversity initiatives, more participants indicated that education and training diversity initiatives were most effective.

Half of the study participants stated that performance and accountability diversity initiatives were among the most effective ones. Using diversity accountability guidelines for managers, rewarding employee behavior that reinforces diversity, and quantifying diversity performance measures were examples of performance and accountability initiatives cited by the study participants.

Three of the study participants (38%) reported that communication diversity initiatives were among the most effective ones in their corporation. One study participant identified community relations diversity initiatives as the most effective, another one mentioned work-life balance, and still another mentioned career development and planning.

Although many diversity initiatives were identified as most effective, many of the study participants indicated that no single diversity initiative or activity, used in isolation, is likely to address diversity effectively. What they believed was needed was a comprehensive diversity strategic plan that includes many carefully selected initiatives adapted to organizational needs, tied to business goals and objectives, and used strategically in an ongoing manner.