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Cornell University ILR SchoolDigitalCommons@ILR
Federal Publications Key Workplace Documents
12-1-1993
Successful Initiatives for Breaking the Glass Ceilingto Upward Mobility for Minorities and WomenStaff CatalystUnited States Glass Ceiling Commission
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by the staff of Catalyst250 Park Avenue South
New York, NY 10003-1459(212) 777-8900
December 1993
This report was funded under contract for the U.S. Department of Labor, Glass Ceiling Commission. Opinions statedin this document do not necessarily represent the official position or policy of the U.S. Department of Labor.
Electronic Archive, Catherwood Library, School of Industrial & Labor Relations, Cornell University
Successful Initiatives for BreakingThe Glass Ceiling to Upward Mobility
For Minorities and Women
EXECUTIVE SUMMARY
by the staff of Catalyst250 Park Avenue South
New York, NY 10003-1459(212) 777-8900
December 1993
The term the "glass ceiling" first came into use in 1986, when two Wall Street Journal reporters coined thephrase to describe the invisible barrier that blocks women from advancing to senior leadership positions inorganizations. Since then, the metaphor of the glass ceiling has also come to be applied to the advancementof minorities.
This report examines statistics on the status of minorities and women in corporations, identifies barriers inthe corporate culture and work environment that impede their development and advancement and, mostimportantly, profiles exemplary corporate initiatives for eliminating the glass ceiling.
Since 1986, considerable research on the progress of women in corporations has been undertaken, providingremarkably uniform findings about the causes of the glass ceiling. Only a small number of these studiesfocus on barriers that are specific to the advancement of women of color.
Research shows that gender and racial bias at senior levels of corporate management centers around informalculture, selection and recruitment practices, task assignment, performance evaluation and salary decisions.Monitoring for equal access and opportunity at the higher levels of corporations is usually not considered acorporate responsibility or part of planning for developmental programs and policies. Most corporations donot have mechanisms in place to monitor appraisal and total compensation systems that determine salary,bonuses, incentives and perquisites for employees. Critical developmental assignments may not be availableto minorities and women, and there is a lack of record-keeping relating to their recruitment, retention,development experience and promotions.
Research documents the following identifiable barriers to women's advancement in corporations:stereotyping and preconceptions; managers' reluctance to risking with women in line positions; lack ofcareful career planning and planned job assignments; exclusion from informal channels of communication;and counterproductive behavior of male co-workers (Catalyst, 1990). Women of color experience many ofthe same barriers, but the impact of such barriers is more profound for them because their numbers inmanagement are so small. Women of color frequently have few if any female role models or mentors incompanies. This may result
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In feelings of isolation and the experience of less peer support. Women of color often encounterdifferent gender-based stereotypes than those applied to Caucasian women along with stereotypes relating totheir race/ethnicity.
Caucasian women have attained a critical mass in management, especially in service industries, whereasminority women have not. However, the representation of women in senior and executive management isrelatively small compared to women's representation at other levels' Furthermore, women tend to beclustered in staff positions in companies -- potions that do not typically lead to senior leadership roles inorganizations. The inability of minority and Caucasian women to move into line positions in companies --the "glass wall" -- is a significant component of the glass ceiling.
While legislative and regularity efforts have been relatively effective in gaining access to employment forminorities and women, they have not been as successful in advancing minorities and women to senior andexecutive leadership positions in companies. Policies and programs to enhance the retention, developmentand advancement of women have largely resulted from the voluntary initiatives of corporations. Increasinglycompanies are recognizing the business case for retaining, developing and advancing minorities and women.
Catalyst's research shows that some corporations and professional firms are highly motivated to address theglass ceiling because of the considerable cost to them of turnover of talented women. Other companies arefocusing on the retention and advancement of minorities because of the increasing diversity of theirconsumer base. However, the extent to which organizations are aware of the need to address the glass ceilingfor minorities and women, have a developed business case for doing so, or are actually engaged inchange-making, varies considerably by industry sector and other factors. More research is needed to broadenthe business case for diversity and to identify the variety of costs to organizations of not addressing the glassceiling for both minorities and women.
In order for real change to occur, corporate leaders must realize that time alone will not eliminate theorganizational barriers to minorities' and women's advancement. Corporate leaders must: (1) have the will toact; (2) identify those dimensions of the corporate culture/environment that are barriers to retaining andadvancing minorities and women; (3) develop and communicate throughout the organization the businesscase for retaining and advancing minorities and women; (4) implement initiatives to eliminate attitudinal,cultural and organizational barriers.
Research suggests that successful initiatives for addressing the glass ceiling include some combination of thefollowing approaches: removal of cultural and environmental barriers to minorities' and women'sadvancement; early identification of high-potential minorities and women; leadership development programsthat emphasize lateral moves and line experience and provide meaningful assignments as opposed toone-shot training events; and, flexibility in arranging work schedules and sites. In looking at corporateinitiatives to address women's
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development and advancement, Catalyst has found that it is useful to distinguish between the broadrange of policies and programs that fall under the work/family category and initiatives that more specificallyaddress women's development and upward mobility in organizations.
Catalyst's research suggests that corporate initiatives are most likely to succeed where (1) the CEO andsenior line managers recognize and articulate the business case for advancing minorities and women andstrategies for advancing minorities and women are embedded in the organization's strategic business plan;(2) research is undertaken to identify the specific barriers in the culture and working environment thatimpede minorities' and women's progress; (3) managers are held accountable for the development andadvancement of minorities and women, results are measured and reviewed by executive leadership of theorganization and incentives/rewards are tied to successful performance in this area; (4) training isimplemented to address stereotypes and preconceptions about minorities' and women's abilities andsuitability for careers in business and to equip managers to coach and develop minorities and women whoreport to them; (5) a system is implemented to identify and monitor the progress of high potential minoritiesand women and to ensure that they acquire a broad range of experience in core business areas so that theywill be able to compete with men for leadership positions in the organization.
Exemplary initiatives that were examined for this research include: training (e.g., gender awareness,diversity, sexual harassment), mentoring, advisory and support groups and networks, accountabilityprograms, succession planning, rotation/non-traditional employment programs, leadership development andupward mobility programs, flexible work arrangements and policies and programs to enable employees tobalance work/family responsibilities. We found that in order to eliminate the glass ceiling for women, it isimportant for companies to go beyond initiatives that address work/family balance to those that address otherstructural barriers in the corporate culture and work environment.
Since diversity is increasing among employees in most organizations, an integrated, multiprogram orsystemic approach to advancing minorities and women is more likely to succeed and have a lasting positiveimpact than isolated, one-shot programs or ad hoc approaches. Systemic approaches are also needed becausebiases against minorities and women are deeply embedded in corporate culture.
Corporations need to be alert to the dangers inherent in benchmarking against the programs of othercompanies without first identifying the barriers to minorities' and women's advancement that are specific totheir culture and work environment. There are no "quick fixes." Many solutions are needed, only a few ofwhich have been identified at this time. More support is needed for research on the glass ceiling, especiallyas it is experienced by men and women of color.
Case studies of exemplary corporate initiatives are presented throughout the report including U S WEST'sWomen of Color Project; Consolidated Edison's Commitment to Women with Talent and Management Intern Programs;
Johnson & Johnson's Balancing Work and Family
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Program; Pitney Bowes' Mentoring Program; Motorola's Succession Planning With Clout; Bank of Montreal'sTaskforce on the Advancement of Women; Avon Products, Inc. Managing Diversity Program; E.I. du Pont de Nemoursand Company's Personal Safety and A Matter of Respect Programs; and Dow Jones and Company's Mentoring
Quads.
In conclusion, the report proposes these principal recommendations to the Glass Ceiling Commission:
1. Improve statistical procedures for tracking the representation of minorities and women inmanagement. Currently, the reporting categories used by the Bureau of Labor Statistics provide inadequatedetail for monitoring the advancement of minorities and women.
2. Continue to support the voluntary efforts of organizations to address the glass ceiling forminorities and women and advocate further research.
3. Expand the purview of the Department of Labor's Glass Ceiling Audits to include representation ofminorities and women in field sites and offices outside of corporate headquarters.
4. Disseminate information, templates, benchmark data and other materials to enable organizations tocarry out internal audits of the representation and status of minorities and women in their work force and todevelop mechanisms whereby they can systematically monitor their progress in eliminating the glass ceilingindependent of the Department of Labor Glass Ceiling Audits.
5. Increase financial support for academic programs to increase the representation of minorities andwomen in non-traditional fields, such as science and engineering. Encourage corporate internship programsand other corporate-educational partnerships to expand the pool of minority and female candidates fornon-traditional positions.
4Table of Contents
INTRODUCTION
Research on the Glass Ceiling in Business Organizations
Research on the Glass Ceiling in the Professions and Government
Statistics on Women in the Workplace
The Role of Affirmative Action Legislation
Business Motivations for Voluntary Efforts by Corporations to Eliminate the Glass Ceiling
CORPORATE INITIATIVES
Work/Family Initiatives
Case Studv - Johnson & Johnson: Balancing Work and Family Program
Corporate Initiatives that Promote Minorities' and Women's Upward Mobility
Training Versus DevelopmentAttitude Versus Behavioral ChangePrograms Versus Process
Leadership and Career Development
Case Study - U S WEST: Women of Color Project
Rotation/Non-traditional Employment
Case Study - Consolidated Edison: Commitment to Women With Talent,Management Intern Program
Diversity
Case Study - Avon Products, Inc.: Managing Diversity
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Case Study - E.I. du Pont de Nemours and Company: PersonalSafety Program; A Matter of Respect
Mentoring
Case Study-Dow Jones & Company Mentoring Quads Case Study-Pitney Bowes Inc: Mentoring Program
Accountablity Programs/Succession Planning
Case Study-Motorola, Inc.: Succession Planning with Clout
Benchmarking Corporate Initiatives for Women's Advancement
Case Study - Bank of Montreal: Task Force on theAdvancement of Women, An Integrated Approach
Conclusion -- Corporate Initiatives for Advancing Minorities and Women:What Works, What Doesn't
RECOMMENDATIONS TO THE GLASS CEILING COMMISSION
Appendix A: Annotated Bibliography
Appendix B: Summary Tables
Table Index
TABLES
Summary Tables: Rotation/Non-traditional EmploymentSummary Tables: MentoringSummary Tables: Accountability ProgramsSummary Tables: Succession PlanningSummary Tables: Workforce Diversity Initiatives
Programs for Women of ColorCorporate Women's Groups/NetworksGender/Racial Awareness TrainingElimination of Sexual Harassment
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Summary Tables: Family Friendly Programs and PoliciesFlexible Work Arrangements. .Parental Leave .............Dependent Care
Appendix C: Other Sources . .
Appendix D: List of Discussants
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INTRODUCTION
The term the "glass ceiling" first came into use in 1986, when two Wall Street Journal reporters coined thephrase to describe the invisible barrier that blocks women from the top jobs. (Hyrnowitz and Schellhardt,March 24, 1986). Since then, the metaphor of the glass ceiling has also come to be applied to the barriers tothe advancement of both men and women of color.
In the article, which was part of a WSJ Special Report on 7he Corporate Woman, the authors described a corporateworld where access to the top for women is blocked by corporate tradition and prejudice: "The executivesuite seemed within their grasp but they just couldn't break through to the top." Among the reasons cited forthe glass ceiling were: the belief that women are too easily diverted from their careers by familyconsiderations; stereotypes about women's ability to function in the tough, competitive world of business;and a caste system that relegated women to roles that are peripheral to core business activity. The authorsconcluded, however, "the biggest obstacle women face is also the most intangible: Men at the top feeluncomfortable beside them."
Research on the Glass Ceiling in Business Organizations
Since 1986, considerable research on the progress of women in corporations has been undertaken, providingremarkably uniform findings about the causes of the glass ceiling. Far less research is available on the glassceiling for men and women of color. In their ground-breaking study, Morrison, et al., identified a narrowbusiness base, "aging out," discrimination, family conflicts and self-generated limits as causes of women'slack of advancement in business corporations (Morrison et al., 1987). In a follow-up study with Von Glinow,Morrison noted the paucity of research on minorities in management, citing contextual prejudices --exclusionary mechanisms that subtly keep minorities and women on the outside in organizations (Morrisonand Von Glinow, 1990). Rowe calls such contextual prejudices "micro-inequalities" and describes how theyoperate to shut out the "different person" and make him or her less effective (Rowe, 1990). In a 1988 study,Auster observed that sex bias at senior levels of corporate management is centered around: (1) informalculture; (2) selection and recruitment practices; (3) task assignment; (4) performance evaluation; and (5)salary decisions.
In a 1990 Catalyst survey, chief executive officers of the Fortune 500/Service 500 companies identified thefollowing barriers to women's advancement in corporations: stereotypes and preconceptions about women'sabilities and suitability for careers in business; management aversion to taking risks with women in areas ofline responsibility; lack of careful career planning and planned job assignments; exclusion from the informalnetwork of communications; and counterproductive behavior of male colleagues. Stereotypes andpreconceptions, the largest barrier most frequently cited, included: women are not as committed to theircareers as men; women aren't tough enough; women don't want to work long or unusual hours; women aretoo emotional; women are not aggressive enough, or are too aggressive; women lack quantitative skills;women won't relocate; and, women have difficulty making decisions.
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In 1989, The U.S. Department of Labor began a multifaceted investigation into the glass ceiling incorporate America that combined compliance reviews of nine different corporations, an evaluation ofindependent research, and lengthy discussions with representatives from business, labor, women's and civilrights organizations. A 1991 report outlined findings from that research including: (1) minorities haveplateaued at lower levels in corporations than have women; (2) monitoring for equal access and opportunityat the higher levels is usually not considered a corporate responsibility or part of planning for developmentalprograms and policies-, (3) most corporations do not have mechanisms in place to monitor appraisal andtotal compensation systems that determine salary, bonuses, incentives and perquisites for employees; (4)there is a lack of record-keeping relating to the recruitment, retention, development experiences andpromotions of minorities and women; (5) recruitment is frequently carried out via word of mouth andemployee recommendations; (6) critical developmental assignments such as membership on highly visiblecommittees and task forces are not available to minorities and women; and (6) accountability for EEO didnot reach to senior levels.
Women of color experience many of the same barriers that Caucasian women experience in corporations, butthe impact of these barriers on minority women is more profound. Whereas Caucasian women have attaineda critical mass in some organizations or functional areas within companies, women of color have not.Consequently, minority women frequently find themselves competing with minority men for a limitednumber of token positions available to people of color in their organization. Women of color frequently havefew or even no role models or female mentors at senior levels in their company. This may result in feelingsof isolation, and the experience of less peer support (Burlew and Johnson, 1992).
Like Caucasian women, women of color are impeded by stereotypes and preconceptions about their abilitiesand suitability for careers in business, but research suggests that even gender-specific stereotypes may bemediated by race/ethnicity. Gender-specific stereotypes applied to women of color are not necessarily thesame as those applied to Caucasian women. In addition, women of color encounter stereotypes related totheir race/ethnicity that are not experienced by white women: Stereotypes of Hispanic women describe themas strong, stoic, unselfish/self-sacrificing/supportive (Fraise-Blunt, 1991).- uneducated and unqualified(Flores, 1990); tied to family/community/husband's absolute authority, passive (Matches, 1992); overlyemotional (Jimenez, 1991) and deficient in English language skills. Stereotypes of African-American womendescribe them as: incompetent (Bell, 1990); educationally deficient (Solomon, 1990); aggressive, militant,hostile, lazy (Bell, 1990); sly (King, 1988); and untrustworthy (Shields and Shields, 1993). The Hispaniccommunity in the United States, however, is a heterogenous group comprised of Mexican-, Cuban-, PuertoRican- and other Hispanic-Americans. Different stereotypes are applied to each of these communities.
Stereotypes of Asian-American females are quite different in that they include a number of qualities thatmost persons would consider "positive," along with some "negative" attributes. For example,Asian-American women are thought to be conscientious, industrious, scholarly, ingenious and highly skilledtechnically (Woo, 1989,- Southgate, 1992) but may also be
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characterized as docile/compliant and content with the status quo (Woo. 1989). Asian-Americanwomen are also characterized as -unsuitable for management positions (Miller, 1992); lacking interpersonalskills, inflexible and lacking in political savvy (Southgate, 1992).
Research on the Glass Ceiling in the Professions and Government
Research on the advancement of minorities and women in the professions and government points to many ofthe same glass ceiling phenomena cited in business, but also includes some unique issues. Wilson observedthe exclusion of women of color from significant involvement in academic administration and stated theneed to increase the number of women of color in the degree pipeline (Wilson, 1989). Graves noted the lackof mobility for minority women of multiple group membership (i.e., gender and race/ethnicity), the failure torecruit and focus on female African-American faculty, and especially the failure to nurture juniorAfrican-American faculty (Graves, 1990). Vetter observed the dearth of people of color among professionalsin science and technology, calling for special attention to recruitment and retention (Vetter, 1991).
Looking at the lack of progress for minorities in the legal profession, The Committee to EnhanceProfessional Opportunities for Minorities outlined factors that stagnate the development and advancement ofwomen and men of color. In a 1993 study, Africa, citing work/family and other glass ceiling issues, foundthat women enter private law practice at the same rate as men, but within five years, half of these women aregone. Friedler observed "hidden barriers" to the retention and advancement of minority women in law, andrecommended that firms establish formal policies regarding criteria for partnership, parental leave, sexualharassment and flexible work arrangements. In an earlier study, Wald attributed the glass ceiling forminorities and women in law to gender bias in teaching methods in law schools as well as to biases operatingin private practices and courtrooms.
Several studies suggest that women have also encountered barriers to advancement in government jobs. In a1992 study the U.S. Merit Systems Protection Board confirmed the existence of the glass ceiling for womenin federal government. The report found that women are promoted at a lower rate than men from entry levelto senior positions. Citing stereotyping of women as a major barrier, the report concluded that, if currenttrends continue, by the year 2017 women will represent less than one-third of senior executives. In a recentstudy of the U.S. Postal Service, Robinson described extrinsic barriers to women's advancement included the"old boy's network" and scarcity of female role models, but also noted intrinsic barriers for women, such aswork/family conflicts. The Women's Bureau reports that the largest proportion of black women inmanagement is in government service-, therefore it is critical that more research focus on the glass ceilingfor minorities in this sector.
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While most researchers are in agreement that the barriers to minorities' and women's advancementare still firmly entrenched in the culture and work environments of business, professional organizations andgovernment agencies, a small number of studies. have argued that the glass ceiling is crumbling or, in thecase of one study, a myth (Kom/Ferry International, UCLA Anderson Graduate School of Business, 1993;Adler and Yates, 1993). We would argue that the Civil Rights Act of 1991 and landmark events such as the1991 confirmation hearings for Supreme Court Justice Clarence Thomas as well as the passage of the federalFamily and Medical Leave Act have all served to heighten the public's and corporate decision-makers'awareness of the glass ceiling but have not produced significant results in the representation of minoritiesand women in leadership roles in employing organizations.
Statistics on Women in the Workplace
We know that many companies are now heavily dependent on women's contribution in both nonexempt andlower- to mid-level management positions. Furthermore, in the coming decade minorities and immigrants,along with women, will represent the majority of new entrants into the work force.
In 1991, when Catalyst surveyed the Fortune 500IService 500 companies, over one-third reported that womenconstituted from one-half to three-fourths of their nonexempt employees. Another one-fourth of respondingcompanies reported that over 75 percent of their nonexempt employees were women.
Women's representation in entry- and middle-management positions has also increased substantially. In thesame survey, 42 percent of companies reported that women constitute fully one-fourth to one-half of theirprofessional employees; a smaller but notable percentage of companies (25 percent) reported that fromone-fourth to one-half of their managers were women (Catalyst, 1991a).
According to the Bureau of Labor Statistics Current Population Survey (1992, unpublished) 3 7. 1 % of executive,administrative and managerial positions are held by Caucasian women compared to just 3% held by blackwomen and 1.9% held by Hispanic women. Progress for women of color has been incredible slow: In 1988,2.9% of black women and 1.6% of Hispanic women were employed as managers (Women's Bureau, 1988).
While women, the majority of whom are Caucasian, have begun to enter the management pipeline in greaternumbers, their representation in senior positions has increased little over the 25 years since women began toenter management in U.S. companies. Most studies show that, today, less than five percent of seniormanagers in U.S. companies are women: Kom/Ferry International and UCLA Anderson Graduate School ofManagement (1990) found that between the years 1979 and 1989, there was only a slight increase in therepresentation of minorities and women in the top executive positions of the 1,000 largest U.S. corporations.Minorities and women held less than five percent of top managerial positions in 1989, up from less thanthree
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percent in 1979. The U.S. Department of Labor (1991) analyzed data from a random sample of 94reviews of corporate headquarters of Fortune 500ISei-vice 500companies between 1989 and 1991. Those dataindicated that of 147,179 employees of those 94 companies, women represented 37 percent of employeesand 16.9 percent of all levels of management, but only six percent of executive-level leadership.
Research indicates that women are moving into senior management in some industries more rapidly thanthey are in others. Currently, the largest percentage of management women (including senior management) isfound in the financial services industry (Catalyst, 1991a; Department of Labor 1991). Even within financialservices, however, women's representation in senior management varies by sub-sectors: more women arefound in senior management in insurance companies than in banking (Catalyst, 1991a). Solomon (1990)notes four industries that are comparatively "good to blacks" using glass ceiling experiences of blackmanagers as the criteria. The industries include: beverage, fast food, high tech (also reputed by someresearchers to be good for women), and automotive. In the same study, the author states that companies thatrely on patronage of black consumers are more sensitive to having blacks in positions of visibility. Shieldsand Shields (1993) note that the largest number of black women in management are in government service.They found that black women perceived that they faced the most obstacles to career success in legal, bankingor commercial real estate firms.
Research also shows that women are still concentrated in traditionally "female" functional areas ofcompanies -- staff positions such as human resources, corporate communications, community andgovernmental relations and on the staff side of marketing and finance (Catalyst, 1991; U.S. Department ofLabor, 1991).
From 1991-93, Catalyst conducted individual assessments of the environment for women and careerdevelopment opportunities in more than a dozen major U.S. corporations and professional firms. Theresearch, carried out at the request of these organizations, shows that women are becoming discouraged bythe barriers found in corporate cultures and environments that continue to block their advancement.
This finding is consistent with that of other studies. For example, a Business Week (June 8, 1992) survey of 400female managers in U.S. corporations found that almost half of the respondents believe that large companieshave done "somewhat better" over the last five years in hiring and promoting female executives, but morethan half reported that they believe the rate of progress has slowed down. Seventy percent of respondents tothe same survey also reported that the male-dominated corporate culture was an obstacle to their success, upfrom 60 percent of women responding to a similar Business Week survey in 1990.
Within corporations, there is also growing awareness and concern about the turnover of valued female talent,especially in service organizations and professional firms where the largest concentrations of femaleprofessionals and managers are found.
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Employers are beginning to recognize the high cost of turnover of seasoned employees, reported inone recent study (Families and Work Institute, 1993) to average 150 percent of the annual salary of amanager or professional and 75 percent of the annual. salary of a lower-level employee; another studyreported the cost of turnover to be 193 percent of an annual salary (Galinsky, 1993). Companies areinterested in knowing how they can retain valued female employees in order to leverage the investment theyhave made in their recruitment and training and to reduce the high turnover costs they are experiencing. Theywant to know what they can do about the glass ceiling.
The Role of Affirmative Action Legislation
In the U.S., the focus of affirmative action legislation and enforcement agencies has primarily been on therecruitment of minorities and women. There is no question that AA/EEO has provided, and will continue toprovide, greater access to employment opportunities for minorities and women. Beyond federal legislation,specific industries in the United States are also subject to review by regulatory agencies in the communitiesin which they operate: for example, the banking industry's employment of minorities and women has, in part,been motivated by the enactment of The Community Reinvestment Act, and the representation of minoritiesand women in public utilities is reviewed by state and municipal commissions that approve rate increasesand review bids for contracts.
While such legislative and regulatory efforts have been relatively effective in gaining access to employmentfor minorities and women, they have not been as successful in advancing minorities and women to positionsof significant leadership in business organizations. Historically, a corporation could be in compliance withfederal, state and local guidelines while promoting a very small number of women to senior managementpositions. Partly to blame is a national reporting system that makes it all but impossible to monitor theprogress of minorities and women in management. For example, the U.S. Bureau of Labor Statisticsreporting category "Executive, Administrative and Managerial" groups such diverse management tiers asadministrative assistant and chief executive officer.
Whether or not it is theoretically possible to mandate and monitor equal advancement of minorities andwomen to the extent that it has been possible to mandate equal access, the reality is that there has not beenthe political will to do so in the United States. Furthermore, most diversity experts would agree with Thomas(1993) that we need to develop new diversity strategies to address the complex web of issues faced byemployers today -- e.g., functional conflicts, acquisitions /mergers, multiple lines of business, managingchange, work,/family issues, globalize, total quality, and work force demographics -- rather than thinking ofdiversity as the next generation of affirmative action.
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,���� �� ����� ���� ������ ���� ���� � ���� �� ���� ��� ����� ��� �� � ��� ��������� ������ � ������������ �������� � ���� ���������� ��� ����� � ��������� � ��� ���� ��������� ������� ���� ���)� ������������ ����� ��� �����"���������� ������ ��� ������ ���� �� � � ��� ���� ������������� ��� ���� ������ �� ���� ����������� ������ � �� ��� ��� ���� �� � �� ���� �� ������� � �������� ����� ��������� ���� ���� ���� ������ ��� ������ +����� ��� ������������� ���������������������� ������������������������������������������������������������������������������������ ���������������������� ������������������������������������ ������� �������������������� ��������� � ����� �������������������%������"%����������� ���� ����� ��������������������� ��� �������� ��������������������� ������ ���������� ������������%������"%������� � ����������� � �� ����� ����� ���������������������� ��D� ����������������*�+������������������������ ��������� �������������� ����� � ��������*�+��������������������� ������������������ ���������������������������) ��4��������������� ������� ������� ��� ������� ���� � ��� � �� �� ���� ����� ���� ���� ��������� ���� �������� ��� �� � � ��� ������������ � ��� �������� ���������� ��������
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In order to improve the chances of successfully promoting minorities and women, businessorganizations need to understand the "glass ceiling" as a series of events in the careers Of managers andprofessionals -- negative events that deny managers and professionals who are "different" opportunities todevelop and advance in their careers -- rather than a fixed point beyond which advancement is impossible.Although the "glass ceiling" has largely been viewed as a gender-based phenomenon, corporations need toidentify glass ceilings that affect other employee groups such as minority men.
In turn, organizations need to identify, in a deliberate and systematic fashion, the specific barriers and biasesin their culture and work environment and develop systematic approaches to eliminating them. Thesebarriers include:
• stereotyping and preconceptions about minorities' and women's abilities and suitability for leadershippositions in business
• lack of careful planning and planned job assignments;
• exclusion from informal networks of communication;
• managers' aversion to placing minorities and women in positions of line responsibility (i.e., positionsthat generate revenue);
• absence of effective management training, and failure to hold managers accountable for developingand advancing female employees-,
• absence of succession planning. or succession planning processes that fail to look beyond the top100-200 managers to identify and monitor the progress of high-potential minorities and women;
• inadequate appraisal and compensation systems, leading to inequities in salaries, bonuses, incentivesand perquisites;
• failure to collect data and track the progress of minorities and women and minorities against that ofwhite male coworkers;
• inflexibility in defining work schedules and work sites;
• absence of programs to enable employees to balance work/family responsibilities.
Time alone will not eliminate these barriers. Unlike the relentless drive of technology and otherinevitabilities historically experienced by business organizations, eliminating barriers to the advancement ofwomen is not something that is destined to happen. In order for real change to occur corporate leaders must:(1) have the will to act; (2) identify those dimensions
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A��� �� ������ �������� � ����� ������� � ���� ��� ����� ���������� ���� � ��� ������ ������� � ��� �������������� � �������� ���������� ��������������������� �������������������� ���������� ��������� ������ ������������� ����������� � ����������� ������ ������������� ��������� ���� ����������������������������� � ��� ���� � ��� ������-���������������������� ���)�� ����������������������������������� � ����������������������������������������� ���� ��������� %� ��������� ��� ��� ��� ����� ������� ���� ���������� ��� ���� ��� ���� ����� �������������
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advancement in the organization. It would be a mistake, for example, to conclude that, byimplementing a comprehensive diversity strategy, an organization need no longer monitor the developmentand advancement of specific groups within the employee population. The assumption that "a rising tide liftsall ships" must be validated.
Generally speaking, Catalyst's research (I 990b) indicates that corporate cultures/environments that representgreater opportunities for minorities' and women's development and advancement are those in which:
• performance-based contributions are emphasized over face-time, seniority, or information gainedthrough exclusive networks in evaluating success and granting promotions;
• diversity is valued in recruiting and developing employees, because valuing diversity addresses thedemographic trends that indicate increasing shortages of white men in the work force and providesthe opportunity for innovation and creativity;
• work and working relationships are organized horizontally as well as vertically and opportunities forlateral mobility are available and supported;
• open communication is the norm; criteria for success are shared with employees;
• feedback on performance and information needed for career planning is available and accessible;
• critical information is formally communicated to employees;
• innovation, as well as tradition, is valued;
• flexibility is emphasized in scheduling work and in designating work sites.
Work/Family Initiatives
Among the work/family initiatives that have been implemented by corporations and, to a more limitedextent, other organizations, are parental leave, family care leave, sick leave for dependent care, adoptionassistance, flexible spending accounts, domestic partner benefits, child care centers, family day carenetworks, emergency child care, pre-school programs, after-school programs, training and support groups,dependent care resource and referral, relocation assistance and elder care programs.
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Leadership and Career Development
Leadership and career development are essential to the removal of cultural and environmental barriers tominorities' and women's advancement. Training programs are typically short term and highly specific,whereas development programs meet long-term goals. In some organizations, the career path to seniormanagement takes 15 to 20 years, so development plans are needed in addition to training opportunities atvarious points in an employee's development.
First, organizations need to identify the key experiences that prepare employees for leadership, reflecting thevalues and systems within their particular culture. Some basic elements identified by the Center for CreativeLeadership (Van Velsor and Hughes, 1990) are: 1) learning to direct and motivate subordinates, 2)developing skills to obtain lateral cooperation, 3) learning how to develop independence, and 4) findingalternative ways to frame and solve problems. William Fitzgerald, manager at Hewlett Packard, stresses theimportance of a "performance plan." He includes in this plan clearly stated objectives to be accomplished bya specific review date, a determination of how performance will be measured and learning activities that arenecessary for successful performance. Fitzgerald suggests that this plan be used in conjunction with adevelopment plan that stresses long term goal identification (William Fitzgerald, 1992). Catalyst researchhas identified the importance of exposure to senior leadership as a key experience, and JulieFenwick-Macgrath (Fenwick-Macgrath, 1988) a consultant, recommends a central role for line managementin conjunction with human resources in leadership development.
Secondly, a strategic development plan needs to cover the career development elements unique to theparticular company culture. In most organizations, this would include: rotational job assignments, includingline experience; exposure to senior leadership through rotations and presentations; clearly established,objective criteria; thorough communication about the criteria; and widely distributed, specific terms ofeligibility. In addition, mentoring has proved to be extremely helpful in both facilitating and monitoringprogress.
Any kind of special training or development raises a concern about the potential for backlash. Whileconcerns about backlash exist, research has demonstrated that the kind of favoritism that could be attributedto special training experiences is not cited by coworkers who observe that recipients of training demonstratehighly developed skills. Recipients of well-planned training efforts offer special insight into core businesspractices and should have exemplary project and personnel management skills. However, trainees can becoached on how to successfully manage backlash, should it occur. Successful integration of a "graduate" ofan advanced development program can offer other department managers the expansion of their ownemployee networks. If the program has successfully established a relationship to senior management, thisnetwork can improve departmental visibility.
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Accountability Programs/Succession Planning
In order to ensure that the development of employees is viewed as a valued activity, companies have createdprograms that hold managers accountable for achieving certain target goals for minorities and women.Accountability programs, which are designed to match individual employees with key opportunities, areeffective in the context of a well designed high 'potential tracking system; they also dovetail with trackingefforts that support succession planning.
Senior management typically establishes goals for minorities and women as part of a diversity/successionplanning process. Various approaches are used to identify targets. Among them are 1) the use of nationalcensus data, 2) local community demographics, and 3) statistics on graduating students with degrees/skillsneeded for positions to be filled. Managers need to agree to the target goals; accountability programsmeasure their unit's progress in relation to these goals.
By targeting minorities and women in an accountability effort, the effectiveness in meeting pre-establishedgoals can be evaluated in managers' performance reviews and, in some companies, is taken into account incalculating managers' salary increases and/or bonuses. When linked to a succession planning process,accountability programs increase senior management's access to information about high-potential employeeswho might not otherwise be identified for critical assignments. They utilize systematic, periodic reviews thatcut laterally across businesses in diversified and decentralized companies and across and down intofunctional areas in more centralized organizations.
It is important to note that accountability programs differ significantly from affirmative action/equalemployment opportunity programs: Accountability programs are internally generated business initiativesdesigned to maximize the investment companies make in the recruitment and training of minority and femaleemployees by matching individual employees with specific development opportunities. In contrast, AA/EEOprograms employ quotas to achieve externally mandated goals for a balanced work force.
Most effective succession planning processes include a tracking effort that is tied to manager accountability.Succession planning ensures that a systemic effort to develop leadership is ongoing. When linked withdiversity goals, it is central to the advancement of minorities and women to senior levels. Some companiesrequire that senior managers provide the executive review committee with a slate of candidates on whichminorities and women are well represented. This conveys the message that diversity in leadership rolesexists within the company. At companies where minority and female candidates are at lower ranks then thosefrom which executives are typically drawn, management can identify high-potential employees andaccelerate their career development.
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Central to the development of effective corporate initiatives for advancing women is an internalresearch process designed to: (1) measure human resources performance in the area of the recruitment,retention, promotion and representation of women by level/functional area; (2) identify assumptions; (3)assess employee needs, perceptions, opinions and career goals by gender and other potential discriminatingfactors. Corporations measure what they value, so it is critical to measure human resources management incorporations in the same fashion that other aspects of performance are tracked.
Typically, companies combine internal research with benchmarking to assess both how industry peers aredoing on selected human resources performance measures, and what policies/programs other organizationsare using to advance women. Such benchmarking should not be used as a substitute for internal research andissue identification.
Case Study - Bank of Montreal: Task Force on the Advancement of WomenAn Integrated Approach
Bank of Montreal, Canada's oldest chartered bank and one of the largest financial institutions in NorthAmerica, employs 30,000 people in Canada and the U.S.
Bank of Montreal's Task Force on the Advancement of Women exemplifies the critical role of research inenabling companies to identify initiatives that are specific to and appropriate for their corporate culture. Thetask force was established to identify barriers to women's advancement and devise action plans to removethem. Women made up 75 percent of the bank's work force in 1991, but only 9 percent of executives and 13percent of senior managers. On the other hand, women held 91 percent of non-management jobs. Thequestion the task force explored was, Is there a rational explanation for these discrepancies?
Through an extensive research process -- interview and survey responses were received from one-third of thebank's employees, more than 10,000 women and men -- the task force identified five main assumptions as towhy so few women had reached senior positions in the bank. These assumptions included: women are eithertoo young or too old to compete with men for promotions; women are less committed to their careersbecause they have babies; and women need to be better educated to compete with men. The task force thenanalyzed the human resources records of more than 28,000 employees. All five assumptions were provenfalse; that is, by all important yardsticks (including education, length of service, dedication and jobperformance) women in the bank equaled or surpassed their male colleagues. The analysis of humanresources data provided an unprecedented opportunity to compare perceptions with facts and irrefutablydebunk myths about women's lack of advancement.
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executive level) establish annual hiring, retention and advancement targets. Then each manager'ssuccess in reaching the individual goals, along with her or his contribution to workplace equality generally,is assessed in the annual performance review. Performance evaluation also takes into account a manager'sday-to-day behavior -- her *or his success as a role model for fair and equal treatment of all employees. Thebank's progress in advancing women is measured quarterly and reported to employees in an annual report aswell as in occasional interim reports.
(4) Communication. In addition to the Report to Employees, more than20,000 copies of which have been requested by outside organizationsaround the world, and the annual and occasional progress reports, othercommunication channels were used to publicize the bank's commitment toadvancing women, including development and distribution of new orupdated. policies; new recruitment and interviewing materials; revisedcorporate sponsorship criteria; revised advertising and promotionalmaterials; a new employee orientation handbook, video and manager'sguide; individually labeled copies of the bank's code of conduct; ongoingfeatures and items in internal newsmagazines and new videos; new orrevamped training programs, such as the awareness training workshop,Women & Men as Colleagues; handbooks and pamphlets about relatedprograms such as flexible work arrangements; ongoing presentations toemployees by the vice president, workplace equality and other staff,speeches and letters to employees from the president; employee meetingswith the president; and an updated corporate strategic plan.
(5) Measurable Results. Results are measured on an ongoing basis and
reported to employees. The measurement process includes quarterlybusiness plan updates, regular employee surveys, focus groups, feedbackfrom advisory council members and comments and suggestions fromemployees.
(6) Supportive Environment. Every aspect of how the bank does business
has been touched by the initiative, including the corporate strategic plan,recruitment, corporate sponsorships, policies and programs, performancereview, code of conduct, orientation and training.
Bank of Montreal's initiative is an example of an integrated approach to the advancement of women.Increasingly, organizations are recognizing that single programs cannot address the numerous barriers towomen's advancement embedded in their corporate culture and work environment. Family and work/lifeneeds of employees call for a whole complex of policies and programs. Isolated programs don't work; forexample, providing a generous parental leave policy without flexible work arrangements will not helpemployees who want to balance work
&DWDO\VW � ����� 33
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high potential minorities and women and to ensure that they acquire a broad range of experience inCore business areas- so that they will be able to compete with men. for leadership positions in theorganization.
Since diversity is increasing among employees in most organizations, an integrated, multiprogram orsystemic approach to advancing minorities and women is more likely to succeed and have a lasting positiveimpact than isolated, one-shot programs or ad hoc approaches. Systemic approaches are also needed becausebiases against minorities and women are deeply embedded in corporate culture.
Companies need to be alert to the dangers inherent in benchmarking against the programs of othercorporations without first identifying the barriers to minorities' and women's advancement that are specific totheir culture and work environment. There are no "quick fixes;" many solutions are needed, only a few ofwhich have been identified at this time. More support is needed for research on the glass ceiling, especiallyas it is experienced by men and women of color.
Finally, corporate leaders must have the will to act that comes from the belief that advancing minorities andwomen is a business imperative.
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RECOMMENDATIONS TO THE GLASS CEILING COMMISSION
1. Redesign statistical procedures for tracking the representation of minorities and women
in management. Currently, the reporting categories used by the Bureau of Labor Statisticsprovide inadequate detail for monitoring the advancement of minorities and women:
go. Disaggregate data for the representation of minorities and women in executive,administrative and managerial positions in the "Managerial and Professional
Specialty" category of the Current Population Report. Provide separate reportingcategories for administrative, managerial and executive positions. Provide moredetail within the "managerial" and "executive" categories. Report data by genderand race/ethnicity.
Expand data for "Technical, Sales and Administrative Support" category of Cut-rent Population Report toinclude managers and executives as separate categories. Report data by gender and race/ethnicity.
Provide greater detail within industry groups for tracking the representation and advancement of minoritiesand women at various levels of management (e.g., banking).
2. Continue to support the voluntary efforts of organizations to address the glass ceiling for
minorities and women and advocate further research:
Provide financial support for research to measure the effectiveness of various organizational strategies toretain, develop and advance minorities and women.
Conduct further research to identify the distinctive advancement issues for minorities and women andpromote the development of new strategies where appropriate.
10. Recognize the impact of Workforce 2000, provide support for research to expandthe business case for organizations to address the glass ceiling and identify thecosts to organizations of not addressing the glass ceiling.
NO. Continue to recognize, profile and reward exemplary efforts of organizations toeliminate the glass ceiling for minorities and women.
3. Expand the purview of the Department of Labor's Glass Ceiling Audits to include
representation of minorities and women in field sites and offices outside of corporateheadquarters.
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4. Disseminate information, templates, benchmark data and other materials to enable
organizations to carry out internal audits of the representation and status of minorities andwomen in their work force and to develop mechanisms whereby they can systematicallymonitor their progress in eliminating the glass ceiling independent of the Department ofLabor Glass Ceiling Audits.
5. Increase financial support for academic programs to increase the representation of
minorities and women in non-traditional fields, such as science and - engineering.Encourage corporate internship programs and other corporate-educational partnerships toexpand the pool of minority and female candidates for non-traditional positions.
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Appendix A: Annotated
Career Development
Carulli, Lorraine M., Cheryl L. Noroian and Cindy Levine. "Employee-Driven Career Development."Personnel Administrator, March 1989.
Discusses key components of one company's "multi-dimensional" approach to a successful careerdevelopment program.
Fenwick-Magrath, Julie A. "Executive Development: Key Factors for Success." Personnel, July 1988.
Reports results of a survey of the development efforts for executives at 12 leading corporations. Surveyuncovered 5 major criteria for a successful process, each of which is discussed here.
Fitzgerald, William. "Training Versus Development." Training and Development, May 1992.
Defines training as having a short term focus and development as having a long term focus. Outlines adevelopment plan and discusses "management by objectives."
Fuchsberg, Gilbert. "Parallel Lines: Companies Create New Ways to Promote Employees-WithoutMaking Them Bosses." Wall Street Journal, April 21, 1993.
Article on lateral career moves looks at 6 companies that have established "new ladders" allowing them torecruit and retain talent even as they cut traditional advancement opportunities. The article includes results ofa survey of corporations with dual career ladders.
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Hall, Douglas T. and Judith Richter. "Career Gridlock: Baby Boomers Hit the Wan,"
Academy of Management Executive, Vol.4 (3) 1990.
Suggests that as baby boomers (comprising 55% of U.S. labor force) hit career plateaus, the possibility ofachieving "promotional success" is limited and shrinking. They argue that organizations must redefinesuccess, match human resource practices with new career values, and offer a range of career paths. Includedare recommendations for an organization "to yield the maximum benefit from its baby boomer managers andemployees."
Hughes, Martha W. and Ellen Van Velsor. Gender Differences in the Development of Managers: How WomenManagers Learn From Experience. Greensboro, NC: Center for Creative Leadership, 1990.
Data from two previous studies of executive development are examined in an effort to explain why so fewwomen reach or are retained in executive ranks. The report
theorizes that men and women learn to manage through different experiences based on gender. Thought"assignments" are the number one learning arena for both men and
women, but men cited it 20% more often than women. The women in the studyclaimed to learn from "other people" 2 times as often as men.
Korn/Ferry International's Executive Profile: A Decade of Change in Corporate Leadership. Korn/FerryInternational and UCLA's John E. Anderson Graduate School of Management, New York: Korn/FerryInternational, 1990.
Results of a survey sent to senior executives at Fortune 500 companies. Report provides an overview of thegoals, attitudes and backgrounds of responding executives and an examination of how their motivations,priorities and career paths have changed over the past decade.
Martinez, Michelle Neely. "The High Potential Woman." HR Magazine, June 1991.
Describes how seven companies recognize and develop women for senior management positions.
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Diversity
Cauldron, Shari. "US West Finds Strength in Diversity". Personnel Journal, March 1992.
Focuses on US West Communications Inc., its commitment to diversity and its latest multiculturalism effort,the "Pluralism Initiative." Due to the company's pluralism effort, women have acquired 52% of managementpositions, people of color constitute 13% of management positions, and an accelerated development programhas also been added for women of color. The article describes how corporate officers within the company areheld accountable and measured by a newly developed training method known as the Pluralism PerformanceMenu which measures performance without unreliable feedback.
The Changing Face of the Federal Workforce. A Symposium on Diversity. Washington, D.C.: U.S. Merit SystemsProtection Board, 1993.
Results of a 1993 symposium aimed at educating federal managers and employees about managing diversity.Panel addresses several questions: How does one define diversity? How does diversity management differfrom EEO and affirmative action initiatives? Can and should diversity be managed? What are the challengesassociated with effective diversity management? Symposium showcases four federal agencies with notablediversity initiatives, and diversity experts from each discuss failures and successes.
Cox, Taylor Jr. Cultural Diversity in Organizations: Theory, Research, and Practice. San Francisco, CA:Berrett-Koehler Publishers Inc., 1993.
By examining theoretical research and the actual practice of human resource professionals withinorganizations, the book provides a model that divides diversity into three levels (the individual, the groupand the organization).
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Fernandez, John P. Managing the Diverse Workforce: Regaining the Competitive Edge. New York, NY:Lexington Books, 1991.
Based on a survey of over fifty thousand managers and employees, this book reports on the majordemographic shifts in the American workforce and the issues and implications of this diversity. Addressesissues faced by female workers and workers of American Indian, Asian, African and Hispanic decent.Assumes a broad scope of diversity, including age and sexual preference. Advises the individual on how tomanage a diverse group of employees.
Filipzak, Bob. "Twenty-five Years of Diversity at United Parcel Service". Training, August 1992.
Tracks the transition and historical events surrounding United Parcel Services' diversity effort. The articlefocuses on the company's historic anniversary and the numerous programs in place, such as the CommunityInternship Program and other community outreach and in-house diversity efforts.
Hall, Douglas T. and Victoria A. Parker. "The Role of Workplace Flexibility in Managing Diversity",Organizational Dynamics, Summer 1993.
Examines the role workplace flexibility can play in managing diversity. Included is Coming's solution to theoverwhelming turnover rate of women at the company; also included is an explanation of how diversity,when addressed from the standpoint of flexibility as a corporate goal, will result in lower absenteeism,improved productivity and increased levels of morale.
lbarra, Herminia. "Personal Networks of Women and Minorities in Management: A ConceptualFramework." Academy of Management Review, Vol. 18, No. 1, 1993.
The central thesis of this article is that the organizational context in which networks are set produces uniqueconstraints on women and racial minorities, causing their networks to differ from their white malecounterparts in terms of composition and the nature of their relationships with network members. The articlealso provides a theoretical perspective that views minorities and women as active agents who make strategicchoices among structurally limited alternatives.
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Jackson, Bailey., et al. "Introduction: Diversity, An Old Issue With a New Face." Human Resource
Management, Spring & Summer 1992.
Introduces the evolving issue of diversity as a preface to the work that Bailey Jackson of the University ofMassachusetts has done on developing four basic principles of a multi-cultural organization. This isfollowed by two case examples in Baxter Healthcare Corporations and Mazda.
Jackson, Susan E. and Associates. Diversity in the Workplace: Human Resources Initiatives. New York, NY: TheGuilford Press, 1992.
This book is the second volume in the Professional Practice Series sponsored by the Society for Industrialand Organizational Psychology. It identifies the challenges of workplace diversity and positions the trend asa strategic imperative. The authors acknowledge that organizations should and do address diversity in widevariety of ways. The book provides examples of diversity efforts at a number of companies. The authorsexamine the ways in which diversity affects human resources management and provides guidance forapproaching diversity.
Jamieson, David and Julie O'Mara. Managing Workforce 2000: Gaining the Diversity Advantage. San Francisco,CA: Jossey Bass, 1991.
This book, which is appropriate for managers, includes discussion of: (1) the challenges that diversityproduces, (2) a broad view of diversity beyond minorities and women, (3) flexible management strategies,(4) management development and organizational change, and (5) an annotated listing of programs,consultants and organizations that provide resources for organizational change.
Kossek, Ellen Ernst, and Susan C. Zonia. "Assessing Diversity Climate: A Field Study of Reactions toEmployer Efforts to Promote Diversity". Journal of Organizational Behavior, Vol. 14, 61-81 (1993).
Based on intergroup theory, this study investigated the attitudes and beliefs about an organization's diversityclimate held by faculty at a large university. Compared to white men, white women and ra6)ethnic(biologically and/or culturally distinct groups) minorities placed greater value on employer efforts topromote diversity, and held more favorable attitudes about the qualifications of women and racioethnicminorities. The greater ratio of women in a unit, regardless of the respondents' gender, racioethnicity orlevel, th-1 more favorable diversity activities were viewed. Implications for organizations and futureresearch are offered.
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Loden, Marilyn and Judy B. Rosener. Workforce America! New York, NY: Business One Irwin,1991.
Describes how to foster teamwork and cooperation among diverse populations within the work environmentby providing strategic measures that dismantle the present applications used in organizations. They alsoinclude company initiatives for benchmarking purposes.
Marmer-Solomon, Charlene. "The Corporate Response to Work Force Diversity". Personnel Journal,August 1989.
The article addresses the changing nature of the workplace and positions the need to embrace differences asa business imperative. It describes programs, (including their rationale and impact) that have been developedat a number of large corporations. Among the companies presented are: Xerox, Hewlett Packard,McDonald's, Procter & Gamble, and Avon Products, Inc.
McKay, Emily Gantz. "Diversity), in the Workplace: Barriers and Opportunities From An Hispanic Perspective.A Summary Analysis and a Chartbook of Statistics," Washington, D.C.: National Council of La Raza, 1991.
Indicates that the Hispanic population is expected to become the nation's largest minority by the turn of thecentury. Discusses how lack of cultural awareness adversely affects recruitment and retention of Hispanicemployees. Includes statistics on workforce participation, occupation, and education, presented in graphs andcharts.
Shadovitz, David. "Special Report: Benchmarking HR: Work Force Diversity". Human ResourceExecutive, June 1992.
Focuses on Gannett's successful Partners in Progress Program, TRW's module for measuring organizationaldiversity, Avon's exemplary "Diversity Awareness Training," US West's "Promoting Pluralism" program andApple Computer's Multicultural Diversity Initiative. The results of these measures have included the increaseof women and people of color in the organizations.
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Thiederman, Sondra, Ph.D. Bridging Cultural Barriers for Corporate Success: How to Manage theMulticultural Workforce. New York, NY: Lexington Books, 1992.
Provides insight and guidance for managing and understanding a culturally diverse work force. In particular,it focuses most on Asians and Hispanics, the largest immigrant populations found in the United States today.Its intended audience is managers, human resource professionals and individuals who are seeking to affectthe workplace through their own personal growth. The book examines the impact of culture on theworkplace, effective communication, values and etiquette. It also provides strategies for understanding andchanging employee behavior and discusses cross-cultural management training.
Thiederman, Sondra, Ph.D. Profiling in America's Multicultural Marketplace: How to Do Business AcrossCultural Lines. New York, NY: Lexington Books, 1991.
Aims to enhance individual understanding of cultural diversity and heighten sensitivity to a diverseworkplace. The book provides techniques to break stereotypes and improve communication among workers.This book duplicates much of the information found in Bridging Cultural Barriers for Corporate Success: Howto Manage the Multicultural Workforce.
Thomas Jr., R. Roosevelt. Beyond Race and Gender: Unleashing the Power of Your Total Workforce. AMACOM,New York. 1991
States that diversity in the workplace creates a competitive edge, It also discusses diversity as a managerialprocess that works for all levels of an organization, challenging the assimilation approach by suggesting thecreation of an empowering, employee-valuing work environment.
Thomas Jr., R. Roosevelt, "From Affirmative Action to Affirming Diversity." Harvard Business Review,March-April 1990.
Makes the case for viewing diversity in the workplace as a compelling business issue. Guidelines tomanaging diversity include: clarifying motivation and vision, auditing corporate culture, and modifyingassumptions and systems. Highlights diversity efforts at five Fortune 500 companies that pushed beyondaffirmative action hiring practices to address premature plateauing of minorities and women.
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Winterle, Mary J. Workforce Diversity: Corporate Challenges, Corporate Responses. The ConferenceBoard, Report Number 1013. New York, NY: 1992.
Provides an overview of the different reasons for implementing diversity initiatives, and the essentialelements involved in the implementation. Included are an assessment of human resource policies as diversityinitiatives, and an explanation of how to measure diversity performance. Also included are exemplaryprograms from such companies as IBM, Hughes Aircraft, etc.
Flexible Work Arrangements
Christensen, Kathleen. Flexible Staffing and Scheduling in U.S. Corporations. The Conference Board, NewYork: 1989.
Drawing from 502 responses to a 1988 survey mailed to the largest U.S. companies, monograph reports onthe prevalence of six kinds of scheduling arrangements. Christensen outlines the characteristics of the"flexible employee," and human resource executives' satisfaction with alternative work schedules. Sheconcludes that "flexible scheduling helps a firm to recruit and retain high quality workers, enhance itscorporate image, and meet the work-family needs of employees."
Flexible Work Arrangements: Establishing Options for Managers and Professionals. Catalyst, New York: 1989.
This award-winning guide includes employee and company profiles. It provides practical steps forestablishing three flexible work options: part-time work, job sharing and telecommuting. The report suggestsguidelines for negotiating salary, benefits and schedules; measuring performance and success ofarrangement; determining impact on career goals-, and addressing organizational concerns.
Flexible Work Arrangements IL Succeeding with Part-Time Options. Catalyst, New York: 1993.
Findings of the first longitudinal study of flexible work arrangements and their effect on employees' careergrowth are presented here. the report discusses adaptation of long-term arrangements to suit changing needsand strategies for success. This research demonstrates the benefits of flexible work arrangements toemployers and employees.
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Hooks, Karen L. Alternative Work Schedules and the Woman CPA. American Woman's Society ofCertified Public Accountants, Chicago: 1989.
Examines the use, perception, and career impact of flexible work arrangements on women in one field. Shedraws on results of a survey of AWSCPA members, and quotes women's experiences in firms nationwide.The report describes the effects of flexible work arrangements on salary, outlines reasons people choose touse flexible work arrangements, and includes graphs and charts of survey results.
Mattis, Mary C. Flexible Work Arrangements for Managers and Professionals: Findings From a Catalyst Study.New York:. Catalyst, 1990.
Analysis of the background and broad research results of a study of flexible work arrangements at themanagerial and professional levels. Includes profiles of 50 companies, employee profiles, and researchconclusions.
Mattis, Man, C. "New Forms of Flexible Work Arrangements for Managers and Professionals: Myths andRealities." Human Resource Planning, Vol. 13 No. 2, 1990.
Dispels some of the common myths that employers and employees may have about the reasons flexible workarrangements are established, the types of arrangements that are appropriate in various industries, and thesuccess of these arrangements.
Olmsted, Barney and Suzanne Smith. Creating a Flexible Workplace. How to Select and Manage AlternativeWork Options. New York: AMACOM, 1989.
Written by co-founders of the San Francisco based organization, New Ways to Work, Each chapter of thisbook is devoted to one of eight different kinds of flexible work arrangements. The authors consider viability,pros and cons, and ways to introduce each arrangement. Included are questionnaires, sample schedules, andprogram design worksheets. Company profiles outline implementation process and impact to date of adoptedflexible work arrangements.
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9HWWHU� %HWW\ 0� Recruiting and Retaining a Diverse, Quality, Technical Workforce. &RPPLVVLRQ RQ 3URIHVVLRQDOV LQ6FLHQFH DQG 7HFKQRORJ\�Occasional Paper 91-1. :DVKLQJWRQ� '�&��0D\ 1991.
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0DUVKDOO� 1DQF\ /� The Bottom Line: Impact of Employer Child Care Subsidies. :HOOHVOH\ &HQWHU IRU 5HVHDUFK RQ:RPHQ� 1991.
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Clark, Charles S. "Sexual Harassment: Men and Women in Workplace Power Struggles." CQResearcher, Vol. 1, No. 13, (August 9, 1991), pp.537-559.
Outlines the historical background and chronology of important legal and federal events pertaining to sexualharassment. He details specific court cases and names the top five monetary awards resulting from sexualharassment lawsuits.
Frierson, James G. "Sexual Harassment in the Workplace: Costly in Production, Absenteeism,Turnover." Preventive Law Reporter, June 1989: pp.3-9.
Discusses the legal aspects of sexual harassment, outlines components of an effective investigation of asexual harassment complaint, and suggests steps companies can take to guard against sexual harassment inthe workplace. Included are sample policy and complaint forms.
"Preventing Sexual Harassment." Perspective, Catalyst, February 1992.
Argues that companies must go beyond establishing a sexual harassment policy to eradicate sexualharassment in the workplace. Additional steps to be taken are provided. One company's practice and payoffsre profiled.
Sandler, Bernice R. "Sexual Harassment: A New Issue for Institutions." Initiatives, Vol. 52, No. 4,Winter 1990.
Studies at several universities suggest that anywhere from 20% to 49% of female faculty members haveexperienced some form of sexual harassment on campus. Article notes that many institutions lack formal orinformal channels through which complaints can be raised. Provides a list of things institutions can doincluding: developing policies prohibiting sexual harassment, and developing a code of conduct for facultyand staff.
Sexual Harassment Manual for Managers and Supervisors. Commerce Clearing House, Inc., Chicago: 1991.
Defines sexual harassment and the ways it violates employment discrimination laws. It cites examples ofsexual harassment for which the employer is held liable. Lists steps companies must take to reduce liabilityare listed, and guidelines for conducting a sexual harassment investigation are offered. Included areexamples of sexual harassment policy.
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Sexual Harassment. Research and Resources. The National Council for Research on Women, NewYork: 1991.
Current research on sexual harassment is synthesized here (women, for instance, are nine times more likelythan men to quit a job because of sexual harassment, five times more likely to transfer and three times morelikely to lose a job). The report outlines legal and scholarly definitions of sexual harassment; extent ofproblem; typical behavior of the harassed and; guidelines for effective policy. It includes lists ofresearchers/expert witnesses' and organizations involved in advocacy work.
Succession Planning
Buttimer, James W. and Jane A. Fisher. "The Importance of Comprehensive ManagementDevelopment." Human Resources Professional, May/June 1989.
Examines "the growing management development phenomenon," and the impact of training, careerdevelopment, and succession planning on a company's long term performance. The authors evaluate therelative effectiveness of internal and external training.
How the Accounting Profession is Addressing Upward Mobility), of Women and Family Issues In the WorkplaceAICPA, Academic and Career Development Division, New York, N-Y: 1991.
Focuses on the measures and policies at the American Institute if Certified Public Accountants (AICPA) thataddress advancement issues for women, including work and family issues. Included are programsimplemented to assist in women's career advancement in the profession, such as a focus on mentoring andother support efforts.
McElwain, James E. "Succession Plans Designed To Manage Change." HR Magazine, February 1991.
An executive discusses one company's efforts to systematically develop "the best people" and identify futureleaders. The outlines the elements of three development programs.
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Suffer, Suzanne. "Building Succession Planning That Works," in Developing Tomorrow's Managers,edited by James L. Peters and Barbara H. Peters. New York: Conference Board, 1991.
Arguing the need for "crystal-clear strategy" in succession planning, an executive outlines steps taken at her companythat led to "a dramatic change in performance ratings."
The Subcommittee on Retention of the Committee to Enhance Professional Opportunities for Minorities."Report on the Retention of Minority Lawyers in the Profession." The Record, May 1992, pp.355-378.
Proceedings from the subcommittee meetings on the goals of implementation to increase the hiring, retention andpromotion of people of color into New York law firms are presented here. This report includes the findings of asurvey completed by the subcommittee to identify the factors that stagnate minorities' development and advancementin law firms.
Upward Mobility Issues
A Question of Equity: Women and the Glass Ceiling in the Federal Government U.S.
Merit Systems Protection Board. Washington D.C.: October 1992.
Confirms the existence of a "glass ceiling" for women in federal government. Research found that women arepromoted at a lower rate than men from entry to senior level. If current trends continue, by 2017 women will stillrepresent less than one-third of senior executive positions, but over 40% of the administrative sector. In addition, thereport suggests that there are often perceived ideas that women are less committed to their jobs than men due tofamily responsibilities. Stereotypes are cited as barriers to advancement of minority women, "casting doubts on theircompetence.
Adler, Roy D., and Rebecca M.J. Yates. Shattering the Glass Ceiling Myth to Attract Woman MBAs. PepperdineUniversity, Malibu, CA and University of Dayton, Dayton, OH. Unpublished paper, 1993.
The authors find that there is a glass ceiling for men as well as women, and that women are able to enter topmanagement at a rate faster and in larger numbers than their similarly-prepared male counterparts. The paper alsooutlines implications for marketing MBA programs.
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Coursen, David, et al. Two Special Cases: Women and Blacks. Washington, D.C.: ERICClearinghouse, 1989.
Focuses on the distinct barriers that women and African-Americans face in academic institutions. Theauthors provide suggestions for eliminating such biases from occurring. They provide an overview of theprogressive aims that have been successfully achieved and the areas that still need major adjustments.
Decade of the Executive Woman 1993. A Joint Study by Korn/Ferry International and UCLA AndersonGraduate School of Management, 1993.
A "snapshot" of the responses of more than 400 senior female executives to a survey similar to one last donea decade ago. Current statistics show that the number of women executive vice presidents has risen from 4%to nearly 9%. But men holding that title still outnumber women by nearly 3 to 1. Salaries have doubled in 10years, but women still take home only two-thirds of men's income. Survey recommendations include: placemore women on corporate boards, ensure company policies educate everyone about sexual harassment, andaddress women's continuing responsibility in the home through flextime and child care.
Erkut, Sumru. What is Good for Women and Minorities is Good for Business:WhatCorporations Can Do To Meet the Diversity Challenge. Wellesley, MA: Center forResearch on Women, 1990.
Highlights findings of major studies in the field and outlines dimensions of the diverse work force and theglass barriers it presents. Recommendations to corporations include: re-examining promotion criteria, givinghigh visibility assignments to "nontraditional" employees, and instituting salary equity. Extensive referencesincluded.
Fernandez, John P. Racism and Sexism in Corporate Life: Changing Values in American Business, Lexington,MA: D.C. Heath and Company, 1981.
Based on a study of managers in 12 companies, book discusses both the barriers to advancement and thequality of the corporate environment for minorities and women. Research indicates that businesses shouldprovide training to counteract racism and sexism, for "only by exposing the extent of these two destructiveforces in our society in general, and in the business world specifically, will corporate managers worktogether at their highest level of efficiency and effectiveness."
&DWDO\VW � ����� 56
Fierman, Jaclyn. "Why Women Still Don't Hit the Top," Fortune, July 30, 1990.
Fortune examined 1990 proxy statements of 799 public companies to discover that of their highest paidofficers and directors, less than one half of 1% were women. Those top 19 women are listed here; the articlealso presents anecdotal and statistical information on barriers to advancement in U.S. corporations,
Fisher, Bruce D., Steve Motowidlo, and Steve Werner. "Effects of Gender and Other Factors on Rank ofLaw Professors in Colleges of Business: Evidence of a Glass Ceiling." Journal of Business Ethics, 12:771-778, 1993.
Examines how gender might affect professorial salary and rank. The results indicate that there are significantpay differences between women and men, but they are attributable to the number of years spent in academe.After controlling for seniority and other factors that might affect rank, there are still significantly fewerwomen in the higher ranks.
Friedler, Mindy. Removing Subtle Barriers. Hildebrandt Report Vol. 7 No. 5. Chicago, IL: September 1993.
Remarks on the hidden barriers to female attorneys advancing in law firms. It discusses why somethingneeds to be done to change the current situation and suggests how such change might be accomplishedthrough sensitivity training and a well organized mentoring program. Also stressed is the need for formalpolicies regarding criteria for the partnership, parental leave, sexual harassment and flexible workarrangements.
Graves, Sherryl Browne. "A Case of Double Jeopardy? Black Women in Higher Education," Initiatives, Vol.53 No. 1, Spring 1990.
Saying that "studies about the state of black faculty in general fail to illuminate the condition of blackwomen faculty," paper notes that research to date does not consider gender differences and the influence ofmultiple group membership. This paper attempts to do so. Universities need to recruit black female facultyand then include them in power networks. Reiterates long standing (1974) suggestions for nurturance ofjunior black faculty, and bemoans the continuing lack of action, ascribing it to racism and sexism.
&DWDO\VW � ����� 57
Heidrick and Struggles, The Corporate Woman Officer. Chicago, IL: 1986.
Results of a survey of roughly 200 corporate women officers at Fortune 1000 organizations. Providesstatistics on characteristics of respondents including: title, salary, employment experience, educationalattainment, and career and relocation conflicts.
Hymowitz, Carol and Timothy D. Schellhardt. "The Glass Ceiling: Why Women Can't Seem to Breakthe Invisible Barrier That Blocks Them From the Top Jobs," The Wall Street Journal, March 24, 1986.
Landmark article drawing attention to the fact that for female managers, "the road to the top seems blockedby corporate tradition and prejudice." Identifies barriers to women's advancement as the suspicion incorporations that women lack drive and commitment and are divided between work and family; theirdifficulty in finding mentors; and the fact that men at the highest levels of management feel uncomfortablewith women. Article notes that these barriers may account in part for the record number of femaleentrepreneurs.
Mattis, Mary C. "Dismantling the Glass Ceiling, Pane by Pane." The Human Resources Professional, Fall1990.
Suggests that rather than encountering a monolithic glass ceiling, women in corporations come acrossbarriers at numerous points in their career. Specific barriers are identified (e.g., stereotyping andpreconceptions) and recommendations made for their eradication. These include: providing flexibility,ensuring women a broad range of experience, and diffusing "old boy" networks.
Morrison, Ann M. The New Leaders. Guidelines on Leadership Diversity in America, San Francisco:Jossey-Bass, 1992.
Based on research into the experiences of 16 organizations that have been successful in diversifying theirleadership, author highlights the best practices for advancing minorities and women to high level positions.Challenge, recognition, and support are deemed critical to upward mobility. Accountability, development,and recruitment practices are discussed.
&DWDO\VW � ����� 58
Morrison, Ann M. and Mary Ann Von Glinow. "Women and Minorities in Management."American Psychologist, February 1990.
Reviews literature in the field, noting the paucity of research done on minorities in management. Outlinestactics used at various corporations to halt "differential treatment." Recommends areas for further research.
Morrison, Ann M., et al. Breaking the Glass Ceiling: Can Women Reach the Top of America's Largest Corporations?,
Reading, MA: Addison-Wesley, 1987.
Based on a three-year study of 76 top female executives in Fortune 100 companies. Seeks to answer fivequestions including: What does it take for women to enter the executive suite? What factors propel womenup? What derails them? Identifies major "success factors" (most notably: mentoring). Appendix includescareer development lessons most frequently reported by study subjects, and the key career events that taughtthem.
Peagam, Norman. "Progress But Not Partnerships." International Corporate Law, September 1993, pp.3740.
Discusses the current statistics on minority and female attorneys in private practices. It notes a seriousunder-representation of white women and minorities at the partnership level but less of a disparity amongassociates. It suggests that minorities have not made as much progress as women have.
On the Line: Women's Career Advancement New York: Catalyst, 1992.
Examines degree to which women gain line experience and its importance to career advancement. Mostsignificant finding is existence of glass wall between line and staff positions. Concludes that broadexperience in core areas of the business is essential to advancement. Discusses reasons preventing womenfrom attaining critical development experiences, including corporate culture and values, and perceptionssenior managers have about women. Makes 13 recommendations and highlights strategies used by a dozencorporations to address problems such as male discomfort with female employees, and lack of systematiccareer planning.
&DWDO\VW � ����� 59
Robinson, Bridgette A. "The Female Executive within the U.S. Postal Service: The Ladder toSuccess." Master's Thesis, University of Pennsylvania, 1992.
This master's thesis examines the perceptions of female postal executives in order to identify the factors thathave been influential in their careers. Perceived extrinsic barriers (such as old boy networks and scarcity offemale role models) and intrinsic barriers (such as work/family conflicts) to advancement are discussed, andrecommendations are made for addressing them. A literature review is included.
Rosen, Benson, Mabel Miguel and Ellen Peirce. "Stemming the Exodus of Women Managers." HumanResource Management, Vol. 28, No. 4, Winter 1989.
The findings of a survey of CEOs and HR managers indicate difficulty in attracting and retaining femalemanagers and professionals. Problems revolve around organizational politics, career developmentopportunities and family conflicts. The paper examines responses to these problems and highlightsdifferences across industries. Included are recommendations to HR managers for increasing their companies'abilities to compete for and retain female managers.
Rowe, Mary P. "Barriers to Equality: The Power of Subtle Discrimination to Maintain UnequalOpportunity," Employee Responsibilities and Rights Journal, Vol. 3 No. 2, 1990.
Argues that "subtle discrimination is the principal scaffolding for segregation in the U.S.," and that such "microinequities" are "small in nature, but not trivial in effect." Suggests that microinequities contribute tomaintenance of glass ceiling barriers by "walling out the 'different' person, and by making the person ofdifference less effective." Urges explicit discussion in management training programs, newsletters, and staffmeetings, and the encouragement of support networks and mentoring programs.
&DWDO\VW � ����� 60
Shenhav, Yehouda. "Entrance of Blacks and Women into Managerial Positions in Scientificand Engineering Occupations: A Longitudinal Analysis." Academy of Management Journal, Vol. 35, No. 4, 1992,889-901.
A longitudinal study of a national sample that examined the effects of gender and race on workers' entranceinto managerial positions in both public and private sectors over four years. The results suggest that blackworkers had promotion advantages in both sectors and that women had promotion advantages in the privatesector. The author notes that these promotional advantages do not indicate the absence of a white maleadvantage in occupying managerial positions. The discussion also states that the results do not imply thatdiscrimination does not exist. Also, the results indicate that among black women, white women and blackmen, black women have achieved the least.
Marmer-Solomon, Charlene. "Careers Under Glass". Personnel Journal, April 1990.
Provides insight into the causes of the glass ceiling for minorities and women. Includes statistics regardingminorities and women in the work force, viewpoints of a variety of experts, as well as descriptions ofinitiatives at Coming and Honeywell.
Stroh, Linda K., Jeanne M. Brett and Anne H. Reilly. "All The Right Stuff: A Comparison of Femaleand Male Managers' Career Progression." Journal of Applied Psychology, October 22, 1991.
In examining the career progression of male and female managers at twenty Fortune 500 corporations, authorslearned that although women's qualifications and career patterns were similar to men's, women's salarieslagged behind. "The clearest message from this study is that there is nothing more for women to do. Theyhave done it all and still their salaries lag. It may be time for corporations to take a closer look at their ownbehavior." Study's suggestions include: have starting salaries of female employees match those of their malecounterparts with identical qualifications, and institute accountability programs.
&DWDO\VW � ����� 61
U.S. Department of Labor. Pipelines of Progress: A Status Report on the Glass Ceiling.
Washington, DC: August, 1992.
Diversity awareness is growing in corporate America, according to this report. However, in a DOL poll, 70%of surveyed female managers believed that the male-dominated corporate culture was an obstacle to theirsuccess. Equal pay for equal work also remains an issue. The report reviews companies tracked by the DOL,confirming commitment to the glass ceiling initiative as well as reporting areas needing greater attention andsituations that are working.
U.S. Department of Labor. A Report on the Glass Ceiling Initiative Washington, D.C.: 1991.
A synopsis of initiative's efforts including: compliance reviews of nine corporations, evaluation ofindependent research, discussions with representatives from business, labor, women's and civil rightsorganizations. Among the findings are: confirmation of the existence of a glass ceiling, a lower plateau levelfor minorities, and the observation that corporate systems of advancement, appraisal and compensation arenot monitored.
Van Velsor, Ellen and Martha W. Hughes. Gender Differences in the Development of Managers: How WomenManagers Learn From Experience. Greensboro, NC: Center for Creative Leadership, 1990.
To investigate gender differences associated with experiential learning, authors compared findings of twostudies of executive development, one of women and one of men. Studies queried managers on the keyevents in their careers and the lessons gained from them. Paper presents and discusses the primarydevelopment lessons that the two groups reported, as well as the key experiences or events that providedthese lessons. Includes tables comparing men's and women's data.
Wald, Patricia M. "Breaking the Glass Ceiling." (adapted from remarks at the 1988 American BarAssociation Annual Meeting)
The ABA Commission on Women in the Profession was created to study women at the mid-point in theirlegal careers to identify glass ceiling issues. Ms. Wald discusses the need to end gender bias in the legalprofession, from teaching methods in law schools to private practices to courtrooms.
&DWDO\VW � ����� 62
"Welcome to the Woman-Friendly Company Where Talent is Valued and Rewarded." Business
Week, August 6, 1990.
Looks at practices of public corporations in which women hold at least 20% of senior management posts.Included is a chart of Business Week's 24 best companies for women.
Wilson, Reginald. "Women of Color in Academic Administration: Trends, Progress, and Barriers."Sex Roles, Vol. 21 No 1/2, 1989.
Argues that the limited number of women of color in academic administration is a result, in pail, of Americanhistory. That universities "were reluctantly forced to open their doors," (by court and governmentintervention) "and they resisted every step of the way, as they continue to resist up to today." Women of coloraccount for only 1.3% of college presidencies. Notes the importance of increasing the number of women ofcolor in the degree pipeline, and maintains that "exclusion of women of color from significant involvementin academic administration is a loss of talent for the nation."
Women In Corporate Management. Model Programs for Development and Mobility New York: Catalyst, 1991.
An in-depth examination of 17 companies that have exemplary programs for developing and advancingwomen. Programs address issues such as balancing work and family, leadership development, upwardmobility, accountability, mentoring, managing diversity, women of color, corporate women's groups andeliminating sexual harassment. Options for implementation are presented, and corporate examples aredescribed.
Women in Corporate Management.- Results of A Catalyst Survey. New York: Catalyst, 1990.
Discusses findings of two surveys of CEOs and senior human resources professionals of the top 1,000publicly held companies in the U.S. Surveys elicited information about women at all levels, functions, andindustries, including where women stand in the corporate world and what critical competencies women needto achieve top corporate positions.
&DWDO\VW � ����� 63
Women on Corporate Boards: The Challenge of Change. New York: Catalyst, 1993.
Survey showed that of the 11,715 seats on the boards of Fortune 500IService 500 companies, only 721 (6.2%) areheld by women. Among publication's recommendations is that CEOs increase the number of womenqualified for board service by promoting women in their own management ranks and by providing womenwith opportunities to gain core business experience.
Woody, Bette. Corporate Policy and Women at the Top. Working Paper No. 211. Wellesley, NIA: Center forResearch on Women, 1990.
Literature review reveals that women's advancement is hampered by occupational segregation, industrialstratification, and recruitment and promotion policies. Project polled 50 senior women managers in Fortune
500 companies and concluded that in order to move women into senior levels, corporations must demonstratea commitment that overrules subjective and discretionary behavior, and must ensure that women areguaranteed the opportunity to acquire "critically needed range of experience in the corporate enterprise."
Work and Family
Bhatnagar, Deepti. "Professional Women in Organizations: New Paradigms for Research andAction." Sex Roles, Vol 18, Nos. 5/6, 1988.
Research on some major issues ( e.g., tokenism, sex role stereotyping, social isolation) encountered byprofessional women at the workplace is reviewed here. Suggestions for future approaches to research areprovided.
Burden, Dianne S. and Bradley Googins. Boston University Balancing Job and Homelife Study: Managing Work and
Family Stress in Corporations. Boston University School of Social Work, Boston: 1987.
This study was conducted with employees at a large public utility and a Fortune 500 hi-tech company toexamine work/family stress. Findings provide a picture of how employees are managing multiple roles andhow they are coping with stress associated with combined work and family responsibilities. Tables andgraphs illustrating results are included.
&DWDO\VW � ����� 64
The Changing Workforce: Comparison of Federal and Nonfederal Work/Family Programs and Approaches. GAO/GGD 92-84,
Washington D.C.: April 23, 1992.
Examines how 16 leading private sector organizations assessed need for work/family programs,implemented them, and evaluated their effectiveness in enhancing employee recruitment, retention andproductivity. The report also describes federal experiences in the work/family area and identifies barriers thatdeter the adoption or expansion of federal work/family programs. Included are recommendations, abibliography, and a comprehensive index.
Families and Work Institute. "An Evaluation of Johnson & Johnson's Balancing Work and FamilyProgram," Executive Summary, April 1993.
Summarizes Families and Work Institute's independent research on the impact of Johnson & Johnson's"Balancing Work and Family Program," which was implemented in 1989. The survey found that the programhad created work environments that were significantly more supportive of employees with complex workand family responsibilities.
Fernandez, John P. Child Care and Corporate Productivity: Resolving Family/Work Conflicts��Lexington, NIA:Lexington Books, D.C. Heath and Company, 1986.
Based on data from over 5,000 employees, this book outlines the negative impact child care problems haveon employee performance. Decrying the family/work conflicts that "are literally short-circuiting theproductive potential of companies," the author describes "corporations whose executives ignore the realitiesof today's work force," saying they will "pay dearly for their recalcitrance in terms of diminishedproductivity, competitive disadvantage and, reduced profits." The author recommends that companies adopta wide range of child care assistance programs.
Fernandez, John P. The Politics and Reality of Family Care in Corporate America. Lexington, NIA: LexingtonBooks, D.C. Heath and Company, 1990.
After surveying more than 26,000 employees in 30 companies, the author found that company policies havenot kept pace with changes in the demographics of the American family. He urges companies to realize that"family care is a corporate competitive issue, not a 'woman's issue,"' Child and elder care problems areexamined and Fernandez offers solutions, including "A Marshall Plan for Family Care."
&DWDO\VW � ����� 65
Friedman, Dana E. Linking Work-Family Issues to the Bottom Line. The Conference Board, New York:1991.
Incorporates more than 80 research studies into analysis linking productivity and other work behavior WRwork-family problems and programs. Company responses to stress, pregnancy, child care and elder care arereviewed, and effects on recruitment, retention and absenteeism are considered. Friedman argues that "theCEO or someone in top management must be an advocate for a more family friendly workplace beforechange will occur." Suggestions for future research on work-family issues are included.
Friedman, Dana E. and Arlene A. Johnson. Strategies for Promoting a Work-Family Agenda. The ConferenceBoard, New York: 1991.
Intended to help managers or task forces committed to the development of a work/family agenda, thispublication highlights strategies that have worked in introducing and sustaining work-family programs inmore than 40 organizations. Defines four developmental stages in creation of work-family programs andpolicies, and emphasizes connection between these and other corporate objectives.
Gatinsky, Ellen, and Diane Hughes. "The Fortune Magazine Child Care Study". Bank Street College, NewYork, 1987.
Determines the importance of reliable, quality child care necessary for much of the workforce. Suggests howthe lack of child care adversely impacts workers both in upward mobility and absenteeism.
Googins, Bradley K, Judith G. Gonyea and Marcie Pitt-Catsouphes. Linking the Worlds of Family and Work:Family Dependent Care and Workers' Performance. Center on Work and Family, Boston: 1990.
Assesses the state of the art of both the family dependent care and productivity fields, and propose a researchagenda for exploring the link between family dependent care and worker productivity. A literature reviewthat summarizes findings on the impact of family dependent care and family responsive policies on theworkplace in included.
&DWDO\VW � ����� 66
Morgan, Hal and Frances J. Miliken. "Keys to Action: Understanding Differences inOrganizations' Responsiveness to Work-and-Family Issues." Human Resource Management, Vol. 31, No. 3,1993.
Research undertaken in part to "learn more about the factors that cause U.S. companies to differ in theirdegree of responsiveness to the changing work-family demographics of the workforce and to learn why it isthat some companies have -responded so dramatically to the family needs of their employees while othershave yet to act." Findings include: industry and geography are key factors, and companies that regularlysurvey employees tend to be more responsive.
National Council of Jewish Women, Center for the Child. "Accommodating Pregnancy in theWorkplace." NCJW Center for the Child Report, November, 1987.
Addresses the necessity in accommodating pregnancy in the workplace through policy and practice. Theresearch states that "80% of working women will become pregnant sometime in their working lives."Therefore attention to facilitating their time at work during their pregnancy and their eventual return aftertheir child's birth is essential to retention.
Shellenbarger, Sue. "Lessons from the Workplace: How Corporate Policies and Attitudes Lag BehindWorkers' Changing Needs." Human Resource Management, Vol. 31, No. 3, Fall 1992.
Argues that the rank and file American worker is mostly untouched by the trend toward family-friendlypolicies and that many families are paying a high price for work-family conflict, which can be measured inrising workplace stress and declining quality of family life.
Vanderkolk, Barbara Schwarz and Ardis Armstrong Young. The Work and Family Revolution. New York:Facts on File, 1991.
Insists that families and business are economically and socially interdependent. Calling private sectororganizations "the pioneers" in the work-family arena, Schwartz and Young profile the model programs ofinnovative companies and describe them as "pragmatic business tools that are as critical to futureprofitability as replacement of aged equipment."
&DWDO\VW � ����� 67
:RUN )DPLO\� $ &KDQJLQJ '\QDPLF� $ %1$ 6SHFLDO 5HSRUW�Washington, D.C.: The Bureau of NationalAffairs, 1986.
Profiles more than 30 organizations' responses to work-family issues. Articles by specialists address trendsand developments in work-family area. Includes list of resource organizations.
:RUN DQG )DPLO\ 6WUDWHJLHV IRU WKH 8QLYHUVLW\ RI &DOLIRUQLD�University of California, 1991.
At the University of California, where women constitute 50% of the work force and 63% of managementand staff, a university-wide task force submitted this report meant to "create a strategy that will make the UCworkplace one in which family supportive policies and programs are as effective a management tool torecruit, retain, and motivate employees as are competitive pay and benefit programs." Report includesfindings on the consequences of work-family conflicts at UC, a comprehensive list of recommendations,suggestions for funding strategies, and an executive summary.
&DWDO\VW � ����� 68
Appendix B: Summary Tables
The tables are organized by the following subject headings:
Leadership and Career DevelopmentRotation / Non-traditional EmploymentMentoringAccountability ProgramsSuccession PlanningWorkforce Diversity Initiatives
Programs for Women of ColorCorporate Women's Groups / NetworksGender/racial Awareness TrainingElimination of Sexual Harassment
Family Friendly ProgramsFlexible Work ArrangementsParental LeaveDependent Care
TABLE INDEX BY COMPANY
AAA - American Automobile AssociationLeadership and Career Development
Aetna Life & CasualtyParental Leave
Allstate Insurance CompanyDependent Care
American AirlinesRotation/Non-traditional EmploymentAccountability Programs
American Express CompanyDependent Care
Amoco CorporationDependent Care
Apple ComputerElimination of Sexual Harassment
Arthur Andersen & Co., S.C.Gender/Racial Awareness TrainingFlexible Work Arrangements
AT&TLeadership and Career DevelopmentMentoringElimination of Sexual Harassment
&DWDO\VW � ����� 69
Avon Products, Inc.Rotation/Non-traditional EmploymentWorkforce Diversity InitiativesCorporate Women's Groups / Networks
Baxter HealthcareAccountability Programs
Champion International CorporationDependent Care
Chubb & Son Inc.Rotation /Non -traditional EmploymentMentoring
CIGNAMentoring
Con EdisonRotation / Non-traditional Employment
Connecticut MutualLeadership and Career Development
Continental InsuranceLeadership and Career Development
Corning Inc.Leadership and Career DevelopmentAccountability ProgramsFlexible Work ArrangementsParental Leave
Dow ChemicalTask Forces
Dow Jones & CompanyMentoring
Eastman Kodak CompanyFamily Friendly Programs and PoliciesFlexible Work Arrangements
E.I. du Pont de Nemours and CompanyRotation / Non-traditional EmploymentMentoringGender/Racial Awareness TrainingElimination of Sexual HarassmentTask Forces
Environmental Protection AgencyWorkforce Diversity Initiatives
Exxon Research & Engineering Co.Mentoring
Fannie MaeLeadership and Career Development
First Interstate Bank of California
&DWDO\VW � ����� 70
Leadership and Career Development
Gannett Co., Inc.Leadership and Career Development
General Electric, NY Silicone Manufacturing DivisionWorkforce Diversity Initiatives
Goldman Sachs & Co. Parental Leave
Hershey FoodsAccountability Programs
Hewlett-Packard Co. Leadership and Career Development
Hoffman-La RocheCorporate Women's Groups/Networks
Honeywell Inc.Corporate Women's Groups/Networks
IBMParental LeaveDependent Care
John Hancock Financial ServicesFamily Friendly Programs and Policies
Johnson & JohnsonFamily Friendly Programs and Policies
Kraft General FoodsWorkforce Diversity Initiatives
3MCorporate Women's Groups/Network
Massachusetts Mutual Life Insurance CompanyLeadership and Career Development
McCormack & DodgeAccountability Programs
McDonald'sWorkforce Diversity Initiatives
Morrison & FoersterLeadership and Career Development
Motorola, Inc.Accountability ProgramsDependent Care
NationsBankFamily Friendly Programs and Policies
NCNBFlexible Work Arrangements
&DWDO\VW � ����� 71
NYNEX - New England TelephoneLeadership and Career DevelopmentMentoring
Pacific BellFlexible Work Arrangements
Pitney Bowes Inc.MentoringCorporate Women's Groups/Networks
Polaroid CorporationCorporate Women's Groups/Networks
Port Authority of NY & NJCorporate Women's Groups/Networks
Procter & GambleMentoringWorkforce Diversity Initiatives
Proskauer, Rose, Goetz & MendelsohnParental Leave
Public Service Electric & Gas CompanyAccountability Programs
Raychem CorporationCorporate Women's Groups/Network
Rensselaer Polytechnic InstituteWorkforce Diversity Initiatives
Royal Bank of CanadaAccountability Programs
Ryder Systems, Inc.Corporate Women's Groups/Network
The San Francisco Bar AssociationFlexible Work Arrangements
SC Johnson WaxLeadership and Career DevelopmentFamily Friendly Programs and Policies
Sidney & AustinFlexible Work Arrangements
Sadden, Raps, Slate, Meager & FlameFlexible Work ArrangementsSquare D Co.Accountability Programs
Steles Inc.Flexible Work Arrangements
Stride Rite CorporationDependent Care
&DWDO\VW � ����� 72
Tandem Computer Inc.Family Friendly Programs and Policies
Tenneco Inc.Accountability ProgramsCorporate Women's Groups/Network
Texas InstrumentsCorporate Women's Groups/Network
The TravelersDependent Care
Tucson Medical CenterFlexible Work Arrangements
University of North Carolina at GreensboroLeadership and Career Development
US SprintFamily Friendly Programs and Policies
U S WESTWorkforce Diversity InitiativesPrograms for Women of Color
Work/Family DirectionsDependent Care
XeroxPrograms for Women of ColorDependent Care
Catalyst -12/93 73
TA
BL
ES
Sum
mar
y T
able
s: L
eade
rshi
p an
d C
aree
r D
evel
opm
ent
Com
pany
Pro
gram
Des
crip
tion
AA
A -
Am
eric
anA
utom
obile
Ass
ocia
tion
Man
agem
ent
Dev
elop
men
tPr
ogra
m
The
fou
r-le
vel M
anag
emen
t Dev
elop
men
t Pro
gram
foc
uses
on build
ing
the
kind
of
skill
s A
AA
man
agin
g di
rect
ors,
gene
ral m
anag
ers
and
mid
-lev
elm
anag
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need
to le
ad th
e co
mpa
ny in
a c
hang
ing
com
peti
tive
cli
mat
e. T
hepr
ogra
m is
bas
ed o
n th
ree
core
them
es: (
1) B
uild
ing
the
com
pete
ncie
s of
the
AA
A"m
anag
er o
f th
e fu
ture
"; (
2) A
ctio
n L
earn
ing,
an
idea
borr
owed
fro
m G
ener
alE
lect
ric
that
foc
uses
on
imm
edia
te tr
ansf
er o
f sk
ills
lear
ned
in c
lass
to o
n-th
e-jo
bsi
tuat
ions
; and
(3)
mem
ber
satis
fact
ion,
or
conv
inci
ngex
ecut
ives
to s
pend
tim
ew
ith c
usto
mer
s so
they
can
mak
e de
cisi
ons
that
bet
ter
anti
cipa
te c
usto
mer
nee
ds.
AT
&T
Lea
ders
hip
Con
tinu
ity
Pro
gram
(L
CP
);E
xecu
tive
Edu
catio
nPr
ogra
m
Intr
oduc
ed to
hel
p fu
rthe
r m
inor
ities
' and
wom
en's
adva
ncem
ent
into
hig
her
man
agem
ent,
the
LC
P id
enti
fies
and
acc
eler
ates
the
deve
lopm
ent o
f m
anag
ers
who
hav
e th
e po
tent
ial t
o be
lead
ers
in a
n in
tens
ely
com
peti
tive
envi
ronm
ent.
The
Exe
cutiv
e E
duca
tion
Prog
ram
pro
vide
sin
tern
al a
nd e
xter
nal
educ
atio
n ex
peri
ence
s fo
r A
T&
T e
xecu
tive
s an
d th
ose
mid
dle
man
ager
s id
entif
ied
asha
ving
hig
h po
tent
ial.
Exe
cutiv
e E
duca
tion
Prog
ram
cand
idat
es, m
ost o
fw
hom
are
in th
e L
CP
, are
sel
ecte
d on
the
basi
s of
thei
r on
-th
e-jo
b le
arni
ngex
peri
ence
s, c
aree
r hi
stor
ies,
car
eer
plan
s an
d th
eor
gani
zatio
n's
busi
ness
str
ateg
ies.
Exe
cutiv
e E
duca
tion
Prog
ram
s ar
e of
fere
d in
tern
ally
and
at
40 u
nive
rsiti
esw
orld
wid
e. P
rogr
am s
ran
ge f
rom
one
wee
k to
two-
and-
a-ha
lf m
onth
s.
Cat
alys
t -
12/9
374
Leadership and Career Development (continued)
ConnecticutMutual
ManagementExcellence -Selection;Components forLeadershipDevelopment
1. The Management Excellence process involves"selecting individuals who will make successfulmanagers in our environment." The process wasdeveloped through the McBurr model ofcompetencies: a group of average and outstandingmanagers was selected and studied in order to identifythe traits that led to success in management and thatthe company wanted to emphasize in managementselection and development.2. Components of leadership development efforts:Career path process: identifies the objectiveperformance, skill and knowledge criteria for movingfrom one pay level in a job to the next, thusempowering the individual to plan his/her own growthand advancement.Success factors for management: competenciesdemonstrated by the bestmanagers in the company are described to empowerindividuals to plan their own growth and developmentas managers.High potential list: developed through interviewsconducted by human resources with the head of eachof the business units and support units, this processidentifies individuals at all levels of the organizationwith potential for higher level positions
ContinentalInsurance
AdvancedDevelopmentProgram
The Advanced Development Program identifies thecompany's high-potential employees and, throughrigorous training and an accelerated career plan, helpsthem attain key leadership positions in the company.The program takes select employees through a three-month training session during which they eachdevelop career paths of three to seven years. Assignedadvisors serve as mentors and along with positionpany¨ Program ¨ Description¨ ¨ AT&T¨ EarlyCareer Advisory Program (ECAP)¨ ECAP` ` ` l ofthe ADP is to develop talented, committed employeesinto skillful managers and proficient leaders.
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alys
t -
12/9
3��
Men
tori
ng (
cont
inue
d)D
ow J
ones
&C
ompa
nyM
ento
ring
qua
dsT
o pr
omot
e cu
ltura
l div
ersi
ty a
nd e
nhan
cede
velo
pmen
tal a
nd p
rom
otio
nal o
ppor
tuni
ties
for
min
oriti
es a
nd w
omen
, the
com
pany
dev
elop
edm
ento
ring
qua
ds. E
ach
quad
is m
ade
up o
f fo
urm
embe
rs w
ho a
re d
iver
se in
term
s of
pos
ition
, lev
el,
race
, gen
der
and
func
tion
al a
rea.
Pro
gram
dev
elop
ers
felt
anot
her
adva
ntag
e of
the
grou
p ap
proa
ch w
ould
be
to o
ffer
gre
ater
lear
ning
opp
ortu
nitie
s to
larg
ernu
mbe
rs o
f pe
ople
. The
app
roac
h al
so a
ssum
es th
atgr
oup
dyna
mic
s w
ill m
inim
ize
pers
onal
ity c
onfl
icts
.E
.I. d
u Po
nt d
eN
emou
rs a
ndC
ompa
ny
Imag
ing
Syst
ems
Du
Pont
's m
ento
ring
pro
gram
is ti
ed to
oth
erin
itiat
ives
to d
evel
op a
nd a
dvan
ce h
igh-
pote
ntia
lm
inor
ities
and
wom
en. W
hile
the
com
pany
allo
ws
men
tors
and
pro
tege
es to
str
uctu
re th
eir
own
rela
tion
ship
, eve
ry m
ento
r re
ceiv
es tw
o da
ys o
ftr
aini
ng in
whi
ch g
roun
d ru
les
are
set a
nd g
uide
lines
are
give
n.E
xxon
Res
earc
h &
Eng
inee
ring
Co.
Inte
rnsh
ip a
ndM
ento
ring
Pro
gram
Thi
s pr
ogra
m f
or f
emal
e an
d m
inor
ity h
igh
scho
olst
uden
ts w
as im
plem
ente
d to
incr
ease
the
pool
of
wom
en a
nd m
inor
ity r
ecru
its. B
y pr
ovid
ing
stud
ents
with
pro
fess
iona
l-le
vel m
ento
rs, w
ho s
erve
as
role
mod
els
and
care
er c
ouns
elor
s, a
s w
ell a
s of
feri
ng"r
eal"
eng
inee
ring
wor
k ex
peri
ence
, Exx
on a
ims
to b
uild
pos
itive
, lon
g-te
rm r
elat
ions
hips
with
stu
dent
san
d to
fos
ter
thei
r in
tere
st in
bec
omin
g pe
rman
ent
empl
oyee
s.C
atal
yst
- 12
/93
83
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Cat
alys
t - 1
2/93
��
Men
tori
ng (
cont
inue
d)Pi
tney
Bow
esIn
c.Pa
irin
g Sy
stem
The
198
9 pi
lot p
rogr
am's
obj
ectiv
es w
ere
to a
ugm
ent
the
deve
lopm
ent p
roce
ss b
y he
lpin
g to
incr
ease
the
num
ber
of c
andi
date
s re
ady
to f
ill m
anag
eria
lpo
sitio
ns a
nd to
impr
ove
the
rete
ntio
n of
val
ued
empl
oyee
s. T
he p
rogr
am w
as a
lso
desi
gned
to f
urth
erth
e co
mpa
ny's
goal
of
crea
ting
an
envi
ronm
ent t
hat
valu
es d
iver
sity
by
help
ing
to in
crea
se th
e m
anag
eria
lre
pres
enta
tion
of m
inor
ities
and
wom
en. T
he c
urre
ntpr
ogra
m s
triv
es to
mat
ch m
ento
rs a
nd a
ssoc
iate
s on
as
man
y le
vels
as
poss
ible
by
look
ing
at th
e de
velo
pmen
tne
eds
of a
ssoc
iate
s, th
e ex
peri
ence
of
men
tors
,ge
ogra
phic
pro
xim
ity a
nd/o
r fu
nctio
nal c
omm
onal
ity.
Proc
ter
&G
ambl
eC
orpo
rate
Men
tori
ng P
rogr
amT
he p
rogr
am's
obje
ctiv
e is
to e
nsur
e th
at th
ere
is a
nex
peri
ence
d m
anag
er to
act
as
"a tr
uste
d co
unse
lor,
coac
h, r
ole
mod
el, a
dvis
or a
nd v
oice
of
expe
rien
ce"
tom
anag
ers
wit
h le
ss e
xper
ienc
e w
ho a
re e
xpec
ted
toad
vanc
e w
ithin
the
orga
niza
tion.
The
com
pany
's f
irst
prio
rity
was
to e
nsur
e th
at m
inor
ities
and
wom
enid
entif
ied
with
adv
ance
men
t pot
entia
l hav
e m
ento
rs,
beca
use
of th
e hi
gher
turn
over
rat
es a
mon
g th
ese
man
ager
s.
Cat
alys
t -
12/9
385
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/5
Acc
ount
abili
ty (
cont
inue
)
Ten
neco
Inc
.E
xecu
tive
Ince
ntiv
eC
ompe
nsat
ion
Prog
ram
Thi
s pr
ogra
m li
nks
a si
gnif
ican
t per
cent
age
of e
ach
exec
utiv
e's
bonu
s to
the
atta
inm
ent o
f de
fine
d di
visi
onal
goa
ls to
pro
mot
e m
inor
ities
and
wom
en.
Thr
ee q
uart
ers
of th
is p
erce
ntag
e re
late
s to
thes
e pr
e-es
tabl
ishe
d go
als,
whi
char
e se
para
te f
or m
inor
ities
and
wom
en a
nd a
re s
et b
y ea
ch c
ompa
nyac
cord
ing
to it
s in
divi
dual
wor
k fo
rce
and
loca
tion
; the
rem
aini
ngon
e-qu
arte
r is
for
impl
emen
ting
prog
ram
s di
rect
ed a
t dev
elop
ing
and
adva
ncin
g ta
rget
ed g
roup
s.
Cat
alys
t - 1
2/93
87
Sum
mar
y Ta
bles
: Suc
cess
ion
Plan
ning
Com
pany
Prog
ram
Desc
riptio
nA
mer
ican
Air
lines
Sup
ertr
ack;
Car
eer
Dev
elop
men
tP
rogr
am (
CD
P);
Wom
en in
Ope
rati
ons
Man
agem
ent
Adv
isor
y C
ounc
il
The
com
pany
is ta
king
a m
ultif
acet
ed a
ppro
ach
to r
etai
ning
, dev
elop
ing
and
Prom
otin
g m
inor
ities
and
wom
en. S
uper
trac
k re
quir
es o
ffic
ers
tosu
bmit
deta
iled,
cro
ss-f
iunc
tiona
l dev
elop
men
t pla
ns f
or a
ll hi
gh-p
oten
tial
min
oriti
es a
nd w
omen
in m
iddl
e m
anag
emen
t and
abo
ve.
Am
eric
an's
Car
eer
Dev
elop
men
t Pro
gram
(C
DP)
, a s
ophi
stic
ated
, r in
tere
stco
mpu
teri
zed
job-
post
ing
syst
em, a
llow
s em
ploy
ees
to s
igna
l the
ir in
posi
tion
s be
fore
vac
anci
es o
ccur
. Com
pany
wid
e po
stin
g al
so h
elps
red
uce
pote
ntia
l for
dis
crim
inat
ion
or f
avor
itism
by
prov
idin
g al
l em
ploy
ees
with
inst
ant j
ob in
form
atio
n.
To
boos
t wom
en's
rep
rese
ntat
ion
in n
ontr
aditi
onal
pos
ition
s, a
task
for
ce w
ases
tabl
ishe
d: W
omen
in O
pera
tions
Man
agem
ent A
dvis
ory
Cou
ncil.
The
grou
p's
goal
s ar
e to
iden
tify
the
barr
iers
for
wom
en in
non
trad
ition
al a
reas
, to
educ
ate
fem
ale
empl
oyee
s on
the
grow
ing
oppo
rtun
ities
in te
chni
cal f
ield
san
d to
ser
ve a
s m
ento
rs to
fem
ale
empl
oyee
s.
Cat
alys
t - 1
2/93
8
8
Succ
essi
on P
lann
ing
(con
tinu
ed)
Her
shey
Food
sSe
nior
Man
agem
ent
Rev
iew
; Cro
ssE
ntit
y R
evie
w
The
adv
ance
men
t of
min
oriti
es a
nd w
omen
is o
ne o
f th
e m
any
goal
s of
the
succ
essi
on p
lani
ng p
roce
ss. D
urin
g th
e co
mpa
ny's
Sen
ior
Man
agem
ent R
evie
w, h
igh-
grow
th in
divi
dual
s an
d po
tent
ial h
igh-
grow
thin
divi
dual
s ar
e id
entif
ied
as p
art o
f th
e an
nual
mee
ting
of to
p-le
vel
exec
utiv
es. M
anag
ers
com
pile
pro
file
s of
the
high
-gro
wth
indi
vidu
als.
The
prof
iles
incl
ude
perf
orm
ance
str
engt
hs, w
eakn
esse
s an
d ar
eas
that
nee
dde
velo
pmen
t, th
e ne
xt p
lann
ed o
r an
ticip
ated
pos
ition
, and
the
antic
ipat
edpo
sitio
n or
leve
l in
five
yea
rs. A
fiv
e-ye
ar d
evel
opm
ent p
lan
char
ts th
e pa
thfr
om th
e em
ploy
ee's
pre
sent
pos
ition
to a
ntic
ipat
ed p
ositi
on. I
n th
e C
ross
Ent
ity R
evie
w, l
ater
al m
ovem
ent o
r pr
omot
ions
fro
m o
ne d
ivis
ion
to a
noth
erar
e id
entif
ied
to h
elp
deve
lop
an in
divi
dual
thro
ugh
new
exp
erie
nces
. It a
lso
serv
es a
bus
ines
s pu
rpos
e by
pla
cing
key
em
ploy
ees
whe
re th
eir
expe
rtis
e is
need
ed.
McC
orm
ack
&D
odge
Suc
cess
ion
Man
agem
ent
Res
ourc
es R
evie
w(S
MP,
R)
A c
ompo
nent
of
a la
rger
initi
ativ
e to
fos
ter
care
er a
dvan
cem
ent,
SMR
R. i
s th
e pr
oces
s by
whi
ch a
ll se
nior
man
ager
s ev
alua
te th
eir
dire
ctre
port
s an
d de
term
ine
thei
r.re
adin
ess
for
prog
ress
ion
into
eve
n m
ore
seni
orpo
sitio
ns. S
enio
r m
anag
ers
mus
t als
o id
entif
y th
e cr
itica
l ski
lls, t
rain
ing
and
job
expe
rien
ces
that
eac
h m
iddl
e m
anag
er m
ust h
ave
in o
rder
togr
ow in
to m
ore
seni
or p
ositi
ons.
A d
etai
led,
indi
vidu
aliz
ed d
evel
opm
ent
plan
is p
repa
red
for
thes
e in
divi
dual
s an
d is
rev
iew
ed b
y ex
ecut
ives
on
an a
nnua
l bas
is. T
hese
pla
ns a
re r
einf
orce
d th
roug
h pe
rfor
man
ceev
alua
tion
and
othe
r go
al-s
ettin
g pr
oces
ses.
Cat
alys
t -
12/9
389
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alys
t - 1
2/93
.*
Succ
essi
on P
lann
ing
(con
tinu
ed)
Roy
al B
ank
ofC
anad
aL
eade
rshi
p R
evie
wO
nce
high
-pot
entia
l ind
ivid
uals
are
iden
tifie
d, th
roug
h an
ext
ensi
veev
alua
tion
pro
cess
, the
y ca
n be
tran
sfer
red
wit
hin
the
com
pany
to g
ain
expe
rien
ce o
r re
ceiv
e sp
ecif
ic tr
aini
ng. T
hree
list
s of
can
dida
tes
for
each
of th
e M
ontr
eal-
base
d co
mpa
ny's
top
50 p
ositi
ons,
fro
m s
enio
r vi
ce -
pres
iden
t on
up, a
re c
ompi
led
by th
e of
fice
of
succ
essi
on p
lann
ing,
whi
chw
as c
reat
ed f
our
year
s ag
o. I
n al
l, th
e to
p 80
0 jo
bs, i
nclu
ding
exe
cutiv
esan
d so
me
man
ager
s, a
re o
n th
e co
mpa
ny's
suc
cess
ion
plan
. The
top
200
exec
utiv
es a
re tr
acke
d by
the
syst
em, w
hich
als
o ke
eps
som
e in
form
atio
n.
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alys
t 12/
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��
Wor
kfor
ce D
iver
sity
Ini
tiativ
es (
cont
inue
d)
Gen
eral
Ele
ctri
c, N
YSi
lico
neM
anuf
actu
ring
Div
isio
n
Gra
ssro
ots
Div
ersi
ty I
nitia
tive
The
Sili
cone
Man
ufac
turi
ng D
ivis
ion
incr
ease
d th
e nu
mbe
r of
min
oriti
es a
ndw
omen
ent
ries
to 3
0%.
In 1
989,
an
info
rmal
net
wor
k cr
eate
d a
gras
sroo
tsdi
vers
ity in
itiat
ive
at th
e co
mpa
ny in
res
pons
e to
pro
blem
s ex
peri
ence
d by
wom
en a
nd p
eopl
e of
col
or.
Spec
ializ
ed c
hara
cter
istic
s of
the
initi
ativ
ein
clud
e te
amw
ork
and
dive
rsity
trai
ning
. A
rev
iew
boa
rd e
xam
ined
suc
his
sues
as
fam
ily le
ave,
fle
xibl
e ho
urs,
per
sona
l and
pro
fess
iona
l dev
elop
men
t,an
d ot
her
prog
ram
s. S
ince
the
impl
emen
tatio
n of
the
prog
ram
, the
re h
as b
een
an in
crea
se in
the
num
ber
of w
omen
of
colo
r an
d w
omen
in m
anag
eria
lpo
sitio
ns.
Men
tori
ng, a
n im
port
ant c
ompo
nent
of
the
prog
ram
, was
est
ablis
hed
topr
ovid
e m
inor
ities
and
wom
en w
ith r
ole
mod
els
who
wou
ld g
ive
the
part
icip
ants
insi
ght i
nto
the
corp
orat
e cu
lture
and
man
agem
ent s
yste
ms.
Kra
ft G
ener
alFo
ods
Div
ersi
tyM
anag
emen
tG
ener
al F
oods
beg
an it
s di
vers
ity e
ffor
t by
form
ing
a D
iver
sity
Man
agem
ent
Stee
ring
Com
mitt
ee, c
hair
ed b
y th
e pr
esid
ent a
nd in
clud
ing
10 s
enio
rex
ecut
ives
, to
mon
itor
all c
ompa
ny a
ctiv
ities
rel
atin
g to
aff
irm
ativ
e ac
tion
and
dive
rsity
man
agem
ent.
A f
ull-
time
hum
an r
esou
rces
pos
ition
ded
icat
ed s
olel
yto
div
ersi
ty m
anag
emen
t was
est
ablis
hed
alon
g w
ith a
Wor
kfor
ce 2
000
Cou
ncil
to a
ddre
ss th
e is
sues
of
min
ority
and
wom
en's
upw
ard
mob
ility
,ne
twor
king
and
car
eer/
fam
ily b
alan
ce.
A h
uge
trai
ning
eff
ort w
as th
enla
unch
ed f
or th
e en
tire
sala
ried
em
ploy
ee p
opul
atio
n. T
he g
oal o
f th
e tr
aini
ngis
to in
crea
se a
war
enes
s of
cha
ngin
g w
ork
forc
e de
mog
raph
ics,
the
dive
rsit
yef
fort
s of
com
petin
g co
mpa
nies
, and
the
inte
rnal
cul
tura
l bar
rier
s th
at in
hibi
tth
e pr
oduc
tivity
of
min
oriti
es a
nd w
omen
.
Cat
alys
t - 1
2/93
93
Div
ersi
ty I
niti
ativ
es (
cont
inue
d)
McD
onal
d's
Cha
ngin
gW
orkf
orce
Pro
gram
sFo
rmal
ized
mor
e th
an a
dec
ade
ago,
the
prog
ram
s ar
e ba
sed
on a
pre
mis
e of
res
pect
for
all c
ontr
ibut
ors
to th
e bu
sine
ss. C
ompr
isin
g si
x pr
ogre
ssiv
e m
anag
emen
tde
velo
pmen
t mod
ules
, the
pro
gram
has
hel
ped
ensu
re th
at e
mpl
oyee
s of
bot
hge
nder
s an
d al
l cul
ture
s ca
n re
ach
thei
r fu
ll p
rofe
ssio
nal p
oten
tial
. T
hrou
gh th
em
odul
es, c
lass
par
tici
pant
s ar
e en
cour
aged
to e
xplo
re p
erso
nal a
ttit
udes
and
assu
mpt
ions
that
can
bec
ome
barr
iers
to th
eir
prof
essi
onal
gro
wth
, or
the
grow
th o
fem
ploy
ees
they
man
age.
Tra
inin
g co
urse
s of
fere
d in
clud
e: M
anag
ing
the
Cha
ngin
gW
orkf
orce
(M
CW
); W
omen
's C
aree
r D
evel
opm
ent (
WC
D);
Bla
ck C
aree
rD
evel
opm
ent (
BC
D);
His
pani
c C
aree
r D
evel
opm
ent (
HC
D);
and
Man
agin
g C
ultu
ral
Dif
fere
nces
(M
CD
) an
d M
anag
ing
Div
ersi
ty (
MD
).Pr
octo
r &
Gam
ble
Cor
pora
te D
iver
sity
Stra
tegy
Tas
k Fo
rce
In 1
988,
the
pres
iden
t com
mis
sion
ed th
is ta
sk f
orce
, int
enti
onal
ly in
clud
ing
line
vic
epr
esid
ents
, to
rede
fine
the
impo
rtan
ce o
f a
mul
ticu
ltur
al w
ork
forc
e an
d to
iden
tify
stra
tegi
es f
or m
anag
ing
dive
rsit
y. I
n te
rms
of d
iver
sity
trai
ning
, the
com
pany
off
ers
awar
enes
s tr
aini
ng, s
ympo
sium
s on
wom
en a
nd m
inor
ity
issu
es, a
nd "
onbo
ardi
ng"
prog
ram
s th
at h
elp
orie
nt n
ew h
ires
wit
h sp
ecia
l att
enti
on to
gen
der
and
min
orit
yco
ncer
ns.
To
fost
er d
evel
opm
ent a
nd r
eten
tion
, all
man
ager
s re
ceiv
e re
gula
r ca
reer
asse
ssm
ents
, in
whi
ch th
ey a
nd th
eir
supe
rvis
ors
iden
tify
the
skil
ls th
ey n
eed
toad
vanc
e.R
enss
elae
rPo
lyte
chni
cIn
stit
ute
(RPI
)
Bey
ond
Div
ersi
tyE
ffor
tT
he u
nive
rsit
y vi
ews
itse
lf a
s a
mic
roco
sm o
f th
e br
oad
soci
ety:
they
hav
e de
velo
ped
init
iati
ves
that
cut
acr
oss
the
enti
re u
nive
rsit
y co
mm
unit
y in
ord
er to
ade
quat
ely
prep
are
stud
ents
for
the
wor
k fo
rce.
The
pro
gram
was
est
abli
shed
as
part
of
the
scho
ol's
rece
nt s
trat
egic
pla
nnin
g pr
oces
s. I
t off
ers
both
stu
dent
s an
d fa
cult
yop
port
unit
ies
to le
arn
and
part
icip
ate
in d
iffe
rent
cul
ture
s an
d li
fest
yles
thro
ugh
lect
ures
, con
cert
s, tr
avel
, wor
ksho
ps a
nd ta
sk f
orce
s.
Cat
alys
t - 1
2/93
94
Wor
kfor
ce-
Div
ersi
ty I
nitia
tives
(co
ntin
ued)
U S
WE
ST
Plu
rali
smP
erfo
rman
ce M
enu
Plur
alis
m P
erfo
rman
ce M
enu,
initi
ated
in O
ctob
er 1
990,
is a
mea
sure
men
tde
vice
for
trac
king
the
perf
orm
ance
of
the
com
pany
's of
fice
rs o
n th
eir
quan
titat
ive
and
qual
itativ
e ef
fort
s to
dev
elop
and
adv
ance
min
oriti
es a
ndw
omen
. T
he P
PM
list
s cr
iter
ia f
or m
easu
ring
off
icer
s' ef
fort
s. E
very
six
mon
ths,
off
icer
s su
bmit
a co
mpl
eted
men
u to
cor
pora
te h
eadq
uart
ers
whe
reth
e da
ta a
re a
naly
zed.
Eac
h of
fice
r is
pro
vide
d w
ith f
eedb
ack
and
sugg
estio
nsfo
r im
prov
emen
t. T
he s
hort
-ter
m g
oal o
f th
e PP
M w
as to
boo
st th
eco
mpa
ny's
rec
ruitm
ent,
deve
lopm
ent a
nd a
dvan
cem
ent o
f m
inor
ities
and
wom
en.
The
PPM
is d
esig
ned
to r
aise
the
com
pany
's c
omm
itmen
t to
dive
rsity
to a
new
pla
ne s
o th
at, i
n th
e lo
ng r
un, p
rom
otin
g di
vers
ity w
ill b
ecom
ese
cond
nat
ure
to a
ll em
ploy
ees.
Pro
gram
s fo
r W
omen
of
Col
orU
S W
EST
Wom
en o
f C
olor
Pro
ject
See
U S
WE
ST
: Lea
ders
hip
and
Car
eer
Dev
elop
men
t (pa
ge 6
)
Wor
ksho
p: W
hite
Mal
eism
and
the
Cor
pora
te C
ultu
re
The
goa
l of
this
wor
ksho
p is
to im
prov
e th
e co
mm
unic
atio
n be
twee
n m
en a
ndw
omen
and
to h
elp
men
avo
id s
eein
g w
omen
in th
e w
orkp
lace
as
a th
reat
, and
inst
ead
as "
an o
ppor
tuni
ty f
or g
reat
er e
cono
mic
pro
sper
ity a
nd in
crea
sed
pers
onal
enr
ichm
ent."
Ove
r 90
% o
f th
e co
mpa
ny's
100
off
icer
s, a
pred
omin
antly
whi
te m
ale
grou
p, h
ave
take
n th
e w
orks
hop
or o
ther
div
ersi
tytr
aini
ng.
Xer
oxA
sset
Man
agem
ent
Prog
ram
Thi
s pr
ogra
m w
as s
tart
ed in
198
3 to
fos
ter
mob
ility
of
wom
en o
f co
lor
with
inth
e co
mpa
ny's
Dev
elop
men
t and
Man
ufac
turi
ng O
rgan
izat
ion.
The
pro
gram
com
bine
s fo
rmal
trai
ning
and
on-
the-
job
expe
rien
ce.
It is
inte
nded
to p
rovi
deex
posu
re to
and
und
erst
andi
ng o
f th
e m
anuf
actu
ring
ope
ratio
n th
roug
hin
tens
ive
on-t
he-j
ob e
xper
ienc
es u
nder
the
dire
ctio
n of
the
plan
t man
ager
.T
he p
lant
man
ager
als
o se
rves
as
men
tor
to th
e ca
ndid
ate
to e
nsur
e th
at th
epr
ogra
m's
obj
ectiv
es a
re f
ulfi
lled
thro
ugh
each
dev
elop
men
tal p
hase
.
Cat
alys
t - 1
2/93
95
Wor
kfor
ce D
iver
sity
Ini
tiativ
es (
cont
inue
d)
Cor
pora
te W
omen
's G
roup
s/N
etw
orks
Avo
n Pr
oduc
tsIn
c.A
von
Mul
ticul
tura
lC
omm
itte
e
Avo
n ha
s th
ree
stro
ng g
roup
s: th
e A
von
Asi
an N
etw
ork,
the
Avo
n H
ispa
nic
Net
wor
k an
d th
e B
lack
Pro
fess
iona
l Ass
ocia
tion
(BPA
). T
hese
gro
ups
orig
inat
ed in
the
1970
's a
s th
e C
once
rned
Wom
en o
f A
von,
whi
ch th
enbe
cam
e th
e W
omen
and
Min
oriti
es C
omm
ittee
. In
the
mid
-198
0's,
com
mitt
eem
embe
rs b
ranc
hed
out a
nd b
egan
net
wor
ks to
add
ress
thei
r sp
ecif
ic n
eeds
.M
anag
emen
t dev
elop
ed a
n or
gani
zed
syst
em th
roug
h w
hich
net
wor
ks a
ndco
mm
ittee
s fe
ed in
to e
ach
othe
r to
ens
ure
a co
nsis
tent
flo
w o
f in
form
atio
nan
d co
mm
unic
atio
n. I
n or
der
to b
e cr
edib
le, t
he g
roup
has
mad
e su
re th
at it
sob
ject
ives
are
con
sist
ent w
ith th
e co
mpa
ny's
goa
ls. T
he c
omm
itte
e is
stru
ctur
ed to
hel
p A
von
impl
emen
t its
bus
ines
s st
rate
gy o
f be
com
ing
am
ultic
ultu
ral w
orkp
lace
. The
gro
up h
as d
evel
oped
an
oper
atio
nal s
truc
ture
wit
h of
fice
rs a
nd r
egul
ar m
eeti
ngs
that
fol
low
the
acce
pted
bus
ines
s pr
otoc
olat
Avo
n. I
n ad
ditio
n, th
e co
mm
ittee
trie
s to
be
open
abo
ut it
s in
tent
ions
and
toco
mm
unic
ate
clea
rly
and
cons
iste
ntly
.
Cat
alys
t - 1
2/93
96
Wor
kfor
ce D
iver
sity
Ini
tiativ
es (
cont
inue
d)
Cor
pora
te W
omen
's G
roup
s/N
etw
orks
Hof
fman
n-L
aR
oche
Con
cern
edW
omen
of
Roc
he(C
WR
)
Foun
ded
in 1
972,
CW
R is
one
of
the
olde
r co
rpor
ate
wom
en's
gro
ups
in th
eco
untr
y. T
he 4
00-m
embe
r gr
oup
seek
s to
: enc
oura
ge w
omen
to d
evel
op th
eir
abili
ties
to th
e fu
llest
pot
entia
l; ac
tivel
y su
ppor
t the
com
pany
's E
EO
/AA
prog
ram
; and
cha
mpi
on H
offm
ann-
La
Roc
he's
pol
icie
s on
beh
alf
of w
omen
'sad
vanc
emen
t and
wor
k/fa
mily
bal
ance
. T
he g
roup
is r
ecog
nize
d as
a v
iabl
eco
rpor
ate
entit
y w
ith f
ull s
uppo
rt o
f m
anag
emen
t. R
ecog
nizi
ng th
e gr
owin
gne
ed f
or c
hild
car
e, C
WR
cha
mpi
oned
the
conc
ept o
f an
on-
site
cen
ter.
Aft
erco
nduc
ting
a fe
asib
ility
stu
dy a
nd a
sses
sing
em
ploy
ee c
hild
car
e ne
eds,
the
Roc
he C
hild
Car
e C
ente
r -
the
firs
t com
pany
-spo
nsor
ed c
hild
car
e ce
nter
inth
e st
ate
of N
ew J
erse
y an
d on
e of
the
firs
t in
the
coun
try
- w
as e
stab
lishe
d in
1979
. A
lso,
at t
he r
eque
st o
f m
anag
emen
t, C
WR
gav
e in
put i
nto
the
com
pany
's m
ater
nity
leav
e an
d se
xual
har
assm
ent p
olic
ies.
CW
R a
lso
spea
rhea
ds th
e co
mpa
ny's
men
tori
ng p
rogr
am (
whi
ch w
as r
ecen
tly
expa
nded
to in
clud
e bi
lingu
al m
ento
rs),
off
ers
care
er c
ouns
elin
g an
d sk
ill w
orks
hops
four
tim
es a
yea
rs, a
nd p
rovi
des
a w
ide
rang
e of
pro
gram
s fo
r em
ploy
ees
and
thei
r fa
mili
es.
Hof
fman
n-L
a R
oche
fun
ds th
ese
prog
ram
s an
d ot
her
CW
Rac
tivi
ties
.
Cat
alys
t -
12/9
3
97
Wor
kfor
ce D
iver
sity
Ini
tiativ
es (
cont
inue
d)
Cor
pora
te W
omen
's G
roup
s/N
etw
orks
Hon
eyw
ell I
nc.
Wom
en's
Cou
ncil
Form
ed in
197
8, th
e gr
oup'
s ap
prox
imat
ely
35 m
embe
rs r
epre
sent
a w
ide
rang
e of
job
func
tions
, lev
els
and
orga
niza
tiona
l uni
ts.
The
y ex
empl
ify
the
dive
rse
wor
k fo
rce
in te
rms
of a
ge, r
ace
and
fam
ily s
tatu
s. I
nitia
lly, t
he g
roup
was
cha
rter
ed to
con
trib
ute
to a
wor
king
env
iron
men
t tha
t wou
ld a
ttrac
t and
reta
in q
ualit
y fe
mal
e em
ploy
ees
and
enco
urag
e pe
rson
al g
row
th o
f al
lem
ploy
ees.
Its
goa
ls w
ere
to id
entif
y, s
tudy
and
mak
e re
com
men
datio
ns o
nis
sues
of
conc
ern
to H
oney
wel
l wom
en a
nd s
uppo
rt w
omen
who
sou
ght
care
er m
obil
ity.
Aft
er g
aini
ng m
anag
emen
t sup
port
, the
Cou
ncil
mov
ed b
eyon
d its
ori
gina
lem
phas
is o
n pr
ogra
mm
ing
to p
rovi
ding
rec
ogni
zed
polic
y in
put.
With
out
aban
doni
ng it
s or
igin
al b
road
age
nda,
the
grou
p no
w f
ocus
es o
n id
entif
ying
and
stud
ying
issu
es o
f co
ncer
n to
Hon
eyw
ell w
omen
and
bar
rier
s to
thei
rup
war
d m
obili
ty, a
nd m
akes
rec
omm
enda
tions
abo
ut h
ow b
oth
man
agem
ent
and
empl
oyee
s ca
n w
ork
to r
emov
e th
ese
barr
iers
. T
he C
ounc
il co
mpr
ises
empl
oyee
s fr
om b
oth
prof
essi
onal
and
adm
inis
trat
ive
rank
s.3M
The
Wom
en's
Adv
isor
yC
omm
itte
e
The
3M
Wom
en's
Adv
isor
y C
omm
ittee
's m
issi
on is
"to
infl
uenc
e an
d ef
fect
chan
ge in
3M
to a
ssur
e th
at a
ll em
ploy
ees
can
part
icip
ate
and
cont
ribu
teeq
ually
." T
he s
tate
men
t em
phas
izes
cha
nge
and
focu
ses
atte
ntio
n on
prom
otin
g w
omen
's c
aree
r an
d le
ader
ship
dev
elop
men
t thr
ough
iden
tific
atio
nof
issu
es, c
omm
unic
atio
n to
3M
abo
ut w
omen
's c
once
rns,
and
reco
mm
enda
tion
of s
peci
fic
actio
n pl
ans.
The
com
mitt
ee p
rovi
des
dire
ctad
vice
to s
enio
r m
anag
emen
t com
mitt
ees
rega
rdin
g po
licie
s th
at im
pact
3M
wom
en.
The
com
mitt
ee h
as c
ontr
ibut
ed to
the
impl
emen
tatio
n of
a n
umbe
r of
sign
ific
ant p
rogr
ams
incl
udin
g: s
uper
viso
ry a
nd m
anag
emen
t dev
elop
men
tpr
ogra
ms,
inte
rnal
com
mun
icat
ions
on
dive
rsity
in th
e w
orkf
orce
, an
impr
oved
per
form
ance
app
rais
al s
yste
m, e
mpl
oyee
initi
ated
par
t-tim
eem
ploy
men
t, an
d in
tern
al p
erso
nnel
sea
rch
requ
ired
for
all
job
open
ings
.
Cat
alys
t -
12/9
398
Wor
kfor
ce D
iver
sity
Ini
tiativ
es (
cont
inue
d)
Cor
pora
te W
omen
's G
roup
s/N
etw
orks
Pitn
ey B
owes
Inc.
Min
oriti
esR
esou
rce
Gro
up/
Wom
en's
Res
ourc
e G
roup
The
two
grou
ps P
lay
sign
ific
ant r
oles
in e
nric
hing
the
com
pany
's e
qual
oppo
rtun
ity e
nvir
onm
ent.
The
gro
ups
wor
k w
ith b
oth
seni
or m
anag
emen
t and
hum
an r
esou
rces
per
sonn
el to
pro
vide
inpu
t int
o pr
ogra
ms
and
new
initi
ativ
essu
ch a
s ca
ndid
ate
slat
ing,
job
post
ing,
dev
elop
men
t of
man
agem
ent t
rain
ing
prog
ram
s, th
e m
ento
r pr
ogra
m, r
ecru
iting
and
hir
ing
prac
tices
, and
enh
anci
ngup
war
d m
obili
ty f
or a
ll em
ploy
ees
in th
e co
mpa
ny.
Port
Aut
hori
tyof
NY
& N
JW
omen
's E
quity
WE
was
org
aniz
ed b
y a
smal
l gro
up o
f m
anag
emen
t wom
en to
red
uce
thei
rse
nse
of is
olat
ion
and
to p
rom
ote
wom
en's
upw
ard
mob
ility
. By
1984
, wom
enw
ere
wel
l rep
rese
nted
in ju
nior
and
mid
-man
agem
ent j
obs;
sub
sequ
ently
, WE
bega
n to
rec
ogni
ze th
e im
port
ance
of
wom
en's
voic
e in
the
wor
kpla
ce a
nd to
lobb
y th
e ag
ency
's le
ader
s ab
out w
omen
's co
ncer
ns. I
ssue
s of
pri
mar
y in
tere
stin
clud
ed f
lext
ime,
par
enta
l lea
ve, c
hild
car
e an
d th
e av
aila
bilit
y of
pro
mot
ion
oppo
rtun
ities
for
all
wom
en. O
peni
ng u
p th
e or
gani
zatio
n's
mem
bers
hip
tow
omen
at a
ll le
vels
was
a lo
gica
l ste
p be
caus
e th
e gr
oup'
s st
eeri
ng c
omm
ittee
belie
ved
they
wou
ld g
ain
grea
ter
clou
t whe
n vo
icin
g co
ncer
ns to
man
agem
ent
by r
epre
sent
ing
mor
e w
omen
in th
e ag
ency
. To
recr
uit n
ew m
embe
rs, W
Epl
anne
d pr
ogra
ms
to in
volv
e w
omen
at a
ll le
vels
, suc
h as
a w
orks
hop
onju
gglin
g w
ork
and
fam
ily o
blig
atio
ns, a
dis
play
on
wom
en's
his
tori
cal
cont
ribu
tions
to th
e Po
rt A
utho
rity
and
hea
lth s
emin
ars.
To
ensu
re th
ere
leva
nce
and
usef
ulne
ss o
f th
e pr
ogra
ms
to a
ll m
embe
rs, W
omen
's E
quity
also
sou
ght n
on-m
anag
emen
t wom
en's
invo
lvem
ent o
n th
e st
eeri
ng c
omm
ittee
and
each
of
its f
ive
subc
omm
ittee
s. T
he g
roup
then
pla
nned
a s
peci
alw
orks
hop
cosp
onso
red
by A
sian
, Bla
ck a
nd H
ispa
nic
grou
ps to
hel
p re
crui
tw
omen
fro
m n
on-t
radi
tiona
l job
s su
ch a
s th
e co
nstr
uctio
n tr
ades
.
Cat
alys
t -
12/9
3
99
Wor
kfor
ce D
iver
sity
Ini
tiativ
es (
cont
inue
d)C
orpo
rate
Wom
en's
Gro
ups/
Net
wor
ks
Ray
chem
Cor
pora
tion
Wom
en's
Net
wor
kT
he N
etw
ork
was
dev
elop
ed in
ear
ly 1
991
to a
ddre
ss w
omen
's is
olat
ion
in th
ehe
avily
mal
e do
min
ated
cul
ture
. The
Wom
en's
Net
wor
k is
sues
a n
ewsl
ette
r to
mor
e th
an 2
00 f
emal
e an
d m
ale
empl
oyee
s. T
he N
etw
ork
is d
raft
ing
itsfo
rmal
cha
rter
, org
aniz
ing
focu
s gr
oups
with
fem
ale
empl
oyee
s an
d to
pm
anag
emen
t, an
d la
unch
ing
a fo
rmal
stu
dy to
det
erm
ine
whe
ther
ther
e ar
eba
rrie
rs to
car
eer
deve
lopm
ent a
t Ray
chem
. A p
ositi
ve a
nd c
onst
ruct
ive
appr
oach
and
its
prac
tice
of c
omm
unic
atin
g w
ith m
anag
emen
t reg
ular
ly a
ndop
enly
are
attr
ibut
es th
at le
ad to
the
grou
p's
succ
ess.
Ryd
er S
yste
ms,
Inc.
Wom
en's
Man
agem
ent
Ass
ocia
tion
Foun
ded
in 1
982,
the
Wom
en's
Man
agem
ent A
ssoc
iatio
n de
fine
s its
elf
as a
"bus
ines
s as
soci
atio
n."
Its
obje
ctiv
es in
clud
e he
lpin
g w
omen
bec
ome
mor
eef
fect
ive
in th
eir
jobs
, app
risi
ng s
enio
r m
anag
emen
t of
wom
en's
con
cern
s an
dre
com
men
ding
pra
ctic
al s
olut
ions
, and
impr
ovin
g m
embe
rs' k
now
ledg
e of
Ryd
er's
bus
ines
ses
and
cust
omer
s. A
uni
que
aspe
ct o
f th
e gr
oup
and
a ke
y to
its s
ucce
ss is
the
invo
lvem
ent o
f se
nior
man
agem
ent.
The
gro
up is
gui
ded
bya
Gov
erni
ng B
oard
, com
pris
ing
of 1
0 se
nior
-lev
el f
emal
e m
anag
ers,
and
an
Exe
cutiv
e A
dvis
ory
Com
mitt
ee, c
ompr
isin
g of
fou
r of
the
chai
rman
's d
irec
tre
port
s an
d hu
man
res
ourc
es e
xecu
tives
. Thr
ough
out t
he y
ear,
the
grou
psp
onso
rs s
peci
al e
vent
s fe
atur
ing
natio
nally
rec
ogni
zed
busi
ness
lead
ers,
and
freq
uent
ly a
sks
Ryd
er's
cor
pora
te a
nd d
ivis
ion
offi
cers
to f
orm
ally
spe
ak to
mem
bers
abo
ut c
ompa
ny g
row
th a
nd b
usin
ess
plan
s. H
avin
g th
e gr
oup'
sob
ject
ives
alig
ned
with
cor
pora
te o
bjec
tives
and
the
invo
lvem
ent o
f se
nior
man
agem
ent h
ave
been
cri
tical
to it
s su
cces
s.
Cat
alys
t - 1
2/93
100
Wor
kfor
ce D
iver
sity
Ini
tiativ
es (
cont
inue
d)C
orpo
rate
Wom
en's
Gro
ups/
Net
wor
ks
Ten
neco
Inc
.W
omen
's A
dvis
ory
Cou
ncil
The
Cou
ncil
was
est
ablis
hed
in J
anua
ry 1
988
by th
en-C
hair
man
Jam
es L
. Ket
else
n to
help
incr
ease
the
num
ber
of w
omen
in le
ader
ship
pos
ition
s. S
ince
then
, the
gro
up h
asw
orke
d w
ith m
anag
emen
t and
cor
pora
te h
uman
res
ourc
es o
ffic
ers
to a
chie
ve it
sgo
als.
App
roxi
mat
ely
20 e
xecu
tive
and
man
agem
ent w
omen
fro
m a
ll co
mpa
ny
divi
sion
s ar
e pa
rt o
f th
e C
ounc
il, w
hich
als
o ha
s a
non-
mem
ber
seni
or e
xecu
tive
liais
on.
The
Cou
ncil
rece
ives
its
oper
atin
g bu
dget
fro
m th
e co
mpa
ny a
nd u
ses
com
pany
per
sonn
el, f
acili
ties
and
com
mun
icat
ions
ser
vice
s. M
embe
rs o
f th
eW
omen
's A
dvis
ory
Cou
ncil
help
ed c
orpo
rate
hum
an r
esou
rces
off
icer
s fa
cilit
ate
com
pany
-wid
e ad
optio
n of
"W
orkf
orce
200
0 In
itiat
ives
," a
trai
ning
pro
gram
for
addr
essi
ng w
ork
forc
e di
vers
ity is
sues
. T
he g
roup
als
o as
sist
ed c
orpo
rate
hum
anre
sour
ces
offi
cers
in d
evel
opin
g th
e "W
ork/
Fam
ily S
uppo
rt P
rogr
am,"
whi
ch o
ffer
s a
rang
e of
wor
k an
d fa
mily
ben
efits
, inc
ludi
ng a
six
-mon
th, u
npai
d fa
mily
car
e le
ave.
The
num
ber
of w
omen
in s
enio
r m
anag
emen
t has
gro
wn
sign
ific
antly
sin
ce th
eC
ounc
il w
as e
stab
lishe
d.T
exas
Inst
rum
ents
Cor
pora
te S
ervi
ces
Wom
en's
Ini
tiat
ive
The
Ini
tiativ
e is
a m
anag
emen
t-su
ppor
ted
grou
p of
app
roxi
mat
ely
50 f
emal
een
gine
ers,
man
ager
s an
d te
chni
cal e
mpl
oyee
s in
the
com
pany
's co
rpor
ate
Ser
vice
sdi
visi
on. F
ound
ed a
s a
gras
s ro
ots
effo
rt b
y tw
o w
omen
in 1
990,
the
stat
ed c
hart
er o
fth
e gr
oup
is to
cha
mpi
on th
e fu
ll pa
rtic
ipat
ion
of C
orpo
rate
Ser
vice
s w
omen
at a
llle
vels
and
asp
ects
of
the
busi
ness
by
prom
otin
g th
eir
prof
essi
onal
and
per
sona
l goa
ls.
The
Wom
en's
Ini
tiativ
e he
lps
top
man
agem
ent u
nder
stan
d an
d re
solv
e is
sues
that
will
enab
le th
e co
mpa
ny to
bet
ter
recr
uit a
nd r
etai
n w
omen
. Usi
ng th
e C
orpo
rate
Ser
vice
sIn
itiat
ive
as a
mod
el, f
ive
addi
tiona
l wom
en's
net
wor
ks h
ave
form
ed in
oth
erco
mpa
ny d
ivis
ions
.
Cat
alys
t - 1
2/93
101
Wor
kfor
ce D
iver
sity
Initi
ativ
es (c
ontin
ued)
Gen
der/R
acia
l Aw
aren
ess
Trai
ning
Com
pany
Prog
ram
Desc
riptio
nAr
thur
And
erse
n &
Co.
, S. C
.M
en a
nd W
omen
as
Col
leag
ues
This
gen
der a
war
enes
s tra
inin
g pr
ogra
m w
as in
trodu
ced
in M
ay 1
990
at th
e ac
coun
ting
firm
'sD
alla
s of
fice.
It a
ims
to e
nhan
ce in
terp
erso
nal c
omm
unic
atio
n be
twee
n m
ale
and
fem
ale
empl
oyee
s, le
gitim
ize
disc
ussi
on o
f wor
kpla
ce g
ende
r iss
ues,
incr
ease
und
erst
andi
ng o
f the
busi
ness
ben
efits
of c
reat
ing
a su
ppor
tive
envi
ronm
ent f
ir w
omen
, and
hel
p An
ders
en a
ttrac
tan
d re
tain
fem
ale
empl
oyee
s. B
ased
on
the
succ
ess
of th
e D
alla
s of
fice
pilo
t, th
e pr
ogra
m h
asbe
en e
ndor
sed
by A
nder
sen'
s na
tiona
l hum
an re
sour
ces
offic
e an
d is
now
bei
ng c
ondu
cted
at
mul
tiple
loca
tions
thro
ugho
ut th
e co
untry
.
&DWDO\VW���
���
102
Wor
kfor
ce D
iver
sity
Init
iati
ves
(con
tinue
d)G
ende
r/R
acia
l Aw
aren
ess
Tra
inin
g
E.I
. du
Pont
de
Nem
ours
and
Com
pany
Pers
onal
Saf
ety
The
com
pany
has
cho
sen
to a
ddre
ss in
a b
usin
ess
cont
ext t
he g
row
ing
soci
al p
robl
emof
per
sona
l vio
lenc
e, in
clud
ing
rape
, wif
e/sp
ouse
bat
teri
ng, a
nd c
hild
and
eld
er a
buse
.Se
nior
man
agem
ent r
ecog
nize
s th
at e
mpl
oyee
s' c
once
rns
abou
t saf
ety,
bot
h on
and
off
the
job,
can
pre
vent
them
fro
m f
ully
rea
chin
g th
eir
pote
ntia
l. D
u P
ont's
pro
gram
cont
ribu
tes
to a
sup
port
ive
wor
k en
viro
nmen
t and
impr
oved
pro
duct
ivity
by
help
ing
empl
oyee
s ad
dres
s pr
evio
usly
igno
red
area
s of
men
tal s
tres
s an
d by
ope
ning
the
lines
of c
omm
unic
atio
n be
twee
n m
en a
nd w
omen
.
Cor
e G
roup
sT
hese
spe
cial
ized
wor
ksho
ps w
ere
impl
emen
ted
in 1
988
to s
ensi
tize
whi
te, u
pper
-le
vel m
anag
ers
to g
ende
r an
d ra
cial
issu
es.
Com
pris
ing
12 to
18
empl
oyee
s (f
ive
ofw
hom
are
whi
te m
ale
man
ager
s, a
nd th
e re
mai
ning
min
oriti
es a
nd w
omen
), c
ore
grou
ps m
eet w
ith a
n ou
tsid
e fa
cilit
ator
for
eig
ht h
ours
a m
onth
, on
com
pany
tim
e if
they
cho
ose.
Sen
ior
vice
pre
side
nts
are
enco
urag
ed to
for
m c
ore
grou
ps w
ithin
thei
row
n de
part
men
ts, a
nd m
embe
rs e
ither
sel
f-se
lect
or
are
invi
ted
to p
artic
ipat
e. W
hile
the
grou
ps h
ave
a lif
e of
thei
r ow
n, th
ey ty
pica
lly la
st a
bout
a y
ear.
Occ
asio
nally
mem
bers
of
the
grou
p w
ill c
ontin
ue to
mee
t on
an a
d ho
c ba
sis
once
the
grou
p ha
sdi
sban
ded.
Cat
alys
t - 1
2/93
103
Wor
kfor
ce D
iver
sity
Ini
tiativ
es (
cont
inue
d)E
limin
atio
n of
Sex
ual H
aras
smen
t
Com
pany
Pro
gram
Des
crip
tion
App
leC
ompu
ter
Sex
ual H
aras
smen
tPo
licy
The
pol
icy
was
inst
itute
d in
Feb
ruar
y 19
91 a
s pa
rt o
f an
ove
rall
effo
rt to
bri
ng m
ore
stru
ctur
e to
a r
elat
ivel
y lib
eral
env
iron
men
t. W
hen
conf
ront
ed w
ith s
exua
l har
assm
ent s
ituat
ions
, the
com
pany
is n
ot r
eluc
tant
tota
keac
tion;
off
ende
rs a
re te
rmin
ated
whe
n ap
prop
riat
e. T
he p
olic
y ha
s th
ree
com
pone
nts:
a st
atem
ent d
efin
ing
and
proh
ibiti
ng s
exua
l har
assm
ent;
a se
ctio
n ou
tlini
ngm
anag
ers'
res
pons
ibili
ty, a
nd a
sec
tion
desc
ribi
ng th
e pr
oces
s of
fili
ng a
ndre
solv
ing
grie
vanc
es.
AT
&T
Polic
y, tr
aini
ng, m
anua
lA
com
panv
-wid
e se
xual
har
assm
ent p
olic
y w
as im
plem
ente
d in
the
earl
y 19
80's
as
a st
ep to
war
d en
suri
ng a
non
disc
rim
inat
ory
wor
kpla
ce. T
heem
ploy
ee m
anua
l, "D
eali
ng W
ith
Sex
ual H
aras
smen
t, a
Gui
de f
or E
mpl
oyee
s,"
conv
eys
the
natu
re a
nd im
plic
atio
ns o
f se
xual
har
assm
ent b
y ill
ustr
atin
g re
al-l
ife
exam
ples
of
impr
oper
beh
avio
r, a
nd c
onse
quen
ces
for
hara
sser
s. T
he "
New
Focu
s on
Sexu
al H
aras
smen
t" w
orks
hop
sens
itize
s su
perv
isor
s an
d em
ploy
ees
to th
enu
ance
sof
sex
ual h
aras
smen
t thr
ough
vid
eota
pes,
cas
e st
udie
s an
d ro
le p
layi
ng.
.E
.I. d
u Po
nt d
eN
emou
rs a
ndC
ompa
ny
A M
atte
r of
Res
pect
In 1
987
the
com
pany
dev
elop
ed th
is f
our-
hour
wor
ksho
p to
help
cre
ate
a re
spon
sibl
e an
d re
spec
tful
env
iron
men
t fre
e of
sex
ual h
aras
smen
tan
d di
scri
min
atio
n. T
he w
orks
hop
uses
a v
ideo
tape
of
real
-lif
eex
ampl
es o
f se
xual
har
assm
ent,
incl
udin
g th
e m
ore
subt
le f
orm
s, th
eof
fens
iven
ess
ofw
hich
men
are
oft
en u
naw
are.
Aft
er a
n em
ploy
ee d
iscu
ssio
n of
thei
rpe
rcep
tions
of
sexu
al h
aras
smen
t, th
e fa
cilit
ator
s de
fine
the
lega
l par
amet
ers
and
impl
icat
ions
of
sexu
al h
aras
smen
t. A
noth
er v
ideo
sho
ws
the
com
pany
's c
hief
exec
utiv
eof
fice
r ex
pres
sing
his
dis
appr
oval
of
sexu
al h
aras
smen
t. T
he f
inal
seg
men
tou
tline
sth
e re
sour
ces
avai
labl
e to
em
ploy
ees
and
the
acti
ons
they
can
take
..
&DWDO\VW���
���
104
Sum
mar
y T
able
s: F
amily
Fri
endl
y P
rogr
ams
and
Pol
icie
s
Com
pany
Prog
ram
Desc
riptio
nE
astm
an K
odak
Com
pany
Wor
k an
d Fa
mily
Prog
ram
, Par
enta
lle
ave
A ta
sk f
orce
was
app
oint
ed in
Nov
embe
r 19
86 to
exa
min
e w
ork
and
fam
ily is
sues
.T
he ta
sk f
orce
rev
iew
ed th
e pr
ogra
ms
of 3
3 w
ork-
and-
fam
ily-s
uppo
rtiv
e co
mpa
nies
,su
rvey
ed 2
,000
Kod
ak e
mpl
oyee
s an
d co
nsul
ted
with
wor
k an
d fa
mily
spe
cial
ists
.T
he r
esul
t was
a c
ompr
ehen
sive
wor
k an
d fa
mily
pro
gram
whi
ch in
clud
es u
p to
17
wee
ks o
f un
paid
, job
-pro
tect
ed f
amily
leav
e, c
hild
car
e re
sour
ce a
nd r
efer
ral s
ervi
ce,
and
corp
orat
e fu
ndin
g fo
r st
art-
up c
ost f
or d
ay-c
are
hom
es in
Kod
ak c
omm
uniti
es.
A s
urpr
isin
gly
high
num
ber
of m
en h
ave
take
n ad
vant
age
of a
gen
erou
s fa
mily
leav
epo
licy
with
out s
tigm
a an
d w
ithou
t der
ailin
g th
eir
care
ers.
Als
o un
usua
l is
the
leng
thof
leav
e th
e m
en h
ave
take
n to
car
e fo
r th
eir
infa
nts:
an
aver
age
of 1
2.2
wee
ks, w
hich
is ju
st a
wee
k le
ss th
an th
e av
erag
e le
ave
for
mot
hers
. Fu
ll h
ealt
h co
vera
ge c
onti
nues
duri
ng le
ave,
and
em
ploy
ees
are
assu
red
of r
etur
ning
to th
e sa
me
or c
ompa
rabl
e jo
b.Jo
hn H
anco
ckFi
nanc
ial
Ser
vice
s
Fam
ily C
are
Issu
esT
he c
ompa
ny d
esig
ned
its in
nova
tive
Fam
ily C
are
Issu
es to
hel
p re
crui
t and
ret
ain
top
tale
nt.
The
com
pany
has
inst
itute
d a
prog
ram
that
incl
udes
suc
h be
nefi
ts a
s a
one-
year
unp
aid
leav
e of
abs
ence
and
an
on-s
ite c
hild
car
e ce
nter
. B
ut th
e co
mpa
ny h
asgo
ne b
eyon
d tr
aditi
onal
wor
k an
d fa
mily
pro
gram
s: a
Sum
mer
Car
e Fa
ir o
ffer
sem
ploy
ees
and
the
publ
ic in
form
atio
n ab
out s
umm
er c
amps
and
pro
gram
s in
New
Eng
land
; and
a "
Kid
s-to
-go"
pro
gram
wor
ks w
ith lo
cal d
ay c
are
cent
ers
to p
rovi
des
activ
ities
for
em
ploy
ees'
sch
ool-
aged
chi
ldre
n du
ring
sch
ool h
olid
ays
and
vaca
tions
.
Cat
alys
t - 1
2/93
105
Fam
ily F
rien
dly
Prog
ram
s an
d Po
licie
s (c
ontin
ued)
John
son
&Jo
hnso
nB
alan
cing
Wor
kan
d Fa
mil
yPr
ogra
m
The
pro
gram
incl
udes
the
follo
win
g co
mpo
nent
s: C
hild
Car
e R
esou
rce
and
Ref
erra
l;O
n-si
re C
hild
Dev
elop
men
t Cen
ters
; Dep
ende
nt C
are
Ass
ista
nce
Plan
s; F
amily
Car
eL
eave
; Fam
ily C
are
Abs
ence
; Fle
xibl
e W
ork
Sche
dule
s; A
dopt
ion
Ben
efits
;Sc
hool
Mat
ch; E
lder
Car
e R
esou
rce
and
Ref
erra
l; R
eloc
atio
n Pl
anni
ng; a
nd E
mpl
oyed
Sous
e R
eloc
atio
n Se
rvic
es.
The
se in
itiat
ives
wer
e de
sign
ed in
larg
e pa
rt to
add
ress
the
chan
ging
com
posi
tion
of th
eir
wor
k fo
rce
-- th
e in
crea
sing
num
bers
of
wom
en,
two-
care
er f
amili
es, s
ingl
e pa
rent
s an
d th
e ch
ildre
n of
eld
erly
par
ents
. T
he c
ompa
nyco
nduc
ted
a su
rvey
that
sho
wed
that
bet
wee
n 19
90 a
nd 1
992,
sup
ervi
sors
bec
ame
sign
ific
antly
mor
e su
ppor
tive
of e
mpl
oyee
s w
hen
wor
k/fa
mily
pro
blem
s ar
ose
and
supe
rvis
ors
wer
e al
so s
een
as m
ore
supp
ortiv
e of
the
use
of f
lexi
ble
time
and
leav
epo
licie
s. T
here
was
, how
ever
, now
impa
ct o
n ab
sent
eeis
m o
r ta
rdin
ess.
Nat
ions
Ban
k S
hare
d Pa
rent
ing
The
ban
k is
one
of
the
firs
t, if
not
the
only
, com
pani
es to
off
er f
athe
rs p
aid
time
off
toca
re f
or th
eir
new
born
chi
ldre
n. T
he p
olic
y is
bas
ed o
n th
e co
mpa
ny's
belie
f th
atpa
rent
ing
is a
sha
red
resp
onsi
bilit
y. N
ew f
athe
rs r
ecei
ve u
p to
six
wee
ks o
f pa
idpa
tern
ity
leav
e: f
or e
ach
year
of
serv
ice
they
acc
rue
one
wee
k of
leav
e.
Cat
alys
t- 1
2/93
106
Fam
ily F
rien
dly
Prog
ram
s an
d Po
licie
s (c
ontin
ued)
SC J
ohns
on W
axC
hild
car
e/pa
rent
al le
ave
One
of
the
com
pany
's f
orem
ost w
ork
and
fam
ily b
enef
its is
its
on-s
ite c
hild
-car
epr
ogra
m, e
stab
lishe
d in
198
5. T
he c
hild
-car
e pr
ogra
m p
rovi
des
befo
re-
and
afte
r-tr
aini
ng f
or e
mpl
oyee
s. T
he c
ente
r ha
s be
en a
ccre
dite
d by
the
Nat
iona
l Ass
ocia
tion
for
the
Edu
catio
n on
You
ng C
hild
ren.
Dur
ing
the
sum
mer
, the
com
pany
off
ers
full-
time
day
care
for
em
ploy
ees'
scho
ol-a
ge c
hild
ren.
The
par
enta
l lea
ve p
olic
y al
low
s up
to th
ree
mon
ths
of u
npai
d le
ave
for
both
mal
ean
d fe
mal
e em
ploy
ees.
Thi
s is
in a
dditi
on to
the
paid
med
ical
leav
e fo
r th
e m
othe
r.T
he o
ptio
n to
wor
k pa
rt-t
ime
follo
win
g pa
rent
al le
ave
is a
lso
avai
labl
e.T
ande
mC
ompu
ter
Inc.
Mod
el M
ater
nity
Lea
veT
ande
m h
as o
ffer
ed a
nin
e-w
eek
unpa
id p
aren
tal l
eave
for
ove
r 10
yea
rs.
A f
ull-
time
disa
bilit
y le
ave
man
ager
hel
ps e
xpec
tant
par
ents
obt
ain
and
proc
ess
the
nece
ssar
y m
edic
al a
nd in
sura
nce
form
s, a
nd a
n on
-sta
ff n
urse
is a
vaila
ble
to c
heck
on th
e he
alth
of
preg
nant
em
ploy
ees.
Tan
dem
als
o re
cogn
izes
infe
rtili
ty b
y co
veri
ngup
to th
ree
in-v
itro
fert
iliza
tion
trea
tmen
ts a
s w
ell a
s ex
pens
es f
or s
urro
gate
mot
hers
.U
S Sp
rint
Fam
ilyC
are
Prog
ram
To
gene
rate
aw
aren
ess
and
build
bro
ad-b
ased
sup
port
, Spr
int a
ppoi
nted
150
empl
oyee
s fr
om a
ran
ge o
f co
mpa
ny d
ivis
ions
to 1
1 ca
reer
and
fam
ily a
ctio
n te
ams.
The
team
s de
velo
ped
the
blue
prin
t of
the
Fam
ilyC
are
prog
ram
. A
nnou
nced
in J
uly
1989
, Fam
ilyC
are
prov
ides
fle
xibl
e w
ork
sche
dule
s, a
dep
ende
nt-c
are
reso
urce
and
refe
rral
ser
vice
, ado
ptio
n as
sist
ance
, per
sona
l and
fam
ily c
ouns
elin
g, w
orki
ng-
part
ner
relo
cati
on a
ssis
tanc
e an
d fl
exib
le h
ealt
h-ca
re b
enef
its.
Cat
alys
t 12/
9310
7
Su
mm
ary
Tab
les:
Fle
xib
le W
ork
Arr
ang
emen
ts
Co
mp
any
Pro
gra
mD
escr
ipti
on
Art
hur
And
erse
n &
Co.
, S.C
.
Flex
ible
Wor
kPr
ogra
mT
he p
rogr
am a
llow
s fe
mal
e or
mal
e m
anag
ers
to r
etur
n to
wor
k on
a p
art-
time
basi
sfo
r up
to th
ree
year
s fo
llow
ing
the
birt
h or
ado
ptio
n of
a c
hild
whi
le m
aint
aini
ng th
eir
full
time
bene
fits
. And
erse
n cl
earl
y co
mm
unic
ates
that
man
ager
s w
ho w
ork
part
-tim
eat
som
e po
int i
n th
eir
care
ers
will
rem
ain
elig
ible
for
par
tner
ship
; fle
xibl
e w
ork
arra
ngem
ents
will
leng
then
an
empl
oyee
's p
rogr
essi
on to
war
d pa
rtne
rshi
p, n
ot d
erai
lit
.
Com
ing
Inc.
(see
als
opa
rent
alle
ave)
Alte
rnat
ive
Job
Sche
dule
sC
omin
g's
polic
y st
ates
that
"al
tern
ativ
e jo
b sc
hedu
les
are
priv
ilege
s -
not r
ight
s."
An
empl
oyee
mus
t hav
e a
good
per
form
ance
rat
ing
and
the
posi
tion
mus
t len
d its
elf
to a
non
trad
ition
al s
ched
ule.
Opt
ions
incl
ude
part
-tim
e,fl
extim
e, jo
b sh
arin
g an
d w
ork
at h
ome.
Eas
tman
Kod
akC
ompa
nyPr
ofes
sion
al F
WA
sFl
exib
le w
ork
arra
ngem
ents
, inc
ludi
ng th
ose
at th
e m
anag
eria
lle
vel,
have
bee
n av
aila
ble
on a
n ad
hoc
bas
is s
ince
the
earl
y 19
80's
. In
Nov
embe
r 19
88 a
for
mal
pol
icy
was
intr
oduc
ed in
whi
ch p
art-
time,
job
shar
ing
and
flex
tim
e ar
e av
aila
ble
to a
ll e
mpl
oyee
s.
NC
NB
Alte
rnat
ive
Wor
kSc
hedu
les
In 1
987
the
bank
beg
an o
ffer
ing
empl
oyee
s on
par
enta
l lea
ve th
e op
port
unity
tore
join
the
wor
k fo
rce
at th
eir
own
pace
dur
ing
a si
x-m
onth
leav
e pe
riod
. Em
ploy
ees
arra
nge
thei
r sc
hedu
les
wit
h th
eir
man
ager
s, r
ecei
ve f
ull b
enef
its
and
a pr
orat
edsa
lary
, and
ret
urn
to th
e sa
me
or c
ompa
rabl
e po
sitio
n. T
he b
ank
also
off
ers
Sele
ctT
ime,
a p
art-
time
prog
ram
inst
itute
d in
198
8. A
lthou
gh S
elec
t Tim
e ha
s be
en u
sed
mos
tly b
y of
fice
rs a
nd m
anag
ers,
it is
ava
ilabl
e to
any
em
ploy
ee w
ho h
as w
orke
d at
NC
NB
at l
east
a y
ear
and
perf
orm
s at
a le
vel r
ated
sat
isfa
ctor
y" o
r ab
ove.
Cat
alys
t - 1
2/93
108
Flex
ible
Wor
k A
rran
gem
ents
(co
ntin
ued)
Pac
ific
Bel
lT
elec
omm
utin
gP
acif
ic B
ell h
as b
een
rese
arch
ing
the
busi
ness
cos
ts a
nd p
ayof
fs o
f te
leco
mm
utin
gsi
nce
the
ince
ptio
n of
its
pilo
t tel
ecom
mut
ing
prog
ram
in M
ay 1
985.
The
com
pany
defi
nes
tele
com
mut
ing
as w
orki
ng f
rom
a s
ite o
ther
than
the
offi
ce, u
sing
tele
com
mun
icat
ions
tech
nolo
gy.
The
San
Fran
cisc
o B
arA
ssoc
iatio
n
Mod
el A
ltern
ativ
eW
ork
Sche
dule
Pol
icy
The
pol
icy,
dra
fted
by
the
asso
ciat
ion'
s C
omm
ittee
on
Equ
ality
, out
lines
fou
r op
tions
that
it s
ays
firm
s sh
ould
mak
e av
aila
ble
to la
wye
rs: (
1) f
lext
ime;
(2)
par
t-tim
e; (
3) jo
bsh
arin
g; a
nd (
4) f
lexi
plac
e. T
he m
odel
pol
icy
is c
ompa
tibl
e w
ith
the
Am
eric
an B
arA
ssoc
iatio
n, th
e O
rego
n St
ate
Bar
Ass
ocia
tion
and
the
polic
y pu
t for
th b
y th
eM
inne
sota
Wom
en L
awye
rs. T
he f
our
mod
els
agre
e th
at:
>A
ltern
ativ
e w
ork
sche
dule
s sh
ould
be
avai
labl
e to
bot
h m
en a
nd w
omen
;
>
Com
pens
atio
n sh
ould
be
calc
ulat
ed o
n a
pro
rata
bas
is, w
ith f
ull o
r pr
o ra
ta
rat
a be
nefi
ts;
>T
here
sho
uld
be p
erio
dic
revi
ew o
f al
tern
ativ
e w
ork
sche
dule
arr
ange
men
ts;
>T
here
sho
uld
be u
ninh
ibite
d pr
omot
ion
and
adva
ncem
ent f
or p
art-
time
a
ttorn
eys,
but
thos
e at
torn
eys
have
a r
espo
nsib
ility
to k
eep
regu
lar
hour
s an
d to
b
e av
aila
ble
even
whe
n no
t in
the
offi
ce.
Sidl
ey &
Aus
tinP
art-
Tim
e W
ork
Pol
icy
The
law
fir
m in
trod
uced
a p
art-
time
wor
k po
licy
in 1
987.
Par
t-tim
e, n
orm
ally
60
to80
per
cent
of
a fu
ll-tim
e w
ork
load
, is
not r
estr
icte
d to
dep
ende
nt-c
are
need
s. M
ost
ofte
n it
is n
ew m
othe
rs w
ho ta
ke a
dvan
tage
of
the
polic
y, w
hich
ent
itles
them
to ta
keup
to a
n ei
ght-
mon
th, f
ull-
time
pare
ntal
leav
e. A
fter
this
leav
e en
ds, t
he f
irm
per
mits
the
asso
ciat
e to
wor
k pa
rt-t
ime
for
up to
six
mon
ths.
If
the
arra
ngem
ent d
oes
not
jeop
ardi
ze th
e ne
eds
of th
e pr
actic
e, a
n em
ploy
ee c
an r
eque
st to
wor
k pa
rt-t
ime
inde
fini
tely
. Fu
ll he
alth
insu
ranc
e is
gra
nted
to th
ose
who
wor
k at
leas
t 20
hour
s a
wee
k; v
acat
ion
and
sala
ry a
re p
rora
ted.
&DWDO\VW���
���
109
Flex
ible
Wor
k A
rran
gem
ents
(co
ntin
ued)
Skad
den,
Arp
s,P
art-
time
polic
yIn
198
1, th
e la
w f
irm
issu
ed a
pol
icy
stat
emen
t tha
t allo
wed
Sla
te, M
eagh
er&
Flo
mat
torn
eys
with
two
year
s ex
peri
ence
at t
he f
irm
to w
ork
part
-tim
e. I
n 19
84, t
heop
tion
was
exp
ande
d to
incl
ude
new
rec
ruits
. The
pol
icy
has
no r
estr
ictio
ns in
term
sof
dur
atio
n. W
hile
-par
t-tim
e at
torn
eys
are
not o
n th
e pa
rtne
rshi
p tr
ack,
they
can
purs
ue p
artn
ersh
ip o
nce
they
ret
urn
to f
ull-
time
stat
us.
Ste
elca
se I
nc.
Pro
fess
iona
l Job
Shar
ing
Aft
er o
ffer
ing
job
shar
ing
for
6 ye
ars
to n
onex
empt
sal
arie
dem
ploy
ees,
the
com
pany
ext
ende
d th
e op
tion
to it
s en
tire
wor
k fo
rce
in 1
988.
Man
agem
ent e
ncou
rage
s em
ploy
ees
and
thei
r su
perv
isor
s to
cus
tom
ize
job
Sha
ring
arr
ange
men
ts. T
he m
ost c
omm
on a
rran
gem
ent f
eatu
res
a w
eekl
ysc
hedu
le d
ivid
ed b
etw
een
the
part
ners
. Job
sha
rers
rec
eive
hal
f of
thei
r m
edic
al,
dent
al a
nd li
fe in
sura
nce
bene
fits
, but
can
pur
chas
e a
full
pac
kage
at t
heco
mpa
ny's
gro
up r
ate.
Vac
atio
n an
d si
ck d
ays
are
pror
ated
, and
ann
ual m
erit
rais
esan
d pr
omot
ion
oppo
rtun
ities
are
pre
serv
ed.
Tuc
son
Med
ical
Cen
ter
Alte
rnat
ive
Sche
dulin
gT
he 1
5-m
embe
r N
ursi
ng R
ecru
itmen
t and
Ret
entio
n C
omm
ittee
(NR
&R
) w
orks
with
sen
ior
adm
inis
trat
ion
and
the
gove
rnin
g bo
ard
to id
entif
ypr
ojec
ts a
nd p
rogr
ams
that
hel
p pr
even
t or
redu
ce th
e ef
fect
s of
the
nurs
ing
shor
tage
. Sta
ffin
g an
d sc
hedu
ling
are
know
n to
be
area
s of
dis
satis
fact
ion
for
nurs
es a
nd m
ay b
e ca
use
for
a nu
rse
leav
ing
an in
stitu
tion.
Tuc
son
Med
ical
Cen
ter
has
the
trad
ition
al e
ight
-hou
r sh
ift,
and
also
ten-
hour
, tw
elve
-hou
r, s
plit,
and
oth
erno
ntra
ditio
nal s
hift
s. I
n m
any
case
s, th
roug
h a
proc
ess
of s
elf-
sche
dulin
g, th
enu
rses
put
thes
e sh
ifts
toge
ther
to p
rovi
de 2
4-ho
ur c
over
age.
Thi
s de
part
ure
from
trad
ition
al s
ched
ulin
g by
the
man
agem
ent t
eam
allo
ws
staf
f nu
rses
tode
velo
p th
eir
own
wor
k ca
lend
ar w
ithin
som
e pr
e-es
tabl
ishe
d pa
ram
eter
s.
Cat
alys
t - 1
2/93
110
Sum
mar
y T
able
s: P
aren
tal L
eave
Com
pany
Pro
gram
Des
crip
tion
Aet
na L
ife
&C
asua
lty
Fam
ily B
enef
its f
orM
enA
Fam
ily L
eave
Pol
icy
was
impl
emen
ted
in J
une
1988
. The
pol
icy
gran
ts e
mpl
oyee
s,bo
th m
ale
and
fem
ale,
up
to s
ix m
onth
s of
unp
aid
leav
e fo
llow
ing
the
birt
h or
adop
tion
of a
chi
ld o
r to
dea
l with
a s
erio
us il
lnes
s of
a p
aren
t, sp
ouse
or
child
.
Com
ing
Inc.
(see
als
ofl
exib
le w
ork
arra
ngem
ents
)
Polic
yT
he p
aren
tal l
eave
pol
icy
prov
ides
six
wee
ks o
f di
sabi
lity
leav
e fo
r m
ater
nity
,in
clud
ing
full
bene
fits
, fol
low
ed b
y an
opt
iona
l 20
wee
ks o
f ch
ild c
are
leav
e fo
r ne
wfa
ther
s as
wel
l as
mot
hers
, inc
ludi
ng a
dopt
ive
pare
nts,
and
an
optio
nal p
art-
time
retu
rn. A
t the
end
of
pare
ntal
leav
e or
at a
ny o
ther
poi
nt a
n em
ploy
ee n
eeds
mor
etim
e fo
r fa
mily
car
e re
spon
sibi
litie
s, h
e or
she
may
ele
ct to
wor
k fl
exib
le h
ours
,ar
rang
e a
job-
shar
ing
situ
atio
n or
wor
k at
hom
e. T
he p
rogr
am a
llow
s em
ploy
ees
tem
pora
ry p
art-
time
wor
k as
sign
men
ts w
hen
they
nee
d to
dev
ote
extr
a tim
e to
car
ing
for
child
ren
or o
ther
dep
ende
nt r
elat
ives
.
IBM
Pol
icy
In O
ctob
er 1
988,
IB
M e
xten
ded
its u
npai
d pe
rson
al le
ave
of a
bsen
ce f
rom
1 to
3ye
ars
to h
elp
empl
oyee
s ba
lanc
e ca
reer
and
fam
ily r
espo
nsib
ilitie
s. E
mpl
oyee
s ta
king
leav
es o
f on
e ye
ar o
r le
ss a
re g
uara
ntee
d th
eir
sam
e or
com
para
ble
job
upon
ret
urn;
wor
kers
who
take
long
er le
aves
are
ass
ured
of
a jo
b bu
t not
nec
essa
rily
at t
he s
ame
sala
ry o
r le
vel.
Pros
kaue
r,R
ose,
Goe
tz &
Men
dels
ohn
Fam
ily B
enef
its f
orM
enIn
Mar
ch 1
989,
this
law
fir
m a
dopt
ed a
pol
icy
gran
ting
thre
e-m
onth
pai
d pa
rent
alle
aves
for
mal
e an
d fe
mal
e as
soci
ates
. T
he p
olic
y di
ctat
es th
at "
elig
ibili
ty f
orpa
rtne
rshi
p co
nsid
erat
ion
shal
l not
be
affe
cted
in a
ny w
ay b
y th
e fa
ct th
at a
n as
soci
ate
has
been
on
child
car
e le
ave,
alth
ough
the
timin
g of
suc
h co
nsid
erat
ion
may
be
affe
cted
if th
e le
ave
or le
aves
are
for
ext
ende
d pe
riod
s."
To
qual
ify
for
the
pate
rnit
yle
ave,
new
fat
hers
mus
t be
the
prim
ary
care
give
r in
the
fam
ily a
nd h
ave
been
empl
oyed
by
the
firm
for
at l
east
a y
ear.
Cat
alys
t - 1
2/93
111
Sum
mar
y T
able
s: D
epen
dent
Car
e
Com
pany
Pro
gran
tD
escr
ipti
on(s
eede
scri
ptio
n)T
he A
mer
ican
Bus
ines
sC
olla
bora
tion
for
Qua
lity
Dep
ende
ntC
are
The
pro
gram
is c
ham
pion
ed b
y: A
llsta
te I
nsur
ance
Com
pany
, Am
eric
an E
xpre
ssC
ompa
ny, A
moc
o C
orpo
ratio
n, I
BM
Cor
pora
tion,
Joh
nson
& J
ohns
on, M
otor
ola,
Inc.
, The
Tra
vele
rs, X
erox
Cor
pora
tion
and
Wor
k/Fa
mily
Dir
ectio
ns. T
heco
llabo
ratio
n is
an
effo
rt b
y 10
9 co
mpa
nies
and
28
publ
ic a
nd p
riva
te o
rgan
izat
ions
to e
ase
the
wor
k/fa
mily
con
flic
ts o
f th
eir
empl
oyee
s. T
his
uniq
ue e
ffor
t aim
s to
incr
ease
the
supp
ly a
nd e
nhan
ce th
e qu
ality
of,
depe
nden
t car
e se
rvic
es f
or th
eir
empl
oyee
s an
d th
e co
mm
uniti
es in
whi
ch th
ey li
ve a
nd w
ork.
The
Col
labo
ratio
n ha
sin
vest
ed m
ore
than
$25
mill
ion
in 3
00 d
epen
dent
car
e pr
ogra
ms
in 4
4 co
mm
uniti
es.
Am
eric
anE
xpre
ssC
ompa
ny; J
.P.
Mor
gan;
Phili
p M
orri
s
Part
ners
hip
for
Eld
erca
reIn
col
labo
ratio
n w
ith th
e N
ew Y
ork
City
Dep
artm
ent f
or th
e A
ging
, the
pro
gram
was
deve
lope
d ai
ms
to a
ssis
t em
ploy
ees
with
eld
er-c
are
supp
ort.
The
com
pani
es f
und
the
prog
ram
, and
in tu
rn, t
hey
choo
se D
epar
tmen
t of
Agi
ng s
ervi
ces
that
bes
t fit
thei
rne
eds
and
corp
orat
e cu
lture
s: o
n-si
te s
emin
ars
for
empl
oyee
s on
suc
h to
pics
as
lega
lan
d fi
nanc
ial p
lann
ing
and
nurs
ing
hom
e pl
acem
ent,
indi
vidu
al c
onsu
ltat
ion
toas
sess
em
ploy
ees'
elde
r-ca
re n
eeds
and
ref
erra
l to
appr
opri
ate
reso
urce
s, a
n el
der-
care
cou
nsel
ing
"hot
line,
" an
d te
chni
cal a
ssis
tanc
e fo
r hu
man
reso
urce
s pr
ofes
sion
als
in d
esig
ning
and
com
mun
icat
ing
elde
r-ca
re b
enef
itspa
ckag
es. R
epre
sent
ativ
es f
rom
spo
nsor
ing
com
pani
es m
eet o
n a
regu
lar
basi
s to
disc
uss
the
stat
us, s
trat
egie
s an
d go
als
of th
e pa
rtne
rshi
p.
Cat
alys
t - 1
2/93
112
Car
e (c
ontin
ued)
Cha
mpi
onIn
tern
atio
nal
Cor
pora
tion
On-
site
cen
ter
chil
d ca
reB
ased
on
an e
mpl
oyee
sur
vey
indi
cati
ng c
hild
car
e as
a m
ajor
con
cern
, and
str
ong
supp
ort f
rom
its
chie
f ex
ecut
ive
offi
cer,
the
com
pany
ope
ned
an o
n-si
te c
hild
car
ece
nter
in 1
988.
The
4,9
00-s
quar
e-fo
ot c
ente
r, h
ouse
d in
an
offi
ce b
uild
ing
adja
cent
toco
rpor
ate
head
quar
ters
, was
imag
inat
ivel
y de
sign
ed b
y an
arc
hite
ct w
ith e
xper
ienc
e in
child
car
e ce
nter
pla
nnin
g. E
ach
age
grou
p ha
s a
sepa
rate
roo
m, a
nd a
com
plex
sec
urity
syst
em e
nsur
es s
afet
y an
d pr
oper
vis
itor
iden
tific
atio
n. W
hile
the
cent
er is
ope
n to
the
com
mun
ity, c
hild
ren
and
gran
dchi
ldre
n of
Cha
mpi
on e
mpl
oyee
s ar
e gi
ven
pref
eren
ce.
Cur
rent
ly, t
he c
ente
r pr
ovid
es c
are
for
60 c
hild
ren
aged
thre
e m
onth
s to
fiv
e ye
ars,
and
a w
aitin
g lis
t exi
sts.
In
keep
ing
with
Cha
mpi
on's
com
mitm
ent t
o ac
cess
ible
, hig
h-qu
ality
car
e, th
e ce
nter
is a
ccre
dite
d by
the
Nat
iona
l Ass
ocia
tion
for
the
Edu
catio
n of
You
ng C
hild
ren.
IBM
Eld
er C
are
Ref
erra
l Ser
vice
(EC
RS
)
IBM
intr
oduc
ed it
s E
lder
Car
e R
efer
ral S
ervi
ce in
Feb
ruar
y19
88 to
eas
e th
e ca
regi
ving
res
pons
ibili
ties
of it
s U
.S. e
mpl
oyee
s, r
etir
ees
and
thei
r sp
ouse
s. T
hrou
gh a
nat
ionw
ide
netw
ork
of 2
00 c
omm
unity
-bas
ed o
rgan
izat
ions
,E
CR
S pr
ovid
es p
erso
naliz
ed te
leph
one
cons
ulta
tion,
whi
ch e
duca
tes
empl
oyee
son
eld
er c
are
issu
es a
nd r
efer
s th
em to
ser
vice
s or
car
e pr
ovid
ers
in th
e ar
ea in
whi
ch th
eir
depe
nden
t rel
ativ
e re
side
s. I
BM
off
ers
the
refe
rral
ser
vice
on
a pr
epai
dco
ntra
ctua
l bas
is, w
hile
the
empl
oyee
or
olde
r re
lafi
ve s
elec
ts a
nd p
ays
for
the
actu
alca
re p
rovi
ded.
.
Cat
alys
t - 1
2/93
113
Dep
ende
nt C
are
(con
tinue
d)
Stri
de R
iteC
orpo
ratio
nO
n-si
tein
terg
ener
atio
nal
cent
er
Ope
ned
in M
arch
199
0, th
e ce
nter
was
the
firs
t of
its k
ind
to b
e sp
onso
red
by a
nA
mer
ican
com
pany
. T
o as
sist
with
the
cent
er, S
trid
e R
ite h
as e
nlis
ted
the
help
of
Whe
eloc
k C
olle
ge, a
Bos
ton-
base
d sc
hool
that
spe
cial
izes
in c
hild
car
e an
d fa
mily
stud
ies,
and
Som
ervi
lle-C
ambr
idge
Eld
er S
ervi
cers
(SC
ES)
, a lo
cal n
onpr
ofit
agen
cyth
at p
rovi
des
assi
stan
ce to
the
elde
rly.
At f
ull c
apac
ity,
the
cent
er a
ccom
mod
ates
55
child
ren
(ran
ging
in a
ge f
rom
15
mon
ths
to 6
yea
rs),
and
24
adul
ts a
ge 6
0 an
d ov
er.
To
fost
er th
e re
latio
nshi
p be
twee
n ch
ildre
n an
d el
ders
, the
cen
ter
spon
sors
suc
h ac
tiviti
esas
rea
ding
and
wri
ting
stor
ies,
pla
ying
gam
es, c
eleb
ratin
g ho
liday
s, c
ooki
ng a
nd a
rts
and
craf
ts.
It is
ope
n to
em
ploy
ees
as w
ell a
s to
mem
bers
of
the
com
mun
ity, s
ome
ofw
hom
rec
eive
sta
te-s
ubsi
dize
d m
embe
rshi
p. T
here
is a
sli
ding
sca
le f
ee s
truc
ture
bas
edup
on f
amily
inco
me.
Cat
alys
t - 1
2/93
114
Appendix C: Other Sources
Bell, Ella Louise. "The Bicultural Life Experience of Career-Oriented Black Women." Journal of OrganizationalBehavior, November 1990.
Burlew, A. Kathleen and J. Lemar Johnson. "Role Conflict and Career Advancement Among African AmericanWomen in Nontraditional Professions," Career Development Quarterly, June 1992.
Flores, Bettina R. Chiquita's Cocoon: A 'Cinderella Complax'for the Latina Woman, Granite Bay, CA: Pepper VinePress, 1990.
Frase-Blunt, Martha. "Soldaderas: Hispanic Women Face the '90s." Hispanic, October 1991.
Graham, Lawrence Otis. The Best Companies for Minorities. Penguin Group: New York, NY, 1993.
Jimenez, Felix. "Dangerous Liaisons." Hispanic, April 1991.
Matthes, Karen. "Attracting and Retaining Hispanic Employees." HR Focus, August 1992.
Miller, Susan Katz. "Asian-Americans Bump Against Glass Ceilings." Science, November 13, 1992.
Shields, Cydney and Leslie C. Shields. Work, Sister, Work: "y Black Women Can't Get Ahead and "at They Can DoAbout It, New York: Birch Lane Press, 1993.
Southgate, Martha. "Women of Color: On the Front Lines of a Changing Workplace." Glamour, March 1992.
Thomas, David A. "The Impact of Race on Managers' Experiences of Developmental Relationships (Mentoring andSponsorship): An Intra-organizational Study." Journal of Organizational Behavior, 11, 1990.
Thomas Jr., R. Roosevelt. "The Diversity Paradigm," The American Institute for Managing Diversity, Inc., 1993.Unpublished paper.
Woo, Deborah. "The Gap Between Striving and Achieving: The Case of Asian American Women." Making Waves:An AntholoV, of Writings By and About Asian American Women, ed. by Asian Women United of California. Boston,MA: Beacon Press, 1989.
Catalyst - 12/93 115
Appendix D: List of Discussants
Anne Ard - Pennsylvania State UniversityPatricia Arredondo, - ConsultantSuzanne Baer - The New York City Bar AssociationJulianne Bailey - Outplacement SpecialistChristine Carty - New York Women's AgendaBarbara Cicatelli - Cicatelli Associates Inc.Penelope Douglas - Morrison & FoersterJohn Dovidio - Colgate UniversityAnna Duran - Columbia University Business School, Anna Duran & AssociatesSybil Evans - American Society for Training and DevelopmentKathrina Everharl - International Learning CentersVincent Frankel - Consolidated EdisonRoberta Gutman - MotorolaBob Hamilton - E.I. du Pont de NemoursJacob Herring - Creative Cultural ChangeDiane Huggins - Corporate Child Care Management ServicesJohn Kotter - Harvard UniversityKathy Kram - Boston UniversityMuriel Lazar - Harbnidge HouseTanya Lewis - New York Transit AuthorityLaverne Morris - US WEST
&DWDO\VW������ 116
Jim Moss - Towers PerrinJulie O'Mara - O'Mara & AssociatesRuth Parsons - Nationwide InsurancePat Quigley - Avon Products, Inc.Bernice Sandier - Center for Women Policy StudiesDonna Shavlik - Office of Women in Higher Education,
The American Council on EducationJanet Spector - University of MinnesotaMyra Strober - Stamford UniversityDavid Thomas - Harvard UniversityFrancis Walters - United States Hosiery CorporationMichael Wheeler - The Conference BoardMurry Weitzman - The Independent SectorClaudette Whiting - E.I. du Pont de NemoursSylvia Wagonheirn - Center for the New American WorkforceClaudette Whiting - E.I. du Pont de NemoursTerri Wolfe - Patagonia
Catalyst -12/93 117