Great Companies for Blacks at OnePeoples.com

Great Companies for Blacks

You've heard these numbers before. More than 500,000 information technology jobs will remain unfilled in the U.S. this year, and that number will rise to 800,000 by 2002 and 1 million by 2003, according to Stamford, Conn.-based technology consultants Meta Group.

Let's talk about this from the employer's perspective. This worker shortage places unprecedented pressure on companies to fill positions that didn't even exist a few years back. It is critical for new entrants to the work force, and experienced workers who want to keep their skills current, to become technologically savvy. Technology is a very diverse field. If African Americans and other minorities gain technical expertise and have the required interpersonal skills for a particular position, they will be embraced. The numbers alone warrant that. The "Digital Divide" -- the widely reported hole between the technological "haves" and "have-nots" -- can be filled over the long term.

Minority universities and colleges are turning out thousands of computer-science graduates a year, and there are millions of other minorities who can be put into the pipeline. But doing that will require more companies to think "outside of the box." Fortunately for us, some companies already have started to reinvent themselves and have begun to make a difference.

We commend those companies that have been proactive and have reached out to the minority institutions to obtain top talent. The companies we have profiled on the following pages realize that technology can level the playing field for individuals with initiative, curiosity, and the desire to capitalize on the positions available today.

Avis Group

Number of employees: 24,000 (approximate)
Estimated annual revenue: $4 billion
Headquarters location: Garden City, N.Y.
Work force profile:

Avis has a full-time Equal Employment Opportunity and Affirmative Action staff headed by a manager (reporting directly to the vice president - Human Resources, Diversity & Staffing), with the responsibility of partnering with line human resources, business unit management, and employees to ensure compliance and understanding.

The company has enhanced recruitment and outreach capabilities greatly over the last two years, expanding its field employment function by adding saffing secialists in strategic field locations around the country, and creating the position of manager - College Relations.
Other steps designed to broaden the company's internal and external sourcing capabilities include:

*A company-wide job-posting system that permits employees to identify job opportunities through traditional printed bulletin board listings as well as telephonically and electronically

*A partnership arrangement with The College Fund/UNCF, in which Avis provides paid internship opportunities and scholarships for African-American students attending the Fund's member colleges and universities. Additional initiatives are in place to identify other candidates of color for the company's internship programs

*Active participation in the Welfare to Work Partnership

*Television advertising campaigns that portray both minority and non-minority men and women in a positive manner

*A Leadership/Living the Values Workshop, designed to enhance leadership skills and understanding of what it means to manage and do business in a diverse society. This workshop is a part of Avis' new manager training program

*A three-hour workshop entitled "Respect for the Individual" attended by Avis associates. The program talks about treating those with whom employees come in contact with respect and dignity as well as the value of embracing a diversity of ideas, cultures, and ethnicity.

James A. Keyes
Vice President - Human Resources, Staffing and Diversity, Avis Rent A Car, Inc.

James A. Keyes was appointed to his current position in March 1999. He oversees Avis' world-wide human resources generalist activities, including labor and employee relations, staffing strategy, diversity programs, equal employment compliance, and employee loyalty initiatives. Keyes joined Avis in July 1997 as vice president -- Staffing, Diversity and Management Development, a position he held until January 1999, when he was moved up to his current post. Before joining Avis, Keyes spent a number of years with The Dun & Bradstreet Corporation, where he was responsible for a variety of human resources activities. A graduate of Virginia Union University, Keyes also holds a master's degree in human resources management from The New School.

What guarantees success in a diversity program?
"Management support that reflects that diversity and inclusion are a part of and supportive of its business strategy."

Advice to new minority employees?
"The same advice that I would give to any new employee. Master your job duties and engage in continuous learning to optimize your value to yourself and to your company. Finally, understand the culture of the business, and make sure that you exhibit those characteristics that strongly reflect that you 'get it.' "

Ford Motor Company

Number of employees: 364,550 (world-wide); 157,760 (U.S.)
Estimated annual revenue: $162,558 billion (1999)
Headquarters location: Dearborn, Mich.
Work force profile:

White Afr.-Am. Hisp. Asian/Pac. Isl. Native Amer./Alaskan
Top 50 Paid (salary) 4
Officials and Managers 11% 2.3% 0.4% 0.4% 0.3%
Total Work force 14.1% 5.5% 0.7% 0.5% 0.1%

Men
White Afr.-Am. Hisp. Asian/Pac. Isl. Native Amer./Alaskan
Top 50 Paid (salary) 40 2 2 2
Officials and Managers 74.3% 7.4% 1.6% 2.4% 0.06%
Total Work Force 63% 12.7% 1.9% 1.5% 0.3%

Diversity Program Overview

In 1999, Ford Motor Company announced two major goals: 1) To become a Global Employer of Choice and 2) To become a Top Ten Company for Diversity and Worklife.

To make that happen, the Executive Council on Diversity, cochaired by the president and CEO, Jac Nasser, and the vice president of Human Resources, David Murphy, committed to major diversity and work life initiatives for 1999 and assigned an executive champion to drive each initiative.

*Communication was a key strategy. The Corporate Diversity and Worklife Office conducted over fifty internal and external presentations a year, and diversity and work life initiatives, programs, and policies received a great deal of coverage.

*Ford formally linked diversity goals to managers' performance and compensation. In addition, each salaried employee completed a diversity contract outlining personal goals, actions, and accountability.

*Ford has more than 100 Local Diversity Councils world-wide, which are responsible for driving diversity throughout all levels and functions in the company.

*Ford has seven company-recognized Employee Resource Groups, including the Hispanic Network Group; the Ford African-American Network; Ford Chinese Association; Ford Asian Indian Association; Ford Parenting Network; Gay, Lesbian, and Bisexual Employees; and Professional Women's Network. Each resource group has an executive champion. The Hispanic Networking Group is championed by Jim Padilla, Manufacturing Group vice president, who has responsibility for approximately 100 plants spanning 26 countries across six continents.

*All salaried employees participate in a diversity awareness course. Diversity is also a key topic in all of Ford's management training. In addition to the training offered by individual Local Diversity Councils and Employee Resource Groups, Ford offers corporate training dealing with gender, race and ethnicity, and global cultures.

*Most organizations have a formal mentoring program or an informal mentoring structure that includes minority employees, and there is a central organization for strategy and consistency. A mentor is identified for the majority of Ford College Graduates upon entering the company. Many of the Employee Resource Groups offer formal mentoring programs. Ford utilizes the consulting firm Menttium Corporation for many mentoring efforts.

James O. Suber
Director, Personnel Relations and Diversity
James O. Suber directs the team responsible for Diversity, Worklife Planning and Personnel Relations issues. Mr. Suber joined Ford in 1969, following three and a half years of service in the U.S. Air Force. He has held a number of supervisory and managerial positions in the Human Resources organization in salaried personnel, safety, personnel services, labor relations, personnel relations and equal employment planning.

He received his bachelor's degree in psychology from Morehouse College, Atlanta, Ga., holds a master's degree in psychology from St. Mary's University in San Antonio, Texas, and an M.B.A. from The University of Detroit.

What guarantees success in a diversity program?
"I believe that, for diversity to work, you certainly need the support by top management, but more than that, the program needs to win the hearts and minds of the work force. Everyone has to participate in creating an inclusive environment. You have to be careful to make sure all segments of your population are considered and represented. Get people to recognize and appreciate differences, but even more, look for opportunities for 'shared sameness.' "

Advice to new minority employees?
"Learn as much as you can about the company's business as you can. Look around and see who's successful and aligned to where you want to go. Make contact, and find out how they've managed to achieve what they have. If necessary, ask them for some mentoring. If your company has affinity networks/employee resource groups, take advantage of their support and networking opportunities."

Hyatt Hotels Corporation

Company Stats

Number of employees: 43,000
Estimated annual revenue: $3.4 billion
Headquarters location: Chicago, Ill.
Work force profile:

Hyatt formed its Diversity Council in 1998. Headed by top executives, the Council is charged with increasing awareness of multicultural issues, serving as a sounding board for new initiatives, identifying issues, and recommending ways to address them. The Council meets three times a year; its members represent all areas of Hyatt, including human resources, marketing, food and beverage, rooms, sales, purchasing, accounting, and executive office.
In 1999, Diversity Management by Objective (MBOs) became part of Hyatt's annual Incentive Compensation Plan for divisional offices and senior executives at every hotel. Diversity MBOs requires the creation of action plans to increase representation of women and minorities at all levels of management. Each hotel is asked to focus on specific areas of underutilization. At the divisional level, Hyatt is working to increase representation of minorities and women at the general manager and managing committee positions, by asking the divisional offices to identify individuals and develop action plans to give them the necessary education, experience and training to take advantage of future opportunities. In 1999, 13 percent and 30 percent of new Managing Committee members were minorities or women, respectively.

Salvador Mendoza
Director of Diversity
Salvador Mendoza reports to Linda Olson, senior vice president of human resources.

In his position, Mendoza oversees Hyatt's diversity efforts in recruitment, development, and retention of women and minorities, community relations, and training. Mendoza is also responsible for managing Hyatt's ongoing partnerships with the following organizations: National Society of Minorities in Hospitality, the National Association for the Advancement of Colored People, the National Council of La Raza, the Organization of Chinese Americans, the Hospitality Business Alliance, the Historically and Predominately Black Colleges and Universities, Project Equality, and the Multicultural Foodservice & Hospitality Alliance.

Mendoza graduated from Chicago State University and received his master's degree from Governors State University.

What guarantees success in a diversity program?

"Although nothing is guaranteed in life, the success of a company's diversity program lies in the commitment that top officials (president, CEO, COO, and executive committee) make to the development and implementation of its programs and initiatives."

Advice to new minority employees?
"Learn the company culture, look for mentors, be flexible to learn, and work hard."

J.P. Morgan & Company Incorporated

Company Stats

Number of employees: 16,002 (full-time); 794 (part-time)
Estimated annual revenue: $8,856 million (latest fiscal year)
Headquarters location: New York, N.Y.
Work force profile:

Total employees (full- and part-time)
Caucasian – 7,304
African-American – 853
Hispanic/Latin – 593
Asian/Pacific Islander – 1,383
Native American/Alaskan Native – 28
Other – 6,635*
Executives and senior managers - 556 minority representatives

History. J.P. Morgan's first diversity initiative was commissioned in July 1992. A Diversity Steering Committee composed of 12 managing directors was charged with identifying the company's most critical diversity issues and developing strategies to address them.

Corporate Recognition. In 1999, senior business managers nominated individuals as "Diversity Champions" and rewarded their outstanding diversity-related achievements through the firm's Incentive Compensation program.

Goals. J.P. Morgan's chairman has required each business to develop and track one- to five-year diversity goals for hiring, retention, development, and promotion. Quantitative and qualitative objectives together form a strategy to advance the professional development of women and minorities and move them into positions of greater responsibility.

Networks. J.P. Morgan says the revitalization and creation of employee networks at the company have advanced the development of a more open, effective work environment. These networks include: WIN - Women's Interactive Network, Senior Women's Forum, London Women's Network, Umoja - for people of African descent, Black MDs and VPs, AIM - Asians in Morgan, Adelante - for people of Hispanic descent, GLEAM - Gays and Lesbians at Morgan, Ethnic Minorities - London, Foreign Nationals - London. International Involvement. The inauguration of the Mexican Association for Executive Women (Asociación Mexicana de Mujeres Ejecutivas, AMME), in June 2000, was sponsored by J.P. Morgan, Motorola, Merck, Sharp & Dome, GE Capital & Sunbeam.

Pilar Conde
Managing Director; Co-head, Global Proprietary Positioning; Chair, Diversity Steering Committee
Pilar Conde joined Morgan in 1979 and served as treasurer of the Madrid office until moving to New York in 1985 to oversee the firm's Foreign Investment Portfolio. Promoted to managing director in 1988, Ms. Conde became head of the Foreign Exchange Forward desk and Foreign Currency Asset and Liability Management group in 1989. She subsequently headed the Cross Markets Proprietary Trading group from 1991 to 1994 and assumed her current responsibilities in 1995. In August 1998, Sandy Warner, Morgan's chairman, asked her to lead the firm's global diversity program. Ms. Conde graduated from the University of Navarra, Spain, with a law degree.

What guarantees success in a diversity program?
"Ultimately, Morgan's diversity program has to work on a personal level. You need to feel that you are a part of the organization -- regardless of who you are and how you define yourself."
Advice to new minority employees?

At the Women in European Business Conference in March 2000, Pilar Conde said people often misunderstand networking. "They ask: 'Why do I need a network to be successful? If I do my job well, my manager will recognize me.' But everyone in a position of power has used a network, and you can't depend on your manager to manage your career."

Kellogg Company

Number of employees: 15,051 (1999)
Estimated annual revenue: $6.8 billion (1999)
Headquarters location: Battle Creek, Mich.
Work force profile:
Minority board members: 23%
Minority officers: 16%
Minority officials and managers: 12%
Minorities within total work force: 23.6%

Kellogg says it actively recruits and develops women, people of color, and people from different geographic origins, at all levels of the organization, to ensure that all consumers have a voice in product development, marketing, and business strategies.

Through its Supplier Diversity Program, Kellogg seeks to create a diverse balance of vendors by partnering with businesses owned by women and minorities. Through its ethnic marketing focus and research and development organization, the company seeks to broaden the appeal and scope of the items it produces around the globe.

Diversity Leadership Teams (DLTs), at the corporate level as well as at company plants and within the sales team, develop strategies and cross organizational boundaries to make positive changes.

Kellogg says it continually invests in its people, providing them with mentoring opportunities, an ongoing feedback mechanism, and personal development programs through the company's on-site Learning Center.

Holly Teutemacher
Associate Director of Diversity and Work Life Programs
Holly Teutemacher joined the Kellogg Company in June 1998, charged with creating a first-class diversity program. With the full support of top management and a task force of talented, passionate individuals thoroughly committed to leveraging the company's diversity to drive business results, she is well on her way to doing just that. In just two years, Kellogg's diversity program has been benchmarked by numerous companies. Most important, the business impact is beginning to materialize as organizational leaders continue to embrace "diversity thinking" in their business and people processes.

What guarantees success in a diversity program?
"The number one key to success is top management commitment and engagement in the diversity program. It must be 'owned' by organizational leaders.... Our diversity program is where it is because of the passionate leadership of our CEO and chairman of the board, Carlos Gutierrez, and his infectious enthusiasm and understanding of diversity as a business imperative."

Advice to new minority employees?
"Take advantage of what's available to you in our organization!!!
"There are many opportunities to get involved in our diversity effort, through participation on our Diversity Leadership Teams.
"Avail yourself of our Mentoring Program.

"Be a leader in our soon-to-be-formed affinity groups. During the first half of 2001, we'll be kicking off employee network groups to provide informal networking opportunities for its members and to serve as a resource to Kellogg's business opportunities.

"...We're working hard to leverage our strengths and address our challenges. We don't claim to be perfect -- just transforming!!!"

SBC Communications Inc.

Number of employees: 219,000
Estimated annual revenue: $49.5 billion
Headquarters location: San Antonio, Texas
Work force profile (1999):

Total work force:
51% Women
34% Total People of Color
12% Hispan3ic
18% African American
5% Asian/Other

SBC requires that all employees receive diversity training through the company's Code of Business Conduct and EEO/Affirmative Action policy review. In addition, diversity training is available through the Center for Learning and internal and external consultants who address diversity. All managers at SBC (numbering more than 33,000) must make diversity goals a part of their business and professional goals.

The company sites progress in a number of areas, including:
Minority Recruitment. SBC has significantly increased the percentage of minority employees -- from 45 percent of all new hires in 1997 to 51 percent in 1999. Corporate Officers. The percentage of minority corporate officers increased from 15 percent in 1998 to 19 percent in 1999.

Work Force Diversity. SBC's work force reflects the population it serves. The general population in SBC's 13-state territory is 51 percent female and 32 percent people of color, compared with SBC's work force, which is 51 percent female and 34 percent people of color.

Expenditures with Minority Business Enterprises. SBC spent $1.2 billion in 1999 with minority business enterprises, a 21 percent increase over 1998. The company's Supplier Diversity Programs have been recognized nationally as a benchmark of excellence for over 30 years. In 1999, SBC spent more than $1.6 billion with businesses owned by minorities, women, and disabled veterans.

Corporate Philanthropy. In 1999, SBC donated more than $14.5 million of its total $60 million in charitable contributions to support the needs of minority populations. A major emphasis for SBC is to bring technology to underserved communities to help narrow the "Digital Divide" between minorities and the mainstream.

LeVon P. Clark
Executive Director, Workforce Diversity
LeVon P. Clark has over 30 years of service with SBC, most of which have been in the Information and Network Technologies arenas. She has worked in many of SBC's business units, including SWB Telephone Company, SWB Yellow Pages, and SBC's Technology Research Subsidiary. Ms. Clark now has corporate-wide responsibility for Workforce Diversity Initiatives, Equal Employment Opportunities, and Sexual Harassment Investigations; and Affirmative Action Planning and Reporting. She has directed initiatives and activities that have led to numerous awards and recognitions for SBC's diversity programs. She received her M.B.A. at the Olin School of Business at Washington University in St. Louis.

What guarantees success in a diversity program?
"A corporate diversity program is only as successful as employees in a company allow it to be. Without the support and complete endorsement of employees at every level, diversity programs are hindered. To ensure that inclusion is systemic, diversity is a theme woven throughout SBC policies, practices and processes."

Advice to new minority employees?
"New employees should take advantage of all of the resources provided to them at a company as committed to diversity as SBC. Every employee has access to tools that can help build a solid and successful career at SBC."

Sempra Energy

Number of employees: 12,000
Estimated annual revenue: $5.5 billion
Headquarters location: San Diego, Calif.
Work force profile:

Sempra Energy far exceeds the national average in the diversity of its Board of Directors. Fifty percent of the members of the company's board are women or minorities. Of 14 board members, three are women, two are of African-American heritage, one is of Hispanic heritage and one is of Asian heritage.

In 1999, Sempra Energy's two utility subsidiaries -- SoCalGas and San Diego Gas & Electric -- spent a combined $93 million, or 25 percent of their total purchasing, with minority suppliers (minority-, women- and service-disabled-veteran-owned businesses).

In September, the U.S. Department of Labor presented Sempra Energy with an Exemplary Voluntary Efforts (EVE) Award for the quality of its affirmative-action programs. This prestigious award is given to just a handful of U.S. organizations each year that have enhanced equal employment opportunity in the workplace without regard to race, color, religion, sex, national origin, disability or status as a service-disabled veteran.

Berlinda Fontenot-Jamerson
Director of Corporate Diversity Affairs
Berlinda Fontenot-Jamerson is a 30-year employee of Sempra Energy, holding company of Southern California Gas Company and San Diego Gas & Electric. Her background and experience include human resources management, customer services and consumer affairs, and public and community relations. In her current job, she is responsible for developing and directing the corporate strategy for diversity management in the workplace and marketplace. This includes managing the company's affirmative action and Equal Employment Opportunities initiatives, and employee training and development around diversity-related matters. Ms. Fontenot-Jamerson holds a bachelor's degree in industrial psychology and a master's degree in business administration.

What guarantees success in a diversity program?
"Commitment from the top. Leadership support and involvement."

Advice to new minority employees?
"Continual learning. Going the extra mile on projects."

SGI

Number of employees: 7,017 (world-wide); 4,300 (U.S.)
Estimated annual revenue: $2.5 billion (FY 2000)
Headquarters location: Mountain View, Calif.
Work force profile:

SGI Overall:
SGI Work Force Availability
Women 29.2% 25.4%
African American 4.1% 3.5%
Latino 5.5% 8.6%
Native American 0.5% 0.3%
Asian American 13.1% 16.2%
White 73.6% 71.4%

SGI Work Force Availability
Women 26.8% 26.6%
African American 4.8% 3.7%
Latino 5.1% 4.9%
Native American 0.4% 0.5%
Asian American 11.2% 13.4%
White 76.8% 78.5%

SGI's diversity initiatives include:

*Meeting both the spirit and letter of Equal Employment Opportunity and Affirmative Action laws

*Providing liaison and support for SGI employee affinity groups (e.g., Visionarios Latinos de SGI, Black Employee Network, SGI Asia, etc.)

*Establishing strategic direction and helping to implement recruitment initiatives for women and people of color

*Designing and delivering programs that support the retention and optimization of a diverse work force

*Auditing and ensuring all Human Resources systems are developed and implemented in a way that is supportive of the company's work force, including: performance management, benefits, employee communications, learning and development, and staffing

*Working with public relations to respond to any external requests for information, resources, or support relevant to diversity

*Serving as internal and external content expert in the areas of diversity, affirmative action, and Equal Employment Opportunity

SGI is cofounding corporate member of the National Hispanic Employee Association (a network of Hispanic Employees Associations from various industries across the U.S.) and a major corporate sponsor of the annual Society of Hispanic Engineers (SHPE) conference.

Deborah Dagit
Director of Learning, Communications & Diversity
Deborah Dagit joined Silicon Graphics in October 1993. She believes in utilizing both high-tech and high-touch communications strategies to foster an inclusive environment characterized by open communication at all levels of the company. Dagit's team includes Learning & Organizational Development, Diversity, and Employee Communications.

Before coming to Silicon Graphics, Dagit was diversity director for Sun Microsystems, Inc. Earlier, she played an instrumental role in the passage of the Americans with Disabilities Act.

She earned a B.Sc. degree in psychology from Oregon State University in 1982, and conducted postgraduate work in clinical psychology at San Jose University.

What guarantees success in a diversity program?

"A systemic approach that includes all HR/people systems and processes in the company (e.g., Compensation, Staffing, Learning, Communications, etc.)

"A sandwich approach, working with both the grass roots and the executives at the same time to address resistance and encourage pockets of readiness to embrace change and inclusion."

Advice to new minority employees?
"Advice to diversity managers:

*Hold yourself and others accountable for results.

*Don't be deceived by external positive press as to how much progress has/has not been made.

*Keep your efforts manageable. Don't aim for world peace and harmony overnight; it may take a few years.

"Advice to women, people of color, and people with disabilities who are new to SGI:

Build relationships with key stakeholders for your role within the first 90 days.

*Find a mentor to help you navigate through learning systems, processes, cultural norms (This may be three different people.).

*Utilize our affinity groups as a resource/support system.

*Ask for what you need to be successful.

*Keep good balance in your life between work and home."

Number of employees: Approximately 260,000
Estimated annual revenue: $60.7 billion
Headquarters location: New York, N.Y.
Work force profile:
25.8% Minority
18.5% African American
5.8% Hispanic
3.3% Asian
0.3% Native American
47.3 % Women

Verizon Communications, formed by the merger of Bell Atlantic and GTE, is one of the world's leading providers of communications services.
Verizon's diversity mission is to create a leadership, organizational culture and work environment that recognizes and leverages the unique characteristics, talents and contributions of employees, customers, and external stakeholders through leadership and individual and team development.

The Unified Diversity Leadership Strategy (UDLS), the process adopted by Verizon, integrates diversity into all areas of the business. Verizon says this strategy provides the framework that supports the key elements of diversity leadership and fosters a culture that appreciates employees. The UDLS is designed to increase innovation, customer satisfaction, market share, and profitability. The strategy links diversity initiatives to eight critical components: leadership partnerships and strategic alliances, employment, economic development, education, communication, workplace environment, measurement, and accountability.

Oscar C. Gomez
Vice President, Office of Diversity and Business Compliance
Oscar. C. Gomez is responsible for leading the Diversity Centers of Excellence -- which include work force diversity, economic and business development, Employee Resource Groups (ERGs), communication of diversity, and multicultural initiatives -- and overseeing the company's diversity initiatives. In addition, Gomez has responsibility for safety and environment, work life strategies, ethics and business compliance, and Affirmative Action/Equal Employment Opportunity administration and compliance.

Gomez joined GTE Southwest in 1974 as a general tariff assistant and held several management positions, including vice president of Marketing & Management before taking his current post. Before joining GTE, Gomez was a public schools educator in San Angelo, Texas. He earned a bachelor's degree in mathematics from Angelo State University and a master's degree in education from Arizona State University.

What guarantees success in a diversity program?
"Several factors contribute to the success of any diversity initiative. Key among them:

*A clear definition of what diversity is

*Development of an inclusive strategy that influences strategic objectives, core processes, HR systems and processes, coupled with a significant accountability element, to name a few

*Commitment from all levels of employees, from the most senior down to the 'grassroots'

*Patience. The issues are complex and require consistent dialogue and feedback."

Advice to new minority employees?

"...I'll sum it up this way: Accept excellence as the only standard. Stay motivated and confident against all odds. Work hard, network well, and get involved in company and community activities."

Xerox Corporation

Number of employees: 94,600 (world-wide); 53,250 (U.S.)
Estimated annual revenue: $19.2 billion (1999)
Headquarters location: Stamford, Ct.
Work force profile:

Total White Black Hisp. Asian Native Amer. Total Minority
Officials and Managers 14.0% 76.6% 12.4% 5.5% 4.9% 0.6% 23.4%
Professionals 20.7 76.0 9.3 5.2 9.0 0.5 24.0
Technicians 21.5 75.6 11.0 8.1 4.7 0.7 24.4
Sales Workers 8.8 78.8 12.2 6.2 2.3 0.5 21.2
Office & Clerical 24.8 58.3 26.0 10.7 4.3 0.7 41.7
Craft Workers 2.0 84.1 10.9 2.5 1.4 1.1 15.9
Operatives 6.6 66.2 19.8 8.1 4.9 1.0 33.8
Laborers 1.2 71.4 22.6 4.0 1.3 0.6 28.6
Service Workers 0.2 52.6 40.4 2.6 3.5 0.9 47.4
Total 100.0 71.3 15.4 7.4 5.2 0.7 28.7

Balanced Work Force Strategy. BWF is the percent representation of minority females, majority females, minority males, and majority males Xerox plans to achieve in each grade band by organization. BWF covers all employee populations. Strategies include 10-year goals and annual targets, identification of pivotal jobs, and managerial training to change behavior, not valuing cultural diversity.

Corporate Champions. A voice at the corporate office level to focus, represent and education senior management on the unique diversity issues within a particular constituency; serves as a communication linkage with regard to continuous improvement process.

Caucus Groups. The primary purposes of Xerox' caucus groups are employee advocacy, employee self-development, communication, serving as catalysts for change, and promoting management education. Groups include the Hispanic Association for Professional Advancement, the National Black Employee Association, the Black Women's Leadership Council, Gay and Lesbian Employees at Xerox, The Women's Alliance, and Asians Coming Together.

Training, Development and Management Resource Planning (MRP). Upward mobility for females and minorities is integrated in the MRP process. The Xerox Management Institute provides traditional classroom-based programs and develops new approaches designed to expand and advance the concept of organization learning.

CEO Roundtables. These events are opportunities for the CEO to hear the status of diversity "unfiltered" from groups of employees, for corporate diversity to gain insights regarding the strengths, weaknesses, opportunities, and threats of Xerox's diversity initiatives; to identify actionable items for future focus; for sharing best practices; and to meet diverse employees. Minority/Female Vendor Program. Demonstrates Xerox's commitment to purchasing products, supplies, and services from qualified minority-owned and female-owned businesses.

Work/Life Programs. Programs include: Dependent Care fund, Alternative Work schedules, Life Cycle Assistance (Adoption Assistance, Mortgage Assistance & Partial Pay Replacement for FMLA Leaves), Child Care subsidy, Child Care Resource & Referral, Employee Assistance Program, Education Assistance, A Matter of Choice (benefits programs), and Domestic Partner Benefits.

Diversity Program Inspection. Balanced Work Force Reporting, Management Resource Planning, CEO Roundtable communications, Open Door, performance appraisals, Employee Motivation and Satisfaction, Caucus Group interaction.

Paul A. Allaire
Chairman of the Board & CEO
Paul A. Allaire became chairman of the board of directors and chief executive officer of Xerox Corporation in May 2000. In this role he leads corporate strategic direction and governance. Allaire joined Xerox in 1966 in Rochester, N.Y. He was with Rank Xerox Limited in London, England for 11 years, and was chief executive of Rank Xerox from 1980 to 1983. Mr. Allaire was named senior vice president and chief staff officer of Xerox in July 1983, was elected president and a member of the board in August 1986, chief executive in 1990, and chairman in 1991. Mr. Allaire stepped down as chief executive officer of the corporation in April 1999 and returned to the position in May. He was graduated from Worcester Polytechnic Institute in 1960 with a B.Sc. degree in electrical engineering. He earned an M.Sc. degree in industrial administration from Carnegie-Mellon University in 1966.

What guarantees success in a diversity program?
"A total management process has five elements. They are senior management leadership, line management responsibility, management resource planning, creating the environment, and active support of caucus groups. The critical success factors are Management Leadership, Management Leadership, and Management Leadership.... As with anything else important, diversity needs the leadership of senior management. Walk the talk."

Sonya D. Allen
Director, Global Work Environment & Diversity
Sonya D. Allen is responsible for world-wide strategies and programs in support of employee motivation and satisfaction, empowerment, equal opportunity, affirmative action, and workplace diversity. Ms. Allen joined Xerox in 1985, commencing her career as a software engineer. She subsequently served as a systems analyst, developing applications software for business processes. During her tenure in Information Management, she was elected president of the Information Management Black Employees Caucus Group. Ms. Allen transferred to the U.S., Customer Administration Organization in 1989 as Quality and Operations Support manager and held a number of marketing support and business operations assignments before her transition to Human Resources as the manager of Workplace Diversity for the U.S. Customer Operations Division. Ms. Allen earned bachelor's degrees in business administration and information management from Old Dominion University in 1985 and holds a certificate in management from Smith College.

Advice to new minority employees?
"Perform at your best, and deliver results. Seek opportunities that will challenge you and allow growth. Positive opportunities will not always be accompanied in the form of a promotion. Take advantage of developmental opportunities offered, internal and external. Establish networks/relationships for mentoring and self-advocacy. Along the way, don't forget to reach out and support others that may need your support and advice."