Dr. Drew Hertz, medical director for UH Rainbow Care Network and an assistant clinical professor at Case Western Reserve University School of Medicine, was a guest speaker at DiversityInc’s Innovation Fest! event where he explained how this innovative program will provide 24/7 access to nurses and doctors for referrals, advice and healthcare coordination. University Hospitals is one of the 2012 DiversityInc Top 5 Hospital Systems. View the video below.

For closed captions, press the CC button in the YouTube player.

Video Minutes

0:01:48 Funded by a $12.8M Federal Grant

0:03:39 The Physicians Extension Team

0:05:34 Reducing Healthcare Inefficiencies

0:08:59 Five Goals of Rainbow Care Connection

0:09:38 Six Key Programs of Rainbow Care Connection

0:09:57 Create a Physicans Network

0:10:46 Shared Savings Agreements

0:11:38 Practice-Tailored Facilitation

0:13:13 Heightened Support Services

0:13:39 Innovation: Family Care Advocates

0:14:39 Three-Part Behavioral Health Program

0:16:55 General and Targeted Outreach

0:18:10 Three-Part Telehealth Program

0:22:43 Keys to Success

Watch the other Innovation Fest! presentations from our event for more on diversity and innovation.

The post Improving Healthcare for 68,000 Black & Latino Children appeared first on DiversityInc.

By prioritizing the allocation of resources, diversity leaders can better align diversity-management initiatives—such as talent development, resource groups and mentoring—with business goals, which is crucial for success, according to the diversity leader.

“We diverted our dollars away from heritage celebrations and some external partnerships to focus on leadership training. We provided external coaches and up to six hours of one-on-one time putting together a viable and robust development plan,” said Norman during an interactive session on talent development at a DiversityInc event.

The audience of corporate diversity leaders and executives was able to ask Norman questions, contribute their best practices for talent development and share their real-life success stories firsthand.

Kraft Foods, which is No. 7 in the 2012 DiversityInc Top 50, was recognized with the 2012 DiversityInc Special Award for Top Company for Executive Development. Mark Clouse, president of the U.S. Snacks Business Unit, acccepted the award on behalf of the company at our October event in New York City.

Companies participating included: Procter & Gamble (No. 5 in the 2012 DiversityInc Top 50), Prudential Financial (No. 9), American Express (No. 14), Automatic Data Processing (No. 27), Toyota (No. 41) and MassMutual (one of DiversityInc’s 25 Noteworthy Companies).

In What Makes Kraft’s Talent Development So Successful?, the companies detail their top talent-development challenges and provide the solutions that are helping them improve diversity in succession planning. Talent-development best practices include: 

1. Focus development efforts a level below what’s needed
2. Personalize talent-development plans to individuals
3. Determine the importance of global experience to high-ranking positions and tailor the quality of assignments now
4. Use resource groups to identify high-potential talent from traditionally underrepresented groups and nominate candidates for mentoring
5. Utilize metrics to measure the potential success of mentor pairings
6. Mentoring should include cross-cultural, cross-gender and cross-functional components

Click here to read the full article, available to subscribers at DiversityIncBestPractices.com.

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The post What Makes Kraft’s Talent Development So Successful? appeared first on DiversityInc.

The hiring manager at her first banking job hired Mooney on the condition that she would get her master’s degree in finance. That extra talent development made all the difference, Mooney said during her keynote at a DiversityInc event.

“I owe it to him. If someday I wanted a promotion, [not having a degree] would stand in my way,” she said. Her advice? Get all the talent development you can. “Acquire credentials you need for success and the ones that give you the most flexibility for opportunity,” Mooney said.

Additionally, Mooney revealed the three personal skills that she believes women need to focus on during talent development—a strong sense of self, a sense of humor and a sense of team.

It’s these “sensibilities” that helped her become the first female CEO of a top 20 U.S. bank in May 2011 and rank No. 1 in American Banker’s 25 Most Powerful Women in Banking. KeyCorp is one of DiversityInc’s 25 Noteworthy Companies.

1. Sense of Self

Mooney learned an important lesson in personal talent development when she took her first job: Sometimes a strong sense of self is the only thing that’ll get your foot in the door.

She knew she wanted to be in banking—a male-dominated field. After being turned down by several banks, she wasn’t going to take “no” for an answer. It took Mooney three hours to wear down the hiring manager at her next interview. She got the job on the condition that she would go to night school and increase her talent-development potential.

“The man who had hired me was just reflective of the times. Women were tellers, not executives or having executive potential … They simply didn’t hire women into training. The bank did not believe women were a good fit for a managerial training program,” said Mooney. “But I was tenacious, so I was given the chance.”

2. Sense of Humor

But “getting into banking wasn’t the same as getting ahead in banking,” said Mooney. She still had to deal with being one of her company’s only female employees, as well as to earn respect from her male clients. It again was time for some personal talent development.

By using humor to re-characterize herself, she was able to save a commercial real-estate account in the mid-1980s. “[The clients] felt they could take advantage of me. They were anxious to discount me. I had to fix that fast to do my job,” recalled Mooney.

Watch the video above to learn how Mooney’s sense of humor proved that she “wasn’t stupid” and saved the meeting. “Humor creates balance and perspective for the environment around you. It helps manage the external realities in your career, which are not always easy or friendly, even harsh,” Mooney said.

3. Sense of Team 

There has been tremendous progress among women, thanks to increased talent development from diversity-management efforts.

In 2011, the global percentage of women leaders hit an all-time high: 1 in 10 companies had a female director. “Part of the difference is that we led not with differences but by trying to be a part of the team. Diversity has found its way to the C-suite by doing so,” said Mooney.

However, there is still a long way to go. With Fortune 500 CEOs totaling less than 4 percent women (18 total), it is clear that talent-development initiatives in many companies need further fine-tuning.

“The way to succeed in any career is be part of the solution,” said Mooney. Talent development helps every employee to be a team player. Talent development also helps you to better understand the business and how it works. “Behind every successful woman and man is a pit crew.”

Talent Development & the Future?

Mooney knows that it is still “something of an event” to have a “woman or a diverse” candidate leading a company today. But she believes that in the future it will be different. She attributes that more diverse future to the evolution of leadership and the considerable diversity and inclusion efforts of diverse leaders. In addition to mindful recruiting and promotions, their efforts frequently include innovations in talent development, like Kraft Foods’ JumpStart program that provides talent development to master the unspoken “rules” of corporate culture.

She continued, “I have a theory for those who succeed in business dominated by white males. We came in and acted like we belonged. Guess what? Now we do.”

For more on the benefits of talent development, read Best Practices on Improving Retention.

The post How Talent Development Helped This Woman Became CEO of a Major Bank appeared first on DiversityInc.

This game-changing strategy allowed 20 companies to move up in rank on The 2012 DiversityInc Top 50 Companies for Diversity list, which was announcd at the DiversityInc Top 50 awards dinner on April 24. Additionally, three companies moved onto the list from DiversityInc’s 25 Noteworthy Companies list and two companies made the list for the first time.

More than 300 chief diversity officers and senior-level managers—representing 110 companies from 24 industries—attended the 10 sessions over two days.

Winning the War for Talent: Best Practices in Mentoring, Recruitment and Promoting Women

These four learning sessions featured seven speakers including three CEOs who spoke directly to current trends in diversity management. The sessions highlighted the need for accountability in leadership and firm CEO commitment to drive diversity in talent development and recruitment throughout an organization.

Watch the full videos of each session, which include:

A keynote address by Mark Wagar, president and CEO of Empire BlueCross BlueShield, on the importance of diversity leadership at the senior level >> Watch the video

Beth Mooney, chairman and CEO of KeyCorp, discussing mentoring/sponsorship and how women can dispel stereotypes to rise to the highest levels of male-dominated organizations >> Watch the video

A presentation about how to find and nurture global talent by Maritza Montiel, deputy CEO and vice chairman of Deloitte >> Watch the video

An interactive panel on the best strategies for developing female talent, featuring Jodi Davidson, Sodexo; Jim Norman, Kraft Foods; Rhonda Crichlow, Novartis Pharmaceuticals Corporation; and Karyn Twaronite, Ernst & Young >> Watch the video

Building Cultural Competence for Global Diversity and Inclusion

Day two of the event offered three learning sessions and two interactive panels, featuring one CEO and 14 senior executive speakers. The sessions focused on trends in global diversity and how to maximize talent on a global scale with innovations in diversity management.

Watch the full videos of each session, which include:

A Q&A with Tom Voss, president, CEO and chairman of Ameren, and DiversityInc CEO Luke Visconti about visibility and accountability >>Watch the video

Attorney Raymond Brown’s discussion about the intersection of corporate outreach in societies that have different views on human rights >>Watch the video

An interactive panel on best practices for establishing and maintaining successful global resource groups with Lisa Mink, Dell; Sarah Siegel, IBM; Eugene Kelly, Colgate-Palmolive; and Jennifer Christie, American Express >> Watch the video

A presentation by Rutgers’ Vice President for Enrollment Management Courtney McAnuff on how to achieve quality, quantity and diversity in recruiting >> Watch the video

An interactive panel on global assignments and how to maximize those experiences for high-potential employees, featuring Linda Clement-Holmes, Procter & Gamble; Patricia Rossman, BASF; Sarah King, Wyndham Vacation Ownership; and Nancy Calderon, KPMG >> Watch the video

The second installment of DiversityInc’s in-depth global research from 17 countries, presented by DiversityInc Senior Vice President and Executive Editor Barbara Frankel, on the meaning of “inclusion” and how different industries compete for global talent >> Watch the video

Visit www.DiversityInc.com/events for more information and to register for our upcoming events and learning sessions.

The post Diversity-Management Best Practices of the DiversityInc Top 50 appeared first on DiversityInc.

PricewaterhouseCoopers was named the No. 1 company. “U.S. Chairman and Senior Partner Bob Moritz has a comprehensive understanding of the business case for diversity and holds his direct reports and managing partners accountable for results,” said DiversityInc CEO Luke Visconti. “Starting eight years ago, PwC decided to have senior partners spend a rotational tour as the chief diversity executive, Maria Castañón Moats being the latest. This is a critical best practice that has propelled PwC to the top. As an example of how strong PwC is, it has a third more women in the top two levels of senior management than the remaining DiversityInc Top 10.”

In a breakthrough year, huge gains in diversity were seen at the senior-most levels. At the CEO level, companies in the DiversityInc Top 50 have twice the percentage of women as the Fortune 500, triple the percentage of Asians and four times the percentages of Blacks and Latinos. There also were significant year-to-year increases in the DiversityInc Top 50. For example:

• 36 percent more Blacks, Latinos and Asians in the top executive level (CEO and direct reports) vs. last year
• 7 percent more women in the top executive level vs. last year
• 15 percent more Blacks, Latinos and Asians on boards of directors vs. last year
• 13 percent more procurement with minority- and women-owned businesses vs. two years ago

“This is a transitional year,” said Visconti. “We were struck by the change of diversity of the CEOs and managing teams of the companies on our list. It’s much different from just five years ago. I see this as being a result of increasing emphasis at the most competitive companies, who link diversity management to creating a nimble and innovative corporate culture.” 

Read From Our Event: Best Practices of the 2012 DiversityInc Top 50 and watch video coverage from all the learning sessions.

For best practices in CEO commitment and increasing diversity in talent development, visit www.DiversityIncBestPractices.com. Also watch our diversity web seminar on innovations in diversity management.

Additionally, DiversityInc recognized the unique achievements of seven companies in Community Development, Talent Pipeline, Working Families, Global Cultural Competence, Resource Groups, Diversity-Management Progress and Supplier Diversity. Read about the companies that won.

Methodology 

A total of 587 companies participated in the 2012 DiversityInc Top 50 competition, up 11 percent from the previous year. Twelve percent more companies were able to answer every question on the 300-field survey, which is divided into four parts: CEO Commitment, Human Capital, Corporate and Organizational Communications, and Supplier Diversity.

The results are determined by statistical analysis. It is an independent editorial process and there is no fee to enter the competition and no requirement to conduct business with DiversityInc.

There has been significant movement on the list this year:

• Twenty companies moved up in rank; 24 moved down; six kept the same ranking
• Three companies moved on to the list from the 25 Noteworthy Companies list last year
• Two companies came back to the list after falling off last year
• Two companies made the list for the first time, one of which was a first-time participant

Surveys are sent out in September to all interested companies that have at least 1,000 employees, with a due date for an online submission of March 1. There is no fee to enter and companies that have business relationships with DiversityInc get no preference. Every company that fills out the survey receives a free report card assessing performance in the four areas measured. Any company interested in participating in 2013 should fill out this DiversityInc survey-request form.

The post The DiversityInc Top 50 Companies for Diversity Announced appeared first on DiversityInc.

“When I came into this role, it was really important that we elevated the visibility of diversity as an objective force,” recalled Veihmeyer as he spoke with DiversityInc CEO Luke Visconti at a DiversityInc event. He discussed with Visconti why he believes equitable values are key to an inclusive workplace and how best to communicate those to the entire organization.

He noted that communicating the importance of diversity doesn’t stop with memos, emails and webcasts. “You will fall flat on your face,” he said.

Read: CEO Commitment: Why Visibility & Accountability Matter

Generating Buy-In

Veihmeyer had to convey KPMG’s goals to all leaders of local business units—a total of 150 people—and connect with them on a daily basis. “If you aren’t passionate about this, then you can’t be in your leadership role, and we do have people who don’t respond the right way,” he said. He noted that all 22,000 employees might not yet buy in, but it is imperative to have his 150 local leaders on board.

“Diversity is not just a nice thing to do because we are all good people. It’s about trying to connect the dots and intellectually make the case for why we won’t grow as fast, be as profitable, have the best latent and achieve all of our objectives without inclusion,” he added.

Recruiting & Retention

Talent management is also high on KPMG’s agenda. Despite high unemployment rates, the firm globally is facing a talent shortage. It has shifted its thinking toward an environment of sponsorship.

Veihmeyer says this mentality is an active responsibility for career progression among employees. KPMG has a Leaders Engaging Leaders program in which participants take responsibility for at least two high potentials and are held accountable for their continued growth and resignations.

Community Connection

Additionally, KPMG encourages volunteerism and community outreach. Veihmeyer believes that there is a connection between how you treat employees and clients. “I think those drawn to caring about community and making a difference in the lives of people can look at clients from an empathetic standpoint,” he said. “It’s not just about generating a fee but finding solutions and getting to the next level.”

The post KPMG’s CEO Reveals How to Be a Strong Diversity Leader appeared first on DiversityInc.