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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

i

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

ii

Summary Tables: Family Friendly Programs and PoliciesFlexible Work Arrangements. .Parental Leave .............Dependent Care

Appendix C: Other Sources . .

Appendix D: List of Discussants

iii

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.

Catalyst - 12/93

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.


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

Catalyst - 12/93 4

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.

Catalyst - 12/93 5

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.

Catalyst - 12/93 6

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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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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 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

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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.

&DWDO\VW � �� 38

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.

&DWDO\VW � �� 39

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).

&DWDO\VW � �� 40

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.

&DWDO\VW � �� 41

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.

&DWDO\VW � �� 42

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.

&DWDO\VW � �� 43

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.

&DWDO\VW � �� 44

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.

&DWDO\VW � �� 45

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.

&DWDO\VW � �� 46

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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.

&DWDO\VW � �� 52

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.

&DWDO\VW � �� 53

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


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

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p an

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evel

opm

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Com

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A -

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T e

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Cat

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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.

Catalyst 12/93 75

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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.

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alys

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.*

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essi

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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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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

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