Special Advertising Feature

Dispelling the

Many falsehoods about managing a heterogeneousworkforce abound. Here’s how forward-thinking companies are tackling the issue.

MythsaboutDiversity

aA generation ago the pur-suit of diversity, or affir-mative action, as it wasmore generally referredto, was perceived by manyin the business commu-nity as the heavy hand ofgovernment grabbing in-dustry by the shirttails andslowing its pace with cum-bersome “do-gooder”rules.

The perception haschanged radically. “Thereis a sequence of logic thatdiversity has passedthrough,” says Bruce Tul-gan, president of Rain-maker Thinking, a NewHaven, Conn. consultingcompany. “The first level

was, ‘Gee, we have tohonor diversity becausewe are required to bylaws and regulations.’The second level was thatdiversity would be goodfor business because itwould bring in fine em-ployees who might other-wise be overlooked. Nowwe are at the level atwhich we see that the col-laborative result of bring-ing minorities togetherwith traditional employ-ees makes the companybetter than it was. Thereare fewer blind spots;there is innovation.”

So diversity has pro-gressed from being a per-

ceived handicap to be-coming a recognized com-petitive advantage. “Diver-sity is the bridge betweenthe workplace and themarketplace,” observesDavid Thomas, senior as-sociate dean at HarvardBusiness School and aleading thinker in strategichuman resource manage-ment. It’s becoming clear,achieving diversity is astrategy as vital to successin the tough and unforgiv-ing contemporary market-place as lean manage-ment, outsourcing, andwebsites on the Internet.

But despite the evi-dence that diversity helps

S2

Diversity Special Advertising Feature

www.fortune.com/sections

BellSouth has a strong commitment

to the communities we serve.

We continually reaffirm that

commitment and reinforce our

connections to the community by

embracing diversity and inclusion—

both inside and outside the company.

Through its Office of Diversity,

BellSouth supports networking

groups that promote mentoring,

training, and enhanced opportunity

for all employees, regardless of age,

race, gender, or sexual orientation.

These groups volunteer their time and

resources to sponsor a wide range of

activities and provide new ways in

which BellSouth connects to the

people we serve.

BellSouth is proud of these efforts.

Because, no matter how advanced

our technology, we know that the

strongest, most lasting connections

are made within the community, face

to face, person to person.

bellsouth.com

©2006 BellSouth Corporation.

Connecting to thecommunity withtalent, strength and diversity.

keep a company stridesahead of rivals, a wall ofmyths still surrounds di-versity—fixed ideas thatdon’t yield easily. Untilcorporate leaders are ableto break down those barri-ers and persuade follow-ers within their companiesto appreciate and cultivatethe landscape now opento them, their companieswill not be able to take ad-vantage of diversity, andtheir competitive edge willbe blunted. What followsis an examination of someof the most prevalentmyths, and the strategiescorporate champions ofdiversity are using to dis-pel them.

AS MINORITY employeesjoin support groups, otherworkers may be inclinedto view them as sepa-ratists, interested only in

their own welfare, not con-cerned with the well-beingof the company. “Whenthose other workers feelanimosity toward supportgroups it’s generally be-cause management hasnot made it clear to every-one the advantages ofhaving a diverse work-force,” says Judith Katz,executive vice president ofKaleel Jamison Consult-ing in Washington, D.C., afirm that advises compa-nies on diversity issues.“The problem is that mostmanagers don’t have a lotof good skills when it in-volves talking to peopleabout differences. Organi-zations haven’t investedin giving people newskills. It’s not an age is-sue; it’s one of mindset.Even young people canbe set in the old way ofdoing things.”

Indeed, far from beingdivisive, diversity can be afactor for unity, for pullingeveryone in the companytogether in the commoncause. At Monster, thehuge online employmentagency, everyone is wel-come to join the companydiversity council, be theywhite males, blackwomen, or disabledAsians. “We want thiscouncil to be main-stream,” says Steve Pem-berton, Monster’s chief di-versity officer. “Everyonehas something to bringand something to learn.”

What traditional em-ployees come to appreci-ate, for example, is howimportant it is for Mon-ster to attract minority jobseekers, because Mon-ster’s corporate clientsare eagerly searching forthose candidates; of 104companies named topsfor diversity in several

magazine surveys, 96 areMonster clients. How dothose minority job seek-ers expect to be treatedby Monster staffers tryingto match them with em-ployers—do they want tobe identified as minori-ties? “We have done re-search on this question,”says Pemberton. “Abouthalf want to be identifiedas being diverse, and theother half do not.” So jobapplicants have a choiceof entering their résumésin a general channel, ormailbox, or entering themin a special diversity andinclusion channel. An-other interesting piece ofinformation that hascome out of Monster re-search is the hearteningnews that almost half ofwhite men and women

S4

(46%) express a prefer-ence for finding a place ina diverse, rather than tra-ditional, workplace.

Southern California Edi-son currently has nine for-mally recognized affinitygroups. Beyond the tradi-tional celebrations hon-ored by the company, thegroups host events cele-brating such occasions asRamadan, Nowruz (PersianNew Year), and the Los An-geles and Long Beach,Calif. Pride parades.“These events are at-tended by affinity groupmembers, other employ-ees, and executives—which sets a tone of inclu-sion throughout thecompany,” says FrankQuevedo, vice presidentfor equal opportunity at theelectric utility company.

M Y T HDiversity is

divisive.

R E A L I T YThe reality is that

if properly ex-plained by manage-ment, diversity can

bring a unifyingesprit to a com-pany’s efforts.

1No.

Diversity Special Advertising Feature

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FOR IBM, part of the busi-ness case is in the searchfor technical talent. DavidThomas has studied IBMand notes that the com-pany is wondering wherethe talented mathemati-cians it needs to fill itsranks will come from inthe future. In recent yearsIBM has found a readysource of some of thosehighly skilled workers injob seekers from Indiaand China. But as thesetwo countries advance,more of their young peo-ple are inclined to stayhome. So IBM is making aserious effort to enlargethe pool of American can-didates for its jobs, espe-cially expanding the num-ber of female candidates.For the past few years,IBM has sponsored a pro-gram that sends middleschool girls to a week ofsummer camp, wherethey learn about mathand science from IBM fe-

male instructors in a re-laxed atmosphere.

MGM MIRAGE, one ofthe world’s leading hoteland gaming corporations,wants to position its 23properties in Nevada, Mis-sissippi, and elsewhere asdestinations of choice foremerging markets of mi-nority consumers. Thecompany believes itsworkforce should reflectthe guests it serves.

Similarly, at TimeWarner (parent company ofFORTUNE’s publisher), onepersuasive business casefor diversity is to expandthe audiences for itsmovies, television shows,publishing titles, online ser-vices, and cable offeringsamong the growing minor-ity population. Having di-verse executives in seniorpositions not only helps the

company spot opportuni-ties it might otherwise havemissed, it also helps avoidcostly mistakes.

In 1996, the companylaunched the Spanish-lan-guage version of its enor-mously successful Peoplemagazine, People en Es-pañol. The initial tempta-tion was to simply trans-late the English-languageversion of the magazineinto Spanish. Hispanic ex-ecutives and otherswithin the company famil-iar with the target marketpointed out that thatcould be a serious mis-step. “A Hispanic womanmight be less interestedin Jennifer Aniston andBrad Pitt than she is in thestar of one of the telenov-elas on Spanish-languagetelevision,” observes LisaQuiroz, Time Warner’s se-

nior vice president forcorporate responsibility.So the magazine andwebsite are written andedited with the tastes andinterests of the Hispanicwoman in mind.

With its record of boldand original program-ming, the company’s HBOnetwork not only attractsan increasingly diverseaudience, but increasingnumbers of minority cre-ative artists are contribut-ing to it, as well. Amongthem is filmmaker SpikeLee, who brought his ideafor a documentary aboutNew Orleans, When theLevees Broke: A Requiemin Four Acts to HBO,which aired the film inSeptember. “In order tostay competitive in ourvarious industries, werecognize the business

S6

M Y T HThere is a singlebusiness case for

diversity.

R E A L I T YThe reality is thateach company hasits own business

case story.

2No.

Diversity Special Advertising Feature

www.fortune.com/sections

RECRUITINGFOR DIVERSITYIS EASY.

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With over a million diversity job seeker resumes in our database, Monster can help youbuild diversity and create a more vibrant workforce. We can help you identify candidateswith the qualifications your organization needs and target your search by geography,industry, education and more.

Learn more about Monster's Diversity & Inclusion resume database and our full suite of diversity recruitment products.

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need to seek out the bestwriters among underrep-resented populations,such as women, gays andlesbians, and people ofcolor,” says Quiroz. Tohelp accomplish thatgoal, HBO sponsors theBlack Filmmakers Foun-dation Summit, whichbrings together filmmak-ers and executives of topstudios. Time Warner isalso planning to launchthe Time Warner Story-telling AdvancementFund with the SundanceInstitute to support thedevelopment of projectsthat highlight the diver-sity of our common expe-rience.

Weyerhaeuser, the bigforest products companybased in the state ofWashington, makes amultifaceted case for di-versity. For one, honoringdiversity is not just abusiness imperative, it isconsistent with the com-pany’s dedication to valu-

ing people. “And if youlook at global demo-graphics, increasingly thetalent pool of engineers,chemists, and other peo-ple we need is increas-ingly diverse,” notes Ef-fenus Henderson, thecompany’s chief diversityofficer. Another factor inWeyerhaeuser’s commit-ment is that the invest-ment community increas-ingly demands corporatetransparency and honor-able reputation, which isreinforced by diverseleadership at all levels ofthe organization. Finally,customers are becomingmore diverse and theirtastes and preferencesare therefore evolving,especially in the demandfor homes, the construc-tion of which is a largeand growing part of Wey-erhaeuser’s business.Single women, minori-ties, and recently arrivedimmigrants do not neces-sarily have the same

housing requirements asthe traditional Americanfamily of four. Having di-verse teams makes Wey-erhaeuser more aware ofemerging needs andgives the company anadded ability to innovate.

Too often, minorityworkers lack the network-ing connections withinthe company that moretraditional workers have.So the minorities missout on opportunities, failto get promotions, be-come discouraged, andfrequently quit. “I havelooked at a number ofmajor organizations overthe past 15 years, and ifthey had the same reten-tion rate for blacks asthey do for whites, theywould have twice asmany blacks as they actu-ally have,” says Harvard’sThomas. “Too often thecorporate culture is notfocused on advancement,so advancement is left to chance.”

THE HIGHEST attritionrate occurs during the firstthree or four years aworker is on the job, ob-

M Y T HThe hardest part

of diversity is recruitment.

R E A L I T YThe reality is thatthe hardest part ofcreating a diverse

workforce is retention.

3No.

Diversity Special Advertising Feature

S8 www.fortune.com/sections

serves Weyerhaeuser’sHenderson. How the newarrival gets along with hisor her immediate supervi-sor is a crucial determi-nant in whether to stay orleave. “The relationshipwith that supervisor is themost important factor inturnovers,” he says. “Em-ployees don’t leave com-panies. They leave super-visors.” Henderson alsostresses the positive po-tential in the initial en-counter: A good first su-pervisor is an enormoushelp in welcoming, engag-ing, and integrating anewcomer into the com-pany. So Weyerhaeusermakes it clear to thosefirst-line managers howimportant they are.Turnover is not only de-moralizing, it is also ex-pensive.

Southern CaliforniaEdison says it is commit-ted to workforce diversityand has successfully re-tained minority employ-ees. “We have an out-standing track record,”says diversity chiefQuevedo. “We attributethis to several factors,among them our affinitygroups, which help em-ployees feel valued andallow them to share theircultures with all employ-ees.” The company alsoclaims an extensive lead-ership development pro-gram and mentoring pro-grams that help opendoors for minority em-ployees to new opportuni-ties within the company.

The executive leader-ship, management certifi-cation, and future leadersprograms, which are over-

seen by senior manage-ment, help prepare Edisonemployees for potentialopportunities and posi-tions that will be availableto them tomorrow.Through activities likebrown-bag lunches and

networking events, all em-ployees are encouraged toshare their points of viewand backgrounds with oth-ers. This helps foster a cul-ture that ensures that allemployees feel supportedand valued.

Special Advertising Feature

N e v a d a : B e l l a g i o • M G M G r a n d • M a n d a l a y B a y • T h e M i r a g e • Tr e a s u r e I s l a n d

M o n t e C a r l o • N e w Yo r k - N e w Yo r k • L u x o r • E x c a l i b u r • C i r c u s C i r c u s

R a i l r o a d P a s s • P r i m m V a l l e y R e s o r t s • S i l v e r L e g a c y • C i r c u s C i r c u s R e n o

C o l o r a d o B e l l e • E d g e w a t e r • G o l d S t r i k e • N e v a d a L a n d i n g

O u t s i d e N e v a d a : B e a u R i v a g e • G o l d S t r i k e - Tu n i c a • G r a n d V i c t o r i a • M G M G r a n d D e t r o i t

Diversity is astrategy as vital tosuccess in the toughand unforgivingcontemporarymarketplace as leanmanagement andoutsourcing.

ONE ASSUMPTION is thatminority workers are of alower caliber than othersand will be inferior per-formers. Judith Katz main-tains that often the reasonworkers fail to live up tostandards is that theirmanagers are not compe-tent. “In our experienceworking with companieswe’ve concluded thatabout 30% of them are notup to what their jobs re-quire these days,” shesays. “They rose to man-agement ranks because oftheir technical skills, butthey are not able to coachand get the best effortsout of their subordinates.”

BellSouth, the big At-lanta-based telecommuni-cations company, de-mands that its supervisorscreate a climate that iswelcoming and reassuresnew employees that theyare candidates for promo-tion regardless of their

gender, ethnicity, sexualorientation, age, or dis-ability. “The message weconvey is that we believein differences,” says Va-lencia Adams, BellSouth’schief diversity officer.” “Ifyour differences were notimportant to us, we wouldnot have hired you.” Bell-South wants its labor forceof more than 60,000 to beas varied as its customersand suppliers. “We wantto present, inside and out,a company that embracesdiversity,” says Adams.

MGM MIRAGE believesthat diversity raises stan-dards. “Diversity is key totapping maximum moti-vation and maximum per-formance from our teamsat every level, top to bot-tom; in all of our disci-plines; across all of ourproperties and busi-nesses,” says CEO TerryLanni. “Our premise issimple: An organizationthat values the contribu-tions of all people will de-rive the contributions ofits entire workforce.”

Safeway Stores, withheadquarters in Pleasan-ton, Calif., is also con-vinced that diversity raisesstandards. “The benefitsof a diversity of ideas andapproaches are a broaderpalette of opinions, whichresults in better deci-sions,” says executive vicepresident Larree Renda,who is chief strategist andadministrative officer. “Wealso need to have thecommitment to teamworkin leveraging and integrat-ing the wealth of ideaspresented.”

The supermarketchain’s approach has beento reward managers whosuccessfully identify anddevelop women and peo-ple of color, she says. “We

encourage managers toidentify nontraditionalstyles of leadership intheir groups and develop amentoring relationship,”adds Renda. “Employeeswho know they are valued,especially when theirstyles are different fromothers’, are more likely tobe productive contributorsover the long term.”

WITHOUT QUESTION, thestrong support of the CEOis essential, but it is notsufficient. What is oftenoverlooked is the impor-tance of involving the restof senior management inthe diversity effort. “Ifthose just below the CEOdon’t feel ownership andaccountability, very littlehappens,” says DavidThomas.

Adams of BellSouthagrees. “The CEO must setthe course and establishthe tenor,” she says. “But

no one person can carryout the program alone.”The telecommunicationscompany requires all se-nior managers to attenddiversity training courses.The CEO is chairman ofBellSouth’s diversity coun-cil and 12 other seniorleaders sit on it, as well,including the heads of hu-man resources, externalaffairs, and marketing.“This is not just a nicething to do,” says Adams.“The senior leaders conferon which diversity pro-jects to focus on.” Amongtheir other responsibilities,senior leaders are chargedwith making sure thatmanagers below themmentor their subordinates.

Safeway makes surethat operating divisionpresidents are fully en-gaged in the diversity ef-fort. “We have diversitychampions in each divi-sion who serve on our net-work diversity groups, andas diversity trainers,” sayschief strategist Renda.“Moreover, we have im-plemented a formalprocess for identifying andsharing best practicesacross our business.”Safeway believes that animportant advantage of itsintegrated approach issustainability. “Programsat some companies get in-troduced with a lot of fan-fare only to die on the vinewhen a subsequent prior-ity takes diversity’s place,”says Renda. “By giving di-versity a voice at all levelsof management we haveavoided that trap.”

This article is not meantto be an exhaustive list ofall the myths about diver-sity; there are others. Mostof the myths listed beganearly on in the movementtoward diversity and have

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M Y T HIf the CEO is onboard, diversity

will succeed.

R E A L I T YThe reality is thatif the rest of seniormanagement is notcommitted as well,diversity will fail.

5No.

Diversity Special Advertising Feature

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M Y T HDiversity

requires lowering standards.

R E A L I T YThe reality is thatdiversity can lead

to bringing out thebest performance

in everyone.

4No.

We can’t grow without you. And you. And you. And you.

Your ideas, your talent, your unique perspective. We’ve got a place for you at Weyerhaeuser,

a forest products company with business strengths from forestry to manufacturing. We recognize

that the fastest way to grow as a company is to seek out diverse, creative people and provide

opportunities to lead. From engineering to sales, from I.T. to operations, you can have a voice

in our growth. To learn more, visit us at www.weyerhaeuser.com/careers.

persisted for years. Othermyths have appearedmore recently. One ofthem is that diversity doesnot include white males.“You can’t have diversitywithout them,” points outconsultant Katz of KaleelJamison. It would be ludi-crous and ultimately self-destructive for a companyto behave as though thetalents and views of whitemales were expendable

simply because they aretraditional and familiar.

Another myth that hasgrown with the diversitymovement is that simplybecause the boss resem-bles the employee—fe-male, or Asian, or disabled,for example—he or she canautomatically see the worldthrough the employee’seyes. That’s not necessarilyso: A female boss mightnot be any more patient

than a male with a femalesubordinate who stayshome to take care of a sickchild; a boss who is a fathermight be more sympatheticthan a single woman.

Tulgan of Rainmakerbelieves that he has de-tected an emerging mythamong some of the work-ers of Generation Y, those30 and younger: that di-versity in any form isgood. “Some Gen Yersthink that every differ-ence has to be honored—bad attitude toward thejob, coming in late, what-ever,” says Tulgan. Thebusiness case for thisbizarre, or at least un-usual, perspective isfoggy—psychotic employ-ees will better relate topsychotic customers, per-haps? That’s a shakypremise, at best, and whywould a company seekout psychotic customers?The demands of the mar-

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THE NATIONAL ORGANIZATION FOR DIVERSITYIN SALES AND MARKETING is a resource for information

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UNITYFIRST.COM, a multicultural e-news service that

shares information with the diverse community and media, recently

launched the Business World Index to deliver business information

to both diverse and mainstream companies, consumers, and pro-

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DIVERSITY EXPERTS

Diversity Special Advertising Feature

www.fortune.com/sections

ketplace require compa-nies to hire and promotepeople regardless of theirgender, ethnicity, religion,age, or sexual preference—not regardless of their atti-tude or competence.

Myths, once they havetaken hold, are as endur-ing as they are damaging.Each day new ones aboutdiversity permeate corpo-rate America. So it’s thejob of management, espe-cially senior management,to keep identifying anderadicating these false-hoods as quickly as possi-ble. The cost of not doingso is a hobbled company.Organizations who meetthis challenge—the cham-pions of diversity—will bein far better competitivepositions to lead their in-dustries. –Lee Smith

To advertise in our Diver-sity sections call DebbieLinehan at 212-522-4632.

S12

We lead by example.

LIFE. POWERED BY EDISON.

Providing power to more than 13 million people in 430 communities, large and small, Southern California Edison, an Edison International company, strives to be a reflection of those we serve. All employees seeking to grow in their careers are empowered to do so in an environment of integrity, excellence and respect. Their diverse backgrounds only add to their potential…and ours.

To learn more about life at Edison International or to submit your resume online, please visit:

www.edisonjobs.com

Equal Opportunity Employer

S14

TOP COMPANIES FOR MINORITIES

LEADING COMPANIES FOR A DIVERSE WORKFORCE

To find out how committed America’s largest companies are to ad-

vancing diversity within their own organizations, the Diversity Net-

work surveyed the universe of companies with annual revenues of

$500 million or more. To find corporate stewards of diversity it re-

viewed each company’s minority supplier programs, and looked at

the percentage of diverse employees in its workforce, including the

C-suite. It also examined the extent to which diversity is an integral

part of each corporation’s business strategy, and how its top execu-

tives are held accountable for their diversity efforts in terms of per-

formance evaluation and compensation.

ABBOTT

AFLAC

ARAMARK

AT&T

BRINKER INTERNATIONAL

CITIGROUP

COLGATE-PALMOLIVE

DAIMLERCHRYSLER

DUPONT

FEDERAL EXPRESS

FREDDIE MAC

HILTON HOTELS

HSBC-NORTH AMERICA

JPMORGAN CHASE

LIZ CLAIBORNE

LUCENT TECHNOLOGIES

MARRIOTT

MERCK

NIKE

NORDSTROM

NORFOLK SOUTHERN

PG&E

PROCTER & GAMBLE

SOUTHERN CALIFORNIA EDISON

COCA-COLA

TIME WARNER

UPS CORPORATE

WAL-MART STORES

XEROX

YUM! BRANDS

ALLSTATE INSURANCE

ARCHSTONE-SMITH COMMUNITIES

DUPONT

EMC

GANNETT

H.J. HEINZ

INTEL

JPMORGAN CHASE

MEADWESTVACO

PEPCO HOLDINGS

PRUDENTIAL FINANCIAL

QUALCOMM

SAFEWAY

UNITED TECHNOLOGIES

U.S. CELLULAR

How does a companymake it into the elite tier ofdiversity leaders listed onthe following pages? “Itstarts with focusing on di-versity as an area in whichthe company wants to bebest in class,” says DavidThomas, senior associatedean at Harvard BusinessSchool, who helped TheDiversity Network compilethe Top Companies for Mi-norities list (below). “In

every other dimensionCEOs and senior man-agers set out to be thebest, but when it comes todiversity they comparethemselves to others intheir industry and settlefor being average. That’snot the route to success.”

A common mistakethat companies make increating the right climatefor diversity is relying tooheavily on magic-bullet

solutions, such as men-toring programs, Thomascontinues. “When thoseprograms don’t addressthe full spectrum of fac-tors as to whether peopleare integrated into thecompany, they won’twork.”

One of the reasons thatmiddle managers resistdiversity efforts is that noone in senior manage-ment tells them what they

are supposed to be doingdifferently, says Thomas.No one answers for themthe question: What will itlook like if my area of au-thority is an inclusiverather than exclusive envi-ronment?

Companies that facesuch shortcomings anddispel the myths includedin the accompanying storywill be in the running to bechampions of diversity.

STEWARDS OF DIVERSITY

The Way to the Top

Diversity Special Advertising Feature

The Diversity Network’s core mission is to help U.S. companies diver-

sify their workforces so the full spectrum of America’s demographic

mix is represented at all levels, including management.

The Diversity Network’s focus is threefold:

● to help corporations attract and hire the talent they need to be-

come more competitive and develop new markets through diversity;

● to work closely with a multicultural talent pool of candidates and

identify career paths that leverage their experiences and ambitions;

● to match experienced and qualified minority suppliers with pur-

chasing managers seeking a broader pool of suppliers.

S16

LEADING CEOs EXEMPLARIES

LEADING CDOs EXEMPLARIES

GLOBAL CORPORATE LEADER EXEMPLARIES

LEADER COMPANIES BY INDUSTRY SECTOR

ABBOTT Miles White

COCA-COLA Neville Isdell

CUMMINS Tim Solso

DELOITTE Barry Salzberg

EASTMAN KODAK Antonio Perez

GE Jeff Immelt

HEWITT Dale Gifford

KAISER George Halvorson

LOCKHEED MARTIN Robert J. Stevens

PEPSICO Steve Reinemund *

PITNEY BOWES Michael Critelli

PROCTER & GAMBLE A.G. Lafley

SODEXHO Dick Macedonia (USA);

Michael Landau (Global)

THE CALVERT GROUP Barbara Krumsiek

TIME WARNER Dick Parsons

WACHOVIA Ken Thompson

WEYERHAEUSER Steve Rogel

XEROX Anne Mulcahy

* Effective Oct. 1, Indra Nooyi will be CEO,

Reinemund will be chairman

ALLSTATE Anise Wiley-Little

BELLSOUTH Valencia Adams & Bob Reed

CITIGROUP Ana Duarte McCarthy

COLGATE-PALMOLIVE Philip Berry

DAIMLERCHRYSLER Monica Emerson

DELOITTE Redia Anderson Banks

EASTMAN KODAK Essie Calhoun

HEWITT Andres Tapia

JOHNSON & JOHNSON

JoAnn Heffernan-Heisen

JOHNSON CONTROLS Charles Harvey

KAISER PERMANENTE Ron Knox

L’OREAL Edward Bullock

MAJOR LEAGUE BASEBALL Wendy Lewis

MCDONALD’S Pat Harris

MERRILL LYNCH Subha Barry

MGM MIRAGE Punam Mathur

MONSTER Steve Pemberton

MOTOROLA Candi Castleberry-Singleton

PRICEWATERHOUSECOOPERS

Chris Simmons

SODEXHO Rohini Anand

STARBUCKS May Snowden

VERIZON Magda Yrizarry

WACHOVIA Rosie Saez

WAL-MART Charlyn Jarrels-Porter with

Esther Silver Parker

WEYERHAEUSER Effenus Henderson

COLGATE-PALMOLIVE

COCA-COLA

IBM

INTEL

JOHNSON CONTROLS

L’OREAL

PFIZER

PROCTER & GAMBLE

SODEXHO

XEROX

AEROSPACE & DEFENSE Lockheed Martin

CONSUMER PRODUCTS Procter &

Gamble; Colgate-Palmolive; L’Oreal

DISTRIBUTION Sodexho

FINANCE CitiGroup; Wachovia

FOOD McDonald’s

FOREST PRODUCTS Weyerhaeuser

HEALTH Kaiser; Johnson & Johnson

HOSPITALITY Marriott; MGM MIRAGE

HUMAN CAPITAL Hewitt; Monster;

Hudson; Adecco

MANUFACTURING Xerox

MEDIA Time Warner

NONPROFIT AARP

PHARMACEUTICALS Abbott

SPORTS Major League Baseball

TECHNOLOGY IBM; Motorola;

CISCO

TELECOMMUNICATIONS Verizon;

BellSouth/Cingular

UTILITY Exelon

Diversity Best Practices (DBP) is a membership-based organizationfor senior diversity practitioners and their executive officers. It pro-vides leadership options, best practices, counsel, in-depth researchand reports, benchmarking tools, and forums necessary to createsustainable diversity solutions.

Members receive: publications; special reports and white pa-pers; research studies and surveys; benchmarking and competi-tive analysis; access to a password-protected website; invita-tions to best-practice management sessions; help with branding;and counseling services.

DIVERSITY LEADERS

Diversity Special Advertising Feature

For over five years Diversity Best Practices has been tracking di-versity leadership issues of CEOs and CDOs, and is proud to workwith more than 300 companies and organizations. DBP publisheslists and reports. DBP annually recognizes the top CEOs against14 specific criteria, and chief diversity officers advancing minori-ties in the workforce, workplace, marketplace, and supplier base.

These executives have integrated diversity objectives into theircore business strategy. In addition, DBP conducts surveys to un-cover those companies that are the champions of diversity intheir industry sector, and those that have the most extensiveglobal diversity initiatives in place—such as cross-cultural com-petencies.

and everything in between

Diversity Fuels Our Creativity. At Time Warner we recognize the power and value of a workforce that brings a spectrum of backgrounds and points of view to the table. So whether you are intrigued by the bad guys,

or humbled by the good guys, we know that the creative minds of our people enable Time Warner to produce content that appeals to every audience we reach.

www.timewarner.com/careers

ALL TRADEMARKS AND SERVICE MARKS REFERENCED HEREIN ARE OWNED BY THE RESPECTIVE TIME WARNER COMPANY AND/OR ITS AFFILIATES. ©2006 Time Warner Inc.