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Educate. Equip. Empower. CVS Caremark takes great pride in its commitment to diversity and inclusion. The company’s unique approach to diversity management sets it apart as a global leader, providing tools and resources that enable CVS colleagues to manage diversity and fully integrate it into all aspects of their daily lives. This vision of strategic diversity management requires the company to consider diversity in all aspects of the enterprise, including workforce representation, colleague engagement, talent systems, and the marketplace. Colleague Resource Groups Expand Opportunities CVS Caremark’s Colleague Resource Groups (CRGs) are valuable resources to both colleagues and external partners. CRGs focusing on disability issues, as well as the needs of veterans, help the company collaborate with local, state, and federal governments, community-based organizations, and other companies to educate, equip, and empower CVS Caremark colleagues and community members to reach their full potential. The company will continue to leverage CRGs by hosting training sessions and participating in recruiting events such as Hiring Our Heroes. Initiatives for 2014 will include the integration of newly revised federal regulations regarding equal employment opportunity and affirmative action for veterans and individuals with disabilities. The Workforce Initiatives Team CVS Caremark also benefits from the efforts of its Workforce Initiatives (WI) team, which have yielded hundreds of community-based, faith-based, local, state, and federal partnerships, as well as tens of thousands of employment opportunities for people who may not have otherwise found jobs. The WI team provides training, support, and a welcoming environment that leads to permanent employment opportunities with the company. The team is also spearheading ongoing efforts to increase the number of veterans, guard members, and military spouses CVS Caremark hires nationwide. In turn, the company benefits from increased colleague engagement, better retention rates, and higher productivity—a win-win situation that will continue in 2014. Enjoying longstanding relationships with partner organizations, CVS Caremark’s CRGs and its WI team demonstrate the company’s commitment to identifying diverse talent pools and opportunities for employment that benefit the company, the CBOs, and members of the broader community. The company’s strategic approach to diversity management will continue to result in a workforce that reflects the communities in which CVS Caremark professionals live, work and do business. PDJ
Inclusion at Deloitte— Leading from the Front
At Deloitte, inclusion benefits from the progress of foundational initiatives, notably WIN (an Initiative for the Retention and Advancement of Women) now celebrating its 20th anniversary, as well as the recent expansion of formal programs that better support workplace generations, well-being, and flexibility. Over the last year, Deloitte has strengthened its commitment to inclusion by taking two key actions. First, the company appointed four high-level inclusion leaders who would report to Chief Inclusion Officer Deb DeHaas and oversee these four initiatives respectively: WIN; Diversity; Work-Life Fit; and the Deloitte University Leadership Center for Inclusion (LCI). Second, the LCI was launched in March 2013 as a platform that enables Deloitte associates, clients, and thought leaders to engage in dialogue and innovation to advance the inclusion conversation. Inclusion Opportunities Ahead The company’s next big opportunity is to strengthen and refine inclusion, which is integral to Deloitte’s talent strategy, and leverage the insights of its Leadership Center for Inclusion, which reflect a culture supportive of everyone bringing his or her authentic self to work. There are two areas of particular focus: work-life fit/ flexibility, which looks at the type of work people want to do, as well as when, how, and where they want to do it; and the integration of four generations in the workplace, so that the company may benefit from their collective contribution. Un-covering Everybody’s Best Self A key area we are exploring is “covering” and its consequences in the workplace. Covering occurs when people downplay their differences in order to better fit with mainstream perceptions. It’s a practice that can hurt individual productivity and sense of self at work. The recent Deloitte University Leadership Center for Inclusion (LCI) report, “Uncovering Talent: A New Model for Inclusion,” co-authored by Christie Smith, Managing Principal, LCI, Deloitte LLP and Kenji Yoshino, Chief Justice Earl Warren Professor of Constitutional Law at NYU, examines how individuals cover in four ways: appearance, affiliation, advocacy, and association. The study results support the view that inclusion issues, like covering, don’t just apply to historically underrepresented groups, but rather have an impact on everyone. The full report is available online at: www.deloitte.com/ us/uncovering. PDJ
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WHAT’S NEXT
››› November/December 2013
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