Erby Foster Jr.

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• Erby Foster Jr.
• Director of Diversity and Inclusion
• The Clorox Company

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A Word About Accountability

• Erby L. Foster, Jr.
• Director, Diversity Inclusion
• The Clorox Company
• April 23, 2009

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Accountability

• Accountability is a concept in ethics with
  several meanings. It is often used synonymously
  with such concepts as responsibility,
  answerability, enforcement, blameworthiness,
  liability and other terms associated with the
  expectation of account-giving. As an aspect of
  governance, it has been central to discussions
  related to problems in both the public and
  private (corporation) worlds.
• Accountability is defined as "A is accountable to
  B when A is obliged to inform B about As (past
  or future) actions and decisions, to justify
  them, and to suffer punishment in the case of
  eventual misconduct".
• In leadership roles, accountability is the
  acknowledgment and assumption of responsibility
  for actions, products, decisions, and policies
  including the administration, governance and
  implementation within the scope of the role or
  employment position and encompassing the
  obligation to report, explain and be answerable
  for resulting consequences.

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Diversity Leadership Statement

• At Clorox, we view diversity as a business
• imperative, not just a Human Resources
  initiative.
• We believe the most effective way to approach
  diversity is to focus our efforts in three areas
  our employees, the suppliers we work with, and
  the consumers of our products. We are committed
  to each area, and will continue to link our
  diversity efforts in this way.
• When we build the capability to effectively
  connect with people across a broad range of
  diverse backgrounds, then we can win in markets
  and our communities around the world.
• Don Knauss, Chairman CEO
• Chair, Diversity Advisory Board

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Consumer Insights

• America is no longer a mass market.
• Minorities are a big group. They represent 33 of
  population
• They are growing 6-15 times faster than general
  population
• Disposable income growing 50-300 faster,
  creating a major source of business growth and
  profitability

Source San Francisco Chronicle, May 17, 2007
U.S. Census Bureau
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People Culture TeamVision and Purpose

• The vision of the People and Culture Team (PCT)
  is to drive business success by bringing our 1
  Corporate strategy to life globally
• Be a high performance organization of
  enthusiastic owners
• The purpose of the PCT is to be accountable for
  our global people strategies and processes
  including
• Values-based culture
• Engagement
• Total Rewards (compensation and benefits)
• Talent Management
• human resource planning, capability development,
  leadership development, succession planning,
  recruiting
• Diversity
• People policies

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People Culture TeamExecutive Members

• Senior Vice President Human Resources (leader)
• Chairman Chief Executive Officer
• EVP Chief Operating Officer
• EVP International
• EVP Strategy Growth
• SVP Chief Financial Officer
• SVP General Counsel
• VP GM, Cleaning Division
• VP GM, Specialty Division
• VP Chief Information Officer
• VP Controller
• VP - Marketing
• VP Product Supply
• VP Research Development
• VP - Sales

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Diversity Business Case
Diversity as a Business
Consumers
People
Suppliers
Diversity is a business imperative, not just a HR
initiative
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Diversity Journey
2004
2009
Employee Resource Groups
Business Case for Diversity
Competitive Advantage for Talent
External Recognition
Bridge to Business
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Diversity Approach
Culture of Inclusion
External Focus Partnerships Networks Hiring
Internal Focus ERGs Mentoring Inclusion Training
Diversity and Inclusion
Functional People Strategies
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Bridging Employees Passion to Strategy

• Be a high-performance organization of
  enthusiastic owners
• ERGs provide development opportunities, share
  consumer insights, and enhance engagement
• Win with superior capabilities in Desire, Decide,
  Delight
• A fully engaged diverse organization drives
  greater productivity, effectiveness, and
  innovation
• Accelerate growth both in and beyond the core
• Developing our brands with diverse consumers is
  one of our biggest growth opportunities
• Relentlessly drive out waste
• To be competitive in the marketplace, we must be
  able to attract and retain diverse employees

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Why Diversity Programs Fail

• Confusion between diversity and inclusion
  initiatives
• Diversity metrics center mostly on representation
• Inclusion metrics reflect organizational health
  employee engagement
• Isolated diversity function
• Siloed and disconnected from other areas of the
  business
• Neither accessed nor made accessible to senior
  management
• Focusing just on compliance
• Delivery of training and percentage of employees
  who have completed
• Lack evidence in decision-making, promotion
  criteria, strategic direction, and professional
  development
• Blurred vision
• Trainings, or cultural awareness events, or
  activities that look like diversity work
• Companies are often reluctant to measure and
  assess where they are in the diversity process
• Asking for feedback raises expectations and
  ignoring these answers make the company
  vulnerable
• Source Black EOE Journal

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Commitment Involvement

• Whats Your Diversity EQ?
• In order to achieve diversity and inclusion, the
  journey must be Visible, Inclusive, and
  Integrated.
• Is the work were doing Visible (can be seen from
  every angle and view)?
• Is it Inclusive (all voices in the room and
  welcoming to everyone)?
• Is it Integrated (into everything we do and all
  that we are)?
• Roles Responsibilities
• Executive Champion Drive partnership throughout
  Clorox
• Relationship Partner Align partnership
  priorities with business strategy
• ERG Drive advocacy to attract, recruit, retain,
  promote diverse employees
• Function Managers demonstrate personal
  commitment and active involvement
• Function Mix (10 Bowling Pins) Key To Success
• 1 Vice President serve as Executive Champion
• 2 Directors in a team captain/board leadership
  role
• 3 Managers attend diversity events as active
  members
• 4 Staff get involved as volunteers for chapter
  activities
• 10 Total members per organization

Source 7 Keys 2 Success Unlocking the Passion
for Diversity by Rosalyn Taylor ONeale We
should not target employees for participation
based on Gender, Ethnicity, Race, Sexual
Orientation or other Self-Identification
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Town Hall Meeting
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Open House
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Top Chefs at Clorox Pride Month
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Hispanic Employees in the Media
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Path ForwardCulture of Inclusion

• Typical Behaviors and Beliefs along the Diversity
  Journey
• Pre-Awareness Conversations often consider
  "diversity and excellence" as "either/or"
  propositions
• Diversity Awareness Diversity issues and
  diversity-related services are often delegated to
  underrepresented minorities and to women as
  "their" task
• Transition State People struggle with how to be
  inclusive and at the same time how to value
  differences
• Intentional Inclusion Discussions consciously
  include how diverse staff may be affected by any
  decision, program, or policy being considered
• Culture of Inclusion Inclusiveness and diversity
  are assumed to be part of the way Clorox does
  business

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Multicultural Workforce