Affinity Groups

1
Affinity Groups Business Resource Groups

• April 6, 2006
• Fernando J. Hernandez
• SVP Multicultural Diversity Strategy

2
Are Affinity Groups/BRGs Viewed as Strategic?

• Embraced at the CEO, COO
• Executive champion
• Goal alignment with BU objectives
• Business case/value prop.
• Human/capital resources
• Clearly defined goals objectives
• Communications (internal/external)
• Corporate Diversity Council

• Understanding of key demographics
• New market opportunities
• HR diversity as a competitive advantage
• Diversity/cultural sensitivity training
• Benchmarking
• Stated objectives
• Score card

3
Corporate Governance Model

• RESPONSIBILITIES
• Approves and communicates the strategy
• Delivers ongoing leadership endorsement and
  support
• Actively oversees strategic initiatives

• Endorses strategies and identifies functional
  owners
• Is held accountable for deliverables
• Submits quarterly updates to the Executive
  Committee
• Provides oversight and resources

• Provides governance for diversity initiatives
  across enterprise
• Drives, prioritizes and reviews initiatives
  ensuring alignment with corporate and diversity
  strategies
• Is in charge of the implementation and execution
  of the strategy
• Focuses on successful completion and realization
  of initiative benefits
• Reports to the Operating Committee quarterly, at
  minimum, on progress
• Establishes corporate level metrics and
  benchmarks and reports on aggregated initiative
  benefits
• Provides forum for education and segment
  knowledge to Operating Committee, Lines of
  Business and Corporate Business Partners

• MEMBERSHIP
• Chair CEO, COO, etc.
• Subset of the Operating/Executive Committee
• Additional key leaders from the Lines of Business
  and Corporate Business Partners, as needed
• Diversity Council integrated into this Cabinet

4
Owning Diverse Human Capital
Corporate ownership for human capital HR, BU
heads and Diversity Officer
Retention of diverse talent

• Identify hi-potential diverse talent early in
  their careers
• Development (formal informal mentorship,
  coaching)
• Career-pathing
• Mid and senior level succession planning
• Promotion
• Ensure presence of culturally inclusive
  environment

Recruitment of diverse talent

• Establish relationships with HBCU and their
  alumni associations (Historically Black College
  Universities)
• Current intern program partnerships
• INROADS
• NABA
• Intern programs to consider
• United Negro College Fund
• The National Urban Leagues Black Executive
  Exchange (BEEP)
• Other national and local level diversity
  organizations to consider
• National Black MBA
• National Society Of Hispanic MBAs
• National Council of La Raza
• NAACP
• National Association for Female Executives
• Organizations that focus on the mature and
  disabled

• Diversity recruitment
• Diverse slate of candidates
• Feeder pool junior levels
• Diversity recruitment awareness training
• Linkage/support from internal BGRs
• Involve successful diverse employees in targeted
  schools or community groups community outreach
• Promote ongoing participation in student and
  professional networks
• Professional partnership/affiliation
• Executive network organizations outreach
• Create multiple exposures to potential candidates
  internships, co-ops, mock interviews, external
  mentoring programs, open houses, etc
• Central depository to track diversity related
  activities

5
Maturity Greater Corporate Value
Start-up affinity groups
Mature BRGs support new market entries

• Need mission/vision Developing
  todays and tomorrows diverse business leaders
• Passionate core team
• Need linkage to BU
• Executive support
• Bylaws
• Need methods procedures
• Clear goals
• Governing body
• Funding
• Legal entity 501C3
• Reporting on accomplishments
• Tools

• Support revenue enablement
• Brand enhancement
• Improve efficiency/effectiveness
• Human capital
• Retention
• Acquisition
• Ensure presence of culturally inclusive
  environment
• Development/training
• Mentorship
• Career pathing

6
Role of BRGs
Role of BRGs in supporting diverse human capital
Listed are some components that Best in Class
companies have found to be successful

• Executive sponsorship commitment
• Call out diversity in our core operational
  values tie to selection/hiring process
• Establish recruitment strategy/goals that reflect
  the organizational need and workforce by
  demographics
• Well thought out retention programs that include
  development, succession planning and formal
  mentoring programs
• Staff, budget
• Increased diversity representation at all levels,
  specifically at the executive levels
• Diversity awareness/sensitivity training
• Develop diversity strategies and action plans for
  the corporation and individual Business Units
• Multicultural marketing branding of our
  inclusive workforce and strategy
• Diversity inclusion website presence both .com
  .net

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Critical Success Factors

• Clear support and direction from executive
  management
• Clear understanding of the business case (value
  to business)
• Infrastructure/resources (human financial)
• Spirit of collaboration
• Internal
• Division/Business Units
• Company-wide employee resources (HR)
• Community relations/ constituency relations
• Celebrate successes and recognize accomplishments
  - Chairmans Award
• External
• Strategic alignment with key organizations
• Partner with established BRGs - Dont reinvent
  the wheel
• Present clear message
• Resources to support activities and programs
• Shared goals and objectives throughout
  corporation

8
Linkage to Corporate Ownership for Human Capital
Diversity Officer, EC, BU Heads and HR
Diversity Officer
Business Unit Heads

• Sets the enterprise wide multicultural
  diversity strategy in concert with Business Units
  , HR, BRGs key constituencies
• Drives, prioritizes and recommends initiatives
  ensuring alignment with corporate objectives and
  multicultural strategies

• Endorses strategies and identifies functional
  owners
• Accountable for deliverables
• Submits quarterly updates to the Executive
  Committee
• Provides oversight and resources
• Linage with BRGs key constituencies
• Responsible for the execution of the BU and EC
  diversity goals and objectives

Executive Committee

• Approves and communicates corporate strategy
• Delivers ongoing leadership endorsement and
  support
• Actively oversees strategic initiatives
• Holds BU accountable for goals

HR Lead

• Support execution of BU strategy with
• Creation of a culture where diversity thrives
• Employee Diversity retention, recruitment,
  development, mentorship and change management
• Quarterly reporting of status
• Tools and tactics

9
Case Study of Mature BRG
10
HISPA Case Study
HISPA was established in 1984 as the Hispanic
association of ATT employees. HISPA is
considered to be the premiere Hispanic
professional organization in the early 1990s
with over 23 chapters and over 2,000 members. Its
membership includes representatives of every
Hispanic cultural group in the world.
HISPAs mission

• To provide Hispanic/Latino youth and
  professionals the mentorship and resources to
  achieve personal and professional excellence thus
  enabling them to contribute to corporate, civic
  and community leadership.

HISPAs vision

• Developing todays tomorrows Hispanic/Latino
  leaders.

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HISPA Case Study

• To provide HISPA members and Hispanic/Latino
  youth the mentorship and resources to achieve
  personal and professional excellence.
• To establish partnerships with educational,
  community, civic and corporate organizations in
  creating a world-class workforce that recruits,
  retains, develops and promotes HISPA members to
  achieve their maximum potential.
• To promote mentorship, education and philanthropy
  in the Hispanic/Latino communities with a strong
  focus on Hispanic/Latino youth.
• To develop relationships with key organizations
  that may assist in advancing the mission of
  HISPA.
• To share our culture, promote diversity and
  increase cultural awareness.

HISPAs goals
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HISPA Case Study
HISPAs value proposition
HISPA provides its active members

• exceptional and unique professional development
  through training, networking and mentoring
• exciting leadership opportunities at the local
  and national level
• rewarding and invaluable community service
  activities focused on educational and mentorship
  programs for Hispanic/Latino youth and a chance
  to make a difference in their lives

13
HISPA Case Study
HISPA provides

• Rewarding and invaluable community service
  activities focused on educational and mentorship
  programs for Hispanic/Latino youth and a chance
  to make a difference in their lives. HISPA
  members have raised and contributed over 1
  million.
• Key partnering opportunities with ATT leaders
  working towards the advancement of ATT's
  business strategy and their constituencies'
  objectives.
• Active partnerships with Society of Hispanic
  Professional Engineers (SHPE), National Society
  of Hispanic MBAs (NSHMBA), National Council of La
  Raza (NCLR), US Hispanic Chamber of Commerce
  (USHCC), Hispanic Affinity Groups at Cisco, HP,
  SBC and Nortel among others.
• Vital opportunities to serve as role models to
  Hispanic/Latino youth making a difference in the
  development of our future leaders.