[Pages S4940-S4953]
From the Congressional Record Online through the Government Publishing Office [www.gpo.gov]

AFFIRMATIVE ACTION

Ms. MOSELEY-BRAUN. Mr. President, I rise to speak about a subject
that has taken a lot of time and attention, particularly in these days,
which goes I think to the heart of the American dream and the future
that we face as a nation. That subject, of course, is affirmative
action.
Mr. President, if I could withhold for just 1 second, please.
Mr. President, I suggest the absence of a quorum.
The PRESIDING OFFICER. The clerk will call the roll.
The assistant legislative clerk proceeded to call the roll.
Ms. MOSELEY-BRAUN. Mr. President, I ask unanimous consent that the
order for the quorum call be rescinded.
The PRESIDING OFFICER. Without objection, it is so ordered.
Ms. MOSELEY-BRAUN. Mr. President, thank you for your patience and
indulgence.
Mr. President, I rise this evening to speak about affirmative action.
There has been a great deal of discussion about affirmative action
lately. Unfortunately, too little of that discussion has focused on the
facts. Affirmative action is about working people, about middle-class
families, and about jobs.
It is about the basic right of all Americans to have access to
education, to have the opportunity to get a good job, to have the
opportunity to be promoted when they work hard--to do better than their
parents did. It is, quite simply, about ensuring fundamental economic
fairness for all our citizens.
We have come a long way in ensuring that economic opportunity exists
for all Americans; yet much work remains to be done. That is why it
would be extremely shortsighted at this point in time for the Senate to
retreat on affirmative action. Before we act, we must consider all of
the facts.
We cannot allow cynical political games to be played with an issue of
this much importance. And we cannot allow ourselves to fall prey to
attempts to make affirmative action a debate about race. It is not.
What affirmative action is really about is fundamental fairness. It is
about whether each of us will be allowed to fully participate in
society, regardless of our gender or race, or will instead be held back
by conditions that have nothing to do with merit, or talents and
abilities. It is a debate that lies at the core of our national
economic competitiveness.

the truth about affirmative action

Mr. President, if we consider all the facts, it is abundantly clear
that affirmative action is about equal economic opportunity, not just
for minorities, but for women as well. It is about providing a chance
to compete for those who may still be limited by a glass ceiling or
artificial barriers to participation in our economy. In addition,
affirmative action is now a business imperative for our country. In
spite of the rhetoric and myths surrounding this concept, the truth is
that every American stands to benefit when each citizen is given a
chance to contribute to the maximum extent of his or her ability.
Our work force is changed. Our country has moved in the direction of
making the American dream of opportunity a dream that is open to all
Americans. Affirmative action has played a major role in opening up
doors and providing opportunity for the millions of people who did not
have a chance to participate in the full range of economic activities
this country has to offer. And our society has benefitted as a result.
In 1964, when the first Executive order on affirmative action was
issued, there were approximately 74 million working Americans. By last
year, that number had grown to just over 123 million. In other words,
since 1964, our economy has created 50 million new jobs. Although women
and minorities entered the work force in unprecedented numbers, these
new jobs were not created by taking away jobs held by men. Rather, they
were created by making use of the talents that a diverse work force
brings to our economy, and using those talents to help create new
economic growth and more, new jobs. Affirmative action is not about
taking away opportunity but about creating it.
I would like to take a moment to review the experience working women
have had with affirmative action. Because many employers made a
commitment to fostering diversity, women made significant inroads into
professions that had previously been off limits to them. In 1972, women
comprised a mere 3 percent of architects. By 1993, that number had
climbed to 18.6 percent. In 1972, women were 10 percent of all
physicians, but by 1993, that number had grown to 22 percent. In 1972,
women made only 4 percent of all lawyers, a number that grew to 23
percent by 1993. And, I might add, this is despite the fact that the
Supreme Court, in Bradwell versus Illinois, once upheld a decision by
my home State to deny an eminently qualified woman, Myra
[[Page S4941]] Bradwell, the right to practice law, solely on the basis
of her gender.
Women have made equally significant gains in the science fields. In
1972, women comprised a dismal 0.8 percent
of all engineers--less than 1 percent! But by 1993, that number had
grown to 8.6 percent. In chemistry, women's share of the jobs grew from
10 percent in 1972 to almost 30 percent in 1993.

In 1972, there were so few female airline pilots that the Department
of Labor did not even bother to keep track. By 1993, women were 4
percent of airline pilots--a gain worth celebrating, although there is
clearly still a long way to go. In the advertising profession, women
went from 22 percent of the work force in 1972, to 50 percent in 1993--
almost equal their percentage of the population. And the good news does
not stop there. Women hold 42 percent of college teaching positions,
compared to 28 percent in 1972.
Even more importantly, a rapidly growing number of women now own
their own businesses--they are the bosses! During a recent 5-year
period, the number of women-owned businesses increased by 58 percent,
four times the rate of growth for all businesses. And during that same
period, the revenues for women-owned businesses nearly tripled to over
$275 billion. The number of women-owned manufacturing businesses more
than doubled in that 5-year period, and the revenues of those
businesses increased almost six-fold over those 5 years.
I could go on--and in the coming weeks and months, I will. But today,
I simply want to underscore that the achievements working women have
made, would not have occurred without a commitment by employers' to
seek out, and to foster, diversity. Affirmative action is at the heart
of that commitment.

african-american men still most in need

Mr. President, it is also worth pointing out--when we discuss the
progress that women have made--that African-Americans in general, and
African-American men in particular, have benefitted the least of any
group from affirmative action. When you say the words, ``affirmative
action,'' many people automatically think of a black man as the
beneficiary.
Consider this: Median annual earnings for African-American men have
actually shown little or no improvement over the past two decades
compared to white men. In 1975, black men earned 74.3 percent of what
white males did. In 1985, that figure was 69.7 percent, a drop of
almost 5 percent points. In 1993, that figure was back up to 74
percent--but still lower than the 1975 level.
In 1979, 99.1 percent of senior level male employees were white,
while 0.2 percent were black. In 1989, the figure for white males had
declined slightly to 96.9 percent, while blacks has risen to 0.6
percent--still less than 1 percent.
Unfortunately, the lack of progress by black men applies across the
board, regardless of qualifications or education level. And the fact
remains that, for black men, professional degrees do not necessarily
close the earnings gap: African-American men with professional degrees
earn 79 percent of the amount earned by white males who hold the same
degree, and who are in the same job category.
And finally, a Wall Street Journal study showed that in the 1990-91
recession, black men were the only
group that suffered a net employment loss. They suffered job losses in
36 States, and in 6 of the 9 major industries. They held 59,479 fewer
jobs at the end of the recession than they had held at the beginning. I
could go on citing statistics. But what these numbers tell us is that,
despite the claims of affirmative action opponents, black men are not
taking all of the jobs that were formerly held by white men.

This group--black men--is the segment of the population that has
faced the most persistent discrimination, that has encountered the
toughest problems, and has had the longest road to travel. Without our
past efforts to create equal opportunity, black men might be much worse
off; at the very least, this is not the time to compound the problem.
The fact remains that, while white men are approximately one-third of
the population, they comprise 80 percent of the Congress, hold four-
fifths of tenured positions at colleges and universities, constitute 95
percent of Fortune 500 companies' senior managers and 99.9 percent of
professional athletic team owners, and have been 100 percent of U.S.
Presidents. I addition, an examination of historical unemployment
tables debunks the myth that jobs are going to black men at the expense
of white males. The fact is that unemployment rates for white males
have remained relatively steady, while unemployment rates for black
males have increased. In 1972, unemployment among white males was 5.1
percent, compared to 10.4 percent for black males. In 1994, the
unemployment level for white males was 5.3 percent, a slight increase
of +0.2 percentage points from 1972. In contrast, the 1994 unemployment
rate for black males was 11.5 percent, an increase of +1.1 percentage
points. Again, in spite of affirmative action, the facts show that
white men are not losing jobs to black men.
I cite the numbers because it is important, I think, to debunk the
notion that affirmative action is a zero sum game that pits one group
of Americans against another, and may be seen as a basis for dividing
us to whatever degree is necessary. This is why this debate is so
important and why we have to communicate the truth about affirmative
action to the people. As my mother used to say, we may be as different
as the five fingers are, but we are all parts of one hand. We need each
other and the benefits that our diversity provides. To allow
affirmative action to be reduced to a them versus us conflict
allows a short-sighted political game to obscure our common long term
interests.

The fact is, as Americans, we are all in this together, and we all
have a tremendous challenge to face together in this time of change in
the world, and in our country. Affirmative action ought to be the focus
of our collective efforts to make things better for everyone--it ought
to be part of a great debate about the direction we must take--
together--to address the critical economic and social issues of our
time.
We have a significant economic agenda to tackle. We need to continue
our work toward balancing the budget, toward restoring fiscal
responsibility to the Federal Government, and toward ensuring that our
children--and their children--will not be saddled with a legacy of
debt. We need to create jobs. We need to ensure that every American who
is able to work, can work. We need to ensure that our children are sent
to learn in schools that are not hazardous to their health, and that
will prepare them to compete in today's global marketplace.
If there is any objective that should command complete American
consensus, it is ensuring that every American has the chance to
succeed--and that, in the final analysis, is what affirmative action is
all about. No issue is more critical to our country, and no issue is
more critical to Me. Nothing makes a bigger difference in a person's
life than opening up opportunities. Certainly, nothing has made a
bigger difference in my life--and nothing has had a more positive
impact on the economic well-being of our Nation.

no quotas or preferences--and merit does matter

The fact is that the successes in the economy that women and minority
men have achieved over these past three decades since the first
affirmative action executive order by President Johnson have not been
due to quotas.
The quota debate is a fake. It is a fraud. It is an attempt to reduce
affirmative action to an absurdity that serves only to pander to
negative emotions. It is a myth that only those who either do not know
or do not care about the truth would even discuss in the context of
affirmative action. Quota is often the buzz-word of choice used by
those who prefer myth to truth, and who want to create fear from
insecurity and confusion. When we speak of affirmative action, we are
talking
about a range of activities calculated to support opportunity and
diversity in the workplace and in our economy. We are talking about
goals and timetables, not quotas. What goals do is encourage employers
to look at their workforce, to consider if women and minorities are
underrepresented and--if they are--to try and correct the situation.
Goals are flexible, temporary, and are instruments of inclusion. There
are no legal penalties if
[[Page S4942]] employers make good faith efforts, but are unable to
comply with their goals or timetables.
The perspective of affirmative action is actually the opposite--the
reverse--of the quota perspective. The quota argument suggests that one
look at numbers before the fact to limit opportunity for some.
Affirmative action, on the other hand, looks at numbers after the fact,
to observe the effects of diversity in the workplace. The two concepts
are simply incompatible. Affirmative action does not tell employers
they have to hire 12.5 women, or 2.5 native Americans--or that they
have to follow any inflexible numeric formula. Instead it provides a
benchmark for diversity, a progress report, if you will, to help
decisionmakers, employees, identify whether impairments to opportunity
have been adequately addressed and removed. In fact, arguably since the
1978 case of Regents of the University of California versus Bakke, and
definitively since the case of City of Richmond versus J.A. Croson Co.,
the use of quotas by State and local governments, or educational
institutions, have been held by the Supreme Court to violate the equal
protection clause of the constitution. There are exceptions, of course,
for cases involving prior, positive and systemic discrimination, and
the court has applied slightly different standards to the Federal
Government.
In addition, the Equal Employment Opportunity Commission's guidelines
governing voluntary affirmative action provide that in order to be
valid, voluntary affirmative action programs must comply with a number
of guidelines. First, they must be adopted to break down patterns of
racial segregation, and to expand employment opportunities to those who
have traditionally been barred from certain occupations or positions.
In addition, the plans cannot unnecessarily trample the rights of those
who were not targeted, usually non-minorities or men. Finally, plans
can only seek to hire qualified individuals, and they must be flexible.
So clearly, if any individual feels they were not hired due to an
explicit quota provided for a minority or a woman, they can bring suit
for a violation of equal protection.
As a benchmark for diversity, affirmative action must always be fair
action. The concept of fairness in education and employment
particularly rests on fundamentals relating to merit, to competence, to
qualifications. No on benefits, not the community in general, the
company, nor the individuals involved, if unqualified people displace
qualified ones. But that is not what affirmative action is supposed to
do.
It is never fair to promote an unqualified individual at the expense
of a qualified individual, which is why affirmative action does not
require that employers do so. To require that a person be hired or
promoted, solely on the basis of their gender or race, not their
competence, is exactly the type of discrimination affirmative action
seeks to end.
Instead, affirmative action encourages employers or educators to seek
out all qualified applicants, regardless of their gender or race. There
are a number of workplace practices--word of mouth recruiting, job
requirements unrelated to actual
duties, et cetera--that can have the effect of limiting a hiring or
promotion pool, whether intentional or not. Affirmative action works to
ensure this does not occur, by reaching out to qualified minorities and
women.

In addition, affirmative action helps ensure that job requirements
fit the job. Under affirmative action, employers are no longer allowed
to establish irrelevant criteria that applicants must fulfill before
being considered for hiring or promotion--requirements that may work to
exclude otherwise qualified individuals.

not to say that programs should not be reviewed
There have been suggestions that our existing affirmative action
programs must be reviewed, and I agree; no program should ever be
immune to review. However, a review cannot mean a retreat from the
proposition of equal opportunity for all. I am confident that any
review of affirmative action will show what the Nation's major
employers already know: Affirmative action is good for the community,
good for companies, good for working people, and good for the country.
this is important, because affirmative action is good business
Mr. President, I do not think that our current debate over
affirmative action could have come at a more ironic time. The
Department of Labor just recently issued its fact finding report on the
existence of the ``glass ceiling''--those invisible, yet very real
barriers that continue to confront women and minorities as they attempt
to participate in the work force. The Glass Ceiling Report reviews in
great detail the barriers to participation that fall short of overt
exclusion but which still operate to limit the full participation of
women and minorities in our economy. It clearly identifies the
relevance of diversity in the
workplace. Most important, it is a compelling endorsement of the value
of affirmative action.
The foundation for the report was a document prepared by the
Department of Labor--which helped publicize the glass ceiling
phenomenon. As our distinguished majority leader, Senator Robert Dole,
stated at that time, the report has confirmed what many of us have
suspected all along--the existence of invisible, artificial barriers
blocking women and minorities from advancing up the corporate ladder to
management and executive level positions * * * the issue boils down to
ensuring equal access and equal opportunity * * * these principles are
fundamental to the establishment of this great Nation, and the
cornerstone of what other nations and other people consider unique to
the United States--namely, the possibility for everyone to go as far as
their talents and hard work will take them.
Congress created the Glass Ceiling Commission as part of the Civil
Rights Act of 1991. The commission, comprised of 21 members, was
charged with conducting a study and preparing recommendations on
``eliminating artificial barriers to the advancement of women and
minorities.''
The current attack on affirmative action coincides, almost exactly,
with the release of the commission's fact-finding report, entitled
``Good for Business: Making Full Use of the Nation's Human Capital.''
It is also, however, fortuitous, for the commission's report provides
those of us in Congress, who will soon be debating the future of
affirmative action, with two fundamental truths: the first of these
truths is that, though we have come far since Lyndon Johnson issued
Executive Order No. 11246, there is still much progress yet to be make.
The United States still fails to utilize the talents and resources of
far too
great a percentage of its population in far too many industries.

The second truth is that, if progress is not made, it will not be
just minorities and women who suffer, but the community as a whole.
Affirmative action is about far more than just equal opportunity--it is
about our economic prosperity. It is about access to education and jobs
for working people, for middle class families, and for our children.
Indeed, a recent Washington Post article entitled ``Affirmative
Action's Corporate Converts,'' documented this fact. In the article,
the chairman of Mobil Corporation, Mr. Lucio A. Noto, summed up the
view of many employers: ``I have never felt a burden from affirmative
action, because it is a business imperative for us.''
how far we have to go
The overview of the Glass Ceiling Commission's fact finding report
begins: corporate leaders surveyed, women and minorities who
participated in focus groups, researchers, and government officials all
agree that a glass ceiling exists, and that it operates substantially
to exclude minorities and women from the top levels of management. This
statement is underscored by a wealth of detailed factual information,
which illustrates this conclusion in no uncertain terms. Take, for
example, a survey of senior level managers of Fortune 1000 industrial
companies and Fortune 500 service industries, which established that 95
to 97 percent of senior managers--vice-president and above--are white
men.
Or, the report's finding that--

Despite identical education attainment, ambition, and
commitment to career, men still progress faster than women. A
1990 Business Week study of 3,664 business school graduates
found that a woman with an MBA from one of the top 20
business schools earned an average of $54,749 in her first
year after graduation, while a comparable man earned
$61,400--12 percent more.

And the problems are not limited to the business world. While women
hold over 4 in every 10 college teaching jobs--more than 40 percent--
they only hold 11 percent of tenured positions.
The Glass Ceiling Commission's report makes it clear what the problem
is. It is not a ``women's problem.'' It is not a problem related to any
lack of ability on the part of women or minorities. It is a problem
going to the heart
[[Page S4943]] of the American dream--whether the workforce is for some
Americans, or for all Americans.
The report concluded, after years of research, that there are two
major impediments to full participation by women and minorities:
First, the prejudices and stereotypes of many white male middle
managers, and;
Second, the need for greater efforts by many corporate CEO's--who
have made an initial commitment to diversity and expanded economic
opportunity--to fully translate those words into realities.
The sub-heading on a recent New York Times article by reporter Peter
T. Kilborn, which detailed the commission's findings, highlights the
problems presented by stereotyping. The heading reads: ``Report Finds
Prejudices Block Progress of Women and Minorities.'' And the story goes
on to depict the barriers that, unfortunately, still must be overcome
by women and minorities seeking to climb the corporate ladder. Kilborn
writes:

In exploring the demography of American upper management, a
Government commission Wednesday put its official stamp on
what many people have suspected all along: important barriers
to the progress of women and minorities are the entrenched
stereotypes and prejudices of white men. Women, the report of
the Federal Glass Ceiling Commission said, are perceived by
white males as not tough enough and unable or unwilling to
relocate. Black men? Undisciplined, always late. Hispanic men
are deemed heavy drinkers and drug users who don't want to
work--except for Cubans, who are brave exiles from communism.
Asians? More equipped for technical than people-oriented
work. And, the report said, white males believe that none of
these folks play golf.
Never mind that women's attendance records are better than
mens', discounting maternity leaves; that Hispanic Americans
work longer than the non-hispanic white men putting them
down, or that American management is impressed enough by
Asian management that it often apes it.

The Glass Ceiling report speaks to
some of the reasons for this persistent bias. Too many white male
middle managers still allow false myths obscure their vision. They are
still unable to see the benefits of making full use of the talents of
women and minorities.

The problem we face now--the problem of persistent bias--is different
than the blatant, officially sponsored discrimination faced in the
1950's and 1960's, but it is no less real. It is certainly no less
harmful to those who are not considered for a job, or a loan, or a
Government contract. And it is most definitely no less worthy of
congressional action than the official discrimination that Congress
addressed in the 1960's.
Most of us can remember the time in our country when women who worked
outside the home had to face official barriers to their participation
in the labor force. Or when black and other minorities were denied
employment or other economic opportunity solely because of their color.
Legislation such as the Civil Rights Act of 1964, which was designed to
provide equality of employment and educational opportunities, or the
Civil Rights Act of 1968, which sought to provide fair housing laws,
has gone a long way toward striking down those official barriers.
But the unofficial ones still remain. It is as though the hurdles
have been taken off the track, but the ruts have not yet been removed
for women and minorities who seeks to participate in the economy of our
country. President Johnson made the point eloquently when he issued
Executive Order 11246, which requires that all employers with Federal
contracts in excess of $50,000 file affirmative action plans with the
Government. Under that order, which is the foundation of affirmative
action, the plans must include goals and timetables--not quotas--for
the hiring of minorities and women, and employers are required to make
good faith efforts to comply with
the plans. President Johnson stated when signing the order:

Freedom is not enough. You do not wipe away the scars of
centuries by saying: Now, you are free to go where you want,
do as you desire, and choose the leaders you please. You do
not take a man who, for years has been hobbled by chains,
liberate him, bring him to the starting line of a race,
saying ``you are free to compete with all the others,'' and
still justly believe you have been completely fair. thus it
is not enough to open the gates of opportunity . . . we seek
not just equality as a right . . . but equality as a fact and
as a result.

The progress we have made in opening up opportunity is no cause for
resting on our laurels--the end of discrimination did not mean the
beginning of inclusion.
We still have a long way to go to eliminate the persistent bias which
creates barriers to the full participation--and the complete
contributions--all of our people have to give. It stands to reason
that, if we create conditions that allow our Nation to tap the talents
of 100 percent of our people, we will be better off than if we can only
tap the talents of half.
And that is the conclusion of the report just issued by the Glass
Ceiling Commission, a conclusion which is expressed in the report's
title: ``good for gusiness--making full use of the Nation's human
capital.'' Simply stated, the conclusion reached was that:

Increasing numbers of corporate leaders recognize that
Glass Ceilings and exclusion of members of groups other than
white non-Hispanic males are bad for business because of
recent dramatic shifts in three areas that are fundamental to
business survival: changes in the demographics of the labor
force, changes in the demographics of the national consumer
markets, and the rapid globalization of the marketplace.

These shifts--changes in the demographics of the labor force, changes
in the demographics of the national consumer markets, and rapid
globalization of the marketplace--
highlight why a retreat from affirmative action will hurt us all.

The Washington Post article, previously quoted, underscores that
point. The article points out that the opinion that affirmative action
is a business imperative is:

Not a maverick view. At many of the Nation's large
corporations, affirmative action is woven into the fabric of
the companies. And the diversity that affirmative action
regulations has encouraged has become a valuable marketing
and recruiting tool, an important edge in fierce global
competition.

A 1993 study of Standard and Poor 500 companies showed that firms
that succeed in shattering their own glass ceilings racked up stock-
market records that were nearly two and one-half times better than
otherwise comparable companies. Companies have benefitted by opening
their doors to all American workers--and we will all continue to
benefit, so long as those of us in Congress do not retreat from our
commitment to opportunity for all.
It is often the case that those of us in Congress are called upon to
vote on issues with which we have had no personal experience. But the
issue of creating the opportunity for women and minorities to become
full economic partners in our society is dear to my heart, because as a
woman,
and a minority, I have seen first-hand the benefits that accrue from
creating a climate of opinion that sets the stage for hope and for real
opportunity in the areas where potential and talent matter most.

I would ask my colleagues to consider the experience of those of us
who have had to overcome artificial barriers to achievement. What our
experiences illustrate are the basic principles that Congress must
consider--and must preserve--as it debates affirmative action.
The first of these principles is that every American must have access
to education. The opportunity to attend the University of Illinois, and
the University of Chicago Law School, gave me the tools I needed to
enter the work force. The climate created by congressional support for
affirmative action encouraged my law school to seek out and embrace
diversity. They were persuaded not just to look beyond the stereotypes,
but to reach outside the traditional pool of applicants, and to
actively seek out qualified students who could bring a different point
of view to the educational environment. This, of course, benefited more
than the individual students--it benefited the entire university as
well.
The second basic principle is that every American must have access to
good jobs. My first job out of law school was working as an assistant
United States attorney--a job that would have been virtually impossible
for a woman to hold just 20 years earlier. Because of affirmative
action, I was given a choice and a chance in the career path.
And the third basic principle, from which there can be no retreat, is
that every American must have the opportunity to advance as far in
their field as their hard work will take them. As
[[Page S4944]] the glass ceiling report has shown, getting a job is
only half the battle. Just as bias must not be allowed in hiring, it
must also not be allowed in promotion, or in access to capital, or
policy making, or in any other endeavor that affects the community as a
whole.
The ``glass ceiling'' is bad for women, bad for minorities, and bad
for our Nation's businesses. It is not enough that women and minorities
are able to enter the work force; we also have to have the opportunity
to succeed based on their ability.
It has been argued by some that this debate we are focused too much
on the past. They say that they were not there when the constitution
was drafted, leaving women and African-Americans out of its promise of
equal opportunity for all. They did not take any past actions, they did
not carry out any past ``wrongs,'' and they should not have to work to
correct those wrongs in the present.
But this debate is not about the past, Mr. President, or even the
present. The need for continued action is not just about righting past
wrongs--although past wrongs warrant strong actions; nor is it about
repaying old debts--although substantial debts are owed to those people
and their descendants who were harmed by their past exclusion from full
participation in our economy. This debate is about the future, and the
expanded economic opportunity that will come if all Americans are
allowed to participate
in the economy.

If you think about it, what we are debating is whether the majority
of America's people--and that's what you get if you count our Nation's
51 percent women and 10 percent non-white males--will have a shot, a
chance to participate on an equal footing in America's economic
affairs.
Last month, I met with a group of young schoolchildren. I talked to
them about the historic nature of the 104th Congress, and how we had
come so far in the 75 years since the women's suffrage amendment became
part of our Constitution. I pointed out to them that there are now
eight women in the U.S. Senate. I spoke of this as if it were a great
accomplishment. The children looked at me in confusion--one little girl
looked at me and said: ``Is that all?''
What that young girl was telling us, is that we need to look at the
whole picture. And when we do, we know without a doubt that much work
remains to be done.
Majority leader Dole stated, when he authored the legislation
creating the Glass Ceiling Commission, ``Whatever the reasons behind
the glass ceiling, it is time we stopped throwing rhetorical rocks and
hit the glass ceiling with enough force that it is shattered.'' That
recipe for action made sense then, and, with the issuance of the
Commission's report, it makes even more sense now.
International competition is becoming tougher and tougher. We cannot
succeed by bailing out of the competition, or by wasting the talents of
half our citizenry. But that is what will happen--our country will fall
behind--if we do not act aggressively to shatter the glass ceiling. If
we do not make full use of the education and the skills of women and
minorities, they are hurt as individuals, but we are hurt as a Nation
as well.
In 1992, approximately 590,000 women, and 163,000 minority students
graduated from college. Are we really prepared to say to them, ``Sorry,
you're not allowed to compete.'' As parents, we all have hopes and
dreams for our children. Are we really prepared to say to our
daughters, ``Sorry, but you're not allowed to compete. Work hard, but
you will still get paid less than the men working next to you, and you
should not expect to be promoted.'' Are we really prepared, as a matter
of national policy, to diminish their expectations that way? Are we
really prepared to permit restrictions on their potential and their
opportunities to continue for even 1 more day if there is anything we
can do about it?
The answer should be obvious. There can be no retreat from the
fundamental goals of affirmative action. There can be no compromise
with the objective of ensuring full economic opportunity for every
American.
Affirmative action has helped every American, not just women and
minorities. Although opponents suggest that affirmative action is about
creating race and gender preference, in fact, the opposite is true. It
is about ending preferences based on prejudice and stereotype. It is
about opening up our economy so that it works for all, and not just
some.
I hope that my remarks here today will sound the alarm bell not just
for minorities, but also for women across the Nation. In the 1940's,
when the men of America went off to Europe and Asia to fight World War
II, women entered the workforce in record numbers. ``Rosie the
Riveter'' provided the essential support needed back home to keep
America's factories running--both to fuel the war effort, and to
sustain the domestic economy. During the war, women were hailed as
heroes. But when the war was over, women were told that their services
were no longer needed.
Well, I have news for those who would seek to roll back the gains
women have made under affirmative action. This is not 1945. We will not
go back--nor can the country afford for us to go back.
Instead of a retreat, we have to return to the fundamental truths. We
have come a long way, we have made progress--but we have a long way yet
to go. And if we have the wisdom, and the foresight to renew our
commitment to equal opportunity, we will realize the other fundamental
truth--that affirmative action is really all about justice. There are
those who fear the loss of preferences created over time--the 100-
percent set-asides of the past--which limited competition from the vast
pool of talent women and minorities constitute. To them I say, it is
counterproductive to handicap the competition, you lose, they lose, we
as a nation all lose. Instead of being seduced by fear, be inspired by
the hope of our Founders that in equality of opportunity lay the key to
prosperity, the quality of life for all Americans would be lifted up.
There can be no retreat from our purpose, no compromise from our
objectives--expanding economic opportunity, taking advantage of our
diversity, moving the United States ever closer to the day when the
eloquent vision set out in our Declaration of Independence becomes a
reality for every American.
Abraham Lincoln, in his 1862 message to Congress, spoke words that
resonate and reflect the seriousness of this debate:

Fellow-citizens, we cannot escape history. We of this
Congress and this administration will be remembered in spite
of ourselves. No personal significance or insignificance can
spare one or another of us. The fiery trial through which we
pass will light us down, in honor or dishonor, to the latest
generation * * * We--even we here--hold the power and bear
the responsibility. In giving freedom to the slave, we assure
freedom to the free--honorable alike in what we give and what
we preserve. We shall nobly save or meanly lose the last,
best hope of Earth. Other means may succeed; this could not
fail. The way is plain, peaceful, generous, just--a way
which, if followed, the world will forever applaud, and God
must forever bless.

Affirmative action is a quintessential American challenge. I hope
this Congress will prove worthy of it.
Mr. President, I have here a list of a number of companies, and a
description of programs they have implemented to promote diversity in
their organization. This list provides an overview of the variety of
approaches that employers across America have taken to promote
diversity. I ask unanimous consent that a list of these programs be
placed in the Record.
There being no objection, the material was ordered to be printed in
the Record, as follows:

Case Studies of Successful Programs

The Federal Glass Ceiling Commission has found that
businesses vary in their awareness of glass ceiling issues
and in efforts to overcome glass ceiling barriers. Some
businesses pioneer initiatives to remove the barriers and
continue to do so. The work and family programs offered by
these employers, have great impact on the lifelong career
paths of women and people of color who share responsibility
for their families daily care, and their ability to take on
promotions and opportunities if offered. This section briefly
describes the efforts of three companies--Xerox Corporation,
Procter & Gamble, and IBM--that are successfully eliminating
glass ceiling barriers while remaining competitive and
profitable.

xerox corporation

CEO Commitment and Leadership--Almost 40 years ago, Joseph
C. Wilson, the founder of Xerox, made diversity a core value
of the
[[Page S4945]] corporation. He called it ``valuing and
respecting people.'' Current CEO Paul Allaire believes that a
diverse workforce gives Xerox a competitive edge.
Accountability--Allaire expects senior managers to develop
and maintain a balanced workforce and holds them accountable
for achieving those goals. In turn, senior managers hold
their managers to the same standards. An annual memo entitled
Balanced Workforce Performance, reports the workforce
participation of minorities and women and summarizes progress
in meeting the goals.
Under its Minority/Female Supplier Program, the company
also holds its vendors to high standards of workforce
diversity while expanding their business opportunities. In
1992, Xerox spent $196 million with minority- and women-owned
businesses.
Outreach and Recruitment--Xerox has a longstanding and
successful employee referral system in which all employees
are encouraged to refer friends and relative to apply for
employment. In the 1960s, Xerox initiated special efforts to
recruit women and minority men, beginning with Booster, a
collaborative program with Urban League affiliates, and Step-
Up, a minority outreach program in Rochester, New York. Today
the company has one team of African American managers who
serve as liaisons with historically Black colleges and
universities and another team of Hispanic managers who
coordinate efforts to recruit Hispanic men and women.
Training--All employees are kept aware of company policies
on issues sexual, racial, and ethnic harassment. A brochure
highlighting the company policy is given to every employee.
Xerox instituted workshops in sexual harassment prevention in
1982.
Development--High potential employees are counseled on the
steps necessary to advance their careers. Their job
assignments support their advancement--for example, of the 80
Xerox managers currently on international assignments, 13 are
women and 23 are minorities. A key element of the succession-
planning process is to improve the representation of
minorities and women in upper management--currently 20
percent of Xerox vice presidents are members of minority
groups and 12 percent are women. Twenty-four percent of the
corporate officers are women and minorities.\1\
\1\The category ``minorities'' includes both men and women,
so that a female employee is counted here both under the
category ``women'' and as a minority.
---------------------------------------------------------------------------
Mentoring--Caucus groups are fundamental to the company's
mentoring activities. All groups are employee-initiated and
employee-funded. They conduct workshops, conferences, and
individual mentoring activities on management processes,
career planning activities, and work/family issues. The
company also has support groups based on sexual orientation,
disability, and functional expertise.
Work and Family--Xerox's Life Cycle Assistance combines a
variety of work/family programs that include income-based
subsidies for child care, customized medical benefits, an
employee assistance program, and tuition aid for employees.
procter and gamble

CEO Commitment and Leadership--More than 30 years ago,
Procter & Gamble's President Howard Morgan sent a letter to
his senior managers, stressing that the company simply had to
do better at providing employment for African Americans.
Today, Chairman Edwin Artz sends an annual letter to P&G's
more than 100,000 employees, outlining the company's
diversity policies and emphasizing its conviction that, in
his words--``Developing and managing a strong, diverse
organization is essential to achieving our business purpose
and objectives.''
Accountability--Each P&G business unit has specific goals
for the development and advancement of minorities and women,
as well as plans for achieving those goals. Data on hiring,
promotions, job rotation, and training are entered into a
computerized Diversity Measurement System, giving senior
management the ability to track progress in meeting goals.
The number of women at the department director level has
doubled in the last five years and the number of minorities
at the associate director level has tripled.
Outreach and Recruitment--P&G provides internships through
the Graduate Engineering for Minorities Consortium, the
National Urban League's Black Executive Program, and the
National Alliance of Business Colleges' Cluster Program. In
1993, 47 percent of the interns were women and 46 percent
were minorities. P&G provides leadership and support for
several programs designed to attract minority students to
engineering and science and the company provides support to
numerous women's and minority organizations.
During the past 10 years the company's record of hiring and
promoting minorities and women into management has been
strong, with women averaging approximately 40 percent and
minority men approximately 25 percent of new hires.
Training--All employees participate in diversity training.
The company's goal is to create a business environment in
which individual differences are not only valued but
celebrated and prized.
Development--Development programs are customized to give
each employee opportunities, tools, and skills needed to
realize his or her full potential. P&G College, designed to
reach all employees, is staffed by senior managers who teach
basic business courses fundamental to business success.
Mentoring--Dozens of networking and support groups exist
throughout the company--for example, Women Supporting Women
(WSW) and the Asian American Self Directed Learning
Conference. WSW's annual workshop brings together mid-level
women managers to discuss job growth and development issues.
The Learning Conference helps Asian and Pacific Islander
Americans understand cultural differences and perceptions
that affect business operations. Experienced P&G managers
serve as counselors, coaches, guides, and advisors to less
experienced employees and are available to all employees upon
request.
Work and Family--P&G considers family-friendly policies as
an investment that pays off in attracting and retaining
employees. Family-friendly programs include child care leave,
adoption assistance, on-site medical screening, employee
assistance programs, tuition reimbursement for college
courses, flexible schedules, and financial support of nearby
child-care facilities.
IBM

CEO Commitment and Leadership--In 1935, when IBM first
hired professional women in marketing, Chairman T.J. Watson
declared, ``Men and women will do the same kind of work for
equal pay.'' Current CEO Louis V. Gertsner, Jr., terms
diversity ``an issue of strategic and tactical importance,''
made workforce diversity the subject of one of his first
policy letters. He wrote,
``I believe workforce diversity to be of real importance to
IBM's success. As the marketplace becomes increasingly
diverse, IBM's competitiveness will be enhanced through a
workforce which reflects the growing diversity of the
external labor force, and the growing diversity of our
customers.''
Accountability--IBM sets goals for minorities and women in
job groups where they are underutilized, with the intention
of achieving representation according to availability at all
levels in the company. Each manager's annual appraisal
includes an evaluation of his or her efforts in improving
IBM's workforce diversity profile.
A salary analysis is conducted for each minority and female
employee. These analyses compared minorities and women
employees with their similarly ensuring situated white and
male peers.
Outreach and Recruitment--IBM was the first company in the
U.S. to support the United Negro College Fund in 1944, its
initial year. The Company began active college recruiting at
historically Black colleges in the 1950s. In 1972 IBM
initiated the Faculty Loan Program which allows employees to
take up to a year off to work for a college, at full IBM
salary, in projects addressing the needs of disadvantaged,
female, or disabled students. More than 1000 employees have
participated. In 1991 IBM established the Minority Campus
Executive Program. African American, American Indian, Asian
and Pacific Islander, and Hispanic American executives serve
as liaisons with the presidents of 24 colleges that have
large/predominantly African America, Hispanic American, Asian
and Pacific Islander American, and American Indian
populations.
IBM recruits from colleges and universities that have
significant numbers of women and minority students. Critical
to recruitment are these three principles:
Equal employment and affirmative action are treated as
business objectives.
Line managers at all levels are accountable for progress in
meeting diversity objectives.
Investing time and effort in recruiting and sustaining a
supply of diverse employees long-term, continuing success in
meeting diversity objectives.
Training--All company diversity training programs use an
IBM video, ``Valuing Diversity: A Competitive Advantage.''
Diversity councils indentify, recommend, and implement plans
and programs to enhance workforce diversity management. The
councils meet regularly and coordinate roundtable exchanges
and focus groups to discuss opportunities, challenges, and
concerns of the workforce. Training in sexual harassment
prevention is an integral part of all employee training.
Development--Attendance at IBM's executive seminars is an
important training experience in the company--in 1993, 22
percent of those attending were women and 7.7 percent were
minorities. In the same year, 25 percent of those who
attended IBM's advanced management school were women and 15.7
percent were minorities.
A key developmental experience is an international job
assignment--an experience outside of the U.S. in a different
culture and work environment. From 1991 to the end of 1993,
more than 500 employees participated--15 percent were women
and 9.6 percent were minorities.\1\
\1\The category ``minorities'' includes both men and women,
so that a female employee is counted here both under the
category ``women'' and as a minority.
---------------------------------------------------------------------------
It is a requirement that the opportunity to use the
Employee Development Plan process be offered to each woman,
minority, Vietnam-era veteran, and person with a disability.
The Employee Development Plan is a document used in
partnership between the employee and the manager to
understand and maximize strengths, and to identify and
address weakness. It also provides a vehicle to discuss
career aspirations and to establish
[[Page S4946]] a plan to help achieve reasonable career
objectives.
Mentoring--The goal of IBM's Mentoring Program is two-fold.
First, it provides a place where women and minorities, and
people with disabilities can go for ``penalty-free advice'';
and second, to provide senior employees and managers the
opportunity to have a variety of coaching, developing, and
managerial experiences with people who are different from
them. Mentoring begins as soon as an employee joins IBM. The
program supports employees at three levels:
Officer Level--Mentors guide selected women and minorities
who have been identified as potential corporate officers.
Corporate Level--Mentors guide selected women and
minorities who have been identified as potential executives.
Noncorporate Level--Mentors guide new employees to provide
early career assistance and maximize their career growth.
Work and Family--IBM's ongoing goal in this area is to
demonstrate that these programs are practical, effective, and
efficient tools to achieve business results. IBM's Work/Life
Programs are designed to help all employees be productive
while meeting personal and family needs. Programs include
flexible work hours and flexible work locations, a personal
leave program, and child and elder care support. Work/Life
Employee Surveys in 1986 and 1991 provided valuable data on
existing programs, and led to recommendations for new
projects/programs. IBM has made a special commitment to the
subject of Dependent Care support. In 1989, IBM announced the
IBM Funds for Dependent Care Initiatives, a $25 million
investment made over the years 1990-1994. During that period
more than 500 child care/elder care projects were funded in
communities where IBM employees live and work. In addition,
in 1992, IBM was one of the 11 ``Champion'' companies that
funded The American Business Collaboration for Quality
Dependent Care. It was the largest collaboration in U.S.
history that included 156 organizations and invested 27
million dollars in 355 projects in 45 communities.
100 Corporate Practices

In its examination of corporate glass ceiling initiatives,
the Federal Glass Ceiling Commission found that
comprehensive, systemic approaches are more likely to have
lasting positive impact than isolate, one-shot or ad hoc
approaches. Because they are designed to overcome the
structural barriers specific to the business, different glass
ceiling initiatives emphasize different components. However,
research suggests that effective initiatives include
components of the seven elements listed below. (The summary
tables are organized by the following element headings and
are found in the Appendices.)

Leadership and Career Development

AAA--American Automobile Association.
AT&T.
Barnett Bank
Connecticut Mutual
Connecticut Insurance
Corning Glass Works, Inc.
Fannie Mae
Gannett Co., Inc.
Hewlett-Packard Co.
JC Penny Co., Inc.
Massachusetts Mutual Life Insurance Company
Morrison & Foerster
New England Telephone--NYNEX
Pacific Gas and Electric
SC Johnson Wax
Tom's of Maine
University of North Carolina at Greensboro
US WEST

Rotation/Nontraditional Employment

American Airlines.
Avon Products, Inc.
Chubb & Son, Inc.
Con Edison
E.I. du Pont de Nemours & Company

Mentoring

AT&T
Chubb & Son, Inc.
CIGNA
Dow Jones & Company
E.I. du Pont de Nemours & Company
Exxon Research & Engineering Co.
First Interstate Bank of California
JC Penny Co., Inc.
New England Telephone--NYNEX
Pitney-Bowes, Inc.
Procter & Gamble

Accountability Programs

Baxter Healthcare Corporation
Corning Glass Works, Inc.
Square D Co.
Tenneco, Inc.

Succession Planning

American Airlines
Hershey Foods
McCormack & Dodge
Motorola, Inc.
Public Service Electric & Gas Company

Workforce Diversity Initiatives

Avon Products, Inc.
General Electric NY Silicone Manufacturing Division
General Foods
McDonald's
PDQ Personnel Services
Procter & Gamble
Renssalaer Polytechnic Institute
US West
--(a) Programs for Women of Color
US WEST
Xerox
--(b) Corporate Women's Groups/Networks
Avon Products Inc.
Case Western Reserve University
Hoffmann-La Roche
Honeywell, Inc.
--(c) Gender/Racial Awareness Training
Arthur Andersen & Co.
E.I. du Pont de Nemours & Company
JC Penny Co., Inc.
Hughes Aircraft
3M
MCA, Inc.
North Broward Hospital District
Pitney-Bowes, Inc.
Port Authority of NY & NJ
Raychem Corporation
Ryder Systems, Inc.
Tenneco, Inc.
Texas Instruments
--(d) Elimination of Sexual Harrassment
Apple Computer
AT&T
E.I. du Pont de Nemours & Company

Family-Friendly Programs

Eastman Kodak Company
Fel-Pro, Inc.
John Hancock Financial Services
Johnson & Johnson
Marquette Electronics
NationsBank
SC Johnson Wax
Pacific Gas and Electric
JC Penny Co., Inc.
Tandem Computer, Inc.
US Sprint
--(a) Flexible Work Arrangements
Arthur Andersen & Co.
Corning Glass Works, Inc.
Eastman Kodak Company
North Carolina National Bank
Pacific Bell
The San Francisco Bar Association
Sidley & Austin
Skadden, Arps, Slate, Meagher & Flom
Steelcase, Inc.
Tucson Medical Center
--(b) Parental Leave
Aetna Life & Casualty
Corning Glass Works, Inc.
IBM
Proskauer, Rose, Goetz & Mendelsohn
--(c) Dependent Care
Allstate Insurance Company
American Express Company
Amoco Corporation
Champion International Corporation
IBM Corporation
Johnson & Johnson
J.P. Morgan, Inc.
Motorola, Inc.
Philip Morris
Stride Rite Corporation
The Travelers
Work/Family Directions
Xerox Corporation
Summary Tables: Leadership and Career Development

AAA--American Automobile Association; Management
Development Program: The four-level Management Development
Program focuses on building the kind of skills AAA managing
directors, general managers and mid-level managers need in
order to lead the company in a changing competitive climate.
The program is based on three core themes: (1) building the
competencies of the AAA ``manager of the future''; (2) Action
Learning, an idea borrowed from General Electric that focuses
on immediate transfer of skills learned in class to on-the-
job situations; and (3) member satisfaction, or convincing
executives to spend time with customers so they can make
decisions that better anticipate customer needs.
AT&T; Leadership Continuity Program (LCP); Executive
Education Program: Introduced to help further the advancement
of minorities and women into higher management, the LCP
identifies and accelerates the development of managers who
have the potential to be leaders in an intensely competitive
environment. The Executive Education Program provides
internal and external education experiences for AT&T
executives and those middle managers identified as having
high potential. Executive Education Program candidates, most
of whom are in the LCP, are selected on the basis of their
on-the-job learning experiences, career histories, career
plans, and the business strategies of the organization.
Executive Education Programs are offered internally and at 40
universities worldwide. Programs last from one week to two-
and-a-half months.
Barnett Bank; Leadership and Career Development: Women are
chief executives of four Barnett units and make up 44 percent
of the highest paid employees. Women make up 21 percent of
Barnett's senior and executive vice presidents.
Connecticut Mutual; Management Excellence Selection;
Components for Leadership Development: 1. The Management
Excellence process involves ``selecting individuals who will
make successful managers in our environment.'' The process
was developed through the McBurr model of competencies: a
group of average and outstanding managers was selected and
studied in order to identify the traits that led to success
in management and traits that the company wanted to emphasize
in management selection and development.
2. Components of leadership development efforts:
Career path process: identifies the objective performance,
skill and knowledge criteria for moving from one pay level in
a job to the next, thus empowering the individual
[[Page S4947]] to plan his/her own growth and advancement.
Success factors for management: competencies demonstrated
by the best managers in the company are described to enable
individuals to plan their own growth and development as
managers.
High potential list: developed through interviews conducted
by personnel from human resources with the head of each of
the business units and support units. This process identifies
individuals at all levels of the organization with potential
for higher level positions.
Continental Insurance; Advanced Development Program (ADP):
The Advanced Development Program identifies the company's
high-potential employees and, through rigorous training and
accelerated career plan helps them attain key leadership
positions in the company. The program takes select employees
through a three-month training session during which each
employee develops a career plan for next three to seven
years. Assigned advisors serve as mentors, and along with
position supervisors, they communicate successes and
difficulties to ADP managers. The goal of the ADP is to
develop talented, committed employees into skillful managers
and proficient leaders.
Corning Glass Works, Inc.; Total Quality Program & Women's
Advancement: The Quality Improvement Team is a task force
designed to upgrade efforts in the recruitment, retention,
and upward mobility of women in management. With a
demonstration of commitment from the top down and input from
both line and staff managers, implementation strategies are
being planned. They include the development of action steps
to hold managers accountable, succession planning for high-
performing women, career development strategies to improve
the current upward mobility rate for women, new recruitment
efforts, implementation of a managing diversity education
program, communicating policies and practices regarding
women, and the development of community initiatives to
encourage women to work at Corning.
Fannie Mae; Recruitment: Newly appointed as CEO in the
early 1980s, David O. Maxwell challenged the traditional
hiring patterns of the financial industry by deliberately
recruiting a management team that included minorities and
women. To continue increasing the number of minorities and
women in mid- and senior-level positions, CEO Maxwell works
aggressively with top management to identify and promote the
company's most promising minorities and women.
Gannett Co., Inc., Partners in Progress: Instituted in 1979
by Chairman Allen Neuharth, the program encompasses
strategies for recruiting, hiring, developing, and promoting
minorities and women. The program features a system to
measure performance of managers in developing minorities and
women. It is aimed at high potential individuals for
participation in management development programs. College
recruitment and internship programs aimed at minorities and
women ensure a diverse pool of talent from which future
company leaders will emerge. The program, which has been
tracked since 1981, has produced high percentages of minority
and female employees and managers.
Hewlett-Packard Co.; Technical Women's Conference: The
conference began as a grassroots effort by company women to
showcase the achievements of HP's female engineers and
scientists, promote their leadership development, and help
them to network in a highly decentralized organization. After
a successful first Technical Women's Conference in October
1988, the company sponsored a worldwide conference in May
1991, drawing 800 attendees.
JC Penney Co., Inc.; Management Development Program
Leadership Forums: JC Penney Co., Inc. has created the
Women's Advisory Team and the Minority Advisory Team to
develop programs which increase the representation of women
and minorities at the senior management level and to find
ways to make the company's affirmative action plan more
effective. Each team is composed of 16-18 management
associates appointed directly by the company chairman. Focus
groups with employees help develop team agendas. The teams
have created a formal mentor program, an internal newsletter
that focuses on workforce diversity, leadership forums that
allow employees to hear from outside experts, and a direct
broadcast system that electronically puts together managers
to discuss diversity issues. They have developed a
nontraditional staffing program which permits managers to
better balance work and family responsibilities.
Massachusetts Mutual Life Insurance Company; Professional
Development Boards: The company refined its 15-year-old
Management Issues Board to emphasize the professional
development of employees. The single board was expanded to
four 15-member boards (3 product line and 1 corporate), and
was renamed the Professional Development Boards. The new
system provides professional staff with opportunities for
career growth through their participation in challenging
business projects. Participants develop critical skills,
enhance their visibility with top management, and broaden
their responsibilities, while assuring Mass. Mutual of a
growing reservoir of professional and managerial talent.
Morrison & Foerster; Work and Family Diversity: For over a
decade, this law firm has had in place an array of liberal
work and family programs that help women in the demanding
legal profession achieve their fullest potential. A flextime
policy for partners and associates with caregiving
responsibilities, a three-month paid maternity leave
(followed by a three-month unpaid leave), a family sick leave
and a firm-wide dependent care resource and referral program
are viewed as basic levels of support. The firm has
established ongoing training programs to teach lawyers,
managers, and staff how to work with one another in an
environment of diversity and how to manage in a
workplace made more complex by the firm's commitment to
flexible work arrangements for women. Lawyers and firm
managers are also trained in preventing sexual harassment
and delivering effective feedback.
New England Telephone--NYNEX; Women in Technology: The
program was implemented to increase the number of women in
technical positions, create support system for technical
women, alleviate gender bias, and help women acquire the
skills and opportunities they need to advance. A cornerstone
of the initiative is education. In conjunction with a local
university, employees with no technical background can enroll
in a two-year certificate program to prepare themselves for
technical careers. To help women who have technical
experience move into higher levels of management, the company
has a ``Corporate Leaders'' management succession plan. The
program is open to both men and women.
Pacific Gas and Electric; Accelerated Development Program:
Set up in 1988 to increase the number of minorities and women
at senior management levels, the program allows PG&E to break
away from traditional lines of progression that require an
employee to remain in a specific job for a set number of
years before being considered for a leadership position. Each
business of the company can recommend employees for 10 slots
available in the two-year program. Program outline and
training are tailored to the career aspirations of each
candidate. Of the 21 employees who participate in the program
through 1993, 16 were successful, including one woman who now
manages a power plant.
SC Johnson Wax, Management Succession and Development
Committee: The Management Succession and Development
Committee challenges managers to consider minorities and
women for new openings, and pay and benefits structures are
reviewed regularly to make certain that they are equitable
and attractive to minorities and women. An effective job-
posting system ensures that knowledge of available
opportunities and of the hiring process is clear and that the
hiring process is fair to all employees. Ongoing training and
development is critical. SC Johnson Wax has also paid full
tuition for employees' undergraduate and graduate studies.
Tom's of Maine; Leadership and Career Development: Women
make up more than 45 percent of the employees and 33 percent
of the board. One of three vice presidents is a woman, as are
50 percent of the managers.
University of North Carolina at Greensboro; Career/
Leadership Advancement Program for Women Administrators: This
pilot program was developed to address, at the state level,
the scarcity of women in administrative positions, especially
higher-level positions in higher education. It was a locally
developed program that was funded by a local foundation, a
local university, the participant enrollment fees, and the
state American Council on Education/National Identification
Project, which aims to identify talented women who are ready
to move into senior administrative positions. The program
provided the following: (1) high accessibility to women
administrators and faculty in the state; (2) appraisal of
career advancement as well as development of leadership
skills; (3) individual career counseling for participants;
and (4) training for participants in fiscal matters.
US WEST; Women of Color Project: In 1988, US WEST
implemented its Women of Color Project to remedy inequities
in the career opportunities for non-Caucasian women. The
program was a response to the recommendation of three
employee Resources Groups. The objective of the program,
which has just recently completed its five-year lifespan, was
to provide developmental and promotional opportunities for
the women on the basis of their leadership, communication,
and decisionmaking skills and the needs of the business. Of
the 36 participants that completed the program, all
experienced developmental opportunities and 83% were offered
one or more promotional opportunities.
Rotation/Nontraditional Employment

American Airlines; Nontraditional employment: See American
Airlines: Succession Planning.
Avon Products, Inc.; Slating: High potential selection
process: The slating process was instituted to expand the
pool of internal candidates for open positions and to ensure
that minorities and women are better represented in line
positions. When a position for manager, director, or vice
president becomes available, human resources personnel work
with department heads to identify candidates. To better
prepare for staffing changes, a slate of candidates is
sometimes developed before the position becomes open.
Candidates are selected on the basis of their job-specific
skills and credentials.
The high potential selection process for high potential
employees identifies those who have developed exceptional
leadership and management skills, and who support the
[[Page S4948]] company's valuing diversity efforts. These
individuals work with their managers and human resources
staff to identify the experiences they need to advance. With
slating, the pool of high potentials is screened to ensure
adequate representation of minorities and women.
Chubb & Son, Inc.; Job rotation: High potential women in
staff and administrative positions are given the opportunity
to rotate into line functions. To prepare for a new position,
each candidate currently in a staff position receives
training and, in some cases, gains hands-on experience by
working for several months in a lower-level line job without
taking a pay cut.
Con Edison; Management Intern Program: The Management
Intern Program is a comprehensive strategy to recruit,
develop, and promote qualified women. Begun in 1981, the
program currently recruits approximately 30 college graduates
annually on the basis of technical competence, leadership
potential, communication skills, and part-time work
experience. Interns spend one year in four three-month
assignments designed to expose them to a variety of company
functions. Visibility is an added program benefit: interns
gain exposure to officers and upper management through
required presentations and informal forums. At the outset of
the program, each intern is assigned a mid-level manager who
serves as a mentor. 75% of the 89 female engineers hired
since 1981 are still at Con Ed. Women have the highest rate
of retention.
Blue Collar Prep Program: The ``Blue Collar Prep'' program
aims to prepare women educationally, psychologically, and
physically for nontraditional jobs.
E.I. du Pont de Nemours & Company; Job rotation: At Du
Pont, most executives move through at least two or three
functions before they reach top positions. For example, an
employee with technical experience may move from
manufacturing to marketing to general management to corporate
staff before attaining executive line status. The job
rotation process begins with the identification of high-
potential employees. Of Du Pont's 20,000 exempt employees
with college degrees (15% of whom are women), approximately
2,000 are considered capable of advancing into upper
management positions. Asked why job rotation is particularly
important for women, a Du Pont representative said, ``Women
don't have role models in upper management positions. Job
rotation helps them learn firsthand about the skills and
knowledge they need for a new position.''
Mentoring

AT&T; Early Career Advisory Program (ECAP): ECAP began in
1976 at the company's Bell Laboratory location in Naperville,
Illinois. Originally intended as a mentoring program for all
newly hired or promoted minorities and women at the
professional engineer level in Bell Laboratories (AT&T's
Research and Development division), the program was recently
broadened to include associate technical positions. Mentors
are managers at either the supervisor, department head, or
director level, and must work outside the mentee's
department.
Chubb & Son Inc.; Senior Management Sponsorship Program:
Implemented in 1990, the program aims to improve the
preparation of talented individuals for senior management
positions. The program selects employees at the assistant
vice president level and above who are excellent performers
and demonstrate potential for advancement. While the 30
employees participating in the pilot program in 1990 included
women, minorities, and white non-Hispanic men, the majority
of those participating were female.
CIGNA: Mentoring Guide: CIGNA developed a guide and let
each of its ten operating divisions decide how they wanted to
approach the mentoring process. The guide profiles successful
mentor relationships, including key behaviors of coaches,
mentors, and mentees; on-the-job opportunities for coaching
and mentoring; methods to improve coaching and skills; and
tips for mentees. The model was also developed to provide a
benchmark for best practices and approaches to mentoring and
coaching in CIGNA's divisions.
Dow Jones & Company; Mentoring Quads: To promote cultural
diversity and enhance developmental and promotional
opportunities for minorities and women, the company developed
mentoring quads. Each quad is made up of four members who are
diverse in terms of position, level, race, gender, and
functional area. Program developers felt another advantage of
the group approach would be to offer greater learning
opportunities to larger numbers of people. The approach also
assumes that group dynamics will minimize personality
conflicts.
E.I. du Pont de Nemours & Company; Imaging Systems: Du
Pont's mentoring program is tied to other initiatives to
develop and advance high potential minorities and women.
While the company allows mentors and mentees to structure
their own relationship, every mentor receives two days of
training in which ground rules are set and guidelines are
given.
Exxon Research & Engineering; Internship and Mentoring
Program: This program for female and minority high school
students was implemented to increase the pool of minority and
women recruits. By providing students with professional-level
mentors, who serve as role models and career counselors, as
well as offering ``real'' engineering work experience, Exxon
aims to build positive, long-term relationships with students
and to foster their interest in becoming permanent employees.
First Interstate Bank of California; Individual Mentoring
Program: The Individual Mentoring Program is part of an
overall initiative, begun in early 1992, to create and
implement programs for the advancement of minorities and
women. The overall initiative, The Career Opportunities and
Development Program, includes all phases of career
development and planning, diversity training, multi-cultural
networks, a group mentoring program, and an individual
mentoring program. The purpose of the Individual Mentoring
Program is to provide high potential selected minorities and
women with an opportunity to focus on examining personal
expectations, work habits, communications goals and
objectives, constructive feedback, and understanding
expectations under the guidance of experienced and skilled
professionals. Recognition that the bank could strengthen its
business by developing employees was the motivation for
establishing the initiative. Throughout the next three to
five years all of the participants will be tracked as to
their career development.
JC Penney Co., Inc.; Mentoring Skills Development Workshop:
JC Penney Co., Inc. created its own two-day workshop on
managing a diverse workforce. All profit-sharing managers in
the company have attended the program. The workshop
objectives are to create an awareness of cultural
differences, to develop an understanding of how these diverse
cultures benefit the workplace
environment, and improve communications among an
increasingly diverse workforce. Additionally, 120 key
senior managers attended a week-long multi-cultural
workshop that uses relationships and team-building to
reinforce the value of diversity.
New England Telephone--NYNEX; Mentoring circles: Designed
to help prevent some of the problems associated with
structured mentoring relationships, NYNEX has implemented
``mentoring circles.'' Because mentors and mentees meet in
groups of up to 12 people, the sexual tension and rumors that
can accompany one-on-one male/female and interracial
mentoring are eliminated. Moreover, the circles maximize the
use of mentors' time, as the number of individuals qualified
to serve as mentors is usually far fewer than the number of
employees seeking mentors.
Pitney-Bowes, Inc.; Pairing System: The objectives of the
1989 pilot program were to augment the development process by
helping to increase the number of candidates ready to fill
managerial positions and to improve the retention of valued
employees. The program was also designed to further the
company's goal of creating an environment that values
diversity by helping to increase the representation of
minorities and women management. The current program strives
to match mentors and mentees in as many levels as possible by
looking at the development needs of associates, the
experience of mentors, geographic proximity and/or functional
commonality.
Accountability Programs

Procter & Gamble; Corporate Mentoring Program: The
objective of the program is to ensure that there is an
experienced manager to act as ``a trusted counselor, coach,
role model, advisor and voice of experience'' to managers
with less experience who are expected to advance within the
organization. The first priority of the company was to ensure
that minorities and women who had been identified as having
advancement potential have mentors because of the higher
turnover rates among these managers.
Baxter Healthcare Corporation; Affirmative Action Strategy;
Balanced Work Force Initiative: The program holds managers
individually accountable for recruiting, retaining and
promoting minorities and women. Managers are provided with
guidelines for developing professional skills and, at year
end, are required to complete detailed summaries of their
efforts. Managers then submit the forms to corporate
headquarters for an in-depth review of their achievements.
Baxter then reinforces support for managers' initiatives by
tying 20 percent of their discretionary bonus to their ``good
faith'' efforts and pursuit of corporate goals. Both the
number of female vice presidents and the number of female
division presidents have increased substantially since 1988.
Corning Glass Works, Inc.; Quality Improvement Teams: To
counteract a trend in attrition, the company assigned senior
managers to separate quality improvement teams, one for
women's advancement and one for the advancement of African
Americans. After an intensive six-month effort, involving
surveys and focus groups, the teams made recommendations for
improving the workplace. Some of the outcomes include
mandatory gender and racial awareness training for managers
and professionals, the introduction of career planning
systems, and improved communication.
Square D Co.; Diversity Goal Setting: Goals for preparing
high potential female employees for management positions (at
salaries of $60,000 and above) were developed and presented
to senior executive staff. In 1991, it was decided that a
minimum of 20 percent of manager's bonuses would be based on
their effectiveness in meeting corporate goals to recruit,
develop, and promote women.

[[Page S4949]]

Suggestion Planning

Tenneco, Inc.; Executive Incentive Compensation Program:
This program links a significant percentage of each
executive's bonus to the attainment of defined divisional
goals to promote minorities and women. Three-quarters of this
percentage relates to these pre-established goals, which are
separate for minorities and women and are set by each company
according to its individual workforce and location; the
remaining one-quarter is for implementing programs directed
at developing and advancing targeted groups.
American Airlines; Supertrack: The company is taking a
multifaceted approach to retaining, developing, and promoting
minorities and women. Supertrack requires officers to submit
detailed, cross-functional development plans for all high-
potential minorities and women in middle management and
above.
Career Development Program (CDP): American's Career
Development Program (CDP), a sophisticated, computerized job-
posting system, allows employees to signal their interest in
positions before vacancies occur. Company-wide posting also
helps reduce potential for discrimination or favoritism by
providing all employees with instant job information.
Women in Operations Management Advisory Council: To boost
women's representation in nontraditional positions, a task
force was established: Women in Operations Management
Advisory Council. The goals of the group are to identify the
barriers for women in nontraditional areas, to educate female
employees on the growing opportunities in technical fields
and to serve as mentors to female employees.
Hershey Foods; Senior Management Review: The advancement of
minorities and women is one of the many goals of the
succession planning process. During the company's Senior
Management Review, high-growth individuals and potential
high-growth individuals are identified as part of the annual
meeting of top-level executives. Managers compile profiles of
the high-growth individuals. The profiles include performance
strengths, weaknesses, and areas that need development, the
next planned or anticipated
position, and the anticipated position or level in five
years. A five-year development plan charts the path from
the employee's present position to anticipated position.
Cross Entity Review: Lateral movement or promotions from
one division to another are identified to help develop an
individual through new experiences. It also serves a business
purpose by placing key employees where their expertise is
needed.
McCormack & Dodge; Succession Management Resources Review
(SMRR): A component of a larger initiative to foster career
advancement, SMRR is the process by which all senior managers
evaluate those managers who report to them directly and
determine their readiness for progression into even more
senior positions. Senior managers must also identify the
critical skills, training and job experiences that each
middle manager must have in order to be promoted to more
senior positions. A detailed, individualized development plan
is prepared for these individuals and is reviewed by
executives on an annual basis. These plans are reinforced
through performance evaluation and other goal-setting
processes.
Motorola, Inc.; Succession Planning with Clout: To
accelerate women's advancement, the company implemented this
program in 1986. The program features an ambitious,
corporate-wide ``Parity Initiative,'' which requires, by year
end 1996, that the representation of minorities and women at
every management level mirrors the representation of these
groups in the general population. The ``Parity Initiative''
has already produced results: In September 1989 Motorola had
two female vice presidents; today it has fourteen. To achieve
these goals, the company uses a succession planning process,
the ``Organization and Management Development Review,'' which
is unique in that it reaches down to the entry and mid-levels
of management and holds managers accountable for developing
and retaining minorities and women.
Workforce Diversity Initiatives

Public Service Electric & Gas Company; Multi-level,
company-wide succession planning: Once a year each
departmental head completes several succession planning
forms: One is an organizational chart on which succession
candidates, their readiness dates and their development needs
are identified. Another form asks department heads to
indicate any human resources issues they're confronting.
Finally, department heads rate the performance of each
employee on a scale of one to five--one indicating a high
potential fast tracker; five indicating unsatisfactory
performance. Focus is on the number of minorities and women
designated as promotable and on the development opportunities
outlined for them.
Avon Products, Inc.; Communication System: This grassroots
communication system monitors problems and opportunities
related to diversity. Minority network groups exist as forums
at which people of color can identify and discuss career-
related issues. Officer sponsors provide guidance and
mentoring. These networks communicate their concerns to a
multi-cultural committee which, in turn, makes
recommendations to senior management to effect positive
change. On a monthly basis, the Corporate Women and
Minorities Committee, founded by a former CEO, checks the
company's progress in meetings to ensure access to management
for minorities and women.
Managing Diversity: Avon defines managing diversity as
``creating a culture that provides opportunity for all
associates to reach their full potential in pursuit of
corporate objectives.'' Their conceptualization of diversity
encompasses the more obvious differences such as age, gender,
race, and culture, as well as the more subtle dimensions such
as work style, life style, and physical capacity and
characteristics. Managers at every level are responsible for
Avon's progress in diversity. In addition, Avon encourages
the comprehension and support of diversity by all employees.
General Electric, NY Silicone Manufacturing Division;
Grassroots Diversity Initiative: The Silicon Manufacturing
Division has increased the number of minorities and women
entries to 30 percent. In 1989, an informal network created a
grass-roots diversity initiative at the company in response
to problems experienced by women and people of color.
Specialized characteristics of the initiative include
teamwork and diversity training. A review board examined
such issues as family leave, flexible hours, personal and
professional development, and other programs. Since the
implementation of the program, there has been an increase
in the number of women in managerial positions including
women of color. Mentoring, an important component of the
program, was established to provide minorities and women
with role models who would give the participants insight
into the corporate culture and management systems.
General Foods; Diversity Management Steering Committee:
General Foods began its diversity effort by forming a
Diversity Management Steering Committee, chaired by the
president and including 10 senior executives, to monitor all
company activities relating to affirmative action and
diversity management. A full-time human resources position
dedicated solely to diversity management was established,
along with a Workforce 2000 Council to address the issues of
the upward mobility of minorities and women, networking, and
career/family balance. A huge training effort was then
launched for the entire salaried employee population. The
goal of the training is to increase awareness of changing
workforce demographics, the diversity efforts of competing
companies, and the internal cultural barriers that inhibit
the productivity of minorities and women.
McDonald's; changing Workforce Programs: Formalized more
than a decade ago, the programs are based on a premise of
respect for all contributors to the business. Comprising six
progressive management development modules, the program has
helped ensure that employees of both genders and all cultures
can reach their full professional potential. Through the
modules, class participants are encouraged to explore
personal attitudes and assumptions that can become barriers
to their professional growth, or the growth of employees they
manage. Training courses offered include: Managing the
Changing Workforce (MCW); Women's Career Development (WCD),
Black Career Development (BCD); Hispanic Career Development
(HCD); Managing Cultural Differences (MCD) and Managing
Diversity (MD).
PDQ Personnel Services; Workforce Diversity Initiatives:
PDQ has developed ongoing relationships with diverse business
groups to generate continuous referrals and to promote the
advancement of minorities and women. It has developed
outreach to organizations representing minorities and women
such as the Latin Business Association, Black Business
Association, and the Urban League. These organizations assist
PDQ with recruitment outside the company. PDQ has developed
non-gender and non-racial interview questions which are
uniformly administered to all candidates being considered for
management positions.
Procter & Gamble; Corporate Diversity Strategy Task Force:
In 1988, the president commissioned this task force,
intentionally including line vice presidents, to redefine the
importance of a multicultural work force and to identify
strategies for managing diversity. In terms of diversity
training, the company offers awareness training, symposiums
on women and minority issues, and ``onboarding'' programs
that help orient new hires with special attention to gender
and minority concerns. To foster development and retention,
all managers receive regular career assessments in which they
and their supervisors identify the skills they need to
advance.
Rensselaer Polytechnic Institute; Beyond Diversity Effort:
The Institute views itself as a microcosm of the broad
society: they have developed initiatives that cut across the
entire university community in order to adequately prepare
students for the work force. The program was established as
part of the Institute's recent strategic planning progress.
It offers both students and faculty opportunities to learn
and participate in different cultures and lifestyles through
lectures, concerts, travel, workshops, and task forces.
US WEST; Pluralism Performance Menu (PPM): Pluralism
Performance Menu, initiated in October 1990, is a measurement
device for tracking the performance of the company's officers
on their quantitative and qualitative efforts to develop and
advance minorities and women. The PPM lists criteria for
measuring officers' efforts. Every
[[Page S4950]] six months, officers submit a completed menu
to corporate headquarters where the data are analyzed. Each
officer is provided with feedback and suggestions for
improvement. The short-term
goal of the PPM was to boost the company's recruitment,
development, and advancement of minorities and women. The
PPM is designed to raise the company's commitment to
diversity to a new plane so that, in the long run,
promoting diversity will become second nature to all
employees.
US WEST; Women of Color Project: See US West: Leadership
and Career Development.
Workshop: White Maleism and the Corporate Culture: The goal
of this workshop is to improve the communication between men
and women and to help men avoid seeing women in the workplace
as a threat, and instead as ``an opportunity for greater
economic prosperity and increased personal enrichment.''
Xerox Corporation; Asset Management Program: This program
was started in 1983 to foster mobility of women of color
within the company's Development and Manufacturing
Organization. The program combines formal training and on-
the-job experience. It is intended to provide exposure to and
understanding of the manufacturing operation through
intensive on-the-job experiences under the direction of the
plant manager. The plant manager also serves as mentor to the
candidate to ensure that the program's objectives are
fulfilled through each developmental phase.
Workforce Diversity Initiatives Corporate Women's Groups/Networks

Avon Products, Inc.; Avon Multicultural Committee: Avon has
three strong groups: the Avon Asian Network, the Avon
Hispanic Network, and the Black Professional Association
(BPA). These groups originated in the 1970's as the Concerned
Women of Avon, which then became the Women and Minorities
Committee. In the mid-1980s committee members branched out
and began networks and to address their specific needs.
Management developed an organized system through which
networks and committees feed into each other to ensure a
consistent flow of information and communication. In order to
be credible, the group has made sure that its objectives are
consistent with the company's goals. The committee is
structured to help Avon implement its business strategy of
becoming a multicultural workplace. The group has developed
an operational structure with officers and regular meetings
that follow the accepted business protocol at Avon. In
addition, the committee tries to be open about its intentions
and to communicate clearly and consistently.
Case Western Reserve University; Salary Equity Committee:
Established in 1992, this committee reviewed the salary
distribution of all university faculty and its findings have
been shared with the entire University community. This kind
of open review will be done annually. An external consultant
annually reviews the staff salary plan to ensure equity.
Every performance appraisal carries two levels of review
within its division and a review by a compensation section of
the Human Resources Office for equity, appropriateness, and
consistency.
Hoffmann-LaRoche; Concerned Women of Roche (CWR): Founded
in 1972, CWR is one of the older corporate women's groups in
the country. The 400-member group seeks to encourage women to
develop their abilities to the fullest potential; it actively
supports the company's Equal Employment Opportunity/
Affirmative Action program and champions Hoffmann-LaRoche's
policies on behalf of women's advancement and work/family
balance. The group is recognized as a viable corporate entity
with full support of management. Recognizing the growing need
for child care, CWR championed the concept of an on-site
center. After conducting a feasibility study
and assessing employee child care needs, the Hoffmann-La
Roche Child Care Center sponsored a child care center in
1979. It was established in New Jersey and was one of the
first in the country. Also, at the request of management,
CWR had input into the company's maternity leave and
sexual harassment policies. CWR also spearheads the
company's mentoring program (which was recently expanded
to include bilingual mentors), offers career counseling
and skills workshops four times a year, and provides a
wide range of programs for employees and their families.
Hoffmann-La Roche funds these programs and other CWR
activities.
Honeywell, Inc.; Women's Council: Formed in 1978, the group
has approximately 35 members who represent a wide range of
job functions, levels, and organizational units. They
exemplify the diverse workforce in terms of age, race, and
family status. Initially, the group was chartered to
contribute to a working environment that would attract and
retain quality female employees and encourage personal growth
of all employees. Its goals were to identify, study, and make
recommendations on issues of concern to Honeywell women and
support women who sought career mobility.
After gaining management support, the Council moved beyond
its original emphasis on programming to providing recognized
policy input. Without abandoning its original broad agenda,
the group now focuses on identifying and studying issues of
concern to Honeywell women and barriers to their upward
mobility, and makes recommendations about how both management
and employees can work to remove these barriers. The Council
comprises employees from both the professional and
administrative ranks.
Workforce Diversity Initiatives Gender/Racial Awareness Training

Arthur Andersen & Co.; Men and Women as Colleagues: This
gender awareness training program was introduced in May 1990
at the accounting firm's Dallas office. It aims to enhance
interpersonal communication between male and female
employees, legitimize discussion of workplace gender issues,
increase understanding of the business benefits of creating a
supportive environment for women, and help Andersen attract
and retain female employees. Based on the success of the
Dallas office pilot, the program has been endorsed by
Andersen's national human resources office and is now being
conducted at multiple locations throughout the country.
E.I. du Pont de Nemours & Company; Personal Safety: The
company has chosen to address in a business context the
growing social problem of personal violence, including rape,
wife/spouse battering, and child and elder abuse. Senior
management recognizes that employees'concerns about safety,
both on and off the job, can prevent them from fully reaching
their potential. Du Pont's program contributes to a
supportive work environment and improved productivity by
helping employees address previously ignored areas of mental
stress and by opening the lines of communication between men
and women.
Core Groups: These specialized workshops were implemented
in 1988 to sensitize white, upper-level managers to gender
and racial issues. Comprising 12 to 18 employees (five of
whom are white male managers, and the remaining minorities
and women), core groups meet with an outside facilitator for
eight hours a month, on company time if they choose. Senior
vice presidents are encouraged to form core groups within
their own departments, and members either self-select or are
invited to participate. While the groups have a life of their
own, they typically last about a year. Occasionally members
of the group will continue to meet on an ad hoc basis once
the group has disbanded.
Hughes Aircraft; Gender/Racial Awareness Training: Hughes
has implemented a series of ``Managing a Diverse Workforce''
training programs for management/supervisors, as well as
career development seminars for minorities and women. Hughes
also has a variety of management and professional development
programs, including the Chairman's Executive Leadership
Program, Line Managers Development Course, Contract Managers
Course, and the Management Action Workshop for new
supervisors and middle managers. All of these programs are
monitored on a regular basis to determine the enrollment
patterns of minorities and women.
JC Penney Co., Inc.; Diversity Awareness Workshops Skills
Development Workshops: JC Penney Co., Inc. created its own
two-day workshop on managing a diverse workforce. All profit-
sharing managers in the company have attended the program.
The workshop objectives are to create an awareness of
cultural differences, to develop an understanding of how
these diverse cultures benefit the workplace environment, and
improve communications between an increasingly diverse
workforce. Additionally, 120 key senior managers attended a
week-long multi-cultural workshop that uses relationship and
team-building to reinforce the value of diversity.
3M; The Women's Advisory Committee: The 3M Women's Advisory
Committee's mission is ``to influence and effect change in 3M
to assure that all employees can participate and contribute
equally.'' The statement emphasizes change and focuses
attention on promoting women's career and leadership
development through identification of issues, communication
to 3M about women's concerns, and recommendation of specific
action plans. The committee provides direct advice to senior
management committees regarding policies that impact 3M
women. The committee has contributed to the implementation of
a number of significant programs including: supervisory and
management development programs, internal communications on
diversity in the workforce, an improved performance appraisal
system, employee initiated part-time employment, and internal
personnel search required for all job openings.
MCA, Inc.; Gender/racial Awareness Training: A Diversity
Awareness Program, first targeting senior executives and then
all management staff, enhances and sustains a work
environment that is responsive to the changing demographics
of MCA's workforce, eliminates any attitudinal barriers that
hinder the hiring and promotion of people of diverse
backgrounds, and reaffirms the company's commitment to
considering candidates from diverse backgrounds for all jobs.
More than 300 management personnel have attended. A Diversity
Forum has been established to address diversity issues that
emerge on a day-to-day basis.
North Broward Hospital District; Bridges: This voluntary
management training program helps develop the skills needed
to manage a diverse workforce through a 32-hour series of
workshops involving role playing and interactive
conversations. The eight training modules focus on
intercultural perceptions, gender stereotypes, subtle racial
sterotypes, ethnic identify, organizational culture,
intercultural conflict, and communications barriers. Ninety-
four percent of those participating in the program found it
excellent or very good.
[[Page S4951]] Pitney-Bowes, Inc.; Minorities Resource
Group/Women's Resource Group: The two groups play significant
roles in enriching the company's equal opportunity
environment. The groups work with both senior management and
human resources personnel to provide input into programs and
new initiatives such as candidate slating, job posting,
development of management training programs, the mentor
program, recruiting and hiring practices, and enhancing
upward mobility for all employees in the company.
Port Authority of New York and New Jersey; Women's Equity
(WE): WE was organized by a small of management women to
reduce their sense of isolation and to promote women's upward
mobility. By 1984, women were well represented in junior and
mid-management jobs; subsequently, WE began to recognize the
importance of women's voice in the workplace and to lobby the
agency's leaders about women's concerns. Issues of primary
interest included
flextime, parental leave, child care, and the availability
of promotion opportunities for all women. Opening up
membership into the women's organization at all levels was
a logical step because the group's steering committee
believed they would gain greater clout when voicing
concerns to management by representing more women in the
agency. To recruit new members, WE planned programs to
involve women at all levels, such as a workshop on
juggling work and family obligations, a display on women's
historical contributions to the Port Authority, and health
seminars. To ensure the relevance and usefulness of the
programs to all members, Women's Equity also sought
nonmanagement women's involvement on the steering
committee and on each of its five subcommittees. The group
then planned a special workshop cosponsored by Asian,
African American, and Hispanic groups to help recruit
women for nontraditional jobs such as the construction
trades.
Raychem Corporation; Women's Network: The Network was
developed in early 1991 to address women's isolation in the
corporation's heavily male-dominated culture. The Women's
Network issues a newsletter to more than 200 female and male
employees. The Network is drafting its formal charter,
organizing focus groups with female employees and top
management, and launching a formal study to determine whether
there are barriers to career development at Raychem. A
positive and constructive approach and its practice of
communicating with management regularly and openly are
attributes that led to the group's success.
Ryder Systems, Inc.; Women's Management Association:
Founded in 1982, the Women's Management Association defines
itself as a ``business association.'' Its objectives include
helping women to become more effective in their jobs,
apprising senior management of women's concerns and
recommending practical solutions, and improving the knowledge
of members of Ryder's businesses and customers. A unique
aspect of the group and a key to its success is the
involvement of senior management. The group is guided by a
Governing board, comprised of 10 senior-level female
managers, and an Executive Adivsory Committee,
comprised of four of the chairman's direct reports and human
resources executives. Throughout the year, the group
sponsors special events featuring nationally recognized
business leaders, and frequently asks Ryder's corporate
and division officers to formally speak to members about
company growth and business plans. Having the group's
objectives aligned with corporate objectives and the
involvement of senior management have been critical to its
success.
Tenneco, Inc.; Women's Advisory Council: The council was
established in January 1988 by then Chairman James L.
Ketelsen to help increase the number of women in leadership
positions. Since then, the group has worked with management
and corporate human resources officers to achieve its goals.
Approximately 20 executive and management women from all
company divisions are part of the Council, which also has a
non-member senior executive liaison. The council receives its
operating budget from the company and uses company personnel,
facilities and communications services. Members of the
Women's Advisory Council helped corporate human resources
officers facilitate company-wide adoption of ``Workforce 2000
Initiatives,'' a training program for addressing workforce
diversity issues. The group also assisted corporate human
resources officers in developing the ``Work/Family Support
Program,'' which offers a range of work and family benefits,
including a six-month, unpaid family care leave. The number
of women in senior management has grown significantly since
the Council was established.
Texas Instruments; Corporate Services Women's Initiative:
The Initiative is a management-supported group of
approximately 50 female engineers, managers, and technical
employees in the company's Corporate Services division.
Founded as a grassroots effort by two women in 1990, the
stated charter of the group is to champion the full
participation of Corporate Services women at all levels and
aspects of the business by promoting their professional and
personal goals. The Women's Initiative helps top management
understand and resolve issues that will enable the company to
better recruit and retain women. Using the Corporate Services
Women's Initiative as a model, five additional women's
networks have formed in other company divisions.
Workforce Diversity Initiatives Elimination of Sexual Harassment

Apple Computer; Sexual Harassment Policy: The policy was
instituted in February 1991 as part of an overall effort to
bring more structure to a relatively liberal environment.
When confronted with sexual harassment situations, the
company is not reluctant to take action, offenders are
terminated when appropriate. The policy has three components:
a statement defining and prohibiting sexual harassment, a
section outlining managers' responsibility, and a section
describing the process of filing and resolving grievances.
AT&T; Policy Training manual: A company-wide sexual
harassment policy was implemented in the early 1980's as a
step toward ensuring a nondiscriminatory workplace. The
employee manual, ``Dealing With Sexual Harassment, a Guide
for Employees,'' conveys the nature and implications of
sexual harassment by illustrating real-life examples of
improper behavior, and consequences for harassers. The ``New
Focus on Sexual Harassment'' workshop sensitizes supervisors
and employees to the nuances of sexual harassment through
videotapes, case studies, and role playing.
E.I. du Pont de Nemours & Company; A Matter of Respect: In
1987, the company developed this four-hour workshop to help
create a responsible and respectful environment free of
sexual harassment and discrimination. The workshop uses a
videotape of real-life examples of sexual harassment,
including the more subtle forms, the offensiveness of which
men are often unaware. After an employee discussion of their
perceptions of sexual harassment, the facilitators define the
legal parameters and implications of sexual harassment.
Another video shows the company's chief executive officer
expressing his disapproval of sexual harassment. The final
segment outlines the resources available to employers and the
actions they can take.
Family Friendly Programs

Eastman Kodak Company; Work and Family Program: A task
force was appointed in November 1986 to examine work and
family issues. The task force reviewed the programs of 33
work-and-family-supportive companies, surveyed 2,000 Kodak
employees and consulted with work and family specialists. The
result was a comprehensive work and family program which
includes up to 17 weeks of unpaid, job-protected family
leave, child care resource and referral service, and
corporate funding for start-up cost for day-care homes in
Kodak communities.
Parental Leave: A surprisingly high number of men have
taken advantage of a generous family leave policy without
stigma and without derailing their careers. Also unusual is
the length of leave the men have taken to care for their
infants: an average of 12.2 weeks, which is just a week less
than the average leave for mothers. Full health coverage
continues during leave, and employees are assured of
returning to the same or comparable job.
Fel-Pro Inc.; Family Friendly Programs: Fel-Pro increased
its financial aid for adoption from $2,500 to $5,000 and
increased its tuition refund benefits from $2,500 to $3,000
for undergraduate studies and from $5,000 to $6,500 for
graduate studies. Tuition reimbursement has been extended to
part-time employees, who are mostly female.
John Hancock Financial Services; Family Care Issues: The
company designed its innovative Family Care Issues to help
recruit and retain top talent. The company has instituted a
program that includes such benefits as a one-year unpaid
leave of absence and an on-site child care center. But the
company has gone beyond traditional work and family programs:
a Summer Care Fair offers employees and the public
information about summer camps and programs in New England
and a ``Kids-to-go'' program works with local day care
centers to provide activities for the school-aged children of
employees during school holidays and vacations.
Johnson & Johnson; Balancing Work and Family Program: The
program includes the following components: Child Care
Resource and Referral; On-site Child Development Centers;
Dependent Care Assistance Plans; Family Care Leave; Family
Care Absence; Flexible Work Schedules; Adoption Benefits;
SchoolMatch; Elder Care Resource and Referral; Relocation
Planning; and Employed Spouse Relocation Services. These
initiatives were designed in large part to address the
changing composition of their work force--the increasing
numbers of women, two-career families, single parents, and
the children of elderly parents. The company conducted a
survey that showed that between 1990 and 1992, supervisors
became significantly more supportive of employees when work/
family problems arose and supervisors were also seen as more
supportive of the use of flexible time and leave policies.
There was, however, no impact on absenteeism or tardiness.
Marquette Electronics; On-Site Daycare, Flexible Work
Schedules: Marquette has two on-site centers serving 175
children. Workers can adjust their schedules daily, if
necessary, to meet family needs.
NationsBank; Shared Parenting: The bank is one of the
first, if not the only company to offer fathers paid time off
to care for their newborn children. The policy is based on
the company's belief that parenting is a shared
responsibility. New fathers receive up to six
[[Page S4952]] weeks of paid paternity leave: for each year
of service they accrue one week of leave.
SC Johnson Wax; Child care/parental leave: One of the
company's foremost work and family benefits is its on-site
child care program, established in 1985. The child care
program provides before- and after-school care,
transportation to and from school, a kindergarten program and
parent training for employees. The center has been accredited
by the National Association for the Education of Young
Children. During the summer, the company offers full-time day
care for school-age children of employees.
The parental leave policy allows up to three months of
unpaid leave for both male and female employees. This is
in addition to the paid medical leave for the mother. The
option to work part-time following parental leave is also
available.
Pacific Gas and Electric; Adoption Reimbursement Program:
The Adoption Reimbursement Program reimburses employees for
100 percent of their covered expenses--up to a maximum of
$2,000. The adoption of stepchildren is covered and adopted
children can be any age up to 18. There are no limits on the
number of adoptions per employee that can qualify for
reimbursement. Covered expenses include legal, court,
adoption agency and placement fees, medical expenses, and
transportation expenses, and transportation expenses with
picking up the child.
JC Penny Co., Inc.; On-Site Child Care: A child care center
in the home office building is available to all JC Penny Co.,
Inc. employees. The 10,000-square-foot facility can
accommodate 157 children from 6 weeks to 5 years of age at an
average cost of $100 per week.
Tandem Computer, Inc.; Model Maternity Leave: Tandem has
offered a nine-week unpaid parental leave for over 10 years.
A full-time disability leave manager helps expectant parents
obtain and process the necessary medical and insurance forms,
and an on-staff nurse is available to check on the health of
pregnant employees. Tandem also recognizes infertility by
covering up to three in-vitro fertilization treatments as
well as expenses for surrogate mothers.
US Sprint; FamilyCare Program: To generate awareness and
build broad-based support. Sprint appointed 150 employees
from a range of company divisions to 11 career and family
action teams. The teams developed the blueprint of the
FamilyCare program. Announced in July 1989, FamilyCare
provides flexible work schedules, a dependent-care resource
and referral service, adoption assistance, personal and
family counseling, working partner relocation assistance, and
flexible health-care benefits.
Arthur Andersen & Co.; Flexible Work Program: The program
allows female or male managers to return to work on a part-
time basis for up to three years following the birth or
adoption of a child, while maintaining the benefits of a
full-time employee. Andersen clearly communicates that
managers who work part-time at some point in their careers
will remain eligible for partnership; flexible work
arrangements will lengthen an employee's progression toward
partnership, not derail it.
Corning Glass Works, Inc.; Alternative Job Schedules:
Corning's policy states that ``alternative job schedules are
privileges--not rights.'' An employee must have a good
performance rating and the position must lend itself to a
nontraditional schedule. Options include part-time, flextime,
job sharing, and work at home.
Eastman Kodak Company; Professional Flexible Work
(Arrangements (FWAs): Flexible work arrangements, including
those at the managerial level, have been available on an ad
hoc basis since the early 1980s. In November 1988 a formal
policy was introduced in which part-time, job sharing, and
flextime are available to all employees.
North Carolina National Bank; Alternative Work Schedules:
In 1987 the bank began offering employees on parental leave
the opportunity to rejoin the workforce at their own pace
during a six-month leave period. Employees arrange their
schedules with their managers, receive full benefits and a
prorated salary, and return to the same or comparable
position. The bank also offers Select Time, a part-time
program instituted in 1988. Although Select Time has been
used mostly by officers and managers, it is available to any
employee who has worked at NCNB at least a year and performs
at a level rated ``satisfactory'' or above.
Pacific Bell; Telecommuting: Pacific Bell has been
researching the business costs and payoffs of telecommuting
since the inception of its pilot telecommuting program in May
1985. The company defines telecommuting as working from a
site other than the office using telecommunications
technology.
Family Friendly Programs Flexible Work Arrangements

The San Francisco Bar Association; Model Alternative Work
Schedule Policy: The policy, drafted by the association's
Committee on Equality, outlines four options that it says
firms should make available to lawyers: (1) flextime; (2)
part-time; (3) job sharing; and (4) flexiplace. The model
policy is compatible with the American Bar Association, the
Oregon State Bar Association and the policy put forth by the
Minnesota Women Lawyers. The four models agree that:
Alternative work schedules should be available to both men
and women; Compensation should be calculated on a pro rata
basis, with full or pro rata benefits; There should be
periodic review of alternative work schedule arrangements;
There should be uninhibited promotion and advancement for
part-time attorneys, but those attorneys have a
responsibility to keep regular hours and to be available even
when not in the office.
Sidley & Austin; Part-time Work Policy: The law firm,
located in Chicago, introduced a part-time work policy in
1987. Part-time, normally 60 to 80 percent of a full-time
work load, is not restricted to dependent-care needs. Most
often it is new mothers who take advantage of the policy,
which entitles them to take up to an eight-month, full-time
parental leave. After this leave ends, the firm permits the
associate to work part-time for up to six months. If the
arrangement does not jeopardize the needs of the practice, an
employee can request to work part-time indefinitely.
Skadden, Arps, Slate, Meagher & Flom; Part-time policy: In
1981, the law firm adopted a policy allowing attorneys with
two years of experience at the firm to work part-time. In
1984, the option was expanded to include new recruits. The
policy has no restrictions in terms of duration. While part-
time attorneys are not on the partnership track, they can
pursue partnership once they return to full-time status.
Steelcase, Inc.; Professional Job Sharing: After offering
job-sharing for 6 years to nonexempt salaried employees, the
company extended the option to its entire work force in 1988.
Management encourages employees and their supervisors to
customize job sharing arrangements. The most common
arrangement features a weekly schedule divided between the
partners. Job sharers receive half of their medical, dental,
and life insurance benefits, but can purchase a full package
at the company's group rate. Vacation and sick days are
prorated, and annual merit raises and promotion opportunities
are preserved.
Tucson Medical Center; Alternative Scheduling: The 15-
member Nursing Recruitment and Retention Committee works with
senior administration and the governing board to identify
projects and programs that help prevent or reduce the effects
of the nursing shortage. Staffing and scheduling are known to
be areas of dissatisfaction for nurses and may cause a nurse
to leave an institution. Tucson Medical Center has the
traditional eight-hour shift, and also ten-hour, twelve hour,
split, and other nontraditional shifts. In many cases,
through a process of self-scheduling, the nurses put these
shifts together to provide 24-hour coverage. This departure
from traditional scheduling by the management team allows
staff nurses to develop their own work calendar within some
pre-established parameters.
Aetna Life & Casualty; Family Benefits: A Family Leave
Policy was implemented in June 1988. The policy grants
employees, both male and female, up to six months of unpaid
leave following the birth or adoption of a child or to deal
with a serious illness of a parent, spouse, or child.
Corning Glass Works, Inc.; Policy: The parential leave
policy provides six weeks of disability leave for maternity,
including full benefits, followed by an optional 20 weeks of
child care leave for new fathers as well as mothers,
including adoptive parents, and an optional part-time return.
At the end of parental leave or at any other point an
employee needs more time for family care responsibilities, he
or she may elect to work flexible hours, arrange a job
sharing situation or work at home. The program allows
employees temporary part-time work assignments when they need
to devote extra time to caring for children or other
dependent relatives.
IBM; Policy: In October 1988, IBM extended its unpaid
personal leave of absence from 1 to 3 years to help employees
balance career and family responsibilities. Employees taking
leaves of one year or less are guaranteed their same or a
comparable job upon return; workers who take longer leaves
are assured of a job but not necessarily at the same salary
or level.
Proskauer, Rose, Goetz & Mendelsohn; Family Benefits for
Men: In March 1989, this law firm adopted a policy granting
three-month paid parental leaves for male and female
associates. The policy dictates that ``eligibility for
partnership consideration shall not be affected in any way by
the fact that an associate has been on child care leave,
although the timing of such consideration may be affected if
the leave or leaves are for extended periods.'' To qualify
for the paternity leave, new fathers must be the primary
caregiver in the family and must have been employed by the
firm for at least a year.
Allstate Insurance Company, American Express Company, Amoco
Corporation, IBM, Johnson & Johnson, Motorola, Inc., The
Travelers, Xerox Corporation, and Work/Family Directions; The
American Business Collaboration for Quality Dependent Care:
The program is championed by Allstate Insurance Company,
American Express Company, Amoco Corporation, IBM Corporation,
Johnson & Johnson, Motorola, Inc., The Travelers, Xerox
Corporation, and Work/Family Directions. The collaboration is
an effort by 109 companies and 28 public and private
organizations to ease the work/family conflicts of their
employees. This unique effort aims to increase the supply and
enhance the quality of dependent care services for their
employees and the communities in which they live and work.
The Collaboration has invested more than $25 million in 300
dependent care programs in 44 communities.
[[Page S4953]] American Express Company, J.P. Morgan, and
Philip Morris; Partnership for Eldercare: In collaboration
with the New York City Department for the Aging, the program
was developed to assist employees with elder-care support.
The companies fund the program, and in turn, they choose
Department of Aging services that best fit their needs and
corporate cultures. Among them are on-site seminars for
employees on such topics as legal and financial planning and
nursing home placement, individual consultation to assess the
elder-care needs of employees and to refer employees to
appropriate resources, an elder-care counseling ``hot-line,''
and technical assistance for human resources professionals in
designing and communicating elder-care benefits packages.
Representatives from sponsoring companies meet on a regular
basis to discuss the status, strategies, and goals of the
partnership.
Champion International Corporation; On-site child care
center: Based on an employee survey indicating child care as
a major concern, and strong support from its Chief Executive
Officer, the company opened an on-site child care center in
1988. The 4,900-square-foot center, housed in an office
building adjacent to corporate headquarters, was
imaginatively designed by an architect with experience in
child care center planning. Each age group has a separate
room, and a complex security system ensures safety and proper
visitor identification. While the center is open to the
community, children and
grandchildren of Champion employees are given preference.
Currently, the center provides care for 60 children aged
three months to five years, and a waiting list exists. In
keeping with Champion's commitment to accessible, high-
quality care, the center is accredited by the National
Association for the Education of Young Children.
IBM; Elder Care Referral Service (ECRS): IBM introduced its
Elder Care Referral Service in February 1988 to ease the
caregiving responsibilities of its U.S. employees, retirees,
and their spouses. Through a nationwide network of 200
community-based organizations, ECRS provides personalized
telephone consultation, which educates employees on elder
care issues and refers them to services or care providers in
the area in which their dependent relative resides. IBM
offers the referral service on a prepaid contractual basis,
while the employee or older relative selects and pays for the
actual care provided.
Stride Rite Corporation; On-site intergenerational center:
Opened in March 1990, the center was the first of its kind to
be sponsored by an American company. To assist with the
center, Stride Rite has enlisted the help of Wheelock
College, a Boston-based school that specializes in child care
and family studies, and Somerville-Cambridge Elder Services,
a local nonprofit agency that provides assistance to the
elderly. At full capacity, the center accommodates 55
children (ranging in age from 15 months to 6 years), and 24
adults age 60 and over. To foster the relationship between
children and elders, the center sponsors such activities as
reading and writing stories, playing games, celebrating
holidays, cooking and arts and crafts. It is open to
employees as well as to members of the community, some of
whom receive state-subsidized membership. There is a sliding-
scale fee structure based upon family income.
Ms. MOSELEY-BRAUN. I thank the Chair for his patience and thank the
Chair for staying awake and for his indulgence.

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