[Congressional Record Volume 141, Number 59 (Thursday, March 30, 1995)]
[Senate]
[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order for the quorum call be rescinded.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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