Two years ago, the new President of the Asia Pacific division of Baxter International, a company which develops and manufactures healthcare products, set a lofty goal: to achieve a 50/50 gender balance across management-level and critical positions throughout the 14 countries in the region (Australia, China, Hong Kong, India, Indonesia, Japan, Korea, Malaysia, New Zealand, Philippines, Singapore, Taiwan, Thailand, and Vietnam).

In 2005, Gerald Lema took over as President of Baxter in Asia Pacific. As part of the consolidation process, he put into place a “culture of respect for individuals and their contributions by emphasizing high performance standards, knowledge transfer, continual learning, innovation and the role of gender balance in supporting innovation.” Lema and the Asia Pacific Leadership Team he formed, developed a cutting edge program designed to develop a more effective, diverse and sustainable organization through talent acquisition, leadership development, and development of technical abilities. That program – Building Talent Edge – was recognized this year by Catalyst for the extraordinary results it achieved.

To ensure a 50/50 gender balance in talent acquired, Baxter requires that candidate slates, whether provided by internal or external sources, be 50% women. To ensure that the women within Baxter are provided with the leadership, technical and functional training to enable them to advance, women are chosen to participate in development and leadership programs within the company in the 50/50 ratio. Finally, to facilitate the advancement of women within the organization, leaders share succession plans which must be comprised of slates of individuals that reflect a 50/50 gender balance. Also, there is an increased focus on internal promotions, with the number increasing form 34% in 2005 to 48% in 2008.

And the results really are staggering. In China, the percentage of women on the executive team jumped from 44% in 2006 to 85% in 2008. In Corporate Japan, an environment traditionally unreceptive to gender diversity in leadership, even saw some improvement in the percentage of women on its executive team– increasing from 17% to 33%. There was a significant increase of the percentage of women in all levels of management across the region – from 28 % to 48% of women for the director level or above.

The most important thing is the buy in from senior management and the creation of quantifiable goals said Victoria Elegant, Vice President of Regulatory Affairs and Pharmacovigilance at Baxter Asia Pacific at a corporate culture panel at the Catalyst event in March. “[The Initiative] comes directly from Gerald. It comes at the country level, by creating diversity teams as well. It is very important that we are not just saying things – that we are actually doing what we say.”

She continued, “You want to have a clear plan. If you don’t, you’ll fail. We’ve seen programs that have failed and, for the most part, it was because there was not a strategic plan on the way in. [You need to be clear about] what exactly the initiative is intended to do. [You need to be] need to be able to communicate to your senior management. It is important to make the business case for diversity inclusion and explain it to people that may or may not be interested in what you have to say. If you don’t have buy in, it will just be “talk” and not “walk.”

In the early 2000s, KPMG had a turnover rate of employees in the mid twenty percent, with an even higher percentage for women. “The profession itself is very challenging and demanding. And if you look back into the early 2000s it was particularly so in general and more so for us because we were the smallest of the large professional services firms. There was a tremendous war for talent, and it was very competitive.”

The wakeup call came in 2003 when a commissioned employee satisfaction survey revealed that only 53% of employees surveyed agreed that KPMG was a great place to build a career. “Our chairman at the time, Gino Kelly, decided that it was not going to be business as usual. We put a lot of focus on a lot of different initiatives, one of them being the women’s initiative,” added Angela Avant, Partner in Charge of Diversity at KPMG. And that was the foundation for their award-winning Great Place to Build a Career Initiative, which was recognized by Catalyst this year. Read more

“The law firm is a service business. We don’t sell product: our greatest resource is human capital. So, we started our Women’s Initiative—we were one of the first law firms to begin such an endeavor—because we recognized that the face of the legal practice was changing. 50 % of law school graduates are women now; we wanted to attract the best of the best talent,” said Patrick C. Dunican, Jr., Chairman and Managing Director of Gibbons PC, a top law firm in the New York, New Jersey, Philadelphia and Delaware metropolitan regions.

Named one the nation’s top 200 firms by The American Lawyer, Gibbons recently won the Catalyst award for its Women’s Initiative. Christine Amalfe, Chair of Employment Law at Gibbons and co-founder of the Women’s Initiative 12 years ago, spoke of the importance of maintaining the firm’s commitment to the advancement of women, even in these difficult economic times. “In the law firm world, management changes a little more regularly than it does in the corporate world. Changes on the executive committee, rainmakers…lawyers come and go, especially women lawyers. Women have learned that they can walk away from firms that are not supportive and go to those that are supportive. We wanted to be on the receiving end.”

The Women’s Initiative at Gibbons provides professional opportunities for women including new and experienced Gibbons attorneys and Gibbons clients, to network, mentor and support the advancement of women in all professions. Amalfe justified the program’s expense, saying, “we have committed financial resources, hard work and sweat equity over many years to make things work. You can’t depend on what you said in 1997. In this economic environment, when firms are looking to cut costs and people are losing their jobs, you need to justify the existence of an initiative [which costs] a good amount of money every year. You justify it with the business case. There is no doubt that there is a business case for promoting, retaining and advancing women in law firms and in every company. And if the senior management gets that, even in difficult economic times, they will find a way to continue.” And, there is a business case for it, with Dunican crediting $6 million dollars of business to the Women’s Initiative. “Women [in our client organizations] are making the legal decisions. It is not the old boys’ club anymore.”

The Gibbons approach to the advancement and retention of women has several components, including education, internal and external communication, and organization of the firm around the business case and training and development. “First you have to educate…You have to tell your colleagues about how important it is,” adds Dunican, “and then you have to communicate…and for law firms like ours, this is ‘American flag and warm chocolate chip cookie’ stuff because our clients are asking us to identify our numbers; they are asking us how many women we have and then they look at us 5 years later to see how we are doing. This is really important to our business and we need to have a relentless focus on it.”

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