And that leads to the third piece of Miller's strategy. Miller wants managers in the coming year to focus on developing a pipeline of candidates. That means leaders become talent developers or "sponsors," as well as business managers. They must train candidates and "open doors," so that nobody is denied a job for lack of preparation.
The incentive for managers? Compensation. If a manager isn't developing, hiring, or promoting enough candidates who are women, disabled, gay/lesbian, or ethnic minorities, it affects his performance review. Miller himself presents an annual report on diversity to his board of directors. "Although the wellspring of ideas is always at the grassroots, employees can't do it alone," Miller says. "That's why the link to senior management is important."
Of course, Miller realizes that each business within Shell sits at a different point along the diversity spectrum. Some businesses, such as Shell Legal Services, have won awards for their minority-development programs. Others are just starting to think about training. "I'm not worried," Miller says. "I'm concerned that we build momentum toward a diverse workforce, not that all Shell businesses arrive at the same point at an arbitrary time."
| As of January 1, 2000 | As of January 1, 2001 |
| 82% men, 18% women 11% black, 82% white 4% Hispanic, 3% Asian-Pacific |
80.7% men, 19.3% women 12.2% black, 79.2% white 5.5% Hispanic, 3% Asian-Pacific |
| As of January 1, 2000 | As of January 1, 2001 |
| 73% men, 27% women 11% black, 80% white 5% Hispanic, 4% Asian-Pacific |
74% men, 26% women 10.5% black, 79.7% white 5.8% Hispanic, 4% Asian-Pacific |
The petroleum-refining industry: 7.2% women corporate officers (Source: Catalyst)
Shell Oil Co.: 18% women members of the Shell Oil Co. Executive Leadership Team
Rekha Balu (rbalu@fastcompany.com) is a Fast Company senior writer.
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