By Committee on Diversity in the Engineering Workforce, National Academy of Engineering
This record includes fifteen shows from a workshop on top practices in coping with variety, hosted via the NAE Committee on range within the Engineering staff on October 29-30, 2001. NAE (National Academy of Engineering) president William Wulf, IBM vice-president Nicholas Donofrio, and Ford vice-president James Padilla tackle the company case for variety, and representatives of major engineering employers talk about tips to bring up the recruitment, retention, and development of ladies and underrepresented minorities in engineering careers. different audio system specialize in mentoring, globalization, affirmative motion backlash, and working with proceedings. company engineering and human assets managers attended the workshop and mentioned variety matters confronted via enterprises that hire engineers. Summaries of the discussions also are incorporated within the file.
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Additional resources for Diversity in Engineering (Compass Series (Washington, D.C.).)
Motorola spends a lot of energy on K through 12 programs like Junior Achievement. We also pay a lot of attention to retention. I think the weakest part of our program is with encouraging students at the college level. We spend a lot of time on kids going into college but not as much on retaining them in college. Richard Cowie: Our chairman, Gene McGrath, really focuses on early education. He is a visiting principle at Washington Irving High School, right down the street from our company headquarters.
Finally, I will sum up our conversation about sustainability. We suddenly find ourselves in an economic slowdown—that may be a great understatement for some of us—and we may suddenly begin to lose support in companies for our networks, our African-American network, our Asian network, our Hispanic network, and our women’s network. We have to maintain the support of senior leadership for these activities. In these tough times, mentoring becomes even more important. Minorities need connectivity in the organization, not only with senior management, but also with each other, so they can reinforce each other during the tough times, as well as the good times.
S. corporation. Our goal at Motorola is to create a globally diverse business environment and to be recognized by our customers, shareholders, employees, and communities as the premier company for which to work, from which to buy products, and in which to invest. Having a diverse organization results in a stronger business. Diversity is not about employing more women; it is about being a better company that can find better solutions. At Motorola we appreciate different ways of looking at an issue.
Diversity in Engineering (Compass Series (Washington, D.C.).) by Committee on Diversity in the Engineering Workforce, National Academy of Engineering