EMP LOYER OF CHOICE
ENTERGY South/Southwest Region
DELIVERING ELECTRICITY to 2.8 million utility custom- ers in Arkansas, Louisiana, Mississippi, and Texas, and natural gas to 194,000 customers in Baton Rouge and New Orleans, Entergy is a Fortune 500 company, headquartered in New Orleans, La., with revenues of more than $10 bil- lion. Celebrating its 100th birthday this year, it prides itself on building inclusive business strategies. Entergy’s legal department has had a formal diversity
plan in place since 2005, which includes leadership engage- ment, communication, education, diversity and inclusion training, career and succession planning, recruitment and retention, a Diversity & Inclusion Council, employee engagement, and employee demographics. “It has long been a part of Entergy’s business strategy
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to create a culture that fosters creativity, productivity, and mutual respect for all people,” says Entergy Senior Vice President and General Counsel Marcus V. Brown. “We believe that having a diverse and inclusive workforce where we recruit, retain, and develop good people at all levels give us a competitive advantage in meeting the continually evolving needs of our customers and other stakeholders.” Last year, the legal department increased the amount of
pro bono assistance it provides to individuals and nonprofit groups located in its service territory, and the Louisiana State Bar Association recently nominated Entergy’s legal department for a national pro bono award. In 2012, each attorney in the legal department was asked to commit to 50 hours of pro bono legal services per year to a variety of programs such as “Hiring Our Heroes” to assist veterans. Te law department uses formal and informal mentoring
opportunities to help. Entergy’s formal mentoring program targets individuals identified by business unit leaders as potential supervisory or manager candidates; an informal mentoring program is available to all employees. “At Entergy, we understand that our successes as a
company are in large measure framed by the differences in backgrounds, talents, and perspectives that our employees bring to the table,” Brown says. “Recognizing this truth, we strive to ensure that our diversity and inclusion goals are not merely aspirational, but rather that they are tangible and a function of our daily workplace environment. Simply put, diversity is embraced as a core value at Entergy.”
TARGET CORPORATION Midwest Region
THE TARGET CORPORATION, based in Minneapolis, Minn., has worked hard to build an inclusive culture, seek- ing to install diverse talent throughout its ranks from its leadership to employees with direct contact with customers, as well as among its staff of attorneys. In the past two years it was more than 33 percent ethnically diverse and more than 50 percent female. “Diversity and inclusion at Target is core to who we
are as a company and how we differentiate ourselves as a business,” says Tim Baer, executive vice president, general counsel and corporate secretary for Target. “By bringing together individuals with different perspectives and honing their strengths through strong training and development programs, including mentorship, we position Target to drive innovation and deliver results.” Te law department led by Baer handles matters such
as assets protection and corporate security departments, as well as government affairs. A vocal leader in diversity and inclusion, Target’s innova-
tive approach includes sharing best practices for in-house departments at CLE sessions, hosting MCCA’s Academy for Leadership & Inclusion, using a diversity survey to measure the efforts of law firms, and participating in 1L diversity hiring programs such as Twin Cities Diversity in Practice and the Leadership Counsel for Legal Diversity. Mentoring plays a critical role in developing talent at
Target. More than 90 percent of its managers, including attorneys, participate as both mentees and mentors in its program. In 2012, the Target Law Pyramid, the company’s diversity and inclusion program, hosted a mentoring train- ing session for more than 200 team members. Every department at Target, including the law depart-
ment, has a scorecard used to evaluate diversity perfor- mance. Based on results in the scorecard and anecdotal evidence, each department comes up with a diversity action plan to be carried out by the senior leaders and diversity champions for that department. Te scorecard focuses on representation, retention, and reputation, including infor- mation such as the diverse makeup of teams, training and development, and level of engagement. “At Target, our team is our greatest competitive advan-
tage,” says Baer. “By fostering diversity and inclusion across our business, we benefit our team members, guests, share- holders, and communities.”
DIVERSITY & THE BAR® NOVEMBER/DECEMBER 2013
MCCA.COM
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