Table of Contents Executive Summary 2 About TimoTel 2 TimoTel & Supplier Diversity 3 Criteria and Methods 3 The Business Case for Diversity, its Challenges & Awareness 4 Diversity Challenges 5 Recommendations 5 References 7

Executive Summary
A diverse workforce is more common today than it was decades ago, and is a challenge more companies are faced with today. Multi-generations are working side by side, learning from one another’s experiences. Immigration has increased from 979,000 to 1,120,000 in 2011 [census.gov], and the proportion of fforeign workers has grown as a result. Same sex unions are legal in some areas, women are working, etc. all leading to a more diverse work environment.
TimoTel presently does not appear to have diversity as a focal area in long term business objectives, as you will find in the visions and values illustrated later, but it does place responsibility and accountability for the success of the company on its people. Diversity and diversity management are hardly taken into consideration and have to be developed yet. The TimoTel Officers is comprised of ten males (no females), eight of which are Caucasian; the Board of Directors also has ten members, of which eight are Caucasian males, and two females.
About TimoTel
TimoTel, a company whose beginning started in 1965, manufactures and designs telecommunications equipment for service providers (customers include wireline, wireless, cable TV companies and government agencies). The company had four founders who worked together along with friends and family, growing and eventually going public in 1975. Within those ten years, the company grew from a modest $295,000 (1966) to over $52 million in sales revenue. By 1992, TimoTel not only employed more than 1750 people globally in 22 locations, but also achieved more than $250 million in sales.
As the telecommunications industry took a tumble in the early 2000s, TimoTel, who by now had over 7500 employees, was also impacted. The CEO at the time became known as the cost-cutter in his final year with TimoTel as he pruned resources necessary to keep the ship afloat before he absconded to head another company. The following year, in 2004, TimoTel outsourced the last of its manufacturing when it sold the final plant that remained in Texas, and has continued with downsizing since. While corporate headquarters is based out of xx, xx, the company operates and has offices in at least 32 countries as of today. [Wikipedia, TimoTel*]
Working in a globally downsizing industry poses challenging issues with morale. Diversity is a necessity for any company in this situation and industry. New ideas are needed for service offerings, breaking into new locations around the world, and providing ideas and sharing information to work smarter and more efficiently as a company. The following vision, purpose, values and success are part of the company’s principles, where reference or association to diversity is rather narrow.
Our Vision
Insert Company’s vision
Our Purpose Insert Company’s purpose
Our Values * Insert Company’s Values * Insert Company’s Values
Our Success
Insert Company’s Success

TimoTel & Supplier Diversity
Supplier diversity is a business program that encourages the use of minority, women, veteran, disabled, etc. owned small business as suppliers [Wikipedia, Supplier], and was the only materials available within the organization that focused on diversity. TimoTel defines supplier diversity in the following categories [TimoTel* Partner Program]: * Insert the company’s diversity requirements
Criteria and Methods
Organizational barriers I had in performing this diversity audit included access to Human Resources. The original intent was to speak with an HR representative, but due to organizational changes and downsizing events, this was not feasible. The focus of this audit then was to identify any diversity agendas and learn what information was available. Supplier diversity program reports and requirements were available internally and externally, but little information was outright available on diversity of the people within the organization.
Interviews were conducted with several colleagues within the organization to gain a better understanding of the culture and diversity perception within the company, not only on the company’s diversity stance but how the individual perceived diversity. Outside of the supplier diversity, EEOC and affirmative action, interviewees unanimously agreed they were not aware of any other initiatives in place. They also did not know where to go in order to seek more information.
Figure 1 displays the product of those interviewed on their assessment of their overall climate in the workplace. The results of this small pool are an indicator that more is needed in the way of diversity awareness and management.

The Business Case for Diversity, its Challenges & Awareness
Diversity in the work place, even more so for a global company, should be viewed as a competitive advantage and an opportunity to grow and be successful. As TimoTel emerges in new countries and markets (e.g. Russia), it’s a necessity in understanding the local culture and interfacing with new customers. Diversity naturally encourages creativity. More dynamic teams would develop, and in turn would generate better ideas that contribute to this competitive edge. This also allows the company to better understand the demographics of the marketplace it participates in, and subsequently is better prepared to prosper in that marketplace than that of a company that is limited in this area. Diversity goes far beyond employing minorities; it has to be managed in order to contribute to the company’s results.
Why care about diversity? some may ask. There are several reasons. As mentioned, it’s a global market that TimoTel operates in. Demographics are changing, as well as the concept of America the “melting pot”. Immigration rates can expect to increase, which impacts the culture as we know it today or knew it years ago. Research shows that diverse working groups are more productive, creative, and innovative than homogenous groups [Herring, 2009]. Diversity will be more of a business issue going forward, even over the legal and ethical implications. Initiatives at the business level will likely be shared with strategies in cost reductions, improved profits, new product introductions, and improving productivity and efficiencies.
Diversity Challenges
With diversity comes challenges that need to be dealt with. Resistance to change is a factor, even though it’s not a challenge specific to diversity. Established cultures are difficult to change, and this type of change takes time and tremendous effort to overcome. Due to lack of knowledge and awareness, some resent the Equal Employment Opportunity and perceive it as unfair treatment of a minority over non-minority. More conflict will exist.
Recommendations
TimoTel utilizes a balanced scorecard and business framework for key objectives. By linking diversity to strategic goals, executives and employees would be aligned with positioning the company as diversity-friendly and be accountable for effective diversity management. According to a Connections Magazine article (Levin, 2004), too many managers treat diversity initiatives as a flavor of the month objective instead of a corporate culture initiative that is ongoing. These links tie into the recruiting and hiring, training and coaching, equality in compensation, incentives, employee motivation, and overall development and advancement.
Another recommendation would be to provide meaningful awareness training. This would help build a common understanding of diversity, as well as educate all on the impacts, benefits and challenges diversity has on an organization. I mention meaningful for content because the training has to be supported by management, management (including executives) has to be committed to the content (message) of the training, relative, and has to be more than training occurring in the workplace to address diversity.
Sponsoring and promoting programs and events to help raise awareness would be beneficial. There are cultural and others differences employees encounter on a daily basis when interacting with global teams. These could include national awareness of the countries we operate in (e.g. I didn’t know until just recently our Finland office is only allowed to work 37.5 hours per week, what holidays and time off can be expected when working in the Asia region, etc.), Black History month, Gay/Lesbian awareness, and Women’s History month.

References
[Wikipedia, TimoTel*] http://en.wikipedia.org/wiki/TimoTel* 07/15/2011
[Wikipedia, Supplier] http://en.wikipedia.org/wiki/Supplier_diversity 08/02/2011
[census.gov] http://www.census.gov/population/international/data/idb/country.php 08/17/2011
[TimoTel* Partner Program] http://www.timotel*.com/about/PartnerProgram/define.shtml 08/02/2011
Herring, 2009; Chang et al., 2003; ACE and AAUP, 2000
Turnbull Ph.D., Helen; 2011; The Diversity Challenge www.diversityconsultingcompany.com
Levin, Greg. “Diversity: Celebrate Difference, Strengthen Performance.” Connection Magazine VOL 12, NUM 3, April 2004: 34-36