Leadership and Executive Development for women of all races, cultures and backgrounds
Issue link: https://diversitywoman.epubxp.com/i/632328
Upfront > d i v e r s i t y w o m a n . c o m W i n t e r 2 0 1 6 D I V E R S I T Y W O M A N 11 Pushing New Frontiers at Citi A na Duarte Mc- Carthy is managing director and chief diversity ofcer at Citi. She spoke with Diversity Woman about women's leadership, religious diversity—and her commute. Diversity Woman: You were able to move Citi's diversity and inclusion ef- forts forward even during the financial crisis. What made this possible? Ana Duarte McCarthy: One thing was that we had already laid a foundation for diversity work. Citicorp merged with Travelers Group to form Citigroup [Citi] in 2000 and during that time started to create senior management ac- countability. So by the time the crisis came around, we had a number of executives who were supportive. We were respectful of business priorities, while ensuring that [D&I;] didn't fall of the radar. DW: The Women Leading Citi program assigns each participant a four-person support team. Why did you structure it that way? ADM: We think there are a lot of inter- dependencies between these individuals and the success of the participants. Te sponsor is the primary focus. All spon- sors are internal to Citi, and we look at both male and female sponsors. Te manager is important because he or she knows the person's areas of strength and areas for development. Te hu- man resources partner helps select participants and gives feedback. Te DW: What upcoming Citi D&I; initiatives are you excited about? ADM: We are rolling out a self-identifcation process in which employees can identify themselves according to an array of characteristics: sexual ori- entation, gender identity, military veteran status, and disability, along with sex, race, and ethnicity. DW: What are the next frontiers for inclusion? ADM: Tere is increas- ing complexity because of immigration. And many companies oper- ate in countries that are diferent culturally and have diferent social constructs. Tat can be an area for new frontiers—looking at how we can continue to support employees of all backgrounds around the world. DW: Do you still have a four-hour com- mute? ADM: I do. Two hours each way. DW: What do you do on the commute? ADM: I read the New York Times and answer emails. On the way home, I try to wind down. I listen to music and read. DW: What is the most rewarding part of your work? ADM: When I see someone I recruited as an undergrad or met when he or she was a baby banker, and now that person has become a managing director or is leading something. Tat's wonderful, because you see that the work we do made a diference. talent managers help the participants understand career opportunities with the company. Te greatest identifer of success is that both the participant and the sponsor engage in the process with openness and trust. DW: What sparked Citi's program to promote religious diversity? ADM: Our employees refect a broad range of religious beliefs and perspectives on religion. We engaged with the Tanenbaum Center for Interreligious Understanding, a wonderful nonproft. Te people at the center helped us bring education to our HR community. For example, there's one session that covers religious holidays, called the December Dilemma, which helps companies think about faith and its intersection in the workplace, so that when we think about programs, we are respectful and inclusive. 5 Minutes with Ana Duarte McCarthy Upfront written by Katherine Griffn