Diversity Woman Magazine

SPR 2018

Leadership and Executive Development for women of all races, cultures and backgrounds

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we have a company culture that listens to guests, and that translates into things like our full-sized, inclusive Universal read line. We are also add - ing an adaptive and sensory-friendly apparel line for people who are living with disabilities, which allows them to get dressed more easily." e centerpiece of that culture may be the focus on mentoring and sponsorship. e company encourages everyone not only to seek multiple mentors, but also to offer to mentor others. "It's not a hierarchical system either," says Ward. "For instance, we have team members mentoring peers in other business disciplines, and we have young people mentor - ing older folks on how to better understand new technologies and generational differences. Everyone has something to teach and some - thing to learn." At Target, everyone is responsible and ac - countable for diversity and inclusion—not just the D&I team. "We have shared accountability across the enterprise," says Wanga. "We've built a strategy that is not dependent upon any one individual or department to carry everything. We call this our ecosystem model." e top 300 leaders in the company have metrics tied to turnover and their diversity and inclusion performance, and these metrics impact their performance and compensation reviews, explains Wanga. "For example," she says, "the first team goal I talk about is making sure that there is parity in our hiring of people from underrepresented communities, in comparison to the general popu lation ." In the end, given that Target and its em - ployees interact with millions of people in the United States (as well as worldwide), the company has a great deal of ability to influence issues such as gender, race, and ethnic equity. It takes that platform seriously. As Wanga says, "Our ability to impact what diversity and inclusion looks like overall puts us in a really good place to champion these values in society." DW FROM FLOOR TO CEILING arget Chairman and CEO Brian Cornell has made the development and advancement of women in the workforce a top priority—and it has worked, as women represent 56 percent of employees, 54 percent of managers, 42 percent of the leadership team, and more than a third of the board. The company's success in empowering women is due to diversity-driven hiring poli- cies, as well as a bevy of internal programs for women, many focused on engaging and advanc- ing women in science, technology, engineering, and math (STEM) careers. They include Target Women in Science and Technology (TWIST), which fosters connections, inspiration, and knowledge sharing, and Women in Engineering and Science (WEST), which encourages connec- tions within the female tech community and organizations near Target headquarters in Minnesota. "Diverse perspectives strengthen our teams and our work," says Mike McNamara, chief information and digital officer at Target. In Target's 2016 Corporate Responsibility Report, he shared, "I'm really proud that over one-third of our engineer hires from college campuses and over one-fifth of our experienced hires this year have been women. Now we are working toward a goal of 50 percent female hires for entry-level engineering roles over the next year. We are off to a good start—50 percent of our 2017 intern class are women." Other recent programs devoted to women's advancement include: Science and Technology Teacher and Girls Days Every year, Target invites young women from Minneapolis–St. Paul high schools to headquarters to promote the importance of STEM careers. Grace Hopper Celebration In 2017, Target was a sponsor of this annual technology conference, the world's largest for women in the field. It drew more than 15,000 participants. Hack the Gap Target was a host for the 2017 Hack the Gap, a hackathon for local women working in technology. This multiday event gives women an opportunity to connect and collaborate. Women in Technology Symposium In 2016, Target hosted a three-day engineering symposium for more than 50 students at its headquarters. Focused on coding, retail technology, tech trends, and inclusion, it aimed to empower female engineering students and equip them with skills and tools needed for career success as well as to encourage interest in Target's technology opportunities. T Empowering women in the workforce My hope is that the next generation of leaders won't remember a time when it was unusual to see women in leadership roles at any level. — Brian Cornell, Chairman & CEO d i v e r s i t y w o m a n . c o m S p r i n g 2 0 1 8 D I V E R S I T Y W O M A N 33

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