Diversity/Careers In Engineering & Information Technology Diversity/Careers In Engineering & Information Technology
Home About Advertise Sponsors Careers Supplier Diversity Resume Articles Events Contact Subscribe Alt Format

General Dynamics
IBiS Communications
First Energy
Office of Naval Research
National Radio Astonomy
Phelps Dodge
GE Healthcare
Click here for Minority College Issue
May 06
 April/May 2006


Champions of Diversity

Women in tech
Aero & defense
Insurance IT
Civil & environmental
Asians in EE
WBENC conference
African American MBEs
Benson of 3M
Bowsky of Valero
Resume Center
Supplier diversity
Diversity in action
News & Views
Preview Next Issue

American Transmission Company
Textron Systems
Mayo Clinic
Institute for Defense Analyses
U.S. Nuclear Regulatory Commission

Article Archive

Diversity In Action

International Paper works on diverse hiring and retention

Both workforce and workplace are undergoing change. Diverse talent in the pipeline and a culture of trust and openness are key components

Resume Drop Box

IP's John R. Nelson: attracting ChEs, MEs, EEs and pulp and paper people.

IP's John R. Nelson: attracting ChEs, MEs, EEs and pulp and paper people.

John R. Nelson is business HR manager, including staffing, hiring and workforce planning, for mill manufacturing at International Paper (IP). "We want to attract engineers with backgrounds in ChE, ME, EE and pulp and paper," he notes.

An analysis based on a five-year trend shows that about 57 percent of IP's new hires are experienced, the remainder college recruits. While IP is giving increased attention to college recruiting through its "REACH" program, Nelson expects the proportion to remain about fifty-fifty for the near term.

Nelson fears that the manufacturing industry in general is declining in terms of real job growth. This creates a very immediate problem in recruiting: it's becoming difficult for corporations to offer clear career paths when they set out to attract talent.

To combat the problem, the company developed a five-year strategic plan in 2002. It included the REACH (Recruit, Engage, Align College Hires) initiative, designed to create a meaningful recruitment and development strategy for the next generation of technical talent. Nelson spearheads the program.

"We bring in a group of fifteen to thirty talented engineers each year," Nelson explains. "The goal is to make them feel they are part of a network and give them the chance to bond."

The new hires work on a combination of classroom courses and onsite projects at various mill locations, traveling about half the time and meeting with project coordinators who serve as teachers and mentors. New engineers are expected to also learn the business side of the process.

Nelson feels that the most valuable component of the program is its peer bonding opportunities. "I can't overemphasize the importance of having a critical mass of young engineers coming together to form their network," he says.

More aggressive diversity-oriented hiring goals are also in place. For example, at least fifty percent of REACH hires are diverse.

Another key goal is employee retention. IP has historically seen a five-year loss of close to fifty percent of new hires.

Networking and bonding opportunities, in the REACH group and elsewhere, will combat the trend. "The senior executives are very excited about networking to help keep good people with the company," Nelson reports.

Karin Sarratt is IP's business HR manager for printing and communications paper. She serves on the chairman's diversity council, formed in 2001 and made up of hourly and salaried reps, the SVP for HR, SVPs for company businesses and the exec VP of admin. The CEO was the council's original executive sponsor, and continues to keep in close touch, Sarratt adds.

Today the council is focusing on two efforts: changing the workforce and also changing the workplace. In regards to changing the workforce, "We're interested in diverse talent in the pipeline and how it relates to succession planning: who's on our 'move list' for the coming year," Sarrat says. IP's senior leadership chain is now about 25 percent women, she notes.

Changing the workplace, Sarratt explains, involves developing a culture of trust and openness. "If employees have good relationships with their managers, it increases the likelihood that they're communicating effectively and they're talking about their careers on a very personal level."

IP is also concentrating on increasing flexibility in its work arrangements. "We consistently hear from the folks we're recruiting that it's important to them to have flexible schedules, more opportunities for job sharing, part-time work and telecommuting."

The company's community outreach includes employee involvement grants. Employees who contribute to community enhancement, working in a volunteer fire department or school program, for example, can request grant funds for their organizations.

IP seeks out events that offer volunteer opportunities for its folks. Both HQ and manufacturing facilities are active in their local communities, participating with the March of Dimes, the United Way, and more.


International Paper www.internationalpaper.com

Headquarters: Stamford, CT
Employees: 68,700 worldwide
Revenues: $24.1 billion in 2005
Business: Global forest products, paper and packaging. Primary markets and manufacturing in the U.S., Europe and Latin America


UMUC UC Davis Eastman Kodak CDW International Truck & Engine Cerner Defense Threat Reduction Agency Unisys BellSouth
Disney Scripps Networks Aerojet US Patent Office Verizon Business Hyperion NCR National Security Agency
Ford Amylin Walgreens Staples Valero NREL Citigroup
EDO RSS Target Amgen Allstate Dell Qualcomm Southwest Research Institute United States Coast Guard St. Jude Children Research Hospital
Dallas Area Rapid Transit Pitney Bowes ARINC Naval Research Laboratory Harris Deloitte Anheuser-Busch Siemens 3M
    T-Mobile Johns Hopkins APL Defense Intelligence Agency Bloomberg      

© 2006 Diversity/Careers. All Rights Reserved. Privacy Statement.