Total Rewards & Diversity
Mary Greenawald, Vice President – Strategic Total Rewards
Erby Foster, Director – Diversity and Inclusion
Why is this year's total rewards rebalancing effort a win for the company and employees?
Mary: When we embarked on this effort, many people from all over the company worked hard to understand what our employees value most, and then we used that input to create a rewards package that's meaningful to them. Employee feedback tells us we were very successful. We've improved or maintained satisfaction with our total rewards, making the portfolio more competitive in many ways. Creatively managing our investment to achieve all of these things is a remarkable accomplishment.
What do the new total rewards choices say about Clorox as a company?
Mary: We've created a portfolio that supports our corporate values and shows we're a company that truly cares about our employees. For instance, we've shifted more resources to programs our employees find of highest value. I haven't heard of any other company doing that during this difficult economic period. But our employees very clearly told us they wanted help in this area, so we found a way to make it work.
Most large U.S. companies today have diversity programs in one form or another. What makes Clorox's different?
Erby: Historically, companies have thought about diversity as simply hiring people who are "different" from the majority and then measuring success in numbers and percentages. We've taken a more strategic approach to diversity and inclusion, looking at how we empower a diverse workforce and get the best out of all Clorox people. We're also using our diversity as a business advantage for driving growth and innovation, especially among multi-cultural consumers.
What excites you about Clorox's diversity and inclusion work?
Erby: I see the clear impact we're having. We're engaging employees through this work while facilitating greater connections to the business and externally elevating our employment brand.