LIZ CLAIBORNE INC.
EMPLOYMENT CONTACT
1441 Broadway
New York, NY 10018
Phone: (212) 354-4900
Jobs.lizclaiborneinc.com
Collegiate Programs & Diversity
1441 Broadway, 5th floor
New York, NY 10018
Fax: (212) 626-5527
Email: Collegiate_Programs@liz.com
LOCATIONS
US:
Arleta, CA • Atlanta, GA • Commerce, CA • Dallas, Texas • Los
Angeles, CA • New York, NY • North Bergen, NJ • Vernon, CA •
Wakefield, MA
International:
Amsterdam • Hong Kong • Huxquilucan, Mexico • Jakarta • Madrid •
Manila • Montreal • Ontario, Canada • Quebec, Canada • Shanghai •
Sri Lanka • Taiwan • Voorschoten, Netherlands
Distribution Center Locations:
Breinigsville, PA • Dayton, NJ • Lincoln, RI • Ontario, Canada •
Montreal, Canada • Mt. Pocono, PA • Santa Fe Springs, CA • West
Chester, OH • Vernon, CA
THE STATS
Total in the U.S.
2008
2007
Total outside the U.S.
2008
2007
Number of employees
17,000
Revenue (billions)
$4.577
Percentage of minorities
40
Percentage of women
79
Percentage of women (Leadership Council)
59
Percentage of women (Executive Council)
25
• Firm’s employees participate on career panels at schools
• Management Leadership for Tomorrow
• Outreach to leadership of minority student organizations
RECRUITING
Please list the schools/types of schools at which you recruit.
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Total worldwide
2008
2007
Ivy League schools
Other private schools
Public state schools
Historically Black colleges and universities (HBCUs)
Other predominantly minority and/or women’s colleges: Schools of
fashion, design and art
Do you have any special outreach efforts directed to encourage
minority students to consider your firm?
• Advertise in minority student association publication(s)
• Participate in/host minority student job fair(s)
What activities does the firm undertake to attract minority and
women employees?
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Partner programs with women and minority associations
Participate at minority job fairs
Seek referrals from other employees
Utilize online job services
Other: Black Retail Association Group (BRAG) and INROADS
Do you use executive recruiting/search firms to seek to identify
new diversity hires?
No.
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INTERNSHIPS AND CO-OPS
Does your firm currently have a diversity committee?
Liz Claiborne Inc. Summer Internship Program
Yes. Currently, the diversity committee includes an executive VP, a group
president, the senior VP of HR, the VP of associate relations and a director
of HR. We are currently in the process of identifying 10 to 15 additional
members at the VP level or higher from a crosssection of our organization.
Pay: Undergraduate—$10 per hour; IT/IS undergraduate—$15 per hour;
Percentage of interns/co-ops in the program who receives offers of fulltime employment: Of the ones we identify as stand-outs, we hire at least
50 percent depending on business needs (headcount)
Website for internship/co-op information: Jobs.lizclaiborneinc.com
Does the committee’s representation include one or more
members of the firm’s management/executive committee (or
the equivalent)?
Yes.
The Summer Internship Program starts in early-June and runs through
mid-August for 10 weeks. We offer internships in the following areas:
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Design
Merchandising/planning
Retail
Supply chain
Production/manufacturing
Sales
Finance
Information systems
Human resources
Legal
How often does the committee convene in furtherance of the
firm’s diversity initiatives?
Currently, the committee is meeting monthly.
Does the committee and/or diversity leader establish and set
goals or objectives consistent with management’s priorities?
The most senior members of the committee (EVP, GP and SVP) have nonfinancial objectives relative to increasing and valuing the diversity of our
workforce.
The Summer Internship Program also provides exposure to different areas
of the company as the interns complete their assignments. There are
weekly activities that include brown bag lunches, field trips and other
activities for the interns to interact with each other as well as gain more
exposure to other areas of the organization.
AFFINITY GROUPS
We do not currently have any affinity groups, although every intern is
paired with a mentor/buddy to help them with the transition into Liz
Claiborne Inc. and our corporate environment.
Has the firm undertaken a formal or informal diversity program
or set of initiatives aimed at increasing the diversity of the
firm?
Yes, informal. As a federal contractor, we are an affirmative action
employer with written AAPs that are reviewed and updated annually.
Where underutilization exists, specific formal goals are set. Additionally,
we recognize that having a diverse workforce that reflects the diversity of
our marketplace makes good business sense. Accordingly, we are
actively working to increase awareness and the valuing of diversity.
How often does the firm’s management review the firm’s
diversity progress/results?
Quarterly.
STRATEGIC PLAN AND DIVERSITY
LEADERSHIP
How are the firm’s diversity committee and/or firm
management held accountable for achieving results?
How does the firm’s leadership communicate the importance of
diversity to everyone at the firm?
Our diversity and inclusion efforts are our CEO’s number one non-financial
initiative. There is constant discussion and reminders of the importance
of expanding our diversity and inclusion efforts at all levels. Our CEO’s
diversity and inclusion statement is featured on our Intranet.
Key executive non-financial objectives reflect inclusion goals.
RETENTION AND PROFESSIONAL
DEVELOPMENT
Please identify the specific steps you are taking to reduce the
attrition rate of minority and women employees.
Who has primary responsibility for leading diversity initiatives
at your firm?
Dennis Butler, vice president of associate relations. Diversity is a
company-wide effort and initiative, so every manager, executive, etc., is
committed to its growth.
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Increase/review compensation relative to competition
Increase/improve current work/life programs
Succession plan includes emphasis on diversity
Work with minority and women employees to develop career
advancement plans
• Strengthen mentoring program for all employees, including minorities
and women
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• Professional skills development program, including minority and
women employees
• Attraction, retention, professional and leadership development:
The survival of any organization depends on the attraction, retention and
development of quality associates. The stewardship review and talent
management process provide the opportunity to review the performance
of key executives and other high-potential associates. HR generalists and
executives meet on a regular basis (formally and informally) to discuss
cross-functional, promotional and other developmental opportunities for
high-potential employees. During this process, we make a conscious
effort to identify minorities as candidates for these opportunities. By
recognizing these outstanding performers, we are able to strategically
develop and create a diverse pipeline for the future leadership of Liz
Claiborne.
In addition to many internal and external training/leadership development
courses offered, following are programs we have established to enhance
the developmental opportunities, retention and promotability of all
associates. In implementing these programs, specific attention is given to
assuring that the current and future leadership of our organization
appropriately reflects the diversity of the labor pool and marketplace. Last
year, we introduced the “Leader Studio.” This three-phase program
includes an experiential learning opportunity and on-the-job practice
using concepts of adult learning styles and generational influences which
can be effectively applied to managing a diverse workforce.
As part of the learning, participants visit the Civil Rights Museum in
Memphis, Tenn. This event enhances their appreciation of peoples’
differences by encouraging them to better understand the experiences of
those who were involved in the Civil Rights Movement. We have increased
funding and support for associates’ participation in networking
conferences specific to women of color. Last year, the Working Mother
Women of Color Conference (New York, N.Y.), the Hispanic Women’s
Conference (Phoenix, Ariz.) and the NAFE Conference (New York, N.Y.)
were attended by female associates of various ethnic backgrounds and at
all levels.
Additionally, we have implemented the following:
• Senior executive stewardship reviews: Annually, the chairman/CEO
and human resources meet with each of the division presidents and
corporate department senior vice presidents to discuss their direct
reports and any high-potential associates that should be considered
part of our strategic succession planning process. Developmental
needs and opportunities are discussed as part of this process. The
process also helps uncover and address skill gaps and to surface any
other real or perceived barriers that may be blocking the advancement
or development of associates. As part of this process, the chairman
specifically charges his executive team with assessing their recruiting,
retention and development strategies to be sure they adequately
address the needs of our diverse workforce and marketplace.
• Organizational reviews: Annually, each division and corporate
department, in partnership with human resources, reviews their
organization
to
identify
high
potentials/promotables,
performers/technical experts and any nonperformers. Managers
discuss their subordinates with their supervisors to ensure that
appropriate development plans exist and are being executed. This
process follows the setting of individual performance and development
plans by associates and their managers.
• Talent management: As an expansion and enhancement of the existing
organizational review process, the talent management process was
developed.
All human resources generalists, recruiters and
organizational development leadership meet formally several times
throughout the year to review the internal talent pool in great detail.
The group discusses career paths, strengths, development needs and
explores any existing and future, new and/or cross-functional
opportunities for each high potential/potential employees
(approximately 500 of whom are women). The opportunity to share
information regarding top and emerging talent—our future leaders—
results in more efficient and timely promotion of internal movement and
development. As part of this process, we annually conduct all-day
talent management summits.
DIVERSITY MISSION STATEMENT
From our CEO:
To: All Liz Claiborne Associates
Subject: Diversity and Inclusion
The creation of a diverse portfolio has been a cornerstone of our strategy.
Multiple brands that are sold in multiple channels and geographies and
that touch multiple consumer demographics have generated an enviable
record of consistent performance and growth. In order to be successful
in this environment, we must be innovative, responsive, dynamic and
adaptable to the demands of a global marketplace. While it is our
consistency of execution that creates our competitive advantage, it is our
ability to understand and translate the distinct differences of our
consumers, brands and channels of distribution that distinguishes us.
We are a global corporation and take pride in a culture of achievement
and excellence. Among our standards of excellence is the consistent goal
to create a workplace in which our behaviors, practices and policies
promote respect, opportunity and advancement for all our associates. A
key to these standards in our culture is inclusion. Inclusion reflects the
diversity of backgrounds, experiences and outlooks our associates bring
to the workplace. More importantly, inclusion focuses on behaviors and
actions that reflect our value for diversity in our workplaces, communities
and markets.
In our workplace, inclusion must be embodied in everything we do and be
a vital part of our cultural fabric from ideas, concepts and processes to
training, development, mentoring and our day-to-day relationships.
Inclusion will allow us to attract and retain the best talent. In our
communities and the workforce from which we draw our associates,
inclusion must be evident in our recruiting outreach and community
involvement.
In our marketplace, inclusion is visible in our suppliers and in our sales
and marketing initiatives. Most of all, inclusion is a shared responsibility.
My senior executives and I have a responsibility as leaders of our
company to demonstrate a visible commitment to fostering an
environment of inclusion. As associates of this company, we all have a
responsibility to model behaviors that honor and celebrate the unique
contributions and perspectives our associates bring to this work we share.
Great companies accelerate the pace of change and push beyond the
status quo to uncover new ideas, concepts and opportunities. Great
companies fuel that acceleration by increasing inclusion initiatives and
renewing the values and beliefs that guide their actions. We are a great
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company that I believe can be greater. Embracing differences, leading
change through innovation, committing to common goals, valuing integrity
in everything we do and engaging the minds and energies of each and
every associate—these will enable us to realize that greatness.
—Bill McComb
ADDITIONAL INFORMATION
We are a visionary and progressive company that actively supports the
advancement of qualified minorities and women. We have a workforce
that mirrors the diversity of our marketplace. Women and minorities are
wellrepresented throughout all levels of the company. CEO commitment
to inclusion has resulted in the establishment of a diversity steering
committee and the communication of the CEO’s inclusion statement to all
associates. We have increased representation of Latinas across the
company. Additionally, key executive nonfinancial objectives reflect
inclusion goals, our intern program has successfully targeted and
recruited more minorities, and we have expanded funding to support
associate attendance at conferences for Latinas and other women of color.
Our programs give associates the opportunity to focus on professional
development while balancing their work and family needs. We offer a very
generous paid time-off program, alternative work arrangements, summer
hours, steep clothing discounts and more. Additionally, our “traditional”
benefits are very competitive, including healthcare, employee assistance
programs, 401(k) matching, tuition reimbursement and gym membership
discounts (including an onsite facility).
The focus of the Liz Claiborne’s Foundation is women’s issues, and we
have implemented corporate initiatives relative to domestic violence and
helping women, including minorities, achieve their life goals for safety,
professional achievement and family. We continue to develop strategic
approaches for creating a more inclusive culture in which behaviors,
values and practices promote respect, representation, career
development and success across all forms of diversity. Our culture, which
empowers associates to achieve their full potential, attracts and retains
loyal, dedicated, promotable associates, including women and minorities.
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