CEO Is a Product of Diversity

arry Schuer is one of the few blind CEOs in the world. He says that blindness shapes his approach to managing and recruiting at The Oath. "Im a product of diversity," he says. "My success is built on the philosophy of hiring people that dont fit into corporate culture, because I didnt fit." For Schuer, diversity is not about the way people look. Its about responding to peoples needs in a way that allows them to work to their fullest potential.

    So the diversity programming at The Oath focuses on services that are customized to fit the personal needs of employees and clients. Schuers feelings about diversity shape the services and relationships the company offers to everyone. "Different people have different health-care requirements, from the physicians they use to the kinds of benefits they find most helpful." He says most large HMOs provide one-size-fits-all care that doesnt take into consideration the needs of clients. His company creates packages for people who have unique needs.

    As part of its EAP package, the company offers Kinnamon Associates pastoral network. The service links users to certified mental-health professionals who also have pastoral credentials. It helps employees find mental-health professionals who share their faith. They might be deacons, rabbis, priests, or imams. "We want to give people a network they are comfortable with, and a lot of people want faith-based medicine," Schuer says. "People need a network to deal with their emotional needs, and the pastoral network is a solution."

    Other elements of the companys EAP are designed to promote diversity within the organization, and to ensure that everyone is treated fairly. A conflict-resolution program allows employees to bring complaints to senior managers, executives, and even the CEO if they feel they arent being fairly heard, says Peggy Matheson, director of HR.

    The employees know that they can speak their minds without retaliation, and they are encouraged to take care of their personal needs, with the support of the organization, Schuer says. For example, a senior executive recently was under extreme personal and professional stress and wasnt performing well at work. Instead of punishing him, Schuer gave the man a month off with pay to "get his life back in order."

    Schuer admits it was a risky approach, but thinks it was the best way to maximize that employees productivity. Its an example of his nontraditional management style, which he believes creates a corporate atmosphere in which diversity flourishes. There is little corporate hierarchy at the company, and Schuer regularly promotes people to senior positions if they show promise.

    To make sure that attitude is reflected throughout the organization, managers take diversity training to help them work more effectively and to promote key positions equally.

    The company also stresses education. Matheson says employees are urged to take advantage of the $2,000

    annual tuition-reimbursement program from the day they start work because the firm wants them to be prepared for the future.

    "The only thing you can be accused of here is not taking initiative," Schuer says. He holds monthly employee meetings in which he expects everyone to ask questions and state their opinions. "The more different views you bring together, the better the organization is."

    The HR department also seeks interns from local high schools. Representatives from the company speak at schools, and Matheson works with high school counselors to match promising students with the right mentors. "We want to reach out to students who might be afraid to apply for these positions or who dont know that they exist," she says. "We go to them to make them feel comfortable."