Bank of America's Geri Thomas explains the art of diversity and what it takes to be No. 1

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Michael J. Pallerino

February 1, 2008

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Ask Geri Thomas about diversity and her eyes light up. As the senior VP of human resources and global diversity and inclusion executive for Bank of America, she helps oversee the company's broad range of diversity initiatives – programs that recently helped the company land the No. 1 spot on Diversity Inc.'s "Top 50 Diversity Companies in America" list.

Business to Business sat down with Thomas to get her views on what it takes to make diversity work.

Business to Business: How do you define diversity and inclusion as a company?

Geri Thomas: It's a part of our culture and core values. It's valuing the individual for his or her entire self. This really makes a difference for us. Those differences really make our company a better place to work. It's about being inclusive and actively promoting an environment where every associate has an opportunity to achieve their personal success and can contribute to the growth of the company. Bringing your whole self to work – your work experience, your values all of that being able to be in play at Bank of America.

BtoB: What makes Bank of America a leader in diversity?

Thomas: One of our core values is an inclusive meritocracy, so we are looking for that and everybody we hire for our company. If that's not part of who you are, then this is not a place you want to work. It's more of a plus for us than anything. People have heard about it and see what it has done.

BtoB: What are the diversity and inclusion skills necessary to succeed at work?

Thomas: It's an integrated approach – where diversity is a part of our core business practices. As a company, we manage diversity just like we do any other business principals. Diversity is in everybody's performance plan. When you have a review and sit down with your manager, it's a component of the review.

An example is our Global Diversity and Inclusion Council, which is made up of more than 25 senior executives. The council sets the agenda and makes sure the company achieves the targets its sets; our supplier diversity and foundations that are engaged in the community. The viability of the community is an important part of our success.

For example, we have partnerships with Special Olympics and NAACP. We have 300 or so employees that have cognitive or other disabilities who work in Deleware. They provide services and support the bank in regards to events, etc. They contribute to the company and the communities we serve. Recently, one of the bank's employees won two Gold medals and one Silver during the Special Olympics. It was wonderful to see how much the entire company was engaged in this person's efforts. This is a person who comes to work for us every day.

Talk about diversity. It's more than ethnicity and gender differences. It's all differences. We are really committed to the fact that everybody can come to work and contribute and grow in our business.

BtoB: What makes diversity work?

Thomas: What differentiates us is that it starts at the top. It starts with our CEO and chairman. He is very clear in how important diversity is to our company. I was in a meeting with him recently and he talked about how he sees himself as the chief diversity officer – that's his role. He believes that's what makes the difference.

BtoB: What diversity training and/or inclusion programs does Bank of America leverage for diversity and inclusion efforts?

Thomas:  It's a business as usual practice. It's in our everyday curriculum. It's not something that we set aside and say, "Oh, by the way, you might need to do this." It's integrated. That's how we keep it there. You are able to share your background; who you are.

At Bank of America, you are bringing your whole self – everything – to work. We have seven infinity groups and a Team Bank of America, an all-around grassroots diversity team that holds forums where people can learn about each other. I can tell you that it's been very, very successful for us. We provide opportunities for all 200,000-plus of employees to contribute and to learn and respect each other for those differences.

We have a very diverse client base. So what better way is it for us to serve our clients and communities than to have associates who understand and value the differences. I keep coming back to that because it is the key component.