Interview with Harold McGraw III

Q&A with Harold McGraw III
Chairman, President and CEO, The McGraw-Hill Companies


“I can’t overstate the importance of cultivating talent and diverse perspectives. When you successfully do this, your employees are empowered and business prospects improve.” Harold McGraw III


To help celebrate Asia Society’s first Diversity Leadership Forum, Harold McGraw III agreed to be the inaugural keynote speaker at the Forum on Monday, June 1, 2009. Prior to the Forum, Mr. McGraw shared with Asia Society his thoughts about Diversity and how it frames The McGraw-Hill Companies core values and practices.


Question: What are the core values that a corporation must promote in order to create a diverse and inclusive work environment?

Harold McGraw III: It all starts with respect – respect for your employees’ backgrounds, perspectives, skills and the contributions they make to your organization.

At The McGraw-Hill Companies, we believe diversity is about much more than ensuring equal employment opportunities. It’s about providing an inclusive workplace that values each individual and enables them to reach their potential. We are doing this through a variety of programs and services. Our Diversity Councils, for example, provide a forum to address diversity-related issues affecting our individual business units and the company as a whole. These groups help us celebrate our cultural differences and understand how those differences impact our ability to exceed our customers’ needs.

Diversity is also a business imperative. As global expansion increases, our commitment to a diverse and inclusive work environment becomes even more critical to our success. The diverse characteristics, ideas and backgrounds that our employees bring to the table give us a vital competitive edge in anticipating and exceeding our customers’ needs.


Question: How do you see your role in helping to create and sustain an inclusive environment?

Harold McGraw III: It is very important to set the tone at the top. That’s why we have assembled a talented and diverse senior leadership team that is committed to providing an inclusive environment and to giving our employees the resources they need to feel fully engaged.

We work diligently to ensure these commitments are met and to foster a connection between our commitment to diversity and how that commitment helps us meet our business goals. In fact, we have regular discussions about diversity and talent management at our monthly senior management meetings.

For companies like ours, with operations in 40 countries, developing a global mindset that builds on the diverse backgrounds and talents of all our employees will help us continue to grow in both existing and new markets.




Question: How does McGraw-Hill empower its Asian employees?

Harold McGraw III: We have a full range of programs designed to engage all of our employees and empower them to be agents of growth for the company.

For example, Asian Professionals for Excellence (APEX) is an Employee Resource Group (ERG) that was founded to enable Asian and Asian-American employees at The McGraw-Hill Companies to share knowledge and advance their careers.

Through APEX, employees are able to:
• get involved in a well-established mentoring program;
• participate in extensive leadership development and training programs;
• attend networking events;
• broaden their awareness of business opportunities in Asia; and
• strengthen relationships with their peers throughout the company.

Programs like APEX help us not only to empower our employees, but also to learn from their unique backgrounds and experiences and apply that knowledge to the world around us.


Question: There are concerns about corporate diversity initiatives not affecting change within the senior executive ranks. Is this a challenge The McGraw-Hill Companies is facing and if so, what are some of the strategies that your company is implementing to effectively address this issue?

Harold McGraw III: It is critical to promote diversity and inclusion at all levels of the company, which is why we are continually looking to increase the diversity of our management team. We’re doing this in several ways, including having active Diversity Councils in each business segment and providing executive support for our Employee Resource Groups.

We also have made diversity and inclusion an important part of our talent development programs and recruiting efforts, which is helping us continue to make great strides in building a diverse and vibrant workforce. Two great examples of this are our Leaderships Horizons program and our partnership with INROADS.

Leadership Horizons is our comprehensive leadership development initiative that helps us identify high-potential talent globally, strengthen our leadership bench, and engage top managers in our talent development efforts.

Since 1996, we have supported the mission of INROADS – to develop and place talented minority youth in business and industry, and prepare them for corporate and community leadership – by hiring student interns to work at facilities across the U.S.


Question: What do you think about this newly championed role for ERGs, as internal business partners for a corporation? Do ERGs strengthen business, build new inroads, and drive innovation at McGraw-Hill?

Harold McGraw III: Our employees are the most powerful drivers of our creativity, innovation and growth. That’s why as we continue to bring the best talent and resources together, we also need to view our employees as leaders and ambassadors who are charting new trails for our company in countries and regions around the world.

Employee Resource Groups help us do this by increasing our understanding of new markets, global trends, cultural differences, and professional development needs.

One great example at our company is the vital role that ERGs have played in fostering a mentoring culture. The McGraw-Hill Mentoring Program was conceived of, and piloted through, our Women’s Initiative for Networking and Success (WINS) group, and our Hispanic Heritage Network (HHN) recently launched its own mentoring program focused on serving the needs of our Hispanic employees.


Question: On a personal level, how have McGraw-Hill’s ERGs affected or deepened your understanding about issues facing your company’s multicultural talent?

Harold McGraw III: I have found our Employee Resource Groups to be invaluable to the company. In my interactions with them, I have been able to:
• speak to, and learn from, diverse groups of employees;
• hear their insights about the McGraw-Hill work experience;
• provide feedback about the company’s strategy and vision; and
• promote an open and more engaged environment for us all to work in.

I can’t overstate the importance of cultivating talent and diverse perspectives. When you successfully do this, your employees are empowered and business prospects improve.

To learn more about Diversity initiatives at The McGraw-Hill Companies, visit: www.mcgraw-hill.com