Opening Case: Developing a diverse global workforce at Colgate$-$Palmolive

Since its founding in $1806$ in New York City, Colgate$-$Palmolive has become one of the world's most

venerable multinational enterprises. In addition to its well$-$known oral care line, the company

manufactures shampoos, shower gels, deodorants, and home care products that are sold in over $200$

countries around the world. International sales account for about $70$ percent of the company's $$16\mathrm{.}5$

billion in $2020$ annual revenues, with $50$ percent being derived from emerging markets. Colgate's

worldwide market share in the toothpaste business is over $33$ percent. It has a $40$ percent share in India,

$65$ percent in Brazil, and $29$ percent in China. The company's success is based on a long tradition of

product innovation, development, and brand management. As is the case with many multinational

consumer products companies, the marketing mix used to sell its offerings in different nations and regions

has to be adjusted to account for differences in local conditions.

One of the things that has always distinguished this multinational enterprise is its commitment to building

a globally diverse workforce. In total, as of December $2020,$ Colgate had some $34,200$ employees based in

over $100$ countries. Approximately $36$ percent of employees are based in Asia Pacific, $30$ percent in Latin

America, $15$ percent in North America, and $15$ percent in Europe. The company emphasizes that all of its

employees are part of a global team, committed to working together across countries and throughout the

world. Colgate believes that only by sharing ideas, technologies, and talents across countries and regions

can the company achieve and sustain profitable growth.

As a truly global company, Colgate is working to ensure that the workforce reflects the diversity of the

communities in which its employees live and work. As of December $2020,60$ percent of the global

workforce was male and $40$ percent female, with women accounting for $41$ percent of the company's

executives. While measuring the race and ethnicity of the workforce on a global basis is challenging, in the

United States the company reported that its workforce self$-$identified as $67$ percent White, $11$ percent

Hispanic, $9$ percent Black, $8$ percent Asian, and $5$ percent other. The company has programs in place to try

and improve this mix, not just in the United States, but globally. The company's talent management

process incorporates the advancement of women and people of all cultures, including underrepresented

communities. To help further foster inclusiveness, Colgate has established employee resource groups for

team members of many different underrepresented communities. Each of these resource groups

contributes to the work environment by developing and implementing programs to promote business and

community involvement as well as cultural awareness.

Colgate's development of a globally minded executive team starts when it fills its entry level positions. The

company recruits students from universities or business schools around the world who can demonstrate

an ability to handle cross$-$cultural situations. They may have already worked or lived abroad and will at the

very least have traveled extensively; they will often be able to speak a foreign language. Initially, instead

of sending young hires off on long assignments abroad, it sends them on a series of training stints lasting

$618$ months. This development strategy means the company can provide young managers with a broad

range of overseas experience. One manager hired in the United States, for example, spent time in the

Czech Republic and the Baltic states before becoming a country manager in Ukraine$$all before

celebrating his $30$th birthday.

The impact of this development process can be seen in the composition and background of the five$-$

person top executive team. The current CEO, Noel Wallace, joined the company in $1987$ and progressed