Goodwill Industries International has been an advocate of
diversity for over 100 years. In 1902, in Boston, Massachusetts, a
young missionary set up a small operation enlisting struggling
immigrants in his parish to clean and repair clothing and goods to
later sell. This provided workers with the opportunity for basic
education and language training. His philosophy was to provide a
“hand up,” not a “hand out.” Although today you can find retail
stores in over 2,300 locations worldwide, and in 2009 more than 64
million people in the United States and Canada donated to Goodwill,
the organization has maintained its core mission to respect the
dignity of individuals by eliminating barriers to opportunity
through the power of work. Goodwill accomplishes this goal, in
part, by putting 84% of its revenue back into programs to provide
employment, which in 2008 amounted to $3.23 billion. As a result of
these programs, every 42 seconds of every business day, someone
gets a job and is one step closer to achieving economic
stability.
Figure \(\PageIndex{1}\): Mike Mozart – Goodwill
Store – CC BY 2.0.
Goodwill is a pioneer of social enterprise and has managed to
build a culture of respect through its diversity programs. If you
walk into a local Goodwill retail store you are likely to see
employees from all walks of life, including differences in gender
and race, physical ability, sexual orientation, and age. Goodwill
provides employment opportunities for individuals with
disabilities, lack of education, or lack of job experience. The
company has created programs for individuals with criminal
backgrounds who might otherwise be unable to find employment,
including basic work skill development, job placement assistance,
and life skills. In 2008, more than 172,000 people obtained
employment, earning $2.3 billion in wages and gaining tools to be
productive members of their community. Goodwill has established
diversity as an organizational norm, and as a result, employees are
comfortable addressing issues of stereotyping and discrimination.
In an organization of individuals with such wide-ranging
backgrounds, it is not surprising that there are a wide range of
values and beliefs.
Management and operations are decentralized within the
organization with 166 independent community-based Goodwill stores.
These regional businesses are independent, not-for-profit human
services organizations. Despite its decentralization, the company
has managed to maintain its core values. Seattle’s Goodwill is
focused on helping the city’s large immigrant population and those
individuals without basic education and English language skills.
And at Goodwill Industries of Kentucky, the organization recently
invested in custom software to balance daily sales at stores to
streamline operations so managers can spend less time on paperwork
and more time managing employees.
Part of Goodwill’s success over the years can be attributed to
its ability to innovate. As technology evolves and such skills
became necessary for most jobs, Goodwill has developed training
programs to ensure that individuals are fully equipped to be
productive members of the workforce, and in 2008 Goodwill was able
to provide 1.5 million people with career services. As an
organization, Goodwill itself has entered into the digital age. You
can now find Goodwill on Facebook, Twitter, and YouTube. Goodwill’s
business practices encompass the values of the triple bottom line
of people, planet, and profit. The organization is taking advantage
of new green initiatives and pursuing opportunities for
sustainability. For example, at the beginning of 2010, Goodwill
received a $7.3 million grant from the U.S. Department of Labor,
which will provide funds to prepare individuals to enter the
rapidly growing green industry of their choice. Oregon’s Goodwill
Industries has partnered with the Oregon Department of
Environmental Quality and its Oregon E-Cycles program to prevent
the improper disposal of electronics. Goodwill discovered long ago
that diversity is an advantage rather than a hindrance.
Based on information from Goodwill Industries of North Central
Wisconsin. (2009). A brief history of Goodwill Industries
International. Retrieved March 3, 2010, from
www.goodwillncw.org/goodwillhistory1.htm; Walker, R. (2008,
November 2). Consumed: Goodwill hunting. New
York Times Magazine, p. 18; Tabafunda, J. (2008, July 26).
After 85 years, Seattle Goodwill continues to improve lives.
Northwest Asian Weekly. Retrieved March
1, 2010, from www.nwasianweekly.com/old/200...ll20082731.htm;
Slack, E. (2009). Selling hope. Retail
Merchandiser, 49(1), 89–91; Castillo, L. (2009, February 24).
Goodwill Industries offers employment programs. Clovis News Journal. Retrieved April 22, 2010, from
www.cnjonline.com/news/indust...32474-goodwill -duttweiler.html;
Information retrieved April 22, 2010, from the Oregon E-Cycles Web
site: http://www.deq.state.or.us/lq/ecycle.
Discussion Questions
What are Goodwill’s competitive advantages?
Goodwill has found success in the social services. What
problems might result from hiring and training the diverse
populations that Goodwill is involved with?
Have you ever experienced problems with discrimination in a
work or school setting?
Why do you think that Goodwill believes it necessary to
continually innovate?