As a leading global, independent measurement company that’s focused on The Science Behind What’s Next™, Nielsen helps top brands and businesses understand what consumers watch, listen to, and buy to ensure diverse perspectives are considered. We are proud to reflect the world we measure.
NIELSEN CONGRATULATES DIVERSITY MBA’S 50 OUT FRONT BEST PLACES TO WORK FOR WOMEN AND DIVERSE MANAGERS 2018
That’s why we’re committed to creating a supportive work environment for associates where you can be yourself, make a difference and grow with us. Copyright © 2018 The Nielsen Company (US), LLC. All Rights Reserved
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DIVERSITY MBA 50 OUT FRONT: THE TOP SPOT: NIELSEN HOLDINGS PLC The global consumer research leader tops our charts as the No. 1-ranked Company for Women and Diverse Managers for 2018. Anchored by a pipeline of diverse talent, Nielsen’s distinct culture focuses on identifying, nurturing and elevating talent that embodies all aspects of diversity.
TOP 10 – 2018 RANKINGS Learn how the best of the best do diversity and inclusion. Our in-depth profiles feature a closer look at what sets top-tier organizations apart from the rest.
TOP 50 – 2018 RANKINGS Meet the companies ranked 11-50 in our survey with mini profiles providing an overview of their diversity and inclusion efforts.
WORKPLACE DIVERSITY: MORE THAN AN ANNUAL TRAINING EVENT Meet the companies ranked 11-50 in our survey with mini profiles providing an overview of their diversity and inclusion efforts.
FIVE STEPS FOR CHOOSING THE PROPER ANALYTICAL TOOLS FOR YOUR ORGANIZATION Struggling with too many analytical tools in your toolbox? Learn how to optimize your portfolio to get the most bang for your organization’s buck.
SOLOPRENEUER Meet four individuals who embrace the “power of one” through their unique, entrepreneurial businesses rooted in creativity and hard work.
THREE TIPS TO UNLEASH THE CREATIVE ENTREPRENEURS IN YOUR COMMUNITY The fast-growing and highly profitable creative economy is a sleeping giant. Follow these steps to energize the creative entrepreneurs around you in this under-tapped business segment.
MILLENNIALS: KNOW THYSELF Think you know millennials? Think again. Take a peek inside this generation’s collective brain to gain deeper insight into this oftenmisunderstood group.
HOW TO RECOGNIZE TALENT Learning to spot hidden skills and talent is critical to recruiting a strong team of candidates to take your organization into the future.
TOP 10 THINGS STUDENTS SHOULD KNOW WHEN INTERVIEWING Ready to accept that dream job? Make sure it’s not a one-sided interview. Know what to ask to gain insight into an organization’s D&I culture.
P&L Group, Ltd of IL Advisory Board of Directors Pam McElvane, MBA, MA CEO & Publisher, Diversity MBA Board Chair James Taylor, PhD. Senior Vice President & Chief Diversity & Talent Management Officer UPMC Eugene Kelly World Wide Vice President of Workplace & Global Initiatives Colgate-Palmolive Immediate Past Chair Andrew Lee, PhD. Vice President & Chief Diversity Officer WellStar Health System Angela Roseboro Chief Diversity Officer Drop Box Angela Talton, MBA Chief Diversity Officer Nielsen Celeste Warren VP & Chief Diversity Officer MERCK Cynthia Washington Interim President & CEO Institute for Diversity Management/AHA Donald Fan Senior Director, Culture & Inclusion Wal-Mart Stores, Inc. Kirsten Marriner Senior Vice Presidnet & Chief People Officer The Clorox Company Fernando Little AVP Human Resources ATRIUM Health Grant Clark FaceBook Neddy Perez Head of Campus Recruiting & Talent Acquisition TIAA Patricia Arredondo, Ed.D Arredondo Advisory Group Sheila Morgan President & CEO Chicago Minority Supplier Development Council Steve Humerickhouse Executive Director St. Thomas University
IN THIS ISSUE
Cover & Features Pamela A. McElvane • Publisher EDITORIAL TEAM Dan Holly • Executive Editor & Vice President Dan@diversitymbamagazine.com TaVashane Brown. Assistant Managing Editor & Digital Editor Copy Editors Alexis Alfred, Lisa Raatz OPERATIONS/PRODUCTION TEAM Fran Sherman. Production & Art Director Barbara Negron, Sr. Graphic Designer Bold Business, Digital Strategy Consultant Rhonda Grayson, Circulation Manager SALES & MARKETING TEAM Anita Gonzales, Head of Client Engagement anita@diversitymbamagazine.com Erika Thompson Young, Corporate Relations Lead erika@diversitymbamagazine.com Kendall Grisham, Social Media & Marketing Coordinator Kendall Oliver, Advertising Coordinator PUBLIC RELATIONS Jerry Thomas, Media Consultant Jerry@Jerrythomaspr Sasha Parrish, Communications Intern EXECUTIVE TEAM Pam McElvane, CEO& Publisher Dr. Deborah Ashton, Chief Psychologist DeAndre Hodo, Chief Technology Officer, Jetex Suri Surinder, Head of Learning & Innovation, CTR Factor
Copyright © 2018, P&L Group, Ltd. of Illinois Diversity MBA Magazine is published as follows: Fifty Out Front Companies Issue, Diversity MBA 100 Issue, Diversity in Sports, Diversity in Entertainment, Diversity in Travel & Culture. We are not responsible for unsolicited manuscripts. For consideration for publication, please send queries only to dan@diversitymbamagazine.com; Diversity MBA welcomes feedback from our readers. Address all correspondence to Diversity MBA Magazine 24 E.107th Street, Chicago, IL 60628 Or email us at diversitymba@diversitymbamagazine.com. Letters should include full name, address and telephone number. Editing for clarity and space will occur Website: www.diversitymbamagazine.com
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2018 Fifty Out Front Companies 2018 Rankings: Best in Class Nielsen is No. 1 2018 Top 10 Rankings 2018 Top 50 Profiles
Diversity Toolkit 60 62
It Requires More Than an Annual Training Event Steps for Choosing the Proper Analytical Tools for Your Organization
Entrepreneurial Outlook 66
Solopreneur
Diversity Toolkit 68 72
Three Tips to Unleash the Creative Entrepreneurs in Your Community Millennials: Know Thyself Part 1
DMBA Campus 74 76
How to Recognize Talent Top 10 things You Should Know Before Accepting the Interview
Diversity in Culture 78
Synthia SAINT JAMES
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Building a future to smile about
Colgate-Palmolive is a $15.5 billion global company. Since 1806, we’ve been creating products that build brighter futures for everyone – our consumers, employees, partners and the communities we call home. We are truly global. Our diverse backgrounds and perspectives help us respond to the needs and aspirations of the many millions of people we serve worldwide. We work together globally to perform at our best locally, always with unwavering integrity. We see every day as an opportunity to improve on the last. We harness the latest advances in science and technology to deliver innovative products and advance the way we make and deliver them. If you would like to learn more about Colgate-Palmolive, please visit our website at www.ColgatePalmolive.com.
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Colgate is an equal opportunity employer and all qualiďŹ ed applicants will receive consideration for employment without regard to race, color, religion, sex, gender identity, sexual orientation, national origin, disability status, protected veteran status, or any other characteristic protected by law.
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FROM THE PUBLISHER
TOGETHER TOWARDS TOMORROW Diversity MBA is winding down a very busy year. We introduced so many new things that allowed us to refine our niche. Our theme, “Together Towards Tomorrow,” resonated and transcended through everything we delivered. I wanted to share my thoughts on why this phrase resonated with my heart and soul. Imagine if all of the groups PAMELA A. MCELVANE supporting diversity and incluCEO & PUBLISHER sion came together with same DIVERSITY MBA MAGAZINE agenda, moving in the same direction overflowing with a shared vision ... the possibilities ... oh the possibilities. In an emotional sort of way, this theme represents the core of what I believe. Simply put: Diversity MBA blends celebration, education and development of everyone. Diversity MBA recognizes the 50 Out Front Companies for diversity leadership that have CEO commitment in the workplace to drive inclusion and create diversity. We are committed to celebrating all dimensions of diversity which include everyone, as this is our intention for the celebration and the work we do. Connecting leaders, recognizing achievement and fostering change is our goal, and my life’s work. Our decision to deliver four signature events designed to build upon one another proved to be tremendously impactful in getting courageous conversations started. Our partners supported our delivery in diversity recruitment boot camps, big data forums, the healthcare summit, industry roundtables and community giving, and of course, the big celebration: The National Elite Business Leaders Conference & Awards Gala. These events allow us to provide professional development programming around the country, leveraging our network of experts. DMBA’s impact touched, influenced and exposed more than 10,000 professionals to best practices. This was possible through our blended approach that deepened and strengthened the integration of diversity & inclusion, and talent management strategies. Our core platform is to recognize leaders and organizations that are committed to the diversity and inclusion journey. This issue recognizes our 50 Out Front companies for diversity
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leadership and the Best Places to Work for Women and Diverse Managers. Capturing the No. 1 spot once again is Nielsen, the world’s largest consumer services company. Ranked No. 2 is Bank of America, followed by No. 2 AT&T (for the second year). It is important to know that companies that benchmark are celebrating their journey and achieving milestones. Thus, Diversity MBA recognizes their achievements. 2017 has been a year of progress and challenge in both the workplace and in the community. We have seen the influence of social injustice in the workplace. I can tell you that many companies responded with respect for every person and every group that was impacted in their workplaces. CEOs stepped up to demonstrate that nothing has changed in their commitment to ensure the work started in diversity and inclusion sustains in their organizations. Actions from Merck’s CEO boldly stepping down from Trump’s advisory cabinet, to many CEOs holding town hall meetings to ensure their employees understand racism and hate will not be tolerated in their cultures. This is a great lead in to the feature stories we captured on our top 10 companies and the work they are doing to drive and move the diversity and inclusion needle. We want you to really read the substance of what these companies are sharing. We have a mix of industries, geographic regions and size of organizations that are sharing their journeys. Feel free to explore deeper and learn for yourself what these organizations are deliberately doing to drive change and make an impact, by reading more about their work. (visit their websites). We also recognize companies that are doing this work deserve to be celebrated for their efforts and progress. Learn more about what Diversity MBA’s Inclusive Leadership Index requires from these companies. The survey does not just measure what work is being done but how well it is getting done. We want to know the impact organizations are making in the workplace. That is what we are celebrating. Our index has captured more than 30,000 insights on talent management, diversity and inclusion strategies, and related activities. Our commitment is to provide platforms for this information to be shared and cultivated. We thank, as always, our committed partners, advertisers, colleagues, supporters, volunteers and STAFF for all they do to keep pushing forward and challenging us to do more.
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CONTRIBUTORS
Alice Loy is an Author, Co-founder of Creative Startups, and has researched the creative industries for 15+ years. She has lived and worked in Europe, Mexico, and Central America, designed and taught university level courses ranging from Social Entrepreneurship to Environmental Ethics, and holds an MBA and PhD in Strategic Communication and Entrepreneurship. Andrew Roman Wells is the CEO of Aspirent, a managementconsulting firm focused on analytics, and co-author of Monetizing Your Data: A Guide to Turning Data into Profit-Driving Strategies and Solutions. Deborah Ashton, PhD, CDM, Chief Psychologist, Head of the Behavioral & Research Practice, Diversity MBA is a licensed psychologist. She received her doctorate from Harvard University and studied with Dr. Chester ‘Chet’ Pierce, who coined the term “microaggression”. Dr. Ashton created the 360o Inclusion Leadership Profile TM (ILP) and the Inclusive Culture Profile (ICP). She headed diversity and inclusion for Medtronic, Darden Restaurants, Harley-Davidson, Novant Health and Argonne National Laboratory. Josh Levy is a Manager in the Analytics practice of Aspirent, a management-consulting firm focused on analytics He has spent the past 20 years working in various capacities and industries within the Business Intelligence space. Lisa Raatz is an award-winning writer and communications professional, specializing in employee engagement. She spent more than 25 years enabling organizations to engage audiences at Fortune 500 companies such as Allstate, Monsanto/Searle and Tenneco, as well as companies in the health care and technology sectors. She currently serves
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on the board of Spirit Air, Inc. a 501(c)(3), providing necessary, no-cost flights for medically compromised pediatric and young adult patients, their families and caregivers, to and from medical facilities across North America. Shane Green is the author of #CultureHacker and the Founder & President of SGEi and the Shane Green consultancy. He is a catalyst for the modern service economy. Shane sees himself as a catalyst for the modern service economy. He inspires companies and people to move beyond the mundane, and out of status quo, so they want to exceed the expectations of their customers and associates. His service and leadership style was developed within The Ritz-Carlton Hotel Company, and has continued to evolve through his strategy and cultural work for some of the most recognized brands in the world. Soulaima Gourani is a lecturer, corporate advisor, and author. She is the author of three books; “Ignite your career,” “Take control of your career,” and “Courage to success.” One2Speak elected Gourani to be one of the best Danish keynote speakers in 2010. In 2012 she was announced as one of the Young Global Leaders by World Economic Forum and later that year named to be the chairwoman of the nonprofit organization Global Dignity. In 2013 she was announced as one of the greatest thinkers in the Nordic by Nordic Business Forum. And in 2014 chosen as one of the “40 under 40” European young leaders. She was elected as a TED mentor in 2016 and was later that same year announced as one of the “Inspiring 50 Nordics” women in the tech sector. Synthia Saint James is a world renowned multicultural visual artist, and award-winning author and/or illustrator of over 24 books. She is also a popular keynote speaker, educator and architectural designer who has garnered numerous awards, including the prestigious Trumpet Award, a Coretta Scott King Award, a HistoryMaker Award, and an Honorary Doctorate Degree from Saint Augustine’s University. Dr. Saint James also serves as a Global Ambassador for Susan G. Komen for the Cure’s “Circle of Promise”.
www.diversitymbamagazine.com
Introducing the Top 50
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Our 2018 Rankings for Best Places for Women and Diverse Managers to Work Diversity MBA is excited to continue to recognize our 2018 rankings for Best Places for Women and Diverse Managers to Work. Learn what the top companies and institutions are doing that is successfully driving their diversity and inclusion strategies to implementation – starting with our top ranked company, Nielsen. We open with our No. 1 company Nielsen, sharing some of its secrets to success, followed by our in-depth profiles for the Top 9 companies. We asked companies to share their innovative initiatives that impacted delivering the delivery of programs that drove change and systems that mitigated bias. We wanted them to share their efforts to achieve diversity and inclusion in a way that is most helpful for our readers.
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These 50 organizations take a variety of approaches in pursuing the same overall goal – to make sure that their workforces are as diverse as our nation and that everyone in their workforce feels like they belong. The winning organizations are justifiably proud of their D&I efforts, and we hope that our 1.9 million readers will be informed and inspired by the programs, initiatives, ongoing efforts, goals, et.al., detailed in these pages. Diversity MBA’s methodology consists of multi-tiered process: 1) registration to confirm participation; 2) actual completion of survey; 3) rating of 100 participants with the highest score; and 4) secondary research. While more than 600 companies registered to participate in the survey, only 330 qualified for the competitive rating to qualify for selection. Companies are selected based on scores for representation, board diversity, recruitment, workplace inclusion, retention, succession planning and accountability. The DMBA index measures how companies are developing their pipeline talent of women and people of color. We recognize it is a journey to create inclusive diverse cultures. We are excited to celebrate the intentional progress these companies are making to ensure their employees and leaders represent the diversity of the consumers in the marketplace. We hope you get as much out of reading them as we did in developing them.
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Best Places to Work Diversity MBA’s Inclusive Leadership’s Index (benchmarking); identifies companies for the Best in Class recognition – these companies have consistently demonstrated progression with achieving milestones that drive diversity and inclusion within their workplace cultures. “Intentional strategies are imperative to increase all dimensions of diversity in leadership and management. The Best in Class companies actively engage in implementing leading practices that result in significant workplace outcomes that advance inclusion and diversity, says Pam McElvane, CEO of Diversity MBA.” The six categories measured for best practices in management and leadership are Recruitment, Representation, Succession Planning, Workplace Inclusion & Retention, Accountability, and Board Diversity. These areas are defined below. Recruitment strategies must be aligned with the overall diversity and business strategy. Building a recruiting platform that has enterprise wide accountability among recruiters and hiring managers. These companies provide comprehensive diversity and legislative training for recruiters. And equally important is how the companies source talent with demonstrated results hiring women and diverse talent. Representation is the ultimate outcome that companies want to achieve with women and people of color in the most senior leadership roles. In order to ensure continual development companies must have a strong pipeline of talent. These companies have done a tremendous job with advancing women. The opportunity is how they are advancing people of color into leadership roles with the same demonstrated results. Succession Planning is the talent management system
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that allows for fair and equitable advancement of identified top talent. The inclusive leadership index’s top companies advance their high potential talent at a rate of 40 percent; and their diverse talent at a rate of 45 percent on average. These companies also have intentional executive development programs, formal sponsorships, mentoring for emerging leaders with the ability track their progress. Workplace Inclusion & Retention combined are business essentials that must be achieved for the cultural institutionalization of diversity and inclusion. It is the blend of cultural competencies and career disciplines resulting in the differences of thoughts, approaches, experiences, identities, affinities and more. Full employee engagement is a culture that supports trust, innovation, flexibility, leadership and authenticity. These are some of the components of creating a sustainable workforce. Accountability requires CEO and board commitment to ensure the success of achieving diversity and inclusion results. Accountability must be systemic in all processes at every level. Incentive and recognition need to be cascaded at every level so every employee understands their contribution to the overall strategy. While recognizing great strides for achieving goals is necessary, aligning compensation to support the diversity and inclusion journey is a best practice; with CEOs and CHROs appropriately resourcing budgets. Board Diversity continues to be a growth opportunity for all companies. More and more companies are engaging their boards in their diversity strategy. Diversity on boards is a proven indicator to ensure a competitive advantage. Diversity MBAs Inclusive Leadership Index Best in Class Companies has an average of 60 percent diversity on their boards; which means women and people of color are the majority.
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Nielsen Holding plc RANK NO. 1: Nielsen Holding plc LOCATION OF HEADQUARTERS: New York, NY # OF EMPLOYEES: 43,000 CEO: Mitch Barns CDE: Angela Talton www.nielsen.com/us/en.html
THE NIELSEN EFFECT
Shaping Tomorrow’s Workplace Diversity Into Today’s Reality
CEO MITCH BARNS
CDE ANGELA TALTON
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The Medici Effect In the book “The Medici Effect,” author Frans Johansson discusses how the Medici family, an Italian banking family that rose to power in the 14th century, sponsored a plethora of artists across the European continent, including Michelangelo and Leonardo Da Vinci, to break down the boundaries between different artistic disciplines and cultures through a method that ignited the Renaissance. Simply put: The Medici Effect is a phenomenon of innovation created as a result of extreme diversity, where innovation occurs at the “intersection” - the place that ideas from different industries and cultures collide. Today, global consumer research leader Nielsen is fearlessly igniting its own industry-leading “Medici Effect” by activating groundbreaking, methodically curated initiatives that mobilize diverse talent and influences from different fields, disciplines and cultures. Paramount to Nielsen’s approach has been a companywide commitment to cultivating a pipeline of diverse talent that goes well beyond the empirical. At Nielsen, diversity and inclusion are rooted in identifying, nurturing and elevating talent that embodies diversity in experience, skill, culture and thought. Nielsen’s industry leadership in diversity through these touch points has garnered numerous awards and accolades including:
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• “Forbes’,” Inaugural List of America’s Best Employers For Diversity • “DiversityInc’s,” Top 50 Companies for Diversity” • HRC (Human Rights Campaign) 100 score on the Corporate Equality Index for fifth consecutive year • “Fortune’s,” Great Places To Work List (U.S. and Turkey) • United States Business Leadership Net work Best Place To Work for Disability Inclusion • “Working Mother & AVTAR,” Best Companies for Women in India, for three consecutive years Most recently, Nielsen was ranked No. 1 in Best Places for Women and Diverse Managers to Work by “Diversity MBA” magazine. Gracing this issue’s cover, in addition to Nielsen’s Chief Diversity Officer Angela Talton, are business unit leaders who also serve as champions for diversity within the organization: Karthik Rao, president, Nielsen Portfolio; Megan Clarken, president, Watch; and John Tavolieri, chief technology and operations officer and president, U.S. FMCG & Retail. This most recent industry distinction reflects the culmination of a brilliantly designed diversity and inclusion strategy and is indeed cause for recognition. However, while Nielsen views D&I as a global business imperative, management marks its greatest achievement as the 44,000 employees in 217 offices across more than 100 countries. Each of Nielsen’s associates
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contributes to the company’s D&I strategy and shares in its success across borders, time zones and cultures. Nielsen associates represent a common thread and vision, yielding an indelible imprint that is the “Nielsen Effect.” The Inclusion Corporate Challenge With the current news cycle, we are barraged by concerns about the lack of diversity and inclusivity in the workplace. Nielsen has taken significant strides to redefine diversity and inclusion, literally crafting what these words mean for its global workforce. The best practices that have come from various programs and initiatives, both domestically and internationally, have helped other companies define how they approach diversity, too. Embracing this “corporate challenge,” Nielsen is changing the landscape of diversity and inclusion, while acutely positioning itself as a global measurement and data analytics company poised to meet the demands of a 2st century diverse workforce and consumer population. D&I DNA: The Inclusion Infusion Like People, businesses possess certain attributes and aspects of “corporate culture” that are unique to each individual organization. Nielsen’s commitment to workforce diversity is paramount to its corporate mission,
and it actively infuses D&I into its most basic attributes, or its “DNA.” To that end, the company states its approach as simply: Infuse diversity and inclusion into everything we do. The inclusion of diverse ideas, experiences, backgrounds and cultural nuances manifests in its people and the innovative solutions it consistently crafts for clients. Nielsen’s industry-leading D&I strategic focus is evidenced by the diversity of its workforce. According to Nielsen’s 2017 D&I report, the company outpaces other multinational companies in terms of gender diversity. Additionally, in the U.S., Nielsen’s racial/ethnic diversity has been steadily rising for the past several years. As the global population becomes more diverse, the diversity of the company’s ranks will only grow in importance. That’s because, in order to continue to provide the most complete and trusted view available of consumers and markets worldwide, Nielsen’s associates must reflect the diversity in the communities where it does business. Chief Diversity Officer Talton takes this one step further, “We not only want associates to have a seat at the table, we want them to have a voice at the table and ensure their voices are heard.” Valuing diverse voices is paramount to Nielsen’s corporate culture and truly reflective of aligning that culture with the overall business of providing consumer insights to clients. Talton states, “In an effort to help our clients understand
THE 5TH DIVERSE LEADERSHIP NETWORK GRADUATING CLASS AT ITS GRADUATION IN ATLANTA.
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our multi-year, integrated brand campaign, “The Science Behind What’s Next,” we look to our employees to provide valuable insights about consumer behavior that only a diverse workforce can accurately and authentically reveal and communicate.” Importance of Innovation Through D&I Nielsen sits at an important intersection: As the leading provider of insights on consumer behavior in an increasingly diverse consumer landscape and as a leading workforce destination for diverse talent. This nexus begs the question: Does a measurement company play a role in this cultural conversation and shift? Megan Clarken, president of Watch at Nielsen, believes the answer to that question is an emphatic, “Yes.” “At its core, audience measurement is about reflecting the way real people live their lives, and the fact of the matter is that the consumer landscape continues to become exponentially more diverse,” says Clarken. “Audiences are choosing content that authentically resonates with them, which is proving to be the catalyst for unparalleled onscreen – and behind the screen – diversity. It is, therefore, critical that we get D&I right in our organization, both for our
ability to capture the consumer-level data that our business is predicated upon, and to help our clients and stakeholders leverage these insights to build strategy for their own businesses. At Nielsen, it’s more than a model, it’s a mantra.” Nielsen’s culture of innovation in consumer research is anchored by a strong belief in the necessity of acknowledging D&I of the marketplace, which must be accurately captured within the D&I of the company. “Today’s marketplace is a cross-platform and multidisciplinary environment where consumers engage across a variety of touch points reflecting their diverse interests, cultures and experiences,” said Karthik Rao, president, Nielsen Portfolio. “Nielsen understands the business of diverse audiences and their preferences. Raising our corporate accountabilities to a higher standard with regards to D&I is not just good business, it’s smart business.” Inclusion is at the core of every operational and cultural touch point for Nielsen. D&I is authentically embedded in its corporate DNA – to maximize holistic returns for the greater good of all. “We pride ourselves on delivering data solutions that correspond with the habits and purchasing practices of a tremendously diverse marketplace,” said John Tavolieri, chief technology and operations officer, and president, U.S. FMCG & Retail. “Our approach to
THE 5TH DIVERSE LEADERSHIP NETWORK GRADUATING CLASS AT ITS GRADUATION IN ATLANTA.
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meeting high media and retail industry demands is fortified by our global commitment to D&I. We do this because it is the right thing to do to foster greater retention and advancement of our diverse talent. When we provide an inclusive environment where diversity can manifest itself, our clients and our business benefit.” Pioneering Programs to Drive Innovation Through Inclusion This cultural mindset via the “Nielsen Effect” is reinforced through several landmark D&I programs, one of which is the Nielsen Diverse Intelligence Series (DIS) Reports. This thought leadership series has become a pivotal industry resource, serving as a roadmap for client and industry partners to help brands better understand and reach diverse customers. Highlights of this series include three published reports on women of Asian American, Hispanic and African American cultures. Each report shares unique stories and insights on how multicultural women continue to influence mainstream culture as early digital adopters, while making groundbreaking strides in education and entrepreneurship. The DIS has expanded to include reports on veteran consumers, LGBTQ consumers and differently abled consumers. Another hallmark D&I strategy at Nielsen is to identify
and highlight diverse talent through the structure and engagement of its Employee Resource Groups (ERGs). These employee-led volunteer groups seek to create open forums for idea exchange, through summits and events, to strengthen the link between Nielsen, its clients and diverse communities. They also serve as a training ground to develop talent through workshops, seminars and experiential learning on such topics as project management, budgeting and meeting facilitation. Additionally, these ERGs help Nielsen form essential bonds with its clients by co-hosting events, sharing best practices and showcasing data on diverse communities. There are 163 ERG chapters and 11,000 members worldwide with a touch point of engagement across a range of diverse groups: • Hispanic Organization of Leaders in Action (HOLA) • Sustaining Active Black Leadership and Empowerment (SABLE) • Lesbian, Gay, Bisexual, Transgender, Queer and Allies (PRIDE) • Asian Affinity Link (AAL) • Abled and Disabled Employees Partnering Together (ADEPT) • Women in Nielsen (WIN) • Support & Employee Resources for Veterans (SERV)
ANGELA TALTON, NIELSEN’S CHIEF DIVERSITY OFFICER (LEFT) SPEAKING ON A PANEL DISCUSSION WITH REPRESENTATIVES FROM GLAXOSMITHKLINE AND P&G IN MADRID, SPAIN.
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PARTICIPANTS IN NIELSEN’S THIRD ANNUAL CASE STUDY COMPETITION AT THE UNIVERSITY OF PUERTO RICO.
ASSOCIATES BASED AT OUR OLDSMAR, FL GLOBAL TECHNOLOGY AND INNOVATION CENTER (GTIC) CELEBRATING ENERGIZE WEEK.
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• Nielsen Generation (N-GEN) – created in China • Multinational Organization Supporting An Inclusive Culture (MOSAIC) – created in the U.K. Nielsen also advances diverse talent through its Diverse Leadership Network (DLN). Talton explains, “The DLN is a 15-month mini-MBA. In addition to curriculum, workshops and experiential learning, participants gain visibility, access and opportunity through their exposure to senior leadership and engagement with a coach, who is assigned to each participant for the program’s duration.” The program has participation goals by race and gender, with 25 percent representation from African American, Hispanic, Asian and White associates and at least 50 percent female participation. To date, 93 percent of DLN participants have been promoted and 40 percent have reached the VP level. Additionally, the DLN participant retention rate is 30 percent higher than the equivalent top-performing cohort of associates. Nielsen ensures every associate feels connected to its inclusive culture by listening to feedback and effecting change whenever possible. For instance, in 2014 before marriage equality was a reality in the U.S., Nielsen stood in support alongside its LGBT+ associates by offering partner benefits to associates in relationships strictly on the honor system.
Nielsen also uses its own data to make internal improvements. Utilizing its diversity scorecards and seeing a retention concern – in another example of heeding the counsel of its associates – Nielsen C-level executives including Angela Talton sponsored a two-day professional development forum in 2016 for Black associates. It was the first event of its kind in the company’s history. Nielsen leadership followed suit with a Hispanic Employee Forum in 2017, providing a leadership development opportunity to another subset of employees. Retention rates have improved – 12 percent for African American associates and 18 percent for Hispanic associates as a result. An Asian Employee Forum is currently being planned. The profundity of Nielsen’s D&I initiatives and their subsequent recognitions reflect the “all-in” approach. The company is capturing consumer trends of tomorrow, while transforming the adaptive practices of innovation through industry diversity today. The aforementioned dream team of executives at Nielsen is revolutionizing the “Medici Effect” by serving as chief architects for building a sophisticated idea of what’s next in a rapidly diversifying global population for their clients – better known as “The Nielsen Effect.”
CHERYL GRACE (SECOND FROM LEFT), SVP, U.S. STRATEGIC COMMUNITY ALLIANCES AND CONSUMER ENGAGEMENT, NIELSEN, SPEAKS ON AN ADVERTISING WEEK PANEL ON THE POWER OF #BLACKTWITTER.
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GLOBAL EMPLOYEE RESOURCE GROUP LEADERS CONVENE FOR THE 10TH ANNUAL ERG LEADERSHIP SUMMIT IN NEW YORK.
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Bank of America RANK NO. 2: Bank of America LOCATION OF HEADQUARTERS: Charlotte, NC # OF EMPLOYEES: 200,000 CEO: Brian Moynihan CDE: Cynthia Bowman www.bankofamerica.com MISSION STATEMENT FOR DIVERSITY AND INCLUSION
CEO BRIAN MOYNIHAN
At Bank of America, we deliver on our purpose — to help make financial lives better through the power of every connection — by driving responsible growth. A tenet of driving responsible growth in a sustainable manner is our focus on being a great place to work. We know that the diversity of our employees makes us stronger, and our efforts focus on three important areas that strengthen our company: people, inclusion, and clients and communities.
OVERVIEW OF CURRENT D&I EFFORTS
People Our people are the foundation of our success. Bank of America is bringing, retaining and promoting the best and brightest from around the world through our far-reaching recruitment efforts, partnerships and best-in-class resources.
CDE CYNTHIA BOWMAN
Examples include: • Driving progress from the top: The Global Diversity & Inclusion Council (GDIC) drives how we approach D&I. Chaired by CEO Brian Moynihan and consisting of senior leaders from all lines of business, our GDIC focuses on creating a diverse workforce and an inclusive workplace. Commitment from the top drives accountability with diversity goals embedded in strategy, scorecards and business reviews. • Empowering and developing leaders: Our personalized leadership programs support the sponsorship and pull-
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through of emerging talent. We provide long-standing and impactful development opportunities with programs such as our Women’s Next Level Leadership program and our Diverse Leaders Sponsorship program. Our women’s leadership program f ocuses on the unique challenges multicultural women face in progressing their careers. Our diverse leadership program pairs diverse talent with senior leader sponsors to proactively help identify career pathways and build diverse talent pipelines. • Building our future pipeline: We identify future talent potential through our partnerships with 200-plus schools and organizations from which we recruit, retain and promote diverse talent. Our most recent campus recruiting class was more than 40 percent women and 50 percent minority. We track and report on diverse slates and have a dedicated diversity talent acquisition team. Inclusion Focusing on the diversity of our people is an important first step, but equally important is maintaining an inclusive environment in which every employee matters. Examples include: • Supporting strong and impactful Employee Networks: Our employee networks increased more than 24 percent over the past year with more than 120,000 members and 260 chapters. Network prioritiesalign to business strategy and focus on five key pillars:
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YOUR COMMUNITY / OUR COMMUNITY Bank of America is proud to be part of the 2018 50 OUT FRONT: Best Companies for Women & Diverse Managers To Work and the Diversity MBA Elite Business Leaders Conference & Awards Gala. The diversity of our teammates is essential to our ability to serve our clients, fulfill our purpose and drive responsible growth. Wherever our employees or neighbors call home, we’re committed to growing, advancing and developing leaders internally and in our communities. bankofamerica.com/inclusion
Š2018 Bank of America Corporation | ARBHK6KL | AD-08-18-0691
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external recruitment, professional development, workplace culture, business strategy and community development. All networks are supported by senior leader sponsors and advisers. • Driving an inclusive culture in all business lines: All of our business lines have D&I business or regional councils charged with planning and implementing diversity strategies. • Encouraging employees to bring their full selves to work: To help deliver on our promise to provide benefits and resources that meet the needs of our diverse teammates, we launched the “Count Me In” campaign to encourage employees to self-identify information about their race/ethnicity, sexual orientation, gender identity, disability and military status. The campaign yielded a 2,310 percent increase in participation from the previous year and will help us continue to deliver benefits and programs that support the needs of our diverse population. Clients and Communities Our commitment to D&I is felt by clients and throughout the communities we serve. Our culture advances our business and has meaningful social impact. Examples include: • Meeting the needs of our diverse clients and customers: We meet our clients where they are, through a variety of programs and services including Spanish-language training and services, accommodations for those with disabilities, and dedicated investment management teams for LGBT clients and customers. • Prioritizing diversity and inclusion with suppliers: We spend more than $2 billion each year with womenand minority-owned business partners. • Driving progress through community partnerships: We proudly partner with organizations like UnidosUS, Paradigm for Parity, National Urban League, Out & Equal, National Association of Asian American Professionals, United National Indian Tribal Youth, National Veterans Transition Services, the Love Has No Labels campaign and Special Olympics, to help drive diversity and inclusion in the communities we serve. Innovations That Proved To Be Effective It is vitally important we embrace and appreciate every individual’s background — his or her culture, heritage and experiences. This demonstrates our commitment to being a great place to work and upholds values that strengthen the communities we serve. That’s why we often hold courageous conversations: group discussions that encourage open dialogue among employees on topics that are important to them. The goal of these conversations is to promote inclusion, understanding and positive action by creating awareness of
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employees’ experiences and perspectives based on differences in background or viewpoints. We also aim to use this venue to address community events that affect our employees, recognizing that we are all affected by different events in personal ways and those feelings do not pause during work hours. We hosted dialogues ranging from small conversations within teams or employee networks to enterprise conversations with community partners, since beginning courageous conversations in 2015. Topics include race, gender dynamics, the role of the majority in diversity, social justice, LGBT equality, inclusion in the workplace, and local and national current events. We hosted courageous conversations with panels of diverse leaders in the wake of violence in Dallas, Baton Rouge, Minneapolis, Charlottesville and Charlotte. In conjunction with these conversations and others, our expert Life Event Services team members — who provide support for employees during significant life events and moments that matter most — offered resources, services and advocacy to teammates and their family members who were directly affected. We have built upon the strong foundation of our relationships with clients and our partnerships with outside organizations, and incorporated courageous conversations into our ongoing work. Examples include: • Diversity in sports as part of our sponsorship of the PGA Championship • Conversations regarding the lasting legacy and impact of the Vietnam War, and the dialogue that surrounded it, as part of our sponsorship of the 10-part documentary film, “The Vietnam War” by Ken Burns and Lynn Novick. A courageous conversation toolkit that was rolled out across our company in 2017 to help managers host and facilitate courageous conversations within their lines of business, networks or local markets. Dialogue with community leaders, civil rights leaders, local politicians and members of local police who engage with staff on key issues. To date, more than one-fourth of our population has participated in a courageous conversation, including our board of directors, global senior leaders and local market presidents. Our employees know, through these conversations, that we are committed to being an inclusive workplace that welcomes dialogue on issues that are important to them and to the communities we serve. With that dialogue comes understanding, empathy and respect of differences, yielding positive outcomes for workforce diversity, inclusion and productivity.
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Building an inclusive community
At Novant Health, diversity and inclusion are part of our core values. We recognize that every person is different, each shaped by unique life experiences. That’s why we’re proud to support Diversity MBA Magazine, and we celebrate your work to build a community that welcomes all of us.
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AT&T RANK NO. 3: AT&T LOCATION OF HEADQUARTERS: Dallas, TX # OF EMPLOYEES: 277,000 CEO: Randall Stephenson CDE: Corey Anthony www.corp.att.com/worldwide/
AT&T’S DIVERSE, INCLUSIVE CULTURE: STRONGER THAN EVER MISSION STATEMENT FOR DIVERSITY AND INCLUSION
CEO RANDALL STEPHENSON
AT&T’s diversity and inclusion efforts are built upon four pillars composed of our workforce, customers, communities and suppliers. We support these pillars best with an everyday culture of diversity that is embedded in all of our business practices. We recognize and respect all differences. Our longstanding commitment to D&I helps us exceed the expectations of our shareowners, customers, partners and employees. By fully recognizing the unique value each employee brings to work, we deliver the best possible solutions across the board. At AT&T, every voice matters.
OVERVIEW OF CURRENT D&I EFFORTS CDE COREY ANTHONY
We continue to make progress in creating a diverse workforce at all levels of our company, recognize the diversity of our customers and communities, and provide opportunities for diverse suppliers. • Workforce: We continue to build an incredibly diverse and talented team. In 2017, our U.S. workforce was 31percent female and 43 percent people of color. Last year, more than 31 percent of our new hires were women and 56 percent
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were people of color. At our CEO and direct-report level, we have 10 percent female and 10 percent people of color. One step below we have 22 percent female and 20 percent people of color; two steps below is 32 percent and 18 percent; and four steps below, 34 percent and 36 percent. Our overall 2017 retention rate was 82 percent for women and 84 percent for people of color. • Customers: It is important to do business in our customers’ preferred language. Our 3,000 sales and service representatives continue to provide customer support in 160 languages other than English. We have 750 retail stores where employees help customers in Spanish. We have two websites where customers can get information in languages other than English: A fullservice Spanish-language website (http://espanol.att.com), and Our World site (www.att.com/world), which offers self-service options in Russian, Polish and five Asian languages. We also hold sponsorships throughout the year that matter to our diverse consumer community. • Community: Our employees make positive impacts on the communities in which they live and work through cash contributions and volunteer hours. In 2017, employees gave $139 million through our Employee Giving Campaign and they volunteered 1.8 million hours of time in community outreach. Through our AT&T Aspire program, we helped drive innovation in education by bringing diverse
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AT&T is Leadership
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We each have a unique background and range of experience. We encourage our employees to reach their highest potential. That's why we are proud to support Diversity MBA Leadership Forum & Awards Gala. <br >
www.att.com/diversity
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Š 2018 AT&T Intellectual Property. AT&T, Globe logo, Mobilizing Your World and DIRECTV are registered trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks are the property of their respective owners. <br >
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resources to bear through funding, technology, employee volunteerism and mentoring. • Suppliers: Our 2017 supplier diversity spend was $14.4 billion, which represented 25.2 percent of our procurement spend for the year. We began our supplier diversity program in 1968 – 50 years ago – and since then, we have spent about $158 billion with minority, women and disabled veteran-businesses. This has helped spur a legion of new businesses in communications and technology. Our employee resource group (ERG) and employee network (EN) memberships now top 144,000. In 2017, our 12 ERGs awarded $882,000 in scholarships and donated 388,300 volunteer hours. Our 13 ENs – seven international and six U.S.based – donated 24,000 volunteer hours. Our annual ERG conference continues to capture the spirit and impact of our commitment to D&I. This year, we celebrated a milestone 10-year anniversary with an “AT&T is All of Us” theme. More than 2,000 employees convened, at their own expense in Dallas, our headquarters city, to recognize our D&I efforts, engage with one another and network with the more than 100 officers and senior leaders who attend the event. The conference is one of AT&T’s largest internal events and the most inspiring two days of the year for attendees and webcast viewers. Most important, our employees say we walk the talk by giving the company’s D&I efforts the highest marks of all categories on our biannual employee engagement survey.
OBSTACLES ENCOUNTERED AND HOW THEY WERE OVERCOME We keep a sharp focus on recruiting, retaining and developing a diverse talent pipeline. We have presence on more than 100 of the top college campuses in the U.S., including many with a high percentage of diverse students. Every AT&T recruiter is aware of our commitment to the STEM challenge and the need to fill critical IT and programming positions. We train our recruiters on how to recognize candidate potential. That means recognizing subtle and unconscious bias. Our fast-track development programs average about 40 percent women and people of color. We recruit at and partner with historically black colleges and universities (HBCUs) and through organizations like Black Enterprise. Our approach to HBCU recruiting includes: Student engagement, faculty development, stakeholder relations and community outreach. We focus our efforts on 11 leading HBCUs. In one year, we increased the number of
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HBCU students in our summer intern program by nearly 500 percent. We subsequently made job offers to all of those students, and many of them will join AT&T as employees upon graduation. We also recruit rigorously for female candidates through organizations like the Society of Women Engineers and the National Center for Women & Information Technology, and for Native American candidates in Oklahoma, Hispanic talent in South Texas and veterans near military bases. We take advantage of respected online job posting sites like DiversityInc’s career portal and hundreds of other diversity, disability and military sites. Our AT&T student internship program gives participants the opportunity to experience the day-to-day inner workings of a Fortune 50 company. The program is designed for both undergraduates and MBA students. Year over year, our interns are more than 40 percent diverse. The program offers repeat summer experiences through graduation with rotations across the business to broaden participants’ perspectives on the organization and gain executive exposure. Once hired, our numerous development programs prepare candidates for leadership roles and help us maintain our diverse leadership pipeline. Across AT&T, we continue to take our D&I efforts to new levels. Building off our chairman’s “Tolerance to Understanding” challenge in 2016, we began encouraging employees to expand beyond common echo chambers and binary thinking to see the world more openly and realistically. With echo chambers, people hear what they want to hear from like-minded people and resources, such as media outlets and groups of friends. With binary thinking, people see their solutions and views as “the only way” with no debate or compromise.
LESSONS LEARNED / WORDS OF ADVICE As the competition for diverse talent grows across industries, we’ll continually evaluate and trial new recruiting and development initiatives to increase the diversity of our workforce and our talent pipeline. We’re accelerating our transformation into a TelecomMedia-Technology company, with millions of telecom connections into homes and businesses. Putting this all together takes great people – and a diverse, inclusive culture. We will continue to build that winning combination. Download AT&T’s 2017 Diversity Annual Report here Learn more about our approach to hiring a diverse workforce at att.jobs.
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Atrium Health RANK NO. 4: Atrium Health LOCATION OF HEADQUARTERS: Charlotte, NC # OF EMPLOYEES: 65,000 CEO: Eugene Woods CDE: Dr. Kinneil Coltman, DHA www.atriumhealth.org DIVERSITY AND INCLUSION FOR ALL: PATIENTS, TEAMMATES, COMMUNITY
CEO EUGENE WOODS
Atrium Health strives to foster a culture that integrates diversity and inclusion into all aspects of operations. As one of the nationâ&#x20AC;&#x2122;s leading healthcare organizations, we carry a tremendous responsibility to provide compassionate, culturally competent care and to lead the nation in clinical excellence. As evidenced by our mission to improve health, elevate hope and advance healing â&#x20AC;&#x201C; for all, diversity, inclusion and equity of care are top priorities. Leading this work, the Office of Diversity and Inclusion has developed a Diversity Agenda, which has three-prongs: Patients come first, teammates are the key and every community matters. This is the framework through which all diversity initiatives are developed and implemented throughout Atrium Health. Patients Come First Effectively provide care that responds to the unique needs of every patient
CDE DR. KINNEIL COLTMAN
Atrium Health leads the way in the reduction of health care disparities. The breadth of work in this space spans many different areas of our organization. One of our key initiatives is using data
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and analytics to identify opportunities to improve care and outcomes for populations of patients that are often missed with general quality analyses. By stratifying data -- which is a more efficient sampling technique than simple random selection -- by race, ethnicity, gender and location, we can identify trends and proactively address them in ways that directly improve the health and wellness of our communities. As a result of our work in this space, we found opportunities to improve colorectal cancer screening rates among Latino/ Hispanic males, our primary focus for 2018. Additionally, we updated our intake systems to enable the collection of sexual orientation and gender identity (SOGI) data to further our ability to provide culturally competent care to patients from every background. Teammates are The Key Promote diversity, engage teammates and help them grow together To promote cultural competence and strengthen the skill sets of our teammates, the D&I team offers a broad educational platform on topics such as: diversity, inclusion, cultural competency, health equity, unconscious bias and inclusive leadership. These educational opportunities are accessible both online and in-person.
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“Don’t be afraid to tackle the tough conversations.” –Dr. Kinneil Coltman, DHA, Vice President & Chief Diversity Officer, Atrium Health For example, our nationally recognized Diversity Certificate Program is a six-week, in-depth program that uses a variety of education and real-life experiences to build on leaders’ and team members’ skill sets. Opportunities such as this enable our workforce to act as “force multipliers,” helping to cascade this knowledge throughout the organization. Our robust infrastructure of diversity councils, committees, employee resource groups (ERGs), networking groups and volunteers provide added touch points to our patients, communities and other teammates.
care access within the crescent. The strategy includes expanding community partnerships, the placement of community health workers and a free clinic in the public health priority areas.
Additionally, we have created leadership pipeline programs to help increase diversity among future leaders. Our goal is to develop a leadership team that matches demographics of the communities we serve.
Charlotte’s challenges over the past two years made headlines when protests erupted after a black man, Keith Lamont Scott, was shot and killed by police in 2016, followed by the shooting of Justin Carr, who was killed during a second night of protests. Additionally, Charlotte ranked last in an analysis of economic mobility in America’s 50 largest cities by the Equality of Opportunity Project.
Every Community Matters Develop lasting partnerships that support diverse and atrisk communities In 2016, Atrium Health — then Carolinas HealthCare System — led its first Community Health Improvement study. The results drew attention to populations within a six-zip code area surrounding Charlotte’s city center, now referred to as “the crescent.” These areas were identified as public health priority areas due to the number of socioeconomic factors they experience, also referred to as social determinants of health. These determinants, such as one’s home environment, language, education level, income, etc., often lead to health and healthcare disparities. The data derived from this study was one of the primary drivers behind the collaboration between Novant Health, Atrium Health and the Mecklenburg County Health Department, known as the ONE Charlotte Health Alliance. The ONE Charlotte Health Alliance is working to develop and implement a strategy to improve primary
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As a direct result of the Community Health Improvement Study, Atrium Health developed the Community Resource Hub, an interactive repository that connects community members to free and reducedcost resources from local, state and national providers. Launched in January, the Community Resource Hub is available to all residents of the Carolinas.
When social and political climates get dicey, it is tempting to shy away from difficult conversations. It is during times like this that we must find the courage to listen and share with open hearts and minds. One of the ways Atrium Health encourages this sharing is through our community-facing First Responders Series. These 90-minute moderated dialogues provide a safe space for discussion and expression, with a tenor to raise awareness. An internal offshoot of the series – appropriately named Courageous Conversations – affords Atrium Health teammates an opportunity for healing and acceptance, so that the divisiveness around us does not stand in the way of our important mission: To improve health, elevate hope and advance healing – for all. By tackling issues head on, we become a part of the solution. When we have courageous conversations, internally and externally, they ripple out into our communities and nation.
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Saluting those who make a difference in diversity and inclusion. UPMC salutes Diversity MBA and all those honored in the “50 Out Front” and “Top 100” showcase. We are especially proud that two of UPMC’s own physician leaders were recognized, and that UPMC was hailed as the #17 place nationally to work for women and people of color.
Congratulations to: Rasu Shrestha, MD, MBA Chief Innovation Officer, UPMC Executive Vice President, UPMC Enterprises
MaCalus V. Hogan, MD Vice Chair of Education, Associate Professor, Department of Orthopaedic Surgery, UPMC
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The Clorox Company RANK NO. 5: The Clorox Company LOCATION OF HEADQUARTERS: Oakland, CA # OF EMPLOYEES: 8,700 CEO: Benno O. Dorer CDE: Kirsten Marriner www.clorox.com At Clorox, we have a clear view of the future and it is articulated through our refreshed Inclusion & Diversity (I&D) vision: Be Yourself. Do Your Best Work. Win Together. For any of us to be great leaders, we have to be ourselves. When we are true to who we are, we can do our best work and win together.
CEO BENNO O. DORER
“I&D is a strategic imperative and we can’t win without it,” says Clorox Chairman and CEO Benno Dorer. It is an enabler of our business and people strategies. Inclusion coupled with diversity leads to better business outcomes.
That’s why all 8,700 Clorox employees are accountable for our I&D objectives which are to: 1. Build an inclusive culture and diverse workforce 2. Attract, retain and advance talent And of course, our values are at the foundation of everything we do. We will always act with integrity and strive for excellence.
CDE KIRSTEN MARRINER
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Let’s dig into our vision. Be Yourself Inclusion is a key part of how we support our vision. Inclusion is a sense of belonging that comes from being valued and respected for your diversity. This means creating an inclusive culture where every employee feels at home. And when we talk about diversity, we mean all the great and unique qualities that make each of us who we are – our different cultural backgrounds, lifestyles, thinking styles and experiences. Our resource groups foster greater understanding of different perspectives and backgrounds. These groups are an important forum for business insights, product innovations, professional development and support to our local communities through regular volunteer activities.
Lessons Learned We’ve learned that diversity can’t thrive without inclusion. Thus, we’ve heightened our focus on both. They are equally important. What’s next We are in the process of integrating I&D into our people strategies and core business processes. We are also sustaining and more deeply penetrating the enterprisewide solutions like unconscious bias training and mentoring that we’ve implemented. Lastly, our resource groups continue to expand organically into other countries while our Global Inclusion Studio – a diverse team of internal advisers -- is implementing solutions and building our I&D pipeline.
Do Your Best Work When we feel comfortable being ourselves, we can focus our time and energy on doing our best work. That means we’re in the right place to focus on strategic work that drives good growth – growth that is profitable, sustainable and responsible. It means, as a company, we are succeeding in generating, welcoming and enabling bold ideas.
At Clorox, we know our I&D vision and increased focus on I&D will accelerate the pace of our journey and yield better business results.
Win Together Research shows direct links between inclusion and increased market share, lower turnover, etc. Companies that embrace inclusion and diversity across the entire business see stronger business results overall and outperform their peers.
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Colgate-Palmolive RANK NO. 6: Colgate-Palmolive LOCATION OF HEADQUARTERS: NY, NY # OF EMPLOYEES: 36,700 CEO: Ian Cook CDE: Eugene Kelly www.colgatepalmolive.com/en-us
MISSION STATEMENT FOR DIVERSITY AND INCLUSION
CEO IAN COOK
More than 35,000 Colgate-Palmolive people reflect the diverse richness of cultures around the globe. As a company we celebrate differences, promote an inclusive environment and value the contributions of all Colgate people. Our concept of diversity goes beyond that of race, creed, ethnicity and gender. We look to promote an inclusive environment and support the diversity of thinking that results from the differences in experiences, knowledge and background of all Colgate people. Diversity of thinking will help us continue to encourage the creativity and innovation necessary for our company to maintain a competitive advantage in the global marketplace. We believe that our culture and values afford opportunities for everyone to have an important impact on the building of our business. We constantly strive toward a more diverse workplace, which benefits the company and enables us to more successfully meet the needs of our customers and consumers around the world.
CDE EUGENE KELLY
OVERVIEW OF CURRENT D&I EFFORTS Our people working together as a global team, using their individual strengths to achieve business results, create Colgate-Palmolive’s success. This strong global teamwork requires a company culture in which everyone works well together and truly values one another. We support an environment where everyone’s ideas are shared and respected. At Colgate-Palmolive, we want
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people to feel energized and encouraged to contribute to their fullest potential. Our leaders take responsibility for valuing the contributions of all people and have the knowledge and skills necessary to transform the work environment into one where all employees can contribute fully to meet the business goals. Engaging with consumers is at the heart of our focused global strategy. We strengthen this engagement in unique and innovative ways. Colgate-Palmolive works closely with retail partners to share expertise and provide shoppers with the best value and service. Colgate engages customers worldwide by sharing unique shopper insights, providing innovative in-store marketing communications and merchandising techniques and developing and executing joint business planning initiatives. These activities ensure the right product assortment at each location and help to make shopping a consumer-friendly experience that drives increased sales for both Colgate and the retailer. The company participated in community “pride” festivals in New York and San Diego to drive brand affinity with target audiences. Colgate is a member of the National Minority Supplier Development Council (NMSDC), which represents approximately 12,000+ Asian, Black, Hispanic and Native American suppliers. We participate in related events to develop relationships and understanding that promote opportunities for minority vendors.
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The Colgate culture is one that reflects our values of caring, global teamwork and continuous improvement, as well as our unwavering commitment to integrity in everything we do. Building skills and developing Colgate people is critical to our success. Colgate-Palmolive’s Abilities Network partnered with the American Association of People with Disabilities (AAPD) to hold a Disability Mentoring Day and panel to celebrate National Disability Employment Awareness month. We hosted three graduate students with disabilities for a half day, job-shadowing experience. The event featured remarks from Michael Murray, chief operating officer of the AAPD, and a moderated panel discussion with the students and two Colgate mentors.
INNOVATIONS THAT PROVED TO BE EFFECTIVE
Diversity Leadership Councils formed in three divisions to more purposefully set and drive specific diversity and inclusion strategies. Each leadership council consists of mid-senior level, cross-functional management teams appointed by the division/function leader. The councils operate under established charters with a mission and set of operating and decision -making standards. They help to drive a culture of diversity and inclusion by: • Providing regional and functional leadership with a framework to establish more effective / efficient talent management and inclusive leadership practices • Establishing clear diversity objectives and accountability • Driving a more focused approach to managing high-potential, high-performance career enhancement and upward mobility of women and diverse talent • Encouraging people to lead, utilizing their diverse backgrounds, leadership competencies and varying perspectives • Creating opportunities for cross-functional and cross-generational work teams and interactions • Driving strategies and initiatives to support Colgate-Palmolive people en route to a truly inclusive world-class workforce at all levels
Colgate-Palmolive provides all employees worldwide with a series of training programs focused on building l eadership skills: Valuing Colgate People, Managing With Respect and Fostering an Inclusive Work Environment are of the programs offered. Fostering an Inclusive Work Environment.
The Colgate culture is one that reflects our values of caring, global teamwork and continuous improvement, as well as our unwavering commitment to integrity in everything we do. Building skills and developing Colgate people is critical to our success.
OBSTACLES ENCOUNTERED AND HOW THEY WERE OVERCOME The diversity of our people around the world is vital to finding new solutions to business challenges and new opportunities from unique insights. Differences are recognized and appreciated as the traits that make each of us who we are. We celebrate diversity in our people because we know these differences are the foundations of our continued achievement.
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Health Care Service Corporation RANK NO. 7: Health Care Service Corporation LOCATION OF HEADQUARTERS: Chicago, IL # OF EMPLOYEES: 22,000 CEO: Paula Steiner CDE: Manika Turnbull www.hcsc.com MISSION STATEMENT FOR DIVERSITY AND INCLUSION
CEO PAULA STEINER
HCSC aims to foster a diverse work environment where all employees are valued and enabled to positively contribute to our business objectives and are recognized and rewarded accordingly. Our vision, uniting talent from all lines of difference to benefit all lines of businessSM, recognizes the value each employee’s perspective contributes to creating better solutions and greater outcomes for our members.
OVERVIEW OF CURRENT D&I EFFORTS
Our diversity and inclusion efforts revolve around a four-pillar strategy geared towards supporting and sustaining our enterprise-wide D&I initiatives, and further elevating our company to remain an employer and insurer of choice. The four-pillar strategy is focused on:
CDE MANIKA TURNBULL
• Building culture and capability through our employee groups and educational initiatives; • Growing the business through connecting with our diverse communities and building our diverse supplier base; • Enhancing our brand through external recognition; and
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• Developing our talent through our diverse talent framework and STEAM (Science, technology, engineering, Art and Math) initiatives. Our impact can be seen through the following: • We currently have nine active business resource groups (BRG), 44 chapters, with approximately18 percent of our workforce involved with one or more BRG. Our BRGs are positioned to serve as a useful tool in recruiting diverse talent, raising awareness of various cultures, fostering business relationships with clients and suppliers, while further engaging our employees in diversity and inclusion efforts. • HCSC’s Supplier Diversity department undertook an economic impact analysis project in 2017. A goal of the project was to provide company management with information on how company spend impacts diverse communities and diverse suppliers. HCSC collected data from diverse suppliers that account for 77 percent of its total 2016 diverse spend between February and May of 2017. • We have been recognized externally through awards such as: GI Jobs: Military Friendly® Employer Bronze
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S t r o n g e r. To g e t h e r.
Congratulations to all of the honorees. You are an inspiration to us all. At Health Care Service Corporation, diversity and inclusion are embedded in everything we do. We foster a diverse work environment where all employees are valued and enabled to contribute to our growth. Through leadership and team commitment, we strive to integrate inclusion into the way we interact with colleagues, customers, providers and local communities. After all, the strength of our diverse workforce is critical to promote the health and wellness of our members.
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Health Care Service Corporation, a Mutual Legal Reserve Company
50 OUT FRONT Our vision, uniting talent from all lines of difference to benefit all lines of businessSM, recognizes the value each employee’s perspective contributes to creating better solutions and greater outcomes for our members. designation, 2018 Best Employers for Women, Diversity MBA 50 Out Front: Best Places for Women and Diverse Managers to Work. HCSC has also been awarded a score of 100 on the USBLN’s Disability Equality Index and HRC’s Corporate Equality Index. Most recently HCSC was recognized by “Forbes” as a Best Employer for Diversity and a Best Employer for Women. • Our STEM program transitioned to STEAM to include the “Arts,” opening up many future opportunities for partnering. Our current partner programs such as TutorMate, Girl Scouts of Northeast Texas and the Work Study Program with Cristo Rey/Christ the King Schools continue to grow and enhance the lives of local youths in the communities in which we serve. The Blue Cross and Blue Shield of Texas Silver Linings Patch Program allows Girls Scouts of Northwest Texas to learn more about health and wellness issues to improve the lives of residents in nursing homes, assisted living facilities and adult day care facilities. Between 2016 and 2017 the troop was awarded a Silver Linings Patch for positively impacting more than 5,900 seniors.
OBSTACLES ENCOUNTERED AND HOW THEY WERE OVERCOME HCSC has a strong history of D&I initiatives, including required education, engaged BRGs, and support for external events, organizations and suppliers. As our member base increasingly diversifies, the need to ensure that our workforce is reflective of the customers we serve is paramount. One challenge we’ve encountered is in our
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continued efforts to develop a pipeline of diverse future leaders. Our D&I and Talent Solutions teams partnered to create a robust D&I talent strategy to address identified gaps, with a distinct focus on leadership. We are able to reduce these gaps by cultivating high potential internal talent and leveraging diverse strategic partnerships to identify top external talent.
INNOVATIONS THAT PROVED TO BE EFFECTIVE At HCSC, STEAM education and careers are vital aspects of our community and our business. Our STEAM programming grew out of the need to think long-term about our future talent. As part of our multiyear planning efforts, we identified that focusing on attracting STEAM talent, building a STEAM pipeline and positioning ourselves as a STEAM organization would serve us well. Our STEAM programs and partnerships help impact communities and reduce education inequalities. They also provide youth with opportunities pursue STEAM studies and careers. A great example of our success with our STEAM initiative is the WorkStudy program with Cristo Rey/Christ the King Jesuit High Schools in Chicago, IL and Richardson, TX. HCSC is the second largest corporate partner in the country hosting students; having hosted more than 110 students in our 12-year partnership. We are proud that more than 95 percent of the work-study program students meet or exceed expectations in the workplace and 100 percent of the students graduate and attend college.
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JLL RANK NO. 8: JLL LOCATION OF HEADQUARTERS: Chicago, IL # OF EMPLOYEES: 77,000 CEO: Greg O’Brien CDE: Angela Geffre www.us.jll.com MISSION STATEMENT FOR DIVERSITY AND INCLUSION At JLL diversity and inclusion means bringing your whole self to work; we would not expect anything less. We focus on hiring, developing and retaining a diverse workforce and driving a culture where everyone feels valued.
OVERVIEW OF CURRENT D&I EFFORTS CEO GREG O’BRIEN
“Beyond” is our global strategic vision to reimagine the world of real estate. We want to create rewarding opportunities and amazing spaces where people can achieve their ambitions. We know that in doing so, we will build a better tomorrow for our clients, our people and our communities. Our statistics show that our best insights come from world-class teams of people with diverse backgrounds, skills and ideas. We also know we win more business when we bring diverse teams to the table.
CDE ANGELA GEFFRE
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There are three things we do really well to promote D&I at JLL: • We have leadership commitment and strong employee resource groups (ERGs) • We use predictive analytics and assessment tools that eliminate unconscious bias and • Our D&I team reports through our Talent team, so we’re thinking about D&I in a holistic way – from how we attract and recruit candidates to the way we develop our people, and how we manage, recognize and reward performance. Our commitment to D&I starts at the top. We are a recognized leader for our diverse board of directors, led by Chairperson Sheila Penrose. Our leaders are keenly aware of, and excited about, the correlation between success and D&I, which is reflected in engagement levels, client partnerships and winning new business.
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“Beyond” is our global strategic vision to reimagine the world of real estate. We want to create rewarding opportunities and amazing spaces where people can achieve their ambitions. We have a flourishing ERG community. Currently, we have six active ERGs, with two more on track to launch in 2018. These groups are an essential part of our culture and an important component of overall engagement. For example, 92 percent of people who attend just one ERG event say they feel more engaged and connected to JLL. We also use predictive analytics to increase retention among diverse populations. Here’s how that works. • We identify overall retention goals for individual business and functional leaders. • We conduct some scenario modeling with our leaders so they understand how to reduce unwanted attrition. • We customize our investment in leadership and development opportunities that occur through training, seminars, industry events and affinity memberships, as leaders work to retain high performers.
OBSTACLES ENCOUNTERED AND HOW THEY WERE OVERCOME
By having our D&I team as part of our Talent team, we systematized the way we think about D&I throughout the end-to-end employee life cycle, which begins when we attract and recruit candidates, and includes the way we develop our people. Thinking about D&I holistically helps us pull all levers to give our people a great experience and help them achieve their ambitions.
We use data and analytics to see where we are on our journey and how we can continue to move the needle in our business lines and markets. We routinely study the data and heatmaps to identify our strengths and opportunities. We celebrate our strengths and learn from one other, and actively address any potential issues.
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Attracting and recruiting diverse talent into commercial real estate is our biggest obstacle. We continue to broaden our sourcing strategy and diversity recruiting efforts. We also hold leaders accountable for D&I. In sourcing, we look beyond commercial real estate and into professional services. We use predictive selection tools to show hiring managers who has the knowledge, skills, and abilities to succeed now and in the future. We prove with data and analytics that people with diverse backgrounds and experiences can be just as successful (if not more successful) than those with traditional real estate backgrounds.
INNOVATIONS THAT PROVED TO BE EFFECTIVE
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Blue Cross Blue Shield MA RANK NO. 9: Blue Cross Blue Shield MA LOCATION OF HEADQUARTERS: Boston, MA # OF EMPLOYEES: 3,700 CEO: Andrew Dreyfus CDE: Stephanie Browne, CHIE www.home.bluecrossma.com MISSION STATEMENT FOR DIVERSITY AND INCLUSION
CEO ANDREW DREYFUS
At BCBSMA, our mission is to create an inclusive and diverse organization that actively embraces the uniqueness of our associates, partners and community to drive growth and support our core values. We organize our D&I efforts around four “Cs” that we use as a framework to guide our strategy: • CAREER: Recruit, respect, and retain an inclusive, developed, diverse workforce • COMMERCE: Deliver company products and services to meet our customers’ needs through the lens of diversity • COMMUNITY: Support our external partners to address the health and wellbeing of our diverse community • CULTURE: Achieve an effective and culturally competent organization through our inclusive workforce
OVERVIEW OF CURRENT D&I EFFORTS Our current D&I efforts and initiatives are aligned with our four Cs. CDE STEPHANIE BROWNE
From a career perspective, we are very intentional about driving a diverse and inclusive workplace where associates feel inspired to grow their careers within the company. We foster this through initiatives such as internal networking and hiring events, a wide array of online and in-person development opportunities,
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and a rich benefits program. We recently updated our employment brand to better reflect the rich cultural diversity of our associates with a campaign featuring our employees and how they bring their authentic selves to work (captured by the tagline “Bring your true colors to Blue”). The campaign will be used for all our online and in-person recruitment efforts. Our efforts to impact commerce are reflected in our work to ensure we meet our members’ unique needs. We create our products and services through a diversity lens, and ensure our marketing efforts reflect the multiculturalism of our consumers across the board. One example is a recent initiative to help better serve our Medicare population. Medicare is a segment where we sell mainly sell direct to consumers, so it’s really important that we understand the different cultural backgrounds and personalities of our seniors, as well as what they need and value in their lives, and in a health plan. To bring us closer to our senior members, we created five different relatable “personas” using statistical data and information gathered from extensive interviews with them. These five personas bring our seniors’ unique health care needs and wants to life. They help us see our Medicare members as whole people, which helps us provide them an even more tailored and personalized consumer experience.
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This extends to our efforts in the community. In partnership with our Corporate Citizenship team, we support programs that target some of our most vulnerable populations and communities. We also have a rich supplier diversity program that ensure we are working with a variety of divers vendors. Additionally, our eight employee resource groups (ERG), with more than 1,400 members, are active and visible in our communities, aligning their ongoing programing with opportunities to showcase Blue Cross’s commitment as a diverse employer and company. Recent initiatives include “Light it up at Blue,” an autism awareness campaign driven by our Empowering Abilities ERG, and “Flags for Vets,” an effort organized by our veterans’ ERG that commemorates veterans at Bourne National Cemetery each May. Our ERGs also regularly host forums, such as our Black History Month’s, “Black Girls Rock” event, highlighting black female healthcare leaders. Our efforts to drive a D&I culture permeate through all levels of the company. Our President & CEO Andrew Dreyfus, who has made D&I a priority during his tenure, earned Boston’s prestigious Rosoff Champion of Change award this past spring. Our D&I team creates opportunities for associates to expand and share their perspectives with initiatives such as our Diversity Dialogues series, a forum for internal and external participants to discuss a variety of topics. The most recent topic, “Unconscious Bias,” earned a GK10 equity driving initiative award from Boston’s diverse networking event Get Konnected! Our efforts to drive inclusion haven’t gone unnoticed. We received: • Accolades from the Boston Bar Association on a partnership between our Latino ERG and legal team • Recognition as one of “Mogul’s” Top 100 Innovators (Mogul is an online platform for women to connect, exchange resources and share opportunities), in D&I in 2018, and a • Recognition for achieving 100 percent on the HRC’s (Human Rights Campaign Foundation) 2018 Corporate Equality Index, a national benchmarking survey and report on corporate policies and practices related to lesbian, gay, bisexual, transgender and queer (LGBTQ) workplace equality. This year we adopted a new best practice D&I scorecard to track our results. Annually, our D&I team, Diversity Council and our business areas set enterprise goals to
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increase our maturity within each of the 4C pillars. There are five maturity levels and a set of target best practices in each pillar. The business uses the scorecard to evaluate and track progress on each “C” year over year.
OBSTACLES ENCOUNTERED AND HOW THEY WERE OVERCOME One of the biggest obstacles we consistently work to manage is changing mindsets. This includes everything from checking our biases, to getting associates to lead and work inclusively, to understanding our full D&I strategy. Recently, our organization pushed to change the mindset of our senior leaders to support our new career brand campaign that highlights the uniqueness of our associates. We needed to create the case for why our career brand needed an updating, which included: changing perceptions of an insurance company from old and stodgy to innovative and inclusive; showcasing our associates’ diversity; highlighting our array of professional development opportunities and; showing up as an employer of choice at career fairs, college campuses and networking events. We researched current marketplace perceptions of our organization, held focus groups to understand what we are doing well and evaluated reactions to our brand at external events. We uncovered perceptions of our brand that did not reflect the richness of our work environment. We shared our analysis and changed our leaders’ mindsets.
LESSONS LEARNED / WORDS OF ADVICE Our CEO sent a message to all 3,700 of our associates after the events in Charlottesville, VA. Reiterating our company values, what we stand for and what we vehemently oppose, he said, “I’m reminded that now, more than ever, we need to stand together to uphold our shared values of freedom and equality that have made our nation great. At our company, we believe that embracing the diversity of people, thoughts and ideas makes us stronger. We reject any form of hatred, racism, bigotry and intolerance.” In this current political climate, we know that our associates are impacted by events in this country and abroad. And while some topics may be sensitive and difficult to approach, we’ve learned that it is important for our leaders to speak up about their commitment to creating an inclusive work environment. We may not be able to control the external circumstances in which we live, we can create a workplace that is supportive, safe, and welcoming of different people, ideas, and experiences.
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Blue Cross Blue Shield MI
RANK NO. 10: Blue Cross Blue Shield MI LOCATION OF HEADQUARTERS: Detroit, MI # OF EMPLOYEES: 8,100 CEO: Daniel Loepp CDE: Bridget Hurd www.bcbsm.com MISSION STATEMENT FOR DIVERSITY AND INCLUSION At Blue Cross Blue Shield of Michigan, we celebrate diversity and inclusion every day, recognizing and appreciating one another’s differences and similarities. We work towards the mission of the entire BCBS network: To be a mosaic built on a foundation of respect, understanding and appreciation.
CEO DANIEL LOEPP
CDE BRIDGET HURD
OVERVIEW OF CURRENT D&I EFFORTS BCBSM promotes both diversity and inclusion. We implemented a comprehensive diversity and inclusion strategy that focuses on recruiting, retaining, and developing a culturally competent workforce by: • Integrating D&I in divisions and processes across the company. • Promoting a culture of inclusion through more than 200 annual learning sessions on diversity topics, cultures and communities. • Working with our 10 employee resource networks (ERN). • Requiring cultural competency training, which has been completed by 98 percent
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of our employees. • Promoting that everyone brings diversity to the work place and focus on creating a sense of belonging for one another. Inclusion is a cornerstone of our culture and at BCBSM we promote an inclusive workplace by recognizing the uniqueness of every employee. More than 5,600 employees annually attend ongoing learning sessions to increase awareness and understanding of different cultures, communities, generations, and personality styles and types. Through these sessions, employees hear different perspectives, share experiences and learn from one another. These interactions inspire their curiosity, and create a greater sense of empathy and compassion despite differences. Our 10 ERNs, with 3,903 members, provide an opportunity for employees to learn about particular cultures or communities, make connections both inside and outside of the company, and increase diversity awareness. In addition, we have diversity champions and diversity employee committees in divisions throughout each company with 100 percent engagement in various D&I
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More than 5,600 employees annually attend ongoing learning sessions to increase awareness and understanding of different cultures, communities, generations, and personality styles and types. activities. We also maintain an active Diversity Leadership Council that acts as a sounding board for our strategy, programs and initiatives.
INNOVATIONS THAT PROVED TO BE EFFECTIVE Having a focus on inclusion and creating a sense of belonging goes a long way in our hiring, employee retention and employee training processes. As a result, our talent acquisition team, hiring leaders and employees receive training about diversity and inclusion topics and different cultures or communities. Training has included learning how to identify and manage unconscious bias, disability awareness training, and cultural competency awareness training. We also engage our employee resource networks. For example, members of the Veterans ERN are actively engaged with the talent acquisition team to provide insight and assist with recruiting and retention efforts toward veterans. BCBSM works to ensure diversity throughout our
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workforce, including a management team where more than 50 percent are female at manager and above manager levels. And, more than 50 percent of our board of directors is female. We have mentoring programs in place such as a programs specifically for new hires who are military veterans. We support D&I throughout our business operations, including through supplier diversity. In the last 5 years alone, we spent $1.2 billion through our supplier diversity program.
LESSONS LEARNED / WORDS OF ADVICE We will continue to be specific about what D&I means for our company. We communicate that diversity includes everyone and each person’s uniqueness. We must equally focus on inclusion. Inclusion is the foundation for respect, appreciation, empathy and compassion. It’s critical to maintain an environment where there is opportunity to learn about people from all different backgrounds. Diverse and inclusive ideas and actions contribute to our ability innovate and provide the best possible service to our members.
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Novant Health RANK NO. 11: Novant Health CEO: Carl Armato CDE: Tanya S. Blackmon www.novanthealth.com
CEO CARL ARMATO
CDE TANYA S. BLACKMON
“… Diversity and inclusion must be fully embedded in how we do our work every day” -Carl S. Armato, president and CEO, Novant Health Diversity is a strength that enables Novant Health to better understand its team members and patients. D&I awareness training is provided for all team members. Novant also provides web chats around D&I-related events that affect the communities in which team members work and live. Additionally, Novant supports systemwide D&I councils and committees such as its: Health Equity Council. Council members champion and implement diversity, inclusion and equity in clinical operations. Diversity & Inclusion Advisory Council. Members use D&I experiences and skills to lead strategic change to ensure that Novant Health remains an industry leader. Diversity & Inclusion Action Teams. Teams provide guidance and recommendations on specific operations and opportunities to ensure Novant maintains a strong reputation for being diverse and inclusive. Business Resource Groups. Groups create a candid and open forum for the exchange of ideas, experiences and perspectives around aspects of common identity, such as age, race, ethnicity, religion, gender, gender identity, sexual orientation and veteran status.t
Xerox Corp RANK NO. 12: Xerox Corp CEO: John Visentin CDE: Beverly Stallings-Johnson www.xerox.com
CEO JOHN VISENTIN
CDE BEVERLY STALLINGSJOHNSON
Diversity is the secret to Xerox’s success and the key to its longevity. The first CEO of modern-day Xerox, Joseph C. Wilson, was famously committed to promoting diversity, and the company has never ceased to champion it. Management inherently recognizes that D&I gains will only be sustained if new ways of problem-solving and diversity of thought are actively encouraged. To that end, the company promotes a comprehensive set of diversity initiatives such as: Its balanced workforce strategy drives equitable people representation in all areas, all around the world. Management addresses diversity disparities by identifying shortfalls and closing those gaps. Work-life programs that assist employees in the many aspects of their personal lives. Diversity programs, policies and achievements of which all employees are informed and educated Strategies that leverage diversity to gain a competitive global advantage and to drive market excellence, are continually develop and evolved. The supplier diversity program to ensure the company remains actively committed. Xerox received the following recognition for its efforts: Top Veteran-Friendly Companies by “U.S. Veterans Magazine,” a 100 rating on the Human Rights Campaign (HRC) Foundation’s 2017 Corporate Equality Index , and one of “Diversity MBA’s” 50 Out Front Companies.
Diageo RANK NO. 13: Diageo CEO: Ivan Menezes CDE: Michael Lopez www.diageo.com
CEO IVAN MENEZES
“Diversity is a critical imperative to grow our business. At Diageo we know we cannot succeed without the skills, talents and capabilities of our people. Simply put, our people are the main ingredient for our success.” – Ivan Menezes, CEO, Diageo plc At Diageo each business resource group (BRG), as part of its strategy, must have tactical plans that link to its community internally and externally. Diageo’s BRGs include groups geared towards women, Asian heritage, African heritage and those in the LGBTQ community. Collaborative BRG community events allow members to expand their cultural appreciation, pool resources and budgets, and create opportunity for scale on projects. For example, multiple BRG’s partnered with the company’s Green IQ Network (focused on sustainability) to plant trees in locations globally. At Diageo success is measured through key performance indicators regarding each group’s social impact, which can include but is not limited to: participation (ethnic, gender), increased membership, volunteer hours, donations, employee survey scores etc.
CDE MICHAEL LOPEZ
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Horizon Blue Cross Blue Shield of New Jersey RANK NO. 14: Horizon Blue Cross Blue Shield of New Jersey CEO: Kevin Conlin CDE: Alison Banks-Moore www.horizonblue.com “Diversity transcends far beyond race and gender. Diversity represents the many perspectives and experiences we each possess that enhance the level of contribution we all can make here at Horizon BCBSNJ.” – Alison Banks-Moore, Chief Diversity Officer, BCBSNJ CEO KEVIN At Horizon Blue, diversity is defining and the diversity of its employees represents the richness of the organization’s culture. CONLIN Horizon takes pride in its commitment to D&I among its employees, members, physicians and business partners. Employees reflect the diverse communities served. They bring a wide array of talents, experiences and perspectives to Horizon and help it to sharpen its focus and find innovative new ways to improve care quality. Numerous recognitions and awards reflect Horizon’s success at inculcating D&I throughout the organization: To name a few, Horizon was named: National Organization on Disability (NOD) Leading Disability Employer™ Seal for the second consecutive year, this past October; Military Friendly® Employer by “G.I. Jobs” magazine, for the sixth consecutive year; Top Ten Regional Company for Diversity, by “DiversityInc” magazine, ranking No. 5 for 2018, and; One of Work Mother’s 100 Best Companies for the ninth CDE ALISON BANKS-MOORE consecutive year.
A.T. Kearney RANK NO. 15: A.T. Kearney CEO: Alex Liu CDE: Beth Sehgal www.atkearney.com
CEO ALEX LIU
CDE BETH SEHGAL
As a firm, A.T. Kearney continually nurtures the very best of its culture … constantly looking for new ways to evolve so that it can better meet the needs of its people and its clients. Some of AT Kearney’s most successful diversity and inclusion programs are: • Success with Flex, a suite of programs that helps employees balance their work-life responsibilities — and passions — at all stages of their careers through flexible work arrangements. • The Global Sponsorship program helps propel career advancement for women and diverse talent. The goals are to increase retention, advancement and enhance engagement of diverse talent, and expand leadership awareness of existing or potential top talent. • The WorkSmart program embeds the process of conducting ongoing, regular conversations with team members about their individual work needs throughout a project, focusing on three planks: when they work, where they work and how they work. • Men Advocating Real Change, or MARC, an upcoming program that allows men to champion diversity. This program gives men a platform from which to speak and provide more in-depth awareness surrounding the issues on inequality in the work force, unconscious bias and privilege.
American Express RANK NO. 16: American Express CEO: Stephen Squeri CDE: Sonia Cargan www.americanexpress.com “American Express has a long history of creating an inclusive and diverse environment. It’s at the heart of our culture. We’re proud to be a company where all of our colleagues are supported in their development, and encouraged to speak up and be their best selves.” – Sonia Cargan, chief diversity officer, American Express American Express aspires to continue to develop a talent pool that brings together unique perspectives, backgrounds and CEO STEPHEN experiences, through its Global D&I strategy. At American Express, women comprise more than 50 percent of the global workSQUERI force and more than 30 percent are senior executives. American Express’s global D & I strategy includes the use of employee network groups like Pride (LGBT employees), the Black Employee Network (BEN) and Hispanic Origin & Latin American Network (HOLA). These groups and others like them give back to their communities and develop financial inclusion solutions to provide opportunities. American Express launched the Women Rising at American Express program, dedicated to making sure female employees have an equal shot at top-level positions and at retaining them. The company also provides training on how to mitigate unconscious bias to help ensure a fair work environment. CDE SONIA CARGAN
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University of Pittsburgh Medical Center RANK NO. 17: University of Pittsburgh Medical Center CEO: Jeffrey Romoff CDE: James E. Taylor, Ph.D. www.upmc.com
CEO JEFFREY ROMOFF
The UPMC Center for Engagement and Inclusion (CFEI) launched in 2008. Its mission — to ensure dignity and respect — is more than just a UPMC value. UPMC is focused on making inclusion, dignity, respect and cultural awareness core components of the employee, health plan member, patient and community experience. These four experiences make up the UPMC experience. The UPMC D&I agenda is designed to achieve the following: • Enhance the diversity and cultural competency skill-set of employees, • Provide culturally and linguistically competent care to improve the health status of our patient and member population, and • Enrich the health status of those who live and work in the local communities. UPMC invests in helping the many diverse communities in which it serves, through programs such as its Lend a Hand employee volunteer program, which provides an opportunity for employees to volunteer for a nonprofit organization and/or donate goods to local community nonprofit organizations.
CDE JAMES E. TAYLOR, PH.D.
PNC Financial Services RANK NO. 18: PNC Financial Services CEO: William Demchak CDE: Marsha Jones www.pnc.com
CEO WILLIAM DEMCHAK
CDE MARSHA JONES
“At PNC, we recognize that diversity and inclusion are bigger than any single person or group. Each employee brings a unique set of skills and experiences. When coupled with collaborative teams and inclusive leaders, they have far-reaching impact and are the engines of new ideas.” – Marsha Jones, EVP and CDO, PNC PNC’s all-inclusive culture means every employee matters and is empowered to contribute to its success. People are encouraged to share their diverse ideas with the goal of always delivering an exceptional customer experience. Senior executives incorporate diversity strategies throughout all business areas. They also recognize and reward inclusive behaviors. PNC was recognized by more than 15 different organizations for its commitment to creating a culture of respect and inclusion. Awards and recognition for D&I efforts include: • Top 1000 Company Worldwide for Millennial Women, “Mogul” • 50 Best Companies for Diversity for 2018, “Black Enterprise” • Best Companies to Work for Multicultural Women, Women’s Choice Award® • Financial Services Gender-Equality Index (BFGEI), “Bloomberg” • Top 50 Employers, “CAREERS & the disABLED” magazine • Best Places to Work for LGBT Equality, Human Rights Campaign Foundation
VF Corporation RANK NO. 19: VF Corporation CEO: Steven Rendle CDE: Reginald Miller www.vfc.com “Our experience has proven that the most creative and innovative ideas come from diverse teams that understand how to effectively leverage the individual strengths, perspectives and experiences of each member to reach a common goal.” – Steven Rendle, CEO CEO STEVEN VF is committed to providing an environment where its nearly 70,000 associates can bring their unique skills, experiences, RENDLE backgrounds and perspectives to work every day. VF recently announced its support of the United Nations Human Rights Office to provide equal rights and fair treatment standards for lesbian, gay, bisexual, transgender and intersex (LGBTI) people – furthering its commitment to inclusion and diversity. The company sponsors employee resource groups (ERGs) around the globe, and has an established presence in India and Hong Kong. Its WOVEN (Women of VF Empowerment Network) and E.L.M. (Emerging Leaders Movement) ERGs represent women and young professionals. Its Asian Women’s Network held its first annual leadership summit, where 30 high-potential women experienced a two-day conference filled with empowerment, cultivation and inspiration. With a global workforce and customer base, VF’s ability to meet the needs of both audiences is CDE REGINALD imperative to the company’s future success. MILLER
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At Horizon we take pride in our commitment to diversity and our close ties with the multicultural communities we serve. Our employees are helping to make real differences in peoples’ lives. Together, they’re turning innovative ideas into reality that will affect the way health care coverage is delivered across New Jersey. Their commitment to bettering communities throughout the state is also a reflection of Horizon itself. We strive for work/life balance, professional development and diversity. These policies have consistently earned Horizon BCBSNJ national recognition as a top employer in New Jersey and we look forward to where it’s taking us as a company dedicated to New Jersey’s future.
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Horizon Blue Cross Blue Shield of New Jersey is an independent licensee of the Blue Cross and Blue Shield Association. The Blue Cross ® and Blue Shield ® names and symbols are registered marks of the Blue Cross and Blue Shield Association. The Horizon ® name and symbols are registered marks of Horizon Blue Cross Blue Shield of New Jersey. © 2018 Horizon Blue Cross Blue Shield of New Jersey. Three Penn Plaza East, Newark, New Jersey 07105.
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PwC RANK NO. 20: PwC CEO: Bob Moritz CDE: Mike Dillon www.pwc.com
CEO BOB MORITZ
CDE MIKE DILLON
“Diversity helps us to engage and bring different voices and insights to our clients, stakeholders and the communities in which “Diversity far beyond race and represents the many perspectives experiences we aeach possess we live and transcends work. Diversity also makes thisgender. a more Diversity vibrant and attractive organization in whichand to work and build career.” that enhance the levelchairman, of contribution Robert Moritz, global PwC we all can make here at Horizon BCBSNJ.” – Alison Banks-Moore, Chief Diversity Officer, BCBSNJ At PwC, diversity is a fundamental element in all business processes, from hiring, to marketing to serving clients and to giving At Horizon Blue, diversity is defining and the diversity of its employees represents the richness of the organization’s culture. back to the communities where employees work and live. Creating an inclusive environment – where all of employees can Horizon takes in itsand commitment to D&I among its employees, physicians and business partners. Employees reach their fullpride potential be their best selves – is critical. One waymembers, the company tracks progress is with its Global Inclusion reflect diverse communities They bring a wide array talents,progress experiences and perspectives Horizonincluding and help it Index, the an innovative frameworkserved. that provides a clear picture of of diversity in the PwC leadershiptopipeline, to sharpen its focus and findcommitment innovative new ways to care of quality. Numerous recognitions and awards reflect disability, Horizon’s where it needs to act. PwC’s includes allimprove dimensions diversity, including ethnic, LGBT+, generational, success at inculcating throughout organization: nameinaDavos, few, Horizon named: and thought and skillsD&I diversity. At thethe World EconomicTo Forum in 2015,was PwC was one of the first 10 businesses to National Organization onHeForShe DisabilityIMPACT (NOD) Leading Disability Employer™ Seal for the second consecutive this past become a United Nations champion. HeForShe aims to mobilize 1 billion men and boys year, in support of October; MilitarySince Friendly® Employer “G.I. PwC Jobs”men magazine, for the sixth consecutive year; Top Ten Regional Company for gender equality. 2015, more thanby 46,500 made the HeForShe pledge. Diversity, by “DiversityInc” magazine, ranking No. 5 for 2018, and; One of Work Mother’s 100 Best Companies for the ninth consecutive year.
Capital One Financial Corporation RANK NO. 21: Capital One Financial Corporation CEO: Richard D Fairbank CDE: Meghan Welch www.capitalone.com Capital One aspires every day to create the best experiences for its associates and its customers. This begins with a commitment to build and foster a diverse and inclusive culture where every voice is heard and matters. Diversity and cross-functionality are prevalent across every department at Capital One. Capital One supports associate networks for its diverse employees, representing the needs of women, veterans, members of the CEO RICHARD LGBT community, and those of Asian, Hispanic and African descent. These networks are created to offer employees resources D FAIRBANK and programs to connect with one another, and help in recruiting, developing and retaining diverse talent. Capital One also offers connection groups which provide support programs and resources for people who are adopting, working remotely, parenting autistic children or just parenting.
CDE MEGHAN WELCH
DePaul University RANK NO. 22: DePaul University CEO: A. Gabriel Esteban CDE: Elizabeth Ortiz, EdD www.depaul.edu Diversity is a core value at DePaul University and has been since its founding. All members of the DePaul community bring their own cultures, unique talents, skills and perspectives that, combined, are DePaul. At DePaul, leadership understands that a diverse workforce and educational environment are directly related to the univerCEO A. GABRIEL sity’s success and are essential in preparing DePaul students to live and work in a global community. DePaul rewards staff ESTEBAN members who try to create a more inclusive and diverse workspace and campus through education, and by building cultural competency through the BUILD Diversity certification program. The program reflects the university’s commitment to creating a learning culture that values D&I. In addition, the President’s Diversity Counsel works with constituents and the school’s Office of Institutional Diversity and Equity (OIDE) to bring DePaul’s diversity goals to life.
CDE ELIZABETH ORTIZ, EDD
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Rockwell Automation RANK NO. 24: Rockwell Automation CEO: Blake D Moret CDE: Susan Schmitt www.rockwellautomation.com
CEO BLAKE D MORET
“People are the foundation of our success, so we must create an environment where employees can and want to do their best work every day.” – Blake Moret, president & CEO, Rockwell Automation Rockwell Automation is a benchmark D&I company, as a result of a 2007 commitment. At the time, employee data showed that women and people of color had lower retention rates than White men. To effect sustainable change, White men were made aware of the impact of their privilege, became engaged and partnered with underrepresented groups in meaningful ways. A Culture of Inclusion (COI) initiative was established to identify and address barriers to full inclusion in processes, procedures and everyday interactions. The initiative drove systematic change throughout the organization, including innovative talent and succession planning processes that ensured minorities received development, exposure and visibility. Teams embedded COI work within functions and helped institute best practices. In addition, 12 employee resource groups supported the COI strategy, engaging more than 4,000 employees. Rockwell Automation was among companies highlighted in a research report titled, “Measuring Change 2017,” conducted by Milwaukee Women Inc., for the diversity of its 12-member corporate board.
CDE SUSAN SCHMITT
Federal Reserve Bank of Cleveland RANK NO. 25: Federal Reserve Bank of Cleveland CEO: Loretta J Mester CDE: Diana Starks www.clevelandfed.org The Bank fosters an inclusive environment. Leadership firmly believes that diversity and inclusion, and the creative energy that they cultivate, will lead to functional success, intellectual rigor, and the perpetuation of a welcoming climate that elevates the Bank to premier status within the Federal Reserve system. The Federal Reserve Bank of Cleveland has a multifaceted diversity and inclusion strategy. The bank seeks to attract and retain CEO LORETTA a talented workforce and encourage a working environment that fosters innovation through employee participation and J MESTER diversity of thought, experience and ideology. The Bank seeks to retain public confidence and trust by reflecting the diversity of the communities it serves. Employees are able to empower themselves personally and professionally through the resource network group (RNG) program. The mission of the RNG program is to educate bank management about the diverse interests of its employees and communities, so they can be more inclusive in their business practices.
CDE DIANA STARKS
Mastercard RANK NO. 26: Mastercard CEO: Ajaypal Banga CDE: Randall Tucker www.mastercard.us
CEO AJAYPAL BANGA
CDE RANDALL TUCKER
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“Diversity and inclusion cannot be a nice-to-have. Rather, they must be expected, not simply accepted. The results of this prioritization are clear — better insights, better decisions and better products that differentiate a company from the competition.”- Ajaypal Banga, president and CEO, Mastercard Mastercard’s dedication to cultivating an environment for all employees that respects their individual strengths, views and experiences is its foundation. Its Global Diversity and Inclusion Council (GDIC) reflects the value the company attaches to diversity. It acts as a board of directors for the company’s Global Diversity Office, providing direction to ensure its strategy is embedded throughout the organization. Chaired by the CEO, the GDIC has members drawn from all of the company’s business regions. Mastercard’s business resource groups (BRGs) leverage the unique strengths, views and experiences of its employees. These self-governed BRGs brainstorm ideas for business programs that address the needs of consumers from diverse backgrounds. Mastercard also tries to recruit diverse talent and include at least 30 percent women at the senior management level.
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Citigroup RANK NO. 27: Citigroup CEO: Michael Corbat CDE: Michael Murray www.citigroup.com
CEO MICHAEL CORBAT
“The breadth of background, experience, thought, opinion and perspective supports our commitment to advancing diversity as a proven catalyst of economic growth and progress. The richness of our teams helps us to recognize diversity as an integral part of how – and why – we do what we do every day.” -Michael Corbat, CEO, Citigroup Citigroup employees go through bias training to ensure objective work practices are maintained. When seeking new talent, Citigroup ensures that people of many backgrounds are interviewed. Citigroup is known as the creator of the Institutional Clients Group, a specialized group of diverse professionals serving specific clients, who offer a diversity leadership program that is meant to build confidence and strengthen skills among new women and minority leaders. Citigroup also supports employeeled networks focused on expanding opportunities for those from diverse backgrounds.
CDE MICHAEL MURRAY
JP Morgan Chase RANK NO. 28: JP Morgan Chase CEO: Jamie Dimon CDE: Patricia David www..jpmorganchase.com
CEO JAMIE DIMON
Creating a diverse and inclusive environment is critical to the success of JP Morgan Chase. The company is deeply committed to hiring and retaining employees from different backgrounds, experiences and locations. JP Morgan Chase offers a variety of programs to promote diversity and retain diverse talent. One such program is the Women on the Move program which enables the women of JP Morgan Chase to exchange ideas with women at other levels in the company, as well as with members of their communities. The Advancing Black Leaders diversity strategy aids the company in attracting, hiring, developing and retaining talent within the African American community. The company supports numerous business resource groups for employees who come from many backgrounds and identities. Its Office of Disability Inclusion seeks to provide the right tools and procedures to create an accessible and inclusive work place for disabled employees and employees taking care of those with disabilities at home.
CDE PATRICIA DAVID
Salesforce.com RANK NO. 29: Salesforce.com CEO: Mark Benioff CDE: Tony Prophet www.salesforce.com
CEO MARK BENIOFF
Salesforce.com strives to create workplaces that reflects the communities it serves and where everyone feels empowered to bring their full, authentic selves to work. Salesforce has several initiatives meant to push towards a more equal workplace and society. Salesforce was one of the first companies to make a concrete effort in closing the wage gap by composing yearly equal pay audits across its entire organization and addressing any discrepancies. The company also engages in company-wide inclusive hiring processes and ensures that women and under-represented minorities are considered for executive positions. It also supports a variety of resource groups connecting its diverse employees who identify with the LGBTQ, Black, Latino and Asian communities (both Pacific Islanders and South Asians are included), as well as veterans and those of various faiths and other unique backgrounds.
CDE TONY PROPHET
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WellStar Health System RANK NO. 30: WellStar Health System CEO: Candice Saunders CDE: Andrew Lee, PhD www.wellstar.org WellStar’s focus remains on building trust and engagement among its team members to improve the care it delivers. Higher levels of employee engagement result in lower turnover, lower absenteeism, increased safety and better outcomes for patients. WellStar provides training on customs in various cultures with the goal of treating every patient with dignity and respect. WellStar offers employees a number of services, such as on-site day care and a concierge service to help with routine errands CEO CANDICE as well as unexpected challenges. WellStar is committed to reducing distractions and helping team members create a balance SAUNDERS between their work lives and their personal lives, through numerous programs that offer support. This ultimately leads to a more focused team and better patient care. WellStar makes career advancement a priority, offering education and training as well as leadership development programs. More than 92 percent of all open positions are filled by internal candidates.
CDE ANDREW LEE, PHD
Gap Inc. RANK NO. 31: Gap Inc. CEO: Art Peck CDE: Kisha Modica www.gapinc.com
CEO ART PECK
“We strive to create a workplace culture that embraces diversity and inclusion, and treats every individual with dignity and respect. By upholding these values, we are able to attract and retain talented people, deliver the best products and experiences to our customers, and support positive change across business and society.”- Kisha Modica, senior director, Talent Management and head of Diversity and Inclusion, Gap Inc. Gap Inc. has multiple teams dedicated to driving diversity and inclusion efforts, including its Diversity and Inclusion council, which is composed of corporate and field executives who develop D&I strategies; its Enterprise Diversity and Inclusion team, which designs and implements Gap Inc.’s Global Diversity and Inclusion strategy, and; Diversity Ambassadors, who champion diversity efforts, raise awareness and share skills and resources with employees. Gap boasts a number of resource groups representing its diverse workforce. Gap also has many programs that help push its D&I strategy. Its ASCEND program aids minority leaders in achieving their career goals through mentorship opportunities. The Women and Opportunity Initiative offers multiple internal and external programs geared toward engaging woman leaders.
CDE KISHA MODICA
Kimberly-Clark Corporation RANK NO. 32: Kimberly-Clark Corporation CEO: Thomas Falk CDE: Sue Dodsworth www.kimberly-clark.com
CEO THOMAS FALK
Kimberly-Clark is committed to unleashing the power of its people – where all are included and inspired to do their best work – where differences are valued and essential for success. At Kimberly-Clark supporting diversity and inclusion is a priority. This is evidenced by the company’s Human Rights in Employment policy that bans discrimination and/or harassment based on any of the following: race, gender, age, sexual orientation, gender identity, nationality, disability, veteran status, education or background. Employee resource groups foster understanding of new and different perspectives and ideas through the use of cultural events, panels, and career mentorship. They also give back regularly to their communities through volunteer activities. As a result of D&I efforts, Kimberly-Clark ranks in the top 100 of “Forbes” 2018 listings for Best Employers for D&I and Best Employers for Women. The company also received a score of 100 percent on the Human Rights Campaign Foundation’s Corporate Equality Index for Best Place to Work for LGBTQ Equality.
CDE SUE DODSWORTH
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Blue Cross and Blue Shield of NC RANK NO. 33: Blue Cross and Blue Shield of NC CEO: Patrick Conway CDE: Fara Palumbo www.bluecrossnc.com
CEO PATRICK CONWAY
BCBS North Carolina seeks to attract and retain a highly-skilled and diverse workforce to serve members throughout the state and is committed to creating an inclusive, diverse culture. One of the ways this is achieved is through employee networks centered around people with common interests and backgrounds. The employee networks are focused around young professionals, women, African Americans and Hispanics as well as members of the LGBT community. BCBSNC is committed to diversity-focused initiatives that are designed to engage employees, increase brand value, foster business opportunities, as well as align with the mission and goals of the BCBSNC Diversity Office. Examples include supporting organizations such as the North Carolina Society of Hispanic Professionals, Bennett College for Women and the Human Rights Campaign Foundation.
CDE FARA PALUMBO
First Horizon National Corporation RANK NO. 34: First Horizon National Corporation CEO: D. Bryan Jordan CDE: John M. Daniel www.firsthorizon.com At First Horizon National there is a commitment to implementing strategies for diversity in the workforce, the workplace and the marketplace. First Horizon makes sure to remain accountable for diversity among new hires. In the workplace, the company provides training and education to employees about diverse business practices. Employees are also encouraged to express themselves and their diverse viewpoints. First Horizon remains committed to supplier diversity and to programs having to do CEO D. BRYAN with social responsibility. The company stands by its D&I record having received some of the following awards and recognition: JORDAN the “Bloomberg” Gender Equality Index; The National Association of Female Executives, Top 50 Companies for Executive Women in 2009 and from 2012-2018; “Working Mother” magazine’s 100 Best Companies for Working Mothers since 1995 and; The Dave Thomas Foundation for Adoption’s 100 Best Adoption-Friendly Workplaces in America, since 2009.
CDE JOHN M. DANIEL
AIG RANK NO. 35: AIG CEO: Brian Duperreault CDE: Walter Hurdle www.aig.com AIG believes that D&I are critical to its future and its mission – creating a foundation for a creative workplace that leads to innovation, growth and profitability. AIG invests in a wide variety of programs to ensure that its people are not only respected as individuals, but are also truly valued for their unique perspectives. AIG’s talent programs help identify, develop and retain diverse talent. Among these programs are the Women’s Executive Leadership Initiative and the Accelerated Leadership CEO BRIAN DUPERREAULT Program for Professionals of Color. AIG’s D&I programs include active participation of more than 8,000 members in more than 100 employee resource groups (ERGs) around the world. These groups include the Asian Leadership group, Black Professionals, Latino Network, Generation, Interfaith Network, LGBT and Allies, Multi-Cultural, Veterans Leadership, Women and Allies, Working Families and Young Professionals. In 2018, “DiversityInc,” named AIG one of the Top 50 Companies for Diversity for the first time. Additionally, AIG achieved a 100 percent rating in the Human Rights Campaign Foundation’s Corporate Equality Index and earned recognition as one of the Best Places to Work for LGBT Equality, for the seventh consecutive year. CDE WALTER HURDLE
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Amazon RANK NO. 36: Amazon CEO: Jeff Bezos CDE: Beth Galetti www.amazon.com
CEO JEFF BEZOS
“At Amazon, diversity and inclusion are an inherent part of our culture. The unique talents, experiences, and backgrounds of our employees are the driving force which enables us to build and innovate on behalf of millions of customers around the world.” – Beth Galetti, SRVP, HR, Amazon Amazon sponsors a host of Affinity Groups which are employee resource groups that connect across companies and across the globe. These groups are for people with disabilities, women in engineering, finance, and other professions, as well as the pan-Asian community, Black employees, the Latinx community, and the military (both current and formal members and their families). Amazon holds annual conferences centered around diversity like the CORE (Conversations on Race & Ethnicity) conference, that explores the effects of race in daily life and in building a more inclusive workplace, and the AmazeCon conference which focuses on the importance of gender diversity in business. Amazon also has various initiatives in place to hire and retain diverse talent such as the Military Talent initiative, that hires thousands of military veterans and spouses, and trains them in cloud computing.
CDE BETH GALETTI
MGM Resorts International RANK NO. 37: MGM Resorts International CEO: James J Murren CDE: Phyllis James www.mgmresorts.com
CEO JAMES J MURREN
MGM Resorts recognizes diversity as fundamental to modern business dynamics and cutting-edge competitiveness in the 21st century global marketplace. The company’s Corporate Social Responsibility Councils exist in each of the MGM’s resorts, as well as in the corporate division, as an independent system of programs. The overarching goal is to foster leadership development and teamwork, as well as provide communications and support networks. MGM Resorts sponsors a Women’s Leadership Conference that helps participants in their professional development. It also offers the Boots to Business Veterans program that introduces career, and learning and development opportunities to veterans. The program also includes a resource group for veterans.
CDE PHYLLIS JAMES
DTE Energy RANK NO. 38: DTE Energy CEO: Gerard Anderson CDE: Diane Antishin www.newlook.dteenergy.com
CEO GERARD ANDERSON
CDE DIANE ANTISHIN
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Diversity isn’t just about race or gender at DTE Energy. It’s about recognizing what makes DTE employees, suppliers and customers unique, and applying those perspectives and talents to how DTE does business. CEO Gerry Anderson joined a nationwide commitment to advance D&I in the workplace by signing the CEO Action for Diversity & Inclusion™ pledge, which aims to rally the business community to advance D&I within the workplace by working collectively across organizations and sectors. DTE Employees participate in employee-led resource groups that drive the company’s D&I mission at the grassroots level. Groups include: Power of Pride (POP) encourages members of the lesbian, gay, bisexual and transgender community to perform at their highest potential. Respecting Ethnic and Cultural Heritage (REACH) creates awareness of African-American employees through talent development, educational support, volunteerism and community outreach. Somos DTE encourages support of Hispanic businesses and communities. Surge creates formal and social opportunities for growth, driving generational perspectives to influence the future of the company.
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First Data Corporation RANK NO. 39: First Data Corporation CEO: Frank Bisignano CDE: Anthony Mari www.firstdata.com
CEO FRANK BISIGNANO
First Data’s commitment to diversity and inclusion is reflected in the way the company engages in the community. The company touts that its owner-associates succeed because of their many differences and not in spite of them. First Data Corporation has a commitment to diversity and inclusion evidenced through its client interaction, employee resource groups and the First Data Salutes Veterans program. First Data’s employee resource groups give employees the space to discuss common issues and create new business strategies that help clients and inadvertently grow the business. These groups include: Military Affinity Group, Unity LGBT Affinity Group, Women’s Leadership Council, Black Leadership Council, YoPro (Young Professional Group), Juntos (Hispanic and Latino Leadership Council), Asian Leadership Council and Thrive Disability Leadership Council. The First Data Salutes Veterans program supports the employment of veterans and military families, and provides education and training with a comprehensive onboarding and training program.
CDE ANTHONY MARINO
The Hershey Company RANK NO. 40: The Hershey Company CEO: Michele Buck CDE: Kevin Walling www.thehersheycompany.com “Too many companies approach diversity and inclusion as a business projects versus ensuring that they are engrained in every aspect of the organization.” – Kevin Walling, Hershey’s management views differences as the company’s source of energy and innovation. The company has an array of business resource groups which enable Hershey’s leaders to engage with new employees, and provide valuable on-boarding and CEO MICHELE mentorship experiences. This goes hand-in-hand with the company’s First Job Compact. The First Job Compact is an initiative BUCK to help young people seeking their first job. In addition, the company’s CEO signed the CEO Action for Diversity & Inclusion™, the largest CEO-driven business commitment to advance diversity and inclusion in the workplace by working collectively across organizations and sectors. The company, which has twice as many women in the top two levels as the S&P 500 and 44 percent women on its executive committee, made “DiversityInc’s” Top 50 for the first time in 2018 due to strong representation of women in the company’s senior leadership. CDE KEVIN WALLING
Adobe Inc. RANK NO. 41: Adobe Inc. CEO: Shantanu Narayen CDE: Donna Morris www.adobe.com
CEO SHANTANU NARAYEN
“Adobe’s values – genuine, innovative, involved and exceptional – are built on the foundation that our people and how we treat one another are what makes us a great company. Diversity is about valuing the unique life experience that every employee brings to work every day. Our success is dependent upon it.” - Shantanu Narayen, chairman, president and CEO, Adobe Systems Adobe’s prioritization of diversity and inclusion is evident in its hiring practices. Adobe provides training in “Selecting Talent” and “Breaking Bias,” to help the hiring process be more inclusive. Once new talent is in the door, Adobe fosters diversity through development programs and retains talent through fair pay practices and family friendly leave practices. The following employee networks centered around common backgrounds also help to foster diversity: Access Adobe (accessibility), Adobe Proud (LGBTQ), Adobe & Women, Asian Employee Network, Black Employee Network, Hispanic and Latino Employee Network, and the Veterans Employee Network.
CDE DONNA MORRIS
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Bayer US RANK NO. 42: Bayer US CEO: Phil Blake CDE: Lisa Massa www.bayer.us
CEO PHIL BLAKE
Diversity is a fixed part of the corporate culture at Bayer US. Bayer is committed to fostering, cultivating and preserving a culture of D&I. Bayer US initiated the US Bayer Diversity Inclusion Council (BDAIC) as the driving force behind its diversity initiatives. The council is responsible for promoting education and awareness as well as practices that ensure diverse employee recruiting, retention and development. The BDAIC also advises executives and influences them towards creating business goals that are diverse and inclusive. Bayer US’s locations include on-site Diversity and Inclusion Business Councils that support diversity initiatives specific to them. Additionally, employee resource groups help drive D&I throughout all US locations. Groups include: African American/Hispanic Association, LGBT Employees and Supporters, Bayer Resource for Armed Forces Veteran Employees, Bayer Asian Society in America, Bayer Professional Development Network, Helping Other People Elevate, Pharmacists at Bayer, Professional Parents, Sandwich Generation Networking Groups, and the Women Leadership Initiative.
CDE LISA MASSA
Advocate Aurora Health RANK NO. 43: Advocate Aurora Health CEO: Jim Skogsbergh CDE: Kevin Brady www.advocateaurorahealth.org D&I are priorities as Advocate Aurora Health continues efforts to remain the best place for patients to heal, physicians to practice and associates to work. To better understand diversity issues, executives participated in extensive educational sessions over the past year. Additionally, the hospital system joined The CEO Action for Diversity & Inclusion™, the largest CEOdriven business commitment to advance D&I within the workplace. Management representatives from across the Advocate CEO JIM Aurora care system actively participate in The Leadership Diversity Ambassador Program (LDAP) and Advocate Workforce SKOGSBERGH Initiative (AWI), two talent acquisition programs devoted to hiring team members from demographic groups that are currently underrepresented in its workforce. Since launching LDAP in February 2017, nearly 100 percent of new diverse leaders opted to participate in the program. AWI added over $2.4 million in wages back into the greater Chicagoland community. To date, the program has also successfully resulted in 90-day job retention for 97 percent of participants. Based on the current pace of enrollment, the program is projected to serve more than 1,000 individuals by 2020. CDE KEVIN BRADY
American Institutes for Research RANK NO. 44: American Institutes for Research CEO: David Myers CDE: Monica Villalta, MPH www.air.org
CEO DAVID MYERS
CDE MONICA VILLALTA, MPH
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AIR committed to building a sustainable D&I foundation a little over five years ago. AIR invested in dedicated staff to lead, support and implement D&I work and implemented a four-pillar strategic plan, based on 18-months of interviews, focus groups and guidance from its D&I advisory committee. The plan required: Modified policies, such as employment policies and approaches to affirmative action, and change management and communications strategies, to promote D&I. Employee resource groups to promote cultural awareness, professional development and greater diversity visibility. Organizational benchmarking, including the Global D&I Benchmarks: Standards for Organizations Around the World (GDIB). This research is being applied to AIR’s portfolio of D&I programs and practices. Required training for employees on D&A and unconscious bias, as well as a multiyear reciprocal mentoring program aimed at enhancing leadership capacity and pipeline diversity. Progress to date: Employees posted “Ally” signs on office doors, a signal of a welcoming, safe place for colleagues to be who they are. That’s inclusion in action. And, the organization is seeing increases by as much as 20 and 30 percentage points on some measures of engagement regarding D&I.
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Baptist Health South Florida RANK NO. 45: Baptist Health South Florida CEO: Brian Keeley CDE: Robin TellEz www.baptisthealth.net
CEO BRIAN KEELEY
Diversity is a fixed part of the corporate culture at Bayer US. Bayer is committed to fostering, cultivating and preserving a culture of D&I. Bayer US initiated the US Bayer Diversity Inclusion Council (BDAIC) as the driving force behind its diversity initiatives. The council is responsible for promoting education and awareness as well as practices that ensure diverse employee recruiting, retention and development. The BDAIC also advises executives and influences them towards creating business goals that are diverse and inclusive. Bayer US’s locations include on-site Diversity and Inclusion Business Councils that support diversity initiatives specific to them. Additionally, employee resource groups help drive D&I throughout all US locations. Groups include: African American/Hispanic Association, LGBT Employees and Supporters, Bayer Resource for Armed Forces Veteran Employees, Bayer Asian Society in America, Bayer Professional Development Network, Helping Other People Elevate, Pharmacists at Bayer, Professional Parents, Sandwich Generation Networking Groups, and the Women Leadership Initiative.
CDE ROBIN TELLEZ
L’Oréal USA RANK NO. 46: L’Oréal USA CEO: Jean-Paul Agon CDE: Angela Guy www.lorealusa.com
CEO JEANPAUL AGON
CDE ANGELA GUY
L’Oréal USA fosters workplaces where people of every ethnicity, social background, religion, gender, age or disability feel welcomed and valued. An atmosphere where everyone can thrive and grow means the business will thrive and grow throughout the world. L’Oréal USA’s strategy for maintaining diversity involves regulating the company with the help of other organizations, namely EDGE (Economic Dividends for Gender Equality) and GEEIS (Gender Equality European and International Standard). These organizations perform audits to monitor and regulate L’Oréal’s policies and staff to ensure the maintenance of a diverse and inclusive workplace and workforce. L’Oréal also instituted awareness programs to make workplaces more welcoming to people with disabilities. In July 2018, L’Oréal USA’s CEO joined the CEO Action for Diversity & Inclusion™, a growing coalition of 250 CEOs pledging to advance diversity and inclusion within the organizations they lead. Additionally, for the third straight year L’Oréal was named one of the world’s top 10 leading companies by Thomson Reuters that ranks over 7,000 international organizations on a set of D&I metrics. Thomson Reuters ranked L’Oréal 8th place.
Old National Bank RANK NO. 47: Old National Bank CEO: Bob Jones CDE: Danyelle Granger www.oldnational.com
CEO BOB JONES
“As the leader of this company, I need to have people around me who have experienced things I haven’t. Their diverse perspectives help us make better decisions and understand how the individuals and communities we serve may view our actions.” – Bob Jones, chairman and CEO, Old National Bank Old National Bank prioritizes attracting and retaining the best talent and reflecting the communities it serves. All executives are required to create their own D&I plans, customized to their areas of responsibility. Old National supports several employee resource groups geared towards veterans, young professionals, LGBT and Allies, African Americans, Latinos, women and people with disabilities. More than 700 associates throughout the company participate in resource groups, which work on a variety of community focused initiatives. Additionally, Associates are provided 24 hours of paid volunteer time each year, which allows them to spend approximately two hours per month to volunteering with nonprofits of their choosing. During 2017, Old National associates taught 1,065 financial-education sessions, reaching 19,910 people.
CDE DANYELLE GRANGER
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Chevron RANK NO. 48: Chevron CEO: Mike Wirth CDE: Rhonda Morris www.chevron.com
CEO MIKE WIRTH
CDE RHONDA MORRIS
Chevron expresses its belief in the value of diversity through principles, practices and accountability. This begins with The Chevron Way, which states: “We learn from and respect the cultures in which we work. We value and demonstrate respect for the uniqueness of individuals and the varied perspectives and talents they provide. We have an inclusive work environment and actively embrace a diversity of people, ideas, talents and experiences.” Chevron is committed to being recognized as a global leader that backs its words with accountability and quantifiable results. Its many achievements include: Being the first major integrated energy company to include sexual orientation in its nondiscriminatory policies and offer domestic partner benefits to employees. Receiving a perfect score on the Corporate Equality Index by the Human Rights Campaign Foundation and recognition as one of the Best Places to Work for Lesbian, Gay, Bisexual and Transgender Equality, for the 14th consecutive year. Being named one of the 2018 top 30 American companies committed to diversity and inclusion for the LGBT community, people of color, women, and people with disabilities, by The National Business Inclusion Consortium
The Container Store RANK NO. 49: The Container Store CEO: Melissa Reiff CDE: Lianne Daues www.containerstore.com
CEO MELISSA REIFF
The Container Store believes diversity is a natural result of its principled, inclusive, values-driven approach to business. Its culture embraces and celebrates the talents and perspectives of all employees regardless of race, religion, gender, or sexual orientation. The Container Store has a policy meant to help recruit and retain diverse employees by prohibiting discrimination based on age, disabilities, race, ethnicities, gender and sexual orientation at minimum. New employees receive more than 200 hours of training. The payoff for the company’s efforts towards becoming a more diverse and inclusive workplace is evident in its demographics. Executives are 58 percent female. Women make up 66 percent of the workforce. The Container Store was recognized by both “Fortune” magazine and Great Places to Work in their lists of 2017’s Best Workplaces for Diversity.
CDE LIANNE DAUES
Envoy Air RANK NO. 50: Envoy Air CEO: Pedro Fábregas CDE: Jocelyn Moore www.envoyair.com
CEO PEDRO FÁBREGAS
Envoy Air respects and appreciates each person as unique individuals, and values the great diversity it produces on its team. Diversity gives rise to a wide range of viewpoints and new ways of thinking that contribute so much to the company’s ongoing success. Envoy air is devoted to fostering a safe and inclusive work environment. When it comes to recruiting new talent, Envoy employs an equal opportunity policy to keep bias out of the hiring process. Envoy also has a payment transparency policy. This policy ensures that all Envoy employees are free to have open honest conversations about salaries without fear of being discharged or discriminated against.
CDE JOCELYN MOORE
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DIVERSITY TOOLKIT
Workplace Diversity: It Requires More
Than an Annual Training Event
BY SHANE GREEN Diversity and embracing one another’s differences is already an important conversation and focus for many organizations, and it is only going to become more so in the coming years as Generation Z enters the workforce. This next generation will be the most diverse and inclusive generation of workers ever — completely comfortable and accepting of different viewpoints, orientations and backgrounds. We are already seeing companies take steps towards being more inclusive and accepting of others, but it has to go well beyond the required annual training event. Companies must understand that they cannot train someone to be less biased. People are inherently biased as a result of cultural cues and messages received throughout their lifetime. These biases affect their interactions and decision-making. Diversity training programs are the “training de jour,” as a way to provide companies with a quick way to check the box on their diversity responsibilities. The reality is, the investments
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made in all training and programs to reduce bias in the workplace do not work because most people don’t see themselves as biased, and most organizations are not willing to do more. Let’s consider what else managers and companies can do. Start at the top: The senior management team must take the lead in creating a collective mindset or culture that respects and embraces differences. Senior executives must stop excluding themselves from the diversity discussion (or training) by making diversity just about frontline employees. While bias from senior leadership may not be as blatant as the recent example from the founder of Papa John’s, all leaders must realize that their words and actions set the tone when it comes to culture. Senior managers can lead by example by being humble enough to admit that bias exists in everyone, including themselves. Once managers can identify and analyze their internal biases, then they can address them accordingly.
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The reality is, the investments made in all training and programs to reduce bias in the workplace do not work because most people don’t see themselves as biased, and most organizations are not willing to do more. Enrich your hiring practices: Embracing differences is most easily shown in your hiring practices. Research confirms that a more diverse team leads to better results and, at the very least, better decision-making due to the variety of viewpoints being considered. Creating a more diverse workforce is a good thing. By recruiting from a variety of communities and socio-economic backgrounds, you open yourself up to a wider group of candidates and possibilities. Today’s managers are more focused on technical skills and experience during the hiring process, than finding people who best fit their companies. Remember, you can teach most skills, but you cannot teach personality. Companies that do not adapt to attracting and selecting diverse employees will be at a significant disadvantage. In addition to casting a wider recruiting net, consider how your interview and selection process can evolve. Some ideas include using objective interview questions and scorecards, implementing a diverse panel of interviewers and including more minority applicants in your final pool of candidates. Host meaningful conversations: Instead of offering the required annual training event on diversity, get employees involved in making diversity a regular
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conversation topic. If you are going to hold a diversity training event, rather than delivering a lecture, focus the event on how to be more open-minded and considerate of others. By bringing employees and managers from different backgrounds, orientations, and races together to talk and listen to one another, you create the best possible opportunity for shifting perspectives and opening up minds. Celebrate differences: Managers can have an immediate impact by celebrating the differences of their team members. When managers respect and recognize the different talents, perspectives, and ideas that their employees showcase each day, then an inclusive work environment becomes a reality. All employees want to be seen at their best. When managers spend time with their employees, recognizing their strengths and abilities even beyond the work they do each day, it makes a difference. Celebrating one another’s differences is a significant step in creating a work environment that accepts and supports diversity. Thanks for taking the time to read my latest thoughts on workplace culture. Don’t forget to pick up a copy of my book, “Culture Hacker,” to learn more about how you can reprogram your employee experience. Let’s talk at connect@shanegreen.com
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DIVERSITY TOOLKIT
Five Steps for Choosing the Proper Analytical Tools for Your Organization BY JOSH LEVY AND ANDREW WELL
Data is quickly becoming a company’s most important asset. To monetize this asset, organizations leverage analytical tools that generate insights in order to gain a competitive edge in the marketplace. An issue that has plagued corporations for years is the lack of standards and methods around their analytical capabilities. One example of this is deciding which analytical tools organizations can use to build deep competencies. How can an organization gain efficiencies, reusability and build deep common skillsets, if each internal group uses a different analytical tool? To make matters more confusing, analytical tools tend to proliferate within organizations at the intersection of market innovation cycles and underserved business groups. As the market innovates with new functionality, the business sees new capabilities that provide deeper or faster analytical insights as a tool it needs to add to its analytics arsenal. Often underserved business groups go ‘rogue’ and purchase their own analytical tools, which are rarely the corporate standard. This latest innovation cycle creates an environment where analytical tools are proliferating in organizations with little to no oversight into standards. For example, one part of the organization may have a visualization platform like Tableau, and another group will have a similar tool, like Power BI, creating issues around common methods, reusability, and the need for varied skillsets. The natural answer to this challenge is to rationalize the varied tool set and create standards for each
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new tool purchase or analytical project. This is typically performed by a governing body made up of various analytical business constituents and representatives from the company’s IT department. This governing body provides the team standards and a process by which to perform a tool selection, but it often needs a method for conducting such an exercise. The steps outlined below will provide your organization with a framework for determining how to optimize its analytical tool portfolio and prevent further tool proliferation: 1. Research and Discovery – One of the first steps to take is to conduct interviews with key stakeholders including end users in all user groups, some of which include: data scientists, analysts, developers, IT administrators and executives. The goal is to map the current state of analytical tool usage and analytical capabilities within the organization. It is important to get an exhaustive inventory of what tools and capabilities each group uses. Also, determine the users’ pain points and gaps in functionality with their current toolset and any upcoming tool purchase desires. 2. Current State Landscape – The second step is to inventory the marketplace of existing analytical tools and map them into tool classes. There is often the case for multiple analytical tools that are needed that reside in one or more classes. This mapping may be useful in situations where the focus is on driving down complexity. There may be circumstances where users just need help choosing which type of tools they
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DIVERSITY TOOLKIT
Data is quickly becoming a company’s most important asset. To monetize this asset, organizations leverage analytical tools that generate insights in order to gain a competitive edge in the marketplace. should use for which types of business problems. We have identified the following tool classes as a starting point for your exercise: • Report Writers • Semantic Layer Reporting Tools • MDX/Cube Query Tools • Data Discovery & Visualization Tools • Embedded Business Intelligence & Reporting Tools • Data Science & Modeling Tools • Artificial Intelligence & Machine Learning Use Case • • • Driven Tools 3. Capability Tree – The third step is to create a capability tree that leverages the inventory of capabilities from step one and classifies them against the current landscape of tools. From this exercise, you may see overlaps and gaps that exist in your organization’s current capabilities. Reading analyst reports on the criteria used to rank analytical tools can be helpful in filling out the capability tree and will provide direction for future purchases or rationalization exercises. If the analysis is based on specific tools, it may be relevant to include nontechnical criteria like pricing, support, and existing presence and skillsets, for the tools within your company. 4. Decision Matrix – A decision matrix provides a
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method for scoring the various capabilities. For example, you can use a five-point scale and provide a weighting to each capability for each tool or tool class, depending on the importance of that particular capability to the organization. The variability of the scoring will help determine the weighting for each capability as a final score is calculated. 5. Decision Tool – Finally, create a decision tool from the decision matrix that allows for ease of use in determining what tool should be used for what business capability or project. The tool should leverage the decision matrix to determine which capabilities to include in a particular tool decision and the overall scoring when comparing various tools. The decision tool provides clarity on what class of tool to use to solve a specific problem, and can help deter rogue purchases of new tools to satisfy business problems that may already be satisfied by existing analytical tools. Analytical tools are evolving at a faster pace than ever. Leverage the process outlined above to develop a decision tool that provides clarity on what class of tool (or what specific tool) should be used to solve a specific problem. Running this decision tool against all current and planned analytical projects will likely tease out which tools or tool classes are truly useful within your organization and which may be redundant or obsolete.
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this is a net, not a wall We donâ&#x20AC;&#x2122;t believe in barriers that keep anyone from building a career in tennis. Inclusion is our priority and we are committed to providing opportunities for diverse talent so that we are able to surface the most innovative ideas and solutions to drive the success of our business and grow tennis.
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ENTREPRENEURIAL OUTLOOK
Solopreneur “Solopreneur” isn’t a new term but it has become a lot more relevant recently. The word can easily be interchanged with the word entrepreneur. However, there is a distinct difference. The difference between solopreneurs and entrepreneurs is nuanced, but those who choose solopreneurship over entrepreneurship intend to run one-person shops. The number of solopreneurs are growing rapidly as an increasing number of people start new businesses with no intention of hiring teams. Here we highlight several woman solopreneurs who are changing the game. Tiffany Hall, Founder, Empower Cocktails In an industry that primarily targets men, Empower Cocktails is disrupting the distilled beverage market as a woman-owned company that puts women’s empowerment at the heart of its mission. Tiffany Hall is a former marketer, turned lawyer, turned solopreneur who worked previously for one of the world’s largest spirits conglomerates, Pernod Ricard. It was there where she noticed the missing space for a brand that celebrates and honors women, while also catering to their distinct tastes. Not only has Hall begun to fill that space in beverages, but she has also utilized the Empower Cocktails platform to partner with several non-profits that champion women’s initiatives, including the Voss Foundation, Dress for Success Boston, Kicked it in Heels-Kicked it! and the Metro-Manhattan Community Foundation to name a few. Empower Cocktails has become an intersectional platform that uplifts women of all backgrounds.
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Dr. Carolina Castaños,Ph.D., LMFT, founder, Moving On As the founder of Moving On — an interactive online program designed for people who struggle to get past the end of a relationship — Dr. Carolina Castaños is shifting the way we think about love and relationships. By bringing our focus back to the self, Dr. Castaños helps men and women overcome past traumas in order to heal triggers and toxic patterns in relationships, and most importantly, lead happier, more fulfilling lives. Launched in 2018, Moving On is a 14-week program that teaches people how to remove the blocks holding them back from living their best lives. Dr. Castaños provides weekly videos, available on-demand and on any device, for a fully interactive experience, including personalized feedback for each client. Moving On allows people to heal, grow, and learn on their own schedule from the painful and often traumatizing experience of ending their relationships. Dr. Castaños didn’t always know she’d be a therapist, but she did see early on how trauma and pain could shape a person’s life. This led her to become active in making a change for people around the world.
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Soulaima Gourani, Keynote Speaker and Ted Talk Mentor Soulaima Gourani is a motivational speaker, philanthropist and author, conducting approximately 200plus global talks per year. She is an advisor to major companies on customer loyalty, strategic networking, change management and employee motivation, and the future of business. She has worked as an advisor and/ or speaker for clients such as Samsung, DuPont, LEGO, McKinsey, DELL, Microsoft, Stanford University, BMW, Cisco, and many more. In March 2012 Gourani was selected as one of the 192 management leaders by the World Economic Forum and 2015, she was chosen as a UN Goodwill Ambassador. Gourani was appointed by TED Talks as a mentor to speakers in 2016. For more information on Gourani, please visit: www.soulaima.com.
Madeline Familia, founder, Creative Voices PR If you are looking to gain some recognition, then take some advice from someone who makes her living getting brands noticed. Puerto Rican Bronx native, Madeline Familia, is the CEO and founder of New York City-based public relations firm, Creative Voices PR. Before launching her business earlier this year, Familia worked with L’Oréal and Procter & Gamble brands, in addition to holding positions at a few leading New York City public relations agencies. As an industry expert, Familia provides insights on how brands can target millenials. Her business focuses on promoting minority and women-owned businesses and start-ups. “I decided to start Creative Voices PR, as a result of my own struggles fitting into corporate America,” says Familia. “I noticed that a lot of companies were passing up on real talent, merely because they were not open to diversity. I was born and raised in an impoverished neighborhood in the Bronx by a Puerto Rican mother who did not speak a lick of English. “Working in corporate America after college was a huge culture shock. I felt like everything I did was wrong. I was critiqued for how I spoke, dressed and behaved. I was being judged for traits that I developed because of my background, and forced to assimilate in order to be accepted and succeed within these organizations. Ultimately, I started my own business since I felt as if I didn’t fit in anywhere else. Despite my talents – my ability to creatively spin a story, find unique story angles and fight for the brands I believed in – I saw entrepreneurship as my only viable path to prosperity.”
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DIVERSITY TOOLKIT
Three Tips to Unleash the Creative Entrepreneurs in Your Community Blue Cross Blue Shield MI The fourth Industrial Revolution is upon us. If you are wondering how to take on the challenges of a shifting global economy, investing in creative industry entrepreneurs is one way to tackle economic, civic and social challenges. Entrepreneurs are found in every community in every corner of the globe. From Boston to Bangladesh, ALICE LOY creative entrepreneurs are building companies at the cutting edge of digital fabrication, augmented reality, design and entertainment. The creative economy is huge and getting bigger. It generates close to $3 trillion in economic output annually. That’s more than the global telecommunications industry. What’s more, creative economy revenues are expanding 8 percent to 12 percent annually, varying by country. In the U.S., the creative economy grew straight through the Great Recession, as opposed to all other sectors. Growth will continue as a global middle class rises, expanding demand for entertainment, digital media, and original content and experiences. Consider this: Cirque du Soleil was founded by two street performers who grew it into a global phenomenon and sold it for $1.5 billion to investment firm TPG Capital in 2015. Lynda.com, acquired by LinkedIn in 2015, was started by Lynda Weinman, a graphic designer turned educator. Fashionistas, filmmakers and foodies are launching creative companies that drive value for investors, and create highwage jobs.
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However, the creative economy is a sleeping giant because leaders and investors as well as community and economic developers have mostly left the creative economy on the sidelines; its full potential sitting dormant. Many leaders think only of “the arts” when they hear the word creative. However, today’s creative companies are anchored in technologies and digital innovations. Take for example Embodied Labs, a virtual reality (VR) film company whose films help medical providers understand patient experiences, reduce costs and improve health outcomes. Consider Beacon Hill VR, a software firm with artists and gamers on staff who create and bring to life animated augmented reality characters. We suspect leaders overlook the creative economy because they are unfamiliar with its numbers. Creative entrepreneurs are market disruptors building a better and more inclusive future. The innovators behind creative companies are designers, coders, gamers, musicians and engineers. Akin to tech founders, creative founders are driven by a desire to disrupt a market. Unlike many tech founders, most creative entrepreneurs are also inspired by social outcomes such as engaging disenfranchised communities, providing a living wage and building culturally connected communities. So how can you unleash the creative entrepreneurs and talent in your community? Here are tips to get you started: 1. Find ambitious creative entrepreneurs who have been overlooked. They might be building the next Cirque du Soleil but everyone else sees them as clowns. With fresh eyes, you might see a $1 billion business in the making. I have worked with startups who became extremely successful entrepreneurs. They told me that early on no one took them seriously because they were designers, or filmmakers, or musicians.
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DIVERSITY TOOLKIT
Creative entrepreneurs are market disruptors building a better and more inclusive future. The innovators behind creative companies are designers, coders, gamers, musicians and engineers. Akin to tech founders, creative founders are driven by a desire to disrupt a market. 2. Host a small gathering with innovative creative founders and investors. Ask them where they believe your regional creative economy could be more competitive. What assets and competitive advantages do you have that entrepreneurs and investors have already discovered? When we know this, we find investors who are already working with creative companies. They are usually interested in further building out their portfolios along these lines. And, the founders are excited to meet investors who share their vision for the region’s future. 3. Assume you just don’t get it--yet. Creatives are disrupting markets and they see a future the rest of us don’t see. Take for example the story of Meow Wolf, an artist collective based in Santa Fe, NM. Meow Wolf sought business support when it first started, but founders were told more than once the venture should be a non-profit. They are artists, after all. Today, with over 1 million visitors and $15 million in revenues in less than two years, Meow Wolf’s out-of-this-world exhibit helped multiply the collective’s first investors’ funds within three years. It recently closed on $17 million with a lead investment by Alsop Louie Partners from Silicon Valley. Meow Wolf is not alone in its ability to see a market
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before it has fully convened. Lee Francis, founder of Native Realities, launched the world’s first Indigenous Comic Con to give indigenous youth a chance to see themselves as superheroes. Today Indigenous Comic Con and Francis’s publishing company Native Realities, are leading a global movement to reframe how indigenous youth see themselves in pop culture and 300 million indigenous people are eager to move with them. Ivonette Albuquerque, founder of Galpão Aplauso, in São Paulo, Brazil, believed she could build a world-class theater company employing youth living in São Paulo’s favelas. Today, she has trained more than 10,000 youth, nearly all of whom go on to find well paying jobs after the program. The fourth Industrial Revolution, like all good revolutions, is disrupting social and economic structures, forcing leaders to rethink old strategies and adapt to new realities. Relentless creativity and imagination will win the day. Fortunately, a giant ally is waiting in the wings. All you need to do is wake it up. Alice Loy is CEO and co-founder of Creative Startups ,and the author of Creative Economy Entrepreneurs, From Start Up to Success: How Entrepreneurs in the Creative Industries are Transforming the Global Economy. For more information, please visit, www.creativestartups.com.
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WHAT'S COMING EDITORIAL LISTING PAST 11 YEARS OF DMBA TOP 100 (2007-20181 INDUSTRY PROFILES 6 OUTARE THEY NOW? WHERE 50FRONT
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SPECIAL PROMOTIO N ISSUE
DIVERSITY TOOLKIT
Millennials: Know Thyself First, I would like to acknowledge that some who are referred to as millennials or the “Y-Generation,” do not like being labeled as such. I apologize for the labeling, but it is a shortcut. And let’s face it, people who are now senior citizens are still called baby boomers and they have not been babies for a long time. DEBORAH P. ASHTON, PH.D., CHIEF PSYCHOLOGIST & HEAD OF BEHAVIORAL PRACTICES, DIVERSITY MBA
Across the generations there is a belief that millennials are colorblind. What is interesting is that many baby boomers also like to say that they do not see color, just ask President Trump. The first thing people, regardless of generation, see is race and gender. Researchers Contreras, Banaji, and Mitchell, at Harvard found that race and gender are recognized within 200 milliseconds. Also, research has shown that individuals who think they are bias-free are more likely to discriminate because it is hard to counteract implicit/ unconscious bias.
found that for millennials: • The Democratic party was trusted “somewhat” or “completely” by 23 percent of Whites, 47 percent of Blacks and 36 percent of Latinos; • The Republican party was trusted “somewhat” or “completely” by 19 percent of Whites, 10 percent of Blacks and 15 percent of Latinos. In the 2016 election, millennials voted for Clinton because they are the most diverse generation. Yes, the majority of millennials voted for Clinton because 42 percent of the young voters were non-White. In fact, 48 percent of White millennials voted for Trump and 43 percent of White Millennials voted for Clinton. But this should not be a surprise. According to the Pew Research Center and CIRCLE, 51 percent of White millennials voted for Mitt Romney in 2012 and only 44 percent of White millennials voted for President Obama. Who did you vote for in 2012 and 2016?
Part of the evolutionary process is to categorize the world into “safe” and “not safe.” Evolutionarily, the ingroup is safe, the out-group is not safe. Men are seen as more dangerous than women. Researchers, such as David Amodio, have charted the prejudice network of the brain that has developed over millennia. Do you think you are colorblind? The best way to counteract bias is to assume you are bias, even if you don’t know it. It is important that employers do not believe the fallacy that millennials have overcome the brain’s inherently evolved prejudice network. It is important to provide inclusion and implicit bias training equally across generations. That way, companies are more likely to avoid the fiascos that ensued when police were called to some hospitality establishments because potential customers were treated as “not safe.”
https://civicyouth.org/an-estimated-24-million-youngpeople-vote-in-2016-election/According to CIRCLE research, millennials are probably more moderate as opposed to liberal or conservative. What are you?
In 2016, Tufts University’s Center for Information and Research on Civic Learning and Engagement (CIRCLE)
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https://www.brookings.edu/blog/fixgov/2016/11/21/ how-millennials-voted/Millennials have been described as having a sense of entitlement, wanting to be heard and as having a high social conscious. While different generations may have specific characteristics, a particular characteristic may not apply to any given individual. That being stated, let’s examine the various characteristics. Entitlement: Please note that entitlement is a characteristic of narcissism. According to the National Institutes of Health, millennials are three times more likely to have a narcissistic personality than baby boomers. Compared to college students in1982, college students in 2009 scored 58 percent higher on narcissism. According to the Greek myth, Narcissus catches a glimpse of his beauty in a pond,; falls in love with himself and is held a prisoner by his own reflection. He perishes from hunger. How many selfies have you taken today? Do you take selfies at work? How can you counteract the entitlement label? Part of the entitlement characteristic that plagues the millennials was established by their parents. Parents rewarded millennials for participation and cooperation. The good news is that millennials tend to be great team players. However, they expect to be rewarded because they are special. They are special because they were raised to see themselves as special for just being themselves. They are disappointed when people want them to pay their dues, because many millennials do not believe wisdom, education, experience and training comes with age. Like Rey, the female lead in Star Wars: The Last Jedi, they do not need a library or a Jedi master. However, according to Jeanne Meister and Karrie Willyerd, co-authors of “The 2020 Workplace,” the paradox is that millennials want their leaders to be mentors and to give them continuous positive feedback. The continuous positive feedback is part of the reward system that they received throughout their developmental years. Reverse mentoring and group mentoring may be ways to provide continuous feedback, to leverage millennials’ insights and to train them to receive constructive criticism. Reverse mentoring is not an overwhelming task for organizational leaders and it ensures that millennials are valued. How are you making sure that mentoring is not simply a one-way street? Are you open to constructive criticism?
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According to Susan Heathfield, a management and organization development consultant who specializes in management development to create forwardthinking workplaces, millennials had the most childcentric parents in history. Everything stopped and the parents attentively listened when their children spoke. Remember, many of these parents are baby boomers who grew-up in the “Children should be seen and not heard,” era. They wanted to make sure that their children were heard! In order to retain millennials in the workplace, it is important to listen to their suggestions and ideas. It is also important to train them to listen. Listening, just like mentoring, needs to be a multi-lane highway and not a one-way street. Listening does not mean waiting for your turn to get your point across, but actually hearing what the other person has to say, which means being open to new ideas. Open minds lead to creativity. Are you listening? Meister and Willyerd described millennials as the most socially conscious generation since the 1960s, which makes sense because most of them were raised by baby boomers who grew up throughout the 1960s. The baby boomers marched for civil rights. They were Freedom Riders, participated in the Women’s Movement and the Stonewall Riots, which transformed the gay rights to equal rights and acceptance. They joined the Peace Corps and Greenpeace. The 2017 Millennial Impact Report listed millennials’ top causes as civil rights and racial discrimination, 29 percent, and employment/job creation and healthcare reform tied for second at 26 percent. How are you ensuring your organization is implementing a corporate social responsibility strategy? As an employer, how are you soliciting ideas and engaging employees in your corporate social responsibility strategy? Each millennial is a unique, multidimensional human being whether he, she, ze or they. Not all millennials possess the characteristics that define their generation. They are a matrix of individuals: Some are liberal, some are moderate, and some are conservative. They are influenced by their gender, race, ethnicity, social class, religion, etc. Whether you are a millennial or another generation, it is important to know thyself – know your blemishes and your beauty marks.
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DMBA CAMPUS
How to Recognize Talent Every year millions of dollars are wasted on talent spotting and talent management. Large companies spend energy, time and money on “talents” who may not necessarily have the skills needed, and may overlook those who truly do, merely because they do not know how to spot it. You can spot talent in less than 10 seconds, but only if SOULAIMA GOURANI you know what to look for. However, if you don’t know what to look for, you can end up spending tons of time and resources on searching, finding and finally acquiring a pointless talent. And, what might be considered a necessary skill today, can turn out to be useless in the future. In the world of sports, showbiz and business, the concept of talent spotting is used quite often. It has become one of the most talked-about concepts in recruiting, yet we find it difficult to describe what, exactly, it is. Talent comes in many forms, but the question is whether you can spot it in others when you encounter it. When we look for talent, many of us look for something recognizable, and that is where we go wrong because not all talents are recognizable, many are hidden talents dying to be unleashed. The challenge most people face when looking for talent is, they like what they can recognize, and they can only recognize something they have seen before. It is imperative, if you are a recruiter, manager and leader, to network and create meaningful bonds with people that you will encounter over the course of your career. Therefore, you must become an (HR) expert at how to map, maintain, and nurture people and their talents. The Talent of the Future So, what sorts of talents do we need in the future? Who will you need five ‑10 years from now? In time, IT and robotics will take over more and more of those standard jobs that require what I call primary brain work, such as math, technical drawing, data processing, etc. The ability to think in an interdisciplinary manner, complex via complex collaborations and relations, is
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where we should hone our talent. You should look for individuals who have unique personality traits and depth, rather than those who score high on a standardized test. Talent is something natural. It is something a person naturally possesses. A talent may be broad or narrow. It may be general or it may be specific. No matter what, a talent is something that a person excels at naturally. It is important to focus on the future when looking for talent with these five basic tips: Ask yourself what talents or skills your company will need five to 10 years from now, and then map out what you think those talents or skills look like. Remember, they may belong to someone you’ve never looked for before. Recruit through new channels and base candidates’’ skills on their values and not exams. Get rid of your biased and systematic job applications. They have no depth and are only good for hiring robots! Make sure you can tell the difference between a natural talent and a trained talent. Dare to take a wild card. There is no such thing as a sure talent. Sometimes it is good to go with your gut feeling, so when you come across someone special you don’t let her go! About Soulaima Gourani: Soulaima Gourani is a lecturer, corporate advisor and author of three books: “Ignite your career,” “Take control of your career,” and “Courage to success.” In 2012 she was named one of the Young Global Leaders by World Economic Forum and later that year appointed chairwoman of the nonprofit organization Global Dignity. In 2013 she was recognized as one of the greatest Nordic thinkers by Nordic Business Forum, and she was chosen as one of the “40 under 40” European young leaders in 2014. She was appointed as a UN Goodwill Ambassador 2015. Gourani was selected as a TED mentor in 2016 and later that same year was recognized as one of the “Inspiring 50 Nordic” women in the tech sector. Gourani lives in San Francisco with her husband and two kids.
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DMBA CAMPUS
Top 10 Things Students Should Know When Interviewing
Almost every Fortune 500 company wants to be considered the employer of choice. And, actually, when these companies make a job offer, many of them expect you to want to work for them just because of their brand name. Well, I want to share a few secrets you should know during the interview process just to make sure that, if you do accept the offer, you can be more than satisfied after accepting the job and ensuring sustainability in your career choice. Based on Diversity MBA’s inclusive leadership index here are the Top 10 things you should know about the company, its culture and its people before you say yes… 1. Ask the recruiter if she is required to take both cultural competency training and unconscious bias training. 2. Understand what types of employee engagement programs exist in the company. 3. Ask if the company benchmarks against other competitors and, if so, what is its perceived value?
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4. Understand how many women and people of color sit on the corporate board and in the C-Suite. 5. Ask how the CEO engages in diversity and inclusion. 6. Understand the toughest challenges they experience, hiring diverse talent and how they overcome barriers. 7. Ask the recruiter what kind of influence she has among the hiring team outside of Human Resources. 8. Ask the recruiter what would it take for you to be successful in the company. 9. Understand how the company celebrates differences. 10.Ask the recruiter if and when you can have a coach and/or mentor. Now, you can negotiate a package that includes compensation, benefits, advancement and culture. Whether you ask all questions on this list, of course, depends on the circumstances and your comfort with asking them. But the idea is for you to know the different types of questions to think about before you accept any position. Also, with today’s access to information, you can get answers before you sit down with any potential employer.
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Synthia SAINT JAMES Artist • Educator • Speaker • Author
Life is Magnificent!!! Accept, Release, Relax and EnJOY IT! Dr. Synthia SAINT JAMES is a world renowned multicultural visual artist, author and illustrator of 27 books, who has garnered numerous prestigious awards in her nearly fifty year career. SAINT JAMES is most noted for designing the first Kwanzaa stamp for the United States Postal Service, and for the national and international cover art of Terry McMillan’s book Waiting to Exhale. Synthia SAINT JAMES is a world renowned multicultural visual artist, an award winning author and/or illustrator of 17 children’s books, several poetry and affirmation books, a cookbook, a play, a monologue, and the autobiographical book titled Living My Dream: An Artistic Approach to Marketing (which was nominated for a NAACP Image Award in 2012). She is also a popular keynote speaker, educator and architectural designer who has garnered numerous awards, including the prestigious Trumpet Award, a Coretta Scott King Award, and an Honorary Doctorate Degree from Saint Augustine’s University. Dr. SAINT JAMES also serves as a Global Ambassador for Susan G. Komen for the Cure’s “Circle of Promise”. Synthia SAINT JAMES’ USPS stamp designs include the first Kwanzaa Commemorative Stamp in 1997 (a total of
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318 million stamps were printed using her first design), and the 2016 Forever Kwanzaa Stamp celebrating the 50th anniversary of the Kwanzaa holiday. Her paintings grace the covers of over 75 books including the cover art for Terry McMillan’s book Waiting to Exhale and Iyanla Vanzant’s Acts of Faith. But few know that her artwork has been featured in several United States Embassies internationally through the Art in Embassies Program since the 1990’s. The House of Seagram, Coca Cola USA, Maybelline, Essence Communications, National Coalition of 100 Black Men, Glendale Memorial Hospital, YWCA of Greater Los Angeles, Barnes and Nobles and AARP represent a mere sampling of her clients. Her most celebrated collectors include Johnnie L. Cochran, Jr., Alice Walker, Glynn Turman, Brenda Russell, Regina Taylor, Charles Fuller and Jenifer Lewis. Awards created by Synthia SAINT JAMES include the “We See You Award”, the “Mosaic Woman Award”, and “The Lifetime Achievement Award” especially created for His Excellency Nelson Mandela from Africare in 2010. In celebration of her 50th Anniversary as a Professional Visual Artist, Dr. Synthia SAINT JAMES is currently booking her 2019 tour. The tour will include interactive lectures, master classes, workshops, artist-in-residencies, commencement speeches, fine art exhibitions and fine art commissions.
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VF CORPORATION CONGRATULATES Omorlie Harris Kenney Baker Martin Swindell on being selected to the Diversity MBA 2018 Top 100 under 50 Emerging and Executive Leaders List.
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