Diversity Journal - Jul/Aug 2007

Also Featuring ... Front-Runners in Diversity Leadership Series: Cardinal Health’s Jeanetta Darno • David Casey • Catalyst

Thanks to you, Juan’s family has access to affordable health care. And that’s one huge weight off his shoulders.

Volume 9, Number 4

PROFILES IN DIVERSITY JOURNAL

Better health care, thanks to you.

Visit us online at wellpoint.com/careers EOE

®Registered Trademark, WellPoint, Inc. © 2007 WellPoint, Inc. All Rights Reserved

www.diversityjournal.com

At WellPoint, you can be addressing tomorrow’s health care issues today.

Significant issues, like improving the lives of the people we serve. In Juan’s case, it was simply the task of finding the right plan for him and his family. But what an impact it made. And what an impact you can make by joining WellPoint today.

JULY / AUGUST 2007 • VOLUME 9 NUMBER 4

WellPoint proudly recognizes diversity and celebrates the unique experiences of our associates that positively impact our environment.

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Notable Pioneers

James R. Rector PUBLISHER

Can you imagine sitting down with the pioneers of any industry, political action or social movement and listening to them talk not about the past, but about the future? Wouldn’t that make you stop anything you were doing?

Then stop right now. Because we’ve pulled together the creative genius and insight of our most notable diversity pioneers, and asked them to share with you

John S. Murphy

MANAGING EDITOR

Linda Schellentrager C R E AT I V E D I R E C T O R

Damian Johnson

MARKETING DIRECTOR

Laurel L. Fumic

their thoughts about what the future holds for diversity. Their answers are—

CONTRIBUTING EDITOR

well, diverse. Dive into this lively discussion that begins on page 29. You’ll

Alina Dunaeva

enjoy reading every essay.

OVERSEAS CORRESPONDENT

Jason Bice

We’re also proud to announce the winners of our 2007 Innovations in

WEB MASTER

Diversity Awards (page 81). For the second consecutive year, Sodexho took the LETTERS TO THE EDITOR

top honor. Rounding out the top ten, in order, are Royal Dutch Shell, InterContinental Hotels Group, KPMG LLP, Lockheed Martin Corporation, Kaiser Permanente, Best Buy, Dell Inc., MGM MIRAGE, and Credit Suisse.

These organizations have initiated D&I plans within the past two years that have delivered a positive outcome on diversity management, employee recruitment and retention, and workplace quality.

Eight other companies were given Excellence in Innovation Awards. They are Blue Cross of California, Cardinal Health, Dow Chemical Company, Freescale Semiconductor, Kelly Services, the New Jersey Department of Environmental Protection, New York Life and Wal-Mart.

Commentaries or questions should be addressed to: Profiles in Diversity Journal, P.O. Box 45605, Cleveland, OH 44145-0605.

All correspondence should include author’s full name, address, e-mail and phone number.

D I S P L AY A D V E R T I S I N G

Profiles in Diversity Journal Gemini Towers #1 1991 Crocker Road, Suite 320 Westlake, OH 44145 Tel: 440.892.0444 Fax: 440.892.0737 profiles@diversityjournal.com

We are impressed with the variety and inventiveness shown by the companies and organizations who are this year’s award-winners. If your diversity initiatives are running out of gas or just plain stalled, you might want to steal an idea from one of these fine organizations.

Also featured in this issue is a profile of Jeanetta Darno, director of diversity and inclusion at Cardinal Health. We like introducing people who are making a diversity difference; in fact, we pride ourselves in being the people-centered magazine of diversity.

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We’ve packed a lot into 96 pages. Dig in!

profiles@diversityjournal.com EDITORIAL:

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John Murphy

diversityjournaledit@mac.com

Managing Editor

PHOTOS & ARTWORK:

diversityjournalart@mac.com

In a time of rapid change for our company and for our industry, we believe that the unique perspective of each Pfizer employee is vital. Why? Because the tough health care challenges people are facing today call for new, different, and diverse ways of thinking.

That’s why we’re implementing a global strategy to ensure Pfizer’s culture not only respects, but also leverages each individual employee’s background, character, and life experiences. We’re putting those unique perspectives to

work to find new, innovative solutions for patients, and better ways of working with our customers, our partners, and the communities we serve.

At Pfizer, we believe diversity means an inclusive and empowering work environment. The result? A happier, healthier tomorrow for us all.

Volume 9 • Number 4 July / August 2007

29 On the Cover / Special Feature The Pioneers of Diversity We asked nearly 40 diversity pioneers to look into their crystal ball and tell us where the diversity movement was going in the next ten or fifteen years. We found their answers covered a broad range of outcomes and predictions.

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A Close-up of Jeanetta Darno, Cardinal Health’s Director, Diversity and Inclusion Combine a background in business and the military with an MBA and you have a powerful package.

That’s an apt description of Cardinal Health’s Jeanetta Darno, who is responsible for enterprise-wide D&I efforts that serve more than 40,000 employees worldwide.

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Volume 9 • Number 4 July / August 2007

81

2007 International Innovation in Diversity Awards Innovation is creativity colliding with opportunity. Some organizations do it well; others languish, never quite finding the spark that ignites new ideas or makes old ideas fresh.

Here are the best and best-executed innovations of 2006.

departments

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Momentum Diversity Who, What, Where and When

From My Perspective

by David Casey Is Normal Really Abnormal?

All of us could benefit from further diversity training precisely because we are normal.

David Casey explains why.

16 Catalyst

LGBT Inclusion at Work In honor of Pride Month, Catalyst focuses on lesbian, gay, bisexual, and transgender

(LGBT) inclusion at work, with a special focus on an area for which most organizations have not yet created policies: transgender inclusion.

94 MicroTriggers Real-Life MicroTriggers

MicroTriggers are those subtle—and not so subtle—behaviors, phrases and inequities that trigger an instantaneous negative response. Here are more examples submitted by real people whose identities and places of business are being protected for obvious reasons.

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© 2007 Bankk of the West.

West. Member FDIC.

American Airlines and American Eagle Appoint Four Newest African American Leaders FORT WORTH, Texas—American Airlines and its regional affiliate, American Eagle, have announced their most recent appointments of AfricanAmerican leaders.

David Campbell

Dave Campbell has been named senior vice president— Technical Operations.

He assumes oversight for the Maintenance and Stores, Flight, and System Operations Control (SOC) organizations.

Previously Campbell was the vice president for base maintenance at American’s Alliance Fort Worth and Kansas City bases. He joined American Airlines in 1988, serving in a variety of roles. A graduate of Louisiana Tech University, Campbell holds a bachelor’s degree in business administration.

Lillian Dukes

Lillian Dukes has been appointed vice president of Technical Services for American Eagle Airlines. She has spent more than 20 years in the aerospace industry.

Dukes earned a master’s degree in electrical engineering at Villanova University and a bachelor’s degree in electrical engineering and mathematics from Carnegie-Mellon University. Her career as an engineer began with General Electric Aerospace. Dukes has been widely recognized as someone making a difference in the technology industry. She has spoken internationally on issues facing maintenance organizations within the airlines and 8

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has continued to mentor students and employees in their professional growth.

Michael Collins

Michael Collins has joined American Airlines as managing director for Diversity Strategies and will lead the team responsible for advancing the company’s efforts in diversity for employees, customers and suppliers. Collins joins American from Citigroup in Las Vegas, Nevada, where he served as operations manager for Citicards.

Prior to Citigroup, he was the regional manager for diversity at American Express. He holds a bachelor’s degree in business administration from Illinois State University and an M.B.A. from the University of North Carolina at Greensboro.

Eric Stallworth

Eric Stallworth has joined American Airlines as manager of Diversity Strategies. He will be responsible for creating strategies that strengthen the company’s relationships with its employees, its customers and the communities it serves. A Louisiana native, Stallworth is a graduate of Xavier University in New Orleans. He most recently served as diversity program director for Rockwell Collins in Cedar Rapids, Iowa. American Airlines is the world’s largest airline. American Eagle operates more than 1,800 daily flights to more than 160 cities throughout the United States, Canada, the Bahamas, Mexico and the Caribbean on behalf of American Airlines. American Airlines, Inc. and American Eagle Airlines, Inc. are

subsidiaries of AMR Corporation.

(NYSE:AMR).

Catherine M. Coughlin Named Senior Executive Vice President and Global Marketing Officer by AT&T Inc. Catherine Coughlin, former CEO and president of AT&T Midwest, has been named global marketing officer by AT&T. Coughlin Ms. Coughlin joined Southwestern Bell in her native St. Louis in 1979. She has grown with the company as it evolved from a five-state telephone operation to the world’s largest telecommunications services provider. Today, AT&T leads the industry in wireless, business, Internet access, voice and directory, and is gaining momentum in the TV market.

In her current position, Ms. Coughlin oversees brand strategy, advertising, corporate communications, corporate responsibility, events and sponsorships worldwide. She reports to Chairman and CEO Randall Stephenson. Ms. Coughlin is charged with completing the integration of advertising and communications for wireless and the Southeast following the completion of the BellSouth merger late last year, and further building AT&T’s brand and reputation for service among its customers worldwide.

Ms. Coughlin holds a B.A. in economics from Northwestern University and an M.B.A. in finance from St. Louis University. She serves on the board of directors of several organizations, including Northwestern University.

Randall Stephenson Becomes Chairman and CEO of AT&T Inc. SAN ANTONIO, Texas—Randall Stephenson has been named chairman of the board and chief executive officer of AT&T Inc., one of the Stephenson world’s leading telecommunications companies.

Stephenson, 47, succeeded Edward E. Whitacre Jr., who retired from both positions today. Stephenson announced that the following executives will report to him: Bill Blase, 52, senior executive vice president, Human Resources Jim Callaway, 60, senior executive vice president, Executive Operations Jim Cicconi, 54, senior executive

vice president, External and Legislative Affairs Cathy Coughlin, 49, senior executive vice president and global marketing officer Ralph de la Vega, 55, group president, Regional Telecommunications and Entertainment Rick Lindner, 52, senior executive vice president and chief financial officer Forrest Miller, 54, group president, Corporate Strategy and Development Stan Sigman, 60, president and chief

executive officer, AT&T Mobility Ron Spears, 59, group president,

“We are focused on developing innovative ways to meet our customers’ communications needs while providing the best, most reliable and easiest service possible,” said Stephenson.

AT&T Inc. (NYSE: ATT) is a premier communications holding company.

Additional information about AT&T Inc. is available at http://www.att.com.

Burson-Marsteller Appoints Mireille Grangenois Managing Director of Multicultural Practice NEW YORK – Burson-Marsteller, a leading global public relations and communications consultancy, has appointed Mireille Grangenois as Grangenois managing director to lead its Multicultural Practice.

Grangenois will report to Patrick Ford, U.S. president and CEO, and New York Market Leader Tony Telloni.

Grangenois was most recently vice president for advertising at The Baltimore Sun where she helped deliver readership and audience growth, with an emphasis on applying consumer-focused intelligence in product development. A significant part of her strategy was to identify and implement audience building and revenue producing strategies that enhanced the newspaper’s relationship with Maryland’s African-American market.

Grangenois earned a bachelor’s degree in journalism from New York University. She is currently a trustee of the Center Stage Theater in Baltimore.

Global Business Services John Stankey, 44, group president, Operations Support Wayne Watts, 53, senior executive vice president and general counsel Ray Wilkins, 55, group president, Diversified Businesses.

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Clinton Names Weldon Latham National Campaign Co-Chair The Clinton campaign has announced that Washington attorney and democratic activist Weldon Latham has been named a national Latham co-chair of Hillary’s campaign. “My friend Weldon has devoted his career to fostering diversity in public life and the workplace, and I’m honored to have his support,” Clinton said.

Latham is a senior partner and chair of the Corporate Diversity Counseling Group at the international law firm Davis Wright Tremaine, with 30 years of experience in corporate law, crisis management and corporate diversity counseling.

“Senator Hillary Clinton has a strong vision for America’s future,” Latham said. “Among the many formidable skills that Hillary Clinton brings as a presidential candidate is her ability to listen and respond to what Americans are saying. Senator Clinton has assembled a team that looks like America, and understands the complex issues that face our nation.”

Latham is one of the country’s leading experts on discrimination law and corporate diversity. He works with major corporations, government officials and quasi-government agencies when faced with highly-publicized charges of race and gender discrimination. He also advises Fortune 200 CEOs on how to create better and more productive workplaces by fostering diversity and inclusion. Latham has been a long-time Democratic party leader, having been an at-large member and trustee of the Democratic National Committee (DNC), as well as a vice-chair of the Democratic Business Council. He was also an honorary vice-chair of the Clinton/Gore campaign.

Amy Girdwood Promoted to Executive Vice President, Human Resources SILVER SPRING, Md.—Discovery Communications has announced the promotion of Amy Girdwood to executive vice president, Human Resources.

Girdwood In her new role, Girdwood is responsible for leading the human resources management team supporting Discovery’s global work force, covering more than 170 countries and five continents.

In her previous roles at Discovery, Girdwood was responsible for providing the first dedicated in-house human resources service to a rapidly expanding, diverse workforce in Europe. Additionally, she re-engineered business structures in Europe and Asia and created a global exchange program to develop talent and regional operations as part of the Discovery Networks International division.

Prior to joining Discovery, Girdwood worked at Flextech Television, a London-based cable broadcaster, where she integrated employees into a new entity following two separate company acquisitions, oversaw the launch of a company stock option initiative for all employees and designed a graduate management-training program.

Harley-Davidson Motor Company Promotes Bozeman to VP, Powertrain Operations

Bozeman

MILWAUKEE, Wis.—HarleyDavidson Motor Company has named Dave Bozeman, 38, vice president and general manager, Harley-Davidson Powertrain

Operations. In his new role, Bozeman will tackle manufacturing process and product development innovation while continuing to oversee the production of transmissions and engines for HarleyDavidson Sportster and Buell motorcycle models.

Since joining Harley-Davidson as a manufacturing engineer in 1992, Bozeman has held multiple positions within the company. He earned a bachelor’s degree in manufacturing engineering technology/mechanical design from Bradley University and a master’s degree in engineering management from the Milwaukee School of Engineering.

An avid motorcyclist, Bozeman rides a Harley-Davidson Ultra Classic Electra Glide motorcycle, along with his wife, Dawn, on her VRSCB V-Rod motorcycle. The couple has four children and lives in Menomonee Falls, Wis. Harley-Davidson, Inc. is the parent company for the group of companies doing business as Harley-Davidson Motor Company, Buell Motorcycle Company and Harley-Davidson Financial Services.

she has held since February 2005, Ms. Ramos was instrumental in designing corporate strategy and enhancing the planning process for this $2.4 billion manufacturer, marketer and retailer of residential furniture.

Ms. Ramos holds an M.B.A. in finance from the University of Chicago.

In making the announcement, ITT Chairman, President and Chief Executive Officer Steve Loranger said, “We are delighted to welcome Denise to the strong leadership team of ITT. I know she will be a tremendous asset to our Company and to our senior leadership team.”

ITT Corporation (www.itt.com) supplies advanced technology products and services in several growth markets.

ITT is a global leader in the transport, treatment and control of water, wastewater and other fluids. Headquartered in White Plains, N.Y., the company generated $7.8 billion in 2006 sales. In addition to the New York Stock Exchange, ITT Corporation stock is traded on the Euronext and Frankfurt exchanges.

New York Life Announces Executive Promotions in the Office of General Counsel

Denise L. Ramos Joins ITT Corporation as Chief Financial Officer White Plains, N.Y. – ITT Corporation (NYSE:ITT) announced that Denise L. Ramos will join the Company as chief financial officer, Ramos effective July 1, 2007. Ms. Ramos, 50, currently chief financial officer of Furniture Brands International, will succeed George E. Minnich, 57, who is retiring from the Company.

Ms. Ramos brings broad industry and functional experience to this position, with almost 30 years of financial assignments at several industry-leading companies. In her current role, which

NEW YORK – New York Life Insurance Company has announced that Sara Badler has been promoted to senior vice president and deputy general Badler counsel and Richard Taigue has been promoted to first vice president and deputy general counsel in the Office of the General Counsel. Both executives report to Senior Vice President and General Counsel Thomas English.

Ms. Badler is responsible for managing the unit within the Office of General Counsel, which provides legal advice to the Company’s life insurance, annuity, long term care and group operations, its

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agency department and to the Company’s retail broker-dealer. She is also responsible for the unit, which provides legal support to the Office of the Chief Investment Officer and on M&A activity. Ms. Badler re-joined New York Life in 2004 as vice president and associate general counsel. In 2006, she was promoted to first vice president and deputy general counsel.

Ms. Badler received a bachelor’s degree from Cornell University, a Juris Doctorate from Fordham University School of Law and a Master of Science degree from Bank Street College of Education. She resides in New York City.

Mr. Taigue is now

responsible for managing several areas within the Office of General Counsel, including subsidiary corporate governance and Ta i g u e oversight of the legal operations for New York Life’s subsidiaries. He is also responsible for managing the intellectual property, commercial contracts and legal risk assessment units of the Office of General Counsel.

Mr. Taigue joined New York Life as assistant general counsel in 1990, was promoted to associate general counsel in 1992, elected vice president and associate general counsel in 1995, and became vice president and deputy general counsel in 2004.

Mr. Taigue received a bachelor’s degree from City College of New York, and a Juris Doctorate degree from St. John’s University School of Law. He resides in Lynbrook, N.Y. In addition, Karen Lamp has been promoted to vice president and associate general counsel in the Office of General Counsel, reporting to Senior Vice President and Deputy General Counsel Michael DeMicco.

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Office of General Counsel, providing counsel and supervising junior litigators on the company’s most significant cases. Ms. Lamp joined the company Lamp in 1991 as assistant general counsel and was promoted to associate general counsel in 1994.

Ms. Lamp received a bachelor’s degree from the University of Iowa, and a Juris Doctorate degree from the University of North Carolina, Chapel Hill. She resides in New York City.

New York Life Insurance Company, a Fortune 100 company founded in 1845, is the largest mutual life insurance company in the United States and one of the largest life insurers in the world.

Headquartered in New York City, New York Life’s family of companies offers life insurance, retirement income and longterm care insurance.

U.S. Nuclear Regulatory Commission Named Best Diversity Company SPRINGFIELD, N.J. – Diversity/Careers in Engineering and Information Technology magazine has recognized the U.S. Nuclear Regulatory Commission as a Best Diversity Company. The award is based on the results of an online survey in which participants were asked to identify the diversity strengths of corporations, government agencies and other organizations that employ technical professionals. The 100 organizations that scored highest with readers for their support of minorities and women were recognized.

The regulatory commission may display a special icon acknowledging the award in its advertising.

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Northrop Grumman’s Jennifer Murrill Receives Women in Technology Rising Star Award MCLEAN, Va. – Northrop Grumman Corporation’s (NYSE:NOC) Jennifer Murrill was recognized as a winner by Women Murrill in Technology (WIT) at its Eighth Annual Women in Technology Leadership Awards. Ms. Murrill, an employee of Northrop Grumman’s Information Technology (IT) sector, was honored in the Rising Star category for demonstrated leadership at an early point in her career.

Murrill is a cost analyst for Northrop Grumman IT’s Intelligence group. In this role, she applies mathematical concepts and statistical methods to analyze engineering data in an effort to predict the future cost of complex systems from development, through production, to operations and support.

Murrill is also involved in cost research, data collections, data normalization, and independent cost estimates and methods development for space systems in the intelligence community.

“Jenny is highly regarded as a role model within Northrop Grumman and the community,” said Michele Toth, vice president of human resources and administration and competitive excellence for Northrop Grumman IT. “She has committed herself to the engineering profession while staying actively involved in her local and academic communities.

Her talents and perseverance merit this distinguished award.”

Women in Technology is the premier organization contributing to the success of professional women in the greater Washington, D.C., technology community. The awards recognize women who embody WIT’s spirit to

“connect, lead, succeed.” (See www.womenintechnology.org.)

Ms. Murrill earned bachelor’s and master’s degrees in systems and information engineering from the University of Virginia, Charlottesville.

Northrop Grumman Corporation is a $30 billion global defense and technology company whose 122,000 employees provide innovative systems, products, and solutions in information and services, electronics, aerospace and shipbuilding to government and commercial customers worldwide.

NRC Ranked Best Place to Work in the Federal Government The Nuclear Regulatory Commission captured the top ranking among large federal agencies in the 2007 Best Places to Work in the Federal Government rankings announced by the Partnership for Public Service and the American University Institute for the Study of Public Policy Implementation.

The NRC, along with others, was recognized in a ceremony in Washington, D.C., where NRC Chairman Dale E. Klein said, “This is a very great honor for all the men and women at the NRC, who are committed to our mission of protecting people and the environment. The remarkable dedication and camaraderie at our agency make it a great place to work, and we will work hard to keep it that way.”

The NRC is recruiting about 400 employees each year for the next few years because of the expected arrival of close to two dozen applications for new reactor licenses beginning this fall. This ranking, along with new recruiting authority provided by Congress, should assist in the agency’s hiring efforts to maintain an innovative and effective workforce.

Rankings are compiled by the Partnership using data from the Office of Management and Budget’s 2006 Federal Human Capital survey. This

year, a record 221,000 employees at 283 federal organizations responded. The survey data is analyzed by the Partnership to develop detailed rankings of federal agencies. Agencies are ranked according to employee satisfaction and engagement, plus by ten workplace categories including effective leadership, strategic management, teamwork, and training and development, plus pay/benefits and work/life balance.

As a result of NRC employee responses to the survey, the NRC ranked number one in eight of ten categories and scored well above the governmentwide average. It ranked consistently higher in three key categories of effective leadership, employee skills/mission match and work/life balance. The NRC also ranked first among all age groups and for black and white employees.

Details of the survey can be found at: http://www.bestplacestowork.org.

Raytheon Honored by Women in Engineering Programs & Advocates Network ORLANDO, Fla.—Raytheon Company (NYSE:RTN) received the Breakthrough Award at the 2007 Women in Engineering Programs & Advocates Network (WEPAN) annual conference in Orlando, June 10-13.

The Breakthrough Award honors an employer for creating a work environment that enhances the career success of women engineers of all ethnicities.

Raytheon was selected for its institutional structures and programs that help foster diversity, especially for its women employees.

“Diversity at Raytheon is about inclusiveness, in terms of providing an atmosphere where everyone feels valued and empowered to perform at a peak level, regardless of the many ways we are all different,” said Lori Berdos, president of Raytheon’s Global Women Network, a companywide employee resource group, which serves as a strategic business partner in building and maintaining a diverse workforce.

Since 1990, WEPAN has honored individuals, programs and corporations for extraordinary service, significant achievement, model programs, and work environments that support the career success of women engineers. Raytheon was the only organization WEPAN recognized as an entire company this year.

Raytheon Company, with 2006 sales of $20.3 billion, is a technology leader specializing in defense, homeland security and other government markets throughout the world. With headquarters in Waltham, Mass., Raytheon employs 73,000 people worldwide.

Nadine Vogel Receives Humanitarian Award The New Jersey Broadcasters Association presented the Howard L. Green Humanitarian Award to Nadine Vogel, president Vo g e l of Springboard Consulting LLC, of Mendham, N.J. The award was given at the Best of the Best awards luncheon as part of the Mid-Atlantic States Broadcasters annual conference at Caesars Palace in Atlantic City, N.J. Presenting the award was Elizabeth Christopherson, executive director and CEO, NJN Public Television & Radio.

Ms. Vogel was honored for having made an outstanding contribution to furthering humanitarian benefits to society, specifically for individuals who either have a disability or have a child or other dependent with special needs.

Ms. Vogel has an M.B.A. from Golden Gate University in San Francisco, Calif., and a bachelor’s degree in industrial psychology from the College of Charleston in Charleston, South Carolina. She resides in New Jersey with her husband and two daughters, both of whom have special needs.

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by David Casey

Is Normal Abnormal?

W

hat drives you to educate or train others on the subject of diversity management? Better yet, if you face resistance from others on matters of diversity education or training, why do you think they resist? More often than not it is because of how it is positioned.

Diversity management practitioners often position educating and training with fixing something or someone who is abnormal in their thinking or approach to managing diversity.

In fact, this was my perspective until recently. I was attending a meeting of fellow diversity management practitioners.

One of the featured speakers was Dr. Samuel Betances, who many of you know. Dr. Betances challenged us all to think about how it is normal for us all to have an unbalanced view of the world and the people around us.

So, it stands to reason that we ALL need diversity education and training because we are normal. Got it? I have over-simplified a very elegant and engaging presentation, but I walked away with a different way of thinking about how to

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“No matter how long you have been a diversity practitioner, you must acknowledge that our collective states of normal may be skewed by our abnormal views of the world.’’

position the “what’s in it for me?” for those who don’t see the value in developing a diversity management capability.

Why is our abnormal normal? Because we are all shaped by life experiences and filters that make our perceptions reality to us when they may not be reality to others.

Here’s an example. If I were to walk into a country western bar today, I would have a visceral level of discomfort and would probably assume that the patrons would not want me there for no other reason than the fact that I am black—and people who like country music do not like black people.

Now I know better than that, but my life has been shaped by years of media portrayals and personal experiences that still give me that unfounded belief. I know there is no reason to believe that everyone who likes country is a racist.

That’s one of my abnormal normals.

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(By the way, I’ve got a little Toby Keith and Sara Evans on the iPod!) All of us could benefit from further diversity training precisely because we are normal! As you think about what this means to you, keep a few things in mind: • No matter how long you have been a diversity practitioner, you must acknowledge that our collective states of normal may be skewed by our abnormal views of the world.

• Your perceptions are your reality, but remember that they are YOUR reality and may not be THE reality for others.

So the next time someone tells you they don’t need diversity training, tell them, “Sure you do, if you’re normal!”

PDJ David Casey is VP of Talent Management, and Chief Diversity Officer, at WellPoint, Inc. His column appears in each issue of Profiles in Diversity Journal.

Dell Celebrates Hispanic Heritage Month At Dell, we’re committed to bringing together individuals with diverse backgrounds, thinking, leadership and ideas, and arming them with the best tools to ensure their success. We believe this helps drive innovation and makes Dell a more dynamic company.

Through career development, mentoring programs, network groups and products like the Dell Latitude D620 with Intel™ Centrino™ Duo Mobile Technology, we offer the resources to help every employee achieve their potential. Our goal is to ensure that Dell is a great place to work, grow and aspire.

Success real time. Capture it at Dell.

Dell recommends Windows Vista™ Business

CAREERS AT DELL. CONSIDER THE POSSIBILITIES.

www.dell.com/careers Dell and the Dell logo are trademarks of Dell Inc. ©2007 Dell Inc. All rights reserved. Intel, the Intel logo, Intel Inside, the Intel Inside logo, Centrino and the Centrino logo are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. Dell Inc. cannot be held responsible for errors in typography or photography. Dell is an AA/EO employer. Workforce diversity is an essential part of Dell’s commitment to quality and to the future. We encourage you to apply, whatever your race, gender, color, religion, national origin, age, disability, marital status, sexual orientation, or veteran status.

LGBT Inclusion at Work LGBT Inclusion: Understanding the Challenges

By Catalyst

In honor of Pride Month, Catalyst focuses on lesbian, gay, bisexual, and transgender (LGBT) inclusion at work, with a special focus on an area for which most organizations have not yet created policies: transgender inclusion.

More and more organizations recognize that creating a lesbian, gay, bisexual, and transgender (LGBT) inclusive workplace is a competitive advantage.

By successfully recruiting, retaining, developing, and advancing LGBT employees, organizations increase their ability to compete effectively for talent, minimize attrition costs, and gain wider access to LGBT consumer markets.

Initiatives focused on LGBT employees are a vital component of a broader diversity and inclusion strategy. Indeed, most Catalyst members feature policies and programs, such as domestic partnership benefits and LGBT employee network groups. While these are important first steps, LGBT inclusion is a complex issue and organizations need to do more to address the concerns of LGBT employees, especially transgender employees.

When some people hear about LGBT-inclusion initiatives, they think it is a discussion about sexual behavior in the workplace. As a result, they may see an individual’s LGBT identity as a sensitive and private matter that falls outside of the concern of an employer and should be left at home.

These beliefs often lie at the heart of employee resistance to these

initiatives. Therefore, it is important for diversity practitioners and managers to communicate that the term “LGBT” refers to a person’s sexual orientation, and/or gender identity and mode of gender expression, not an individual’s sexual behavior or activity. It is also critical to underscore that, for everyone, sexual orientation, gender identity, and gender expression are defining individual characteristics that we all bring to work.

Gender Identity and Gender Expression: Transgender Employees at Work Transgender inclusion is the protection and inclusion of employees on the basis of gender identity and/or gender expression. Gender identity is defined as the inner sense of being female or male, regardless of biological birth sex.

Gender expression is how an individual manifests a sense of femininity or masculinity through his or her looks, behavior, grooming, or dress. Yet gender identity and gender expression are different from, and do not predict, sexual orientation, which is a term commonly used to refer to a person’s emotional, romantic, or sexual attraction to individuals of a particular gender.

Because transgender inclusion is new territory for most organizations, continued on next page

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I AM

Reginna Burns, SPHR

Sr. HR Director Microsoft Member since 1997 “SHRM has become a part of who I am as an HR professional and it reminds me that I belong to a profession that has a voice.�

Leading People. Leading Organizations.

www.shrm.org

LGBT Inclusion at Work continued

transgender employees are often not protected by existing sexual orientation anti-discrimination policies and statements. This lack of policy, combined with a dearth of public education about the transgender community, often leads to misunderstandings and discrimination at work.

Traditional cultural norms and stereotypes of gender identity and gender expression are infrequently challenged at work. Most employees conform in behavior and dress to the gender norms that our culture assigns to each biological sex. Transgender employees challenge the norms and beliefs about the relationship between gender and biological sex. By disclosing themselves as transgender in the workplace, they may do a number of things that break the mold: change their names, ask coworkers to refer to them with a new pronoun (“he” instead of “she”), and dress in a way that does not conform to gender norms.

Breaking the “rules” of gender identity and gender expression is, by nature, extremely public and sometimes a necessary component of transition.

In fact, transgender employees who elect surgery may have to live their new gender role for at least one year in order to be deemed eligible. Therefore, transgender employees are frequently at risk of facing extreme discrimination.

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Coworkers are often confused about the process; they may feel uncomfortable when transgender employees start using a different bathroom or dressing in a different manner.

Transgender employees face a difficult process. They must see a medical professional and rigorously discuss their thoughts on their gender identity, may take hormones, and may participate in expensive surgery. Society can make this transition even more arduous—from strangers questioning gender to coworkers confused about which pronoun to use— and the responses are not always positive.

Organizations are often inexperienced in supporting transgender employees. Rather than letting the arrival of a transgender employee in an organization create confusion, organizations can incorporate transgender education into LGBT-inclusion efforts, as well as include gender identity and expression in diversity and inclusion policies.1 PDJ Founded in 1962, Catalyst is the leading nonprofit corporate membership research and advisory organization working globally with businesses and the professions to build inclusive environments and expand opportunities for women and business. To purchase your copy of Making Change: LGBT Inclusion— Understanding the Challenges or to download free copies of our research reports, visit www.catalyst.org.

1

For more information, see Human Rights Campaign, Transgender Issues in the Workplace: A Tool for Managers (2004).

Jenna, a male-to-female transgender employee at a Fortune 500 company, told her supervisor that she was planning to have sex reassignment surgery. She explained that living fully as a woman for at least one year was one of the necessary prerequisites for the surgery.

Jenna had always been a top performer in the company, was well-liked by others, and was considered a “team player.” Because this is a key learning opportunity, Jenna’s supervisor needs to be able to turn to a human resources or diversity practitioner on staff for direction on how to manage the situation appropriately, ensuring that Jenna is supported and that her coworkers are educated on the process.

Dealing with the questions, concerns, or even fears that Jenna’s coworkers might have is an important facet of transgender inclusion.

CHEVRON is a registered trademark of Chevron Corporation. The CHEVRON HALLMARK is a trademark of Chevron Corporation. Š2007 Chevron Corporation.All rights reserved.

Bring the world together, and you help develop a better one.

In a global marketplace, a rich tapestry of ideas, skills and perspectives is a key competitive advantage.

At Chevron, we support diversity initiatives around the world, fostering growth and opportunity for everyone. To find out more, visit us at chevron.com.

Combine a background in business and the military with an MBA and you have a powerful package. That’s an apt description of Cardinal Health’s Jeanetta Darno, who is responsible for enterprise-wide D&I efforts that serve more than 40,000 employees worldwide.

Please describe Cardinal Health’s global presence. Describe the scope and scale of the company to a reader who may not be familiar with it.

Cardinal Health is ranked No. 19 in Fortune magazine’s Fortune 500. Our success is fueled by more than 40,000 employees in 29 countries, and we operate globally, with business operations on five continents. We provide the health-care industry with products and services that help hospitals, physician offices and pharmacies reduce costs; improve safety, productivity and profitability; and deliver better care to patients.

How does Cardinal Health define diversity and inclusion, as it relates to the efforts within the company?

We view diversity through a broad lens. We focus on the individual dimensions of diversity that each employee, customer, and recruit with whom we interact represents. And, we also focus on the diversity of the communities where we live and work, and the diversity that exists at the organizational level, too.

When we define diversity at an individual or personal level, we focus on primary dimensions like age, ethnicity, gender, race, sexual orientation, and mental/physical abilities. But we also think it’s important to focus on secondary dimensions—which happen to be dimensions that don’t instantly come to mind when many people think ‘diversity.’ These secondary dimensions, like communication

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Jeanetta Darno Cardinal Health

style, education, family status, military experiences, primary language, income, geographic locations, organizational role and level —even religion, work experience and work style—also have an impact on how we interact with each other.

We view inclusion as creating an environment where all employees can reach their maximum potential. It’s the process of leveraging the power of our diverse differences and similarities to better serve our customers and to make Cardinal Health a great place to work.

What are the main components of your D&I program? Is the management of D&I programs largely U.S.-based or present throughout the worldwide organization?

The main focus of Cardinal Health’s diversity and inclusion program is to create an environment which unleashes the potential of all employees. We also recognize that we’re operating within an increasingly complex workplace and community—so we’re also focused on helping the company effectively manage the challenges and opportunities associated with the ever-evolving marketplace that we operate within.

Our diversity and inclusion programs are largely U.S.-based, but as Cardinal Health expands its global presence, we expect to expand our D&I effort to mirror our geographic growth.

Are there unique opportunities in your particular industry for implementing diversity programs?

Yes. As the United States becomes increasingly diverse, so do the healthcare products and services that our workforce, marketplace and communities seek. Whether it is due to an aging Baby Boomer generation; increased awareness of specific risk factors and health issues in African-American communities; the growing affluence of GLBT households; or an influx of immigrants from other nations; healthcare needs are changing.

These changes enable us to leverage diversity as a competitive advantage, because the more diverse our employee base is, the better we’ll be able to develop products and services that reflect a broad range of cultural differences and demands. In this respect, diversity impacts the bottom line in a variety of ways.

Diversity helps us foster creativity of thought and innovation. It helps us encourage unique solutions to problems, broaden our awareness of need, and appeal to broader markets.

Do you have any examples of how tapping employee diversity has yielded significant product or profit breakthroughs? Inter-business synergies?

Absolutely. For example, this year alone, Cardinal Health CEO Kerry Clark has recognized 11 different teams with special awards that recognize customer-driven innovations that are helping to make health care safer and more productive. Each of these teams is comprised of a diverse mix of team members—from engineers to warehouse workers, from marketing specialists to technical consultants, from scientists to financial analysts. These teams are geographically dispersed around the country. Each of these “Innovation Award” winners recognized a customer need, solicited diverse customer insight to learn more about that need—and then brought diverse internal teams together to create a solution to meet that need.

The solutions these teams created leveraged inter-business synergies and many were considered break-throughs. For instance, one team created a new product that helps premature infants breathe more easily. This product was such a breakthrough that 95 percent of our hospital customers who tested the product now use it.

Another of the solutions created a software system that would help hospitals provide compassionate care to a greater number of their community’s uninsured.

Headquarters: Dublin, Ohio Web site: www.cardinalhealth.com Primary business: Health care and pharmaceuticals Industry ranking: Cardinal Health is ranked No. 19 in the Fortune 500 and is also ranked by Fortune as the most admired company within its industry (health-care wholesalers).

2006 revenues: Approximately $81 billion

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Jeanetta Darno Cardinal Health

Cardinal Health’s Diversity and Inclusion teams host monthly Webinars to share diversity best practices, enterprise-wide.

CORPORATE LEADERSHIP

What resources (financial and manpower) are allocated on diversity? How do these reflect your company’s leadership commitment to diversity?

When I look at Cardinal Health’s leadership commitment to diversity, I see it reflected at various levels, from our CEO and board of directors to the 40,000 employees across the company.

For example, diversity and inclusion is a regular agenda item for our board of directors meetings. D&I is also an ongoing agenda item at each quarterly business meeting hosted by our executive leadership team. These venues ensure that we’re constantly fostering meaningful discussion around quantitative and qualitative progress toward our D&I goals. It also ensures that our senior leaders effectively understand, support and feel ownership of our diversity and inclusion initiatives.

At Cardinal Health, diversity is a center of excellence, reporting directly to the Chief Human Resource Officer along with the Total Rewards and Talent Management Centers of Excellence. Our team

works with other centers of excellence throughout the company, business leaders, and employees across the country.

I’m proud of Cardinal Health’s commitment to diversity and inclusion. My second year into the role, we delivered diversity and inclusion training to 99.6% of our employees, directors and above.

We continue to sustain that foundation of awareness by ensuring all new directors and above participate in diversity and inclusion training and those below that level enroll in one of our diversity sessions online or on our diversity Web site.

Does your company address diversity in its annual report? Is it important to talk about diversity with shareholders?

Cardinal Health’s commitment to diversity was a key visual theme for its 2006 annual report.

To reinforce our commitment to diversity, the report’s cover prominently featured employees from diverse ages, ethnicities, and backgrounds, spanning 3 countries, to ensure inclusion of the most

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Jeanetta Darno Cardinal Health

diverse array of Cardinal Health employees and customers.

Prominently featuring employee and customer photos, worldwide, created excitement and a sense of shared ownership for the annual report.

We also included key diversity metrics in this year’s annual report, including diverse supplier spend and senior management diversity training statistics.

Our employees seemed to really appreciate seeing themselves reflected in what is one of the most important communications materials we produce all year.

Our commitment to diversity is also integrated into our EPPIC Core Values, which are the timeless, guiding principles of our culture. Specifically, key diversity-focused values that we regularly communicate to shareholders and employees include: • We practice inclusion, value diversity and encourage work/life effectiveness • We embrace a culture of compliance, operate within the letter and spirit of the law and avoid conflicts of interest • We treat others with dignity, respect and compassion • We speak up when something is not right and confront the difficult issues • We recognize the unique contribution of each individual and the value of teamwork • We encourage respectful debate and disagreement • We communicate openly and candidly • We enhance the customer experience by seeking opportunities to work globally with customers and others across the organization.

Do you have any programs in place to increase the cross-cultural competence of your senior management team? Can mid-level managers acquire similar training?

In 2003, we rolled out “Inclusion Awareness” training to all employees, which included real-life examples of the business implications of diversity as well as tools and strategies to enhance workplace interactions. The objectives of this training were to: • Build a common language and foundation for diversity and inclusion at Cardinal Health; • Increase participants’ understanding of the business case for diversity;

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• Engage participants in a positive dialogue that encourages proactive support of Cardinal Health’s initiative; and • Help participants understand how to apply inclusion principles in the workplace.

So far, 99.6 percent of Cardinal Health directors and above have completed this training. We also plan to roll out diversity and inclusion e-learning curricula to help all employees increase their cross cultural competence.

How are decisions about diversity made in your organization? Is there a diversity council and who heads it up? Who participates?

Decisions about diversity are made on a number of levels at Cardinal Health.

First, we have a diversity and inclusion steering council comprised of executives representing each of our business segments. The chairperson for the council is a direct report to our CEO. In addition, the other members of the steering council are also direct reports to segment CEOs or C-level leaders of our corporate functions.

Cardinal Health is an $80 billion, geographically-dispersed company—so to make diversity and inclusion ‘real’ for all employees, we also created segment diversity councils, which play a key role in promoting diversity and inclusion in each of our operating segments. These segment diversity councils are sponsored by a senior executive and are made up of individuals who represent the various businesses and corporate functions.

The councils exchange diversity best practices, promote accountability and align Cardinal Health’s diversity initiatives with segment and corporate objectives across the company. Finally, we have enterprise-wide employee network steering councils: A Minority Leaders Network and a Women’s Initiative Network.

The Chief HR Officer and I regularly review the diversity strategy, objectives and progress with our CEO. He sets the overall direction for our initiative.

EMPLOYEE INCLUSIVENESS

How does your company gauge inclusion of employees? What are the tests, measurements and benchmarks (metrics) that indicate where the company is on the inclusion graph?

We measure inclusion of our employees through various means.

In many ways, we use the same metrics other companies utilize:

Interview

Jeanetta Darno Cardinal Health

Jeanetta Darno Executive Profile Company: Cardinal Health Title: Director, Diversity & Inclusion Years in current position: Three Education: M.B.A. from The Ohio State University, a master’s degree in human resources from the University of Central Texas (a Texas A&M campus), and a bachelor’s degree in political science from Jackson State University.

First job: As a junior in high school, I worked as a hostess at the local steak house.

What I’m reading: I am reading three books: Barack Obama’s The Audacity of Hope: Thoughts on Reclaiming the American Dream; T.D. Jake’s Reposition Yourself: Living Life Without Limits; and a biography of Thomas Jefferson.

Family: I grew up in a military family. My siblings have been spread around the globe. I recently married the love of my life, my best friend. We have two little dogs: a French Mastiff and a white Boxer with a combined weight of 200 lbs.

Interests: Family and travel. Access to higher education and quality education. Leading a healthy lifestyle.

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“While completing a master’s degree in human resources, I researched the disparities of race relations.

That research really piqued my interest in the field, and I immediately realized

employee engagement, workforce diversity metrics, increased awareness through training, number of diverse suppliers, spend with diverse suppliers, employee benefits. We also benchmark our progress against other Fortune 100 companies and against rankings produced by diversity experts like Catalyst and Diversity Inc.

that this was a

Some say diversity is a “numbers game.” How career I could does your company know its culture is not just tied really feel up in numbers? How do you celebrate success? passionately Earlier, I referenced our innovation awards, various levels of about.” training, and how we communicate to our employees, customers Jeanetta Darno and suppliers. I believe that how we communicate, measure, and celebrate diversity are indications that we view diversity as a key pathway to innovation. Celebrating success is critical to ensuring constant progress in any initiative, particularly those related to diversity and inclusion.

One of the most successful ways we celebrate success is through our Diversity Best Practice Webinars. We introduced the webinars in January 2006 as a forum for Cardinal Health’s diversity councils— which are located throughout the United States—to share and leverage best practices in diversity and inclusion, enterprise-wide.

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Corporate leaders and employees from across the country participate in monthly webinars from the comfort of their own offices, and we invite external speakers to attend virtually, as well. Internal and guest speakers share insights related to topics including building a business case for diversity, how to form employee networks, mentoring, the importance of strategic partnerships, benchmarking, generational differences and more.

Diversity councils also share their successes and best practices.

Following each presentation, we encourage active discussion and Q&A, and then we post the audio and video files of the webinars to our intranet for all employees to access.

These webinars provide a regularly-scheduled, replicable forum for our diversity councils to share the exciting progress they’re making. And, they also fuel excitement and continued momentum for diversity efforts across the organization, because employees and corporate leaders really enjoy and become motivated by learning about progress and best practices from other areas of the company.

How did you get to your present position? What was your career path?

One of my favorite aspects of the diversity and inclusion career path is that there are so many roads that lead people to be involved in the field. I started in this field in 1990. While completing a master’s degree in human resources, I researched the disparities of race relations.

That research really piqued my interest in the field, and I immediately realized that this was a career I could really feel passionately about. After completing my master’s degree, I held operational, human resources and recruiting roles in a variety of organizations. I served as a captain in the United States Army, worked in the logistics team at Wal-Mart and also served as a human resources consultant on diversity and talent acquisition issues.

Interview

Jeanetta Darno Cardinal Health

Cardinal Health’s commitment to diversity is reflected in its companywide career opportunities.

I also took advantage of every opportunity for special assignments or to serve lead roles to support diversity initiatives of the organizations I served. That all ultimately led me here, to Cardinal Health, where I’m now fortunate enough to help lead an enterprise-wide D&I effort that serves more than 40,000 employees worldwide.

Who were/are your mentors? What about their business skill or style influenced you? How did they help in your professional and personal life?

Are you mentoring anyone today?

I’ve been inspired by a number of different mentors, each influencing me in unique ways at different times in my life. In my high school years, my track coach was an incredible mentor. She helped me understand the critical importance of setting goals, sticking to your commitments and constantly conditioning yourself for constant self-improvement.

In the military, the commanding officer for my battalion taught me the importance of being prepared prior to taking on any challenge—and the importance of making sure that your team members are fully prepared, too. From the private sector, two executives at Wal-Mart—Larry Duff and Mike Duke—taught me how to articulate a vision, develop a strategy and rally support to accomplish it.

If it were not for a combination of all these individuals, I know I wouldn’t be where I am today. That’s one reason why I always feel it’s my responsibility to mentor others—and to encourage fellow leaders to do the same.

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There’s a place where everyone is welcome. Where everyone is treated the same. Boeing strongly supports the never-ending mission to ensure that every workplace is that welcome place.

George Simons

Bailey W. Jackson Terrence R. Simmons

Anita Rowe Rafael Gonzalez

Gary A. Smith

Myrtha B. Casanova

Francie Kendall

Janet Crenshaw Smith

Sondra Thiederman Lewis Brown Griggs Trevor Wilson

Alan Richter Frederick A. Miller

Price M. Cobbs Taylor Cox Jr. Armida Mendez Russell

Steve Hanamura

Herbert Z. Wong

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Edward Hubbard Juan T. Lopez

Edith Whitfield Seashore

Marilyn Loden

Myrna Marofsky

Michael L. Wheeler Karen M. Stinson

Julie O’Mara

Patricia Pope

Judith H. Katz

Edie Fraser Margaret Regan Lee Gardenswartz Jeff Howard Barry and Elsie Y. Cross V. Robert Hayles

R. Roosevelt Thomas Jr.

Mary-Frances Winters

Kay Iwata

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DIVERSITY PIONEER

Myrtha B.Casanova, Ph.D. The Future Has Started

It has taken more than a century to develop the corporate operating principles that prevail today in areas of the world with an advanced economy and technology. Yet the key role of people as true drivers of development has been a business strategy only since the ’80s.

UNESCO (United Nations Educational, Scientific and Cultural Organization) declared in the 2002 Cultural Diversity Patrimony of Humanity that “. . . cultural diversity generates the development of humanity.”

By Myrtha B. Casanova, Founder, European Institute for Managing Diversity In the future, diversity inclusion management will be responsible for corporate results. New attitudes and new tools are required. As Albert Einstein once said, “I cannot solve problems with the same tools used to create them.”

• Information: A shrinking world with falling barriers is making it evident that the nature of the world is diverse.

• Governance: China, India and Islamic countries are emerging as new powers on principles that respond to their traditional cultures, rather than to established democratic codes.

• Technology: The United States and Europe will share research and development with China and India, with vast pools of researchers bringing new perspectives.

• Women: The 20th century was the era of technology; the 21st century will be the era of the feminine.

• Corporate citizenship: The economy will move to agile SMEs (small- and medium-sized enterprises) and micro enterprises, spurred by micro credits granted mainly to women.

• Entrepreneurial regions: In the 19th century, companies chose sites close to raw materials. In the 20th century, they chose logistics hubs and client proximity. In the 21st century, they must choose sites according to existing profiles of the human resources critical to their businesses.

• Diverse work force: The inclusion, not the segmentation, of diverse profiles of peoples in the organization will generate creativity, innovation and efficiency.

• The business case: Measuring costs and benefits of diversity policies will be a key business imperative for corporations to achieve efficiency in global, diverse environments.

• Time: Measuring people by their results and not by time spent at work will change the values, structure and definition of the business world as the time pattern vanishes.

• Changing demographics: As gender and age become critical indicators, new social transformation behaviors and legislation will emerge to leverage aging populations and the participation of women.

• Alternative energies: The explosion of developing countries will shift the grounds of growth to alternative energies in a new global balance.

The 15-year scenario is people-centered. It requires a new social contract, profound rethinking, an inclusive process of the diverse peoples that form the global community, respect for cultures and competence. The most challenging policy that leaders must manage in the future is diversity inclusion.

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DIVERSITY PIONEER

Price M. Cobbs, M.D. Where Are We Headed?

It is a daunting task to contemplate future opportunities and offer predictions for diversity and inclusion over the next 10 to 15 years.

Forecasting the future for a field of work in which one has been present from the beginning is tricky. Statements intended as the wisdom of experience may strike readers as the utterances of an old fogey. To further complicate matters, the work performed under the umbrella of diversity and inclusion has a conceptual newness and, as a result, is permeated with the smell of fresh paint.

By Price M. Cobbs

I am reminded of an essay, “Reflections of an Old Hand,� that I prepared for the first symposium of the Diversity Collegium held at Morehouse College in 1993. An excerpt follows:

The emergence of an interdependent global economy means that diversity and inclusion as concepts are much more widespread. What they mean and what organizational and societal issues they bring forth will vary from country to country and region to region. But as legitimate societal and business goals, they will undoubtedly continue and expand.

It is a field which to some appears to have emerged almost overnight . . . [and] the skills and competencies applied in this work are from divergent places: Organizational development, training, human resources, education, psychology, law and business management are but a sampling of the disciplines represented.

Finally, diversity and inclusion are being linked to other global issues such as environmental sustainability and ethics.

Where this path may lead is still unsettled, but it means that diversity and inclusion are no longer passing fads, but are entering the realm of core values.

While I once thought ideas emanating from these divergent places would limit the growth of our field, I have come to appreciate the strengths of synergy that derive from a variety of disciplines and backgrounds. In the recent past, what was initially a set of activities aimed at resolving contentious issues, first centering on race and then gender, has now grown into an endeavor to produce expanding management skills and competencies. Much of this progress has occurred because the people developing approaches to these issues brought a variety of perspectives. Research and study on why diversity and inclusion are necessary for the effectiveness of organizations will continue.

Price M. Cobbs, M.D. is a psychiatrist, author and management consultant.

His most recent book is a memoir, My American Life: From Rage to Entitlement.

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DIVERSITY PIONEER

Dr. Taylor Cox Jr. Challenges and Opportunities Facing Workplace Diversity as a Field Within Organizational Development

The challenges of macroeconomics Diversity practitioners, perhaps to a greater extent than experts on other organizational challenges, are impacted by the health of the economy. The U.S. economic forecasts indicate a pending crisis in the fiscal soundness of the U.S. government itself due to factors such as unfunded Social Security and Medicare obligations for almost 80 million baby boomers (now moving into their retirement years) and the cost of the Iraq war (now estimated at around $2 trillion).

By Taylor Cox Jr., CEO Taylor Cox and Associates To respond to this challenge, diversity specialists will need to become increasingly multi-skilled. For example, they will need to develop a track record of expertise on team building and effective communication in parallel with diversity dynamics.

In addition, we continue to need more and better research, especially on the economics of investments in managing diversity and the relative effectiveness of various organizational interventions. These steps will help by expanding our capability to have positive economic impact on organizations (through diversity-related interventions) and by raising awareness of the potential for such impact.

New product development A second major challenge facing the work on workplace diversity within the organizational development field is that core elements of our traditional product line (e.g., building state-of-the-art affirmative action programs and diversity training) have entered the mature phase of the product life cycle.

The working assumption of all who are involved with the diversity agenda in organizations should be that the legal framework for affirmative action will disappear within the next decade. Thus, a shift in product focus is needed here.

In addition, during the past 15 years a majority of U.S. organizations have completed initial diversity training, and many have developed internal expertise for continuing training on diversity fundamentals. What is needed, therefore, is atten-

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tion to new product development. For example, organizations will need to shift from traditional affirmative action programs toward other aspects of the equal employment opportunity agenda, such as social-identity-targeted employment preparation efforts and changing sources of supply for labor.

Finally, we will need to look more closely at the use of correlates of race, national origin and gender in selection, for differences such as in ways of thinking and the ability to speak multiple languages.

Other directions for new product development include a move away from general awareness training and toward training targeted to specific, diversity-related dynamics such as race and performance appraisals or social identity effects on communications in groups. Also needed in training are more content on culture, (both organizational and identity-group culture), more integration of diversity content in other training courses, and more development and marketing of nontraining interventions such as management systems analysis, executive coaching and strategic planning.

Taylor Cox and Associates is a research and consulting firm founded in 1982 that has worked with dozens of major organizations for educational development.

PDJ

DIVERSITY PIONEERS

Barry & Elsie Cross Understanding the Power Dynamics of Groups

I believe that the future challenge for diversity firms is helping clients win the war for talent.

The task of recruiting, retaining, promoting and developing a work force that represents the rapidly changing demographics of America involves more than traditional inclusion programs. The best way to win the talent

By Barry Cross, President, Elsie Y. Cross Associates, Inc.

war is to move beyond the bland, politically correct philosophy of inclusion that celebrates individual differences and start paying attention to the different experiences people have based on their group memberships, e.g., race, ethnicity, skin color, gender, sexual identity, physical ability, religion and age.

We need to recognize that there are power dynamics attributed to each group membership. We need to ask, “Who is on top and who is on the bottom of the organization chart? What groups are in and which are out?” If corporate leaders can acknowledge that these dynamics exist in American society, then they should also know that these dynamics spill over into their work environments.

Some organizations are meeting their representation and hiring goals. However, most organizations are not tracking the different employee experiences by group membership. Moving past inclusion means tracking group patterns, not just individual experiences within an organization. Once an organization begins to track dynamics at the group membership level

the next challenge emerges—the power dynamics between these groups.

As American demographics continue to change, so too will the power dynamics shift. This phenomenon can be seen right now in local city governments in New York, Miami, San Francisco, Philadelphia, Chicago, Dallas and Los Angeles.

Each city has different demographics and different group hierarchies. Some people-of-color groups have no power or are under-represented. When the group in power is not white, tension still occurs between groups. These intergroup dynamics will magnify as Hispanics (of many different ethnic groups and cultures) eclipse blacks as the largest minority group.

Understanding power dynamics between groups is a challenge for diversity firms.

Three other dimensions affecting organizations are religion, sexual identity and generational difference. The future challenge for diversity firms is to assist organizational leaders in seeing and working with the power dynamics of these issues at the group and organizational levels.

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DIVERSITY PIONEER

Edie Fraser Diversity 2020 Predictions

By 2020, America and the world will have changed dramatically.

In the United States, more than 12 states will have minorities as the majority population. (Right now, there are five states.) Huge demographic shifts prove it is going to be a “New America.” One in every five youths will be Hispanic, or 20 percent of the youth; and the Hispanic population will account for close to 60 million U.S. citizens. Immigration will be the norm as the need for service workers in particular becomes critical.

By Edie Fraser, Chair, Diversity Practice and Managing Director, Diversified Search The tickets for president, U.S. Senate and House of Representatives, and state houses will reflect diverse slates.

In the Senate there will be 26 women senators, five Hispanic senators and three African-American senators. (Right now, there are 16 women, three Hispanics and one African American.)

In February 2007, Harvard University named its first woman president, Drew Gilpin Faust. Half of the Ivy League universities will have women presidents by 2020.

• Board of directors’ representation will have changed. Today women are approximately 15.3 percent of major boards. By 2020, women will be 25 percent of boards here and 40 percent in Scandinavia. Minorities will have gained a similar footing on boards.

• Recruiting a senior level diverse executive team will be a top priority.

• We will have 30 women CEOs and 25 minority CEOs. • Chief diversity officers will report to CEOs and boards and make an average of $350,000 per year base.

• Chief environmental officers (sustainable development officers) will be in evidence everywhere.

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• There will be talent wars prompted by a major shortage of talent.

• Diversity as part of the bonus plan will average 20 percent.

• Work life: Half of the work force will be telecommuting and working remotely, and work-life benefits will be universal not only for women, but also for all, as the young and old want different lifestyles. Older workers will be invited to stay on. Few will retire at 65.

• Marketplace: Women and the multicultural marketplace are the backbone of the economy. Women, minorities and GLBT (gay, lesbian, bisexual and transgender) groups alone hold the major purchasing power of the economy, accounting for approximately 88 percent of all sales of products and services. Women and minorities will control 92 percent of the purchasing power by 2020.

• Globalization will be fundamental to success for all those operating in 2020.

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DIVERSITY determines det erm mines a company’s company’s suc success. ces e s.

Eastman K Kodak od dak C Company’s ompany’s ccommitment ommitmen nt to to div diversity ersity and inclusion involves employees, customers, suppliers in volves our emplo yees, cust omers, sup ppliers and ccommunities ommunities worldwide. worldwide.

Kodak’s innovations In our global marketplace, marketplace, K odak’s inno vations reflect reflect the creativity creativity and diverse workforce and culture. rich tapestryy of our div erse w orkforce an nd winning cultur e.

www.kodak.com/go/careers www .kod dak.com/ /go/careers © Eastman K Kodak odak Company, Company, 2006

DIVERSITY PIONEERS

Lee Gardenswartz,Ph.D., Diversity in the Decades Ahead

Over the last quarter of a century, diversity has become a common word in the lexicon of business and a strategic issue with bottomline implications. Most organizations have taken steps to create more inclusion in the workplace and remove discriminatory barriers. While progress has been made in increasing awareness, knowledge and sensitivity, much still needs to be done. The following are a few recommendations.

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L e e

G a r d e n s w a r t z ,

P h . D . ,

Approach diversity from a global perspective. As organizations

enlist technology need to be created to overcome time and

extend operations around the world and as immigration and

distance barriers. Examples include virtual team meetings via

migration bring the world to the workplace, a more global ori-

teleconferencing and online training.

entation is needed. Leveraging diversity and capitalizing on its potential benefits will be possible only if organizations work to increase awareness and knowledge about the cultural differences in their employee and customer bases. This calls for developing an attitude and approach that our colleague Dr. Melanie Trevalon calls “cultural humility.” Tailoring diversity and inclusion processes to take into account the different political, economic, cultural and social factors at play in global operations is essential.

While much diversity training historically has depended on relationship development through in-person interactions, innovative ways of building connections and training that

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workplace implications they present. Not only does each generation bring its own set of values, experiences and preferences to work, but each also brings its own take on diversity. How diversity looks through the lens of a “20-something” is not necessarily the same as it looks to a “50-” or “60-something.”

Organizations will need to be cognizant of these variations and continue to use an evolving approach to defining and managing diversity.

Use technology creatively to engage and connect staff.

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Recognize generational differences and deal with the

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Take a continuous improvement approach to diversity.

No matter how much work an organization has done or accomplished through its diversity initiative, it begins again with each new employee. Training and skill development need

DIVERSITY PIONEERS

and Anita Rowe, Ph.D.

a n d

A n i t a

R o w e ,

P h . D . ,

G a r d e n s w a r t z

&

R o w e

to be continuous. Also needed is an ongoing focus on making changes, both strategic and tactical, in systems, policies and feedback loop uncovers new areas of exclusion and new opportunities for improvement.

Take the next step in diversity by focusing on emotional intelligence. Dealing with differences triggers emotional responses, from curiosity and excitement to frustration,

Lee Gardenswartz, Ph.D, and Anita

resistance and anger. Employees need help in managing

Rowe, Ph.D. are partners in

these feelings.

Gardenswartz & Rowe, a manage-

The field of diversity, like all of life, will continue to evolve. The best thing a practitioner can do is to be mindful of the changes as they happen and be open and flexible in

ment consulting firm that since 1980 has helped organizations build productive, cohesive work teams,

responding to them.

develop inclusive environments and create inter-cultural harmony and understanding in the workplace.

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DIVERSITY PIONEER

Rafael Gonzalez

Future Possibilities of Diversity

After decades of doing corporate diversity work in the United States and internationally, I believe there are some exciting possibilities for the future. In the United States, we have an opportunity to leverage two of our greatest strengths: our culture and our intellectual flexibility.

By Rafael Gonzalez, Senior Consulting Associate, Leading Edge Associates Diversity in the future will be full of new opportunities and familiar challenges. An immediate opportunity is the lack of skilled workers in the United States. Companies investing strategically in communities and schools to train diverse young people in these specialized skills will find a ready and motivated work force that lives around the corner rather than around the world.

Innovation will continue to be a vital ingredient to a successful business. Companies that build diverse teams that include domestic and international talent and tap into their unique perspectives will be more in touch with a global consumer who increasingly wants personalized products and services. Those companies that are prepared to move quickly and collaboratively to connect with diverse customers will have a huge advantage.

The absence of credible leadership has created an opportunity and a challenge for leaders. The United States and the world are looking for leaders who have a clear vision, leaders who value inclusion. Leaders need to pay more than lip service to diversity. If they can find ways to incorporate our country’s strengths to leverage diversity, they will find loyal consumers 40

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ready to believe in an organization that gives them what they want. Core competencies in creating learning environments, getting timely results, and understanding and effectively working with diverse groups will be the difference-makers with customers and employees.

Finally, those organizations that are still blind to the need for diversity in their core strategies and values will feel increasing marketplace and legal pressure to join the 21st century.

They will have to move urgently to evaluate their guiding principles, learn diversity best practices that may apply to their situation, and develop a strategic plan that utilizes diversity to identify and leverage the opportunities that will allow them to capture the hearts and minds of the consumer.

Rafael Gonzalez has applied human and organizational transformation concepts to diversity for over 25 years. He works with private and public sectors to re-think inclusion as a strategic marketplace and community partnership that would be mutually beneficial.

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DIVERSITY PIONEER

Lewis Brown Griggs

The Spiritual Dimension of Diversity

For diversity consciousness to grow beyond compliance and good business practices, we must expand our inclusion of diverse forms of spirituality in the workplace. We must recognize that we can best continue to teach authentically only what we continue to learn and experience on the ever-growing edge of our own mind, body and spirit.

By Lewis Brown Griggs, Chairman, President and Executive Producer, Griggs Productions My body is that of an ethnocentric, straight, white, 12th-

employees continue to need greater consciousness about our

generation Anglo-American father of a girl and a boy, with an

cultural differences, our individual uniqueness, our interper-

Amherst ’70 B.A. and a Stanford ’80 M.B.A., and a golden

sonal relationship dynamics, our capacity to enhance rather

retriever in my white Volvo wagon. It was from a near-death

than deplete the energy within ourselves and each other, and

experience 30 years ago on March 11, 1977, that my spirit was

our individual opportunity to maximize our personal, inter-

called to develop cross-cultural diversity consciousness within

personal and organizational effectiveness.

my mind. I became able to share with others various ways we might, each in our own self-interest, move beyond compliance, fairness and equity by fully expressing our own and valuing each other’s uniquely diverse personal, interpersonal and organizational potential.

The most passionate and effective interpersonal training requires more time and money than most organizations can

The most profound challenge facing us all now is not just to tolerate kindly the inclusion of various diverse religions, but to recognize that deep spirituality is at the core of every religion and faith. Spirit is the one thing we have most in common at the center of the vast diversity in our mind and our body, which, when fully expressed, will best help us all maximize our human potential.

afford. The future, therefore, calls for more diversity training videos, guides and e-learning tools to reach all employees at the least expense. Working from the outside in, managers and

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DIVERSITY PIONEER

Steve Hanamura Engaging in the Diversity Conversation: A Forecast for the Future

As we look to the future of diversity, it is important to understand its evolutionary process. What began out of compliance became an issue of ethics and good business practices. Today many organizations have their own diversity initiatives. Following are my thoughts on critical issues we will need to address in the future.

By Steve Hanamura, President, Hanamura Consulting Inc. In 10 to 15 years we will be managed and led by Generations X and Y. These groups believe in work-life balance and high tech. They value significance more than success. Will they be able to manage and lead us with the values they ascribe to today? If these leaders of the future hold true to their values, we may be able to work in a much more collaborative setting than we do at the present time.

Currently we are operating globally, but we are thinking domestically. The notion of patriotism in America, though very important, has sometimes gotten in the way of our ability to respect and honor those from other countries. We often are perceived and experienced as arrogant. We need to become more competent in the culture and language of our global partners.

We will need to become more unified within our own industry. The field of education has its own diversity experts, as does the corporate world. The two groups need to come together for effective dialogue. We also will need to integrate diversity as a social justice conversation with diversity as a globalization construct and align ourselves with the work that is being performed as a result of the Declaration of Human Rights.

In order to effectively recruit and retain minorities, organizations will need to become more involved with the local communities. Effective mentoring and coaching may make it possible to develop and grow hometown talent for business success.

I hope one day to attend a diversity conference where people with disabilities are a part of the mix. Currently people with disabilities meet separately and are not a part of the national diversity movement.

Finally, I believe that the biggest challenge will be the issue of class. The gap between the “haves” and the “have nots” is widening, leading to a greater sense of hopelessness. And when people feel hopeless they resort to violence. This is a sad commentary, but we don’t seem to grasp the concept of a level playing field. So, even as we are seeing now, the violence in our community and in our world will only increase.

As diversity practitioners, we have a tremendous amount of work in front of us. The goal beyond diversity is to create an inclusive environment to allow people to bring all of who they are to the marketplace.

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V. Robert Hayles, Ph.D. Application of Diversity and Inclusion Knowledge

In the world of scientific knowledge, theories that have been validated typically get applied 15 to 25 years later. This is also true for knowledge about diversity and inclusion. The science of this work is now at least 15 years old and more than ready for application.

By V. Robert Hayles, Ph.D., Diversity Consultant As practitioners and users of such services get smarter, they will use and demand state-of-the-art implementation. What do we know now about diversity and inclusion that we have known for at least 15 years?

1. How individuals grow and change: From research in psychology (clinical, social, neuro, experimental, learning and memory, developmental, etc.) we now know what kinds of interventions stimulate knowledge, behavior and attitude change. We even understand how this knowledge applies to a small set of specific prejudices, biases, isms and phobias.

2. What impacts group and team performance: From research in social psychology, organizational behavior, management science and leadership, we have an understanding of actions and circumstances that facilitate or detract from high performance in diverse groups.

3. Which differences matter: We know how some differences and diversity mixtures affect performance on specific types of tasks. We know a lot about age, culture, disabilities, gender, intelligence, job function, personality, political pluralism, race and sexual orientation. We need more knowl44

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edge about other differences, a greater variety of mixtures and a broader range of tasks.

4. How organizations change and develop: Research-based change models are abundant. Change and development models specific to diversity and inclusion have been used and tested for more than 15 years. Normative paths—from exclusive homogeneous organizations to inclusive, diverse, high-performing organizations—are fairly well-defined.

5. Measurement: Validated measurement technologies (including software-based tools) have been available for diversity and inclusion for at least a decade. Some tools have been around for more than 15 years.

The need for high-impact, cost-effective diversity and inclusion services is strong today. During the next 10 to 15 years, practitioners must apply the current state-of-the-art knowledge and fine-tune it in partnership with researchers and scholars.

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DIVERSITY PIONEER

Dr. Jeffrey P. Howard T h e N e x t 1 5 , 0 0 0 Ye a r s o f D i v e r s i t y and Inclusion

The diversity and inclusion movement is a creature of the American problem-solving impulse as it relates to the difficulties caused by ill-tempered human reactions to differences. The differences, and the negative reactions to them, are ubiquitous and will last as long as there are human groups to find ways to distinguish themselves from other human groups.

By Dr. Jeff Howard, Founder, J. Howard and Associates, CEO, JPH Learning Defining ourselves relative to others is what human groups do

value of operating in peace and harmony. (“Can’t we all just get

—often quite inventively. If it’s not race, it’s gender. If not

along?”) And we discover that, with our help, folks can focus

gender, religion. Or sects within religions. Or language. Or

on the positive and behave rationally, at least for a while.

accent. Or national origin. Or political orientation. Or sexual orientation. Or anything else that can be used to distinguish “us” from “them.” With humans, there is always something.

But humans will always revert to human nature. They will fail to tolerate. They will discriminate, brutalize and worse.

When they grow tired of the mayhem or experience an attack

Fixated as we are on the differences between us, humans can be counted on to continuously generate issues, problems, crises and wars. (Name a war that wasn’t, at base, “us” fighting

of rationality, they will turn to us. There will always be a diversity and inclusion business.

“them” over something they did to us; or because they took something of value from us; or simply had something of value that rightfully belonged to us.) We are tremendously adept at creating and righteously justifying these issues and conflicts, and we will continue to do so into the indefinite future.

So here’s the good news for the field: There will always be a need for practitioners of the arts of diversity and inclusion.

In the short term, we really do help by diverting energies away from the primitive impulses of “us” versus “them” and toward the rational faculties. We help folks focus attention on the real

Dr. Jeff Howard is the founder and long-time CEO of J. Howard and Associates, a corporate training and consulting firm that became part of the Novations Group, Inc. He is now CEO of JPH Learning and works as a consultant to corporate executives and senior managers of Fortune 1000 companies.

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DIVERSITY PIONEER

Dr. Edward E. Hubbard

Comments on the Future of Diversity

Predictions: The future of diversity and inclusion work is laced with an abundance of opportunity if we are bold enough to seize it. Some organizations and diversity practitioners are beginning to really understand that diversity and inclusion must be strategically linked to the bottom line and measured in financial and nonfinancial terms.

By Dr. Edward Hubbard, Hubbard & Hubbard, Inc. The successful organizations will use automated technologies linked to their business systems to strategically utilize diversity and inclusion techniques to make measurable differences in organizational performance. The specific savings will be documented in diversity return on investment (DROI®) case studies. They will put to rest claims that there is little documented evidence that diversity and inclusion can either be measured or make a critical difference.

In the future, there will be competency standards for managers, diversity practitioners and consultants that help organizations get the best possible support for their diversity change processes and that weed out those who are not prepared to deliver proven, diversity-enhanced performance solutions. In the future, I see diversity and inclusion evolving as a well-regarded, credible discipline with solid, data-rich theory and fully applied sciences to support its value.

Recommendations: When I started this work more than 25 years ago, businesses saw diversity as the right thing to do.

Many looked at me as if I had two heads because I said we needed to measure diversity. But at some point, when we train thousands of employees on diversity and start to put a budget

behind these kinds of activities, it will dawn on some executive to say, “We’ve spent ‘X’ amount of dollars on this process called diversity. What has it yielded? What’s the ROI? Do we really need this? Where’s credible evidence that this stuff makes a performance difference in our business?”

I feel diversity practitioners in the future must be driven to succeed in showing DROI®. Many of them may be doing superb work, but without the appropriate measurement tools and solid diversity metrics in place they will be doomed to fail.

If you can’t communicate what you’re doing in diversity in financial and other performance terms, you stand a good chance of being cut out of the budget. It might not be because you weren’t doing your job. It might be because you just couldn’t prove it in terms that made business sense. It puts you in a vulnerable place. The real payoff for us as diversity practitioners should be, in part, seeing an organization grow and really demonstrate the true, measurable value of utilizing diverse human capital assets and processes for strategic business performance.

DROI® is a registered trademark of Hubbard & Hubbard, Inc.

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DIVERSITY PIONEER

Kay Iwata

Facing Forward: Three Critical Opportunities

Facing forward, diversity professionals need to move on three critical opportunities: standardization of the field, global diversity and Gen Y/millennial relevance.

By Kay Iwata, President, K. Iwata Associates Inc. 1. Standardization of the field: As a profession, the field of diversity is ill-defined at best. There is no agreement upon basic constructs such as a common language to describe our work (i.e., the definitions of diversity, inclusion, diversity management, etc.); validity-checked models and processes; standards and certification requirements for diversity professionals; and standard, measurable outcomes. If we, as diversity professionals, both internal and external, don’t seize the opportunity to fill the void, it will be filled for us.

2. Global diversity: As we struggle for greater clarity on the domestic front in terms of the nature of our work, the challenge is even greater for global diversity. In some cultures there is no word for “diversity.” What are the issues? What does an effective global diversity strategy look like in other parts of the world? How do we maintain consistency while respecting and including the norms of the local cultural context?

3. Gen Y or millennial relevance: For many diversity practitioners, stereotypes, prejudices and biases have been fundamental in developing diversity awareness and sensitivity, especially across racial lines. In two recent polls conducted with Gen Ys (ages 18-27, and 76 million strong), 95 percent said they had friends across racial and ethnic lines, and 60 percent said they dated across racial and ethnic lines. They don’t deny that racial injustices occur. How do we need to adjust our approach to make diversity relevant to this generation?

Recommendations Standardization of the field and global diversity: We can address the first two opportunities and leverage our resources by positioning these as a global endeavor. In other words, we make the focus worldwide, with the United States being one member of the global community, rather than starting with the United States and dealing with the rest of the world as an afterthought. The first step in making this a reality is to convene a body to organize a broad, well-balanced and credible group of thought leaders charged with establishing language, processes and standards for global diversity.

Gen Y or millennial relevance: This opportunity requires a three-pronged approach. First is controlling tendencies to automatically impose historical diversity paradigms on this generation while dealing with issues that continue to be relevant today. Second is to find out and incorporate what is meaningful from their diversity perspective. Third is to attract talented young people from this group into the field to help shape diversity in the new millennium.

Time is of the essence and the stakes are high. The window for these opportunities may be closing as we speak.

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DIVERSITY PIONEER

Bailey W. Jackson

Social Identity and Inclusion: To w a r d a H e a l t h y S o c i a l S y s t e m

In 10 to 15 years, it is likely that our social identities (race, ethnicity, gender, sexual orientation, religion, class, age, and physical and developmental ability) will be as salient for each individual and to the various structures in our society as they are today.

By Bailey W. Jackson Individuals, families, communities, states and nations still will draw upon the unique social and cultural attributes embedded in these social identities to shape their self-concept, self-esteem and way of acting in the world. Organizations’ missions, values and operating structures also will continue to be influenced by the social identities of those who own them, run them, work in them and who are served by them. And finally, the leaders of our nations, their governing bodies and the citizenry of our nation-states also will continue to be influenced by the salient social identities of the time.

Hopefully, within the near future, we will have moved from our current position of trying to establish social justice for members of all social identity groups to making significant headway toward creating and maintaining societies where social justice is present, and much of our energy is devoted to maintenance. Continued vigilance in identifying new and newly morphed manifestations of social injustice, a.k.a. social oppression, will be essential as we build both self-renewing diagnostic systems for identifying manifestations of social oppression and an automatic response that ensures their elimination.

At this point it should be clear that we must move toward the realization, appreciation, and benefits of a diverse, open

and inclusive society. It is also at this point that we will realize that, to achieve the vision of a free, open, diverse and inclusive society, we must be able to maintain social justice. The challenge, therefore, will be to define and embrace more fully a vision of social justice for individuals, social groups and nations.

Once social justice is fully affirmed, conditions will be right for realizing a proactive vision of social and cultural identitybased inclusion that will foster an inclusive society and an inclusive social system in which all individuals, groups and social institutions are not only respected, but also valued and appreciated for their contributions to a healthy society.

Bailey W. Jackson has done pioneering work in multicultural organizational development, black identity development and social justice education.

His work has served as a foundation for justice and diversity development in public and private organizations, and K-16 schools and campuses.

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Creativity means taking a chance. And that’s the only way to grow.

I’m interested in a lot of different things. At Hallmark— working in several different departments— I’ve had the chance to explore all those interests.

With every job, I came in as a beginner and grew to be an expert.

Within one opportunity, there is always another.

As a creative person, advancing in my career gives me even more freedom to express myself. I use my mind in ways I never imagined.

That’s what lets me say I love where I am and I love what I do. rachel britt—production art supervisor

l i v e y o u r pa s s i o n . l o v e y o u r w o r k .

for i n for mat i on on h al l mar k care er opp ortuni t i es, v i si t www.hal lm ar k.com /care ers. © 20 07 ha l lm ar k li censi ng , i nc .

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Judith H. Katz

Inclusion 3.5: Our View of the Future

Through our work over the past 30 years, we have seen several shifts in the approach to diversity and inclusion. During the 1970s and ’80s, the work was focused on compliance—the new Equal Employment Opportunity and Affirmative Action laws.

B y

J u d i t h

H .

K a t z

a n d

F r e d e r i c k

A .

M i l l e r,

In the ’90s, developing a solid business case for the benefits of

most tasks will be accomplished. This will require global cul-

a diverse workplace became critical. Now, as we enter the 21st

tural competencies and inclusive behaviors that far exceed

century, most organizations no longer are debating the need

today’s best practices. Emerging technologies are creating the

for a high-performing, diverse work force.

ability to connect and collaborate anywhere at anytime at

Young people today expect organizations to have policies, practices and supports for people of all backgrounds—not just their particular group. If an organization wants to be successful, respected and attract the best talent, it must take the necessary actions to achieve the results that come from having

unprecedented levels. Think Flickr™, Second Life®, InnoCentive® and YouTube™, just a few of the community platforms and collaborative environments changing how and with whom we work.

Companies that want to be successful 21st-century organizations will need to act in the next 18 to 24 months to create

global cultural competency.

Organizations are being pushed to think differently about employees and how they work. This is requiring a major shift from the structures, policies and practices of the Industrial Revolution, when workers were merely “hands” and “feet.”

highly inclusive work environments. Organizations will need to be nimble and fluid, creating networks rather than hierarchies, moving from command and control to leveraging knowledge.

Now, creating community within the organization, connect-

Inclusion is the Big Idea for the 21st century. Just as the

ing, collaborating and bringing your brain to work are how

Internet has evolved into what is now referred to as Web 2.0,

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DIVERSITY PIONEERS

and Frederick A. Miller

The Kaleel Jamison Consulting Group Inc. Inclusion 3.5 is upon us—differences of perspective, background and experience that are fundamental to an organization’s operational success. As one client recently said, “Inclusion changes everything—how we make decisions and problem-solve, what questions we ask, who is at the table and how we function.”

Inclusion is a sense of belonging that occurs when people in the organization feel respected, valued and seen for who

For a Posthumous dedication to Kaleel Jamison, see page 78.

they are. It occurs when there is a level of supportive energy and commitment from leaders, colleagues and others, so that people—individually and collectively—can do their best work.

Inclusion is one of the key tools to creating organizations that are truly global, seamless and highly productive. With this landscape ahead and the realities of our global village, inclusion will be the mindset and skill set for success.

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DIVERSITY PIONEER

Francie Kendall, Ph.D.

Changing the Landscape of Diversity at Its Roots

For 35 years, my work has focused on racial justice, particularly in relation to organizational change and white privilege. In that time, I have worked with corporations as they implemented diversity training to address employees’ race and sex biases.

By Francie Kendall As a consultant, I have been part of diversity initiatives in academic institutions where goals have included increasing the recruitment and retention of faculty and students of color While there have been varying degrees of success, American organizations—corporate and academic—remain, for all intents and purposes, places in which white men are far more likely to be successful than anyone else. This is not necessarily because they are the most talented, but because they belong to a group that receives unearned and disproportionate access to power, resources and ability to influence. More than any other time in history, we cannot afford to continue doing what we have always done.

During the next 10 to 15 years, root changes must be made in the landscape of our corporate and academic worlds: fundamental changes that require basic shifts in the mind-set of the institutions. For example, rather than bringing in people of color to change the organization’s complexion and then expecting them to act like “honorary” white people, institutions must create environments in which all people are valued because of, not in spite of, who they are in terms of their race, gender, sexual orientation, ability, religion and socioeconomic class. This change requires a commitment to

regularly examine and address the biases that are built into the organizational culture and into its policies and practices.

Determination to make change at all levels is essential to build an institution in which everyone has an equitable opportunity to be successful.

Finally, those of us who are white—men and women— must work in authentic partnership with people of color to provide leadership in creating genuinely diverse and inclusive organizations. We must be clear that we invest our energy because it is in our best interest to do so. Otherwise, nothing will change. Our challenges for the near future are enormous.

Our responses must be bold and courageous.

Frances E. Kendall, Ph.D., began working actively on white privilege and social justice in 1965. That became her passion and the career path she has followed for the past 40 years. Her books include Diversity in the Classroom and Understanding White Privilege.

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DIVERSITY PIONEER

Marilyn Loden

Diversity and the Future

As I ponder the future of diversity, I believe we’ve reached a major fork in the road. Depending on decisions made now, diversity’s impact is likely to range from incidental to transformative. This is because its long-term potential is directly linked to alignment with underlying institutional values.

By Marilyn Loden, Founder, Loden Associates, Inc. When diversity is an outward expression of an organization’s commitment to employees, communities, the environment and global society, it can be transformational. When it does not reflect an organization’s core values, diversity is likely to produce little meaningful change. As such, I see a future in which organizations will line up along a continuum. Each one’s placement will represent the degree to which diversity reflects its core institutional beliefs about employees, communities and global society.

At one end will be organizations where diversity is a kind of window dressing and its primary value cosmetic. In such cases, “how we look” will be the principal measure of progress, rather than “how we operate.” Within this group, I would expect to find organizations that “talk the talk” of diversity in advertising campaigns but refuse to pay a living wage to all employees or provide health care benefits at a reasonable cost.

Somewhere in the middle will be institutions where diversity and core values do not align. These would be global businesses that proclaim, “Diversity is the right thing to do,” as they deny responsibility for environmental stewardship or for ending unfair labor practices. In each case, we see diversity being little more than a thin smoke screen used to deflect attention from greed-driven and unethical core business practices.

At the opposite end of the continuum, I expect to see organizations where diversity is a key element of socially responsible

corporate policy. Employees at every level would be treated with dignity and respect. Differences in wages between executives and workers would remain reasonable. These organizations would demonstrate concern for employees by providing living wages, safe working conditions and merit-based advancement. They would show commitment to communities by encouraging volunteerism and renewal projects and by dealing with neighbors in an open, honest and collaborative manner. Finally, their global business practices would reflect a fundamental commitment to social justice and environmental stewardship.

While the task of moving organizations up this continuum will be daunting, it is the critical work that lies before us. For those comfortable with cosmetic change, this task may appear too risky. For those committed to fulfilling the promise of diversity, it is the essential work that must be done now.

Marilyn Loden is the author of awardwinning books on diversity management, with over 20 years of research and consulting experience working with clients in the Fortune 500, federal and state governments, higher education and law.

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DIVERSITY PIONEER

Juan T. Lopez The Unfolding Diversity Journey

Over the next 10 years, I believe these five areas will consume our thinking: talent recruitment/retention, diversity competency, health and wellness, sustainability and globalization.

Leading companies are reorienting their business strategies to address these areas. In doing so, internal diversity thought leaders or steering committees are tapped to help shape direction and approach. For example, in the retention area, racial, ethnic and other primary groups will provide candid feedback on exclusive organizational practices. This information will be used to develop performance metrics that hold individuals and organizations accountable for using diverse talent.

By Juan T. Lopez, President, Amistad Associates The focus on diversity is entering a new phase characterized by inquiry and study. More time will be devoted to research, symposia and application. New insights and knowledge will be used by organizations to improve their diversity performance.

The benefits of leveraging diversity will continue to grow in acceptance across many disciplines. Furthermore, a decrease in the derision and political scrutiny of diversity will lead to more academic acceptance of diversity as a legitimate field of study.

Doing business in other countries will require diversity competency. U.S. companies will not get a pass. There’s an expectation that North Americans will demonstrate fluid cultural competency toward people from different nations, including sensitivity to political and religious mores. Business leaders from different countries will bring their international experience and best practices to corporate headquarters, forcing changes in diversity strategies.

High-performance teams will be linked across multiple functions and different locations. To excel, individuals will be expected to manage diversity, and organizations will continue to raise the bar on what is expected. Middle managers will be a focus in terms of their ability to drive diversity initiatives, develop talent and change deep-rooted organizational beliefs, values and practices that undermine diversity competency.

This will be a priority because retention is influenced by the employee-manager relationship.

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Organizations will be scrutinized on how their products impact the health and wellness of the community. Particular focus will be on communities of color. PepsiCo is an example of a company that is committed to creating healthy products and educating consumers on nutrition and diet.

Environment and sustainability issues are important to many consumers. The Home Depot and Wal-Mart are moving toward demanding smarter environmental practices from their vendors as a condition of doing business. We will see more organizations making these demands as corporate social responsibility is expected from the consumer base. It’s no surprise that these companies also have good diversity programs.

Talented people will have more options for where to work.

Future leaders will choose wisely, based on actions, not words.

Juan T. Lopez is co-authoring a book on Latino leadership based on 20-plus years of conducting LLEAD seminars (Latino Leadership Education and Development Program). He also is a co-founder of Diversity 2000, now entering its 14th year as a learning community.

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DIVERSITY PIONEER

Myrna Marofsky

Keeping Domestic Diversity Alive in a Global Marketplace

Have you noticed the globes and world maps popping up in our offices, touting the foreign countries we visit and our new cultural competency? These are signs of what’s coming fast.

By Myrna Marofsky, former President, ProGroup, Inc. While offices of global diversity have been around for years, the emphasis of these offices is increasingly on the global piece rather than the domestic. Diversity leaders who once enjoyed having a platform to raise workplace issues near and dear to them—such as race, gender and sexual orientation—now will be faced with becoming experts in an often unknown territory.

Frankly, global has become sexier.

Watch how easily global initiatives will be funded. You won’t have to prove the business case because countries such as China are doing it for us. And the events related to the Iraq war have forced executives and managers to face their lack of global awareness, so they are open to getting help.

Race, gender, sexual orientation, religion and the many dimensions of diversity that we have worked so hard to address over the past 20 years still will be there, but out of the limelight. Think about how much more impressive it will be to talk about a successful diversity training program in Singapore than to talk about one in Cleveland where a manager learns how to create a respectful workplace for her black and Latino employees. For those who never wanted to talk about domestic diversity, the shift in focus will be a relief. They might even get that checklist they’ve been asking for; only now it will be about how to interact with people in other countries.

The responsibility of diversity professionals in the years ahead is to keep both conversations going. We need to promote understanding of the global arena and at the same time keep the realities of domestic diversity alive and visible.

We may see a shift in terminology, but whether it’s “inclusion,” “intercultural,” or “intergalactic,” the human element remains the same. Our work should always be about creating opportunities for people to do their best in an environment that respects them, no matter where in the world that may be.

Myrna Marofsky is the former president of ProGroup, Inc. Growing up in the ’60s, Myrna developed sensitivities to issues of social justice that she turned into “real” work when she joined Karen Stinson and built ProGroup®, Inc. in 1986. Her contributions include instructional designs and innovative products.

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DIVERSITY PIONEER

Julie O’Mara

Building on the ‘90s Foundation

Over the last several months, I’ve been going through 35 years’ worth of files to move my home and office. It caused me to reflect on the progress of the diversity and inclusion field, the work itself and what I will concentrate on for the next 10 years.

Julie O’Mara, President, O’Mara and Associates Most good diversity work today is much like the work we did in the 1990s. Back then, we knew that effective diversity work was about more than human resource practices and compliance. We knew that it was important to design and sell products for all customers, and that change-management or systems-intervention approaches were more effective than initiating training programs, even if the programs were outstanding. We knew that it was important to have a substantial business case, that the authentic involvement of leaders was crucial, that relevant ROI measurement sustained continuing change, and that training was key, but not the only solution.

To move the field forward, we as diversity professionals need to: • Get better at what we did in the 1990s. Continuous improvement that builds on the fine work of the ’90s will be an important step forward.

• Take the time to share our best practices with one another.

Many organizations and consultants see the work they do as a competitive advantage, but we need to be more willing to share for the greater good of the world.

• Show more leadership in the political arena—as individuals and as corporations—by pushing heads of state, insurgents and others with influence to end conflicts that stem from

ethnic, class and gender differences, as well as religious beliefs and other deeply held convictions.

• Forge strong alliances between the branches of our field— diversity/inclusion, cross-cultural communication, multiculturalism, social justice and diversity management.

• Show more respect for the work done in different sectors.

For example, those working in the corporate arena think they can’t learn from those working in government, and vice versa. But good work is often transferable from sector to sector.

• Think and act globally. It’s catchy to say, “Think global and act local.” However, there are times when we need to both think and act globally, because diversity and inclusion work is almost always impacted by world events.

Julie O’Mara is a consultant and author, currently working on Diversity Best Practices Around the World, due out in 2009. She is co-author with Alan Richter of the recently published Global Diversity and Inclusion Benchmarks, a free online tool.

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DIVERSITY PIONEER

Patricia Pope The Future of Diversity and Inclusion

Wouldn’t it be great if diversity experts had a crystal ball to foresee what organizational strategies, if embraced, would promote the active inclusion of all talented people, regardless of their background? Based on my experiences over the last 30+ years, I believe our future opportunities lie in the following areas.

Integration is key. Diversity has been a separate silo, with the focus primarily on training, which I’ve called the “spray and pray” approach. Spray everyone with training. Pray that it does some good. By definition, diversity refers to all human and organizational differences. It’s inherent in everything an organization does.

By Patricia Pope, CEO, Pope & Associates, Inc. Technology is key. Organizations have to do more with less.

The days of conducting two-day diversity sessions are history.

We must leverage new technologies to provide the learning that previously occurred in classrooms.

Safety is key. Initially, some diversity training was perceived as too confrontational. Then the pendulum swung too far in the opposite direction. Many programs became entertaining and fun, and no one felt uncomfortable. The challenge is to create a safe environment, along with substantive content, to produce real learning and behavior change.

Culture is key. Training alone is insufficient to create culture change. No matter how good the training is, if the organization doesn’t put mechanisms in place to sustain the learning, participants quickly normalize.

Inclusion is key and the outcome of doing the right work, with the right people, in the right sequence. If we don’t proactively seek to include, we unintentionally exclude.

Representation is not necessarily indicative of success. Those who rise to senior levels often have to conform too much to get the corner office. Despite the awards companies may receive for their “good numbers,” without true culture change they lose the opportunity to leverage these differences.

Our opportunity lies in our willingness to ask the diversity question on an individual, organizational and societal level.

Were “differences” a factor in this situation? If not, we move on. If so, we assess how they contributed to the outcome. But we have to ask. Our tendency to avoid exploring the impact of differences is our biggest obstacle and our most significant opportunity in the years ahead.

Globalization is key. Many corporations are international in some way, so the “U.S.-centric” approach to diversity fails to work.

Valuing differences more than conformance is key. Most organizations operate somewhere between tolerating differences and managing differences. Valuing differences requires culture change. That’s far more challenging than organizing a “Black History Month” event. The paradox of diversity is that differences won’t be truly valued until they are experienced as adding value. Yet, it is very difficult to add value when one doesn’t feel valued.

Patricia C. Pope is also co-founder of Myca-Pope, Inc. which leverages new technologies and Pope’s extensive intellectual property to create awardwinning e-learning/web-based training.

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DIVERSITY PIONEER

Margaret Regan Diversity 2017: What Does the Future Hold?

As a futurist and member of the World Future Society, I have spent the last 20 years researching and preparing clients for the future workplace, work force and marketplace. As I look at the predictions for diversity and inclusion over the next 10 years, I think our opportunities are in three directions—diving deeper, moving forward and upward, and expanding sideways.

By Margaret Regan, President and CEO, The FutureWork Institute, Inc.® We will need to go deeper into the traditional issues of race

And finally, we need to move forward and upward into the

and gender. We cannot move to true inclusion without aggres-

future by addressing issues that arise as science and technology

sively addressing the racism and sexism that still permeate the

give us the ability to change skin color and enhance ourselves

halls of corporate America, entertainment, government and

through genetic determination or the implantation of brain

other institutions. The recent incidents with Imus, Michael

chips. We will need to plan for a generation that will have 10

Richards and U.S. Senator Biden, as well as the backlash of

careers in a lifetime. We will move to the next era of retirement

Katrina, 9/11 and the Virginia Tech massacre, sound the alarm

—rewiring or “rehirement”—as 50 becomes the new 30.

to deepen our work, break the silence and push our clients to make real progress on the traditional issues.

As managers witness the death of distance and pervasive computing becomes the new reality, we will need to manage a

Expanding our horizons sideways will immerse us in newer

work force that is virtual and flexible. We will see a dramatic

issues such as managing religious diversity and generational

redistribution of the global demographic picture as the popu-

issues in the workplace. In the marketplace and the workplace,

lation in the developed world declines and retires, and China

the emerging majority and cross-cultural issues will provide

and India vie for political and economic dominance on the

opportunities that many of our organizations are not prepared

world stage. Finally, diversity practitioners will come to see

to meet. The acceptance of GLBT (gay, lesbian, bisexual and

that the future is not some place where we are going, but one

transgender) employees will continue as societal responses

we are creating. The paths to it are not found, but made; and

shift. Emerging technologies will enable people with disabili-

the activity of making them will change both us as the makers

ties to contribute more fully. Our job will be to open the

and our destination on the journey to inclusion. Are we ready?

doors, minds and systems of the organizations we serve, so that they embrace these diverse employees and customers.

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“OUR GREATEST ASSET IS OUR DIVERSITY. TOGETHER, WE DRIVE INNOVATION.” Earl Exum, Director, Global Repair Services

At Pratt & Whitney, you’ll find diversity at the core of who we are and what we offer. With so many different talents and perspectives, we continue to find a better way. From design to manufacturing to service, from commercial flight to space exploration, we help our customers grow and prosper. Working together, we all succeed.

The Eagle is everywhere.

www.pw.utc.com

DIVERSITY PIONEER

Alan Richter, Ph.D.

The Future of Diversity

Here’s an equation that may explain the future of diversity in the 21st century: (RC)2 = FoD (Future of Diversity).*

By Alan Richter, President, QED Consulting The first “R” equals the rate of change. There’s little doubt that our world is changing very fast. The speed of computers doubles every 18 months (Moore’s Law), so it’s no surprise that our lives change so fast. Consider the speed at which new knowledge is accumulated and how fast old knowledge becomes obsolete. Accelerated change means constant challenges to the status quo, hence the need to manage across changing differences is an ever-increasing necessity.

The first “C” equals connectivity. Globalization implies that the world is shrinking, meaning that more and more connections are possible today and will expand in the future. Thanks to the Internet and telephony, we can connect quickly across the world today, unlike any previous time in history, and this connectivity will expand. Global connectivity is at the heart of the diversity challenge, as more and more connections will be across differences that we need to manage peacefully and effectively.

The second “R” equals reputation. Our organization’s reputation (how it is perceived) will grow in importance as the world becomes ever more complex, based on the “RC” above.

Diversity (covering inclusion, respect for differences, etc.) and integrity (covering social responsibility) will become key success factors for all global organizations.

The second “C” equals creativity. Creativity certainly contributes to reputation, but more importantly it enables 62

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pioneers to emerge with breakthroughs and best practices.

The links between diversity and creativity (and innovation) are close and complex, and much more research is needed to explore the connections. But as creativity becomes a greater business necessity, so does the effective management of diversity.

So, what is the future of diversity? I believe it’s wrapped up in these four elements or drivers multiplied together: rate of change x connectivity x reputation x creativity. The better we understand each of them and their interconnections, the better we can grasp the future of diversity.

*This essay is indebted to the book, Blur, by Stan Davis and Christopher Meyer, published in 1999, in which the authors describe the future of business as a blur using the equation: speed x connectivity x intangibles = BLUR.

Alan Richter specializes in the areas of leadership, values, culture and change. Dr. Richter holds a Ph.D. in Philosophy from London University.

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DIVERSITY PIONEER

Armida Mendez Russell A Glimpse of Diversity and Inclusion in 2017

The complexity of societal change and the long-term gains made by enlightened organizations in the past decade have driven others to elevate diversity and inclusion to a higher, more strategic level.

Business growth and success are dependent on leaders from multidimensional cultures who understand and can react quickly to changes in their environment. Diversity-competent leaders: • Are self-aware, charismatic, genuine, tuned in to their attitudes and behaviors, and understand their impact on others.

By Armida Mendez Russell • Understand the needs and desires of their constituencies; they scan the environment, listening and learning from the many voices of all stakeholders.

• Maintain a workplace where people from all groups can create and innovate.

• Ensure full utilization of an organizational infrastructure, aligned with a strong, performance-driven diversity strategy.

• Take an active role in supporting the implementation of meaningful change. They focus on small and targeted diversity and inclusion initiatives that trigger large effects.

Today’s labor force—smaller and less skilled, increasingly global, virtual, self-empowered and vastly diverse—requires redefining HR processes, policies and practices. Aided by advancing technology, HR professionals work to meet the needs of our multidimensional work force. Organizations are forming strategic alliances with diverse educational institutions and community organizations to develop critical competencies for now and in the future.

Hiring the best calls for new and creative ways to tap talent from various groups of demographics. Talent acquisition and retention are supported by an environment that goes beyond inclusion to one that: • Empowers employees by providing solid direction and support from the beginning.

• Uses consistent and multichannel communications that adopt multicultures while appreciating the nuances of each region.

• Offers continuous professional development that takes into account the needs of the organization as well as the employee.

• Removes obstacles and trusts employees to bring their “whole self ” to work to meet business goals and objectives.

Ever mindful of the changing marketplace, organizations must integrate diversity to help advance their market position. They must use advancing capabilities such as technology and alliances to meet the varied needs and tastes of the consumer.

They must use internal affinity groups to help identify diverse marketplace opportunities.

Change and complexity in the world demand that organizations work actively to take the next steps in the evolution of their cultures. Strategic, targeted action should be the norm, not “smoke and mirrors.” Present day actions will determine tomorrow’s reality. Is your organization ready for the future?

Armida Mendez Russell has earned an international reputation for developing practical tools for managing diversity.

Her work is used by numerous global organizations as the foundation for a wide range of diversity initiatives.

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DIVERSITY PIONEER

Edith Whitfield Seashore

Diversity Doesn’t Just Happen

My general experience has been that the most effective aspect of work regarding diversity in organizations was largely increased awareness.

By Edith Whitfield Seashore Awareness programs were effective in one way but very often did not result in systemic change that could be sustained when there were changes in leadership. It was better described as moving from clueless to spineless. In the future, what can be added after spineless? I believe that in the years ahead it will be the deliberate, conscious use of self—because diversity doesn’t just happen.

If one lived in an all-white neighborhood, it had to have been by choice. Was the choice made with awareness or unawareness, and was it made consciously or automatically? If the choice was conscious, then one is accountable for choosing to live in an all-white neighborhood. If it was an automatic choice, what motivated the decision? If top leadership is overwhelmingly white and male, how did that happen? Was it a deliberate choice, or did it just happen that way?

When we are conscious and deliberate about our choices, we can be accountable for them. But when we are on automatic, responding unknowingly to our socialization or previous programming, we often do not hold ourselves accountable and tend to blame others for our choices.

If we live in an all-white neighborhood, for example, we can blame the Realtors or school systems, or say that we didn’t realize that’s what we were doing. And if top leadership is overwhelmingly white and male, we can blame the pipeline, the recruiters or the lack of experienced people. And if all else fails, we can blame our socialization—that we were duped by society.

Our socialization helps to form the belief systems that determine our thoughts, emotions and, finally, our behaviors and actions. We need to become aware of these out-of-date belief systems and redo them, so that we can make conscious and deliberate choices about living and working with people who are different from us. We can take back control of our own choices and deliberately build diversity into our organizations, our lives and our communities. This must be done through conscious, deliberate use of self—diversity doesn’t just happen.

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DIVERSITY PIONEER

Terrence R. Simmons

The Future of Diversity

About 10 years ago, I gave the keynote speech at a major diversity conference and opened the proceedings by saying that diversity and inclusion were fundamental spiritual tools. I remember detecting an audible shift in the audience when I uttered the “S” word. This was a business conference, not a religious gathering!

By Terrence R. Simmons, Simmons Associates Inc. I remember holding up my hand, fingers spread as wide apart

er strategies, relevant metrics, accountability systems and

as possible, and saying that diversity was about each of us

implementation plans that have aligned diversity with their

being like a finger. We look out from the vantage point of the

business- and mission-related results. The same organizations

tip and note our differences from the other people-fingers,

also have articulated values and are either operating globally or

without realizing that we’re all part of the hand. The work of

recognizing the impact of being part of a global business place.

diversity and inclusion is to help people recognize that we’re part of a team-hand or company-hand or country-hand or, ultimately, a global community-hand.

Most of us now can see that we have entered a century in which we either find ways to function as one global hand or the whole body will die. The challenges include broadening

Although many participants came to me afterward to say

our personal views, especially as Americans, to see the full

how much they appreciated what I had said, I also had the feel-

global picture; figuring out how to make personal and organi-

ing that most of my audience didn’t quite get it. I certainly

zational results align positively with the common good; and

wasn’t the first to discuss this concept. But given the reaction

finding ways of communicating across languages, cultures,

of that audience, I left the conference feeling that I must have

time zones and vast distances about diversity and inclusion. It’s

been either a little ahead of the times or totally spaced out in

possible that the new global vocabulary won’t even include

my views.

these words, which don’t translate very well around the planet.

Fast forward to 2007, more than a decade later. Most of our larger organizations, be they corporations, universities, health

To be successful, we may need new words. As obvious as it may seem to me, I promise not to suggest any that begin with an “S.”

care providers, government agencies or others, have begun to embrace diversity and inclusion. We’ve helped them to discov-

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DIVERSITY PIONEER

Dr. George F. Simons Continuing the Momentum of Diversity

The good news: Diversity initiatives have largely been developed and refined in a U.S. context, and many of the achievements and best practices that have emerged are provocative resources for use in a global environment. Diversity and inclusion have contributed to the quality of life for countless people in U.S. organizations and in civil society. We hope that inclusion may grow and benefit others.

By Dr. George Simons Now the bad news: Over the next 10 or 15 years, U.S.-based

more and more people are beginning to recognize as hypocrit-

organizations will face two major obstacles in seeking to max-

ical moralism in U.S. policies and practices will tempt them to

imize their diversity and inclusion initiatives. First, they will

reject U.S.-proposed social solutions out of hand.

face the challenge of seeing inclusion from the perspective of the problem sets existing in the non-U.S. cultures in which they operate. This will require serious research into the factual (economic and social) dynamics that demonstrate exclusion, as well as into the attitudes of people in situ. Assumption of U.S.

Is there a silver lining to this dark side of our recent history?

Only if we come to grips with this shadow side of our story and take a closer look at where inclusion needs to go in more than the legal and organizational framework in which it has grown up.

categories and issues of targeted segments of the U.S. population can otherwise be specious.

Second, the implementation of U.S.-sponsored or U.S.inspired diversity initiatives will be tainted for at least a generation by the deterioration of the U.S. reputation worldwide.

From being largely respected for its values, the United States has become in the last half dozen years the most hated and feared nation worldwide. This perceptual shift creates great skepticism, if not cynicism, toward U.S. values and social policies. Human rights abuses, domestic social inequities and what 66

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Pioneering diversity since 1966, Dr. George Simons consults and trains workplace diversity, gender competence for men, intercultural communication and global teamwork worldwide. He has authored numerous works.

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Changing neighborhoods.

Changing lives.

National City is committed to strengthening the communities we serve. Our efforts lead the way to new opportunities and help build a brighter tomorrow.

Visit NationalCity.com/About to learn more.

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CS-26654

DIVERSITY PIONEERS

Gary A. Smith and A Look at the Future of Diversity

Like a group of jamming musicians that come together and produce great music, we believe that if you placed the pioneers of diversity in a room, we would be able to once again prove the truth of the diversity thesis statement . . . that the more diverse team does indeed outperform the less diverse team.

B y

G a r y

A .

S m i t h

a n d

J a n e t

We are honored and humbled to be featured in such illustrious company. We write this perspective on the future of diversity as our entry into the “band” that will continue to lead the collective thinking on diversity and inclusion.

The legacy of diversity will be built around separate but

C r e n s h a w

S m i t h ,

The Emerging Global Economy The world is shrinking. The largest economy in the world is moving from the United States to China. An enormous, insular culture knows how we in the United States live.

Technology has enabled the global village. The dish has won.

connected platforms:

If technology enabled that connection, diversity provides the

• The emerging global economy

grease that manages the friction that would otherwise tear

• The more diverse corporation as an agent for social change

us apart.

• The power of one

The More Diverse Corporation as an Agent No longer is diversity a matter of if or when. Yesterday’s for Social Change

work began with “proving that diversity is coming to your organization.” Today the world is diverse. Your life is diverse.

How you choose to operate within that reality is up to you.

But in every way you live, diversity improves, alters, and influences your life. Ivy is known for its approach to diversity as a business imperative. The world has come to understand that diversity is both a work and life imperative.

Diverse people, with more access to wealth, resources and know-how, will become the new agents for social change.

Corporate contributions will reflect the preferences of new and different decision-makers. Diverse communities will benefit from the knowledge gained in the workplace on “how things operate” and deployed back at the home front. Improved access to resources will equip different people to achieve the social change that also benefits them.

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DIVERSITY PIONEERS

Janet Crenshaw Smith

C o - f o u n d e r s ,

I v y

P l a n n i n g

G r o u p ,

L L C

The Power of One The key to the future is that difference—diversity—will not be seen as less than. Organizations will cease to operate from a place of scarcity, no longer taking the minimalist view of diversity. They will not take a “Noah’s Ark” approach because two of everything simply may not be enough. Because the thesis statement is true, we know that we must have as much of it as possible. We cannot have too much.

Adding difference can only make us better because it is the difference that continues to protect us from our blind spots and to create breakthrough opportunities. This happens when we truly see power in the individual—not in the masses and the majority but in the power of one. Our ability to effectively engage at that level creates a different world.

These platforms are the future, because diversity is.

Ivy Planning Group is a full service management consulting and training firm. Ivy provides strategy, change management and leadership development with a focus on diversity as a workforce, workplace and marketplace opportunity.

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DIVERSITY PIONEER

Karen M. Stinson CDOs Obsolete by 2020

As I gaze into my crystal ball and view our industry 10 to 15 years out, I see a world that has no chief diversity officers, no directors of diversity and inclusion, and no EEO/AA managers.

By Karen M. Stinson, Founder and former CEO, ProGroup, Inc. There are no diversity consultants or firms like ProGroup that specialize in diversity training and consulting. There is no publication named Profiles in Diversity Journal. In fact, the term, “diversity,” has gone back to being a term used, mainly in the United States, for stock portfolios and opinions.

There is no reason to be concerned about what has disappeared because the field will have morphed into something that is more challenging and stimulating. The global marketplace and labor pool will be a reality for the majority of successful corporations, and they will be looking for people who have experience, knowledge and an understanding of creating global teams that work.

By the year 2020, I believe the people in the positions described above will have titles such as global inclusion officer, vice president of global recruitment and retention, manager of employee engagement, director of cross-cultural competency and chief respect officer. A daunting challenge for these global workplace experts and the new versions of diversity consultants and companies will be the labor pool shortage, which will be very real for every American corporation. This shortage will be the result of our country’s changing demographics combined 70

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with governmental restraints that held back the flow of innovative and creative geniuses from other countries. If companies do find enough engineers, scientists or programmers, some will most likely be based in China, India or Brazil. Diversity experts in the year 2020 will be expected to guide our leaders in creating cohesive, productive teams with members based all over the world.

Those of us who will be most successful in the next couple of decades are creating strategies and solutions for these challenges today. I hope we take the time to get together and share them with each other because there is so much to do, and the world we serve is changing faster and faster.

Karen Stinson, ProGroup’s founder and former CEO, started ProGroup more than 20 years ago with a vision of creating a better world. She and her team have worked with thousands of clients to create cultures where every employee is respected and every customer feels valued.

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DIVERSITY PIONEER

Sondra Thiederman, Ph.D. Diversity: The Next Generation

I began my diversity work in 1979. Not all of us called it “diversity” back then; and internal and external practitioners were scattered philosophically and geographically over a wide swath of terrain.

Today there is more agreement on language, some agreement on goals, and an almost universal belief that having diverse people in the work force is good for business.

By Sondra Thiederman, Ph.D. Judging from what I have witnessed over the last decades, I predict that managing and encouraging diversity will continue to be linked to business success. At the same time, I see a return to diversity as the “right thing to do.” Both views increasingly inhabit the thinking of the same leaders. This is because business and values are connected in an increasingly tight circle that spins something like this: Good business requires creativity, which demands diversity of thought, which requires diverse employees, which necessitates respect for people of all backgrounds, which requires values that are respected by consumers and investors, which results in good business, which, to be sustained, requires creativity . . .

What do we need to do to make diversity work? To find the answer, I went back to 1979, the year of the TV mini-series, “Roots: The Next Generation.” The mini-series and its predecessor, “Roots,” were the darlings of critics and public alike.

We were touched by the characters, repelled by the horrors depicted and moved by the message. But there was something naïve and self-serving in the country’s adoration. Some believed that if we suffered through watching the horrors of this world-class diversity offence and sympathized with and admired the characters, we could feel good about ourselves and even a bit self-righteous.

But those of us who felt that way missed one of the most important points of the broadcasts. “Roots,” you see, was

about valuing individuals—about seeing the uniqueness of Kunta Kinte and Chicken George and Fiddler. The most successful organizations will be those that encourage team members to look past categories and see people’s unique characteristics, strengths and weaknesses. It is that clear and bias-free vision that is the key to success in diversity and in business.

My father—a man whose attitudes toward race were far from pristine—learned this truth. He learned it perhaps too late to help him live a better life, but not too late to teach his children an important lesson. His revelation came as he lay dying in a Los Angeles hospital. Somehow the subject of bias came up and my father turned to me and admitted that he had been wrong all of his life. “People are people,” he said. “We have to take ’em all just one person at a time.”

Sondra Thiederman, Ph.D., is a speaker on diversity, bias reduction and crosscultural issues and author of Making Diversity Work: Seven Steps for Defeating Bias in the Workplace.

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DIVERSITY PIONEER

Dr. R. Roosevelt Thomas Jr. Diversity: In Need of Discipline

As I think about the future of diversity, I anticipate that the field will have to become more disciplined. If it does not, it will be seen as less and less relevant—indeed, as not worthy of being taken to the next level. So, at this juncture, we can say that diversity is at a crossroads.

By R. Roosevelt Thomas Jr., CEO, Roosevelt Thomas Consulting and Training What do I mean by discipline? For many, the word screams “academic,” “theoretical,” and “irrelevant”—the perceived antitheses of “practical” and “action-oriented.” That is not how I am using the word.

that has neither been raised nor answered sufficiently with respect to the field of diversity: What is the developmental path for acquiring diversity management capability as an individual or an organization?

John Hutcheson, former Georgia State University professor, has described discipline as a “lens through which one may view a field.” Another compatible definition is that of Peter Senge, author of The Fifth Discipline: The Art and Practice of the Learning Organization. He defines discipline as “a body of theory and technique that must be studied and mastered to be put into practice . . . a developmental path for acquiring certain skills or competencies.”

Is the field of diversity likely to become discipline-driven?

I think so. Some have noted that the lack of discipline is characteristic of evolving fields. Also, increasingly, I hear calls for more discipline—albeit sometimes positioned as arguments for more professionalism. Once practitioners become convinced that seeking “silver bullet” words and interventions cannot generate sustainable progress, serious movement will be made toward the generation of diversity disciplines.

Discipline, then, is developed so that it may be practiced.

Stated differently, a discipline is not idle, academic theorizing, but rather a practical prescription for gaining mastery with respect to a specific capability.

In The Fifth Discipline, Senge also writes, “To practice a discipline is to be a lifelong learner. You ‘never arrive;’ you spend your life mastering disciplines . . . The more you learn, the more acutely aware you become of your ignorance.”

Implicit in the above discussion of discipline is the question

R. Roosevelt Thomas Jr. is often called the “Father of Diversity.” He founded the American Institute for Managing Diversity and has authored two seminal works: The Harvard Business Review article, “From Affirmative Action to Affirming Diversity,” and the book, Beyond Race and Gender.

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DIVERSITY PIONEER

Michael L. Wheeler A Future Perspective on Global Diversity and Inclusion

The future of global diversity and inclusion will be determined by what we do today and how we do it. It requires a real vision—a higher purpose—of what it will look like for individuals, organizations and our world.

By Michael L. Wheeler, President, OEStrategies Inc., and CEO, Medici Innovations The vision has been given to us by greats such as Martin Luther King Jr., whose famous speech, “I Have a Dream,” paints a vivid picture of what that world should look like. The United Nations Universal Declaration on Human Rights provides another vision for a universal set of standards. Even a corporate diversity vision can inspire, such as GM’s, “A winning culture of inclusion that naturally enables GM employees, suppliers, dealers and communities to fully contribute to the success of GM around the world.”

American cultural anthropologist Margaret Mead said, “Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” I believe our future starts with the individual. Each of us holds the power and has the responsibility to demonstrate and live inclusion. Corporations lead, too, by bringing together people of many differences for a common purpose. Leading companies will provide a productive and innovative workplace while driving and teaching inclusion and building skills in people and, as a result, in our communities.

Nearly 20 years ago, I was asked by a reporter from one of the nation’s top newspapers if diversity was another fad, another “flavor of the month.” I responded, “Diversity is our reality and a force of change that will only increase over time.”

Indeed, I have seen tremendous growth in the field and in corporate, government, education and communities. I’ve also seen too many of the same old problems.

Diversity is a global fact, yet inclusion is not a global value.

Corporations will continue to increase innovation through diversity because a global economy will force it. Diversity and inclusion will be increasingly identified as performance factors.

The chief diversity officer will become a critical position in management. There will be greater accountability, and diversity will grow as a performance indicator.

At the same time, gaps in education in the United States, resulting in skills gaps and labor shortages in our fastest growing populations, will continue, but with improvements. Global competition will make it tempting to seek talent elsewhere.

Racism still will be an issue that needs to be resolved, and there will be increasing cross-race/ethnicity competition and power struggles.

Still, there will be a new breed of leaders who will drive change more quickly because they understand the value of diversity and inclusion. Diversity is our reality. Diversity and inclusion drive innovation. Through innovation we will find the solutions for today and our future.

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DIVERSITY PIONEER

Trevor Wilson

Diversity: Ready to Evolve

It’s time for a change! The diversity industry has hit a wall and is poised to evolve to the next stage.

By Trevor Wilson, TWI Inc. One of the most intriguing arguments I’ve heard for the evo-

This is what diversity needs to focus on—discovering the

lution of diversity came from a scientist explaining the process

many variations that make everyone unique. It is so trite and

used to map the human genome. He explained that one of the

demeaning to reduce diversity to conversations about the color

first steps in the mapping process was to determine the various

of my skin, my gender or my sexual orientation. Even though

combinations of human DNA. He said that before the genome

these characteristics do inform, they do not define, who I am.

was mapped, conventional wisdom held that there were infinite combinations of the three billion pairs of DNA biochemicals in the double helix. However, this imprecise estimate needed to be accurately quantified to complete the mapping.

It is time the conversation and the meaning of diversity evolve. Allow me to introduce you to Human Equity™, a concept that focuses on maximizing the diverse talents of your total work force. It is the next step in the evolution.

After doing the math, scientists found that there were a startling ten to the power of 2.5 billion possible combinations of human DNA. The scientist went on to say that if you divide that number by 6.5 billion (the current population in the world), you get to see the true diversity of the human family.

To find out if you need to evolve your diversity program, download and complete the Total Equity Solution© Scorecard from www.twiinc.com. Share it with your colleagues. Start a brutally honest conversation about where you have been and where you want to go next with diversity.

It was not long after hearing this speech that I was reading an excellent article by talent management guru Marcus Buckingham, who wrote, “Differences of trait and talent are like blood types. They cut across the superficial variations of race, sex and age and capture each person’s uniqueness.”

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DIVERSITY PIONEER

Mary-Frances Winters

The Future of Diversity

In the 30-plus years that I have been involved in some form or another with the issues of fairness, equity and diversity, so much has changed and yet so much has remained the same. Charles Dickens’ words still fit: “It was the best of times. It was the worst of times.”

By Mary-Frances Winters, President, The Winters Group, Inc. In the United States, legal discrimination was abolished with

labor and technology. The business case is compelling. We

the Civil Rights Act of 1964 and other legislation; apartheid

either learn mutual respect and appreciation, how to share

ended in South Africa; and there has been notable progress in

power and collaborate, or we will suffer what could be dire

solving human rights atrocities around the globe. However, as

consequences.

we are all painfully aware, too much injustice, too many inequities and far too much intolerance of differences continue to cripple our ability to move closer to the type of world that inclusion advocates such as Gandhi and Martin Luther King Jr. envisioned—a nonviolent world where people would be judged by the content of their character, not the color of their skin, sexual orientation, physical abilities, gender or religious affiliation.

The issues of intolerance and injustice are at crisis proportions, and I believe that our ability to survive as a civilization is inextricably linked to our willingness to accept, leverage and

Time is of the essence. The power base is shifting from West to East, and many of us lack the cross-cultural competencies needed to work effectively with cultures very different from our own. We haven’t gotten it right yet at home, but it is clear that we need to expeditiously incorporate a global framework, even if the scope of operations is within U.S. boundaries.

Myopic, ethnocentric thinking must give way to world views that are more relative than absolute and more fact- than assumption-based.

We have a lot of work to do. It is hard work, but we must persevere because our very survival depends on it.

optimize our differences for the collective good of the planet.

The future conversation about inclusion must focus on the accelerating global interdependence for natural resources,

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DIVERSITY PIONEER

Herbert Z. Wong, Ph.D. The Future of Diversity Programs and Initiatives

Current United States and global-wide demographics clearly indicate that our families, communities, organizations and countries are getting more diverse, not less diverse, with every passing day.

Diversity leadership and management not only will be desired and expected for workplace and community skill sets, but also will be necessary and required competencies for effective, productive and successful outcomes in business, education, community and global venues. Given the forecasted diversity changes and conditions, the following three predictions are provided as core strategies for diversity leadership and management competencies.

By Herbert Z. Wong, Ph.D., Herbert Z. Wong & Associates 1. Integration of the global, international, multicultural and diversity models (to include concepts, tools, training and competencies) into a holistic framework and system for application in business, education, government, and community venues: Current diversity approaches tend to focus, more or less, on distinct areas of work and skill sets among global, international, multicultural and diversity fields of competencies, with limited opportunities for overlap.

Greater integration of diversity programs with these other areas will be needed for diversity leadership and management in this next decade.

2. Implementation of more language- and culture-specific training initiatives and programs to address changing global and local demographics and conditions for success: Given the changing world and U.S. demographics in the Latino/Hispanic, Asian/Pacific and Middle Eastern populations, diversity leadership and management programs will require greater focus on language- and culture-specific training of skill sets for executives, managers and professionals.

For example, programs containing both language instruction and cultural awareness that help executives, managers and supervisors work with the changing work force would be beneficial both in the United States and in global venues.

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3. Expansion of partnerships among business, education, community and government diversity initiatives and diversity leadership and management: Diversity initiatives and programs will need to achieve greater coordination and partnerships among collaborative business, education, community and government entities, given the complexities and changes in demographic needs and concerns. Designs for solutions that address multiple levels within diverse communities and environments will be more effective than those focusing on unitary levels, populations and programs. These partnerships will enhance the quality of life, well-being and satisfaction within diverse environments and venues.

The complexities of the changing demographics within the United States and the larger world context will necessitate better integration of the models, concepts, methods, tools and skill sets for diversity leadership and management. Infusion of these three core strategies will advance our diversity leadership and management research, education and training in the coming decade.

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DIVERSITY PIONEER

A Tribute to

Kaleel Jamison

Kaleel Jamison was a true pioneer in management consulting, organization development, human relations, and personal growth.

A Posthumous Dedication She was raised in an era in which women in positions of power

Personnel Administrator. She was one of the first management

and influence were a rarity in business, and people’s roles and

consultants to address sexual attraction as a workplace issue.

expectations were defined by gender and race. Through her

Kaleel was also a pioneer in applying organization develop-

marriage to Bill Jamison, a well-regarded corporate leader who

ment technology to Affirmative Action and diversity issues.

attended professional development workshops, Kaleel had the opportunity to participate in the “spouses’ programs” that accompanied Bill’s executive training sessions.

In the late 1960s she began running workshops on the differences in communication styles between women and men in her local church in Cincinnati. She was especially vocal in challenging the notion that women should make themselves appear smaller and less significant so men could feel larger and more significant. Kaleel was a staunch believer in selfempowerment and the empowerment of others. “By being more of myself, I am able to share more of me with you.”

In the 1970s she addressed differences of color and race in the workplace when she consulted to several large companies.

In 1983, Kaleel wrote “Managing Sexual Attraction in the

She expanded the scope of this work beyond the classroom and training site and positioned it as a system-wide issue rooted not just in individual skills and attitudes, but in organizational policies, practices, and managerial methods.

Kaleel spent the last fifteen years of her working life as “one of the first” and “one of the few” in many areas. In addition to being a pioneer on issues of gender, race, affirmative action, and diversity, she was also one of the first and few women to work as a management consultant. Shortly before dying of cancer in 1985, Kaleel published a book that summarized many of her views on human relations and personal development, The Nibble Theory and the Kernel of Power (Paulist Press), which has sold more than 160,000 copies.

For more info, see: www.kjcg.com

Workplace,” which was published in the August issue of

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DIVERSITY PIONEER

A Tribute to

Merlin G. Pope Jr. Merlin G. Pope Jr., one of the first pioneers of the diversity movement, attended Kent State University (KSU) for three years before being drafted into the U.S. Army. His two years of honorable military service included a combat tour in Vietnam.

A Posthumous Dedication Upon returning to the United States, Pope completed his undergraduate degree and a year of graduate studies at the University of Akron. In 1970, he was accepted into the doctoral program at Yale University, where he earned two master’s degrees and his Ph.D. A.B.D. in comparative sociology and social psychology.

Merlin’s career as a diversity consultant began in 1973 when Procter & Gamble Co. in Cincinnati hired him to provide racial awareness training. Merlin used the term, “diversity,” to refer to the changing demographics of the U.S. work force.

He was very clear, however, that the term included white males. By making every organization more receptive to differences, Merlin believed that the culture of the organization became healthier for everyone.

He was one of the first consultants to link increasing personnel diversity to organizational productivity. As a result, numerous corporations began to appreciate that diversity and inclusion could strengthen an organization.

On February 10, 1998, at 55, Merlin lost his yearlong battle with cancer. Despite his untimely death, he left behind an incredible legacy—an organization that had worked with more than 250 of the Fortune 500 and had trained more than 500,000 participants at all organizational levels.

Merlin devoted his great talents as a social scientist to a highly successful career in applied social science, helping organizations turn ethnic and gender diversity from an obstacle into an asset, thus helping women and minorities to realize their potential and advance their careers. Merlin was also a very generous and warm-hearted person who shared his success with friends and the wider community. He was beloved by all whom he touched. He left the world a better place.

His important contributions were honored by two of his former classmates at Yale University, Dr. Evelyne Huber and Dr. John Stephens, who dedicated their book, Development and Crisis of the Welfare State, published in 2000, to his memory.

His accomplishments have been recognized by the Merlin G. Pope Jr. Founders Medallion Scholarship at KSU, an annual scholarship for minority students majoring in sociology; the Merlin G. Pope Jr. Outstanding U.S. Army Reserve Equal Opportunity Noncommissioned Officer of the Year Award; and the annual Merlin G. Pope Jr. Outstanding Diversity Leadership Award of the Cincinnati Human Relations Commission, first awarded in 2003 to John Pepper, former CEO of Procter & Gamble.

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perspectives

backgrounds

We each have a unique story to tell

thoughts

experiences

Our different backgrounds, experiences, thoughts and perspectives have helped shape us into who we are today.

As we help you protect the things that matter most to you, we know one approach won’t work for everyone.

Truly listening to our customers is at the heart of our On Your Side® promise.

And at Nationwide, we care about helping you meet your unique needs.

Nationwide, the Nationwide framemark and On Your Side are federally registered service marks of Nationwide Mutual Insurance Company.

1-877-On Your Side is a service mark of Nationwide Mutual Insurance Company. © 2007 Nationwide Mutual Insurance Company, All Rights Reserved.

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Sodexho’s Champions of Diversity Program 1st Place WHILE MANY FIRMS HAVE EMPLOYEE RECOGNITION PROGRAMS IN PLACE, Sodexho’s Champions of Diversity Program is the gold standard against which all others are judged. At Sodexho, leveraging diversity and inclusion is an ongoing process where employees work together to improve the quality of the services offered to clients. In many cases, the result might be a quality-enhancing or costsaving solution.

Under the guidance of the company’s chief diversity officer and with strong support from the executive team, Sodexho’s employees have created a large menu of programs and best practices designed to meet the needs of its employees and its customers. Individuals or teams may be recognized for a wide variety of actions that support the creation of a diverse and inclusive culture.

Nominations are made online and need be submitted only once. They are considered active for four consecutive quarters. Nominees are interviewed by the market senior director of diversity with input from diversity council members.

Staff members and clients join the celebration at which the winner receives an award certificate from Global Diversity Officer Rohini Anand and a commendation letter. They also enjoy a teambuilding event at their unit and are recognized in company media.

What makes this program so strong is the ease with which it is executed. The award process is rigorous and thorough, yet exceptionally streamlined. Sodexho’s busy managers can submit nominations for deserving employees at all levels. The program epitomizes the way even the largest of organizations can gain momentum at the grassroots level.

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Progression and Retention of Women in Royal Dutch Shell 2nd Place THE

ATTRACTION, RETENTION AND

is one of several areas being targeted by Shell to improve the representation and inclusiveness of specific underrepresented groups. With more diversity, including better gender balance, at all levels of the organization, Shell believes it will be able to attract the best talent, be more responsive to customers, reduce turnover, and be more productive and creative.

Shell has seen steady progress toward the goal of achieving at least 20% women in senior leadership, but more slowly than originally anticipated. At the end of 2004, women’s representation at senior levels was 9.6 percent. Given a desire to accelerate progress, during 2005 a study was initiated by the Netherlands Women’s Network to identify barriers and enablers for women’s retention and career progression. Similar studies had been conducted in other parts of Shell and externally, but this was the first such study supported by senior leadership across multiple businesses and countries.

Based on the barriers identified, recommendations were developed to accelerate recruitment of women and filling the talent pipeline through: • Increasing the visibility of existing female role models • Improving the effectiveness of partnerships between men and women through better understanding of different leadership styles and work/career patterns • Enabling women and men to use a variety of flexible work options to support family/personal needs • Monitoring potential pay equity issues • Enabling the formation of women’s networks throughout the world.

In all, the CEO and Executive Committee endorsed 21 recommendations, with initial implementation in 2006.

Accountabilities have been established and quarterly monitoring of progress takes place through a coordinated effort within Shell’s Global D&I Network, with overview by the HR Executive Committee.

Implementation is proceeding well and year-end 2006 representation has improved. As reported in Shell’s Annual Report, the proportion of women in senior leadership positions has increased to 11.6 percent. In terms of the talent pipeline, female representation among all managerial positions worldwide has increased to 16.2 percent, and in supervisory/professional positions has increased to 23.2 percent.

Kudos to Royal Dutch Shell for tackling the progression of women issue head on and for producing such positive results in a short period of time. Company executives and women in business must be gratified by the effort, commitment and results produced by this global company.

PROGRESSION OF WOMEN

InterContinental Hotels Group’s Disability Mentoring Day 3rd Place IN OCTOBER 2006, IHG’S (INTERCONTINENTAL HOTELS GROUP) AMERICAS REGION COMMEMORATED DISABILITY MONTH, with the start of a new program called Mentoring Students with Disabilities Day. IHG hosted 25 Atlanta-area high school students with various disabilities for a day at four of its hotels.

The program was designed to provide students an up-close look at the different careers and opportunities available to them in the hospitality industry when they are ready to enter the workforce.

Many of the students’ only knowledge of hotels and the hospitality industry was from staying a night or two in a hotel.

However, the mentoring day changed all of that. Each student had their own mentor who provided them with a behind-thescenes look at hotel operations. The students shadowed mentors from various departments, including guest relations, concierge services, human resources and restaurant management.

Having received positive feedback in its first year from the students, teachers and parents, the company plans to expand the program to include more people with disabilities.

We applaud InterContinental Hotel Group’s sensitivity to students and workers with special needs. Too often neglected by society, disabled persons bring a wealth of talent and experience to the workplace that few others can understand. Reaching out to these students, and encouraging them to pursue business careers, is the kind of corporate gesture of which everyone can be proud.

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KPMG’s Future Diversity Leaders Program 4th Place

Lockheed Martin’s Diversity Maturity Model 5th Place

KPMG LLP CONTINUES ITS COMMITMENT TO DIVERSITY AND the opportunities available to minority students with the launch of the Future Diversity Leaders Program (FDL).

Following in the tradition of KPMG’s successful Ph.D. Project—created more than a decade ago to increase the number of African Americans, Hispanic Americans, and Native Americans on business school faculties—and expanding on the firm’s Fast Forward National Leadership program, FDL is designed to support high-performing college freshman who demonstrate a commitment to diversity and may be interested in pursuing a career at KPMG. Fifty students will be selected each year to participate in a three-year program that includes an annual leadership conference, internship opportunities for as many as three years, and scholarships totaling as much as $6,000.

This year, the inaugural FDL event begins with a three-day conference in Hollywood, Calif., that will focus on preparing participants with the skills and perspectives they’ll need to become business leaders. After the conference, each student will receive a $1,000 scholarship and be provided with the opportunity to interview for a summer 2008 internship. This first internship will give participating students a head start by providing them with rotational opportunities through a job shadow program, as well as a mentoring relationship with a KPMG professional.

In addition, the students will be mentored by one of several Future Diversity Leaders’ faculty advisors who have been selected to serve based on their involvement with and commitment to diversity in higher education. These professors also are charged with identifying and nominating students for the program; students must have a cumulative 3.5 or higher grade point average and be interested in pursuing a career in business to be considered for entry to the program.

More than 30 universities will be represented and participating in the Future Diversity Leaders program in 2007, and KPMG’s goal is to have more than 150 students in the program at different levels by 2009.

LOCKHEED MARTIN’S DIVERSITY MISSION IS TO CREATE A ‘ONE COMPANY, ONE TEAM’ ALL-INCLUSIVE ENVIRONMENT where diversity contributes to the Lockheed Martin vision; this goal is being accomplished through the Diversity Maturity Model™.

Lockheed Martin is facing a shift in demographics resulting from vast numbers of the workforce approaching retirement. In order to create the change needed to make D&I a competitive advantage, the corporation developed the Diversity Maturity Model™ (DMM).

The DMM measures and tracks four characteristics (Leadership Commitment, Organizational Climate and Culture, Workforce Strategy and Development and Customer Experience Management), with five levels of maturity for each characteristic.

All levels have behavioral descriptions explaining what conditions will exist in an organization to achieve certain levels.

The corporation is evaluated on a yearly basis to determine DMM levels, with a portion of executive incentive pay tied to a specific goal.

DMM levels have been assessed for 2005 and 2006 and have shown improvement. In 2006, the overall corporate maturity assessment indicated Lockheed Martin “embraces” diversity. This achievement indicates strong support from our Chairman, President and CEO Bob Stevens and the entire Lockheed Martin Community.

The most significant indicator of success is derived from the surveys that show continued improvement and benefit from Lockheed Martin’s diversity and inclusion activities— spanning from recruitment and new hire orientation to engaging long-term employees. More information can be found at www.lockheedmartin.com.

EXPANDING

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Kaiser Permanente’s Diversity, Data & Demo-graphics Program (DDDP) 6th Place

Best Buy’s Memphis Cultural Immersion 7th Place

THIS

THE CULTURAL IMMERSION

INNOVATION CAUGHT OUR ATTENTION, BECAUSE IT SEEKS

TO IMPROVE BOTH THE PATIENTS’ AND THE DOCTORS’ EXPERI-

with Kaiser Permanente. This focus on outcomes, not just numbers, is refreshing.

The nation’s largest nonprofit health maintenance organization serves nearly 9 million members in nine states and the District of Columbia. How does such a large organization wrestle with the need to assess and improve patient and physician satisfaction?

The DDDP is an innovative, replicable, and culturally sensitive patient and physician satisfaction evaluation method that was introduced in 2005. It provides physicians with culturally specific survey data in order to improve the care experience and quality of outcomes of Kaiser Permanente’s memberships.

“This program was borne out of ‘seeking to improve one’s own performance’, which produced significant results,” reports Calvin B. Wheeler, M.D., Kaiser Permanente’s physician-inchief and CEO. “These early results have led to a gift that just keeps on giving. The enlightenment that comes to the providers who have participated in this program has been career-changing and, at times, life changing. This program has become the prompt for much innovative thinking and analysis in the arenas of patient-member satisfaction, physician-practice satisfaction and practice sustainability.”

The DDDP originated from an OB/GYN physician whose data showed increased patient satisfaction with older female patients than with younger women, ages 18-35. Women in this age group often don’t want to see a male physician, leading to physician bias. After identifying the bias, he adjusted his behavior and increased his knowledge and care skills of this group and in one quarter increased his subset service score. His personal experience was the genesis for this innovation.

Departmental Chiefs now have tools to effectively coach and provide feedback to their physicians on the various aspects of diversity: gender, ethnicity, age and levels of familiarity. The educational program is seen as an innovative practice to be used throughout Kaiser Permanente.

ENCES

90-DAY LEADERSHIP DEVELOPMEMPHIS, TENN. The program meets the needs of different learners by providing a variety of experiences: video, small and large group discussion, self-reflection, self-guided learning, team collaboration and problem solving.

Particularly interesting to us is the way this program’s effects cascade throughout the organization. The program exemplifies a method of driving change all through the company.

Unlike other programs that select only top performers, Best Buy’s program takes only intact teams. Together, they coach each other and influence lasting cultural change.

Participants spend three days in Memphis, and then execute their 90-day action plans. After the 90 days, the Diversity and Strengths Team visits stores over the next six months to assess how well the change has become a natural part of business rhythms.

Particularly appealing is the program’s cost effectiveness.

The average cost per participant is just over $900, including travel, lodging, catering, printing and expenses.

The transformational stories provided by participants and their direct reports, customers and families have helped change the way diversity is discussed at Best Buy. IS A

MENT PROGRAM THAT BEGINS IN

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Dell’s Online Library For African-American Political History 8th Place In September 2006, Dell launched the first virtual and most comprehensive library on the political history and legislative legacy of African Americans in shaping the nation’s democracy.

What a great idea! It was unveiled during the Annual Legislative Conference of the Congressional Black Caucus Foundation (CBCF).

Called Avoice, or African American Voices in Congress, www.avoiceonline.org, the library is the product of a collaborative partnership among CBCF, The University of Texas at Austin, Howard University and Dell. The online educational portal provides a central source of information about historical and contemporary African American policy issues important to many Americans, and of particular interest to researchers, educators and students.

“Avoice represents the official history of the Congressional Black Caucus and much more,” said U.S. Rep. Kendrick B. Meek, D-Fla., chair of the CBCF. “We believe that Avoice will promote civic engagement among youth through its rich content and interactive learning tools. In doing so, the Avoice site will benefit all Americans.”

“Dell’s sponsorship of this milestone project reflects our commitment to diversity and is a unique opportunity to help educate the public about the contributions of African Americans to our nation’s history,” said Dell CEO Kevin Rollins, who introduced the new site during the event. “We are privileged to be a part of Avoice and will continue to support it with technology that can enrich the site content.”

Today, African Americans represent 13.4 percent of the U.S. population; 60 percent of black citizens age 18 and older voted in the 2004 presidential election, up 3 percent from the previous election. African Americans had the highest turnout rate of any minority group in 2004.

MGM MIRAGE’s Aligning Diversity to Drive Performance 9th Place The purpose of this initiative is to maximize strategic partnerships with diverse groups and organizations to drive business to MGM MIRAGE properties. In an effort to align diversity to drive business performance, MGM MIRAGE created a dedicated sales position to develop relationships with meeting and convention planners for multicultural and emerging markets. In 2006, Dzidra Junior was appointed national diversity sales man-

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ager. Additionally, marketing and advertising programs specifically targeting diverse consumers were created and the company increased participation in relevant multicultural trade shows.

In 2006, the corporate diversity department developed a pilot program for the National Urban League Conference.

MGM MIRAGE sponsored the Women of Power Luncheon at the organization’s national conference. A marketing incentive was created offering a special rate during a two-night stay at one of the company’s properties. The production cost for the collateral material was approximately $2,000. A tracking code was associated with the incentive to track the redemption of the incentive, and after the three-month pilot period, the estimated revenue for the property was $45,740. The program was clearly a success and totally consistent with the company’s business objectives.

The program was so successful, MGM MIRAGE Corporate Diversity plans to expand the pilot program and work with all its properties to support their business objectives.

Members of the corporate diversity department are already meeting with property diversity councils to discuss how this can be implemented.

Credit Suisse’s Keys to Leadership—Unlocking Potential Program 10th Place The Keys to Leadership program was initiated to attract, retain and develop a more diverse pipeline of future leaders at Credit Suisse. The bank is active in over 50 countries and employs about 42,000 people from over 100 nationalities.

In its first year, the program specifically targeted mid-level females and minority managers. One innovative aspect of the program is that participants conduct an executive interview with a senior manager in order to study leadership perspectives and discover shared values within the organization. One key result is that the program has created a strong network and support group for the participants that has lasted well beyond the duration of the formal program.

To date, 107 people have successfully completed the program, and the results appear to be quite impressive. In 2005, 20 percent of the female participants were promoted. The following year that number increased to 35 percent.

The program has also improved retention. Over the twoyear period the program has been in existence, 94 percent of participants are still with the bank, compared to 86 percent of the comparative population. What’s more, there has been a marked improvement in the performance of the participants, new relationships have been forged and networks formed which continue to enhance teamwork.

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Aw a r d o f E x c e l l e n c e

Profiles in Diversity Journal is proud to honor the following companies with our Award of Excellence for their innovations in diversity. They are presented here in alphabetical order.

Identifying Performance Variation and Addressing it Through Collaboration Blue Cross of California BLUE CROSS OF CALIFORNIA IS A SUBSIDIARY OF WELLPOINT, INC. (NYSE:WLP) that provides health care services to 7.5 million members and employs 7,000 associates. A review of its California Quality Scorecard and supplemental analyses showed that the Inland Empire lagged behind other California regions in most clinical quality and patient satisfaction measures. The reasons for this performance gap were not clear, but Blue Cross senior leadership charged the Quality Improvement Department with looking for ways to improve performance in the area.

Blue Cross held a two-day meeting with the Inland Empire’s medical leadership and, with the help of a consultant, facilitated discussions on barrier analysis and solutions development. Representatives from provider organizations, employer groups, local medical societies, government agencies, and multiple Blue Cross departments also attended.

Since then, a multi-stakeholder Inland Quality Collaborative was launched to provide monthly training, share best practices, and check in on quality improvement. The company also initiated a five month course that introduced provider group leadership teams to the key changes necessary to improve clinical performance and patient satisfaction, and manage IT implementation across practice sites. Lastly, Blue Cross visited individual provider groups to provide mentoring as needed and will begin to share group specific healthcare disparity data. Over 85 percent of Inland Empire groups were engaged in at least one

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of these initiatives and gave positive feedback such as “Thank you, Blue Cross!”

Based on the success realized to date, Blue Cross is working with other health plans in regions with relatively low performance on quality indicators and expect the next roll out in third quarter 2007.

Cardinal Health’s Best Practices Webinar Series THIS INNOVATIVE WEBINAR SERIES was introduced in January 2006 as a forum for Cardinal Health’s diversity councils.

The Webinars allow council members from all over the country to share and leverage best practices in diversity and inclusion, enterprisewide.

Not long after the company encouraged employees to participate in diversity councils, Director of Diversity Jeanetta Darno recognized that diversity councils were gaining momentum throughout the organization. However, because Cardinal Health is a global healthcare company with 40,000 employees at dozens of locations throughout the United States and abroad, the diversity councils faced a challenge when it came to sharing those successes and best practices with each other.

That was the genesis of Cardinal Health’s launching the Diversity and Inclusion Best Practices Webinar Series.

Corporate leaders and employees from across the country participate in monthly Webinars from the comfort of their own offices, and the team invites external speakers to attend virtually, as well.

“Our Webinars provide a regularly-scheduled, replicable forum for our diversity councils to share the exciting progress they’re making,” said Darno. “They also fuel excitement and continued momentum for diversity efforts across the organization, because employees and corporate leaders really enjoy and become motivated by learning about progress and best practices from other areas of the company.”

mgmmir a g ed iver sity.com N e v a d a : B e l l a g i o • M G M G r a n d • M a n d a l a y B a y • T h e M i r a g e • Tr e a s u r e I s l a n d • M o n t e C a r l o • N e w Yo r k - N e w Yo r k • L u x o r • E x c a l i b u r • C i r c u s C i r c u s Railroad Pass • Primm Valley Resorts • Silver Legacy • Circus Circus Reno • Colorado Belle • Edgewater • Gold Strike • Nevada Landing O u t s i d e N e v a d a : B e a u R i v a g e • G o l d S t r i k e - Tu n i c a • G r a n d V i c t o r i a • M G M G r a n d D e t r o i t

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Dow Chemical Company’s Diversity & Inclusion Forums “LEADERS CAN MAKE OR BREAK A COMPANY, and therefore it’s in everyone’s best interest that we appropriately develop this group.” –Andrew Liveris, president, CEO and chairman.

Dow’s Diversity and Inclusion Team developed Diversity & Inclusion Forums to align and engage all leaders with the D&I strategy as a first, major step toward cultural change.

The D&I Forum is a two-hour interactive communications workshop for all of Dow’s people leaders. These face-to-face sessions are held in major locations around the world. Groups are limited to 30 leaders to create an intimate learning environment and foster discussion and debate. To leverage the power of leaders teaching leaders as a mechanism of culture change, and underscore D&I as integral to the company’s business strategy, every session is hosted by a senior leader.

Dow’s Office of the Chief Executive (OCE) established a set of breakthrough D&I goals in early 2006, grounded in accelerating the implementation of the company’s global growth strategy. The results from the D&I forums are impressive: • 98 percent of participants understand why Diversity & Inclusion is a key element of Dow’s ability to implement its strategy.

• 90 percent have a better understanding of what it means to be an inclusive leader.

• 99 percent understand accountability as a leader for creating a diverse and inclusive culture at Dow. • 98 percent plan to take action to create a more diverse & inclusive culture.

Freescale Semiconductor’s Europe, Middle East, Africa (EMEA) Leadership Summit IN

AN EFFORT TO INCREASE THE NUMBER

OF WOMEN IN MANAGEMENT POSITIONS,

Freescale Semiconductor’s EMEA leadership team sponsored a regional conference to bring awareness to the need, and to provide opportunities for networking and personal development among the participants.

The 3-day conference had a mixed gender audience of about

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50 individuals representing 12 countries, all business groups and multiple levels of the firm’s hierarchy. Key speakers covered topics as varied as the dimensions of diversity, gender stereotyping and executive-level communication skills. Executive panel debates and animated breakout sessions tackled the key business issues potentially contributing to the under-representation of women in management.

Since the summit, work has been done to create an integrated action plan for the region, with full engagement from country directors and regional business leaders. Country specific plans are now in place, and other work underway includes the creation of an inclusion-focused development curriculum, targeted project initiatives and an internal and external focus to attract, retain, and progress key talent. In addition, the event is now seen as a model of success for similar events globally.

Where previously there was purely a recognition of the need for inclusive practices, the Inclusive Leadership event has provided the launch pad for a comprehensive, pragmatic plan that is sure to drive the success of Freescale, now and in the future.

Kelly Services’ Supplier Diversity Summits KELLY SERVICES,

A LEADING HUMAN

RESOURCE SOLUTIONS PROVIDER, SUPPORTS ITS COMMITMENT TO DIVERSITY

SUPPLIER DIVERSITY DEVELOPMENT PROGRAM. This initiative operates with an annual goal of five percent and is supported by a team of diversity professionals, led

by Vice President of Supplier Diversity Nicole Lewis.

As part of its continuous improvement efforts, Kelly conducts supplier surveys to see if the program is meeting expectations.

Based on supplier feedback, Kelly launched the Supplier Diversity Summit series in June 2005.

The Supplier Diversity Summits are specifically designed to strengthen diverse suppliers so they can more effectively compete in a global marketplace, whether they do business with Kelly or not.

These regional, quarterly Summits provide a networking forum for staffing companies to share best practices within the supply chain. The forums are designed to inform, engage and generate business opportunities among Minority, Women and Disabled Veteran Business Enterprises (MWDBE).

The Supplier Diversity Summit program has given participating suppliers the opportunity to develop strategic relationships and showcase their unique services and products. Supplier feedback consistently ranks the Summits at an average of 4.75 out of 5, both in the value and quality of the information received.

Most importantly, these Summits have increased MWDBE opportunities in the higher margin professional and technical THROUGH THE

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staffing space. About one-quarter of Kelly’s diverse supplier spend falls into its commercial division, which typically has thinner margins; while three-quarters falls into our professional and technical division, with higher margins.

Kelly plans to update the Summit curriculum to stay current with changing market demands. The company has launched a quarterly newsletter for its supplier community and will continue to identify new markets in which to host future Summits and gain access to new suppliers.

New Jersey Department of Environmental Protection Diversity Action Plan (DAP) ON AMERICA’S FIRST OFFICIAL “EARTH DAY”—APRIL 22, 1970—THE NEW JERSEY DEPARTMENT OF ENVIRONMENTAL PROTECTION (NJDEP) WAS BORN. Since that day, NJDEP has managed natural resources and solved pollution problems. NJDEP has a staff of approximately 3,500 and is a leader in the country for its pollution prevention efforts and innovative environmental management strategies.

The DAP was formally introduced in the spring of 2006. It evolved out of concerns form minority employees about fairness in the workplace on issues related to promotional opportunities and other human resource concerns. The DAP is a compilation all of the issues, concerns and recommendations from employees who provided comments. All employees were provided opportunity to make comments to the plan.

The DAP has the support of the entire management chain right up to the Governor of New Jersey, who has been a key advocate for a diverse workforce. In fact, the New Jersey Department of Personnel (NJDOP) is looking to the Department of Environmental Protection as a model for state government on this issue.

The DAP has resulted in changes in the hiring process. The organization aggressively sought out minority applicants for new openings. As a result, it produced a 10 percent increase in minority employees. The success rivaled that of New Jersey’s major corporations with advanced diversity programs.

The DAP also establishes a performance measurement and accountability process, which provides a system for measuring and monitoring the department’s progress related to the DAP. The plan also establishes a system to integrate diversity performance standards for supervisors and managers throughout the Department.

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New York Life’s Networking for Innovation Employee Network Groups THROUGH THE FORMATION OF FOUR EMPLOYEE NETWORKING GROUPS (ENGS), New York Life is taking further steps to foster employee diversity to best develop its next generation of leaders. The ENGs are: the African American Employee Network Group; Hispanic Employee Network Group; Asian Employee Network Group; and Gay, Lesbian, Bisexual and Transgender Employee Network Group (GLBT).

The ENGs are an important part of the overall mission of the Office of the Chief Diversity Officer, which is to guide the continued progress of the company in the areas of recruitment; training of a diverse workforce; development and promotion of minority and women employees; and the maintenance of an environment of inclusion.

Each of the four ENGs has a sponsor from the Executive Diversity Council (EDC). The EDC is made up of executive management members and the chief diversity officer. The company gives each group financial resources to sponsor events.

The ultimate goal of the Diversity Office is to continue to foster a “level playing field” based on merit regardless of race, gender, age, sexual orientation, or any other protected status. By fostering this type of environment, New York Life achieves positive results, both within and beyond the confines of diversity.

The ENGs are a positive forum for career development, recruitment, information sharing, education and the exchange of ideas. This year, each ENG has already held a networking event and has planned future events.

“We will continue to attract and retain the best and brightest employees as long as we have an inclusive culture, one that celebrates diversity,” says Chief Diversity Officer Katherine O’Brien, who oversees the program. Developing and promoting minorities and women is good for business and recruiting, she adds. “It sends a message that New York Life is inclusive and understands that the world in which we operate is made up of a wide variety of people.”

NEW

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Wal-Martâ&#x20AC;&#x2122;s Career Preference System Wal-Mart has developed a Career Preference Program where associates can learn detailed information about different positions within the company, including career paths and compensation details. Career Preference allows Wal-Martâ&#x20AC;&#x2122;s current associates to develop a strategic career path and move forward with those career opportunities and onthe-job experiences.

The program is offered in not only in the retail facilities, but in the distribution sector and in the Corporate Home Office. As the career opportunities continue to grow, the

systems and processes that facilitate these openings are expected to grow to meet the demand.

Career Preference empowers Wal-Mart associates to plan and take ownership over their career, with functionality that includes being able to research positions, indicate positions of interest, and indicate the desire for career guidance and planning.

The program is innovative because of the sheer scale and scope of operations at this retail giant. During 2006, more than 770,000 positions were filled with either internal or external applicants for the position. To focus on one position, more than 140,000 cashiers were selected into the position via Career Preference.

The program offers tangible proof that at Wal-Mart, associates are not numbers, but individuals with career goals and aspirations the company wants to meet.

PDJ

Leading, Changing, Transforming SHRM Workplace Diversity Conference & Exposition Learn how to leverage workplace diversity in your organization and network with colleagues who share your interest in diversity management. Keynote speakers will motivate and inspire you, and educational sessions will discuss current issues, best practices and contemporary research.

October 18â&#x20AC;&#x201C;20, 2007 Philadelphia, PA

www.shrm.org/conferences/diversity

07-0485

For full program details and to register visit www.shrm.org/conferences/diversity

Real-Life MicroTriggers

M

icroTriggers are those subtle—and not so subtle—behaviors, phrases and inequities that trigger an instantaneous negative response.

This issue, we offer more examples submitted by real people whose identities and places of business are being protected for obvious reasons.

“

I AM THE ONLY FEMALE MANAGER IN MY DEPARTMENT. We sometimes have afternoon meetings that run into the evening. This can be a problem for several members of my team with young children who need to be picked up from daycare or driven to afterschool activities.

At a recent team meeting, one of my male colleagues said to me, ‘It’s almost 5 p.m. and we have more agenda items to cover, but let’s stop now because Mary, I know you need to pick up the baby.’

I was furious. Although I was not the only person in the meeting who needed to leave to pick up their child, I believe that I was singled out because I am the only female.”

—Mary, Engineering Firm, Reston, Virginia

“

I AM A LICENSED AIRCRAFT MECHANIC. I have had several people look at me (I’m a petite female) and ask, ‘Are you sure you’re not a stewardess?’

Even after I say no, they will say things like, ‘Are you sure you’re a mechanic?’

‘You don’t look like a mechanic.’

Or, “You’re not big enough to be a mechanic.”

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“The impact on me is that I am amusing, but in a professional environment where opinions are being shared, I don’t want to be amusing. I want to be taken seriously.”

And I think that is the comment disturbs me the most. That you don’t look like, or act like a mechanic.

Although it doesn’t make me angry, it makes me very aware that people have expectations when they meet me. And it is very difficult to overcome it.”

—Anonymous

“

I TRAVEL EXTENSIVELY AND HAVE LIVED IN SEVERAL COUNTRIES. My MicroTrigger is when people assume that I speak English.

I lived in Japan for four years. Japanese children would often come up to me and assume that I spoke English because I am a Caucasian male. I could have been from France or Germany, too. Of course, it wasn’t that big of a deal, but I still recall that it triggered me.”

—Anonymous

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“

WHEN MY CO-WORKER ASKS PEOPLE WHAT THEY THINK, he puts his hand on his chin, looks them in the eye and nods his head up and down.

But whenever I say something, he just smiles. And he never asks me any further questions. The impact on me is that I am amusing, but in a professional environment where opinions are being shared, I don’t want to be amusing. I want to be taken seriously.”

—Michelle

Janet Crenshaw Smith is President of Ivy Planning Group LLC, a consulting and training firm that specializes in diversity, strategy and leadership. Her book is titled MicroTriggers: 58 Little Things That Have a Big Impact.

healthy business a rare combination At UnitedHealth Group, we are a healthy business in more ways than one. We are a Fortune 100 company identified as one of the two most admired companies in the health care industry by rankings published in Fortune magazine. Each day we also have the privilege to make a significant difference in someone’s life. Sound like a rare combination? It is.

We are UnitedHealth Group…

As a recipient of a recent award from the INROADS program, UnitedHealth Group is becoming better known for its efforts in supporting educational oppor-

Whether it’s a nurse answering questions on the phone, a technologist managing a health information database or any of us holding thousands of positions at UnitedHealth Group, each person’s role is important. Every single one of us is valued. Become one of us! Join one of our winning teams and you’ll be inspired to discover your own mix of professional advantages and personal rewards.

At UnitedHealth Group, we believe diverse viewpoints, cultural backgrounds, beliefs, lifestyles, and a number of various dimensions of difference are assets – assets that help us generate the innovations of tomorrow. You can join our dynamic culture of excellence at any of our 200 locations across the U.S. Here are just few areas with available positions:

tunities for African-American, Hispanic and Native American college students. This year, the UHG Foundation will be offering over $700,000 in scholarships to diverse minority and rural students.

• Finance

• Nursing

• IT

• Marketing

• Actuarial

• Operations

• Medical Directors

• Sales

To find out more about these and other opportunities with UnitedHealth Group nationwide and to apply online, visit our CAREERS page at www.unitedhealthgroup.com. Feel free to perform a search using location and/or keywords. Or, you may send your cover letter and resume to DiversityOffice@uhc.com. UnitedHealth Group offers a full range of comprehensive benefits, including medical, dental and vision, as well as a matching 401(k) and an employee stock purchase plan.

At UnitedHealth Group, we want to celebrate you as a unique individual, complimenting the richness of our diverse culture and talent. UnitedHealth Group is an equal opportunity employer.

Diversity creates a healthier atmosphere: An equal opportunity employer. M/F/D/V.

Bausch & Lomb

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www.bausch.com Bank of the West

7

28

19

5

15

www.kodak.com

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Lockheed Martin

MFHA

MGM MIRAGE

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National City Bank

9

Nationwide Insurance

www.nationwide.com

J U LY / A U G U S T 2 0 0 7

3

Pratt & Whitney

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SHRM

17, 93

www.shrm.com 55

Sodexho

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www.sodexhousa.com 89

Shell

59

www.shell.com 67

www.nationalcity.com 37

Pfizer Inc

www.pw.utc.com

www.mgmmirage.com

www.diversifiedsearch.com Eastman Kodak Company

91

www.mfha.net

www.dell.com Diversified Search

Ivy Planning

43

www.pfizer.com

www.lockheedmartin.com

www.cisco.com Dell, Inc.

49

www.ivygroupllc.com

www.chevron.com Cisco

Hallmark

PepsiCo, Inc.

www.pepsico.com

www.hallmark.com

www.boeing.com Chevron

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www.ford.com

www.bankofthewest.com The Boeing Company

Ford Motor Company

UnitedHealth Group

95

www.unitedhealthgroup.com 80

WellPoint

www.wellpoint.com

cover 4

Now, more stop means more go.

Starting at $25,765 * *MSRP. Destination, tax, title and license fees extra. As shown with optional features, MSRP $29,355. **EPA-estimated 34 city/30 hwy mpg, FWD. Actual mileage may vary.

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Also Featuring ... Front-Runners in Diversity Leadership Series: Cardinal Health’s Jeanetta Darno • David Casey • Catalyst

Thanks to you, Juan’s family has access to affordable health care. And that’s one huge weight off his shoulders.

Volume 9, Number 4

PROFILES IN DIVERSITY JOURNAL

Better health care, thanks to you.

Visit us online at wellpoint.com/careers EOE

®Registered Trademark, WellPoint, Inc. © 2007 WellPoint, Inc. All Rights Reserved

www.diversityjournal.com

At WellPoint, you can be addressing tomorrow’s health care issues today.

Significant issues, like improving the lives of the people we serve. In Juan’s case, it was simply the task of finding the right plan for him and his family. But what an impact it made. And what an impact you can make by joining WellPoint today.

JULY / AUGUST 2007 • VOLUME 9 NUMBER 4

WellPoint proudly recognizes diversity and celebrates the unique experiences of our associates that positively impact our environment.

JULY / AUGUST 2007

12.95 U.S.

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