Diversity Journal - Nov/Dec 2009

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Also Featuring … Catalyst • A Diversity Innovation: ¡Felicidades! • MicroTriggers • Perspectives

Volume 11, Number 6 November / December 2009

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PROFILES IN DIVERSITY JOURNAL November / december 2009 • VOLUME 11 NUMBER 6 www.diversityjournal.com

Supporting diversity, from our stockrooms to our boardrooms.

thoughtleaders

thought Air Products

AXA

CDW

New York Life Insurance

leaders Chevron

Shell

Highmark

Union Bank

Verizon

walmart

diversityof

thought

What’s Important Vanguard

recruiting exceptional candidates, regardless of their gender or race. We’re also committed to giving candidates the opportunity

UHC

Textron

What Works (and What Doesn’t)

At Sam’s Club®, we know important contributions can come from many different sources. That’s why we’re committed to

National Grid

What’s Going On

to advance—because those who work in the aisles of the Club may someday reach the halls of upper management. And after all, not only is promoting the success of a diverse workforce the right thing to do, but it strengthens Sam’s Club at every level.

also inside: SM

The Bottom Line Alaska Native/National American Indian Heritage Month

Ahead of th e game.

Beyond the stereotype.

Downright bad.

Š2009 Ford Motor Company

2`WdS ]\S Drive one.

Deliciously smart.

Fiercely in dependent .

Devoted to the planet.

A company that can change your world and the world around you.

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From everyday collection to environmental protection. Think Green. Think Waste Management. www.thinkgreen.com

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2`WdS ]\S Drive one.

Deliciously smart.

Fiercely in dependent .

Devoted to the planet.

Over 700 city miles on one tank of gas.

Gets an unprecedented 41 city/36 highway.** The most fuel-efficient midsize sedan in America. **

EPA estimated 41 city/36 hwy mpg. 17.5-gallon fuel tank. Actual mileage will vary.

THE 2010 FORD FUSION HYBRID.

from the editor notebook A editors notebook

We’re Not Done. Yet.

James R. Rector PUBLISHER

As we bid goodbye to 2009, we are compelled, as always, to reflect upon the past year.

Cheri Morabito

EDITOR / CREATIVE DIRECTOR

Profiles in Diversity Journal has brought you stories and personal perspectives regarding what was significant to the people working in the field of Diversity and Inclusion. The election of the first African-American U.S. President was an exciting milestone, to be sure, but less-publicized victories were being celebrated as well.

But, are we done yet? I was struck by how many contributors to this, the last issue of 2009, asked that very question, either directly (page 18), or indirectly.

Whether it is arguing about the validity of referring to the LGBT struggle for equality as a “civil rights” movement, or the concept of “diversity fatique,” or even the concern that diversity professionals could be viewed as expendable in this (still) tough economy, the question of what “done” means was expressed over and over.

In this issue, we are welcoming a number of new Perspective contributors, as well as special features, including a celebration of Alaska Native/National American Indian Heritage Month (page 46) and some thoughts on how diversity initiatives can help The Bottom Line (page 24). This month’s Thought Leaders grace our cover; we started this series in the spring as a way to bring the diversity experts to you, keeping you informed as to what is current in the field. Throughout these pages, you will find thoughtful insights into many of the questions and concerns you are probably feeling in your own daily D&I experiences.

Having such a highly visible diversity leap forward with the election of President Obama has actually revealed the misperceptions that many people, who are not directly involved in this field, have when considering the purpose of Diversity and Inclusion. It has also revealed how much still needs to be accomplished.

Cheri Morabito Editor

MARKETING DIRECTOR

Laurel L. Fumic

CONTRIBUTING EDITOR

Kenneth J. Kovach

CONTRIBUTING EDITOR

Alina Dunaeva

O verseas C orrespondent

Jason Bice

WEB MASTER C ontributing W riters

Michal Fineman Melanie Harrington Linda Jimenez Mary L. Martinéz

Eric C. Peterson Marie Philippe, Ph.D. Angela Roseboro Craig Storti Trevor Wilson

LETTERS TO THE EDITOR

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.

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Damian Johnson

Pro f i les i n D i versit y Journal

November/December 2009

Reprints:

Editorial:

edit@diversityjournal.com Photos & Artwork:

art@diversityjournal.com

contents

table of contents

Volume 11 • Number 6 November / December 2009

features

thoughtleaders

thought Air Products

On the Cover

28

CDW

thoughtleaders New York Life Insurance

28

Diversity Innovation: ¡ Felicidades! from American Express

24 The Bottom Line 46 Alaska Native/National American Indian

leaders Highmark

Textron

National Grid

UHC

Union Bank

Verizon

walmart

thought Vanguard

13

Heritage Month

the Bottom Line

24

perspectives 10 Culture Matters

Shell

Chevron

diversityof

Special Features

13

AXA

by Craig Storti

12 From My Perspective by Linda Jimenez, WellPoint 14 My Turn by Eric C. Peterson, SHRM

alaska native

national american indian HERITAGE MONTH

46

16 Viewpoint by Melanie Harrington, AIMD

DEPARTMENTS

18 Reflections by Angela Roseboro, Fusion Group 20 Global Diversity by Mary L. Martinéz & Michal Fineman, ORC Worldwide

22 Human Equity™ by Trevor Wilson, TWI Inc.

6 Momentum

Diversity Who, What, Where and When

8 Catalyst Building LGBT-Inclusive Workplaces

52 Last Word by Marie Philippe, Ph.D.

50

MicroTriggers More Triggers from Janet Crenshaw Smith

Storti

Jimenez

Peterson

Harrington

co rre ct ions In our prior issue, September/October 2009, Ivy Planning Roseboro

4

Martinéz

Pro f i les i n D i versit y Journal

Fineman

Wilson

November/December 2009

philippe

Group, LLC’s website was incorrectly listed. The correct web address for them is www.ivygroupllc.com. We regret the error.

Both gifts will last a lifetime,

but only one will be memorable.

Mentorings™ is a thoughtful new book from Profiles in Diversity Journal that would make a cherished gift for anyone. The book consolidates over 1,000 mentorings from over 500 successful women in business, government, military, education, and not-for-profit organizations. It’s an ideal resource that can be used for team building, mentoring relationships, career planning, networking and advancement.

Mentorings is chock-full of sage advice and words of wisdom; how-tos and to-dos; tips, suggestions, and recommendations that will stick with you for a lifetime. So visit diversityjournal.com/mentorings today to order your own copies or to get more information.

momentum momentum who…what…where…when

Halliburton’s Leftwich Earns Geological Award HOUSTON— John

Thomas

Leftwich,

senior

geological advisor in Leftwich

Halliburton’s

fessional societies including GSA, the

Color. She has been featured in Profiles

American Geophysical Union, the

in Diversity Journal magazine and

American Association of Petroleum

the Houston Business Journal. She has

Geologists, the National Association

been recognized in Metropolitan Who’s

of Black Geologists and Geophysicists

Who as well as Cambridge Who’s Who.

(NABGG), the Houston Geological Society and Sigma Xi.

McCloskey Presented Diversity Leader Award

Drilling and Evalu-

Minorities by the Geological Society

Thurman Promoted to Assistant General Counsel of Halliburton

of America (GSA).

HOUSTON—Halliburton has pro-

ation Division, has

been awarded the Bromery Award for

AT L A N TA — McClosky

Georgia Power has

The Bromery Award was estab-

moted Monica C. Thurman, for-

announced today that the American

lished to recognize minority profes-

merly director of Employee Relations

Institute for Managing Diversity, Inc.

sionals who have made significant

for Halliburton, to assistant general

(AIMD) presented Frank McCloskey,

contributions to research in the geo-

counsel with primary responsibil-

Georgia Power’s Vice President of

logical sciences, or those who have

ity for a variety of regulatory ar-

Diversity, with its 25th Anniversary

been instrumental in opening the geo-

eas—including the U.S. Department

Diversity Leader Award.

science field to other minorities.

of Transportation; the Occupational

A skilled professional with 36 years of onshore and offshore Gulf of Mexico experience, Leftwich has managed as many as seven exploration and production fields simultaneously. His

Safety and Health Administration; the Nuclear Regulatory Commission; and the Bureau of Alcohol, Firearms and Explosives. Formerly, Thurman was director of Employee Relations.

research investigations have focused

Thurman was appointed commis-

on abnormal pressure and undercom-

sioner on the Houston Civil Service

paction in sedimentary basins. Most

Commission by Mayor Bill White and

notably, he discovered the relation-

the Houston City Council. She is cur-

ship between undercompaction and

rently vice chair for the Commission.

As Vice President of Diversity, McCloskey oversees the development and implementation of strategies that help sustain a culture of excellence through inclusion by improving leadership and work culture.

“Receiving

AIMD’s

25th

Anniversary Diversity Leader Award is an incredible honor. It is always gratifying to be honored by one’s peers, particularly by a prestigious

smectite-illite transformation. Much

She is a board member for the not-

of his non-proprietary research has

for-profit organization, Career and

McCloskey stated. “Georgia Power is

been published in university, trade and

Recovery Resources, and is an advi-

committed to diversity and inclusion.

federal journals, bulletins, and corpo-

sory board member to the not-for-

We don’t strive for diversity to win

rate technical reports.

profit

awards; we strive for diversity because

organization,

Corporate

Leftwich is a certified petroleum

Counsel Women of Color. She is co-

geologist and a member of eight pro-

founder of Professional Women of

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Pro f i les i n D i versit y Journal

November/December 2009

organization

such

as

it is the right thing to do.”

AIMD,”

Since beginning his career with Georgia Power in 1972, McCloskey has held a variety of positions, including Atlanta Region Manager, Buckhead District Manager and

food service experience. In addition to

Carter holds an M.B.A from

her new responsibilities, Buttermore

Northern Illinois University and a

is serving as Chair for Sodexo’s new-

B.S. in Accounting from Indiana

est Employee Network Group, I-Gen

University. She is a CPA and a former

(Intergenerational) Network Group.

member of the Board of Directors for Lyondell Chemical Company.

Assistant to the Executive Vice

A graduate of Pennsylvania State

President for division and land

University, she began her contract

“Sue’s experience and business

operations. He held various marketing

management career in Corporate

background are well-suited for KBR’s

and supervisory positions in district,

Services and has worked in both

financial operations. I am confident

division and corporate locations prior

Campus and School divisions. Jane

that under her leadership KBR will

to his current position.

is an active member of the Women’s

continue to improve its operating

Food Service Forum.

and financial efficiency, reduce costs

“Georgia Power is honored to receive this award. It recognizes who we are and what we stand for,” McCloskey said. “We view it as validation that we

and create tangible shareholder value,

KBR Announces New Chief Financial Officer

have made tremendous strides, but not

HOUSTON–KBR

that we have reached our destination;

has announced that

we will continue to work toward creat-

Susan Carter has

ing a richly diverse company.”

been appointed

Buttermore Named Metropolitan Vice President of Operations for Sodexo

Carter

building on the successes achieved

by Kevin DeNicola [who is retiring], and his team over the past year,” said William P. Utt, KBR Chairman, President and CEO. “I am pleased to become part of

the company’s

the KBR team and look forward to

Senior Vice Presi-

building upon the company’s efforts

dent and Chief

to create shareholder value and deliver

Financial Officer.

financial success” said Carter.

Carter was previously the Executive

KBR is a global engineering, con-

Mary-

Vice President and Chief Financial

struction and services company sup-

lan d — J a n e

Officer for five years at Richardson,

porting the energy, hydrocarbon,

Buttermore

was

Texas-based Lennox International,

government services, minerals, civil

recently appointed

Inc. Before joining Lennox, Carter

infrastructure, power and industrial

to Vice President

served as Vice President, Finance

markets. For more information, visit

of Operations for

and Chief Accounting Officer at

www.kbr.com.

Sodexo Education’s metropolitan ac-

Cummins, Inc., based in Columbus,

counts. In her new role, Buttermore

Indiana. She also spent time at

will have responsibilities for Sodexo’s

Honeywell, where she was involved

largest school districts.

in the financial management of sev-

Ga i th e r s burg,

Buttermore

Previously she served as VP of Operations for Sodexo School Services, and has over 29 years of contract

PDJ

eral businesses, including operations with defense content. Carter brings 28 years of financial and accounting experience to her role at KBR. Prof iles in Div er s it y Jou r na l

November/December 2009

7

www.catalyst.org

Building LGBT-Inclusive Workplaces: Engaging Organizations and Individuals in Change

O

By Catalyst

Organizations that strive to maintain a competitive advantage by attracting and retaining top talent must foster a workplace where all employees can succeed. By drawing on the workplace experiences of lesbian, gay, bisexual, and transgender (LGBT) employees working in Canada—a country with legislated human rights protections for LGBT individuals—Catalyst found that, despite the supportive legal climate, workplace barriers persist for LGBT employees. This suggests that organizations operating in all countries, regardless of existing human rights legislation, have an important role to play in fostering LGBT inclusion.

Challenges to LGBT Employees To discover how organizations and individuals can create more inclusive and productive workplaces, Catalyst conducted an online survey asking LGBT employees about their relationships with colleagues, managers, and senior leaders; about career advancement experiences and strategies; and about how their organizations could better support them.

Respondents cited three factors that affected their career advancement and the formation of critical relationships in the workplace: • A lack of awareness regarding LGBT issues.

• Discriminatory behaviors against LGBT employees.

• Exclusion from important connections with others.

LGBT employees also felt their colleagues, managers, and senior leaders could be more comfortable with them and better informed about challenges they face at work. In particular, through a second survey on workplace experiences, LGBT women reported less positive relationships with their managers compared to LGBT men and non-LGBT women and men.

The Benefits of Inclusion Organizations and individuals both benefit from LGBT inclusion. In inclusive workplaces, LGBT employees can expend less effort managing disclosure and mitigating its impact; instead, they can focus on their work. Employees who do not experience discrimination are more satisfied and committed, and both of these characteristics are linked to higher productivity and profitability. LGBT employees can further support organizational efforts to be employers and providers of choice and to reach new markets when their diversity is effectively leveraged.

8

Pro f i les i n D i versit y Journal

November/December 2009

Organizations that want to fully leverage a diverse talent pool can implement systems to effect change. LGBT employees at organizations with diversity and inclusion programs, policies, and practices, as well as broader talent management programs: • Were more satisfied and committed.

• Perceived their workplace as more fair.

• Had more positive relationships with their managers and colleagues.

Moving Beyond Policy Organizations must make a concerted effort to create LGBTinclusive workplaces. Developing and implementing effective LGBT-inclusion programs will lead to a broader understanding of LGBT identity, gender, and equity in the workplace.

While protecting employees from discrimination is essential when creating inclusive environments, organizations must move discourse beyond antidiscrimination policies to everyday issues facing LGBT employees. Organizations should develop practices that leverage diversity, foster inclusion, and increase awareness, accountability, and action.

Important steps that organizations can take to foster LGBT-inclusive workplaces are: • Identifying organizational issues related to LGBT employees.

• Dispelling myths and stereotypes through diversity training.

• Communicating the organization’s LGBT policies and programs, internally and externally.

• Creating and enforcing LGBT-friendly policies.

• Helping LGBT employees build Employee Resource Groups and find mentors.

• Allowing LGBT employees to give back to the LGBT community.

• Making inclusive communication an organizational goal.

• Developing strategies for including LGBT identity in diversity metrics.

• Leveraging general talent management practices to support all employees. PDJ Founded in 1962, Catalyst is the leading nonprofit membership organization working globally with businesses and the professions to build inclusive workplaces and expand opportunities for women and business.

Visit www.catalyst.org to learn more about our work and download Catalyst reports. Visit www.catalyst.org/page/82/catalyst-e-newsletters to begin receiving Catalyst C-News, our monthly e-newsletter.

Our Promise To You: Profiles in Diversity Journal is the only magazine in the industry to guarantee free editorial space in each issue for you to share your corporate Diversity & Inclusion success stories, best practices, leadership, great ideas and innovations, and WomenWorthWatching速!

For more Diversity, visit www.diversityjournal.com

culture matters

Connecting with the Chinese

By Craig Storti

I

In our inaugural column, we announced that our first few articles would deal with the BRIC countries: Brazil, Russia, India, and China.

And we explained why: “Whether it’s to tap into their potential market (India and China contain one-third of the people on the planet), buy their natural resources (Brazil’s minerals, Russia’s natural gas), or make use of their skilled and affordable labor, the world is going to be paying more and more attention to BRIC in the years just ahead, and if you’re going to play in this arena, you need to understand these cultures.” We looked at India and Russia in earlier columns; in this issue we focus on China. (The four BRIC countries had their first official summit in Russia in June.)

Last year, I got a call from an electrical engineer who had been in one of my workshops. He had just assumed a new executive position with high-level responsibilities for the Asia-Pacific region of his company, which manufactures lighting systems. He needed some ‘cultural advice,’ as he put it, specifically any suggestions I might have on how to execute the four key items on the agenda for his first trip to China, which he read out to me: • Present new quality-control procedures, • Review the third quarter marketing strategy, • Update revenue forecasts for FY 2010, • Interview candidates for VP for operations.

“Are there any cultural minefields I need to be aware of?”

I asked the man if he had ever been out to China before, if he knew any of the people he’d be meeting with, and how long he was going to be gone. He had had European responsibilities before this, where he had done well enough to get this promotion, so he didn’t know any of the players in the Pacific Rim, this was his first time to China, and he was going to be there for one week. “It’s more of a get-acquainted trip,” he explained. “In that case,” I told him, “I’d leave the agenda at home and just get acquainted.”

It is an often-told story when West meets East: how important it is for people in the Pacific Rim (as well as Latin America and the Middle East, for that matter) to get to know the people they’re going to be doing business with, 10

Pro f i les i n D i ve rsit y Journal

November/December 2009

or, in the lingo, “to establish good personal relationships” with colleagues, vendors, or partners. Business in China is conducted largely through connections and networks— guanxi in Mandarin—and the first order of business is to get plugged into other people’s networks and to plug them into yours. And the only way to do that is to spend time getting to know the people whose network you aspire to become a part of and to give them time to get to know you.

“In China, the value of relationships cannot be overestimated,” Mike Sarton has written in his recent book, An American’s Guide to Doing Business in China. “China is a relationship-oriented society. Much of what is accomplished or not accomplished is based on who you know and how close your relationship is…. In business [guanxi] is the network and interaction of your relationships. It is based on regular, friendly contact and exchange of favors.”1 That doesn’t mean that your first business trip to China should be “all chit-chat and no substance” (as Westerners would be likely to put it), but it does mean that you need to allow much more time for chit-chat and dial back on the substance. Indeed, from the Asian point of view, chit-chat vs. substance is an artificial distinction; in the early stages of doing business in a relationship-driven culture, chit-chat is substance.

“I’m not so sure I can get away with that,” my engineer told me. “The head office is going to want to know what I accomplished. I can’t tell them all I did was ‘meet with’ some people.” But in the world of guanxi, meeting with people is a major accomplishment, the one that lays the foundation for all the other accomplishments that are sure to follow once people know and trust you. If the Chinese prefer to do business with people they know, then getting to know people is the sine qua non of being successful in China. “The Chinese are more inclined to mix friendship with business than most Westerners are,” two observers of the Chinese business scene have noted. “In fact, many Chinese prefer to do business with people they’re comfortable with. Otherwise, the Chinese prefer to do business with people their friends can vouch for.”2 1 Sarton,

Mike. An American’s Guide to Doing Business in China. Avon, Mass: Adams Media, 2007.

2 Collins, Robert and Block, Carson. Doing Business in China for Dummies.

Indianapolis, Indiana: Wiley, 2007.

Connecting with the Chinese:

Some Tips for Westerners If contacts and connections are the currency of business in China, keep the following in mind:

on this trip—going to think Westerners tend to be • Establishing relationships takes more time on the of this guy? If your response results-oriented, and by refront end, but it pays off in faster implementation is “Why should any of this sults they usually mean anylater in the business relationship. matter?,” then you need a thing tangible, anything you crash course in guanxi. can count, measure, or some• Listening is always better than talking; How can how quantify and report.

Westerners need to the Chinese feel you know them if they haven’t had Relationships, and especially time to tell you about themselves? And if they feel understand that guanxi is a the quality of those relationyou don’t know them, how can they ever trust you? two-way street. The Chinese ships, are hard to quantify and will expect that the access, • Any time spent with Chinese colleagues, whether are therefore not regarded as special consideration, and at or away from work, is automatically time well results—the main reason, no favors they extend to you as a spent. Indeed, getting to know the Chinese in social doubt, that my engineer was member of their network will settings may be even more valuable than time nervous about coming back be reciprocated. If you’re not spent with them at work. from his first trip to China willing to do favors, share your with “nothing to show for it,” network, and make exceptions • Remember: Even as you take the time to establish as he put it. Needless to say, for your trusted Chinese colgood relations with one Chinese, you are automatithe Chinese are not indifferleagues, they will notice. cally gaining access to his/her entire network. ent to results or unconcerned about the bottom line. But in a culture where results depend One can make too far more on connections and much of all this. It’s contacts than on the right price, timely delivery, or high quality— not as if relationships, networks, and mutual trust don’t matter in such a culture, contacts virtually guarantee good results. in the West; it’s just that in many cases these things matter much Think about all this from the point of view of the Chinese who more in China. It’s also true that in the last decade, as China has work for my engineer’s company. Let’s accept for argument’s sake undergone massive changes in its business culture, many of today’s that guanxi is real, that things get done through contacts, and that businessmen and -women, especially those who speak English, contacts must be built one relationship at a time. You fly in for are less traditional and more Western in their ways than their your first visit and at your first meeting, after some pleasantries, forebears. Guanxi is still alive and well in China, even among you begin reviewing the 3rd quarter marketing strategy with what this younger generation, but it will not be the only factor that amounts to a roomful of strangers. Your Chinese colleagues are influences your success. PDJ sitting there thinking: Doesn’t this man want to know who he is dealing with? Doesn’t he want to know how he’s coming across to us, how we might react to his views and suggestions, what’s the best way to motivate and inspire us? Doesn’t he want to know where we’re coming from? What are our Chinese partners, vendors, customers—the other people he will be meeting with Craig Storti, a consultant and trainer in the field of intercultural communications, is the author of seven books. His latest, Speaking of India, describes the common cultural flashpoints when Indians work together with North Americans and western Europeans.

He can be contacted at: craig@craigstorti.com.

Prof iles in Div er s it y Jou r na l

November/December 2009

11

from my perspective…

The Purpose of Life is Living a Life of Purpose

By Linda Jimenez Chief Diversity Officer and Staff Vice President—Diversity & Inclusion WellPoint, Inc.

I

In October, my organization launched its annual Associate Giving Campaign and, in my location, a team of volunteers has organized various events and an opportunity for associates to meet representatives from the six recognized charities they can contribute to during the campaign. This effort has clearly reminded me that the purpose of life is living a life of purpose.

Each year, thousands of individuals spend valuable time outside of their office and apart from their families volunteering. Whether it is through being a big brother or big sister, leading a Girl Scout troop, serving on a committee for a favorite charity, building homes for those who are disadvantaged, contributing to food and clothing drives sponsored by our companies or churches, or helping out at the local humane society, these volunteers are truly making an impact and living a life of purpose.

And, in living such a life of purpose, we all serve our communities—regardless of race, gender, sexual orientation, religion, age, or any other factor which may define us. Ask yourself—“What am I doing to make a difference?”

Are you familiar with the term, food insecurity?

It means that individuals or families are so limited in their resources to buy food that they are running out of food, reducing the quality of their food, cutting out meat, feeding their children unbalanced meals, or skipping meals so that their children can eat. Most of us don’t consider hunger to be a major problem in this country, but there are some sobering statistics that prove otherwise.

More than 31 million Americans live in hunger each day, including 13 million children. And it’s important to note

that hunger and malnutrition have a significant impact on health and wellness—something that is definitely important to all of us here at WellPoint.

Whether it be food for the body or food for the soul, whenever you are asked to contribute I urge you to do so with a conscious sense of purpose and give as much as you can—of your time and/or your dollars.

I’ve spent time helping family and friends who have suffered through a job loss with networking opportunities and practicing their interviewing skills. I’ve spent time working with various volunteer organizations stocking shelves with donated food items for those who couldn’t fill their own pantries. I’ve cleaned the grounds and built serenity gardens for organizations helping cancer patients and their families. I’ve spent time working with people with disabilities, and mentoring early careerists.

And, as an elder caregiver, I’ve contributed dollars to the United Way, the American Diabetes Association, the American Cancer Society, and the Alzheimer’s Association, in tribute to my parents.

What I remember about each of these experiences is the feeling I had when I was engaged in these activities.

It was the power of feeling that together, with other volunteers and those who we were supporting, we were making a difference in their lives, and ultimately, in our own lives as well. We all seek a sense of community and connection with others and this season the need is even stronger.

I challenge you to think about how you can step up and think bigger, give more, and truly live your life with a clear sense of direction and purpose in helping those in need across our communities. PDJ

Linda Jimenez is a native of San Antonio, Texas, and attended the University of Texas at Austin where she received her B.A. with honors. She is also a graduate of the University of Texas School of Law and has spent 20 years specializing in labor and employment law.

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Pro f i les i n D i ve rsit y Journal

November/December 2009

diversity innovation

¡Felicidades!

At American Express, Innovation in Diversity Drives Business with “¡Felicidades!”

—the Company’s First Hispanic Gift Card

During Hispanic Heritage Month, American Express, along with the help of its Hispanic employee network, AHORA, launched “¡Felicidades!,” its first Hispanic Gift Card. Members of the network were instrumental not only in selecting the physical design of the new card, but also in making sure the product spoke to unique aspects of the Hispanic culture. AHORA helped to acknowledge the culture’s penchant for gift-giving during Christmas Eve, Christmas Day, New Year’s and extending all the way through to Three Kings Day in early January.

Even the card’s name, ¡Felicidades!, is an expression used in the Hispanic culture —from generation to generation—to convey wishes of happiness, good health, and fortune during the holiday season.

The idea of creating a new Hispanic Gift Card originated out of the company’s Global Diversity & Inclusion team, who identified the Hispanic community as a high-potential market for this type of product. For the Global Prepaid organization, the launch aligned with its strategic priority to grow prepaid products and build relationships in the U.S., Asia and Latin America. AHORA members were honored to help with the once-in-a-lifetime task to develop and design the first American Express Hispanic-focused gift card.

“The creation of this product demonstrates the power of having diverse employees in our company and the role diversity can play in driving business results,” said Kerrie Peraino, chief diversity officer, American Express. “As a global company with a diverse talent and customer base, we are always looking for innovative ways to promote a culture of inclusiveness and diversity and meet the needs of our customers. The collaboration between the

diversity team, our Hispanic employee networks, and our colleagues in product marketing not only enabled the development of this product, but ensured its relevance for the target audience.”

The stars were clearly aligned for the ¡Felicidades! Gift Card. The teams worked quickly to get the product to market in time for the upcoming holidays. Also, the launch coincided with the company’s ground-breaking move, on September 30, 2009, to eliminate monthly fees on all of its gift cards. The “¡Felicidades!” Gift Card, like all other American Express Gift Cards, does not have fees after purchase—no fees for activation, no fees for checking a balance, no fees for monthly servicing, no fees for card replacement, and the funds on the cards never expire. What a great way to express happy holiday wishes and good fortune.

The launch of the card reinforces the company’s focus on creating products that are relevant and appealing to its di-

verse customer segments. The Global Diversity & Inclusion team continues to share its expertise to help other business teams, within American Express, grow demands for their products and services in different markets. “¡Felicidades!” was officially unveiled during Hispanic Heritage Month at the National Society of Hispanic MBA’s annual conference. In addition, all AHORA network chapters across the country are promoting the new “¡Felicidades!” Gift Card at their events and American Express shared the news through the American Express Facebook page, where it received positive feedback, generating a spike of interest in the card. PDJ

Association of Hispanics Organized to Raise Awareness Prof iles in Div er s it y Jou r na l

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13

my turn

The Oppression Olympics: Battling for Last Place Is (Literally) Getting Us Nowhere

W

By Eric C. Peterson Manager, Diversity & Inclusion, Society for Human Resource Management

When most Americans hear the term “civil rights movement,” they generally conjure images of Martin Luther King, Jr., a young black girl bravely marching into an integrated school, or other images from the 1950s and ’60s—events that eventually led to the passage of the Civil Rights Act of 1964.

Given the number of states that have recently legalized same-sex marriage, and the advent of the Employment Non-Discrimination Act (ENDA), there’s been quite a bit of conversation about the push for legal equality for the LGBT population, and whether or not this movement can truly be called a “civil rights movement.”

To this question, my first impulse is to examine the language. If “civil rights” means equality under the law, and if one agrees with the statement that lesbian, gay, bisexual, and transgender people in America currently do not enjoy equality under the law, and that a movement exists to enshrine said equality, then it becomes obvious—the LGBT movement for equality under the law is a “civil rights movement.”

But for many, this is more than an issue of semantics—it goes much deeper than the definitions of individual words.

To many, referring to the LGBT movement as a civil rights movement somehow diminishes the civil rights movement of the 1950s and ’60s; they find it insulting. Some will say that this is simply homophobia in the African-American community, but I believe that it’s more complex than that.

I believe that what’s being played out in this debate is another round of the “Oppression Olympics.” Often, the argument against referring to the LGBT equality movement as a “civil rights movement” is a variation on this theme: LGBT people have not suffered the way that African Americans suffered under institutional racism, and therefore the two movements for equality cannot be compared. And most often, the proof of this statement lies in the idea of the closet. Sexual minorities, by and large, have a “closet” that they come out of—but can always sneak back into when faced with situations that threaten their comfort or safety.

People of color, the argument states, do not have the same easy escape from racism. Therefore, the two struggles cannot be equated. As a fellow student of diversity once said to me, “I wish 14

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I could duck into Macy’s and spend a half hour in my race closet, not followed by salespeople, not asked for five forms of I.D.” On the one hand, this argument has some validity. I generally believe that discrimination based on race is often more keenly felt by people of color than that felt by LGBT people on the basis of sexual orientation or gender identity. On the other hand, this can be a difficult case to make to someone who has just been disowned by her family because she is a lesbian. We can never forget that these groups are made up of individuals, and that every individual has a story. With that in mind, it’s also important to note that while most LGBT people have the ability to closet themselves, many do not.

Furthermore, the closet—as I see it—is both a blessing and a curse to the LGBT community. The act of coming out is something that many are forced to repeat every day. They overhear heterosexist comments that they’d be spared from if they were visibly gay to strangers on the street. As the metaphor suggests, a closed closet is dark, isolating, and scary. Many LGBT people live with a constant ache of fear, believing that being “outed” at the wrong time could cost them their jobs, their family, even their physical safety. A LGBT person who decides that a closeted stance is necessary in one area of his or her life finds it that much more difficult to live openly and with integrity in other areas, and the closet becomes inescapable. Ask any person of color who, because of appearance, is often assumed to be white; I imagine you’ll hear about as many disadvantages as there are advantages to their light complexion.

But finally, and most importantly, the “Oppression Olympics” is a futile occupation. When two oppressed communities argue about who occupies the lowest rung on the ladder, the winner of this game is also the loser—and the only group that benefits is the one who was and is placed at the very top. Instead of jockeying for last place, it would be a wonderful thing if underprivileged groups could instead band together in a joint struggle for equity for everyone, secure in the knowledge that the existence of inequality is more important than the amount of suffering seen and felt.

At the risk of stretching a metaphor to the point of ridiculousness, let’s just dismantle the ladder. PDJ Follow Eric on Twitter at http://twitter.com/EPetersonSHRM

Thanks to you, Winona is as confident about her future as she is about her past.

At WellPoint, you can be addressing tomorrow’s health care issues, today. Significant issues, like offering products and services that meet the health insurance needs of the Native American and Alaska Native communities, and promoting culturally competent health care. WellPoint educates and enables associates to create solutions that improve health care and quality of life for all of the communities we serve.

Working to better people’s lives is not something you do every day. But it can be - at WellPoint.

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Visit us online at wellpoint.com/diversity EOE

® Registered Trademark, WellPoint, Inc. ©2009 WellPoint, Inc. All Rights Reserved ® Registered Trademark, DiversityInc Media LLC

viewpoint

What is the Purpose of the Diversity Practitioner’s Work?

By Melanie Harrington President

R

American Institute for Managing Diversity, Inc.

Recently, I attended a diversity practitioner retreat. In attendance was a mix of diversity practitioners spanning at least 3 generations and varying in racial, gender, LGBT, ethnic, religious, geographic, etc., backgrounds. One of my more interesting observations during this event was the range of views that the diversity practitioners had concerning the PURPOSE of the diversity practitioner’s work and their individual motivations for pursuing a career in the field of diversity.

case for diversity management. Additionally, a chief diversity officer who views her role as one designed to enhance the adaptability, health, productivity, and development of the organization does not view the role as having a time horizon.

This person would, therefore, need the professional development resources, evolving standards and even guidelines to develop her diversity management craft. The organization would also need to build a pipeline of diversity management professionals to move the organization to the next level long after she is appointed to a new position.

In previous articles that I have written for Profiles in Diversity Journal (PDJ), I have noted the importance of professionalizing the field of diversity. A number of other organizations are considering these issues, including the professional standards and competencies for the diversity practitioner. I have discussed these issues with some of the pioneers in diversity, including those recognized in PDJ’s The Pioneers of Diversity issue.1 These trailblazers with 20, 30 and even 40 years’ experience working on various aspects of diversity kindly remind me that conversations about standards and competencies have been going on for at least 15 years. However, there are hurdles that are hampering efforts to move these professionalization efforts to the next level. I believe that this may be due in part to a lack of common agreement as to the purpose of the role of the diversity practitioner.

I am sure there are diversity practitioners who may define the purpose of their diversity work under yet another category or as a mixture of the two categories that I noted above. However, the different purposes motivating the work of practitioners who are functioning under the same title or label foster confusion in and outside of the field. It hampers efforts to agree upon and catalogue the standards of practice, the competencies and body of knowledge.

Some practitioners view the purpose of their work as an effort “to right past wrongs or injustices.” This group of practitioners will often state that their goal is to work themselves out of a job. Their motivation is often borne out of a moral case for diversity. Other practitioners view the purpose of their work as something akin to organizational development or organizational effectiveness and, therefore, are continuously pursuing approaches to improve the effectiveness of the organization.

The motivation for these practitioners is based on a business 1 Pro files

in Diversity Journal, “The Pioneers of Diversity Blazing the Trail” Vol. 9, No. 4, Jul/Aug 2007, pp. 29-79.

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One Generation Y diversity practitioner asked me if the diversity profession was too diverse. After a long pause, I responded that the profession is ill-defined. For me as a diversity practitioner, I view my purpose as a change agent that brings a diversity management lens and set of approaches to furthering organizational, community or group effectiveness. As practitioners continue to grapple with these issues and reach common agreement as to our core purpose, the diversity management profession will mature and secure a place at the decision-making table. PDJ

Melanie Harrington is president of the American Institute for Managing Diversity, Inc. AIMD celebrates its 25th Anniversary in 2009. The organization is a 501(c)(3) public interest non-profit dedicated to advancing diversity thought leadership through research, education, and public outreach. AIMD works to strengthen our communities and institutions through effective diversity management. For more information, please visit www.aimd.org.

OUR COMPANY

>

THE SUM OF ITS PARTS

BE WHO YOU ARE. CREATE WHO WE’LL BE. UnitedHealth Group is working to create the health care system of tomorrow.

One that will work better for more people in more ways than ever.

A goal of this magnitude requires transformative ideas from a collective of diverse talent.

At UnitedHealth Group, our commitment to diversity is clearly visible in the high-performing people we hire, in the health care services we provide, and in our dedication to social responsibility. We support and applaud the efforts of those who work to promote fairness, equality and opportunity.

Uniting our individual efforts and abilities toward our common goal, we’re making a difference.

Learn more about us at unitedhealthgroup.com

Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V. UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. © 2009 UnitedHealth Group. All rights reserved.

Prof iles in Div er s it y Jou r na l N o v e m b e r / D e c e m b e r 2 0 0 9

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reflections

Diversity in the Age of President Obama: Are We Done Yet?

By Angela Roseboro

T

Managing Partner Fusion Group

There are times in your life when you know that you are witnessing history. The evening of November 4, 2008 was one such moment for me—as I sat at home with my family watching Barack Obama be declared the 44th President of the United States. I saw what I never thought would be in my lifetime: an African-American U.S. President. The next day I met with my leadership team to review our diversity strategy progress and plans. Afterwards, one leader pulled me aside and asked, “Now that we have [President Obama], aren’t we done with [diversity] yet?”

His question startled me, mainly because I had just left this meeting of predominantly white men and the answer to me seemed obvious. However, I appreciated my colleague’s authenticity, knowing him to be one of the company’s biggest diversity champions. I deferred my response while reflecting on just what “done” meant.

Today, women make up 50% of the population and minorities represent 33%. The business case for diversity asserts that organizations stay competitive by developing strategies that target their changing marketplace. Obama ran such a campaign, reaching across every group, winning over women (56%), African Americans (95%), Hispanics (67%), and Asians (62%) according to a CNN exit poll. Impressively, he also received more of the white vote (at 44%) than any other democratic nominee over the past eight presidential elections. But how deeply have the evolving attitudes toward race been reflected in corporate America? In 2008, people of color and women each held only 3% of CEO positions in Fortune 500 companies.

So although the population is shifting, the power base in this country is relatively unchanged.

While only 6% of the population, white men between the ages of 50 to 59 hold 95% of CEO positions in Fortune 500 companies. These baby boomers came of age at the height of the Civil Rights and Women’s movements; however, diversity at that time was just an ideal. In reality they more than likely grew up in homogeneous neighborhoods, attended segregated schools, and built networks with people who looked mostly like them. These leaders might have an understanding that diversity is the right thing to do, but with limited exposure to different 18

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backgrounds and experiences, many white men may lack the full appreciation of the effort needed to completely break down barriers to inclusion. This is partly attributable to the fact that our nation has yet to engage in an authentic dialogue about race.

Race. We talk around it, debate it, create programs to address it, but race is still such a sensitive subject that we don’t go much deeper than that. In a poll jointly conducted by CNN and Essence Magazine, 46% of whites and 42% of African Americans believe that race is a serious issue for this country.

Our discomfort around the subject of race is somewhat understandable: it is tough to have intellectual conversation about such an emotional issue. If it is true that one’s experiences shape the way they view and interact with the world, then the challenge becomes how can people who see the world through different lenses find common ground?

The answer is as much simple as it is complex—we need to listen to each other, recognizing that a person’s experiences (whether we agree or not) are true for them. We stop talking about race as a card to be played to gain some sort of leverage or unfair advantage. If you have ever felt demeaned, demoralized, or discriminated against because you are different, you understand that to be subjected to such marginalization is humiliating and hurtful. To reduce that experience to someone randomly bringing up race as a way to divert the issue is simply inaccurate and automatically shuts down the conversation. In contrast, most people of color and women do not want to be hired or promoted because of a quota system, nor do they want an unfair advantage. They simply want the opportunity to compete and be treated fairly.

This country has made exponential progress in a century’s time, with each generation bringing more promise than the last in moving us closer to Martin Luther King’s dream of a country that embraces people of all backgrounds, creeds and color. But done? Hardly. The election of President Obama is a great reminder that the dynamics of this nation are changing.

While we should be proud of our accomplishments, we must continue to push this country forward, recognizing that for every exception like President Obama, there is a larger norm that has yet to realize that full value or benefit of an inclusive and embracing America. PDJ

CHEVRON, the CHEVRON HALLMARK and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. Š 2009 Chevron Corporation. All rights reserved.

Our people are as diverse as their ideas.

tplace, rldwide marke To work in a wo represents workforce that Chevron has a siness, we rever we do bu the world. Whe r our y is essential fo believe diversit . Because d partners alike employees an human ts of view, our with more poin er. es even strong energy becom om. visit chevron.c To learn more,

global diversity Ten Commandments for Effective Diversity & Inclusion Metrics

By M ary L. Martinéz, Director, Workforce Management & Diversity Consulting; and Michal Fineman, Senior Consultant, ORC Worldwide

I

ORC Worldwide

In ORC’s experience, one of the most challenging aspects of implementing a successful diversity initiative is finding the right measures.

Martinéz Sometimes, in their desire to provide data, organizations lose sight of why they are measuring in the first place: to inform and drive the change process at both the organizational and individual levels. Metrics should be dictated by the organization’s diversity strategy and goals, which in turn derive from its business goals. (Figure 1). To select the right metrics, you also need to think through Fineman what you need to know in order to analyze the organization’s systems and culture, what you need to report to stakeholders, and how you will structure the data.

Business Goal

Workforce Implications

Diversity Goal

Work Environment Implications

Product/Market Implications

Diversity Goal

Diversity Goal

Copyright © ORC Worldwide, 2009

(Figure 1)

To create a “balanced scorecard” or “dashboard,” you will want to include measures that address four areas: 1) workforce demographics, 2) work environment, 3) program efficiency/effectiveness, and 4) business impact.

In addition, the following “Ten Commandments” will help to make your measurement of D&I progress more effective.

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Ten Commandments for Diversity & Inclusion Metrics

1. Thou shalt collaborate with business units and functions to determine how D&I will impact their business strategies, and set goals and measures accordingly.

2. Thou shalt not limit thyself to workforce demographics. Thou shalt use measures from each of the four families.

3. Thou shalt measure sparingly, tracking only what will drive action towards strategic goals.

4. Thou shalt consider the maturity of your diversity initiative when selecting metrics, and change them over time.

5. Thou shalt work closely with country HR and business management to understand the “differences that make a difference” in each location and define demographic categories in ways that make sense locally.

6. Thou shalt provide managers with the coaching, education, and tools they need to be able to reach the goals against which they are measured.

7. Thou shalt avoid jumping to conclusions about why the results of employee surveys are what they are. Apply accepted statistical standards and dig deeper to uncover root causes.

8. Thou shalt define the outcomes desired—e.g., change in behavior, cost savings, etc.—and how they will be measured before launching a new program or initiative.

9. In attempting to demonstrate the ROI of a diversity initiative, thou shalt be conservative in calculating value.

10. Thou shalt report diversity and inclusion metrics in every meeting in which business results are reviewed, displaying the information creatively to tell the story vividly and succinctly.

While “Ten Commandments” implies that these rules are set in stone—and our research tells us that they do hold true in most environments—how each organization implements them will differ to some extent. This is because measurement is as much art as science—as much literature as math; the data are important, but so is the story. And to tell a good story, you must know your audience. Diversity practitioners need to understand their organization’s culture, the language of the business, and leadership’s appetite for data in order to apply these rules appropriately and effectively. PDJ ORC Worldwide (ORC) is an international management consulting firm offering professional assistance in the areas of global equality, diversity and inclusion; talent management; global and domestic compensation; labor and employee relations; and occupational safety and health. Visit www.orcworldwide.com for more information.

© 2008 Lockheed Martin Corporation

BETWEEN THE CHALLENGE AND THE SOLUTION, T H E R E I S O N E I M P O R TA N T W O R D : H O W.

Diversity. It’s not a goal. It’s a necessity. When facing down the most important projects in the world, you need fresh ideas. And unique perspectives. Delivering the most complete answers to solve complex problems is all a question of how. And it is the how that makes all the difference. lockheedmartin.com/how

human equity™

Diversity Fatigue: An Introduction to Human Equity™

By Trevor Wilson

I

Author and Global Human Equity Strategist TWI Inc.

“I chose to run for the presidency at this moment in history because I believe deeply that we cannot solve the challenges of our time unless we solve them together.”

About the same time then-candidate Obama was speaking these words, I was meeting with two dozen leading diversity practitioners to identify some of the toughest challenges they are facing as we enter 2010. Among the usual responses of leadership buy-in, effective outreach strategies, and empowering employee network groups, came a new theme. It was a theme that seemed to dominate the entire discussion. None of us could put our finger on it until someone finally named it. As they so poignantly described it, “our organization is facing diversity fatigue.”

What, you may ask, is diversity fatigue? It is the Herculean effort required by diversity practitioners to keep the momentum going amidst the toughest economic crisis since the depression. It is trying to sell and re-package the business case by showing specific return of investment at a time of limited dollars for any corporate imperative. It is trying to figure out how to creatively communicate diversity in an extremely time-scarce environment when people struggle to do more with less. It is maintaining the gains with front-line managers (the so-called ‘frozen middle’) who ask “when will this diversity thing end? Have we not handled it by now?” It also includes the endless task of breaking down silos between groups, who only have interest in their particular dimension of diversity. This is what we call diversity fatigue.

A couple of years ago, this publication ran a fascinating series of essays entitled The Pioneers of Diversity. It included the perspective of 30 leading thinkers on diversity. Each pioneer was asked to write a short essay on where diversity came from, where it is now, and where it needs to go next.

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Not surprisingly the pioneers agreed on where diversity started. Interestingly, most also agreed on where we are right now. To borrow another phrase from Obama, many felt we are at “a stalemate we’ve been stuck in for years.” The most intriguing reading of the essays, however, is the question of “where do we go next?” There was virtually no alignment on that important question.

In 2010, I intend to use this space to introduce our perspective on the next step, Human Equity. In short, Human Equity is about maximizing on human capital. It is about talent differentiation and maximizing on the diverse talents on so called intangibles such as a person’s innate strengths, unique abilities, personalities, attitude, life experience, and virtues. As shown below, it represents the progression of the workforce from assimilation and tolerance to complete inclusion and utilization of diverse talents.

The Required Shift in Focus Assimilation

Tolerance

Inclusion

Past

Present

Future

Equality

Diversity

Human Equity

As the opening quote explains, we cannot solve the challenges of our time unless we solve them together. And as Einstein once said “we cannot solve problems by using the same kind of thinking we used when we created them.”

Diversity fatigue can be, and must be, overcome. Human Equity could be the answer. Watch this space in 2010 for more on how. PDJ

In 1996 Trevor started TWI Inc., to specialize in the area of equity and diversity as a business issue. In the same year, Trevor published a highly acclaimed book entitled Diversity at Work: The Business Case for Equity. The firm’s clients include some of the most progressive global employers. TWI’s Human Equity™ approach was instrumental in catapulting Coca-Cola’s South African division to the top performing division worldwide. Visit www.twiinc.com for more information.

CAREERS AT SHELL The most successful problem solvers look at things differently and see solutions no one else can. Who would have thought to use fish protein to stop gas freezing in subsea pipes? One of our people did.

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“Shell provided me with the opportunity to handle challenges and manage issues in a dynamic refinery environment. I count it a privilege to be part of this globalized entity and I was convinced that my journey in Shell will be filled with continual learnings, growth and never-ending opportunities to contribute.”

“With the open career progression opportunity, every employee of Shell can choose his/her own field as per their interests.”

“The best thing about working in Shell is the balance between life and work; between exposure and depth of experience offered to employees, and between making profits and caring for its employees and the community.”

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Jasmine Tiwari Senior Associate Researcher

Kishoore Jehan Marketing Executive

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The Bottom Line In the Diversity & Inclusion industry, we often hear the word ‘imperative’. And when we hear this word, we automatically understand that whatever the ‘imperative’ is, it must certainly come to impact the bottom line. The raison d’être, so to speak.

We invited organizations to tell us how they recently responded creatively to a diversity issue or opportunity, impacting the bottom line. Here are some stories worth looking at.

Brenda Mullins Chief Diversity Officer Aflac

Staying Competitive through Best-in-Class Diversity Recruiting & Retention Today’s business landscape is a global village of diverse ideas, goals, missions, people, languages, and customs. The 2000 U.S. Census counted 21 main languages spoken in the United States, including English, Spanish, various Chinese dialects, French, and German, to name a few.

We are a country of great diversity, and in order to compete in the marketplace, businesses must recruit, hire, and retain a diverse and inclusive workforce.

It’s the key to understanding and marketing to target audiences, while reflecting the customer audience being served.

To accomplish this, several best practices are recommended—starting first and foremost with commitment from top executives. Diversity and inclusion must be embraced from the top down to ensure authenticity, and the success of initiatives and programs.

Making a business case for diversity by showing the positive impact diverse markets and consumers have on a company’s bottom line will help buoy support for creating a culturally and ethnically rich workforce.

One of best ways to ensure a diverse talent pool is by employing an equally diverse team of recruiters. A team that reflects the candidate pool allows companies to better tap into recruiters’ knowledge of various communities, including government, professional, educational, and civic organizations that target ethnically diverse audiences.

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Today’s job candidates are also moving their networking activities online through social networks such as Facebook and Twitter. These Web-based communities encourage authentic conversations, allowing candidates to gain more insight into a potential employer’s environment, stay up-to-date on career fairs and events, and ask pertinent questions before entering the application process. And, although there are few out there, some niche networks are targeted specifically to minority audiences.

As most HR professionals know, and studies have confirmed, the top driver for new hires is employee referrals. Perhaps the biggest benefit to building an aggressive diversity recruiting program is that it results in a pipeline of candidates from a variety of ethnicities, as well as cultural and professional backgrounds.

Finally, as you remain focused on recruiting, don’t forget to pay attention to retention too. Attrition can be a factor for diverse segments if a company does not maintain an environment that not only embraces but also celebrates multiculturalism and diversity.

Developing activities that coincide with various cultural celebrations throughout the year will recognize the diverse communities within the organization, and foster greater understanding of differences among all employees. Businesses must support diversity year-round through programs such as management training, using culturally appropriate communications, and building mentoring programs.

By incorporating some of these best practices into workforce planning, companies will find themselves better positioned to stay competitive and relevant in the marketplace. PDJ

The Bottom Line Ian C. Read Senior Vice President Pfizer Inc

Turbocharging Business Through Diversity and Inclusion What do you do when your commitment to diversity and inclusion (D&I) is seen as “good enough” but you know that it could mean much more in powering your global business?

In Pfizer’s case, you tear it all up and start over.

About a year ago, we decided to take a new direction with the D&I effort that had placed us, and would have probably kept us, in the middle of the pack. We started our new approach with the knowledge that Pfizer, and its longstanding global presence, was already one of the world’s most diverse companies.

What we weren’t doing was capitalizing on that diversity, especially in gaining the incremental sales that separates great companies from good ones.

By creating a new framework for D&I that goes beyond human resource development and talent acquisition, we believed that Pfizer would not only be able to build a more capable workforce, but also engage that workforce to serve as new sources of business and help clear the bottlenecks of product development—real business issues that could otherwise have gone unexamined without the lens of D&I. Our new framework carries the momentum of D&I to our customers, suppliers, and communities. We believe the diversity of our workforce also holds the key to serving customers in ways that our competitors will find hard to match.

With the new framework in place, we set actionable priorities for D&I efforts at Pfizer. Here are a few examples: Enhance Opportunities for Women Globally.

Pfizer’s Emerging Markets Business Unit, formed in 2008, is focused on winning in markets such as China, India, Russia and Brazil, the fastest-growing part of the global pharma business. Women are the gateway to this quarter-of-a-trillion-dollar market. They make the vast majority of family healthcare decisions, often control the family budget, provide the majority of care, and are quickly rising to positions of power in the health min-

istries of developing nations.

Pfizer Emerging Markets is now working to remove barriers to women as colleagues, suppliers and customers.

Improve Our Capacity to Conduct Clinical Trials. In the U.S., the number of clinical trials is skyrocketing, but the volunteer base hasn’t kept pace, leading to delays in introducing new medicines. Research has shown that the number one reason why U.S. residents don’t enroll in clinical trials is the fear that their personal medical information might be disclosed in ways that lead to discrimination against them by insurers and employers. Aware of this perception, Pfizer is leading a partnership to speed the development of proprietary technology that keeps the patient in charge of his or her medical information.

Extend the Reach of Our Colleague Resource Groups. Pfizer’s 53 Colleague Resource Groups (CRGs) around the world are powerful levers for change, not only in recruitment and colleague development, but also in outreach to customers, governments, and suppliers. Recently, we’ve streamlined the processes governing our relationships with these groups, affirmed Pfizer’s commitment to them, and empowered them to take the company’s messages forward.

Much of our work in D&I and in the rest of Pfizer has been shifting away from a longstanding approach to business that was rigidly “top-down”—where power was concentrated in a few people at the top of the organization. This approach hasn’t worked for a while, and definitely won’t work in an expanded Pfizer. The concept of inclusion must be completely integrated into our culture for its true business value to be realized.

So I ask you: are your D&I efforts firing on all cylinders or viewed solely as “good enough?” If the latter, you might want to tear it all up and start over…or risk getting left behind in an ever-growing global marketplace. PDJ

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The Bottom Line

Guilherme Dias Director of Strategic Talent Management Pitney Bowes Canada

Integrating the Talent & Inclusion Plan with Key Business Priorities In 2009, the Pitney Bowes Canada Talent & Inclusion Plan was kicked off with a thorough review of key business priorities. Business leaders were consulted to determine operational challenges as they related to Talent & Inclusion in the following four areas: •A ttracting Talent •R etaining & Developing Talent •L eading Talent & Leadership • S uccession Planning The business leaders were engaged to understand “what success would look like” in each of these four areas, and then build action plans focused at the leadership level, employee level, and targeted groups.

This Plan is reviewed quarterly and has become an integral part of the Corporate Scorecard for the Canadian operation. The value of this Plan is best described in the words of Deepak Chopra, President of Pitney Bowes Canada and Latin America: “This is bestin-class in terms of integrating the Talent & Inclusion Plan with our Business Plan.” Of course, the Plan is only as good as the positive impact it has on business.

Some of the outcomes of the Plan are listed below.

Advisory Boards

Strategies recommended by a diverse group of leaders have resulted in customised solutions for a major bank, and improving the customer experience. Their recommendations have also provided key input for framing the growth strategies.

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Building Diverse Strategic Capabilities

This is critical to positioning the business for sustainable growth by building a diverse pipeline of next generation leaders.

Hire Diverse Talent

Our goal is to become an employer of choice for diverse talent by building partnerships with targeted outreach organizations. One of the current partnerships offers an opportunity for business development.

Corporate Social Responsibility

The second phase of the new immigrants mentoring program has been launched. This initiative has resulted in a better appreciation of diversity and inclusion among our Managers, and it supports our management development efforts.

Corporate Branding

Community and industry initiatives have had a positive impact on corporate branding. Pitney Bowes Canada has received 3 industry awards for our Talent & Inclusion practices in 2009.

Sales Performance

It was evident that one of the highest performing sales teams in the country had members with very diverse cultural and international backgrounds.

Leadership Diversity

Eighty percent of Senior Leader level appointments in 2009 were internal candidates. Thirty-five percent of our senior leadership talent is female and/or from a visible minority.

The leadership diversity enriches the dialogue, which results in better decisions. In essence, thoughts and ideas are pure—it does not matter where they originate, and they have the right to stand on their own merit. This is the power of diversity and inclusion. PDJ

Diversity &Inclusion drives innovation and success Kodak’s commitment to diversity and inclusion touches customers, consumers, employees, suppliers, shareholders, and more. While our vision is global, we focus upon the distinctive cultures and communities in which we live and work.

We champion diversity as a business imperative to help drive innovation.

Working together, we create technologies and services that unleash the power of pictures and printing. Become part of our picture—and join us on our journey to enrich people’s lives.

www.kodak.com/go/diversity © Eastman Kodak Company, 2008

thought leaders

thoughtleaders

Profiles in Diversity Journal continues to bring you the ideas, opinions and profiles of leaders in the field of Diversity & Inclusion in our ongoing series, thoughtleaders. We once again invited prominent diversity thought leaders to share the latest regarding the workforce diversity and inclusion topics with which they are most active.

houghtleaders thoughtleaders thoughtleaders thoughtleaders thoughtleaders

Diversity vs. Inclusion

By Shinder Dhillon

D

Director, Global Diversity & Inclusion Air Products

Diversity is the relatively easy part—it’s about the workforce. It is about getting the right mix of people, with the right skills and competencies.

tainable. We all have initiatives and we all have programs, but it’s not about programs. It’s about creating that environment of inclusion and engagement, which is about impacting behavior. You can have a million programs and if you don’t evoke the right behavior, you’re really not moving the needle.

Inclusion is the harder part. It is about the workplace— the environment we create. It’s about making sure the mix we have works. It’s about people feeling a sense of belonging, feeling respected, valued and seen for who they are.

It’s how we welcome people into our company. If we can do this, then our employees will be productive, engaged and do their best work.

How we do this is through cultural change: changing the conversation, changing mindsets and behaviors. This is easier said than done. Culture change has to be seen as an opportunity rather than an obligation and it has to be everyone’s responsibility, not just the leaders and HR. Too many people tell me, “That’s not my responsibility. Our HR people have to handle the diversity issues.” Wrong. We all—employees, supervisors, managers—play a significant role.

You can have diversity without inclusion—but that doesn’t work well. People don’t stay or, worse, they stay and mentally resign. You can have inclusion without diversity— but you end up with a homogenous workforce, and research has shown that diverse teams are more innovative, creative and have more solutions to a problem. So, the optimum is to have both. Both are equally important.

We all have different ideas about what diversity and inclusion (D&I) is and why it’s important to companies, but I also think it’s important to understand what it is not. It’s not about asking people to change their personal beliefs and values. In the workplace, it’s about making sure actions and behaviors are consistent with the company that we want to be.

Some companies are finding that their current D&I work is stuck. It is not achieving the needed business results. A lot of activities, events and initiatives are being done, but they do not see the impact. Or, you may see an impact in the short term, but it will not be sus28

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It is a learning process, and as part of that there will be missteps and challenges and sometimes a need to unlearn what we have learned in the past.

Diversity and inclusion is not an option anymore. We are now operating in a global economy, so working with people who are different and being culturally adept are becoming essential competencies. Companies are also facing some challenges in terms of their workforce. Our current population is aging, the workforce that’s coming is different from the current one, there’s a talent gap with a decline in birth rates in some countries, there are many more ethnic minority groups, and there are more females and people with different educational backgrounds.

So it really is all about our environment and our culture.

Inclusion needs to be second nature. PDJ

thoughtleaders thoughtleaders thoughtleaders thoughtleader Doing More With Less—Keeping Supplier Diversity Relevant in Tough Times

By Nelida Garcia Senior Vice President and Chief Procurement Officer AXA Equitable Life Insurance Company

I

In these challenging times, how can a procurement organization maintain a viable supplier diversity program? Keep supplier diversity sustainable and visible despite the changing business environment by developing strategies to do more with less.

programs.

Collaborate with vendors on supplier diversity initiatives, and perhaps they can help you find other diverse suppliers.

The opportunity is rich.

With change comes opportunity to be a strong partner and a creative catalyst. You can still do a lot to demonstrate commitment to your supplier diversity program.

Hosting educational and networking events for diverse suppliers is an effective way to increase your pool of diverse suppliers. Suppliers can learn more about the market and brainstorm opportunities while you provide them with the training and guidance they need to effectively do business with your organization. Consider collaborating with other departments, procurement teams from other companies, or with procurement or supplier diversity organizations. These alliances can produce effective results, while keeping costs low.

At AXA Equitable, we have two key drivers for success for keeping our supplier diversity program robust: engaging diverse suppliers in procurement activities and being creative with solutions and resources.

You may have less, but that doesn’t mean you should do nothing at all.

“

You may have less, but that doesn’t mean you should do nothing at all.

”

Continue to meet with diverse suppliers regularly to understand how they are adapting in the current economic market. As you learn more about their direction and capabilities, guide them on how to best position their offerings for your organization. A small opportunity is better than none. Have them consider investing in the relationship by taking on a smaller project at little or no charge. This provides them exposure to your company, while you assess their capabilities at little or no risk.

Look for ways to include diverse suppliers when bidding out new projects. Partner them with other established suppliers for some of the work. This practice is more accepted now, and a win-win for all. Consider the workforce and supplier diversity of all vendors.

Hold non-minority suppliers to a new standard— they should have diverse teams and solid supplier diversity

As downsizing and other events force individuals to reinvent themselves, many are starting their own businesses to meet unfulfilled market needs. As procurement professionals, we have the opportunity to mentor the diverse businesses of tomorrow. It is important to go beyond the ownership level and to make sure there is a willingness to embrace the entire concept of being a diverse supplier, from the hiring and support of diverse employees through the execution of quality services. We can provide business insight and information on available diverse supplier resources, always remembering that, ultimately, quality and value are the keys to success. PDJ

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thoughtleaders thoughtleaders thoughtleaders thoughtleaders Leveraging Employee Networks to Impact Real Business Challenges

By Melissa Donaldson

O

Senior Manager, Inclusion Practices CDW

Over the last year most businesses—small and large alike—have had to work through tough challenges; from layoffs to furloughs to cutting costs, this year we’ve seen it all. Yet, what gets lost during these tough periods is a focus on the employees and their ability to effect change. What can you do when your company needs to take undesirable actions you know will impact the workforce?

In order to best leverage employees and internal networks, executives and middle management need to pay keen attention to how they convey change. Most simply need more information to better understand the state of the business, as well as how to manage themselves through the change. But when it comes to larger business-critical issues, the opportunity to think outside the box and tap into critical employee networks to impact real business challenges is imperative.

It’s been said that so much of what a person learns is through word of mouth. Communication is more important than ever before, which is why grassroot employee networks, developed for employees, by employees, at various levels with varying personal backgrounds, are crucial for the exchange of ideas, ideals and experiences. Employee networks should never be closed microcosms shrouded under veils of secrecy in an organization. Instead, they should be positioned and touted as highly valuable strategic business resources that allow for a variety of perspectives to be brought to bear in order to make sound decisions that drive business results.

Employees have a tremendous stake in the success of the company—not just on the receiving end of profitability, but also as the gentry and yeomen enabling the ship to sail.

If engagement wanes, so will business results. Developing and fostering employee networks can assist the company with creating action plans to close engagement gaps between employee segments and work teams. These networks can also help clarify what’s supporting or inhibiting engagement.

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For any company going through change or facing challenges, remember that encouraging the formation and support for employee networks is like adding stealth weaponry to a company’s competitive arsenal. Below are additional ways to effectively leverage employee networks to impact real business challenges: Leadership Development—Employee network leaders can hone the art of consensus building, conflict resolution, strategic planning and budget management. As a result, leadership development competencies can be developed sans formal promotions or job rotations.

Mutual Exposure—Employee network constituents have an opportunity to gain coveted exposure to senior management icons whom they may never get in front of otherwise. Consequently, executives become aware of a variety of talent, particularly emerging diverse leaders, whom they may not have known of before during the normal course of operations. By engaging with or sponsoring employee networks, executives can for themselves chip away at the menacing theory that “there’s no diverse talent around.”

Attract the Best Talent—Talent begets talent, especially diverse talent. Employee networks can lead companies to previously untapped talent pools, and create positive brand awareness in the process. Candidates want to see if a company values ‘them’ before taking a risk. Employee network constituents can serve as ambassadors and talent scouts to warm up candidates.

Expand Market Reach—Employee networks can bring forth firsthand knowledge of targeted regions or emerging markets. That unique perspective can be leveraged to assist with the vetting process required to make educated business decisions regarding buying habits, tastes and preferences.

Establishing employee networks now, when companies are being forced to make difficult decisions, will enhance organizations’ strength to compete in a more favorable economic environment. PDJ

Bring It

Ian, Verizon Telecom

At Verizon, we want you to bring your diverse talents, experiences, backgrounds, and viewpoints to work. It’s your smarter, bolder, and faster ideas that will move our business forward at the speed of FiOS! Bring it in and bring it on – bring your diversity to work at Verizon.

At Verizon, we’re changing the way the world lives, works and plays. We open doors to opportunities and rewards that rival your ambition. From having the most reliable network, to the outstanding service we provide our customers, to our unparalleled FiOS technology, we’re dedicated to being the best at what we do. Whether your interests lie in sales, marketing, finance, IT, HR, customer service, engineering, or operations, we offer careers as ready as you are.

Careers For Everything You Are www.verizon.com/careers Verizon is an equal opportunity employer m/f/d/v.

thoughtleaders thoughtleaders thoughtleaders thoughtleaders The Evolution of Diversity

By Shariq Yosufzai President Chevron Global Marketing

T

The concept of diversity in corporate America evolved as corporate leaders began to understand the value of diverse thought and its direct impact on the bottom line.

Business leaders began to see the intrinsic value in viewpoints shaped by different experiences, along with the inherent risk in the homogenized group-think of a monolithic world view.

Once quantified, diversity became an easier boardroom sell.

Networks. These include networks for ethnic minorities, women, the disabled, baby boomers, gays and lesbians, and younger employees. Networks help eliminate barriers, improve communication between employees and cultivate links with the communities where we work.

There is an undeniable real-world advantage: diversity builds stronger, more competitive companies that have access to unique and varied perspectives to help them solve difficult problems. Leveraging that diversity to understand things like demographic shifts and changing global marketplace demands is important, to be sure. However, of more value is the diversity of thought that brings with it a healthy questioning of decisions and a multi-layered view of the problem at hand.

In the past, society asked us to ignore our differences. Now, we know we must recognize and embrace them to extract their full value.

In addition, Chevron’s numerous diversity councils help to create a work environment in which every employee can contribute to company goals. Managers are accountable for developing personal diversity plans. In hiring for positions, we ensure that our selection teams and candidate slates represent a range of backgrounds. We set high diversity and inclusion goals and measure organizational results accordingly.

This carries over to our robust supplier diversity program: in 2008, we spent more than $950 million on products and services from women- and minority-owned business enterprises in the United States.

For Chevron, this means a formalized Diversity Action Plan that lays out a clear path to strengthening our business operations through a varied employment mix.

It begins with recruitment, where diversity is a top priority. Through Chevron’s University Partnership Program, we’ve established long-term, strategic relationships with 18 universities around the world to acquire and develop diverse talent. However, it can’t stop there. Diversity must be more than a numbers game; it must permeate the corporate culture for it to be successful.

To further ensure diversity of thought, we consciously and strategically place colleagues on teams to extract excellence: at one time, in one of our Strategic Business Units, our German business was run by a Singaporean; our Texas business, by a Spaniard; and our Philippines operation, by a Honduran.

Creating such a “mosaic” has yielded remarkable results through the cross pollination of ideas and perspectives.

Chevron’s mentoring programs, for example, give colleagues direction, assess their skills, ensure they have all the tools needed for success, and provide counseling and motivation. We also promote the creation of diverse affinity groups to offer visible support. Today, more than 18,000 Chevron employees participate in one or more Employee

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Recently, Chevron Global Marketing enlisted the knowledge of our Hispanic employee group in developing a successful, segmented marketing plan. We also leveraged their cultural understanding to bolster our breast cancer awareness efforts within Hispanic communities in California.

While the concept of diversity in corporate America will continue to evolve, I am pleased that it has found its rightful place, in not only providing colleagues opportunities for growth and experience, but also in delivering value to the balance sheet’s bottom line. This may seem a dispassionate, detached way to view diversity. However, earning recognition as a competitive advantage in the world of business is certainly a tremendous milestone along its evolutionary path. PDJ

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thoughtleaders thoughtleaders thoughtleaders thoughtleaders Health & Our New Era of Workforce Diversity

By Rhonda Moore Johnson, M.D., M.P.H.

H

Medical Director Highmark Health Equity & Quality Services

How exciting to be living through an era of unprecedented growth in our nation’s ethnically diverse populations—an era that promises to be as historically significant as the early waves of immigration or the post-war baby boom.

The U.S. Bureau of Labor Statistics projects that 41.5 percent of the workforce will be members of racial and ethnic minorities within the decade. And most corporations have embraced diversity and inclusion as a business imperative to global competitiveness.

With greater workforce diversity comes new challenges related to maintaining a healthy and productive workforce.

Some racial and ethnic populations have long been burdened with poorer health and health outcomes, even when income, education and access to health insurance are equal to white counterparts. This phenomenon is generally discussed in terms of “health disparities” or “health equity.” Because health affects everything, including employee productivity, performance, quality of life and both direct and indirect costs of doing business, health disparities are now viewed as a business issue.

I offer you three strategies that you can employ today that will help your organization to better understand these disparities and put action plans in place to reduce or eliminate them.

First, know that information is readily available and tools are at-hand to help your organization develop solutions to address disparities. For example, The National Business Group on Health’s* February 2009 issue brief, “Eliminating Racial and Ethnic Health Disparities; A Business Case Update for Employers,” provides an up-to-date overview of health disparities, the causes and the business-based strategies to reduce them. Two other excellent sources include the U.S. Department of Health and Human Services’ Office of Minority Health and the Agency for Healthcare Research and Quality, which recently published the 2008 National Healthcare Disparities Report.

Secondly, continue to foster and expand your commitment to a work environment that emphasizes good health through wellness and prevention. Many companies already offer on-site *National Business Group on Health, Center on Prevention and Health Services Issue Brief, “Eliminating Racial and Ethnic Health Disparities; A Business Case Update for Employers,” February 2009. **American Medical Association. Report on the Council of Scientific Affairs, Ad Hoc Committee on Health Literacy for the Council on Scientific Affairs. JAMA. 1999; 281(6) 552-557.1999.

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exercise facilities or incentivized fitness programs and perhaps additionally subsidize programs that focus on smoking cessation, weight management, stress management and annual flu immunization. Consider incentive programs for employees that recognize attainment of yearly physicals/well-visits, immunizations and recommended screenings. Plus be aware that progressive new ideas abound including weekly on-site blood pressure readings; healthy vending machines; culturally-tailored communication about wellness and prevention that includes photography and messages geared toward ethnic and racial minorities; and classes that address prevention and treatment of the costliest chronic diseases including low birth weight and prematurity, cardiovascular disease and stroke, hypertension, diabetes, cancer and asthma. The beauty of worksite wellness and health promotion are they’re a win-win: you get a healthier workforce and reduce many costs, while employees generally view these programs as perks.

Finally, explore how your health insurance company can partner with you to reduce or eliminate disparities. How are they working to reduce health disparities among their members?

How can they assist you with direct or indirect data collection that will identify where disparities exist, or could exist in your organization? Do they provide cultural competency programs, which teach their health plan employees and providers about delivery of health care to cross-cultural audiences? Are ethnic and multi-lingual health care providers increasingly available in their network? Ask about programs that improve “health literacy,” which, according to the American Medical Association** is “a stronger predictor of a person’s health than age, income, employment status, education level and race.” And finally, tailor your requests for proposals by including language that requires health insurers to address health disparities in your organization and in the health delivery system in which your employees will participate. PDJ

Rhonda Moore Johnson, M.D., M.P.H., is a medical director at Highmark Inc., an independent licensee of the Blue Cross and Blue Shield Association, headquartered in Pittsburgh. Dr. Johnson leads Highmark Health Equity & Quality Services, which aims to reduce or eliminate health disparities among the health plan’s members through data collection, clinical interventions, and programs that increase cultural competency, health literacy and language access. As one of the leading health insurers in Pennsylvania, Highmark’s mission is to provide access to affordable, quality health care enabling individuals to live longer, healthier lives.

thoughtleaders thoughtleaders thoughtleaders thoughtleaders Championing Inclusion & Diversity Helps Companies Manage in Tough Economic Times

By Tom King President National Grid U.S.

I

In a business climate looking to ‘do more with less’, tough economic times can test a company’s commitment to Inclusion & Diversity as a core strategic objective. As leaders committed to developing the long term potential of diversity, we have to find ways to keep I&D initiatives thriving while sustaining a viable business.

Why? Because a company’s workforce must reflect society to effectively connect with the marketplace.

National Grid is an international energy delivery company serving diverse and dynamic communities across Massachusetts, New Hampshire, New York, Rhode Island, and the United Kingdom. We are committed to being an employer of choice by creating an inclusive work environment which will enable the company to attract and retain the best people, improve our effectiveness, deliver superior performance and enhance the success of the company.

• Enhanced leadership training to increase awareness of the company’s vision and I&D objectives.

• Expanded Employee Network groups and provided support so they can effectively serve as a conscience for the company and an advisor for customers, the community and stakeholders.

National Grid’s commitment was recently honored through my appointment to serve as the East Coast chair of the National Utilities Diversity Council.

“

C ompanies that want to be well-positioned and known as “diversity champions”

Fostering diversity is a leadership behavior at National Grid and it is everyone’s responsibility. We are committed to taking action to sustain our I&D initiatives as an integral part of our business strategy. Companies that want to be well-positioned and known as “diversity champions” are not waiting for the economic recovery; they are investing now.

are not waiting for the economic recovery;

”

they are investing now.

In addition to serving as president of National Grid U.S., I serve as an executive sponsor of National Grid’s global I&D program, setting the company’s overall strategy and policy and engaging our leadership team.

Despite the slow economy, National Grid is investing strategically in its I&D initiative. Some of our recent highlights include: • Appointed a vice president for I&D to lead our efforts, a first for National Grid.

Companies committed to investing in their I&D initiatives now will be well-positioned when the economy turns around. Moreover, the benefits of enhanced workplace morale and goodwill will help earn the coveted position as an employer of choice for the world’s best talent.

At National Grid we’re not waiting for the recovery; we have taken action to strengthen our I&D program. I look forward to the day when we move from initiatives to celebrations of our achievements of weaving I&D into our way of life at National Grid, and demonstrating what we stand for every day. PDJ

• Appointed a director of Supplier Diversity to create partnerships to increase the use of diverse vendors.

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thoughtleaders thoughtleaders thoughtleaders thoughtleaders Recruiting Women—Back to Basics

By Barbara S. Cerf Corporate Vice President, Women’s Market New York Life Insurance Company

T

The existence of diversity offices and diversity initiatives is very beneficial to the growth of the economy and the continued pursuit of work equality, but measuring recruiting goals on how well they reflect the new diverse population makeup may not be the only way. It’s more than what’s new; it is what is genuine.

What is important is being authentic in the commitment to diversity and to the people we work with and for.

The world we live in is dictating a new way to do business.

Or is it a return to effective methods of the past? Either way, what we are learning from this economic crisis is that now, more than ever, Americans are seeking safety, guarantees, and something they can believe in.

rely on social media to make contact, the genuine connection is in face-to-face interaction.

The act of meeting one-on-one will translate into success.

Re-focusing on sitting across the table with prospective agents is what job seekers seek. Of course, it is more than sitting down at a table; it is the ability to find commonality and a genuine interest in the goals and mission of the company. For those in insurance, it means working in an industry and having a career where you can really make a positive impact upon your family and upon others. And now more than ever, we believe a stable, triple-A rated company that continues to operSu ccessful recruiting still requires an emphasis ate with humanity and integrity, and whose on the personal touch. There is no iPhone mission focuses on the goals of its policy application to show how real your company is. owners, makes the best possible employer of Although some people may rely on social media choice.

“

to make contact, the genuine connection is in

”

With colleges graduating more women face to face interaction. than men (as reported in the New York Times But how can we in 2008), we are seeing be sure something is safe and real? This is the same question job more women inquiring about careers. In addition, according to seekers are asking. the Bureau of Labor Statistics, in 2008 women made up 34.3% of the total number of personal financial advisors in the United The way to reach recruiting and retaining goals most effectively is the ability to ‘prove’ to the prospect that the company and States. And the employment outlook for this field is expected to grow faster than average—up to 41%, which greatly outpaces the the career are strong and stable. average employment growth rate of 7-13%.

A survey of New York Life Insurance Company female So as we think about how to make the case to job seekers, a life insurance agents done prior to the economic crisis revealed priority should be making a one-on-one meeting effective. Pull up that despite our high-tech world, recruiting remained a lowtech, high-touch process. In today’s world, where impersonal a chair—you can always tweet your friends later about this great BlackBerry-to-BlackBerry communication often substitutes career opportunity. PDJ for face-to-face dialogue, successful recruiting still requires an emphasis on the personal touch. There is no iPhone application to show how real your company is. Although some people may

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thoughtleaders thoughtleaders thoughtleaders thoughtleaders Secrets to a Sustainable Diversity and Inclusion Strategy

M

By John Sequeira Senior D&I Advisor Royal Dutch Shell

“My wish for you is that you will live in interesting times.”

These words of wisdom were passed on to me many years ago and they are certainly applicable today as it relates to the field of Diversity and Inclusion (D&I). As D&I professionals, our work is intrinsically challenging, and in these difficult economic times it is even more intense. Looking back over the last twelve years of doing this work inside a corporate environment, I ask myself, “Why is it still so challenging after all the research, all the conferences, all the speeches from CEOs?” At a recent Diversity conference I attended, several D&I vicepresidents and directors described their challenges. Some were fighting to hold on to staff and budget, while others were worried about whether their own role would survive the next round of cuts. What’s that about? How can something that was viewed as critical and a true ‘competitive advantage’ turn into something that is so easily expendable in an economic downturn? While CEO commitment to D&I continues to be extremely important, it’s not enough, especially in these most difficult of economic times.

There is no panacea for the work of D&I, but there are two critical ingredients not frequently talked about: partnerships and embedding. The partnerships I’m referring to are with the Human Resources community. What I How can something that was viewed as have observed critical and a true ‘competitive is that in those corporations advantage’ turn into something where there is a that is so easily expendable in an strong partnership between economic downturn? the D&I department and the HR function, this work can survive and thrive in any economic climate. There are more HR Generalists and Managers in corporations than there are D&I professionals. Therefore, they have a great deal more face time with leaders across the organization. To the degree they are joined up with us, they provide the critical mass needed to influence change. We can’t be everywhere, and there are more of them than there are of us.

In good economic times and with strong D&I champions in the senior leadership positions, I’m the first to admit that it can make our job a whole lot easier. But when times get tough, it is our strong partnerships that will sustain all our hard work and achievements inside our corporations. HR professionals need to

“

”

see the relevance and value of this work as much as we do. Now I know I’ll ruffle a few feathers with the next comment. As a general rule, I don’t think we’ve reached out enough to our HR generalist colleagues and worked to bring them into the tent. We’ve never been out to beat HR, but we can certainly be better at joining them! More often than not, we’ve tended to operate in isolation, focusing more on our relationship with the senior executives and less with the HR leadership. In those corporations where the D&I department works hand in hand with colleagues in Human Resources, the net result is a strong foundation to resist the winds of change of a major economic downturn. Where those relationships are not forged, we stand alone.

The other ingredient I want to address is the importance of embedding. I’ve heard people ask the question, “Will D&I sustain itself during this economic downturn?” My point on embedding D&I is that we need to work to infuse D&I principles within the policies, procedures and systems of our organizations so they become part of how work gets done and not an add-on that can easily be dropped in tough times. I’m talking about influencing leadership curriculum, recruitment, talent development, succession planning, procurement and employee engagement. D&I must be blended into all of these systems, processes and activities in such a way that they do not rely on the D&I professional to be present to ensure it’s happening.

We need to bring leaders and HR professionals to a level of awareness, knowledge and skill where they are asking the right questions, at the right time and in the right places. This is when we’ll know we have made a true impact.

So my challenge to you is to focus on building those partnerships with your HR community and pursue opportunities to embed D&I throughout your corporate culture. If the work relies on you as D&I Director and one or two senior leaders for its lifeline, at some point you will find yourself in survival mode and wondering what hit you when those difficult times come. Take full advantage of the good times. Once the principles are embedded within the systems, processes and culture of the organization, they will be so hard wired it becomes virtually impossible to derail them when the difficult times come. PDJ

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thoughtleaders thoughtleaders thoughtleaders thoughtleaders Smart Business; Smart Leadership

By Fred Strader Executive Vice President and Chief Operating Officer Textron Systems Corporation

I

In the defense industry, the ability of leaders to recruit, retain and develop the most talented people has a direct impact on the safety and success of our nation’s warfighters. As such, diversity and inclusion are important parts of Textron Systems’ overall business strategy.

The business imperative for creating a diverse work force is compelling. Diversity in experiences, ideas and skills helps to make teams and businesses more successful. But there is another strong argument for embracing a diverse work force—the availability of qualified talent.

In our defense businesses, we need employees who understand this marketplace, possess unique technical skills and relate to the rigor of supporting the soldiers, sailors, airmen, Marines and Coast Guardsmen who protect us. To that end, many of our employees come from two pools: engineering schools and the military. Both of these critical sources of talent are becoming more diverse, and those who fail to recognize that will not seek out or attract the best people available.

“

Similarly, engineering schools have become increasingly diverse—a sign of the changing demographics of America, the long-overdue proliferation of women in technical fields and the continued draw of American colleges and universities for the bright and talented from around the world.

Once we have hired the best people, enabling them to develop to their full potential is the next business objective. Managers too often espouse the old cliché that “people are the most important part of our business.” This is actually an understatement: people are the business. People develop the strategies that transform a company; people serve the customer—people make things happen at every stage.

Managers too often espouse the old cliché that “people are the most important part of our business.”

This is actually an understatement: people are the business.

My visits to a variety of military units show a dedicated— and diverse—group of highly skilled, highly trained and highly motivated men and women. We need to hire them when their enlistments are up, or when their military careers are completed. If we fail to do so, we will miss a vital pool of energy and competence.

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So it is critical that we create an inclusive culture at work. Inclusion is about leaders not being satisfied with the status quo and “business as usual,” and looking aggressively for new ideas and fresh ways of looking at the problems at hand. Inclusion is about every person in the company being interested in the success of everyone else around them.

Inclusion is about developing a team.

”

Casting a wide net to find the people who can make your company thrive is smart business, and creating the environment so each person maximizes his or her potential is smart leadership. Our customers, our shareholders and our team deserve nothing less. PDJ

[ Bank of the West ]

WANT TO WORK FOR A TRULY GREAT BANK?

AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS ARE WELL SERVED BY EMPLOYEES WHO ARE WELL SERVED. Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. Year after year, we continue to grow stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees with innovative ideas that keep us a step ahead of the rest.

www.bankofthewest.com

Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V

© 2007 Bank of the West. Member FDIC.

thoughtleaders thoughtleaders thoughtleaders thoughtleaders Reducing Disparities in Health Care Delivery

By Richard J. Migliori, M.D.

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Executive Vice President of Business Initiatives and Clinical Affairs UnitedHealth Group

In 2002, the Institute of Medicine published a landmark report entitled Unequal Treatment: Confronting Racial and Ethnic Disparities in Health Care.

The Institute used data from health plans to evaluate the delivery of a number of common health care procedures—prenatal screening, hip replacement, coronary artery bypass, and surgical removal of plaque from a blocked carotid artery—to people from different ethnic and racial groups.

The report found significant variation in the rates of medical procedures by race, even when insurance coverage was equal across all groups. One example: Compared to white men, African-American men are only 75% as likely to have elective repair of an abdominal aortic aneurysm, which is much safer than undergoing emergency repair when an aneurysm ruptures.

African-American men are 30% more likely to require repair of a catastrophic aneurysm rupture, a procedure associated with dramatically higher complication and mortality rates (Wilson et al., Archives of Surgery, 2008).

The bottom line, according to the Institute: “U.S. racial and ethnic minorities are less likely to receive even routine medical procedures, and experience a lower quality of health services.”

Reducing disparities means addressing the big issues.

Such disparities in care result from issues at both the healthsystem level and at the patient/physician interaction level.

Issues at the health-system level include language barriers, lack of a relationship between the consumer and a primary-care physician, and fragmentation of clinical information that makes it difficult for consumers to make informed decisions.

Thoughtful approaches to reducing disparities begin with the development and promotion of culturally relevant health care offerings, in which health care providers and patients share the same cultures and languages, and consumers receive health information in the languages and formats they prefer. Examples include UnitedHealthcare’s PlanBien for Latinos, Generations of Wellness for African Americans, and Chinatown Health Plan for Asian Americans.

UnitedHealthcare also empowers patients by providing access to physician practice-quality assessments like our Premium Program, which lets members search for physicians who score well 40

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on delivery-of-care assessments. Health coaches (accessible online and via phone) can help consumers understand these assessments and can also help them make appointments, contributing to the development of stable, ongoing primary-care relationships.

Other areas that we are working to address include issues of physician and hospital availability and access as we build our provider networks (i.e., we know we have to take into consideration the mobility of the population being served and the breadth of medical specialties we provide), and the synchronization of patient information across multiple health care providers. OptumHealth’s eSync, the first program of its kind, collects data on a patient, keeps it continuously updated for providers, and enables personalized communications with patients about their care.

Issues at the patient/physician interaction level of care include bias, stereotyping, and uncertainty, as revealed in a study of primary-care physicians who reviewed coronary artery symptoms expressed by actors of differing races, ages, and genders. Physicians were less likely to refer patients for coronary catheterization if they were women rather than men, African-American rather than white, or under age 55 rather than over 70. An African-American woman is 40% as likely as a white man to have a doctor believe that she has chest pain and refer her for cardiac catheterization (Schulman et al., New England Journal of Medicine, 1999).

Professional education materials and training to make physicians aware of these gaps in the quality of care are crucial.

Physicians need to understand the importance of achieving a mutual understanding of care plans with patients in spite of language barriers, as well as the possibility that their own biases can affect their understanding of a patient’s symptoms, alter their assessments, or have an impact on the plan of care. In partnership with the American Association of Retired Persons (AARP), UnitedHealthcare has built an online library of medical literature about cultural competency; you can find it under “Tools and Resources” at www.unitedhealthcareonline.com.

While the health system has made significant progress in the recognition and mitigation of disparities in care across race, ethnicity, gender, age, and economic strata, much work still remains. Expanding access to health care coverage is key, but efforts to modernize and reform the American health care system must also include substantial attention to reducing disparities at both the systemic and patient/physician levels. PDJ

thoughtleaders thoughtleaders thoughtleaders thoughtleaders Igniting the Power of Employee Resource Groups

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By Tisa Jackson Vice President of Diversity and Inclusion Union Bank, N.A.

When Coca-Cola executives wanted to sell more energy drinks a few years ago, they turned to their Latino Employee Resource Group (ERG) for ideas. The group suggested helping Latino-owned “mom and pop” stores merchandise the product.

It worked. Increased sales brought Full Throttle Blue Demon Energy Drink to 30% of Coca-Cola’s energy category, and the stores bought more of all other Coke products as well.

This demonstrates how ERGs can play a crucial role in achieving business goals. ERGs can also be important to implementing your company’s diversity and inclusion strategy.

Unfortunately, ERGs often fall short because they function simply as “affinity” or “networking” groups. They generally bring together employees of common ethnicity, gender, sexual orientation, etc., for valuable interaction, but don’t visibly contribute to business results. Indeed, experts estimate that 71% of companies with employee groups are not maximizing their potential.

At Union Bank, we are working to optimize the talent that is represented in our ERG for women at the senior vice president level and above. What started informally as a way for women in senior leadership roles to network has evolved into a formal banksponsored ERG called the Women’s Leadership Group (WLG).

Initially, our focus is developing leadership potential through programs that build skills and introduce members to various paths for career advancement. The WLG may also become a vehicle for launching a formal, bank-wide mentoring program.

Women are already highly visible in senior leadership roles at Union Bank, and we’re confident that the WLG can be instrumental in increasing diversity in the top ranks of our organization, while also serving as a resource for ideas that can help the bank succeed in key markets.

As diversity and inclusion leaders, it is our job to proactively help companies align the purpose of ERGs with business goals.

Following are some points to keep in mind as you work to establish or strengthen ERGs for your company: Is it really an Employee Resource Group? Remember, the key differentiator between an ERG and an affinity or networking group is whether the group’s mission is aligned with your organization’s business goals.

Engage an executive sponsor. Every ERG needs an executive sponsor to serve as a liaison to senior leadership. The executive must be more than a figurehead. The sponsor should help your

group effectively navigate the organization. To build bridges, it can be very helpful to have a sponsor who is not part of the ERG community.

For example, consider having a male executive sponsor an ERG for women leaders or a straight ally sponsor an ERG for lesbian, gay, bisexual and transgender employees.

Administer the ERG process. Diversity and inclusion leaders should assist by serving as strategic leaders who provide guidance, coaching, etc. It is not enough to simply function as an administrator or organizer.

Get beyond events and celebrations. ERGs are about challenging your organization to better understand the markets you currently serve or aspire to serve, developing effective ideas on how to best penetrate those markets, and helping to create new strategies to meet customer needs. ERGs can even function as “ready now” focus groups. So it’s important to actively engage members in fulfilling the ERG’s purpose of providing feedback and generating ideas and solutions.

Develop a broad leadership base. ERGs often start strong and then fizzle. To sustain a group over the long term, you must have a broad and deep leadership base, with many people sharing responsibilities and accountability. Like in business, leadership succession is critical for ERGs. Then if one leader drops out, the group remains intact.

Whether you’re starting an ERG or looking to reenergize those already in place, these strategies can help maximize the potential of these groups. Appropriately built and fully optimized ERGs can be a powerful resource that makes an important contribution to your company’s success. PDJ Tisa Jackson, Vice President of Diversity and Inclusion for Union Bank, N.A., has more than 13 years of experience in this field, as well as strategic human resources management, community development and organizational development. She is founder of the Professional & Technical Diversity Network (PTDN) of Greater Los Angeles, a diversity consortium comprised of companies committed to diversity and inclusion. Union Bank, N.A., is a full-service commercial bank providing an array of financial services to individuals, small businesses, middle-market companies, and major corporations. Union Bank is California’s fifth largest bank by deposits at March 31, 2009, and has 335 banking offices in California, Oregon, and Washington, and two international offices. UnionBanCal Corporation is a wholly-owned subsidiary of The Bank of Tokyo-Mitsubishi UFJ, Ltd., which is a subsidiary of Mitsubishi UFJ Financial Group, Inc. (NYSE: MTU). Visit www.unionbank.com for more information.

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thoughtleaders thoughtleaders thoughtleaders thoughtleaders Understanding Privilege

By Sharon Barnes Principal and Head of Corporate Diversity Vanguard

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There is nothing more important to the success of diversity and inclusion work than authentic engagement from our white male partners. In some organizations, the zeal we have to help minorities and women obtain a “level playing field” sometimes leaves this important group of individuals feeling as if they are up against an “us and them” situation.

Or, even worse, they may feel responsible for the wrongs of the past, which can cause such guilt that they don’t know how to begin to connect.

There are systems that are hard-wired into American society, and as an extension, corporate environments that favor some and suppress others. We look to white men to embrace these concepts, identify systemic issues inside their organizations and work to dismantle or change them so that diverse people are included.

This can be best achieved by reaching out to those who are different to learn the impact of their experiences.

If we are to level the playing field, diverse people must take on the role of educating our white male partners. We should help them learn how being different feels in the organization and how the cumulative There is responsibility impact can affect our creativon both sides for remedyity, our innovative spirit and “I was taught to see racism only as ing the dilemma. our engagement. Remember, our counterparts did not Let’s consider a few individual acts of meanness, build the systems and may points. Though they may not recognize they exist unnot always be aware of not in invisible systems conferring til we begin having positive this, white men have ininteractions that foster dominance on my group.” trinsic societal privileges. awareness that they have They have been born in a –Peggy McIntosh “White Privilege” never experienced before. country that grants them Helping our white partners favor, access and opporovercome biases they have tunities simply because learned through experience, of the color of their skin. the media or lack of exposure is everyone’s responsibility. Fair or As such, it’s essential for them to recognize the positive societal biases affecting them if they are to understand the negative biases not, it comes with the territory.

“

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toward minorities.

American feminist Peggy McIntosh’s famous “White Privilege” article was a great eye-opener for me. She states, “I was taught to see racism only as individual acts of meanness, not in invisible systems conferring dominance on my group.” As an African-American woman, whether I am interviewing for a job, shopping for a house or driving my car, oblivious that I am even slightly over the speed limit, I must be concerned with the bias the person in power has acquired based on his or her life experiences with African-American people.

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Both groups of individuals must be willing to be perpetual learners, become attentive listeners, be willing to legitimize open discussion, seek to understand each other and embrace the differences in perspectives, approaches and styles. It will only be through dialogue and respect for our differences that we will be able to find common ground. PDJ

At Vanguard, diversity is about more than color.

At Vanguard, we know diversity is more than just labels or gender or the color of someone’s skin.

We believe in an unwavering commitment to inclusiveness that resonates through every level of our team.

Diversity at Vanguard means: • Respecting the variety and differences among people across all communities and creeds.

• Putting programs in place to foster connection in the workplace—including monthly awareness activities, diversity councils, and training activities for everyone from senior management to new hires.

• Partnering with national professional organizations representing minorities and women.

• Actively recruiting and promoting a diverse workforce.

Most importantly, we value our employees for being themselves and for what they contribute.

Because in an environment that champions the unique value of each individual, diversity represents unlimited potential.

To learn more

Connect with Vanguard > www.vanguard.com/careers ®

Vanguard is an Equal Opportunity Employer. © 2009 The Vanguard Group, Inc. All rights reserved.

thoughtleaders thoughtleaders thoughtleaders thoughtleaders The Finish Line…

By Alfred J. Torres Executive Director, Talent Acquisition & Diversity Verizon

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Americans love to compete, to keep score, to celebrate accomplishments, and most of all, to cross the finish line.

The fact that these milestones have been achieved this year is indicative of how different we are as a nation today. The progress, although it may seem slow at times, is unstoppable, and that’s a very good thing. But let’s face it: during the elections, race and gender were still topics of discussion.

This year has provided opportunities to celebrate many accomplishments: The first Black President; the first Latina Supreme Court Justice; the first Black female CEO of a Fortune 500 company; and the list goes on.

Another rationale I often hear has to do with our younger generations: “…they don’t have the same stereotypes that their predecessors had. As they arrive in corporate America, they will not require the same diversity training or programs in place today.” Although true that the younger generations may not have the same stereotypes as their predecessors, this doesn’t mean they don’t have any, or won’t benefit from diversity training and programs. Each generation, although much more accomplished than those that preceded it, still brings some amount of bias to the table.

These have been important steps on a long journey of the social history of the United States, if not also the world.

When American corporations began their diversity initiatives years ago, they talked about respect, about including everyone’s opinion and about how it takes diverse opinions to produce a better product and deliver better services to customers. After all, as a melting pot, the U.S. has the most multi-cultural customer base in the world. It was clearly a business imperative and a key competitive advantage to get it right.

“

Yes, we have come a long way. However, the diversity of the world is dynamic and ever-changing. As our world flattens and our communities become more multicultural in nature, the appreciation of differences becomes even more critical.

Diversity programs must continue to evolve to meet these changes in order to teach our employees how to leverage diversity, improve inclusion, and add societal and business value.

Although true that the younger generations may not have the same stereotypes as their predecessors, this doesn’t mean they don’t have any, or won’t benefit from diversity training and programs.

Perhaps attributable to an over-abundance of optimism, there are those who may look at these current accomplishments and assume they signal the end of the need for diversity programs. If we have a Black President— the highest position in the land—then certainly we are in a post-racial society? Doesn’t this mean we have crossed the finish line?

The truth, however, is that as long as we are noticing “firsts,” then we are still far from the finish line.

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”

In the race for true inclusion, if we settle for a finish line without continuously raising the bar, then we will have failed.

The only truth is there is no finish line…and that’s the way it should be.

Our goal should be to see how many more lines we can cross… PDJ

thoughtleaders thoughtleaders thoughtleaders thoughtleaders Generational Diversity in Today’s Workplace

By Kisha King

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Senior Manager, Diversity Programming Walmart

In the corporate workplace, we have always seen a transition of talent—those moving out and those moving in.

But when that transition looks less like a shift and more like a merger, the workplace can spiral into a playing field of competing perspectives and values as four generations— Veterans (born 1910-1945), Baby Boomers (born 1946-1964), Generation X (born 1965-1977) and Generation Y (born 1978-1990)—share the same space. Defined by common attitudes, experiences and preferences that develop in the context of social and economic events of a defined period of time, we find ourselves daily navigating unfamiliar territory, where clashes over leadership, dress code, and work ethic are commonplace.

At no other time in history have four distinct generations worked so closely together. Skill and potential no longer correlate to age or experience, so respect for the unique ideas and perspectives of others is more critical than ever.

At Walmart, we strive to attract and retain the very best talent from every generation. This requires a culture that recognizes and values a variety of unique styles and opinions; a culture where diversity is sought, respected and leveraged.

To assist in fostering such an environment, we introduced the Diversity Development Series in 2007. This program provides our associates with an opportunity to discuss the current diversity trends and challenges significantly impacting Walmart’s workforce and marketplace, and enables participants to transform diversity knowledge into specific leadership behaviors and practices that develop, motivate, and utilize the talents and skills of a diverse workforce.

The program offers a variety of unique and engaging topics, but Generational Diversity tops the list. Whether your focus is on retaining your Boomers or helping to onboard Generation Y into the workforce, you walk away having gained increased awareness and understanding.

This allows our company to remain forward-thinking, constantly looking for ways to adjust our associate recognition, human capital, and training and development prac-

tices. A great example of this is the launch of our New Professionals Advisory Council (NPAC) that focuses on providing insights to help the business understand the upcoming needs and expectations of future generations.

“

At no other time in history have four distinct generations worked so closely together. Skill and potential no longer correlate to age or experience, so respect for the unique ideas and perspectives of others is more critical than ever.

”

For all of us, educating ourselves about the unique world views of each generation allows us to be more informed, open-minded, and capable of creating viable solutions in the workplace.

In a world of differences, Walmart’s mission of saving people money so they can live better unites us, and helps us look for new ways to manage the generational mix.

And these initiatives ensure that our associates remain relevant to our customers as the marketplace continues to change.

Only when we maximize the contributions and effectiveness of all associates do we attract, engage, and retain the best of the best. And while it is important to be conscious of generational differences, it is also important to recognize what each generation has in common—the desire to add value, learn and grow. PDJ Prof iles in Div er s it y Jou r na l

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alaska native

national american indian HERITAGE MONTH What started at the turn of the century as an effort to gain a day of recognition for the significant contributions the first Americans made to the establishment and growth of the U.S., has resulted in a whole month being designated for that purpose.* In 1990, President George H. W. Bush approved a joint resolution designating November as National American Indian Heritage Month. Similar proclamations have been issued each year since 1994.

We’d like to introduce you to some diversity leaders who have made significant contributions of their own, and celebrate their heritage as First Americans.

*Source: U.S. Dept. of the Interior, Bureau of Indian Affairs

Jonathan Wilber, Chief Executive Officer Master Key Consulting Headquarters: Bethesda, Maryland Web site: www.masterkeyconsulting.com Primary Business: Government contracting in areas such as IT support, grant management and evaluation, Native American expertise, and management consulting.

Employees: 140

What/who has most influenced you in your career to date?

Education: B.S. in Management, Cardinal Stritch University (Milwaukee, Wisconsin) What I’m reading: True Compass,

by Edward M. Kennedy My philosophy: “Trust in God with all your heart, do not rely on your own intelligence, in all you do be mindful of Him and He will make straight your paths.”

Proverbs 3:5-6 Interests: Reading, family time.

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I’ve had many mentors in my life including my mom, my dad, my wife Yvette and Yvette’s wonderful parents. One of the most important mentors, though, is my seventh grade teacher who remains a dear friend.

Sister Martha Mary Carpenter, a member of the Franciscan Sisters of Christian Charity in Manitowoc, Wisconsin, taught at St. Anthony’s School on our reservation for a number of years.

She taught me the value of humor and prayer. She demonstrated a strong faith in God, friends, and community that I try to model every day. I’ve met few people who work as hard, give as freely, laugh as much, and love so greatly as Sister Martha. She has done amazing things for American Indian children and has inspired many people to do great things by the joyful presence that she is. For the last 20 plus years, she has worked on the Gila River Reservation in Bapchule, Arizona. Her example, friendship, and encouragement helped me as a seventh grader and inspires me today.

What is the best advice you have ever received in your career?

I really value Jim Collins’ advice in Good to Great. He said, “Enduring great companies preserve their core values, while their business processes and operating strategies endlessly adapt to a changing world.”

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November/December 2009

national american indian & alaska native HERITAGE MONTH Aubry Wooten

Senior District Manager, Campus Services, Sodexo Education Market

Sodexo, Inc. Headquarters: Gaithersburg, Maryland Web site: www.SodexoUSA.com Primary Business: Integrated food and facilities management.

Employees:120,000

In your opinion, what are the attributes of a great leader that you have employed in your career?

When the going gets tough, remaining steadfast in your principles and commitments is critical to long-term success. In addition, I believe you only succeed when those around you succeed.

Therefore, it is important for me to always help others achieve their goals. Of course, there are other qualities that are important such as being willing to take risks, step out of your comfort zone, and always being open to learn something new.

How has your understanding of diversity and inclusion helped you become a better leader?

I don’t think as much about diversity as I do inclusion. A practical commitment to inclusion is intrinsic to leadership. It shapes the way we develop our people, but it also defines the way we do business and engage with others. Good leaders recognize and value the differences between people.

This gives us an advantage over our competition.

When giving advice or mentoring, what strategies and principles do you communicate?

When I am in a position to give advice to others, I often find it is a very humbling role, especially when people FOLLOW the advice I give them. Giving advice is a fearsome task in that sense. The most important thing I can do is listen. Often people know the solution before they ask for advice.

Listening gives others a chance to discover their own answers and solutions.

Dennis Elwell

Education: B.A., Elementary Education; B.S., Math Education; Liberty University, Lynchburg, Virginia.

What I’m reading: Omnivore’s Dilemma, by Michael Pollan; Acts of War, by Tom Clancy My philosophy: Every person has something to teach me.

Interests: Golf, fishing, spending time with family.

National Director, Marketing Services, Verizon Enhanced Communities

Verizon Communications Headquarters: New York City Web site: www.verizon.com Primary Business: Entertainment / telecommunications.

Employees: 240,000

In your opinion, what are the attributes of a great leader that you have employed in your career?

My experience and my orientation leads me to believe that the best leaders are able and willing to lead not only by example, but by rolling up their sleeves and working through the tough issues.

Far too many believe leadership is giving orders. Great leadership is a calculated series of steps in listening, collaborating, formulating, gaining alignment, and asking for commitment to a purpose or task. A corollary to this involvement may be the old adage: ‘inspect what you expect; expect what you inspect, and praise accordingly.’

What obstacles have you overcome in your career to date and how has this made you a better leader?

As a leader of the business, I take the responsibilities at work very seriously. Just as important, the work-life balance I’ve tried to maintain requires equal, if not greater, commitment to the needs of my family. Years ago, I found myself alone, raising three wonderful children, trying to balance the position of an Executive Director in Verizon with the special needs of my son. The greatest challenge and obstacle I felt was balance and time management. Some great coaching from a trusted coworker gave me a precious insight, that of ‘mission focus’. To accomplish more, one must be more focused in all aspects of the job, which does not entail more hours, per se, just razor sharp focus, when needed. I have been able to comfortably balance work, home, kids, and personal time, to a much more satisfying extent over the past five years.

Education: East Carolina University What I’m reading: George Will’s entire collection My philosophy: Do not go quietly from this Earth.

Interests: Kids and dogs.

What is the best advice you have ever received in your career?

‘The main thing is, to keep the main thing, the main thing.’

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advertiser’s index National Institute of Standards

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2010 Editorial Calendar In Every Issue: Catalyst ● MicroTriggers ● Momentum ● Perspectives ● thoughtLeaders

_______________________ JANUARY / FEBRUARY

Articles In Nov 13, 2009

Ad Space / IO Nov 30, 2009

Ad Materials Dec 11, 2009

African-American Heritage Month – Leadership Series Stories and Advice from Influential African American Leaders in Business Habits of Highly Effective Diversity Trainers Lessons in Developing a Commitment to Diversity and Effectively Managing It CEO/Company D&I Leadership Feature – Paid Advertorial ________________________________

MARCH / APRIL

Articles In Jan 15, 2010

Ad Space / IO Jan 29, 2010

Ad Materials Feb 19, 2010

Leading Companies for Supplier Diversity Dos and Don’ts for Promoting Diversity Outside the Organization Best Practices in Multicultural Marketing Critical Components and Why Companies Need Experts in this Area Generations Upon Generations Recruiting, Developing and Motivating the Four Generations CEOs Worth Watching – The Best Advice I Ever Received CEOs Share the Secrets for Success CEO/Company D&I Leadership Feature – Paid Advertorial ________________________________

MAY / JUNE

Articles In Mar 19, 2010

Ad Space / IO Mar 26, 2010

Ad Materials Apr 16, 2010

Asian/Pacific-American Heritage Month – Leadership Series Stories and Advice from Influential Asian/Pacific American Leaders in Business The Power of GLBT Employees The Business Case for Developing a Strong Network Group CEO/Company D&I Leadership Feature – Paid Advertorial ________________________________

JULY / AUGUST

Articles In May 14, 2010

Ad Space / IO May 28, 2010

7th Annual International Innovations in Diversity Awards Philanthropic Success Stories of the Year Leading Companies for Corporate Giving Diversity Communications from Human Resource Experts “How-tos” on Effectively Getting the Word Out on Diversity CEO/Company D&I Leadership Feature – Paid Advertorial ________________________________

SEPTEMBER / OCTOBER

Articles In Jul 16, 2010

Ad Space / IO Aug 13, 2010

Ad Materials Jun 18, 2010

Ad Materials Aug 27, 2010

9th Annual WomenWorthWatching® Issue – Top Companies for Women in Leadership Hispanic Heritage Month – Leadership Series Stories and Advice from Influential Hispanic American Leaders in Business ________________________________ Articles In Ad Space / IO Ad Materials

NOVEMBER / DECEMBER

Sep 17, 2010

Sep 24, 2010

Oct 15, 2010

National American Indian Heritage Month – Leadership Series Stories and Advice from Influential National American Indian Leaders in Business Network / Affinity Groups Their Agendas, How They Impact the Bottom Line, and How They’re Measured Leading Companies for Disabled Employees Why Hiring and Retaining Disabled Employees is Good for Business CEO/Company D&I Leadership Feature – Paid Advertorial

www.diversityjournal.com

www.diversityjournal.com

KEY TO FEATURES: Momentum Announcements profiling senior executives on the move.

Perspectives Columns Successful Diversity & Inclusion strategies from industry leaders thoughtLeaders Articles written by executives who have their “fingers on the pulse” of what is new and now in diversity & inclusion.

9th Annual WomenWorthWatching® Issue Each year we bring together some of the most extraordinary women leaders in business and put them all in one great issue. These talented leaders have a deep sense of passion and some of the most exceptional abilities that enable them to empower many others inside their organizations as well as outside. The mission of this issue is to enhance the leadership in organizations for everyone, and we invite you to share in this experience. INFORMATION: CONTACT Profiles in Diversity Journal 1991 Crocker Rd., Gemini Towers 1 Cleveland, OH 44145 800-573-2867 / 440-892-0444 Fax: 440-892-0737 Marketing: Damian Johnson damianjohnson@diversityjournal.com

stories

microtrigger stories editors notebook

Have You Experienced These Kinds of Triggers?

By Janet Crenshaw Smith

Cuisine Calamity Holiday Party High and Mighty Years back, a firm I worked for During a holiday party last MicroTriggers are those subtle held its holiday party at the Four year, the office staff decided Seasons in Washington, D.C. It was to host a pot-luck luncheon. behaviors, phrases and inequities a grand event with great food, music As expected, everyone in my and spirits! office and surrounding regional that trigger an instantaneous While in line at the buffet, offices contributed a dish. I negative response. Here are some have a delicious humus recipe the senior VP of my department and promised some co-workers walked up behind me and some samples for you to consider. (who had tried it before) that I other administrative staff. We began would make some for the event. indulging her in conversation, but While feasting, a colleague from her attitude indicated that she another office mistakenly complimented a Mediterranean was not particularly interested in engaging in dialogue. co-worker on my humus dish. When he was informed Needless to say, the conversation ended as soon as it began. of the chef ’s true identity, he was in shock and actually Soon after we saw her schmoozing with some managers, questioned aloud, ‘when did African Americans start VPs and others from the C-Suite. My co-workers and I making the humus?’ This is a true demonstration of the felt insulted—why weren’t we good enough or worthy of short-sightedness of some people.” her time?

—Stephanie A. Barry, MA As I’ve moved up the corporate ladder, I’ve made a

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Home for the Holidays My husband and I eloped last year, so spending holidays away from my family is a new experience for me.

We decided to spend Thanksgiving with my family and Christmas with his (for the first and last time). Since we’re saving for a house, we decided to conserve a few dollars by driving the four hours to his parents house. I was happily functioning as ‘co-navigator’, until every question out of his mouth after I gave a new direction was “are you sure?”

If that wasn’t bad enough, when we finally made it to his parents’ house, some of his relatives didn’t remember my name, and others simply rolled their eyes when I came into a room. So much for holiday cheer!”

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conscious effort to treat everyone regardless of title or function fairly in my department or team.”

—Sophie L. Joseph, M.D. Seasons’ Greeting Mix-Up For the most part, I consider myself an easy-going guy, but I am triggered most during the holiday season.

I do not celebrate Christmas, so nothing irritates me more than when people say things like ‘Merry Christmas.’

I don’t mind ‘Happy Holidays’ or even ‘Season’s Greetings,’ but it’s 2009—haven’t people realized that everyone doesn’t celebrate Christmas.”

—Nicholas T. Edmondson, MBA

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—Bri N. Thompson, MBA

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. Have a MicroTrigger story to share? Send it to: JSmith@ivygroupllc.com.

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Pro f i les i n D i ve rsit y Journal

November/December 2009

PDJ

last word

The ROI for Students Program: An assessment guide in budget revisions

By Marie Y. Philippe, Ph.D.

F

Corporate Vice President, Culture and Organizational Effectiveness The Lifetime Healthcare Companies

For many companies, budget cuts are mandatory in our current economic environment. Diversity leaders fall under the same pressure to do more with less. In some organizations, the decision has been made to cut diversity related students programs without necessarily looking at the return on that investment from a strategic perspective. Before jumping to conclusions regarding the comparative value of these programs versus others, it behooves a diversity leader at least to consider the full ROI for the company as it compares to other initiatives.

Prevailing Students Programs Philosophy: As part of a wholesome diversity initiative, preparing tomorrow’s workforce in locations where the company conducts business is a must. Given that context, it is imperative to offer to the local growing diverse workforce and to the bright minds from targeted universities an opportunity to develop some familiarity with the culture of the company while envisioning potential contributions.

Investment Levels and Rationale: Depending on industry, the demographics forecast for the geographies where business is conducted creates a starting point in the investment planning. Are we located in regions where younger adults want to live? Do we see an influx of young professionals or an exodus of talent? What is the growth rate for minority groups? What is the performance of our high schools as seen through graduation rates and further education rates? These are some of the basic questions to ask when assessing students’ initiatives in which to engage in order to build that future workforce.

Comparative Investment Levels and Rationale: Many companies automatically fund staffing and recruitment initiatives with the premise that the flow of applicants will always be there.

My experience and simple statistics understanding have taught me that this is not the case for the majority. Where will that abundant supply of bright minds continue to come from if the trend is down in college entry?

Further, the aging of America is real. Is investing in job export part of your workforce plan?

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Pro f i les i n D i ve rsit y Journal

November/December 2009

Investing in students, growing our own crop: isn’t that the simple and effective solution to ensure abundant supply?

Seeds in High School: D&I initiatives for the most part include college internships. A growing number of diversity practitioners are realizing that the loyalty of minority students to the companies that nurtured them from high school represents great dividends.

College Internship: It is known that college graduates, particularly graduates from minority groups, choose to work for companies they either experienced first hand, or whose positive reputation comes from peers.

There is a multitude of economic and social benefits to be derived for both workplace and educational institutions in a partnership. For the workplace, particularly, a few stand out: 1) The ability to identify, early on, the high school students who are bright and want to work without a college degree.

In all companies there are always roles for which a college degree is not an absolute necessity but you always need engaged, smart individuals to fill these roles. 2) The ability to nurture students from high school and through college affords the students and the company a comfort level that creates engagement and culture fit. 3) The community in which the company operates is enhanced by the mutual exposure and commitment.

Financial Evaluation: Calculating the tangible returns on the monetary layout for your Diversity Students Initiatives is the simplest piece of the assessment. It is summarized by the successful hires from your high school and college internships as compared to those outside of these programs. Well managed initiatives are justifiable through the numbers, but more importantly, through the strategic impact for the company.

Making the Thoughtful Decision: Before crossing the budget line on Students Programs in your next year plan, do take time to discuss the implication for your workforce planning and sourcing as well as the community impact.

You may find that the dollars you invest in students today provide you with the greatest socio-economic return in the lifetime of your business. PDJ Marie Y. Philippe, Ph.D. is well known for her leadership contribution in corporate culture transformation through strategic diversity initiatives and organizational change management.

She can be reached at marie.philippe@lifethc.com.

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Also Featuring … Catalyst • A Diversity Innovation: ¡Felicidades! • MicroTriggers • Perspectives

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Supporting diversity, from our stockrooms to our boardrooms.

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What Works (and What Doesn’t)

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to advance—because those who work in the aisles of the Club may someday reach the halls of upper management. And after all, not only is promoting the success of a diverse workforce the right thing to do, but it strengthens Sam’s Club at every level.

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