Diversity Works! Magazine - 2006 Diversity Works! Career Fair/Expo Edition

2006 Diversity Works! Career Fair/Expo Edition

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Urban League

Magazine Spring 2006

Councilman Tony Young & C.S. Keys Kick off Urban League of San Diego County’s 17th Annual Career Fair!

Pe a r l T h o r n t o n : “ L e g e n d o f D i ve r s i t y ” “ W h at S t r a i g h t W h i t e G u y s D o n’ t G e t A b o u t D i ve r s i t y & W h y ” An Official Publication of the An Affiliate of the National Urban League

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Urban League

Diversity Works!

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Post your resume on-line today!

www.ulsdcjobs.net

Features

contents

MISSION

“The mission of the Urban League of San Diego County is to assist African Americans and other underserved people in San Diego County to achieve social and economic equality through advocacy, bridge building, program services and research.”

24. Multicultural Meetings Expand Opportunities

Issues of multiculturalism and diversity are taking on a new focus in business, impacting every aspect ...

25. 21Cultural Competencies for the 21st Century 2006 Diversity Works! Career Fair/Expo Edition

=DiversityWorks!

Urban League

Magazine

Spring 2006

The rapid pace of change in technology, society and demographics require that we re-examine the ...

26. Urban League Success Story “Linda F. Green” In November 1987, I returned to San Diego, a single parent of two boys ...

27. Local Firms Honored for Promoting Cultural Diversity in the Workplace Councilman Tony Young & C.S. Keys Kick off Urban League of San Diego County’s 17th Annual Career Fair!

Pearl Thornton: “Legend of

Wells Fargo and the San Diego Business Journal’s 11th Annual Multicultural Heritage Awards

28. Leveraging Diversity: The Business Imperative

“What Straight White Guys Don’t Get About Diversity & Why” An Official Publication of the An Affiliate of the National Urban League

For many organizations, seeing people as an asset and not a deficit requires a major ...

4. Message from the President

29. Making Diversity Work 7 Steps to Defeating Bias in the Workplace

6. 2006 Career Fair Chair Persons

30. IBM’s Story

The Co-Chairs of the 17th annual “Bridge to a Brighter Future” Career Fair, …

7. Schedule of Events 8. Career Fair Exhibitors 9. Acknowledgements 10. Career Fair Committee 12. “What Straight White Guys Don’t Get About Diversity & Why” In my work as a diversity consultant, coach and trainer, I often hear ...

15. FYI Tips on what not to do when seeking employment ...

16. Thirteen Networking Mistakes You wouldn't wear jeans to a job interview, but do you pay as much attention to job-hunting ...

When Arlene Terry started her career at IBM Canada 19 years ago, she was one of the few black ...

32. Affirmative Action: Owning up to the Controversy The current challenge Business organizations are faced with the task of accomplishing

34. Delving into the Question of Qualifications With the passage of proposition 209 in California, and similar attempts in other states to eliminate ...

36. Blue Print for Making a Business Case for Diversity American Express Financial Advisors (AXP Advisors) recognized the business need ...

38. The Evolving Case for Diversity Five years ago, the motivation for diversity work circled around issues of awareness and sensitivity. ...

41. DiversityWorks! Partners Benefits of being a DiversityWorks! employer Partner: What your annual $1200 investment gets! ...

17. Pearl Thornton: “Legend of Diversity” Often saluted by the Urban League of San Diego County for her dedication and innumerable ...

18. Diversity Practices That Work For more than 40 years, corporations across the nation have invested a great deal of ...

22. Six Tips for Affirmative Action Compliance Some employers who do business with the federal government are uncertain about the ...

Diversity Works!

ULSDC Lee Wills-Irvine, Board Chair Cecil H. Steppe, President & CEO Maurice D. Wilson, Vice President, Business Workforce Development

From thePresident

ear jobseekers/employers: Thank you for joining us at this year’s 17th Annual Career Fair/Expo. I want to thank Councilman Tony Young and C.S. Keys for their support at this year’s event. The Councilman and Keys will be helping us cut the ribbon to officially open this year’s Career Fair/Expo. The presence of these two well known community leaders help us to send the message that diversity matters, and it should matter to you as well.

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Michael K. Wilson, Vice President, Urban Housing & Community Development Kea Hagan, HR Manager/Executive Assistant for the President & CEO Office Mailing Address 720 Gateway Center Dr. San Diego, CA 92102 Phone Headquarters (619) 263-3115 Fax Headquarters (619) 263-3660 URL www.ulsdc.org Governance Non-profit Hours of Operation Mon - Fri 8:00am - 5:00pm

Cecil H. Steppe President/CEO

We are undergoing a change in our workplace environment from one of exclusion to inclusion, and with this change comes many new challenges.

We are finding that there is a “culture-gap” as well as a “history-gap” when it comes to inclusion and understanding diversity.

The lack of understanding bought on by these gaps spill over into how we treat others – impacting relationships and workplace behaviors. Not knowing the preferences, comfort zones, and culturally-historical differences of one another contribute to an un-diversity-friendly environment and limits productivity. So I challenge you all to develop a more “diversity-friendly” awareness. Diversity-friendly means more then hosting culturally specific dinners, buying a table or attending a benefit for people of color. It means getting to know the cultural specifics of your fellow workers, and this can only be accomplished by sitting down, dialoguing and sharing culture and history with one another. Seek ways to understand so that you can be understood.

Please look for ways that you can help make Diversity Work! through your personal actions.

Sincerely,

Cecil H. Steppe President/CEO

United Way Agency Code: 6496

CREDITS Publisher Maurice D. Wilson Editor Sheri L. Williams Graphic Designer Williams, Bartley- Royster & Associates Contributing Editor Paulette Bartley- Royster Cover Photo San Diego Union Tribune Contributing Writers Maurice D. Wilson, Gregg Ward, Judith Katz, Cooper Thomas, Nicholas Keung, Sondra Thiederman, Alberta Lloyd, Richard S. Gaskins, Judith Yarrow, Dorcy Bowman Rose, Union Tribune, Business Journal

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& Publisher

reetings and welcome to this year’s 17th Annual Diversity Works! Career Fair/Expo. We would like to take this time to recognize the Union Tribune as our presenting sponsor as well as our contributing sponsors, many of whom support this event annually (listed on page 6). A special thanks to our exhibitors, (page 8) and our supporters (page 9).

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We are also very proud and pleased with this year’s Career Fair Committee (listed on page 10). This dedicated group of over fifty volunteers from across San Diego’s employment spectrum have spent the past six months planning, preparing and promoting this event. They’ve logged many hours and juggled complex schedules such as work, school, children and their personal lives to help us meet our goals. The motivation driving this team is the ability to give back to the community by assisting the League in assisting others. They believe in the League’s mission and proven history of serving and empowering all people. They epitomize being a Diversity Works! Partner and set the standard for all to follow. They also believe in equality for all and in using the right resources to help make a difference. Their commitment to making this event a success is commendable and I personally thank them on behalf of all those we serve.

Sincerely,

Maurice D. Wilson Vice President, Business & Workforce Development

2006 Career Fair Edition

Maurice D. Wilson

Vice President/B&WD

Anthony Young Council President Pro Tem Fourth District As the Council President Pro Tem for one of the most diverse cities in America, diversity in the workplace is not just a priority, it is a foundation for any organization or business to be viable and successful. As our population continues to grow and become more diverse with each passing day, we must have a talented and diverse work force to deliver the most professional, efficient and effective services to our customers.

Sincerely,

Anthony Young Council President Pro Tem District Four

RON ROBERTS Supervisor, Fourth District San Diego County Board of Supervisors Congratulations to the Urban League of San Diego County on your 17th Annual Diversity Works Career Fair/Expo!

It is the policy of the County of San Diego to provide the conditions which promote equal employment opportunity for all persons regardless of race, color, ancestry, national origin, religion, sex, marital status, age, sexual orientation, political affiliation or disability.

In efforts to implement the County's policy regarding equal employment opportunity, our Human Resources department develops, implements, and coordinates policies, programs, and procedures for building and maintaining a workforce that reflects the community it serves. These efforts include targeted recruitment, outreach and training programs for underutilized group members; and direct interaction with public groups by participation in workshops. Consultation services are provided to department heads in matters such as identifying barriers to equal employment opportunities and targeted recruitment efforts.

Valuing diversity is not only essential in the workplace, but in our lives as we encounter persons from different backgrounds and cultures. Respecting and appreciating our diversity as human beings promotes our unity as one race, the human race. Jerome Nathanson, an ethics philosopher once stated “that the price of the democratic way of life is a growing appreciation of people’s differences, not merely as tolerable, but as the essence of a rich and rewarding human experience.”

Best wishes for a successful Expo!

Sincerely,

RON ROBERTS Vice Chairman, San Diego County Board of Supervisors

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2006

Career Fair/Expo

Chair Persons

Thanks to the following companies for their support of the Urban League San Diego County’s 2006 Career Fair/Expo

CAREER FAIR/EXPO SPONSORS PRESENTING SPONSOR

San Diego Union Tribune

GOLDEN GATE SPONSOR (GOLD)

Callie Clayton

Barbara Webb

s the Co-Chairs of the 17th annual Diversity Works!

Career Fair/Expo, we would like to Welcome you!

Once again we are pleased to have the San Diego Union Tribune as our presenting sponsor. It is a great honor to have the largest newspaper in town, proud to present the largest diversity career fair/expo in town. This example of “Diversity Working!” is a perfect match made in heaven.

A very special thanks is extended to all of the employers who made a commitment to the future of San Diego's workforce through involvement in this year's fair/expo. We are extremely appreciative for your continuous commitment and support of not only the Urban League but to our community.

A bright spot of every year is the team of brilliant professionals whose knowledge, dedication and motivation create this astonishing community event. The Career Fair/Expo Committee members are motivated leaders from San Diego's top organizations that invest their time and money in support of this diverse community we call home.

No other Career Fair/Expo provides such a collection of employment enhancements and opportunities in one setting.

This event brings together an unparalleled collection of the leading players in the San Diego Job Market, all under one roof for the ultimate “Diversity Works!” Career Fair/Expo.

Take advantage of this once a year opportunity to come together with colleagues, job seekers and new acquaintances that are facing the same employment discovery challenges that you are. Sharing insights, discussing innovations and overcoming employment barriers is what this event is all about.

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2006 Career Fair Edition

Cardinal Health Genentech, Inc. Science Applications International Corporation (SAIC) United Parcel Service

CORONADO SPONSORS (SILVER) Citibank Enterprise Rent-A-Car Manpower Qualcomm San Diego Gas & Electric Sycuan Resort & Casino Veijas Enterprises Wells Fargo Bank

BROOKLYN SPONSORS (BRONZE) Cubic Corporation

Schedule of Events URBAN LEAGUE OF SAN DIEGO COUNTY DIVERSITY WORKS! CAREER FAIR EXPO April 27, 2006, 10:00 a.m. - 4:00 p.m.

Golden Hall - San Diego Concourse Convention 202 "C" Street, San Diego, CA 92101, North Terrace 206

Success Seminars - North Terrace 206 Upstairs Seminar Emcee: 10:00 - 10:30 a.m.

How to Work a Job Fair Janet Loomis, UCSD - North Terrace 206 Career Fairs are great places to get your foot in the door.

These events provide job seekers with important face time with companies that are actively looking for candidates.

Making your mark at a career fair doesn't happen just by showing up. A successful career fair experience takes planning, preparation and the confidence to sell yourself. Learn how to make the best use of your time, how to approach employers, what questions to ask and how best to prepare to make a great first impression.

11-11:30 a.m.

How to Get Action with Your Online Resume Wendy DeHaas, Bernard Hodes Group - North Terrace 206 Want to draw employers in, impress them with your experience, and stand out above the rest? Today's job market requires a highly effective online rĂŠsumĂŠ to capture the employer's attention. This dynamic workshop will focus on how to help you land a job interview from your online resume.

12-12:30 p. m.

How to Make Your First Impression Count: Strategies for a Successful Job Interview Nancy Davis, Grossmont Community College - North Terrace 206 At every level of your career, the job interview can make or break an employer's decision to hire you. In today's work world, "Information" + "Knowledge" = "Success." In this workshop, you will learn smart strategies to start an interview successfully, how to anticipate questions you'll be asked and best ways to follow-up. Careful preparation is key!

1-1:30 p. m.

How to Network Your Way to Your Next Career: The Information Interview Preston Chipps, SDSU - North Terrace 206 Whether you are beginning your job search, making career choices, or are in the process of changing careers, information interviews offer a great opportunity to network with the right people and explore all possibilities. This workshop

offers techniques on how to connect with professionals in your chosen field. Learn how to best utilize your resources to give you the advantage in securing your next opportunity 2-2:30 p.m.

Who's Working Beside You?: Generations and the Changing Dynamics of Today's Workplace Nancy Davis, Grossmont Community College - North Terrace 206 In today's workplace, mergers and acquisitions pepper the headlines as companies combine forces to dominate markets, increase profits and beat the competition. Companies have restructured their organizations, moving from hierarchies to teams, and giving workers more responsibility for decision making. With the constant changing climate of the workplace, it is beneficial to have well-educated, savvy employees, who understand themselves and where they fit in the organization. Come to this workshop and get information on the San Diego labor market, characteristics employers look for in applicants, an analysis of "Generations" in the workplace and what you need to know about yourself and your potential co-workers!

3:00 - 3:30 p.m.

How to Get into the Financial Services Industry Sammie L. Taylor, Jr., Primerica Financial A member of Citi-Group North Terrace 206 Ever consider entering into the field of finance? This workshop will provide you with a road map to the Financial Services Industry, addressing such topics as "How to Get Licensed as a Life & Health Insurance Agent, Investment Representative, Mortgage Representative and Real Estate Agent" and will cover pre-licensing education and courses necessary to qualify for exams and licensure.

2006

Career Fair/Expo Diversity Works

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Career Fair/Expo Exhibitors Ace Parking AGC Apprenticeship & Training Trust AIG/American General Amerprise Financial Associated Students of SDSU Asymtek Biosite California College San Diego California Conservation Corps California Highway Patrol Citibank City of Costa Mesa Coca-Cola Bottling Company Cost Plus World Market Cox Communications Cubic Corporation Department of the Navy HRSC-SW Dixieline Lumber EDD/Deaf Community Services Einstein Industries Enterprise Rent-A-Car Evans Hotel Express Personnel Services Federal Bureau of Investigation Geico Genentech General Atomics General Atomics Aeronautical Systems GKN Aerospace Chem-tronics GMAC-RFC/Homecomings Financial Goodrich Aerostructure Grossmont-Cuymaca Community College District HAR-BRO General Contractors Hawthorne Machinery Co. Hyatt Hotels Illumina Kaiser Permanente Kyocera America, Inc. L-3 Communications L-3 Photonics Lindbergh Parking, Inc. Lockheed Martin Loews Coronado Bay Resort & Spa Los Angeles Police Department MANPOWER Matrix Direct Medimpact Healthcare Systems Mesa Distributing Company Military Sealift Command Mobilecom Neighborhood House Association Primerica

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2006 Career Fair Edition

Qualcomm Raytheon REMEC Defense & Space SAIC San Diego Convention Center San Diego County Water Authority San Diego Fire-Rescue/City of San Diego San Diego Gas & Electric San Diego Marriott Hotel and Marina San Diego National Bank San Diego Sheriff's Department Scripps Scripps Research Institute SD Electrical Training Center SDSU Research Foundation Sedona Staffing Sharp Healthcare Smart Edge by GMAC SMS Technologies Solar Turbines SONY Southern California Edison Starbucks Coffee Company State Farm Insurance Sycuan Resort & Casino The Automobile Club of Southern California The Hartford The Hertz Corporation The Hilton Family of Brands The San Diego Union Tribune The Scripps Research Institute Torrance Fire Department Transportation Security Administration UCSD Medical Center US Army Ultimate Staffing United States Border Patrol United Way of San Diego County University of California, San Diego (UCSD) University of Phoenix University of San Diego United Parcel Service Urban League of San Diego County US Customs and Border Protection US Food Service US Forest Service Viejas Enterprises Vons/Safeway Waddell & Reed Walgreens Zoological Society of SD

2006

Career Fair/Expo Supporters Acknowledgements

Special thanks to the following companies for their generous support of the Urban League of San Diego County - San Diego Union-Tribune 2006 Diversity Works! Career Fair/Expo: 94th Aerosquadron Angelica Textile Services Antico Toscano Atchison Products Atlas Mechanical Bernard Hodes Group Boll Weevil Restaurant California Conservation Corps Casper Company Catalyst Advancement, LLC Cement Cutting, Inc. Chef's Wok CIC Research Citibank City of San Diego Cubic Corporation Da Boyz Pizza Deaf Community Services EDD Enterprise Rent-A-Car Erreca's, Inc. Grossmont College Guard Management, Inc. Hash House A GO GO Hawthorne Machinery Co. Hyatt Hotels JenMark Industries Karen Goslin Kyocera America, Inc. La Mesa Outback Steakhouse LiLi Bakery Manchester Grand Hyatt Mark Daemon

Mary Kay Mason Consulting Mike's Mobile Auto Detailing Operation Homefront Pepsi Cola Point Loma Nazarene University RMH Catering Rubio’s SAIC San Diego City Schools San Diego Community College Dis. San Diego Customs Baskets San Diego Referrals, Inc. San Diego State University SeaWorld Select Electric SignOnSanDiego.Com Steve Borseth, Premier Bancorp Su Casa Property Inspection Sundt Construction Company Soup Plantation Sony Southland Envelope Teri Patterson The Arc of San Diego The Living Room Cafe The San Diego Union Tribune UCSD Human Resources Dept UCSD Prof. Recruitment UPS Store Copy & Print Ctr. Upper Deck Vietnam Veterans of SD Workplace Training Network, Inc.

The Urban League of San Diego County would like to thank Manpower For sponsoring the printing of our 2006 Career Fair bags.

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Committee 2006

Career Fair/Expo Phil Zamora Hawthorne Machinery Co.

Claudia Dorado Hawthorne Machinery Co.

Cathy Seward Sony Electronics

Gabriela Gagliani Sony Electronics

Dee Dee Andrews Enterprise Rent-A-Car

Michael Yates University of California, San Diego

Doug Elliot San Diego City Schools

Chris Turntine SDSU Career Services

Gregg Barnett San Diego Sheriffs Dept.

Maurice Wilson

Barbara Webb

Kea Hagan

Urban League of San Diego County

Urban League of San Diego County

Urban League of San Diego County

The San Diego Union-Tribune

Stephen Claxton GMI

Monice Loyce SeaWorld

Gregg Simmons National University

Eric Brown Waddell & Reed, Inc.

Karl Kamoss San Diego Sheriffs Dept.

Meridith Marquis Kyocera America, Inc.

Carrie Lewis Kyocera America, Inc.

Linda Green Solar Turbines

Tony Torres Solar Turbines

Dione Taylor

Daryl Brady

Lori Carson Cubic Corporation

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Bob Stamp Cubic Corporation

Preston Chipps SDSU Career Services

Michael Marion SDSU Career Services

Point Loma Nazarene University

Sarah Newlon SDSU Research Foundation

Heidi Kell The Hartford - San Diego

Stephen Reese Hawthorne Machinery Co.

Cindy Hall Grossmont College

Deaf Community Services/ EDD

Brian Petretta Dixieline Lumber Company

Carlette Lewis San Diego Workforce Partnership

Julie Hecht Employment Services, MHS

Mary Kay Mason Consultant

Jerika Daleo EDD

Edna Derringer EDD

Irateen Willis Manpower

Sharon Hileman SDSU Research Foundation

Nancy Davis Grossmont College

Pamela Abuka Grossmont College

Alfred Johnston Citibank

Maria Ostrowski San Diego Custom Baskets

Wendy DeHass Bernard Hodes Group

Judy Gianturco JenMark Industries

Burke Jones UPS Copy & Print Center

Pearl Thornton Retired, U. S. Government

Dee Thomas SAIC

Teri Patterson

Theresa Radiez City of San Diego

Adam Pearson Workplace Training Network

Clifford Glass Guard Management, Inc.

Robert Cross Guard management

Janet Loomis University of California, San Diego

James Montague Guard Management, Inc.

Gwyndolyn Wady TSA San Diego

Callie Clayton Consultant

Vietnam Veterans of San Diego

2006 Career Fair Edition

Robert Nieto

Heather Muehlbauer

Judith Smith Deaf Community Services/EDD

“What Straight, White Guys Don't Get About & Why”

By Gregg Ward, CMC n my work as a diversity consultant, coach and trainer, I often hear women and people of color quietly talking with each other about their white, male colleagues and bosses, saying “Most straight, white guys in the corporate world just don't get it about diversity.” And although I'd like nothing better than to refute them, to defend my straight, white brethren, I'm afraid I have to agree: when it comes to diversity, we just don't get it. So, at the risk of falling into the trap of generalizing about an amazingly large and diverse group of white guys, I have to ask: what is it about diversity that we don't get and why don't we get it?

The first thing we don't get is that diversity is about a lot more than just race and gender conflicts. We hear the word “diversity” and we automatically think racism, bigotry and discrimination against women and people of color.

We don't think about all the other issues underneath the diversity umbrella.

We do this because we white guys are a uniquely visual lot (no, I don't have studies to support this, just 46 years of straight, white male experience). We focus on the surface diversity issues - race and gender - because they're easy to see, not much time or thought required. We also do it because the media does it too; bombarding us 24/7 with stories about race and gender conflicts, with the word diversity in the headline. Stories about diversity conflicts drive ratings; you know, “if it bleeds, it leads.” And nothing bleeds like a black man being beaten by white cops, or women workers being the target of crude, sexual advances. So, like Homer Simpson, the quintessential straight, white guy, we take what we see at face value. We don't have the time or inclination to look beneath the surface - doh!

And that's the second thing we don't get about diversity - how diverse it is. Take any group of 100 American employees working in any one of America's major cities and you will find enormous diversity, not just of race and gender, but of national origin, religion, politics, disability, body type, veteran status, life experience, generation, talents, skills, and dreams.

Yet, corporate leadership would have us think that we're all employees first, marching to the same droning corporate drummer, and individuals second. Understandably, their goal is to make the disparate divisions of any one company seem more united and thus more powerful and better able to compete. There's nothing inherently wrong in this. But, by ignoring the enormous diversity that lies just beneath the

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surface, we are ignoring and failing to tap into the wealth of talent and experience that could help our businesses become even more competitive, even more innovative.

The third thing we don't get about diversity is that American corporate culture is - at every level - the culture of the straight, white guy. From the railroad barons of the 19th century to the oil barons of the current one, the wealthiest, most powerful American corporations have always been dominated by straight, white males of western European origin. And our culture is one of fierce competitiveness, clubby, sports-centered machismo, and good-old-boy, golf course deal making. To claim otherwise would be laughable.

Are there more women and people of color on corporate boards of directors than ever before? Sure, but at best, they're pioneers - a few brave, well-connected souls willing to stand out from the buttoned-down crowd. At worst, they are tokens; a select few who have been chosen by the powerful to make the board and by extension, the company, look like there's a genuine commitment to diversity.

By the way, if you're a straight, white guy reading this, you're probably having a little trouble right now controlling your anger at me, thinking I'm overly dramatic, that I've blown everything out of proportion. But, if you're a woman or a person of color, you're yawning, saying 'this is old news; tell me something I don't know.'

Which leads me to the next thing we don't get about diversity: we straight, white guys don't even know that we don't get it. You see, we're an arrogant lot: just ask our wives (or better still, our ex-wives). We tend to think that because we've risen up through the ranks, seemingly by our wits, bootstraps and the proverbial sweat of our brows, that we have lived lives, been there, seen it, done it and thus are entitled to claim that we have all the answers, that we know what diversity is all about and that we don't need to know any more.

But we don't get that many white males are born into privilege and often escorted by dad or connections to a comfortable seat at the table. And for those of us who actually rose up through the ranks we don't get that - although we did work very, very hard - in many cases our gender, the color of our skin, and our heterosexual orientation were the unspoken deciding factors in our successes.

And that's because we don't get the concept of “like hires like,” that if we have two candidates for a job in our department, one white and one black, but both with comparable skills, experience and qualifications, all other things

being equal, we'll almost always hire the white guy. This is purely human nature, but we don't get it; or perhaps we don't want to.

And we don't get that learning about diversity, becoming culturally competent, and creating inclusive work environments are career-long efforts requiring focus, introspection, and a humble willingness to consider other perspectives besides our own. No, we think diversity is best handled by the folks in human resources; those warm and fuzzy types we pay to keep us out of trouble or clean up after us. We don't get that the vast majority of corporate leadership and their boards are made up of the same few white guys who share money and power only with a limited group of friends, many of whom are connected to each other through family, university, club and fraternity ties.

So, if we boil it all down, there are a lot of things about diversity that we straight, white guys don't get, or at least don't want to admit. I'm not saying we're all racists or bigots - far from it.

Most of the straight, white guys I know are good, decent men. But, that doesn't mean we all get it about diversity; because we don't. If we did, the leadership of our corporations would look very much different than they do. Clearly, I and my white brothers have a long, long way to go and much to learn about diversity.

Most women and people of color are afraid to talk about this reality too loudly because they're not the ones in power, we are. They're afraid of being labeled as angry or bitter or worse, not a team player. So, to paraphrase a cliché, it takes a white guy to know white guys and to speak the truth about who we are. The sooner we straight, white men start getting it about ourselves, the sooner we can start getting down to business; to creating inclusive work environments where diversity is really valued and leveraged. And when we finally get it and start doing these things, our companies will become far more successful than we ever thought possible.

Gregg Ward is a Certified Management Consultant, President and CEO of the diversity consulting and training firm Orlando-Ward & Associates, Inc. and author of Bad Behavior, People Problems & Sticky Situations: a toolbook for managers and team leaders. His next book, Irresistible Business: making serious money in your local global marketplace is due out this fall.

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FYI For Your Information Helpful hints, tips, and advice on what not to do when seeking employment.

by Jay Crawford

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Tips on What Not to Do When Seeking Employment

ave you ever been unemployed? If not, chances are you will be in your lifetime.

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1 Don't have a proper Mindset!

Whatever you call it being laid off, fired, terminated or just making a career change it all means the same. Keep a level head and get your act together. Most people have lost a job, or will, as companies go through buyouts, competitive mergers, divestitures, reductions in force, hostile takeovers, right-sizing, downsizing, restructuring or become an alleged victim of executive misappropriation such as Enron, Tyco, Adelphia and Security Trust.

If you haven't had the composure or opportunity to talk with your former employer on severance pay, or extending medical benefits do so in a timely fashion in a professional manner. File for unemployment compensation. The sooner you can accept the situation you are in the sooner you can move forward. Keep a

sense of humor. If you can show that you can produce results that can fit employer's needs you will be a desirable candidate for a position.

2 Don't be prepared to deal with Pressure!

If you are financially independent then you probably don't need a job anyway.

While you are employed don't live beyond your financial means. When you get a raise and you automatically step up you life styles spending you haven't financially gained a thing. Credit cards can be the source of all financial evil but, they are nice to fall back on when you can't get a loan because you are not employed.

3 Don't be prepared before you start looking for employment!

There are different strokes for different folks when talking about effective ways to land your dream job. No single approach is guaranteed for any one job seeker but, it will be a full time job. You will need a full time office. Don't procrastinate. The ball is in your court. You are selling yourself.

Think positive and get organized.

4 Don't forget your options!

It may take a while to find the opportunity

you want. Consider a part time job/self employment, working on a trial basis, or a temporary agency while you continue your job search. Give thought to broaden the scope of your employment search. You can apply for different titles than you have been. You can commute further than you originally wanted to. It might be feasible to consider relocation if you haven't already.

5 Don't fail to sharpen your job search skills!

Once you have gathered the proper tools, you will need to conduct research, properly prepare correspondence, have resumes that are tailored to specific job opportunities and requirements, excellent telephone skills and proper interviewing characteristics on the telephone and in person.

Jay has written a book entitled What Not to Do When Seeking Employment which is a one of a kind source elaborating on the above items, and highlighting over 180 Don'ts of looking for, or keeping, a position. It is based on actual experience of the author's nearly 40 years of employment and unemployment.

The book also reveals the unpublished business realities of some small, middle and large businesses from both the job seeker's and employer's views.

MPI hosts Multicultural Initiative in San Diego MPI (Meeting Professionals International) is bringing the community together to introduce them to the Meeting Professionals International organization and to invite their support of the MPI Multicultural Initiative. The foundation for the Initiative is to build awareness of cultural differences. With this initiative, Meeting Professionals International will be recognizing our cultural differences and demonstrating respect for relationship building across all cultures.

The SDMPI Multicultural Initiative will hold its next meeting with key partners and committee members on Wednesday, May 3rd, at 11:30 a.m., location TBD. This information sharing luncheon will address the needs of our partners as we move forward with our developmental planning for the San Diego Meeting Professionals International Multicultural Initiative, as well as, help to foster a more inclusive San Diego MPI chapter.

To learn more about San Diego MPI Multicultural Initiative, please contact the chair, Clara Carter at clara@mccsn.com

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Thirteen Networking Mistakes

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ou wouldn't wear jeans to a job interview, but do you pay as much attention to job-hunting etiquette when networking? If you're approaching potential contacts in an offhand way, you may be putting them off entirely. Learn what the most common networking mistakes are so you don't have to make them.

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• Waiting Many people start networking only after they've lost their jobs. Effective networking means creating contacts and relationships while you're still employed.

• Being Clueless If you're heading to a networking event, make sure you know why you're going. Do you want a job? If so, are you seeking something specific, or will anything do? Are you looking for contacts or a mentor to provide guidance?

As soon as someone starts talking with you, you have to hold up your end of the conversation. If you don't know what you want, you can't do that.

• Being Unprepared Thinking you know what you want is not the same as knowing it. Treat networking the same way you would an appearance at Carnegie Hall. Practice your pitch as well as your answers to questions about your career goals that might arise.

• Forgetting Business Cards There is nothing more embarrassing than establishing a good relationship with someone, extracting a pledge of help and then searching around for a cocktail napkin to write on. While you're at it, spend a few extra bucks to print professional-looking cards on good-quality paper.

• Using a Silly-Sounding Email Name Sure, your friends know you as "SexyMama4U" or "TimeForHemp," but when looking for work, stick to a serious email address, such as your real name.

• Being Pompous While you're networking, you need to listen to what everyone else is saying.

People help by offering advice. They are not interested in hearing how much

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2006 Career Fair Edition

by Dan Woog, Monster Contributing Writer you already know.

• Monopolizing Someone's Time At a networking event, everyone wants to mingle. And if you're networking over the phone or by email, understand that the person you're speaking with has a life that extends beyond you.

• Dressing Down Look sharp at networking events. Mind your manners, shake hands firmly, stand up straight, make eye contact and show respect in any way you can. A networking event can be a dress rehearsal for a job interview, but no one will help you get your foot in the door if you give the impression that you'll slouch through it once it's open.

• Being a Wallflower Men and women with contacts and power meet many people; they remember only those who stand out from the crowd. Be assertive, and act like a leader. But don't go overboard. You want to convey self-assurance, not obnoxiousness.

• Being Passive If someone says, "Sorry, we don't have anything right now," take a minute or two to ask follow-up questions: "Well, what's the outlook for future possibilities? Do you know anyone else in the industry who might have something? Any thoughts on what my next step should be?" Persistence shows true interest on your part and may help the person you're networking with come up with ideas he might otherwise overlook.

• Lying It's tempting to say "Soand-So gave me your name, and told me to call." It might even get you a meeting. But eventually Such-and-Such will learn that So-and-So did not tell you to call. And

you'll have burned not one, but two bridges.

• Treating Your Networking Relationships as Short-Term Flings No one likes to be used. Follow up every conversation with a thank-you note, email or call. Let your contact know whether his suggestions panned out or not. When your job search ends -- for whatever reason -- inform the person who has helped you. You may think your networking is over, but your paths may cross again.

• Forgetting Where You Came From Anyone who has ever networked, whether successfully or not, owes an obligation to all those who will network in the future. Return the favor and help someone else.

Pearl Thornton: “Legend of Diversity” ften saluted by the Urban League of San Diego County for her dedication and innumerable contributions to the organization and its objectives over the years as a community volunteer, Pearl Thornton has been hailed as a “legend of diversity.”

Formerly an investigator and compliance officer for the U.S. Department of Labor, it was Ms. Thornton’s sworn duty to conduct compliance reviews and class-action complaints of federal contractors to enforce regulations covering discriminatory practices against minorities, women, the handicapped, disabled veterans and Vietnam-era veterans.

“I think the word ‘respect’ covers it all,” Ms. Thornton said.

“When you treat a person with respect, you do not mistreat them in any way.”

Born in Houston, raised in California and now retired and living in San Diego resident, Ms. Thornton got started in her profession while serving on the executive board as one of the vice presidents of the Hollywood-Beverly Hills Branch of the NAACP. She and her colleagues met with producers and directors to voice their concerns regarding the way blacks were being portrayed on television and in motion pictures, as well as with regard to the industry’s lack of black representation on both sides of the camera. The experience provided outstanding training for her subsequent post with the Department of Labor.

The desire to make a difference in the lives of others is Ms. Thornton’s driving force. She has been honored for doing so by many prestigious organizations, including the Urban League of San Diego County, which presented her with the John W. Johnson Individual Award of Achievement at its 30th annual Equal Opportunity Awards Dinner in September 2002. Her contributions were also saluted by the Urban League of San Diego County in 1994. From 1992-98, she was the chairperson of the San Diego Urban League’s Career Fair Planning Subcommittee.

Her lengthy philanthropic career began in San Diego as an active, working member of the Chollas Democratic Club.

“Diversity is a reality and should be a part of every business entity in America,” said Ms. Thornton. “Working together for a better future is positive action.”

Listed in the inaugural edition of “Who’s Who Among Black Americans,” Ms. Thornton is a woman of many talents. In addition to her distinguished career as an advocate for equality in the workplace, she is a former photographer’s model and hat designer.

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Diversity Works

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Diversity Practices That Work

National Urban League: Part three of an ongoing series...

The American Worker Speaks more than 40 years, corporations across the nation have invested a great deal of energy and resources in the area of diversity. Today diversity is not only part of the culture of many corporations but a core business strategy as well. Yet the business community has struggled to develop a meaningful measure of the effectiveness of diversity and inclusion programs.

FOR

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2006 Career Fair Edition

We believe this report is the most comprehensive study to date of employees’ attitudes regarding programs and policies designed to foster diversity and inclusion. By determining what employees value and appreciate, the National Urban League hopes to provide some frequently requested guidance to American businesses that are liking not only to do the right thing but to do it the right way.

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19

No Sources of Strength -Tremendous Room for Improvement Aggregate views of the American Worker suggest that there’s much room for improvement across the 13 themes. To facilitate evaluations across key diversity themes, we have classified the opinions of the American Worker in three categories.

• Strength (S) - Themes with 65 percent or more favorable responses and fewer than 20 percent or more favorable responses and fewer then20 percent unfavorable comments.

• Opportunities for Improvement (O) - Themes with fewer than 50 percent favorable comments and more than 20 percent unfavorable comments.

• Mixed (M) - Themes with 50 percent to 65 percent favorable comments and 35 percent to 50 percent neutral or unfavorable comments.

Effective Diversity Practices Theme American Workers’ View

As illustrated below, the American Worker’s voice suggests that none of the 13 themes is a perceived strength. Four themes have mixed perceptions, and nine rank as opportunities for improvement. This is an especially unfavorable view of diversity in the American work force, particularly considering that efforts in this area have been under way for nearly 40 years. Not only are the favorable scores low, but unfavorable comments reach high levels across the diversity practice themes. In some cases, unfavorable reactions outweigh the favorable reactions.

This is a sobering report card, particularly for organizations that dedicate a significant amount of time, energy, and resources every day to the advancement of diversity and inclusion. It is important to keep in mind the breadth of the American Worker surveys, which included companies of al sizes (everything from mom-andpop grocers to Fortune 500 companies), as well as varying approaches to and investments in diversity initiatives.

Strength (S) Mixed (M) Opportunity (O)

% Favorable

% Unfavorable

1. Inclusive Culture and Values

M

56%

18%

2. Retaining Diverse Talent

M

55%

27%

3. Marketing to Diverse Customer and Consumers

M

50%

15%

4. Supplier Diversity

M

45%

17%

5. Recruiting Diverse Talent

O

49%

21%

6. Advancing Diverse Talent

O

45%

33%

7. Diversity Education and Training

O

44%

28%

8. Leadership Commitment and Involvement

O

41%

23%

9. Community Involvement

O

41%

24%

10. Career Development for Diverse Talent

O

40%

31%

11. Diversity Employee Communications

O

38%

28%

12. Employee Involvement

O

28%

33%

13. Performance Accountability and Measurement

O

27%

35%

Average Diversity Theme

O

43%

26%

Themes with 65% or more favorable responses and fewer than 20% unfavorable comments are considered strengths (S). Themes with fewer than 50% favorable comments and more than 20% unfavorable comments are considered opportunities for improvement (O). Themes with 50% to 65% favorable comments and/or 35% to 50% neutral or negative comments are considered Mixed (M).

What’s Up With the Boss?

Nationally, executives’ perceptions are 28 percent moe favorable than perceptions of the American work force overall. n fact, executives perceive strengths in three of the 13 areas: Inclusive Culture and Values, Supplier Diversity, and Retaining Diverse Talent. One of several factors may be driving the differences in perception here.

First, it is common that executives tend to have more favorable perspectives of their companies than other employees do. Second, company leaders are likely to have a greater awareness of diversi-

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2006 Career Fair Edition

ty initiatives and their progress. In either case, this points to a mandate to ensure that the awareness and involvement of senior executives trickle down to all levels of the organization to help make diversity an integral part of a company’s culture.

However, the overall perceptions of executives are also relatively poor, particularly when weighed against what executives say they are doing in this area. What’s disturbing about this information is that even executives give themselves a failing grade, with only 59 percent of executives offering favorable comments in the area of Leadership Commitment and Involvement -- a glaring opportunity.

Effective Diversity Practices Theme View by Employee Position

Strength (s); Mixed (M); Opportunity (O) (%Favorable/Unfavorable Comments) Overall 2,082

Executive 170

Manager 588

Salaried 499

Hourly 805

1. Inclusive Culture and Values

M (56/18)

S (65/15)

M (59/16)

M (56/19)

M (52/19)

2. Retaining Diverse Talent

M (55/27)

S (67/18)

M (59/25)

M (53/29)

M (51/29)

3. Marketing to Diverse Customer and Consumers

M (50/15)

M (63/12)

M (52/14)

M (49/15)

M (46/15)

4. Supplier Diversity

M (45/17)

S (68/12)

M (51/15)

M (44/19)

M (37/19)

5. Recruiting Diverse Talent

O (49/21)

M (56/18)

M (51/20)

O (50/23)

O (47/20)

6. Advancing Diverse Talent

O (45/33)

M (64/20)

O (50/29)

O (40/36)

O (40/36)

7. Diversity Education and Training

O (44/28)

M (51/24)

O (46/27)

O (42/31)

O (42/29)

8. Leadership Commitment and Involvement

O (41/23)

M (59/16)

O (46/22)

O (40/25)

O (36/24)

9. Community Involvement

O (41/24)

M (52/19)

O (41/25)

O (40/24)

O (39/25)

10. Career Development for Diverse Talent

O (40/31)

M (52/22)

O (43/30)

O (38/34)

O (36/33)

11. Diversity Employee Communications

O (38/28)

O (46/23)

O (41/27)

O (40/28)

O (33/29)

12. Employee Involvement

O (28/33)

O (37/29)

O (32/32)

O (30/33)

O (24/33)

13. Performance Accountability and Measurement

O (27/35)

O (35/31)

O (28/36)

O (25/39)

O (27/32)

Average Diversity Theme

O (43/26)

M (55/20)

O (46/24)

O (42/27)

O (39/26)

100

128

107

98

91

Base Size

Index vs. Overall

To Be Continued in the next issue of Diversity Works! Journal * The research for Diversity Practices That Work was sponsored by Enterprise Rent a Car for the National Urban League.

Diversity Works

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Six tips for Affirmative Action Compliance

By Chris Hoffman

ome employers who do business with the federal government are uncertain about the affirmative action requirements contained in certain government contracts as well as the federal agency that monitors contractors' compliance with those requirements. This column will briefly explain affirmative action requirements and how the government enforces them.

The U.S. Labor Department's Office of Federal Contract Compliance Programs (OFCCP) reviews a federal contractor's compliance with affirmative action laws and executive orders. The OFCCP has a network of regional offices in major cities. A long-standing presidential executive order (EO 11246) administered by the OFCCP prohibits discrimination by contractors in hiring and other employment decisions on the basis of race, color, gender, religion or national origin.

While the order applies to nonexempt government contractors and subcontractors, as well as federally assisted contracts in excess of $10,000, only those contractors and subcontractors whose contracts are $50,000 or more and who employ 50 or more employees must develop a written affirmative action program.

This program must ensure equal employment opportunity and set forth specific and actionoriented programs to which the contractor commits itself to apply every good faith effort.

The OFCCP also reviews a contractor's compliance with affirmative action programs for qualified disabled persons (contracts must exceed $10,000), disabled U.S. military active duty veterans, Vietnam Era veterans, recently separated veterans and veterans who served on active duty during certain wars, campaigns or expeditions (contract must be $25,000 or more).

S

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2006 Career Fair Edition

THE REVIEW PROCESS In order to monitor a contractor's affirmative action compliance, the OFCCP conducts evaluations and complaint investigations of the contractors' personnel policies, obtains conciliation agreements from contractors who violate affirmative action requirements and monitors a contractor's progress in fulfilling the terms of conciliation agreements.

The OFCCP can recommend enforcement action to the Labor Department Solicitor when a contractor refuses to comply with a conciliation agreement.

During an OFCCP review of a contractor's affirmative action compliance, a compliance officer examines the contractor's affirmative action plan; checks personnel, payroll and other employment records; interviews employees and company officials; and investigates virtually all aspects of employment in the company.

The ultimate sanction for a contractor who violates affirmative action obligations is the loss of federal contracts. Other forms of relief to victims of discrimination may be available including back pay for lost wages.

NEW TRENDS Recently, the OFCCP has streamlined its compliance program. For about the past year, compliance officers who do not see discrimination at the desk audit stage (the audit is usually a document review that occurs at the compliance officer's office), will close the case without an on-site meeting with employees or company officials.

According to the OFCCP, nearly 80 percent of the approximately 4,700 compliance evaluations performed last year were closed at the desk audit stage. The OFCCP now focuses on cases of potential systemic discrimination in such areas of hiring, pay and terminations.

While the OFCCP gives a lot of attention to cases involving pay discrimination, a large percentage of settlements reached by the OFCCP have involved hiring issues relating

to entry-level positions. However, out of 54 cases settled last year by the OFCCP, 12 involved both hiring and pay issues. Hiring issues will probably surface less as employers nationwide continue to lay off employees and hire fewer new ones.

SIX TIPS Here are some tips for employers who have to meet affirmative action requirements: 1.

2.

3.

4.

5.

6.

Periodically audit your organization to determine whether or not you are covered by the affirmative action requirements.

Make sure that the language in your affirmative action plan carefully tracks the affirmative action regulations.

Maintain on a current basis applicant flow, hire, promotion and termination logs.

Ensure that all entry-level openings are provided to your state's unemployment office or workforce commission.

Consult with a person experienced in the preparation of job group, availability factor and utilization analysis required by the regulations in order to avoid setting unrealistic goals and timetables for persons covered by affirmative action requirements.

If your company receives notice of a compliance review, contact your attorney to minimize disruption to your company during the review process, guide the company's responses to government requests for information and possibly minimize your company's monetary exposure.

Hoffman is managing partner of the San Diego office of Fisher & Phillips LLP (www.laborlawyers.com), a national law firm that exclusively represents management in labor and employment matters. He regularly advises employers on navigating the obstacles created by state and federal laws.

Contact him at chris.hoffman@sddt.com.

Winner, Urban League’s President’s Award for Diversity

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Meetings Meeting Professionals International Multicultural Initiative hosted in San Diego

By Dorcy Bowman Rose, CMP -- Rendezvous, Meetings and Events ssues of multiculturalism and diversity are Convention Services Network. one out of three pertaking on a new focus in business, impacting The attendees included a diverse group of sup- sons is identified as a every aspect of corporate development, pliers and companies interested in better under- Latino. growth and operations in every industry imagi- standing their opportunities for multicultural For companies internable. Gone are the days when “multicultural” business growth. “There is a growing number of ested in holding and “diversity” were terms used primarily by cities, convention bureaus, centers, hotels and meetings as a part of human resources departments to merely tout a others in the lodging, meeting and hospitality their business develcompany's equal employment opportunity poli- business that are 'getting it',” Jay said. “And San opment and marketcies. Now more than ever, multicultural is a Diego needs to be among them.” ing strategies, these method of doing business that The San Diego Chapter of Meeting Professionals International demographreaches from the corporate hierar- is bringing the community together to introduce them to the ics offer chy to its bottom line and every Meeting Professionals International organization and to invite i m p o r t a n t department in between - including insight into the change that is expecttheir support of the MPI Multicultural Initiative its meetings. ed among the population of attendees Recently, the San Diego Meeting Without a doubt, “getting it” means recog- at their meetings. Corporate diversity and Professionals International (MPI) hosted a nizing and understanding the value of the mul- understanding multiple cultures will become Multicultural Trade Show and Luncheon in San ticultural marketplace, and then addressing more valuable for these organizations if they Diego with eight community and industry those key audiences in the most appropriate, truly want to maximize the potential of all their organizations in support of the MPI knowledgeable and culturally sensitive meth- employees and gain interest and loyalty of Multicultural Initiative, which focuses on mul- ods possible without alienating other audi- their multicultural audiences. And for suppliticulturalism within the meetings market. ences. But how can companies that hold multi- ers, expanding business opportunities by joinThe keynote speaker, Roy Jay, President of ple meetings each year “get it” to the point of ing multicultural associations will help gain the Oregon Convention and Visitors Network, enhancing their meetings to ensure that all par- insight into the needs and concerns of these discussed leading issues that can enhance the ticipants and attendees have a memorable, ful- groups to more effectively service them. success of multicultural meetings, and how filling, educational, enjoyable experience? It For those who still don't “get it”, there is a Portland has developed strong multicultural begins with knowing the facts. choice - either ignore the research that points to partnerships leading to significant new busiMulticultural markets include Asian, change on the horizon and watch your meetings ness opportunities for the city and its hospital- Hispanic/Latino, and African American popula- suffer a slow and costly decline, or maximize the ity industry. tions, as well as other growing segments. potential of all people and resources by seeking Jay answered questions with a panel of Recent research indicates that the annual buying assistance from professionals who can help you community and industry partners, which power of U.S. multicultural groups will reach gain the maximum benefit from this lucrative included San Diego MPI, San Diego $1.5 trillion by 2009 and will collectively reign and growing multicultural marketplace.

Convention and Visitors Bureau, Urban with the largest buying power of any other group League of San Diego County, San Diego in the country. By 2008, in the U.S. alone, the Dorcy Bowman Rose, CMP, San Diego MPI County Hispanic Chamber of Commerce, Asian population is projected to reach more than Past President, is the Executive Director of Southwest Chapter of the Professional 14 million, the African American population will Rendezvous a meetings planning company, Convention Management Association grow to more than 39 million, and the focusing on the strategic business of meetings.

(PCMA), Asian Business Association, Barona Hispanic/Latino population will increase to She can be reached at: dorcy@meetingplanBand of Mission Indians, and Multicultural more than 52 million. Just in San Diego County, ner.com; www.meetingplanner.com

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Expand Opportunities 2006 Career Fair Edition

21

CULTURAL COMPETENCIES

for the 21st Century

by Jose J. Soto, J.D. - Lincoln, Nebraska

he rapid pace of change in technology, society and demographics require that we reexamine the knowledge, skills and abilities needed to survive and succeed in the 21st century. Following are 21 competencies that will facilitate and enhance your personal and professional involvement within the context of multicultural and diverse settings.

T 1.

2.

3.

4.

5.

6.

7.

8.

9.

Develop and embrace a personal ethic of social responsibility and service within communities that are racially/culturally/ethnically/linguistically different than your own.

Ensure that you exhibit ethical behavior in all activities, personal and professional, which involve individuals of diverse backgrounds.

Expand your knowledge base to ensure that your professional services and interpersonal interactions are competent and effective within the context of racial, cultural, ethnic, and linguistic differences.

Value and incorporate the determinants of multiple world-views and culture/race/ethnicity/language in planning, developing and providing services and programs.

Seek out and apply the knowledge of the new sciences, technology, and social/demographic trends.

Ensure that your critical thinking, reflection, and problemsolving skills incorporate culture, race, ethnicity and language as fundamental considerations.

Understand the changing and emerging roles and responsibilities of primary and secondary social institutions, and how these changes may differentially impact diverse communities.

Promote and support primary prevention and education as tools to improve the well being of individuals and communities.

Integrate population-based services and approaches into the practice of your profession and discipline.

10. Improve access to services and benefits for those individuals and populations with unmet needs.

11. Practice culturally-appropriate, relationship-centered involvement with the individuals and families you serve.

12. Provide culturally-appropriate and competent services, programs, and interventions that met the needs of the cultural/racial/ethnic/linguistic diversity in your community.

13. Partner with the diverse communities and individuals affected by your decisions.

14. Develop and use communication and information technology that effectively and appropriately delivers information to individuals and communities of diverse racial/ethnic/cultural/linguistic backgrounds.

15. Learn to work comfortably as a member of teams that cross interdisciplinary lines, and are representative of diverse ways of thinking, being and doing.

16. Ensure that your decisions and services balance individual, professional, system and societal needs.

17. Exercise leadership that models diversity inclusion, representation and shared decision-making.

18. Take personal responsibility for the quality of services, outcomes, and cultural competence at all levels.

19. Contribute to continuous improvement of your cultural competence at the personal and professional levels, and throughout the system(s) within which you operate.

20. Advocate for public policies that promote and support culturally competent services, and the inclusion, representation and participation of individuals who reflect the increasing cultural/ethnic/racial/ linguistic diversity of our communities.

21. Commit to being a life-long learner, and to helping others learn about the value and dynamics difference.

Diversity Works

25

I

n November 1987, I returned to San Diego, a single parent of two boys under the age of two, looking for an opportunity to start over.

As a teenager, I worked in fast food, retail and had a brief stint at a bank.

But I knew that I needed find a job that would lead into a career.

A family member told me about the San Diego Urban League's Word Processing Program. She told me that this program had success in providing the type of job training that helped people get jobs with some of best companies in San Diego. This was the opportunity I was looking for and knew that if I was prepared to work, then I would reach my goals.

Classes started in March 1988 and lasted for 16 weeks. Classes started promptly at 8:00 am and included office procedures, typing, word processing and business writing. Guest speakers were brought in for motivation and pep talks from the instructors. We participated in mock interviews and received instruction on job searches, interviewing, resume writing, office politics and even on how to shake hands with confidence.

A week after graduation, I was offered a job an entry level position as a Management Support Clerk with the Convair Division of

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2006 Career Fair Edition

Urban League Success Story Linda F. Green

General Dynamics.

After a year I was promoted to Administrative Assistant. When General Dynamics-Convair closed it doors in San Diego, I was working in the Program Office's Scheduling Department where I managed the board's calendar, agenda and engineering requests for the program's design changes.

In 1993, I accepted a position at Solar Turbines Incorporated as a Program Assistant. I have continued to use the resume writing and interviewing tips I received during my time at the Urban League. I have worked at Solar Turbines for 12 years and during that time, I have received several promotions. I have been a Senior Administrative Assistant, an

Engineering Assistant, an Human Resources Technician and just last April I was promoted to Associate Human Resources Specialist. In my current position I administer Solar Turbines' Medical/Disability leaves program for approximately 3,000 employees located in San Diego and various locations around the United States.

Both of my son's are away attending college and are doing very well.

Not only did the Urban Leagues Word Processing Program help me find a job that led to a career, but it allowed me to set an example to my children that you can doing anything when you take advantage of an opportunity and are prepared to work hard.

Local Firms Honored

in the Workplace

for Promoting Cultural Diversity

W

ells Fargo and the San Diego Business Journal’s 11th Annual Multicultural Heritage Awards were held on March 29, 2006 at the San Diego Marriott Hotel & Marina. This program was created to recognize and honor San Diego-area companies that go above and beyond to celebrate ethnic diversity in the workplace and in the community. These outstanding firms – nonprofit, small businesses, medium businesses and large businesses – not only participate in San Diego’s diverse community; they define it.

Leading their industries through programs, policies and plans, they set the bar for others to attain.

W

Congratulations to each of these honorees for their continued commitment to nurturing a multicultural workplace.

The Winners:

• Non-Profit Category: Family Health Centers of San Diego (FHCSD) KPBS radio and TV YMCA of San Diego County • Small Business Category: The Centre City Development Corporation (CCDC) Gray Systems, Inc. The Southwestern College Sun • Medium Business Category: Gordon and Reese House of Blues San Diego Sullivan International Group Inc. • Large Business Category: Pfizer Qualcomm San Diego Convention Center Corp. www.sdbj.com Reprinted with permission from the San Diego Business Journal

Diversity Works

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LEVERAGING The Business Impera tive

By Judith Katz m a n y organizations, seeing people as an asset and not a deficit requires a major conceptual shift. Leveraging the full range of the diverse talents of the workforce requires the creation of an inclusive culture; it calls for strategic cultural change. But to embrace inclusive values and practices, leadership must be able to understand the direct connection of the change process to the bottom line.

This clear “business case” or organizational imperative is essential to take diversity and inclusion efforts out of the “soft” realm of social programs and establish a sound foundation for investment.

Even so, many organizations fall into the trap of viewing these efforts from a deficit reduction perspective, limiting their conception of the business case to such areas as: • Regulatory and legal compliance--savings in legal fees and lawsuit liability • Reduced employee turnover-savings in recruitment and training costs • Reduced employee morale problems--improvement in productivity and work days lost.

While it is critical to address the challenges presented by the increasing diversity of the workforce, organizations are just beginning to explore the potential business benefits of a work culture that enables the full contribution of all the peo-

FOR

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Career Fair Edition 2006

ple of the organization.

To reap the maximum benefits, organizations must clarify the strategic linkage between diversity and their mainstream operations and objectives, not just internally but in the marketplace as well, in leveraging diversity to provide competitive advantage in product development, targeting customers, opening markets, delivery of services, and positioning against and in cooperation with competitors.

Some examples: Perception of marketing possibilities can be limited by cultural blind spots. Some financial planners achieve major commissions by recognizing and selling to gays and lesbians. In seeking to widen its markets, a major housing lender realized that many of its people couldn’t even speak the same language as their potential customers.

Product development is often based on cultural bias. In food products, it can mean loss of potential markets of differently spiced foods.

It also has major implications for design of personal care products, home furnishings, product packaging and advertising promotions.

Sales teams comprised of all white men (or any one group), even those identified as the “best and the brightest,” can find themselves uncomfortable and at a disadvantage in selling to multicultural municipal boards, educational committees and international groups.

Positioning against international competition requires a broader

array of skills. Companies find it difficult to compete in situations where their sales people cannot communicate with potential customers except through interpreters.

NEW SKILLS REQUIRED. We’ve moved from the ethos of the Lone Ranger to the ethos of Partnering. New competencies are required for success. New criteria will be needed to identify the best people for a job --often they will be not the most technically skilled but those best able to work effectively in teams, be flexible, and provide a diversity of perspectives, problem solving skills, and languages.

The 21st century will provide a stern test. Organizations that develop an inclusive work culture committed to continuous improvement and positioned to respond to constant change will be rewarded with sustainable success. Those that cannot see the organizational imperative--the business case--for strategic cultural change and a new set of skills will not only fail the test, they will fail to survive.

Judith H. Katz, Ed.D., Executive Vice President of the Kaleel Jamison Consulting Group, Inc., can be reached (202) 544-7154 fax (202) 544-6251 E-mail JudithKatz@aol.com.

Making Diversity WORK

7 Steps for Defeating Bias in the Workplace

By Sondra Thiederman, Ph.D ome books are written simply to impart knowledge to others. Some books are written to fulfill a strong personal interest by the author. It is the rare book that is written because there is a deeply genuine need for it. Making Diversity WORK is that rare book that was written for all the reasons above. Author Sondra Thiederman attempts to strip off the “veneer” of diversity that exists in the modern workplace to examine the real reasons why diversity is hard to talk about and even harder to achieve!

This book may make you uncomfortable, but maybe that is exactly what we all need to feel in order to achieve a level of diversity that respects and honors all people for what they can contribute.

Early on in this work Sondra Thiederman candidly discusses her own cultural background and how she recognized her own personal biases. The purpose is to show that if we honestly examine ourselves and become mindful of our biases, we can dissect and set those biases aside. After spending 25 years providing practical results to some of the largest international organizations in their quest for diversity, Thiederman is a leading expert on this subject and it is prominently reflected in this book. She also received a doctorate in cross-cultural studies from UCLA. Making Diversity WORK has three major parts which are embedded in thirteen interesting chapters. Each chapter ends with a conclusion and summary to reinforce their major points. Part one examines the basics of bias including the correct and incorrect definitions of bias, and how it is learned and taught to all of us. It is in this part that you will learn the term Guerrilla Bias™ and how it can affect us in subtle ways. The second part of the book is the largest and deals with self-discovery, how our biases can hurt us and how we can strive to overcome them. The third part of the book is about creating healthy dialogue which the author calls gateway events.

S

What are these events? Our workplaces are filled with opportunities to engage in conversations about bias. Typically there is discord in the work environment between people who are different from each other. These incidents are capable of bringing about productive dialogue and serve as gateways to create greater understanding and reduce bias. This final part also outlines some cognitive and verbal skills to generate diversity dialogue.

Diversity isn’t just a good thing to do; morally it is the right thing to do. Our modern workplace is more diverse than ever before in recorded human history. Diversity means a greater talent pool, larger markets, and the unfortunate potential for discord in the workplace. Making Diversity WORK is a frank and powerful book that dares to challenge us and prods us to live up to the democratic ideals of fairness, equity and accountability. If you desire to read just one powerful book on this important subject, Making Diversity WORK should be it!

Dearborn Trade Publishing —2003 (199 pages in hardback)

About the Author: Sondra Thiederman, Ph.D., is an acknowledged leading expert on the subjects of bias, cross-cultural business and workplace diversity.

She has shared her 25 years of experience as a columnist, seminar presenter and author. The material in this interview article was adapted with permission from her book Making Diversity Work: Seven Steps for Defeating Bias in the Workplace (Chicago: Dearborn Press, 2003). Sondra can be contacted at www.Thiederman.com.

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IBM's story “On that day, diversity was proclaimed as the company’s strategic goal and task forces were established to inspect workplace issues faced by the following groups: Asians, blacks, Hispanics, white men, Native Americans, people with disabilities, gays/ lesbians/ bisexuals/transgendered individuals and women.”

By Nicholas Keung Immigration/Diversity Reporter

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hen Arlene Terry started her career at IBM Canada 19 years ago, she was one of the few black faces in the company’s hallways.

“As an organization, we’d talked about fully embracing diversity, but people’s minds were not where (they) should be,” recalled Terry, now a technical support education program manager with the Markham-based IT giant.

Just 10 years ago, the Trinidad native, volunteering at a company fundraising event, was shunned by a colleague in the IBM lobby, who asked for her identity before giving a donation — despite the clearly displayed ID she wore on her chest.

“Okay, I was wearing a badge. What made him think that I wasn’t part of the company?”

Terry asked herself.

“Obviously, there was an assumption of who made up this company and who got to work here.”

The incident prompted Terry to join the then-fledgling diversity council, a product of IBM’s parent company in the United States and designed to make voices like hers heard.

If there’s a golden rule to make a workplace more inclusive, it starts with what Ted Childs, IBM’s vice- president of global workforce diversity, calls “constructive

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disruption.”

It was on Bastille Day, July 14, 1995, that the “revolution” at IBM took place under Childs' stewardship. On that day, diversity was proclaimed as the company’s strategic goal and task forces were established to inspect workplace issues faced by the following groups: Asians, blacks, Hispanics, white men, Native Americans, people with disabilities, gays/lesbians/ bisexuals/transgendered individuals and women.

Childs likens the process to “pursuing dirty laundry,” but quickly adds that “it’s our intent to wash it and make sure we’re going to be a better place.”

The goal of the initiative was to help understand differences among these groups and come up with ways to attract the best talents to compete in the growing global market.

Childs said task force members returned six months later and identified issues from development and promotion to senior management’s communication of its commitment to diversity, as well as the need to recruit a diverse workforce in the engineering and science-related fields.

Other concerns included domestic partner benefits for gay/lesbian/bisexual/transgendered employees and accessibility problems faced by those with disabilities.

‘We thought it’d be a great opportunity to

get people at IBM to talk to one another, not about one another.’ --Ted Childs, chief of global workforce diversity The task forces, Childs said, bridged the workplace and the marketplace “through workplace diversity.”

All eight task forces recommended the company establish diversity councils; hence IBM formed employee network groups in 1997 based on ethnicities, sexual orientations and other affinities as a way for employees from all levels to participate, brainstorm and communicate on a regular basis.

The company now boasts 72 diversity councils and 172 network groups around the world.

“We thought it would be a great opportunity to get people at IBM to talk to one another, not about one another,” Childs said.

“People (of different backgrounds) don’t relate to each other naturally .... Our theme is that none of us is as strong as all of us.

“What we are saying is leave your biases at the door and whoever you hate is irrelevant because you have to sell things to people you dislike. If you can work with those you dislike, you may find out they’re not bad people. The bottom line is winning feels good. Winning together as a team is the basis for respect.”

The impact of the initiative has been impressive. Since its launch: • The number of female executives worldwide has increased to about 1,000 from 185.

• The number of ethnic minority executives in the U.S. has increased by 233 per cent; blacks to 145 from 62; Hispanics to 100 from 27; Asians by 400 per cent.

• The number of self-identified gay, lesbian, bisexual and transgendered executives has gone up by 733 per cent.

• The number of executives with disabilities has tripled.

There are no comparable statistics at IBM’s Canadian operation, but a spokesperson says women account for 33 per cent of the workforce here while 21.6 per cent are visible minorities.

Terry said she’s already seeing a difference.

‘Our theme is that none of us is as strong as all of us.’--Ted Childs

“I’ve been here for so long and seen the Nations Pow Wow group. Some performcompany evolve. I used to be one of few ers were employees. blacks in the hallway, and I am one of many “This is a huge opportunity for IBMers today, which is great,” says the IBMer, of all backgrounds to come to the table to which is how company employees identify educate and entertain each other,” says themselves. “Performance and progression Hazra, a recovery management and conare the equation we go by here.” sulting manager.

The kind of differences the council “At IBM, we don’t just talk the talk; we makes can be very subtle and simple, from walk the walk to embrace one another. It spicing up the cafeteria’s traditional may sound cliché, but I’m just grateful that homogenous menu with South Asian and the company doesn’t judge me for my Caribbean or African cuisine, to outreach appearance and acknowledges what we all programs to local high schools appealing bring to the table.” to minority youths' interests in careers in Ten-year IBM veteran Tony Aziz, a engineering and science. services partner manager at IBM global Within each of the network groups, services, agrees. Through the years, Aziz, a members are also actively involved in their Muslim, has been part of the South Asian respective communities. network group that circulates monthly Terry, a former chair of the Canadian newsletters to update each other on issues diversity council and the black networking and activities such as the Biking Blue, an group, says the caucus has facilitated the annual fundraising event to ride from donation of computers and accessories to Toronto to Montreal to raise money for the employment program at Dixon Hall, a Toronto’s Hospital for Sick Children. multi-service agency in east-end Toronto, “It really makes you feel much more and groups such as the Canadian Jamaican connected with others in the company. For Association. The black network group also any employers, the last thing they want to visits boys and girls clubs, and speaks to have is some unhappy employees. I think kids about career opportunities and prepara- IBM has certainly raised the bar,” adds tion in the field of science and technology.

Aziz, who was born and raised in Guyana.

In fact, a “cosmopolitan and multiculThat said, Terry thinks the whole idea of tural” environment was partly what lured diversity is only a means to an end.

U.K.-born Tej Singh Hazra to transfer from “All the things we are doing is to get to IBM’s operation in London to Toronto six the end where ultimately things (that) curyears ago. rently constitute diversity wouldn’t matter “I see in Canada a greater makeup of dif- anymore,” she said. “That’s what we’re ferent geographies and ethnicities,” the 39- working towards, to get to a point that you year-old IBMer explains matter-of-factly. are counted just as an individual.”

For the second time in three years, Hazra and other employees at IBM Canada volunteered to put together a diversity gala this month at Markham’s Hilton Suites to celebrate the different cultures in the company.

Six hundred employees, their friends, families and business partners bought the $50 tickets to listen to Six Nations aboriginal community Ted Childs, IBM’s vice-president of global workforce leader Roberta diversity, centre, is flanked by Arlene Terry, left, a techJamieson, performances nical support education program manager at the by a gay and lesbian Markham-based technology giant, and Tej Singh Hazra, jazz choir, South Asian who was lured here from the U.K. partly due to IBM’s and Hispanic dance “cosmopolitan and multicultural” environment. troupes and a First

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Affirmative action: Owning up to the Controversy THE DIFFERENCE BETWEEN CONCEPTS The concept of affirmative action has been in place since the passage of the 1964 Civil Rights Act, a law designed to help minorities gain access to organizations, and education.

Once inside an organization, individuals thought they would be able to achieve career goals based on their abilities and desires.

While the very existence of the affirmative action law has opened to those who are visibly different, those individuals continue to be located primarily in entry level and lower level positions.affirmative action was not designed to work at the upper levels of management and comparatively few of those who are “visibly different� have made their way into the upper ranks.

Diversity, on the other hand, is a business issue not a legal issue. The concept of diversity is broader than affirmative action, including both visible and invisible differences among people.

(Affirmative action may be considered to fall under the umbrella of diversity.)

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he Current challenge Business organizations are faced with the task of accomplishing desired objectives and objectives and goals using all of the available talent. But the talent pool has changed dramatically over the last thirty years. And the old, familiar styles of communication with and management of that talent,are no longer effective. This, rather than legislation, is the driving force behind diversity initiatives.

We must continually remind people inside and outside of the organization that the inclusive nature of diversity is to build productive, winning teams. it is not the exclusive focus on one or another special population in the workforce.

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The dilemma Change is the force behind of much of the backlash., sense of insecurity, anger, and blame that is happening both within business organizations and in the public political forum.

That change is happening in the foundations of the workforce: the movement of production off-shore, the reduction of the need for labor resulting from automation and technological advances, and a general loss of opportunity for career advancement as organizational hierarchies become flatter.

These fundamental economic changes are complicated by the extent to which White men interpret as a loss of power then increasing position of women and minorities.

In addition, workplace anger is fueled by a general demoralization of others that has been happening in this country with the loss of the USSR as our external enemy.

What’s at stake?

As difficult and emotional as the affirmative action controversy is still it must be addressed by diversity professionals. If we ignore the controversy, we run risk of increased resentment, the polarization of team

2006 Career Fair Edition

members,drops in productivity and increased incidents of interpersonal conflict and complaints. This will have adverse consequences on both internal and external customers.

Addressing the affirmative action controversy means opening up and owing up to the issues. We cannot ignore the emotions-laden antagonism that many feel toward affirmative action. Open discussion among executives, managers, and peers will provide forums for understanding individual opinions and perspectives.

Diversity professionals must assume a strong leadership role during such a process utilizing the best of their skills and tools in conflict resolution,mediation, and dialogue.

They must know where affirmative action has succeeded and failed.

by Alberta Lloyd They must create a context where all sides of the issue can be explored and where all experiences with affirmative action receive equal value.

They must be skilled in dealing with fears and anxieties that surface. They must facilitate a problem-solving process that deals with the issue affirmative action has tried to solve.

And they must keep the process focused on the needs and realities of the marketplace and workplace.

At stake in the affirmative action controversy is the corporate conviction that diversity and pluralism really work.

Diversity, on the other hand, is a business issue not a legal issue.

Delving into the Qualifications Question of

ith the passage of proposition 209 in California, and similar attempts in other states to eliminate affirmative action, it’s important to examine some assumptions that people make about getting hired. For example, some of us believe that affirmative action is unfair and inefficient because race and gender are used as criteria for employment in an otherwise objective process.

However, it is seldom the case that being hired or promoted is an objective process; we all know it is a subjective process.

We’ve all been in situations where someone got the job because of who they know.

My son landed summer jobs in the financial industry-each job a “resume builder”- based on his aunt and uncle’s business contacts; in one case his boss was a man for whom he had caddied at an exclusive, private country club.

Even with the right contacts to get in the door, job candidates are often explicitly evaluated on how they will “fit in” to get along with their future team member; sometimes this is the major criteria for selecting the one person out of several who all have equal qualifications on paper.

If the workplace is dominated by white men (and most of the higher paying more desirable jobs are) then, all things being equal, it is likely that another white man will be seen as more compatible than a person of color.

“Is she qualified?”

Affirmative action was never designed to get women and people of color in the door.

And while there are cases where poor implementation of affirmative action led to the hiring of an unqualified person of color, there are also plenty of situations where incompetent white men have been hired.

I believe that it is raced-based prejudice that leads us to routinely question the qualifications of people of color. Why is it that we don’t wonder about a white guy’s qualifications? Why is it that we always wonder, and comment on the qualifications of the people of color who get a job previously held by a white man? Can it be anything other than deeply held beliefs about who is qualified?

Or, as Roger Wilkins suggests in “Racism Has Its Privileges” using the term “unqualified” may be simply an updated and more socially acceptable version of referring to people of color as “inferior.”

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Most of us have accumulated a lifetime’s learning of biases about people of colorthey're lazy, sneaky, not intelligent, you can’t trust them, and yet some of us who claim to be unbiased have those biases reinforced for us every time that we're told by an employer or supervisor, “the only reason you didn’t get the job is because you're white. “In many cases, this lie serves only to bolster the ego of unsuccessful applicants and perpetuate the belief that they are the competent qualified ones. A former AT&T division manager and now management consultant, John P. Fernandez, author of Survival in the Corporate Fishbowl, writes “When a manager or organization implies that the lack of mobility is to be blamed on women and minorities, it should raise a red flag. White males should recognize that, by allowing their superiors to shift blame, they are allowing them to avoid discussing the employee’s actual ability to do the job.”

A colleague of mine, Gerald Jackson, recently suggested to me that most people are, in fact, initially “unqualified” to do the jobs they are hired to do. It makes sense; generally people are hired or promoted based on their potential to do a job they don’t yet know how to do.

Jackson concluded that people of color should have the same opportunity as white men do “unqualified” when hired.

“There are no opportunities for us” When white men blame “minorities” for a lack of job opportunities, they are simply scapegoating rather than challenging the cause directly. The cause of lost job opportunities to immigrants, or “affirma-

By Cooper Thomas

tive action hires,” it is the “bottom line “ mentality that downsizes, sends jobs overseas, breaks unions, outsource and prefers technology to people. Under capitalism, some unemployment is desirable. It’s easier to blame minorities than the CEO and board.

Reactionary talk show hosts encourage white males to backlash for their financial gain. Politicians manipulate white male anxiety for their re-election. When white men allow themselves to be deceived into scapegoating “minority employees,” they are supporting a system that will scapegoat them when the opportunity arises.

Cooper Thompson, a diversity consultant with VISIONS Inc., Cambridge, MA, can be reached at (617) 868-8280.

“It can be very lucrative for an advisor to work in the diverse markets.�

BLUE PRINT FOR MAKING A BUSINESS CASE FOR DIVERSITY

By Richard S. Gaskins Express Financial Advisors (AXP Advisors) recognized the business need to acquire clients in diverse markets.

AXP Advisors also recognized its lack of diversity in clients and employees and decided to benchmark diversity best practices of other companies before beginning adversity initiative. This benchmark study was completed in 1993 on a national scale.

Diversity best practices reported in the study were given to the Senior Leadership team for their review. (The benchmark report is available on request.)

AMERICAN

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MISSING LINK The company has incorporated the study’s findings into its diversity strategy. However, management determined that although the benchmarking and following diversity plan met the objectives of the company, there was still a missing link to implementing the diversity plan. We needed to gather additional information that would help us understand and address the motivational aspect of convincing our personal financial advisors that there are rewards for them to redirect their time to the emerging diverse markets.

This missing link of relating diversity to the business perspec-

tive--proving the value of diversity as it relates to the bottomline-can help our advisors’ businesses as well. In fact, we needed proof that could convince our field leaders of the importance of diversity initiatives. A task force was established to address this before we embarked on our company diversity initiative.

The national task force studied the impact of diversity on our financial advisors. The study, “The Business Case for Diversity,” clearly linked business success to diversity and went beyond expectations by identifying specific best practices for marketing to diverse segments of the population. It identified a positive busi-

They validated the information and initiated communication of the report downward in their respective groups.

Then we communicated the results to each field executive located in sites with dense diverse demographics. They immediately embraced the results and wanted more information on the best practices for communication to their advisors.

Finally, we developed a specialized presentation on the results for financial advisors who were considering working the diverse markets but wanted more information that would answer the question, “What’s in it for me?” Also upon request we provided copies

The core message in all presentations was, “It is not costly to work diverse markets.” And the presentations demonstrated how lucrative those markets can be. Financial advisors working in diverse markets need not be from the same diverse segment or culture in order to sell effectively.

A key learning communicated to advisors is that if you want to be successful marketing to diverse segments you have to take the time to learn the nuances of the market you choose.

ness case for diversity in a way financial advisors could understand. And it brought to light many diverse segment marketing practices. Our company can now demonstrate a positive impact on the business that advisors (both “diverse” and “white male”) experience working in diverse markets.

THE STUDY BROUGHT ABOUT CHANGE The results, which have had a profound impact on the company’s diversity strategy related to marketing, training, and communications, indicate that: • It is no more costly for a financial advisor to work in diverse markets than it is to work traditional markets.

• It can be very lucrative for an advisor to work in the diverse markets.

• The financial advisors working the diverse market had moved their marketing strategy from broad campaigns to targeted interactions, from product-driven to relationship driven, and from acquisition-driven growth to client retention-driven growth.

• 33 percent of our advisors working the diverse markets did not represent the diverse population with whom they were working.

• The clients of these advisors had a household income 25 percent higher than the average AXP Advisors client on a nationwide basis.

HOW WE USED THIS INFORMATION Through the business case study, we learned that our field leadership and financial advisors believed it was too costly/risky to take on a diversity marketing initiative. And if they did take on this marketing initiative, they had low expectations about the benefit to their bottomline.

So we developed an extensive diversity communications plan that would get the message out that it is good business to work in the diverse market. We published an internal document showing significant, positive findings and included specific best practices for each diverse segment.

We communicated the results of the study on several levels.

First, we informed our company senior management team.

of the report, along with a standard presentation of the positive findings.

The core message in all presentations was, “It is not costly to work diverse markets.” And the presentations demonstrated how lucrative those markets can be. Financial advisors working in diverse markets need not be from the same diverse segment or culture in order to sell effectively. A key learning communicated to advisors is that if you want to be successful marketing to diverse segments you have to take the time to learn the nuances of the market you choose.

Eventually, teams of advisors showed interest in working particular diverse markets. This required the company to develop culturally specialized marketing workshops.

SUMMARY Through the combination of learning the best diversity practices of other companies and applying the ones that fit our company culture, understanding how our advisors can work diverse markets if they are willing to learn, and being able to demonstrate diversity profitability, we have helped our company to embark on a significant diversity initiative.

Field leaders who in the past, have been resistant to diversity efforts are now interested in moving into acquiring clients in these markets. They now recognize profitable opportunities that can be enjoyed by advisors with adequate training.

In the past, people representing a diverse segment would work together to sell to that market. Today, with the knowledge that one need not represent the diverse segment in order to sell to it, we now are working specific diverse segments with teams of advisors in which 50 percent of the advisors are not representative of that market segment.

They learned that the key requirement for working these emerging affluent markets is modifying their approach so they can be heard.

Richard S. Gaskins, vice president of the AXP Financial Advisors Diversity Resource Center, can be reached in Minneapolis at phone (612) 671-1851; fax (612) 671-5384.

The Evolving gnivlovE “Both consultants and diversity managers have come to realize that, since the primary concern of business is profitability, the case for diversity has to be grounded in the business rationale.”

By Judith Yarrow years ago, the motivation for diversity work circled around issues of awareness and sensitivity. Moral and ethical arguments, reinforced by Workforce 2000’s prediction of dramatic shifts in the workforce, justified the work.

As the field has evolved, the arguments for doing diversity have become more savvy. Both consultants and diversity managers have come to realize that, since the primary concern of business is profitability, the case for diversity has to be grounded in the business rationale. As Bruce Wilson, vice president of the Career Opportunities Program at First Interstate Bank of California, says, “Our company has figured out if you do diversity right, you can make money. We’re a for-profit business, and we have to evaluate diversity on how it improves our overall marketshare to the shareholders.”

Cathy Mills, vice president and director of company

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CASE FOR DIVERSITY communications at JC Penny, puts it even more bluntly. “Making diversity a bottomline issue is imperative. Unless it is directly attached to the bottomline, it will not be given the attention and support required to make it successful.”

THE BUSINESS CASE TODAY Arguments making up the business case tend to cluster around predictable factors.

Bernard Scales, manager of diversity at E.I. Dupont de Nemours, Inc., offers a typical list: workforce utilization, diverse customer marketbase, improved productivity, continuous quality improvement, recruitment and retention of skilled workers, avoidance of lawsuits.

Lente-Louise Louw, director of product and development at Griggs Productions, adds to Scales’ list the globalizing market, increased creativity and innovation, and synergistic teamwork.

PUBLIC SECTOR RATIONALE While everyone we spoke with agreed that diversity initiatives in the public sector also need to be grounded in the business rationale, the focus of that rationale differs in several ways from the private sector focus.

Elvenn Richardson, assistant city manager of Plano, Texas, a middle-income suburb of Dallas with about 175,000 residents, points out that while “in public sector we have a responsibility to serve all of our citizens, local governments usually have a monopoly on the services they provide. So it’s even more important to provide a quality of service that addresses the diversity issue. It helps our effectiveness and gives us credibility with our customers.”

Mayor Norm Rice, of Seattle, Washington, adds, “We know that public sector salaries are not competitive, and will never match private sector salaries. Yet, we believe that by valuing and managing diversity, we can be a competitive and attractive employer by creating work environments where valued employees feel their opinions count, where they’re brought into decision making, where training and mobility opportunities exist, and where they feel they are contribution to their communities.”

For federal government agencies, the business rationale is still internal.

According to Marjorie Kornegay, executive assistant (EEO) for the Bureau of Alcohol, Tobacco, and Firearms (ATF), the business case is similar for both private and public sectors, “if you assume that both sectors are interested in efficiency, economy, and morale. For us, the top business issue is making ATF a better place to work and to improve recruitment. We provide a forum about working conditions or equities.

Employees who feel problems will be addressed are less likely to file EEO complaints. It it’s public or private, employees want to know someone is listening.”

Even associations are facing the need for a business rationale for their diversity efforts. Patti Digh, vice president of international and diversity programs for the Society for Human Resource Management (SHRM), says “We run like a corporation.

Our financial issue is that we have to attract and retain members.”

WHO’S THE TARGET FOR THE BUSINESS CASE? The audience for the diversity business case varies, depending on who started the diversity initiative. For organizations, like DuPont, with support for diversity programs coming from top management, the business case has to be made to line managers. “We have to make the case to the line organization,” says Scales, “They’re always concerned about profit, revenue and spending objectives, and productivity.

We have to ut it in the plain language of dollars and cents, the same financial terms we do everything else. The line organization has mostly White employees, and they need all the information they can get to legitimize the value of diversity.”

In other organizations, like SHRM, top management find they must state the business rationale to their board of directors.

“We’re still doing board training,” SHRM’s Digh says. “The challenge is not to reinvent the wheel every year with a changing board,” she adds.

Griggs Productions’ Louw adds succinctly, “You have to make the case to the people with the most power. You have to

go to the top to make real changes in organizational culture.”

The City of Seattle, with its strong support of diversity by both the Mayor and City Council, makes the case to everyone in the organization from department heads to field and support staff, according to Mayou Rice. Richardson of the City of Plano, agrees. “Because the city council members are already supportive, I don’t have to convince them. My job is to make sure it’s implemented, to make sure my people are complying. How the program’s implemented determines how effective it’s going to be.”

WHAT WORKS? For public and private organizations alike success hinges on communication the business case effectively. DuPont’s Scales points out that different constituencies need different rationales. “The marketing business case might be different from manufacturing; the R&D case differs from distribution and logistics. We developed and tailored the argument to fit the specific functions.”

Plano’s Richardson emphasizes, “Repetition is necessary for the policy to be implemented as planned. We have new people coming in, and employees who haven’t embraced diversity, so we constantly need to review, evaluate and modify the program.”

The ATF uses annual conferences, meetings, and memos to get the word out. “This is a small agency, only 4,000 employees,” says Digh. “Everyone needs to feel responsible for the monthly budget report, so they recognize how their performance affects SHRM as a whole. It’s not specifically a diversity program, but it will have a strong effect in terms of teamwork, which we consider to be a part of the diversity process.”

The business case is still evolving, but clearly diversity professionals have found solid ground on which to build their rationale. As Griggs Production’s Louw says, “Diversity isn’t a program; it’s a matter of business now.”

Judith Yarrow is managing editor of Cultural Diversity at Work.

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Chromalloy San Diego and Pacific Gas Turbine Center, divisions of Chromalloy Gas Turbine Corporation, are pleased to sponsor the 17th Annual Urban League of San Diego County Career Fair.

Chromalloy San Diego and Pacific Gas Turbine Center are gas turbine component/engine repair facilities which are Equal Employment Opportunity employers that welcome diversity.

We wish you every success in your 17th Annual Career Fair, 2006 Diversity Works!

CEMENT CUTTING INC. 3610 Hancock St. • San Diego, CA 92110 PH 619.231.1735 • 800.564.1753 Fax 619.296.4760 http://cementcutting.com CA Lic # 335661 (C-21)(C-61)(D06 ABS HIC)

Kathy Grigg, Director Human Resources Chromalloy San Diego,FAA Certificate #KM3R636L Kgrigg@chromalloy.com Deborah Knight, Sr. Human Resources Administrator Pacific Gas Turbine Center,FAA Certificate #PO9ROO9Y Dknight@chromalloy.com M/F/V/D

DiversityWorks!

Partners s one of over 57000 employers in the region we are counting on your support to help make Diversity Work! here in San Diego. For over 50 years, the Urban League of San Diego County has assisted many of its citizens in preparing for and finding meaningful employment. For most of that time, you, our area employer, has been assisting us along the way. And now more than ever, your help is needed to help us meet our mission. That is why we are asking you to become a Diversity Works! Partner.

According to research by the Hudson Institute, a nationally recognized social trends think tank, within the next 10 to 15 years, demographic trends, technological advances, and economic globalization will shape the workplace. The U.S. workforce will continue to expand, although at a much slower rate.

However, its composition will shift to a more balanced distribution by age, sex, and race/ethnicity.

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Keeping pace with these changing workplace dynamics, while implementing the mandate of our mission to assist African Americans and other underserved people achieve social and economic equality, the Urban League of San Diego County has strategically positioned itself to better serve San Diego through our Diversity Works! initiative.

Through Diversity Works! we help you find, and if necessary, develop scarce diverse human resources. For example, our Diversity Job Bank has attracted over 1000 jobseekers.

And the students who attend our workshops undergo behavior modification training in conjunction with our award-winning workreadiness and diversity training, producing outstanding results. This combination produces employees who are truly workready. Consequently, as our employer investor-partner, you will benefit not only from finding highly qualified job candidates in our job bank, but perspective employees

who attend our workshops are also prepared attitudinally to enter the workplace.

We are asking you to invest $1,200 year.

This is not a donation, but an investment and a smart business move. It will provide you with unlimited posting/reviews to our Diversity Job Bank (www.ulsdcjobs.net), mention in our Diversity Works! Magazine, featured employer on our website and discounts on our next Career Fair scheduled for (27 April, 2006).

To facilitate answering your questions, we will conduct monthly luncheon seminars to explain the benefits of this initiative here at the League’s corporate office; 720 Gateway Center Drive, San Diego CA 92102. Please RSVP with Barbara Webb, Deputy Director, at 619-266-6232 as space is limited and for lunch ordering purposes.

Here’s to the continued success of our social venture partnership.

Benefits of being a DiversityWorks! Employer Partner: What your annual $1200 investment gets! onsidered to be our Social Venture Partner (SVP). As it applies here, SVP's are employers/ professionals looking for a way to invest their time, skills and resources in underserved communities with specific outcomes. Our SVP's works through the League to make a hands-on difference - two examples are our Career Fair Committee and our Diversity Works! Employer Partners. As a DW! SVP you help the League be as effective as possible in delivering our programs and services by helping us build the organizational capacity of the agency. In turn, we are able to leverage your investment by offering needed services to constituents throughout the county in the areas of: Education, Employment and Housing.

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Corporate Membership with the Urban League of San Diego County for one year includes the following benefits: 1.

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Unlimited job posting/resume reviews in the Diversity Job Bank for one year www.ulsdcjobs.net Featured Employer in the DW! Job Bank (for entire year) Corporate logo displayed in special DW! Partners section of the DW! Website Your own webpage on our site featuring

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your company's profile and current jobs Live links to other job boards such as Monster.com or Caeerbuilder.com - automatically pulls the jobs posted on these other job boards into your profile with us.

No need to enter the same jobs in several places.

Five featured jobs (annually) in job bank Listed in Diversity Works Magazine (quarterly) Can feature articles in the DW! Magazine or the DW! Employment/Career Guide as well as post notices about your company's diversity outreach efforts.

Your Company profile and job listings (5) in DW! Employment and Career Guide (sent out monthly to over 300 affinity groups) Free booth at quarterly Mini-Career Fairs held at the League's corporate office (1st come, first served basis) Discounts on booths at annual Career Fair and Career Zones (Career Zones are held in conjunction with other large events such as the Heritage Day Parade and Festival - 10,000 attendees) "Hot Job" notices sent out via our Employment Network e-mail distribution system Direct Marketing to the Urban Market via our DW! Employment Guide and e-mail blasts

14. Investor in the DW! Workreadiness Workshops (listed as an investor in all class material) 15. Directly recruit graduates from workshops (you are always invited to attend graduations) 16. Can promote your company's diversity efforts via the League's media channels 17. Eligible to compete for the President's Award for Diversity (presented at the League's annual Equal Opportunity Awards Dinner/Gala - fall) 18. Participation at our monthly Employers Diversity Networking Luncheons - featuring a 30 min. presentation by diversity professionals on relevant diversity-related topics of the day.

19. National recognition for being proactive in diversity 20. Access to over 150,000 people of color via our Employment Network 21. Socially connect with communities of color and enhance your cultural competency/awareness 22. Meet your company's EEO requirements for outreach and involvement (DOLOFCCP)

“We treat our corporate members like investors”

Diversity Works

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Partners

DiversityWorks!

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Ace Parking AIG American Airlines Anheuser-Busch Companies Bank of America Cardinal Health Citibank CIC Research Cost Plus World Markets Cox Communications Cubic Corporation Curtis Moring Insurance Agency, Inc. Enterprise RentA-Car Federal Bureau of Investigations Genentech Inc. Hawthorne Machinery Keith Goosby Inspirations & Motivations Kaiser Permanente Kyocera LockheedMartin, Maritime Systems & Sensors

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Loews Coronado Bay Resort & SPA Manpower of San Diego Maximus Inc. National University Neighborhood National Bank NorLab Business Solutions North Island Financial Credit Union Padres Qualcomm Science Application International Corporation (SAIC) Scripps Research Institute SDSU Research Foundation San Diego Business Journal San Diego Gas & Eletric San Diego Monitor News San Diego National Bank San Diego County Sheriff’s Department

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SeaWorld San Diego Sempra Utilities* Solar Turbines Sony Corporation Southern California Edison Starbucks Coffee* Company Sycuan Casino The Hartford The San Diego Union Tribune The Pacific Institute Timmis J Moore UCSD Union Bank of California United Way of San Diego UPS Viejas Casino Wal-Mart Stores, Inc. Wells Fargo Bank Washington Mutual Bank

*2005 Award Recipients for the ULSDC President’s Award for Diversity

Two ways you can help make Diversity Work!

Yes, I want to join and support the Urban League. My Annual Pledge Contribution is checked below.

Personal Membership

Name: Address:

Email:

Corporate Membership

1 Benefactor

$500

1 Investor

$25,000

1 Guild

$100

1 Sponsor

$5,000

1 Young Professionals

$75

1 Partner

$1,200

1 Regular

$50

1 Youth (under 18)

$15

1 Supporter

Phone: Method of Payment

Bill Me Annually (Starting May 2006)

Credit Card#: Signature:

exp. date:

Total:

1 Visa 1 MasterCard 1 American Express

Mail to: San Diego Urban League Membership Campaign, 720 Gateway Center Drive, San Diego, CA 92102.

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2006 Career Fair Edition

other