MAY/JUNE 2011
PROFILES IN DIVERSITY JOURNAL
Kudos Not Criticism
12.95 U.S.
$
maY / JUNE 2011
Developing the leaders of tomorrow. Providing opportunities to learn, grow and advance. Making a difference in our community.
Visit us at www.walmartstores.com to learn more.
The “Spark” Design (
), Walmart and Save Money. Live Better. are marks and/or registered marks of Wal-Mart Stores, Inc. ©2011 Wal-Mart Stores, Inc., Bentonville, AR.
www.diversityjournal.com
At Walmart, diversity is the doorway to opportunity, growth and excellence. Inclusion is the key that unlocks that door.
VOLUME 13 • NUMBER 3
Spark opportunity
plus
Perspectives ThoughtLeaders Tackling Tough Problems Asian-Pacific American Heritage
www. d i v e r si ty j o u r n a l . co m
DIverSIty IS the WAy Diversity & Inclusion at Waste ManageMent
Diversity Is All Around Us
We Do BuSIneSS.
Building a great career is like building great vehicles. It starts with technological innovation is matched only by our belief in the
At Waste Management, we work together to protect the Earth. Just as our planet contains diverse populations, our workforce reflects it too. Maximizing our employees’ unique perspectives, experiences research, development, and experience. At Chrysler, our history of and principles, allows us to help communities,people businessesthat and individuals progressive drive us forward. See how you can progress on their sustainability journeys. become part of a movement of the future. It’s as bright as you make it. It also makes us the leading provider of integrated environmental solutions in North America. Visit wmcareers.com to learn more.
Building Great Careers www.chryslercareers.com
the WAy
BuSIneSS. research, development, and experience. At Chrysler, our history of progressive people that drive us forward. See how you can become part of a movement of the future. It’s as bright as you make it.
Building Great Careers www.chryslercareers.com
publisher
point of view
Companies Show Business Smarts Embracing People With Disabilities
W
e are proud to feature in this issue 13 companies that have won our 2011 Award for Leading Companies for Employees with Disabilities. We were overwhelmed by the enthusiasm of the companies who responded to our request for information about their policies, procedures and programs to aid persons with disabilities. These companies absolutely deserve recognition. Why? Because they have become familiar with people with disabilities, and they know that these employees are as smart and hard-working as those who are able-bodied. People with disabilities are under-utilized because of the myths that surround them. So let me set the record straight with just a few facts: • According to a study by DuPont, the safety records of able-bodied and disabled employees were identical. • Employees with disabilities are absent less frequently than those without disability. • Hiring people with disabilities does not adversely affect workers’ compensation insurance premiums. • Employees with disabilities more often rate average or better-than-average in job performance than able-bodied employees. Profiles in Diversity Journal has been a strong advocate for all marginalized groups. Disabled persons, particularly veterans, have often been given the short end of the stick. We hope to change that by honoring the companies that go the extra mile to accommodate someone with talent, a desire to work and enthusiasm, but who also happens to have a disability. Of course, we are also celebrating Asian-Pacific American Heritage Month in May, and we’ve pulled together nearly 20 individuals to share their views on leadership and culture. I love reading about what other people are reading and learning about how they spend their leisure time. We pride ourselves on being the people magazine of diversity. How appropriate, then, for us to introduce you to a wonderfully interesting group of people! Year after year, this rates as one of our most popular features. Finally, I invite you to visit our completely revamped website. You’ll find an incredible resource for information about diversity and inclusion, with links to thousands of articles from our archives. The rich content you find on our website comes from diversity professionals who have been leading the discussion for more than 20 years. Each issue of the magazine contains essays from today’s thought leaders. In print or online, we give you access to the brightest minds in the business. I hope you’ll learn from them, and then share your knowledge with those whose lives you touch. James R. Rector Publisher/CEO 2
Pro f il es in D iv er s i t y J ourna l
M Ay / j u n e 2 0 11
James R. Rector
PUBLISHER/CEO
John Murphy
MANAGING EDITOR
Damian Johnson
MARKETING DIRECTOR
Paul Malanij
ART DIRECTOR
James Gorman IT DIRECTOR
Matt Hoffman
RESEARCH AND DEVELOPMENT
Laurel L. Fumic
CONTRIBUTING EDITOR
Carlton Yearwood C onsultant
Elena Rector
E x ecutive assistant
Alina Dunaeva
O verseas C orrespondent C ontributing W riters
Pamela Arnold Cindy Bigner Wanda Brackins Col. Robert Bruno Marla R. Butler Doria M. Camaraza Vicky L. DePiore Nicole Gardner Tisa Jackson Jose Jimenez Linda Jimenez
Stacia Marie Jones Mary Martinez Elizabeth Nieto Marie Philippe, PhD Bernadette Pieters Craig Storti Johnny C. Taylor, Jr. Alexis S. Terry Nadine Vogel Trevor Wilson
LETTERS TO THE EDITOR
Commentaries or questions should be
addressed to: Profiles in Diversity Journal, P.O. Box 45605, Cleveland, OH 44145-0605. All correspondence should include author’s full name, address, e-mail and phone number. DISPLAY ADVERTISING
Profiles in Diversity Journal Gemini Towers #1 • 1991 Crocker Road, Suite 320 • Westlake, OH 44145 Tel: 440.892.0444 • Fax: 440.892.0737 profiles@diversityjournal.com SUBSCRIPTIONS
Single issue print $12.95 Single issue digital $2.00 1 year print subscription $24.95 2 year print subscription $44.95 3 year print subscription $59.95 All print subscriptions include digital issue 1 year digital subscription $9.99 Corporate Internet Subscription $495.00; in Canada, add $15 per year for postage. Other foreign orders add $20 per year. U.S. funds only. Subscriptions can be ordered at: www.diversityjournal.com or call customer service at 800.573.2867 SUBMISSIONS
profiles@diversityjournal.com edit@diversityjournal.com Photos & Artwork: art@diversityjournal.com Reprints:
Editorial:
Making every d ay a better day
issue
table of contents [ f e a t u r e s ]
MAY / JUNE 2011 Volume 13 • Number 3 www.diversityjournal.com
[ o n t h e c o v e r ] 18 Leading Companies for Employees with Disabilities Congratulations to the companies below for earning the 2011 Award for Leading Companies for Employees with Disabilities. Their commitment to provide meaningful employment to persons with disabilities is as inspiring as the individuals themselves. Army and Air Force Exchange Service
McDonald’s Corporation
Blue Cross and Blue Shield of Florida
OfficeMax Incorporated
Booz Allen Hamilton
Pacific Gas & Electric
Chrysler Group LLC
The PNC Financial Services Group, Inc.
Fifth Third Bank
Sodexo
KPMG LLP
WellPoint, Inc.
ManpowerGroup
[special features] 40 TACKLING TOUGH PROBLEMS Here are some ideas for tackling tough problems from two of our noteworthy thought leaders. Their insight may help you work through issues at your organization.
Wanda Brackins RBC Wealth Management
Johnny C. Taylor, Jr. Thurgood Marshall College Fund
56 Celebrating Asian-Pacific
American Heritage Month
During May, we celebrate the Asian-Pacific American Heritage Month. Allow us to introduce you to this year's contributors to this popular feature. We know you're going to enjoy learning more about them!
56 4
Pro f il es in D iv er s i t y J ourna l
M Ay / j u n e 2 0 11
Your perspective is our advantage
When you want a fresh perspective, you need to look from a different angle. That’s why Blue Cross and Blue Shield of North Carolina is committed to diversity in our workforce, in our partners and suppliers, and in the community organizations we support. Because how you understand the world may help others understand it better, too.
An independent licensee of the Blue Cross and Blue Shield Association. U7621, 5/11
[ d e p a r t m e n t s ] [ p e r s p e c t i v e s ] 10 CULTURE MATTERS
[ c o l u m n s ] 42 THOUGHTLEADERS • Stacia Marie Jones • Doria M. Camaraza • Alexis S. Terry • Bernadette Pieters • Jose Jimenez • Cindy Bigner • Elizabeth Nieto • Nicole Gardner • Marla R. Butler • Tisa Jackson • Col. Robert Bruno
All the right things in one culture may not be all the right things in another culture. By Craig Storti Communicating Across Cultures Storti
12 From My Perspective
JIMENEZ
Are we in a post-racial America? Have we really moved beyond racial preference, discrimination and prejudice? By Linda Jimenez WellPoint, Inc.
14 Human Equity™ Why creating equitable leaders to maximize human capital is essential. By Trevor Wilson TWI Inc.
With travel to seminars and conventions being curtailed, we recognize that you still may not be able to get to the seminars and conventions this year. We bring eleven diversity thought leaders to you.
WILSON
16 Viewpoint The role of diversity management in the global talent retention race. By Pamela Arnold AIMD ARNOLD
68
martinez
Global diversity
Work/life balance is again top of mind, but the old solutions are no longer sufficient in the new world. It is time to re-evaluate. By Mary Martinez Mercer
[ r e g u l a r s ] 08 MOMENTUM Diversity Who, What, Where and When
38 Extra
Abilities with Vicky L. DePiore
66 CATALYST DePiore
70 My Turn
vogEl
What you need to know about the new EEOC regulations for disability and the Americans with Disabilities Act. By Nadine Vogel Springboard Consulting LLC
72
philippe
LAST WORD
Unless we are willing to pioneer new ideas, pushing hard for change, that glass ceiling can become concrete. By Marie Philippe, PhD The Lifetime Healthcare Companies
An Assessment of Talent Management Systems
69 corporate index
Names and Websites of Participating Companies
FOLLOW US AT: facebook.com/diversityjournal twitter.com/diversityjrnl scribd.com/diversityjournal twitter.com/mentorings
6
Pro f il es in D iv er s i t y J ourna l
M Ay / j u n e 2 0 11
CAREERS AT SHELL The most successful problem solvers look at things differently and see solutions no one else can. Who would have thought to use fish protein to stop gas freezing in subsea pipes? One of our people did. And right now we’re looking for more people who can bring a fresh perspective to the energy challenge. We’ll provide training, support and career choices to develop your potential. We’ll get you working with some of our most accomplished problem solvers. And together we can help build a responsible energy future. Think further. For more information and to apply online, please visit www.shell.com/careers. Shell is an equal opportunity employer.
“Shell provided me with the opportunity to handle challenges and manage issues in a dynamic refinery environment. I count it a privilege to be part of this globalized entity and I was convinced that my journey in Shell will be filled with continual learnings, growth and never-ending opportunities to contribute.”
“With the open career progression opportunity, every employee of Shell can choose his/her own field as per their interests.”
“The best thing about working in Shell is the balance between life and work; between exposure and depth of experience offered to employees, and between making profits and caring for its employees and the community.”
Gloria Wang Environment Officer – HSSEQ Department
Jasmine Tiwari Senior Associate Researcher
Kishoore Jehan Marketing Executive
momentum Hyatt appoints Sal Mendoza to top diversity post CHICAGO – Hyatt Hotels & Resorts has named Sal Mendoza vice president of global diversity and inclusion, reporting to Robb Webb, chief human resources officer. Mendoza In this newly created position, Mendoza will be responsible for the development of a core global framework for Hyatt that enhances the company’s diverse and inclusive workplace and focuses on strategies that can be implemented locally by colleagues around the world. Since joining Hyatt in 1997, Mendoza has worked to integrate Hyatt’s commitment to the principles of diversity and inclusion with all aspects of business in North America including recruitment, sales and marketing, employee relations, supply chain, and hotel development. Mendoza has also represented Hyatt on the board of several organizations, including the National Hispanic Corporate Council, the American Hotel & Lodging Foundation Board of Trustees, and the Global Diversity & Inclusion Foundation Board of Trustees. Mendoza holds a bachelor’s degree from Chicago State University and a master’s from Governors State University. Throughout his education and career, Mendoza has been recognized with the Black Meetings & Tourism APEX Award for Distinguished Service, Hispanic Business Magazine’s 100 Most Influential Hispanics, the Hands On Education Services Disability Champion Award, and Chicago State University’s Latino Alumni Award. 8
Pro f il es in D iv er s i t y J ourna l
who…what…where…when
CSC names Jose Jimenez Chief Diversity Officer FALLS CHURCH, VA – CSC (NYSE:CSC) has named Jose Jimenez chief diversity officer. Reporting to Michael Laphen, chairman, president and CEO, and Denise Peppard, vice president and chief human resources officer, Jimenez will advance the diversity and inclusion program within CSC. Jimenez has provided leadership to many diversity initiatives within NPS, and he has worked extensively to build strong support with external diversity organizations. Jimenez was recently honored by the Hispanic IT Executive Council (HITEC) with the Estrella award, which recognizes an industry leader who has made a major contribution to the advancement of technology and diversity. He has also received past awards from Hispanic Engineer and Information Technology (HE&IT) magazine as one of the Most Important Hispanics in Technology and from HITEC as a Top 100 IT executive. Jimenez joined CSC in 1999 through its acquisition of Nichols Research and Welkin Associates, where he was president of national programs for Nichols and a vice president and business unit leader for Welkin. He served 20 years in the U.S. Navy. He holds a bachelor’s degree in electrical engineering from the University of Texas at Arlington and a master’s degree in management from Troy State University.
American Express welcomes new Chief Diversity Officer NEW YORK – American Express today announced the appointment of Jennifer Christie as the company’s chief diversity officer, overseeing the global diversity and inclusion team. Christie also serves as vice president of global executive recruitChristie ment, a combination that will enable American Express to further drive diversity at all levels of the organization. As the chief diversity officer, Christie will be charged with ensuring that American Express remains an employer of choice, attracts and retains the best talent, and better understands the diverse American Express employee and customer base. American Express, one of the first companies to make a
M Ay / j u n e 2 0 11
commitment to diversity nearly three decades ago, strives to create an employee base that reflects the customer base and enables innovation, progress and success by welcoming a diversity of thinking and backgrounds. Some of the initiatives currently being undertaken by Christie’s team include BlueWork, a transformation of American Express’ work spaces to enable greater employee flexibility and space and resource efficiency, and Women in the Pipeline and at the Top, an effort to gain greater representation of women at the most senior levels of the organization. Prior to joining American Express last year, Christie was a member of the Global Technology & Services practice at a leading executive search firm; a special assistant to the President of the United States in the Office of Presidential Personnel responsible for recruiting presidential appointees for
updates management, legal, policy, legislative and external affairs, communications and diversity offices; and an associate at Booz Allen Hamilton in their organizational design and change management practice. Christie received a bachelor’s degree from the University of North Carolina at Chapel Hill and a master’s degree from The George Washington University. Learn more about the company at americanexpress.com.
Halliburton names Bigner to top diversity post Halliburton (NYSE: HAL) announced the appointment of Cindy Bigner to global director of diversity and inclusion. Bigner has 22 years of HR experience. She was most recently the director Bigner of HR for the Eastern Hemisphere, managing HR teams within Asia, the Middle East, Russia, Caspian, Europe and West Africa. Prior to moving abroad four years ago, she managed the southern region HR team as well as the Service Delivery HR centers within the U.S. operating areas. Her career comprises roles in many HR specialist areas, including compensation and benefits. She is a member of the Society of Human Resources Management and multiple global diversity and inclusion networks across all sectors of business. Cindy attended Louisiana State University in Baton Rouge, and is currently finalizing her master’s degree in global HR management at the University of Liverpool in the United Kingdom.
Jackson Lewis Partner honored by Howard University WASHINGTON, D.C. – Jackson Lewis LLP, one of the country’s largest and fastestgrowing workplace law firms, has announced that Washington, D.C. region partner Weldon H. Latham was honored with a 2011 Alumni Award for Distinguished Postgraduate Achievement in the Field of Law by the board of trustees of Howard University. Latham, who is chair of the Jackson Lewis Corporate Diversity Counseling Group, is one of six honorees recognized at Howard University’s annual Charter Day convocation. The award honors alumni who have achieved distinction in their respective fields. Charter Day is a time of celebration for Howard because it marks the adoption of the Charter that founded the University in 1867. Latham represents several Fortune 500 companies, major government agencies, and other complex organizations in a variety of legal matters, including corporate diversity counseling, employment law, and government relations. He has over 20 years of senior partner level direction of major crisis management, civil rights reviews, and employment discrimination litigation. Latham is an adjunct professor of law at the Georgetown University Law Center, and a former guest professor at both Howard University and the University of Virginia Schools of Law. Latham earned a bachelor's in business administration from Howard University, a JD from Georgetown University Law Center, and has lectured at the Amos Tuck School of Business at Dartmouth College.
Comcast names Maria G. Arias Executive Director PHILADELPHIA – Comcast Corporation (Nasdaq: CMCSA, CMCSK), has named Maria G. Arias executive director of diversity and inclusion. In this newly created role, Arias will direct, ARIAS manage, and organize Comcast’s diversity program strategy with a focus on recruitment and career development, suppliers, programming, and community investment. She will report to Karen Dougherty Buchholz, vice president of administration at Comcast. Arias previously served as vice president of operations for Comcast Cable’s Southern Colorado systems where she
led technical operations and alternative sales channels. Before joining Comcast in 2007, she spent time with both Adelphia Communications and AT&T Broadband in various government affairs roles. Arias was named as one of the 100 Most Influential Minorities in Cable in 2010 by CableFAX magazine. She was selected as a fellow for WICT’s Betsy Magness Executive Leadership Institute Class XI and is the recipient of the 2005 Rocky Mountain WICT Chapter Woman to Watch award. She holds a JD degree from Northwestern University School of Law and will be relocating to Comcast’s corporate headquarters in Philadelphia with her husband and five children. Additional company information can be found at comcast.com. PDJ w w w.d ive rs ity jo u r n a l.c o m
M Ay / j u n e 2 0 11
9
Culture Matters
All The Right Things By Craig Storti [Second in an occasional series on culture and management]
A
A woman of Indian origin works for one of my clients, a large insurance company in the Midwest. She has lived in the United States more than five years and was recently promoted, but she had expected to be promoted at a much faster pace, as indeed she had been back home in India. “I did all the right things,” she said, laughing, “and nothing happened.” When I asked her what some of the right things were, she listed three: • “I never exceeded my authority; if I was not specifically told to do something, I did not do it.” • “I never responded to requests from internal clients without checking with my boss, even if that meant a delay.” • “I did not speak up in meetings unless my boss called on me.” The observation that a lot of American readers would make right about now: No wonder she wasn’t promoted! All the right things in one culture may not be the right things in another. In this instance we are dealing with differences in management style between India and the United States, specifically the degree to which managers empower their subordinates. Simply put, the difference is this: American managers generally empower their direct reports and Indian managers generally do not. This is precisely the cultural difference that tripped up my Indian colleague, for she had indeed done all the right things in a culture where subordinates are not routinely empowered: • She followed instructions and did not presume to use her own judgment and do something she was not specifically told to do. In the United States, we might call this not taking ownership or not taking responsibility; in India they would probably call it not stepping on the manager’s toes. You can never make a mistake, after all, if you do exactly as you’re told. 10
Pro f iles in D iversit y Journa l
M Ay / j u n e 2 0 11
• She always checked with her boss before responding to requests from internal clients. In the United States we would call this micro-management; in India they would call it….actually they would call it micro-management too, and celebrate its wonders. (But what about the delay, you ask? If the internal clients need something right away and our friend—let’s call her Priyanka—waits to respond until she can check with her boss, won’t the clients be annoyed? Probably not; they’ll just assume Priyanka hasn’t been able to contact her boss yet.) • Finally, Priyanka did not presume to speak up in a meeting unless she was called on or otherwise given permission by her manager. If she did speak up on her own, that would imply that she was at the same level as her manager, that she had the same right to speak as those above her. And that would be presumptuous and even disrespectful. In the U.S. workplace, managers delegate responsibility and empower their direct reports. There is the sense that you hire smart people and you get their best work if you leave them alone and let them use their smarts. They may be expected to keep their managers in the loop, but they certainly would not get into trouble for using their own judgment, getting back to internal clients without consulting their manager, and contributing freely at a meeting. Indeed, they would be expected to do these things and be suspect if they did not. This is probably the place for a disclaimer about India and Indians: India is changing fast, especially the information technology sector where many western business paradigms have been adopted, in theory, anyway, if not always in practice. Indeed, empowerment is almost as much of a buzz word in many Indian corporations as in American
“All the right things in one culture may not be the right things in another.”
ones. But I have not seen it that Setting Expectations much in practice, or, more accurately, I haven’t seen empowerThis advice, to spell out your expectations [to non-U.S. staff], isn’t as easy as it sounds. ment practiced quite the same Expectations are deeply subconscious, the products of years of conditioning; the only time most of us ever become consciously aware of them is when they don’t pan out, way it is in the United States. when something we were expecting doesn’t happen. Most American managers, for Being an empowered suborexample, probably don’t know they go around expecting people to speak up freely in dinate in India doesn’t mean you meetings until a direct report fails to speak up. don’t check things routinely with your boss; it means, rather, that So it’s easy to say you should spell out your expectations of Priyanka; the hard part is he or she usually approves whatgetting in touch with them. Hence our third piece of advice: When Priyanka, through no ever you had in mind. It doesn’t fault of her own, fails utterly to live up to expectations she has no idea you’re harboring, mean you express your opinions go easy on her. She’s not like some of your other staff who should know better. spontaneously in a meeting with your boss; it means your boss always makes sure he/she calls on you. Being empowered in India, in short, doesn’t involve This advice, to spell out your expectations, isn’t as easy putting direct reports on the same level as their bosses; it as it sounds. Expectations are deeply subconscious, the means the best bosses know they don’t have all the answers. products of years of conditioning; the only time most of If you’re a U.S. manager or team leader, you’re going us ever become consciously aware of them is when they to confront the empowerment issue with employees/ don’t pan out, when something we were expecting doesn’t team members from many of the world’s cultures, not happen. Most American managers, for example, probably just India. If Priyanka works for you and you expect her don’t know they go around expecting people to speak up to take initiative, use her own judgment, and speak up freely in meetings until a direct report fails to speak up. in meetings—if you need or depend on Priyanka to do So it’s easy to say you should spell out your expectaall these things, what happens when she doesn’t? You get tions of Priyanka; the hard part is getting in touch with upset, and at the end of the day, she doesn’t advance in them. Hence our third piece of advice: When Priyanka, the workplace. through no fault of her own, fails utterly to live up to Assuming Priyanka wants to advance and you (her expectations she has no idea you’re harboring, go easy on boss) would like to help her, what should you do? First, it her. She’s not like some of your other staff who should helps if you understand better where she’s coming from, know better. why she is behaving the way she is, and especially that this Finally, you may have to coach and mentor Priyanka is at least in part a cultural issue and not a personal one. to make her more aware of and help her develop the beIn other words, Priyanka probably doesn’t realize that she’s haviors that will be rewarded in the U.S. workplace, again performing poorly and is certainly not trying to do all the something you’d never have to do with your American wrong things. If she knew what was expected of her, she staff. PDJ might be able to rise to the occasion. So your next task as her boss is to lay out your expectations of her. This may be something you’ve never or only Craig Storti, a consultant and trainer in the field of intercultural rarely had to do before, especially if most of your staff are communications, is the author of seven books. His latest, Speaking of India, describes the common cultural flashpoints when Indians work together Americans. After all, they grew up in the same culture you with North Americans and western Europeans. He can be contacted at: craig@craigstorti.com or learn more at his website: craigstorti.com. did, and they already know what you expect of them. w w w.d ive rs ity jo u r n a l.c o m
M Ay / j u n e 2 0 11
11
FROM My perspective
Are We In A Post-Racial America? By Linda Jimenez Chief Diversity Officer and Vice President – Diversity & Inclusion WellPoint, Inc.
A
A post-racial America refers to a society that has moved beyond racial preference, discrimination and prejudice. In the days following the last presidential election, Gallup reported that more than two-thirds of Americans viewed President Obama’s election as “either the most important advance for blacks in the past 100 years, or among the two or three most important such advances.” President Obama embodied the notion of a post-racial America— an era in which the term civil rights should no longer be needed. After all, the election was proof that we had finally overcome discrimination in this country. Or was it? While we have had a remarkable journey during the past few years with respect to race, I agree with Attorney General Eric Holder that we remain “a nation of cowards” for not talking enough about racial tensions as he stated during the 2009 Department of Justice African American History Month program. In fact, many of the racial disparities noted in the National Urban League’s 2009 State of Black America remain—differences in public policy such as employment, housing, education, criminal justice and health. Perhaps the gaps aren’t as wide as in years past, but they are still there. The debate about race-based affirmative action highlights the fact that racial issues are still with us. Some basic facts disprove the notion that America has entered a post-racial age. There are sizeable gaps between blacks, Hispanics and whites according to many socioeconomic measures. Bureau of Labor Statistics reports show
that minorities still bear the brunt of economic hardship. Blacks and Hispanics are unemployed at a rate that is up to two times greater than that of whites. Young blacks have been especially hard hit by the economic downturn. Nearly a third between the ages of 18 and 24 are unemployed. According to a report released last year by a group of scholars led by Brandeis sociologist Thomas Shapiro, the blackwhite wealth gap has quadrupled in the past 25 years. Similarly, there are disparities in health and health treatment among Caucasians, African Americans and Hispanic Americans. For example, last year Cancer, an international publication of the American Cancer Society, published a study* conducted by HealthCore demonstrating disparities in breast cancer treatment between commercially insured African-American and white women. The study found that African-American women were generally diagnosed with breast cancer at a younger age, but in later stages of cancer, when chances of survival are much lower. In addition, minorities face more difficulties in communicating with physicians than whites, according to The Commonwealth Fund 2001 Health Care Quality Survey. Thirty-three percent of Hispanics reported having communication issues with their physicians, compared with 16 percent of whites. So, are we in a post-racial America? The historic presidency of Barack Obama certainly brings us a step closer to that ideal. But there remain significant disparities in unemployment, health care, education and housing, among others, which offer a different picture. We must recognize not only what has changed in the Obama era, but just as importantly, what has not. PDJ
“Perhaps the gaps aren’t as wide as in years past, but they are still there.”
* Short, Louise J.; Fisher, Maxine D.; Wahl, Peter M.; Lawless, Grant D.; Kelly, Monique B.; Rodriguez, Nancy A.; and White, Sandra. Race-Based Comparison of Treatment Patterns among Patients Newly Diagnosed with Breast Cancer. Cancer (2010).
12
Pro f iles in D iversit y Journa l
M Ay / j u n e 2 0 11
Linda Jimenez is a native of San Antonio, Texas, and attended the University of Texas at Austin where she received her BA with honors. She is also a graduate of the University of Texas School of Law and has spent 20 years specializing in labor and employment law.
BRING YOUR IDEAS AND PASSION. BRING ALL OF WHO YOU ARE. BRING YOUR DIVERSE PERSPECTIVES. Bring it! You’re bristling with ingenuity. Crackling with creativity. Inspired by the thrill, the realization of seeing your ideas through, from explosions of brilliance in the mind to powerful instruments of communication and connectivity. And with Verizon, you’ll find a dynamic environment that thrives on the diverse perspectives and unique contributions of each and every one of its team members — and puts you in a position to effect positive change, locally and globally. Take the lead at yourverizoncareer.com. You can also like us on Facebook at facebook.com/verizoncareers for information on career opportunities and upcoming events.
Careers For Everything You Are
Verizon is an equal opportunity employer m/f/d/v.
HUMAN equity ™
Creating Equitable Leaders To Maximize Human Capital By Trevor Wilson Author and Global Human Equity Strategist, TWI Inc.
O
Over a decade ago, a leading law firm looked to merge with another established firm. At the celebration event for the merger, a senior partner of one firm sexually harassed nine female partners from the other firm. The next day these nine women jointly took their complaint to the CEO and gave him an ultimatum – “It’s either us or him and if it is us, we will not be going quietly.” Within a week the partner’s letter of resignation appeared on the front page of one of the largest newspapers in the country. The firm had accepted his resignation, acknowledging that his behaviour was inappropriate and violated the firm’s policy against sexual harassment. Organizations that tolerate this type of behaviour fall into a common trap. The trap occurs when individuals reach positions of influence where few employees have the power to tell these leaders about their unacceptable behaviour without fear of reprisal or retribution. This leads to a continuation and possible escalation of the unacceptable behaviour, causing employees to either physically leave the organization or, more dangerously, mentally quit their jobs but stay for monetary or other reasons. This is a phenomena frequently referred to by industrial psychologists as “psychic absenteeism”—the antithesis of the holy grail of employee engagement. An answer to this dreaded trap is the creation of equitable leaders, who exhibit professional behaviour. The equitable leader seeks to create equitable and inclusive work environments where people feel valued, respected,
and included. Equitable leaders seek to develop a work environment and atmosphere of mutual trust, support and respect and a place where people feel they have a place at the organizational table that really matters. The equitable leader ensures that employees are valued because of, not in spite of, their differences, so that each person is recognized and developed, and their talents are routinely tapped in to. Equitable leaders believe that human equity, maximizing on human capital, is the most sustainable route to better business outcomes. They understand that human equity means not only putting people first; it leads to increased profitability, improved efficiencies, reduced costs and reduced unwanted turnover. The equitable leader exhibits a different set of core leadership competencies. These eight competencies, known as the equitable leader competencies, were identified a decade ago by organizational psychologists at the Western School of Productivity. To aid the development of equitable leaders, TWI has created the equitable leader assessment (ELA) based on those eight competencies. In the next article, I will discuss the equitable leader assessment as well as an assessment that covers behaviours of the lowest ten percent: the so called dirty dozen behaviours. PDJ
“Equitable leaders believe that human equity, maximizing on human capital, is the most sustainable route to better business outcomes.”
14
Pro f iles in D iversit y Journa l
M Ay / j u n e 2 0 11
In 1996 Trevor started TWI Inc. to specialize in the area of equity and diversity as a business issue. In the same year, Trevor published a highly acclaimed book titled Diversity at Work: The Business Case for Equity. The firm’s clients include some of the most progressive global employers. TWI’s Human Equity™ approach was instrumental in catapulting Coca-Cola’s South African division to the top performing division worldwide. Visit www.twiinc.com for more information.
Raytheon People
Innovation. Driven by Diversity. As one of the world’s foremost technology leaders, Raytheon takes on some of the most difficult challenges imaginable. Meeting those challenges requires a diversity of talent, ideas, backgrounds, opinions and beliefs. Diversity helps our teams make better decisions, build stronger customer relationships and feel more inspired, supported and empowered. It is both a catalyst and an essential advantage to everything we do.
We’re proud to feature Raytheon employees in our ads. To join them in a rewarding career, visit
www.rayjobs.com © 2011 Raytheon Company. All rights reserved. “Customer Success Is Our Mission” is a registered trademark of Raytheon Company. Raytheon is an equal opportunity, affirmative action employer and welcomes a wide diversity of applicants. U.S. citizenship and security clearance may be required.
viewpoint
The Role of Diversity Management in the Global Talent Retention Race By Pamela Arnold President American Institute for Managing Diversity, Inc.
A
At a recent luncheon, we discussed different approaches to creating a work environment that would accommodate various levels of diversity in the employee population. Several ideas and suggestions came up such as using online recruiting to help with selection, having crosscultural HR teams participate in the interviewing process, and many more. One thing we all agreed on was that we would not resolve this during the limited time for the luncheon. According to the Bureau of Labor Statistics, by 2016, 43 percent of new job applicants will be people of color and more than half will be women. There has to be a strategy in place to recruit and retain the best talent, given the vast range of cultural differences and similarities. In his book, The Future and the Work Ahead of Us, Harris Sussman writes, “Diversity is about our relatedness, our connectedness, our interactions, where the lines cross.” The goal is to create and sustain a work environment where diversity thrives and a plan for the recruitment, selection and retention of talent. We need to focus on understanding the culture and the role it plays in recruiting and retaining talent. To be successful, the plans should include the following: Recruiting and Selection • Eliminate language barriers • Establish a multicultural interviewing team • Offer opportunities for growth, advancement and ongoing education • Understand and embed the cultural elements into the work environment. The leadership team should involve a cross section of business executives and leaders, HR partners and 16
Pro f iles in D iversit y Journa l
M Ay / j u n e 2 0 11
external stakeholders who could implement the plan. Retention and sustainability involves: • Chief Executive leadership, board commitment and external partnership involvement • Connecting the diversity initiatives to the bottom line • Employee engagement, participation and involvement • Business line leadership integration • Results tied to key performance indicators – metrics and measurement. Diversity training and education has moved beyond the paradigm of awareness. Organizations today need to equip leaders with a skill-based approach to strategic diversity management. The Diversity Leadership Academy is AIMD’s flagship educational program. Its mission is to help bring state-of-the-art diversity management skills to leaders across all sectors of our society. The DLA serves as a unique community-building tool where leaders gain the knowledge and skills towards becoming a diversity champion. There are a number of challenges and opportunities that we are facing as we expand our search for talent into other parts of the world. We must carefully consider all differences and similarities and learn the discipline of strategic diversity management. The activities outlined above can be used as part of an overall business strategy linked to the business units within the organization. PDJ
Pamela W. Arnold is President of the American Institute for Managing Diversity, Inc. The organization is a 501(c)(3) public interest nonprofit dedicated to advancing diversity thought leadership through research, education, and public outreach. AIMD works to strengthen our communities and institutions through effective diversity management. For more information, please visit www.aimd.org.
At Bank of the West, we value the individual.
Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. We’ve grown stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees that keep us a step ahead of the rest. For career opportunities, visit us online at bankofthewest.com.
© 2011 Bank of the West. Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V
 LEADing COMPANies for employees with DISABILITIES
Tina C. Johnson, Sr. Diversity Manager, Office of Diversity and Inclusion
We are proud to bestow on the companies below the 2011 Award for Leading Companies for Employees with Disabilities. Their commitment to provide meaningful employment to persons with disabilities is as inspiring as the individuals themselves. Our regret is that we could not print their full responses to the questions we put before them to qualify for this award. However, we are posting their full responses on our website so that other companies can learn from their example. Let their commitment, understanding, compassion and determination be a guide and inspiration to other companies, regardless of size, industry or location. We salute these firms as the best of the best! Congratulations!
As a federal agency under the Department of Defense, the Exchange goal is to employ people with targeted disabilities as at least 2% of the workforce. We have exceeded this goal at
2.38%. Nine percent of our associates have a disability. The Exchange is committed to hiring people with disabilities through various intern programs and permanent full-time and part-time positions at all levels within the organization. These positions range from hourly to executive level. The ABLE (Ability, Believe, Learn, Empower) Special Emphasis Program supports the employment efforts of disabled associates by ensuring equal opportunity in the areas of recruiting, hiring, promoting and training. Reasonable accommodation is afforded to all qualified associates and applicants with disabilities. The Exchange is committed to providing reasonable accommodations to its associates in order to ensure that individuals with disabilities enjoy full access to equal employment with the Army & Air Force Exchange Service. The Exchange’s Office of Diversity and Inclusion focuses on valuing diversity, encouraging collaboration, promoting creativity and learning from our differences. PDJ Company: Army and Air Force Exchange Service headquarters: Dallas, Texas website: www.shopmyexchange.com business: Military Retailer Revenues: $9 billion Employees: 45,000
18
Pro f iles in D iversit y Journa l
M AY / J U N E 2 0 11
LEADing COMPANies for employees with DISABILITIES
Ralph Shrader, Chairman, CEO, and President
As a federal contractor, Booz Allen Hamilton has a robust diversity and affirmative action program focusing on equal employment opportunity for all and good faith efforts for hiring, promotion, and outreach to individuals with disabilities, as well as veterans, women, and minorities.
Kathy Haskins, VP Human Resources, and Suzanne Horne, VP Senior Counsel – Employee Resource Group Sponsor
In addition to adhering to all applicable laws, BCBSF actively solicits opportunities for persons with disabilities (PWD) within our communities through providing paid internships, career mentoring, and job skills development. These opportunities have enabled individuals with disabilities to become gainfully employed both within BCBSF and at other local companies. Our human resources policies outline how our company We offer training handles accommodations and on disability awarethe resources available for individuals with disabilities. ness to leadership We offer training on disability teams throughout the awareness to leadership teams throughout the company as company as well as well as training to our general training to our general workforce. Company programs, such as Wellness, offer multiple workforce. options for participation for those with disabilities. To recruit and attract people with disabilities, BCBSF provides local community partners with all job postings that become available. We also provide internships through the First Coast Business Leadership Network and other community agencies that allow individuals to gain work experience. Through the internship programs, we have been able to hire individuals with disabilities and place them in long term assignments. PDJ
“
”
Our investment in diversity and inclusion guides our ability to more actively partner with organizations that align our recruiting efforts with this demographic, such as Gallaudet University, Emerging Leaders, American Association for People with Disabilities and others. Booz Allen also hosts a vibrant employee resource group, diverseABILITY, that is focused on the successful on-boarding, mentoring and career advancement of our staff that identify as having a disability. Employee support and development programs are an integral part of the Booz Allen culture. The firm offers a wide array of best-in-class programs and processes designed to develop employee skill sets, provide coaching and feedback, and network across organizational groups and projects, and trainings that address workplace challenges. The programs are not exclusive to our disabled employees, and all employees are encouraged and expected to engage in development activities as they relate to their individual career goals. One accommodation provided to our hearing impaired employees is sign language interpretation at these firm-sponsored events. Booz Allen supports 14 formal employee resource groups. The diverseABILITY forum is responsible for coordination and execution of the disability mentoring day held at Gallaudet University, and development and delivery of “brown bag” presentations on a variety of disabilityrelated topics; serves as a communication channel for accommodations information; and guides mentoring and on-boarding of new and existing staff. This all results in enhanced employee engagement of our disabled population by creating a sense of affinity. PDJ Shrader
Company: Blue Cross and Blue Shield of Florida
Company: Booz Allen Hamilton
headquarters: Jacksonville, Florida
headquarters: McLean, Virgina
website: www.bcbsfl.com
website: www.boozallen.com
Primary business: Health Solutions
Primary business: Professional Services, Consulting
Revenues: $8 billion
Revenues: $5+ billion
Employees: 5000+
Employees: 25,000
w w w.d ive rs ity jo u r n a l.c o m
M AY / J U N E 2 0 11
19
 LEADing COMPANies for employees with DISABILITIES
Kevin T. Kabat, President and CEO
Kathy Hopinkah Hannan, National Managing Partner, Diversity & Corporate Responsibility
Fifth Third Bank pursues relationships that will enable us to hire the top talent by looking at abilities as opposed to disabilities.
KPMG reaffirms its long-standing policy of providing equal opportunity for all applicants and employees, and does not discriminate against any qualified individual with a disability in any aspect of employment, including application procedures, hiring, advancement, compensation, benefits, or training. The firm also makes
We have built and continue to nurture relationships with community agencies that promote job placement. We also work with government and state agencies (such as individual state vocational rehabilitation partners) to promote placement and utilize resources.
Additionally, we hold ourselves accountable to hiring and retaining people with disabilities and meeting our diversity and inclusion objectives through our HR internal goal agreements and scorecards. Our EEO/AA policies expressly convey our commitment to hiring and promoting top talent without regard to disability status. Individuals with disabilities have found meaningful employment opportunities at Fifth Third Bank. Many jobs can be performed from a stationary location, demanding less mobility for those with physical impairments, while others are based on systematic routines that can be mastered and sometimes improved by individuals with certain cognitive disabilities. PDJ
reasonable accommodations to enable anyone who is disabled as defined under the Americans with Disabilities Act of 1990 (ADA) or applicable state law to perform the essential functions of his or her position, upon receiving a request from that employee or applicant upon employment.
But the firm also goes beyond what is required by law under the ADA, both for people with disabilities and all our partners and employees. For example, our Diversity Advisory Board (DAB) reviews, and reports back and makes recommendations to the management committee and board of directors to help ensure the diversity of our partner pipeline, which identifies exceptional professionals for potential admission to the partnership. PDJ
Company: Fifth Third Bank
Company: KPMG LLP
headquarters: Cincinnati, Ohio
headquarters: New York City
website: www.53.com
website: www.us.kpmg.com
Primary business: Banking and Finance
Primary business: Audit, Tax, and Advisory Services
Revenues: $6.35 billion
Employees: More than 21,000 in the U.S.
Employees: 21,600
20
Pro f iles in D iversit y Journa l
M AY / J U N E 2 0 11
LEADing COMPANies for employees with DISABILITIES
Martha Artiles, Chief Diversity Officer Jim Skinner, President and CEO
ManpowerGroup’s practices are directed at providing the most qualified candidate based on abilities and job skill sets, and not disability or any other diverse element.
Beyond our non-discrimination policies, we are also active by partnering with strong community partners such as local Voc Rehab, Business Leadership Networks, and nationally known organizations such as Equip for Equality, Access Living, and the World Congress on Disabilities.
ManpowerGroup provides accessible facilities and, if a candidate requests an accommodation needed to perform the job, the Artiles company will provide accommodations to the best of its ability. One of ManpowerGroup’s most recent and innovative programs, Project Ability, is a collaborative program which leverages the expertise and resources of local, highly respected community-based organizations, state departments of vocational rehabilitation and ManpowerGroup to tap into people with disabilities. Project Ability is a solution to address the talent crunch in the United States by directly accessing and providing talent, who happen to have a disability, to clients. The program, initially launched in San Jose, Calif., has expanded into Boston and will begin operating in Chicago, Houston and five other markets later in 2011. PDJ
We have had lunch-and-learn opportunities to discuss the employment, retention, and accommodation of employees with disabilities. We also have included materials on people with disabilities in our Diversity Education. McDonald’s makes an effort to recruit and attract people with disabilities.
Company: ManpowerGroup headquarters: Milwaukee, Wisconsin website: www.manpowergroup.com
“Our company conducts sensitivity training and
customer service training to help employees work with and serve other employees and people with disabilities.
”
We are members (Board of Directors) of and have participated at the United States Business Leadership Network national convention. We have also attended the World Congress on Disabilities and have posted positions with disability links. Our company conducts sensitivity training and customer service training to help employees work with and serve other employees and people with disabilities. At the restaurants we have training on how to serve customers with disabilities and at the staff level we have disability issues included in our inclusion education. PDJ
Company: McDonald’s Corporation headquarters: Oak Brook, Illinois
Primary business: Innovative Workforce Solutions
website: www.mcdonalds.com
Revenues: $19 billion in 2010
Primary business: Quick Service Restaurant
Employees: 30,000 (global)
w w w.d ive rs ity jo u r n a l.c o m
M AY / J U N E 2 0 11
21
LEADing COMPANies for employees with DISABILITIES
Peter Darbee, Chief Executive Officer
James E. Rohr, Chairman and Chief Executive Officer
PNC is committed to recruiting, hiring and maintaining a diverse workforce that can work to its fullest potential and provide us with a competitive advantage in the marketplace. By fostering an inclusive culture, our employees feel valued and empowered to focus on their strengths, honor their differences, and celebrate their contributions. The more successful we are at fully engaging our employees, the more successful we will be in meeting the needs of our customers, communities and shareholders.
“Great companies bring together people Pacific Gas and Electric has a non-discrimination policy that is deeply woven into our culture of inclusiveness. We have a department that is designated to support people with accommodations and assistive support. Our diversity and inclusion department provides support to employees with disability, including networking, coaching, and leadership development. Our ERG, Access network, also provides support in leadership and management development. PG&E makes an effort to recruit and attract people with disabilities. We attend job fairs targeted at people with disabilities. We also have a third-party partnership with a staffing firm for people with disabilities. We conduct sensitivity training and customer service training to help employees work with and serve other employees and people with disabilities. We have provided etiquette training and disability awareness seminars. We have accessible facilities that are ADA compliant. We also have an ergonomics department that supplies assistive technology to all employees needing accommodations. PDJ
with diverse points of view, backgrounds, and experiences.
”
PNC provides ongoing diversity and inclusion education and encourages professional development through employee resource groups, including a group focused on employees with disabilities and their advocates. We utilize an interactive process to work towards practical solutions that assist people with disabilities to fulfill their job responsibilities. For example, we provide necessary equipment and technology, offer assistance from interpreters, make areas accessible, and provide specialized job coaches. PDJ
Company: Pacific Gas and Electric Company
Company: The PNC Financial Services Group
headquarters: San Francisco, California
headquarters: Pittsburgh, Pennsylvania
website: www.pge.com
website: www.PNC.com
Primary business: Gas & Electric Utility
Primary business: Financial Services
Revenues: $13.4 billion
Revenues: $15.2 billion in 2010
Employees: Approximately 20,000
Employees: 50,000+
22
Pro f iles in D iversit y Journa l
M AY / J U N E 2 0 11
LEADing COMPANies for employees with DISABILITIES
Inspire an entire community. Angela Braly, Chair, President and CEO
WellPoint addresses the inclusion of individuals with disabilities by partnering with organizations that support the hiring, development and advancement of people with disabilities and by ensuring that the workplace environment and hiring process provides accommodations for those who require them and opportunities for education, awareness and engagement. In addition to the outreach and support described above, WellPoint maintains ongoing partnerships with several organizations which have enhanced our ability to identify and hire individuals with disabilities. WellPoint is an active member of the Indianapolis BLN and the United States Business Leadership Network (USBLN), the only national disability organization led by business for business, and the National Organization on Disability. The USBLN supports 44 local chapters by using a business approach to promote best practices in hiring, retaining, and marketing to people with disabilities. WellPoint is a corporate sponsor of the USBLN’s annual conference. WellPoint has also been a title sponsor and presenter at the Indianapolis Mayor’s Summit on Inclusive Employment for People With Disabilities. PDJ
And call it a career. Making a difference in people’s lives. Caring about our neighbors. And working together to protect the health and well-being of more than 8 million people. This is Blue Cross and Blue Shield of Florida and its subsidiaries, and this could be you – inspiring families and friends and the entire community. In addition to being an important part of one of the nation’s preeminent companies, at Blue Cross and Blue Shield of Florida, you will receive comprehensive benefits, including medical insurance and, of course, the opportunity to do amazing things with your career.
How Can Blue Help You? Visit our website at www.bcbsfl.com and click on Careers.
Company: WellPoint, Inc. headquarters: Indianapolis, Indiana website: www.wellpoint.com Primary business: Health Benefits Revenues: $58.8 billion in 2010
Equal Opportunity Employer M/F/D/V Business Leader Network Member
Employees: Approximately 37,000
w w w.d ive rs ity jo u r n a l.c o m
M AY / J U N E 2 0 11
23
LEADing COMPANies for employees with DISABILITIES
Temporary Disabilities Can Be Debilitating By Letty Godwin, Senior Manager, Cultural Competence and Diversity Systems, Blue Cross and Blue Shield of Florida
On August 3, 2008, I had a healthy, beautiful baby boy. Ten days later, I was rushed back to the hospital. Due to multiple complications, I experienced swelling in my brain that led to a severe chemical imbalance. This chemical imbalance caused me to have a temporary mental illness similar to post traumatic stress disorder. Like many individuals with mental illness, I was not aware of my behaviors and symptoms while I was in the hospital. After a month, I was finally able to get home to my family and newborn. It wasn’t until I got home that I realized just how much this disability was impacting my life. My symptoms included difficulty with daily tasks such as cleaning and mixing formula for my son. I remember everything had to be extremely precise. I had a definite deficiency in my “pace.” My concentration was severely impaired. Prior to my disability, I read all the time. Now I found myself reading the same paragraph multiple times and not understanding what I had just read. It was as if I couldn’t control my own thoughts. My fleeting thoughts interrupted my sleep, my ability to have conversations and my ability stay on task. I couldn’t even watch a television program and follow the story line through to the end. Sadly, I wasn’t even able to take care of my son without the help of family members.
Prior to my disability, I had always been very outgoing and ambitious. During the time I was suffering with my mental illness, I had difficulty interacting with other people. It was difficult to strike up a conversation and I had very little initiative to do anything. I was apathetic. It was amazing to me how drastically my personality had changed, and I was very concerned that I would never be back to the way I was before. Fortunately, my story has a happy ending. My disability was temporary, and I returned to work in February 2009. Blue Cross and Blue Shield of Florida made accommodations for me while I was on medication. I was concerned that I would have decreased productivity, as well as difficulty concentrating, making decisions, and remembering things. I made sure to write everything down so I wouldn’t forget anything important. My colleagues kept interruptions to a minimum so I could stay on task. I was even allowed to work on a part-time basis when I first returned so that I could ease my way back into the workforce. Today, my personality is back to the way it’s always been, and I’m grateful to report that I’m just as extroverted and driven as ever! PDJ
Company: Blue Cross and Blue Shield of Florida headquarters: Jacksonville, Florida website: www.bcbsfl.com Primary business: Health Solutions Revenues: $8 billion Employees: 5000+
24
Pro f iles in D iversit y Journa l
M AY / J U N E 2 0 11
LEADing COMPANies for employees with DISABILITIES
Invisible Barriers Are Toughest To Overcome By Will Roberts, Sales Solutions Program Manager, Blue Cross and Blue Shield of Florida
Company: Blue Cross and Blue Shield of Florida headquarters: Jacksonville, Florida website: www.bcbsfl.com Primary business: Health Solutions Revenues: $8 billion Employees: 5000+
My first job was in 1981, as a “gopher” at an attorney’s office. I was sixteen. “Will, go for this,” or “Will, go for that.” While everyone else in my school was in physical education, I would drive all over Jacksonville every afternoon delivering and picking up the inputs and outputs of the legal process. Back then, there were very few curb cuts or ramps to get onto the sidewalks. Accessible or handicapped parking was still very rare. Fortunately, I had received good training during my stay in the rehabilitation hospital. In a rehab hospital, you can learn how to dress yourself, how to hop in and out of bed or a car, and how to jump up or down steps in a wheelchair. There are all kinds of training available through physical and occupational therapy programs, and depending on your ability level, you can become
completely independent, with little or no assistance from a caregiver. What no rehab program can prepare you for are invisible barriers. Invisible barriers are the ones between people, and what they block is understanding and communication. They prevent people from helping one another, and this is a big problem when you consider that everyone needs help at some point. No matter what you do, if you need help, and you can’t understand who can be counted on and how they can help, then you might never get the help you can really use. From the perspective of a person with a disability, if people can’t understand what you have to offer, then you will never get the chance to show them. I have had strong support from family and friends for all of my life, and this has given me confidence, which, when paired with an inherited outgoing nature, often helps break down barriers of understanding. It hasn’t always been easy, though, and I have often struggled not only to find people who would give me a chance to work and show my abilities, but to show co-workers that I was capable of much more than what they expected so that we could work together effectively. It wasn’t until I came to work for BCBSF that I found a company that felt truly open to my dimension of diversity and gave more than lip service to “reasonable accommodations.” Of course the facility is accessible, and it may be the most accessible office complex that I’ve ever been in, but the efforts made by the company to make sure that all of my needs were met displayed a culture of understanding and acceptance that I was surprised to see. My appreciation for this culture has grown, knowing that I am part of a community that understands that people, no matter what their differences may be, should be fully included so that they can make the fullest contribution to that community. PDJ w w w.d ive rs ity jo u r n a l.c o m
M AY / J U N E 2 0 11
25
LEADing COMPANies for employees with DISABILITIES
Initiative And Hard Work Pay Off By Thomas Mun, Consultant, Technology, Booz Allen Hamilton Company: Booz Allen Hamilton headquarters: McLean, Virginia website: www.boozallen.com Primary business: Professional Services, Consulting Revenues: $5+ billion Employees: 25,000
What role does Booz Allen play in helping you grow your career? Booz Allen emphasizes the importance of supporting others and being an example for coworkers. By contributing to successful projects, completing training, and networking, I have developed my capabilities and professionalism. I look forward to more years of hard work and both personal and career growth with Booz Allen.
What advice would you give to people with disabilities looking to enter the consulting world? How long have you been at Booz Allen? What brought you to the firm? I’ve been a consultant at Booz Allen for almost three years, first through an internship, then as a full time consultant since 2009.
What type of work do you do, and what do you find most interesting about the consulting field? I work in web development and graphic design. What I find most interesting about consulting is the excitement of learning something new, contributing to a project and seeing the results. At Booz Allen there is no shortage of opportunities to learn about myself and others.
How has Booz Allen supported you through any work-related challenges? Booz Allen provided a mentor who has supported me through workrelated challenges since I was an intern. I continue to seek advice, guidance and leadership from a wide range of employees at Booz Allen. I couldn’t have done it by myself. 26
Pro f iles in D iversit y Journa l
M AY / J U N E 2 0 11
I’d strongly advise anyone wishing to enter the consulting world to approach your tasks with enthusiasm, initiative, and hard work. Do that and good things will happen.
What do you see for yourself 5 years, 10 years down the road? I’ve learned that what I do best is web and graphic design. It’s my passion and expertise. At the same time, I want to become a more well-rounded employee. I’d like to engage and develop specialty skills within web development and SharePoint that will help me contribute to the wide array of projects that Booz Allen engages in. PDJ
LEADing COMPANies for employees with DISABILITIES
Take Life’s Challenges Head-on! By Anne Rader, Associate, Technology, Booz Allen Hamilton
How long have you been at Booz Allen? What brought you to the firm? I celebrated my 5-year anniversary last September and could not believe how quickly the five years had passed. I came to Booz Allen because I knew it was a recognized leader in hiring people with disabilities, and valued qualified, talented individuals. I was interested in working in public health, translating my policy and program skills in health to add value to our clients.
What type of work do you do, and what do you find most interesting about the consulting field? I support various public health and human services clients to facilitate improved public health, healthcare delivery, and social insurance programs that directly impact at-risk and special populations, including people with disabilities. It’s been exciting to serve clients who have a specific mission to address the health care needs of special populations.
How has Booz Allen supported you through any work-related challenges?
What role does Booz Allen play in helping you grow your career? I have been able to support critical thought-leadership and awareness to improve public health, employment and health care for people with disabilities. As co-chair of the Firm’s diverseABILITY Forum, I have been able to work with very dedicated people across the firm to provide education and awareness on employment, health and personal success for people with disabilities. My client work has provided opportunities to publish articles and sponsor events that address the critical challenges within the health care system, and ensure health equity for at-risk populations.
What advice would you give to people with disabilities looking to enter the consulting world? People should think about how they can create change and be innovative in today’s market place. We always need to be looking forward, driving solutions and ensuring we are delivering high-quality service for our clients. People need to be the solution for today’s toughest challenges. It is also important to be passionate about what we are doing—that’s ultimately how we make a difference for our clients and the larger community in which we live.
What do you see for yourself 5 years, 10 years down the road? I want to write my book about living a full, active, successful life and how having a disability drives me to take life’s challenge head on! I would like to start my own non-profit group, be published, and speak around the world to educate people on the power of human potential, overcoming challenges and achieving personal success. PDJ
Booz Allen is committed to ensuring that its employees have every opportunity to succeed. I work with some terrific people who are ready and willing to provide any support I might need to be successful.
Company: Booz Allen Hamilton headquarters: McLean, Virginia website: www.boozallen.com Primary business: Professional Services, Consulting Revenues: $5+ billion Employees: 25,000
w w w.d ive rs ity jo u r n a l.c o m
M AY / J U N E 2 0 11
27
LEADing COMPANies for employees with DISABILITIES
Rediscovering the Electronic Curb Cut By Michael Palese, Manager – Corporate Communications, Chrysler Group LLC
Early in my career I worked in the telecommunications industry and was always very impressed with how those companies worked with disability advocates to understand the special needs of disabled customers with a keen eye on how services developed to help the disabled can also help all customers. It’s a fascinating bit of history that the telephone itself was invented by someone who taught deaf people, and the product itself evolved as something that helped so many others and virtually drove social and economic change in our modern world. Telecommunications people called that “effect” the electronic curb cut. In essence, curb cuts were invented to help people with disabilities negotiate sidewalks, improving their mobility and their lives. In the end, they helped so many other people, as well. When I began my career at Chrysler more than a decade ago I was not disabled. My MS diagnosis and the effects of MS didn’t manifest until several years after I left the telecommunications industry and began my career in automotive. And while the disease has changed my life, has affected so much of my physical ability and has perhaps limited my career aspirations, I feel very fortunate to work at a company that continues to value my abilities and so willingly accommodates my special needs.
Company: Chrysler Group LLC headquarters: Auburn Hills, Michigan website: www.chryslergroupllc.com Primary business: Automotive Revenues: $40 billion Employees: More than 52,000
28
Pro f iles in D iversit y Journa l
M AY / J U N E 2 0 11
MS is the trickiest of disabilities because of its unpredictability. I just don’t really know day-to-day what level of physical ability and energy I will have. But none of MS’s unpredictability has ever affected how Chrysler Group and its people relate to me…as a professional, as a colleague, as a friend and as a valuable member of the Chrysler Group team. I think that’s really all a disabled person can ask for. Most recently, I have been asked to help Chrysler Group’s engineers understand how to design our products better to accommodate customers with disabilities. This is not part of my job, but it is terribly interesting to me. I am impressed with the thinking behind seeking input from employees with disabilities in order to learn things that can help you build products that can better serve all customers. This is perhaps among the highest and best examples of how a company’s diversity and the inclusiveness of its culture can actually be a path to competitive advantage. And to that extent, I am once again experiencing the concept of an electronic curb cut, and my life and my experiences have come full circle. PDJ
Thanks to You,
living life to the fullest is in their hands.
At WellPoint, we celebrate the cultural diversity that enriches our lives. In May we pay tribute to generations of Asians and Pacific Islanders who have enriched our history as well. At WellPoint, diversity is more than just the ‘right thing to do’. It’s the way we approach business, how we interact within our communities and how we engage our employees. Better health care, thanks to you. Visit us online at wellpoint.com/careers ® Registered Trademark, WellPoint, Inc. ® Registered Trademark, Profiles in Diversity Journal. ® Registered Trademark, Diversity Inc Media LLC. w w w.d ive© rs2011 ity jo u rWellPoint, n a l.c o m Inc. M AY / All J U NRights E 2 0 11 Reserved. 29 EOE
LEADing COMPANies for employees with DISABILITIES
MS Gave Me A Chance To Help Others By Dana Foote, Audit Partner, KPMG LLP
I still remember where I was when I got the call that my MRI scan showed results �consistent with Multiple Sclerosis (MS),� a chronic, unpredictable neurological disease that affects the central nervous system. I was 24, sitting in my cubicle at work, and was completely taken off guard. I had only been out of college for two years and was newly married. I had so much life in front of me and now I was going to be a cripple? I was so scared and so uneducated about this disease. I had always had three goals in life: to be a great wife, a great mother and an audit partner at a Big 4 accounting firm. After I collected myself and learned about MS, and with the support of my husband, I decided the disease would not prevent me from achieving my goals. I also decided not to initially disclose my disability to my co-workers because, when it came to the demands of the workplace, I worried that they might wonder if someone with a disability could really be there for a client when needed. I didn’t want others’ perception of the disease to influence my career progression, either positively or negatively. I’m happy to say that my determination to achieve my goals worked—I became a mother in April 2007, and later that year was promoted to partner at KPMG LLP. I also have learned to manage the disease,
Company: KPMG LLP headquarters: New York City website: www.us.kpmg.com
and not let it control my life—I control it instead! Among the reasons I’m able to do so is because I work at KPMG. Having MS, I need to manage numerous doctors’ appointments, as well as days I don’t feel that great or have an ‘episode,’ but KPMG gives me the flexibility I need. Throughout my career, the partners I’ve worked with have stepped in for me. The professionals at KPMG understand the meaning of ‘teamwork’ and I, in turn, have been able to pay that forward to others. Recently, KPMG reaffirmed its confidence in me by transferring me to the New York office to gain credentials as a Securities and Exchange Commission (SEC) reviewing partner, an elite group of audit partners who are recognized as the firm’s most skilled technical resources. KPMG’s support makes a difference in my life and helps me make a difference in the lives of others. One of the ways I’ve been able to do so is through my role as the cochair of KPMG’s national Disabilities Network. I was invited to serve in this capacity when the network was launched in 2007. Remember, I had not disclosed my disease to many people at the firm; I realized I needed to be a role model but to do so would require me to be honest about my disease. So later that week, I told the entire firm I had MS in a broadcast message, and set another goal for myself to create an atmosphere where people no longer are hesitant to speak about their disabilities. Through the network, I want to continue to raise awareness about the unique talents and needs of individuals with disabilities, and ensure all partners and employees feel accepted, valued, and treated fairly. PDJ
Primary business: Audit, Tax, and Advisory Services Employees: More than 21,000 in the U.S.
30
Pro f iles in D iversit y Journa l
M AY / J U N E 2 0 11
LEADing COMPANies for employees with DISABILITIES
I Found Success At KPMG By Laura Guglielmoni, Audit Senior Manager, KPMG LLP Company: KPMG LLP headquarters: New York City website: www.us.kpmg.com Primary business: Audit, Tax, and Advisory Services Employees: More than 21,000 in the U.S.
I have juvenile rheumatoid arthritis, a disease that attacks the joints in the body and has no cure. I take medication every day to manage the pain and swelling, and every six weeks I need to undergo about half a day of treatment as an outpatient. The disease is unpredictable; it flares up at different times, affects different parts of the body, and is degenerative. So far, I’ve had significant problems with my knees and hip. Despite all this, over the past 10 years, I’ve been able to build a successful career with KPMG LLP. And that’s what I’d like people to take away from this: that a person with a disability can be very successful at KPMG. I’ve done it, and many others have, too. I’m proud that the firm has made a commitment to support people with disabilities, and I know firsthand that they honor that commitment. I also know communication is key to enabling the firm to provide the support I need. That’s why I’ve always been open with my performance manager, my colleagues, and even my clients, about the things that enable me to be productive, effective, and successful in my role. The firm helps by being both accommodating and flexible. As examples, I’ve been given the equipment I need (including an electric stapler and electric hole punch) to help ease the joint pain caused by everyday tasks.
And, as an audit professional, I spend a lot of time traveling to and from our clients’ offices; the firm has provided me with rolling laptop bags and carts to minimize the strain on my joints that’s caused by carrying and lifting my computer equipment and boxes of binders. I’ve also benefited from KPMG’s flexibility, which gives me the time off I’ve needed for doctor’s appointments and surgeries, and the ability to work from home when the level of my pain or fatigue is worse than usual, and makes commuting difficult. The firm’s benefits offerings also help provide a wide range of choices at fairly low cost, and given the number of doctors’ appointments I need, I really appreciate the many different coverage options that are available to me. There’s one more thing the firm does to support me in ways that have helped me succeed. It has a national Disabilities Network that enables me to interact and share with others who have similar challenges. I know people with a disability sometimes are a little reluctant to talk about it, because it’s a very personal, private issue. But at work, it’s important for your team and immediate supervisors to know if you have any significant limitations. They can’t help if they don’t know about it. So I’m thankful for the Disabilities Network, and that I work for a firm like KPMG. PDJ w w w.d ive rs ity jo u r n a l.c o m
M AY / J U N E 2 0 11
31
LEADing COMPANies for employees with DISABILITIES
Volunteering Helped Acquire Skills By Andy Buth, Mailroom Associate, OfficeMax Incorporated Company: OfficeMax Incorporated headquarters: Naperville, Illinois website: www.officemax.com Primary business: Leader in Office Products and Service Revenues: $7.2 billion Employees: 30,000
I have been a mailroom associate at OfficeMax corporate headquarters in Naperville, Illinois, for a little over a year. I sort and distribute incoming mail throughout the five-story building. I restock copy and fax machine paper and change the toner in copying machines as it runs out. Another responsibility I have is to prepare outgoing mail, both letters and packages, by running letters through the postage meter, and preparing mailing labels for the packages. I greet and assist employees from the various postal services as they make their deliveries to our building and pick up our outgoing mail. Sometimes I am in charge of answering the telephone and helping people with questions that they have. As a mailroom associate for OfficeMax, it is important to be friendly as I see and work with many people every day. It is important to be flexible so that when my supervisor or co-workers need help with a different task or project, I can assist them. It is important for us to work together as a team in our department as we often depend on each other to complete numerous projects and to meet time restrictions. The computer skills I learned in school have helped me as I write up packages, print data logs, and process UPS labels. Before coming to OfficeMax, I volunteered at several places to learn job skills, through the placement of my school’s transition program. I worked on mass mailings at Edward Hospital Billing Department. I also volunteered as a dining room assistant at Sunrise Assisted Living Center. I worked at my 32
Pro f iles in D iversit y Journa l
M AY / J U N E 2 0 11
parents’ accounting office and learned to enter clients’ small cash payments into the petty cash journal, enter clients’ charges from credit card bills, and then, reconcile the statements. I entered after-the-fact payroll information for clients into a computer program, and prepared current payroll by entering clients’ employees’ hours. Because I have autism and a learning disability, school was (and is, now that I am taking a college class), a bit difficult and time-consuming for me. I enjoy learning new things, however, and put in many hours to complete my homework and to prepare for tests. My hard work and the confidence my teachers and parents, and now employers have placed in me, have helped me to grow both academically and professionally. I have taken two years of accounting in high school, and now have completed one class of college accounting, so I would like to have the opportunity to work at a job in bookkeeping or accounting at least part-time. I am thankful for the opportunity that OfficeMax has given me to prove that I can do a job very well. Everyone has been extremely supportive, from my supervisor and co-workers, up through the administration of the company. I enjoy having lunch and relaxing and talking with my coworkers. We have fun on the job, but also take our work very seriously so that we can help other employees in our company the best we can. PDJ
 LEADing COMPANies for employees with DISABILITIES
Co-workers Help Hearing Impaired Employee By Jennifer E. Girty, Senior Accounting Clerk, The PNC Financial Services Group, Inc.
On my first day at PNC as senior accounting clerk, there on my desk was a TTY machine. I was hired for this exciting position with total awareness of my profound hearing impairment. I have always been a firm believer in full disclosure of my hearing impairment at a job interview. While so many companies are focused on issues of diversity and inclusion, I like the simplicity of it all: simply hiring a person for what they can do. The most important thing is to look at the whole person: their skills, talents and background. I am so blessed with an awesome team of co-workers and a very dedicated group of managers. Every one of them is very patient. It is funny how all of them respond to my name, alerting me when someone is calling me! Everyone makes sure I am aware of what is going on around me. As a hearing impaired individual, I am probably more aware than others of how essential clear communication is. I have learned it is very important. Miscommunication causes errors. My co-workers are helpful in this regard, communicating clearly to avoid misunderstandings. While many companies are devoted to the legal requirements of meeting the needs of employees with disabilities, PNC takes it further. Every year we have Employee Appreciation Week. It’s a week of fun, games and activities. They are so
conscientious about including hearing impaired employees. We have assistance in every activity we participate in. For the bingo games, cards with each number are made and held up. For the annual talent show seats are reserved up front so we can see well to lip-read. On each seat is a neatly stapled booklet with the lyrics of each performance. One year I decided to participate in the talent show. I would perform a song in sign language. I loved it! Now I do it every year. Last year I won! There is a group of hearing impaired employees I join daily for lunch in our cafeteria. Growing up, my household emphasized using speech and lip reading only. Now I have become proficient in sign language. I still learn a new sign every day. They are awesome teachers. Recently I learned of a committee focused on employees with disabilities at PNC. I was eager to join. At my first meeting, I had more to say than I realized. The meeting was full of information and ideas. This team is dedicated to making a difference for diversity and inclusion at PNC. I am so thankful for all the small and big things PNC does to make me feel welcome and cared for. I would encourage anyone with a disability to join the work force at PNC. PDJ
Company: The PNC Financial Services Group headquarters: Pittsburgh, Pennsylvania website: www.PNC.com Primary business: Financial Services Revenues: $15.2 billion in 2010 Employees: 50,000+
w w w.d ive rs ity jo u r n a l.c o m
M AY / J U N E 2 0 11
33
LEADing COMPANies for employees with DISABILITIES
PNC Opened A Door Of Opportunity By Dennis Morgan, Senior Financial Sales Consultant, The PNC Financial Services Group, Inc.
My name is Dennis Morgan, and 15 years ago, at the age of 43, I was diagnosed with Multiple Sclerosis. As reality hit, I began to feel as though life as I knew it was over. How does one deal with a disease that has no known cure? As a family man with two children, four grandchildren and a 30-year marriage, I was worried I might never be able to enjoy my family again. How would they deal with my new illness? Would they accept me with my disability? As it turns out, my family was right there to support me. They were understanding and patient, helping me through many tough times. Having been employed for 25 years as an outside sales associate in the mailing and shipping industry, I struggled with what to do next. I knew I had two choices. I could either give up, or I could accept my condition, deal with it, and move on with my life. I am happy to say I chose the latter. I began attending a clinic that specialized in helping people with MS. It had been a year since I last worked, and the clinic was helping me cope with what was to come. Around this time, a representative from the Pennsylvania State Agency Vocational Rehabilitation Services (VRS) came to discuss how I could work at full capacity with MS. Upon evaluation, I was told that, given
Company: The PNC Financial Services Group
the right opportunity, there would be nothing to prevent me from working and being productive again. My mother once told me, “When God closes one door, another one opens.” It was at PNC Bank where that door finally opened. The VRS arranged an interview for me with PNC. The job was for a customer service representative in PNC’s call center. A few days after the interview, I received a call regarding a sales position PNC felt I was qualified for. With 25 years of sales experience, I knew I could do the job and, if given the chance, would not let them down. I was offered the position, and the rest is history. Entering a new work environment with a disability made me uncertain about what to expect. What I found was an environment full of wonderful people going well beyond any expectations I had. The opportunity to talk to and help people from all over the country manage their finances was very gratifying. My PNC training taught me to always do what is right and best for the customer, and I am proud of the work I do for PNC. Over the last eight years, my disability has worsened. I am now at the point where I require a mobility scooter to get around. At no point in my career with PNC have my peers or management questioned my ability to perform my job. My direct supervisor and other managers have gone above and beyond to accommodate my special needs. Everyone has treated me as part of the team, not someone with a disability. To me, that speaks volumes about why this is a great company to work for. PDJ
headquarters: Pittsburgh, Pennsylvania website: www.PNC.com Primary business: Financial Services Revenues: $15.2 billion in 2010 Employees: 50,000+
34
Pro f iles in D iversit y Journa l
M AY / J U N E 2 0 11
LEADing COMPANies for employees with DISABILITIES
Hello World: I’m Rockin’ What I’ve Got By Jeffery Rodgers, Assistant Cashier, Sodexo Company: Sodexo headquarters: Gaithersburg, Maryland (North America) website: www.sodexo.com Primary business: Provider of Quality of Daily Life Solutions Revenues: $8 billion (North America) Employees: 125,000 employees (North America)
Does a person live to work or work to live? I can honestly say that working for Sodexo has brought meaning and opportunities to my life that I never could have imagined. My name is Jeffery Rogers and I am a dining room attendant and an assistant cashier at Gonzaga University. My co-workers, managers, and the students have made going to work such a great joy. I feel so lucky that I work for a company that values me not only as an employee, but also as a person. After reading my story, one will see how I am living proof of Sodexo’s commitment to diversity and inclusion, and how Sodexo has so positively impacted my life along with the lives of those around me. Growing up I felt like any other child until things became difficult in high school when my Down Syndrome became more noticeable. After graduating, I searched for jobs and saw that Sodexo at Gonzaga University was hiring for several positions. Despite my short work history, they took a chance on me, and I began working in the dish-room, and then became a runner. I did this for eight years and was told I did a great job.
During one of my annual reviews, my manager asked me if I would be interested in a new position as a dining room attendant. She thought that I had the personality for it. I was ecstatic! I got to interact more with co-workers and students, and helped out in new places. I became more comfortable and outgoing. I excelled and now, I fill in as an assistant cashier about once a week. I’ve also started a tradition where I dance in the dining room on Saturdays. People always cheer so loud every time I perform! In fact, most of the time, groups of people dance with me. If Sodexo had not given me a chance to work for them, I would not have the friends that I have now. I feel my life would be different – I can’t imagine what I’d be doing without this job. I am so lucky and thankful that I work for such a great company. I think that everyone I work with and have met feel like they are lucky that I am here too, because I can see it in their eyes and smiles. Thank you for all of the memories, Sodexo. I’m going to keep rockin’ it until I can’t rock it anymore! PDJ w w w.d ive rs ity jo u r n a l.c o m
M AY / J U N E 2 0 11
35
 LEADing COMPANies for employees with DISABILITIES
I Was Given An Opportunity... By Maxine Roybal, Cafeteria Attendant, Sodexo Company: Sodexo headquarters: Gaithersburg, Maryland (North America) website: www.sodexo.com Primary business: Provider of Quality of Daily Life Solutions Revenues: $8 billion (North America) Employees: 125,000 employees (North America)
My name is Maxine Roybal and I work for Sodexo at Pima Community College (PCC) in Arizona. I have been employed in this job for over five years. I work four days a week in the cafeteria. My daily routine is to get up early, take a shower, get dressed, eat breakfast and take my medication. I catch a Sun Tran bus to PCC. I walk to the lunch room and clock in. I work for Sodexo and I like the people I work with. The cashiers are Matthew, Marie, and Katie. Katie is a good friend to me; she is like my sister. Michelle lives in Texas, and her boyfriend also works for Sodexo. He likes the way I fold the sandwich boxes that are used for the wraps and sandwiches. I got something to say about Mudgie and Katie: they are the best! Louis, the dishwasher, and I work together well and we have fun joking around. He is a very good person to know. What I like about Sodexo is that I was given an opportunity to work here with great people. I like doing my job. My duties are to wipe down the tables, pick up dirty trays and straighten 36
Pro f iles in D iversit y Journa l
M AY / J U N E 2 0 11
the chairs in the cafeteria. Sometimes the students are messy and I have to work harder. Some of the students are nice to me and take the time to talk to me. My supervisor is Jose. I like working for him and helping him keep the cafeteria clean. Fred, the general manager, is very nice and I am very glad he hired me. He reminds me of my brother who also works for PCC. Danene, who works in the office, is also very nice to me. I also get along with Shannon and the line crew. She is lots of fun to work with and she makes me real happy. I have a job coach from the Beacon Group whose name is Cynthia. She comes to check on me at work to make sure I do my job. PDJ
LEADing COMPANies for employees with DISABILITIES
Personal Accountability For Excellence By Jamison Torok, Technical Project Manager, WellPoint, Inc.
At the age of 16, I broke the C5 vertebra in my neck in a car accident and was diagnosed as a quadriplegic — only able to shrug my shoulders. My optimistic attitude, tenacity, determination and commitment – as well as my strong family – gave me the strength to work hard, regain movement and become independent. Upon graduating from Wheeling Jesuit University in 2005 with a bachelor’s degree in computer science, I moved four hours from my rural home and everyone I knew to pursue opportunities, a stronger economy and a better lifestyle in Southwest Ohio. In January 2007, I joined WellPoint as a project coordinator in information technology. Because of WellPoint’s support and encouragement, I was quickly recognized and promoted to a project manager. WellPoint also invested in my future, helping me earn my master’s degree in information management in May 2010. Personal accountability for excellence is one of WellPoint’s core values and one I embody in my approach to work. I have a personal philosophy: a promise made is a promise kept. There has never been a situation where I see a limitation to my abilities. Quite frankly, WellPoint provides me with the opportunities to exceed expectations. I have been able to adapt during the past few years, improving my skill set for systems consolidation and process im-
provement while achieving the goals needed by the ever-changing health insurance industry. I believe I have the job I do because I deserve it and perform it well, not because I have a disability that forces me to roll rather than walk. You could almost call it overconfidence, but I strive to be the best at what I do to assure myself I’m not taking any handouts. What makes me get up each morning is wanting to inspire someone else into action to make a brighter tomorrow. If I can influence just one person facing adversity and help him pick himself up and know that tomorrow can be better, then I will know I have made a difference. My biggest challenge is understanding that I can achieve what I need to. The game really changes when one is forced to adapt to others. I see this on a personal level as the chair of WellPoint’s Associates with Disabilities Resource Group, Abilities Beyond Limited Expectations (ABLE). I also act as a change agent frequently in my day-to-day responsibilities, as the company must continuously improve along with the demands of our dynamic market. I can honestly say that these challenges enhance my skills. Being recognized by CAREERS and the disABLED magazine in 2009 as one of its Employees of the Year award recipients was an honor I’ll never forget. I’ve used the recognition to help others and inspire them to not stand still and let their disabilities define their progress, but to use their ABILITIES to move forward and chart their own futures. I couldn’t ask for any better recognition. PDJ
Company: WellPoint, Inc. headquarters: Indianapolis, Indiana website: www.wellpoint.com Primary business: Health benefits Revenues: $58.8 billion in 2010 Employees: Approximately 37,000
w w w.d ive rs ity jo u r n a l.c o m
M AY / J U N E 2 0 11
37
extra
abilities
How Would You Feel?
By Vicky L. DePiore, SPHR, GPHR Human Resource Director, Warrensville Developmental Center VP of Diversity & Inclusion, Cleveland Society for Human Resource Management
How would you feel if you were wheelchair bound and people stared at you, or assumed you were only half a person? How would you handle never getting past the first job interview no matter how perfectly you fit the position? I have met some of these people, and their differences offer us the greatest lessons to learn about human compassion and understanding. As a parent of a challenged child, I have experienced first-hand the Tim Sokol pains of an uneducated society, one that lacks understanding or the desire to acquire it. I cannot describe the hurt that comes from the stares, the giggles, and – hard to believe – the mean-spirited comments. I’ve now dedicated my life to teaching others that those with “differing abilities” – not “disabilities” – have more in common with us than we can imagine. I am blessed and honored to be an advocate for those who may be physically different, but who have positive attributes that so many of us are lacking. In my effort to learn more about those with disabilities, I have met two remarkable men, both in wheelchairs. Tim Sokol, 45, has cerebral palsy and lives in a group home with several roommates. Tim is both delightful and personable, and he was eager to talk about his journey and experiences toward being accepted in society. Tim has observed that people treat him as a wheelchair and not as a real person. How heart-breaking! He told me he never feels disabled until people treat him like he’s disabled. Tim wondered aloud why parents don’t teach their children not to 38
Pro f il es in D iv e r s i t y J ourna l
Erik Kratky stare at people in wheelchairs, but to accept them as they are. Waiters and waitresses often assume that Tim cannot place his own order. Can you imagine how that feels? His advice to others is to never give up asserting your own abilities. Use your skills to teach as many people as possible that you can and do contribute to society and have, as Aristotle described it, “a good life, well lived.” Erik Kratky, 28, is an energetic college teacher. When I met him, he told me he would be in a tournament the next weekend, and he invited me to watch. Erik is a member of the Cleveland Wheelchair Cavaliers Basketball Team. I was amazed at the skill and confidence these young men showed as they wheeled their way around the court. Erik has a can-do attitude that lights up a room. Cancer and numerous surgeries put him in a wheelchair, but his circumstances cannot keep him down. He simply will not allow it. Unlike Tim, Erik was able-bodied for over 20 years. Both men sport positive attitudes as they attempt to help people understand that people with disabilities deserve the same chance to make a living, impact society and be treated like anyone else. Both have been thrust into this role; neither is bitter about having it. No matter how they came into their current roles, their goal is the same: to be included, to be able to use their skills, and to be an asset as they help others in their own journey to understanding. PDJ The Cleveland Wheelchair Cavaliers are an affiliate of the National Wheelchair Basketball Association and are sponsored by the Cleveland Clinic, Invacare Corporation and the Cleveland Cavaliers. For information on how to join or sponsor the Cleveland Wheelchair Cavaliers, visit www.clevelandwheelchaircavaliers.com.
M Ay / j u n e 2 0 11
© Eastman Kodak Company, 2011
Diversity & Inclusion
drives innovation and growth
Kodak’s commitment to diversity and inclusion means everyone counts: consumers, employees, customers, suppliers, shareholders, and more. Our global leadership in digital imaging and printing enables us to serve cultures and communities with innovative technologies and services. At Kodak, we seek diverse talent to help drive creativity and innovation, and delight customers around the world. Become part of our picture— and join us on our journey to enrich people’s lives.
www.kodak.com/go/careers
tac k l i n g
tough
problems
White Males Are Part Of Diversity, Too! by Wanda Brackins
H
Head of Global Wealth Management Diversity, RBC Wealth Management
ow do you encourage white, male middle-managers to become more involved in diversity-related programs and help them understand that diversity is also about them? Garnering support and effectively engaging white, male middle-managers in diversity efforts is a challenge across all industries, and the securities industry has been particularly challenged in this regard. Historically, the industry hasn’t been one to attract women or people of color; however, many securities firms today are implementing tools and initiatives to help diversify their workforce. The industry is making strides at the top of the house by engaging executive leadership, and at the individual contributor level through grassroots employee resource groups. Top-down, bottom-up... but what about the middle? At RBC Wealth Management, executive leaders serve as sponsors for the firm’s three employee resource groups. The direct reports of the executive leadership team – white, male middle-managers, included – serve as mentors in the Diversity Dialogs Reciprocal Mentoring Program, which matches seniorlevel leaders with high-potential and promising women and people of color. As part of the program, mentees commit to engaging the leaders in conversations around the challenges or perceived roadblocks they face while striving to advance their careers. Like other mentoring programs, the leaders provide guidance and support to open the doors to other leaders and special assignments. The program has proven to be an effective way to engage middle managers and bridge the diversity chasm. Over the past four years, an average of 40 mentors and mentees have enrolled in the program each year, with participation continuing to grow. This program is achieving success because the mentoring relationship is as rewarding for the mentor as it is for the mentee. In addition to participating in the Diversity Dialogs Reciprocal Mentoring Program, white, male middle-managers are engaged in the firm’s two diversity councils. First, the U.S. Diversity Leadership Council is comprised of 21 senior leaders and middle managers tasked with helping to drive the firm’s diversity and inclusion strategy and engage employees in their areas of responsibility to do the same.
“The industry is making strides at the top of the house by engaging executive leadership, and at the individual contributor level through grassroots employee resource groups.” 40
Pro f iles in D iversit y Journa l
M Ay / j u n e 2 0 11
Second, the U.S. Diversity Advisory Council is made up of 12 complex and branch directors, tasked with providing input to the Diversity Leadership Council on diversity-related tools and initiatives designed to support field recruiting, retention and brand-building efforts. Middle-managers serving on the Diversity Advisory Council are engaged in the planning stages of field-focused diversity initiatives, and their participation lets them impact the outcome of field diversity efforts. Members are able to share their ideas about how to recruit financial advisors and prospective clients in multicultural markets. Finally, RBC Wealth Management complex and branch directors participate in the Field Diversity Initiatives Program, administered by the firm’s Multicultural Employee Alliance (MEA) employee resource group. The program asks interested participants to submit nominations explaining their goals of promoting diversity initiatives and engaging employees in their areas, and awards up to three branch directors each year with funds to host a diversity-related client, brand-building, or community outreach event. Clearly, RBC Wealth Management’s diversity and inclusion efforts are designed to engage employees at all levels. As we continue to expand our diversity programs and reach out to emerging multicultural markets, the growing number of white, male middle-managers and advisors are beginning to understand that they, too, are diversity. PDJ
tac k l i n g
tough
problems
How To Handle White Middle-Managers by Johnny C. Taylor, Jr. President & CEO, Thurgood Marshall College Fund
Former Chairman, Society for Human Resource Management
I
n nearly 20 years of work as a labor and employment lawyer in a multi-national law firm, as an in-house counsel for large companies, a chief human resources executive for a Fortune 500 company, and as the Chairman of the Society for Human Resource Management (SHRM), nothing has proven more challenging than convincing white, male middle-management types why diversity should matter to them. But I think I figured it out. About 10 years ago, after banging my head against the wall trying to articulate a succinct and compelling case for diversity for this important subset of the corporate world, I developed a less emotional, very practical approach. Rather than making them feel guilty (“you need to do this because these poor, diverse people have been victims for too long”) or scaring them (“you’re going to face a huge class-action lawsuit and your kids are going to be embarrassed to call you Dad”), I said diversity is simply one more thing you need to embrace if you want to be successful. I found that when you simply engaged in conversations about how to make them successful at their jobs, you took away the emotionallycharged debate of whether diversity was good or bad, necessary or not, or should be compulsory or voluntary. For example, years ago I ran human resources for a Paramount Pictures division when many of our geographic markets had unemployment rates below two percent. I knew a diversity recruitment initiative was a possible solution to our staffing woes, but I also knew the conservative, white, male district manager running this particular market was not going to be receptive to anything labeled diversity. So I took a different approach. I explained to him that we needed to fish in different ponds because he was leaving money on the table by not having enough employees on
the retail floor selling his product. I arranged a meeting between him and two community leaders from the Latino and Asian markets in California and suggested we develop hiring partnerships with them to identify talented employees. Careful not to mention diversity, I showed him how this new population presented an opportunity to staff his business. He immediately got it. In less than a month, he was fully-staffed and his district’s financial performance was fabulous. More importantly, within six months, he had promoted two of his new employees to supervisory roles – adding to the diversity of his management team. This all worked without forcing a diversity initiative down his throat. In my experience, entry-level professionals and senior-level executives are not as resistant to diversity initiatives as the white, male middle-manager. And instead of ramming diversity initiatives down his throat, which may create diversity but never results in inclusion, solving a real-life business issue for him by tapping into diverse markets was a better strategy. PDJ
“In my experience, entry-level professionals and senior-level executives are not as resistant to diversity initiatives as the white-male middle manager.” w w w.d ive rs ity jo u r n a l.c o m
M Ay / j u n e 2 0 11
41
thought thoughtleaders leaders thoughtleaders
A continuing series designed to bring you perspectives and ideas from leading diversity professionals. Do you have a question for our thoughtleaders? Send your suggestions to damianjohnson@diversityjournal.com.
Don’t Let News of Increasing Discrimination Claims Derail Your Diversity Initiative By Stacia Marie Jones
42
42
C
Director and Legal Counsel, Abercrombie & Fitch
ompanies are increasingly adopting diversity initiatives and openly proclaiming their desire for more diversity in the workplace. This is excellent news to those of us responsible for diversity programs. At the same time, however, workplace discrimination claims by diverse individuals are on the rise. In 2010, the Equal Employment Opportunity Commission announced receipt of nearly 100,000 discrimination claims, the most received in the EEOC’s 45-year history. Considering these phenomena together, some managers conclude that if diverse individuals are increasingly filing claims, then encouraging their presence in the workplace is also encouraging more lawsuits and every negative thing related to lawsuits. Whether this conclusion is based on imprudent fear or reality, it must be addressed in every diversity initiative so as not to derail the initiative. Indeed, there are not many things worse for burgeoning or mature diversity programs than managers who are crippled with anxiety over employing and then managing individuals whom they believe will cry discrimination. No manager wants to take employment action only to be called a bigot or be viewed as causing a lawsuit against the company. To confront this fear, those of us who have responsibility to drive diversity initiatives must openly discuss it while providing our managers with the tools and support to feel comfortable managing a diverse workforce. The following actions are essential: Train. Knowledge is power. Managers must be Pro f iles in D iversit y Journa l
M Ay / j u n e 2 0 11
taught what constitutes unlawful discrimination and how to protect themselves and the company when taking employment action. Managers equipped with this knowledge will be more confident that they are doing what is right and will be less anxious about managing diverse individuals. Require Consistency. Managers must be encouraged to treat all employees consistently, in accordance with company policies, regardless of an employee’s protected status under discrimination laws. Treating particular employees better because they are in a protected group could lead to any number of bad results. Furthermore, all employees, even those who are in the majority, are protected by the law. Thus, for example, giving a female more chances than a male for fear she will claim discrimination could lead to a male claiming reverse discrimination. Support. Defending against employee complaints is part of running a business, and even good companies are sued. Managers should know that even when they do everything right, lawsuits may arise and if the managers did nothing unlawful the company will stand behind them 100 percent. Remember, managers who are trained, supported and not taught to manage diverse employees differently will appreciate and embrace diversity, will not be sidetracked by news of increasing discrimination claims, and will allow the diversity initiative to thrive. PDJ Stacia Marie Jones, director and legal counsel for Abercrombie & Fitch, handles a wide-variety of legal matters, both domestically and internationally, including labor and employment, discrimination, public accommodation and accessibility, civil litigation and health and safety.
thoughtleaders
Diversity Networks Build an Inclusive Environment By Doria M. Camaraza Senior Vice President and General Manager, American Express, Ft. Lauderdale, Florida
D
▲
“Talent that represents the world we live in and the organization we are a part of is critical to our success.”
iversity and inclusion are not just buzz words at American Express – they are business imperatives. By having a diverse and inclusive organization, we strengthen our competitive advantage which is critical to achieving our vision of becoming the world’s most respected service brand. Talent that represents the world we live in and the organization we are a part of is critical to our success. Diverse perspectives, experiences and backgrounds help us generate new ideas, attract top talent and enable us to provide superior service to our customers. This ensures we evolve with the changing needs of our customers and meet the demands of today’s global marketplace. Our goal is to create an inclusive work environment where respect for individual differences is promoted; where the unique contribution of each employee is valued; and where every employee is encouraged to develop to his or her fullest potential. One of the ways that we promote this initiative at American Express is through our diversity networks. The focus of the diversity network at American Express is to build an inclusive environment that leverages the unique experiences, talents, skills and perspectives of all our employees. In Fort Lauderdale, our diversity employee networks sponsor programs that enhance professional and personal growth. Participants engage in educational activities, including job fairs and cultural events, act as liaisons to management and to the community, participate in outreach and volunteer programs, support employee recruitment and retention initiatives and enhance marketing efforts in targeted communities. These grassroots networks offer support, opportunities to exchange information and forums to promote employee awareness. Open to all employees across the company, American Express employee networks are built around topics of interest to a wide range of diverse groups. Our focus is on leveraging our diversity accomplishments to drive our business forward and fostering inclusive leadership capabilities globally to create an engaging work environment that attracts and retains top talent. PDJ Doria Camaraza is senior vice president and general manager for the American Express Service Center in Fort Lauderdale. She assumed her role in May 2005. As the Fort Lauderdale SVP/GM, Doria also serves as the executive owner of the Global Billing and Payment Services Network. w w w.d ive rs ity jo u r n a l.c o m
M Ay / j u n e 2 0 11
43
thoughtleaders
Embracing Constraints
By Alexis S. Terry Director of Diversity and Inclusion, ASAE
44
44
Pro f iles in D iversi t y J ourna l
M Ay / j u n e 2 0 11
▲
P
ick up any any book on diversity or attend a training program and chances are good that you will receive the following advice: Learn to assess individual lenses and biases, understand EEO law and organizational change theory, set measurable targets for recruitment and retention, develop a strategic plan that connects diversity goals to the organization’s bottom line, seek board and senior leadership buy-in and commitment for plans, set up affinity groups, yadda yadda. Ever find yourself working on more with less clarity about why? I try not to let my training in diversity interfere with my hard knocks education about diversity practices that sometimes work and don’t work in nonprofit organizations. It’s not easy. It’s easier to say yes. Yes to recycled diversity practices labeled as “best” practices, yes to another program, yes to a small but vocal group of rabble rousers, yes to enthusiasm over usefulness. Soon the stack of doing diversity grows so tall it can be tough to see the things you should really be focused on. With roots in Washington, D.C., and a workplace located
“Soon the stack of doing diversity grows so tall it can be tough to see the things you should really be focused on.”
near the Smithsonian museums, I find myself seeing more and more similarities between art work in museums and diversity work in nonprofits. A great museum is not made by putting all the art into one room. That’s a stockroom. Similarly, not everything we know, want, or can do in diversity belongs in our organization. What makes an effective museum curator and diversity practitioner is the ability to stick to what’s truly essential. Someone says no. There’s an editing process and constant scanning of stuff to remove, simplify, and pare down until we are left with only the most important stuff. As a result of embracing constraint, our stakeholders are clear about what’s important to our organization. Try it out. Here are three simple but important questions to use when applying a curator’s lens to your work: Why are you recommending or working on ________? Take a look at your key diversity projects and priorities.
Describe the value, not just the vision, of this recommendation or work. What organizational problem are you solving? Are you solving a real or an imaginary problem? Was something not possible before that should be possible now? Are you contributing something useful or just making a contribution? Is what your working on really going to change anything? If the answer is no, then why add it? If you had to launch your idea in two weeks, what would you cut out? Funny how a question that imposes a constraint can create clarity. Constraints can be advantages in disguise. PDJ
Alexis Terry is director of diversity and inclusion at ASAE: The Center for Association Management in Washington, D.C. ASAE is a membership organization that serves 22,000 association executives. To read more about ASAE and its D+I Strategy, visit www.asaecenter.org.
thoughtleaders
thoughtleaders
thoughtleaders
thoughtleaders
thoughtleaders
Guiding Leaders Toward Inclusive Mentoring By Bernadette Pieters National Director of Diversity, Director of Human Resources, Northeast Region, BDO USA, LLP
P
▲
rofessional development mentors and mentees may ask more questions – or through shared experiences is an different questions – than they would with someone important component in developing a more like themselves. Their differing points of view diverse workforce. Often in a down can reveal new solutions as they seek to discover each economy, the professional development of employ- other’s strengths and challenges. And over time, their ees can take a back seat to a focus on the bottom differences will become the basis for a culture of diline. In times like these, human resources (HR) verse voices throughout the organization. professionals should continue to foster productive As we adopt an inclusive mentoring mindset, we knowledge sharing to fuel professional develop- should tie the concept back to its impact on the ment. A critical aspect of this mission is guiding business. Understanding the diverse skills, backleadership toward a focus on mentoring. grounds, and perspectives of our employees enables Think of the employees in your company who us to guide them to projects or assignments where do their work and do it well, but are still develop- they are positioned to succeed. The result is greater ing their relationship-building skills. They need to employee satisfaction, quality work performance know they’re valued and who they can turn to for and the achievement of desired business objectives. professional guidance and coachInclusive mentors may tap into “Inclusion, in its siming. By encouraging our leaders previously untapped resources and plest form, involves to practice and support inclusive ideas, strengthening the company valuing differences mentoring, we can help ensure that financially and culturally by bringall employees have the opportunity ing out a sense of passion and emwithin a workforce to benefit from a mentoring relaand leveraging them powerment in their mentees. tionship, be it formal or informal. In the end, both mentor and strategically to Inclusion, in its simplest form, mentee will find that they achieve conduct business involves valuing differences within personal accomplishments through more effectively and their professional relationship. a workforce and leveraging them strategically to conduct business There is joint accountability to optimize results.” more effectively and optimize rebuild a strong relationship with sults. At first glance, inclusion and mentoring may end goals in mind; to teach one another and learn appear to be conceptually at odds – with inclusion from one another. And, in the process, they will focused on differences and traditional mentoring create a culture of empowerment and diverse voices focused on matching mentor and mentee based on that proliferates as inclusive mentoring becomes similarities. What traditional mentoring programs part of the fiber of the organization. PDJ overlook is that often the most unlikely pairings generate the best results. Personality or other differences in a mentoring re- BDO USA, LLP provides assurance, tax, financial advisory and consulting services to a wide range of publicly traded and privately held companies. The firm lationship demand a more concerted effort for peo- serves clients through 40 offices and more than 400 independent alliance firm ple to accept and understand one another. Inclusive locations nationwide. Visit www.bdo.com for more information. w w w.d ive rs ity jo u r n a l.c o m
M Ay / j u n e 2 0 11
45
thoughtleaders
Employee Resource Groups + Community Outreach = Good Business Strategy By Jose Jimenez Chief Diversity Officer, CSC
46
46
Pro f iles in D iversi t y J ourna l
M Ay / j u n e 2 0 11
▲
C
SC’s Global Diversity Council (GDC) supports a global diversity program that promotes an inclusive environment in which employees have an opportunity to contribute, develop and meet their career objectives. One of the GDC’s initiatives is to provide CSC employees with the opportunity to participate in a regional or global Employee Resource Group (ERG). CSC ERGs allow employees with similar professional interests and shared perspectives to meet on a regular basis to advance best practices and network across the company in planned and sponsored activities. Any employee can join any ERG. Our ERGs are not social groups but rather groups that encourage employees to: • Promote diversity and cultural understanding; • Share common interests through regular interaction; • Communicate with other employees within and outside of their business groups and across geographic boundaries; • Assist each other in a resource or mentor capacity; • Assume leadership roles in the ERG;
“The ERGs are employee self-managed, each with an executive sponsor who demonstrates the corporate commitment to the community itself.”
• Interact with CSC leadership; • Form professional relationships that aid individual development; • Identify and assist in programs that support business initiatives that align with CSC’s business goals; • Express ideas and network with other employees; and, • Participate in community programs and activities. The ERGs are employee selfmanaged, each with an executive sponsor who demonstrates the corporate commitment to the community itself. This allows us to align the work of the various groups to the business goals of the corporation. CSC currently has seven ERGs and several others being organized: • CSC Abilities First • CSC Authentic Leadership • CSC Black Employee Network • CSC Gays, Lesbians, and Everyone Else • CSC Hispanic Network • CSC Women in Leadership • CSC Young Professionals Resource Group
The ERGs work with our corporate responsibility committees to broaden community outreach. One example is the mentoring efforts of our Hispanic Network members and the Hispanic College Fund CSC scholarship recipients. In addition to CSC’s funding scholarships to deserving Hispanic students, members of our Hispanic ERG mentor and provide leadership to those students. Another example is our Abilities First ERG working hand in hand with other employees to raise money for our Walk for Epilepsy Team in Washington D.C. As our ERGs mature, we also anticipate they will continue to be instrumental in attracting new talent, help new employees in the on-boarding process, and help us to retain our Best Places to Work rankings. PDJ CSC is a global leader in providing technologyenabled solutions and services through three primary lines of business. These include Business Solutions and Services, the Managed Services Sector and the North American Public Sector. The company has been named by FORTUNE Magazine as one of the World’s Most Admired Companies for Information Technology Services (2011). For more information, visit www.csc.com.
thoughtleaders
thoughtleaders
thoughtleaders
thoughtleaders
thoughtleaders
Halliburton Finds The Best Talent in Every Country and Culture By Cindy Bigner Director of Diversity and Inclusion Initiatives, Halliburton
H
▲
alliburton is a leading en- economic infrastructure and look to us to help ergy services company with 60,000 nurture local businesses. We take special pride in employees working in 80 countries. working with local firms that can supply services Our employees speak more than and materials. This is a diversity goal, and it is a 200 languages, and they range from field opera- business imperative as we diversify and decentraltors to engineers, scientists and managers. This ize our supply chain to create robust and flexible variety creates great opportunities for us to build sources. diversity and inclusion into all aspects of our Similarly, Halliburton is decentralizing technolbusiness. ogy and manufacturing. We have recently estabEach country and region presents a unique lished research centers – in Pune, India and Rio business challenge. Halliburton’s customers are oil de Janeiro, Brazil – that will be staffed by regional and gas operators, and these can be international scientists to develop solutions for the technical oil companies (IOCs), independents, or national challenges characteristic of those areas. There is oil companies (NOCs). Each customer type has no better way for Halliburton to produce the an interest in our diversity practices, but NOCs constant innovation that keeps us at the top of the in particular have complex needs industry. In manufacturing, we that offer opportunities to foster have also created regional centers, “My job is to drive diversity. for example, in Mexico and in our global diversity NOCs’ goals reflect the govSingapore, to employ local workand inclusion strategy, ernments’ long-range desires ers to make products and tools including culture, for their countries, and offering for regional needs. talent, workplace promising careers to their citizens This year, Halliburton creis typically at the top of the list. ated my position – Director and marketplace Halliburton’s workforce, includof Diversity and Inclusion initiatives.” ing managers, is overwhelmingly Initiatives. My job is to drive made up of citizens of the host our global diversity and inclusion country. To further this trend, strategy, including culture, talent, Halliburton has formed alliances with local lead- workplace and marketplace initiatives. Our senior ing universities to help prepare graduates for management is solidly behind this effort, and we careers in the oilfield. In addition, Halliburton hold our leaders accountable for support and ownhas established regional training centers where ership of our diversity targets. employees in early or mid career can broaden The work in energy services can be hard, and their skills and increase their opportunities. And demanding, and it is often done in harsh and we often work closely with our NOC customers remote environments. It takes special people to to develop local training opportunities and help do this work well, and we are committed to findbuild local education programs. ing and developing them from every country and NOCs are also interested in developing their every culture. PDJ w w w.d ive rs ity jo u r n a l.c o m
M Ay / j u n e 2 0 11
47
thoughtleaders
A Seat at the Table
By Elizabeth Nieto Global Head of Talent, Learning and Diversity, Marsh Inc.
48
48
Pro f iles in D iversi t y J ourna l
M Ay / j u n e 2 0 11
▲
I
see life as a menu of opportunities: opportunity to learn, contribute, have fun, build, add value, and create a legacy. This is how I first encountered diversity as a people practice. Ten years ago, the company I was working for needed someone with passion to work on a diversity task force, and I raised my hand. I didn’t know much about it, but I saw this as an opportunity to add new skills to my toolkit. I grew up in Argentina and the word “diversity” was not in our vocabulary. In my rushed immersion into diversity, the first thing that I learned was that while the word diversity may not be part of the conversation in many societies, the tension and possibilities that differences bring can often result in people not having a seat at the table. Removing barriers so that everyone sits at the table is the goal, yet some are still challenged with the invitation women. Despite the many successes in empowering women, numerous parity issues still exist in all areas of life. Women often work more than men, yet are paid less. Some societies still do not accept or realize change in the traditional female role. As a result, women are underpaid and often performing low-status jobs in comparison to men. This gender discrimination can affect girls and women throughout their entire lifetimes. One study indicates that at the current rate of change, working women will not achieve equal pay until after the year 2050. That’s almost 100 years after President Kennedy signed the Equal Pay Act into law. The good news is that women with college degrees are gaining ground. Earnings for undergraduate women have risen by one-third since 1979, versus only 19 percent for men.
“Removing barriers so that everyone sits at the table is the goal, yet some are still challenged with the invitation - women.”
Organizations can help women succeed by: • establishing an inclusive work environment that provides opportunities for women to access decision-making jobs (those with P&L responsibilities); • providing tools and skills to help women create a vision for themselves; • encouraging women to share their aspirations; • enhancing negotiation skills for women; • supporting organizations that assist in the development of women; • engaging senior managers as sponsors/advocate for high-potential women; • encouraging women to create their own “board of directors”; • recognizing and celebrating the contributions of women; and • communicating over and over again that improving the representation of women at the top is a business priority. These actions reflect an organization’s commitment to supporting the diversity and inclusion of all - regardless of ethnicity, race, physical ability, or sexual orientation. Recognizing and embracing these differences yields a legacy of experience and value and in the end - rich, vibrant and exciting conversation at the table. PDJ Elizabeth Nieto serves as global head of talent, learning and diversity at Marsh Inc. in New York. She currently serves on the boards of A Fair Shake and Madrinas.
thoughtleaders
The GLOW of Reverse Mentoring at Oliver Wyman By Nicole Gardner Partner, Oliver Wyman
▲
O
liver Wyman is a meritocracy – of people and of ideas – but that positioning is silent on LGBT issues. To move the global consulting firm from a difference-blind and passively accepting culture to an actively welcoming one, members of Gays and Lesbians at Oliver Wyman (GLOW) recently met with the firm’s management committee members for two-hour reverse mentoring sessions to discuss the experience of coming out at work, both in the office and at the client site. The discussion was confidential, and no topics were off limits; it was a safe environment for our leaders to learn, without fear of giving offense or being perceived as prying. The feedback from the C-suite and GLOW members was uniformly positive. Hearing that our pure meritocracy positioning in the talent market actually connoted “don’t ask, don’t tell” was particularly eye-opening to COO Alan McIntyre, who wrote to the firm: Many of us who are straight see LGBT issues mostly in reactive terms. A whole series of “don’ts” that we perceive as tolerance, with the central premise being “do no harm.” One of the things that I took away from the reverse mentoring session was that this perception can be asymmetrical. For the LGBT community, the absence of prejudice is not the same as creating a safe and welcoming environment where colleagues are comfortable being out…. The LGBT community is sensitive to nuances in language and messaging that the straight community may not even notice, and we can turn that sensitivity to our advantage by continuing to send affirming and supportive messages that Oliver Wyman is a safe and welcom-
“All the reverse mentoring participants indicate that the process has changed the way they act and the way that they lead.”
ing environment and that we are committed to diversity and inclusion…. The struggle for equal treatment for the LGBT community still has a long way to go, and Oliver Wyman can make a contribution to that struggle by helping to address issues of equal treatment in the workplace and by visibly supporting the LGBT community as it tries to level the playing field. All the reverse mentoring participants indicate that the process has changed the way they act and the way that they lead. GLOW member and New York office head Dan Gettings adds: Reverse mentoring has noticeably accelerated the firm’s pace of change and acceptance of the LGBT community at Oliver Wyman. Even the simple message that our senior leaders think LGBT engagement is important enough to take time out of their day for it is important. What’s next? We are working with our global training team to cascade the reverse mentoring experience down to the next level of leadership, our partner group. Helping our partners understand what it means to be out and LGBT at Oliver Wyman will move the discussion from the boardroom to project teams and client sites – where the business of our firm is done and where consulting careers are made. PDJ
Nicole Gardner is a partner of Oliver Wyman, leader of the firm’s general consulting group, and executive sponsor of GLOW. w w w.d ive rs ity jo u r n a l.c o m
M Ay / j u n e 2 0 11
49
thoughtleaders
Advice To Women of Color: Don’t Give Up! By Marla R. Butler Partner and Patent Infringement Litigator, Robins, Kaplan, Miller & Ciresi L.L.P.
50
50
Pro f iles in D iversi t y J ourna l
M Ay / j u n e 2 0 11
that they’re on the verge of giving up or that they have recently given up. As to those who go in-house because they enjoy the corporate environment and want to do the very important job of counseling business teams from the inside, I am happy for them when they seek out and find those opportunities. But as to those who are leaving because they don’t feel they have any chance to succeed, here’s what I think can help: • Women of color partners have to extend a hand to women of color associates, whether it be mentoring, working to ensure quality case assignments, or – perhaps most importantly – working with firm management to ensure that inclusion is not just a goal, but is instead practiced in every conceivable way. • Law firms serious about diversity should hire a business development coach for one-on-one training for their high-potential women of color. • If you are an in-house lawyer with a relationship with a woman of color at a big firm, consider sending her business.
▲
I
am a trial lawyer. I am a partner in an AmLaw 150 law firm. And I am a woman of color. I have spent my entire 14-year career at my law firm. I love my job. I love the law firm environment. And I have never considered going inhouse. And there are many, many others like me: women of color who appreciate and enjoy those aspects of the legal profession that you only get at a big firm. Yet there is a near 100% attrition rate among women of color associates at big firms. That means that, for all of our diversity efforts, for all the women of color we bring in through our summer associate programs and as first year associates, almost none of them makes partner. These women leave to hang their own shingle, to leave the profession altogether, or quite often to go in-house. And too many of them are leaving because they’ve given up. They wanted to join a law firm and they wanted to be successful there. But once there, they often feel marginalized, excluded and misunderstood. Accompanying those feelings is the observation that there are few, if any, women partners of color in their firm, from which they reasonably conclude that their chances of partnership are close to zero. I want to stop the bleeding. I want to stop meeting women associates of color who are telling me
“I want to stop meeting women associates of color who are telling me that they’re on the verge of giving up or that they have recently given up.”
If she does not have the level of experience you may need, identify the more seasoned lawyer from her firm who you want on the team, but send her the work. • If you are a woman of color and don’t have a more senior woman of color in your law firm with whom you’ve connected for mentorship, then look outside your firm. Find a woman of color at another firm, call her up, and ask her to lunch. Also, find a white male partner in your firm whom you admire, and ask him to lunch too. It just may be the most rewarding professional relationship you’ll ever have. PDJ
Marla R. Butler is a partner and patent infringement litigator in the New York office of Robins, Kaplan, Miller & Ciresi L.L.P. Her technology focus is high tech electronics and computers, including routers, semiconductors, hard disk drives and medical devices. She is a member of the firm’s Executive Board and Chair of the firm’s Diversity Committee.
CHEVRON, the CHEVRON HALLMARK and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. Š 2009 Chevron Corporation. All rights reserved.
Our people are as diverse as their ideas.
tplace, rldwide marke To work in a wo represents workforce that Chevron has a siness, we rever we do bu the world. Whe r our y is essential fo believe diversit . Because d partners alike employees an human ts of view, our with more poin er. es even strong energy becom om. visit chevron.c To learn more,
thoughtleaders
The Future of Diversity and Inclusion: A Proactive Multi-Dimensional Approach By Tisa Jackson Vice President of Diversity and Inclusion, Union Bank, N.A.
52
52
Pro f iles in D iversi t y J ourna l
M Ay / j u n e 2 0 11
▲
A
ccording to the 2010 U.S. Census, by mid-century, racial minorities (African Americans, Asians, Hispanics and Native Americans) will be the new majority. As the U.S. majority population shifts into the minority position, the approach of diversity and inclusion professionals needs to adjust accordingly. We will need to shift our practices to reflect the new and changing demographics. What we define as diversity and how we measure diversity will differ because expectations have evolved along with our demographics. Companies must realize that changing demographics not only increase expectations to reflect customer diversity, but demographic shifts should also be reflected in their future talent pool. Union Bank uses a multi-dimensional model adapted from Gardenswarz & Rowe’s four-layer model of diversity, which includes 25 dimensions of diversity. Personality is at the core of the model. Other layers include: internal dimensions (e.g., race, sexual orientation, disability, age), external dimensions (e.g., geographical location, education, marital status, religion) and organizational dimensions (e.g., business unit, tenure, level, work location). It is an inclusive model that reminds us that no two employees are alike, no matter how similar they may seem on the outside. As we recruit talent, market to our customers or build relationships with suppliers, we must remember that, fundamentally, their needs are basically the same; however, the way people expect those needs to be fulfilled may differ based on any of the aforementioned dimensions. For example, African American employees of different generations may not view diversity and
“As the demographics in our country and our workplace evolve, diversity and inclusion professionals must remember that employee and customer expectations have evolved as well.”
inclusion the same way. A Baby Boomer born between 1946-1964, who grew up in the Civil Rights era when affirmative action legislation was enacted, may have differing viewpoints on why diversity is needed and how it supports him or her, as opposed to an African American of Generation Z, born after 1991. They may be the same race, but their priorities and what they expect, want and need from the company could greatly differ. As the demographics in our country and our workplace evolve, diversity and inclusion professionals must remember that employee and customer expectations have evolved as well. There is more diversity among our workforce and market as we manage multiple generations and increased ethnicities, and everyone is empowered to celebrate him- or herself as a whole. PDJ
Tisa Jackson, vice president of Diversity and Inclusion for Union Bank, N.A., has nearly 15 years of experience in this field as well as strategic human resources management, community development and organizational development. She is founder of the Professional & Technical Diversity Network (PTDN) of greater Los Angeles, a diversity consortium comprised of companies committed to diversity and inclusion. Union Bank is a member of the Mitsubishi UFJ Financial Group (MUFG, NYSE:MTU), one of the world’s largest financial organizations. Visit www.unionbank.com for more information.
thoughtleaders
Religion: A Window Into Culture By Chaplain Colonel Robert Bruno U.S. Air Force Academy Chaplain, The United States Air Force Academy in Colorado Springs
54
54
Pro f iles in D iversi t y J ourna l
M Ay / j u n e 2 0 11
▲
W
hat do the Wailing Wall in Jerusalem, the Buddhist shrine in Chang Mai, Thailand, the Blue Mosque in Istanbul and St. Peter’s Basilica in Vatican City have in common? They are four different expressions of religion, a common denominator that has developed within four distinct cultures. Religion and culture share many things in common, e.g., a history, tradition, customs, etc. So a visit to the Blue Mosque in Istanbul reveals the intersection of an Arab culture deeply influenced by Islam, whereas the intersection in St. Peter’s Basilica exhibits a European culture deeply influenced by Christianity. Though all four of these cultures have a record of the presence of other faith traditions in their history, each reveals one influence predominating over the others. In the United States, that prevalence is Christianity. Just think of the numerous hot button issues that have occupied much public debate in both past and present political discourse. One would be hard put not to find a foundational Christian touchstone in any of them. Prohibition, civil rights, public education, the theory of
“Some might argue that American society is religiously conflicted.”
evolution vs. intelligent design, and public educational curriculum easily come to mind. Every one of these issues touches upon one or more underlying Christian principles that make the rhetoric of their discourse more passionate and their resolution more complex. At the United States Air Force Academy, the Chaplain Corps has launched a new religious respect program that seeks to broaden the awareness of our nation’s religious diversity. Beyond the traditional faith groups of Catholic, Jewish, Orthodox and Protestant traditions are the minority Buddhist and Islamic traditions plus the secularist, atheist, Earth-Centered and freethinker constituencies. A quarterly newsletter is emailed to cadets, faculty and administration identifying the high holy days of each constituency, plus reference websites and staff points of contact for further information. The purpose is to facilitate a greater awareness of the religious diversity within the community and to advance the discussion of that diversity in respectful dialogue. As America continues its forward
march into the 21st century, interested readers in this topic should monitor at least two developments that will impact the future direction of religious influence in America. First, an increasing attention is being paid to the emerging diversity of non-mainline and minority religious constituencies. Second, there is a growing advocacy that seeks to reduce the role of any religious tradition in public legislation or policy. That this discussion takes place at all is itself a window into the cultural importance of things religious. Some might argue that American society is religiously conflicted. I would argue that religion and culture will continue to intersect each other. One thing is certain: religion remains a dynamic player in contemporary American society. I believe it will continue to be so for the foreseeable future. To that extent, religion will provide a window into the culture of our great nation. PDJ Chaplain Colonel Bruno is the U.S. Air Force Academy Chaplain, United States Air Force Academy. In his capacity, he advises the Superintendent on all matters of religion, ethical concerns, morale and quality of life impacting 4,000+ cadets, 230+ cadet basics, 1,900 active duty Airmen and all assigned personnel.
SEE IN US WHO YOU ARE
At New York Life we believe that people’s differences can be their greatest attributes. We recognize that employees’ unique qualities often lead to innovation, positive change, and a more productive and dynamic workplace.
For more information about a career with New York Life visit us at www.newyorklife.com/diversity NEW YORK LIFE. THE COMPANY YOU KEEP.® © 2010 New York Life Insuranace Company, 51 Madison Avenue, New York, NY 10010 EOE/M/F/D/V
Celebrating
Asian-Pacific
American
Heritage Month May* is Asian-Pacific American Heritage Month, a celebration of Asians and Pacific Islanders in the United States. We wondered what unique challenges and experiences diversity leaders of Asian-Pacific Islander descent may have experienced in their careers, and asked for their thoughts and opinions about leadership, diversity, and mentoring. Many are first-generation immigrants, and not surprisingly, their unique cultural experiences give them a personal insight into the importance of having a diverse and inclusive workforce. * The month of May was chosen to commemorate the immigration of the first Japanese to the United States on May 7, 1843, and to mark the anniversary of the completion of the transcontinental railroad on May 10, 1869. (The majority of the workers who laid the tracks were Chinese immigrants.).
Amar Panchal •
CEO
Akraya, Inc. Headquarters: Sunnyvale, California Website: www.akraya.com Primary Business: IT Staffing and Managed Solutions Annual Revenues: $32.5 million Number of Employees: 220
Education: MBA degree in Information Systems from Symbiosis International; BS in Computer Science from the University of Pune, India What I’m Reading: Drive: The Surprising Truth About What Motivates Us, by Daniel Pink My Philosophy: Every day should count. I try to do something significant or learn something new each day that propels me forward. Interests: I am a big fan of sports (hiking, running, skiing, wind surfing), currently preparing for a triathlon and I love spending time with my family
56
Pro f iles in Div ersi t y J ourna l
M ay / J U N E 2 0 11
How do you define leadership? Leadership is the capacity to translate a vision into measurable steps and to motivate my team to scale those steps. Your team will take those steps if they understand your vision, see how they fit into achieving the vision and trust you to lead them with integrity and transparency. What is your most rewarding career accomplishment? While I value Akraya’s strong record of consistent growth, I’m thrilled that we’ve been consistently ranked amongst the Best Places to Work. What’s the worst mistake a leader can make? Resisting change! Now, more than ever, companies in all industries are faced with constant change. Leaders in many industries that did not embrace change found that they have been made obsolete. What was the best advice you ever received? During high school, my basketball coach always said You always miss the shots you don’t take. He taught me not to be afraid of failure. Once you overcome your fear of failure, life gets so much easier.
Celebrating Asian-Pacific American Heritage Month
Raj Gopal •
Executive Vice President, Head of Enterprise Risk Architecture
Education: BA, accounting; MS, finance What I’m Reading: Fault Lines, by Raghuram Rajan; The Information: A History, A Theory, A Flood, by James Gleick My Philosophy: If the sun will still rise in the morning, the item being fussed over is not that important. Interests: Playing guitar, singing and table-tennis
What is your most rewarding career accomplishment? Leading a team to successful completion of a very complex 2-year-long project, and most importantly, having members of that team still like each other after two years of weekly meetings! The project involved multiple business units, three internal information technology groups, three external vendors, and at its peak had more than 300 people involved. Even after many years, the pop of the champagne cork at the project completion dinner continues to ring in my ears. What’s the worst mistake a leader can make? Thinking that they always know what’s best. There is a tremendous amount to be learned from people who work for and with us. The trick is to foster an environment where the employees feel comfortable challenging
Chris H. Senanayake •
Bank of the West Headquarters: San Francisco, California Website: www.bankofthewest.com Primary Business: Banking Number of Employees: 9,900
the leader’s ideas in a respectful, constructive way. Conversely, there will be times when a leader will have to make a decision going against the advice of those around him or her. A good leader is one who knows which approach to take in a given circumstance. What was the best advice you ever received? A leader takes personal risk with every decision since that decision could prove to be suboptimal in retrospect.
VP, Chemical Development
Boehringer Ingelheim Headquarters: Ingelheim, Germany Website: www.boehringer-ingelheim.com Primary Business: Human and Veterinary Pharmaceuticals Annual Revenues: $17.7 billion Number of Employees: 41,500
What is your most rewarding career accomplishment? In 2010, I received the prestigious Siegfried Gold Medal Award for “innovative contributions toward efficient processes for the production of active pharmaceutical ingredients” in Switzerland. How do you define leadership? First you have to understand the strengths and weaknesses of the individuals on your team. You give new challenges to someone
Education: BS degree in Sri Lanka; MS at Bowling Green State University in synthetic chemistry; PhD, Wayne State University, 1987 What I’m Reading: I read leadership related books, science related books, chemistry journals and articles related to drug development and R+D productivity. My Philosophy: As a leader I want to foster diversity, honesty, respect, happiness, openness, effective communication, collaboration and engagement, in my teams. Interests: Playing tennis, walking, hiking and reading
who likes to be challenged, or who you know can take on more responsibility. And you help the one who struggle. Always look at the positive aspects of an individual rather than the negatives. Create a work environment where there is positive energy, where people feel inspired and motivated, where there is a can-do attitude at all levels, and where there is clarity of goals, honesty and integrity, and accountability. Also encourage teamwork, trust and collaboration. When people feel valued, they are more likely to live up to their potential, which in turn helps foster a winning team and positive culture. Good leaders also make it a priority to recognize and reward high performers. w w w.d ive rs ity jo u r n a l.c o m
M ay / J U N E 2 0 11
57
Celebrating Asian-Pacific American Heritage Month
Jirong Xiao •
Vice President, Chevron Oronite Company Chevron Corporation Headquarters: San Ramon, California Website: www.chevron.com Primary Business: Energy Annual Revenues: $167 billion Number of Employees: 60,000
Education: ScD, Chemical Engineering, MIT What I’m Reading: The Economist My Philosophy: It is not about what you have done. It is all about what difference you have made. Interests: Hiking, traveling, and skiing with the family
How do you define leadership? Inspire and lead the organization to make the impossible possible. It is not
Lisa Hu •
What is your most rewarding career accomplishment? Early in my career, a critical project was facing difficulties, with a high level of uncertainties in its outcome. People thought it would be too risky for a newcomer to take on the challenge. I took leadership of the project and worked with many great colleagues to turn the project around. Our technology and business have since changed that particular segment of the industry, resulting in higher quality and lower environmental impact products. Your cars no longer need an oil change every 3000 miles, in no small part because of what we did. What was the best advice you ever received? Don’t look for the assignments everyone wants because of perceived visibility and where the predecessor has done a great job. Look for the challenges no one is willing to take on but that could make a big difference if successful.
Vice President, Enterprise Analytics
Education: BS, microbiology, University of Florida; MPH, epidemiology, University of Illinois at Chicago What I’m Reading: Dr. Seuss books with my kids My Philosophy: Seize the day, live your life. Interests: Work and family
How do you define leadership? I define leadership as the ability to lead by example, to listen objectively to different perspectives and to have the vision that is required to motivate a team. The key is to guide diverse groups of talented people to a single destination successfully. What is your most rewarding career accomplishment? My team had two big successes last year. In one case, our analysis led to the creation of a program called Pharmacy Advisor, a new tool that our pharmacists use to help patients with chronic conditions better manage their prescriptions. I am also very excited about the work our team did last year on something we call our “pharmacy care economic model.” This is basically an analytical tool that explains the direct economic cost of the health problems that occur when patients with chronic conditions don’t take their prescription drugs. In both cases, 58
only what one has led the organization to achieve during his/her tenure, but also what the organization is able to sustain and improve after the leader has left.
Pro f iles in Div ersi t y J ourna l
M ay / J U N E 2 0 11
CVS Caremark Headquarters: Woonsocket, Rhode Island Website: www.cvscaremark.com Primary Business: Pharmacy health care Annual Revenues: $96.4 billion Number of Employees: 200,000
we started off pretty far outside the box in terms of the traditional approach to pharmacy research and wound up delivering new products that are contributing to the health of our pharmacy benefit plan members. What risks should a leader take? As a leader, you have to have faith in your instincts and in your team. You need to be willing to be take risks, and to tackle projects even when the ultimate solution isn’t obvious.
Celebrating Asian-Pacific American Heritage Month
Robert T. Chin •
Vice-President, Marketing Services
Education: BA, psychology, University of British Columbia; MBA, Dalhousie University
E. & J. Gallo Winery Headquarters: Modesto, California
What I’m Reading: Empowered, by Josh Bernoff My Philosophy: Enjoy what you do! Interests: Watching/playing all types of sports, all things tech
How do you define leadership? Leadership is many things, but at its core it’s about creating a vision, enlisting partners, communicating it at every opportunity, and executing that vision with excellence. Leaders are able to mobilize and motivate their team, develop them, and bring out the best for maximum results.
Website: www.Gallo.com Primary Business: Alcoholic Beverage Manufacturer/Marketer
What risks should a leader take? Intelligent risks could be a means to reap rewards both personally and professionally. However, under no circumstances should these risks ever come at putting the organization’s ongoing business operations in jeopardy.
that can be a detriment to a leader’s success. Leaders who micromanage not only risk de-motivating their team, but also creating an unproductive, unpleasant work environment. It’s imperative that a leader develop the trust in their team, and delegate as necessary.
What’s the worst mistake a leader can make? Micromanagement could be among the primary factors
What was the best advice you ever received? Be kind to anyone and everyone you meet.
Jivan Borja Datta •
Principal
Ernst & Young
Education: BA, University of Rochester; JD, American University, Washington College of Law; LLM in Taxation, University of Miami
Headquarters: New York City
What I’m Reading: Decision Points, George W. Bush; Decoded, Jay-Z
Website: www.ey.com
My Philosophy: Live for Today.
Primary Business: Audit, Tax, Transactions and Advisory Services
Interests: Family (wife and two boys), sports, and politics
Annual Revenues: $21.3 billion Number of Employees: 140,000
What’s the worst mistake a leader can make? The worst mistake a leader can make is to lose his understanding of the perspectives of the people he or she may be leading. How do you define leadership? Leadership, whether in a formal (set hierarchy or structure) or informal situation,
is demonstrated through day to day actions that establish a positive model both professionally and personally for others to follow and to live by. What was the best advice you ever received? The cream always rises to the top so don’t be afraid to take risks as long as you are confident in your abilities. w w w.d ive rs ity jo u r n a l.c o m
M ay / J U N E 2 0 11
59
Celebrating Asian-Pacific American Heritage Month
Mark Yuying An •
Vice President for Business Analysis & Decisions - Research
Education: PhD, economics
Fannie Mae
What I’m Reading: Drive, by Daniel Pink My Philosophy: Continue to do good work, learn from others, and things will work out. Interests: Reading
What is your most rewarding career accomplishment? As an economist scholar, I am most proud of my published papers. My most important piece of work is the complete characterization of log-concave and log-convex probability distributions has been widely used in statistics as well as in economics. As a practitioner in corporate America, I am most proud of the eight patents in the areas of home price modeling and mortgage credit risk analysis. At Fannie Mae, I created the Acquisition Credit Index, the TrunkBranch Repeated Transaction Index, the Comparable Analysis and Statistical Test (used in Early Warning Report), and the P Chart. Those analytics and tools are still used throughout the company today. What was the best advice you ever received? Be myself and be truthful to myself. We are all different. Not everyone will be as good a public speaker as President Obama. Not everyone will have basketball skills like Michael
Christine Suh •
Website: www.fanniemae.com Primary Business: Mortgage and Housing Finance Number of Employees: 7,000
Jordon. As an Asian American, it would be a wasteful effort to try to be someone else. I can be successful in life just being myself and being truthful to myself. How do you define leadership? Leadership is the ability to attract followers and team members to work together on a cause. Leadership is also the ability to foresee a direction before others do and set a vision for the team to do the right things, not just do things right.
Vice President & Deputy General Counsel
Fannie Mae Headquarters: Washington, DC Website: www.fanniemae.com Primary Business: Mortgage and Housing Finance Number of Employees: 7,000
What I’m Reading: The Paris Wife, by Paula McLain Interests: Cooking and traveling
Pro f iles in Div ersi t y J ourna l
How do you define leadership? Having the courage to do the right thing, even if it means challenging conventional wisdom or raising uncomfortable issues, and doing the right thing in a transparent manner. What’s the worst mistake a leader can make? Failing to admit a mistake and the limits of his or her own knowledge. A leader needs to have the self-confidence and poise to know when to reach out for help and how to quickly move forward when problems occur. What was the best advice you ever received? Choose to be happy. The right frame of mind makes all the difference.
Education: Stanford University, BA; UC Berkeley, Boalt Hall School of Law, JD
60
Headquarters: Washington, DC
M ay / J U N E 2 0 11
Celebrating Asian-Pacific American Heritage Month
Pauline Wing Fun Mak •
Tax Partner
Education: Master’s in business taxation, University of Southern California; BS in accounting and finance, California State University, Long Beach My Philosophy: Learning is a continuous process. It is important to learn about technical matters, but also to learn interpersonal skills, since we live and work in a diverse society. Interests: Cooking, gardening
How do you define leadership? A true leader is one who can elevate and bring about the best in others. True leaders also believe that their own success should be measured by the success they help others to achieve. What are some personal and/or professional sacrifices to being a leader? An effective leader is part of the team and always ready to pick up when a teammate needs help. This requires giving of one’s time, being genuinely interested in others, and looking beyond one’s own needs or the immediate task at hand. What was the best advice you ever received? I’ve received a lot of good advice throughout my career, but perhaps the best is to quote the facts and the rules, rather than the person who told you so.
David Pang •
KPMG LLP Headquarters: New York City Website: www.us.kpmg.com Primary Business: Audit, Tax, and Advisory Services Number of Employees: More than 21,000 in the United States
What risks should a leader take? Good leaders take a chance on others—they invest time in nurturing and developing other people. What is your most rewarding career accomplishment? Perhaps my proudest moment as a professional was being promoted to partner at KPMG LLP. It is always rewarding to know that your hard work and dedication have been recognized.
Advisory Partner KPMG LLP
Education: University of Maryland, College Park, BS in accounting, cum laude
Headquarters: New York City
What I’m Reading: Power: Why Some People Have It – and Others Don’t, by Jeffrey Pfeffer
Website: www.us.kpmg.com
My Philosophy: Find passion in what you really like to do and give it 110 percent. Take time to reflect, have an impact on others, and find an interest outside of work to enjoy.
Primary Business: Audit, Tax, and Advisory Services Number of Employees: More than 21,000 in the United States
What was the best advice you ever received? That it’s not about you! Life experiences come from speaking with others who can share what they’ve learned and help you on your journey. Find people you can trust and who will take a genuine interest in your personal and professional growth. My wife gave me this advice. How do you define leadership? I found my leadership style by focusing on my team and creating a culture
Interests: Watching my daughter grow up; long motorcycle/bicycle rides, and running
that inspires them to think bigger, allowing each individual to grow, intellectually and professionally. I communicate a consistent vision in a way my team can understand, as well as being open to their perspectives and ideas. What was the defining moment in your life in which you understood your leadership? I was thrust into a leadership role as a young manager, and made mistakes along the way. By the time I was in my mid-thirties, I came to understand I have to be open-minded to be an effective leader and to build teams that trust and rely on each other. w w w.d ive rs ity jo u r n a l.c o m
M ay / J U N E 2 0 11
61
Celebrating Asian-Pacific American Heritage Month
Jaydev Patel •
New York Life Insurance Agent
New York Life Insurance Company Headquarters: New York City Website: www.newyorklife.com Primary Business: Insurance Annual U.S. Revenue: $15.5 billion Number of U.S. Employees: More than 9,100 Education: Masters in chemistry, MS, University of Baroda, India What I’m Reading: Business Journals My Philosophy: Hard work with simple living. Interests: Traveling the world, photography
How do you define leadership? Leadership is earning the long-term respect and trust of your prospects and clients, and that comes through ethical and honest
Vikesh Nemani •
What I’m Reading: Eyewitness to Power, by David Gergen My Philosophy: Always give your best effort. Interests: Cricket, yoga, football and spending time with my family
How do you define leadership? Leadership is a process through which an individual can influence and motivate a group to accomplish their common goal. It is the ability to organize and optimize resources toward the attainment of a collective objective. A leader is someone who can clearly articulate a vision that inspires the people around them and motivates them to perform at a higher level. Effective leaders are genuine, resilient, respecting, engaged and optimistic. They act with integrity, respect other people and diverse opinions, and take responsibility. What was the best advice you ever received? The best advice I have received was from a partner at one of the Big Four accounting firms, who told me to always be genuine in life and to do what you love. Being genuine involves acting with authenticity and believing in what you do. People can generally assess whether or not you Pro f iles in Div ersi t y J ourna l
What is your most rewarding career accomplishment? Over the last 38 years, hundreds of clients have become part of my family as well as an extension of the New York Life family. And because of this, I achieved the highest honor of Council President, an honor bestowed annually on the New York Life agent with the nation’s highest sales and service achievements. In addition, all three of my children have joined and helped grow my business. When I am not here, they will continue the practice which I started for an additional 40 years and provide and guide the same clients who have became a part of my family over time Given the chance, would you do anything differently? Absolutely not. Considering where I came from and what I’ve accomplished, I wouldn’t change one thing.
Vice President, Private Client Group
Education: MBA in banking and finance
62
behavior, especially in the financial services industry. When your clients have complete confidence in you, they trust your reputation as a leader as well as the company you represent.
M ay / J U N E 2 0 11
RBC Wealth Management Headquarters: Minneapolis, Minnesota Website: www.rbcwm-usa.com Primary Business: Wealth Management Services Annual Revenues: $1.4 billion Number of Employees: Over 5,000
believe in the message you are trying to deliver, and can see through false motivations. Only when you are genuine will you be able to fully gain their trust. What’s the worst mistake a leader can make? Great leaders have an unrelenting focus towards their goals. However, at times they may become so engaged in attaining their objectives that they lose peripheral vision, not realizing what is happening around them.
Celebrating Asian-Pacific American Heritage Month
James V. Chin •
Partner, Member of Executive Board
Education: University of Georgia School of Law, JD; University of Georgia, BA, cum laude What I’m Reading: Why Your World is About to Get a Whole Lot Smaller: Oil and the End of Globalization, by Jeff Rubin My Philosophy: Life, and the practice of law, is not about wins and losses; it is about the relationships you develop along the way. Interests: My family and friends, fitness, golf, UGA sports (Go Dawgs!), good restaurants
What risks should a leader take? A few years ago, our firm hired a consultant to interview several of our most successful lawyers to determine what made them successful. One of the eight qualities identified was the willingness to take risks. That served as a great reminder that to achieve success, you have to risk failure. What are some personal and/or professional sacrifices to being a leader? A leader accepts responsibility, not just for successes, but also for failures. Someone once said that adversity does not build character – it reveals it. That’s true. When you want to see someone’s true character, watch how that person handles adversity, and especially failure. What is your most rewarding career accomplishment?
Dora Lim •
Robins, Kaplan, Miller & Ciresi LLP Headquarters: Minneapolis, Minnesota Website: www.rkmc.com Primary Business: Law Firm Number of Employees: 639
Developing and maintaining numerous close, trusted friendships with clients and contacts over the past 18 years. After making partner, the first congratulatory note I received was from a client whom I met on a case when I was a second year associate – the note was glowing with heartfelt praise. Although the case did not end as well as we had hoped, the integrity we brought to the process was most important.
General Manager, Sodexo Sodexo Headquarters: Gaithersburg, Maryland (North America) Website: www.sodexo.com Primary Business: Provider of Quality of Daily Life Solutions Annual Revenues: $8 billion (North America) Number of Employees: 125,000 (North America)
How do you define leadership? Leadership is the ability to bring together a diverse team so that they work effectively. Leaders energize and drive their teams to deliver on a shared vision, mission and values. It is about empowering others to act and overcome challenges and circumstances beyond one’s control. As a leader, I strive to role-model a path for team members to emulate in order to achieve the best outcomes.
Education: BS, food technology, University of the Philippines What I’m Reading: Winning, by Jack Welch; The 48 Laws of Power, by Robert Greene My Philosophy: “I am convinced that life is 10 percent what happens to me and 90 percent how I react to it. The only thing I can do is play the one string I have and that is my attitude. The remarkable thing is I have a choice every day regarding the attitude I embrace.” - Charles Swindoll. Interests: I enjoy travelling and spending time with family and friends, working out in the gym with my buddies, dining out, and simply having lots of fun.
What is your most rewarding career accomplishment? I am privileged to be one of the few Filipino American women in the field of operations, who is accountable for generating multi-million dollars in revenue. We have a track record of double digit growth and a successful, long-term partnership. This role has also allowed me to have the platform and credibility to mentor a very talented team. By providing an environment where successes and contributions are recognized, it is rewarding to see my associates fulfill their optimum career potential. w w w.d ive rs ity jo u r n a l.c o m
M ay / J U N E 2 0 11
63
Celebrating Asian-Pacific American Heritage Month
Sam Ho •
Executive Vice President and Chief Medical Officer
Education: Northwestern University, BA in sociology and Phi Beta Kappa; Tufts University School of Medicine, MD; University of California, San Francisco, Family Medicine Residency What I’m Reading: The 10 Laws of Enduring Success, by Maria Bartiromo My Philosophy: “Some see things and ask ‘why?’ I dream things that never were, and I ask, ‘why not’?” George Bernard Shaw. Interests: Vigorous exercise, world travel, healthy dining and cooking, music, reading, baseball
How do you define leadership? Leadership is so much more than competent management, and requires inspiration to others, a compelling vision, integrity and values, personal accountability, passion and compassion, focused discipline of thought, people and actions, and true trust in the team in order to enable extraordinary performance. What is your most rewarding career accomplishment? Working through several turnaround situations to achieve remarkable successes in two Fortune 500 companies, a public health department, and a start-up community clinic in a severe health manpower short-
Ashish Bharara •
Headquarters: Bentonville, Arkansas Website: www.walmartstores.com Primary Business: Retail Number of Employees: 2.1 million worldwide
Education: Bachelor of industrial engineering, Thapar University, India; MS, industrial and systems engineering, University of Florida What I’m Reading: Sam Walton, Made in America: My Story, by Sam Walton with John Huey My Philosophy: Never underestimate the value of sweat equity. Interests: Hiking with family and dog, books and articles about geopolitics/economics
Pro f iles in Div ersi t y J ourna l
Headquarters: Edina, Minnesota Website: www.uhc.com Primary Business: Health benefits management within a health and consumer services organization Annual Revenues: $87 billion
age area. These all confirmed that one could do well by doing good. What are some personal and/or professional sacrifices to being a leader? A leader must absolutely understand and translate the greater good or explain the why and not just the what and the how of what we do, day in and day out. Without the why, the personal and professional sacrifices can be even more formidable than they already are.
Vice President of Sourcing, Home and Hardlines, Walmart
WalMart Stores, Inc.
64
UnitedHealthcare
M ay / J U N E 2 0 11
What was the defining moment in your life in which you understood your leadership? During my engineering internship I recommended an equipment modification. Much to my surprise, the plant workers looked at me and kept doing what they were doing. So I asked for some tools and got to work. The next day, I was introduced to an apprentice who helped finish the job. I learned that you have to be willing to take the initiative and walk the talk if you want to be taken seriously as a leader. What is your most rewarding career accomplishment? I was charged with leading a team that was having difficulty understanding how it fit within the business. We started by focusing on our internal customer and geared our work to delivering ROI for the business. This provided functional clarity and drove engagement. The team members got motivated and delivered strong results. They were recognized not only for exemplary results, but also for the way that they achieved those results. I found personal satisfaction in seeing several members of that team advance into senior roles.
Celebrating Asian-Pacific American Heritage Month
Anthony Nguyen •
Senior Vice President, Care Management
Education: MD, MBA
WellPoint, Inc.
What I’m Reading: The Innovator’s Prescription, by Christensen, Grossman and Hwang
Headquarters: Indianapolis, Indiana
My Philosophy: Be the mammal among dinosaurs – evolve as fast as I can, trying to be that mammal who survives as the dinosaurs drop off.
Website: www.wellpoint.com Primary Business: Health benefits
Interests: Swimming and time with my three boys
How do you define leadership? The ability to influence others to challenge the status quo and to perpetually improve. By definition, a leader needs to be out at the front edge of things. That is both a dangerous and an exciting place to be. What was the best advice you ever received? I don’t know if it is as much a piece of advice as the example my parents set for me in how they lived their lives. They persevered past every obstacle and showed me what is possible if you work hard and try to excel. What’s the worst mistake a leader can make? Betraying their followers’ trust. Someone once said that it is better to be trusted than to be loved, and in business I believe that is very true.
Annual Revenues: $58.8 billion in 2010
Number of Employees: Approximately 37,000
What are some personal and/or professional sacrifices to being a leader? You are always “on stage.” Your words and demeanor at work and at home are being closely observed. What risks should a leader take? Go to work each day willing to get fired. Take calculated risks. If you don’t swing at strikes, you’ll never get a home run.
www.
.com
Supporting women leaders and the organizations that employ them.
You are always welcome to FOLLOW US AT:
twitter.com/mentorings
Nominate Your Women Executives and Browse Past Winners w w w.d ive rs ity jo u r n a l.c o m
M ay / J U N E 2 0 11
65
catalyst
www.catalyst.org Building Trust Between Managers And Diverse Women Direct Reports By Catalyst
T
rust between managers and direct reports is essential to forming productive workplace relationships, facilitating employee engagement, navigating the workplace, and improving overall performance across the organization. The immediate manager can help a direct report grow professionally to the benefit of the employee, work teams, the manager, and the company or firm. Those managers who successfully establish trusting relationships with direct reports will obtain optimal performance from their direct reports, enjoy greater team productivity, and realize personal satisfaction in their successful development of talent. However, diverse women, defined in Catalyst’s report Building Trust Between Managers and Diverse Women Direct Reports as those belonging to racial minority groups in North America, often face greater challenges than white women in forming trusting relationships with their managers. Among other factors, negative stereotyping and exclusion from influential networks can influence the ways in which diverse women experience workplaces and can limit diverse women’s access to trusting relationships. The report examines two dimensions of trust: • Disclosure: When a direct report communicates sensitive or personal information to her manager. • Reliance: The direct report’s ability to rely on her manager to take action on her behalf. The analyses, which include perspectives from both diverse women and white male managers, show that: • Diverse women’s disclosure with their white male managers is lower than white women’s. • Disclosure predicted engagement with the organization for diverse women, but not for white women. • Reliance for diverse women and white women is similar. However, diverse women’s perception of their ability to rely on their managers made no difference to their satisfaction regarding career advancement opportunities, while for white women it did. • White male managers may overestimate the level of trust in relationships with diverse women direct reports. Organizationwide efforts are needed to overcome barriers to building trust in relationships between white male managers and diverse women direct reports. Trust is not easily established or maintained when people are dissimilar or are in a workplace that is unwelcoming to diverse groups. Studies indicate that white male managers of diverse women, and 66
Pro f il es in D iv e rs i t y J ourna l
M Ay / j u n e 2 0 11
the direct reports themselves, have steeper barriers to overcome—including lack of consistency in managerial modeling of disclosure and low managerial awareness of diverse women’s lack of trust—in achieving trusting relationships and leveraging those relationships as compared with white male managers and white women direct reports. Managers often find themselves overwhelmed by work responsibilities, deadline pressures, and lack of resources. Discomfort and unfamiliarity with those from different backgrounds may inhibit managers in communicating effectively with all team members, and work pressures may then place diversity management low on the priority list. In addition, those from majority groups may find it challenging to give straightforward feedback to those who are different from them, and norms in organizations may also reinforce managerial lack of candor. If managers themselves fail to disclose—fail to communicate adequately—they are not acting as effective role models for their direct reports and are not doing their part to develop trusting relationships. Barriers diverse women must overcome in building trusting relationships with their managers that are external to the immediate manager-direct report relationship may include perceptions of negative stereotyping or double standards. This may stem from lack of access to mentors and powerful networks, lack of high visibility assignments, or perceived unfair career advancement processes. While everyone, from the human resources staff to managers at all levels to individuals themselves, has the power to influence the environment, Catalyst recommends that senior organizational leaders, in particular, take responsibility for creating more inclusive environments by: • Implementing career-monitoring programs. • Integrating diversity considerations into talent management processes. • Incorporating greater accountability into their organization’s diversity and inclusion efforts. PDJ
Founded in 1962, Catalyst is the leading nonprofit membership organization working globally with businesses and the professions to build inclusive workplaces and expand opportunities for women and business. With offices in the United States, Canada, and Europe, and more than 400 preeminent corporations as members, Catalyst is the trusted resource for research, information, and advice about women at work. Catalyst annually honors exemplary organizational initiatives that promote women’s advancement with the Catalyst Award.
FRESH
PERSPECTIVES, CREATED
DAILY. © 2011 Lockheed Martin Corporation
THIS IS HOW Diversity is more than a goal. It’s a necessity. When facing down the most important projects in the world, every idea counts. Every viewpoint matters. That’s why, at Lockheed Martin, we not only believe in diversity. We embrace it. Because diversity is the “how” that delivers the most innovative solutions to some of the most complex problems imaginable.
lockheedmartin.com/how
GLOBAL DIVERSITY
Re-evaluating Work-life Balance Strategies in an Inclusive World By Mary Martinéz Senior Leader Mercer
W
When work/life hit the corporate scene in a big way twenty plus years ago, it was all about making it possible for women to do it all— have a career and raise a family. Work/life balance is again top of mind, but the old solutions are no longer sufficient in the new world. It is time to re-evaluate. Here are questions you might find helpful as you review the approach to work/life balance in your organization. Work-life balance is more about the culture than it is about the programs that are offered. Is it acceptable in your organization to work part-time, in different places, on different time tables, using different methods or leadership styles? Can employees leave and return to the workforce or, perhaps, chart a different kind of career path that is not a straight ladder to the top? Are people’s careers derailed when they step out of the traditional mode of working? Are they perceived differently, as less loyal, less committed, less worthy of key assignments or promotions? Flexibility means more than flextime or telecommuting. It may mean actually redesigning the way work is done. Look at functional areas or specific jobs where attraction or retention is a particular issue: is work design a barrier to finding/keeping individuals in those jobs? In units with a poor record of retaining women or younger people, are there characteristics of the culture that might be unfriendly to work/life balance? For example, are meetings often scheduled at inconvenient times? Is putting out fires valued and rewarded more than avoiding them in the first place? Traditional work/life services, such as child care (espe-
cially emergency care), on-site dry cleaning, referral to elder care resources, and so forth can be very valuable if they are used. Have you received full value of programs you have in place? As your workforce has changed, are you offering the right services? Do you measure usage and satisfaction? How will your workforce be likely to change in the future, and will your services still be the right ones to appeal to new generations or other new populations of employees? Are services well-communicated? Good work/life balance programs leverage synergy with other initiatives. Are you thinking broadly about what you can include under the work/life umbrella? Have you sought linkages between work/life and other programs such as health and wellness, corporate responsibility (e.g., opportunities for breaks to do volunteer work), or company branding? To make work/life balance a reality, managers need training and coaching on how to create a positive, balance-friendly culture and implement work/life policies. Do managers know how to evaluate performance based on contribution rather than face time? Is competition among colleagues over-emphasized? Are requests for flexible arrangements from men or people without families given the same consideration as those from women with families? Armed with the answers to these questions, you will be well equipped to adopt or design work/life practices best suited to your organization’s business needs, to defend the investment in work/life programs, and, most importantly, to make a real difference to the organization’s performance. PDJ
“Good work/life balance programs leverage synergy with other initiatives.”
68
Pro f iles in D iversit y Journa l
M Ay / j u n e 2 0 11
Mary Martinéz is Senior Leader of consulting in Mercer’s Global Equality, Diversity, and Inclusion practice. She can be reached at mary.martinez@mercer.com.
advantage
corporate index BOLD denotes Advertiser
Abercrombie & Fitch www.abercrombie.com . . . . . . . . . . . 42
CSC www.csc.com. . . . . . . . . . . . . . . . . . . 46
PNC Financial Services Group, The www.pnc.com . . . . . . . . . . . . . . . 33, 34
AKRAYA, Inc. www.akraya.com. . . . . . . . . . . . . . . . 56
CVS Caremark www.cvs.com. . . . . . . . . . . . . . . . . . . 58
Raytheon www.raytheon.com. . . . . . . . . . . . . 15
American Express www.americanexpress.com. . . . . . . . 43
E. & J. Gallo www.ejgallo.com. . . . . . . . . . . . . . . . 59
RBC Wealth Mangement www.rbcwm-usa.com. . . . . . . . . . 40, 62
American Institute for Managing Diversity, Inc. www.aimd.org. . . . . . . . . . . . . . . . . . 16
Eastman Kodak www.kodak.com . . . . . . . . . . . . . . . 39
Robins, Kaplan, Miller & Ciresi L.L.P. www.rkms.com . . . . . . . . . . . . . . 50, 63
Ernst & Young www.ey.com. . . . . . . . . . . . . . . . . . . . 59
Royal Dutch Shell www.shell.com. . . . . . . . . . . . . . . . . . 7
ASAE:The Center for Association Management www.asaecenter.org . . . . . . . . . . . . . 44
Fannie Mae www.fanniemae.com. . . . . . . . . . . . . 60
Sodexo www.sodexo.com . . . . . . 3, 35, 36, 63
Fifth Third Bank www.53.com . . . . . . . . . . . . . . . . . . . 20
Springboard Consulting LLC www.consultspringboard.com. . . . . . 70
Bank of the West www.bankofthewest.com. . . . . 17, 57
Halliburton www.halliburton.com. . . . . . . . . . . . . 47
Thurgood Marshall College Fund www.thurgoodmarshallfund.net. . . . . 41
BDO USA, LLP www.bdo.com . . . . . . . . . . . . . . . . . . 45
KPMG LLP www.kpmg.com. . . . . . . . 20, 30, 31, 61
TWI Inc. www.twiinc.com. . . . . . . . . . . . . . . . . 14
Blue Cross Blue Shield of North Carolina www.bcbsnc.com . . . . . . . . . . . . . . . 5
Lifetime Healthcare Companies, The www.lifethc.com. . . . . . . . . . . . . . . . . 72
U.S. Air Force Academy www.usafa.af.mil. . . . . . . . . . . . . . . . 54
Lockheed Martin Corporation www.lockheedmartin.com . . . . . . . 67
Union Bank N.A. www.unionbank.com. . . . . . . . . . . . . 52
ManpowerGroup www.manpowergroup.com . . . . . . . . 21
UnitedHealth Group www.unitedhealthgroup.com. . 64, 71
Marsh Inc. usa.marsh.com. . . . . . . . . . . . . . . . . 48
Vanguard www.vanguard.com. . . . . . . . . . . . . 53
Booz Allen Hamilton www.boozallen.com. . . . . . . . 19, 26, 27
McDonald’s Corporation www.mcdonalds.com. . . . . . . . . . . . . 21
Verizon www.verizon.com . . . . . . . . . . . . . . 13
Catalyst www.catalyst.org. . . . . . . . . . . . . . . . 66
Mercer LLC www.mercer.com. . . . . . . . . . . . . . . . 68
Walmart www.walmart.com. . . 64, Back Cover
Chevron www.chevron.com. . . . . . . . . . . 51, 58
New York Life Insurance Company www.newyorklife.com. . . . . . . . 55, 62
Chrysler Group LLC www.chryslergroupllc.com . . . . . . . . . . Inside Front Cover, 1, 28
OfficeMax, Inc. www.officemax.com. . . . . . . . . . . . . . 32
Warrensville Developmental Center www.odmrdd.state.oh.us/residential/wdc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Army and Air Force Exchange Service www.shopmyexchange.com. . . . . . . 18
Blue Cross Blue Shield of Florida www.bcbsfl.com . . . . . . 19, 23, 24, 25 Boehringer Ingelheim USA www.us.boehringer-ingelheim.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Communicating Across Cultures www.craigstorti.com. . . . . . . . . . . . 10-11
Oliver Wyman Group www.oliverwyman.com . . . . . . . . . . . 49 Pacific Gas and Electric Company www.pge.com . . . . . . . . . . . . . . . . . . 22
Waste Management, Inc. www.wm.com. . . . . Inside Back Cover WellPoint, Inc. www.wellpoint.com . . . . . . . . . . . . . . . . . 12, 23, 29, 37, 65
w w w.d ive rs ity jo u r n a l.c o m
M Ay / j u n e 2 0 11
69
My turn
The New EEOC Regulations For Disability And The Americans With Disabilities Act By Nadine Vogel President, Springboard Consulting LLC
T
The E q ua l E m p l o y m e n t Opportunity Commission (EEOC) has issued its final revised Americans with Disabilities Act (ADA) regulations in order to implement the ADA Amendments Act of 2008 (ADAAA). The regulations are designed to simplify determining who has a disability and shift the focus of employers from deciding whether the individual has been discriminated against to whether the individual needs an accommodation. These regulations will become effective in May 2011. Some employers are concerned that these new regulations will mean that virtually everyone will be considered disabled. Though not nearly that dramatic, many more individuals will now be able to request accommodations from their employers under the ADA. The ADAAA and the final regulations keep the ADA’s definition of the term “disability” as: • A physical or mental impairment that substantially limits one or more major life activities; • A record (or past history) of such an impairment; • Being regarded as having a disability. However, the ADAAA contains significant changes in how those terms are interpreted such as: • Employers should focus on accommodations, as opposed to questioning whether someone is disabled. • Mitigating measures including medicine, other treatments, and prosthetic devices must be set aside in analyzing whether an individual is disabled. • “Major life activities” includes “major bodily functions,” such as functions of the immune system, normal cell growth, and brain, neurological and endocrine functions. 70
Pro f iles in D iversit y Journa l
M Ay / j u n e 2 0 11
• Coverage is extended to individuals with episodic impairments or conditions in remission, if the impairment would substantially limit a major life activity in an active state. Temporary impairments are protected. As under the original ADA, not all impairments constitute a disability but those that are include: HIV infection, diabetes, epilepsy, Autism, blindness, post-traumatic stress disorder and bipolar disorder. Now more than ever, employers should focus on reasonable accommodation, and on whether an individual with a physical or mental condition is otherwise qualified to perform essential job functions. Employers should reassess their job descriptions, job qualification standards, and their reasonable accommodation process—something many employers don’t have. The same goes for all forms of tests and testing procedures including physical ability tests, which may adversely impact persons with disabilities, or at the very least require accommodation upon request. Now more than ever, documentation is key, as is training. If a supervisor fails to recognize an employee’s request for accommodation, the employer may well be liable—even absent evidence of intentional discrimination. If you need 24-hour turnaround on your most pressing ADAAA and accommodations questions, then subscribe to Springboard’s ADA Hotline. Contact us at 973-813-7260 x102 or email us at info@consultspringboard.com to inquire about the hotline, tool kits, training and more. PDJ Nadine Vogel is President of Springboard Consulting LLC. Springboard (www.consultspringboard.com) is considered a global expert; working with corporations, governments and organizations on issues pertaining to supporting the disability community in the workforce, workplace and marketplace. She is also the author of DIVE IN: Springboard into the Profitability, Productivity and Potential of the Special Needs Workforce.
YOUR INDIVIDUALITY
>
YOU KNOW
UNLEASH YOUR IDEAS, AND MAKE YOUR MARK. At UnitedHealth Group, diversity isn’t just a corporate buzzword. It’s the way we work, and it comes through in everything we do. From the high-performing people we hire, to the health care services we provide, we advocate the possibilities of unique thinking. Our mission is to help people live healthier lives and every day, our efforts bring the advantages of the largest single proprietary network of physicians, hospitals, health facilities and caregivers in the United States to millions worldwide. Our employees have diverse cultural backgrounds, beliefs, perspectives, and lifestyles but they all have one thing in common - their ability to excel. UnitedHealth Group is a diversified health and well-being company whose 80,000 + employees are helping to heal the healthcare system every day with a greater dedication to Integrity, Compassion, Relationships, Innovation & Performance. A goal with this kind of magnitude requires the brightest, most forward-thinking minds around. We have them here. And they’re making a difference. Make your mark of distinction at greaterthancareers.com or from your mobile phone at workatuhg.com.
Connect with us: facebook.com/uhgcareers
twitter.com/uhgcareers
bitly.com/uhglinked
Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V.UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment.© 2010 UnitedHealth Group. All rights reserved.
youtube.com/uhgcareers
last word
Cracking The New And Improved 21st Century Glass Ceiling By Marie Y. Philippe, PhD Corporate Vice President, Culture and Organizational Effectiveness The Lifetime Healthcare Companies
O
On April 12, we were once again reminded of Equal Pay Day. According to the National Women’s Law Center, American women who work full-time, year-round are paid only 77 cents for every dollar paid to their male counterparts. African-American women make only 62 cents, and Hispanic women only 53 cents, for every dollar earned by white, non-Hispanic men. How can that be true in a time when the media sells us the success of so many women? If you ignore some key government leadership roles, the truth is that only a dozen Fortune 500 companies are run by women CEOs. Has the ceiling been cracked? Yes, some. However, sluggish progress suggests that an adaption of the rules is taking place. Many of the proven approaches that have pushed some women through the glass ceiling may no longer be sufficient as levers for incremental change for the future. Have you or someone you know tried to break that ceiling with the traditional hammers: getting that MBA, securing influential mentors, asking for the toughest assignment nobody else wanted, working ungodly schedules, putting work ahead of family no matter what, etc.? What can women do? It may be time for the new rules to be better understood. Maybe, but what are the rules? Here are some tips that may increase your chance for answers, while keeping gainful employment in the process. Get safety in numbers. Identify a group of hardworking women who have their credentials and proven track records in order but have unsuccessfully
used the traditional hammers. Arrange a dialogue with the CEO. Prepare very well, with the same zeal and seasoned strategy you use when doing your best work. Carefully craft an agenda that screams the constructive desire to understand the company’s career growth rules from its ruling god. Practice the role each woman will play during the conversation. Practice how the statistics and anecdotal information will be presented. Be clear about who is the point person on each topic, from who is most qualified to present historical trends, salary gaps, etc., to who will take notes on what topic. Plan on having a series of meetings before you begin to understand the rules as they are. Test the rules that you are being told. Be aware that you may be fed some lines to appease you. Remain mentally agile to test, observe, record and report any disconnect you experience. Above all, remain calm. Frustration due to impatience may at times show up unexpectedly if emotions are not kept in check. The big rule for finding the rules is to stay true to yourself and to stay on task. Be prepared to accept that the rules may change as soon as you know the rules. There is no telling when that glass ceiling will be broken. One thing is certain: unless some women are willing to pioneer new ideas, pushing hard for change, that glass ceiling can become concrete. Then what? PDJ
“Be prepared to accept that the rules may change as soon as you know the rules.”
72
Pro f iles in D iversit y Journa l
M Ay / j u n e 2 0 11
Marie Y. Philippe, PhD, is well known for her leadership contribution in corporate culture transformation through strategic diversity initiatives and organizational change management. She can be reached at marie.philippe@lifethc.com.
DIverSIty IS the WAy Diversity & Inclusion at Waste ManageMent
Diversity Is All Around Us
We Do BuSIneSS.
Building a great career is like building great vehicles. It starts with technological innovation is matched only by our belief in the
At Waste Management, we work together to protect the Earth. Just as our planet contains diverse populations, our workforce reflects it too. Maximizing our employees’ unique perspectives, experiences research, development, and experience. At Chrysler, our history of and principles, allows us to help communities,people businessesthat and individuals progressive drive us forward. See how you can progress on their sustainability journeys. become part of a movement of the future. It’s as bright as you make it. It also makes us the leading provider of integrated environmental solutions in North America. Visit wmcareers.com to learn more.
Building Great Careers www.chryslercareers.com
MAY/JUNE 2011
PROFILES IN DIVERSITY JOURNAL
Kudos Not Criticism
12.95 U.S.
$
maY / JUNE 2011
Developing the leaders of tomorrow. Providing opportunities to learn, grow and advance. Making a difference in our community.
Visit us at www.walmartstores.com to learn more.
The “Spark” Design (
), Walmart and Save Money. Live Better. are marks and/or registered marks of Wal-Mart Stores, Inc. ©2011 Wal-Mart Stores, Inc., Bentonville, AR.
www.diversityjournal.com
At Walmart, diversity is the doorway to opportunity, growth and excellence. Inclusion is the key that unlocks that door.
VOLUME 13 • NUMBER 3
Spark opportunity
plus
Perspectives ThoughtLeaders Tackling Tough Problems Asian-Pacific American Heritage
www. d i v e r si ty j o u r n a l . co m