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Volume 3, Issue 4


NCAL Kaiser Permanente Latino Association—Intercambio Newsletter

The 35th Annual National Diversity Conference lived up to its theme: Diversity Excellence: A 21st Century GAME CHANGER. Some of the nation’s foremost experts in areas of diversity entertained, informed and challenged the conference participants with a robust agenda wrapped around the transformational magic that takes organizations from ordinary to exceptional.

Inside this issue: KPLA Banquet




Chapter Events


Leadership Diversity 8 ERGs


Enable ERGs


Latina Mental Health


KPLA for You


PIXAR Save the Dates

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Game Changers are the ah-ha moments where you see something others don’t. The conference offered plenty of opportunities for participants to learn game changer characteristics: simple to adopt, meaningful in value creation, actionable from theory to practice, relational in understanding the power of people and relationships, transformational in results and scalable in velocity and sustainability in mind.* According to our leaders present, Raymond J. Baxter, PhD, Charles Columbus, Ronald Copeland, MD, George C. Halvorson, Jack Cochran, MD, Bernard J. Tyson, and John August, just to mention a few, we can collectively affect the outcomes of health care in the 21st Century by being an indus-

GAME CHANGER - BERNARD J TYSON, NEXT CHAIRMAN AND CHIEF EXECUTIVE OFFICER OF KAISER PERMANENTE, INSPIRING KPLA MEMBERS TO LEVERAGE DIVERSITY AS A STRATEGIC BUSINESS ADVANTAGE. try leader that understands and embraces the unique needs of our members and communities and the diverse health care landscape of the country. Food for thought: The registration website stated that, “Diversity excellence is a journey to which we are committed in order to provide the nation with a new vision of what health care can achieve and how health care can be affordable, backed up with our own evidence to support that vision.” *Myatt, M. (2012). 6 Steps for Creating a Game Changer. Retrieved from mikemyatt/2012/04/26/how-greatleaders-create-game-changers/


NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4


2012 KPLA Hispanic Heritage Scholarship Banquet

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NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

NOVEMBER 2012 Page 3

WANT TO SEE MORE BANQUET PHOTOS? WHERE ARE THEY? Follow the directions below Log into or Sign up for KP Idea Book at and join the KPLA Group to view all of the KPLA Annual Hispanic Heritage Awards and Scholarship Banquet photos.

NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

NOVEMBER 2012 Page 4

On Behalf of the KPLA Executive Board, please congratulate our 2012 Signature Honorees, 2012 Visión con Pasión Award Recipients and 2012 Scholarship Winners.























KAISER PERMANENTE LATINO ASSOCIATION SCHOLARSHIP AWARDS Maria Cardenas UC San Francisco Nursing Timothy Cereceres Samuel Merritt University Family Nurse Practitioner Adrian Espinosa UC San Francisco Family Nurse Practitioner Mayela Gutknecht UC San Francisco MA Nursing

Maite Medina UC Los Angeles Nursing Melina Plasencia CSU Sacramento Nursing Gabriela Valencia UC San Francisco Nursing Nidia Varela Cristales Samuel Merritt University Nursing Vanessa Gutierrez DeAnza College Nursing

Roxanna Torres CSU Sacramento Health Care Admin Erlinda Ulloa Stanford University Medicine Alexis Buz San Joaquin Delta College Biomolecular Engineer Zaira Chavez UC Los Angeles Biology Fabiola Gutierrez UC Berkeley Biology

Yvette Alcala UC Berkeley Extension Biology Jose Hernandez CSU Monterrey Bay Health Human Services Gabriella Herrera Harvard University Neurobiology Axana Rodriguez-Torres UC Davis Neurobiology Diana Moreno UC Berkeley

NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

NOVEMBER 2012 Page 6


KPLA Executive Board Hosts Dinner for our Banquet's Graphic Artist Team when our CEO, George Halvorson, stops by for a surprise appearance!

Congratulations to NCAL KPLA - Recognized as Top 5 Finalist: U.S. Hispanic Chamber of Commerce ERG Summit in September. Pictured left to right: Melissa Aboytes, NCAL KPLA Vice President, George Halvorson, Kaiser Permanente CEO, Berta Alicia Bejarano, NCAL KPLA President, Edgar Quiroz, National Diversity Work Force Director - KPLA Executive Advisor. United States Hispanic Chamber of Commerce, the USHCC continues to recognize the growing importance and value of corporate Latino employee resource groups (ERGs). Latino ERGs are increasingly demonstrating that they have an impact on Latino employee engagement, community outreach, insight into Latino-owned business and most importantly, contributions to the achievement of business goals.

KPLA REGIONAL PROGRAM OFFICE HEARTWALK In honoring KPLA's Day of Service Events....September 13, 2012 - KPLA Regional Program Offices Chapter participated in the annual "Heart Walk" in partnership with the American Heart Association! Fantastic event! BRAVO! Funds raised were $1,300.00!

NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

NOVEMBER 2012 Page 6


SANTA ROSA KPLA KEEP the FAITH Team participated in Light the Night

$5,676.44 was raised for this event - 10/6/2012

Members of the KPLA South San Francisco Chapter participated In the 10th Annual National Hispanic Heritage Month Celebration held at the War Memorial Community Center. Volunteers handed out information on Diabetes, High Blood Pressure, Children Nutrition, and Tested for BM*I. Seen above, Betty Gonzalez, Co-president South San Francisco KPLA.

Lighting the night walking downtown Santa Rosa, CA.

SRO KPLA Volunteered at Family Wellness Festival and added four members to SROKPLA Pictured left to right: Gabriel Rippee, Elizabeth Rippee, Rose Garcia, Kathy Squires, Yolanda Ayala, Lisete Silva and Zachary Browne.

Lori LaBlue, holding the Kaiser Permanente sign.

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NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

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THE CHANGING FACE OF AMERICA REQUIRES MORE DIVERSITY IN EXECUTIVE LEADERSHIP BY GLEN LOPIS, FORBES MAGAZINE CONTRIBUTOR African Americans, Asian Pacific Islanders, and Hispanics made up over a third of the US population in 2010 and the numbers continue to rise. The population of two of those groups, Asian Pacific Islanders and Hispanics, are growing at approximately 8 times the rate of the white population. And one of those groups, the majority minority Hispanics, will represent 30% of the U.S. population alone by 2050. And with this population growth comes increased economic impact. Indeed, Hispanic purchasing power will be an estimated $1.2 trillion as early as 2012. In short, we are becoming an increasingly diverse nation at a faster and faster rate. But American business leaders – and Americans in general – remain in denial about the implications of these facts. A recent Pew Hispanic Center study found that 74% of those surveyed could not name an important Hispanic leader in the U.S. At the leadership level itself, the Census Bureau reports that white men overwhelmingly dominate boards of Fortune 500 companies, holding more than three quarters of all

seats. Women hold 15.7 percent of board seats and minorities hold 9.8 percent of board seats. And Fortune 500 boards are less diverse than Fortune 100 boards. Approximately one-half of Fortune 500 company boards have 20 percent or less representation of women and minorities. Minorities and women are underrepresented at the leadership level, and as a result, Americans are not aware of the few leaders that have reached high levels in business. And without such representation, how will companies develop an authentic awareness of the new consumer markets? But the myopia does not stop there. Companies, deprived of a diversity of leadership, lack the imagination and innovation to market to these fastgrowing populations, and are falling further and further behind the global competition.

A recent 2011 study by Forbes Insights, “Fostering Innovation through a Diverse Workforce,” found that, Respondents in Asia were more likely to see a link between diversity and innovation. In the APAC region, 56% “strongly agreed” with this notion, compared to 48% in the Americas and 41% in EMEA. “In Asia Pacific, we’re focused on leveraging diverse skills in growth markets and getting better gender representation in senior management,” explained Niki Kesglou, head of diversity and inclusion, Asia Pacific, for financial services firm Credit Suisse. The study notes further that, The basic formula for diversity is rapidly evolving. It is no longer simply a matter of creating a heterogeneous workforce, but using that workforce to create the innovative products, services, and business practices.

Pew Hispanic Center: Did You Know? 18-24 year-old Hispanics enrolled in college exceeded 2 million for the first time. Hispanics are now the largest minority group on the nation's four-year college campuses. Hispanics also made up almost 25% of all public elementary school students. KPLA Supports and Collaborates with the Hispanic Scholarship Fund to have a college degree in every Latino Household. The Hispanic Scholarship Fund is the nation’s largest not-for-profit organization supporting Hispanic higher education. Founded in 1975, HSF provides American families with the financial and educational resources they need to achieve a college education and help America be more competitive. To date, HSF has awarded over $360 million in scholarships and has supported a broad range of outreach and education programs to help students and their families navigate collegiate life, from gaining admission and securing financial aid to finding employment after graduation. HSF Mission Increase the number of Hispanic college graduates by providing scholarships and assistance to students and their families.

NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

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WHAT YOUR RESOURCE GROUPS ARE NOT TELLING YOU Q: I’ve been giving our current diversity advisory council some thought, and it prompted a question that I’d like to get your perspective on. Have you seen companies utilize their resource-group leaders as diversity advisory-council members? A: As resource groups have matured, they have literally earned a place at the table. That table, increasingly, is the executive diversity council. We’ve heard from a number of companies that they are creating rotational spots on their executive diversity councils for one to three resource-group leaders. These spots usually last two years (although we’ve seen one- to four-year terms), and in some cases, the resource-group leaders are not voting members of the councils. When executive compensation is directly tied to company-wide diversity goals set by the council, the resource-group leaders usually are excluded

from that. For more on resource-group leadership and selection, read DiversityInc’s exclusive resource-group research. Their purpose on the council is twofold; they give the council insights into the middle layers of the organization and specific insights from their own affinity groups, which are incredibly valuable in determining business-related strategies to reach more employees, customers, investors and suppliers from these groups. The council experience is also a major talentdevelopment initiative for the resource-group leaders and exposes them to interactions with the senior-most executive in the company. Kathryn Collins, vice president of associate recruitment and inclusion and diversity, JCPENNEY, explains more about resource-group structures in the video at We started asking the ques-

tion of what percentage of The DiversityInc Top 50 Companies for Diversity has resource-group rotational positions on their executive diversity councils in the 2011 survey. The answer was 34 percent. We expect to see that percentage increase this year. The percentage of CEOs of DiversityInc Top 50 companies who meet regularly with resource-group leaders (defined as specific smallgroup meetings, not speaking engagements to large audiences sponsored by resource groups) is 88 percent, twice what it was five years ago. So you see specifically where the trend is and why. You can get more information on this from our diversity web seminar on diversity councils, featuring IBM and JCPENNEY, and our recent roundtable on diversity councils, featuring KPMG, American Express and Aetna. For more on the benefits of resource groups, [go to the website and]

read How Kraft Increased Promotions of Women in Sales by 39%. In the roundtable, Kraft’s Vice President of Diversity Jim Norman explains how resource groups not only helped the company increase its retention of Black, Latino, Asian and women employees but also promote more women into its management ranks.

NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

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Increasingly, the roles and responsibilities of employee resource groups (ERGs) in organizations must transition from social networks to thinktank type groups that directly impact the business. The changing face of America’s workforce demands it. It is an opportunity that will allow the voices of employees to be heard and the power of diverse thinking to influence the new ground-rules that will define the workplace of the future; its workforce, clients and consumers. ERGs that serve only as social networks will do little to strengthen the voices and identities of those who must represent the leadership of America’s future. For ERGs to transition into think-tank type groups requires consistent participation, with active members that remain engaged to advance its mission to impact the business. ERGs must become smarter about defining what they are ultimately trying to accomplish for themselves and the business, and then create a metric to enforce accountability to assure their objectives are being measured and attained. ERGs are only as effective as the overall commitment of their members and the incremental benefits they receive for their participation. ERGs must view themselves as a formidable advancement platform for talent and business development activity. They must be focused on defining a value proposition that is more strategically aligned to seeing and seizing business innovation and growth opportunities that are

directly related to one’s cultural, gender, sexualorientation and societal identity. ERGs must become more deliberate in how to enable unique thinking into different points of view and perspectives that translate into solutions to meet corporate growth objectives and initiatives across channels, brands and business units. Beyond the call of duty to impact and influence organizational business goals, ERGs must remain continually focused on building a talent pipeline, increasing representation and inclusiveness (that includes expanding the role of executive sponsors), and advancing their employer of choice efforts. To address these issues and others, ERGs are now being utilized to advance affinity awareness and best practices via crosscollaboration amongst ERGs within the organizations they serve and externally with other organizations – so that collectively and together ERGs can advance their goals and objectives. Consider these two questions as you and your organization make the commitment to enable your ERG into a powerful advancement platform where talent and business development interconnect and build upon one another: How can your ERG better influence growth and unlock opportunities for business by giving its members a voice? How can your ERG be more strategic about how to positively impact the recruitment, engage-

ment and building of a workplace culture that is most favorable to the changing face of America and that represents the fastest growing workforce communities? Here are 7 ways to turn ERGs into powerful advancement platforms: 1. ERG members must trust themselves and each other to most effectively lead and work together. This will increase engagement and collaboration, expand cross collaboration with other ERGs inside and outside of the organization, and elevate best practices. 2. Your ERG must define the value proposition for its existence and how performance will be measured and monitored. This will help further define the business case for diversity and how your organization’s talent pipeline and business development efforts will be heavily influenced by the rapidly changing face of your workforce, clients and consumers. 3. Your ERG must serve as a cultural competency engine to fuel better intelligence for the executive team. Members must become “thought leaders” and their voices must be given the opportunity to be heard to help cultivate business innovation and growth opportunities. 4. Your ERG must expand its Executive Sponsorship and accountability roles. Executive sponsors must become more active, informed and engaged to help your ERG become an advancement platform. Equally, mentoring

opportunities and protocols within the ERG must be more clearly defined. Sponsors and mentors are critical to define the impact and influence of the ERG as a group and for its members to get discovered and their voices heard. 5. Your ERG must commit itself to educating those members whose affinity may be different – whether it be cultural, gender, sexualorientation or societal identity – than the rest of its members in the ERG and from those within other ERGs and throughout the organization. When all employees feel comfortable, it enables them to perform at their highest levels outside their ERG. 6. Your ERG must be able to define and cultivate strategic relationships internally and externally with key groups and individuals whose expertise and voices help accelerate ERG goals and support business growth outcomes. 7. Your ERG must become a part of corporate governance to assure the utmost levels of accountability and compliance from its members and executive sponsors. This assures that your ERG assumes greater responsibility to corporate growth and talent development. Employee resources groups have become a “hot-topic” in corporations as new global business models require the representation of a more diverse talent pipeline in director level and senior executive management roles. In the United States alone, 54% of the population will be minority by 2050. (edited for space)

NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

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Health at The Chicago School of Professional Psychology, which runs a mental health awareness campaign called Te Escuchamos. The campaign aims to reduce the stigma of mental health issues and provide resources for Latino teens. They also host workshops and trainings in the community for parents and teenagers to learn about mental health.

When Norma Villalobos, 34, was a teen, she felt like she didn’t fit in. Her parents were born in Mexico and she was born in the U.S. She had a traditional Mexican upbringing. “It sets you apart from the rest of your classmates,” she says. She became depressed and developed an eating disorder. “I always wanted to fit the American ideal of being thin.” She felt like she couldn’t talk to her parents because they didn’t understand her. “If I was crying, they would say would say ‘stop with the craziness.’” Villalobos experienced what is common for many young Latinas. Latina adolescents must not only deal with typical teenage problems, they must also navigate the role of their ethnicity in their identity. Their rates of depression and suicide are high. According to the U.S. Department of Health and Human Services, in 2011 suicide attempts for Hispanic girls, grades 9-12, were 70% higher than for White girls in the same age group. Latinas in the United States had the highest reported rates, with 21 percent having seriously considered suicide, according to CDC.

Alyse Long, 26, a Domestic Violence counselor at Cook County Hospital in Chicago, says cultural competency is key in addressing this issue. “If you don’t understand their worldview or if you ignore the issues in their culture, they won’t come back,” she says. She feels that some populations are being left out because of cultural barriers. Villalobos, for instance, experienced this kind of obstacle when she spoke to a counselor when she was a teen. “He spoke to me as if I were a white male,” she says. The good news, however, is that the mental health field is becoming more and more focused on cultural competency. Long chose to pursue a Masters in Psychology with a Specialization in Latino Mental Health because she felt passionate about the cultural disparity and wanted to make a difference. She says, “I see more programs on multicultural education and the incorporation of culture into assessment and treatment. More people are getting excited about cultural competency.” Long also works with the Center for Latino Mental

A nonprofit in New York called Comunilife has also started a program called Life is Precious to prevent suicide in young Latinas. The program combines individual and group counseling, arts therapy, academic support, and nutritional and fitness activities. Psychiatric services are provided by partnering clinics. According to their website, no Latina teen has completed a suicide attempt from the start of the program and 100 percent of the girls are being promoted to the next grade on time. The rate of advancement to the next grade level was only 50 percent prior to the program. The amount of research in this field is also improving. Dr. Luis H. Zayas, for instance, a prominent figure in the Latino mental health field, has done extensive research on the cultural factors in suicide behavior among Latinas. In June of this year, the University of California Davis Center for Reducing Health Disparities also announced the results of a comprehensive, two-year study that “details barriers to access and utilization of mental health services among Latinos in California and offers

their solutions for reducing mental health-care disparities.” These are only a few examples. While in graduate school, Villalobos chose to write her dissertation on female body image and is now a social worker who works with middle school children in Los Angeles, 99 percent whom are Latino. Villalobos has taken her own difficult experiences and used them for the betterment of her community. Understanding the bicultural reality of these young women is essential in addressing their mental health. As more programs are specifically geared to improving Latino mental health, and as more Latinas are becoming educated and giving back to their communities, the rates of depression and suicide will likely decline. Erika L. Sánchez is a poet and freelance writer living in Chicago. She graduated Phi Beta Kappa from the University of Illinois at Chicago, was a recipient of a Fulbright Scholarship to Madrid, Spain, and holds an MFA in Creative Writing from the University of New Mexico. She is currently a book reviewer for Kirkus Reviews and a contributor for The Huffington Post, AlterNet, and Mamiverse. Her poetry has appeared or is forthcoming in Pleiades, Witness, Anti-, Hunger Mountain, Crab Orchard Review, Hayden’s Ferry Review, Copper Nickel, and others. Her nonfiction has appeared in Jezebel, Ms. Magazine, and American Public Media.

NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

NOVEMBER 2012 Page 12

KAISER PERMANENTE RANKED AMONG LATINA STYLE MAGAZINE’S BEST COMPANIES FOR LATINAS TO WORK FOR IN THE UNITED STATES OAKLAND, Calif. — Kaiser Permanente has been ranked No. 7 on the LATINA Style 50, LATINA Style Magazine’s annual list of the 50 Best Companies for Latinas to Work for in the United States. The organization has moved up three spots from No. 10 on the 2011 list. The survey, now in its 15th year, is a comprehensive evaluation of corporate America’s appreciation for the value of diversity in the workplace and identifies the organizations that are providing the best career opportunities for Latinas. More than 800 companies participated in the survey. Each company was evaluated on several criteria, including number of Latina executives, mentoring programs, Latina board members, employee benefits, women’s issues and affinity groups. “We are extremely proud of our long-standing reputation

as a great place to work for diverse professionals,” said Chuck Columbus, senior vice president and chief human resources officer. “It is an honor to once again receive this important recognition, which underscores Kaiser Permanente’s appreciation for cultural differences and the value our employees bring to the organization.” Kaiser Permanente was featured in the August issue of LATINA Style magazine, alongside a profile of Latina executive Irene Chavez, senior vice president and area manager of the San Jose (Calif.) Medical Center.

“The beauty of Kaiser Permanente’s culture is that diversi-

ty is absolutely valued,” said Chavez. “I’m proud to be a Latina living the American dream, working with the health care delivery system that is best positioned to deliver the best, highest quality care today and in the future.” This is just one of many accolades Kaiser Permanente has received for diversity excellence this year. In April, Kaiser Permanente received Diversity MBA Magazine’s inaugural “Hall of Fame” award for its continued commitment to institutional diversity and inclusion in the workplace. In June, Kaiser Permanente was named a “Leader in LGBT Healthcare Equality” by the Human Rights Campaign for its commitment to equitable, inclusive care for LGBT patients and their families, who can face challenges in

accessing adequate health care. In addition, Kaiser Permanente is involved in a number of initiatives to further workforce diversity, including hosting the National Hispanic Corporate Council Member Meeting and CEO Forum which was held in October in Berkeley, Calif. The LATINA Style 50 Companies will be honored on Feb. 7, 2013, during the publication’s Diversity Leaders Conference at the National Press Club in Washington, D.C.


NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

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WHAT CAN KPLA DO FOR YOU? Building personal and professional relationships is important. KPLA offers numerous programs to assist employees with common backgrounds or orientations connect and network. KPLA activities are concentrated on: Career development Employee education, training and preparation for professional interviews Employee recruitment and retention Community involvement and activities Meeting Kaiser Permanente Diversity Business needs

How to access the KPLA Home Page: Log in to My HR Be sure you are inside the Northern California Region Click on the KP and Me Tab Click on the Diversity link on the left side of the page Under Multicultural Staff Associations, click on KPLA Latino Association How to access and join KPLA Idea Book: Click on the following Link: (or type into browser address line) How to access the KPLA Facebook Page: Log in to Search for: Kaiser Permanente Latino Association Like the Page How to Access KPLA Docushare file resources (Chapter Officers ONLY): Click on the following Link: View/Collection-85232 (or type into browser address line) watch?v=uhPrctWYzF8

Center for Hispanic Leadership features a powerful video message. The following video is an example that clearly defines the business case for diversity, please view!

African Americans, Asian Pacific Islanders, and Hispanics made up over a third of the US population in 2010 and the numbers continue to rise. The population of two of those groups, Asian Pacific Islanders and Hispanics, are growing at approximately 8 times the rate of the white population. And one of those groups, the majority minority Hispanics, will represent 30% of the U.S. population alone by 2050. And with this population growth comes increased economic impact. Indeed, Hispanic purchasing power will be an estimated $1.2 trillion as early as 2012.

How Hispanics Describe Themselves

NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4

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Dia De Los Muertos -- the Mexican holiday (which translates to Day of the Dead) that celebrates and honors the deceased -- is getting the Pixar treatment. At CinemaCon in April, the animation giant announced “Toy Story 3”

director Lee Unkrich will take on the project as a follow-up to his billiondollar grossing Oscar winner. Little else is known about the film except its arrival time: “Dia De Los Muertos” (working title) is scheduled to hit theaters in 2015.



nfortunately, many companies miss the mark when advertising to Latinos. Usually it’s because corporate decision-makers are not paying close enough attention to their Hispanic marketing efforts. They simply don’t understand or carefully consider Hispanic cultural nuances when planning their outreach efforts. Whether they are Spanish translation errors or subtle (sometimes not-so-subtle) cultural misinterpretations, these marketing mishaps are a waste of advertising dollars, often requiring additional investment to “clean up the mess” and start fresh with a whole new campaign to reach this market segment. Some classic gaffes from the

past: When “translated” into Spanish, the Dairy Association’s astoundingly successful “Got Milk?” advertising campaign asked Latino consumers “Are you Lactating?” During the Pope’s visit to Miami, a local T-shirt company printed shirts that read, “I saw the Potato” because in Spanish the article “the” can be either masculine (el papa) or feminine (la papa); on the T-shirt they used the feminine, which describes the tuber rather than the head of the Catholic Church! In the late 1970’s Braniff Airlines tried to promote their all-leather interiors by translating the English slogan “Fly in leather.” Unfortunately, the literal translation invited Spanish-speaking passengers to “Fly Naked.”

The lesson businesses should take away from all these examples is clear – when looking for employees whose job responsibilities include serving the Hispanic community, make sure you find individuals who are truly bilingual and bi-cultural. The same goes for outsourcing your marketing and advertising efforts. It is not only knowledge of the language, it’s understanding the differences in meaning that are specific to a particular country or region. Even more critical is a deep understanding of the culture: knowing what to take into consideration prior to developing a piece of communication, being aware of what could be offensive or otherwise misinterpreted, and

having the cultural awareness to find alternative solutions. Even if this represents a higher investment in personnel for your company, believe me, it will be more than worth it.

Juan Tornoe has worked for more than 15 years on the media, agency and client sides of the marketing and advertising industry, with experience in copywriting, strategy development, media buying and consumer research, Juan is an expert marketer with a passion for serving the Hispanic community.

NCAL Kaiser Permanente Latino Association—Intercambio Newsletter Volume 3, Issue 4 NOVEMBER 2012

Newsletter Editor: Shira Wight Phone: 8-441-3139 (tie line) Phone: 415-444-3139 KP San Rafael Medical Center KPLA Newsletter articles may be submitted electronically by email to: Shira

SAVE THE DATE Save the dates!

KPLA & KPAAPA Proudly Hosts Thursday, January 17, 2013

Mar 15 KPLA Officer Retreat and Service Awards

Meet and Greet Kaiser Permanente’s New

Chief Diversity Officer Ronald Copeland, MD Page 15