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Also Featuring … Front-Runner Allen Thomas of Deloitte • Perspectives • Catalyst Report

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

Volume 11, Number 1 January / February 2009 $ 12.95 U.S. $


Most Influential African Americans in Business

January / February 2009 • VOLUME 11 NUMBER 1

Better health care, thanks to you. Visit us online at wellpoint.com/careers and wellpoint.com/diversity Contact us at diversityrecruiting@wellpoint.com EOE

®Registered Trademark, WellPoint, Inc. ©2008 WellPoint, Inc. All Rights Reserved ®Registered Trademark, DiversityInc Media LLC


At WellPoint, you can be addressing tomorrow’s health care issues, today. Significant issues, like being culturally sensitive and meeting the health care needs of the Native American and Alaska Native communities. WellPoint educates and enables associates through comprehensive diversity training to create solutions that improve health care and the quality of life for all of the communities we serve. Working to better people’s lives is not something you do every day. But it can be – at WellPoint.

Recruiting and Retention

Learn from the Experts

Dear Mr. President

Advice for Barack Obama, Leader to Leader


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notebook editor’s notebook W editors notebook

2009. Amazing times, indeed.

We begin 2009 with extremes. A new, positive, can-do political attitude abounds, while an uncertain, pessimistic feeling about the economy simmers just below the surface. And still, we see a certain resilience in those of you who are committed to advancing diversity in your organizations. And we are committed to sharing your stories on these pages.

James R. Rector PUBLISHER

Cheri Morabito


Damian Johnson


For example, this is our Recruiting and Retention issue; peppered throughout the magazine are special features, reports, and opinions from our Perspectives columnists about a topic of newly critical importance, given the state of the job market. We also have a special feature we’ve been referring to internally as ‘Leader to Leader’. We invited business leaders to give advice to President Obama; you can read what they have to say starting on page 18. Our Front-Runner is Deloitte’s CDO, Allen Thomas. And we celebrate Black History Month by exploring the advice and thoughts of 25 Influential African American Leaders in Business.

Laurel L. Fumic

Read what these leaders have to say, and don’t hesitate to communicate and share your stories with us in the coming year.

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.

Editor Speaking of communication, we are proud to present the Profiles in Diversity Journal 2008 Diversity Leader Award to the following companies and businesses who have taken the time in 2008 to share their voices and stories with our readers. We recognize and celebrate these leaders who have a lot to say about diversity, and have said it in three or more issues in 2008! Their experiences in the world of Diversity and Inclusion serve as a beacon to others, and this award serves as a proclamation of their own commitment to diversity. Congratulations!


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

KPMG LLP Lockheed Martin Corp. MGM MIRAGE New Jersey DEP New York Life Ins. Co. PepsiCo Pfizer Inc Pitney Bowes Inc. Reliant Energy Inc. Rohm and Haas Company Shell SHRM Sodexo UnitedHealth Group Wal-Mart Waste Management, Inc. WellPoint, Inc. January/February 2009

O verseas C orrespondent

Jason Bice



Commentaries or questions should be


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11 O







Aflac AIMD Allstate ArvinMeritor, Inc. AXA Equitable Bank of America Bank of the West Bausch & Lomb The Boeing Company Burger King Corporation Catalyst Chevron Comcast Deloitte Eastman Kodak Ford Motor Company Hallmark Cards, Inc. Ivy Planning Group, LLC

Alina Dunaeva


Cheri Morabito



of serv ice


table of contents

Volume 11 • Number 1 January / February 2009


Leader to Leader

Profiles in Diversity Journal asked a simple question: ”If you had the opportunity for a one-on-one meeting with Barack Obama, what advice would you give him as he begins his term as President?”


Front-Runner Deloitte’s Allen Thomas Chief Diversity Officer and National



Dear Mr. Pres


18 Special Feature





Managing Partner, Partner Services

In the 1960s, Allen Thomas was a young black child growing up in an all-white neighborhood in Brooklyn, New York. Joining Deloitte in 1982, Thomas intended to stay for a couple of years and then move on. He’s been there ever since.

25 Influential African Americans in Business


On the Cover 25 Influential African Americans in Business 2009


We celebrate Black History Month with a look at these 25 leaders that have made their mark in the business world and use their influence to help develop strong and talented teams and organizations.

50 Special Feature

Recruiting and Retention With hundreds (thousands?) of resumes coming across HR desks every year, in this job market it is clear that finding and keeping high-talent, high-performance employees is critically important to the bottom line. We asked eight executives to share their formulas for recruiting and retaining their most important asset.


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January/February 2009

50 50


recruiting retention

contents departments

2 Diversity Leader Award 2  008 Recipients

6 Momentum Diversity Who, What, Where and When

10 Catalyst W  ork-Life Effectiveness: Better for Business, Better for Employees

58 MicroTriggers



L earn about the Upcoming MicroTriggersÂŽ Workshop







8 T  houghts Through the Office Door ‌ by Carlton Yearwood, Waste Management, Inc.

12 From My Perspective by David Casey, WellPoint, Inc. 14 Viewpoint by Melanie Harrington, AIMD 16 My Turn by Shirley A. Davis, PhD, SHRM 32 Human Capital by Felix Verdigets, PhD 54 Business Navigation b  y Gregory P. Smith, Chart Your Course International 60 Last Word by Marie Y. Philippe, PhD Prof iles in Div er s it y Jou r na l

January/February 2009


momentum momentum who…what…where…when

Roberts Elected Corporate VP at Bausch & Lomb ROCHESTER, N.Y.—Bausch & Lomb announced today that its Board of Directors has elected Susan A. Roberts as a Roberts corporate vice president. She is the company’s chief compliance officer, having been named to this post in 2006, and heads the global pharmacovigilance and safety surveillance groups. Roberts joined Bausch & Lomb in 1995. She holds a JD cum laude from the Albany Law School of Union University.

Kelly Services Promotes Corona to Coo TROY, Mich.— Kelly Services, Inc. has appointed George Corona as executive vice president and chief operating officer. Corona Corona will have responsibility for all of Kelly’s regions and operating units, including the Americas, APAC, EMEA, and the Outsourcing & Consulting Group. He will also have responsibility for Global Sales, Account Management, Service, and Marketing. “George Corona’s proven leadership and operations experience fully prepare him to help Kelly move forward as a united organization,” said Carl Camden, president and chief executive officer.


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

Ferguson Named Vp Of Human Resources at Heifer International LITTLE ROCK, Ark.—Leesa Ferguson, with more than 20 years of experience in senior human resources, marketing Ferguson and communications roles, has been promoted to VP of Human Resources at Heifer International. Ferguson joined Heifer in 2003 as Director of Internal Communications. “With programs to end poverty and hunger and to care for the earth in 53 countries, it is essential to our mission to recruit, develop and retain dedicated and talented people around the world,” said Steve Denne, Chief Operating Officer for Heifer. “We’re pleased to have Leesa continue to lead us in this critical area and offer her diverse range of experience, talent and vision.”

2008 Careerfocus Eagle Award for Outstanding Leadership Achievement Overland Park, Kansas— The National Eagle Leadership Institute® (NELI) and CareerFOCUS Magazine™ presented the CareerFOCUS Eagle Award™ to 16 corporate leaders at the 16th Annual CareerFOCUS Eagle Awards Gala. The CareerFOCUS Eagle Award is one of corporate America’s highest accolades in executive leadership achievement. It recognizes Black/ African-American and Hispanic/ Latino professionals who excel in both corporate and community leadership.

January/February 2009

Mandel Appointed Coo of Neal, Gerber & Eisenberg CHICAGO— Neal, Gerber & Eisenberg LLP partner and general counsel Miranda (“Randy”) K. Mandel has been Mandel appointed Chief Operating Officer of the Chicagobased law firm. In her new role, Mandel will have the primary responsibility for internal management issues and will continue in her separate role as the firm’s general counsel.

Wal-Mart Foundation’s $12.5 Million Letter of Credit to Expedite Construction of Martin Luther King, Jr. National Memorial Washington, D.C.—The leadership of the Washington, D.C. Martin Luther King, Jr. National Memorial Project Foundation, Inc. announced today that Wal-Mart Stores, Inc., through the Wal-Mart Foundation, has provided a $12.5 million letter of credit which will expedite the beginning of physical construction of the memorial. The Wal-Mart Foundation’s latest effort is in addition to the $1 million donation it made in 2005. The generous support provided by Wal-Mart allows the Memorial Foundation to obtain a construction permit from the National Park Service (NPS) to begin construction of the Martin Luther King, Jr. National Memorial.

National Grid Names New Vp of Inclusion and Diversity

WellPoint Names New Consumer Business Leaders

Waltham, Mass.—Nereida Perez has been appointed National Grid’s first vice president of Inclusion and Perez Diversity. Prior to her current role, Perez served as KPMG LLP’s chief diversity officer. She has more than 15 years experience in leading and implementing human resources and diversity initiatives at the national and international levels.

INDIANAPOLIS—WellPoint has announced the appointment of Rajeev (Raj) G. Bal as senior vice president and president, Individual Business. In his new position, Raj will be responsible for the Individual Business across WellPoint’s 14 Blue Cross/Blue Shield brands.

INDIANAPOLIS —WellPoint has announced two new leaders in Individual Business. Keith J. Evans has been named VP and general manager/West Market with P&L responsibility for Individual Business in California, Nevada and Colorado. Evans brings a strong strategic Evans background to his new role, having led a number of enterprise initiatives focused on achieving profitable growth throughout his career at WellPoint. Anand Shukla has been named vice president, Individual Administration, and will focus on analytics, Individual Business reporting, process improvement and developing short and long term Shukla growth strategies.

WellPoint Names Santiago VP of Procurement & CPO

Wellpoint’s Adatiya Named Vp of Business Support

WellPoint Appoints Bal to SVP & President, IB

INDIANAPOLIS —WellPoint has named Anthony (Tony) Santiago vice president of Procurement and chief procureSantiago ment officer. Santiago brings extensive experience from the pharmaceutical industry, leading global teams in procurement and finance. He had been highly successful in leading major companywide change initiatives, during his previous 30-year career at Bristol-Myers Squibb.

INDIANAPOLIS—Farzana Adatiya will be joining Senior Business as the vice president of Business Support. Farzana has been with WellPoint since 2002 and brings a strong business process redesign and strategic planning background to her new role. For the last year and a half, she has served as the regional vice president, Business Development and chief of staff to the president of Blue Cross of California.

AXA Equitable Promotes Gray-Walker to Senior VP, Diversity and Inclusion


NEW YORK­— AXA Equitable Life Insurance Company has promoted Tracey Gray-Walker to senior vice president, Diversity

and Inclusion. Gray-Walker, who was appointed chief diversity officer in March 2008, is responsible for driving efforts to foster a diverse and inclusive environment within all of the company’s business units. She also advises and supports executive management on diversity and inclusion goals, develops relationships with diverse professional organizations for talent acquisition, and measures progress on the company’s inclusion initiatives.

Fisher Now Vp of Diversity Initiatives & Analysis, Wal-Mart Stores, Inc. BENTONVILLE, Ark.—Fenimore Fisher has been promoted to vice president, Diversity Initiatives and Analysis. In this role, Fisher will assume responsibility for the diversity goals program and contractor compliance. In addition, Fisher will continue to be responsible for the Employment Practices Advisory Panel and employment analysis.

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


January/February 2009


thoughts through the office door…

“Diversity”and “Inclusion” Should Not Be Used Interchangeably By Carlton Yearwood Chief Ethics and Diversity Officer Waste Management, Inc.


The 757 aircraft leveled out at 37,000 feet, comfortably easing into that soft, soothing rhythm large planes have when moving quickly in clear weather. Flying eastward in early evening, we were hurrying the day’s sunset, and a few golden rays still faintly streaked the window. With no one in the adjoining seat, I had a peaceful, private space that encouraged closed-eye thinking. The prior hours included time with other CDOs jawboning a lot of issues, but by day’s end the meeting had regressed to a verbal tennis match of sorts. We were a bit tired, and our reasoning reflected our fatigue. One camp lobbed evidence of how diversity and inclusion were “failing” in corporate America. Others volleyed with more examples how diversity and inclusion were “succeeding” as never before. Strangely, the same examples sometimes supported divergent conclusions. I pondered why the session had taken a turn to emotional extremes. I was surprised how we carelessly drifted to talking about diversity and inclusion almost interchangeably, all to the detriment of the dialogue we should have been having. We know better. Yet we can become so entangled with the words we use, and too casual with how we use them. In my reckoning, the baseline on diversity in business is substantially better today. Yes, there’s room to improve. But, by and large, our companies now vie for wide representation of ethnicity, gender, age, and ability throughout the workforce. Officer ranks are beginning to more accurately reflect that profile. On many occasions, the makeup and representation of just a 20-person corporate board is deliberated even more than an entire workgroup profile. Marketing programs reach out to target minority audiences. Lists and rankings attest to a healthy competition for recognition. Robust and effective diversity training is pretty much the norm in major corporations. And, for

the most part, numbers on the page provide documentation that things are indeed going well, or at minimum getting better. We have a black President for crying out loud; doesn’t that speak to progress? But the state of affairs around inclusion is, I believe, more open to question, at least in my mind. Perhaps that’s because numerics, as we know, are just one part of evaluating our progress here. There’s more ambiguity about how successful we are at the end of the day. I know I find myself second-guessing how well I’m reaching out to engage people in our company’s culture, decisions, and spirit. It’s one thing to have a menu of initia-

We can become so entangled with the words we use, and too casual with how we use them.


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January/February 2009

tives inviting everyone to participate. It’s another matter how engaged individuals actually become. Building an atmosphere of confidence, excitement, and energy is the real evaluative measure. And many times it’s the small things that are important here, not an organization-wide program. With my plane now ambling speedily in a comforting night sky, I pushed my seatback down, eyes still closed but thinking more positively. I was no longer considering degrees of success or failure in our diversity world. Instead, I started to measure ways to extend a friendly outreach to some people for whom I hadn’t taken the time to do so. “Want to join me for coffee?” took on a whole, new inclusive meaning. PDJ

Waste Management, Inc. is the leading provider of comprehensive waste and environmental services in North America. The company is strongly committed to a foundation of financial strength, operating excellence, and professionalism.

At Vanguard, diversity is about more than color.

At Vanguard, we know diversity is more than just labels or gender or the color of someone’s skin. We believe in an unwavering commitment to inclusiveness that resonates through every level of our team. Diversity at Vanguard means: • Respecting the variety and differences among people across all communities and creeds. • Putting programs in place to foster connection in the workplace—including monthly awareness activities, diversity councils, and training activities for everyone from senior management to new hires. • Partnering with national professional organizations representing minorities and women. • Actively recruiting and promoting a diverse workforce. Most importantly, we value our employees for being themselves and for what they contribute. Because in an environment that champions the unique value of each individual, diversity represents unlimited potential.

To learn more

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

Vanguard is an Equal Opportunity Employer. Vanguard, Connect with Vanguard, and the ship logo are trademarks of The Vanguard Group, Inc. © 2009 The Vanguard Group, Inc. All rights reserved.


Work-Life Effectiveness: Better for Business, Better for Employees


By Catalyst

IN THE LAST TWO DECADES, dramatic changes have redefined the workplace. In addition to globalization and new technologies, organizations now grapple to maintain long-term sustainability and success in economically turbulent times. Employees struggle to innovate and maintain quality and productivity in the face of increasing demands while also sustaining meaningful lives at home. At the same time, employees have become more diverse in work styles, values, perspectives, and experiences. Catalyst has advised many global corporations and firms on how to shape cultures that work for both employees and the organization. Our counsel is based on a sophisticated approach we call Work-Life Effectiveness (WLE). WLE advances the historic practice of flexibility from a request for “me” to an organizational tool for “us.” It simultaneously benefits employees and businesses by identifying pragmatic solutions that engender sustainable high performance and agility. This new approach is explored in two guides exclusively sponsored by Exxon Mobil Corporation as part of Catalyst’s Making Change series. Making Change—Beyond Flexibility: Work-Life Effectiveness as an Organizational Tool for High Performance explains the framework and concepts of WLE and shows organizations how to incorporate WLE into business strategies. Making Change—Beyond Flexibility: Creating Champions for Work-Life Effectiveness highlights the critical role leaders play in creating WLE culture and describes how they, along with managers, employees, and human resources practitioners, can become WLE champions. Recent Catalyst research has found that both women and men around the world value a fit between life and work and a workplace that fosters support for doing an excellent job. These employee values were ranked above compensation and advancement opportunities, indicating the importance of


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effective talent management to employees. At the same time, businesses are constantly seeking new ways to achieve and maintain quality, productivity, and innovation. WLE addresses both demands.

What Is WLE? Many organizations already support workplace flexibility as a means to recruit and retain talent, to enhance employee commitment and satisfaction, and to increase employee productivity. But as currently practiced in most organizations, flexibility has not been leveraged to its full potential. Flexibility is still seen as an individual accommodation, executives are perceived to work continuously, and workplace “heroes” continue to be those with few limitations on their time or accessibility. In this context, employees are expected to spend the majority of their time working together in an office during so-called “traditional” work hours while, increasingly, working additional hours as well. Today’s workforce needs and expects more. Talented employees expect their work to add value to the business and they will not work to the exclusion of the other priorities in their lives; they want to work smart and be recognized for their contributions. At the same time, today’s consumers expect more. Consumers expect products to be ready now, customized to their needs, and created using environmentally friendly practices. Meeting these employee and consumer expectations requires a paradigm shift in management and opens an exciting window of opportunity. Catalyst’s work-life effectiveness (WLE) approach responds to that window of opportunity. WLE is built on a mutually beneficial partnership between businesses and employees that aims to identify solutions to common challenges such as lack of business agility, team inefficiencies, and employee burnout. Understanding that WLE is a management tool—rather than a burden—is fundamental.

Table 1 details the differences between flexibility as it is typically practiced and Catalyst’s WLE approach.

Table 1: Differences Between Flexibility and Work-Life Effectiveness Flexibility as Typically Practiced

Work-Life Effectiveness

 ocuses on the short-term—how to respond to F current work demands.

Focuses on the long term—how to support agility and sustainable performance.

Focuses on individual work solutions.

Focuses on team solutions and coordination.

Is an accommodation for the few.

Is a tool for all employees.

Alternatively disempowers or entitles employees.

 ncourages managers and employees to develop E solutions together.

Values time spent.

Values results and effectiveness.

 egards employee needs, interests, and concerns R about burnout as obstacles to accomplishing work.

 Uses employee needs, interests, and concerns about burnout as a catalyst for creatively redesigning work.

Focuses on managing employee schedules.

 ocuses on managing for strong performance and F employee sustainability.

WLE creates an agile work environment that can respond to changes in business needs quickly, creatively, and efficiently. At the same time, WLE provides employees with the control they need to

work smarter, to address their non-work priorities, and to be resilient and effective. At its essence, WLE enables strong performance—for individuals and organizations—over the long term. PDJ

Founded in 1962, Catalyst is the leading nonprofit membership organization working globally with businesses and the professions to build inclusive workplaces and expand opportunities for women and business. Visit Research & Knowledge at www.catalyst.org to download free copies of this and other Catalyst reports. While there, visit the Catalyst E-News sign-up page found under Newsroom to begin receiving our monthly email updates. Prof iles in Div er s it y Jou r na l

January/February 2009


from my perspective…

So, What’s It Really Like to Work Here? No, Really? By David Casey


Chief Diversity Officer and Vice President, Workplace Culture WellPoint, Inc.

Every day seems to bring more headlines of America’s corporate stalwarts handing out pink slips. So why are we talking about recruitment and retention now? Because there are still jobs to be filled and key talent to be retained. In an economic environment where more than 2 million jobs have been lost over the past year, every opportunity to recruit or retain essential talent becomes ever more critical. Has a new or potential employee ever asked you what it’s really like to work at your organization? How do you answer that question? Do you quote verbatim the bullet points from the latest recruiting brochure? Do you think that’s all they really want to know? Is that all you really wanted to know when you started? The average candidate is more than capable of reading the virtuous merits crafted by creative copywriters, but more often than not what is really being sought after are the unwritten rules for success in your organization. The policies, practices, and procedures that fuel the stories told in the hallways and at the water coolers. In other words, the company’s culture. These are things that get discussed at all levels in a company. While this article is not meant to serve as a formal culture audit, the following are questions that can serve as a catalyst for starting a dialogue with company leadership. • Who gets the plum projects and promotions and why did they get them? • What are the sacred cows that are off-limits? • Do people stay because there are no other jobs in the market or do they really want to be here? (If it’s the former, think about the drain on productivity!) • What has happened to people who have gotten on the boss’ bad side? • Is it really okay to speak up if you disagree with the boss or the team?


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January/February 2009

• Who are the power brokers that can get things done with little more than a phone call or e-mail? • Who should I network with and whom should I stay away from? These kinds of Q&As are probably not going to show up on your recruiting web site, but these are what interest people. One of the worst things you can do is pretend these issues don’t exist, because they define your company’s culture. Your organization has a discernable culture that has either been methodically planned or has taken shape on its own. As you think about your ability to recruit and retain diverse talent, decide if your company’s culture simply “talks the talk” or if it actually “walks the walk.” The term “diverse” transcends the commonplace components of race and gender; it speaks to characteristics like background, education, age, and approach to problem solving, among other things. When you or your company look at potential/current talent, is individual success based on real qualifications? Or is advancement based on the candidate’s ability to conform to the traditions and conveniences that have commandeered your company’s culture? It takes some honest and courageous conversations (and self-evaluations) to get to the level of transparency needed to understand how your company’s culture impacts your ability to get and keep talent. Let’s face it—being over-staffed in today’s challenging economic environment is probably not an issue. The need to maximize your human resources has never been more acute. There is no better time than right now to assess your culture at all company levels. There are many tools and partners to assist should you not have the internal resources. It can be daunting, so start small. It may be as simple as stopping every now and then and listening at the water cooler. PDJ

David Casey is a native of Indianapolis, Indiana having graduated with honors from Indiana Wesleyan University with a BS in Business Administration. He brings over 20 years of experience in talent management and strategic diversity management to his role at WellPoint.

CHEVRON, the CHEVRON HALLMARK and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. Š 2008 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,

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

January/February 2009



What is Your Diversity Management Recession Strategy? By Melanie Harrington


President American Institute for Managing Diversity, Inc.

We are headed for a year of difficult times and uncomfortable uncertainty. In the midst of so many unknowns, where should organizations spend limited resources? Presumably your organization is one of the many that has developed, or is developing, a strategy to weather this recession. As diversity practitioners, we must ask ourselves whether we have an approach, tool, or capability that will support the achievement of the organization’s recession strategy. Do we have the depth of knowledge about the diversity field and the requisite skills needed to assess the gaps in the strategy and bring our unique diversity management lens to the organization’s challenges?

As tempting as it may be to focus solely on the shortterm emergency recession issues, organizations must also plan for life after the recession. Even the most negative prognosticators predict that the recession will end during the second or third quarter of 2009. The recovery may take years and the marketplace may look very different once the dust settles. A BusinessWeek commentator and Emory University Goizueta Business School professor, Kevin P. Coyne, projected that those leaders who set aside time to focus on their organization’s long-term competitive strategy could have a 5- to 10-year advantage over those organizations who fail to plan beyond the recession. As a diversity practitioner, you have a unique opportunity to help the organization leverage the diverse talent necessary to execute the survival strategy and plan for the future post-recession recovery. A place where you may consider beginning is with your organization’s strategic mixtures. Dr. R. Roosevelt Thomas, Jr. would consider strategic mixtures to be those elements of a pluralistic mixture that: •Are hindering the achievement of the organization’s mission, vision or strategy or, •If effectively utilized, could substantially facilitate the organization’s success. In assessing the elements in the mixture, you are unpacking the organization’s diverse collection of assets and deficits. As the organization’s diversity expert, you can uncover the depth and range of differences and similarities in your organization and develop strategies that enable management to rally the diverse range of resources around the organization’s recession strategy and long-term post-recession goals. PDJ

“ morph and adjust

An organization’s diversity management strategy will need to

with the vicissitudes of the market. If the diversity and inclusion work at your organization has revolved solely around recruitment or seeding the pipeline with a diversity of candidates, and if the organization has instituted an organization-wide hiring and promotion freeze, then the focus of the diversity office may need to shift. Today’s dynamic marketplace is complex and unpredictable. An organization’s diversity management strategy will need to morph and adjust with the vicissitudes of the market. To meet these new challenges, everyone, from CEOs to rank-and-file employees, will need a diversity management capability. The organization with a diversity management skill set will be able to access talent that will help the organization avoid being this economy’s next victim. 14

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January/February 2009

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

Bring It

Monica, Verizon Telecom

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

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

Careers For Everything You Are www.verizon.com/telecomjobs Verizon is an equal opportunity employer, m/f/d/v. Prof iles in Div er s it y Jou r na l

January/February 2009


my turn

What Keeps Diversity Professionals Up at Night?

(part 5)

By Shirley A. Davis, PhD


Director of Diversity and Inclusion Initiatives Society for Human Resource Management

In this installment of the series, “What Keeps Diversity Professionals up at Night,” I focus on a topic that was addressed by both presidential candidates—the rising cost of health care. And now our 44th president, Barack Obama, has promised some form of universal health care within his first term. Why did this issue take such a front seat in the list of priorities that all presidential candidates promised to address if elected? And why is this keeping diversity professionals up at night? Let’s begin by addressing the first question, why is this issue a priority under the new administration? There are currently 45 million uninsured Americans in the United States, 8 million of them children. While medical costs are skyrocketing, an increasing number of employers are dropping coverage, leaving even more Americans without health care. According to the 2008 Towers Perrin Health Care Cost Survey, health care costs for U.S. employers increased by 6% in 2008, and gross health care expenditure rose by an average of $526 per employee to an average total cost of $9,144. Unfortunately, projections of changes in health care costs continue to predict significant cost increases over the coming decade. According to the National Health Expenditure Projections 2007-2017 Report from the U.S. Department of Health and Human Services, health care spending as a percentage of gross domestic product (GDP) is projected to reach just over $4.3 trillion and comprise 19.5% of the GDP by 2017. Unsurprisingly, employers are increasingly concerned that health care costs are making U.S. businesses less competitive. Drivers of these continuously increasing costs include an aging population, high end-of-life expenditures and enormous costs in caring for the chronically ill (all areas that fall under the broad category of diversity). As in 2006-2007, the high cost of health care and its associated impact was identified in the SHRM Workplace Forecast report for 2008-2009 as one of the top 10 trends expected to have significant impact in the workplace. According to data from the Organization for Economic Cooperation and Development (OECD), the United States spends more on total health expenditures per capita than any country in the


Pro f i les i n Di ve rsit y Journal

January/February 2009

world. Over the past few years, the debate in the United States has intensified over whether the return on this national investment is worthwhile or if it is, instead, a growing economic liability. This question is particularly relevant to U.S. employers because the U.S. health care system is employer based. In addition, unlike most other industrialized nations, where the percentages of citizens without health insurance are very low, health care analysts believe that the high uninsured rates (approximately 45 million people as mentioned above) add indirect health care costs to the system overall. Health care costs appear to be a growing economic burden to both employers and individuals and their families. According to a SHRM survey of HR professionals on what their organizations are doing to decrease employers’ health care costs, the most common strategies are to use preventive care (also known as Wellness) programs in an attempt to make their workforces healthier—and therefore less in need of expensive health care interventions—or to increase the proportion of health care costs paid by employees by increasing co-insurance, co-pays, or deductibles. Many are also moving to consumer-driven health plans. We are trapped in a vicious cycle in which the medical care costs incurred by uninsured Americans are passed on to insured Americans in the form of higher premiums, which drives up the cost of insurance, making it even less affordable. And more than half of personal bankruptcies are caused by medical costs. The repercussions of our inadequate health care system are taking a toll on the economy, and our foreign competitors with universal health care are gaining an advantage. Rising health care expenses push employment costs up and benefits down, which results in lost profits and wages, and hits small businesses especially hard. A better health care system, with its inherent cost benefits, will allow employers to hire more workers and in turn lower unemployment rates. President Obama believes that every American has the right to affordable health care, and he plans to provide access to high-quality coverage for all Americans by the end of his first term. The term “universal health care” has been thrown around a lot lately, but many people have an outdated perception of what it actually means.

Rising health care expenses push employment costs up

and benefits down, which results in lost profits and wages,

and hits small businesses especially hard.

Under Obama’s plan, Americans who are already insured are free to stay with their current carrier but nonetheless will see a drop in their premiums by as much as $2,500. Those Americans who are currently uninsured can choose to either enroll in the new public plan or enroll in a private plan option through the national health exchange. This plan existed prior to the economic downturn that hit record lows in September 2008, so we will have to wait and see how his priorities and his plan are impacted. And now to answer my second question: Why are rising health care costs important to HR/Diversity practitioners? For a number of reasons, starting with the reality that, in our roles, we are responsible for creating strategy, influencing policy, and implementing programs that meet the needs of a more diverse workforce, especially the aging workforce and people with disabilities—two of the largest consumers of health care but also the largest segments of the workforce. Compounding the changing demographics are issues of health care disparities and cultural differences in how care is viewed and accessed. For example, disproportionate numbers of African Americans and Latinos have conditions such as diabetes, obesity, and high blood pressure. They are twice as likely to use emergency room services and are less likely to report having a primary-care physician. Another key issue is the low representation of people of color

in health care professions. According to DiversityInc, it is estimated that 90 percent of doctors, nurses, pharmacists, and medical technicians are white, a reality that contributes to lost lives. A study by former U.S. Surgeon General David Satcher found that closing the gap would have resulted in more than 83,500 fewer deaths. To address some of the aforementioned issues, the Office of Minority Health (OMH) has set forth 14 standards on Culturally and Linguistically Appropriate Services (CLAS). These standards are designed to be integrated throughout an organization and undertaken in partnership with the communities being served. Employees will demand a wider range of culturally-based preferences in service providers, and in type and delivery of care. Furthermore, different cultures/ethnicities have different perspectives on health/welfare plans. As diversity practitioners, we should ensure that these factors are considered in our strategies, processes, and practices and that those health care offerings are equally valued regardless of one’s cultural background. It’s also important to consider what types of health care benefits will attract each generation, what changes need to be made to the existing qualified benefit plans, and what role your company will play in reshaping national health care. In next issue I’ll address the tenth and final challenge in this series: Legal Risks and Reputation. PDJ

Shirley A. Davis, PhD, is Director of Diversity and Inclusion Initiatives for the Society for Human Resource Management in Alexandria, Virginia. She can be reached at sadavis@shrm.org.

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

January/February 2009



HHHHHHHHHHHHHHHHHH The election of Barack Obama as President of the United States is significant in many ways. Historically significant, of course, but there is also a great emotional importance to those Americans who have felt disconnected or ignored by our representative government. This president offers a sense of accessibility to government that many citizens have never thought possible. The blending of Kenya and Kansas, of red states and blue, of crisis and diplomacy. He represents the makeup of America itself—a stew pot of cultures and belief systems, with no single ideology claiming primary importance. Profiles in Diversity Journal has invited leaders in the business world to offer their thoughts to the leader of the free world by posing the question,

”If you had the opportunity for a one-on-one meeting with Barack Obama, what advice would you give him as he begins his term as President?”

Carlton Yea rwood Chief Ethics and Diversity Officer Waste Manag ement Mr. President


As an African American an d corporate le with inspirat ader, I have ion and unco watched your mmon intere American pu historic cam st in your ch blic would re paign allenging m ceive and reac positive: Co essages, as w t to them. In ngratulation ell as how th an overwhelm s on becomin e g the 44th P ing way, the resident of th reaction was Your historic is great coun march to the try. White House walks of life followed a pa . By men an d women who th worn by m helped shape se sacrifices en and wom the minds of en of all and commitm generations person over ent to equali into believer the color of ty and access s of the impo their skin. Ir savagely reje rtance of the onically, a pa cted the prem character of th was also w ise that all m beliefs of ra the orn by those en are create tional, thinki who openly d equal. The ng people who acknowledge and ir rejection ch looked to th both, becaus allenged the e merits and e each called your selectio not to the fe forth great ra n as the lead ar. One mus llying voices er of the free the qualificat t and debates, world a true ions and read which made testament of iness of man w ha t is tested. can occur whe n only You will on January 20th in herit a coun right, good, try and world and just for its citizens. torn between conflict and what is My requests of you are no more than w what you be hat you have lieve is right already offe and just. Be with dreamer red. Remain true to yourse s and doers, transparent lf and speak with believer inclusion is in the truth. Su s and pragm what got you rround your at is ts el . ec R te the people yo ecognize that self d. D on ’t be u serve, and afraid to em diversity and brace diversit inclusion as the success of their full an y as the true our nation. T d expected co makeup of alk about th the power of ntribution to e importance diversity and your success of understand inclusion wil and internat and ing and tole l set us on th ional challe rance and ho e right path nges. w to solving bo th our domes Congratulati tic ons, Mr. Pre sident.



Pro f i les i n Di ve rsit y Journal

January/February 2009

. Braly Angela F O t and CE n e Presid . c t, In WellPoin uary. ice in Jan u take off o y al s a rs e u to univ facing yo n the path allenges o this if we h c a o c d y ri n n e a a m ns. We c to put Am o ti d There are e ra e e n n e e rage, and future g em is th alth cove d th e n h g a n to o is m th ss A span , acce that will st, quality coverage tones: co rs e rn o c four re. focus on ns health ca . America y for our a p e w w nd quality a ho st y o tl c n ddress . Curre to do is a re dollars , we need health ca g r u in ot quality o n th , m t ty o The firs f care on quanti g value fr o d in ty tt se li e a a g b u t q no roviders sing the p a re re today are ance a c c in rm h o t lt r perf , but no urse hea ing pay fo alth care p e alth we reimb h lo e e h f v o e ty d st li her-qua p the co leader in ig a h n g e in e h b driving u is t has r furn efited . WellPoin viders fo have ben received rograms to pay pro p k e se ls and e a se h it t T a s th ing hosp ore care. rd a m w program ly re p e are m tion in c are, whil er than si the varia quality c r care rath g e in h c ig u h d through ty and re patients ing quali le. r improv fo ore peop s n m ia g c physi s by on servin ly p m cing cost si an hile redu w rather th iders ty v li a ro u h care p prove q een healt xist to im uman e tw H s e b d ie n s it a e n c h pportu l differen t of Healt n ra e u lt m Further o u rt c re a ny t cultu .S. Dep g the ma rated tha om the U . addressin demonst search fr s e a R h d disease . n e rs a e in ss m of Medic f iew illne o v te t and consu u ts it se n st e e v ti In prehensi and the y that pa m a o w c e d a n th g a t Services affec g racial providin uage can addressin llPoint is e d e W n w a s, s and lang g n rt in ia sic rstand ese effo with phy for unde rough th of h ls o T ty Working to s. li a c ie u ti it q is commun rove the nd lingu r a p u l o im ra u d in n lt s a cu paritie parities health dis 010. ealth dis cultural tion by 2 reduce h y tl n a p ic e opula if th n g f o si ts to en hope e ng segm ou will b ived amo ceived, y re care rece re for a c stainable uality of that is su ing the q v m e ro p st im sy ng on create a By focusi osts and e down c v ri d to able s. neration future ge t,

den Mr. Presi



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

January/February 2009



HHHHHHHHHHHHHHHHHH ropy d Philanth d iversity an s Copelan D e m te Ja ra t o o Marg dent, Corp Vice Presi Executive KeyCorp g such an ou for bein y k n a ur nation th , will see o I want to , d a rl o m a w b e O sident e, and th ericans. W remost, Pre for all Am l First and fo e d dership. o a m le of your ary role se u ca e eed your b extraordin y aign. We n ifferentl p d m s e ca lv r e u rs o and ou ghout y did throu le, as you p m rds. a x o e w y sh heartfelt to lead b and cheri ll as your Continue e w s a s r forebears n u o o ti y c r a o l k e n u o you h . You se thoughtf n us that the storm lues ave show steady in h u re o a d your va Y e u e s. o n e Y . e lu ty a W v ri . r g ts u te in o y o in to iewp quiet Hold firm different v e led with y. You hav re open to il a m d n fa a r s u e o y sourc . om many r America counsel fr that have d vision fo re a sh r ng u o judgment e d n id a u g m ake to bri u o as yo the wisd u must m o h y it s w e s ic te o sona gh ch voice. It re to the tou our inner direct you l il w It t. Listen to y poin ou to this oth brought y le. It will b orrow. m to r e nshakeab g u n is ro h st ic a h h, w us to ead. to that fait that lie ah faith. Hold challenge y b lt r cu fa fi if is d very come th you. e years of You have God bless e you in th rv se d n President. a r u o s guide a e to serv are willing l that you fu te ra g We are so

Ilene H. La ng President & Chief Ex ecutive O Catalyst fficer



Your adm inistration has alread women of y appointe color, to in d leaders fluential p good for w who are w ositions. Y omen, incl omen is n ou know fi ot only go uding More wom rst-hand th od for the en in U.S. at what’s co u n leadership try, but al perspectiv so good fo doesn’t m es, more cr r men. ean fewer eativity, an men; it m d more div eans more er si ty o Credible, f thought 21st-centu and appro ry leadersh ach. change. Y ip looks li et the 200 k e th 8 e Catalyst C fu tu 500 and th re an ensus of W d sets the e 2008 Ca omen Boa tone for talyst Cen Earners of rd Directo sus of Wom rs of the Fo the Fortun en Corporate e 500, both rtune U.S. busin Officers a released la ess leader nd Top st month, ship and n showed fe o growth w women from 2007 in . No change in a year o f change is unaccepta ble. Business needs wo men lead sustainab er s—now m ility of an ore than y corpora ever. The develop ta tion rests long-term lent. More in its abil an d ity to reco more, that including women of gnize and m ea n s recruiting color, and exception and retain advancing al times d ing women th em emand ex into leader , as yet unta ceptional ship. You pped, on leadership know that boards an , and that d in execu some lead tives suites ers, , are wom en.



Pro f i les i n Di ve rsit y Journal

January/February 2009

Bob Gre czyn CEO Blue Cro ss and B lue Shie ld of No rth Caro lina

Mr. Pres ident,

Jeff Noddle EO Chairman and C C. SUPERVALU IN


HHHHHHHHHHHHHHHHHH I offer c ongratu lations o ground n your h for all A istoric a m ericans. reflect o chievem Unfortu n what y ent that nately, th breaks n our takin the seri ere’s ba ew g office ous cha rely eno a s llenges o u ugh tim r econom 4 4 you inh th p e to re y, resto s ident m erit—sta ring our eans, giv rting wit care sys standing e h n tem. re b u in the w ilding o ur orld, an d repair ing our Of cours health e, the op timist w and I th ould vie ink we c w these an do th can take challeng at with full adv es as op health c a portunit n ta are. If w care sys ge of th ies, e act de tem nee e emerg cisively ds to ch ing cons as usua , we ange, be ensus th l. Now is fore we at our h the time get bogg more aff ealth to expan ed down ordable d c , o e in politi v li erage to minate health a cs health d all Ameri s a natio isparitie n. cans, m s, and im ake it prove o ur colle The bes ctive t possib le health re have, in form wo cluding uld be to our syste efforts to build on m of em improve ployer-s what we quality ponsore already and red d c o v u erage, a c e costs. Those o nd rewa f us in h rd ealth ca Congres re look s to sha fo rward to pe a uniq Let’s tak working uely Am e advan with you erican s tage of and olution this opp to these ortunity challeng to get h es. ealth ca re right.

Mr. President,

ur e words from yo bi-partisanship ar d most an , ke Li ism . re tim tu op merica’s fu A to Hope, change, l ca iti cr es r o are them ing “change” to ou campaign; they to will be able to br u yo l fu pe ho Americans, I am nation’s capital. ith ruggling, along w Americans are st d us an of es se tim ho r T be y level. We are in som vernments at ever ing go rg d fo an , in es y iti tr ar ge the coun ga businesses, ch en to u yo ith around the to work w ner with leaders rt Pa in business want . es ng le al ch ns, and stay ns to our future generatio ire innovative solutio sp in ill w at r change th hington. countr y, push fo has crippled Was at th de vi di n isa above the part encourage serve you well. I ill w d an e siv es nation’s s is impr ve a stake in our ha Your inclusivenes ho w l al to t other reaching ou onomic status, or ec you to continue n, io lig re , ce ica great. of their ra have made Amer at future regardless th es nc re ffe d in is these di propel us forwar differences, as it for new ideas will t en nm ro vi en Fostering an ever y sector. ld’s arms tion’s and the wor na ur O s. es cc su ber where wish you nfidence. Remem Mr. President, I co ith w em th e at on the embrac te House, and th hi are open to you— W e th to t go how you you came from, ake are people. y decision you m er ev other end of

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

January/February 2009



HHHHHHHHHHHHHHHHHH r Scott McGrego O CE d President an ation or rp Co om Broadc t Obama, Dear Presiden

mmunities milies and co to keep our fa w ho have is e y m et so ci so ically. While allenges facing ted geograph nology has ra ch pa te se One of the ch at re th e’ w ted, I believe cially when na pe ie es al d, e te or riences in m ec pe conn s made us ed global ex technology ha cipate in shar rti pa America to of us er rn suggested that d has allowed d to every co an an er db th oa ge m all br to ng brought us ing people fro ible. Bringi ion by provid r thought poss at ve uc us ne ed d eo d ha an an e nt n ways w mmunicatio ns, with insta ge gaps in co erved locatio id rs br de lp un he d ld an wou e in remote ety, even thos levels of soci rmation. a access to info ds in Nebrask d can allow ki an h, uc e to th in ch an or sear families stay the Smithsoni cess can help ter e country, visit Broadband ac th ut to foster a grea l ho ia ug nt te ro ith peers th , it has the po ch s su y’ As da to e. to connect w m eir ho at comprise ngress from th nt cultures th uivalent Library of Co for, the differe t ec sp odern-day eq re m d e an th , is of e g ic in rv ted nd se ta d rs unde ns that connec us broadban two innovatio unity. Ubiquito d— m our oa m g ilr co in ra al l nd ta ob pa gl continen the better. Ex e or the trans d society for d ge an an ity ch tiv y, to the telephon ec el timat age of conn d jobs and, ul her in a new r fashion. people, create ture would us uc str try in a simila fra un in d co r an ou db ct oa pa br s im n’ natio potential to n that has the communicatio

Paul Cohen Vice Chairm an Pragmatics, Inc. Dear Presid

ent Barack

Obama: Congratula tions—your victory in N race or religi ovember was on. an in

spiration to all, regardle ss of It has been said a natio n’s priorities budget with are expressed your prioriti in its budge es will be yo budget, ple t. Aligning ur single-mo ase realloca your st importan te resources Today, man t task. In re to priorities y resources vi ewing the an fu d n th carriers, hig d weapons reats facing sy h-performan our nation. ce aircraft, an stems such as nuclearBut the Co powered airc d heavy arm ld War is ov raft or designed er. Instead, small teams we need to to fight the of dedicated ad C o d ld War. re ss threats fr fanatics, an and nuclear. om cyber at d improvise tacks, d explosive devices—con ventional America mu st reach out to the world and the nex ’s youth thro t generation ugh the Inte of informat on econom rnet, using W ion technolo ic security: eb 2.0 gies. Nation healthcare, manufacturi h al security b o u sing, and ed ng base; mo uilds dern transp ucation for production. ortation; en all; a sound We need in er gy vestments in independen patients, pro health care ce; and agri viders, and cultural informatics insurers; ed and other W electronical u cation using eb-enabled ly linking the Internet technologies in all classro . oms; We urge yo ur budget re vi ew to take th resources co ese priorities nsistent wit h your pled into consid ges to the A eration and merican peo allocate ple.



Pro f i les i n Di ve rsit y Journal

January/February 2009

Dear Mr.



HHHHHHHHHHHHHHHHHH Robert L. (Bob) Ellis , MS SPH Global Ch R ief Inclusi on & Diver ITT Corpo sity Officer ration

As you an d we begin a new chap father for ter in our your child American ren’s future system is history, w ? As many dysfunctio hat hopes of us are k nal in man do you hav you to agg eenly awar y areas of e as a ressively fo e, our pub o u r co cu u ntry wher lic educati s on impro leadership e we most onal ving this in helping need it. I system. W our childre behaviors encourage e need yo n obtain a while lear u to provid quality ed ning to val e executiv education ucation an ue diversi e al system d to inculc ty and glo must be se ate inclusi bal differe factor in d en as both v e n iminishin ce s. a National Having an g our glob prodigy to Security co ineffective al compet continue “A n ce it rn iv eness. We , and a sig merica.” nificant need educa ted, diver se and com In the not petent too distan t future, o obstacles, ur ethnic and more and nation likely as in al diversiti solving. O cubators an ur childre es will be d catalyst n, and the viewed le presented s for innov ss as ch il d ren of our with the o ation and pportunit g global pro lo b al the choru fa milies and y to truly blem s who app their elder create a b laud your etter plan s are bein demonstra efforts, an et g te in your . I w d is the inclusi h to add m cabinet ap through y ve behavio y voice to pointmen ou we mig r w ts h , ic advisory te h you con ht, as citize our diversi tinue to ams and co ns, begin ty. alitions, an to again ra d hope th ise the bar at of civility while emb racing

Tara Jaye Morrow and Editorial Creative Writing Vice President— Inc. Hallmark Cards, a battle in the 1. Black men won t: gh ni on cti ele me President, ied tears of joy on ack man can beco bl a If Three reasons I cr 3. t. ar sm be It is at last cool to ANYTHING. war to be seen. 2. ving they can do lie be up ow gr ll two sons wi my daughter and bama, Dear President O

se rk to be done. Plea ll know, much wo we u yo ing, as d, th an celebrate desire a safe, riv There is much to hcare system. We alt he r ou d an , y hts, creativity and g the econom through their insig begin by fortifyin e lu va d ad n ca can’t afford whose citizens is coming from or l ea m innovative country xt ne s hi e er your e doesn’t know wh ask that you turn passion. When on the mind. Next I in e ac sp no to ensure s y ha wa ne, vision the only life-saving medici ery child, which is ev r fo n io at uc ed via remain ble ty, affordable a few…and that we attention to quali an th e or m to ng , determination, n dream will belo erica—optimism Am that the America of st be ry ve e ace of y, you represent th help restore our pl as a nation. Lastl will be the one to u yo at th l fu pe am so ho inclusion—and I . rld wo dignity in the . ctive progression tion and our colle ec ot pr ur yo r fo g Prayin

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

January/February 2009


Diversity &Inclusion drives innovation and success Kodak’s commitment to diversity and inclusion touches customers, consumers, employees, suppliers, shareholders, and more. While our vision is global, we focus upon the distinctive cultures and communities in which we live and work. We champion diversity as a business imperative to help drive innovation. Working together, we create technologies and services that unleash the power of pictures and printing. Become part of our picture—and join us on our journey to enrich people’s lives.

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





t n o r F n ne r s Ru


in D


Q&A with Deloitte’s

Allen Thomas Chief Diversity Officer and National Managing Partner, Partner Services

In the 1960s, Allen Thomas was a young black child growing up in an all-white neighborhood in Brooklyn, New York. There began the pivotal years of his understanding respect and the challenges people face, which framed his current view of the importance of having a diverse set of relationships, friends, and backgrounds. Joining Deloitte in 1982, Thomas intended to stay for a couple of years and then move on. He’s been there ever since. See why Deloitte is a great place to grow…

GLOBAL / MARKET / INDUSTRY ISSUES Please describe your company’s global presence and the scope and scale of your company to a reader who may not be familiar with it. Deloitte LLP (Deloitte) is one of 69 member firms of Deloitte Touche Tohmatsu (DTT) who provide audit, tax, consulting and financial advisory services to clients. In the United States, Deloitte employs more than 44,000 employees in 92 cities. Deloitte is built on a 100-year heritage of professional excellence in the world of client service. Now in our second century, we are a large organization, and with our size and reach come great opportunity and responsibility to the clients and markets we serve, and to the people whose passion and knowledge drive our accomplishments. Today, at the core of Deloitte’s culture is something we call the Deloitte Talent Experience. We strive to surround ourselves with passionate people who bring different perspectives to the table, reflect the values of our clients, generate great ideas and provide innovative solutions. To do so, we not only have to provide a great place to work; we have to foster a culture of D&I and provide the opportunities for our employees to grow and achieve their professional and personal goals. COMPANY Name: Deloitte LLP Headquarters: New York City Web site: www.deloitte.com Primary Business or Industry: Professional services Annual RevenueS: Deloitte LLP recorded $10.98 billion in U.S. revenues in the fiscal year ending May 31, 2008. Deloitte Touche Tohmatsu global revenues were U.S. $27 billion.

Please give us your definition of diversity and inclusion, as it relates to the efforts within your organization. At Deloitte, D&I refer to the collective strength that comes from a mixture of individuals, cultures and experiences. That strength is built upon the differences that make each of us unique, meaning the characteristics that go beyond race, gender, age, sexual orientation and ethnicity to include attributes such as talents, aspirations and perspectives. D&I are directly linked to our organization’s success, because they bring new opportunities, broader experiences and higher value to our clients and ourselves. With that in mind, our strategy is organized around three key focus areas in support of our organization’s efforts to become the standard of excellence: 1. Growing our talent pipeline, with a particular focus on attracting and retaining people of color; 2. Embracing diverse perspectives to achieve greater team value; 3. Instilling a mind-set of inclusion, rather than just removing barriers.

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

January/February 2009


Front-Runners in Diversity Leadership

Allen Thomas

Deloitte LLP

munication is key. Internally, our two most effective methods for raising awareness about D&I are leadership visits to our local offices and our intranet, DeloitteNet. Live, interactive meetings with senior executives help our people directly connect with Deloitte’s diversity message. DeloitteNet provides ready access to resources, information and regular news highlighting our progress and achievements. A dedicated D&I site within DeloitteNet is populated with news and information about our people. And, our CEO, Barry Salzberg, is very passionate about diversity, and is personally deeply involved in our efforts. In today’s marketplace, what particular challenges do you face in hiring and retaining good people? No industry or company is immune to the challenges of hiring and retaining good talent. The marketplace for talent is far different than it was even a decade ago. The makeup of our workforce is shifting, we are facing a shrinking labor pool in the future, all while competition for the best candidates is increasing. Our success lies in being able to create high-performance teams that deliver real business results for our clients. Recruiting and retaining the best talent is vital to achieving that success, and D&I play a critical part in focusing on and realizing that goal. How do you keep diversity a priority throughout your company? Specifically, how do you energize people or get their buy-in for diversity throughout the organization? There is a difference between setting D&I objectives and actually achieving a culture where they are connected, not separated, from the everyday business of the organization. Our All Inclusive approach is a critical part of our organizational strategy to attract and retain the best talent; to create a culture that values all, and to deliver exceptional client service. To sustain support across the organization, we must actively demonstrate not only our commitment to D&I, but its effectiveness. To generate great ideas, we need people with different perspectives and backgrounds. Plus, by showing our employees that Deloitte values who they are and what they contribute, we provide an environment where everyone can produce at their full potential. It’s also about the Deloitte brand. We want people in the business community to know Deloitte for our impact, our values and what we stand for. D&I are tightly woven into the way we define and present ourselves to each other and the outside world. You will find our values widely communicated and prominently placed throughout the organization, and one of our four core values is “Strength from Diversity.” Given our size, employee engagement is important to garner support and instill pride in what we are trying to accomplish. To this point, com-

Are there unique opportunities in your particular industry for implementing diversity programs? There is more than an opportunity in the professional services industry—there is an imperative. The number of individuals pursuing business and accounting degrees remains small, while more career options are available to diverse candidates. As an industry, we need to think differently about recruiting and workforce development, and we need to accelerate our efforts. Creative recruiting and talent development strategies are an important part of our preparation for the future so that we not only bring in new talent but develop leaders of tomorrow. Education is one of our paths to diverse talent. Twenty-five schools are designated as key Deloitte diversity recruiting venues. We also started a specialized recruiting program to connect Deloitte with accounting students. Through the Future Leaders Apprentice Program, we offer high-potential diverse recruits scholarships plus onthe-job training opportunities, followed by a leadership development curriculum once they join Deloitte. We are also dedicated to helping develop the brightest future talent. Working with organizations such as the Jackie Robinson Foundation and INROADS, we support high talent diverse high school students through scholarships and internships. Also key to our recruitment and retention strategy are our relationships with associations that support the educational and professional advancement of minorities in the fields that Deloitte represents. Among these organizations are the National Association of Black Accountants, Association of Latino Professionals in Finance and Accounting, Ascend, National Society of Hispanic MBAs, National Black MBA Association, National Association of Women MBAs, Out and Equal Workplace Advocates, Reaching Out LGBT MBA, and others. We also encourage our own employees to lead and participate in networking, recruiting and professional development activities through these organizations. These individuals bring back new perspectives, expand their own professional knowledge and build awareness for the values that Deloitte holds.

Thomas speaks (top) and greets colleagues (above) at the Deloitte New Leaders Meeting in Boca Raton, Florida. 26

Pro f i les i n Di ve rsit y Journal

January/February 2009

Front-Runners in Diversity Leadership

Do you have any examples of how tapping employee diversity has yielded significant product or profit breakthroughs? Deloitte’s inclusive culture creates an atmosphere where people can feel encouraged to express their ideas and develop their potential. It also enables people to build and develop the formal and informal networks that contribute to their ability to serve clients and uncover new opportunities to grow professionally. Deloitte’s Business Resource Groups (BRGs) are visible examples that an inclusive culture creates employee commitment and pride, influences customer satisfaction and drives financial performance. Through activities supporting our recruitment, retention and community involvement efforts, the BRGs not only support our business goals but have also provided networking opportunities with students and other potential recruits. Deloitte is also known for introducing revolutionary new concepts to the workplace, often changing the way companies do business. A number of these are credited to our Women’s Initiative (WIN), now formally in its 16th year. Recently, we pioneered “Women As Buyers” research and workshops exploring the different purchasing decision-making processes for women and men, and their impact in the business world. Evaluations have been exceptional, with nearly 95% of participants reporting a better understanding of buying differences. With buzz about the program high­ —and demand growing—we will continue to offer the workshops.

CORPORATE LEADERSHIP What resources (financial and manpower) are allocated for diversity? How do these reflect your company’s leadership commitment to diversity? Oversight for D&I programs is placed at the highest level within our organization. Deloitte sets a clear tone at the top through communication, commitment and practice. Outreach to staff, clients and the business community at large about the importance of a diverse workforce and inclusive culture at Deloitte comes directly—and regularly—from our senior leadership. As chief diversity officer, I, along with the leader of our Women’s Initiative, report directly to our CEO, Barry Salzberg, on Deloitte’s continued efforts to make the organization a more diverse and inclusive workplace. However, the responsibility does not stop there; each of our four businesses and seven regions has a diversity leader who helps them achieve their respective goals and objectives aligned with Deloitte’s national goals and objectives. Through their commitment, advocacy and actions, our senior leadership team’s influence is visible across the organization and deep within the marketplace, and is proof of how vital a role that leadership plays in making diversity and inclusion a reality. Does your company address diversity in its annual report? Is it important to talk about diversity with shareholders? In addition to highlighting D&I in our annual review, we also issue three additional reports outlining and measuring our progress. An annual Talent Annuity Report outlines the progress and goals of the overall Talent Experience as it relates to our organization, our clients and our employees. In addition, we produce a Diversity & Inclusion Annual Report*

Allen Thomas

Deloitte LLP

and a WIN Annual Report that recap our milestones and success stories, and map out our future objectives. Deloitte is not a public company, but rather a firm whose stakeholders are partners and principals. And, to our benefit, as leaders of our firm, they are also the ambassadors and champions of our D&I programs. I would also add the importance of talking about our programs with external clients. It is essential that we have the ability to create diverse teams, as clients want to work with teams whose values and perspectives represent their own and those of their constituencies. Do you have any programs in place to increase the cross-cultural competence of your senior management team? Can mid-level managers acquire similar training? Strength from cultural diversity is a shared value at Deloitte, and living that value requires us to help our people expect, understand, and manage cultural differences. In our leadership programs here and abroad, we focus on building stronger, more diverse teams. Last year, we piloted a program in our U.S. Financial Advisory Services firm, called Managing Diverse Teams, to 200 new and senior managers. We also added the Diverse Path to Teaming course, which builds on the concepts introduced in our D&I new-hire training. A widely available resource is our Deloitte Cultural Navigator (DCN). This online tool helps our people gain knowledge of business practices in more than 100 countries, improve communications, and build relationships with global colleagues. Our Global Development Program provides our top talent the opportunity to transfer to work for DTT member firms around the world and helps prepare employees by offering programs to help with cross-cultural orientation. Another avenue that helps our people with cross-boundary

Deloitte’s Diversity & Inclusion Annual Report highlights programs, measures progress, and outlines future goals.

*Our latest Diversity & Inclusion Annual Report is available at http://www.deloitte.com/dtt/section_node/0,1042,sid%253D2270,00.html Prof iles in Div er s it y Jou r na l

January/February 2009


Front-Runners in Diversity Leadership

Allen Thomas

Deloitte LLP

Allen Thomas Company: Deloitte LLP Title: Chief Diversity Officer and National Managing Partner, Partner Services Years in current position: One year as Chief Diversity Officer and six years as National Managing Partner, Partner Services Education: BS in Agricultural Economics, Cornell University; MBA, Columbia University First job: Shining shoes, at age 12. Philosophy: Never give up on people. What I’m reading: The Lost Tomb, by David Gibbons Family: My wife, Theresa, and I have been married 21 years. Interests: I love to travel. Recent trips include India, China, France, Finland, and areas within the U.S. “Best” picture (film/art): The Magnificent Seven My favorite background music: Cool jazz Favorite charities: Kiva and DonorsChoose.org Person (historical/fictional/actual) I’d like to get to know over lunch: Mahatma Gandhi Words of advice to “new” diversity leaders; or anyone who wants to rise in their organization; or to people you mentor? Ultimately, my personal involvement as CDO is really about trying to understand the perspectives of our people and changing views in society about diversity and inclusion. All progress is truly driven by my personal relationships and my influence on our leaders and ability to get them to understand how we must evolve to create the most inclusive environment. I have found that dedicating myself to the success of others, including leaders, has been my major path to success. I believe this will further success more than anything else I can tell you. Where does your personal belief in diversity and inclusion come from? Was there a pivotal experience that helped shape your view? I remember deeply when Dr. Martin Luther King, Jr. was killed. When he died, the tension that existed on my block was palpable. Friends at school, on that block, and in church helped me understand that tension, and my parents could bask in their belief that diversity was important even before that word was used. How did you get to your present position? What was your career path? I first majored in chemical engineering, but realized that my skill set was more aligned with business, and switched to agricultural economics. After receiving my MBA, I joined Deloitte in 1982 as an auditor and then CPA. In September 2001, I became the Central Atlantic managing partner. Eighteen months later, Barry Salzberg, our current CEO, asked me to form a new group focused on internal human resource issues. I worked closely with Barry, who understood my passion about diversity, and in December 2007, he asked me to add the role of chief diversity officer to my existing responsibilities as managing partner of partner services. Who were/are your mentors, and how did they influence you? Are you mentoring anyone today? Throughout my career, I have been fortunate to have many different mentors, each of


Pro f i les i n Di ve rsit y Journal

whom saw something in me that they decided could be focused and sharpened with enhanced skills. The key business skills among all my mentors were the care and passion for the careers of others and a commitment to excellence. I believe success only comes by ensuring that others are successful, so I hope I have helped many in my career. What business books or journals do you read regularly or recommend for aspiring leaders? The Internet is an amazing tool. I use it every day to gather my business information; I read The Wall Street Journal, Washington Post and New York Times online. Two books that I recommend are The Seven Habits of Highly Effective People, by Steven Covey, and Life’s Little Instruction Book, by H. Jackson Brown, Jr.

What are your specific responsibilities for advancing D&I in your organization? What strategies do you employ to move inclusion forward? I meet regularly with Deloitte leaders to gather new ideas and to find out how we can do better. I challenge us as an organization to exceed every expectation and prior accomplishment. It is also my responsibility to create and sustain the future talent pipeline. That’s a broad opportunity and intense market; we have to increase our visibility among the

January/February 2009

people we want to join us. Deloitte encourages employees to serve organizations and share their knowledge outside the firm; I see active involvement among many employees who passionately support organizations that promote diversity. How would you describe your concept and style of leadership? In my mind there is only one true style of leadership: that is to be a servant leader. Caring more about the success of others than caring about your own success leads to a collegial environment in which everyone sees greatness. Clearly you have to dedicate yourself to excellence as well as constant self improvement, but helping others is the key. What has been your proudest moment as leader in this company? I have been honored to see a number of people who came to the firm straight from college end up in my business group. I have seen people become partners after years of mentoring and high performance. There is no prouder moment than that. Are there particular areas you feel still need improvement? The talent pool, nationally and globally, is going through significant change. Deloitte must be ready and able to create opportunities for people of color to be successful. We simply must continue to do more.

Front-Runners in Diversity Leadership

transitions is the iBuddy (international buddy) program, introduced two years ago by our International Business Resource Group. The program is designed help those unfamiliar with the U.S. culture find their ‘comfort zone.’ How are decisions about diversity made in your organization? Is there a diversity council? Who participates? The responsibility for D&I is shared by several individual leaders and groups within the organization. Barry Salzberg established the All Inclusive leadership team, where I serve alongside Barbara Adachi, national managing principal for WIN, and Stanley Porter, national managing principal for Inclusion. The All Inclusive team is formally responsible for mapping and measuring our stated goals and progress each year, and presenting this to our boards and Executive Committee. Along the way, we regularly converse with Barry and our chief talent officer, Cathy Benko, to define our strategies and gauge how we are doing. We also rely on the collaboration of 34 individuals across our regional and business areas who make up our Diversity Leadership Council. When we decided how to build our diversity councils, we made sure that we appointed individuals who serve internal strategic roles as well as client facing positions, and that they came from different regions and practices across the country, which created a group with a common goal that combines a variety of insights and perspectives and strengthens our overall program.

Allen Thomas

Deloitte LLP

and among them, 41 percent were women of color. In the future, we are looking to increase the new talent we bring in, but we also want to see the numbers of women and people of color in leadership positions rise as a result of the professional development programs designed to advance our brightest contributors.

EMPLOYEE INCLUSIVENESS How does your company gauge inclusion of employees? Our Diversity External Advisory Board and Women’s Initiative External Advisory Board hold our organization accountable in meeting our D&I objectives. They meet with our senior leadership up to four times a year to ask tough, insightful questions, offer objective perspective, and influence change by helping us adjust the focus of our efforts. Our board of directors, which consists of 21 partners elected by the 3000 partners of Deloitte, also has D&I as a regular item on their agenda. Finally, Deloitte conducts a yearly Global People Commitment Survey (GPCS) which measures our talent’s overall commitment to our organization over a variety of issues, including D&I.

What evidence makes you confident that you and your team have developed momentum for the organization in the right direction? What is the vision for the company in five years? We have witnessed some incredible progress at closing the gap between women and men in our workforce, increasing the number of minority recruits and hires and expanding the number of women and people of color leaders at Deloitte. We are heading in the right direction: in 2007, over 40 percent of our new hires were people of color, 44 percent of our new hires were women,

Some say diversity is a “numbers game.” How does your company know its culture is not just tied up in numbers? How do you celebrate success? The numbers that are the most significant to us, and many other global organizations today, point to the future of the global and U.S. workforces that are going to make the market for talent increasingly competitive. Projected changes in the U.S. population forecast that the percentage of groups we now call minorities in the workforce will rise to 35 percent by 2010, and 49.9 percent by 2050; by 2010, women will represent the majority of the workforce; and by 2051, whites will no longer be the majority race in the U.S. These are the numbers that represent the changing face of business in America; hence the focus of our D&I goals must tap into this talent base in different ways.

Thomas joins the leadership luncheon panel at the Association of Latino Professionals in Finance and Accounting (ALPFA) convention.

How are their opinions solicited and valued? Do you have an employee ‘suggestion box’ or other system, and who monitors and responds? We refer to our Deloitte experience as a ‘collective journey,’ one that is enriched by the different backgrounds and ideas that each individual contributes. With that said, employee input and involvement are valued, and often are the drivers behind our most impactful D&I events and initiatives. A couple of years ago, Deloitte formed the Think Tank, a group of 16 alumni of our Breakthrough Leadership Program. They meet regularly with our CEO and me to discuss and evaluate concerns and opportunities related to a variety of topics. At the local level, we have more than 90 Business Resource Group chapters across the country, which encourage and facilitate the dialogue between leadership and employees. Deloitte also takes a proactive approach to gathering feedback, rather than waiting for issues to come to them. We hold focus-group sessions with employees, and manager-employee discussions address employee development needs and explore organizational issues.

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

January/February 2009


Front-Runners in Diversity Leadership

And our CEO holds Straight Talk Town Halls where our people can ask him any question. These town halls are also webcast so anyone, anywhere can watch and ask questions. Many submit questions in advance.

Allen Thomas

Can you name specific ways your company supports upward development toward management positions? As our people grow, so grows our organization. If we want to fully benefit from their promise to us, we need to keep our promises to them, and that includes significant development opportunities.

Thomas shares inspiring memories during Black History Month. Pro f i les i n Di ve rsit y Journal

We offer many formal programs that help our people strengthen their management, leadership and other professional competencies. Our Breakthrough Leadership Program is designed to prepare high-performing minority managers and senior managers for the next stage in their careers. We are also proud of our Leadership Skills Development Program, developed in conjunction with Howard University and other Big Four firms to help first-year black professionals prepare for the CPA exam and expand professional networks. For eight years, we have offered Efficacy Development Seminars in conjunction with external professional conferences to help individuals relatively new to the organization build effective networking skills. We have held seminars at the Out & Equal Workplace Summit, the Association of Latino Professionals in Finance and Accounting and the National Association of Black Accountants, among others.

Thomas joins fellow presenters, Michael Guest, former U.S. ambassador, and Carson Kressley, TV personality, at the 2008 Out & Equal Workplace Summit.

Please describe your method for orienting new hires into your culture. How do you educate new employees about the importance of diversity? Our program, ‘Diversity & Inclusion: Bottom Line Impact,’ introduces new hires to diversity and how these concepts support our vision and values. It also educates participants on the changes in demographics, generational differences, and worker attitudes that are affecting business. The course challenges employees to identify possible biases and assumptions and their effects on work situations, and encourages different perspectives. In addition, our W2D program, ‘Welcome to Deloitte’, incorporates a variety of fun exercises, including discussions of diversity and our cultural expectations.


Deloitte LLP

January/February 2009

SUPPLIER / COMMUNITY / CUSTOMERS What is the company’s commitment to minority suppliers? Do you have specific goals for spending? Our diversity commitment also involves broadening the base of our goods and services suppliers. Throughout our U.S. operations, our suppliers include companies owned by minorities and women, as well as veterans with disabilities. To maintain a supplier portfolio that reflects the demographic diversity of our marketplace and contributes to the success of our organization, we take our efforts beyond target numbers and goals; we want our people to realize the benefit to the organization and feel energized to contribute ideas to take it a step further. For example, our Operations, Finance and Technology team organized both a Diversity Council and Diversity Action Team, advancing our efforts to expand our vendor portfolio and enhance our engagement process. To our benefit, different perspectives and counsel come from an external Supplier Diversity Advisory Board that helps us assess our goals and measure our progress. How do you educate/promote D&I for vendors, customers, or the general public? In our industry and in our organization, we talk about the value of building strong teams and networks. That principle creates the opportunity for us to positively impact minority- and women-owned businesses by sharing our practical knowledge to help them grow and partner with larger organizations. Deloitte has aligned with supplier diversity organizations including the National Minority Supplier Development Council (NMSDC), Women’s Business Enterprise National Council (WBENC), BusinessLINC, DiversityBusiness, Inc. and numerous local MWBE business associations. Our leaders also engage in conferences and workshops where they can contribute their insights about diversity programs, business development, client service and creating partnerships. PDJ



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


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

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

January/February 2009

© 2007 Bank of the West. Member FDIC.


human capital

Best Practices for Recruitment and Retention Start with Corporate Culture By Felix Verdigets, PhD


Organizational Effectiveness Consultant

There is an interesting phenomenon going on in American workplaces today. Despite national unemployment levels at five-year highs, top talent is leaving our organizations en masse. An estimated 76 million workers will retire by 2020 (accounting for approximately 40 percent of the current workforce), which is about 10,000 workers a day for the next 10 years. Further, according to a study by Leadership IQ, 47 percent of high performers are actively looking for other jobs. Indeed, the chasm between talent attraction and talent retention is as wide as I can recall. Top talent is in such high demand that the age-old practice of “just paying more” is no longer good enough to differentiate why employees choose one firm over another. Herzberg, one of the most influential names in business management, believed that pay is a “hygiene”—something needed to ensure that an employee does not become dissatisfied. Pay does not cause higher levels of motivation, nor does it act solely as a retaining agent. Still, employers struggle with this premise and various industry studies continually demonstrate this point. For example, in a study by Salary.com, employers and employees were asked to rank the top five reasons employees stay on the job. Compensation was ranked by employers as the second most important reason employees stay—employees ranked it last. The answer to this difficult situation often lies in the firm’s culture. When asked why people leave their jobs, Eric Foss, CEO of Pepsi Bottling Group, who joined as a campus hire 25 years ago, stated that “people leave mostly because they feel underappreciated. A culture of recognition needs to be a part of the company DNA.” There are three key motivators that should be part of this cultural DNA, that, irrespective of salary, should be part of the highlights shown to potential recruits. They are: 1. Recognition for achievement—this is a constant across all four generations in the workplace, regardless if one is just starting out or is about to retire.


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2. Responsibility for task—the work should continue to challenge the employee, be interesting, and should vary. Job rotation programs where employees can reap the benefits of working on different assignments and in different areas of the company (a.k.a. a new job without leaving the firm) are very popular with generations X and Y. 3. Growth—advancement to higher-level tasks is important. Job enlargement and job enrichment are seen as key ways to motivate top talent. Effective talent acquisition and retention begins with recognizing areas where culture change is most needed—areas where the necessary motivators may not exist or are not working properly. Ask yourself the following questions: • Are your workforce demographics changing dramatically, reflecting an older, more diverse labor force? • Do you have a rigid, tradition-bound culture? (If you answered yes to the first question, chances are you will answer yes to this question.) • Is recruiting replacement talent becoming increasingly difficult, especially when trying to attract top talent? • Do large numbers of employees feel management is not open to criticism or suggestions for improvement? • Do problems not get identified until they reach the crisis stage? • Do employees distrust management, or visa versa: does management distrust employees? One strategy for addressing these issues is for leaders to be more conscious about managing corporate culture. A positive, inclusive culture contributes not only to retention and recruitment, but also to career development, productivity, and customer relations, particularly for companies facing future shortages of skilled workers. PDJ

Felix Verdigets, PhD, is a consultant in the human capital and organizational effectiveness areas. He can be reached by phone at 404-704-7555 or by email at fverdigets@att.net.

Special Feature Celebrating Black History Month

25 Influential African Americans in Business


his is the time of year when we traditionally pause to remember the great, influential African-American leaders who have made their mark in the world. We remember the legacies of all those who pioneered civil rights in America. We celebrate the election of Barack Obama as President of the United States. But we must also remember and celebrate the contributions of those AfricanAmericans who have made their mark in the business world. They do not have a national platform from which to share their ideas and thoughts; they have a much smaller stage from which they can use their influence to help develop strong and talented teams and organizations. Their personal histories give them the experience and knowledge to lead those who are fortunate enough to listen and learn from them. And so we share with you the experiences and advice of these leaders, so you may also learn what they know as Influential African Americans in Business.

Connia Nelson

Senior Vice President, Human Resources

Verizon Telecom Headquarters: New York City Web site: www.verizon.com Primary Business: Providing voice, data, and video services. Employees: 108,000

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

There are no shortcuts to greatness. The list of leadership attributes needed is therefore a long one, beginning with integrity, personal accountability, performance excellence, humility, and the ability to influence and inspire others. Also, having the courage and determination to make tough decisions and stand behind them, tempering that strength with compassion. When giving advice or mentoring, what strategies and principles do you communicate?

My advice is to start by dreaming big, a goal that’s truly worthy of your best efforts. Next, have confidence in your ability to go beyond what’s been done before and make it happen. Finally, exceed expectations with the three Ps: Passion, Performance, and Perseverance. I also stress the importance of behaving with the highest ethical standards in every situation. It’s a question of character, and at the end of the day, that’s your biggest asset. Make sure that what others perceive is the very best version of yourself you can present. What is the best advice you have ever received in your career?

I had a leader once who told me, ‘You’re only as good as your last project’. And my mother would often say ‘People are watching you, even when you think they are not’. This advice reminds me never to rest on past accomplishments but to excel at every task and to behave with the best attitude and character.

Education: BA, Indiana State University; MA, Organization Management, Dallas Baptist University What I’m reading: Team of Rivals, by Doris Kearns Goodwin; I also recommend to colleagues A Sense of Urgency, by John Kotter. My philosophy: I believe it is the responsibility of leadership to give back by investing in others, because ultimately work is about people. Interests: Music has always been key in my life. I also enjoy reading and painting.

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

January/February 2009


influential african americans in business: 2009

LaQuita Hall

Vice President, Core Installation & Maintenance, Southwest AT&T Headquarters: Dallas, Texas Web site: www.att.com Primary Business: Telecommunications Employees: More than 300,000

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

Education: BS Physics, Dillard University; BS Electrical Engineering, Georgia Institute of Technology; MS Management, Stevens Institute of Technology What I’m reading: Good to Great: Why Some Companies Make the Leap…and Others Don’t, by Jim Collins My philosophy: To whom much is given, much is required. Be true to yourself. Interests: Being an active cheerleader for my son’s football and basketball games.

Xavier D. Williams

I was fortunate to have a female executive take an interest in me at an early stage in my career. She was a very dynamic leader with an impeccable business aptitude. Her ability to communicate and influence others was phenomenal. Through her, I have learned about corporate politics, managing perception, execution, and being an effective leader. What is your most rewarding professional accomplishment?

Receiving a lifetime achievement award for my dedication to mentoring and helping others. I was truly honored that others appreciated my advice and my attempt to give back. My mentoring circle was very diverse and I always first tried to understand the goals of the person, then share experiences and advise on possible ways to achieve them. What obstacles have you overcome in your career to date, and how has this made you a better leader?

Early in my career I wanted to pursue a graduate degree through the company’s tuition assistance program. My boss at the time didn’t have a degree and did not value higher education, and denied my request. I made the choice to pursue my advanced education on my own time. This was one of the best decisions I’ve made in my career—the hard work and perseverance paid off.

Senior Vice President—GEM (Government, Education, Medical) Client Group AT&T Headquarters: Dallas, Texas Web site: www.att.com Primary Business: Telecommunications Employees: More than 300,000

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

1) Have a sense of who you are and what you are about before engaging a mentor. 2) Understand the differences between positional power and personal power. 3) Learn to focus your efforts on execution rather than results. Education: BS Business Administration, Edinboro University; MBA Finance / MIS, University of Pittsburgh What I’m reading: I just picked up The Partnership: The Making of Goldman Sachs, by Charles D. Ellis My philosophy: Act with integrity. Be accountable. Operate at your highest level.

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

My parents. My father was an entrepreneur with various businesses, while my mother was a public school principal in Washington, D.C. I was very fortunate to witness the essential risk-taking aspect of entrepreneurism, coupled with the importance of what strong leadership can do in creating an environment to help individuals grow. What is the best advice you have ever received in your career?

First, you have two ears and one mouth for one primary reason—you should listen twice as much as you talk. Secondly, numbers always tell the story—having a proven track record of delivering results will get you supporters and help position you for continued career opportunities.

Interests: Spending time with family and friends; golfing.


Pro f i les i n Di ve rsit y Journal

January/February 2009

8cffbYXZb Xjn\^f]finXi[ On April 3, 1968, Dr. Martin Luther King. Jr. said, “Something is happening in our world.” In 2009, these words have fresh meaning — reflecting mountaintops reached and new hopes born. Blue Cross and Blue Shield of North Carolina celebrates Black History Month. In honoring the past, we appreciate the present and find inspiration to create our future.

An independent licensee of the Blue Cross and Blue Shield Association. U6325, 1/09

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

January/February 2009


influential african americans in business: 2009

Kim Lewis-Collins

Director, Brand Marketing, Avis Rent A Car Avis Budget Group Headquarters: Parsippany, New Jersey Web site: www.avisbudget.com Primary Business: Vehicle rental Employees: 28,000

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

Great leaders inspire their team to be innovative and to strive for excellence while delivering great results. Personally, I concentrate on the ‘big picture’ and make sure the projects my team and I are focusing on support those goals. Great leaders also consistently develop and challenge their team.

Education: BFA, Syracuse University; MBA, Northwestern University, Kellogg School of Management

What is your most rewarding professional accomplishment?

What I’m reading: A Long Way Gone: Memoirs of a Boy Soldier, by Ishmael Beah My philosophy: Don’t worry. Be happy. Interests: Running, crafts, ice skating, cooking, spending time with my family.

Roger Watkins

One of my most rewarding efforts was an Oreo advertising campaign that was recognized as one of the best advertising campaigns at Kraft Foods, Inc. It was in Spanish, targeting Hispanic consumers, and was the first niche advertising campaign honored as the best among all divisions. What obstacles have you overcome in your career to date, and how has this made you a better leader?

The obstacles I have encountered are the same challenges many companies face. Reacting to consumers’ changing attitudes and preferences while anticipating your competitors’ next move requires flexibility and adaptability. I’m accustomed to thoroughly assessing a situation and adapting to change, while always considering the end result for myself and the company.

Vice President, Finance, Budget Truck Rental Avis Budget Group Headquarters: Parsippany, New Jersey Web site: www.avisbudget.com Primary Business: Vehicle rental Employees: 28,000

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

The ability to identify and develop talent. Successful leaders surround themselves with talented people and create an environment where those individuals can excel and maximize their talents. Education: BS, Operations Research and Industrial Engineering, Cornell University; MBA, Finance, Columbia University What I’m reading: One False Move, by Harlan Coben My philosophy: Persistence overcomes resistance. Interests: Weight lifting and jogging


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

I have experienced several situations where the workplace was in turmoil because of downsizing, restructuring, economic conditions, etc. During those difficult times, I learned how to manage during a crisis. A successful leader should maintain a calm and optimistic environment. Panic creates chaos, which can stifle the innovation and creativity needed to pull through tough times. Many breakthrough ideas are generated during the most challenging periods in business. What is your most rewarding professional accomplishment?

In an extremely challenging operating environment, I developed a series of initiatives that significantly improved the performance of our division. This effort required the support and collaboration of my colleagues in the division and our counterparts in our corporate office. By providing clear and concise financial analysis, managing internal relationships and streamlining our processes, we were able to deliver more than $30 million in cost saving and revenue enhancements.

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January/February 2009

influential african americans in business: 2009

Margretta J. Bowen, JD

Vice President & Associate General Counsel

AXA Equitable Life Insurance Company, a subsidiary of AXA Financial Inc., which is part of the global AXA Group Headquarters: New York City Web site: www.axaequitable.com Primary Business: Life insurance, annuity, and investment products and services Employees: Approximately 6,000 U.S. employees and 6,000 financial professionals.

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

In one sense, diversity is about bringing different viewpoints to the table and understanding that everyone has a contribution to make. From the standpoint of leadership, I have found that creating an environment that allows everyone to contribute and that draws on the talents of each individual will bring about the best result every time. When giving advice or mentoring, what strategies and principles do you communicate?

Quality and excellence, in form and substance, never go out of style and is always in demand. What is your most rewarding professional accomplishment?

I successfully briefed and argued a case before the NY Court of Appeals, New York’s highest court. What is the best advice you have ever received in your career?

Never underestimate the importance of hard work. There may be people who are smarter, but no one should have an advantage over you because they are willing to work harder.

Education: Bachelor’s at Morgan State University in Baltimore; Juris Doctorate from The Ohio State University, Mortiz College of Law What I’m reading: Franklin D. Roosevelt and The New Deal, by William E. Leuchtenburg My philosophy: To Thine Own Self Be True. Interests: Reading literature, listening to jazz and watching classic movies.

Jaime Wright

Retirement Planning Specialist, New York-Metro Branch

AXA Advisors, LLC a subsidiary of AXA Financial Inc., which is part of the global AXA Group Headquarters: New York City Web site: www.axaonline.com Primary Business: Life insurance, annuity, and investment products and services Employees: 6,000 U.S. employees and 6,000 financial professionals.

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

My greatest attribute as a leader is my ability to listen to my team about their concerns and roadblocks, and assist them in problem-solving matters. This is in addition to listening to those who have come before me and incorporating their best practices as they relate to leadership. How has your understanding of diversity and inclusion helped you become a better leader?

Embracing diversity and inclusion is not an altruistic exercise; rather it’s a sound business case that allows you to attract the best talents in the marketplace. In order to bring goods and services to a diverse marketplace, your organization needs to mirror those markets that you want to penetrate. What/who has most influenced you in your career to date?

My parents have had the most impact on my career. As immigrants, they came to this country in their mid-30s with 3 kids, which taught me to be unafraid of taking risks in my professional and personal life—to have determination, confidence, drive, and a vision that is greater that what others would expect from me.

Education: BBA, concentration in accounting, Bernard M. Baruch College What I’m reading: The Audacity of Hope, by Barack Obama My philosophy: Live your life without regrets. Interests: Golf and attending both of my daughters’ soccer games and dance recitals over the years.

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

January/February 2009


influential african americans in business: 2009

Augustus A. White III, MD, PhD

Professor of Medical Education

HARVARD MEDICAL SCHOOL, Culturally Competent Care Education Program Headquarters: Boston, Massachussetts Web site: www.cme.hms.harvard.edu/courses/gettingtoequal Primary Business: Culturally competent care education, consulting, teaching, writing, and lecturing.

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

Education: BA, Cum Laude, High Honors in Psychology, Brown University; MD, Stanford University; PhD, Karolinska Institute, Stockholm, Sweden; Program for Chiefs of Clinical Service, Harvard University Schools of Business, Economics, Public Health and Law; Advanced Management Program, Harvard Business School What I’m reading: A Journey from the Land of No, by Roya Hakakian My philosophy: I believe life and our existence can be described as an eternal competition and strife between the “good guys” (including women) and the “bad guys.” And we can’t let up for one moment. We cannot retreat for one moment from the struggle.

Respect yourself, but don’t “trip over” your ego. Envision for yourself no small goals. No one is perfect. No one is omnipotent. Never underestimate the value of a courageous second effort. Remember the Golden Rule. What/who has most influenced you in your career to date?

Heroes: Vivian D. White (mom), Muhammad Ali, Montague Cobb, Paul Curtis, Charles Epps, Karl Hirsch, Paul Johnson, Dr. C.S. Jones (uncle by marriage), Martin Luther King, Henry Mankin, Barry Merkin, Willie Naulls, Sir William Osler, Victor Richards, Malcolm X, Wayne Southwick. What is your most rewarding professional accomplishment?

An author of The Clinical Biomechanics of the Spine (textbook); Master of the Oliver Wendell Holmes Society; Ellen and Melvin Gordon Distinguished Professor of Medical Education, Professor of Orthopaedic Surgery, Harvard Medical School; Orthopaedic Surgeon-in-Chief, Beth Israel Deaconess Medical Center; Professor of Orthopaedic Surgery, Yale University School of Medicine.

Interests: Enjoying good conversation with friends, movies, jazz, classical music, and theatre.

Mike Amie

VP, Services and Support, Information Technology MGM mirage Headquarters: Las Vegas, Nevada Web site: www.mgmmirage.com Primary Business: Hospitality Employees: 62,000 employees

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

A great leader is someone who listens first to reach understanding before reacting to a situation. They empower their people to make decisions and support their ideas. Education: High School and many technology classes What I’m reading: Mostly technology magazines and novels. I am a big Stephen King fan. My philosophy: Do unto others as you would have them do unto you. Interests: Golf, camping, and chess.


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

Always prepare yourself for the job you want, not the job you have. Be a student of your trade and always continue to stay up with current technology. What is the best advice you have ever received in your career?

To be patient and just keep doing the right thing. My mother taught me at a very early age that if you do the right thing when no one is watching, you don’t have to worry about doing the wrong thing when people are watching.

Pro f i les i n Di ve rsit y Journal

January/February 2009




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. We’ve become a Fortune 25 company by creating an inclusive environment fueled by innovative ideas. Our employees have diverse cultural backgrounds, beliefs, perspectives, and lifestyles. But they all have one thing in common – their ability to excel. Right now, we’re working to build the health care system of tomorrow. One that will work better for more people in more ways than ever. 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 unitedhealthgroup.com/careers

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

influential african americans in business: 2009

Elena Centeio

Assistant General Counsel, Mergers & Acquisitions ITT Corporation Headquarters: White Plains, New York Web site: www.itt.com Primary Business: Manufacturing Employees: 40,000+ employees

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

I value and respect everyone’s input and perspective and this enables me to better understand an issue as I can view it from more than one point of view. Education: BS, Economics with concentration in Multinational Management, Wharton School, University of Pennsylvania; BA, Japanese, University of Pennsylvania; JD, Columbia University School of Law What I’m reading: The Bible (amazed at how the same words can affect you differently each time you read them). My philosophy: When you respect others, you will gain respect.

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

My current supervisor, the General Counsel of ITT Corporation, Vincent A. Maffeo, has influenced me most to date. I have the opportunity to work with a great leader. He respects all those who work for him, delegates true responsibility to his team, supports each team member’s decisions, and champions diversity and inclusion. I am hopeful that I lead in the same way. What obstacles have you overcome in your career to date, and how has this made you a better leader?

I worked for many years in an environment that did not provide employees with any input on career development or with opportunities for leadership development. I learned the harsh lesson that I must take reign over my career development. I have found that the experience has caused me to embrace challenges and view each challenge as an opportunity for growth.

Interests: Spending time with my family in any type of activity.

Ted Mercer

VP and Director of ISR (Intelligence Surveillance and Reconnaissance) ITT Corporation Headquarters: White Plains, New York Web site: www.itt.com Primary Business: Manufacturing Employees: 40,000+ employees

In your opinion, what are the attributes of a great leader that you have employed in your career? • Know your workforce in order to understand what motivates them. • Clearly understand the difference between managing and leading—manage “things” but must Education: BA, Urban Planning, University of Puget Sound; MS, Counseling, University of Oklahoma; Senior Executives course in both International Policy and Crisis Management, JFK School of Government, Harvard University; Senior Executives in International Policy formulation, Syracuse University; Finance and Accounting for the non-financial manager, Wharton School, University of Pennsylvania; General Officer Capstone course, National Defense University

lead people. • There is no substitute for honesty and integrity. • Good leaders must be decisive— don’t procrastinate! • Maintain a sense of humor. • Loyalty—up and down the chain. • Praise in public, admonish in private. • Be able to listen—not just with ears, but with ones eyes, intuition, feelings, etc.

My philosophy: The important thing about leadership is not the number of people that serve you; rather, it is the number of people you serve. I always want to help more people than I hurt and make a positive difference on this great ITT team.

Diversity=Strength. Embracing diversity allows one to treat all with dignity and respect, creates an environment for all to reach their full potential, and enhances a company’s ability to excel.

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

Interests: My wife and daughter—they are the reason I take a breath each day.


Pro f i les i n Di ve rsit y Journal

January/February 2009

influential african americans in business: 2009

Shelley Lee Hing


KPMG LLP Headquarters: New York City Web site: www.us.kpmg.com Primary Business: KPMG LLP is the U.S. audit, tax, and advisory member firm of KPMG international.* Employees: 22,000 employees

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

Diversity takes on many forms—diversity of ideas, diversity of ethnic backgrounds, diversity of career levels, etc. Each of these diversity considerations adds value. Decisions are best made when different perspectives and all available facts are offered and known. This principle has led me to seek input from a variety of sources, and has made me a better leader. Business and work relationships are strengthened when everyone involved shares information and takes away a feeling that their input added value. What is your most rewarding professional accomplishment?

Being admitted into the partnership at KPMG LLP in 2006 is certainly a milestone in my career. However, I take great pride in receiving KPMG’s Outstanding Mentoring Award in 2006. I am honored to have received such a nomination from those I mentor. I will continue to reach out to these future leaders by sharing insights and giving advice to assist them in their advancement in the firm.

Education: BS, Business Administration with a concentration in Accounting, Georgetown University; Certified Public Accountant licensed in the District of Columbia, Virginia, and North Carolina What I’m reading: Quiet Guys Can Do Great Things, Too: A Black Accountant’s Success Story, by Frank K. Ross My philosophy: Treat people as you wish to be treated.

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

Never be afraid to tackle new challenges.

Interests: Running in the USA or Caribbean (half marathons, 10 milers, or 10Ks)

Milford W. McGuirt


KPMG LLP Headquarters: New York City Web site: www.us.kpmg.com Primary Business: KPMG LLP is the U.S. audit, tax, and advisory member firm of KPMG international.* Employees: 22,000 employees

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

Organizations become more effective and successful when they use the varied perspectives of their people. Different backgrounds and points of view bring to light opportunities that may have been missed. Inclusion ensures that you’re getting effective energy and maximum contributions from everyone on the team. When giving advice or mentoring, what strategies and principles do you communicate?

Be sure that the relationship is a two-way “give and take.” It’s critical that a mentee understands that they must also bring something to the table that provides benefit. It can be as simple as a consistently high level of performance, which demonstrates that the mentor’s investment of time and counsel are paying dividends to the broader organization. What/who has most influenced you in your career to date?

My mother and father instilled in me and my siblings that we could accomplish anything we set our minds to. They removed all obstacles to our ability to dream. I was also motivated by those who didn’t think I could successfully achieve certain career goals. Role models professionally include individuals like Frank Ross and Larry Bailey, retired KPMG partners.

Education: BBA Accounting, Western Michigan University What I’m reading: The Leadership Engine: How Winning Companies Build Leaders at Every Level, by Noel M. Tichy, and The VITAL Core of Successful Leaders, by Audrey Dorsey My philosophy: Live life to its fullest because tomorrow is promised to no one. Interests: Sports, basketball, golf.

*KPMG international’s member firms have 123,000 professionals, including more than 7,100 partners in 145 countries. Prof iles in Div er s it y Jou r na l

January/February 2009


influential african americans in business: 2009

Marvin B. Ross

Diversity Officer New Jersey Department of Environmental Protection Headquarters: Trenton, New Jersey Web site: www.nj.gov/dep/ Primary Business: Environmental protection Employees: 3,200

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

Education: BFA, Alabama State University; MAS in public management and leadership, Fairleigh Dickinson University What I’m reading: The Audacity of Hope, by Barack Obama Interests: Graphic design, golf, and just working around the house.

Managers are people “who do things the right way”; leaders are people “who do the right things”. I consider myself a leader when it comes diversity and inclusion, which is about leveling the playing field so that everyone has an equal chance at achieving goals. A manager can sometimes be hindered by doing things the “right way” or as specified by organization policy (which may be outdated). However, a leader may have the ability to change certain policies in order to do what’s needed, or “do the right thing”. What is your most rewarding professional accomplishment?

Having a leadership role in the implementation of our Diversity Action Plan (DAP). The DAP lays out a plan of action for how the organization can achieve success in the areas of diversity and inclusion, human resources, and cultural competency with respect to national and statewide changes in minority demographic projections. What obstacles have you overcome in your career to date, and how has this made you a better leader?

Education! I am the only person in my family to graduate from college, so to have gone further and received a graduate degree is an even greater achievement. This has made me a better leader because it gives me a stronger base to stand on. “You can take everything from a man/woman, house, car, money etc., but you can’t take their education”.

Pamela P. Lyons

Director, Office of Equal Opportunity and Public Contract Assistance New Jersey Department of Environmental Protection Headquarters: Trenton, New Jersey Web site: www.nj.gov/dep/ Primary Business: Environmental protection Employees: 3,200

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

Education: BA, Dance and Art Education, Douglass College, Rutgers University; MA, Personnel Administration / Guidance and Counseling, Rider University What I’m reading: Dreams from My Father, Barack Obama My philosophy: There is always something positive in every adversity. Interests: Liturgical Dance.


It has heightened my ability to direct my staff. I know that each employee approaches a task differently and I must take this into account in my work assignment and management style. I visualize my role as one of a teacher, who must alter their teaching style to the learning styles of their students. What is your most rewarding professional accomplishment?

My most profound professional accomplishment was the opportunity to pioneer the Department of Environmental Protection’s diversity initiatives in 1998, the first of its kind in New Jersey state government, and to serve as the Department’s Diversity Team Leader for several years. That experience was rewarding because it was such a successful team effort! What is the best advice you have ever received in your career?

Soon after I began my first supervisory position, I was introduced to the theory of performance management—how personality type is linked to staff management. From it, I learned to find and utilize the strengths of each staff member while giving ample time to assist each in cultivating areas where they may need additional guidance.

Pro f i les i n Di ve rsit y Journal

January/February 2009

influential african americans in business: 2009

Monique Anne McClure

Director and Associate General Counsel

New York Life Investments Headquarters: New York City Web site: www.nylim.com Primary Business: Investment management for both the New York Life Insurance Company general account and various third parties. Employees: Approximately 1,600

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

Vision, humility, insight, and compassion—I believe that each individual is capable of contribution and that each such contribution is integral to the success of the whole. When giving advice or mentoring, what strategies and principles do you communicate?

I think it is very important to tackle issues from a proactive but open mindset. Leadership means you have to be willing to be fully accountable and to take full responsibility for making “it” happen, whatever “it” may be. Once you have this mindset, the particulars of the game plan come from a mixture of deep thought and brainstorming on a continuous basis. What/who has most influenced you in your career to date?

A colleague introduced me to a professional executive coach. This was truly a turning point in my career. Through a few conversations and workshops with this coach, a number of very basic and prevalent misconceptions about career advancement were dispelled. I took a number of risks that never would have occurred to me, including asking some very senior executives to mentor me. I have never looked back.

Education: BA, Mount Holyoke College; MA, New York University Graduate School of Arts & Science; JD, New York University School of Law What I’m reading: You Don’t Need a Title to Be a Leader, by Mark Sanborn My philosophy: In essence, I believe the purpose of life is to be truly happy. However, this pursuit is only advanced by the efforts you put into creating and fulfilling life goals—what one puts out into the world is what will come back to you. This philosophy ultimately allows me to be very generous with the energy I put into my endeavors. Interests: I am a full-time executive and a full-time single mother of two; leisure time is rare, but when able— reading, classical music, and painting. In the future, I will resume world travel and photography.

Greg Tyson

Senior Vice President

New York Life Headquarters: New York City Web site: www.newyorklife.com Primary Business: Insurance Employees: More than 8,600 (domestic)

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

My leadership values are all but identical to New York Life’s core values: integrity, financial strength, and humanity.

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

Education: The Harvard Business School Program for Management Development; Columbia University’s Executive Institute of Financial Management and Marketing Strategies Programs

I urge people to focus on their strengths and use them. At the same time, I encourage them to identify their weaknesses and turn them around over time.

What I’m reading: Clapton, by Eric Clapton

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

It takes a team with a wide variety of capabilities and expertise to get things done. I value each individual for what he or she brings to the table.

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

When I was younger, I relied on emotional decision-making. I gradually evolved into a more confident and quiet leader.

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

My philosophy: Live and let live. Interests: Guitar playing and golf.

January/February 2009


influential african americans in business: 2009

Juanita James

Chief Marketing and Communications Officer Pitney Bowes Inc. Headquarters: Stamford, Connecticut Web site: www.pb.com Primary Business: Mailstream technology Employees: 36,000 employees

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

My first piece of advice is to always listen more than you talk. Listening helps you understand expectations. Once expectations are clearly defined, a better understanding of what constitutes success, either in a particular group or with a particular individual, is accomplished. Education: BA, Princeton University; MA, Public Policy, Columbia University What I’m reading: Three Cups of Tea, by Greg Mortenson My philosophy: I am an eternal optimist, always looking for the rainbow. Interests: Dancing.

Dan Cole

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

Early in my career at Time Warner, two individuals became mentors and advisors to me. The first was, at the time, the highest-ranking woman in publishing. The other was head of a business unit, who later became CEO of Time Inc. These two leaders were deeply knowledgeable about business, focused, and passionate about sharing their ideas and advice. We are still in touch today. What is your most rewarding professional accomplishment?

Many years ago, I turned around a business unit that was hemorrhaging money, slated to be shut down and not well regarded throughout the organization. Within three years, the business unit had the highest profit margin and fastest growth rate of all business units. This was very exciting and rewarding for me. In addition, many of the employees I mentored became very successful leaders themselves.

Southwest Area Vice President, Western Region Pitney Bowes Inc. Headquarters: Stamford, Connecticut Web site: www.pb.com Primary Business: Mailstream technology Employees: 36,000 employees

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

Education: BA, Whittier College; International Studies Degree, University of Copenhagen, Denmark What I’m reading: The Five People You Meet in Heaven, by Mitch Albom My philosophy: There are no simple solutions, only intelligent choices. Interests: Skiing and long drives along the coast. Paintball is a newfound hobby.


A successful leader rallies people around a vision of a better future and helps others find meaning in their roles. We all want to be around someone who makes us feel good about ourselves and who engages our hearts and minds. Personally, I have always been motivated by leaders who display the keen ability to connect with employees at all levels, and inspire with confidence and charisma. These are attributes that I strive to demonstrate to others. What is your most rewarding professional accomplishment?

One of my most memorable achievements was being a part of the Pitney Bowes New York Metro Leadership Disaster Team. The actions undertaken by me and the management team at Pitney Bowes to help our employees and customers manage their operations immediately following the attacks of 9/11 were very rewarding. What is the best advice you have ever received in your career?

Be yourself, everybody else is taken. And, never underestimate yourself.

Pro f i les i n Di ve rsit y Journal

January/February 2009

© 2008 Lockheed Martin Corporation


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

influential african americans in business: 2009

Philip G. Lewis, MD, MPH

Vice President, Director—Environmental, Health, and Safety

Rohm and Haas Company Headquarters: Philadelphia, Pennsylvania Web site: www.RohmHaas.com Primary Business: Specialty materials Employees: 15,500 employees

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

Education: Clinical Fellow in Dermatology and Occupational Medicine, Johns Hopkins Medical Institutions; Internship and Residency, Walter Reed Army Medical Center; MD and Master of Public Health (Epidemiology), Johns Hopkins University; BS Chemistry (Summa Cum Laude), Widener University What I’m reading: The Infinite Way, by Joel S. Goldsmith My philosophy: Christ is the Way. Interests: Weight lifting; philosophical inquiry.

The first is Faith, understanding that God is in control and thereby my role is to work to understand how best to treat all people well and to look toward making life better for everyone and for the environment. Thereafter, I have concentrated on being well informed. This includes understanding as much about the world as possible, to look for opportunities to advance projects quickly, and to help others understand the way forward. What is your most rewarding professional accomplishment?

I am most happy about the ongoing appreciation of the importance of sustainable development and environmental, health, and safety performance. This is manifesting itself both in developments in the chemical industry at the global level through changes in the Responsible Care® initiative, and through increasing discussions at the academic level. What is the best advice you have ever received in your career?

Make sure that what you’re doing is what you feel called to do and not just something to pay the bills.

Dr. Claudia Thomas Tri-County Orthopaedic Center Headquarters: Leesburg, Florida Web site: www.tricountyortho.com Primary Business: Five African American surgeons in an orthopaedic group practice Employees: 14 staff employed

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

Education: Vassar College, Johns Hopkins Medical School, Yale Orthopaedic Surgery residency training program, and Trauma Fellowship at University of Maryland Shock Trauma Unit

Author: God Spare Life: An Autobiography

What I’m reading: I am re-reading Barack Obama’s The Audacity of Hope. My philosophy: If you can dream it, you can do it.

Interests: Playing Scrabble and painting. 46

When I learned that I was the first African American female orthopaedic surgeon in the country, I was both elated and disappointed. Orthopaedic surgery has been challenging but clearly not impossible for me. So, why had this not been done before? I pledged that I would not be the last woman of color to enter this profession, and I became a champion for diversity. When giving advice or mentoring, what strategies and principles do you communicate?

When mentoring children, I stress the importance of education. When advising about career choice, I recommend that two principles be employed: 1) choose a profession that utilizes your God-given talent and 2) make sure that it’s an activity that you enjoy. I urge that no one ever be discouraged from pursuing a dream simply because it has never been accomplished before. What is your most rewarding professional accomplishment?

My greatest accomplishment has been to change the face of orthopaedic surgery. As assistant professor of orthopaedics at Johns Hopkins, my efforts to diversify the White male profile of the average orthopaedic surgeon resulted in an increase in number of female orthopaedic residents in the Hopkins training program to 20%, and of African American orthopaedic residents in training to 32%. As a result, the American Academy of Orthopaedic Surgeons chose me to receive their 2008 Diversity Award.

Pro f i les i n Di ve rsit y Journal

January/February 2009

influential african americans in business: 2009

Aster Angagaw

Senior Vice President, Market Development, Corporate Services sodexo Headquarters: Gaithersburg, Maryland Web site: www.Sodexo.com

Primary Business: Integrated food and facilities management Employees: 120,000

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

Understanding diversity isn’t just about treating everyone well; it goes beyond that. A great leader has an understanding of, and respect for, others and what they bring to the table and also values different perspectives to achieve the optimal result. When giving advice or mentoring, what strategies and principles do you communicate?

I advise others to start understanding who they are and what they want to be. I encourage them to define their values and center their actions around those values. Once they know their goals, they can measure their success—every step will be more purposeful. What/who has most influenced you in your career to date?

I am inspired by my mom and my daughter. My mom truly lived her life to the fullest and instilled a confidence in me that I could do whatever I set my mind to accomplish. My daughter amazes me every day as I see her maturing with great insight and compassion. I am also deeply inspired by those who are focused, engaged, and able to make the most out of any situation, good or bad.

What I’m reading: FDR: The First Hundred Days, by Anthony J. Badger; Team of Rivals, by Doris Kearns Goodwin My philosophy: Make every interaction count. Interests: I enjoy reading and exercising, and in particular ice skating with my daughter.

What is your most rewarding professional accomplishment?

I get tremendous satisfaction from watching the people I have had the opportunity to lead and work with grow and develop.

Calvin Johnson

Education: Executive MBA, Temple University; BA, Organizational Management, Eastern College

Division Vice President, Hospitals

sodexo Headquarters: Gaithersburg, Maryland Web site: www.Sodexo.com Primary Business: Integrated food and facilities management Employees: 120,000

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

1) I believe you must serve first in order to be a respected and effective leader. 2) I assume full responsibility for mistakes. 3) I always try to remember a few simple rules—listen twice as much as you speak, strive for excellence in everything you do, lead with honesty and integrity, and take time out to have fun. What/who has most influenced you in your career to date?

Two people have had a significant impact in my career: Colin Powell and my mother. I admire Powell because he never wavered under fire and when situations were at their worst, he was at his best. He always stayed very true to himself—something I still aspire to. My mother is the toughest person I know. She persevered through a lot of tough times, but she always had a vision of hope! Thanks to my mother, I have a strong belief that things will always work out. I am the eternal optimist and that becomes contagious with my teams. What is the best advice you have ever received in your career?

When I joined Sodexo, someone told me, ‘don’t let us rub your edges off’. I did not understand it at the time, but what that means is, ‘Don’t be afraid to ask the questions that everyone is thinking, but no one is asking’. I try to always remain open to new ideas and different ways of doing things. To me, that’s diversity in its truest form.

Education: BS, Engineering, West Point, United States Military Academy (USMA); MBA, Northwestern University, Kellogg School of Management What I’m reading: The Age of Turbulence, by Alan Greenspan; Radical Loving Care: Building the Healing Hospital in America, by Erie Chapman My philosophy: Treat everyone with dignity and respect. Never let short-term setbacks destroy long-term vision! Integrity is the bottom line and may be a lost art in today’s turbulent world! Interests: Spending time with my family and kids, watching college football, and golf.

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

January/February 2009


influential african americans in business: 2009

Randall Lewis

Executive Vice President, Ethics & Compliance WellPoint, Inc. Headquarters: Indianapolis, Indiana Web site: www.wellpoint.com Primary Business: Healthcare Employees: 42,000

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

A general respect for all associates, a willingness to hear everyone’s ideas, and setting clear goals and measuring goal achievement. Education: BS General Management/Accounting; MS Finance, Purdue University What I’m reading: The Whole Truth, by David Baldacci. My philosophy: Philippians 4:13 “I can do everything through Him who gives me strength” Interests: Watching college/professional sports, traveling, and spending time with my family.

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

It has helped me get the most out of the teams that I have had the opportunity to lead, by embracing differences and realizing that solutions are most powerful when they are developed considering multiple perspectives. What obstacles have you overcome in your career to date, and how has this made you a better leader?

One of the biggest obstacles I have overcome is learning that not everyone wants to see you succeed. However, each time that I have succeeded has given me the confidence to overcome the next challenge. Confidence will motivate individuals to follow your leadership, as long as the degree of confidence is not to the level of arrogance.

Tonya Maxey-Fuller

Staff Vice President, Strategic Execution, WellPoint Provider Services

WellPoint, Inc. Headquarters: Indianapolis, Indiana Web site: www.wellpoint.com Primary Business: Healthcare Employees: 42,000

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

I believe in life-long learning and the value of working for causes that evoke your passion. Surround yourself with people who are smarter than you and listen to what they have to say. Bring your “A-game” to work every day and someone will notice exceptional performance. Education: BS in Management, Berkeley College What I’m reading: What the CEO Wants You To Know, by Ram Charan My philosophy: It is what it is. Interests: In my free time, I enjoy spending time with my husband and teenage daughter; reading; attending church; and recharging my creativity at the spa!


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

Susie Cummins, VP of Provider Services, for whom I have worked for seven years. She is my valued friend and colleague, and epitomizes the power of self-realization. I respect her leadership and trust her implicitly. She is the poster child for leading with integrity. Also, my mother’s solid example as a hardworking single parent shaped my approach to managing diversity and understanding all things are possible if you work for it and stay focused. What is your most rewarding professional accomplishment?

Most recently, I achieved savings of $2.5 million for the Provider Services 2008 budget, due to process improvement initiatives launched in 2007. Additionally, we have improved performance, timeliness, and quality standards on several contracts by developing a strategic / tactical plan driven by people, process and technology initiatives. Our efforts focused on seven best practices that were adopted enterprise-wide and received accolades during the audit process. To date, this remains one of my most cherished career accomplishments.

Pro f i les i n Di ve rsit y Journal

January/February 2009

IDEAS PEOPLE WANTED US LOCATIONS Shell people aren’t all the same And we like it that way. After all, the more different perspectives we have on board, the more great ideas we can come up with. With a presence in more than 130 countries, we’ve learned for ourselves that being an inclusive business is an advantage. Now we’re looking for more people who can bring fresh thinking to the energy challenge, including: s3ENIOR#OMMUNICATIONS-ANAGER5 s5TILITIES2ELIABILITY)MPROVEMENT0ROG-GR !MERICAS5 s#ONTROL3YSTEMS4ECHNICIAN !ZUSA #!5 s#2) 3TYRENE2$0ROGRAM-ANAGER5 s%NSURE3AFE0RODUCTION0ROCESS&OCAL0OINT5 s4EAM,EADER 0ROCESS%NGINEERING5 s3TAFF0ROCESS%NGINEERING5TILITIES5 s4URNAROUND3AFETY#OORDINATOR5 s0ROJECTS3AFETY#OORDINATOR5 &INDOUTMOREANDAPPLYONLINEATwww.shell.com/careers/usjobs. Shell is an Equal Opportunity Employer


recruiting retention With hundreds (thousands?) of resumes coming across HR desks every year, in this job market it is clear that finding and keeping high-talent, high-performance employees is critically important to the bottom line. We asked eight executives to share their formulas for recruiting and retaining their most important asset. Some techniques reflect traditional best practices; others are adaptations to the changing technologies available, now and in the future. All, however, recognize the importance of providing a challenging, flexible, and inclusive environment for their employees.

Kerri Koss Morehart Director, Human Resources


1) How do you best deal with the increasing pressure and challenges in attracting, developing and retaining talented employees? Kerri Koss Morehart (Pragmatics): The best way we’ve found is through a strategic employee referral program. This provides the best gauge of how a company is doing; employees who are fulfilled in their careers and excited about their work consistently refer potential employee candidates like themselves. Keeping the program fresh and in the minds of the employees is also a key factor to successful referrals. Each quarter, every employee who refers a (hired) candidate is entered in a drawing for a $500 gift certificate, and our CEO draws the winning ticket. Alfred J. Torres (Verizon): Our newly hired employees have the opportunity to participate in a variety of development programs such as our Marketing Development Program, Financial Talent Acquisition Program, and our Leadership Excellence and Development Program (an intensive two-year program that grounds our employees in leadership fundamentals and business acumen). We continue to strengthen the value proposition with our employees by offering development and rewards programs throughout the employee life-cycle.

Arie Ball Vice President, Sourcing & Talent Acquisition



Arie Ball (Sodexo): Our ability to attract, develop, and retain talented employees is based on a strong multi-pronged, multi-generational strategy with diversity and inclusion woven into every aspect. These include: • Sodexo’s Future Leaders Program: builds strong relationships with key colleges and universities to identify top students; • Sodexo Alumni Reconnexions Program: seeks to maintain contact with departing and retiring Sodexo employees, hopefully attracting experienced talent back to our company; • Social media and networking sites: Second Life, LinkedIn, Facebook, MySpace, Twitter, and You-Tube; • Interactive Career Page: includes micro-sites tailored to different interests; • Sodexo Career Blog: provides a “window” into our company for potential candidates.

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January/February 2009

Gregory Arendt (Kelly Services): Our comprehensive strategy integrates workforce plan-

Gregory Arendt

ning, talent acquisition and talent development to best help our organization attract, develop, and retain talented employees. This strategy helps identify current and future talent gaps and develop specific programs for acquiring and growing talent. The training and development of current employees results in retaining talent and having a more skilled and engaged workforce.

Director, Global Talent Acquisition

Kelly Services, Inc.

2) What specific strategies does your organization deploy to strengthen employee commitment with the company? Michael Peltyn (City Center): Much of it has to do with our culture and organizational values aligning with those of our employees. We have a “cult” in our culture as a result of the employee value proposition we’ve created and what we stand for as a company. Whether it be our exceptional employee dining room, recognition events, community philanthropy, or development opportunities, employees know we care about them. Melissa McMahon (CDW): New hires are greeted by members of our Connections Nodes (coworker resource networks) on their first day of employment. Node members encourage coworkers to reach out for support. This instantly helps new coworkers build internal networks and connections with coworkers. Embracing new coworkers in such a direct manner early on increases commitment and loyalty.

Melissa McMahon Senior Director, Talent Acquisition


Arie Ball (Sodexo): We believe that employee commitment is strengthened when our employees see how their work contributes to the company’s mission, vision, and values and are recognized and rewarded for their contributions. In addition, Sodexo provides opportunities for professional growth, with multiple career paths, so that our employees can build a life-long career with our company. Kerri Koss Morehart (Pragmatics): We let our employees know that we value them and that they are the reason for our continued success. We firmly believe that employee outreach—personable, specific, and genuine—helps to differentiate us from other employers.

3) If you were giving advice to a company with a limited budget, how would you help them identify successful professionals who would add value to the organization? Alfred J. Torres (Verizon): Use traditional job boards for some positions, but other, more hard-to-fill positions may require exploration of non-traditional tools such as social networking sites. With Web 2.0, employers now have many more options for targeting, attracting, and hiring professionals for all industries. Risa Borr (Textron): Companies do not need a huge budget to identify top talent, but

hiring managers and internal recruiters need to work together as a team to identify a clear understanding and advertisement of the position. Create an open environment for candidates, and be candid about the opportunity and your company. Give them the straight story so top talents can self-select in or out. We’ve found that we automatically find savings in both time and money once the team collectively agrees to the goals and objectives. Prof iles in Div er s it y Jou r na l

We have a “cult” in our culture… Michael Peltyn— City Center

January/February 2009


Marietta Cozzi Vice President, Staffing

Melissa McMahon (CDW): Certainly, the use of social and professional networking sites, but other worthwhile pursuits include leveraging alma maters through professional fraternities, encouraging company management to be guest speakers at networking events, and partnering with veteran’s affairs offices and TAS Officers at local military bases.


Marietta Cozzi (Prudential): Companies should pursue “opportunistic hiring.” While

other companies are laying off, it is not hard to find newly available talent in the marketplace to hire. Social networking sites are free for basic usage and offer a way to connect with professionals and network virtually.

4) How do you analyze and monitor your recruiting and retention effectiveness?

Companies should pursue “opportunistic hiring.” Marietta Cozzi—Prudential

Risa Borr (Textron): We measure a number effective. The pieces we analyze include: • Time to fill, cost to fill; • Quality of slates presented (including diversity metrics); • Satisfaction surveys of candidate, hiring managers, and new hires;

of areas in order to be sure our strategy is • Volume and productivity of recruiting organization; • Performance management scores; and • Retention and turnover.

Kerri Koss Morehart (Pragmatics): Pragmatics closely monitors our statistics—our senior management team carefully reviews our recruiting needs, turnover rates, etc., and shares responsibility for achieving our recruiting and retention goals. This information assists us in strategizing and deploying our future efforts. Michael Peltyn (City Center): We measure candidate quality, quantity, and diversity.

Michael Peltyn Vice President, Human Resources ARIA Resort & Casino at

CityCenter (opening late 2009)

Quality means we have recruited candidates with the attitude and aptitude to succeed. Quantity means we have enough of them to fill our many thousands of careers. Diversity means we’ve not only been successful in attracting diverse candidates, but also in creating an environment where we are viewed as an employer of choice by individuals who represent different backgrounds. We dedicate a significant amount of time and resources to accomplishing these three things. Gregory Arendt (Kelly Services): Although at Kelly we have a number of tracking

metrics for recruiting, including time to fill, quality of hire, and cost per hire, our most important metric is customer satisfaction. If we meet or exceed our client’s (internal or external) expectations, we believe the search was both effective and successful.

5) What type of action is your company taking to ensure you are casting a wide net for recruitment? Marietta Cozzi (Prudential): Prudential uses a variety of channels to connect with potential talent, including internet media ranging from traditional sites (Monster.com and Careerbuilder.com) to more niche outlets (Craigslist.com and sixfigurejobs.com). We also have a robust employee referral program.


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Gregory Arendt (Kelly Services): The Talent Acquisition Team posts openings internally, and on online job boards. However, our most successful searches come from employee referrals, networking, maintaining relationships with potential candidates, and utilizing direct recruiting techniques. Although casting a wide net may yield a greater quantity of candidates, proactive recruiting efforts usually produce the higher quality candidate.

Although casting a wide net may yield a greater quantity of candidates, proactive recruiting efforts usually produce the higher quality candidate. Gregory Arendt—Kelly Services

Risa Borr (Textron): One of our metrics is to ensure that we are able to provide a diverse line-up of candidates. We have a sourcing strategy that ensures that we fish a variety of sources and encourage all candidates to apply. Some avenues include job boards, internal and external database searches, networking, employee referrals, professional organizations, and university and web searching.

Risa Borr Director, Talent Acquisition


Arie Ball (Sodexo): Our multi-pronged, multi-generational strategy (detailed in the first question) has allowed us to attract and recruit top talent, as well as identify both emerging and experienced talent.

6) What internal action is your company taking to ensure your retention efforts are inclusive of ethnic minorities? Alfred J. Torres (Verizon): The first thing we do is remain informed by measuring reten-

tion with a focus on different groups, including, but not limited to, ethnic minorities. This allows us to proactively address any trends in retention before they become a problem. In addition, we know that we are more likely to retain our employees if they are more engaged, and that two of the strongest drivers of engagement are development and inclusion. As such, we provide numerous development channels for our employees at all levels, including programs specifically designed for ethnic minorities. Michael Peltyn (City Center): Our company has created an environment where diversity

is embraced and valued. To my knowledge, we are the first and only organization in our industry to develop and implement a dynamic three-day diversity awareness workshop for our employees. Thousands have been through this training and thousands more will be in the future. Diversity is a large part of our culture and who we are as a company.

Alfred J. Torres Executive Director, Talent Acquisition & Diversity


Marietta Cozzi (Prudential): Retention of all talent, including ethnic minorities, is a

priority reflected in our Human Resources policies and practices. With the goal of maintaining a productive work environment where people are valued and respected, Prudential continues to implement a Business Based Flexibility Program that champions the use of alternative work arrangements. Our remote workers benefit from the use of cutting edge information technology resources that create a seamless virtual work environment. Melissa McMahon (CDW): Our Connections Nodes—African Heritage Network, Hispanic Heritage Network, Women in Sales Network, and Women’s Leadership Network—are designed to connect coworkers with like challenges and perspectives, as well as establish a greater connection between coworkers and the business overall. Our networks are open to all coworkers—regardless of function, personal background or location—and are free to join. PDJ Prof iles in Div er s it y Jou r na l

January/February 2009


business navigation

How to Attract, Retain and Motivate Today’s Workforce By Gregory P. Smith President Chart Your Course International, Inc.


Recognize, Reinforce and Reward Business leaders Money and benefits are important factors in attracting and should realize creating a retaining people, but reward and recognition help meet that workplace that attracts, basic human need to feel appreciated and rewarded for what retains and engages their workforce is important no one does. A successful reward and recognition program does not have to be complicated or involve money to be effective. matter what the economy Disney World views reward and recognition as key parts is doing. The key point to remember is talented and skilled of the compensation package. An extensive program helps people are always in demand. The more skill and talent create a supportive environment, contributes to employee they possess, the more likely they can leave you for another retention, and encourages employee engagement. They have employer. Employers should not only be concerned about over 20 different recognition programs such as ‘Applause-Oretaining the employees you have, but also focus on creating Gram’ cards and ‘Thumbs-Up’ gift certificates provided to an environment that makes them as productive as possible individuals. Additionally, each department has custom deduring these troubled economic times. During the last economic downturn, many employers Talented and skilled people are always in demand. took a short-term approach to managing the people side of The more skill and talent they possess, the more their business. They cut back and downsized so severely that likely they can leave you for another employer. it forced those that remained to work two or more jobs. So, signed reward programs providing on-the-spot recognition. when the economy recovered, many of those alienated emNew employees are asked to participate in their own reward ployees jumped ship just when their employer needed them strategy by listing in their file the things they would like to the most. These actions can damage morale—preventing be rewarded with; for example, time off, movie tickets, or you from attracting new talent and retaining good people. public recognition. The highest form of public recognition Provide a Positive Working Environment is when top performing employees have their names stenSenior leaders that take personal responsibility for retenciled on the storefronts along “Main Street,” stating they are tion in their organizations have lower turnover and higher the store proprietors. productivity than those that do not. Jim Goodnight is coInvolve and Engage the Workforce founder and president of SAS, one of the largest software People may show up for work, but are they engaged and development companies in the country. Their progressive productive? People are more committed when there is a prowork environment and host of family-friendly benefits keep cess for them to contribute their ideas and suggestions. their turnover rate far below the national average. Jim said, continued on page 56 “My assets leave work for home at 5:00 or later each night. It is my job to bring them back each day.” Wise executives realize the responsibility for creating a positive work enviGreg Smith is the president and “Lead Navigator” of a ronment cannot be delegated. It starts at the top. management consulting company, Chart Your Course

International, Inc., located in Atlanta. His 30 years of leadership and consulting experience have helped propel him as one of the nation’s leading authorities on leadership, employee retention, talent management, customer service and organizational performance. Visit his website: www.chartcourse.com 54

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advertiser’s index Bank of the West . .. .. .. .. .. .. .. .. .. .. .. 31

Ivy Planning Group. .. .. .. .. .. .. .. .. .. .. 59

Vanguard HR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9




Blue Cross Blue Shield of NC . . . . . . . . . . .35

Lockheed Martin . .. .. .. .. .. .. .. .. .. .. .. 45

Verizon. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15




Chevron . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Shell Oil . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49

Wal-Mart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57




Eastman Kodak Company. . . . . . . . . . . . . . .24

Sodexo. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Waste Management. . . . . . . . . . . Inside Back




Ford Motor Company . . . . . . . . Inside Front,

UnitedHealth Group. . . . . . . . . . . . . . . . . . . . .39

WellPoint . .. .. .. .. .. .. .. .. .. .. .Back Cover

www.ford.com. . . . . . . . . . . . . . . . . . . . . pg 1



ITT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55 www.itt.com

business navigation Business Navigation, continued from page 54 The Sony Corporation fosters the exchange of ideas within departments by sponsoring an annual Idea Exposition, during which scientists and engineers display projects and ideas they are working on. Open only to Sony’s employees, this process creates a healthy climate of innovation and engages all those who participate. Develop the Potential of Individuals Many people rate educational and training opportunities as ‘just as important’ as the money they make. In a study by Linkage, Inc. more than 40 percent of the respondents said they would consider leaving their present employer for another job with the same benefits if that job provided better career development and greater challenges. Deloitte is listed as one of the ‘Top 100 Best Places to Work.’ They discovered several years ago they were losing talented people to other companies. They conducted exit surveys and found 70 percent of those employees who left to take new jobs and careers outside the company could have found the same jobs and careers within Deloitte. As a result they created Deloitte Career Connections, an intranet-based development and career coaching program for all employees. During the first week of implementation, over 2,000 employees took advantage of the program. Not only does the program provide new job and mentoring opportunities, but Career Connections offers a host of career development tools such as self-assessments, tools to develop resumes, and articles on various job seeking strategies within the company. 56

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Evaluate and Improve Continuously Someone said, “If you don’t know where you are going, any road will lead you there.” The evaluation and improvement process must include important indicators such as turnover, employee attitudes, and how well managers are taking care of employees. La Rosa’s is a chain of Italian restaurants in Ohio with over 5,000 employees. The company conducts an employee satisfaction survey once a year, which measures employees’ feelings about pay and benefits, care and recognition, etc. Additionally, all employees evaluate their bosses twice a year using an Internal Customer Satisfaction Index (ICSI). The ICSI has only four questions and asks the employees to give their managers a letter grade from A to D in four different categories. Any grade lower than a B requires additional comments. Here is a checklist of items that should be included in your process. • Conduct exit interviews on the real reasons people leave your organization. • Ask employees who have been with your business longer than five years why they stay with you. • Ask new employees what attracted them to your business. • Evaluate which departments have better/worse retention rates than others. • Create a retention plan for those key individuals that have the greatest impact on profitability and productivity. Visit our website, www.highretention.com, to sign up for a free 7-lesson course on employee retention. PDJ


microtrigger stories editors notebook

Have You Experienced These Kinds of Triggers?

Holiday Cheer During the holiday season, a co-worker and I ventured to partake in office festivities and attend the company holiday party. Feeling the holiday spirit, we decided to use the time to get better acquainted with others in the office. We were having a great time bonding with everyone until one person in particular, a vice president no less, kept looking past us and reviewing his watch during the conversation. We both agreed that we’ve never felt so insignificant (personally or professionally).”

He Loves Me…He Loves Me Not My husband and I decided to purchase a timeshare in Mexico last month. We had a wonderful time visiting the beautiful property, not to mention enjoying the amenities. On the day we completed the paperwork, my husband magically became a ‘real estate guru’, leading the conversation with the agent and continuously cutting me off. Needless to say, it was not a pleasant trip back home to the states.” PDJ

MicroTrigger® Workshop Interested in learning more about MicroTriggers in the workplace, and the effect MicroTriggers have on morale and productivity for you, your team members, and your organization?

Register today for MicroTriggers…Subtle Behaviors that have a BIG Impact MicroTriggers are subtle behaviors that can be intentional or unintentional, but can tarnish relationships, reduce productivity, and destroy organizations—without anyone knowing about it.

As a result of attending this workshop, participants will be able to: • Define MicroTriggers, MicroMessages and MicroInequities • Identify your personal MicroTriggers • Understand the impact of MicroTriggers on you, your workplace and your organization • Understand the roles and responsibilities involved in addressing MicroTriggers in the workplace.

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Pro f i les i n Di ve rsit y Journal

January/February 2009

Janet Crenshaw Smith is president of Ivy Planning Group, LLC, a consulting and training firm that specializes in diversity strategy and leadership. Her book is titled, MicroTriggers: 58 Little Things That Have a BIG Impact. Have a MicroTrigger story to share? Send it to: JSmith@ivygroupllc.com.

last word

NextGen Practice vs. Best Practice in Diversity Recruitment and Retention By Marie Y. Philippe, PhD Corporate Vice President, Culture and Organizational Effectiveness The Lifetime Healthcare Companies


ONCE UPON A TIME, companies with the largest advertising budgets, the most frequent presence on campus, the access to exclusive headhunting shops, or the glitziest fanfare appealed to the most talented individuals of diverse background in search of a truly inclusive haven. Over time, these individuals and others who followed in their footsteps came to realize that: 1. All that glitters is not really gold, and 2. Every organization seems to say the same things and use the same tactics. As more organizations engage in traditional best practices, differentiating factors become minimized, and an increasing need for the next generation of Best Practice emerges. For the diversity practitioners who have collaborated with the experts in human resources recruitment and retention, there have been some rays of hope. These rays can be summarized in three key points: 1. Make non-traditional talent growth a strategic priority. “Growing� talent in the best practice sense essentially means cultivating the best and brightest college-educated talent by offering attractive internships and appealing salaries, then promoting them from within; or stealing talent from the competition and reshaping them through various in-house programs. The new thinking suggests deliberately starting at the root: spread the seeds early, nurture over time, and gather the crop. The implication is for companies to start investing at the high school and trade school levels (even earlier if possible, and not necessarily only in their geographic backyards), offering development programs to create a bond with the organization, embedding language needs as an important consideration, developing important roles with in-job training, putting emphasis on aptitude and attitude, and holding hands through college years whenever necessary before embarking on the traditional path of talent management. 60

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2. Link long-term business success to Leadership Diversity. The correlation between Leadership Diversity and successful business has put more pens to paper than most diversity practitioners care to read.* Many of the organizations most often awarded for their diversity initiatives have yet to demonstrate true inclusion commitment through the representation in the top echelons of their leadership or their boardroom. Demonstrating the link between diversity and organizational success is sure to attract and retain those who recognize a true inclusion haven. 3. Create value propositions that are individually or culturally relevant. Best practice dictates that the primary premise is to sell employees (or employees-to-be) on the value proposition the firm offers. Although well intended, many of these value propositions are one-size-fits-all. What is suggested for the next generation of Best Practice is that the value proposition be crafted jointly so its relevance is grounded in who the employee is, making it individually and/or culturally relevant, because incorrect assumptions are often made about an individual’s goals or desires. EVENTUALLY, all new ideas launched by early adopters become best practice for all and the novelty vanishes. There is no magic bullet in the recruitment or retention business and only outcomes will tell if indeed what is emerging as the next generation of Best Practice in these areas will meet the test of time. PDJ

*Among notable pieces are those by Dr. Mark D. Winston from Rutgers University in the U.S. and by Probal Dutta in Bangladesh. Both explain with a high degree of science the evidence found, whether in academia or in a commercial institution. Those with further interest can also research related publications on these correlation factors by the Glass Ceiling Commission.

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.


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Profile for Diversity Journal

Diversity Journal - Jan/Feb 2009  

Profiles in Diversity Journal's January/February 2009 issue

Diversity Journal - Jan/Feb 2009  

Profiles in Diversity Journal's January/February 2009 issue