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November/December 2011

Bring it!

Take the lead at You can also like us on Facebook at for information on career opportunities and upcoming events.


You’re bristling with ingenuity. Crackling with creativity. Inspired by the thrill, the realization of seeing your ideas through, from explosions of brilliance in the mind to powerful instruments of communication and connectivity. And with Verizon, you’ll find a dynamic environment that thrives on the diverse perspectives and unique contributions of each and every one of its team members — and puts you in a position to effect positive change, locally and globally.



Careers For Everything You Are

Verizon is an equal opportunity employer m/f/d/v.

Blue Cross And blue shield of north carolina pg. 23 Ohio University Opens the Gateway to Diversity pg. 40 Q&A: Don’t Ask, Don’t Tell pg. 46 National American Heritage pg. 58



Chrysler, Jeep, Dodge, Ram, Mopar and the Pentastar logo are registered trademarks of Chrysler Group LLC. FIAT is a registered trademark of Fiat Group Marketing & Corporate Communication S.p.A., used under license by Chrysler Group LLC.



Chrysler, Jeep, Dodge, Ram, Mopar and the Pentastar logo are registered trademarks of Chrysler Group LLC. FIAT is a registered trademark of Fiat Group Marketing & Corporate Communication S.p.A., used under license by Chrysler Group LLC.

publisher’s column

Allowing Diversity Leaders to Shine


by James R. Rector

Damian Johnson Vice President, Editorial Services and Client Partnerships

Paul Malanij A R T D IRE C T O R

James Gorman

issue. The list of organizations achieving recognition for their diversity com-

munications increased from 54 in 2010 to 68 this year. Through this award, there is now positive momentum and incentive for companies to step forward and share their hard work for creating an equitable and inclusive workplace. The Diversity Leader Award is the new standard for organizations to receive recognition for communicating diversity initiatives. For years we have invited organizations to participate by sharing what works and doesn’t work. Partnering with the American Institute for Managing Diversity, Catalyst, and the Society of Human Resource Management continues to provide a reliable supply of quality research to supplement articles from CEOs; senior, HR, and organizational diversity/supplier diversity executives; authors; and consultants in the U.S. and abroad. Increasingly, CEOs and senior leadership have recognized the benefits and ROI of diversity/inclusion work and thus more and more organizations are achieving the ultimate goal of respect for individual differences and workforce equity and inclusion. We are all making a difference. You’re going to like this issue, our last for 2011. Our editorial team partnered with some exciting organizations that are making significant strides with their diversity initiatives. You will meet CEO Brad Wilson of Blue Cross Blue Shield of North Carolina. There is a wonderful story about Ohio University’s diversity activities. Additionally, Dr. Adis Maria Vila, Chief Diversity Officer for the USAFA; Brigadier General Barrye L. Price of the U.S. Army; and Colonel Charles A. Stafford, Chief of Staff at the USMA respond to questions about the repeal of Don’t Ask, Don’t Tell. November is National American Indian Heritage Month. You will meet a few Native American leaders who are making significant contributions to the business world and their peoples. We’re privileged to have these two executives representing their heritage in this issue. We are also proud to present 19 ThoughtLeaders sharing great ideas and three unique Perspective articles too. Please remember, this magazine is the forum for sharing diversity and inclusion successes and challenges. It is our belief and purpose to bring the best ideas and formulas for success to the world for the benefit of all. Please visit our website and review the 2012 editorial calendar. We appreciate and encourage your participation. PDJ

profiles in Diversity Journal

James R. Rector PUBLISHER / C E O / M A N A G I N G E D I T O R

elcome to the fourth annual 2012 Diversity Leader Awards



November/December 2011


Grace Austin A SS O C I A T E E D I T O R

Matt Hoffman RESE A R C H A N D D E V EL O P M E N T

Elena Rector E x e c u t i v e a s s i s tant

Laurel L. Fumic C O N T RIBU T I N G E D I T O R


Commentaries or questions should be

addressed to: Profiles in Diversity Journal, P.O. Box 45605, Cleveland, OH 44145-0605. All correspondence should include author’s full name, address, e-mail and phone number. D ISPL A Y A D V ER T ISI N G

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Reprints: Editorial: Photos & Artwork:

Making every d ay a better day


November / December 2011 Volume 13 Number 6



The journey to diversity maturity


cover story

How CEO Brad Wilson is Driving Diversity at Blue Cross and Blue Shield North Carolina.

2012 Diversity Leader Awards Introducing the winners of the Profiles in Diversity Journal 2012 Diversity Leader Award.


Gateway to Diversity


national american indian & Alaskan Native heritage

Since its founding in 1804, Ohio University has been at the forefront of diversity in higher education.

by grace austin

Leaders who have made significant contributions of their own and celebrate their heritage as First Americans.



profiles in Diversity Journal

November/December 2011

The Issue





Departments 06 | editor’s note


54 | How to Hire a CDO

Journey of an Editor

Part II of Changed the Game through Technology —a look at how diversity and game mechanics can be applied enterprise-wide to make sense of “social.”

A CDO can have a major positive impact on your organization’s ability to attract and retain talent.

08 | diversity history Anniversaries, momentous or merely memorable occasions

10 | Digital Diversity Tweets, analytics and comments

12 | Bulletin Diversity Who, What, Where and When

by Pamela Arnold and Lisa Horuczi Markus

20 | MY TURN Spotlighting this past National Disability Employment Awareness Month. Confirming the facts about people with disabilities as employees.

by Nadine Vogel

Kymberlee Dwinell

Northrop Grumman Information Systems Kara Yarnot SAIC

Christopher S. Weiser

by Jim Fox and Betsy Bruening

64 | Thoughtleaders 19 top executives and leaders share their opinions and thoughts to help improve diversity and inclusion in the workplace.

Brenda J. Mullins Aflac Elizabeth A. Campbell Andrews Kurth LLP

46 | Don’t Ask, Don’t tell

Freedom comes at a price. How you can help your fellow Americans serving overseas.

Q&A interviews with:

by Linda Jimenez

Dr. Adis Maria Vila Brigadier General Barrye L. Price Colonel Charles A. Stafford


52 | CyberSocializing

Eight competencies that separate a leader who treats people equally versus a leader who treats employees equitably.

Cyber communities create a unique opportunity for developing and expanding diversity initiatives.

by Trevor Wilson

by Margo Pierce

Brigadier General Richard M. Clark U.S. Air Force Academy Tracy Edmonds WellPoint, Inc.

84 | ODD and ends 88 | Catalyst

Virginia G. Essandoh, JD Ballard Spahr LLP

Bernadette Pieters


Sodexo, North America Eugene Agee Sprint Kim Strong Target

BDO USA, LLP Fred Keeton Caesars Entertainment Corporation Sonar Thekdi Cisco Fruqan Mouzon Gibbons P.C.

Julie B. Kampf

Solid research backs up bottom line for diversity, specifically women representation in the business world.

90 | Corporate index Names and websites of participating companies and advertisers

JBK Associates, Inc.

Tammy Klugh Kelly Services, Inc.

Phyllis A. James

MGM Resorts International

Tricia Bencich

Moss Adams LLP

Mike Rickheim

Newell Rubbermaid

November/December 2011

92 | LAST WORD The making of a world-class internship.

by Marie Philippe, PhD


| EDITOr’s note

transitions abound for new editor I have recently begun working at Diversity Journal. Gradually taking on the role editor has been a nuanced journey. While I may be prepared with an expert knowledge on the fundamentals of journalism, it is the more complicated facets of understanding work dynamics, balancing work and home, and discovering one’s role in a new position that has been both challenging and stimulating. It is safe to say I am learning much about the publishing world and diversity as I grow into my new role. While I always was interested and advocated for diversity, I have found myself becoming much more passionate about helping minorities, the disabled, LGBT individuals, and women move beyond discrimination and improving their positions in society through this new position. Being constantly surrounded by the idea of diversity, I have come to see there are still enormous disparities evident in our society. I believe being a part of this magazine has helped my evolution as a person, making myself a more compassionate and conscientious person, especially to the plight of others. Hopefully the magazine will have the same effect on others. While the job may be tough sometimes, it is intensely gratifying to be doing what I love best—writing and editing—and to be promoting one of the strongest messages there is: acceptance and equity for all human beings.


profiles in Diversity Journal

November/December 2011

I am not the only one facing a transition at Diversity Journal. The magazine, too, is undergoing a significant transition, which will ultimately result in a redesign in 2012. Our staff has been working diligently at providing new, more exciting editorial content; modern, streamlined design; and improved digital initiatives to better serve our loyal customers of 13 years. A few of these innovative features, like the Don’t Ask, Don’t Tell Q&As and the Native American Heritage Month piece I worked closely on. These features are just a minor representation of new changes—an updated design and a thorough, multi-faceted look at issues that are important and timely. For example, the Native American Heritage piece includes selected poems, both beautiful and profound in their simplicity. It also contains interviews with two Native American entrepreneurs who have achieved much, despite the adversity facing many Native Americans, and who today celebrate their great heritage. I hope you like some of the new features we are working on. I welcome feedback from everyone on this issue and the upcoming issues, especially on the redesign. Above all, we want to create a magazine that is appealing to you—the readers—at an aesthetic and basic level. And as we are the “forum for diversity,” comments and discussions are welcome and encouraged. PDJ Grace Austin

Thanks to You, James doesn't have to worry about the uphill battle of getting health insurance for his family – which makes his downhill challenge much sweeter.

WellPoint is proud of our dedication to diversity, Still with all that we've achieved, we will always strive to better attract, retain and develop top diverse talent. One way is through associate resource groups, where employees work to develop and sustain our culture of inclusion, enhance and maximize customer relations, and create and leverage leadership opportunities for all of our associates. These groups help our company to better address our customers' needs, and ensure that our workforce is as unique as our wide range of health benefits products. In making the process easier for families across the country, our professionals are making a real difference for people everywhere – and making a name for themselves here. Working to better people's lives is not something you do everyday. But it can be – at WellPoint.

Better health care, thanks to you. Scan to Learn

For more information, visit: ® Registered Trademark, WellPoint, Inc. © 2011 WellPoint, Inc. All Rights Reserved. EOE. ® Profiles in Diversity Journal. ® Registered Trademark, Diversity Inc Media LLC.

Diversity History Photograph credit: Courtesy of the Saund Family

December 1, 1838:

November 6, 1956: Dalip Singh Saund became the first Asian-American elected to the U.S. Congress. He was also the first Indian-American and Sikh elected to Congress, serving from 1957-1963. Born in Punjab, India, he campaigned to allow those of South Asian ancestry to become naturalized citizens. He suffered a debilitating stroke in 1962 that effectively ended his political career.

The Trail of Tears began, whereby 14,000 Cherokee Indians remaining in Georgia and southeastern Tennessee were removed from their lands by 7,000 soldiers and resettled in desolate Oklahoma. Along the way, 4,000 Cherokees died.

November 6:

Eid al-Adha-Islamic Feast of Sacrifice, the most important feast of Islam, begins. The holiday celebrates Abraham’s intent to sacrifice his son to God (God later intervenes and sacrifices a ram instead.) Traditionally the family separates meat into a portion for themselves, friends and relatives, and the poor. November 8, 1836:

Mount Holyoke Seminary opened for classes. This was the first college in the United States intended specifically for women, and was founded in 1836 by Mary Lyon. It was the first member of the Seven Sisters. 8

profiles in Diversity Journal

November/December 2011

December 5, 1955: Martin Luther King, Jr. leads the Montgomery Bus Boycott. The boycott began when Rosa Parks refused to move to the back of the bus for a white passenger. It later led the Supreme Court to rule that segregated buses were unconstitutional. PDJ




UNLEASH YOUR IDEAS, AND MAKE YOUR MARK. At UnitedHealth Group, diversity isn’t just a corporate buzzword. It’s the way we work, and it comes through in everything we do. From the high-performing people we hire, to the health care services we provide, we advocate the possibilities of unique thinking. Our mission is to help people live healthier lives and every day, our efforts bring the advantages of the largest single proprietary network of physicians, hospitals, health facilities and caregivers in the United States to millions worldwide. Our employees have diverse cultural backgrounds, beliefs, perspectives, and lifestyles but they all have one thing in common - their ability to excel. UnitedHealth Group is a diversified health and well-being company whose 80,000 + employees are helping to heal the healthcare system every day with a greater dedication to Integrity, Compassion, Relationships, Innovation & Performance. A goal with this kind of magnitude requires the brightest, most forward-thinking minds around. We have them here. And they’re making a difference. Make your mark of distinction at or from your mobile phone at

Connect with us:

Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V.UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment.© 2010 UnitedHealth Group. All rights reserved.

Digital Diversity From our Followers

Lexicon Terms

@corleytodd More than ever, #diversity #leaders need to show how relevant we are by helping our orgs navigate today’s complex & turbulent biz environment. @RickWarren The value of your personal network isn’t determined by size but diversity. Build friendships with people different from you. @Sklopter “If we cannot end our differences, at least we can help make the world safe for diversity.” John F. Kennedy @i_CWayne Diversity and variety is essential for any type of growth. @EvaVegaWorld Thank u 2 all #diversity pros who go out & love our world & everyone in it provoking small changes everyday until we are all united.

@diversityjrnl Garima Thockchom writes: Congrats Sonu, What a moving essay! I wholeheartedly second your advice about having a trusted circle of female friends. So very proud of you.


Sonu Rata - Akraya

Robert Sharps writes: Jo Ann, I’ am very pleased to see your career has advanced to where you are now. I know you are making a positive difference in people’s lives, just as you did mine. I wish you only the best in the future. Jo Ann Feindt - USPS


profiles in Diversity Journal

November/December 2011

American Indian

— A descendent of any of the aboriginal peoples of North America who maintains cultural identification through tribal affiliation or has community recognition as an American Indian or Alaskan Native.

@mentorings “People are like #artwork. Appreciate the richness & #diversity in each person & #value them for their different perspectives & experiences.”

Bulletin AT&T names Chief Medical Information Officer AT&T has recently appointed Geeta Nayyar, M.D., M.B.A. as the company’s first Chief Medical Information Officer. “Now is a particularly exciting Nayyar time in the healthcare industry because technology is being embraced like never before. Stakeholders from payers to providers and consumers are recognizing the value that innovative health technologies can bring to challenges that have plagued our healthcare system for years,” said Dr. Nayyar. As CMIO, Dr. Nayyar will guide AT&T’s ForHealth strategy by providing industry expertise in evidence-based medicine, health outcomes, disease management and wellness. She will also help translate healthcare issues and technology implications with a wide range of stakeholders including physicians, patients, providers, policymakers, and consumers.

Ogletree Deakins Taps Michelle Wimes as Director of Professional Development and Inclusion Ogletree, Deakins, Nash, Smoak & Stewart, P.C. named Michelle Wimes as Director of Professional Development and Inclusion. Wimes will focus on and lead the recruitWimes ment, orientation, retention and advancement of a diverse group of attorneys across


profiles in Diversity Journal

Ascend announces 2011 leadership award winners

Corporate leaders recognized for efforts to advance global business potential for Pan-Asian professionals NEW YORK—Ascend honored several business leaders and members of the corporate community who have demonstrated and fostered leadership development and impact. Norman C.T. Liu was named the recipient of the 2011 Ascend/Deloitte Inspirational Leadership Award. As President and CEO at GE Capital Aviation Services for 22 years, Liu has served as Corporate Champion of the GE Asian Pacific American Forum and is a member of the Committee of Liu Murali 100, a leading Chinese American organization. Kuppuswamy Murali, Senior Human Resources Manager at GE Oil & Gas; Janet Wong, Partner, Grant Thornton LLP; and Bruno Singh; Vice President, NBC Universal, received the Ascend Inspirational Leader recWong Singh ognitions for their CXO or executive level commitments. Michelle Kim, Group VP at Time Warner Cable and Greg Endo, Partner at Deloitte, were recognized as High-Impact Leaders at the senior manager level. Eric Hu, Manager at PwC, and Meng Lily Shi, Finance Manager of Johnson & Johnson, were named Ascend Rising Hu Kim Stars as high-potential managers.

the firm’s offices, as well as provide diversity and compliance consulting to the firm’s clients. Wimes will also lead the training of the firm’s attorneys and staff with regard to performance management practices and professional competencies. Additionally, she will maintain and expand relationships with national, local and specialized diversity orgaNovember/December 2011

nizations; bar associations; and law school affinity groups.

New Diversity Officer at Polk Polk, the automotive market intelligence firm, has recently named Marc Bland as the company’s head of diversity and inclusion. In his new role, Bland will have several responsibilities, including the devel-

who…what…where…when opment and enhancement of Polk’s multi-cultural business opportunities among client and supplier organizations. Bland joined Polk in 1999 and has held several roles within the organization, including senior systems developer, solutions consultant, and manager of the analytic solutions production team. He most recently served as product strategist within the strategy and planning team.

American Airlines Veteran to Lead Utility’s Corporate Relations Team Pacific Gas and Electric Company (PG&E) has appointed Roger Frizzell as Vice President, Corporate Relations and Chief Communications Frizzell Officer. Frizzell will oversee internal and external communications, online communications, and advertising at PG&E.

National Grid recognized as “best of the best” for supplier diversity National Grid has been named a 2011 “Best of the Best” winner by Black EOE Journal for its supplier diversity program, the first time it’s been named to the list. National Grid joins 50 top supplier diversity companies selected by Olive Tree Publishing Inc., the publisher of Black EOE Journal, after a confidential comprehensive review of their diversity plan and policies. Since National Grid revamped its supplier diversity program in 2009, the company has developed a Supplier Diversity Policy to support its strategy and goals and diverse spending increased to more than $600 million in 2010-2011, which includes about $250 million spent with minority and women-owned suppliers. About 750 diverse suppli continued on page 86

Minority Business Leaders Honored

2011 Western Region Minority Business Connections Pays Tribute to Minority Business Entrepreneurs The U.S. Department of Commerce, Minority Business Development Agency (MBDA), and San Francisco National Enterprise Center, announced the winners of the 2011 Western Region Minority Business Connections Awards. The award program is designed to recognize and celebrate the outstanding achievements of minority entrepreneurs, as well as individuals and organizations that have demonstrated leadership and commitment in advancing minority business enterprise. MBDA San Bodan-Acuna Schliz Francisco National Enterprise Center represents over 49,000 minority business enterprises in eight western states: Alaska, Arizona, California, Hawaii, Idaho, Nevada, Oregon, Washington and America Samoa. The 2011 awards and their respective recipients are: Access to Capital Award: Claudia Bodan-Acuna, Bank of America-Merrill Lynch Advocate of the Year: Tyson Schliz, Glow Electric Distinguished Supplier Diversity Award: Karen Blackwell, Nestlé USA Media Award: Rocio Prado-Kissling, ThinkLatino Minority Construction Firm of the Year: David Rivera, Jr., DSG Mechanical Corporation Minority Global Supplier Distributor of the Year: Rick Cantu, Redapt, Inc. Minority Global Technology Firm of the Year: Jon Duncan, Managed Business Solutions Minority Global Technology Firm of the Year: Yuqian Xiong, Foxit Corporation Minority Manufacturer of the Year: Solomon Chen, Superior Communications, Inc. Minority Retail Energy Firm of the Year: April Zhong, Silray, Inc.

November/December 2011



Rivera, Jr.







FROM My perspective


The Gift of Freedom by Linda Jimenez


Chief Diversity Officer and & VP – Diversity & Inclusion, WellPoint, Inc.

reedom often comes at a price. I was re-

minded of this recently while attending an awards luncheon for distinguished military service in our nation’s capitol. What struck me most was the elaborate, solemn ceremony conducted by the military to honor fallen family members, held even before recognizing the award recipients. I leaned over to the female officer next to me, laid my hand on hers and said, “Thank you for all you do.” She smiled back and said, “I truly appreciate those words, as I don’t often hear them.” We talked about patriotism and what it means to each of us, and she told me a story that really got under my skin. Every morning at her daughter’s high school they recite the Pledge of Allegiance. She told me that only her daughter and a few other students recite the Pledge. The rest of the students either mock it or ignore it. I find that so disappointing it makes my heart ache. Our country was founded based on freedom, and in many parts of the world people are fighting for freedom and democracy right now. The Pledge of Allegiance reminds me of how lucky we are. As a general rule, I look at diversity as “all-inclusive” and I respect differences in race, gender, age, religion, ability, sexual orientation, gender identity and military service. However, this recent experience made me seriously consider how I can be a stronger diversity practitioner and truly honor our military personnel. Growing up during the Vietnam War, I was very aware of the draft and the constant worry of my male friends that they might be called to serve at any time. Today, the government doesn’t have to twist people’s arms to fill our military ranks; luckily, we have enough volunteers. I am humbled that so many Americans choose to serve, particularly in a time when the risk of death or disability is more than theoretical. So I feel compelled to stand up for those who are putting their lives on the line for us. Regardless of our politi-


profiles in Diversity Journal

November/December 2011

cal views, they deserve to be treated courteously. Those who do not come home deserve to be remembered with honor. Those who do return deserve to come home to respect and gratitude. While many of us have differing views about war and politics, I believe it is critical that we not only show respect for our country and for those who serve, but that we teach our children to show that same respect. There are a variety of ways to show respect and gratitude for the people who serve our country: • When you see a person in a military uniform, shake his or her hand and say “thank you for serving our country.” • Put together a care package for deployed troops—get your colleagues and neighbors to help. You can adopt a platoon by going to In the past, you could wrap up a care package and mail it to “Any Service Member” for the holidays, but with increased mail restrictions, it’s better to help through financial contributions, letter-writing and e-mail, by purchasing authorized pre-made care packages, or by volunteering time through non-profits. • Contribute to Operation USO Care Package. For every $25 donation you make, the USO will send a care package with needed and requested items valued at approximately $75 to a deployed service man or woman. Ten years after 9-11, we still live in a world rife with religious, ethnic and often extremist nationalism. The nation’s military service men and women put their lives on the line for us, whether it is to defend our freedom or to maintain peace in war-torn countries across the globe. As the holiday season approaches and I am surrounded by my family and friends, I will pause to remember those who gave their lives to secure my freedom and those who remain in service—many of them far from their own friends and families. I hope that you too will consider your gift of freedom. PDJ Linda Jimenez is a native of San Antonio, Texas, and attended the University of Texas at Austin where she received her B.A. with honors. She is also a graduate of the University of Texas School of Law and has spent 20 years specializing in labor and employment law.

Serving those who House America through diversity & inclusion

At Fannie Mae, our company strives to weave diversity into the very fabric of who we are and what we do. By building and developing an inclusive workforce across all levels, we’ve been able to create an environment that encourages and embraces open communication, personal creativity, and professional excellence. Together, we’re helping to advance our nation’s housing recovery.

If you want to build a truly rewarding career with an organization that is actively improving the housing industry, then there’s never been a more important time to work at Fannie Mae. Apply online at We are an equal opportunity employer.




“What you do speaks so loud...” by Trevor Wilson


Author and Global Human Equity Strategist, TWI Inc.

n the May/June edition of this publication I introduced the concept of the equitable leader. The article

highlighted that the equitable leader exhibits a different set of behaviors than the typical leader in the world of work. These behaviors can be summarized into eight categories which we call the Equitable Leader Competencies. These eight core competencies were identified a decade ago by organizational psychologists at the University of Western Ontario in Canada. These academics completed a piece of research that started with the hypothesis that there was a difference between a leader who treats people equally (the same) versus a leader who consistently treats employees equitably (i.e. fairly). These eight competencies are listed below with brief definitions for each. • Openness to Difference—A leader who demonstrates a positive attitude toward others who are different from themselves. • Equitable Opportunity—A leader who makes employment decisions (e.g., promotion and selection) strictly on the basis of merit. • Accommodation—A leader who demonstrates creativity when solving problems and adaptability when responding to the needs of different employees e.g. work and life balance. • Dignity and Respect—A leader who creates a work environment where the opinions and contributions of all team members are valued • Commitment to Diversity and Inclusion—A leader who enthusiastically endorses and participates in programs to create and support diversity and inclusion in the workplace. • Change Management—A leader who contributes to the development of an organization that values diversity and inclusion through the implementation of effective change management practices.


profiles in Diversity Journal

• Ethics and Integrity—A leader who embodies the principles of fair and ethical conduct and demonstrates honesty, reliability, responsibility and constancy in one’s daily work life. Over the years we have come to understand that these eight competencies are not equally weighted. Competencies like openness to difference, accommodation and change management would qualify are most significant. These are very important competencies for leaders to demonstrate if an organization looks to move towards a truly equitable and inclusive work environment for all. However, while these three competencies are necessary they are not sufficient to really create long-term sustainable change. In order to create change you need to find the essence of equitable leadership. Our research shows that there are three competencies that form the core of equitable leadership. These three competencies are dignity and respect, ethics and integrity, and equitable opportunity. I believe if leaders do not consistently demonstrate these competencies it is virtually impossible for an organization to move towards human equity, where the skills and abilities of the total workforce can be maximized. Ralph Waldo Emerson once said, “What you do speaks so loud I can’t hear what you are saying.” In other words actions speak louder than words. Leaders who may demonstrate knowledge and commitment to diversity and inclusion but use their authority to threaten, intimidate and practice behavior intended to humiliate and shame will cause more damage to an inclusive and equitable workplace than any unfair policy or procedure. PDJ

November/December 2011

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

© Eastman Kodak Company, 2010

Diversity & Inclusion

drives innovation and growth

Kodak’s commitment to diversity and inclusion means everyone counts: consumers, employees, customers, suppliers, shareholders, and more. Our global leadership in digital imaging and printing enables us to serve cultures and communities with innovative technologies and services. At Kodak, we seek diverse talent to help drive creativity and innovation, and delight customers around the world. Become part of our picture— and join us on our journey to enrich people’s lives.


Changing the Game of Diversity through Technology Part II perspectives


By Pamela Arnold, President, AIMD and Lisa Horuczi Markus, Cofounder of

he number one emerging hot topic among chief

executives is ‘social.’ ‘Social’ is shorthand for the social media

boom that’s hit globally, and many companies are wondering how they can harness the power of the social network. Dr. R. Roosevelt Thomas, Jr. in World Class Diversity Management – A Strategic Approach, confirms the current diversity dialogue that “the field is at a turning point. It can move into decline, stagnate or grow into a bigger, disciplined purpose.” Leaders in the diversity field agree and are looking for possible solutions utilizing technology— specifically gaming—as a successful formula for changing individual and team behavior. In the first installment of this series we explored how gameplay has become a global phenomenon with more than 1 billion additional gamers expected by 2020. This second installment will spell out how diversity and game mechanics can be applied enterprise wide to make sense of social. According to Telligent CEO Patrick Brandt, the internet has gone through three waves: Content finding information through the internet; Search Making sense of the information posted and helping people find what they want; and Social People are looking for opinions of others who matter to them as a criteria for making their decisions. And who is online? The most dramatic growth in the social space has been among diverse groups. For example, African Americans and Latinos are highly more likely to use Twitter than Whites in the United States. Globally, internet adoption may be slower but the percent in emerging countries gamers is high. In emerging markets of Brazil and Russia, the active internet population totals 46 million in both countries, but at least 75% plays games. Most corporate leaders see social as a way to mine personal data as a means to provide the Amazon equivalent of personalized sales. At a recent conference, a consultant nearly incited a crowd revolt when he communicated that his vision of social applied to health care. In essence,


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November/December 2011

he suggested that through harnessing the participant’s biometric data, health claims and social network, as well as GPS coordinates, that a participant could receive a text to pick up blood pressure medication or insulin when passing his or her pharmacy. A technology-enabled big brother is not what people want and pursuing this tactic may get companies slapped with privacy lawsuits. Instead, companies should consider leveraging how social can guide the activity with game mechanics. Not gamification—which is simply applying some points and badges as part of a company brand loyalty program—but helping people do something bigger. Instead of using technology to manipulate consumer or employee behaviors, companies should seek to help people level up in life, and in return, they would receive more loyalty and positive action. There are three areas of intrinsic motivation: mastery, autonomy and purpose. The reason why the good games are so addictive is that they touch on those three areas. Those companies that provide people with meaningful experiences to get more of what they want to out of life—because of their brand—will be the winners. And there are a couple of added bonuses to playing games: people can form friendships, and it can be fun! According to Volkswagen’s website, “something as simple as fun is the easiest way to change people’s behavior for the better.” On this site, contestants submit world-changing ideas and the winners can see their ideas made into reality and review the results that follow. As diversity champions and leaders, we can harness the social power of diversity management PLUS technology and provide a sustainable, inclusive environment for the global workforce of today and tomorrow. PDJ Pamela W. Arnold is President of the American Institute for Managing Diversity, Inc. The organization is a 501(c)(3) public interest nonprofit dedicated to advancing diversity thought leadership through research, education, and public outreach. AIMD works to strengthen our communities and institutions through effective diversity management. Lisa Horuczi Markus is the cofounder of , a game innovation lab located in Southern California and a board member of The American Institute for Managing Diversity and the Los Angeles-based Youth Mentoring Connection.

At Bank of the West, we value the individual.

Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. We’ve grown stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees that keep us a step ahead of the rest. For career opportunities, visit us online at

© 2011 Bank of the West. Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V

My turn

National Disability Employment Awareness Month perspectives

by Nadine Vogel


President, Springboard Consulting LLC

ctober is National Disability Employment

Awareness Month, a celebration started by President Harry

Truman in 1945; the month is still dedicated to promoting the employment and advancement of disabled workers. The official theme of this October 2011, as announced by the U.S. Department of Labor’s Office of Disability Employment Policy, is “Profit by Investing in Workers with Disabilities.” This year’s theme honors the contributions of workers with disabilities and serves to inform the public that they

“ Keep in mind, the disability community represents the largest and fastest-growing minority segment in the world.” represent a highly skilled, educated, talented pool that are ready to work and can help employers compete in today’s global economy. This is critical, because study-confirmed facts illustrate that: • People with disabilities are more likely to stay with an employer than their non-disabled counterparts. • People with disabilities consistently meet or exceed job performance and productivity expectations. • People with disabilities have a well-deserved reputation for innovation. Accustomed to adapting to a variety of situations, they are often quick to troubleshoot, formulate new ideas, and adopt cutting-edge solutions. • Absentee and turnover rates are lower for people with disabilities and for older workers compared with “typical” employees. Keep in mind, the disability community represents the largest and fastest-growing minority segment in the


profiles in Diversity Journal

November/December 2011

world. In the U.S., it is surpassing the Hispanic population by 5%. People are often unaware that there are so many people with disabilities, unaware of the many challenges they face and equally unaware of the abilities they possess. This is especially true in the workforce and workplace. Its one thing for a company to be considered compliant from a regulatory standpoint, it’s quite another for a company to possess best practices and be considered an Employer of Choice. Many organizations go beyond the basics of compliance; one way they do this is by observing this month with some of the following activities: • Offer Disability Etiquette & Awareness Training sessions to managers and all levels of employees. • Hold forums with disability experts and/or professionals with disabilities. • Hold events that showcase the skills, abilities, contributions and achievements of people with disabilities both internally and in the larger community. • Offer day-long mentoring and/or job shadowing (at all levels) for individuals with disabilities, perhaps those about to graduate post-secondary education if your company is geographically close to a school that offers programs for students with disabilities. • Host resource fairs disseminating information from a variety of non-profit organizations and agencies representing local, regional or national presence. PDJ

Nadine Vogel is President of Springboard Consulting LLC. Springboard is considered a global expert; working with corporations, governments and organizations on issues pertaining to supporting the disability community in the workforce, workplace and marketplace. She is also the author of Dive in: Springboard into the Profitability, Productivity and Potential of the Special Needs Workforce.

energized by


With more than 7 million customers and 27,000 employees, National Grid is one of the largest investor-owned utilities in the world. And, our greatest strength comes from the power of inclusion and diversity in our workforce. The value of an individual’s skills, special talents, multicultural experiences, and alternative life styles is an integral part of our corporate culture. So is our commitment to preserving the environment as we address the energy needs of our customers. Whether you are interested in future employment, or are a small business entrepreneur, we welcome your perspective. Learn more about career and business opportunities at

Blue Cross and Blue Shield of North Carolina Honors


American Indian Heritage Month

Integrity “Don’t let other people tell you what is culturally right…You should think about it yourself.” Wilfred F. Denetclaw, Jr. 1991: Wilfred F. Denetclaw Jr. is the first Native American to get a Ph.D. in Zoology at the University of California, Berkeley. He is currently Associate Professor of Biology at San Francisco State University and actively supports minorities and cultural diversity in science. ® Marks of the Blue Cross and Blue Shield Association. No endorsement or sponsorship is implied by the use of the above quote. JustGarciaHill: A Virtual Community for Minorities in Sciences. (Accessed Dec. 10, 2010). Blue Cross and Blue Shield of North Carolina is an independent licensee of the Blue Cross and Blue Shield Association. U7895, 10/11

company snapshot

The journey to diversity maturity How CEO Brad Wilson is Driving Diversity at Blue Cross and Blue Shield of North Carolina November/December 2011


company snapshot

New office at Blue Cross and Blue Shield of North Carolina demonstrates “going green.”

Company: Blue Cross and Blue Shield of North Carolina headquarters: Chapel Hill, North Carolina Primary business: Health insurance 2010 Revenues: $5.2 billion CUSTOMERS: 3.7 million EMPLOYEES: 4,200 COMPANY website:


iversity and inclusion are much more than stand-alone efforts at Blue Cross and Blue Shield of North Carolina. They are key elements in company-wide cultural change. “We’re living in a revolutionary time in health care. Our challenge is to take a 78-year-old organization and refocus our culture to be more nimble and more innovative so that we can respond to the changes brought on by health care reform and to the changing demographics of North Carolina,” said CEO Brad Wilson. “Diversity has always been an important part of my moral fabric, and I also believe that diversity


profiles in Diversity Journal

is an important business principle,” he said. By focusing on employee networks, new models of diversity, and clarifying the definition of “diversity” BCBSNC has improved their diversity program tremendously. In the future, they hope to strengthen their supplier diversity program and continue to expand the message of diversity and inclusion.

Tapping the strength of a diverse workforce

One way BCBSNC is creating cultural change is through its employee networks. The company has seven employee networks with more than 1,000 members. The networks help sharpen the company’s competitive advantage by increasing employee cultural awareness to better serve its customers, both internal and external. While these networks do focus on shared interests, backgrounds or perspectives, membership is open to all employees. Wilson has challenged his senior leaders to join the networks, especially those with whom they least identify. Employee networks support the corporate culture at BCBSNC by providing an environment that is caring, collaborative, creative and

November/December 2011

BCBSNC’s Cultural Transformation:

Leading the Improvement of North Carolina’s Health Care System

committed. These qualities are the hallmarks of the company’s change initiative called “The Way Forward,” which describes the desired culture and strategic direction of the company. Wilson tapped the employee networks to help identify the company’s desired culture. Wilson asked the networks questions like ‘How would you like our company to be viewed? What kind of culture would you like to have?’ The employee networks, in turn, spoke with employees across the company and responded with a 26-page report. Among the themes of that report were: caring, collaborative, creative and committed. “These themes were identified by our employee networks, and they serve as a common ground for our increasingly diverse employee population,” said Wilson. “When you have a diverse population, you’re going to have opportunities for healthy differences of opinion. It’s good for business to have those discussions, and it’s also good to have a common set of values to help guide those discussions to resolution.”

The definition of diversity

BCBSNC Culture: Caring, Collaborative, Committed, and Creative As a BCBSNC employee, I am: Caring. I distinguish myself through superior customer focus. I am passionate about the work and service I provide. I focus on the larger good of our organization through enterprise thinking. Collaborative. I trust my colleagues. I know we do our best and most important work through teamwork. I know that my personal growth and openness to new ideas will help me shape the future of North Carolina's healthcare system. Committed. I show dedication to doing my best work. I take personal accountability by having the courage to identify problems, and the vision to create solutions. I demonstrate a spirit to win by working in a responsible, professional, and ethical manner. Creative. I know that, more than ever, embracing change is critical to our success. I focus on innovation and problem solving. I share my ideas and seek opportunities for simplification and continuous improvements every day. Most impertinently, I have a sense of urgency about transforming our company as we lead the improvement of North Carolina's healthcare system.

BCBSNC’s definition of diversity includes much more than visible attributes. “What we’re looking to do is build teams that include a diverse set of skills, diverse thought processes and diverse backgrounds,” said Kim Drumgo, Chief Diversity Official for BCBSNC. “Because we believe that with all three of those differentiators, we can build teams of strength, innovation and creativity. “If you look at the diversity wheel [developed

by Marilyn Loden], you get a sense of the full scope of diversity. And while those primary dimensions are important, the secondary dimensions help us build teams with varied experiences. It’s the accumulation of these experiences that make us who we are. And bringing that unique person to work every day is important to the business. It’s only by creating an environment where it’s safe for every employee to bring their full range of experiences to the table that the company can fully benefit. “For example, our senior vice president of November/December 2011


company snapshot

The Diversity Wheel

marketing recently visited our GLBT employee network, called Spectrum, and asked them how the company could reach more members of this community. They came up with the idea to identify GLBT-friendly insurance brokers. It’s a great idea that we’re starting to implement.”

An enlightened model of diversity

When BCBSNC launched its diversity efforts, it not only defined a business case for diversity, it also implemented a model to measure its progress. The diversity maturity model was developed by Drumgo. She says the company is currently in the “Enlightened” phase and beginning to move into the “Integrated” phases. “We’re beginning to see that diversity and inclusion are being integrated into our current work processes and not viewed as a standalone program. For example, as we begin to think about new brand campaigns, we’re looking at creating brand campaigns that speak to all of our members and are bilingual rather than creating separate campaigns for our Hispanic population,” said Drumgo. While the company understands that different populations are moved by different marketing, company leaders also know that a strong brand should transcend many different cultures.


profiles in Diversity Journal

“This year we began implementing ’Divisional Inclusion Teams’ within each division in our organization,” she adds. “The purpose of the divisional inclusion teams is to ensure each division establishes and strives to attain diversity and inclusion goals specific to their business function and their business needs. Enterprise-wide goals have been and continue to be effective. However, when divisions develop their own business case for diversity, they begin to see their own growth opportunities and then begin to develop their own goals for improvement. “For example, our Healthcare division is taking a serious look at developing programs specific to the changing demographics of our state.

“ What we’re looking to do

November/December 2011

is build teams that include a diverse set of skills, diverse thought processes and diverse backgrounds...” — Kim Drumgo Chief Diversity Official

Brad Wilson with students from Winterfield Elementary School kicking off a community garden initiative in Charlotte.

Our Federal Programs group is taking a closer the thirty-second percentile to the fortieth. look at how we ensure we are meeting the needs Scores on almost every cultural measure imof varying generations of customers we service. proved in the 2011 survey. In the areas most reAnd across the organization, we’re finding ways lated to diversity and inclusion, measures of emto maximize the energy of Generation Y and powerment and team orientation both increased the wisdom of the Baby Boomers, which are the by more than ten points, as did a measure of two largest generations among our employee creating cultural change. population.” Following the 2010 survey, BCBSNC leaders Another key measure of cultural change decided to focus on improving three aspects of comes from the company’s Employee the company’s culture: decision-making, creating Engagement and Culture Survey. BCBSNC and embracing change, and collaboration across began working with Denison Consulting in the company. Scores in each of these areas im2010 to conduct this survey, and the progress in proved in this year’s survey. one year’s time is significant. Survey participation BCBSNC Diversity Maturity Model rose from 80 percent in 2010 to 93 percent in 2011—one of the highest response rates that Denison has seen among the firm’s thousands of clients worldwide. Using Denison’s scoring method for employee engagement, (a measurement of how positively employees view their organization) BCBSNC jumped from November/December 2011


company snapshot

Brad Wilson with members of BCBSNC’s Spectrum employee network.

Diversity next steps

In 2012, BCBSNC plans to continue strengthening its supplier diversity program by looking at engaging diverse suppliers and utilizing their services in many different areas throughout the company. “We are one of the largest North Carolina-based employers, and we think it’s extremely important that we give back to the economic sustainability of our state in a multitude of ways,” Drumgo said. Keeping the conversation going is critical to achieving maturity in the topic of diversity and inclusion, she says. Every new employee is required to go through diversity and inclusion training within 30 days of joining the company. Throughout the year, the Diversity Office offers trainings to the entire organization on a variety of topics. “However, to continue to increase our diversity and inclusion maturity, we ask our managers to have at least two diversity-related conversations a year with their teams. We use a tool called Diversity Xpress, by Prism International, which provides discussion prompts for our leaders to have 20- to 30-minute discussions with their teams on multiple topics. For example, one discussion prompt is titled ‘Working Across Language Barriers.’ We’ve seen that when conver-


profiles in Diversity Journal

November/December 2011

BCBSNC Employee Networks

BCBSNC employee network leaders with CEO Wilson. • AABEN – African American/Black Employee Network – 230 members • GBEN – Golden Blues Employee Network (targeted to Boomer generation) – 270 members • HABLA – Hispanic and Bilingual Learning Alliance – 70 members • SEA Net – Support for Exceptional Abilities Network –75 members • Spectrum – Lesbian, Gay, Bisexual, Transgender employees and their allies –120 members • WEN – Women’s Employee Network – 350 members • YoPro – Young Professional Network – 200 members

Senior Leadership Team holding a Town Hall meeting with employees.

BCBSNC extending diversity knowledge throughout the company In 2011, BCBSNC launched a series of employee “lunch-and-learn” sessions using the Diversity Xpress program from PRISM International Inc. The program consists of 20-minute prompted discussions that build a foundation for diversity competence and help teams have critical dialogue that fosters an open and honest environment. Each Diversity Xpress topic discussion sheet provides step-by-step instructions for a discussion session that incorporates the introduction of a topic, application of that topic in the work setting, and questions to encourage discussion. 2011 Diversity Xpress discussions at BCBSNC have centered on these topics: • Serving customers from other cultures • Working across language barriers

The Way Forward description of BCBSNC’s culture and direction.

• Maximizing generational distinctions • Getting comfortable with change

sations happen, both in person and on the blogs and discussion boards we have across our company, understanding happens.” “And we’ll continue to leverage the voice of our employees through our employee networks. Next year, each of our employee networks will be challenged with solving a business problem.

The benefits of this goal are significant. Not only will our leaders have the opportunity to deepen their relationships with the employees in the networks, but our employees will also be able to provide a voice and different perspective on solving important business challenges outside of their normal jobs.” PDJ November/December 2011



Wilson finds Literary Motivation in Lincoln


ilson is an avid reader. His reading list encompasses a wide spectrum of literary work that aids him in his personal and professional lives. “I usually have two or three books going at the same time,” he said. “I read a lot of biography and history. One book that I’ve continued to refer to over the past several years is Team of Rivals, by Doris Kearns Goodwin. It’s a story of Abraham Lincoln and how he picked people who ran against him for president to serve on his cabinet. Team of Rivals refers to this group that he gathered around him who were certainly varied in their points of view and how he leveraged that diversity of philosophy, experience, opinion and political views to build a team of strength that helped him navigate one of the most trying times in history. I think that strategy is very relevant today. “I’m also re-reading Daniel Pink’s book Drive right now in preparation for a company-wide meeting. I’ve talked a lot about Drive since becoming CEO and I quote Daniel Pink rather regularly—just ask anyone at Blue Cross. I think he has a lot to say that is highly relevant to our culture change journey. “Pink shows that it’s really satisfaction that drives people, often much more than money. People have a need to do good, to accomplish something meaningful, either individually or with a group of people. He captures the idea that what people really want is to have more autonomy to leverage their skills and abilities, and they want to have a purpose. So, if we understand that that’s what motivate people, and we build organizations that empower, liberate and incent people not just with money, but with these other positive cultural attributes, we’ll encourage higher productivity, more innovation and the creation of better products and services.” “That’s what we’re working to do at Blue Cross.”

Other recommendations from Wilson: • Bismarck: A Life, by Jonathan Steinberg. “There are great lessons here in diversity, the use of power and the power of personality,” said Wilson. “Bismarck was the architect of the unification of what become known as Germany and, in doing so, he brought together disparate groups under one flag.” • Woodrow Wilson: A Biography, by John Milton Cooper. “One of the better biographies I’ve read. Wilson was a great visionary. He was an intellectual who could theorize with the best. Yet, he had an ability to put theory into practice. This is a testament to the power of vision coupled with practicality.” • Great by Choice: Uncertainty, Chaos and Luck – Why Some Thrive Despite Them All, by Jim Collins. “Collins is always a mind stretcher. I heard him speak about this book recently and am very intrigued. It’s focused, like his others, on leadership. And I’m a firm believer that you can never learn too much about how to be an effective leader.” PDJ

Brad WIlson Company: Blue Cross and Blue Shield of North Carolina Title: President and CEO Education: • J.D., Wake Forest University School of Law • M.A., Duke University • B.A., Appalachian State University CAREER: • Blue Cross and Blue Shield of North Carolina: CEO, 2010-Present; President and Chief Operating Officer, 2009-2010; leadership roles including executive vice president, general counsel and chief administrative officer, 1995-2009 • North Carolina Office of the Governor, 1993-1995: General counsel and chief legislative strategist to Gov. Jim Hunt; acting secretary, N.C. Department of Crime Control and Public Safety • Private law practice in Lenoir, N.C. INDUSTRY AND CIVIC APPOINTMENTS: • Chair, Blue Cross and Blue Shield of North Carolina Foundation • Member and past chair, University of North Carolina Board of Governors • Board member, North Carolina Institute of Medicine • Director, Blue Cross and Blue Shield Association • Board member, National Institute for Health Care Management • Board of Visitors, Wake Forest University School of Law INDUSTRY PERSPECTIVE: “The first step to creating a better health care system is being honest with ourselves about the scope of the problem we face. This means recognizing that the current system isn’t sustainable and that current reform measures don’t do enough to rein in costs. Once we accept that fact, we can begin to take responsibility for our roles in the crisis and resolve to make the tough decisions that will curb spending and shore up our system.” Interests: History, sports FAMILY: Married with two adult children


profiles in Diversity Journal

November/December 2011

Bringing unique talents together is what sets us apart. At CVS Caremark, we are able to achieve market-leading business results every day because we understand and truly value the power of diversity. Through genuine respect and by embracing everyone’s differences, abilities and complexities, we have created an all-inclusive work environment and a more innovative, creative and rewarding organization. Join us and add your unique voice, strength and character to our mission of improving lives daily.

CVS Caremark celebrates the Native American culture! We support the Native American community through sponsorship of local events to recognize and honor their heritage.

Join our team and experience a fulfilling career at CVS Caremark. Visit us at

CVS Caremark is an equal opportunity employer supporting a drug-free work environment.


Aflac AIMD Inc. Akraya, Inc. American Express Andrews Kurth LLP Army and Air Force Exchange Service Bank of the West BDO USA, LLP Blue Cross and Blue Shield of NC Booz Allen Hamilton Brinker International Burger King Corp. Caesars Entertainment Corporation Catalyst CDW LLC Chevron Chrysler Group LLC Cisco Systems, Inc. Citi Comcast Corporation CSC CVS Caremark Deloitte LLP Eastman Kodak Company Fannie Mae Freddie Mac Gibbons P.C. Halliburton Harris Corporation ITT Corporation JBK Associates, Inc. Kelly Services KeyCorp KPMG LLP

Diversity Leader Awards

The 2012 Diversity Leader Award information explores the internal and external communication channels that some of this year’s winners are using to more efficiently and effectively communicate with their employees, customers, partners and the public. Part innovation, part communication and all dedication, these companies understand it takes more than email and press releases


profiles in Diversity Journal

to build a foundation for successful communications. From intranets and town hall meetings to corporate reporting and social networking, Diversity Journal is awarding more than sixty organizations which recognize that business communications are not one-size-fits-all and have tailored their diversity and inclusion efforts in response.

November/December 2011

The information presented in the following pages is only a portion of the information we have gathered from the 2012 winners. In an ongoing effort to trumpet the successes of these companies, we will be featuring snapshots of the winners throughout all our 2012 issues.

2012 Diversity LeadeRAwards

November/December 2011


Lockheed Martin Corporation ManpowerGroup Marsh & McLennan Companies Medco Health Solutions MGM Resorts International Moss Adams MWV National Grid New York Life Insurance Company Newell Rubbermaid Northrop Grumman Information Systems The PNC Financial Services Group, Inc. Raytheon Company RBC Wealth Management Robins, Kaplan, Miller & Ciresi L.L.P. Royal Dutch Shell SAIC Sodexo Springboard Consulting LLC Sprint Target The Lifetime Healthcare Companies TWI Inc. Union Bank N.A. United States Air Force Academy UnitedHealth Group University of the Rockies US Airways, Inc Vanguard Verizon W.W. Grainger, Inc. Walmart Stores, Inc. Waste Management, Inc. WellPoint, Inc.


Profiles in Diversity Journal WellPoint

Diversity Toolbox

WellPoint’s Diversity & Inclusion site is prominently featured on the company’s intranet. The site features links to eight associate resource groups, a Save the Date section, and a This Month section, which highlights diversity observances, including monthly diversity posters. The Diversity Tool Box section offers a variety of tools and resources, including a diversity calendar and a guide to the different observances, discussion guides, a tool kit for hiring veterans, and a Safe Space program materials.



Aflac Quick Polls are questions posted on the intranet that allow employees to vote anonymously on various topics. Aflac is able to apply Quick Poll results to choose which activities are offered at company events, which foods to serve in the cafeterias, and the next Aflac sports team.


1.4 Million Associates

Wal-Mart has enabled an associates social network community where associates blog and set up forums to invite conversations around D&I topics. Additionally, through an intranet portal, associates have access to D&I resources such as Diversity Goals Tracker (over 55,000 officers and managers can access and find their real time status of their personal diversity goals completion), program information and instruction, event calendars, a D&I reading/ movie list, and Diversity Journal’s Corporate Internet Subscription.



65-Hour Forum Shell

Shell sponsored an online discussion forum running continuously for sixty-five hours over a three day period. Called “p&T Jam,” the global interactive event started with four predetermined discussion topics. Over the course of the three days, more than 9900 log-ins and 4206 posts were made by employees across 117 countries.

Diversity Summits Raytheon

Raytheon established its enterprise diversity summit model in 2005. To expand the reach of its diversity programs, in 2008 Raytheon introduced regional summits, which 3,400 employees from across the company have participated in. Raytheon emphasizes the following diversity competencies in its summits: Creates opportunity for all people to participate, contribute and give feedback; builds diverse teams and organizations; proactively resolves diversity-related conflict; actively encourages different ideas or viewpoints; demonstrates the ability to adapt personal style to accommodate differences; and demonstrates commitment to improvement related to diversity and inclusion. Additionally, the company’s eight Employee Resource Groups, composed of nearly 100 chapters, hold meetings across the enterprise to further drive the diversity vision.

Flight Training USAFA

The Academy holds 16 Women’s Forums per year that provide mentoring opportunities and guidance for female cadets on how to be successful at USAFA and in the Air Force.


profiles in Diversity Journal



Internal blogs are used regularly as part of Connections, PNC’s internal network for online collaboration. PNC supports six nationally recognized history and heritage months annually. A blog is created for each month, serving as a way to engage employees in

community and internal events while allowing for commenting, sharing, and collaboration. PNC’s Employee Business Resource Groups also maintain a virtual presence on Connections, with blogging used as a frequent method of communication.


Linking U and I

UnitedHealth has designed their own social networking site, ULink, designed to support networking amongst employees and information-sharing through document creation and distribution, discussion threads, blogs, polls, and groups. Users are able to gather team input on an idea or document, find a subject matter expert to answer a question, create a group to share best practices or coordinate services for clients.

Marsh & McLennan

Marsh and POW

Two of MMC’s business groups have capitalized on social media as a means to engage colleagues and meet their communication and development needs through the creation of internal tools: Marsh University and People of Oliver Wyman (“POW”). These mediums have not only allowed for traditional business learning and development but also social and cultural learning and development which have help support their diversity initiatives. The Reverse Mentoring program opens up communication channels using a new format; this program is being featured in a workshop at the upcoming Out & Equal Workplace Summit.




Target’s employee magazine, RED, contains articles told from the team member point of view. It covers diversity and inclusion topics, multi-cultural merchandising and marketing efforts, and team member quotes and stories. RED magazine is available for all 355,000 employees at all locations.

Today for Diversity


Halliburton’s TODAY weekly newsletter reaches 60,000 employees. Halliburton’s TODAY newsletter has a “Diversity Corner” where different perspectives, knowledge and feedback is featured. Messages from the Diversity Director and and Senior Management about D&I topics and initiatives are included as well.

Showcasing Upcoming and Past Events NY Life

The NYL D&I office produces a quarterly electronic newsletter, featuring diversity content pertaining to: events (upcoming and past), training, and diversity news articles/publications.

November/December 2011


2012 Diversity Leader Awards


Latino Leaders and Disability

Over the course of the past year, CVS has held numerous webinars delivered by both internal colleagues and renowned external experts. Featured topics have included the perspective Latino leaders bring to the company, identifying and addressing cultural competency and health disparities, and disability matters in the workplace.

Shell Web-cast for Everyone The energy giant sponsors global D&I web-casts on various significant topics. Each web-cast is hosted by the VP D&I and conducted twice on the same day to allow for time zone differences. The sessions are taped for playback for those who could not participate in a live session and a transcript is written for those with hearing impairments.


Tsunami Relief in Japan

Video conferencing is a valuable tool for executives at Aflac’s U.S. and Japan offices. This tool was extremely useful during the recent earthquake and tsunami in Japan. Executives used video conferencing to check on Japanese agents and employees and to receive updates on conditions in the area.


multiple sites

To promote real-time global collaboration and networking, MWV regularly uses videoconferencing to join multiple sites together for specific diversity events throughout the year. These events include workshops, seminars, diversity network updates and more.


At an annual US Airways exhibit, the Diversity team shares their diversity efforts in a showcase/booth. ERG leaders take the time to share their yearly calendar and have a membership drive for each of their groups. This fair updates the leaders of the organization, explains and answers questions, and helps gather ideas

Moss Adams KPMG

Tracking Progress

Several internal conferences, both in person and via teleconference, take place quarterly throughout the year, including quarterly Diversity Advisory Board meetings, Women’s Advisory Board meetings, and the advisory board meetings of each of their six national diversity networks. In addition, each network conducts quarterly conference calls per year for their membership. These calls are used to develop and track progress against the networks’ strategy and the firm’s strategic priorities, address open issues, update members on network activities, and share best practices.


Employee Kiosks

All employees joining UnitedHealth Group receive training on D&I, including Valuing D&I and the Manager’s Role in Affirmative Action. Other topics include: Corporate Culture and Diversity, Developing Cultural Proficiency, Diversity & Inclusion: The Changing Landscape, Diversity on the Job: Diversity and You, and the Changing Workplace - Getting Past Clashes: Valuing Team Diversity.

MGM Resorts

At MGM, Diversity Champion Training workshops combine classroom and experiential learning to instill values of diversity and inclusion, personal responsibility, and team accountability. 11,000 have participated in the workshops. A recently expanded diversity training initiative installed the goal of graduating every employee from the program by the end of 2011. The company also offers training to employees that attend the Annual Women of Color Conference.

National Grid

Several courses have been initiated at National Grid, including Diversity Dialogues, Respect in the Workplace, and EEO and Compliance. Respect in the Workplace was a joint effort with the Ethics & Business Conduct Department, which used it as a re-training tool. An e-learning class on Harassment Prevention was taken by all management employees.

The Brink of Training


cations. They can also be utilized by employees who are attending training facilities and do not have access to a laptop or desktop.


Diversity Topics Run the Gamut UHG

Harassment Prevention

National Grid

Employee kiosks allow field employees an opportunity to view the company Intranet and access e-mails and other internal communi-


Champion Training

Brown Bagging

In the last year, Moss Adams office networks hosted 119 Forum_W activities, including brown bag lunches, panel discussions, internal and external networking events, and community related events.

Brinker sends organization leaders to conferences, speaker panels and other community events to receive diversity leadership training. New managers also receive diversity specific training.

Inclusion Advisory Council

Burger King cites there Inclusion Advisory Council (IAC), led by senior BKC executives, as the compass of the brand. This group helps guide the company toward inclusion in the workforce, guests, operators/suppliers, and the community. As part of the IAC’s efforts, Burger King maintains a strong partnership with diverse franchises including the International Hispanic Franchise Association and the Minority Franchise Association.

National Grid

Brain Food

National Grid’s Employee Resource Groups sponsor Lunch and Learn sessions as well as a variety of external speakers. Employees from all regions of National Grid are able to attend virtual conferences and workshops using these tools.


From the Chairman to the Boards

At KPMG, everyone from the Chairman and CEO to the partners who serve on the company’s Diversity Advisory Board and Women’s Advisory Board, to the more than 43% of our partners and employees who are engaged in the diversity networks, are active in diversity efforts.

November/December 2011



Profiles in Diversity Journal INTERNET WellPoint


Proud Partnerships RKMC

RKMC partners with legal associations that support the professional development of diverse attorneys by co-coordinating, hosting, and sponsoring programs and events. As a firm, RKMC is a member of The Boston Lawyers Group, The California Minority Counsel Program, and Twin Cities Diversity in Practice. Additionally, RKMC encourages attorneys to be involved in organizations that promote diversity. Attorneys individually hold leadership positions and memberships in a variety of organizations and programs which support and advance diverse communities.

Thanking a Pharmacist through CVS’s blog CVS

CVS’s corporate blog shares information on a number of topics and was recently used as a portal for information on CVS Caremark’s participation in the National Urban League annual conference. Here visitors will find “your stories.” Whether they want to thank a pharmacist, a MinuteClinic nurse practitioner, or a CVS/pharmacy crew member, patients, customers and plan members send notes through the blog.

Dual Diversity Reports Each year, the company publishes two D&I reports, the “D&I at Wal-Mart Report,” an annual accomplishment report, and the “Workforce Diversity Report,” an EEO-1 report.

An annual Diversity and Inclusion Report highlights the company’s activities in addition to providing diversity-relevant data. This report is given to executives throughout the company, shared with community and business partners, and accessible to the general public on the diversity website.

Moss Adams



Comcast’s most innovative communication tool is the Comcast Voices blog. A transparent site where the company engages in a free space dialogue with the public over events, achievements, pilot programs, and products and services. Comcast highlights diversity accomplishments by sharing individual employee recognitions, community outreach photos and video, and specialized programming offerings for diverse and inclusive events.


Highlighting Diversity

sustainability, as well as the WellPoint Foundation’s charitable work. The new Corporate Responsibility Report is an online resource, making it a much “greener” alternative to the printed reports delivered in the past. One key feature is the ability to customize the report, so users select only the information they are interested in seeing.


Comcast Voices

MGM Resorts

Report Card

WellPoint’s public website includes a diversity site which includes highlights of WellPoint’s diversity efforts in the workplace and in the community, as well as supplier diversity. The company’s online Corporate Responsibility Report offers an innovative look at the company’s commitment to being a socially responsible citizen. The Corporate Responsibility Report includes sections on diversity and


Harris Featured in Variety of Magazines

Harris has been successful at placing articles in various publications to promote global workforce and inclusion efforts. These range from local community magazines and newspapers, to college and state-wide magazines to national publications. Through these publications, Harris is able to highlight employees, outreach efforts, and unique opportunities that traditional press releases and media may not capture.


Active Columnist

Wellpoint’s Chief Diversity Officer, Linda Jimenez, has been a contributor to Profiles in Diversity Journal for more than four years.


Givin’ a Heads Up

Marsh & McLennan

Publicizing Women’s Efforts at MossAdams

Mercer’s Global Equality, Diversity, & Inclusion provides a regular email update, called Workforce Opportunity Network HEADS UP to its clients to keep them abreast of diversity news. This same newsletter is often re-purposed internally for HR and talent management staff. In addition, this group also provides periodic memos to its network members with more in-depth analysis of diversity-related developments; member surveys on current diversity topics and trends; as well as annual developments in Global Diversity and Equality.

The Forum_W annual report is the firm’s most innovative tool. Many public accounting firms have women’s efforts, but don’t publicly report their progress. This has helped the firm stay accountable to our goals and highlight office networks and the talented women in the firm.

Newsletters Galore at NBCUniversal Comcast

profiles in Diversity Journal

At NBCUniversal, stories on D&I initiatives on the company’s weekly email newsletter are sent to all employees worldwide. All six NBCUniversal affinity groups have dedicated newsletters specific to their news and events, including the women’s and veteran’s networks. November/December 2011

Communications WEBINAR Akraya

to the Next Level

Akraya President Sonu Ratra is actively involved in NCMSDC’s educational webinars and workshops as a presenter/speaker, sharing her thoughts on how to take a diversity certificate to the next level to grow and build business.


Officers offer Support via Facebook

Lieutenants (recent graduates) working for USAFA Admissions correspond with potential future cadets via Facebook. These Lieutenants personally contact and cultivate mentoring relationships with students identified as needing this extra measure of support.


Profiling Award Recipients at Harris

Harris has company pages/accounts on Facebook, Twitter and LinkedIn in which the company communicates press releases, career fairs and inclusion conferences, company and employee awards/recognition, and open positions within Harris. Harris profiled employees that were recipients of various leadership and technology awards at the 2011 Black Engineer of the Year Award conference.



Akraya has been using its Facebook page and Linkedin Group called AKRAYAN in innovative ways to spearhead ideas regarding supplier diversity. Akraya updates its Facebook page regularly with diversity efforts and created an interactive forum for its consultants, contacts, and clients where they can share feedback.

US Airways

Social Media Takes off at US The airline uses Facebook, Twitter, and LinkedIn to reach various parts of the community. Each of the Employee Resource Groups have their own pages as well.


Tweeting to the Invisible

ManpowerGroup is heavily involved in social media, using social networks to help reach untapped sources of talent such as women, those with disabilities and those with cultural barriers to work. Manpower’s CEO regularly communicates via Twitter, including news on company diversity initiatives as well as labor market expertise.

Gibbons PC

Tweet Me

The firm promotes the accomplishments of its diverse attorneys through all forms of media, including social media. The firm posts information to its Twitter account @GibbonsPC.

2012 Diversity Leader Awards EVENTS Catalyst

CEO Summit

The biannual Catalyst CEO Summit brings member CEOs together to discuss the most pressing issues related to the critical roles women play within their organizations and in regards to women’s leadership advancement. Their active Speakers Bureau takes Catalyst experts and messages to leading global forums, conferences, and organizations around the world. Also, the Advisory Services team shares deep expertise and practical, “how-to” guidance with members as they design diversity initiatives and interventions. Catalyst also hosts The Catalyst Awards Dinner, which celebrates initiatives to advance women in the workplace and is held annually in New York City and attended by over 1600 executives. Various other Catalyst events, such as round-tables, panels, and networking events help members connect and learn from one another.

Fannie Mae

Speaker Series at Fannie Mae Fannie Mae sponsors ongoing speaker series in support of employees, including the series Women in Technology, in support of the professional growth and development of women who work in technology, and Minority Top Talent, in support of the professional growth and development of high-achieving minority employees.

Springboard Springing for Diversity

Springboard Consulting hosts The Disability Matters Awards Banquet and Conference, a multi-day conference, which bans technology or handouts by presenters, increasing engagement among guests.

Gibbons shows support through Numerous Bar Associations

Gibbons PC

The law firm’s external outreach supports numerous minority legal and business organizations, providing opportunities to meaningfully connect with the diverse communities it serves.The firm is a signatory to important initiatives that promote diversity and inclusion, like the New York City Bar Diversity Principles; the Minority Corporate Counsel Association; and the bar associations Garden State Bar Association, National Bar Association, and Hispanic Bar Association. Gibbons is also a sponsor and supporter of community organizations such as the HRC and GLAAD. GDI’s supplier diversity program, GDI-123, is a first for the legal industry; the program engages clients and provides women- and minority-owned businesses and law firms procurement and other strategic business opportunities.


Create Connections


RBC uses the “Create Connections” five-step recruiting road map to recruit experienced women advisors. “Create Connections” includes a monetary referral bonus paid to any employee that refers an experience female advisors and the support of a seasoned female advisor that serves as a complex liaison to the hiring manager. The recruiting road map is used by branch hiring managers and has gained the support of senior leaders and women across the firm.

Global Mobile App


Cultural Advisor is a mobile application that provides instant, customized information to help bridge communication and work-style differences between Cisco employees and their global counterparts. November/December 2011



2012 Diversity

Wal M ar

Leader Awards


Air Force Academy

Harris corporation Sodexo

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Ha rr is

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US Airways National Grid


Was te M an ag em

Lockheed Martin Corporation pnc


profiles in Diversity Journal


November/December 2011

en t, In c

WE NEED YOUR SPARK. Explore your career options with a company that is developing leaders. See how your spark

college spotlight

Ohio University Opens the

Gateway to DIVERSITY By Grace Austin


n the rolling hills of Southeastern Ohio, Ohio University sits as a beacon of cultural and intellectual light. Since its founding in 1804, OHIO has been at the forefront of diversity in higher education. John Newton Templeton became the first African-American to graduate, in 1828, and only the third African-American in the country. Margaret Boyd was the first female graduate nearly fifty years later, and Saki Taro Murayama, a Japanese citizen, graduated as the first international student in 1896. While this legacy is important, OHIO has worked to build on this foundation in the 21st century. Under Vice Provost for Diversity, Access, and Equity Brian Bridges, OHIO has attempted to increase its diversity, seeking more minority students while maintaining its older departments and expanding its younger organizations. Bridges sees diversity education as the main facilitator for diversity change and improvement at the institution, and has personally worked to change how diversity is viewed. “I have tried to expand the definition of diversity to move beyond conversations about race and gender and include broader forms of difference that are shaping our society,” said Bridges. “Issues around sexual orientation, nationality, physical and cognitive disabilities and socioeconomic status, among others, will shape the future in tandem with race and gender.” While Bridges remains committed to diversity at OHIO, considerable issues have arisen within the current financial climate, as many universities across the country face significant budget cuts.


profiles in Diversity Journal

November/December 2011

OHIO has not been immune. “I would love to see us grow a little bit in terms of staff, since traffic has grown so much. But budget cuts have impacted us. We have limited resources and growing numbers,” said LGBT Center Director Mickey Hart. Adds Bridges, “Building new and innovative initiatives is difficult when in a reduction mode and chief diversity officers around the country

have had to cope with this reality. However, we plan to continue our progress by conducting a climate study this year and to work with faculty and administrators on infusing some of their areas with appropriate diversity activities.”

New Programs, Passionate Leadership

Although not a new idea on campus, OHIO’s Women’s Center came to fruition nearly four

years ago. Despite its recent creation, the Center has been met with enthusiasm by the faculty and students. “We are thriving as a center because people are committed to it and are using its services,” said Susanne Dietzel, the founding and current Director. “It adds value to our university.” Said services are wide-ranging but popular, including an extensive resource center, a large November/December 2011


College Spotlight college spotlight

Above left: The path to Cutler Hall is dotted with international flags. Above center: The inaugural class of attendees at the Summer Institute for Diversity Education (SIDE). An integral part of Bridges’ vision, SIDE is a way to develop trained diversity professionals and advocates on campus and in the community. Above right: Bridges addresses the audience during one of the events he introduced as part of the campus-community Martin Luther King Celebration.


International Women’s Day festival, weekly brown bag meetings, and a mentoring program which pairs upperclassmen with female professionals. “If you have questions about women’s services you would come here, including issues of child care, pregnancy, and sexual assault. We work with student groups, bring in speakers, and we are empowering men to play a part in ending violence against women,” added Dietzel. Another relatively new program is the LGBT center, now in its 13th year. Hart was present during its early stages. “Most of what I’ve done are new initiatives. We really worked to grow the program, get our name out there, make people of aware of what were doing,” said Hart. “I think on campus we’re quite visible.” Hart has used several methods to make the LGBT center’s message louder. “We’ve worked a lot to humanize the issue. We do poster programs, including ‘We are OUTstanding’, ‘Queer Quotes,’ and ‘Face of Pride’ each quarter,” said Hart. We also do a program called ‘Speak Out,’ where we take a panel of students to classes and fraternities and sororities to share their stories and we open up [the panel] to questions and answers.” Both Hart and Dietzel still see diversity as an exciting and highly relevant topic. “Diversity speaks to who we are. We are a diverse community and we need to make sure we pay attention to the diversity of our constituents,” said Dietzel. “Diversity is still a pretty vibrant word, [although] some people have tuned it out and turned it off. Just because we’ve heard all about it, doesn’t mean we understand all about diversity,” said Hart. “[The challenge is] how do you enact that knowledge [about diversity] and make it better.”

profiles in Diversity Journal

November/December 2011

Appalachian Experience

Ohio University remains a unique institution for its physical setting. The Appalachian area is a culturally distinctive region, and the city of Athens, while not racially diverse, has significant socioeconomic and age differences. Bridges has worked to bridge the gaps between the town and the university. “My office has engaged with the City of Athens on a project to promote diversity and civility in the area and this will hopefully have a long-term impact in bringing the campus and community together around issues of difference,” related Bridges. “There was a town hall meeting on diversity and civility and we are following that up by developing an ongoing training program for community members.” Hart has tried to improve resources and training for citizens in the area, while increasing organized programs and events that have expanded on a wellestablished, student-based LGBT community. “There are no LGBT resources in Southeast Ohio, so we wanted to create a website, a one-stop shop for good, quality information and links to other websites,” said Hart. “In smaller cities, compared to the city, you need more services. We work with the local community for SafeZone training [support and information for LGBT persons], but we want to do more outreach.”

Looking to the Future

Bridges sees the value of diversity for current students, especially in their future careers. “Understanding the importance of structural diversity and the benefits of an inclusive society will become increasingly important as the country and the world diversify racially and ethnically over the next century,” said Bridges. “Today’s college students will be leaders, politicians, businessmen, educators and the like in 20, 30, 40 years as this

Issues around sexual orientation, nationality, physical and cognitive disabilities and socioeconomic status, among others, will shape the future in tandem with race and gender.” — Brian Bridges, Vice Provost for Diversity, Access, and Equity

demographic shift occurs. They have to be prepared to communicate effectively across cultures.” Bridges hopes to impart advice to faculty and students in hopes of continuing the process towards greater inclusion and diversity on campus. “We need campus constituents to educate themselves and explore different cultures, experience different cultures, move to a level of endorsing the involvement of others in cultural exploration and evaluating their journey,” said Bridges. “If we can get more students, faculty and staff to engage in this process then we will develop a truly multicultural institution not only in numbers but in culture and climate as well.”

Q&A with Roderick McDavis

Diversity can mean a variety of things for different people. What does diversity mean to you? Diversity describes a broad spectrum of unique characteristics among people. Those characteristics include race, ethnicity, gender, heritage, belief systems, age, sexual orientation, creative processes, political perspectives, socioeconomic status, and cultural traditions. OHIO has a storied tradition of diversity, but it still remains a hot button issue. What have you done as president to improve diversity and understanding of diversity among the student body and faculty? When the Board of Trustees named me the 20th president of Ohio University, they charged me with increasing the diversity of the University community, including students, faculty and staff. From the beginning of my work, I have identified clear ways in which we could move toward the goal of a more diverse University community. We are working hard to create and sustain a welcom-

Organization: Ohio University DATE FOUNDED: 1804 Location: Athens, Ohio website: Employees: 4,780 Student Enrollment: 32,359 Mascot: Bobcat Title: President, Ohio University Education: B.S. in social sciences in secondary education, Ohio University in 1970; MS, student personnel administration, University of Roderick McDavis Dayton in 1971; PhD in counselor education and higher education administration, University of Toledo in 1974 First job: Assistant Professor of Education, Department of Counselor Education, College of Education, University of Florida, Gainesville, Florida My Philosophy: Hard work pays dividends. What I’m reading: Lessons Learned: Reflections of a University President, by William G. Bowen Interests: Traveling, jazz music, exercise Best Advice: If at first you don’t succeed, keep trying. Favorite charities: Ohio University Urban Scholars Program

November/December 2011


college spotlight

Above left: McDavis interacts with students and parents during Move-in Day in September. Above center: McDavis meets with a group of international students.

There are no LGBT resources in Southeast Ohio, so we wanted to create a website, a one-stop shop for good, quality information and links to other websites.” — Mickey Hart, LGBT Center Director

ing and inclusive campus environment for people of color, including multicultural initiatives and activities. The establishment of Ohio University’s Urban Scholars Program and Appalachian Scholars Program support students who may be the first in their families to attend college. My wife, Deborah, and I have made personal contributions to the Urban Scholars and Appalachian Scholars programs at Ohio University since their inceptions. In addition to reaching out to students in Ohio and across the nation, we have set a goal of increasing our international student enrollment and broadening the diversity of the candidates for faculty, administrative, and staff positions. What have been the major diversity challenges at OHIO during your tenure as president? The challenges to diversifying Ohio University are similar to other universities geographically located in a rural area. For some individuals, the distance from a major metropolitan area signifies a lack of multicultural experiences ranging from the arts to dining and personal services. For that reason, we have worked to increase the number and variety of multicultural experiences available at the University. At the same time, we have worked with the greater Athens community to encourage the expansion of business and personal services that meet the needs of a diverse population.


profiles in Diversity Journal

November/December 2011

The process of increasing diversity can be frustratingly slow. The slow pace is in some ways related to the conundrum that to foster diversity you must have a strong foundation of diversity that is apparent to potential new members of the community. It is challenging and uncomfortable to feel like you are “the only one” of a particular group in a setting. Do you think OHIO has made progress in diversity? We have made some progress in increasing the diversity of Ohio University, but our work is far from complete. We have seen positive changes in action through the expansion of initiatives, activities, and scholarship support. This work has begun to yield results, but progress is slow. We have a goal that within five years our incoming freshman class will include 15 percent multicultural students, seven percent international students, and 18 percent students from Appalachian counties. We are making progress toward those goals, but have much work ahead of us. What are your diversity goals in the future? It is my vision that in the coming decades diversity will become a core strength upon which Ohio University’s reputation as the nation’s leading transformative learning community is built. Whether in business, the arts, education, environmental issues, medicine, or government leadership, the degree of cultural expertise and global connectivity required for success will grow exponentially. To prepare our graduates for success in this environment, we must provide them opportunities to experience and value a broad range of cultures, languages, perspectives, beliefs and backgrounds as an integral part of their learning experience at Ohio University. PDJ

eight disability students with a documented

hundred departments


thirty four age

freshman 49%


sophomore 50% 50%





Enrollment by gender spring 2011 Appalachian Culture


total students over the age of 25

3163 16%

Race and ethnicity

sexual orientation



women and gender




Student enrollment by race % increase from 2000 asian - 38%

white - 5%

black - 57%

hispanic - 76%

International student Distribution: top 10 of nearly 100 different countires

November/December 2011



Don’t Ask, Don’t Tell Repealed The controversial act has been repealed. So what does it mean for the future of our nation’s armed forces? When President Clinton installed the policy of ‘Don’t Ask, Don’t Tell’ in 1993, he continued a hush-hush policy within the armed forces towards lesbian, gay, bisexual and transgender (LGBT) individuals. Although

: Q 46

profiles in Diversity Journal

LGBT persons have been serving in the military for many wars, their outing, or open knowledge of their sexuality, could be reason for their termination. Many outed or open veterans and service members were given dishonorable discharges, usually designated for the most reprehensible conduct in the military, despite their bravery and valor on the battlefield and their patriotic duty to their country.

Dr. Adis Maria Vila Chief Diversity Officer United States Air Force Academy What does the repeal of this policy mean for you? What does it mean for the Air Force Academy?


As the Chief Diversity Officer for the Academy, my responsibilities span three areas: diversity, equity, and inclusion. So when we speak about the repeal of Don’t Ask, Don’t Tell, inclusion immediately comes to mind. Our goal at the Air Force Academy is to treat everyone at the academy with dignity and respect. And so we teach our cadets that from the day they come on campus, and we expect our staff and faculty to model that behavior. The term here that is used is exemplars. Superintendent Pool repeatedly tells all of senior leadership that we set the example, and the example is one of dignity and respect for all.

November/December 2011

Photography by CORBis

How will the repeal of the policy impact day to day operations at the Air Force Academy? We do not believe it will have any effect on our mission. Our mission at the Air Force Academy is to develop officers of character who are going to serve the Air Force and our nation. But it would be unrealistic to think that, given the numbers of people—both cadets and permanent parties—there won’t be incidents; we’re all humans. The Academy leadership is focused on respect and inclusion to make this repeal effective across the board. When or if there is an incident, what are the actions or steps that will be taken by the Air Force Academy to deal with that? If an incident were to occur amongst our cadets, it would be up to the Air Officer Commanding (AOC) or Academy Military Trainer (AMT) to discipline the cadet. That would be no different if the cadet were found to be using alcohol, for example. A leader would have the opportunity to speak with the cadet,

to ensure the cadet understands what it means to have an inclusive organization, an inclusive squadron. Penalties for cadets depend on the offense, but often times it’s just a matter of a leader speaking directly to the cadet. We also develop in our cadets peer leadership with the firsties, or seniors, taking on a lot of responsibility for the ongoing behavior of their squadron. So they also will be called on, as they do in other situations. Some members of the military have pointed out privacy as an issue. How will this challenge be met? We will not have separate bathroom facilities; they will be gender based. In the case of roommates, there are often issues with roommates; it happens at every college in the country. Those issues have been at the Academy as they have been at every college since the beginning, so it will be up to the AOC and AMT to work with cadets to try to work through those issues. It will be their decision, to make a determination as to whether there will be a change.

But the change will not necessarily be because the person has a different sexual orientation. Will there be new classes or workshops post-repeal at the Academy? Established by the Air Force, there was Repeal training. This was accomplished by cadets, staff, and contractors, from April to May 2011. That training included vignettes, little scenarios, because we find particularly among our airmen and our cadets, roleplay, going through scenarios that might actually come up in their lives, is very instructive. So they had slide presentations on rules and policies, and then they broke up into these groups to talk about these little vignettes. We are unique in the Air Force in that we are an installation and an academy, an academic institution. So the cadets also have courses where issues like the repeal can come up, not different from having religion or sexual harassment discussed. All of our cadets go through an expansive course that is 4 years. It’s called R&R, or Respect and Responsibility. Through the four

November/December 2011



Don’t Ask, Don’t Tell


years, congruent to the development of the cadet at the time, they go from different leadership and character development course where issues like this come up. And then the faculty that directs the classes can take time to have a discussion and accentuate what we do with everyone here: it’s ok to disagree, we can agree to disagree, but when we disagree, we do so agreeably. In other words, we don’t offend people because we have different perspectives and views; we express our own and allow others to express theirs. Additionally, through the Chapel Corp, all cadets have an opportunity to express issues. These are if cadets desire to express issues. My office has begun inclusion training. We had a pilot of permanent party, and different scenairos were acted out by actors, and adults broke up into tables and considered the scenarios. We are now analyzing the situtation to see if it was effective.

► Other armed forces around the world have allowed openly LGBT to serve with none of the concerns about the effect on morale and safety happening. There is no reason why the U.S. Armed Forces should be any different.

Is there any fear of threat to people coming out or being out? It’s very important to remember who are population is. We recruit some of the best and brightest from throughout this country, in every shape, size, and form. We believe that because we are primarily an academic institution and we focus on our mission 100%, that is what we do with these young people to ensure that after our four-year process they will be officers of character ready to serve the nation. Through those four years, despite the training we have from an academic, military,

Barrye L. Price Brigadier General United States Army


► I support the repeal because sexual orientation has nothing to do with protecting our country. and character and leadership perspective, any of these young people, for whatever reason, do not meet these expectations, we have discipline available to us to eventually separate that young man or woman from the campus. We don’t have many of those separations on a regular basis because one, we recruit smart, young people, and two, we have lots of processes in place congruent with their development to ensure they treat others with dignity and respect. The message these young people here day in and day out is that we respect all people and treat all people with dignity and respect. And that has been the case since the establishment of the Academy in 1959.

What does the repeal for you personally and what does it mean for the Army? For me personally, it means an extension of the law. It’s what we’re going to execute. As you know, while gays and lesbians have been allowed to serve underneath Don’t Ask, Don’t Tell, the nature of the law may have discouraged some from seeking to serve. Some number of gays and lesbians and bisexuals were subsequently Source: Profiles in Diversity Journal Survey

► There are times and places for all walks of life. The military is a very strict disciplinary system that is not for everyone to start with. This just adds another unnecessary element. I’m not saying LGBTs couldn’t serve, but keep their personal life out of it. ► I don’t see what’s wrong with Don’t Ask, Don’t Tell. We shouldn’t be asking or telling about our private matters. There’s nothing wrong with that approach.


Source: Profiles in Diversity Journal Survey

profiles in Diversity Journal

November/December 2011

separated in accordance with the law if their status was revealed. In preparation for the repeal, we’ve educated the force on changes to policy. It remains the Department of Defense’s (DOD) and the Army’s policy that sexual orientation is a personal and private matter, thus we’ll treat all members with dignity and respect, and ensure maintenance of good order and discipline. I would say the Army is wellprepared for the changes. How will this impact day-to-day operations within the Army? The mission and our sister services remains unchanged: and that is to fight and win our nation’s wars. The repeal of Don’t Ask Don’t Tell will not impact our mission’s success. Leaders will be essential in implementing this policy change fairly and consistently. Focus on professionalism, discipline, dignities, and respect will enable any change in policy to be executed with minimal disruption to the Force. The Army and our sister services are prepared to implement the repeal of Don’t Ask, Don’t Tell consistent with the standards of military readiness, military effectiveness, unit cohesion, and recruiting and retention in the Armed Forces. Some have pointed out there could be privacy issues. How does the Army plan to meet that challenge? The creation of separate facilities based on sexual orientation is prohibited. And Commanders may not establish practices that physically segregate service members according to sexual orientation. If a soldier has concerns, however, with ability in

Do you feel openly gay military members would affect the teamwork and morale of a military group? Not Much

Not At All

A Little Undecided Very Much So their work arrangement for any reason, he or she should address those concerns appropriately within their chain of command. Commanders already have the discretion in personnel assignments to housing and other facilities to maintain morale, good order, and discipline based on army policies and space available. Accommodation requests for any reason are considered on a case-to-case basis, and are sexual orientation-neutral. So it should not be a problem. A lot of people believe this is a right step for people of all sexual orientations. Do you, or the Army, see this at all as a step backward from anything? No, I believe it’s quite the opposite; it’s a step in the right direction. I believe Secretary of Defense Leon

“ The Army and our sister services will continue to discuss core values and the requirements to treat all members of the team with dignity and respect.” — Brigadier General Barrye L. Price

Panetta said it best when he stated military personnel put their lives on the line for America, and that’s what really matters. Thanks to the professionalism and leadership of the U.S. military, we are closer to achieving the goal that is the foundation of America: equality and dignity for all. That’s Secretary Panetta’s words, and I think that runs consistent throughout the military. People were terminated from the service due to outing themselves or being outed. Does the Army have any policy going forward on how they are going to reinstate or publicly apologize to these people? The Army is obligated to follow the law of the land as passed by Congress. From 1993 to now, Don’t Ask, Don’t Tell was the law. All honorably discharged soldiers have an equal opportunity to apply for reentry. The Army will reassess based on need and other factors, but sexual orientation will not be a factor. What kind of training does the Army plan on having for its members moving forward? I will tell you once the act is repealed, the answer is none. There won’t be any new classes or workshops after the repeal. The Army

and our sister services will continue to discuss core values and the requirements to treat all members of the team with dignity and respect. However there won’t be any specific Don’t Ask, Don’t Tell training. Will there be same-sex partner benefits? No, and I think that’s more of an issue that’s going to have to take place in the courts that will probably become a part of a defense of marriage act. How is the Army going to treat any service member who violates the policy and mistreats those who are out? I think the Army will deal with people that violate our rules in the same way they’ve done it always, through the uniform code of miltiary justice. I think that as you look at our process and our policies, they will remain consistent. Those that violate the uniform code of justice will go through the process associated with the uniform code of military justice. I don’t think you’re going to see anything specific to Don’t Ask, Don’t Tell; if you break the Army’s rules, the Army has a process of dealing with violators of [the code].

Colonel Charles A. Stafford Chief of Staff U.S. Military Academy What does the repeal of this policy mean for you? What does it mean for West Point? It is probably important to get perspective on the timeline we’ve been under while going through this. We know that on the 22nd of December the president signed the deferral, and the actual law will go into effect on September 20th. The measured approach that the

November/December 2011



Don’t Ask, Don’t Tell

President, the DOD, and Army leadership has taken to this has allowed significant time to conduct training, to discuss implications, and to discuss it when it actually occurs. For me personally, I am very proud of how we’ve approached this. As a soldier, this is simply a matter of policy. I’ve got thirty years of service in the army. I came to West Point in 1977, so I’ve lived through a period of time where we had the previous policy, the implementation of the policy, and now the repeal. Across the three venues, the process we’ve followed has been the most comprehensive, the most inclusionary, and has addressed the widest range of possible concerns. Here at the academy, I think this is a non-event. Sexual orientation has never been a screening factor, a secession factor, or something we have tracked at the academy. It really doesn’t affect our day-to-day life at the academy. Some members of the military have pointed out privacy as an issue. How will this challenge be met? Directed from the DOD, we are not going to create separate bathroom facilities or living quarters based on sexual orientation; we are prohibited from doing that. And so [there will be] no change to the infrastructure supporting the academy. With that being said, we will handle all conflicts that could arise on a one-on-one, case-to-case basis. We will insure to protect the individual privacy of the individual people involved. What do you say to those who are against the policy and don’t want to serve in the military under this policy? Under the way we are implementing the policy, those who can’t abide by this policy change will be provided with the opportunity to leave the


profiles in Diversity Journal

Do you support the repeal of DADT?

53% 47% YES


service. We will honor separations if folks say, ‘I just cannot handle it;’ we will allow them to leave. Will there be new classes or workshops post-repeal for cadets? At West Point, our challenge has been to ensure that all faculty, civilians, and military personnel who work at West Point go through that training. We are at 100% [with the training]. That training is focused on acceptance and inclusion. That’s really what it comes down to. We aren’t going to change how someone feels as an individual, but what we can change is what is acceptable behavior. As it relates to those who arrive at West Point, we have a respect program. That is a four-year process of classes and training that the cadets go through in order to learn military standards and values. The issue of sexual orientation will be emphasized in terms of acceptance and inclusion, but it’s not a significant change to the program because we are talking about diversity and inclusion through the whole population. There were many people terminated in the military or potentially not admitted to the academy because of their status as an out individual. What does West Point say to them? From a West Point aspect, we do not ask sexual orientation or any questions on sexual orientation nor do we track statistics on that. So November/December 2011

if someone wants to apply to the Academy who perhaps is gay, we are never going to ask them that question. So if someone left the Academy on their volition because they were gay, I am unaware of any statistics if we have ever separated them because of that. They can apply and compete with the classes that come in, but there will not be anything on the form that asks what your sexual orientation. It just doesn’t matter to us. There have been debates whether people may be harmed from the repeal. Is there any threat or fear of threat for those who might out themselves compared to others in the military? Our society has changed over time. Our society continues to evolve. We continue to grow and we continue to learn. All of us are marked in our life by the standards in our life in which we grew up; your frame of reference, your personal life experience, is still part of you. We aren’t making any effort to change how an individual feels based on their life’s experience. What we are about is changing behavior. We will be sensitive to anything that goes against our policies just as we are if it is a hate crime, a racial issue, a male/female issue, or an ‘I’m from Texas and you’re from Ohio’ issue. We will deal with every one of those using the law, and following through on every case and taking it to its conclusion and make sure we get justice where justice is due. I have confidence in West Point, in the Army, that we will make those demonstrations and that this will prove to all those that have concerns about the Army, the DOD, and West Point that we are true to our word and we are about acceptance and inclusion. Sexual orientation does not matter. PDJ


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social networking

not just for connecting old friends By Margo Pierce Cyber communities create a unique

opportunity for developing and expanding diversity initiatives for one simple reason—the Internet doesn’t discriminate. People from any walk of life and from virtually every age group across the globe can be found online and utilizing multiple social networking accounts. The ways that companies are leveraging this tool as a means to reach their customers, both internal and external, illustrate the myriad possibilities. Social networking statistics alone provide a solid argument for the potential reach of various forums. Facebook reports “more than 750 million active users,” LinkedIn claims over 100 million members with 56 percent of those residing outside the United States and YouTube is “localized in 25 countries” and is available in 43 languages. Add the fact that demographic data about users are broken out by age, gender, ethnicity and so many other variables and it’s easy to pinpoint the best outlet for reaching a specific audience. Savvy businesses are investing time and money into social networking because it helps drive results for diversity activities. Employee recruitment and retention, internal communications, customer satisfaction and sales outreach are just a few of these activities taking place in this rapidly growing arena. “Studies show that U.S. Hispanics are Internet trend setters, consuming and adopting media and technology at a higher rate than the general population,” said Jason Longoria, Senior


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Marketing Manager for Diverse Markets at AT&T. “U.S. Hispanics are heavy…mobile users and most of them like to communicate online and access the Internet from their mobile devices. That’s how the idea to create a Spanish-speaking social media platform was born.” One of many social networking sites for AT&T, Facebook is an example of how the company maintains contact with their telecommunications customers and potential customers via a culturally sensitive Internet presence. “The AT&T Latino page on Facebook was also designed to connect with AT&T’s Spanish-speaking customers and complement alreadyexisting English AT&T Facebook fan pages,” Longoria said. “For example, we know that Latinos have an affinity for sports, fashion and entertainment, so we take into account those areas of interest and develop programs that are important and relevant to them.” An internal body within AT&T November/December 2011

called the Digital Leadership Council oversees social networking efforts to ensure consistency of communication and assists with addressing issues of diversity across all social networking efforts. In addition to special training in this form of outreach, the employees who are responsible for the Spanish-language sites have been recruited from a variety of Spanishspeaking countries such as Venezuela, Spain, Chile and Mexico. “As far as the content that we develop and post, we do understand that our fans come from all over the world, including several countries in Central and Latin America,” Longoria said. “Therefore, cultural sensitivity does play a role in what our community managers post and the way they handle inquiries. Our community managers are bilingual and bi-cultural.” When a corporation has a global reach, employees can be located in multiple countries. Having a web presence that is centered on the culture

Businesses plan to increase their budgets for social recruting by


and social norms of the home country of the corporation could cause some unintended problems. This can be especially true when recruiting new employees, according to Michael Tresca, Recruiting Communications Manager for GE Aviation. He appreciates the ability to reach local candidates for local employment opportunities through social networking sites because it helps him find the best person for the job. “GE’s primary focus is on global engagement,” Tresca said. “We do a great job in the United States in reaching candidates through our campus and job postings, but sometimes have difficulty reaching candidates in other parts of the world. Social media allows us to focus on these growth opportunities, including Africa, Brazil, India and China.” The GE Facebook page in particular includes information about the company locally and provides a larger corporate context for other facilities. Recruiters will answer general questions on the site, but use the posts as an opportunity to communicate one-on-one with individuals via e-mail. After a candidate learns about the job and the company, he or she can apply online, streamlining the search process for everyone involved. However, GE takes this online presence to another level when it

We sometimes have difficulty reaching candidates in other parts of the world… social media allows us to focus on growth opportunities, including Africa, Brazil, India and China.”

comes to connecting with candidates via its blog. A specific recruiter page offers tips for job hunters while the main “careers” page offers videos, interviews and posts from a diverse group of employees from GE locations all over the world. This combination approach of utilizing multiple social networking resources is more complicated when it comes to managing a company’s Internet presence. It requires a significant commitment to planning and possibly includes a large number of people, but it can be done, as Sodexo proves. As a provider of food and facilities management services across North America, Sodexo serves and employs a diverse population of people. “The main purpose of these social media sites is to engage and share content,” said Michael McManus, the company’s Director of Public Relations. “A large part of our diversity communication efforts take place on social media. We have a Facebook page dedicated to diversity and inclusion, which is open to everyone.” He explained that a significant part of the “target audience” is internal staff. Promoting and facilitating internal communications is a less obvious but critical role that social networking can play in diversity efforts. Multiple private Facebook group pages are created by the company to cultivate open communication, and McManus recommends the practice to other businesses. “We have an incredible group of people working for Sodexo who bring unique and diverse culture,

backgrounds and expertise to the company. How better to celebrate the employee and their respective backgrounds than to provide a space to share their unique experiences?” he said. “Utilize Facebook group pages and create a space where your internal communities can thrive and where those connections and conversations between employees can take place.” Additionally, the company uses Flickr to post pictures from internal events and celebrate the philanthropic efforts of employees, Twitter to connect with potential candidates and the Sodexo blog addresses a range of topics including posts about the Student Board of Directors and other diversity initiatives. As these companies prove, social networking isn’t just for connecting

1 billion tweets post every 5 days

with old high school friends any more. It’s a global communications tool for expanding the reach of those willing to make the effort to engage. PDJ Margo Pierce is a freelance writer based in Cincinnati, Ohio with more than 15 years of experience in the field of communications. A 2009 Fellow of The Peter Jennings Project for Journalists and the Constitution, Margo has also won several journalism awards from the Society of Professional Journalists and the North American Street Newspaper Association.

November/December 2011


A Driving Competitive Strategy Though Key Diversity Leadership By Jim Fox Senior Vice President of HR TheRightThing


s the war on talent intensifies

and globalization continues to drive future business practices, corporate attitudes on diversity and inclusion have shifted from a moral obligation to a business imperative. Today, the rise of the global economy has led many organizations to understand the importance of hiring employees from different backgrounds and experiences who can work with and lead diverse groups. Mounting research has shown that when diversity programs are utilized correctly, these initiatives can drive profit, increase productivity, innovation and market share, improve retention, and reduce lawsuits. This has led many companies to strategically incorporate diversity specialists at the executive level into the organization, namely Chief Diversity Officers (CDOs).

Defining the role

Leading diversity initiatives at an executive level require a special skill set to implement and drive the organization’s strategic goals. Prior to execution, it is imperative to clearly define the objectives, responsibilities and value proposition for the position. While specific duties may vary between organizations, typical responsibilities include owning the company’s diversity agenda by guiding efforts to conceptualize, define, assess, and cultivate diversity as a competitive differentiator. It’s vital to understand the role of the CDO requires an individual to collaborate across all business units and functions, consequently, these individuals must be flexible, innovative and committed to fluidly adding value in the areas outside of their core area of expertise and experience. They must also be persistent by continuously pushing and strengthening strategic diversity messages across the organization, making them clearly visible and specific when

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November/December 2011

how to hire a cdo

addressing strategies and initiatives, and unwavering in times of uncertainty.

Finding the Perfect Fit

Because the CDO concept remains fairly new, talent pools are often limited when identifying individuals with prior experience in this position. Today, many organizations find and promote officers from a prior role in the organization in which they were successful; still others look externally. Today increased recruiting and sourcing sophistication through Web2.0 and social media has enabled organizations to widen their search to ensure the right fit. Resources and talent communities with a rich diversity focus such as LinkedIn user groups, blogs, and even public speakers provide a great place to start conversations, network and recruit. Additional networking with existing CDOs to gage interest and gain potential references is also key, as is attending national diversity conferences to network and identify candidates. Passive candidate sourcing on individuals who have had responsibilities leading diversity efforts for ERGs or affinity groups also provides a rich prospect. Since most organizations will lack adequate coaching for this new role, a number of unique professional educational programs are available to provide a solid foundation to develop expertise and provide access to key resources. While the ideal candidate will already possess one or more of these credentials, companies who support and encourage obtaining these will see increased ROI. As globalization and changing demographics continue to drive the future, key diversity leadership positions will take on increased importance directly correlated to business success. Progressive global organizations who commit to diversity leadership today will reap the benefits of tomorrow. PDJ


h e role of a Chief Diversity

Diversity Trickles Down From the Top By Betsy Bruening Executive Vice President The Prout Group

Officer (CDO) is to promote an inclusive culture within an organization that can effectively interact with all the communities they serve including customers, employees, suppliers, and investors. In order to collaborate with those stakeholders, the CDO needs to aggressively instill a culture that can attract, develop, and retain diverse talent. As search consultants focused on assisting our clients with diversity initiatives, we find that women and people of color will often look for diversity at the board level and within top management ranks to determine whether or not they want to consider working for a company. Not seeing someone like them raises a red flag on the organization’s commitment to diversity. As our demographics shift, organizations will need to attract the best and the brightest from the entire available workforce. Some organizations focus their diversity efforts at the college recruiting level and find that they work very hard attracting diverse talent only to lose them to more progressive companies. In order to develop and retain talent the CDO may instill initiatives such as establishing affinity groups, providing mentoring opportunities, and conducting diversity training. Initiatives that identify and develop top diverse talent have proven to be effective retention tools. Many organizations from Fortune 100 companies to small non-profits have someone focused on the role. If you need

Level 5 4 3 2 1


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how to hire a cdo

to hire a CDO, an assessment of where your organization falls on the diversity continuum should take place. A CDO for a level two organization may need different skill sets than for a level five organization. To move your organization upwards, a CDO will need outstanding leadership and communication skills and experience in implementing change. The right person may already be within your organization. It could be a leader that is willing to take on an important visible role. Appropriate training will provide an internal person with needed skills and access to resources. If there is no one internally, you will need to find someone who can come on board with a great deal of credibility. This may come from education and experience in a similar role. However, a strong leader with a passion for diversity may be right for your organization. Bringing someone in without the resources to implement desired change could have a negative impact on the organization. Strong commitment from the very top of the organization is required both in terms of visibility and resources. With that commitment, a CDO can have a major positive impact on your organization’s ability to attract and retain talent that can positively interact with all the communities they serve. PDJ

Betsy Bruening is a founding member of The Prout Group, a minority-owned, -retained executive search firm. Prior to launching the firm in 2002, she spent seven years with Heidrick & Struggles and was previously with BP.

Diversity Activity Policies and programs are embedded within the organizational culture Viewed as integration and inclusion Focused on assimilation Viewed as a compliance concern Not addressed

November/December 2011



DRIVEN BY DIVERSITY. As one of the world’s foremost technology leaders, Raytheon takes on some of the most difficult challenges imaginable. Meeting those challenges requires a diversity of talent, ideas, backgrounds, opinions and beliefs. Diversity helps our teams make better decisions, build stronger customer relationships and feel more inspired, supported and empowered. It is both a catalyst and an essential advantage to everything we do.

FOR DIVERSE CAREER OPPORTUNITIES: | Keyword: Careers Follow us on: © 2011 Raytheon Company. All rights reserved. “Customer Success Is Our Mission” is a registered trademark of Raytheon Company. Raytheon is an equal opportunity, affirmative action employer and welcomes a wide diversity of applicants. U.S. citizenship and security clearance may be required.


National American


what started at the turn of the century as an effort to gain a day of recognition for the first americans has resulted in a whole month of recognition for native peoples

n 1990, President George H. Bush approved a joint resolution designating November as National American Indian Heritage Month. Similar proclamations have been issued each year since 1994.

Today, the United States works closely with 564 federally recognized tribes to ensure that each has a strong voice in shaping policies that directly impact the nearly 2 million American Indians and Alaska Natives. We’d like to introduce you to some leaders who have made significant contributions of their own, and celebrate their heritage as First Americans.

Prayer at Sunrise* Zuni Translated by Ruth L. Bunzel

Now this day My sun father, Now that you have come out standing to your sacred place, That from which we draw the water of life, Prayer meal, Here I give to you. Your long life, Your old age, Your waters, Your seeds, Your riches, Your power Your strong spirit, All these to me may you grant.

Jim S. Williamson Chief Executive Officer New West Technologies Please tell me about your Native American heritage. I am a member of the Turtle Mountain Chippewa Tribe of North Dakota. Our reservation is very close to the Canadian border. This is a very small tribe. It was one of the bands that was relocated from the New England area, migrated across the top of the Great Lakes, and came down and settled in Southern Saskatchewan, North Dakota, and Montana. After the Indian Wars were over, we ended up with a very small land grant around Belcourt, North Dakota. When some of the tribal members in Canada came down to North Dakota, there wasn’t enough land for all of the tribe, so we were given land in western North Dakota and over into Montana. It was on this other land, which is called an

*Source: Earth Always Endures: Native American Poems, Selected by Neil Philip


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November/December 2011

Indian Service area, which is where I grew up. We moved over to the Ft. Beck Reservation when I was ten years old, and we lived right on the edge of the reservation in Montana. I’ve grown up around Indian reservations and tribal lands throughout my childhood. How has your Native American heritage affected your business, from its beginning to now? The thing that has had the impact

Indian & Alaskan

Native Heritage

Williamson and son raising a wind turbine.

on our company is a program in the small business administration called the AA Minority Contracting Program, where individuals that are economically disadvantaged can apply. Certain federal contracts are set aside for disadvantaged AA businesses. When I first started this company in mid-1996, I wanted to create a company that was going to help Indian tribes handle their energy issues. We did a lot of work with Indian tribes, helping them form utility companies, negotiate contracts and provide low-cost electricity to their members on their reservations. In 2002, we restructured our whole company so I could apply for and get

this AA status. We started to work for primarily federal agencies. That’s really when our company started to grow rapidly. We still work for some of those tribal organizations, such as the Administration for Native Americans, which is a sub-agency for development of Indian tribes. The Indian heritage is what allowed me to get the company AA-status. We are now competing head-to-head with larger companies, on the basis of our technical capabilities for providing services. What was your background before starting up New West Technologies?

I’ve always been involved in energy. My formal education is from Montana State University and University of Berkeley. I became heavily involved in different energy technologies; I worked for the Atomic Energy Commission and I was on a presidential panel for President Carter. I worked at national labs. One of the last projects I worked on was helping to set up the Solar Energy Research Institute, which is now called the National Renewable Energy Laboratory in Colorado. I had seventeen years of research back at those labs before I started to go into private business myself. I’ve been involved in several

November/December 2011




companies, and kind of become a serial entrepreneur. New West has been going on for fifteen years. From 1996-2002 most of your business was from Native Americans. Has it grown from there to non-Native Americans? What percentage of your business is still primarily Native American? I would say 20% of our business is helping federal agency programs is helping Indian peoples and Indian reservations. But the client is really the federal government. 95% of our client work is all for federal government. Tribal work is now a smaller portion of our overall company, but we keep on pursuing other opportunities to work on different programs with Indian companies. I also read you are active in philanthropic support for Native Americans. What do you primarily give to? I originally wanted to be a teacher. I’ve always stayed involved in the education side. I really think education is the key to all ethnic groups, whether Native America, Hispanic, or African-American. If you get the education, you will get better-paying jobs and you will naturally bring up the standard of living for your family. So that’s where I focus most of my giving: to programs, particularly scholarship programs, to send minority students to college. We did a lot of high school programs to encourage students to get involved with STEM, and there was always a college scholarship component of it. We are involved in the American Indian College Fund which gives to tribal colleges and universities. Do you think Native American-owned and -operated businesses are growing?


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If you get the education, you will get better-paying jobs and you will naturally bring up the standard of living for your family.” — Jim S. Williamson

Not at the rate that I would like. The problem again comes back to the fact that American Indian students in K-12 represent 1% of the total students in the United States. But only 1% of that 1% will actually complete a bachelor’s degree at a college or university. Of that, those students that will get a bachelor’s degree there is a very small percent that will get a graduate or doctorate degree. So until that change, I don’t think you will see as many successful large Indian-owned businesses by individuals or entrepreneurs. When people talk about Indian businesses, usually they refer to businesses that have been started by Indian tribes. Those businesses and my business struggle to find qualified Indian people that have the necessary STEM degrees to fill the job openings we have. We still have a priority preference hiring for minority students, but we have trouble filling those jobs. With an unemployment rate that is 9%, you would think you would be able to find a lot of qualified people for those jobs. Skilled people with the degrees are hard to find. So, it comes back to education. What do you think is the most important issue facing Native Americans today? The proliferation of drugs on reservations. Minority or not, my rational is that people that don’t have a job lose their self-esteem and can’t provide for their families are more susceptible to turn to alcohol and drugs. When they do that, they get into a spiral that is very difficult for them to cover from. We just keep November/December 2011

seeing that there is more and more of that on Indian reservations. It’s a big issue; I think until we get our young people to not turn to those drugs, we will not be able to be successful in the wrong end.

Noah Leask President and CEO Ishpi

Please tell me about your Native American heritage. I am a Sioux- St. Marie. [The tribe] actually originated as the Sioux-St. Marie Chippewa in Northern Michigan. I hail from Cheboygan, which is up in the straits region of historic Mackinaw where Lake Michigan and Huron come under the bridge called the Mackinaw. Our tribe was never actually recognized as a tribe in the 1934 Indian Act. Our tribe fought for its tribal recognition during the ‘60s and ‘70s during the revival, as I’m so told by my elders. How do you keep your heritage alive in an age of assimilation and

blending of cultures? I have children, so it’s my job to understand their heritage. We respect a lot of cultures, and we talk about a lot of them. We take lots of trips to Northern Michigan; we tour around there and spend a lot of time with my family. The history and heritage comes from being around family. So during that week we don’t do a lot, so my children can actually get the heritage from my aunts and uncles and grandparents. How has your Native American heritage affected your business, from its beginning to now? There are some advantages of being a Native American, specifically from being a minority. The name ishpi is a Chippewa word for advance, to move forward, or above. We knew going into it [we would be] a Native American, minority-owned, service-disabled veteran, small business at the very least. We wanted to choose a name that respected the culture. We focused on building a business that really respected the employee. We are always trying to advance, whether it’s our client’s mission or our employee’s lives. We give them the opportunity to reach whatever heights they want. Why did you create your company? There’s a need for good, honest contracting. The government cannot survive on government service alone. We wanted to run this business with the Seven Feathers, which again is a teaching from the Native Americans. We remember wisdom, love, courage, respect, honesty, truth, and humility. There’s a way to do business out there, there’s a customer service, and I was in other organizations where that was not their focus. A lot of my employees have been veterans. We have taken our uniforms

Mythbusting: Native American Edition How much do you really know about the many ethnic and cultural groups present throughout the country? In this issue of Diversity Journal, we highlight Native American heritage. We have compiled misconceptions and discovered the actual facts to test your knowledge and to increase your understanding of the Native American peoples.

Fiction: Native Americans had inherited royalty. Fact: Native Americans do not have any type of royalty. The Indian princess was a concept created by the Europeans. In fact, most Native American chiefs were never actually chiefs. Europeans had spread the idea of chiefdom since they could not fathom people living in a property-less society without permanent formal rank. A chief created a parallel with which the Europeans could make deals with, such as someone who could sell land. Clarifies Montana State University-Northern Professor of Native American Studies Jaako Puisto, “Few Native American cultures did have a hierarchical structure with monarchy. Some of these include the Mississippian culture centered in Cahokia (1000-1400), Natchez further down the Mississippi River until 1700s, and the Powhatan around Chesapeake Bay. These were not the norm, however, as most Native American cultures were egalitarian, kin-based societies.”

Fiction: Native Americans are rich from gambling revenues. Fact: Almost 25 percent of Native Americans live beneath the U.S. poverty level. Tribes that own casinos use proceeds to help better their community. This funding is then used for tribal schools, medical clinics, roads, elder care, child care, and college scholarships. “Few Native American communities have profitable casinos, and most have no casinos whatsoever,” adds Puisto.

Fiction: Native Americans are not full citizens of the United States because they belong to their own sovereign nations.

Fact: A bill was signed by President Calvin Coolidge on June 2, 1924, providing total citizenship status to Native Americans. “Native Americans are citizens of U.S., and many are members of their nation as well, but Native nations are within U.S. with limited sovereignty, which does not preclude U.S. citizenship. Many people from many ethnic backgrounds in U.S. have a dual citizenship,” elaborates Puisto.

off but we hang them proudly. So we are here to provide a service, a vital service. We wanted to do business a different way, and [we’ve been] fairly successful. Ishpi means to advance; how has this word become a part of your company? It’s part of our culture. We absolutely must in all cases provide value to all our clients. We are a servicesbased company. If our services are not advancing their mission or solving their problems, than we have no value there. It’s very important that we work with our clients to help

My Words Are Tied in One* Yokuts Translated by A.L. Kroeber

My words are tied in one With the great mountains, With the great rocks, With the great trees, In one with my body And my heart. Do you all help me With supernatural power, And you, day, And you, night! All of you see me One with this world!

*Source: Earth Always Endures: Native American Poems, Selected by Neil Philip

November/December 2011




them solve their mission. In most jobs we are directly impacting the war fighter. We have a vital mission; that’s something my management team and I work very hard to help our employees understand. As contractors, we are very heavy into cyberspace. It’s vital we are providing a value. Your three year growth is extraordinary. What do you affiliate this to? People, first off. Putting the right team together. It has nothing to do with me; it has everything to do with the team that I put in place. They uniquely understand the needs of the client. We are a small business with a niche. We didn’t start a business because we are small and minorityowned and there are special advantages; we have worked very hard to be the best we can be. I attribute [success] to an unyielding devotion to ensure that you’re meeting with the client, advancing their mission, and adding value to your client. How many employees do you currently employ? 70. They’re distributed in the national capital region, the tidewater Virginia region, and in San Antonio, Texas. Corporate headquarters are in Charleston, South Carolina. Are you active in any Native American philanthropy? What do you primarily give to? I am a board member of the American Indian Chamber of Commerce of the Carolinas. We serve both North and South Carolina. I run a couple of committees as a part of the board. I [also] routinely will go up to Northern Michigan on my own to talk to the tribal chairman about expanding their economic development outside of the traditional Native American


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If our services are not advancing their mission or solving their problems, than we have no value there.” — Noah Leask

gaming enterprises. I am trying to encourage the tribe. Do you think Native Americanowned and operated businesses are growing? I think the opportunities are there for the Native American businesses to expand, that includes tribally as well as individually. I believe there’s a tremendous amount of opportunity. I think the government gives you an upper-hand if you are just willing to get out there and take the initiative. I’d like to see tribes diversify their portfolios, and do what my tribe is doing-- giving back. Not only giving back to the elders but to the community. They have health care, education, you name it. Our tribe is doing a great job at giving back to the tribal members. But there are so many tribes that could be doing more. As my company grows and stabilizes, I fully plan to do more outside of my tribe. I’m from the state of Michigan; I’d love to help out the state, too. As long as I’m allowed to be here, my life will be filled with more and more giving back. What do you think is the most important issue facing Native Americans today? Diversification of businesses. The Alaskan Native corporations and tribes in Alaska have done a great job diversifying. They’re involved in defense contracting heavily. A lot of the tribes could do the same things. It’s educating and diversifying their November/December 2011

American Indian Census Statistics 2010 (Source: U.S. Census Bureau)

18.4% | Population Growth from 2000-2010

.9% |

of total US population

Alaska, New Mexico, South Dakota, Oklahoma, and Montana are the top states for American Indian and Alaska Native populations

236,691 | All Firms American Indian and Alaska Native

34,353,842 | Receipts ($1,000) 185,037 | Employees 96,543 | All Firms Female-owned American Indian and Alaska Native

8,862,208 | Receipts ($1,000) 52,432 | Employees 1,523,112 | Annual Payroll ($1,000) businesses. Why do we need to diversify our businesses? Our community needs a lot of help; there is a lot of sickness, whether physical or mental. There is a lot of unhappiness today. Alcoholism runs rampant in some communities. And one of the ways to help that is to have the financial resources to provide hope. That’s why we need to diversify, not to make money. It’s so the money comes in, so we can help more of our people. PDJ



Suzanne Randall

National Lead – Accenture American Indian Interest Group How do you define leadership? Leadership to me is about integrity and good communication. I have been lucky to observe those skills in my mentors. People can handle tough situations as long as you are honest with them. What is your most rewarding career accomplishment? One of my proudest moments was being selected to be on the Accenture corporate rebranding team. It was not only successful, receiving many industry awards, but I also felt like I was part of history. What’s the worst mistake a leader can make? Being dishonest and not communicating with candor. People will not look to you to lead if they cannot truly believe in what you stand for. What was the best advice you ever received? Nothing can ever replace hard work; the harder you work the luckier you will get. Tap into your natural talent, keep your nose to the grindstone and stay focused on your abilities. What risks should a leader take? Challenge the status quo. Encourage people to stretch and embrace change. Being bold and disruptive in a calculated way helps to drive out solutions that address a situation with fresh eyes. Ask hard questions, mix things up. PDJ COMPANY: Accenture



EMPLOYEES: 236,000

tribe: Turtle Mountain Band of Chippewa Indians in North Dakota EDUCATION: BA, University of North Dakota; MS, Northwestern University WHAT I’M READING: Leading with Questions, by Michael Marquardt MY PHILOSOPHY: Integrity and hard work will never fail you, stay focused. INTERESTS: Trying new recipes, working with my mother and mentor JuniKae Randall on her latest American Indian television project, and spending time with my wonderful family

PRIMARY BUSINESS: Global management consulting, technology services and outsourcing

Bryan Scott

Vice President of Operations

tribe: Catawba and of the Cherokee tribe EDUCATION: George Mason University; Wharton School of Business, University of Pennsylvania WHAT I’M READING: Decision Points, by George W. Bush MY PHILOSOPHY: You get what you settle for. INTERESTS: Boating, traveling, basketball, a good bottle of wine

How do you define leadership? In the words of John Quincy Adams, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” What’s the worst mistake a leader can make? The inability to make a hard decision or standing by a decision that has been made. People want a leader who is decisive and who lays out their vision and priorities. Betraying trust, personal arrogance and surrounding yourself with people that don’t have a contrary opinion. What was the best advice you ever received? I once worked for an individual who was not well-liked but was well-respected who told me to be yourself and don’t try to be what others want you to be. Treat everyone the same, stay out of the political game; there is always someone better then you. “Do your best and the best will happen for you.” What are some personal and/or professional sacrifices to being leader? Unfortunately the hardest part of being a leader is the effect it may have on your family and friends. Leadership comes with a responsibility to the organization and the people within it. Time, in some cases, is not a friend, and sacrifice to those who are the closest to you is the most difficult. PDJ COMPANY: CSC

HEADQUARTERS: Falls Church, Virginia




November/December 2011





profiles in Diversity Journal

Perspectives from the Pros rofiles in Diversity Journal continues to bring you the ideas, opinions, and profiles of leaders in the field of diversity & inclusion in our ongoing series, Thoughtleaders. We once again invited prominent diversity leaders to share the latest thinking regarding the workforce diversity and inclusion topics with which they are most active.

November/December 2011


Avoiding Mistakes: Authenticity Starts at the Top


By Brenda J. Mullins Chief Diversity Officer Aflac

e all know that person—the

one who buys a lawnmower and says he or she is a landscaper. What about the one who takes photography 101 and tells you he or she is the perfect person to take your wedding photos? They may mean well, but perhaps they are overstating their qualifications a bit. In corporate America it is proven time and again that consumers, employees and stakeholders crave authenticity. If you say you are something, then you need to not only talk the talk but walk the walk. When it comes to diversity issues, you can’t fake it. You either practice diversity as part of the culture or people will figure you out. As Chief Diversity Officer at Aflac I am fortunate to work in a place where diversity is ingrained in the fabric of the company, which brings me to what I believe is the first mistake that diversity professionals make. To be effective, you have to first gain buy-in at the very top—and it must filter down from there. I speak with diversity officers from across the nation at trade events and conferences and I often hear stories from people who are struggling to make diversity a priority at their company. So the first thing I ask is whether or not the company has an official policy. Is it sanctioned from the top executive? Does your chief executive wear his or her diversity policy on his or her sleeve or is it a means by which to appear on a list? Until you get there, you are bound to struggle. Circling back to the “landscaper” and “photographer” examples, the second mistake I have often encountered is the company or professional that says one thing but the facts don’t match. Diversity, for example, is not the same as affirmative action

“ When it comes to diversity issues, you can’t fake it. You either practice diversity as part of the culture or people will figure you out.” any more than cutting the grass is landscaping. Diversity is a commitment—a part of the business plan to hire, retain and promote quality workers regardless of race, gender or orientation. In doing so, the company proves its authenticity and produces a workforce as diverse as the marketplace. Finally, diversity is not a project, it is a culture. Numbers are important, but the professional whose sole interest is in reaching a quota doesn’t help his company become diverse; he’s just counting the numbers. That person is making the mistake of viewing diversity as only numbers-driven when in fact true diversity resides in variety of thought. So the key mistakes to avoid are: • Failing to secure top level support • Failing to match rhetoric with reality • Treating diversity as a project, not a commitment It has been my experience that professionals that resolve these issues first tend to succeed more often than others. PDJ

Brenda J. Mullins is second vice president of Human Resources and diversity off icer for Aflac Incorporated. Ms. Mullins oversees the Aflac Diversity Council and developed the framework for expanding Aflac’s diversity efforts through the Five R’s: recruitment, retention, relationships, reinforcement and recognition. November/December 2011



Generational Diversity: Tensions and Opportunities By Elizabeth A. Campbell Partner and Chief Diversity Officer Andrews Kurth LLP


h is is not your grandmother’s work-

place anymore. The dynamics of four different generations in the U.S. workplace together may create tension, but proactively harnessed, this diversity may yield greater operational performance. Differences and Tension Perhaps for the first time in U.S. history, we have four generations working together, in part because of the recent downtown in the economy and the negative effect that market volatility has had on retirement savings. Thus, we have “steady Eddie” Traditionalists (born 1945 or prior) working side-by-side with “workaholic” Baby Boomers (born 1946-1964), managing—or being managed by—“individualistic” Gen Xers (born 1965-1981), who are sharing the workplace with “multi-tasking” Gen Yers or Millennials (born 1982-2000.) Workplace competition can be challenging enough without the added diversity elements of generational

“ Workplace competition can be challenging enough without the added diversity elements of generational composition.” composition. The characteristics generally associated with a certain generation, in fact, may be stereotypes; not everyone within each generation will have all of the same characteristics. However, because the similarities associated with a generation are driven by external factors—what was happening in the U.S. when one was born—it is more likely that people of the same generation will share some similar perspectives. While I have not examined this dynamic from an international perspective, I suspect that the same theory holds true. Move Over and Make Room for Grandparents The people I know who are Traditionalists are people who save everything. “Waste not, want not” is their


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motto. Why? They were born or grew up during the time of the Great Depression. For them, they are loyal to an organization, view seniority and titles with utmost respect, and look at their careers as a fortunate opportunity. They may be frustrated by newer entrants to the workforce who act as if they are “entitled.” Different Generations have Different Work Styles At the other end of the generational spectrum, we see our Gen Yers who were often raised by generous, grateful Baby Boomer parents who did not want their children to have to work as hard as they did. Some view Gen Yers as having no work ethic; being rewarded for participation rather than results is the norm. (How many soccer trophies are in your closet?) I say that Gen Yers have a “different” work ethic. For example, Gen Yers are loyal—but to their colleagues; they respect authority figures—but only if those in power can demonstrate competence; and they are committed to their careers—but see work as an opportunity to add value and contribute. Technology to the Rescue When we focus on the strengths of each generation and ways to balance skills, we create opportunities to enhance operational performance. Technology is a good example. While Traditionalists and many Baby Boomers are slow to adapt to rapidly changing technology, Gen Yers thrive on it. Want to get something done quickly and efficiently? Give it to a multi-tasking, technologysavvy Gen Yer and problem solved. Rather than bristle at generational differences, I embrace them, knowing that I can discover solutions to problems by giving each generation a chance to realize its fullest potential. PDJ Elizabeth A. Campbell is an attorney and diversity practitioner. As Partner and Chief Diversity Officer for Andrews Kurth, she develops and implements the diversity and inclusion components of the firm’s strategic plan. She collaborates with the firm’s Labor and Employment attorneys and is a frequent speaker, training facilitator and author.

November/December 2011


Generation Y and the Law By Virginia G. Essandoh, JD Chief Diversity Officer Ballard Spahr LLP


n legal organizations where the cultures are based largely on traditionalist and baby boomer values, how should the values, expectations, and behaviors of Generation Y lawyers affect our internal systems, processes, and initiatives?

The Issue

In any given legal organization, four generations of lawyers can be found working alongside each other: Traditionalist (66 or older), Baby Boomer ( 47 to 65), Generation X (31 to 46), and Generation Y (25 to 30). Much has been written about prior generations of lawyers; it is the newest generation—Gen Y—that we are learning more about. Their variations in communication

“ Generation Y lawyers value a high sense of equity and fair play as well as civic responsibility.” styles, attitudes, and approaches will affect working relationships, client relationships, and the success of legal organizations. Generation Y lawyers value a high sense of equity and fair play as well as civic responsibility. They have a desire to give back and lead environmentally-friendly lives. Expectations include up-to-date technological gear, systems that synchronize with personal gadgets, and a workplace that values diversity and support for innovation and creativity. They also expect a workplace where individual opinions are sought and valued. Their behaviors include a willingness to please and a preference for teamwork and collegiality.

The Solution

Recruiting. Include lawyers from all generations on hiring committees. Such committees should discuss and understand the approach that is needed to attract the best applicant pool. Websites and recruiting materials

should focus on firm innovation, mentoring, training and development opportunities, lifestyle, and work-life balance benefits. Orientation. Expand the orientation process to provide more guidance in navigating the office environment. Explain expectations regarding professionalism, confidentiality, and privacy in the age of social media. Provide clear guidance as to how others may interpret their work styles, attitudes, and interactions with authority. Retention. Enable associates to meet a variety of potential mentors and then allow them to select the one to whom they relate best. Support the decision of lawyers who choose more flexibility in their careers. Feedback. Gen Ys crave more communication, transparency, and ongoing feedback about performance and expectations. Look for ways to harness technology to deliver personalized feedback in real time and on demand. Training And Development. Many firms have moved to a competency-based model, which will appeal to Gen Ys as long as they get training related to the competencies. Define competencies that will show growth and development. Devise lively, creative forms of training that incorporate technology and offer the opportunity to collaborate with their peers. Rewards. In addition to salaries, benefits, and bonuses, Gen Ys will appreciate non-financial rewards such as flexible work schedules, gym memberships, and cost saving/time saving services. Acknowledgment, informal or formal, for professional and civic accomplishments is also valued. PDJ Ballard Spahr LLP, a national firm with more than 475 lawyers in 13 offices in the United States, provides a range of services in litigation, business and finance, real estate, intellectual property, and public finance. Clients include Fortune 500 companies, financial institutions, life sciences and technology companies, health systems, investors and developers, government agencies and sponsored enterprises, educational institutions, and nonprofit organizations. November/December 2011



Reverse Mentoring: Fresh Perspectives from Future Leaders By Bernadette Pieters National Director of Diversity, Director of Human Resources, Northeast Region BDO USA, LLP


o r many, mentoring involves a person with more experience coaching a person with less experience. This method has been proven through master/apprentice relationships that have allowed knowledge to be handed down over hundreds of years, and we know that it still works today. For the first time in our nation’s history, however, there are four generations (Traditionalists, Baby Boomers, Generation Xers and Millennials) in the workforce, and we must take advantage of distinctions between how these different groups think, act and feel at work. One way to do this is through reverse mentoring, a form of employee development in which a more experienced employee actively seeks the council of an employee with less overall experience but fresh perspectives.

Reverse Mentoring Guidelines

As action-oriented as we all are, before you throw a seasoned executive and an intern into a conference room and say “go” there are a few high level guidelines that you may want to follow with reverse mentoring: Pre-work is essential. For reverse mentoring to be truly effective, research and training must take place before a match is ever made. Identify individuals with knowledge and skills that can be of value to a more experienced employee, and then train both mentor and mentee on the role they should play in the relationship before they meet for the first time in order to set them up for success. Differences in experience don’t have to be extreme. Look for opportunities to match individuals based on their strengths and not their levels of experience. For example, pairing a people-savvy senior associate with a manager working to win over


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“ Experienced employees will realize that opening up to new and different ideas will more effectively serve their clients and drive earnings.” a client prospect could be a fantastic match, as the mentor’s fresh and different perspectives could trigger the mentee to improve on something they could do to win their prospect’s business. In the process, the mentor would learn about business development in preparation for a proposal or other opportunity. Meet regularly, but keep it informal. Depending on the experience level of the mentor, they may feel too much pressure to ‘perform’ if a more senior employee formally requests mentoring meetings with them. Reverse mentoring interactions should be relaxed and focused on strengths, much like brainstorming sessions. However, they should be fairly regular to keep the relationship strong. Reverse mentoring can be a winning situation for all involved. When less experienced employees’ opinions are heard they will feel more valued by the company. Experienced employees will realize that opening up to new and different ideas will more effectively serve their clients and drive earnings. When fresh, unbiased perspectives are combined with detailed knowledge and strategic skills, innovation and increased employee engagement will result. PDJ

Bernadette Pieters, National Director of Diversity and Director of Human Resources, northeast region, for BDO USA, LLP, has more than 14 years of strategic human resources management experience. As part of her dual role, she partners with leaders in the firm to ensure that diversity and inclusion are an integral part of BDO’s culture and values.

November/December 2011


Business Case for Diversity By Fred Keeton Vice President Finance, External Affairs and Chief Diversity Officer Caesars Entertainment Corporation


hile many of us have made ar-

guments that diversity and inclusion enhance business outcomes, the direct connection has most often been omitted. In most instances diversity and inclusion have been viewed solely as a reflection of an organization’s character. While almost every company has gone beyond adhereing to affirmative action requirements and a singular focus on representation, we still struggle in making the most direct connection to driving business outcomes. In today’s business world, the largest oversight a company and its Chief Diversity Officer can have is not recognizing the business case for diversity and creating formal structures, policy, processes and procedures for manifesting specific positive bottom line business results related to targeted business issues. At Caesars Entertainment Corporation, we view diversity in parallel paths including traditionally focused

“ When managed appropriately, it can drive profoundly enhanced outcomes.” diversity coupled with yield managed cognitive diversity. Cognitive diversity management can be defined as, “leveraging cognitive abilities and predispositions based on individual backgrounds, experiences and genetic wiring to generate / obtain specifically desired business outcomes related to specific problems or opportunities.” Across the company we have created a formal approach and made a direct, solid-line business connection between our stated position: that diversity is great for business; It’s great for driving better business outcomes, and great for generating innovation. This approach significantly enhances Caesars overall success as a global company and is a central element of our strategic business plans.

Our CEO has positioned diversity and inclusion under the office of the Chief Financial Officer and ranked diversity and inclusion as a legitimate business imperative. This positioning sends a positive message to the business. We understand that diversity and inclusion is most potent in solving a company’s hardest problems, or taking advantage of its most complex opportunities. Based on employees’ cognitive preferences and predispositions, along with other relevant dimensions of diversity, Diverse-by-Design (DbyD) teams are formed at our resorts and casinos. While the fundamental team objective is clear, the instrumental approach to driving enhanced outcomes is driven by the team’s overall diversity. The DbyD approach can be universally applied across all business functions to achieve optimal outcomes. When managed appropriately, it can drive profoundly enhanced outcomes. Most companies fail to formally source employees’ potential and miss opportunities to improve operations, understand customers, and open workforce communication. The real power of workplace diversity and inclusion lies in identifying, mining and channeling our colleagues’ diverse, untapped cognitive abilities. Understanding and executing this approach leads to continuous innovation and real bottom-line results that take us well beyond enacting diversity and inclusion efforts solely based on compliance and character. Organizations should consider formalizing both the structural and business outcome connections, which are key to realizing diversity and inclusion’s true value. PDJ Fred Keeton is Vice President of Finance, External Affairs and Chief Diversity Officer for Caesars Entertainment Corporation, the world’s largest gaming-entertainment company. In this role, he oversees operationalizing diversity and inclusion in Human Resources, Supplier Sourcing, Community Reinvestment, Design and Construction, Marketing, innovation and continuous improvement. November/December 2011



Navigating the Social Networking Labyrinth By Sonar Thekdi Director of Operations Cisco I&D Coalition member


s an organization committed to at-

IWE allows us to intelligently connect diverse people, communities and information, so they can communicate, collaborate, and learn. It offers personal profiles to help people get to know one another; searches by name to deliver a more complete picture of not only who they are, but also what they know and care about; and the ability to go viral with information you contribute, creating connections and personal networks that cross all usual boundaries. Customizable watch lists and information management tools ensure what’s important to each employee is right up front—from their communities and interests to their work groups—so they can make a difference in a way that may have been difficult before. For example, employees can easily share documents, create discussions, or post questions to solicit input and participation from a diverse set of stakeholders to facilitate productive brainstorming and collaboration where locations, time zones and other borders are irrelevant. As employees find and engage their co-workers and develop their skills, networks and interests by joining diverse communities and working together on IWE, they start to see the real value of diversity and inclusion. With IWE, it’s easy for people to understand what’s happening, get engaged and contribute, which helps us turn our large organization into a small, more navigable one. IWE supports employees so they don’t get lost; rather, it creates an inclusive environment where they can be themselves, celebrate, leverage, and share their unique perspectives and experiences to find success. PDJ

tracting, engaging and developing a diverse workforce, we recognize the value of social networking. We know it can help us bring people from different backgrounds, departments, and geographies together to support one another, swap ideas, and problem solve. However, we also know that to be effective, the company needs to be able to embrace and support the diversity it’s meant to connect. In today’s connected world, you can quickly and simultaneously find content and lose your way. Social networking has made it easy to access an abundance of information and connect with all sorts of people; it’s also made it easy to be overwhelmed, distracted, and frustrated by the sheer deluge of it all. Dealing with so many different cultures, generations, expectations, and work styles, we needed a social networking platform that allowed everyone to partake in

“ In today’s constantly connected world, you can quickly and simultaneously find content and lose your way.” a way that was comfortable and relevant for them. The classic mantra of inclusion and diversity practitioners, “one size never fits all,” certainly applied as we set out to create something that could cater to the different needs of our diverse employee-base to truly foster a culture of inclusion. Cisco’s Integrated Workforce Experience (IWE), which is an internal implementation of our enterprise social software platform called Quad, gave us the opportunity we were looking for to unleash the power of social networking to support some of our inclusion and diversity objectives.


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Sonar Thekdi is a Director in the Engineering Operations team where she is responsible for establishing an inclusive culture for recruiting, retaining, and developing the best talent for the 20,000+ global engineering team at Cisco. Her goal is to ensure that the workforce represents the diverse global marketplace, and that the culture promotes a creative, innovative, and collaborative environment.

November/December 2011


Muozon Calls for Uniform Diversity Standards

By Fruqan Mouzon Director, Business & Commercial Litigation Department Gibbons P.C.


s a Director in a midsize region-

al law firm, I have noticed that many corporations, including Sara Lee and Wal-Mart, now wield their considerable leverage to encourage firms to adopt policies centered around greater diversity. Some have even pledged to limit business from firms that ignore diversity-based goals. Kenneth Frazier, general counsel of Merck, has stated, “We are in the fortunate position of having many highly capable law firms lining up to work with us…[W]e found that diversity was something that would allow us to make that differentiation.” The vehicle companies use to encourage diversity in their outside counsel is often the Request for Proposals (RFP). According to the most recent Altman-Weil survey, approximately 25 percent of all legal work is now based on RFPs. When firms respond to RFPs, they are usually, but not always, asked for diversity performance data, such as numbers of minorities and their seniority levels. Other corporate RFPs go further, seeking delineation of the roles diverse attorneys might play in the relevant matter. Still others ask to establish requirements for diverse attorney utilization, with a responding firm allocating specific attorneys from diverse backgrounds to work on company matters, and postengagement, submitting regular reports of hours worked by diverse attorneys. While it is clear, then, that the importance of diversity has risen in my field, it has done so in an ad hoc manner. Certainly, because so many companies encourage diversity, law firms might immediately see a return on investment by simply having diversity best practices in place. But while some companies merely “encourage” diversity, others insist on it. The lack of uniformity concerning diversity metrics makes it difficult for clients to effectively compare

“ Guidance and strategy are necessary for corporations and law firms to apply consistent diversity best practices in the RFP process.” law firm diversity performance in a fair and equitable manner. This highlights the need for uniform diversity standards. Guidance and strategy are necessary for corporations and law firms to apply consistent diversity best practices in the RFP process. The organized bars could assist by promulgating standards for diversity metrics in the RFP process to facilitate more equitable comparison and evaluation of law firms. They could, for example, provide: sample RFP language clearly stating the intent to utilize firms with histories of hiring, retaining, and promoting minority attorneys; model diversity questions on performance metrics covering important issues like relative attrition rates for minority and female attorneys; and guidelines for companies to establish goals for specific participation by minority firms in addition to diverse attorneys in majority firms, and for joint ventures among minority firms and other law firms. It is only through coordinated, strategic diversity plan implementation and goal-setting that corporations and their outside counsel can appreciate the full return on investment that a diverse workforce offers. PDJ Fruqan Mouzon is a Director at Gibbons P.C., an Am Law 200 firm with 230 attorneys and five offices in New Jersey, New York, Pennsylvania, and Delaware. He is an avid and capable litigator, having participated on all levels of trial practice, including significant state and federal appellate experience. November/December 2011



Diversity Red Flags


By Julie B. Kampf CEO and President JBK Associates, Inc.

e t’s face it. Making diversity and

inclusion a true corporate priority ranks among the toughest challenges confronting HR professionals today. From Fortune 20 companies to niche non-profits, the executive talent solutions team at JBK Associates sees three common red flags when our HR partners are encountering obstacles.

Not Talking About Diversity

Companies tend to either talk about diversity or they don’t. When they don’t, it’s probably because other priorities take hold. Even today, after years of data showing the business case for diversity, many companies don’t focus on diversity and inclusion the way they should, and in a faltering economy, it’s easy to put diversity initiatives on the back burner. A true diversity champion can help the forward-thinking leader who poses the question, “We’d like our diversity and inclusion efforts to be more robust, but how do we get there?” It starts with making diversity a priority, and that starts with talking about it.

Focusing Only on Recruitment

Many companies put so much emphasis on getting a diverse workforce in the door that they neglect all that’s needed to keep that workforce. Onboarding, retention and leadership development all build a culture of inclusion, and that culture in turn becomes an effective recruiting tool. It’s no coincidence that the most common question candidates pose to my recruiting team is, “What can you tell me about the company culture?” Focus on creating the right culture−a culture where the best people want to work, where everyone is treated with dignity and respect, where people are promoted on their merits, and where opportunities for success


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November/December 2011

“ Companies tend to either talk about diversity or they don’t. When they don’t, it’s probably because other priorities take hold.” are available to all−and you’ll more easily attract the workforce you need to compete.

Requesting a Diverse Candidate, Not a Diverse Slate

In the rush to fill an open position, it’s easy to just look for a diverse candidate. But the companies that perform best don’t come to us asking for a diverse individual. They ask for a diverse slate because they understand that talent acquisition is not about filling a quota; it’s about attracting the best talent from a pool of outstanding individuals of diverse backgrounds who will ultimately contribute to the ROI. If you’re focusing on just one aspect of diversity– whether it’s gender or ethnicity or age or any single aspect–you’ll miss the chance to build a culture in which everyone works better not despite their differences but because of them. As globalization, demographic shifts and a shaky economy add to the pressures felt by every business, the challenges to HR professionals will only increase. But those who work through the obstacles may find the task not only among their most challenging but also their most rewarding. PDJ

Julie Kampf is CEO and President of JBK Associates, a certified woman-owned, award-winning executive talent solutions firm that specializes in building senior-level leadership across functions with a focus on diversity and inclusion.


Make Sure the Water Goes on the Fire

By Tammy Klugh Vice President, Diversity and Inclusion Global Human Resources Kelly Services, Inc.


hat is the ROI for diversity? For years, practitioners and corporate executives have struggled to answer this question. Hundreds of experts, researchers, and publications in the diversity field grapple with the issue—some of them promising “magic formulas” to quantify a company’s investment. Sometimes, the most widely sought answers are right under our nose. It reminds me of something my firefighter husband often says to new recruits: “Despite all of the complex lessons, powerful tools, and intense training you’ll receive as an up-and-coming fireperson, don’t forget the main goal is to make sure the water goes on the fire.” In other words, don’t over-think a solution to the point of paralysis. I try to apply that same wisdom to the area of diversity. There are complex reasons the human psyche causes people to subconsciously gravitate toward homogeneity

“ The current business climate offers excellent opportunities to prove the necessity and value of diversity.” and exclusivity. Given this fact—which can probably be traced to the beginning of time—how do we address inclusion issues in a business setting where profitability is the main goal? What are we left with when we recognize we may not be able to solve the world’s societal problems; when we remember we can’t turn for-profit corporations into therapist offices; when we understand compliance and the legal system can go only so far in changing behaviors? My view: keep the goal simple, and accept progress from all corners. The current business climate offers excellent opportunities to prove the necessity and value of diversity. The unpredictability of the market and the

rapid growth of technology have created fierce competition to provide the finest goods and services. In turn, companies are scrambling to find the most innovative, analytical, and productive talent to deliver those goods and services. The problem is talent demand is outstripping talent supply. Diversity factors such as the declining global birthrate and the globally aging workforce are converging, forcing companies to seek new or undertapped sources of talent to achieve their business goals. The search for the best and brightest people has become a business imperative. In this highly competitive climate, the ROI of diversity and inclusion becomes easier to quantify. The talent supply/demand mismatch requires companies to “cast the net wider” to find top talent, and embrace demographic groups who have faced barriers in the past. Today, companies that continue to create— or even unwittingly allow—barriers for immigrants, ethnic minorities, women, individuals with disabilities, those in the LGBT community, or any other group based on their demographic makeup will lose in the competition game. It may not be the way diversity professionals imagined the water getting on the fire. It may seem too easy to see inclusion being driven by sheer business need rather than by our tools and training or a revolution in human thought and ethics. But diversity ROI is part of the age-old economic premise of supply and demand— nothing more, nothing less. The water is getting on the fire, and we need to remember that’s been the goal all along. PDJ As part of Kelly’s Global Human Resources division, the Global Diversity and Inclusion department analyzes global employment trends to address the changing demographics which impact the recruitment and retention of talent. In her role, Klugh partners with leaders throughout the organization to design strategies to proactively create an inclusive environment internally as well as develop solutions for customers. November/December 2011



Keeping D&I Afloat in the Recession By Phyllis A. James Chief Diversity Officer MGM Resorts International


midst the shrinking budgets, work-

force reductions and other adverse impacts of the recession, the halls of corporate America echo again the decades-old question of whether America can afford to continue diversity and inclusion (D&I) initiatives. Astute companies committed to D&I as a business imperative in our global economy—rather than a feel-good program for the prosperous times— answer that question with a resounding yes. Indeed, at MGM Resorts International we believe that the compelling business rationale for a well-managed D&I initiative only intensifies during harsh economic conditions. From the establishment of our voluntary D&I initiative at MGM Resorts in 2000—we aligned D&I with the core identity of our company, and embedded this paradigm into our major business operations. D&I has played a vital role in maximizing our ability to weather the economic turmoil and emerge as a stronger competitor, because the economy has not altered the drivers of D&I. Being involved in diversity gives us a competitive advantage in recruiting and retaining talent as an employer of choice across racial, ethnicity, gender, cultural, and generational attributes. The ability to attract and retain top talent is a constant employer challenge, in tough and good economic times. Perhaps most importantly, our initiative has fostered an inclusive work environment, anchored in the principles of integrity, mutual respect, recognition of the unique contribution of each and every team member to our mission, and excellence. These D&I values have united our pluralistic team members around a common cultural identity, and leveraged the diversity of thought, perspectives and experiences that are critical to collaborative problem solving, innovation, productivity and superior performance. Nowhere was the profound impact of our D&I investment more apparent than during the darkest days of the recession when our employees united to empower the


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“ The ability to attract and retain top talent is a constant employer challenge, in tough and good economic times.” company to overcome the many obstacles presented. Furthermore, we have refused to retreat from our core diversity value in our procurement and construction programs. Practicing inclusion of diverse suppliers of goods and professional and construction services has promoted quality and price competition to our advantage. As today’s consumers are increasingly making product and patronage choices based on their affinity with the perceived values of marketplace competitors, companies ignore at their peril the power of reputation among consumers in the marketplace. Our sales teams successfully leverage diversity to recruit and attract new customers. This targeted approach has resonated with diverse conventions and meeting groups that have selected our properties, not only for their superior accommodations and meeting spaces, but for our shared values related to D&I. Moreover, as we expand internationally in countries such as China, Vietnam, India and Dubai, our D&I competency better equips us to build new business alliances around the globe. In conclusion, our diversity and inclusion initiatives remains a significant factor in our company’s success and going forward will be an important contributor to our competitive advantage in the new global economy. PDJ Phyllis A. James is Executive Vice President, Special Counsel for Litigation and Chief Diversity Officer for MGM Resorts International. James is Chief Diversity Officer with responsibility for oversight of MGM Resorts’ Diversity and Inclusion Initiative, as well as the company’s philanthropy programs and Diversity and Community Affairs Department. She also serves as a board member and special advisor/counselor to MGM Grand Detroit, LLC. James joined MGM Resorts in March 2002 as Senior Vice President and Senior Counsel.


Accelerating the Advancement of Women By Tricia Bencich Human Resources Manager Moss Adams LLP


hy is it so important for organizations to accelerate their investment in women? Simply stated: They can’t afford not to. Women now make up half of the U.S. workforce, and research shows that organizations with a significant number of women in leadership positions achieve greater financial success. Yet Catalyst, the leading organization focused on women in business, reports that only 3 percent of Fortune 500 CEOs and 3.4 percent of Fortune 1000 CEOs are women. What can we do to retain and advance women into the leadership roles where they will make the biggest difference? Women’s Networks Over the last two decades many organizations found that creating a network for women was a successful way to support their advancement. Networks have become instrumental in developing leadership skills, uncovering career development opportunities, and delivering the advice needed for women to advance. Networks provide a valuable means for women and organizations to understand and overcome the challenges they face, but some organizations have seen their progress stall. That’s why it’s important to address the deeper cultural issues that get in the way of progress. Sponsorship There is no doubt that mentoring provides women with career guidance and support, but it’s not making the impact we anticipated. Research studies show that women’s mentoring relationships don’t lead to the same number of promotions and career advancement opportunities as men. Women must begin to expand their mentoring relationships to include sponsorships. Mentors and sponsors share the same objective—providing career advice with a focus on professional development. Unlike mentors, sponsors provide the added benefit of a strategic relationship with an influential person who is also an advocate. They ensure their protégées

“ Women must begin to expand their mentoring relationships to include sponsorships.” are considered for promotions and career development opportunities and are connected with other influential people in the organization. Cultural Change Fundamental change can only come when we take a deep look at our organization. As we move forward with our efforts to advance women, we must consider these important questions: • Are our leaders fully committed to the advancement of women? • Are we retaining and advancing enough women to build critical mass in leadership roles? • Are enough women being considered for leadership roles? • Are women receiving the right developmental feedback and support? At Moss Adams LLP, 22 percent of partners are women. This number is higher than the industry average, but we can do better. In 2008 we launched Forum_W, our network focused on attracting, developing, retaining, and advancing women. Over the last three years, we’ve made more progress than we thought possible, but we’re not done. With the unwavering support of firm leadership, we’re continuing to keep cultural change in strong focus as we enjoy the benefits that women leaders bring to our organization. PDJ Tricia Bencich, a Human Resources Manager at Moss Adams, specializes in Diversity and Performance Management. Tricia graduated from Marquette University and has over ten years of experience in the public accounting industry. Moss Adams is a leader in assurance, tax, consulting, risk management, transaction, and wealth services. November/December 2011



Capturing the Minds and Hearts of Millenials By Mike Rickheim Vice President, Global Talent Acquisition Engagement & Inclusion Newell Rubbermaid


d on’t need another signal to tell me life

is passing swiftly. Crow’s feet serve as reminders I’m not the “young guy” in the office anymore, and the greatest confirmation comes from workplace chatter about the new generation of “young guys and girls”—Generation Y, the Millennials. I’m a Gen Xer–not so long ago the young guy– and now the generation that showed me the ropes come to me for guidance in understanding the new workplace. They’ve read the articles and may even wonder aloud about the wisdom of directing so much attention to the newcomers, those Millennials stereotyped as “overgrown, impatient children whose outlandish demands are outnumbered only by their tattoos and piercings.” They want it all? Why should we have to change for them? Millennials, at 80 million strong, make up the largest generation since the Baby Boomers. They are demanding consumers with unmatched purchasing power. To unlock the growth potential of any organization, an understanding and appreciation of Millennials–as consumers and employees–is imperative. If you’ve heard the Millennials are coming, you’ve heard wrong. They’re here and will make up more than one-third of the adult population before 2015, so successfully integrating them into the workforce, which in some cases means rethinking workplace practices, is a necessity, not a choice. At Newell Rubbermaid, we’ve increased our Millennial population by 70 percent in just the past 24 months, and they now make up 31 percent of our employee population. For leaders of inclusion, diversity, and employee engagement, our newest colleagues offer challenges as to how we think about and define diversity. The global irrelevance of the traditional, corporate


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November/December 2011

“ For leaders of inclusion, diversity and employee engagement, our newest colleagues offer challenges as to how we think about and define diversity.” definition of diversity and the coming of age of the most ethnically diverse and educated generation in history requires us to think about a truer, broader definition of the term. Millennials are not distinguished by gender or skin color; they are diverse in their attitudes, thoughts, perspectives and styles. As the former young guy wrestles with crow’s feet and a little gray hair, the new young guy and girl wants it all. That may initially leave managers from generations who had different expectations and timelines for success questioning whether time spent understanding Millennials makes sense. Yet it is clear the competitive advantage gained by capturing the hearts and minds of Millennial consumers and employees will change the game for the organizations that get it right. PDJ

Newell Rubbermaid Inc., an S&P 500 company, is a global marketer of consumer and commercial products with 2010 sales of approximately $5.8 billion and a strong portfolio of leading brands, including Rubbermaid®, Sharpie®, Graco®, Calphalon®, Irwin®, Lenox®, Levolor®, Paper Mate®, Dymo®, Waterman®, Parker®, Goody®, Rubbermaid Commercial Products® and Aprica.®


ERGs Bring Together Workers from all 50 States, Overseas By Kymberlee Dwinell Diversity & Inclusion, EEO/Compliance, Environmental, Health and Safety, and Corporate Citizenship Northrop Grumman Information Systems


n e of the most rewarding parts of my job is having the opportunity to interact with so many different kinds of people every day. I love being part of an organization that supports and nurtures 75,000 men and women whose backgrounds, characteristics and perspectives are as diverse as the communities in which we reside. Part of this commitment is understanding that diversity is not limited to any single criteria, but rather encompasses differences in culture, background, experience, thoughts, ideas and work. We also acknowledge that a diverse workforce must join together through inclusion and engagement in order to generate better ideas and better outcomes. The use of social networking tools have helped to reaffirm these benefits while creating a culture of sustainable performance. An example of how employees benefit from the company’s diversity are numerous Employee Resource Groups (ERGs.) Among other opportunities involving networking and community outreach, these groups also participate in professional development workshops they create themselves. Taking advantage of their members’ expertise, employees teach classes on a variety of subjects and fields such as critical thinking, the role of a program manager, and understanding personal strengths. Not only does this benefit the employees who gain knowledge, it also provides the teacher with important presentation experience. These diversity initiatives, however, only reach their potential value if they are conducive to an inclusive work environment and help engage employees. Diverse thinking increases creativity and innovation, but only when combined with inclusion does it foster the passion and collaboration required for achieving top performance. Our challenge has been to develop an environment of inclusion in a geographically disperse organization spread across all 50 states and even overseas. It is vital that all of our employees are part of a culture of inclusion where all individuals feel respected, are treated fairly, and are pro-

“ Diverse think­ing increases creativity and innovation, but only when combined with inclusion does it foster the passion and collaboration required for achieving top performance.” vided the opportunity to excel regardless of location. Highlighting the benefits of diversity, it was through our ERGs that a solution arose in the form of social networking. We developed a means for wide-spread broadcast of the professional development workshops by leveraging a series of collaboration devices including video conferencing software. These social networking tools allow employees from across the country to benefit from the expertise of the teaching employee. Employees are able to watch the presentation and ask questions, just as if they were sitting in the same room. By embracing new technologies and encouraging creative solutions, we have met the imperatives of diversity, inclusion and engagement by blending them seamlessly together. The result has been stronger team commitment and cooperation, allowing us to continue designing and building next generation products and services. Our commitment to diversity and inclusion are not extraneous attributes, they are fundamental characteristics that provide the competitive advantage necessary to achieve performance excellence. PDJ

Kymberlee Dwinell is director, Diversity & Inclusion, EEO/ Compliance, Environmental, Health and Safety, and Corporate Citizenship, a center of Excellence in Northrop Grumman’s Information Systems sector, a premier provider of advanced IT solutions, engineering and business services for government and commercial clients. In this capacity, as a Human Resources expert, Ms. Dwinell is responsible for designing and delivering solutions and partnering with human resources business leaders to deliver these solutions to employees. November/December 2011



Leveraging Social Media to Expand Pipelines of Diverse Candidates By Kara Yarnot Vice President, Director of the Talent Acquisition Center of Expertise Science Applications International Corporation


h e first step in building a diverse and inclusive workforce is to ensure diverse pipelines of candidates in the recruitment process. At Science Applications International Corporation (SAIC), diversity recruitment has always been a priority. However, our traditional recruitment methods were not resulting in significant improvement in our workforce demographics. With a need to hire over 7,000 people this year, job boards, both general and diversity-focused, career fairs, and print and online diversity advertisements were not generating enough diverse candidates to ensure a robust slate of candidates for each position. We needed new sources. While developing our online and social media recruitment plans for this year, we discovered that social media sites have higher usage rates among women and minorities. A few studies that we referenced concluded: • 76% of online women visit social media sites vs. 70% of online men. The 2010 ComScore study further reported that women spend a larger proportion of their online time on social media (16%) than men (12%). • A 2011 Pew Research Center Study found that 25% of black internet users and 19% of Hispanic internet users use Twitter vs. 9% of white internet users. • The same Pew Research Center Study indicated that 51% of Hispanic and 46% of black internet users use their mobile phones to access the internet vs. 33% of white internet users. We considered these studies as we revamped SAIC’s online and social media recruitment strategy. The overall strategy is designed to increase our pipeline of qualified candidates, market to the passive job seeker, improve the candidate application experience, and reduce the administrative burden on our recruiters. The social media diversity data helped us to prioritize our plans, maximizing our exposure to qualified diverse populations. To expand our recruitment advertising reach to diverse


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“ The social media diversity data helped us to prioritize our plans, maximizing our exposure to qualified diverse populations.” populations, SAIC took the following steps: 1. Focused advertising spend on social media sites dedicated to professional networking. 2. Increased the visibility of our career opportunities and engaged with users on Facebook and Twitter; we added a career section to our corporate Facebook page and we created a separate Twitter account, @SAICcareers. 3. Launched the SAIC Talent Community through a partnership with our recruitment marketing vendor, which allows potential candidates to opt-in to career communications from SAIC without having to complete a profile in our applicant tracking system. 4. Launched a mobile-friendly version of our career site to ensure a positive user experience for candidates searching for career opportunities via their mobile phones. These steps caused us to invest our recruitment marketing budget differently. We recognize these kinds of changes are necessary in order to remain relevant and accessible to a diverse and inclusive workforce. PDJ Kara Yarnot is responsible for enterprise-wide strategic talent acquisition programs and initiatives. She and her team design and develop key programs including employment branding and marketing, redeployment, recruiter development and training, contingent labor, employee referrals, diversity staffing, college and intern recruiting, and strategic systems implementations. Kara holds an MBA from the Robert H. Smith School of Business at the University of Maryland, College Park and a BS degree from Carnegie Mellon University.


Passing the Baton

By Christopher S. Weiser Senior Director Offer Management & Development Sodexo, North America


’ ll begin by overstating the obvious: the

world is changing around us at an exponential pace. Information moves at the speed of light and often, becomes outdated by the time it is fully socialized. We are 100 percent plugged in 100 percent of the time and we’ve developed the ability to pay “constant partial attention” to many things at once. But despite all of this, or perhaps because of it, sometimes we fail to focus on the simple act of effective knowledge transfer. This can be especially true in large organizations where it is critical to pass along what we know and how we know it, to those who need to know, when

“ Don’t create a communication plan; we should create a constant conscious thought process.” they need to know it. Let’s face it—here are some things that just aren’t written in a book anywhere. Now let’s complicate things a bit further by adding that for the first time ever, not only do we have four generations co-existing in the workplace, but the work/life habits, communication styles, and attitudes of these generations continue to evolve on a daily basis. New team members are bringing new ideas and valuable lessons are in danger of departing with veteran leaders. Capturing both of these bodies of knowledge is critical to long-term success. So what’s an organization to do? Consider this: picture an Olympic relay race. It’s a thing of beauty. The ease with which the baton is passed despite both runners being in fluid motion can be almost breathtaking. I believe there is a lesson to be learned within that exchange. The simple truth

is you can only master the hand-off with practice, and that means practicing with your teammates. You can train alone for speed and for stamina, but you can’t train alone to pass the baton. In organizational terms, we have to create frequent opportunities to “practice” knowledge transfer. These opportunities can manifest themselves in a number of ways including traditional or reverse mentoring, mentoring circles, and employee network/resource groups. The point is, just as a sprinter has an unwavering training regiment, we have to display the same rigorous discipline in establishing and nurturing these chances to interact and grow. We won’t get there by accident. It must be intentional. This also holds true for communication. With so many ways to communicate today, before we decide how to initiate a conversation or deliver a message, we have to ask ourselves who is on the other end of the exchange. Don’t create a communication plan; we should create a constant conscious thought process. It won’t happen overnight, but then neither does Olympic gold. Ready. Set. Go. PDJ

Chris Weiser began his career at the age of fifteen and worked through the ranks of the kitchen from dishwasher to Executive Chef. He has been with Sodexo for over 20 years in various positions including operations, marketing, and strategy, and offer development. As a passionate supporter of diversity and inclusion, Chris is an active member in each of Sodexo’s employee network groups. He currently serves as the National Chair of Sodexo’s intergenerational network group (i-Gen). He is a three time regional “Spirit of Sodexo” award nominee and a past winner of a Sodexo “Innovation” award. Chris is highly engaged in a wide range of community empowerment activities including his current service as Vice-Chair of the Advisory Board for the Atlanta Community Food Bank. November/December 2011



Tips for Improving Supplier Diversity

By Eugene Agee Vice President, Procurement and Real Estate Sprint


any large corporations are chal-

lenged with raising awareness about supplier diversity throughout all levels of the business. Supplier diversity is often misunderstood as a government compliance issue, as opposed to the broader view of benefiting the communities we serve. Supplier diversity creates revenue, promotes economic growth, and increases brand recognition for companies both large and small. In addition, diverse ideas and an inclusive environment power innovation and creativity. Sprint’s customer base is diverse, and in turn we want our supplier base to be equally diverse. Selling is largely based on relationships. It is imperative to continuously build relationships with diverse businesses to include in

“ A company’s commitment to diversity and inclusion can be seen through its community outreach, recruitment efforts, multicultural marketing and supplier diversity.” our pipeline. Our company actively seeks new opportunities to meet with suppliers and increase our external outreach activities. Purchasing goods and services from diverse suppliers directly affects a company’s ability to grow revenue. Diversity spend and reporting is an embedded, core component of doing business, not just for Sprint, but for most Fortune 500 companies. Diversity requirements are often included in customer proposals and written into our contracts. The risk of not meeting the customer requirements could mean losing the bid, losing potential new business or losing existing business relationships, all of which are directly related to revenues. There are a few techniques that have been very suc-


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cessful at improving supplier diversity at Sprint and can be transferred to other companies. First, make one of the responsibilities of the supplier diversity team to educate the enterprise about the importance of supplier diversity. The supplier diversity team should be cohesively aligned with sales and supply chain management. Regularly meet with executives to discuss supplier diversity and garner support, and recruit executives to work as diversity champions to help raise employee awareness. Another idea is to have business units set supplier diversity goals, and have results released to the executive team on a quarterly basis for consideration of realigning non-diverse spend to diverse spend. A supplier diversity course should be available to all employees through an internal education program. Institute a recognition program to award teams for doing business with veteranowned businesses. Finally, hosting an on-site “matchmaking” event between major business partners and diverse suppliers is another successful tool for improving supplier diversity. Diversity is a business strategy that impacts the growth of a company. A company’s commitment to diversity and inclusion can be seen through its community outreach, recruitment efforts, multicultural marketing and supplier diversity. Diversity has a significant return on investment and all companies should ensure that employees are aware of the importance of supporting diverse suppliers. PDJ

Eugene Agee is the vice president responsible for Procurement, Strategic Sourcing, Real Estate, and Environmental, Health and Safety at Sprint Nextel, a position he has held since August 2008. In addition, he manages Sprint’s Supplier Diversity initiatives. Eugene serves as a board member on the Executive Leadership Council, National Eagle Leadership Institute, MidAmerica Minority Business Development Council, University of Kansas, and 100 Black Men of Kansas City.

November/December 2011


A Holistic Strategy Can Help Drive Diversity ROI By Kim Strong Vice President of Diversity and Inclusion Target


t target, Diversity and inclusion

is a core value we integrate into every area of our business—our teams, stores and our suppliers. In my 20-plus years with Target, I’ve witnessed the power of this commitment time and time again, and have formed a deep understanding of the benefits of an integrated diversity and inclusion strategy. My team’s role is to bring this core value to life for our team members, guests and communities. To do that, we focus on our 3R (Representation, Retention and Reputation) strategy. This strategy sets our focus on

“ My team’s role is to bring this core value to life for our team members, guests and communities.” developing diverse talent, creating future leaders, and making sure everyone knows that Target is a great place to work and shop. Representation Target is committed to increasing representation by attracting and hiring diverse talent, and by diligently planning their career moves. We partner with organizations like the National Society of Hispanic MBAs and National Black MBA Association to recruit diverse talent nation-wide. This process takes time, but we’ve seen the results that diverse teams produce. Diverse teams at Target are highly engaged and come up with a greater variety of innovative solutions. Retention While Target highly values the fresh perspectives of new team members, this commitment doesn’t come at the expense of current talent. Through both formal programming and organic processes, our leaders focus on four key behaviors that we believe help retain good talent: placing talent effectively, forming authentic con-

nections, training and developing, and engaging and inspiring. By creating a consistent leadership culture committed to retention, we have seen a significant impact on our turnover rates across the business. Reputation Target team members are representative of the communities in which we do business—and how the larger community views Target is as important as how our guests view their shopping experience in our stores. As part of a longstanding commitment to our communities, we partner with a variety of organizations, public officials and neighbors to maintain strong relationships outside of Target. Many of these partnerships have led to longstanding relationships that not only positively impact Target’s business, but also help to create strong, healthy and safe communities. Return on Investment Target’s 3R strategy has proven to be the right thing to do for our business and for the communities where we operate. Our diversity and inclusion business councils, which comprise more than 4,700 team members, further support our strategy by collaborating with the business on merchandising, marketing and external partnerships. Diverse teams have partnered externally to develop merchandise tailored to specific segments, and have led the City Target concept—small-format stores that help expand our presence in U.S. urban markets—which will launch in four cities in 2012. When it comes to building an inherently diverse and inclusive culture, it takes time and work. But I know first-hand that the results are well worth the effort and the ongoing investment. PDJ Kim Strong began her career at Marshall Field’s, a former division of Target Corp., in 1988 as an executive-in-training. Kim is an active member of the board of directors for the Dallas Black Dance Theater, Dallas Theatre Center, and member of Executive Leadership Council, a national membership organization for African-American executives. November/December 2011



Mission Partner Helps Apply Diverse Experiences By Brigadier General Richard M. Clark Commandant of Cadets U.S. Air Force Academy


h e term diversity often refers to one’s race, religion, or gender. The Air Force Academy has made great strides over the past decade to ensure that the cadet wing and its permanent faculty members are diverse among these categories. But it is equally important to recognize the strength which the Air Force Academy gains from another kind of diversity. This great and often underappreciated asset derives from the variety of our experiences, our diverse backgrounds, our various life experiences and our assorted areas of expertise. The challenge is how to align our diverse backgrounds and experiences towards the common goal of educating, training and inspiring men and women to become officers of character, motivated to lead the United States Air Force in service to our nation. The Air Force Academy, not unlike many comparable civilian organizations, falls victim to organizational or mission partner “stovepiping.” The faculty focuses on teaching and the challenges of the academic day. The coaches and athletic instructors worry about physical conditioning and the next big game. We, on the military training side, concentrate on adherence to standards, military training and developing a warrior ethos in our cadets. This drive or pursuit for individual organizational excellence can lead to institutional inefficiencies. In order to better interlock and overlap our organizational expertise, improve awareness and expand engagement, we have instituted the Mission Partner Initiative which voluntarily matches a cadet squadron with a faculty department, and an athletic team. The goals of the program are to amplify respect and understanding between cadet squadrons, faculty, and intercollegiate teams; increase Mission Partner awareness of “cadet life/ challenges” in the squadrons, the athletic fields, and the classroom; grow institutional pride by highlighting success in military, academic and athletic arenas; and appreciate how each Mission Partner element contributes


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“ The Air Force Academy has made great strides over the past decade to ensure that the Cadet Wing and its permanent faculty members are diverse among these categories.” to the institutional goal of developing future officers of character. The Mission Partner Initiative provides the opportunity for each organization to engage in low-risk, high-reward team building events such as athletic event tailgates, individual cadet academic presentations, cadet squadron military training events, and team building obstacle courses. The initial results have been very positive! The partner match-ups have participated in ice-breaking events that will cascade into activities where organizations support one another. For example, cadets are attending sporting events to support their partnered team, and coaches and faculty are participating in weekend squadron inspections and formal dining events. The creativity of events is inspiring and helps us better bridge our organizational diversity gaps. The program not only opens doors for cadets, coaches, and faculty to meet and interact in new ways, but also increases opportunities for our mission partners to collectively learn and apply diverse experiences towards developing the future leaders of America. PDJ

Brigadier General Richard M. Clark is the Commandant of Cadets, U.S. Air Force Academy, Colorado Springs, Colo. He commands the 4,400-member cadet wing and more than 300 Air Force and civilian support personnel. His responsibilities include cadet military training and airmanship education, supervising cadet life activities, and providing support to facilities and logistics.

November/December 2011


Developing a Pipeline of Racially Diverse Talent By Tracy Edmonds Director, HR Metrics and Analytics WellPoint, Inc.


n novation… adaptability… learning agility…

These skills and abilities are required for success in a global economy. So why does the pipeline often come up short on the talent we so desperately need? It frequently lacks the diversity of thought, experience, and leadership style that help propel a company forward. What causes this gap? How do we fill the pipeline with diverse talent so we are prepared to lead in this new environment? As a leader, I know that bridging the gap and filling the leadership pipeline is an accountability that I share with my peers. Leaders have a responsibility to identify talent and align it in ways that drive continued company success. To do this most successfully requires a culture of inclusion and a focus on career management. What does a culture of inclusion look like when we’re talking about the talent pipeline? It’s not enough to say we have a good mix of diversity in our

“ Leaders have a responsibility to identify talent and align it in ways that drive continued company success.” workforce or in our leadership ranks. We have to develop talent in a way that recognizes and highlights an individual’s unique skills and abilities. We have to give stretch assignments and take risks with diverse talent. We have to rethink what success looks like, focusing on skills that are critical in today’s world, and not on those of the past nor of those exhibited by past incumbents. It’s a matter of genuinely knowing your talent and proactively leveraging the value of diversity. It’s about overcoming risk aversion and making an investment in talent that may not look,

think, or lead like the talent of the past. That’s how difficult problems get solved. That’s how breakthroughs occur. As an associate who is racially diverse, I know that getting into the talent pipeline requires accountability on my part as well. Aspiring leaders are responsible for managing their careers and making the most of their opportunities. That starts with self-awareness—knowing what makes you unique and what value you can bring to the company. Aspiring leaders have to know what is happening within a company, understand the company’s strategy, and be aware of the challenges and opportunities in the marketplace. The next step is to align personal career goals with the company’s goals. Associate resource groups are particularly valuable for career management and the talent pipeline. They offer opportunities for networking, leadership, exposure to senior leaders, and development programs and workshops aimed at the needs of their constituencies. Can your company afford for its pipeline to come up short? If not, ask yourself: Are you managing your talent in an inclusive way? Are you creating a culture that inspires your future leaders to step forward and proactively manage their careers? Don’t miss the breakthrough opportunity that diversity of thought, experience, and leadership can bring. PDJ

Tracy Edmonds is director of HR metrics & analytics for WellPoint. She leads a team that’s responsible for providing meaningful insights about the workforce in order to drive business outcomes. She is also co-chair of WellPoint’s AfricanAmerican associate resource group, and is passionate about diversity and inclusion. November/December 2011


Odds and Ends In Memoriam


On and Off the Field, Diversity Pioneer Davis Changed the Game Long-time NFL owner/coach for the Oakland Raiders, Al Davis, died on Oct. 8, 2012 at the age of 82. Leading the franchise for nearly forty years, Al Davis is regarded as a diversity champion and one of the biggest proponents for minority representation in the NFL. He was a pioneer when it came to diversity, equality, and inclusion at all levels of the sport. Davis was the first NFL owner to hire an African American coach, Art Shell, in 1989. Davis also hired one of the first Latino coaches, Tom Flores, in NFL history. The football pioneer promoted the first women, Amy Trask, to chief executive officer, often regarded as his biggest accomplishment in terms of diversity and the NFL. In 1963 and ‘65 Davis refused to play games in Mobile, and New Orleans because of the racial segregation laws in both areas. He was also key in changing the location of the games to Oakland and Houston.

“Success is sweet: the sweeter if long delayed and attained through manifold struggles and defeats.”


— A. Branson Alcott (American teacher, writer, philosopher, and reformer)


Dell Companies was started by a 19-year-old with $1000.

Native American Leader of the Largest Class-Action Settlement in History Dies at 65

Elouise Cobell, a leader of American Indian rights, died October 16, after a battle with cancer. She was 65. Cobell was the force behind a $3.4 billion settlement with the U.S. government, which began more than 15 years ago over mismanaged land royalties. At the helm of the largest government class-action settlement in U.S. history, Cobell grew up on the Blackfeet Reservation, based in Montana. Her Indian name was Yellow Bird Woman. Cobell faced many legal hurdles, including thousands of court filings, hundreds of trial days, and numerous appeals, as well as the deaths of many sick people and elders over the course of the more than decade of legal squabbling. Under the settlement, signed by President Obama in December 2010, $1.4 billion would go to individual Indian account holders. $2 billion would be used by the government to buy up fractionated Indian lands from individual owners willing to sell, and then those lands would be turned over to tribes. Another $60 million would be used for a scholarship fund for young Indians. Among her other accomplishments, Cobell served as the Blackfeet Nation’s treasurer for 13 years and in 1987 helped found the first U.S. bank owned by a tribe, now the Native American Bank. She won a $300,000 “genius grant” from the John D. and Catherine T. MacArthur Foundation in 1997 and used most of the money to help fund the lawsuit. PDJ


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The monkey tail or “at sign” (@) was chosen to be used in email addresses in 1972. Bring Your Pooch to Work Day: At Google, employees are allowed to bring their dogs to work. Every day at Walt Disney World, 210 pairs of sunglasses are found.

Retail store Old Navy was named after a bar in Paris.



DAILY. © 2010 Lockheed Martin Corporation

THIS IS HOW Diversity is more than a goal. It’s a necessity. When facing down the most important projects in the world, every idea counts. Every viewpoint matters. That’s why, at Lockheed Martin, we not only believe in diversity. We embrace it. Because diversity is the “how” that delivers the most innovative solutions to some of the most complex problems imaginable.

Bulletin ers were added to the company’s data base, including a significant number of certified minority and women-owned businesses. In addition, the company encourages prime suppliers to award ten percent of their contracts to diverse suppliers.

Rochester Institute of Technology changes Diversity Office Title Rochester Institute of Technology has renamed its chief diversity officer as the new vice president for diversity and inclusion. Kevin McDonald will focus on connecting RIT’s diMcDonald versity efforts to all aspects of the institution. “I feel very fortunate to work with committed team members and a deeply caring community that recognizes diversity as an asset, not a deficit,” said McDonald. “With this collective mindset, I am confident that we will continue to make significant strides in the diversity arena.” McDonald will concentrate on enhancing the pipeline of scholars from the city of Rochester, women, and those from historically underrepresented groups.

MGM Honored by Trio of Hispanic Organizations MGM was recently honored by three prominent Hispanic organizations for its implementation of diversity practices. The company was named to the “Million Dollar Club” by the U.S. Hispanic Chamber of Commerce; one of the “Top 60 Companies for Diversity” by Hispanic Business; and one of the “50 Best Companies for Latinas” by LATINA Style.


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continued from page 13

PG&E Engages Minority-Owned Bank to Help Lead $250 Million Bond Sale SAN FRANCISCO—Pacific Gas and Electric Company (PG&E) selected The Williams Capital Group, L.P., an African-American owned investment bank headquartered in New York, to be one of three joint lead managers, along with Morgan Stanley and Citigroup, for a $250 million offering of 10-year senior notes. This represents the second bond transaction that PG&E has completed with a minority-owned investment bank as a lead manager.

Since its inception in 2000, the company’s diversity initiative has resulted in greater inclusion of the Hispanic community as employees and suppliers. In 2010, MGM Resorts expended more than $28 million in business with Hispanic-owned businesses. Currently, Hispanics comprise 31.2 percent of MGM Resorts’ total workforce—13.6 percent hold managerial or higher ranking positions. The company offers several training and management development programs, including ESL classes in order to recruit and develop employees. MGM Resorts has also established partnerships with numerous national and local organizations that support the Hispanic business community, such as the Hispanic Association on Corporate Responsibility, National Council of La Raza, Las Vegas Latin Chamber of Commerce, and the Association of Latino Professionals in Finance and Accounting.

Ballard Sparhr named to the top of Multicultural Law list Ballard Spahr has been named one of the Top 100 law firms in the nation for both diversity and women. The rankings mark the firm’s sixth consecutive appearance on the lists. The lists, published by MultiCultural Law magazine, showNovember/December 2011

case “the firms that are making the case for diversity and setting the tone for inclusion.” The honorees are chosen through a nationwide survey of lawyers and legal professionals. Ballard Spahr works to ensure diversity through its Diversity Council. Three of Ballard Spahr’s 13 offices are managed by partners of color, two of whom are women. Sixteen of its practices are led by women. Of the partners at Ballard Spahr, 25% are women. “I am proud that the firm has been included on these lists for the last six years. Even during difficult economic times, when diversity efforts seem to take a huge hit, we must work harder to remain a leader in diversity,” said Virginia G. Essandoh, the firm’s Chief Diversity Officer.

Miller & Martin builds bridges with China Lin Ye, a Chinese attorney, has joined Miller & Martin PLLC Nashville office. Lin Ye will expand Miller & Martin’s international legal practice. Ye will serve in the practice areas of international transactions, healthcare, financial institutions and general corporate law. Having been born and raised in China, Ye is fluent in two languages and will assist U.S. companies in nation-wide as well as global marketplaces. PDJ


At Shell we believe that every individual has something valuable to offer. We understand that the more diverse the workforce, the wider the variety of ideas we bring to the table. If you’re ready to tackle the energy challenge and make a real impact on the world, join a company that values diversity and emphasizes the quality of life for its employees and their families. At Shell, we offer: n n

Alternative Work Schedules


Work and Family Programs

Employee Networks/Mentoring



Training and Development

To learn more and apply, visit

BE PART oF THE SoLUTIoN. @ShellCareers

Shell is an equal opportunity employer.


Health and Wellness Programs

Solid Research supports


h ere are many ways

to build support for diversity and inclusion initiatives at your workplace. Sometimes, anecdotes or looking at competitor’s diversity programs are the best way to help others understand the experiences of diverse employees. Often, the hard data and support provided by rigorous research conducted by Catalyst and other research organizations is required. In particular, the business case benefits from a grounding in solid research. Catalyst has explored hundreds of studies and reports on the business case for gender diversity. Although each organization, as well as each individual, will have a unique set of issues that seem most compelling, looking at the overall research is a first step in strengthening a business case.

Improving Financial Performance Companies with the most women board directors, especially those with three or more women board directors, had better financial performance than those with the least women board directors. • A 2011 Catalyst study found that companies with the most women board directors outperformed those with the least on return on sales by 16 percent and return on invested capital by 26 percent. In addition, companies with sustained high representation of women—three or more women board directors in at least four of five years—significantly outperformed those with no women board directors.


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A gender-diverse board of directors impacts the future of women in a company’s senior leadership. • Catalyst found a clear and positive correlation between the percentage of women board directors in the past and the percentage of women corporate officers in the future. Companies with more women in upper management ranks or on boards showed better financial performance. • Catalyst’s 2004 research in this area November/December 2011

found that companies with the highest representation of women in senior leadership had better financial performance than companies with the lowest representation of women on return on equity and total return to shareholders.

Leveraging Talent A better diversity climate is related to lower intent to leave. • Researchers found that decreased turnover intentions were associated with employees’ positive percep-

Diversity in Business bers of the group. A major factor in creating a group with the right internal dynamics was the number of women. The most effective and cooperative groups exhibited high levels of “social sensitivity.” Because women tend to have higher levels of social sensitivity, the analysis revealed that the number of women in the group significantly predicted the effective problem-solving abilities of the group overall. tions of an organization’s “diversity climate.” The study also found that all employees, including white men, may benefit from a positive diversity climate.

and initiatives. This practice is becoming increasingly common, and client interest in diversity is moving past the “pitch” process and continuing once a firm is retained.

Employee satisfaction and engagement hinges partially on satisfaction with a company’s treatment of diverse people. • A human resources consulting firm analyzed extensive employee opinion survey responses and found a positive and significant relationship between employees’ satisfaction with how fairly their company treated diverse employees and consumers and their overall job satisfaction and engagement.

Gender-diverse boards increase corporate reputation. • A study found that Fortune 500 companies with a higher percentage of women on their board of directors were more likely to be on Ethisphere Institute’s list of the “World’s Most Ethical Companies.”

Reflecting the Marketplace and Building Reputation Clients are asking firms to provide evidence of their diversity, policies, and initiatives. • Research conducted on 13 top “city law firms” in the UK found that all of them had faced demand-side diversity pressure. When bidding for potential private sector clients, the firms reported receiving requests for information about diversity, including their diversity policies

Increasing Innovation An increase in women has been linked to a group’s effectiveness in solving difficult problems. • A study by researchers from MIT, Carnegie Mellon University, and Union College documented the existence of collective intelligence in groups whose members cooperated well, and found that collective intelligence surpassed the cognitive abilities of the individual mem-

Better problem-solving and increased creativity are positively associated with a variety of diversity attributes. • Researchers including Scott Page, author of The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies, found that a random group of intelligent problem-solvers outperformed a team composed of the “best” problem-solvers. Pointing to a tradeoff between diversity and ability, they posited that the best problem-solvers necessarily become similar within the pool of all problem-solvers. Gender diversity on corporate boards is connected positively with innovation. • Using a sample of Fortune 500 corporate boards, researchers found that innovation was positively and significantly correlated with board racial diversity, and marginally significantly correlated with board gender diversity. PDJ

Founded in 1962, Catalyst is the leading nonprofit membership organization expanding opportunities for women and business. With offices in the United States, Canada, and Europe, and more than 400 preeminent corporations as members, Catalyst is the trusted resource for research, information, and advice about women at work. Visit to learn more about our work and download Catalyst reports. November/December 2011



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Accenture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Aflac. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 34, 35, 38, 65 Akraya, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 37, 38 American Express. . . . . . . . . . . . . . . . . . . . . . 32 American Institute for Managing Diversity. . . . . . . . . . . . . . . . . . . . . . . . . . . 18, 32 Andrews Kurth LLP. . . . . . . . . . . . . . . . . . . . . . 32, 66 Army and Air Force Exchange Service . . . . . . . . . . 32 AT&T. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12, 52 Ballard Spahr LLP. . . . . . . . . . . . . . . . . . . . . . . 67, 86 Bank of America - Merrill Lynch. . . . . . . . . . . . . . 13 Bank of the West. . . . . . . . . . . . . . . . . . . . 19, 32 BDO USA, LLP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 68 Blue Cross Blue Shield of North Carolina. . . . . . . . . . . . . . . . . . . . . . 22 - 30, 32 Booz Allen Hamilton . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Brinker International . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 35 Burger King Corp.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 35 Caesars Entertainment Corporation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 69 Carnegie Mellon University. . . . . . . . . . . . . . . . . . . . . . . . . . 89 Catalyst. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 37, 88 CDW LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Chevron. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 55 Chrysler Group LLC. . . . . . . . . . . . . . . . . . . . Inside Front Cover, 1, 32 Cisco Systems, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . 32, 37, 70 Citi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Comcast Corporation . . . . . . . . . . . . . . . . . . . . . . . 32, 36 CSC. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 63 CVS Caremark. . . . . . . . . . . . . . . . . . . . . . . . . 31, 32, 35, 36 Dell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Deloitte LLP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12, 32 Eastman Kodak. . . . . . . . . . . . . . . . . . . . . . . . . . . . 17, 32 Fannie Mae. . . . . . . . . . . . . . . . . . . . . . . . . 15, 32, 37 Flickr . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Foxit Corporation. . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Freddie Mac . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 GE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12, 53 Gibbons P.C.. . . . . . . . . . . . . . . . . . . . . . . . . 32, 37, 71 Glow Electric. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Google. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Grant Thornton LLP. . . . . . . . . . . . . . . . . . . . . . . . 12 Halliburton. . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 34, 38 Harris Corporation. . . . . . . . . . . . . . . . . . . . . . 32, 36, 37, 38 Ishpi Information Technologies, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . 60 - 62 ITT Corporation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 JBK Associates, Inc.. . . . . . . . . . . . . . . . . . . . . 32, 72 Johnson & Johnson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Kelly Services, Inc.. . . . . . . . . . . . . . . . . . . . . . 32, 73 KeyCorp. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 KPMG LLP.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32, 35 Lockheed Martin Corporation. . . . . . . 33, 38, 85 ManpowerGroup. . . . . . . . . . . . . . . . . . . . . 33, 37 Marsh & McLennan Companies. . . . . . . . . . . . . . . . 33, 34, 36 Massachusetts Institute of Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Medco Health Solutions . . . . . . . . . . . . . . . . . . . . . 33 MGM Resorts International. . . . . . . 33, 35, 36, 74, 86 Miller & Martin PLLC. . . . . . . . . . . . . . . . . . . . . . . . . 86


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Moss Adams LLP . . . . . . . . . . . . . . . . . 33, 35, 36, 75 MWV. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33, 35 National Grid. . . . . . . . . . . . . . . . 13, 21, 33, 35, 38 NBC Universal. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 NestlĂŠ USA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 New West Technologies . . . . . . . . . . . . . . . . . . 58 - 60 New York Life Insurance Company. . . . . . . . . . . . . . 33, 34, 51 Newell Rubbermaid. . . . . . . . . . . . . . . . . . 33, 76 Northrop Grumman Information Systems. . . . . . . . . . . . . 33, 77 Oakland Raiders. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Ogletree, Deakins, Nash, Smoak & Steward, P.C.. . . . . . . . . . . . . . . . . 12 Ohio University . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 - 45 Old Navy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Pacific Gas and Electric Company. . . . . . . . . . . . . . . . . . . . . . . . . . . . 13, 86 Polk. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 PwC. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Raytheon . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33, 34, 57 RBC Wealth Management. . . . . . . . . . . . . . . . . . 33, 37 Redapt, Inc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Robins, Kaplan, Miller & Ciresi L.L.P. . . . . . . . . . . . . . . . . . 33, 36 Rochester Institute of Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Royal Dutch Shell. . . . . . . . . . . . . . . . . . . . . 33, 34, 35, 87 Science Applications International Corporation . . . . . . . . . . . . . . . . . . . 33, 38, 78 Silray, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Sodexo. . . . . . . . . . . . . . . . . . . . . . 3, 33, 38, 53, 79 Springboard Consulting LLC. . . . . . . 20, 33, 37 Sprint. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33, 80 Superior Communications, Inc.. . . . . . 13 Target. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33, 81 The Lifetime Healthcare Companies. . . . . . . . . . . . . . . . . . . . . . 33, 92 The PNC Financial Services Group, Inc. . . . . . . . . . . . . . . . 33, 34, 38 The Prout Group. . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 The RightThing. . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Time Warner Cable. . . . . . . . . . . . . . . . . . . . . . 12 TWI Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16, 33 U.S. Department of Commerce. . . . . . . . . . . . . . . . . . 13 Union Bank N.A.. . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Union College. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 United States Air Force Academy . . . . . . . . . . . . . . . . . . . . 33, 34, 37, 38, 46 - 48, 82 United States Army. . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 - 49 United States Military Academy . . . . . . . . . . . . . . . . . . 49 - 50 UnitedHealth Group . . . . . . . . . . . . . . . . . . . . . 9, 33, 34, 35 University of the Rockies. . . . . . . . . . . . . . . . . . . . . . . . . 33 US Airways, Inc . . . . . . . . . . . . . . . . . . . . . . . . 33, 35, 37 Vanguard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11, 33 Verizon. . . . . . . . . . . . . . . . . . . . . . . . . . 33, Back Cover Walmart . . . . . . . . . . . . . . . . . . . . . . . 33, 34, 36, 38, 39 Walt Disney World. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Waste Management, Inc.. . . . . . . . . 33, 38, Inside Back Cover WellPoint, Inc.. . . . . . . . . . . . . . . 7, 14, 33, 34, 36, 83 W.W. Grainger, Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 YouTube . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

November/December 2011


Consider an advertisement in Diversity Journal, the only magazine to guarantee its advertisers editorial space in each issue to share their corporate D&I success stories, best practices, leadership, and new ideas and innovations. Make the right choice—Diversity Journal.

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Inside Inclusion: The making of a world-class internship by Marie Y. Philippe, PhD perspectives


Chief Diversity Officer, Corporate Vice President, The Lifetime Healthcare Companies

any still use the term “diversity internship” or “minority internship” when referring to the pro-

grams targeting high talent from underrepresented ethnic groups at colleges or universities. The intent of most programs is to provide the promising student an unforgettable corporate experience that will make that organization the employer of choice. Not all internship programs can be best in class. So what does make a world-class internship program? There is no debate that internships serve as an effective pipeline for future diverse entry-level hires. However in great numbers, interns indicate that their best internships are those that create a microcosm of the real world. Interacting primarily with other interns from ethnic minorities or predominantly from the same gender, although meeting the needs of the organization, does not provide them a meaningful experience, even when the projects drive good learning opportunities. Perhaps this suggests a shift from “diversity/minority” internship to “inclusive” internship. A real world experience requires a population of interns from diverse dimensions: ethnic, religious, gender, age, sexual orientation and gender identification to name a few. That diversity aspect creates the basic qualifications. Further there are a few characteristics of an internship that are a must for a superior grade: 1) Matching an intern with a department where the work ignites his/her drive to learn and explore. Taking the time upfront to screen interns for a great project or department “fit” is critical for a world-class experience. 2) Pairing the intern with an experienced coach or mentor who inspires, empowers and facilitates the cultural navigation. Relational encounters instill instant ease and trust, as sense of belonging in the firm is established. 3) Planning projects that provide a jolting learning opportunity to the interns. A degree of challenge in the work must stretch the intern’s mind beyond simplified book knowledge application.


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November/December 2011

4) Inserting in the work the ability to problem-solve or utilize creative alternatives. Allowing interns to explore how their brain works when facing complex, real-world issues in the safe environment of an internship can be the greatest corporate gift. 5) Building skills for life into the internship program. Adding to the internship curriculum formal learning sessions on public speaking, interviewing skills for selfmarketing, enhancing multi-cultural competence, and self- awareness are paramount in the long run. 6) Offering competitive pay and non-monetary rewards. Competitive compensation does not necessarily imply same dollar level. A trophy that can be used as a display of pride at one’s first job can be of greater value than an extra $20 per week. 7) Allowing returning interns to mentor newer ones. For many interns, being able to serve as a mentor to others is priceless. Returning interns have their first taste at leading others through influence. 8) Creating an opportunity for interns to provide anonymous and open feedback. Internship programs can only improve through honest criticism. For most valuable answers, try asking open-ended questions and make name-sharing voluntary. 9) Fighting the stereotype of interns being “young and under 40.” Enhance the experience of generational diversity by seeking workforce re-entry talent such as retirees retooling and updating their skill offerings. 10) Ensuring senior leaders’ interaction with the interns. Not only do these interactions make lifetime memories for many interns, the experience alone serves as a catapult for the internship quality. The exchange can be fascinating for both parties. We all pursue the talent elite in whatever human package that talent comes. By investing the time to imbed the characteristics above in your inclusive internship program, you can rest assured that potential interns will be following your website in the hope of their first or next job opportunity. PDJ Marie Y. Philippe, PhD, is well known for her leadership contribution in corporate culture transformation through strategic diversity initiatives and organizational change management.



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November/December 2011

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Blue Cross And blue shield of north carolina pg. 23 Ohio University Opens the Gateway to Diversity pg. 40 Q&A: Don’t Ask, Don’t Tell pg. 46 National American Heritage pg. 58