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DIVERSITY AT THE OLYMPICS Gold Medalist Cullen Jones Dares to be Different 

Also: Corporate Sponsorship History of Women Inspiring Paralympians Supplier Diversity The Cost of Diversity?





Many talents. One MWV. What sparks innovation? We believe diversity plays a big part. Fresh ideas come from people with different backgrounds and perspectives. We are global leaders in packaging solutions because of our commitment to diversity. We take pride in our efforts to foster an environment that prizes originality. United, we bring our experiences together to create industry-leading solutions.




Living in Diversity




James Gorman EDITOR

Grace Austin



Elena and I have been married for almost 15 years. During this time, we have entertained a number of foreign-born guests. We didn’t plan it this way, it just happened as a course of meeting people at church and various activities as simple as bumping into them while shopping. Visitors to our home have come from all over the world. Discussions around food, culture, the arts, family, hobbies, politics, religion and language have afforded us a unique education into the similarities and differences that exist among people all across the globe. Everywhere we go in the Cleveland area we meet wonderful people whose roots are in other lands. When we hear someone speaking with an accent we usually approach the person and inquire about their nationality. With this conversation starter, we begin what in most instances is a friendly discussion and sometimes results in another houseguest. Among our visitors have been doctors, musicians, priests, bishops, teachers, and our latest guest, a sushi chef. One exciting place to engage people from other countries is Cleveland’s world famous West Side Market. Here you will meet hard-working people, most happy to be in America, selling some of the best fare you can find. Even though they are busy on market day, they are always gracious and eager to share their origins and culture. While meeting and entertaining foreign-born houseguests is a great way to learn about other cultures, another practical way is to read our magazine. Here too you will find a plethora of unique people sharing experiences that reveal some obvious truths: that basically we all have much in common and share many human emotions. This subtle bond is making it possible for almost seven billion people to live in relative harmony, notwithstanding political misunderstandings that continue to ruffle our human feathers today. Meeting foreign-born people and reading Profiles in Diversity Journal…two exciting ways to enrich your life. PDJ James R. Rector, CEO, Publisher



July/August 2012

Sarah Weber Paul Malanij


Julienne Hayes, Ryan Keel, Emily Rabatsky


Vicky DePiore


Elena Rector


Pamela Arnold Noëlle Bernard Elizabeth A. Campbell Myrtha Casanova David Casey Jim DeVries Cindy Donohoe Thomas Ferraro Karen Ganzlin Matthew Hunt Earsa R. Jackson Linda Jimenez Maria Kakarika Julie Kampf Alanna Klapp Terri W. Kruzan

Steven Nelson Paul Nitz Robert Polk Frank Robinson Lauventria Robinson Craig Storti Dr. Sandra Stratford Tanya Taneja Brandon Taube Alexis S. Terry Caryn Tijsseling Tiffany Vandemark Nadine Vogel Tony Volpentest Tyra M. Whittaker Trevor Wilson


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REPRINTS: profiles@diversityjournal.com EDITORIAL: edit@diversityjournal.com PHOTOS & ARTWORK: art@diversityjournal.com

I am

Sodexo Marit ident Senior Vice Pres Caribbean & o ic ex M Gulf of

Engaged employees drive business success. That’s why we’re committed to creating an environment where each employee contributes to his or her

Lenarda ces Manager Human Resour Tanzania

Sterling Corporate Executive Chef Supply Management, Test Kitchen United States

full potential. By fostering a culture based on mutual respect and inclusion, we make every day a better day at Sodexo. But don’t take our word for it. Hear what our employees have to say about working

Suma Senior Dietitian Malaysia

To view these employees’ stories, scan the smar t tag or visit bit.ly/SodexoCommunity Get this app at http://gettag.mobi

Rahul Manager Guesthouse India

for the world’s leader in Quality of Life services on bit.ly/SodexoCommunity.


July / August 2012 Volume 14 Number 4


The Olympics kick off this July in London, uniting the world around fierce competition. Cover story Cullen Jones hopes to swim for gold again. We also take a closer look at the Paralympics, women at the Olympics, supplier diversity, and the “costs of diversity” at the games.

46 2012

56 70 74


in·no·va·tion noun: affecting a change in the established order; the creating of something new. Each year in the July/August issue, Profiles in Diversity Journal looks to honor international organizations and institutions that have developed innovative solutions offering measurable outcomes in the area of workforce diversity and inclusion. These awards will recognize innovations within the organization that have been launched within the past five years, and have had an influence and delivered a positive outcome on diversity management, staff recruitment, and/or toward inclusiveness and improved equity in the workplace. Any one idea or project qualifies as long as the results are already making a greater impact on diversity management and/or business and institutional diversity/inclusion excellence than anything prior. Visit diversityjournal.com/innovation for details




Innovation is especially difficult for many companies. We set out to find the best to recognize in our 9th annual International INNOVATION in Diversity Awards. It gives us great pleasure to spotlight the Top 10 companies who innovatively raise the bar for diversity.

SURVIVING SEXUAL IDENTITY DISCRIMINATION AT WORK Forty-two percent of gay individuals say they were targets of employment discrimination at some point in their lives. We ask, why does the workplace continue to be so hostile to gays?

YOUNG FEMALE VP IS 'HEAT'ING UP MIAMI Professional sports have long been a boys’ club. But not for Eve Wright Taylor. Taylor hadn’t even reached 35 when she earned a top spot as vice president and associate general counsel for the Miami Heat, a position she has held for many years.


76 4


An interesting look at the disparities between the two words, as well as other terms for Hispanic and Latino peoples, tackling the history, customs, and current trends of using Hispanic or Latino

July/August 2012

The Issue




06 | EDITOR’S NOTE 08 | DIVERSITY LEADERS 10 | BULLETIN 78 | FROM THE EXPERTS Leaders share their opinions and thoughts to help improve diversity and inclusion in the workplace.

CRAIG STORTI C ommunications A cross C ultures LINDA JIMENEZ WellPoint, I nc. TREVOR WILSON TWI I nc . PAM ARNOLD AIMD, I nc . NADINE VOGEL Springboard Consulting LLC JULIE KAMPF JBK A ssociates , I nc . MYRTHA CASANOVA European Institute for Managing Diversity

86 | THOUGHTLEADERS Our Olympics-based Thoughtleader topics include personal lessons from athletics, corporate sponsorship, and health and wellness initiatives.

100 | GLOBAL DIVERSITY Corporations and sustainability



philanthropy in the U.S.

114 | Q&A


How three couples from 3M are balancing work and home



12 | MIXED CHICKS BRIDGES SEGREGATED HAIR CARE AISLES How two “mixed chicks” started their own hair care product line


40 36 | UNIVERSITY OF NORTH CAROLINA, CHAPEL HILL A look at the school, its diversity efforts, and new chief diversity officer



27 | MEDIA & REVIEWS The Little BRIC Book, by Brandi Moore

28 | SONIA MARIE DE LEON DE VEGA Angelino maestra reaches out to Latino communities in hometown



40 | COAST GUARD PILOT Profiling the first black female helicopter pilot in the Coast Guard

41 | 100,000 JOBS MISSION

A new online financial accounting service


42 | PTSD



An in-depth portrait of the illness affecting returning troops

This new site allows small suppliers to better connect to large corporations.


16 | THE LAGRANT FOUNDATION Providing scholarships and internships for minority students seeking PR and media jobs


This Cincinnati-based nonprofit provides art and art-related experiences to low-income areas.


A look at the history of minorities’ charity and

How the management school is embracing diversity


34 | DUCKS AND DIVERSITY Oregon’s journey to finding a chief diversity officer

Taking a closer look at the government job disparities between minorities, the disabled, and by gender

FOLLOW US AT: facebook.com/diversityjournal twitter.com/diversityjrnl scribd.com/diversityjournal twitter.com/mentorings facebook.com/mentorings

July/August 2012




the olympics and controversy The Olympics mean many different things to different people. For competitors, it is a culmination of years and sometimes decades of hard work and sacrifice. For children (and the young at heart) it is a magical exhibition of almost-superhuman abilities and global goodwill. For the sports enthusiast, it is a display of the world’s best athletes and all of what makes athletics great: the values of competition, teamwork, and drive. For many others, it is simply a once-every-four-year distraction from re-runs during the summertime. And still for others, it is a display of the global machine, both corporate and bureaucratic, that poorly veils or outrightly overlooks the world’s contentions, disenfranchised people, and enormous “costs” of the Olympics. To say the least, the Olympics are a complex operation. Not only is there heated competition to win an Olympic bid, there is intense scrutiny by the host city to provide physical accommodations, security, and above else, an unforgettable experience. On top of that, the London Organising Committee of the Olympic and Paralympic Games (LOCOG) has made diversity and sustainability essential aspects of the 2012 Games, not an easy feat, nor a small undertaking. Renewable energy is being used throughout the Olympics, and food packaging will be made of compostable materials. Diversity has been addressed through mandates that are targeting the suppliers, volunteers (who will be taught culturally sensitive language and customs), and accessibility to all. I think this is admirable, something which to the best of my knowledge, has not been put into such implementation before this year’s games.



July/August 2012

There has also been considerable controversy. The budget has received intense criticism, while everything from the logo to the banning of social media by athletes has been attacked. Some sponsors have been criticized for their history of human rights abuses, environmental damages, and marketing of unhealthy foods. There has been criticism of the redevelopment of parts of London, although this has also been praised for its use of idle venues throughout the city and sustainable methods. The truth is, for all of the harsh criticism, the Olympics truly do show humanity at its best. Nothing else approaches the magnitude of global cooperation as the Olympics do. I think, adding to that, are the innovative ways that LOCOG has approached these games, especially in terms of diversity and sustainability, which were entirely elective. Although they could be viewed as marketing ploys or superficial efforts, I choose to believe these are genuine attempts at incorporating modern values into the 2012 Games. I, and the entire world, will be watching this July when the Olympics come to London. In what can only be called the most significant manifestation of diversity in modern times, how can we not take note of such a storied event? For myself, the games will be a powerful event showing the importance of global goodwill, healthy competition, and diversity in its truest form. And I hope that viewers will take the games with a grain of salt—aware of our differences but optimistic that even if for a moment, the world comes together for a few fleeting but wonderful weeks. PDJ Grace Austin graceaustin@diversityjournal.com

Thanks to You, Mike has instant access to innovative programs that keep him on his game – if only his statistics class was this easy.

At WellPoint, we are addressing tomorrow’s health care issues today. With busy academic schedules, financial responsibilities, and social commitments, students have limited time to research their health care options. So we do their homework for them and provide solutions that suit their lifestyle – and their college budget. Working to better people’s lives is not something you do every day. But it can be – at WellPoint.

Better health care, thanks to you. Visit us online at

wellpoint.com/careers Find us on Facebook at

www.facebook.com/wellpointcareers or follow us on Twitter at

www.twitter.com/wellpointcareer ®Registered Trademark, WellPoint, Inc. © 2012 WellPoint, Inc. All Rights Reserved. ®Registered Trademark, DiversityInc Media LLC


Diversity Leaders 2012 DIVERSITY LEADERS

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 Corp. Catalyst CDW LLC Chevron Chrysler Group LLC Cisco Systems, Inc. Citigroup Inc. 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 Lockheed Martin Corp. ManpowerGroup Marsh & McLennan Companies Medco Health Solutions MGM Resorts International Moss Adams MWV National Grid New York Life Insurance Newell Rubbermaid Northrop Grumman IS PNC Financial Services Group 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.



MORE FROM OUR AWARD-WINNING COMPANIES The Diversity Leader award recognizes communications excellence in the area of D&I. Winning companies utilize different technologies and mediums as a way to improve internal and external communication. To further promote these efforts, we are briefly highlighting the work of several companies throughout our 2012 issues. *Diversity Leader award-winning companies denoted by this symbol: DL

Lockheed Martin


Newsletters Lockheed Martin uses online newsletters to keep its employees informed about diversity and inclusion initiatives in the workplace, as well as steps Lockheed Martin has taken in accomplishing those initiatives. Lockheed Martin Today is a newsletter available internally and externally. Their corporate website also defines diversity for Lockheed Martin and its initiatives, and includes a Diversity newsletter with remarks from senior executives.



Intranet MWV’s intranet is a valued resource to promote and share diversity and inclusion initiatives globally. By highlighting personal and professional contributions, community outreach, mentoring programs, and cultural competency workshops, MWV can ensure that employees are informed of the company’s diversity inititatives. The diversity portal is updated monthly to include recent publications, upcoming events, and learning opportunities for employees to participate in and support.



Internal Conferences/Public Speaking Aflac hosts its annual Diversity Week, during which employees celebrate traditions, thoughts, and cultures from around the world. Employees participate in team-building activities, attend brown-bag learning sessions, and listen and dance to music from other countries. Sessions in the past have included, “Exploring Indian Culture and Hindu Religion” and “Rediscovering Japanese Business Leadership.” Aflac also partners with area universities and community organizations to further educate employees on workplace diversity.

July/August 2012

© 2012 Lockheed Martin Corporation


Diversity is more than a goal. It’s a necessity. When you face 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. And, as a result, are able to deliver the most innovative solutions to some of the most complex problems imaginable. www.lockheedmartin.com

Bulletin Appointment of Jesus Soto Jr. Adds Further Strength to Utility’s Gas Operations Team Pacific Gas and Electric Company (PG&E) has announced the apSOTO JR. pointment of Jesus Soto Jr., a natural gas industry executive, to further solidify the leadership team charged with building the nation’s safest natural gas delivery system. Soto will serve as senior vice president of Gas Transmission, Operations, Engineering and Pipeline Integrity and will report directly to Nick Stavropoulos, executive vice president of Gas Operations. Soto will oversee four major PG&E gas functions: Public Safety and Integrity Management; Project Engineering, Design and Management; Gas Transmission; and Gas System Operations. “Jesus has a long and powerful track record of building strong teams and safe gas systems,” said Stavropoulos. “PG&E and our customers are fortunate to have someone with such a strong background working to make our system the best in the country. I have every confidence Jesus will play a major role in meeting this challenge.”

Hair Named to Top Position at NBC Sports Princell Hair has been promoted to senior vice president of News and Talent for the NBC Sports Group. Hair was HAIR previously senior vice president of News Operations for Comcast Sports Group. In his new and expanded position, Hair, a veteran of more than two de-



cades in the media industry, including the last three and a half years with Comcast, will oversee all talent recruitment, negotiation and development for the NBC Sports Group, including NBC Sports, NBC Sports Network, Golf Channel, and the 11 Comcast Regional Sports Networks, while also consulting with NBC Sports Digital. In addition, Hair will oversee the NBC Sports Group’s newsgathering operations and news strategy.

Con Edison Names Michael Jones-Bey Director of Supplier Diversity Program Con Edison has named Michael Jones-Bey director of the company’s JONES-BEY Supplier Diversity Program. He is responsible for developing procurement opportunities for minority and women-owned business enterprises (MWBEs). Jones-Bey joins Con Edison most recently from MWBE Partners, LLC, a business development company in New York. He had served as executive director of the New York Empire State Development Corporation’s (ESDC) Division of Minority and Women Business Development, one of the nation’s largest public sector supplier diversity programs. At the ESDC, Jones-Bey was responsible for revitalizing the New York State certification program, agency compliance, and business development initiatives. Under his leadership, the state’s programs resulted in more than $300 million of additional contract opportunities for MWBEs in the construction, renewable energy, and information technology industries. New contract opportunities in the financial services industry surpassed $1 billion. July/August 2012

Nonprofit Gala Raised More than $600,000 for Homeless Women N Street Village, the award-winning social services agency that provides shelter and support to homeless and low-income women in the Washington, D.C. metro area, hosted its annual gala in Washington, D.C. to honor the clients, volunteers and supporters of the organization. The event raised over $600,000 for N Street Village. The Honorable Byron Dorgan (DND) and Mrs. Kim Dorgan were the Gala Honorary Co-Chairs. Melissa Maxfield (Comcast senior vice president, Congressional & Federal Government Affairs) and A.B. and Jill Cruz were the Gala Co-Chairs. N Street Village presented Senator Amy Klobuchar (D-MN) and Senator and Mrs. Mike Enzi (R-WY) with the Founders’ Award, which recognizes individuals whose professional and personal efforts have provided new opportunities for the most vulnerable in our society.

Wells Fargo Names Yvette Hollingsworth Chief Compliance Officer Wells Fargo & Company announced that it has named Yvette HOLLINGSWORTH Hollingsworth chief compliance officer. Hollingsworth most recently served as managing director and global head of Operations Compliance and Financial Crimes Compliance & Risk Management for Barclays Corporate & Investment Bank. As chief compliance officer, Hollingsworth will be responsible for ensuring that all areas of the company meet compliance management responsibilities and abide by all applicable laws and regulations. Her team will continue to provide independent oversight of business-based compliance management activities.


Union Bank Appoints George Ramirez as Chief Diversity Executive Union Bank has named Executive Vice President George A. Ramirez as the RAMIREZ company’s first chief diversity executive, whose mission is to broaden the diversity of the company’s senior management and executive ranks. Reporting to Union Bank President and Chief Executive Officer Masashi Oka, Ramirez will serve a significant role in leveraging diversity as a strategic advantage in the highly competitive banking industry. Ramirez, who joined Union Bank in 1986, has more than 30 years of banking experience and has served in various executive, line management, and staff roles. In 2010, he was appointed to lead the effort to integrate Tamalpais Bank and Frontier Bank into Union Bank. Before successfully leading the integration of these two institutions, Ramirez led Union Bank’s Priority Banking program.

Penn Joins Sodexo as New D&I Leader Karen Penn has joined Sodexo’s Health Care Market and Government Services as vice president of Diversity. Penn will PENN lead diversity and inclusion initiatives and provide strategic direction to senior division leadership. Penn comes from the government contracting and defense industry, where she has led diversity and inclusion, ethics, and EEO/affirmative action efforts for more than 15 years. Most recently, she led diversity and inclusion at BAE Systems, Inc., an $18 billion global aerospace and defense company. Prior to that, she was appointed as a highly-qualified expert by the U.S. Department of Defense, and served as

Gibbons Women’s Initiative Donation Drive Benefits Women’s Shelter The Gibbons Women’s Initiative recently hosted a “housewarming” donation drive benefiting the women and their children who are being housed, temporarily and permanently, by the Jersey Battered Women’s Service center in Morris County. Members of the Women’s Initiative donated hundreds of household items to help these families transition out of crisis and “start over.” The items donated ranged from kitchen appliances to bedroom/bathroom necessities, as well as miscellaneous household products. These items are provided to the women as they transition out of the program and into their own housing. JBWS is a full-service domestic violence and domestic abuse prevention agency with services including a 24-hour hotline; counseling; safe house; transitional living; life skills education; vocational counseling; batterers’ intervention; legal assistance; teen dating violence services; and professional training, education and youth prevention programs.

the Director of Diversity, Inclusion and Recruitment for the Defense Contract Management Agency.

Latino Tech Association Honors CSC’s Jimenez Jose Jimenez, chief diversity officer at CSC, was honored for his leadership in technology, diversity and JIMENEZ inclusion by Latinos in Information Sciences and Technology Association (LISTA). Jimenez received the TechLatino Achievers award, which recognizes industry leaders who make major contribution to the advancement of technology and diversity who happen to be Latino. Jimenez works closely with CSC executives globally to develop business initiatives that enhance customer and community relationships as well as external and internal communications strategies that strengthen CSC’s ability to attract diverse talent in all markets. Jimenez has provided leadership to many diversity initiatives within NPS, and he has worked extensively to build strong support with external diversity organizations.

Two Quarles & Brady Attorneys in Leadership Council on Legal Diversity Fellows Program Quarles & Brady LLP announced that Edward A. Salanga, SALANGA an attorney in the Firm�s Phoenix office, completed the Leadership Council on Legal Diversity (“LCLD”) Fellows program. Steven V. Hunter, an attorney in the firm�s HUNTER Chicago office, is one of 134 attorneys selected to join the next class of Fellows graduates. Formed in 2009, the LCLD is made up of the general counsels of the nation’s preeminent corporations and the managing partners of the nation’s leading law firms. The Fellows Program is one of several LCLD initiatives, including programs to address pipeline issues that face the profession, encouraging minorities and women to enter the law, and supplying programs to increase their likelihood of success in law school. PDJ

July/August 2012



∂ Edited by Grace Austin



Bridges Segregated Hair Care Aisles



original “mixed chicks.” Their diverse ethnic background led them to create the growing brand of hair care products, Mixed Chicks. Offering shampoos, conditioners, products, soaps and tools for women, men, and children, Mixed Chicks has become a multi-million dollar company. “There were no products for my hair type. Growing up, I had ‘combination hair’ so we had to go to a beauty supply store and had to use multiple products. It came out of personal need,” said Etheredge. Multicultural people often have to try numerous products and frequent many stores to find hair products that solve their follicle woes. Levy, of African-American and Jewish background, and Etheredge, of African-American and Irish background, originally founded the product for themselves. The name “mixed chicks” is a reference to their background. Over time, friends and family encouraged the two to sell their products, soon finding themselves homegrown entrepreneurs with business headquarters in Wendi’s garage. Etheredge found it hard to find products for her slightly curly, slightly straight hair. She noticed the segregation between the white



Wendi Levy, left, and Kim Etheredge, right, were inspired by their own hair care troubles to start Mixed Chicks.

hair care and black hair care aisles, seeing the need for products that worked for multiple ethnicities and multiracial women. “The beauty industry is segregated. There is no middle aisle. In using the term of mixed chicks, everyone is a blend of many, and that’s an ever-growing market. Whether you’re white, black, Mediterranean, or Asian, hair is hair. You shouldn’t be defined by race.” So far, the organization has received good feedback and praise from customers and the press. Business looks good—and for these “mixed chicks,” showing diversity, especially multiracial diversity, is an-

July/August 2012

other benefit of their business. “We’re happy to create a product that women and children can embrace and lets them embrace their curls,” said Etheredge. “The world is a melting pot, and it’s ok to be you and to not look like everyone else. Mixed Chicks is happy to make these products and help underrepresented cultures feel accepted.” PDJ

Please visit mixedchicks.net for more information.


inDinero HELPING



I RED OF QUICKBOOKS? That’s what inDinero

is hoping to capitalize on. Launched in July 2010 by Jessica Mah and Andy Su, inDinero is a “new way” for businesses to keep track of their finances. Mah and Su’s combined entrepreneurial knowledge laid the groundwork for inDinero. (Mah previously founded internshipIN, designed to help students find internships, when she was 13.) The San Francisco-based company has since raised more than $1 million from investors like Y Combinator, an investment capital organization with a focus on digital entrepreneurs. In its short lifetime, inDinero counts 2.5 million transactions and more than $2 billion dollars in transaction volume. “InDinero started because we hated accounting. We promised that for the next business we’d start, the accounting would be the one thing we would do right. The best way to ensure that was to build the accounting software ourselves,” said Mah. InDinero works so: first enter your account information into the website, and inDinero will fetch bank statements and organize transactions accordingly. The site then provides updated budgets and

an easy-to-use financial dashboard to keep track of expenses. Other services, like inDinero’s “financial advisor,” interpret accounting linguistics into layman’s terms. Eliminating hassles associated with multiple data entries and working through an accountant is one of the startup’s biggest selling points. InDinero is currently used by several thousand companies. In terms of diversity, inDinero is both a young and multicultural small business. The eight-person team consists largely of Asian Americans. CEO Mah and CTO Su are both of Chinese background. Diversity is an essential aspect of Mah’s vision for the organization. “We’re conscious of promoting diversity, and giving chances to people who don’t fit the stereotype for who would do well in a business environment. If you genuinely care about having a wide array of expertise and ideas, it’s important to work with people from all walks of life. Diversity isn’t just about race—it’s about age, education, passions in life, and a whole lot more.” PDJ

Left, Andy Su, and right, Jessica Mah, inDinero’s founders. July/August 2012




Suppliers Connect


to Major Corporations


SupplierConnection. org, allows small business owners to better capitalize on supplier contracts for national organizations like Office Depot, Pfizer, and IBM. The Supplier Connection’s goal is to make it easier for small businesses to acquire some of corporate America’s spending on goods and services. Supplier Connection’s application is open to firms in most industries, from chemicals to security, with less than 500 employees and less than $50 million in annual revenue. The site also offers networking opportunities where two or more small firms could potentially bundle their goods and services to present a stronger bid to participating corporations. Business owners simply complete a single application online to become an acceptable supplier to a consortium of 15 major corporations (with more corporations expecting to participate). From there, small businesses still have to bid on specific vendor contracts, but this streamlined process takes much of the hassle from the typically lengthy processes that ensue even after wooing a corporation. Critics point out the challenges in the limited number of participating corporations (although they include some heavy-hitting companies). The application isn’t simple either, comprising multiple pages and paperwork. Still, for small business owners trying to get their foot in the door without filling out multiple applications, Supplier-Connection.org is a viable option. PDJ

“ 14

The Supplier Connection’s goal is to make it easier for small businesses to acquire some of corporate America’s spending on goods and services.


July/August 2012

We understand the value of diversity. That is why we offer compelling benefits to help your business attract and retain a diverse workforce at no cost to your company. To learn how Aflac can help give your employees additional protection, visit aflac.com

Coverage underwritten by American Family Life Assurance Company of Columbus. Group coverage underwritten by Continental American Insurance Company, which is not licensed to solicit business in Guam, Puerto Rico, or the Virgin Islands. In California, group coverage underwritten by Continental American Life Insurance Company. In New York, coverage underwritten by American Family Life Assurance Company of New York. Policies may not be available in all states. There may be indirect administrative or other costs. From Latina Style magazine, August 2011 and Ethisphere magazine, April 2011. Z120119


∂ Edited by Grace Austin



‘LAGRANT’ing Scholarships to

Minority Students


LAGRANT Foundation (TLF) has donated over $1 million to ethnically diverse students interested in the media industry. In addition to scholarships, TLF has placed students in internships with global marketing agencies and helped them discover job opportunities. Since its inception, TLF has secured more than 200 internships and jobs in advertising, public relations, and marketing. LAGRANT COMMUNICATIONS was founded by President & CEO Kim L. Hunter in 1990. An integrated marketing firm, LAGRANT targets African-American and Latino consumer markets. LAGRANT counts Bahamas Ministry of Tourism and Aviation, Harley-Davidson, and Guardian Life Insurance as current clients. With a majority of its employees from underrepresented backgrounds, LAGRANT is innovative not only in its philanthropic endeavors but also in its business model. An advocate of education, Hunter founded The LAGRANT Foundation in 1998 and serves as its chairman. A prolific fundraiser,



Hunter has raised more than $3.7 million in ten years. A majority of fundraising contributes to an annual TLF scholarship of $135,000. This scholarship helps 20 exemplary undergraduate and graduate students prepare to enter one of the nation’s most constantly evolving industries. “The scholarship was great for a number of reasons. Obviously financially it was a huge help. It paid for my entire year of schooling. Without that, I can’t say I would have the time to intern. I’ve actually had two internships this semester because I didn’t have to focus on work. It really allowed me to focus on my studies,” said Nicole Hamilton, a junior at California State University at Long Beach who is majoring in journalism with a minor in marketing. In addition to scholarships, TLF involves internships, career development workshops, mentoring and fellowship programs. “We partner with a few companies, including Verizon and FedEx, to talk about careers, what it takes to be in the industry, and resumé and interview advice. We do that year-round throughout the country, targeting major cities with diverse populations,” said Senior Programs July/August 2012

and Outreach Manager Ericka Avila. TLF is also engaged in outreach, providing information and actively recruiting diverse candidates for agencies and corporations. The internship program is a mutually beneficial partnership, for interns receive opportunities with companies like American Express, FleishmanHillard, and Waggener Edstrom Worldwide, while the program also serves as a pipeline for participating organizations, offering qualified diverse candidates either in college or who have recently graduated. Each scholarship recipient is also partnered with a mentor, an essential part of professional and career development. Mentors meet bi-monthly to discuss progress and to offer guidance to mentees. Said Avila about the mentoring experience: “Our goal is to diversify the industry. We want to make sure that students get all of the proper guidance they need. So if it’s a student that wants to do PR, we want to partner them with PR professionals, and so on.” Fellowships have been the most recent addition to the many initiatives offered by TLF. Made available through a grant from Harold

Above, the 13th Anniversary Scholarship Recognition Reception and Awards Program; inset left, Founder and Chairman of The LAGRANT Foundation Kim L. Hunter; inset right, a Seattle-based event at Waggener Edstrom Worldwide. Students participated in mock interviews and resumé reviews with HR experts.

Burson, the founder and chairman of Burson-Marsteller, one of the largest PR companies in the world, the program picks one student each year to participate in a coveted month-long fellowship at the prestigious firm. New York University graduate student Danielle Chase became the first fellowship winner in November 2011. “I am proud to call myself LAGRANT Foundation’s first Harold Burson Fellow. Mr. Burson was one of the first industry leaders to recognize and prioritize the need for a diverse workforce,” said Chase. “There is an incredible need

for diverse talent in advertising, marketing and public relations, and the LAGRANT Foundation is working to fix that problem. LAGRANT has given me an opportunity that I may have never obtained on my own.” TLF overall has expanded tremendously within the past few years. Initially offering ten scholarships, more financial backing and new initiatives like the fellowship program and internships have been made available through the increase in dedicated donors. The organization hopes to capitalize on these changes through a two-pronged approach: Helping current students while keeping track of scholarship recipi-

ents and people placed through the organization to make sure they are continuing to be impactful in marketing, PR, and advertising. “I think it’s really important for companies to understand the need for diverse candidates in the workforce. If you look at the public relations and advertising industry, in 1998 less than 5 percent of managers in PR were of ethnic minority groups,” said Avila. “If you look at the statistics now, things are changing. People are starting to wake up, so if they can continue to do something about that and partner with organizations like The LAGRANT Foundation, I think that’s going to make a big difference.” PDJ

July/August 2012




ART MOVES its Way into City Limits


classical music, ballet and operas are typically what come to mind. However, in the Greater Cincinnati, Ohio region, a non-profit organization, ArtsWave, is attempting to change such thinking by introducing local communities to all forms of art. In 1927, Cincinnati mogul Charles P. Taft and wife Anna Sinton founded the Cincinnati Institute of Fine Arts. The decision was based largely on the Tafts’ love for the city and desire to see it flourish. Moreover, the Institute’s original mission statement was “to further the musical and artistic education and culture for the people in Cincinnati.” Upon founding the Institute, the Tafts asked members of the Cincinnati community to help raise $2.5 million to sustain the city’s art programs. Cincinnatians took up the challenge and were rewarded with a $1 million endowment from the Tafts. During the early 1950s, the Institute created a subgroup—the Fine Arts Fund—designed to assist local arts organizations struggling financially. The fund was originally established as an annual campaign supporting the Cincinnati Art Museum, the Cincinnati Opera, the Cincinnati Symphony Orchestra and the Taft Museum. Eighty-three years later, the Institute had faded but the Fine Arts Fund remained. In 2010, the Fine Arts Fund underwent another transformative process, changing its name to ArtsWave and expanding its mission. “We’ve taken a very proactive stance in making chang-



July/August 2012

es in order to remain relevant and position ourselves for growth at a time where it would have been easy to ‘duck and cover’ with a tough economy,” said CEO and President Mary McCullough-Hudson. Remaining relevant to local communities is important for the organization, which maintains a staff of 25 employees. The name change was a crucial part of this process. “We picked that name [because] it gives a sense of movement and being part of a movement,” said Rebecca Bromels, director of communications at ArtsWave. “This is a community-driven organization in which we are trying to build benefits for the community in the arts.” The Fine Arts Fund was changed to ArtsWave following a survey launched by the organization to ask community members what they wanted from arts groups. From the results they redesigned the grant around two goals: connecting people and injecting new life into neighborhoods through the arts. “People are increasingly coming to recognize how the arts create a real sense of place, whether it’s in a neighborhood or an entire region or city,” said McCulloughHudson. “The arts can really distinguish and define communities in an age where everything starts looking homogenized.” Currently, ArtsWave supports more than 100 arts organizations, including Elementz, a hip-hop dance company, the Cincinnati Symphony Orchestra, the Cincinnati Shakespeare Company, and the Children’s Theater of Cincinnati. The goal is to help enhance communities by using art

ArtsWave provides monetary grants in the thousands to millions of dollars depending on the community impact of an arts group.” — Mike Boberg, director of Shared Services

Above, scarf dancing; ArtsWave prides itself on the wide variety of art forms available to the public through their organization.

to link disassociated people and in turn change communities for the better. “There’s more life and vibrancy when arts organizations are a part of a community,” Bromels said. “Especially in some of these neighborhoods, we’ve really seen how much they’ve blossomed because of the organic growth of arts organizations large and small.” ArtsWave creates programs, workshops, and events throughout Cincinnati communities in conjunction with the arts groups they support. This year the communities they are focusing on are four counties in southwest Ohio (Hamilton, Butler, Warren, and Clermont), three counties in Northern Kentucky (Boone, Kenton, and Campbell), and one country in southeast Indiana (Dearborn), said Mike Boberg, director of Shared Services.

“We’re moving toward a more social impact model,” Boberg said. “Our service area is actually going to expand to cover our 15-county metropolitan service area.” The new process is stricter, but according to Boberg, more effective at serving the community. One of the major changes to the organization revolves around the distribution of grants to arts groups. If an arts organization wants to receive funding through ArtsWave, that group must meet eligibility criteria and submit an application. “We fund non-profit organizations and they must have arts as a primary programming strategy,” Bromels said. “Then they go through a rigorous application process, which is evolving and changing.” ArtsWave provides monetary grants in the thousands to millions of dollars depending on the community impact of an arts group, relates Bromels. “ArtsWave community volunteers, who make up our grants board and grants allocation committees, make the decision along with ArtsWave staff, based on the grants application on how those dollars get allocated,” Bromels said. In order to provide grant funding, ArtsWave relies on donations received from individuals, corporations, and foundations through the Annual Community Campaign. The Annual Community Campaign also includes over 200 workplace campaigns at organizations both large and small. Individuals provide the largest portion of funding through these workplace campaigns. “Around 64 percent of total gifts come from individuals,” said Bromels. Moreover, ArtsWave is largely fueled by volunteer support. Initiatives and programs like the 50-year-old Annual Community Campaign, the Multicultural Arts Program, ArtsWave Presents and Art Sampler Days all depend on volunteers. Likewise, a community volunteer can take up larger projects such as becoming a board member for one of ArtsWave’s supported arts organizations. ArtsWave promotes the program BOARDway July/August 2012




What has happened in this community is a kind of color and life. This then results in increased safety and increased revenue for restaurants and shops.” — Mary McCullough-Hudson, CEO and president

Bound to train volunteers interested in sitting on the board of a local arts group. Typical volunteers come from the businesses targeted by the workplace campaigning, said Boberg. “It’s about tapping into [people] wanting to give back and investing some of themselves into the community,” Boberg said. But not everyone is convinced that a community arts movement will truly change the climate in Cincinnati’s inner city. Cincinnati resident Charles Wood wants his city to grow and crime rates to decrease but he is unsure if arts groups will be enough. In 2009, Cincinnati’s Over-The-Rhine received the top spot in a list of the top 25 most dangerous cities in the country by Neighborhood Scout Reports. The same organization reported that 24,801 crimes occurred in Cincinnati in 2011, which means there is a one in 12 chance of a person being a victim of a crime. “I think that there needs to be some sort of industry in the inner city to help provide an economic impact on the city,” Wood said. “A place like Over-The-Rhine is one of the problem areas, but if they think ArtsWave will work, then [they should] do it, because Cincinnati is desperate at this point.” Indeed, ArtsWave’s long history proves that it likes a challenge. Strides are being made to ensure that the organization reflects the needs and interests of the served communities. The arts are helping communities improve economically because of ArtsWave’s belief in the “ripple effect of the arts,” said McCullough-Hudson. “What has happened in this community, starting with Ensemble Theater and Music Hall and what’s built up around it, is a kind of color and life,” McCulloughHudson said. “This then results in increased safety and increased revenue for restaurants and shops.” More specifically, the organization is promoting organizations that are diverse in ethnicity, artistic style and sound. Even though ArtsWave’s current staff lacks ethnic diversity, the organization compensates by having a diverse board of trustees and a wide variety of arts groups



July/August 2012

Above, children play with a traditional drum. Reaching out to the whole community, including young people, is an integral part of ArtsWave’s mission.

that successfully reach out to diverse communities. “We’ve also made a real effort to try and diversify our staff. It’s interesting because staff [are often] fluid in nonprofits,” Bromels said. “We had more diversity on our staff just a year ago, but as people have come and gone that’s changed a little bit. I think it will change back again in the other direction in the future. It’s certainly a priority.” With a revamped name, mission, and funding strategy, ArtsWave in 2012 is focused on its revised programs and helping encourage local arts groups to join the movement. “Truly successful organizations and businesses make the kinds of changes that we’ve made when you’re working from a position of strength,” McCulloughHudson said. “It takes courage and we have a great board, great staff, and great arts organizations that have come with us on this journey. We’re not done yet and we still have to improve in our ability to engage a lot more people.” PDJ Noëlle Bernard is currently working in Washington D.C. and hopes to secure a future as a reporter or writer on military affairs.

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H e l p i n g © 2012 Halliburton. All rights reserved.

b u i l d

s u c c e s s

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s u p p l i e r

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Research from the W.K. Kellogg Foundation (WKKF) shows a growing trend for communities of color to give at increasing rates and levels. African Americans give away 25 percent more of their income than whites. Sixty-three percent of Latinos make charitable donations. The WKKF study showed new trends of “identity-based philanthropy,” where people are giving to groups and people similar in ethnicity, race, religion, or sexual orientation. Although these are new trends in charity, philanthropic giving is not new to people of diverse background. African Americans have a long history of giving back to their own communities. Kinship and unity formed from slavery days and the civil rights movement created tight networks that gave back to their communities, according to James A. Joseph in Remaking America: How the Benevolent Traditions of Many Cultures are Transforming Life. In minority cultures and often isolated immigrant communities, giving to one’s community was important. Latinos, with a strong emphasis on the family unit, also have long traditions of giving, mainly through the Catholic Church. Indeed, churches, in both African-American and Latino communities, have always been essential centers of giving and philanthropic aid. Wealthier African Americans often give back to their own communities more so than their white counterparts.



A traditional donation box in a Chinese temple. Asian-American patterns of giving are often influenced by traditional kinds of teaching.

African Americans often give to education, youth projects, health-related causes, and civic engagement. Indeed, education is at the forefront of many wealthy African-American philanthropists. Oprah Winfrey, for example, has given hundreds of millions of dollars to her charities, which are mainly centered on educational causes. Asian-American culture is impacted by ancient ideologies like Confucianism and Taoism which affect their modern patterns of giving. According to Stella Shao’s Cultures of Giving II: How Heritage, Gender, Wealth and Values Influence Philanthropy, mutual giving, roles of July/August 2012

ceremony and tradition, and commitment to family are significant factors in Asian-American donations. Although one’s ethnicity or religious background cannot predict how much one will give, studies have shown ethnic philanthropy is linked to kinship and family. In turn, religion plays an important role in ethnic philanthropy. While African Americans, Latinos, and Asian Americans may all give differently, they are all providing a necessary and beneficial donation and service to their community, supporting centuries-old traditions of giving among American minorities. PDJ

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.

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Men Advocating REAL Change

By Catalyst



care about women, but because they recognize it’s in their own interests. For example, of the more than 25 million married couples with children in the United States in 2010, 57.7% were dual-career couples. And in 2009, working wives contributed 37.1% to family income. Yet many women today still earn less and get promoted less frequently than men from day one of their careers—regardless of their aspirations, credentials, work experience and parenthood status. Over the course of a 40-year career, this can add up to an average of $380,000 in lost wages. For fathers who rely on their partner’s income, support for pay equity is a no-brainer. Equal pay equals more money for the family. But despite all men have to gain from equality initiatives, their voices aren’t often heard and relatively few appear on the front lines, driving company efforts to create inclusive workplaces. Why? Recent research from Catalyst offers some clues. For starters, the research series titled Engaging Men reveals that failing to recognize gender inequalities in the workplace is one critical factor that might be keeping men from coming forward. The series reveals that another obstacle for men was perceiv-



July/August 2012

ing that they might not be welcomed in becoming a part of efforts that have been typically driven by women, or that they might not be able to make value contributions to such activities. It shows that for other men, it was the reactions of other men—rather than women—that was a barrier to men’s advocacy. Specifically, men’s uncertainty about how respected male peers would react if they took a public stand for gender equality was found to inhibit some men from stepping forward. How do we remove these barriers and empower men to join with women in claiming the many benefits of equality? This is where MARC comes in. Men Advocating Real Change, or MARC (www. ontheMARC.org), is a new online learning community created by Catalyst especially for men committed to achieving equality in the workplace. MARC is a space where men can learn about and increase their awareness of gender inequality—without judgment—in a community where they enjoy the full support of other men and women allies who share their desires to help create inclusive work environments. For men who are unsure about how to effectively advocate change, MARC is also a source of member-generated advice, insights, and best practices. Supporting equality does not mean the end of men. It is not a zero-sum game. More and more men are recognizing that when they support initiatives that foster workplace equality they are not only helping women, but themselves too. PDJ

Founded in 1962, Catalyst is the leading nonprofit membership organization expanding opportunities for women and business.

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


∂ Edited by Grace Austin



Mount Fuji is the highest mountain in Japan located on Honshu Island at 12,389 ft.

Festival d’Avignon, July 7-28: An annual arts festival in the medieval city of Avignon, the Festival d’Avignon was founded in 1947 by Jean Vilar, a famous French “man of the theatre.” The festival consists of an “In” and “Off.” The “In” Festival is held in the Palais des Papes, once home of the Avignon papacy. www.festival-avignon.com/en/ L’Ardia di San Constantino, July 3 and 5: This Sedilo, Sardinia horse race commemorates Constantine’s victory over Maxentius at the Milvian Bridge in 312. Suckling pigs and eels are traditionally served after the dramatic race. Anima Mundi, July 13-22 and July 25-29: The Brazilian-based festival Anima Mundi is now in its twentieth year. With locations in Rio de Janeiro (July 13-22) and Sao Paulo (July 25-29), the 26


July/August 2012

International Animation Festival of Brazil holds a competition for the best global animations and workshops for the budding animator. www.animamundi.com/br/ Mount Fuji Climbing Session, July 1-August 31: Official climbing season begins, when Japan’s highest and most prominent mountain is the most free of snow. Fabled Journeys in Asian Art: South and Southeast Asia, Now-Aug 5: This Dallas-based exhibit wraps up this month at the Crow Collection of Asian Art. Focused on “journeys,” paintings of women engaged in journeys during life and ceramic pieces made to bring into the afterlife are exhibited. Showcasing paintings, fans, sculpture, carvings, and furniture, the diversity amongst Asian art is apparent through this exhibit. www.crowcollection.com PDJ


MEDIA & REVIEWS Why Working in the BRIC Nations Requires Keen Diversity Skills By April W. Klimley

The Little BRIC Book: Cracking the code for global management of projects in Brazil, Russia, India and China. By Brandi Moore, (Published in 2010; available through amazon.com) In today’s interconnected world, global teams are becoming the norm—not the exception. As Thomas Friedman pointed out in The World is Flat, technology has eliminated geographic barriers, opened up economic opportunity, and shifted power and resources. And it has also heightened the need for certain diversity skills, since today so many employees work in multicultural teams in different time zones scattered around the globe. New markets have sprung up as a result of globalization and these are flourishing in many parts of the globe formerly considered the “Third World.” Today the fastest-growing group of these are the “BRICs”—Brazil, Russia, India, China. Just take a look at the data. Since 2009, there were more cars sold each year in China than America. Last year China and India virtually tied for first place with growth rates of over ten percent each. Retail sales in Moscow now exceed Paris and London. And in Brazil, 32 million people have moved into the “middle” and “high” income brackets. (Although South Africa was invited to join the BRICs in 2010, South Africa’s business culture differs markedly from that of the original four BRICs. South Africa also does not meet the economic selection criteria which Goldman Sachs analyst Jim O’Neill used when he came up with this acronym in 2001.)

Large U.S. corporations—the U.S. multinationals (MNCs)—are well aware of this growth, and are taking advantage of the trend—especially when it comes to fast-growing consumer markets. As Rick Newman of U.S. News and Reports observed, “Globalization has been an enormous boon for some of the biggest names in corporate America.” Just two years ago seven of the leading U.S. firms in 15 industries reported earnings of more than 50 percent from abroad: General Electric (54%), Ford (51%), IBM (64%), Intel (85%) Dow Chemical (67%), McDonald’s (66%), and Nike (50%). Another five reported earnings of 20 percent or more from outside the U.S. This shift poses a particular challenge for U.S. multinationals, since most Americans have very little experience living or working in countries such as India or China. Of course, top executives being assigned to these countries usually receive cross-cultural training. But those left behind get very little assistance, and for the most part they are left to fend for themselves when working with BRIC teams, which may be located in several time zones and speak a variety of languages. What the BRIC countries also have in common is a similar set of business values—very different from the way Americans do business, according to cross-cultural communications consultant Brandi Moore. For example, Americans prefer direct communications, while in the BRIC countries people are expected to be much more indirect. Organizational structures tend to be flat in the U.S., but much more hierarchical in the BRICs. Confusion or misunderstanding about these values can shipwreck projects, making it hard for global

teams to create the right new products or engage in successful launches in the BRIC country. Preconceptions of management stand in the way—both in the U.S. and the BRIC countries—in corporate corridors and academia. As Elliott Masie points out in an article on China in Chief Learning Officer, “The skills for managing a team scattered around the world—in multiple time zones and speaking multiple languages—are not routinely taught in Chinese MBA programs.” Fortunately, a few consultants such as Moore have started studying these major differences and writing about them. Moore’s The Little BRIC Book provides glimpses into the business customs and way of thinking in the BRIC countries, while giving readers the kind of practical advice Americans need to function as effective members or leaders of these global teams. What makes this book so valuable is the unique framework the author has created. Instead of talking in generalities, Moore provides specific descriptions of the major areas of differences—and then explains how, by modifying behavior, American team members or leaders can overcome these obstacles to arrive at the hopedfor bottom-line success. Moore has even given these U.S.-based BRIC team executives a special sobriquet— desk diplomats—a term which describes exactly what she hopes to achieve—greater cooperation and achievement between American and BRIC workers. PDJ April W. Klimley is an award-winning business writer, editor, and magazine content consultant and manager, who has lived and worked abroad—first in Italy on a Fulbright Fellowship and then in Hong Kong as a foreign correspondent.

July/August 2012





Angelino Maestra Reaches Out to

Latino Communities in Hometown, Instills Love of Classical Music

aestra Sonia Marie De Léon de Vega

has achieved distinction as a Latina in a traditionally male-dominated occupation—conducting. De Léon de Vega has not only become world renowned for her skills on the podium as a music director and conductor, but she has created her own organization—the Los Angelesbased Santa Cecilia Orchestra—which is the only orchestra in the nation with a specific mission to share classical music with Latino communities.



July/August 2012

“I noticed that it just wasn’t a part of [our culture]. Music was cut in school, so kids did not grow up with this kind of music. When I started guest-conducting, I went to Italy and Mexico City—the concerts were full of families. In Mexico, they had access to classical music there, but not over here. So I thought, ‘I’d like to create that in my city and my community. I’d like to put music in their lives.’ I don’t think it should be exclusive to anyone because of their economic status. I wanted to make it accessible,” said De Léon de Vega. Born in San Antonio, De Léon de Vega is the daughter of actress/producer Sonia De Léon and singer/guitarist Reynaldo Sanchez. At the age of four, De Léon de Vega moved to Los Angeles, California, where she was raised and began her musical training, becoming an accomplished pianist and organist. “I became involved in music at a very young age. I fell in love with classical music at the age of six. It brought a lot of beauty into my life,” said De Léon de Vega. De Léon de Vega studied piano and organ at California State University-Los Angeles. While distinguishing herself academically, De Léon de Vega’s graduate studies led her to specialize in conducting studies with Dr. David Buck. She also trained at the Herbert Blomstedt International Institute for Instrumental Conductors and at various American Symphony Orchestra League workshops with Otto-Werner Mueller, Maurice Abravanel, Pierre Boulez, André Previn, Zubin Mehta and Riccardo Muti. “When I took those workshops, I was very young. When I went at that time, it was all men. There were no female conductors yet. There was no such thing as a female symphony orchestra conductor. At one of those workshops I went to, someone said, ‘Find something else to do, dear, because a woman will never be accepted conducting a symphony orchestra on stage in our lifetime.’ It doesn’t get more discouraging than that, but I didn’t let that stop me. I pursued. I started conducting because I loved it; I didn’t stop to think how difficult it would be as a female and a Latino,” said De Léon de Vega. Founding the Santa Cecilia Orchestra in 1992, De Léon de Vega now employs all professional, union-membered musicians. The Orchestra plays Latino communities for free. De Léon de Vega estimates 80 percent of her audience is Latino.

“Music is for everyone, it is do that too.’ So, we work the great equalizer. It brings with middle and high everyone together. This is my school students to help mission and continues to be them improve their techmy mission. Our audience is nique and performance. very unique; you won’t find The schools we go into are it in any other concert hall,” at-risk areas that don’t have said De Léon de Vega. strong music programs. De Léon de Vega has also This next season, too, we De Léon de Vega, post-performance, receives applause from been a guest conductor for are starting our youth orher orchestra and audience. many orchestras and opera chestra, which will be built companies and has developed from those middle and high concerts and children’s music workshops for the Cultural schools,” said De Léon de Vega. Affairs Department of the City of Los Angeles. Under the leadership of De Léon de Vega, Santa “The City of Los Angeles’ Cultural Affairs Department Cecilia Orchestra and the Discovering Music program was our very first supporter. It was very nice to have that have attracted the sponsorship of noted foundations and support. I loved working in the city of Los Angeles. One institutions, including the Annenberg Foundation, the thing many symphony orchestras do is that they will hire Weingart Foundation, the James Irvine Foundation, and conductors from somewhere else, whether another counthe National Endowment for the Arts. try or another state. I think it’s important to serve my “It’s absolutely wonderful. We’ve received the very own community. I live in Los Angeles and that’s the city I competitive, very prestigious grant from the National want to serve,” said De Léon de Vega. Endowment for the Arts for the last ten years. We do have a lot of foundation support. They support us and it Discovering Music feels good [to have that],” said De Léon de Vega. De Léon de Vega is also celebrated in educational cirWith the help of the latter sponsors and almost 20 cles for creating “Discovering Music” in 1998, a two-year years of groundwork, De Léon de Vega hopes to expand music education program that brings orchestra members the Santa Cecilia Orchestra. into elementary schools in underserved Latino neighbor“I want to make it a solid institution in Los Angeles, hoods to introduce children to classical music and the where it will continue … to provide access to music instruments of the orchestra. She hopes that the program and to symphonies, and to music lessons and youth orwill have a deep impression on the childhoods and lives chestras. We are always looking for more funders and of the students. more donors and people to support us, because that’s “I wanted to have a powerful impact on children. The what nonprofits have to rely on—donation. I think it’s a way I decided that would happen is to have one musigood investment in the community and children’s lives. cian per classroom. We send in different musicians each Personally, of course, all my energy is in this orchestra,” time to introduce the children to individual instruments. said De Léon de Vega. It’s been absolutely wonderful. I think people sometimes De Léon de Vega’s vision is to bring classical music and underestimate the power of culture, the power of music, culture to all lower-income communities and communithe power of beauty, and I’m just thrilled to have the opties of color. With a touch of poeticism, she waxes on the portunity to introduce that to children at a young age,” importance of beauty and improvement of one’s self. said De Léon de Vega. “We see a lot of gangs and drugs and we wonder why. Discovering Music is currently offered in 18 elementary We are not filling our children’s lives with something schools throughout Los Angeles and has affected more that they can feel good about themselves, and that power than 40,000 students in 35 schools. Due to its success, of beauty and being moved to something greater. I wish Discovering Music has been expanded to include a string more people would see that and be involved in that,” said program that offers free violin lessons throughout the De Léon de Vega. school year and a mentorship program in middle schools. “Even if it’s not in music, [ask yourself ] ‘how can I The mentorship program has recently extended to high make a difference, what can I do?’ A lot of what I do school students. with this orchestra is about that—touching lives and “There are many kids who not only like our program changing lives. It goes far beyond conducting. I’m in the and like the musicians, but walk away saying, ‘I want to business of touching souls.” PDJ July/August 2012




ENDANGERED LANGUAGES Many of the world’s languages are under threat of being lost within the next century.



of the World’s Languages in Danger, designed to raise awareness and help “safeguard the world’s linguistic diversity,” 2,500 languages are approaching extinction status globally. Sub-Saharan Africa, South America, and Melanesia have the greatest A traditional Maori carving in New Zealand. The Maori’s ancestral sayings reveal amount of endangered languages. In Australia specifically, only 145 of important ecological information. more than 250 known indigenous To save linguistic diversity, enlanguages are still spoken. More than endangered languages have shown that the loss of language speakers couraging education of the mother 100 are threatened by extinction. in turn has led to negative impacts tongue, changing governmental The United Nations Educational, policies, and promoting endangered Scientific and Cultural Organization’s on the diversity of crops. Studies (UNESCO) efforts to save linguistic on the Maori of New Zealand show languages digitally have been major that their ancestral sayings reveal goals. diversity root back to more than a important information regarding Without the help of UNESCO, decade ago. In 2001, the global orplant growth, soils, and ecological many more languages will become ganization adopted a framework to communities. extinct. An estimated 190 have tackle the growing problem. It cited Language endangerment can be already been lost. Endangered lanthe important role language takes rooted in many different factors. Lack guages represent unique cultures in the “expression and transmission of documentation, governmental or that can not only give us a glimpse of living heritage” and in overall official policies towards language, into the past but provide a wealth of cultural diversity. In essence, unique loss of intergenerational transmission knowledge that could be beneficial cultural knowledge developed by (from parents to children, for examin the future. PDJ a culture can be lost when its last ple), and the overall number of speakspeakers die. Linguistic diversity also has a pro- ers are factors identified by UNESCO found effect on biodiversity. Studies for language vitality, or how strong For more information on preserving endangered languages, please visit unesco.org. and relevant the language is. on Amazonian tribes with severely



July/August 2012


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NEW YORK LIFE. THE COMPANY YOU KEEP.® © 2012 New York Life Insurance Company, 51 Madison Avenue, New York, NY 10010 EOE/M/F/D/V

∂ Edited by Grace Austin




NYU’s Stern School of Management By Alanna Klapp ew York University’s Stern School of Business, located in New York City, has three active faculty members who are Nobel Peace Prize winners and a global alumni community of over 100,000 in more than 100 countries. Over 500 of these alumni are CEOs in top firms around the globe. NYU Stern’s tagline, “An Education is Possible,” shows its inclusiveness for students from all over the world. And with nearly a third of enrolled students from outside the United States, Stern shows its diversity with every MBA awarded. “In our full-time MBA program at NYU Stern, we shape a diverse community of the highest-quality students from around the world,” said Isser Gallogly, assistant dean of MBA Admissions. “We enrolled 16 percent underrepresented minorities in our Fall 2011 incoming class. We also consistently attract one of the highest percentages of women.” To recruit these students, Stern partners with leading nonprofits that promote underrepresented minorities and


women in business and business education, along with hosting their own events. “We collaborate with groups such as Management Leadership for Tomorrow and Riordan Programs and are a member of the Consortium for Graduate Study in Management,” said Gallogly. “We are also a member of the Forte Foundation, and each fall we participate in Forte Forums across the U.S. to meet prospective women MBAs.” Stern hosts three annual events for underrepresented minorities on campus to give applicants the opportunity to meet faculty, experience a class, and get to know students: Discover Stern Fall Diversity Weekend, Spotlight on Stern Women Interview Day, and Stern Women in Business Conference. “Our Spotlight on Stern Women Interview Day allows applicants to attend the annual Stern Women in Business Conference alongside more than 200 Stern female students and alumnae. At this event, applicants have the

Students coming and going from the NYU Stern School of Business.



July/August 2012

NYU Stern Dean Peter Henry with MBA students.

opportunity to meet Professor Shelia Wellington, the the cycle by returning to their alma mater, encouraging former president of Catalyst who teaches ‘Women in and inspiring students to make their own impression in Business Leadership,’ and hear from women business the global corporate arena. PDJ leaders, such as Arianna Huffington,” said Gollogly. Panelists at the 2012 Women in Business Conference Alanna Klapp is a freelance writer based in Cuyahoga Falls, Ohio. included esteemed women from a variety of business-related fields from publishing to accounting. Pattie Sellers, editor-at-large for Fortune; Deanie Elsner, president of Beverages, Kraft; Anita Sands, COO, UBS Wealth Management; and Deloitte & Touche Partner Nicole Sandford comprised this year’s panel. After graduation, Stern’s students work in a variety of fields. “With our deep ties to companies and industries based in New York City, many of our graduates pursue careers in financial services, consulting, and marketing. Arianna Huffington, third from right, was a featured speaker at the Stern Women in We also offer specializations in enterBusiness Conference. tainment, media and technology, and luxury marketing. Recruiters from these more nontraditional fields increasingly look to NYU Stern for their MBA talent,” Gallogly said. Stern’s goal for its students is to transform them into business people who will impact the world in a positive way. As alumni, they continue

NYU Stern hosts annual diversity events, including two events for women.

NYU Stern School of Business diversity event July/August 2012





he University of Oregon, birthplace of Nike and home to the green and yellow Ducks, has undergone a long process of finding a new chief diversity officer within the past year. As happens in the process of hiring a new diversity executive, the process was tedious but ultimately successful, resulting in a new vice president for Equity & Inclusion, Yvette Marie Alex-Assensoh, who will take office in August. “The task [of finding a chief diversity officer] was difficult because every constituency wants to be better represented and be able to contribute more,” said Scott Coltrane, head of the search committee and dean of the Colleges of Arts and Sciences. “Every voice on campus wants a champion.”



The John E. Jaqua Center for Student Athletes is an academic facility located on the University of Oregon campus in Eugene, Oregon. The facility is named for the late UO alumnus and founding board member of Nike.

The search for a new VP of diversity commenced in early 2010. Charles Martinez, the school’s second diversity officer, gave notice of his retirement from the position and return to teaching full-time after more than six years in the position. “There is a reality that positions like this need a constant renewal. You seed it, and then you help create the context for it to continue to build momentum and move on with new leadership and new vision. In many ways it has always been my plan [to leave],” said Martinez. “I’m not sure I would have thought I would have been in this position going on seven years.” In a letter to the campus commuJuly/August 2012

nity on February 11, 2010, President Richard W. Lariviere stressed “finding an excellent candidate in a national search will be critical to furthering our commitment to diversity among our faculty, staff, and student body.” A 15-person search committee was convened of Oregon faculty, community leaders, and students. The committee first held a series of “visioning sessions” during spring 2010, open to the public. Search firm Diversified Search used feedback from those sessions and committee meetings to draft the position description. They later built and screened a diverse pool of candidates. From there, the search committee began reviewing applica-


I was initially attracted by University of Oregon’s understanding that equity and inclusion are not accoutrements of academics but, instead, are integral to academic excellence.

— Dr. Yvette Marie Alex-Assensoh, VP for Equity & Inclusion tions and conducting interviews in the fall of 2011. “The job description was constantly evolving. In the interim, the search firm used social networking and outreach [in their search]. There were several months of making sure the pool was large and strong and deep,” said Coltrane. Oregon welcomed public feedback. The visioning sessions incorporated meetings with the faculty, undergrad and graduate populations, and the Eugene and Portland communities. These sessions stressed campus and community members’ thoughts on past diversity efforts, potential challenges, and characteristics necessary for a well-qualified candidate. Public interviews were an integral part as well as the final step in the process. With the new VP, few changes have been made to the diversity position. A noticeable change, though, has been the title’s evolution from vice president for diversity to vice president for equity & inclusion. “We changed the title slightly, but we mostly wanted to signal that equity is important and the focus of the position is diversity,” said Coltrane.

“The position is fundamentally the same as it has been, with the goals of coordinating diversity efforts across the campus.” New VP for Equity & Inclusion Dr. Alex-Assensoh is prepared and enthusiastic about the changes. She previously served on the Indiana University faculty for eighteen years, and as dean for women’s affairs since 2008. “I am most certainly looking forward to serving the University of Oregon as the vice president for equity and inclusion (OEI). Top on my agenda is to collaborate with the OEI staff as well as the senior leadership, campus-wide faculty, staff, students and the Eugene community to build on the existing foundation of success in ways that establish University of Oregon as a global model in this area. I was initially attracted by University of Oregon’s understanding that equity and inclusion are not accoutrements of academics but, instead, are integral to academic excellence,” said Dr. Alex-Assensoh. Alex-Assensoh is prepared to develop the school’s relatively new diversity program. She is looking to expand on its significant diversity growth within

the past five years, which has seen a major influx in minority students and diversifying of its faculty and staff. First, though, she wants to understand challenges at Oregon before she tackles them. “I am looking forward to the opportunity of learning a lot more about all of the existing programs within the ambit and operations of OEI in order to understand how each contributes to the mission of the university and also the office,” said Alex-Assensoh. “Initially, at University of Oregon, I plan to spend some quality time to listen and, in the process, learn, in order for me to understand what the needs of my office and the entire campus are, coupled with how we can use the best practices in the areas of equity and inclusion to continue to move the university forward.” PDJ


OREGON is designated as an AAU research university.

ANIMAL HOUSE was filmed on its campus, as well as several other Hollywood movies.

AN INTENSE rivalry with Oregon State has pitted the state foes against each other for decades.

FAMOUS ALUMS include: Ken Kesey, author of One Flew over the Cuckoo’s Nest; Ann Curry, current co-host of The Today Show; and Randy Shilts, first openly gay reporter on an American newspaper and author of The Mayor of Castro Street.

July/August 2012




University of North Carolina at Chapel Hill names new

CHIEF DIVERSITY OFFICER T he University of North Carolina at Chapel Hill is a prestigious institution celebrated for being the best in nearly every area possible: academics, sports, and even diversity. Indeed, UNC is known for having relatively large minority populations, an involved international community, and a wide variety of political and social views amongst the student body. The November hiring of Taffye Benson Clayton as vice provost for diversity and multicultural affairs further demonstrates UNC’s current and growing diversity. “[In my tenure] I hope to create an institutional diversity strategy that’s comprehensive and demonstrates the institution’s commitment to diversity and inclusion,” said Clayton. “I think [one of the challenges] is articulating a definition for diversity where everyone can see himself or herself in it. We define diversity broadly, but it’s a matter of making sure the campus community knows that, and they feel a connection to the work.” Clayton is a natural fit for the role. Not only is she an alumna of the institution, but prior to her appointment Clayton acted as East Carolina University’s associate provost for equity, diversity, and community relations and chief diversity officer. The search for the new diversity leader was lengthy, beginning in early 2011, and ending in Clayton’s appointment



Taffye Benson Clayton is a North Carolina alum who previously acted in diversity leadership roles at East Carolina University.

in November 2011. Led by Professor Paul Godley, executive associate dean for faculty affairs in the School of Medicine, Godley was impressed with Clayton’s accomplishments at East Carolina, passion for diversity in higher education, and her understanding of North Carolina, according to a university press release.

UNC at Chapel Hill: A Snapshot

UNC at Chapel Hill (often called Carolina) is a public university, albeit one known for its difficult admissions more akin to an Ivy League institution. Indeed the school, founded in 1789, is recognized as one of the original eight “Public Ivy” universities, along with schools like the University of Texas at Austin, University of Michigan and the University of California at Berkeley. The university counts more than July/August 2012

18,000 undergraduate students and nearly 11,000 post-graduate students, a considerably large graduate population. This copious amount of graduate students has as much to do with UNC’s 107 master’s degree programs as to its status as a corner of the “Research Triangle” (along with Duke University and North Carolina State University). In terms of athletics, the Tar Heels have long been collegiate standouts in men’s basketball, women’s soccer, and men’s lacrosse. Antawn Jamison, Vince Carter, Michael Jordan, and Mia Hamm were all Carolina sports stars. The rivalry between nearby Duke and Carolina is storied, particularly in athletics and specifically in men’s basketball. Consistently ranked among the top 50 national universities by U.S. News and World Reports, statistics also show high freshmen retention rates (nearly 100 percent) and graduation rates at the institution (86 percent of students will complete their education and graduate with a degree).

Diversity on Campus

Carolina arguably is at the forefront of diversity among national universities. Despite this, the university has attempted to improve the climate and diversify the campus through the student body, staff, faculty, and leadership. For Clayton, these initiatives and changes at Carolina have

Above, Louis Round Wilson Library; The library’s namesake also directed the library school at the University of Chicago, and is considered one of the pioneers of the modern library.

both promoted educational benefits and positioned Carolina in a place of diversity prominence and action. “We’re on a continuous improvement model as it relates to diversity, so we’re always looking for a great compositional [diversity] mixture that helps ensure our students are able to get the educational benefit of diversity that’s from a multicultural and international approach,” said Clayton. Carolina is home to significant minority populations. Minority students comprise 30.8% of UNC’s undergraduate population. African Americans are the largest minority, while Asian Americans represent 7.4%. The numbers of Hispanic students have steadily increased within the past 12 years. Despite these statistics, Carolina is still a majority white campus. In response to this, the university hopes to attract and retain more minority students in the future. Campus recruitment plans have been solidified within recent years to reach out to African American,

Native American, and other minority students from high schools across North Carolina, with most UNC schools participating in active recruiting efforts. Other programs, like The Scholars’ Latino Initiative (SLI), focus on minority high school students. SLI does so through mentoring, while Research Rocks! targets public high school students in Orange, Chatham, and Durham, introducing them to college-level work and opportunities. “We look to serve first-generation and low-income students, and some of those students come from historically underrepresented populations. As a public institution, we are not able to enroll a certain amount of out-of-state students, so much of our recruitment efforts are North Carolina-centered,” said Clayton. In terms of gender diversity, women outnumber men at the university, with a ratio of 59:41, a reflection of the national average. The university has more female staff employees than male employees, too. Male professors, though, represent

more of the institution’s professors than women do. To counteract this, Carolina’s various schools have made more concerted efforts to hire people of diverse backgrounds, including openly gay, African-American, AsianAmerican, and woman professors, while often emphasizing tenured and tenure-track faculty. This discrepancy is something Clayton hopes to further challenge through her developing diversity strategy. “We’re working collaboratively with several colleagues, the executive vice provost, Ron Strauss, as well as Director of Faculty Recruitment Gwen Burston. We want students to have that educational benefit. We find that more and more students are becoming very selective of where they choose to go to school, and for many of them, understanding that this is a multicultural and global society, they wish to go to campuses where they will have the most diverse, productive, and interesting experiences. We consider this critical,” said Clayton. Student organizations of all kinds

July/August 2012




Left, Old Well, the rotunda completed in 1897, is considered one of the “signature” symbols of UNC. It was modeled after the Temple of Love at Versailles. Right, Morehead Planetarium, which has trained many astronauts, including Neil Armstrong and Buzz Aldrin.

give students the opportunity to connect among their own ethnic groups while also educating others. These groups, like MASALA, UNC’s multicultural organization, hold many events during the year, including educational forums, food and dance events, and an annual spring fashion/ variety show. Similarly, the Campus Y, formed in 1859, is the center of “social justice and innovation” on campus, home to diverse entities like Big Buddies, HOPE (Homeless Outreach Poverty Eradication) and Nourish UNC. The Campus Y prides itself in being at the center of racial integration in the mid-1950s and the establishment of the Sonja Haynes Stones Center for Black Culture and History. “Things are getting better every day and we are working towards that; we’re cognizant of the improvement we need to make as an institution. Organizations like the Campus Y are striving to always make sure the university knows that the status quo isn’t where we should just be complacent, but where we should be striving towards being more diverse in all aspects of identity,” said Junior Jagir Patel, co-president of the Campus Y. While Carolina represents students from all 50 states, and over 100 countries, a large majority (in fact, a state-



mandated 82 percent of the freshman class) are in-state students. This means most students are from the state—fostering a heterogeneous but North Carolina-based population. What this heterogeneous population has in relative ethnic and racial diversity it often lacks in socioeconomic diversity. Some students are financially comfortable, their parents college graduates, while others come from low-income backgrounds. In attempts to counteract this trend, Clayton and the diversity department are working with University Development to provide financial assistance and additional incentives for lower-income, first-generation, and rural-based students. A special recruitment program, Carolina Firsts, focuses specifically on first-generation and low-income students. The $10 million Carolina Covenant, a landmark initiative at the institution, enables those from lowincome families to attend the school debt-free. Of the 2009-2010 class, 65 percent of Covenant Scholars were of color and 57 percent were firstgeneration college students. Associate Provost and Director of Scholarships and Student Aid Shirley Ort is the author of the Carolina Covenant. “The [Covenant Scholars] have been July/August 2012

highly successful, and we’ve dramatically improved their graduation rates since the beginning of the program. We’ve had astounding results, and we think that’s in part because we’ve removed the financial barriers, but also because we’ve wrapped a whole network of academic and personal support services around these students.”

Education, Metrics, and Marketing

Clayton’s future goals are ambitious, but not impossible. She hopes to use education, metrics, and marketing to improve diversity on campus. Educating the student body is a priority for the new diversity head. Organizations like the Sonja Haynes Stone Center supports the black community by inviting guest speakers to campus and showing documentary movies. Clayton hopes to bring speakers like this to a wider population. “I’m looking forward to totally revamping the education strategy at UNC. [I would like to] bring in internationally- and nationallyrenowned speakers, thought leaders in diversity, and authors who can speak to contemporary issues in higher education as it relates to diversity,” said Clayton. “Folks like Frans Johansson, Daryl Smith, Scott


Record Number of


Davie Poplar was named after founder William Richardson Davie. Legend has it the university will endure as long as the tree does.

Page, and many others can speak to this work quite insightfully.” Metrics are a large part of the university’s diversity goals and plans. Clayton would like to measure minority success, including experiences in the classrooms, housing, and campus community, through defined metrics. “Being able to look at data and progress in aggregated and disaggregated ways lets us make decisions on differentiated groups of individuals, be it Native Americans, young women, or minority males. We have to be able to look at the diverse array of individuals on campus and see how they are progressing. We need to be able to support that to meet the needs of any group,” said Clayton. Marketing is the final aspect of Clayton’s diversity plans. “Diversity is in many ways an integrated process. It’s important that we market and message appropriately. It’s important that we develop a strategic approach, and assess and measure our progress as well,” said Clayton. Adds the new diversity leader about her new role: “It’s just a great opportunity. I’m quite excited to be back at Carolina and helping to make a difference here.” PDJ


t seems not everything is being exported out of America. The Council of Graduate Schools is reporting record numbers of international students applying to American graduate schools in 2012. The number has increased nine percent in 2012, part of a seven-year trend of increasing numbers. The council collected data on more than 500,000 applications from universities that award a combined 60 percent of the total number of graduate degrees granted to foreign students. Students from China, Mexico, and Brazil show gains in the number of applicants, with China leading in increases of applicants with 18 percent in 2012. China, India, South Korea, Taiwan, and Canada are the top countries of origin for international graduate students. Engineering was by far the most popular major for international students, with business and physical and earth sciences not far behind. Western and large public schools showed the greatest international applicant increases in 2012. These trends show that U.S. colleges are not only marketing themselves well abroad, but are seen positively for potential students. PDJ July/August 2012



∂ Edited by Grace Austin



First Female Helicopter Pilot Overcomes Adversity

ON LAND AND SEA By Noëlle Bernard



16-year-old La’Shanda Jones, she never expected the teenager would become such a success, let alone a pioneer in her field. And Jones— now a 27-year-old MH-65 Dolphin Helicopter pilot—is a pioneer: the first female African-American helicopter pilot in Coast Guard history. As a seasoned foster mother, Brown has seen and heard every horror story, but the resilience of young Jones was rare. At the age of two, her biological mother committed suicide. Shortly after, Jones was adopted. However, the adoptive home soon became abusive, and she was placed into the foster care system. From then on Jones faced a tumultuous upbringing consisting of weeklong stays with families and group home living until she met the Browns. “It was something about La’Shanda that made me really connect with her,” Brown said. “Even though she had been through so much at a very early age, the thing that impressed me was her belief in Christ. It helped her find something else to focus on besides the abuse.” Jones found a family in the Browns and began calling her surrogate parents “mom and dad.” “I felt more at home there than I had at all the other places,” Jones said. “Those became my brothers and sisters. That’s my new family.”



La’Shanda Holmes is the first female African-American helicopter pilot in Coast Guard history.

The arrangement with the Browns was still relatively new when Jones attended the historically black female university Spelman College. She was introduced to the United States Coast Guard by accident. While participating in a career fair, Jones took pity on the U.S. Coast Guard booth with few visitors. When she walked over to thank Senior Chief Dexter Lindsey for coming to Spelman, she was introduced to the benefits of the military. Jones says she never considered joining but the promise of tuition assistance sealed the deal. “I thought, ‘I don’t care what I have to do, I’m going to do it for this July/August 2012

full scholarship,’” remembers Jones. “And I knew it was water-based, and I love the water.” From then on, Jones devoted her time studying everything related to the U.S. Coast Guard. At first, she had to sell the idea of the military to her new family, but they eventually grew to share her love. “People hear ‘military’ and they automatically think you’re going to be sent off to war or have to dodge bullets,” Jones said. “[My family] didn’t really understand the roles of the Coast Guard.” Originally, she did not think aviation was her field. But after meeting her mentor, the first female AfricanAmerican pilot of the fixed-winged C-130 Hercules, Lt. Jeanine Menze, she wanted to succeed as a pilot. “I couldn’t believe she was the only one,” Jones said. “I just thought we had passed that mark a hundred times by now. It wasn’t until a month before Officer Candidate School when I decided, ‘If she can do it, I know I can at least give it a shot.’ I was just so inspired by her.” To be an officer in the U.S. Coast Guard, candidates must make it through four months at Officer Candidate School (OCS) and roughly two years of flight school in Pensacola, Florida. On April 9, 2010 Jones graduated from flight school at the Naval Air Station Whiting Field. “It was a really beautiful day,” Jones said. “Besides the day I got

“Thank God for [those] ahead of us who have opened the doors for people like me,” Jones said. “Now it’s our responsibility to rise through the ranks and open even more doors.” married, that was probably the best day of my life.” Being a female in the U.S. Coast Guard is a difficult role because it is comprised of predominately white males, said Jones. However, women like her are making great strides to close the gaps. Currently the Coast Guard’s first female pilot, Vivien Crea, serves as vice admiral, which is the second highest ranking in the U.S. Coast Guard. Likewise, Jones is currently stationed at the Los Angeles Air Station where six females work and the third in command is female, Lt. Commander Elizabeth Booker.

“Thank God for the Commander Bookers and the Vivien Creas that are ahead of us who have opened the doors for people like Jeanine and me,” Jones said. “Now it’s our responsibility to rise through the ranks and open even more doors.” On May 7, 2012, Jones was promoted to lieutenant and received double silver bars. Jones and Lt. Menze are now in the company of other minority women flying aircrafts in the Coast Guard, like Jessica Davila, the branch’s first Latina helicopter pilot. Yet what keeps Jones going isn’t the fact that she made U.S. Coast Guard history. Instead,

it’s the dignity of her missions. “Saving lives, hands down, is the most rewarding,” Jones said. “You never know what you’re going to get. Your adrenaline’s rushing and you’re hoping to get somebody. That’s definitely the best part that makes it all worth it.” At the end of the day, though, she looks forward to coming home to her best friend and husband, Jamal. “As soon as I’m off of base, it’s a completely different face that goes on,” Jones said. “It’s just a laid back, fun La’Shanda who wants to just have a glass of wine and listen to good music with her husband.” PDJ



for 100,000 Jobs Mission to Hire Veterans



for post-9/11 veterans was 12.1 percent in 2011. Statistics show 834,000 veterans remain unemployed. Many corporations are aware of these startling figures, and have come together to make a difference. The 100,000 Jobs Mission, a coalition of major corporations like JP Morgan Chase, AT&T, and now, WellPoint, have jointly committed to hiring 100,000 transitioning service members and military veterans by 2020. As the first health benefits company to join the coalition, WellPoint has made a commitment to hiring veterans and helping those returning to civilian life find employment and transition into the next phase of their lives. “Our goal is to assist veterans within our communities and within our company,” said Randy Brown,

WellPoint’s executive vice president and chief human resources officer. “I am proud to be part of an organization that stands behind its mission: To improve the lives of the people we serve and the health of our communities. I believe we can truly make a difference with our support of the 100,000 Jobs Mission.” The 100,000 Jobs Mission has a presence on the U.S. Veterans Pipeline, a web portal designed to increase veterans’ chances of finding employment by matching veterans’ military skills with open positions in the corporate sector, identifying skill or education needs and providing discussion forums. Veterans can also search the U.S. Veterans Pipeline to learn about job openings across the member organizations. The coalition hopes to add more partners in the coming months and years. PDJ July/August 2012






By Noëlle Bernard


charged with 17 counts of murder for killing 17 civilians in the Kandahar Province located in southern Afghanistan. Currently, speculations are circulating regarding Staff Sgt. Bales’ sanity. Many critics are blaming the rampage on an undiagnosed case of post-traumatic stress disorder (PTSD) or a side effect of traumatic brain injury (TBI). At this time, Bales’ full diagnosis is under investigation, but a general understanding of PTSD and TBI is warranted. Both medical conditions affect the U.S. military at high frequencies. From 2000 to 2011, traumatic brain injury has affected roughly 230,000 military personnel, according to the Department of Defense. Likewise, 10 to 18 percent of Iraq and Afghanistan war veterans are likely to have posttraumatic stress disorder, according to the Department of Veterans Affairs. PTSD is a psychological condition that occurs after an individual is indirectly or directly exposed to a traumatic event, such as war, assault or a disaster, according the American Psychiatric Association’s DSM-IV. Following a trauma it is normal to experience levels of stress, but once the stress-induced symptomatic distress and functional impairment starts disrupting daily life, the possibility that this is due to PTSD needs to be considered, said Dr. Matthew Friedman, executive director of the National Center for PTSD.



“If you can’t shake [a trauma] off in one way or another or if it really gets in the way of your capacity to function, to have loving relationships, and to have a fulfilling life, then we’re starting to get in the clinical realm and possibly, a psychiatric diagnosis,” Friedman said. According to Friedman, one of the major misconceptions surrounding PTSD is that it affects anyone exposed to a trauma. “Although over half of Americans have been exposed to a traumatic event, less than 10 percent develop PTSD,” Friedman said. “So it’s a minority that develops PTSD.” An individual cannot be diagnosed with the condition until a month has elapsed following the trauma. This is due to “the fact that most people are resilient and able to cope with the psychological aftermath of trauma,” said Friedman. “We humans are able to absorb a great deal of emotional shock and most people can regroup in a month’s July/August 2012

time,” Friedman said. “That doesn’t mean that all their symptoms are going to disappear but that they no longer will exceed a clinical threshold.” Another misconception about PTSD is that the condition is untreatable. According to Friedman, there are powerful psychotherapy treatments and effective medications available for PTSD patients. Individuals suffering from PTSD may experience flashbacks, nightmares, anger, restlessness and other symptoms associated with the four major symptoms: re-experiencing the event, avoiding thoughts of the event, emotional numbing and feeling hyper-alert. Moreover, research has shown indications of a connection between the symptoms of PTSD and TBI. When a traumatic brain injury occurs the brain is more susceptible to anxiety disorders such as PTSD, said Dr. David Cifu, national director for physical medicine and rehabilitation programming in the Department of Veterans Affairs. “The brain is very sensitized—the deeper limbic structures of the brain, specifically the amygdala and the hippocampus, are the main areas,” Cifu said. “These limbic structures are often damaged in a brain injury and when they’re damaged the perception of an event like trauma can be amplified.” According to the Veteran: 2000 Census Brief, there is a population of nearly 27 million veterans. More than 230,000 service members have been diagnosed with brain injuries since 2000, many as a result of the Afghanistan and Iraq Wars. Based on

recently published VA research, nearly 90 percent of Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF) veterans with TBI have also been diagnosed with a mental health condition, with PTSD being the most common, said Cifu. A TBI is the same as a concussion and may vary in severity. There are three classifications of brain injury severity: severe, moderate and mild. In the military community and civilian population, the most prevalent brain injuries are classified as mild traumatic brain injuries (mTBI), according to the National Center for PTSD. The most common symptoms of mTBI are dizziness, insomnia, impaired memory and lower sensitivity to light and sound. “If unconscious for more than 30 minutes and up to six hours it’s called moderate, and more than 6-24 [hours] is severe,” Cifu said. “But over 90 to 95 percent of war injuries are mild traumatic brain injuries where there’s a very brief loss or alteration of consciousness.” Just like PTSD, there are several misconceptions surrounding TBI. According to Cifu there are two main misconceptions that confuse the general public. A false assumption is that TBI worsens over time. “A brain injury is an event that occurs at a specific time,” Cifu said. “It occurred when the blast exploded or the Humvee was jolted or crashed. We do not expect any worsening or new problems to occur after the first 48 to 72 hours of care. Most often, we see rapid recovery over the next weeks to months to a point where the vast majority of people who have a brain injury can return to totally normal lives.” The second major assumption stems from Hollywood’s portrayal of brain injuries, which are usually incorrect. “They’re going to have difficulty remembering something they were just told at first but over time that’s

going to get better,” Cifu said. “Even the people with the most severe injuries will recover to the point that they have long-term memories intact.” Over the course of the wars in Iraq and Afghanistan there has been an increase in TBIs. Some reasons are due to technological advances in weaponry, such as HMMWVs (Humvees) built to withstand IED blasts and the quality of body armor and helmets, which have allowed more servicemen to return to the battlefield than during past wars. “The survivability for these conflicts is markedly increased over prior wars, to about 95 percent of injuries,” Cifu said. “It does allow service members to return to the battlefield and potentially get reinjured. High TBI rates are due to the enhanced use of IEDs and the need for service members to be deployed on foot in rugged terrain. War is a dangerous activity and the enemy is getting better and better at hurting troops.” Consequently, the Army experiences 67 percent of PTSD cases, the Air Force has nine percent, the Navy 11 percent, and the Marines have 13 percent, according to the U.S. Army Office of the Surgeon General. Those percentages are proportionate to the size of each branch. But U.S. Marine Corps proportionately experiences the most cases of PTSD and TBI cases due to the nature of their missions, said Cifu. Meanwhile, the Department of Veterans Affairs faces several challenges in regards to ensuring all veterans and active duty servicemen receive the necessary diagnosis. In the military community there is a stigma associated with individuals being treated for a mental health condition, said Friedman. “In the military culture I think this gets magnified because you’re now seen as not having the right stuff,” Friedman said. “[They might say], ‘People in my unit won’t think as July/August 2012

much of me, my commanding officer won’t trust me as much, it might get in the way of my chances for promotion if I want to have a career in the military.’” Likewise, there is a crisis of underreporting of TBI by returning and active troops. “Unfortunately 45 percent of the of the service members who leave the service don’t even come to The VA [The Department of Veterans Affairs] for care so we haven’t screened them,” Cifu said. “The bad news is that it can be a challenge if the person never tells you they had a problem or if you as a clinician have never seen it.” To combat these issues, the Department of Veterans Affairs and the military have improved its methods for early detections, on-site evaluations and recuperation, and the transference of mental health to primary care. “Every person who comes into the VA for the first time and for five years in [the service] is screened automatically for PTSD, depression, substance use disorder, and traumatic brain injury,” Friedman said. “At the front door we’re trying to identify people who are at risk.” Moreover, the Department of Veterans Affairs is trying to reach out to the younger generation of veterans and active soldiers by utilizing social media, such as Facebook and Twitter. As with any other medical condition, not all PTSD or TBI cases are curable, but lifelong care is promised for patients and families. My job is to take care of people with brain injuries for the rest of their lives,” Cifu said. “The VA has taken it from a process where you know you were lucky if you got diagnosed, to the point now where there’s a comprehensive system in place that you can be plugged into. If you’re not back to normal, there are people here to help care for you, help you get a job, and help your family.” PDJ




SURPRISE! Government is Still Mostly White and Male-Dominated



tal workforce has made little progress in ensuring greater ethnic, racial, and gender diversity. Government leadership remains largely male (70 percent) and white (83 percent). The Equal Employment Opportunity Commission’s Annual Report on the Federal Work Force Part II (based on 2010 findings) shows that Hispanics still make up a slim margin of governmental employees, male employees outnumber female employees, and that diversity gaps are prevalent at all levels of government. The Center for American Progress’ 2011 Report, A Better, More Diverse Senior Executive Service in 2050, says “the federal government should strive to be more representative of the increasingly diverse society it serves, and it should do so by recruiting, hiring, and retaining the country’s best talent.” The report notes that despite the federal government status as America’s largest employer (employing 2.8 million), it lags behind organizations and corporations when it should be at the forefront of diverse hirings. According to the EEOC report, Hispanics made up 7.9 percent of the federal workforce in 2010, and com-



July/August 2012

prise just 3.6 percent of senior pay positions. Meanwhile, Hispanics are now America’s largest minority group. Women were 44 percent of the federal workforce in 2010, (the number is roughly the same for civilians). As in corporate America, women fill less leadership positions, comprising only 30 percent of senior pay positions. Disabled workers represent a slim margin of executive leaders and less than one percent of all federal employees. CAP points out that the federal government “is not expected to close these gaps immediately.” Lack of education and an aging workforce are factors in the slow progress of diversity in the federal government. CAP goes on to say, though, that “in a country where people of color are projected to be a majority by 2042, the federal government should work to close large employment and leadership gaps over time—particularly among Hispanics.” Just as in corporate America, the government’s main issue with hiring more diverse individuals is recruitment and retainment. Better data collection and analyzing of the data are other proposed steps in the process of hiring more diverse workers. In doing so, the federal government will become a better representation of the people they are serving. PDJ

Each day, helping customers live well, stay well, and get well. Diversity and inclusion are key aspects of our strong value system and culture, which have carried us through more than a century of service to our communities.



Cullen Jones

“Dares to be Different” W By Grace Austin

hen Cullen Jones began swimming, he didn’t know he would become an African-American “first,” a trailblazer in his field. Cullen Jones didn’t know he would be an Olympian either. Cullen Jones, Olympic gold medalist, began swimming out of necessity. As Jones relates, “I was actually introduced to swimming because I almost drowned. It was a normal weekend, and my parents decided to take me to a water park. I was very excited. Towards the end of the day, my dad wanted to get on the largest water ride there, and I wanted to follow suit. It was an inner tube ride, so the point was to hit the pool at the bottom and gently coast over to the shallow end. I was too light, and I flipped upside down. I ended up going under [the water] for a full thirty seconds.” A lifeguard performed mouth-to-mouth resuscitation on the then-five-year-old Jones.



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The near-fatal waterpark accident proved to be a defining moment for the future Olympian. Placed into lessons at the local Irvington, New Jersey YMCA, Jones began swimming regularly. At the age of eight, Jones saw his first meet, and was instantly hooked by the competition. He began swimming with clubs in the New Jersey area, often on all-white teams. By the time he was 11, Jones knew he had a passion for swimming. “There was one kid who kept on beating me, and I told my mom, ‘This is my passion. I got to beat this kid.’ I knew at that point that this is what I wanted to do,” said Jones. As opposed to other Olympians and elite athletes, whose talents are often spotted early in their youth, Jones’ was not. According to the swimmer, he was a “late bloomer.” “It took me a while. I had to work really hard to be successful at swimming. The first time I thought I was good


enough to even go to college I was in my up to, Michael Jordan being one of them. junior year [of high school],” said Jones. That kind of impression that he had on me, Swimming at North Carolina State I’m noticing that I’m having that on these University provided Jones an opportunity kids,” said Jones. to hone his skills. He set himself apart While Jones embraced his role model with his performance at the 2005 World status early on, he soon realized that his University Games in Turkey. By his senior newly-found celebrity could be used as a year, he was ranked nationally and won platform for worthy causes. (Being a gold the NCAA Division I Championship in medalist isn’t without its individual perks, the 50-yard freestyle. With backing from though: Jones appeared on Oprah in 2008 Nike, Jones turned professional in 2006. and the following year judged the Miss That year, Jones made swimming America pageant.) I was a late bloomer. What followed seemed like a natural fit headlines at the Pan Pacific Swimming Championships, setting off his profesfor the African-American swimmer who I had to work really sional career. Jones’ efforts won him the once suffered a near-fatal drowning incident. Golden Goggles’ “Breakout Performer of hard to be successful In 2009, Jones joined forces with the USA the Year.” The following year, Jones won a at swimming. Swimming Foundation and Phillips 66 to gold medal in the 4x100 meter freestyle at promote water safety among minority and the 2007 World Aquatics Championships. urban populations. In doing so, the Make A From there, he broke records in his indiSplash initiative was born. vidual event at the 2008 Olympic swimming trials. Jones was motivated by startling and preventable staThese achievements culminated in August 2008 in tistics. 2010 research by USA Swimming shows that Beijing, where the team of Jones, Michael Phelps, Jason nearly 70 percent of African-American and 58 percent of Lezak, and Garett Weber-Gale won the gold medal in Hispanic and Latino children do not know how to swim. the 4x100 meter freestyle relay. This made Jones only the In particular, African-American children drown at rates second African American in history to win a gold medal three times higher than white children. Through Make A in swimming. Splash, Jones has traveled throughout the country publiTo Jones, treating the games as any other meet helped cizing these facts and promoting the availability of low- to ease the intense pressure of the Olympics. “I had watched no-cost swimming lessons in urban areas, often hopping the Olympics and I always wanted to go, but I never in the pools to give kids lessons. knew it was possible for me. I grew up in the inner city; “The statistics were hard for me to swallow, but it beI was just a kid from Irvington. At the [Beijing] Games, I came very real to me. Looking at my own family, there was kind of a deer in headlights; I was really excited about are people that don’t even know how to swim. We have to it. I think the reason why I was able to perform as well as change this. There’s a simple way to change the drowning I did was because I had the same mentality that it was just rates, and it’s [through] swimming lessons,” said Jones. another meet. There’s a lot more on the line, but you can’t Indeed, Make A Splash is just another part of Jones’ think of it that way,” said Jones. goal of changing African Americans’ minds about swim“After everything transpired and the race was over, ming. Historically, discriminatory practices and racist that’s when I started to take in the fact that I was at the theories prevented many African Americans from swimOlympics and I had won a gold medal. Being able to be ming. The scarcity of public pools for blacks kept the on the stand and listening to your national anthem is sport from entering their recreational culture, according to something that’s hard to put into words, but definitely a Jeff Wiltse’s Contested Waters: A Social History of Swimming highlight of my life.” Pools in America. Jones believes exposure is the most imJones often travels with his gold medal, showing it at portant way to change these attitudes. speaking events to corporations and kids. Jones sees the “The more and more people that are exposed to it, [the effects it has on children in particular. more they] look at it in a different light. There’s also been “I had a couple of people in my life that inspired me. a huge stereotype that African Americans don’t swim. I’ve You always wanted as a kid to meet those types of people. been trying to fight this stigma when it comes to swimAs an Olympian, I’m able to meet a lot of people I looked ming. That’s definitely the point of Make A Splash. It’s

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to try to change the perception of swimming. It’s not only an activity, but it’s a | Some of the U.S.’s Most Famous Minority Gold Medalists life skill, and it’s something everyone can do,” said Jones. Carl Lewis, nicknamed “King Carl,” is one of only four Beyond Make A Splash and his speaking Olympic athletes to have won nine Olympic gold medals. engagements, Jones’ other focus outside Lewis’ career spanned two decades. Sports Illustrated named him “Olympian of the Century.” Lewis was often the pool is fashion. He hopes to follow criticized for his often “self-congratulatory” attitude. in the footsteps of other athletes like Lewis also attempted to make the transition from amaVenus Williams, Maria Sharapovna, and teur to professional (and financially lucrative) athlete. hockey star Sean Avery who have successfully made the transition into the fashion Pablo Morales is a Cuban-American swimmer who won gold and silver industry. Don’t think Jones is ready to at the ’84 Olympics swimming the butterfly. Morales later came out of retire though. While working in fashion, retirement to capture gold again in 1992. whether as a buyer or a designer, is one of Steven Lopez is a 2000 and 2004 Olympic gold medalist in Taekwondo. his dreams, Jones insists that swimming Lopez was born in Nicaragua. Lopez’s brother and sister are also comcomes before anything else. petitive in the sport. In the months up to the Olympics, training is the most important aspect of Wilma Rudolph was one of the fastest women in Jones’ daily life. Based in Charlotte, Jones the 1960s. Rudolph clinched victory at the 1956 and ’60 Games, elevating women’s track in the often logs six hours in the pool at a time. United States. Rudolph overcame sickness and a Some days involve double practices sandtwisted leg as a child. wiched between time in the weight room. The 40-hour per week regimen means Jackie Joyner-Kersee won gold in the heptathlon and the long jump at thousands of calories consumed. The the 1984, ’88, ’92, and ’96 Games. Joyner-Kersee was also an accom6’5”, 210 lb. swimmer laughs off the noplished basketball player, playing professionally at one time. She still toriously large appetite of elite swimmers. holds the world record in heptathlon. Sports Illustrated voted her the “greatest female athlete of the 20th century.” “We definitely consume a lot of food. That’s not a myth,” said Jones. “I’ve seen Michael [Phelps] eat a lot. But I definitely watch what I eat when it comes to ‘game time.’” For Jones, this dedication to swimming has also taught For Jones, remaining competitive at ‘game time,’ him valuable life lessons. through proper nutrition and training, involves disci“Having that kind of lifestyle really teaches you time pline. He hopes to follow swimmers like Dara Torres management. Understanding how to go after a goal and who have remained relevant into their 40s. While he make that goal real is something that swimming also hesitates to announce his future Olympic plans, compet- teaches you. It keeps you focused. To stay in that type of ing in Rio de Janeiro at the age of 32 is definitely on shape, to train at that level that you want to be at, it takes Jones’ mind. a lifetime of commitment,” said Jones. “I would love to swim in Rio, and represent my country Above else, Jones wants to promote his message of “darat 32. I still love the sport, and I love what I’m doing,” ing to be different.” As a pioneer in swimming, he hopes said Jones. to encourage more African Americans to swim competiThis is in contrast to many Olympians, who find them- tively and at elite levels. “I’ve seen more kids come to selves burnt out after years of training, retiring when they swimming because they’ve seen me swimming. I’m thankfinally receive their medal. For the most part, swimming is ful for that,” said Jones. still very much a passion for Jones, although sometimes he And through his work with Make A Splash, Jones imagines what it would be like to lead the life of a normal hopes to make an even greater difference in the African 28-year-old. “You do want to have that time, hanging out American community. “Over the next couple of years, with friends on Friday night. But I think it’s something hopefully in my lifetime, we’ll see the drowning rates that we’ve been doing for so long that it’s a part of our decrease, and we’ll see more kids of African American delives,” said Jones. scent coming to swimming.” PDJ



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| Jordan Mouton is a blind judo player who will be competing in the Paralympics this month in London. She previously participated in the Beijing Games, and despite injuries, won a spot at this year’s Games.



How did you initially get involved in martial arts? A: I got involved in martial arts because I needed a sport I could participate in with my limited vision. Athleticism runs in my family; I grew up playing just about every sport under the sun, soccer being my primary one. So at the age of 12 when I had to give up soccer I was determined to find a new sport. I was introduced to judo at a sports camp for blind and visually-impaired athletes and took to it right away.

he first Paralympic Games were held in Rome in 1960. The International Paralympic Committee (IPC) has been governing the Paralympic movement since then. This year’s Paralympic Games will begin August 27, immediately folDo you ever find that you have advantages when competing despite having what people call a "disability"? lowing the Olympics. An estimated 4,200 A: Judo is a very good sport for people with vision problems because it athletes from 170 National Paralympic is a constant contact sport, so you always know where your opponent is. Committees will be represented at the Some judo players practice with blindfolds on every once in a while so Paralympics. that they don’t depend on their sight when they’re fighting because you The games include athletes with mobilireally don’t need it. But even with that said, I don’t think I have any sort ty disabilities, amputations, blindness, and of advantage, because there are aspects of the sport that having sight cerebral palsy. The Paralympic Movement does help with, such as learning the different techniques and getting classifies eligible impairments as such: the right movements down. impaired muscle power, impaired passive What does it mean to represent your country at the Paralympics? range of movement, limb deficiency, leg A: I’ve never really experienced anything quite like representing my length difference, short stature, hypertocountry at the Paralympic games. It’s a difficult feeling to explain, but for someone like me, who has a lot of pride in their country, going to nia, ataxia, athetosis, vision impairment, another country and competing at an elite level against other countries and intellectual impairment. is just an incredible experience. Every athlete who has the opportunity There are 20 sports in the 2012 to compete at the Olympic/Paralympic level dreams of standing on the Paralympic Games. They include the top of the podium and listening to their national anthem. Even now, just following: Paralympic Archery, Boccia, hearing the National Anthem just about brings me to tears every time. Paralympic Equestrian, Football (socIt’s hard to explain, but that’s how much representing the USA in the cer), Paralympic Swimming, Sitting Paralympic Games means to me. Volleyball, Wheelchair Fencing, and Wheelchair Tennis. There are some notable Paralympic athletes competing American Paralympic judo star Myles Porter is legally in London: blind. He went undefeated in the 100 kg class to win Oscar Pistorious, a double amputee, is a South African the 2011 Parapan American Games title, marking his sprinter, known as the “Blade Runner,” due to the carbon- first championship at a major international event. Porter fiber blades attached to his limbs. This requires both was also voted to be the U.S. flag bearer in the Closing speed and balance, and usually means less propulsion out Ceremony. He hopes to go for gold this summer at the of the blocks. Pistorius began competing internationally in 2012 Paralympic Games. able-bodied events, which came under controversy for his Swimmer Jessica Long will be entered in nine events, supposed advantages from his prosthetics. Since then, he including two relays. Long has been active since the 2004 has qualified for the World Championships and is looking Paralympic Games, when she first competed at the age of to compete at this month’s games. 12. She is the current world record holder in 20 events. In



- The first Olympic Games were held in April.


- Women first compete at the games.


- Jim Thorpe, of Native American ancestry, wins the decathlon and pentathlon, but was stripped of his medals for playing professional baseball until they were reinstated in 1983.

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omen were first allowed at the 1900 Olympic Games. Women began by playing in five sports: tennis, sailing, croquet, equestrian, and golf. Nearly 40 percent of athletes at the Olympics are now women. For the first time, women’s boxing will be included in the 2012 program. The 2012 Games are the first to include all sports with both male and female participants, except for female-only synchronized swimming. Qatar, Saudi Arabia, and Brunei are the only countries that have yet to include women on their Olympic teams. Fatuma Roba, Ethiopia – Marathon: Fatuma Roba, a policewoman from Ethiopia, became the first African woman to win an Olympic marathon. At the 1996 Olympic Games in Atlanta, Roba finished the race with a time of two hours, twenty-six minutes and five seconds (2:26:05).

Nawal El Moutawakel, Morocco – Hurdles: Nawal El Moutawakel was the first woman from Africa to win a gold medal. In the Los Angeles 1984 Olympic Games she stunned the world by winning the 400-meter hurdles. Her talent as a hurdler was recognized by the track coaches of Iowa State University, where she went to study in 1983. She became a national hero in Morocco and since then has been active in support of the development of sport among women in Morocco and around the world. She is the founding member and president of the Moroccan Association of Sport and Development and sits as a member of the National Olympic Committee of Morocco. In 2006 she was one of eight women who carried the Olympic flag during the opening ceremonies of the 2006 Turin Olympic Winter Games.



2007 she became the first Paralympic athlete to be given the Amateur Athletic Union’s Sullivan Award, the highest honor for a U.S. amateur athlete. Alana Nichols, who also competes as a Paralympic alpine skier, helped lead Team USA to a gold medal in wheelchair basketball at the 2008 Paralympics in Beijing. Nichols was introduced to wheelchair basketball after a snowboarding accident left her paralyzed from the waist down. After Beijing, Nichols began training in alpine skiing, and has since won numerous titles and medals. She is the first American woman with gold medals in both the summer and winter Paralympic games.

Deng Yaping, China – Table Tennis: In China, table tennis is a very popular sport, and Deng Yaping is one of the world’s greatest players. She started when she was five, and by the time she was nine had won her provincial junior championship. At the age of 13, she had won her first national championship. Yaping is short, and was thus rejected as a candidate for the national team. But her talent, confidence and perseverance finally won her a spot on the national team in 1988. She won her first international doubles title in 1989 when she was only 16, and her first singles title two years later. In 1989, she won the Asian Cup and the following year clinched three titles at the 11th Asian Games. Her breakthrough at the highest level came in 1991 when she captured the world singles title in Japan. By the time her career was over in 1997 she had won 4 gold medals and 9 world championships. Twice elected to the Athletes’ Commission of the International Olympic Committee, Deng has gone on to support women’s participation in the sport of table tennis.



- Coca-Cola becomes the first Olympic sponsor at the Amsterdam Games.



- Jesse Owens wins four gold medals, despite the ruling Nazi Party’s attempt to promote Aryan superiority. The story of Hitler snubbing Owens at the medal ceremony proved to be false though.



- The Helsinki Games show off the newly competitive USSR team. Bundesarchiv, Bild 183-R96374 / CC-BY-SA

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- Eighteen-year-old Cassius Clay (Muhammad Ali) wins a gold medal, which he later threw away after being refused service in the segregated South.

| Male or Female? Infamous Gender Stories in the Olympics

goals of supplier diversity at the games. According to the charter, “Our ambition is to deliver an Olympic Games for Born with both male and female sex organs, the Brazilian judo player everyone.” Publicity, accessibility, and Edinanci Silva had surgery in the mid-1990s so that she could live and benchmarking are essential aspects of the compete as a woman. According to the IOC, this made her eligible to charter’s business objectives. Through an participate in the games and she competed in Atlanta in 1996, Sydney in 2000 and Athens in 2004. online marketplace “CompeteFor,” busiGerman Dora Ratjen, notable for her deep voice and her refusal to nesses can register for opportunities, and a share the shower room with the other female athletes, was Germany’s “Gold Standard Diversity Tool” will help entry in the 1936 women’s high jump. She came in fourth place. benchmark diversity goals for participating Ratjen was discovered to be a man on his way back from the European businesses. Championships at a train station in Germany. Although Ratjen was As David Noble of Britain’s CIPS wearing a skirt, two women spotted him with a five o’clock shadow. A (Chartered Institute of Purchasing & doctor confirmed Ratjen was a man. In 1938 Ratjen was barred from Supply) said in a March blog post, further competition. It is believed that as many as 10,000 East German athletes were “LOCOG is actively encouraging contraccaught up in a state-sponsored attempt to build a race of sports heroes tors and suppliers to embrace diversity through force-fed cocktails of steroids and other perforby making this a key element of their mance-enhancing drugs. One of them was Heidi Krieger, contract bids. The aim is to ensure that a shot putter. When she was 16, her coach put her on historically under-represented businesses, steroids and contraceptive pills; she gained weight, built especially SMEs run by women, ethnic muscle and started to develop body hair. By 1986, aged minorities, disabled or older people, have 20, she was European champion and an Olympic shotan equal opportunity to compete to supput gold medalist. In the mid-1990s, Krieger underwent gender reassignment surgery and changed her name to ply goods and services to London 2012 as Andreas. any other supplier.” Bundesarchiv, Bild 183-1986-0826-036 / Thieme, Wolfgang / CC-BY-SA Indeed, Noble’s reference to SMEs (small and medium businesses) is a major aspect of supplier diversity at the Olympics. Currently, some diverse small businesses utilized at the Olympics include Welcome Gate, which upplier diversity is a key element of London provides pass production and visitor management systems 2012’s commitment to diversity. In 2008, Britain’s Equality and Human Rights Commission (EHRC) to the Olympic site in Stratford; and Catering 2 Order, which provided catering services to the Olympic construcexplored procurement policies and practices in the tion site in East London. London boroughs hosting the games. The EHRC conAccording to CompeteFor’s website, the diverse small cluded that significant attempts have been made to imbusinesses awarded contracts at the Olympics have benprove supplier diversity, but only a small number had acefited from “the possibility of further business opportutually won contracts. Since then, the London Organising nities beyond the 2012 Games.” CompeteFor not only Committee of the Olympic Games (LOCOG) issued identified contracts at the games, but recognized future a Diversity and Inclusion Business Charter to state its




- The games are first broadcast on television.


– Obligatory sex-testing for international athletics was introduced.


- Medal winners Tommie Smith and John Carlos take an iconic raised fist gesture symbolizing human rights, not black power, as was widely believed at the time.

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- Palestinian terrorists of the group Black September kill two Israelis and take nine hostage. The Palestinians were later ambushed, leaving all nine hostages and five terrorists dead.




| Major Firsts The first Olympic Games for which we still have written records were held in 776 BCE, with only a footrace as the event. (Athletes competed in the nude.) Later boxing, wrestling, chariot racing, and the pentathlon were added. The first Olympic champion of the modern Olympic Games was James Brendan Connolly of the United States, the winner of the triple jump (the triple jump was the first event of the 1896 Olympics). The first black athlete to compete at the Olympics was Constantin Henriquez de Zubiera, competing for France in 1900. The first female Olympic champion was England’s Charlotte Cooper, who won the tennis singles in 1900. However, she was not the first female Olympic gold medalist, as Swiss sailor Hélène de Pourtalès earlier won gold as part of a boat crew in the 1-2 ton class. Women first competed in the croquet event at the 1900 Games. The first black African to win a gold medal was Ethiopian marathoner Abebe Bikila, who ran barefoot in Rome in 1960. The first winner of the women’s Olympic marathon, held in Los Angeles in 1984, was Joan Benoit of the United States. Previously women were not allowed to compete because it was believed women’s bodies could not take the stress.

any critics have pointed out major issues due to LOCOG’s emphasis on diversity, most notably the rising price of the Games. The predicted cost of the London Olympics has risen by £2.37 billion initially to a predicted £24 billion, largely due to contracts that are essential for the games’ diversity targets. Stephen Frost, head of inclusion at the 2012 Games, noted at a Toronto supplier diversity conference in March that some of the successful bidders were more expensive than others, but were able to fulfill all of the accessibility issues that arose in making the games disabilityfriendly. Carmakers that signed contracts have also been asked to make vehicles adaptable for disabled drivers. Besides a literal “cost of diversity,” another major concern has been the figurative costs, in particular the dis-

placement of people (mainly ethnic minorities and the poor) and “improvement” of the city in preparation for the games. The formerly working class areas have been transformed through eviction of previous residents, the raising of tenant prices, and gentrification spurred by the Olympics. Many have praised this, including Frost, who cited the East End’s “real physical transformation” from “an urban desert.” London’s East End is home to the highest concentrations of non-white residents. Newham, home to the Olympic Village, is the most ethnically diverse district in the country. Many are predicting these areas are be-



- Romanian gymnast Nadia Comaneci wins the all-around gold medal with two perfect scores.



- 66 nations boycott the Moscow Games due to the USSR’s invasion of Afghanistan.


- Mainland China first competes.


- Many athletes were disqualified for failing drug tests.


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Dave Gilbert


business partners and available projects to the diverse companies. Being a supplier to the Olympic Games has also brought more publicity to the companies involved. Welcome Gate, a startup based in Southwark, London, helped channel their success into potential projects in the Middle East. Additionally, supplier diversity organizations, like Minority Supplier Development UK (MSDUK) have established partnerships with LOCOG to help minorityowned businesses become part of the supply chain. Founded in 2006, MSDUK currently counts 38 companies, including Cisco, IBM, and Pfizer, as members. The MSDUK estimates there are 75,000 opportunities for these minority-owned businesses at the 2012 Games.


- The U.S. Men’s Basketball’s “Dream Team” features professional athletes like Michael Jordan and Magic Johnson.

There are a lot of dedicated people behind the shield.

We applaud Cullen Jones and his dedication to making a difference. We are Phillips 66, and we believe we can make lives better through energy. Since 2009, we’ve proudly sponsored the Make a Splash Tour with Cullen Jones, a drowning prevention initiative that

has helped more than 1 million children learn to swim. The program is a natural extension of our commitment to making the communities where we live and work safer.


See what else is behind the shield, at www.phillips66.com. ® Phillips 66 Company. 2012. All rights reserved.


(mainly ethnic minorities and the poor) and “improvement” of the city in preparation for the Games. ”

Above, A picture of the East London space back in 2006. Right, how it looks today, incorporating Westfield Stratford City, the Athletes’ Village, and the Olympic Stadium.

coming, and will become homogenous ethnically and economically, as is characteristic of similar neighborhoods in Olympic history. Many will continue to weigh in on, during and post-Olympics, the benefits (cleaned-up areas, new hospitals and medical centers) versus the perceived or real injustices (forced and unforced removal of inhabitants, gentrification) of the games on the city. Diversity among leaders of the Olympics is another controversial and discussed issue. Lack of minority representation in board membership is a huge concern in the corporate world, as it is in the international sports world. According to a section of the ASA (Amateur Sports Act), the 1978 legislation which established the U.S. Olympic Committee and provides for national governing bodies for each Olympic sport, a sport group is governed by a board of directors “whose members are selected without regard to race, color, religion, national origin, or sex, except that, in sports where there are separate male and female programs, it provides for reasonable representation of both male and females on the board of directors.” At the U.S. Olympic Committee, boards are 91 percent


- Cathy Freeman, an indigenous Australian, wins gold in the 400-meter race.



white and membership is 85 percent white. Additionally, the organization reports 91 percent of USOC managers are white and more than half are men. Quite simply, these numbers do not reflect the demographics of American Olympic athletes. To combat this, the USOC convened a diversity working group, which offered recommendations to the USOC board in September 2011. Since then, the USOC has made steps towards hiring a chief diversity officer. In the USOC’s history, though, there has been only one black CEO, Lloyd Ward, and one female CEO, Stephanie Streeter, who both stayed less than eighteen months in their positions. Many critics have pointed out that congressional oversight is needed, which could help make the Amateur Sports Act more effective at pushing minority and female leaders into board positions. Others see progress as slow but steady, with groups like USA Basketball, with its three Caucasian females and five African Americans, serving as models for other NGBs. It remains to be seen if the boards will become more diverse, or at the least, representative of the athletes they govern. PDJ


- Jamaican track star Usain Bolt becomes the fastest man in the world, setting records in the 100- and 200-meter races.




“...A major concern has been the figurative costs, in particular the displacement of people

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- Golf and rugby return to London’s Games, while baseball and softball are dropped from the program.


– Rio de Janeiro becomes the first South American city to host the games.




“We have no hope of fully serving our clients without harnessing the energy and creativity of our diverse workforce. We realize that diversity and inclusion, in any arena, serves as a catalyst to foster innovation. Our strength is our ability to unite people of different backgrounds around common principles.” — Jose S. Jimenez CSC Chief Diversity Officer


CSC is an Equal Opportunity Employer, M/F/D/V.

Whether through recruitment, philanthropy or volunteerism, CSC is proud to support our heroic military service members and their families. CSC values America’s military community for its loyalty, diversity and strong work ethic. We will help you realize your professional aspirations through valuable career choices.

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INNOVATION in Diversity Awards 1. PwC 2. CACI 3. Sidley 4. JBK Associates 5. Vanguard

6. Alcoa, Inc. 7. Citi 8. HCA Healthcare 9. Sodexo, Inc. 10. Phillips Lytle, LLP

Awards of Excellence:

American Airlines ∆ AT&T ∆ BDO USA LLP Cincinnati Children’s Hospital Medical Center CSC ∆ GE ∆ Ingersoll Rand ∆ International Society of Diversity and Inclusion Professionals Linkage, Inc. ∆ Mercer ∆ Moss Adams ∆ New York Life Insurance ∆ Northrop Grumman Information Systems ∆ Rockwell Collins ∆ Sparrow Health System ∆ Thompson Hine LLP ∆ Walgreen Co. Walmart ∆ Waste Management ∆ WellPoint, Inc.

Innovation is especially difficult for many companies. This year, we set out to find the bold, the committed, and the creative to recognize in our 9th annual International INNOVATION in Diversity Awards. We found our Top 10, and because we were inundated with such innovative programs, awarded an unprecedented 20 additional Awards of Excellence. These companies deserve to be prominently featured and recognized for the work they have done to put unique and innovative programs and initiatives in place. Our hope is that next year we will be profiling your company and holding you up to the same level of esteem that these fine organizations have earned. Our heartiest congratulations to our Top 10 and Award of Excellence companies! 56


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IMPACTing at PwC

Despite an improvement in the percentage of minority high school students enrolling in college after graduation, the increase is still minimal and not at pace with the challenging global economic environment. According to the National Center for Education Statistics, only 12.5 percent of Latino and 14 percent of black high school graduates enrolled in a fouryear college within 12 months of graduation, compared to 62.3 percent of white students in 2009. These figures are even more disturbing when considering enrollments at the most competitive schools. It’s a critical issue that can’t be ignored—the future of corporate America depends on an educated workforce. PricewaterhouseCoopers LLP (PwC) recognized a growing need to address the talent pipeline issue and launched the Impact program in 2008. “So far, [college] has been the best two and half years of my life. It has introduced me to so many different people; it has changed the way I think…It has exposed me to things I would have never been exposed to,” said Prince Debrah, Impact Scholar. Impact provides high-performing African-American and Latino high school students with tools and strategies for navigating the college planning process and career exploration. This 15-month program is part of PwC’s corporate responsibility commitment to cultivate the next generation of diverse leaders in the marketplace. “Impact has instilled those values of going out there and networking and making sure that you are trying to find your passion and what you want to do,” said Impact Scholar Leandra Stewart. Impact Scholars are selected through a competitive application process that includes an in-person interview. After being accepted, Scholars participate in monthly workshops that help them navigate the college admissions process—exploring academic options, crafting an exceptional essay, learning how to be distinctive in a college application, and much more. Impact is designed to equip scholars with mentoring support to help them create education strategies; exposure to careers in the accounting profession; a broader awareness of academic and professional options; and information for navigating the college-planning and financial-aid processes. With college tuition costs rising, financial aid remains a major factor in college decisions. Impact Scholars and their parents participate in a comprehensive workshop dedicated solely to paying for college. On average, Impact scholars received $30,000 in scholarships and grants from the college he or she attended. Impact Scholars work in cohorts with fellow students and high-performing PwC employees that serve as mentors. PwC mentors assist students throughout the college planning process, sharing their experiences and providing exposure

to career paths. “Serving as an Impact Mentor gave me an opportunity to not only give back to the community in which I do business, but to share my experiences and lessons I’ve learned with students who can soak up that knowledge,” said Andrew Barclay, Impact Mentor. And results are impressive. 100 percent of Impact graduates have matriculated to colleges and universities nationwide—nearly 300 students to date. 58 percent of the colleges and universities that accepted Impact graduates from 2009-2011 are recognized as “most and more selective” by U.S. News & World Report. Collectively, Impact Scholars have been offered more than $15 million in scholarships and grants from all accepted schools. PDJ


Hiring Vets at CACI

CACI has a proud 50-year history of supporting all military services. To CACI, military hiring is much more than a professional obligation—it is a company-wide commitment. Nearly one in five CACI employees is a former service member, and the company continues to hire veterans because of their rich character, talent, experience, and commitment to duty. In 2007, CACI developed a formal, multi-faceted military recruiting strategy to maximize the effectiveness of veteran hiring efforts. At the forefront of this strategy was the creation of the Deploying Talent—Creating Careers program, which champions the hiring of disabled veterans. Often injured veterans must wait for their official medical discharge and are unable to start work immediately. CACI provides them with much-needed assistance during this time by collaborating with disabled veterans’ organizations to offer resumé writing, interview training, and mock job fairs. The company also partners with the Department of Labor to create corporate immersion events for wounded warriors at local medical centers, providing oneon-one training in job fair and interviewing skills to create a comprehensive employment training experience. In 2008 CACI increased efforts by hiring a disabled veteran to serve as CACI’s Disabled Veteran Recruiting Manager, drawing on her personal experience to help match veterans to open CACI positions and mentor disabled veteran candidates through the hiring process. As a result of the program, CACI’s disabled veteran population has grown by 157 percent over the past five years and the more than 200 disabled veterans hired in 2011 accounted for 6 percent of the total. In 2011, CACI launched its Hire a Vet Today! campaign to further expand veteran hiring efforts and respond to the U.S. drawdown of troops around the world. By hosting informative learning sessions about veteran hiring and encouraging managers to attend veteran and wounded warrior recruiting events, the campaign has contributed to increased veteran hiring and employee participation. Understanding the challenge and importance of fully assimilating veteran hires, CACI recently enhanced its successful mentoring program to include a new Vet Connect initiaJuly/August 2012



2 0 12 I N T E R N A T I O N A L I N N O V A T I O N I N D I V E R S I T Y A W A R D S tive. Every service member hired is automatically enrolled in the program, which pairs each individual with a senior CACI employee (usually a military veteran as well) who serves as a personal mentor/coach, helping to ensure a smooth transition into the workforce. Veterans comprised 29 percent of CACI’s hires in 2011, an 11 percent increase over 2010. In recognition of CACI’s continued success in recruiting, hiring, and developing veterans, the White House has invited the company to be a corporate partner of the Joining Forces initiative, which helps support military families as they transition from military to civilian life. PDJ


The Sidley Scholars

One of Sidley Austin LLP’s goals is to achieve greater diversity, not just for the firm, but in the legal profession as a whole. Toward that end, in 2006, the Sidley Prelaw Scholars Initiative was launched, the first program of its kind among U.S. law firms. Designed to address a recent decline in minority enrollment in U.S. law schools, this program provides financial support and guidance to as many as 36 minority and LGBT college juniors and seniors who have an interest in attending law school, demonstrate academic promise, and have financial needs that inhibit their legal career aspirations. Applicants come from across the country and a range of U.S. undergraduate institutions, including Ivy League and private colleges, public universities, and historically black colleges. Students complete an application that includes documentation of their academic success, financial need, and leadership skills, as well as a personal statement about their desire to study law. Sidley Scholars receive an initial award that pays the tuition of a Law School Admissions Test (LSAT), preparatory course registration fees for the LSAT, and application fees for up to seven accredited law schools. Upon completing the LSAT preparatory course and law school applications, Scholars receive an additional scholarship award during their last year of college. At each Scholar’s request, they also receive coaching on law school application preparation and are mentored by lawyers and staff. During the summer before law school matriculation, Sidley Scholars selected from the prior year’s application cycle are invited to Sidley’s home office in Chicago for an intensive two-day orientation to the traditional first-year law school courses and law school life. This orientation is taught by Sidley partners and associates, and joined by judges, aca-

“In the last six years, a number of other U.S. law firms have initiated programs modeled after Sidley Scholars.” 58


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demics, and in-house counsel from some of Sidley’s clients. This year, lawyers from Eli Lilly, Takeda, The Gap and the Thurgood Marshall College Fund, as well as federal court judges, are expected to participate. Scholars tour the federal courthouse in Chicago and meet with members of the bench. They hear from successful minority, racially diverse, and LGBT lawyers about diversity and inclusion in the legal profession. Sidley lawyers and other trained legal professionals provide an overview of first-year contracts, torts, criminal law, legal writing, civil procedure and property courses. Scholars bond during social events with Sidley’s lawyers and invited in-house lawyers. This introduction to law school helps students to make the most of their educational experience from the beginning, while managing some of the dislocation and stress that often burden first-year law students. In the last six years, a number of other U.S. law firms have initiated programs modeled after Sidley Scholars. Successful participants in the Sidley Prelaw Scholars Initiative have been entering the legal profession for the last two years, and the firm has welcomed over 150 Sidley Scholars into the program since its inception. Many scholars have been accepted into some of the best law schools in the country, and after graduation have gone on to law firms, government and corporate positions, education, and business. For many, the Sidley Prelaw Scholars Initiative was the factor that made their dream of becoming a lawyer a reality. PDJ


DNA Campaign at JBK

A longtime advocate for workforce diversity as a “musthave” rather than a “nice-to-have,” the talent management firm JBK Associates launched its DNA Campaign (Diversity iN Action) to advance diversity as an essential part of corporate social responsibility. The firm started with itself. Founder and President Julie Kampf designed a corporate social responsibility program built on three pillars: diversity, environmental sustainability, and philanthropy. Kampf built an award-winning team that is multi-racial, multigenerational and gender-balanced, with key executives from different faiths and backgrounds. To attract and retain top talent among workers with young families, she provided flexible work schedules, part-time opportunities and telecommuting opportunities, earning JBK acclaim from Working Mother magazine as a Best WomenOwned Business. To encourage innovation, she requires the entire staff to read books that enhance their understanding of the trends shaping workforce diversity. She even leased a separate space in the firm’s office to accommodate candidates with disabilities. The DNA campaign has generated staff enthusiasm, and as team members have brainstormed ways to advance diversity, they also have shown an increased commitment to environmental sustainability. For example, the firm has cut its paper usage by 75 percent while also increasing recycling and reducing energy usage. In addition, every em-

2 012 I N T E R N A T I O N A L I N N O V A T I O N I N D I V E R S I T Y A W A R D S ployee takes part in philanthropic activity. Individually the team supports more than eight nonprofits, including Autism Speaks, Big Brothers Big Sisters and Hearts of Gold. Together JBK creates company-wide activities for organizations such as Habitat for Humanity. As a result of these efforts, JBK Associates has been accepted into the U.N. Global compact, the world’s largest social responsibility program. The DNA Campaign makes an even greater impact through JBK’s client work. Since the campaign launched, JBK has helped hundreds of companies make diversity part of their own corporate DNA, both by placing diverse executives in leadership positions and by providing counseling on diversity and inclusion initiatives. JBK’s methodology in diversity of recruitment includes a sourcing component comprised of relationships with hundreds of organizations and thousands of individuals. JBK ensures that 90 percent of its candidate slates include individuals of diverse background and/or experience. Within the last 18 months, diverse candidates have made up 70 percent of the firm’s executive placements. Moreover, JBK’s client roster features corporate leaders in diversity and inclusion, including multiple organizations that have been recognized by Diversity Journal. The DNA campaign carries the diversity message still further through Julie Kampf’s work as a diversity champion. Kampf calls on organizations nationwide to prioritize diversity in her speaking engagements at venues such as the Multicultural Forum on Workplace Diversity and the Linkage Summit on Leading Diversity, in her bylined articles and media interviews, and through service such as her role on the Board of Visitors for the Howard University John H. Johnson School of Communications. If it’s true, as Margaret Mead said, that a small group of thoughtful, committed citizens can change the world, then JBK’s DNA Campaign is changing the way the business world values diversity. PDJ


Vanguard Diversity Speaker Series

In 2009 Vanguard introduced a new program called the Diversity Speaker Series. To date, this is one of the company’s most popular diversity programs. The goal of the series is to build empathy and understanding by exposing employees to key diversity dimensions in an interactive and engaging format. Distinguished speakers are invited to Vanguard to share personal stories about work, life and everything in between. Frequently these events reach capacity within hours after enrollment is opened. On average, more than 1,000 employees attend live events. For those who may not be able to attend the performance in person, sessions are broadcast

to locations in Arizona, North Carolina, and Pennsylvania. Additionally, events are recorded and made available online. Vanguard also provides facilitator guides for leaders to conduct post-event discussions with their teams. This year the Diversity Speaker Series began during Black History month, with an innovative new approach. The format began with a call to action for participation in Dr. Martin Luther King, Jr. days of service, followed by multiple opportunities to view the powerful HBO film View from the Balcony of Room 306, which highlights King’s legacy and last days. Each session offered participants time to share their feelings and observations about the film and memories from that time period. The program culminated with a live interview featuring Reverend Samuel “Billy” Kyles, longtime civil rights leader and a close friend of King. Directly following the presentation, he and his wife joined members of the Black Professional Network (VBPN) and invited guests from senior leadership team for lunch and further discussion. Inside/Out…Voices from the Disability Community was the second event in the speaker series. This live theater performance explored the firsthand stories of seven individuals and their experiences with disability. Said one employee: “Inside Out was spectacular—easily the best piece of theatre I have ever seen. Thank you so much…for bringing this to Vanguard. I could not believe how quickly the 90 minutes went by. I took away three lessons: be the change, be of service, and build community.” Vanguard uses a survey to measure the success of the Diversity Speaker Series. The attendance, comments, and Net Promoter Scores have reinforced the value of these programs to employees. PDJ


STEM at Alcoa

In 2011, Alcoa Foundation began to track its grants dedicated to reaching diverse populations and promoting inclusiveness. From the global partnership with Girl Scouts of the USA to employing people with disabilities at Point Henry Café in Australia, to more than 100 employees who serve as mentors to U.S. veterans, Alcoa is reaching people of all backgrounds in an effort to make organizations and communities stronger. As the world evolves, so do the skills needed to stay competitive. To prepare communities for these changes, Alcoa Foundation focuses on programs that increase the number of students enrolled in science, technology, engineering and math (STEM) initiatives. Reaching out to the next generation of workers starts with programs that engage young minds. In March, Alcoa Foundation awarded $25,000 to the Summer Engineering Experience for Kids (SEEK), a program developed by the July/August 2012



2 0 12 I N T E R N A T I O N A L I N N O V A T I O N I N D I V E R S I T Y A W A R D S National Society of Black Engineers (NSBE) to raise the interest of STEM in underrepresented minority students. In support of this program and recognizing the importance of engaging a broader audience, Alcoa invited NSBE members who attended the annual convention and career fair in Pittsburgh to use Twitter to share their thoughts and experiences. Alcoa’s Recruiting Center of Excellence partnered with the Alcoa African Heritage Network (AAHN), one of Alcoa’s affinity groups that support diversity across the company’s worldwide operations, to plan the “Tweetup.” Approximately 70 Alcoa employees supported the event as volunteers, including Everick Spence, Plant Manager of Alcoa’s Kawneer plant in Springdale, AR and co-chair of AAHN. There were also 20 Alcoa employees conducting onsite interviews for full-time jobs and internship positions. More than 200 NSBE student members, faculty and administration from Alcoa’s 18 Campus Partnership colleges and universities across the U.S. tweeted #iwannawork4Alcoa, resulting in nearly 1,600 tweets. Students attended the interactive exhibits from the Alcoa Innovation Center, a showcase of Alcoa initiatives in sustainability and technology, and learned about careers at Alcoa from several business unit leaders and corporate recruiters. To date, five full-time job offers and 16 internship positions have been accepted by NSBE members who attended the career fair. While the investment was relatively small, the gains were significant, demonstrating that deployment and integration are key. While this was a great opportunity to expose minority Millennials to a mining, manufacturing and innovation company and connect people through social media, Alcoa’s involvement with NSBE extends far beyond the “Tweetup.” The company has also become a member of the NSBE Board of Corporate Affiliates to further enhance its efforts to recruit talented engineers and support NSBE’s 30,000 members. Alcoa Foundation’s STEM and workforce development partnerships are integrated into a Talent Value Chain for the next generation of skilled operators and trades people, engineers, designers, and managers. Support for STEM education provides the base for more students to have the academic and career knowledge required to continue their studies at two- and four-year academic institutions. In 2012, Alcoa Foundation will invest $1.1 million in STEM and workforce development programs. PDJ


Citi’s Women’s Day Celebration

As Citi marks its 200th year, it also celebrated the achievements of women during the first global International Women’s Day (IWD) on March 8. This year, Citi Women, the company-wide effort to foster ongoing development and advancement of women, engaged employees to create more than 100 events in 88 cities across 57 countries. With the guidance of the Global Diversity Office, local women’s councils and networks leveraged toolkits and common branding to create a cohesive global approach.



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In New York City, several executives joined guests in a panel discussion to share their experiences and perspectives with clients and employees. During his welcome remarks, Citi’s CEO Vikram Pandit said, “Events such as this are part of how we create the environment and culture that allows women to not only do what they’re good at, but to feel supported.” The Citi Foundation made a $1 million grant to the Calvert Foundation, to launch the Women INvesting in Women INitiative (WIN-WIN). The program will invest at least $20 million in high-impact organizations and projects worldwide that help create economic opportunities for women lacking access to traditional credit and funding sources. Below is a sampling of other activities on International Women’s Day: ∂ In London, Citi colleagues collected 200 boxes of clothing for Dress for Success to celebrate the day and Citi’s 200th anniversary. ∂ In Mexico City, Citi hosted a program for 200 senior managers with internal and external panelists from government and media. ∂ In San Francisco, Citi and the Financial Women’s Association of San Francisco featured a panel of business leaders on the subject of ingenuity. ∂ In Singapore, 300 Citi colleagues raised funds for the Citi-Tsao Financial Education Program for Mature Women. ∂ In Sioux Falls, South Dakota, Citi hosted former City Councilwoman and State Legislator Casey Murschel to present “Women in Leadership – Past, Present and Future.” ∂ Citi Kenya partnered with Junior Achievement for an Innovation Boot Camp for university students. ∂ Citi Turkey celebrated the contributions of women with a photo exhibition and panel on the “Role and Importance of Women in the Business World.” IWD connected colleagues and clients from different countries and businesses with new ways to celebrate Citi’s diversity. The energy and excitement has generated interest in forming employee networks and councils across the globe, as well as increasing focus on women’s programming. Externally, Citi received positive media coverage, and at many events engaged clients in dialogue demonstrating Citi’s leadership, ingenuity and commitment to diversity. PDJ

“The energy and excitement has generated interest in forming employee networks and councils across the globe...”

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HCA C3 Resource Guide

In today’s health care environment, cultural competence is key to the delivery of quality care to culturally and linguistically diverse communities. As the nation’s leading provider of healthcare services, HCA is comprised of locally-managed facilities that includes 163 hospitals and 109 freestanding surgery centers in 20 states and England that employ approximately 199,000 people. Today, four to five percent of all inpatient care delivered in the country is provided by HCA facilities. In 2010, HCA’s diversity council provided a clear directive—focus on cultural competence. As a result, the C3 (Culturally Competent Care) Initiative was established to support the dissemination of resources and tools to facilitate culturally competent care within HCA's healthcare network. According to Sherri Neal, HCA’s diversity officer, “I felt the first thing we needed was an internal roadmap that would establish a comprehensive framework for implementing cultural competence initiatives across the enterprise and position HCA as a leader in the delivery of culturally competent patient-and family-centered care.” The C3 Resource Guide, developed in September 2011, provides direction to improve communications within the workforce, better serve patients, and enhance communities. It includes helpful cultural competence background information, steps for implementation, cross-walks with Joint Commission patient-centered communication standards, Office of Minority Health CLAS Standards, and other recommended strategies. The HCA C3 Resource Guide was first designed as an electronic book accessible to employees via the intranet. The footnotes in the document were hyperlinks that enabled users to easily access ancillary information relevant to key areas. This eco-friendly innovation is also easy to update as new input and feedback are collected. Employee reactions to this online innovation have been extremely positive. As a result of the ease of use and quality and value of the content, HCA received several requests for print copies and now have created a print version for distribution. The purpose of the C3 Resource Guide was to provide HCA affiliates with the necessary tools to guide the implementation of culturally and linguistically appropriate strategies and services. There are multiple external resources that provide recommended practices for creating a more culturally competent and inclusive organization, but the C3 Resource Guide is the internal roadmap. It is built on strong “patients first” philosophy, but is also aligned with regulatory and other standards that relate to cultural competence. The most important benefit of this document is that HCA has an internal roadmap for how cultural competence and inclusion should be driven through the organization. The

guide is designed to help assess, adapt, and apply new approaches and techniques as a long-term effort that will last many years. PDJ


Sodexo's Virtual Summit

Faced with a challenging economic landscape, Sodexo, like many companies, sought to identify cost-effective innovations for delivering new learning programs designed to inform, engage and educate employees around diversity and inclusion. This goal was realized in 2011 when Sodexo launched its first Virtual Diversity Business and Leadership Summit (VDBLS). The virtual platform was designed, developed and implemented to provide comprehensive diversity and inclusion learning solutions for all employees. A cross-divisional team was responsible for the planning and execution of the Virtual Summit, including subject matter and technical experts beyond the Office of Diversity. Complementing the already successful in-person event, VDBLS was a perfect solution for Sodexo’s culture and highly decentralized structure. It was a creative way to connect employees and deliver diversity and inclusion training and development in a cost-effective manner with low environmental impact. VDBLS blended virtual solutions, including over sixty learning activities, offering employees the opportunity to engage in new learning experiences as well as connect with subject matter experts through facilitated live sessions and virtual chats. It also offered employees the flexibility and convenience to participate in summit offerings at any time and from any location. The learning events and activities presented through VDBLS focused on building skills, knowledge, and awareness around different dimensions of diversity. In addition to learning events, live chats, and networking opportunities, participants could visit the online resource center to download and view diversity-related materials and research to support learning, development, and performance. Additionally, with the Virtual Summit being available for a seven-month period, the content was accessible to a wider audience for a much longer period than the traditional, in-person Summit. Through VDBLS, Sodexo was able to promote cutting edge approaches to addressing diversity among a large, dispersed employee population while dealing with the need to balance time and resources. As a result, Sodexo increased diversity competency company-wide. Of the 2,243 individuals who registered, 84 percent participated in the VDBLS environment and 96 percent stated they would apply the learning to their job. A total of 2,151 training events were completed through VDBLS. Sodexo was also able to leverage the VDBLS Resource Center to house diversity and inclusion materials, which increased utilization of existing documents such as the Manager’s Reference Guide and the Diversity Annual Report, as well as promoted usage of new resources such as a Ramadan Tip Sheet and informative videos. Overall, the feedback was very positive and provided the July/August 2012



2 0 12 I N T E R N A T I O N A L I N N O V A T I O N I N D I V E R S I T Y A W A R D S metrics needed to measure the value of the Summit to employees and the company as a whole. Today, the success of the VDBLS has resulted in increased interest in developing other virtual training and learning, and preparations have already begun for the 2012 VDBLS event. PDJ


Phillips Lytle “Peace Out”

In 2011, Phillips Lytle LLP introduced its own innovative diversity pipeline program “Peace Out.” Through “Peace Out,” teams of Phillips Lytle lawyers guide interactive sessions with middle school students in underserved communities in which the firm has office locations. The “Peace Out” program engages students in role playing, as they explore problem solving and dispute resolution in a scripted legal controversy. The graphic used to identify and brand Phillips Lytle’s pipeline program is a peace symbol. Each arm of the peace symbol represents a principle of practice for students to learn and embrace— problem, knowledge, and solution. The firm started its “Peace Out” pipeline program in the City of Buffalo. Firm attorneys developed a variety of classroom exercises where students organize legal positions and ultimately make and judge a courtroom argument, engage in negotiations on behalf of a client’s interests, or participate as an advocate in an arbitration. Part of what makes “Peace Out” so innovative and effective is that these exercises were designed to include subject matter that students readily con-

nect with, such as copyright and trademark disputes adapted from actual controversies, and sports and entertainment problems relevant to contemporary issues. The firm has been able to establish relationships with five schools located in Buffalo, Rochester and New York City, and the process of expanding “Peace Out” is ongoing. This summer, the firm’s Summer Associates were offered the opportunity to participate in “Peace Out,” so that even as law students they can begin the process of giving back to the community and supporting diversity in the profession. Another part of the concept is that the firm stays connected with students who meet lawyers through “Peace Out.” Phillips Lytle returns to participating schools to conduct additional, more advanced exercises and plans to launch a “Peace Out” website that will be sponsored and maintained by the firm. By introducing students to some of the skills that lawyers draw upon to confront and resolve matters, and by giving students multiple opportunities to experience the process for themselves, the firm believes they have developed a significant way to impact the pipeline of diverse talent into the profession. The feedback from students, teachers and firm attorneys who have participated in “Peace Out” has been strong. The firm has been invited to return to the classrooms where they have previously conducted the “Peace Out” program, and interest in the program is growing. Individual students often tell attorneys at the conclusion of the program that they are now open to the possibility of practicing law and recognize that a successful career in law can take many forms. The most significant indicator that “Peace Out” is effective and impactful has been the enthusiastic response from the students and educators who participate. Phillips Lytle also sees the program’s success when they observe the level of engagement by the students. The expansion of the program also speaks emphatically to its success. PDJ

awards of excellence

American Airlines Officers’ Insights

As a result of continued efforts to increase awareness of diversity and inclusion, American Airlines designed and implemented the Officers’ Insight forums. The forums allow senior company leaders to frequently share information about business and themselves in an informal setting. Forums are presented by an individual or panel of senior leaders, and are designed to focus on pre-determined topics and provide insight into the company’s business strategies. Email communications are sent to employees notifying them of the upcoming session, which identify the senior leader and the discussion topic. For employees who are not able to attend the forum, a summary and video highlighting



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the discussion are posted on the intranet site’s homepage. Officers’ Insight effectiveness is shown by the increased attendance and participation since inception. In fact, the number of attendees increased approximately 40 percent over the course of the Officers’ Insight series, and many have attended more than one of the ten forums already completed. PDJ

AT&T Innovation Pipeline An order to fully leverage its unique talent base for innovative ideas, AT&T launched The Innovation Pipeline (TIP) in June 2009. TIP is the ultimate evolution of the corporate suggestion

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awards of excellence box. The program encourages employees to solve problems within four categories of innovation: revenue generating, customer experience, information systems, and cost savings. The program relies on social interaction, allowing its 133,000-plus participants—approximately 52 percent of AT&T employees—to bring ideas to life. Members share ideas with the TIP community; review, rate, comment and improve on posted ideas; buy shares of their favorite ideas on the TIP “Idea Market”; and serve as idea collaborators. The top ideas are shaped from the community’s input, and at the end of each three-month season, are pitched to internal “angel” investors—AT&T executives—for funding to develop a prototype and business case. After this stage, successful ideas receive further funding to be readied and launched in the market. Since its inception, TIP has generated nearly 19,000 ideas. More than 50 of those have been funded, with AT&T committing more than $32 million to future concept development. There are numerous success stories. One involves a customer advocate employee in Detroit who submitted an idea for an anti-texting mobile application. Receiving overwhelming feedback, the idea was funded, developed and launched. Now called AT&T DriveMode, the app helps to reduce the urge to text behind the wheel by sending a customized reply to texts while users are driving. It has been downloaded more than 40,000 times since August 2011. PDJ

BDO’s International Secondment Program The BDO network has more than 1,100 offices around the world, representing a variety of accounting practices and standards and a melting pot of different cultures. It’s fitting, therefore, that one of BDO USA’s broad range of programs allows employees to gain first-hand knowledge about international accounting practices. BDO USA and BDO Member Firms worldwide offer qualified employees the opportunity to participate in short or long-term international reassignments, called secondments. Program participants—or secondees—enjoy a rich and multi-layered experience in international offices, where they become integral team members, learning different work ethics with different clients in a different culture. Secondments typically last anywhere from three months to two years, depending on the requirements of the receiving and sending offices. The success of this program at BDO USA stems from the support of local and regional management and the team of experienced professionals who match employees with the right roles at the right times. BDO USA counts 51 professionals who participated in the secondment program in 2012. PDJ

Children’s Lunch & Learns Cincinnati Children’s Hospital Medical Center is committed to offering the best pediatric healthcare with measurable results. Cincinnati Children’s ranks third in the nation among honor roll hospitals in the 2012 U. S. News & World Report survey of best children’s hospitals, and in the top ten for all pediatric specialties surveyed. Cincinnati Children’s Office of Diversity & Inclusion (D&I) introduced a metrics model that determines the return on investment (ROI) of the cultural competency training program with Patient Services departments. Collaborations with Patient Services departments allow D&I to establish catered educational models that identify and strategically address the unit’s unique patient diversity needs. The training-based partnerships typically manifest as a series of monthly, voluntary “Lunch & Learn” sessions. In conjunction with a Miami University capstone class, a measurement model to gauge the success of these sessions was created and piloted in the audiology department. For audiologists who attended at least one Lunch & Learn session, the results indicate that 61.5 percent of respondents claimed a vast improvement in their knowledge of culturally competent care, with 38.5 percent claiming a slight improvement and 0 percent claiming no improvement at all. PDJ

CSC Disability Partnership In November 2011, CSC and Bender Consulting Services, Inc. hosted an industry forum on the employment of people with disabilities. The objective of this forum was to bring together leaders from the technology services industry as well as the broader business and disability communities to discuss best practices in the employment of people with disabilities. In addition to participants from CSC and Bender Consulting, the business community was represented by companies such as Bayer, CACI, Freddie Mac, Northrop Grumman, Serco, Inc., and Towers Watson. The disability community was represented by leaders from the American Association of People with Disabilities (AAPD). The industry forum was held as part of CSC’s longstanding Partnership for Freedom with Bender Consulting. Launched in 1998, this partnership provides competitive employment to people with disabilities in areas such as information technology, finance, human resources, and other related fields. CSC works with Bender to place people with disabilities using a contract-to-hire model. Over the past 14 years, the CSC/Bender Partnership for Freedom has expanded to provide opportunities at various locations across the United States and in Canada. PDJ July/August 2012



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awards of excellence GE’s myConnections The GE’s Women’s Network exists for more than 100,000 women working at GE, to cultivate their leadership skills, business practices, personal contacts, and career opportunities. The Women’s Network started in 1997 and includes 166 hubs in 48 countries. In 2008 GE started a small group peer mentoring program called myConnections. The aptly-titled program is a forum for women to learn from one another in a small group environment. The curriculum includes both business and balance events. The hubs determine how to enroll women in the program— via performance-based criteria or open enrollment. Each group includes two coaches and a champion. Coaches help groups overcome barriers, facilitate ideas, facilitate information sharing, and help the groups find funding for their events. Champions, who are senior-level leaders, attend group events and help participants gain exposure to other senior leaders in GE. The program grew quickly. More than 7,500 women participate in it to date and will reach 10,000 by the end of 2012. myConnections events accounted for 16 percent of total Women’s Network events at GE in 2011. PDJ

Ingersoll Rand’s Women’s Leadership The Women’s Leadership Program is a ten-month learning journey that was developed in conjunction with the Center for Creative Leadership. It includes various methods of learning from online, classroom, and action-learning projects that are implemented within the company. This program was specifically developed to address the leadership needs of women and also includes pre-identified mentors and coaches that were thoughtfully matched with each of the participants. The objective of this program is to increase the proportion of women leaders in Ingersoll Rand. This program is a holistic approach designed to help prepare the next generation of women leaders. All of the program participants were specifically chosen because of their proven track records and potential for growth in the company. The company felt that focusing on this group and providing them additional training and coaching would help the women to stay with the company longer. The program emphasizes on-the-job learning; coaching and mentoring with an internal senior leader; and building a sustainable network. Furthermore, everyone who is involved in Women’s Leadership Program receives development,



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not just participants. This means internal mentors receive advanced mentoring skills training. The development is not focused on closing today’s skill gaps, but developing toward higher skills required for senior leaders such as global acumen, innovation, and talent stewardship. PDJ

ISDIP International Conference April 24-27 the International Society of Diversity & Inclusion Professionals (ISDIP) held an innovative “Elevating the Diversity & Inclusion Profession” conference in Puerto Rico. While most diversity and inclusion (D&I) conferences are limited in scope to specific sectors, industries, or racial/ ethnic groups, this initiative of the ISDIP (with more than 400 members from 13 countries and 5 continents) was noteworthy because it was “inclusive” with internationally-renowned educators, presenters, and speakers. Diversity pioneers, consultants, CDOs, academics, and government and nonprofit executives from around the world attended. They witnessed the inaugural Legends of Diversity Awards, which honored 15 D&I pioneers for their accomplishments. Plus, more than 30 interactive breakout sessions were conducted by global D&I thought leaders, including Leila Jaffar from the Netherlands and Myrtha Casanova of Spain. PDJ

Linkage’s ILDI Model The Business Impact Diversity & Inclusion Model is the foundation for the experience at the Institute for Leading Diversity and Inclusion (ILDI). Unlike other D&I competency models which focus on HR activities and programs, Linkage’s model focuses on creating business impact and top- and bottom-line results. Prior to the Institute, participants take a 66-question self-assessment, ranking themselves on six key competencies: Cultural Competency, Global Intelligence, Talent Optimization, Change Management, Strategic Relationship Building, and Inclusive and Strategic Leadership. Customized schedules are then created for each participant, based on their assessment results. Once on-site, participants receive a guided learning experience tailored to their strengths and opportunities, as determined by the assessment, via skill-building workshops and best practice case studies. PDJ

“The Women’s Leadership Program... is a holistic approach designed to help prepare the next generation of women leaders.”

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awards of excellence Mercer: Finding Diverse Candidates In 2011, Mercer, an operating company of Marsh & McLennan Companies, embarked upon a partnership with an external recruiting firm to help build and maintain a diverse pool of high-quality candidates within its Europe, Middle East, Africa region for hiring in the short-term, as well as for longer-term pipeline planning. This external partner supports the company’s specific needs—identifying strong diverse candidates in areas where Mercer has a shortage, has difficulty finding individuals from diverse backgrounds or could consider alternatives to the traditional methods for resourcing talent. Unlike typical engagements with search firms or recruitment agencies, Mercer collaborates with the recruiting partner throughout the entire talent-planning process. They assist with succession planning and even help identify potential candidates for positions which are at risk for turnover. In order to connect with broader pools of talent, including the important sector of ‘passive candidates’ (including women on career breaks), they’ve developed approaches to engage and maintain relationships with these individuals through networking opportunities, forums, etc. Similarly, in the U.S., Marsh & McLennan Companies launched an Inclusion Network in which the company works with a consortium of women, LGBT, and minority-owned executive search firms to identify and introduce the firm to new sources of talent for senior-level roles. PDJ

Moss Adams’ Playbook for Women’s Network Advancing women’s careers in traditionally male-dominated industries—it’s an effort that requires strong commitment, passionate leadership, a thoughtful strategy, well-executed tactics, meaningful metrics, and patience. Moss Adams LLP, one of the nation’s largest accounting and consulting firms, faced this challenge too. But the firm has learned a lot since launching Forum_W. Forum_W helps women at Moss Adams make new internal and external connections, seek career and advancement inspiration, and contribute to a virtuous circle by sharing their experiences in support of other women. Moss Adams is dedicated to sharing its strategy and experiences to help other organizations get a jumpstart on creating more opportunities for women to advance their careers. Link by Link: A Guide to Forming a Women’s Network at Your Organization is the firm’s playbook, created based on tracking of the firm’s efforts at improving best practices, then

carefully assessing their successes and failures. It’s posted on the firm’s website, and Moss Adams shares it at conferences, advising other companies on their efforts to advance women. PDJ

New York Life Executive Women Officers Summit New York Life held an Executive Women Officers Summit which featured senior women from across the company. The Summit focused on three objectives: fostering crossfunctional collaboration of senior women, providing a relationship building environment among women, and identifying ways to advance the women’s strategy. The idea for the Summit was conceived by a group of senior-level women wanting to work collaboratively to support the development and advancement of women in the company. This summit was developed by Executive Officer Women (EOW) at New York Life. While it was a voluntary event, over 90 percent of EOW participated. The CEO attended the event and engaged in open discussions about the issues raised and challenged the group to provide solutions. A variety of workshops were held addressing themes ranging from networking to improving professional management. Senior executive officer women were encouraged to become mentors or sponsors for other women. Many members of the advisory team that created the program have now become active advisors to the Women’s Employee Resource Group. Numerous networking events have since been held including one that was attended by the CEO and other members of the EMC. The company continues to see support from the EOW and is partnering with them to execute the opportunities identified. PDJ

Northrop Grumman Professional Development The Northrop Grumman Information Systems (IS) sector’s Professional Development Series (PDS) was launched in early 2011 in an effort to create synergy among the employee resource groups who were conducting professional development workshops for their respective membership. The series addresses the development needs of ERG members, as well as all employees across the organization, by offering bi-monthly sessions throughout the year. ERG members design and lead the sessions to help employees develop skills such as critical thinking and executive presence, as well as functional and domain competencies such as program management and business acquisition. Sessions average 150 attendees, with each session introduced by a key member of the sector’s executive leadership team. Sessions are presented by ERG members, thus providing an opportunity for developing and honing their own July/August 2012



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awards of excellence presentation and facilitation skills. In an effort to engage a geographically disperse workforce throughout the country, ERGs utilize RoundTable (an audio/ video teleconference technology) to allow employees to attend sessions virtually. The approach allows employees to participate from their workstation so they are more engaged. The PDS is thriving and has expanded from 14 sessions in 2011 to 21 in 2012. Through these sessions employees are applying business acumen to address real business challenges and contributing to the success of the company. PDJ

Rockwell Collins’ Supplier Diversity Rockwell Collins’ supply chain recognized the critical need for and value derived from diverse thinking throughout the Rockwell Collins supply base. To drive diversity within the supply chain, Rockwell Collins has implemented two key programs: a Supplier Alliance Advisory Council (SAAC) and a Small Business and Supplier Diversity Office. The SAAC was established in 1993 to serve as the supply chain board of directors. They provide best practices in supply chain management processes by sharing information between Rockwell Collins and its diverse suppliers. The SAAC, comprised of a rotating group of representatives from key suppliers, represents the entire supply base, which includes diverse commodities and categories. SAAC members worked with internal Rockwell Collins teams to improve the online Supplier Portal, which is the main interface between the company and suppliers. The SAAC established a strategic roadmap for the portal and participated in the rollout and implementation of key updates. As a result of this innovative partnership, the supplier portal has increased to 5,650 users with approximately 90,000 monthly hits. Furthermore, suppliers who use the portal have an average on-time delivery rating of 96 percent. PDJ

Integration Model at Sparrow Health Sparrow Health System, a Level I Trauma Center whose workforce encompasses over 9,000 Caregivers and Volunteers, leads the way in quality care throughout MidMichigan. Over the past 12 months the Diversity and Inclusion department has refocused its strategic direction to include business-level prioritization, due in large part to a shift in hospital reimbursement plans and changing demographics



July/August 2012

in the patient population and community. The D&I Integration Model is a five-phase approach for leaders to integrate diversity and inclusion into business operations. The D&I team met with directors of the pilot areas to understand firsthand their scope of responsibilities and understand the challenges they face in meeting the needs of a diverse patient population and community. Part of the approach is to conduct a cultural assessment, followed up by focus groups, to get behind the data. Once completed, the core team will participate in a series of meetings to determine priorities, goals, objectives, and tactics. Preliminary outcomes are proven to be positive. Since the launch of the Integration Model pilot, Sparrow Health has formed partnerships with various diverse community groups to identify and address health disparities. For example, Physician Speaker Series will be offered in languages other than English, with a bilingual physician and a translator. Several meetings have been held with diverse communities to discuss issues around disease that are prevalent to certain demographics, including Understanding Prostrate Cancer and Hypertension. Sparrow is also participating in a ‘Community Health Needs Assessment’ to identify specific needs in addressing health disparities in the communities served. PDJ

Thompson Hine Diversity Champion Award As Thompson Hine commemorated its centennial anniversary in 2011, the Diversity & Inclusion Initiative was charged with developing a program to celebrate the firm’s long-standing commitment to diversity and recognition of those whose efforts have helped sustain and strengthen that commitment. Thus, the Thompson Hine Diversity Champion Award was born, to be awarded annually to a member of the firm who best embodies the firm’s dedication to diversity and inclusion. Jim Jalil, a partner and member of the firm’s Executive Committee, spearheaded the effort and remains a passionate and active participant in the award nomination and selection process. He formed an award committee composed of partners and senior managers, who seek, review and evaluate nominations. On October 4, 2011, the inaugural Diversity Champion Award was presented to partner Trish Smitson during a firm-wide luncheon. PDJ

Walgreens Disabilities Initiative Walgreens’ senior vice president, Randy Lewis, began thinking about new ways to help create more job opportunities for people with disabilities. In 2007, his ideas became reality with the opening of the company’s state-of-the-art

At HCA, our focus on

diversity, inclusion, & cultural competence influences our leadership, business practices, and, most importantly, directly impacts the care we provide our patients. Be a part of this exceptional team of employees, physicians, and partners. Learn more about career opportunities at HCAHealthcare.com.

Ronnie Bond, M.D. is a physician at HCA’s Orange Park Medical Center in Orange Park, FL. Other HCA employees pictured (from left to right): Renan Parawan, RN at Valley Regional Medical Center in Brownsville, TX; Allie Henderson, M.D., hospitalist at Summit Medical Center in Hermitage, TN; and Viren Shah, M.D., hospitalist at Horizon Medical Center in Dickson, TN. Visit HCAHealthcare.com for additional employee photos and profiles.


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awards of excellence distribution center (DC) in Anderson, South Carolina. Key features include touch screens, adjustable work stations and the use of pictures and images throughout the facility. It opened with a goal of having one-third of the workforce be people with disabilities. A similar facility opened in Windsor, Connecticut two years later. With 45 percent of the Anderson DC workforce having either a disclosed cognitive or physical disability, this program became the model. Today, ten percent of the DC workforce is made up of people with disclosed disabilities at all levels, after being expanded to all 21 of the company’s facilities. Walgreens launched its national Retail Employees with Disabilities Initiative (REDI) this May. The in-store training program aims to help people with disabilities gain retail and customer service skills, and works closely with community organizations and vocational rehabilitation agencies to train and develop candidates. Complementary to innovative programs in the field, Walgreens established a business resource group in 2009 called INCLUDE. The group focuses on disability education and awareness to assist in the development of best practices to promote employability and productivity. PDJ

Walmart: Mentoring Hispanics Walmart’s Associate Resource Groups have found an innovative way to help people live better. This is accomplished through a mentoring program called Mi Futuro (my future in Spanish), which was created by the Hispanic Latino Associate Resource Group (HLARG). The program started in 2009 as a way to connect associates with the local community. After conducting research and speaking with school faculty, HLARG was given the opportunity to mentor 30 students with one-hour mentoring session per month at Oakdale Middle School in Rogers, Arkansas. The program was deliberately developed for eighth grade students, as studies have revealed that ninth grade can be one of the most challenging years for students and is critical to one’s successful completion of high school. Mi Futuro’s monthly curriculum and activity focus on various topics related to goals, budgeting, life skills, and career options that are designed to help students’ futures. Student-mentee’s grades were improved as were their levels of confidence to succeed. Many of the students are now determined to pursue college and actually see it as a viable starting point for their career success. Last year, more than 350 students were mentored by HLARG members, as well as members from Walmart’s six other Associate Resource Groups. The program has since expanded beyond Northwest Arkansas to include field-based associates who are engaged to mentor students in other states. PDJ



July/August 2012

Military Hiring at Waste Management

One talent population that is important to Waste Management is the military. The company states its commitment should be through action, not words; therefore, they have averaged hiring a veteran every day of the year for the past four years. The more than 3,600 employees who are veterans make up 8 percent of all employees. In addition, 6 percent of the veterans hired at WM each year self-identify as disabled. WM’s mission and purpose are two things that they find in common with the Armed Forces, and why they seek out and embrace the experiences and qualifications that veterans bring. Some aspects of Waste Management’s military/veteran hiring program include: ∂ Dedicated military staffing manager ∂ Full-pay differential and continued benefits (including family) to reserve and guard employees activated to duty (five year limit) ∂ Family support for activated employees (care packages, visits, employee relief fund access, etc.) ∂ Posting of USERRA guidelines at 1,000 plus WM facilities and specific military leave policy ∂ Student veteran internships ∂ Partnerships with DOL/DOD resources ∂ More than 50 military job fairs per year to include White House/National Chamber Hiring Our Heroes events ∂ Awareness (internal/external) through public affairs, community relations and aggressive military targeted advertising ∂ Veteran professional network inside of WM ∂ Veteran employee on-boarding program. PDJ

WellPoint’s “We Care” Program Challenged by a new organizational focus on continuous improvement, in 2010 WellPoint decided to rethink its approach and look at social responsibility and diversity through a unified lens. To leverage technology, WellPoint moved content online, to a dynamic website entitled “We Care.” The content is centered on three areas of focus: Our People, Our Communities and Our Environment. WellPoint includes a video message from their CEO and videos that showcase associates engaged in community volunteerism and associate resource groups. There is information on awards and recognition, a section that is permanently updated to reflect what’s new, and an interactive map that provides information about contributions and activities state by state. Depending on the specific interest of the user, the report can be easily customized and printed. PDJ

An abundance of perspectives.


hat’s what inspired our decision to launch the Sidley Prelaw Scholars Initiative, the first program of its kind among law firms in America. The Initiative helps guide, and provides financial support to, diverse college juniors and seniors who dream of studying law. Our goal is to bring a multiplicity of people from all types of backgrounds to the legal profession. That diversity of perspective is vital to our success as a global law firm. We are proud to be recognized among the Top 10 in the International Innovations in Diversity Competition and congratulate our fellow innovators. Find out more about our commitment to diversity at www.sidley.com/ourfirm/diversity/

Sidley Austin LLP, a Delaware limited liability partnership which operates at the firm’s offices other than Chicago, New York, Los Angeles, San Francisco, Palo Alto, Dallas, London, Hong Kong, Houston, Singapore and Sydney, is affiliated with other partnerships, including Sidley Austin LLP, an Illinois limited liability partnership (Chicago); Sidley Austin (NY) LLP, a Delaware limited liability partnership (New York); Sidley Austin (CA) LLP, a Delaware limited liability partnership (Los Angeles, San Francisco, Palo Alto); Sidley Austin (TX) LLP, a Delaware limited liability partnership (Dallas, Houston); Sidley Austin LLP, a separate Delaware limited liability partnership (London); Sidley Austin LLP, a separate Delaware limited liability partnership (Singapore); Sidley Austin, a New York general partnership (Hong Kong); Sidley Austin, a Delaware general partnership of registered foreign lawyers restricted to practicing foreign law (Sydney); and Sidley Austin Nishikawa Foreign Law Joint Enterprise (Tokyo). The affiliated partnerships are referred to herein collectively as Sidley Austin, Sidley, or the firm. Attorney Advertising. For purposes of compliance with New York State Bar rules, Sidley Austin LLP’s headquarters are 787 Seventh Avenue, New York, NY 10019, 212.839.5300 and One South Dearborn, Chicago, IL 60603, 312.853.7000. Prior results described herein do not guarantee a similar outcome.



at Work

By Maria Kakarika


n response to an increasing number of people coming out at work, and an increasing number of lawsuits and complaints filed for anti-gay harassment on the job, many firms are updating their non-discrimination policies to include protection for LGBT employees. Unfortunately, a recent creasing, the high rate of survey by the National discrimination makes us Center for Transgender wonder in what ways the Equality and National Gay workplace continues to be and Lesbian Task Force, so hostile to gays. Not so Injustice at Every Turn: long ago work was a place A Report of the National for straights. Gays had to Transgender Discrimination, hide their sexual orientashows that 42 percent of tion and be the targets of gay individuals say they discrimination and goswere targets of employsip. Since then, gays have ment discrimination at ‘openly’ been employed some point in their lives. at jobs and enjoyed firm While the costly lawsuits protection. Yet despite and complaints are inthe overall improvement



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in the climate, it has cost companies millions of dollars to resolve discrimination lawsuits filed against them. Recently, for instance, ExpressJet Airlines paid more than $1 million to a gay employee who was denied promotion, while a straight employee at DynCorp was awarded $155,000 for being harassed based on his perceived sexual orientation. Thus it appears that companies are still biased towards gay people, with their climates still allowing anti-gay harassment even though this type of discrimination proves eco-

nomically unwise. So why do gay employees face discrimination from their straight peers, even though firms are increasingly adopting relevant anti-discrimination policies? The answer is simple. These policies don’t shape the workplace culture. Apart from the HR department, no one really believes that these policies actually change people’s attitudes. Most employees view these policies as ‘obligatory but ineffective’ and some gay employees encounter so much discrimination from coworkers that they end up

42 percent of gay individuals say they were targets of employment discrimination at some point in their lives.

—Injustice at Every Turn: A Report of the National Transgender Discrimination

leaving their jobs. In an interview study with a gay professional in Spain in early 2012, he reported that firm policies were not effective for changing attitudes toward gay men in straightdominated organizational cultures. He further talked about the decision to selfdisclose and addressed the issue of how to handle workplace discrimination in great detail. As an employee of a big travel agency, Juan D. had a reputation for being a nice, happy guy. In 2011, at age 30, Juan told colleagues he was gay. Even in a progressive environment like Spain, where same-sex marriage has been legal since 2005, with numerous cases of children being adopted by gay parents, it was inevitable that some employees would still be uncomfortable and discriminate against Juan D. To put this in perspective, most firms in Spain adopt anti-discrimination policies in order to officially comply with the requirements of the governmental law. However, this can be mainly a symbolic act, as these policies are not implemented and discrimination issues for gay males still exist. But what exactly are these discrimination issues? Mikki Hebl, a professor at Rice University who has studied the issue, found that it is mostly subtle (less

overt and explicit) workplace discrimination. Juan D. gave various examples of discrimination based on sexual orientation that reinforce inequality.

you. Sometimes you get the feeling that some people look at you thinking ‘you were born to be a man but something went wrong during the process, while you were brought What does discrimina up, and what a pity, you tion against gay males did not become a man!’ look like? 4. Single invitation to 1. Comments, sexist jokes, social events. Juan etc. Juan first focused on explained that at his comments and jokes that firm they do not coworkers had made to acknowledge that gay him: men also have partners: People make comments. They invite you to a social I’ve had someone ask in a event without your partner meeting whether I would and they count you as one get married in church. person when they plan it! Another colleague of mine I think it’s those situations usually [says]: ‘Your trousers that single you out. are too tight’ or ‘your hair 5. Stereotyping. is too long.’ They also The culture at Juan’s make sexist jokes when company involved a I am around. straight ethic and 2. Gossip and rewarded stereotypically downgrading. Juan masculine behavior, described how he which generated even experienced gossip as more stereotyping: discrimination at work: Well, I definitely felt I overheard their gossip the pressure to be more many times, talking about of a man, many times. me behind my back. On the other hand, once Also, when you [make] a they found out about mistake, there’s a bunch of me, they just thought I people who say ‘he is gay, was ‘modern’ [Spanish he doesn’t know.’ They slang for ‘hip’ or ‘cool’] may actually downgrade or ‘alegre’ [Spanish for your work, just because happy], all these they know you are gay stereotypes about gays. and in a way they don’t 6. The wannabe-open trust you. minded. Juan also 3. Non-verbal cues. identified a specific Juan also talked about group of people, which non-verbal forms of he called the “wannabe discrimination: open-minded”: It is also how they look at There are some people July/August 2012

that want to be cool and supportive; they are trying to be politically correct. They often have these incredible stories about gays and open the discussions with something like ‘I had a gay friend,’ and they tell you a joke. These people think they do and say everything for your own good, in order to protect you, but in fact, they also discriminate against you.

How does it feel to be the target of such discrimination? Juan replied: To be honest, the feelings you experience are mostly negative. You feel you are weird, strange, ‘the odd one out.’ You have to downplay your difference. You have to become like the rest in order to fit in, to be acceptable; I often feel angry. I think that the problem is that you give and you give more and more but nobody really recognizes your effort, just because you are gay. And especially the stereotypes, they can be very annoying. He also recognized that certain feelings elicit other emotional reactions: Generally, you feel lonely. No matter what you do you are being observed by others. You can never reach their standards. At some point you say ‘enough.’ It is your small little revolution, and you start feeling hostility against them.




Negative feelings

Perceived Interpersonal Discrimination

Self-Disclosure Figure 1. The relationship between disclosure of gay sexual identity and discrimination through feelings

However, Juan also recognized that sometimes it is the self-disclosure itself, which increases perceptions of discrimination: It’s like putting yourself into a little circle, you think and think about it, you’re like ‘he looked at me this way,’ you over-analyze what they say, the way they say it, the look on their face, their movements, almost everything. And you search subconsciously to find proof of discrimination. What does research show? Juan’s comments are consistent with research showing that diversity and discrimination experiences at work are shaped by feelings. Being different interferes with the basic need of belonging to a group and generates negative feelings. Research suggests that people who experience more negative feelings tend to perceive their environment less favorably (e.g., Garcia-Marques, Mackie, Claypool, &


Garcia-Marques, 2004). Therefore, gay employees that experience negative feelings are more likely to evaluate their peers and work environment less favorably, and perceive themselves as targets of subtle discrimination. This is supported by research showing that negative mood was associated with more perceived discrimination (Sechrist, Swim, & Mark, 2003). Gay employees may also be more sensitive because they have self-disclosed their sexuality and attribute negative events at work to discrimination. Research has found that job applicants perceived employer negativity and over-assumed that employers would not be interested in hiring them if they knew that they were gay (Hebl et al., 2002). Selfdisclosure may thus contribute to misperceptions of discrimination, because of higher vigilance about potential signs of bias. The above relationships are depicted in Figure 1.


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So what can you do to work this environment? Based on the interview with Juan D., below are some basic points for those struggling with self-disclosure or who wonder how to survive discrimination. 1. Be sure that it’s the right moment to self-disclose. Weigh the situation first; do it only if you feel that it’s not going to be a problem. 2. Don’t “break the news,” just be natural and let it flow. For example don’t say ‘I want to tell you something, now that we know each other better: I am gay.’ In this case you imply that it’s something that should be hidden. Instead, you can simply say ‘I went out with my boyfriend for an ice cream and I saw a great car that I want to buy.’ 3. Keep a balance. You should neither emphasize it, nor hide it. It’s not the most important part of your personality. 4. Be careful with your behavior towards straight colleagues. Think, plan and watch how you talk, how you touch, try not to provoke and keep control of the situation. 5. Beware of the wannabeopen-minded. Watch out for the silent ones. You don’t know how to treat them; they don’t know

how to treat you either. So even though they play cool you need to treat them conservatively. 6. There is no exact formula for success. Finally, pay attention to your own intuition and needs. Maintain the patterns of behavior that you feel most comfortable with, according to your own personality. It is clear that diversity in terms of sexual orientation can cause discrimination. The former interview revealed to some extent how feelings, discrimination, and self-disclosure are interrelated. So what might improve the situation? First, recognizing biases and how they operate might encourage firms to raise managers’ awareness, prompting them to handle cases of discrimination more carefully. Relevant managerial and employee training should help towards this direction. Managers could also sit down and think about the climate of the teams they manage, as well as their work ethic. In other words, firms could make managers more accountable for systematic forms of discrimination. The bottom-line is that making room for sexual identity equity could of course ultimately reduce costly lawsuits. PDJ

Maria Kakarika is an assistant professor of organizational behavior at the Euromed Management School in Marseille, France.


Young Female VP is HEATing up

MIAMI By Grace Austin


rofessional sports have long been a boys’ club. A true glass ceiling remains in the executive levels of professional athletics. But not for Eve Wright Taylor. Taylor hadn’t even reached 35 when she earned a top spot as vice president and associate general counsel for the Miami Heat, a position she has held for several years. Taylor, a relatively young executive, has enjoyed a meteoric rise through the ranks of corporate America and the professional sports world. Taylor was born and raised in Indianapolis, Indiana. Growing up, sports were an important part of Taylor’s life. She was raised playing volleyball, basketball, and softball. “My mother thought it was very important for us to play sports. I enjoyed it, and I ended up playing sports year-round,” said Taylor. While she did not pursue athletics into college, Taylor found her calling, the law, while interning at her future mentor’s law firm as a sophomore at DePauw University. “I always knew I wanted to practice law. No one in my family was a lawyer, but I knew I wanted to be one,” said Taylor. “I started working for my mentor in college. [He and his partner] started a sports and entertainment practice, and that was



really my exposure to [law]. After college, I wanted to stay [at the firm] but they kind of pushed me so I could have the experience of working with other firms.” Taylor began her professional career at corporate law firms. Her career in the sports industry began at the LPGA, where she served as the senior director of Business Affairs. As senior director, she developed sports marketing opportunities for corporate sponsors to leverage their affiliation with the LPGA in order to reach target markets; presented strategies to facilitate golf association relationships; and identified strategic brand extension and revenue generation opportunities. Taylor transitioned her tenure at the LPGA into her current position at the Miami Heat. In her role at the Heat and American Airlines Arena, Taylor advises on a wide variety of legal issues pertaining to marketing and promotions, concerts and events, corporate sales, merchandising initiatives, and player-related matters. Although Taylor sees major differences in the scope of both leagues, she also sees many similarities between the LPGA and the NBA. “[In professional sports] corporate sponsorships are a huge component of your business. There is quite a bit of overlap between marketing and July/August 2012

Above, the backside of the American Airlines Arena in downtown Miami; inset, Eve Wright Taylor.

business,” said Taylor. Taylor is aware of the advantages of working for an NBA team, although they might not be what one would expect. “Professional basketball is awesome and exciting. My absolute favorite part, though, is the people. Liking the people you’re with is awesome,” said Taylor. “What keeps me energized is that I like things that change, the fact that in any given day I could be working on five different things and it’s also moving pretty quickly. I like that environment, and I like being around people that are moving. While some people may like sports

for the action on the floor, the type of culture and environment that this industry affords is what I enjoy.” Being in a male-dominated industry like sports and entertainment has not been easy. Taylor attributes much of the ease in her professional rise to past female pioneers in the industry. “By in large, there have been significant gains made. I stand on the shoulders and the backs of women who really suffered through some things. I am in an environment where there are six women who are senior staff members. That is pretty unique in professional sports. So, I think it’s a reality you have to deal with in sports and other industries as well. We have to be good caretakers of this legacy,” said Taylor.

Taylor acknowledges that while some teams in the wide-ranging sports industry, which includes everything from swimming to rodeo, may be more enlightened when it comes to hiring women and diverse staffing, others are far less so, and may need more guidance and time. “I think some people get it, some people not yet, and I think it’s an education process and an opportunity to us, as women in the sports industry, to kind of chip away at those barriers,” said Taylor. In recent years, Taylor has taken on the role of public speaker, addressing everyone from law firms to young professionals. She now speaks regularly on sports, licensing, sponsorship, corporate governance,

and diversity issues. Lately, she has begun speaking to larger groups in seminars. “It’s really a give-back. People have shared information with me, which shortened my learning curve. I’m starting to do seminars talking about finding your passion and what you want to do with your life. It’s been an interesting emergence,” said Taylor. While she may be a rising star at the Heat and in the public speaking circuit, above all Taylor appreciates the motivated people and organization that she works for. However, the perks of working at American Airlines Arena are appreciated. Said Taylor, “We get tickets to the game, and there’s a lot of good concerts here. It’s really exciting!” PDJ

July/August 2012




HISPANIC OR LATINO: Which is Correct? By Grace Austin with Damian Johnson


ost government records and the U.S. Census use the term Hispanic. On the newsstand, one finds Latina and Latino magazines. The use of Hispanic or Latino has become an unsettled issue among the Hispanic/Latino population. So which term is correct to use? The Hispanic population numbered 50.5 million in 2010. Hispanics accounted for over half of the population change from 2000-2010, according to the U.S. Census Bureau. The nation’s fastest-growing minority, the Hispanic population is growing exponentially in the United States, and its buying power and cultural presence is increasing as well. Studies have shown the term Latino is gaining acceptance among Hispanics. However, a presidential tracking poll conducted by Hispanic Trends, Inc. reported that a significant majority of Hispanics still prefer the term Hispanic. The term Hispanic alludes to a person’s place of origin, referring to persons from Mexico, Puerto Rico, Cuba, Central and South America. These areas were all conquered and settled by the Spanish and originally called Hispania, a term initially coined by Romans to refer to the Iberian Peninsula. “Hispanic is a culture. We have never considered Hispanic to be a race or ethnicity, but in the United States it is considered to be a race or ethnicity,” said Dr. Juan Carlos Toledano, associate professor of Hispanic Studies at Lewis and Clark College. “Hispanic was meant as an ethnic category.” Hispanic was first used on the 1970 census, introduced by the Nixon Administration for demographic clarification reasons. This was the first time the group was officially acknowledged by the U.S. government.



July/August 2012

Musician Shakira is a bilingual singer from Colombia, popular in the Latin community.

“Hispanic refers to place of origin regardless of race. For example, what I have found with people [filling out] the census is they have to check the box for Hispanic, and then race. But [Hispanic] does link back to Spanishspeaking countries and where Spain was the former colonizer,” said Dr. Kimberly Simmons, director of Latin American Studies at the University of South Carolina. In contrast, Latino refers to a group of people who lived in the conquered Roman provinces and regions where the Latin language took root, usually called the Romantic languages: French, Spanish, Italian, Portuguese, Romanian, Catalan, and others. Thus, Latino refers to France, Spain, Italy and other regions where these languages are spoken. Nowadays, though, the definition has come to refer to Latin Americans, although its origins can be traced to the former Roman Empire. “All Hispanics are Latinos, but not all Latinos are Hispanics. [For example] Brazil, being a Portuguese-settled company, is not Hispanic, but is Latino,” clarifies Simmons. Latino originally was seen as anti-indigenous when it was invented by Spanish-American exiles in Europe in the late nineteenth century, according to Ilan Stavans, co-author of What is La Hispanidad? Some intellectuals viewed it as a “cover-up for the false homogeneity” on the continent. The term later gained popularity in the twentieth century. Latino has become a self-identifying and unifying word in recent years for many of the peoples in the Western Hemisphere, especially in the United States. “For self-identification, I think there’s more of a movement and a shift to say Latino in the United States. Latino has become a way to unify the different groups in Latin America, the children of those who are here from different



Left, a Chicano mural celebrating Chicano musical heritage; center, Brazilian soccer star Pelé. In Brazil, the wide spectrum of colors of the population means they usually identify themselves as Brazilian, not Latino, first; far right, the Nixon administration first introduced the term Hispanic for demographic purposes.

countries, under a larger umbrella,” said Simmons. other things [affiliated] with Hispanic. Latino was a way Nowadays, Latino has become the most politically corto recast that and distance themselves from the Hispanic rect term. To some, Hispanic has negative connotations, [image],” said Simmons. including gang participation, unemployment, and low On the other hand, Toledano sees these Latino stereodegrees of education, according to Lily Benjamin, VP types as sometimes untrue. of Organization Development and “One of the stereotypes is that Latin people Diversity at Broadridge Financial. are always dancing and having parties. To “Latino was a way A similar word, Chicano, is viewed some degree, the Hispanic culture is outto recast and as a derogatory term for some, and a doorsy and we have many parties, and it is distance themselves label of pride to others. a happy culture, but that doesn’t mean that from the Hispanic “The term, first intended to deeveryone knows how to play guitar and dance [image].” grade, was not coined by Mexican the salsa,” added Toledano. —Dr. Juan Carlos people, but by whites and other Regional differences often explain the usage Toledano races. It referred to people of of Latino or Hispanic. In a federal report by Mexican heritage but was intended the Executive Office of the President’s Office to be disrespectful, labeling Mexicans as an inferior class in of Management and Budget, the government found that society,” said Broadridge. Hispanic is often used in the East, and Latino commonly Others, like Toledano, have a different point of view used in the West. on the term. He compares it to the cultural shift from To most Hispanics/Latinos, either label is a personal identifying as ‘black’ to ‘African-American’ in the African- preference. Often, though, those that may fall into the American community. Hispanic/Latino demographic would choose to identify “In general, for the Chicano population, it became a themselves by their country of origin. word of pride. In the ‘50s and ‘60s, Chicano becomes this “I think most people would rather tell you they’re word that gives you the power to be part of a community Columbian, that they’re Brazilian. Most people would you are proud of. But that didn’t mean there weren’t issues rather say where they’re from first, because they know with the rest of the population [using the word].” ‘Latino’ is very diverse. Nationality first, and then Latino, While Hispanic sometimes carries stereotypes of agrior Hispanic,” said Simmons. cultural laborers and maids, Latino sometimes conjures a For the growing Hispanic/Latino population, a permamore romanticized image. nent name is still being debated. What is certain, though, “Maybe [because of ] media or films, when you say is the demographic’s increasing prominence in society and Hispanic we think migrant workers. If you say Latino, the the economic market. Hispanic or Latino, this heterogeimages that come to mind are music, the explosion of salsa neous group continues to play an important part of diver[music], or maybe food. It’s not weighted down with the sity in the U.S. and on a global scale. PDJ July/August 2012







first occasion I was giving a class at the State Department and I asked people to come up with a story about how they had been tripped up by a cultural difference. Two women told their stories. In the first story a woman who had been posted in Poland recalled how she was walking through a narrow alley one day, too narrow for two people to pass, when she noticed an elderly Polish lady entering the alley from the other end. The speaker knew enough to know she should squeeze up against the wall and let the elderly lady go by. When the lady was opposite her, the American smiled and said hello. Whereupon the Polish lady apparently launched into something of a harangue, berating the American for acting as if these two knew each other. The point was that typical American informality—we call it being friendly—reaching out to people one does not know does not go over well in Poland, or much of Europe for that matter, where it’s seen as intrusive and generally not respecting the natural distance Europeans maintain between themselves and people they do not know. The other story was told just moments later by an American who served in Rwanda. There was a drinks stand right outside the embassy compound, and she would go there every afternoon. She approached the stand, got her can of soda, and paid the woman in charge. “But I always felt she didn’t like me, like I was doing something wrong.” Then one day the American went to the drinks stand with a Rwandan local who greeted the concessionaire warmly, asked about her husband and children, asked how business was, remarked how hot it was, and finally ordered her drink. “She was beaming,” the American said of the drinks lady, “and I realized that in Rwanda making a purchase is not so much about doing business as it is about spending time with an old friend, at the conclusion of which a drink might be purchased.” So what are the lessons here for readers? The first is to be very careful about generalizing too widely the lessons



July/August 2012

you learn from any particular cultural encounter. While the American in Poland learned that one Polish-U.S. cultural difference is how you treat people you do not know, she would have been quite mistaken to have concluded from that experience that that particular difference would apply outside northern Europe (e.g., in Rwanda). She also would have been mistaken to conclude that only Americans reach out to strangers and she should be careful never to do so anywhere outside the United States. The second take-away here is to assume that however you look at a particular situation, there are almost guaranteed to be people somewhere who look at that same situation differently, and sometimes, as in the examples above, they may look at the situation the opposite of how you see it. This doesn’t mean that in cross-cultural interactions you should live in fear of being wrong and never trust your instincts. It means, rather, that when you interact with people from another culture, you should be open to the fact that you’re not seeing this encounter the way they are, and they’re not seeing it the way you are. Where culture is concerned, it’s always best to be humble. The third lesson of these stories is to remember that you’re not always coming across to other people the way you think you are, and they’re not coming across to you the way they think they are. Naturally, any judgments or conclusions either of you reaches in such situations are bound to be suspect and quite possibly mistaken. That might not be so serious as long as we keep our mistaken perceptions to ourselves. But of course that’s almost never what happens; sooner or later we act on these perceptions, and if they’re mistaken, then the consequences of our actions won’t be what we’re expecting. Meanwhile, if the folks in the other culture are likewise acting on their erroneous perceptions, you can imagine how quickly things get very complicated. It’s easy to take cultural sensitivity too far until we become paralyzed for fear of putting a foot wrong. The point of raising your cultural awareness is not to create doubt and fear but to prepare yourself for making mistakes. The mistakes themselves are fine; it’s only when you’re not expecting them that you’re thrown off guard. You actually learn a lot from mistakes, much more than you learn from always being right. Or as Mark Twain liked to say: Good judgement comes from experience, and experience comes from bad judgement. PDJ Craig Storti, a consultant and trainer in the field of intercultural communications, is the author of seven books.


THE DIVERSITY EVOLUTION OF FAMILIES by Linda Jimenez Chief Diversity Officer & VP – Diversity & Inclusion, WellPoint, Inc. DL



and families at play, I see the greatest example of diversity and inclusion within family networks. There is a whole new dimension of diversity— from traditional to adoptive, step and multicultural to single and gay families. The very notion of “family” offers diversity practitioners some degree of ownership through their personal experiences of family. However, as we introduce the topic of what constitutes a “family” in our D&I efforts, we soon recognize that this can highlight discomfort, resistance and challenges to what is defined as a normal and valued unit in our society. More and more children are being raised in families that don’t fit the mold of ‘Dick and Jane’ story books. The conversation mirrors other diversity discussions surrounding race, ethnicity, gender and sexual orientation, but the topic of family diversity also includes dialogue around powerful stereotypes and biases of what constitutes a family. Issues of family diversity are becoming critically important as the demographics of families in this country, and the world, change. Yet they are often overlooked or ignored in diversity discussions. That’s why I was delighted when ANGLE, WellPoint’s LGBT ERG, hosted a teleseminar in June, “Building an Inclusive World … Raising Diverse Families.” The teleseminar talked about what makes a family, the joy and challenges of being part of a diverse family, and the resources that are available to support the evolving diverse family structure. As diversity practitioners, we need to be comfortable—and knowledgeable—about including opportunities to explore issues of diversity as it pertains to family structure. Our discussions should not only have the potential to heighten awareness about broader diversity issues within family units of gender, sexual orientation, race, ethnicity, and blended families, but also help avoid generalizations which sometimes accompany such concepts. Let’s ask ourselves the question, how can diversity practitioners help others to become more inclusive and accepting of differing family structures, just as we know

they should be sensitive to the gender, racial, cultural, and sexual orientation differences of individuals? From my perspective, that begins with developing an initial understanding of the changing demographics of family structures. According to census reports, the number of American children living in a traditional family unit—defined as two opposite sex parents, biological or step—has been steadily decreasing since the 1960s. About 69 percent of children live with two parents, 22 percent live with only their mother, four percent live with only their father, and 4 percent live with neither parent (U.S. Department of Health and Human Services, 2000). Meanwhile, we are seeing a decrease in the number of traditional nuclear families. How do we put a human face on the various forms of family units we now see—foster, adopted, step, grandparent/relative, gay/lesbian, interracial, etc.? To complement the differences we see, our discussions should also include the unifying commonalities across families—providing for basic needs, child rearing, socialization, establishing and maintaining cultural traditions, and delegating responsibilities and roles. We also need to be self-aware as we manage these discussions and explore any personal prejudices we hold, or have previously held, about nontraditional families (single-parent, adoptive, gay/lesbian, stepparent, multi-racial, etc.). We need to remember that today textbook depictions of families and family life still remain focused on a traditional nuclear family, with a few ethnic variations of this theme presented in the more progressive versions. These limited depictions of family units represent a standard of family against which we are all to measure our own. Have we truly made progress in our diversity and inclusion efforts when classroom assistance is still most often sought under the moniker of “room mothers?” Let’s hear it for the popular TV sitcom Modern Family, for its efforts to break down the stereotypes and perceptions of the nuclear family and include, embrace, and celebrate the diversity of our family evolution. This television show has opened the doors for us to include family structures in our diversity and inclusion discussions. PDJ July/August 2012




EMPLOYEE RESOURCE GROUPS: DEVOLUTION OR EVOLUTION? by Trevor Wilson Author and Global Human Equity Strategist, TWI Inc. DL



Throughout the conference, each ERG was asked to make a presentation on their progress to date and plans for the future. I was impressed that the organization had ventured beyond the usual constituencies of gender, race and sexual orientation to create several other non-traditional employee resource groups. For example there was an ERG for English as a Second Language employees, an ERG for new and young employees, and even an ERG for faith-based employees. From the outside it appeared as if the organization’s diversity strategy was inclusive and the established, sanctioned ERGs covered all bases. However upon closer inspection there was one very important group missing. I generally refer to this group as SWAMS, i.e. straight, white, able-bodied males. It turned out that I was not the only one who had noticed this “oversight.” In fact I was informed that a new employee resource group dedicated to SWAMS had organically formed in one of their regional plants. They called themselves WOMEN, an acronym which stands for the White, Original, Men’s Employee Network. The organizations’ leadership was not amused and did not consider the possibility of sanctioning this upstart ERG. This particular organization was in a resource-based industry which has been dominated by straight, white, able-bodied males for the past century. So how was it that this group was not seen as worthy of being part of the organization’s well-developed and long-standing affinity group network? The unarticulated and somewhat politically incorrect answer is the belief that this group faces no employment barriers, no discrimination, and no unfair treatment, which is the reason straight, white, able-bodied males have held power positions in most organizations for so long. I would suspect that this model of “SWAM exclusion” is prevalent in most organizations pursuing diversity today. It is important that as organizations move beyond diver-



July/August 2012

sity, towards human equity, that the role of the employee resource group also evolve. In the early stages of the diversity journey the employee resource groups’ role is to be an internal advocate for their particular constituency. For example, if I am a member of the African-American group, then I am to come to the table advocating for the issues and interests of African Americans. My role is to help the organization identify and remove any barriers that stand in the way of my group’s selection, development, promotion and ultimate success. I was amused to see that every resource group at this ERG conference had an almost identical mission statement. The women’s group’s mission was “to help the company become the employer of choice for women.” The minority group’s mission was “to help the company become the employer of choice for people of color.” In fact, all eight ERGs had exactly the same mission with only the name of the group being different. This approach breeds a dilemma, identified years ago by Nelson Mandela. He called the phenomenon “the hierarchy of inequity.” This is the notion that the exclusion or bias I face as a black man is somehow more important than the inequity my fellow white male employee may face due to his age, education or historical group membership. The hierarchy of inequity breeds the insidious and destructive mindset that until you are finished dealing with the unfairness facing my group, you should not start dealing with the inequity facing any other group. When the situation devolves to this point, then the role of the ERG must evolve. The focus needs to move beyond group to an individual talent discussion. Instead of focusing on barriers that only impact my group, the focus must evolve to identify barriers to becoming the employer of choice for all. In cases like the one referenced above, a good place to start is with the group that has traditionally been excluded from the diversity strategy, i.e. straight, white, able-bodied males. My last word to the leaders of the organization was to fully sanction the WOMEN group and make them a part of the solution rather than a resentful problem. PDJ




By Pamela Arnold, President, AIMD DL and Terri W. Kruzan


to powering up your GPS before starting on a long road trip—enabling you to be strategic and make plans in advance to work through organization culture roadblocks and to capitalize on shortcuts to accelerate progress. Over the last 28 years, The American Institute for Managing Diversity, Inc. (AIMD) and its affiliated researchers have seen many evolutions in organizational culture occurring in all types of organizations—public, private, and nonprofit. Some of these evolutions are impacting the progress of effective diversity management. One is the gradual but consistent emergence of a stronger performance/execution focus within organizations. Another is the increasing influence of building and maintaining personal relationships as the preferred way to get work done and achieve individual success. We see signs that the emergence of the performance/execution focus can accelerate diversity management progress, while at the same time the increasing influence of personal relationships is continuing to derail many efforts.

Building and Maintaining Personal Relationships

Let’s delve more deeply into the personal relationships culture driver. It is nothing new—‘knowing the right people’ as a tool for developing business and personal promotional opportunities has been around for a long time. The difference today is that the structure of many organizations is requiring increased collaboration across functions, units, and geographical locations. To be successful in this new

world, individuals have increased their dependence on networking and building relationships just to get their jobs done. This new way of working is inadvertently also increasing the use of informal promotion and development systems based on ‘knowing the right people’— because it is easier, faster, and congruent with how operational work gets done. While at the same time, it decreases organizational culture support for implementing more formal promotion and development systems, based on clear job objectives, competencies and performance. From a diversity management perspective, if you can identify your organization as a ‘relationship-based’ culture, you will know in advance that formal development and promotional systems/practices will need to be carefully tended and strategically reinforced.

High Performance/Execution Focus

At the same time, the stronger high performance/ execution focus emerging within many organizations can be utilized as a support for diversity management work. If an organization is more than just talking about valuing performance—and if it is operationally efficient at goal setting and holding people accountable for executing against these goals, developing clear and measurable diversity management goals can accelerate progress. It is important to emphasize that this high performance/execution focus is in reality only emerging in most organizations. There are not many true meritocracies—and work still needs to be done to verify that the how of achieving goals is just as important as the what. But performance/execution-focused cultures are more able to hold the organization itself and its people accountable for results. PDJ July/August 2012




THE NEW “D” WORD by Nadine Vogel President, Springboard Consulting LLC DL



If you’re thinking disability, you’re close, but actually, it’s disclosure—and it’s a discussion taking place around the world. No matter the country, whether there’s disability legislation but no formal disability hiring quotas such as in the U.S. or the U.K., or in France, China, or Spain where there are hiring quotas, it is clear that employers are struggling with how to make employees feel comfortable in disclosing their disability. Specifically, employers are trying to understand if it’s their corporate culture, fear, or some other issue preventing such disclosure. Most D&I and even HR professionals will tell you that often the lack of disclosure is due to fear, whether real or perceived. Some of the most common fears we hear are: • How the individual’s manager will respond • The manager will share the information with the team and how the team will respond in return. • The fear that once they disclose, whenever they are out of the office, it will be assumed it is due to their disability. After all, disability is often equated, incorrectly, with illness. • Fear that any requirement relative to an accommodation will be viewed incorrectly as a performance management issue • The company culture is not in support of people with disabilities. Interestingly enough, although fear may certainly be a component of one’s decision to disclose or not, we must keep in mind that job seekers and employees with disabilities are regularly faced with the decision of whether to disclose their disability and if they do, there is great uncertainty of when, how, to whom and for what purpose.



July/August 2012

Remember, whether someone is born with a disability or acquires one due to an accident, sickness or aging, they’re not handed a handbook that tells them how to someday disclose to an employer. At the end of the day it’s about employers providing guidance to assist these individuals in making such decisions with thought, care, and knowledge while helping recruiters, managers, and HR professionals respond in the same manner. In fact, it has become a corporate best practice to provide an electronic tool that does just that. Whether you choose to utilize an existing tool or create your own, the critical items to address are: 1. A decision tree that helps determine the need, decide when, and how. 2. Consider consequences that include why I’m telling, whom I’m telling, what I’m telling and how much, and probably most importantly, why. 3. Process decisions that include preparing for the meeting, other things to consider, and what exactly to include in the delivery. 4. Beyond disclosure to the interactive process and workplace supports/productivity tools, i.e. reasonable accommodations, from the individual’s perspective. In using such a tool you’ll need to decide if it will be housed on your company’s intranet site or on an external site that your employees have anonymous access to. Keep in mind that disability disclosure is a personal decision and one that should not be taken lightly by anyone. Because it’s such an important decision and one that impacts both the individual and the employer, it is to everyone’s benefit to be armed with quality information and guidance, i.e., tools, to ensure the process and end result is straightforward, simple and successful. 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.




President and CEO, JBK Associates, Inc. DL


Over hundreds of high-level executive searches conducted by our team, even enlightened and inclusive employers routinely say that “gender is not really the issue.” How is gender not an issue? Women make up more than half of management, professional and related occupations but just 14.1 percent of Fortune 500 executive officers, 7.5 percent of Fortune 500 top-earners and 3.6 percent of Fortune 500 CEOs, according to Catalyst. The situation hardly improves beyond the Fortune 500. Just 3.9 percent of Fortune 1000 firms are headed by women, and USA Today reports that just 3.2 percent of 3,049 publicly traded companies have female CEOs. This gap does not result from lack of female ambition. Even high-potential women who are proactive in their careers fall behind, according to a 2011 Catalyst study, and these are the women who do everything right when it comes to career management. Nearly every week I meet women who have the talent and tenacity to reach the top, yet they rarely make it. How do we change that? To start, simple adjustments can make a big difference in attracting talented women. I spoke recently to a top candidate whose decision to take a senior-level job may depend on whether she can work from home once a week to ease the burden of a 120-mile roundtrip daily commute. She’s a single parent—more than 85 percent of singleparent households are headed by women—and her request may be non-negotiable. She is not alone in wanting flexibility. In a 2012 survey of 550 high-level Wall Street women, women

cited having more control over work arrangements as the top thing they would negotiate for besides money if they were starting a new job. Fairness does not have to mean identical arrangements for every employee, and companies that want to attract top women may need to make adjustments. Retention and development present more challenges. New Federal Reserve Bank of New York research reported by Reuters suggests that “opting out” remains a reality. Fewer women are in the pipeline, and companies with top jobs to fill typically tell our team that their internal women are “not ready.” It’s crucial to prioritize strategies to retain and develop women. Changing the culture may be the toughest hurdle. Senior management sets the tone, yet in 2012 research from McKinsey just 25 percent of women said they believe that their CEO is committed to gender diversity, and just 13 percent believe that their company’s top managers are committed to gender diversity. Here’s the good news—change will happen. Within the next five to seven years a seismic demographic shift will force employers of all sizes to rethink the way they manage talent. The global workforce is shrinking, 10,000 U.S. baby boomers reach retirement age every day, and white men now account for just 17 percent of the educated global workforce, according to economist Sylvia Ann Hewlett. Companies that want to compete will do what it takes to acquire, retain and develop top talent. And that top talent has to include women. PDJ

Julie Kampf is president and CEO of JBK Associates. Kampf has much experience in the field of consulting on recruitment and retainment in the workforce. July/August 2012




DIVERSITY CHARTERS IN EUROPE by Myrtha Casanova President, European Institute for Managing Diversity



becoming a member shortly) with their own governance systems, 23 official languages, 271 regions and countless ethnic, cultural and religious communities living in Europe. The Diversity in Europe research carried out a decade ago showed that in 2000 some 20 percent of companies based in northern Europe were involved in managing diversity. While in southern Europe only one company per thousand was aware of diversity as a strategic corporate issue. Only a few years later, in 2008, the Continuing the Diversity Journey project, with the European Union’s financial support, showed a spectacular change in attitudes and practices of the business community. It clearly demonstrated that 63 percent of larger companies in Europe were carrying out diversity and inclusion policies. However, the study also confirmed that only five percent of small and medium enterprises were aware of diversity as a business case. Furthermore, only 9.7 percent of third level education institutions included diversity in their policies and some are still working towards the introduction of diversity as an academic subject. Back in 2000 two European directives on equal treatment were adopted. One deals comprehensively with race discrimination in all walks of life. The other focuses on employment-related discrimination on the grounds of age, disability, religion or belief and sexual orientation. However, after a decade of the existence of the EU, equality law, discrimination, prejudices, and stereotypes still continue to prevent millions of people from fully achieving their potential and companies to benefit from their talents.



July/August 2012

Diversity is an asset, a great force for Europe that has to be cultivated and fostered, especially in difficult times of economic hardship. Diversity charters can therefore play an essential role in bringing about a change in Europe. Diversity charters are initiatives to which companies voluntarily adhere to as a sign of commitment to accepting, appreciating, and integrating diversity within their corporate culture. They operate mostly as private initiatives of companies collaborating with the administration and social agents to create awareness regarding the benefits of diversity. The role of diversity charters is to create awareness and encourage the participation of both the business community and public administration in fostering diversity policies in their countries. In addition, their representatives act as social agents who raise awareness and give support to a broad range of communities. They often create tools and promote exchange of experiences to increase companies’ efficiency and innovation. The Diversity Exchange Platform supported by the European Commission provides a meeting point for the organizations running the national diversity charters. At this platform the organizations can exchange experiences, best practices, tools and signatories throughout the European Union. Presently there are eight charters operating in the member states of the European Union (France, Germany, Spain, Italy, Austria, Sweden, Belgium and Poland) and five more are expected to be launched before the end of this year. The ultimate objective is to have in the near future an organization running a diversity charter in each European member state. PDJ


Making the D&I Connection OCTOBER 22-24, 2012 | CHICAGO, ILL.

The SHRM Diversity & Inclusion Conference & Exposition offers you the opportunity to learn how to produce positive and measurable results and change the way your organization does business. Join fellow HR professionals, diversity practitioners and other business leaders to get inspired by, collaborate and network with others who lead workplace diversity initiatives. This year’s conference covers a wide array of topics including how to: • make the business case for diversity and inclusion • develop a robust diversity and inclusion strategy that’s aligned with your organization’s business objectives • create a globally inclusive and culturally competent workforce • build measurement and accountability mechanisms … and much more.

KE YNOTE SPE AKERS Candi Castleberry

Chief Inclusion and Diversity Officer, University of Pittsburgh Medical Center

Leymah Gbowee

Nobel Peace Prize winner, columnist, Newsweek/ Daily Beast Africa

Jose Rene “J.R.” Martinez

The popular Game Changers series is back this year, featuring senior executives from Nationwide Insurance, Girl Scouts of America, Facebook, Peckham, Inc., SHRM, Xerox, The Office of Personnel Management (OPM) and Weyerhaeuser. These Game Changers will discuss their strategies, setbacks and successes in developing their D&I programs and will provide real-life models for your own efforts.

Reserve your seat today. shrm.org/conferences/diversity

Actor, motivational speaker and former U.S. Army soldier

Dr. John J. Medina

Developmental molecular biologist and research consultant




CSC’s “Global Get Fit Challenge” By Brandon Taube, Global Compensation & Benefits, CSC DL

A | We asked the leaders of more than 20 companies to share personal and corporate stories related to the Olympics. Corporate health and wellness initiatives, Olympic sponsorship and values and lessons taught from athletics are the three topics they elaborated on.

Prevent, Educate, and Balance at Akraya By Tanya Taneja, Director of HR, Akraya, Inc.



ellness and health are very important values at Akraya. Our mission statement is “People Come First.” This reflects the quality of talent we place as a staffing company but also our attitude towards our employees and their wellbeing. The cornerstones of our wellness program are three simple words: Prevent, Educate, and Balance. Prevent: We believe that the most important role of a company’s wellness initiatives should be to prevent illness and maintain the employee’s health. Prevention comes from educating and also from providing employees with a health-conscious work environment that supports healthy choices. The company provides its employees and spouses/children with free gym memberships to a nearby gym to make sure employees get enough daily exercise. Every Monday morning, a large basket of fresh fruit arrives to Akraya from a local farm to encourage employees to satisfy their appetite with a healthy treat. We find that there is no better team building exercise than doing sports together. One initiative we are pursuing is the “Akraya Sports Wednesdays,” a monthly sports event that occurs in a nearby park. We recruited our employees into teams and we play soccer, volleyball, and Frisbee together. The Akraya team also participates in local races for charity. For the last five years, we have been a returning Gold Sponsor and participant of the Race For Literacy, a 5K race with the goal to eliminate illiteracy in India. Educate: We also make sure employees have access to diet and healthy lifestyle counseling. At the local gym, employees are welcome to attend the complimentary nutrition classes as well as weight control counseling. We are also planning to start hosting on-site workshop lunches inviting experts to educate employees about healthy and green lifestyle choices as well as alternative wellness practices like Ayurvedic medicine. Balance: Akraya management truly believes in the adage “it is not the number of hours you put in, it is what you put into those hours.” Our flexible work schedule allows employees to adjust their work hours with their personal lives and start or finish work earlier or later. By investing in training, productivity tools, and monitoring employee workloads, we ensure that our staff is not overloaded to the point that they have to work long hours. PDJ



July/August 2012

ccording to Ralph Waldo Emerson, “The greatest wealth is health.” At CSC, our people are essential to business success. In an attempt to create a healthier employee population, CSC piloted an exercise initiative in the U.S. called the “CSC Walking Challenge” in 2010. The program leveraged the company’s partnership with the American Heart Association (AHA), using their online tool to track individual and team progress. The program generated high levels of interest and enthusiasm among U.S. participants, begging the obvious question, why not expand the program globally? So, in 2011, CSC introduced the “Global Get Fit Challenge.” Continuing to partner with the AHA and providing our own executive sponsorship to spur the effort, the results have been truly astounding. The goal was to increase levels of exercise while also facilitating networking and camaraderie among employees. It has done just that. The number of participants has nearly quadrupled and the number of teams shot up from 10 in 2010 to 66 worldwide in 2011. Additionally, participation demographics vary significantly: males and females, ages ranging from 20 to 50+, and employees who self-identified from “sedentary” to “extremely active” on a scale of current exercise level. This emphasis on health and wellness continues to capture the attention of our employees and leadership alike and discussions have already begun in preparation for the 2012 iteration. On a smaller scale, CSC has also begun to explore the idea of convening a grassroots running group. With growing interest and weather breaking, this very informal group would provide another opportunity to meet colleagues and get fit. While CSC may not train Olympic-level athletes, the emphasis on employee health and wellness continues to be a strong priority for the company and will only continue to increase as the momentum from our current programs grows. PDJ

Wellness Integrate with D&I

Metlife: Helping those with Chronic Conditions, Offering Incentives for Checkups

By Robert Polk, Director, Environmental, Health and Safety, Northrop Grumman Information Systems Sector DL


HEN OUR COMPANY embarked on an

By Thomas Ferraro, Vice President, Health & Welfare Benefits, MetLife


employee engagement initiative, our business sector sought to develop a broader, more holistic approach to the engagement model. We recently implemented a new strategic approach to our Wellness programs that held the premise that an emphasis on employee health boosts morale and enhances performance, decision making, creativity and innovation. As an information systems and technology company, this was critical for us. At the same time, reducing health care costs would allow us to reinvest in both our business and our people, strengthening our performance culture. With over 20,000 employees to engage, we saw the opportunity to create a strong synergy with Wellness and our D&I initiatives to leverage the great talent of that team. We ensured our Wellness programs were designed to promote inclusiveness across gender and cultural issues. Our Employee Resource Groups (ERGs) actively helped our wellness team identify topics and activities of broad interest and often helped provide planning support and logistics. Our activities evolved to be as broadly inclusive as possible, culturally appropriate, and integrated with the diverse comprehensiveness of our employees. These activities met many unique needs. Successful Wellness programs integrate with D&I by forming collaborations between our leadership and employees, lowering the barriers to participation, and significantly increasing engagement. A large employee base is efficiently included by leveraging the support and enthusiasm of ERGs, since they are a key component of our D&I framework. As we move forward this year with a long range Wellness plan, our activities will begin to reflect more green and sustainable concepts associated with health and fitness which our employees, across our diverse representation, have expressed enthusiasm about. We are also exploring aspects of wellness that support the company’s philanthropic goals, such as walks to raise donations for health issues. PDJ

t MetLife we believe that good health enables associates to be their best personally and professionally. We’ve made wellness a priority, helping associates modify risk factors and minimize complications of chronic conditions, improving their health while helping us avoid costly medical claims and boost productivity. Here are two recent examples of actions we’ve taken to support a healthier workforce: We designed our benefits to offer additional support for associates with chronic conditions, and we removed barriers and provided incentives to encourage primary prevention and risk reduction. Supporting Associates with Chronic Conditions In 2010, we integrated our disease management programs with the clinical case management services already offered by our national health plan providers, with a goal of engaging more associates and their family members who could benefit from these programs. As a result, more associates and family members with chronic conditions are receiving education and support to aid in reducing risks and managing their conditions more effectively. These positive changes are helping participants better manage their conditions and this is reflected in their claims. In fact, we’ve seen costs drop substantially for individuals with cancer and circulatory conditions. Removing Cost Barriers, Enhancing Rewards In advance of health care reform, MetLife moved to first-dollar coverage for eligible medical preventive care services. Simultaneously, we redesigned our wellness incentives to reward associates for seeking these services. We also added incentives for participating in disease management and clinical care programs. We are pleased that our approach is working. We have seen higher usage of preventive services, such as annual physicals, screenings and immunizations. Equally important, our engagement surveys tell us associates strongly agree that MetLife provides benefits that they value. PDJ

“Biggest Winners” Lose lbs. at Irell & Manella


HE LAW FIRM of Irell & Manella re-

cently implemented “Be Well@ IRELL,” a firm-sponsored wellness program. The goal was to inspire employees to do something that would translate into tangible results and in

turn spark enthusiasm for living a healthy lifestyle through exercise and eating right. They offered two competitions, “I&M’s Biggest Winner” (to encourage weight loss) and “Step It Up” (to encourage walking). July/August 2012

I&M’s Biggest Winner, Season 1, was a 16-week weight loss program with teams of two. The program started with a Biggest Winner-themed kickoff, followed by weekly weigh-ins and motivational diet tips. There were 26 teams WWW.DIVERSITYJOURNAL.COM




with a total of 52 participants. Season 1 results were 413.6 total pounds lost and an average weight loss of 4.06% of body weight. At the season finale, I&M awarded prizes to the top five teams. Step It Up, Season 1, was an 8-week walking program for individuals. This

program began by the handing out of pedometers for all participants, followed by weekly downloads of individual pedometers and motivational exercise tips. There were 121 participants in this competition. Season 1 results included 48,392,265 total steps, for a

Making Health a Mission at Raytheon

distance of 19,737 miles. According to the firm, both of these programs were a resounding success. The benefits of these programs were not just on a personal level, but continued to foster and support the teamwork environment at I&M. PDJ

By Dr. Sandra Stratford, Chief Medical Officer, Raytheon DL

Creating a Work Environment where Taking Care of Yourself is Encouraged



S THE CHIEF Medical Officer for a

Fortune 500 company, I believe there are many reasons to focus on the health and well-being of our employees. The Occupational Safety and Health Administration states that more than 30 percent of the current U.S. workforce age 51 to 64 have more than one chronic disease. And by 2020, employees age 55 and over will more than double in the workplace. With modern technology keeping employees more connected to the workplace, companies must make a concerted effort to combat preventable chronic diseases. We have a growing responsibility to ensure that our employees are fit to not only perform their jobs effectively in the face of increasing work demands, but to also lead healthy productive lives outside of the office. Raytheon is helping employees improve their health and wellness efforts through a companywide program entitled Mission:Health. Mission:Health offers comprehensive programs, services and resources for employees and their families to encourage them to adopt and maintain healthy lifestyles. We foster a culture that promotes employee health through establishing fitness programs and challenges, promoting healthy eating choices, providing on-site preventive health screenings, and covering preventive care at 100 percent. Raytheon also instituted an annual Healthy Worksite award which measures and recognizes locations that actively engage in supporting employee health and make wellness a priority. Today, approximately 55,000 of our employees work at a Healthy Worksite facility. We continuously work to develop new ways to increase employee participation in our health and wellness programs. This year, Raytheon introduced its first financial incentive for completing an on-site screening and our online health risk assessment to help employees identify potential issues and practices to improve their lifestyles. We are also piloting virtual nutrition counseling with our registered dietician. What does the future hold for our wellness initiatives? We can be sure that as our business expands globally, our wellness programs will follow. PDJ



July/August 2012

By Jim DeVries, Executive Vice President and Chief Administrative Officer, Allstate Insurance Company t Allstate, we believe that by supporting employees in improving their overall well-being we help them not only lead more fulfilling lives but we create a more productive organization. Our well-being program focuses on supporting employees in their journey to become physically energized, financially strong, mentally focused and emotionally connected. Last year we increased our efforts on well-being initiatives. We revamped our cafeterias to offer more nutritious meals and subsidized healthy choices. We also launched a well-being portal, which serves as a gateway to dozens of tools, resources and programs. To help employees achieve balance in their lives, we designed and implemented “Energy for Life,” a 1½-day workshop offered during the paid workday to employees of all levels. Based on an energy management course from the Human Performance Institute, it teaches employees the principles used by elite athletes to achieve peak performance at work and home. We also launched “Destination: You,” an activity tracking program that provides participating employees with an accelerometer that automatically uploads to a device at the workplace to enable them to calculate their daily steps and to participate in challenges. More than a third of our employees are participants. To bring wellness closer to employees, this year we opened an on-site health clinic and pharmacy at our company headquarters. We also provide financial incentives for employees and their spouses/domestic partners to participate in free well-being assessments, on-site biometric screenings and lifestyle coaching. In a 2011 employee survey, 91 percent of respondents agreed with the statement, “At work, I’m encouraged to pursue healthy habits that will improve my overall well-being.” We’re creating a work environment where taking care of yourself is encouraged and applauded, where we not only give employees time to participate in our well-being programs, but also make it simple and convenient to do so. PDJ

An Employee Health Initiative Health is Wealth as Global as the Olympics By Cindy Donohoe, VP of Benefits, BAE Systems, Inc.



purpose to “care and cure,” it’s natural that Novartis makes employee health a top priority. In 2011, the company launched Be Healthy, a global health and well-being initiative designed to support healthy lifeNovartis employees in Barcelona, Spain, styles, share knowledge, joined in a friendly game of tug-of-war as and help reduce injury part of the Be Healthy initiative. and risk of disease that can negatively impact people’s personal and professional lives. By the end of 2012, Be Healthy programs will have reached more than 95 percent of Novartis employees worldwide. A voluntary, prevention-focused effort, Be Healthy has four pillars: Move (exercise), Choose (healthy eating), Know (awareness of key health indicators), and Manage (support for managing health at work). Through Be Healthy, employees have access to resources like sports clubs, healthy food options, and the support needed to succeed at work when coping with chronic illness or disability. The initiative also maintains an extensive website, including a newsletter, an app, and an employee blog. In a post about the Know pillar, an employee in Cairo wrote: “I just checked my key health numbers. It was quick and easy. I encourage everyone to take the chance to begin a new lifestyle.” Each site in the Novartis network is free to tailor its Be Healthy activities to local interests and needs. Some sites have offered healthy cooking classes featuring local or even nonlocal specialties (such as sushi in Liverpool). Many have organized competitions, from charity runs and cricket matches to a “guess-the-calories” contest. “It was fantastic to run in the Novartis 5K with my eight-year-old daughter,” recalls an employee in East Hanover, New Jersey. Just as the Olympics spur athletes from around the globe to realize their full potential, Be Healthy has inspired Novartis employees in more than 50 countries to come together and improve their health and well-being. In both, teamwork is as important as individual commitment, as highlighted by an employee in Mumbai after the Be Healthy roll-out: “Having smoked for more than 30 years before quitting, I have taken a vow to convert at least one smoker to a non-smoker by yearend.” PDJ


T’S NO SECRET that the U.S. is fac-

ing the monumental challenge of skyrocketing healthcare costs. However, these costs could be dramatically reduced if a greater focus was placed on exercising and eating right. According to a report from the 2010 World Economic Forum, “eight risks and behaviors drive 15 chronic conditions that account for over 80 percent of total costs for all chronic illnesses worldwide.” But how do you encourage employees to be proactive about their health while lowering costs? As the head of benefits for BAE Systems, Inc., a global defense company, this was the challenge I faced in 2009. BAE Systems, Inc. was born from acquisition— more than 15 over the past ten years. Employees were covered by 30 legacy medical plans, with less than five percent engaging in any wellness program. Clearly, we needed change, and our solution was Health Plus. Health Plus Plan • Incentivize – Includes financial incentives to encourage employees to improve lifestyle choices • Educate – Provides “health coaches” who help employees create personal goals and provide education and support to achieve better health • Lower Costs – Incorporates a high-deductible medical plan that challenges employees to become smarter healthcare consumers By 2012, 32,000 employees were transferred to the Health Plus plan. As expected, not everyone was thrilled. But despite some initial resistance, the overall result has been a more engaged and energized workforce. Today, more than 68 percent of those in the Health Plus plan have engaged their health coaches, and I’ve received numerous personal accounts from employees who are experiencing lifechanging results. Each success story represents a milestone on our journey to a culture of health—an environment in which healthy lifestyle choices feel natural—and employees, their spouses and children lead better lives. PDJ July/August 2012





Butler Snow’s BalancedLives Holistic Well-being Approach By Tyra M. Whittaker, Human Resources Manager, Butler, Snow, O’Mara, Stevens & Cannada, PLLC


HE HEALTH AND wellness of our employees has always been

a priority at Butler Snow. As a multi-office regional law firm, we understand that the demands of the workplace can certainly be taxing at times, both physically and mentally. In 2009, we launched the BalancedLives workplace wellness program as a way to provide opportunities for our attorneys and employees to achieve a greater sense of balance between the demands of the workplace and home life. BalancedLives is a three-tiered approach to impacting our employees’ quality of life in the areas of health, fitness and energy. The program offers a variety of convenient services such as an on-site car wash service, dry cleaning pick-up/delivery service, meals-on-the-go and pharmacy pick-up/delivery. In an effort to encourage healthy eating and living, we also offer a Power Snack every Thursday across all offices. Additionally, we provide in-house exercise equipment and bicycles that may be used any time of the day, as well as discounted gym memberships and in-house exercise classes such as Pilates and Zumba. In late 2011, we also opened an on-site clinic in our Ridgeland office to provide convenient, free or low-cost medical care for our attorneys, employees and dependent spouses. Clinic services include treatment of both acute and chronic conditions such as cold and flu, high blood pressure, diabetes, annual physicals, lab work and much more. In addition to these service offerings, attorneys and staff also receive a monthly BalancedLives Newsletter and have the opportunity to attend bi-monthly EAP Lunch & Learn sessions on topics such as time and stress management. Since its inception, BalancedLives has evolved into an award-winning wellness program, with our Memphis office being recognized in 2012 as one of the Mid-South’s healthiest employers. We are proud of what we have been able to accomplish with BalancedLives and recognize that there are many opportunities to expand the program. We look forward to further integrating BalancedLives into our culture so that wellness isn’t just something that we talk about, but something that we live and practice each and everyday. PDJ



July/August 2012

Supporting American Heart Association at Union Bank By Frank Robinson, Senior Vice President, Public Affairs Manager, Union Bank DL


T UNION BANK we are committed to

responsible banking, which includes promoting the health and wellness of our employees and the community. We believe total wellness includes physical and fiscal fitness. We support programs that assist underserved diverse communities with health education, and for more than 20 years, Union Bank has been a proud sponsor of the American Heart Association (AHA) in its effort to fight cardiovascular disease and stroke. The statistics are sobering: • People of color are 1.5 times more likely to die from heart disease • People of color are 1.8 times more likely to have a fatal stroke • Heart disease and stroke are the number one and number four causes of death for African Americans • Cardiovascular disease is the number one cause of death among Latinos Over the last five years, Union Bank and its employees have helped raise nearly $2.5 million in support of the AHA’s critical research, education and prevention programs. Our support of the AHA’s National Walking Day and Heart Walk campaign has also been an opportunity for us to demonstrate our commitment to raising the awareness of the health benefits of physical activity through walking. We’re also working with the AHA to host a series of health and wellness expos at select Union Bank branches in ethnically diverse communities. The expos feature individual health screenings and consultations, including blood pressure checks and cholesterol screenings, Body Mass Index, glucose and hemoglobin screenings, and financial wellness check-ups. At Union Bank, we recognize the importance of investing in the total wellness of our employees and our communities, and we believe the AHA’s “Life’s Simple 7” is a good guide to follow—Get Active, Cholesterol Control, Eat Better, Manage Blood Pressure, Lose Weight, Reduce Blood Sugar and Stop Smoking. PDJ

Having the right people matters Your talent is our greatest investment vanguard.com/careers Vanguard is an Equal Opportunity Employer.

Š 2012 The Vanguard Group, Inc. All rights reserved. PROFILESINDIVERSITY 062012



Lessons from Running for Partner at Lewis and Roca

W Stick It! Two Words that Influence My Career By Alexis S. Terry, Director, Diversity + Inclusion, ASAE: The Center for Association Leadership


hen I close my eyes, I can recall the butterflies in my stomach, grueling team workouts, and the time in my life when yelling and cursing from superiors felt motivating. It was the first week of cheer camp. Although it was more than ten years ago, I recall a specific gymnastics routine when I lost focus for half of a second and caught the fall of a teammate from a three-tier pyramid with just my face and continued with the routine as if nothing happened. The shiner was an awesome souvenir to accompany our first-place trophy. Lessons learned continue to influence my work ethic and values, including a determination to win and put more people in the game, a commitment to be the best squad, and an acute awareness of the need to challenge assumptions about our sport. Here are three routines that still influence my career: 1. Stick It! Cheerleading and gymnastics teach the discipline of follow-through. Before major cheerleading competitions, our coach would say: “When you get out on those mats, I’m going to ask you not to be nice. Be bold. Stay focused. Stick it!” The same mantra and discipline is needed in my work. I embrace whatever “it” is—a task, commitment, workout routine, career objective—and see it through. The ability to say it and then to stay with it is critical to winning. 2. Take the good with the bad. More than ten years ago, I was well aware of the stereotypes of cheerleaders. Our images of sports or athletes don’t often match our images of competitive cheering or cheerleaders. Still, the most subtle and pernicious labels led me to a greater appreciation for differences. Labels also taught me that in my career and in life, one of the greatest challenges is to remember that timing is important when competing or changing the game. 3. Diversity and inclusion isn’t just an industry: It’s an organizational imperative. If you’re like many people, you’re probably thinking that competitive cheerleading is not a real sport. Similarly, sometimes when I tell people that I am a diversity and inclusion practitioner, they don’t believe it’s a real field or discipline in organizational management. For me, leading diversity is not just a hobby or activity organizations do, but the way to get things done. When I wonder why we don’t have more practitioners in organizations, or competitive cheerleaders in school athletics, I’m reminded that the past is a present, and general awareness is still a goal of my work and sport. PDJ



July/August 2012

hat do running marathons and practicing law have in common? The opportunity to buy lots of great shoes of course. Needing a stress reliever, I started running on my lunch hour. I ran my first marathon seven years ago as an associate at a small law firm. Now, I’m a partner at a large firm preparing for my seventh marathon. Looking back, I can see beyond the shoes to the lessons running has brought my legal career. Running marathons has taught me that I must have a clear goal, a detailed plan, and a heart-felt commitment. It doesn’t matter if I have to run in the rain, trip over a rock, or step on a snake. I have to keep going. This same approach is critical for success as an attorney. Just like I didn’t get off the couch one day and run a marathon, I didn’t just walk out of the library a skilled trial lawyer. Regardless of the obstacle—a judge rules against me, opposing counsel criticizes me, or the copy machine breaks down—I know I have to go to trial and be my best anyway. Marathon running has also taught me that it takes determination to achieve any goal. Just as training involves many long, hard, and painful runs, practicing law involves many long, hard and painful billable hours. Without determination, I wouldn’t train—no matter how cute my running shoes are. And if I didn’t love practicing law, I wouldn’t put in the long hours—fabulous new pumps or not. I would not be the attorney I am today without the lessons I have learned logging the miles on the pavement. My time on the road will continue to be an integral part of my success. Almost as critical as having great pumps. PDJ Caryn Tijsseling is a litigation partner in Lewis and Roca’s Reno office. Her employment law experience includes advice and counseling on workplace wellness programs, ADA and FMLA requirements, employee handbooks, complex wage and hour issues, restrictive covenants, and non-compete agreements.

Schwab Paralympian Pushes Beyond ‘Perceived Limitations’


WAS BORN without hands or feet, but my dream was to

walk, run and be the fastest in the world. My dream was to make a difference, become a voice, and challenge the stereotypes people have of others with disabilities. I am a firm believer that “if you can dream it, you can achieve it,” so I started running track at age 15. Even though I came in last at every race, running was a way to make friends. During my junior year, I was introduced to my “flex feet,” carbon-graphite feet which are bolted to prosthetics. By my senior year in high school, I was consistently coming in second- and third-place, running times close to Paralympic world records. I knew that if I concentrated and visualized myself running, I could break those world records. As a four-time Paralympic Gold Medalist and five-time World Champion sprinter, I can say the most important lesson I learned on the track was the concept of pushing myself beyond my own perceived limitations. My competition was always just as passionate about winning as I, so when I was beaten in a race I would just bounce back by training with more focus and intensity. Athletics has taught me how to overcome adversity and take risks; it has also taught me how to not take things personally. I translated these values into my career with Charles Schwab. I came to work for Schwab because of its outstanding

reputation for customer support. I am a member of the Advisor Services Production Support Group. I apply those learned values from athletics to promote my ideas and help create a more functional environment, which I believe has made me a more productive team player and leader. I’ve had the honor of being the recipient of several awards, including the International Olympic Committee Presidents Disabled Athletes Award. My greatest honors came this year: I was nominated to be inducted into the Olympic Hall of Fame, Class of 2012; I was a Team USA Athlete Ambassador and helped prepare the 2012 Olympic and Paralympic teams before their departure for London; and I was able to share my story more broadly through my memoir, Fastest Man in the World: The Tony Volpentest Story. As I look back, none of those honors would have been possible had I not pushed myself beyond my own limitations. PDJ

Failure is Never an Option for Strasburger & Price Partner By Earsa R. Jackson, Partner, Head of Franchise & Distribution Team, Strasburger & Price, LLP


am a big proponent of sports. Basketball and track taught me some valuable lessons which have translated well into my professional career. First and foremost, I developed the attitude that failure is not an option. The true champion always goes the extra mile to outwork the opponent. Performance doesn’t just happen once you hit the court or the field, it begins when there is no crowd cheering you on, just guts and determination to train quietly so you can compete

at the top of your game. I learned to never be comfortable. To be the best, you have to continually work to stay at the top. One must make a lifetime commitment to excellence to be successful. Sports taught me teamwork. That skill has carried over nicely into my profession as I frequently must put teams together for client projects. Each client, like each game or competition, is different and requires special attention and preparation. No two clients are the same and

should never be treated as “routine.” Sports taught me how to deal with adversity and challenges. Will you rise to the occasion or sit paralyzed thinking about the obstacle? The true champion needs no outside applause or cheer but is always able to dig a little deeper to overcome the challenge. Every day in my profession, I am presented with my clients’ problems and challenges. I must find ways to help them overcome obstacles. I must July/August 2012

design a game plan uniquely suited for the particular challenge. I have to understand the client’s end game before I can develop the best plan for my client. I owe much of my professional success to sports. I attack each problem with the attitude that failure is not an option. Because of this attitude, I deliver superior outcomes for my clients. PDJ



Chris Hamilton Photography

By Tony Volpentest, Charles Schwab & Co, Inc.



Own Your Role

The Ties That Bind By David Casey, VP Workforce Strategies and Chief Diversity Officer, CVS Caremark DL

By Elizabeth A. Campbell, Partner and Chief Diversity Officer, Andrews Kurth LLP DL


aving had both the ability and opportunity to participate in team sports, I learned some life lessons and principles early on that I feel have the same universal truths and applications today as they did then. I frequently recount the story of my middle school basketball team. It was a year in which the kids in my all-black neighborhood were transported miles away to an all-white neighborhood as a mandate of court ordered desegregation. The early days of the school year were filled with tension, uncertainty, and trepidation from those of us being bused as well as those students now sharing the hallways with people unlike any they had ever been within such proximity before. Months into the school year, the hallways were still laden with an air of unease, but it wasn’t long before the basketball season started. I remember the day I noticed that one of my team mates had a tattoo (not sure how or where an eighth grader got a tattoo) of a burning cross on his forearm. Keeping in mind I had not seen many tattoos at that point in my life, let alone tattoos of this sort, it wasn’t hard to discern what it symbolized. This kid and/or whomever exercised their artistic license on his arm, was probably in the Klu Klux Klan—at a minimum a wannabe or actual sympathizer. How could this be? This is the kid who fist bumped or high-fived me after every successful execution of the X’s and O’s the coach had drawn up. I now had visions of this kid parading around a burning cross at night with his white-sheeted comrades. Yet none of that played out on the court. I never heard the “N” word and never felt a hesitation to make the pass to myself or one of my fellow inner-city transplants. I have no memories of our coach giving us the “We are one” speech (that inevitably results in a slow clap). At the age of 13, we somehow possessed an innate intuition that neither skin color nor neighborhood of origin mattered—on the court. I transferred schools soon after that year so I don’t know what happened to that kid. In fact, I never heard him actually say anything about the tattoo or what it symbolized. What I do know is our court, our uniforms—for us, for that year—defined the ties that bind. The only thing that mattered on the court was what we were there to accomplish—to win and to win together. We went undefeated that year. PDJ



July/August 2012


EAMS TAKE MANY FORMS. My earliest memories are of my family,

especially my siblings. I am the oldest of four and admittedly possess several stereotypes associated with the oldest—e.g., bossy and controlling. I knew my place; I knew my role. I was held responsible and accountable for virtually everything my team (of siblings) did. As I grew older, my love of baseball led me to play competitive softball—which I still do today. In my heyday, I played first base and cherished my role as a leader on the infield. I had to know and communicate the number of outs, the batter’s count, and where the play was (at first, or at second then first, etc.). I knew my role and took ownership of my responsibilities every time I took the field. Professionally, I also value my relationship to a team. It is often the first thing I assess when taking on a new assignment: what is my role vis-a-vis my fellow co-workers and clients. I ascertain my role, my specific responsibilities and associated expectations, and then I own it. Every successful team is made up of role players and I make every effort to be a great role player: the one who accepts her role on a team and then excels at it. I willingly put in the time to improve my performance and, consequently, that of my team mates. For the old saying is true: any team is only as strong as its weakest link. I never want to be that person. Indeed, by working together as a team and owning our individual roles, we can maximize our performance. As it is with my performance on my Michigan alumni softball team, so it is with my professional engagements—I suit up, ready to play, and I own my role! PDJ

“Winning and Diverse Teams” Important By Lauventria Robinson, Vice President, Diversity Business Development, The Coca-Cola Company


BELIEVE THAT sports and athletic activity is a universal language,

and also a perfect example of how teamwork needs to be at the heart of projects to reach objectives and the best results. In my career, I have also sought to be part of and develop “winning and diverse” teams. I have learned from experience that in order to achieve your goals, you need a variety of perspectives to generate winning results. An importance leadership characteristic that I look for in my team is “cultural competency,” or the ability to effectively work with diverse individuals. As the workforce becomes more diverse, this competency will become increasingly critical to all leaders. PDJ

MAKE AN IMPACT WITH A CAREER AT SHELL. LET’S BUILD A BETTER ENERGY FUTURE. 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

Alternative Work Schedules


Health and Wellness Programs


Work and Family Programs n

Employee Networks/Mentoring

To learn more and apply, visit www.shell.us/careers.

BE PART oF THE SoLUTIoN. @ShellCareers

Shell is an equal opportunity employer.



Training and Development



The Hartford: Supporting Paralympics Since 1994 By Paul Nitz, Senior Underwriting Assistant, The Hartford


Alongside Olympic Athletes, TD Ameritrade Strives for Better By Karen Ganzlin, Human Resources Officer, TD Ameritrade, Inc.


s a sponsor of Team USA, TD Ameritrade saw an opportunity to align its core values to those of the U.S. Olympic Committee (USOC). The company is participating in the Team USA Career Program to support Olympians and Olympic hopefuls as they pursue their Olympic dreams and subsequent transition into the job market. Three Olympic hopefuls are currently employed as interns at TD Ameritrade branches. When these athletes aren’t training in their respective sports, they’re working alongside other associates, learning the business. For associates, being connected to the athletes on a more personal level makes them feel closer to the Olympic experience and proud to work for a firm that supports Team USA. For athlete interns, it’s been a rewarding experience. As U.S. Olympic fencer James Williams and TD Ameritrade intern said, “Both TD Ameritrade and Team USA have cultures centered on constant improvement. While being the best is a comparative quality, I believe the most effective mental approach is to just try and be better than you were the day before.” TD Ameritrade is also sponsoring five athletes: U.S. Olympic diver David Boudia, U.S. Olympic swimmer Natalie Coughlin, U.S. Olympic gymnast Jonathan Horton, U.S. Olympic hurdler David Oliver and U.S. Olympic fencer Mariel Zagunis. They will represent TD Ameritrade leading up to and during the games. Unlike nearly every other National Olympic Committee around the world, the USOC is one of the few that does not receive government assistance or tax dollars. Nearly their entire budget comes from sponsors. With this in mind TD Ameritrade created fundraisers to give associates the opportunity to personally support the team, like developing an Olympic t-shirt, an initiative that raised $10,000 for Team USA. This represents just a handful of ways the company has embraced its involvement with the Olympics. TD Ameritrade, like many Americans, are inspired by Olympians and Olympic hopefuls and proud to support Team USA as they strive to win this summer in London. PDJ



July/August 2012

HE HARTFORD HAS been a supporter of

U.S. Paralympics since 1994. In a groundbreaking agreement in 2003, The Hartford became a founding partner of U.S. Paralympics, the first and only insurance carrier to pledge support to U.S. Paralympics and its 300 elite athletes. The Hartford felt that there was a strong connection with disability offerings and U.S. Paralympics, and thus created a partnership where the company’s support directly enhances U.S. Paralympic programs and supports the athletes. The Hartford’s Achieve Without Limits campaign was launched last March to inspire Americans to achieve their own dreams and has brought awareness to the inspirational stories of U.S. Paralympic athletes. The campaign has also provided opportunities for consumers to engage with these elite athletes, be inspired by their stories, and understand what it means to achieve without limits. In addition, since August 2011, The Hartford has hosted the Achieve Without Limits Contest, where people were invited to share their own goals. The top contestant in each of three categories received a cash award and a U.S. Paralympic athlete mentor to help put their plan into action. Since January, these finalists have reported back to The Hartford’s Facebook community on their progress via Facebook posts, videos, and pictures. The grand prize winner will be announced in early June and will receive a trip to the London 2012 Paralympic Games to cheer on Team USA. U.S. Paralympic athletes embody the energy, confidence, and optimism at the very heart of achievement. U.S. Paralympians inspire everyone to break through limitations to achieve greatness. The Hartford plays a key role in helping these amazing athletes “Achieve Without Limits.” PDJ

A Look at Team Citi’s Paralympic Athletes Kari Miller fter serving in the U.S. Army with stints in Bosnia and Korea, in 1999, Miller was hit by a drunk driver, resulting not only in the loss of both of her legs, but the life of her friend that was in the car with her. In 2004, Miller began attending classes at Parkland College in Champaign, Illinois, and playing on the University of Illinois wheelchair basketball team. It was there that she was introduced to sitting volleyball and, although she knew nothing about the sport previously, was immediately hooked. Miller was named to the U.S. Paralympics Women’s Sitting Volleyball National Team in 2006, just prior to the World Championships in Roermond, The Netherlands. The U.S. finished fifth. She said the experience of competing at the World Championships made her want to work harder, so she transferred to the University of Central Oklahoma (UCO) that August to devote more time to volleyball and continue her education in biology and veterinary studies. After transferring to UCO, Miller, a track athlete in high school and the Army, received a pair of running legs from Hanger Prosthetics. She ran in her first track meet at the Endeavor Games in June 2007. Miller can forever cherish the hard-earned silver medal



that she won with the U.S. Paralympic Women’s Sitting Volleyball Team at the 2008 Paralympic Games in Beijing, China. Miller served as a starter for Team USA when they took the silver medal at the 2010 Sitting Volleyball World Championships. She was also ranked No. 1 in 2010. Carlos Leon arlos Leon, a veteran of the U.S. Marine Corps, was injured in a diving accident in 2005. After meeting five-time Paralympian Gabriel Diaz de Leon at a USOC Paralympic Military Sports Camp, he was encouraged to get involved in field events. At the 2007 Parapan American Games in Rio de Janeiro, he came away with two medals and shortly thereafter learned he had been selected as a member of the 2007 U.S. Paralympics Track & Field Elite Team. This was the first step on his journey to Beijing, where Leon made his debut in the Paralympic Games in September 2008. Leon currently lives and trains at the Lakeshore Foundation in Birmingham, Alabama, an official U.S. Olympic and Paralympic Training Site, as part of the U.S. Olympic Committee’s Veterans Paralympic Performance Program (VP3). He has also been playing wheelchair basketball as a member of the Miami Heat Wheels since 2006. Leon enjoys sports, training and reading. PDJ


Highmark: Official Health Insurer of the USA Olympic Team By Steven Nelson, Senior Vice President of Health Services Strategy, Product and Marketing, Highmark


REAMING OF BEING an Olympic ath-

lete is something like dreaming of being an astronaut. As a little boy, I remember when my friends and I would talk about what we wanted to be when we grew up, and I often said I wanted to be a baseball player and an Olympian. Now that I am grown up and unfortunately, not an Olympic athlete, I am proud to work for Highmark, the official health insurer of the U.S. Olympic Team since 2005. Highmark provides health insurance to thousands of elite athletes across the country. Among the millions of

diverse members are the thousands of elite athletes Highmark has been entrusted to keep healthy and well over the years. These Olympic athletes participate in more than 45 different sports and use their health insurance while training, competing, and traveling within the United States and overseas in the Winter, Summer and Paralympic Games. It is with great pride that Highmark provides health insurance to these athletes who represent—to the nation and the entire world— what is best about this country. These athletes come from all walks of life. July/August 2012

Each has an amazing story to tell about their diversity and how it has impacted their lives and has helped them achieve greatness. In these athletes, we see ourselves with our own health issues and goals in mind, our own struggles and triumphs, and our own hopes and dreams. We’re happy and honored that at Highmark, which strives to create a diverse and inclusive culture, we can help these Olympic athletes and our millions of diverse members across the nation achieve their dreams. PDJ WWW.DIVERSITYJOURNAL.COM




Aetna Empowers Olympians and Customers By Matthew Hunt, Managing Director, Health Services, Aetna International


HE OLYMPIC GAMES are an exciting

time for competing athletes and a source of great inspiration for audiences worldwide. It is a time to showcase the best sporting talent—a real testament to what the human body and mind can achieve. At Aetna, we empower our members to live healthier lives by helping them to make positive, informed choices about their health and well-being. It was therefore natural for our organization to provide support to athletes competing in the Olympic Games, given that we share a common belief in health and wellness. This includes serving as the major commercial sponsor of the United Kingdom Beach Volleyball team, given that our international operations for health benefits and health management solutions are based in London.

Exercise, one of the key drivers to improved health, can help to reduce stress, anxiety and depression as well as improve cognitive abilities and self-confidence. Beach volleyball provides an ideal way for individuals to exercise, as it combines teamwork and fun with skill and fitness. We believe engaging individuals in their well-being is key to not only improving their health, but helping with workforce factors such as presenteeism, absenteeism and productivity. Understandably, few people can devote the same amount of time required to be a world-class Olympic athlete, but there are innovative ways to engage individuals through coaching programs, workplace health servic-

es and interactive tools, to name a few. Aetna is able to provide these solutions to both our employees and customers through a wide range of health insurance and health management programs. Overall, the Olympics is a great time to inspire all of us to take better care of our bodies and minds as we marvel at the power, speed and endurance of the world’s best athletes. At Aetna, we are passionate about health and will continue to help our members make informed choices that help them to achieve their best health. PDJ

Chobani Feeds and Sponsors Athletes By Tiffany Vandemark, Director of Wellness Initiatives, Chobani


’m proud to share that Chobani is the Official Yogurt of the 2012 U.S. Olympic and Paralympic Team. We’re “naturally powering” Team USA, as Chobani is served at the U.S. Olympic Training Centers in Colorado Springs, Colorado; Chula Vista, California; and Lake Placid, New York; and will be at the USA House and High Performance Training Center during the London Olympic Games. As a natural extension of our partnership with the USOC, we’re also sponsoring six U.S. Olympic and Paralympic athletes: Lauren Cheney (2012 U.S. Olympic hopeful and 2008 gold medalist, soccer); Lashinda Demus (2012 U.S. Olympic hopeful and 2004 Olympian, track & field); Matt Grevers (2012 Olympian and 2008 (twice) and silver medalist, swimming); Steven Lopez (2012 Olympian and three-time Olympian and medalist: gold (2000 and 2004) and



July/August 2012

bronze (2008) medalist, taekwondo); John Orozco (2012 Olympic hopeful, gymnastics); and Allison Jones (2012 Paralympic hopeful, cycling and five-time Paralympian and four-time medalist in cycling and alpine skiing in Summer and Winter Paralympic Games: gold (2006) silver (twice, 2002), silver (2008). I’ve been involved in the fitness industry my whole life, and it’s always been a dream of mine to be part of a company that’s involved with the Olympic Games. It’s an honor to represent Chobani as we power Team USA and our Team Chobani athletes to the podium this summer. Our agreement with the USOC runs through the Sochi 2014 games, so we’re extremely committed and look forward to supporting Team USA in the years to come. PDJ

Global Diversity

Above, one of the best examples of corporate social responsibility, Starbucks uses Fair Trade-certified ingredients and engages in community-based development projects like the CARE International development project in Ethiopia.

| A Closer Look at Corporate Sustainability with global diversity consultant Melissa Lamson

Today many company leaders are talking about global diversity and sustainability. What do they mean? A: Well, there are two issues: firstly, diversity managers are looking for ways to create sustainable change within their organizations on a global scale. That is, they want to make sure their diversity strategy includes training and diversity programs that impact a shift in attitude and



July/August 2012

behavior within the global workforce as a whole. The objective here is to create a lasting change with regards to diversity and people management in their organization globally. But secondly, there is newer movement—just evolving—where companies are looking at how their business model, that is, the way they do business day-to-day, impacts social sustainability within the communities that they exist and operate. One is more internally focused and the other external.

| Cadets Experience Global Diversity by Interning at Five Multinational Firms

McDonald’s even has its own corporate social responsibility website. A sustainable supply chain strategy, engaging the community, and corporate philanthropy through their Ronald McDonald House charities are ways they are implementing CSR.

The United States Air Force Academy (USAFA) will unveil an inaugural initiative this summer to employ an innovative way to build multicultural competencies throughout the Cadet Wing. Eleven cadets will embark upon a pilot program entitled Ambassadors of Inclusion (AoI). The internship phase will be executed this summer. The AoI is a concept that builds on the United States Air Force Diversity Strategic Roadmap: A Journey to Excellence (2010) and the Military Leadership Diversity Commission’s (MLDC) Report (2011). In both documents, all Department of Defense (DoD) personnel are challenged to: … understand the importance of diversity, including mutual respect, thereby helping to promote and strengthen an Air Force culture that values inclusion of all personnel in the Total Force and views diversity throughout the workforce as a force multiplier in accomplishing the mission of the Air Force ... Thus, understanding and managing concepts of diversity on a number of levels—demographic, cognitive, behavioral, organizational, structural, and global—matters to the Air Force. The USAFA—in collaboration with the Defense Equal Opportunity Management Institute (DEOMI)—will test the internship portion of the program this summer by selecting 11 cadets to travel to five multinationals corporations in order to experience both a different national and organizational culture. Pre-departure, in-country, and reentry activities are being developed under the direction of Dr. Richard Griffith, director of the Institute for Cross-Cultural Management, Florida Institute of Technology. Specifically, the AoI internship will help USAFA cadets understand that management philosophies are deeply embedded in culture, and that daily practices (i.e., equity, inclusion, etc.) developed in one culture may not easily transfer to another. Additionally, cadets will learn how to better integrate the characteristics of culture in general, with experiences in specific multinational firms, minority, and different cultures. Ultimately, returning cadets might be able to translate the cultural awareness they gained from this experience into effective relationships with fellow students. Assuming a successful piloting of the internship, Team USAFA will plan to embark upon the second phase of the AoI program during the academic school year, and will request of cadets that they consider serving as Ambassadors of Inclusion (role models of inclusion) within the Cadet Wing. This second phase of the AoI will shift cadets’ attention from thinking and working globally to addressing issues of domestic diversity, connecting with diverse populations, and working to make the Cadet Wing more inclusive. PDJ

What are global diversity officers specifically doing to create more sustainable change inside the company? A: It depends on how much clout they have and to whom they report. Some GDOs need external support to gain credibility or to take over a large workload, so they’re using external diversity experts like myself to create and lead programs which include face-to-face or virtual training, setting up affinity groups, launching events, or embedding diversity best practices in established marketing, sales, HR, or production processes and procedures at the company. I worked with one company who had an excellent curriculum of management development courses, however the company was rapidly expanding into new markets and managers needed to ramp up their knowledge and skills. My role was to add diversity awareness and market-specific content to an already exceptional program in order to further develop global mindset and prepare the managers for new market entry. This way, the mandated manager development program became more “globalized” allowing them to automatically get knowledge and skills in how to

manage diversity globally. In this case, diversity training isn’t just a separate program. It saves time and money and utilizes existing resources. What are they doing externally? What are companies doing in this new movement toward global social sustainability? A: There are very few global diversity professionals working on this topic actively— continued on page 102 July/August 2012



Global Diversity

| Sustainability a Priority for Weyerhaeuser CDO We spoke with Effenus Henderson, chief diversity officer for Weyerhaeuser, a Seattle-based paper and forest products company. Weyerhaeuser is renowned for their approaches to sustainability, both environmentally and within the communities they work in. Henderson himself is president of the board of directors at the Environmental Education Association of Washington, has advised the UN on diversity issues, and is co-chair of SHRM’s National Diversity & Inclusion Standards Taskforce. How are social sustainability and environmental sustainability connected? A: The way that I would see the strategy going forward, most people in roles like mine have focused on workforce diversity and inclusion, but what we’re suggesting is that we look forward to use D&I as a lens of addressing issues in the global communities that we operate and the regulatory policies of how we operate in those communities. All of these are being driven by significantly more diverse societies. If we want to gain traction, it’s about developing trust within those communities. People want to feel respected, and they want to decide on their own terms how a company comes to their country and does business. Increasingly, we’re seeing more interest around global warming and green energy that im-

pact those societies. What I’ve been doing lately is addressing how D&I impacts how an organization can be successful in those communities. How can other organizations improve their environmental sustainability while maintaining economic prosperity and workforce diversity? A: It starts with the strategic plan of the organization, the vision, the values, and the strategies it employs to build and grow its business. In terms of diversity, it’s making sure that the people who are impacted by the decisions are at the table, and those decisions are vetted so that you understand the impact of what you’re doing in the communities. It’s also about telling your story and working to build effective relationships with those communities where we oper-

continued from page 101 honestly there’s just too much to do inside corporations at the moment. However, the increasing exposure of unfair labor practices, or public consumers, as well as employees wanting leaders to take a stand for social issues are pressuring companies to start to grapple with the topic. There is some movement in the IT industry, but in some cases it’s coming out of the industries and corporations least talked about in the media. There are lots of social entrepreneur startups, too. And they are merging efforts with the larger, more well-known companies. But isn’t that what the CSR, (corporate social responsibility), departments are for? Don’t



May/June 2012

ate; it’s the communities, the public policy makers, the customers, the investors, and the employees. Is there anything else that’s important for readers to understand about diversity and sustainability on the global level? A: As you look at the growing diversity around the globe in the societies that are emerging, whether its China, India, Brazil, or Africa, what is becoming increasingly true is that diversity will become front and center. The real challenge, for organizations that want to sustain themselves over time, is looking at strategies to work effectively in those communities that may have various differences, whether they’re religious, cultural, demographic, or geographic, and it’s really understanding those while building trust and relationships. PDJ

they monitor a company’s ethical practices? A: Theoretically. Of course these CSR departments do, but they are restricted mainly to charitable giving or perhaps a separate program that supports a developing community, like setting up a computer lab in a remote African village or building/revamping homes for the poor in the U.S. These are very important and highly honorable projects, however they don’t really impact company image, customer relationships, or the company’s bottom-line profits in a sustainable way. They need to be more strategic. Diversity departments are traditionally focused on people—employees, customers, suppliers, etc. Global diversity leaders have an opportunity to create lasting social change within the comcontinued on page 104

Global Diversity

| Q&A with Cisco’s Global Inclusion and Diversity Strategist Rosie Cofre Sustainable relationships within the global communities in which Cisco operates are important. How does Cisco successfully achieve developing those? A: We have a hybrid diversity model in which we have an HR element and integration into the business. By doing that we have this extension, so people within the different aspects of business are extensions of what they do in the community. For example, we have a diversity and inclusion leader within sales who reports to the person responsible for product sales for of all of the Americas. Through that kind of engagement and support, we are reaching out to those wider ecosystem partnerships and integrating diversity and inclusion. It’s a natural part of how we do business; it’s a natural integration of how we engage with our customers and our partners in a variety of different ways. We are seeking to make

sure that diversity and inclusion are not a separate element of what we do but that they are seamlessly are integrated in how we conduct business on a dayto-day basis. Is there a tie between the environment and people in terms of sustainability? A: If you look at sustainability externally, it comes in a lot of different forms, like philanthropy and social responsibility. But it can also extend to sustainability with our customers and our products in general. Part of the needs of our employees is sustainability externally. Employees are looking to make sure that Cisco has that balance of internal focus, the product and market focus, but also that sustainability as it relates to social responsibility and philanthropy. All of these efforts are integrated to make sure that balance is there, and that with continuous aims to reach out and make a difference

continued from page 102 munities their organizations operate, impacting the business bottom-line positively.

Program Escuela has been active since 2009. Over 50 Cisco volunteers and approximately 700 students have participated.

in the world through individual efforts, ERGs, and by leveraging our products and brands, we are able to maintain and extend that sustainability. Can you tell me more about specific sustainability initiatives? A: There was a program started in San Jose a few years ago by the Latino resource group. The original intent was that we spend a lot of time looking at the major challenges in the world, but what’s happening in our own backyard? There’s a little school in Alviso, California, that has

a large dropout rate. They put a program together, Program Escuela, to talk to first through third graders about technology and why they should think about pursuing a career in technology. We teach them that technology is not just behind a computer, and it can be fun. The children then have a competition to build ‘the world of the future,’ and the top winners are rewarded with a tour of Cisco. Since then we’ve had similar groups in China, Mexico, and New York City, and people are sponsoring programs like this in their local groups. PDJ

materials, and creating learning or development opportunities for employees and consumers and their families are all more sustainable options. What are some ways global diversity leaders But as I said, the ideas are just starting to can concretely begin to do that? bloom. Since I’m based here, I’ll be launching A: It’s going to start with getting to know the a new platform called Silicon Valley Culture people who live and work in the various comWatch that will highlight those Silicon Valley munities and understanding what they might companies who are truly implementing global need or want. Many consumers, particularly the best practices in social responsibility and sustainyounger generation, want to know their money ability. It will be a good chance to hear more is going towards a good cause as well as a good concretely about possible strategies as this topic product. Donating proceeds, recycling production evolves. PDJ



May/June 2012

AT BANK OF THE WEST, WE VALUE ALL EMPLOYEES. At Bank of the West, we value the unique blend of backgrounds and diversity of thought our employees contribute. Different perspectives generate innovative ideas, which makes us stronger. In today’s competitive banking environment we must stay a step ahead of the rest and our employees are a key component. For career opportunities, visit us online at bankofthewest.com.

Equal Housing Lender. Š 2011 Bank of the West. Member FDIC.

Digital Diversity FROM OUR FOLLOWERS


@Gagaselastic: It’s not right, it’s not wrong, it’s just different. How beautiful #diversity is. @embracediversiT: #Diversity must move beyond view that it’s “the right thing to do” to the recognition it’s “good for business” —Forbes @IWDAExec: The strength & legitimacy of the women’s rights movement comes from our diversity.



Nativism —The belief that people born in a society deserve more rights than those who now live there but were born in another society; a negative view of immigrants which devalues them compared to a native-born.


DIVERSITYJOURNAL.COM UPDATE: DIVERSITY IN THE MEDICAL INDUSTRY African American, Latino, and Native American practicing physicians make up only six percent of all physicians in the United States. Given that 26 percent of the U.S. population consists of ethnic minorities, many have begun to plead for a more diverse medical industry.

A NEW ERA OF WOMEN ENTREPRENEURS? Across the world, we see more and more women starting up business, but bottomline, there are more men than women entrepreneurs. Despite the struggle, women entrepreneurs have enough motivation and drive to shut down the inner negative voices and go for it anyway. To read more, please visit diversityjournal.com.



July/August 2012

“It’s impossible to be #successful without cultivating strong, sincere relationships. Be #respectful and #kind to everyone.”





(and you still have time to be a part of it) 200 Senior Executive Women discuss issues in education. This special issue will showcase her commitment and achievements, and will bring acclaim to your company for promoting women leadership within your ranks. To learn more about this special issue please call 800-573-2867.

Women Worth Watching速 2013 IN

Diversity History August 13-16:


Bon Festival (Feast of Lanterns)

July 1, 1997: Hong Kong was returned to China. The event signalized the end of the centuries-long British colonialism that began in the nineteenth century.

August: The Islamic holy month of Ramadan is celebrated during the month of August. Muslims all over the world abstain from food, drink, and other physical needs during the daylight hours. This is a time to purify the soul, refocus attention on God, and practice self-sacrifice.

The Japanese Buddhist custom to honor the departed spirits of one’s ancestors has evolved into a family reunion holiday, during which people return to ancestral family places to visit and clean their ancestors’ graves. Celebrated for over 500 years, the event lasts for three days. Information courtesy of National Education Association

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Encore IN MEMORIAM: Samuel Edward Mathis, JR.


amuel Edward Mathis, Jr. passed away on May 8, 2012. Mathis was director of Global Diversity Management and Equality at Praxair, Inc., leading efforts in the United States, Belgium, Spain, Shanghai, Brazil, Mexico and other areas around the world. Mathis managed cultural transformation and internal processes to attract, develop and retain talent for global growth. Mathis was known for introducing approaches to diversity and inclusion that were very effective. He worked to build bridges of understanding and effective relationships for maximum productivity. Mathis graduated from Kansas State University with a B.S. in Architecture, Design; earned a Master’s in Business Administration from Rollins College— Crummer Graduate School of Business in Orlando, Florida and at Harvard University he completed work in Business as a Design Strategy at the Graduate School of Design.


Do not go where the path may lead, go instead where there is no path and leave a trail.

— Ralph Waldo Emerson

Mathis was a husband, father, aspiring classical guitarist, and an avid reader. Over the years Mathis served as a mentor, member or supporter for many organizations. After receiving a full undergraduate scholarship, Mathis focused on supporting college-bound students. To continue Mathis’ efforts, the nonprofit Educational Development Fund, Inc. has been established at Webster Bank in Bethel, CT.





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issuu.com /diversityjournal

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July/August 2012


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The name comes from the Japanese word for the constellation known to Westerners as the Pleiades, or the Seven Sisters. Verizon’s name is a combination of veritas (Latin for truth) and horizon.

The first credit card was

The Diner’s Card .

Tim Hortons was founded

by a Canadian professional hockey player of the same name.

The U.S. Marine Band is referred to as “The President’s Own.” PDJ



© 3M 2012. All Rights Reserved.

Perspectives Ideas as diverse as the people behind them. 3M innovations are born from the contributions of many. Along with more than 84,000 employees in more than 65 countries, you can share your ideas and shape the future. Be part of what’s next.


Corporate Index 100,000 Jobs Mission www.100000jobsmission.com.................. 41 3M www.3m.com..................111, 114, 115, 116 Aetna Inc......... www.aetna.com................ 98 Aflac www.aflac.com.................................... 8, 15 Akraya, Inc. www.akraya.com.................................. 8, 86 Alcoa Inc.......... www.alcoa.com.......... 56, 59 Allstate Insurance Company www.allstate.com...................................... 88 American Airlines www.aa.com....................................... 56, 62 American Express www.americanexpress.com.................. 8, 16 American Institute for Managing Diversity www.aimd.org....................................... 8, 81 Andrews Kurth LLP www.andrewskurth.com........................ 8, 94 Army and Air Force Exchange Serivce www.shopmyexchange.com....................... 8 ArtsWave.....www.theartswave.org......18-20 ASAE: The Center for Association Leadership www.asaecenter.org................................. 92 AT&T...................www.att.com......41, 56, 62 BAE Systems, Inc. www.baesystems.com.............................. 89 Bank of the West www.bankofthewest.com................. 8, 105

BDO USA, LLP www.bdo.com.................................8, 56, 63 Blue Cross and Blue Shield of NC www.bcbsnc.com........................................ 8 Booz Allen Hamilton www.boozallen.com.................................... 8 Brinker International www.brinker.com........................................ 8 Broadridge Financial Solutions, Inc. www.broadridge.com................................ 77 Burger King Corp www.bk.com............................................... 8 Burson-Marsteller www.burson-marsteller.com..................... 17 Butler, Snow, O’Mara, Stevens & Cannada, PLLC www.butlersnow.com................................ 90 CACI International Inc www.caci.com..................................... 56, 57 Caesars Entertainment Corporation www.caesars.com............................ 8, 109 California State University, Long Beach www.csulb.edu.......................................... 16 Catalyst www.catalyst.org.............................8, 24, 83 CDW LLC www.cdw.com............................................. 8 Center for American Progress www.americanprogress.org...................... 44 Charles Schwab & Co. www.schwab.com............................. 73, 93


CHAIR OF MTSU RECORDING INDUSTRY College of Mass Communication

Middle Tennessee State University invites applications for the position Recording Industry Department Chair. Must hold degree in appropriate area represented by one of the programs in the department or distinguished record of professional achievement. Must be eligible to hold rank of full professor with tenure upon appointment. Strong industry connections and ability to work closely with development director in areas of fundraising and development are preferred. Visit https://mtsujobs.mtsu.edu to apply. MTSU, a culturally diverse university, is an equal opportunity, affirmative action educational institution and employer. Women, ethnic minorities, and persons with disabilities are encouraged to apply.





July/August 2012

Chevron www.chevron.com............................ 8, 103 Children’s Theatre of Cincinnati www.thechildrenstheatre.com................... 18 Chobani www.chobani.com..................................... 98 Chrysler Group LLC www.chryslergroupllc.com.......................... 8 Cincinnati Art Museum. www.cincinnatiartmuseum.org.................. 18 Cincinnati Children’s Hospital Medical Center www.cincinnatichildrens.org............... 56, 63 Cincinnati Opera www.cincinnatiopera.org........................... 18 Cincinnati Shakespeare Company www.cincyshakes.com.............................. 18 Cincinnati Symphony Orchestra www.cincinnatisymphony.org.................... 18 Cisco Systems, Inc. www.cisco.com................................... 8, 104 Citi www.citi.com.............................8, 56, 60, 97 Coca-Cola Company, The www.coca-cola.com............................ 50, 94 Communicating Across Cultures.............. 78 Comcast Corporation www.comcast.com................................ 8, 10 CompeteFor www.competefor.com............................... 51 Con Edison......www.coned.com............... 10 Council of Graduate Schools www.cgsnet.org........................................ 39 CSC www.csc.com.......... 8, 9, 11, 55, 56, 63, 86 CVS Caremark www.cvs.com................................8, 23, 94 Deloitte LLP www.deloitte.com........................................ 8 Department of Defense www.defense.gov..................................... 42 Department of Veterans Affairs www.va.gov.............................................. 42 DePauw University www.depauw.edu...................................... 74 DynCorp International www.dyn-intl.com...................................... 70 Eastman Kodak Company www.kodak.com.......................................... 8 Equality and Human Rights Commission www.equalityhumanrights.com................. 51 Euromed Management www.euromed-marseille.com................... 72 European Institute for Managing Diversity www.iegd.org............................................ 84 ExpressJet Airlines www.expressjet.com................................. 70 Fannie Mae www.fanniemae.com.................................. 8 Federal Reserve Bank of New York www.newyorkfed.org................................ 83 Fleishman-Hilliard www.fleishmanhillard.com........................ 16 Freddie Mac www.freddiemac.com................................. 8 General Electric www.ge.com.............................. 56, 64, 115 Gibbons P.C. www.gibbonslaw.com........................... 8, 11 Halliburton www.halliburton.com......................... 8, 21 Harris Corporation www.harris.com.......................................... 8

Harvard University www.harvard.edu.................................... 110 HCA Healthcare www.hcahealthcare.com............56, 61, 67 Highmark www.highmark.com.................................. 97 IBM....................www.ibm.com................. 14 InDinero www.indinero.com.................................... 13 Ingersoll Rand www.ingersollrand.com.............56, 64, 99 International Society of Diversity and Inclusion Professionals www.diversityandinclusionprofessionals.org ................................................... 56, 64, 114 Irell & Manella LLP www.irell.com............................................ 87 ITT Corporation www.itt.com................................................ 8 JBK Associates, Inc. www.jbkassociates.com .........................................8, 56, 58, 83, 108 JP Morgan Chase www.jpmorganchase.com......................... 41 Kansas State University www.k-state.edu..................................... 110 Kelly Services www.kellyservices.com............................... 8 KeyCorp www.key.com.............................................. 8 KPMG LLP www.kpmg.com.......................................... 8 Lagrant Foundation www.lagrantfoundation.org....................... 16 Latinos in Information Sciences and Technology Association www.a-lista.org.............................................11 Lewis and Roca LLP www.lrlaw.com.......................................... 92 Lifetime Healthcare Companies, The www.lifethc.com.......................................... 8 Linkage, Inc. www.linkageinc.com........................... 56, 64 Lockheed Martin Corporation www.lockheedmartin.com................... 8, 9 London Organising Committee of the Olympic and Paralympic Games www.london2012.com.......................... 6, 51 LPGA................ www.lpga.com................. 74 ManpowerGroup www.manpowergroup.com......................... 8 Marsh & McLennan Companies www.mmc.com..................................... 8, 65 McDonald’s www.mcdonalds.com.............................. 101 McKinsey & Company www.mckinsey.com.................................. 83 Medco Health Solutions www.medcohealth.com............................... 8 Mercer............ www.mercer.com......... 56, 65 MetLife............ www.metlife.com............... 87 MGM Resorts International www.mgmresorts.com................................ 8 Miami Heat www.nba.com/heat..............................74-75 Middle Tennessee State University www.mtsu.edu...................................... 112 Minority Supplier Development UK www.msduk.org.uk................................... 52 Mixed Chicks www.mixedchicks.net............................... 12 Moss Adams LLP www.mossadams.com....................8, 56, 65

BOLD denotes Advertiser MWV www.mwv.com ................................. Inside Front Cover, 1, 8 N Street Village www.nstreetvillage.org.............................. 10 National Center for Transgender Equality www.transequality.org............................... 70 National Gay and Lesbian Task Force www.thetaskforce.org............................... 70 National Grid www.nationalgrid.com................................. 8 NBA...................www.nba.com................. 74 NBC Sports Group www.nbc.com........................................... 10 New York Empire State Development Corp.. www.esd.ny.gov........................................ 10 New York Life Insurance www.newyorklife.com............8, 31, 56, 65 New York University www.nyu.edu............................................ 17 New York University Stern School of Business www.stern.nyu.edu..............................32-33 Newell Rubbermaid www.newellrubbermaid.com....................... 8 North Carolina State University.................... www.ncsu.edu.......................................... 47 Northrop Grumman Information Systems www.is.northropgrumman.com .................................................8, 56, 65, 87 Novartis......... www.novartis.com.............. 89 Office Depot www.officedepot.com................................ 14 Olympic Games www.olympic.org..................................46-52 Pacific Gas & Electric Co. www.pge.com........................................... 10 Paralympic Games www.paralympic.org............................49-50 Pfizer Inc......... www.pfizer.com................ 14 Phillips 66 www.phillips66gas.com................... 47, 53 Phillips Lytle LLP www.phillipslytle.com.............. 56, 62, 116 PNC Financial Services Group, Inc., The www.pnc.com............................................. 8 Praxair, Inc. www.praxair.com.................................... 110 PwC.................. www.pwc.com........... 56, 57 Quarles & Brady LLP www.quarles.com..................................... 11 Raytheon Company www.raytheon.com............................... 8, 88 RBC Wealth Management www.rbcwm-usa.com.................................. 8 Rice University www.rice.edu............................................ 71 Robins, Kaplan, Miller & Ciresi L.L.P. www.rkmc.com........................................... 8 Rockwell Collins www.rockwellcollins.com.................... 56, 66 Rollins College www.rollins.edu....................................... 110 Royal Dutch Shell www.shell.com.................................... 8, 95 Santa Cecilia Orchestra www.scorchestra.org...........................28-29 Science Applications International Corporation www.saic.com............................................. 8 Sidley Austin LLP www.sidley.com..........................56, 58, 69 Society for Human Resource Management www.shrm.org......................................... 85 Sodexo www.sodexousa.com.........3, 8, 11, 56, 61 Sparrow Health System www.sparrow.org...................... 56, 66, 113 Springboard Consulting LLC www.consultspringboard.com............... 8, 82

Sprint............... www.sprint.com.................. 8 Starbucks Coffee Company www.starbucks.com................................ 100 Strasburger & Price, LLP www.strasburger.com............................... 93 Target............... www.target.com................. 8 TD Ameritrade, Inc. www.tdameritrade.com............................. 96 The Hartford Financial Services Group www.thehartford.com................................ 96 Thompson Hine LLP www.thompsonhine.com..................... 56, 66 Tim Hortons Inc. www.timhortons.com...............................111 TWI, Inc. www.twiinc.com.................................... 8, 80 United States Air Force Academy www.usafa.af.mil......................................... 8 U.S. Coast Guard www.uscg.mil.......................................40-41 U.S. Equal Employment Opportunity Commission www.eeoc.gov.......................................... 44 UNESCO www.unesco.org....................................... 30 Union Bank N.A. www.unionbank.com....................... 8, 11, 90 U.S. Air Force Academy www.usafa.af.mil..................................... 101 United States Olympic Committee www.teamusa.org..................................... 54 UnitedHealth Group www.unitedhealthgroup.com ............................................. 8, Back Cover Universities of North Carolina www.unc.edu.......................................36-39 University of California, Berkeley www.berkeley.edu..................................... 36 University of Central Oklahoma www.uco.edu............................................ 97 University of Michigan www.umich.edu........................................ 36 University of Oregon www.uoregon.edu................................34-35 University of Texas, Austin www.utexas.edu....................................... 36 University of the Rockies www.rockies.edu......................................... 8 US Airways, Inc www.usairways.com................................... 8 USA Swimming Foundation www.usaswimming.org............................. 47 USA Today www.usatoday.com................................... 83 Vanguard www.vanguard.com................8, 56, 59, 91 Verizon www.verizon.com ..........................8, 111, Inside Back Cover W.K. Kellogg Foundation www.wkkf.org............................................ 20 W.W. Grainger, Inc. www.grainger.com...................................... 8 Waggener Edstrom Worldwide www.waggeneredstrom.com.................... 16 Walgreen Co. www.walgreens.com..........45, 56, 66, 107 Walmart Stores, Inc. www.walmartstores.com.......8, 25, 56, 68 Waste Management, Inc. www.wm.com / www.thinkgreen.com .......................................................8, 56, 68 WellPoint, Inc. www.wellpoint.com......7, 8, 41, 56, 68, 79 Wells Fargo www.wellsfargo.com................................. 10 Weyerhaeuser www.weyerhaeuser.com......................... 102 Y Combinator www.ycombinator.com.............................. 13

This is why you belong... Sparrow Health System, the perfect choice for your career in health care. Our Quality: Sparrow has achieved Magnet recognition for excellence in nursing services, placing the hospital among the top 6% in the nation. Caregiver Satisfaction at Sparrow is in the top 5% of all hospitals in the United States. Our Work Environment: Sparrow continues to be committed to promoting diversity and inclusion in the workplace. We believe that, through our similarities, we can create the common ground to bridge our differences and enhance our ability to serve a broad Patient base. Our Commitment: Sparrow is committed to providing our Caregivers with the resources necessary to fulfill their professional goals and to accomplish superior outcomes for our Patients. Our Opportunities: As mid-Michigan’s leading tertiary care provider, Sparrow provides diverse career opportunities in all specialty areas.

Learn more at sparrow.org or call us at 517.364.5858.

July/August 2012




Couples Talk!

“THINGS HAVE DEFINITELY CHANGED WITH THE BABY AROUND” TO WORK TOGETHER OR NOT, THAT IS THE QUESTION “My wife and I work at different companies, which works well for us. We both have different times with heavy workloads and they offer different benefits to parents,” said Vicki.

Vicki Evan • 7 years with 3M • Product Development Engineer • Saint Paul, Minnesota

Becky Evan • Senior Business Partner at Target • Saint Paul, Minnesota

PROS AND CONS “Because our jobs are not located near each other, the distance can be an issue as we both have a commute to get home or to daycare. However, because we both work at different companies we both have backup daycares, sick daycares, and different policies for vacation and sick times. One advantage we found when going through the adoption process was that working at two different companies allowed us to take advantage of both company’s adoption support. I think this would hold true for some other policies as well, where only one person at a company can claim the benefit,” said Vicki.

WORKING OUT KINKS “Yes, 3M does a good job of giving opportunities to make a work/life balance that works for you. I am still trying to figure mine out but so far things have been going good,” related Vicki. “Things can get a little tricky with the adoption process and 3M has been great at giving me the time needed.” FINDING A BALANCE “Yes, it is much easier for me to leave work at work which makes the balance much easier. Things have definitely changed with the baby around, but I think we are both trying to find a balance that works for us,” said Vicki. TWOSOME TIPS “Some research may be needed to figure out what policies or benefits work best for each company, but in the end it is nice to have options. Also, working at different companies makes it easier to leave work at work, at least for me,” said Vicki.


Couples Talk!

“LIMIT THE AMOUNT OF TIME YOU TALK ABOUT WORK” BIGGEST BLESSINGS “There are many advantages in having both of us work at 3M. It is great to have a spouse who can truly understand the culture and environment so you can relate to each other’s day-to-day experiences,” said Trent. “One example is when we were both black belts, we could discuss tools, processes, and best practices. You also get a broader view of 3M due to the different areas and divisions we have both worked in.” “We are also able to help each other, give advice, and learn from the other. Probably one of the best things is that we have met lifelong friends at 3M and it becomes more of a family/community. Grabbing lunch or driving in together is always a nice perk,” said Candy. THE COMPANY CARES “I don’t think I would say that we have work/life balance with both of us working full-time

and raising kids. We both have been very lucky to work for 3Mers who understand that flexibility is so important in trying to achieve work/life balance,” said Candy. PROVIDER OR CAREGIVER? “Luckily our kids don’t get sick very often, but when they do it usually is a compromise and depends on if someone has a critical meeting and has to attend in person,” said Trent. “We have been lucky enough that it has always worked out and has never been an issue,” related Candy. ACTIVE INVOLVEMENT “I think we are still trying to figure out what work/life balance is,” said Trent. “We both end up working a lot of evenings and weekends, but we also manage to be involved in our kid’s activities like baseball, wrestling, basketball and swimming lessons. Trent B:8.75” also makes time to coach baseball for T:8.5” 7-8 year olds,” said Candy. S:7.75”

Diversity is key to our success. With 165 groups in 45 different countries working to promote women for over 15 years, the GE Women’s Network is one reason why GE works.

Candy Sanders • 20 years with 3M • New Product Development Marketing Manager • Woodbury, Minnesota

Trent Sanders • 16 years at 3M • IT Manager • Woodbury, Minnesota


Couples Talk!

“WE MET AS INTERNS IN THE SUMMER OF 1995” COUPLED ADVANTAGE “3M across divisions has similar processes and technologies. We can discuss projects and have an understanding of each other’s situation and challenges,” the couple said.

Farché Thomas Wilcox • 7 years at 3M • Lean Six Sigma Black Belt for Building & Commercial Services Division • Woodbury, Minnesota

Reginald Wilcox • 17 years at 3M • Lean Six Sigma Black Belt for Renewable Energy Division • Woodbury, Minnesota

SUPPORT SYSTEM “Our current businesses are very supportive and understanding of maintaining a healthy work/life balance. In our divisions, we are able to volunteer at our children’s schools, attend school functions during the day, volunteer for field trips, adjust work schedules in the summer months, and the list goes on. In Reginald’s big business this summer, they have summer Fridays, to help energize employees by allowing for flexible work time and location,” said Farché. DIVYING UP DUTIES “Whoever has the least complex schedule and less pressing business priorities is the one who stays home for the day (or half day). Since our children are still young (7 and 3), sometimes they have

a special request, and Mommy’s options are a little limited—then I will work from home,” said Reginald. COORDINATION AND COMMUNICATION “Overall we are very similar. It takes a lot of coordination and communication. At 3M we are able to see each other’s calendar so this eases most situations. The internal IM system bridges the other gaps in coordination and communication,” said the couple. WORK/LIFE LESSONS “Remember when you are at work it’s a professional atmosphere. Try to maintain your individuality. For Farché, it meant keeping her maiden name so others would see us as two individuals. Believe it or not, there were people who worked with each of us separately for over a year before they realized we were married. Remember that family comes first and keep home issues and concerns outside of work,” said Reginald. PDJ

D vers ty Prior results do not guarantee a similar outcome. © 2012 Phillips Lytle LLP 3400 HSBC Center Buffalo, NY 14203 (716) 847- 8400

At Phillips Lytle, we take a team approach to diversity. We’re proud to be a 2012 recipient of Profiles In Diversity Journal’s International Innovation in Diversity Award. Our attorneys embrace a team approach to advancing diversity in the legal profession. We’ve created initiatives like our innovative Peace Out program, which encourages students in underserved communities to explore careers in law. Programs like these help us add bright minds to our own team, and ensure that the profession benefits from an array of cultural perspectives. phillipslytle.com | NeW yoRK: albany, buffalo, chautauqua, garden city, new york, rochester | caNada: waterloo region | est. 1834


A career at Verizon means always reaching, always achieving. That’s because we foster an environment that thrives on different perspectives, which will challenge you to grow and lead. It’s how we’re able to continually bring powerful technology to businesses and individuals all over the world. And it’s just the kind of support you need to help you fulfill your potential and achieve your goals. For current career opportunities, visit us and take the lead at verizon.com/jobs.

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





BUILD ON YOUR STRONG LEADERSHIP EXPERIENCE WITH AN ELITE TEAM THAT’S TRANSFORMING HEALTH CARE - AND PEOPLE’S LIVES. As you consider your next career move, we know you seek a place where your desire to serve and your strong leadership and teamwork skills can make the greatest difference. That’s exactly the opportunity that awaits you at UnitedHealth Group. We’re 87,000 individuals, unified by a single mission - to help people live healthier lives. And, we’re succeeding, because of people like you, with an uncommon commitment to something greater than themselves. UnitedHealth Group is proud to partner with a variety of initiatives that support our military, veterans and their families with valuable career counseling, resources and connection; including The Military Spouse Employment Partnership, The Wounded Warrior Project and the 100,000 Jobs Mission. If you’re ready for your next great challenge, we invite you to join the elite force that is literally transforming health care in America. Make your mark of distinction at careers.unitedhealthgroup.com Connect with us: facebook.com/uhgcareers




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. © 2012 UnitedHealth Group. All rights reserved.

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Profile for Diversity Journal

Diversity Journal - Jul/Aug 2012  

Diversity at the Olympics

Diversity Journal - Jul/Aug 2012  

Diversity at the Olympics