Diversity Journal May/Jun 2012

速 All Things Diversity & Inclusion

NO BARRIERS:

MAY/JUNE 2012 $5.95

SHOWCASING ABILITIES pg. 46

GoodWeave Rugs Weave Hope in Nepal, India pg. 16 Second City Keeps Diversity in Laughter pg. 30 Tackling URMs in Education pg. 32 Jewish American Heritage Month pg. 62 SPOTLIGHT: Deloitte in India pg. 82

ASIAN-PACIFIC AMERICAN HERITAGE

pg. 56

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.

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| PUBLISHER’S COLUMN

®

Inspiration from Mr. Gates

PUBLISHER/CEO/MANAGING EDITOR

James R. Rector VICE PRESIDENT, EDITORIAL SERVICES AND CLIENT PARTNERSHIPS

Damian Johnson VICE PRESIDENT OF OPERATIONS

James Gorman SENIOR CONTRIBUTING EDITOR

April W. Klimley ASSOCIATE EDITOR

Grace Austin

Just the other day, while searching the web, I stumbled upon Harvard University’s website and the 2007 commencement speech delivered by Bill Gates, founder of Microsoft Corporation. I was touched by his theme, tone and words to the graduating class.

I was particularly touched by his motivation to try to change the lives of the poor and disadvantaged throughout the world. He urged the graduating class to dedicate their intelligence and education to do the same.

I thought of how different my life could have been if I had heard this speech when I graduated from college. I could have directed my energies to trying to make the world a better place by attacking the inequities that plague so many.

Maybe it’s not too late…

Gates didn’t just discuss the plight of millions of ubiquitous poor, diseased, uneducated people in the world—he provided a proven four-step method for identifying and solving these problems. Just a few hours a week and a few dollars could have an impact, he said.

For the past 21 years, I’ve been an entrepreneur working in the training and motivation fields and for the last 14 years, the publisher of Diversity Journal, a magazine benchmarking successful diversity and inclusion practices. I believe we have made some progress in bringing equity to the workplace and helping people deal more positively with each other’s differences.

So for me, I understand Gates’ mission and his dedication and commitment. As I look around our offices I see a similar dedication and commitment from our staff. We are trying to make a difference too… one day at a time, one issue at a time. We hope we can stand up and be counted as a publication that never gave up.

For a direct link to Gates’ speech please visit our website. PDJ James R. Rector, CEO, Publisher

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PROFILES IN DIVERSITY JOURNAL

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EDITORIAL SERVICES

Sarah Weber ART DIRECTOR

Paul Malanij HUMAN RESOURCES

Vicky DePiore EXECUTIVE ASSISTANT

Elena Rector CONTRIBUTING WRITERS

Michael Allison Julie Kampf Pamela Arnold Terri Kruzan Marce Baxley Dr. David Lamoreaux Noelle Bernard Jim Moore Cassandra D. Caldwell, PhD Debra Stang Elizabeth Davis Craig Storti Mark Dinkel Dr. Wayne Strayer Melanie Glennon Fram Virjee Kyle Goodridge Nadine Vogel Esther S. Hernandez Trevor Wilson Linda Jimenez LETTERS TO THE EDITOR

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I am

Sodexo Suma Senior Dietician Malaysia

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

Jodie ns Manager Operatio Australia

Jerome Vice President, Remote Sites Eastern Canada

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

Sterling Corporate Executive Chef chen Supply Management, Test Kit United States

To view these employee’s stories, scan the smart tag or visit bit.ly/SodexoCommunity Get this app at http://gettag.mobi

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

Inside

May / June 2012 Volume 14 Number 3

FEATURES NO BARRIERS: SHOWCASING ABILITIES The organization that made Kyle Maynard’s Mt. Kilimanjaro climb possible, No Barriers, is our featured cover story. Cleveland State University employees that are using technology to help disabled students, an interview with star athlete Anthony Robles, and corporate Beyond Reasonable feature show the importance of overcoming barriers.

COVER STORY

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ASIAN- AND PACIFIC-AMERICAN HERITAGE

56

Asian- and Pacific-American executives at today’s leading corporations and organizations help explain phenomena and trends in their community. Small businesses, women, immigrants, and values and stereotypes are all tackled in this comprehensive feature.

62

SPOTLIGHT ON MAY: JEWISH AMERICAN HERITAGE MONTH Through an extensive timeline and interesting statistics, we take a closer look at one of the oldest ethnic and religious groups in America.

BATTLE OF THE SEXES?

64

With so much media attention on female athletes, it raises the question: Will these stars become bigger than their male counterparts? Will men and women finally become equal on the playing field?

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

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PROFILES IN DIVERSITY JOURNAL

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The Issue

®

DEPARTMENTS

12 IN EVERY ISSUE

06 | EDITOR’S NOTE 08 | DIVERSITY LEADERS Updates on this year’s winners of the Diversity Leader Award

16 SMALL BUSINESS | ENTREPRENUER

12 | TRAIN!ING SPANISHSPEAKING BUSINESSPEOPLE

10 | BULLETIN

Train! teaches skills and techniques to Spanish speakers at leading companies in the U.S. and Mexico.

76 | THOUGHTLEADERS

13 | AS SIMPLE AS A NAME

What’s next for LGBT issues?

Disability in the workplace

A new technology, ANT, seeks to provide proper pronunciation.

82 | GLOBAL DIVERSITY

14 | ELWIRI

The latest news on international inclusion

A new Groupon-type app for Hispanic users

86 | DIGITAL DIVERSITY

NONPROFIT

Tweets, analytics and vocabulary

16 | BUY A RUG, HELP A CHILD

88 | DIVERSITY HISTORY

Helping to end child labor in South Asia

90 | EMPLOYEE RESOURCE GROUPS Best practices to help launch and improve your own employee resource group

92 | ODDS AND ENDS 94 | CORPORATE INDEX 96 | Q&A We sat down with Lynne Doughtie, new Vice Chair for Advisory in the Americas at KPMG.

20 | LAW AND COLOR Targeting poor minority representation and attrition in law

22 | MENTORING IN MEDICINE Encouraging healthcare mentoring among minorities

24 | CATALYST The ambition gap myth

CULTURE

34 38 | INCREASING MINORITY MBAS

26 | CULTURAL EVENTS

Spotlight on the Consorium for Graduate Study in Management

28 | FOX'S AILES APPRENTICE An update on the Apprentice program

MILITARY | GOVERNMENT

30 | SECOND CITY Diversity efforts at the Windy City-based comedy troupe

40 | HEROES AT HOME

HIGHER EDUCATION

41 | SURVIVING ON AND OFF THE BATTLEFIELD

Sears’ flagship veteran-aiding program

32 | WHY DO MINORITY TEST SCORES LAG BEHIND? Why is there still a gap in achievement scores between whites and minorities?

34 | BLAME IT ON THE PROFESSOR Are college departments and faculty responsible for the lack of diversity in STEM?

How female survivors of military sexual trauma push for recovery

44 | DWAYNE HAYES How a service-disabled veteran created a multimillion dollar company

68 | FROM THE EXPERTS Leaders share their opinions and thoughts to help improve diversity and inclusion in the workplace.

CRAIG STORTI Communicating Across Cultures LINDA JIMENEZ WellPoint, Inc. TREVOR WILSON TWI Inc. PAM ARNOLD AND TERRI KRUZAN AIMD, Inc. NADINE VOGEL Springboard Consulting LLC JULIE KAMPF JBK Associates, Inc. DRS. DAVID LAMOREAUX AND WAYNE STRAYER Charles River Associates May/June 2012

WWW.DIVERSITYJOURNAL.COM

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| EDITOR’S NOTE

A Gallic diversity journey I recently took a ten-day vacation to France.

My trip involved a whirlwind journey around the Gallic nation. I arrived in Paris, traveled to a quaint town three hours south of the capital, Bourges, took a seven-hour train ride to southern metropolis Toulouse, and finally ended my voyage at the medieval castle-home of Carcassonne, in the south of France (best remembered as the setting for the Kevin Costner vehicle Robin Hood).

This has been my first time out of the country since I was a teenager, so the experience was somewhat novel travelling abroad. My expectations were mixed. Was I going to hate the cramped quarters and language barriers I remembered when I was younger? Surprisingly, neither was a problem. I found the people friendly and open, and formed many new friendships. Many people spoke English, and at the least, they were willing to listen to my battering of the French language. And while everything is smaller (cars, apartments) in Europe, I was happy to share space with friends. Interestingly enough, besides some slight cultural differences (ketchup-flavored Pringles, anyone?) many things were the same. People eat, sleep, go to work, and socialize. And many people I met reminded me of a friend in the United States—an American doppelganger or French version of the other, you could say.

Similarities between the United States and France abound in terms of diversity as well. Just as in the United States, France, too, has problems with diversity. Although there are informal and formal mandates

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PROFILES IN DIVERSITY JOURNAL

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to prevent discrimination, there are still many underrepresented groups.

Immigrants from North Africa and the Middle East and their descendants experience racism and discrimination, much like African Americans and Hispanic Americans do in the U.S. France is home to the largest Islamic community in Europe, and this presents a challenge to the strongly secular traditions in France, which have origins back to the first revolution.

Immigrant migrant workers, who were encouraged to settle in France, have found themselves and their children at a crossroads. Immigration policy has shifted over the decades with conservative and socialist governments, with current trends showing a more lenient attitude towards immigrants and the children of immigrants. France also has strong integrationist ideas, which are largely in opposition to ideas of multi-culturalism and ethnocentricity. A strong belief in keeping native traditions alive, particularly through its culture and language, keeps the nation at odds with diversity.

France, though, similar to the United States, has diversity, which cannot be ignored. And just as in the U.S., there are many issues concerning diversity that cannot be fixed immediately, and certainly not through political or corporate mandate. If anything, the diversity issues in France show us that diversity is not an American issue, but truly a global one. PDJ Grace Austin graceaustin@diversityjournal.com

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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

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bitly.com/uhglinked

youtube.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.

Scan this code with your smart phone to visit and apply via our mobile site

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.

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PROFILES IN DIVERSITY JOURNAL

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

Raytheon Company

DL

Employee Resource Groups To advance an inclusive culture at the company, Raytheon has formed eight employee resource groups to take on projects within Raytheon and in the greater community.

These are: Gay, Lesbian, Bisexual, Transgender and Allies; Hispanic Organization for Leadership Advancement; Raytheon American Indian Network; Raytheon Asian Pacific Association; Raytheon Black Employees Network; Raytheon Persons with Disabilities Network; Raytheon Women’s Network; and Young Employees Success Network. These groups also serve as forums in which employees can communicate diversity issues and concerns in a neutral environment.

National Grid

DL

Intranet Portal National Grid utilizes employee kiosks to make their intranet and email available to field employees and employees at training sessions without access to laptops or desktop computers. Their intranet features diversity and inclusion procedures, along with their Inclusion Charter. Employee resource groups can use these tools to network and learn about the company’s diversity and inclusion efforts.

CVS Caremark

DL

Webinars/Training CVS offers a wide variety of diversity training including webinars and e-learning. More than 50 diversity-related topics are available through their learning management system. A learning resource library is also accessible to employees—colleagues can check out books, DVDs, and other resources containing diversity content.

May/June 2012

Thanks to You,

living life to the fullest is in their hands.

At WellPoint, we celebrate the cultural diversity that enriches our lives. In May we pay tribute to generations of Asians and Pacific Islanders who have enriched our history as well.

At WellPoint, diversity is more than just the ‘right thing to do’. It’s the way we approach business, how we interact within our communities and how we engage our employees.

Within our organization, our associate resource groups – including ACE (Asians Committed to Excellence) – reflect our commitment to creating a culture of inclusion for all.

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. ® Registered Trademark, Profiles in Diversity Journal. ® Registered Trademark, Diversity Inc Media LLC. © 2012 WellPoint, Inc. All Rights Reserved. EOE

Bulletin New York Life names VP new CDO New York Life recently appointed Vice President Joanne Rodgers as Chief Diversity Officer, responsible for overseeing all aspects of New York Life’s diversity program.

“New York Life RODGERS takes our commitment to diversity very seriously, both because it is the right thing to do and because it makes us better at our business,” said Barry Schub, Senior Vice President and Chief Human Resources Officer at New York Life.

“Joanne’s understanding of the company, its people and its culture will be invaluable as we continue to define and foster a corporate culture that values diversity of talent, ideas, values and backgrounds across all parts of the company.”

The increasing diversity of the company’s agents has helped New York Life achieve continued sales growth and the top market share position in new life insurance premiums. Women and cultural market agents made up 57 percent of the company’s new hires in the field in 2011. Rodgers has

worked with New York Life’s cultural and women’s markets in various capacities during her 18-year New York Life career. Most recently, she was involved with strategic planning to increase the company’s presence in the women’s and Hispanic markets.

Savoy names New York Life’s Nichols “Top Influential Black” New York Life’s George Nichols III has been named one of the Top 100 Most Influential Blacks in Corporate America by Savoy magazine. Nichols, Senior Vice President in charge NICHOLS of New York Life’s Office of Governmental Affairs, is responsible for federal and state government relations and the company’s Political Action Committee, the largest in the insurance industry.

According to Savoy, Nichols was named one of its 100 Most Influential Blacks in Corporate America based upon his exemplary record of accomplishments in various spheres of influence, his community outreach, and efforts to help improve the com-

Inder M. Singh joins Comcast Cable as Senior Vice President of Finance and Strategic Planning Comcast Cable, a provider of entertainment, information and communications products and services, announced Inder M. Singh has joined the company as Senior Vice President of Finance and Strategic Planning. In this role, Singh is responsible for Comcast Cable’s forecasting, strategy, business trends, and long-range plan preparation, as well as business intelligence and financial support for all product groups.

“Inder’s extensive knowledge and more than 20 years of financial planning experience will be instrumental in helping to identify new growth opportunities that are focused on our core businesses,” said EVP and CFO Dave Scott. “I am thrilled he has joined our team and I know he will be an important player in identifying emerging market trends, evaluating our competitive position, and determining growth strategies that are good for our customers, for Comcast, and for our shareholders.”

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WHO…WHAT…WHERE…WHEN

munity and inspire others. He is the Senior Executive Mentor of New York Life’s African-American employee resource group.

Ted Mathas, chairman and CEO of New York Life, said, “We applaud George for this important recognition.

He is a natural leader and excels in his career because of his ability to navigate the ever-changing legislative and regulatory landscape in the most diplomatic way. Even further, his commitment to his family and his support of volunteer efforts and community programs, especially those that focus on youth and mentoring, make him very deserving of this honor.”

Energy company appoints female leader Alliant Energy has appointed Patricia L. Kampling Chief Executive Officer, President and Chairperson of the Board of Alliant Energy. Kampling was also appointed as a member of the KAMPLING Board of Directors.

Prior to joining Alliant Energy, Kampling spent over 20 years serving in finance, regulatory, and engineering positions.

“Pat Kampling’s experience in and knowledge of the industry will enable her to continue to execute on that strategy and lead it in the future.

The Board has great confidence in Pat and believes she will be an outstanding leader for Alliant Energy,” said Michael Bennett, Lead Independent Director of Alliant Energy’s Board.

Kampling is also a member of the Boards of Directors of American Transmission Company and Briggs & Stratton Corporation and is a registered professional engineer. PDJ

>> Edited by Grace Austin

SMALL BUSINESS | ENTREPRENUR

‘TRAIN’ing Spanish-Speaking Businesspeople

L

E ARNING THE LATEST work

performance skills and incorporating it into one’s business life can be difficult in the best of circumstances, but can be even more challenging for those who are not native English speakers. Train! specializes in skills development training and coaching negotiation techniques to Spanish speakers at many of the leading companies across the U.S. and Mexico, including Bank of America, Johnson & Johnson, Pfizer, DHL, BASF, Nestlé and DuPont. Rafael González Montes de Oca, the company’s founder and CEO, presents workshops at companies to provide the Spanish-speaking employees with knowledge that will allow them to improve their professional development, both in management abilities and in relation with others.

Train! began as an initiative by de Oca nearly seven years ago. From working at large corporations, de Oca realized that the only way to truly be innovative was by becoming an entrepreneur and creating his own organization. Watching the markets closely and listening to clients has been the cornerstone of Train! Headquartered in Mexico City, Mexico, the organization now has six employees. Improving negotiation skills and leadership/team building among clients has become the main focus of the organization.

“We are always researching and developing solid content. [The content] is not only inspiring, but [offers] high levels of [knowledge]. We

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PROFILES IN DIVERSITY JOURNAL

Train! uses the latest films from popular actors like Angelina Jolie and Sandra Bullock to teach skills to native Spanish speakers.

combine that with a style that is very interactive and exciting for participants,” related de Oca. Traditional learning styles are passed over for newer ways that allow clients to have fun and apply their skills immediately.

“We have been able to grow due to our unique product and that we think in a different way. Clients notice that and they value that. We are always creating new materials and resources for our clients.”

Indeed, training materials change every week. New research and information are constantly being replaced. De Oca says participants are often surprised when they notice that material has been updated since the week before. This is no small feat for a field that is notorious for lack of originality and “fun.”

Being of Hispanic origin and a native Spanish speaker, de Oca has found that these qualities have May/June 2012

helped him and Train! not only succeed but stand out. Making participants comfortable through cultural identification with employees has been a key to Train!’s success. De Oca, though, is apt to point out that these qualities are only a means to achieving a desired outcome.

“Speaking in Spanish and sharing the [same] way of interacting is just a resource to get to that objective,” said de Oca. Although there have been financial difficulties from the global economy, using innovative and up-to-date materials has been a way for de Oca to combat any challenges to Train! and its growth. Role playing and exercises are an integral part of this. De Oca also uses scenes from popular movies to help bring the typical boring video resources into the twentyfirst century.

“We take parts from actual movies.

We show Angelina Jolie, Jack Bauer

from 24, and Sandra Bullock. That is more appealing to them,” said de Oca. “They learn more than from a twenty-minute classic movie.”

Partnership with California Chamber of Commerce

Train! has recently partnered with the California Hispanic Chambers of Commerce by providing professional development training resources typically only available to Fortune 500 companies to small Latino-owned businesses. The goal of the partnership is to help many of the underserved Hispanic business segments in California to grow by providing Spanish-language video tutorials, articles, and other professional development resources.

>>

“These opportunities have been quite successful. They have given me the chance to notice that the [Hispanic population in the U.S.] is underserved. We are growing to provide resources for these businesses,” said de Oca. Improving content on the web, as well as participating in Commerce events and meetings are both ways that Train! is attempting to better improve the partnership. De Oca hopes to use seminars as a way to reach out to a larger group of Hispanic entrepreneurs in California.

Although the partnership is less than a year old, de Oca hopes to continue its growth.

“We are convinced that everything we have to offer does make a differ-

DE OCA ence. There are many things that one has to do if one is a company, particularly a small company. Sometimes [small businesses] do not realize these skills of negotiation do make an impact,” said de Oca. “They find better results. We think we can be a great help to these businesses.” PDJ

SMALL BUSINESS | ENTREPRENUER

AS SIMPLE AS A NAME

D

I VERSITY GOES HAND in hand with cultur-

al awareness and respect, and one of the most fundamental steps towards diversity and awareness is simply knowing the proper pronunciation of co-workers, clients, and potential customers.

A new technology, called ANTs, or audible name tags, were designed to aid in correct articulation.

Founded by Vigen Nazarian, an Iranian immigrant, Nazarian’s own experiences with mispronunciation inspired him to create the product.

ANTS are embeddable icons that can be inserted into email signature fields, digital documents, and social media profiles. When the icon is clicked, a virtual business card appears containing one’s contact information, photo, and a pronunciation of one’s name, in one’s own voice.

ANTs work with email systems such as Outlook, Gmail, Yahoo!, and MSN. They can be embedded into digital documents like Word, PDF, and PowerPoint files. Audible Name Tags can even be attached to a QR (Quick Response) code and printed on business cards and other materials. PDJ May/June 2012

WWW.DIVERSITYJOURNAL.COM

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>>

SMALL BUSINESS | ENTREPRENUER

Tech Entrepreneurs Launch Groupon-type app for HISPANIC users

T

H E RAPIDLY EXPANDING

Latino/ Hispanic demographic has become the newest and most exciting market in the U.S. Two tech entrepreneurs, Wolf Bielas and Alex Goldstein, have attempted to capitalize on these demographic changes with a new “lifestyle” mobile application that caters to the Hispanic business and consumer market. Named elwiri, after “wiriwiri,” meaning “people talking” or “chatter” in Spanish, the national app was introduced at the San Diego Latino Film Fest this spring.

The application capitalizes on the mass coupon popularity made famous (and financially successful) by sites like Groupon and Living Social. elwiri expands on

“

coupons and discounts, also offering movie reviews and showtimes, videos, daily updates, news, blogs, and information on local events.

“The internet audience is changing fast. More than many other groups, Hispanics go online to socialize, find good deals and purchase new products and services. elwiri offers San Diego merchants a way to generate new customers, and Spanishlanguage consumers can receive location-based coupons and discounts from local merchants,” explained Bielas.

The veteran entrepreneurs saw opportunity in the explosion of mobile phone usage for information among Hispanics.

Hispanic mobile usage is growing four times faster than the general population. The demographic currently represents twenty-five percent of total U.S. iPhone ownership.

Bielas and Goldstein both have Hispanic roots—each has ties south of the border.

Beilas was raised in Mexico City and later moved to San Diego.

Bielas previously founded and ran two tech com-

More than many other groups, Hispanics go online to socialize, find good deals and purchase new products and services.

”

— Wolf Bielas

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panies and began a venture fund for startups.

Goldstein, who has past experience in advising and capital raising, grew up in Tijuana and also lives in San Diego.

“As a multicultural individual, I felt a sense of disidentification growing up. I was raised in Mexico for the majority of my childhood and then immigrated to the U.S. as a teenager. The transition was a struggle,” said Bielas. “In our new age of social media, I seek to provide a platform for our Hispanic population to connect on many levels. With the content exclusively in Spanish, elwiri represents the first vehicle made by and for Hispanics living within the United States to promote integration while staying loyal to our roots.” PDJ

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

3/12

>> Edited by Grace Austin

NONPROFIT

Buy a Rug,

Help a Child

W

H O KNEW BUYING

a rug could help a child?

Although shopping for home décor and ending child labor are not usually connected, for GoodWeave, a nonprofit organization designed to help end child labor in the carpet industry of South Asia, they most certainly are.

Since its founding in 1995, GoodWeave has helped the number of South Asian children bound in carpet-making decrease by 75%, from 1 million to 250,000. Nearly 8 million GoodWeavecertified carpets have been sold in Europe and North America since its founding. Currently GoodWeave has an estimated 5.2% of the handmade imported rug market share, a figure they hope to increase by more than 10% in the future.

Headquartered in Washington D.C., GoodWeave operates in Germany, the United Kingdom, the United States, Nepal, and India. Indian human rights activist Kailash Satyarthi founded the company after

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PROFILES IN DIVERSITY JOURNAL

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witnessing first-hand the profits made from rugs created by child labor. Satyarthi wanted to create a market for certified child-labor-free products, which would effectively end the easily-replaceable market for child labor.

In 2000, Nina Smith helped launch GoodWeave in the United States, seeing the enormous difference the organization could make in a single industry’s supply chain. A fair trade advocate and marketing professional, Smith is now CEO of the organization.

“A few things really appealed to me [about

These students are among more than 3,600 children GoodWeave has rescued from carpet work and provided freedom and education. These opportunities are often the first chance they have at shaping their own future.

Born into a family too poor to afford school fees, Uma dropped out of the second grade in 1999. GoodWeave identified her as at risk for entering the workforce and facilitated her long-term educational scholarship.

Rescued child weavers in Nepal catch up on years of lost learning at Hamro Ghar, GoodWeave’s residential rehabilitation center. Children receive counseling and other critical services, in addition to full room and board and a comprehensive accelerated learning program.

GoodWeave], because my background is focused on proving a personal view that you could help low-end producers and improve worker’s rights by educating consumers and creating a demand for ethically-made products. What appealed to me about GoodWeave was the really focused mission on ending child labor

in a specific industry, and the fact that you could create a model to go beyond and yet work deeply in one market,” said Smith.

While changing the market is the most important part of GoodWeave’s mission, the organization is accomplishing its goal of ending child carpet labor through a three-pronged approach of regular inspections, rescue and education, and a consumer awareness campaign.

“When businesses join forces with us and begin to certify their products, it kicks everything into motion.

It enables us to inspect the production sites where their rugs are made, and we can physically enter the premises and see what’s happening,” said Smith.

Through frequent inspections, GoodWeave monitors rug companies in Nepal, India, and now Afghanistan to make sure they are following guidelines. From there, they can effectively stop children from working at looms (although there is no political mandate, merely the companies’ decree.) GoodWeave companies are given specific certification labels ensuring child labor was not used to make the carpet. Such companies include Macy’s, Lapchi, Company C, and Creative Matters. Retailers and showrooms not only provide financial support, but they help educate customers on the importance of purchasing a GoodWeave rug. Nearly 1,000 retailers carry 90 GoodWeaveMay/June 2012

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>> NONPROFIT

“

We share the principle that improving lives must start first with ensuring children are not forced to work.”

— Walter Chapin, founder and CEO of Company C

certified rugs across the U.S. and Canada.

Techniques such as wool spinning remain largely unchanged over the centuries. GoodWeave monitors spinning and other rug-making Company C, which produces colorful activities within licensed factories to ensure no children are working. handmade rugs and home décor, is sold in three exclusive stores and by 1,000 dealers worldwide. Walter Chapin, founder and CEO, believes quality construction is important, which is why science, and language development. Vocational ophis rugs are produced by adult artisans in India. portunities in such fields like auto repair and tailoring “Many of our products are made by hand in are also available.

India—we wanted to give back to families in local Carol Sebert and Donna Hastings, co-founders of producing communities. GoodWeave impressed us Creative Matters, a Toronto-based award-winning with their understanding of the challenges and oprug company, have seen first-hand the impact of the portunities of working with people in India. We share schools on their thrice-yearly visits to Kathmandu. the principle that improving lives must start first with Sebert and Hastings were initially introduced to the ensuring children are not forced to work. Children company at an exposition in Germany, drawn to its must then be given the opportunity for an education singular mission of preventing child labor through so they can make good choices for the best possible rug certification. quality of life,” said Chapin.

“Carol and I visit Nepal once or twice a year, Once child workers are “rescued,” they are offered and every time we go we make a point to visit the education, training, and rehabilitation. Children GoodWeave school, which is amazing, and do an rescued can be as young as six, but usually are art program with them, which is really fun,” said around ten years old. Rescuing is an important, if Hastings. “It’s very important for our clientele as not the most important, part of ending the child well as for ourselves that efforts are being made tolabor process. ward ending this kind of labor in the hand-knotted “It’s not viable to work on child labor issues and carpet industry.” not have alternatives for children, so our rescue is a GoodWeave also provides preventative care, bringvery important piece. To eliminate child labor, you ing awareness to high-risk child-labor communities need to have a solution and a rehabilitation option,” and offering daycare and education for children of said Smith. “The children we find, we work with carpet weavers and similar children. Health clinics them and their families, giving them psychological and adult literacy programs are also sponsored. counseling and guidance on their rights and provid“Over time we’d like to shift more of our work toing appropriate education options.” wards prevention. We want to prevent children from Once rescued, rehabilitation and education begins getting into exploitative positions in the first place,” for the children, many who have never been to school said Smith. “One of the most effective [preventative and come from very poor and often abusive homes. measures] has been our early child care and education Children are given a full education through grade program. Our assessments have shown it’s been espeten or the age of 18. Schooling begins with intensive cially effective because parents want their children to literacy and math training, and later, social studies, go to school, they just might not have the means, and

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Teams of GoodWeave inspectors ensure high standards for working conditions by conducting random, surprise inspections at villagebased carpet looms and weaving factories such as this one.

when parents can see their children flourishing in an educational environment they will go to much greater lengths to make sure that continues,” said Smith.

Media Campaign and Future of GoodWeave

Awareness has increased among consumers in the United States through GoodWeave’s One in a Million campaign. Although the campaign has lofty goals of ending child labor in the industry by 2018, its advertising in many décor magazines like Dwell, Interior Design, and O Magazine have been key at improving awareness among the buying public. Ten different publications now run the advertisements, with a total estimated audience of 15 million. A recent two-year grant from Google will primarily help the One in a Million campaign.

“Like advertising anything, it is a critical element, as long as it is complemented by other elements, including events, other media, online, and outreach, and [GoodWeave] has done that. Advertising at least raises the purview of asking a consumer for one simple action—please buy rugs—but to make sure that it has that label,” said Michela O’Connor Abrams, president of Dwell.

Abrams, who sits on various boards of other nonprofit organizations, believes that GoodWeave is one of the most successful, especially in terms of measurable outcomes and sustainability.

“Nina and the GoodWeave board have set up this organization truly to be additive and sustainable, so that when the work is done, it is building upon itself, and that’s why we are able to measure market share and

This worker stirs a vat of wool in indigo. GoodWeave’s new standard works to mitigate environmental hazards such as water contamination from dye run-off.

how much of a difference the organization is making.”

GoodWeave’s future plans to end child labor in the carpet industry are bold. According to the ILO, it is estimated 215 million children are engaged in child labor. GoodWeave hopes to use market strategy to forge industry-wide change.

“Consumers and markets really drive this. It’s really important to achieve a market saturation point in North America and Europe for us to be able to end the problem. Our organization is targeting a global market share of 17 percent. If we can certify 17 percent of rugs, we will be able to reach a tipping point in the problem,” said Smith.

Hastings and Sebert also advocate the importance of changing consumer behavior by altering the kinds of rugs available to them.

Said Sebert: “GoodWeave can do its part, but it’s only the people like us who choose mills that are GoodWeave-certified that ensure that child labor isn’t happening.”

Looking ahead, GoodWeave, formerly RugMark, is hoping to expand to include certification of other products that are known to use child labor in the same markets, like Indian silk and cotton. The process of rebranding from a rug to a weaving-based organization was the first step in this goal. Reaching out to more countries, including Pakistan, China, and other significant producing nations is another major objective.

“Things like this don’t work without participation of all the players,” said Smith. “We are only successful when industry, designers, consumers, weavers and workers on the ground participate.” PDJ May/June 2012

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>> NONPROFIT

Colorado’s Center for Legal Inclusiveness Targets Attrition in Law and Poor Minority Representation

A

CCORDING TO THE American Bar

Association, the legal profession has the least representation of racial and ethnic diversity than all professional careers. Diverse attorney attrition is another troublesome issue in the legal industry. To combat these trends in law, the Center for Legal Inclusiveness (CLI) was founded by a group of Denver-area lawyers and professors in 2007.

Headquartered in Denver, Colorado, the CLI is taking a focused approach on working to improve the retention and advancement of diverse attorneys by helping legal organizations create more inclusive workplaces.

“Lawyers are the guardians of equity and justice in our society. For lawyers to be at the bottom of the list with respect to all other professions in terms of representation by racially and ethnically diverse numbers is embarrassing and honestly, quite shameful,” said Executive Director of the CLI Kathleen Nalty. “If everyone involved in the justice system isn’t diverse, and people coming to the courthouse obviously represent every aspect of society, then there’s a big disconnect there. I would hate for people to lose even more confidence in the legal profession because it doesn’t reflect society as a whole.”

Racial and ethnic minorities comprise approximately one-third of the U.S. population, but only 11 percent of lawyers. Attrition rates are remarkably higher for minority attorneys, particularly female attorneys of color. The number of African-American and MexicanAmerican students graduating from law school has also remained the same for almost twenty years. Besides these shocking statistics, CLI highlights three reasons why diversity is important: improving the product for clients, enriching the work environment, and enhancing

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the overall image of the legal profession.

While the latter statistics and reasons show the need for diversity in law, demand for diversity has never been greater in the profession. According to the CLI, demand is being driven by the efforts of corporate legal counsel to put pressure on law firms to hire diverse attorneys.

Over one hundred legal departments in Fortune 500 companies signed the 2004 Call to Action, which called on law firms to increase diversity or risk losing those corporations as clients. Call to Action even had direct implications for the formation of the CLI. “In 2004, that was a wake-up call for the legal profession, and it actually provided a catalyst for a group of folks in Colorado to really look at what needed to be done, what was the missing piece in the diversity discussion and the legal profession, and that’s how CLI got started,” said Nalty.

Since its beginning CLI has been proactive at reaching out to legal professionals and attempting to make profound changes in a stalwart industry. Its most recent initiative, Step Up For Diversity: Take Action to Build An Inclusive Legal Profession, is a national grassroots campaign launched in October 2011. A web-based campaign targeting attorneys, Step Up For Diversity is aimed at getting corporate counsel, supervising attorneys, and all other attorneys working at the individual level to make real progress for diversity by making legal workplaces more inclusive.

CLI created action items (which were born out of a focus group of attorneys who discussed hidden barriers for diverse and female attorneys) that attorneys can complete, like “taking a diverse attorney to coffee” and “creating opportunities … like corporate counsel inviting them to make presentations.”

“Step Up for Diversity is a concrete action item program that allows diverse attorneys to interact with decision makers so they can benefit their careers. It’s not just a glossy brochure or a fancy mission statement, but something that everyone can concretely commit to in terms of action statements, both large and small,” said Franz Hardy, CLI Board Member and Partner at Gordon & Rees LLP. CLI has also designed the only legal inclusiveness manual and website. Called Beyond Diversity: Inclusiveness in the Legal Workplace, the nearly-500 page fifth edition of the manual was released in January. The legal inclusiveness manual was first created to address retaining and advancing diverse legal professionals. Nalty helped create the manual, which was adapted from a six-step inclusiveness manual for the non-profit sector.

“CLI really was the first organization to create the kind of manual that they did. It’s beyond, ‘we need to go out and create inclusive workplaces,’ but here’s how you do it. And here’s some things you are going to encounter along the way,” said co-author Dr. Arin Reeves, who owns Nextions, a professional leadership training and business coaching service.

Adds Nalty: “Any legal organization can use this to address the hidden issues in workplaces that cause women and diverse attorney to walk out the door sooner than you would want.”

To complement the manual, CLI created an Inclusiveness Network—a group of 29 legal organizations that are formally implementing the inclusiveness manual. The Network, formed in 2008, is comprised of 14 law firms, four corporate legal departments, including Walmart and DaVita, nine government legal offices, and Colorado’s two law schools.

Walmart’s Legal Department, which became part of the network in January 2011, employs over 300 people, with more than half of them attorneys. With 43% of the department female, and 32% of diverse background, Walmart needed to develop strategies to retain their diverse employees.

“From the manual, we learned what it is to have Diversity 2.0—it’s not only diversity but also inclusion.

We’ve tried to create an environment that is inclusive, where people feel that they were brought here to be nurtured and hopefully they continue to learn and grow,” said Michael Spencer, Senior Associate General Counsel for Walmart’s Legal Administration & External Relations.

In its home state of Colorado, CLI created the firstever Colorado legal leaders Roundtable, with a focus on

“

I would hate for people to lose even more confidence in the legal profession because it doesn’t reflect society as a whole.”

— Kathleen Nalty, Executive Director of the CLI

general counsels and managing partners. The group created a model with action items for each leader to implement in their respective organizations.

Several cutting-edge events have been produced by CLI within the past few years. In August 2010, CLI partnered with the University of Denver Sturm College of Law to bring newly appointed Supreme Court Justice Sonia Sotomayor, the first Latino Supreme Court Justice, to speak to students of all ages. The CLI also convenes an annual Legal Inclusiveness and Diversity Summit, the only D&I conference for the legal industry.

“We knew with inclusiveness, being a new concept in the legal profession, we would need to teach people what it was, and how to do it,” said Nalty.

CLI hopes to make their sixth annual summit their largest yet, held this May in Denver. Spencer can attest to his experiences at the last summit.

“I think [the Summit] was very eye-opening as far as the struggles of what other legal departments are going through. It gave us a feeling that we are in this with many other people. I think [the Summit] is something Kathleen Nalty should be commended for because she was able to bring so many people together under the same banner. To hear other people’s stories as far as what worked and doesn’t work … it was incredibly helpful,” articulated Spencer.

Although Reeves has been involved with the organization for a few years, she sees the organization’s trajectory from an outsider’s perspective, noting its national growth and the power of its message.

“CLI went from Colorado-focused to being in demand on a national basis. One of the reasons why CLI is asked to speak at national conferences and organizations like Walmart ask to be in the inclusiveness network is because organizations and entities are looking for what can really change, and here you have an organization that has created resources and talks to you about it,” said Reeves. “The journey from being a small not-for-profit from Colorado to a thought leader nationally is something that is worth repeating. That’s the power of the idea.” PDJ May/June 2012

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>> NONPROFIT

Inspired Doctor Helps Disadvantaged

Students with Dreams

T

H E DISPARITIES IN

healthcare are one of today’s hot-button issues, with everyone from political pundits to major hospitals weighing in on the subject. Some experts have suggested that increasing the diversity of the healthcare workforce will close these gaps and produce more innovative approaches to diseases. This is the goal of Mentoring in Medicine, a non-profit organization founded in 2006 by an ER doctor. Mentoring in Medicine introduces minority students to health professional role models, prepares students for medical school, and offers after-school programs. With more than 6,200 students helped in its short lifetime, Mentoring in Medicine hopes to improve the state of healthcare through today’s youth.

“We have been able to go into disadvantaged areas and not only inspire and educate children about careers in science and health, but help the population learn more about their health and increase health literacy in those communities,” said founder Dr. Lynne Holden.

With locations in New York City, Atlanta, and Oakland, Mentoring in Medicine (MIM) is the brainchild of Holden, a one-time TV medical drama-watcher who dreamed of becoming a doctor as a child. Holden participated in many medical pipeline programs throughout high school and college, which showed

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PROFILES IN DIVERSITY JOURNAL

Left: A student practices proper technique on her “patient” mentor. Right: A student concentrates on her science-related task.

her the benefit of such organizations.

Now Associate Professor of Clinical Emergency Medicine at the Albert Einstein College of Medicine in New York City and an ER doctor in the Bronx, New York, Holden’s childhood dreams have been realized.

“I wanted to be a physician since I was six years old,” said Holden.

“There are so many students out there that want to do things when they are young but they get discouraged, and we wanted to have a way to encourage them.”

Although Holden may have realized her goals, she sought to create an organization that would not only help other minority students fulfill their ambitions but would also increase health literacy in minority communities. Hoping to create an organization that would connect health professionals and young people seeking those careers, she founded MIM in 2006 with the help of three colleagues.

“Quite a few health professionals May/June 2012

want to give back and inspire young people, but they just don’t know how or they don’t have an outlet to do it. I think through Mentoring in Medicine, by having structured activities where health professionals know they can come for two to three hours and they will be exposed to young people, and young people will be able to reap the benefits of their knowledge and learning about their personal journey, it’s more appealing to them. It takes less of their time, and they have the option of having a young person visit their office or shadow them, or not,” said Holden.

The Journal of Human Resources reported in a 2010 study that the lack of black physicians can in part be traced to inadequate pre-college academic preparation, as well as a lack of mentors, knowledge of requirements, and preparation for medical careers. MIM addresses these issues through a phased approach. Helping children from third grade up to health professional schools, MIM

Startling Figures about Minorities in Medicine African Americans, Latinos, and Native Americans make up 9 percent of nurses, 6 percent of physicians, and 6 percent of dentists, although they comprise nearly 30 percent of the U.S. population.

Students learn suturing techniques from a health professional at the annual conference.

targets students in three phases: recruitment, high school, and college/ post-baccalaureate.

Recruitment begins with large conferences and symposia that educate students about medicine, nursing, and medical career opportunities. In high school, biology and other scientific curriculum is addressed in afterschool and in-school programs. From there, in college and after graduation, mentoring and planning for medical school admission are the main foci.

Study skills, test preparation, and beneficial internships are essential parts of the third phase.

“My vision was to start an organization that could take students from elementary school through health professional school, to have a longitudinal organization. I wanted students to have a continuity experience. There are a lot of disadvantaged students that might have a dream, who did not do well in one course, and they are told they cannot be a health care professional. I wanted to create an environment where people can be encouraged— where there’s an academic specialist, a test prep coach, psychologists,” said Holden.

Overall, the best results have been for the college program. So far, 72 students are in medical school and 74 students are graduating in 2012 and applying to residencies. Tracking these students has been the easiest

The percentage of U.S. medical school applicants who are black decreased slightly between 2002-2010 from 7.8 percent to 7.2 percent, according to the Association of American Medical Colleges.

as well. For high school students and younger, and students that come infreWHILE HISPANIC/LATINO, ASIAN/PACIFICquently, tracking is more ISLANDER, AND NATIVE AMERICAN/ALASKA NATIVE difficult.

POPULATIONS OF OSTEOPATHIC MEDICAL STUDENTS “Tracking could definitely be improved. Trying HAVE INCREASED WITHIN THE PAST FIVE YEARS, to find a way to keep in AFRICAN-AMERICAN ENROLLMENT HAS SEEN SLIGHT contact with them [is difDECREASES. ficult], no matter how we try. But for those who are At the UCLA David Geffen School of Medicine, regular really interested and those professors of minority background comprised only 18% who stay in the pipeline, they want to come back. of the total professor population.

We want them to feel that they can come back any10.7% of nurses are racial and ethnic minorities, time. We are also teaching according to the U.S. Department of HHS, HRSA, and Bureau of them to give back. Many Health Professsions. of our medical students do that—they speak to and mentor the college students,” said Holden. “We really try to make it a cycliabout the work that we’re doing,” cal kind of process.” said Holden.

More than 560 health professionals In the future, Holden sees the orhave volunteered their time since the ganization moving beyond the initial organization’s founding. Garnering strategies of demonstration projects support from the National Library and after-school programs, and of Medicine and the Friends of the bringing the organization to more National Library of Medicine, the cities across the country. organization has received grants, “My dream is to have Mentoring sponsorships, and much accredited in Medicine activities across the professional involvement. country and in socio-economically “It’s been huge for us. We’ve been disadvantaged areas. [I want] to be able to get support from the most able to inspire and educate students trusted source for medical informato learn about science and health cation, and have been able to meet so reers, and to see them through until many other people who are excited they realize their dreams.” PDJ May/June 2012

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>> NONPROFIT

THE AMBITION GAP MYTH

By Catalyst

DL

D

O WOMEN LACK ambition? We say no.

Women want to succeed, yet even when they do “all the right things” Catalyst has found that they earn less and progress more slowly than men. The fact that some women adjust their career advancement strategies after crashing into institutional barriers is a rational response to inhospitable workplaces. It is not an example of a lack of ambition.

Catalyst has been studying women’s ambition for nearly a decade. Our 2004 report, Women and Men in U.S. Corporate Leadership, surveyed nearly 1,000 senior-level employees who shared similar backgrounds and characteristics. We found that women aspired to be CEOs in equal proportions as men. But the women—to a much greater extent than men—ran up against barriers, namely exclusion from informal networks, stereotyping, and a lack of role models.

Likewise, our report, Leaders in a Global Economy, found that women and men have similar work values. The problem is this: men find workplaces more aligned with their values, women don’t.

What’s changed since 2004? Not much—women remain ambitious, but barriers still block their paths. And with few exceptions, women’s leadership is stalled in corporate America.

The Myth of the Ideal Worker, the latest report in our series on high potential employees, examined the career advancement strategies of thousands of MBA graduates from top schools around the world and the impact of these strategies on their careers. Women and men were equally represented in the two most proactive groups, indicating that ambition ran high among both genders.

But being proactive paid off more in promotions and pay for the men.

In Pipeline’s Broken Promise, we found that among MBA grads who aspired to be CEO or senior executives, women progressed more slowly than men. And parenthood, industry, and previous experience didn’t

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explain the gender gap. The leadership and pay gaps balloon over time, suggesting that the problem lies with the system, not the women.

So what is the problem?

Cascading Gender Biases, Compounding Effects revealed how gender biases are unintentionally embedded in talent management systems—biases that exclude those who don’t fit the male leadership model. Addressing these biases and rooting them out at the source are better ways to tackle inequality than blaming the women. Smart organizations are proactively addressing the barriers women face and are reaping the rewards.

Our research has pointed to one more powerful solution: sponsorship. Sponsors advocate for you from behind closed doors and ensure you’re visible when opportunities arise. The problem is that many women are over-mentored and under-sponsored. Some companies are recognizing this and are instituting formal sponsorship programs for women. At the same time, individuals are taking the lead on this front without waiting for a formal program to kick in by actively seeking sponsorship and being a sponsor to others, especially talented women who deserve it. This is one proven way to help narrow gender gaps.

The misguided assumption that women are less ambitious than men puts companies at risk of inadvertently underutilizing talented women and overlooking, or outright dismissing them, for key roles. This is a real loss for companies. Organizations need to step up and clear a path for women’s success.

Women are ambitious. But systemic barriers in the workplace mean that ambition, even when coupled with talent, isn’t always enough. PDJ

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

>> Edited by Grace Austin

CULTURE EVENTS MAY|JUNE

Prague Theatre, May-June:

Interwoven Traditions: The Cultural Legacy of Southwestern Textiles, now-Nov. 18, 2013: This Tucson, Arizona exhibit features some of the beautiful rugs and other textiles in the Amerind Museum collection. A feast for the eyes, you will see treasures from Navajo, Hopi, Tarahumara, Rio Grande, and other weavers.

The Power of Fashion, now-December: Check out the exhibit The Power of Fashion at

26

Photograph credit: Courtesy of Pittigrilli

Prague theatre offers visitors a typically Czech experience. Black light theatre and Laterna Magika mix mime artists and ballet with puppets, illusions, and animated film. Meanwhile, the country has a long tradition of marionette theater. Shows are highly visual, so adults and children alike will enjoy.

heritage event in the world. This year’s theme is the “journey Asian and Pacific American ancestors have taken to bring [the group] to this moment.” More than 20,000 visitors come to view dance, music, and martial arts performances, partake in family activities like magic shows and folk arts presentations, and sample traditional Asian food.

Sculpture Bed by Chinese artist Ai Weiwei. Made from wood dismounted from Chinese temples built in the Qing dynasty.

Stockholm’s Nordiska museet. Modemakt takes you on a Swedish fashion journey across three key decades in the country’s history: the 1780s, the 1860s, and the 1960s.

Fascinating Mummies, May 1-27: A can’t-be-missed exhibition of treasures from the world-famous Egyptology collections of the Rijksmuseum van Oudheden in the Netherlands at the National Museum of

PROFILES IN DIVERSITY JOURNAL

May/June 2012

Scotland in Edinburgh.

Focusing on the Ancient Egyptians’ belief in the afterlife and their desire to preserve the body, this exhibition will explore new insights into the fascinating civilization.

33rd Annual Asian American and Pacific Islander Heritage Festival, May 5 and May 26:

This Ellis Island- and Castle Clinton-based festival is the longest running and largest pan-Asian

Fragments, May 12-April 7, 2013:

Ai Weiwei’s Fragments, a work in iron, wood, and pillars from the dismantled temples of the Qing Dynasty, will come to the Sackler Gallery of Art in Washington, D.C. Dissident Chinese artist Weiwei, an outspoken human rights activist, has been detained by his home country in the past for his views. PDJ Please visit the following address for links to the cultural events:http://bitly.com/HI4O1r.

Respect does not discriminate There is a place where success is a global reflection of the markets we serve. Where cultural identities are embraced and honored. It’s KPMG LLP. Where respect does not discriminate. kpmgcareers.com

© 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. 26042NSS

>> CULTURE

FIVE YEARS LATER:

An Update on the Apprentice Program at FOX News

t

In the January/February 2007 issue, Diversity Journal reported an innovative new program at FOX News called Ailes Apprentice. While only in its infancy then, the program has grown tremendously, with 30 graduates, many who have remained working at FOX News. The following is an update on the program.

he brainchild and namesake idea of CEO Roger Ailes, the Ailes Apprentice Program reaches out to minority journalists, in college or already working for FOX, to participate in a yearlong, paid apprenticeship program. Currently in its ninth year, the program offers apprentices the opportunity to learn the corporate culture, and provides them with individual mentors and one-on-one time with FOX CEO Ailes.

Victor Garcia was one of a few apprentices featured in Diversity Journal, graduating from the program in 2006. Initially Garcia heard of the program while still in school at The University of Arizona and interning at FOX News.

“The disadvantage I had was that I’m from out West, I’m from a small town; I’ve never known anyone that worked in the corporate culture. This was a step in figuring out how to continue pushing my career forward,” said Garcia.

Garcia pitched stories, transcribed sound bites, and later began producing segments for Bill O’Reilly’s radio and television programs.

“They really trusted me,” said Garcia. “I never got coffee, which was a big deal for me. That’s the symbolic thing, ‘Oh you’re just a coffee getter.’”

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FOX News medical contributor Dr. Manny Alvarez speaks about “Maintaining a Healthy Career.”

Stephen Soto is a recent graduate, completing the program in October 2011. Soto had been working at the company, and felt the internship experience could help his career. Soto had previously worked in sales, and wanted to transition into TV. “It exposed me to everything very quickly. We had monthly seminars. We met with an important figure in news or politics. They would just talk about where they were from, their background. It was awesome because I could identify with most of the people,” said Soto.

Since Garcia was in the program, he has seen it expand, offering more opportunity to Soto and other recent graduates.

“Soto gets access to a lot more people. They

Left, Apprentice Bryan Llenas interviews the daughter of Martin Luther King Jr., Bernice A. King; Right, Apprentice Georeen Tanner interviews guests at the Martin Luther King Jr. Memorial dedication.

have more seminars, they have writing classes. I was [previously] advised by someone, my show supervisors and my mentor, but now they’ve been more thorough. They have classes in different aspects,” said Garcia.

Adds Soto: “[In one class] we presented new ideas to the company. We had to present ideas on how to attract new demographics. [The program] grows every year. It keeps on growing.”

“You get a lot of different perspective and different opportunity. When I was in [the apprenticeship], they were still figuring out where they were going to go with the program. Now they have a social networking website with those involved in the program,” said Garcia. “It’s really changed since the five years that I was in it.”

Both Soto and Garcia have remained at FOX News, a testament to their experiences at the organization. Soto is currently working as a production assistant on multiple daytime news shows, while Garcia is now an associate producer for The O’Reilly Factor and a contributing writer for FOX News Latino.

“It feels like a family; it’s not too formal. You can talk to the vice president, talk to your superiors.

They’ve taken really good care of me. I’ve always been given opportunity and taken advantage of it,” related Garcia.

Both former apprentices can attest to the program’s goal of growing diversity at FOX News, a

company that has come under fire for its lack of diversity. A 2008 Media Matters study showed that FOX News was the whitest network, with 88 percent white guests.

“I think it has improved the diversity at FOX News. It gives people from a diverse background a chance to see how [the organization] works,” said Garcia. “There’s a fine line with some diversity programs. Some can be condescending. It’s never felt like a handout. It’s something there to point you in the right direction and give you a guideline of what opportunities you have here at FOX News.”

Soto, originally from the Bronx, New York, has met many famous and influential people through working at the organization.

“Its awesome standing there and meeting Laura Bush and Governor Brewer of Arizona. I didn’t get exposed to that as a kid, but now I’m in this program and it has prepared me,” said Soto.

As young minority employees at FOX News, Soto and Garcia have been empowered through the Ailes Apprentice program. Their future looks bright in broadcast news.

“I have a renewed confidence in my job through this program,” said Soto. “It’s like stepping into the world all over again.”

“I like seeing this program [work.] I’ve really enjoyed it,” said Garcia. “I can’t sing enough praises.” PDJ May/June 2012

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>> CULTURE

PASSING ALONG

THE FUNNY : )

T

H E SECOND CITY, the Windy

City-based comedy troupe known for producing comedic talent like Tina Fey and Stephen Colbert, knows a thing or two about laughs.

And now Second City is bringing comedy to underprivileged kids that may never have the opportunity to experience improvisational comedy and acting. This June, Second City is kicking off its annual 2012 Summer Camps, where hundreds of students are given the opportunity to develop their inner-Will Ferrell.

Second City began in 1959 (the moniker a play on the mocking “second city” status of Chicago compared to New York City). Since its beginning, Second City has honed the skills of noted actors, directors, and writers, including Alan Arkin, John Candy, and other SNL cast members like Dan Aykroyd, Mike Myers, and John Belushi. Second City’s Training Center “follows the traditions developed by these groundbreaking and innovative men and women” while introducing new students to comedy and improvisation through courses and revues.

This same educationally-based experience carries to students, children and adults at the annual summer camps. Through the end of August, the Second City camps—broken up into one to two week offerings—teach improv, writing, stand-up comedy, acting, and musical improvisation.

Scholarships are offered on merit- and need-based opportunities through Second City Outreach & Diversity.

Second City Outreach & Diversity, a division within the troupe, was cre-

ated to fill the void of diversity on stage and in improvisational comedy.

Though as Director of Outreach & Diversity Dionna Griffin-Irons says, there is much more diversity in improv since the popularity of viral videos.

An example of a diverse ensemble, BrownCo, from Second City’s talent development shows.

“There are still more white male voices [in improv]. It’s increasing Access to Improv, is geared towards from where it was ten years ago, but high school students in underserved there’s always a need to expand. Right areas. Training and educating actors of now we are seeing a lot more [diverse] color is also paramount to the departactors and stand-up comedians, but ment. Biannually, the Outreach & when it comes to improv, there’s a Diversity Ensemble performs a commyth that ‘it’s not for me. I’m not edy revue based on Second City’s best funny.’ We’ve seen a large increase but acting and music, but with an urban we’re still trying to increase that pool feel. Through panels and workshops ever more.” throughout the year, Second City also Outreach & Diversity not only hopes to reach more underrepresented provides scholarships, but ongoing minority adults and children who may training and opportunities for minorbe interested in the comedic arts. ity talent to perform. Over 20 scholar“It kind of goes back to the art form ships are given out each year with the itself. If we are being true to improv, help of sports brand PUMA—no small that all voices need to be heard and all feat for an organization which doesn’t stories be told, then the way you do net much profit after paying talent, that is by reaching out, hearing those funding, production, and providing for stories, and listening. It’s important divisions like Outreach & Diversity. that this art form is shared. Improv is “PUMA is very interested in diversity a great creative tool that anyone can and embraced our mission. We share use—board members, lawyers, comsimilar values in our mission statement munity leaders, and mothers. It’s all in reaching out and embracing the about exposure [to improv]. You can’t community. It’s been a great partnership keep the funny to yourself … you have in terms of the scholarships and creatto pass it along.” PDJ ing awareness,” related Griffin-Irons.

Building partnerships and reaching Second City Cares, held May 20, raises funds for out to communities and universities three areas of Second City: scholarships, Outreach for new talent is vital to Second City. & Diversity, and education. If interested in An improv writing program, Creating giving or attending please visit secondcity.com.

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DIFFERENT PERSPECTIVES INSPIRE ME. I SEE THE BUSINESS WORLD IN A WHOLE NEW WAY. Careers For Everything You Are

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.

>> Edited by Grace Austin

HIGHER EDUCATION WHY DO MINORITY

TEST SCORES STILL LAG BEHIND WHITES?

A

gap in achievement scores still exists between whites and minorities. This is true for all minorities, including Hispanics and Native Americans. Attempts to close proficiency gaps have been spotty, sometimes successful and sometimes failures. Schools, sociologists, and thought leaders across the country have been debating this question for years: why do minority test scores still lag behind whites?

Studies show Hispanic and African Americans are far below their Asian and white counterparts in terms of graduation rates. According to the 2010 U.S. Census, Asian and Pacific Islanders have the largest percentage of high school graduates, with almost 90%; whites are not far behind, while 84% of blacks receive their high school diploma.

Hispanics, meanwhile, have a total population of 63% that receive high school educations, with Mexicans the lowest portion of this demographic, at 57%.

College graduates are dramatically lower for all ethnicities, with 13.9% of those with Hispanic origins receiving their college degree, and only 20% of blacks.

Cultural and Environmental Factors

Those raised in poverty are shown to have lower achievement scores overall. Many children that are poor lack stability, proper nutrition, and sufficient medical care, which affects development. This is not a deciding factor though; there are many low-income students who go on to receive higher education degrees despite overwhelming factors against them. There are also many high-

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poverty and high-minority schools throughout the country that are highachieving, most notably in Houston, Boston, and Detroit.

Experts say the problem stems from entrenched familial factors as simple as skipping breakfast, watching too much television, and reading less.

Indeed, parenting influence has been the strongest determinant of a child’s education. For instance, many Asian parents have been cited as applying strict rules to all aspects of their children’s lives in order to make them “successful.” Several noted books, including Battle Hymn of the Tiger Mother, by Amy Chua, have acknowledged this phenomenon. By the same token, sociologists Christopher Jencks and Meredith Phillips have argued in The Black-White Test Score Gap that minority parents do not encourage early education because they do not see personal benefits in academics.

Many experts blame parents for not creating an environment promoting education and academics. Instead, parents often stress that their kids avoid gangs, drugs, and stay out of prisons. Unfortunately, these low expectations also lead to low selfconfidence and little ambition.

African-American leaders like Bill Cosby have led unofficial campaigns stressing the importance of education to parents and students. Cosby emphasizes parenting and education in the African-American community, having personally endowed millions of dollars to educational outreach at schools like HBCU Spelman College.

Structural and Governmental Factors

Institutional factors can often contribute to an achievement gap in testing. Many minority students do

not have access to the advantages that other students do, including better trained teachers and more educational resources. This is often related back to their residency in lower-income areas. Children of more affluent families can often afford test preparation materials and services, which can affect test scores as well.

Some organizations, like Fair Test, The National Center for Fair and Open Testing, blame test scores for a lack of minority college students and graduates. Fair Test believes that “rigid use of SATs for college admissions will produce freshman classes with very few minorities.” Fair Test reports that colleges which have made the SAT optional have more diversity among applicants and no less academic quality.

Fair Test and other watch-dog groups have blamed low minority achievement scores on government policies, like Bush-era No Child Left Behind, which attempted to standardize all testing nationally. The Obama administration has instituted the Race to the Top (RTTT) program, which provides grants to states that produce measurable changes in student achievement. One major goal of RTTT is to close the achievement gap between blacks and whites.

Obama also renewed the White House Initiative on Educational Excellence for Hispanics in 2010, which attempts to improve Hispanic/ Latino access to education by reaching out to communities, establishing a network of community leaders to advise the president, and forming a group to exchange resources and discuss issues in the Hispanic/Latino community.

NPOs like Excelencia in Education have attempted to use collaborative action to increase educational attainment

for Latinos and Hispanics. Excelencia in Education created an initiative in 2010, Ensuring America’s Future by Increasing Latino College Completion, in an effort to improve the number of Latinos that finish their degrees.

How Things can be Changed

Recruiting minority teachers and administrators and improving minority-outreach programs is often key to improved grades and test performance. Minority teachers and administrators have the benefit of more inside knowledge about minority students. Outreach programs are also valuable for introducing families, especially immigrant families that may not speak English, to educational programs and the benefits of education for their children.

Parents are an important part, if not the most important, of changing kids’ attitudes and achievements.

Parents who attend teacher conferences and college nights demonstrate to children that they are keeping tabs on academic performance.

Having a parent, teacher, friend, or mentor who is encouraging is important. Programs like Big Brother, Big Sister give less fortunate kids the opportunity to have a mentor that encourages them and acts as a role model.

Outside the classroom, initiatives like afterschool programs have helped improve scores for minority students in Wisconsin. Technology can also be used as a complement to regular teaching. There are many websites that feature tutorials in math and other subjects, which can greatly benefit kids that need a little extra help. PDJ

Please visit www.diversityjournal.com for a list of links to tutorials in math and other subjects.

May/June 2012

WWW.DIVERSITYJOURNAL.COM

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>> BLAME IT : PROFESSOR ON THE

HIGHER EDUCATION

ARE COLLEGE DEPARTMENTS AND FACULTY

RESPONSIBLE FOR THE LACK OF DIVERSITY IN STEM?

I

t has been much publicized within the past few years that the U.S., once dominant in all aspects of education, has been lagging behind other nations in terms of science, technology, engineering, and math (STEM) education. The Obama administration, specifically, has tied STEM with innovation, and thus competition, on the world stage. In other words, STEM is no longer an educational lapse—it’s a national security issue. And while growth of STEM overall is encouraged, it has been specifically targeted at underrepresented minorities (URMs) and females.

A recent study released by Bayer showed that the lack of diversity among STEM professionals may have its origins in college. In its 2010 Facts of Science Education survey, a series conducted annually since 1995, Bayer found among female chemists and chemical engineers almost half reported they were discouraged at some time during their career, most often during college by a professor. For this reason, Bayer decided to seek out the reasons why females and URMs do not go on to STEM careers, starting at the beginning of their educations.

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“College STEM departments are critical chokepoints in education, a point where students make important decisions about their careers—and a place where many decide to drop out of STEM. That has to change. If the United States is to continue leading the world, then the priority of higher education—and indeed of all of us in STEM—must be on making, not breaking, the next generation of American scientists and engineers,” said Greg Babe, President and CEO of Bayer Corporation.

Indeed, the 2011 Facts of Science Education survey looked at more than 200 of the top research colleges and universities in the country, from MIT to Berkeley, surveying STEM department chairs. More than half of the department chairs were middle-aged, 87% were male, and nearly all were Caucasian. Generally, female and URM representation among faculty was low, which may affect how students relate to faculty.

“I don’t believe that the system goes out of their way to discourage woman and URMs from entering STEM. It’s more that when URMs look at people in positions of influence and leadership [department chairs, professors] in STEM they see very few women

and URMs represented,” said Kim First, President & CEO of The Agency Worldwide.

Survey trends show that female and URM numbers have remained the same or increased in recent years. The number of females and URMs enrolled in introductory STEM courses has increased, which is promising.

Other survey trends showed that female students were often the most prepared when entering college, while URMs were the least.

Many wonder why there would be fewer females than males in the STEM field if such statistics are true.

In reality, females and URMs often feel barriers. One of the biggest challenges is financial—“helping them find the money to stay in school.” For URMs, “preparedness is a challenge … we do not control admissions,” as one department head articulated. In other words, if prospective students are not admitted to college at all there is no way to try to retain them. Once they are admitted, they often are ill-prepared academically compared to their STEM peers. URM students also cited being isolated from other students in STEM courses.

Female students most notably are deCollege STEM departments are terred from pursuing STEM because of their environments—family decisions play critical chokepoints in education, a major part, as well as a lack of advising in a point where students make high school and an unsupportive environment for their goals. important decisions about Eighty-three percent of department their careers...” chairs report that STEM faculty have a — Greg Babe, President and CEO of Bayer Corporation role in counseling students to consider other fields of study. Only a few recog-

“

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>> HIGHER EDUCATION

nized that this may be inappropriate or discouraging to students.

Females and URMs may also be discouraged by difficult introductory classes that attempt to “weed out” students from pursuing STEM. Almost half of department chairs believe this is harmful because they may drive away students with potential. These classes are generally believed to have more of an effect on URMs than majority students. URMs as a whole are seen to have more barriers than women.

Said one STEM Department Chair: “[URM students] often are discouraged because the intro courses are challenging compared to their high school experience. This is not only true for URMs, but they seem to take this challenge as a sign they should do something else.”

Overall, the STEM department chairs found the reasons for a lack of representation of females and minorities came from university leadership. Although almost all believed that increasing the number of women and URMs in both STEM education and the country’s workforce is an important national need, only onethird of faculty reported their university had an overall STEM goal plan. The study reached the conclusion that university leadership must act to change STEM education in America.

“We need all of these students [women, AfricanAmerican, Hispanic and American Indians] in STEM, so understanding the college environment in which they find themselves is the first step toward making meaningful institutional change. And no matter how reputable the institution, no institution is above change when change is needed,” said Babe.

“

Key to increasing the number of students seeking and achieving careers in STEM disciplines is expectation, exposure and experience.”

— Dr. Mae Jemison, the first African-American astronaut

Department chairs also cited pre-college STEM education as a major factor, which should “begin early and with a better curriculum.” Chairs agreed that K-5 is the perfect time to start a STEM foundation. This includes improving STEM guidance, teacher training, and critical thinking/problem solving, and less standardized testing, an interesting although controversial conclusion.

Dr. Mae Jemison, the first African-American astronaut and longtime national spokesperson for Bayer’s Making Science Make Sense initiative, traces STEM education back to “expectation, exposure, and experience.”

“Key to increasing the number of students seeking and achieving careers in STEM disciplines is expectation, exposure and experience. Particularly for women and underrepresented minorities, who rarely see images of themselves as scientists, it is important that STEM departments and faculty expect them to be in class and to do well,” said Jemison. “Many students do not know what an engineer is, and even less so what they do day to day, so exposure to the breadth of roles and the impact engineers and STEM may have on the world helps students to understand the positive aspects of the disciplines. Finally, experience working in jobs makes careers familiar and doable.”

Jemison voices the significance in STEM diversity, which is at the core of both the When URMs look at people in Bayer Study and the goals of improving positions of influence and leadership STEM education.

“The importance of diversity is not just [department chairs, professors] in about adding more people to the STEM workforce,” said Jemison. “Of critical value STEM they see very few woman and as well is gaining the ideas, insights, abilities URMs represented.” and perspectives of varying perspectives that — Kim First, President & CEO of the Agency Worldwide approach problem-solving, inventing and innovating in different and valuable ways.” PDJ

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individual impact collaborating being myself Diversity at ADP. Inclusion is a core value that’s helped us become a $10 billion global leader in workforce solutions. It’s a promise that you’ll be encouraged to share your views, build relationships and make a real impact on our business. It’s a mindset that creates a workplace in which you feel good about yourself and the people around you. And it’s an invitation to define, and achieve, your own idea of success.

Join us at ADP, and discover how we’re counting on you to come in and make a real difference, every day.

Count me

in.

ADP.COM/CAREERS ADP believes that diversity leads to strength. We are an equal opportunity/affirmative action employer; M/F/D/V. The ADP logo is a registered trademark of ADP, Inc.

>>

HIGHER EDUCATION

INCREASING MINORITY MBA ENROLLMENT

T

he lack of minorities receiving graduate degrees in business is a growing problem, affecting the number of qualified candidates in the corporate job market. The Consortium for Graduate Study in Management, with leadership from CEO Peter Aranda, has attempted to curb this trend and increase rates of MBA candidates since its inception in 1966.

The non-profit group of leading business schools, including Cornell, Yale and the University of Michigan, works to increase the presence of African American, Hispanic, and Native Americans in MBA programs and the corporate world. Since its founding, The Consortium has handed out more than $20 million in merit-based scholarships each year to more than 300 MBA candidates with

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Left: CEO Peter Aranda welcomes 2000 students at the 2010 Consortium conference. Right, MBA students listen to Aranda and the other speakers at the seminar.

outstanding academic credentials who also show a commitment to diversity.

In the early ‘60s, Professor Sterling Schoen of Washington University in St. Louis envisioned a program that would develop African-American, male MBA candidates. The Alfred P. Sloan Foundation funded a feasibility conference attended by 60 influential educators and leaders from the African-American community. They determined that The Consortium was both plausible and necessary. The Consortium was then established in 1966 as an innovative program designed to hasten the entry of AfricanAmerican men into management positions in business.

The first Consortium class consisted of 21 African-American men; May/June 2012

the organization was supported by 27 corporate sponsors. After 1970, in keeping with the progressive philosophy on which the organization was founded, the mission evolved to include women and, shortly thereafter, Hispanic Americans and Native Americans.

Aranda is the first Consortium alumnus to lead the organization in its 46-year history, bringing to his role previous business achievement, academic experience and a diverse ancestry that is a mix of Mexican, Native American (Cherokee and Otomi) and Jewish.

When Aranda became CEO of The Consortium nearly eight years ago, the percentage of minorities in the nation’s top 50 business schools

Clockwise, top left: Target buyer Patrick Cummings at a Consortium career workshop; Soledad O’Brien speaks at last year’s conference; A Conagra representative speaks to an MBA candidate; An American Express table draws in top MBA candidates; Consortium students listen to a representative speak at the workshop.

was roughly 6%. Today, it’s exactly the same. Typically, though, the 17 schools in The Consortium report minority MBA enrollments that are 38% higher than non-Consortium business schools.

So why are levels of minority enrollment so low? Aranda blames it on societal issues and top business school rankings.

“The current status of minority communities tend to have large portions of the population still at the poverty level and high dropout rates from high school. We still have to make up ground from past discrimination, and we still have repercussions that are affecting these communities today. The second challenge

is due to business school rankings.

There is a tendency to put weight on the GMAT score, which is unnecessarily warranted. The GMAT is an aptitude test, not an intelligence test. By and large students from a wealthier background tend to have opportunities to take the test multiple times and spend more money on test prep. Statistically, African Americans, Hispanic Americans and Native Americans tend to score less on the GMAT tests than their counterparts.”

The future looks hopeful, though, as The Consortium continues to grow its numbers and receives generous support from corporate America and the nation’s top schools. Under Aranda, last year’s 340 students at

orientation was a record high for the organization.

“The corporate community embraces this need for minority professionals that are well-qualified and they support us through funding our fellowship program, summer internships and post-graduate opportunities for our students. Our model is working,” said Aranda.

He is hesitant to concede success though, knowing there is much more to do to increase minority MBA numbers.

As Aranda relates, “I wish we could do more, and I wish there were more organizations like The Consortium out there helping to make this go faster.” PDJ

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>> HEROES Edited by Grace Austin

MILITARY | GOVERNMENT

I

MAGINE COMING HOME FROM THE BATTLEFIELD, WITH NO HOME OR A HOME THAT NO LONGER FITS YOUR NEEDS. For many veterans, this

COMING HOME

is their homecoming. Sears, a long-time supporter of the troops, became aware of this void nearly five years ago and wanted to help correct it. In doing so, the retail giant founded Heroes at Home.

“Sears has always demonstrated a commitment to supporting our military heroes with our ongoing programs,” said Tom Aiello, Division VP of Sears Holdings. “We strive to improve the lives of the military, both active and veterans, and their families with programs like Heroes at Home. Whether it’s with gift cards during the holidays, rebuilding First and Second Ladies Michelle Obama and Jill Biden help paint a wall in the homes for military veterans year-round home of Sgt. Johnny Agbi, Jr., left, at the Joining Forces Initiative Heroes at or providing recruiting and employment Home event in October 2011. programs, we continue to provide ongoing opportunities to help our troops.”

Heroes at Home and Wish Registry Sears, indeed, has a long history of helping veterans The Sears Heroes at Home program raises money to in myriad ways. For example, Sears employs more than support the rehabilitation of homes for veterans and 30,000 veterans, and 1,500 are currently serving in the National Guard. President and Chairman General Robert military families across the country in collaboration with Rebuilding Together, the nation’s leading non profit Woods built Sears into the “world’s largest merchanworking to preserve affordable homeownership. Since its diser” during the twentieth century while also serving in inception in 2007, the Sears Heroes at Home program World Wars I and II. He implemented special programs has raised more than $31 million to help renovate 1,000 after World War II to reintegrate veterans. Today, Sears matches company and military pay to employees who are homes and improve the lives of more than 83,000 families.

Sgt. Ryan Major of Silver Spring, Maryland, was the deployed so they do not have to take a pay cut for servfirst beneficiary of Heroes at Home. Major was critically ing. Sears also maintains benefits for the employee’s faminjured while stationed in Iraq. Heroes at Home outfitily while they are deployed.

“A lot of companies will say ‘Let’s just pick a cause and ted his home with an elevator, ramps, hardwood floors, lightened door frames, lowered counter tops, and a go out and support it,’ but I think one of the hallmarks of what we are doing here is that it is so true to our heri- wheelchair-accessible bathroom and bedroom.

“He lived in a home that was too formidable for him tage,” said Aiello. “This is where we’re putting a stake in in his wheelchair,” said Aiello. “We made the home the ground and making a difference in society.”

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livable, so he could come home from Walter Reed [National Military Medical Center] and have a great life he’s entitled to.”

Families and widows of veterans are also aided by the organization.

“Rebuilding Together, Sears and Samsung just came along at a very critical time in my life. Losing my husband seven months ago, I sat on the couch just wondering, ‘my house needs a lot of work and now it’s just me and how am I going to get it done.’ As soon as I thought about that, it’s like God answered my prayers. So I feel like they’re my saviors,” said Danielle Green-Byrd to the Chicago Tribune.

Heroes at Home also helps make the holiday easier for active-duty military members and their families with the Wish Registry, which provides the means for them to purchase practical gifts such as clothes, toys, and holiday decorations. This past holiday season was its fourth year in practice.

“It’s a shame to think those families are in need over

>>

the holidays, but it’s a reality and a fact that a lot of them are belowpoverty level and a lot of them are struggling, especially when a loved one is deployed,” said Aiello.

The Wish Registry uses donations from customers, associates, and vendors to raise money. Sears associates participate in fundraisSgt. Ryan Major ing, while vendors donate large amounts to the organization.

Hershey’s gave $50,000 this past holiday season. The bulk of contributions, though, comes from customers, who often donate at registers. All of the proceeds go directly to military families.

“I think one of the hallmarks about programs like this is its consistency. We’ve now had a five-year commitment,” said Aiello. “So many of these programs are a flash. That consistency has enabled the program to really grow. I definitely think it’s something unique to the program.” PDJ

MILITARY | GOVERNMENT

ON AND OFF

SURVIVING THE BATTLEFIELD: How Female Survivors of Military Sexual Trauma Push for Recovery

By Debra L. Stang

J

ENNY, A VETERAN WHO SERVED AS A NURSE IN VIETNAM, LIVES IN A HOMELESS SHELTER IN BETWEEN STINTS IN REHAB.

She has had trouble with drinking ever since she was gang raped by soldiers she considered friends. Lara, who has just finished basic training, lies awake worrying every night. All she can think about are the three men in her unit who have been calling her crude names and telling her she’s “gonna get it.”

Jenny and Lara are both victims of military sexual trauma (MST).

The Veterans Administration defines MST as “sexual assault or repeated, threatening acts of sexual harass-

ment.” According to the VA, about twenty percent of women (and about one percent of the men) who receive treatment at VA Health Centers report being victims of MST. Jessica Kenyon, an MST survivor and the founder of Benefiting Veterans, a group which advocates for both male and female victims of MST, states that in her experience victims of MST tend to be low-ranking personnel. This is true because those with lower ranks make easier targets than do officers, and because those who complain about experiencing MST usually find their military careers stunted.

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>>

MILITARY | GOVERNMENT According to the VA, 1 in 5 women (and about one percent of the men) who receive treatment at VA Health Centers report being victims of MST.

Active Duty Personnel

Kenyon explains that active duty MST victims who want help have two equally unattractive choices: Make an unrestricted report or make a restricted report.

An unrestricted report goes to the commanding officer who then launches a full investigation into the incident(s). The commanding officer, who knows both parties and may be influenced by friendship or by the need to keep his or her unit “combat ready,” has the final say in any disciplinary action. There is no way for an MST victim to appeal if she does not feel adequately protected.

“The process needs accountability and impartiality,” Kenyon says. “At the very least, there should be an appeals process and complaints should be investigated by a commanding officer who does not know either party.”

A restricted report, on the other hand, allows the victim to get help without officially reporting the crime. She may speak to medical personnel, mental health personnel, chaplains, and a Sexual Assault Response Coordinator (SARC).

However, if she discusses the incident with anyone outside of these people, or if the information gets back to the commanding officer in any other way, it can spark a full investigation, whether the victim wants one or not.

In spite of the problems with the investigative process, Kenyon tells MST survivors, “Don’t eliminate options.” She says that even if they are sure they do not want a full investigation, they should still make a restricted report and request that any evidence of sexual assault be collected and held.

She also advises first responders not to assume that an MST victim will want to be discharged from the

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military. “We volunteered for a reason,” she says. “Why should [being assaulted] cost us our livelihood?”

MST and Disability

A woman who has been discharged from the army and who still has problems coping with day-to-day life due to MST can apply for servicerelated disability.

Elly Kugler, an Equal Justice Works AmeriCorps Legal Fellow, is an attorney who works primarily with female veterans living in shelters. She estimates that 99 percent of her clients suffer from some form of post-traumatic stress disorder and that much of it is related to MST. She explains that in the past, proving disability based on MST was almost impossible. Newer laws, however, have done away with the need for a “smoking gun,” such as an eyewitness or the conviction of the assailant. Now, says Kugler, an MST victim can get disability benefits if she can show negative behavior changes, or “markers,” that date back to the time of the incident(s).

Markers may include a record of disciplinary actions taken against the victim around the time of the assault, new or increased use of alcohol or drugs, or a disruption in relationships, such as cutting oneself off from family and friends. She suggests that veterans who want to apply for disability based on MST request their military records as well as their military health records and review them for any such changes. Family and friends may also submit statements about the victim’s behavior at the time.

Tara Wise, MST survivor and founder of the National Women Veterans Association of America, emphasizes that, in addition to applying for disability, soldiers who have been May/June 2012

traumatized by MST need to find compassionate and ongoing treatment programs. Unfortunately, she adds, during difficult economic times, it is harder for new programs to get funded. The older veteran’s programs that traditionally receive government funds were established before the needs of women veterans were openly discussed, and many of them have not updated their treatment programs to meet these needs.

MST: Towards a Brighter Future

To its credit, the VA has broken its traditional silence and has begun publishing statistics about the number of soldiers affected by military sexual trauma. In 1992, it initiated the intensive, 60-day Women’s Trauma Recovery Program at the National Center for PTSD in Menlo Park, California.

The VA isn’t the only agency responding to the needs of traumatized veterans. The Adler School of Professional Psychology has added a military clinical psychology track to its doctoral program in clinical psychology. The founder of the military track, Dr. Joseph Troiani, states that he is pleased to see that many of the students involved in the program are women and veterans. While some of the graduates will go into private practice, the majority are planning to join or continue careers in the military or to go to work for the VA as trained civilians.

Tara Wise says she is always glad to learn of civilian involvement when it comes to helping victims of MST. “The VA isn’t going to be able to deal with this issue all alone,” she says. “It’s going to take the public overall.” PDJ Debra Stang is a freelance writer based in Merriam, Kansas.

SEE IN US WHO YOU ARE

At New York Life we believe that people’s differences can be their greatest attributes. We recognize that employees’ unique qualities often lead to innovation, positive change, and a more productive and dynamic workplace.

For more information about a career with New York Life visit us at www.newyorklife.com/diversity NEW YORK LIFE. THE COMPANY YOU KEEP.® © 2010 New York Life Insuranace Company, 51 Madison Avenue, New York, NY 10010 EOE/M/F/D/V

>> VETERAN CREATED MILITARY | GOVERNMENT

How a Service-Disabled

A Multi-Million Dollar Company

D

WAYNE HAYES, PRESIDENT OF EXALT INTEGRATED TECHNOLOGIES LLC, IS AN AFRICAN-AMERICAN, SERVICEDISABLED VETERAN WHO WAS NAMED ONE OF THE TOP FIVE ENTREPRENEURS IN ATLANTA

BY BUSINESS TO BUSINESS . Hayes used

unorthodox methods to parlay relationships and strategic alliances into a multi-million dollar IT consulting business. Exalt is currently executing IT consulting and product contracts with federal government agencies, the U.S. Army, the U.S. Air Force, the U.S. Department of Agriculture, and the U.S. Department of Homeland Security.

Hayes joined the Air Force in 1983, working in various units and specializing as an engineering technician. Hayes began using computers in the latter part of his nine-year career in the military. Although always interested in computers and technology, it was this time that laid the framework for his IT firm.

In the past decade, Hayes sought to capitalize on the rapport he developed with several strategic IT professionals who established strong relationships and partnerships with the public and private sector. These relationships and partnerships enabled Exalt IT, founded in 2004, to gain access within the traditionally exclusive federal government sector.

“I have been able to use contacts from my previous background in

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Exalt IT CEO Dwayne Hayes

the Air Force and understanding how the military does business to start Exalt,” said Hayes. “I wanted to utilize resources that were there to enable our company to go from a start up to a more established company.”

Hayes believes the key to his success was to understand and execute “smart teaming.” What began as a single consultant has now grown to a 20-member consultancy with a revenue of $5 million in 2011. Hayes also managed to create exponential profits despite a tough economy.

Although the economy has not been a major challenge for Exalt, Hayes has faced other barriers in establishing his business.

May/June 2012

“I think one of the challenges working with the federal government is getting to the point where you have past performance, where you’ve actually provided services or equipment. One of the challenges is to understand that you start small; you start with an opportunity, and expand on it. Accessibility to funds and duties, trying to build a relationship with a financial organization to back you, is also a major challenge. A lot of businesses don’t have the financial backing upfront to serve as a financial foundation,” said Hayes.

Hayes encourages recent veterans to start their own businesses. For Hayes, spending time ensuring “everything was aligned” was important before venturing out on his own.

Hayes also made sure to receive necessary veteran and minority-certification to aid development. Hayes, though, believes principles taught in the military will aid veterans in entrepreneurship.

“Some of the core values the military operates on will go a long way.

Most of the military people I’ve come across are professional people, and have in their core the need to do the right thing,” said Hayes. “Anyone who starts a business should not get into business because it has a lot of revenue; you need to bring skills, knowledge, and a foundation of what you can offer.” PDJ

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Training and Development

DISABILITIES

NO BARRIERS, NO EXCUSES:

HOW A CONGENITAL AMPUTEE REACHED THE TOP OF MOUNT KILIMANJARO

By Damian Johnson

“I believe that everyone has a mission and purpose in their life. Some people get caught up with wanting things to be perfect, but when you have a disability nothing is ever going to be perfect. You’re always going to have to figure out a way to adapt and overcome.”

“T

he most interesting part happened about three quarters of the way up the mountain,” said Kyle Maynard, discussing his ascent of Mount Kilimanjaro, the tallest mountain in Africa.

“My arms and legs were starting to swell up so badly that we were forced to take the Western Breach.” For those unfamiliar with this formidable landscape, the Western Breach is a steep and icy gap on the mountain formed by lava flow thousands of years ago. It’s not the actual climb of the Western Breach that makes this area of the mountain so dangerous, it’s the falling rocks that give way as the glacial ice retreats and melts away. In fact, this section was temporarily closed in 2006 after a rockslide killed three people. “One slip or one rock and Maynard training in Colorado using bath towels to cushion any injuries that could be it,” he said. that might occur.

And for those unfamiliar with Kyle Maynard, those are the types of challenges he lives for, despite being born with a condition known 18 years old that a writer from Men’s Journal did some as congenital amputation, which left both his arms research on some of the causes of it. One of the main ending at his elbows and both his legs ending at his theories is that it’s a consequence of what’s called amknees. “Doctors didn’t really know what caused it,” niotic banding [amniotic band syndrome]. There is no Maynard says of the condition. “It wasn’t until I was doubt that life has been incredibly difficult at times,

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but I believe [my condition] is the greatest gift I’ve ever been given.”

In an interview that took place only a few weeks after Maynard and his Mission Kilimanjaro team summited the mountain, Maynard recalled his life growing up. He didn’t want to be the kid in a wheelchair sitting idly by, watching other kids play and compete in sports. “My parents taught me that everyone has a disability or a weakness. They raised me with the attitude not to focus on my disability and for that to be my identity, but to lead as normal of a life as possible. More importantly,” he added, “they let me dream. When I was nine I remember wanting to play for the Atlanta Braves. My parents never once told me I couldn’t do it. They just let me dream.”

When Maynard was in middle school his father encouraged him to join the wrestling team. A wrestler himself growing up, he used his son’s love of professional wrestling to peak his interest. “My dad tricked me,” Maynard said, laughing, “He told me it was going to be like being Hulk Hogan jumping off the top rope.” Maynard soon learned that the wrestling he was to learn in school—Greco-Roman—would be much different than the kind he watched on TV. Maynard, though, believes it was this sport that taught him to accept his life’s challenges more than anything else. “Wrestling is a great sport because you go out on the mat all alone and if you lose there’s no one to blame but yourself. Being defeated can be incredibly crushing, but when you win, the victory is that much sweeter. This is where my ‘no excuses’ message came from,” he said, referring to his 2005 New York Times bestseller, No Excuses.

Maynard started wrestling when he was 12 years old. Once a week he and his dad would show up for matches wherever they were hosted. “I soon started to hear what parents and coaches were saying,” Maynard said. “I’d overhear them saying that it was completely impossible for anyone without limbs to win a wrestling match, and I began to buy into that. Each week it got tougher and tougher for me to want to show up at all. But my dad would drag me

| Q&A with Bill Barkeley, Board Member, No Barriers No Barriers provides transformative experiences that empower people to discover the potential that lies within themselves, the world, and the human spirit.

The organization offers three programs as part of No Barriers USA: Global Explorers youth travel programs, Soldiers to Summits for veterans, and the No Barriers Summit for all.

Your professional life is dedicated in part to speaking to Fortune 500 companies about what you call the No Barriers mindset. Can you describe that mindset and why it is applicable in the business world?

A: What’s within you is greater than what is in your way. No Barriers is a community that believes any person can use transformative life experiences to inspire people with challenges to live rich and fulfilling lives.

We help people embrace assistive technologies and use the backdrop of nature to help people establish a bold vision for themselves.

Corporations spend a lot of time talking about vision, purpose and mission statements. They do not spend enough time helping people with disabilities, nor do they assess themselves and what they are driven by and then tie that into the objectives of the business enterprise.

What advice would you give to employers about the value of a diverse workforce that includes people with disabilities?

A: I’d rather work and build teams around people who have responded to the adversity question in their lives and found ways to get the skills and experiences necessary to contribute to my organization. They are motivated to find solutions, contribute, and build a life in the context of what they can and can’t do. If you have an open corporate culture that values the individual and they are comfortable sharing themselves with others, then it builds a strong culture where everyone shares without reprisal. People who have succeeded with disabilities have found different paths to the same goal. At times, they more quickly identify what they can and can’t do and devise ways to a new solution to the goal.

This speaks to creativity, innovation, resourcefulness, determination, perseverance, and more.

I imagine many companies might be intimidated by hiring someone with a disability, what would you say to these companies?

A: Once employed, you find that the costs of accommodating an employee with a disability is quite low. You will also find higher rates of loyalty and retention, and lower rates of absenteeism. These people suffer very tough economic circumstances during the course of their lives and they are very grateful to have a job and benefits. It builds self-esteem in our communities to have everyone participate in the workforce.

Why do you think the No Barriers mindset and mission are important to the world today?

A: 60% of all people in the U.S. will experience a disability of some kind lasting six months or more in their lifetime. People simply do not envision that they will be hit with disability at some point. Worse yet, American values of independence and its history of not integrating people with disabilities has led to people feeling marginalized and having very low levels of self-esteem. We need to change that and help people see that in the face of disability, at whatever age in life, there is still a great life to be lived and you can contribute.

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| Q&A with Cleveland State University Dr. Glenn Goodman, Director of Occupation Therapy and Jeff Dell, Assistive Technology Specialist, work at Cleveland State University in Cleveland, Ohio.

What is occupational therapy?

Goodman: We help people with disabilities participate in everyday activities. The key word is occupation. So if I ask you what you do you’d probably tell me about your job. But if I asked you how you spent your time each day you would probably identify several occupations, such as what you do in the morning when you wake up, how you get to work, what type of work you do, and what you like to do as a hobby or recreational activity. Imagine all the things you do in your everyday life and then imagine doing those things if you were confined to a wheelchair. I help people perform daily life activities that others take for granted such as brushing your teeth or making breakfast.

For college students, my job is to help understand what they want to do here at the university and then help them succeed at doing it.

How do the two offices of Occupational Therapy and Technology collaborate?

Goodman: I had some interest in computer access and noticed in 1995 that we didn’t have good services for our

students with disabilities in the area of computer access.

So we developed a lab to help people with motor disabilities and perceptual disabilities.

From there the technology Jeff Dell, diagnosed with a visual impairment called started booming and there retina stigmatosa, assists a student in Cleveland were about 300 students with State’s Assisitive Technology Lab. disabilities on campus [being people who are in the field that they helped]. want to get in to. They need to get an In 2008, one of the best programs I honest perspective of what the job was part of brought high school stuis and what it takes to be successful dents with disabilities on campus to at it. Every student needs a realistic get them excited about college and expectation of the environment they help them with career planning. We want to work in. matched them with an occupational For people with disabilities to be therapy student who helped them get acquainted with some of the programs marketable and have a decent paying job, they have to be fairly exceptional we have available and to improve their and above average to be competitive, skills. Jeff Dell was instrumental in because there are some things they’re training these students in the lab, not going to be able to do. They have which he now runs. to find ways to accommodate [their disability] and persuade people and Do students with disabilities express companies to employ them. So the difconcerns about what the job market ference between people who succeed is going to be like for them? and people who don’t is how well they Dell: Yes. They are worried about it. can adapt. If they don’t adapt they’re I always tell them to participate in not going to succeed in the job market. informational interviews and talk to

into the tournaments kicking and screaming. I would lose in the morning, wait all day, then lose again at night and go home. And then he’d make me do it again the next weekend.” It took Kyle a year and a half—or about 25 matches—before he won his first match. “I’ll never forget it,” he said. “It was a great, great feeling, and it was good to prove people wrong.”

“I believe that everyone has a mission and purpose in life,” Maynard stated. “Some people get caught up with wanting things to be perfect, but when you have a disability nothing is ever going to be perfect. You’re always going to have to figure out a way to adapt and overcome.”

Kilimanjaro had been on Maynard’s radar for a while. An item on his “bucket list,” Maynard described the mountain and the land around it as one of the most incredible environments in the world. At the base

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is a rain forest, glacier ice at the summit, and nearly every possible climate throughout. “I had heard about [Kilimanjaro] for so long—the world’s tallest free standing mountain. I just had to finally climb it.” In April 2011 Maynard contacted Dan Adams, founder of Athletic Capital, which helped organize Mission Kilimanjaro. The two came together after realizing they shared a similar passion: helping others discover their inner potential. They then set out to share their vision with the communities of veterans and children with disabilities. “The vision is,” said Maynard, “that regardless of what’s happened to you, you can still choose to create the life that you want, not just be overcome with a sense of loss and mediocrity. Regardless of who you are, you can still fight for the things that you want.”

As Maynard and Adams began work on developing a team and creating the plan for Mission Kilimanjaro,

| Blind Adventurer, Motivational Speaker, Author Who: Erik Weihenmayer

Maynard on Kilimanjaro during day 4, the most technically challenging day besides the Western Breach.

they enlisted the knowledge and skills of a few of the most experienced climbers in the world (that happen to have disabilities.)

Specifically, they enlisted the skills and advice of Erik Weihenmayer, a motivational speaker, outdoors adventurer, and board member for No Barriers USA, an organization that provides resources and programs to people with disabilities. Weihenmayer, too, knows about pushing beyond barriers. In fact, he is the only blind person to have summited Mount Everest. He is also one of only 100 mountaineers in the world to have climbed the Seven Summits—the highest mountains on each of the seven continents. “Weihenmayer has proven more powerfully than anyone,” said Maynard, “that there really are no barriers.”

So on January 7, 2012, Maynard and his team of eight began their 16-day climb of Mount Kilimanjaro. The purpose of the climb was to bring together both ablebodied and disabled civilians and military veterans in order to demonstrate that no obstacle is too great to overcome with an active, no-barriers lifestyle and mindset.

“We set out pretty early in the morning,” said Maynard of their first day. “We boarded a bus to take us to the starting point, Machame Gate. It was pitch black and we couldn’t really see anything. Right as we were approaching the gate, the clouds opened and you could see the entire mountain. My heart felt like it was beating about 200 times a minute. It was an emotional feeling from both sides. I was really excited to climb but I was also thinking, What did I just get myself into?”

What: On May 25, 2001, Erik Weihenmayer became the only blind man in history to reach the summit of the world’s highest peak, Mount Everest. On August 20, 2008, when he stood on top of Carstenz Pyramid, the tallest peak in Austral-Asia, Weihenmayer completed his quest to climb the Seven Summits, the highest mountains on each of the seven continents.

Awards and Recognition: An ESPY award, recognition by Time in 2001, induction into the National Wrestling Hall of Fame, an ARETE Award for the superlative athletic performance of the year, the Helen Keller Lifetime Achievement award, Nike’s Casey Martin Award, and the Freedom Foundation’s Free Spirit Award Literary Ambition: Author of books Touch the Top of the World and The Adversity Advantage: Turning Everyday Struggles Into Everyday Greatness.

You and Kyle accomplish things that most people, despite being able-bodied, can’t find within us to do. Why is that?

A: The principle behind No Barriers is that people do have it within them.

In the late ‘90s, I got a call from Mark Wellman [accomplished paraplegic athlete]. Mark is an amazing guy, and he called me up to be part of a climb. I see that as the inception of No Barriers, because I met these disabled guys [on the climb] who have figured out their systems. No Barriers started as a very grassroots campaign. Real barriers get in the way, some are perceived, but a lot of times they are real. What No Barriers does is it takes people who are marginalized and asks ‘how do you get them back in the thick of things?’ It’s about really thinking about barriers in new ways. We’re trying to build a community of innovators. No Barriers is really about a mindset of developing tools and support systems to attack our challenges head on and have more control over our futures and perhaps live out our dreams.

What else do you think is pertinent to say about No Barriers?

A: Folks like myself and Kyle, who climbed Kilimanjaro in an amazing way, [are exceptional] but all people with disabilities aren’t going to climb Everest or Kilimanjaro. Those are the extreme cases of adventure athletes. They get a lot of media attention, and that’s really tremendous, but again, some people come to No Barriers because they are using prosthetic legs and they just want to walk a set of stairs. That’s their barrier. So we’re not just about building Kyles in the world, we want to help people look at the stage of life they’re in and what barriers are in front of them. Start where you are.

A typical day on the mountain included hiking five to seven hours. Some days were good and others were brutal, said Maynard. After several days into the climb his arms and feet began to swell badly and each step became more painful. This is when he and his team May/June 2012

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| Q&A with “Unstoppable” 2011 NCAA Wrestling Champion Anthony Robles You talk about being born with one leg and doctors being unable to explain the cause. Is this still the case? Do doctors still not know why?

A: Growing up the doctors couldn’t explain what happened with me and I struggled with that for quite a long time because I wanted an answer.

The way I see it, this is who I am and I am not ashamed or embarrassed that I have one leg. So I’m in a place now where it doesn’t matter to me if I ever have an answer for why I was born this way.

When you were growing up, did you ever feel like you couldn’t do things that other kids were doing?

A: Absolutely not. My parents raised me just like my siblings, so I didn’t receive any special treatment. They never treated me like I was handicapped or had a disability; I grew up believing that I was just like any other kid. I never believed that there was

anything I couldn’t do; I just needed to figure out a different way to do certain things.

How do you believe wrestling helped you in life?

A: Wrestling has taught me the value of hard work (even if outsiders don’t see much glory in it), self-discipline, and a lot of mental toughness. Above all else, self-confidence. When I wrestle, I’m out there all alone, just me and my opponent. So If I lose, I have nobody to blame but myself.

That’s what I love about the sport—it all comes down to my best against my opponent’s best and really a battle of wills.

You certainly turned your disability into an opportunity over the years.

What is your message for people facing adversity?

A: My message to others is that we all face challenges, we all have something we have to “wrestle” with

were forced to take the Western Breach. “We went through a tremendous amount of ice at about 19,000 feet,” Maynard said. “It was really difficult getting through and battling the elements.”

On the morning of their summit, the sun rose just as the team came over the crest. Among their group were two veterans who had been told they would never walk again, and the ashes of a third veteran, Cory Johnson, whose mother had contacted Maynard and revealed her son’s wishes to be placed at the top of the mountain. “Having them there with us and carrying Cory’s ashes was a huge honor,” said Maynard. “When we made it to the top it was absolutely amazing.”

Maynard switches gears, speaking of his life before the climb. “I’ve got to tell you another part of my story, probably the biggest part. A few years ago I was sitting in an airport waiting for a flight.” Maynard’s life at the time consisted of flying from city to city to give speaking tours about his book, No Excuses, to schools and organizations, living out of his suitcase and staying in different hotels each night. “I just wasn’t happy and I decided it was over; I wasn’t going to continue touring.”

While at the airport, he noticed two soldiers talking

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in our lives. There are always negative people out there who, no matter what we do, will try to bring us down.

Despite all these challenges we can be unstoppable.

What is your next challenge in life?

A: I’ve been blessed in my life. I’m keeping busy, working on my book and traveling, sharing my message of being unstoppable. My next personal challenge is with my prosthetic leg.

I was fitted with one a few months back and my long-term goal is to be able to run with it. I’ll get there one day.

Robles’ first book, Unstoppable, will be published September 27th.

back and forth while looking at Maynard. “So I decided to go over and talk to them,” Maynard said. “Both of them were badly burned and I learned it happened to them while they were on a tour in Iraq.” The two veterans told him they had planned to kill themselves because their lives had changed so drastically and they couldn’t imagine going on with life in their current state. “On the day they planned to take their lives they saw my story on TV,” Maynard said. “From then on I decided that if I made a difference in their lives there was no way I was going to stop trying to make a difference for others.”

So what does the future hold for Maynard? As for any future challenges that will test his physical endurance, he said, “There is always something physical, but it’s not what I want to define me at the end of the day.” Maynard plans to continue touring, speaking, and offering motivation to those needing more push to reach their goals and dreams. “I want to keep spreading the message that you can choose the life you want,” he said. “Define your purpose in life and fight for something.” Maynard paused, adding, “I’m definitely interested in training and competing in Iron Man triathlons.” PDJ

Work that makes a difference.

Opportunities that expand your horizons.

A culture that embraces diversity.

Are you ready for what’s next in your career? At Booz Allen Hamilton, our ability to help clients solve their most challenging problems and achieve success in their most critical missions hinges on our people. We also believe diversity of backgrounds contributes to more innovative ideas, which in turn drive better results for clients.

Booz Allen’s commitment to an inclusive environment incorporates facilitating understanding and awareness, and creating initiatives to improve the quality of work life for our staff. From our long-standing relationships with organizations such as Girls Inc., Society of Women Engineers, and League of Black Women, to supporting events such as Women in Clearable Careers, we understand diversity is central to who we are and what we do. If you’re looking to do work that makes a difference at a firm that’s committed to helping you achieve your professional and personal goals, Booz Allen could be what’s next in your career.

For more information, e-mail diversityrecruiting@bah.com.

Ready for what’s next. www.boozallen.com/careers We are proud of our diverse environment, EOE/M/F/D/V.

DISABILITIES

More Than Reasonable

Todayʼs leading companies share how they go beyond reasonable accommodations for employees with disabilities. From recruitment, advancement, and hiring policies to programming, training, and partnerships, these companies have taken the initiative to create a workforce culture in which every employee’s talents can be best leveraged toward overall success.

Recruiting & Attracting Disabled Workers Fifth Third is a leading partner of

Project SEARCH. The bank provides on-the-job training, a managed learning environment, and onsite working and classroom space complete with computers, training stations, and furnishings of a central office to support the successful management of the program. To date, Fifth Third trained 163 and hired 21 people with disabilities through Project Search.

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By making an effort to recruit and attract people with disabilities, companies demonstrate the understanding that a diverse workforce is something to be prized.

Recruiters of Pacific Gas & Electric attend job fairs targeted at people with disabilities. The company also has thirdparty partnerships with a staffing firm for people with disabilities.

A task force formed by WellPoint HR managers and associates collects disability hiring data and reviews external opportunities to engage, recruit and hire people with disabilities. The group meets quarterly and reports progress to leadership.

May/June 2012

OfficeMax works with

Turning Pointe Autism Foundation, sponsoring training environments and providing trainers for a distribution center and a retail store. Once a Turning Pointe client is trained, they are eligible for open positions within OfficeMax locations.

Hiring Policies Fifth Third’s EEO/AA

policies convey commitment to hiring, promoting and retaining talented people with disabilities.

The company is building relationships with community, government, and state vocational rehabilitation partners to utilize resources and promote placement of people with disabilities.

By including hiring and advancement policies targeted at employees with disabilities, companies prepare the groundwork for a diverse workforce and allow themselves to attract the best candidates.

KPMG has specific training

and programs in place to recruit, retain, and support partners and employees who have disabilities or who are caregivers for someone with a disability.

WellPoint has a talent

acquisition consultant role who supports disability and veteran hiring initiatives. They also regularly attend targeted job fairs and events.

OfficeMax embarked on a company-wide People with

Disabilities and Veterans Initiative in 2009. The purpose of the Initiative was to improve outreach to the disabled community and increase hiring of those individuals. The company works with Aspire of Illinois, which helps identify qualified candidates with disabilities for hire.

Fully serving clients requires harnessing the energy and creativity of a diverse workforce. CSC realizes that diversity and inclusion, in any arena, serves as a catalyst to foster innovation. CSC believes strength comes from the company’s ability to unite people of different backgrounds around common principles.

Renee Hilliker, Customer Service Representative - National Grid In a day and age where everything typically revolves around the bottom line, National Grid continues to prove that their employees’ success is still a top priority. December 7, 2006, I had a routine cataract surgery. Inexplicably my immune system recognized the replacement lens and continually grows scar tissue over them. As a result my vision can be excellent one day and horrible a week later. National Grid has made it possible for me to take the time off once a month to have a laser procedure that returns my vision to normal. For the time during the month when I cannot see well, my team leader has aided me in procuring a larger computer monitor so I can continue to work. The simple opportunity to work is more rewarding than just the pay, my co-workers are a second family and there is a sense of pride that comes with accomplishing a day’s work.

EMPLOYEE SPOTLIGHT

Programs & Accommodations Qualcomm includes Disability Awareness Training

as part of their incentive to support employees with disabilities. Additionally, Qualcomm sponsors other company-wide programs like Day in a Chair. This program raises awareness of the successes and challenges that people with disabilities face daily. Mentoring Day helps bridge the gap between people with disabilities and the workplace by providing a way for potential job candidates to learn what it’s like to work at Qualcomm.

Supporting employees with disabilites through programming and accommodations will improve the workplace culture of a company, and highlight the diversity and inclusion program as a strength of the company.

The Disability Outreach program consultant at WellPoint researches and identifies opportunities for employees with disabilities, making connections that otherwise would not be made. ABLE ERG is involved with the review of service dog guidelines and supporting a self ID project.

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Resourcing Suppliers with Disabilities

Creating business relationships with other companies who have successful diversity and disability programs promotes your own diversity program. Building relationships with suppliers with disabilities may even give you insight on how to strengthen your own disability program.

In efforts to work with the best and brightest of diverse suppliers, Walmart now partners with the National Minority Supplier Development Council and Women’s Business Enterprise National Council. They are also a founding partner of the USBLN Disability Supplier Diversity Program and several other organizations across the country that help identify potential suppliers.

Boeing has a longstanding rela-

tionship with AbilityOne suppliers and their affiliates. Many of their AbilityOne suppliers or NIB/NISH suppliers support manufacturing needs as well as other services. The AbilityOne initiative is comprised of Supplier Diversity personnel throughout the company that are looking for procurement opportunities.

OfficeMax is the largest purchaser

KPMG is a founding partner of the

of clocks from the Chicago Lighthouse for the Blind, and also offers Aspire CoffeeWorks coffee in their catalog and website.

US Business Leadership Network’s Disability Supplier Diversity Program.

Rodolfo Montiel, Administrative Clerk - Pacific Gas & Electric I was a Utility Worker in General Construction for PG&E. My job duties were driving a crew truck, jackhammering concrete and asphalt, and installing gas lines for new services. In 2008, I was in an accident where a city bus crossed into our work area and ran over both feet. I suffered a crush injury resulting in permanent nerve damage, among other things. Two years later, after extensive physical and psychological therapy, I was ready to go back to work. The Return to Work (RTW) group contacted me and gave me hope that I might find another position within PG&E. I now work as an Administrative Clerk in Generation Interconnection Services. While it took an adjustment from working in the field, my past work experience came in handy with my new position. The RTW group has helped my career move in a positive and promising new direction, thanks to everyone on the RTW team who worked and fought so hard for me when I could not.

EMPLOYEE SPOTLIGHT

Sensitivity & Conduct Training

In order to build a cohesive work culture, every member of the company should be educated. Sensitivity training can be instrumental in creating a professional climate in which every employee, including those with disabilities, feels comfortable offering ideas and voicing opinions.

In partnership with ABLE, WellPoint delivers annual disability etiquette teleseminars targeted at HR professionals, managers and associates at large. Teleseminars also cover hiring and accommodations, and external guests are invited to present on the topic. EEO training includes disability information to ensure compliance with non-discrimination laws based on disability status.

PNC has ongoing training available through their

“Creating a Culture of Inclusion” training series, available to all employees and managers.

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Pacific Gas & Electric provides etiquette and

disability awareness training via webinar and in small group settings.

Partnerships

By partnering with a company that advocates and supports employees with disabilities, companies send a clear public message about the depth of their diversity and inclusion programs. These companies can give you tips and insights on strengthening your internal disability programming as well.

In January 2011, the National Organization of Disabilities (NOD) and Sam’s Club entered into an agreement to support a Bridges to Business Program with a consortium of employers in Northwest Arkansas. The program was established to benefit individuals with disabilities by assisting employers in navigating the workforce development system as it relates to candidates with disabilities; assisting service providers to better understand labor force needs; and working with employers to be better equipped to address individuals with disabilities’ employment needs.

Since 1998, CSC has been engaged in the CSC/Bender Partnership for Freedom with Bender Consulting Services, Inc. This initiative provides competitive employment to people with disabilities and disabled veterans. CSC has been nationally recognized for its efforts to employ individuals with disabilities.

Fifth Third champions employees with disabilities by serving

as an expert in the Project SEARCH model and assisting other organizations internationally to introduce the program.

The bank raised over half a million dollars to support Project SEARCH. Fifth Third is a corporate sponsor and supporter of many of the Hamilton County Special Olympics events including their annual awards dinner and summer fundraiser.

OfficeMax is partnering with Walgreen’s, providing input into the development of their Retail Employees with

Disabilities Initiative (REDI) and hiring graduates of their program. OfficeMax is also acting as business consultant within the College of DuPage as they develop their Associate degree program for individuals with disabilities, teaching life and work skills and providing internships at local companies. This program will be the second of its kind in the U.S. to provide an actual Associate’s degree upon graduation.

DISABILITY ERG MEMBERSHIP 0

100

200

Qualcomm

PNC

Pacific Gas & Electric

300 Walmart

400 CSC

Boeing

500+

KPMG

John Amato, A/P Tech - OfficeMax

Jeff Sykes, System Manager - Boeing

I started with OfficeMax in 2002 and in 2004 became a member of their Financial Services Department in Ottawa as an AP Tech. I have always had limited vision due to a degenerative eye disease. The majority of my job duties are performed on computer and paperwork with some phone use. I have regular meetings with my supervisor and my field human resources manager to discuss any issues that may exist and any suggestions on how OfficeMax can help resolve them. In November 2009 my vision had deteriorated to where I became blind. Over the past few years OfficeMax has provided me with special task lighting, a large HD monitor, and magnification tools. By providing these items, they have allowed me to continue to work and be a productive team member. I feel very lucky that I found a company like OfficeMax that sees me as a valued member of their family and a productive employee. I feel that OfficeMax values me and what I can contribute to the company.

Boeing has a robust, enterprise-wide process to remove workplace barriers for employees who have physical or mental impairments. Jeff Sykes is the system manager for a business application that provides instructions for work performed on airplanes to support flight testing. After a discussion with Sykes about his individual disability, Boeing arranged for a few modifications to enable him to perform in his new job. For example, he now has an individual parking space and a raised desk with U-shaped handles so he can open the drawers. As Jeff says, “We had the pencil drawer removed so I don’t bang my knees on it.” Jeff cofounded the Puget Sound chapter of the Boeing Employees Ability Awareness Association affinity group and served as its president for five years, helping to enhance understanding of people with disabilities. “I learned that when there’s a need in the community, Boeing people step up every time. It really makes you proud to work here.”

EMPLOYEE SPOTLIGHT

EMPLOYEE SPOTLIGHT May/June 2012

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ASIAN-PACIFIC

AMERICAN HERITAGE

FEATURE

56

MORE THAN A “MODEL MINORITY”

By Grace Austin

O

ften referred to as the “model minority,” Asian and Pacific Americans are more than a stereotype. With the highest educational attainment level and median household income of any demographic in the country, it is easy to see why Asian and Pacific Americans have gained a reputation for drive and achievement. From pioneering early film star Anna May Wong to fashion designer Vera Wang, YouTube co-creators Steve

PROFILES IN DIVERSITY JOURNAL

May/June 2012

WENDY SHEN FLOMO/Nygala Corporation

Chen and Jawed Karim and Yahoo! cofounder Jerry Yang, to journalist Connie Chung and current NBA sensation Jeremy Lin, Asian and Pacific Americans have designated themselves in every aspect of American life.

From the first Japanese and Chinese immigrants in the nineteenth century to today’s influx of Filipinos and Indians, Asian- and Pacific-Americans’ heritage represents one of the most vast and diverse continents, with a wide mixture of religions, ethnicities, and political views.

New immigrants contribute to further diversity amongst the Asian- and PacificAmerican population.

Correlating with Asian-Pacific American Heritage Month this June, Diversity Journal takes a closer look at Asian and Pacific Americans in business.

Through history, trends, stereotypes and values, learn more about this underexposed minority with a long history of business evolution, growth, and success.

Asian-American Small Businesses Why do they do it?

Ethnic communities have grown immensely within the past forty-five years, encouraging economic growth in these enclaves. The prevalence of Chinatowns, Koreatowns, and Little Siagons show the variety of Asian-American shops, purveying everything from food to flowers. According to the U.S. Census, Asian Americans, more than any other ethnicity, are most likely to own their own small businesses. A whopping quarter of all Koreans are self-employed, with more than 27% of foreign-born Koreans owning their own businesses.

Experts and academics have attributed small business growth to the fact that many immigrants find it difficult to find a “regular job,” most often due to their lack of English fluency or employer discrimination. Therefore, they enter into business, thus creating a job for

RAVI KAPOOR Rockwell Collins

LISA WONG LACKLAND Lewis and Roca LLP

EDUARDO KIM Thompson Hine LLP

SHERIN KOSHY The PNC Financial Services Group

ROBBIN NARIKE PRECIADO Union Bank

themselves and often their families, too.

This theory is true for most immigrants and ethnic minorities. Using family (and other cultural resources,) is another reason why many immigrants enter into business. Having this labor plus a network that will help set up and grow the business is important. Opening a business in an ethnic enclave, too, is often a guaranteed business success.

“The passion to start my own business began formulating ever since I was a little kid. I would always observe and admire my father’s leadership and management ethics while he ran his manufacturing business in Taiwan,” said Wendy Shen, President and CEO of FLOMO/Nygala Corp. “The lessons he taught me in business, coupled with the enjoyment I got out of coaching people and being creative, gave me the experience and power to make my own business dream a reality.”

Over time, Asian Americans have evolved their businesses from shops and services, like nail salons, groceries, and restaurants, to professional and skilled services, including law, medicine, and technology. Through integration and moving out of the ethnic enclaves where the former services are located and profitable, this process continues.

“Asian Americans have come a long way in the last two decades when you would only see Asian doctors and cab drivers in the U.S. Now Asian Americans have truly come into mainstream America and entered various industries and fields, although Asians Americans have still a long way to go and a lot of things to learn about the art of management and leadership,” said Ravi Kapoor, Director of Business Analytics at Rockwell Collins.

Partner at Lewis and Roca LLP Lisa Wong Lackland affirmed this trend: “It’s encouraging to see that law is becoming a more prevalent career choice for Asian Americans.”

Added Eduardo Kim, a partner in

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FEATURE

Cleveland law firm Thompson Hine LLP, about his experience as an Asian American in law, “I have found a dearth of Asian Americans in the law profession in Cleveland (unlike New York or Los Angeles), which has been to my advantage.

Many clients seem to prefer to work with me and I have been given ample opportunities for advancement within my firm.”

D SANGEETA Nielsen

Asian-American Women in Business What has motivated women to enter the business field?

According to the Asian American Business Alliance, there is a subtle gender privilege among the Asian-American community. This privilege usually offers more for the male than it tends to for females. It is this that brings forth other Asian social issues, and may contribute to Asian-American women entering the business world and becoming their own bosses. For Sherin Koshy, Assistant Vice President and Business Development Officer for PNC, her interest in business began early, despite gender biases.

“Finance and banking at the time in India seemed like a very male-dominated field and I knew I wanted to make a mark in it.”

With all of the strides that AsianAmerican women have made, Senior VP and Regional Manager of Union Bank Robbin Narike Preciado still wishes there were more women taking leadership roles. “I would like to see more of an evolution, especially with Asian-American women in executive management and even CEO positions. We need more mentors across industries,” said Preciado.

How have women’s groups been helpful to Asian- and Pacific-American women?

Organizations and groups like Asian Women in Business (AWIB) and Asian

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SUYIN HWANG COPLEY GE

DAVID WU Rockwell Collins

LINDA ZHANG KPMG LLP

MING LAU Sandia National Labs

May/June 2012

American Women in Business (AABWA) have given women an opportunity to form contacts and network with other Asian- and Pacific-American women in business. These organizations also provide women with options for further learning through workshops and scholarships. In the 1960s the first Asian woman organizations were founded to help further civil rights causes and provide women with more opportunities. Now groups like the AWIB, founded in 1995, have become even more specified, with a focus on assisting Asian woman entrepreneurs.

As Shen said, “I have gained a lot of knowledge personally and for my business in the Women Presidents Organization, Vistage CEO Group, and minority-owned business groups that I am a member of.”

Employee resource groups (ERGs) in the corporate setting give many minorities, including Asian- and Pacific-American women, the same opportunities that the former women’s groups afford while remaining within the company’s sphere.

“I have been leading the Asian American forum for the last 12 years— first at GE and now at Nielsen. I helped launch AAL (Asian Americans Link) at Nielsen in 2008,” said D Sangeeta, Client Service Executive at Nielsen. “I have observed that Asian Americans when mentored soar to higher heights.”

Suyin Hwang Copley, Organization and Talent Development Leader, GE Transportation, has been active in GE’s Asian Pacific American Forum even before it was a formal organization. “I appreciated the opportunity to network and ultimately to practice skills that I wanted to improve upon. I am passionate about my involvement in APAF and have connected with so many special people.”

Immigrants How does being an immigrant or being

raised by immigrants help Asian and Pacific American businesspeople?

Being an immigrant or being raised by immigrants has many benefits. The immigrant’s strong work ethic is an old notion. Although this may be somewhat of a generalization, it is often true. Having less of a support system and organizations to fall back on, many immigrants have a strong work ethic, which is often related, in their minds, to potential success and financial stability. These values are usually transmitted and instilled into the children of immigrants.

Being an immigrant or the child of immigrants also provides a business person with closer ties to the homeland. For example, a son of Chinese immigrants may not have a direct connection with China, but grew up speaking the language and is accustomed to Chinese ways. Thus, in a business setting, the Chinese American will have an upper hand over his colleague because of familial knowledge.

This is especially important in an age when Asian nations, particularly China and India, have massive populations and exponentially-growing economies. This can also be an advantage when dealing with cultural differences in international organizations that have multiple global offices.

“The rise of Asian economies has opened opportunities especially to those who are multi-lingual and multi-cultural,” said David Wu, Director of Strategic Development at Rockwell Collins.

More specifically, Linda Zhang, Partner in Charge at KPMG’s U.S.-China practice, related, “Since I grew up in China and have spent the past 17 years in the U.S., my understanding of both U.S. and Chinese culture and my language abilities definitely help me be a better advisor to my clients because I’m able to assess issues using both perspectives.”

MINDE (MARTIN) LU New York Life

SRIMATHI SHIVASHANKAR HCL Technologies

RAJ RAO 3M

MING-DER CHANG American Cancer Society

THEAR SY Accenture

What are the challenges of being an immigrant or child of immigrants in the business world?

The most obvious challenge is language—not knowing English—which prevents many people from being able to communicate effectively within the American business world.

Communication is key in business, whether one is a shopkeeper or in the C-Suite of a Fortune 500 company. As Ming Lau, Senior Manager of California Weapon Systems for Sandia National Laboratories advised, “For AsianAmerican business leaders, perfect your communication skills.”

Being bi-lingual has aided Martin Lu, Executive Partner at New York Life’s Long Island General Office. “My heritage has been beneficial because I am able to communicate in-language and this helps me to develop customized financial solutions for immigrants or Asian residents that don’t speak English. I am able to build trust within the Asian community and my career has blossomed because of this trust and the common bond I share with them.”

Different customs can also have negative impacts in forging business relationships. For example, many Asian and Pacific cultures avoid direct eye contact when shaking hands, while Americans find direct eye contact a sign of strength and confidence. Things like gestures and punctuality are different in the United States versus Asian countries.

Leveraging these differences has been key to success, though, for many Asian Americans, including Srimathi Shivashankar, Associate VP, Diversity & Sustainability for HCL Technologies, a global IT company based in Noida, India.

“Asians actually grow up in a society that is very diverse. For example in India, there are more than 40 languages spoken and

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many cultural differences based on which local state you belong to. This upbringing has helped many Asians who pursue this diversity career globally to approach any situation with an inclusive mind set. From a global diversity practice, many Asian Americans are leveraging on their experiences to promote practices that are more glocal in nature,” said Shivashankar.

Raj Rao, Global Director, Digital Marketing and eCommerce, for 3M, agreed. “My ability to reach back to Bangalore and Singapore, the offshore Silicon Valley, and connections to the Bayarea Asian digital community has opened numerous doors for innovative projects.”

EDEN ALVAREZ-BACKUS National Grid US

KAL PATEL Walmart, Inc

Stereotypes and Values What Asian and Pacific American perspectives or values are most helpful and applicable in the workplace?

Ming-der Chang, Vice President of Asian Initiatives at the American Cancer Society-Eastern Division, noted the major values of “diligence, discipline, and humility” in Asian heritage.

Similarly Thear Sy, Senior Executive at Accenture, noted the importance of two values in her upbringing: humility and respect for her elders.

“In the consulting environment I often work with individuals who are more senior in age. Showing them genuine respect has helped build strong working relationships. Exhibiting individual humility and celebrating successes as a team have helped me build high-performing teams,” said Sy. Humility, though, can sometimes be at odds with individualistic corporate cultures, said Eden Alvarez-Backus, VP, U.S. HR Business Partners at National Grid. “Promoting one’s accomplishments, educational background, and expertise can feel uncomfortable and be viewed as boastful. This can be at odds when

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LISA TSENG UnitedHealth Group

KEN DAO GE

RENU AHUJA HCL Technologies

operating in a culture that promotes individualism and differentiation. Finding a way to appropriately share one’s accomplishments while still retaining a sense of humility can be a challenge.”

For Kal Patel, SVP—Operations, Mountain Division at Walmart, respecting and valuing family were very important growing up. It’s something he translates to his current career at the retail giant. “My heritage puts great emphasis on family values. It’s a culture where you don’t want to do anything to tarnish the family name. Every day I operate with that mindset and effortlessly line up with the company values in terms of ethics and integrity and doing the right thing. I don’t want to do anything that tarnishes the company name or my name and reputation.”

The importance of education and hard work have been most vital to Lisa Tseng, CEO of hi HealthInnovations, a UnitedHealth Group business. “Emphasis on education and hard work has helped me identify and execute on opportunities,” related Tseng.

Above all, “maintaining and preserving Asian values is essential,” said Zhang. “But Asian Americans also need to balance that with Western values. Sometimes they conflict, so we must understand and respect both cultures to achieve optimal balance.”

What stereotypes provide the most challenges in the business world?

A lack of creativity and assertiveness are often cited as stereotypes of Asian and Pacific Americans in the workplace. Many have refuted these stereotypes by becoming executives and leaders and showcasing their creativity in the workplace.

Ken Dao, Sourcing Integration Leader, GE Oil & Gas, refuted the stereotype that Asian and Pacific Americans “don’t want to lead.” Instead, he says, “We want

to lead but we show it in being key team players as we want harmony more than personal glory.”

Renu Ahuja, General Manager and Engagement Director at HCL Technologies, affirmed the presence of the unassertive Asian stereotype. “I have often encountered the impression that we don’t speak up and it’s difficult for people of our origin to say no to the client and be the bearer of bad news. While it is true to some extent, a lot of progress has been made and most people are able to cross that barrier now.”

Another frequent stereotype, that of the high-achieving Asian and Pacific American, could be argued as positive, but often times creates a climate of anxiety to live up to such high standards of the “model minority.”

“The ‘hard worker’ image sets up unrealistic expectations that Asian Americans will gladly make major sacrifices for work, e.g., work for less, work harder, and work longer hours,” articulated Esther Lumague, Director of International Human Resources at Harris Corporation.

Concurrently, Asian and Pacific Americans are seen as particularly adept in technical fields, like math, science and music, says Boon Ooi, Vice President of Global Compensation, Benefits & HRIS at Ryder System, (which many could argue is not a totally negative generalization). But as Ooi expressed, “There are so many other areas that Asian and Pacific Americans could excel in if only given the opportunity.”

ESTHER LUMAGUE Harris Corporation

BOON OOI Ryder System, Inc.

SONNY BORJA-BARTON Medical Mutual

RAJIV THADANI KPMG LLP

What’s the Future for Asian and Pacific Americans?

Many Asian- and Pacific-American business leaders and executives hope to see younger generations become more vocal and assertive in their careers, find-

JEAN ERI SHIMOTAKE White & Case LLP

ing mentors and sponsors that may help them succeed.

“I would encourage the next generation of Asian and Pacific Americans to step into leadership and raise their hands for the big and visible jobs. In doing so, look for sponsors and mentors, APA or not, to help you on your journey. Do not opt out of leadership—our world needs strong leaders,” shared Sy. VP of Pharmacy Management for Medical Mutual Sonny Borja-Barton agreed, giving the following advice: “Seek mentors and colleagues who have the characteristics you believe in. For me, these characteristics are honesty, integrity, humility, loyalty, and vision.”

KPMG’s Rajiv Thadani, Managing Director, Tax, thinks the board room is the next phase for Asian and Pacific Americans in business. “While Asian Americans have expanded their profile in corporate America by taking on more senior roles, not enough of them have made it to the board room yet.”

Many leaders also express a desire for young Asian and Pacific Americans to become more involved in activism, leading political and social causes that are important to them and their communities.

To Ooi, this is the greatest challenge within the Asian-Pacific American community. “Insufficient political involvement means a lack of a voice for Asian Americans. There is so much progressive technological advancement in the world, much of which is being driven in the Asia/Pacific region. I think if this group had more of a voice in the U.S., then we could see more opportunities to leverage progress here as well.”

Finally, White & Case’s Jean Eri Shimotake’s advice is the simplest: “There will be roadblocks and naysayers who will say you are not up to the challenge. Have confidence in yourself.” PDJ

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FEATURE

Jewish American Heritage Month honors the contributions of Jewish Americans during the month of May. Jewish people have lived in America long before it was a nation. Despite a relatively small population, they have contributed immensely to culture, academia, sports, medicine, finance, and social and political activism. Diversity Journal notes these accomplishments, saluting this storied people with noteworthy figures and a timeline of American Jewish milestones.

BY THE NUMBERS

ACADEMIA

POPULATION WORLD

1. ISRAEL - 5.7M 2. USA - 5.3M 3. FRANCE - 484k 4. CANADA - 375k 5. UK - 292k

55% of Jewish Americans have a college education 25% of Jewish Americans have a post-graduate education 20% of all Nobel Prize winners are Jewish

FINANCE 7.7% of board seats at U.S. corporations are occupied

by Jewish Americans

40% of U.S. billionaires are Jewish Americans

6 5 4 3 2 1 0

1.

2.

3.

4.

5.

45% of large charitable gifts are made by Jewish Americans

U.S.

POLITICS

New York - 1.6M

1.

New Jersey - 504k 4.

2.

55% of Jewish Americans have never been to Israel

California - 1.2M

In 2011, 16% of Jewish Americans considered themselves Republican, while 45% considered themselves Democrat

5.

Illinois - 298k

3.

13 - Record number of Jewish Americans in the 1998, 110th U.S. Senate

MISC.

Florida - 639k

There were only 25 Jewish people in America in 1654 Of all Jewish Americans currently wed, 1/3 are intermarried

Sources: National Jewish Population Surveys, 2000-2001 • The U.S. Religious Landscape Survey, 2008, The Pew Forum • Jewish Population in the United States, 2011, Drs. Ira Sheskin and Arnold Dashefsky • “The New Power Elite”, Mother Jones, March/April 1998, Richard L. Zweigenhaft and G. William Domhoff

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TIMELIME

1492 – 2012

1492 – Jewish Spaniard Luis

1903 – Oscar Straus

de Torres, an interpreter, accompanies Christopher Columbus on his first voyage for Ferdinand and Isabella.

is appointed secretary of labor and commerce, the first Jewish person to hold a Cabinet position.

1585 –

Joachim Gans, a Central European minerals expert on Sir Walter Raleigh’s expeditions, surveys the Carolina coast.

1654 – The Ste. Catherine

brings Jewish refugees from Brazil to New Amsterdam.

1730 – Jewish people build a

synagogue in Lower Manhattan.

1733 – James Oglethorpe

founds a colony at Savannah, Georgia, and receives 41 Jewish settlers.

1776 –

Jewish soldier Francis Salvador dies fighting as the Revolutionary War begins.

1871 – The first Yiddish and Hebrew newspaper in America is published.

1907 – Physicist Albert A.

Michelson is the first Jewish American to win the Nobel Prize.

1916 – Louis

Jewish Women is founded in Chicago.

(Myerson) Meir, who grew up in Wisconsin, is elected prime minister of Israel.

1972 – The Hebrew Union College ordains Sally J. Priesand the first woman rabbi.

1986 – Elie Wiesel wins a Nobel Peace Prize.

Dembitz Brandeis is the first Jewish person appointed to the Supreme Court.

1992 – Diane Feinstein and

1925 – Edna Ferber is the first

appointed to the U.S. Supreme Court.

Barbra Boxer are the first Jewish-American women elected to the U.S. Senate.

Jewish American to win the Pulitzer Prize in fiction.

1927 – Warner Brothers pro-

duces drama of Jewish assimilation, The Jazz Singer, the first film with sound.

1993 – Ruth Bader Ginsburg is 1993 – The U.S. Holocaust

Memorial Museum opens.

1993 – Steven

Spielberg wins the Best Director Oscar for Schindler’s List.

1933 – Albert

Einstein leaves his academic post in Nazi Germany to reside in the United States.

1942 – Rabbi Stephen S. Wise

1996 – Sergey Brin Google.

founds Internet giant

2000 – Senator Joseph

publicizes Riegner report confirming mass murder of Jewish Europeans.

Lieberman is the first Jewish American nominated for the vice president ticket by a major political party.

1948 – Jewish

2004 – Mark

state of Israel is proclaimed.

1967 – Israel is 1893 – The National Council of

1969 – Golda

Zuckerberg launches Facebook.

victorious over Egypt, Jordan, Syria, and Iraq in the Six Day War.

2009 – A

Jewish-American doll is debuted by American Girl Company, Inc. PDJ

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FEATURE

BATTLE OF THE

SEXES?

By Grace Austin

U

.S. Women’s Soccer goalie Hope Solo was recently seen waltzing and shimmying on the last season of Dancing with the Stars.

Tennis ace Maria Sharapovna can be seen marketing everything from Canon cameras to Cole Haan ballet flats. This summer’s Olympics will undoubtedly create more stars. So with such media attention on female athletes, it raises the question: will these stars become bigger than their male counterparts? Will men and women finally become equal on and off the playing field?

History of Women in Sports Maria Sharapovna is one of the richest female athletes in the world.

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Of course, women’s involvement in sports is not new. During the twentieth century, societal rules relaxed opening new doors for women in previously restricted areas, including sports. Women have competed in the modern Olympic Games since 1900.

May/June 2012

The former Soviet bloc, Germany, China, and the U.S. have long histories of school and state athletic programs that encourage girls to participate in sports. The passing of Title IX legislation in the early 1970s to ensure an even female/male sport ratio further popularized female athletics in the United States.

In the ‘60s and ‘70s, tennis and figure skating created stars like Peggy Fleming and Chris Evert.

Gymnastics produced idols in Mary Lou Retton and the 1996 U.S. Olympic team. In the 1990s, WNBA player Lisa Leslie and soccer star Mia Hamm kicked off the first trend in female team sports stars, and in doing so, changed traditional notions of female athletes. Current stars like the Williams sisters and Maria Sharapova in tennis, Danica Keller in racing, and skier Lindsey Vonn are global celebrities, but famous for being individual players.

United States in 2001 but was later disbanded due to lack of sponsorship. The public’s recent interest in the 2011 FIFA Women’s World Cup and NCAA Women’s College Basketball finals has shown subtle changes.

Promisingly, Women’s Professional Soccer was revived in 2009. Another notable exception is the LPGA, which has operated continuously since 1950.

Disparities between Men and Women

Serena Williams took the number one spot for “most-Googled female athlete of 2011,” besting the competition with 125 million results.

Indeed, team sports historically have been difficult to finance and receive less attention than individual sports. Many sports do not have professional teams or opportunities for women. The WNBA has long operated on a loss, and stands are often empty. A women’s professional soccer league was established in the

Women sports stars have long had to defend or emphasize their femininity or been plagued by a gender-biased hypersexuality. Women athletes’ appearances are often stressed more than male athletes’ are. It is no mistake that the most commercially successful female athletes are attractive; Sharapovna stands model-esque at 6’2”, while Danica Keller and countless others have been featured in various men’s magazines. Rarely are men featured in the same way.

Others, like tennis player Caroline Wozniacki, have been labeled with the “cuteness” of the girl-next-door, a not-so-subtle attempt at diminishing female athletic ability and

achievement by referring to women as “girls.”

Dr. Mary Jo Kane, director of the Tucker Center for Research on Girls & Women in Sport at the University of Minnesota, has researched how women athletes are portrayed in the media for decades.

“Female athletes are significantly more likely to be portrayed in highly-sexualized photos. How pretty they are and how sexy they are is emphasized more than men,” said Kane.

Double standards are even evident in the types of sports women play. Deemed “painful,” traditionally masculine sports like rugby and boxing for women have slowly become mainstreamed (through movies like Million Dollar Baby and personalities like Laila Ali, daughter of Muhammad), but are still far from being accepted as sports for girls and women, probably due to their lack of femininity. This often is related back to homophobic undertones, a largely taboo issue in women’s sports. Women are often labeled lesbians or “unwomanly” if they show athletic ability.

Characteristic of Chris Evert in the ‘70s was a politeness and femininity that compared considerably to male contemporaries John McEnroe and Jimmy Connors who were loud, rude, and macho. Although times have changed since then, this double standard is still evident in

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the sports world.

Another notable difference between men and women is pay. The gender wage gap is evident even among professional athletes. Women sports stars still make a fraction of what male athletes make. Female team athletes are notoriously paid much less than their male counterparts; WNBA players earn 60 times less than NBA players. According to Forbes, the ten highest-paid women earned $113 million over the past year. By comparison, the ten highestpaid men earned a collective $449 million. Maria Sharapovna, who took the top spot, earned $25 million from endorsement deals, prize money, salary, licensing incomes, and appearance fees. Tiger Woods grossed $75 million.

Most of the disparity between men and women in sports can be traced back to the depiction of women in sport in the media. As the UN’s Report on Women, Gender Equality, and Sport states, “the negative portrayal of women athletes and women’s sports remains a persistent problem.”

The report goes on to conclude: “In addition, women’s sporting events remain marginalized from the mainstream multi-billion dollar sport-media industry and while many local, national and international competitions include both men’s and women’s events, the men’s events invariably dominate media coverage and local and global attention.”

Kane reiterates the UN’s findings.

“Women are portrayed as 2-4% of

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all media coverage, even though they represent about 40% of all participants. The media underreport and paint a false notion that nobody is interested in female sports and women don’t play sports in the numbers they do. These trends are pretty universal; it doesn’t matter about print or broadcast journalism, the types of sports she plays, individual or team, or at what level, those trends are remarkably resilient,” said Kane.

There has been some encouraging change, due to new publications that solely focus on women’s sports like Women Sport Report and RealSports magazine. Mainstream media, though, has been hesitant to fully embrace women’s sports as they have with male sports. For example, of 2011’s Sports Illustrated covers, only two women were featured—soccer star Solo, and model Irina Shayk, posing in a bikini for the Swimsuit Edition.

Kane has seen some hopeful findings among some media coverage.

“ESPN’s coverage of the NCAA men’s basketball Final Four is virtually identical to Final Four women’s coverage. They [now] show great rivalries and traditions. ‘Pretty in pink’ is what it used to be. The same is true of coverage of WNBA playoffs and commercials they use to promote it; it’s [now] all about athleticism. There are also new publications where that’s the focus, and people who support women’s sports are using social media to take coverage into their own hands,” said Kane.

May/June 2012

Hope Solo stole America’s heart last summer in the FIFA Women’s World Cup.

True Changes?

While Solo danced gracefully on Dancing with the Stars, she was still criticized for not being feminine enough. Although Sharapovna and other female stars have multi-million dollar endorsement deals, they are still far behind their male peers in wealth. Coverage of female athletes may be improving in the media, but financial sponsorship is difficult to find in professional teams. Until many of these barriers are overcome, public popularity for women’s sports will fluctuate with the times, and women will still lag behind men in yet another field. PDJ

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FROM THE EXPERTS

THE ARGUMENT FOR ETHNOCENTRISM

by Craig Storti

O

NE OF THE THORNIEST ISSUES IN CROSSCULTURAL COMMUNICATION IS THE QUESTION OF MAKING JUDGMENTS. It is important

to be careful judging across cultures because you are, of necessity, judging other people according to your standards. If those people don’t happen to have your standards, you might judge them incorrectly. It is an issue that well-meaning “culture crossers” struggle daily with; essentially, they’re afraid of being judgmental.

People from other cultures often do things that annoy, frustrate, and offend us, which is also true in reverse. This is a fact of life—and one which is not confined to cross-cultural interactions; people from our own culture can also annoy and offend us. While we do not feel bad if we are upset when someone from our own culture irks us, when the perpetrator is from another culture, we wonder if we have the right to be upset. Is it really fair to be angry with that person?

It’s the wrong question. Fair or not, it is human nature to react to other people’s behavior, responding positively or negatively when people act. We can’t judge by intention, after all, what other people mean by their behavior, since we usually don’t know their intention. So we respond to behavior—and judge accordingly. If we later learn their intention was quite different from what we thought, that we actually misjudged or misinterpreted their behavior, we can always amend our judgments.

Not only is judging natural, it is essential to function effectively in society. If the word culture has any meaning, it is that we have certain shared, deeplyheld values and beliefs that give us our sense of what’s right, natural, and logical in our own culture. It is only because of these values and beliefs—what we call cultural norms—that people know how to behave and can therefore interact and function successfully inside their culture.

If we could not be sure that people would always behave in certain ways in certain situations—that they would behave normally—then most interactions

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would be impossible. If you’re not reasonably sure when you leave your house each morning that drivers of other cars will stop at stoplights, that people on airplanes won’t try to open the windows, that your children won’t decide to return to someone else’s house at the end of the day—there would be chaos.

Needless to say, when someone violates one of our cultural norms and does something that is unnatural, this behavior is going to provoke strong responses because abnormal behavior undermines our norms and thereby threatens what makes interaction possible and holds our culture together. In short, when we react to or judge the behavior of someone else, we are performing an essential function for the survival of our culture and society.

Thus, being ethnocentric is human nature. It is only when you’re dealing with people who come from another ethnos that ethnocentrism doesn’t always work so well. If you happen to be in their culture, for example, then the burden is on you to figure out their ethnos. But if you’re in your own ethnos, then it is appropriate—and a very good idea—to be ethnocentric.

If that is true, then where does this idea of trying to be culturally sensitive fit in? It doesn’t mean not judging the behavior of others but being open to the possibility that the “abnormal” behavior someone has done may not seem abnormal to them. It is still wrong for you, and it probably wouldn’t hurt to let that person know, even as you would appreciate knowing when you violated another culture’s norm.

Being culturally sensitive has very little to do with liking or accepting the strange behaviors of people from other cultures; it means acknowledging that we’re all strange depending on the context. Cultural differences and the judgments they provoke aren’t the problem; the problem is to deny culture, which is just what you do when you ask people not to judge. PDJ

Craig Storti, a consultant and trainer in the field of intercultural communications, is the author of seven books.

FROM THE EXPERTS

WORDS OF WISDOM FROM MOM

by Linda Jimenez

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

ECENTLY, I ATTENDED THE 50TH ANNIVERSARY OF CATALYST. As I watched the founders

and leaders speak, I reflected on the myriad of women they have nurtured and inspired along the way.

They reminded me of my own mentors—the women who taught me to step up, speak up and not be afraid to lead. In particular, I thought of my mother, my biggest mentor, who passed away in March at the age of 88.

Mom was instrumental in shaping who I am today. She inspired me to dream big and be a leader. She came from humble beginnings. She was orphaned at an early age and received only an eighth grade education. Yet she had so much tenacity, and she taught me so much.

When I was a year old, I was diagnosed with degenerative osteoarthritis in my left knee. I spent my first few years alternately in a leg brace, a wheelchair and on crutches. My mother was always by my side—during the multitude of doctors’ visits, numerous tests and treatments and seven major operations. She asked the doctors lots of questions and made them write things down for her so she could go home and look them up. At night I would see her leafing through encyclopedias, and with the doctors’ notes beside her, she would begin her research and educate herself about my treatment program. She was undaunted by her lack of formal education and committed to learning all she could to help me.

My most vivid memory of my mother was when the doctors told her I had been accepted into a pilot treatment program at age five, and I would have to undergo what would be my first exploratory surgery. As part of the program, we had to spend six months in Galveston, Texas, for the pre- and post-surgery observation and evaluation.

Later that day, I was surprised as Mom made an unexpected stop at our church in the middle of the afternoon.

As we entered the church, my mother took my crutches and laid them on the back pew. Then she knelt on the floor and picked me up in her arms. On her knees she crawled from the rear of the church to the altar at the front, carrying me with her. She was saying her prayers softly and tears were running down her cheeks. When we got to the front

of the church I asked her why she was doing this. She told me we were going on a “journey” alone. My father and brothers would remain in San Antonio. She admitted she was scared about the unknown and needed to ask for help from others. Mom said she was praying for the strength and courage to be a good mother.

I learned from Mom that you cannot achieve success alone—you need support for your efforts. As she told me, it is ok to ask for help—even though the risk of doing so may be high.

When I was little, I remember playing a game where I took a rolling cart and stocked it with “supplies,” pushing it to each room in the house, knocking on the doors and announcing, “Housekeeping—I am ready to clean your room!” My mother watched me do this a couple of times, and then she said, “Let’s go swing outside.” As she pushed me on the swing, she told me she wanted me to swing high and shoot for the stars. Mom said, “Being a housekeeper is a great job, and I would be proud of you if you choose that as your profession, but I want you to ‘dream big.’ Why not become the manager of housekeeping, or the owner of the hotel?” Mom inspired me to always set the bar high and never be complacent.

Years later, when I was considering a career transition from law to diversity and inclusion (D&I), I told Mom about my trepidation. She advised me to read and become an expert on the subject. My mother suggested that I identify the leaders in the field of D&I and then reach out to them, just like she did with my doctors so many years ago, asking questions, taking notes, and then reading and learning more.

It is a practice I have continued throughout my career.

As I sat at the Catalyst dinner, I watched a parade of remarkable women leaders living my mother’s teachings.

Like my mother, they had to conquer their fears to speak up and challenge the status quo for women. Like my mother, they had to ask for help to build the support they needed to realize their vision. Through their success, they continue to inspire and motivate others to set the bar higher, dream bigger and make it happen. PDJ Linda Jimenez has spent 20 years specializing in labor and employment law.

May/June 2012

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FROM THE EXPERTS

RETHINKING TRADITIONAL WORK MODELS IN AN INFORMATION AGE

by Trevor Wilson Author and Global Human Equity Strategist, TWI Inc. DL

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BOUT FIVE YEARS AGO OUR MOST VALUABLE EMPLOYEE ANNOUNCED AT OUR CHRISTMAS PARTY THAT SHE HAD BEEN SEARCHING FOR A PLACE WHERE SHE COULD FIND HAPPINESS. She ex-

plained that this place was Argentina, which is where she spent a year when she was eighteen. She then announced that she was going back. I almost fainted.

In over twenty years in business we had never had an employee like Tamara. She was exceptional; we thought we had done what we needed to do to retain her and keep her motivated. We had paid her well, provided her with an impressive title, and given her an opportunity to work on challenging assignments and travel to exotic countries.

Just as I got ready to open my check book or drop to my knees to beg her not to go, she clarified that she was, in fact, not quitting. “You keep telling your clients to go virtual,” she said. “Do you realize with current technology I could be up and running in Argentina within two days and our clients wouldn’t even notice?”

“In fact,” she added, “your clients have no idea where I am working from right now.” She pointed out that in 12 years we had only six clients come to visit our expensive downtown office.

As usual she had made a compelling argument and was right. Two months later she had moved to the middle of Argentina and not missed a beat. In fact, in many ways the working arrangement was superior. For example, I could hear her better on my computer using Skype than when she was on the phone in our downtown office.

What’s more, our clients had no idea where she was based, even when she left Argentina for France the following year and eventually ended up in St. Martin.

While very little changed with the quality of her work, work ethic, and client satisfaction, this transition did require a shift in my attitude towards the nature of work.

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Like many boomers, I was brought up to think of “going to work.” This mindset, which had been around since the dawn of the Industrial Age, was based on the essential ingredient of “face time.” If I have not seen you do the work how will I know you have done it? When Tamara informed us that she might make one or two visits to Toronto per year, judging her performance-based “face time” proved to be an untenable management model.

What was the option? Judge her based on the results of her labor rather than the hours it took her to produce the results.

In the book Drive: The Surprising Truth About What Motivates Us, Daniel Pink argues that the typical approach to motivating employees is out of step with decades of scientific research on human motivation. Pink argues that the research shows three elements of true motivation: autonomy, mastery and purpose. Autonomy is having a full sense of volition and choice at work. Mastery is the desire to become better and better at something that matters. Purpose is working on something bigger than yourself that will live on beyond you.

When I look back at our experience with Tamara I see all three of these components. As we move down the road of human equity and maximizing on total human potential, it is time that we rethink using an industrial approach to management during an information age. PDJ

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

FROM THE EXPERTS

ORGANIZATIONAL CULTURE ROADBLOCKS & SHORTCUTS FOR LEVERAGING DIVERSITY: PART 1

By Pamela Arnold President, AIMD DL and Terri Kruzan

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NDERSTANDING THE CULTURE OF YOUR ORGANIZATION IN DIVERSITY MANAGEMENT WORK IS SIMILAR TO POWERING UP YOUR GPS OR CHECKING WITH AAA BEFORE STARTING OUT ON A LONG ROAD TRIP. It helps you navi-

gate the journey from a strategic base—by providing clues to shortcuts that can accelerate progress and identifies potential roadblocks that can derail success.

For more than 25 years, The American Institute for Managing Diversity (AIMD) and its affiliated researchers have been creating road maps for organizations to support their diversity efforts. Starting in 1984 under the initiative of Dr. R. Roosevelt Thomas Jr., we partnered with pioneering companies, such as Procter & Gamble, Union Pacific Railroad and Great Rivers Girl Scout Council in the development of a culture audit process to link diversity efforts with achieving business/mission objectives.

While there has been an evolution in the kinds of roadblocks and shortcuts that accelerate or hinder diversity management, there have also been some consistencies across organizations and over time that we can share. Here are three critical observations: • Lack of consistent understanding of an organization’s definition of diversity among stakeholders; • Lack of recognition of the impact of strategic culture drivers on success; and • Lack of recognition of the need to focus on only a few aspects of culture at a time to leverage change.

Defining Diversity

How people define diversity has been changing over the years. In 1984, people did not have a personal definition of diversity, but we find today that individuals within U.S. organizations are more likely to personally define diversity in these terms—differences and similarities among people, such as by race/ethnicity, gender, age, faith, cultural background, thinking styles, etc.

Concurrently, when we ask how stakeholders think their organization defines diversity—their responses become more muddled. Their responses range from ‘do not know’ to a focus on the action of ‘providing opportunities

for employees from the protected classes.’ Apparently, there is a disconnect between how people in general define diversity and what they see as the focus of their organization’s diversity efforts. (This is an observation pertaining to organizations with U.S.-based operations.

As you might expect, this varies when you work with populations of employees outside the U.S.)

Power of Strategic Culture Drivers

Another general observation is the importance of understanding the impact of strategic culture drivers on the success of diversity. Strategic culture drivers are the sources of competitive advantage for organizations and influence almost all business planning decisions. An example of a strategic culture driver is—‘Maintaining Our Brand is Key to Our Success.’

In what we call Brand Cultures, there are usually high levels of conformity around ‘fitting-in.’ There may be written or unwritten rules on how to dress, style, personal appearance, lifestyle—and not knowing the importance of exhibiting, or not desiring to exhibit these rules of behavior can hinder an individual’s ability to be accepted and be given opportunities for development/advancement. The insight we provide organizations in these situations is to focus on where ‘conforming to brand rules’ is a requirement and where is it merely a preference or a tradition.

Culture Change

Finally, organizational culture change can be a tricky business and usually takes actions on three levels: 1. Leaders modeling, recognizing and sharing the vision; 2. Educating, training and rewarding people for new

attitudes and behaviors; and 3. Verifying that systems support the desired way of

working. Consistent messages on expectations and

how to act is important.

As can be seen, prioritizing one or two leverage points for change needs to be multiplied for culture change to have a chance of succeeding. As everyone knows, change usually does not work perfectly at first and there needs to be a readiness to re-think and tweak to meet workplace realities. It is critical to be strategic in terms of which leverage points will be most effective. PDJ May/June 2012

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FROM THE EXPERTS

DISABILITY BEST PRACTICES: WHO’S DOING WHAT?

by Nadine Vogel

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President, Springboard Consulting LLC DL

HAT DO YOU GET WHEN YOU BRING TOGETHER BEST BUY, EMC, TOYS“R”US, AMC ENTERTAINMENT, CSX, PROCTER & GAMBLE, UPMC, ARMY AND AIR FORCE EXCHANGE SERVICE, CISCO SYSTEMS AND PRUDENTIAL FINANCIAL? An incredible mix of

award-winning companies who have attempted to improve the U.S. workforce, workplace, or marketplace for individuals with disabilities.

These companies realize this work is not about doing the “right thing”—it’s about doing the “smart thing,” meaning that while results may prove to be a strategic advantage for the company, it is necessary to also understand why it is a business imperative.

Workforce Initiatives

UPMC, University of Pittsburgh Medical Center, works diligently to prepare individuals with disabilities for careers in healthcare through their development initiative based in Pittsburgh and Allegheny and surrounding counties. A comprehensive six-hour training program in addition to close community partnerships is enabling this program to succeed in terms of hires and retention.

AMC Theatres has formed a disability employment outreach program known as FOCUS (Furthering Opportunities, Cultivating Untapped Strengths), to encourage and facilitate hiring people with disabilities.

This program, which is offered in more than 300 theatres across the U.S., strives to improve access to competitively paid, guest-facing, benefits-eligible positions.

Proctor & Gamble launched a program to create employment opportunities for people with physical or developmental disabilities by creating an integrated module to produce and assemble customized products complementing automated production at the Auburn, Maine FlexiCenter. As a result of this focused effort, 38% of this FlexiCenter’s workforce is someone with a disability.

In addition to utilizing a multi-year disability recruiting scorecard, CSX regularly looks to make facility improvements. They recently enhanced their website access and are taking part in a global disability community initiative.

Workplace Initiatives

Prudential supports its employees with their Business

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Resource Group, ADAPT (Abled and disabled Associates Partnering Together), with active groups in seven locations. ADAPT has a well-defined mission with specific annual deliverables in support of this mission; they focus on personal and professional development of members and on educating others on disability issues.

Cisco supports its employees around the globe with their ERG CDAN, Cisco Disabilities Awareness Network. Its effectiveness is attributed to its business relevance and alignment with the company’s culture of inclusion.

AAFES (Army Air Force Exchange Service), has introduced a number of initiatives to support its employees, such as providing supervisors with training on how to appropriately supervise individuals with disabilities and a Reasonable Accommodation Tracking System to help employees manage and track progress of accommodation requests.

Marketplace Initiatives

Best Buy works to serve consumers with disabilities by providing closed captioning on in-store televisions, providing in-person video relay devices to provide interpreters, and will soon offer an online shopping experience called TechAbility to enable someone to pinpoint accessible technology options.

EMC has taken their own successes and learning to other businesses via their B2B Abilities Connector, with the focus on initiating discussions and sharing knowledge and best practices about disability issues. They have also partnered with community-based organizations and the Massachusetts State Department of Rehabilitation to further workforce solutions.

Toys“R”Us is advancing their marketplace efforts via philanthropy, raising more than $12 million dollars through in-store and online campaigns focused on Autism and their partnership with Autism Speaks. The company also created a special subset of the annual Toys“R”Us Guide for differently-abled kids, providing toy suggestions specifically for families and friends of children on the spectrum. PDJ Nadine Vogel is President of Springboard Consulting LLC.

FROM THE EXPERTS

THE NEXT-GENERATION CHIEF DIVERSITY OFFICER

by Julie Kampf

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President and CEO, JBK Associates, Inc. DL

DECADE AGO, WHEN CHIEF DIVERSITY OFFICERS WERE NEARLY UNKNOWN, IT WAS A BREAKTHROUGH TO INVEST IN DIVERSITY AS A C-LEVEL PRIORITY. Diversity metrics showed

that companies were serious about their commitment, and the growing number of CDOs worked hard to deliver that message internally and externally. Today, about 60 percent of Fortune 500 companies have a CDO or similar executive, according to the Wall Street Journal. CDOs appear often on panels and in other public forums speaking on the importance of diversity, and many take appropriate pride in metrics that show increases in recruitment of executives from diverse backgrounds. Companies that have added or expanded a CDO position during this tough economic period deserve applause.

But businesses are about to face talent management challenges unlike anything they’ve seen before, and that will dramatically increase demands on chief diversity officers. As 10,000 Baby Boomers reach retirement age each day, the U.S. talent pool simply isn’t growing fast enough to replace them. Globally, the workforce is shrinking across advanced economies, and an estimated three in ten employers worldwide already find it difficult to fill positions because of talent shortages in their markets. To complicate matters, within the next ten years U.S. employers will be managing five generations working side by side for the first time. Diversity will be necessary for survival, and the focus will broaden from traditional metrics to an emphasis on diversity of thought, background and experience.

More than any other executive, CDOs can help companies shift their focus away from narrow skill sets and toward diverse thought that may originate in a different industry, process, country or culture.

They can show companies how to integrate multi-

generational work styles, building loyalty from the baby boomers who will work 90 hours a week to the millennials whose technical savvy comes with demands for flexibility. Properly empowered, CDOs can not only make the business case for diversity but also show the business results that depend on having the right talent.

To achieve those results, the best future CDOs will have rigorous training, including direct experience with P&L (Profit and Loss) as well as deep human resources expertise. They will have a close understanding of other cultures that may be based on experience living abroad, and they will have knowledge of psychology, sociology and all the nuances of the demographic shifts that affect the workforce. They will be able to focus less on building awareness of the value of diversity and more on building a culture of diversity. They will be thought leaders, and they will be viewed as vital not only to the top companies in any industry but to any company that has 500 or more employees. They’ll transform the workplace.

These changes will happen because the best organizations understand that talent is their most precious resource and that diversity helps them compete.

Companies that don’t act soon will be left behind, and some won’t survive. Those that do act will have the chance to enter a new era of innovation guided by a next-generation chief diversity officer. 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.

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FROM THE EXPERTS

WE PAY YOU WHAT? WHY PAY IS IMPORTANT TO YOUR DIVERSITY PROGRAM

By Drs. David Lamoreaux and Wayne Strayer

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CHIEVING AND MAINTAINING DIVERSITY IN THE WORKPLACE ARE VIEWED AS IMPORTANT GOALS

BY MORE AND MORE EMPLOYERS ACROSS A WIDE RANGE OF MARKETS AND INDUSTRIES.

Unsurprisingly, a critical component to achieving diversity goals—attracting, developing, and retaining a qualified and diverse workforce—is compensation equity. We are seeing more and more employers choosing to review their compensation practices and to address pay differences before pay equity issues erode employee morale and lead to a loss of important team members, aside from the legal risks that could arise.

Effective pay equity studies involve a number of important considerations.

It will surprise no one to hear that compensation differs from employee to employee, and there are productivityrelated reasons why pay differences exist. Companies pay for factors, including employee knowledge, skills, and abilities, that are important to achieving market success. The skills and abilities that a firm values vary from employee to employee and, consequently, employee compensation varies. An important part of a pay equity study is identifying and accounting for the employee skills and abilities that explain pay differences. Specifically, these include: • Employee’s level of responsibility • Labor market for the particular type of work done by an employee • Employee work experience • Local labor market conditions • Education and training A pay equity study might reveal that even after accounting for differences in these factors, differences in pay between groups of employees remain. If this is the case, there are options available to a company. Some companies choose to conduct additional research into specific cases of salary differences in order to determine whether there are other productivity-related explanations for remaining pay differences. This typically means involvement by managers who know the employees in areas within the company where group pay differences exist.

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What if pay differences between groups of employees remain even after accounting for all measurable explanations? Some companies choose to make adjustments to the compensation of select employees. Companies that take this approach find it important to implement rules for adjustments that take into account the skills and abilities of employees and that conform to the company’s compensation philosophy. They pay close attention to where each salary is relative to the compensation grade ranges, and most companies will implement rules that prevent employees with poor performance ratings from receiving pay adjustments.

Any proposed adjustments are carefully reviewed by those within the company who are familiar with company compensation policies and the pay and performance of employees being considered for adjustment—typically the HR and legal teams. For smaller companies, this is a more straightforward task and, in some cases, each adjustment is based on individual review. For large companies, the task is more time-consuming unless the process is limited to very specific parts of the company. Regardless of how any adjustments are determined, all companies pay close attention to how adjustments are implemented and how the adjustments are communicated to employees.

Once a company has invested resources in reviewing and possibly adjusting employee compensation, maintaining pay equity can be done by monitoring pay decisions going forward, including pay at hire for new employees and merit and promotional increases for all employees.

There is much for a company to consider, but the importance of attracting, developing and retaining a qualified and diverse workforce makes staying on top of compensation issues an important, ongoing endeavor. PDJ Dr. David Lamoreaux is an expert in the area of employment discrimination and co-heads the Labor & Employment Practice at global consulting firm Charles River Associates. Dr. Wayne Strayer is a member of the Labor & Employment Practice at Charles River Associates where his areas of experience include labor and employment litigation, commercial litigation, and evaluation of economic losses.

THOUGHTLEADERS

LGBT

| What’s next for LGBT individuals in corporate America?

For LGBT individuals and their allies, it means creating climates of acceptance through employee resource groups and educational programs, lobbying and making gains for domestic partner health benefits, and working against policies that allow for termination because of sexual orientation.

Other trends show companies are using the Corporate Equality Index issued by the Human Rights Campaign to benchmark their progress in LGBT equality.

Many companies have also noticed the importance of the LGBT “invisible minority,” who because of their less visible status may feel more blatant discrimination than other minorities. Finally, measured gains have been made in same-sex adoption, another contentious issue in the LGBT community.

Above all, these gains and steps towards improvement let LGBT individuals focus less on discrimination and more on their jobs. And isn’t that one of the goals of diversity and inclusion, to increase employee attitude and productivity?

Take a closer look at Diversity Journal’s LGBT-based Thoughtleader to see.

Why Social Justice is Important to Me

The Journey to a Top HRC Score at Office Depot

By Michael Allison, Executive Vice President, Human Resources, Office Depot

By Mark Dinkel, Vice President, Americas Outsourcing at CSC DL

S

ocial justice is extremely important to me. There are all kinds of people in the world—some are welcomed by all; some are not. Gays and lesbians are one such group that hasn’t been universally accepted, they are an “invisible” minority who, like all minorities, strive for equality and fairness. In my view, standing shoulder to shoulder with the GLEE community is the right thing to do. When I was approached to be the Executive Sponsor of the CSC Gays, Lesbians, and Everyone Else (GLEE) employee resource group (ERG), I immediately accepted. I’d gladly do the same for any other group that faces discrimination, lack of acceptance or lack of welcome.

I recognize the business benefit of supporting LGBT employees within the CSC community. By fostering the professional development of our LGBT employees, CSC increases its ability to recognize and retain the best talent it can. CSC benefits by not judging any group or individual on anything other than the quality of work they bring to the company and our clients. I believe ERGs help to enable that mentality, thus attracting and retaining quality employees.

Smart, dedicated, committed and creative employees come from all walks of life, and we should be welcoming to all of them. PDJ

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lthough most companies today consider themselves forward-thinking, many lesbian, gay, bisexual, and transgender (LGBT) individuals still face a number of barriers in the workplace. Without documentation in place to prohibit discrimination based on sexual orientation or ALLISON gender identity, LGBT employees may be excluded from advancement opportunities or subjected to a hostile work environment. Health and wellness benefits are not always on a level playing field either, with some organizations not providing domestic partner health insurance, and most declining to offer a transgender-inclusive health care coverage plan.

However, despite the obstacles that the LGBT community faces in the workplace, the opportunities available at organizations today are ever expanding. More and more companies offer equal benefits to all employees, are creating policies and programs to enforce anti-discrimination and antiharassment, and outwardly embrace diversity and inclusion. These types of initiatives can help LGBT employees spend more time focusing on their work, and less time trying to keep their gender or sexual identity hidden from their employer and fellow colleagues. An inclusive workplace also ensures that all employees have equal opportunities for hiring and promotions.

As an example of Office Depot’s dedication, the company earned a 100 percent score in the 2012 Corporate Equality Index (CEI) issued by the Human Rights Campaign Foundation (HRC). The ranking recognizes Office Depot as one of HRC’s Best Places to Work for LGBT Equality. To meet the 2012 requirements, we augmented our benefits to include equal health coverage for transgender individuals, and created the Office Depot Equality Alliance Committee. Policies already in place included prohibiting discrimination based on sexual orientation, sexual expression or identity; offering partner health insurance; and launching a diversity training covering sexual orientation.

Treating people with respect is good manners. It is also good business.

Proper training, equal benefits and opportunities, and an inclusive culture in the workplace create a supportive environment where LGBT employees feel empowered to do their very best work. PDJ

May/June 2012

Law Firm shows LGBT Acceptance through Actions, not Words

By Fram Virjee and Jim Moore, O’Melveny & Myers LLP

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ften the quietest and least discussed discrimination is visited upon LGBT coworkers. Perhaps it is because, unlike many diverse colleagues who “wear” their diversity in public, our LGBT coworkers must affirmatively “come out” and share who they are. Without the support of an accepting work environment, many LGBT employees choose to remain in the background. As a result, they cannot give themselves fully to their careers.

How do we transform a workplace from uncomfortable and stifling to inviting and productive? For us it began with what was, at the time, the highly provocative notion of providing domestic partner insurance. We incrementally made changes because, simply put, it became personal.

Our generally conservative, white, male leadership refused to tolerate injustice to one of their own—a partner who was brave enough and secure enough in the firm to share his diversity. That epiphany lead to domestic partner benefits and recognizing domestic partner relationships for all purposes in employment. It was the result of empathy and kinship and finding value in difference and inclusion.

How can one be so sure of the sea change? Recently a small group of employees suggested O’Melveny create a video to add to the It Gets Better campaign. We leapt at the opportunity and the response was overwhelming.

Within hours there were hundreds of volunteers, including an assembly of some of the bravest who were willing to go on camera and tell their stories. Their willingness to step forward was inspiring. As the project was completed and there was a flood of emails saying the project was “the best thing we have ever done” and “my proudest moment at the firm,” there was a realization that our LGBT coworkers were heroes themselves because they felt supported, welcomed, and because they knew they were part of the fabric of our firm. PDJ

ERG helps LGBT at GE

By Melanie Glennon, Executive Quality Leader, GE Energy

What are the major barriers in the workplace today for LGBT individuals? GLENNON A: The primary barrier is being able to bring your whole self to work. LGBT individuals have no workplace protections at the federal level or in most states, which means they can be fired simply for loving someone of the same sex. While corporate America has taken the lead to protect these workers, LGBT employees must navigate vast disparities in policies, benefits and work environments, which limit a company’s ability to attract and retain the best talent.

What are the opportunities in the workplace today for the LGBT community?

A: The best opportunity is to join the company’s LGBT employee resource group. These networks provide a forum for community building and professional development. But more importantly, if the workplace is supportive, it facilitates LGBT employees to “come out of the closet.” This year’s ERG theme is “be yourself, be your best.” By being honest with your coworkers, you build stronger relationships and truly unlock your full productivity. In the process, you become a role model to help others.

How has your organization worked to promote the education of LGBT issues in order to avoid homophobia and heterosexism?

A: LGBT education is a unique part of our ERG’s charter. We have a wide range of curriculum, including Ally Workshops, GLBT 101 & 201, and Transgender 101, which has received tremendous reception. We’re not pushing these opportunities up to leadership; rather they’re helping our ERG take them across the company. PDJ

Ernst & Young First of Big Four to offer Same-Sex Partner Benefits

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rnst & Young LLP and its affiliates will join an increasing number of employers in reimbursing LGBT employees for the additional federal and state taxes they incur for their same-sex domestic partners’ medical benefits. in the U.S. Ernst & Young is the first Big Four accounting firm to offer

this perk.

Under federal law and many states’ laws, samesex couples are burdened with extra taxes when their partners are covered by health insurance since many states do not recognize same-sex partnerships. The extra taxes are mandated even for married same-sex

couples, costing lesbian and gay employees an average of $1,500 in extra taxes annually. Married heterosexual couples are exempt from these taxes, likely the reason why many companies are now taking this stand to provide equitable benefits.

According to the Human Rights Campaign

May/June 2012

(HRC), there were only 30 for-profit employers that provided these tax equalization benefits as of December 2011. PDJ

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THOUGHTLEADERS

LGBT

Rates of Same-Sex Adoption Decreases, Families reflect Greater Diversity

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roportionally fewer same-sex couples are raising children today than in 2006, and their families reflect greater racial/ethnic and socioeconomic diversity than often represented in the media and academic research, according to new analyses by Williams Distinguished Scholar Dr. Gary Gates, published by the National Council of Family Relations. “These findings debunk popular misconceptions about parenting among same-sex couples, particularly that those raising children are predominantly white, urban and wealthy,” said author Gates.

Demographic data shows significant diversity among same-sex couples with children. These families live throughout the country: of same-sex couples by region, 26% in the South, 24% in New England, and 21% in the Pacific states are raising children. Childrearing is substantially higher among racial/ethnic minorities and African Americans, in particular, are 2.4 times

more likely than their white counterparts to be raising children. Furthermore, among individuals in samesex couples who did not finish high school, 43% are raising children, and 20% of children raised by samesex couples live in poverty.

Curiously, the proportion of same-sex couples raising children has begun to decline. In the 2000 census, more than 17% of same-sex couples were raising children. That proportion peaked at 19% in 2006 and has declined to 16% in 2009. Despite the decline, the number of same-sex couples raising children is still much higher today than ten years ago, since many more couples are reporting themselves in Census Bureau data. In 2000, the Census reported about 63,000 couples raising children. Today, the figure is now more than 110,000.

The decrease in the proportion of couples raising children may be due to decreases in parenting by lesbian, gay and bisexual (LGB) individuals

Why I joined Sprint Pride

By Marce Baxley, Director—Diversity and Learning Solutions, Sprint DL

I

joined each of Sprint’s six employee resource groups several years ago, and avidly work to be an advocate for inclusion and diversity. The idea of being a part of communities that serve the needs of Sprint’s business, professional development and the opportunity to get to know others who

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who had children at a relatively young age while in a relationship with a different-sex partner.

Different-sex relationships at a relatively young age are a common path to parenthood for LGB men and women. Gates’ analyses show that LGB individuals are younger than nonLGB individuals when they have their first child (22.5 years compared to 24.1 years respectively), and individuals in samesex couples who were previously married are much more likely to have biological or stepchildren than those who were never married (23.5% compared to 9.5% respectively).

Despite proportional declines in parenting, Gates’ analyses show that adoptive parenting is clearly increasing. Among couples with children, the proportion of same-sex couples who have adopted children has nearly doubled from 10% to 19% between 2000 and 2009. Same-sex couples with adopted children are twice as likely to be white, to have obtained a higher

share my interests is very appealing. A few years ago, I took my involvement further and became an executive sponsor of Pride, Sprint’s LGBT employee resource group. With nearly 700 members, Pride has supported, ushered and even challenged much of Sprint’s LGBT progress over the years.

Sprint Pride members recently created a video for the It Gets Better Project, an international initiative that offers encouragement to LGBT teens who are experiencing bullying. Sprint May/June 2012

level of education, and to have never been previously married. “Clearly, the decade saw a substantial rise in adoptive parenting,” said Gates, “but this increase has seemingly been outpaced by fewer LGB individuals having children early in life.” Declining social stigma toward LGB people may mean that more are coming out earlier in life and are becoming less likely to have children with different-sex partners.

The study’s findings have significant implications for research and policy. The geographic data suggests that many same-sex couples with children live in states with limited or no legal protections for their families. Furthermore, the diverse portrait of LGB families challenges scholars to broaden their research on parenting by same-sex couples and statistical agencies to do a better job of collecting data about LGBT individuals and their families. PDJ Renna Communications/Williams Institute

employees shared deeply personal stories that were truly life impacting and meaningful to others’ journeys.

I want to be a part of a company and a community that inspires, encourages and supports It Gets Better-type efforts. This is the path to the future. The more personal that inclusion and diversity is, the more meaningful it becomes, and the more intrinsic its value. In the future, companies that embrace this will be the employers of choice. PDJ

THOUGHTLEADERS

DISABILITIES

Partner with Cerebral Palsy Shares her Experiences

By Elizabeth Davis, Partner, Thompson Hine LLP

In your opinion, do you believe—in general—people without disabilities have a fear or discomfort of working with a person with a disability?

Where does this fear come from?

A: I certainly think they used to. If people without a disability are uncomfortable around people who have a disability, it is generally because they have little exposure to people with disabilities. The real obstacle is fear of the unknown. I have Cerebral Palsy, a neurological condition I have had since birth. I use a rolling walker for support.

When I was younger, I never saw other people like me. It was common for people to stare at me as I walked down street, some stopping to stare or assuming that I was intellectually challenged.

I went to school before the Americans with Disabilities Act, and any number of prospective employers were concerned about my mobility impairment.

Common interview questions included, “What happened to you?” and “When are you going to die?” Even after I had been practicing for years, a partner at a former firm refused to work with me for fear of “saying the wrong thing.”

My experience today is dramatically different. In fact, my current firm never even questioned my ability. Only after I joined the firm did anyone inquire whether I needed any accommodations. (I didn’t.) I believe my experience is different today because it is more common to know someone with a disability. I occasionally encounter someone who moves like I do, and plenty of colleagues know someone else with a mobility impairment.

What do you think employers have

to gain when hiring individuals with disabilities?

A: Prospective employers have much to gain from hiring well-qualified people with disabilities. As with many diverse employees, people with disabilities bring different experiences and perspectives. People with disabilities are used to finding creative solutions to problems. For many of us, just getting through the day takes creative thought to overcome obstacles. Any employer can benefit from a team member who has experience in meeting challenges head on and overcoming them. Their experience benefits the company and the company’s clients.

How can we do better at creating a world in which people with disabilities can participate more fully?

A: Don’t be afraid! Talk to people with disabilities. Get to know us, and you’ll soon realize we are not so different. PDJ

Recognizing Ability in Disability

By Kyle Goodridge, Vice President, Global Workforce Diversity, Citi

A

S OF JANUARY 2012, almost twenty-two years after the

passage of the Americans with Disabilities Act, the unemployment rate for people with disabilities stood at 12.9%, compared to an 8.7% rate for people without disabilities. Moreover, labor force participation for people with disabilities, at 20.0%, remained considerably lower than that for persons with no disability, at 68.9%.

Many factors, such as readiness to work or significance of disability, influence employment outcomes.

Nevertheless, many individuals with disabilities that are willing and able to work remain unemployed.

Furthermore, as the workforce matures and military veterans return to civilian life with service-related disabilities,

the numbers of people with disabilities seeking to enter or remain in the labor force will continue to grow.

Managers and coworkers may be concerned that people with disabilities may not be able to perform the essential functions of the job without special assistance. Additionally, managers may be uncomfortable with holding employees with disabilities to the same performance standards as other employees.

People with disabilities can enhance business success through the introduction of fresh ideas and perspectives from a segment of our society that is, in many ways, not utilized to its full potential. In my opinion, all we need is the courage to step a bit outside of our comfort zones to convert that potential into profitability. PDJ May/June 2012

WWW.DIVERSITYJOURNAL.COM

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True Inclusivity means we focus on Abilities

By Esther S. Hernandez, Diversity & Inclusion Officer, Sandia National Laboratories

i

N TERMS OF disabilities, it is not unusual for any of us

to feel intimidated or uncomfortable when we are in a situation that we are not familiar with. People who do not have a disability often feel uncomfortable or are afraid of working with a person with a disability, because they have little or no experience with these individuals.

Even the most caring and inclusive individuals and organizations may find themselves in a situation where they are not certain what is acceptable behavior or language when interacting with someone with a disability.

The business imperative for diversity is clear. The more diverse the workforce, the greater the diversity of thought and innovation. Persons with disabilities will bring a unique perspective and a different way of solving a problem. Additionally, statistics show that persons with disabilities tend to have great loyalty to

their employers and in many professions have a lower attrition rate than their colleagues who do not have a disability.

During my career I have had the opportunity to work for, and with, persons with disabilities. These individuals have contributed immensely to the success of our organization and have been amongst my greatest mentors. In some instances I did not even know about the person’s disability until long after we had been working together. This taught me that true inclusivity means we must focus on their abilities and stop focusing on the individual’s disability.

It is our responsibility as individuals and organizations to recognize, respect, and value the differences of all individuals which provide the opportunity to learn from our colleagues and the diversity of their background. PDJ

Fact or Fiction?

FICTION: EMPLOYEES WITH DISABILITIES CAN’T COMPETE WITH OTHERS. FACT: 90% OF PEOPLE WITH DISABILITIES RANK AVERAGE OR ABOVE AVERAGE ON JOB PERFORMANCE REVIEWS. FICTION: ACCOMMODATING PEOPLE WITH DISABILITIES IS EXPENSIVE. FACT: 90% OF ORGANIZATIONS REPORT NO CHANGE TO INSURANCE COSTS AFTER HIRING PEOPLE WITH DISABILITIES.

By Cassandra D. Caldwell, PhD, founder and CEO, International Society of Diversity & Inclusion Professionals

S

EPARATING FACT FROM fiction will

open the doors of opportunity for people with disabilities, a group which faces an unemployment rate nearly double that of people without disabilities. The solution starts with education. Why recruit, retain, and promote people with disabilities? This builds a loyal, highly productive, and engaged team.

Building this team is accomplished by tapping the numerous workforce programs and diversity job boards that fill vacancies with people with disabilities, aging workers, and

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wounded warriors. This should be done now, because closing the gap between the haves and have-nots will strengthen our economy. The responsibility to make a change rests squarely on the shoulders of organizational leaders.

As CEO of the International Society of Diversity & Inclusion Professionals, the first global association for D&I spanning all industries, it’s my mission to educate others about the benefits of including people with disabilities and other marginalized groups. That’s why May/June 2012

I asked John Robinson—founder of an organization that specializes in mentoring people with disabilities and a nonprofit dedicated to educating leaders about their inclusion—to speak at our recent conference in Puerto Rico. Before a packed audience of diversity change agents, John, born a congenital amputee, shared the personal obstacles he has overcome, while inspiring and showing them how to help people with disabilities more fully participate in society. Now it’s your turn. Go for it! PDJ

OPEN MINDS, SPECTACULAR

RESULTS

CSC joins you in celebrating LGBT Pride Month.

For professionals who seek to reach new career milestones, CSC offers the ideal environment — a dynamic culture where innovation flourishes. Visit us on the Web to explore opportunities to join a globally successful, progressive IT business solutions provider. csc.com/careersus

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

Global Diversity | Emerging Women in an Emerging Market:

INDIA

By Vanessa Borchers, Deloitte Touche Tohmatsu Limited Global Leader, WIN/Diversity, and Amita Kasbekar, WIN Lead, Deloitte Consulting India Pvt. Ltd.

T

hough emerging markets are defined by their potential for impact on the global business stage, many are lagging in what studies have shown as one of the more important elements for success—gender equality. According to the World Economic Forum’s Global Gender Gap report for 2010, several emerging market countries were ranked the lowest in terms of female representation in business, such as Brazil (35%) and Turkey (26%). The country with the lowest female representation in business among the emerging market countries—at just 23 percent—is India.

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May/June 2012

Many women in these markets have demonstrated some remarkable qualities—but their talents, skills and resources remain underutilized.

In India, we see a region where opportunities for women abound, but significant challenges still exist to realizing a larger impact on the global business stage.

According to a Deloitte Consulting India Pvt. Ltd sponsored study by Working Mother Media, Professional Women in India: Changing Social Expectations and Best Practices for Global Corporations, women in India face many barriers to make it to the top and are at times

| Q&A with Minal Deshpande resigning due to cultural and social pressures. This study also reveals that only 18 percent of Indian women are part of the public and private sector labor in the country.

Interestingly, the same report by Working Mother Media also revealed that 40 percent of students enrolled in colleges in India are women, and are pursuing degrees that can lead to more sought-after professional careers.

The inability of Indian businesses to leverage this invaluable talent pool in a market where skilled talent is increasingly difficult to find, can and may create significant challenges for the long-term competitiveness of businesses and of the overall Indian economy. There is a clear and urgent need to bring Indian women into the workforce and help them build longterm sustainable careers that offer strong growth potential.

One example of such an effort is the work done by Deloitte Consulting India Pvt. Ltd (Deloitte U.S. India).

In 2006, Deloitte U.S. India implemented The Women’s Initiative (WIN), a program geared towards attracting, retaining and advancing women professionals in their careers.

WIN has enhanced the gender leadership and advancement pipeline through gender sensitization and workplace flexibility, in addition to growing campus recruitment among women-only colleges.

Since the implementation of WIN, women have become an integral part of Deloitte U.S. India’s overall growth. For example, the operation and integration of its offices in India was led by a senior woman leader.

In just two years, from 2008 to 2010, the percentage of women at manager and above in Deloitte U.S. India has risen significantly. The gender ratio of campus hires is at 50:50. continued on page 84

Minal, a specialist leader with Deloitte Consulting India Private Limited, has been associated with WIN since 2006 when she helped launch the program in the Mumbai office.

A member of the WIN professional development committee at Deloitte U.S. India, Minal has also been instrumental in designing and conducting professional development sessions on behalf of WIN, on topics including assertiveness, leadership development, and personal branding.

What motivated you to get involved with WIN? A: I firmly believe in the “power of mentoring” and being a part of a coaching organization. I passionately believe in winning together—I don’t want my female colleagues to feel alone as they try to balance climbing the career ladder with their family responsibilities. I want to stand by them and share my experiences to help us all grow together.

In what ways has WIN helped you overcome the cultural and societal pressures that often hinder women who are balancing family life and a career?

A: As a full-time working professional, I felt it necessary to revisit my professional priorities at different stages of my life like marriage, pregnancy, and childcare. At each stage, I changed gears in order to get that much-needed balance, and I credit my organization for enabling professionals to integrate their personal and professional commitments.

Over the years, I have also gained a lot of clarity and have become very comfortable with myself and what I want to do and achieve. What kept me highly motivated—despite an often stressful work life packed with travel, client meetings, and sales pursuits—was the support that I received from my trusted advisors and mentors who have guided me throughout.

I believe that work-life balance is achieved if we consider the fundamentals that determine it: our priorities for both home and work. The balance comes gradually, as our priorities keep shifting at different stages of life.

How do you see the Deloitte U.S. India’s WIN program evolving?

A: Since the launch of WIN, we have a come a long way. Besides networking events, trainings, and offsite workshops, we have worked to address personal development needs, such as identifying facilities to help women overcome difficulties with transport and child care. In the coming years, we plan to continue to work to increase the number of talented women professionals joining the Deloitte U.S. India offices, support their retention, and encourage their advancement through networking, coaching, and mentoring.

May/June 2012

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Global Diversity

| Tips from a

D&I professional

By Teuila Hanson, AECOM Vice President, Diversity and Inclusion There are several lessons that come with understanding global diversity. Here are a few: 1. Both a benefit and challenge with global diversity is that it is complex. At AECOM we discuss global diversity in terms of twenty-five different dimensions. These are internal, external and organizational dimensions that people use to define themselves and others. Therefore, you can never make assumptions about one’s culture, ethnicity, nationality, religion, etc., because diversity differs with everyone. Appreciating this complexity is key to having a true understanding of global diversity.

2. A central step to advancing diversity and fostering an inclusive environment is dependent on how aware people are about their unconscious biases and/or filters. Once you become aware of your biases and acknowledge that they exist, the real benefits of diversity and inclusion can be realized.

Bias awareness and education is essential to any global diversity training program.

3. A long-term and sustainable global diversity program is “slow work.” It requires patience, fortitude and the ability to appreciate and celebrate small wins. Don’t expect quick results and overnight successes. continued from page 83 The progression at WIN is a testament to Deloitte U.S. India’s commitment to gender inclusivity and equity at the workplace.

According to the Corporate Gender Gap 2010 survey, women-specific mentorship programs are relatively high in India as compared to other emerging markets. For its part, Deloitte U.S. India has launched several programs focused on mentorship across its various locations. The Apprenticeship Program offers sponsors to women employees to grow and succeed within the organization. Through “Men and Women at Work: Teaming for Success,” Deloitte U.S. India aims to raise awareness of gender differences at the workplace and fosters an inclusive environment.

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May/June 2012

Today, Deloitte U.S. India employs more than 13,500 professionals in India from different cultures, religions, languages, and Indian ethnicities—a slice of a business environment bursting with opportunities for women. The future for woman leadership in India is bright thanks to a strong predilection to give women professionals the support they need to succeed. PDJ Vanessa Borchers has worked with various DTTL member firms for the past 20 years, in South Africa, the United States, and the Netherlands. In her prior member firm roles, she served large multinational companies in various industries and capacities. Amita Kasbekar is the WIN leader in Deloitte U.S. India’s offices. She has over 25 years experience in areas of talent management, retention strategies, business, and diversity management.

© 2012 Lockheed Martin Corporation

FRESH PERSPECTIVES CREATED DAILY

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

Digital Diversity FROM OUR FOLLOWERS

LEXICON TERMS

HoneyBrownHope: @DiversityJrnl The content in your publication is needed!

Thanks for serving as a source to promote tolerance.

Simoninou: Andrew Moffat: Be prepared to make mistakes. There is nothing wrong with that. Above all, learn from your mistakes. #edic2012 #diversity PeggyHolman: When changing, inviting diversity ensures that the unexpected is present #change #leadership #complexity

@DiversityJrnl

FOLLOW US

OUMOU DIALLO M.D. writes: When I came across this article, I was all smiles. She might not know what a role model she has been for me but this is a terrific lady who has included me as I first came to the US. As I was in NY learning English and teaching her kids french, I found in her a light/role model to follow.

Wendy Murdock - Class of 2008 - Mastercard

Tina Morgan writes: Congratulations De De on this award. I remember working with you at Torbitt & Castleman in Kentucky, and you were a very inspiring woman then. Congratulations to you and thank you for being an inspiration to many women.

De De Priest - Class of 2008 - Walmart

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May/June 2012

Model Minority —A negative stereotype which implies that a minority group has achieved success due to its cultural values, not political struggles, and that other disadvantaged groups should copy them.

@Mentorings

“True #leadership means letting people find answers for themselves and blending #diverse backgrounds and perspectives to find the best.”

SHRM 2012 Diversity & Inclusion Conference & Exposition D&I Game Changers

Put Winning D&I Strategies Into Play October 22-24, 2012 | Chicago, Ill. Gaining a new perspective can provide clarity and insight to help solve organizational issues.

Learn how to change your focus to become a better advocate for diversity and inclusion initiatives in your workplace.

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.

Why You Should Attend • Walk away with innovative, forward-thinking strategies that take your diversity & inclusion efforts to the next level.

• Discuss diversity and inclusion programs as a business imperative that can affect your company’s bottom line.

• Learn how to build on the strengths of differences and develop plans that support organizational objectives and goals.

• Find new ways to use workplace diversity as a catalyst for new ideas and initiatives.

Keynote Speakers 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 American actor, motivational speaker and former U.S. Army soldier

Get in the game. Reserve your seat today. www.shrm.org/conferences/diversity 12-0240_DJ

Dr. John J. Medina

Developmental molecular biologist and research consultant

Diversity History June 11, 1963:

MAY/JUNE

May 4, 1979: Margaret Thatcher becomes Britain’s first female prime minister.

June: National Caribbean American Heritage Month Celebrate with the annual Caribbean Film Festival and the Festival of Arts and Sciences, both in the nation’s capital.

Alabama Governor George Wallace blocked black students Vivian Malone Jones and James Hood from entering the University of Alabama.

The “Stand in the Schoolhouse Door” placed Wallace firmly in the national spotlight as a symbol of segregation.

Photograph credits: Courtesy of Willrobs

June 17, 1928: May 26: Shavuot begins, the Jewish celebration of Moses’ entrustment with the ten commandments by God. Traditional customs include: the reading of a liturgical poem during Shavuot synagogue services; the consumption of dairy products; the reading of the Book of Ruth at morning services; the decoration of homes and synagogues with greenery; and engaging in all-night Torah study.

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May/June 2012

Amelia Earhart was the first woman to fly across the Atlantic Ocean, from Newfoundland to Wales. Earhart later notoriously disappeared over the central Pacific Ocean. PDJ

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.

EMPLOYEE RESOURCE GROUPS

| We asked the leaders of newly formed ERGs to share their journeys to leadership, as well as how leadership of a company’s internal group has helped further their careers. Although most of these ERGs are less than two years old, it is clear that the leadership skills and connections gained have been beneficial for each leader and company.

EMERGING ERG LEADERS Helen Drexler, Anthem BCBS CO. How were you identified to lead your ERG?

Adam Jakubiak, Energizer How were you identified to lead your ERG? I volunteered to grow it from an idea into a full-fledged ERG with the support of another colleague as co-chair.

How has leading an ERG affected you?

Leading the ERG opens an opportunity to discuss topics of diversity that are very important to the company, but can easily be overlooked if not addressed directly.

I volunteered for a number of opportunities to support WOW which helped promote membership growth in this ERG. How has leading an ERG affected you?

Leading this ERG has given me an opportunity to display my leadesrhip abilities and promote this ERG with other women in WellPoint. It has taught me how to be a good mentor/sponsor to other women.

Jeremy Davis, Nielsen How were you identified to lead your ERG?

Ambreen Rivzi, Fannie Mae How were you identified to lead your ERG? I served as a Vice President for the Muslim ERG for a couple of years. When the president left the company, I was chosen unanimously by the other leaders to serve as the president.

How has leading an ERG affected you?

The ERG has helped me develop leadership, time management and both presentation and facilitation skills by organizing company-wide events that top executives attend.

I had just returned from the Middle East when my manager found out they were planning a military ERG; he recommended me as a good candidate.

How has leading an ERG affected you?

Leading the SERV (Support & Employee Resources for Veterans) group, I've had the opportunity to work with senior leaders that I rarely talked to before.

How were you identified to lead your ERG? Based on my prior engagement with the WSC, I was selected to lead the group for the 20112012 term.

How has leading an ERG affected you?

I've become a better leader through working with those in the WSC and influencing those that are seeking professional development.

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How were you identified to lead your ERG? Our CEO knew I had a passion for helping women to network more effectively, particularly in their personal and professional development, and asked me to chair the Women's ERG. How has leading an ERG affected you?

I have built relationships within Allianz Life and with other women leaders. I am building my leadership skills by creating a strong team of officers and committee members who have passion for women's career development.

Leanne Thomas, CSC How were you identified to lead your ERG? Given my background and passion for the employment and professional development of people with disabilities, I was asked to launch an employee resource group for people with disabilities.

How has leading an ERG affected you?

Leading this ERG has given me the opportunity to network with CSC colleagues in different business units and around the globe. I also have the chance to network with external contacts to discuss best practices around the employment of people with disabilities.

Audrey Gilles, Charles Schwab & Co. How were you identified to lead your ERG?

Jorge Davo, Oliver Wyman How were you identified to lead your ERG?

Michele Byrd, Kraft Foods

Mary Currier, Allianz Life Insurance

After a few months of active engagement and building strong connections with several people in the group, I was asked to take on the co-chair position.

How has leading an ERG affected you?

The group's leadership has direct contact with senior management. Being a co-chair for GLOW allowed me to build a brand for GLOW and for myself and to showcase my work and motivation in front of these key people.

May/June 2012

I am a supported, accepted and encouraged, out professional, and I want to celebrate and share that. I reached out to the ERG lead of our PRIDE network, asked how I could get involved, and started attending meetings. Our ERG chair asked if I would be interested in stepping in as chair.

How has leading an ERG affected you?

As a new ERG chair, I have stretched the scope of work that I do by engaging crossfunctionally within Schwab, and externally with organizations I might not otherwise have the opportunity to work with.

2012 GOT INNOVATION?

in路no路va路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

DIVERSITY JOURNAL PROFILES IN

庐

Odds and Ends Photograph credits: Courtesy of Wikimedia Commons

IN MEMORIAM: CHALEO YOOVIDHYA C

haleo Yoovidhya, co-creator of Red Bull energy drinks, died in Bangkok on March 17. The Thai businessman was reportedly worth an estimated $5 billion at his death. Forbes listed him as the 205th richest man in the world this year. Yoovidhya’s exact age is unknown, but he was reportedly born between 1922 and 1932. Raised in Central Thailand to a Thai mother and Chinese immigrant father that raised ducks and sold fruit, Yoovidhya became an antibiotics salesman before setting up TC Pharmaceuticals in the early 1960s.

Yoovidhya developed Red Bull (Krating Daeng in Thai), which was introduced in 1976. The drink was popular among the working class in Thailand, but remained a local specialty until the businessman entered

Promoting healthy workPlaces starting with our own Most people at the Lifetime Healthcare Companies focus on the wellness of our customers. But some of us direct our attention to the core principles of a healthy company. Open opportunity and inclusive programs. We know that diversity and inclusion in our offices means more understanding and compassion in the communities we serve. Learn more about our diversity and inclusion programs by contacting diversity@lifethc.com.

INSIGHT

“ Believe

you can and you’re halfway there.”

— Theodore Roosevelt

into a partnership with Austrian salesman Dietrich Mateschitz in 1982. They eventually launched Red Bull in 1987. Each owned approximately 49% of the company at the time of Yoovidhya’s death.

Yoovidhya also owned the Piyavate Hospital chain and Siam Winery.

The beverage is credited as the first energy drink to win over consumers in Asia and the West, according to Time. As his son Saravudh said to the Nation, “[My father] stressed on brand building—a marketing strategy that had not been widely employed up to that time.”

DID YOU KNOW?

Häagen-Dazs

The name has no meaning, a concoction by the founders to convey craftsmanship and an old-world feel.

The inspiration for

Lancôme was a French castle,

Le Chateau de Lancôme (Loir-et-Cher.)

Clorox

1920-1960, the advertising spokesman was an animated bleach bottle named “Butch.”

OfficeMax_HalfPageHorz5.pdf

1

4/13/12

If the number of Kingsford briquets sold in a year were laid end to end, they would circle the globe 31 times.

4:06 PM

In 1931, White Castle hired a food scientist to run tests to determine the nutritional value of White Castle Sliders. One medical student only ate White Castle burgers and water for 13 weeks; Studies showed the student maintained good health. PDJ

At OfficeMax, our mission is to provide workplace innovation that enables our customers to work better.

Our commitment to diversity and inclusion allows us to recruit, hire and retain a diverse workforce, empower individuals with disabilities and embrace our associates’ full range of talents.

Engaging our differences not only encourages innovation, it impacts productivity and drives business success. ®

CorporateIndex 3M.................................................................... www.3m.com.........................59-60, 95 Accenture................................................... www.accenture.com...........................59-60 Adler School of Professional Psychology........www.adler.edu....................................42 ADP................................................................ www.adp.com....................................37 AECOM.........................................................www.aecom.com..................................84 Aflac.............................................................. www.aflac.com...............................8, 15 Agency Worldwide..............................www.theagencyworldwide.com.......................35 Akraya, Inc....................................................www.akraya.com....................................8 Albert Einstein College of Medicine........... www.einstein.yu.edu...............................22 Alfred P. Sloan Foundation..............................www.sloan.org....................................38 Alliant Energy........................................... www.alliantenergy.com.............................10 Allianz Life Insurance Company..................www.allianzlife.com................................90 American Bar Association......................... www.americanbar.org..............................20 American Cancer Society...............................www.cancer.org..............................59-60 American Express.................................www.americanexpress.com............................8 American Institute for Managing Diversity....... www.aimd.org................................8, 71 Andrews Kurth LLP................................. www.andrewskurth.com...............................8 Anthony Robles Enterprises LLC ...........www.anthonyrobles.com............................50 ANTVibes Inc. .............................................www.antvibes.com.................................13 Army and Air Force Exchange Serivce..........................................................................

www.shopmyexchange.com...........................8 Athletic Capital........................................ www.athleticcapital.com.............................48 Bank of America..................................... www.bankofamerica.com............................12 Bank of the West................................. www.bankofthewest.com......................8, 89 BASF...............................................................www.basf.com....................................12 Bayer Corporation..........................................www.bayer.com.............................34, 35 BDO USA, LLP................................................ www.bdo.com......................................8 Blue Cross and Blue Shield of NC................www.bcbsnc.com....................................8 Boeing Company, The...................................www.boeing.com............................54, 55 Booz Allen Hamilton............................... www.boozallen.com...........................8, 51 Brinker International......................................www.brinker.com....................................8 Burger King Corp.............................................. www.bk.com........................................8 Caesars Entertainment Corporation.............www.caesars.com...................................8 Catalyst..........................................................www.catalyst.org..............................8, 24 CDW LLC........................................................ www.cdw.com......................................8 Center for Legal Inclusiveness, The........www.colegaldiversity.org............................20 Charles River Associates................................ www.crai.com.....................................74 Charles Schwab & Co.................................. www.schwab.com.................................90 Chevron......................................................www.chevron.com............................ 8, 11 Chicago Tribune......................................www.chicagotribune.com............................41 Chrysler Group LLC...............................www.chryslergroupllc.com.............................8 Cisco Systems, Inc......................................... www.cisco.com.....................................8 Citi................................................................... www.citi.com..........................8, 67, 79 Cleveland State University........................... www.csuohio.edu..................................48 Clorox Company, The.................................... www.clorox.com...................................93 Comcast Corporation...................................www.comcast.com...................................8 Company C................................................ www.companyc.com...............................18 Consortium for Graduate Study in Management, The...................................................

www.cgsm.org...............................38-39 Cornell University.......................................... www.cornell.edu...................................38 CSC.................................................................www.csc.com....... 8, 53, 55, 76, 81, 90 CVS Caremark.................................................www.cvs.com.......................................8 David Geffen School of Medicine........www.healthsciences.ucla.edu........................23 DaVita Inc...................................................... www.davita.com...................................21 Deloitte LLP.................................................. www.deloitte.com.........................8, 82-84 DHL International..............................................www.dhl.com.....................................12 DuPont...........................................................www.dupont.com..................................12 Dwell Media LLC............................................ www.dwell.com...................................19 Eastman Kodak Company............................. www.kodak.com.....................................8 Energizer.....................................................www.energizer.com................................90

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Equal Justice Works..............................www.equaljusticeworks.org..........................42 Ernst & Young................................................... www.ey.com......................................77 ESPN.............................................................. www.espn.com....................................66 Exalt Integrated Technologies, LLC...............www.exaltit.com...................................44 Fair Test..........................................................www.fairtest.org...................................33 Fannie Mae...............................................www.fanniemae.com....................8, 75, 90 Fifth Third Bank................................................ www.53.com.........................52, 53, 55 FLOMO/Nygala Corporation........................www.flomousa.com..........................56, 57 Forbes........................................................... www.forbes.com..................................92 FOX News Network, LLC.............................www.foxnews.com............................28-29 Freddie Mac.............................................. www.freddiemac.com.................................8 GE.................................................................... www.ge.com.........................58, 60, 77 Gibbons P.C.............................................. www.gibbonslaw.com.................................8 GoodWeave................................................www.goodweave.org..........................16-19 Groupon, Inc.................................................www.groupon.com.................................14 Häagen-Dazs............................................ www.haagendazs.com..............................93 Halliburton..................................................www.halliburton.com.................................8 Harpo Productions, Inc...................................www.oprah.com...................................19 Harris Corporation..........................................www.harris.com...............................8, 61 HCL Technologies.........................................www.hcltech.com............................59, 61 ITT Corporation.................................................www.itt.com........................................8 JBK Associates, Inc................................. www.jbkassociates.com.........................8, 73 Johnson & Johnson.......................................... www.jnj.com......................................12 Kelly Services........................................... www.kellyservices.com...............................8 KeyCorp............................................................www.key.com.......................................8 Kingsford Products Company......................www.kingsford.com................................93 KPMG LLP....................................................www.kpmg.com .....................................

8, 27, 53, 54, 59, 61, 94 Kraft Foods Inc.................................... www.kraftfoodscompany.com........................90 Lewis and Roca LLP.......................................www.lrlaw.com....................................57 Lifetime Healthcare Companies, The....... www.lifethc.com..............................8, 92 Lockheed Martin Corporation........... www.lockheedmartin.com......................8, 85 ManpowerGroup.................................... www.manpowergroup.com............................8 Marsh & McLennan Companies..................... www.mmc.com................................8, 90 Mastercard................................................. www.mastercard.com..............................86 Maynard, Kyle......................................... www.kyle-maynard.com........................46-50 Medco Health Solutions...........................www.medcohealth.com...............................8 Media Matters for America....................... www.mediamatters.org.............................29 Medical Mutual.......................................... www.medmutual.com...............................61 Men’s Journal........................................... www.mensjournal.com..............................46 Mentoring in Medicine............................. www.medicalmentor.org........................22-23 MGM Resorts International.......................www.mgmresorts.com................................8 Moss Adams LLP......................................www.mossadams.com................................8 MWV...............................................................www.mwv.com.......................................

Inside Front Cover, 1, 8 National Grid.............................................www.nationalgrid.com....................8, 53, 60 NBA................................................................. www.nba.com..............................57, 66 Nestlé............................................................ www.nestle.com...................................12 New York Life Insurance........................www.newyorklife.com.............8, 10, 43, 59 New York Times........................................... www.nytimes.com.................................47 Newell Rubbermaid.............................. www.newellrubbermaid.com...........................8 Nextions LLC................................................www.nextions.com.................................21 Nielsen Company, The..................................www.nielsen.com............................58, 90 No Barriers USA....................................... www.nobarriersusa.org.................47, 48, 49 Northrop Grumman..............................www.northropgrumman.com...........................8 Office Depot, Inc........................................ www.officedepot.com...............................76 OfficeMax Incorporated.......................... www.officemax.com......52, 53, 54, 55, 93 O’Melveny & Myers LLP................................. www.omm.com...................................77 Pacific Gas & Electric Company..................... www.pge.com..............................52, 54 Pfizer Inc........................................................www.pfizer.com...................................12

BOLD denotes Advertiser PNC Financial Services Group, Inc., The....... www.pnc.com......................8, 54, 57-58 PUMA.............................................................www.puma.com...................................30 Qualcomm..................................................www.qualcomm.com...............................53 Raytheon Company..................................... www.raytheon.com..................................8 RBC Wealth Management......................... www.rbcwm-usa.com.................................8 Red Bull.........................................................www.redbull.com..................................92 Robins, Kaplan, Miller & Ciresi L.L.P............. www.rkmc.com......................................8 Rockwell Collins......................................www.rockwellcollins.com......................57, 59 Royal Dutch Shell........................................ www.shell.com...............................8, 45 Ryder System, Inc.......................................... www.ryder.com...................................61 Samsung.....................................................www.samsung.com................................41 Sandia National Laboratories........................ www.sandia.gov.......................58, 59, 80 Science Applications International Corporation..............................................................

www.saic.com......................................8 Sears Holding Corporation...................... www.searsholdings.com.......................40-41 Second City, Inc., The................................www.secondcity.com...............................30 Society for Human Resources Management.............................................................

www.shrm.org...................................87 Society of Diversity and Inclusion Professionals............................................................

www.diversityandinclusionprofessionals.org.............80 Sodexo..................................................... www.sodexousa.com...........................3, 8 Spelman College..........................................www.spelman.edu.................................33 Sports Illustrated...............................................www.si.com......................................66 Springboard Consulting LLC............... www.consultspringboard.com....................8, 72 Sprint..............................................................www.sprint.com...............................8, 78 Sturm College of Law.....................................www.law.du.edu...................................21 Target..............................................................www.target.com.....................................8 Thompson Hine LLP................................www.thompsonhine.com................57, 58, 79 Time Inc...........................................................www.time.com....................................92 Train!............................................................www.train.com.mx............................12-13 Tucker Center, The.................................... www.tuckercenter.org..............................65 TWI, Inc..........................................................www.twiinc.com...............................8, 70

U.S. Air Force.....................................................www.af.mil.......................................44 U.S. Army........................................................ www.army.mil.....................................44 U.S. Department of Agriculture.......................www.usda.gov....................................44 U.S. Department of Homeland Security...........www.dhs.gov.....................................44 U.S. National Guard................................. www.nationalguard.mil..............................40 U.S. National Library of Medicine..................www.nlm.nih.gov..................................23 Union Bank N.A..........................................www.unionbank.com...........................8, 58 United States Air Force Academy.................www.usafa.af.mil....................................8 UnitedHealth Group.........................www.unitedhealthgroup.com...............7, 8, 60 University of Alabama........................................www.ua.edu......................................88 University of Arizona, The.............................www.arizona.edu..................................28 University of Michigan....................................www.umich.edu...................................38 University of the Rockies...............................www.rockies.edu....................................8 US Airways, Inc.......................................... www.usairways.com.................................8 Vanguard....................................................www.vanguard.com....8, Inside Back Cover Verizon........................................................ www.verizon.com.............................8, 31 Veterans Administration.....................................www.va.gov......................................41 W.W. Grainger, Inc.......................................www.grainger.com...................................8 Walmart Stores, Inc............................. www.walmartstores.com...............................

Back Cover, 8, 21, 54, 55, 60, 86 Walter Reed National Military Medical Center...............................................................

www.bethesda.med.navy.mil.........................41 Washington University in St. Louis..................www.wustl.edu....................................38 Waste Management, Inc............... www.wm.com / www.thinkgreen.com....................8 WellPoint, Inc............................................www.wellpoint.com...................................

8, 9, 52, 53, 54, 69, 90 White & Case LLP...................................... www.whitecase.com...............................61 White Castle Management Co.................. www.whitecastle.com...............................93 WNBA.............................................................www.wnba.com.............................65, 66 Working Mother Media............................www.workingmother.com............................82 Yahoo!........................................................... www.yahoo.com...................................57 Yale University................................................. www.yale.edu.....................................38

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| QUESTIONS & ANSWERS

Lynne Doughtie of KPMG

has recently begun a new role as Vice Chair for Advisory in the Americas. Unique for women in the consulting and advisory business, Doughtie will be overseeing 6,000 employees. In this interview, Doughtie speaks about the changing work environment, getting started in the business, and balancing work and family.

Q. How did you initially get involved in accounting and advisory services?

Right out of school I started with KPMG in the audit business, and worked on a variety of clients. My career started in financial services as an auditor. I really loved it, and I set my sights on trying to become an audit partner at KPMG. My career progressed naturally, and something I share with a number of people I’ve mentored is that you never know what direction your career will go.

At the time when I was ready to make partner in the late 1990s there was major consolidation in the financial services industry. Unrelated to anything I was doing, the market was changing, and I was left to take stock of my own skills and do something different. I was fortunate to be a part of a firm like KPMG that allowed for this flexibility and growth. I took that chance with IT advisory services. It created a whole new experience for me, and it also made me realize a lot of the skills I had developed in audit served me very well on the advisory side of the business.

Q. Did you ever see yourself as an executive when you started out?

When I started out beyond the idea of eventually becoming a partner, my focus was really on shorter term goals. I tried to set my sights on what I wanted to accomplish five years out, and have used similar five-year increments since then to remain on track, which continues to serve me well. At the same time, it is important to allow for some level of flexibility in your career plans, so when a new opportunity presents itself, you’re able to switch course and take some risks. I’ve found that when I’ve done that, although it may be uncomfortable in the beginning, that’s really where you grow the most. I’ve never regretted when I’ve taken a different path than I originally sought out to do.

I always had confidence in my abilities. Much of that came from the example set by my mother, who had a

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very successful business of her own.

Having this role model was so important for me, especially early in my career. When you are trying to work and have a family, although it’s certainly hard, when you’ve seen someone else do it, you know you can, too.

Q. Have you ever noticed any stereotyping or double standards as a woman?

I’ve never felt that, and I think that’s because I had the mindset of seeing other women succeed, not only at KPMG, but also within my only family. My mother worked, my grandmother worked, and my aunts worked. We all did it and we were all successful. I tended to not focus on perceived stereotyping.

Instead I said, “I’m going to make whatever project I get the best.” From my standpoint, I didn’t see a double standard. Having said that, I think it’s a tough job and tough profession for women. It’s a lot of hours, it’s demanding, but today there’s so much more flexibility than when I was starting out. I think in this day and age there are certainly more opportunities and options to making it all work, particularly when you’re trying to raise a family.

Q. How do you think the workforce has changed since you began your career?

It’s so much more fast-paced. When I reflect back, my first five to ten years, we didn’t even have voicemail, much less a PDA or PC. When you went home that evening, you basically went home. When I look at how the business environment has changed, there’s total access all the time.

In so many ways, that makes us so much more efficient.

But in other ways, it’s very hard to unplug. The social impacts of technology and media are the most significant changes I’ve seen in the workplace throughout my career.

Q. What are your greatest blessings?

Definitely family. When I was traveling and my daughter was a young teenager, she resented that I worked so much, I questioned if it was the right thing. As a young woman now, with her own career ambitions, I asked her recently if she ever wishes I had picked a more traditional path, and she said “No! You love your job.” It helps to validate that you are setting a positive influence for your family. The other huge thrill from my job is watching the people I hire grow, excel, and reach great milestones in their career. That sense of pride in lifting up others throughout the organization is a huge blessing back to any executive. PDJ

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