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® All Things Diversity & Inclusion



JULY/AUGUST 2013 $5.95


Programs and Ideas Worth Advancing p.36




Participation is what drives diversity



James R. Rector

I want to personally acknowledge the content contributors, individuals, and organizations that participated in this outstanding issue. Participation is what drives diversity. This is what our annual Diversity Leader Awards are all about. (We are looking forward to our November/December issue, which showcases our Diversity Leaders.) And organizations that communicate their diversity and inclusion initiatives are what drive our publication. It’s our way to keep the flame burning on what drives business, relationships, and global politics. In this current issue, our annual Innovations Awards presentation shines a bright light on organizations creating initiatives that help reinforce to employees that their presence is appreciated and valued. I’m sure you will be excited to read how top organizations are utilizing various ways to be inclusive. Of special note is the increased interest of our Canadian neighbors in participating in our features. Our magazine’s relevancy continues to reach beyond new borders. Welcome Canadians! I would like to recommend and endorse a newly released management book authored by Trevor Wilson called The Human Equity Advantage. Trevor is a regular contributor to our magazine. He has now compiled his latest ideas in a compelling narration Participants in July/August Issue of human capital and human equity. You can easily pick up Trevor’s passion and commitment to promoting a more equitable way to view and value employees. Congratulations to Trevor for your enlightening contributions. (See page 64) On the immediate horizon is our 12th Annual Women Worth Watching feature to appear in the September/October issue. For many organizations Women Worth Watching is a compelling way to showcase leadership, commitment, and contribution of an organization’s outstanding women executives. Please visit our website for more details. We hope your enjoy this issue and find it helpful and uplifting as much as we enjoyed preparing it for you. PDJ Looking forward, James R. Rector, Publisher




April W. Klimley ART DIRECTOR




Noëlle Bernard Raquel Harrah Julie Hayes Sylvia Ann Hewlett Alanna Klapp Ben Lewis Debra Marcelle-Coney Myrna Molinari Monica Sucha Vickers LETTERS TO THE EDITOR

Profiles in Diversity Journal Gemini Towers #1 • 1991 Crocker Road, Suite 204 • Westlake, OH 44145 Tel: 440.892.0444 • Fax: 440.892.0737 profiles@diversityjournal.com SUBSCRIPTIONS

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

July/August 2013




July / August 2013 Volume 15 Number 4




What are the innovative diversity initatives corporations and organizations are doing? We honor the best of the best in this year’s 10th Annual Innovation in Diversity Awards.

MORE THAN A DISABILITY Three features describe the stories and challenges of living with a disability. Debra Marcelle-Coney and Myrna Molinari describe how dyslexia is not just a children’s condition, and the symptoms and solutions for those with adult dyslexia.


Monica Sucha Vickers tells her story of growing up as a triple congenital amputee. The “Deaf Doc” Carolyn Stern talks about her experiences at work and in school as a Deaf person, things to know when working with a Deaf or Hard of Hearing coworker, and myths about the Deaf.


ON PAR: DIVERSIFYING A WHITE MAN’S GAME How work by golf’s prominent organizations and leaders is bringing the game to more people across the country and around the world

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



July/August 2013

The Issue




01 | NEXT ISSUE 04 | EDITOR’S NOTE 06 | BULLETIN 62 | FROM THE EXPERTS Leaders share their opinions and thoughts to help improve diversity and inclusion in the workplace.


Communicating Across Cultures

20 70 | THOUGHTLEADERS People with disabilities constitute the largest minority group in the U.S. So what can today’s employers do to engage this high-performing, flexible, and present workforce? This issue’s thoughtleaders tell us how they’re doing it.

78 | GLOBAL DIVERSITY On-ramping: Maintaining Career Momentum for India’s Talented Women

82 | DAY IN THE LIFE Ameren Illinois CEO and President Richard Mark takes us inside a “day in the life”



10 | ADVICE FROM A LATINA ENTREPRENEUR 11 | BENNU Bennu Unites Social Media and Green Living to Promote Corporate Sustainability


WellPoint, Inc.



88 | Q&A


TWI Inc.


Springboard Consulting LLC


Cozen O’Connor

Q&A with STEM thought leader Karen Purcell, author of Unlocking your Brilliance: Smart Strategies for Women to Thrive in Science, Technology, Engineering and Math


20 | YOUNG SCHOLARS Ohio State’s Young Scholars Program: 25 Years of Providing Opportunity

22 | UNIVERSITY OF CALIFORNIA, BERKELEY How Cal Berkeley Nurtures Diverse People and Thought

26 | HBCU STUDENTS 7 Famous Individuals Who Attended Historically Black Colleges and Universities


14 | WOMEN FOR WOMEN INTERNATIONAL Women for Women International Empowers War Survivors Worldwide



28 | VETERAN’S PROGRAMS Veteran’s Programs Promote Healing Through Love, Relaxation, and the Creative Process

Fundly Helps Those Seeking Charitable Causes Find Support



The program for veterans with disabilities and their journey to the South Pole

How this year’s Catalyst winners are working at improving diversity internationally


32 | CELEBRATING 150 YEARS OF VALOR Inside the history and stories behind the nation’s highest honor

08 | REVIEW Mastering the Mommy Track, by Erin Flynn Jay

July/August 2013




Etymology of Disability One of this issue’s themes is ‘People with Disabilities.’ The etymology of the word shows the seismic cultural change within the past few decades towards those with disabilities. Once called the “handicapped” or “disabled,” these terms have gone out of fashion, seen as stereotypical and derogatory terms for people that are not necessarily defined by a physical, mental, or sensory difference. Handicap originated from a gaming term that evolved into any action that made a contest more equitable, giving an impediment to the stronger side. It came to mean a physical limitation. It first was used to designate an impairment in 1915, and began to be used around the 1950s to refer to the physically and mentally disabled. Terms like “morons” and “idiots” were widely used in the nineteenth century as classification for the developmentally disabled. Medical terminology eventually used “mentally retarded” by the middle of the last century. The term “developmentally disabled” itself is an evolution of the growing sensitivity towards such harsh language that occurred in the late ’90s. And now, according to the Ontario Ministry of Social and Community Services, “intellectual disability” has started to become the de facto term. Advocacy groups like the People First organization argue that language should be reflective of evolving times, so “people with a developmental disability” should be used over “developmentally disabled people” to emphasize the person, not the disability. As blogger Glenda Watson Hyatt wrote, “This language emphasizes dependency, pity, fear, and patronizing attitudes and reinforces negative stereotypes of disabled people.” In my mind, Diversity is not only about acceptance, but about being sensitive to such things—the history, personal preference, and overall, individuality of the person. This is no more evident than in the Disability movement and acceptance of the term “people with disabilities” over “disabled people.” I hope you enjoy our features and Thoughtleader this issue devoted to the subject. Hopefully it will broaden your thinking and help create a dialogue about the subject. Enjoy! PDJ Grace Austin graceaustin@diversityjournal.com



July/August 2013

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. * Diversity Leader award-winning companies denoted by this symbol: DL

3M • Accenture • ADP, Inc. • Aflac American Institute for Managing Diversity Andrews Kurth LLP • Bank of the West BDO USA, LLP • Booz Allen Hamilton Caesars Entertainment Corporation Catalyst • Charles Schwab • Chevron Cincinnati Children’s Medical Hospital Center Cisco Systems • Citi • CSC • CVS Caremark Energizer • Ernst & Young LLP Fannie Mae • Ford and Harrison LLP General Electric • Gibbons P.C. Halliburton • Harris Corporation HCA Healthcare • Highmark Inc. Ingersoll Rand International Society of Diversity and Inclusion Professionals JBK Associates • Jones Lang LaSalle KPMG • Kraft Foods Inc. Lewis and Roca LLP The Lifetime Healthcare Companies Lockheed Martin Corporation Moss Adams LLP • MWV National Grid • New York Life Nielsen • O’Melveny & Myers LLP PNC Financial Services Group, Inc. PwC • Raytheon Company Rockwell Collins • Ryder System, Inc. Sandia National Laboratories Shell International Society for Human Resource Management Sodexo • Sparrow Health System Springboard Consulting LLC The Hartford Financial Services Group Inc. Thompson Hine LLP • TWI Inc. Union Bank, N.A. • UnitedHealth Group Vanguard • Verizon • Walgreen Co. Walmart Stores, Inc. WellPoint, Inc. • White & Case LLP

I am

Sodexo Engaged employees drive

Marit, Senior Vice President , Gulf of Mexico & Caribbean

business success. That’s why we’re committed to creating an environment where ea ch employe e contributes to his or her full potential. By fostering


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Suma, Senior Dietitian , Malaysia

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 s a y a b out wor kin g for the world’s leader in

Jerome, Vic Remote S e President, ites, Easte rn Canad a

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To view these employees’ stories, scan the smart tag or visit bit.ly/SodexoCommunity

Quality of Life services on bit.ly/SodexoCommunity.

Bulletin Aon Appoints Barnes Marshall as Global Head of Diversity and Inclusion Aon plc, a provider of risk management and human resource consulting and outsourcing, has named Nichole Barnes Marshall as global head of Diversity and Inclusion. In MARSHALL this role, Barnes Marshall is responsible for leading Aon’s diversity and inclusion strategies across the firm. “Nichole brings over fifteen years of experience and passion in delivering results around diversity and inclusion,” said Greg Case, president and CEO. Before rejoining Aon, Barnes Marshall served as senior manager of Inclusion and Diversity at W.W. Grainger, Inc. where she was responsible for developing and executing a comprehensive strategy focused on talent development, inclusive culture, strategic alliances, and cultural competence. Prior to her tenure with Grainger, she served as director of Community Affairs and head of Diversity Recruiting for Aon Corporation.

Bensworth Becomes Director of Simon Foundation for Education and Housing The Simon Foundation for Education and Housing (SFEH) announced the appointment of Sandra Bensworth as executive director. The foundation is most recognized for the Simon Scholars BENSWORTH program, which provides disadvantaged students with



Philadelphia LGBT Retirement Housing Being Built Philadelphia’s LGBT-friendly affordable senior housing facility, the John C. Anderson Apartments, is almost finished since its ground-breaking in November. Construction is expected to be complete by year’s end or the beginning of the first quarter of 2014. The building’s namesake, City Councilman John C. Anderson, was a member of Philadelphia City Council from 1979 to 1984, and was instrumental to the passage of Philadelphia’s gay rights bill more than thirty years ago in 1982. While not out professionally, Councilman Anderson was known to be gay by his friends and colleagues. He was also a mentor to Philadelphia Mayor Michael Nutter.

scholarships, life skills, and college preparatory support. This year marks the tenth anniversary for the Simon Scholars program, which has awarded more than 600 scholarships of $20 million. Currently, one hundred new Simon Scholars are selected each year and receive scholarship awards valued at $3 million. “Sandra’s strong business acumen makes her the ideal candidate to support our foundation’s expansion efforts, which include aligning with other foundations, corporations, and individual philanthropists that share our passion to positively impact the lives of students and therefore our community,” said Ronald M. Simon, founder of SFEH. The Simon Scholars program was established in 2003 with the specific goal of giving disadvantaged students the tools needed to prepare for and succeed in college. In contrast to other scholarships that provide only funds for college, the high school portion of the Simon Scholars program begins in the summer before a July/August 2013

student’s junior year and features a hands-on regimen of life skills and leadership training, coupled with academic support and a college-readiness program that includes visits to multiple colleges and universities. Over 90 percent of Simon Scholars graduate college. Bensworth began her career as a CPA with Deloitte and then transitioned into the private sector. Bensworth was the founder and CEO of BF Consultants, a private consulting firm that provided executive and project management professionals to large corporations in Southern California. “This opportunity has created a new path for me both professionally and personally and I am thrilled to be working for a great foundation with a purposeful program,” said Bensworth. As executive director, Bensworth will be responsible for expanding the Simon Scholars program in Southern California and nationally by increasing the number of scholarships offered to underprivileged students.


The Hartford Names Susan L. Johnson Vice President of Diversity and Inclusion The Hartford has named Susan L. Johnson vice president of Diversity and Inclusion. She is responsible for leading the company’s initiatives to hire and retain diverse talent, as well as JOHNSON develop strategies that drive employee engagement and extend the company’s contemporary work practices. Prior to joining The Hartford, Johnson was vice president of executive succession and diversity strategies at Pitney Bowes. She has held a variety of human resource management positions at Pepsi-Cola and Campbell Soup Company. Johnson’s experience also includes participation in local, state, and national political campaigns, as well as work on domestic policy and management issues in the public sector. Johnson is a member of the board of trustees at the Greenwich Country Day School. She is also a regional officer for Jack and Jill of America, Inc. and is an active member of The Links, Inc. She is a graduate of Spelman College and received a master’s degree in Industrial and Labor Relations from Cornell University.

International Speedway Corporation Announced Two Appointments to its Board of Directors International Speedway Corporation announced the additions of Sonia Maria Green and Larry D. Woodard to the company’s board of directors. International Speedway GREEN Corporation is a promoter of motorsports activities, currently promoting more than one

New York Life Foundation Provides Grant to the Center for Native American Youth The Center for Native American Youth, a policy program within the Aspen Institute headquartered in Washington, D.C., has announced a $75,000 grant from the New York Life Foundation. The funding will support a convening and study of resources to determine the current and future needs for bereavement and grief programming for the 2.1 million American Indian and Alaska Native (AI/AN) youth in the United States. “American Indian children are too often left behind in this country, with chronically underfunded health care and education systems,” commented former U.S. Senator Byron Dorgan, founder and chairman of the Center for Native American Youth. “I am excited about the center’s partnership with the New York Life Foundation because it is an example of efforts aimed at improving the lives of youth.” The center was established in February 2011 with a goal of bringing greater national attention to the issues facing Native American youth and to foster solutions, with special emphasis on youth suicide prevention. According to the center, average suicide rates among Native American youth have reached 3.5 times the national average, with some tribal communities having rates up to ten times the national average. The grant will support research into the impact suicides have on youth and communities, and help to determine the bereavement resources and services that are needed to address this specific population. “The statistics are powerful. The AI/AN youth face a disproportionately large number of losses but lack culturally-sensitive bereavement services and resources to meet the demand,” said Maria Collins, senior program officer of the New York Life Foundation. “The New York Life Foundation is pleased to help the center examine the existing bereavement and grief programming and provide a plan to secure and develop resources to meet the needs of this unique population.”

hundred racing events annually as well as numerous other motorsportsrelated activities. The company owns and operates thirteen of the nation’s major WOODARD motorsports entertainment facilities, including Daytona International Speedway in Florida (home of the DAYTONA 500) and Talladega Superspeedway in Alabama. Lesa France Kennedy, ISC’s CEO, stated, “Following a thorough search by our nominating and corporate governance committee, we are delighted to welcome Sonia and Larry to ISC’s July/August 2013

Board of Directors. Expanding our board has been a priority and their appointments are especially timely as we align with NASCAR and its ambitious Industry Action Plan to better connect with existing fans, engage Gen Y, youth, and multicultural consumers in motorsports.” Green has worked in marketing and brand communications for over twenty years, with a specialty in multicultural/diversity marketing. Larry Woodard is an advertising executive with over twenty-six years of agency experience. He is president and CEO of Graham Stanley advertising, a firm he founded in 2010. More on page 84 WWW.DIVERSITYJOURNAL.COM


∂ Edited by Grace Austin




The International Jazz Festival, held annually in Kongsberg, Norway, since 1964.

Kongsberg Jazz Festival, July 3–6 One of Scandinavia’s top jazz festivals, the Kongsberg Jazz Festival has attracted big names to this little town west of Oslo since its inception in 1965. The four-day festival focuses on contemporary jazz, and many events are free. Taste of Dallas, July 12–14 Celebrating its twenty-seventh year in existence, this three-day festival of food, music, and entertainment brings together over 3.5 million visitors to Dallas’ Fair Park. Last year’s Taste of Dallas benefited the American Heart Association. Folkmoot USA, July 18–29 North Carolina’s Official State International Festival celebrates the world’s cultural heritage with folk music and dance performances, parades, and workshops for two weeks at various venues throughout western North Carolina. Groups invited to this year’s festival include performers from 8


France, Martinique, Thailand, Japan, Slovakia, Mexico, Canada, and Paraguay. Somer’s Day, July 31 This public holiday in Bermuda is celebrated each year to commemorate the island’s discovery by Admiral Sir George Somers in 1609. A two-day cricket game is played between the western and eastern sides of the Islands of Bermuda. There is also a parade in the capital of Hamilton and music and dance throughout the island. Iowa State Fair, August 8 Held in Des Moines each summer, the Iowa State Fair’s origins can be traced back to the nineteenth century. Drawing over a million visitors annually, it is an eleven-day event spread out over 445 acres of fair and campground. Attractions include blue ribbon contests, pie eating contests, wood chopping contests, concerts, and a life-size butter cow! PDJ July/August 2013

Mastering the Mommy Track: Juggling Career and Kids in Uncertain Times By Erin Flynn Jay, Business Books, 2012 (available at amazon.com)

The issue is constantly being debated among moms: Do you stay at home to raise your children and take care of the home, or do you go back to work to provide for your family? Or do you attempt to do both? In this modern age, most mothers attempt to do both, often due to various reasons from a desire to stay in the workforce to the needed funds from dual incomes. Often, though, there are issues, and there is little advice to help these mothers trying to make their situations work. Despite its rather cartoonish cover, Mastering the Mommy Track draws in the reader with expert guidance and personal feedback from the author, offering a how-to guide for the working mother. And despite its slim size, Mastering the Mommy Track is well researched. Although some of the material may seem obvious (refrain from using drugs and alcohol to cope with stress), Jay covers everything that affects the working mom: romance, childcare, finances, mental health, and more. She couples this with advice from doctors and working moms who have done it before, including anecdotal advice and her own personal experiences. Mastering the Mommy Track is a helpful book for anyone from moms with newborns to women raising teenagers. Most of the advice could also be helpful for working single women and even working dads, who now often share the same roles as women do, as both caregivers and breadwinners. PDJ

Thanks to you, we are creating a culture that recognizes each person's abilities. In partnership with our associate resource groups, including Abilities Beyond Limited Expectations (ABLE), we are nurturing an environment of inclusion where different talents and perspectives help us thrive in the marketplace. Because at WellPoint, diversity is more than just the ‘right thing to do.’ It’s the way we approach business, build relationships within our communities and engage our employees. Better health care, thanks to you.

For more information, visit: www.wellpoint.com/careers

® Registered Trademark, WellPoint, Inc. © 2013 WellPoint, Inc. All Rights Reserved. EOE.

∂ Edited by Grace Austin



Advice from a Latina Entrepreneur

A NGUAGESPEAK, A PROFESSIONAL translation services com-

pany, was founded by entrepreneur Annette TaddeoGoldstein. The company offers language-related services in over 240 languages, employing translators, interpreters, and instructors. A nationally recognized minority supplier, LanguageSpeak has received many awards, including recognition as one of the Top 500 Hispanic American owned businesses in 2010 by the Golden 100 Top Privately Held Companies and Minority TADDEO-GOLDSTEIN Small Business Champion of 2005 by the U.S. Small Business Administration. Taddeo-Goldstein is also very active in the Committee of 200, an international nonprofit organization of more than 400 top businesswomen. Its goal is to foster and advance women’s leadership in business.

How did the idea of LanguageSpeak come about?

It actually started in college during my internship. I did my internship at the Tennessee Valley Authority, where I was translating documents. The documents were difficult and very technical, scientific-type of documents. It was at that point that I realized there was a need. There were a lot of translation companies out there, but there was really a need for more technical translations, and people that could translate difficult jobs. To this day, we are still the experts for highly regulated industries like financial services companies.

out [on all of the posters], replaced with ‘Annette Tadeo for Deportation.’ So you can imagine, as a young college student, who was born an American citizen, and never thought she would feel unwelcome in her own country, I realized we had a lot to do to teach our country about other cultures. So my company didn’t just get started to help communication for businesses, but also because it was personal.

Was it difficult getting the business off the ground? How did you make it successful?

It had a lot to do with starting my business, and it has a lot to do with everything I do today. I am the daughter of an expat veteran that was sent to South America to start the first helicopter school. He met my mother, a Colombian, there, and that is why my background is mixed. When I was in college, I ran for student government secretary. I had posters all over the school. On the day of the election, secretary was crossed

Absolutely, there’s always difficulty. I started very young. There were monetary difficulties. Many people didn’t take me seriously because I was so young. You have to start slow and grow. One of the best pieces of advice I can give is that sometimes you can also grow too fast for your own good. Sometimes saying no to a client is just as important as gaining clients. That’s a very hard thing to do, but I think it’s a very important thing to know when you can’t do something and what you should and should not to do. These are the reasons why I’m lucky to have an organization such as the Committee


July/August 2013

How do you incorporate your heritage into your business?


of 200, a sisterhood of other businesswomen to draw from like a board of directors. For those of us who are small business owners and 100 percent business owners, like me, sometimes you have to reach out to others.

What advice do you have for Latina entrepreneurs?

Follow your dreams, and don’t ever let anyone tell you there’s something you can’t do. Plenty of people will try. I believe in this country you can be anything you want to be and do anything you want to do if you put your mind to it.

What’s next for you? What do you hope to do politically?

Politics is definitely in my future, there’s no question. I really want to see politics in lots of women’s futures. I would love to see the day when I don’t see headlines like ‘The Year of the Woman’ or ‘Two Women are going to Head the Committee.’ That’s what I’m working for. I’m working to see parity. It’s not just about one party or another party, it’s about the country and community overall. It’s in the best interest of everybody that there is representation for all.

How did your business experience impact your political ambitions? Did it affect it at all?

Absolutely. It is important to pay attention to politics because it affects your business. Unfortunately, the majority of women despise politics because it’s not pretty. But the fact of the matter is that the laws about business, commerce, and funding, the things we care about, including education and the environment, are controlled by politics. So we do need to care, and we need to make sure we are represented. PDJ


Bennu Unites Social Media and Green Living to Promote

Corporate Sustainability

By Julie Hayes


H EN SAYAKA ETO, Ashok Kamal, and Kevin

Eng met in 2010 while pursuing their MBAs in New York City, they discovered a mutual love of engaging the corporate world in social and environmental issues. Though each came from different backgrounds, both culturally and educationally, they shared a common interest in the amount of waste being sent to landfills every year, particularly the billions of plastic water bottles that were not being recycled. From their discussions on the subject, the three entrepreneurs were inspired to create Bennu, now one of the country’s leaders in green social media marketing. “Bennu’s culture developed from people who look for a way to make a positive impact in life, and not [those] who look for a way to make money,” says Eto. “Sustainability matters to me because it’s about being aware of the consequence of everything we do.” Bennu, named after the Egyptian bird of rebirth, aims to increase sustainable practices through modern marketing tactics like social media and business-to-business alliances. Eto, Kamal, and Eng believe that the green movement is “rapidly changing the world,” and that businesses which join the movement will have a competitive advantage in their industry. “If you are not greening, you are not competing,” says cofounder and CEO Kamal. “Companies that fail to catch the green wave will suffer the same fate as dinosaurs: extinction.” To achieve its goals, Bennu works with shipping companies to reduce transport emissions and sources environmentally-friendly materials in manufacturing products. They also provide in-depth marketing services, which include strategy consulting to analyze brand positioning and corporate strengths and weaknesses, social

KEVIN ENG, SAYAKA ETO, AND ASHOK KAMAL media management to communicate to target audiences, gamified strategies which incorporate business practices into mobile device technology for clients to interact with, and real time measurement and tracking of the success of sustainable campaigns. In addition, Bennu maintains an active presence on every major social media site, which they see as essential to connecting to both businesses and the larger community. “We’re passionate about our mission of greening the standard for a new lifestyle, and we found that social media provided a platform to engage people who shared our core values,” Kamal says. “Moreover, we stay focused on producing quality content and creating a collaborative experience, so engaging with Bennu actually makes peoples’ lives more enjoyable and the world a better place.” Along with their corporate efforts, Eto, Kamal, and Ng also give back to the New York community through their charity, Greenpacks for Great Kids. The organization provides students without the means to purchase school supplies with eco-friendly backpacks. Greenpacks for Great Kids is part of the greater Entertainers 4 Education Alliance campaign, which was created to empower low-income youth communities and fight the increasing dropout rate. PDJ July/August 2013




NewME Accelerator



By Raquel Harrah

N E OF THE GREATEST aspects of new technology is its

universality. Regardless of locality, education level, race, religion, culture, or income level, advancements in technology and the internet affect and include everyone. Behind the scenes, however, the reality is quite different. African American, Latino, and woman entrepreneurs hoping to get their internet startups off the ground are often excluded from funding in Silicon Valley. BENTON Angela Benton, co-owner of NewME Accelerator and CEO of Black Web Media LLC, emphasizes the detrimental effects that exclusion of minorities can cause. “Without participation from everyone, we do a disservice to the innovation that might be created from those people,” says Benton. “We also do a disservice to the local communities that they come from and the impact of jobs that those founders are able to create.” NewME Accelerator began after co-owners Benton and Wayne Sutton learned about the disparity in Silicon Valley—less than 1 percent of internet startup founders are African American. They quickly noticed the same issue with Latinos and women, later expanding their business to include these groups. The nationally recognized accelerator has a mission to close the gap in Silicon Valley and empower underrepresented minority tech entrepreneurs. Through its twelve-week, twice a year “immersive” program, NewME provides entrepreneurs with education, mentorship, connections, and a chance to present their work to funders at “Demo Day.” NewME is also unique in its set-up.



By being selective (only eight startups are admitted per cycle) the accelerator ensures they have chosen the best of the best. This also guarantees each startup receives the help they deserve, whether it be with design, code, or any additional needs. Furthermore, they provide encouragement through a close-knit “family” setting among the “founders,” or startups—all of the founders live in the same house in San Francisco.

Why the Gap Exists

The quick pace in which Silicon Valley operates makes it easy to overlook groups that are being excluded. Although groups like NewME offer opportunities, the question still remains why innovative minority startups aren’t being launched. “Technology as a brand right now has an image issue,” says Benton. “The issue is that tech looks like a white guy with glasses who, in most cases, lacks social skills. Until we change what that looks like, the industry won’t be appealing to all types of people,” she says. Benton also attributed the lack of

July/August 2013

STEM education as a major contributor to the dearth of underrepresented minorities in Silicon Valley. Another fundamental issue, according to Benton, is access to information. Gender, location, race, and income level can affect the resources available to certain groups and can limit the information available through technology. Similar to the education gap, the digital divide can be a matter of economics.

A Unique Business Model

NewME Accelerator is not only focused on profits within their company, but also the success of the founders. The two are intricately woven so that the NewME’s success depends upon the start-ups. “We are a for-profit business that accelerates the success of entrepreneurs,” says Benton. “We operate based on the impact that we are able to make, but also take into account, profitability.” This business model not only aids NewME, but the founders and subsequent jobs their startups can create. “We are lucky to have a team that is invested in everyone else’s success, not just their own,” Benton says. NewME is only in the beginning stages of its vision—Benton and Sutton hope to expand and continue to launch minority groups into the tech sector. The owners recently hosted a pop-up in Miami and have plans to continue expanding geographically. Says Benton, “I think if we continue to work hard and help others, our work [will] speak for itself.” PDJ

A job shouldn’t define you. It should reflect you.

Glenda G. International Humanitarian Volunteer Nurse Practitioner

For such a diverse group of people, it’s amazing how alike we are. Diversity and Inclusion at UnitedHealth Group. To the uninitiated, we may appear quite different. We represent a widely diverse group of cultural backgrounds, beliefs, perspectives and lifestyles. But inside each of us beats the heart of a relentlessly driven, crazy talented, mission focused professional. Our modest goals: Improve the lives of others. Change the landscape of health care forever. Leave the world a better place than we found it. So if you ever ask yourself, “Do people like me work here?” The answer is yes. We invite you to join us. SM

Whatever makes you special will inspire your life’s best work. Online at: yourlifesbestwork.com Or scan this QR code with your smartphone... UnitedHealth Group is proud to be recognized as a 2013 Diversity Leader. facebook.com/uhgcareers




Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V.UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. © 2012 UnitedHealth Group. All rights reserved.

∂ Edited by Grace Austin




program includes financial support, rights awareness education, and job training to empower participants to move from poverty to self-sufficiency. Headquartered in Washington, D.C., the WfWI staff, volunteers, and donors have played a key role in distributing $108 million in assistance and services for a more peaceful and prosperous future. Founded by Zainab Salbi, who grew up in Iraq under the Saddam Hussein regime, WfWI has 472 full-time employees in offices in



D.C. and London and the eight countries where they operate: • Afghanistan • Bosnia and Herzegovina • Democratic Republic of the Congo • Iraq • Kosovo • Nigeria • Rwanda • South Sudan WfWI’s philosophy is to focus on individual women at the grassroots level. “We believe in the power of in-

July/August 2013

vesting in women and helping them to develop the skills and resources to make decisions about themselves and their families in the community,” says Interim Director of Global Programs Corey Oser. “Through the increased participation of those women in economic and community life, they will then help to create more lasting change

Photography Credit: Les Stone Photography Credit: Les Stone

Facing page, A woman in Nigeria shows her creation from skills she learned with the help of Women for Women International. Facing page inset, Women for Women International working in Bosnia and Herzegovina. Top left, Women for Women International participants in the Democratic Republic of the Congo. Bottom left, Women in Rwanda take classes sponsored by Women for Women International. Top right, A mother at Women for Women International in Rwanda. Bottom right, Women in Afghanistan participate in a Women for Women International class.

in the places they live. So that’s why it’s a long-term and gradual process, but it starts one woman at a time.” The WfWI program offers job training tailored to the specific countries. In Afghanistan, women are taught how to cut gems, goat keeping, and rug weaving. In the Parwan and Nangarhar provinces, Afghan women learn how to produce fresh eggs to sell at the local markets. In Bosnia and Herzegovina, women are trained in greenhouse management skills to grow, cultivate, and make a living through vegetable sales. Another integral job training program in Bosnia and Herzegovina is a partnership with Kate Spade New York to utilize skills in knitting and embroidery. Women in the Democratic Republic of the Congo specialize in ceramics production, tailoring, and soap making, while in Iraq, women study hairdressing and screen printing.

The ultimate goal is to achieve more peaceful and stable societies. “The work of one organization is just one small part of that,” Oser says. “But we believe by helping women to build skills and improve their resilience and ability to deal with some of the most difficult situations in the world, those women can have an influence overall on long-term peace and stability.” Along with helping women around the world, WfWI is committed to providing a diverse workplace. Employees at headquarters are fairly diverse, attracting people from many of the countries where WfWI works. Only national staff is hired in the country offices, including leadership and senior management roles, with the exception of the occasional interim country director if needed during transition periods. “We provide training and mentorship opportunities to staff in our

country offices,” says Oser. “This could include bringing managers from a specific function together for a conference where they can learn from each other and share experiences, or it might be sponsoring a particular staff member to attend training or paying for some additional courses.” Regional team members from headquarters are sent to the field to work with staff in the country offices so employees can benefit and learn from one another. Funded through sponsorships, donations, and corporate partnerships, Women for Women International is doing its part for a more peaceful, prosperous, and stable society worldwide. Staff and volunteers work with women whose lives may not have been rebuilt otherwise. With the help of WfWI, these women are moving from poverty to economic self-sufficiency to create real, lasting change in their part of the world. PDJ

July/August 2013




FUNDLY Helps Those


Fundly, the crowdfunding platform for “social good,” has enabled users to raise more than $305 million todate for nonprofit, volunteer, political, and personal charitable causes. Founded by Dave Boyce in 2009, Fundly began as a way to make fundraising more accessible and easier. The site immediately attracted all-star investment from the same venture capitalists who invested in Twitter, Facebook, LinkedIn, Apple, Mint. com, and Zynga. “[When the VCs], people who invest for a living and are able to predict trends, thought that it could attract a huge market and become useful to lots of people, for me it was mostly about the validation that we were on to something. For our customers, this means that we have solid



backing and financing,” says Boyce. Fundly works as most other crowdfunding sites do: a user designs a page describing their cause, also adding photos and videos and a fiscal goal and deadline for their campaign. The crowdfunding site has helped many notable nonprofits reach out to even more people and raise more for their causes. Habitat for Humanity, Teach for America, the Greater Oakland Public Schools, and the Boys & Girls Club are just a handful of the organizations that have benefited. Habitat for Humanity, for example, launched more than 650 fundraising campaigns on Fundly’s platform, with thousands of volunteer fundraisers raising more than $3 million


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to-date for building Habitat houses. Fundly has also enabled more than 174 Teach for America volunteers and seventy-eight volunteer teams nationwide to create fundraising campaigns that have to date raised more than $400,000 for public education in all fifty states. “With Fundly, we can reach the networks of our networks with a bestin-class tool,” says Josh Lotstein, managing director of Campaigns at Teach for America. “Fundly has helped us increase our giving from smaller donors 25 percent over last year, and we’re looking forward to even more.” Fundly likes to emphasize the diversity of fundraising campaigns. They recently passed the 35,000 customer mark. “This is all evident of one

thing that we hold true: it’s the easiest fundraising platform in the world,” says Boyce. The numbers of customers and money raised are a way for Fundly to keep track of how well their performing, adds Boyce. Utilizing the technology that makes crowdfunding possible has transferred into a large social media presence for Fundly. The average Facebook donation for shared campaigns is $100, according to their website. Fundly has even gotten political, powering the social fundraising campaigns of more than 1,200 candidates on both sides of the aisle and at all levels of government, with new campaigns launching every day. All four Republican candidates for the GOP nomination used Fundly as a campaign donation source. For Partner Mark Goines of Morgenthaler Ventures, Fundly has changed the way ordinary people fundraise. “Fundly is the best thing to happen to fundraising since Girl Scouts started selling cookies. Just as social media platforms like Facebook, YouTube, and Twitter have transformed our everyday lives, Fundly is changing our philanthropic lives.” PDJ

United through Diversity



International Initiatives By Catalyst


EACH YEAR SINCE 1987, Catalyst has honored exceptional initiatives that advance women in the corporate world with our Catalyst Award. We were very proud to celebrate three far-reaching

initiatives at this year’s annual Catalyst Awards Dinner: • Alcoa Inc.’s Building Opportunities for Women in a “Hard Hat” Company develops and advances women to leadership positions and operational roles in a traditionally male-dominated industry that includes refineries and smelters around the world. • The Coca-Cola Company’s Global Women’s Initiative: Women as the Real Drivers of the 21st Century advances women as leaders internally and economically empowers women outside of the organization, throughout a variety of regions around the globe. • Unilever’s Global Reach With Local Roots: Creating a Gender-Balanced Workforce in Different Cultural Contexts helps advance high-potential women across different regions through talent development programs and a highly successful “anytime, anywhere” Agile Working model. Alcoa Inc.’s Chairman and CEO, Klaus Kleinfeld believes that “Talent is the only truly sustainable advantage... To get the best talent, you must have diversity of thought, experience, skills and background.” Women make over 70 percent of consumer purchasing decisions related to Coca-Cola products worldwide—and, according to Muhtar Kent, chairman and CEO of The Coca-Cola Company, they are “the most dynamic and the fastest growing economic force in the world today.” According to Unilever CEO Paul Polman, “The benefits of having a gender-balanced organization are plain to see; it helps power creativity and innovation, deepens the talent pool, and allows us to better serve our diverse consumer base.” What can other companies learn from the success of the 2013 Catalyst Award-winning initiatives? • From day one, the CEOs of the companies that pioneered this year’s Award-winning initiatives made gender diversity a main priority. • Leaders at every level of those organizations—including those in senior executive positions—share responsibility for meeting diversity goals. • These efforts embody Catalyst’s vision of “Changing



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workplaces. Changing lives” by creating more inclusive work environments and helping to transform the lives of employees and strengthen their communities. Most importantly, this year’s winning initiatives were able to advance ambitious diversity goals throughout a variety of regions by carefully adapting their programs to meet regional needs. For example, each component of Alcoa’s initiative relies on global strategies, but implementation is localized to suit regional and operational contexts. Local HR teams leverage regional community development efforts and connections with local educational institutions for recruitment and professional development. This is especially helpful in remote locations such as Fjarðaál, Iceland, and Juruti, Brazil. Coca-Cola’s initiative is overseen by a global Women’s Leadership Council (WLC) and regional sub-councils that customize the initiative to meet local needs. The WLC, composed of seventeen senior women leaders across many geographies and functions, advises the CEO and senior leaders on strategies and initiatives for the accelerated development and advancement of women for senior leadership positions across regions. Finally, Unilever leverages its strong crosscultural expertise to tailor programs to suit local needs. Innovative localized efforts include social media and digital recruitment programs in South Asia, and Career by Choice in India, which allows women to re-enter the workforce in business consultant roles with the option to become full-time. In addition, the UK and Ireland headquarters and Hindustan Unilever’s office facility in Mumbai were all built to substantially decrease travel time and designed with a strong technology infrastructure so that workers can work from anywhere. Smart leaders understand that helping talented women advance globally requires local customization. And smart companies devote resources to creating and implementing replicable, global, and sustainable initiatives that are good for women and business. PDJ

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

MAKE AN IMPACT WITH A CAREER AT SHELL. LET’S BUILD A BETTER ENERGY FUTURE. At Shell we believe that every individual has something valuable to offer. We understand that the more diverse the workforce, the wider the variety of ideas we bring to the table. If you’re ready to tackle the energy challenge and make a real impact on the world, join a company that values diversity and emphasizes the quality of life for its employees and their families. At Shell, we offer: n

Alternative Work Schedules


Health and Wellness Programs


Work and Family Programs n

Employee Networks/Mentoring

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

BE PART oF THE SoLUTIoN. @ShellCareers

Shell is an equal opportunity employer.



Training and Development

∂ Edited by Grace Austin




Photography Credit: Shellee Fisher Davis, The Art of Exposure

25 Years of Providing Opportunity

By Ben Lewis, Office of Diversity and Inclusion, The Ohio State University


hree sisters, five degrees from The Ohio State University, and two more in progress. All from a family that wasn’t sure how it would pay for college, but with a mother who always believed they would find a way. The Young Scholars Program (YSP) at Ohio State turned their mother’s belief into reality for the Tolliver sisters. Sophia, Sylvia, and Starling Tolliver are all Young Scholars from Akron



More than 90 high school students from nine urban school districts across the state shared in The Ohio State University’s silver anniversary celebration of its Young Scholars Program.

who went on to become Buckeyes. “My mother, for as long as I can remember, always told us we were going to college. It was something she never had the experience of doing or the opportunity to really do. So when this opportunity came around, it was almost God-sent. This thing that fiJuly/August 2013

nancially we knew we weren’t going to have the opportunity to do, it gave us that pathway to do it,” said Sophia Tolliver, who is now in medical school at Ohio State. Older sister Sylvia is a two-time Ohio State graduate and younger sister Starling is a sophomore majoring

Photography Credit: Shellee Fisher Davis, The Art of Exposure

Evelin Nunez-Rodriguez, a tenth-grade student from Cleveland, Ohio, addresses her peers during the Ohio State University Young Scholars statewide induction luncheon held at the Ohio Union as actor and keynote speaker Danny Glover looks on.

in biochemistry. Founded in 1988, YSP annually identifies 120 academically promising middle school students from economically challenging backgrounds to join the program. In all, more than 3,000 students have benefited from their participation in YSP. “The Young Scholars Program at Ohio State is a remarkable success story. For twenty-five years, Young Scholars from across Ohio have been empowered to earn a degree and make their unique mark on this great university. We are very proud of the impact this program has had on so many talented young people and their families around the state,” said Ohio State President E. Gordon Gee. Students are inducted into the program when they are in the sixth grade. In the ensuing years, the Young Scholars and their families are mentored and provided personal and professional development opportunities that will prepare them to succeed in college and life. Students who attend Ohio State are

provided with financial assistance that covers gaps between other financial aid they receive and the cost of tuition and living expenses as undergraduates. “I think the thing that makes the Young Scholars Program unique is the early start it provides the students, our Young Scholars,” explained Dr. Curtis Austin, director of the Young Scholars Program. “There are a number of programs that work with middle school students and particularly high school students, but this is a very comprehensive program that starts you in the sixth grade and no other program does that. This is a very holistic way of addressing the needs of underserved students to succeed in college.” Beyond working with the Young Scholars themselves, the program offers workshops and training for their parents and guardians. “We let them know the benefit of the program, the importance of college and how it can change not only that student, but the family and the community from which they come,” Austin said. With offices in Akron, Canton, Cincinnati, Cleveland, Columbus, Dayton, Lorain, Toledo, and Youngstown, YSP helps Ohio State fulfill its Land-Grant mission of providing educational opportunities for the citizens of Ohio. Dr. Shawn Price, an orthopedic oncologist based in Louisville, participated in the Cincinnati Young Scholars Program. For him, the chance to visit Ohio State every year as part of YSP’s Summer Academy allowed him to make connections that would benefit him during his time as a student at Ohio State and help jump start his career in medicine. “Some of the opportunities that were available at the summer program really allowed me to meet researchers and professors at Ohio State that I was able to develop a relationship with, and I actually got to work for them when I got there my freshman year. So those

opportunities opened the door for me in medicine by giving me mentors that I could talk to,” he said. During Price’s time in YSP, all students in the program visited campus every year, but like many programs across the country, recent economic challenges have caused budget reductions for YSP. Rising seniors still have an outstanding capstone experience at the Summer Academy, but that is their only official campus visit. Austin says ideally every student would be able to come to Columbus annually, “but it depends on the budget because you are talking about buses from eight different cities, plus food and housing for hundreds of students.” After graduating from the Columbus Young Scholars Program, Keisha Hunley-Jenkins went on to earn five degrees from Ohio State. Her experiences in YSP helped shape the path she would take in her career, which has seen her work in the education policy field and now for the JP Morgan Chase Foundation, where she oversees work in the Great Lakes/ Midwest region that amounts to $22.6 million per year. “The Young Scholars Program has given me so much; it made me want to give back to the community,” she says. “It definitely pushed me to a helping profession. I wanted to do something where community service would be my career.” Hunley-Jenkins credits her YSP scholarship for enriching her undergraduate experience and as a springboard to furthering her studies. “I wouldn’t have been able to go on to grad school without Young Scholars,” she said. “I didn’t have to take excess amounts of loans and was able to do three study abroad trips. I know I wouldn’t have been able to do the JD and PhD programs if I would have had a lot of debt. “I’m very thankful. I’m a Young Scholar forever.” PDJ

July/August 2013





Nurtures Diverse People and Thought

By Grace Austin


he University of California its history of diversity of thought and at Berkeley has a long people. Considered to be the premier and storied history of disuniversity in California, not being sident voices on campus. reflective of the state’s demographics Established in 1868 near the San has been an issue for the institution in Francisco Bay, the public research unirecent years. versity currently counts more than Much of this comes from the diffi35,000 enrolled students. It is the culty of admissions. (The average GPA oldest of the ten major campuses in of 2010 incoming freshmen was 4.19, Actor Gregory Peck the University of California system. with SAT scores at 2031.) As is the case In addition to producing countless with many other prestigious universiOlympic athletes, Nobel Prize winties, the lack of qualified candidates ners, and Academy Award winners, from underrepresented populations Berkeley researchers have been creditkeeps these numbers low. Although ed with finding six chemical elements the Office of Equity, Inclusion, and on the periodic table. Diversity’s mission is to “cultivate a Named in honor of a philosopher, welcoming and supportive environmajor donations from the Hearst famment that enhances success and adily more than a century ago helped vancement . . . regardless of personal develop the Berkeley campus. Now experiences, values, and worldviews World Bank Leader Robert McNamara with a $3.15 billion endowment, the that arise from differences of culture university has received funding recentand circumstance,” it faces much adly from BP, Dow Chemical, and the Hewlett Foundation. versity from outside factors. These impediments include Consistently ranked one of the top schools in the world, the barring of affirmative action due to Proposition 209 Berkeley carries both prestige and celebrity—Apple coin 1996, lack of counseling in high schools, budget cuts, founder Steve Wozniak, actor Gregory Peck, and World and the large, bureaucratic University of California sysBank leader Robert McNamara are all notable alumni. tem, which constructs and administers admissions policies and admissions. Diverse Thought and People The diversity department, instead, has focused its efforts Berkeley has long been known for its ample resources on outreach. They carry this out through programs that and open culture—something which draws a wide array focus on fostering a college-going culture and providing of people from diverse backgrounds. counseling and advice at Greater Bay-area high schools A majority of women comprise the undergraduate popand community colleges, says Gibor Basri, vice chancellor ulation, although the gender ratio is relatively even. Asian for Equity and Inclusion, appointed in 2007. Americans represent a plurality of the population, with “That’s an area where we see more hope in diversifying 42 percent of the undergraduate student body. Hispanics the undergraduate student body. The pool we are drawing make up 12 percent of the student population. While from are people that have gathered up and are motivated that may seem high, in comparison, California’s poputo get into UC-Berkeley. That’s been an area of opportulation is 35.9 percent Hispanic. Similarly, the African nity for us,” says Basri. American population is low, a little over 4 percent. This Meanwhile, Berkeley’s Haas Institute for a Fair and underrepresentation has been widely criticized at a school Inclusive Society, formerly the Haas Diversity Research not only known for its prestige and academic focus, but Center, provides an incomparable resource: an in-house



July/August 2013

Photography Credit: Calbear22, Joseph Testa

Top, Wheeler Hall, University of California, Berkeley. Right, Police and protesters gather. Middle, South Hall, housing the UC Berkeley School of Information. Left, Memorial Glade and Sather Tower on the campus of the University of California, Berkeley.

diversity research facility. Attempting to gather data to change policy and practices towards traditionally disenfranchised groups, as well as connect faculty over issues of diversity, Chancellor Robert Birgeneau launched the first diversity research effort in 2006. The Haas Institute focuses on research in education, health, democracy, disabilities, economic disparities, religious diversity, and LGBTQ issues. “A major goal of this research initiative is to define issues of importance that cut across traditional academic divisions, and to try to foster conversations in research that are truly multi-disciplinary,” says Michael Omi, associate director of the Institute and associate professor of Comparative Ethnic Studies. “A second goal is to incentivize faculty to work with community partners, like a unified school district or disability activists. A third goal is to try to have a communications strategy that dissemi-

nates existing scholarly research to multiple constituencies and audiences outside the academy.”

Student Life and Diversity

At such a large university, students are offered extensive opportunities to cultivate relationships and express their thoughts and interests. The student government alone, founded in 1887, is given almost exclusive autonomy. Coupled with its almost $2 million budget, it is a force to be reckoned with on campus. Berkeley counts more than 700 student groups, ranging from the social to political, including the Berkeley ACLU and The Berkeley Student Food Collective. More Berkeley students attend the Peace Corp than from any other university. There are a wide range of ethnic and cultural clubs on campus, although these have been criticized for segregating people by ethnic groups in the past. July/August 2013




| Fun Facts



July/August 2013

Photography Credit: Egetværk Søren Fuglede Jørgensen

Δ Berkeley physicist J. Robert Oppenheimer,

For Basri, there are competing ideas right, was the scientific director of the Manhattan of maintaining “safe spaces” on campus Project that developed the first atomic bomb, which he personally headquartered at Los Alamos, where people feel included and exposNew Mexico, during World War II. ing students to the benefits of diversity. Δ The Golden Bears’ traditional arch-rivalry is However, he says “it’s not incompatwith the Stanford Cardinal. The most anticipated ible to both provide safe spaces and sporting event between the two facilitate and encourage crosscultural universities is the annual football interaction. We try to do both.” game dubbed the Big Game, and it is Berkeley gained a reputation for stucelebrated with spirit events on both dent activism in the 1960s with the campuses. Since 1933, the winner founding of the Free Speech movement of the Big Game has been awarded in 1964, and vocal opposition to the custody of the Stanford Axe. Vietnam War throughout the ’60s and Δ The Bancroft Library, right, is one ’70s. In the highly publicized People’s of the largest in the country, home to the Mark Twain Papers and Project. Park protest in 1969, students and the school conflicted over use of a plot of land; the National Guard was called in and violence erupted. Today, protests, petitions, and house, Lothlorien Hall. The BSC claims author Beverly presentations are not uncommon on campus, although Cleary as a alum, who lived at Stebbins Hall in the ’30s. the activism of yesteryear is often in contrast to today’s moderate and conservative voices (College Republicans Future of the School and Diversity maintains an active presence on campus) that coexist Many issues surround diversity and the future of diveralongside traditional liberal leanings. (Occupy Berkeley is sity at the school. still active in the community.) Sixty-six percent of students have at least one parent “We have a strong tradition of vigorous debate and born outside the U.S., according to some of the most student activism. I think our campus is quite tolerant recent data from Berkeley. Undocumented students have of that debate. We just ask that folks follow the general become one of the university’s newest concerns, as many guidelines that were set up as a result of the Free Speech have come forward through the passage of the California movement,” says Basri. DREAM Act two years ago. The issue of African This liberalism of the ’60s does carry over into atAmerican representation and inclusion at the school is titudes towards traditionally ostracized groups. A proud still an issue, one of the oldest in terms of diversity, while LGBTIQQ community has a presence on campus, Native American and LGBTQ issues have also come up helping increase tolerance. The Queer Resource Center in recent years. hosts many events throughout the year to support LGBT “As the conception of diversity broadens, we shouldn’t students. And while some prestigious institutions across lose sight of where it started, and the fact that some of the country are often criticized for being privy to the the initial issues are unresolved. But that doesn’t mean wealthy, more than a third of students receive Pell Grants we don’t have the bandwidth to work on new issues as at Berkeley. (Pell Grants are awards, not loans, which they arise. We have enough staff and people who care to traditionally are given to low-income undergraduate pay attention to all of them,” says Basri. “Where there students.) In fact, more than a quarter of students are are issues of equity and inclusion, that’s where we ask first-generation college students. Diversity in terms of ourselves, ‘How can we help with this?’” socioeconomic and LGBT status may be less visible, but Questions undoubtedly arise over how to leverage these is nonetheless alive and celebrated on campus. groups and their array of concerns while moving forward Another instance of student autonomy on campus with Berkeley’s overall goal: to educate and prepare stuis the Berkeley Student Cooperative, an innovative dents for careers and life after their education. residence program on campus. The Berkeley Student “Our mantra is ‘Access and Excellence.’ While we are Cooperative (BSC) houses more than 1300 students who suffering disinvestment by the state, we are trying to perform a minimal amount of work each week to keep make up for that in other arenas,” says Basri. “We are rental costs down. Founded in 1933 during the Great mindful of not losing our public mission through all Depression, the BSC now has themed houses, includthe changes. We believe that while things keep shifting ing an African American house and a vegetarian-themed around, we need to keep that goal in mind.” PDJ



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

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© 2013 Raytheon Company. All rights reserved. “Customer Success Is Our Mission” is a registered trademark of Raytheon Company. Raytheon is an equal opportunity, affirmative action employer and welcomes a wide diversity of applicants. U.S. citizenship and security clearance may be required.



Reverend Jesse Jackson

Cain, at one time a 2012 Republican presidential hopeful, graduated from Morehouse College in 1967. He studied mathematics at the prestigious school and sang baritone in the glee club for four years. His political views were apparently acquired later, though. Said Cain of his college years, “I didn’t even know what a conservative or liberal was.”



Shelton “Spike” Lee received his BA in Mass Communication from Morehouse in 1979, where his love of filmmaking was nurtured. Lee has become a vocal advocate for HBCUs, saying to VIBE in 2012, “Being July/August 2013

Photography Credit: Gage Skidmore

Herman Cain

Spike Lee The civil rights activist and former presidential candidate began school at the University of Illinois, but later transferred to and graduated from North Carolina A&T in 1964. Jackson was a sociology major at the college. He also played quarterback and was elected student body president.

Alice Walker

Photography Credit: Danny Norton

This Nobel Prize-winning author of classics like Song of Solomon and Beloved graduated from Howard University with a degree in English in 1953. A native of Lorain, Ohio, Morrison was a member of the historically black Alpha Kappa Alpha sorority. She later returned to Howard to teach, where she also met her husband, a fellow professor.

taught by African American faculty, people really took a deep, interest in educating. Morehouse gave me a great foundation.”

The Mississippi Valley State University graduate later became one of the most decorated wide receivers in NFL history. While studying at the HBCU in the early ’80s, Rice set records in football and was named to every All-American team. He later completed his degree seventeen years after leaving the school based in Itta Bena, Mississippi.

Pulitzer Prize-winner and author of The Color Purple, Alice Walker entered Spelman College in 1961 on a full scholarship. It was there that she met Martin Luther King, Jr. She was involved in the civil rights movement during her collegiate years, inspired by an activist professor at Spelman.

Oprah Winfrey

Photography Credit: Alan Light

Photography Credit: Angela Radulescu

Toni Morrison

Winfrey received a full scholarship to Tennessee State University after her performance in a national oratory contest. Studying communication, Winfrey left the HBCU after being offered a job as an anchor at the local CBS affiliate. Winfrey has famously given many scholarships to students at HBCUs. PDJ

∂ Edited by Grace Austin



Veteran’s Programs Promote Healing Through

Love, Relaxation, and the Creative Process

By Noëlle Bernard


long-term effects of these conflicts have put strains on veterans’ hospitals struggling to properly meet needs as the country’s 12.5 million non-elderly veterans grows in number. To help alleviate such strains, veterans’ programs operated by individuals have sprung up to offer uniquely crafted programs that intimately reach veterans. Programs that target veterans’ vulnerability by giving free yoga lessons, pets, or an outlet for musical expression are delivering unexpected results. One of these programs dedicated to helping veterans find their way to normalcy is Yoga for Vets. Director and former U.S. Navy deep-sea diver Paul Zipes started this program because yoga helped him ease the stresses of military life. “From a military standpoint, everyone agrees that somebody who is less stressed is more effective, that it’s important for us to have an effective military that thinks clearly under pressure for what they’re required to do,” Zipes says. “Yoga is by far the best fit for giving them an option to handle stress better and to improve their physical fitness and mental stability.”



Photo courtesy of Voices of Valor


The Lyons VA Hospital Group in a recording session through Voices of Valor.

Yoga for Vets is a nonprofit organization that databases yoga studios countrywide, offering a minimum of four free yoga lessons to any military veteran. The program has more than 600 studios listed, but is working to offer free classes for veterans in every studio in the country. Zipes says veterans’ testimonials reassure him of the program’s significance. One standout was a combat veteran struggling with PTSD, at his wit’s end after all other military programs failed him. He took one of Zipes’ classes, feeling he had nothing

July/August 2013

left to lose. “I went over to him and quietly asked him how he felt after the [first] class,” says Zipes. “After a very long pause he looked me in the eye and said, ‘I had one of the best night’s sleeps I’ve had in a year after that class.’ That moment confirmed everything that I’d hoped Yoga for Vets could be.” Animals are also giving veterans renewed hope. Pets for Vets is a program that promotes healing through the unconditional love of pets. A military veteran is given the companion of a

feelings through music,” says Rena Fruchter, artistic director of Music for All Seasons. Six to eight veterans participate in the free program, working together as a group to write the lyrics and music of a song expressing shared sentiments. No musical experience is needed. The veterans spend eight weeks working with musicians, lyricists, and even psychology mentors to find their voices. “One of the statements we hear over and over from members is that the camaraderie developed through the program is extremely meaningful to them,” says Fruchter. “Most often, the participants don’t know each other when they sign up for Voices of Valor. Some have made close friendships as part of the program.” Fruchter says she has seen barriers of communication broken through the therapeutic process. A release party commences the program, where all participants are given a complimentary CD of their recorded song. “It’s amazing to watch the process,” Fruchter says. “We’ve watched people during the course of eight weeks being very reticent and hesitant to being able to speak openly and be outspoken about what they’re going through. It is just wonderful to see that.” At this time the Obama administration has proposed to keep between 6,000 and 15,000 troops in Afghanistan after 2014, down from a high of 100,000 in 2011. Programs like Yoga for Vets, Pets for Vets, and Voices of Valor keep the focus on America’s soldiers coming home and their recovery after. PDJ Photos courtesy of Pets for Vets

trained shelter dog or requested pet for free, which in turn gives both a second chance at life. “It’s unique because we identify the veteran first,” says Ann Black, president of Pet for Vets board of directors. “We spend a lot of time getting to know the veteran, his or her lifestyle, what he or she enjoys doing, and would like to do again. We then find and train a dog that fits in to that.” Pets for Vets launched in 2009 after founder Clarissa Black, daughter of Ann Black, volunteered in an animal therapy program at a Veteran Affairs hospital in California. Since then, Pets for Vets chapters have expanded across the country with the long-term goal of having chapters in every state. “Each of the local chapter tries to be self-sufficient in their local communities,” Black says. “We felt that it was really important to have communities rally behind the program. It means a lot to the veterans knowing that their communities care and want to have programs there that benefit them.” Black says the program has been successful because veterans who received pets required less medication, fewer visits to VA hospitals, and saw reduced PTSD symptoms. “One of our veterans had not turned any lights out in her house for probably a year,” Black says. “On the first night with her dog she was able to turn the lights off.” Music is one newly equated approach for veterans to communicate their experiences. The program Voices of Valor fosters healing through the creative process. It was created by husband and wife Brian

Top: One of the veteran-pet (Sergeant Adam Renteria and Rakassan) matches. His story is on the Pets for Vets website. Bottom: A group made this toy crate to look similar to a foot locker, filled it with Welcome Package items, and donated it to Pets for Vets. Pictured is David Harlan and his dog Charley with founder Clarissa Black.

Dallow and Rena Fruchter as part of Music for All Seasons, an organization that runs music programs in facilities such as domestic abuse shelters and nursing homes. “The goals are expression and healing through music, and learning how to express your ideas and your

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South Pole Allied Challenge T

hand/forearm amputation, facial rebuilding, and burns; Therese Frentz, from Del Rio, Texas, who sustained physical injuries and mental strain, including PTSD and depression; Margaux Mange, who sufsion will be a culmination fers from Bell’s Palsy; and of their yearlong journey Ivan Castro, a blind soldier with Soldiers to Summits, who has run more than a nonprofit program of No twenty-four marathons. Barriers USA, which uses Soldiers to Summits mountains as a metaphor have also made recent trips At the Walk With The Wounded launch with Prince Harry and polar and training ground to to Mount Cotopaxi in guide Inge Solheim. help veterans harness adEcuador in 2012, Nepal’s versities and lead others. Mount Lobuche in 2010, The South Pole Allied and are planning their next Challenge (SPAC) is a expedition to the Peruvian race to the geographic Andes in October 2013. South Pole between three Margaux Mange previteams of disabled soldiers ously participated in the from the United States, Ecuadorian expedition last the United Kingdom, and year. She is partaking in the Commonwealth of SPAC to motivate other Nations. SPAC will last veterans. approximately four weeks, “I am participating beginning in November. in the SPAC because I The team will cover nine want to inspire other Members of Team U.S., Team Commonwealth, and the U.K. Team to twelve miles per day Glenfiddich prepare for the Challenge. injured vets to keep livwhile pulling pulks, or arcing. I have had a couple tic sleds, under frigid conditions. friends write me and say ‘I must admit I’m a bit jealSPAC is designed to raise awareness about wounded ous, but I’m happy for you.’ I know, as I felt the same warriors in the U.S. and abroad, specifically those comway when I was first recovering and saw guys climbing ing home from Iraq and Afghanistan. More than 5.5 Kilimanjaro—they were my jealous inspiration so I million American soldiers are currently managing a hope I can be some ones. Plus it’s the South Pole!” says service-related disability. Mange. Just recently, the soldiers participated in a two-week “The SPAC is important because it’s the first challenge long training session in Iceland. of this magnitude with injured veterans from differThe team was announced on April 19, with the ent countries with all different injuries, trying to bring final selected members of Team US comprised of four awareness not only to visible wounds but to the invisible wounded warriors. They include Mark Wise, a victim of wounds.” an IED accident in Afghanistan in 2009, who sustained The Allied Challenge Team will include guides Ed More on page 32 HIS DECEMBER, PRINCE HARRY WILL ACCOMPANY A GROUP OF EXTRAORDINARY DISABLED SOLDIERS TO THE SOUTH POLE. DUBBED THE SOUTH POLE ALLIED CHALLENGE, HE WILL SERVE AS THE OFFICIAL EXPEDITION PATRON . The mis-



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Left: The 2013 Team Commonwealth in Iceland earlier this year. Right: Therese Frentz, one of the members of the U.S. team.

continued from page 30 Parker, founder of Walking With The Wounded, and Inge Solheim, who has more than twenty-one years of experience in expedition and guiding. “The South Pole Allied Challenge aims to demonstrate the close bond between the participating countries both on and off the battlefield, in rehabilitation and recovery,

as the teams tackle the inhospitable Antarctic, overcoming both the savage conditions and their own individual injuries,” says Parker. “We hope the efforts of those in the teams who have overcome injury will inspire many others in the wounded community in all nations to challenge themselves in their future.” PDJ




year is the 150th anniversary of the highest military honor bestowed to a servicemember for risking life in combat beyond the call of duty. “For 150 years America has reserved its highest military honor, the Medal of Honor, for only it’s most elite and heroic warriors,” says Representative Jeff Miller, chair-



man of the House Committee on Veterans’ Affairs. “The nearly 3,500 service members who have earned this honor are an uncommon breed, born with the type of courage few will ever possess. For their valor and unwavering dedication to country, they are forever worthy of our highest admiration.” It is a medal recipients often say is far tougher to wear than it is to earn. The medal is the mark of an July/August 2013

American hero, not a celebrity, says Medal of Honor recipient, Major General Patrick Henry Brady. “The medal is a great facilitator,” Brady says. “It’s a door opener. It’s a way for us to get our nose under the tent so that we can talk to young people to help them avoid some of the roadblocks that we had to go through in our lifetime.” Brady received the medal in 1969 for his actions as a helicopter pilot More on page 34

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


continued from page 32 rescuing wounded soldiers during his second tour in the Vietnam War. He remembers the night as unextraordinary, just a part of his job. “What I did that day was no different than what the guys in that unit did day in and day out for the ten months that I was in Vietnam,” Brady says. “That day, I would probably not even remember it had it not been written up and gotten some attention. That’s the best part of the medal, that someone else appreciated what you did and took the time to make a record of it.” The treacherous rescue mission involved four flights into enemy territory in “zero-zero weather” obscuring vision. Brady commanded a UH-1H ambulance helicopter. He persisted after two previous aircrafts were shot down and rescued more than fifty severely wounded soldiers. “When we landed they saluted our aircraft,” Brady says. “The appreciation of the troops on top of that mountain post when we came up out of that fog is something that’s stuck in my memory.” The first Medal of Honor was presented to Union Army Private Jacob Parrott on March 25, 1863. Iowa Senator James Grimes introduced the idea of the Medal of Honor to Congress in 1861 as a way to motivate the U.S. Navy and promote seamen like qualities, says Laura Jowdy, archivist for the Congressional Medal of Honor Society. “The reason we didn’t have these sort of awards for so long in our military is because it was seen as a European thing,” Jowdy says. In 1862, a year after President Abraham Lincoln signed Grimes’ bill, the U.S. Army was given their own medal to honor soldiers who “distinguish themselves in battle.”



Photos courtesy of Mick Bush, Staff Photographer, CMOHS


Left, This photograph of Major General Brady was taken on October 9, 1969, the day of his MOH presentation. Right, Brady now.

Chairman Jeff Miller with Medal of Honor recipient Staff Sergeant Salvatore Giunta.

Jowdy said the history of the Medal of Honor reflects the history of America, in which men and women from every walk of life display courage and leadership. “If you look at it just from a military history standpoint you’re looking at little pieces of history that add up to a bigger whole,” Jowdy says. “It’s these little instances of greatness that add up to show exactly what this country’s made of and what our potential is.” For Brady, the source of the success in his life has been courage. Moreover, the foundation of courage July/August 2013

for him is faith, the driving force behind his motivation in combat. “I never experienced fear in combat,” Brady says. “My faith was a substitute for fear. I knew if I died doing what I was doing, what better way to die than to be saving the lives of America’s greatest citizens, their soldiers?” Since the medal’s inception, 3,459 military servicemembers, including officers, have received the honorable distinction. Today, there are eighty living recipients from World War II to the Afghanistan War. “It’s really a history of the mix of America and what makes us work and tick,” Jowdy says. Brady, now seventy-six, knew from a young age he wanted to fly. Reminiscing about his career in the U.S. Army, the former helicopter pilot says he would not change a thing. “As I look at my life, I have many regrets,” Brady says. “When I look at my service in Vietnam rescuing patients, I have none. There’s nothing that I could have done that I would do over or that I could’ve done better that I didn’t do.” PDJ

260,000 employees and no two alike. At Citi, your career is defined by what you can do. That’s why we look for talent above all else. We believe a disability should never get in the way of pursuing something you love.

To learn more about a career at Citi, visit www.careers.citigroup.com

© 2013 Citigroup Inc. Citi and Citi with Arc Design are registered service marks of Citigroup Inc.



Our Tenth Annual Innovation in Diversity Awards garnered an enthusiastic response from more organizations than ever before. We were honored to view this year’s innovations and choose a winner from the applicants. While our winners had unique focuses—sustainability, corporate compassion, community-based events and training, employee aids, and inclusion efforts for marginalized groups—above all they showed new and spirited thinking on diversity and inclusion. We hope their creativity will inspire readers to create more diversity innovations in years to come.

Top Ten

1. 2. 3. 4. 5.

U.S. Fish & Wildlife Service Walgreen Co. Rockwell Collins Cincinnati Children’s Hospital Medical Center Stikeman Elliott LLP

6. Halliburton 7. American Airlines, Inc. 8. Government of the Northwest Territories 9. Royal Bank of Canada 10. Sodexo, Inc.

Awards of Excellence AT&T ∆ Booz Allen Hamilton ∆ CACI International Inc ∆ Cameco Corp. ∆ Capital One Deloitte Canada ∆ Ernst & Young LLP ∆ General Mills ∆ Ingersoll Rand Lincoln Financial Group ∆ New York Life ∆ Novartis Pharmaceuticals ∆ Polk Saskatoon Health Region ∆ Walmart

Honorable Mention Aerotek ∆ Bayer Corporation ∆ Cigna ∆ City of Saskatoon ∆ City of Vancouver Coca-Cola Enterprises, Inc. ∆ DLA Piper LLP ∆ FordHarrison LLP ∆ Gibbons PC Government of Manitoba ∆ Imprint Plus ∆ Linkage ∆ MGM Resorts International Moss Adams LLP ∆ National Grid ∆ Ontario Ministry of Labour ∆ Ontario Public Service Plan International Canada Inc ∆ Region of Waterloo ∆ SAP ∆ Sullivan & Cromwell LLP TD Bank Group ∆ The Hartford ∆ University of the Rockies ∆ U.S. Air Force Academy WellCare Health Plans, Inc. ∆ William Osler Health System



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10th ANNUAL International Innovation In Diversity Awards



U.S. Fish & Wildlife: Merging Global Diversity and Green Conservation

Since the early 1900s, the U.S. Fish & Wildlife Service (Service) has engaged international communities with the goal of conserving species and their ecosystems. Together with partner countries, the Service has developed an innovative approach to conservation that involves the creation of ecotourism industries that pump funding into local economies and in turn create jobs for local citizens. To achieve this goal, the Service needed to address two primary obstacles in partner countries: the lack of trained personnel and environmental values. In response, the Service engaged in providing conservation professionals with training and expertise in critically protected area management issues and creating a community-owned trust responsible for local land management. The Great Apes Conservation program is an outcome of this approach. In 2000, the U.S. Congress passed the Great Ape Conservation Act. Since then Wildlife Without Borders has been building the capacity of governments and private organizations to address the threats to great apes ranging from poaching to illegal trafficking. It is also engaged in the creation of ecotourism sites. As part of this initiative, the Virunga National Park in the Democratic Republic of


Congo has positioned itself as an ecotourism destination to view gorillas and other endangered species in their natural habitat. Community members have been trained and employed as park rangers, and tourism has contributed to the growth of local enterprises. The result is a self-sustained economy based on the survival and conservation of wildlife. An initiative launched in 2012, Managing for Excellence, will train Mexico’s 500 reserve wardens. Training includes field and online components to reach all wardens throughout the country. It is university-certified, allowing trainees to apply credits toward the completion of academic degrees. This certification requires graduates to replicate the training locally and maintain a network of trained personnel. In 2012, the Service awarded over $16 million in grants to partner countries, spurring ecotourism and jobs. All of these efforts have led local communities to not only vest in conservation as a means of sustaining local economies and jobs, but are helping to produce the next generation of diverse professional conservationists. PDJ

Prioritizing HIV/AIDS at Walgreens

Since the beginning of the epidemic more than thirty years ago, Walgreens has supported people living with HIV/ AIDS through its ability to offer accessible health and wellness guidance to patients across the nation. The complex condition has claimed more than 22 million lives worldwide over the last thirty years, making it the deadliest epidemic of our time. Here in the U.S. alone, 1.2 million Americans are living with HIV today, with more than 50,000

Desert AIDS Project

new infections and about 18,000 deaths occurring each year. One reason the epidemic continues to spread: one in five people living with AIDS do not realize they are infected. Only one in four people living today have their virus adequately under control with the proper use of antiretroviral drugs. Access to care and treatment continues to be a challenge, especially in medically underserved communities and communities of color. Walgreens has been taking the fight against HIV/AIDS to hard-hit communities for decades. Thirty years ago, Walgreens stores served the gay community hardest hit by HIV. Today, HIV increasingly hits underserved and marginalized populations as well. In recent years, Walgreens has forged the nation’s largest network of HIV-specialty pharmacies—700

Centers of Excellence—that put affordable and respectful pharmacy, health, and wellness services within reach of 90 percent of Americans living with HIV/AIDS. In all, more than 2,000 Walgreens and Duane Reed pharmacists, technicians, and other store employees have completed extensive clinical and cultural training so they can better guide patients in obtaining medications, finding financial assistance, and improving their quality of life. Today, nearly one in three HIV/AIDS patients turn to Walgreens each year for care. Studies show that patients who utilize HIV-specially-trained pharmacists are more likely to adhere to their treatment regimens, which improves their quality of life and reduces the likelihood that they will transmit the infection to others. PDJ

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10th ANNUAL International Innovation In Diversity Awards



Speed Mentoring at Rockwell Collins

In an effort to foster more crosscultural mentoring relationships between the company’s diverse talent and senior leaders, Rockwell Collins’ Office of Diversity and Workforce Effectiveness developed Speed Mentoring in late 2012. Speed Mentoring events are not formal mentoring or an interview. As part of the company’s overall retention and engagement strategy, the events provide active members of the company’s

Speed Mentoring


ERGs the opportunity to interface with Rockwell Collins executives and senior leaders. In turn, the Speed Mentoring events provide the company’s leaders with visibility to talent they may not interact with on a daily basis. Leaders who participate include Rockwell Collins’ CEO, president, and more than 80 percent of their direct reports and other senior executives at the company. During pre-event preparation sessions, the ERG participants get an overview of the event and are challenged to consider how they would like to be perceived by senior leaders and to focus on their “brand” before they arrive. They are also coached on what type of questions to ask senior leaders based on their career aspirations and how to foster a rich dialogue during each brief interaction. During the Speed Mentoring events,

Helping Transgender Teens, Improving Diverse Research, and Providing Universal Signage at Cincinnati Children’s

The Human Rights Campaign Healthcare Equality Index recognized Cincinnati Children’s as a “Best Healthcare Facility for Lesbian, Gay, Bisexual and Transgender Patients and Families” in 2012, the nation’s only freestanding pediatric hospital with this recognition. Additionally, the Office of Diversity & Inclusion has worked closely with the Adolescent Medicine division as they develop a clinic to serve the complex needs of transgender adolescents. ERGs are also taking a proactive stance. With the goal of improving childhood health and reducing disparities, the African American Professional Advisory Council is increasing the community’s awareness of health conditions that disproportionately impact minority children (i.e., Sickle Cell, obesity, and asthma). The Veteran and Military Family Advocacy Network is partnering with the Family Resource Center and Child Life/Integrative Care Department to connect and provide resources to veteran and military families.


participants engage in several five minute rounds of dialogue before the ERG member rotates to a new leader. Using the information from their preparation sessions, ERG members lead conversations and gain insight into career and personal development best practices from each senior leader. They also can share their own experiences and questions they may have about the company. After the event, all participants are encouraged to have at least one follow up conversation with a potential mentor/mentee or begin a formal mentoring relationship. Since its inception, more than seventy employees have participated in Speed Mentoring. As a result, more than twenty formal mentoring relationships have been established between senior leaders and ERG members. PDJ


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Globally recognized research is a large part of Cincinnati Children’s mission. Diverse communities are critical partners in research studies. To increase participation of diverse individuals in clinical studies, the Office of Diversity & Inclusion partners with the Research division to strengthen community relationships. In 2012, patients from more than ninety countries and every state were cared for in the medical center. This expansion brings an increasing number of culturally diverse and limited English proficient patients and families. The Office of Diversity & Inclusion is launching universal signage and training for effective use of medical interpreters. It is also educating Patient Services units on improving culturally competent healthcare skills. This allows clinicians and staff members to effectively communicate and treat all patients and families. The education introduces tools to incorporate cultural healing techniques and comfort families in times of distress. PDJ

10th ANNUAL International Innovation In Diversity Awards



Stikeman Elliott’s Hear My Name

Stikeman Elliott LLP believes their success stems largely from a grassroots approach to diversity—they regularly talk to firm members about their experiences, ask for feedback, and engage members in identifying opportunities and initiatives that are important to them. They have embraced many initiatives designed to create an inclusive environment, support diversity throughout their offices, and provide employees with resources to express their individuality and learn about their col-


leagues and community. Stikeman Elliott has created an online internal personnel directory that includes an audio feature called “Hear My Name.” This feature allows firm members to record the correct pronunciation of their name as a means of enhancing workplace collegiality and facilitating communications and workflow. Hear My Name recognizes that a name which may be difficult to pronounce can oftentimes act as an initial barrier to communication, and serves as a simple yet

effective way to break this barrier and alleviate firm members’ concerns of inadvertently mispronouncing the names of their colleagues (or, on the other hand, of having their own names mispronounced). The availability of this feature across all offices is even more impactful for firm members who work in regions of the world that may not be as accustomed to pronouncing names of persons from different cultures. Says Jumi Gervacio of the tool: “When I came

to Stikeman Elliott and learned about this unique ‘Hear My Name’ tool, I was so impressed by how thoughtful the firm was about making everyone feel included. It’s a convenient way for us to learn the correct way of pronouncing each other’s names while avoiding any potentially awkward communications. On a personal level, it’s the first time in a workplace setting that I haven’t been concerned about people mispronouncing my name.” PDJ

Real Women. Real Careers. at Halliburton

Halliburton has launched a campaign in 2013 to develop a new sense of awareness around females in STEM fields, centered around promoting awareness of the industry to young girls, opportunities to college students, and areas of improvement in their industry. Every initiative requires a solid foundation internally to ensure success. In 2012, Halliburton launched employee training to educate managers on unconscious biases and how to overcome them in the work place. With the completion of the interactive training, Halliburton was able to launch its gender diversity campaign, starting with outreach programs to young girls. The company has partnered with universities to bring awareness of STEM fields to children as young as first graders. This effort was made possible through employee volunteer participation, university relationships, and funding from the Halliburton Foundation. Halliburton has also launched a professional development series for college-level Society of Women Engineer chapters, increasing its presence at gender-based events by 39 percent in one semester alone. They focus on interactive team work activities, female engineer panel dis-

cussions, and more. This program earned them a finalist position in the NACE Innovation Excellence Award for Diversity. For professional women, Halliburton has partnered with Catalyst to host two industry events focusing on why women get fewer of the “hot jobs” needed to advance and engaging men in genHalliburton Ad der initiatives. Campaign Through its internal newsletter, Halliburton highlights the real life stories of female engineers, including the challenges they face and how they overcome them at work and at home. Additionally, Halliburton has launched a media campaign focusing on print and digital media for publications in the STEM and diversity arenas. This also includes social media outreach. With a focus on Facebook, Twitter, LinkedIn, and YouTube, they have reached an audience of over 250,000 users. PDJ

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10th ANNUAL International Innovation In Diversity Awards



American Airlines’ Air Compassion for Veterans Partnership

American Airlines (American) sponsors numerous community initiatives to support the military, their families, and the greater community. In 2010, a partnership between American’s Fuel Smart and Veterans Initiatives departments was established with Air Compassion for Veterans (ACV), a nonprofit organization that helps active and retired U.S. military veterans and immediate family travel for medical, counseling and rehabilitation needs. ACV receives funding from American by the fuel-saving efforts generated from American’s pilots, flight attendants, ramp workers, gate agents, and dispatchers. Employees are the


central and key components of implementing and contributing to the success of this initiative. The program is designed to benefit the men and women who serve the nation, employees who come together in an effort to save fuel, and the environment by saving fuel and thus reducing the impact of our environmental footprint. The employee groups have collectively saved enough fuel to donate over $3.5 million to ACV. Subsequently, ACV has flown over 5,000 wounded warriors, veterans, and their families for medical and rehabilitation purposes. They have also reduced the usage of over 8 million gallons of fuel. PDJ

Donation from American Employees to Air Compassion for Veterans

Northwest Territories’ Aboriginal Cultural Awareness

The Government of the Northwest Territories promotes Aboriginal cultural awareness opportunities to enhance understanding, knowledge, and awareness within the public service. The Northwest Territories is proud to be the only jurisdiction in Canada that recognizes National Aboriginal Day as a holiday, celebrated on June 21 of each year. In 2013, the Government of the Northwest Territories (NWT) will further recognize this important day with a new initiative. With just over 50 percent of the NWT’s population Aboriginal, the Government of the Northwest Territories is committed to promoting an inclusive work environment, increasing communication, and improving working and personal relationships through broadened cultural understanding, recognition, and respect. To coincide with Aboriginal Day, Aboriginal Cultural Awareness Training was launched on June 20 Aboriginal Cultural Awareness by the Government of the


American Airlines Employee Refueling the Airplane


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Northwest Territories as a diversity and inclusion initiative that is identified in 20/20: A Brilliant North, Public Service Strategic Plan. This interactive training program was developed with the support and involvement of seven Aboriginal governments within the Northwest Territories, as well as members of the Government of the Northwest Territories’ Aboriginal Employees Advisory Committee. This training is informative and engaging, filled with a variety of learning methods, and will be made available to all 4700 Public Service employees online or through facilitated sessions. The curriculum was designed to increase awareness, respect, and cultural understanding between Aboriginal and non-Aboriginal employees; Aboriginal employees of different cultural regions of the Northwest Territories; and employees and members of the communities they serve. Four training modules will explore the importance of culture and cultural awareness, the Aboriginal peoples of the Northwest Territories, the history of the Northwest Territories from an Aboriginal perspective and worldview, and the present and future challenges for Aboriginal people in the Northwest Territories. PDJ

10th ANNUAL International Innovation In Diversity Awards



RBC: Integrating Newcomers to Canada

RBC recognizes the important role that immigration plays in Canada’s social, cultural, and economic development. A priority established by the RBC Diversity Leadership Council in their global Diversity Blueprint is the integration of newcomers to Canada. In the workplace, RBC provides internships to new immigrants, many of whom are subsequently hire. They also offer targeted learning and onboarding programs. To ensure access to leadership opportunities, staffing protocols, and goals for women and visible minority executives, a pipeline to executive levels was established. Within RBC, employees who are newcomers to Canada are matched with local mentors and are also connected to MOSAIC, the ERG for visible minorities and newcomers to Canada. They are also invited to a webcast series to help them gain a deeper understanding of RBC and how to network effectively. A reciprocal mentoring initiative matches senior leaders with newcomers, and their Talk English Café e-learning initiative offers communications and language training. RBC also maintains a Welcome to Canada website,


which includes help for newcomers wanting to grow a business, fact sheets in fourteen languages, and telephone banking services engaging translators who speak over 150 languages. In the broader community, RBC has established strong partnerships with not-for-profit organizations. For example, they have outreach partnerships with groups that specialize in supporting newcomers, including ACCES employment services, Career Bridge, and the Canadian Immigrant Integration Program (CIIP). Annually, the RBC Scholarship Program for New Canadians offers twelve awards to young people who immigrated to Canada. From a community leadership perspective, RBC is engaged in public dialogue, championing initiatives, and research. For example, RBC sponsors the Immigrant Success Awards. Additionally, in 2011 RBC released a study raising awareness about the employment challenges facing immigrants. PDJ

Starting a Discussion Among LGBT and Allies at Sodexo

Sodexo’s Resource Group People Respecting Individuality, Diversity and Equality (PRIDE) and the Global Lesbian, Gay, Bisexual and Transgender (LGBT) Task Force created a resource to help managers be inclusive leaders and learn to cultivate an environment where everyone can succeed. Called the LGBT Conversation Guide, it features a collection of information on challenges, culture cues, and Sodexo’s policies and benefits for LGBT employees. This toolkit provides tools, information, and resources

required to have meaningful conversations with others, bridge communication gaps, support LGBT individuals and allies, and continue to build an inclusive culture. Sodexo worked with PFLAG National and Buck Davis & Company to create this resource. The guide also offers how-to guidance on the best way to navigate some of the toughest situations around LGBT issues encountered in the workplace. The online publication has video narratives from several Sodexo employees—both LGBT and allies—illustrating how being out at Sodexo has impacted

their lives and careers. Several external resources are included to guide individuals on their Open Leader journey. The Open Leader section provides a simple and powerful way to let people know managers are available to converse openly with employees, and helps with some of those sensitive conversations. This particular section has been noted as the most valuable, as it includes how to lead by example, value differences, and champion change. As knowledge increases, these conversations and interactions become second nature to employees. PDJ

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LGBT Conversation Guide



10th ANNUAL International Innovation In Diversity Awards


In Alphabetical Order

CACI’s Veteran Programs

AT&T’s ERG Leadership Academies Across AT&T, there are eleven Employee Resource Groups representing 220 chapters and led by 800 dedicated employees. In 2012, ERG Leadership Academies—two-day leaderled sessions designed and delivered by AT&T University staff—were implemented. The curriculum includes competency and work style assessments, development courses in building high-performing teams, resolving conflict, and crafting meaningful value propositions. Attendees also participate in breakout sessions designed to build critical relationships across ERGs and share best practices. The Academies incorporate networking opportunities for ERG leaders to meet AT&T executives in informal settings. The first set of academies were held in 2012: six sessions in five cities, where more than 300 ERG leaders were trained. ERG leaders left the academies better equipped with the skills they need to articulate their ERG value propositions. From their meet and greets with potential members to the content they posted on the new ERG membership portal, to the programs they created to align with their value propositions, they grew ERG membership from 16,000 to more than 44,000 throughout 2012. PDJ

Middle East Virtual Event at Booz Allen Hamilton To address the challenges of operating as a unified firm across geographic and cultural boundaries, Booz Allen Hamilton’s Middle East and North Africa (MENA) employee forum engaged leadership in the region to plan a virtual event, Staying Connected: Best Practices from the Abu Dhabi Office. The goal of the event was to address challenges and opportunities in building professional networks that promote effective crossborder collaboration. To tailor the panel discussion to the collaboration challenges experienced by staff in the region, the MENA Forum conducted a survey designed to gain a better understanding of the regional staff’s working environment. The survey results highlighted resource needs, cultural nuances, and preferred collaboration tools. Accordingly, panelists discussed virtual networking solutions and technological tools that have proved to be effective in strengthening crossborder working relationships. Presentation materials were shared live with over sixty staff in attendance from all over the globe including United Arab Emirates, Qatar, and the United States. PDJ



July/August 2013

Nearly one in five CACI employees is a former service member, and the company is continually expanding military hiring efforts and developing a culture that recognizes military service. Five years ago, CACI developed a formal recruiting strategy to maximize veteran hiring and hired two veteran recruiting managers (one focused specifically on disabled veterans). They now employ fifty-five recruiters who hire veterans and have implemented the following initiatives: Hire a Vet Today! Campaign, encouraging employees to attend veteran recruiting events, participate in employer advisory panels, and provide veterans with résumé support; Deploying Talent – Creating Careers program, which collaborates with veterans’ organizations to offer interview and corporate immersion training for veterans with disabilities; and the Aurora Foundation, which gives internships to college students with military experience. These initiatives have increased veteran hiring, propelling the veteran population to 2,473 and growing the disabled veteran population by 170 percent over the past five years. Furthermore, CACI recently created a Veteran Support & Development function that engages veteran employees through networking and community outreach. They’ve developed an employee resource group for veterans and military spouses, hosted seminars highlighting veteranrelated issues, and organized philanthropic activities benefiting service members and their families. PDJ

Aboriginal Career Planning Program at Cameco Cameco is Canada’s largest industrial employer of First Nations and Metis people. Currently at their northern Saskatchewan mines and mills, 49 percent of workers are Residents of Saskatchewan’s North (RSN), the majority of which are Aboriginal. In addition, 44 percent of Cameco’s northern Saskatchewan workforce (RSN and non-RSN) are Aboriginal. Through an array of programs to support students, schools, and communities, through on-the-job training and targeted recruitment and retention programs, Cameco has continually and successfully increased its Aboriginal workforce. A source of continued success can be attributed to efforts on the development and retention of employees so that they can advance within the organization, increase their contribution, and create entry level opportunities for new RSNs. One of the programs Cameco is particularly proud of is its career planning program for RSN employees. The purpose of the program is to assist the company’s highpotential RSN employees in directing and advancing their own career within the organization. The program started as a pilot in 2011 and due to interest and positive feed-

10th ANNUAL International Innovation In Diversity Awards

AWARDS OF EXCELLENCE back continued in 2012. Led by a consultant, the program consists of two full-day workshops and two one-to-one meetings with a career consultant. The employees’ supervisors also attend the session to prepare for career conversations they will have with their employees. The workshop leads employees through a six-step process—self-assessment, reality testing, targeting, researching, action planning, and sustaining the plan. Throughout this career planning process, employees are able to develop career goals to pursue within the organization; attain a clear understanding of their strengths, skills, values, and interests; and are able to articulate these effectively to others, as well as accept self-ownership of their career development within the organization. At the end of the workshops, employees develop a personalized action plan/career portfolio. In 2012, nine high-potential RSN employees were selected to go through the program. Three of the employees from the 2012 career planning sessions have already advanced their careers within the company. In 2013, Cameco plans to continue the expansion of career planning for additional RSN employees. PDJ

Developing LGBTQ Leaders at Deloitte Developing LGBT leaders is an innovative corporate idea, as companies are becoming increasingly aware that many LGBT employees are ready to lead and advance their career but face barriers preventing them from taking a leadership step. To help break down those barriers, Deloitte Canada has partnered with The Humphrey Group to develop a unique program. Building on their Taking the Stage program, which was designed to help women become leaders, they built a similar model for LGBT employees, Proud to Lead. All attendees are introduced to the fundamental principles of leadership communication. Participants are shown how to capitalize on their leadership opportunities by articulating strong, clear messages in every interaction. The program was recently piloted in Toronto March 2013 and was met with enthusiasm. Deloitte is planning to launch the program firm-wide this summer. They will also be working closely with other Deloitte offices across the globe (in particular the U.S. and Australia) to expand the program and The Humphrey Group to offer the program to clients. PDJ

EAGLE Takes Off at Capital One

Ernst & Young Unplugged

The mission for Capital One’s EAGLE program is to help first-generation East Asian associates reach full potential by addressing self-identified developmental interests, bridging cultural and language differences while embracing their dynamics, and helping the broad Capital One population to understand and leverage the talents and distinct perspectives of this group. The program includes the following activities: training, seminars, mentoring, communications, and measurement. EAGLE partnered with Capital One University to create relevant training like Mastering English Pronunciation, a twelve-week online course; Skills and Strategies for Career Success, designed to bring together managers and associates to establish a dialogue about cultural differences and knowledge and skills needed; and Personal Presence & Leadership Presence courses, enabling development of presence and confidence. Seminars offered panel discussions with Capital One East Asian leaders and executives and external East Asian leaders. Mentoring spoke to a need expressed by many East Asian associates. Roundtables with executives are offered addressing the specific needs of more senior level associates. Since the September 4, 2012 kickoff, over 120 associates have participated in the kickoff event. Within two days, more than thirty associates registered as program team volunteers, which has grown to over sixty. One hundred-twenty associates are participating in the mentoring program, and 310 associates are EAGLE community members. PDJ

Knowing the onboarding experience is key to career success—yet particularly critical for entry-level ethnic minority professionals—Ernst & Young LLP created EY Unplugged in 2011. EY Unplugged is a learning program that provides tips and tools to ethnic minority professionals during their first year with the firm. Access and visibility to ethnic minority role models are critical factors in retaining and developing ethnic minority staff. EY Unplugged helps the staff connect with these leading executives in a meaningful way, while providing learning essential to their integration into the firm. EY Unplugged initially was developed for the firm’s black and Latino professionals in response to a recommendation from its partner-led Inclusiveness Advisory Council. More than 200 black and 200 Latino entry-level staff attended the program in its first two years. Nearly thirty black or Latino executives—half of which attended both years—and other top-performing professionals from various ranks led learning and development sessions on the “unwritten rules and expectations” to be productive and effective; an awareness of the values, beliefs, preferences, styles, and unconscious biases in themselves and others; and the resources and opportunities available to staff at the start of their careers. As one participant noted, “A lot of minorities don’t think they can be amazing here because you don’t see people that look like you, but this learning program helps you realize you can and that there is a network.” PDJ

July/August 2013



10th ANNUAL International Innovation In Diversity Awards

AWARDS OF EXCELLENCE General Mills: Tying Legal Spend into Diversity

Reaching out to Woman Investors at Lincoln Financial

General Mills’ initiative, referred to as the Partners in Diversity, assesses diversity at outside law firms and directs spending to those firms which share a commitment to diversity. On a biannual basis, outside law firms are asked to complete a survey similar to MCCA/Vault’s diversity questionnaire. In addition to tracking the demographic representation of women and ethnic minorities in the partner and associate ranks, the survey tracks associate development, recruitment, retention, and other issues relevant to diversity. They also ask firms for diversity demographics for paralegals and administrative assistants, data on the firms’ spending with minority- and women-owned businesses, and the percentage of General Mills’ legal work performed by minorities. They leverage survey results to place outside law firms into one of four ranking tiers. Firms in the top two tiers represent approximately 75 percent of legal spending in the U.S. The top tier are given priority consideration for legal work and may be selected for special partnership opportunities with General Mills. The bottom two tiers must improve performance or risk losing their relationship with General Mills. Firms in the bottom tier can expect to see their business with General Mills decrease. PDJ

Lincoln Financial’s Women’s Business Resource Group (BRG) recognized that men and women think and engage differently on the subject of financial and retirement planning. As such, their goal was to ensure the organization educated and trained wholesalers, financial advisors, other client-facing employees, and strategic partners on effective best practices for communicating and building trust with female clients, all with the goal of increasing engagement levels. Supported by executive leadership and the Women’s BRG, the initiative incorporated several resources for implementation. The first was an educational video featuring Lisa DeSimone, senior vice president and head of Finance and Strategy, Retirement Plan Services, designed to help engage and motivate women in retirement plans. The second, a toolkit, addressed a variety of issues, including factors to consider when working with female clients, attracting and retaining female clients, a women’s guide to budgeting for the future, and steps to empowering female investors. In addition, at least four seminars were held in the last six months to help educate individuals on how to connect with female investors. Lincoln Financial has also partnered with two organizations to help deliver the message and raise exposure: Women In Financial Services (WIFS) and Women’s Institute for a Secure Retirement (WISER). PDJ

The Ingersoll Rand Everest Program

New York Life’s Ladders Program

Each year, Ingersoll Rand’s Everest Program brings together a group of twenty diverse employees to participate in a global, action-learning experience for upcoming leaders. Began in 2011, program participants representing all functions of the company are divided into teams and commit 50 percent of their time for more than four months. A business leadership team selects global projects linked to Ingersoll Rand’s Industrial Technologies sector. Teams complete most of their work virtually because of participants’ diverse geographic locations. There are three face-to-face sessions for the project, with one meeting held outside of the United States in a region most closely related to one of the projects. (Over the past three years, Everest participants have visited Shanghai and San Paulo.) At the end, teams present their final recommendations to Ingersoll Rand’s enterprise and sector leadership teams. Participants build skills in project management, operational excellence, team management, business case creation, and presentation development and delivery. Throughout the program, Everest members receive coaching and feedback in a variety of forms including Myers Briggs assessments, 360 reviews, peer evaluations, and development dialogues with business leadership. PDJ



July/August 2013

In 2012, New York Life’s African American Employee Resource Group proposed a development program, Ladders, designed to target diverse employees at the early stages of their careers. The program itself is composed of three key elements: training, career counseling, and mentorship. The training component includes a curriculum of seven development classes focusing on effective written and oral communications; establishing your own personal brand; organizational savvy and awareness; understanding and leveraging your personal values, talents, and skills; presentation and influencing skills; and professionalism. The career counseling component features two oneon-one sessions with a professional external coach to help participants assess their career goals and determine how best to achieve them. A mentor is also assigned to each participant to provide career insights and provide guidance on how to take full advantage of the program. Participants have received coaching and assessments to assist them in recognizing their own strengths, talents, and improvement opportunities, as well as how to maximize them. Participants have created a leadership group that meets on its own to create additional networking and development opportunities for the group.

Equally innovative

At AT&T, diversity drives innovative solutions. That’s why we’re proud to support the 10th Annual Innovations in Diversity Awards. We’re honored to be chosen as a finalist for this years competition.

© 2013 AT&T Intellectual Property. All rights reserved.

10th ANNUAL International Innovation In Diversity Awards

AWARDS OF EXCELLENCE In addition, the program also empowered other ERGs to see the potential business impact they can have on the organization. PDJ

different Hispanic communities. It has also increased awareness, causing manufacturers to hire Hispanic advertising agencies and diversity leaders. PDJ

Novartis’ Executive Female Leadership Program

Saskatoon Health Region: Helping International Medical Professionals

Novartis Pharmaceuticals AG is actively addressing the gap in female leadership gap and fostering gender diversity. A key component of this strategy is the Executive Female Leadership Program (EFLP), launched in 2010 by Joe Jimenez, then head of Pharmaceuticals Division and now CEO of Novartis. Designed to address issues talented women may face when striving for the most senior levels of the organization, these include exploring development opportunities and strategic career planning, but also broad cultural issues, such as lack of flexibility in working hours, the impact of dual-career families on mobility, and low tolerance for different leadership styles. Fifty-six participants completed the twelve-month program in 2010 and 2011. The participants work closely with a mentor from the top 200 Novartis leaders and external coaches. They come together for three face-to-face sessions and work on complex projects. Webinars on key business and leadership development topics broaden and deepen their learning. Topline data shows that 18 percent of participants have been appointed as country heads or general managers, while 14 percent have been promoted onto a local/country or functional executive committee. A full 79 percent of participants have moved to new roles (either a promotion or a lateral move to gain breadth of experience). PDJ

As the provincial lead of Pathways: IEHP Support, Bridging and Integration, Saskatoon Health Region’s primary goal is to support internationally educated health professionals (IEHPs) employed within Regional Health Authorities (RHAs) in Saskatchewan to successfully bridge into their health profession. As of March 2013, 334 participants from across the province were registered with the project. Each participant is offered one-to-one and group support. Two project consultants guide participants through profession-specific processes for credential assessments and language requirements. They also provide referrals and resources to address gaps in knowledge and skills while supporting IEHPs on their path to licensure. They also help them successfully integrate within a Canadian healthcare environment. With language emerging as the number one challenge for the majority of participants, project activities were developed with language enhancement in mind. Additionally, to provide an opportunity for individuals to interact and share experiences while enhancing English language skills, an IEHP Peer Network was launched. PDJ

Polk: Hispanic SubCulture Data Supports Growth The Hispanic consumer represents 11 percent of new vehicle registrations in the U.S. and each automotive brand wants to know if their Hispanic share is increasing, declining, or neutral. For a long time, the auto industry viewed the Hispanic/Latina auto buying community as a single metric. For that reason, in January 2013 Polk launched Hispanic subculture new and used vehicle registration data. The innovations helps the auto industry assess Hispanic volume and share changes based on a multitude of variables, including geography, different vehicle details, and time periods to create or support both internal and external diversity strategies. The data helps automotive ad executives create relevant regional and grassroots marketing campaigns to specific Hispanic subcultures. The industry has come to recognize there are small but sometimes important differences in dialect and auto preferences amongst the



July/August 2013

Walmart Grows Female Leadership Women in Retail (WIR), initiated in Canada in 2010, provides female associates with tools and resources to develop their careers, including mentor/sponsorship programs, workshops, networking opportunities, and a champion in each business unit. The primary innovation of the WIR program is based on the premise “Think Globally, Act Locally.” Walmart has more than 2.2 million associates in twenty-seven countries, with a majority of associates being female. The WIR umbrella branding now covers all women’s initiatives. The global WIR Program is all about the development of women leaders who are high performers with high potential as leaders, persuasive and effective in developing talent and leading teams, and motivated to achieve success for themselves while strengthening the company. Since 2010, there has been a 38.5 percent increase in the number of female store managers across Canada, up from 16.9 percent. In China, sixty-two participants have enrolled in the WIR program, and 47 percent of the one hundred Women in Leadership Program participants in Brazil have recently been promoted. PDJ


Learn more about our careers for women at http://jobs.halliburton.com/diversity


Š 2013 Halliburton. All rights reserved.

10th ANNUAL International Innovation In Diversity Awards

HONORABLE MENTION In Alphabetical Order


Moss Adams LLP

Bayer Corporation

National Grid

Comprehensive Human Equity Training New ERGs and Other Diversity Efforts Supported by Outside Recognition


Increasing Female Representation in Accounting Women Empowered

Ontario Ministry of Labour

Accountable Leadership and Employee Engagement

Cigna Diversity and Inclusion 2.0

Ontario Public Service

City of Saskatoon

Developing Accessibility Plans

Updating Policies with the Equity Continuum

City of Vancouver

Plan International Canada Inc. Fit for Purpose Recruitment Strategy

City of Vancouver Mentorship Program for New Immigrants

Region of Waterloo

Coca-Cola Enterprises, Inc.


The “Diversity in Action” Program

Dialogues on Diversity

Empowering and Employing People with Autism


The DLA Piper Undergraduate Internship Program

FordHarrison LLP

FordHarrison’s Women Leaders Forum

Gibbons PC

Thought Leadership for the New Jersey State Bar Association Strategic Plan for Diversity

Government of Manitoba

Employment of Youth with a Disability Strategy

Imprint Plus

Sullivan & Cromwell LLP ‘Floor Wizard’ Helps First-Year Lawyers

TD Bank

TD’s Make it Better Video

The Hartford

The Hartford’s Reverse Mentoring Program

United States Air Force Academy Ambassadors of Inclusion Program

University of the Rockies

Building a Network for Diversity

Rocktoberfest Builds Employee Engagement


Linkage’s Institute for Leading Diversity & Inclusion Alumni Program

MGM Resorts International Inspiring Our World Diversity Musical Event

WellCare Health Plans, Inc. Partnering with Tampa Bay-based Disability Training Center

William Osler Health System

Diversity Change Champions: Creating a Tipping Point To read more, please visit diversityjournal.com PDJ



July/August 2013



Diversity Leader Communication Cycle CO MM ITM EN T


Company/CEO Promotion

Chief Diversity Officer


















Diversity Dept.






Collection Research




Diversity Journal

ON Products/Services Community



The Diversity Leader Award® is an annual communication award won by companies that share their diversity and inclusion success stories with Diversity Journal on a regular basis through participation in special features and profiles of their leaders. The companies that win this award serve as a model to others, showing their commitment to global workforce diversity and inclusion.

RoadtoSuccess ©2013 Rector Inc. All rights reserved.





Not Just A Children’s Condition Career

• Has difficulty focusing and staying on task, may feel more comfortable managing many different tasks simultaneously • Difficulty with tests, passing standardized tests can be a barrier to career advancement • Highly successful/overachiever, or considered “not working up to potential.” Either way, displays extreme work ethic • May be a perfectionist and overreact when they make a mistake • Out-of-the-box thinker or operates with very strict rules for themselves • Learns best through hands-on experience, demonstrations, experimentation, observation, and visual aids


By Debra Marcelle-Coney, PhD, and Myrna Molinari, MSW, LCSW, CAP, Department of Veteran Affairs


he thought of a learning disability never crosses the minds of most people. Some may dismiss the idea and assume it is a few tendencies or possible characteristics of something else. As a result, the association between transposition of a few numbers here and there does not seem like a big deal. One may think it is an error until one notices a pattern or trend over many years or significant events and begins to track at least ten or more of the common characteristics of Adult Dyslexia. Listed below are a portion of the five areas of adult lifetime stages of maturity based on the New England Dyslexia Solutions website:



July/August 2013

• May be able to sense emotions and energy of others • Remembers struggling in school • Often has dyslexic children and experiences guilt when seeing own child struggle. Insecurities arise while reading to own children or helping them with homework. • Easily distracted/annoyed by noises and other things in environment • May appear to “zone out” and be unaware that it is happening • Misspeaks, misuses, or mispronounces words without realizing it • May have poor balance or is/was very athletic • May have excellent recall of events that were experienced or not remember at all • May confuse past conversations or be accused of “not listening”

Treatment Options for Adult Dyslexia

Reading, Writing, and Spelling

Researcher and expert on dyslexia Ronald Dell Davis views dyslexia as a gift instead of a defect, and describes dyslexia as a function of picturethinking with an associated assortment of strengths and abilities. Davis himself struggled with a severe form of dyslexia and researched ways to overcome barriers to learning. His Accelerated Resolution Therapy (ART) utilizes visualization paired with rapid eye movement to process images attached to traumatic emotions that are stored in memory. The eye movements are believed to stimulate and integrate activity of both brain hemispheres that is conducive to better problem solving. This method helps the patient view the original event or problem while processing out negative feelings and imagery to improve mood and functioning. Founder Laney Rosensweig has used the ART method in dyslexia treatment. His results show the adult learner “seeing” themselves reading successfully without difficulty. As a result, they feel more relaxed, confident, and read more fluently while enjoying an experience they previously dreaded. Rosensweig and Davis’ position is the brain functions in picture thinking to resolve problems may offer a very viable treatment option for adults with dyslexia. Color therapy has also been successfully utilized in helping the adult learner to see the words and numbers correctly instead of transposed. This helps them to read fluently, work correctly with numbers, and function better. Color therapy has been studied in the treatment of dyslexia, and while there are a range of colors that have been successfully used, two dominant colors, rose and aqua blue, appear to work best for addressing difficulties in reading. There are a number of formats the colors can be used in, including sheer colored plastic sheeting and colored lensed glasses. Alternative medicine also uses light in the practice of color therapy. Numerous other theories on the development of learning disorders and methods for treating dyslexia are available. The main barrier for the adult professional to overcome is seeking help. For those with limited access to professional help, there are free resources available.

• Difficulty reading unfamiliar fonts • Avoids reading out loud, or may dislike public speaking • Will commonly perceive that they “read better silently” • Has adopted compensatory tricks to remember spelling and homonyms (their, there, they’re), or misuses homonyms and has poor or inconsistent/ phonetic spelling • Reading fluency and comprehension fluctuates depending upon subject matter • Frequently has to re-read sentences in order to comprehend • Fatigues or becomes bored quickly

while reading • Reliance on others (assistants, spouses, significant others) for written correspondence • Uncertainty with words, punctuation, and spelling when writing, or reliance on spell-check and grammar-check • Words out of context look “wrong” • Poor handwriting, masks spelling mistakes • Writes with all capital letters, or mixes capital letters within words, and abbreviates words frequently

• Difficulty remembering names of people without tricks, but remembers faces

Math, Time Management, Directions • May understand higher math, but can’t show it on paper • May excel at math, or may still rely on tricks for remembering math facts • Relies on calculators or finger counting, may have difficulty with making change • Difficulty with left/right and/or north, south, east, west • Gets lost easily or never forgets a place they’ve been • Difficulty reading maps • May have anxiety or stress when driving in unfamiliar places, relies on others to drive when possible • May lose track of time and is frequently late, or is highly aware of it and is very rarely late • Finds it difficult to estimate how long a task will take to complete

July/August 2013

Behavior, Health, and Personality • May have a short fuse or is easily frustrated, angered, or annoyed • Easily stressed and overwhelmed in certain situations • Low self-esteem • Self-conscious when speaking in a group, may have difficulty getting thoughts out: pauses frequently, speaks in halting phrases, or leaves sentences incomplete. This may worsen with stress or distraction. • Sticks to what they know, fear of WWW.DIVERSITYJOURNAL.COM



new tasks or any situation where they are out of comfort zone • Extremely disorderly or compulsively orderly • Confusion, stress, physical health issues, time pressure, and fatigue will significantly increase symptoms Like most, I thought dyslexia was predominately a children’s condition. Personally, I never imagined that I would have dyslexic traits, until I began to notice how some of my thinking patterns were inverted, meaning my sentence structure pattern provided the ending before the beginning. Although my chair during my dissertation process would

recommend I periodically change some of my concepts around, I never believed it was possibly a learning condition. It was only after the push to reach a targeted disabilities goal of 2 percent of staff as one of the requirements for the annual Employment Equal Opportunity Report did I realize. Someone during the meeting disclosed their dyslexia condition and asked whether that was one of the disabilities. (It was concluded it was not.)It was suggested, though, if anyone would like to self-identify, that the form would be available to be submitted to personnel. The

Employment Equal Opportunity manager assured everyone this disclosure would not cause any discrimination or hinder any potential promotion opportunities based on the disability identification. It was only after this encounter that I decided to do some reading about dyslexia. Research shows many adults go undiagnosed and suffer through a life of shame, doubt, and being misunderstood. Thankfully, there are a number of treatment options available for the adult with dyslexia which provide hope in managing the impact dyslexia has on functioning personally and professionally. PDJ



As A Triple Congenital Amputee: And What You Can Learn From My Story


By Monica Sucha Vickers, Author of My Extraordinary Life


was born in 1954 with no legs and no right arm. This was undoubtedly due to the thalidomide scandal in the 1950s; however, the records have been “lost” and thus, there is no positive confirmation. I was born in Kansas but grew up in Nebraska.


July/August 2013

The doctors did not think I would live very long, and at their recommendation, my very young parents (age nineteen) considered placing me in a home for the disabled. In the end, they decided against it and took me home. They would go on to have six more children, each one physically normal. As a member of this large


family, I was afforded no special privilege or consideration. I was expected to do everything everyone else did. My extended family was told to let me try things first and if I needed help, I would ask. They were cautioned not to rush in and help me just because a task looked awkward or difficult to them. There is no doubt in my mind that this philosophy is the reason I never really thought I was ‘disabled’. At a young age, I was equipped with leg prostheses and crutches which I wore until I was twenty-one. At that time, I decided that an electric wheelchair would be of most help in achieving my independence and I no longer wore the limbs. An arm prosthesis was tried as a child but it was discarded quickly as affording no tangible benefits. I was nearly in my twenties before I began to truly appreciate that I was quite different physically. Until then, I had no real reason to notice. I made it through grade school, high school, and college without too much problem. Steps and snow were an issue but those rarely prevented me from doing something. I vowed, however, to get rid of the snow issue by moving to California when I graduated from college. It seemed like there were fewer steps in California too. My disability did not start to “interfere” with my life until I began looking for a job. Initially I did not recognize discrimination, bias, or prejudice, but I began to sense that outcomes sometimes seemed unfair. I could see that some decisions were made based on flawed assumptions and stereotypes. First I went to an employment agency to take a typing test. I obviously shocked the receptionist because, after she found her words, she gave me instructions on turning on the electric typewriter. To put it mildly, I was quite insulted. As I simmered quietly, I produced a stellar fiveminute test (124 wpm, 2 errors). As I left, I told her I shut off the typewriter but I would not take a job from her agency. At that moment, she realized her blunder, and she became quite apologetic. When I would not change

my mind, she told me I would likely do well in the medical transcription field. When I applied for my first transcription job, they were hesitant but agreed to try me on a trial basis at a lower pay. Some years later, in this same facility, I was bypassed for a promotion even though they admitted I was the better of two candidates. They believed new hires might be turned off at interviews. I felt like I had been hit by a truck, but on some level, I could sort of see their point. In retrospect, this was my first introduction to clear discrimination. Dating also proved to be challenging. I had my first date at age twenty-four. In the end, I found the right person for me but he struggled considerably for years with family and work perceptions. Many thought he would simply be a caretaker. The biggest struggle in my life has been meeting new people. They consistently form an opinion that does not even resemble me or my life. The worst thing about my disability is that people see it before they see me. Having a disability is simply a lifestyle—a different way of doing the same thing. It does not make one courageous, brave, or heroic. Disabled people know what they can and can’t do. Knowing these limitations helps one look at the bright side of things. It helps to think positively and be grateful for the things that can be done. I hope that by sharing my story, people who have never had a relationship with a disabled person will realize that we are just people. Very often, the disabled make wonderful spouses and parents. There is no need to be afraid or apprehensive. I know it is often difficult to know what to say to a disabled person or whether or not to offer your help. My suggestion is to smile and say hi. If help is needed, the disabled person will generally ask. If they don’t, chances are they don’t need (or desire) help. For family members of the disabled, the worst thing you can do is pity them. When someone pities me, I quickly feel diminished. Encourage as much independence as possible, even though it may look to you like the task is a struggle. Pushing these limits helps a disabled person reach their full potential. There is also much satisfaction in achieving even the simplest task independently. Finally for the disabled themselves, I hope the description of my struggles and successes is motivating to never give up. No one, including me, would volunteer to be disabled, but going forward with a positive attitude makes the journey much easier. PDJ July/August 2013






Tells Her Story

n the following interview, we speak with Dr. Carolyn Stern, MD, a Deaf family physician/urgent care physician, public speaker and disability advocate, cofounder of deafdoc.org, and medical director and school physician at the Rochester School for the Deaf. She is also a consultant for many organizations, including the National Board of Medical Examiners, National Association for the Deaf, National Center for Deaf Health Research, and World Federation of the Deaf.

Q. As a Deaf person, how did you get through school? How do you get through work every day? Flexibility and a sense of humor are definitely important! Each situation is different, so mine is not a one-size-fits-all response. I usually use different methods to achieve the “best possible” result—a combination of environmental adaptations (room lighting and acoustics, for example), thinking outside the box, experimenting with different technologies, and working with support services. More often than not, talking with people helps a great deal. It also helps to be nice. Q. What were you worried about when you finally finished your medical training? As a Deaf physician, I was somewhat worried about how patients



would react to me. I need not have worried! People tell me that they love the fact that I have to look at them—technology often distances people from each other. I have heard from many patients that their doctor never looks at them—they seem to pay more attention to the computer and the patient’s chart. Q. What should I keep in mind when working with someone who is Deaf/Hard of Hearing? There is a well-known short narrative, Welcome to Holland, by Emily Perl Kingsley. It is a metaphoric story about what it is like to have a child with a disability, or work with someone who has a disability. The premise: you planned all your life to travel to Italy, but when the plane lands, you end up in Holland. Now, you need to learn July/August 2013

a new language, culture, and learn about available resources for your stay in Holland. Throughout my own life experiences and the practice of medicine, I have found that only one thing is certain: there is no one single communication approach that works for all people. Any organization or person that claims that their method is the “only way” must realize that what worked with one person may not work for another. The most important thing you can do is to ask them what works. If you can mutually work something out, great! If you can’t, work on it until it does—you both will benefit. Q. What are some common myths about the Deaf and Hard of Hearing? If I start to talk, the first response that people have toward me is, ‘Wow! You speak so well—how can you drive? Talk on the phone? Use a stethoscope?’ Any number of questions will follow. My answer to them is yes, Deaf people can drive! They can “talk” or, better, communicate on the phone easily, and they can utilize stethoscopes and other visual devices as well. PDJ



Take time to recognize the good around you.

At New York Life, we recognize that employees’ unique qualities often lead to innovation, positive change, and a more productive and dynamic workplace.

For more information about New York Life visit us at www.newyorklife.com/diversity Š 2012 New York Life Insurance Company, 51 Madison Avenue, New York, NY 10010

Life Insurance. Retirement. Investments.




How a White Man’s Game is Diversifying By Grace Austin


ith its modern origins in Scotland, golf has been a popular pastime in America and the English-speaking world for centuries. It also has long been a white man’s game. From barring women to only allowing blacks to be caddies, to golf ’s current era of multiracial Tiger Woods and the August National Golf Club opening its doors to female members, progress has been slow yet steady in the sport. The slow progression of diversity in golf is similar to another white male-dominated arena: corporate America. And as evident in the corporate world, diversity cannot be fully implemented without the passionate support of white males. One such leader improving diversity is Steve Mona, CEO of World Golf Foundation. The World Golf Foundation was the brainchild of PGA Tour Commissioner Deane Beman, who initially wanted to create a PGA Tour Hall of Fame near the Tour’s headquarters. After receiving support from the LPGA, the USGA, and the R&A, though, the World Golf Foundation was created in 1994, a larger body dedicated to promoting and venerating golf ’s most noteworthy contributors. Named to Golf Inc.’s “Most Powerful People in Golf ” for the past twelve years, Mona became the World Golf Foundation’s first CEO in 2008. During his tenure Mona has taken a special interest in diversity. “It didn’t take much to determine that the golf industry, if it’s going to achieve its ultimate goals Despite efforts, minority player participation still remains low in golf. in terms of participation and interest, needs to heightening awareness of it, focusing on where we are look like America looks. And our industry, on just today and where we want to go in the future, and getabout any dimension, does not look how America looks. ting other interested groups involved, that’s the greatest So our view was to find out why that was so, and focus contribution we can make.” on areas where we could have impact on greater diversity in the game,” says Mona. Discrimination in Golf “At the World Golf Foundation, consistent with The PGA was founded in 1916 by thirty-five all-white how we do our business generally, which is bringing members. A Caucasians-only rule kept minority golfers the industry together to focus on the greatest issues in outside of the association for almost fifty years. African the game, that’s the approach we’re taking as well. By



July/August 2013

Rice and CEO Darla Moore, to become members in 2012, and didn’t allow black members until 1990.) Despite this progress, there are still areas of golf that lack diversity. On the business side, according to the World Golf Foundation, Caucasians hold 80 percent of industry jobs. Only one-third are held by females. Fewer than ninety PGA club professionals out of 28,000 are African American. Concurrently, there are only 263 Hispanic members and 196 Asian members. Most of these pros work in public golf courses, too, as opposed to private membership clubs which are From left: Rick Smith, Executive Director of the North Florida more exclusive. PGA; Representative Ronald “Doc” Renuart; Jack Peter, Senior Currently there is one woman exec at VP and COO of World Golf Hall of Fame; and Steve Mona, CEO the PGA of America, Christine Garrity, of the World Golf Foundation. who serves as managing director and general counsel. The LPGA employs just one Americans found ways to organize though, African American female, Zandria Conyers, who through such entities as the all-black United is the chief legal counsel and on the executive Golfers Association, created in 1925. For destaff. The PGA Tour has one African American cades, African Americans Bill Spiller, Madison on the executive staff, Leonard D. Brown, Jr., Gunther, Pete Brown, and Ted Rhodes all chalwho serves as chief legal counsel. lenged the PGA’s policies. Charlie Sifford finally “We need to have more minority and women broke through the color barrier in the PGA in in leadership positions,” says Earnie Ellison, the ’50s and ’60s, later winning the PGA Tour director of business and community relations twice and the 1975 Senior PGA Championship. for the PGA of America. “While I am the only Gradually, more minority golfers began to comAfrican American [director] right now, I would pete with their white counterparts. In the ’90s venture to say that is not going to be the case Tiger Woods became one of the top golfers in for long. We have a new management team the world—and one of the world’s most recogthat is focused on how to become more dinized and marketable athletes. verse at our leadership levels. Our CEO [Peter Today, The National Golf Foundation estiBevacqua] is focused on making us more relmates blacks, Hispanics, and Asians comprise evant in terms of diversity and inclusion.” 21 percent of 27.1 million recreational golfers. From a player standpoint, Woods is the only Women represent 25 percent of that number. African American on the Tour—other minority Many women and minorities have taken up the representation is limited as well. The same is true game recreationally, not only due to a broadened on the LPGA, with Asian and Asian Americans image of golf (mostly due to Woods), but to like Michelle Wie, Yani Tseng, and Na Yeon help climb the corporate ladder. Organizations Choi being the most visible minority players. like the Executive Women’s Golf Association, Unfortunately, the outlook doesn’t look much which involves 19,000 women in 124 total better—there are still too few minorities in the chapters, blend sport and social and networking pipeline to the pros. opportunities. The “pipeline” consists of elite institutions Most golf courses throughout the country like the American Junior Golf Association and today welcome women and minorities (alcolleges’ and universities’ golf teams. Few mithough there are still some strongholds, like the norities are found on most collegiate teams, alaforementioned home of the Master’s, Augusta though Asian players outnumber other minority National Golf Club, which only invited two golfers on men’s teams nationwide. women, former Secretary of State Condoleezza July/August 2013





Much of the disparity in professional golf, too, comes from the absence of financial support minority players need to maintain a professional career. Golf can be an expensive sport, between the equipment needed to the course fees. The National Golf Foundation’s 2010 Minority Golf Participation in the U.S. study showed that golf is highly correlated with income, regardless of race or ethnicity. “I would say that at certain levels [golf ] is out of the reach for the average American. But there are other ways to play. You can play golf at a local municipal course or privatelyowned, open-to-the-public course and play fairly inexpensively. If you compare eighteen holes of golf over the course of a few hours to other forms of recreation and entertainment, golf actually compares pretty favorably. With respect to attaining equipment, organizations such as Get Golf Ready will loan you equipment [when you play]. If you are interested outside of that, you can acquire new equipment reasonably at Play It Again Sports, eBay, and Craig’s List,” says Mona. “I believe there’s a stereotype that golf is an expensive game, and it’s being perpetuated by golf on TV, and people think that’s what golf is. There’s plenty of ‘basic golf ’ out there that’s accessible.”

Changing The Face of Golf Inside and Out

Despite its history and relatively slow progress, the PGA and the World Golf Foundation, under Mona’s leadership, are taking proactive stances towards improving diversity. “If you look at golf on TV on the weekends, the institutions of the game, and certainly look at the leadership, we definitely look very white and male. I believe the vast majority of people in golf leadership are very interested in seeing greater diversity in our game on all levels. I think when you address it, you begin to see results,” says Mona. As Mona says, there are four areas the World Golf Foundation has pinpointed for potential improvement. These include recreational golf, or amateur golfers; competitive golf, or people that improve their game from the amateur to the professional level; careers in the golf industry; and supplier diversity. For Mona, the latter two initiatives are where golf industry professionals like him can make the most difference. “In my judgment, careers in the golf industry are an area where we have an ability to influence right away. There are almost two million people in the golf industry. [We are trying] to ensure that individuals from diverse backgrounds are aware that there are jobs in the golf industry. I think the fourth area is where we can influence the most, suppliers to the golf industry. The PGA of America has a supplier diversity program, and they’ve done quite well with that, particularly with the PGA Championship, Ryder Cup, and the



July/August 2013

Getting females and minorities interested in the game from a young age is a vital aspect of growing the game.

events they stage around the country,” says Mona. The PGA’s Golf Industry Supplier Diversity Initiative has been at the forefront of giving opportunities to minorityand women-owned businesses. The initiative was launched in 2008, with a goal of 25 percent spend with minority- and women-owned suppliers. Ten to 20 percent of companies report actively seeking minority- and women-owned businesses, according to the World Golf Foundation. “We wanted to vet minority- and women-owned businesses that have the capabilities of not only servicing the PGA of America and our events, but the golf industry as well. The thinking was, if we are able to drive minority- and womenowned businesses to do business in golf, it’s also going to grow the game. As individuals see more minority- and women-owned businesses contributing to the game, because of a loyalty factor, they will also pick up the game,” relates Ellison. “Bringing on some of the premier women- and minorityowned businesses, too, many of them have strong board of directors. Because of their influence, it opened up doors for areas where we didn’t have presence.” The PGA Post-Graduate Diversity Program, PGA Tour Diversity Internship, and Golfworks, an MGA Golfsponsored paid internship for minority youth, have all worked towards providing and promoting career opportunities for female and minority candidates. The PGA Post-Graduate Diversity Program, in particular, is working at developing more minority pros. While there are two other ways to become a pro, including the traditional apprenticeship program, which normally takes six years, or the 4.5 year-PGM program, available at only twenty universities nationwide, the PGA Post-Graduate Diversity Program is an accelerated program for the minority player trying to

© 2013 Lockheed Martin Corporation


Diversity is more than a goal. It’s a necessity. When you face down the most important projects in the world, every idea counts. Every viewpoint matters. That’s why, at Lockheed Martin, we not only believe in diversity. We embrace it. And, as a result, are able to deliver the most innovative solutions to some of the most complex problems imaginable. Get connected to the Lockheed Martin Supplier Wire at: www.lockheedmartin.com/supplierwire


become a pro. “We found in both of those [first two] processes, we were not getting the minority participation we needed in order to grow our membership, [so] we created this accelerated program,” says Ellison. Students must have a bachelor’s degree and complete the Player Ability Test (PAT) to participate in the program. Initially they take concentrated classes over a period of six weeks to bridge the learning gap. From there students are connected with work experiences while completing their second and third PGA pro levels. Players can complete the program in three years, as opposed to the customary six-year apprenticeship program. “Employers are saying these are great professionals who put a lot of effort in because they know what their career is going to be. It has been so successful that several of our partners that have a need for professionals are assisting with [program] tuition and even hiring these pros,” says Ellison. Recreationally, The World Golf Foundation’s The First Tee has been one of the most prominent initiatives in the game. The First Tee was established in 1997, just the time Woods’ career was taking off. The initiative, designed to introduce golf to those who wouldn’t normally be able to access the game, as well as promote good sportsmanship and education, now consists of 17 percent African American, 14 percent Hispanic, and 6 percent Asian American participants. Joe Louis Barrow, Jr., son of boxing great and golfer Joe Louis and a former U.S. Department of Commerce aide, is CEO of The First Tee. “While The First Tee programs are open to all, we continue to place an emphasis on reaching diverse young people so we can help open the door to the lifelong sport of golf and the important values and life skills that are developed through The First Tee programs. Research shows that African Americans and Hispanics are still dropping out of high school at higher rates than Caucasians, which is yet another reason to seek out and support the growing population of ethnic diverse young people,” says Barrow. Countless other golf associations and clubs around the country bring together minority players, both youth and adult. On the competitive stage, a number of invitational and scholarship associations help the best minority golfers reach the pros. The Bill Dickey Scholarship Association is one of the oldest and most respected. Dickey, a former golfer, was the founder of the National Minority Junior Golf Scholarship Association, later renamed in his honor. The Association has given $3.1 million in scholarships since its inception thirty-one years ago. The Bill Dickey Invitational Junior Golf Championship also showcases minority junior golfers from around the country each summer. Similarly, the PGA Minority Collegiate Golf Championship,



July/August 2013

The First Tee program has made an impact on young golfers throughout America since its inception in 1997.

also founded by Dickey, gives minority golfers the chance to prove themselves on a national stage. “I think we are going to start to see, because there is a conscious effort on growing members and players, the investments paying off. But I don’t think right there now we can say the investments we are making are giving us the yield we initially expected right away. I see things are changing there. With the interest of young people wanting to play the game and understanding there are careers in the game, it’s eventually going to change,” says Ellison. “It’s a journey and I feel like we’re on the right track to doing some great things.” Golf continues to break new ground all over the world. The Asian market, in particular, is growing exponentially. In the U.S., though, there still remains a gap between white males and minorities and females. As the population changes, more and more within the golf industry are seeing the business imperative in diversifying golf. With the work of certain golf organizations, like the World Golf Foundation and the PGA of America, the game will continue to reach new audiences. PDJ

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SPEAKING WITH AN ACCENT by Craig Storti Director, Communicating Across Cultures DL

We usually talk about cultural differences in this space, but language can also be a challenge in a multicultural environment. Even the most fluent, bilingual speakers of English as a second language—people who speak English better than a lot of Americans do—sometimes speak with an accent that natives can’t immediately understand, especially if the conversation is by phone. In many cases these people do not realize they speak with an accent, and it can accordingly be frustrating for them when native speakers do not immediately understand what they’re saying. It’s frustrating for two reasons: everyone from their own culture understands them when they speak, so they are not aware or don’t really believe they speak with an accent, and after all, they’ve learned English, so isn’t that enough? To be honest, many Americans sympathize with their non-native speaker colleagues. They appreciate that they have done the work to learn English, and Americans usually feel badly when they don’t un-


derstand them. In some cases, they pretend they understood and try to accomplish whatever needs to be done without the foreign speaker’s input. This is well-intended, perhaps, but not very effective, especially if that person has essential expertise or an important perspective not to be found elsewhere. Nor does it help such individuals any if they don’t realize that other people have trouble understanding them. And finally, it’s also somewhat patronizing— we don’t pretend we have understood native speakers when we have not, so why should we pretend with non-native speakers? Another strategy selfconscious native speakers sometimes follow is simply to do as much work as possible without communicating with their foreign-born colleague, either by doing their work for them or finding another native speaker to work with. This is almost never a conscious strategy, but


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WE DON’T PRETEND WE HAVE UNDERSTOOD NATIVE SPEAKERS WHEN WE HAVE NOT, SO WHY SHOULD WE PRETEND WITH NON-NATIVE SPEAKERS? it is no less wrong-headed and ineffective for not being deliberate. And some native speakers, of course, do not sympathize at all with colleagues who have a strong accent and are quite frustrated and annoyed by them. Whether they are sympathetic or hostile, native speakers who find it difficult to work with colleagues who have a strong

accent clearly need a better strategy than pretending, trying a work-around, or becoming upset. A good place to start is to be honest: explain to the other person that you can’t understand them very well (you can always take the blame if it makes you feel better) and then ask them to slow their speech down, repeat what they’ve said, or put something in writing (in an email or instant message). It’s also true that the longer people spend time in the U.S., the less pronounced their accent will become. For their part, non-native speakers can be proactive, asking others if they have understood and offering to repeat. One thing is for sure: ignoring the problem will not solve it. PDJ

Craig Storti, a consultant and trainer in the field of intercultural communications, is the author of seven books. His latest, Speaking of India, describes the common cultural flashpoints when Indians work together with native Americans. He can be contacted at: craig@craigstorti.com.


WORK-AT-HOME ARRANGEMENTS REQUIRE CAREFUL BALANCE by Karin W. Sarratt SPHR, Vice President of Talent Management and Chief Diversity Officer, WellPoint, Inc. DL

The recent news that Yahoo! would eliminate their work at home policy stirred a passionate debate about the topic. Many believe the advent of technology provides greater flexibility to recruit and retain top talent without the need to be based in a designated company location. Others worry about how having a dispersed workforce may negatively impact productivity, innovation, engagement, and inclusion. The discussion is an important one for companies like WellPoint that have a significant proportion of associates who work from home. Driven by the desire to have greater flexibility and work/ life balance and company-initiated space optimization efforts, our “off-premises worker” program has grown significantly in the last years. We benefit from having associates from all over the country service our members in different time zones. This allows us to source talent across the country and appeal to individuals who may otherwise opt out of the workforce (i.e. working mothers, military spouses, or individuals with disabilities). Operationally, it can also help keep us “open for business” in the midst of temporary office closures due to natural disasters or other emergencies. The question for us is not whether or not to offer these arrangements, but how can we develop a more strategic approach to sustaining a virtual workforce that is productive, actively engaged, and has the channels and opportunities to contribute their perspectives and ideas. When do the challenges of work at home outweigh the benefits to the organization? Where do we draw the line? Are all roles suitable for a work-at-home arrangement? How do we replicate the in-office conditions (casual interactions, opportunities for face-to-face networking, and exposure) that can impact effectiveness, innovation, and career paths? Inclusion is at the core of these questions, and those of us who are shaping the future workplace—one that is diverse and inclusive—must incorporate the virtual workforce into the equation. Technology is a big part of building this inclusive virtual work environment—leveraging tools such as

email, video conference capabilities, and instant video chat systems. But the challenge goes beyond technology. It’s also about ensuring that those who work remotely are in roles that suit these kinds of arrangements and that leaders and managers develop the skillset to bring the voices and perspectives of those they can’t see in the office and create opportunities for interaction and networking. It’s about creating a culture with virtual spaces for brainstorming, collaboration, and innovation. At WellPoint our associate resources groups (ARGs) have provided a forum for our associates to connect, network, and create opportunities for professional growth and development. About a third of all ARG members work from home. Most recently we launched an ARG dedicated to off-premise workers and those who manage or work in virtual teams. WAVE (WellPoint Associates in a Virtual Environment) is focused on working with our leadership in Human Resources and IT to develop a strategic approach to our virtual workforce, bringing their unique perspectives and experiences to this discussion. As professionals focused on diversity and inclusion, we know there is no one-size-fits-all solution and there is plenty of room for innovative approaches to leveraging the virtual workforce. While the topic will undoubtedly continue to be discussed, we know that diversifying through expansion of the virtual workforce alone is not enough. Being strategic and finding ways to drive inclusion of this rich source of talent is the key to success. PDJ Karin W. Sarratt leads all aspects of end-to-end talent management for the enterprise, including succession planning; management and leadership development; performance management; learning; training; organizational development; recruiting and retaining high potential talent; and diversity & inclusion. She is skilled in recognizing and developing top talent to enable successful, strategic succession planning. July/August 2013




GETTING RID OF DISENGAGEMENT, NOT THE DISENGAGED by Trevor Wilson Author and Global Human Equity Strategist, TWI Inc. DL

In the early ’80s there was a startling statistic being bantered around that frightened me. The stat was that over 90 percent of people surveyed actually hated their job. I was in my undergraduate studies at university at the time and promised myself I would never enter that 90 percent group. My plan was to apply for graduate school and stay there until I figured out what I really wanted to do. After a few years I came to the end of my studies and was forced to enter full-time work. Imagine my horror when I landed a job that I absolutely hated and started working for what we call today a “boss-hole.” In other words, I wound up in the heart of the 90 percent group. I am convinced that today, with universal access to information about available jobs thanks to the internet and the lower social stigma associated with frequent job changes, the percentage of people who hate their job has declined significantly. However I



am sure that the percentage of people who hate their jobs is still above half of all workers. Gallup Poll recently published annual employee engagement figures. The research shows that after over a decade of relatively stable employee engagement numbers something happened. The percentage of engaged employees went down from the usual 30 percent to only 10 percent. Accordingly, the percentage of employees not engaged or actively disengaged increased to a disturbing 71 percent. Actively disengaged refers to employees who are physically present but psychologically absent. The actively disengaged are those who are not only unhappy with their work situation, but insist on sharing this unhappiness with their colleagues. A friend of mine who is a living case study of a disengaged worker has a coffee cup on his desk which reads “some days the best thing about my job is that the chair spins.” The new management paradigm of human equity has something to say about reducing disengagement rather than simply reducing the disengaged. As the first approach to management based on a positive psychology template, human equity can substantially improve employee engagement and

significantly reduce disengagement. Can you imagine the impact of a 40 percent increase in the number of actively engaged people at work, combined with a substantial decrease in the number of actively disengaged employees? How would that change the average day at work? PDJ

Wilson’s new book, The Human Equity Advantage, is available now. Focusing on the new human equity management model, it draws on the rapidly expanding field of positive psychology to enhance self-actualization for each employee and business results overall.

In 1996 Wilson started TWI Inc. to specialize in the area of equity and diversity as a business issue. In the same year, Wilson published his groundbreaking book, Diversity at Work: The Business Case for Equity. July/August 2013

At BAnk of the West, We vAlue the individuAl.

Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. We’ve grown stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees that keep us a step ahead of the rest. For career opportunities, visit us online at bankofthewest.com. Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. Member FDIC. ©2012 Bank of the West.



Springboard has been receiving an increase in calls from employers regarding the use of FMLA to care for adult children. Because there seems to be some confusion as to how this works and who is eligible, we have decided to provide the following guidance. An employee who is caring for a child with a serious health condition who is under eighteen years old or is at least eighteen and incapable of caring for themselves due to a mental or physical disability, as defined by the Americans with Disabilities Act Amendments Act of 2008 (ADAAA), is eligible for twelve workweeks of unpaid, job-protected leave during a twelve month period under FMLA. The FMLA regulations use the ADA’s definition of “disability” as a physical or mental impairment that substantially limits a major life activity. The FMLA regulations define “incapable of self-care because of mental or physical disability” as when an adult son or daughter “requires active assistance or supervision to provide daily self-care in three or more of the ‘activities of daily living’ or ‘instrumental activities of daily living’. A parent will be entitled to take FMLA leave to care for a son or daughter eighteen years of age or older, if the adult son or daughter has a disability as defined by the ADA; is incapable of self-care due to that disability; has a serious health condition; and is in need of care due to the serious health condition. It is only when all four requirements are met that an eligible employee is entitled to FMLA-protected leave to care for his or her adult son or daughter. The child being incapable of caring for themselves means that they cannot care for their own basic medical, hygienic, safety or nutritional needs and/or is unable to transport themselves to the doctor. Special needs parents know all too well that the care required can and will often shift from medical or nutritional needs to more of psychological comfort and support especially when the child is being treated in a hospital or other institutional setting. Even in-home care can be daunting for the individual, requiring the reassurance and support of a loving parent. Because the ADAAA broadened the definition of “disability,” many employers believe there will be an increase in



July/August 2013

the number of requests for FMLA-protected leave to care for an adult child with a disability. Whether that proves to be true or not, what has been seen is an increase in FMLA requests from employees who have an adult child returning home from war with a servicerelated disability. In this case, the law provides for a special military-caregiver leave provision which extends FMLA leave for the parent to twenty-six workweeks in a single twelve-month period for each serious injury or illness. This special leave provision is also extended to the wounded warrior’s spouse, adult child, and even next of kin. The following example illustrates how such a request may be handled. A mom has exhausted her twenty-six workweeks of military caregiver leave to care for her single, thirty-year-old daughter, a returning service member who sustained extensive orthopedic injuries to all four of her limbs. In the next FMLA leave year, this mom requests leave from her employer to care for her daughter as she undergoes and recovers from additional surgeries and prosthetic fittings and therapy. In this case, the mom will be entitled to take up to twelve workweeks of FMLA-protected leave to care for her daughter because her injuries substantially limit her ability to perform manual tasks, and the daughter is incapable of self-care due to a disability, meaning she needs active assistance or supervision in bathing, dressing, and eating. The daughter’s injuries are a serious health condition because they require continuing treatment by a healthcare provider, and the mom is “needed to care” for her daughter. If and when needed, FMLA is an invaluable benefit, but to be truly effective it is critical that both the employer and employee understand how it works. PDJ. Nadine Vogel is president of Springboard Consulting LLC. Springboard (www.consultspringboard.com) is considered a global expert, working with corporations, governments, and organizations on issues pertaining to supporting the disability community in the workforce, workplace, and marketplace. She is also the author of DIVE IN: Springboard into the Profitability, Productivity and Potential of the Special Needs Workforce.

V A N G U A R D C A R E E R S . Stay. Inspired.

At Vanguard

I stay motivated. Discover a unique company that invites you to join - and inspires you to stay. Vanguard is a unique place to work that attracts unique people. Crew members view professional growth as a lifelong endeavor, an outlook that aligns with our long-term approach to investing.

Diversity Enriches Everyone

As an equal opportunity employer, our commitment to diversity extends throughout our company, from senior leaders to crew members around the world.

Connect with Vanguard® Vanguard is an Equal Opportunity Employer.

In our mission to be the best, we know that diversity of people and viewpoints is a vital asset. We are proud to partner with professional organizations such as the National Black MBA Association, the National Society of Hispanic MBAs and the Anita Borg Institute for Women and Technology. We see, every day, how fostering a diverse workforce promotes inclusion, stimulates innovation, and helps us all achieve the highest levels of productivity. We’ve created an organization that’s built to last, and we invite you to join us.



PREPARE FOR A NEW EXPANSION OF WHAT CONSTITUTES EMPLOYMENT DISCRIMINATION by Nelsy C. Gómez Labor & Employment and Immigration Practice Groups, Cozen O’Connor

The 2013 U.S. Supreme Court cases on the federal Defense of Marriage Act and California’s Proposition 8 will likely have major impact on gay and lesbian rights. However, beyond these cases there may be a greater expansion of employment rights for LGBT individuals. This potential expansion is one of the catalysts underlying the new U.S. Equal Employment Opportunity Commission (EEOC) 2013 – 2016 Strategic Enforcement Plan (SEP), and the Employment Non-Discrimination Act of 2013 (ENDA) now before Congress. The SEP lists six top EEOC enforcement priorities covering such issues as employment and recruitment discrimination, equal pay, retaliation, and harassment. The EEOC will now review and screen each charge filed to determine whether the charge raises a SEP priority issue. If it does, the EEOC will give it the highest enforcement effort and assign additional investigatory resources to pursue it. One of the six SEP priorities is the notion of emerging and developing issues, defined as including “significant events, demographic changes, developing theories [and] new legislation …” As a specific example, the Commission cites “coverage of lesbian, gay, bisexual and transgender individuals under Title VII’s sex discrimination provisions, as they may apply.” This SEP priority indicates that LGBT workplace rights will be central in defining and prosecuting employment discrimination. But a second major development suggests even more vigorous enforcement. In April 2013 a bipartisan group of senators and representatives introduced the ENDA, which would prohibit most employers from discriminating against employees based on sexual orientation or gender identity. While similar bills have come before Congress for nearly twenty years without being acted upon, the prospects for a successful vote this year are greater than ever. Currently, twenty-one states and the District of Columbia prohibit employment discrimination on the basis of sexual orientation; federal law currently does not



July/August 2013

offer such protection. As introduced, the ENDA would WHILE SIMILAR BILLS amend Title VII of the Civil HAVE COME BEFORE Rights Act to prohibit employers with at least fifteen CONGRESS FOR NEARLY employees and other covered TWENTY YEARS, entities from discriminating THE PROSPECTS FOR A against employees on the SUCCESSFUL VOTE THIS basis of sexual orientation or gender identity. Unlawful YEAR ARE GREATER practices would include disTHAN EVER. charging, refusing to hire, retaliating against, or otherwise adversely affecting the status of an individual because of actual, or perceived, sexual orientation or gender identity. A covered entity must post a notice of employees’ rights under ENDA. An interesting aspect of ENDA would allow businesses and organizations already exempt from the religious discrimination provisions of Title VII of the Civil Rights Act to also be exempt from ENDA. It is important to note that ENDA may not receive congressional approval. If it does make it past that hurdle, President Obama’s express call during his inaugural address for greater LGBT rights indicates he would willingly sign it into law. Regardless of what happens with ENDA, the EEOC’s enforcement priorities make it abundantly clear that proactive employers should consider including gender stereotyping, sexual orientation, and gender identity in their antidiscrimination and harassment policies and training programs. PDJ

Nelsy C. Gómez is a member of the Labor & Employment and Immigration Practice Groups of Cozen O’Connor in the firm’s Houston office.



| People with disabilities constitute the largest minority group in the U.S. They are also the largest minority group seeking employment today. Most are without work and many earn an income below poverty level. So what can today’s employers do to engage this high-performing, flexible, and present workforce? The following leaders tell us how they’re doing it.

International Perspectives: Recruiting Disabled Employees By Cathryn Gabor, Senior Vice President, Human Resources, CEVA Logistics, Americas and Glaucia Teixeira, Vice President, Human Resources, CEVA Logistics, Latin America


ur team in the Americas has been working to remove barriers that face people with disabilities at work. Key programs that have proven successful over the past year include our Global Diversity Council (GDC) and “CEVA Inspire” program. Our global network includes 51,000 employees in 170 countries. With that substantial population, the GDC serves a crucial role in raising awareness of diversity and inclusion. Through encouragement from the GDC, our team in Brazil was able to raise awareness in the company and community to increase hiring of disabled employees by 78 percent in 2012. In Brazil, the law requires businesses to hire disabled workers but businesses often struggle to attract the disabled population. By working with local nonprofits and HR partners, CEVA was able to communicate the value of having a career with a multinational company. In order to maintain that level of acquisition and retention, the GDC is assisting the Brazilian team by standardizing diversity training to share across the entire region. Employee working groups engage team members to emphasize the importance of diversity and inclusion. One program that has been successful with employees in



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the Americas is “CEVA Inspire,” a predominantly employee-funded program created to help employees in need of financial assistance and support local charitable organizations. CEVA Inspire is funded through direct contributions from our employees, vending machines proceeds, and fundraisers. The program also receives contributions from other CEVA locations globally. CEVA Inspire plays a role in supporting our disabled employees, especially in times of need. The program provides emergency financial assistance to employees who suffer damage from natural disasters, bereavement assistance, and reimbursement, to employees who face unexpected medical conditions and expenses. A diverse and inclusive environment challenges our way of thinking by bringing together a variety of talents, backgrounds, and experiences, and serves as a catalyst for new ideas and innovation. As the disabled population represents an important population in the Americas, we understand the importance of being a welcoming employer. PDJ

Differences in Abilities are Natural Variations By Lori Golden, Abilities Strategy Leader, Ernst & Young LLP DL


op talent comes in different packages. We work to create a culture of inclusion—so all our people can bring their full selves to work and be fully productive. People with disabilities work in all our service lines and at all levels. We avoid using the terms “abled” or “disabled” and view differences in abilities as natural variations in the human condition. We work to make our company comfortable and enabling for everyone by focusing on accessibility, career development, and educating our people on all aspects of inclusiveness. We try to go beyond the requirements of the Americans with Disabilities Act in

order to create an environment that serves people of all abilities. We use a checklist of office practices, for example, that includes putting frequently used items like coffee and office supplies near the front of lower-level shelves, so they’re reachable for everyone, including people in wheelchairs or who are of short stature. Our Ernst & Young AccessAbilities Professional Network helps educate our people by providing guidance about and raising awareness of workplace issues affecting people with disabilities. We’ve created handbooks, quick guides, posters, and videos, including “AccessAbilities Minutes,”

which are minutelong presentations featuring real life examples of inclusiveness from our offices. Many disabilities, such as chronic health conditions or mental health issues, are not readily apparent. That’s one reason why the AccessAbilities and the Ernst & Young Veterans Professional Networks are cohosting a series of lunch-and-learns on post-traumatic stress disorder, a condition that affects veterans and civilians alike. We’ve come a long way, but there’s more to do. We look forward to the challenges ahead. PDJ

When Veterans Reach Their Greatest Potential, So Do We By Janese Murray, Vice President, Diversity and Inclusion, Exelon


ccording to the U.S. Bureau of Labor Statistics, approximately 71 percent of U.S. military veterans in the private sector workforce reported having a servicerelated disability in 2011. Historically, people with disabilities, veterans included, have been much less likely to be employed. We work to cultivate a diverse workforce; that includes hiring and successfully integrating military veterans regardless of service-related disability. Our veteran employees bring expertise in engineering, operations, and security, qualities that are well-suited to the energy business. Moreover, we value veterans’ leadership skills, teamwork, integrity, and commitment to excellence. Through the efforts of our Talent Acquisition team, in 2012 Exelon hired 198 veterans, a number of whom selfidentified as having disabilities. And in the first quarter of 2013, Exelon hired another seventy-four military veteran employees—representing 14 percent of the company’s new hires in this period. This represents a nearly 35 percent increase over the same period last year, and aligns with our support for First Lady Michelle Obama’s Joining Forces initiative. The goal of the initiative is to make military personnel 10 percent of new hires over two years. To proactively include military veterans, Exelon in 2009 established Exelon Militaries Actively Connected

(EMAC), an employee-led resource group for veterans, military supporters, and employees who serve in reserve units. The group advocates for the recruitment, retention, and advancement of veterans regardless of disability. It is Exelon’s fastest-growing employee resource group, with more than 600 members in Chicago, Baltimore, and Philadelphia. EMAC also works with outside organizations to assist with members’ development. For example, we have successfully partnered with the Wounded Warrior Project. And EMAC regularly attends career fairs in partnership with government and military-specific agencies to recruit veterans. Our veterans and advocates give back to the community too. In 2012, our Baltimore employees held several itemcollection drives to benefit VA hospitals across the country. Since last summer, they have teamed up with a local group home for men, The Baltimore Station, to serve free dinners and provide company to the organization’s residents, most of whom are veterans. Like all our employees, Exelon’s veterans are vital to the success of our business. In nurturing their career potential, we better guarantee Exelon’s long-term success. PDJ

July/August 2013





EXPANDING DISABILITY EMPLOYMENT By Carolynn Brooks, Vice President, Chief Diversity Officer, OfficeMax


t OfficeMax we celebrate our commitment and focus on continuously striving to create a workforce that is diverse and inclusive. In 2009, we created an initiative to begin hiring associates with different abilities, the Veteran’s and People with Disabilities Initiative. We wanted to provide candidates with different abilities a pre-training program in a safe environment where they can learn, at their own pace, the necessary skills to work in a distribution/logistics or retail environment to help determine the best career path for them and to open employment opportunities beyond OfficeMax. Turning Point Autism Foundation, located in Naperville, Illinois, afforded us the first opportunity to develop the training curriculum and a pre-training program at their facility. There we learned firsthand how employment opportunities for people with disabilities aren’t just about us. This initiative gives hope to the candidates and their families, and demonstrates to a community how much can be accomplished if everyone is given a fair opportunity to succeed. I have found hiring people with disabilities has allowed us to tap into a talented pool of workers who bring unique experiences and understanding that provides OfficeMax with a distinct competitive advantage. As we sought to expand our employment initiative we

looked for other partners in our community who could support us and teach us what we needed to know. Organizations like Aspire, in the Chicagoland area, worked with us to improve our interviewing and hiring processes to help remove barriers for individuals with disabilities, and will house one of our pre-training centers, through the support from a Kessler Foundation grant that has provided funding to assist in the building of four of our pre-training centers. We have worked with Vocational Rehabilitation Services (VR), a national partner that provides a wide spectrum of support and resources at many of our locations across the U.S. With their support, OfficeMax has built an on-site pretraining environment at our McCalla, Alabama distribution center, and they have helped us hire more than thirty new associates in that location. By 2014, we plan to have additional pre-training environments in Columbus, Dallas, and Las Vegas. We have received national recognition for the impact this initiative is having with people with disabilities, and as OfficeMax continues to move forward with our initiative we are extending our outreach to veterans and seeking other partners to help this program become a true gateway to employment. PDJ

Helping Those with Disabilities Find Work By Candi Castleberry-Singleton, Chief Inclusion and Diversity Officer, UPMC


S THE LARGEST non-government em-

ployer in Pennsylvania, UPMC strives to develop the region’s workforce through various programs, including ones that focus specifically on eliminating barriers to working. Some of these efforts include mentoring students with disabilities before graduation and assisting them with the transition from high school through the Young Leaders Academy. Our staff visits local schools and work with students on job search activities, such as creating résumés and interviewing. In addition, UPMC’s offers Project SEARCH, an international one-year high school transition program for students with disabilities, which prepares



participants for competitive employment through education and work experience. By the end of both of these programs, participants are able to gain and maintain meaningful employment, lead productive lives, and become integrated into an adult work environment. Another route to recruiting successful employees has been through our military veterans. UPMC recently joined two national military employment coalitions that assist veterans find and retain meaningful employment, including Wounded Warriors. UPMC recognizes the unique skillsets of our veterans and the unique ways they can be leveraged in our organization. Once inside the organization, our

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WorkPartners program continues to support the needs of our workforce. They offer accommodations from assistive devices to ergonomic assessments, as well as job retraining and modification for employees disabled after employment. The UPMC Disability Resource Center reviews accessibility throughout our system and identifies ways to improve, provides interpersonal relations training and education for our professional and support staff, engages community partners, and ensures our policies regarding persons with disabilities reflect the unique challenges that face this patient population. PDJ

Understanding Issues and Hurdles of Those with Disabilities By Terry Howard, Diversity Director, Texas Instruments


n any given day at one of Texas Instruments’ campuses, people of various backgrounds, cultures, ethnicities, and disabilities can be seen side-by-side, discussing their next big project. As diversity director of Texas Instruments (TI) for over thirteen years, I have seen how people from different backgrounds help define our workforce. At TI, we’ve had passionate leaders like Lisa Williams, who chairs the Ability to Boldly Live Equally program (ABLE), which was created to bring awareness and education to many different disabilities that affect employees and their families. Through regular emails, social media campaigns, and meetings, ABLE ensures that all TI employees understand the issues and hurdles that affect people with disabilities. It is our mission to include people that are outwardly disabled as well as those affected by disabilities in less obvious ways. We’ve made numerous appearances at disabled-centric career fairs and we continue to have a great relationship with gettinghired.com. Led by ABLE, TI also sponsors an Autism Support Group that caters to coworkers, spouses, and parents of those that live with Autism. It’s a fact of life that just about everyone is impacted by issues of disability, either directly or indirectly. ABLE is an essential resource, since the organization offers a wide range of information on all forms of disabilities, both visible and invisible. Our Job Accommodation specialist in the Benefits organization is there to help both employees and managers accommodate people with disabilities. The result of the ABLE program is a more productive workforce that knows how to turn an obstacle into something that strengthens the bond of the team. Creating this program furthers a goal of mine that is both personal and professional: to promote an inclusive workplace where all people are treated with dignity and respect. PDJ

SUPPORTING THOSE WHO SERVE: Helping Veterans Access Healthcare, Employment, and Higher Education By Elizabeth Williams-Riley, President and CEO, American Conference on Diversity


ETWEEN 2011 AND 2016 more than 1

million service members are expected to return home from Iraq and Afghanistan. Transitioning veterans not only face difficulties finding civilian employment in today’s competitive labor market, but they’ll also encounter bias and discrimination due to their service-related injuries that require complete living adjustments/changes. Our nation is in a time of transition, as we were in 1948 when the American Conference on Diversity (ACOD) was established three years after the end of WWII. Workforce demographics are shifting; veterans are returning home differently-abled; there are increased burdens on caregivers. Newly returning veterans, however, face drastic cuts to government-funded services. And because veterans are trained to be self-sufficient, they’re falling under the radar and their much-needed programs are at risk of being slashed. Today’s service members: • Experience more service-connected disabilities than veterans of prior wars, because of multiple tours of duty • Face severe mental-health issues. More than 90 percent of those serving in Iraq and Afghanistan were exposed to some type of traumatic, combat-related situation • Are increasingly people of color and economically stressed. Veterans of color are disproportionately more likely than whites to become homeless, and about half of all homeless veterans are people of color. Community organizations help fill the gaps. It is our goal to build more awareness and work in collaboration with our community partners to level the playing field for veterans. Earlier this year, our Atlantic County chapter hosted a free program at Richard Stockton College of New Jersey to educate, spread awareness, and promote a better understanding of the needs of returning service members. “Many of us have no idea of what we can or should be doing to help our veterans transition back into the community. The ACOD event was effective in highlighting the challenges veterans face and the actual supports that exist. This is an area that requires much attention,” says Assistant Dean Laurie Shanderson, Richard Stockton College of New Jersey. Through our educational forums, we want to provide a new level of understanding on the opportunities for veterans to access healthcare, employment, and higher education services. PDJ

July/August 2013





Aiding Persons with Disabilities, At Accenture and Around the World By Nellie Borrero, Managing Director, Global Inclusion & Diversity, Accenture DL


e work to promote inclusion at Accenture and the broader business community, including helping to equip persons with disabilities with job skills. Internally, one focus is on educating our people, both with and without disabilities, on integrating persons with disabilities into the workplace while building a visible awareness of how to do this effectively. For example, we strive to provide a barrier-free work environment regardless of geography. We offer accommodations for persons with disabilities, including workplace adjustments that enable them to perform their roles at the highest of their abilities. Our Assistive Technology Tool enables persons with disabilities to request assistive technology online for themselves or on behalf of a colleague. Our Global PwD Champions Network connects persons with disabilities, colleagues, and caregivers through local collaboration, mentoring, awareness-building, and networking activities that occur year round. Additionally, our local offices develop their own initiatives and form employee resource groups specifically designed to support persons with disabilities. We support nonprofits working with persons with disabilities around the world through the Skills to Succeed corporate citizenship initiative, which focuses on helping equip people with the skills they need to get a job or build a business. One example is our work with Leonard Cheshire Disability (LCD). We have been working with LCD to create the Jobability portal for people with disabilities in India, Pakistan, Sri Lanka, and Bangladesh. The portal is an employment exchange for job-seeking persons with disabilities and companies looking to hire and train this talent pool. It was designed to be disabled-friendly, taking into consideration requirements of vision-impaired people, with features such as changeable screen colors and easy navigation. Accenture also supports the Association for Aid and Relief, Japan, including a recent grant of $1.15 million to help the organization provide vocational training, business skills, and suitable job placements to more than 2,700 persons with disabilities. The grant also helps the nonprofit work with employers to develop appropriate work placements. PDJ



July/August 2013

The Ability in Disability By VR Ferosee, Senior Vice President and Head of Globalization Services, SAP AG


AP has a vision to focus on the abilities that everyone brings to the table. Two years ago, employees at SAP Labs India developed a consumer iPad application, “Bol,” to help children with autism learn everyday objects and tasks through auditory and visual feedback. More recently a team at SAP Labs India hired six people with autism to do software testing and ultimately content development. Over time they’ve seen an increase in their team’s cohesiveness and productivity in keys areas. Building on this success, SAP recently launched a global collaboration with Specialisterne, a company which employs autism spectrum individuals, to employ people with autism in best-fit roles such as software testing. For SAP Labs India, the journey has been very enriching. To me, the lessons include the following: Diversity is a mindset. Diversity is not about hiring ‘different’ types of employees, it’s about fostering a mindset of change and inclusion among employees. Once this happens, employees become more committed and have a greater sense of pride. Forget short-term business goals for a while. Though this might not be well received initially, the initial time and resources that you commit will surely pay off in the longer term through the creation of an inclusive and innovative work culture. Change the way you hire. The hiring processes of most organizations are fine-tuned to reject rather than select people. We need to change this and look at people for what they can do rather than what they cannot. Everyone is good at something. Find a way to match people’s strength to the organizations’ needs. Though this sounds obvious, most times this is overlooked leading to mismatch and discontent. Get team members involved. Choose mentors from the employee’s team rather than HR. These mentors go beyond their regular duties and have a better understanding of the work needs of the differently-abled team members. Involve diversity coaches. Involve expert, handson diversity coaches who can suggest midterm course correction when needed. Get personally involved. Leaders should get personally and passionately involved in diversity and inclusion initiatives—it truly is time well-spent and a great learning opportunity. The next time you meet a special person, consider what they are good at and not their weaknesses. Everyone deserves a chance, and we all can provide it. When you give something to someone who least expects it, they give back much more.. PDJ

believe We

in the power of diversity and inclusion to help companies and organizations realize their full potential.

Competing in a global economy and the never-ending quest for talent make your D&I efforts toward equity that much more important. Share your achievements and success with Profiles in Diversity Journal, now in its 15th year of publishing.



www.diversityjournal.com Š2013 Rector Inc. All rights reserved.



AT&T: Driven to Achieve Total Accessibility By Debbie Storey, SVP, Talent Development & Chief Diversity Officer, AT&T


PASSION FOR accessibility has de-

fined AT&T since its founding. Alexander Graham Bell’s interest in elocution and speech, which led to the first telephone, was driven by personal experiences with his deaf mother and wife. That same passion continues today. This year we created the Corporate Accessibility Technology Office (CATO) to coordinate how we address the needs of persons with disabilities in the planning stages of product design and development. We also recently outlined our three-year plan for the AT&T Advisory Panel on Access and Aging (AAPAA). Launched in 2009, AAPAA is comprised of national leaders in assistive technology, aging, and cross-disability issues. AAPAA provides advice and counsel, and helps guide our efforts to achieve accessibility across our portfolio.

Examples of AAPAA’s recent work include “Senior Days,” a wireless training program for people over sixty-five; Accessibility Awareness Training for employees; and guidance to the Paralympics and Special Olympics. AAPAA led the way in the development of vibrating ringtones for the deaf and hard of hearing. In 2010 AT&T launched a hiring program for candidates with developmental disabilities. Project capABILITY is a partnership between an AT&T warehousing facility in Memphis, the Tennessee State Vocational and Rehabilitation Agency, and Goodwill to train and place job seekers. We’ve placed thirty individuals and continue to support Goodwill and the State of Tennessee in training candidates—and we’ve expanded the program to include five vendor-operated facilities. We also partner with IDEAL, our

Let’s Fill the Disability Gap By Bobby Sturgell, Senior Vice President, Washington Operations, Rockwell Collins DL


efore you hire your next employee, I challenge you to consider someone with a disability. The benefits that a person with a disability brings can be significant. Research studies dating back to 1948 have consistently shown that employees with disabilities have average or better attendance, job performance, and safety records than their non-disabled counterparts, as well as a lower turnover rate. Reportedly, there are 56 million people with disabilities living in the U.S., and approximately 33 million of them are of working age. The labor force participation rate of this group is 21 percent, which is much lower than the participation rate of those working without disabilities— approximately 70 percent. We recognize the value that persons with disabilities bring, especially veterans that served our country. Being in the defense industry, the skills that disabled veterans bring are a natural fit. Their battle experience using our technology can produce strong customer affinity.



July/August 2013

Employee Resource Group focused on people with disabilities. This 1,500-strong ERG offers direction to the company and works with employees with disabilities. IDEAL members are active in their communities; recently spreading the word about the film Love Land—the story of a young woman who overcomes traumatic brain injury to achieve. IDEAL’s advocacy resulted in the Disability Cinema Coalition awarding AT&T the Malcolm J. Norwood Award for Inclusion through Technology. Norwood was the “father” of closed captioning. IDEAL also awards college scholarships. In 2012 the ERG awarded four students $2,000 scholarships and one student a $200 scholarship—and they mentor those to whom they grant scholarships. PDJ

Our support for persons with disabilities does not stop with orientation though. An active ERG is available for persons with disabilities to assist them in the onboarding process. Not only do members of the group support each other, the group keeps executives up-todate on best practices to support those with disabilities in their day-to-day work. We also find great value in working with outside organizations, such as the National Organization on Disability (NOD), for which I serve on the board of directors. The NOD educates government officials, pilots innovative approaches, and collaborates with companies to help them understand the value people with disabilities bring. For Rockwell Collins, the NOD is a welcome whisper in our ear to not forget about these capable job candidates and how to best accommodate them. People with disabilities come from all walks of life and are the largest minority group. I urge you to seek out these individuals and the unique talents they can bring to your company and create a recruiting pipeline. Trust me when I say you’ll be impressed with the value they bring. PDJ

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

At CVS Caremark, we are committed to building an environment of inclusion and acceptance that values diversity across all areas of our business.

Join our team and experience a fulfilling career at CVS Caremark. Visit us at jobs.cvscaremark.com/diversity CVS Caremark is an equal opportunity employer supporting a drug-free work environment.

Global Diversity

ON-RAMPING ABROAD: Maintaining Career Momentum for India’s Talented Women By Sylvia Ann Hewlett


hen Seema* became pregnant, she hoped to take six months off after giving birth. But the multinational financial services firm where she worked followed India’s official policy and only permitted three months of maternity leave. Seema considered quitting her job and rejoining the firm after six months but couldn’t risk losing her career momentum. “I earn more than my husband and his income alone would not be enough to sustain our family. And I was on a galloping horse in my career. Did I want to bring it to a halt?” Career interruptions are a fact of life for most



July/August 2013

women professionals around the world. The reasons are similar: Either forces rooted in the home, such as childcare or eldercare, pull women off their career track or workplace issues, such as lack of career progression, thwart their aspirations and push them to leave. However, new research from the Center for Talent Innovation, a New York-based think tank, reveals surprising news: India’s women professionals are realizing their career ambitions remarkably well. In fact, in some critical ways, they *Name has been changed to protect privacy

Although many companies offer flex-work, more than half (54 percent) of women professionals believe they will be penalized if they choose that option.

are far ahead of their counterparts in the Length of of Off-ramp, OnOn Average Length Off-ramp, Average United States, Germany, and Japan. (Months) (Months) A little over one-third (36 percent) of 32 32 29 29 the 775 college-educated Indian women 23 23 surveyed off-ramped, that is, voluntarily 11 11 took a break. This is on par with the U.S., Japan, and Germany. But the amount of time they spent out of the workforce was India U.S.U.S. Japan Germany India Japan Germany less than a year (11.4 months), compared to 1.9 years in Germany, 2.4 years in Japan, Chart 1 and 2.7 years in the U.S. (See Chart 1) Educated Indian women are among the Women’s Challenges in in Finding A Full-time Job Women’s Challenges Finding A Full-time Job most highly motivated and ambitious in 91%91% the world. A survey of female talent in 89%89% 88%88% emerging markets by the Center for Talent 78%78% 77%77% Innovation found that 82 percent of Indian 73%73% 33 33 68%68% respondents report that they love their job, 49 49 58% 58% 93 percent are highly engaged (“willing to 44 44 47 47 go the extra mile at work”), and a whop43%43% 40%40% ping 88 percent aspire to hold a top job. 34%34% No matter what their age, Indian women 30%30% show levels of ambition double that of their U.S. counterparts, so it’s not surprising that an overwhelming 91 percent want to return to work. What is startling is that so many succeed India Japan U.S.U.S. Germany India Japan Germany in on-ramping: 88 percent are able to find ■ Want to on-ramp ■ Want to on-ramp a job and 58 percent find full-time, main■ Succeed in finding a job ■ Succeed in finding a job ■ Succeed in finding full-time, mainstream jobjob ■ Succeed in finding full-time, mainstream stream positions, dwarfing their counterparts in the U.S. (73 and 40 percent, reChart 2 spectively), Germany (68 and 34 percent), Changes in in Job Responsibilities Changes Job Responsibilities plus serving her in-laws and parents, and if you and Japan (43 and 30 percent). (See Chart 2) (Women) (Women) have45% guests, them as well. If you don’t do it, they’ll The reason: India’s dynamic economy continues 45% 44% excuse you for maybe one or two years by saying, to fuel an ongoing war for talent. “The biggest lim- 44% ‘She has a busy job.’ But then they’ll start telling itation to growth is not market opportunities but 37% 36%36% 36%36% that your child is37%growing, he needs to learn finding the talent to maximize these opportunities,” you correct cultural values. Over time, it just gets too says Sunil Nayak, CEO of Sodexo India. 32%32% 31%31% 30% need a break.” overwhelming.30% You However, many of the survey respondents re28%28% 26%26% Flexible work arrangements or scenic routes— 24%24% ported challenges in finding the right job that en22%22% stepping back without stepping out—aren’t much ables them to balance career ambitions and family help. Although many companies offer flex-work, obligations. more than half (54 percent) of women professionTraditional roles still exert a powerful pull. “My als believe they will be penalized if they choose that sister recently quit her job,” Parvati says. “She was a financial analyst with an MBA, career-oriented, 7% 7% option. One department head reports that people 6% 6% 5% 5% who take flex are referred to4%by4%their colleagues as and really ambitious. She could have gone up the “the having fun group.” ladder but her in-laws made her feel that she was Women who took a scenic route are significantly neglecting her three-year-old son. It’s expected that Decrease inlikely Decrease in in Lower in in Decrease in (62 Decrease Lower more percent versus 48 percent) to Decrease feelDecrease the mother take care of the child, plus the home,

{ { {{ {{


salary salary

management management responsibilities responsibilities

July/August 2013

jobjob titletitle

overall jobjob overall responsibilities responsibilities


■ India ■ India ■ Japan ■ Japan ■ U.S. ■ U.S. ■ Germany ■ Germany


Global Diversity stalled at work than their peers who followed a more conventional career path. Meanwhile, returnees to full-time schedules feel stigmatized for having taken a leave. Suspicious that off-rampers might take time off again, coworkers are often resentful when they return and managers marginalize them in dead-end project work. That’s what Anjali encountered when she attempted to on-ramp. Anjali had been a top producer in a bank’s private client service department when her daughter was born, so she assumed that resuming her job after a two-year break would be simple. To her astonishment, she recalls, she was told she could come back but at a role three levels down from her previous position. “Another manager said, ‘You’d be reporting to someone younger and we don’t know whether they’d be comfortable with the situation.’ It was such a slap in the face that I just said, ‘The hell with you guys!’” Overall, dissatisfaction with their rate of career progression—the result, among other reasons, of such engrained misogyny that 45 percent of both

women and men surveyed agree that women routinely experience bias due to their gender—drives almost as many women out of the workforce as childcare: 75 percent of respondents off-ramp due to childcare obligations versus 72 percent who leave because their career isn’t satisfying and 66 percent who drop out because they feel that their career has stalled. When Indian women succeed in surmounting these hurdles and return to mainstream positions, they suffer astonishingly few penalties for their time out. Unlike their counterparts in Germany, Japan, and the U.S., where the adverse effects of off-ramping are routine, only 7 percent of Indian on-rampers find their salary cut, 6 percent have their management responsibilities diminished, 4 percent are given lower job titles, and 5 percent see their overall job purview curtailed. Indian women who returned from off-ramping earned 7 percent less on average than those who stayed the course; in the U.S., on the other hand, returnees earn 16 percent less. (See Chart 3)

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India Japan U.S. Germany ■ Want to on-ramp ■ Succeed in finding a job ■ Succeed in finding full-time, mainstream job

Changes in Job Responsibilities However, CTI research uncovered a troubling trend for employers: Anjali’s sentiments are common enough that 72 percent of women who want to on-ramp do not want to return to their previous employer. This is a significant cause for worry in view of India’s overall talent shortage. As India’s economic growth engines diversify from low-wage backoffice administrative and technical operations to independent functions that add real value, talented women are more and more critical to a company’s ongoing success. A recent study by Booz & Company estimates that if Indian women could achieve employment rates equal to men, the country’s GDP would increase by 27 percent. Forward-thinking CEOs are aware of the rich potential offered by off-ramped women. “Many women who take breaks come back with stronger views and different perspectives,” says Nayak. Taking a break from work should be seen, he says, “not a loss of experience but a career plus.” PDJ






36% 32%


31% 28%






Decrease in salary

Decrease in management responsibilities

■ India



■ Japan

Lower job title ■ U.S.

Decrease in overall job responsibilities

■ Germany

Chart 3

When you look closely… the world isn’t just full of people who drive cars, it’s full of individuals who make car buying decisions.

The worldwide automotive data and marketing solutions leader recently introduced an industry first—data that enables companies to analyze the purchase preferences of 21 unique and influential Hispanic subcultures. Polk is proud to be nominated for an International Innovations in Diversity Award.

Day in the Life Richard Mark’s personal philosophy is “to make myself a better person today than I was yesterday.” As chairman, CEO, and president of Ameren Illinois, Mark is responsible for gas and electric service delivery to more than 1.2 million electric and 806,000 gas customers in 1,200 communities. As a husband, father, and grandfather, he is dedicated to his family. Here is a look at the CEO throughout one “day in the life.” 6:00am 6:30am 7:15am Morning with wife and grandson

7:45am 8:00am 8:15am 8:30am Wishing luck to scholarship recipients 9:45am 10:30am 11:00am Installing A/C unit 12:30pm 1:00pm 2:45pm Extraordinary Leadership Program 4:00pm 6:30pm 9:30pm 11:00pm Talking at a town hall meeting



My alarm is going off and already my mind is on today’s calendar. Sit down for my morning cup of coffee with my wife. My grandson has arrived for her to babysit so I get to spend time with him as well. Need to review my notes for my staff meeting and think about what I’m going to say at our A/C giveaway event for those in need. Getting ready to head out the door. Say goodbye to my wife and grandson then off to work. At my desk responding to emails and returning calls. Sending emails to our business scholarship recipients to wish them luck on their week-long Minority Business Executive Program at the Tuck School of Business at Dartmouth College. Ameren awarded both women a business scholarship as part of our two-day Supplier Diversity Symposium we hosted in St. Louis. Enjoying a cup of coffee and conversation with our newest communications executive. I have found that it is more relaxing for new employees if we chat in a more comfortable setting instead of across a desk. Meeting with staff to discuss logistics for our annual A/C giveaway. Reviewing my calendar, discussing a presentation that is due to the Board, and signing various documents. Arrive at the home of one of our very grateful A/C recipients to install the new unit. This is just one of the many ways Ameren Illinois gives back to the communities in which we work and live. On my way to a meeting and spotted an Ameren Illinois crew installing a new transformer on a pole. Talked to the crew leader and complimented him and his crew for working safely. Attend EEO training session. Just enough time to grab lunch between meetings. At least it is not a boxed lunch today! Presenting at a town hall meeting with employees to give an update on our 2013 Strategic Plans and to get feedback from employees on ways Ameren Illinois can improve policies and procedures. These meetings have been very beneficial and have brought about positive changes in the company. We have received more than 150 suggestions/comments in the last ten months. Speak at Extraordinary Leadership Program. This is a program that provides our first and second line supervisors the skills needed to enhance employee engagement and build greater trust in Ameren Illinois leadership. It is vital to communicate to all employees our strategies so they can help us reach our goals. Headed to a quarterly board meeting for the St. Clair County Sheriff’s Department Merit Commission. I’ve been on this board since 1997. Attend the Thompson Foundation for Autism Dinner Gala and Auction. Happy we can support the children and families affected by this disorder. Made it home. Switching gears now and spending time with my wife and call to check in on my kids and grandkids. Found out grandson broke his foot at school. One last check of my email then off to bed. PDJ

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GAC_950_VIP_General_Recruitment_UpHere_June2013.indd 1


2013-06-10 9:02 AM

At Ameren Illinois, we treat people with dignity and respect. We create a work environment that attracts, develops, supports and retains a high-quality, culturally-diverse workforce — valuing each person’s talents, perspectives and experience. To learn about opportunities at Ameren Illinois, visit Ameren.com/careers.

July/August 2013




continued from page 7

Sterling Joins Mercer's Global Talent Business

Time Warner Cable’s “STEM in Sports” Campaign Launches

Mercer announced that Lisa Sterling has joined the company as partner and technology product leader, a new position, for its global Talent business. In this role Sterling will be responsible for setting the overall technology product strategy across Mercer’s Talent business. Sterling joins Mercer from Ultimate Software, where she served as senior director, Global Talent Management. Included in her key responsibilities was the creation and execution of a multiyear business plan for the firm’s Global Talent Management offering. Earlier in her career she was with Kenexa Technology, Inc. where she served as principal and director of Product Strategy for the firm’s CareerTracker solution and director of Talent Management Sales.

Time Warner Cable (TWC), which launched its Connect a Million Minds (CAMM) initiative with President Obama in 2009, has returned to the White House to launch a new segment of its $100 million campaign to inspire the next generation of problem solvers through STEM: the “STEM in Sports” campaign. The new “STEM in Sports” campaign will offer parents, coaches, and other adults the opportunity to get kids interested in STEM by highlighting the roles these subjects play in sports. “Time Warner Cable applauds President Obama for his Educate to Innovate initiative, which raises awareness of STEM as vital to the country’s continued economic growth,” says TWC Chairman and CEO Glenn Britt. “More than 50

percent of the fastest growing occupations in this country require math or science skills. CAMM is inspiring young people to become interested in these important subject areas, and our STEM in Sports campaign will broaden the appeal of this initiative even further.” In addition to public service announcements, the CAMM website will feature a new STEM in Sports microsite. The microsite will feature videos of athletes discussing how STEM subjects impact their sports. It will also have downloadable educational materials that provide parents and coaches with ideas on how to infuse STEM learning into sports. In addition to Victor Cruz, athletes that have agreed to participate in the STEM in Sports campaign include Ian Poulter, Kasey Kahne, and Jeff Gordon. Program highlights include: original PSAs that challenge public perceptions of STEM; a unique website where the ************* ************* ************* ************* ************* ************* ************* ************* ************* ************* ************* *******

Coca-Cola Enterprises and its employees appreciate being recognized as an innovator in the area of Diversity and Inclusion ************* ************* ************* ************* ************* ************* ************* ************* ************* ************* ************* *******

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NBCUniversal Helps Mentor LGBT Youth Interested in Media NBCUniversal’s LGBT employee resource group, OUT@ NBCUniversal, has partnered with “The Center,” New York’s lesbian, gay, bisexual, and transgender community center, to introduce a signature program called The Legacy Project, which will provide mentorship opportunities in production, broadcasting, and film making for college-aged LGBT students and their allies in the NYC metro-market. OUT@NBCUniversal and The Center worked with a number of colleges and universities, including Columbia University, Brooklyn College, Marymount Manhattan College, and The City College of New York, to nominate high-achieving film and broadcast journalism students to participate in the project. A total of five students were selected to produce their own two-minute spotlight video dealing with the LGBT movement and community in New York, and each student was paired up with an NBCUniversal mentor who could advise them on production.

public can pledge to connect young people with the wonders of science; “The Connectory,” an online resource for parents to find informal STEM learning opportunities in their

Mentors include Carol Sullivan, senior producer at The Today Show; Raphael Miranda, meteorologist for WNBC 4 New York; ONE OF THE SELECTED STUDENTS John Nichols, marketing manager, NBCUniversal; David Foster, senior producer, MSNBC; and Rob Buchanan, producer, News. “Working with the students was a hugely rewarding experience,” said David Foster. “I loved their passion, knowledge and desire to learn more about the creative process. I can’t wait to see the final versions of their films.” When completed all five of the videos will be shown at The Center’s thirtieth anniversary dinner celebration. At the dinner, audience members will be invited to vote online for the best video. The student with the most votes will have the opportunity to create an additional Legacy Project video featuring CNBC’s Suze Orman.

communities; grants to non-profit organizations that bring after-school STEM learning to students; and TWC employees, who volunteer their time at events like science fairs

and robotics competitions. National partners include CSAS (Coalition for Science After School) and FIRST (For Inspiration and Recognition of Science and Technology). PDJ

People. Purpose. Progress. ************* ************* ************* ************* ************* ************* ************* ************* ************* ************* ************* *******

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The Manitoba government offers you opportunity, diversity and a rewarding career. As an employer of more than 15,000 Manitobans, the provincial government’s civil service offers a wide variety of career opportunities and a staffing policy that emphasizes diversity and inclusion. We offer several programs designed to give people of every ability and background a variety of employment options, quality work experiences, and opportunities for career exploration. Community partnerships also help to ensure diversity and inclusion in our staffing. We work extensively with community organizations to offer numerous and unique opportunities for Manitobans to gain work experience and strengthen life skills through co-operative

programs that assist them both at work and in life. Hiring a diverse workforce that is representative of the citizens of Manitoba makes our civil service stronger and helps showcase that regardless of ability or background, opportunities exist to make important and lasting contributions in the workplace. For more information about the diverse number of Manitoba civil service employment programs, please visit: www.gov.mb.ca/govjobs/info/programs

July/August 2013


Corporate Index 3M......................www.3M.com................. 86 Accenture.....www.accenture.com............ 74 Aerotek...........www.aerotek.com.............. 48 Alcoa................ www.alcoa.com................ 17 Ameren.........www.ameren.com....... 82, 83 American Airlines www.americanairlines.com....................... 40 American Conference on Diversity www.americanconferenceondiversity.org ................................................................. 73 Aon plc..............www.aon.com................... 6 AT&T.................www.att.com.....42, 45, 76 Bank of the West www.bankofthewest.com....................... 65 Bayer............... www.bayer.com................ 48 Bennu..............www.bennu.com............... 11 BF Consultants www.bfconsulting.com................................ 6 Black Web Media LLC www.blackwebmedia.net.......................... 12 Booz & Company www.booz.com......................................... 81 Booz Allen Hamilton www.boozallen.com......................... 42, 87 CACI................. www.caci.com................. 42 Cameco......... www.cameco.com.........42-43 Campbell Soup Company www.campbellsoup.com............................. 7

Capital One www.capitalone.com................................. 43 Catalyst...........www.catalyst.com.............. 18 Center for Talent Innovation www.worklifepolicy.org.........................78-81 CEVA................www.ceva.com................ 70 Charles Schwab www.schwab.com..................................... 9 Chevron....... www.chevron.com............ 27 Cigna.............. www.cigna.com......... 48, 69 Cincinnati Children΄s Hospital Medical Center www.cincinnatichildrens.com.................... 38 Citigroup.......... www.citi.com................. 35 City of Saskatoon www.saskatoon.ca.................................... 48 City of Vancouver www.vancouver.ca.................................... 48 Coca-Cola Enterprises www.cokecce.com............................ 48, 84 Committee of 200 www.c200.org........................................... 10 Communicating Across Cultures.............. 62 Cornell University www.cornell.edu......................................... 7 Cozen O΄Connor www.cozen.com........................................ 68 CVS.................. www.cvs.com................ 77

Deafdoc.com www.deafdoc.com.................................... 54 Deloitte...........www.deloitte.com.......... 6, 43 DLA Piper.... www.dlapiper.com...... 48, 80 Ernst & Young.....www.ey.com............ 43, 71 Exelon............. www.exelon.com............... 71 Folkmoot USA www.folkmootusa.org................................. 8 FordHarrison www.fordharrison.com.............................. 48 Fundly...............www.fundly.org................ 16 General Mills www.generalmills.com.............................. 44 Gibbons PC www.gibbonspc.com................................. 48 Girl Scouts USA www.girlscouts.org.................................... 88 Golf Inc....www.golfincmagazine.com....... 56 Government of Manitoba www.gov.mb.ca................................. 48, 85 Government of the Northwest Territories www.gov.nt.ca................................... 40, 83 Graham Stanley www.grahamstan.com................................ 7 Greenwich Country Day School www.gcds.net............................................. 7 Habitat for Humanity www.habitat.org........................................ 16

Halliburton www.halliburton.com....................... 39, 47 Howard University www.howard.edu...................................... 26 Imprint Plus www.imprintplus.com................................ 48 Ingersoll Rand www.ingersollrand.com............................. 44 International Speedway Corporation www.internationalspeedwaycorporation.com ................................................................... 7 Iowa State Fair www.iowastatefair.com............................... 8 Jack and Jill of America www.jackandjillinc.org................................. 7 Kenexa Technology, Inc www.kenexa.com...................................... 84 Kongsberg Jazz Festival www.kongsberg-jazzfestival.no/................. 8 LanguageSpeak www.languagespeak.com......................... 10 Lincoln Financial Group www.lincolnfinancial.com.......................... 44 Linkage...... www.linkageinc.com..... 48, 61 Lockheed Martin www.lockheedmartin.com..................... 59 LPGA................ www.lpga.com......56-58, 60 Mercer............ www.mercer.com............... 84



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


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MGM Resorts International www.mgmresorts.com..................... 17, 48 Microsoft....... www.microsoft.com............. 88 Mississippi Valley State University www.mvsu.edu......................................... 26 Morehouse College www.morehouse.edu................................ 26 Morgenthaler Ventures www.morganthalerventures.com.............. 16 Moss Adams www.mossadams.com.............................. 48 MWV www.meadwestvaco.com..... Inside Front National Golf Foundation www.ngf.org.............................................. 58 National Grid www.nationalgrid.com.....Inside Back, 48 NBCUniversal www.nbcuniversal.com............................. 85 New York Life www.nylife.com............................7, 44, 55 NewME Accelerator www.newmeaccelerator.com.................... 12 No Barriers USA www.nobarriers.org..............................30-31 North Carolina A&T www.ncat.edu........................................... 26 Novartis......... www.novartis.com.............. 46 OfficeMax.....www.officemax.com............ 72 Ontario Ministry of Labour www.labour.gov.on.ca............................... 48 Ontario Public Service www.opseu.org......................................... 48

Pepsi-Cola www.pepsico.com....................................... 7 Pets for Vets www.petsforpatriots.org.......................28-29 PGA of America www.pga.com................................56-58, 60 PGA Tour........www.pgatour.com...56-58, 60 Pitney Bowes www.pitneybowes.com............................... 7 PK Electrical www.pkelectric.net.................................... 88 Plan Canada www.plancanada.ca.................................. 48 Polk Corporation www.polk.com.................................. 46, 81 R&A..................www.randa.org.....56-58, 60 Raytheon.... www.raytheon.com............ 25 RBC................... www.rbc.com.................. 41 Region of Waterloo www.regionofwaterloo.ca.......................... 48 Rockwell Collins www.rockwellcollins.com.................... 38, 76 SAP...................www.sap.com........... 48, 74 Saskatoon Health Region www.saskatoonhealthregion.ca................ 46 Shell Oil Company www.shell.com........................................ 19 Sodexo..........www.sodexo.com...5, 41, 79 Spelman College www.spelman.edu................................ 7, 26 Springboard Consulting LLC www.consultspringboard.com................... 66

Stikeman Elliott www.stikemanelliott.com.......................... 39 Sullivan & Cromwell www.sullcrom.com.................................... 48 Taste of Dallas www.tasteofdallas.org................................. 8 TD Bank......... www.tdbank.com............... 48 Teach for America www.teachforamerica.com....................... 16 Tennessee State University www.tnstate.edu....................................... 26 Texas Instruments www.ti.com............................................... 73 The Center for Native American Youth www.cnay.org............................................. 7 The First Tee www.thefirsttee.org................................... 60 The Hartford www.hartford.com................................. 7, 48 The Links, Inc. www.linksinc.org......................................... 7 The Ohio State University www.osu.edu.......................................20-21 The Simon Foundation for Education and Housing (SFEH) www.sfeh.org.............................................. 6 Time Warner Cable www.twc.com............................................ 85 TWI, Inc........... www.twiinc.com................ 64 U.S. Department of Veteran Affairs www.va.gov.........................................50-52 U.S. Fish & Wildlife Service www.fws.gov............................................. 37

Unilever......... www.unilever.com.............. 17 United State Air Force Academy www.usafa.af.mil....................................... 48 UnitedHealth Group www.uhc.com......................................... 13 University of California, Berkeley www.berkeley.edu................................22-24 University of the Rockies www.rockies.edu....................................... 48 UPMC.............. www.upmc.com................ 72 USGA.................www.usga.org......56-58, 60 Vanguard....www.vanguard.com........... 67 Verizon www.verizon.com................... Back Cover Voices of Valor www.voicesofvalor.org.........................28-29 W.W. Grainger www.grainger.com...................................... 6 Walgreens www.walgreens.com................................. 37 Walking with the Wounded www.walkingwiththewounded.org.uk........ 32 Walmart....... www.walmart.com....... 33, 46 WellCare........ www.wellcare.com............. 48 WellPoint.... www.wellpoint.com........ 9, 63 William Osler Health System www.williamoslerhc.on.ca......................... 48 Women For Women International www.womenforwomen.org..................14-15 World Golf Foundation www.worldgolffoundation.org.........56-58, 60 Yoga for Vets www.yogaforvets.org...........................28-29

Work that makes a difference.

Opportunities that

expand your horizons.

A culture that embraces diversity. 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 our 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. 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.

www.boozallen.com/careers We are proud of our diverse environment, EOE/M/F/D/V.


Q&A with STEM Thought Leader Karen Purcell is owner and president of PK Electrical, an electrical engineering firm based in Reno, Nevada. Purcell has used her experiences as a female entrepreneur and woman in a male-dominated industry to help other women through her new book, Unlocking your Brilliance: Smart Strategies for Women to Thrive in Science, Technology, Engineering and Math (available on Amazon.com).

Q. How do we combat the lack of exposure and encouragement of women in STEM fields? I think that there’s an underlying bias that definitely exists. Educators and parents put it out there unintentionally, but there is a bias for boys



going into the science and math fields. It starts very young—boys are given erector sets, train sets; they’re given toys that you have to figure out how to work. Girls, on the other hand, are given dolls and things like that. It starts with parenting, giving encouragement to young girls. Some girls may not be interested in STEM fields, and that’s perfectly acceptable, but I think there are young women who are interested in science and math and they don’t know where to go with it. They need to be shown activities and have mentors. Q. What kind of programs and initiatives


July/August 2013

in the school and community are available for girls interested in STEM? It definitely varies by community, but there are some national programs like Microsoft’s Digigirlz and the Girl Scouts’ STEM initiatives. There are also fabulous math camps, math competitions, and programs like that which girls can participate in. Q. Why do you believe a more proportionate retention of men and women in STEM fields will help the U.S. economy? The U.S. Department of Commerce predicts by the year 2018 there will be a 17 percent growth in the STEM-related

Q. What are common hurdles and challenges experienced by women in STEM fields and strategies to overcome them? That’s really what my book addresses. It depends on where you are in your education and career, but for example, just trying to rise through the ranks in a maledominated workforce. There is a high attrition rate for women entering the STEM field; the culture can be somewhat challenging in these fields. That’s a hurdle. Maintaining confidence throughout your career is another hurdle, too.

fields. The opportunities out there are really endless. For example, at my company we are trying to hire more electrical engineers and designers, and we are having a difficult time finding people. There is such a demand for engineers right now, and it is unfortunate there is a huge unemployment number, but there is not the educated population there to support the jobs available. There’s an opportunity for men and women that would like to go into STEM. Girls need to be encouraged just as much as boys so that [proportions are] equal and they realize that there are these great job opportunities and careers out there. PDJ

We’re putting energy into inclusion and diversity.

National Grid is one of the largest energy companies in the world. But our commitment to our workforce starts one employee at a time with innovative programs that recognize and celebrate the differences among us. Our Women Empowered program, for example, seeks to meet the business and development needs of women throughout our U.S. operations.

Visit www.nationalgridus.com/careers and connect with us on


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.

Profile for Diversity Journal

Diversity Journal - Jul/Aug 2013  

The 10th Annual Innovation Awards Issue

Diversity Journal - Jul/Aug 2013  

The 10th Annual Innovation Awards Issue