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速 Fall 2015

Towards Transformational Leadership

KeyBank Chief Talent Officer Brian Fishel

12TH ANNUAL INTERNATIONAL INNOVATION IN DIVERSITY AWARDS FORGING AHEAD WITH GLOBAL ACCLAIM WITH INNOVATIVE STRATEGIES THAT ARE MAKING A DIFFERENCE THROUGHOUT THE WORLD LEADING THE WAY TO EXCELLENCE IN DIVERSITY AND INCLUSION

KeyBank Senior Vice President of Diversity and Inclusion Poppie Parish

KeyBank Recruiting Manager Luci Workman

TOP TEN 1. The Walt Disney Company 2. Chevron / True Blue Inclusion 3. Gibbons P.C. 4. Coca-Cola Enterprises 5. KeyBank 6. ConAgra Foods, Inc. 7. Saskatoon Health Region 8. Latham & Watkins LLP 9. Hospital Corporation of America (HCA) 10. Capital One

AWARDS OF EXCELLENCE Aerotek ULC Canada Electronic Arts Kindred Healthcare, Inc. National Hispanic Corporate Council New York Life Plan Canada Stikeman Elliott LLP


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.


PUBLISHER'S COLUMN

Since 1999

LEADING THE WAY IN DIVERSITY EXCELLENCE

®

All Things Diversity & Inclusion FOUNDER/CEO/PUBLISHER

James R. Rector

Throughout this edition of PDJ, we proudly honor excellence for innovations in diversity. This year reflects our 12th Annual Innovation in Diversity Awards and profiles 10 outstanding winners and seven awards of excellence. Every year, we progressively see significant growth in our applicant pool. This year was certainly no exception, both in terms of creativity in innovations and a widening international geographic scope. Diversity can bring an array of experiences and global views that continually produce new concepts and ideas that ultimately lead to transformation. When you combine innovation to the mix – you get trailblazers. Leading the pack this year is The Walt Disney Company’s unique career program for veterans that is swiftly building momentum across the country. In second place, Chevron is making a difference in diversifying South Africa’s talent pool. Coming in third is Gibbons P.C.’s recommendation seeking fairness with uniform standards in the legal procurement process. Other highlights this year include Coca-Cola Enterprises’ engagement of multiple generations in the United Kingdom through a unique blend of internal insight, external experience and the latest academia research. KeyBank’s unique talent acquisition strategy is creating a cultural shift accountable for a significant shift in workforce diversity. ConAgra Foods Inc. is utilizing diversity in thought to align teams and increase operating efficiency. Canada’s Saskatoon Health career program is helping immigrants overcome barriers for excelling in healthcare professions. Latham & Watkins LLP is breaking new ground with its Diversity Leadership Academy. The Hospital Corporation of America’s Inclusive Culture Series is combining excellence in the healthcare sector for about 204,000 employees with high-quality patient care. Capital One’s unique career development Magellan Program is in high demand and being shared with other businesses. Throughout this edition, we profile the top innovations of 2015 and share with you the leaders from Western Europe, Canada, South Africa, and across the United States. Collectively, they are forging ahead with global acclaim in innovative strategies that are making a difference in diversity, both in the workplace and marketplace. These leaders are incorporating fresh perspectives and different ways of thinking through realigning recruitment practices, linking diversity goals to performance metrics, thinking broader and networking wider. Their initiatives demonstrate that change is a foundation for innovation and their business future is directly connected to that power of innovation in diversity. We hope you enjoy reading their profiles with as much enthusiasm as we enjoyed writing them. These are the companies and organizations that are embracing change, taking action and innovating for success. It’s driving growth and ranking them the leaders in diversity and inclusion! Our congratulations to the winners and those among the overwhelming number of submissions we received this year. They are all aligning diversity with business goals in creative initiatives that are making a difference throughout our world. Happy Holidays and many thanks to our readers and advertisers around the world! James R. Rector, Publisher and Founder profiles@diversityjournal.com

EDITOR

Ruth Hawk VP OF OPERATIONS

James Gorman COPY EDITOR

Teresa Fausey DESIGNER

Dave Potokar HUMAN RESOURCES

Vicky DePiore

EXECUTIVE ASSISTANT

Elena Rector

LETTERS TO THE EDITOR

Profiles in Diversity Journal Gemini Towers #1 • 1991 Crocker Road, Suite 600 • Westlake, OH 44145 Tel: 440.892.0444 • Fax: 440.892.0737 profiles@diversityjournal.com SUBSCRIPTIONS

Single issue print $25.00 1 year subscription (4 issues) $29.95 2 year subscription (8 issues) $54.95 Canada, 1 year subscription $34.95 Canada, 2 years subscription $64.95 International, 1 year $ 65.00 International, 2 years, $ 125.00 U.S. funds only. Subscriptions can be ordered at: www.diversityjournal.com or call customer service at 800.573.2867 Copyright © 2015 Rector Inc. SUBMISSIONS

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

twitter.com/diversityjrnl scribd.com/diversityjournal facebook.com/diversityjournal linkedin.com/diversity-journal Profiles in Diversity Journal® is a quarterly magazine dedicated to promoting and advancing diversity and inclusion in the corporate, government, nonprofit, higher education, and military sectors. For more than 18 years, we have helped to stimulate organizational change by showcasing the visionary leadership, innovative programs, and committed individuals who are making it happen.

Read more at DIVERSITYJOURNAL.COM || 1


IN THIS ISSUE Since 1999

14 ®

12TH ANNUAL INNOVATION AWARDS RECIPIENTS

All Things Diversity & Inclusion

REGULARS

01 | PUBLISHER’S COLUMN 04 | INNOVATION AWARDS 52 | CORPORATE INDEX

TABLE OF CONTENTS TOP 10 06 08 12 14 18 20 24 26 28 32

| 1. The Walt Disney Company | 2. Chevron / True Blue Inclusion | 3. Gibbons P.C. | 4. Coca-Cola Enterprises | 5. KeyBank | 6. ConAgra Foods, Inc. | 7. Saskatoon Health Region | 8. Latham & Watkins LLP | 9. Hospital Corporation of America (HCA) | 10. Capital One

CORRECTION: Tammy Hunter of KPMG was incorrectly identified as the founder of CURE Childhood Cancer and the current board vice president of CURE. Hunter founded the Hayley Hunter Research Fund and previously served as CURE board vice president.

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AWARDS OF EXCELLENCE 34 38 40 44 46 48 50

| | | | | | |

Aerotek ULC Canada Electronic Arts Kindred Healthcare, Inc. National Hispanic Corporate Council New York Life Plan Canada Stikeman Elliott LLP


Be innovative. Be inspired. Belong. 3M is where individuality is celebrated. Where you’ll connect and take risks. Where you can truly be yourself and be heard. Where you’ll shine.

I’m in. Are you in? Connect with us Explore opportunities at 3M.com/careers

© 3M 2015. All rights reserved. 3M is a trademark of 3M.


12TH ANNUAL INTERNATIONAL INNOVATION IN DIVERSITY AWARDS LEADING THE WAY TO EXCELLENCE IN DIVERSITY AND INCLUSION The 12th Annual International Innovation in Diversity Awards generated a wide-range of unique applicants from businesses and organizations around the world. Collectively, they are forging ahead with global acclaim in innovative strategies that are making a difference. The emerging theme this year culminated in aligning diversity with business goals, both in the workplace and marketplace. Diversity brings an array of life experiences and world views that consistently produce a variety of new concepts and ideas. These leaders are incorporating fresh perspectives and different ways of thinking through realigning recruitment practices, linking diversity goals to performance metrics, thinking broader and networking wider. They all demonstrate that change is a foundation for innovation and their business future is connected to the power to innovate. We are honored to profile the best of best for 2015 and applaud all applicants for innovations that will continue to make a difference for decades to come. Ruth Hawk Editor

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PROFILES IN DIVERSITY JOURNAL PROUDLY PRESENTS THE INNOVATION IN DIVERSITY LEADERS:

TOP 10 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

THE WALT DISNEY COMPANY CHEVRON / TRUE BLUE INCLUSION GIBBONS P.C. COCA-COLA ENTERPRISES KEYBANK CONAGRA FOODS, INC. SASKATOON HEALTH REGION LATHAM & WATKINS LLP HOSPITAL CORPORATION OF AMERICA (HCA) CAPITAL ONE

AWARDS OF EXCELLENCE AEROTEK ULC CANADA ELECTRONIC ARTS KINDRED HEALTHCARE, INC. NATIONAL HISPANIC CORPORATE COUNCIL NEW YORK LIFE STIKEMAN ELLIOTT LLP

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1

THE WALT DISNEY COMPANY HEROES WORK HERE

MODEL PROGRAM TRANSITIONING VETERANS INTO THE WORKFORCE The Walt Disney Company has a long tradition of supporting the military, dating back to Walt as a teenager during World War I. Today, Disney continues that legacy with widespread philanthropic undertakings and its Heroes Work Here is gaining momentum across the country as a model program for transitioning veterans back into the civilian workforce. This success with diversity and inclusion is capturing the attention of well-known global companies as well as the White House.

country who have hired over 10,000 more. “Veterans are a huge asset to companies across the nation and giving employers the tools they need to hire and retain them is something we are very proud of,” said Paul Richardson, Chief Diversity Officer of The Walt Disney Company. INSPIRING BUSINESS LEADERS INTO ACTION

“Our Heroes Work Here program not only helps us find and hire highly qualified veterans, it also supports veterans and their families as they transition out of the military,” Robert A. Iger, Chairman and CEO of The Walt Disney Company said. Disney’s company-wide commitment to recruit, support, and encourage other companies to hire veterans transitioning back to the civilian workforce is creating a public awareness campaign inspiring other employers to do the same.

The program is educating and inspiring business leaders to build up their own veteran and military family hiring programs. In four areas of the country, organizations and major corporations have joined forces with Disney to support veterans building meaningful careers in the private sector. Most recently, Disney joined forces in November 2015 in Chicago, Illinois, with the Easter Seals Dixon Center and USAA for the Veterans Institute Chicago Heroes Work Here initiative. The purpose was encouraging business leaders from Midwest-based companies of all sizes to build or expand their veteran and military family hiring programs.

Disney has hired more than 6,000 veterans since the initiative launched in 2012. The success of the program is being modelled in cities across the

The Chicago event was inspired from the success of a Disney Veterans Institute held in June 2015 in Detroit, Michigan. Hosted by General Motors,

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the event attracted more than 380 attendees who were trained by experts from Disney’s Heroes Work Here initiative on best practices for helping veterans make a successful transition from the military to the civilian workforce. “We’re happy to share what we’ve learned with other organizations, so that more of these modernday heroes have the tools and opportunities to build meaningful careers in the private sector,” Iger said. One of the participants of that event is profiled on a Disney website describing The Walt Disney Company as “being a lot like the military: Multinational, mission oriented, dedicated life of service and presenting a professional image. The biggest difference is everyone smiles more!” As part of the Disney’s Heroes Work Here program, The Walt Disney Company held its inaugural Disney Veterans Institute back in November 2013. It continues as a complimentary seminar that features experts from Disney, government officials, veterans, and nonprofit veterans’ service organizations, who


share experiences, best practices, and tips for creating a veteran hiring program. That initial event attracted more than 500 attendees, representing more than 350 companies, including Apple, JP Morgan Chase, Smokey Bones BBQ Restaurant, and local government agencies. First Lady Michelle Obama and Walt Disney’s CEO were the keynote speakers. CONTINUING WALT’S LEGACY

In addition to providing career opportunities for veterans, the company continues its tradition providing philanthropic support to a variety of organizations to help provide programs and services in order to assist veterans and their families. Walt Disney’s initiatives have expanded into sharing its resources to reach out to the private sector through a model diversity and inclusion veterans program. PDJ

Going back to Walt Disney’s military history, just shy of his 17th birthday, Walt attempted to enlist in the military during World War I but was rejected due to his age. In an effort to do his part, he joined the Red Cross and was stationed in Europe during the war. Later, during World War II, Walt created and produced training films for the Armed Forces and ultimately became one of the original sponsors of the Marine Toys for Tots Foundation.

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2 CHEVRON’S INNOVATIVE APPROACH IN SOUTH AFRICA FORGING RELATIONSHIPS IN CORPORATE, ACADEMIA, NGO AND GOVERNMENT

For more than a century, Chevron has played a significant role in the South African economy. Continuing the relationship and respecting the culture, the company follows a deeprooted process for addressing the complexities and opportunities of diversity and inclusion. Chevron’s Office of Global Diversity joined forces with global D & I leader True Blue Inclusion of Washington, D.C., last year to host a first-of-its-kind cross-industry conference in Johannesburg. The impact of the Thought Leadership Forum was the beginning of sustained dialogue on tough issues around transformation. That conference was the precursor for opening dialogue on the challenges and solutions of developing a robust, sustainable “Black South African Talent Pipeline.”

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It was the first forum of its kind in post-apartheid South Africa, bringing together transformation leaders from across industries, academia, government and non-governmental organizations. “I can think of no better time, place or group of professionals to tackle the very important subject of black South African talent than the people I spent time with wrestling with both the opportunities and solutions we all must consider,” said Shariq Yosufzai, Chevron’s Global Chief of Diversity. Today, those attendees have built relationships and are sharing best approaches in the recruitment, retention and development of talent. It’s making a difference today in employment equity for businesses and people in South Africa with a positive impact on the talent pool.


DEVELOPMENT OF BLACK SOUTH AFRICAN TALENT – A CALL TO ACTION “Being the first in anything requires risk, vision, passion and a desire to be a change maker and leader,” said Catherine C. Smith, President & CEO True Blue Inclusion. “Accepting the challenge that the problem, and the solution, is bigger than the success of a single entity required a new and innovative approach to the longstanding challenge of early skill development, early talent identification, schoolto-work transition, and leadership development and retention,” she said. Thirty participants from industry, academic institutions, and nongovernment organizations came together for the conference. Under Chatham House Rule, they intimately shared their approaches for improving and building a more viable and sustainable talent pipeline. Participants engaged in new dialogue about real and perceived barriers, hatched a vision of possible solutions and put in place an action plan. IDENTIFYING PATHWAYS TO IMPROVE METRICS The conference group collectively identified pathways for moving forward to improve metrics of black South Africans in leadership roles to include the key changes associated with women. Relationships were built, subject matter expertise shared and leveraged, and it evolved into sharing approaches to attract, develop and retain talent across businesses.

Some 20 years ago, South Africa closed the doors on apartheid. Newly elected President Nelson Mandela’s dream was to unite all the people of South Africa through the sweeping Truth and Reconciliation Act. Much has been accomplished, but much still remains to be done. “Staunch leaders with passion and vision will be required to continue to push their organizations, academic institutions, and governments to achieve parity at all levels,” Smith said. This forum provided the opportunity for participants to deepen existing relationships and create new ones among individuals committed to improving the black talent pipeline in South Africa. It resulted in a new comprehensive networking system for ongoing future value. It also enabled participants to stress test their own approaches through the supportive critique of other participants and facilitators, while building on exchange and insight into the innovative solutions developed by others. Participants benchmarked current strategies and metrics across companies and sectors, and derived an analytically rich understanding of how talent pipelines feed, divert, or lose key people. “Those in the private sector developed a better understanding of government policy development, while those in education and the public sector gained insights into the needs of business,” Smith said. PDJ

Chevron’s Global Chief of Diversity Shariq Yosufzai “I can think of no better time, place or group of professionals to tackle the very important subject of Black South African talent than the people I spent time wrestling with both the opportunities and solutions we must all consider.”

Chairman of Chevron South Africa Shashi Rabbipal addresses the forum.

Networking at the Conference: University of South Africa Professor Dr. Mamokgethi Phakeng; Chevron Senior Advisor of Strategy & Planning Allison Binns; and Director of Stakeholder Relations of Mandela Legacy Lindo Mandela.

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www.att.com/diversity

Innovation that touches all Start with a diverse and inclusive culture…welcome everyone’s ideas… and innovation shines through.

At AT&T, Every Voice Matters.

© 2015 AT&T Intellectual Property. All rights reserved.


For such a diverse group of people, it’s amazing how alike we are.

Janani P. Devoted Wife & Mother Director of Information Technology

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. Whatever makes you special will SM inspire your life’s best work. Online at: yourlifesbestwork.com facebook.com/uhgcareers

http://bit.ly/uhglinked

twitter.com/uhgcareers

youtube.com/uhgcareers

A job shouldn’t define you. It should reflect you. Diversity creates a healthier atmosphere: All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, age, national origin, protected veteran status, disability status, sexual orientation, gender identity or expression, marital status, genetic information, or any other characteristic protected by law. UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. © 2015 UnitedHealth Group. All rights reserved.


3 GIBBONS P.C. - RAISING THE BAR WITH METRICS THAT MATTER FIRM SEEKING TO ESTABLISH UNIFORM STANDARDS IN LEGAL PROCUREMENT PROCESS The law firm Gibbons P.C. is raising the bar with a recommendation to the New Jersey State Bar Association seeking state-wide adoption of uniform standards in the legal procurement process.

faith,” Gibbons’ Chief Diversity Officer Luis Diaz said. “Without uniform metrics, the process doesn’t effectively compare that performance in a fair and equitable manner,” he added.

Its Uniform Diversity Questionnaire (UDQ) seeks to create fairness through uniform guidelines in the legal procurement process, an area the firm believes has fallen short of expectations. The UDQ is a key component of the final recommended diversity plan for the state-wide bar.

The UDQ includes a set of metrics for the fair and accurate comparison of legal vendors with regard to their respective policies, as well as flexibility to accommodate changes to the metrics as organizational needs change with market conditions.

In the legal profession, a considerable percentage of legal work is contracted through request for proposals (RFP), while the actual data requested and metrics used to evaluate prospective firms vary significantly from organization to organization. FAIRNESS IN COMPARING PERFORMANCE “The lack of uniformity in D&I measurement significantly burdens law firms seeking to comply in good

“Much like the Common Ap, a standardized admissions application currently used by prospective students to apply to more than 500 colleges and universities in the U.S. and abroad, the UDQ serves as a baseline for best practices in assessing diversity and inclusion for the legal industry as a whole,” Diaz said. “Establishing meaningful and uniform metrics to evaluate the effectiveness of DI efforts is critical,” he added. The UDQ serves as a baseline for best practices in assessing diversity

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and inclusion for the legal industry as a whole. The intent is to promote a more equitable comparison and evaluation of law firms while promoting goals of universal inclusion and greater diversity. “We see the potential to impact the business procurement process and drive change in the industry. The change agents are the clients,” Diaz said. The procurement process organizations use today to retain legal work typically involves a formal request for proposal (RFP) that specifically seeks to measure law firm diversity performance. However, absent uniform metrics, the process does not effectively compare that performance in a fair and equitable manner. For example, some RFPs request firm-wide numbers and seniority levels of minorities, while others seek delineation of the roles diverse attorneys will play in the relevant matter, and still others establish requirements for diverse attorney utilization.


This lack of uniformity burdens firms that are seeking to comply in good faith with information requests, while rendering it difficult for the prospective client to fairly gauge the relative performance of various firms. The UDQ includes composition and matter staffing as well as supplier diversity metrics. UDQ key metrics can be broken into six areas: 1. General law firm demographics. 2. Law firm leadership demographics. 3. Matter staffing demographic profile for attorneys working on the matter. 4. D&I workplace practices. 5. Strategic plan and diversity initiatives. 6. D&I supplier diversity practices, including applicable minority and women owned certification and/ or partnerships the law firm is or has been participating.

UNIFORM METRICS AND EFFICIENCY TO LAW FIRMS In defining uniform metrics, the UDQ provides more efficiency to law firms. A firm would complete one UDQ annually to be automatically submitted with all RFP responses that year. For the organization seeking legal services, a major benefit in defining uniform metrics is the inclusion of specific and ascertainable factors that indicate a robust commitment to diversity and inclusion, and the exclusion of factors that do not meaningfully assess a law firm’s commitment to diversity and inclusion. In recent years, Gibbons P.C. has repeatedly been singled out for recognition for its signature programs demonstrating its unique culture of inclusiveness and outreach. With about 220 attorneys, Gibbons is a leading law firm in New Jersey, New York, Pennsylvania and Delaware. PDJ

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4 COCA-COLA ENTERPRISES D&I LAB GENERATING RESULTS IN EUROPE UNIQUE MIX OF INTERNAL, EXTERNAL AND ACADEMIA Across Western Europe, Coca-Cola Enterprises knows that people make a company successful. Utilizing a unique mix of people from internal, external, and academia, the company is successfully aligning diversity and inclusion with its business priorities. Its innovative Diversity & Inclusion Lab in the United Kingdom is central to the company’s operating structure - essentially a roadmap to action. It is an integral part of how the company operates and how it sees its future in the global multicultural world.

The lab is held each year, with a mix of internal insight, external experience and the latest in academia research. Participants combine forces centering on specific topics to generate specialized action plans. “The D&I Lab is an amazingly effective tool to raise awareness in one particular area, and to start tackling it,” Chief Diversity Officer Maria Kokkinou said. The annual seminars have a specific focus and some equally specific goals - raising awareness,

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learning what works, and developing an action plan to meet the challenge at hand. Programs strive to create a work environment that provides all associates equal access to information, development and opportunity. ENGAGING MULTIPLE GENERATIONS In 2015, the lab focused on engaging multiple generations in the workplace. As a result, the company put in place a corporate-wide action plan to engage multiple generations. It includes a mentoring program,


more flexible working, fun and recognition at work and a campaign to de-bug age related stereotypes. Coca-Cola Enterprises now assesses quarterly benchmarks and acts on how each business unit and function is progressing toward its action plan. It has increased overall engagement and created specific generational action plans for each business unit and support function, according to Kokkinou. The lab was introduced in 2014, with the initial seminar focusing on increasing female retention. The result was company-wide work life integration. The company took action on reviewing its policies on flexible scheduling and it launched a Way of Working policy. It streamlines separate country policies and creates a single tool for requesting flexible scheduling. Corporate officials visited

each of its major European sites and delivered a presentation explaining the availability of new services helping employees cope with worklife issues. The key indicator of success in the area of female employee retention is the voluntary turnover variance between men and women—the smaller the variance, the better. As of June 2015, the variance was just one percent, down from three percent the previous year. SHARING INSIGHTS AND BEST PRACTICES During the labs, internal business units share their insights and best practices; external companies that are leading the way share how they do it; and experts from academia report the latest research on the topic. The seminar ends by building an

action plan based on key takeaways. What makes this initiative unique is the mix of internal and external participants, including academia, and the company’s accountability for taking specific action. Within Coca-Cola Enterprises, women account for 33 percent of its board of directors and 29 percent of its leadership team – two and a half times the European average for boards of directors and nearly three times the European average for executives. Coca-Cola Enterprises, www.cokecce.com, is the exclusive Coca-Cola bottler for Belgium, continental France, Great Britain, Luxembourg, Monaco, The Netherlands, Norway and Sweden. The company has nearly 12,000 employees and more than 40 brands. PDJ

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Diversity and inclusion is a vital part of what we do at Fannie Mae. We’re proud to help open doors for millions of people and better serve the needs of an increasingly diverse housing market. To learn more, visit fanniemae.com/diversity. Want to use your talents at a company that values diverse backgrounds and perspectives? Go to fanniemae.com/careers to see our openings and apply online.

Š 2015, Fannie Mae. All rights reserved. Fannie Mae and the Fannie Mae logo are registered marks of Fannie Mae. Fannie Mae is an equal opportunity employer.


As one of the nation’s leading providers of healthcare services, we are

“committed to the care and improvement of human life.” At HCA, our focus on inclusion and cultural competence influences our leadership, business practices, and most importantly, directly impacts the care we provide to our patients.

Learn more about career opportunities at

H C A H E A LT H C A R E . CO M


KEYBANK’S UNIQUE RECRUITING STRATEGY CREATING A SHIFT ACCOUNTABLE FOR SIGNIFICANT INCREASE IN WORKFORCE DIVERSITY KeyBank is creating a cultural shift in a short period of time through a unique Diversity Recruiting Strategy that is accountable for putting the company on track this year for a significant increase in diversity hiring. The company made significant strides in 2015 with its talent acquisition strategy based on a foundation of four pillars: branding, sourcing, deepening internal and external relationships, and driving accountability through metrics and reporting. The emphasis this year is on accountability for engaging a high performing, talented and diverse workforce. “Our growth as a company is demonstrated in our focus on diversity and inclusion,” KeyBank Senior Vice President and Director of Diversity and Inclusion Poppie Parish said. “Simply put, our most important asset is our people,” Parish added.

ACCOUNTABILITY FOR SUCCESS SHARED THROUGHOUT KEYBANK Accountability for success in diversity and inclusion is shared throughout the company, starting with CEO Beth Mooney, who launched the Diversity and Inclusion Council as a catalyst for change back in 2012. The council has steadily built relationships with the bank’s Human Resources Department, each of its business lines, and its nine diverse employee resource groups. They have maintained a longstanding focus on diversity recruiting and this year accountability is a priority. As part of the ongoing strategy, KeyBank enhanced its Talent Acquisition Team’s sourcing capabilities and accountability for metrics, and aligned recruiting results to each business area’s talent planning process. “We enhanced the capability of all recruiters to source and hire diverse talent by sending them through diversity-focused training,

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both internally and externally,” KeyBank Chief Talent Officer Brian Fishel said. “The new program is resulting in solid traction in recruiting, hiring, employee development and retention. It’s creating a cultural shift in a very short period of time,” he said. Over the past two years, KeyBank’s veteran hiring increased 45 percent and minority hires increased by 33 percent. KeyBank’s focus on campus recruiting has also been successful in this time frame, with minority campus hires up 17 percent to 25 percent, and female campus hires increasing from 24 percent to 36 percent. The bank is hosting “early identification” events to attract diverse talent earlier, focusing on post-secondary freshman and sophomore years. KeyBank understands that diversity recruiting isn’t just a strategy, it is how to build productivity and achieve business goals.


2015 COLLABORATIVE ACCOMPLISHMENTS KeyBank’s diversity and inclusion activities have been consistent throughout 2015, resulting in collaborative accomplishments and milestones across a variety of areas. Highlights include: • Launching the Recruiting and Hiring Manager Diversity and Inclusion Toolkit. • Integrating recruiting procedures for disabilities accommodations. • Educating hiring managers/recruiters to translate military experience into civilian skillsets. • Incorporating quarterly diversity metrics into enterprise talent planning cycles, and new Diversity and Inclusion Line of Business dashboards.

• Quarterly database tracking of candidates who are diverse by way of race/ethnicity, gender, military status, disability status, age and/or sexual orientation. • Launching a new diversity and inclusion careers internet site. www. careers.key.com/index.php • Developing a recruiting video demonstrating KeyBank’s commitment to an inclusive workplace www.careers. key.com/diversityandinclusion.php • Partnering its campus recruiting team with the Military Inclusion Key Business Networking Group to enhance onboarding of veteran new hires. • Campus recruiting efforts on the early identification of talent through campus events and career experiences for post-secondary freshman and sophomore talent. • Strengthening KeyBank’s reach to individuals with disabilities via a newly launched Talent Acquisition Portal.

• Expanding KeyBank’s reach to veterans via partnerships. • Partnering with Linking Employment, Abilities, and Potential (LEAP) to develop and place individuals with disabilities in technology and operations jobs. PDJ

CEO Beth Mooney

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CONAGRA FOODS GAINING RESULTS THROUGH DIVERSITY IN THINKING DIVERSITY OF THOUGHT THINKING BEYOND THE PIPELINE TO DRIVE BUSINESS RESULTS

Award-winning ConAgra Foods, Inc. is leveraging profiles on how people think as a roadmap for successfully driving real-world business results. The ConAgra Diversity in Thinking Styles approach is aligning its teams and increasing the company’s operating efficiency. “People think differently and process things differently. This is about understanding one another to leverage the power of every individual on a team. We’re getting real results that are leveraging the power of our teams internally and around the world,” ConAgra Manager of Diversity and Inclusion Damita Byrd said.

6

ConAgra began unlocking the power of whole brain thinking a little over two years ago, when it introduced the Herrmann Brain Dominance Instrument (HBDI) internally to explore the thought diversity of employees. The original intent was to assess, apply and share individual thinking preferences. ConAgra has since taken its Diversity in Thinking Styles approach to new levels with employees, teams, vendors, customers and its international team.

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“A leader’s ability to be inclusive of diversified thinking styles and to leverage that diversity to practice whole brain thinking is a strategic enabler for us to drive both engagement and business success,” Byrd said. The company is leveraging an understanding of this both internally and externally in creative measures that are driving innovation. “It’s leveraging the power of every individual on a team. This is the framework for leveraging diversity of thinking styles and capturing the power of whole brain thinking,” Byrd said. DIVERSITY IN THINKING STYLES Since the company introduced this Diversity of Thinking Styles approach to its diversity learning curriculum, it has seen a 28 percent increase in training requests from its business partners. Well over 600 employees have navigated through the assessment and over 50 team and pairs sessions are positively impacting cross-functional channels throughout the company. The results from the HBDI validated assessments equipped the company with an understanding of both individual and team


ConAgra Manager of Diversity and Inclusion Damita Byrd

thinking preferences. The action plan emerging from the results is resulting in clearer and more effective communication among those whose thought processes are similar and also those who think differently. “It’s resulting in improved teamwork, relationships, problem solving, and other aspects of personal and interpersonal development,” Byrd said. It’s also opening pathways for achieving more clearly articulated and shared goals. The underlying concept is there are discernable differences in people’s thinking, and when you know and understand your own, you can choose and use more effective strategies for understanding others and managing time and projects. STRATEGIES FOR UNDERSTANDING OTHERS ConAgra now has seven certified facilitators who take intact teams through interactive activities that show participants how their individual thinking preferences rollup to their collective team thinking style. They do this both under normal conditions and under stress.

The results of the personal assessment are shared privately and each employee receives coaching on how to leverage all four quadrants of the brain to gain more creative solutions. The team leader is given a team review to see which members are positioned in roles that effectively leverage their strengths. This group session is designed to help the team understand how to be inclusive and most efficiently leverage each members capabilities to achieve the team’s business objectives. In addition to positively driving business results and efficiency, the initiative has also proven helpful in resolving traditional diversity conflicts in both peer-to-peer and boss-subordinate relationships. “There were instances where individuals assumed their conflicts arose from gender or ethnic bias. However, when they see the differences in their thinking, they are able to see a different reality and align on common ground to improve the relationship with acceptance and understanding,” Byrd said.

development, the company is able to compare and contrast team profiles and discern how the differences are impacting matrix performance and how to leverage the new knowledge to accelerate collaboration. ConAgra has created a roadmap to fully leveraging individual thinking styles to improve team performance and to serve their stakeholders better by fully leveraging left and right brain thinking. ConAgra Foods is one of North America’s largest packaged food companies and its largest private brand packaged food business. Its portfolio includes brands found in 99 percent of American households, and has a strong commercial and foodservice business. With headquarters currently in Omaha, Nebraska, the company recently announced it will be relocating its headquarters to Chicago, while still retaining a presence in Omaha. PDJ

By bringing two teams together, such as branding and research and

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Bring your self, your whole self, and all the things that make you ‘you’ – that’s what matters to us. Beth Mooney Chairman and CEO KeyCorp

It’s not just the company you work for that defines a great career. It’s also the people you work with and the values they share that create a dynamic culture and fulfilling professional environment. At Key, the differences among our employees drive innovation, inspire confidence, and help shape a better future for our clients, for our communities, and for each other. KeyBank is proud to be the recipient of Diversity Journal’s 2015 Innovations in Diversity Award. We’re honored to have been recognized for providing a welcoming workplace in the communities we serve. Turn to Key and be your authentic self.

To learn more about a rewarding career at Key, go to key.com/careers.

Key.com is a federally registered service mark of KeyCorp. ©2015 KeyCorp. KeyBank is Member FDIC.

ADL8366 151123-19542


Leadership is not gender specific There is a place where people drive success. Where every professional has the opportunity to demonstrate their strengths and achieve their goals. It’s KPMG LLP. Where leadership is not gender specific. Congratulations to all the winners of the 2015 Innovations in Diversity Awards! kpmg.com

© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 520782


7 SASKATOON PATHWAYS PROJECT THE POWER OF HOPE EMPOWERING GLOBALLY EDUCATED HEALTH PROFESSIONALS WITH CAREER DEVELOPMENT Canada’s Saskatoon Health Region’s career development for internationally educated health professionals is helping immigrants overcome regulatory barriers and opening pathways for them to excel in health professions. The innovative Power of Hope Program is the result of a successful partnership between The HopeCentered Research Team: Norman Amundson (University of British Columbia), Spencer Niles (The College of William and Mary), and Hyung Joon Yoon (Al Akhawayn University) and the Saskatchewan Pathways Project. Their collaborative work is providing new health professionals to the region the support they need to successfully navigate regulatory processes and accomplish their professional goals. The link between underemployment for immigrants in the health sector and their mental health is far-reaching and includes simultaneously adjusting to a new culture, climate, workplace and professional identity. The Saskatoon Health Region is the largest health region in

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Saskatchewan, Canada. The health region operates out of 75 facilities, including 10 hospitals, 29 long-term care facilities and a variety of primary health centers, mental health and addiction centers and community based facilities. It is the largest employer in the region with a staff of over 13,500. OVERCOMING PROFESSIONAL BARRIERS Its IEHP (International Educated Health Professionals) Support, Bridging, and Integration Project, identifies one of the most common and significant barriers to licensure in the health care field as meeting regulatory body requirements for language. Its pathways project, The Power of Hope, is successfully helping to build a solid foundation for supporting internationally educated nurses and health care professionals on their paths to professional licensure and ensuring they are supported within their workplaces. As a result of numerous challenges and barriers involved in the health licensure process, immigrants often spend many years working


in positions where they are overqualified. The program focuses on action-oriented hope as a means to support these individuals as they reflect on their circumstances, envision their ideal future and then develop, implement and adapt their plans in order to achieve their goals. The program includes language workshops, online courses, and time management and goal setting to bring out career competencies. It further explores correlations between client demographics, HCCI results, and career progress for using hope as a catalyst for moving forward on a pathway. “Participants are facing many challenges and are adjusting to so many factors all at once that they seem to have lost their motivation to progress on their pathway. Hope is what fuels one’s internal drive to move forward and in its absence we can quickly become motionless,” a report from the Hope-Centered Career Development for International Educated Health Professionals states. The IEHP Project is nearing the end of a five-year strategy funded by Health Canada and in collaboration with the Saskatchewan Ministry of Health. The project runs through

March 2016. Between 2012 and 2015 enrollment has increased from 66 to more than 600. DESIGN OF THE POWER OF HOPE MODEL While the program is giving support and hope to hundreds of health care professionals, it is designed to explore the role and impact of hope for immigrants pursuing licensure; specifically in the areas of pathway engagement, resiliency, and, ultimately, successful licensure. The three key objectives are: • To understand and explore correlations between client demographics, HCCI results, and progress on a pathway back to licensure. • To implement and measure the effectiveness of various career interventions to bolster hope. • To explore the role of hope as a predictor of, or catalyst for, forward movement on a pathway back to licensure.

become overwhelming,” Workforce Planning Consultant Amber Clarke said. There are many challenges, and often failures, along the way, that make it easy for negative self-talk, self-doubt, and a generalized sense of despair to grow. This can deplete a person’s overall sense of hope. Many participants said that when they lost hope, they no longer felt a desire to move forward and that they could overcome their challenges. Assistance with reframing their perspective, using creative problem solving, and action planning, is working in tandem with the HCCI and “career flow” language to strengthen the participants’ ability to understand, anticipate, and respond to challenges on their pathway. Results are showing a strong correlation between levels of hope and career progression. The research shows that targeted, hope-based interventions strengthen pathway, agency, and goal-directed thinking; making action-oriented hope a catalyst for forward movement, or a key determinant in the pathway toward career success. PDJ

“Without action-oriented hope, the process required to regain professional licensure can quickly Read more at DIVERSITYJOURNAL.COM || 25


8 At the international law firm Latham & Watkins LLP, diversity is a fundamental tenet of the firm’s culture. This year it launched the Diversity Leadership Academy, a professional development program for law students and firm associates. As Global Chair of the Diversity Leadership Committee and San Diego partner, Nadia Sager describes it this way: “This Academy is one of the ways Latham says to law students and associates, ‘We are invested in you. We are here to support you. We celebrate the rich experiences

LATHAM & WATKINS DIVERSITY LEADERSHIP ACADEMY BUILDING RELATIONSHIPS AND CREATING FUTURE LEADERS and perspectives you bring to the firm and to our clients, and we are dedicated to helping you succeed.’” INSPIRING THE NEXT GENERATION The inaugural Academy was a resounding success, with nearly 200 attendees, including Latham & Watkins lawyers from around the world and law students from across the United States. For two days, attendees participated in training sessions and social events geared toward inspiring the next generation of leaders, providing advanced

Global Chair of Diversity Leadership Committee Nadia Sager

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skills training, and creating new relationships with senior attorney mentors and role models. The Academy is unique, given its focus on both the practicing attorney and law student populations. With its numerous pipeline, retention, and advancement benefits, the Academy is a particularly innovative diversity initiative with broad reach. Training sessions for law students included tips for transitioning from law student to summer associate, resume writing, and interviewing.


Latham attorneys attended interactive seminars on leadership, personal branding, communication, and other strategies for advancement and longterm success. In formal evaluations, nearly 100 percent of Latham associates rated the Academy as having “exceeded” or “far exceeded” expectations. COMMITMENT TO DIVERSITY IN THE LEGAL SECTOR “The Academy demonstrated the firm’s sincere commitment to diversity, made senior lawyers more approachable and relatable, and helped me see the many different ways in which I can be successful at the firm. It was one of the most important professional experiences I’ve ever had,” said Aaron Chiu, a third-year associate with the firm’s San Francisco office. The feedback from law students was equally strong, with many commenting that the Academy not only reinforced their commitment to their chosen career path, but also reinvigorated their passion

for joining the firm. “We wanted attendees to leave the Academy feeling empowered and inspired. We also wanted them to leave completely convinced that no matter what you look like, where you grew up, or what your background might be, you can succeed at a global law firm and be a leader in our industry,” said BJ Trach, a Latham litigation partner in Boston who served as Academy faculty. UPCOMING 2016 LEADERSHIP CONFERENCE The firm’s upcoming leadership conference will take place in April 2016 in San Francisco. The training and development retreat will provide first-year law students with the information and skills needed to successfully navigate the law firm interview and hiring process, and transition from law student to practicing attorney. Participation is firm sponsored and includes, hotel, meals and travel www.lw.com/ DiversityLeadershipAcademy. With 31 offices in 14 countries employing more than 4,500 people, the firm considers and supports D&I

in every facet of its operations. It continues to embark upon various diversity and inclusion programs exemplifying its commitment to strengthen and promote the firm as a workplace where the best and brightest attorneys from all groups find opportunity and support to fulfill their potential to become industry leaders. “As a firm, we have embarked upon a strategic initiative focused on becoming the industry leader in talent diversity,” Sager said. Back in 2013, the firm launched its successful global Women’s Leadership Academy providing women and professional training in leadership, self-promotion, communication and business development. The Global Diversity Leadership Academy has a similar focus for diverse associates. Through the Diversity Leadership Academy, Latham & Watkins is making significant investments in the success of our next generation of diverse lawyers and leaders. PDJ

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HCA HEALTHCARE’S INCLUSIVE CULTURE SERIES DELIVERING EXCELLENCE THROUGH AN INCLUSIVE ENVIRONMENT

9 The Hospital Corporation of American (HCA) is committed to achieving a positive and fair working environment where diversity is led at all levels. The company created its Inclusive Culture Series this year to support the delivery of high-quality patient care, and ensuring an inclusive and healthy work environment for about 204,000 employees. As one of the nation’s leading providers of healthcare services, the Nashville-based HCA is comprised of 168 hospitals and 113 freestanding surgery centers, located in 20 U.S. states and the United Kingdom. Its Inclusive Culture Series is a newer component of its extensive D&I Strategy and is primarily a compilation of condensed, easily accessible “playbooks” intended to support cultural inclusion within the HCA health care system. Each playbook offers practical, step-by-

step suggestions for dealing with workplace and patient-care situations, including topics such as employee gender transition, generational differences, unconscious bias, and managing patient biases. “They are simply designed to help us address ‘What should I do if…’ questions that come up on a regular basis,” says Sherri Neal, HCA’s Vice President of Cultural Development and Inclusion. CULTURALLY COMPETENT CARE The playbook content is based on HCA’s award-winning, 90-page, Culturally Competent Care (C3) Guide, that offers direction from HCA policies, mission and values, for dealing with specific situations. The playbooks are not prescriptive; they are intended to lead users to think through actions that might help address sensitive situations.

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The Inclusive Culture Series playbooks are fully accessible to all employees, with a digital version readily accessible by employees through HCA’s intranet. Hard copies can also be customized and printed out by the company’s internal marketing repository portal, HCA MediaWorks. “We strive to create and maintain a setting in which we celebrate differences and consider them the strengths of our organization. In order to meet that responsibility, we set high standards and hold ourselves accountable,” Neal said. The Inclusive Culture Series is just one of many innovative ways that HCA is making a long-term, positive impact on patient experiences, employee work environments, and the communities it serves.


DELIVERING CULTURALLY SENSITIVE CARE WHILE CREATING AN INCLUSIVE WORKPLACE HCA is strengthening its tradition of respect and care for all people through a commitment to delivering culturally appropriate and sensitive healthcare, and creating an inclusive workplace where everyone is treated with fairness, dignity and respect. The Inclusive Series was created to support HCA’s facilities on the delivery of high-quality care to patients while creating an inclusive and healthy environment for its employees. The company continually strives to create and maintain a setting where it celebrates differences, that HCA views as strengths of the organization. PDJ

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for succeeding together.

At PNC, we value diversity and recognize the value of fresh perspectives, ideas and the efficiencies it brings to our company and the communities we serve. That’s the reason we are committed to building and maintaining relationships with diverse businesses and the organizations that support them. To learn more about supplier diversity at PNC, visit pnc.com/supplierdiversity.

©2015 The PNC Financial Services Group, Inc. All rights reserved. PNC Bank, National Association. Member FDIC

BRAND MGMT PDF 0514-048-178628


True Blue Inclusion congratulates Chevron! Winning the 2015 Innovation Award for Building A Black South African Talent Pipeline Thought Leadership Forum is quite an achievement. We’re honored to be an integral partner on this project and we look ahead eagerly to new successes for the great people we work with.

TM

True Blue Inclusion is a certified woman owned business. trueblueinclusion.com

Clockwise from top left: Zindzi Mandela, Ambassador Denmark; Zondwa Mandela, Mandela Legacy; Shariq Yosufzai, Chevron; Catherine Smith, True Blue Inclusion; Thozama Nene, Oracle; Avhapfani Tshifularo, Mandela Legacy Student; SAPIA Lerato Ndoro; Avon


CAPITAL ONE’S MAGELLAN PROGRAM BUILDING CAREER PATHS EDUCATING, CONNECTING, EMPOWERING Capital One recognizes its people, culture and customers contribute equal parts to its success. The company has an awardwinning history for its commitment to innovation, leadership, diversity and community service. Standing behind its statement that it’s the differences between people that make us stronger, Capital One is steadfast in its commitment to making diversity an integral part of the way the company does business. As part of this, the Capital One African American Career Networks’ Magellan Program was in such high demand this year that they added a second program to their offerings. Magellan focuses on attracting success-minded junior to midlevel associates and equipping them with the tools required to successfully manage and enhance their careers. The program is geared

toward increasing awareness of the resources available, identifying internal and external obstacles to achieving career goals, and promoting continual improvement through structured self-discovery and reflection. The emphasis is on connecting, educating and empowering participants. “I’ve noticed a positive impact on all the participants in the program. People who were a bit timid on the first day came to graduation with their heads held high and energized. Knowing that the company is willing to invest in their development makes the Magellan participants excited to come to work, move the needle on their deliverables, and even motivated to share their learnings with others,” said Khary Scott, Capitol One Vice President of U.S. Card Partnerships and Accountable Executive of the African American Network.

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BALANCING CAREER PLANS

THE MAGELLAN BLUEPRINT

As part of the program, each Magellan participant is paired with a cohort team and leader who provides education regarding professional best practices. Participants are introduced to a cross-section of senior executives through a series of workshops focused on self-reflection, personal branding, networking, and presentation skills. Participants learn how to balance short-term and longterm career plans with day-to-day physical and emotional stresses.

Other associate networks within the firm have studied the Magellan blueprint, including its Hispanic, military, and Asian networks. Externally, Magellan has been shared with other major corporations who have similar interests.

The resulting effect of the program is a more connected, more grounded, more deliberate careerminded associate. “This mindset is empowering and typically results in a greater than 40 percent promotion rate for participants,” according to Capital One’s Media Relations Director Julie Rakes. Since 2007, nearly 400 associates have graduated from Magellan. “Through sessions on effective networking and career planning, I am now more confident when I make new connections. The African American Network’s Magellan Program has provided me the skills and resources to take charge of my own development,” said Rosetta Wimbush, Trainer, US Card and 2015 Magellan graduate.

As part of its D & I strategy, the company is committed to creating mutually beneficial relationships with minority, women, disability and LGBT owned businesses. It also identifies and encourages diverse businesses to compete for commodities and services throughout the Capital One enterprise. Capital One has received national D&I recognition in a variety of areas in recent years. Established in 1994, Capital One has grown into a diversified bank with one of the most widely recognized brands in America. The company has a history of innovation, from its early days as a small bank division to its current status as a world-class Fortune 500 company. PDJ

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AEROTEK CANADA INSPIRING CHANGE AND GROWTH INTEGRATING WORKFORCE, WORKPLACE AND MARKETPLACE

As a leading staffing agency, Aerotek ULC continues at the forefront of the industry as a trailblazer in recruiting, retaining and developing a high performing workplace by weaving diversity and inclusion into the fabric of its organization.

succeed in the now, but also help him or her build a successful future.”

Aerotek’s National Diversity and Inclusion Strategy inspires opportunities for growth, development and leadership across its workforce, workplace and marketplace. The result is having a positive impact on its contractors and employees.

Building Relationships: “Great leaders recognize their obligation to do two things - put the needs of their employees before their own and truly understand the people around them,” Mohr states. He emphasizes this is more than mere mechanics of and employees role, it is a genuine sense of why that person has chosen to do that job, their motivations, definition of success and unique skills.

As part of its strategy, the company’s leadership participated in TWI’s Equitable Leadership Assessment to identify individual behaviors through feedback from direct reports, peers and managers. The results culminated in individual development plans for enhancing inclusive leadership competencies for Aerotek’s employees and strengthening the overall organization. Aerotek President Todd Mohr commented in CEO in Action Profiles, “Leaders deliver honest, real-time coaching and feedback, and recognize that doing so is important not only to help each employee

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LEADERSHIP RESPONSIBILITIES The company identifies three integral responsibilities that are critical for leadership in diversity:

Managing with Intention: In addition to valuing employees and peers strengths and passions, Aerotek believes it is about applying those attributes to the needs of the organizations. Leading with Courage: “Without an invested, foundational relationship that instills trust and accountability, managing would be difficult, but leading would be impossible,” Mohr states.


ONGOING PARTNERSHIPS All leadership attends Diversity Champion Training and are trained on unconscious bias awareness. Earlier this year, the company hosted a Women in Leadership Town Hall to discuss concerns and gain feedback from its employees. Aerotek maintains an ongoing partnership with the Women’s Executive Network, offering professional development events and executive coaching. The company also works in partnership with the Mississauga Board of Trade’s Women’s Leadership Forum to create two annual professional development events for the community. Quarterly, its D&I board members drive awareness and education across Canada through the creation of D&I Topic Kits. One topic kit this year was: How High Performance Individuals & Teams Achieve Success in Work & Life. Employees shared their experiences with work/life balance in order to guide and mentor others. By partnering with a variety of organizations supporting the underemployed and disadvantaged, Aerotek strives to help all people reach their full potential. Aerotek ULC headquarters are based in Ontario, Canada. PDJ

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We’re committed to helping people on their path to better health. To honor this commitment, CVS Health is building a workforce that is as diverse as the communities we serve. It’s simple: we believe that when we truly reflect our customers, we can better serve them. That’s why we’re inviting you to explore a world of careers in everything from pharmacy to retail where your unique skills, talents and abilities are welcome. Join us in helping people on their path to better health.

cvshealth.com/diversity


Congratulations, ConAgra Foods! Their innovative diversity of thought initiative is a recipe for greater engagement and business success.

Using the Herrmann Brain Dominance

Instrument速 (HBDI速) assessments and Whole Brain速 Thinking, ConAgra Foods is leveraging diversity of thought to drive inclusion, accelerate team collaboration, unleash innovative ideas and strengthen customer connections.

Get a taste for yourself. Access resources for harnessing the power of diversity of thought, including 4 ways to incorporate thinking into your D&I initiatives, at:

herrmannsolutions.com/diversityofthought

Herrmannsolutions.com


ELECTRONIC ARTS INCREASING WOMEN-FOCUSED RECRUITING INCREASING DIVERSE OPPORTUNITIES ACROSS THE TECHNOLOGY AND GAMING SECTORS

Leading global interactive entertainment software company Electronic Arts is showing growth in its already ramped up womenfocused recruitment efforts opening opportunities for women in the technology and gaming sectors. “EA recognizes the need to incorporate more diverse perspectives into our game development to create games that attract a diverse audience,” EA Global Diversity and Inclusion Manager Kelsey Wesley said. “The women in our workforce bring an invaluable perspective to this process, which is evident in the diverse characters and experiences we offer,” she added. COMMITMENT TO DIVERSIFIED WORKFORCE While the company unites the world through play, it is building on success in increasing its womenfocused recruiting efforts. As one of the biggest video game publishers in the world, EA is progressively increasing its women-focused recruitment efforts across-the-board,

demonstrating a continuing commitment to a diversified workforce. Its numerous efforts this year include a presence at the world’s largest gathering of women technologists, the Grace Hopper Celebration of Women in Computing. Also recruiting efforts at the European Women in Games Jobs Conference and Lesbians Who Tech Summit. The company also hosted onsite networking events for local talent in partnership with Women in Games International at various EA locations. “These sponsorships provided EA’s global recruiting team opportunities to connect with thousands of highly skilled candidates in the technology/ gaming fields,” Wesley said. EA’s across-the-board women recruiting initiatives also include a variety of student opportunities. AE recently hosted several dozen high school girls on campus for the first time as part of the Girls Who Code program. The seven-week program

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provided opportunity for the students to create their own apps while being taught by professional developers at EA. CREATING AN INCLUSIVE COMPANY CULTURE Internally, EA has also been making strides in creating an inclusive company culture that includes women-focused engagement and development programs. International Women’s Day was celebrated across 14 of its locations this year, providing engagement and development opportunities for nearly 1,000 employees. Earlier this year, EA launched a new internal Women’s Resource site with resources on professional development and best practices for health and work-life balance. Local Women @ EA Networking Events were implemented globally to create and strengthen the connections among employees and network with top EA women leaders. Each event had an average of 100 male and female employees in attendance, and


the effort inspired several EA studios to start their own Lean In Circles. In addition to employee programs, EA has showcased its female talent prominently with female leaders of Mirror’s Edge Catalyst and Star Wars Battlefront, taking the stage at E3 to showcase their games to over four million viewers. At the event, EA launched the promotional campaign She Lives to Play, that celebrates the strong female characters featured in some of its most popular games. PDJ

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KINDRED’S INITIATIVES BENEFITTING PATIENTS AND ASSOCIATES NATIONAL D & I SYMPOSIUM RESULTS IN PROGRAMS, POLICIES AND STRUCTURES

As one of the nation’s largest health care employers, Kindred Healthcare Inc. recognizes the value of diversity and inclusion in maximizing the potential of all its employees, driving business strategy, and enhancing the company’s brand. “Diversity and inclusion are critical to Kindred because it’s who we are as an organization,” said Stephen R. Cunanan, Kindred’s Chief Administrative Officer and Chief People Officer. “Through diversity and inclusion, through valuing the contributions that our people make, we’re able to provide an environment that is centered on the patient, and focused on quality and the engagement of all our associates,” he added. Kindred held its first national D & I symposium this year to increase knowledge and awareness.

Nearly 400 leaders from around the country and all Kindred divisions gathered to build on the health care employer’s D & I goals. The event was preceded by a regional summit held the previous year that marked the beginning of Kindred’s expansion of its D & I efforts. The company has approximately 102,200 employees providing healthcare services in 2,723 locations across 47 states. The symposium brought together internal leaders and external speakers to increase knowledge and build critical leadership skills in diversity best practices and inclusion. It further opened pathways for Kindred to put greater emphasis and energies into making diversity and inclusion an integral part of employee recruitment, development, and engagement initiatives.

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DEVELOPING AND IMPLEMENTING D & I INITIATIVES Kindred continues to monitor and build initiatives designed to fulfill the company’s goals that resulted from the symposium. Je’Mone Smith, Divisional Vice President, Field Human Resources and Diversity, works with leaders throughout the company to continually build and implement programs, policies, and structures. Kindred has identified 12 leaders and created a charter for an Inclusion Council that will convene in 2016 to provide support, advice and counsel to the development of the diversity and inclusion strategy. The company is working on a D & I Report anticipated in 2016 and is developing a system to monitor and track progress toward achieving its goals.


The company’s D& I goals include: Internal leadership maintaining an inclusive environment; companywide accountability for contributing to an inclusive environment; ensuring all staff is culturally competent and skilled at serving and caring for the entire community; ensuring the demographics reflect the communities the company services by having diverse leadership at all levels; and being regarded by patients, families, business partners and communities as a leader in ensuring an inclusive culture.

diversity and inclusion focus groups for all lines of business and all levels of the organization. It also created a diversity and inclusion website, logo, and strategy; established a D & I recognition award; partnered with universities; and continues communicating the importance of diversity and inclusion throughout the organization. PDJ

KINDRED’S EXPANSIVE D & I INITIATIVES The symposium was one of many 2015 D & I accomplishments at Kindred. Earlier this year, the company created a video outlining Kindred’s strategy and conducted

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WE’RE LOOKING AHEAD — AND SEEING YOU.

Are you taking a long view of your professional life? Looking for a place not just to earn a buck, but to start a career? If so, you and Halliburton are a good match. We offer training, career development, job rotations, international assignments — every opportunity for you to build the career you want, while working at a Company that’s recognized for innovation, diversity and, frankly, a world-class workforce. Find out about employment, paid internships and what your future might look like at Halliburton. Visit us at jobs.halliburton.com/diversity Real People. Real Careers.

HALLIBURTON © 2015 Halliburton. All rights reserved.

Solving challenges.

TM


By building on the strengths of our people,

not only do we transform the work experience,

we transform our communities. https://www.saskatoonhealthregion.ca/

Š 2015


NHCC’S CORPORATE EXECUTIVE DEVELOPMENT PROGRAM ADVANCING HISPANIC MANAGERS TO EXECUTIVE POSITIONS IN GLOBAL ENTERPRISES

The National Hispanic Corporate Council designed and implemented its Corporate Executive Development Program to provide career advancement opportunities for Hispanic mid-level managers in Fortune 1000 companies. To date, the innovative program has helped 108 Hispanic managers move into or toward executive positions. Although Hispanics are the second largest demographic group in the United States, comprising about 17 percent of the U.S. population, they hold less than five percent of executive and managerial positions in corporate America, according to NHCC’s Executive Director Octavio Hinojosa Mier. “Hispanic professionals are underrepresented in the C-suite,” he said. To date, the program has resulted in 50 percent of the participants attaining positions of significantly greater responsibility with an average pay increase of 20 percent. ADVISORY BOARD GUIDING THE WAY The development program is guided by an advisory board that includes top talent management from sponsoring NHCC member companies and leadership

development experts from the Southern Methodist University Cox School of Business. Participants are all mid-level Hispanic managers with track records of success and the potential to ascend to executive positions. They are each sponsored by senior executives in their business area and by executives responsible for developing talent in their organization. The program is delivered in three phases over nine months. It guides participants through core elements including: Leading with authority, leading with high performance teams, becoming a corporate leader, and assessment of individual competencies. These are achieved through interactive learning experiences, awareness of cultural barriers, individual development plans, advisory support, and hearing from successful Hispanic corporate leader speakers. BENCHMARK ASSESSMENTS DURING AND AFTER PROGRAM During the program, the participant’s advisor and faculty help establish program objectives and assess progress. Updates with the participant’s organization supervisor and sponsor are conducted, as needed, throughout the program.

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In addition, a final assessment of graduating participants is made 12 months after their graduation. This assessment determines success rates and supports curriculum improvement for future sessions. According to participant feedback, over half were either promoted to positions with greater responsibility at their respective companies or accepted positions at other companies within six months to a year after graduation. The graduates had successfully grown out of managerial roles and assumed executive level positions. PDJ


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NEW YORK LIFE ERG STORYTELLERS COMING OUT ON COMMON GROUND

Showing up at work as your authentic self is something some people take for granted. For others, it is difficult but when given the opportunity through an inclusive environment, it is liberating for them and educational for their co-workers. Five years ago, NYLPride, New York Life’s LGBT employee resource group (ERG) hosted “Coming Out Stories” an event to provide a safe forum for courageous employees to share their personal coming out experiences. This inaugural event included five panelists - two lesbians, one bisexual, one transgender person, and one ally who spoke about her daughter coming out. The experience shared between those in attendance was so powerful

that this one-time event turned into an annual program held during PRIDE month. Each year, the panelists receive emails, phone calls and personal visits from those in attendance with genuine, heartfelt messages about their stories, thanking them for their courage and for providing them with a new perspective. The overwhelming support from the New York Life community is something panelists mention as a by-product of their participation. BUILDING BRIDGES OF UNDERSTANDING Reinforcing New York Life’s support for diversity in its leadership positions and upper management,

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the 2014 panel was made up entirely of executive officers. This year’s 2015 panel focused on allies. The panelists included an ally who spoke of her nephew’s gender transitioning as a child. Joan McKinnon, one of the panelists stated, “These stories help us build bridges of understanding between the LGBT and straight communities by making ‘labels’ ‘human’.” These authentic tales provided the motivation for employees in one local office to share their coming out stories by creating “Coming Out Stories” office billboards. Inspired by the NYLPRIDE program, New York Life’s disability employee resource group, ENABLE, developed a coming out program


in 2013 that featured employee presenters directly and indirectly impacted by disabilities. This panel, entitled “Beyond Disability,” created an open dialogue and inspired confidence in the presenters. Attendees gained a better understanding of how to be effective disability advocates. The following year, ENABLE partnered with the company’s veterans employee resource group, NYL-Vets, to shed light on experiences with disabilities that go unseen. This year’s program, ENABLE panelists spoke on how their disability is just one part of who they are. Maria Ricciardi said, “The employee panel discussion really proves that in our everyday lives it's what we do that matters and not the disability we have."

Additional ERGs are building on this concept and developing a forum for members to talk about their personal experience that will be included in their annual programming. For example, the African American ERG recently launched its ongoing “Conversation Series” featuring diverse company leaders sharing their experiences on engagement, empowerment, career management and navigating corporate culture. The stories that unfold with each panel demonstrate individual experiences are unique, empowering and can be helpful for others to hear. While these differences play an integral part in each of the storytellers' lives, they do not define

who they are. By looking beyond their differences, they are discovering we all stand on common ground. The stories that unfold with each panel demonstrate individual experiences are unique, empowering and can be helpful for others to hear. While these differences play an integral part in each of the storytellers' lives, they do not define who they are. By looking beyond their differences, they are discovering we all stand on common ground. PDJ

Read more at DIVERSITYJOURNAL.COM || 47


PLAN CANADA MYXCHANGE - AN INTERNAL DEVELOPMENT PROGRAM EXTENDING CAREER PATHS ACROSS BORDERS FOR YOUNG TALENT

International development agency Plan Canada designed the myXchange program to leverage the skills of its young talent. The unique program moves beyond conversations about career paths, with action offering three-to-nine month Talent Exchanges across borders for sharing talent. The Toronto-based Plan Canada is a global movement for change, mobilizing millions of people around the world to support social justice for children in developing countries. The organization works in 70 countries to end poverty and improve the lives of children. “Over the years, recruiting into our call center has created a pool of talented junior staffers who have extensive education in international development, but do not have the field/practical experience of working in countries where our work is based,” the agency’s Vice President of Organizational Effectiveness Deborah Singh said.

PROVIDING OPPORTUNITIES THROUGHOUT THE ORGANIZATION The objective of myXchange program is to provide short term entry-level development opportunities within the organizations for staff members who demonstrate an interest and exhibit strong performance in their current roles. The opportunities benefit both the staff member and the organization. The staff member receives exposure and the ability to work on projects related to their academic and career interests. The organization benefits from receiving assistance from an engaged staff member. Opportunities in the program are identified by the department and business leaders, who occasionally require additional resources based on changes to their scope of work, environmental factors, or internal business demands.

48 || PROFILES IN DIVERSITY JOURNAL Fall 2015


The myXchange program stands out in innovativeness as it’s creating a talent pool while incorporating cost savings measures. The organization utilizes its own call center as an entry point to move talent into and across the organization. This minimizes costs, while retaining top talent and leveraging valuable academic background and experience. The program acts as a feeder pool of talent that is used widely, with up to 40 myXchanges each year. The numbers are increasing in October there were eight myXchanges processed. GROWING PROGRAM RECOGNIZED FOR EXCELLENCE The long term benefits of this program provide senior staff with resources and additional time to perform work, while providing young, motivated, educated

Innovation

Impact

professionals with training in international development, according to Singh. “It acts as a retention tool for staff and allows the business to continue to grow in a meaningful, cost-effective way,” Singh said. The myXchanges often times result in longer term contracts and permanent roles. Earlier this year, Plan Canada was recognized for global leadership excellence, winning second place in the 2015 Leadership 500 Awards for excellence in the non-profit innovative hiring practices for young people. LEAD is an international platform designed to inspire every individual to make the world a better place. The program recognized the top 500 leadership organizations and their development programs from around the world. PDJ

Influence

Inclusiveness

Plan Canada myXchange An internal development program

Extending career paths across borders for young talent Plan Canada’s myXchange program leverages the skills of its young talent. This unique program moves beyond conversations about career paths with action, offering three-to-nine month talent exchanges across borders and departments.

• Provides short term entry-level development opportunities within the organization • Employees receive exposure to work on projects related to their academic and career interests • Engages employees in new learning opportunities and hands-on experience

Interested in working with a global change maker? Be part of myXchange, Plan Canada’s leading internal mobility program for young talent. To learn more, visit

plancanada.ca

Plan Canada is a global movement for change, mobilizing millions of people around the world to support social justice for children in developing countries. The organization works in 72 countries to end poverty and improve the lives of children.


STIKEMAN ELLIOTT’S ADVANCEMENT OF WOMEN LAWYERS PRIORITY CANADIAN LAW FIRM IMPACTING CHANGE THROUGH AWARENESS Leading Canadian business law firm Stikeman Elliott LLP has developed an action plan that is focused on the advancement of its women lawyers; specifically in the following areas: Retention, Advancement to Partnership, Business Development and Leadership. The overall plan, developed after holding several focus groups to solicit honest and candid feedback from firm members, is based on a simple premise – Make it Personal. “We know that firm-sponsored programs can help, but we also feel that the best way to effect real

50 || PROFILES IN DIVERSITY JOURNAL Fall 2015

change is for every firm member to take personal accountability and change their own patterns to help create an environment in which more women can succeed,” said Shanin Lott, Managing Director, Talent and Professional Resources. “Over the past year, the steps that we have taken in our action plan have already demonstrated a tangible impact in our workplace – including fostering a greater awareness of our potential unconscious biases and creating an environment that encourages an open dialogue among our firm members,” Lott added.


HAVING AN IMPACT IN THE WORKPLACE Recent examples from Stikeman Elliott’s action plan include the following: • Work Allocation Pie Charts: Knowing how important work allocation is to the development of a lawyer’s skills, reputation, and credibility, the firm created individualized pie charts for each lawyer. These charts serve as illustrative tools to create awareness of who the lawyers have been working with, the type of work and “stretch assignments” they are giving and receiving, and whether they need to diversify their teams. • Unconscious Bias Training: The firm developed an unconscious bias workshop tailored specifically to its environment and based on the understanding that everyone has biases that can impact decisions in the workplace. The training invited participants to examine their own individual biases by taking the Harvard Implicit Association test in advance and then engaging in a dialogue to

identify practical tools individuals can use to mitigate those biases. For example, taking the Work Allocation Pie Charts into account whenever there is a new assignment to staff, and building other “pause points” in processes to check and correct for potential bias-based decisions. • Location: With a keen awareness of how important the office location is to one’s network and the work they receive, the firm took a critical look at its floor plans to: ensure a vibrant and diverse mix of lawyers on each floor; facilitate the development of new work relationships between junior and senior lawyers; and promote an expanded mentoring and sponsorship network. The firm reviews and switches these office placements on a regular basis to ensure fresh experiences and foster new relationships. PDJ

Read more at DIVERSITYJOURNAL.COM || 51


CORPORATE INDEX

3M Company...............................3m.com....................................................... 3

KeyBank......................................keybank.com.......................................18, 22

Aerotek ULC.................................aerotekcanada.ca...................................... 34

Kindred Healthcare.....................kindredhealthcare.com............................. 40

AT&T...........................................att.com..................................................... 10

KPMG LLC....................................kpmg.com................................................. 23

Bank of the West.........................bankofthewest.com.......... Inside Front Cover

Latham & Watkins LLP................lw.com...................................................... 26

Capital One.................................capitalone.com......................................... 32

New York Life..............................newyorklife.com..................................46, 52

Chevron.......................................chevron.com...................Inside Back cover, 8

NHCC...........................................nhcchq.org................................................ 44

Coca-Cola Enterprises..................colecce.com.............................................. 14

Plan Canada................................plancanada.com..................................48, 49

ConAgra foods.............................conagrafoods.com.................................... 20

PNC Bank....................................pnc.com.................................................... 30

CVS Health..................................cvshealth.com........................................... 36

Saskatoon Health Region............saskatoonhealthregion.com.................24, 43

Electronic Arts.............................ea.com...................................................... 38

Stikeman Elliott LLP....................stikeman.com........................................... 50

Fannie Mae.................................fanniemae.com......................................... 16

The Walt Disney Company...........Disney.com................................................. 6

Gibbons P.C.................................gibbonslaw.com........................................ 12

True Blue Inclusion......................trueblueinclusion.com.............................. 31

Halliburton.................................halliburton.com........................................ 42

UnitedHealth Group....................uhg.com.................................................... 11

HCA Healthcare...........................hcahealthcare.com..............................17, 28

WestRock....................................westrock.com............................... Back Cover

Herman Solutions.......................hermansolutions.com............................... 37

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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 © 2014 New York Life Insurance Company, 51 Madison Avenue, New York, NY 10010 Keep Good Going® is a registered trademark of New York Life Insurance Company, all rights reserved.

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Diversity Journal - Fall 2015, Innovations  
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