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® SPRING 2015

$9.95

Towards Transformational Leadership

25 of the Year’s Most Influential Companies for VETERAN HIRING THE NEXT GENERATION OF BLACK BUSINESS LEADERSHIP

Unconscious Bias: Is it your biggest barrier to hiring top talent?

Empower Me:

What makes women want to succeed?

CEOs in Action

20 Diversity Champions that Walk the Talk Stephen R. Howe, Jr. Americas Managing Partner and Managing Partner of the US firm, EY

+ Stories from

CVS, United Way and More


Be inspired. Be ingenious. 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.


Since 1999

PUBLISHER'S COLUMN

®

All Things Diversity & Inclusion FOUNDER/CEO/PUBLISHER

James R. Rector

This summer’s blockbuster? Women Worth

EDITOR IN CHIEF

Kathie Sandlin COPY EDITOR

Teresa Fausey DESIGN & LAYOUT

Watching®

Dave Potokar

VP OF OPERATIONS

James Gorman

This summer, Profiles in Diversity Journal will be celebrating 100 outstanding women executives in our 15th Annual Women Worth Watching. This prestigious award has grown over the years, and we receive hundreds of nominations from companies and organizations large and small, nonprofit organizations, educational institutions, and government entities—all wishing to recognize an outstanding woman leader. But this year, we took a step that would elevate its stature even more. We narrowed our winners to 100—no small feat. The result is a field of women who truly exemplify the values of responsibility, leadership, professional achievement, innovation, and community service. These are 100 women truly worth watching in the years ahead. Those who know our publication know just how accurately this title describes our winners. This year, yet another Woman Worth Watching has been tapped for CEO of her organization. In April, KPMG announced that it had elected Lynne Doughtie to serve as its next U.S. Chairman and CEO. That makes 10 women that have gone on to lead their Fortune 1000 companies since we’ve begun recognizing outstanding leadership. We think that, in itself, is worthy of a celebration! We look forward to celebrating Lynne, and our Women Worth Watching for 2015, in our Summer Issue. We also look forward another year advocating for those organizations that put their commitment to developing leaders like these into action. During the coming year, we’re planning even more exciting additions and enhancements to our publication that will help us better serve and celebrate women who are making waves—and making their mark—as professionals in a wide variety of disciplines. We hope you’ll join us as we continue to develop more exciting and innovative ways to support and highlight the diversity and inclusion efforts of our corporate partners. James R. Rector, Publisher and Founder profiles@diversityjournal.com

HUMAN RESOURCES

Vicky DePiore

EXECUTIVE ASSISTANT

Elena Rector

CONTRIBUTING WRITER

Alanna Klapp Noelle Bernard

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 $5.95 1 year print subscription $24.95 2 year print subscription $44.95 3 year print subscription $59.95 In Canada, add $15 per year for postage. Other foreign orders add $20 per year. U.S. funds only. Subscriptions can be ordered at: www.diversityjournal.com or call customer service at 800.573.2867 Copyright © 2104 Rector Inc. SUBMISSIONS

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

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twitter.com/diversityjrnl scribd.com/diversityjournal facebook.com/diversityjournal linkedin.com/diversity-journal Profiles in Diversity Journal® is a bimonthly magazine dedicated to promoting and advancing diversity and inclusion in the corporate, government, nonprofit, higher education, and military sectors. For more than 16 years, we have helped to stimulate organizational change by showcasing the visionary leadership, innovative programs, and committed individuals that are making it happen.

Read more at WWW.DIVERSITYJOURNAL.COM

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IN THIS ISSUE

Since 1999

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®

All Things Diversity & Inclusion

REGULARS 01 03 59 60

| | | |

PUBLISHER’S COLUMN EDITOR’S NOTE ON THE MOVE CORPORATE INDEX

FEATURES

PRACTICES AND PERSPECTIVES

05| CEO LEADERSHIP IN ACTION AWARDS

39 |

Our fifth annual celebration of CEOs whose passion, vision and commitment to diversity and inclusion are making a difference in their organizations…and beyond

20| 25 MOST INFLUENTIAL COMPANIES FOR VETERAN HIRING

In the past five years, companies across the country have made a commitment to put our veterans to work. Learn how their approaches help veterans find success and feel at home in the civilian workplace.

45| TAKING THE LEAD A CELEBRATION OF BLACK CORPORATE LEADERSHIP

2

05

MINORITY HEALTH MONTH CVS HEALTH’S AMBITIOUS INITIATIVE HELPS INCREASE ACCESS TO CARE

CVS’s Project Health initiative helps connect residents in multicultural communities to preventive health care.

44 | BIAS AND PEOPLE WITH DISABILITIES

Finding more effective tools for managing the subtle forms of bias that often impact the hiring and promotion process.

42 | EMPOWER ME WHAT WOMEN REALLY WANT IN THEIR CAREER

Simply encouraging employees to tap into their strengths can help them flourish at work.

From senior vice presidents to community activists, these talented achievers continue to redefine the possible and expand the horizons of their professions and of those who come after them.

PROFILES IN DIVERSITY JOURNAL Spring 2015

40| SHE HAS THE WORLD'S BIGGEST PROBLEMS IN HER SIGHTS...

...and Becky Kanis Margiotta intends to solve them. Former director of the 100,000 Homes Project, Margiotta today uses her skills to help empower individuals to lead large-scale change.

THOUGHT LEADERSHIP 18 | THE ILLUSION OF INCLUSION: BY WHOSE STANDARDS DO WE MEASURE OURSELVES?

The messages we receive every day, and then internalize, inform the judgments we often make about ourselves. They create a myriad of ways to convince us that we don’t quite measure up.

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EDITOR'S NOTE

Your patience is about to For those of you who have been waiting with baited breath for our first issue of the year, it’s finally here…and so is the chance to see beyond what you have in your hand. In February 2015, we took a hard look at the communication landscape and our role within it. Our mission has always been to help workplaces communicate their journey, celebrate their milestones, and recognize their trailblazers. And, for over 17 years, we’ve been very vocal advocates for those corporations who are authentically committed to making their culture equitable and inclusive. But the way people get information today is has changed in a big way. Email. Message. Text. Blogs. Posts. Videos. We knew to make our voice—and yours— heard in the new communications landscape required a fresh approach. So that’s exactly what we have set out to create: a better way to engage employees, stakeholders, and candidates. After nearly two decades of publishing one of the most respected magazines in workforce diversity, we set out to totally reimagine it…to find ways to connect with people that are more relevant and sharable…while preserving the unique features that had always made this magazine such a valuable tool and resource to organizations around the globe. This first issue—Spring 2015—reflects our new quarterly print schedule and a new publishing model that helps us connect with your audiences, faster.

PAY OFF

We’ve gone to a quarterly print model that allows us to publish to our site first… so your news, stories, and inclusion in our most popular features can be shared sooner and when they’re most relevant. Our new, improved website has channeled content to provide readers easier access to more stories on relevant workplace initiatives or issues—much like Amazon’s “Customers Who Viewed This Also Viewed” feature. This format gives every story more potential to engage passive candidates! And our new site will be mobile- and tablet-optimized. Diversity Journal will be available wherever your stakeholders search for information! We’ve also created more outstanding opportunities for our advertising partners and sponsors to connect with their stakeholders and candidates. Offerings like dedicated sponsor pages, job feeds to help meet compliance needs, and personalized editorial support will make a relationship with our publication much more valuable. It’s an exciting time for us at Diversity Journal, and the promise of reaching even more people has made long days with “nose to the grindstone” so much more fulfilling! We’d like to thank our readers, sponsors and editorial partners for their support and patience during this transition. And we look forward to continue being workforce diversity’s most vocal advocate. Kathie Sandlin, Editor in Chief ksandlin@diversityjournal.com

Read more at WWW.DIVERSITYJOURNAL.COM

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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.


Celebrating CEOs who are igniting change within their organizations Each year, Profiles in Diversity Journal is proud to recognize those CEOs whose passion, vision and commitment to diversity and inclusion are making a difference in the organizations‌and beyond. This year, we asked CEOs from around the globe to share their biggest challenges and achievements in promoting and empowering a diverse workforce. The resulting personal accounts show why these men and women are such dynamic diversity champions. They embrace diversity and inclusion, not just because they believe it’s good for their business, but because they know it is the right thing to do. Read more at WWW.DIVERSITYJOURNAL.COM

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The place where you belong At MWV, our unique backgrounds, life experiences and passions make us individuals. But when we come together as a diverse group of creative thinkers and doers, we make real-world impact. Experience the power of inclusion at MWV.

@mwvpackaging mwv.com


Stephen R. Howe, Jr. Americas Managing Partner and Managing Partner of the US firm EY Headquarters:

New York, NY

Education:

NYU–Leonard N. Stern School of Business, MBA, finance; Colgate University, BA, mathematical economics

First Job:

bus boy & golf maintenance staff

What I’m Reading: The Pillars of the Earth by Ken Follett Best Advice:

Achieve balanced success across multiple spectrums—family, health, education, career, and community.

“Leaders who create high-performing teams that are greater than the sum of their parts value differences as opposed to merely tolerating them. They encourage discussion, actively engage conflicting points of views, and inspire teams to think creatively, all while pursuing a common mission.” Putting D&I at the Center of All We Do At EY, Diversity & Inclusiveness (D&I) is an integral part of building the highest-performing teams and delivering exceptional client service. Diverse and inclusive teams are critical to us performing at a consistent, exceptional level. It makes our organization better, more insightful; it helps us solve problems, manage risk, and seize opportunities. In our industry, clients want to be served by a truly global organization. This comes down to how we team on the ground and the need to have more cross-border teams led by women and men, representing different types of cultures, backgrounds, and skill sets. Building diverse teams that respect and value differences is embedded in

the EY culture, which is a competitive advantage that has helped our organization succeed and continue to grow in today’s competitive market. One of the challenges in managing a diverse workforce is addressing unconscious biases. In order to address unconscious biases, organizational leaders must clearly communicate how teams, and the overall organization, succeed when people value the differences and backgrounds we all bring to the table. At EY, we have seen that diverse teams, which are led inclusively, perform better than homogenous teams. And this ultimately helps us deliver exceptional client services on a global scale. To be successful, D&I efforts must start from the top! Leaders who create

high-performing teams that are greater than the sum of their parts value differences as opposed to merely tolerating them. They encourage discussion, actively engage conflicting points of views, and inspire teams to think creatively, all while pursuing a common mission. At EY, our leaders embed core principles of D&I in all processes and across the entire organization, so that it becomes part of our culture and part of all the work that we do. EY’s inclusive culture has been the catalyst of our success and holds great promise for our future. When we put D&I at the center of every decision we make, our organization wins, creating better opportunities for all our people and better experiences for our clients. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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CEO IN ACTION

Todd Mohr President Aerotek Headquarters:

Hanover, Maryland

Education:

University of Washington Michael G. Foster School of Business

First Job:

Selling dictation equipment for Pitney Bowes

What I’m Reading: Fall of Giants by Ken Follett Best Advice:

Hard work beats talent when talent doesn’t work hard.

“Leaders deliver honest, real-time coaching and feedback, and recognize that doing so is important not only to help each employee succeed in the now, but also to help him or her build a successful future.” What role does leadership play in driving talent to reach their best potential? Since becoming president of Aerotek, I’ve thought a lot about the role of leadership in driving talent people to reach their full potential. Our company’s leaders and their legacies—their responsibility to play an active role in helping employees achieve and excel—define our culture. But how do we attract, develop, and promote future leaders? At its essence, what is true leadership, and how do we reinforce a culture of leaders? I’ve come to believe that each of us must understand and practice three core responsibilities that are critical to being an effective leader at Aerotek. These three habits apply to any role or level within our organization— whether managing one person, a department, or an entire company. As progressive practices, each provides the foundation for the next:

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1. Build 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. They consider more than the mechanics of an employee’s role, they also have a genuine sense of why that person has chosen to do that job—his or her motivations, definition of success, and unique skills. 2. Manage with intention. Leaders not only value their employees’ and peers’ strengths and passions, but also see how to apply those attributes to the organization’s needs. Leaders deliver honest, real-time coaching and feedback, and recognize that doing so is important not only to help each employee succeed in the now, but also to help him or her build a successful future. 3. Lead with courage. It’s no secret that leaders have a responsibility to

PROFILES IN DIVERSITY JOURNAL Spring 2015

make hard decisions, to challenge the status quo, and to be the unpopular voice when needed. But beyond that, true leadership requires us to have the courage to challenge employees and peers, sharing difficult feedback regarding how an individual “shows up” in his or her role and exposing blind spots—unconscious attributes or behaviors that can limit one’s growth. Without an invested, foundational relationship that instills trust and accountability, managing would be difficult, but leading would be impossible. So as we continue to grow in today’s global world, it is my utmost responsibility to uphold a culture that empowers every employee and creates true leaders at every level of the organization. PDJ


Deborah Gillis President & Chief Executive Officer

Catalyst

Headquarters:

New York, NY

Education:

Master of Arts, York University, Toronto, Canada

First Job:

Policy Analyst, Government of Ontario

What I’m Reading: Let the Great World Spin by Colum McCann; and The Innovators by Walter Isaacson Best Advice:

Changing Workplaces, Changing Lives At Catalyst, we believe that inclusive leadership is essential to driving innovation in the 21st century—which is why we equip our member organizations with the knowledge, insights, and tools they need to create workplaces where women and men of all backgrounds can thrive. Through our research, events, and services, we shine the spotlight on extraordinary initiatives that advance women and inclusion, and recognize achievements in this arena with our prestigious annual Catalyst Award. Catalyst is a global nonprofit with operations across the United States and Canada, as well as in Europe, India, Australia, and Japan; and more than 800 supporting member organizations worldwide. In January 2014, I became the organization’s fourth president in its 52-year history—and, as a Canadian, the first from outside of the United States.

Based on Catalyst research and my personal experience, I believe that humility, courage, and a willingness to disrupt the default are the traits most essential to successful leadership. Small moments can have a big impact on innovation, performance, and productivity. That’s why good leaders are mindful of what makes employees feel included—and excluded. I’m committed to fostering an inclusive and transparent workplace. When I became CEO, I met with every member of our staff. Like my predecessor, I chair our Diversity and Inclusion Action Council, which ensures that Catalyst “walks the inclusion walk.” I’m committed to expanding our research on women of color. And I am founder and chair of our Millennial employee resource group. Monthly meetings let me hear what’s on the minds of junior and mid-level staffers in a relaxed setting. To keep our decision-making processes transparent and senior staff accountable, I share staff-wide updates

Make time to nurture your relationships at work and at home, and give yourself permission to take risks.

“Based on Catalyst research and my personal experience, I believe that humility, courage, and a willingness to disrupt the default are the traits most essential to successful leadership. Small moments can have a big impact on innovation, performance, and productivity.” on Executive Committee meetings, reflections on my work-related travels, and news from sessions with our Board of Directors. I also keep regular office hours and an open door. Of the many things I’ve learned during my first year as CEO, one of the most important is how crucial inclusive leadership is to enabling employees to do their best work. I’ve also learned that while admitting mistakes can feel risky, it’s well worth the effort. The best leaders know that employees would rather work for people who recognize and value the talents of others—and are honest about their own shortcomings. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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CEO IN ACTION

“… we are committed to creating opportunities and pathways to leadership for our diverse workforce. We take proactive steps to assign diverse, talented individuals to priority client engagements, and provide opportunities that enhance technical proficiency and build skills that will help them succeed over the long term.” John Veihmeyer Chairman, KPMG International; Chairman and CEO, KPMG in the U.S. KPMG LLP Headquarters:

New York, NY

Education:

University of Notre Dame, BBA, Accounting

First Job:

Working in a warehouse, handling shipments and inventory

What I’m Reading: The Corporate Athlete by Jack Groppel Best Advice:

Why We Hire and Develop Diverse Talent Our clients are facing some of the most dramatic changes and complex business challenges in recent generations. To help them navigate everything from global market shifts and disruptive technologies to increased regulation and geopolitical conflicts, we must be prepared to bring the full strength of our organization and our diverse workforce to each challenge. That makes talent the most important differentiator for our organization. Attracting and retaining diverse talent remains one of our highest priorities at KPMG. We are working diligently to expand our inclusive culture and foster a work environment

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Don’t try to orchestrate every step of your career path. Just do every job as well as you possibly can.

that enables and rewards high performance, and ensures that all of our people can achieve their career goals and objectives. We take a number of steps to help build a sustainable, diverse talent pipeline—for KPMG and beyond. In the broader market, we have spent years making long-term strategic investments in education programs intended to reach learners all along the educational continuum, from early childhood through middle and high school students. We even work to support diverse professors in academia. Within our organization, we are committed to creating opportunities and pathways to leadership for our diverse workforce. We take proactive steps to assign diverse, talented individuals to priority client engagements, and provide opportunities that enhance technical proficiency and build skills that will help them succeed over the long term. Our leadership team is continuously focused on weaving diversity into our

PROFILES IN DIVERSITY JOURNAL Spring 2015

strategy, structure, and governance. We’ve garnered industry accolades for our leadership in this area, and we’ve seen progress throughout our firm. We’re proud that diverse candidates made up nearly 56 percent of our promotions into and within management in fiscal year 14. We’re also proud to report that one-quarter of our Board of Directors is diverse. But we recognize there’s more to be done. Our people, and the diversity of skills and experiences that they bring to our clients, help set us apart from other organizations. In a landscape with so many uncertainties, we need the best and brightest people to grow, innovate, stay competitive, and bring forward the best solutions. Our ability to maximize the diverse experiences, talents, ideas, and perspectives of all our people is tied to our commercial success, because our intellectual capital must be as diverse as the clients we serve, and the communities where we live and work. PDJ


“The biggest challenge in managing a diverse workforce is ensuring that professional development and leadership training are effectively customized, so that all of our attorneys have access to education and training opportunities most applicable to their careers, skill sets, cultural competencies, and future potential.” Patrick C. Dunican Jr. Chairman & Managing Director Gibbons P.C. Headquarters:

Newark, NJ

Education: Seton Hall University Law School, JD cum laude, Iona College, BA First Job:

paper boy

What I’m Reading: Wall Street Journal, New York Times; NJBIZ; and industry news Best Advice:

The brilliant and hardworking lawyers of Gibbons P.C. teach me something new every day.

Supporting the Success of Every Gibbons Attorney The diversity of the Gibbons workforce is one of the keys to our success. Through the Gibbons Women’s Initiative and Gibbons Diversity Initiative, my firm invests heavily in custom diversity training, programming, and networking events, as well as partnerships with external organizations dedicated to workplace diversity, including minority bar associations and women’s professional organizations. Members of our Diversity and Women’s Initiatives are also active in general industry and business organizations, so issues of diversity remain evident across the broadest business network. In addition, these two Initiatives host an esteemed group of corporate women, and minority executives and leaders, at every substantive legal and non-legal educational program—and civic and cultural networking event— they present. The firm’s investment in our Diversity and Women’s Initiatives has been more than justified, in terms of visibility, connections, and business

development. A multipronged strategy to promote our diverse attorneys is closely integrated with the firm’s overall business strategy, which helps these attorneys to establish, maintain, and expand close relationships with one another, clients, colleagues who can refer business, and potential clients in strategicallydefined demographics. Our approach has led to stronger, more informed, and more innovative business solutions for clients, because it leverages a variety of perspectives and competencies and reflects the workplace diversity at client and target client companies. More fundamentally, our commitment to diversity gives us a fresh way to position our firm and stake our identity in the marketplace. The biggest challenge in managing a diverse workforce is ensuring that professional development and leadership training are effectively customized, so that all of our attorneys have access to education and training opportunities most applicable to their careers, skill sets, cultural

competencies, and future potential. Through our heralded “Gibbons Academy,” we devote substantial time and resources to the training and development of all firm lawyers, while our “Gibbons Leadership Academy” curriculum addresses the necessary skills to build and manage a successful legal career, and advance to high-level executive positions. Gibbons leadership brings administrators of both training academies, and leaders of our Diversity and Women’s Initiatives, together with the goal of inspiring them develop ongoing, co-sponsored, dynamic programming—specifically geared to the development and advancement women and minority attorneys—that takes into account the distinct challenges these attorneys face and recognizes the unique opportunities they may have. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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CEO IN ACTION Peter P. Bevacqua CEO The PGA of America Headquarters:

Palm Beach Gardens, FL

Education: Georgetown University Law Center, J.D cum laude; University of Notre Dame, BA, English magna cum laude First Job:

caddie, Bedford Golf & Tennis Club

What I’m Reading: The Bully Pulpit:Theodore Roosevelt, William Howard Taft, and the Golden Age of Journalism by Doris Kearns Goodwin Best Advice:

Work very hard, but enjoy life and what you do.

Embracing Diversity Helps Us Grow Our Game The PGA of America is the world’s largest sports organization, representing more than 28,000 golf professionals across the United States. The inherent diversity and natural cross-sections evident in our membership allow the PGA of America to employ diversity as a key catalyst for growing the game. While our membership hails from a myriad of backgrounds, our organization must continue to emphasize the importance of diversity and inclusion if we are to successfully grow the game, create more jobs, and achieve a better quality of life for our members. PGA REACH, the charitable wing of the PGA of America, embraces and supports the PGA’s associationwide emphasis on growing the game through diversity. Behind its three pillars of Youth, Military, and Diversity & Inclusion, PGA REACH strives to make the game of golf more inclusive, specifically to individuals with disabilities and those who otherwise would not have access to the game. One of

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its youth-based strategic initiatives is PGA Junior League Golf, which includes boys and girls under the age of thirteen who participate in golf ’s version of Little League. PGA Junior League Golf has enjoyed tremendous growth over the past few years, in part, because its unique design builds camaraderie among friends and families who have the opportunity to play golf and have fun together as a team. I do not view managing a diverse workforce as a challenge; in fact, the PGA of America’s diverse workforce serves as a tremendous asset. We can only be successful in serving our members and growing the game if we, collectively and consistently, draw from the perspectives of a plethora of individuals, such as our Headquarters and Section staffs, and our members. Our leadership team prides itself on listening to and internalizing a variety of viewpoints. This enables us to approach each situation from numerous healthy perspectives and, ultimately, to make the best decision possible. I view “leadership” as a verb because

PROFILES IN DIVERSITY JOURNAL Spring 2015

true leadership requires leading by example. A leader’s actions, not his or her words, will inspire staff members. With this in mind, I am proud that PGA professionals are leaders at their respective golf facilities. They demonstrate their unique skill sets and unparalleled leadership abilities by being the first employee at the golf course each morning and, often, the last employee to leave each night. PDJ

“I view ‘leadership’ as a verb because true leadership requires leading by example. A leader’s actions, not his or her words, will inspire staff members.”


Anthony S. Kendall Chairman and Chief Executive Officer Mitchell & Titus, LLP Headquarters:

New York, NY

Education:

Binghamton University, MBA, BS; Harvard Business School, Owner/President Management Program

First Job:

Arthur Andersen

What I’m Reading: Everybody Paddles by Charles Archer Best Advice:

Question yourself often, but believe in yourself always.

Diversity—Our Engine of Creativity and Innovation As Mitchell & Titus celebrates its 40th anniversary, we continue to build on the core values instilled by our founders—to create an organization where good people from all walks of life can fulfill their potential and realize their career aspirations in public accounting. Today, Mitchell & Titus is the largest minority-controlled accounting firm in the United States. At the heart of our firm is an ecosystem that embraces diversity and inclusion, which leads to innovative thinking that benefits both our people and our clients. The biggest challenge in managing a diverse workforce is remaining vigilant and committed to understanding that both our cultural differences and our family dynamics influence how we evaluate information and the world around us. Mitchell & Titus’s value system reflects the experiences and attitudes of all our people— not just those of leadership. We have a shared vision that transcends cultural and generational differences. I have learned to appreciate that we all have conscious and unconscious biases. It is incumbent upon us to recognize how those biases impact our assessments and opinions of ourselves and others. Diversity—in particular, diversity of thought fueled by individual exposures and experiences—is the engine of creativity and innovation. An organization’s most valuable asset is its diversity of people and thought,

and its willingness to embrace each person’s uniqueness. Leaders enable their people to reach their fullest potential by investing in them holistically (professionally and personally) and ensuring that each experience and opportunity contributes to their development. Leadership is a privilege, and leaders must endeavor to place people in positions where their differences become our strengths. This also creates a platform for our collective energies and efforts to propel an organization to greatness. Our investments in people empower them to explore and share their knowledge with others. At Mitchell & Titus, we live this mantra by providing our executives with life coaches so that they foster highperforming teams and fulfill their personal goals and aspirations. Mitchell & Titus values our diverse workforce; we make sure that our

people’s voices are heard, which helps us retain talented professionals and help them achieve their maximum potential. We are proud of the inclusive atmosphere at Mitchell &Titus, and of the successes we have achieved together. PDJ

“Diversity—in particular, diversity of thought fueled by individual exposures and experiences—is the engine of creativity and innovation. An organization’s most valuable asset is its diversity of people and thought, and its willingness to embrace each person’s uniqueness.”

Read more at WWW.DIVERSITYJOURNAL.COM

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CEO IN ACTION

Ronald M. De Feo Chairman and Chief Executive Officer Terex Corporation Headquarters:

Westport, CT

Education:

Iona College, BA, Economics & Philosophy; honorary Doctorate

First Job:

newspaper boy

What I’m Reading: Full Force and Effect by Tom Clancy & Mark Greaney Best Advice:

Sloppy work is sloppy thinking. Pay attention to the details.

We’re Out to Achieve Gender Balance For Terex to continue to be a credible and competitive global business, our team member population must reflect the cultural and geographic diversity of our global customer population. That’s basic. However, there are many dimensions to diversity beyond these two (e.g., gender diversity and diverse backgrounds) that broaden the scope of thinking, which helps us outthink our competition. The more we do this, the greater our success will be. Over the next few years, our greatest drive for diversity is in terms of gender. We have developed a set of standard metrics for increasing the number of women in leadership and line positions throughout our company. I am pleased to report that during 2014 we saw a net increase in line roles and have approached our annual goal for women in leadership positions. I am encouraged by these numbers, but by no means satisfied. Achieving true gender balance will take time, but it is well worth the effort. It’s not enough to have a diverse team; it’s equally important to actively seek—and listen to—the opinions and ideas of a wide variety of people who have diverse experiences and points of view. It is only by seeking and

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considering these inputs during our regular business discussions and in decision-making processes that we will realize and benefit from the full potential of our workforce. That is why we refer to our initiative as not just “diversity,” but “diversity and inclusion.” We are a global organization operating in more than 100 countries. It’s a

“Our drive to increase the number of women in leadership and line positions has caused our managers to go beyond traditional thinking, including re-examining interviewing practices and techniques, to ensure we are considering not just candidates who ‘look like us,’ but also those who will add something different to the mix and challenge us to be even better.”

PROFILES IN DIVERSITY JOURNAL Spring 2015

fundamental management imperative to identify talent wherever it exists in the organization, and to create an environment where talented team members can flourish—regardless of background, who they know, or where they work. Our drive to increase the number of women in leadership and line positions has caused our managers to go beyond traditional thinking, including re-examining interviewing practices and techniques, to ensure we are considering not just candidates who “look like us,” but also those who will add something different to the mix and challenge us to be even better. As CEO, I know I set the tone by my words and my actions. The members of our Executive Leadership Team know they are equally accountable. Our entire organization knows we are on a journey and, for the sake of our customers, shareholders and team members, we are determined to make significant progress. PDJ


Steve Angel Chairman, President & CEO Praxair Headquarters:

Danbury, CT

Education:

North Carolina State University, BS, civil engineering; Loyola College, Baltimore, MBA

First Job:

brick mason’s helper

What I’m Reading: Killing Lincoln:The Shocking Assassination that Changed America Forever by Bill O’Reilly and Martin Dugard Best Advice:

Exceed expectations.

“Effective leaders insist on diversity and inclusion.They understand that a variety of experiences and backgrounds results in an energized and productive work environment.They value the differences among us that lead to dynamic solutions and innovative changes.That is what makes good leaders.” How Diversity Takes Us from Good to Great For a high-performing, global company, a commitment to diversity and inclusion is not an option, it is a necessity. At Praxair, we consider diversity and inclusion table stakes. Maintaining a competitive advantage in today’s global economy requires that we hire, develop, and engage the best people. And, not just the best people from a certain segment of the population—the best people from the broadest talent pool available. Attracting and developing the right people for our business ensures that we maintain a high-performance culture, which is so critical to our continued success. We do this by providing dynamic leadership, a challenging work

environment, competitive pay and benefits, and recognition for outstanding performance. We also do this by hiring and developing the best talent. In order to provide the greatest value to our employees, customers, shareholders and communities, we must always be willing to look beyond ourselves and those who are like us. We must become comfortable with the unfamiliar. We must encourage, appreciate, and celebrate new and diverse opinions, ideas, and talents. And that sounds easier than it really is. Effective leaders insist on diversity and inclusion. They understand that a variety of experiences and backgrounds results in an energized and productive work environment. They

value the differences among us that lead to dynamic solutions and innovative changes. That is what makes them good and effective leaders. There is a world of knowledge, expertise, and innovation at our fingertips, and the more we leverage it, the stronger we become. A diverse and inclusive workforce not only provides a competitive advantage, it separates the good from the great. At Praxair, being good is never good enough. And while we will continuously raise the bar, I am proud of the commitment and focus our global team has on establishing our company as an employer of choice, maintaining a strong pipeline of future leaders, and continuing to create a global culture of inclusion. PDJ

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CEO IN ACTION

“We are committed to ensuring that our fundraising efforts, and the staff that support them, are closely aligned with the diversity of the communities we serve. As a result, equity and inclusiveness are ingrained in who we are and interwoven into our values and practices.”

Ken Mayhew President and CEO William Osler Health System Foundation Headquarters:

Brampton/Etobicoke, Ontario, Canada

Education:

University of Toronto, BA

First Job:

painting houses

What I’m Reading: The Orenda by Joseph Boyden Best Advice:

Diversity Connects Us to Our Communities William Osler Health System Foundation raises funds that support vital programs, services, and redevelopment at one of the largest community hospitals in one of the most diverse regions of Canada. We are committed to ensuring that our fundraising efforts, and the staff that support them, are closely aligned with the diversity of the communities we serve. As a result, equity and inclusiveness are ingrained in who we are and interwoven into our values and practices. Our success stems in part from our diverse staff ’s creativity and talents in developing fundraising events that foster a sense of community, while celebrating individuality. For example, our Holi Gala enables the entire community to learn about, and enjoy, this South Asian celebration of spring; our Walk ’n Roll for Healthy Kids is

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a family fitness event; and our Women Helping Women fundraisers leverage the energy and dedication of women from across the community. These events, championed by community leaders and supported by our staff, make fundraising relevant and accessible. It is a pleasure to lead an organization with such a diverse workforce, and one that works so closely with a community rich in culture and tradition. We work to create an inclusive environment with fair and equitable policies and practices that help us retain and recruit staff, and foster staff satisfaction. Our commitment to creating an inclusive and accessible workplace is supported by a respectful and welcoming atmosphere that allows staff, patients, donors, and community members to better understand and appreciate everyone’s unique beliefs and values.

PROFILES IN DIVERSITY JOURNAL Spring 2015

Life is short, do your best at everything you do.

The composition of our board of directors reflects the diversity of the community we serve, and along with our senior management team, provides support, guidance, and recommendations to ensure that diversity and equity are integrated throughout all levels of the organization. Our leadership team plays an integral role in recruiting philanthropic leaders from diverse communities to champion fundraising efforts and promote our spirit of inclusivity. As a result, we have fostered long-lasting philanthropic relationships with members of the Muslim, Indian, Pakistani, and Portuguese communities, to name a few. I am proud of all that we have accomplished. The funds we have raised and the programs we are able to support are a testament to how much the community we serve values our commitment to understanding and embracing their diverse needs. PDJ


Brian A. Gallagher President and CEO United Way Worldwide Headquarters:

Alexandria, VA

Education:

Bachelor’s Degree in Social Work, Ball State University; MBA, Emory University

First Job:

Management Trainee, United Way of America

What I’m Reading: The Defining Moment: FDR’s Hundred Days and the Triumph of Hope by Jonathan Alter Best Advice:

“Be ready to say yes; opportunity doesn’t always knock twice”

“In today’s integrated global economy, we’re all connected like never before. The very definition of ‘community’ has been rewritten by people coming together through shared interests—in local communities, across nations, online, and around the globe. To say our communities are increasingly diverse is an understatement.” Understanding Diversity, and Living an Inclusive Life, Takes Effort In today’s integrated global economy, we’re all connected like never before. The very definition of “community” has been rewritten by people coming together through shared interests—in local communities, across nations, online, and around the globe. To say our communities are increasingly diverse is an understatement. Understanding this change is one thing—embracing and living it is another. That requires a concerted effort. I grew up in a relatively diverse urban community. I’ve spent a career working with a cross section of the community that includes business, government, nonprofits, and people from all walks of life. Three important women in my life—my wife and daughters—have also helped me understand their unique perspectives.

I thought I was as aware, as anyone, of what diversity and inclusion means— and what achieving it requires. I wasn’t. I needed to be reminded that that true diversity and inclusion is a journey. Fortunately, I had, and still have, a great role model and teacher. Her name is Dr. Johnnetta Cole. Dr. Cole has been a leader in the United Way network for many years. She currently serves as director of the Smithsonian National Museum of African Art and, before that, she was president of both Bennett College for Women and Spellman College. She’s touched many lives. A few years ago, wife and I attended an event with Dr. Cole in another city. Afterwards, the three of us shared a cab to catch the red-eye home. It was late, and we were all very tired. During the ride, the cab driver began making inappropriate remarks about a group of people. I’m certain nine out of ten people would’ve looked out the

window or pretended to be asleep. Not Dr. Cole. She turned the experience into a teachable moment. She didn’t beat up on the cab driver for what he said, but rather taught him. She talked to him in a way that changed his thinking and moved him forward. It was also a teachable moment for me. Ignoring a situation like that one just isn’t good enough. Standing up for diversity, and living an inclusive life, requires effort. For United Way, it’s meant changing the way we think about diversity and inclusion. It can’t end with compliance and representation. It has to be integral to every part of our work. It has to be central to our culture. We have policies, research, advocacy and movements, yet we still struggle. And, that’s OK. What’s important is continuing to recognize our biases and change our behaviors. PDJ

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BY WHOSE STANDARDS DO WE MEASURE OURSELVES? By Helen Turnbull, PhD

“You are wrong lady; that cannot be.”

I

stared at my smart phone in disbelief as I heard the salesman tell me that the measurements I had just given him for my oven were wrong. I was standing in front of the oven at the time with a metal tape measure in my hand. Honestly, I don’t believe you need a PhD to read a measuring tape accurately. Earlier that week, I had been erroneously advised that my oven could not be repaired and that I needed to buy a new one. My oven is 30 x 59 and, apparently, they don’t make that size anymore. But now I hear, according to the salesman, that ovens have been 30 x 50 since the

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dawn of time, despite the fact that I purchased the oven in question from his store in 1995. There is more to this story, and I thought it might be a good foundation for this article. But, while looking for pictures that would help illustrate its point, I found something interesting. I went to Google Images and typed in “woman using tape measure” and, much to my astonishment, I found only images of scantily clad women measuring their own bodies. I then changed my search request to “using a tape measure” and all the images were men at work, usually wearing a hard hat and very much focused on the task at hand. You don’t have to be a rocket scientist to catch the implications! Micro-messages hurt. Conscious and unconscious

PROFILES IN DIVERSITY JOURNAL Spring 2015

messages and images bombard our senses every day and inform us what to expect of ourselves and others. For example, what image pops up when you want to hire a plumber, an electrician, or a Building Contractor? Which gender and/or culture do you expect to show up with the tools of their trade or profession and which ones cause you to question their competence? Which gender comes to mind when you think about part-time workers and which culture does you think of as “bad drivers”? Micro-messages and mind-bugs stick to us like Velcro and seep into our psyche like a mind virus. They sit there, dormant, waiting to be activated in our judgment of others. What value attribution do we place on other people based on these deeply rooted mind bugs? A few days ago I called one of the airlines I use regularly to book a flight. Their system recognizes my phone number and the operator immediately knows who


is calling. A woman in a very clear voice answered the phone and said, “Good afternoon Dr. Turnbull, how can I help you, sir?” Needless to say, she was somewhat chagrined when a woman’s voice laughed at the other end of the line. What is not always understood is just how easily these internalized messages inform the negative judgments we make about ourselves. They create a myriad of ways to convince us that we don’t quite measure up. We know what people think about us. We know what they think about our social identity groups and we internalize these messages, both positive and negative. If, for example, you are Asian, you know that you are expected to be good at math. If you are overweight or under-weight, you know that society has labeled you as unhealthy; if you are a smoker you know what non-smokers think about you. Claude Steele, in “Whistling Vivaldi” refers to this phenomenon as “identity contingencies.” We all like to believe that we are autonomous individuals, and yet Steele’s research demonstrates that these identity contingencies detract from our performance in our careers and in life. The amount of brain energy that is allocated to managing ourselves

around this level of “noise” can impair a broad range of human functioning. We tell ourselves that we don’t quite measure up. So, we assimilate to fit in. We adjust our style to be accepted. We change what we were going to say to keep people comfortable. In the process we may feel like a fraud, feel excluded or, at the very least, feel we do not have full membership at the table. Are you using your measuring tape, or someone else’s? It would be easy to blame others for keeping us down, but it is important to realize what we might be doing to collude. To combat the impact of identity contingency we first need to realize it is happening to us and recognize who is holding the tape measure. We have a choice. We can either let other people define us, or do the work required to catch all of these internalized messages and do something different with them. For example, I was recently invited to a meeting with someone who is perennially convinced that no one really wants her around. There were eight of us at the table, and she was the last to arrive. The chair that was left for her was at the end of the table. She immediately looked perturbed and announced to the group, “I feel excluded!” Now, it is hard to know how to respond to that, especially when there is more than one end to the table and we were all seated at the same table. Nothing we would have said would have convinced her otherwise—not even the reality that she had

been invited in the first place. Sadly, she looks for evidence to confirm that she is not welcome. Based on that mind-set, she frequently finds it. Personal development and selfimprovement are contingent on having a strong self-image and yet, in the face of these identity contingencies we are apt to suffer from the “spotlight effect” and be far too hard on ourselves. We may tend to lean towards the negative; see patterns where there are none; and buy into a socially constructed story about people, events, and situations that may not be true but confirms our bias. We naturally look to confirm what we already know. Just like my friend at the meeting table, we may not be seeing what is right in front of our eyes. Dr. Helen Turnbull is the CEO of Human Facets, LLC, and a worldrecognized thought leader in global inclusion and diversity. Her latest book is Blind Spots: A conversation with Dr. Turnbull about Unconscious Bias. See her TEDx presentation on “The Illusion of Inclusion” at http://pdjrnl.com/tedxhelen. PDJ

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25 OF THE MOST INFLUENTIAL COMPANIES FOR

ETERAN

H I R I N G

Thanks to the commitment made by organizations across the country, more of America’s former service members are going back to work. Employer initiatives in both federal and private sectors have helped the veteran unemployment rate drop to 5.3 percent last year — the lowest level since 2008, according to the Bureau of Labor Statistics (BLS). Figures released in March of this year marked 2014 as the fourth consecutive year this rate has declined. For the second year in a row, we’ve identified 25 of the organizations that are influencing the conversation, developing programs and best practices, creating or advancing new tools, and providing the philanthropic support that is helping to level the playing field.

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PROFILES IN DIVERSITY JOURNAL Spring 2015


Members of the Veteran Support & Inclusion office include former service members Eric Bartch, USMC/Col; Cliff Colley, USAF/Lt Col; Robert Bartlett, USA/SSG; Joshua Tredinnick, USA/SGT; and Denyse Gordon, USAF/MSgt.

The Walt Disney Company The Walt Disney Company Heroes Work Here (HWH) initiative, announced in 2012 by Chairman and CEO Robert Iger, has greatly accelerated and helped solidify the Company’s recruitment, retention, leadership development and support strategies for veteran employees and their families. With a commitment to hire at least 1,000 veterans by 2015, the Company quickly exceeded that goal and as of March 2015, has made more than 5,000 job offers to veterans. Last year, Disney made our list when it launched a first-of-its-kind training program to encourage other companies to hire veterans. The inaugural Disney Veterans Institute brought together more than 500 attendees representing more than 350 organizations for a day of networking and sharing best practices at Disney World headquarters in Florida. Since then, the program has expanded its reach, hosting regional events at the USAA Headquarters in San Antonio in August 2014, and at the General Motors Headquarters in Detroit in June 2015. The work of Disney’s Veterans Institute has been instrumental in helping

the business community understand the challenges transitioning military face entering the workforce, as well as the approaches and tools that can help them succeed. As a result of these efforts, 5,000 veterans have secured jobs. This year, we also recognize Disney for its ability to inspire its employee base to promote the cause. To date, Disney has provided over $1 million in support to veteran and military organizations and, through the Disney VoluntEARS program, employees have engaged in several service projects with veterans organizations in communities around the country. Another key component of Disney’s continuing engagement involves building communities for military employee and family members. Disney’s Employee Resource Groups at the Walt Disney Parks and Resorts, ESPN, and Disney ABC Television Group play an important role in creating and reinforcing inclusive behaviors for veterans and other employees in the workplace. They also help support professional development courses designed to help veterans navigate their careers at Disney.

“The Walt Disney Company and the military share a lot of the same attributes that I really came to cherish during my military service,” says Cappy Surette, former Navy Captain and PAO, who now serves as the Senior Manager of Executive Communications at Walt Disney World. “These attributes include teamwork, professionalism, heritage and a tremendous commitment to taking care of your people.” CACI CACI has served the U.S. military since 1963 when it received its first contract to perform research and simulation for the Navy. And for the past 50 years, CACI employees have helped defense and intelligence customers deliver mission-critical capabilities. You’ll find CACI employees working alongside service members in numerous countries, deploying biometrics tools that identify terrorist threats, delivering geospatial imagery used for operational planning, and providing supply-chain security framework to transport medical equipment to military hospitals. Today, 3,984 veterans and 1,144 active duty service members proudly call CACI their employer. CACI’s

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commitment to attracting and retaining veterans, reservists, and military spouses starts at the very top. Many of its executives, including the CEO, are veterans themselves. Veterans currently make up nearly 30 percent of CACI’s workforce, and hold 545 job titles across the organization; disabled veterans account for more than six percent of the population. CACI’s Veteran Support, Diversity and Inclusion (VSI) office is the internal organization that implements programs to ensure veterans feel connected to the company from day one of their careers. These military employment advocates—themselves retired service members—draw on their personal experiences and connections to reach job seekers in the military community and to provide these individuals the assistance that meets their needs. Although CACI’s VSI team is less than two years old, its success can be seen in the outstanding programs and tools it has developed to assist former service members grow their careers. Many of the programs are uniquely

“high-touch.” CACI’s Veteran Mentoring Program, for example, pairs newly hired veterans with a CACI employee (usually a former service member as well) who serves as mentor and helps ensure a smooth transition into the CACI workforce. VSI team members also provide support one-on-one support for Reserve and National Guard members, taking on the role of mediator between the employee, their immediate manager, and HR. Their subject matter expertise, advocacy, and collaboration ensure all actions adhere with USERRA practices and provide the employee a seamless experience returning to and from military service. CACI’s VSI team utilizes this “hightouch” philosophy in recruitment as well, by establishing a personal connection with veteran candidates based on shared military and civilian experiences. Team members personally contact over 5,600 veteran applicants each month, ensuring that their questions are answered and helping to ensure successful job placement. This personalized approach re-

A self-described career soldier with over 22 years of active duty, Ryder Shift Supervisor James Broden found transitioning to a civilian career a little daunting, “but learned collaboration is key. Working with the team at Ryder, I found my skills fit a number of roles I hadn’t considered. And when the right opportunity came along, I was ready for it. “

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PROFILES IN DIVERSITY JOURNAL Spring 2015

quires a commitment that extends beyond the traditional office hours and duties. One VSI team member, for example, voluntarily provides weekly resume and job search services for homeless veterans in Northern Virginia. Ryder Since the start of its veteran hiring initiative in November 2011, Ryder has hired over 2,100 veterans, increasing the percentage of veterans in its U.S. workforce from 8 to 10 percent, and has more than doubled its number of recently-separated veterans hired since joining the U.S. Chamber of Commerce’s Hiring Our Heroes program. In the next three years, the company has committed to hiring 2,000 veterans, many of them as drivers and technicians. To accomplish this, Ryder has partnered with Hiring our Heroes and FASTPORT to assist veterans, transitioning service members, and their spouses in finding great careers in the trucking industry through the Trucking Track Mentoring Program. The Trucking Track Mentoring program provides separating military personnel with information about the trucking industry, the many positions available, and connects these service members to mentors who can personally walk them through the career search and onboarding processes. According to Senior Director of Recruiting Services Patrick Pendergast, Ryder’s internal military employee group serve as these mentors and also provide ongoing career coaching to help them succeed in the industry. “We’ve spoken with over 125 current service members to date. What we’ve heard is that they’re thankful for the information and want to maintain a connection,” says Pendergast. “The person-to-person aspect helps


Thomas C. Shull, former Army officer and Exchange Director/COO

tremendously. There’s an overwhelming amount of information to consider, and the interviewing process is new to them. Having someone in the industry that’s a veteran themselves to talk with makes them infinitely more comfortable. Army & Air Force Exchange Service At war and in peacetime, the Army & Air Force Exchange Service provides goods and services to U.S. service members and their families everywhere they serve on military installations—whether in the U.S and

overseas. In fact, more than 4,300 volunteer Exchange associates have deployed to locations such as Afghanistan, Iraq, Kuwait or the Balkans—to anywhere Soldiers and Airmen serve—in order to bring a welcome taste of home to these deserving troops. The number of Exchange associates who are veterans (10%), spouses and family members (24%) and individuals connected in some way to the military (36%) truly exemplifies its core value, “Family Serving Family.” Like their civilian counterparts,

military spouses and family members seek career opportunities. While they must often follow their military sponsor from one location to the next, spouses and children know the Exchange offers several opportunities to not only maintain employment, but also build a career. The Exchange’s Spouse Employment Preference program, for example, provides preference when competing for vacant positions, and its Spouse Continuity program provides priority placement for spouses moving with their Soldier or Airman to the next duty assignment.

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Joseph Petty, former Army Captain and BaxVets member

According to Thomas Shull, Director and Chief Operating Officer for the Exchange, “These programs are a win-win for both the Associate—who continues their career progression—as well as the Exchange which saves on training and keeps smart, dedicated people within the organization.” The Exchange’s goal for 2015 is to increase the number of veteran hires in management roles. Through its Retail (RMT) and Advanced Retail (ARMT) management training programs, veterans can not only gain the retail foundation and techniques they need to be successful, but also hands-on leadership experience in retail management. Upon successful

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completion, participants are assigned to managerial roles in any one of their worldwide locations, from Afghanistan to Alaska. “Veterans understand Exchange customers because they once were Exchange customers,” says Shull. “What’s more, hiring veterans is just a small way to give back to those the Exchange serves.” Baxter International Baxter was recently recognized as a 2015 G.I. Jobs Military Friendly® Company for its efforts in recruiting and retaining military personnel and veterans as employees. The company made our list for the resources and support to those who are transitioning

PROFILES IN DIVERSITY JOURNAL Spring 2015

from the military into new careers in the civilian world. Baxter’s support has a “hub” in the company’s business resource group, BaxVets, comprised of employees who are veterans, current service members, family members and allies. The group not only assists Baxter employees, but also gives back to the military community by supporting some outstanding veteran career events and engaging in volunteer projects. In September, for example, BaxVets took part in a career day at Fort Carson in Colorado Springs, Colo., where they mentored veterans and their spouses and provided guidance on resume building, interviewing and


Ronald Barry, former Army officer and Sprint Manager

networking. The local BaxVets team followed up with a “Day with Baxter” event, where participants in the career day had the opportunity to visit Baxter’s offices in Englewood, Colo., for one-on-one mentoring sessions. In 2014, Baxter began partnering with the MedTech and BioTech Veterans Program (MVP), which provides transitioning military veterans with career resources and training opportunities to prepare for careers in the sciences. In September, Baxter sponsored an MVP re-careering event at its headquarters in Deerfield, Illinois for transitioning military in Northern Illinois and Southern Wisconsin. The one-day seminar, staffed by Baxter em-

ployee volunteers, included active oneon-one mentoring, resume-building, interview training and rehearsals, and guidance on creating a professional social media presence. “It’s so important for us to acknowledge the service that these dedicated men and women have performed, and to say thank you,” says Joseph Petty, Baxter senior marketing manager, U.S. hospital products, and former Army Captain who is also part of BaxVets’ leadership team. Petty was one of the volunteer mentors at the MVP event. “We value veterans’ enormous past contributions within the military, as well as the diverse, meaningful paths they embark upon as civilians.”

Sprint Sprint has approximately 1,300 employees who have identified themselves as military or former military members and currently has 50 employees deployed. Its veteran-focused employee resource group, VETS (Veterans and Employees helping others Through Sprint), has more than 800 active members in 36 states and Puerto Rico. Now in its 7th year, the group provides professional development and mentoring opportunities for former service members in Sprint’s employ, hosts internal educational and cultural events, and is involved in community-service outreach projects dealing with active

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Catherine Breeze, former Navy Reservist and VP at Booz Allen Hamilton

and former military members. Sprint’s headquarters are located close to Fort Leavenworth, and many of the successful programs the company now hosts were launched there. Its Military Transition Workshop is one example. Designed for transitioning service members, the workshop provides guidance from professionals in placement agencies and executive life coaches on topics such as building your brand, networking, translating skills and writing resumes, etc. “Sprint is actively engaged in ACAP programs and panels, and networks with groups throughout this community to provide that kind of help and information that can benefit these soldiers and their families,” says Ronald Barry, Sprint Manager and retired Army officer once based at Leavenworth. We’ve also done additional programs that were more one-on-one that have been extremely successful.”

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#

“For one program, we brought in a lot of our directors and senior members and broke into small discussion groups so we could address their personal questions. It’s the ability to speak with people that have been in your shoes that makes the difference for these transitioning service members.” Sprint recently donated $100,000 in technology to military students and is partnering with the U.S. Army’s Partnership for Youth Success (PaYS), a strategic U.S. Army program working with businesses across different industries to open the door to possible employment opportunities once a soldier or cadet has fulfilled his or her required Army obligations with the Army, Army reserve or Army ROTC. Sprint was recently recognized as a 2014 Most Valuable Employer for Military for the fifth year in a row from CivilianJobs.com, named by G.I. Jobs as a top Military Friendly Em-

ployer for 2014, as well as the No. 2 happiest company for U.S. veterans in 2012 by CareerBliss. Booz Allen Hamilton Since Booz Allen Hamilton won its first Navy contract in 1940—75 years ago—it has continuously served U.S. military clients, and leveraged the knowledge of the veterans in its employ to provide expertise to Defense and Intelligence clients. Today the firm is committed to continuing its tradition of being a best-in-class

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.

Life Insurance. Retirement. Investments.

KEEP


employer for veterans, reservists, and military spouses. And, with approximately one-third of the employee base self-identified as having a military background, the organization has developed hiring and retention practices that are absolutely best in class. The organization’s dedicated fulltime military recruiting staff works with many outside organizations that support hiring for these individuals, and has also developed tools to hone its approach to recruit and retain the best employees. Webinars and Virtual Job Fairs, for example, as well as a dedicated LinkedIn group offer potential employees flexible timing so they can look for jobs or ask questions after hours or on the weekends. Booz Allen has a very active program dedicated to recruiting and retaining Reservists and Guardspersons. But of particular note is the organization’s concerted effort to recruit and retain military spouses. Booz Allen participates in the Hiring Our Heroes Military Spouse Career Forums and helped launch the MilSpouse online mentoring program with Hiring Our Heroes and Academy Women. At least one firm member has “boots” in both of these groups. Catherine L. Breeze, Booz Allen Vice President, is a former Navy Reservist and military spouse. “Military spouses face unemployment and underemployment, often at a rate higher than veterans,” she says. “They’ll often have great skills and education, but also have the same type of gap in translating the experience as do veterans.” Booz Allen has two Employee Resource Groups (ERGs)—The Armed Services Forum (ASF) and Military Spouse Forum (MSF). These 1,200-member, employee-led groups provide mentors, opportunities to give back to military communities, conduits to share issues and connect to firm resources, and for spouses and Reservists, they provide know-how

from people facing permanent change of station (PCS) season or a deployment. Comcast NBCUniversal Comcast NBCUniversal has been instrumental in changing the national conversation on the value of hiring veterans and military spouses. Since 2011, the company has been a media partner with the U.S. Chamber of Commerce Foundation’s Hiring our

Heroes, promoting career fairs and quarterly veteran employment summits via NBC News outlets. And it routinely partners with Veteran Organizations locally and nationally, using its unique media resources to offer support through Public Service Announcements (PSAs), Xfinity voice call banks to call deployed service members, Hire a Veteran on Demand, and Holiday Troops greetings.

Will Baas, Comcast Vice President of Talent Acquisition and Captain, U.S. Navy Reserve

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It also leverages other unique resources to create tools for veterans that get tremendous traction. NBC News and the U.S. Chamber of Commerce Foundation, for example, launched a jobs and education resource portal called “Next Step for Vets” to connect veterans and their families with up-to-date tools and information, such as resume help, job searches, and information on how to launch a business. It includes tools like eBooks including Heroes Get Hired: How to Use Your Military Experience to Master the Interview and the Financial Guide for Military Families by Jean Chatzky, Today Show’s Financial Editor, designed to help make the transitioning process easier for both the service member and their family. “Were interested in supporting those who serve as well as those former service members who work with us,” says Will Baas, Comcast’s Vice President of Talent Acquisition. “It’s a very holistic approach,

Hiring Our Heroes, tripling its CEO commitment to hire 1,000 veterans by 2015. As a veteran founded company with veterans represented from the front line to the C-Suite, it has a long tradition of hiring those who have served. Discover Discover’s Financial Stability Program for Service Members and their Families was launched In 2013, and it has grown tremendously over the past two years. An innovative program designed to provide work-at-home employment opportunities and financial education for military personnel and their family members, this program got its start at the Dover Air Force Base and Delaware Air National Guard facilities—both in close proximity to Discover Bank’s headquarters. The idea for the program was born during discussions with Delaware Senator Tom Carper, a delegation of congressmen, and senior leaders

Discover’s Financial Stability Program for Service Members and their Families classes in Dover, Delaware

The co-lead of the National Cable Television Association (NCTA) Veteran Employment Task Force on Veteran hiring in the media industry, Comcast NBCUniversal has hired over 3,300 Vets across the organization since the beginning of 2012 when it launched

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within the local military community. During these discussions, the Discover team recognized just how challenging financial stability can be for families of service members. As 69 percent of service members in Dover have no formal education beyond high school,

PROFILES IN DIVERSITY JOURNAL Spring 2015

courses on credit and debt management would be essential. However, there also needed to be more opportunities to increase household income. That meant creating job opportunities for spouses, who have a difficult time finding employment in environment where deployment and relocation are likely in the near future. To launch such a program, Discover engaged Delaware Technical Community College to help provide additional support for recruitment, training and space. Delaware Technical Community College has its own customer service training course, and is in close proximity to Dover AFB. Partnering helped create a convenient and well-rounded program that provides training, employment and professional advancement options for the broader military community. According to Jeff Moran, Regional Operations Director and head of the program, “What makes the program unique is the training they receive. Program participants train on equipment that they will take with them to work from home. We started with the customer service role, which make a great foundation for a long-term career with us. Many have moved into more senior-level roles, becoming coaches, team leaders and project managers. And when their husband or wife is deployed to another base, the role can move with them.” Currently, over 100 employees— roughly 10 percent—of the Delaware employment base are program participants. Employee attrition rates remain low, and 11 employees have relocated across the United States due to military relocation orders. Employees who request relocation are provided with the tools and resources to continue their existing employment at their new base location. “We get some great talent from


this program,” says Moran. “But what makes it truly successful is that our service families feel more secure knowing that jobs are available for them—jobs that are flexible enough so they can balance work and household duties while their loved-ones are deployed, and are transportable when their orders take them to a new location. Ernst & Young LLP Another important part of serving our nation’s veterans is helping their families find economic stability when caring for a wounded veteran. Ernst & Young is a founding sponsor of EBV-F, an entrepreneurship training program for immediate family members of returning veterans with disabilities and surviving spouses of fallen heroes. Administered through Syracuse’s Whitman School of Business, EBV-F is a companion program of Entrepreneurship Bootcamp for Veterans with Disabilities, which was named a “national best practice” for serving veterans and their families by the

Joe McHugh, former Navy officer and EY Executive Director

Secretary of the Army in 2009. Last year, Ernst & Young LLP also launched a first-of-its-kind fellowship program to support the Institute for Veterans and Military Families (IVMF), sending select professionals to work for IVMF pro

Michael Donoghue, former Army captain and PwC Advisory Director

bono for three months to advance work supporting veterans and their families. This program will be offered twice a year during the fall and spring. IVMF develops education and employment-focused programs in collaboration with industry, government, NGOs and the veteran’s community. The organization works to address the primary economic and public policy concerns of our nation’s servicemen, servicewomen and their families. “Our support of veterans doesn’t stop at our office door,” says Joe McHugh, former Navy officer and EY Executive Director/Veterans Network co-leader. “We work with many local and national organizations dedicated to the concerns of veterans. Our people volunteer their nights and weekends to work with our client’s veterans network to help man career sessions, or with organizations like the Jericho Project to provide shelter and resources to the homeless in our city. We’re passionate about this work because it’s an opportunity to personally give back.” PriceWaterhouseCoopers Opening the door to opportunities is just one side of the coin for veteran recruitment at PriceWaterhouseCoopers (PwC), The other, and perhaps more important, is taking a personal approach to ensuring they transition well. The key, explains Michael Donoghue, former Army Captain and PwC Advisory Director, “is developing personal relationships with each member we work with to help them find the right career for service member and their family.” PwC’s transition support program begins with its outreach and recruiting efforts. It is an approach to recruiting that is focused on understanding the service member’s desires, matching it with the correct career, and providing that career personal support so it can thrive. From the very first meeting, to the internal veterans interview day, to a

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happy hour with senior leadership and staff, every step of the recruitment process is personal. But the personal touch doesn’t stop there. Once hired each is provided with a Veteran Buddy. This employee reaches out before the service member starts orientation to check in, see how the transition is going and to answer any questions the new hire might have. This relationship continues for as long as the veteran wants it to and, according to Donoghue, has had a very positive impact on retention. “We began this mentorship program in response to turnover; we were seeing only 20 percent stay with the firm for a year or longer. This might be average for the industry, but we knew we could do better,” he said. “From exit interviews, we learned that veterans felt they often were assigned to a team where there weren’t a lot of military members, so they weren’t sure how their skills sets applied. And because of the flexibility of their new roles in the Firm, they had trouble finding and understanding the requirements needed to move forward.” Today, PwC enjoys a turnover of rate of less than five percent among transitioning veterans, well below industry average. Hormel Foods There are few companies in which the culture and value system are as aligned to those of former service members than Hormel Foods. Well known for providing 100 million pounds of SPAM® Classic to keep World War II troops nourished, today, Hormel products are still a staple with our troops, at home and abroad. In fact, in 2014, Hormel Foods provided nearly 4 million pounds of product to the military—including ham, bacon, sausage, and sliced meats—for use in dining facilities, aircraft carriers and even in the field.

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The company’s partnership with the military extends far beyond foodservice. Hormel Foods has continually been recognized for having a culture and policies that cater to military veterans by G.I. Jobs magazine and Military Times EDGE. In 2013, Hormel Foods signed a pledge to participate in the VetFriendly 50,000 jobs challenge, working with other employers to hire 50,000 veterans and military spouses by 2018. It has also partnered with key national organizations such as Fisher House Foundation to support military scholarships and Wounded Warrior Project to raise awareness for returning wounded veterans, among other organizations. Deloitte Last year, Deloitte made our list for an initiative it had just launched called the Career Opportunity Redefinition & Exploration (CORE) Leadership Program. A 2½-day program delivered at Deloitte University, CORE is unique in that it is designed solely to help veterans identify and communicate their unique brand. They already have the skills necessary to succeed in the corporate sector, veterans hear at CORE. They simply need to know how to market them. To teach this important lesson, CORE’s curriculum focuses on four areas: developing a personal brand and building a professional network, communicating effectively, understanding corporate functions and industries, and adjusting to a corporate culture. Now in its second year, CORE has hit its stride. By the end of 2014, five classes of graduates—250 individuals—had completed the program with nearly all (94 percent) securing new careers in the private sector.

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Dionne Meehan, retired Army sergeant first class and Retail Product Manager, Jennie-O Turkey Store

“I have worked for other employers that say how much they value family and work-life balance. Having said that, I hadn’t experienced the type of family support I received prior to becoming part of the Hormel Foods team. “My daughter was hospitalized over a year ago, and being the person I am, it took me a few days before I went to my manager with this information. I was struggling coming to work every day, as any parent would, knowing there was little I could do for her while she convalesced. When my manager found out I had been at work with a child in the hospital, he asked, “Why did you take so long to tell me?” He allowed me to telecommute for a couple of weeks while my daughter healed. This was more than I expected from any employer. No other manager or employer had supported me, and my family, in such a way. This reminded me of my service in the Army, an Army of One, One FAMILY, One TEAM. “Loyalty and honor are just a few of the characteristics most military team members share. Never would I expect an employer to show such loyalty and honor to me, and my family, as well. I can honestly say Hormel Foods has welcomed me and many other veterans by treating us truly like ‘family.’”


KPMG LLC In 2014, KPMG took steps to formalize their support of service members, especially those in the Guard and the Reserve. Chairman and CEO John Veihmeyer, signed the Employer Support for the Guard and Reserve (ESGR) Statement of Support, reaffirming KPMG’s pledge to continually recognize and support our country’s service members and their families in peace, crises, and war. To further demonstrate its support, KPMG enhanced its military leave policy to provide active duty military, and members of the Reserves and National Guard, with up to 12 months of differential pay. Reservists and Guard members can also take a

with KPMG recruiters. Recruiting veterans/reservists/military spouses is a critical component of the firm’s recruiting strategy, and to assist in this effort, the firm launched a new website specifically for veterans and has hired two recruiters dedicated to veteran hiring. KPMG also has an active Veterans Network that support both former and active service members, as well as military spouses. According to Regina Mayor, former Army Captain and National Chair of the KPMG Veterans Network, military spouses became an influential voice “rather spontaneously. One military spouse is a member of our Veteran Network board. They have brought a real energy to the group,”

Freedom Award is the Department’s highest recognition, given to employers that show exceptional support of Guard and Reserve employees. What makes this particular award special is that Guardsmen and Reservists from within the organization nominate their employer for going far beyond what is required by federal law to support military employees. “Our nominator was deployed to Afghanistan when the awards were announced,” says Chris Phillips, Senior Operations Manager and Military Recruiter—himself a retired Marine sergeant. “He kept the nomination a secret, even though we spoke with him often via Skype or phone. We do stay

Jason John, an Audit Partner at KPMG in Omaha, was presented the Patriot Award from the U.S. Department of Defense in 2015. The Patriot Award was created by ESGR to recognize individuals who provide outstanding patriotic support and cooperation to their employees who serve in the U.S. National Guard or Reserve. John was nominated for this award by a former KPMG team member, Staff Sergeant John Whalen. Pictured, left; Jason John, award recipient; and Ned Holmes. US Military Liaison for the Omaha Greater Chamber of Commerce.

Military Leave of Absence when on assignment or in training, and receive up to 12 months of differential pay. Extremely active in the veteran hiring space, during 2014, KPMG’s recruiting teams participated in over 20 career expos and conferences, posted jobs on 25 veteran-targeted job boards and social media sites, and hosted the very first KPMG Veterans and Transitioning Military Virtual Career Fair. The virtual career fair enabled veterans and transitioning Service members to interact directly

she says, “and helped build a truly thriving community that helps us support the spouse’ unique needs, as well.” KPMG was named to the Top 100 Military Friendly Employers list in 2014. PNC Bank PNC Bank is another organization that has made strides in its support of employees on active duty. In 2014, PNC became one of 15 recipients of the Secretary of Defense Employer Support Freedom Award. The

in contact with our employees when they’re overseas, as well as their families. We were surprised and honored by the news.” Last year, PNC was recognized for its environment often, including being named a GI Jobs Top 100 Military Friendly Employer and receiving the Veterans Corporate Leadership Award for Western Pennsylvania. The company continually works to uphold its commitment to supporting veterans both internally, through initiatives like the Military Employee Business

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Chris Phillips, PNC Senior Operations Manager and Military Recruiter

Resource Group (MEBRG), and outside through strategic partnerships with organizations like Soldier for Life. “In the next three to four years, 1.4 million service members will be transitioning from active duty. That means the next great wave of talent will be going from a uniform into a suit, and we want to be ready for that wave. These are individuals that bring with them a remarkable set of soft skills including agility, leadership, teambuilding, and initiative. They’re also bringing hard skills that can make them great business analysts, project managers, or even sales or customer service providers. If you can initiate a connection with a nomadic community in Afghanistan, you can sell anything PNC has to offer.” JPMorgan Chase Last year, we recognized JPMorgan Chase for their work to engage like-minded organizations through

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the 100,000 Jobs Mission. Since the coalition’s founding in 2011, it has grown to more than 150 companies, which have collectively hired more than 117,000 veterans. These companies have also doubled their commitment—to hire a total of 200,000 veterans—and to expand their efforts to include military spouses. In 2014, JPMorgan Chase expanded its commitment, deploying $8 million of the $20 million pledged over the next five years to support U.S. military veterans and their families as part of a new collaborative effort of the White House’s Joining Forces Initiative known as the Philanthropy-Joining Forces Impact Pledge. The Philanthropy-Joining Forces Impact Pledge—initiated by the Blue Shield of California Foundation, the Bristol Meyers Squibb Foundation, the Lincoln Community Foundation and the McCormick Foundation—

PROFILES IN DIVERSITY JOURNAL Spring 2015

creates a community of funders and builds momentum for programs that will support service members, veterans and their families, in local communities. JPMorgan Chase has earmarked the $20 million for programs and initiatives focused on employment, education and housing, which are designed to help veterans and their families succeed after their military service ends. The pledge includes a commitment to community partners that provide direct services to the military and veteran populations at both a national and regional level, as well as a continued commitment to fund higher education programs for veterans and Syracuse University’s Institute for Veterans and Military Families, which the firm co-founded in 2011.


Kelly Services Recruiting military personnel and their spouses is nothing new to Kelly Services. One of the leaders in workforce and staffing solutions has developed close relationships with the military and launched multiple initiatives to engage this valuable talent in its 65-year history. Over the years, the company has put thousands of former military, reservists, or military spouses to work. In 2014, over 6,500 former and current service members were on assignment through Kelly. In the coming years, Kelly’s goal is that veterans will represent 8% of its internal employee workforce and 8% of its contingent or direct— hire workforce. “Kelly helps organizations large and small meet their veteran recruitment goals,” says Chris Walker, lieutenant colonel with the USMC Reserve, and Veteran Recruitment Liaison for Kelly Services. “Through programs like our KellyConnect and Kelly Veterans Employment and Transition Services (KVETS) we can align our services with organizations that provide growth opportunities for returning veterans and active service members. Kelly Services has established relationships with companies of all sizes and industries, including the federal Government. These business relationships allow us to give veterans in a number of disciplines, including IT, engineering, healthcare, education customer service…even transportation. ” Kelly also provides transition and training resources that help new hires succeed in these areas. “But what makes a relationship with Kelly an asset,” adds Walker, “is our ability to focus on the skills and talents developed in their MOS, and align them with opportunities that may be a good fit—so they don’t get lost in translation before the company can see how they apply.”

Chris Walker, Veteran Recruitment Liaison, Kelly Services

Michael Zwada is a former Marine and Kelly recruiter who has been with the company for less than a year. Hired (on the spot!) at a Hero2Hired event, Zwada works with civilian candidates as well as former and current military. He believes service members—and their families—gain skills from their experience that can benefit employers, as well as traits like flexibility, initiative and persistence. “At Kelly, we understand that the experiences don’t always translate,” says Zwada, “But you walk away with traits that any company would be lucky to have in its employees. Having someone that personally guides you and goes to bat for you makes a difference.” Read more at WWW.DIVERSITYJOURNAL.COM

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Ashleigh Blackwell, Operation Transition lead, WilsonHCG

WilsonHCG Another company that—by virtue of its industry—can help place thousands of veterans in careers successfully is WilsonHCG. Specializing in recruitment process outsourcing, WilsonHCG partners with a number of Fortune 500 clients to help them achieve annual veteran hiring goals. One of the tools the organization uses to help clients keep their commitments is their Operation Transition program. A veteran workforce transition and job search program, Operation Transition helps veterans create the

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tools needed to stand out in a competitive job market. WilsonHCG holds complimentary online sessions each month for veterans, active service members and their spouses, where they can get resume building tips, career advice, help with building a LinkedIn profile, and job search tools. The monthly sessions proved so popular that the program has been expanded to include one-on-one counseling sessions with recruiters upon request. “As a former military spouse, I’ve seen the program fill in gaps that typical transition programs may not

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provide,” says Ashleigh Blackwell, Operation Transition lead for WilsonHCG. “One-on-one workshops are just one example of the kind of personalized help veterans can receive through Operation Transition. We are also able to research niche job boards for veterans, share skills translator tools and provide coaching during the interview process and throughout the hiring process.” “WilsonHCG is also able to share opportunities offered by our clients and others in our network that would make a good match for their skills and talents,” she adds. Over 10% of the client hires made by WilsonHCG’s hires are veterans. Prudential Financial Prudential has established several programs that provide access to quality education, job training, and employment opportunities for veterans. One of the most successful is VETalent, a unique work-study program designed for post-9/11 veterans. In 2009 Prudential partnered with Workforce Opportunities Services, a nonprofit organization, and Rutgers University-Newark to develop a certification program that would help prepare returning veterans for jobs in IT. The first class of veterans began training in early 2010 and graduated in July 2011. “Our plan was to prove the process and see if there was something that would work in other locations and other companies,” says Chuck Sevola, Prudential’s vice president of Veterans Initiatives. “Today, VETalent has been implemented in six Prudential offices, our latest in El Paso. It’s also across multiple disciplines, including back office operations and project management.” This year Prudential will host five VETalent classes that will prepare as many as 60-70 veterans for new


careers at Prudential. And, for the first time, there will be a track dedicated to military spouses. “The constant potential for a reassignment or deployment is hard on families in many ways, and not being able to count on a second income is can be devastating to family finances,” adds Sevola. “Prudential’s world class telecommunication network and remote access capabilities makes many of our careers ideal for the military spouse, Through VETalent, we can provide spouses the technological knowledge and hands-on experience they need to be able to work with us wherever they may be stationed next, so that job continuity and opportunity for advancement is available to them.” The Principal Financial Group You can make a world of difference by starting in your own back yard, and there’s probably no better example than The Principal Financial Group’s veteran’s efforts. In 2012—when the unemployment rate for returning veterans in Iowa was a staggering 32 percen—the company took a leadership role, joining forces with other organizations and businesses in their home state to educate employers on the many benefits of hiring veterans. In a little over a year, the Hire Our Heroes initiative— spearheaded by The Principal’s nowretired Senior Vice President Mary O’Keefe—helped ignite employment initiatives throughout Central Iowa and lowered the state unemployment rate for veterans to 6 percent. The company’s contribution was recognized by the Employer Support of the Guard and Reserve (ESGR) with its Above and Beyond Award, Patriotic Employer Award, and the Seven Seals Award, honoring O’Keefe for her leadership with the broadest and most inclusive award bestowed by ESGR.

Mike Fuller, Assistant Director IT Architecture, Principal Financial Group

More importantly, it helped to kick-start an even wider initiative. The Home Base Iowa initiative is a non-profit, private-public partnership that will connect servicemen and women to the many job opportunities available with state businesses. Backed by a bill passed in 2013, Home Base Iowa is designed to provide veterans with the resources they need to find employment, and also will introduce them to welcoming communities as they transition into civilian life. Home Base Iowa is supported by

the Iowa Business Council, a non-profit, non-partisan organization comprised of major Iowa employers and chaired by The Principal’s Chairman and CEO, Larry Zimpleman. The council has committed to a collective goal of hiring 2,500 veterans by 2018, and has spent the last year designed programming and outreach efforts to promote the program and its benefits both inside and outside the state. The Principal also championed the first Home Base Iowa career fair held last April.

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Kevin Stakelum, Humana VP of Talent Acquisition and former Army staff sergeant

“Our Veterans Employee Resource Group and Volunteer Network are extremely active locally, as well,” says group chairperson Mike Fuller, Assistant Director IT Architecture. “Through our ongoing relationship with Central Iowa Shelter & Services, we came to understand just how many homeless Iowans are veterans. Now, part of our partnership with that group includes volunteer efforts that can help get these veterans back to work, like teaching basic digital literacy skills and holding resumé writing or interviewing workshops. It’s a way to give back that has lasting impact.” Humana Humana has presented at several “Best Practices” summit panel discussions as it relates to sourcing, onboarding and retention of service members and their military spouses during 2013 and 2014. One of the practices they have fully developed over the past few years is their use of Montage Audio & Video interviewing. This process allows a displaced or transitioning Veteran more flexibility than traditional interview methods. And it was, says Kevin Stakelum, Humana’s Vice President of Talent Acquisition, a practice driven by the realities transitioning veterans face. “Many veterans and active duty service members aren’t able to make a first interview in person, or even schedule an interview time without severely drawing out the hiring process,” says Stakelum. “Our goal was to give them the flexibility they need, and be able to provide a consistent experience at time of process entry. Using this type of technology was ideal, and really compresses the process cycle time.” Interviews can be live or videotaped at the veteran’s

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convenience, and can be taped multiple times prior to sending to Humana. This allows the veteran to be far more comfortable with their presentation. “We can send them a camera to complete the process if they do not have one available. We’ve even had scenarios where the candidate, interviewer, and recruiter complete the qualification process without ever meeting in person,” says Stakelum. “It’s a much more efficient use of time for everyone.” Accenture Accenture continues to utilize technologies in support of its Operation: Employment initiative. Last year, we recognized its Military Career Coach portal, an interactive tool for veterans developed with the assistance of LinkedIn to help service members tackle resumes, prepare for interviews, and build networks that can help launch their civilian careers. This year, their initiatives to prepare more veterans for careers in business technology get our nod. One such initiative is Accenture’s Veteran Technology Training Program, a two-month training

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program designed to equip veterans with the technical skills they need pursue technology and software engineering careers. To deliver this program, Accenture is partnering with Udacity, an online university focused on bridging the gap between real-world skills, relevant education, and employment. Participants selected for the Accenture Veteran Technology Training Program enroll, free of charge, in Udacity’s Intro to Java Programming online program. Successful completion of the Udacity’s program gives all participants the essential background needed to understand today’s technology-based business solutions. Program graduates are granted interviews with Accenture, and successful hires go on to continue their training through Accenture’s robust training curriculum. The company also waived its standard college-degree requirement for some positions where military recruits would already have the skills necessary to be job-ready. Accenture has committed to hiring 5,000 former and active duty members and military spouses in the next five years. The company currently has more than 1,000 veterans in its employ. Northrop Grumman Few programs have the clout of Northrop Grumman’s award-winning Operation IMPACT (Injured Military Pursuing Assisted Career Transition) initiative. Named a “best practice” by the U.S. Department of Labor and Department of Veteran Affairs, Operation IMPACT provides career one-on-one career transition support to severely injured post 9-11 service members or—should he or she be unable to work—to family members who must act as


the primary wage earner. It also provides accommodations and training to help veterans succeed in their post-military employment. Northrup Grummond works the Department of Defense (DoD) and the Department of Veterans Affairs (VA) for Operation IMPACT referrals, as well as veterans hospitals, vocational and employment rehabilitation counselors, employees, and non-profit organizations. Northrop Grumman also solicits other committed employers to join Operation IMPACT’s Network of Champions. This network was designed to provide a wider variety of employment opportunities that would accommodate all skill sets and geographic preferences. In 2014, Northrup Grummond was named among the 100 Best Corporate Citizens by Corporate Responsibility Magazine. USAA This year’s most outstanding use of technology is USAA‘s Employer Road Map, a warehouse of best practices for hiring veterans and military spouses. Launched at the 2014 Veterans Jobs Summit at Fort Bragg, this free online business resource was designed to bridge the divide between veterans and hiring managers—especially those in small to mid-sized organizations that may lack the training or human resources infrastructure to successfully recruit and hire veterans, active service members or their spouses. The site takes users down distinct paths, providing different resources for those who feel they need to prepare to hire veterans, those who are ready to begin actively recruiting candidates, and those who want to “empower” other businesses to hire veterans.

Articles and case studies, executable action plans and check-lists cover topics from “Understanding Military Culture” to “How to Prepare.” USAA has hired more than 8,700 veterans and military spouses since 2006. The organization’s goal is that 30 percent of all new hires be made up of veterans or military spouses. Walmart Walmart’s Veterans Welcome Home Commitment was expanded this year, with the goal of hiring 200,000 veterans by 2020. Already on track to exceed its original goal of 100,000 jobs, the retailer has provided short-term and long-term opportunities to 92,000 since the start of its commitment two years ago. Of the career hired, over 8,000 have already been promoted within the organization. Not only does Walmart deserve recognition in 2015 for more than doubling its original hiring goal, but for its work in supporting veteran entrepreneurs. There are currently more than 2.5 million veteran-owned small businesses in the U.S., which generate $1.2 trillion in annual sales

and employ more than 5.8 million Americans. This year, WalMart Stores was among the 14 founding organizations that helped launch the Coalition for Veteran Owned Business. The goal of the coalition and its member organizations will be to create opportunities for veteran and military-family owned businesses with American businesses and supply chains. Spearheaded by First Data Corporation and the Institute for Veterans and Military Families at Syracuse University (IVMF), the coalition also includes American Express, BP America, Enterprise Holdings, Inc., FleishmanHillard, KKR & Co. L.P. (KKR), Lockheed Martin Corporation, SunTrust Banks, Inc., USAA, the U.S. Small Business Administration (SBA), the U.S. Chamber of Commerce Foundation, Verizon Communications Inc., and The Walt Disney Company. Military and veteran-owned businesses are invited to apply for Walmart’s annual U.S. Manufacturing Summit and Open Call to be held July 7-8 in Bentonville, Arkansas. 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

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PROFILES IN DIVERSITY JOURNAL Spring 2015


CVS Health expands free health screening initiative to increase access to care By David Casey, Vice President, Workforce Strategies and Chief Diversity Officer

CVS Health’s Project Health initiative, known as Proyecto Salud in Spanish, helps connect residents in multicultural communities to preventive health care. To reflect our company’s broadening commitment to health care, CVS Health expanded the annual campaign this year. Instead of the usual 10 multicultural markets, we recently offered the program in 27 markets. We included not only communities with large numbers of multicultural residents, but also large numbers of uninsured or underinsured individuals. Far too many multicultural and underserved populations have difficulty making their health a priority. Whether they are struggling to access and afford quality care or they are simply unaware of the risk factors they may be facing, we believe that ensuring these patients receive preventive care is imperative to helping them on their path to better health. That’s why Project Health, while open to everyone, is focused in areas where known

disparities in health care access exist. The goal is to reach people who may not otherwise see a health care provider and encourage them to see our pharmacies and pharmacists as accessible health care resources. Project Health provides customers the opportunity to receive an array of free comprehensive health risk assessments, including blood pressure, Body Mass Index (BMI), glucose and total cholesterol screenings. In 2015, the events also featured our new comprehensive and uniquely personalized smoking cessation program and offered participants information about their health insurance options throughout the open enrollment period. Participants received on-site consultations with bilingual nurse practitioners and CVS pharmacists, and referrals to nearby no-cost or low-cost medical facilities if follow-up care was needed. Over 700,000 patients have received health screenings and risk assessments through Project Health since its inception in 2006. In January and

February of 2015 alone, Project Health served nearly 67,000 people at more than 650 events. The screenings detected that 55 percent of patients were found to be obese, 41 percent had abnormal blood pressure readings, 29 percent had abnormal glucose readings, and 40 percent had abnormal cholesterol levels. These results demonstrate the need for and importance of the Project Health screenings, which will be held again this fall. Improving access to care for our customers is important to ensuring their long-term health. By holding our Project Health events in communities that are home to people from a variety of cultures and socio-economic groups, we are helping patients who may not have had access to high-quality care receive an important health assessment, putting them on their path to better health and helping them live healthier lives for years to come. PDJ You can learn more about Project Health at www.cvs.com/projecthealth.

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She Has the WORLD’S BIGGEST PROBLEMS in Her Sights … and She Means to Solve Them

By Teresa Fausey

A

fter 13 years of service to her country (as a West Point graduate and US Army officer) and her fellow citizens (as director of the 100,000 Homes Campaign), Becky Kanis Margiotta is taking on a new challenge. It seems to be in Becky’s DNA to lead, educate, support, and encourage others to go beyond the expected and the safe. She has a bias toward productive action. She sets ambitious and specific goals, with deadlines that she actually meets. She uses real-time (or as close to real-time as she can get) data to make continuous improvements. And she is always on the lookout for new and better ways to get the job done.

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Becky had the tools, the know-how, and the experience to show individuals and organizations what they can and must do if they want to solve problems, rather than remain an endless loop of just managing them. So, when the 100,000 Homes Campaign wrapped up in 2014, she was already looking for her next adventure. THE BILLIONS INSTITUTE Last fall, Becky, along with her friend Joe McCannon, wanted to help people and organizations tackle big problems and lead large-scale change. She explains, “Joe was my coach, mentor, and consultant for the 100,000 Homes Campaign. He’s an expert in large-scale change and implementation. So, when 100K Homes was finished, we thought,

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100,000 Homes Becky was director of the 100,000 Homes Campaign (2010–2014), a Community Solutions project. More than 200 communities across the U.S. participated in the campaign, with a shared goal of housing at least 100,000 of the longest-term and most vulnerable homeless members of their communities by July 2014—a Herculean task. The Campaign reached its ambitious goal a month early and, by the July deadline, had housed more than 105,000 people—31,000 of them, veterans. The Campaign received the prestigious United Nations World Habitat Award, and the White House hosted a celebration for the cities who participated.


‘Why don’t we keep doing stuff together?’ I think what unites us is that we sincerely and humbly and grandiosely share a desire to help solve the world’s biggest problems in the next 50 years.” And, being people with a bias toward action and seemingly boundless enthusiasm, they created a brand-new nonprofit organization called the Billions Institute. The kinds of problems the Institute looks to tackle—and solve—are some of the biggest and most urgent: the environment, violence, disease, and poverty. “We think that for a lot of these problems, small-scale solutions may already exist. But they’re not widespread…it’s a question of scale.” A NEW APPROACH “If we set a deadline, we would have to do things completely differently.” Here’s how you achieve real change: 1) set an ambitious, clear, time-bound goal, so you can measure your progress against it; 2) create an improvisational drumbeat of change toward achieving that aim; 3) get out into the field with the people who are actually implementing the change; and 4) use data—ideally daily data— to drive continuous improvement. A big part of this approach is integrating state-of-the-art quality improvement techniques into socially oriented sectors that haven’t benefitted from this kind of structure and accountability before. “There are firms that do consulting work in this area,” Becky says. “One of the ways we’re different is that we go beyond consulting by working with you as you’re leading large-scale change. We don’t just hand out advice and leave. We create change with you and stay involved through implementation. We have a bias toward action, learning, and doing.”

LEARNING HOW The Billions Institute’s Skid Row School for Large-Scale Change, located in Los Angeles, California, offers a unique learning experience that enables change agents to tackle even the largest and seemingly intractable problems, and bring about meaningful change. During the school’s upcoming session (May 18–22, 2015), leaders from across the country—or around the globe—will spend a week with a “dream team of instructors, coaches, and mentors [who] will inspire and support [them] to fully inhabit their capacity to dream and do big.” The School helps change agents master the skills of personal transformation, and understand the nuts and bolts of orchestrating large-scale change efforts. Participants learn how to take their ideas and passion beyond planning and process, and transform them into ambitious, clear, deadline-driven actions that achieve tangible and measurable results. In short, participants learn how to escape the endless talk that most organizations get caught up in and instead, act. Becky sums up the Institute’s work in this way, “If you’re serious about creating big change in the world—if you have a solution to one of the world’s biggest problems and need help getting that solution to everyone who could possibly benefit—The Billions Institute is the best friend you could have.” PDJ Becky is married to Christine Margiotta and lives in Los Angeles, California, with their adorable son, Huck, and their pug, Esther. Learn more at Billions Institute. org; read about this unique approach to leading large-scale change in Becky and Joe’s recent article on the Stanford

Genius Journeys “When I was a little girl, and first went backpacking with my dad, and I saw a backcountry ranger, I was like, ‘Wait a minute … People get to do this?’ Now, I’m a graduate of the National Outdoor Leadership School (NOLS) and a certified Wilderness First Responder. I’m at a place in my life where I’m excited to take people into the wilderness. For me, it’s a kind of perfect space for discovering my purpose—what it is that really lights my heart up.” Using coaching skills learned at the Hendricks Institute, as well as wilderness training, Becky and her friend Elizabeth Hunter lead small groups on backpacking trips into the California forest. She describes it as “a labor of love.” Why do people do it? “They’re really looking to make a deeper connection with themselves, and why they’re here on this planet,” says Becky. “It’s a chance to ask, ‘What is it that I was born to do— that makes me feel happy?’ I think deep down most people know what that is, but with all the negative messages we get about following our dreams ... Genius Journeys appeal to people, who are thinking, ‘You know, I think I did want to be a wilderness guide …’”

Social Innovation Review blog; register for the next training at the Skid Row School for Large-Scale Change; or join an upcoming Genius Journey.

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EMPOWER ME: What Women Really Want in Their Career

ave you heard it? There’s a quiet revolution that is taking place in our organizations. And it’s being led by women who long to feel more authentic at work and do more of what they do best. Last year, women’s workplace researcher Megan Dalla-Camina, author of Getting Real About Having it All, reported that less than 30% of women describe themselves as

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PROFILES IN DIVERSITY JOURNAL Spring 2015

“flourishing” at work. But a new study has found a growing number of women are beating these odds by finding ways to put their strengths— things they’re good at and enjoy doing—to work, no matter what their job description or their boss says. Conducted by the VIA Institute on Character, the 2015 Strengths@ Work Survey polled 1,000 employees across the national workforce, and found:


• 70 percent of the women surveyed believe that building on their strengths, rather than fixing their weaknesses, is the key to success at work—compared to just 60 percent of men. • 52 percent of the women report using their strengths each day at work, compared to just 46 percent of men. • Most importantly, 69 percent of these women describe themselves as “flourishing at work,” with 68 percent reporting that they enjoy going to work, and 76 percent reporting that they are making a difference and being appreciated. How can such a small change in attitude have such as significant impact for women? A growing body of research has found that people who have a chance to develop their strengths each day at work are likely to feel more engaged, more confident, more energized and happier at work. Our strengths represent the ways our brains are wired to think, feel and perform at their best. As a result, while using them, we feel absorbed in our work and, afterward, we’re left with a sense of fulfillment. When the “real you” can come to work, work and satisfaction improves. It is not just women who believe tapping their strengths help them flourish at work. The 2015 Strengths@Work Survey also found that, while 64 percent of millennials report feeling disengaged in their work: • 60 percent believe if they had a better handle on their strengths they would be more successful at work • Of those millennials who have the opportunity to do what they do best at work each day, 59 percent of them say they look forward to going to work, 81percent report that what they do makes a difference and is appreciated, and 69 percent describe themselves as flourishing. There is empowering news here. Because even when employees reported having neither organizational nor supervisory support for better applying their strengths to their work, 49 percent of employees are still able to identify their strengths and 26% still find the opportunity to do what they do best each day. So how can employees who are just functioning—or are even struggling—at work learn to apply their strengths and become more engaged? II recommend three tested and practical steps to finding what makes work satisfying for you:

• Discover your strengths—Pay attention to your best moments at work – when you feel really engaged, energized, and enjoy what you’re doing – to see which of your top strengths are in play so you know how to apply them in your role and your organization. Still unsure? Take the free, ten-minute strengths assessment at viacharacter.org. It’s important to know all your strengths. It’s also worth becoming aware of where you’re underplaying and overplaying strengths so you can fine tune your application and ensure you’re using the right strengths, in the right amount, for the right outcomes. • Meet your best possible future self—Once you’ve discovered your strengths, boost your levels of optimism and self-belief by imagining what might be possible in the year ahead if everything went as well as possible and you were using your strengths each day. Journal whatever comes to mind for about 15- 20 minutes a day, for three days in a row. Try to detail what you’d spend your time doing, what your colleagues or clients might say and which strengths you’d be using. • Create a small, daily strength-development habit—Pick a strength to develop that will bring you closer to the future you’ve described. Think about how you could use this strength for at least 10 minutes each day as you go about your job. For example, use your strength of curiosity to learn one new thing, your strength of gratitude to genuinely thank a client or a colleague or your strength of persistence to power through on a task you’ve been putting off. It is possible to feel more engaged, energized and happy at work. As this study demonstrates, you just have to be willing to start using your strengths and doing what you do best—even if it’s just for a small moment each day. Are you ready to join the revolution? PDJ A best-selling author and workplace wellbeing consultant, Michelle McQuaid is passionate about translating cutting-edge research in psychology and neuroscience into practical strategies for health, happiness, and business success. Learn more about her work and access strength development tools at michellemcquaid.com.

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BIAS PEOPLE AND

WITH DISABILITIES

A

By Nadine Vogel, Founder and President, Springboard Consulting

n implicit bias is a positive or negative mental attitude towards a person, thing, or group that a person holds at an unconscious level. In contrast, an explicit bias is an attitude that somebody is consciously aware of having. It involves pre-judging someone or something. When you are aware that you are biased, you are conscious of the fact that you aren’t giving the person a fair chance. Unfortunately, when it comes to bias against individuals with disabilities, most people don’t “own” their bias. They are fooling themselves and others about their true feelings. Most organizations have a policy embracing diversity and nondiscrimination and clearly communicate they are an affirmative action employer. However, even such policies and practices are ineffective tools for managing the more subtle forms of bias that often impact the hiring and promotion process. For example, when selecting between two “equally qualified candidates,” hiring managers often will select the candidate who matches their stereotypical picture of the “right fit” for the position. They will arrive at this decision by focusing on what they believe to be the positive attributes of the non-disabled candidate and, l ikewise, focusing on what they “believe” to be the negative attributes of the candidate with the disability. For example, they may question the

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long-term career potential of a candidate who has Autism, or they may raise concerns about how customers will respond if the person who is assisting them is deaf. Chances are, however, the hiring manager may not even have considered that the first candidate may have an invisible disability. We’ve all been told that people prefer to engage, socialize and work with folks who look like us, sound like us and share our interests. But when it comes to the issue of employment, not only is such bias often illegal, it is also illogical because we know diversity brings about innovation and, overall, more successful outcomes. Very few people will admit to having a prejudice against hiring individuals with disabilities, but we know the bias exists. Such discrepancy between conscious and unconscious bias reminds us that organizations must do a better job of raising the level of awareness and understanding of people with disabilities, and specifically as it relates to outreach, recruitment, employment, retention and overall engagement. Being aware of the biases we have toward people with disabilities and understanding how to manage those biases will certainly improve our interactions with these individuals and, ultimately, it will benefit us as individuals and as managers…benefit the person with the disability… benefit the organization…and, of course, benefit society. So what’s an organization to do?

PROFILES IN DIVERSITY JOURNAL Spring 2015

Provide training to help employees better understand individuals with disabilities, recognize their biases toward this segment of our population, and provide tools to better and more appropriately communicate with, engage, and work side by side with them as associates. Until we learn to appropriately embrace and value all of our human capital, including individuals with disabilities, our efficiency as an organization and a society will not be fully optimized. Nadine Vogel is the CEO of Springboard Consulting LLC. Founded in 2005, Springboard is recognized as the expert in mainstreaming disability in the global workforce, workplace and marketplace. Serving corporations and organizations throughout the U.S., Canada, Europe and Asia, Springboard has become a trusted partner in relation to disability issues and initiatives across virtually every business category. Nadine is also the author of DIVE IN, Springboard into the Profitability, Productivity and Potential of the Special Needs Workforce. To learn more about Disability Bias and how to address this most important topic in your workplaces, call Nadine directly at 973-813-7260 or email her at Nadine@consultspringboard.com. PDJ Copyright©[2014-2015]Springboard Consulting LLC®. All Rights Reserved. This work and all text, photo, graphic, audio and/or video and other material of Springboard Consulting LLC ® are protected by the United States copyright law and may not be reproduced, distributed, transmitted, displayed, published or broadcast without the prior written permission of Springboard Consulting LLC® or in the case of third party materials, the owner of that content. You may not alter or remove any trademark copyright or PDJ.


TAKING THE LEAD Celebrating Black Corporate Leadership Again this year, we have invited a select group of committed and successful AfricanAmerican professionals, who are leaders in their chosen fields and in their communities, to share their stories, their sources of inspiration, and their wisdom gleaned from lives filled with purpose. From senior vice presidents to community activists, these talented achievers continue to redefine the possible and expand the horizons of their professions and of those who come after them.

We are proud to celebrate the careers, and the lives, of these business leaders, innovators, mentors, philanthropists, and advocates. Read our interviews with them on the following pages to learn how these extraordinary people are achieving personal success and helping shape a better future; you can read expanded versions of the interviews online at: diversityjournal.com/catergory/blackheritage.


BLACKLEADERSHIP

Darryl Porter Vice President Talent Management & Development Army & Air Force Exchange Service My Greatest Strength… my integrity and ability to make sound decisions. People can speak openly around me without fear of judgment. I Motivate Others… with encouragement, and by leading by example.

The Greatest Issues Facing the African American Community today… the incarceration of black males, and single-parent households. I Give Back… by always seeing myself as a role model and not compromising on my beliefs to fit in with certain groups. I

also volunteer with inner-city youth groups to support getting kids into cycling and becoming more active. My Career Advice… always do the right thing, and do not take short cuts. Remember that every action you take becomes a reflection of your character. PDJ

Stephanie Boone-Shaw Principal Booz Allen Hamilton My Greatest Strength… I listen. It’s a surprisingly tough skill for some leaders, but an important one if you want to connect with people and understand what motivates and drives them. The Greatest Issues Facing the African American Community today… Never before have we had so many positive examples of successful and influential African Americans…

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PROFILES IN DIVERSITY JOURNAL Spring 2015

Yet, with the 24-hour news cycle and social environment, we still deal with destructive stereotypes that feed hate and division. My Career Advice… Performance alone does not always result in glory! The key is building relationships and developing political savvy that will enable you to maneuver effectively in any organization. PDJ


Desiree Ralls-Morrison Senior Vice President, General Counsel, Secretary Boehringer Ingelheim, USA My Greatest Strength… I realize that I have not gotten where I am alone. I have benefitted, and continue to benefit, from strong role models, mentors, and

sponsors who have taken an interest in me and my career. My Favorite Quote… “It’s never right to do wrong.” PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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BLACKLEADERSHIP

Dawrance Constant President & Owner Cricket Wireless–Constant Enterprises My Greatest Strength… my ability to stay focused on my goal and not get distracted by events that would otherwise derail me from achieving it. How I Give Back… I’m a mentor with Adimu and a board member of Project Men…organizations providing guidance, leadership training, and exposure to young African-American men. My Most Important Lesson… never let fear keep me from accomplishing any goal. PDJ

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PROFILES IN DIVERSITY JOURNAL Spring 2015


Alicia Tundidor Business Development Manager CACI

My Greatest Strength… being what I like to call a “welltrained extrovert” despite my natural tendencies as an introvert. I’m Inspired by… Although it may sound cliché, my parents have inspired me greatly… and I feel responsible to do something with the gifts they gave me. How I Give Back… For the past four years, I’ve been an active volunteer with Mentoring Today, an organization that serves inner-city Washington, D.C. youth both before and after they are released from juvenile incarceration.

My Most Important Lesson… First impressions matter a great deal, so it’s important to always bring your A-game. My Career Advice… be diligent about your work and strive for excellence, even on things you may think are insignificant and minute. My Favorite Quote… “Give a (wo)man a fish and you feed him/her for a day; teach a (wo)man to fish, and you feed him/her for a lifetime.” PDJ

Shawn A. Pride Principal | Financial Services–Asset Management EY

My Greatest Strength… Focus and Determination. I’ve faced many challenges but always stayed focused on the vision I had for myself and my career. How I Give Back… Whether mentoring or sponsoring African America leaders at EY, staying connected to my Alma Mater, Spelman College, or supporting the development of young

African American professionals, I view mentoring and sponsorship as part of my responsibility to the African American community. My Most Important Lesson… never let fear keep me from accomplishing any goal. My Career Advice… Always lead with great work; always ask yourself, “What can I do to make this better?” PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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BLACKLEADERSHIP

I’m Inspired By… My students and young lawyers inspire me with their ability to persevere despite what some may consider impossible odds; and my parents, who adopted me, and my brother and sister, when no one wanted mixed race children. How I Motivate Others… by listening, really listening, and then giving them permission to be their authentic selves. How I Give Back… I live in the communities I support, speak out on the education, health, and wealth gaps, and give a voice for those who are not at the table. My Career Advice… Create authentic relationships by not only taking, but also giving. Learn how to lead, not just join... Create a group of sponsors who will be honest with you, and who will ultimately have your back. No one builds a career on his or her own. PDJ

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PROFILES IN DIVERSITY JOURNAL Spring 2015

Valerie M Jensen Executive Director Twin Cities Diversity in Practice


Dawn Elizabeth Siler-Nixon Diversity & Inclusion Partner FordHarrison LLP My Greatest Strength… My ability to communicate with people, and across differences. I’m Inspired By… My parents… They encouraged and inspired me to do the biggest thing I could dream of as a child—become a lawyer. How I Motivate Others… I endeavor to determine what inspires them, what they love to do. And I help them use that passion and direction to excel and reach their goals. The Greatest Issues Facing the African American Community today… Complacency. There is no sense of urgency to ensure that our world continues to move in the right direction. How I Give Back… Through a number of organizations, including the George Edgecomb Bar

Association, the Divine Keys, and Seminole Heights Baptist Church, I help to feed the homeless—physically, emotionally, and intellectually. My Most Important Lesson… To listen, really listen to what someone is saying (or what they are not saying). You cannot be a good leader unless you are a good listener. My Career Advice… Determine what you want to do with your life, outline a strategy for success, engage those successful individuals around you to be your champions, and follow your dream. My Favorite Quote… “The people you surround yourself with tell the story of your character.” PDJ

Marvin Dozier Partner and Chief Internal Auditor KPMG LLP I’m Inspired By… My father taught me the importance of hard work and consistency… I can’t recall a day when my dad called in sick; he was always focused on meeting his responsibilities. How I Motivate Others… One of the most important things I do to motivate others is to lead by example. I cannot expect people to behave in a way that I do not consistently demonstrate. The Greatest Issues Facing the African American Community today… I personally believe the biggest issue facing the African American community is the instability of the family unit. How I Give Back… I currently serve as one of the

co-partners in charge of KPMG’s African American Network, which is responsible for improving the work experience of all the African Americans at KPMG. My Most Important Lesson… The most important lesson I have learned in the course of my career is to value constructive feedback as much as praise. My Career Advice… Unlike a job, which can be given to you or taken away, your career is yours to nurture and develop. My Favorite Quote… “If you fail to plan, you are planning to fail!” – Benjamin Franklin PDJ

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BLACKLEADERSHIP

Stacie Burks-Garcia Vice President & Business Client Advisor MUFG Union Bank, N.A.

My Greatest Strength… I have a solid work ethic, and am a relationship builder with high integrity. The Greatest Issues Facing the African American Community today… economic inequality, the education/ achievement gap, and chronic unemployment/underemployment.

My Most Important Lesson… I’ve learned is that it’s okay to be myself. My Favorite Quote… “Whatever you want in life, other people are going to want it too. Believe in yourself enough to accept the idea that you have an equal right to it” – Diane Sawyer PDJ

Chidi Ofoma Vice President, Business Client Advisor, Business Banking Group MUFG Union Bank, N.A.

My Greatest Strength… persistence. As a business advisor, I’ve learned to overcome objections, be patient, and persist… I’m Inspired By… My parents have always been my heroes. They’ve inspired me to pursue my education and live a life of service. How I Motivate Others… I mentor and provide resources to high school students, and encourage them to get good grades and go to college.

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PROFILES IN DIVERSITY JOURNAL Spring 2015

How I Give Back… In the last two years, I’ve been actively involved with the Parents Advisory Group in the Corona-Norco Unified School District… I go to high schools and talk to students about the importance of education. My Favorite Quote… “It was character that got us out of bed, commitment that moved us into action and discipline that enabled us to follow through.” – Zig Ziglar PDJ


Vernon H. Stafford, Jr. EVP/Chief Audit Executive First Horizon National Corporation

My Greatest Strength… The ability to read people and situations... I’m Inspired By… Spiritually, my motivation comes from strong faith in God. Physically and mentally, my inspiration comes from my wonderful wife of 22 years and our children. My Career Advice… Study intently people who have been successful, have frequent conversations with them, and learn what they’ve done to become successful… The most successful people in life have a vast and diverse network, and they frequently invite assistance. PDJ Read more at WWW.DIVERSITYJOURNAL.COM

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BLACKLEADERSHIP

I’m Inspired By… The saying “it takes a village” really resonates with me … I think about how my grandmother worked hard to raise eight children by herself; the sacrifices my mother made to ensure that I got a good education; and the words of advice and encouragement from my aunts, uncles, friends, and mentors. How I Give Back… I co-founded, and am the current co-chair of, our African-American Employee Resource Group called AHEAD (African Americans Helping to Enhance and Advance Diversity)… We focus on giving back to the community through organized learning and volunteer activities, and promoting the importance of inclusion aligned with Legg Mason’s diversity goals. My Favorite Quote… “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” – Martin Luther King Jr. PDJ

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Dana Jackson Managing Director, Global Information & Business Solutions Legg Mason Global Asset Management

PROFILES IN DIVERSITY JOURNAL Spring 2015


Cheryl Spruill Vice President, Risk Management Prudential Financial I’m Inspired By… I’m inspired by people who are bold and fearless enough to make tough choices that may eliminate some of what they like in order to do more of what they love. How I Give Back… I believe I’m at my best with young people who are … planning for their futures. I give my time through community service activities geared

toward children … my Jack and Jill chapter, and Calibr, an affiliate network of the Executive Leadership Council. My Career Advice… Make the most of every opportunity provided to you. My Favorite Quote… “What a wonderful life I’ve had; I only wish I’d realized it sooner.” – Colette PDJ

Dr. Charlita Shelton President and CEO University of the Rockies How I Motivate Others… I believe in leading by example. I try to stay positive, keep a balanced perspective, and stay calm—even when faced with extremely difficult situations. How I Give Back… I think it’s important to be a great diplomat, to be politically savvy, and to be my authentic self.

My Favorite Quote… “The past will hurt you not, it is only a memory and only good for bringing us to where we are today.” – Marianne Williamson PDJ

Matthew B. McFarlane Principal & Co-Chair, Diversity Committee Robins, Kaplan, Miller & Ciresi L.L.P. The Greatest Issues Facing the African American Community today… In my mind, one significant challenge for the African American community is having the space to embrace our own diversity and authentic selves. My Most Important Lesson… To trust my instincts. Most of the time, things that feel right are right.

My Career Advice… Especially at the beginning of any career, it’s important to understand that “good enough” just isn’t good enough. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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BLACKLEADERSHIP

Charles W. Bernard COVP/Group Vice President, Pharmacy & Retail Operations–Southern US, Puerto Rico, and the US Virgin Islands Walgreens 56

PROFILES IN DIVERSITY JOURNAL Spring 2015

My Greatest Strength… one of my greatest strengths is the ability to examine a particular problem or challenge from many different angles to arrive at an appropriate solution. I’m Inspired By… My grandmother was a great inspiration to me. She insisted … I do my best at whatever job or task that was at hand. She encouraged … me to excel in school and in life. How I Motivate Others… My passion is developing new leaders. I show others that I am willing to go above and beyond to help grow and build their careers. How I Give Back… I enjoy acting as an official and unofficial mentor to several bright, up-and-coming minority professionals who are relatively young—in life or in their careers. PDJ


Vincent Davis Senior Director, Energy Efficiency Pacific Gas and Electric Company (PG&E)

How I Give Back… I visit schools and talk about my career, and ask the kids what is happening in their lives. Most importantly, I am actively engaged with my family as a husband and father, just like my dad was with me and my siblings. My Most Important Lesson… Don’t chase success. Put in the work regarding your education, your craft, your network, etc., but most importantly, find your purpose and embrace it. My Career Advice… Be patient and enjoy the journey. My Favorite Quote… “It is not the critic who counts, not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who errs, and comes short again and again (but)…who knows the great enthusiasms, the great devotions, who spends himself in a worthy cause; who at best knows in the end the triumph of high achievement, and who at the worst if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who know neither victory or defeat.” – Theodore Roosevelt (1910) PDJ Read more at WWW.DIVERSITYJOURNAL.COM

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BLACKLEADERSHIP

Tara Elliott Partner WilmerHale

My Greatest Strength… I believe that my greatest strengths are my work ethic and intuition… I’ve also come to realize the value of trusting my instincts. I’m Inspired By… There are too many to name— family, friends, clients, public figures, teachers, coaches, mentors, and colleagues. The characteristics of these people both inspire and motivate me in many ways… How I Motivate Others… One of the most important things I do to motivate others is to lead by example. I cannot expect people to behave in a way that I do not consistently demonstrate.

Richard Bynam EVP, Head of Business Banking PNC Financial Services Group How I Motivate Others… I believe the greatest motivation comes from within. So when I’m trying to inspire or motivate others, my first question is, “What’s in this for you?”

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My Career Advice… Be five things—self-aware, ethical, smart, a performer, be humble. My Favorite Quote… “Culture eats strategy for breakfast… every day.” – Peter Drucker PDJ

PROFILES IN DIVERSITY JOURNAL Spring 2015

How I Give Back… I give back through mentoring— school-age students through college, graduate school, and practicing lawyers. My Most Important Lesson… I think the overarching themes are sincerity and perseverance—then let the chips fall where they may. I’ve learned to embrace the power of vulnerability. My Career Advice… Whether fair or not, first impressions are enduring—so come out of the blocks very strong, as if you want to win. My Favorite Quote… “Do you.” – Surgeo Bell PDJ


Darlene Slaughter

ON THE MOVE

Named United Way Chief Diversity Officer

United Way, the world’s largest privately-supported nonprofit, has appointed Darlene Slaughter as Chief Diversity Officer. Working closely with community-based United Ways and corporate and community partners across the U.S., Slaughter will lead efforts to expedite and advance the United Way’s diversity and inclusion strategies, partnerships and initiatives. “Darlene is a proven leader in integrating accountability and strategic focus to improve diversity and inclusion in the workforce,” said Stacey D. Stewart, U.S. President, United Way Worldwide. “We’re excited to tap into the expertise and experience Darlene brings from the corporate sector to effectively lead United Way’s continuing efforts to build a stronger workplace that values equal opportunities for all.” Prior to joining United Way Worldwide, Slaughter served as the Principal Consultant and Chair of Linkage’s Institute for Leading

Diversity and Inclusion, training corporate leaders on developing and leading diversity and inclusion initiatives in the workplace. She also served as Chief Diversity Officer for Fannie Mae and was responsible for designing its first Executive Diversity Council. Slaughter has been recognized as one of SAVOY’s 2012 Top 100 Influential Women in Corporate America, Profiles in Diversity Journal’s Women Worth Watching, Black Enterprises’ Top Executives in Diversity and Heart & Soul’s Women of Substance in Finance. She is also a frequent speaker on topics including change management, women’s initiatives, financial literacy, leadership development and concepts on diversity and inclusion. Slaughter holds a M.S. in Human Resource Management and Organizational Development from American University and a B.S. in Elementary Education from Howard University. PDJ

Read more at WWW.DIVERSITYJOURNAL.COM

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CORPORATE INDEX

BOLD DENOTES ADVERTISER

3M Company........................................................................................................... 3m.com....................................... Inside front cover Accenture....................................................................................................... accenture.com..................................................................36 Aerotek...............................................................................................................aerotek.com....................................................................8 Army & Air Force Exchange Service .................................................shopmyexchange.com ...........................................................23, 46 Bank of the West................................................................................ bankofthewest.com....................................................................4 Baxter International Inc........................................................................................ baxter.com..................................................................24 Boehringer Ingelheim................................................................... boehringer-ingelheim.com..................................................................47 Booz Allen Hamilton.................................................................................................bah.com............................................................26, 46 CACI ....................................................................................................................... caci.com.............................................................21,49 Catalyst................................................................................................................ catalyst.org....................................................................9 Comcast Corporation..................................................................... comcastcorporation.com..................................................................27 Cricket Wireless..................................................................................... cricketwireless.com..................................................................48 CVS Health............................................................................................................. cvs.com............................................................38, 39 Deloitte............................................................................................................... deloitte.com..................................................................30 Discover.............................................................................................................discover.com..................................................................28 Diversity in Practice........................................................................... diversityinpractice.com..................................................................50 Ernst & Young LLP ..................................................................................................ey.com..................................7, 29, 49, Back Cover First Horizon................................................................................................. firsthorizon.com..................................................................53 Ford Harrison..............................................................................................fordharrison.com..................................................................51 Gibbons PC.................................................................................................. gibbonslaw.com.................................................................. 11 Hormel Foods............................................................................................. hormelfoods.com..................................................................30 Humana Inc.......................................................................................................humana.com..................................................................36 JPMorgan Chase & Company............................................................... jpmorganchase.com..................................................................32 Kelly Services............................................................................................ kellyservices.com..................................................................33 KPMG LLC ...................................................................................................... kpmg.com/us.......................................................10,31, 51 Legg Mason Global Asset Management...................................................... leggmason.com..................................................................54 Mitchell & Titus, LLP.................................................................................... mitchelltitus.com..................................................................13 MUFG............................................................................................................ unionbank.com..................................................................52 MWV.......................................................................................................................mwv.com....................................................................6 New York Life........................................................................................... newyorklife.com..................................................................26 Northrop Grumman........................................................................... northropgrumman.com..................................................................36 Pacific Gas and Electric Company (PG&E) ............................................................pge.com..................................................................57 PNC Bank ..............................................................................................................pnc.com......................................31, 58, Inside Back Praxair................................................................................................................. praxair.com..................................................................15 PriceWaterhouseCoopers....................................................................................... pwc.com..................................................................29 Prudential Financial Services ........................................................................ prudential.com............................................................34, 55 Robins, Kaplan, Miller & Ciresi L.L.P .................................................................... rkmc.com..................................................................55 Ryder System, Inc..................................................................................................ryder.com..................................................................22 Sprint..................................................................................................................... sprint.com..................................................................25 Terex Corporation...................................................................................................terex.com..................................................................14 The PGA of America.................................................................................................pga.com..................................................................12 The Principal Financial Group.......................................................................... principal.com..................................................................35 The Walt Disney Company.........................................................thewaltdisneycompany.com..................................................................21 United Way of America.....................................................................................unitedway.org........................................................... 17, 59 University of the Rockies..................................................................................... rockies.edu..................................................................55 USAA...................................................................................................................... usaa.com..................................................................37 Walgreens..................................................................................................... walgreens.com..................................................................56 Walmart............................................................................................................. walmart.com..................................................................37 William Osler Health System Foundation................................................oslerfoundation.org..................................................................16 WilmerHale....................................................................................................wilmerhale.com..................................................................58 WilsonHCG..................................................................................................... wilsonhcg.com..................................................................34

60

PROFILES IN DIVERSITY JOURNAL Spring 2015


We owe our veterans a great debt of gratitude, and PNC is committed to supporting their professional success. We actively recruit and hire former servicemen and servicewomen, and are committed to building and maintaining supplier relationships with veteran owned businesses. We’re also helping veterans meet their personal financial needs with a full line of Military Banking products and the PNC Military Employee Business Resource group, which helps them achieve their aspirations as they transition to civilian life. 2014 recipient of the Secretary of Defense Employer Support Freedom Award.

Š2014 The PNC Financial Services Group, Inc. All rights reserved. PNC Bank, National Association. Member FDIC

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80 years to close the gender gap? Let’s do it quicker. Greater decisions shouldn’t take years to implement. Why wait? ey.com/womenfastforward Better parity. Better working world. Source: Global Gender Gap Report 2014, World Economic Forum.

© 2015 Ernst & Young LLP. All Rights Reserved. ED None.

Diversity Journal - Spring 2015  

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