2018 US Black Engineer & Information Technology | THE STEM COMMUNITY - VOL. 42, NO. 3

T H E WA R F O R TA L E N T: P R O F E S S I O N A L I S M T H R O U G H I N VO LV E M E N T

Global Leadership Forum Is

Bringing People & Organizations Together to Inspire STEM Leaders Kendall Norris, CEO Global Leadership Forum

TECH CAREERS

THE LATEST TRENDS IN THIS RAPIDLY CHANGING INDUSTRY

USBE&IT Volume 42, No. 3 | 2018 www.blackengineer.com

INSIDE:

AT&T’s Impact on STEM 30+ Superstars of Global Leadership Forum & Affiliates Overcoming STEM’s Biggest Challenges for Students

INNOVATION

WITHOUT BOUNDARIES. AT LOCKHEED MARTIN, WE’RE ENGINEERING A BETTER TOMORROW.® We understand that our future is tied to the success of diverse talents and future leaders of innovation and technology. And to develop the world’s most advanced systems, we need the contributions and talents of all employees.

Learn more at lockheedmartin.com/diversity

© 2018 LOCKHEED MARTIN CORPORATION VC 17-06646

RAYTHEON PEOPLE

INCLUSIVE. INSPIRING. INNOVATIVE. Raytheon fosters an inclusive culture that harnesses the power of different ideas and experiences to deliver the innovative solutions our customers depend on.

Raytheon.com @Raytheon Raytheon

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CONTEN US BLACK ENGINEER & INFORMATION TECHNOLOGY

NOW THE MOST READ BLACK TECHNOLOGY MAGAZINE REACHING OVER 100,000 READERS IN THE UNITED STATES, UK, AND SOUTH AFRICA

BRINGING TECHNOLOGY HOME TO THE BLACK COMMUNITY

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Publisher’s Page

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Cover Story: GLF Wants to Work With You! Bringing people and organizations together to inspire STEM leaders FEATURES

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ERG=Diversity

Top companies share the value of their Employee Resource Groups (ERG)

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BEYA Alumni in the Board Rooms

Public board service is the pinnacle of many storied careers

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GLF Superstars Kendall Norris

CEO, Global Leadership Foundation

Photography by Othello Banaci: Cover, pages 4, 22-23, 24 and 27.

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www.blackengineer.com

TS Vo l u m e 4 2 N u m b e r 3 PROFILES IN INNOVATION

People and Events........................... 6 Cyber Warrior Diversity Program, Howard University Researchers Win $1M Grant, Tuskegee Launches New Cybersecurity Degree, HBCUs Make Cybersecurity Master’s Top 50

One on One..................................... 8 AT&T director LaTara Harris shares how they are impacting the community

EDUCATION

Education......................................10

The Challenges of a STEM Internship and Tips to Overcome Them

First Steps..................................... 12

What I Did This Summer: Summer Break Is No Day at the Beach for Some Students

BEST PRACTICES FOR SUCCESS

Corporate Life................................14 Vertical Leadership: Developing the Next Great Leaders

Career Voices.................................16 Career Strategies: JobMatch

Leading Voices

NEW!

Leading Voices.............................. 34 What Are the Most In-Demand Technical Careers Now and in the Future? Engineering Grand Challenges Implementing a Thriving Eco-District Armed With AMIE

PUBLISHER’S PAGE Cybersecurity at Black Colleges Beginning this fall, Tuskegee University is offering students a new bachelor’s degree in computer engineering. Dr. Heshmat Aglan, dean of the College of Engineering, said the program’s focus on cybersecurity engineering makes it a first among historically Black colleges and universities (HBCUs).

Faculty will be holders of information and cyber security industry certifications such as the Certified Cloud Security Professional (CCSP), Certified Information Systems Security Professional (CISSP), Certified Ethical Hacker (CEH), and Certified Information Privacy Professional/Government (CIPP/G), among others.

Earlier this year, Norfolk State and Hampton were listed among the best programs in the United States with online cybersecurity master’s programs offering programs with the National Center of Academic Excellence in Cyber Defense, or CAE-CD, designation.

The CAE-CD designation is granted by the National Security Agency and the Department of Homeland Security to universities that stand out as leaders in education and research that designed to further the goal of defending the nation’s critical information infrastructure.

Dr. Gregory Braxton, who won the Linda Gooden Legacy Award at the 2018 BEYA Conference for his efforts to grow Virginia’s Hampton Roads area cybersecurity workforce as Newport News Shipbuilding’s representative, engages institutions such as Hampton in developing cybersecurity talent pipelines.

Incidentally, Braxton grew up in Northwest Baltimore before joining the Air Force. As a mentor, he emphasizes leadership, capitalizing on strengths, and working toward one’s dreams.

According to one report from the Bureau of Labor Statistics, 209,000 cybersecurity jobs went unfilled in 2016, and the number of jobs in the field is expected to grow tenfold during the next decade.

Over the next five years, computer and information technology occupations are projected to add about 557,000 jobs in computer networking and security designed to defend information systems and networks.

CAREER OUTLOOK

Career Outlook..............................41 What Are the Most In-Demand Technical

Careers Now and in the Future Widening Scope of Digital Careers How to Thrive in the Digital Revolution

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Tyrone D. Taborn CEO and Chief Content Officer

USBE&IT | INTERNSHIP ISSUE 2018 3

SAVE THE DATE FEBRUARY 7-9, 2019 Washington Marriott Wardman Park Hotel • Washington, DC

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EXECUTIVE OFFICE Tyrone D. Taborn, CEO and Chief Content Officer Jean Hamilton, President and CFO Alex Venetta, Associate Publisher, Manager of Partner Services Eric Price, Vice President, Recruitment and Professional Training EDITORIAL AND CONTRIBUTING EDITORS Rayondon Kennedy, Managing Editor Lango Deen, Technology Editor Dr. Michael Spencer, Former Dean, School of Engineering, Morgan State University Dr. Gary Harris, Professor, Engineering Department, Howard University Dr. Victor McCrary, Member, National Science Board Dr. Kamal Nayan Agarwal, Vice-Chairman, Modern Technology and Management Institute, Howard University Jem Pagán, Chief Technology Officer, Flatiron Strategies Michael Fletcher, Contributing Editor Gale Horton Gay, Contributing Editor Garland L. Thompson, Contributing Editor Roger Witherspoon, Contributing Editor GRAPHIC DESIGN Beverly Wladkowski, Art Director Bryan Davis, Digital Director Joe Weaver, Global Design Interactive Markele Cullins, Intern Rachael DeVore, Intern CORPORATE AND ALUMNI RELATIONS Dr. Gwendolyn Boyd, CCG Alumni Committee Chair and President Dr. Eugene DeLoatch, Chairman, BEYA Alumni Group Vice Admiral Walter J. Davis, USN (Ret) National Chair, BEYA Military Alumni Oliver “Bo” Leslie, Retired Program Manager, Historically Black Colleges and Universities/Minority Institutions, Boeing Monica E. Emerson, Women of Color STEM Conference National Chair Matt Bowman, CCG Military Program Manager Stars and Stripes Committee Executive Director/Chief of Staff for VADM Walt Davis, USN (Ret.) Angela Wheeler, Manager, Foundation for Educational Development, Inc. Ty Taborn, Corporate Development Hayward Henderson, Executive Advisor to the CEO SALES AND MARKETING Gwendolyn Bethea, Vice President, Corporate Development Sheri Hewson, Account Executive Devin Oten, Senior Account Manager Natalie Stuppard, Marketing Specialist Jay Albritton, Social Media Specialist JOBMATCH AND STUDENT DEVELOPMENT PROGRAMS Ashley Turner, Recruitment Team Manager Courtney Taborn, Talent Management Specialist Rod Carter, Recruitment Specialist, College Relations Sheila Richburg, College Coordinator CONFERENCE AND EVENTS Ana Bertrand, Conference Coordinator Jennifer Roberts, Customer Success Manager Brandon Newby, Administrative Assistant Toni Robinson, 360 MMG Rutherford & Associates ADVERTISING SALES OFFICE Career Communications Group, Inc. 729 E. Pratt Street, Suite 504, Baltimore, MD 21202 Phone: (410) 244-7101 / Fax: (410) 752-1837

US Black Engineer & Information Technology (ISSN 1088-3444) is a publication devoted to engineering, science, and technology and to promoting opportunities in those fields. US Black Engineer & Information Technology cannot be responsible for unsolicited art or editorial material. This publication is bulk-mailed to colleges and universities nationwide. Subscriptions are $26/year. Please write to US Black Engineer & Information Technology, Subscriptions, 729 E. Pratt St., Suite 504, Baltimore, MD 21202. Copyright (c) 2018 by Career Communications Group, Inc. All rights reserved. Printed in the U.S.A.

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PROFILES IN INNOVATION

PEOPLE AND EVENTS

Compiled by Lango Deen ldeen@ccgmag.com

HOWARD UNIVERSITY RESEARCHERS WIN $1M GRANT FOR CYBERSECURITY RESEARCH College of Engineering, Architecture and Computer Sciences associate dean Moses Garuba and associate professor Danda B. Rawat will spearhead a new cybersecurity research project at Howard University.

“I am delighted to see our faculty vigorously transform our college while engaging our students in conquering the daunting technological challenges of our time,” says Dr. Achille Messac, Howard University dean of the College of Engineering, Architecture and Computer Sciences. “Dr. Rawat and Dr. Garuba are exemplary change agents in our college.”

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The National Science Foundation has awarded the college a million-dollar grant over three years to fund new cybersecurity research by Garuba, who has a Ph.D. in computer science and information security, and Rawat, who earned a Ph.D. in electrical and computer engineering.

The project, entitled “Security Engineering for Resilient Mobile Cyber-Physical Systems,” will focus on advancing cybersecurity for networked systems.

cyber-defense solutions for resilient cyber-physical systems using a federated framework.

“The rapid and massive connection of remotely accessible and cyber-physical system devices, which can be any device, such as a smart car, make CPS systems more vulnerable to a multitude of cyberattacks,” says Dr. Rawat, who is also the director of Howard University’s Data Science and Cybersecurity Center. S

According to the National Science Foundation award abstract, the goal is to design, develop, and evaluate the

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CYBER WARRIOR DIVERSITY PROGRAM IS LAW OF THE LAND IN MARYLAND A new bill establishing the Cyber Warrior Diversity Program at Bowie State University, Coppin State University, Morgan State University, and the University of Maryland Eastern Shore took effect July 1, 2018.

Maryland Lt. Governor Boyd Rutherford and Maryland Higher Education Commission Secretary James D. Fielder announced the partnership at a press conference held at Coppin State University in Baltimore.

Coppin State President Maria Thompson was joined by Aminta H. Breaux, the president of Bowie State University, and David Wilson, the president of Morgan State University.

Maryland Senator Barbara Robinson, one of the bill’s co-sponsors, and industry representatives from the technology sector also participated in the press conference.

According to the bill, beginning in 2020 and each year after, the governor will include appropriation of $2.5 million in the Maryland Higher Education Commission budget to provide grants to the state’s historically Black colleges and Baltimore City Community College for their cyber warrior diversity programs. www.blackengineer.com

TUSKEGEE LAUNCHES NEW CYBERSECURITY DEGREE THIS FALL

“Our new computer engineering program positions Tuskegee University in a unique niche to provide leadership in cybersecurity studies,” said Dr. Heshmat Aglan, dean of the College of Engineering.

“Additionally, this program will provide the platform to expand into other emerging engineering specialties, including artificial intelligence, high-performance computing, machine learning, deep learning, autonomous vehicle technology, and embedded robotics,” the dean said.

Faculty will be holders of information and cybersecurity industry certifications, such as the Certified Cloud Security Professional (CCSP), Certified Information Systems Security Professional (CISSP), Certified Ethical Hacker (CEH), and Certified Information Privacy Professional/ Government (CIPP/G), among others. S

HBCUS MAKE CYBERSECURITY MASTER’S TOP 50 Norfolk State University and Hampton University have some of the best cybersecurity graduate programs in the United States, according to CyberSecurityMastersDegree.org.

To come up with the list of best online cybersecurity master’s programs, the information security group narrowed down 130 schools offering master’s programs with the coveted National Center of Academic Excellence in Cyber Defense, or CAECD, designation.

The CAE-CD designation is granted by the National Security Agency and the Department of Homeland Security to four-year schools and universities that stand out as leaders in education and research and is designed to further the goal of defending the nation’s critical information infrastructure.

The Information Assurance and Cyber Security Center at Hampton University provides workshops, outreach to other historically Black colleges and community colleges, and access to IA research resources.

The center is designated as a National Center of Academic Excellence in Cyber Defense Education (CAE/CDE) by the Department of Homeland Security and National Security Agency through 2021. S

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ONE ON ONE

by Gale Horton Gay editors@ccgmag.com

SKILLS & CONFIDENCE FOR DIGITAL JOBS LaTara Harris joined AT&T after more than ten years with the Maryland Business Roundtable for Education, where she held a variety of roles, including director of partnerships and outreach.

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arlier in her career, she was a finance manager at a major management consulting firm and an accountant for a local nonprofit organization.

Since March 2013, Harris has used her formidable skills in business, public-private partnerships, educational outreach, management consulting, and accountancy in her role as Regional Director – External & Legislative Affairs, AT&T Services, Inc. Focused on legislative and regulatory affairs in Maryland, the District of Columbia and Northern Virginia, Harris sits on the board of the District of Columbia Chamber of Commerce, DC’s Workforce Investment Council, The Living Legacy Foundation, Crittenton Services of Greater Washington, and Youth Leaders in Training (Y-LIT).

She was also named one of Maryland’s Top 100 Women in 2015, and a Minority Business Leader in Washington, DC in 2017.

Key workforce issues for AT&T and its more than 400 million subscribers include

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broadband coverage, mobile access in rural and urban communities, and digital connectivity for innovation in science, technology, engineering, and math (STEM).

$144 million in STEM initiatives to grow digital labor for a digital economy. Since 2008 AT&T has committed $450 million through AT&T Aspire to promote student success in school and beyond.

Ensuring No One Is Left Behind

AT&T employees have also provided 1.6 million hours of mentoring to students since 2012.

While there is still a lot more to be done to ensure no one is left behind, AT&T is making a difference in building a digital future with local and federal authorities given regulatory and legislative responsibilities.

“As a technology and entertainment company, STEM is a major focus,” Harris says. “In 2016 a large proportion of the 40,000 jobs filled at AT&T were STEM related,” she adds.

No doubt about it, AT&T’s 249,000 -strong workforce needs the work skills and competence to keep 15.8 million internet connections in service; connect 47 million video connections through DIRECTV, DIRECTV NOW, and U-verse2; and ensure 159 million people in the U.S. can access AT&T’s 4G LTE network.

Plus, there are 19.5 million connected cars on the AT&T network, which means AT&T cybersecurity jobs need skills in the Internet of Things data and analytics and better ways to serve an ever-growing pool of digital customers.

“A friend mentioned she had a new bay window installed,” Harris says “She is a former teacher and recognized one of the installers as one of her former students and recalled that he wasn’t very strong in math. Long story short, her window leaked during the first rain of the season.

Math is infused in everything,” Harris explains.

STEM Matters For Whatever Path You Choose

As the digital revolution expanded over the last 30 years, AT&T and the AT&T Foundation have invested more than

“STEM matters for whatever path you choose. Perhaps if that young man had paid attention, he would’ve known the true dimensions needed for a leak-proof window,” she adds.

According to Harris, AT&T supports programs such as All Star Code, set up by a daughter of one of the first AfricanAmerican billionaires to help young people in technology build wealth in the fastest growing industry of the 21st century.

Other organizations include Girls Who Code, Maker Media, Imagination Foundation, and Code.org. Some of the most famous coders include a now legendary group of Black women who hardwired code for NASA missions.

“These organizations promote innovation and interest in STEM through after-school programs, camps, hands-on technology labs and robotics competitions,” she said.

AT&T’s Aspire Accelerator supports startups in educational technology.

Program participants have included 63% women-led companies and 44% minorityled companies. These for-profit and non-profit organizations receive financial investment, access to expert services and mentorship.

“We’ve helped Genesys Works, an organization that developed a program that includes eight weeks of technical and professional skills training, a paid yearlong corporate internship, college and career coaching, and alumni support to and through college. To date, 100 percent www.blackengineer.com

Key workforce issues for AT&T and its more than 400 million subscribers include broadband coverage, mobile access in rural and urban communities, and digital connectivity for innovation in science, technology, engineering, and math (STEM).

LaTara Harris

Regional Director External & Legislative Affairs AT&T External Affairs

of students who participate in Genesys Works have graduated from high school and 95 percent have gone on to enroll in college,” Harris said.

Developing Our Talent Pipeline And For Society

With two-thirds of all jobs requiring some form of postsecondary education, AT&T is working to ensure more than 40% of adults in the U.S. achieve that level.

“The average high school graduate can expect to earn an annual income of $30,627. That’s $10,386 more than someone who does not complete high school. STEM workers typically earn 26% more than those in non-STEM positions.

It’s for these reasons, and many more that we launched AT&T Aspire,” she says.

Harris also says AT&T looks to support www.blackengineer.com

programs that have demonstrated success in increasing our nation’s high school graduation rates.

“It’s a critical step in developing our talent pipeline and for society,” Harris adds.

Groups like Urban Alliance, which empowers young people to succeed through paid internships, training, and mentorship, is one example. A recent contribution enabled UA to expand its programs to serve students in Alexandria, Arlington, and Fairfax County in Virginia.

They also serve students in Chicago and Washington, DC. AT&T also partners with universities, allowing for university-industry collaboration across the colleges that enhances AT&T’s brand as an employer of choice, recruits top students, and delivers

connected campus technology solutions.

“This work with universities includes hackathons, case competitions, diversity events, research projects, classroom interactions, and faculty collaborations.

Above all, diverse, talented people are important to our success. We hope anyone interested in a career with AT&T will visit https://www.att.jobs/.”

AT&T LIVE (formerly known as the AT&T Experience Weekend) is a new hiring event for identifying top technical talent by bringing 100 of the top students from around the nation to AT&T’s Dallas, Texas, headquarters in 2017.

Since 2013 AT&T has also hired more than 15,000 veterans, and the company is working towards their goal of hiring 20,000 veterans by 2020. S INTERNSHIP ISSUE 2018 I USBE&IT 9

EDUCATION

EDUCATION

by Alfred Lewis editors@ccgmag.com

THE CHALLENGES OF A STEM INTERN AND TIPS TO OVERCOME THEM Participating in a STEM internship is an invaluable step toward finding a career in the STEM fields.

The Association of American Colleges and Universities identifies internships as highvalue, impactful experiences that blend integrated learning and realworld experiences. Are you facing challenges in finding a STEM internship?

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ou’re not alone. Landing a coveted STEM internship takes diligence and resolve, and although there are a few challenges that might seem insurmountable, all obstacles can be overcome. STEM internships are highly competitive, with hundreds or thousands of applicants often applying within the first few days, so apply early and apply everywhere. Sometimes being one of the first applicants can make your polished resume and application stand out before it gets lost in the masses. Seek out and utilize any connections you have in a STEM company, or even any company with an IT or technology department.

There are STEM jobs everywhere, and sometimes a nontraditional company can offer you a valuable STEM experience.

Also consider a federal STEM internship 10 USBE&IT | INTERNSHIP ISSUE 2018

or research opportunity. Finally, be positive and persistent. Reach out to companies that you have applied to after a few weeks, and politely ask if your application could be considered.

reputation of the other interns. Having a professional and drama-free approach to your internship will help you rise above the negativity and focus on the things that will move you forward.

So you’ve landed that illustrious STEM internship that you applied for—now what? Like most first-time interns, your mind might be racing with the endless possibilities that come with this exciting first step into the STEM field. What challenges might you face? It is common for interns to face some ups and downs as they navigate both a new experience and a new company. One of the most common challenges is feeling that you’re assigned low-level tasks that don’t take advantage of your knowledge. Be patient when you feel this way, and make sure you’ve done a great job with the tasks you’ve been assigned; after some time has passed, reach out to your supervisor. Let him or her know that you value your internship experience so far and would be excited to try some new and more advanced tasks. In this challenge, as with all communication, how you say something is just as important as what you say. Be polite and patient while still speaking plainly about your desire for more advanced work.

What about some tips to make the most of your STEM internship? Like all internships, there are some tried and true tips to help you maximize your experiences within a STEM internship as well as a few that are unique to STEM. When you engage in a STEM internship, be goal oriented. Take on a mindset of achieving a few important, simple goals that will improve you as a professional.

While working toward these goals, periodically consider the progress you’ve made and make adjustments.

Realize through this process that growth isn’t always linear; there may be some ups and downs, and that is natural. In the end, feel pride in your growth and accomplishments.

The opposite challenge can also occur, where you feel overwhelmed with a lot of work (or too advanced work). Just as before, communication is the key to making things better. A reasonable first step in addressing your feelings of being overwhelmed is to reach out to a mentor or someone at the company whom you trust. Let them know you look up to how they work, and seek their advice. If after some guidance and assistance, you are still feeling overwhelmed, speak with your supervisor. Let them know that you need some help in specific areas and want to improve. Lastly, what do you do when there’s a lot of negative competition with your fellow interns? First, realize your true purpose for being an intern in a STEM company: to learn and grow, not to compete. At this stage, your focus should be on learning the occupations available to you and making a good name for yourself, not worrying about the

Another great way to make the most of your internship is to make a genuine, honest effort to network across the company. Look for professionals, interns, and supervisors that help make you better. Seek out people that are professional and communicate well, and seek their advice. Ask the professionals in your internship to tell you more about their job, how it operates, its challenges and rewards, and how you can help them in their role. If these conversations are from a genuine desire to grow and contribute, they should be well received and fruitful for everyone.

Finally, ensure that you receive formative and summative feedback on your performance. Consistently seek feedback on how you are doing and guidance on how to improve. Be polite and articulate in asking questions about what skills you could learn or which projects might be a great fit for you. Ask about what your “next steps” are in your growth as a professional. Showing that you are an intern who wants to improve and assist your employer is a sign of maturity and professionalism. S

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Ask the professionals in your internship to tell you more about their job, how it operates, its challenges and rewards, and how you can help them in their role.

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EDUCATION

FIRST STEPS

by Gale Horton Gay editors@ccgmag.com

WHAT I DID THIS SUMMER

Summer Break Is No Day at the Beach for Some Students Advice that a nose-tothe-grindstone approach to summer break can pay dividends apparently has not fallen on deaf ears among many of the Black Engineer of the Year Student Leadership Award winners. When asked how they were spending Summer 2018, several shared that they were involved in complex and multi-faceted work assignments. These young people and others who are wise enough to take on an internship between semesters are well positioned for both their return to academics as well as for future internships and employment. Here are their stories:

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Tyrez McCain

Susan Okrah

McCain, who majored in chemical engineering, spent his two summers interning at Dupont in Richmond, VA, as a reliability engineer focusing on critical equipment one year and on lubrication improvement another year.

The internship came about after she attended a mentoring workshop where she learned about the Share program.

Her online application included a personal statement, explanations of why she was seeking an internship, and who she wanted to work with as well as a letter of recommendation. She applied in January and received word in March that she was chosen for the 10-week paid internship.

Tyrez McCain didn’t need an internship for Summer 2018. The 21-year-old graduate of Tuskegee University headed to his fulltime job just weeks after commencement.

Now a warehouse coordinator with Exxon Mobil in Port Allen, LA, McCain credits his two previous summers spent interning with helping to prepare him for the job market.

He said the knowledge gained from working in one’s field provides a different perspective from lessons learned in the classroom. “Engineers must use critical thinking to solve problems,” said McCain, who was recognized by BEYA in 2018 as a student athlete leader.

He advised those that are undecided about pursuing an internship to embrace it. “You always should go toward the internship,” said McCain. “The experience you get interning you won’t get out of school.”

He pointed out another benefit of interning: providing those seeking employment with something to talk about during the interview process.

Hampton University senior Susan Okrah completed her third internship this past summer. The 21-year-old chemical engineering student interned at the University of Wisconsin Madison doing biomedical research on dorsal patterning in the spinal cords of chicks.

From her experience at the University of Wisconsin, Okrah said she’s learned firsthand what it’s like to be a graduate student in a lab, which is what she plans to pursue after graduating.

“I’m getting a view of what it takes to be a biomedical engineer,” she said.

Okrah, a 2018 BEYA Student Leadership Award winner in research, said she follows the counsel of one of her professors from her freshman year, who advised her to obtain research experience.

Although Okrah is from Arizona, she’s spent summers far from home each year while in college. In 2017 she interned at University of Pennsylvania, and the www.blackengineer.com

previous year she interned at Brandeis University in Massachusetts.

She said her parents, who are both engineers, have been excited about her internship opportunities and support her decision to be away from home.

“I have a deeper understanding,” said Moses about herself and her work environment. “I realize working here there’s so many people you have to work with and communicate with,” she said. “[The work process] doesn’t always happen the way you want it to. Maybe I am the type of person who really just completes the task,” she said.

Moses said she replied to an organization known as INROADS for both her internships. INROADS’s mission is to develop and place talented minority youth in business and industry and prepare them for corporate and community leadership. She applied through INROADS, underwent online training and assistance in rewriting her resume, interviewed for positions over the phone, and received an offer letter with the details of the internship assignment.

Raven Moses

Raven Moses, 20, is a junior at St. Joseph’s University in Philadelphia and completed her second internship this past summer, and she already has her sights set on securing another internship for next summer.

She credits the experience she gained from her first internship with making her a more desirable applicant in 2018. She received three offers for interning this past summer.

After her first year of college, she interned at the federal Office of the Comptroller of the Currency in Washington, DC, where she worked in infrastructure and operation monitoring servers. For the summer of 2018, she was an intern at aerospace manufacturer Pratt & Whitney in East Hartford, CT. She was a project manager in the digital technology department working on a project to enable customers to be able to see their entire fleet on mobile devices. Both were paid internships that lasted 10 weeks.

Moses, a 2018 BEYA Student Leadership Award winner, said the experience she’s gained from the two internships has given her a better idea of what she might want to do when she graduates. She said she initially thought she wanted to be a chief information officer or another management position, but now she’s considering going into user experience. www.blackengineer.com

“You always should go toward the internship,” said McCain. “The experience you get interning you won’t get out of school.”

At 23, the Tennessee State University senior has completed four summer internships: working as a power systems engineer at DTE Energy, a Detroit power company; taking on responsibilities at Eaton Corp., an energy management company, as an industrial operations engineer; handling satellite commercial space initiatives at Lockheed Martin as a mission operations engineer; and this past summer, he worked at Texas Instruments in Dallas, where he tested wafers with silicone chips with such variables as temperature and frequency as well as working on a project analyzing wafer breakage.

“Working for Texas Instruments is an incredible experience. It has helped connect the theory discussed in courses with practical applications,” said Rice, who is majoring in electrical engineering with a concentration in computers.

He admits he’s not sure of his postgraduation plans. Before he took on his fourth internship this past summer, Rice completed a Harvard summer business management program in June, and he’s now trying to decide whether he should head to graduate school or seek a corporate position after getting his bachelor’s degree. Rice said he’ll seek advice from mentors over the months to come.

Tarence Rice

Tarence Rice has a laser focused on his future.

He’s on track to graduate in 2019, and his considerable summer work experiences are sure to make him a sought-after candidate for full-time employment.

When asked why he’s spent four summers interning, Rice said, “I just want to get exposure in different areas, see what’s best for me.” S

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BEST PRACTICES FOR SUCCESS

CORPORATE LIFE

by Christopher Zacher editors@ccgmag.com

Pictured from left: Dr. Marcelle Davis, Darrell Graddy, and Rodney Bailey

VERTICAL LEADERSHIP: DEVELOPING THE NEXT GREAT LEADERS No one reaches a position of greatness without a network of support.

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ven those that pride themselves on being “self-made” owe at least some of their success to the people that advised, challenged, and advocated for them along the way.

In order for us to become great leaders, then, we need to surround ourselves with people that can teach us how to do so.

In a recent BEYA seminar moderated by Donnie Harper of the Federal Reserve Richmond, three panelists convened to

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discuss the topic of vertical leadership.

The group offered some advice to future leaders on building a network that promotes growth.

Mentors, Sponsors, and Advocates

A strong network isn’t simply comprised of peers. It also incorporates mentors, advocates, and sponsors. “I can’t just have peers, because they’ll only get me so far,” says Dr. Marcelle Davis, Workforce Diversity Specialist of the Federal Reserve.

“I need to network with people who can get me to the next level and help me grow.”

Mentors, for example, are those that can provide honest feedback on your strengths and weaknesses. In order for someone to become a great leader, after all, they must assess their own character and work to

build any skills they might lack.

But as Darrell Graddy, VP of Strategy and Business Development for Lockheed Martin, points out, “Sometimes you’re so focused on where you are that you don’t lift your head up to see what it is that you need to do just to do your job better where you are.”

In order to move up the ladder in any industry, professionals also need advocates and sponsors. Advocates are those folks that are willing to vouch for the talent and skills of a lower-level employee. “If there’s a big project and they’re putting together a tiger team,” Dr. Davis illustrates, “my advocate might say, ‘Marcelle loves putting together business cases. Why don’t we bring her to the table to help us do that?’” www.blackengineer.com

Rodney Bailey, a senior manager for Raytheon, warns, “Don’t expect advocacy to just come out of the blue. You’ve got to be strategic. It’s an important thing to have, but how you get there is going to depend on how you envision yourself and the roles and opportunities you put in place.”

Similar to advocates, sponsors are capable of generating opportunities for lower-level employees. Unlike advocates, however, sponsors do not necessarily work in the same organization as the person they sponsor. “That person is the one who will help you get to the next level,” Dr. Davis explains. “That person is usually in rooms that you are not, for whatever reason, already in.”

“Leadership is not a title; it’s a behavior,” says Dr. Davis. “The way that you carry yourself kind of shows where you are in your professional space and where you want to go.”

In order for someone to find a sponsor, they must prove that they’re worth vouching for. When a sponsor brings someone onto their team, they’ll most likely be held accountable for making that decision.

“I make it very clear to the folks I sponsor that it’s not just about you,” Graddy says.

“It’s about me and all of the other folks who are watching you and watching me.”

Leadership Is a Process

One characteristic shared by all great leaders is that they’re consistently focused on self-improvement. Even if they aren’t professionally recognized as leaders, they carry themselves as if they were.

“Leadership is not a title; it’s a behavior,” says Dr. Davis. “The way that you carry yourself kind of shows where you are in your professional space and where you want to go.”

She also adds that great leaders of the future don’t wait for a promotion to validate their leadership skills. They lead from their current position, acting as models for their peers while mapping out their career trajectory. “For me, vertical leadership means taking a real close assessment of who I am [and] where I want to go and being proactive in the handling of my career to ensure I grow, not just up but out,” she says. “I have to grow vertically as well as horizontally in my own leadership skills.” S www.blackengineer.com

INTERNSHIP ISSUE 2018 I USBE&IT 15

CAREER VOICES

by Lango Deen ldeen@ccgmag.com

CAREER STRATEGIES: JOBMATCH When Courtney Taborn joined Career Communications Group’s JobMatch in 2015, chances are that employers weren’t sure what to make of the service. Career Communications Group (CCG) has long been a company that combines the best of content production and distribution, advertising, and public relations, but a lot has changed in the last three years.

W

hat was once used a couple of times a year at CCG job fairs has now emerged as a driver leveraging the 30-year-old firm. Adoption of CCG’s JobMatch service is growing in leaps and bounds.

with juniors making up 26.2 percent; sophomores, 15.5 percent; and freshmen, 10.5 percent. Graduate students came in at 8.9 percent.

“Since I joined the JobMatch team, the number of participants has grown from twenty to eighty, a 400 percent increase,” she remarked. “Growth has largely been driven by our recruitment team building strong relationships among candidates.”

Corporate partners include Lockheed Martin, longtime co-host of the BEYA STEM Conference, as well as Northrop Grumman, Boeing, Raytheon, General Motors, and other employers that make CCG’s most admired list or are named as top supporters of science, technology, engineering, and math (STEM) education in Black Engineer, Hispanic Engineer, and Women of Color magazines, all published

by CCG.

Candidates come from Accreditation Board for Engineering and Technology (ABET)-accredited schools at historically Black colleges and universities (HBCUs), Hispanic-serving institutions (HSIs), tribal colleges, and local community colleges.

JobMatch uptake hasn’t just soared; recent surveys show 90 percent of JobMatch users are “very satisfied” or “satisfied” with the service.

“Most excitingly, we have begun the process of interviews for participants before our conferences,” Taborn adds.

Over its annual nine-month conference cycle, CCG holds two major events. Last February they hosted the 32nd Annual BEYA STEM Conference in Washington, DC, and this fall they will hold the 23rd Annual Women of Color STEM Conference in Detroit, MI.

By the Numbers

The 2018 BEYA STEM conference topped 10,800. Student numbers came in at more than 4,690. Of that total, more than 58 percent were male and 41.7 percent female. College seniors comprised more than 35 percent of the undergraduates, 16 USBE&IT | INTERNSHIP ISSUE 2018

Taborn hopes to “onboard” CCG’s partners to increase awareness of the program.

Taborn is also working on Readiness Certification, a training program with its own seminars at CCG’s conferences.

“The objective of CCG JobMatch’s Job Readiness Certification is to help prepare talented individuals for extraordinary careers,” Taborn explains.

Many of the professionals at CCG events, or in the pages of its magazines, are in the highest paying jobs in R&D, innovation, strategy, software development, IT, integrated circuit design, data science and analytics, and performance. Taborn’s team is increasing their visibility.

“You can expect to see updated branding, online portals, websites, and a more robust online learning platform in the next 12 months,” she said.

Jennifer Roberts joined CCG as a customer success manager in 2018.

She’s not planning on reshaping the model, because “the winning strategy of

“We have been successful by staying true to our roots and keeping standards high,” Roberts says.

“The organizations we work with are committed to diversity and nurturing their employees’ skills.

Our commitment to supporting an allinclusive STEM pipeline is what propels our success.”

JobMatch comes back to sticking to CCG’s primary goal,” she says.

Since 1987 CCG has been connecting top-quality, diverse talent with toptier organizations that have embraced inclusivity for decades. “We have been successful by staying true to our roots www.blackengineer.com

and keeping standards high,” Roberts says. “The organizations we work with are committed to diversity and nurturing their employees’ skills. Our commitment to supporting an all-inclusive STEM pipeline is what propels our success.”

Described by her teams as a networking pro, Turner’s tips for JobMatch candidates are consistent:

•

Alma Mater Works: Connect with classmates, other networking groups, and even career services.

•

Join Industry Groups: Find every association that matches up with what you want or have a career in.

Make those connections and make them stronger by attending events.

Keeping the message relevant for millennials and Gen X is Ashley Turner’s job as a university and professional relations development manager. Turner manages job applicants daily from the CCG Metro Detroit office.

•

LinkedIn: Engage on this digital hub, and connect with professionals and leaders in your field.

•

“We have to keep candidates engaged,” she said. “Maintaining relationships with candidates showing interest is not just good practice but fundamental.”

Volunteer: You meet all sorts of people from various walks of life.

Join a club or start one.

Turner also reminds her candidates to do the following:

•

Have a goal when networking.

Turner calls “ghosting” an unfortunate trend that has reversed from recruiters and companies having no communication after an interview to the candidates saying, “Hey, we can do this too.”

•

Bring business cards.

•

Make an effective introduction.

•

Listen first then speak so that you stay focused.

•

Lastly, follow up with whomever you connected with to stay engaged. S

Roberts also said one of the biggest trends is the refocus on diversity.

“Companies are making diversity a key part of their culture. As a result, we have never been more relevant,” she says.

“I think that having that connection with the candidate and understanding what they want and need out of the position helps make sure that no one on both ends gets ghosted,” Turner said.

Pictured from top to bottom: Courtney Taborn, Talent Management Specialist Jennifer Roberts, Customer Success Manager Ashley Turner, Recruitment Team Manager

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INTERNSHIP ISSUE 2018 I USBE&IT 17

ERG = DIVERSITY TOP COMPANIES SHARE THE VALUE OF THEIR EMPLOYEE RESOURCE GROUPS (ERG) In the corporate world,

the utmost importance of having a common vision, mission, and purpose in thought and action across all levels of the organization cannot be overstated. It is the fundamental pillar to the bottom line success of any corporate company.

However, combining this with the celebration, validation, and respect of every individual within the organization would call for diligence, trust, and understanding from all parties. For this reason, many companies have bridged the gap with Employee Resource/Affinity Groups.

Though they initially began as small, informal groups, affinity groups are now highly valued groups that have evolved into impactful company mainstays for championing programs and edifying people as well as the company as a whole.

In today’s corporate competition, the quest for diverse talents and multicultural partnerships continues to surge each day. The corporate environment has thus resulted in not only supporting these groups but also promoting them in order to create a workforce that will mirror the face of the consumers and accelerate company results.

As it stands, these groups have become a hot topic in the corporate world. They continue to gain mainstream acceptance in the new global business models; corporate companies are already setting the standards for top Employee Affinity

18 USBE&IT | INTERNSHIP ISSUE 2018

Groups. The three main ones are below:

1.

2.

3.

Must express the value proposition for the ERG’s existence and elaborate how its performance shall be measured and monitored Must expand executive sponsorship and accountability Should work and be part of the corporate governance to enhance accountability and compliance from both its members and the executive sponsors

Benefits of ERGs to the organization and its employees:

•

• • •

• • •

ERG members can serve as recruiters for the organization by giving testimonials on the company’s website. They can serve as the voice of the organization to potential employees.

Retention, engagement, and development of talent Market outreach and customer attraction Revamping corporate diversity vision – ERGs provide valuable viewpoints for the D&I polices. They help locate aspects that may need policy changes and attention.

Help in universal inclusivity through aiding in the recruitment and retention of minority employees.

Allow employees to get an insight on the business performance Enable employees to be heard and valued and to get engaged.

AT&T

AT&T currently supports 12 Employee Resource Groups (ERGs) and 13 Employee Networks (ENs), with over 130, 000 combined memberships as of today!

These groups play a key role in connecting us to the world around us and making a positive difference in people’s lives within our company and across the globe.

Our nonprofit ERGs provide support, advocacy, education, mentoring, and more to many organizations. They range from culture populations within AT&T and our communities (such as African Americans, Asian Pacific Islanders, Hispanics/Latinos, Filipino Americans, Native Americans, and Asian Indians) to military veterans, the disabled, members of the LGBT community, female employees, and both young and aspiring professionals within our company and those with years of experience.

In addition to our ERGs, we have twelve ENs that also welcome all employees as members. Organized around crossfunctional diversity and focused on specific business or professional development issues, they are created and managed by employees but are not formal nonprofit organizations.

DOMINION ENERGY

With nearly 6 million energy customers and 17,000 employees in 19 states, Dominion Energy has a strong focus on serving communities. We believe

www.blackengineer.com

that a diverse and inclusive workforce is essential to our core values of safety, ethics, excellence, and teamwork.

In addition to formal diversity training and awareness programs, employees are able to engage, network, and contribute to both company and community diversity initiatives through Employee Resource Groups. Our women’s and veterans’ groups were first to be formed and were so popular that four additional ERGs were formed: iHola!, African-American Resource Group, Young Professionals, and PRIDE. Our six ERGs engage more than 6,000 employees in nine states with diversity events for both employees and the larger community. For instance, our iHola!

Hispanic group sponsors engineering students from Puerto Rico for internships at Dominion Energy. Our Veteran’s Network supports military families by visiting wounded soldiers and renovating homeless shelters. And our AfricanAmerican Resource Group hosts an annual student leadership conference for local students as well as financial literacy, professional development and health events for employees.

ERGs bring together the talents and synergies of employees who share interests; boost networking and professional development; and lead to an inclusive, vibrant, and productive workplace where all cultures, people, and ideas are valued and respected.

FACEBOOK

Facebook’s mission is to give people the power to build community and bring the world closer together. We focus on building an inclusive internal community to support that mission. We’ve created diverse communities called Facebook Resource Groups (FBRGs) that help people connect around common interests

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and characteristics, such as gender, race, ethnicity, veteran status, religion, sexual orientation and identity, and disability.

These communities are open to everyone at the company. Our nine FBRGs are supported globally, making it easier to connect and help each other by expanding our thinking, developing empathy, and increasing our overall well-being. They are the secret sauce to building meaningful relationships at Facebook.

FCA USA

FCA US has a longstanding, enterprisewide commitment to diversity and inclusion while promoting a work culture where all employees and business partners are engaged, included. and respected. Our pledge to our employees, our dealers, our suppliers, and our customers is to ensure that diversity and inclusion is an everyday practice in our workplace.

Internally, the company supports seven business resource groups representing a range of affinity communities, including African American, Hispanic, Asian, LGBTQ, veterans, Native Americans, and women.

These employee-directed groups are each assigned an executive sponsor and individually and collectively pursue initiatives that enhance the FCA US work culture by focusing on career development of members, celebrating multicultural differences, and bringing value to the company and external communities through volunteer, charitable, and strategic activities.

A few highlights of our diversity & inclusion efforts include the following:

•

FCA US received Silver Status as a Michigan Friendly Employer by the Michigan Veterans Affairs Agency in recognition of recruitment strategies aimed at veterans.

•

•

FCA US achieved a 100 percent rating on Human Rights Campaign’s 2018 Corporate Equality Index, which rates employers on their LGBTQ workplace policies and benefits. The company has attained a 100 percent CEI rating eleven times since the benchmark was established in 2002.

FCA US also supports various organizations that advance women’s involvement in STEM professions, including Michigan Council of Women in Technology and Society of Women Engineers.

FORD MOTOR COMPANY

Ford Motor Company, a recognized leader in diversity and inclusion, is committed to offering an inclusive environment that fosters skilled and motivated people working together to drive innovation and deliver results. Ford’s commitment to diversity and inclusion encourages employees to maximize their professional and personal growth, recognize and respect the whole person, and value the differences in employees’ background and experience as well as maximize the benefits derived from a diverse workforce.

Part of that commitment also involves endorsing and leveraging the power of Employee Resource Groups (ERGs) to bring together employees who share similar life experiences, help them create cross-functional workplace connections, provide professional development, and advance business imperatives. For more than two decades, Ford’s ERGs have provided support, outreach, and development to all employees, offering them an opportunity to connect with fellow colleagues based on a myriad of affinities including cultural, ethnic, religious, veteran status, and gender and generational status.

INTERNSHIP ISSUE 2018 I USBE&IT 19

GENERAL MOTORS

General Motors views diversity and inclusion as a strength, based on our ability as an organization to recognize, value, and draw upon unique perspectives to help drive innovation. GM has 11 Employee Resource Groups (ERGs), which play a key role in fostering an inclusive work environment while helping the company better understand diverse and emerging consumer markets.

Each ERG has a business plan tied to talent acquisition, talent development, community outreach, and business support. These 11 groups provide a forum for employees to share common concerns and experiences, gain professional development support,and engage in local communities.

In the U.S., one in three employees are involved in an ERG, which further adds in influencing the company’s corporate culture in making GM a Workplace of Choice. “It’s not about counting heads it’s making heads count,” said Ken Barrett: Global Chief Diversity Officer.

IBM

IBM has a long-standing commitment to diversity and inclusion that is infused into every facet of the business, with programs and initiatives touching all IBM employees.

Today, more than 50,000 IBMers globally participate in more than 250 volunteerbased, employee-led Business Resource Groups (BRGs) across 51 countries. These BRGs provide IBMers the opportunity to come together based on their common interests or backgrounds. Most are formed based on demographics, life stages, or function. Employees can build their networks with colleagues from other departments and various levels of the organization. IBM’s BRGs serve as a source of support and development, both personally and professionally, as well as aligns programs and initiatives to support the company’s business and helps members succeed in the workplace.

INTEL

Employee resource groups are a key part of fostering inclusion in the workplace.

They help ensure employees’ voices are heard, offer opportunities for networking, and encourage mentoring. They also develop a sense of belonging where members are not only accepted and included but welcomed and understood.

that connect over 22,000 employees globally based on common interests.

One of the oldest resource groups is the Network of Intel African-Americans which was founded in 1994 and currently has over 2,300 members. NIA is often called upon to help in the recruitment, integration, and retention of AfricanAmerican candidates and employees. Intel also has leadership councils composed of Intel leaders who help guide and mentor members of the resource groups. One of our fastest growing councils is the Intel Black Leadership Council which has grown to 85 active leaders over the past decade. As ERGs evolve they will continue to provide more inclusiveness and acceptance for everyone.

NASA

ERGs are often comprised of employees who are linked together by personal characteristics, such as one’s race, ethnicity, gender, status as an individual with a disability, or sexual orientation/ gender identity, i.e., lesbian, gay, bisexual or transgender (LGBT), or who are drawn together by a shared interest or goal within an organization.

ERGs are distinct from special emphasis programs, which are designed specifically to address the underrepresentation and underutilization of a protected class of individuals. The purpose of ERGs is much broader. They are used, among other things, to:

• • • • • •

Foster professional development Enhance work performance Assist in matching mentors with mentees Assist in recruiting a diverse workforce Increase community partnerships Encourage interaction and relationship building within and across work groups

Historically, ERGs in the federal government have primarily been used for social and networking opportunities and have been event driven to raise cultural awareness. At NASA, ERGs have hosted events to celebrate Black History Month, Asian Americans Heritage Month, Holocaust victims, Women’s History Month, etc. Research has shown, however, that ERGs are valuable for more than just raising cultural awareness. They can be an effective strategic tool for leadership for advancing an organization’s mission as well as its diversity initiatives.

RAYTHEON

Raytheon has one objective: to make the world a safer place. In this age of accelerating change, what we do at Raytheon, as a global technology and cybersecurity company, is more important than ever. Our strength comes from our diverse backgrounds and ideas; our values guide how we work together as one global team to support our inclusive culture.

We view diversity as a business imperative. To meet the challenges we face, we need an environment where everyone finds purpose, thrives, and succeeds. That includes a diverse supply base that reflects the customers and communities we serve. Our work on diversity and inclusion has significantly strengthened our company culture and given us a competitive advantage.

Our ERGs drive business growth and innovation; help attract, retain, and develop employees; create an inclusive, engaged culture; and engage meaningfully with their local communities. Participating in our ERGs is a venue for career growth and meaningful connections, including hands-on leadership experience.

UPS

UPS is a global leader in logistics, offering a broad range of solutions, including transporting packages and freight, facilitating international trade, and deploying advanced technology to more efficiently manage the world of business.

UPS serves more than 220 countries and territories worldwide. The distinct perspectives, experiences, and talents of UPSers around the world are the company’s most powerful resources. By investing in and leveraging diverse talent, UPS is better able to meet customer needs and innovate to solve the world’s toughest challenges.

Employees with varied backgrounds and experiences share insights and help drive inclusion through UPS’s nearly 200 Business Resource Groups (BRGs) around the globe. BRGs allow UPS employees to connect with and learn from each other’s unique perspectives, driving innovation and growth–personal, professional, and institutional. Senior UPS leaders serve as Executive Sponsors for the BRGs, demonstrating commitment and engagement at the highest level of our organization. S

Currently Intel has 39 resource groups 20 USBE&IT | DEANS ISSUE 2018

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SAVE THE DATE

OCTOBER 3–5, 2019 DETROIT, MI www.womenofcolor.net Like us on Facebook: www.facebook.com/WOCITC Follow us on Twitter: twitter.com/woctechnology Career Communications Group, Inc. 729 East Pratt St., Suite 504 | Baltimore, MD 21202 (410) 244-7101 | www.womenofcolor.net

PUBLIC BOARD SERVICE IS THE PINNACLE OF MANY STORIED CAREERS

Rodney Adkins’s success

in his 33-year career at IBM didn’t occur by accident. His education, experience, drive, and strategy all played a part in his achieving the pinnacle position of senior vice president and corporate officer—the first African American to do so in the company’s 107-year history.

Likewise, it isn’t accidental that Adkins now serves on boards of directors of several Fortune 500 companies. Adkins applied forethought and strategy in guaranteeing himself entrance into this higher echelon of the corporate world.

Adkins retired from IBM in 2014 and began lending his knowledge, insights, and experience to the boards of directors of five public firms: United Parcel Service, PayPal Holdings, Avnet, Grainger, and 22 USBE&IT | INTERNSHIP ISSUE 2018

PPL. It was a decision he made 20 years ago that set him on the path to being a highly sought-after candidate for directorship. Knowing that a Fortune 500 corporate board was his end goal, Adkins gained experience first by serving on the boards of nonprofit organizations and academic institutions as well as a startup tech firm. He served on his first board in 2000: PeopleClick, a non-public startup.

In 2007 Pitney Bowes tapped him for a directorship.

“I recognized 20 years ago that if I positioned myself for a public board, I had to have board experience,” said Adkins, who currently also serves on the boards of the Harlem School of the Arts, the Smithsonian Institution, and the foundation for his fraternity, Kappa Alpha Psi.

“I decided to be strong in the nonprofit area and university area so when the time came to be competitive, at least I had board experience,” he said. To gain that experience, he has served on the boards of trustees of his alma maters, Georgia Institute of Technology and Rollins College.

He uses his decades-long experience at IBM working in operational and executive management roles focused on strategy, technology, systems, and supply chain to help guide the organizations whose boards on which he serves.

According to Adkins, public board responsibilities include:

•

Making sure the organization understands the firm’s long-term strategy www.blackengineer.com

Gale Horton Gay, Contributing Editor editors@ccgmag.com

• •

Making sure the company performs

•

Risk and compliance and adhering to all the legal standards

•

Working effectively with other board members

Succession planning for the right leadership

Typically, a board meets four to five times a year for one to two days, Adkins said, adding that it also requires a day or two of one’s time to prepare for those meetings.

He estimates that boils down to about 30 full-time days a year.

Public boards compensate directors in the $200,000 to $400,000 range, according to Adkins. “It’s a nice payday,” said Adkins.

Diversity is necessary so organizations have a better perspective of the lives, needs, and priorities of their employees, customers, and communities.

Linda Gooden worked in the aerospace and defense industry for nearly 40 years before retiring in 2014 as the executive vice president of Lockheed Martin’s information systems and global solutions.

She currently serves on four for-profit public boards: General Motors since 2015, Home Depot since 2015, ADP since 2009, and WGL since 2013. She also serves on four not-for-profit boards, including the American Heart Association board.

“Since I retired from full-time

www.blackengineer.com

employment, I find that board work is a perfect transition from a 7/24 work–life experience to a more balanced work–life experience while still allowing me to utilize my strategic leadership skills and technical expertise to support new organization missions,” she said.

Both Gooden and Adkins said for a directorship to be a beneficial one, it’s important to establish a good match between the organization’s needs and an individual’s expertise and experience.

“As a board member, you want to make a positive contribution to the enterprise you are serving,” said Gooden. “My board service is bifurcated. Public board service focuses on representing what’s in the best interests of the shareholders, while the not-for-profit board membership focuses on accomplishing the mission of the notfor-profit organization.”

Gooden pointed out that as a board member, she serves on compensation, audit, and technology committees that allow her to use her education and experience gained through nearly 40 years of operational leadership in the field of technology to benefit the organizations that she now represents.

“For example, I chair the technology and development committee at ADP,” she said. “We are overseeing the largest transformation of systems in the company’s history. All major systems are being rewritten and moved to the cloud platform. It is a huge expenditure of resources and is necessary to support the future strategy of the company. We also oversee major acquisitions focusing on the strategic, business, and cultural fit for the company’s long-term business growth.”

Gooden and Adkins agree that diversity is an important component of a board.

BEYA ALUMNI CURRENTLY SERVING AS BOARD MEMBERS:

RODNEY C. ADKINS President 3RAM Group L.L.C. PPL Corp.

W.W. Grainger Inc. UPS Inc. PAGET L. ALVES Former Chief Sales Officer Sprint Corp.

Synchrony Financial Yum! Brands Inc. ANGELA ARCHON VP, Transformation & COO Watson Health, IBM Corp.

H&R Block Inc. GEN. LLOYD J. AUSTIN III Ret. Commanding General U.S. Army Ret. Commander U.S. Central Command United Technologies Corp.

WANDA M. AUSTIN Retired President & CEO The Aerospace Corp.

Chevron Corp.

JAMES A. BELL Former EVP, CFO & Corporate President The Boeing Co. Apple Inc. Dow Chemical JPMorgan Chase & Co. ALICIA S. BOLER DAVIS EVP, Global Manufacturing General Motors General Mills Inc. CONTINUED ON THE NEXT PAGE INTERNSHIP ISSUE 2018 I USBE&IT 23

“I believe diversity along many dimensions—skill, age, race, gender, sexual orientation, nationality—is essential for a healthy and vibrant enterprise,” said Gooden. “Diversity is important to capture multiple perspectives when considering key business decisions. It is also important to reflect the customers the business supports and the employees they represent.”

When Lydia Thomas makes a commitment, it’s often for the long run.

She has been a member of the board of directors for Cabot Corp. for 22 years, and although she retired from Noblis Inc. in 2010, where she rose to the rank of CEO and president, she remains on its board of directors. She’s also serves on the boards of directors of Mueller Water Products, Washington Mutual Investors Fund, the United States Energy Association, and Northern Virginia Technology Council.

Asked about her decision-making in whether to accept a public board position, Thomas said she waits until the interview process has concluded to make her decision. For her, the work involved in a directorship has to be interesting, and she prefers opportunities that will also be learning experiences, she said. Another factor that is vital for it be a good fit is whether her personality will gel with other board members.

“You want it to be a pleasant experience,” said Thomas.

Employee safety, environmental protection, information technology, and cybersecurity are her main areas of interest—areas in which she honed her skills and knowledge base during her career.

BEYA ALUMNI

CURRENTLY SERVING AS BOARD MEMBERS: H. JAMES DALLAS Retired SVP, Quality & Operations Medtronic Inc. KeyCorp ERROLL B. DAVIS JR. Former Chairman, President & CEO Alliant Energy Corp.

Union Pacific Corp.

MONTE E. FORD Former Executive Chairman Aptean Software CIO American Airlines Akamai Technologies Inc. LINDA R. GOODEN Retired EVP, Information Systems & Global Solutions Lockheed Martin Corp.

ADP; General Motors Co. The Home Depot Inc.

LEO S. MACKAY JR., PH.D. VP, Ethics & Sustainability Lockheed Martin Corp.

Cognizant Tech Solutions Corp.

GEN. LLOYD W. NEWTON Retired EVP Military Engines Pratt & Whitney Retired Commander Air Education & Training Command US Air Force L3 Technologies Inc. Torchmark Corp.

LARRY SPENCER President Air Force Association Whirlpool Corp.

DAVID L. STEWARD Founder & Chairman World Wide Technology Inc. Centene Corp.

STEPHANIE C. HILL VP & General Manager, Cyber, Ships & Advanced Technologies for Rotary and Mission Systems Lockheed Martin Corp.

S&P Global Inc.

LYDIA THOMAS Former President and CEO Noblis, Inc. Mueller Water Products Washington Mutual Investors Fund the United States Energy Association Noblis, Inc. Northern Virginia Technology Council.

FREEMAN A. HRABOWSKI III, PH.D. President University of Maryland, Baltimore County McCormick & Co; T Rowe Price Group Inc. SHIRLEY ANN JACKSON PH.D. President Rensselaer Polytechnic Institute FedEx Corp.

IBM Corp.

Medtronic plc Public Service Enterprise Group

Diversity is necessary so organizations have a better perspective of the lives, needs, and priorities of their employees, customers, and communities.

ARTHUR E. JOHNSON Retired SVP, Corporate Strategic Development Lockheed Martin Corp.

Eaton Corp. plc

24 USBE&IT | INTERNSHIP ISSUE 2018

GEN. LESTER L. LYLES Retired Commander, Air Force Materiel Command U.S. Air Force General Dynamics

MAJ. GEN. ELDER GRANGER M.D., M.G. President & CEO The 5Ps L.L.C. Express Scripts Holding Co.

Thomas said she’s witnessed increasing diversity on boards of directors over the years. “You now see organizations with women directors. Obviously, it’s getting better, but we still have a long way to go,” she said.

“It brings more of the real world to any corporation,” she said. S

CONTINUED

HANSEL E. TOOKES II Retired Chairman & CEO Raytheon Aircraft Co. Raytheon Co. Corning Inc. Harris Corp.

NextEra Energy Inc. Ryder System Inc. LLOYD G. TROTTER Managing Partner GenNx 360 Capital Partners Textron Inc. ALFRED W. ZOLLAR Managing Partner & Founder AWZ Tech L.L.C. Public Service Enterprise Group

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Inspiring & Igniting Innovation NOW! Ad Our Mission is to unite and empower diverse talent to enable innovation and value creation.

Our Vision is to inspire and ignite untapped potential in the global community.

Core Values • • • • • • • •

Commitment Courage Humility Open-mindedness Servant Leadership Visionary Integrity Trust

OUR PARTNERS

www.glfnow.org

Global Leadership Forum Seeks Partners for a Transformative Impact

By Gale Horton Gale editors@ccgmag.com

Bringing together multiple organizations to work toward a common goal is at the crux of the work that Kendall Norris has undertaken by heading the Global Leadership Forum (GLF).

The forum is the brainchild of David L. Steward, the founder and chairman of World Wide Technology, Inc., a technology solution provider with $104 billion in annual revenue and more than 4,600 employees. The forum’s mission is, with the aid of its partners, to inspire interest among young African Americans in science, technology, engineering, and math as well as help older individuals obtain the education and experience necessary in these fields to advance to senior positions.

As CEO and GLF’s sole employee for half of 2017 and the beginning of 2018, Norris said he is extremely optimistic that the forum will be able to achieve its goals.

“I would be lying to say [there wasn’t] some level of fear in spite of optimism,” said Norris of moving from being a volunteer for GLF to a paid executive with the full responsibility on his shoulders.

“Since coming on board, I’ve met with a hundred individuals, 40-plus organizations about GLF’s vision and goals. The support has been overwhelming. I have been more optimistic than years ago when we started the organization.”

Norris had served as a volunteer for GLF since 2015 before being appointed as its first CEO in August 2017. Previously, he was Global Managing Director with Deloitte in Global Technology Services. In addition to his seven years with Deloitte, he also held technology leadership roles during a 20-year career with corporations such as TRW, EDS, USG, and American Airlines.

26 USBE&IT | INTERNSHIP ISSUE 2018

Norris’s new path has him collaborating with leaders and supporters of the highest level who recognize the importance of its goals and mission.

“It is well documented that the Science, Technology, Engineering and Mathematics (STEM) disciplines are the levers of economic growth for the future,” states

“Since coming on board, I’ve met with a hundred individuals, 40-plus organizations about GLF’s vision and goals.

The support has been overwhelming. I have been more optimistic than years ago when we started the organization.”

Kendall Norris, CEO GLF on its website. “In order to meet President Obama’s challenge to have the ‘Best educated, most competitive work force in the world by 2020’—similar to his Tech Hire Initiative goals—the public, private and academic sectors will need to increase the number of diverse college graduates and professionals who are prepared to meet the growing demand for these disciplines. Meeting this need

will ensure that our nation has the highest proportion of workforce-ready resources in the world by the year 2020.”

Norris said that although there are numerous nonprofits directing efforts at various niches—youth, Black girls, seniors, entrepreneurs, etc.—there needs to be a place to combine efforts for the greater good. By combining forces through GLF, the coalition can have a “collective impact that’s transformative,” according to Norris.

“We can harness the power of each organization and make it greater if we work together,” he said.

Currently GLF is working with eight organizations, including Information Technology Senior Management Forum, Black Data Processing Associates, nPower, BWISE, NAF, and Career Communications Group.

“When you embark on something like this, it takes a vision,” said Norris. “This is the shared vision. That creates optimism.”

Juanita Logan, Director of Corporate Development at World Wide Technology, described GLF as “changing the lives of deserving young people.”

Since its inception, GLF has worked to establish a solid foundation—getting its nonprofit status, raising funds, and developing a strategic plan as well as holding leadership summits in 2016 and 2017. Last year’s summit attracted an audience of 124. The 2018 summit was held April 5 at World Wide Technology’s global headquarters in St. Louis. It drew www.blackengineer.com

Kendall Norris, CEO, Global Leadership Forum

scores of educators, public policy officials, business people, and community activists as well as parents and students.

Norris said GLF has much to tackle this year including:

•

Continuing to establish relationships with partners that will undergird GLF’s goal of providing support to those who range from kindergarten to senior-level executives. “K–8 is critical if we expect to accomplish our mission,” he said. For elementary students, providing imagery and messaging to pique their interest in STEM is key. The forum is seeking to establish a wide array of partnerships, such as with World Bird Sanctuary, Boy Scouts of America, Girl Scouts of America, Jackie Joyner Kersee Foundation, Missouri Nature Reserve, Shaw Nature Reserve, and others.

•

Developing a technology platform to keep all stakeholders connected, engaged, and informed. Norris said he expects to launch phase one of the platform in 2018 and phases two and three in 2019.

•

Providing learning opportunities through digitized STEM curricula.

•

Facilitating job and entrepreneurial opportunities.

•

Raising funds through meetings with potential investors to garner their

www.blackengineer.com

support. “It’s going very well,” said Norris. “I’ve found as I talk to educators, political representatives, community activists, the story resonates very well. We expect to create leaders who in turn create more leaders and are able to transform the communities from which they come.” S

David L. Steward, Founder and Chairman, World Wide Technology, Inc., pictured with Alicia Boler Davis, EVP, Global Manufacturing, General Motors, and Juanita Logan, Director of Corporate Development, World Wide Technology, Inc.

INTERNSHIP ISSUE 2018 I USBE&IT 27

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The Power of Diversity GE is committed to employing a diverse workforce throughout the world, and to providing all employees with opportunities to reach their growth potential and contribute to the progress of the communities we serve.

Our achievements reflect a culture of meritocracy where every employee can be a leader. We believe that when one person grows and improves, we can all grow and improve—and together, we all rise.

We invite you to explore opportunities at GE in engineering and computer science, which are as diverse as our culture. GE is a digital industrial high tech infrastructure company, building the machines that build, move, power and cure the world. If you want to make a difference and be a part of something big, explore your next career move at ge.com/careers.

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GE offers a great work environment, professional development, challenging careers, and competitive compensation. GE is an Equal Opportunity Employer. Employment decisions are made without regard to race, color, religion, national or ethnic origin, sex, sexual orientation, gender identity or expression, age, disability, protected veteran status or other characteristics protected by law.

The Global Leadership Forum (GLF), a coalition of organizations whose collective missions will increase the number of technologists in the pipeline, announces their list of GLF Superstars. The 2018 list includes entrepreneurs, C-level executives and innovators, chosen by representatives from GLF partner organizations.

The 2018 GLF Superstars were selected because of their passion for closing the science, technology, engineering, and math (STEM) achievement gap, and their commitment to exemplify the values of GLF by promoting access to programs that produce diverse talent and foster entrepreneurialism, improve graduation rates in STEM, and enhance leadership skills and technology industry competencies.

The following are representatives of organizations who exemplify the mission and values of GLF and their affiliates.

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SUPER Hugh Campbell Founder AC4S

Hugh Campbell has held numerous positions in large-scale telecommunications network operations.

He spent 10 years on active duty as a communications officer in the U.S. Army providing advanced communications for Joint and Special Operations missions, culminating his service as the chief of plans for an elite communications unit at MacDill AFB. A graduate of the U.S. Military Academy, he retired as a cyberspace operations officer in the Air Force Reserves.

Shayna Atkins

Product Manager, Agile Coach AtkCo, Inc. Shayna Atkins has served as a product manager for her company, AtkCo, Inc., for the last seven years. AtkCo works on Agile training for Fortune 500 companies and the financial services industry for a digital lean-agile transformation. She strives to diversify tech companies and businesses with more minorities, especially women of color. Her other company, Queens Brunch, aims to train, connect, and empower businesswomen of color.

Tim Atwell

ATM Technology Executive Bank of America Tim Atwell is a technology executive for the ATM channel at Bank of America.

His responsibilities include vendor management and software and hardware

reliability on more than 16,000 ATMs. He is currently leading critical technology efforts aligned to the new consumer strategy to transform the company’s retail and distribution model. His community and professional involvement include board member of Black Professional Group at Bank of America and member of the Information Technology Senior Management Forum (ITSMF).

Terry Morris

National BDPA President & Director IT Eli Lilly Terry Morris was elected BDPA National President in August 2017. He is Director of IT Global Services at Eli Lilly and Company and has been providing information technology solutions at Lilly for nearly two decades. Morris graduated from Florida A&M University in 2000 with a bachelor’s degree in computer and information sciences. He also has a master’s degree in public affairs.

Erika Jefferson

Operational Excellence Leader Black Women in Science and Engineering (BWISE) Erika Jefferson is the president and founder of Black Women in Science and Engineering (BWISE), which bridges the leadership gap for women in the STEM fields. She is a product management and business development professional with qualifications in managing large accounts and developing client relationships. She has additional experience in Lean Six Sigma, manufacturing operations, and supply chain management.

www.blackengineer.com

By Lango Deen, Kamal Morgan, Rayondon Kennedy editors@ccgmag.com

RSTARS Denise Russell Fleming

Vice President of Information Technology The Boeing Company

Denise Russell Fleming is responsible for ensuring IT alignment with the Boeing Defense, Space & Security strategy. Denise is also a member of advisory boards for Women in Engineering in the Clark School of Engineering at the University of Maryland and the information systems department in the School of Business at Howard University. She is a member of the IT Senior Management Forum (ITSMF).

Norma B. Clayton

Retired Boeing Executive The Boeing Company Norma Clayton has held leadership roles within Boeing Defense, Lockheed Martin, General Electric, RCA, and General Motors. Among her many community activities, Clayton serves as First Vice Chair of Tuskegee University’s Board of Trustees and as a Boeing executive focal for Michigan State University. She is a member of Leadership America, the American Society of Industrial Engineers, and the National Association of African Americans in Human Resources.

Ted Colbert

Chief Information Officer and Senior Vice President of Information Technology & Data Analytics The Boeing Company Ted Colbert is a member of the Boeing Executive Council and responsible for more than 6,500 IT and analytics www.blackengineer.com

employees. Colbert oversees all aspects of information technology, information security, and data and analytics across the company by partnering with the company’s business units on IT- and analytics-related revenue generating programs. He is a member of the IT Senior Leadership Forum (ITSMF).

Colbert also serves as a member of the Board of Directors for the Thurgood Marshall College Fund.

Brittney N. Smith

Senior Consultant Booz Allen Hamilton Brittney Smith works with management and product owners to capture and maintain project plans for high-profile clients. Prior to Booz Allen Hamilton, Brittney was the engineering project manager at Pinnacle, where she managed mapping projects within a multi-functional team. She gives back to her community with her involvement in UCLA’s College to Career Program mentoring firstgeneration college students to succeed in their respective careers after college.

Eric Price

VP, Recruitment and Training Career Communications Group, Inc. Eric Price has served as Vice President of Recruitment and Training at Career Communications Group (CCG) since 2013. A Human Capital Management professional with experience in elementary education and psychology, Price facilitates multi-tier collaborations with organizations focused on communities that lack access to

opportunities in science, technology, engineering, math, and the arts (STEAM) as well as digital careers.

Jeff Stovall

Chief Information Officer City of Charlotte Jeff Stovall joined the City of Charlotte as its first chief information officer in 2008 and is responsible for leading the Innovation and Technology department.

Prior to the City of Charlotte, Mr. Stovall was the director of IT merger integration planning for Sprint Nextel. A long-time member of the IT Senior Management Forum (ITSMF), he was recognized as “CIO of the Year in Non-Profit/ Government” by the Charlotte Business Journal in 2015.

Greg Morrison

Senior Vice President and Chief Information Officer Cox Entertainment Greg Morrison oversees the technology service and strategy development for all corporate systems. In addition, he serves on the board of trustees for Clark Atlanta University and on the board of directors for the U.S. Golf Association, Piedmont Healthcare Systems, and Gwinnett Technical College. He has received many accolades, including being named one of US Black Engineer magazine’s Most Important Blacks in Technology for nine consecutive years (2005–2013).

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GLF SUPERSTARS Jerome Oglesby

profitability by 20% and being the first sales rep at Agilent Technologies to create $5 million worth of new business.

Jerome Oglesby is Deputy CIO and Chief Technology Officer at Deloitte. He has served on the board of directors of Nashville-based LEAD Charter Schools, the Information Technology Senior Management Forum (ITSMF), and Metro-Chicago YWCA. He is the cofounder of Educate Nashville, a non-profit educational-based initiative, and is a member of the Texas Technology Council and 100 Black Men of Middle Tennessee.

Gwendolyn Boyd

Deputy Chief Information Officer and Chief Technology Officer Deloitte LLP

Larry Quinlan

Global Chief Information Officer Deloitte LLP Larry Quinlan has responsibility for all facets of Deloitte’s technology, including strategy, applications, infrastructure, support, and execution. Quinlan is a long-time member of the IT Senior Management Forum (ITSMF) and serves on the boards of NPower, the Executive Leadership Foundation, the National Cyber Education Industry Advisory, and the Network for Teaching Entrepreneurship (NY).

Fumbi Chima

Chief Information Officer Fox Network Group Fumbi Chima is an accomplished senior executive with experience leading digital transformations within established global corporations. Fumbi also has extensive experience in operational risk management, including cybersecurity.

Fumbi is a long-time member of the IT Senior Management Forum (ITSMF), and she has been recognized as a leader in STEM, globalization, and IT.

Indea Snorden

Business Transformation Leader, Program and Product Manager, Change Management Consultant The GCM Group Indea Snorden has used her skills to provide management and consultation for companies for over two decades. Her various accomplishments throughout her career include saving Georgia Pacific Corporation $14 million and improving 32 USBE&IT | INTERNSHIP ISSUE 2018

Engineer, STEM Advocate Higher Education and Civic Leader, Public Speaker Gwendolyn Boyd is a mechanical engineer and experienced leader in the development of programs promoting diversity. She is a STEM advocate with documented results in STEM pipeline initiatives. A former university president, she has demonstrated success in higher education. She is also skilled in nonprofit organizations, research, event planning, fundraising, and strategic planning.

Viola Maxwell-Thompson

President and CEO Information Technology Senior Management Forum (ITSMF) Viola Maxwell-Thompson is a retired Partner with Ernst & Young, LLC’s Management Consulting Practice. Since taking the helm at the Information Technology Senior Management Forum (ITSMF) in 2004, she has supported the creation and launch of ITSMF’s Leadership Academy and “IT Executive Achievement Awards” to honor industry leaders for results-driven diversity initiatives.

Latoya Fox

Founder, Chief Design Formulator La Fox Skin Solutions Inc. LaToya Fox spent years developing a skin care product that will help men and women with dermal problems.

Fox majored in biology and minored in chemistry and founded La Fox Skin Solutions. Fox and a group of highly skilled workers, who specialize in analytical chemistry, cosmetic chemistry, biology, manufacturing, and aesthetics, developed the La Fox Skin Solutions skin care line.

Michelle Greene

Vice President of Information Systems Masco Corporation

and on the board for Goodwill Industries of Southeastern Wisconsin. Michelle also founded Youth on Track. She is a member of the Information Technology Senior Management Forum (ITSMF).

JD Hoye

President National Academy Foundation NAF attracts talent based in large measure on its mission of preparing students for career readiness. Seeing the impact of the workplace in reigniting career ambitions, JD Hoye has led college and career preparation initiatives at local, regional, state, and now national levels.

She joined NAF in 2007 and remains amazed at the power of the network and the tremendous difference NAF network leaders make in the lives of students every day.

Michael Palmer

Vice President and Chief Information Security Officer National Football League Mr. Michael Palmer is a vice president and chief information security officer for the National Football League. His diverse IT background, with specialties in IT governance, risk, and compliance, combined with strong business acumen, gives him the ability to lead disparate groups to deliver tangible results while building strategic relationships. Mr. Palmer is also a member of the IT Senior Management Forum (ITSMF).

Bertina Ceccarelli Chief Executive Officer NPower

NPower Chief Executive Officer Berina Ceccarelli helps to create career pathways for military veterans and young adults in the digital workforce. Currently, the nonprofit, which is dedicated to inspiring interest in tech skills among youth and veterans from underserved communities, operates in New York, Texas, California, Maryland, New Jersey, and Missouri and across the U.S. border in Toronto, Canada.

Michelle Greene is responsible for IT strategies at Masco. In addition, she is on the board of Calibr, a global network for professional development. She also serves on the board of PEARLS for TEEN GIRLS www.blackengineer.com

Robert Vaughn Executive Director NPower

Robert Vaughn is the executive director and national instructor of NPower. He has over twenty years of experience working in positions like Chief Information Officer, CTO, Deputy CISO, Risk Manager, and Director of IT Programs. Vaughn has over 42 professional certificates and is an international teacher and coach in cybersecurity, infrastructure, cloud, and risk management. He has trained and helped certify over 10,000 IT professionals.

Earl Newsome

Vice President and Chief Information Officer Praxair, Inc. Earl Newsome is responsible for global information technology services at Praxair.

Most recently, he served as CIO and Vice President of Digital for TE Connectivity, a global manufacturer of connectivity and sensor solutions. Newsome earned a bachelor’s degree in computer science from the United States Military Academy, West Point, where he remains involved as part of the West Point Mentor Program.

Fern Johnson

Sr. Director/Chief Information Officer, Global Procurement and Logistics PepsiCo, Inc. Fern Johnson provides the strategy for and leading a newly developed initiative to reinvent the way PepsiCo works globally through leveraging Web 2.0 collaboration capabilities. She is also a member of the Global Diversity & Inclusion Governance Council. In addition, Fern is a long-time member of the IT Senior Management Forum (ITSMF) and mentors teens in New York.

Namita Tirath

Vice President of Sales and Marketing Pyramid Consulting, Inc. Mrs. Tirath holds primary responsibility for setting Pyramid’s sales vision. She also plays an active role in mentoring junior sales associates. She has affiliations with numerous professional organizations, such as IT Senior Management Forum (ITSMF), Women in Technology (WIT), www.blackengineer.com

Society for Information Management (SIM), and Georgia Minority Supplier Development Council (GMSDC).

Christopher Gray Founder Scholly

After winning $1.3 million in scholarships himself, Christopher Gray founded Scholly, an app that helps students easily find scholarships for college. Scholly has nearly two million users and has helped students find more than $100 million in scholarships to pay for higher education.

Gray is a member of the IT Senior Management Forum (ITSMF).

Martin Davis

Chief Information Officer and Executive Vice President Southern Company Services, Inc Martin Davis serves as Chief Information Officer and Executive Vice President at Southern Company Services, Inc. Mr. Davis has been Director of South State Corporation since 2016. He has been Chief Information Officer and Executive Vice President of Southern Company since July 13, 2015. He has a nearly 30-year career in key enterprise information technology and security roles with Wells Fargo and Wachovia. He has 18 years of banking experience.

Michael Sullivan

Vice President of Technology, Gas Technology Solutions Southern Company Michael Sullivan is Vice President of Technology, Gas Technology Solutions at Southern Company. In his role, Sullivan leads all aspects of the strategic delivery of technologies that support Southern’s gas utilities and related businesses.

Michael is a member of the IT Senior Management Forum. He earned his bachelor’s degree in computer science from Bradley University.

Valerie Patton

community in the St. Louis region through training and consulting. Prior, Patton served as vice president for Bank of America – St. Louis and was responsible for the management of projects as they related to sales and marketing initiatives in the call/contact centers.

Vanessa A. Harris

Owner Vanessa A. Harris PE Consulting Vanessa Harris has spent over 30 years in the engineering field and has created her own consulting firm for environmental programs. She has also spent time in the community by serving as a member of Hyde Park (Chicago, IL) and Chicagoland Chambers of Commerce as well as campaigning for the state representative in her district in 2017–2018.

David Segura

Founder and Chief Executive Officer VisionIT VisionIT was founded over 20 years ago

by David Segura, and under his leadership, the company went from a startup to a mid-size corporation operating across the U.S. as well as Mexico and the Philippines.

Segura is a long-time champion of diversity in technology as a co-founder of the Hispanic IT Executive Council and as a senior member of IT Senior Management Forum, which is focused on increasing African-American IT executive leadership in Corporate America.

Juanita Logan

Director, Corporate Development World Wide Technology As the director of corporate development at World Wide Technology since 1998, Juanita Logan has helped grow WWT into a technology solution provider with $10.4 billion in annual revenue and more than 4,600 employees. WWT serves the technology needs of large public and private organizations around the globe, including many of the world’s best-known brands. S

Senior Vice President – Inclusion and Talent Attraction Executive Director St. Louis Business Diversity Initiative Valerie Patton is responsible for the direction and management of workforce diversity and inclusion for the business INTERNSHIP ISSUE 2018 I USBE&IT 33

Kendall Norris, CEO, Global Leadership Forum

The STEAM Imperative: A Strategic, Inclusive Ecosystem By 2020 more than 4 billion people across the world will have access to the Internet. Collectively, that population is expected to generate roughly 50 trillion gigabytes of data.

This edition of Leading Voices not only features the importance of strategic ecosystems but it also looks at the engineering grand challenges, strategies addressing the battle for STEM talent, and implementing a thriving eco-district. Written by STEM experts, US Black Engineer magazine’s Leading Voices captures issues such as global knowledge turnover, catalysts of change, collaboration, and jobs for the Class of 2020.

Leading Voices Contributing Editors .........................

Garry Harris

Managing Director Center for Sustainable Communities

Veronica Nelson Executive Director AMIE

Kendall Norris

CEO Global Leadership Forum

Dr. Michael Spencer Former Dean School of Engineering Morgan State University

34 USBE&IT | INTERNSHIP ISSUE 2018

The United States is facing significant challenges, both nationally and globally, when it comes to our future workforce in innovative fields. At one point in our history, the United States ranked number one against other developed nations in science and math. Today, our country ranks 16th and 22nd*, respectively, depending on the study you consider. If we look at the Global Innovation Index, which ranks the most innovative countries in the world, the United States has been stuck in fourth place until recently. Now it stands in sixth place out of 25 countries in innovation capabilities**.

News coverage from all over the country shows there is a severe shortage of workers entering science, technology, engineering, arts, and mathematics (STEAM) industries. The numbers are simply staggering. Over two million jobs are currently left vacant because we don’t have the workforce ready to fill those positions. It is an even greater problem when we consider the people of color missing in these professional fields. Approximately 80 percent of working professionals today in science and engineering in the U.S. are white or Asian males.

Adding to this problem is a lack of inclusiveness and ingenuity in our education system. A huge number of our K-12 schools today still teach with the same methodologies used in the 1950s and 1960s. By and large our education system doesn’t foster creativity in academic processes, and huge disparities continue to exist based on zip codes. Don’t get me wrong; there are quite a few unique schools that are doing great things in this space. But overall, it’s not really happening.

We’ve all heard the age-old saying: If you want different results, don’t continue doing the same thing. The gaps we have today are only going to get greater if we continue to do the same things.

So how can we regain our position as a global thought leader? For this nation to return to its level of prominence as it relates to economic competitiveness, innovation, and educational achievement, there has to be a sustained effort to encourage our young people. We must make career choices in STEAM fields more palatable, exciting, and fun for the generations to come. We also need to encourage them to not only start down those paths but matriculate, attain those degrees, enter the workforce, and start businesses in these fields.

A critical success factor and competitive advantage is to have an educated workforce and society. I believe there is much work to be done to have this country head in the right direction. If we as a society are not continuing to innovate, , and diversify our workforce, we are actually moving backward, not simply holding our position. Meanwhile, other nations are catching up and passing us because they want to be what America has always been: a beacon of opportunity.

Finally, we must abolish the system of economic immobility that is pervasive in our country. Opportunities abound for people in particular zip codes, while others struggle to realize the same opportunities.

The cost of that segregation is lost income, lost lives, and lost potential. That is why the Global Leadership Forum’s idea of an inclusive ecosystem is, in my opinion, a national imperative. We don’t have to look years down the road to see the dire world we will be leaving the next generation. The effects of systemic inequality are obvious, and it’s not getting better. Without massive action, I believe it can get much worse.

Among technologists, there’s a strong belief and much evidence to suggest that technology can solve many of our society’s problems. I personally believe

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Leading Voices

Opportunities abound for people in particular zip codes, while others struggle to realize the same opportunities. The cost of that segregation is lost income, lost lives, and lost potential. That is why the Global Leadership Forum’s idea of an inclusive ecosystem is, in my opinion, a national imperative. We don’t have to look years down the road to see the dire world we will be leaving the next generation. The effects of systemic inequality are obvious, and it’s not getting better. Without massive action, I believe it can get much worse.

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90% of the world’s problems, from global warming and poverty to homelessness and hunger, can be solved by some facet of a technology solution. The reason those solutions aren’t put into place is because people’s behaviors have to change in order to implement them, and changing someone’s behavior is much more difficult than writing the latest, smartest app.

Here is the bottom line: Humans are creatures of habit. What we did yesterday, we’ll most likely do today. What we typically do on Fridays will probably be the thing we do next Friday and the following Friday. With approximately 1% of the population controlling ~99% of the wealth, what is the incentive for those individuals to want to change their habits? The desire by a society to want to unite and to create a better world for all has to be an intrinsic aspiration within the people of that society. I don’t know that we can build that desire in people. However, we can make education, professional development, empowerment, and economic mobility available to more people than have access today.

That is the ultimate goal of the Global Leadership Forum, and all of its partners.

We are creating that ecosystem with a coalition of individuals, organizations, and communities that believe in the constitutional statutes on which this country was established. We stand on the foundational tenet that everyone is created equal and deserves an equal shot at achieving whatever level of success they choose to attain.

Not everyone wants to be a Bill Gates, and that’s okay because not every will become Bill Gates. However, no one wants to live in misery, without the possibility of living a fruitful life. I firmly believe one of the reasons people fail to reach their potential and lack economic mobility often has to do with education and opportunity, or the

absence thereof. The issues are systemic and run deep; therefore the solutions also have to be systemic.

What will that require? It will take a concerted effort of like-minded individuals who are committed, courageous, humble, and open-minded; work as servant leaders; have vision and integrity; and are genuinely trustworthy. Those are the core values that guide the GLF. In this ecosystem, we stand on those precepts. We believe that if we live by these principles and are meaningful in our relationships and ecosystem building, we won’t just see incremental change, but we will see transformative change for a great number of individuals and communities.

I know our goals won’t be met without some resistance. However, I know there are those who support this mission of empowerment, raising the standards of character, morals, integrity, and education.

By doing so, I believe we can change people’s socio-economic dynamics almost overnight. There are many actions we must take to achieve this goal, but education is key.

We in the Global Leadership Forum understand that this world equally distributes talent, but it does not equally distribute opportunities. We want to use educational opportunities in STEAM industries to completely flip the script on that unfortunate fact and make those opportunities abundant to those that are talented but may never have a chance to use those talents for many different reasons. When we are able to close that opportunity gap, we will see incredible, transformative changes in our people, communities, nation, businesses, schools, and jobs that will impact the future of our nation and economy for generations to come. S

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Dr. Michael Spencer, Former Dean, School of Engineering, Morgan State University

Leading Voices

Engineering Grand Challenges In 2008 the National Academy of Engineering of the United States met to discuss the grand challenges for engineering in the 21st century. During those meetings, 14 grand challenges were identified. Grand challenges are BHAGs (Big, Hairy, Audacious Goals) and are considered to be some of the most difficult problems to solve. Solutions of these challenges will have tremendous benefits for global society because they are fundamental to the quality of life around the world. It is important for people of color to understand what these challenges are as well as their implications as each global community will experience grand challenges differently. Specific challenges may be more important for one community or less important for another.

One of the grand challenges is to provide access to clean water. Although water type and condition vary widely around the world, access to clean water is a challenge for all global citizens. Planet Earth is largely made of water, but most of that water has a high salt content and is not drinkable. Fresh water, or potable water, is in short supply, and that supply is getting lower. The limited supply of fresh water is becoming so much of a problem that books have been written about wars that will transpire based on the availability of clean water. True to these writings, I have had discussions with visiting scholars from Africa who’ve spoken about rising political tensions over access to the water originating from Lake Victoria. In places next to the ocean, like Saudi Arabia, the clean water challenge is how to devise a way to desalinate water cheaply.

In the United States, water and politics have gone hand in hand for a long time. The history of Los Angeles is tied to the city aqueduct built by William Mulholland (the Irish-born civil engineer) and immortalized in the Roman Polanski movie, Chinatown, loosely based on the Los Angeles water wars of the early 1900s.

The crisis in Flint, MI, exemplifies that challenges of water contamination that affect many communities in the country.

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How do we effectively deal with the global water crisis? Can we make desalination plants more cost effective? Can we provide filtration systems to reclaim contaminated water that is abundant around the world? Although these questions are technical in nature, they are also political and cultural, and the issues span other disciplines, such as business and public policy. At their core, however, they are engineering problems.

Planet Earth is largely made of water, but most of that water has a high salt content and is not drinkable. Fresh water, or potable water, is in short supply, and that supply is getting lower. The limited supply of fresh water is becoming so much of a problem that books have been written about wars that will transpire based on the availability of clean water.

Providing access to clean water is one of the 14 grand challenges. In March of 2013, the National Academy of Engineering met in London with the Royal Academy of Engineering and the Chinese National Academy of Engineering. The threeday meeting had presentations and discussions regarding the 14 grand challenges. A similar meeting was held in September of 2015 in Beijing. The

third meeting was held in July of 2017 in Washington, DC, and once again the Academies of Engineering met and discussed these grand challenges. All of these meetings provided a forum for state-of-the-art presentations on the worldwide status of the 14 grand challenges.

Motivated by the National Academies of Engineering, the Grand Challenges Scholars Program (GCSP) was started.

This program has now been implemented at more than 40 engineering schools around the world. The GCSP is a combined curricular, co-curricular, and extra-curricular program with five competencies that are designed to prepare the next generation of students for addressing the grand challenges facing society in this century. The students are allowed to think innovatively and creatively about ways to address these challenges. Here at Morgan, we are looking to be a part of this effort. We believe it is important for students to be involved in these discussions early because these are the challenges that will shape the world today and in the future.

Solutions to these challenges are critical if we as a society are going to continue the lifestyle we currently have.

Some of my upcoming articles will highlight and delve deeper into a few of these grand challenges. Engineers dedicate themselves to solving problems, and I firmly believe that there is nothing more attractive to a passionate engineer than being able to make a significant contribution to a problem that is critical to the world.

To find out more about these grand challenges, the National Association of Engineering’s website provides some intriguing and informational summaries in extremely easy-to-understand language.

Visit www.engineeringchallenges.org to stay abreast of the conversations and innovations that will address and solve these global challenges.

And, well, that just makes me wanna holler. S

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Leading Voices

Garry Harris, Managing Director, Center for Sustainable Communities

Implementing a Thriving Eco District Back in the mid-90s, author Nathan McCall wrote a New York Times bestseller about a community in southeast Virginia.

McCall’s book, Makes Me Wanna Holler: A Young Black Man in America, spoke on the challenges of crime, drugs, gangs, and education in Virginia’s Hampton Roads district. The book became a sounding board for African-American communities and the population in general.

and equity—which are all derived from scientific methodology. They also contain six focus priorities: • Health and wellness • Placemaking (creating a sense of place) • Connectivity • Resource restoration • Living infrastructure • Prosperity

I was born in the neighborhood Mr. McCall wrote about. I escaped the social ills and cultural challenges of the area, attended the University of , and became an engineer. After years of engineering and gaining a more community-focused ideal with my professional work and community engagement, I went back home to Hampton Roads.

Within those priorities, there are 22 objectives strategies and measurement indicators that gauge efficiency. The process for district transformation takes these imperatives, priorities, and objectives and rolls them out in a three-phase implementation plan: initial formation, roadmap planning and creation, and implementation. All of this helps to formulate strategic directives for sustainable growth and change within the target community.

Sadly, some of the challenges still existed.

Some had worsened, and many others were exacerbated by economic conditions, joblessness, etc. In some cases, new issues had emerged. However, I went back with hopes of correcting some of the social ills described in McCall’s book. Plus, I was armed with a tool to help the community transition from striving to thriving.

With the support of several organizations and professionals, I implemented a project in that community with a mission to transform it. That project was based on the concept of an Eco District.

What are Eco Districts?

The Eco Districts Protocol is based on a model derived from social science investigations. It has been deployed in cities around the United States and Canada, including Atlanta, Austin, Boston, Denver, Pittsburgh, Portland, Rochester, Santa Monica, Seattle, Toronto, and now the Virginia neighborhood made famous

by McCall.

The goal of creating Eco Districts is to bring people together for collaborative problem-solving and to develop a common agenda to help move the neighborhood forward aesthetically and functionally.

Eco Districts are built on three imperatives—climate action, resilience,

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One of the first steps in creating an Eco District is to create a geographic boundary to define the size, makeup, and assets within the community. That also assists with determining the specific projects and programs needed to begin transforming the community. The second step is forming a district team of internal and external community constituents.

This team ensures that all aspects of planning and direct assessment have been considered before the process begins.

They also use data gathering and scientific processes to do several environmental justice analyses, including health impact assessments, air pollution evaluations, and water pollution challenges. This information is used to determine if there are any disparities within the community.

When executed well, Eco Districts transform cities in noticeable ways. They move communities from disparagement to thriving neighborhoods with bike lanes, trees, and placemaking. They provide walking trails, recreation fields, and places for people to gather. They implement excellent public transportation and affordable housing. They promote health and wellness features and programs. They make spaces for community engagement

from a holistic perspective because all aspects of the district are connected.

This is what we’re doing in southeast Virginia with Eco District: Hampton Roads.

Ours is a grassroots initiative sponsored by the Civic League of the neighborhood.

Together we created a campaign for our Eco District called “I’m in the District.” Our visual promotion includes signs, literature, and visual tools that make a strong statement regarding community buy-in of the concept. We are also canvassing the community and getting our neighbors involved. With support from residents, officials, the faith-based community, and business leaders, our work shows a holistic approach to the Eco District project.

Make no mistake; creating Eco Districts is not a one-off event nor a quick fix.

Rather, it is a collective organized to build a progressive movement. Our roadmap in Hampton Roads stretches over 10 years’ of priorities that include designing a water management system, creating a center of business districts with incubators, and transforming public schools and institutions of higher education. While we are in the formation stages of Eco District: Hampton Roads, we are moving to our roadmap stage in short order.

I am excited about our Eco District project in Virginia and the impacts it will have on Hampton Roads. We have developed a stakeholder base of 22 organizations spanning from health to business organizations that are lending volunteer support, in-kind support, and funding.

With our Eco District in place, we will be able to respond to urgent social and environmental challenges, align community developers with policymakers and investors, create trust and community ownership, provide recognition for leadership, promote better marketing for residential projects, and foster support for equity and sustainability goals. We are determined to push forward through the various challenges that exist and will one day be addressed as we transform our community from vision to action. S

INTERNSHIP ISSUE 2018 I USBE&IT 37

Veronica Nelson, Executive Director, AMIE

Leading Voices

Armed With AMIE: Addressing the Battle for STEM Talent As a professional who spent over 27 years in corporate America, I worked to develop recruitment strategies for various engineering companies.

Working in both engineering and human resources over the years, I know the industry’s secret weapon lies within historically Black colleges and universities (HBCUs). I consider them our most valuable, untapped resource. While the 15 ABET-accredited HBCUs make up only 3 percent of the engineering schools across the country, they produce over 30 percent of the African-American graduates with bachelor’s degrees in engineering!

One would think that companies would be flocking to the HBCUs to recruit new talent. Sadly, they’re not.

Why? Corporations, by and large, have a set number of universities they partner with or recruit from. While many of them know about larger institutions such as Georgia Institute of Technology (Georgia Tech), Ohio State University, Massachusetts Institute of Technology (MIT), Stanford University, or University of California, Los Angeles, they have no idea of the amazing talent and capabilities that exist at HBCUs. Our HBCU engineering schools are ABET-accredited engineering programs, which means they must be strong programs. And while they may not have as many resources as some of the larger universities because of funding, they have the capabilities and accreditation that match any large institution.

Engineering companies need to know that, and this is why I chose to take the role of Executive Director of Advancing Minorities’ Interests in Engineering (AMIE).

AMIE is a coalition of corporations, government agencies, and ABETaccredited HBCU engineering schools.

Our primary purpose is to facilitate partnerships between corporations and/ or government agencies with one or more 38 USBE&IT | INTERNSHIP ISSUE 2018

of the HBCU engineering programs. We work to implement and support programs to attract, educate, graduate, and place underrepresented minority students in engineering and computer science-related careers. To address the concern regarding diversity in engineering and other science, technology, engineering, and math (STEM) industries, AMIE pools the entities together to partner and collaborate on initiatives that will increase the pipeline of talent in colleges and various corporations and agencies.

As the executive director of AMIE, one of my primary goals is to position the organization as a conduit through which government agencies, universities, and corporations can develop effectual growth and make an impact on the STEM pipeline through meaningful, strategic partnerships. Oftentimes companies work with HBCUs for the sole purpose of recruitment and nothing more. That’s not a strategic partnership. To make a difference in and increase the pipeline, the partnership must be meaningful, strategic, , and virtually interminable. Until professionals sit down to look at what exists and determine what initiatives align with each other’s needs, the situation is not going to change.

AMIE is also working to create more exposure for HBCUs and the innovative capabilities they have. As I mentioned, many companies are not aware of HBCUs and the talent that currently exists in the various programs. Giving HBCUs more exposure will increase their access to these corporations/agencies, which will open more opportunities for various resources that are traditionally available to other educational institutions. That may come in the form of funding, scholarships, summer bridge programs, contracts, research, curriculum development, etc.

But exposure and awareness are key.

action is worthless.” It is critical that companies and corporations equally allocate their resources to HBCUs as much as they do for other institutions. This will go a long way in making a difference in this battle to find excellent STEM talent.

Doing so will allow HBCUs to do more to increase STEM awareness at their institutions. It will also allow students to get involved in more programs and simultaneously provide more opportunities for holistic academic preparation for minority students. If students are not properly prepared, it can be difficult when they try to study engineering. There are programs that are critical in helping students prepare for freshman year, and many HBCUs have retention programs that will make students successful as they complete their college careers. Support from corporations and government agencies will allow HBCUs to focus on that and increase capabilities at the universities when it comes to contracts and research.

That’s one of the great things about AMIE. It connects universities with corporations/ agencies that many times compete with one another. But when we come together under the AMIE umbrella, we have a common goal to share best practices, increase the pipeline, and recruit the best diverse talent from that pipeline.

Corporations fail to realize they contribute to widening the gap because they continue going to the same universities and recruiting from the same subset of college and university talent pools. And by making the same choices, these corporations are unfortunately enlarging that gap.

My goal is to forge more interdependent relationships and champion innovative best practices among STEM organizations and advocates. S

Awareness is not the final answer. As Dr. Phil once stated, “Awareness without

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40%

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CAREER

OUTLOOK Careers of the Future

Confused about courses, programming languages, and certifications for the digital economy? How can you prepare for the ever-evolving digital landscape? Which majors are best for entering the technical workforce? What do employment options look like for those seeking to join a technical field?

What’s a great way to get connected to potential employers? This issue of Career Outlook gives you answers to all those questions and more.

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INSIDE: >> Tech Careers in Demand >> Digital Careers >> The Future Is Here

INTERNSHIP ISSUE 2018 I USBE&IT 41

CAREER OUTLOOK » Industry Overview

What Are the Most In-Demand

Technical Careers

NOW and in the FUTURE?

by Alfred Lewis editors@ccgmag.com

If you’re an upcoming or recent college graduate, you’re undoubtedly looking toward your future career. For technical majors of any variety, a common question is “What are the most in-demand technical careers now and in the future?” With technology that changes so rapidly, companies that come and go quickly, and a myriad of competitive fields, it is beneficial to observe the current trends in technical careers and to try to look into what the future holds for these exciting areas!

42 USBE&IT | INTERNSHIP ISSUE 2018

ENGINEERS, DEVELOPERS, AND DATA SECURITY According to Forbes magazine, the most in-demand technical careers focus on two main areas: engineers/developers and data security. Neither of these fields should come as a shock to any tech undergrad; jobs in both of these areas take a skilled candidate with an attention to detail. Business Insider lists of the most in-demand jobs for 2018 included many technical positions, such as full stack developer, computer vision engineer, machine learning engineer, data scientist, and development operation engineer.

When considering which jobs are in demand across all industries, technical careers are among the highest in the nation.

For engineers and developers, companies are constantly seeking skilled candidates to design IT systems, perform back-end and front-end work, rigorously test new products, and work with a variety of platforms that have become essential to business function. With regard to data security, one only needs to look around at any number of recent data security breaches in the news to quickly realize the

massive importance that companies are putting on keeping client and customer data security locked tightly. These technical jobs require well-prepared candidates that are passionate about their fields.

WHAT DO EMPLOYMENT OPTIONS LOOKS LIKE FOR THOSE SEEKING TO JOIN A TECHNICAL FIELD? US News lists the top five jobs in technology as software developer, information security analyst, IT manager, computer systems analyst, and computer network architect. These employment options all benefit from average salaries around $100,000 and very low unemployment rates (all less than 4%).

As noted before, these types of jobs are migrating away from Silicon Valley and into many different areas, such as medical, retail, etc. Employment options for recent and future grads will be plentiful and varied. If you’re thinking of entering an undergrad program with a major in technology or other technical focus, now is the time!

You might be thinking about what potential challenges exist when www.blackengineer.com

Tech Careers in Demand » CAREER OUTLOOK

Thinking of entering an undergrad program with a major in technology or other technical focus? NOW is the time! attempting to enter these technical fields.

You are not alone. According to Harvard Business Review, two-thirds of recent grads report struggling to launch their careers. New graduates may encounter issues arising from paying off student loans to finding a solid full-time first employment opportunity.

However, they also note that students that majored in technical areas often see these challenges with much less frequency. Additionally, noted as a challenge, students and recent grads should make sure to focus on “soft skills,” especially interpersonal skills. These skills enable new employees to powerfully communicate with their peers and to www.blackengineer.com

begin successful partnerships that enable job advancement and satisfaction.

WHAT ARE THE CURRENT TRENDS IN TECHNICAL CAREERS? According to a report by Glassdoor, there are some major trends that were observed looking beyond 2018.

Of most pressing note, tech jobs are spreading, both geographically and across fields. Second, AI and automation are increasingly replacing jobs, which opens up new employment opportunities in designing and maintaining the infrastructure of the automation. Their final note of mention? Glassdoor stated, “A second hiring trend we expect to see continue in 2018 is growing tech hiring in ‘non-tech’ industries. According to BLS projections, software developer is projected to be among the fastest growing jobs in the next decade, adding an estimated 253,400 new jobs by 2026” (Glassdoor, 2017).

If these trends continue, we can reasonably predict the next five to 10 years for these industries. As qualified candidates enter their fields, they will be able to find good-paying positions that

rely on the progress and job creation of automation and data security. More and more businesses are automating jobs and, in turn, creating more technical job openings that tomorrow’s candidates will be well-prepared to fill. As technologies continue to advance, more and more businesses will adopt this approach of becoming leaner and more efficient through technology. These technical positions will become more ubiquitous with all industries, leading to sustained job growth and competitive salaries.

For future and recent college graduates looking to join a technical field such as software engineering, data security, or AI development, the future is bright.

Technical jobs are spreading across the world and across industries, leading to exciting new opportunities. With low unemployment rates and strong compensation, these job opportunities are a worthwhile goal for college students and graduates. S

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CAREER OUTLOOK » Job Horizon

Widening Scope of

Digital Careers

There are wide varieties of technical careers that are in high demand. Countless reports and articles discuss the increased need for qualified candidates in a widening scope of technical careers.

According to Forbes magazine, the most in-demand technical careers focus on two main areas: data security and engineers/ developers. These are hot careers at the moment—both areas of blossoming in the face of technical advancements in traditional and nontraditional sectors.

Additionally, Business Insider’s list of the most in-demand jobs for 2018 included many technical positions, such as full stack developer, computer vision engineer, machine learning engineer, data scientist, and development operation engineer. When considering which jobs 44 USBE&IT | INTERNSHIP ISSUE 2018

are in demand across all industries, technical careers are among the highest in the nation. These jobs are also frequently listed as the fastest growing in compensation as well. A Business Insider article on fastest growing pay for 2018 lists technical jobs as four of the top five!

spilling out into nontraditional markets, which broaden their availability even more. One of the most prevalent new careers in the technical fields is data security as companies quickly realize the massive importance of keeping client and customer data secure.

For engineers and developers, companies are constantly seeking skilled candidates to design IT systems, perform back-end and front-end work, rigorously test new products, and work with a variety of platforms that have become essential to business function. These roles are

Where are these exciting types of jobs growing and spreading? The Computing Technology Industry Association’s 2018 report on technical job health in the United States listed the following key findings:

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Digital Careers » CAREER OUTLOOK

By Alfred Lewis | editors@ccgmag.com

State

2017 Est.

Job Gains 2016-2017

California

1,749,400

43,600

Texas

963,400

13,390

Michigan

404,300

13,160

Florida

539,100

12,020

New York

639,500

10,370

Washington

363,500

10,250

North Carolina

335,500

10,100

Massachusetts

416,300

8,130

Georgia

349,700

7,290

Colorado

285,300

6,530

These exciting jobs are growing more in some states than others, as seen above. The right most column shows the total number of tech positions that were created for that year.

• In the United States, there are 11.5 million people employed in tech positions.

• There were 194,000 new jobs added in tech in the past year.

• In the United States, there are currently 1.4 million software and web developers—the largest and fasting growing category of tech jobs.

• The number of posted tech occupation jobs during 2017 reached 2.8 million, with more than 200,000 postings occurring in emerging tech areas.

• The average annual wage of U.S. tech industry workers is $112,890.

This is more than double the average national wage.

• There are 503,000 tech business establishments in the U.S. • Over 34,000 tech startups or new businesses were launched in this year alone.

How can you prepare to enter this field as a new or current college student?

According to a 2016 article in Business Insider, employers in these fields are www.blackengineer.com

looking for students that acquire a unique blend of hard and soft skills.

While employers need tech employees that understand such areas as SAP software and SQL databases, they also need candidates that are savvy with sales, business development, and social media.

Additionally, candidates that are strong in essential soft skills are valuable members of a workforce. Candidates should plan on developing and documenting their strengths in collaborating with a variety of stakeholders, exercising wise decision making, and being a good mentee or mentor.

What majors are best suited for entering the technical workforce? The most indemand majors for tech employers are information technology management, software engineering, database administration, video-game programming, web development, computer programming, network engineering, game design, system administration, and network management. Consider one of these majors if you’re planning on entering a tech field, and consider what minor degrees or additional endorsements could help bolster your resume. Are you gifted in a STEM content

Top 10 States for Tech Positions

Total Workforce

Massachusetts

10.6%

Washington

9.9%

Virginia

9.9%

District of Columbia

9.7%

Colorado

9.7%

Maryland

9.5%

California

9.1%

New Hampshire

8.8%

Michigan

8.7%

Utah

8.6%

Additionally, some states have a higher concentration of tech jobs in relation to their overall employment.

The top ten states for percentage of their total workforce being tech positions are above. area? Consider a minor in math or science to set you apart from the rest of the crowd.

A great way to get connected to a potential employer is through internships and other learn-to-work programs.

Internships offer potential employers a chance to screen and train potential employees and become strong additions to your resume for future openings.

Forbes magazine suggests some key pieces of advice for landing a coveted (and highly competitive) tech internship: apply for every tech internship you find, seek referrals from people you know who are connected to a tech employer, be persistent with recruiters and applications, and be hopeful and optimistic through the lengthy process.

If you are a current or future college student seeking to enter the tech industry, you’ll find strong wages, plentiful employment opportunities, and broad job growth. As a student, look for a solid tech major, and develop your soft skills to attract employers. Seriously consider an internship at a tech employer, and confidently build your resume. The rewards match the challenges ahead! S

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THE FUTUR CAREER OUTLOOK » Job Horizon

How to Thrive in the Digital Revolution THERE’S A LOT OF TREPIDATION AROUND AUTOMATION AND WHAT THE DIGITAL AGE REPRESENTS TO THE GLOBAL WORKFORCE. WHILE WE ALL ENJOY HAVING THE ABILITY TO VIDEO CHAT WITH FAMILY ACROSS THE COUNTRY AND WATCH FEATURE FILMS ON OUR PHONES, THOSE OF US WHO WORK IN CERTAIN FIELDS ARE WAITING FOR THE DAY WHEN TECHNOLOGY RENDERS OUR JOBS OBSOLETE.

46 USBE&IT | INTERNSHIP ISSUE 2018

www.blackengineer.com

RE IS HERE The Future is Here » CAREER OUTLOOK

“Everyone has the opportunity to race toward the digital age,” Jem says. “There are no barriers of entry outside of access to talent.

Talent is the differentiator in the race toward being number one.”

Machines don’t need to sleep, after all, which means that we could easily be replaced by an automated gadget that’s capable of working much harder (and for much longer) than we ever could.

For those of us who work in STEM, however, automation is nothing but an opportunity.

At a recent BEYA seminar, Jem Pagán, Partner and Director of Tech Strategy for JNK Securities, offered some young scientists and engineers advice on thriving in a world of increased innovation.

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EMBRACING AUTOMATION

“There’s no part of our world, personal or professional, that won’t have some sort of digital impact,” Pagán says. “It means that there’s going to be a huge need for STEM professionals to fill those gaps that exist in the market and that there’s going to be an opportunity for entrepreneurial ideas to come to the forefront.”

While the self-checkout machines at grocery stores, for example, are already commonplace, industries as diverse as air pollution control and electromagnetic level detection are also likely to be automated in the near future.

Automatic devices are not only capable of performing these jobs much more efficiently than humans but also provide their manufacturer with important data around the product’s performance. Usergenerated data is analyzed to understand how the product can be improved and whether or not its costs can be decreased.

“This is really about revenue and market growth,” he says. “If I understand how a product is performing in the market, I can influence my R&D investment so that I’m not overspending.”

He also explains that while we may fear certain aspects of technology, like the loss of privacy or the risk of security breaches, these also present potentially lucrative openings for people with STEM skills. “As you think about those concerns,” he says, “you begin to realize that they are being discussed throughout the world, but they haven’t been solved.”

BEING A HIGH-PERFORMING PROFESSIONAL

the differentiator in the race toward being number one.”

In order to stand out in an increasingly competitive field, Pagán suggests, STEM professionals must be both versatile and patient.

In a world of rapid innovation, after all, both employees and entrepreneurs must be willing to adjust as their jobs change.

“If you’re a person who wants to meet at the water cooler and talk about ‘Why can’t we do it the way we’ve always done it?’ it could be a challenge,” he says. “In the digital world, everything is moving faster, so change is inevitable. The only thing that won’t happen is things will stay the same.”

At the same time, however, it’s important that professionals avoid the temptation to move too quickly along their career path. Even in the age of increased speed and constant distractions, virtues like empathy, attentiveness, skill-building, and self-awareness are valuable characteristics in an employee. Today’s STEM professionals need to remember that social skills are equally as important as technical skills.

“I’ve seen it happen in plenty of people’s careers where they went on the fasttrack [from a] celebrated program to management,” Pagan says. “They get to a high level, and all of a sudden, they’re like, ‘I can’t feel the ground anymore. I moved too fast and didn’t acquire the skills that others picked up along the way because I was fast-tracked.’” S

by Christopher Zacher editors@ccgmag.com

Pagán points out that the natural resource that’s fueling the digital revolution is not fuel or coal—it’s people. “Everyone has the opportunity to race toward the digital age,” he says. “There are no barriers of entry outside of access to talent. Talent is

INTERNSHIP ISSUE 2018 I USBE&IT 47

DO YOUR BEST WORK Ad EVER. At IBM, we believe every individual brings unique skills, perspective and experience to the workplace. We believe that innovation comes from seeking out and embracing diversity in all its dimensions. Consciously building inclusive teams and encouraging diversity of ideas helps us make the greatest impact for our clients, our colleagues and the world. Diversity of thought.

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