Profiles in Diversity Journal

Also Featuring … Front-Runner Allen Thomas of Deloitte • Perspectives • Catalyst Report
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PROFILES IN DIVERSITY JOURNAL

January / February 2009 • VOLUME 11 NUMBER 1
www.diversityjournal.com
At WellPoint, you can be addressing tomorrow’s health care
issues, today. Significant issues, like being culturally sensitive
and meeting the health care needs of the Native American and
Alaska Native communities. WellPoint educates and enables
associates through comprehensive diversity training to create
solutions that improve health care and the quality of life for all
of the communities we serve. Working to better people’s lives
is not something you do every day. But it can be – at WellPoint.
Better health care, thanks to you.

Recruiting and
Visit us online at wellpoint.com/careers and wellpoint.com/diversity
Retention
Contact us at diversityrecruiting@wellpoint.com Learn from the Experts
EOE ®Registered Trademark, WellPoint, Inc. ©2008 WellPoint, Inc. All Rights Reserved
®Registered Trademark, DiversityInc Media LLC
Dear Mr. President
Advice for Barack Obama, Leader to Leader
ATTRACTS QUITE A CROWD INSIDE, TOO.
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notebook
editor’s notebook
editors notebook
2009. Amazing times, indeed.
W
James R. Rector
We begin 2009 with extremes. A new, positive, can-do political attitude PUBLISHER
abounds, while an uncertain, pessimistic feeling about the economy simmers just
Cheri Morabito
below the surface. And still, we see a certain resilience in those of you who are EDITOR / CREATIVE DIRECTOR
committed to advancing diversity in your organizations. And we are committed to Damian Johnson
MARKETING DIRECTOR
sharing your stories on these pages.
For example, this is our Recruiting and Retention issue; peppered throughout the Laurel L. Fumic
CONTRIBUTING EDITOR
magazine are special features, reports, and opinions from our Perspectives columnists
about a topic of newly critical importance, given the state of the job market. We Alina Dunaeva
O verseas C orrespondent
also have a special feature we’ve been referring to internally as ‘Leader to Leader’.
Jason Bice
We invited business leaders to give advice to President Obama; you can read WEB MASTER
what they have to say starting on page 18. Our Front-Runner is Deloitte’s CDO,
Allen Thomas. And we celebrate Black History Month by exploring the advice and
LETTERS TO THE EDITOR
thoughts of 25 Influential African American Leaders in Business.
Commentaries or questions should be
Read what these leaders have to say, and don’t hesitate to communicate and share addressed to: Profiles in Diversity Journal,
your stories with us in the coming year. P.O. Box 45605, Cleveland, OH 44145-0605.
Cheri Morabito All correspondence should include author’s
Editor full name, address, e-mail and phone number.
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11
Eastman Kodak Wal-Mart O
FIL
ES
IN DIVERSITY
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U
PR
RN
Ford Motor Company Waste Management, Inc.

AL
Hallmark Cards, Inc. WellPoint, Inc. eleven

years
of serv
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2 Pro f i les i n D i ve rsit y Journal January/February 2009
features
contents
table of contents
Volume 11 • Number 1
January / February 2009
HHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHH
18
HHHHHHHHHHHHHHHHHHHH
18 Special Feature
Leader to Leader
Profiles in Diversity Journal asked a simple

ident…
Dear Mr. Pres
question: ”If you had the opportunity for a
one-on-one meeting with Barack Obama,
what advice would you give him as he begins
HHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHH
his term as President?”
25
Front-Runner
25
Deloitte’s Allen Thomas
Chief Diversity Officer and National
Managing Partner, Partner Services
In the 1960s, Allen Thomas was a young black

child growing up in an all-white neighborhood
in Brooklyn, New York. Joining Deloitte in 1982,
Thomas intended to stay for a couple of years
and then move on. He’s been there ever since.
25 Influential African Americans in Business
33
On the Cover
25 Influential African Americans 33
in Business 2009
We celebrate Black History Month with a look
at these 25 leaders that have made their mark
in the business world and use their influence
to help develop strong and talented teams and
organizations. 50
50 Special Feature
Recruiting and Retention
50
&
With hundreds (thousands?) of resumes coming across
HR desks every year, in this job market it is clear that
finding and keeping high-talent, high-performance
recruiting retention
employees is critically important to the bottom line.
We asked eight executives to share their formulas for
recruiting and retaining their most important asset.

contents
departments
2 Diversity Leader Award 2

008 Recipients
6 Momentum Diversity Who, What, Where and When
10 Catalyst W
ork-Life Effectiveness:
Better for Business, Better for Employees
58 MicroTriggers L earn about the

Upcoming MicroTriggers® Workshop
Yearwood Casey Harrington Davis Philippe Verdigets Smith
perspectives
8 T
houghts Through the Office Door …
by Carlton Yearwood, Waste Management, Inc.
12 From My Perspective by David Casey, WellPoint, Inc.
14 Viewpoint by Melanie Harrington, AIMD
16 My Turn by Shirley A. Davis, PhD, SHRM
32 Human Capital by Felix Verdigets, PhD
54 Business Navigation b
y Gregory P. Smith,
Chart Your Course International
60 Last Word by Marie Y. Philippe, PhD

Prof iles in Div er s it y Jou r na l January/February 2009 5
momentum
momentum who…what…where…when
Roberts Elected Corporate VP Ferguson Named Vp Of Human Mandel Appointed Coo of

at Bausch & Lomb Resources at Neal, Gerber & Eisenberg
ROCHESTER, Heifer International CHICAGO—
N.Y.—Bausch & LITTLE ROCK, Neal, Gerber &
Lomb announced Ark.—Leesa Eisenberg LLP
today that its Ferguson, with partner and general
Board of Directors more than 20 years counsel Miranda
has elected Susan of experience in (“Randy”) K.
A. Roberts as a senior human re- Mandel has been
Roberts Mandel
corporate vice sources, marketing appointed Chief
Ferguson
president. She is the company’s chief and communica- Operating Officer of the Chicago-
compliance officer, having been tions roles, has been promoted to based law firm. In her new role,
named to this post in 2006, and VP of Human Resources at Heifer Mandel will have the primary respon-
heads the global pharmacovigilance International. sibility for internal management is-
and safety surveillance groups. Ferguson joined Heifer in sues and will continue in her separate
Roberts joined Bausch & Lomb 2003 as Director of Internal role as the firm’s general counsel.
in 1995. She holds a JD cum laude Communications.
from the Albany Law School of
Wal-Mart Foundation’s
“With programs to end poverty
Union University. and hunger and to care for the earth
$12.5 Million Letter of Credit
in 53 countries, it is essential to our to Expedite Construction of
Kelly Services Promotes Martin Luther King, Jr.
mission to recruit, develop and retain
Corona to Coo dedicated and talented people around National Memorial
TROY, Mich.— Washington, D.C.—The
the world,” said Steve Denne, Chief
Kelly Services, leadership of the Washington, D.C.
Operating Officer for Heifer. “We’re
Inc. has appointed Martin Luther King, Jr. National
pleased to have Leesa continue to lead
George Corona Memorial Project Foundation, Inc.
us in this critical area and offer her
as executive vice announced today that Wal-Mart
diverse range of experience, talent and
president and chief Stores, Inc., through the Wal-Mart
vision.”
operating officer. Foundation, has provided a $12.5
Corona Corona will 2008 Careerfocus Eagle million letter of credit which will
have responsibility for all of Kelly’s Award for Outstanding expedite the beginning of physical
regions and operating units, including Leadership Achievement construction of the memorial. The
the Americas, APAC, EMEA, Overland Park, Kansas— Wal-Mart Foundation’s latest effort is
and the Outsourcing & Consulting The National Eagle Leadership in addition to the $1 million dona-
Group. He will also have respon- Institute® (NELI) and CareerFOCUS tion it made in 2005.
sibility for Global Sales, Account Magazine™ presented the Career- The generous support provided
Management, Service, and Marketing. FOCUS Eagle Award™ to 16 cor- by Wal-Mart allows the Memorial
“George Corona’s proven leader- porate leaders at the 16th Annual Foundation to obtain a construc-
ship and operations experience fully CareerFOCUS Eagle Awards Gala. tion permit from the National Park
prepare him to help Kelly move for- The CareerFOCUS Eagle Award Service (NPS) to begin construc-
ward as a united organization,” said is one of corporate America’s high- tion of the Martin Luther King, Jr.
Carl Camden, president and chief est accolades in executive leadership National Memorial.
executive officer. achievement. It recognizes Black/
African-American and Hispanic/
Latino professionals who excel
in both corporate and community
leadership.

National Grid Names New Vp WellPoint Names New AXA Equitable Promotes
of Inclusion and Diversity Consumer Business Leaders Gray-Walker to Senior VP,
Waltham, INDIANAPOLIS —WellPoint Diversity and Inclusion
Mass.—Nereida has announced two new leaders in NEW YORK—
Perez has been ap- Individual Business. AXA Equitable
pointed National Keith J. Evans has been named VP Life Insurance
Grid’s first vice and general manager/West Market Company has
president of with P&L responsi- promoted Tracey
Inclusion and bility for Individual Gray-Walker to
Perez
Diversity. Business in senior vice presi-
Prior to her current role, Perez California, Nevada Gray-Walker
dent, Diversity
served as KPMG LLP’s chief and Colorado. and Inclusion.
diversity officer. She has more than Evans brings a Gray-Walker, who was appointed
15 years experience in leading and Evans strong strategic chief diversity officer in March 2008,
implementing human resources and background to his is responsible for driving efforts to
diversity initiatives at the national new role, having led a number of en- foster a diverse and inclusive envi-
and international levels. terprise initiatives focused on achiev- ronment within all of the company’s
ing profitable growth throughout his business units. She also advises and
WellPoint Appoints Bal career at WellPoint. supports executive management on
to SVP & President, IB Anand Shukla has been named vice diversity and inclusion goals, develops
INDIANAPOLIS—WellPoint president, Individual Administration, relationships with diverse professional
has announced the appointment and will focus organizations for talent acquisition,
of Rajeev (Raj) G. Bal as senior on analytics, and measures progress on the com-
vice president and president, Individual Business pany’s inclusion initiatives.
Individual Business. reporting, process
In his new position, Raj will be re- improvement and Fisher Now Vp of Diversity
sponsible for the Individual Business developing short Initiatives & Analysis,
across WellPoint’s 14 Blue Cross/Blue
Shukla and long term Wal-Mart Stores, Inc.
Shield brands. growth strategies. BENTONVILLE, Ark.—Fenimore
Fisher has been promoted to vice
WellPoint Names Santiago VP Wellpoint’s Adatiya Named president, Diversity Initiatives
of Procurement & CPO Vp of Business Support and Analysis. In this role, Fisher will
INDIANAPOLIS INDIANAPOLIS—Farzana Adatiya assume responsibility for the diversity
—WellPoint has will be joining Senior Business as the goals program and contractor
named Anthony vice president of Business Support. compliance.
(Tony) Santiago Farzana has been with WellPoint since In addition, Fisher will continue
vice president of 2002 and brings a strong business to be responsible for the Employment
Procurement process redesign and strategic plan- Practices Advisory Panel and employ-
and chief procure- ning background to her new role.
Santiago ment analysis.
ment officer. For the last year and a half, she has PDJ
Santiago brings extensive ex- served as the regional vice president,
perience from the pharmaceutical Business Development and chief of
industry, leading global teams in pro- staff to the president of Blue Cross
curement and finance. He had been of California.
highly successful in leading major
companywide change initiatives, dur-
ing his previous 30-year career at
Bristol-Myers Squibb.
thoughts through the office door…
“Diversity”and “Inclusion”
Should Not Be Used Interchangeably
By Carlton Yearwood
Chief Ethics and Diversity Officer
T
Waste Management, Inc.
The 757 aircraft lev- the most part, numbers on the page provide documentation
eled out at 37,000 feet, that things are indeed going well, or at minimum getting
comfortably easing into better. We have a black President for crying out loud; doesn’t
that soft, soothing rhythm that speak to progress?
large planes have when But the state of affairs around inclusion is, I believe, more
moving quickly in clear open to question, at least in my mind. Perhaps that’s because
weather. Flying eastward in early evening, we were hurrying numerics, as we know, are just one part of evaluating our
the day’s sunset, and a few golden rays still faintly streaked progress here. There’s more ambiguity about how successful
the window. With no one in the adjoining seat, I had a we are at the end of the day.
peaceful, private space that encouraged closed-eye thinking. I know I find myself second-guessing how well I’m
The prior hours included time with other CDOs jaw- reaching out to engage people in our company’s culture,
boning a lot of issues, but by day’s end the meeting decisions, and spirit. It’s one thing to have a menu of initia-
“
had regressed to a verbal
tennis match of sorts. We
were a bit tired, and our
reasoning reflected our fa-
We can become so entangled with
the words we use, and too casual
”
tigue. One camp lobbed evi-
dence of how diversity and
inclusion were “failing” in with how we use them.
corporate America. Others
volleyed with more examples
how diversity and inclusion were “succeeding” as never tives inviting everyone to participate. It’s another matter
before. Strangely, the same examples sometimes supported how engaged individuals actually become. Building an at-
divergent conclusions. mosphere of confidence, excitement, and energy is the real
I pondered why the session had taken a turn to emotion- evaluative measure. And many times it’s the small things
al extremes. I was surprised how we carelessly drifted to talk- that are important here, not an organization-wide program.
ing about diversity and inclusion almost interchangeably, all With my plane now ambling speedily in a comfort-
to the detriment of the dialogue we should have been having night sky, I pushed my seatback down, eyes still closed
ing. We know better. Yet we can become so entangled with but thinking more positively. I was no longer considering
the words we use, and too casual with how we use them. degrees of success or failure in our diversity world. Instead,
In my reckoning, the baseline on diversity in business is I started to measure ways to extend a friendly outreach to
substantially better today. Yes, there’s room to improve. But, some people for whom I hadn’t taken the time to do so.
by and large, our companies now vie for wide representation “Want to join me for coffee?” took on a whole, new in-
of ethnicity, gender, age, and ability throughout the work- clusive meaning. PDJ
force. Officer ranks are beginning to more accurately reflect
that profile. On many occasions, the makeup and repre-
sentation of just a 20-person corporate board is deliberated
even more than an entire workgroup profile.
Marketing programs reach out to target minority audi- Waste Management, Inc. is the leading provider of comprehensive
ences. Lists and rankings attest to a healthy competition waste and environmental services in North America.
for recognition. Robust and effective diversity training is The company is strongly committed to a foundation of financial
pretty much the norm in major corporations. And, for strength, operating excellence, and professionalism.

At Vanguard, diversity
is about more than color.
At Vanguard, we know diversity is more than just labels or

gender or the color of someone’s skin.
We believe in an unwavering commitment to inclusiveness that resonates through every level of our team.
Diversity at Vanguard means:
• Respecting the variety and differences among people across all communities and creeds.
• Putting programs in place to foster connection in the workplace—including monthly awareness
activities, diversity councils, and training activities for everyone from senior management to new hires.
• Partnering with national professional organizations representing minorities and women.
• Actively recruiting and promoting a diverse workforce.
Most importantly, we value our employees for being themselves and for what they contribute.
Because in an environment that champions the unique value of each individual, diversity represents
unlimited potential.
To learn more
Connect with Vanguard > www.vanguard.com/careers ®
Vanguard is an Equal Opportunity Employer.
Vanguard, Connect with Vanguard, and the ship logo are trademarks of The Vanguard Group, Inc. © 2009 The Vanguard Group, Inc. All rights reserved.
www.catalyst.org
Work-Life Effectiveness:
Better for Business, Better for Employees
I
By Catalyst
IN THE LAST TWO DECADES, dramatic changes have effective talent management to employees. At the same time,
redefined the workplace. In addition to globalization and new businesses are constantly seeking new ways to achieve and
technologies, organizations now grapple to maintain long-term maintain quality, productivity, and innovation. WLE addresses
sustainability and success in economically turbulent times. both demands.
Employees struggle to innovate and maintain quality and
productivity in the face of increasing demands while also What Is WLE?
sustaining meaningful lives at home. At the same time, employ- Many organizations already support workplace flexibility as
ees have become more diverse in work styles, values, perspec- a means to recruit and retain talent, to enhance employee com-
tives, and experiences. mitment and satisfaction, and to increase employee productivity.
But as currently practiced in most organizations, flexibility has
Catalyst has advised many global corporations and firms on not been leveraged to its full potential. Flexibility is still seen as
how to shape cultures that work for both employees and the an individual accommodation, executives are perceived to work
organization. Our counsel is based on a sophisticated approach continuously, and workplace “heroes” continue to be those with
we call Work-Life Effectiveness (WLE). WLE advances the few limitations on their time or accessibility. In this context, em-
historic practice of flexibility from a request for “me” to an or- ployees are expected to spend the majority of their time working
ganizational tool for “us.” It simultaneously benefits employees together in an office during so-called “traditional” work hours
and businesses by identifying pragmatic solutions that engender while, increasingly, working additional hours as well.
sustainable high performance and agility.
Today’s workforce needs and expects more. Talented em-
This new approach is explored in two guides exclusively ployees expect their work to add value to the business and they
sponsored by Exxon Mobil Corporation as part of Catalyst’s will not work to the exclusion of the other priorities in their
Making Change series. Making Change—Beyond Flexibility: lives; they want to work smart and be recognized for their con-
Work-Life Effectiveness as an Organizational Tool for High tributions. At the same time, today’s consumers expect more.
Performance explains the framework and concepts of WLE Consumers expect products to be ready now, customized to their
and shows organizations how to incorporate WLE into busi- needs, and created using environmentally friendly practices.
ness strategies. Making Change—Beyond Flexibility: Creating Meeting these employee and consumer expectations requires a
Champions for Work-Life Effectiveness highlights the critical role paradigm shift in management and opens an exciting window
leaders play in creating WLE culture and describes how they, of opportunity.
along with managers, employees, and human resources practi-
Catalyst’s work-life effectiveness (WLE) approach responds
tioners, can become WLE champions.
to that window of opportunity. WLE is built on a mutually
Recent Catalyst research has found that both women and beneficial partnership between businesses and employees that
men around the world value a fit between life and work and aims to identify solutions to common challenges such as lack
a workplace that fosters support for doing an excellent job. of business agility, team inefficiencies, and employee burnout.
These employee values were ranked above compensation and Understanding that WLE is a management tool—rather than a
advancement opportunities, indicating the importance of burden—is fundamental.

Table 1 details the differences between flexibility as it is typically practiced and Catalyst’s WLE approach.
Table 1: Differences Between Flexibility and Work-Life Effectiveness
Flexibility as Typically Practiced Work-Life Effectiveness
ocuses on the short-term—how to respond to

F Focuses on the long term—how to support agility
current work demands. and sustainable performance.
Focuses on individual work solutions. Focuses on team solutions and coordination.
Is an accommodation for the few. Is a tool for all employees.
ncourages managers and employees to develop

E
Alternatively disempowers or entitles employees.
solutions together.
Values time spent. Values results and effectiveness.
egards employee needs, interests, and concerns

R Uses employee needs, interests, and concerns about
about burnout as obstacles to accomplishing work. burnout as a catalyst for creatively redesigning work.
ocuses on managing for strong performance and

F
Focuses on managing employee schedules.
employee sustainability.
WLE creates an agile work environment that can respond to work smarter, to address their non-work priorities, and to be resilient
changes in business needs quickly, creatively, and efficiently. At the and effective. At its essence, WLE enables strong performance—for
same time, WLE provides employees with the control they need to individuals and organizations—over the long term. PDJ
Founded in 1962, Catalyst is the leading nonprofit membership

organization working globally with businesses and the professions
to build inclusive workplaces and expand opportunities for women
and business. Visit Research & Knowledge at www.catalyst.org to
download free copies of this and other Catalyst reports. While there,
visit the Catalyst E-News sign-up page found under Newsroom to
begin receiving our monthly email updates.

from my perspective…
So, What’s It Really Like to Work Here?

No, Really?
By David Casey
E
Chief Diversity Officer and Vice President, Workplace Culture
WellPoint, Inc.
Every day seems to • Who are the power brokers that can get things done
bring more headlines with little more than a phone call or e-mail?
of America’s corporate • Who should I network with and whom should I stay
stalwarts handing out away from?
pink slips. So why are we These kinds of Q&As are probably not going to show
talking about recruitment up on your recruiting web site, but these are what interest
and retention now? Because there are still jobs to be filled people. One of the worst things you can do is pretend these
and key talent to be retained. In an economic environment issues don’t exist, because they define your company’s culture.
where more than 2 million jobs have been lost over the past Your organization has a discernable culture that has
year, every opportunity to recruit or retain essential talent be- either been methodically planned or has taken shape on
comes ever more critical. its own. As you think about your ability to recruit and re-
Has a new or potential employee ever asked you what it’s tain diverse talent, decide if your company’s culture simply
really like to work at your organization? How do you answer “talks the talk” or if it actually “walks the walk.” The term
that question? Do you quote verbatim the bullet points from “diverse” transcends the commonplace components of race
the latest recruiting brochure? Do you think that’s all they and gender; it speaks to characteristics like background,
really want to know? Is that all you really wanted to know education, age, and approach to problem solving, among
when you started? other things.
The average candidate is more than capable of reading When you or your company look at potential/current
the virtuous merits crafted by creative copywriters, but more talent, is individual success based on real qualifications? Or
often than not what is really being sought after are the is advancement based on the candidate’s ability to conform
unwritten rules for success in your organization. The policies, to the traditions and conveniences that have commandeered
practices, and procedures that fuel the stories told in the your company’s culture? It takes some honest and coura-
hallways and at the water coolers. In other words, the geous conversations (and self-evaluations) to get to the level
company’s culture. of transparency needed to understand how your company’s
These are things that get discussed at all levels in a com- culture impacts your ability to get and keep talent.
pany. While this article is not meant to serve as a formal Let’s face it—being over-staffed in today’s challenging
culture audit, the following are questions that can serve as a economic environment is probably not an issue. The need to
catalyst for starting a dialogue with company leadership. maximize your human resources has never been more acute.
• Who gets the plum projects and promotions and why There is no better time than right now to assess your culture
did they get them? at all company levels. There are many tools and partners
• What are the sacred cows that are off-limits? to assist should you not have the internal resources. It can
• Do people stay because there are no other jobs in the be daunting, so start small. It may be as simple as stopping
market or do they really want to be here? (If it’s the every now and then and listening at the water cooler. PDJ
former, think about the drain on productivity!)
• What has happened to people who have gotten on the
boss’ bad side? David Casey is a native of Indianapolis, Indiana having
graduated with honors from Indiana Wesleyan University with a
• Is it really okay to speak up if you disagree with the
BS in Business Administration. He brings over 20 years of
boss or the team?
experience in talent management and strategic diversity
management to his role at WellPoint.
12 Pro f i les i n Di ve rsit y Journal January/February 2009

CHEVRON, the CHEVRON HALLMARK and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. © 2008 Chevron Corporation. All rights reserved.
Our people are as diverse as their ideas.
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visit chevron.c
To learn more,

viewpoint
What is Your Diversity Management

Recession Strategy?
By Melanie Harrington
W
President
American Institute for Managing Diversity, Inc.
We are headed As tempting as it may be to focus solely on the short-

for a year of difficult term emergency recession issues, organizations must also
times and uncomfort- plan for life after the recession. Even the most negative
able uncertainty. In the prognosticators predict that the recession will end during
midst of so many un- the second or third quarter of 2009. The recovery may take
knowns, where should years and the marketplace may look very different once the dust
organizations spend limited resources? Presumably your settles. A BusinessWeek commentator and Emory University
organization is one of the many that has developed, or is Goizueta Business School professor, Kevin P. Coyne,
developing, a strategy to weather this recession. projected that those leaders who set aside time to focus on
As diversity practitioners, we must ask ourselves whether their organization’s long-term competitive strategy could
we have an approach, tool, or capability that will support have a 5- to 10-year advantage over those organizations who
the achievement of the organization’s recession strategy. Do fail to plan beyond the recession.
we have the depth of knowledge about the diversity field and As a diversity practitioner, you have a unique
the requisite skills needed to assess the gaps in the strategy and opportunity to help the organization leverage the diverse tal-
bring our unique diversity management lens to the organiza- ent necessary to execute the survival strategy and plan for
tion’s challenges? the future post-recession recovery. A place where you may
consider beginning is with your organization’s
“ morph and adjust

strategic mixtures. Dr. R. Roosevelt Thomas, Jr.
An organization’s diversity would consider strategic mixtures to be those
elements of a pluralistic mixture that:
management strategy will need to •Are hindering the achievement of the or-
ganization’s mission, vision or strategy or,
”
•If effectively utilized, could substantially
with the vicissitudes of the market. facilitate the organization’s success.
In assessing the elements in the mixture,
you are unpacking the organization’s diverse
If the diversity and inclusion work at your organization collection of assets and deficits. As the organization’s diver-
has revolved solely around recruitment or seeding sity expert, you can uncover the depth and range of dif-
the pipeline with a diversity of candidates, and if the ferences and similarities in your organization and develop
organization has instituted an organization-wide hiring and strategies that enable management to rally the diverse range
promotion freeze, then the focus of the diversity office may of resources around the organization’s recession strategy and
need to shift. Today’s dynamic marketplace is complex and long-term post-recession goals. PDJ
unpredictable. An organization’s diversity management strat-
egy will need to morph and adjust with the vicissitudes of
Melanie Harrington is president of the American Institute for
the market. To meet these new challenges, everyone, from Managing Diversity, Inc. AIMD celebrates it’s 25th Anniversary in
CEOs to rank-and-file employees, will need a diversity man- 2009. The organization is a 501(c)(3) public interest non-profit
agement capability. The organization with a diversity man- dedicated to advancing diversity thought leadership through research,
education, and public outreach. AIMD works to strengthen our com-
agement skill set will be able to access talent that will help munities and institutions through effective diversity management. For
the organization avoid being this economy’s next victim. more information, please visit www.aimd.org.

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Verizon is an equal opportunity employer, m/f/d/v.
my turn
What Keeps Diversity

Professionals Up at Night? (part 5)
By Shirley A. Davis, PhD
I
Director of Diversity and Inclusion Initiatives
Society for Human Resource Management
In this installment of world. Over the past few years, the debate in the United
the series, “What Keeps States has intensified over whether the return on this national in-
Diversity Professionals vestment is worthwhile or if it is, instead, a growing economic
up at Night,” I focus on a liability. This question is particularly relevant to U.S. employers
topic that was addressed by because the U.S. health care system is employer based. In
both presidential candidates—the rising cost of health care. addition, unlike most other industrialized nations, where the
And now our 44th president, Barack Obama, has promised percentages of citizens without health insurance are very low,
some form of universal health care within his first term. Why health care analysts believe that the high uninsured rates
did this issue take such a front seat in the list of priorities that (approximately 45 million people as mentioned above) add
all presidential candidates promised to address if elected? And indirect health care costs to the system overall. Health care
why is this keeping diversity professionals up at night? costs appear to be a growing economic burden to both em-
Let’s begin by addressing the first question, why is this ployers and individuals and their families.
issue a priority under the new administration? According to a SHRM survey of HR professionals on
There are currently 45 million uninsured Americans in the what their organizations are doing to decrease employers’
United States, 8 million of them children. While medical costs health care costs, the most common strategies are to use pre-
are skyrocketing, an increasing number of employers are dropping ventive care (also known as Wellness) programs in an attempt
coverage, leaving even more Americans without health care. to make their workforces healthier—and therefore less in need
According to the 2008 Towers Perrin Health Care Cost Survey, of expensive health care interventions—or to increase the pro-
health care costs for U.S. employers increased by 6% in 2008, portion of health care costs paid by employees by increasing
and gross health care expenditure rose by an average of $526 per co-insurance, co-pays, or deductibles. Many are also moving
employee to an average total cost of $9,144. Unfortunately, to consumer-driven health plans.
projections of changes in health care costs continue to predict We are trapped in a vicious cycle in which the medical
significant cost increases over the coming decade. care costs incurred by uninsured Americans are passed on to
According to the National Health Expenditure Projections insured Americans in the form of higher premiums, which
2007-2017 Report from the U.S. Department of Health drives up the cost of insurance, making it even less affordable.
and Human Services, health care spending as a percentage And more than half of personal bankruptcies are caused by
of gross domestic product (GDP) is projected to reach just medical costs.
over $4.3 trillion and comprise 19.5% of the GDP by 2017. The repercussions of our inadequate health care system
Unsurprisingly, employers are increasingly concerned that are taking a toll on the economy, and our foreign competitors
health care costs are making U.S. businesses less competitive. with universal health care are gaining an advantage. Rising
Drivers of these continuously increasing costs include an health care expenses push employment costs up and benefits
aging population, high end-of-life expenditures and enormous down, which results in lost profits and wages, and hits small
costs in caring for the chronically ill (all areas that fall under businesses especially hard. A better health care system, with
the broad category of diversity). its inherent cost benefits, will allow employers to hire more
As in 2006-2007, the high cost of health care and its asso- workers and in turn lower unemployment rates.
ciated impact was identified in the SHRM Workplace Forecast President Obama believes that every American has the
report for 2008-2009 as one of the top 10 trends expected right to affordable health care, and he plans to provide access
to have significant impact in the workplace. According to to high-quality coverage for all Americans by the end of his
data from the Organization for Economic Cooperation and first term. The term “universal health care” has been thrown
Development (OECD), the United States spends more on around a lot lately, but many people have an outdated perception
total health expenditures per capita than any country in the of what it actually means.

“ Rising health care expenses push employment costs up
and benefits down, which results in lost profits and wages,
and hits small businesses especially hard.
”
Under Obama’s plan, Americans who are already insured are in health care professions. According to DiversityInc, it is estimated
free to stay with their current carrier but nonetheless will see a that 90 percent of doctors, nurses, pharmacists, and medical
drop in their premiums by as much as $2,500. Those Americans technicians are white, a reality that contributes to lost lives. A study
who are currently uninsured can choose to either enroll in the by former U.S. Surgeon General David Satcher found that closing
new public plan or enroll in a private plan option through the the gap would have resulted in more than 83,500 fewer deaths.
national health exchange. This plan existed prior to the economic To address some of the aforementioned issues, the Office of
downturn that hit record lows in September 2008, so we will Minority Health (OMH) has set forth 14 standards on Culturally
have to wait and see how his priorities and his plan are impacted. and Linguistically Appropriate Services (CLAS). These standards
And now to answer my second question: Why are rising are designed to be integrated throughout an organization and
health care costs important to HR/Diversity practitioners? For undertaken in partnership with the communities being served.
a number of reasons, starting with the reality that, in our roles, Employees will demand a wider range of culturally-based
we are responsible for creating strategy, influencing policy, and preferences in service providers, and in type and delivery of care.
implementing programs that meet the needs of a more diverse Furthermore, different cultures/ethnicities have different per-
workforce, especially the aging workforce and people with spectives on health/welfare plans. As diversity practitioners, we
disabilities—two of the largest consumers of health care but also should ensure that these factors are considered in our strategies,
the largest segments of the workforce. Compounding the changing processes, and practices and that those health care offerings are
demographics are issues of health care disparities and cultural equally valued regardless of one’s cultural background. It’s also
differences in how care is viewed and accessed. For example, important to consider what types of health care benefits will at-
disproportionate numbers of African Americans and Latinos have tract each generation, what changes need to be made to the exist-
conditions such as diabetes, obesity, and high blood pressure. ing qualified benefit plans, and what role your company will play
They are twice as likely to use emergency room services and are in reshaping national health care.
less likely to report having a primary-care physician. In next issue I’ll address the tenth and final challenge in this
Another key issue is the low representation of people of color series: Legal Risks and Reputation. PDJ
Shirley A. Davis, PhD, is Director of Diversity and Inclusion

Initiatives for the Society for Human Resource Management in
Alexandria, Virginia. She can be reached at sadavis@shrm.org.

HHHHHHHHHHHHHHHHHH
The election of Barack Obama as President of the United States is significant in many ways. Historically
significant, of course, but there is also a great emotional importance to those Americans who have felt
disconnected or ignored by our representative government.
This president offers a sense of accessibility to government that many citizens have never thought possible.
The blending of Kenya and Kansas, of red states and blue, of crisis and diplomacy. He represents the
makeup of America itself—a stew pot of cultures and belief systems, with no single ideology claiming
primary importance.
Profiles in Diversity Journal has invited leaders in the business world to offer their thoughts to the
leader of the free world by posing the question,
”If you had the opportunity for a one-on-one meeting

with Barack Obama, what advice would you give him
as he begins his term as President?”
Carlton Yea
rwood
Chief Ethics
and Diversity
Waste Manag Officer
ement
Mr. President
,
As an African
American an
with inspirat d corporate le
ion and unco ader, I have
American pu mmon intere watched your
blic would re st in your ch historic cam
positive: Co ceive and reac allenging m paign
ngratulation t to them. In essages, as w
s on becomin an overwhelm ell as how th
g the 44th P ing way, the e
Your historic resident of th reaction was
march to the is great coun
White House try.
walks of life
. By men an followed a pa
helped shape d women who th worn by m
the minds of se sacrifices en and wom
person over generations and commitm en of all
the color of into believer ent to equali
savagely reje their skin. Ir s of the impo ty and access
cted the prem onically, a pa rtance of the
beliefs of ra ise that all m th was also w character of
tional, thinki en are create orn by those the
acknowledge ng people who d equal. The who openly
looked to th ir rejection ch and
both, becaus e merits and allenged the
your selectio e each called not to the fe
n as the lead forth great ra ar. One mus
the qualificat er of the free llying voices t
ions and read world a true and debates,
iness of man testament of which made
is tested. w ha t can occur whe
You will on n only
January 20th
right, good, in herit a coun
and just for try and world
its citizens. torn between
conflict and
My requests what is
of you are no
what you be more than w
lieve is right hat you have
with dreamer and just. Be already offe
s and doers, true to yourse red. Remain
inclusion is with believer lf and speak transparent
what got you s and pragm the truth. Su in
the people yo el ec te at is ts . R ecognize that rround your
u serve, and d. D on ’t be afraid to em self
inclusion as brace diversit diversity and
the success of their full an y as the true
our nation. T d expected co makeup of
the power of alk about th ntribution to
diversity and e importance your success
and internat inclusion wil of understand and
ional challe l set us on th ing and tole
nges. e right path rance and ho
to solving bo w
Congratulati th our domes
ons, Mr. Pre tic
sident.
HHHHHHHHHHHHHHHHHH
HHHHHHHHHHHHHHHHHH
. Braly
Angela F O
e n t and CE
Presid
t, In c .
WellPoin
uary.
Mr. Presi
den t, ice in Jan
u a s y o u take off e rs al
facing yo n the path
to univ
a n y c h allenges e ri c a o a n d o this if we
There are
m
e n e e d to put Am e n e ra ti o ns. We c rage, and
o n g th em is th is a n d future g to h e alth cove
A m span th , acce ss
that will st, quality
coverage o rn e rs tones: co
four c re.
focus on health ca ns
a y for our . America
ho w w e p
c o st a nd quality n tl y
ddress . Curre
to do is a re dollars
t th in g we need
o m o u r health ca ty , n ot quality
,
The firs e tt in g value fr a se d on quanti a li ty o f care
no t g b q u
today are h c a re p roviders in c re a sing the rm ance
lt , but no t r perf o
urse hea alth care ing pay fo
we reimb st o f h e d e v e lo p li ty h e alth
p the co leader in her-qua
driving u t has b e e n a
r furn is h in g h ig
efited
. WellPoin viders fo have ben
received se e k to pay pro e se p rograms a ls and
a t T h it
program
s th
m p ly m ore care. e re w a rd ing hosp
are
er than si are, whil tion in c
care rath h ig h e r quality c d u c in g the varia
through ty and re
patients ing quali
c ia n s fo r improv g m ore peop
le.
physi
si m p ly on servin cing cost
s by
rather th
an
u a li ty w hile redu ro v iders
prove q h care p
n it ie s e xist to im e s b e tw een healt a n d H uman
pportu c h
Further o c u lt u ra l differen a rt m e n t of Healt re
g the ma
ny .S. Dep t cultu
addressin om the U rated tha
e rs . R e search fr in e h a s demonst a n d disease
.
m of Medic ss
and consu In st it u te ti e n ts v iew illne v e se t o f
Services
and the
t th e w a y that pa g a c o m prehensi a n d
uage can
affec providin g racial
and lang ia n s, W e llPoint is in g a n d addressin rt s w e
with phy
sic
for unde
rstand ese effo
Working ti c to o ls it ie s. T h rough th u a li ty of
is commun q
lt u ra l a nd lingu s in o u r a n d im p rove the
cu paritie parities
health dis ealth dis 010.
cultural reduce h tion by 2
to si g n if ic a n tl y
ts o f th e opula
p
hope en
ng segm ou will b
e
ived amo ceived, y
care rece c a re re for
uality of stainable
im p ro v ing the q sy st e m that is su
By focusi
ng on create a
osts and
to d ri v e down c
able s.
neration
future ge
HHHHHHHHHHHHHHHHHH Prof iles in Div er s it y Jou r na l January/February 2009 19

HHHHHHHHHHHHHHHHHH
ropy
d d Philanth
o t Ja m e s Copelan o ra te D iversity an
Marg dent, Corp
Vice Presi
Executive
KeyCorp g such an
th a n k y ou for bein ur nation
O b a m a , I want to e w o rl d , will see o
sident e, and th
remost, Pre ericans. W
First and fo m o d e l for all Am le a dership.
ary role of your eed your
extraordin ifferentl y b e ca u se
p aign. We n
rs e lv e s d o u r ca m
and ou ghout y
did throu
y e x a m p le, as you w o rds.
to lead b heartfelt and cheri
sh
Continue n s a s w e ll as your r forebears
u l a c ti o o n o r y o u e k
thoughtf n us that
you h
the storm
. You se
e s. Yo u h ave show Y o u a re steady in n e e d your va
lues
y o u r v a lu in te g ri ty . o in ts . W e
Hold firm
to quiet iewp
e led with different v
o u r fa m il y. You hav e s a n d a re open to
y sourc .
om many r America
counsel fr d vision fo that have
u g u id e o u r sh a re
o m a n d judgment ake to bri
ng
as yo w it h the wisd s yo u must m
sona te s gh ch o ice
voice. It re to the tou
our inner direct you
Listen to y poin t. It w il l
ou to this oth
brought y orrow. le. It will b
a st ro n g e r to m
h ic h is u nshakeab
us to h, w ead.
to that fait that lie ah
is fa r b y faith. Hold if fi cu lt challenge
come th very d
You have e years of God bless
you.
a n d se rv e you in th President.
guide e a s o u r
to serv
are willing
g ra te fu l that you
We are so
Ilene H. La
ng
President
& Chief Ex
Catalyst ecutive O
fficer
President
Obama:
Your adm
inistration
women of has alread
color, to in y appointe
fluential p d leaders
good for w ositions. Y who are w
omen is n ou know fi omen, incl
More wom ot only go rst-hand th uding
en in U.S. od for the at what’s
leadership co u n try, but al
perspectiv doesn’t m so good fo
es, more cr ean fewer r men.
eativity, an men; it m
d more div eans more
Credible, er si ty o f thought
21st-centu and appro
change. Y ry leadersh ach.
et the 200 ip looks li
8 Catalyst C k e th e fu tu
500 and th ensus of W re an d sets the
e 2008 Ca omen Boa tone for
Earners of talyst Cen rd Directo
the Fortun sus of Wom rs of the Fo
U.S. busin e 500, both en Corporate rtune
ess leader released la Officers a
ship and n st month, nd Top
o growth showed fe
from 2007 w women
No change . in
in a year o
f change is
unaccepta
Business ble.
needs wo
sustainab men lead
ility of an er s—now m
y corpora ore than
develop ta tion rests ever. The
lent. More in its abil long-term
including an d more, that ity to reco
women of m ea n s recruiting gnize and
exception color, and and retain
al times d advancing ing women
emand ex th em into leader ,
as yet unta ceptional ship. You
pped, on leadership know that
boards an , and that
d in execu some lead
tives suites ers,
, are wom
en.
HHHHHHHHHHHHHHHHHH
Bob Gre
czyn
HHHHHHHHHHHHHHHHHH CEO
Blue Cro
ss and B
lue Shie
ld of No
rth Caro
lina
Mr. Pres
ident,
I offer c
ongratu
ground lations o
for all A n your h
m ericans. istoric a
reflect o Unfortu chievem
n what y nately, th ent that
the seri our takin ere’s ba breaks n
ous cha g office rely eno ew
econom llenges a s o u r 4 ugh tim
y, resto you inh 4 th p re s e to
ring our erit—sta ident m
care sys standing rting wit eans, giv
tem. in the w h re b u ilding o e n
orld, an ur
d repair
Of cours ing our
e, the op health
and I th timist w
ink we c ould vie
can take an do th w these
at with challeng
full adv health c es as op
care sys a n ta ge of th are. If w portunit
tem nee e emerg e act de ies,
as usua ds to ch ing cons cisively
l. Now is ange, be ensus th , we
the time fore we at our h
more aff to expan get bogg ealth
ordable d ed down
health a , e li minate c o v erage to in politi
s a natio health d all Ameri cs
n. isparitie cans, m
s, and im ake it
prove o
The bes ur colle
t possib ctive
have, in le health re
cluding form wo
efforts to our syste uld be to
improve m of em build on
quality ployer-s what we
and red ponsore already
u c e costs. d c o v erage, a
Those o nd rewa
f us in h rd
Congres ealth ca
s to sha re look
pe a uniq fo rward to
Let’s tak uely Am working
Jeff Noddle e advan
tage of
this opp
erican s
olution
with you
and
EO
Chairman and C ortunity to these
to get h challeng
C. ealth ca es.
SUPERVALU IN re right.
Mr. President, ur
e words from yo
op tim ism , an d bi-partisanship ar tu re . Li ke most
Hope, change, es cr iti ca l to A merica’s fu
r
o are them ing “change” to ou
campaign; they to fu l yo u will be able to br
ho pe
Americans, I am
nation’s capital. ith
ruggling, along w
be r tim es an d Americans are st T ho se of us
We are in som y level.
ar iti es , an d go vernments at ever tr y in fo rg ing
businesses, ch u to en ga ge the coun
to work w ith yo around the
in business want al le ng es . Pa rt ner with leaders
ns to our ch ns, and stay
innovative solutio at w ill in sp ire future generatio
r change th hington.
countr y, push fo de th at has crippled Was
isa n di vi
above the part
encourage
siv e an d w ill serve you well. I
s is impr es nation’s
Your inclusivenes t to al l w ho ha ve a stake in our
reaching ou other
you to continue , re lig io n, ec onomic status, or
of their ra ce ica great.
future regardless ffe re nc es th at have made Amer
is these di propel us forwar
d in
differences, as it en t for new ideas will
en vi ro nm
Fostering an
ever y sector.
ld’s arms
cc es s. O ur na tion’s and the wor
wish you su ber where
Mr. President, I th em w ith co nfidence. Remem
embrac e at on the
are open to you— go t to th e W hi te House, and th
how you
you came from, ake are people.
ev er y decision you m
other end of

HHHHHHHHHHHHHHHHHH
r
Scott McGrego
d CE O
President an
om Co rp oration
Broadc
t Obama,
Dear Presiden milies and co
mmunities
et y is ho w to keep our fa so m e have
so ci ically. While
allenges facing ted geograph nology has
One of the ch w e’ re se pa ra th at te ch
ec te d, es pe cially when m or e al ie na ted, I believe riences in
conn s made us ed global ex pe
technology ha cipate in shar America
suggested that d has allowed
us to pa rti rn er of
to ge th er an br oa db an d to every co m all
brought us ible. Bringi ng ing people fro
e ha d ne ve r thought poss an d ed uc at ion by provid an eo us
ways w mmunicatio n nt
ge gaps in co ns, with insta
ld he lp br id an d un de rs erved locatio
wou e in remote
ety, even thos
levels of soci
rmation. a
access to info ds in Nebrask
in to uc h, an d can allow ki th e
families stay an or sear ch
cess can help the Smithsoni
Broadband ac ro ug ho ut th e country, visit te nt ia l to foster a grea
ter
ith peers th , it has the po
to connect w eir ho m e. As su ch
at comprise to da y’s
ngress from th nt cultures th
Library of Co re sp ec t for, the differe odern-day eq
uivalent
in g of , an d rv ic e is th e m ted
nd se
unde rs ta
us broadban d ns that connec
al co m m unity. Ubiquito l ra ilr oa d— two innovatio nd in g our
gl ob continen ta pa
e or the trans the better. Ex
to the telephon el y, ch an ge d society for ec tiv ity an d
timat age of conn
d jobs and, ul her in a new
people, create str uc ture would us try in a simila
r fashion.
oa db an d in fra ct ou r co un
n’ s br im pa
natio potential to
n that has the
communicatio
Paul Cohen
Vice Chairm
an
Pragmatics,
Inc.
Dear Presid
ent Barack
Obama:
Congratula
tions—your
race or religi victory in N
on. ovember was
an in spiration to
all, regardle
It has been ss of
said a natio
budget with n’s priorities
your prioriti are expressed
budget, ple es will be yo in its budge
ase realloca ur single-mo t. Aligning
Today, man te resources st importan your
y resources to priorities t task. In re
carriers, hig fu n d weapons an d th reats facing vi ewing the
h-performan sy our nation.
But the Co ce aircraft, an stems such as nuclear-
ld War is ov d heavy arm powered airc
small teams er. Instead, or designed raft
of dedicated we need to to fight the
and nuclear. fanatics, an ad d re ss threats fr C o ld War.
d improvise om cyber at
d explosive tacks,
devices—con
America mu ventional
st reach out
and the nex to the world
t generation ’s youth thro
on econom of informat ugh the Inte
ic security: ion technolo rnet, using W
manufacturi healthcare, gies. Nation eb 2.0
ng base; mo h o u sing, and ed al security b
production. dern transp ucation for uilds
We need in ortation; en all; a sound
patients, pro vestments in er gy independen
viders, and health care ce; and agri
and other W insurers; ed informatics cultural
eb-enabled u cation using electronical
technologies the Internet ly linking
. in all classro
We urge yo oms;
ur budget re
resources co vi ew to take th
nsistent wit ese priorities
HHHHHHHHHHHHHHHHHH
h your pled into consid
ges to the A eration and
merican peo allocate
ple.
HHHHHHHHHHHHHHHHHH Robert L.
Global Ch
ITT Corpo
(Bob) Ellis
ief Inclusi
ration
, MS SPH
on & Diver
R
sity Officer
Dear Mr.
President,
As you an
d we begin
father for a new chap
your child ter in our
system is ren’s future American
dysfunctio ? As many history, w
nal in man of us are k hat hopes
you to agg y areas of eenly awar do you hav
ressively fo o u e, our pub e as a
leadership cu s on impro r co u ntry wher lic educati
in helping ving this e we most onal
behaviors our childre system. W need it. I
while lear n obtain a e need yo encourage
ning to val quality ed u to provid
education ue diversi ucation an e executiv
al system ty and glo d to inculc e
factor in d must be se bal differe ate inclusi
iminishin en as both n ce s. ve
g our glob a National Having an
prodigy to al compet Security co ineffective
continue “A it iv eness. We n ce rn , and a sig
merica.” need educa nificant
ted, diver
In the not se and com
too distan petent
obstacles, t future, o
and more ur ethnic
likely as in and nation
solving. O cubators an al diversiti
ur childre d catalyst es will be
presented n, and the s for innov viewed le
with the o ch il d ren of our ation and ss as
the choru pportunit g lo b al fa milies and global pro
s who app y to truly blem
laud your create a b their elder
demonstra efforts, an etter plan s are bein
te in your d the inclusi et . I w is h to add m g
through y cabinet ap ve behavio y voice to
ou we mig pointmen r w
ht, as citize ts, advisory te h ic h you con
our diversi ns, begin ams and co tinue to
ty. to again ra alitions, an
ise the bar d hope th
of civility at
while emb
racing
Tara Jaye Morrow and Editorial

Creative Writing
Vice President—
Inc.
Hallmark Cards,
a battle in the
election ni gh t: 1. Black men won
ied tears of joy on me President,
Three reasons I cr sm ar t. 3. If a bl ack man can beco
be
It is at last cool to ANYTHING.
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There is much to
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ty, affordable ed uc remain blevia
attention to quali to m or e th an a few…and that we
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that the America ve ry be st of Am erica—optimism
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as a nation. Lastl th at yo u will be the one to
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Prayin

Diversity &Inclusion
drives innovation and success
Kodak’s commitment to diversity and inclusion touches customers,
consumers, employees, suppliers, shareholders, and more. While our
vision is global, we focus upon the distinctive cultures and communities
in which we live and work.
We champion diversity as a business imperative to help drive innovation.

Working together, we create technologies and services that unleash the
power of pictures and printing. Become part of our picture—and join us
on our journey to enrich people’s lives.
www.kodak.com/go/diversity
© Eastman Kodak Company, 2008

t -
TY JOURNA
ERSI
o n
DIV
L Q&A with Deloitte’s
r
F n ne r s
IN
Allen Thomas
E S
IL
OF
Ru
PR
Chief Diversity Officer

and National Managing Partner, Partner Services
HIP
L E A DERS
ity SERIES
in D ivers In the 1960s, Allen Thomas was a young black
child growing up in an all-white neighborhood in
Brooklyn, New York. There began the pivotal years
of his understanding respect and the challenges
people face, which framed his current view of the
importance of having a diverse set of relationships,
friends, and backgrounds.
Joining Deloitte in 1982, Thomas intended to stay

for a couple of years and then move on. He’s been
there ever since. See why Deloitte is a great place
to grow…
GLOBAL / MARKET / INDUSTRY ISSUES

Please describe your company’s global presence and the scope
and scale of your company to a reader who may not be familiar with it.
Deloitte LLP (Deloitte) is one of 69 member firms of Deloitte Touche
Tohmatsu (DTT) who provide audit, tax, consulting and financial advisory
services to clients. In the United States, Deloitte employs more than 44,000
employees in 92 cities.
Deloitte is built on a 100-year heritage of professional excellence in the
world of client service. Now in our second century, we are a large organization,
and with our size and reach come great opportunity and responsibility to the
clients and markets we serve, and to the people whose passion and knowledge
drive our accomplishments.
Today, at the core of Deloitte’s culture is something we call the Deloitte Talent Experience. We
strive to surround ourselves with passionate people who bring different perspectives to the table,
reflect the values of our clients, generate great ideas and provide innovative solutions. To do so, we
not only have to provide a great place to work; we have to foster a culture of D&I and provide the
opportunities for our employees to grow and achieve their professional and personal goals.
COMPANY Name: Deloitte LLP Please give us your definition of diversity and inclusion, as it relates to the efforts
Headquarters: New York City within your organization.
At Deloitte, D&I refer to the collective strength that comes from a mixture of individuals,
Web site: www.deloitte.com cultures and experiences. That strength is built upon the differences that make each of us unique,
Primary Business or Industry: meaning the characteristics that go beyond race, gender, age, sexual orientation and ethnicity to
Professional services include attributes such as talents, aspirations and perspectives.
D&I are directly linked to our organization’s success, because they bring new opportunities,
Annual RevenueS: broader experiences and higher value to our clients and ourselves. With that in mind, our strategy
Deloitte LLP recorded $10.98 bil- is organized around three key focus areas in support of our organization’s efforts to become the
lion in U.S. revenues in the fiscal standard of excellence:
year ending May 31, 2008. Deloitte 1. Growing our talent pipeline, with a particular focus on attracting and retaining
Touche Tohmatsu global revenues people of color;
were U.S. $27 billion. 2. Embracing diverse perspectives to achieve greater team value;
3. Instilling a mind-set of inclusion, rather than just removing barriers.

Front-Runners in Diversity Leadership Allen Thomas Deloitte LLP
munication is key. Internally, our two most effective methods for raising
awareness about D&I are leadership visits to our local offices and our in-
tranet, DeloitteNet. Live, interactive meetings with senior executives help
our people directly connect with Deloitte’s diversity message. DeloitteNet
provides ready access to resources, information and regular news high-
lighting our progress and achievements. A dedicated D&I site within
DeloitteNet is populated with news and information about our people.
And, our CEO, Barry Salzberg, is very passionate about diversity, and is
personally deeply involved in our efforts.
In today’s marketplace, what particular challenges do you face in Are there unique opportunities in your particular industry for
hiring and retaining good people? implementing diversity programs?
No industry or company is immune to the challenges of hiring and There is more than an opportunity in the professional services
retaining good talent. The marketplace for talent is far different than it industry—there is an imperative. The number of individuals pursuing
was even a decade ago. The makeup of our workforce is shifting, we are business and accounting degrees remains small, while more career op-
facing a shrinking labor pool in the future, all while competition for the tions are available to diverse candidates. As an industry, we need to think
best candidates is increasing. differently about recruiting and workforce development, and we need to
Our success lies in being able to create high-performance teams that accelerate our efforts.
deliver real business results for our clients. Recruiting and retaining the Creative recruiting and talent development strategies are an important
best talent is vital to achieving that success, and D&I play a critical part part of our preparation for the future so that we not only bring in new
in focusing on and realizing that goal. talent but develop leaders of tomorrow.
Education is one of our paths to diverse talent. Twenty-five schools are
How do you keep diversity a priority throughout your company?
designated as key Deloitte diversity recruiting venues.
Specifically, how do you energize people or get their buy-in for
We also started a specialized recruiting program to connect Deloitte
diversity throughout the organization? with accounting students. Through the Future Leaders Apprentice
There is a difference between setting D&I objectives and actually Program, we offer high-potential diverse recruits scholarships plus on-
achieving a culture where they are connected, not separated, from the the-job training opportunities, followed by a leadership development
everyday business of the organization. curriculum once they join Deloitte.
Our All Inclusive approach is a critical part of our organizational strat- We are also dedicated to helping develop the brightest future talent.
egy to attract and retain the best talent; to create a culture that values all, Working with organizations such as the Jackie
and to deliver exceptional client service. To sustain Robinson Foundation and INROADS, we support
support across the organization, we must actively high talent diverse high school students through
demonstrate not only our commitment to D&I, scholarships and internships.
but its effectiveness. Also key to our recruitment and reten-
To generate great ideas, we need people with tion strategy are our relationships with asso-
different perspectives and backgrounds. Plus, by ciations that support the educational and profes-
showing our employees that Deloitte values who sional advancement of minorities in the fields
they are and what they contribute, we provide an that Deloitte represents. Among these organi-
environment where everyone can produce at their zations are the National Association of Black
full potential. Accountants, Association of Latino Professionals
It’s also about the Deloitte brand. We want in Finance and Accounting, Ascend, National
people in the business community to know Society of Hispanic MBAs, National Black MBA
Deloitte for our impact, our values Association, National Association
and what we stand for. D&I are tightly of Women MBAs, Out and Equal
woven into the way we define and Workplace Advocates, Reaching Out
present ourselves to each other and the LGBT MBA, and others.
outside world. You will find our values We also encourage our own
widely communicated and prominent- employees to lead and participate in
ly placed throughout the organization, networking, recruiting and profes-
and one of our four core values is sional development activities through
“Strength from Diversity.” these organizations. These individuals
Given our size, employee engage- bring back new perspectives, expand
ment is important to garner support their own professional knowledge and
and instill pride in what we are trying build awareness for the values that
to accomplish. To this point, com- Deloitte holds.
Thomas speaks (top) and greets colleagues (above) at the Deloitte
New Leaders Meeting in Boca Raton, Florida.

Do you have any examples of how tapping employee diversity and a WIN Annual Report that recap our milestones and success stories,
has yielded significant product or profit breakthroughs? and map out our future objectives.
Deloitte’s inclusive culture creates an atmosphere where people can Deloitte is not a public company, but rather a firm whose stakehold-
feel encouraged to express their ideas and develop their potential. It also ers are partners and principals. And, to our benefit, as leaders of our firm,
enables people to build and develop the formal and informal networks they are also the ambassadors and champions of our D&I programs.
that contribute to their ability to serve clients and uncover new opportu- I would also add the importance of talking about our programs with
nities to grow professionally. external clients. It is essential that we have the ability to create diverse
Deloitte’s Business Resource Groups (BRGs) are visible examples that teams, as clients want to work with teams whose values and perspectives
an inclusive culture creates employee commitment and pride, influences represent their own and those of their constituencies.
customer satisfaction and drives financial performance.
Through activities supporting our recruitment, retention and com- Do you have any programs in place to increase the cross-cultural
munity involvement efforts, the BRGs not only support our business goals competence of your senior management team? Can mid-level
but have also provided networking opportunities with students and other managers acquire similar training?
potential recruits. Strength from cultural diversity is a shared value at Deloitte, and
Deloitte is also known for introducing revolutionary new concepts to living that value requires us to help our people expect, understand, and
the workplace, often changing the way companies do business. A number manage cultural differences. In our leadership programs here and abroad,
of these are credited to our Women’s Initiative (WIN), now formally in we focus on building stronger, more diverse teams.
its 16th year. Recently, we pioneered “Women As Buyers” research and Last year, we piloted a program in our U.S. Financial Advisory Services
workshops exploring the different purchasing decision-making processes firm, called Managing Diverse Teams, to 200 new and senior managers.
for women and men, and their impact in the business world. Evaluations We also added the Diverse Path to Teaming course, which builds on the
have been exceptional, with nearly 95% of participants reporting a better concepts introduced in our D&I new-hire training.
understanding of buying differences. With buzz about the program high A widely available resource is our Deloitte Cultural Navigator (DCN).
—and demand growing—we will continue to offer the workshops. This online tool helps our people gain knowledge of business practices in
more than 100 countries, improve communications, and build relation-
ships with global colleagues.
CORPORATE LEADERSHIP Our Global Development Program provides our top talent the oppor-
What resources (financial and manpower) are allocated for tunity to transfer to work for DTT member firms around the world and
diversity? How do these reflect your company’s leadership helps prepare employees by offering programs to help with cross-cultural
commitment to diversity? orientation. Another avenue that helps our people with cross-boundary
Oversight for D&I programs is placed at the highest level within our
organization. Deloitte sets a clear tone at the top through communica-
tion, commitment and practice. Outreach to staff, clients and the business
community at large about the importance of a diverse workforce and
inclusive culture at Deloitte comes directly—and regularly—from our
senior leadership.
As chief diversity officer, I, along with the leader of our Women’s
Initiative, report directly to our CEO, Barry Salzberg, on Deloitte’s
continued efforts to make the organization a more diverse and inclusive
workplace. However, the responsibility does not stop there; each of our
four businesses and seven regions has a diversity leader who helps them
achieve their respective goals and objectives aligned with Deloitte’s na-
tional goals and objectives.
Through their commitment, advocacy and actions, our senior leader-
ship team’s influence is visible across the organization and deep within
the marketplace, and is proof of how vital a role that leadership plays in
making diversity and inclusion a reality.
Does your company address diversity in its annual report? Is it

important to talk about diversity with shareholders?
In addition to highlighting D&I in our annual review, we also issue
three additional reports outlining and measuring our progress. An an-
nual Talent Annuity Report outlines the progress and goals of the overall
Talent Experience as it relates to our organization, our clients and our em- Deloitte’s Diversity & Inclusion Annual Report
highlights programs, measures progress, and outlines future goals.
ployees. In addition, we produce a Diversity & Inclusion Annual Report*
*Our latest Diversity & Inclusion Annual Report is available at http://www.deloitte.com/dtt/section_node/0,1042,sid%253D2270,00.html

Allen Thomas
Company: Deloitte LLP
Title: Chief Diversity Officer and National Managing Partner, Partner Services
Years in current position: One year as Chief Diversity Officer and six years as National Managing
Partner, Partner Services
Education: BS in Agricultural Economics, Cornell University; MBA, Columbia University
First job: Shining shoes, at age 12.
Philosophy: Never give up on people.
What I’m reading: The Lost Tomb, by David Gibbons
Family: My wife, Theresa, and I have been married 21 years.
Interests: I love to travel. Recent trips include India, China, France, Finland, and areas within the U.S.
“Best” picture (film/art): The Magnificent Seven
My favorite background music: Cool jazz
Favorite charities: Kiva and DonorsChoose.org
Person (historical/fictional/actual) I’d like to get to know over lunch: Mahatma Gandhi
Words of advice to “new” diversity leaders; or anyone who wants to rise in their organization; or to people you mentor?
Ultimately, my personal involvement as CDO is really about trying to understand the perspectives of our people and changing views in society
about diversity and inclusion. All progress is truly driven by my personal relationships and my influence on our leaders and ability to get them to
understand how we must evolve to create the most inclusive environment. I have found that dedicating myself to the success of others, includ-
ing leaders, has been my major path to success. I believe this will further success more than anything else I can tell you.
Where does your personal belief in diversity whom saw something in me that they decided people we want to join us. Deloitte encour-
and inclusion come from? Was there a pivot- could be focused and sharpened with ages employees to serve organizations and
al experience that helped shape your view? enhanced skills. share their knowledge outside the firm; I see
I remember deeply when Dr. Martin Luther The key business skills among all my active involvement among many employees
King, Jr. was killed. When he died, the ten- mentors were the care and passion for the who passionately support organizations that
sion that existed on my block was palpable. careers of others and a commitment to promote diversity.
Friends at school, on that block, and in excellence. I believe success only comes by
church helped me understand that tension, ensuring that others are successful, so I hope How would you describe your concept and
and my parents could bask in their belief I have helped many in my career. style of leadership?
that diversity was important even before that In my mind there is only one true style of
word was used. What business books or journals do you read leadership: that is to be a servant leader.
regularly or recommend for aspiring leaders? Caring more about the success of others than
How did you get to your present position? The Internet is an amazing tool. I use it every caring about your own success leads to a
What was your career path? day to gather my business information; I read collegial environment in which everyone sees
I first majored in chemical engineering, but The Wall Street Journal, Washington Post greatness. Clearly you have to dedicate your-
realized that my skill set was more aligned and New York Times online. self to excellence as well as constant self
with business, and switched to agricultural Two books that I recommend are The improvement, but helping others is the key.
economics. After receiving my MBA, I joined Seven Habits of Highly Effective People, by
Deloitte in 1982 as an auditor and then CPA. Steven Covey, and Life’s Little Instruction What has been your proudest moment as
In September 2001, I became the Central Book, by H. Jackson Brown, Jr. leader in this company?
Atlantic managing partner. Eighteen months I have been honored to see a number of
later, Barry Salzberg, our current CEO, asked What are your specific responsibilities people who came to the firm straight from
me to form a new group focused on internal for advancing D&I in your organization? college end up in my business group. I have
human resource issues. I worked closely with What strategies do you employ to move seen people become partners after years of
Barry, who understood my passion about inclusion forward? mentoring and high performance. There is no
diversity, and in December 2007, he asked me I meet regularly with Deloitte leaders to prouder moment than that.
to add the role of chief diversity officer to my gather new ideas and to find out how we
can do better. I challenge us as an organiza- Are there particular areas you feel still
existing responsibilities as managing partner
tion to exceed every expectation and prior need improvement?
of partner services.
accomplishment. The talent pool, nationally and globally, is
Who were/are your mentors, and how did It is also my responsibility to create and going through significant change. Deloitte
they influence you? Are you mentoring sustain the future talent pipeline. That’s a must be ready and able to create opportuni-
anyone today? broad opportunity and intense market; we ties for people of color to be successful. We
Throughout my career, I have been fortunate have to increase our visibility among the simply must continue to do more.
to have many different mentors, each of

transitions is the iBuddy (international buddy) program, introduced and among them, 41 percent were women of color.
two years ago by our International Business Resource Group. The In the future, we are looking to increase the new talent we bring in,
program is designed help those unfamiliar with the U.S. culture find but we also want to see the numbers of women and people of color in
their ‘comfort zone.’ leadership positions rise as a result of the professional development pro-
grams designed to advance our brightest contributors.
How are decisions about diversity made in your organization?
Is there a diversity council? Who participates?
The responsibility for D&I is shared by several individual leaders EMPLOYEE INCLUSIVENESS
and groups within the organization. Barry Salzberg established the All How does your company gauge inclusion of employees?
Inclusive leadership team, where I serve alongside Barbara Adachi, na- Our Diversity External Advisory Board and Women’s Initiative
tional managing principal for WIN, and Stanley Porter, national manag- External Advisory Board hold our organization accountable in meeting
ing principal for Inclusion. our D&I objectives. They meet with our senior leadership up to four
The All Inclusive team is formally responsible for mapping and mea- times a year to ask tough, insightful questions, offer objective perspective,
suring our stated goals and progress each year, and presenting this to our and influence change by helping us adjust the focus of our efforts. Our
boards and Executive Committee. Along the way, we regularly converse board of directors, which consists of 21 partners elected by the 3000 part-
with Barry and our chief talent officer, Cathy Benko, to define our strate- ners of Deloitte, also has D&I as a regular item on their agenda.
gies and gauge how we are doing. We also rely on the collaboration of Finally, Deloitte conducts a yearly Global People Commitment
34 individuals across our regional and business areas who make up our Survey (GPCS) which measures our talent’s overall commitment to our
Diversity Leadership Council. organization over a variety of issues, including D&I.
When we decided how to build our diversity councils, we made sure
that we appointed individuals who serve internal strategic roles as well Some say diversity is a “numbers game.” How does your company
as client facing positions, and that they came from different regions and know its culture is not just tied up in numbers? How do you
practices across the country, which created a group with a common goal celebrate success?
that combines a variety of insights and perspectives and strengthens our The numbers that are the most significant to us, and many
overall program. other global organizations today, point to the future of the global
and U.S. workforces that are going to make the market for talent increas-
What evidence makes you confident that you and your team have ingly competitive.
developed momentum for the organization in the right direction? Projected changes in the U.S. population forecast that the percentage
What is the vision for the company in five years? of groups we now call minorities in the workforce will rise to 35 percent
We have witnessed some incredible progress at closing the gap by 2010, and 49.9 percent by 2050; by 2010, women will represent the
between women and men in our workforce, increasing the number of majority of the workforce; and by 2051, whites will no longer be the
minority recruits and hires and expanding the number of women and majority race in the U.S.
people of color leaders at Deloitte. These are the numbers that represent the changing face of business in
We are heading in the right direction: in 2007, over 40 percent of our America; hence the focus of our D&I goals must tap into this talent base
new hires were people of color, 44 percent of our new hires were women, in different ways.
How are their opinions solicited and valued? Do you have an

employee ‘suggestion box’ or other system, and who monitors
and responds?
We refer to our Deloitte experience as a ‘collective journey,’ one that
is enriched by the different backgrounds and ideas that each individual
contributes. With that said, employee input and involvement are valued,
and often are the drivers behind our most impactful D&I events and
initiatives.
A couple of years ago, Deloitte formed the Think Tank, a group of
16 alumni of our Breakthrough Leadership Program. They meet regularly
with our CEO and me to discuss and evaluate concerns and opportunities
related to a variety of topics.
At the local level, we have more than 90 Business Resource Group
chapters across the country, which encourage and facilitate the dialogue
between leadership and employees.
Deloitte also takes a proactive approach to gathering feedback, rather
than waiting for issues to come to them. We hold focus-group sessions
Thomas joins the leadership luncheon panel at the Association of Latino with employees, and manager-employee discussions address employee
Professionals in Finance and Accounting (ALPFA) convention. development needs and explore organizational issues.

And our CEO holds Straight Talk Thomas joins fellow presenters, Michael Guest, former We offer many formal programs that
U.S. ambassador, and Carson Kressley, TV personality,
Town Halls where our people can ask him help our people strengthen their man-
at the 2008 Out & Equal Workplace Summit.
any question. These town halls are also agement, leadership and other profes-
webcast so anyone, anywhere can watch sional competencies. Our Breakthrough
and ask questions. Many submit questions Leadership Program is designed to
in advance. prepare high-performing minority
managers and senior managers for the next
Please describe your method for orient- stage in their careers.
ing new hires into your culture. How do We are also proud of our Leadership
you educate new employees about the Skills Development Program, developed
importance of diversity? in conjunction with Howard University
Our program, ‘Diversity & Inclusion: and other Big Four firms to help first-year
Bottom Line Impact,’ introduces new hires black professionals prepare for the CPA
to diversity and how these concepts sup- exam and expand professional networks.
port our vision and values. It also educates For eight years, we have offered Efficacy
participants on the changes in demograph- Development Seminars in conjunction with
ics, generational differences, and worker external professional conferences to help
attitudes that are affecting business. The course challenges employees individuals relatively new to the organization build effective networking
to identify possible biases and assumptions and their effects on work skills. We have held seminars at the Out & Equal Workplace Summit, the
situations, and encourages different perspectives. In addition, our W2D Association of Latino Professionals in Finance and Accounting and the
program, ‘Welcome to Deloitte’, incorporates a variety of fun exercises, National Association of Black Accountants, among others.
including discussions of diversity and our cultural expectations.
Can you name specific ways your company supports upward devel- SUPPLIER / COMMUNITY / CUSTOMERS
opment toward management positions? What is the company’s commitment to minority suppliers? Do you
As our people grow, so grows our organization. If we want to fully have specific goals for spending?
benefit from their promise to us, we need to keep our promises to them, Our diversity commitment also involves broadening the base of our
and that includes significant development opportunities. goods and services suppliers. Throughout our U.S. operations, our sup-
pliers include companies owned by minorities and women, as well as
veterans with disabilities.
To maintain a supplier portfolio that reflects the demographic diver-
sity of our marketplace and contributes to the success of our organization,
we take our efforts beyond target numbers and goals; we want our people
to realize the benefit to the organization and feel energized to contribute
ideas to take it a step further. For example, our Operations, Finance
and Technology team organized both a Diversity Council and Diversity
Action Team, advancing our efforts to expand our vendor portfolio and
enhance our engagement process.
To our benefit, different perspectives and counsel come from an exter-
nal Supplier Diversity Advisory Board that helps us assess our goals and
measure our progress.
How do you educate/promote D&I for vendors, customers, or the

general public?
In our industry and in our organization, we talk about the value of
building strong teams and networks. That principle creates the opportu-
nity for us to positively impact minority- and women-owned businesses
by sharing our practical knowledge to help them grow and partner with
larger organizations.
Deloitte has aligned with supplier diversity organizations including the
National Minority Supplier Development Council (NMSDC), Women’s
Business Enterprise National Council (WBENC), BusinessLINC,
DiversityBusiness, Inc. and numerous local MWBE business associations.
Our leaders also engage in conferences and workshops where they can
contribute their insights about diversity programs, business development,
Thomas shares inspiring memories during Black History Month.
client service and creating partnerships. PDJ

[ BANK OF THE WEST ]
WANT TO WORK FOR A

TRULY GREAT BANK?
AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS ARE

WELL SERVED BY EMPLOYEES WHO ARE WELL SERVED.
Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and
equal opportunity for all our employees. Year after year, we continue to grow stronger thanks to our
unique blend of people. After all, in today’s competitive banking environment, it is our employees with
innovative ideas that keep us a step ahead of the rest.
www.bankofthewest.com

Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V © 2007 Bank of the West. Member FDIC.
human capital
Best Practices for Recruitment and

Retention Start with Corporate Culture
By Felix Verdigets, PhD
T
Organizational Effectiveness Consultant
There is an interest- 2. Responsibility for task—the work should continue

ing phenomenon going to challenge the employee, be interesting, and should vary.
on in American work- Job rotation programs where employees can reap the benefits
places today. Despite of working on different assignments and in different areas of
national unemployment the company (a.k.a. a new job without leaving the firm) are
levels at five-year highs, very popular with generations X and Y.
top talent is leaving our organizations en masse. An estimat- 3. Growth—advancement to higher-level tasks is impor-
ed 76 million workers will retire by 2020 (accounting for tant. Job enlargement and job enrichment are seen as key
approximately 40 percent of the current workforce), which ways to motivate top talent.
is about 10,000 workers a day for the next 10 years. Further, Effective talent acquisition and retention begins with rec-
according to a study by Leadership IQ, 47 percent of high ognizing areas where culture change is most needed—areas
performers are actively looking for other jobs. where the necessary motivators may not exist or are not
Indeed, the chasm between talent attraction and talent working properly. Ask yourself the following questions:
retention is as wide as I can recall. Top talent is in such high • Are your workforce demographics changing dramati-
demand that the age-old practice of “just paying more” is no cally, reflecting an older, more diverse labor force?
longer good enough to differentiate why employees choose
• Do you have a rigid, tradition-bound culture? (If you
one firm over another. Herzberg, one of the most influen-
answered yes to the first question, chances are you will
tial names in business management, believed that pay is a
answer yes to this question.)
“hygiene”—something needed to ensure that an employee
does not become dissatisfied. Pay does not cause higher lev- • Is recruiting replacement talent becoming increasingly
els of motivation, nor does it act solely as a retaining agent. difficult, especially when trying to attract top talent?
Still, employers struggle with this premise and various indus- • Do large numbers of employees feel management is not
try studies continually demonstrate this point. For example, open to criticism or suggestions for improvement?
in a study by Salary.com, employers and employees were • Do problems not get identified until they reach the
asked to rank the top five reasons employees stay on the job. crisis stage?
Compensation was ranked by employers as the second most • Do employees distrust management, or visa versa: does
important reason employees stay—employees ranked it last. management distrust employees?
The answer to this difficult situation often lies in the
One strategy for addressing these issues is for leaders to
firm’s culture. When asked why people leave their jobs, Eric
be more conscious about managing corporate culture. A
Foss, CEO of Pepsi Bottling Group, who joined as a campus
positive, inclusive culture contributes not only to retention
hire 25 years ago, stated that “people leave mostly because
and recruitment, but also to career development, productiv-
they feel underappreciated. A culture of recognition needs to
ity, and customer relations, particularly for companies facing
be a part of the company DNA.”
future shortages of skilled workers. PDJ
There are three key motivators that should be part of this
cultural DNA, that, irrespective of salary, should be part of
the highlights shown to potential recruits. They are:
1. Recognition for achievement—this is a constant
across all four generations in the workplace, regardless if one
is just starting out or is about to retire.
Felix Verdigets, PhD, is a consultant in the human capital and
organizational effectiveness areas. He can be reached by phone at
404-704-7555 or by email at fverdigets@att.net.

Special Feature Celebrating Black History Month
25 Influential African Americans in Business
T his is the time of year when we traditionally pause to remember the great, influential
African-American leaders who have made their mark in the world. We remember
the legacies of all those who pioneered civil rights in America. We celebrate the election of
Barack Obama as President of the United States.
But we must also remember and celebrate the contributions of those African-
Americans who have made their mark in the business world. They do not have a national
platform from which to share their ideas and thoughts; they have a much smaller stage
from which they can use their influence to help develop strong and talented teams and
organizations. Their personal histories give them the experience and knowledge to lead
those who are fortunate enough to listen and learn from them. And so we share with you
the experiences and advice of these leaders, so you may also learn what they know as
Influential African Americans in Business.
Connia Nelson Senior Vice President, Human Resources
Verizon Telecom
Headquarters: New York City

Web site: www.verizon.com
Primary Business: Providing voice, data, and video services.
Employees: 108,000
In your opinion, what are the attributes of a great leader that you have employed in
your career?
There are no shortcuts to greatness. The list of leadership attributes needed is therefore a long one,
beginning with integrity, personal accountability, performance excellence, humility, and the ability
to influence and inspire others. Also, having the courage and determination to make tough
decisions and stand behind them, tempering that strength with compassion. Education: BA, Indiana State
University; MA, Organization
When giving advice or mentoring, what strategies and principles do you communicate? Management, Dallas Baptist University
My advice is to start by dreaming big, a goal that’s truly worthy of your best efforts. Next, have con- What I’m reading: Team of Rivals,
fidence in your ability to go beyond what’s been done before and make it happen. Finally, exceed by Doris Kearns Goodwin; I also
expectations with the three Ps: Passion, Performance, and Perseverance. I also stress the importance recommend to colleagues A Sense
of Urgency, by John Kotter.
of behaving with the highest ethical standards in every situation. It’s a question of character, and
at the end of the day, that’s your biggest asset. Make sure that what others perceive is the very best My philosophy: I believe it is the
responsibility of leadership to give
version of yourself you can present.
back by investing in others, because
ultimately work is about people.
What is the best advice you have ever received in your career?
I had a leader once who told me, ‘You’re only as good as your last project’. And my mother would Interests: Music has always been key
often say ‘People are watching you, even when you think they are not’. This advice reminds me in my life. I also enjoy reading
and painting.
never to rest on past accomplishments but to excel at every task and to behave with the best attitude
and character.

influential african americans in business: 2009
LaQuita Hall Vice President, Core Installation & Maintenance, Southwest
AT&T
Headquarters: Dallas, Texas
Web site: www.att.com
Primary Business: Telecommunications
Employees: More than 300,000
What/who has most influenced you in your career to date?

I was fortunate to have a female executive take an interest in me at an early stage in my career. She
was a very dynamic leader with an impeccable business aptitude. Her ability to communicate and
influence others was phenomenal. Through her, I have learned about corporate politics, managing
Education: BS Physics, Dillard
perception, execution, and being an effective leader.
University; BS Electrical Engineering,
Georgia Institute of Technology; What is your most rewarding professional accomplishment?
MS Management, Stevens Institute Receiving a lifetime achievement award for my dedication to mentoring and helping others. I was
of Technology truly honored that others appreciated my advice and my attempt to give back. My mentoring circle
What I’m reading: Good to
was very diverse and I always first tried to understand the goals of the person, then share experiences
Great: Why Some Companies Make and advise on possible ways to achieve them.
the Leap…and Others Don’t, by
Jim Collins What obstacles have you overcome in your career to date, and how has this made you a
better leader?
My philosophy: To whom much Early in my career I wanted to pursue a graduate degree through the company’s tuition assistance
is given, much is required.
program. My boss at the time didn’t have a degree and did not value higher education, and denied
Be true to yourself.
my request. I made the choice to pursue my advanced education on my own time. This was one of
Interests: Being an active the best decisions I’ve made in my career—the hard work and perseverance paid off.
cheerleader for my son’s football
and basketball games.
Xavier D. Williams Senior Vice President—GEM (Government, Education, Medical) Client Group
AT&T
Headquarters: Dallas, Texas
Web site: www.att.com
Primary Business: Telecommunications
Employees: More than 300,000
When giving advice or mentoring, what strategies and principles do you communicate?
1) Have a sense of who you are and what you are about before engaging a mentor. 2) Understand
the differences between positional power and personal power. 3) Learn to focus your efforts on
execution rather than results.
Education: BS Business What/who has most influenced you in your career to date?
Administration, Edinboro University;
My parents. My father was an entrepreneur with various businesses, while my mother was a public
MBA Finance / MIS,
University of Pittsburgh
school principal in Washington, D.C. I was very fortunate to witness the essential risk-taking aspect
of entrepreneurism, coupled with the importance of what strong leadership can do in creating an
What I’m reading: I just picked up environment to help individuals grow.
The Partnership: The Making of
Goldman Sachs, by Charles D. Ellis What is the best advice you have ever received in your career?
My philosophy: Act with integrity.
First, you have two ears and one mouth for one primary reason—you should listen twice as much
Be accountable. as you talk. Secondly, numbers always tell the story—having a proven track record of delivering
Operate at your highest level. results will get you supporters and help position you for continued career opportunities.
Interests: Spending time with
family and friends; golfing.

8cffbYXZb
Xjn\^f]finXi[
On April 3, 1968, Dr. Martin Luther King. Jr. said,
“Something is happening in our world.” In 2009,
these words have fresh meaning — reflecting
mountaintops reached and new hopes born.
Blue Cross and Blue Shield of North Carolina

celebrates Black History Month. In honoring the
past, we appreciate the present and find inspiration
to create our future.
An independent licensee of the Blue Cross and Blue Shield Association. U6325, 1/09

Kim Lewis-Collins Director, Brand Marketing, Avis Rent A Car
Avis Budget Group

Headquarters: Parsippany, New Jersey
Web site: www.avisbudget.com
Primary Business: Vehicle rental
Employees: 28,000
your career?
Great leaders inspire their team to be innovative and to strive for excellence while delivering great
results. Personally, I concentrate on the ‘big picture’ and make sure the projects my team and I are
focusing on support those goals. Great leaders also consistently develop and challenge their team.
Education: BFA, Syracuse
University; MBA, Northwestern
What is your most rewarding professional accomplishment?
University, Kellogg School
of Management One of my most rewarding efforts was an Oreo advertising campaign that was recognized as one of
What I’m reading: A Long Way
the best advertising campaigns at Kraft Foods, Inc. It was in Spanish, targeting Hispanic consumers,
Gone: Memoirs of a Boy Soldier, by and was the first niche advertising campaign honored as the best among all divisions.
Ishmael Beah
What obstacles have you overcome in your career to date, and how has this made you a
My philosophy: Don’t worry.
better leader?
Be happy.
The obstacles I have encountered are the same challenges many companies face. Reacting to
Interests: Running, crafts,
ice skating, cooking, spending time
consumers’ changing attitudes and preferences while anticipating your competitors’ next move
with my family. requires flexibility and adaptability. I’m accustomed to thoroughly assessing a situation and
adapting to change, while always considering the end result for myself and the company.
Roger Watkins Vice President, Finance, Budget Truck Rental
Avis Budget Group

Headquarters: Parsippany, New Jersey
Web site: www.avisbudget.com
Primary Business: Vehicle rental
Employees: 28,000
your career?
The ability to identify and develop talent. Successful leaders surround themselves with talented
people and create an environment where those individuals can excel and maximize their talents.
Education: BS, Operations Research What/who has most influenced you in your career to date?
and Industrial Engineering, I have experienced several situations where the workplace was in turmoil because of downsizing,
Cornell University; MBA, Finance,
Columbia University
restructuring, economic conditions, etc. During those difficult times, I learned how to manage dur-
ing a crisis. A successful leader should maintain a calm and optimistic environment. Panic creates
What I’m reading: One False Move, chaos, which can stifle the innovation and creativity needed to pull through tough times. Many
by Harlan Coben
breakthrough ideas are generated during the most challenging periods in business.
My philosophy: Persistence over-
comes resistance.
In an extremely challenging operating environment, I developed a series of initiatives that signifi-
Interests: Weight lifting and cantly improved the performance of our division. This effort required the support and collabora-
jogging tion of my colleagues in the division and our counterparts in our corporate office. By providing
clear and concise financial analysis, managing internal relationships and streamlining our processes,
we were able to deliver more than $30 million in cost saving and revenue enhancements.

Margretta J. Bowen, JD Vice President & Associate General Counsel
AXA Equitable Life Insurance Company,

a subsidiary of AXA Financial Inc., which is part of the global AXA Group
Web site: www.axaequitable.com
Primary Business: Life insurance, annuity, and investment products and services
Employees: Approximately 6,000 U.S. employees and 6,000 financial professionals.
How has your understanding of diversity and inclusion helped you become a better leader?
In one sense, diversity is about bringing different viewpoints to the table and understanding that
everyone has a contribution to make. From the standpoint of leadership, I have found that creating
an environment that allows everyone to contribute and that draws on the talents of each individual
will bring about the best result every time. Education: Bachelor’s at
Morgan State University in
Baltimore; Juris Doctorate from
The Ohio State University, Mortiz
Quality and excellence, in form and substance, never go out of style and is always in demand. College of Law
What is your most rewarding professional accomplishment? What I’m reading: Franklin D.
I successfully briefed and argued a case before the NY Court of Appeals, New York’s highest court. Roosevelt and The New Deal, by
William E. Leuchtenburg
My philosophy:
Never underestimate the importance of hard work. There may be people who are smarter, but no To Thine Own Self Be True.
one should have an advantage over you because they are willing to work harder.
Interests: Reading literature,
listening to jazz and watching
classic movies.
Jaime Wright Retirement Planning Specialist, New York-Metro Branch
AXA Advisors, LLC

a subsidiary of AXA Financial Inc., which is part of the global AXA Group
Web site: www.axaonline.com
Primary Business: Life insurance, annuity, and investment products and services
Employees: 6,000 U.S. employees and 6,000 financial professionals.
your career?
My greatest attribute as a leader is my ability to listen to my team about their concerns and
roadblocks, and assist them in problem-solving matters. This is in addition to listening to those
Education: BBA, concentration
who have come before me and incorporating their best practices as they relate to leadership. in accounting, Bernard M.
Baruch College
Embracing diversity and inclusion is not an altruistic exercise; rather it’s a sound business case that What I’m reading: The Audacity of
allows you to attract the best talents in the marketplace. In order to bring goods and services to a Hope, by Barack Obama
diverse marketplace, your organization needs to mirror those markets that you want to penetrate.
My philosophy: Live your life
without regrets.
My parents have had the most impact on my career. As immigrants, they came to this country in Interests: Golf and attending both
their mid-30s with 3 kids, which taught me to be unafraid of taking risks in my professional and of my daughters’ soccer games and
personal life—to have determination, confidence, drive, and a vision that is greater that what others dance recitals over the years.
would expect from me.

Augustus A. White III, MD, PhD Professor of Medical Education
HARVARD MEDICAL SCHOOL,

Culturally Competent Care Education Program
Headquarters: Boston, Massachussetts
Web site: www.cme.hms.harvard.edu/courses/gettingtoequal
Primary Business: Culturally competent care education, consulting, teaching, writing, and lecturing.
Respect yourself, but don’t “trip over” your ego. Envision for yourself no small goals. No one is
perfect. No one is omnipotent. Never underestimate the value of a courageous second effort.
Education: BA, Cum Laude, High
Remember the Golden Rule.
Honors in Psychology, Brown University;
MD, Stanford University; PhD, Karolinska What/who has most influenced you in your career to date?
Institute, Stockholm, Sweden; Program
for Chiefs of Clinical Service, Harvard Heroes: Vivian D. White (mom), Muhammad Ali, Montague Cobb, Paul Curtis, Charles Epps,
University Schools of Business, Karl Hirsch, Paul Johnson, Dr. C.S. Jones (uncle by marriage), Martin Luther King, Henry Mankin,
Economics, Public Health and Law;
Advanced Management Program, Barry Merkin, Willie Naulls, Sir William Osler, Victor Richards, Malcolm X, Wayne Southwick.
Harvard Business School
What I’m reading: A Journey from the What is your most rewarding professional accomplishment?
Land of No, by Roya Hakakian An author of The Clinical Biomechanics of the Spine (textbook); Master of the Oliver Wendell
My philosophy: I believe life and our Holmes Society; Ellen and Melvin Gordon Distinguished Professor of Medical Education,
existence can be described as an eternal
competition and strife between the Professor of Orthopaedic Surgery, Harvard Medical School; Orthopaedic Surgeon-in-Chief,
“good guys” (including women) and the Beth Israel Deaconess Medical Center; Professor of Orthopaedic Surgery, Yale University
“bad guys.” And we can’t let up for one
moment. We cannot retreat for one School of Medicine.
moment from the struggle.
Interests: Enjoying good conversation
with friends, movies, jazz, classical music,
and theatre.
Mike Amie VP, Services and Support, Information Technology
MGM mirage
Headquarters: Las Vegas, Nevada
Web site: www.mgmmirage.com
Primary Business: Hospitality
Employees: 62,000 employees
your career?
A great leader is someone who listens first to reach understanding before reacting to a
situation. They empower their people to make decisions and support their ideas.
Education: High School and many
technology classes When giving advice or mentoring, what strategies and principles do you communicate?
Always prepare yourself for the job you want, not the job you have. Be a student of your trade and
What I’m reading: Mostly technol-
always continue to stay up with current technology.
ogy magazines and novels. I am a
big Stephen King fan.
My philosophy: Do unto others as To be patient and just keep doing the right thing. My mother taught me at a very early age that if
you would have them do unto you. you do the right thing when no one is watching, you don’t have to worry about doing the wrong
thing when people are watching.
Interests: Golf, camping,
and chess.

YOUR INDIVIDUALITY
> YOU KNOW
UNLEASH YOUR IDEAS, AND MAKE YOUR MARK.
At UnitedHealth Group, diversity isn’t just a corporate buzzword. It’s the way we work, and it
comes through in everything we do. From the high-performing people we hire, to the health
care services we provide, we advocate the possibilities of unique thinking.
We’ve become a Fortune 25 company by creating an inclusive environment fueled by

innovative ideas. Our employees have diverse cultural backgrounds, beliefs, perspectives,
and lifestyles. But they all have one thing in common – their ability to excel.
Right now, we’re working to build the health care system of tomorrow. One that will work
better for more people in more ways than ever.
A goal with this kind of magnitude requires the brightest, most forward-thinking minds
around. We have them here. And they’re making a difference.
Make your mark of distinction at unitedhealthgroup.com/careers
Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V.

UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. © 2009 UnitedHealth Group. All rights reserved.
Elena Centeio Assistant General Counsel, Mergers & Acquisitions
ITT Corporation
Headquarters: White Plains, New York
Web site: www.itt.com
Primary Business: Manufacturing
Employees: 40,000+ employees
I value and respect everyone’s input and perspective and this enables me to better understand an
issue as I can view it from more than one point of view.
Education: BS, Economics with
concentration in Multinational My current supervisor, the General Counsel of ITT Corporation, Vincent A. Maffeo, has influenced
Management, Wharton School, me most to date. I have the opportunity to work with a great leader. He respects all those who
University of Pennsylvania; work for him, delegates true responsibility to his team, supports each team member’s decisions, and
BA, Japanese, University of champions diversity and inclusion. I am hopeful that I lead in the same way.
Pennsylvania; JD, Columbia
University School of Law What obstacles have you overcome in your career to date, and how has this made you a
What I’m reading: The Bible (amazed better leader?
at how the same words can affect you I worked for many years in an environment that did not provide employees with any input
differently each time you read them). on career development or with opportunities for leadership development. I learned the harsh
lesson that I must take reign over my career development. I have found that the experience has
My philosophy: When you respect
others, you will gain respect.
caused me to embrace challenges and view each challenge as an opportunity for growth.
Interests: Spending time with my

family in any type of activity.
Ted Mercer VP and Director of ISR (Intelligence Surveillance and Reconnaissance)
ITT Corporation
Headquarters: White Plains, New York
Web site: www.itt.com
Primary Business: Manufacturing
Employees: 40,000+ employees
your career?
• Know your workforce in order to understand what motivates them.
• Clearly understand the difference between managing and leading—manage “things” but must
Education: BA, Urban Planning, lead people.
University of Puget Sound; MS, Counseling,
University of Oklahoma; Senior Executives • There is no substitute for honesty and integrity.
course in both International Policy and • Good leaders must be decisive— don’t procrastinate!
Crisis Management, JFK School of
Government, Harvard University; Senior • Maintain a sense of humor.
Executives in International Policy formula- • Loyalty—up and down the chain.
tion, Syracuse University; Finance and
Accounting for the non-financial manager, • Praise in public, admonish in private.
Wharton School, University of Pennsylvania; • Be able to listen—not just with ears, but with ones eyes, intuition, feelings, etc.
General Officer Capstone course, National
Defense University
My philosophy: The important thing
about leadership is not the number of Diversity=Strength. Embracing diversity allows one to treat all with dignity and respect, creates an
people that serve you; rather, it is the environment for all to reach their full potential, and enhances a company’s ability to excel.
number of people you serve. I always want
to help more people than I hurt and make a
positive difference on this great ITT team.
Interests: My wife and daughter—they are

the reason I take a breath each day.

Shelley Lee Hing Partner
KPMG LLP
Web site: www.us.kpmg.com
Primary Business: KPMG LLP is the U.S. audit, tax, and
advisory member firm of KPMG international.*
Diversity takes on many forms—diversity of ideas, diversity of ethnic backgrounds, diversity
of career levels, etc. Each of these diversity considerations adds value. Decisions are best made
when different perspectives and all available facts are offered and known. This principle has led Education: BS, Business
me to seek input from a variety of sources, and has made me a better leader. Business and work Administration with a concentra-
relationships are strengthened when everyone involved shares information and takes away a feeling tion in Accounting, Georgetown
that their input added value. University; Certified Public
Accountant licensed in the
What is your most rewarding professional accomplishment? District of Columbia, Virginia, and
North Carolina
Being admitted into the partnership at KPMG LLP in 2006 is certainly a milestone in my career.
However, I take great pride in receiving KPMG’s Outstanding Mentoring Award in 2006. I am What I’m reading: Quiet Guys
honored to have received such a nomination from those I mentor. I will continue to reach out to Can Do Great Things, Too: A Black
these future leaders by sharing insights and giving advice to assist them in their advancement in Accountant’s Success Story,
by Frank K. Ross
the firm.
My philosophy: Treat people as
What is the best advice you have ever received in your career? you wish to be treated.
Never be afraid to tackle new challenges. Interests: Running in the USA
or Caribbean (half marathons,
10 milers, or 10Ks)
Milford W. McGuirt Partner
KPMG LLP
Web site: www.us.kpmg.com
Primary Business: KPMG LLP is the U.S. audit, tax,
and advisory member firm of KPMG international.*
Organizations become more effective and successful when they use the varied perspectives of their
people. Different backgrounds and points of view bring to light opportunities that may have been
missed. Inclusion ensures that you’re getting effective energy and maximum contributions from
everyone on the team. Education: BBA Accounting,
Western Michigan University
What I’m reading: The Leadership
Be sure that the relationship is a two-way “give and take.” It’s critical that a mentee understands that Engine: How Winning Companies
they must also bring something to the table that provides benefit. It can be as simple as a consistently Build Leaders at Every Level, by
high level of performance, which demonstrates that the mentor’s investment of time and counsel Noel M. Tichy, and The VITAL
are paying dividends to the broader organization. Core of Successful Leaders, by
Audrey Dorsey
My philosophy: Live life to its
My mother and father instilled in me and my siblings that we could accomplish anything we set fullest because tomorrow is
our minds to. They removed all obstacles to our ability to dream. I was also motivated by those promised to no one.
who didn’t think I could successfully achieve certain career goals. Role models professionally include
individuals like Frank Ross and Larry Bailey, retired KPMG partners. Interests: Sports, basketball, golf.
*KPMG international’s member firms have 123,000 professionals, including more than 7,100 partners in 145 countries.

Marvin B. Ross Diversity Officer
New Jersey Department of Environmental Protection

Headquarters: Trenton, New Jersey
Web site: www.nj.gov/dep/
Primary Business: Environmental protection
Employees: 3,200
Managers are people “who do things the right way”; leaders are people “who do the right things”.
I consider myself a leader when it comes diversity and inclusion, which is about leveling the
playing field so that everyone has an equal chance at achieving goals. A manager can sometimes
be hindered by doing things the “right way” or as specified by organization policy (which may be
Education: BFA, Alabama State outdated). However, a leader may have the ability to change certain policies in order to do what’s
University; MAS in public manage- needed, or “do the right thing”.
ment and leadership, Fairleigh
Dickinson University
What I’m reading: The Audacity of Having a leadership role in the implementation of our Diversity Action Plan (DAP). The DAP lays
Hope, by Barack Obama out a plan of action for how the organization can achieve success in the areas of diversity and
Interests: Graphic design, golf, and inclusion, human resources, and cultural competency with respect to national and statewide
just working around the house. changes in minority demographic projections.
better leader?
Education! I am the only person in my family to graduate from college, so to have gone further and
received a graduate degree is an even greater achievement. This has made me a better leader because
it gives me a stronger base to stand on. “You can take everything from a man/woman, house, car,
money etc., but you can’t take their education”.
Pamela P. Lyons Director, Office of Equal Opportunity and Public Contract Assistance
New Jersey Department of Environmental Protection

Headquarters: Trenton, New Jersey
Web site: www.nj.gov/dep/
Primary Business: Environmental protection
Employees: 3,200
It has heightened my ability to direct my staff. I know that each employee approaches a task
differently and I must take this into account in my work assignment and management style.
I visualize my role as one of a teacher, who must alter their teaching style to the learning styles of
Education: BA, Dance and Art their students.
Education, Douglass College,
Rutgers University; MA, Personnel What is your most rewarding professional accomplishment?
Administration / Guidance and My most profound professional accomplishment was the opportunity to pioneer the Department
Counseling, Rider University of Environmental Protection’s diversity initiatives in 1998, the first of its kind in New Jersey state
What I’m reading: Dreams from government, and to serve as the Department’s Diversity Team Leader for several years.
My Father, Barack Obama That experience was rewarding because it was such a successful team effort!
My philosophy: There is always What is the best advice you have ever received in your career?
something positive in every adversity. Soon after I began my first supervisory position, I was introduced to the theory of performance
Interests: Liturgical Dance. management—how personality type is linked to staff management. From it, I learned to find and
utilize the strengths of each staff member while giving ample time to assist each in cultivating areas
where they may need additional guidance.

Monique Anne McClure Director and Associate General Counsel
New York Life Investments

Web site: www.nylim.com
Primary Business: Investment management for both the
New York Life Insurance Company general account
and various third parties.
Employees: Approximately 1,600
your career?
Vision, humility, insight, and compassion—I believe that each individual is capable of contribution
and that each such contribution is integral to the success of the whole. Education: BA, Mount Holyoke College;
MA, New York University Graduate School
of Arts & Science; JD, New York University
When giving advice or mentoring, what strategies and principles do you communicate? School of Law
I think it is very important to tackle issues from a proactive but open mindset. Leadership means What I’m reading: You Don’t Need a Title
you have to be willing to be fully accountable and to take full responsibility for making “it” happen, to Be a Leader, by Mark Sanborn
whatever “it” may be. Once you have this mindset, the particulars of the game plan come from a My philosophy: In essence, I believe
the purpose of life is to be truly happy.
mixture of deep thought and brainstorming on a continuous basis. However, this pursuit is only advanced
by the efforts you put into creating and
fulfilling life goals—what one puts out into
What/who has most influenced you in your career to date? the world is what will come back to you.
A colleague introduced me to a professional executive coach. This was truly a turning point in my This philosophy ultimately allows me to be
very generous with the energy I put into
career. Through a few conversations and workshops with this coach, a number of very basic and my endeavors.
prevalent misconceptions about career advancement were dispelled. I took a number of risks that Interests: I am a full-time executive
never would have occurred to me, including asking some very senior executives to mentor me. I and a full-time single mother of two;
leisure time is rare, but when able—
have never looked back. reading, classical music, and painting.
In the future, I will resume world travel
and photography.
Greg Tyson Senior Vice President
New York Life

Web site: www.newyorklife.com
Primary Business: Insurance
Employees: More than 8,600 (domestic)
your career?
My leadership values are all but identical to New York Life’s core values: integrity, financial strength,
and humanity.
Education: The Harvard Business
School Program for Management
It takes a team with a wide variety of capabilities and expertise to get things done. I value each Development; Columbia University’s
individual for what he or she brings to the table. Executive Institute of Financial
Management and Marketing
When giving advice or mentoring, what strategies and principles do you communicate? Strategies Programs
I urge people to focus on their strengths and use them. At the same time, I encourage them to
What I’m reading: Clapton, by
identify their weaknesses and turn them around over time. Eric Clapton
What obstacles have you overcome in your career to date, and how has this made you a My philosophy: Live and let live.
better leader? Interests: Guitar playing and golf.
When I was younger, I relied on emotional decision-making. I gradually evolved into a more
confident and quiet leader.

Juanita James Chief Marketing and Communications Officer
Pitney Bowes Inc.

Headquarters: Stamford, Connecticut
Web site: www.pb.com
Primary Business: Mailstream technology
My first piece of advice is to always listen more than you talk. Listening helps you understand
expectations. Once expectations are clearly defined, a better understanding of what constitutes
success, either in a particular group or with a particular individual, is accomplished.
Education: BA, Princeton University; What/who has most influenced you in your career to date?
MA, Public Policy, Columbia University Early in my career at Time Warner, two individuals became mentors and advisors to me. The first
What I’m reading: Three Cups of was, at the time, the highest-ranking woman in publishing. The other was head of a business unit,
Tea, by Greg Mortenson who later became CEO of Time Inc. These two leaders were deeply knowledgeable about business,
focused, and passionate about sharing their ideas and advice. We are still in touch today.
My philosophy: I am an eternal
optimist, always looking for What is your most rewarding professional accomplishment?
the rainbow.
Many years ago, I turned around a business unit that was hemorrhaging money, slated to be shut
Interests: Dancing. down and not well regarded throughout the organization. Within three years, the business unit
had the highest profit margin and fastest growth rate of all business units. This was very exciting
and rewarding for me. In addition, many of the employees I mentored became very successful
leaders themselves.
Dan Cole Southwest Area Vice President, Western Region
Pitney Bowes Inc.

Headquarters: Stamford, Connecticut
Web site: www.pb.com
Primary Business: Mailstream technology
your career?
A successful leader rallies people around a vision of a better future and helps others find meaning
in their roles. We all want to be around someone who makes us feel good about ourselves and who
engages our hearts and minds. Personally, I have always been motivated by leaders who display
Education: BA, Whittier College;
International Studies Degree,
the keen ability to connect with employees at all levels, and inspire with confidence and charisma.
University of Copenhagen, Denmark These are attributes that I strive to demonstrate to others.
What I’m reading: The Five What is your most rewarding professional accomplishment?
People You Meet in Heaven, by One of my most memorable achievements was being a part of the Pitney Bowes New York Metro
Mitch Albom
Leadership Disaster Team. The actions undertaken by me and the management team at Pitney
My philosophy: There are no Bowes to help our employees and customers manage their operations immediately following the
simple solutions, only intelligent attacks of 9/11 were very rewarding.
choices.
Interests: Skiing and long drives Be yourself, everybody else is taken. And, never underestimate yourself.
along the coast. Paintball is a
newfound hobby.

© 2008 Lockheed Martin Corporation
BETWEEN THE CHALLENGE AND THE SOLUTION,

T H E R E I S O N E I M P O R TA N T W O R D : H O W.
Diversity. It’s not a goal. It’s a necessity. When facing down the most important projects in the world, you need
fresh ideas. And unique perspectives. Delivering the most complete answers to solve complex problems is all a
question of how. And it is the how that makes all the difference.
lockheedmartin.com/how
Philip G. Lewis, MD, MPH Vice President, Director—Environmental, Health, and Safety
Rohm and Haas Company

Headquarters: Philadelphia, Pennsylvania
Web site: www.RohmHaas.com
Primary Business: Specialty materials
your career?
The first is Faith, understanding that God is in control and thereby my role is to work to under-
stand how best to treat all people well and to look toward making life better for everyone and for
the environment. Thereafter, I have concentrated on being well informed. This includes under-
Education: Clinical Fellow in standing as much about the world as possible, to look for opportunities to advance projects quickly,
Dermatology and Occupational
and to help others understand the way forward.
Medicine, Johns Hopkins Medical
Institutions; Internship and Residency,
Walter Reed Army Medical Center;
MD and Master of Public Health I am most happy about the ongoing appreciation of the importance of sustainable development
(Epidemiology), Johns Hopkins and environmental, health, and safety performance. This is manifesting itself both in developments
University; BS Chemistry (Summa in the chemical industry at the global level through changes in the Responsible Care® initiative, and
Cum Laude), Widener University through increasing discussions at the academic level.
What I’m reading: The Infinite Way,
by Joel S. Goldsmith What is the best advice you have ever received in your career?
My philosophy: Christ is the Way. Make sure that what you’re doing is what you feel called to do and not just something to pay
the bills.
Interests: Weight lifting;
philosophical inquiry.
Dr. Claudia Thomas

Tri-County Orthopaedic Center
Headquarters: Leesburg, Florida
Web site: www.tricountyortho.com
Primary Business: Five African American surgeons in an orthopaedic group practice
Employees: 14 staff employed
When I learned that I was the first African American female orthopaedic surgeon in the country,
I was both elated and disappointed. Orthopaedic surgery has been challenging but clearly not
impossible for me. So, why had this not been done before? I pledged that I would not be the last
woman of color to enter this profession, and I became a champion for diversity.
Education: Vassar College, Johns
Hopkins Medical School, Yale When giving advice or mentoring, what strategies and principles do you communicate?
Orthopaedic Surgery residency training
program, and Trauma Fellowship at
When mentoring children, I stress the importance of education. When advising about career
University of Maryland Shock Trauma Unit choice, I recommend that two principles be employed: 1) choose a profession that utilizes your
God-given talent and 2) make sure that it’s an activity that you enjoy. I urge that no one ever be
Author:
God Spare Life: An Autobiography discouraged from pursuing a dream simply because it has never been accomplished before.
What I’m reading: I am re-reading
Barack Obama’s The Audacity
of Hope. My greatest accomplishment has been to change the face of orthopaedic surgery. As assistant
professor of orthopaedics at Johns Hopkins, my efforts to diversify the White male profile of the
My philosophy: If you can dream it, average orthopaedic surgeon resulted in an increase in number of female orthopaedic residents in
you can do it. the Hopkins training program to 20%, and of African American orthopaedic residents in training
to 32%. As a result, the American Academy of Orthopaedic Surgeons chose me to receive their
Interests: Playing Scrabble
and painting. 2008 Diversity Award.

Aster Angagaw Senior Vice President, Market Development, Corporate Services
sodexo
Headquarters: Gaithersburg, Maryland
Web site: www.Sodexo.com
Primary Business: Integrated food and facilities management
Employees: 120,000
Understanding diversity isn’t just about treating everyone well; it goes beyond that. A great leader
has an understanding of, and respect for, others and what they bring to the table and also values
different perspectives to achieve the optimal result.
When giving advice or mentoring, what strategies and principles do you communicate? Education: Executive MBA, Temple
I advise others to start understanding who they are and what they want to be. I encourage them to University; BA, Organizational
Management, Eastern College
define their values and center their actions around those values. Once they know their goals, they
can measure their success—every step will be more purposeful. What I’m reading: FDR: The
First Hundred Days, by Anthony
What/who has most influenced you in your career to date? J. Badger; Team of Rivals, by Doris
I am inspired by my mom and my daughter. My mom truly lived her life to the fullest and instilled Kearns Goodwin
a confidence in me that I could do whatever I set my mind to accomplish. My daughter amazes
My philosophy: Make every
me every day as I see her maturing with great insight and compassion. I am also deeply inspired by interaction count.
those who are focused, engaged, and able to make the most out of any situation, good or bad.
Interests: I enjoy reading and
What is your most rewarding professional accomplishment? exercising, and in particular ice
I get tremendous satisfaction from watching the people I have had the opportunity to lead and skating with my daughter.
work with grow and develop.
Calvin Johnson Division Vice President, Hospitals
sodexo
Headquarters: Gaithersburg, Maryland
Web site: www.Sodexo.com
Primary Business: Integrated food and facilities management
Employees: 120,000
your career?
1) I believe you must serve first in order to be a respected and effective leader. 2) I assume full
responsibility for mistakes. 3) I always try to remember a few simple rules—listen twice as much as
you speak, strive for excellence in everything you do, lead with honesty and integrity, and take time
Education: BS, Engineering, West Point,
out to have fun. United States Military Academy (USMA);
MBA, Northwestern University, Kellogg
What/who has most influenced you in your career to date? School of Management
Two people have had a significant impact in my career: Colin Powell and my mother. I admire What I’m reading: The Age of
Powell because he never wavered under fire and when situations were at their worst, he was at his Turbulence, by Alan Greenspan; Radical
best. He always stayed very true to himself—something I still aspire to. Loving Care: Building the Healing
Hospital in America, by Erie Chapman
My mother is the toughest person I know. She persevered through a lot of tough times, but she
always had a vision of hope! Thanks to my mother, I have a strong belief that things will always My philosophy: Treat everyone with
dignity and respect. Never let short-term
work out. I am the eternal optimist and that becomes contagious with my teams. setbacks destroy long-term vision! Integrity
is the bottom line and may be a lost art in
What is the best advice you have ever received in your career? today’s turbulent world!
When I joined Sodexo, someone told me, ‘don’t let us rub your edges off’. I did not understand it Interests: Spending time with my
at the time, but what that means is, ‘Don’t be afraid to ask the questions that everyone is thinking, family and kids, watching college
but no one is asking’. I try to always remain open to new ideas and different ways of doing things. football, and golf.
To me, that’s diversity in its truest form.

Randall Lewis Executive Vice President, Ethics & Compliance
WellPoint, Inc.
Headquarters: Indianapolis, Indiana

Web site: www.wellpoint.com
Primary Business: Healthcare
Employees: 42,000
your career?
A general respect for all associates, a willingness to hear everyone’s ideas, and setting clear goals and
measuring goal achievement.
Education: BS General
Management/Accounting; MS
Finance, Purdue University It has helped me get the most out of the teams that I have had the opportunity to lead, by embrac-
ing differences and realizing that solutions are most powerful when they are developed considering
What I’m reading: The Whole multiple perspectives.
Truth, by David Baldacci.
My philosophy: Philippians 4:13 “I
can do everything through Him who better leader?
gives me strength” One of the biggest obstacles I have overcome is learning that not everyone wants to see you
succeed. However, each time that I have succeeded has given me the confidence to overcome the
Interests: Watching college/profes- next challenge. Confidence will motivate individuals to follow your leadership, as long as the
sional sports, traveling, and spending
degree of confidence is not to the level of arrogance.
time with my family.
Tonya Maxey-Fuller Staff Vice President, Strategic Execution, WellPoint Provider Services
WellPoint, Inc.
Headquarters: Indianapolis, Indiana
Web site: www.wellpoint.com
Primary Business: Healthcare
Employees: 42,000
I believe in life-long learning and the value of working for causes that evoke your passion. Surround
yourself with people who are smarter than you and listen to what they have to say. Bring your
“A-game” to work every day and someone will notice exceptional performance.
Education: BS in Management,
Berkeley College
What/Who has most influenced you in your career to date?
Susie Cummins, VP of Provider Services, for whom I have worked for seven years. She is my valued
What I’m reading: What the CEO friend and colleague, and epitomizes the power of self-realization. I respect her leadership and trust
Wants You To Know, by Ram Charan her implicitly. She is the poster child for leading with integrity. Also, my mother’s solid example as a
My philosophy: It is what it is.
hardworking single parent shaped my approach to managing diversity and understanding all things
are possible if you work for it and stay focused.
Interests: In my free time, I enjoy
spending time with my husband and What is your most rewarding professional accomplishment?
teenage daughter; reading; attending Most recently, I achieved savings of $2.5 million for the Provider Services 2008 budget, due to
church; and recharging my creativity process improvement initiatives launched in 2007. Additionally, we have improved performance,
at the spa!
timeliness, and quality standards on several contracts by developing a strategic / tactical plan driven
by people, process and technology initiatives. Our efforts focused on seven best practices that were
adopted enterprise-wide and received accolades during the audit process. To date, this remains one
of my most cherished career accomplishments.

IDEAS PEOPLE WANTED
US LOCATIONS
Shell people aren’t all the same
And we like it that way. After all, the more different perspectives we
have on board, the more great ideas we can come up with.
With a presence in more than 130 countries, we’ve learned for

ourselves that being an inclusive business is an advantage. Now
we’re looking for more people who can bring fresh thinking to the
energy challenge, including:
s3ENIOR#OMMUNICATIONS-ANAGER5
s5TILITIES2ELIABILITY)MPROVEMENT0ROG-GR !MERICAS5
s#ONTROL3YSTEMS4ECHNICIAN !ZUSA#!5
s#2) 3TYRENE2$0ROGRAM-ANAGER5
s%NSURE3AFE0RODUCTION0ROCESS&OCAL0OINT5
s4EAM,EADER 0ROCESS%NGINEERING5
s3TAFF0ROCESS%NGINEERING5TILITIES5
s4URNAROUND3AFETY#OORDINATOR5
s0ROJECTS3AFETY#OORDINATOR5
&INDOUTMOREANDAPPLYONLINEATwww.shell.com/careers/usjobs.
Shell is an Equal Opportunity Employer

recruiting retention &
With hundreds (thousands?) of resumes coming across HR desks every year, in
this job market it is clear that finding and keeping high-talent, high-performance
employees is critically important to the bottom line. We asked eight executives
to share their formulas for recruiting and retaining their most important asset.
Some techniques reflect traditional best practices; others are adaptations to the
changing technologies available, now and in the future. All, however, recognize
the importance of providing a challenging, flexible, and inclusive environment for
their employees.
1) How do you best deal with the increasing pressure and challenges in
attracting, developing and retaining talented employees?
Kerri Koss Morehart
Director, Kerri Koss Morehart (Pragmatics): The best way we’ve found is through a stra-
Human Resources
tegic employee referral program. This provides the best gauge of how a company is
Pragmatics
doing; employees who are fulfilled in their careers and excited about their work con-
sistently refer potential employee candidates like themselves. Keeping the program
fresh and in the minds of the employees is also a key factor to successful referrals.
Each quarter, every employee who refers a (hired) candidate is entered in a drawing for a
$500 gift certificate, and our CEO draws the winning ticket.
Alfred J. Torres (Verizon): Our newly hired employees have the opportunity to
participate in a variety of development programs such as our Marketing Development
Program, Financial Talent Acquisition Program, and our Leadership Excellence
and Development Program (an intensive two-year program that grounds our employees
in leadership fundamentals and business acumen). We continue to strengthen the value
proposition with our employees by offering development and rewards programs through-
out the employee life-cycle.
Arie Ball Arie Ball (Sodexo): Our ability to attract, develop, and retain talented employees is based
Vice President,
on a strong multi-pronged, multi-generational strategy with diversity and inclusion
Sourcing & Talent Acquisition
Sodexo woven into every aspect. These include:
• Sodexo’s Future Leaders Program: builds strong relationships with key colleges and
universities to identify top students;
• Sodexo Alumni Reconnexions Program: seeks to maintain contact with departing and
retiring Sodexo employees, hopefully attracting experienced talent back to our company;
• Social media and networking sites: Second Life, LinkedIn, Facebook, MySpace, Twitter,
and You-Tube;
• Interactive Career Page: includes micro-sites tailored to different interests;
• Sodexo Career Blog: provides a “window” into our company for potential candidates.

Gregory Arendt (Kelly Services): Our comprehensive strategy integrates workforce plan- Gregory Arendt
ning, talent acquisition and talent development to best help our organization attract, Director,
Global Talent Acquisition
develop, and retain talented employees. This strategy helps identify current and future tal-
Kelly Services, Inc.
ent gaps and develop specific programs for acquiring and growing talent. The training and
development of current employees results in retaining talent and having a more skilled and
engaged workforce.
2) What specific strategies does your organization deploy to strengthen

employee commitment with the company?
Michael Peltyn (City Center): Much of it has to do with our culture and organizational
values aligning with those of our employees. We have a “cult” in our culture as a result of
the employee value proposition we’ve created and what we stand for as a company. Whether
it be our exceptional employee dining room, recognition events, community philanthropy,
or development opportunities, employees know we care about them.
Melissa McMahon (CDW): New hires are greeted by members of our Connections
Nodes (coworker resource networks) on their first day of employment. Node
members encourage coworkers to reach out for support. This instantly helps new
Melissa McMahon
coworkers build internal networks and connections with coworkers. Embracing new
Senior Director,
coworkers in such a direct manner early on increases commitment and loyalty. Talent Acquisition
CDW
Arie Ball (Sodexo): We believe that employee commitment is strengthened when our
employees see how their work contributes to the company’s mission, vision, and values
and are recognized and rewarded for their contributions. In addition, Sodexo provides op-
portunities for professional growth, with multiple career paths, so that our employees can
build a life-long career with our company.
Kerri Koss Morehart (Pragmatics): We let our employees know that we value
them and that they are the reason for our continued success. We firmly believe that
employee outreach—personable, specific, and genuine—helps to differentiate us from
other employers.
3) If you were giving advice to a company with a limited budget, how would you
help them identify successful professionals who would add value to the organization?
Alfred J. Torres (Verizon): Use traditional job boards for some positions, but other,
more hard-to-fill positions may require exploration of non-traditional tools such as social
networking sites. With Web 2.0, employers now have many more options for targeting, at-
tracting, and hiring professionals for all industries.
We have a “cult” in
Risa Borr (Textron): Companies do not need a huge budget to identify top talent, but our culture…
hiring managers and internal recruiters need to work together as a team to identify a clear Michael Peltyn—
understanding and advertisement of the position. Create an open environment for candi- City Center
dates, and be candid about the opportunity and your company. Give them the straight story
so top talents can self-select in or out. We’ve found that we automatically find savings in
both time and money once the team collectively agrees to the goals and objectives.
Melissa McMahon (CDW): Certainly, the use of social and professional networking sites,
Marietta Cozzi
but other worthwhile pursuits include leveraging alma maters through professional frater-
Vice President, nities, encouraging company management to be guest speakers at networking events, and
Staffing partnering with veteran’s affairs offices and TAS Officers at local military bases.
Prudential
Marietta Cozzi (Prudential): Companies should pursue “opportunistic hiring.” While
other companies are laying off, it is not hard to find newly available talent in the market-
place to hire. Social networking sites are free for basic usage and offer a way to connect with
professionals and network virtually.
4) How do you analyze and monitor your recruiting and retention effectiveness?
Risa Borr (Textron): We measure a number of areas in order to be sure our strategy is
effective. The pieces we analyze include:
• Time to fill, cost to fill; • Volume and productivity of
• Quality of slates presented recruiting organization;
Companies
(including diversity metrics); • Performance management scores; and
should pursue • Satisfaction surveys of candidate, hiring • Retention and turnover.
“opportunistic managers, and new hires;
hiring.”
Kerri Koss Morehart (Pragmatics): Pragmatics closely monitors our statistics—our
Marietta Cozzi—Prudential
senior management team carefully reviews our recruiting needs, turnover rates, etc., and
shares responsibility for achieving our recruiting and retention goals. This information
assists us in strategizing and deploying our future efforts.
Michael Peltyn (City Center): We measure candidate quality, quantity, and diversity.
Quality means we have recruited candidates with the attitude and aptitude to succeed.
Quantity means we have enough of them to fill our many thousands of careers. Diversity
Michael Peltyn
means we’ve not only been successful in attracting diverse candidates, but also in creating
Vice President,
Human Resources an environment where we are viewed as an employer of choice by individuals who represent
ARIA Resort & Casino at different backgrounds. We dedicate a significant amount of time and resources to accom-
CityCenter (opening late 2009) plishing these three things.
Gregory Arendt (Kelly Services): Although at Kelly we have a number of tracking

metrics for recruiting, including time to fill, quality of hire, and cost per hire, our most
important metric is customer satisfaction. If we meet or exceed our client’s (internal or
external) expectations, we believe the search was both effective and successful.
5) What type of action is your company taking to ensure you are casting a
wide net for recruitment?
Marietta Cozzi (Prudential): Prudential uses a variety of channels to connect with
potential talent, including internet media ranging from traditional sites (Monster.com
and Careerbuilder.com) to more niche outlets (Craigslist.com and sixfigurejobs.com).
We also have a robust employee referral program.

Gregory Arendt (Kelly Services): The Talent Acquisition Team
Although casting a wide net may yield
posts openings internally, and on online job boards. However, our a greater quantity of candidates, proac-
most successful searches come from employee referrals, network- tive recruiting efforts usually produce
ing, maintaining relationships with potential candidates, and the higher quality candidate.
utilizing direct recruiting techniques. Although casting a wide net
Gregory Arendt—Kelly Services
may yield a greater quantity of candidates, proactive recruiting
efforts usually produce the higher quality candidate.
Risa Borr (Textron): One of our metrics is to ensure that we are able to provide a diverse
line-up of candidates. We have a sourcing strategy that ensures that we fish a variety of
sources and encourage all candidates to apply. Some avenues include job boards, internal Risa Borr
and external database searches, networking, employee referrals, professional organizations, Director,
and university and web searching. Talent Acquisition
Textron
Arie Ball (Sodexo): Our multi-pronged, multi-generational strategy (detailed in the
first question) has allowed us to attract and recruit top talent, as well as identify both emerg-
ing and experienced talent.
6) What internal action is your company taking to ensure your retention efforts
are inclusive of ethnic minorities?
Alfred J. Torres (Verizon): The first thing we do is remain informed by measuring reten-
tion with a focus on different groups, including, but not limited to, ethnic minorities. This
allows us to proactively address any trends in retention before they become a problem. In
addition, we know that we are more likely to retain our employees if they are more engaged,
and that two of the strongest drivers of engagement are development and inclusion. As
such, we provide numerous development channels for our employees at all levels, including
programs specifically designed for ethnic minorities.
Alfred J. Torres
Michael Peltyn (City Center): Our company has created an environment where diversity Executive Director,
is embraced and valued. To my knowledge, we are the first and only organization in our Talent Acquisition & Diversity
industry to develop and implement a dynamic three-day diversity awareness workshop Verizon
for our employees. Thousands have been through this training and thousands more will be
in the future. Diversity is a large part of our culture and who we are as a company.
Marietta Cozzi (Prudential): Retention of all talent, including ethnic minorities, is a

priority reflected in our Human Resources policies and practices. With the goal of main-
taining a productive work environment where people are valued and respected, Prudential
continues to implement a Business Based Flexibility Program that champions the use of
alternative work arrangements. Our remote workers benefit from the use of cutting edge
information technology resources that create a seamless virtual work environment.
Melissa McMahon (CDW): Our Connections Nodes—African Heritage Network, Hispanic

Heritage Network, Women in Sales Network, and Women’s Leadership Network—are de-
signed to connect coworkers with like challenges and perspectives, as well as establish a
greater connection between coworkers and the business overall. Our networks are open to all
coworkers—regardless of function, personal background or location—and are free to join.
PDJ

business navigation
How to Attract, Retain and Motivate

Today’s Workforce
By Gregory P. Smith
President
B
Chart Your Course International, Inc.
Business leaders Recognize, Reinforce and Reward

should realize creating a Money and benefits are important factors in attracting and
workplace that attracts, retaining people, but reward and recognition help meet that
retains and engages their basic human need to feel appreciated and rewarded for what
workforce is important no one does. A successful reward and recognition program does
matter what the economy not have to be complicated or involve money to be effective.
is doing. The key point to remember is talented and skilled Disney World views reward and recognition as key parts
people are always in demand. The more skill and talent of the compensation package. An extensive program helps
they possess, the more likely they can leave you for another create a supportive environment, contributes to employee
employer. Employers should not only be concerned about retention, and encourages employee engagement. They have
retaining the employees you have, but also focus on creating over 20 different recognition programs such as ‘Applause-O-
an environment that makes them as productive as possible Gram’ cards and ‘Thumbs-Up’ gift certificates provided to
during these troubled economic times. individuals. Additionally, each department has custom de-
During the last economic
“
downturn, many employers
took a short-term approach to Talented and skilled people are always in demand.
managing the people side of
The more skill and talent they possess, the more
”
their business. They cut back
and downsized so severely that likely they can leave you for another employer.
it forced those that remained
to work two or more jobs. So,
when the economy recovered, many of those alienated em- signed reward programs providing on-the-spot recognition.
ployees jumped ship just when their employer needed them New employees are asked to participate in their own reward
the most. These actions can damage morale—preventing strategy by listing in their file the things they would like to
you from attracting new talent and retaining good people. be rewarded with; for example, time off, movie tickets, or
public recognition. The highest form of public recognition
Provide a Positive Working Environment is when top performing employees have their names sten-
Senior leaders that take personal responsibility for reten- ciled on the storefronts along “Main Street,” stating they are
tion in their organizations have lower turnover and higher the store proprietors.
productivity than those that do not. Jim Goodnight is co-
founder and president of SAS, one of the largest software Involve and Engage the Workforce
development companies in the country. Their progressive People may show up for work, but are they engaged and
work environment and host of family-friendly benefits keep productive? People are more committed when there is a pro-
their turnover rate far below the national average. Jim said, cess for them to contribute their ideas and suggestions.
“My assets leave work for home at 5:00 or later each night. continued on page 56
It is my job to bring them back each day.” Wise executives
realize the responsibility for creating a positive work envi- Greg Smith is the president and “Lead Navigator” of a
ronment cannot be delegated. It starts at the top. management consulting company, Chart Your Course
International, Inc., located in Atlanta. His 30 years of leader-
ship and consulting experience have helped propel him as one of
the nation’s leading authorities on leadership, employee reten-
tion, talent management, customer service and organizational
performance. Visit his website: www.chartcourse.com

advantage
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business navigation
Business Navigation, continued from page 54 Evaluate and Improve Continuously

Someone said, “If you don’t know where you are going, any
The Sony Corporation fosters the exchange of ideas within road will lead you there.” The evaluation and improvement
departments by sponsoring an annual Idea Exposition, during process must include important indicators such as turnover,
which scientists and engineers display projects and ideas they employee attitudes, and how well managers are taking care of
are working on. Open only to Sony’s employees, this process employees.
creates a healthy climate of innovation and engages all those La Rosa’s is a chain of Italian restaurants in Ohio with over
who participate. 5,000 employees. The company conducts an employee satisfac-
Develop the Potential of Individuals tion survey once a year, which measures employees’ feelings
Many people rate educational and training opportunities as about pay and benefits, care and recognition, etc. Additionally,
‘just as important’ as the money they make. In a study by all employees evaluate their bosses twice a year using an
Linkage, Inc. more than 40 percent of the respondents said Internal Customer Satisfaction Index (ICSI). The ICSI has
they would consider leaving their present employer for another only four questions and asks the employees to give their man-
job with the same benefits if that job provided better career agers a letter grade from A to D in four different categories.
development and greater challenges. Any grade lower than a B requires additional comments.
Deloitte is listed as one of the ‘Top 100 Best Places to
Work.’ They discovered several years ago they were losing tal- Here is a checklist of items that should be included
ented people to other companies. They conducted exit surveys in your process.
and found 70 percent of those employees who left to take new • Conduct exit interviews on the real reasons people leave
jobs and careers outside the company could have found the your organization.
same jobs and careers within Deloitte. • Ask employees who have been with your business longer
As a result they created Deloitte Career Connections, an than five years why they stay with you.
intranet-based development and career coaching program for • Ask new employees what attracted them to your business.
all employees. During the first week of implementation, over • Evaluate which departments have better/worse retention
2,000 employees took advantage of the program. rates than others.
Not only does the program provide new job and • Create a retention plan for those key individuals that have
mentoring opportunities, but Career Connections offers a the greatest impact on profitability and productivity.
host of career development tools such as self-assessments,
tools to develop resumes, and articles on various job seeking Visit our website, www.highretention.com, to sign up for a
strategies within the company. free 7-lesson course on employee retention. PDJ

stories
microtrigger stories
editors notebook
Have You Experienced

These Kinds of Triggers?
Holiday Cheer He Loves Me…He Loves Me Not
“ During the holiday season, a co-worker and I

ventured to partake in office festivities and attend the
company holiday party. Feeling the holiday spirit,
“ My husband and I decided to purchase a
timeshare in Mexico last month. We had a wonderful
time visiting the beautiful property, not to mention
we decided to use the time to get better acquainted enjoying the amenities. On the day we completed
with others in the office. We were having a great the paperwork, my husband magically became a ‘real
time bonding with everyone until one person in estate guru’, leading the conversation with the agent
particular, a vice president no less, kept looking past and continuously cutting me off. Needless to say, it
us and reviewing his watch during the conversation. was not a pleasant trip back home to the states.” PDJ
We both agreed that we’ve never felt so insignificant
(personally or professionally).”
MicroTrigger® Workshop
Interested in learning more about MicroTriggers in the workplace,
and the effect MicroTriggers have on morale and productivity for you,
your team members, and your organization?
Register today for MicroTriggers…Subtle Behaviors that have a BIG Impact

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• Identify your personal MicroTriggers
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last word
NextGen Practice vs. Best Practice in

Diversity Recruitment and Retention
By Marie Y. Philippe, PhD
Corporate Vice President, Culture and Organizational Effectiveness
O
The Lifetime Healthcare Companies
ONCE UPON A TIME, 2. Link long-term business success to Leadership Diversity.

companies with the largest The correlation between Leadership Diversity and
advertising budgets, the successful business has put more pens to paper than most
most frequent presence on diversity practitioners care to read.*
campus, the access to ex- Many of the organizations most often awarded for
clusive headhunting shops, their diversity initiatives have yet to demonstrate true
or the glitziest fanfare appealed to the most talented indi- inclusion commitment through the representation in
viduals of diverse background in search of a truly inclu- the top echelons of their leadership or their boardroom.
sive haven. Over time, these individuals and others who Demonstrating the link between diversity and organiza-
followed in their footsteps came to realize that: tional success is sure to attract and retain those who
1. All that glitters is not really gold, and recognize a true inclusion haven.
2. Every organization seems to say the same things 3. Create value propositions that are individually or
and use the same tactics. culturally relevant.
As more organizations engage in traditional best Best practice dictates that the primary premise is to
practices, differentiating factors become minimized, and sell employees (or employees-to-be) on the value proposi-
an increasing need for the next generation of Best tion the firm offers. Although well intended, many of
Practice emerges. these value propositions are one-size-fits-all.
For the diversity practitioners who have collaborated What is suggested for the next generation of Best
with the experts in human resources recruitment and Practice is that the value proposition be crafted jointly
retention, there have been some rays of hope. These rays so its relevance is grounded in who the employee is,
can be summarized in three key points: making it individually and/or culturally relevant, because
1. Make non-traditional talent growth a incorrect assumptions are often made about an individual’s
strategic priority. goals or desires.
“Growing” talent in the best practice sense essentially EVENTUALLY, all new ideas launched by early
means cultivating the best and brightest college-educated adopters become best practice for all and the novelty
talent by offering attractive internships and appealing vanishes. There is no magic bullet in the recruitment or
salaries, then promoting them from within; or stealing retention business and only outcomes will tell if indeed
talent from the competition and reshaping them through what is emerging as the next generation of Best Practice
various in-house programs. in these areas will meet the test of time. PDJ
The new thinking suggests deliberately starting at the
root: spread the seeds early, nurture over time, and gather
the crop. The implication is for companies to start invest- *Among notable pieces are those by Dr. Mark D. Winston from Rutgers
ing at the high school and trade school levels (even earlier University in the U.S. and by Probal Dutta in Bangladesh. Both explain with
a high degree of science the evidence found, whether in academia or in a
if possible, and not necessarily only in their geographic commercial institution. Those with further interest can also research related
backyards), offering development programs to create a publications on these correlation factors by the Glass Ceiling Commission.
bond with the organization, embedding language needs as
an important consideration, developing important roles Marie Y. Philippe, PhD is well known for
with in-job training, putting emphasis on aptitude and at- her leadership contribution in corporate culture
titude, and holding hands through college years whenever transformation through strategic diversity initiatives
necessary before embarking on the traditional path of and organizational change management. She can be
talent management. reached at marie.philippe@lifethc.com.

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Profiles in Diversity Journal - Jan/Feb 2009

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Also Featuring … Front-Runner Allen Thomas of Deloitte • Perspectives • Catalyst Report

Better health care, thanks to you.

2009. Amazing times, indeed.

Ford Motor Company Waste Management, Inc.

Hallmark Cards, Inc. WellPoint, Inc. eleven

Ivy Planning Group, LLC

Profiles in Diversity Journal asked a simple

In the 1960s, Allen Thomas was a young black

25 Influential African Americans in Business

4 Pro f i les i n D i ve rsit y Journal January/February 2009

2 Diversity Leader Award 2

6 Momentum Diversity Who, What, Where and When

58 MicroTriggers L earn about the

Yearwood Casey Harrington Davis Philippe Verdigets Smith

12 From My Perspective by David Casey, WellPoint, Inc.

14 Viewpoint by Melanie Harrington, AIMD

16 My Turn by Shirley A. Davis, PhD, SHRM

32 Human Capital by Felix Verdigets, PhD

60 Last Word by Marie Y. Philippe, PhD

Roberts Elected Corporate VP Ferguson Named Vp Of Human Mandel Appointed Coo of

6 Pro f i les i n D i ve rsit y Journal January/February 2009

8 Pro f i les i n D i ve rsit y Journal January/February 2009

At Vanguard, we know diversity is more than just labels or

Vanguard is an Equal Opportunity Employer.

10 Pro f i les i n D i ve rsit y Journal January/February 2009

Table 1: Differences Between Flexibility and Work-Life Effectiveness

Flexibility as Typically Practiced Work-Life Effectiveness

 ocuses on the short-term—how to respond to

Focuses on individual work solutions. Focuses on team solutions and coordination.

Is an accommodation for the few. Is a tool for all employees.

 ncourages managers and employees to develop

Values time spent. Values results and effectiveness.

 egards employee needs, interests, and concerns

 ocuses on managing for strong performance and

Founded in 1962, Catalyst is the leading nonprofit membership

Prof iles in Div er s it y Jou r na l January/February 2009 11

So, What’s It Really Like to Work Here?

12 Pro f i les i n Di ve rsit y Journal January/February 2009

Our people are as diverse as their ideas.

Prof iles in Div er s it y Jou r na l January/February 2009 13

What is Your Diversity Management

We are headed As tempting as it may be to focus solely on the short-

“ morph and adjust

14 Pro f i les i n Di ve rsit y Journal January/February 2009

At Verizon, we’re changing the way the world lives, works

Careers For Everything You Are

What Keeps Diversity

16 Pro f i les i n Di ve rsit y Journal January/February 2009

Shirley A. Davis, PhD, is Director of Diversity and Inclusion

Prof iles in Div er s it y Jou r na l January/February 2009 17

”If you had the opportunity for a one-on-one meeting

HHHHHHHHHHHHHHHHHH Prof iles in Div er s it y Jou r na l January/February 2009 19

HHHHHHHHHHHHHHHHHH Prof iles in Div er s it y Jou r na l January/February 2009 21

Tara Jaye Morrow and Editorial

HHHHHHHHHHHHHHHHHH Prof iles in Div er s it y Jou r na l January/February 2009 23

We champion diversity as a business imperative to help drive innovation.

© Eastman Kodak Company, 2008

Chief Diversity Officer

Joining Deloitte in 1982, Thomas intended to stay

GLOBAL / MARKET / INDUSTRY ISSUES

Prof iles in Div er s it y Jou r na l January/February 2009 25

26 Pro f i les i n Di ve rsit y Journal January/February 2009

58 MicroTriggers L earn about the

12 From My Perspective by David Casey, WellPoint, Inc.

14 Viewpoint by Melanie Harrington, AIMD

ocuses on the short-term—how to respond to

ncourages managers and employees to develop

egards employee needs, interests, and concerns

ocuses on managing for strong performance and