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Volume 11, Number 2 March / April 2009

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March / April 2009 • VOLUME 11 NUMBER 2

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Thought Leaders
Expert Thoughts on Diversity

4OLEARNMOREABOUTHOWYOUCANGETUPTOAMONTHWHILEMAJORINGINENGINEERINGOR Special Features

ARCHITECTUREINTHE#IVIL%NGINEER#OLLEGIATE0ROGRAM#%# GOTOMYNAVYMYFUTURECOM Global Diversity and Inclusion
© 2008. Paid for by the U.S. Navy. All rights reserved.
Surviving the Economy
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notebook
editor’s notebook
editors notebook

It’s James R. Rector

PUBLISHER

THE ECONOMY Cheri Morabito

EDITOR / CREATIVE DIRECTOR

Damian Johnson

W
MARKETING DIRECTOR

Laurel L. Fumic
CONTRIBUTING EDITOR
Well, the first quarter of 2009 is behind us. Depending upon
which expert is currently giving an opinion, our economy is either still in a down- Alina Dunaeva
O verseas C orrespondent
ward spiral, or has already hit bottom and will be starting to recover. Soon.
Jason Bice
WEB MASTER
Whatever the real picture, THE ECONOMY (literally writ large) looms over
us, and we all have our own reality of how we are affected. Budgets are being cut; C ontributing W riters

employees are being furloughed, and everyone is cautious about spending money. David Casey
Shirley A. Davis, Ph.D.
We have heard from many of our readers who are unable to travel to seminars or Melanie Harrington
Craig Storti
conventions this year because of the economy. Because it’s important to keep Carlton Yearwood
up with the latest trends and best practices, we have started a new feature called
Thought Leaders. Here you will find brief articles written by diversity experts that
LETTERS TO THE EDITOR
will keep you informed on what is current in the field, even if you are confined to
Commentaries or questions should be
your desk for the near future.
addressed to: Profiles in Diversity Journal,
P.O. Box 45605, Cleveland, OH 44145-0605.
We’ve also heard the concern that Diversity and Inclusion programs will be
All correspondence should include author’s
cut back, due to the economy. We all know how important a diverse full name, address, e-mail and phone number.
workforce is to the bottom line, and we believe that D&I continues to be a
justifiable business strategy. Learn what others are doing as they grapple with DISPLAY ADVERTISING

the economy, starting on page 56. Profiles in Diversity Journal

Gemini Towers #1
The economy is not just a national issue—it is affecting businesses around 1991 Crocker Road, Suite 320
the world, and is especially important to those companies who have a global pres- Westlake, OH 44145
ence. Starting on page 28, read what Cisco and Royal Dutch Shell have learned by Tel: 440.892.0444
their experiences with diversity in the global market. Fax: 440.892.0737
profiles@diversityjournal.com
On a less gloomy note, our own Damian Johnson had the privilege to
exclusively interview the four Vice Admirals who grace our cover. Their personal SUBSCRIPTIONS

stories are a testament to the Navy’s commitment to diversity. U.S. $49.95 one year / $89.95 two years;
in Canada, add $15 per year for postage.
We also want you to see the leaders of the 35 companies that have shared their Other foreign orders add $20 per year.
U.S. funds only. Subscriptions can be ordered
insight and stories in the pages of this magazine in the past year. The details behind
at: www.diversityjournal.com or call
the Diversity Leaders of 2008 start on page 31. Finally, don’t miss the Perspectives
customer service at 800.573.2867 from
from our regular columnists and departments. 8:00 a.m. to 5:00 p.m. EST.

So, put on a nametag, sit back, and read this issue—and pretend you are not SUBMISSIONS
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Photos & Artwork:
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2 Pro f i les i n D i ve rsit y Journal March/April 2009

features
contents
table of contents
Volume 11 • Number 2
March / April 2009

18 On the Cover
Navy Leadership
2009 is a unique year in the history of the United States Navy.
For the first time in its history, there are four black Vice
Admirals (VADMs) and we have their exclusive interviews.
18
Special Reports
28 Global Diversity & Inclusion
G
 lobal Diversity & Inclusion is critically important in today’s 28 G l o b a l
business operations and practices.

31
31
Diversity Leaders 2008 DiversityLeader
W
 ho’s Who behind the companies and businesses that Award2008
shared their stories and advice in 2008.

46 Thought Leaders
 ith travel to seminars and conventions being curtailed,
W
Profiles in Diversity Journal is bringing the diversity
46 thoughtleaders
thought leaders to you.

56
56 E C ONOM Y
Surviving the Economy
 any organizations are grappling with the challenges of our
M
troubled economy. That said, we believe that Diversity and
Inclusion continues to be a justifiable business strategy.

perspectives DEPARTMENTS
10 Culture Matters by Craig Storti 6 Momentum
Diversity Who, What,
12 From My Perspective by David Casey, WellPoint, Inc. Where and When

14 My Turn by Shirley A. Davis, PhD, SHRM 8 Catalyst 

The 2009 Catalyst Award
16 Thoughts Through the Office Door …
by Carlton Yearwood, The Yearwood Group
62
MicroTriggers
More Triggers from
Janet Crenshaw Smith
64 Viewpoint by Melanie Harrington, AIMD

Storti Casey Davis Yearwood Harrington

4 Pro f i les i n D i ve rsit y Journal March/April 2009

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 Prof iles
Vanguard in Div
Group, Inc. er
All srights
it y Jou r na l
reserved. March/April 2009 5
momentum
momentum
Stryker Appoints McDonald VP,
Corporate Social Responsibility
KALAMAZOO,
Michigan—Stryker
has announced
the appoint-
ment of Mary
Anne McDonald
to the role of
McDonald
Vice President,
Corporate Social Responsibility. In
this role, McDonald will serve as the
focal point for the Company’s efforts
related to social responsibility, envi-
ronmental sustainability and corpo-
rate citizenship.
McDonald joined Stryker in July
2005 as Chief Legal Counsel for the
Stryker Orthopaedics division. Prior
to joining Stryker, McDonald was the
Vice President and General Counsel
for Henry Kessler Foundation and the
Kessler Rehabilitation Corporation
(a provider of inpatient and outpa-
tient rehabilitation services), where
her duties included strategic plan-
ning, compliance, risk management
and legal matters. Before working
for Kessler, McDonald was a cor-
porate and business partner at
the Gibbons Del Deo law firm in
Newark, where her practice focused
on healthcare law matters.
American Red Cross Appoints
Lowe as SVP, Communications
WASHINGTON—The American
Red Cross has announced that Roger
K. Lowe, who has nearly 30 years of
experience as a reporter and public
affairs consultant, is joining the orga-
nization as its Senior Vice President
of Communications.
Lowe comes to Red Cross from
the public affairs firm of APCO
Worldwide, where he provided stra-
tegic communications counsel to cor-
6 Pro f i les i n D i ve rsit y Journal
who…what…where…when
porate and non-profit clients. Prior to
APCO, Lowe directed public affairs
for the D.C. office of Porter Novelli,
where his clients included the
Business Roundtable. Before enter-
ing the PR world, he spent 21 years
as a bureau chief and reporter for
Ohio newspapers, including nearly 15
years with The Columbus Dispatch
covering federal and state government
affairs, legal issues and politics, and
writing a weekly column.
Lowe will focus on telling the Red
Cross story in a clear and compelling
manner and getting that story into
the 24/7 news cycle. He will continue
to expand their presence on the web
and social networking channels, and
will work to revitalize the brand with
the public and Red Cross employees
and volunteers.
New York Life’s Davenport
Elected President of Agents
Advisory Council
NEW ORLEANS
—New York
Life Insurance
Company an-
nounced that
Kathy Davenport
has been elected
Davenport
president of the
company’s Agents Advisory Council
(AAC), the group of New York Life
agents that present agent viewpoints
and issues to the company’s executive
management.
Davenport, a New York Life
agent serving the New Orleans area
for more than 20 years, is the first
woman president of the AAC. The
AAC meets twice yearly to discuss
issues of concern to agents with
New York Life’s Chairman and
senior executives.
March/April 2009
“As president of the AAC, Kathy is
the voice of the agents putting forth
their ideas to the company’s top deci-
sion makers. New York Life agents
value this organized council and it
is a testament to Kathy’s talent and
skill to be elected to such a position,”
said Mary Dean, VP of New York
Life Insurance Company’s Women’s
Market Division.
Winston & Strawn Names New
Diversity Committee Co-Chair
NEW YORK—
Winston & Strawn
LLP has named
New York partner
David Mollón
co-chair of the
firm’s Diversity
Mollón
Committee. He
focuses his practice in complex
commercial litigation with a
particular emphasis in financial
services litigation.
“Winston & Strawn has a long-
standing commitment to diversity,
and David has demonstrated his
initiative to furthering our firm’s
Diversity Charter,” said Thomas
Fitzgerald, managing partner for
the firm.
Winston & Strawn’s Diversity
Committee is comprised of 27 at-
torneys, including Fitzgerald and
other members of the Executive
Committee, as well as attorneys in
charge of recruiting, hiring, profes-
sional development and business
development. The Committee drafted
a Diversity Charter, formally adopted
in 2002, outlining its mission, com-
mitment and responsibility in achiev-
ing greater diversity. Amanda Groves,
a litigation partner in the firm’s San
Francisco office, is the committee’s
other co-chair. PDJ
Thanks to you,
Matthew is enjoying the benefits of coverage from a company that
supports him and his life partner.

At WellPoint, we are addressing tomorrow’s health care issues today. In providing

domestic partner benefits to our associates, we are strengthening our commitment
to bridge the gap between the insured and uninsured in the LGBT community.

In partnership with our LGBT Associate Resource Group, ANGLE (Associate

Network for Gay and Lesbian Equality), we are creating an inclusive work
environment that supports diversity of all kinds, including sexual orientation and
gender identity. 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.

Visit us online at wellpoint.com/careers and wellpoint.com/diversity
Contact us at diversityrecruiting@wellpoint.com

EOE ® Registered Trademark, WellPoint, Inc. © 2009 WellPoint, Inc. All Rights Reserved
® Registered Trademark, DiversityInc Media LLC
 www.catalyst.org
The 2009 Catalyst Award
Honoring Exceptional Initiatives from Companies and Firms
that Support and Advance Women in Business
T
By Catalyst
The Catalyst Award annually honors innovative approaches
with proven results taken by organizations to address the recruit-
ment, development, and advancement of all managerial women,
including women of color. Catalyst’s rigorous, year-long examination
of initiatives and their measurable results culminates in intensive
on-site reviews at finalist organizations. By celebrating successful
initiatives, Catalyst provides organizations with replicable models
to help them create initiatives that are good for women and good
for business.
According to Ilene H. Lang, President & Chief Executive Officer
of Catalyst, “The Catalyst Award serves as a call to action and il-
lustrates the strong business case supporting women’s advancement
to leadership regionally and globally. During challenging economic
times, these initiatives demonstrate that business can benefit from
fresh thinking and commitment to making women in the workplace
a top priority.”
On March 31, 2009, we presented the Catalyst Award to four
very different initiatives at the Catalyst Awards Dinner at the
Waldorf=Astoria in New York. More than 1,600 business leaders at-
tended the celebration of women in business, which was chaired by
Irene B. Rosenfeld, Chairman & CEO of Kraft Foods Inc.
Baxter International Inc.: Building Talent Edge
Baxter’s Asia Pacific operations developed Building Talent Edge
as a talent management initiative to cultivate a more effective, di-
verse, and sustainable organization built for growth and maximized
opportunities. The initiative strives to develop a 50/50 gender bal-
ance across management-level and critical positions throughout 14
countries in the region. Although Baxter aimed to reach its target by
2010, its goal was achieved two years ahead of plan through robust
recruitment and development strategies together with strong commu-
nication and accountability. Women in management and executive
positions increased from 31 percent in 2004 to 50 percent in 2008,
and four out of 16 general managers are women. Approximately 30
to 70 percent of management and executive positions in each of the
14 respective countries are held by women.
CH2M HILL: Constructing Pathways for Women
Through Inclusion
CH2M HILL’s initiative, Constructing Pathways for Women
Through Inclusion, utilizes the company’s long-standing inclusive
workplace to accelerate women’s advancement. In the traditionally
male-dominated industry of engineering and construction, CH2M
HILL provides a model for leveraging women employees to achieve
business success. Since the initiative’s launch in 2003, women’s rep-
resentation in senior leadership positions—as business unit heads,
8 Pro f i les i n D i ve rsit y Journal March/April 2009
geographic region leaders, and top managers—has increased from
2.9 percent to 18.0 percent, and women of color lead two of the
company’s 13 geographic regions. The percentage of women project
managers has also increased from 20.5 percent in 2005 to 30.3
percent in 2008.
Gibbons P.C.: The Women’s Initiative: Driving Success
Through Diversity Investment
Gibbons’ initiative, The Women’s Initiative: Driving Success
Through Diversity Investment, has contributed to, and continues to
support, a workplace culture that is flexible, innovative, engaging,
and inclusive. It is embedded in the firm’s business development
strategy and has become critical to its branding in the marketplace.
In 2007, The Women’s Initiative generated more than 6 percent of
the firm’s annual revenue. Women currently hold 21.1 percent of
equity director positions, and the number of women directors overall
increased from 13 percent in 1997 to 19 percent in 2008. Women of
color directors increased from zero to 4.1 percent in the same time-
frame. Women also chair three of the firm’s nine practice groups.
KPMG LLP: Great Place to Build a Career
KPMG’s initiative, Great Place to Build a Career, is a compre-
hensive set of programs, resources, and benefits that has transformed
the firm into an inclusive employer of choice which partners and
employees, including women and people of color, consider a great
place to work. In 2008, women comprised 18.2 percent of partners,
up from 12.9 percent in 2003. Also, women of color represented
10.2 percent of managing directors, directors, senior managers,
and managers, up from 5.7 percent in 2003. Turnover among both
women and men has decreased over the course of the initiative,
dropping 36.3 percent for women and 24.5 percent for men between
2003 and 2008.
Organizations around the world self-nominate
for the annual Catalyst Award. To download the application, visit
http://www.catalyst.org/page/71/apply-for-the-catalyst-award. 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 www.catalyst.org to learn more about
our work and download Catalyst reports. Visit www.catalyst.
org/page/82/catalyst-e-newsletters to begin receiving Catalyst
C-News, our monthly e-newsletter.
 7"

CHEVRON, the CHEVRON HALLMARK and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. ©2009 Chevron Corporation. All rights reserved.

When we’re all equals,

things really start to add up.

The power of equality and partnership is the power

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it’s the reason we promote fairness in the workplace.
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Prof iles in Div er s it y Jou r na l March/April 2009 9

JOB#: CVX-ARC-M76212
DESCRIPTION: When we're all equals...
 culture matters

I Assume You Understand…

By Craig Storti

W
Welcome to the inaugu-
ral column of “Culture
Matters,” your bi-month-
ly source of updates on,
information about, and
analyses of all things cul-
tural. Whether you travel around the world or never leave
your cubicle, in today’s workplace chances are your clients,
your customers, your colleagues, your suppliers, your vendors,
your partners, or some of your virtual team members are
people from, or living in, another country.
“Not really,” you say? “We’re a domestic company, and
everybody I work with sits right down the hall.”
Fine. Mind if we take a look? According to the U.S. Census
Bureau, 1 in every 8 of those folks down the hall comes
from outside the U.S. According to the Labor Department,
1 in every 6 Americans in the workforce is from outside
the U.S. And 1 in every 5 Americans comes from a bi-cultural
home (where at least one parent is not from the U.S.). It’s a
multi-cultural world out there, more so every day, and to suc-
ceed in it it’s not enough to understand just your own culture
and only people like you.
This is the first of a three-part look at India, which is
in turn the beginning of a series of columns on the so-called
BRIC countries: Brazil, Russia, India, and China. What’s so
important about the BRIC quartet? Because for a number of
reasons, these four countries are in almost everyone’s future.
Whether it’s to tap into their potential market (India and
China contain one-third of the people on the planet), buy
their natural resources (Brazil’s minerals, Russia’s natural gas),
or make use of their skilled and affordable labor, the world is
going to be paying more and more attention to BRIC in the
years just ahead, and if you’re going to play in this arena, you
need to understand these cultures.
So take a minute to study the following exchange
between the American Carl and the Indian Radha:
CARL: Well, I think that’s everything, Radha.
Thanks for staying late over there.
RADHA: You’re welcome. I was just wondering, before
you go, about the completion date on that
accounting test.
CARL: Sure. I think that was in an email I sent you.
Let me check my sent mail.
RADHA: I believe you mentioned the end of May.
CARL: Here it is. Right: the end of May.
RADHA: I see. That’s still good for you, I guess?
CARL: Yes. It’s fine.
RADHA: Anyway, we’ll have updates every week, right?
CARL: If you’d like.
RADHA: That might be a good idea.
Now you may be one of those savvy Americans who’s fa-
miliar with Indian culture and sees immediately what’s going
on here, but a lot of Americans, with limited experience of
India, will not have understood this exchange, although they
will think they have. And therein lies trouble.
Many of the Carls of the world would leave this conversa-
tion assuming that Radha is on schedule and that everything
is going to be ready at the end of May. In fact, Radha has been
saying throughout this exchange that she’s running behind
and needs more time. And she assumes, of course, that Carl
understands this and will be giving her an extension. So just
to recap: Carl assumes he’s understood Radha, but he has not,
and Radha assumes Carl has understood her. Come the end
of May, there’s going to be some serious unpleasantness when
Carl is very surprised (at best) that Radha is behind schedule,
and Radha is amazed that Carl didn’t know this.
We’ll decode this exchange in a moment, but just imag-
ine an innocent misunderstanding like this occurring several
times a day between Americans and Indians who work to-
gether. It would not be long before trust broke down, recrimi-
nations started flying, and coworkers wanted nothing more to
do with each other. This is in fact the price a lot of American
companies and their Indian partners pay every day because of
a mutual lack of cultural understanding.
So where did Carl go wrong? Carl’s basic mistake (and
it’s not his fault) is that he interpreted Radha’s words from
an American point of view, but Radha, of course, is not an
American, and her words reflect and need to be interpreted
from an Indian point of view. In Indian culture, “I was just
wondering” can often mean “We’ve got a problem,” and
another Indian would know this. To Carl, “I was just

10 Pro f i les i n Di ve rsit y Journal March/April 2009

 “ Imagine an innocent misunderstanding…
occurring several times a day between
Americans and Indians who work together.
”
wondering” means something like “Remind me again of what we
agreed to.” So we’re already off to a bad start.
Things get worse when Carl starts scrolling through his emails
for the completion date and before he finds what he’s looking for,
WATCH YOUR LANGUAGE
Radha says “I believe you mentioned the end of May.” In other Indians and Americans both speak English, but
words, Radha knows very well what the completion date is and some Indians may not be familiar with some typi-
what she’s really “wondering” is how she can possibly meet the cal American colloquialisms. When you use these
date. And she assumes when she makes this clear (by her lights), expressions, many Indians will not understand
now Carl will understand and offer her more time. Carl doesn’t, of you and, more to the point, may not ask you what
course (because this isn’t how an American says he/she needs more you mean; they may just guess. If you don’t want
time), and he simply repeats “Here it is. Right: the end of May.” Indians guessing, do yourself a favor and don’t talk
Now Radha tries a new approach—That’s still good for you, like this:
I guess?—a rhetorical question which in Indian culture is often
a polite way of saying “It’s not good for me.” Once again Radha They threw us a curve.
assumes Carl understands what she’s saying, and Carl likewise
assumes he understands (that this is a question, not a polite state- We’re bending over backwards.
ment) and he simply answers it: “It’s fine”. That’ll never fly.
There’s more trouble at the end of the exchange, but we’ve He doesn’t have a prayer.
seen enough to make our point: When people from two different
Give me a ballpark figure.
cultures work together and do not know much about each other’s
culture, they are bound to make the kind of innocent, honest There’s light at the end of the tunnel.
misinterpretations—legitimate mistakes—like those illustrated
They’re getting cold feet.
here. The culprit in this instance was differences in communica-
tion style between generally more indirect, “polite” Indians and That’s a real can of worms.
generally more direct, “to the point” North Americans. If each Give me a break!
speaker had been a little more clued in to differences like these,
they might have avoided this misunderstanding and the unfortu-
nate consequences it can sometimes lead to.
We’ll look at a number of other common flashpoints in the
U.S./India cultural divide in our next two columns and offer some
suggestions for how people on both sides can avoid them and work Craig Storti, a consultant and trainer in the field of intercul-
more effectively together. PDJ tural communications, is the author of seven books. His latest,
Speaking of India, describes the common cultural flashpoints
when Indians work together with North Americans and western
Europeans. He can be contacted at: craig@craigstorti.com

Prof iles in Div er s it y Jou r na l March/April 2009 11

 from my perspective…
How Do We Think About Thinking?
By David Casey
W
Chief Diversity Officer and Vice President, Workplace Culture
WellPoint, Inc.
What do a young
White woman with pig-
tails and overalls and
a 6'7" Black man have in
common? Both have made
me stop to think about how
and why I assumed things
about them that turned out
to be untrue—what many
would refer to as stereotyping. Did I just admit that I, a diversity
practitioner, stereotype? Absolutely. But I know I am not the kind
of person who consciously buys into rote societal stereotypes.
Instead, I believe I was doing what Malcolm Gladwell (author
of Blink—The Power of Thinking Without Thinking) refers to as
“thin-slicing” or what has been defined by a Harvard study as
“implicit association.” I am not qualified in psychology, but I will
share two true and very real experiences, and the thoughts I had
about two distinctly different individuals.
The first involves a recent plane trip, during which a young
White female, in overalls and pig-tails, sat next to me. I immedi-
ately assumed she would be uneasy sitting next to a Black man,
because her appearance led me to believe she was probably from
a small rural town and had not come in direct contact with too
many people of color in her relatively short lifetime. Now she had
to share an armrest with me for two hours! I actually expected her
to request a different seat once we took to the air.
Well, that didn’t happen. Instead, we had a very rich
and insightful conversation that made me look at this young
woman differently. She was indeed from a small town
in which there are no people of color. However, this fact sparked
an interest in broadening her perspective, rather than serving as
a barrier to her developing a culturally inclusive worldview. She
had just returned from a missions trip to Africa and had devel-
oped a romantic interest in a fellow missionary, who happened
to be African American. We had an interesting conversation on
the challenges she faced as a result of that relationship—with her
family, friends, and a community who did not share her same ap-
preciation for different cultures and ethnicities. I was saddened as
I thought about my potential loss of getting to meet such a pro-
found intellectual due to no other reason than the assumptions I
made about who she might be based on how she looked.
So, what about the 6'7" Black man? He and I were talking
about college life and experiences. When he told me the name
of his alma mater I asked, without delay, “So what was it like to
play basketball there?” From the look on his face, I may as well
have asked how many children he had out of wedlock or what
brand of fried chicken he liked the best. To him, my assumption
12 Pro f i les i n Di ve rsit y Journal March/April 2009
that he played basketball was just as offensive, especially coming
from a fellow African American. Of course I know better than to
think every 6'7" Black man who goes to college plays basketball,
but why did my mind go there in the first place? At 6'3" myself, I
get asked that question frequently—and I did not play basketball
in college!
What I realized had happened was that in the absence of in-
formation, I made up details to fill in the blanks. This tendency
is a natural human instinct steeped in the need for survival and
self-preservation. Upon seeing both of these human beings, my
mind took only a fraction of a second to draw upon the uncon-
scious and prepare me to react to each in ways that I deemed
appropriate. For example, in the case of the White female, I was
prepared for the inevitable discomfort that our proximity would
cause her, based on several negative experiences I had in the past
with people who looked like her and did not readily embrace
diversity (I’m putting that mildly!). In the case of the Black man,
I prepared to explore what I assumed would be an automatic
connection we would have as athletes, influenced by his physical
stature alone.
One of the critical mistakes we make in trying to understand
the multitude of diversity dynamics in our lives is to jump too
quickly to “fixing” the problem without understanding the root
cause or asking ourselves, why? We’re quick to beat ourselves (or
others) up for stereotyping without acknowledging the human in-
stincts that cause us to associate characteristics with people before
we know all of the details. This is in no way an endorsement for
rampant excuses of discriminatory behavior; in fact it’s just the
opposite—it’s a call to awareness.
Attorney General Eric Holder recently said that we are a
nation of cowards for not talking enough about racial tensions;
I agree. However, I don’t believe it’s because we don’t want to.
I think it’s because we are not well-equipped to have meaning-
ful and productive dialogue. I can (and just did!) openly admit
that even though I do this work for a living, there are still
“things” deep in my psyche that sometimes cause me to make
incorrect assumptions about others. I may never get rid of those
“things,” but if I am aware that they are there, I will continue
to have more opportunities to have insightful conversations
with White missionaries in pig-tails and 6'7" Black men with
two left feet. PDJ
David Casey is a native of Indianapolis, Indiana having
graduated with honors from Indiana Wesleyan University with
a BS in Business Administration. He brings over 20 years of
experience in talent management and strategic diversity
management to his role at WellPoint.
HAVE IT YOUR WAY®
www.bk.com
 my turn
What Keeps Diversity
Professionals Up at Night?
By Shirley A. Davis, PhD
A
Director of Diversity and Inclusion Initiatives
Society for Human Resource Management
As the old saying goes,
“all good things come to
an end.” In this, the last
installment of the series
“What Keeps Diversity
Professionals Up at Night,” I focus on the subject of legal risks
and reputational damage. Over the past year, I’ve outlined a
total of ten things that keep diversity professionals up at night. I
deliberately positioned this article to conclude my series because
of the obvious…if all of the other challenges mentioned in
previous articles are addressed and effectively implemented, it
minimizes the exposure to litigation and, thus, the reputational
damage that follows is decreased.
Until a few years ago, diversity in the workplace was pri-
marily defined by race and gender. However, today diversity is
recognized as the collective mixture of differences and similari-
ties, such as individual and organizational characteristics, values,
beliefs, experiences, backgrounds, preferences, and behaviors.
This includes the obvious: race, gender, national origin, sex-
ual orientation, age, religion and ethnicity. But it also includes
the less obvious characteristics such as family status, military ex-
perience, disabilities, socio-economic status, language, thinking
styles, education, and much more. This is important, since the
Bureau of Labor Statistics estimates that women, immigrants,
and people of color now make up 70 percent of new entrants
to the workforce.
However, with this shift in talent pool demographics, far too
many companies still don’t fully embrace diversity and inclu-
sion in their sourcing, recruitment, development, engagement,
and retention strategies, policies, and most importantly, their
practices. Often, there’s a disconnect between the company’s
policy statements and their actual practices. Take, for example,
the number of organizations that continue to appear on ‘best
practice’ lists—for diversity, for working women, for Hispanics,
for African Americans, etc.—that still experience a tremendous
amount of employee disengagement, attrition, dissatisfaction,
and complaints. It becomes more obvious why this issue keeps
diversity professionals up at night when we look at the number
of lawsuits, settlements, and complaints filed and/or settled each
year by the EEOC.
14 Pro f i les i n Di ve rsit y Journal March/April 2009
(part 6)
As recently as March 2008, the EEOC released a report that
revealed that, over the previous 10 years (1997-2007), major
race and gender discrimination lawsuits cost U.S. corpora-
tions $2.3 billion in settlements alone. According to that same
EEOC annual report, in FY2007, there were almost 83,000
claims filed, with:
• Over 40,000 race-, gender-, and retaliation-related;
• 19,103 age discrimination claims;
• 17,734 disability discrimination charge filings;
• 2,880 religion-based discrimination charge filings.
Lawsuits are time consuming, embarrassing, and a huge
distraction to executive/senior leadership. They can be expensive
in settlement costs, inside- and outside-counsel fees, and can
bring a decline in stock price. They also have other impacts:
reputational damage; employee morale; employee productiv-
ity; turnover; customer acquisition and retention; and other
monetary liabilities. Additionally, settlements in the form of a
Consent Decree may also be intrusive. Plaintiffs’ attorneys may
request company files, document reviews, routine site visits,
and interviews with complainants—sometimes this goes on for
years. They involve required training and improvements to job
posting processes, recruiting, selection, performance manage-
ment, compensation, mentoring, career development, and suc-
cession planning.
The good news is that, while no one is immune to such
lawsuits, there is a lot that can be done to reduce the likelihood
of being a target and of having to make a major settlement. It
all boils down to creating a strategic diversity and inclusion
management plan that is integrated into the business strategy,
embraced by senior and middle management, properly commu-
nicated and effectively implemented across the organization.
For additional strategies and tips on how to minimize legal
risks and reputational damage, and how to build an effective
diversity strategy, refer to the previous articles in this series
“What Keeps Diversity Professionals Up at Night” or reach out
to me at sadavis@shrm.org. 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.
Some call it diversity.
To us, it’s a business plan.

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 thoughts through the office door…
A Defining Time
By Carlton Yearwood
T
Principal, The Yearwood Group
This is a time for clarity.
And for responsibly de-
fining issues and solutions,
isn’t it? We’ve now watched
an economic debacle grind
out daily doses of impos-
sibly bad news, unintelli-
gible political rhetoric, and
diminishing expectations. It’s easy to be transfixed by it all
much of the time, stunned and immobile as the next set of
pronouncements washes overhead like a roller at the beach. But
do remember that real, hard events are happening at home and
right next door. Aunt Millie’s in a mortgage mess. Friend Jake
and family are counting pennies as never before. Neighbor Joe
is scurrying to locate educational options for the family’s high-
school graduates.
Across business, too, many curious things are loose. For de-
cades we’ve lived only on one side of a work equation, the side
where people are employed and talent is scarce in the market.
Well, now the equation’s flipped, and we’re solidly immersed on
the other side. People aren’t employed and we’re awash in a rich
resource of a diverse population with great abilities. What to do?
This is a once-in-a-generation enrichment of the market, like
suddenly finding the gold mother lode at your feet.
Let’s be clear and unambiguous. There are concrete actions
to take, and they are distinctly different for individuals and for
business people. This is how we’re advising individuals and our
business clients right now.
If you’re an individual whose emotions and thoughts are all
rubbed raw by the current environment, shake it off, and be
sure to:
• Keep your head up, not down. Your personal contribution
to your company’s success is needed more today than ever
before. Come up with good ideas. Build a case for them. Be
identified and rewarded, and become an integral part of the
diverse team leading your organization to better days.
• Stay plugged in. Pay more attention to building solid, mean-
ingful relationships that enhance your personal and work
networks. If you are participating in a women’s or minority
network at your company, stay engaged. If you aren’t, by
all means get involved. And develop a personal strategy
that uses the right Internet sites to advance you visibly to the
right people.
16 Pro f i les i n Di ve rsit y Journal March/April 2009
• Refine your personal brand. Now is an excellent time
to soulfully reassess your attributes, goals and work be-
havior. What traits make you stand out among others?
How can you develop these in ways that leverage op-
portunity for you in today’s job market? Consider ways
to accentuate the positive things you know about your-
self. On the other hand, if you’re one of the challenged
people leading your company at this turbulent time in our
social history.
• Advance, don’t retrench. Be intellectually honest with
yourself about what it takes for tomorrow’s successful en-
terprise. Not hiding in the sand, for sure. Only companies
with the determination to move forward across a business
battleground now littered with defunct and ailing organiza-
tions will earn tomorrow’s profits and respect. A key asset
is unleashing the diverse latent talent in your organization.
Visibly identify, focus and reward these people already at your
company as new role models for a new time.
• Build up during the downturn. Now is the time to access the
great resource of human capital, before the equation changes
again to scarcity. You can never have too many good people,
and good people indeed are available. But even as there is an
abundance of talented, diverse people in the job marketplace,
the trick will be, first, finding exactly the right ones, and then
convincing them of your commitment and care.
• Cast a wide net. Look outside your usual boundaries for the
kind of diverse, resourceful people you’ll need to clear tomor-
row’s hurdles. Plug into the networks that take you outside
your industry or profession to find people with new insights,
perspectives and approaches. Welcome more expansive pa-
rameters in your recruiting searches, not those that tightly
limit your exposure to new sources of talent.
Now’s a time like no other to do those things that will truly
make a difference—personally and corporately—for you in the
coming decade. It’s advice we’re giving to others, and advice
we’re taking to heart ourselves. That it’s the right thing to do
should be as clear to you as it is clear to me. PDJ
With this column, we are welcoming Carlton Yearwood’s views
from his new perspective as principal of The Yearwood Group, a
management consultancy focused on leveraging market advantage
from people, diversity and inclusion. For more information on
their approach to changing behaviors and elevating expectations,
contact Carlton at theyearwoodgroup@yahoo.com.
 [ BANK OF THE WEST ]

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Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V © 2007 Bank of the West. Member FDIC.
Navy Leadership

Emphasizes Diversity
2009 is a unique year in the history of the United States Navy.
For the first time in their history, there are four black Vice Admirals (VADMs).
They are Commander, Naval Surface Forces/Commander, Naval Surface Force,
U.S. Pacific Fleet VADM Derwood C. Curtis; Naval Surgeon General VADM
Adam M. Robinson, Jr.; U.S. Second Fleet Commander VADM Mel Williams, Jr.;
and Naval Inspector General VADM Anthony L. Winns.
Profiles in Diversity Journal is privileged to have had the opportunity to interview
each VADM individually, and discuss the history and opportunities that the Navy
has provided them. We are honored to present to you our exclusive interviews
with these four amazing officers.
But first, an overview of the Navy in general, and its commitment to diversity
in particular…

GLOBAL / MARKET ISSUES As America’s demographic make-up shifts, the

The United States Navy has approximately 350,000
active duty and 125,000 reserve, operating 283
ships in active service and more than 3,700 aircraft.
It is the largest navy in the world with a battle fleet
tonnage greater than that of the next 13 largest
combined. The U.S. Navy also possesses the world’s
largest carrier fleet, with
11 in service and one
Organization Name: under construction.
United States Navy
How does the Navy define
Headquarters:
diversity?
Navy Pentagon, Washington, DC
Diversity is the inclusion of
Web site: www.navy.mil all the different character-
istics and attributes of indi-
Primary Business or Industry:
vidual Sailors and civilians that
Global Maritime/National Defense
enhance the mission readi-
ness and warfighting capabil-
ity of the Navy.
Are there unique oppor-
tunities in the Navy for
implementing diversity
programs?
Today, the number of citizens
who are eligible for military
service is smaller due to
numerous factors, including
disqualifying physical, medical,
and educational factors.
Navy, other services, and corporate America are
directly competing with each other for the top tal-
ent of our nation. Competition for talent will be
fierce and the winners will be organizations that fully
embrace diversity. Embracing diversity creates an
environment of excellence and continuous improve-
ment. This leads to continued mission success and
readiness by leveraging the differing perspectives of
our talented workforce.
LEADERSHIP
What mentoring programs does the
Navy implement?
Organizations establish mentoring programs for a
variety of reasons, but ultimately the goal is to help
an individual achieve the maximum potential they
can within the organization. The Surface Navy must
develop, implement, and instill a mentoring culture
within each Command where every Sailor has the
opportunity to achieve their maximum potential.
Effective mentoring programs must be living pro-
grams where the mentor and protégé establish clear
goals and evaluate those goals on a regular basis.
In addition to Command-level mentoring programs,
Interviews conducted By Damian P. Johnson
and were made possible by Lt. Karen E. Eifert
(karen.eiert@navy.mil) and the staff of the U.S. Navy
Diversity Directorate.

18 Pro f i les i n Di ve rsit y Journal March/April 2009

 Navy Seeks Diverse Talent Across Nation; Aims to Retain Brightest
By Lt. Karen E. Eifert

T
Chief of Naval Personnel - Diversity Directorate

The Navy’s Strategic Diversity Working
Group (SDWG) recently held its third bian-
nual conference to discuss an aggressive
plan to meet challenges facing the Navy
in assessing, retaining and developing
Sailors from diverse backgrounds.
“Working together as a group to pur-
sue diversity across the total force is much
more effective than individual enterprises
or communities pursuing their own initia-
tives,” said Captain Ken Barrett, head of
the diversity directorate and host of the
conference. “I’m pleased at the progress
we’ve made, and this conference multi-
plies our effectiveness.”
Meeting presenters and discussion
offered fresh thinking and alternative per-
spectives with respect to how to further
Navy diversity and reach a sustainable
force structure.
The working group detailed a plan
to more aggressively promote awareness
about the Navy in communities through-
out the nation to create earlier positive
awareness.
said. “We know we need to build
an influencer base with teachers, parents,
government officials, business leaders
and Navy-friendly groups, and that’s what
we’re doing. In return, we believe they will
help us by referring applicants our way.”
Involvement in community and edu-
cational outreach events helps promote
Navy retention, recruiting and awareness.
Also discussed was the Navy’s
current demographics and how these
numbers affect recruiting efforts since 55
percent of the Navy is from Generation X
members, and 43 percent are Millennials.
Only 2 percent of the Navy is made up
of Baby Boomers. Barrett acknowledged
generational differences during the con-
ference, and stated that the number-one
priority of Millennials continues to be
the desire to maintain a balance between
personal and professional lives.
“N1 and Navy’s Task Force Life/Work
have listened and continue to listen to
what our Sailors are saying is important
to them. Supporting healthy Navy families
Alongside incentives and benefits, the
presenters stressed that, while recruiting
is important to a diverse force, an equally
important part is mentorship. Participants
commented on the rising popularity of
affinity groups like the National Naval
Officers Association, the Association of
Naval Services Officers and other sea
service leadership associations that offer
mentorship and professional development
opportunities. They expressed the need to
support and expand mentoring opportuni-
ties across the Navy.
At the conference conclusion, general
agreement existed among enterprise com-
munities, recruiting and outreach coordi-
nators on efforts designed to showcase
the Navy and emphasize the role it plays
in defending the nation.
“The (Chief of Naval Operations)
has challenged us all to lead diversity
initiatives through leadership, mentorship,
service and example. This working group
has aligned all our Navy efforts to do just
that,” said Barrett.

“We’re actively moving from epi- with Life/Work incentives continues to be

sodic to sustained engagement,” Barrett a top Navy priority,” he said.

the Surface Navy must leverage a mentoring culture to groom EMPLOYEE INCLUSIVENESS
our future leaders by guiding them into appropriate education How does the Navy bring women officers into the
programs and challenging career assignments to develop the fabric of the organization? What programs are in place
executive skills required for the future. or on the drawing board to help them advance?
Retention of female Surface Warfare Officers is critical to
How is the Navy increasing the participation of the health of the SWO community. Today, females make up
talented diverse officers and senior enlisted personnel
15.6% of the Navy’s Surface Force. However, women make
in high-visibility billets and executive ranks?
up approximately 54% of all college students. This percentage
Developing the future flag-pool must begin today with new
is expected to grow steadily in the coming years. The Surface
accession Ensigns. Commanders must take the time to identify
community must implement effective programs that retain
and prepare these future leaders with the right skill sets as they
this valuable segment of our workforce if we are to succeed
progress up the “career ladder.” Offering key billets to an officer
in the future. Retention starts with command programs that
provides unique insight into executive decision-making. Nomi-
foster a work environment where every Sailor’s contribution
nating the best and most qualified personnel to serve these key
is welcomed. These commands must understand the unique
career development billets is critical to the success of these
role women play in our society, and adapt the work processes
programs. Examples of these key billets include advanced/joint
to allow this population of Americans to serve the Navy.
education opportunities, nominative billets such as Chiefs of
Task Force Life/ Work Balance (TFLW) is addressing some
Staff, Executive Assistants, Flag Secretaries/Lieutenants, and
of these issues, but Commands must lead this effort. PDJ
key OPNAV/JCS/COCOM/Fleet/TYCOM billets.

Prof iles in Div er s it y Jou r na l March/April 2009 19

Navy Leadership Emphasizes Diversity
Can you give us an idea of what it was
like for you growing up and who had the
biggest impact on you?
My mother was a really hard worker
with a strong work ethic and I think I was
taught that you have to work hard to get
want you want in life. We lived on the
south side of Chicago and we belonged to
a small store-front church on the corner,
and my pastor took a lot of interest in the
young people. When we did well in school
or in the community he’d make sure to
recognize us. I think that gave all the kids
a great sense of accomplishment.
I went to a vocational school for high
school because they were the football
champions three of the last four years.
My goals early in life were to play profes-
sional football and the coach was a
Notre Dame grad who also had played
at Notre Dame. I learned a lot from him
as far as dedication, sacrifice, and taking
pride in the things I did. I also joined
the Junior ROTC in high school. My
father had been in the military and I really
loved the uniform.
20 Pro f i les i n Di ve rsit y Journal
Commander, Naval Surface Forces/
Commander, Naval Surface Force,
U.S. Pacific Fleet
VADM Derwood C. Curtis
But in those
days there was a
combination of a
lot of bad things
going in Chicago.
So there were
choices one could
make—good or
bad. And the folks
who had the big-
gest impact on me
were my parents, my pastor, and my foot-
ball coach. They set great examples and
made me understand what I could really
achieve.
Did you play football in the Academy?
Yes. I was recruited for quite a few
schools and Ivy League schools, but my
coach knew that I was interested in the
military and that I loved ROTC. He
talked to the Naval Academy and said,
“You may want to look into this.” So I
did. And when I had the opportunity to
visit the campus I was really impressed.
I was also impressed with the mentality
of the coaches and the quality of people
I met there. That’s what really convinced
me to attend.
What was the first year in the Academy like
for you?
It was challenging. It was also a cul-
ture shock because there were not many
African Americans in the Academy then.
Some of my classmates had never even
been around black people before.
March/April 2009
But I went into the Academy knowing
that I was going to do the best I could,
and I quickly understood that I was com-
peting against the best of the best. So I
came to the realization that I wasn’t in
Chicago anymore and that it was going to
be a challenge and that I really needed to
work hard.
And one of the great things about the
Academy is that if you’re not passing your
academics, you don’t play sports, you don’t
play football. If you found yourself falling
behind you needed to do something about
it, and you needed to get some help. And
part of the instructors’ job is to help
ensure your success and make themselves
available to the students.
Did you have any mentors in the Academy?
In those days, we didn’t call it men-
toring. We called it looking out for each
other. But there were a few juniors and
seniors who mentored and looked out for
underclassmen. A few helped me with my
study habits and helped put the right
emphasis on the right class work.
What made you become a Surface
Warfare Officer?
Most folks who go to the Academy
want to be pilots. I had the opportunity
to fly jets out of Pensacola but it just
wasn’t for me. But when I went onboard
a ship for the first time I fell in love with
the challenge of being out to sea. I was
planning to join the Marine Corps in the
Academy because I really liked the kind
 Vice Admiral D.C. Curtis debarks the
guided-missile destroyer USS Howard
(DDG 83) after a visit to speak with the
ship’s officers and chief petty officers.
Curtis addressed his plan to enhance
surface forces readiness through all
aspects of warfighting including training,
maintenance, damage control, military
bearing, uniforms, and the personal and
professional development of every Sailor.
(U.S. Navy photo by
Electronics Technician 1st Class Maurice Valcourt)

of pride I saw in the Marines, but then I mission is to provide professional develop-
saw what a Surface Warfare Officer does ment and camaraderie, and to give Sailors
and the kind of leadership skills they must

“
have in order to do their job. I was imme-
diately hooked and wanted the challenge,
knowing I could instill a lot of pride in
that role.
Who are mentors today?
My wife is probably my most impor-
tant mentor and confidante! She has really
helped with our decisions and with my
career with her support and advice. But
I also talk with Admiral Harry Ulrich,
who is now retired. He is one of the guys
I worked for and I think that we have
many common leadership traits.
What is your mission—for yourself and for
the Navy?
My mission is to be the best I can be
and support our Sailors. My priority to
my staff is to show up every day wanting
to make a positive impact on them and
the Navy. My leadership priorities are for
the Chief of Naval Operations and for
developing our future leaders.
Briefly, why do you think the Academy
continues to produce such top-notch
performers?
The Academy instills pride and loy-
alty so that our Sailors can perform in
leadership positions in the Navy and have
rewarding careers afterward. The Academy
The Academy instills
pride and loyalty so that
our Sailors can perform in
leadership positions in the
Navy and have rewarding
careers afterward.”
gives the students the tools, the back-
ground and the education, and exposes
them to the best leadership throughout
the organization. It also tries to ensure
that its students have the right moral com-
pass and ethics to succeed anywhere and
anytime. And taking all that into consid-
eration, it continually challenges people to
be better than they thought they could be.
What is your mission within the Navy’s
affinity groups?
The affinity groups are a great vehicle
of information and professional develop-
ment. We all relate differently, especially
with the different generations of folks
in the workforce. So the affinity groups’
a sense of ownership. When I talk to the
different affinity groups, the number one
point I make is professional develop-
ment. Just because they’re a member of
an affinity group doesn’t guarantee them
anything. The Navy looks at performance
and leadership and how our Sailors sustain
that performance and leadership.
What are your plans after you take off
the uniform?
I’ve always wanted to work with kids
and coach football, but I’m really inter-
ested in education.
I am where I am today because of
the great officers and the great enlisted
people who I worked for throughout the
years. I used no magic wand to get to
this point in my career. It was simply
from the help and support of all the
Sailors and knowing when to ask for it.
I recently attended the Sailor-of-the-Year
celebration in San Diego and it just sent
chills down my spine being able to talk
with and recognize the talented people
we have in the Navy. I’d like to continue
to be able to give that back, whether I’m
in or out of uniform. PDJ

Prof iles in Div er s it y Jou r na l March/April 2009 21

Navy Leadership Emphasizes Diversity
What was it like for you growing up?
I was born in Kentucky in 1950,
which means I hit elementary school
in Louisville at the time when the
schools were being desegregated. Omar
Carmichael, the superintendent of the
schools at the time, was very progres-
sive and he felt that the public schools in
Louisville—after the Brown vs. Education
ruling in 1954—should take the lead and
desegregate.
I went to school in Louisville at 5 years
of age at integrated schools. My mother
was a great influence during those years.
My father was too, but my mother was
very active with the parent/teachers as-
sociation and usually ended up being the
president of the PTAs and other parent
organizations.
Was there tension from the white families
or the white kids at school when they
started to integrate?
Not that I remember, but I was only
5 at the time. I do remember that my
mother wanted her children to go to the
best schools in Louisville and the best
22 Pro f i les i n Di ve rsit y Journal
Naval Surgeon General
VADM Adam M. Robinson, Jr.
schools were the
white schools in
the east end of the
city. They were
positioned in such
a way that they
were well-financed,
and she knew her
children needed
a college-prep
school.
Did you decide in high school that you
wanted to become a doctor?
My father was a physician and I had
always thought that I was going to do
medicine and probably be a surgeon. The
thing that was most vivid in my mind was
that I was going to college. Any time any-
one would even suggest to me anything
else I would absolutely dismiss it as being
ridiculous. For me that was solid. I was
going to college, no way around that.
Did you play any sports in school?
In high school I played JV football. I
was very interested in it but I broke my
wrist. The coaches were real interested
in having me stay but I decided that I
needed to move on to something a little
less destructive. So I got involved in sing-
ing. I did a lot of work with choral groups
in the area, and did a lot of solo work
with all sorts of oratorical and opera type
music. I also played French horn in the
Louisville and Jefferson County Youth
Orchestra for 5 or 6 years. When I got to
University of Louisville I realized I wasn’t
March/April 2009
going to devote my life to music, which is
a very demanding profession.
In college I was the Supreme Court
Justice for the residence halls association. I
knew all the rules and regulations for the
dormitories. After I finished that position
I was a student representative and
defended fellow students who were sent
to the disciplinary board. I never lost a
case and everyone though I was on my
way to law school. But I went to medical
school instead.
What was your first job?
The first paid job I had was deliver-
ing the American Defender, the African-
American paper in Louisville. It came out
every Thursday afternoon and was deliv-
ered to us late Wednesday. So I spent all
after school on Thursday delivering papers
to my customers. That was an experi-
ence because it was the first time in my
life where I witnessed people who always
wanted something but didn’t want to pay
for it! So I had to work on keeping the
books straight for it.
What did you do for fun growing up?
I used to have a bike and my brother
and I would go 8 or 10 blocks away from
home and it was as if I had crossed the
Sahara Desert. It felt like I was so far from
home. That’s the thing I remember the
best while growing up—going on those
rides. I had the kind of childhood where
both my parents allowed us to be children.
As I got a little older I became interest-
ed in music. It wasn’t like studying for me,
 Vice Admiral Adam Robinson (center),
the 36th Surgeon General of the Navy
and Chief of the Navy Bureau of Medicine, talks
to U.S. Naval Academy midshipmen during the
Benjamin Banneker Awards Gala.
(U.S. Navy photo by Lt. Karen Eifert/Released)
because I always enjoyed music. I enjoyed
“
it immensely.
While I was growing up all five chil-
dren were very musically inclined. So
when we were growing up we had the
Robinson quintet play all sort of different
musical events. And when people would
visit we would get our instruments and
play our favorite music.
Is there anyone who had a big influence on
you while growing up?
Yes, my grandfather George. He was a
college graduate back around 1898-1899,
and he was a huge influence on my life.
How you are raised and what people are
telling you when you are little makes a
huge difference when you are growing
up. And I was told I was going to college
when I was very little. I also remember
one high school teacher, Mr. Abrams.
He used to say, “The sky is your limit.
You can do whatever you want to do.
There is no one stopping you but your
mind and your willingness to accept less
than you desire.” That was his theme.
What makes you so committed to retaining
minority officers in the Navy?
Several reasons: I’m African American.
I understand what racial prejudice is. I
understand what being different is. I un-
derstand what being treated differently is.
I understand what being an American is.
And I understand what service is about.
Because I’ve been a member of the mili-
tary for 32 years, I also understand that
All the experiences that we
have with our families and
friends are the things that
shape us into who we are.”
as the country changes and as the demo-
graphics of the nation change, the armed
forces have to mirror what the nation is.
So I think that it’s a strategic imperative
of the Navy—and a strategic imperative of
any company—to have a workforce that
mirrors our nation.
You are now at the highest rank of surgeon
general that the Navy allows. Where do you
see yourself once you take the uniform off?
My wife and I talk often about this
now because I’m getting close to get-
ting to that moment. First, we’re going
to look for a place we want to live, but
I’m looking to continue contributing to
a university or higher education setting. I
would really like to continue to do work
with people with service in some fashion
or another.
Prof iles in Div er s it y Jou r na l
What was your biggest hurdle in life?
Howard Thurman, a 20th century
theologian, described leadership as
three things:
1. Know yourself and be comfortable
with who you are.
2. Be responsible for your actions.
3. Be responsible for your reactions.
The thing that has helped me the
most, out of all the things that have hap-
pened, is to come to terms with and be
comfortable with who I am. Also, to
understand what my responsibilities are
to the people around me. That’s what I’ve
learned through my parents, through my
elementary and high school teachers, and
I really learned that in the Navy because
of the leadership. The chain of command
is such a big part of the fabric of the mili-
tary. But I just didn’t wake up one day
and realize I’d learned that. It’s a process
and one that all of us have to work at.
Like tending a garden; you have to work
at it in order to get what you need. All the
experiences that we have with our families
and friends are the things that shape us
into who we are. PDJ
March/April 2009 23
Navy Leadership Emphasizes Diversity
Who had the most influence on you
growing up?
My father and mother were my biggest
influencers. I am a son of parents who
raised us very well. They inculcated the
values that I currently have and helped
provide that foundation.
My father was in the Navy, and he
entered in 1951 having graduated from
a technical high school. He was very tal-
ented and intelligent, but when he entered
the Navy, because of the times, he really
didn’t have the opportunity to pursue the
things he really wanted to. So he was of-
fered the job of a cook, which was typical
for minorities at that time. He had lots of
talents but was restricted to the areas he
could pursue. But he armed himself with
a positive attitude, and he rose through
the ranks eventually making Master
Chief Petty Officer (MCPO), the highest
enlisted rank in the Navy.
And one of the interesting things
my father initiated was a merger of two
enlisted ratings. One was predominately
24 Pro f i les i n Di ve rsit y Journal
U.S. Second Fleet Commander
VADM Mel Williams, Jr.
populated by mi-
norities called the
Steward rating,
and another, the
Commissaryman,
was primarily
populated by
majority enlisted
people. It was his
idea to merge those
two ratings together and call it the Mess
Management Specialist rating. He was
able to get it approved through the proper
channels and it had the effect of almost
instantaneously providing equal opportu-
nity for all people who served within that
new rating.
Was your dad gone a lot during his
enlistment?
He went on many deployments. His
first 17 years were on sea duty, and he
spent a lot of time away, so my mother
spent a lot of time with us. But when my
father returned he would participate in
our events and was very influential.
What was the transition like between high
school and the Naval Academy? Was there
something in the academic work load in
the Academy that you had to adjust to?
I think everyone has a natural ability.
For me, I got through high school on my
natural ability. When I transitioned from
high school to the Naval Academy I re-
March/April 2009
ally had to produce and perform above
my natural ability. A turning point for me
came when I was accepted into the Naval
Nuclear Propulsion Program. Having been
accepted at the end of my junior year,
Admiral Hymen G. Rickover, head of the
program, challenged me to study more
and raise my academic standing. I had to
study so many hours per week based on
his request, and that really caused me to
go to the next level. What I found then
was true focus and I was able look past
obstacles and distractions. It was then that
I was able to retain information easier and
grasp data and translate it to knowledge.
What was it like for you to be heading
for a career as an officer while your dad
was enlisted?
My father went on to become a
Command Master Chief for a destroyer
tender as his final assignment until 1978.
After that, he came to the Naval Academy
and attended my graduation. We saluted
one another, and, as tradition, I provided
him with a dollar coin as the first salute
from a new officer to an enlisted person.
I entered as an officer and after that he
retired. So it was sort of a “passing of the
baton” in our service.
Did the Navy encourage you to set goals
and standards right from the start?
Yes it did. I believe in a commitment
to excellence, which is a common theme
 Vice Admiral Mel Williams, Jr., Commander,
U.S. 2nd Fleet, shakes hands with Retired Rear
Admiral Lillian Fishburne, the Navy’s first female
African American flag officer, after receiving an
award honoring his military achievements during
the Flag Officer Reception in recognition of the
annual Thurgood Marshall Scholarship Fund.
The Thurgood Marshall Scholarship Fund, created
with the support of Justice Marshall in 1993,
provides assistance in the form of merit-based
scholarships to students attending historically
Black public colleges or universities.
(U.S. Marine Corps photo
by Lance Cpl. Andres Lugo/Released)

that I’ve tried to maintain throughout my You were recently awarded the Thurgood

career. What I mean by that is that it’s
an acronym, ACE—A Commitment to
Excellence. The “A” is maintaining a posi-
tive attitude, and I really got that from lis-
tening to my father and his friends. They
were faced with many challenges, but
I never once heard them complain. So I
decided to take on maintaining that posi-
tive attitude regardless of the circumstanc-
es that were presented before me.
The commitment aspect is a commit-
ment to something bigger than self, and
my personal commitment has been service
to others through leadership with excel-
lence as my standard. Regardless of what
I do in life I always feel a need to serve
others in some leadership capacity, and
to do my very best in that regard.
I established goals and those goals
included becoming an officer and pursu-
ing the submarine force, primarily because
they were the most challenging. My father
used to tell me, “If you’re going to do
something, don’t limit yourself based on
fear of failure, but try to do something
that you think you’ll enjoy and something
that is challenging and exciting.”
What is your affiliation with the
Centennial 7?
The year 2000 was the centennial of
the U.S. Submarine Force. Working with
the other six members, we talked about it
and said, “Basically, in the first 100 years
“
I believe in a commitment to
excellence, which is a common
theme that I’ve tried to main-
tain throughout my career. …
My personal commitment has
been service to others through
leadership with excellence as
my standard”
.of the U.S. Submarine Force there have
been seven African Americans who have
had command of submarines.” I suggested
we call ourselves the Centennial 7, and
it stuck. And each year we attend an event
called the Black Engineer of the Year
Awards, and we invite lieutenants and
midshipmen interested in the submarine
force and the Nuclear Propulsion Program
to sit in while we share our experiences.
We have the opportunity to be open and
talk about the good, the bad, and the ugly,
with the idea of providing them with
insights that might help them as they
pursue their careers in the Navy.
Marshall Award. Can you explain what
this award is and what it means to you?
The Thurgood Marshall Award is
presented to flag and general officers
who are selected each year. It’s associated
with a program that focused on reserve
officer training (ROTC) for young
people who are considering entering
the armed services through college pro-
grams. The awards honor officers based
on their careers, to provide inspiration
to the young people who are consider-
ing military service. I was very honored
to be among the flag and general of-
ficers who received the awards. To re-
ceive an award named after Thurgood
Marshall, with his background and his-
tory, and the impact that he has had on
our nation, is truly meaningful.
What are your plans when you take off
the uniform? Will you still be involved in
networking with the affinity groups in
the Navy?
It’s my passion serving and I’ll con-
tinue to do that and help out were I can.
I’ll continue to remain tied to the Navy
and to help young people. With respect to
employment, I will certainly consider any-
thing that aligns with my passion: Service
to others through leadership. PDJ

Prof iles in Div er s it y Jou r na l March/April 2009 25

Navy Leadership Emphasizes Diversity

Naval Inspector General

VADM Anthony L. Winns

Florida Council ized I was behind my white counterparts.

of Boy Scouts. Because I’d already taken pre-algebra in
We were inter- junior high, I doubled up with geometry
viewed by an all and skipped Algebra 1, and got back on
white council of the college-prep program.
scout masters and
I remember that Were your parents major influencers in
distinctly in my your life?
mind. On the My mother was mostly. She was a
bus it was just the school teacher. She worked hard during
Can you give a little history of your back-
three from Troop 193 and the rest were the day and she taught adult education at
ground—where you grew up and what life
white boy scouts, and we got along fine. night. So she gave back to the community.
was like then?
The next significant experience with In those days the teachers didn’t make a
I grew up in Jacksonville (Florida) and
whites was in ninth grade, my last year whole lot of money. My mom and dad
I attended segregated schools until high
of junior high school. Duval County worked full time and I saw them struggle
school. In those days, I remembered using
integrated their teachers. Fifty percent to make ends meet. So I thought if she
what we called “hand-me-down” books.
white teachers came to my junior high can do what she’s doing to provide for me
We didn’t have new textbooks. Sometimes
school and taught us. That was the first and my brother, surely I can do my part.
we had books with pages torn out. I didn’t
time I had had a white teacher and they I distinctly remember her going to Florida
realize what I was truly missing until I got
took about 20 of us out of the classroom A&M University between my 5th and 6th
to high school and started receiving brand
and taught us pre-algebra. I was good in grade years to get her master’s degree. One
new textbooks. Until then, I thought that
math, but in ninth grade only a select few summer she took me with her, and that
was the way it was.
were taught it. experience stands out as a highlight as to
In my early childhood I remember
how hard she worked and how motivated
signs on restaurants and bathrooms that
When do you think you first started devel- she was to be successful in life.
read “colored-only” or “whites-only.” I
oping your leadership traits?
remember going downtown with my mom Did your mom have a philosophy or
It was a combination of several things
and water fountains were for colored only words of wisdom which really stand out
but it probably started in high school. I
or whites only. So I grew up with that. in your mind?
was in the band for 3 years, played varsity
That was my early childhood experience. She didn’t say these words exactly,
basketball for 3 years, and was captain of
The first time I really had signifi- but I heard this at a retirement ceremony
the team. Academically, I was never really
cant integration with whites was when and it reminded me of her. She showed
in harm’s way. I excelled in all subjects,
I was selected to go to the National Boy me and conveyed to me on a daily basis:
but math was my favorite. In 10th grade,
Scouts Jamboree in Idaho. Three African “Do as much as you can for as many
when I got to high school, I didn’t have a
American boys from my scout troop were people as you can for as long as you can.”
math class because of the scheduling. So
selected to interview with the Northern And that’s how she lived her life.
when I started my 11th grade year I real-

26 Pro f i les i n Di ve rsit y Journal March/April 2009

 Vice Admiral Anthony Winns takes time
to congratulate high school student
Alexandra L. Lyday for being recognized as
the Pre-College Initiative Female Student of
the Year while at the National Society of Black
Engineers held in Las Vegas from March 25-29.
Winns is a strong proponent of mentorship and
mentors African American youth and service
members whenever possible.
(Photo by Lt. Karen E. Eifert)

“
Can you describe your transition between
high school and the Naval Academy?
In high school I was an All-American
basketball player. In my neighborhood
growing up everyone thought they were
going to be the next Earl-the-Pearl (Earl
Monroe) or Walt Frazier. And since I
had excellent grades I had lots of offers.
In 1973, someone from the Naval
Academy came to my high school and
spoke to the students. When I heard him
I thought, “Wow! The Academy sounds
great. Great academics, physical training
and basically a well rounded education.”
In my mind it would be different than
going to Harvard or Princeton, which
would be purely academic. So I applied
to my congressman and got the principal
nomination to the Naval Academy.
What was the first year at the Naval
Academy like?
That’s an interesting question, because
I didn’t have good study habits in junior
high and high school, because that part
was fairly easy for me. The first semester
at the Naval Academy I realized the
professors didn’t tell us everything we
needed to know, and I had to get the
other information on my own. It was a
rather rude awakening. I also wasn’t quite
prepared for the military nature of what
I was getting into. There is more that you
are required to do at the Academy than
time you have to do it. So I had to learn
how to prioritize.
Do as much as you can for
as many people as you can
for as long as you can. …My
success lies in the success of
those I’ve worked for, and I’m
most proud of those that I’ve
created an opportunity for.”
What does your job of Naval Inspector
General entail?
My mission is to inspect and inves-
tigate any matters of importance to the
Department of the Navy. We do inspec-
tions on commands and we look to make
sure they are in compliance with the Navy.
We also inspect the quality of life for navy
personnel and their families, and we do
special focus studies. For example, with
the financial crisis we find ourselves in
now we might want to know the financial
health of our Sailors. Can they sell their
homes when we order them to go from
one duty station to another? What about
the Sailors that are renting homes and the
landlord goes into foreclosure? How are
we taking care of our Sailors when they
come back from the war?
What is your role in the Navy’s
affinity groups and how does that role
impact you?
I think it’s very important that I give
back to the community and create a path
for others who come behind me. I have
made it a point in my career to help oth-
ers. I was speaking on African American
History in Japan and got asked a question
about my success. My success lies in the
success of those I’ve worked for, and I’m
most proud of those that I’ve created an
opportunity for.
I’m also a lifetime officer of National
Naval Officers Association, and I founded
the Black Studies Club to enhance and
take a look at the proud African History.
I routinely mentor minorities on what it
takes to make sure they get to the next
level and continue to focus on what it
takes to get there.
How did you feel when you first became a
Flag Officer? Your mother was such a pro-
ponent of education, but she never got to
see you make this accomplishment.
My mother passed when I was a lieu-
tenant junior grade in 1978. She was very
young, only 48 years old. As I progressed
through the ranks I thought my mom
would be proud of me. When I put on
my first star, that one was hard. Once I
put on that uniform I looked straight up
to the sky and thought—If mom could
see me now. PDJ

Prof iles in Div er s it y Jou r na l March/April 2009 27

 G l ob al

G
Diversity & Inclusion:
Global Diversity & Inclusion is critically important in today’s business operations
and practices. As companies expand globally, they must understand the different
paradigms, programs, values, and ways of life that exist around the world.
Leading companies will create diversity strategies that reflect these unique
factors present in all countries and cultures. We asked diversity leaders from
Cisco and Royal Dutch Shell what they have learned.

Cisco

Marilyn Nagel
Director,
Global Inclusion and Diversity

What diversity efforts and adjustments are (or were)
necessary for your organization to take its people and/
or products overseas?
Cisco established a global Inclusion and Diversity
Council with executives that represent all geographies.
This council sets the vision and strategy for Cisco glob-
ally. We also put in place an I&D lead in each theater
who is part of the senior leadership team for the region
and is part of the global I&D extended team. The I&D
leads participate in program development and ensure
that programs, processes, and policies are relevant in
their theater. While our vision and strategy are the
same regardless of location, we localize programs and
develop activities to meet local needs. Our metrics also
reflect regional differences. For example, Cisco measures
ethnicity in the U.S. but not outside the U.S. with the
exception of Canada where we use their classification
(people of color).
What challenges do you (or did you) have while
implementing this change?
When Cisco began our diversity journey the programs
and policies were driven by a U.S. based team and we
received a lot a feedback that they were not relevant.
Some of the changes we have made include:
• Encouraging program development from other
geographies,
• U.S. based development teams always include
diversity leads for other geographies,
• A cross-cultural team approach is utilized at every stage
from planning through execution, so that we take
local cultural differences into account throughout the
program life cycle.
By placing local diversity leaders in geography, we
eliminated earlier challenges.
What do you (or did you) have to do to obtain buy-in
from senior management in order to make your global
diversity program a success?
Since our theater diversity leaders report to the senior
leader and sit on the leadership team in their geography,
they ensure the global program is a success. They keep
I&D top-of-mind, provide input on key local decisions
that may have a diversity pivot, and are the voice of
I&D in the theater.
What is or was the most interesting experience or
development that your organization encountered
during this global transition?
As the I&D community, it is critical that we “model”
inclusiveness in our work. That has to include cultural
differences and local relevance and focus. So, while our
vision and strategy can be universal across our enterprise,
we have to consider every aspect of what we deliver from
other cultures. One example of learning came from our
using actors with U.S. accents in a diversity training
program. We learned that takes away from the value of
the program when used by employees overseas. PDJ

28 Pro f i les i n Di ve rsit y Journal March/April 2009

Global
What We Have Learned…
When shifting from a U.S. to a global context on
the issue of Diversity & Inclusion, three elements are
extremely important:
1 Your focus needs to remain on how D&I is an enabler to
the business. The activities you initiate, the processes and
systems you look to influence, must have a link to the ultimate
success of the enterprise.
2 It’s important to have a set of definitions and tools that
can easily translate across borders. For us, it was impor-
tant to have definitions that provided a clear picture of what
was meant by these terms that would resonate with employees
across the organisation. At Shell, the iceberg has been a univer-
sal way of describing diversity as “all the ways we’re different”
and acknowledges that these differences impact who we are as
employees as well as whom our customer base and other exter-
nal stakeholders are.
3 An important issue for effective global implementation
is a shift in mindset. It cannot be about exporting a U.S.
mindset around D&I, with its unique history and sets of laws
that govern the area of equal opportunity. Instead it must look
from the lens of a business that is structured globally and oper-
ates across regions, nationalities, and generations with various
histories, societies, and cultural differences that must be melded
together for the organisation to thrive. If organisational lead-
ers and employees see D&I efforts as nothing more than an
exporting of U.S. equal opportunity, they will incur significant
resistance.
Over the last decade, some of the greatest challenges have
been the continuing need for leadership to communicate the
fact that D&I is not just a nice thing to do but essential for
the long-term health of the business. Shell’s senior leadership
firmly believes this, and they are committed to sharing and
embedding D&I values across the whole business. Key chal-
lenges to this commitment occur when a business goes through
a difficult patch, or when leadership changes occur. Over the
last decade, Shell has experienced both of these and will again
later this year when we will once again see a passing of the
baton at the CEO level. Fortunately, we know the handoff will
be seamless with respect to D&I, which allows us to stay the
course and sustain our activities with minimal adjustments to
our priorities and plans.
One development I would like to highlight is the transition
from having D&I as a separate and distinct set of objectives and
activities to one that is fully
integrated and embedded as a
part of Shell’s overall Human Shell
Resources Functional Plan and
People Standards. This con-
nection has led to numerous
opportunities to influence sys-
tem and process changes in
attraction, recruitment, devel-
opment and advancement of
under-represented groups on a
global scale. Another develop-
ment is a move to having D&I
linked in with strategic inter- Josefine van Zanten
vention projects. The most re-
cent example is associated with Global Head of
our Gas & Power business in Diversity and Inclusion
Qatar. Construction of the
world’s largest Gas To Liquids
(GTL) plant is a major step towards meeting the world’s grow-
ing demand for cleaner energy. More than 40,000 workers from
more than 50 nations currently work on a building site almost
the size of New York’s Central Park. The leadership recognised
the teamwork and communication challenges across cultures in
this project and asked the D&I Practice for assistance. Through
a collaboration between D&I and Learning and Organizational
Effectiveness, a workshop was designed to meet the particular
challenges associated with this enormous undertaking. We
continue to seek strategic intervention opportunities where the
value of D&I as a business enabler is clearly present.
This is a long journey and to reach our goals we need to
constantly review progress and work to drive D&I values.
Given the dedicated resources we have committed to D&I
around the world, and the strong support of our senior leaders,
Shell is well placed to meet the challenge.
As we are in turbulent economic times, I encour-
age all D&I professionals to seek reinforcement from their
senior leaders to stay the course and view this period as an op-
portunity to use D&I in response to the current business chal-
lenges. As effective change agents, we must adapt to the current
conditions, support our leaders through these times, and adapt
our programs and activities to meet today’s reality, while staying
true to the core principles that underpin our work. PDJ
Prof iles in Div er s it y Jou r na l March/April 2009 29
 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

 DiversityLeaderAward2008
We are proud to present the Profiles in Diversity Journal 2008 Diversity Leader Award to
the following companies and businesses who have taken the time in 2008 to share their voic-
es and stories with our readers. We recognize and celebrate these leaders who have a lot to say about diversity, and have said
it in three or more issues in 2008! Their experiences in the world of Diversity and Inclusion serve as a beacon to others, and this
award serves as a proclamation of their own commitment to diversity. Congratulations!

Aflac Burger King Corporation KPMG LLP Rohm and Haas Company
AIMD Catalyst Lockheed Martin Royal Dutch Shell
Allstate Chevron MGM MIRAGE SHRM
ArvinMeritor, Inc. Comcast New Jersey DEP Sodexo
AXA Equitable Life Insurance Co. Deloitte LLP New York Life Insurance Co. UnitedHealth Group
Bank of America Eastman Kodak Company PepsiCo Wal-Mart Stores, Inc.
Bank of the West Ford Motor Company Pfizer Inc Waste Management, Inc.
Bausch & Lomb Hallmark Cards, Inc. Pitney Bowes Inc. WellPoint, Inc.
The Boeing Company Ivy Planning Group, LLC Reliant Energy Inc.

Aflac Incorporated
Headquarters: Columbus, Georgia
Web site: www.aflac.com
Primary Business:
Voluntary benefits sold at the worksite
(i.e. Accident, Short-Term Disability,
Cancer, Life, etc.).
Year Established: 1955
Daniel P. Amos Employees: 4,400 Brenda Mullins
Chairman & CEO Second V.P., HR, Diversity Officer

American Institute
for Managing Diversity, Inc.
Headquarters: Atlanta, Georgia
Web site: www.aimd.org
Primary Business:
Diversity management research, public
outreach programs, education, tools,
and resources.
Year Established: 1984
Employees: 6 (over 30 diversity expert
Melanie Harrington partners including an Alliance with the Beth Cole
President Diversity Collegium ) Program Manager for the
Diversity Leadership Academy®

Prof iles in Div er s it y Jou r na l March/April 2009 31

 DiversityLeaderAward2008

Allstate Insurance Company

Headquarters: Northbrook, Illinois
Web site: www.allstate.com
Primary Business:
The nation’s largest publicly held personal
lines insurer.
Year Established: 1931
Employees: Approximately 38,000
Thomas J. Wilson Anise Wiley-Little
Chairman, President & CEO Chief Diversity Officer

Charles G. “Chip” McClure
Chairman, CEO & President
ArvinMeritor, Inc.
Headquarters: Troy, Michigan
Web site: www.arvinmeritor.com
Primary Business:
Premier global supplier of a broad range
of integrated systems, modules and
components to the motor vehicle industry.
Year Established: 1909
Employees: 19,000 Vernon G. Baker, III
Senior Vice President & General Counsel

AXA Equitable Life Insurance Co.

Headquarters: New York City
Web site: www.axa-equitable.com
Primary Business:
Life insurance, annuities and investment
products and services.
Year Established: 1859
Employees: Over 11,000 employees
Christopher M. “Kip” Condron and sales personnel Tracey Gray-Walker
Chairman & CEO Senior Vice President &
Chief Diversity Officer

32 Pro f i les i n Di ve rsit y Journal March/April 2009

 DiversityLeaderAward2008

Bank of America
Headquarters: Charlotte, North Carolina
Web site: www.bankofamerica.com
Primary Business: Financial institution,
full range of banking, investing, asset
management and other financial and risk-
management products and services.
Year Established: 1784
(as Massachusetts Bank)
Kenneth D. Lewis Geri Thomas
Chairman, CEO & President Employees: More than 240,000 SVP, Human Resources, and Global
Diversity and Inclusion Executive

Bank of the West

Headquarters: San Francisco, California
Web site: www.bankofthewest.com
Primary Business: Banking (personal
and commercial checking, savings, loans,
investment and trust services).
Year Established: 1874
Employees: 10,438
Michael Shepherd Angie Perez
President & CEO EEO and Corporate Diversity Manager

Bausch & Lomb

Headquarters: Rochester, New York
Web site: www.bausch.com
Primary Business:
Contact lenses, medical devices, lens
care, pharmaceuticals and cataract and
vitreoretinal surgery.
Year Established: 1853
Gerry Ostrov Employees: Approximately 10,000 Clay Osborne
Chairman & CEO employees worldwide Vice President, responsible for corporate
staff and talent management, including
executive staffing diversity and B&L University

Prof iles in Div er s it y Jou r na l March/April 2009 33

 DiversityLeaderAward2008

The Boeing Company

Headquarters: Chicago, Illinois
Web site: www.boeing.com
Primary Business:
Commercial jetliners, military aircraft,
rotorcraft, electronic and defense systems,
missiles, satellites.
Year Established: 1916
W. James McNerney Employees: Approximately 160,000 Joyce E. Tucker
Chairman, President & CEO Vice President, Global Diversity &
Employee Rights

Burger King Corporation

Headquarters: Miami, Florida
Web site: www.bk.com
Primary Business:
Fast food hamburger restaurant.
Year Established: 1954
Employees: 27,000 employees in the U.S.

John W. Chidsey Robert Perkins

Chairman & CEO Vice President, Inclusion &
Talent Management

Catalyst
Headquarters: New York City
Web site: www.catalyst.org
Primary Business:
Research, advisory services, benchmarking.
Year Established: 1962
Employees: 70+

Ilene H. Lang Jennifer Daniel-Davidson

President & CEO Chief Financial Officer & Vice President,
Finance, HR & Administration

34 Pro f i les i n Di ve rsit y Journal March/April 2009

 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.
 DiversityLeaderAward2008

Chevron Corporation
Headquarters: San Ramon, California
Web site: www.chevron.com
Primary Business:
Energy.
Year Established: 1879
Employees: 60,000

David O’Reilly Carole A. Young

Chairman & CEO General Manager, Global Offices
of Diversity and Ombuds

Comcast Corporation
Headquarters: Philadelphia, Pennsylvania
Web site: www.comcast.com
Primary Business:
Cable, internet and phone communications.
Year Established: 1963
Employees: 100,000

Brian L. Roberts David L. Cohen

Chairman & CEO Executive Vice President and
Chief Diversity Officer

Deloitte LLP
Headquarters: New York City
Web site: www.deloitte.com/us
Primary Business:
Professional services organization, providing
audit, risk management, tax, consulting and
financial advisory services.
Employees: 44,375 (as of the fiscal year
ending May 31, 2008)
Barry Salzberg Allen Thomas
CEO Chief Diversity Officer and National
Managing Partner, Partner Services

36 Pro f i les i n Di ve rsit y Journal March/April 2009

 DiversityLeaderAward2008

Eastman Kodak Company

Headquarters: Rochester, New York
Web site: www.kodak.com
Primary Business:
Digital imaging, photography, and printing
technologies.
Year Established: 1880
Employees: 24,400 employees worldwide
Antonio M. Perez Essie L. Calhoun
Chairman & CEO Chief Diversity Officer, Director of
Community Affairs, and Vice President

Ford Motor Company

Headquarters: Dearborn, Michigan
Web site: www.ford.com
Primary Business:
Global automotive industry leader.
Year Established: 1903
Employees: 213,000

Alan Mulally Kiersten Robinson

President & CEO Director, HR Strategy, Leadership
Development and Inclusion

Hallmark Cards, Inc.

Headquarters: Kansas City, Missouri
Web site: www.hallmark.com
Primary Business:
Greeting cards and related products.
Year Established: 1910
Employees: 16,000 full time)

Donald J. Hall, Jr Vickie Harris

President & CEO Director of Corporate Diversity

Prof iles in Div er s it y Jou r na l March/April 2009 37

 DiversityLeaderAward2008

Ivy Planning Group, LLC

Headquarters: Rockville, Maryland
Web site: www.ivygroupllc.com
Primary Business:
Diversity strategy, consulting and training
services and products.
Year Established: 1990
Employees: 20+
Janet Crenshaw Smith Gary A. Smith
President & Co-Founder Co-founder & Senior Partner

KPMG LLP
Headquarters: New York City
Web site: www.us.kpmg.com
Primary Business:
Big Four Accounting firm providing audit,
tax, and advisory services.
Employees: 21,000 U.S.
John Veihmeyer, CEO
Timothy P. Flynn Angela L. Avant
Chairman Partner in Charge, Diversity

Lockheed Martin
Headquarters: Bethesda, Maryland
Web site: www.lockheedmartin.com
Primary Business:
Global security.
Year Established: 1995
Employees: 146,000

Robert J. Stevens Geeth Chettiar

Chairman, President & CEO Vice President, Diversity and EEO

38 Pro f i les i n Di ve rsit y Journal March/April 2009

Bring It Monica, Verizon Telecom
At Verizon, we want you to bring your diverse talents,
experiences, backgrounds, and viewpoints to work. It’s
your smarter, bolder, and faster ideas that will move our
business forward at the speed of FiOS! Bring it in and
bring it on – bring your diversity to work at Verizon.

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

and plays. We open doors to opportunities and rewards that
rival your ambition. From having the most reliable network,
to the outstanding service we provide our customers, to our
unparalleled FiOS technology, we’re dedicated to being the best
at what we do. Whether your interests lie in sales, marketing,
finance, IT, HR, customer service, engineering, or operations,
we offer careers as ready as you are.

Careers For Everything You Are

www.verizon.com/telecomjobs
Verizon is an equal opportunity employer, m/f/d/v.
 DiversityLeaderAward2008

MGM MIRAGE
Headquarters: Las Vegas, Nevada
Web site: www.mgmmirage.com
www.mgmmiragediversity.com
Primary Business:
Entertainment.
Year Established: 2000
Employees: 60,000
James Murren Punam Mathur
Chairman & CEO Senior Vice President of Corporate
Diversity and Community Relations

New Jersey Department of

Environmental Protection
Headquarters: Trenton, New Jersey
Web site: www.NewJersey.gov/dep/
Primary Business:
Environmental protection.
Year Established: April 22, 1970—on
America’s first official Earth Day
Employees: 3,000
Mark N. Mauriello Ved P. Chaudhary, Ph.D.
Commissioner Assistant Commissioner

New York Life Insurance Company

Headquarters: New York City
Web site: www.newyorklife.com
Primary Business:
The largest mutual life insurance company
in the United States.
Year Established: 1845
Employees: 8,830 (domestic)
Ted Mathas as of January 1, 2009 Lance A. LaVergne
President & CEO Vice President & Chief Diversity Officer

40 Pro f i les i n Di ve rsit y Journal March/April 2009

 DiversityLeaderAward2008

PepsiCo, Inc.
Headquarters: Purchase, New York
Web site: www.pepsico.com
Primary Business: Food and beverage.
Year Established: 1919
Employees: 198,000 associates worldwide

Indra Nooyi Ron Parker

Chairman and CEO, PepsiCo SVP and Chief Global Diversity
and Inclusion Officer

Pfizer Inc
Headquarters: New York City
Web site: www.pfizer.com
Primary Business:
Pharmaceutical.
Year Established: 1849
Employees: Approximately 81,900

Jeff Kindler Karen Boykin Towns

CEO & Chairman of the Board Chief Diversity Officer

Pitney Bowes Inc.

Headquarters: Stamford, Connecticut
Web site: www.pb.com
Primary Business:
Mailstream technology.
Year Established: 1920
Employees: 35,000

Murray Martin Susan Johnson

Chairman, President & CEO Vice President, Strategic Talent
Management and Diversity Leadership

Prof iles in Div er s it y Jou r na l March/April 2009 41

 DiversityLeaderAward2008

Rohm and Haas Company

Headquarters: Philadelphia, Pennsylvania
Web site: www.rohmhaas.com
Primary Business:
Specialty materials.
Year Established: 1909
Employees: 16,500 (Worldwide)

Raj Gupta Stacey Adams

Chairman & CEO Chief Diversity Officer

Royal Dutch Shell

Headquarters: The Hague, Netherlands
Web site: www.shell.com
Primary Business:
Energy.
Year Established: 1907
Employees: 102, 000

Jeroen van der Veer Josefine van Zanten

Chief Executive Global Head, Diversity & Inclusion

The Society For

Human Resource Management
Headquarters: Alexandria, Virginia
Web site: www.shrm.org
Primary Business:
Human resource management.
Year Established: 1948
Employees: 349

Laurence (Lon) G. O’Neil Shirley A. Davis, Ph.D.

President & CEO Director of Diversity & Inclusion Initiatives

42 Pro f i les i n Di ve rsit y Journal March/April 2009

 DiversityLeaderAward2008

Sodexo
Headquarters: Gaithersburg, Maryland
Web site: www.sodexo.com
Primary Business:
Integrated food and facilities management.
Year Established: 1966
Employees: 125,000 in North America,
355,000 Globally
George Chavel Dr. Rohini Anand
President & CEO Senior Vice President
& Global Chief Diversity Officer

Wal-Mart Stores, Inc.

Headquarters: Bentonville, Arkansas
Web site: www.walmartstores.com
Primary Business:
Retail.
Year Established: 1962
Employees: 2.1 million worldwide
(including1.4 million in the U.S.)
Mike Duke Charlyn Jarrells Porter
President & CEO SVP & Chief Diversity Officer

Waste Management, Inc.

Headquarters: Houston, Texas
Web site: www.wm.com
Primary Business:
Comprehensive waste and
environmental services provider.
Year Established: 1968
Employees: Approximately 45,000
David Steiner Jay Roman
CEO SVP of Human Resources,
Chief People Officer

Prof iles in Div er s it y Jou r na l March/April 2009 43

 DiversityLeaderAward2008

WellPoint, Inc.
Headquarters: Indianapolis, Indiana
Web site: www.wellpoint.com
Primary Business:
Health benefits.
Year Established: 2004
Employees: 42,000

Angela Braly David Casey

President & CEO Vice President & Chief Diversity Officer

UnitedHealth Group
Headquarters: Minnetonka, Minnesota
Web site: www.unitedhealthgroup.com
Primary Business:
Diversified health and well-being.
Year Established: 1977
Employees: 75,000
Stephen J. Hemsley, President & CEO
Lori Sweere, EVP Human Capital

If you would like to be a Diversity Leader in 2009, you just need to take the time to share your voice and stories with our readers.
Contact Damian Johnson for editorial opportunities in 2009 (damianjohnson@diversityjournal.com). PDJ

44 Pro f i les i n Di ve rsit y Journal March/April 2009

 © 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
thought thProfiles in Diversity Journal
has been bringing you the
thoughtleaders

leaders
ideas, opinions and profiles of leaders in the field of Diversity & Inclusion for 11 years. As we enter
our second decade of publishing, we are met with an economy that is causing more and more travel
budgets to be cut and we believe conference attendance will be down substantially. In response,
we invited prominent diversity thought leaders to share the latest thinking regarding the workforce
diversity and inclusion topics with which they are most active.
Consider this our way of bringing the conferences to you, even if you are confined to your cubicle
for the near future.

houghtleaders thoughtleaders thoughtleaders thoughtleaders thoughtleaders

Embracing Multiple Generations

in the Work Force
By Dr. Rohini Anand
Senior Vice President & Global Chief Diversity Officer

I
Sodexo

In the workplace, Sodexo also developed a Work/Life Effectiveness Steering

generational differences in
values, ideas, and commu-
nication methods can affect
everything from recruit-
ing and team building to
productivity, morale, and retention. Developing strategies for
effective cross-generational communication can ultimately
eliminate confusion and misunderstandings and help create an
environment where employees of all generations feel engaged,
challenged, and fulfilled.
For the first time in our country’s history there are four distinct
generations working side by side: Traditionalists, Baby Boomers,
Generation X, and Generation Y. Each generation relies on unique
attitudes, behaviors, expectations, and motivational factors.
At Sodexo this means acknowledging differences and recognizing
that education and awareness are important tools in creating a
cohesive and mutually satisfactory work environment.
With this in mind Sodexo created the Generations in the
Workplace learning lab. This interactive and informative learning
lab provides participants with guidelines to better understand
each generation’s values, beliefs, and behaviors in the workplace.
Participants also practice skills to bridge generational differences
in communication style for more effective communication across
generations. By the end of the session, participants are able to
identify key traits of each generation, describe how generational
differences can shape workplace behavior and interactions, and
identify ways to adapt communication styles.
46 Pro f i les i n Di ve rsit y Journal March/April 2009
Committee responsible for examining and making recommenda-
tions regarding the quality of work life for Sodexo employees.
A subcommittee focused on the mature workforce as well as in-
tergenerational issues. In addition, this subcommittee created an
online toolkit to celebrate May as “Older Americans Month.” The
Steering Committee successfully recommended several initiatives
for implementation.
Mentoring is also a strong component to influence generational
understanding and appreciation. Through its Spirit of Mentoring
initiative, Sodexo encourages employees to learn from each other
by sharing knowledge, experiences, and best practices.
In addition, Sodexo recently announced the formation of
a new Intergenerational Employee Network Group, i-Gen.
The i-Gen Network Group will create an environment in which
generational differences are understood, appreciated, and lev-
eraged. It will also enhance understanding of employee and
organizational needs based on the different generations, as well
as provide an opportunity for the reciprocal transfer of knowl-
edge between employees of different generations. Employees of
all generations will have the opportunity to create a dialogue
and discuss their differences and similarities and then focus on
team cohesiveness.
The most successful companies continually seek opportunities
to let every generation be heard. By focusing on and encourag-
ing the professional contributions of all employees, we can help
close the generational gap by offering ways for each generation to
recognize their strengths and value to all colleagues. PDJ
hought o
diversity f
thought
What’s Important
What Works
diversity
(and What Doesn’t)
thoughtleaders thoughtleaders thoughtleaders
It’s Not What You Say,
It’s How You Say It That Really Matters
Principal and Head of Corporate Diversity
W
We all were raised with the understanding that “it’s
not what you say, it’s how you say it” or “it’s not what you do,
it’s how you do it.” Never has this concept been more impor-
tant than it is now as we all strive to hire and retain the best
and the brightest. The little things we say and do—and how
we say and do them—will make all the difference.
Microinequities—the subtle messages we send to people
that can make them feel valued or devalued—were a new
concept for me when I learned about them just a few years
ago. I have experienced microinequities in my personal and
professional life, but I never had a name for them or words
for how they made me feel. Microinequities reveal them-
selves in gestures, headshakes, facial expressions, and body
language. They also manifest themselves in the tone of voice
or patterns of speech we use in conversation, possibly leaving
others questioning themselves. Microinequities occur when
the speaker’s countenance does not match the words he or
she is speaking.
In today’s business environment, it is more critical than
ever to be “in relationship” with the people we manage or in-
teract with. We know the data shows that people don’t leave
companies; they leave managers. Having this knowledge
requires that we accept greater personal accountability as
leaders in our interactions with staff to ensure they feel val-
ued, respected, and motivated. We must be sure that what we
say and do matches the way we say and do things.
What’s Going On
thoughtleaders thoughtleaders
By Sharon Barnes
Vanguard
The times in which we
live will no longer allow us
to be oblivious to our im-
pact on others. Leadership
in the 21st century requires
new competencies. Along
with our basic requirements to implement strategy, bring
projects to conclusion, and get the job done, we must now
be concerned with how we make the people working with
and for us feel. We must engage in new ways, be authentic,
find common ground with those who are often very different
from ourselves, and use engagement as a tool to influence
and motivate.
In his book Micromessaging, author Stephen Young tells
us that “unaddressed microinequities accumulate, wear
down, and infect an otherwise healthy self-esteem.” The use
of supportive micromessaging “positively improves work per-
formance and morale and fosters organizational success.”
Let’s all commit to becoming aware of who we are, what
we do, and how we communicate to ensure that each em-
ployee maximizes his or her gifts and talents for the common
good and for company success. PDJ
Prof iles in Div er s it y Jou r na l March/April 2009 47
thoughtleaders thoughtleaders thoughtleaders thoughtleader
Collaborating Across Cultures to Break
Down Barriers for Women in Business
By Tisa Jackson
Vice President of Diversity and Inclusion

A
Union Bank, N.A.

At the end of her which we are partnering is by collaborating on exchange programs

campaign for the nation’s aimed at supporting the advancement of women, both in the U.S.
highest office, Senator and in Japan.
Hillary Clinton focused at- To understand just how different these two cultures are, con-
tention on the importance sider the World Economic Forum’s overall 2008 Global Gender
of elevating more women to Gap Index, which ranked the U.S. number 27 and Japan number
leadership roles in our society: “Although we weren’t able to shatter 98 among a total of 130 nations. The index examines how coun-
this highest, hardest glass ceiling this time, thanks to you it’s got tries are dividing resources and opportunities between their male
about 18 million cracks in it, and the light is shining through like and female populations.
never before,” she told her supporters. Tatebe says Japan is at a crossroads today; companies are rec-
We have, indeed, come a long way. Yet few would deny we ognizing the importance of initiatives to promote gender diversity,
still have a long way to go—not only in the U.S., but in many but they are just beginning to develop strategies to bring about
other countries where companies are realizing that their ability change. And they need role models to help women see that they
to compete globally depends upon their success in recruiting and can succeed in their own way, adapting rather than adopting the
promoting exceptional leaders from a diverse talent pool. prevailing, male-dominated business model.
My colleague, Hiroko Tatebe, has taken on the challenge of As a longtime diversity leader, Union Bank provides a number
increasing gender diversity in her native Japan. The former bank- of role models who can help motivate women in Japan to aim for
ing executive is executive director of the Los Angeles-based Global senior positions. For six consecutive years, Union Bank topped
Organization for Leadership Diversity (GOLD), which she found- all other banks in Fortune magazine’s annual list of “America’s

“
ed to promote global gender diver-
sity and to foster mentoring rela- Japan is at a crossroads today; companies are recognizing the
tionships among female leaders in-
ternationally—starting with Japan importance of initiatives to promote gender diversity, but they are
and the U.S. She is also a founding just beginning to develop strategies to bring about change.
member of Global Enhancement
of Women’s Executive Leadership
(GEWEL), the sister organization
Hiroko Tatebe
Executive Director of GOLD
”
of GOLD in Tokyo that helps
Japanese businesswomen develop their leadership abilities. 50 Best Companies for Diversity.” Women currently comprise
“A larger pool of well-trained and -supported women leaders is 63 percent of the bank’s workforce and are very visible in senior
essential to meet the challenges of the 21st century global econo- leadership roles. It is exciting to note that BTMU is moving in this
my,” Tatebe says, noting that there is a direct link between profit- direction. Women currently comprise 40 percent of its workforce,
ability and diversity. “Despite gains in leadership diversity, women and in 2006 the bank established an Equal Partnership Office that
remain perhaps the world’s most under-utilized resource.” is working to further increase the number of women employees
In my role as vice president of diversity and inclusion at Union and managers.
Bank, and as an advisor to GOLD, I have seen the benefits that
can come from sharing knowledge and experiences across cultures Networking Opportunities for Women Leaders
as we work to increase leadership opportunities for women in Both Union Bank and BTMU are committed to continuous im-
business. provement in this arena, and they are combining forces in ways
Union Bank, one of the largest regional banks in the U.S., is that demonstrate how partnering across cultures can advance ef-
now wholly owned by Japan’s largest commercial bank, The Bank forts to increase diversity and inclusion.
of Tokyo-Mitsubishi UFJ, Ltd. (BTMU). The two companies One example of how we are working together is a Women’s
completed a privatization last November, and one of the ways in Leadership Group luncheon that Union Bank held on June 6,

48 Pro f i les i n Di ve rsit y Journal March/April 2009

rs thoughtleaders thoughtleaders
2008, to recognize our senior women executives for their con-
tributions to the company’s success. Nearly 100 leaders gathered
in Los Angeles to meet their peers, make personal connections
and receive thanks from CEO Masaaki Tanaka. Tanaka’s presence
made an important statement about how much the bank values
the individual and collective contributions of women to the bank’s
success.
A speaker at the event was Hatsue Suzuki, general manager of
BTMU’s Equal Partnership Office. “In Japan, there is a history
of men being responsible for generating income while women
stay home to raise their family,” she told the luncheon attendees.
“Many women graduated and started working in their twenties,
but typically stopped working to marry and raise children.”
She added that today, fewer Japanese women are leaving the
workforce during their child-rearing years and more of those who
do are returning to their jobs. She stressed that BTMU is com-
mitted to increasing the number of women in leadership positions
as well as implementing work-life balance policies that encourage
women with families to continue their careers.
The response to this event was overwhelmingly positive, and
we plan to continue organizing initiatives and events that bring
our women leaders in the U.S. and Japan together so they can sup-
port and learn from each other to help achieve business goals.
Executive Visits
Union Bank has a number of high-level women leaders—
more than 100 at the senior vice president level or higher—
whose business decisions have a significant impact on the
bank’s earnings. For example, as senior executive vice president
for Commercial Deposits and Treasury Management, JoAnn
Bourne oversees a major revenue-generating division of the bank.
She is also a member of the bank’s policy-making Executive
Management Committee.
She recently traveled to Tokyo to meet with women managers
at BTMU. The main purpose of the visit was to provide inspira-
tion and mentoring, and the response was very positive. These
exchanges, in both directions, will continue. I have also met with
BTMU’s Equal Partnership Office in Tokyo, and we are sharing
ideas and exploring opportunities to collaborate as both Union
Bank and BTMU work to increase the number of women in lead-
ership positions.
Forming Strategic Alliances
Exchanges across cultures are also taking place through involve-
ment with external organizations such as GOLD. Union Bank was
among the sponsors of GOLD’s 2007 symposium in Los Angeles
and will also sponsor the organization’s 2010 event, where speakers
will share success stories on global gender diversity.
Last year, I travelled to Tokyo to speak at the GOLD/GEWEL
symposium that focused on how women can become successful
21st century global leaders. The business leaders I met in Tokyo
thoughtleaders thoughtleaders t
were thrilled about offering a platform for women business leaders
to empower each other.
The types of events organized by GOLD and GEWEL offer a
valuable combination of information, inspiration and support for
companies in the U.S. and Japan that are committed to transform-
ing their corporate culture.
Key Diversity and Inclusion Elements
It’s an exciting time to work in this field, particularly within a
company that is developing systems, processes and programs to en-
sure that diversity and inclusion strategies will be implemented at
all levels of the organization to improve business results. Following
are a few of the elements that I believe are essential to the business
of successful diversity and inclusion:
• Integrate into business. Make diversity and inclusion an in-
trinsic part of your corporate culture and practices. Diversity is
one of Union Bank’s most closely held values. It’s a top priority
in everything we do, from recruiting employees and managers
to selecting vendors and reaching out to customers.
• Engagement at all levels. Union Bank has a corporate diversity
council of the top senior executives from all business units that
partners with Diversity and Inclusion in creating the goals to
increase and leverage diversity among employees, customers,
and service providers.
• Create a two-pronged approach. Develop specific strategies
for meeting the goals through initiatives, processes and pro-
grams that can be implemented across the organization, as well
as create plans for each specific business unit.
• Share knowledge and lessons learned. The U.S. is ahead
of many other countries in closing the gender gap, and busi-
ness partners in other nations can benefit from what we have
learned. At the same time, we can learn from other cultures.
What all this adds up to is a commitment to the
challenge and the craft of creating and sustaining equitable systems
and practices in which both employees and businesses can grow
and prosper. We are on this journey together. PDJ
Tisa Jackson, Vice President of Diversity and Inclusion for Union Bank,
N.A., has more than 13 years of experience in this field, as well as strategic
human resources management, community development and organizational
development. She is founder of the Professional & Technical Diversity Network
(PTDN) of Greater Los Angeles, a diversity consortium comprised of compa-
nies committed to diversity and inclusion. Headquartered in San Francisco,
UnionBanCal Corporation is a financial holding company with assets of
$70.1 billion at December 31, 2008. Its primary subsidiary, Union Bank,
N.A., is a full-service commercial bank providing an array of financial services
to individuals, small businesses, middle-market companies, and major corpo-
rations. Union Bank is California’s fifth largest bank by deposits. The bank
has 335 banking offices in California, Oregon and Washington, and two in-
ternational offices. UnionBanCal Corporation is a wholly-owned subsidiary of
The Bank of Tokyo-Mitsubishi UFJ, Ltd., which is a subsidiary of Mitsubishi
UFJ Financial Group, Inc. (NYSE: MTU). Visit www.unionbank.com
<http://www.unionbank.com/> for more information.
Prof iles in Div er s it y Jou r na l March/April 2009 49
thoughtleaders thoughtleaders thoughtleaders thoughtleader
The Lilly Ledbetter Fair Pay Act and
Compensation Strategies
By David Lamoreaux and Matthew Thompson
Vice Presidents, Labor and Employment Practice

P
CRA International

President Barack Obama’s
signing of the Lilly Ledbetter
Fair Pay Act on January 29,
2009 brings notable changes
to the Equal Pay Act and
reverses the 2007 Supreme
Court ruling that individual
pay checks did not restart the
period in which an individu-
al could file a discrimination
claim. Instead, the Act pro-
vides for a statute of limita-
tions for pay discrimination
which resets with each new
paycheck. This provides an
opportunity for allegations
of ongoing pay discrimina-
tion to be filed even if they
are discovered years after the
discrimination began.
In the days leading up to and immediately following the sign-
ing of the Act, there has been ample commentary on the legal
consequences of the legislation to employers. Many attorneys have
suggested that now, more than ever, may be the appropriate time
for employers to conduct a privileged review of their current com-
pensation relationships. A compensation review for the purposes
of obtaining legal advice may enable employers to limit their on-
going risks related to past employment decisions.
As employers consider undertaking such reviews, there are a
number of considerations that will impact the effectiveness of the
review, as well as any remediation strategies and on-going manage-
ment of future risks.
Conducting Analyses Of Current Compensation Relationships
Prior to undertaking a compensation audit, the employer
should understand its overall philosophy towards compensation.
Answering a few simple questions can provide a good baseline
of information from which to start the review process. First,
what is the relevant measure of compensation to be studied? It is
important to determine whether the audit should focus on base
salary, incentive compensation, total compensation or some other
measure. Second, what employee and employment related factors
affect compensation decisions at your organization? The employer
should understand whether it follows, for example, a strict wage
schedule similar to the Federal GS scale or allows more flexible
manager discretion and individual variation in its compensation
structure. Third, at what level are compensation decisions made?
There should be a common understanding of whether compensa-
tion decisions are made by the immediate supervisor or by a higher
level of management. Finally, which employees are expected to
have similar compensation levels?
How companies compensate employees varies substantially
depending on the type and level of work performed by the
employee. For example, employers may compensate employees
through a base salary, bonuses, incentive payments, or commis-
sions. However, the decisions with respect to bonuses, incentive
payments and commissions for most companies are specific to
discrete time periods and generally do not have recurring or on-
going impacts on pay checks. The Ledbetter legislation squarely
addresses allegations of discrimination associated with the reoccur-
ring nature of base salary, and thus companies may benefit from
undertaking a privileged comprehensive review of these particular
compensation decisions.
Before undertaking a comprehensive audit of current employee
salaries, an employer must review how salaries are determined
within their establishment. Few employers have a pay system simi-
lar to that found in the Federal government, where all employees
in the same salary grade and step are paid the same base salary.
More likely, individual salaries are based on a variety of employee
and job related characteristics specific to the company. Prior to
conducting a salary analysis, the employer should review the em-
ployee and job related characteristics that are likely to impact base
salary, and determine what, if any, information is recorded and
maintained by the company.
For most companies, employees are paid different salaries for
a variety of reasons. As such, it is important that any analysis of
relative employee compensation include the job and employee
characteristics that impact employee compensation. Some of the
job and employee related characteristics that typically affect base
salary include:
• Level of responsibility
• Market for particular type of work
• Work experience
• Local labor market conditions
• Level and type of education
• Organizational-specific business processes.

50 Pro f i les i n Di ve rsit y Journal March/April 2009

rs thoughtleaders thoughtleaders
Counsel should consider the legal defensibility of particular
characteristics included in a compensation audit in light of the
Ledbetter Act (and, prospectively, the Paycheck Fairness Act).
In determining which compensation-related characteristics
should be included in the review, it may be necessary to examine
other employment outcomes, such as promotion decisions
and performance evaluations, to evaluate the defensibility of
these characteristics.
In addition to identifying the job and employee characteristics
that are likely to impact an individual’s salary, it is also important
to determine for which employees the company will provide
similar compensation for these characteristics. For example, an
employee’s level of education may be valued differently in a re-
search and development department compared to a production
department. Therefore, when designing a compensation audit, it
is necessary to determine the appropriate grouping of employees
who should be studied together. Improper groupings of employees
can result in misleading statistical models.
There are a number of factors that should be considered when
determining which employees should be grouped for comparison
purposes. For example, the employee comparisons should consider
the organizational structure (e.g., business units, lines of business,
Affirmative Action Plans), the market structure (e.g., occupation,
function, job families), the requirements of particular positions,
and the level at which salary decisions are made. The groups
should be structured so that the populations are sufficiently large
to provide meaningful statistical analyses, but so as to not group
together dissimilar employees whose characteristics are likely to be
valued differently within the market or the company.
It is important to keep in mind that statistical analyses are
only the start of the compensation review process. Statistically
significant differences indicate that the protected group salary
difference is not likely to have occurred by chance. It may be that
protected group members were, in fact, paid less than their non-
protected counterparts, or it may be the case that the analysis has
omitted factors that explain differences in compensation. As such,
groups showing statistically significant salary differences should be
researched to determine whether the analysis has omitted factors
related to compensation or whether there are individual employee
salaries that do not “fit” with other employees in the comparison
group (“outliers”). When feasible, omitted compensation-related
characteristics should be collected and included in the salary com-
parison, and individual “outliers” should be documented.
Remediation Strategies
When undertaking a compensation review, the employer should
be prepared to take any follow-up action deemed necessary by
legal counsel. When statistically significant differences between
thoughtleaders thoughtleaders
protected and non-protected group members are found, counsel
can provide guidance on alternative remediation strategies, which
may include no action. Each remediation strategy will have con-
sequences in terms of cost, manageability, effectiveness, and risk.
The compensation analyses and individual outlier review can assist
in evaluating each alternative action. Each of these consequences
should be considered and explored with counsel before engaging
in a remediation strategy.
Going Forward Into the Future
Assuming that an employer achieves the desired level of risk
through a properly structured compensation review, the question
becomes how to manage and minimize the risk going forward.
The pay differences that may have been addressed as a part of
the review are likely the result of many isolated decisions over an
extended period of time. The cost of addressing the cumulative
effect of those differences can be significant and, presumably, the
employer will not want to outlay such expenditures in the future
if avoidable.
There are three primary employment decisions that routinely
impact the relative salary relationships of employees and account
for the majority of employee salary adjustments—Starting Salary,
Merit Increases and Promotional Increases. Employers can mini-
mize the risk of new salary differences entering into the compen-
sation process by monitoring these particular decision-making
processes.
Starting Salary. Employers can develop tools for monitoring
starting salary decisions and providing guidance to managers as
to salary ranges. Employers may want to document exceptions to
the starting salary guidance so that this information can be used
to explain starting salary decisions. Insufficient data often exists on
the factors that determined starting salary decisions (e.g., relevant
prior work experience, education, prior compensation). To the ex-
tent that these data can be systematically collected and maintained,
this information can be useful in explaining individual differences
in starting salaries.
Merit Increases. As with starting salaries, employers can develop
tools to monitor and review merit increases during annual salary
planning processes. These monitoring tools can be relatively sim-
ple, yet effective, in monitoring whether the merit increase process
Ledbetter, continued on page 53
David Lamoreaux and Matthew Thompson head the labor
and employment practice at financial and economic consulting firm
CRA International (www.crai.com). They specialize in the applica-
tion of statistical techniques to analyses of employment practices,
such as compensation, hiring, promotion, and termination, and
how those employment practices relate to gender, race, age, and
ethnic origin discrimination.
Prof iles in Div er s it y Jou r na l March/April 2009 51
thoughtleaders thoughtleaders thoughtleaders thoughtleader
Diversity Goals / Diversity Development

By Charlyn Jarrells Porter

Senior Vice President and Chief Diversity Officer

H
Wal-Mart Stores, Inc.

Here at Wal-Mart
Stores, Inc., diversity and
inclusion are enduring
values embedded into our
culture. These values are
fundamental to both our
business and our mission. We have enjoyed some great success,
but we remain committed to our journey of being a true leader
in all aspects of diversity and inclusion.
While our formal journey started in 2003 with the creation
of our Office of Diversity, corporate diversity and inclusion ef-
forts were already flowing throughout the company. Our new
Office of Diversity gave us the ability to streamline these efforts,
reach a broader audience, and gain synergies to further our ef-
forts toward diversity excellence.
With an associate base of more than 257,000 African
Americans, 41,000 Asians, 5,900 Pacific Islanders,
171,000 Hispanics, 16,000 American Indian and Alaska Natives,
869,000 women, and more than 431,000 mature associates
who are 50 and older, we work hard to make sure the message of
diversity and inclusion is carried throughout our company.
Through that hard work and dedication, several programs
and initiatives have advanced with great success and progression.
A great example is our Diversity Goals program, which helps
the company achieve its diversity goals by attracting, hiring and
retaining qualified associates. The program has two main goals:
Placement Diversity Goals:
Field Management: Establishes objective target/goal of plac-
ing women, African Americans, Hispanics, Asians and Pacific
Islanders and American Indian and Alaskan Native associates
at a rate consistent with the qualified, interested and available
applicant pool in field management positions.
Home Office Management: Captures the candidate slate for
Officer- and Director-level positions.
Good Faith Efforts Diversity Goals:
Requires managers to demonstrate their diversity leader-
ship by participating or sponsoring diversity events, as well
as mentoring at least three associates, including persons of
diverse race, gender or background.
Of the more than 50,000 members of management who
have a Diversity Goals requirement, 99% of them achieved
their goals last year. What makes this program a best practice
in the industry is that this program is tied to officer and
key field senior manager incentive bonuses. If requirements
are not met, up to 15% of their bonus can be deducted.
Many of our officers are on diverse boards at the national
and regional levels.
We continue to make great progress in Diversity and
Inclusion training. Each year newly-hired and promoted as-
sociates complete this valuable and strengthening program that
teaches practical ways to recognize and appreciate different back-
grounds, cultures, talents, skills, and life experiences.
On the business front, we continue to look for ways to in-
tegrate diversity back into the business. We implemented our
supplier diversity program many years ago. Our company’s com-
bined spending with minority- and women-owned businesses,
including 2nd Tier suppliers, will be over $8 billion in 2008.
Our Associate Resource Groups also work collaboratively
on complex business initiatives that drive results, increase aware-
ness, and provide cultural competence across the organization.
We have groups dedicated to Asian and Pacific Islander associ-
ates; Hispanic and Latino associates; associates with disabilities;
lesbian, gay, bisexual and transgender associates; American Indian
and Alaskan Native associates; African American Associates; and
female associates.
Our Diversity Development Series allows us to reach
associates across the U.S. on diversity leadership best practices.
This dynamic internal resource delivers cutting-edge
content regarding current diversity trends and challenges such
as MicroInequites and Generational Diversity.
As part of our ongoing efforts to foster diversity and equal
employment opportunities, we also established an Employment
Practices Advisory Panel (EPAP). This group works with our
senior management to develop and implement progressive
enhancements to equal employment opportunity and diversity
initiatives for the nation’s largest private workforce.
We are proud of the strides we have made over the
past several years, yet our journey is not over. We remain fully
committed, and will continue to seek new and creative ways to
integrate diversity and inclusion into our business. With the help
of our associates, customers, suppliers, and the communities we
serve, we look forward to continuing our journey in being a true
leader in all aspects of diversity and inclusion. PDJ

52 Pro f i les i n Di ve rsit y Journal March/April 2009

r thoughtleaders thoughtleaders thoughtleaders thoughtlead
Diversity and Inclusion…
”It’s All About the And”
Executive Director, Talent Acquisition & Diversity
R
Recently, I was reading a white paper addressing the state of
the diversity and inclusion field. One of the observations stated
was that as a field, we have made tremendous strides in promoting
the business case for diversity and inclusion, while creating greater
awareness about the importance of diversity as essential for success
in the marketplace. The paper also presented perspectives on the
underlying issues that we need to continue to address—developing
a universal definition of diversity; establishing a skills / compe-
tency model for diversity practitioners; and, what I’ll characterize
as more effort in the diversity management field.
What most caught my attention was the sense that there was
less optimism about our progress, and the continuing evolution
of our body of work. There is still significant concern about what
diversity and inclusion really mean. Diversity practitioners are
looking for that next big breakthrough in the field that will lend
greater clarity and focus to the work that we do. I’m a proponent
of the notion that the glass is always half full; and I believe the field
is ripe with opportunity. It begins with the “and.”
One immediate opportunity is to let go of trying to define
what diversity means and recognize what it is. Diversity and
inclusion is about gender, race, and other representation in the
workforce. And it’s about having the right set of skills and lead-
ership competencies to manage and lead diverse and complex
organizations. And our global economy requires that we embrace
thoughtleaders thoughtleaders thoughtleaders
Ledbetter, continued from page 51
adversely impacts a protected group. In developing tools to moni-
tor merit increases, it is important to understand the underlying
guidelines used in determining merit increases and develop tools
that account for those underlying processes (e.g., performance re-
views, compensation ratios). It is also important to ensure that the
impacts of adjustments made as a part of a comprehensive salary
review are not undone in subsequent merit review cycles.
Promotional Increases. Monitoring promotional increases is
more difficult than monitoring starting salary or merit increases
because the events are typically more complex and occur less
frequently. Promotions generally occur when there is a change
in position and/or level of responsibility. The promotional pay
increase employees receive often depends on both the position to
which they are promoted and their most recent prior position.
While monitoring may be more difficult, employers can and
By Alfred J. Torres
Verizon
a broader perspective about
the knowledge and tools
needed to drive success on
that larger stage. And yes,
diversity is about the bot-
tom line, measuring impact.
Demonstrating performance and result linkages is what every
good business discipline does. And we should be held to the
same standard.
To take a step back, how we define our work has some im-
portance. Consider the view offered by Roosevelt Thomas, Jr.
He promotes the view that diversity (and inclusion) is about
mixtures. As he observes, our opportunity is to understand
what those mixtures represent, and recognize and appreciate the
complexity inherent in those mixtures, and figure out the most
effective ways to help our organizations manage the mix, while
creating and driving value—for employees, shareholders and
potentially for society at large.
I like to believe that diversity and inclusion is about how
we attract, develop and retain the best talent regardless of the
“package” it’s in. And it’s about how we effectively engage and
leverage inclusion of that talent to drive high performance; and
translate that performance into outstanding customer service and
results for our business. Our opportunity is in the “and.” PDJ
thoughtleaders thoughtleaders
should develop guidance with respect to promotional increases.
Employers may want to document exceptions to the promotional
increase guidance so that this information can be used in the fu-
ture to explain differences that may evolve and become magnified
over time.
For most employers, the workplace is a dynamic environment
in which new employees are hired, promoted and terminated regu-
larly. Establishing and maintaining employee salary relationships,
which are determined at a particular point in time, may present
particular challenges in the current economic environment given
the increase in employers’ downsizing activities. Therefore, it is es-
pecially important to be vigilant about managing risks by monitor-
ing these other employment activities and their impact on salary
relationships given The Lilly Ledbetter Fair Pay Act of 2009. PDJ
Prof iles in Div er s it y Jou r na l March/April 2009 53
thoughtleaders thoughtleaders thoughtleaders thoughtleader
Filtering Passion to
Drive Business Results
By Gwen Migita
Director, Corporate Social Responsibility
T
Harrah’s Entertainment
The growth around a
Best Practice LGBT network
group has been invaluable
to Harrah’s Entertainment.
Articles, conferences, hand-
books, and sharing with
other entities, albeit helpful, have little comparison to the vast
knowledge and learning we have developed in forming and
leading EQUAL—Harrah’s Entertainment’s Business Resource
Group for Lesbian, Gay, Bisexual and Transgender Employees
and Allies—the first of its kind in the company and the gaming
entertainment industry.
From EQUAL’s formation in 2007, the biggest lesson has been
that passion, when managed and navigated, can be filtered to drive
substantive business results.
The story of EQUAL’s beginnings can be described as a conver-
gence of three events: Paris Las Vegas, one of the company’s eight
properties along the Strip, was in its second year of marketing to
gay and lesbian travelers; Harrah’s Entertainment received its first
perfect score on the Human Rights Campaign’s (HRC) Corporate
Equality Index; and former Las Vegas mayor and company senior
vice president Jan Jones delivered her acceptance speech as the
“Equality Pioneer” at an HRC Gala.
By the end of that evening, a group of 10 employees involved
in hosting the gala were inspired to grow the work of the company.
They eventually formed EQUAL, which has become a rallying
point proven to be the impetus driving continued passion around
the organization.
EQUAL started recruiting more members and began com-
municating to employees. Forming a clear purpose and brand
from the beginning has been a catalyst for EQUAL’s many early
successes and long-term sustainability.
EQUAL’s established vision and mission is to become a key
business resource for LGBT employees and their allies by encour-
aging networking, promoting inclusion and providing opportuni-
ties for continued education and exposure within the company.
The group strives to advocate the company’s vision of growing
through superior performance, elevating our status as “Employer
of Choice,” as well as “Operator of Choice,” as we pursue new
domestic/global business opportunities.
54 Pro f i les i n Di ve rsit y Journal March/April 2009
EQUAL’s Connection to Diversity and Overall Company Strategy
Harrah’s Entertainment works with employees at all levels,
from executive and corporate officers to our front line team
members, promoting diversity and a better understanding of
various issues arising from an inherently diverse workforce of
more than 80,000. The company promotes stringent nondis-
crimination policies covering all employees regardless of sexual
orientation, gender identity, race, national origin, age, disability
and religion. But the company’s commitment goes beyond the
“nice thing to do.”
That’s where organizations within the company, such as
EQUAL, play an important role. The group offers the opportunity
to pilot LGBT programs and environments which drive employee
retention and talent development. EQUAL works to educate
employees and the various communities in which it operates on
LGBT issues, challenges and misconceptions. Promoting aware-
ness of the company’s successes in moving toward an inclusive
community and furthering the inclusiveness of the corporate cul-
ture is core to EQUAL’s mission.
The group’s visibility and importance continue to build, as its
strategy is directly linked to the company’s overall objectives in
operational excellence and industry leadership.
Its members have been designated as formal representatives
of the company with national and local diversity partners. They
represent the company at corporate-sponsored engagements and
support volunteer and staffing needs at marketing and diversity
relations events.
The group helps establish company relationships with stra-
tegic business and community organizations supporting and
promoting LGBT causes, such as HRC, Lesbian & Gay Center of
Southern Nevada, Gay & Lesbian Alliance Against Defamation,
International Gay & Lesbian Travel Association and others.
Within eight months of inception, EQUAL was identified
by Harrah’s corporate diversity and the human resource leaders
to be the model employee Business Resource Group, by which
to drive the diversity & inclusion strategy to the employee grass-
roots level.
EQUAL has organized and participated in strategic planning
sessions to develop a blueprint to serve as mentor and model
for other diverse groups throughout Harrah’s 40 casino resorts
nationwide, and continues to ensure the company remains
a place where LGBT employees can achieve personal and profes-
sional success. PDJ
r thoughtleaders thoughtleaders thoughtleaders thoughtlead
When LGBT Is Both
Employee and Client
By Gil Gerald
President

B
Gil Gerald & Associates, Inc.

Behavioral healthcare workplace settings largely client. The language often

encompass mental health, alcohol and other drug prevention,
treatment, and recovery support services. These settings are part
of a vast system of privately and publicly funded programs and
services which employ, among others, lesbian, gay, bisexual and
transgender (LGBT) professionals, and serve very vulnerable
LGBT individuals in need of these services.
The importance of updating workplace policies to recognize
and support LGBT employees in these settings, and of develop-
ing organizational capacity to provide services that are culturally
responsive to LGBT clients, is increasingly being recognized, and
justifiably so. Standards of care in the provision of healthcare and
behavioral healthcare services are beginning to emerge, such as
those that have been produced in Massachusetts. Much work to
develop and disseminate similar standards and best practices is
underway among professional associations that impact provider
practices.
Without the changes envisioned by the emerging standards,
providers will be increasingly more vulnerable to lawsuits based
on such issues as workplace discrimination, hostile workplace
environments, harassment and other problems. As importantly,
without these changes, organizations will experience unneces-
sarily low retention of qualified, experienced and talented staff,
and will also fall short of achieving the best possible treatment
outcomes and other service objectives that are highly dependent
on providing services that respond to the specific needs of LGBT
clients. Ultimately these shortcomings will make organizations
less competitive whether they are privately or publicly funded.
An area that represents a basic level of intervention—a
starting point to help develop an LGBT-welcoming workplace
and service environment—is to assist employees to expand and
improve the vocabulary and language they use in communi-
cating with each other and with clients. Very incomplete and
distorted information about LGBT people is commonplace,
and the language commonly in use often conveys stereotypes
and assumptions that the speaker is often unaware of, but the
listener picks up on if they happen to be an LGBT employee or
conveys the assumption
that the intended audience
is heterosexual, or worse
yet, conveys clear hostility
to those who may not be.
More often than not, we communicate our lack of knowledge
about diversity in the LGBT community and also put on dis-
play our world view, based on stereotypes. A client will quickly
grasp the evident ignorance and will probably conclude that the
benefits of the services, however badly needed, will be less than
optimal.
A good introduction of staff to the use and practice of in-
clusive and appropriate language will invariably develop their
knowledge and awareness about such concepts as sexual identity,
gender identity, and gender expression. A full understanding of
these concepts is necessary before policies and procedures can
be updated. Only then can the training and technical assistance
needed to develop provider competencies (in such areas as
conducting a good intake, taking a good sexual history, or de-
veloping an appropriate treatment plan based on individualized
needs) be considered. These and other service-related tasks are
facilitated by the level of trust and rapport that develops between
the provider and the client.
It is not uncommon for organizations to assume that the issue
of developing cultural responsiveness in serving LGBT people
applies mostly in large urban centers rather than in smaller and
rural communities. The truth is that LGBT people live in very
rural areas as well as in large urban communities. They need and
deserve culturally responsive and effective behavioral healthcare
services regardless of the legal framework that allows them to be
more or less visible or more or less likely to risk disclosure about
information that is crucial to their care and treatment. PDJ

Prof iles in Div er s it y Jou r na l March/April 2009 55

 su rvivi ng T
Many organizations are grappling with the challenges of
our troubled economy. That said, we believe that Diversity
and Inclusion continues to be a justifiable business strategy.
We’ve asked experts in the field to share their expertise and
experiences, their unique views on how to thrive and survive in
this economy, and to answer the question:

How are you keeping your

Diversity and Inclusion programs
relevant during these dire economic times?

David Casey
Vice President, Workplace Culture, and Chief Diversity Officer
WellPoint

Tighten Goal Alignment

In these times of mass budget
and staff reductions, there are few,
if any, parts of organizations that
are not being asked to do their part.
Diversity teams, programs, and ini-
tiatives are no exception. However,
any company that would dispropor-
tionately cut its focus on diversity
needs to re-evaluate any stat-
ed commitments to diversity. I say this because
diversity should be seen and treated as any other business
function because that is what it is—a business function.
I do not hear the question being asked of how
finance, information technology or sales/marketing
remain relevant in tough economic times—why should
diversity be an outlier?
Many companies will say that diversity is integrated
into the way they do business. The best way to assess
this is to review the goals of the diversity function.
Now is not the time to espouse a broad-brushed
business case for diversity. It’s time to really tighten
the connection between your and your company’s
bottom line business results. Ask yourself whether the
diversity function sends out goals for the rest of the com-
pany to incorporate into its plans or does the diversity
function incorporate goals from various components
of the company into its plans? I believe doing both
will optimize true alignment with and integration into
the core mission of the organization. And you can’t get
any more relevant than the mission. PDJ

56 Pro f i les i n Di ve rsit y Journal March/April 2009

HE E C ONOMY
Jay Romans
Senior Vice President, Human Resources, and Chief People Officer
Waste Management, Inc.

At Waste Management, one of our key As a result, we have made diver-

growth strategies is to employ a diverse range of sity recruiting a priority. This year
talented people so we can achieve our business goals. we will continue to uncover areas of
Our plans call for significant business growth, which opportunity and create a strong di-
simply cannot be achieved without the right mix versity recruiting strategy aligned with
of talent. our business needs. Specifically, we are
As I talk with groups of Waste Management em- focusing on adding women to our
ployees, everyone it seems is consumed with the state frontline roles, such as drivers. We
of the economy. Apprehension looms over 401(k) have met with many of our female
losses, layoffs, wage freezes, mortgage issues and job employees in these roles to under-
security. Employees have also expressed concern about stand the challenges and rewards of the
how our company will sustain our people-focused ini- job. We also plan to continue our partnership with
tiatives, including diversity and inclusion. National Black MBA, National Hispanic MBA and
For certain, these economic times are unlike any- other diversity recruiting partners.
thing we’ve experienced, and they are forc-
ing our organization to make tough de-
cisions. Companies that succeed today “Either you are growing or you are decaying.
understand that their talent needs to be
There is no middle ground. If you are
diverse and strategic. However, as difficult
as these times may be, we will move for- standing still, you are decaying.”
ward with a steadfast commitment to our —Alan Arkin
diversity and inclusion initiatives.
At Waste Management, we don’t look at
diversity as only race, religion, national origin, age, sex, We understand that there will always be a strong
etc., but also diversity of thought. We know we cannot need for critical skills and that we must continue to in-
survive, let alone grow, as a company by doing things corporate diversity into our organization. Companies
the way we always have. The history of the Fortune that rise to the top tomorrow will be insightful, in-
500 list is littered with companies who refused to novative and offer unique appeals to the market.
change and do things differently. Diversity in thought Those ideas will come from diverse intellects working
means challenging the status quo. This is difficult for together to address the complex issues of the present
many companies to embrace. But embrace it we must and the future.
as we move toward the future. Holding a steady course on people issues, on diver-
Our current economy gives us a fantastic opportu- sity and inclusion, may not be the simplest task. But
nity to build our bench with diverse employees. Many there’s demanding evidence that doing so will launch a
strong diversity candidates are in the job market today company full-speed on its next journey. PDJ
because of layoffs. While we are making our own ad-
justments, we need to also take advantage of this new
available talent. All of our internal and third-party
recruiters understand the importance of delivering di-
verse slates of candidates to our hiring managers.

Prof iles in Div er s it y Jou r na l March/April 2009 57

 Lois Cooper
Vice President, Diversity and Inclusion
Adecco USA
During this time of intense
scrutiny of all corporate expenses and
examination of an organization’s activi-
ties, many are concerned that diversity
and inclusion initiatives may not fare
well under this review. Unfortunately,
many are right. Organizations that
truly did not have a commitment to
diversity may not see the added value
of continued or new initiatives today.
How should Diversity and Inclusion
leaders recession-proof themselves? Hopefully, they
have well-established programs with metrics that show
a positive bottom-line impact. These are the initiatives
that will continue to be integrated into organizations
in both the short- and long-term.
Adecco’s Diversity Business Leadership Team,
which consists of the CEO, CFO, the presidents and
COOs of each business line and other C-Suite
members, has seen the efforts of their diversity prof-
it generation strategy pay off. As a result, Adecco
continues to build on its D&I initiatives, even amidst
Denise Lynn
Vice President, Global Human Resources Services
American Airlines
As a global airline serving a
quarter of a million customers daily
from around the world, we take
pride in the important role American
Airlines plays in bringing people to-
gether from many different cultures
and communities. American is more
than an airline. In today’s competi-
tive environment, it is imperative that
we embrace the ever-increasing diver-
sity of our own team and the world
around us. We work hard to create an environment
where employees feel empowered to contribute their
unique talents, perspectives and ideas to the business
every day so American can provide the best travel ex-
perience possible for our customers.
American Airlines has a long-term commitment
to Diversity and Inclusion, so this is not a one-time
58 Pro f i les i n Di ve rsit y Journal March/April 2009
current economic challenges. Adecco currently tracks
and reports the positive movement of new-business
development based on the combined efforts of the
organization’s sales team and its Office of Diversity
and Inclusion.
“Companies today want to align themselves with
strategic business partners that share their values. As
they are making business decisions regarding the al-
location of financial resources, they need to be able
to validate their decisions to their leadership,” says
Lois Cooper, vice president of Diversity and Inclusion
for Adecco. “While pricing and customer service are
important factors to be considered during the vendor
selection process, smart companies can differentiate
themselves as strategic business partners who are able
to add value to a customer’s business strategy.”
For Adecco, these strategies can include the devel-
opment of a diverse pipeline of talent to customers.
“Diversity has been a strategic sales differentiator for
Adecco and we look forward to a continued focus on
our initiatives in the future,” says Cooper. PDJ
program or initiative tied to funding that could disap-
pear during tough times. We have the infrastructure in
place to support Diversity and Inclusion over the long
term, including a Diversity Advisory Council, hiring
targets, executive and management-level commitment,
Board involvement and support for our Employee
Resource Groups (ERGs). The 16 ERGs contribute
invaluable expertise to business initiatives. Even in
difficult economic times, American will continue to
support Diversity and Inclusion.
American recognizes that we must operate inclu-
sively so our employees, customers, suppliers, and the
communities we serve all benefit. As a company that
bears the name “American,” we know much is expected
of us. We will only be successful if the experience we
deliver, and the environment we create, is welcoming
and respectful for everyone. For us, diversity isn’t an
aspirational goal. It’s the way we do business. PDJ

Vice President, Employee Development and Diversity
The United States Postal Service is
the second largest employer in the country, employ-
ing over 650,000 people. Our workplace is one of the
most diverse in America. We service every home and
business in the United States. The current economic
downturn has affected almost every business in the
country, and the Postal Service is no exception.
We are impacted by fuel costs, technology, and the
economy overall. When America’s businesses do not
have discretionary resources for advertising spending,
we feel it. We rely on the success of America’s small
business owners.
By 2050, 52.3% of the U.S. population will be
made up of people of color. In order to thrive, we must
understand how to communicate with those groups.
That communication is vital for an inclusive work-
place, and it’s necessary to capture external markets
and better serve our customers.
We’ve developed both internal and external diversi-
ty initiatives. These initiatives are strategically connect-
ed to business performance and the company’s bottom
line. For example, we created solutions to meet the
Vice President, EEO, and Corporate Diversity Manager
In these challenging economic times, Bank
of the West believes it’s more important than ever to
recruit and retain top talent, and to foster an inclusive
environment where every employee and customer
feels valued. We’ve always believed in fairness and
inclusiveness, and feel that as employees witness our
commitment to those values first-hand, they’ll remain
committed and engaged. Attracting and retaining
qualified, valued, and productive employees is a part
of our culture.
At Bank of the West, diversity is achieved by
maximizing our individual potentials and valuing
our uniqueness while combining our collective tal-
ents and experiences for the growth and success of
Susan M. LaChance
United States Postal Service
domestic and international shipping
and mailing needs of a wide range
of customers, including households
and businesses, both large and small.
We offer global shipping products, as
well as on-line full-service access for
individuals and small businesses.
Internally, we are leveraging the
unique talents, skills, and innovative
thinking of our multicultural work-
force. During this financial crisis, the
Postal Service is not hiring. We are
focusing on retaining the highly effective, knowl-
edgeable workforce that we have invested in as our
most valuable asset. Moreover, we continue to build
and maintain our talent pipeline to ensure ongoing
leadership in the organization remains strong. Future
business success depends on our ability to retain the
most talented employees. We have an unwavering
commitment to diversity. PDJ
Angie Perez
Bank of the West
our organization. At a time when
others are scaling back on diversity-
focused endeavors, Bank of the West
is continuing its summer internship
programs, its mentoring program,
and its “Celebrate Diversity” brown-
bag panel discussions throughout our
footprint. We’re launching a Women’s
Connection Group to enable women
to exchange ideas and network for
career enhancement. We’re promoting
activities as well as communication, ensuring that our
commitment to diversity remains visible and valued by
everyone who works here. PDJ
Prof iles in Div er s it y Jou r na l March/April 2009 59
advantage
advertiser’s index
Bank of the West . .. .. .. .. .. .. .. .. .. .. .. 17 Lockheed Martin . .. .. .. .. .. .. .. .. .. .. .. 45 Verizon. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
www.bankofthewest.com www.lockheedmartin.com www.verizon.com

Burger King . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Shell Oil . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61 Wal-Mart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

www.bk.com www.shell.com www.walmart.com

Chevron . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Sodexo. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Waste Management. . . . . . . . . . . Inside Back

www.chevron.com www.sodexousa.com www.wm.com

Eastman Kodak Company. . . . . . . . . . . . . . .30 UnitedHealth Group. . . . . . . . . . . . . . . . . . . . .35 WellPoint . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 7

www.kodak.com www.unitedhealthgroup.com www.wellpoint.com

Ford Motor Company . . . . . . . . Inside Front, United States Navy. .. .. .. .. .. .Back Cover
www.ford.com. . . . . . . . . . . . . . . . . . . . . pg 1 www.navy.mil

Ivy Planning Group. . . . . . . . . . . . . . . . . . . . .63 Vanguard HR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

www.ivygroupllc.com www.vanguard.com

viewpoint

Generations, continued from page 64

that older generations may learn or master, but never under- • Draw on the diversity of experiences, talents and interests
stand in the way that the Digital Native generation will. Prensky of employees to foster innovative work teams that challenge
notes that “Digital Natives are used to receiving information assumptions and reward new ideas;
really fast…like to parallel process and multi-task…prefer their • Create opportunities for more collaborative or team-
graphics before their text rather than the opposite...prefer ran- working groups;
dom access (like hypertext)…function best when networked… • Support work/life balance pursuits;
thrive on instant gratification and frequent rewards…(and)
• Foster professional development and mentoring oppor-
prefer games to ‘serious’ work.” 1
tunities, perhaps developing cross-generational reverse
Bridging the Generational Divide mentoring initiatives;
Many organizations have already begun to provide their man- • Share knowledge and lessons learned in “real time” through
agement teams with a diversity management capability to mentoring and employee networks (real or online).
bridge the generational divide. The bridge building, however, In these difficult economic times, all employees will
begins with an acknowledgement of the cost of not adapting the need to reach across the generational gap to access the
organization’s culture, values, systems, and practices to an envi- new ideas and technological savvy of the younger generations—
ronment where Millennials and Digital Natives can contribute and the wisdom, experience, and professional acumen of the
their full potential. Here are some practical adaption steps: older generations. PDJ
• Engage Millennials in a variety of assignments that develop
their skills and broaden their career opportunities;
• Offer flexible work schedules and be open to alternative
locations (like working from home, job sharing, etc.);

1MarcPrensky, “Digital Natives, Digital Immigrants”, On the Horizon

(MCB University Press, Vol. 9 No. 5, October 2001)

60 Pro f i les i n Di ve rsit y Journal March/April 2009

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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
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 stories
microtrigger stories
editors notebook

Have You Experienced

These Kinds of Triggers?

By Janet Crenshaw Smith

MicroTriggers are those subtle behaviors, phrases and inequities that trigger an
instantaneous negative response. Here are some samples for you to consider.

A Lesson in Rhetoric Professional Pet Peeve

“ Nearly two decades ago, while working with a

major manufacturer, I used the term ‘you people’ at a “
I work in the human resources department, and
one of my biggest MicroTriggers is when I am in a
roomful of professionals who do
meeting attended by a vice president
of the organization (who was the only not trust my judgment. I think
African American in a high position
at this company). It was around the “
I am in my position it may be attributed to my title,
but I constantly feel as though
time Ross Perot had also used the because I am well- I have to prove myself to the
expression at an NAACP meeting educated and have a professionals of the organization I
and was widely criticized. Although serve. When I give a presentation,
neither Mr. Perot nor I meant anything
negative, I quickly learned (after a
strong work ethic. ”
during meetings, or simply when
I send an email to the company
closed door session with the VP) that listserv, I feel as though people are
many African Americans are offended by its use. This constantly asking ‘if I’m sure’ about the information
experience actually led me to broaden my career in I am disseminating, or are completely dismissive. I
HR and develop a strong interest in Diversity. Words think it may be time to change industries or jobs.”
ARE important. Intent does not equal Impact.” -Anonymous
-R. Trigg, SPHR
Age of Innocence
Office Etiquette

“ A few months ago I was in a meeting with my

supervisor (in his office), when a colleague knocked on
the door. Though she realized we were in the middle of
a discussion, she proceeded to interrupt our meeting to
discuss minute office details. I was annoyed, but didn’t
get truly upset until it began happening frequently.
The kicker was when I interrupted a meeting she
was having with our boss to discuss time-sensitive
information. She got irate and called a team meeting.
Not only did I lose respect for her, but I lost respect for
our boss who appeared to have lost all authority.”
-Anonymous
“
I am the youngest person on my 5-person team.
I am well aware of this fact, but my co-workers are
constantly bringing this up. They say things like, ‘you
are so brilliant to be so young’ or ‘I’ve been doing this
since I was your age’ as if to suggest that being older
means something of greater value in the workplace.
I am in my position because I am well-educated and
have a strong work ethic. I truly feel that being young
in the workplace can be both a blessing and a curse.”
-N. Benjamin, M.A.
PDJ

Janet Crenshaw Smith is president of Ivy Planning Group, LLC, a consulting and training firm that spe-
cializes in diversity strategy and leadership. Her book is titled, MicroTriggers: 58 Little Things That Have
a BIG Impact. Have a MicroTrigger story to share? Send it to: JSmith@ivygroupllc.com.

62 Pro f i les i n Di ve rsit y Journal March/April 2009

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 viewpoint
Tackling Generational Diversity
By Melanie Harrington
President
American Institute for Managing Diversity, Inc.
T
There have always
been multiple generations
in the workforce, so why are
we now preoccupied with Generational Diversity? Because the
urgency is real and the magnitude of the differences among the
generations in today’s workplace is significant.
Four Generations in the Workplace
Traditionals or Veterans, those born before 1946, make up
approximately 6% of today’s workforce. Baby Boomers, those
born between 1946 and 1964, make up the largest percentage
of workers at 41.5%. Generation X, born between 1965 and
1977, are 29% of the workforce. Millennials (or Generation
Y), born between 1978 and 1994, are almost 24% of the work-
force. Researchers differ as to the time frames for the genera-
tional groups. However, it is not the dates, but the common life
experiences of the members of a generation that are the greater
predictors of generational behavior and workplace expectations.
These four generations have had vastly different life experiences
that affect what they expect and need in the workplace. For this
article, I will focus on the largest generation in the workforce
and the latest generation to enter the workforce: Baby Boomers
and Millennials.
The experiences of Baby Boomers were shaped by the
Vietnam War, the space program, civil rights, and the promi-
nence of television. “Workaholic” was coined to describe
Boomers because of their commitment to the work, and the
desire to stand out among a large group of peers. Also, they
tend to find reward in titles, salary, and seniority.
Millennials (at the other end of the generation spectrum)
were shaped by the Internet, increased off-shoring and out-
sourcing of their parents’ jobs, parents sourcing their services
back to companies after massive lay-offs, the Columbine shoot-
ings, and the war on terror. Millennials see changing jobs as
routine, and they want—and expect—work to be meaningful,
flexible, and rewarding. They desire immediate access to infor-
mation and tend to be “cyber-literate” and media savvy.
64 Pro f i les i n Di ve rsit y Journal March/April 2009
The Generation Gap
Working through generational differences is often difficult.
Conversations with a Baby Boomer managing a Millennial
reveal comments such as, “They have no respect for seniority
and my position,” “They have no commitment to the organiza-
tion,” “Why do they question or challenge every single assign-
ment I dole out…why can’t they just do it?” or “They are not
willing to pay their dues.”
The Millennials are wondering, “Why is management so
concerned about where I do my work as long as I get it done?”
and, “Why am I working on these menial tasks? When will I
get to present my ideas in the management meeting?” These
comments are only a sample of the different perspectives
held by these two groups. Their concerns often fester as each
group misreads the intentions of the other, tension builds and
more energy, time, and thought get siphoned away from the
organization’s critical needs. The Boomer manager continues
to be more frustrated, and the Millennial is online, searching
websites for the next job opportunity.
Leaders attempting to manage this ever-widening genera-
tion gap cannot afford to throw up their hands in defeat. As
Baby Boomers begin to retire (at the projected rate of 10,000
a day for the next 10 years), organizations will have no choice
but to adapt the organizational culture to a generation with
different life experiences and expectations.
Moreover, not only will organizations need to adapt their
environments to the needs of the Millennial worker, they will
also need to prepare for the generation to follow—the “Digital
Native” generation, a term coined by Marc Prensky to describe
those whose experiences represent a technological way of life
Generations, continued on page 60
Melanie Harrington is president of the American Institute for Managing
Diversity, Inc. AIMD celebrates its 25th Anniversary in 2009. The orga-
nization is a 501(c)(3) public interest non-profit dedicated to advancing
diversity thought leadership through research, education, and public
outreach. AIMD works to strengthen our communities and institutions
through effective diversity management. For more information, please visit
www.aimd.org.
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