Diversity Journal - May/June 2014

All Things Diversity & Inclusion
MAY/JUNE 2014 $5.95

16 Companies Tell How They Find
+
and KeepDiverse Talent
We Celebrate Asian and Pacic
+
Islander Heritage Month
JOHN B. VEIHMEYER
Chairman and CEO, KPMG LLP
STRATEGIC
INTEGRATION
Behind KPMGs Supplier Diversity success
http://www.aboutschwab.com/careers
2013 Charles Schwab & Co., Inc. All rights reserved. Member SIPC.
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Youre unique.
Were unique.
Lets work
together.
We believe that diversity encourages collaboration and innovation. We
respect and appreciate our employees varied backgrounds and skills.
And what this variety does for our culture.
Schwab looks for talented people who share our inclusive values. If youd
like a career with a unique company where you can learn and grow with
your colleagues, Schwab could be the place for you.
BUILD YOUR CAREER
AT SCHWAB.
Visit aboutschwab.com/careers.
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May/June 2014 WWW.DIVERSITYJOURNAL.COM 1
FOUNDER/CEO/PUBLISHER
James R. Rector
EDITOR IN CHIEF
Kathie Sandlin
COPY EDITOR
Teresa Fausey
STAFF WRITER
Nikki Hunt
VP OF OPERATIONS
James Gorman
ART DIRECTOR
Paul Malanij
HUMAN RESOURCES
Vicky DePiore
EXECUTIVE ASSISTANT
Elena Rector
CONTRIBUTING WRITER
Alanna Klapp
LETTERS TO THE EDITOR
Profiles in Diversity Journal
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T
he achievements, the discoveries, the breakthroughsthey are what keep us en-
ergized and engaged at work and in life. They are the alchemy that transforms
ordinary existence into something extraordinary. They give each of us purpose and
give life meaning. And some of them change the world in exciting ways.
In the next two issues of Profiles in Diversity Journal, well celebrate the discoveries,
the breakthroughs, and the achievements of some of the most innovative organiza-
tions and exceptional women across the globe.
In our July/August issue, well name our top 10 Innovations in Diversity Award
winners. Each year, we receive nominations that describe exciting, inventive, and
forward-thinking initiatives, tools, and programs that support the success of diverse
workforces across the country and around the world. This is the 11th year weve
recognized innovations in diversity, and we expect it to be better than everfilled
with fresh ideas that take diversity and inclusion across new frontiers. In addition
to our Top-10, well include a list of Awards of Excellence recipients and Honorable
Mentions. We want to thank the organizations that submitted entries, for giving us
the opportunity to share their ideas with our readers and for helping to propel diver-
sity forward. Profiles in Diversity Journal is honored to play a part.
Of course, September/October is our Women Worth Watching issue. For 13 years,
Profiles in Diversity Journal has been honoring successful women executives from
around the world, as well as the organizations that saw their talent, hired them, and
continue to support their success. The women we honor in this issue are high achiev-
ers, who bring passion, commitment, and leadership to their roles. This year, each
nominee will talk about her professional and personal journey, and share her views on
mentors, work/life balance, learning, and more. A perennial favorite with our readers,
partners, contributors, and advertisers, we look forward to bringing you the Women
Worth Watching class of 2015.
Join us in celebrating these dynamic professionals, who have envisioned what the
future could beand who work every day to fulfill that vision. PDJ
James R. Rector, Founder, CEO & Publisher
profiles@diversityjournal.com
|
PUBLISHERS COLUMN
Celebrating
Innovation and
Achievement
Since 1999
All successful peoplemen and womenare big
dreamers. They imagine what their future could be,
ideal in every respect, and then they work every day
toward their distant visionthat goal or purpose.
Brian Tracy (motivational speaker and author)
14
RECRUITING AND RETENTION
Sixteen companies share the
positive things they do to recruit
diverse talent.
46
STRATEGIC INTEGRATION
Learn how KPMGs Supplier
Diversity program has nearly
doubled their dealings with
diverse suppliers.
FOLLOW US AT:
twitter.com/diversityjrnl
scribd.com/diversityjournal
twitter.com/mentorings
facebook.com/diversityjournal
linkedin.com/diversity-journal
|
CONTENTS MAY | JUNE 2014
2 PROFILES IN DIVERSITY JOURNAL May/June 2014
FEATURES
14
36
ASIAN AND PACIFIC ISLANDER HERITAGE
32 Lost Among Caucasians:
How stereotypes are holding
Asian Americans back.
34 Teach for America recruits
teachers from across the API
spectrum to better serve
API students.
36 To celebrate Asian and Pacic
Islander Heritage month, we
asked API professionals from
across the country to share
their inspirations, strengths,
and career advice. And we
learned how theyve moved
past the model minority myth.
COVER STORY
36
46
DEPARTMENTS
PUBLISHERS COLUMN
01 | In this issue, Publisher James R.
Rector talks about upcoming issues
that celebrate the latest innovations in
diversity and Women Worth Watching.
EDITORS NOTE
04 | In this tough economic climate,
why is it still important to invest
your time and money in diversity
conferences and leadership events?
PERSPECTIVE
06 | Lincoln Financials 3-year
initiative to celebrate the legacy of
our 16th President.
08 | Campbell Soup Companys
Leah Dunmore discusses inuential
leadership.
09 | Senior Manager of Political
Aairs Nick Jimenez on how Comcasts
community focus inspires employee
involvement.
10 | Je Martinez from Atmos Energy,
on what inspires him to lead.
12 | Book Report: Authors share
what they learned while writing The New
Talent Acquisition Frontier.
48 | The Hartford launches a new
portal to complement and support its
engagement with diverse suppliers.
49 | Prudential increases supplier
diversity through strong relationships
and a disciplined sourcing process.
THOUGHT LEADERS
50 | Catalyst examines the diculties
employees who feel like the other
face, and how to overcome them.
51 | Dr. Helen Trumbull discusses the
problem of anity bias in Part III of her
series, The Illusion of Inclusion.
PROFILE
52 | Attorney John Nixon found his
niche at the intersection of tax and
employment law.
NONPROFIT
54 | Lead for Diversity works with high
schools across New Jersey to teach
diversity and acceptance to the next
generation.
HIGHER EDUCATION
56 | USCs School of Social Work
oers a new masters degree
concentration with a workplace focus.
BULLETIN
58 | Whos on the move, whats on the
horizon, and more diversity news.
CORPORATE INDEX
62 | Index of organizations appearing
in this issue of Diversity Journal.
VOLUME 16 | NUMBER 3
06
54
Since 1999
|
EDITORS NOTE
O
ver the last few months, Ive had
the pleasure of attending two
very important learning eventsThe
Multicultural Forum for Diversity, hosted
by the University of St. Thomas in St.
Paul, Minnesota, and the Linkage Diversity
Institute, an event Profiles in Diversity
Journal proudly supported as a partner.
As someone whose new role recently re-
turned me to this discipline, I knew these
experiences would be extremely important
to my success, and would allow me to
meet many professionals wholike me
needed grounding to succeed in their
new roles. But more important, I had the
chance to meet with thought leaders and
seasoned practitioners from nearly every
industry and every corner of the world.
And it made me ask
In this busy, already over-connected
world, why is event attendance such an
important investment?
Why attend diversity conferences and
leadership events?
There is tremendous power in being
connected to other people who are ac-
tively doing the work within their own
organizations. These allies can help you
shift your thinking, uncover new talents,
develop new skills, and reveal tactics and
measurement methods that you may have
overlooked.
I come away from these meetings
with a renewed passion for the work and
a broader view of the landscape said
Linkage attendee Cheryl Williams, vice
president at Loomis, Sayles & Company,
L.P. We all have a tendency to get stuck
and complacent in the day-to-day activi-
ties required of our work.
From a tactical standpoint, Williams
believes there is much to be gained by par-
ticipation. I learned about creating suc-
cessful business resource groups, which is
going to be important in our organization
going forward, she said. I also learned
to be patient when it comes to seeing
progress. Its easy to think its not hap-
pening when, in fact, it takes time. I also
gained the perspective needed to put some
of the plans weve been talking about into
actionjumping in, so to speak. To say
what Ill be bringing back from this meet-
ing will be impactful in my organization is
an understatement, to say the least.
While everyone brings something dif-
ferent back from an event, I can almost
guarantee your attendance will help you:
Gain perspective. Workforce diversi-
tylike our organizationsis ever evolv-
ing. An event can help you gain insight
into the experiences of others who face
challenges similar to yours. And theres no
better way to learn about key issues in the
industry as a whole (and your area of in-
terest in particular) than by hearing them
articulated by practitioners.
Develop a network. Imagine having a
resource at the ready, made up of people
and organizations who are currently ad-
dressing the same issues you areor
looking at similar challenges in completely
different ways!
Expand your toolbox. No one has
time to stay totally up-to-date on the lat-
est tools and resources. Events can help
you find out whats new in the market,
and enable you to pick the brains of ex-
perts in a variety of areas.
Build some traction. Many organiza-
tions give their enterprise-wide initiatives
a shot in the arm by sending people from
several business units or physical locations
to an event. Not only does it help employ-
ees build an internal network in relation-
ship to this work, but helps inspire partici-
pants to be true advocates for it, as well.
Heres to those who believe the practice
of diversity requires continued learning,
and to those organizations, like Linkage
Inc. and University of St. Thomas, who
are so willing and able to provide it. PDJ
Should I stay
or should I go?
Kathie Sandlin, Editor in Chief
ksandlin@diversityjournal.com
Why attend diversity conferences and leadership events? Given the investment
of time and money, you must make its a legitimate question.
I S THERE A
Profles in Diversity Journal invites you to participate
in our 13th annual Women Worth Watching
issue recognizing dynamic professional women
who are using their talents and infuence
to change our workplaces and our world.
WomenWorthWatching.com/nominate
I N YOUR ORGANI ZATI ON?
2014 Rector Inc. All rights reserved.
Nomi nate your organi zati on s
Woman Worth Watchi ng today.
IN DIVERSITY
AWARD
2014
INNOVATIONS
Each year, Profiles in Diversity Journal recognizes companies, nonprofits,
and government agencies that take diversity and inclusion to the next
level by developing innovative programs that enable and encourage their
employees to thrive at work.
Over the past decade, weve found that innovations in diversity can and do
happen everywherein all kinds and sizes of organizations, all around the
world. And, again this year, were on the lookout for great organizations
that are finding new ways to create an even better workplace.
Is yours one of them?
The 2014 Innovations in Diversity Awards
Nominations are now open
Learn more at diversityjournal.com/innovations
The competition celebrating new ideas for

empowering a changing workforce
The competition celebrating new ideas for
empowering a changing workforce
2014 Rector Inc. All rights reserved.
Tanks to you,
our legacy will be a healthier future for her.
In May, WellPoint pays tribute to generatons of Asians
and Pacic Islanders who have enriched our countrys history and
celebrates the generatons to come.
At WellPoint, diversity is more than just the right thing
to do. Its the way we approach business, how we build
relatonships within our communites and with our employees.
Our associate resource groups including ACE (Asians Commited
to Excellence) reect our commitment to a culture of inclusion
for all.
Beter health care, thanks to you.
For more information, visit: www.wellpoint.com/careers
Profiles in Diversity Journal.
Registered Trademark, Diversity Inc Media LLC.
Registered Trademark, WellPoint, Inc. 2014
WellPoint, Inc. All Rights Reserved.
EOE. M/F/Disability/Veteran.
|
PERSPECTIVE
Leaving a LEGACY
Lincoln Financials three-year initiative seeks to celebrate communities
and families, as well as the inspiring vision of the president for which
the company was named.
P
resident Abraham Lincoln left our
country a tremendous legacy of
freedom, opportunity, and equal-
ityideals Lincoln Financial
celebrates on an ongoing basis.
However, through 2015, a special three-year initia-
tive called Lincolns Legacy may help the organiza-
tion make these ideals more personally significant
to the people and communities it serves.
The initiative comprises a series of events and ex-
periences, which began in 2013 to mark the 150th
anniversary of the issuance of the Emancipation
Proclamation, and will culminate in 2015 with
the 150th anniversary of the adoption of the 13th
Amendment to the
US Constitution.
We knew we
were approaching a
period of great his-
torical significance,
said Nancy Rogers,
senior vice presi-
dent of Corporate
Responsibility and
president of the
Lincoln Financial
Foundation, the
philanthropic arm
of Lincoln Financial
Group. As an
organization, we
saw an incredible
opportunity to pub-
licly recognize the
inspirational legacy
of our namesake, to
educate children and
adults on the his-
torical relevance of his work, and to underscore the
continued importance of freedom and opportunity
to Americas future.
In 1905, our founders wanted a name that spoke
to the integrity with which we intended to operate
as a company. Abraham Lincoln embodied that for
them. They asked Robert Todd Lincolnthe presi-
dents only surviving sonfor permission to use his
fathers name and image. We take that association
and our obligation as his namesake seriously.
And that they do. According to Allison Green,
senior vice president and chief diversity officer for
Lincoln Financial Group, their values-driven en-
vironment is a draw for candidates and customers
alike. We do use words like integrity, opportunity,
freedom, and equality. And today, as we mark the
progress thats been made over the past 150 years,
we thought it was especially important to celebrate
these values externally, because we celebrate them
internally every day. They are woven into the very
fabric of our organization.
Both Lincolns Legacy and our Diversity and
Inclusion strategy, revolve around our purpose and
our work.
Celebrating the Past
The Lincolns Legacy initiative was launched
in July 2013, with the unveiling of a copy of the
Emancipation Proclamation at the opening reception
of the 2013 National Urban League Conference at
the National Constitution Center in Philadelphia.
The Proclamation, which served as the precursor to
the 13th Amendment to the US Constitution effec-
tively outlawing slavery in our country, paved the way
for freedom, opportunity, and equalityvalues that
form the cornerstone of the American experience.
The copy of the Proclamation to which Lincoln
Financial has access is known as the Leland-
An original signed copy of the Emancipation
Proclamation was unveiled at the opening recep-
tion of the 2013 National Urban League Conference
at the National Constitution Center in Philadelphia.
Lincoln Financial will sponsor a multicity tour of the
document over the next three years.
Boker Authorized Edition. Its part of the Lincoln
Financial Foundation Collection, which the com-
pany owned until donating it to the Indiana State
Museum and Historic Sites in 2008. Only 25 of
the original 48 printed copies of this edition signed
by President Lincoln remain in existence today.
Celebrating Our Future
Lincolns Legacy is also dedicated to recogniz-
ing the contributions of each generation. Its Oral
Histories project gives families and communities
the opportunity to commemorate and pay hom-
age to their family experiences through storytell-
ing. Selected oral histories will be featured in the
Lincolns Legacy oral history anthology at
lincolnslegacyoralhistories.com.
Were trying to gather as many of these oral his-
tories as we can, so that children can see themselves
reflected in the stories, said Green. The opportu-
nity to sit down with a child and talk about things
that are important to you, what you hope for them,
and your advice to them, is very exciting. Weve
really been gratified that nearly everyone weve spo-
ken with about this initiative has been receptive
and excited to participate.
While participants in the project come from every
walk of life, some capture on film a piece of history
we might have otherwise lost. For example, among
those who have already shared their oral histories
are civil rights leaders Julian Bond and Dr. Franklin
McCain (Dr. Franklin died earlier this year). Green
explained, Through our diversity engagement in
the community, we have been able to involve many
notables in this project. Each has been enthusiastic
about creating a piece that they can share with their
own children, as well as their communities.
The ultimate goal is to create an anthology that
can serve as an educational supplement for use in
classrooms across the country. If were going to
impact this next generationif they are going to be
able to achieve their hopes and dreamswe want
them to hear how important the legacy of freedom,
opportunity, and equality is to their families and
community, Green said.
Celebrating Educational Opportunity
The Lincolns Legacy Award recognizes nonprofit
organizations whose education mission embodies
and perpetuates the 16th presidents legacy of
freedom, opportunity, and equality. One $50,000
Legacy Award is being presented during each year
of the initiative.
Last years inaugural winner was Brigade Boys
& Girls Club of Wilmington, North Carolina.
The Club was recognized for its holistic approach,
continued mentoring, grade-progress tracking, and
family involvement in student success.
Applications for this years award are being ac-
cepted through June 6, 2014, with the winner
chosen by the Lincoln Financials social community
on Facebook.
Our company has a rich history of supporting
education in the community, said Rogers. From
a practical standpoint, research tells us that educa-
tional attainment helps raise earning potential and
helps create secure financial futures. We continually
support, and specifically target, those organizations
that help children obtain that high school diploma
and get ready for college.
Through the Lincolns Legacy Awards, we can
recognize organizations whose mission, vision,
and programs create the level of educational ac-
cess and opportunity that our namesake envi-
sioned for this nation.
The Lincolns Legacy Awards have been a great
source of pride for Lincoln Financial employees and
advisors, said Green. We hear again and again
how important our people believe it is to be person-
ally involved in the communities we serve. There are
many opportunities to do that here; its always been
part of the culture. It is why the Lincolns Legacy
initiative has resonated so well. PDJ
L
incoln Financial Group is the marketing name for Lincoln National
Corporation (NYSE:LNC) and its affiliates. Headquartered in
the Philadelphia area, the companies of Lincoln Financial Group
had assets under management of $209 billion as of March 31,
2014. Through its affiliated companies, Lincoln Financial Group
offers the following: annuities; life, group life, disability, and dental
insurance; employer-sponsored retirement plans; savings plans;
and comprehensive financial planning and advisory services. For
more information, including a copy of our most recent SEC reports
containing our balance sheets, please visit www.LincolnFinancial.com.
About Lincoln Financial Group
ROGERS
GREEN
HEADQUARTERS:
Camden, New Jersey
EDUCATION:
BA, Spelman College;
MBA, Northwestern
University, Kellogg
Graduate School of
Management
WHAT IM READING:
The Red Tent, by Anita Diamant.
BEST ADVICE: Its never too early to develop a
vision for your long-term career goals. It is natural
for your goals to change over time, but your vision
will always inspire and motivate you, as well as
others around you.
|
PERSPECTIVE
WOMEN on Leadership
L
eah Dunmore leads the overall vision,
as well as the strategic and operat-
ing plans, for the U.S. Soup portfolio
for Campbell Soup Company. She
is responsible for delivering profitable
growth, strengthening brand equities, building an
innovation pipeline, and leading and developing
the talent of a team of marketers and dedicated
cross-functional partners.
Former vice president of marketing for the more
than $1 billion Post Foods cereal business, as well
as marketing director for the M&Ms business at
Mars Chocolate N.A., Dunmores success in the
consumer goods fieldand her career accomplish-
mentsare a product of her passion for the work.
What has drawn me to different roles through-
out my career is the breadth of the opportunity, the
different aspects of the role, and the ways I believe
I can add value to the business, says Dunmore.
Thats why the opportunity at Campbell was so
exciting to me. It is an iconic brand and a wonder-
fulvery relationship-drivencompany, and this
was an opportunity to head up an important part
of the business in a role that is the perfect marriage
of marketing and general management. It impacts
all aspects of the business.
No two days are the same. One day, I may be
working with my advertising agencies and, the next,
with the team at the plant to improve our cost struc-
ture, or with brand managers to build their skills.
Dunmore says the right words and actions from
senior leadership can make an incredible difference.
I believe my passion and optimismfor our busi-
ness, our people, our results, and the bright possi-
bilities our future holdshelp inspire and motivate
my team to think big and deliver brilliant results.
PDJ: What makes a leader truly influential?
A leader must invest time and energy to build
trusting relationships. When connecting with
people, I like to develop an understanding of what
motivates them and how I can help them achieve
their own definition of success.
For example, I serve as a mentor and sponsor to
several professionals within the Campbell organiza-
tion who I believe have the potential and desire to
succeed. I also support my alma mater, Spelman
College, as I believe I can help Spelman continue to
empower generations of African American women
to prosper both professionally and personally.
PDJ: Who first recognized your potential
and desire? Who is it that inspired you?
My father inspired me with his own success,
strong work ethic, and his belief in the value of
education. He has always demonstrated tremendous
confidence in me and encouraged me to have big
ambitions. My thriving career and happy family are
a direct result of my fathers influence. PDJ
A discussion with Leah Dunmore
Vice President, U.S. Soup, Campbell Soup Company
2015 AWARD WINNER
COMPANY AND EXECUTIVE
Profiles in Diversity
Journal is proud to
name Leah Dunmore
a Woman Worth
Watching for 2015.
Its no surprise, then, that one of his favorite
parts of working with Comcast isnt related
to his job title. Instead, it involves facilitat-
ing a special charitable-contributions fund.
I think its the coolest part of my job. I
manage three million dollars a year in dona-
tions to organizations as big as the United
Way (our number one recipient) or as small
as individual churches.
It isnt just managing charitable dona-
tions that makes Jimenez proud to work at
Comcast. He also serves as a Big Brother
through the companys Beyond School
Walls partnership with Big Brothers Big
Sisters and coordinates a group of employee
volunteers who visit a local school to speak
with students about their futures. Edison
High School in North Philadelphia is ma-
jority minority, with a graduation rate below
40 percent. Suffice it to say, the students at
Edison face many challenges, says Jimenez.
But, recently, the school district has classi-
fied it a Promise Academy, designating extra
resources in an effort to turn it around.
Basically, what some fellow Comcasters and
I do is visit the school for a day to share our
stories with the kids and answer their ques-
tions about college and careers.
Before the Comcast teams first visit to
the school two years ago, Jimenez sent out
an email asking others to join, and recruited
Josh Cortes, an Edison alum. When we
went to speak, says Jimenez, we started
with the ninth graders, in their individual
classrooms. Afterwards, the school adminis-
trators asked if one of us would speak to the
tenth through twelfth graders in the audito-
rium, since each classroom would only have
a few students in attendance. Josh spoke
about his life, what he does, and where hes
from. When he finished, the students gave
him a standing ovation. He was able to get
|
PERSPECTIVE
Inspired FOCUS
I
n 2009, Comcast Corporation ac-
quired 51 percent of NBCUniversal
from General Electric. Along with
a majority stake in the network and
ownership of their iconic peacock
logo, Comcast gained some of the newly
acquired companys best practices, including
its employee resource groups.
At the time of the merger, NBCUniversal
was already home to eight employee re-
source groups, including groups for women,
LGBT, and African Americans. The oppor-
tunity to create a Hispanic group inspired
Comcast team member Nicolas Jimenez to
get involved.
In Unidos@Comcast, we focus on three
thingsdeveloping our members, giving
back to our community, and making an im-
pact on our businesses, Jimenez saysand
as the founding lead of the group, he would
know. The most surprising thing to me was
the involvement of our members. I expected
entry- to mid-level employees would come
to the events, but we have an incredible
group of executives who really take the time
to attend our meetings and stay active in
whats going on. With participation from
both Comcast and NBCUniversal, Unidos@
Comcast has over 180 active members.
Born in San Juan, Puerto Rico, Nicolas
Jimenez moved to Philadelphia in 2006
to attend Temple Universitys Fox School
of Business. His sister, who had recently
started working at Comcast, referred him
to the Comcast internship programwhich
launched his career with the company in
2007. He is now Comcasts senior manager
of political affairs.
But Jimenez didnt always think he would
end up in the corporate world; during
college, he started a commercial painting
company, booking jobs by word of mouth.
A discussion with Nick Jimenez, Comcasts Senior Manager of Political Aairs
a roomfull of high
school students to
really listen, be-
cause they related
to him, and could
see what was possi-
ble if they expand-
ed their horizons
and stepped up to
the challenge.
That first year,
three Comcasters were involved. Last year, a
dozen participated. This year, we hope to
double that. Its absolutely amazing to see.
These kids, coming from a tough neighbor-
hood, usually have to hide what theyre in-
terested in or what their goals are, but they
open up when they hear our stories and are
able to see a way out for themselves.
Jimenez can sympathize with students
holding back. I was never that person in
high school who signed up for clubs or
groups, nor was I like that in college. It
wasnt until I started here, right around the
time of Comcast Cares Day, that I saw the
impact that can be made when people vol-
unteer their time and effort.
Since its inception in 2001, Comcast
Cares Day has become the largest corpo-
rate volunteer effort in the nationmore
than 2.6 million volunteer hours have been
served to date. I saw people using their
Saturday to give back, executives working
next to regular employees. It really opened
my eyes. The mentoring, the culture here
at Comcast, has really been the most re-
warding part of my job. Last year, Unidos
teamed up with Congreso de Latinos
Unidos on Comcast Cares Day to beautify
and add a playground at Von Nieda Park
in Camden, New Jersey. This year, Jimenez
and Cortes decided to pay back Congreso
by leading a project at their North
Philadelphia headquarters. With 200 vol-
unteers, the team worked to rejuvenate the
campus, cleaning up empty lots, painting
murals, and expanding a community garden
that will be a food source and a point of
pride for the local community. PDJ
JIMENEZ
|
PERSPECTIVE
Leadership is PERSONAL
I
believe that inspired leadership is vital for
the long-term success of our company
and communities. As a leader, one key in-
spiration that drives me is a focus on a diverse
and balanced approach in all aspects of the
business. Two very important elements of this ap-
proach are community outreach and support initia-
tives that become ingrained in the fabric of who
you are.
I grew up in Fort Worth, where I attended
Catholic school, and then, earned a Bachelor of
Science degree in mechanical engineering at Texas
A&M University. After graduation, I chose to work
for Atmos Energy, a company with stellar values and
beliefs in community outreach and support. I have
worked in numerous capacitiesproject manager,
director of engineering, and my current role as vice
president of operations. Throughout my career, I
have been afforded and have taken advantage of op-
portunities that supported diversity and education.
I actively participated in the INROADS program
during high school and college, and took advantage
of internship opportunities that greatly broadened
and enhanced my perspective. During my college
years, I benefited from multiple scholarships, in-
cluding some supporting Hispanic youth. Through
these experiences and others, I developed the strong
belief that community outreach and support are
fundamentally beneficial and necessary to develop
our youth and grow our communities.
Because I have experienced similar benefits in
my own education and career, I am grateful to be
able to give back to the community. As an example,
I continue to help others as chair of the School
Advisory Council for the Diocese of Fort Worth.
The Council strongly encourages a focus on diver-
sity in the marketing, education, and recruitment
efforts of the schools, while fostering a tradition of
service and ministry to the community.
Atmos Energy continues to inspire me with its
commitment to the communities it serves. The
company is committed to a number of youth pro-
grams, including INROADS and various programs
through the Dallas Mayors office, which support
the professional development of youth. We are
also actively engaged in literacy efforts, including
the Atmos Energy West Dallas Literacy Center.
The Center provides an opportunity for youth and
adults to learn English as a second language and
obtain their GEDstwo achievements that will
open doors for them and lead to greater success in
life. More than 1,000 adults attended the Centers
first year of operation. Atmos Energy continues
to inspire youth and community to new levels of
achievement and commitment. And that motivates
and inspires me. PDJ
Je Martinez
Vice President of Operations, Atmos Energy
MY PHILOSOPHY:
I believe that all good things come
from a service mindset and com-
passionate heart. Each day is an
opportunity to make a positive
difference for someone. Doing the
right things from a true position of
caring will always foster the right
long-term results.
WHAT I'M READING:
Everyone Communicates,
Few Connect: What the Most Effective People Do Differently by John C.
Maxwell. Its a great book on collaboration and teamwork through effective
communication and influence.
BEST ADVICE:
You have to genuinely care to make a real difference.
Meet Jeff Martinez
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s

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Creativity as diverse
as the people behind it.
3M knows that diversity is at the heart of our market-leading
innovation for over 100 years. Thats because our culture values,
encourages and rewards the rich and varied perspectives of
our employees. It is their diversity of cultures, backgrounds and
insights that powers our creativity.
Be part of whats next
3M.com/careers-diversity
Engaging
Diverse
Perspectives
3
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2
0
1
4
.

A
l
l

r
i
g
h
t
s

r
e
s
e
r
v
e
d
.
Creativity as diverse
as the people behind it.
3M knows that diversity is at the heart of our market-leading
innovation for over 100 years. Thats because our culture values,
encourages and rewards the rich and varied perspectives of
our employees. It is their diversity of cultures, backgrounds and
insights that powers our creativity.
Be part of whats next
3M.com/careers-diversity
Engaging
Diverse
Perspectives
|
PERSPECTIVE
Integrating HR and Diversity Strategy
I
n a relentlessly competitive and fast-
paced global economy, research reveals
that executives in global corporations
worldwide recognize the importance of
diversity, as well as HRs pivotal role in
fostering inclusive talent practices. Yet, despite
this recognition, some organizations still have failed
to capitalize on the synergy that can be gained from
an integrated HR and diversity strategy. Within
these organizations, the diversity and HR functions
may exist in any uneasy alliance or have failed to
attain the needed synergy to work in collaboration.
Far too often, diversity is not viewed as an es-
sential aspect of an organizations talent acquisition
and management strategy. As such, the diversity
function can be sidelined and treated as a silo op-
eration without impact on the organizations talent
equation. Diversity leaders frequently do not have
the resources or staff needed to marshal diverse or-
ganizational talent, create talent pipelines, and work
with their HR partners to develop integrated diver-
sity talent practices. They often must rely on their
HR partners to implement training programs that
foster cultural change, overcome subtle biases, and
embed diversity as a mindset among stakeholders.
In compiling research and case studies for
our book, The New Talent Acquisition Frontier:
Integrating HR and Diversity Strategy in the Private
and Public Sectors and Higher Education, we have
identified four primary challenges faced by organi-
zations in their efforts to implement a comprehen-
sive HR and diversity strategy:
1. Diversity is not seen as a collective respon-
sibility owned by stakeholders throughout the
organization. Developing collective ownership for
integrated HR/diversity efforts involves persuasion
and engagement of stakeholders across the bound-
aries created by geographically dispersed divisions,
lines of business, and internal hierarchies. Such col-
laborative ownership begins with obtaining the ac-
tive buy-in of HR and diversity leaders themselves.
Carolynn Brooks, chief diversity officer for
OfficeMax, describes the evolution of such a partner-
ship in a corporation with over 29,000 employees.
The advantage I have now, she says, is that we all
sit down together and talk about how we are going
to meet the goals and how they are aligned with HR
rather than in conflict with HR. She adds, What
I love about it, is we are collaborating on how we
can be a more diverse workforce, and not combat-
ing one another, in terms of thats not my job, or
why am I doing this kind of thing. So maybe weve
evolved to a place where we all own this.
2. A clear business case for integrated HR/di-
versity efforts has not been articulated. While ex-
perts understand the need for a clear business case
for diversity, the new talent paradigm calls for an
active link between HR and diversity in articulat-
ing this case. HR leaders often fail to mention their
contribution to diversity in their departments mis-
sion statements. As Shirley Davis, vice president of
diversity and inclusion for the Society for Human
Resource Management and president of the Success
Doctor, explains, I think that it really comes down
to helping people understand why change is neces-
T
he new talent paradigm
requires the dynamic in-
tegration of HR and diversity
strategy to optimize and
unleash the creativity and
innovation of a diverse and
talented workforce. Chun
and Evans latest book,
The New Talent Acquisition
Frontier: Integrating HR and
Diversity Strategy presents
a systematic approach to
integrated HR and diversity
talent practices.
The New Talent Management PARADIGM
sary. The business case behind the change that we
are trying to implement with HR and diversity pro-
fessionals is not going to go away.
3. The high turnover among diversity leaders
undercuts long-term, systematic HR/diversity
change. Unfortunately, the rapid turnover of chief
diversity officers, noted in interviews conducted for
our book, can undermine efforts to build synergis-
tic HR/diversity practices. Since changing the cul-
tural fabric of an organization to be more respon-
sive to diversity can take three or four years, some
companies may focus on quick wins in branding
and public relations, rather than grappling with the
complex issues associated with long-term cultural
change. And in an era of budgetary constraints,
organizations may view diversity as a luxury rather
than a necessity.
4. HR leaders themselves have not recognized
diversity as an essential facet of their responsi-
bilities. Given the existence of HR and diversity
silos, some HR leaders are hesitant about entering
the diversity realm. They may not view diversity as
an essential aspect of their portfolio and skill set.
This perspective is heightened when organizational
leadership fails to recognize or explicitly define
HRs contributions to diversity work. In such cases,
the development of diversity competencies among
HR leaders can be overlooked.
Consider the best practice strategies in the sys-
tematic orchestration of HR/diversity practices
shared by Dr. Rohini Anand, senior vice president
and global chief diversity officer for Sodexo. A lead-
ing food services and facilities management corpo-
ration that employs more than 413,000 people in
34,000 locations in 80 countries, Sodexo has led a
phase-based diversity approach that gauges organi-
zational readiness and maturity before moving to
the next phase.
Upon joining the executive team in 2002,
Anand quickly partnered with the chief human
resources officer, who served as a strong supporter
and ally in the diversity journey. Both sit on a
Diversity Leadership Council chaired by Sodexo
CEO Michel Landel. The structure of the com-
panys eight market segments (corporate, defense,
education, health care, justice, sports and leisure,
seniors, and remotes sites) involves a dedicated
diversity vice president for each segment report-
ing to the market president with a dotted line to
Anand. The market segments are, in turn, tightly
aligned to HR in the market. In essence, Anand
believes that Sodexos long-term diversity success
is attributable to its unique structural organiza-
tion; clear metrics and accountability for all man-
agers; link to the core business strategy; and cul-
tural change through a top-down, middle-out, and
bottom-up approach. She has designed an organi-
zational diversity maturity model with progressive
phases that begin with compliance and culminate
in inclusion for business breakthroughs.
Complementary and synergistic HR, and diver-
sity talent management practices, is essential to the
creation of an inclusive, high-performance work-
place that will lead to improved business results.
HRs ability to serve as a change agent within com-
plex line cultures provides a valuable complement
to diversity leaders as principal owners of diversity
efforts. Diversity is an important intangible asset
when actualized through HR-related workplace
processes that include recruitment, retention, and
total rewards. Through an integrated HR/diversity
talent strategy, organizations will be equipped to
cross the new talent frontier in a competitive global
economy and differentiate their performance, prod-
ucts, and services by drawing upon the rich creative
potential of their human capital resources. PDJ
Edna Chun and Alvin Evans are the award-winning authors of Are the Walls
Really Down? Behavioral and Organizational Barriers to Faculty and Staff
Diversity and Bridging the Diversity Divide: Globalization and Reciprocal
Empowerment in Higher Education, as well as other books dealing with diversity
and HR issues. Their most recent book, The New Talent Acquisition Frontier:
Integrating HR and Diversity Strategy in the Private and Public Sectors and
Higher Education (Stylus, 2013) will be showcased at the upcoming Society for
Human Resource Management Diversity and Inclusion Conference in San Francisco.
CHUN EVANS
The integration of HR and diversity strategy
Fueling Success
nhancing workforce diversity means new opportunities for both employees and employers.
But for organizations to findand keepthe diverse talent they need today requires a more
strategic approach to everything from position development to sourcing and selection, as well
as development programs and support processes.
We asked hiring organizations and sourcing specialists to share their approaches to recruit-
ment and retention for diverse markets. In each case, the integration of HR and diversity
strategy has been integral to their success. E
have the chance to grow.
The most effective tactic Ive seen for instilling
that confidence is sensitivity training. The benefits of
diverse perspectives come at the price of tough con-
versations, and few executives have a natural ability to
negotiate tough conversations in an environment thats
multiracial, multigenerational, gender-balanced, and
filled with employees of different faiths, sexual orienta-
tions, physical abilities, and backgrounds.
Internal audiences may not always welcome sensitiv-
ity training, but its absence has real costs. When em-
ployers dont train managers to question the assump-
tions and filters they use to make business decisions,
diverse new employees may need years to assimilate. By
shortening the assimilation period, organizations can
drive gains in productivity and also increase their abil-
ity to retain the diverse workforce theyve worked so
hard to attract. Increased retention, in turn, will help
draw new diverse employees.
As with anything involving human relation-
ships, successful diversity recruitment and retention
takes commitment. For the team and clients of JBK
Associates International, that commitment pays off by
offering us exciting opportunities to work with some of
the worlds best diverse talent. PDJ
Developing a Welcoming Atmosphere
fter more than a decade spent run-
ning a firm that specializes in diversity
recruitment and retention, Ive learned
that success comes down to building
genuine relationships. Given the stakes
and the sensitivities that come with
even discussions of diversity, these re-
lationships only develop when every step of the process
shows care and integrity.
Ironically, the organizations that do best in diversity
recruitment dont prioritize diversity above all else.
They prioritize diversity equally with skills and cultural
fit. Its easy to take a shortcut by permitting a spot on a
slate for a diverse candidate who may be less qualified,
but that approach puts hiring managers in an impos-
sible position and sets up potential employees for fail-
urehardly a formula for respectful relationships.
JBK Associates International conducts hundreds
of searches, including some for highly complex roles,
and I can tell you that its a mistake to suggest that
diverse candidates with top qualifications just arent
out there. They are out there; they just require effort
to find and attract.
It helps to have a diverse hiring team. Clients who
do are more likely to show the sensitivity needed to
answer common tough questions ranging from Am I
on this search because Im a person of color? to Why
does no one running this company look like me? At
JBK, the experience and skills of a fully diverse team
help us work through the questions to build a promis-
ing candidate-employer relationship.
We also follow up closely with every executive we
placethats when we see the impact of onboard-
ing. If the recruiting process is a courtship, then an
employees first days set the tone for the marriage that
follows. Diverse employees who dont receive thought-
ful onboarding can feel like a new spouse left alone
to take out the trash, and that disappointment makes
an early exit look tempting. Those welcomed with a
customized program, resource groups, mentoring, and
a willingness to listen will want to stayprovided they
If the recruiting process is a courtship, then an employees first days set the tone for
the marriage that follows.
JBK ASSOCIATES INTERNATIONAL
Julie Kampf is CEO and founder of JBK Associates International,
an award winning executive talent solutions organization that
specializes in senior-level talent. Learn more at JBKAssociates.net.
KAMPF
A
ACCENTURE
dresses other areas essential to meeting our goals,
including promoting a discrimination-free and ha-
rassment-free work environment for all Accenture
employees around the world.
Employee resource groups (ERGs) help drive
our activities, both internally and externally. Based
on local demand and interest, these groups differ
from location to location. But all of them offer
members opportunities to collaborate with col-
leagues who have similar interests or backgrounds
and participate in career development workshops,
mentoring, and local recruiting and community
service activities.
At the same time, leadership at Accenture takes
an active role in championing an inclusive and di-
verse workplace. From our board of directors to our
executive leadership team, and through every facet
of our business, our leaders are committed to inclu-
sion and to rewarding our people on the merits of
their contributions.
At our locations across the globe, each managing
director, in addition to his or her business-facing
role, serves as a human capital and diversity lead,
helping to implement our Inclusion & Diversity
programs. Additionally, the Accenture Diversity
Council, which comprises company leaders (includ-
ing me), sets the strategic direction of our Inclusion
& Diversity actions globally, including assessing the
issues we might face.
At Accenture, we like to say that our people are
the thousands of diverse pieces that complete our
mosaicand I am a part of that. Through champi-
oning inclusion and diversity, and the experience of
working at Accenture every day, I see that by bring-
ing people together, we unlock the power of an
inclusive culture and are able to leverage the power
of diversity. PDJ
Creating a
Global Culture of Growth
t Accenture, embracing inclusion
and diversity in the widest possible
sensebeyond gender, ethnicity, or
religionis part of our recipe for
success. Our ability to harness the
rich diversity of our peopletheir
unique mix of capabilities, exper-
tise, and their commitmentallows us to truly
understand and be relevant to our clients. It makes
us stronger, smarter, more innovative, and a better-
performing company across all dimensions.
We recognize that each person has unique
strengths, and that by embracing those strengths,
we achieve success, foster innovation, and deliver
high performance. We invest in the professional
development of our employeesdirecting more
than US$875 million annually to employee train-
ing, including customized inclusion and diversity
programs.
Both our global and local inclusion and diversity
initiatives underpin our focus on building a dy-
namic workforce equipped
with the skills, passion, and
energy to deliver high perfor-
mance to our clients.
Globally, we provide guid-
ance, coordination, and
vigilance around our priority
initiatives and champion best
practices across the organiza-
tion. Our global strategy sets
overarching objectives and
outlines key tactics for rais-
ing awareness and building
diversity into our recruiting
efforts and talent supply
chain. The strategy also ad-
CEO for the US and Senior Managing Director for North America Jorge Benitez,
on the role an inclusive culture plays in enabling Accenture to attract and retain
diverse talent worldwide.
A
BENITEZ
FORDHARRISON
Creating an Engaged and
Active Workforce
ordHarrison is a labor and
employment law firm with
27 offices across the US. A
member of the global em-
ployment practice alliance
Ius Laboris, our resources
allow us to provide clients
with sound legal advice, practical coun-
seling, and excellent client serviceno
matter where in the world they operate.
The firm believes a diverse and inclu-
sive environment creates a pathway to
success and employee fulfillment. Our
efforts to create a more diverse and inclu-
sive workforce are focused on three ob-
jectivesto recruit, retain, and advance;
to create a better workplace; and to create
an engaged and active workforce.
Some examples of our most successful
efforts include:
Implementing a pipeline initiative
for diverse attorneys. One significant
reason that associates leave firms is
lack of mentoring. We provide all
diverse associates a 4-member
mentoring network for their first
three years of employment. This
network helps new associates foster
multiple relationships across the
firm, ensures meaningful work
assignments, and accelerates the
diverse associates overall professional
development. Currently, 5 of the
firms 34 diverse associates are being
mentored through the pipeline
initiative11 of the firms 81 partners
serve as mentors.
Supporting our diverse attorneys
growth and learning. Providing
internal and external learning
opportunities helps us to attract and
keep our diverse talent. Weve
sponsored the Corporate Counsel
Women of Colors National
Conference, as well as the Florida
Diversity Councils LGBT-Allies
Diversity Summit, which was
co-chaired by one of our associates.
An associate in our Chicago office
served on the National Summit
of Black Women Lawyers Steering
Committee. Our attorneys have
attended and spoken at conferences
hosted by the National Employment
Law Council, the National Asian
Pacific Bar Association, and the
Leadership Institute for Women of
Color Attorneys.
Embarking on a campaign to
increase cultural competence within
the firm. Cultural competence is
critical to recruiting and retaining
diverse attorneys. Spearheaded by
the firms diversity partner, Dawn
Siler-Nixon, and the firms Executive
Diversity Committee, the campaign
includes a cultural competence panel,
featuring diverse in-house counsel
and law firm attorneys, as well as
an email series about cultural norms
and blunders. Our attorneys will also
take a cultural competency assessment
and participate in cultural competence
and unconscious bias workshops led
by renowned diversity consultant
Verna Myers.
Championing our diverse attorneys
by honoring their achievements.
Recognizing our attorneys
accomplishments helps to attract and
retain diverse attorneys. For example,
we successfully nominated an associate
for the Lawyers of Colors inaugural
Hot List.
Providing resources and networking
opportunities for our women
attorneys. Empowering our women
attorneys is a key part of our retention
plan. We are one of only six firms
granted gold standard certification
by the Women in Law Empowerment
Forum. We recently hosted our first
Women Leaders Forum for our
women partners and general counsel
clients led by well-known diversity
consultant Angela Vallot. PDJ
F
FordHarrison Associate Brian
Cunningham, Associate Aisha Sanchez,
Partner Vista Lyons and Associate Luis
Santos attending the 2013 National
Employment Law Council (NELC )
conference.
Web of Brilliance
GEORGIA TECH
Georgia Tech Creates the First ERG for Introverts
ince first opening its
doors in 1888, the
Georgia Institute of
Technology has long
been known for its cul-
ture of academic excel-
lence, and for fostering
technological advances and innovation.
As a science and technology-focused
learning institute, Georgia Tech is re-
nowned for its deeply held commitment
to improving the human condition. Now,
members of the Georgia Tech employee
community are developing innovative
ways to hardwire inclusive excellence into
the campuss DNA, and increase com-
munity and organizational effectiveness
by sustaining a work environment where
all employees feel supported, valued, re-
spected, productive, and engaged.
In September 2013, Georgia Tech,
through the Office of Human Resources
(OHR), created the nations first Employee
Resource Group (ERG) specifically for in-
troverts, called Web of Brilliance (Web).
In addition to offering staff and faculty
a true sense of belonging, and enrich-
ing the overall employment experience by
contributing to a campus environment
where employees feel supported, valued,
and respected, Web provides a safe forum
for introverts to explore their unique gifts
and examine the quiet nature of their
significant contributions.
Since introverts are generally mod-
est and reserved people who rarely seek
the limelight, their strengths are often
masked and their intellectual depth is
often discounted or overlooked. The
ERG educates those who work with in-
troverts, brings active awareness to the
impact introversion has on work style,
and provides insights into the chal-
lenges introverts face in extrovert-ideal
workplaces. It also dispels notions that
extroversion is right and introversion is
somehow wrong by reframing introver-
sion as an interesting aspect of identity.
The introvert group is the first of
its kind in the US. The approach to
managing the group is, therefore, being
birthed day by day. It is managed by
introverts with introvert sensibilities in
mind; there is a spaciousness to the ap-
proach which leaves room to think, room
to breathe, room to reflect, and room for
people to be who we are with no forced
extroverting required.
More than 130 staff, administration,
and faculty members attended the initial
kickoff meeting for Web and engaged in
a think tank/affinity mapping reflection
collage, resulting in more than 200 ideas
toward the ERGs annual business plan.
Putting Our Plan into Action
As a part of the plan, were developing
introvert-friendly hiring processes and
procuring job aids to enhance each
introverts ability to thrive in the Georgia
Tech workplace. For instance, were
recommending headphones with apps
containing white noise or pink noise,
and cube curtains containing messages
like Introvert at Work. Were also creat-
ing official protocols for proactive reflec-
tion, designating areas as introvert chill
zones, and lobbying for the configura-
tion of serene, calming spaces designed
for introspection and thoughtfulness
that is, designed with visual and acoustic
separation, and little outside sensory
stimulation or distraction.
In 201415, well spread the good
word of Georgia Techs pioneering in-
novation by creating a blog for introverts,
showcasing
the schools
introverted
executives and
leaders, and
sharing thought
leadership at
national and
global confer-
ences. We already
presented ERG-related sessions with
Princeton and MIT at the College and
University Professional Association
Annual Conference and Expo. We also
presented on the impact introversion has
on work style and the challenges intro-
verts face in extrovert-ideal workplaces
for The Conference Board and Atlanta
Diversity Management Advocacy Group.
Well continue collecting data to bet-
ter understand the nature and needs of
introverts, create a resource guide titled
How to Manage Introverts: A Guide for
Extroverts, by Introverts, and a resource
that helps reframe perceptions, dispel
myths, and break stereotypes. In future
months, well engage introverted employ-
ees through special interest groups, such
as TED Talk discussion circles, local/
regional/national travel clubs that tour
state-of-the-art innovation centers, and
a Special Edition Toastmasters tailored
for introverts. Finally, later this spring,
well begin designing a professional de-
velopment series focused on embracing
the unique strengths of introverts, getting
noticed, becoming better conversational-
ists and public speakers, and developing
strategies to ensure the success of intro-
verted students and leaders.
Since Georgia Tech is one of the few
places where it actually is about rocket
sciencewhere the nature of the work is
analytical, contemplative, and life-changing
we honor the desire many people have
to put down the extrovert mask, and we
respect their preference to be left alone to
perfect equations and formulas, produce
one-of-a-kind works, and otherwise
improve the human condition. PDJ
S
By Cheryl D. Coeld, Director of Culture, Diversity & Inclusion,
Georgia Institute of Technology
COFIELD
The Manitoba Diversity
Internship Programs training
curriculum also includes partici-
pation in the Manitoba govern-
ments Diversity at Work workshop. The aim is
for these interns to become informal ambassadors,
promoting diversity and inclusion in each of their
respective workplaces.
Led by its senior leadership group, the Manitoba
government continues to make significant strides
in improving its already award-winning diversity
and inclusion programming. (This includes being
named as one of Canadas Top Diversity Employers
in 2012, 2013, and 2014.) Each department has
its own diversity and employment equity plan in
place. These leader-driven strategies help shape the
organizational culture, according to the unique
realities and context of each department, into one
positively linked to both retention and engagement
rates within the civil service.
The Manitoba government is committed to a
workforce that is both inclusive and representative
of the population it serves. We take pride in having
made significant strides in living up to this com-
mitment. We continue to demonstrate leadership
to our province in building diverse and inclusive
workplaces. PDJ
ecruitment and retention strategies
must consistently be developed and
improved upon for an employer to
remain competitive in Manitobas
labour market. Adding to the chal-
lenge of recruitment and retention
is that of ensuring that the work-
force is as inclusive and diverse as possible. To that
end, the Manitoba government has continually im-
plemented and updated policies and programming
that align with our vision of a civil service reflective
of the population we serve.
One of the initiatives implemented by the
Manitoba government is the Manitoba Diversity
Internship Program introduced in 2013/14. This
one-year internship is for high-potential external can-
didates who self-declare as persons with disabilities,
Aboriginal persons, or members of a visible minority.
To address the need for overall renewal and
succession planning, the Manitoba Diversity
Internship Program requires that departments sub-
mit proposals for positions in which they anticipate
future vacancies. For example, this may be in re-
sponse to expected retirements or for positions that
are typically more difficult to fill, such as in rural
locations or certain areas of technical expertise.
The interns are recruited for one-year terms,
with a commitment to appoint successful partici-
pants to a government position at the conclusion
of the program.
Each internship placement focuses on
occupation-specific experience, and offers the
intern an opportunity for rotational assignments
within the department or similar occupational
groups across government.
As part of the program, interns are eligible for
training and courses specific to their individual
learning plans. Participation in the program
includes a strong focus on mentorship, an intro-
duction to various employee networks, and par-
ticipation in many of the Manitoba governments
diversity-related learning events, conferences,
and workshops.
R
Whats New in Diversity and Inclusion
at the Manitoba Government?
GOVERNMENT OF MANITOBA
Manitoba Legislative Building
Jeff Joaquin, Policy
Analyst Intern with
the Manitoba
Diversity Internship
Program, and Barbara
Crumb, A/Director,
Disaster Manage-
ment, Department of
Health, Government
of Manitoba.
Securing Diverse
Leadership Talent
n the first quarter of 2014, less than 10 percent of Fortune 500 CEOs were diverse
(defined for this article as gender and ethnicity). Data for other leadership levels
within these organizations are not as readily available, but most sources suggest that
the percentage of direct CEO reports, as well as the next level of direct reports, is also
less than 10 percent.
Many organizations have modest levels of diverse leadersor none at all. But there
is a way to remedy this situation. When an opening for a leader presents itself, and
an external candidate is required, a search firm can help source strong diverse talent. DHR
International is particularly strong in this regard, since a third of our placements are diverse.
Sourcing and securing diverse leadership talent can be challenging. However, it is a hurdle
that can be overcome, as illustrated by this case study:
The leader of a large procurement team for a Fortune 50 company, with responsibilities
of over $3 billion, was looking for additional leadership talent. Because of the capabilities re-
quired, he needed to look outside his organization. Candidates for these leadership positions
would have to 1) lead in a manner consistent with the companys core values and 2) demon-
strate a high level of competence. The pool also needed to include diverse talent.
The two positions had been open for nearly a year, during which time the search contin-
ued through the companys internal efforts and those of a contingent search firm. Thus, the
company demonstrated patience and a commitment to the high expectations originally set for
these new leaders.
The organization selected DHR International, led by Executive Vice President Dwain
Celistan, to fill the two positions. DHR International is a Top 5 global search firm with a
commitment to identifying great talent and including diverse talent as part of candidate slates.
For this organization, a successful candidate pool would have to 1) come from a narrow in-
dustry group, 2) achieve a desired score on two third-party assessments, and 3) include diverse
talent. DHR International sourced the talent requested. It required
extra effort to identify diverse candidates that met the criteria.
Following an extensive interview process, the two positions were
filled with diverse candidates. The pool proved to be so rich that a
third diverse candidate was selected for another position.
In summary, the organization was able to hire three diverse lead-
ers whose leadership styles were consistent with the culture for these
challenging and important roles. In fact, one of the newly hired
leaders was promoted within two years. These fantastic resultsas
well as subsequent process improvements and millions of dollars
savedled to an expanded partnership between that organization
and DHR International. PDJ
DHR INTERNATIONAL
CELISTAN
For information about how DHR International can help your organization, regardless of size, to
expand diversity in its leadership team, please contact Dwain H. Celistan, Executive Vice President and
Global Diversity Practice Leader, at dcelistan@dhrinternational.com, or call 312-782-1581.
I
(and get credit for) what they already know, so
they can spend time taking classes that teach
them new things. After all, students expect to
attend a university to learn what they do not
know, and gain the skills and knowledge they
do not have.
3. Offering an Education that is Relevant to
Peoples Lives
There is inherent value in getting an education.
However, in todays world, education is often
judged by how it can be applied. With the high
cost of education, students are actively looking
for schools and degrees that will help them find
and grow a career. Offering a curriculum informed
and taught by professionals who are leaders in
their respective fields, enables students to grow
professionally and academically, while getting
a degree. By taking this approach, CityU supports
the career success and overall satisfaction of its
students, and has definitely enhanced its
recruitment and retention efforts.
These are just a few of the recruitment and re-
tention tactics that have been employed by City
University of Seattle. We hope these tactics are use-
ful to you as you pursue your universitys recruit-
ment and retention objectives, and look to improve
student satisfaction. PDJ
Engaging a Diverse
Student Body
s an institution focused on serv-
ing the working adult and transfer
student, City University of Seattle
(CityU) has developed some best
practices for recruiting and retain-
ing a diverse student bodya
daunting task in todays market.
Here are three ways CityU is achieving this goal:
1. Communicating Often and Clearly
When recruiting and retaining a diverse student
body, it is extremely important to create an
academic atmosphere that fosters clear and
open communication. Prioritizing student
achievement and service, and putting policies
in place that require a 24-hour follow-up to
all communications, is necessary to recruiting
and retaining students today. Hosting a chat
feature on the universitys website and carefully
leveraging social media also enhance conversation
between students and their current or potential
university. Open communication is vital to
growing any relationship. The relationship with
a prospective or current student is no different.
2. Making Education Affordable and Accessible
As the job market continues to demand higher
levels of education, the cost of that education
continues to increase. To recruit and retain a
diverse student body, universities must offer
affordable and flexible learning options that
meet the needs of full-time workers, parents,
transitioning veterans, and others trying to
balance work, life, and school. Convenient
onsite and online options, as well as
competency-based modalities (offering credit for
experience) and need-based scholarships, are
crucial to meeting the modern students needs
and thus, are essential to recruitment and
retention. CityU offers competency-based
education as a way for students to demonstrate
Seattles CityU employs a three-step process to recruit and retain a diverse student body.
CITY UNIVERSITY OF SEATTLE
A
According to recent reports, 60 percent of job openings will require
a college degree in four years. Considering the number of people that
do not have this prerequisite, college classrooms are filled with what
was once called nontraditional students. At CityU, we recognize that
students have families, careers, financial obligations, and lives beyond
what is happening in the classroom. The diversity of student needs, skills,
and experience begs universities like ours to offer more flexible and
affordable learning options. In offering these options, universities are
bound to see improvements in their recruitment and retention efforts.
Marianne Fingado, Vice President of Enrollment at City University of Seattle
FINGADO
Building Dynamic
Partnerships
CVS CAREMARK
How the nations largest pharmacy health care provider fills its pipeline
with diverse talent.
VS Caremark contin-
ues to hit new marks of
achievement in its com-
mitment to recruiting and
retaining talent from our
nations diverse popula-
tion. As an innovative
health care leader, CVS Caremark builds
partnerships that attract and equip di-
verse talent for dynamic and rewarding
careers. Our strong support of educa-
tion, training, healthy living, and career
opportunities helps ensure that CVS
Caremarks diverse workforce is produc-
tive and thriving. A culture that culti-
vates an appreciation of differences is the
cornerstone for this success.
The CVS Caremark Workforce
Initiatives team performs local, state,
and national outreach that targets youth,
mature workers, veterans, and people
with disabilities. Also, partnerships with
schools, churches, universities, and faith-
based and community organizations help
us find and hire talented people with
diverse backgrounds.
Pathways to Health Care Careers,
a program that focuses on underserved
youth, provides hands-on career explora-
tion through job shadowing, intern ex-
periences in CVS/pharmacy stores, train-
ing, mentoring, and employment. In
addition, elementary and middle school
students are introduced to rewarding
occupations within the pharmacy and
health care industries at career fairs, dur-
ing CVS/pharmacy store visits, and via
in-school presentations by technicians,
managers, and pharmacists. As part of
the seamless transition from school to
work, store associates and managers help
guide young people to post-secondary
opportunities at partner colleges
and universities.
Talent is Ageless is an initiative that
cultivates mature job candidates who
are either re-entering the workforce or
changing careers. They often bring skills,
experience, a strong work ethic, knowl-
edge, and a passion for customer service
to the job. National associations, such as
the American Society on Aging (ASA),
Jewish Vocational Services (JVS), and
other agencies, help CVS Caremark reach
and engage with older workers.
Veteran and Military Alliances, such
as CVS Caremarks partnership with
Hiring Our Heroes (a U.S. Chamber
of Commerce initiative), connects men
and women who are leaving active duty,
or who are in the National Guard or
Reserve, to meaningful jobs within the
company. CVS Caremark partners with
Hiring Our Heroes and other military-
focused organizations to reach poten-
tial employees who are leadership and
management ready. As a result of these
partnerships, CVS Caremarks Workforce
Initiatives team has hired veterans and
military spouses at job fairs around
the country.
Abilities in Abundance connects
individuals with disabilities to fulfilling
careers with CVS Caremark. Vocational
rehabilitation agencies, schools, and
nonprofits are valuable partners in
helping to identify talented and
enthusiastic associates.
CVS Caremark recognizes the role
training and development play in help-
ing workers reach their potential, and in
enhancing employee retention. Endless
learning opportunities are offered at
every level of the organization. A robust
suite of training tools reinforces each
employees skills and helps advance his or
her career.
In partnership with community agen-
cies, the company has opened a number
of CVS/pharmacy Regional Learning
Centers (RLCs) in cities across the US.
These RLCs are fully operational store
and pharmacy training locations that
support the development of employees at
all levels.
A vibrant, diverse workforce and ongo-
ing opportunities for career growth do
not happen accidentally. CVS Caremarks
Workforce Initiatives team aggressively
seeks new opportunities to hire, train,
and retain a quality workforce that re-
flects the communities it serves. PDJ
C
GRIFFIN
CLARKE
be below the radar. Reach out and recruit your
candidatesif they dont come to you, you
need to go after them, or use a search firm that
can effectively do it on your behalf.
Clients across all sectors are requesting that their
traditional search partners include high-caliber, di-
verse candidates in search shortlists; unfortunately,
in many cases, their requests are being met with
limited or no success.
There is a reason for thismany search firms view
driving diversity into a shortlist as something that is
done upon request, not as a matter of course. When
we founded Bridge Partners LLC as a diversity-
focused search firm a decade ago, we struggled with
the idea that we may not be needed in five years
certainly not in tenas diversity became naturally
embedded in executive search at all levels and across
all functions. We were wrong; the need for an inno-
vative search firm that operates at the senior level and
focuses on inclusivity has never been greater.
Critical to our success is our development of a
distinct search practice and methodology that can
identify, approach, and attract diverse executives. We
are a diverse team committed to the advancement of
diverse professionals in senior roles; and we have years
of experience building relationships with these cov-
eted, high-caliber executives and addressing the spe-
cific concerns they have when contemplating a move.
By leveraging a proven, research-driven method-
ology, a robust and continually updated database
of senior executives, and a strong and actively
cultivated network that we constantly develop and
access, we have a significant edge in attracting the
most qualified executives and building an inclusive
candidate shortlist. PDJ
Battling Misconceptions about
Recruiting Diverse Senior-Level Talent
f you are a human resources or diversity and
inclusion professional, we imagine that you
have probably had at least one of the following
recruiting interactions with hiring managers:
We dont need to focus on diversity
recruitingwe are already diverse.
There is no growing organization today that
cannot make a strong business case for focusing
on diversity recruitment. You may see diversity in
the organization when you crunch the numbers.
But do you have the very best possible talent at the
senior-most levels?
The hiring manager is 100% behind the broad
diversity recruitment initiativebut maybe its
not the best approach for this search. The com-
ments range from It never worksthe talent isnt
out there to Diversity recruitment means the pro-
cess always takes longer. These assumptions can be
disproved by a solid business case for diversity and a
strong diversity-focused recruiting team/partner.
The talent isnt out there. Yes, it is. Diversity
recruiting requires effort and focus. Obstacles to
desired results include:
An inadequate diversity outreach effort. Building
the capability to identify high-caliber minority
candidates and developing a positive relationship
with them is a process, not a one-off event.
It is necessary to build your brand as an
employer of choice and invest time in
understanding the market.
A recruiting team/search partner that hopes to
come across minority candidates, rather than
actively pursuing that talent. While in-house
recruiters and traditional search firms may have
the best intentions, they are often not in a
position to prioritize diversity. As with any
other area of your business, you will be best
served by experts.
A focus on the path of least resistance
recruiting candidates who are already looking for
their next career move, rather than those who may
Why your search firm should be focused on supporting your efforts to attract diverse talent.
Tory Clark and Larry Griff in are co-founders of and
partners in Bridge Partners LLC, a retained executive
search f irm that specializes in leadership and senior-level
recruitment, both in the US and internationally. Learn
more at www.bridgepartnersllc.com.
I
BRIDGE PARTNERS LLC
Maintaining our
Global Competitiveness
recently traveled to Mumbai, India, to attend the World HRD Congress, where
I made presentations regarding organizational culture and strengths-based leader-
ship. When I arrived, I found that the surroundings were pretty comfortable and
the weather was a welcome change from the frigid temperatures here in the Middle
Tennessee area.
While the change in the weather was to be expected, there were several things I
learned and experienced at this event that did catch me by surprise. Here are just a few
I found worth sharing:
While India produces more engineers than the USA and China combined, it still doesnt
produce enough. Our opening speaker lamented the fact that India has a problem with
a workforce shortage in key technical areas, while they have an overabundance of
unskilled workers who are barely employable.
One of the key segments of the overall conference was the Balanced Scorecard. While I
have found the label Balanced Scorecard one that has seemed to lose favor in this
country, the focus on metrics and ROI was more of a factor than I might have imagined.
Most of the presenters were from countries other than the USA. I met colleagues from
places such as Australia, Dubai, Italy, India, Malaysia, and many other countries. Every
one of them spoke English well. In comparison, only 18% of Americans speak a second
language. Over 50 percent of Europeans speak a second language, and in many other
areas of the world, the numbers are increasing.
We live in a world where our business com-
petition is increasingly not next door or even
across the state. We compete in a world econo-
my, and our inability to speak other languages
or understand other cultures hinders our ability
to be competitive on the world stage. My work
in the executive search and leadership area con-
tinues to make me aware of my need to become
more culturally competent. It is an area I plan
to focus on this year and in the future. I have to
in order to remain competitive. PDJ
I
RYAN
RYAN SEARCH & CONSULTING
Dan Ryan is the principal of Ryan Search & Consulting, a Nashville-based talent acquisition and talent
development f irm, focusing on mid- to senior-level leadership and talent development activities, including
executive coaching, organizational and leadership development, and leadership facilitation. Learn more
about Ryan and his f irm at http://ryansearch.net.
ROCHESTER INSTITUTE OF TECHNOLOGY
OSGOOD
Establishing
an Early Connection
ounded in 1829,
Rochester Institute of
Technology (RIT) is a pri-
vately endowed, coeduca-
tional university with nine
colleges and more than
200 academic programs
emphasizing career education and expe-
riential learning. Approximately 15,000
undergraduate and 2,900 graduate
students are enrolled at the university,
representing all 50 states and more than
100 countries. The university occupies
1,300 acres in suburban Rochester, the
third-largest city in New York State.
RIT also has international campuses in
Eastern Europe and Dubai.
RITs annual Future Faculty Career
Exploration Program (FFCEP) is one
of a series of recruitment strategies de-
signed to fill the Institutes future faculty
pipeline. This innovative program fur-
thers RITs diversity efforts by bringing
scholars nearing the end of their doctoral
studies, MFA studies, or postdoctoral
assignments, as well as interested junior-
level faculty, to Rochester to experience
life as a RIT faculty member.
The FFCEP is a weekend-long, all-
expense-paid program targeting African
American, Latin American, Native
American (AALANA) and female popu-
lations. Each year, the program draws an
average of 170 applications to compete
for 20 spots in the program. Nearly 250
qualified MFA, PhD and postdoctoral
participants have gone through the pro-
gram in the past 10 years.
Although the program is not consid-
ered a formal interview, it does allow RIT
to build a relationship with candidates
and lay the foundation for open com-
munications. Deans engage prospects in
discussions about their academic work
and career interests. This program also
allows faculty to share RITs teaching and
research agenda, and discuss current open
faculty positions or those that may be
available in the near future. The partici-
pants are able to learn about the campus
culture from current students and faculty,
and meet with administration to gain an
understanding of the core values of the
institution. While they are here for the
weekend, these potential faculty members
are shown the highlights of the Rochester
region, including a presentation by the
business community, and a city and
neighborhood tour.
During previous programs, RIT hosted
students from top colleges and universi-
ties, such as Georgia Tech, Vanderbilt,
Stanford, Columbia, Berkeley, Harvard,
Rensselaer Polytechnic Institute, and
Cornell, among others.
As faculty positions open, the FFCEP
participants are contacted and encour-
aged to apply. With the in-depth infor-
mation they gather from their visit with
RIT, we hope that they see a potential
fit with the university and our region,
and apply to open faculty positions.
Since the FFCEPs inception in 2003, 16
AALANA and female participants have
accepted faculty positions with RIT, and
four have been offered tenure. PDJ
F
Nearing the end of my graduate
school journey, my decision to become
an inaugural member of RITs Future
Faculty Program was both exciting
and historic for me. Through the
experience, Ive gained valuable
insights, friendships, colleagues, and
a profound understanding of myself,
my mission, and the need for my voice
and presence in academia.
Robert C. Osgood, PhD
Associate Professor of Microbiology
Department of Biomedical Sciences
To learn more about the faculty recruitment programs at RIT, visit www.rit.edu/academicaffairs.
the talent community managers have written
employee profiles, created diversity-related video
content, enlisted company leaders to contrib-
ute to a monthly diversity blog, and hosted a
Twitterview (an online interview format hosted
on Twitter) with leadership on diversity and inclu-
sion. These activities offer an already engaged tal-
ent pool a place to gain insight into UnitedHealth
Groups culture and a lens through which other
job seekers can view the company.
Our talent community managers have en-
hanced our diversity recruiting efforts and our
online brand reputation. We have seen a dramatic
increase in our careers website traffic and grown
our talent communities across all functions, said
Ouraphone Willis, director of diversity recruit-
ing at UnitedHealth Group. The UnitedHealth
Group careers website (http://careers.unitedhealth-
group.com) provides candidates with information
about UnitedHealth Group and our job openings.
It features information about our diversity com-
mitment through blog posts from our executives,
and highlights our partnerships with organizations
such as the National Society of Hispanic MBAs,
National Black MBA Association, AARP, and
Reaching Out MBA.
At UnitedHealth Group, diversity is about dif-
ferences that reach far beyond gender and ethnici-
ty. Teams that reflect a wide range of backgrounds,
experiences, perspectives, and beliefs are best
equipped to produce the innovations that drive
business. UnitedHealth Group is always on the
lookout for people whose rsums reflect accom-
plishments beyond the parameters of the health
care industry. As the talent community managers
and the recruiting team reach out to potential em-
ployees, whether it is face to face or via high-tech
tools, the message is consistent: At UnitedHealth
Group, your ideas can come to life in ways that
touch the lives of millions. This is the place to do
your lifes best work
SM
. PDJ
Ouraphone Willis
Director of Diversity Recruiting
Enhancing Brand Reputation
through Talent Communities
UNITEDHEALTH GROUP
t UnitedHealth Group, building a
diverse team of high-performing
employees is key to achieving
our mission of helping people
live healthier lives and making
the health system work better for
everyone. As our customer base
and businesses evolve, our recruiting strategies and
tools evolve right along with them, combining
tried-and-true methods with new ideas that give
UnitedHealth Group a competitive edge.
One of the ways UnitedHealth Group meets the
challenges of recruiting and retention is through
the efforts of talent community managers. Part of
the talent acquisition marketing team, they attract,
engage, and educate targeted professionals in order
to build talent communities from which recruit-
ing teams can fill open jobs. Today, UnitedHealth
Group employs eight talent community managers
who seek diverse and military candidates to fill
open positions across all areas of the business.
Talent community managers use a variety of
marketing tools and tactics to build diverse tal-
ent pools, including social media, search engine
optimization, online content
creation, relationship market-
ing, virtual career events, online
chat sessions, employee referral
programs, podcasts, videos, and
more. These tools, designed
with the flexibility to meet our
changing business needs, help
UnitedHealth Group provide a
high level of interaction with po-
tential candidates.
Talent community managers,
and the robust marketing tools
they use, have been very effec-
tive for UnitedHealth Group.
In order to support the growth
of a diverse talent community,
A
NEWELL RUBBERMAID
more work to hire a diverse array
of talent when companies havent
grown those relationships.
From a retention standpoint,
creating an I want to work here
culture requires that we foster
an environment where mak-
ing brands matter is achieved,
while also offering employees
careers that matter. This begins
with ensuring that the hiring
processexternal or internalis
what it needs to be. As we evolve
our strategic HR model, we are
offering more HR value-added
analysis, and looking at trend
data by manager and talent acquisition staff, to be
sure were focused on filling critical jobs (and integrat-
ing diversity expectations within this critical hiring/
retention pool). We are evolving our hiring, growing,
and rewarding centers of excellence to focus not only
on high-potential employees (high performance, high
potential), but also high-professional employees (high
performance, low potential).
At the end of the day, recruitment and retention is
all about creating a high-performance environment
where anyone with the skills, and the ability to deliver
value to Newell Rubbermaid and our shareholders, is
welcome to contributeregardless of non-job-relevant
characteristics.
Im passionate about my role as the chief employee
advocate, in addition to managing the business finan-
cials, as part of a global executive leadership team. I be-
lieve focusing on employee engagement and delighting
shareholders are not mutually exclusive objectives. In
fact, the power of hiring and retaining a high-perfor-
mance, global, diverse workforce is critical to achieving
our Newell Rubbermaid Growth Game Plan. PDJ
s a company rap-
idly expanding
into new global
markets, its criti-
cal that Newell
Rubbermaid at-
tract and retain an
employee base that closely reflects
our consumers worldwide. To do
this, we are creating an I want to
work here culture. My experience
shows that many HR functions
and companies treat talent acquisi-
tion as a procurement exercise,
rather than a marketing exercise
that enables potential and current
employees to make good career decisions, and adds
value for our shareholders.
From a recruitment standpoint, we need to build
a reputation for developing great talent and building
teams for growth. That reputation depends on hiring
the absolute best people from all corners of the earth.
To leverage the true power of diversity, we need to en-
sure that diversity isnt a special exercise, but rather,
is embedded in all of our people practices. We want to
hire people who want to work in a culture that is all
about inclusion.
Attracting great talent also requires being visible and
active in communities around the globe. Our best ad-
vertisement is our people. When we encourage them to
serve where they live, we offer our neighbors a chance
to see our team in action, and to see the caliber of
employees who call Newell Rubbermaid home. At the
same time, were building goodwill through our com-
munity service and philanthropy. Embedding diversity
in community work means building relationships
purposefully with a diverse set of partners in our com-
munities worldwidenot as an afterthought. It takes
Creating an I Want to Work Here
Culture through Diversity
A
By Paula Larson, Chief Human Resources Ocer, Newell Rubbermaid
LARSON
other employers. Once you can define and com-
municate your organizations core values, you can
recruit candidates who share them.
Growing our diversity brand ambassador and
subject matter expert (SME) committee has been
key to our diversity recruitment initiatives. These
diversity recruitment experts create partnerships
with various diversity organizations; write for
our blog, Human Capital Connection; network
with other diversity thought leaders; and manage
monthly internal diversity initiatives. Diversity
brand ambassadors who can be the voice of your
company will influence attitudes both internally
and externally. These efforts grow diverse tal-
ent communities that you can leverage as hiring
needs arise.
Now that youve hired the talent, how will
you ensure they remain happy working at
your company?
Employee engagement is a major factor in
whether your employees stay or leave. While en-
gagement may mean something different to ev-
eryone, I believe it comes to down to whether your
employees feel appreciated, enjoy the work that
they do, and share the companys values and goals.
Start by asking employees and candidates whats
important to them. Some may prefer flexible hours
or the option to work remotely; others may want to
be able to join committees that offer additional re-
sponsibilities; still others may want the opportunity
to participate in job shadowing for career advance-
ment. Whatever is important to your employees,
you need to know about it so you can address it.
The ability to recruit diverse talent and retain
employees is in your organizations hands. The di-
versity of ideas will be perpetuated by the culture
your company creates. Embrace diverse opinions
and promote respect, and youll be well on your
way to laying the foundation for a diverse work-
force that will be appreciated by candidates
and clients. PDJ
Developing Diversity
Brand Advocates
e hear it all the timean
organizations greatest
asset is its talent. So, its
no surprise that recruit-
ment and retention are
among the most talked
about topics in HR. Yet,
the best ways to recruit diverse talent and the most
effective ways to retain employees are ever-evolving.
As a recruitment process outsourcing (RPO) firm,
we are constantly developing new and innovative
talent acquisition methods, because we know that
a company with a diverse workforce is better posi-
tioned to serve its clients and communities.
The initiative for recruiting diversity needs to
start at the top. Without having a leadership team
that is involved and collaborative, its nearly impos-
sible to get employees on board. Your executive
team and all managers must take the time to find
connections between employees, ask for feedback,
and listen to ideas and opinions. When employees
feel comfortable sharing, compa-
nies benefit from a rich diversity
of ideas. So its important to
foster an open environment.
Employees who feel their ideas
are valued will become ambas-
sadors for your organization and
bring in more people who want
to contribute their own ideas.
To attract candidates who are
a fit for your organization, you
must pinpoint your companys
core values and define its DNA.
Without this knowledge, its
impossible to distinguish what
sets your organization apart from
W
WILSON
WILSONHCG
John Wilson is CEO of WilsonHCG, a global recruitment process outsourcing, human
capital consulting, and managed services provider. To see WilsonHCGs own brand
ambassadors in action, visit wilsonhcg.com.
Scan this code to
hear John Wilsons
podcast on
empowering
employees to be
brand ambassadors.
The Bureau of Labor Statistics says employment in the field of logistics is expected to grow
26 percent from 2010 to 2020faster than average for any profession.
ttracting and retaining di-
verse talent is essential to
ensuring that Ryder stays
ahead of the competition,
grows the business, and
delivers on its promises
to customers. As part of
this initiative, Ryder recently partnered
with Women in Trucking (WIT) to
develop female-friendly vehicle designs.
This collaboration is aimed at improving
working conditions for female drivers and
enhancing safety through ergonomic truck
cab designs that address the unique chal-
lenges women face when operating todays
commercial heavy-duty vehicles.
Women represent an important tal-
ent segment the industry has tradition-
ally done a poor job of attracting and
retaining. By working with WIT and
OEMs (original equipment manufactur-
ers), Ryders goal is to give women the
tools they need to enter and remain
in a growing employment sector. Plus,
Ryders dedicated transportation solu-
tion, which enables drivers to come
home daily and work with predictable
hours and routes, makes Ryder an at-
tractive career home for women, espe-
cially those who have children.
In 2013, Ryder held its second
Womens Leadership Forum (WLF)a
Ryder Diversity and Inclusion Council
initiative. The event brought together
Ryders women directors and above from
throughout the company, across the US,
UK, Canada, and Mexico. The WLF
provides women leaders the opportunity
to do the following:
Network with other executive
leaders at Ryder in order to
support collaboration and
share business insights
Participate in interactive workshops
led by internal and external
subject-matter experts
Leverage new tools to increase
personal effectiveness and
strategic networking
Gather new insights and
tips on maintaining
work/life balance
Identify additional career
development resources
Ryder has also been successful at at-
tracting and retaining military veterans.
The distinct logistical, mechanical, and
management skills learned through mili-
tary service are a great asset to Ryders
organization, and veterans fill a variety
of roles important to Ryders operations.
Since joining Hiring Our Heroes in
2011, Ryder has increased the percent-
age of veterans in its almost-23,000
employee US workforce from 8 percent
to 10 percent, and also doubled the
number of recently separated veterans
hired in that same time period. By the
end of 2013, Ryder announced it had
surpassed its goal to hire 1,000 mili-
tary veteransa full 10 months ahead
of schedule! The company has also
strengthened its 20-plus-member vet-
eran hiring task force by focusing its ef-
forts on customizing onboarding, train-
ing, and development practices to better
meet the needs of veterans transitioning
to civilian jobs.
Finally, in support of Ryders ongoing
efforts to maintain and enhance an inclu-
sive culture, the company implemented a
global employee engagement survey. The
survey provides a platform that enables
all employees to voice their perspec-
tives on Ryders culture, and share their
insights regarding how to ensure its in-
clusive workplace environment continues
to meet the evolving needs of a diverse,
multigenerational workforce.
To learn more about careers at Ryder,
visit ryder.com/careers. PDJ
A
Drawing Women and Veterans to a
Fast-Growing Career Field
RYDER
Chairman and CEO Robert Sanchez
(center, top) serves as executive spon-
sor for Ryders Diversity and Inclusion
Council. Comprising cross-functional
leaders, the Council helps ensure that
the companys work environment fos-
ters productivity, enhances its ability to
attract, hire, and retain the best talent,
and ensures that Ryder can respond to
workforce changes and dynamic
market conditions.
Creating the Total Offer
o create innovative solutions for
some of the most challenging issues
facing our societythe need for
clean water, a sufficient food supply,
and more efficient use of resources,
as well as improving our quality of
lifeBASF relies on the power of
connected minds. This means our ability to attract,
develop, and retain smart, talented people is critical
to our goal.
BASF is committed to forming the best team and
hiring diverse people, with unique opinions, back-
grounds, and experiences. We look for people who
reflect the markets and industries we serve. And we
work to build a stronger employer brandinnovat-
ing with respect to how and where we recruit top
talent, and changing how we communicate with
candidates at all levels of career experience.
To accelerate our efforts, BASF created a posi-
tion for a diversity sourcera dedicated resource,
whose primary goal is to find diverse talent for
the company. BASF is also a regular participant
at national diversity conferences, such as National
Black MBA and Society for Women Engineers,
among others. We also work with local chapters of
diversity associations to host on-site events at its
facilities. As a result of these activities, we have met
T
BASF
BASF developed a holistic solution to draw the best and brightest, and then
keep them engaged.
thousands of qualified diverse individuals who have
joined our talent community, available through
BASF's careers page: jobs.basf.us.
In addition, BASFs Professional and Leadership
Development Programs continue to be impor-
tant tools in the companys recruiting portfolio.
Through these well-established and successful pro-
grams, selected undergraduates, MBAs, and PhDs
can jumpstart their careers by joining BASF in two-
year rotational development programs, which may
include international exposure. We recruit on cam-
pus at 25 universities, including two Historically
Black Colleges and Universities (HCBUs). BASFs
University Recruiting team has developed a di-
versity liaison role for each university; this person
is responsible for reaching out to diverse student
groups on campus to share our brand and explain
why BASF is a great place to work.
It is important to note that the work of forming
the best team does not end just because BASF has
offered and a candidate has accepted a position;
it continues well beyond. BASF works diligently
to ensure that when people join the organization,
they can develop, thrive, and enjoy a rewarding
career and a balanced, healthy life. With a unique
internal brand called you@BASF, our employees
engage with their Total Offer in four main areas:
Development; Benefits; Work Environment; and
Compensation. Developing and retaining the best
people is an important piece of the BASF talent
strategy. All employees are encouraged to com-
mit to lifelong learning through formal training,
coaching, and on-the-job experience. BASF offers
a formal regional mentoring program, and eight
employee resource groupsa great way for employ-
ees to engage in company activities, from recruit-
ing talent to business partnership to community
relations. Our employees also enjoy competitive
compensation, benefits, and perks that include a
wellness program, flexible work options, and gener-
ous vacation time.
All with the goal of ensuring that the best team in
business can be at its bestat work and in life. PDJ
Members of BASFs University Recruitment team and leaders from Southern
Universityone of BASFs core schools for recruiting diverse talent.
2014 CenturyLink, Inc. All Rights Reserved. The name CenturyLink, the pathways logo, and the CenturyLink brand sub-graphic are trademarks of CenturyLink, Inc.
A diverse workforce is one of our greatest strengths in
a competitive global marketplace. We are committed
to fostering a culture that honors mutual respect and
collaboration which results in our best work to improve lives.
See how we connect at www.centurylink.com and our
careers page at centurylink.jobs.
See how we connect at centurylink.com.
CenturyLink values diversity.
LOST AMONG CAUCASIANS:
graduate student, committed suicide by taking
more than six times the safe dosage of Unisom; and
on April 21, 2012, Wendy H. Chang, a senior at
Harvard, was found dead in her dorm room, hav-
ing apparently hanged herself.
While the loss of life is clearly the most extreme
damage done by a general acceptance of the model
minority stereotype, there are many other serious
implications. For example, despite data that indicate
otherwise, there remains a widespread belief that
Asians/Asian Americans in North America are all
financially prosperous and occupationally successful.
The Model Minority Stereotype at Work
According to 2012 API Representation on Fortune
500 Boards, a report published by Leadership
Education for Asian Pacifics (LEAP), 129 Asians
and Pacific Islanders (APIs) held 144 board seats
at 114 Fortune 500 companiesin 2010, there
were 96 API directors and 115 board seats at 98
companies. Asian Americans continue to be woe-
fully underrepresented in leadership roles despite
the groups incredible growth rate. Why are Asians/
Asian Americans underrepresented in leadership
positions within Fortune 500 boards and compa-
nies? Could it be that the model minority suggests
that they are more technologically and scientifically
LOST AMONG CAUCASIANS:
Do you believe that Asians/Asian Americans are largely successful? Do you
assume they all win spelling bees, attend Harvard, and become brilliant scientists?
Then you, like many other North Americans, subscribe to the model minority
stereotypethe faulty belief that, by and large, Asians/Asian Americans are
occupationally, financially, and academically successful.
ASI AN AND PACI FI C I SLANDER HERI TAGE
By Nicholas D. Hartlep, PhD
The Lethal Fallacy of the
Model Minority Stereotype
he stereotype is prevalent in higher
education, embodied in slogans that
describe Asians/Asian Americans as
taking over prestigious universities.
Some have dubbed the University
of British Columbia the University
of a Billion Chinese, Massachusetts
Institute of Technology as Made in Taiwan,
University of California, Los Angeles (UCLA) as
University of Caucasians Lost among Asians.
These acronymic puns reveal a pervasive mispercep-
tion. Despite widely held claims that Asians are
overtaking topflight 4-year colleges, the truth is
most attend 2-year colleges.
Killing Them Silently:
The Model Minority on Campus
This supposed positive stereotype is in fact
negative. Studies actually indicate that the model
minority stereotype correlates with increased num-
bers of suicides among Asian students who do not
achieve the academic success expected of them.
The model minority stereotype is killing Asian/
Asian American students silently. On April 10,
2000, Elizabeth Shin, a Korean student at MIT,
committed suicide by self-immolation; in May
2007, Mengyao May Zhou, a Stanford University
T
The Asian Model Minority
Stereotype at Work
All stereotypes are harmful to employers pre-
cisely because they constrict employees sense of
individuality and stifle creativity. Interestingly, the
more people believe in stereotypes, the more ac-
curate the stereotypes seem to be. Human nature
causes us to remember situations that confirm a
stereotype, and forget the many times the stereo-
type was disconfirmed.
Research conducted by Harvard Universitys
Project Implicit illustrates how stereotypes are
linked to our implicit biases. Implicit biases are
prejudices and ways of thinking that are subcon-
sciously present. Implicit biases have occupational
implications for Asians/Asian Americans. If, be-
cause of implicit bias, an employer assumes that
Asians/Asian Americans lack qualities needed to
succeed as leaders, they will track Asian/Asian
American employees into technical positions in-
stead. In the business world, this is referred to as
the bamboo ceilingin the medical profession,
the sticky floor.
Working Past Stereotypes
Stereotypes are always more hurtful than help-
ful. University administrators and professors,
as well as those in the corporate world, are best
served when they understand that the Asian/Asian
American model minority stereotype is limiting
and inaccurate. PDJ
savvy, and that they lack the interpersonal skills
necessary to lead?
This reminds me of something a colleague once
told me: People dont see and interpret the world
as it truly is; rather, they see and interpret it as they
are. The media reinforces our tendency to think of
Asians/Asian Americans as a model minority, by
often portraying them as scientists, mathematicians,
or medical doctors. Because we are inundated with
these stereotypes, we cant rely on our perceptions,
but instead, must apply critical analysis.
Our unthinking acceptance of stereotypes causes
us to lump individuals we identify as belonging
to a particular group together as if no meaning-
ful differences exist between them. If it is wrong
to stereotype African Americans as athletes or
drug dealers (which, of course, it is), isnt it just
as wrong to stereotype Asians/Asian Americans as
overachievers who do exceptionally well in college
and the workforce?
Origins of the Model Minority
Stereotype in the United States
The stereotype of the North American Asian/
Asian American model minority arose during the
1960s when an academic by the name of William
Petersen authored a story published by the New
York Times Magazine, titled Success Story:
Japanese American Style. The piece highlighted
and overemphasized Japanese success, comparing it
to the lack of success African Americans were hav-
ing in the United States. The timing of Petersens
publication is notable, coming months after the
release of Daniel Patrick Moynihans infamous
The Negro Family: The Case For National Action.
The Moynihan Report, as it is now come to be
known, accused African Americans of having a
culture that caused the undesirable outcomes they
were having. Together, the takeaway message of
Moynihans demonization of blacks and Petersens
praise of the Japanese in America produced the
modern-day model minority stereotype.
Read the expanded online version
of this article, which includes
Dr. Hartleps f ive suggestions
for supporting diversity and
equity initiatives:
http://pdjrnl.com/1spRwzm HARTLEP
are unfamiliar with the US and its culture, have
limited English language skills, may face bullying
and discrimination, and live in poverty. Serious
challenges in the classroomand in life. Then,
theres the greatest Myth buster of allregardless of
their ethnicity, every single one of them is a distinct
individualwith different abilities and talents,
different dreams and goals, and different life experi-
ences. It turns out there is no Model Minorityno
Myth. Just children, who want and need to learn.
Showing Initiative
Teach For America (TFA), a nonprofit organiza-
tion that helps eliminate educational inequities,
trains would-be teachers to understand and meet
the needs of Americas most underserved students.
In return, corps members agree to teach for two
years at a high-need location in the US.
Always looking for new ways to serve students,
TFA recently launched its Asian American and
Pacific Islander Initiative. By recruiting, training,
and placing AAPI teachers in underserved schools,
the organization is confident that the challenges
AAPI children face can be met more effectively.
To help ensure the success of the new Initiative,
TFA has hired a professional with a solid under-
standing of the issues AAPIs may face. Her name is
Teach For America launches a new initiative to
bring teachers from across the AAPI spectrum into
the classroom to help AAPI students deal with the
realities they face every day.
By Teresa Fausey
hen it comes to educa-
tionand society in gen-
eralthe model minority
myth often applied to all
Asian Americans, like all
myths that lump unique
individuals into a homo-
geneous group, does more harm than
good. In case youre unfamiliar with the
Myth of the Model Minority, it goes
something like this: All Asians are super
smart (especially in math and science),
super hardworking (but arent looking
to lead), dont want to rock the boat,
and dont need any help, because theyre
already doing great.
Of course, the Myth has a lot of
problems.
The Asian American and Pacific
Islander (AAPI) group is actually
made up of 48 different ethnic groups
that speak more than 300 languages.
And unlike many diverse groups in
America, 69 percent of AAPIs are for-
eign born.* Also, many AAPI students
W
Sarah Ha
Managing Director of TFAs
Asian American and Pacic
Islander Initiative
LEAVING
THE MYTH
BEHIND
LEAVING
THE MYTH
BEHIND
community, so that no student gets lost in the sys-
tem because of a mistaken perception.
Sarahs mission is to find AAPI leaders who
will bring experience, talent, and energy to the
classroom, as well as an understanding of the chal-
lenges these students face. Studies indicate that
teachers who share similar racial, ethnic, or eco-
nomic backgrounds with their students can have
a significant impact on student engagement and
success. Sarah will soon embark on a listening
tour that will enable her to visit many communi-
ties and learn about their specific needs from the
people who live there.
To build a pipeline of talented AAPI leaders,
both inside and outside the classroom, TFA has
also launched an Underclassmen Development
Initiative intended to foster healthy identity de-
velopment among AAPI college students. The
Initiatives goal is to encourage the students to
retain their unique identities and cultural values,
while developing new and critical skills that will
make them effective leaders in the AAPI commu-
nity and beyond. PDJ
Sarah Ha, and she is the first, and current, manag-
ing director of TFAs Asian American and Pacific
Islander Initiative. Prior to taking on this role with
TFA, Sarah, a graduate of University of California,
Los Angeles, worked for the Asian & Pacific
Islander American Scholarship Fund.
Sarah explains why she is so committed to sup-
porting the AAPI community: Many of the social
realities our AAPI students deal with every day are
often overlooked, because there is an acceptance of
the persistent stereotype that says AAPIs are not in
need of any attention, or that they come from well-
to-do backgrounds. When I think about that, it
makes me consider my own background, recogniz-
ing that my own personal narrative is not anything
like the Model Minority Myth.
I remember growing up feeling pretty inad-
equatefeeling that I fell short of this perception.
I think from a young age, it made me think about
my identity, and what that meant in connection
to the larger AAPI community, she says. I had
to find a way to translate my own personal experi-
encecoming from a humble background, having
been an English language learner, being the first in
my family to go to college, and having to achieve
beyond my limited social and cultural capitalinto
a public issue and advocate on behalf of the AAPI
*Source: US Census Bureau, Population Division, National Commission on Asian
American and Pacific Islander Research in Education (2011): The Relevance of Asian
Americans & Pacific Islanders in the College Completion Agenda, New York NY.
G
rowing up in Columbus, Indianaa small, mostly white
communityAmanda Tran says she felt as if she stuck out.
When she moved to Los Angeles to attend the University of Southern
California (USC), she discovered a different worldone that helped her
get in touch with her identity.
I dont think I really understood my heritage, says Amanda, whose
parents came to the US after the Viet Nam War, until I surrounded
myself with other children of Asian immigrants and heard their stories.
Amanda soon joined an organization run by USC undergrads called Troy Camp that raises
funds to send local children to a weeklong camp each spring, mentors and tutors those children
all year long, and sponsors outings. She became a volunteer and camp counselor.
While looking for more ways to work with kids, she heard about Teach For America. I went to
the Teach For America website to research itand an hour later, I applied. It was the only place I
applied! She was accepted and never looked back. Now Amanda is teaching preschoolers, which
she loves. And after finishing her TFA two-year commitment this spring, she will continue to
teach. Ive already applied for a position with a new school thats opening in Los Angeles. I really
want to stay in the classroom.
Amanda Tran (Bay Area Corps 12)
BREAKING
NEW GROUND
Celebrating Asian and Pacific
Islander Heritage Month
Mangala P Gandhi
Area Manager, Human Resources
MY GREATEST STRENGTH
I consider my greatest strength to be my
ability to coach employees to look beyond
their current jobs. This benefits the orga-
nization, as sharing a broader perspective
enables employees to contribute to the
success of the whole organization.
THE MODEL MINORITY MYTH
The model minority belief has generally
helped the Asian/Pacific-American com-
munity, as we are viewed as hardworking
intellectuals, with strong community
and family support systems. I cannot say
whether this stereotype has impacted me
over time.
LESSONS IVE LEARNED
The most important lesson I have learned
is that resilience is the key to achievement.
If you are unsuccessful at something, pick
up, brush off, and start again and again
until you succeed.
MY FAVORITE QUOTE
Strength does not come from physical
capacity. It comes from an indomitable will.
Mohandas (Mahatma) Gandhi (1920)
UNITED STATES POSTAL SERVICE
BREAKING
NEW GROUND
In todays business world, professionals of Asian and Pacific Islander heritage
have a significantand growingrole to play. The fastest growing minority
group in America, and the most diverse, approximately 6 percent of the US
population is of Asian and Pacific Islander descent. Unfortunately, attaining
a similar level of representation in corporate leadership is still a struggle for
these communities. According to a 2010 report by Leadership Education for
Asian Pacifics, Inc. (LEAP), APIs now hold roughly 1.5 percent of all Fortune
500 board memberships; about the same percentage hold executive
positions in those organizations.
Each year during Asian and Pacific Islander Heritage Month, we take the
opportunity to celebrate professionals who are making their markand a
differencein organizations across the nation. The leaders we celebrate in
this issue are truly breaking new ground, and were proud to share their stories.
See how they are shaping the future; read their full interviews online at
diversityjournal.com/aphm2014
Balwant Grewal
Plant Manager Major, Bay Valley
I think a very big myth is that in
America we have minorities. We are
a melting pot of diverse people who
bring collective strengths to America.
UNITED STATES POSTAL SERVICE
Robert F. Tom, Shareholder
I consider conscientiousness about the work I do
to be my greatest strength. When you care about
the work you do, you always treat it seriously
and do the best job you can. Conscientiousness
is something that shines through. Clients take
notice, trust you, and feel comfortable leaving
work in your hands when they know that you will
handle their matters with the same care and detail
as if you were handling something for yourself.
MY BEST CAREER ADVICE
Never give up on your goals, however unattainable
they may seem. Goals are not reached overnight, but instead, one step at a time. Never
be discouraged by mistakes or setbacks. Instead, realize that they are inevitable, every-
body makes them, and that you learn the most from your mistakes.
MY FAVORITE QUOTE
Far better is it to dare mighty things, to win glorious triumphs, even though checkered by
failure... than to rank with those poor spirits who neither enjoy nor suffer much, because they
live in a gray twilight that knows not victory nor defeat. Theodore Roosevelt
Theodore Roosevelts quote eloquently sums up my philosophy on success in life.
Esther Wong, Director
WHO INSPIRES ME
My mother is my inspiration. She could barely
speak English and had no formal education. Yet,
she was able to raise three children on her own
and put them through college. She was very deter-
mined to provide a better life for her family. She
motivated me to have a successful career and raise
two wonderful children.
My advice would be to work hard, learn how to
prioritize, be proactive, take on challenges, develop a
high EQ, and build a strong professional network.
OUR MOST CRITICAL ISSUE
I believe the most critical issues facing the Asian/Pacific-American community today is
low wages, which means many in the APA community are living below the poverty line.
Also, we dont have enough representation in government.
LESSONS IVE LEARNED
You wont have all the answers, but you must have the determination to get them.
EY LEGG MASON
BAKER, DONELSON, BEARMAN, CALDWELL & BERKOWITZ, PC
Deborah L. Byers, Managing Partner,
Houston, Ernst & Young LLP
WHO INSPIRES ME
My mentor, Marcela Donadio, who
recently retired. It was a bittersweet mo-
ment. She was the first woman partner in
the Ernst & Young LLP Houston office.
The way she conducted herself had a huge
impact on me. She has a very positive,
can-do attitude. She doesnt worry about
politicsshe thinks about people.
Right before I was promoted to partner,
I was doing everything I needed to do,
and yet there was a concern about my
executive ability. Someone asked me if I
would be able to go toe-to-toe with the
senior partners in the firm and clients in
the boardroom. I was very grateful to get
that direct feedback, because I had no idea
about that perception. It was a critical
learning moment for me.
I went to the leadership team and said,
Im going to be a partner in the Big Four.
If you dont believe in me, Im leaving and
going somewhere else. It demonstrated ex-
actly the traits they thought I was missing.
MY FAVORITE QUOTE
Theres an ancient Latin proverb: If theres
no wind, row. It personifies my attitude
that things are not going to always fall
in your favor. Sometimes you get lucky,
sometimes you dont. Sometimes theres
no wind at your back, and sometimes
theres a headwind. When theres no wind,
theres nothing to do but buckle down
and work hard.
TEXAS INSTRUMENTS
Young Oh, Yield Enhancement
Engineer in DMOS 5, one of the
fabrication facilities at TI
When I am passionate about
an idea, I commit to it fully
and follow through until I see
results. During the past five
years, I have developed a
special passion for community
serviceespecially mentoring
local youth in areas such as
college preparation, study
techniques, coping with failure,
improving parent-student
relationships, and
building self-confidence.
Susan Morisato, President,
Insurance Solutions, UnitedHealthcare
Medicare & Retirement
WHO INSPIRES ME
Early in life, my parents were my strongest
supporters and gave me the confidence to be-
lieve that I could become whatever I wanted
to be, even if it might be in a less traditional
discipline. As I became established in my ca-
reer, I had the benefit of a boss and an execu-
tive coach who inspired me to not just do a
job, but become passionate about what I do.
I chose health care because it was an incred-
ibly challenging and fascinating area where I
believed I could make a difference and affect
many people in a positive way at times when
they were most vulnerable.
UNITEDHEALTHCARE
Munir R. Meghjee, Partner
I have worked very hard to develop the skill of tak-
ing the complex issues faced by clients and devel-
oping solutions and pathways that help my clients
meet their business objectives.
WHO INSPIRES ME
Judge Ann Claire Williams, now on the Seventh
Circuit Court of Appeals, has been my greatest
inspiration in the practice of law. I was fortunate
enough to meet Judge Williams when I was a
teenager in the early 1980s. She inspired me to
consider the practice of law, and has served as an
important mentor throughout my career.
A significant issue I have with the model minority mythamong many issues with
this stereotypeis that any generalization about the Asian/Pacific-American community
ignores the vast cultural and experiential diversity within the community. A stereotype
based on this myth makes it easy to discount the different real and pressing issues faced
by members of the Asian/Pacific-American community.
Donna Ikeda
Senior Vice President, Human Resources
Over assimilationin other words, becom-
ing so integrated into American society that our
cultural heritage is diminished or lost; with each
generation it is more difficult to maintain tradi-
tions. Another critical issue for our community
is making sure the priority placed on the family
unit always remains first.
LESSONS IVE LEARNED
Dont wait for the next career opportunity. Find a
need or identify a problem in your company and
figure out a way you can help to address it. My
most gratifying and valuable career steps have
not been formal jobs, but opportunities created
by filling a need.
Always try to leave a place or situation better
than when you arrived.
ROBINS, KAPLAN, MILLER & CIRESI L.L.P.
FRANKLIN TEMPLETON INVESTMENTS
Jeannie Rhee, Partner
As an Asian-American woman, I am often
not expected to be a fierce litigator. It
takes that extra effort on my part, when
I meet with clients face-to-face, to have
them see me in action to convey how my
ethnicity, gender, stature, and the like do
not at all prevent me from being a
formidable advocate.
LESSONS IVE LEARNED
You have to be comfortable in your own
skin. I remember being told as a baby
AUSA (Assistant United States Attorney)
to stand, dress, and deliver my openings
and closings in a certain way. But that
way wasnt true to my own style, my own
strengths, and my fundamental personal-
ity. It took time for me to develop enough
self-confidence to take advice, but to tailor
it to suit me.
Do not plan your retirement before youve
even started your career. The path of ones
career is often crooked, and wonderfully
so. If you keep your head down all the
time to make sure youre still on your pre-
determined path, you often fail to see the
unexpected opportunities right in front of
you. The people you work with and the
satisfaction you get from working with a
good teamif you are open enough to
appreciate it in the momentcan lead to
new and fulfilling career options that you
never previously considered.
WILMERHALE
Chinh H. Pham, Shareholder
To be successful, you first have to be recognized.
So find a championsomeone who will have your
back, someone who will help guide you, and who is
willing to be candid with you. If you cannot, then
learn to toot your own horn and let others know
of your achievements. Otherwiseif you just keep
your head down, do good work, and wait for some-
one to acknowledge your achievementsyou may
be waiting a long time.
As a community, we are taught to put our heads
down, work hard, and not rock the boat. If we continue to work hard, we will be rec-
ognized for our efforts. Not the case. Such an approach has failed to help advance Asian
Americans into management positions. We continue to be in roles where our destiny is
controlled by others within the organization.
We need to accept that we may not always get invited to sit at the table, to attend a
pitch, or to go out and network with others. If we recognize that these opportunities are
critical to our success, we then need to create them for ourselves.
GREENBERG TRAURIG, LLP
Christopher W. Soong, Principal
WHO INSPIRES ME
Public school teachers inspire me. Ive learned that teach-
ers have many characteristics that I strive forleadership,
patience, preparedness, storytelling, approachability, and
the ability to make difficult topics easy to understand. Most
important, they enjoy what they are doing, while building
our next generation of leaders. Very cool.
Look for opportunities and take career risks now. Looking back, I wish I had taken more
chances early on in my careerwhen there was less to lose. I had many opportunities,
but for one reason or another, I chose to play it safe and let the opportunities pass. Now
that Im in the middle of my career and have a family, it is much more difficult to make
significant career changes.
MY FAVORITE QUOTE
Be kinder than necessary, because everyone you meet is fighting some kind of battle.
T.H. Thompson and John Watson
I learned this quote after going through a very difficult time in my life. As I have
matured, Ive come to realize that giving others the benefit of the doubt, or a second
chance, brings positive outcomes that you would never expect. Im still perfecting
this one.
BOOZ ALLEN HAMILTON
Winston Wong, Director, Disparities
Improvement and Quality Initiatives,
Kaiser Permanente Community Benefit
WHO INSPIRES ME
Im inspired by the patients I care for.
They include a lot of people who have
immigrated to the United States rela-
tively late in their lives. For example, my
patient might be an 80-year-old woman
from rural China who recently came to
the United States to help her children
and grandchildren. These people have a
lot of fortitudethey are hard-working
and humble, and theyve put aside their
own needs and dreams to be supportive
of the needs of their families. I constantly
remind myself of what I need to learn as a
healer and care provider about the people
I care for.
Its a pernicious one. Its been part of the
profile of Asian/Pacific Americans for al-
most a century now, which has really hand-
icapped our community in terms of mak-
ing our needs better known to the broader
public. There are so many needs within the
Asian/Pacific Islander (API) community
that are unmet, and disparities that are not
recognized or fully understood.
On a personal level, I know the model
minority myth can get in the way of how
my messages about health equity and dis-
parities in the API community are regard-
ed; theres likely a higher bar that I have to
get to in order to convince listeners that
there are deeply rooted and serious issues
in the API community.
KAISER PERMANENTE
FORDHARRISON
Geetha Adinata, Partner
Definitely, listening and communicating. The
ability to listen helps me to really understand my
clients unique business challenges and to ask the
right questions, so I can get the information I need
to develop creative, practical strategies. Also, listen-
ing to my staff has helped me to be a better man-
ager. I try to do monthly meetings with the staff,
so I can alleviate any inefficiencies or bottlenecks,
and manage client relationships. I also think it
helps to engender a strong team culture.
KPMG LLP
Linda Zhang
National Leader of KPMGs
U.S.-China practice
Work harder and smarter. Going
above and beyond at work will
make you stand out, and utilizing
the various tools at your disposal
can help you do it more efficiently.
Constantly think of ways to im-
prove processes and add value.
Tony Y. Chan, Partner
Persistence is underratedsometimes the key to
accomplishing your objectives, and those of your
clients, is just sticking to it through setbacks
and adversity.
One concern of growing importance is ensuring
that the APA community is appropriately repre-
sented in the legislative/political process, including
though the election of members of the community
to political office.
MY FAVORITE QUOTE
My high school track coach, Claney Duplechin, used to motivate us with this quote
from Seneca: Luck is when preparation meets opportunity.
Our team consistently competed in, and won, state championshipsnot because we
were the fastest or strongest team out there, but because we prepared to meet opportunity
at every event. The idea of creating your own luck through hard work and preparation,
and being in a position to seize the opportunities that present themselves, is one that has
stayed with me and continues to resonate with me as Ive grown older.
Gorav Jindal, Partner
Regardless of race, ethnicity, culture, or religion, Asian
Americans are often lumped together as a group. I hope to
see a day when people can respect and embrace our differ-
ences, and see them as assets to our society. We have come a
long way in the past 20 to 30 years, particularly as modes of
communication have shrunk the world, but we can do better.
LESSONS IVE LEARNED
Its important to be true to yourself. It takes courage, to be sure, but your unique
thoughts and perspectives have value. Do what you think is right; people may disagree
with you, but theyll respect you for sharing your voice.
MY CAREER ADVICE
In todays world of constant communications, the lines between work and life are often
blurred. So more than ever, its important to enjoy what you do. It will sustain you for
the long haul. Ive found that passion is hard to fake, but enthusiasm is contagious.
INGERSOLL RAND DECHERT LLP
Haritha Mitakanti
Global Inventory and Procurement
Applications Manager
My ability to simplify things and connect
with people. These qualities enable my
team to perform to the best of their abili-
ties and express themselves freely.
Asians are typically stereotyped as aca-
demically successful people and sought
for highly skilled jobs, but often not
considered for leadership positions, ei-
ther due to self-imposed restrictions (risk
averse/avoid politics) or lack of certain
abilities (salesmanship/communication).
At times, I feel like I have hit the ceiling
in terms of my advancement and have
had to acknowledge that in order to ad-
vance, I need to figure out the gaps, con-
stantly learn/unlearn, and work towards
improving. Other times the stereotype
has worked to my advantage, because I
bring a different perspective to the table.
Thanks to the Progressive, Diverse and
Inclusive initiative at Ingersoll Rand, em-
ployees are encouraged to embrace differ-
ent cultures. The initiative also provides
a platform for employees to network and
improve their skills.
WHO INSPIRES ME
Mahatma Gandhi . . . helps me to lead
with conviction, instead of simply going
by the book.
Dechert LLP has elevated four new partners of diverse heritage, including two of
Asian/Pacific heritage, to its 11-member class of 2014. The diversity mission at
Dechert includes a pledge to maintain an inclusive environment that cultivates and
values different backgrounds and perspectives in order to better serve the firms em-
ployees, clients, and communities; to create equal and fair access to all aspects of firm
life, which reflects the diversity of the world in which our attorneys practice; and to
uphold a commitment to diversity by being a leader in the field through innovative
initiatives and sustained diligence.
n todays competitive market, having a di-
verse supply chain is critical to success.
From a business standpoint, sourcing
the highest-quality goods and services for
our organization helps us remain com-
petitive and, in some cases, can create a
significant advantage. Seeking out diverse
companies for the products and services we need en-
sures that we are assessing the full breadth and depth
of potential suppliers. Supporting diverse businesses
also benefits our communities and clientsmany of
whom want to know that they are working with an
organization that supports diverse enterprises.
In 2008, KPMG established a Supplier Diversity
program that has enabled us to more than double
our expenditures with diverse businesses in a few
short years. Our efforts are built around a few
key strategies:
First, KPMG actively seeks and encourages quali-
fied diverse enterprises to compete for our business.
As part of our procurement policy, we aim to ensure
that at least one diverse sup-
plier is part of each request-
for-proposal process that our
organization initiates, and
we evaluate them against the same criteriainclud-
ing cost, quality, and riskas all other current and
potential suppliers.
Second, our organization successfully utilizes the
databases of several independent agencies that certify
and classify diverse businesses. This helps us to not
only find potential suppliers, but to also take ad-
vantage of the networking opportunities afforded by
these agencies through conferences and other activi-
ties to develop relationships with diverse businesses.
Third, the supplier experience is enhanced through
our use of technologies such as procure-to-pay
systems, which streamline ordering, tracking, and
payment procedures. We also conduct regular per-
formance reviews with our top suppliers to provide
them with feedback and help them better understand
our needs and expectations.
I
3 Integrated
STRATEGIES
KPMG
KPMGs Supplier Diversity program has enabled the company to
more than double its expenditures with diverse businesses in
a few short years.
TURNER
By David HW Turner, Chief Financial Ocer
It is the mission of the KPMG Supplier Diversity program to find and
engage suppliers that reflect the diversity of the communities in which
we operate, and to bring the full value of that diversity to our business.
We recognize the benefits that diverse-owned suppliers and
subcontractors can provide to our organization, our clients,
and our communities.
Like our clients, we also track our second-tier sup-
plier diversity spend, which is the amount our ven-
dors and suppliers spend with diverse companies.
At KPMG, diversity and inclusion are fundamental
to our strategy, structure, and governance. And theyre
woven into everything we doincluding the way
we approach our supplier relationships. Weve made
great progress in supporting and encouraging diverse
businesses through our Supplier Diversity program.
Building our network of diverse suppliers will continue
to be an important area of focus for our organization.
VEIHMEYER
At KPMG, we have worked to operationalize
diversity throughout our organization, so
that it is part of our strategy, structure,
and governance. Diversity is now woven
into everything we do, from recruiting and
professional development to the way we
serve our clients, and from our supplier
relationships to our commitment to youth,
education, and workforce readiness.
John B. Veihmeyer, Chairman and CEO
for Growth and Sustainability
Strategic Relationships Help
Drive Success
A successful supplier diversity program needs to
have a solid commitment from leadership, a focused
strategy, and the support of strong, strategic internal
and external relationships. Its what we haveand
will continue to drive forwardat KPMG.
Our program has provided qualified diverse busi-
nesses more than just the opportunity to compete
for KPMGs business.
For example, because KPMG is a founding
partner of the U.S. Business Leadership Networks
(USBLNs) Disability Supplier Diversity Program,
our employees are able to volunteer to help the
USBLN certify businesses as disabled-owned,
which makes them eligible as potential diverse
suppliers for KPMG and other companies. In fact,
members of KPMGs Abilities in Motion network
were a driving force in developing and implement-
ing this certification program, which closed a
gap in supplier diversity for businesses owned by
people with disabilities.
We are proud to support supplier diversity advo-
cacy organizations like the USBLN, the Womens
Business Enterprise National Council, National
Minority Supplier Development Council, and
National Gay & Lesbian Chamber of Commerce.
As an active member of these organizations,
KPMG makes financial contributions to support
their respective missions and events, and provides
volunteer support.
Were proud of the success we are experienc-
ing in this area, not only because it reaffirms our
commitment to inclusion, but also because it
provides KPMG employees an opportunity to get
involved with our diversity efforts in a very
tangible, meaningful way. PDJ
The Hartfords Supplier Diversity
program promotes collaboration,
fosters strategic partnerships, and
introduces competitive sourcing
opportunities that will enhance our
mutual growth.
Robert Pilney
Director of Procurement
PILNEY
s a company that strives
to be a place where people
can succeed because of
their differences, and one
with sourcing needs on a
wide range of goods and
services, The Hartfords
Supplier Diversity program is focused on fostering
an open and competitive sourcing environment
for all suppliers, regardless of classification.
To further develop strategic and collaborative
partnerships with diverse suppliers, The Hartford
recently relaunched a portalavailable on our
websitethat allows suppliers to register and
certify themselves as diverse suppliers, and classify
the types of services they provide. This allows The
Hartfords procurement team to easily identify
diverse suppliers. The standard classification types
used in most industries are the United Nations
Standard Products and Services Code (UNSPSC)
and the North American Industry Classification
System (NAICS).
For several years, The Hartford has been an active
advocate for minority business enterprises (MBEs)
and a corporate sponsor of the Greater New England
Minority Supplier Diversity Council (GNEMSDC).
More recently, the company became a corpo-
rate partner with The National Gay and Lesbian
Chamber of Commerce (NGLCC) and the Women
Presidents Educational Organization (WPEO). The
Hartfords goal is to be an active advocate within
these associations and achieve the following:
Identification of potential diverse suppliers
and partnerships
Better data to enrich reporting
Increased branding opportunities and exposure
at minority council events
Broader sales opportunities for The Hartfords
insurance products
While becoming a corporate sponsor is an im-
portant first step, to grow its Supplier Diversity
program and enhance partnerships with diverse
suppliers, the company has several initiatives under-
way, including these:
Partnering with the HR Diversity & Inclusion
team to communicate to buyers in the
companys business units the benefits of
partnering with diverse suppliers
Establishing Request For Proposal (RFP)
protocols that require diverse
supplier participation
Enhancing reporting on Tier II diverse spend
Fostering these diverse supplier relationships
reinforces The Hartfords commitment to ethical
business practices, and will ensure support long-
term growth and add value to the company. Learn
more about our supplier diversity initiative at
www.TheHartford.com. PDJ
A
BUILDING Diverse
Partnerships
THE HARTFORD
Partnerships
Prudential has made a lot of inroads in
nontraditional purchasing with law firms. In
2009, Prudential and DuPont approached
the National Association of Minority- and
Women-Owned Law Firms (NAMWOLF) to
launch an Inclusion Initiative to increase the
utilization of MWBE
law firms by corporate
legal departments.
And thanks to our law
department, since 2006,
our percentage of spend
with MWBE firms has
increased more
than tenfold.
Beth Canning
Supplier Diversity Manager CANNING
rudential embraces diversity
and inclusion, and sees it as
inextricably linked to achieving
our aspirations: To be a people
leader, business leader, and most
admired company. Vendor di-
versity is a key initiative for the
company. The underlying principle is that tapping
into vendors who reflect the demographics of our
marketplace makes great business sense for every-
oneour customers, our vendors, and Prudential.
Our objective is to leverage the unique perspec-
tives and innovative thinking of a diverse group of
vendor-partners in a way that enables us to provide
increased value to our clients and shareholders.
Through this commitment, Prudential has suc-
cessfully established many key relationships with
diverse suppliers and made inroads into nontra-
ditional suppliers, such as legal firms, where the
company has led an initiative to engage certified
minority- and women-owned law firms.
We award contracts for goods and services
through a disciplined sourcing process that uses
the expertise of skilled procurement and sourc-
ing personnel, as well as cross-functional sourcing
teams. We are currently rolling out a management
structure based on categories of spend that will
allow us to centralize procurement efforts and
consistently employ the sourcing process in a re-
sponsible, ethical manner in line with Prudentials
values and code of conduct. We expect that this
process will broaden opportunities for diverse
suppliers and deepen the resulting vendor rela-
tionships. Our experience to date has shown an
increase in the opportunities being extended to
diverse-owned firms and the success of diverse
firms in winning business.
Prudential hosts an annual Diverse Supplier
Summit, which brings our buyers and key diverse
vendors together to focus on topics that deepen
the vendors understanding of Prudential and
enhance the value they provide. The Summit is an
opportunity for Prudential to share subject matter
expertise in areas that will strengthen each vendors
ability to meet the requirements of firms
like Prudential. PDJ
P
Engaging NONTRADITIONAL
Minority Suppliers
PRUDENTIAL
Prudential provides meaningful opportunities for diverse suppliers to compete for its business.
Prudential requires certif ication for minority- and
women-owned f irms. More information on Prudential s
vendor diversity initiative is available at
www.prudential.com/supplierdiversity. Information on
how to do business with Prudential is available at
www.prudential.com/procurement.
|
THOUGHT LEADERS
Companies Miss Out
when Employees Feel MARGINALIZED
M
any organizations lament the
fact that, while theres no short-
age of applicants for open positions,
there arent enough who possess the
right set of skills.
But what if your company already
has access to a pool of talented,
motivated workersworkers who
just arent being given a chance to
prove themselves?
A new Catalyst study reveals that,
compared to men and non-racially/-
ethnically different women, high-po-
tential women who identify as racially
or ethnically different from the major-
ity of their coworkers:
Are less likely to advance to a
companys C-suite or senior
executive levels;
Receive fewer promotions;
Are less likely to have high-level
mentors and may, therefore, be
recommended less often for
important opportunities;
Feel more limited than their peers
by a lack of access to high-visibility
assignments; and
Are more likely to downsize
their aspirations.
When people with identities that
diverge from the identity of an organi-
zations dominant group are made to
feel alienated rather than valued, their
careers suffer. And the consequences
may be equally dire for employers who
risk missing out on workers with the
right skills but few opportunities to
apply them.
Employees who feel like others
are at least as likely as their majority
peers to seek out high-level mentors
and sponsors. They are also as likely to
attempt to increase their visibility and
likelihood of being promoted by ask-
ing for crucial assignments. However,
they are far less likely to receive access
to either.
Why? Senior executives often feel
more comfortable with employees who
remind them of themselves and, as a
result, are more likely to support those
employees careers. This isnt always
evidence of conscious bias; most peo-
ple unconsciously favor the familiar.
But intentional or not, its damaging
to those who arent like the people
in charge.
High-potential workers who are in
some way different from most of their
colleagues often find themselves stuck
at their companys lower levels, won-
dering if theyll ever be able to rise. If
they become convinced that no matter
how hard they try they never will, they
may stop trying at alland start look-
ing for another job.
Anyone can be made to feel like an
other. Included in our research were
white people who worked at organi-
zations where the majority of their
colleagues shared a different racial
identity. An Asian woman might feel
like an other if her workgroup
consists primarily of Hispanics. One
can also feel like an other based
on nonvisible characteristics, such as
sexual orientation.
In an increasingly global world, com-
panies that wish to remain competitive
must be responsive to the needs of peo-
ple with diverse backgrounds and life
The number one concern for most companies is finding, developing,
and retaining top talent. Even in a recession, when there are more
job seekers than there are open positions, the competition for the
best and the brightest can remain fierce.
By Jennifer Thorpe-Moscon
continued on page 64
Founded in 1962, Catalyst is the leading nonprof it organization expanding opportunities
for women and business. With off ices in the United States, Canada, Europe, India, and
Australiaand more than 700 membersCatalyst is the trusted resource for research,
information, and advice about women at work. Catalyst annually honors exemplary
organizational initiatives that promote women's advancement with the Catalyst Award.
Read the Catalyst study referred to in this article at http://pdjrnl.com/beingother.
The Illusion of Inclusion
Part III: The AFFINITY BIAS Conundrum
I
f I were to make a hierarchical list of
unconscious biases and their impact
on retention and the talent pipeline,
Affinity Bias would surely be a top
contender. It is true that affinity bias
is most often defined in the context of
the hiring processwhen interviewers
show a preference for candidates who
are similar to themselvesbut I
would argue that it has much more
wide-ranging ramifications.
Understandably, corporate hiring
practices are set up to find people
who are a good fit for the organiza-
tion, people who will bring value to
the team. These requirements cause
us to look for candidates who are not
only professionally skilled, but are also
people we can relate to. However, as
corporations seek to recruit and retain
diverse candidates, they are turning the
spotlight more and more on our natu-
ral human tendency towards affinity
biastowards hiring (and promoting)
in our own image. To mitigate affinity
bias in the hiring process, many cor-
porations have engaged diverse recruit-
ment panels to add different perspec-
tives to the hiring discussion. Some of
my clients are removing names from
resumes during the first round of the
recruitment process to limit initial
bias. So why is it that, simultaneously,
hallway discussions about reverse dis-
crimination, political correctness, and
whether or not we have gone too far
with the D & I agenda, continue?
In truth, we all have a natural pro-
pensity to want to be around people
we can relate to and, if we are honest,
have a really hard time contemplating
the contrary. If affinity bias means
being biased towards people who
make me comfortable or people who
are like me, then, surely, somewhere
tucked in the recesses of our minds
are the shadows of these thoughts
people who make me uncomfortable
and people who are not like me.
And, lets be honest, who in their
right mind wants to surround
themselves with people who make
them uncomfortable?
When we talk about affinity bias in
the context of the workplace, the sub-
text of that conversation implies that
we are asking the dominant culture
namely white mento recognize that
we need more diversity. That may be
accurate, but it is only one piece of
the story. We all have a predisposition
towards affinity bias, regardless of our
race, culture, gender, or other diver-
sity group membership(s). Affinity
bias is not the exclusive right of the
dominant culture, and yet there exists
an interesting and paradoxical phe-
nomenon in that it is still much more
difficult for people from subcultures
to hire or promote people in their own
image (a subject we will return to in
the next article).
Part of the human condition?
Affinity bias shows up in all kinds
of subtle waysoften unnoticedand
can impact our choices of whom to
trust. For example:
A few weeks ago I had occasion
to call a customer service number
for assistance with one of my recent
purchases. The young woman who
answered the phone had a shrill, high-
pitched voice, and spoke quickly and
incessantly in a monotonous tone,
Is it realistic to believe that we can keep it from happening
or manage our way out of it? Or is affinity bias such an
entrenched part of human behavior that we cannot hope
to change it?
By Helen Turnbull, PhD
|
THOUGHT LEADERS
Relieve Some Pension
|
PROFILE
I
n 1974, a new federal law set
minimum standards for private in-
dustry pension plans. The Employee
Retirement Income Security Act, or
ERISA, puts pension plan account-
ability on employers and gives partici-
pants the right to sue for benefits and
breaches in contract.
In the US, a particularly efcient
means of delivering both retirement
income and health benefts is through
the employment relationship, says
Duane Morris partner John Nixon.
In order to induce employers to per-
form this function, there are signifcant
federal tax benefts. However, there is
a maze of rules under the Employee
Retirement Income Security Act and
the Internal Revenue Code designed
to insure that the benefts are delivered
in an equitable and secure manner. As
benefts lawyers, we guide employers
and plan sponsors through that maze.
Nixon has been working at what
he calls the intersection of tax and
employment law with Duane Morris
since 2009, but was introduced to
benefts law while attending the
University of Michigan Law School.
I took a pension class with Leon
Irish, one of the early practitioners in
this feld. He told me that ERISA Law
would be one of the real growth areas
in the future as baby boomers got
older. At the time, ERISA had only
been in efect for a little over ten years,
and while most of its practitioners
were recently converted tax or employ-
ment lawyers, Nixons younger age was
his advantage. I didnt really have to
unlearn anything.
Nixon recently represented a
Pensions and Investments 100 pension
fund in an IRS auditone that is, to
his knowledge, the largest governmen-
tal fund ever audited by the IRS. It
was a bet the farm matter for the cli-
ent from both a political and economic
standpoint. Had the IRS issued an ad-
verse ruling on audit, the implication
would have been far reaching, given
that the Fund covered over 200,000
active and retired members, and assets
in excess of $25 billion.
After nearly two years, Nixon and
his team secured a no action required
fnding. Te audit was never made
public, and the members were never
given cause for concern. My parents
were public school teachers and I was
supported through college in large
part by a survivor annuity from the
Louisiana Teachers Retirement System.
As such, I have a personal appreciation
for the continued importance of public
sector pension funds.
Nixon is also a diversity committee
member at Duane Morrisfocus-
ing on associate retention and ofce
diversity through marketing initia-
tives, leadership training, and attorney
developmentunder the leadership of
fellow partner and chief diversity of-
fcer Nolan Atkinson. Nolan has been
a leading fgure nationally in large law
frm diversity, says Nixon. Hes done
a tremendous job of educating the frm
on the value of diversity, such that its
now part of the frms DNA.
Te frms annual diversity retreat
brings together attorneys and chief
administrative ofcers to assess their
accomplishments and defciencies, but
Nixon sees it serving another purpose
as well. For our younger attorneys,
it is an incredible venue to network
across practice groups and ofces, and
connect to the frm as a whole. Tat
connectedness, in my view, is the key
to success in a large law frm.
As for those not so new to the in-
dustry, Nixons key to success is being
adaptive to change. In 25 plus years,
my practice has changed to refect the
marketplace. Te work I did through
the early 90s is now largely commod-
itized, with banks and fnancial insti-
tutions doing much of the document
prep that was once done by law frms.
Accordingly, Nixon has evolved and
now spends half of his time in the
area of executive compensation. My
fundamental skill setthe interpreta-
tion of the tax code and employment
lawshasnt changed. But now, instead
of negotiating the maze on behalf of
a thousand employees, its C-suite
executives. While there are diferent
objectives, its still challenging and
rewarding work. PDJ
By Nikki Hunt
John Nixon
Partner
Duane Morris LLP
A successful benefits lawyer talks about building a career at the intersection
of tax and employment law
Bank of the West and its subsidiaries are equal opportunity/afrmative action employers.
Member FDIC. 2012 Bank of the West.
Different perspectives generate fresh ideas. Thats why at Bank of the West, we value diversity and equal
opportunity for all our employees. Weve grown stronger thanks to our unique blend of people. After all, in
todays competitive banking environment, it is our employees that keep us a step ahead of the rest. For career
opportunities, visit us online at bankofthewest.com.
AT BANK OF
THE WEST,
WE VALUE THE
INDIVIDUAL.
|
NONPROFIT
OPENING HEARTS AND MINDS
How a New Jersey program spreads acceptance and hope to
high schools across the state
S
ixty years ago this May, a unanimous
decision made by the US Supreme
Court in the case of Brown versus
Board of Education acknowledged
the inequality of separate educa-
tional facilities for blacks and whites. Two years
later, Los Angeles area teens attended the first
Anytown USAa diversity awareness and human
rights camp created by the National Conference
for Community and Justice (NCCJ) and designed
to help students address the desegregation of their
school system. Replicated across the country,
Anytown made its way to New Jersey in 1995,
where the American Conference on Diversity part-
nered with the NCCJ to offer the camp to teens in
that state.
In 2006, New Jerseys Camp Anytown became
Lead for Diversity. Modeled on Anytown, but
led by the American Conference on Diversity, the
original goal remains: To bring together students
from diverse communities to spend a week liv-
ing together and learning from one another. This
past summer, the yearlong program opened with
a leadership week summer retreat attended by
students and advisors from 24 charter, public com-
prehensive, magnet, private, and vocational high
schools from across the state to prove the value of
diversity, educate and empower leaders, and pro-
mote inclusion and respect
in schools and colleges.
President and CEO
Elizabeth Williams-Riley
has been with Lead for
Diversity since 1995.
Over the years, Ive seen
the programs focus transi-
tion from harmony to so-
cial justice. It still generates
the utopia it was originally
meant to create, but now
its done with hard skills in
communication and leader-
ship, supporting a greater
success and unity.
By Nikki Hunt
Lead for Diversity 2013 Group
Elizabeth
Williams-Riley,
President and CEO,
American Confer-
ence on Diversity
Students spend the week identifying opportuni-
ties to apply their awareness through preparing
action plans to bring back to their school faculties
and student body. These plans range from small
campaigns to school-wide actions and reform.
Every community has different issues. Their ac-
tion plan is specific to their school. They discuss
and workshop their separate stories, says Gail
Zoppo, media relations consultant for the organiza-
tion. Students are advised to set realistic goals they
are comfortable working through with their peers.
Williams-Riley says, We tell them not to bite off
more than they can chew, but to think about their
role on campus, such as a sports team or club, and
utilize their resources.
We value human capital in the process of build-
ing more inclusion, Zoppo says. The camp focuses
on more than race and gender, spanning even to
socioeconomic issues. Theres a point in time where
adults become fearful of talking about these things,
but kids havent reached that threshold yet. They talk
about it unfiltered, and open up about themselves.
Williams-Riley and Zoppo agree that the inclusive
environment of the Poconos-based camp welcomes
campers and takes them away from the pressures
of high school and their regular surroundings.
Discrimination is passed down like anything else.
When we disrupt these patterns, we create new ideas.
Though camp only lasts seven days, the Lead
for Diversity initiative is a yearlong process, which
marked its halfway point in January, with a follow-
up group meeting where students showcased their
transitions from awareness to action and brain-
stormed new skills to apply.
Despite all the work the American Conference
on Diversity has done, recent reports show that
New Jersey has some of the most segregated schools
in the nationsomething Williams-Riley says is
more a reflection of the socioeconomic disparities
of the various communities than of its schools. As
long as people live in homogenous neighborhoods,
its going to lead to the same in the classroom.
She goes on to explain that Lead for Diversitys
greatest challenge is not being able to provide for
every school across the state. Although schools may
continue to send students year after year, each stu-
dent may only attend as a camper once. However,
former campers canand many doreturn as
counselors in order to continue to share in the Lead
for Diversity experience.
Our role is to provide the opportunity to break
barriers and mix the communities. We come to-
gether to work on issues that matter to everyone.
Williams-Riley believes the key to cultural growth is
viewing our differences as assets, not liabilities, and
advises us to, Step out of your comfort zone and
see the world through a difference lens. This could
mean reading books, going to cultural events, or
having difficult talks with individuals of different
backgrounds. People want to feel safe, confident,
valued, and appreciated. Encourage others. PDJ
N
J Natural Gas has been a corporate sponsor of the American
Conference on Diversity for more than 25 years. Director of
Customer and Community Relations Tom Hayes, explains why they
choose to support Lead for Diversity: Ive gone myself and spent the
day at camp to see it firsthand. One of the exercises I watched had
the campers stand in line while the advisors would say things like
step back if youve ever been bullied, or step back if youve felt alone.
At the end, you had some students who didnt move at all, some who
were seven steps away. It brought participants to tears, seeing what
others have gone through and realizing how lucky they, themselves,
may have been. It was moving for those of us just watching, as well.
NJ Natural Gas supports over 1,700 organizations in its
community. We engage in the community where we think we can
help, and we choose to do our part with Lead for Diversity, because
there are not many companies focused in this way. Its not just
about race; its religion, sexual orientation, income Anything you
can think of that makes us different is celebrated, not mocked
or judged. We want to do our part to help them as partners and
neighbors, not just sponsors. I believe this is truly the type of
program that every school in the country should participate in. If
people understood each other and appreciated their differences,
we could make this a better place to live.
Students during Lead for Diversity, Summer 2013
|
HIGHER EDUCATION
SOCIAL WORK AT THE OFFICE?
USC School of Social Work Offers a New Masters Program
with a Workplace Focus
T
he University
of Southern
California
School of Social
Work is offering
masters degree candi-
dates a new area of con-
centrationSocial Work
and Business in a Global Society. Coursework
can be completed online from anywhere in the
country through the MSW@USC program, or in
person if students reside in the Los Angeles area.
USC is able to offer high-quality online courses
through its partnership with 2U, Inc., an online
higher education company that provides technol-
ogy, infrastructural support, and capital needed
to turn on-campus classes into state-of-the-art
online programs.
The Social Work and Business in a Global
Society concentration prepares students to be so-
cial workers in corporate environments. Corporate
social workers target areas such as cultural diver-
sity and inclusion, corporate social responsibility,
and work-life balance. Students who concentrate
in this area are taught to think systemically, ana-
lyze issues on a global scale, and focus on how
businesses impact employees, their families, and
their communities.
Impact on corporate diversity
and inclusion
Social workers practicing at the intersection of
individuals, families, and work environments has
been around a long time, says USC Social Work
Clinical Associate Professor Beverly Younger. Early
social workers dealt with cultural diversity, because
much of the workforce was made up of immi-
grants struggling to adapt to a new environment
and being mistreated because they were seen as dif-
ferent by the mainstream
population. The Civil
Rights Acts of 1964 and
1991 forced employers to
look at issues of inequity
in the workplace, which
over time resulted in a
multitude of initiatives to
help bring about diversity
and inclusion.
We have students who
are highly interested in
becoming cultural diversity
and inclusion experts,
Younger says. The goal of
By Alanna Klapp
Students take the Human Behavior and the Social
Environment course online through schools Virtual
Academic Center. They can also use the Virtual
Center to work one-on-one with professors.
USC Social Work
Clinical Associate
Professor Beverly
Younger
SOCIAL WORK AT THE OFFICE?
the concentration as a whole is to prepare students
to serve as agents of change with regard to organi-
zations and individuals. Innovative, interactive as-
signments include designing social work interven-
tions to be applied at the group level, and the cur-
riculum includes several relevant electives, such as
Managing Diversity in a Global Society, taught by
Professor Michalle Mor Barak, a thought leader in
the field and the author of several highly respected
books, including Social Services in the Workplace.
Whatever focus students choose, their course-
work deals with diversity and cultural competence.
They learn to design multilevel solutions for the
workplace and address cultural needs, cultural di-
versity, cultural competence, and ethical concerns,
Younger says. These considerations are tightly
woven into the concentration.
Supporting organizational change
Students selecting the Social Work and Business
in a Global Society concentration receive training
in several key areas, including these:
Knowledge of human behavior and social
identity formation at organizational and
group levels
Resolving conflicts and bullying in work groups
National policies such as the Americans with
Disabilities Act, Family and Medical Leave Act,
and the Affordable Care Act
International labor policies
Students are given the tools they need to become
skilled in organizational assessment and program
development. They work in teams to develop de-
sign, implementation, and budgets for initiatives.
They also learn to evaluate and demonstrate results,
which could include a return-on-investment figure.
They have to make a business case for creating
these types of programs, Younger explains.
Eager to encourage students interested in becom-
ing diversity managers to gain specific expertise in
a single aspect of cultural diversity, such as gender
issues in the workplace, Younger is currently work-
ing on a project with some of her students and
a consulting firm in Bangalore, India, to evalu-
ate qualitative data of womens career support
services in Indian corporations. Someone with a
special understanding of the issues facing women
in the workplace in India will be highly valuable,
Younger says.
In addition to encouraging students to acquire
niche knowledge, Younger advises them to go
global. She says that although its not an easy pro-
cess, its important for students to understand the
global realities that businesses face today. Most of
the businesses our students would be interested in
joining are transnational in scope, Younger says.
Gaining a good grasp of the global dimensions of
doing business can send the graduates of the USC
program straight to the top of job candidate lists,
because they will be viewed as more valuable
to corporations.
Younger and her colleagues want to see the con-
centration expand in the School of Social Work. The
goal is to make social workers more visible within
corporations. When someone hears the term cor-
porate social worker or organizational social work-
er, it will be a brand people recognize, Younger
says. She and her colleagues envision graduates of
the program bringing human values and behavioral
expertise into corporations, and helping create and
sustain a diverse workplace that includes and en-
gages all of its employees. The faculty seeks to mold
change agents who can play a key role in creating
and supporting well-being in the workplace, which,
in turn, will have a positive impact on profits,
employees, their families, and communities. PDJ
To learn more about the program, please visit
http://pdjrnl.com/2Usocial.
T
he Social Work and Business in a Global Society concentration
provides a focus on diversity and cultural competencies that can
lead to a variety of roles, including the following:
Global Diversity and Inclusion Manager
Assistant Director for Diversity and Multicultural Affairs
International Diversity and Cross-Cultural Resource Manager
Corporate Social Responsibility Manager
Employee Assistance Program (EAP) Clinician
Behavioral Health Care Manager
Organizational Change Management Consultant
Employee Wellness Specialist
Director of Sustainability
Douglas G. Giles joins First
Nationwide Title Agency as
Vice President
First Nationwide Title Agency (FNTA),
one of the nations
leading full-service
commercial real estate
title insurance agen-
cies, has announced
that Douglas G. Giles
has joined the firm as
vice president.
Giles comes
to FNTA from First American Title
Insurance Company, where he developed
business relationships with underserved
minority- and women-owned businesses
(MWBEs) within the commercial real
estate community. Long an affordable-
housing advocate, Giles has become
involved in several developmental and
refinancing transactions, ranging from
multifamily dwellings to health care ser-
vices facilities.
Giles also serves as a board member
and executive vice president for African
American Real Estate Professionals of
New York; a board trustee for Northside
Charter High School in the Williamsburg
neighborhood of Brooklyn, New
York; a board member of Brownsville
Development Group; and a member
of the New York State Association for
Affordable Housing.
Nielsen names Dr. D. Sangeeta
Chief Diversity Officer
Nielsen, a leading global provider of
information and
insights into what
consumers watch and
buy, announced the
promotion of Dr. D.
Sangeeta to the role of
chief diversity officer.
Sangeeta will con-
tinue to lead Nielsens
Global Measurement Science organiza-
tion, overseeing methodological innova-
tion and preservation, and strengthening
data integrity. Its a post she has held
since 2012. Since joining Nielsen in
2008, Sangeeta has held a number of
senior positions, including client service
executive for Global Business Services,
North America Buy and chief business
process improvement officer.
I am excited to take on a role that
focuses on building diverse talent, reflec-
tive of the next-generation workforce at
Nielsen, said Sangeeta. I am passion-
ate about diversity and inclusion in the
workplace, and I believe they are the
vehicle to help both our associates and
clients realize their full potential as we
continue to expand into new markets.
|
BULLETIN
Prominent Obama Administration
Official Danielle Gray Returns
to OMelveny
OMelveny & Myers LLP welcomes back
Danielle Gray as a
litigation partner.
She will divide her
time between the
firms New York and
Washington, DC,
offices beginning
next month.
As a member of
the Obama Administration, Gray held a
WHO ... WHAT ... WHERE ... WHEN
GRAY
GILES
SANGEETA
Spencer Stuart and WomenCorporateDirectors (WCD) have forged a new
alliance for North Americato serve board members and advance best
practices in corporate governance. Combining the strengths of WCD, the
largest global organization of women board directors, and Spencer Stuart,
one of the worlds leading executive search consulting firms, the partnership
encompasses board research, director events, and other thought-leadership
initiatives around building better boards.
WCDa group of 2,500+ directors serving on more than 3,500 boardsis
rapidly growing worldwide, with 60 chapters on six continents so far. As the
groups premier search partner, Spencer Stuart will work with WCD in North
America to launch new chapters and share boardroom expertise at chapter
events, and at WCDs Global Institute.
The power of this partnership is in working together to achieve a common
objective: Helping to build the best boards possible, said Julie Hembrock
Daum, head of Spencer Stuarts North American Board Practice and a
member of the firms own board. By connecting companies with the highest-
performing directors, and ensuring that directors get the information and
insights they need, Spencer Stuart and WCD are truly raising the game in
corporate governance.
Spencer Stuarts expertise and network will elevate what we can accomplish
at WCD, said Susan Stautberg, WCDs CEO, co-founder and co-chair.
Spencer Stuart is coming on in the midst of exponential growth for WCDthe
aggregate market capitalization of just the public companies on whose boards
its members serve was recently calculated at close to $8 trillion. Chapters
opened recently in Panama, Kansas City, Iceland, and Quebec, with chapters in
Denver, Northern Florida/Southern Georgia, Hawaii, New Mexico, Puerto Rico,
Rio de Janeiro, and South Korea set to launch in the coming months.
As WCD is growing so quickly, we sought a partner who could help us
further expand our reach and influence, and drive home the importance of
diversity of thought in the boardroom, said Ms. Stautberg. Spencer Stuart
is a firm committed to creating boards that are multigender, multitalented,
multiethnic, multigenerational, and multinational.
Spencer Stuart and WCD Form a New Alliance in North America
Welcoming passionate
people who share a thirst for
the rigor and challenge of a
fast-moving business.
As one of the largest companies in the U.S. utility sector, PPL Corporation
relies on a diverse, ambitious and well-qualifed workforce. Your drive
and knowledge can help us master the evolving challenges of our
industry. PPL Corporation delivers electricity and natural gas to about
10 million customers in the United States and the United Kingdom.
PPL also owns more than 18,000 megawatts of generating capacity in the
United States and sells energy in key U.S. markets.
Make your energy
a part of ours
All qualied applicants will receive consideration for employment without regard to
race, color, religion, sex, national origin, protected veteran status, or disability status.
To learn more about joining our team,
please visit pplweb.com/careers.
PPL ... Diverse people. Endless opportunity.
|
BULLETIN
number of senior legal and policy roles
most recently, as President Obamas chief
liaison to his Cabinet. Praised by the
President for her brilliant legal mind,
her mastery of complex policy, her sense
of humor, [and] her fundamental decen-
cy, Gray brings a wealth of knowledge
and experience in a range of policy areas,
including health care, consumer financial
services, innovation and technology, and
labor, to her new position.
Gray will be a member of OMelvenys
Financial Services Practice Group and
will provide counsel to financial institu-
tions, health-care companies, and other
consumer financial services companies
on complex regulatory problems and liti-
gation. Gray will also play an active role
in the firms Appellate, and White Collar
and Corporate Investigations Practices.
And building on her track record of
service, Gray will join OMelvenys
Community Legal Services Committee,
with the mission of developing addi-
tional high-impact pro bono legal service
opportunities.
Kevin E Price Named Manager of
Global Diversity & Inclusion
Ingersoll Rand has named Kevin E. Price
manager of global di-
versity and inclusion.
In this role, Price will
oversee internal and
external programs to
strengthen the com-
panys progressive,
diverse, and inclusive
(PDI) culture, as well
as the development of PDI policies, met-
rics, and analytics.
Price joins the PDI team from the
Global Integrated Supply Chain orga-
nization, where he was an operational
excellence project manager at Ingersoll
Rands Davidson, North Carolina, cam-
pus, focusing on performance metrics
analysis and Lean KPI development. His
career experience includes project/pro-
gram management with Novant Health
in Charlotte, North Carolina, leading
enterprise-wide initiatives, process im-
provement, and policy development. He
also served in the US Air Force as a com-
missioned officer and rated aviator.
Kevin holds an MBA, as well as a
masters degree in HR management,
from University of Maryland University
College in College Park, Maryland.
AlliedBartons Carol Johnson
named President and COO
Carol Johnson, 2008 Women Worth
Watching Award
Winner, has been
named presi-
dent and COO
of AlliedBarton
Security Services.
As president and chief operating of-
ficer, Johnson will oversee operations and
PRICE
2008 AWARD WINNER
COMPANY AND EXECUTIVE
continued from page 58
business development, create and execute
on strategies that de-
liver an exceptional
client experience, and
help guide the orga-
nizations growth. In
her new role, Johnson
will continue to re-
port to AlliedBarton
Chairman and CEO
Bill Whitmore.
The ability to work alongside Bill
in the further development of security
solutions and our leadership culture is
an incredible opportunity, said Johnson.
The leadership skills of security officers
across the country are essential to
creating and maintaining safe and
secure environments.
Johnson joined AlliedBarton in 2010
as the firms senior vice president of client
experience, following a successful career
in the staffing industry.
Carols immersion in the security
services industry has been instrumental
in moving our organization forward,
Whitmore said. Her acute understand-
ing of our clients needs for contracted
personnel, and the impact we can make
on their operations, well positions her
to help lead our teams to deliver the
highest quality service every day, at
every location.
Aperian Global COO awarded
Meritorious Service Award
Aperian Global Chief Operating Officer
and Managing
Director for Global
Mobility Laurette
Bennhold-Samaan
has been awarded the
Meritorious Service
Award by Worldwide
ERC, the workforce
mobility associa-
tion. Presented at the Global Workforce
Summit in London in February, the
award recognizes a members dedication
and devotion of time and expertise
for the betterment of the global
mobility industry.
Of her award, Bennhold-Samaan said,
I am honored and humbled to be recog-
nized by the worlds foremost authority
on workforce mobility. Ive been involved
with Worldwide ERC for decadesthey
have been the core professional associa-
tion, and instrumental in connecting and
educating the global mobility communi-
ty. I look forward to continuing to work
together in the years to come.
Bennhold-Samaan has more than 25
years of experience managing interna-
tional mobility for world-class organiza-
tions, including Accenture, the World
Bank, Honda of America, and the Peace
Corps. Her expertise includes business
alignment, strategic planning, training
management, and partnering with
corporate, government, educational, and
international organizations. PDJ
SAMAAN
JOHNSON
2014. Prudential is an equal opportunity employer and all qualied applicants will receive consideration for employment without regard to race, color, sex, disability status, protected veteran
status, or any other characteristic protected by law. Prudential Financial, Inc., Newark, NJ.
Prudential is an Employer that participates in E-Verify.
0199711-00002-01 A4100
TALENT HAS NO GENDER.
CURIOSITY HAS NO AGE.
EXPERTISE HAS NO ETHNICITY.
IF YOUVE GOT WHAT IT TAKES, LETS TALK.
At Prudential, we dont attach labels to the qualities that make us
a more dynamic organization. We create an environment where the
people we hire can contribute, grow and seize opportunity. We believe
a diverse workforce is a strong one. If youre up for the challenge of a
company thats committed to hiring the best and brightest from every
walk of life, lets talk.
Find out how you fit in: search jobs.prudential.com
B
:
5
.
5

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n
B:8.75 in
T
:
5
.
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7
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i
n
T:8.5 in
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S:7.75 in
PROOF#: 1
OPERATOR: TOM
DATE: 4/23/14 - 4:02
PM
JOB#: MIXB-A4529
DESC: MB General
Diversity Print Ad
PUB: Profiles in
Diversity Journal
PUBDATE:
05/01/2014
LIVE: 7.75 x 4.75
TRIM: 8.5 x 5.375
BLEED: 8.75 x 5.5
GUTTER:
GCD:
CD:
AD:
CW:
AE:
TRAFFIC:
PROOF:
3_MB_General Diversity_Profiles_8.5x5.375.indd 1 4/23/14 4:05 PM
WHO ... WHAT ... WHERE ... WHEN
At New York Li fe, we recogni ze that empl oyees uni que qual i ti es
often l ead to i nnovati on, posi tive change, and a more productive
and dynami c workpl ace.
For more i nformati on about New York Li fe vi si t us at
www.newyorkl i fe.com/diversi ty

Take time to recognize
the good around you.
#
68
2014 New York Life Insurance Company, 51 Madison Avenue, New York, NY 10010
Keep Good Going
is a registered trademark of New York Life Insurance Company, all rights reserved.
Life Insurance. Retirement. Investments.
KEEP
|
CORPORATE INDEX
3M ................................................www.3M.com ......................................11
Accenture ...............................www.accenture.com ................................ 16
AlliedBarton .......................... www.alliedbarton.com ............................... 60
American Conference
on Diversity .............www.americanconferenceondiversity.org ................ 54
Aperian Global ................... www.asperianglobal.com ............................ 61
Atmos Energy ...................... www.atmosenergy.com .............................. 10
Baker, Donelson, Bearman, Caldwell &
Berkowitz, PC ..................... www.bakerdonelson.com ............................ 38
Bank of the West ............ www.bankofthewest.com ........................... 53
BASF Corporation ...................... www.basf.com ..................................... 30
Booz Allen Hamilton............www.boozallen.com ......................... 42, 63
Bridge Partners LLC ......... www.bridgepartnersllc.com ........................... 23
Campbell Soup
Company .............................www.campbellsoup.com ............................... 8
Catalyst ..................................... www.catalyst.org ................................... 50
CenturyLink ........................ www.centurylink.com .............................. 31
Charles Schwab .................... www.schwab.com ................Inside Cover
City University of Seattle ............ www.cityu.edu ..................................... 21
Coca Cola Company ...........www.coca-cola.com ............................... 59
Comcast Corporation .............. www.comcast.com ................................... 9
CVS Caremark ....................... www.caremark.com................................. 22
Dechert LLP..............................www.dechert.com .................................. 45
DHR International .............. www.dhrinternational.com ............................ 20
Duane Morris LLP ................www.duanemorris.com .............................. 52
Ernst & Young LLP ....................... www.ey.com ...................................... 38
First Nationwide
Title Agency ..................... www.firstnationwidetitle.com .......................... 58
FordHarrison ......................... www.fordharrison.com ........................ 17, 43
Franklin Templeton
Investments ...................... www.franklintempleton.com .......................... 41
Georgia Institute of
Technology ................................www.gatech.edu ................................... 18
Government of
Manitoba .................................... www.gov.mb.ca .................................... 19
The desire to excelcombined with the right support networkleads to success.
At Booz Allen Hamilton, we believe unique perspectives contribute to brilliant ideas and inspired thinkingwhich drive better results not only for our
clients, but for the world around us. And, diversity is central to who we are and what we do. Our commitment to an inclusive environment means
facilitating understanding and awareness, and creating initiatives to improve the quality of work life for staff.
If youre looking to do work that makes a difference at a rm thats committed to helping you achieve your professional and personal goals,
were hiring Computer and Systems Engineers, General Management Consultants, and others in locations nationwide. To nd out more, visit
boozallen.com/careers to create and submit a prole.
Empowering
individuals.
Enhancing professional
development.
Preparing
leaders.
We are proud of our diverse environment, EOE/M/F/D/V. Applicants selected will be subject to a
security investigation and may need to meet eligibility requirements for access to classied information.
www.boozallen.com/careers
BA14-124_Diversity Journal Ad_050114Final.indd 1 5/1/14 3:38 PM
BOLD denotes Advertiser
Greenberg Traurig, LLP ..............www.gtlaw.com .................................... 42
Ingersoll Rand ..................... www.ingersollrand.com ........................ 45, 60
JBK Associates
International .........................www.JBKAssociates.net ............................. 15
Kaiser Permanente ........... www.kaiserpermanente.org .......................... 42
KPMG ....................................... www.kpmg.com ....... 44, 46, Back Cover
Legg Mason ........................... www.leggmason.com ............................... 38
Linkage ................................ www.linkageinc.com ...................................
...................................................................................... Inside Back Cover
Lincoln Financial Group .... www.lincolnfinancial.com .............................. 6
New York Life ..................... www.newyorklife.com.............................. 62
Newell Rubbermaid ........ www.newwellrubbermaid.com ......................... 27
Nielsen ...................................... www.nielsen.com .................................. 58
OMelveny & Myers ....................www.omm.com .................................... 58
PPL Corporation ....................www.pplweb.com ................................. 60
Prudential ............................ www.prudential.com ......................... 49, 61
Robins, Kaplan, Miller &
Ciresi L.L.P. ................................www.rkmc.com .................................... 41
Rochester Institute
of Technology ................................www.rit.edu ....................................... 25
Ryan Search &
Consulting ...............................www.ryansearch.net ................................ 24
Ryder ..........................................www.ryder.com .................................... 29
Spencer Stuart ...................www.spencerstuart.com ............................. 58
Teach For America ............ www.teachforamerica.org/ ........................... 34
Texas Instruments .........................www.ti.com ....................................... 39
The Hartford .......................... www.thehartford.com ............................... 48
United States Postal Service ...... www.usps.com .................................... 36
UnitedHealthcare
.......................www.uhc.com ..................................... 40
UnitedHealth Group ......... www.unitedhealthgroup.com .......................... 26
WellPoint .............................. www.wellpoint.com .................................. 5
WilmerHale ............................ www.wilmerhale.com ............................... 41
WilsonHCG .............................www.wilsonhcg.com ................................ 28
WomenCorporateDirectors
................................... www.womencorporatedirectors.com .................... 58
|
THOUGHT LEADERS
suggesting to me that she was read-
ing from a script. No matter what
question I asked her, she repeated the
same scripted response. My blood
pressure was rising and my patience
was wearing thin. No matter what I
said, I could not get her to under-
stand what I needed. I finally asked
her where she was located, and she
said, The Philippines, but I am very
well trained. I detected some, per-
haps understandable, defensiveness
in that answer; however, I hesitated
to tell her my inner thoughts at that
time (being that she was indeed very
well trained to read the script, but
only the script). Instead I asked to be
put through to a supervisor. A few
minutes later I heard an American
voice: Hello, this is Mary. How can
I help you? I asked her where she
was located, and she said she was in
Indiana. My breathing began to nor-
malize, I started to feel more relaxed,
and I began my story againfeeling
more confident that I was in good
hands and, this time, would reach a
satisfactory resolution.
There are many ways we could
unpack this story. We could focus
on customer service and discuss the
vagaries, and rights and wrongs, of
off-shoring; or whether the customer
feels heard and the impact of lan-
guage, accent, tone of voice, and pace
of speech on our ability to listen.
However, as my main point of focus is
on affinity bias, I found myself won-
dering how often I notice that I am
breathing easier around people who
are like me. Conversely, I wondered
how aware I am of the physiological
changes that occur inside me, when I
am around people who are different
from me, without even realizing they
are happening. I venture to suggest
that this almost unconscious physi-
ological reaction is impacting trust,
inevitably affecting the quality of my
relationships, and, perhaps, even hav-
ing a detrimental effect on the deci-
sions I might make about projects
and assignments.
If you accept my premise that affin-
ity bias is part of the human condition
and is not going to go away, then the
question becomes, What can be done
to ensure that we all behave in an in-
clusive manner and value diversity?
Results from one of my assessment
tools, the Inclusion Skills Measurement
(ISM) Profile, suggest that managing
conflict across differences and having in-
tegrity with our own difference are two
areas where we often find the largest
skill gap. We are not as comfortable in
managing the boundaries across differ-
ences as we tell ourselves we are.
Managing affinity bias seems to
hold the same challenges as being an
inclusive leader in that, in order to
breathe more easily with people of
difference, we need to get to know
them and become comfortable with
them. We will never totally rid our-
selves of affinity bias, so what we
need to do is feel affinity for more
people of difference. Perhaps a good
way to start would be to pay attention
to our reactions and learn to breathe
more easily when we are interacting
across differences. PDJ
Dr. Helen Turnbull is the CEO of Human Facets, LLC, and a world-recognized thought
leader in global inclusion and diversity. Her latest book is Blind Spots: A conversation
with Dr. Turnbull about Unconscious Bias. See her TEDx presentation on The Illusion of
Inclusion at http://pdjrnl.com/tedxhelen.
situations. Organizations in which all
employees feel comfortable, respected,
and valued foster dedication, diligence,
and an eagerness to contribute.
What are some concrete steps you
can take to ensure that all of your
organizations employees are given the
same opportunities to succeed?
Establish mechanisms, such as
diverse selection and promotion
committees, to ensure that those
with backgrounds different from
a workgroups majority are
evaluated fairly, based on their
performance and potential.
Encourage senior executives to
sponsor colleagues whose
identities differ from their own.
Hold managers accountable for
ensuring that all promising
employees have equal access to
career-accelerating jobs.
Equip managers to become
inclusive leaders by helping them
develop a set of behaviors that
will elicit the best possible
performance from each employee,
regardless of his or her background.
Companies should see true inclusion
as an exciting opportunity, rather than
a difficult challenge. The best way to
maximize an organizations effective-
ness, and harness the power of each
employees unique skills and talents, is
to ensure that everyone feels comfort-
able and included at work.
Talented people with different per-
spectives should be valued rather than
marginalized for what they bring to
the table. PDJ
Marginalized
Affinity Bias
Jennifer Thorpe-Moscon, PhD, serves as research director of panel management for Catalyst.
Her primary focus is on developing and expanding Catalysts research panels globally, as a part
of an effort to extend progress for women and business around the world. She also serves as a
resource for participant outreach and analytics.
http://www.aboutschwab.com/careers
2013 Charles Schwab & Co., Inc. All rights reserved. Member SIPC.
CS18682-03 (0413-2612) ADP72661-00 (04/13)
Youre unique.
Were unique.
Lets work
together.
We believe that diversity encourages collaboration and innovation. We
respect and appreciate our employees varied backgrounds and skills.
And what this variety does for our culture.
Schwab looks for talented people who share our inclusive values. If youd
like a career with a unique company where you can learn and grow with
your colleagues, Schwab could be the place for you.
BUILD YOUR CAREER
AT SCHWAB.
Visit aboutschwab.com/careers.
ADP72661-00.indd 1 4/12/13 10:35 AM
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Equip the women in your
organization to excel in
leadership roles.
In the future there will be no female
leaders. There will just be leaders.
Sheryl Sandberg, Lean In
November 3-6, 2014
Anaheim, CA
www.linkageinc.com/wil2
4159.14 WIL PIDJ Ad May.indd 1 4/23/2014 4:00:18 PM
Recognizing the value
of supplier diversity.
At KPMG LLP, diversity and inclusion are fundamental
to our strategy, structure, and governance. And
theyre woven into everything we doincluding
the way we approach our supplier relationships.
Because in todays competitive market, a diverse
supply chain is essential to success.
KPMG is proud to support diverse-owned
businesses, and we recognize the value
they bring to our firm, our clients, and
our communities.
One Firm. Countless Opportunities.
kpmg.com
2014 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of
independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity.
All rights reserved. Printed in the U.S.A. The KPMG name, logo and cutting through complexity are registered
trademarks or trademarks of KPMG International. NDPPS 273396
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