Profiles in Diversity Journal - Nov/Dec 2002

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PUBLISHER I MANAGING EDITOR James R. Rector

SENIOR EDITOR Katherine Sandlin

EDITORIAL CONSULTANT Laurel L. Fumie

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ADVISORY BOARD HONORARY CHAIR Steve Miller, former Chairman, President, CEO

Shell Oil Company

CHAIR

Edie Fraser, President Diversity Best Practices

VICE CHAIRS

Carlton Yearwood VP Business Diversity Waste Management, Inc.

John Sequeira, Diversity Manager Shell People Services

May E. Snowden, Chief Diversity Officer Eastman Kodak

OVERSEAS CORRESPONDENTS Dr. Myrtha Casanova, President European Institute for Managing Diversity Barcelona Spain

Graham Shaw, Director

Centre for Diversity and Business London UK

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The REAL Women's Initiative

If you're a frequent reader of Profiles in Diversity Journal, you've no doubt noticed,

as we have, the strength and sheer initiative of the women we have profiled in the past five years. Women like Iosita Todd, Abbott Laboratories' new Divisional Vice President for Pharmaceutical IT Operations, who brought to her new organization a personal mission to develop the rising talent among Abbott women. She developed and now heads the Women's Leadership Initiative there (July/August). In our last issue (Sept/Oct), you might remember we highlighted Barbara Krumsiek, President and CEO of Calvert Group, Inc. They are a firm that specializes in socially responsible investing (SRI); since she took the helm in '98, she has launched initiatives and strengthened their support of organizations that safeguard the rights and well-being of women and minorities around the world. Our covers have been graced with the likes of Sheila Wellington, President of Catalyst (Fall 2000), Dr. Bernadine Healy, former CEO of the American Red Cross (Winter 2001), and now Secretary of Labor Elaine Chaoall extremely driven and talented women.

What makes a woman such a valuable asset to our workplace? The ideas and experiences that she-and only she-can bring with her to the table.

While we all bring our convictions and causes with us to the table, more women are

making a positive impact on our organizations, and in the community around us, than

ever before. In "Advice from the Front" (page 56), Booz Allen Hamilton vice president Cynthia Broyles says "Many of us are still part of the bow wave ... this is still new and revolutionary, as we are the first generation of women to stay in the workforce for a full career." She's absolutely right; women are, in the big scheme of things, new to the workforce. Diversity itself is new to the workforce. And sometimes new things are hard to accept,

no less appreciate. But when organizations fully realize the potential of a truly diverse workforce, they'll understand that the diversity of ideas such a workforce represents will

be the organization's greatest asset in this century, and the next.

It is this diversity of ideas that we celebrate with this issue. The women we highlight here are extremely powerful-not because of how much money or revenue they control, but because of their drive and ability to bring about change ... some just by being who they are. If that's not power, then what is?

We are extremely grateful to the many people that helped us to bring these women's stories to you, among them Delia Passi Smalter, President of Medelia Communications;

Director Diversity Services, and LU(:"'''ILIUI'' Bassil, National Marketing Director of Bernard Hodes Group; Patrick Foarde

and the group at Ketchum Atlanta, and Edie Fraser, President of Diversity Best Practices.

James R. Rector Publisher

Katherine Sandlin Senior Editor

Profiles in Diversity Journal • November/December 2002

cultural, national, and

backgrounds, skills and

life experiences work together

toward one common vision?

contents

Volume 4, Number 6 • November/December 2002

I Women of Initiative

A Special Feature

\'

Cover Story:

Champion for the 21st Century Workforce 6

An interview with Secretary of Labor Elaine 1. Chao, the woman President Bush entrusts with his vision of America in the global workforce, kicks-off our special feature on the women who bring more to the workplace, simply by being themselves. Featuring:

• Stephanie Tubbs Jones, Congresswoman, Ohio 11 th District

• Theresa Alvillar-Speake, Director, Office of Minority Economic Impact and Diversity U.S. Department of Energy

• Kristine Devine, Senior Audit Manager, Deloitte & Touche

• Gina Adams, Corporate Vice President of Government Affairs, FedEx Corporation

• Jocelyn Carter-Miller, Executive Vice President and Chief Marketing Officer, Office Depot Inc.

• Nancy A. Rae, Senior Vice President, Human Resources, DaimlerChrysler Corporation

• Marilyn Carlson Nelson, Chair and Chief Executive Officer, Carlson Companies

• Donna James, Executive Vice President and Chief Administrative Officer, Nationwide

• Cecilia K. Carter, Executive Director, Rhythm and Blues Foundation

• Anne M. Mulcahy, Chairman and Chief Executive Officer, Xerox Corporation

• Kay Williams, President/CEO, and

Carolyn Rayner, Vice President/CFO, KWGC, Inc.

• Renell Dixon, Senior Manager, Enterprise Risk Service, Deloitte & Touche

• Rose M. Patten, Executive Vice President, Human Resources and Head, Office of Strategic Management, BMO Financial Group

• Helen Davis Hatch, AlA, Senior Principal, Thompson, Ventulett, Stainback & Associates

• Nadine K. Craig, RN, Vice President, Sales and Marketing, UCB Pharma, Inc.

• Essie L. Calhoun, Director, Multicultural Marketing, Community Relations and Corporate Contributions; Vice President, Eastman Kodak Company

• Sherita Ceasar, Vice President and General Manager, Scientific-Atlanta

• Candy M. Obourn, Chief Operating Officer, Health Imaging and Senior Vice President, Eastman Kodak Company

• Dr. Truddie Edwards Darden, MD, Medical Director, Morehouse Medical Associates (MMA)

Raising The Bar

Corporate and Non-Profit Perspectives

Lacing Up My Gloves 28

MetLife's MetDESK Division and the working mother of two special needs children whose life experience inspired its creation, Vice President of Marketing Nadine Vogel.

The Best is Yet to Come 40

Deloitte & Touche's Vision 2005 is an aggressive action plan which raises the bar for the advancement of women.

The Case for Inclusion 48

The UK's Crown Prosecution Service responds to a high-profile discrimination investigation by getting to the root cause with the help of The Centre for Management and Policy Studies.

Priority: Delivering an Equal Opportunity 54

Ireland's national postal service provider, An Post, on the changes in leadership necessary to move away from the "civil-service mindset."

Advice from the Front 56

Successful women at Booz Allen Hamilton on the internal and external cultural changes that enable advancement for women.

Creating a Growth Environment 58

Highmark aims for a more diverse customer base by first targeting important cultural issues internally.

Pioneers of the New Workforce 62

Ford Motor Company honors 17 individuals and team_s at their third annual Diversity and Worklife Summit.

The Changing Landscape

Ideas from Diversity's Thought Leaders

Marketing to Women:

The State of Mind of Corporate America 33

There's more to reaching women than advertising, offers Medelia Communications. Building relationships is the key to keeping them as customers.

Minority Retention

A Six Sigma Methodology for Improvement 36

How do you measure and address the true cause of a retention problem? A Six Sigma methodology by Keki R. Bhote, author of The Ultimate Six Sigma.

Women in Business Leadership-

Arming Yourself for the Road Ahead 45

Diversity Best Practices on the tools, the network and the resources available to facilitate women's business advancement today.

Key Issues in Workplace Diversity:

Representation & Compensation 64

Without careful analysis of all the issues, pay disparities often appear to be race or gender based. Holland & Knight LLP on how to cope in today's litigious environment.

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Special Feature: Women of Initiative

Secretary of Labor Elaine L. Chao

It was a role she had been preparing for her entire life, and Secretary of Labor Elaine L. Chao wasted no time in preparing her team for the mission ahead. The nation's 24th Secretary of Labor-the first Asian-American woman appointed to a President's cabinet in U.S. history-made her first major policy address

in March 2001, and set the theme for the department's renewed focus by announcing the establishment of the Office of the 21st Century Workforce. Its mission-to ensure that all American workers have the opportunity to equip themselves with the necessary tools

to succeed in their careers and in whatever field they choose in this new and dynamic global economy.

The woman President George W. Bush entrusts with this vision of America in the global economy is respected as an effective and articulate champion of the nation's contemporary workforce. She has made it her personal mission to focus the Labor Department-and the nationon the modern realities of workers' lives and the changes that must be made for our workforce to be competitive in the years ahead.

"Policymakers need to better understand how Americans actually work, where they work,

what skills they need, and the ways in which they balance their professional and family lives. We are discovering that much in the workplace has changed, while government has often remained at a standstill. Of course, some things never change and should not change. We must protect worker safety and health, retirement security, wage and hour requirements, and equal access to jobs and promotions. But we also must be open to new and better ways to guarantee these important values. To do so, we must take a fresh look at America's workforce."

A dynamic and resourceful leader, Secretary Chao has had many such challenges on which to cut her political teeth. She served as Director of the Peace Corps during the fall of the Berlin Wall and the dissolution of the Union of Soviet Socialist Republics, establishing new programs in the wake of global change. When the United Way of America was tarnished by mismanagement and financial abuse, she was asked to serve as President and Chief Executive Officer, and restored public trust and confidence in the nation's largest institution of private charitable giving. She has also served as Deputy Secretary at the U.S. Department of Transportation, Chairman of the Federal Maritime Commission and Deputy Maritime

Administrator in the U.S. Department of Transportation.

Secretary Chao says she is acutely aware of the historical significance of her appointment to her latest and most challenging post. "I am continually humbled by the deluge of good wishes from everywhere-and, in particular, the Asian-American community;' says Chao. "I remember those whose paths I follow and those who sacrificed so I can be where I am today. Every day, I am motivated to help improve the quality of life for working Americans, to assure access to economic opportunity for all, to assist those who are vulnerable and disadvantaged, and to safeguard the retirement security of older Americans."

In this exclusive interview with Profiles in Diversity Journal, Secretary Elaine Chao reveals much about the woman who holds this unique position, the path that brought her here, and her plans to further the President's goals towards preparing our workforce to compete in the new economy.

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Diversity Journal: What would you consider you bring with you from

the focus of your department and your own that experience that

professional priorities for the coming year? has made a difference in

the way you perform

My priorities for the next year are jobs and your job?

economic growth, retirement security, health

care, and regulatory modernization. In I came to this country

particular, under the leadership of President when I was eight years

George W. Bush's vision for a 21st century old. My father came to

workforce, we are focusing on several initiatives. America first. It took

These include: him three long years

Reauthorizing the Workforce Investment Act, before he was able to

the centerpiece legislation for economic save enough money to

development and jobs. send for my mother, my

Partnering with community colleges and two sisters, and me.

employers on a high-growth job training

initiative. Since airfare was too expensive,

Reaching out to assist non-English speaking we came to America on a cargo

workers through the Department's immigrant ship. Our ship sailed across the

and Hispanic" worker training program. Pacific Ocean, down Baja

Protecting workers' retirement by increasing California, across the Gulf of

enforcement of pension laws, implementing Mexico and up the East Coast

new retirement security protections recently passed by Congress, and encouraging the President's Retirement Security Task Force to look at options and solutions for pension under-funding.

Promoting the President's association health plan legislation so we can provide small employers the same advantages as large employers and unions, while offering affordable health benefits to their employees. Reviewing and updating Department regulations to meet the challenges and opportunities of the 21st century workforce.

Preparing and protecting the workforce for the 21st century is the touchstone of all the we do at the Department, and these initiatives will further the President's vision to leave no worker behind in this global economy.

Women of Initiative

Workforce education is high on the list of priorities for the Office of the 21st Century Workforce. Previous page: Learning to build a house from a young carpenter's apprentice in a job training program in

San Francisco, CA. Above: Secretary Chao visits with some job-seekers at a One-Stop Career Center in Nashville, TN.

of the United States. The 30-day ocean journey was rough and I remember everyone getting seasick. We landed in New York City where

my father had rented a small apartment in Queens with secondhand furniture from the Salvation Army.

I entered third grade without speaking a word of English. Every day, I would copy whatever was on the blackboard into my little notebook.

Every night, my father would return home very late at night from one of his three jobs. We would sit together until the wee hours of the morning, going over my day's lessons. Because I didn't understand the alphabet, I would transpose the "d"s and the "b"s and the "ps and the "q"s. He had quite a task deciphering my childish scribbles! That's how I learned English!

Our early years were not easy. But my parents'

Diversity Journal: We understand your family optimism, determination, and faith in God

immigrated to this country when you were very carried them through. Their faith in the basic

young. What was it like to make the adjustment decency of this country never faltered. They

to such a different culture? Is there something never doubted that a better future beckoned.



Chao's first steps on American soil-the

Los Angeles harborwith her mother and sister in 1961. Eight years old, Elaine (on

the right) entered the third grade that year without speaking a word of English.

As an immigrant to this country, I know first hand what it's like

to be an outsider. I know the challenges of adapting to a new

country, a new culture, and a new society. I have

experienced the difficulties of building new support systems, new relationships, and trying to maneuver through the confusing thicket of a different environment. I remember how confusing everything was and, even more difficult, not knowing where to tu~stance and guidance. So, from m/own experien~ I have always believed in re'ching out and helping others. In every job I have had, I have never

r '

forgotten my roots. I always strive to help oth-

ers along the way. I hope I also convey my belief that America is a meritocracy where hard work, determination and persistence reap their own rewards.

Diversity Journal: It seems that much of your career has been dedicated to helping others find a better life. What is it that drives this passion? Is there anything that YOLl would consider a defining moment in your life that ignited this passion?

My parents imbued their children with the belief that America is a land of abundant opportunities. My own life experiences have certainly proven that. The one thing I hope for young people today is that they will believe in themselves. They need to work hard and stay in school. When difficulties come, as they invariably will, I hope they won't be discouraged and give up.

When they encounter difficulties, they should think of something inspiring in their lives. In my case, whenever I have encountered difficul-

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Champion of the 21st Century Workforce Women of Initiative

My experience in the public, private and nonprofit sectors also provides me with an understanding on what it takes to find solutions to

today's challenges. Government cannot do it Diversity Journal: Is there any specific outreach

alone. We need the private and non-profit sec- you have provided to those in the Asian-

tors to join in. We need community and faith- American communities?

ties in my life, I have thought of my parents. They grew up in China when it was beset by foreign invasion, civil war, famines, droughts, and constant flight on the refugee trail. Throughout my career I have kept on the desk in my office a photograph of my father's native farm village where he grew up. It shows a humble thatched mud hut and chickens and pigs picking at the dirt. Whenever I am facing any challenges, I look at that photo and remind myself: if my parents can survive this and come to America, then I' can surely surmount my challenges.

My parents are tremendously inspiring people-they are my role models. They have such courage and faith. They are great examples of integrity, hard work, sacrifice, discipline and giving back to their community. Throughout their lives, they have helped others whenever and wherever they could, regardless of their own circumstances. They invested a great deal in their children; they sacrificed a great deal for their children. I hope always to be worthy of their sacrifice and bring honor to them, to my community and to my country.

Diversity Journal: What ideas or insights do you feel th~t you as an individual have brought to the position of Secretary of Labor? And who do you look to for ideas and insights, solutions to our nation's labor challenges?

I have had the unique opportunity of working in the for-profit, nonprofit, and public sectors. Each sector has its own culture, history, tradition, language, and core values.

An important part of being a public leader is to understand different points of view and to possess the ability to bring diverse groups of people together to work towards a common goal. Because I have worked in so many different sectors, with people of different viewpoints and backgrounds, I can put myself in the other person's shoes and understand where they are coming from. This is very valuable in helping to bring people together.

experiences I shared as a child and young adult taught me that change is possible when all stakeholders work together.

Secretary of Labor Designee Elaine Chao and her husband, U.S. Senator Mitch McConnell (R-KY) at her Senate Confirmation Hearing.

"I waited a long time to find my soul mate. My

husband and I feel very blessed to have one another." Worklife balance is important, even at the top. "We make an effort to reserve time for each other-we enjoy each other's company."

Diversity Journal: How do you view diversity within the current administration, and what are you doing to promote diversity within your own department?

President George W. Bush has assembled the most diverse Cabinet in United States history. For example, he has appointed over 70 Asian Pacific Americans to his Administration. He's appointed an historic number of women and Hispanics, as well.

Under my tenure, I've made it a top priority to have diverse leadership at the Department of Labor. Women comprise 50 percent of my top leadership team. That's a "first" for any federal cabinet department in United States history. I have appointed a record number of Asian Pacific Americans, as well. We can do better in the hiring of Hispanics and African Americans and we are aggressively recruiting in those communities.

based groups. We need the ideas and innova-

tion of the private sector. The diversity of In addition to appointing more Asian Pacific

Americans to top leadership positions than any other federal Department, I have been active in reaching out to Asian Pacific-American communities throughout the Nation. I appointed two full time liaisons to the Asian PacificAmerican community. In my first year and a half as Secretary of Labor, I've visited nearly all the major Asian Pacific-American communities in this co u n try.

We have held seminars and. workshops to inform the Asian Pacific-American community about the mission, programs and resources of the Department of Labor. Following the attacks of September 11 th, the Department gave a $1 million national emergency grant to help dislocated workers in Chinatown, which is right next to Ground Zero. We've also directed more than $500,000 in grant money to AsianAmerican workers in Georgia who have been laid off by manufacturing plant closures. Many recipients are Thai and Korean Americans with limited English abilities.

Recently, I traveled to Philadelphia and Minnesota to announce a $9 million Growing America Through Entrepreneurship Project (GATE) that assists small business development in urban and rural communities. This project, sponsored jointly with the Small Business Administration, has a special emphasis on helping entrepreneurs with limited English proficiency learn about the services and programs available to them to start small businesses.

I initiated the first ever, government-wide, management training summit for Asian PacificAmerican government employees to help them advance into the management ranks. I have also started a year-round internship program for young Asian Pacific Americans. to help develop the next generation of leaders for our country. We have translated key parts of the Labor Department's web sites into a number of Asian languages, as well.

Diversity Journal: What do you see as the state of diversity in corporate America today? What do you think is the key to greater inclusion as we move toward a more global workforce?

There is no question that minorities have different concerns in our society. But the U.S. workforce is becoming more diverse with each passing year. People of color are the fastest growing part of the labor force-with Asian Pacific Americans and Hispanic Americans

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Women of Initiative

showing the highest labor force growth rates. In addition, the globa1 competition for skilled professionals is so great that savvy employers cannot afford to neglect any group of talented workers.

But in order to 1ake full advantage of these opportunities, every worker must make a lifelong commitment to education and to continuously upgrading his or her skills. I know it's a cliche-but in the workplace, education is still the prerequisite of upward mobility for most people. Over the course of their careers, for example, college graduates

Stephanie Tubbs Jones Congresswoman, Ohio 11 th District

Now serving her second term, Congresswoman Stephanie Tubbs Jones is the first AfricanAmerican woman elected to the United States House of Representative from the State of Ohio. A lifelong resident of the lIth District, which encompasses the East Side of Cleveland and includes parts of 16 municipalities,

her Committee assignments include Financial Services, Small Business, and Standards of Official Conduct (Ethics). She is an active Member of the Congressional Black Caucus and chairs its Housing Task Force, and is an advocate for wealth building and economic development, access and delivery of health care, and quality education for all children.

During her first term, Congresswoman Tubbs Jones secured passage of the Child Abuse Prevention and Enforcement (CAPE) Act, her first piece of legislation. This bill uses common sense enforcement reforms to protect children from abuse and neglect without increasing federal spending or imposing unfunded mandates on states.

Congresswoman Tubbs [ones is working vigorously to. end the practice of predatory lending, support credit unions, protect America's steel industry, and aid small businesses. She is a friend of organized labor while maintaining a good relationship with the business community and defends a woman's Tight to choose.

Congresswoman Tubbs Jones has had a number of historic achievements in her

earn nearly twice as much as workers who stopped with a high school diploma and four times as much as those who dropped out of high school. That says it all!

In addition, information technology (IT) has become a crucial part of the workplace. Nearly one in seven U.S. workers is employed in the IT sector. And 8 of the 10 fastest growing occupations are IT-related. Computer-related skills, therefore, are a "must" for all workers. That means we must work hard to close any "digital divide" that develops, so that people of color have full access to the skills training

necessary to compete successfully in the 21st century workforce.

I believe that the American dream is alive and well for everyone, regardless of his or her ethnic or racial background. More than any other country, America offers the greatest opportunities for financial independence and personal freedom. In my job, I travel a lot throughout the country. Everywhere I go, I see and meet people who started with little or nothing. Through hard work and determination, millions are living the American dream. Ii!ll

distinguished career as a public servant. Prior to her election to the House, she served as the first African-American, and the first female, Cuyahoga County Prosecutor. She was the first African-American woman to sit on the Common Pleas bench in the State of Ohio and was a Municipal Court Judge for the City of Cleveland.

Before taking on a career in public service, Congresswoman Tubbs Jones was a trial attorney for the Equal Employment Opportunity Commission's Cleveland district office. She also served as an Assistant Cuyahoga County Prosecutor and as Assistant General Counsel and Equal Employment Opportunity Administrator for the Northeast Ohio Regional Sewer District.

Tubbs Jones is a member of the National Council of Negro Women, the Task Force on Violent Crime, the Substance Abuse Initiative, the Greater Cleveland Alumnae Chapter of Delta Sigma Theta Sorority, Inc., and a trustee for the Bethany Baptist Church, the Community Re-Entry Program, and the Leadership Cleveland Alumni. She also served as a member of the Board of Regents for the National College of District Attorneys and on the Visiting Committee and the Board of Overseas of Case Western Reserve University's Franklin T. Backus School of Law.

On the political side, Congresswoman Tubbs Jones is active in the Democratic Caucus within the House of Representatives. She spoke at the 2000 Democratic National Convention and currently serves as Sophomore Class President within the House Democratic Caucus.

A graduate of Cleveland Public Schools,

Tubbs Jones received her undergraduate degree from Case Western Reserve University; a degree in Social Work from the Flora Mather College, and Juris Doctorate from Case Western Reserve School of Law in 1974.

The Congresswoman has been happily married to Mervyn 1. Jones, Sr., a business owner, for 25 years and is the proud mother of Mervyn Leroy, II, age 18.


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Women of Initiative

Theresa Alvillar-Speake Director, Office of Minority Economic I U.S. Department of Energy

policy development and implementation in the area of Civil Rights, and for providing agency support to minority educational institutions and for promoting diversity within the agency and its contractors.

She has been a crusader for small and minority business development for over 30 years at the state, local and national levels. In 1981, she founded and operated the National Economic Development Association (NEDA) San Joaquin Valley, a non-profit organization headquartered in Fresno, California, to offer managerial and technical assistance to small and minority businesses. Until its dissolution in 1997, the organization helped tens of thousands of individuals and businesses in their efforts to achieve the American dream of business ownership. "There simply wasn't the funding anymore," says Alvillar-Speake. "We had always prided ourselves in our ability to deliver services; we didn't want to become unresponsive."

Over the years, this "ability to deliver" has garnered her numerous appointments within the California State government; she has served as Director of the Office of Small and Disabled Veteran Business of the Department of Transportation, Director of the Business Outreach Office of the Employment Development Department, and as Director of the Office of Economic Opportunity. She has also served at the federal level at the Department of Commerce Minority Business Development Agency (MBDA).

or would have such an impact on my future. But political involvement is important to everyone. Everything has a political side-the roads you drive on,

the parks you walk through, the cities you live in, all determined by politics. You have to be involved to make a difference."

Alvillar-Speake is uniquely suited for her role as mentor/advocate to minority business. A single mother with three children, it was with the encouragement of her own mentor that she put herself through school while she worked to support her family. "1 started working as a legal assistant in a small law firm and, later, as a market analyst, marketing programs to the small businesses community, while I attended Fresno City College and Golden Gate University," says Alvillar-Speake of those days. "My boss, an attorney, always believed in me, always pushed but not in a threatening way. That's what makes a good mentor. I stuck with it; I often found my education was validating my on-the-job training. I earned my AA, then my BS and finally my MBA while raising my family and starting my business."

Alvillar-Speake has been recognized by both the U.S. Small Business Administration and the U.S. Department of Commerce as a Minority Business Advocate, and by the State of California as a Woman Business Advocate. She has served on the boards for several organizations inc1uding the Hispanic Chamber of Commerce, the YMCA, the Girl Scouts, and the California Resources and Training Agency.

After thirty years of championing minority business, little has changed for as far as her commitment is concerned. "I still can't drive by a jobsite without wanting to stop to see if there is small business involvement on the project;' she laughs. "My office may have changed, but my goal continues to remain

the same as called for in President Bush's Small

Business Agenda."

When it comes to maneuvering among Washington's political minefields, Gina Adams is a pro. As Corporate Vice President of Government Affairs for FedEx Corporation,

a premier global provider for transportation, e-commerce and supply chain management services, she is a familiar face in the halls of power, regularly interfacing with Congress, the White House, federal and state agencies, the diplomatic community and various industry trade associations. She is also one of the highest-ranking women within FedEx.

Adams did not get there by accident. Born and bred in Washington, D.c., she has spent her career in and around law, politics and transportation. Adams is a graduate of the Howard University School of Law, and the Georgetown University Law Center, where she received a Master's in International and Comparative Law.

Adams began her law career as a lawyer in the Attorney Honors Program at the U.S.

page 10


A charming and outspoken advocate for supplier diversity, Theresa Alvillar-Speake is the

U.S. Department of " t h ·

Energy's Director of • •• eve ry I n 9 h a 5 a

the Office of Minority I't' I'd

Economic pO I lea 51 e ,.,

Impact and you have to be involved."

Diversity.

The first Hispanic ever to head this office, her

task is to provide guidance and direction to the "I first got involved in

Secretary of Energy, Spencer Abraham, on the politics in 1978;' she

impact of energy policies, procedures and pro- says. "I had no idea

grams on minorities, minority institutions and my involvement would

minority businesses. She is also responsible for be of any importance,


Kristine Devine plays tennis once a week and volunteers her time with various non-profit organizations, not to mention maintaining a very busy work schedule as senior audit manager at Deloitte & Touche in Columbus, Ohio. She is also a wife, a mother of three (Graham, Jack, and Bailey) ... and a paraplegic as a result of a childhood accident.

Kristine has never allowed her disability to stop her, much less slow her down. "I have an incredible family that has always been supportive of me," said Kristine. "I also have a genetically stubborn nature, which can be good and bad, but in this case, it has beeii a positive force in helping me to overcome both mental and physical obstacles."

In her current role, Kristine coordinates and instructs local training seminars, and is a part of the corporate task force which develops and teaches training programs for governmental auditors nationwide. This has assisted in more cost-efficient and better-trained auditors in the field and enhanced client services.

Her outstanding work and leadership ability has made Kristine a key member of Deloitte's Columbus office and greatly valued by her

Kristine Devine Senior Audit Manager, Deloitte & Touche

clients. "I can't get into the accounting departments at two of my clients," said Kristine. "So we meet somewhere else and communicate electronically. They don't see the wheelchair, just the contribution I make."

Kristine has been a very active member and participant in the business and civic communities of central Ohio, serving on the AICPA task force to rewrite the State and Local Government Audit Guide, and has done

t ••• they don't see t e wheelchair just the contribution I make."

numerous Government.Accouneing Standards Board (GASB) technical training presentations as well.

She is an avid sportsperson. In 1988, she won the silver medal for track at the USA Paralympic Competition in Seoul, Korea. Today, Kristine dedicates much of her free time to The National Adaptive Tennis

Academy (TNATA) and serves as a member of tft€ board. The group's mission is to provide ada ive tennis to individuals with disabilities.

Kristine has been recognized by the Columbus aycees as one of its "Outstanding Young Professionals" in 1998 and has received the 2000 ALIVE Award for Active Leadership in Volunteer Endeavors presented by the Young Professionals of The American Cancer Society, the Forty under Forty Award presented in 2001 by Business First, and the 2002 Association of Government Accountants' Private Sector Excellence Award. She is a graduate of the University of Illinois in

Champaign-Urbana.

Gina Adams Corporate Vice President of Government Affairs, FedEx Corporation

Department of Transportation, This one-year rotational program exposed her to a variety of legal issues associated with various operating administrations within the Department. Following the Honors Program, Adams became an Attorney Advisor in the Department's Office of the Assistant General Counsel for International Law, where she was the legal advisor on U.S. international transportation delegations that negotiated international aviation, trade and maritime agreements with foreign countries.

So valued during her time there, Adams was selected in 1992 to become a Department of Transportation Fellow, a program designed and developed in conjunction with the Council for Excellence in Government with the goal of enhancing the leadership and managerial skills of top performing employees.

Throughout, Adams has traveled the globe, lobbying and participating in critical aviation negotiations with Fed Ex's most important international trading partners. She also directs FedEx's political action committee, which helps support candidates and members of Congress who support issues important to FedEx. "It's a demanding, often exhausting, but incredibly rewarding job;' she admits.

_, ... demandin • exhausting. but incr ibly rewarding."

And yet, Adams has always made time to give back. As a student, she served as a teaching assistant and a supervising student attorney of the Labor Law Clinic in Washington. She has also taught International and Substantive Law in George Washington University's Legal Assistant Program. And now she serves on the boards of a number of charitable organizations, including the American Red Cross.

"My career has provided me with so many wonderful opportunities;' states Adams. "It's important to me to help other women, and particularly women of color, see that they can make their own future, and that there are women like me who stand by, ready to help."

lim


page 11


"It is important because it is about all of

Dieter Zetsche President and CEO, Chrysler Group

DaimlerChrysler Corporation is an equal opportunity employer

www.daimlerchrysler.com

This statement magnifies the importance of

/" diversity in the workplace and community.

In an ever increasingly co m petitive,

diverse and global environment,

diversity enhances our opportunity for winning.

DAIMLERCHRYSLER

Challenge.

Get your recommended daily allowance.

Ready to see just how far you can take your skills? Then rake a look at opportunities with Kellogg Company.

Marketing Human Resources

Research, Quality and Tedmology

Sales

Supply Chain Information Services

Finance

Don't just reach your potential. Surpass it. To learn mote about Kellogg Company's superior compensation package, positions aod possibilities, visit kelloggs.coml careers

Kim Miller

Director of Brand Equity

This year Jocelyn Carter-Miller, Executive Vice President and Chief Marketing Officer, joined Office Depot, the world's largest seller of office products and an industry leader. Carter-Miller is responsible for the company's marketing efforts across its retail, contract, and catalog businesses. She also oversees all the strategic, operational and financial aspects of the company's multi-channel marketing programs, advertising, direct mail and other special marketing initiatives for 1,020 stores operating in the U.S. and in 20 other countries around the globe.

She was formerly the Corporate Vice President, Chief Marketing Officer of Motorola, Inc. where she spent nearly ten years in several management positions throughout her tenure, including responsibility for the operations in several continents. Prior to joining Motorola, CarterMiller worked at Mattei, Inc. for nine years in various marketing positions including Vice President, Marketing and Product Development for Barbie.

Her high profile role provides Carter-Miller the opportunity to market the products of

a company that shares her belief in the importance of making diversity and equal opportunity for minorities and women part of

page 14

its culture. Office Depot places great value on its longstanding commitment to diversity as proven through hiring a workforce reflective of today's global marketplace and

their customers. Carter-Miller believes we all have the ability to create our own future by building meaningful connections with other women in business and transforming the opportunities to imagine visionary possibilities through collaboration.

A strong believer in the strength of teamwork, Carter-Miller's passions are laid out in a book she co-authored titled "Networlding:" Building Relationships and Opportunities for Success. Her message is especially tailored for working women with their innate skill and ability to form connections with each other, exchange various types of support, and develop mutually beneficial opportunities. "You essentially have the ability to create your own future;' she explains, "particularly if you really understand what's required of our working

"

you essentially have the ability to create

your own

future ... "

environment and our underlying connection to other people and .ai:.!f1fl(~,"IUl~~J resources. We can then define our own career

path, create the right opportunities and position ourselves to succeed."

Carter-Miller's passion to teach women how to leverage diversity to grow their business dovetails nicely with Office Depot's

corporate mission. Networking possibilities for women in business are provided through "Success Strategies for Businesswomen;'

Office Depot's annual forum for sharing the triumphs and challenges facing businesswomen and, most importantly for CarterMiller, for "networlding," "Success Strategies"

is scheduled for Feb. 23-25, 2003. IIIll

" ... the trick is

N A R not to losr,your sense

aney . ae umor

Senior Vice President, Human Resources of ."

DaimlerChrysler Corporation

"Looking back, I have always challenged myself to be the best I can be in everything I do, personally and professionally. The trick is not to lose your sense of humor;' says

Nancy A. Rae, Senior Vice President of Human Resources at DairnlerChrysler Corporation. Responsible for the design and implementation of staffing, development, diversity, compensation and benefits programs, Rae also oversees HR systems, corporate and special security services, and process management. Nancy Rae joined Chrysler Corporation in May 1978 as a Human Resources Interviewer, and has kept her hand on the pulse of employee issues


throughout her rise to the top, which included a number of management positions such as Human Resources Development Manager; Group Personnel Executive, Procurement & SupplylProduct Strategy & Regulatory Affairs; and Manager of Workforce Diversity and Economic Equity. Rae was appointed Vice President of Compensation and Benefits in November 1998, and named to her current position in July 2000.

I

~

"The one thing I would tell women coming up through the ranks is to never lose sight of

your goals and dreams; let them be the

stepping stones on which your career and personallives are built and balanced;' says Rae. IIIll


She actively participates in the shaping of our global economy beyond her own industry. Sheshves on World Economic Forum's Board of Governors for Travel and Tourism, and the International Economic Council, a conference of the CEOs of 75 global corporations. She also serves on many international boards, including Exxon-Mobil Corporation, the Mayo Clinic Foundation and the Singapore Nelson is regularly sought out for her opinions Tourism Council.

Respected in business circles worldwide, Marilyn Carlson Nelson has been on Fortune's list of the Top 50 "Most Powerful Women in Business" since the list's inception four years ago. She been saluted as one of the "Top 25 Executives of the Year" by Business Week. She has been named one of Fortune's "Women

of the New Millennium." Her company has been on Working Woman magazine's list

of the 500 Top Women-Owned

Businesses since 2000.

Earlier this year, she was appointed by President George W. Bush as chair of the National Women's Business Council-the independent body which provides advice and counsel to the President, Congress, the U.S. Small Business Administration and the Interagency

Committee on Women's Business.

As sole "operational heir" to the Carlson

family empire, Marilyn Carlson Nelson manages an organization which operates in more than 140 countries, directly employs more than 53,000 (indirectly, 190,000), and in 2001 posted direct sales of $6.8 billion ($19.9 billion systemwide, including franchisees).

Most people know Carlson Companies by

its many brand names like Regent" International Hotels; Radisson" Hotels & Resorts; Country Inns & Suites; Radisson Seven Seas Cruises'; T.G.I. Friday's' restaurants; Carlson Wagonlit Travel and more.

on her industry and the economy. Last August she was a participant in the 2000 Presidential CEO Economic Summit; and following the events of September 11, she appeared before the Senate and consulted with Congressional leaders on the effects of the attack (the only female in travel and tourism to do so).

Overall, she was a central figure in helping to raise awareness in Washington about travel and tourism's impact on the American economyeducating officials about an industry to which

1 in 10 American jobs are directly tied.

Marilyn Carlson Nelson Chair and C.hief Executive Officer Carlson Companies

and the Future of American Business" by Martha Finney; "The Intuitive Businesswoman" by Judy George and Todd Lyon; "Business at the Speed of Light" by Bill Gates; "The Best Man for the Job is a Woman" by Esther Wachs Book; and "God Is My CEO" by Larry S. Julian.

So to what does this woman owe these accomplishments? "Perseverance," says Nelson. "One of my favorite sayings is 'it's not the final blow with the hammer that breaks the stone ... it is all the others that have gone ~efore.'"

As the second-generation leader of a family business, Marilyn Carlson Nelson is keenly aware that she is in charge of more than a business empire; she's responsible for building a legacy that has importance beyond her

own family.

"I long ago realized that to love and provide a future for my own grandchildren, I must also love and work to provide a future for all the other grandchildren in the world, because someday-on a playground, or on a streettheir lives may someday intersect and

forever change one another's, for better or worse."

With that vision of a possible future, it is no coincidence that whatever role she takes on, she takes on with a passion. "My hopes for myself, my children and my grandchildren are to be part of the solution, whatever the

problem." IiDD

1-800-573-2867 www.diversilyjournal.com

page 15

" be part of the solution, whatever the problem."

Obviously, she is a woman with a vision.

"My 'never give up' attitude comes from my Swedish roots, from the brave immigrants who left everything behind to start a new life," says Nelson. "They had a long-term view of a better future, which I've inherited."

The influence this particular woman has had on the international business world today is widespread. Her travel agencies serve travelers in 140 nations, her hotels operate ill 63 countries, her restaurants serve meals in 55 nations, her ships call on 485 ports.

Clearly, Nelson's decisions and perceptions affect the fate of the hotel, restaurant, cruise line and travel agency industries-and the people who work ill them-around the world.

At her own company, through innovations in benefits and "soft side" commitments such as the creation of an onsite daycare facility,

she has transformed Carlson Companies into one of the nation's top employers. Last year, in the company's first attempt, it made both Fortune and Working Mother magazines' list of "Great Places to Work"

The active and outspoken leader has made her mark in the world of business literature, as well. She has been featured by many authors speaking to the changing face of business, in books including "In the Face of Uncertainty- 25 Top Leaders Speak Out on Challenge, Change


-------------------- -------

Women of Initiative

Donna James, Nationwide Executive Vice President and Chief Administrative Officer, oversees an increasingly diverse workforce of 30,000 employees, located in 459 cities across the U.S. and in eight countries. Nationwide's domestic workforce is composed of an everincreasing number of women and other minorities: James proudly points out that diversity starts at the top with 21 percent minority representation on Nationwide's two Boards of Directors.

Cecilia K. Carter Executive Director

Rhythm and Blues Foundation

nna James

Vice President and Chief Administrative Officer, Nationwide

James joined Nationwide in 1981 as an accounting specialist after a career with CoopersLybrand. She served as manager of compliance, underwriting and accounting operations; later as director of training and communications; director of treasury services; director of investment products administration; as an assistant to thenChairman and CEO Dimon McFerson; and later as vice-president of human resources.

including those living with same-sex partners. All household members have access to the company's employee assistance program. Additionally, employees can take advantage of three paid family illness days each year to care for household members.

James understands her company, with its global reach, must be a socially responsible corporate citizen beyond its own backyard of Columbus, Ohio .

In addition to sponsoring

exhibiting social responsibility ... beyond our own backyard

Throughout her tenure with Nationwide, James has worked to create a workplace environment in which everyone feels comfortable, safe and secure -to foster an environment of inclusiveness, respect and non-discrimination. She has paid particular attention to expanding Nationwide's internal policies to be more inclusive and not tolerate discrimination or harassment based on sexual orientation.

In 1999, James spearheaded the drive to offer household member benefits to employees,

"It seems as though everything in my life has led me to this moment. It's simultaneously been an extraordinary honor and a challenge to hold this position," says Cecilia Carter, Executive Director of the Rhythm and Blues Foundation.

Established in 1988, the Rhythm and Blues Foundation was formed to promote recognition, financial support, educational outreach and historic and cultural preservation of rhythm and blues music. Through various grants and programs, the Foundation acts in support of R&B and Motown artists from the 1940s through the 1970s.

Carter oversees activities such as the organization's popular Annual Pioneer Awards, set for February 20, 2003 in New York, which has recognized more than

150 legendary artists whose lifelong contribu-

organizations and events focused on the gay market, Nationwide plans to

endorse the Employment Non-Discrimination Act, a federal bill that would prohibit discrimination in the workplace on the basis of sexual orientation.

"Discrimination is discrimination;' says James. "When it spills into the workplace it's an issue that can't be ignored. My goal is to foster understanding of and respect for each employee. We, as human beings, all

deserve that."

"The preservation and nurturing of this unique American art form is essential to the continuity of our culture;' explains Carter. "The Foundation was established to meet the critical medical and financial needs of artists who didn't earn what they should have during their peak performing years. The Foundation ensures that rhythm and blues attains its proper place in history and continues to influence the music of today and tomorrow."

A strong communications background is crucial to the success of this position. Prior to her work at the Foundation, Carter served as Senior Vice President of communications for GE Small Business Solutions. She also worked as advertising account manager for such agencies as DDB Needham, Saatchi & Saatchi and Lintas Worldwide.

"I grew up with this music, spending hours dancing and laughing with my parents, enjoy-

tions have been instrumental in the develop-

ment of rhythm and blues music, as " ••• always wanted 0 e

well as managing the administration

of medical and financial my business ex~rience to

assistance endowments to work with the US I C I love."

rhythm and blues artists.

page 16



The world often regards Xerox Corporation as a pure technology company-but

Anne M. Mulcahy's 26-year career at Xerox has also been filled with a sharp focus

on people.

Mulcahy, 50, who today serves as Xerox's chairman and chief executive officer, has maintained a "people first" outlook since starting out as a Xerox sales representative in 1976. "What really makes a difference in a company? For me it's really clear: It's about customers and employees," Mulcahy says. "If_ you take care of your customers and you have motivated employees, everything else follows."

Mulcahy knows first-hand about the power of people, relationships and diversity in the workplace. After working with customers and

if you take care of your customers and have motivated employees, everything else follows."

"

ing everyone from Etta James, Isaac Hayes and The Stylistics, to The Dramatics and Solomon Burke. Just hearing their music evokes some of my favorite memories. My first 'coming of age' concert without parental supervision was Isaac Hayes, The Dramatics and The Emotions! I was thrilled! I always wanted to use my business experience in corporate America to work with the music and musicians I love."

Carter serves on several boards. She is Chairman Emerita of the Business-to-Business Committee for the Association of National Advertisers, a member of the National Black MBA Association, and Women in Communications. On the civic side, she serves as Financial Secretary of the Fairfield County Chapter of The Links, Inc.

Carter received her BA from Northwestern University in 1980 and her MBA in marketing and finance from Kellogg Graduate School of Management in 1986. She and her husband Michael have two daughters, Chandler and Camdyn.

clients in sales for six years, she began to manage increasingly larger sales and customer operations teams, including the New York metro area. In 1990, Mulcahy joined the corporate human resources department and in 1992, she became Xerox's vice president of human resources and a corporate officer.

From being one of a relatively small number of women in sales, Mulcahy was already familiar with how Xerox valued differences and supported diverse teams to spark creativity and vitality in the workplace. In HR, the importance of Xerox's long-standing and celebrated commitment to diversity became even clearer. "Corporations build, celebrate and nurture diversity by earning it, by sticking to it," she says. "Most important, you treat it not as something 'nice to do' but as a business imperative."

For example, at Xerox, senior managers are evaluated on their performance in hiring and promoting what is called a balanced workforce. Each operating unit is given short- and long-term staffing goals. Xerox inspects progress regularly as part of normal business reviews. When Xerox must downsize, managers expect and insist that the job

Anne M. Mulcahy Chairman and Chief Executive Officer Xerox Corporation

reductions mirror the balanced work force targets. In 2001, Xerox also added an Executive Diversity Council-chaired by Mulcahy-that meets periodically to review overall efforts and address plans to close any gaps.

"Diversity is an issue I take very personally because I have been fortunate to spend my career at a company where diversity has been and is viewed as a moral imperative and a competitive advantage:' she says.

During Mulcahy's tenure she also has led Xerox's customer operations, served as chief staff officer, and managed the $5 billion General Markets Operations group. In May 2000, she was named Xerox's president and chief operating officer. In August 2001 she became president and chief executive officer, then assumed the role of chairman in January 2002.

Xerox consistently has been recognized for its employee diversity successes as well as for its commitment to supplier diversity. Over the past six years, Xerox has purchased and received more than $2 billi(;lil in goods and services from minority- and women-owned businesses in the United States.

Xerox also supports an active and constructive - set of caucus groups. The groups began in the late 1960s with the National Black Employee Association; since then, it has been joined by The Women's Alliance, the Black Women's Leadership Council and three others for Hispanic, Asian and gay/lesbian employees. A senior member of Mulcahy's core operations team serves as "champion" for each of the caucus groups, helping to ensure that any issues

or ideas are addressed at the highest level.

"Experience tells us that the most diverse companies-companies ruled by a hierarchy of imagination and filled with women and men of all ages, races and backgrounds-are the most successful over time:' Mulcahy says. "Xerox will continue to foster an inclusive environment where diversity is not just celebrated and valued, but seen as a business imperative-an environment where all people have the opportunity to reach their full potential." I


page 17


Women of Initiative

Kay Williams, President/ CEO and Carolyn Rayner, Vice President/ CFO KWGC, Inc.

partners and sisters " ... we balance one another's characteristics ... "

When asked to explain the evolution of an advertising agency-one simply needs to refer to Kay Williams and Carolyn Rayner. The two partners and sisters head up KWGC, Inc. a Dallas-based Advertising, Design and Public Relations firm, and have done so for almost

18 years. Through the real estate fall-out in the '90s, the dot bombs of recent times and the struggling economy at present, they have been successful-and have still managed to

maintain a great relationship as sisters.

KWGC began in 1985 in Kay's

cramped apartment, with one employee and one client on the roster. Carolyn quickly joined Kay and became partner in 1990. The two have managed the full-service

agency since.

Over the years KWGC has

established itself as one of the Top 25 Advertising Agencies in Dallas/Ft. Worth, mainly due to their commitment to flexibility. KWGC maintains a diverse portfolio of

clientele, and serves a large number in the technology industry. Kay and Carolyn have found that clients look for not only a professional firm to produce serious advertising and collateral, but also a partner for the long haul. Due to this flexible mindset, KWGC has taken on a more consultative presence with their clients, while still maintaining the capabilities to produce all work-from business cards to corporate sales systems- in house.

And what about the evolution of the sisters? They possess extremely different, but complementary, personalities. Kay is the adventurous and artistic minded individualCarolyn, family driven, and full of vitality and business sense. They share their natural talents with one another and know each exudes a tinge of the other.

"The past 18 yeats have been a ride. We have seen the company develop and have enjoyed the exciting changes over the years;' comments Kay. "But change is inevitable and if you are not willing to go with the flow, this business will eat you alive!" Carolyn adds, "Marketing communications is a tough business. You

must be flexible to survive. Kay and I balance one another's characteristics, which allows us

to adjust throughout the agency's

continuous growth."

Renell Dixon

Senior Manager, Enterprise Risk Service, Deloitte & Touche

For Renell Dixon, senior manager in the Enterprise Risk Service practice at Deloitte & Touche, the term "challenge" is an important word in her vocabulary. ''I'm always at my best when facing obstacles. In fact, the more challenging the project, the more I seem to gravitate toward it," says Dixon. It is a characteristic she acquired early in life. "I carne from humble beginnings and that can be a challenge to any individual. However, my

mother, Celestine Bright, and a seventh-grade English teacher taught me that the sky is the limit. I could be anything I wanted to be as long as I believed, and I did my best to achieve it;' said Dixon. Born in Kinston, North Carolina, she currently resides in Clinton, Maryland with her husband J.S. and her two children, Erin and Lauren.

" ... the sky is the limit."

In her current role as senior manager, Dixon provides IT-related services to clients ranging from security assessments to privacy initiatives. "Renell is a very talented individual and produces solid results for our clients. She is one of the up and coming 'movers and shakers," said Redia Anderson, national principal, Diversity and Inclusion.

Recently; she was selected by the firm to participate in the Ellen P. Gabriel Fellows Program,

which is dedicated to the development of talented women and men at Deloitte & Touche. The program entails four months of special project work; only nine men and women were chosen from across the firm to participate in 2002. She was also selected to the Dcloitte & Touche inSIGHT program, which provides a structured assessment and development process to prepare selected senior managers for potential principal or firm director nomination.

"This is an exceptional honor, one that really is quite encouraging," said Dixon. "I'm thankful that the partners in my office have recognized my contributions and believe that I have what it takes to be a principal or firm director."

In addition to participating in this program and managing job responsibilities, Dixon spends time advancing the goals of Deloitte's Women's Initiative, serving as chair of her local External Role Models Program committee. She and eight

page 18



Rose M. Patten Executive Vice President, Human Resources and Head, Office of Strategic Management, BMO Financial Group (BMO)/ Canada

For three consecutive years, The National Post, a leading Canadian national newspaper, named Rose Patten one of Canada's top fifty businesswomen. Patten's inclusion came as no surprise to her colleagues. Everyone knows that if you want results, put Rose in charge. At BMO Financial Group, she has held many key roles in the organization-one of which is her focus on facilitating and maintaining a diverse workforce and an equitable, supportive workplace.

"What I'm most proud of in my career is consistently displaying the courage to do what I believe is the right thing to do:' says Patten.

Ten years ago, BMO's numbers told a compelling story: women represented only nine percent of executives and thirteen percent of senior managers. That year, BMO established a National Advisory Council on the Equitable Workplace to oversee enterprise-wide implementation of diversity and workplace

other professionals in the McLean office were able to revitalize the area External Role Models Program this year after a two-year hiatus.

Dixon is very active in her community as well. "I spend a lot of my time working to make sure my neighborhood is a good, safe place to live," she said. She volunteers her time at a local nursing home; her church's Youth Ministry, Youth at Risk, and Big Sisters organizations; and her lotal American Diabetes Association.

"I do these things to set a good example for

my kids and the other children that I come in contact with," says Dixon. "Like I learned early in life, you can do anything if you put your mind to it. 1 want all children, especially my girls, to know-that. I want them to give life all they have to give."

Dixon, who graduated with a BS in Accounting from Hampton University in Hampton, Virginia, is a Certified Information Systems Auditor. She is also a member of the

National Association of Black Accountants and the Information Security and Control

Association.

equity strategies. Patten has chaired this influentia1 group, now the Chairman's Council on an Equitable Workplace, twice. In those four years as President and since then as a member, she led the team to new and significant strategic accomplishments.

" ... the courage to do what I believe is the right thing to do ... "

Early last year, Patten was presented with another major challenge. Tony Comper, BMO's Chairman and CEO, appointed her Executive Vice President of Human Resources, a position she now holds while still retaining her previous responsibilities as Head of the Office of Strategic Management.

"The bank has always been a pace-setter and industry leader in the human resource field. We have been an innovator on workplace issues and lead the way on employment equity, for exampie advancement of women. I look forward to continuing this tradition."

Patten's dedication to the advancement of women expands beyond the corporate world.

At her alma mater, Memorial University in St. John's Newfoundland, she has established a scholarship to encourage and assist women to develop their full academic potential. The award is open to single mothers who are enrolled in full-time undergraduate studies. Patten has funded a similar scholarship at the University of Toronto where she is now Vice Chair of the Governing Council.

"I believe education is key in helping women advance," says Patten. "When I started to think about initiating a scholarship with an eye to facilitating women's advancement in general, I wanted to ensure that it would aid in an area where there was, and is, a need. Personally, I had observed circumstances both while in university and afterwards where a lack of financial resources was impeding single mothers' education."

Patten has also served as Vice-Chair of The Hincks- Dellcrest Foundation, which provides for the mental health needs of children and their families; as Chair of Outward Bound; and as President of the Newfoundland John Howard Society. She has received the Tony Graham Award from the Heart and Stroke Foundation, and an Arbor award from the University of Toronto. "I am driven to stay connected with the community because I believe a complete person must develop and utilize their talent

outside of just paid work." III1l

Only the best featured here!

Join the hundreds of organizations worldwide that maximize their diversity eommunieation efforts with

Profiles in Diversity J ournal" Six full issues afpositive, timely and valuable information you can't afford to miss.

Important to read. Important to be seen in.

call 1.800.573.2867

Dr. David A. Thomas Harvard Business School January/February 2003


page 19


Environment.

Great pictures reflect the environment around us. Great companies create inclusive environments in which employees leverage diversity to maximize the potential of individuals. At Kodak, we are committed to the ongoing journey of creating an environment that integrates diversity and inclusion

in all aspects of our business.

© Eastman Kodak Company,

www.AstraZenecaCareers.com

Cardiovascular • Central Nervous System • Gastrointestinal • Infection • Oncology • Pain Control and Anesthesia • Respiratory

Women of Initiative

Helen Davis Hatch, AlA

Senior Principal, Thompson, Ventulett, Stainback & Associates

She's a wife, a mother and a Senior Principal at Thompson, Ventulett, Stainback & Associates (TVS), a $59 million architecture firm headquartered in Atlanta. Helen Davis Hatch is known as one of the first females in Atlanta to really make a mark in the field, and today she commits much of her time to mentoring younger women in the field who will be the next up-and-coming stars.

Helen Hatch first joined TVS in 1973 and has had a distinguished career specializing in the design of hotels, convention centers and conference facil-

ities. After serving for a time as President of her own firm, Mrs. Hatch returned to serve as Director of Business Development and Marketing for TVS. She is considered the

"

Institute (ULI) Award of Excellence for the Boca Raton, Fla., Marriott at Crocker Center. She has recently been named Chair of the Atlanta Chapter of that institute, and is the first woman to hold this position. She has also been featured in the American Institute of Architects' (AIA) traveling exhibit, "Women in Architecture:' Through her leadership and that of her colleagues at TVS, the firm was ·awarded the highest recognition in the field of architec-

We can be ourselves and succeed ... "

ture, the AlA 2002 Architecture Firm Award. It serves on that organization's National Award

is the first time a fum based in the Southeast Committees and is a member of the American

has won the prestigious honor. Institute of Architects (AlA), CORENET and CREW.

designing spaces into better places, particularly in urban contexts.

ambassador of the firm's civic responsibility in "The wonderful thing about women in this field

Research shows that in the next 7 -1 0 years, nearly 50 percent of all architects will be women-45 percent of all architecture students today are women. But it wasn't always that way. "In the late '60s, when I attended Harvard for graduate school, only seven out of 45 students were female. I was the first female architect my firm ever hired!" says Hatch. "My mentor was my mother, who is still a practicing architect at 90 years old! She was the first registered woman architect in state of Alabama. So, it was relatively natural to consider architecture as a field. While this profession may be changing drastically for me, consider what she's seen!"

Hatch earned her Bachelor of Arts in mathematics from Agnes Scott College. "Like many women at the time, I thought I only had two careers to choose from-either teaching or nursing. So I became a teacher, for a time, but couldn't walk away from the thing I loved. I went on to Harvard University Graduate School of Design where I received the Master of Architecture degree."

Hatch has been involved with some 30 design projects, including the initial Georgia World Congress Center's pioneering design, which forever changed how the nation viewed places of public assembly. Her work has been recognized nationally, including the Urban Land

is that they bring a level of sensitivity to architecture to areas in which sensitivity nsually isn't an issue;' says Hatch. "In this field, as in any other, diversity of ideas makes for better design."

Mrs. Hatch also serves as chair of ULI Atlanta, is program chair ofULI International Council,

If there was a woman that could be called a "pioneer" of the pharmaceutical sales industry, it would be Nadine Craig. Since joining UCB Pharrna, Inc., in 1997, Craig, vice president of sales and marketing, has driven tremendous growth and expansion for the company. A global research-based pharmaceutical company headquartered in Brussels, and with U.S. headquarters just outside of Atlanta, Georgia, UCB Pharma has experienced a minimum of 20 percent global annual growth during her tenure, driven by the success of the

"I think it is so important to be your own person -whether you end up being an architect, or a housewife, or a police officer-you need to develop your own strengths and interests. As I learned from my mother, you need to follow your passion, to find your place. We can be

ourselves and succeed." IIDll

Nadine K. Craig, RN

Vice President, Sales and Marketing UCB Pharma, Inc.

"

... I knew I was

• •

on a mission,

and not just for myself."

U.S. affiliate. Overseeing more than 500 employees and seven departments, Craig is responsible for the sales and marketing of all UCB Pharma products within the United States, sales training and operations, trade relations, customer contracting and managed care. This includes support of the company's leading product, Zyrtec', which is co-promoted with Pfizer, Inc., in the United States.

Craig has nearly 30 years of experience in the pharmaceutical industry. Prior to joining UCB Pharma, she spent 21 years at Searle Pharmaceuticals where she was one of the first women to be hired by the company in field sales.

page 22



Essie L. Calhoun Director, Multicultural Marketing, Community Relations and Corporate Contributions; Vice President, Eastman Kodak Company

One of the things often said of Essie Calhoun by friends is that she is "never satisfied with just being good" at something. Calhoun joined Kodak in 1982 as a sales representative and, within four years, had become a sales manager. Her initiative and talents in community relations and multicultural marketing was immediately evident: to improve Kodak's business prospects within the government, she partnered with the communications department to take a photo

A charter member of Network North Star, Kodak's African American employee network, Calhoun belongs to a number of diverse organizations, both locally and nationally, and brings considerable experience and insight as an advisor to Kodak's senior management. She is the

to make everyone feel included and respected."

"

exhibit called "Blacks in America" to Washington, founder of several organizations focused on D.C .. Later, as director of Kodak's external diver- leadership development, including the United

sity initiatives, she formed the company's first internal minority affairs council to maximize opportunities, including representatives from supplier diversity, recruitment, community relations, and events marketing.

As director of Community Relations and Contributions, she continues to include a focus on diversity in the company's support of its external constituencies and is carrying that focus forward to her new responsibility for multicultural marketing.

"I had been a psychiatric nurse, and while I truly loved the medical field, at 26 years of age I had already gone as far as I could go in that field, and I thought 'this can't be the pinnacle of my career: I had friends in sales in other fields. I started interviewing, but didn't seem to be getting the message across that I was capable of handling a position in this male-dominated industry. That's when I read 'Born to Win' by Lewis Timberlake, which has become one of my favorite books. It's one that really helps you harness the confidence you need to get what you want out of life. And I applied at Searle."

Craig was the second female sales representative in the state of Florida hired by the pharmaceutical company; it wasn't without some initial resistance on the part of her customers that she learned to become one of the best.

"Physicians were just not accustomed to working with women in this type of position. One even interrupted me in the middle of a sentence with 'that's an awfully big word you're using, isn't it?''' remembers Craig.

Way of Rochester's African American Leadership Development Program, the African American Leadership Roundtable, and the Kodak Youth Leadership Academy. She is the immediate past

Wesleyan College. She has received many honors including the Martin Luther King Commission's Individual Award, the National Urban League Northeast Region Volunteer of the Year Award, the NAACP Outstanding Leader Award, and

Regional Convenor for the Eastern Region of the About Time Magazine's Exemplar Award. National Urban League and Chair of the

Women's Forum of Memorial AME Zion Church, and has served on boards and committees of numerous organizations.

Calhoun was selected as the 2001-2002 Minett Professor at Rochester Institute of Technology and holds an honorary doctorate from Roberts

"At that point, I knew I was on a mission and that was to be successful in pharmaceutical sales and open the door for other women to have opportunities in this business. A lot of progress has been made in this area. As a matter of fact, 50 percent of UCB Pharrna's sales force is female."

It's a mission she continues to this day. In fact, the working environment that you'll find at UCB Pharma today is due, in large part, to this remarkable woman. "Over the years, I've learned that clear communications is critical to success. It takes real determination to communicate openly with sales people located all across the country. To meet this challenge, I started 'open door days' for people away from the office-where the president and I receive telephone calls from the field literally all day long. During a typical 'open door' we'll. have

20 percent of the sales force calling in. You get much better insight when you get direct feedback from your people in the trenches and when you're willing to make changes to support them. I'm proud to say that's a philosophy

"We must tap the talents of diverse employees in order to provide diverse customer sets with the best products to meet their needs;' says Essie. "The best way to tap those talents is to have a workplace that makes everyone feel included and

respected and that is accomplished not by words, but byhow each individual is treated."

shared by our president as well as myself."

In addition to her responsibilities at DCB Pharrna, Craig serves as a mentor for the Georgia 100 program. "These are women that want to get ahead in their careers. Helping them go after what they want is a joy to me." She is also involved in various professional organizations including the Epilepsy Foundation, American Epilepsy Society, the Georgia Pharmacy Association and sits on the Board of Trustees for the Neuroscience Nursing Foundation and the Board of Visitors for Mercer University College of Pharmacy.

Her daughter, Jacquelyn, recently decided to follow in her mother's footsteps as a sales representative in the pharmaceutical industry. "It makes me incredibly proud;' says Craig. She resides in Roswell, GA with her husband, Jeff, where she relaxes by gardening and where she rekindles her "rebellious" spirit by riding her Harley Davidson.


page 23


Women of Initiative

Sherita Ceasar

Vice President and General Manager Scientific-Atlanta

Sherita Ceasar is responsible for the general management and growth of Scientific-Atlanta's professional services. She implemented the commercial launch of the industry's first interactive Digital Broadband Delivery System. She leads the installation and site support, network management, consultative services, customer training and program management to support over 250 cable operator commercial launches and 150 customer labs. She also has responsibility for over 700 analog systems for ScientificAtlanta's addressable cable networks servicing.

•

" ... your personal decisions put you on the Journey."

With a Master of Science degree in Mechanical Engineering from the Illinois Institute of Technology in Chicago, Ceasar is one of the few black female engineers in her industry (only

II % of all engineers are female). The skills she developed have contributed to a successful engineering career with two of the leading companies in the interactive TV market including Scientific-Atlanta and Motorola. She has been named the highest ranking black female engineer, and has also been recognized

her community. Today, with her demanding work schedule, she participates in multiple charity and professional associations in her new home of Atlanta. She is especially committed to reaching out and sharing her knowledge to adolescents interested in pursuing a career in Mathematics and Science.

"I attended a college preparatory school on the south side of Chicago, and participated in the Early Identification Program for minorities

by several leading associations. interested in engineering;' says Ceasar. "The admissions director did a wonderful job identi-

As a young child growing up in the projects of Eying high-performing students-I really have

Chicago, Ceasar wanted to make a difference in to thank them for that extra push, and for

showing me how important this type of support is for kids who are looking to math and science for their future. That year, they offered tutoring and summer programs to 250 students of all backgrounds, with tests and skill building sessions. It's something I'll never forget."

She's been selected for numerous speaking engagements to address young people on issues ranging from technology to diversity issues, from gender to leadership and education. True to her dream, Ceasar gives back to her community in many ways. She offers mentorship for high school girls interested in science and mathematics, she has served as keynote speaker for various high schools, participated in the Success Through Education Video program, gave the graduation address for a Black 8th grade class at a school in Chicago, and spoke as a representative of the engineering field for a local Career Day.

"What do I talk about?" asks Ceasar. "Choice. That word always comes up for me. If I would have listened to the people around me and listened to their mindset, I wouldn't be where I am today. The most important thing you can tell a young girl is that no- matter how young you are the personal decisions you make will put you on the journey of your life. Have some accountability for that choice."

Ceasar is a member of the board for Women in Cable & Telecom, the Society of Women Engineers, and is a founding member of the Chicago Technical Exchange for minorities.1iD1l

Candy M. Obourn

Chief Operating Officer, Health Imaging and Senior Vice President, Eastman Kodak Company

Candy M. Obourn is truly a Kodak success story. She came to Kodak as a systems analyst in 1974. Now, as Chief Operating Officer of the Health Imaging Division, she is responsible for their $2.3 billion products and services business and a direct staff of over 4,700. And in January, 2000, she was appointed Senior Vice President at the corporate level as well.

For Obourn, this is the career she has always wanted. "I worked hard to obtain as many experiences as possible to prepare myself for just such a position;' she says.

ment assignments in Management Information Systems, Corporate Planning, Business Imaging Systems and Document Imaging divisions. In 1990, as general manager of Data Processing Products, Business Imaging Systems, she was responsible for profit and loss of Kodak's Data Processing Products business. This included computer output microfilm equipment, service and supplies, as well as complementary optical, printer and CD products. She also served as assistant to the chairman, Eastman Kodak Company.

In 1991, Obourn was named both vice presi-

Her goal early on was to achieve positions with dent and director, Information Systems and

profit and loss responsibility. She held manage- Business Processes. She served as chief infor-

page 24



Dr. Truddie Edwards Darden, MD Medical Director, Morehouse Medical Associates

Very few people say they work better when they also an Advisor to bring their work home with them. Dr. Truddie the Johnson &

Edwards Darden is one who says her work is Johnson Pediatric

improved when she brings her home life ... to Institute and serves

work. A Pediatrician, mother of two, and the as an eloquent

director of the Morehouse Medical Associates, spokesperson on Dr. Darden values the experience her home life the many issues brings to her practice. "I truly believe that I am around children's

health.

a better Pediatrician because of my children;' she says. "I know that I am a better teacher and

mentor. When I am working with a patient or Dr. Darden earned a family, I can often see my own occurrences of her Bachelor's

their problems. I'm able to better appreciate Degree with

what is pediatrics 'by the book' and what is 'real honors in Biology/ life.' And it helps me better discuss with fami- Chemistry in 1976

lies what is in the best interest of their child."

"It helps me with my students, too, when they ask the inevitable life balance questions-how can you be an attentive physician, a loving spouse, a loving parent, all at the same time?

from Livingston University in Livingston, Alabama,

heart of segregation, he also knew that good, solid character building was important, so we all worked hard.

AIM

"I attended a very small school-when you did well, you skipped a grade and if you wanted greater access to a particular subject, you went to the

college to get it. I knew what I wanted to do before I even knew what a pediatrician was. By the

j

" ... I know that I am a betterpediatrician

because of my children." more access to the biological sciences.

I had the support of my town and

where she also pursued

graduate studies in biology. She went on to earn a medical degree in 1981 from the

How can you be effective in all areas? It's an University of Alabama School of Medicine in

important issue, and I hear it often, especially Birmingham.

from my female students;' she laughs. "Of

course, they always add comments like 'you are She received that degree at only 22 years old. able to do it all and look fairly sane!'"

"I was raised in a very small town in Southern

Dr. Darden is a dedicated physican with a full Alabama;' she explains. "and have five broth-

time practice. As medical director of the ers; My father had a high-school education; he

Morehouse Medical Associates, Dr. Darden knew that education would be the key to

directs programs yet finds time to teach. She is unlock doors for all of us. Coming out of the

The secret of her success has been simple, says Obourn: to get excellent business resu1ts, select a good team of people; respect and treat them fairly; and insist on teamwork. Obourn and her team have quickly become the world leaders in the document scanning business, developing a world-class services business and dramatically

, ..

teamwork and high expectations

• ••

"

mation officer and was responsible for both Information Systems and the Reengineering of Kodak's Business Processes. She moved from there to Business Imaging Systems, becoming President of the division in 1995. In this position, she was responsible for profit and loss of Kodak's Business Imaging Systems unit, which provides Document Management Systems, supplies and services.

raising profitability. Obourn is now applying those same skills to theHealth Imaging business. "Teamwork and high expectations, coupled with world-class business processes and support for innovative people, can create great things in business," says Obourn.

Obourn received her BA in mathematics from Boston University, where she graduated with honors. She is a member of the board of directors of Parker Hannifin Corporation. She was on the board of directors of Cognos Inc. from 1999-2002. She served on the board of directors at Stratus Computer, Inc. from 1993 until

sold in 1998. IiIJ

time I was in

my early teens, I really wanted

family so, at 13, I started college. Livingston University was only 35 miles away, and my older brother went there, so I really didn't feel uncomfortable being there so early in life."

Dr. Darden began her career with Morehouse School of Medicine and Morehouse Medical Associates (MMA) in 1989 as Assistant Professor of Pediatrics, She was promoted to Associate Professor in 1993. She was first appointed the Interim Chairperson for the Department of Pediatrics in 1993; in 1996, she was named MMA's Director of Ambulatory Pediatrics and in 1998 MMA's Medical Director.

JJ

She is a member of several professional organizations including the American Academy of Pediatrics, Georgia Chapter of the American Academy of Pediatrics, Children's Health Advisory Committee for the State of Georgia, and Georgia State Medical Association, She is also a member of the Board of Directors for the Georgia Chapter of the American Academy of Pediatrics and Quality Care Provider, Inc. and former member of the Board for the Georgia Council on Child Abuse. Dr. Darden is the recipient of several awards including the Morehouse School of Medicine's Meritorious Teaching Awards in Pediatrics. She received both the Outstanding Physician of the Year Award and Outstanding Leadership Award, from Southwest Hospital and Medical Center.

IiIJ


page 25


Homeownership in America: 68% Minority homeownership: 49%

Our commitment to increasing minority homeownership: 110%

Right now homeownership in America is at an all-time high of 68 percent. But there's still more work to be done. That's because among minorities it's only 49 percent. That's unacceptable.

~FannieMae

www.fanniemae.com

At Fannie Mae, we believe the American Dream should be possible for all Americans regardless of their race or ethnic background.

That's why in this decade alone we're now committed to helping millions more minority families live their dreams.

You see, at Fannie Mae, when we say we're helping make the American Dream come true, we mean for all Americans.

Seems to "spark" her imagination.

Maybe it's not your preferred beverage. That's the whole point. At Xerox, we believe diversity is key to our success. Xerox is recognized as one of the most progressive companies when it comes to diversity. Our teams are made up of people whose vast and varied

True, we're the trailblazers of the Digital Age. Our trailblazers are made up of more than 30% African-Americans, Latinos, Asians and Native Americans. In fact, Xerox has been rated as one of the Top 10 companies for AfricanAmericans, women, the disabled, gay and lesbian employees and is one of FORTUNE's "50 Best

backgrounds inspire them to make different

choices. Different choices create different solutions. Solutions that solve real-life problems for our customers. And that just happen to redefine the world.

Companies for Minorities." Proofthat if a mug of pureed spinach isn't your choice, all the better. Because it's the differences that work here. xerox@sosolutions.com

Express Yourself ••. B U @ Xerox.

www.xerox.com/careers

THE DOCUMENT COMPANY

Xerox Corporation, Mailstop 205-99E, 800 Phillips Road, Webster, NY 14580, Attn: Corporate Recruiting Drawing on the diversity of a global workforce and offering an equal o~ortunity to achieve success. EOE M/F/DfV Copyright © 2000 Xerox Corporation. All Rights Reserved. XEROX R , The Document Company®, and eXpress yourself" are trademarks of the XEROX CORPORATION.

Raising the Bar

Metropolitan Life Insurance Company

The Personal Mission that Helped Create MetLife's MetDESK Division •

acme u

Nadine Vogel

Vice President of Marketing

MetLife Financial Services Metropolitan Life Insurance Company c/o Harborside Financial Center

600 Plaza II-6th Floor

Jersey City, NJ 07311·1103

For information, contact:

Julie Arvedon Public Relations Tel: 617.578.3783

1.877 .metdesk (638.3375) www.metlife.com/desk

loves

It's no. wander that, unlike mast parents who.

get up every morning, get dressed, make breakfast, get their kids off to. school and head to. work, Nadine puts an her boxing gloves and asks,

"Who. am I going to. have to. fight today an behalf of my daughters?"

Nadine and her husband, Doug, learned the hard way. From medical issues to. financial planning to. government benefits to. educational concerns, they had to. battle their way through various systems, rules and regulations to. find the specialists, experts, and resources that could help their children. As a result, Nadine single-handedly became an expert an special needs rights and resources in general, and developed an expertise in estate planrung for families of special needs children.

Talking to. MetLife about the concept of MetDESK "really wasn't that hard;' says Nadine of the department's beginnings. "If yau laak at the vision of MetLife, it is an excellent fit. Here was a need we could address that had been tatally ignored by the industry. Everyone knows someone with a special need."

Everyone knows someone with a special need

Many believe that special needs is a niche market, but it is really very broad. Nine aut of ten people either know a family with a special needs child or are related to. one. It is even mare common to. know an adult with special needs. "This cuts across all segments of population, all dernograph-

ics," says Nadine. "Disabilities are equalThree-year-old sister Rachel was diagnosed at birth opportunity, In fact, the number of people that

with Wolf Parkins an White Syndrome (WPW), a are impacted by disabilities in this country-nat

condition that affects the heart. At any time, just the disabled, but their families and laved ones

Rachel's heart could speed up to 300 beats per -is larger than all these segments together."

minute, potentially causing congestive heart fail-

ure. Rachel also has an irregular heart beat and a The first program of its kind in the financial


leaky heart valve. Her condition is watched very

closely and is currently controlled by medication. concerns of families with special needs children

services industry, MetDESK focuses on the

page 28


Ndine Vogel, Vice President of Marketing or MetLife Financial Services, has been n advocate for families of special needs children for over a decade. In 1993 she founded

SNAP, Special Needs Advocate for Parents, a national non-profit dedicated to. providing education, advocacy and referrals to families with special needs children of all ages and disabilities. In 1998 she took her personal mission to the company she worked with, and founded MetLife's Division of Estate Planning for Special Kids (MetDESK), designed to help families navigate through th€ maze of legal and financial complexities surrounding planning far the future of a child or dependent with special needs.

Nadine has vast, first hand experience in the special needs market. She is the mother of twa daughters, Gretchen and Rachel, both born with special needs.

Who am I going to have to fight today?

When eleven-year-old Gretchen was born, her doctors didn't expect her to live longer than 48 hours. She was barn with an undiagnosed neuromuscular disorder which left her unable to swallow on her own. Gretchen was fed, and continues to. be fed, through a tube in her stomach. She also suffers from left side orthopedic issues and speech problems. Eleven years later, after intensive therapy and round the clock care, Gretchen is cognitively fine and attends a regular sixth grade class at a public school.

Lacing Up My Gloves Raising the Bar

through a dedicated network of specialists. MetDESK Specialists guide parents through a comprehensive planning process to help address financial, legal and government issues. In four years, MetDESK has grown from a handful of people to over 150 specialists serving thousands of families nationwide. The strict training and continuing education requirements of the MetLife Financial Services representative participating in this organization is unique in the industry.

Unlike most parents who get up every morning, get dressed, make breakfast, get their kids off to school and head to work, Nadine puts on her boxing gloves and asks,

"Who am I

going to have to fight today on behalf of my daughters?"

"Special needs planning is too complex for

the untrained or marginally-trained financial services representative or even a general estate planning attorney. A broad one- or two-day training overview will not keep pace with the constant changes in federal and state government benefits laws, future trends in special needs planning, and innovations in planning techniques," she explains. In addition, 70 percent of MetDESK specialists from around the country are either parents of children with special needs or have close relatives with special needs. Vogel continues, "Parents of children with special needs feel more comfortable dealing with people who face similar issues on a day-to-day basis."

The fuel for her fight: Nadine with her daughters Rachel (left) and Gretchen (right).

She turned her life experiences into a career and a mission when she founded MetLife's Division of Estate Planning for Special Kids (MetDESK) in 1998.

The MetDESK program continues to be hailed by business and the community at large for its efforts on behalf of people with disabilities as valued customers. MetLife Financial Services is the three time winner of the National Business & Disability Council's Valued Customer Gold Award of Honor, which recognizes MetLife's leadership in responding to the special needs of families with children or dependents having disabilities. Additionally, MetLife was a proud sponsor of the second annual World Congress & Exposition on Disabilities last September in Atlanta, GA.

Spreading the word

Nadine has authored numerous articles on advocacy and special needs estate planning, and is a national advisor on estate planning for special needs families. "Education is the biggest part ofthe effort," she says. "We want to share our experiences, so other people don't have to fight the same battles we have:' She holds an MBA in Financial Management and is a registered representative with over fifteen years' experience working in the financial services industry. Besides her work with MetDESK, Nadine is responsible for customer segmentation management, which includes other services such as MetLife's death claim delivery system (DTP), management of the company's retained asset account (TCA), and she is the leader of the marketing team for IRA and Qualified Plan efforts for MetLife Financial Services.

Nadine's day requires her to function as part educator, therapist, and planner. But always, she's a mother who continues to fight for her daughters-and all special needs kids.

Recognized for her civic and professional activities, Nadine was awarded Golden Gate University's 2002 Community Service Award, and in February 2002 she was named to Fast Company magazine's debut list of "Fast 50" innovators-individuals whose achievements helped change their companies or society. She also was named to Working Mother Magazine's "Mothers We Love" Top 25 List in 2000, and she was the recipient of the magazine's 2000 "Mothering That Works" Award. She has also been featured on CNN, Lifetime Live on the

Lifetime Channel, and Oxygen Television's Pure Oxygen program.

Headquartered in New York City since 1868, MetLife is a leading provider of insurance and financial products and services to a broad spectrum of individual and group customers. The company, with approximately $276.8 billion of assets under management as of September 30, 2001, provides individual insurance and investment products to approximately 9 million households in the U.S. MetLife also serves 33 million employees of companies and institutions by providing group insurance and investment products.

MetDESK, The Division of Estate Planning for Special Kids, was established to extend MetLife's traditional commitment of public service to families of children with special needs. MetDESK is committed to helping families through the maze of legal and financial complexities surrounding planning for the future of a child or dependent with special needs. This includes preserving government benefits, meeting long-term care needs, and structuring a plan to provide cash when it's needed most.


page 29


@ open your mind

Workforce Diversity: The bridge between the workplace and the marketplace.

----- ~

---~

- - ---

---

- -. ---

- - - ---

==-=~=®

l

IBM, the IBM logo and the e-business logo are trademarks or registered trademarks of IBM Corporation in the United States and other countries Or both.


Medelia Communications

THE STATE OF MIND OF CORPORATE AMERICA:

keti

Delia Passi Sma Iter President

Medelia Communications 1 Osceola Avenue Irvington, NY 10533

Tel: 914.591.9700

FAX: 914.591.2759

dpassismalter@medelia.com www.medelia.com

Now we've reached a new millennium and corporate thinking is trying to evolve again, only now past experience has made many marketers a bit gun shy. What could possibly make a real and durable difference?

C7 hese are interesting times for marketing to J diverse markets---especially for marketing to women. We're witnessing through our clients, and through the dozens of conversations we have each month with diversity leaders and marketing management, their awakened interest on how to initiate a marketing-to-women program. Their interest is piqued but their actions are guarded, so let's unravel the mystery behind this topic.

First I'd like to share my experience and how it motivated me to make this my business and feed the fuel of expansion in marketing to women. In the past several years I've spoken to hundreds of companies in an effort to make them appreciate the value of marketing to women. During the "good" years my job as Group Publisher of Working Woman and Working Mother magazines was exciting. Combined companies were allocating millions of dollars in an effort to capitalize on the impressive disposable income of working women. Then the bubble burst and we found out the hard way that marketing to women was an easy target to eliminate. As I pleaded with companies to rethink their decision to eliminate women as targets I also came to terms with the fact that there was generally flawed reasoning behind their marketingto-women business model. Of course few of them had a business model to begin with. They were under a false impression that they were having an impact through advertising because their

Otnef/l

marketing to women they will hit a gold mine, and rightfully so. Women account for $3.7 trillion in

spending and influence over 80% of all purchases. Vvhether she makes the money in the household or not is not relevant considering she spends it! She controls the wealth in this country and will

continue to increase her high net worth at a considerable rate in the next several years. She's the head of household in over 30 percent of our

country's homes and women business owners employ 35 percent more people than all Fortune 500 companies combined. The list of impressive statistics continues to build to support the case for launching programs to better attract and connect with women. In short she is a gold mine and we're seeing more and more companies interested in becoming miners.

Evolution

Over the past forty or fifty years, marketing to women has mirrored societal changes. In the sixties and seventies, corporations developed marketing programs that tried to treat women with equality to men, meaning their messages were as gender neutral as possible. They were respecting the liberation movement by creating a one-sizefits-all approach. This was a step forward at the time, since women had previously been relegated to lesser importance as consumers of many goods and services. Companies that gave women equal

"Once corporate America 'gets it' about

marketing to women being more about company values and strengthening the relationship between business and consumer, it will be well positioned to seize ANY market opportunity-where

people have been virtually ignored or set aside-regardless of their level of affluence.

The Hispanic market, the African-American market, the Gay market, etc., will respond well to the very first company that extends the relationship and demonstrates a recognition of their individual needs."

overall sales were increasing, then the recession hit and they had to rethink their

strategy, that maybe there's more to reaching women than advertising.

Some marketers feel that by discovering the secret formula to

-Laura Dambier, Asst. VP, Strategic Initiatives Lincoln Life


page 33


The Changing Landscape Marketing to Women: The state of mind in corporate America

treatment were viewed as being more fair than the norm. But eventually most companies reached the same level, and the marketplace returned to a new equilibrium.

In the next several decades, companies again strived to differentiate themselves among women. This time around there was a tendency to appeal to women through a different feel to their advertising. Advertising to women was specialized. It featured women in men's roles.

It appealed to feminine sensitivities to color, tone and intensity. Advertising to women in women oriented media was different than for the same product in men's media. For a while it had some effect on market shares, but never to any great extent. Corporations began to lose confidence that there was any effective means to differentiate when marketing to women.

"Corporate America is definitely more aware of the need to address this very

influential target audience. The defining line comes.however, with the lack of understanding on how much women have changed, and how to go about really reaching-these women in a powerful, meaningful way. It's not enough to just target them, or say you'll create a program to reach themyou need to connect to them. And it's sometimes daunting to allocate the resources

to do this well:' -Barbara Reilly

Senior Vice President Arnold. Communications

Now we've reached a new millennium and corporate thinking is trying to evolve again, only now past experience has made many marketers a bit gun shy. What could possibly make a real and durable difference?

"I think as we see more and more women entering into high positions in organizations and recognize the earning power of women-they have more recently, especially in

the financial industry-they will capture the interest of marketing experts

because at their potential in growing their organization's market share." -Dr. Deborah Bright

Corporate Leadership Coach and author ef On the Edge and In Control

sumers it must meet the challenges of anew mindset and adapt accordingly.

Companies are beginning to see through the haze and

not respond the same as men. What will motivate them to buy a product and come

back for more will depend on a corporation's ability to customize messages, services and the sales experience.

For example, Prudential Financial has initiated a series of training programs for their producers in order to equip them with the tools and insight they need to create the best sales experience for their women customers. The producers that have taken the program feel empowered to better handle the issues, concerns and specific needs of the woman prospect. It also opens the door for new business development and consistently demonstrates a return on their training investment.

At Xerox, a pilot program directed at women business owners has proven successful by building relationships via Xerox-sponsored events, an e- newsletter, special services and discount offers. The program also offers female-friendly telemarketing and a dedicated support line by which women business owners can obtain information about resources available to them.

There are now a number of corporations experiencing success in their marketing-towomen efforts. Companies like Xerox and Prudential have committed to expanding their programs in 2003. Financial corporations like

"Women comprise approximately 40 percent

of all business travelers, and are expected to comprise roughly 50 percent of the business travel market by 2005. In addition, mothers exert the most influence over final v.acation destinations, and women plan 75 percent of family travel. Avis recognizes that this is a

market to capture, and has included women among its targeted

groups within its diversity initiatives." -Darlene C. Stewart, Director Equal Opportunity,

Avis Rent A Car System, Inc. Medelia Communications

supports corporations in their efforls

to build market share among women by providing insight and expertise in Marketing, Sales Training, Custom Publishing,

Wachovia and The Legacy Bank of Texas

their customers are now women, attribute their growth to customizing programs to meet the interests of women. According to a recent study of 10,000 women, a woman's actual experiences with the brands she uses, from start to finish, are critical to capturing her loyalty. The corporation's state of mind is that there must be more they can do to increase their share of this huge women's market. Yet they're still uncertain as to what they can do and how they can do it best. As more companies take the lead in demonstrating how effective marketing-towomen programs can be, others will follow.

"Today, women play both an impressive and leading role in the marketplace. In the case of financial services, women are motivated to purchase by the same fundamental goals and objectives that define MONY's advice-based business model-e-relationships, trust, referrals and reputation to name a few.

At the same time, because women drive decisions about. the kinds of financial services and products they purchase, it's imperative that their needs influence our

business approach." -Bucky Wright

Sr. ViG€ President &- ChiefAgem:y Officer MONY Life Insurance Co.

The answer is probably a little unsettling. What Fleet, needs to be done is to first unlearn what has

been instilled in us through the past decades.

What was considered correct yesterday is very different from what is politically correct today. In short let's recognize that women want to be treated differently and they are quite different when it comes to purchasing behavior. This understanding must emphasize respect for the customer-a customized approach, and an appreciation of customer differences and preferences-throughout the purchasing process. If an organization is truly committed

to building its market share among women con-

have experienced great successes as a result of established programs and have built an excellent

business strategy for long term growth.

Home Depot and Lowes, who claim that half of

Lead Generation and Relationship Marketing.

lim

www.medeJiacom.com

page 34




•

mon

Keki R. Bhote President

Keki R. Bhote Associates 493 Woodlawn Avenue Glencoe, IL 60022

Tel: 847.835.1983 FAX: 847.835.1989

krbhote@msn.com

etention

A SIX SIGMA METHODOLOGY FOR IMPROVEMENT

he flagship journal, Profiles in Diversity Journal, has issued a challenge to leading American companies to assess the known, but hitherto immeasurable, linkage between diversity achievement and business performance. At the publisher's request, I have developed a survey instrument that c ,hneasure this linkage, using a Six Sigma yardstick, from a dismal One Sigma (terminally ill) to a world class Six Sigma (robust health).

It assesses a company's diversity and business success in 7 key areas: leadership; employees; processes; customers; competition; public; and financials/results. Diversity proficiency in the first six areas will find a resonance in the last areafinancials-in the tradition of a balanced score card. Each of the above areas has several success factors by which the degree of diversity achievement can be gauged. For example, the leadership success factors for diversity are: diversity distribution at upper and middle management levels; attrition of minority employees; management financial incentives for diversity achievement; promotion of minorities; career development; compensation and demographics. Profiles in Diversity Journal has issued scoring guidelines

for a Corporate Diversity Assessment.

From Measurement to Improvement

As companies begin their own diversity effectiveness assessments using these guidelines, there is a growing concern that they are likely to score poorly against the high standards required for diversity effectiveness. A larger challenge seems to be emerging-how to improve, not just measure, a company's diversity score, say from Three Sigma to Four Sigma and higher. This article develops a methodology for such improvement. It illustrates the success factor associated with one element of leadership-the attrition rate among minorities.

It first outlines a way to measure it; then analyzes the reasons, with a high degree of confidence, for such attrition; and lastly, sets in motion a process of improvement,

A case study in an electronics company will serve as a model that can be replicated/adapted for any corporation wanting to analyze and reduce minority attrition.

High Turnover of

Temporary Employees: A Case Study

One of my consultations was a client electronics company, whose director of Human Resources was concerned with the high turnover (attrition) rate among his temporary employees. The company used a large percentage of its work force as temporary employees in order to reduce the costs associated with lay-offs. Yet because of the high growth rate, the company had not had a single lay-off. The Director estimated the cost of the high turnover at $800,000 per year. Exit interviews had not been successful. Instead, I recommended a Paired Comparison analytic technique, widely used in problem solving and design of experiments.

Paired Comparisons:

A Powerful Analyzing Tool

In its application to manufacturing problem solving, Paired Comparisons start with selecting eight "good" and eight "bad" products and examining the causes for the differences, which could be mechanical, electrical, chemical, metallurgical, etc. A list is made of all such possible causes. Each cause is then measured using variables data. If the cause (parameter) is an attribute, i.e., accept/reject, pass/fail, it is converted artificially into a variable, using a Likert Scale-from 1 to 10, where 1 is the worst reading and 10 the best.

The Tukey Test

Named after Dr. John Tukey, a renowned professor of statistics at Princeton University, the Tukey Test determines which of several causes are important in explaining the differences between the "good" and "bad" products. Such important causes have an unbelievably high confidence of 90 percent Or higher. The remaining causes, with less than

/


page 36


Minority Retention: A Six Sigma Methodology for Improvement The Changing Landscape

90 percent confidence, are not important and can be ignored. This is done as follows:

1. Rank all 16 readings associated with each cause in ascending (or descending) order, regardless of whether they come from the good or bad products.

2. Then label each of the 16 readings as "G" if it comes from the good products, or "B" if it comes from the bad products.

3. Starting from the top of the 16 readings, draw a line at the first transition of bad to good readings (or vice versa). Count the number of readings in this "all bad" (or "all good") group. Call this number the Top End Count.

4. Then, starting from the bottom of the 16 readings, draw a line at the first transition from good to bad (or vice versa). Count the number of readings in this "all good" or ("all bad") group. Call this number the Bottom End Count.

5. Add the Top and Bottom End Counts to determine the Total End Count.

(Note: The Top and Bottom End Counts should be opposites in tams of good and bad. Ifboth end counts are all bad or all good, the Total End Count is invalid and the confidence" is reduced to zero.)

"Based on the laws of combinations, the Tukey Test shows the following relationship between the Total End Count and the importance of a cause in explaining the difference between good and bad products (or "confidence").

No. of

Total End Counts Confidence

Importance

Not important Important

Very Important Very Important Extremely Important

< 6 <90%

6 90%

7 95%

10 99%

13 99.9%

7. Perception of pay in other companies

8. Perception of treatment vis-a-vis permanent employees

Application of Paired Comparisons to High Turnover of Temporary Employees

Table 1: Tukey Test Ranking The Tukey Test
Top Level of Education Perception of Treatment revealed that
(Yrs of Schooling) (Scale of 1-10/Likert Scale) the perception
9 B B (rather than the
Top End Count 9 B Top End Count B reality) of poor
B treatment for the
10 G temporaries who
10 G 2 G quit was the
11 B 2 G most important
11 G 3 B cause, whereas
12 B 3 G the level of
12 B 3 B education was
12 G 4 G unimportant
12 G 5 B in explaining
12 B 5 B the difference
13 B 5 B between the
13 B two groups.
13 B 6 G
Bottom End Count 7 G
14 G 8 G
14 G 8 G
Total End Count = 4 Total End Count = 7 Where each cause was quantifiable, such as commuting distance or level of education, a meet variables scale was used. Where each cause was an attribute, an opinion scale determined by the employee-from 1 to 10 using 1 for "worst" and 10 for "best" -was used. Table I (below) depicts the Tukey Test rankirrgs fer 2 causes-level of education and perception of treatment:

Confidence:

Conclusion:

95% Very Important

Application of Paired Comparisons to Minority Attrition

The same technique of Paired Comparisons can now be extended to analyzing the causes for an unacceptable rate of attrition among minority workers. Table 2 (see page 38) lists several possible causes (or characteristics) and a quantified method for measuring each.

Next, eight minority workers who have quit within a few months of being hired can be compared with eight minority workers who have stayed a long time.

Eight temporary employees who had quit within 2 month of being hired were selected and, for convenience, labeled the "bad" group. Eigbt temporary employees who had stayed the longest-well over 3 years-were also selected and labeled the "good" group. The Human Resources team selected the following causes (characteristics) to explain the turnover rate:

1. Commuting distance to work

2. Public transportation (inconvenience)

3. Level of education

4. History of turnover in other companies

5. Perceived quality of supervision

6. Convenience of work schedules (being moved from shift to shift)

Confidence:

Conclusion:

<90% Not Important

Let us assume that these causes, subjected to the team building and other problem solving


activities (90% confidence).

Needed Actions for Improvement

The next step is to improve the score, i.e.,

reduce the attrition rate. Each cause identified as important in the Tukey Test must have a series of remedial actions. As an example, if the perception of a lack of opportunity for advancement is not correct in the minds of minority employees, they


page 37

Tukey Test, reveal the Total End Counts, shown in the last column of Table 2. The conclusion, therefore, would be that lack of opportunities for advancement would be a very important reason (with a confidence of 96%) for the

high turnover of minority employees.

Next in importance would be (1) perceived discrimination by the majority employees and (2) the lack of being included (participation) in

minority retention: six sigma

Continued from page 37 Keki R. Bhote

correct, the improvements needed would be: mentoring; training; external schooling; sensitivity sessions in Diversity, etc. for the company's managers. ~---~----:==-----:==---==----------, In the final analysis, every company can

can be shown that the advancement/promotion percentages are the same for minorities as a percentage of their populations as it is for the majorities as a percentage of their population.

If, on the other hand, the perception is indeed

Table 2: Possible caeses for Attrition and Measurement Method

Causesl Characteristics

Measurement Method

Total End Count

1. Mentoring Effectiveness 1 to 10 (Likert) 2
2. Opportunities for Advancement 1 to 10 8
3. Pay Increases (Merit) Increase Percentages 5
4. Employee Age Years 4
5. Training Opportunities No. of CourseslHours 3
6. Level of Education (Schooling) Years (8 to 18l 4
7. Perceived Quality of Supervision 1 to 10 4
8. Perceived Discrimination
by Mqjority 1 to 10 6
9. Challenge of the JOD 1 to 10 5
10. Reoognition 1 to 10 4
11. Feeling "in" on Things
(Participati0n) 1 to 10 6
12. Quality of Worklife 1 to 10 4 What effect are your diversity efforts having on your bottom line?

The Six Sigma Corporate Diversity Assessment process is now available. For information, contact Profiles in Diversity Journal at 1-800-573-2867.

use these simple, but statistically powerful tools, to propel itself on the road to an ultimate

Six Sigma in Diversity. Iii1l

A vailable at all major book sellers:

Barnes & Noble B&N.com

MIti!I!~~e--I~J'. Amezon.com Borders

As mankind progresses in a new millennium, we still find ourselves impacted by issues of race and ethnicity. Bill Overton expertly explores these areas in a creative and compelling manner. In the end, the reader is forced to conclude that despite our notable differences we have much more in common as the human race. Martin Luther King 11/

Southern Christian Leadership Conference

The book belongs on the front table of school libraries in every country as a contribution to the well being of our children and their future hopes. Stephen Commins, Ph.D

Coordinator, Children and Youth Cluster The World Bank

Bill Overton is a powerful speaker and highly respected authority on diversity issues, and is available for speaking engagements.

To schedule Bill for a speaking engagement please contact:

. Weischadle & Weischadle 617 847-4430

page 38



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Raising the Bar

Deloitte & Touche LLP

V. Sue Molina

Partner and National Director Initiative for the Retention and Advancement of Women Deloitte & Touche LLP

For Information, cotact:

Mai Browne

National Marketing & Communications Human Resources Programs

1633 Broadway

New York, NY 10019 212.492.4141

cell: 917.648.4718

maibrowne@deloitte.com

for the women of Deloitte & Touche

Vision 2005 raises the bar for women's advancement through aggressive leadership, proportionate representation, and an ambitious action plan.


the advancement of women to leadership, we learned, were quite complex.

The majority of our women partners/principals/ directors had only been admitted and promoted over the last six years. The perception was that they weren't well-networked within our firm. Since competency models or definitions for leadership positions did not exist in the firm, it was difficult to identify those women with the skills to advance and the roles they should fill. Our decentralized organizational structure and informal promotion process also favored the leadership status quo, which is male.

Female leadership role models were also in short supply. Finally, in our "just do it" culture, it is difficult for untested leaders to succeed-and it's tough to lead a practice, service line, function, or client service team as well asa dual-career family.

Taking Action: Vision 2005

In March 2001, Deloitte & Touche committed

to proportionate representation of women at all levels, including top leadership. Vision 2005, the next phase of our Women's Initiative, was launched. Vision 2005 raised the bar for women's advancement, calling for aggressive leadership, proportionate representation, and workplace flexibility goals and action steps. Over the last 15 months, women were appointed to 64 leadership positions-including the Board of Directors, U.S. Executive Committee, and U.S. Management Committee-and we've instituted a number of programs and processes to accelerate our progress. Formalized succession planning has been key

to increasing the leadership opportunities for

ignored. Not at Deloitte & Touche. In December our women.

2000, as we had before launching the Women's

Initiative, we convened a taskforce. The barriers to In 2001, Deloitte & Touche had moved to a busi-

page 40


n 1993, Deloitte & Touche launched the Womtm's Initiative and started a revolution within their workplace. The firm's leadership declared that the retention and advancement of women was a business imperative. Their projection: By 2000, the firm would have proportionate representation of women at

all levels of the firm, including top leadership.

By 2000, we hit the mark on most of our original Women's Initiative goals. For the last five years, Deloitte & Touche has led the professional services industry with the highest percentage of women partners, principals, and directors. Although the numbers are difficult to track, it's likely that we also lead our competitors with the number of key leadership positions held by women. Still, we have not reached our ultimate goal.

"The firm has made meaningful progress in advancing women to the partner, principal, and director levels. However, we have not achieved proportionate representation of women in key leadership positions;' says James E. Copeland, [r., Chief Executive Officer at Deloitte & Touche and Deloitte Touche Tohmatsu. "We must move to the next level, from 'women as partners, principals, and directors' to 'women as leaders of the partnership'-which includes women in the top leadership positions in our firm. This is what the marketplace demands."

Identifying the Barriers to Leadership Pipeline issues are usually cited by many organizations as the root cause of poor female leadership numbers, and the business problems behind and resulting from those numbers are

ness function and geographic cluster organization structure. The Women's Initiative infrastructure was aligned with this new structure. Each function and cluster has created Women's Initiative plans and set women partner!principal! director and leadership goals. A revitalized pipeline tracking process is in place to ensure that we have a proportionate pool of female leadership talent, and local Initiative leaders are watching those numbers.

Creating a Culture of Everyday Flexibility

A career in professional services is exciting and rewarding. There's also a lot of travel, and the hours can be long. Work/life management is an issue for women and men. For women in dual-career families, however, limited workplace flexibility can be a significant obstacle to

their advancement.

Results of our 2000 WorkLife Commitment Survey revealed that progress on women's advancement is clearly linked to progress in supporting work/life management. Greater flexibility-without career tradeoffs-and growth opportunities not perceived to require an increase in work hours are a must if we are going to make our Vision 2005 leadership goals.

"Changing the nature of the relationship of the individual to the firm, getting away from the old 'face-time' model, and giving people much more control and flexibility over where they work and what they do are top priorities:' says Jim Wall, national managing partner of Human Resources. "Over, 1,000 partners and employees now participate in formal flexible work arrangements. Thousands more regularly adjust their start or leave time and work virtually to meet their client and personal

needs. We're working to increase those numbers and extend the flexible options available to our people."

Flexibility programs, which came under the Women's Initiative, are now led by the Employer of Choice/Next Generation Initiatives, a national Human Resources group. In our decentralized organization local leadership sets the tone. So, a significant push is underway to ensure that flexibility is supported at the function and cluster level. Telecommuting is popular with our people, and we are exploring ways to enhance that program. Since careers and lives can take detours, we've also launched Personal Pursuits, an extended leave program.

Left to right:

Deloitte & Touche champions of diversity:

Redia Andersen, National Director for Diversity and Inclusion; Lynn Martin, Chair, Council on the Advancement of Women; and

Sue Molina, National Director of the Initiative on the Advancement of Women.

Recruiting and Retaining

High·Talent Women

Experienced Hiring: Strategies for proportionate experienced hiring have been implemented at the national and local levels. The Women's Initiative New National Experienced Hiring Recruiting Strategy (WINNERS) was introduced to protect our pipeline of women at all levels and to ensure there is no dilution of women advancing toward partner, principal, and director.

National Recruiting works with the Women's Initiative Network (WIN) leaders, cluster recruiting directors, and women recruiting champions, to identify candidates, implement women-focused sourcing strategies, improve acceptance rates, and solicit referrals from employees.

Assignment Reviews: Revenue generated for the firm is one of the conditions for admission to the partnership. "Women can't make high numbers if they're not working on the top, high-earning assignments;' says Erica Denninger, manager, Retention and Advancement of Women. ''Assignment and proposal opportunities are reviewed regularly. Each business function is asked to identify the top 25 percent of their clients by revenue and top five proposals. We ask for the number of men and women seniors and above on each client to see if we have proportionate representation. Results are reviewed by the National Women's Initiative team and William G. Parrett, U.S. managing partner:'

Leadership Role Models: Isolation remains an issue for some women. In geographically

dispersed clusters, local offices may be small, with only a few women and none at senior levels. In 2002, a Virtual Role Model database was launched on the firm's internal web site. "Thus far, some 250 women have contributed their profiles;' says Kate Davie Wood, senior manager, Human Resources, "including information on their career paths, roles and responsibilities, personal lives, flexibility, success strategies, and contact information. Women can log-on and find others that share their goals, lifestyle, or are in a role they would like to pursue, and, perhaps, build mentoring relationships:'

Developing and Deploying Successful Women Leaders

When men advance to partner, principal, director, or a leadership role, they have a large and supportive network in place. That's not always the case for women. To develop,

deploy, and support women in leadership roles, Deloitte & Touche has introduced a number of targeted and successful programs.

Leading Edge, a Leadership Development Program for Women Partners and Directors, was developed to provide women with the leadership skills and wherewithal to navigate the firm, to build a constituency and coalition of women, and to act as forces for change in the organization. "The program helps women to identify and confront obstades---systemic or self-imposed:' says John Barch, director of leadership and management development.

"It is giving women the encouragement and fortitude to step forward, say they are the best person for the role or position theywant, and then aggressively pursue it."

continued page 67


page 41


- - ----------

What drives you?

As a global leader in innovative pharmaceutical and consumer health care products, our every success is driven by innovation. As people, we encourage individuality from a spectrum of diverse backgrounds and are inspired by our colleagues' contributions. That's why Schering-Plough enjoys a reputation as a company whose commitment to the principles of diversity is reflected in virtually every aspect of our business.

If you're self-motivated and thrive in a collaborative environment, we'd like to hear from you. Opportunities are available for experienced professionals in research and development, engineering, manufacturing, quality control, materials management, information technology, sales, marketing, managed care, finance and law.

For more information and to apply online, search jobs at www.schering-plough.comJcareers.BY1"Csponding to this ad you

may be considered [or all (}jJportunities th1'Ouglwut the Schering-Plough. organization. If a potential match exists, )'O'u will be notified. An equal opportunity employer.

cP Schering-Plough

.-- Searchjobs @ -,

I www.schering-plough.com/careers I

SHE VALUES EDUCATION,

THOUGH NOT A'S MUCH AS FAMILY.

SHE'S METHODICAL IN HER JOB SEARCH, BUT MOST AT HOME

WITH WORD OF MOUTH.

SH E'S MANY TH I NG~

YOU MAY NOT UNDERSTAND

AND MANY THINGS Y()U SHOULD. SHE'S YOUR TARGET AUDIENCE. YOUR FUTURE.

AND WE THINK IT'S TIME YOU MET.

Edie Fraser President

Diversity Best Practices 1990 M Street, NW Suite 700

Washington, DC 20036 Tel: 202.463.3766 FAX: 202.466.6572

edie@bwnLcom


ln every sector, the advancement of women to eadership positions is becoming more mportant. It is a given that networking is fundamental to career success, especially for

women. And effective resources-an access to accurate information, continued education opportunities and a network of mentors-are vital. That's what we have been providing for a decade now through the outreach of the Business Women's Network (BWN).

BWN provides the facts, the best practices strategies and the resources necessary to build successful mentoring programs. Through our BWN Association Directory, we provide the profiles of more than 7,000 women's organizations. Our Women and Diversity WOW! Facts is rich in resources as well-the 2002 edition had 10,000 facts vital to women in the workplace. Why are these kinds of facts so important? As Marilyn Carlson Nelson, Chair and CEO of Carlson Companies puts it, "whenever I've encountered 'gender barriers' in my own career, I've found most of them have been based not on true malevolence, but on blind tradition and ignorance of the facts. Facts are vital to the cause of equality. On the battlefield of truth, Women and Diversity WOW! Facts is a powerful weapon. Knowing the reality of women's influence in business and society helps our company make smart decisions about markets and opportunities."

Diversity Best Practices

It takes committed leaders to break the glass

ceiling and keep the pipeline flowing for women moving up into leadership positions of their own. High goals and persistence in the face of this challenge have been the characteristic of firms such as PricewaterhouseCoopers and Deloitte & Touche. Mentoring and networking are recognized as what makes the difference. BWN salutes these CEOs that champion the advancement of women.

"Over the next two years, we expect women to make up at least 30 percent of our new partner class." says Dennis Nally, Chairman and Senior Partner, PricewaterhouseCoopers LLP. "We expect mentoring and networking initiatives to expand our minority and female pipeline and to improve representation in both the management and partner ranks;'

"The women on our management team have all been top performers;' says Rick Priory, Chairman, President and CEO, Duke Energy. "Because they've had to both rise through the organization and break through glass ceilings, they not only have a firmness in their thinking, but they're also willing to stand up and articulate their opinions very clearly. We will be a leader!"

Women in Business Leadership

•

armm

The facts behind women's advancement-where we are, where we've been, and how far we've yet to go.


page 45


Arming Yourself for the Road Ahead The Changing Landscape

Today women CEOs are few; the Business Women's Network recognizes the leading fifteen organizations with female CEOs as of

October, 2002:

• Alberto Culver: Carol L Bernick, Vice

Chairman and President, North America

• AT&T: Betsy Bernard, President Elect

• AVON: Andrea [ung, Chairman and CEO

• Calvert Group: Barbara Krumsiek, President and CEO

• Colgate-Palmolive: Lois Iuliber, COO Carlson Companies: Marilyn Carlson Nelson, Chairman and CEO

eBay: Meg Whitman: President and CEO H-P: Carly Fiorina, Chairman and CEO Kraft: Betsy Holden, Co-Chief Executive Officer Kraft Foods and CEO, Kraft Foods North America

Lucent: Pat Russo, Chairman and CEO Mirant: Marce Fuller, President and CEO Spherion: Cinda Hallman, President and CEO Southwest Airlines: Colleen Barrett, President and COO

Springs Industry: Crandall C. Bowles, Chairman and CEO

Xerox: Anne Mulcahy, President and CEO

a rate more than twice as fast as all women-owned firms. Every major ethnic group has experienced a spike in the number of women-owned firms. One in every five firms is owned by a woman of color. Their participation is vital to fueling the economic growth that our country needs. These statistics, brought to us by the Center for Women's Business Research, SBA and the Census of 2000, inspire us to create more opportunity.

Fortune's Best Companies to Work For That Have The Highest Percentage of Female Employees

Percent Percent of Job Training Hours
of Women Growth/New JO,bs Per Year
62 15 132
62 12 162
51 14 32
66 4 52
49 8 30
57 14 40
71 19 109
45 8 76
72 -5 40
46 4 45
52 9 27
51 -5 28
55 25 40
64 -3 NA
67 4 40
44 18 78
49 3 NA #1 Edward Jones #2 Container Store #3 SAS

#5 Synovus Financial #20 JM Family En!. #26 MBNA #33AFLAC

#35 DeloiUe & Touche #66 First Tennessee #67 A.G. Edwards #79 Fannie Mae

#81 Carlson

#82 Merck

#89 Discovery

#91 AMEX

#93 Eli Lilly

#98 J&J

Women are breaking barriers in cultures around

~----------------------------------------~

the world. Our growth as entrepreneurs around

the globe is staggering. Women in advancedmarket economies own more than 25 percent of all businesses. We are well on our way to being a substantial global economic force.

It's encouraging to know that 97 percent of CEOs believe that opportunities for women to advance to senior leadership have improved dramatically in the last five years. And by and large, male CEOs are making this happen. Seventy-four percent of CEOs are giving women high-visibility assignments; 54 percent insure that succession planning incorporates gender diversity; 44 percent are instituting formal mentoring programs; and 41 percent hold managers accountable for women's advancement.

True leaders create dynamic mentor programs that allow women to support each other as they climb the professional ladder in industries still dominated by men. They foster cultures that promote tolerance and respect for, all, environments that are extensions of the company mission itself. Employees walk, talk, and breathe company ideals. They share the collective vision that creating value and a sense of purpose are the greatest things any business could hope to achieve. But this is only the tip of the iceberg in terms of where we hope to go!

When Catalyst was founded 40 years ago there were no women CEOs within the Fortune 500. Currently, 833 women sit on Fortune 500 boards according to that organization. Eighty-three women in those companies

(3.8 percent) hold the highest-ranking corporate officer positions with titles of chairman, vice chairman, chief executive officer, president, chief operationa1 officer, senior executive vice president and executive vice president. Women fill only 6.2 percent of the total line positions-positions with revenue generating or profit-and-loss responsibilityheld by corporate officers.

Women leaders are choosing to be CEOs of our own businesses. Despite our advances in the corporate world, record numbers of women are striking off on their own to become entrepreneurs. Each day, 1,600 women become new business owners-that's double the rate of new male entrepreneurs. And we are more than 9.1 million strong in the U.S. alone. In the last five years, sales generated by women-owned firms increased by 40 percent nationwide, nearing $1.15 trillion. These firms will employ nearly 9.2 million workers this year.

We still have much work to do as women leaders. We must shed light on the imbalances that exist on all levels of business in this country. First, it's plain and simple: women need to make more money and that gender equity is still an issue. A 2000 Employment and Earnings survey conducted by the U.S. Bureau of the Census reported that women's earnings as a percentage of men's were only 0.72 on the dollar-that's down apenny from 1999.

Right now, there are two choices for women seeking a forward-moving career: find the best companies to work for and those who actively work to advance women, or take the risk and be a woman entrepreneur. For those who are motivated, both choices are wide open.

Women-owned firms are fueling the growth of our cities like never before. Presently half are based in the top 50 U.S. metropolitan markets. These employ nearly five million workers and generate more than $661 billion in sales. We should also be encouraged by the massive growth in the area of minority women entering the ranks of entrepreneurship. These firms are expected to number 1.2 million in 2002. This is

Those on the 2002 "Best Companies to Hrork Po r" list have better training, retention, and growth-essential for recruiting and brand identity.

Relish these days of opportunity for women leaders. Use the resources. OUf ship is ready to sail. It's up to you to jump aboard. IiIll



page 46

Jane Nokes

CMPS Training Consultant

Centre for Management and Policy Studies (CMPS)

Sunningdale Park

Larch Avenue

Ascot

Berkshire SL5 OQE England

Tel: 44.0.1344.634200

e case for INCLUSION

IA_ high-profile investigation in 2000 saw the Crown Prosecution Service tagged as "institutionally racist" and criticised for poor employment practices.

Rohan Collier, CPS Head of Equality and Diversity, has overseen the organisation's encouraging response and has found a useful tool in the Centre for Management and Policy Studies' Diversity Excellence Model (DEMJ.

Head of Equality and Diversity at the Crown Prosecution Service (CPS) in 2000 the organisation's employment practices were attracting attention-for all the wrong reasons.

The Campaign for Racial Equality (CRE) had recently launched a formal investigation arising as a result of allegations of racial discrimination in the workplace. The CRE's concerns had been further exacerbated by the findings and decisions of employment tribunals in two cases against the CPS in the late 1990s, and the continued underrepresentation of ethnic minorities at senior levels. The CRE suspended the investigation, however, when the CPS agreed to a series of actions designed to eradicate discrimination and harassment; raise the performance of managers; introduce stronger formal HR practices and put culture change high on the corporate agenda.

To this end, the CPS had appointed Sylvia

Croydon branch, an issue that would lead to the CRE proposing a separate formal investigation into these matters.

Collier arrived at the CPS before the publication of the final report, but saw the interim report in May and so had a good idea of what to expect. She

says: "At that point the organisation and its people felt under siege with regard to the subject of race, which had the effect of paralysing their thinkingthey found it very hard to talk about."

As it happened, the organisation had already agreed to run as a pilot the Centre for Management and Policy Studies (CMPS) Diversity Excellence Model (DEM), which helps assess how organisations manage diversity in their business activities. The CPS planned to introduce its use in its Surrey and Thames Valley branches, and in Management Audit Services.

Denman, CBE, to conduct an independent inquiry Collier explains: "There were many things I

Benchmarking

into barriers to ethnic minority recruitment and progression; the handling of and response to complaints; grievances; and tribunal decisions relating to racial discrimination.

Bad Practice

Denman's final report, delivered in July 2000, would acknowledge the commitment of CPS senior management and the changes made, but also point to pockets of bad practice and lay a charge of "institutional racism" in the way the organisation dealt with black and ethnic minority staff-accepted by Director of Public Prosecutions and head of the CPS David Calvert-Smith, QC. The report would also draw attention to

" ... substantial segregation between the two

wanted to do when I arrived, one of which was to develop a benchmarking system for diversity, so that each of our 42 areas could measure their own progress year on year, and against that of other areas. I had quite a lot of experience of that kind of thing, and certainly of bad benchmarking products that, it struck me, were tick-box orientated and, in my view, lacked rigour.

"When I read the CMPS proposal, however, I knew immediately that it was precisely what we needed -indeed it had drawn on a book I had written.

I particularly liked the fact that use of the DEM required people to be trained, to work as a team and work through things and, crucially, that it linked everything back to the aims, objectives and

page 48

jane.nokes@college-cmps.gsi.gov.uk prosecution teams along racial lines ... " at the CPS business of the organisation.



The Case for Inclusion Raising the Bar

"To be fit for purpose, the CPS must be representative of the public it serves and provide services appropriate to everybody's needs. This requires diversity and equality to inform all areas of our work, for our services to be informed by all who deliver and use them, and for there to be a strong link between employment practices and service delivery:'

Collier was confident that the CPS would take significant action on race with respect to employment policies and procedures, not least because of the threatened CRE investigation and the loss of the tribunals. However, she also felt there was a risk that other important areas of CPS activity would not be looked into with the same vigour-issues around prosecutions concerning racist incidents, domestic violence and rape for example, and the question as to whether the CPS should acknowledge difference when prosecuting, or prosecute equally in

all cases.

Without a view of diversity sufficiently broad to cover these areas, she reasoned, the CPS would lay itself open to challenge in the future. The Diversity Excellence Model, however, could

help the organisation concentrate on all areas of the business.

The Diversity Excellence Model (OEM) Based on the European Foundation for Quality Management (EFQM) Excellence Model, the DEM brings together all the factors that need to be considered in applying diversity management to the whole organisation.

In the same way that the EFQM Model identifies key business processes, so the DEM separates areas of activity in which diversity management must be incorporated. Moving from left to right across the Model (below), it is

possible to trace the influence of policies, leadership and resources on an organisation's processes, and then to measure results. Not only can such analysis confirm the positive effects of diversity management on results, it can also identify areas for improvement.

The principles of auditing the DEM are similar to those employed in performing selfassessment against the Excellence Model, and CMPS runs a series of one-day events as an introduction for people interested in using it. This programme introduces the DEM, defines excellence in diversity and explains measurement against the model. Self-assessment is also covered, and participants are shown how they can benchmark against others to share best practice. More broadly, CMPS offers a range of events, programmes and consultancy services designed to help organisations in the effective management of diversity and equality of opportunity.

Enthusiasm

According to Rohan, CPS staff took to the DEM with enthusiasm, albeit with a degree of handholding from Jane Nokes, CMPS Training Consultant and the Model's author. She says:

"After we ran the DEM in pilot form, feedback told us that teams enjoyed the process and felt it gave them a better understanding of diversity in relation to their jobs.

"They also realised that that, to their surprise, they had achieved quite a lot with respect to diversity in some areas of their work. In areas where they needed to improve there were clear indications as to how they should go about it. They moved from thinking: 'We're bad and we don't know what to do; to 'Actually, we've made a lot of progress, we can see where we're headed and we know what to do in the future: Working

with the DEM helped people to start talking about the issues again in ways which made sense to them, and I believe they would have struggled on their own."

Needless to say, the DEM has been just one of a whole range of activities designed to strengthen diversity management within the CPS. All 6,600 members of staff have now had diversity training, and diversity has been "mainstreamed" into general, management and specialist training, making it more visibly a part of all CPS activity. There has been a campaign on

Dignity at Work, and national conferences and seminars on disability, gender and race looking specifically at the prosecution process.

Diversity has been "showcased" at management conferences. "Everything that could be done

has been done;' says Collier.

No less importantly, great effort has been made in involving communities and staff in discussing issues and reviewing policy, with positive results. Collier explains: "We recently reviewed our policy on domestic violence, and so got together with front line prosecuting staff and community groups to discuss the issues. The result was much better informed policy, with improved community relations as a bonus -CPS staff found it their most interesting learning experience, whilst members of the community were staggered that the CPS was prepared to spend a whole day with them."

Whilst it is a little early to properly assess the impact of such initiatives, the early signs are good. The CPS is already within reach of its 2005 targets for getting people from minority groups into posts at various levels, and has set up many more performance indicators to measure performance with regard to critical areas such as responding to racial incidents

The Diversity Excellence Model The and domestic violence.
ENABLERS RESULTS Diversity
Leadership Pc:opie Processes Pc:opi< Results Key Performance Excellence Collier concludes: "Of course, its
I.Qden,hJplllli Pcopk undcmand. I~ Proc:asa.~ J)'SIrmatkally Dam ihowlag bow Results Model hard to ascribe progress to any
kYth is colllmilltd I-- c.'OiDlIlhlH to.lnvolvtd ~ - ~ t!w cqanlgdoa is pcn:dwd ~ 1bt wallO wbleh
and .nlw lniklr and GUW« and m:ogniKd In the lad lnIpnMd 10 byitlptOple.lntJw tMOIClInialion'" used by the particular activity, but the DEM
I.bf' orBInistllon In promodng drt(llvemaRlgrmenl manQr: st.a.khoIc!n c!MnlIy maBlgtlDtD1 of dlwnll)' m:U'lgmmlof
dIvmlty, wbkh Is ofdfvmlty and g,tDrnlc lnabsIag nlur dlwrslly b coalrlbulblg 10 Its Crown
dflDOMtnlbtypanoflbc buslnc:a resultS" has given people the opportunity
orprusalknul cUJtu1t. Prosecution
IndpllJlosopby Policy a Strategy Customer Results to measure their own progress and
MalllgaMrll or dlvmhy Is ~Imdam Service
- maiMtrtalBfd with a dtu I-- I-- laP'.dislbHhy,gt'ndcr.ra« r- I think we've come a long way."
stnltP' aha COlMNmlC'd ftc) I)'IkmItlnlly IMUUJtGg identifies key
dfrniYdy, tnl:SitMIy aDd customn'snhh<1Jon
-, .. business
processes in Further information on the
Partnership a SocIety Results
Resources ~slxnritigb.ow which diversit~ Diversity Excellence Model can be
- P 8 R.~ Idmllfkd. allpcd r- I-- 1M otpniudQn hi pc:rnived I--
by local. DldoDai ad
aDd drploytd 10 • lata imcmadoaaJlOdtfJ'IDitJ management found at the CMPS website
iKCOVllI 11K dtv- ncab. or
.n ........... _DIJlrSDmtofdlvmky must be
www.cmps.gov.uk/diversity. lim
INNOVATION R L£ARNfNG incorporated.
~5Cd on t~ E:fOM rudlcnte Modt~
~opvri9ht 2000 1-800-573-2867 www.diversityjournal.com


page 49

Guiding the Nation's Economy

At the central bank of the United States, influencing money and credit conditions in pursuit of a stable economy is just one of our contributions to our nation's well-being. In addition, the Federal Reserve works to ensure that consumers and businesses can make and receive payments with confidence, supervises banking institutions to promote the safety and soundness of the financial system, and administers laws that protect the rights of consumers in credit transactions.

From the Board of Governors, located in ~

Washington, D.C., ~nd twelve regional ~

:.'

Reserve Banks, Federal Reserve employees ~

work on domestic and global matters that affect economies and consumers in countless ways. The Federal Reserve values the importance of a well-educated and diverse workforce. In that spirit, we salute all women working to make a difference in our society.

=

WHAT ARE AMERICA'S LARGEST COMPANIES LOOKING FOR IN THEIR LAW FIRMS?

"We expect the law firms which represent our companies to work actively to promote diversity within their workplace. In making our respective decisions concerning selection of outside counsel, we will give significant weight to a firm's commitment and progress in this area."

- Diversity in the Workplace: A Statement of Principle Chief Legal Officers of 455 Major Corporations

(Sponsored by BellSouth General Counsel Charles Morgan)

We get the message. In fact, we deliver the message!

The Corporate Diversity Counseling Group is the only such full-service diversity group practicing at any national law firm advising Fortune 200 CEOs and companies.

Congratulations to Edie Fraser, Diversity Best Practices for the Diversity Gala and to CEO Roundtable/Leadership Award Winners, including Coca-Cola CEO Douglas Daft, Waste Management CEO Maurice Myers, and BeliSouth CEO Duane Ackerman.

CORPORATE DIVERSITY COUNSELING GROUP HOLLAND & KNIGHT LLP

Contact Practice Leader Weldon H. Latham in Washington, D.C., at 202-663-7252.

The hiring of a lawyer is an important decision that should not be based solely on advertisements. Before you decide, ask us to send you free written information about our qualifications and experience. Copyright © 2002 Holland & Knight LLP

Raising the Bar

An Post/Ireland

•

erlng an

ualOpportunity

l.:!litqe!!!UlII to ~es of equality and md~nrl!'JlO onger preach the faith from the ethical moral high ground. This much is true. The path of business justification for diversity-enhancing measures is a well trodden one. There are countless examples of organisations where these initiatives have brought improvements in productivity and efficiency.

In the Irish context, the recent economic imperative alone-a booming economy and the changing composition of the workforce-has been a powerful dynamo placing diversity on the human resources agenda as never before. You would be hard pushed to find anyone to deny the relevance of diversity-driven initiatives in

Working behind the scenes at one of An Post's Diversity Awareness Seminars in May: from left, Bernadette Barrington, Project Manager, Employment Equality; Niall Crowley, Chief Executive, Quality Authority; and

John O'Flynn,

Group HR Director.

principle, yet the practice on the ground is often such that these initiatives develop in an ad hoc manner: only rarely will you find coherent strategies for delivering overall goals. An Post

has been no different from other organisations in this respect.

The creation of a specialist project post in Employment Equality by An Post last year was clearly recognition of this reality. This move was also fired by the need to reorient the Company's approach to the equality agenda, in the context of a rapidly evolving legislative and legal context,


Bernadette Barrington

Project Manager, Employment Equality An Post

GPO

Dublin 1

Tel: (01) 705.8680

bernadette.barrington@anpost.ie

Within the European Union (EU), Ireland now has the broadest ranging equality legislation in Europe. Substantial progress has been made in boosting anti-discrimination legislation in relation both to general employment practices and to the provision and delivery of services in the country. Two powerful state-sponsored institutions (holding powers not found elsewhere in the EU) have been created for the purpose of progressing the equality agenda.

The challenge that faced An Post was to recognise that the concept of managing diversity goes beyond basic compliance with these new regulations to creating an environment that recognises the real benefits of a diverse workforce, and delivers real improvements to its customers as well.

Starting out from late last year, we realised the urgent need to organise equality focus groups as a prelude to conducting an employee opinion survey designed to capture the wider diversity of opinions/attitudes and experiences of An Post personnel. External consultants with an expertise in this area facilitated the process for us. The outputs of the survey were given to our managers for consideration and their views on developing an Equality Action Plan for the organisation were canvassed. An Executive Summary of the survey results is being circulated to all staff members. It will be accompanied by an associated Plan of Action which will outline our commitment to the practice, as well as the principle, of putting equality firmly to the forefront of our work.

The Action Plan will commit the organisation

to a variety of measures which are designed strategically to position us well in relation to best practice elsewhere. As always the initial impetus may have stemmed from the need to comply with the legislation. However, the Company wanted to do more than be merely reactive to the legislative requirements. We were keen to be proactive in planning ahead to meet the needs of employees.


page 54


The Plan includes the following measures:

An Post is Ireland's national postal service provider, employing 10,000 staff and administrating 1,900 post offices nationwide. As the parent company operating Ireland's largest communications, distribution logistics and financial related service networks, An Post provides a wide range of services to both business and personal customers and is the country's largest retail ana transactions network.

Monitoring Equality: producing an updated Equality Policy reflecting the provisions of recent legislation; producing a Disability Policy reflecting the new legislative context; developing an Equality Data Tracking survey for circulation to all staff; conducting annual Equality Audits of staff; consulting with staff representatives in

ensuring a partnership approach to the sharing EU funding over the period 2002 - 2005.

of information and policy development. The eIP programme tests new ways of tackling

discrimination and inequality experienced by

Training and Development of Staff: establishing those in work and those looking for a job. In

a Joint Working Group on Training to review the application of training courses; continuing to encourage staff who wish to pursue formal study and acquire additional qualification, by providing information on the conditions attached to financial and non-financial (e.g. study/exam leave) supports; including an equality module on induction and management training courses.

Career Progression and Promotion: establishing a Career Progression and Promotion Review Group to review procedures across the Business Units and to seek to identify a course of action to render the process as open and as transparent as possible; ensuring feedback on performance at interviews will be available to all unsuccessful interview candidates upon request.

Bullying and Harassment: establishing a Bullying & Harassment Review Group to examine the applications of the current codes of practice; monitoring Bullying & Harassment complaint figures on an annual basis.

Achieving Work Life Balance: exploring the scope for developing flexible working arrangements that enable staff to balance work and personal responsibilities; reviewing the existing divergence in employment contracts among male and female staff, in particular the ratio of permanent to non-permanent staff; ensuring that this does not create a twin-track approach in relation to tenure/promotion by identifying and removing any obstacles that may impede the career of those currently operating flexible working arrangements.

With regard to the latter, An Post recently took an initiative in securing funding from the European Union under the Equal Community

conjunction with seven other organisations that we invited to join our network we put together a project brief which is to create an innovative programme targeting the Work Life Balance agenda in the broadest sense, incorporating the family friendly approach.

"A

n Post, like Irish society generally, has been

changing very rapidly in the last ten years.

Developing and sustaining a work environment that values diversity is the responsibility of all employees. The everyday behaviours

and actions of staff across the whole company will determine the quality of that

work environment; they will

ultimately determine the quality of service

we deliver to our customers. We are a customer service business. If we want

our customers to be treated well, we need to treat our staff well in turn. They have to be well managed and they have to be respected. They have to feel involved in the work and the decisions made about their work. Now, that's not

rocket science! But it is critical if we are going to survive and prosper in the current climate.

'~n Post is on a very long journey. It is a 200-year old organisation.

We have been trying to come away from our Civil Service ways and move in the direction of being a fully commercial organisation. We are a bit like a super tanker, to be honest. " Super tankers take a long time to tum.

about working smart. It's about having control and flexibility over where, when and how people work. It's about being fresh enough to give employees scope to cater to their work and home needs, without jeopardising one for the other.

What is unique to our proposal is the objective of working in tandem with representatives from the union and management sides in delivering on project objectives. These includes awareness training, the development of a diagnostic tool, change management training, the development of innovative pilot initiatives in the participant organisations, the publication of a magazine which will case study best practice, the hosting of a thematic seminar, the conducting of transnational work and much more.

Our Development Partnership is varied and disparate in its requirements and organisational types. This poses us with a unique challenge of developing Work Life Balance policies relevant to the level of these enterprises and finding ways of developing approaches that reflect the reality of the workplace.

A new European Union-driven Employment Equality Directive comes into force in December 2003. It will beef up Irish equality legislation by a long way and present anew

John O'Hehir, Group HR Director menu of challenges to corporations nationwide, An Post including changes to the rules on provision of statistical evidence, application of compensation and penalties and the introduction of new

The latter is concerned primarily with the needs measures designed to ensure gender

arising out of the issues of childcare and elder- mainstreaming at all levels of policy

care and, as such, it is limited in scope and has development. We are not complacent about

the potential to exclude many employees. But addressing these challenges going forward.

Initiative Programme (CIP). As such, we are one Work Life Balance is not just about families and

of 21 projects nationwide that will benefit from childcare. Nor is it about working less. It is

However, we do feel that we are moving substantially in the right direction.


page 55


Raising the Bar

e front

MONG THE WORKFORCE AT BOOZ ALLEN

ne of the largest and most popular departments in any bookstore is the "Advice" section-and whether the section is labeled "Personal Growth:' "Self Help:' or something similar, the titles generally suggest ways to achieve success.

A recent Web search at a popular "dot-com" for books about success in business revealed more than 10,000 titles. But when the search was narrowed to the topic of helping women achieve business success, only some 200 titles appeared. Considering that women make up 51 percent of total employment in executive, administrative,

...... -.--.----------- 1 and managerial

occupations, according to a 2000 survey by the Bureau of Labor Statistics (BLS), that is not particularly encouraging news.

Booz Allen Hamilton, the global strategy and technology consulting firm, chose seven new vice presidents in its class of 2002 for the company's government consulting business-four are women. Pictured (left to right) are Nick Kuttner, Susan Penfield, Natalie Givans,

Cynthia Broyles, Lee Falkenstrom, Laurene Gallo, and Fred Knops.

Ann Sohara, PhD Sr. Diversity Manager Booz Allen Hamilton 101 Park Avenue New York, NY 10178

Tel: 212.551.6019

However, the good news is that the advice that is not available in the bookstores is freely shared among women in the workforce who seek to help their colleagues make their mark in the business world.

diversity@bah.com

Booz Allen Hamilton has a number of highly successful women among its ranks, including


page 56


two senior vice presidents and four newly elected vice presidents in the company's government consulting business. These women have experienced first-hand the challenges of rising

to the top of the corporate business structure. The advice, tips, and the techniques they share with their women colleagues may not be on the best -seller list yet, but many of the firm's rising stars consider their wisdom a "must read."

Heather Burns, a senior vice president in the global strategy and technology consulting firm, notes that the business world has changed significantly in the years she has been at Booz Allen. She believes that much of the cultural change affecting business may be advantageous to women in the workforce. "Change occurs more quickly today, and leaders and managers have to adapt more quickly:' she says. The result, she says, is that "leaders need to rely on instinct and intuition more and more, rather than only

on detailed analytics. These are strengths of many women."

A vice president in the firm's commercial consulting practice, DeAnne Aguirre also sees the possibilities of the strengths that lie in differences, and encourages her proteges to recognize, "that as a woman, you are different ... don't try to be like your male counterparts." She tells women to leverage their natural talents into differentiators while mastering the core competencies of the job.

Burns agrees, and encourages women to celebrate their individuality of self. "Don't sell yourself short; know what you believe ill; stick to it; and live by it. Learn to find ratification, praise, and reinforcement for your work from sources other than your male colleagues," she says.

Susan Penfield, a new vice president at Booz Allen, did just that, and sought to apply the unique skills that a woman brings to leadership as she advanced up the corporate ladder. "The understanding that

Advice from the Front Raising the Bar

emotional intelligence is as important as many of the other facets to leadership was a key lesson." She says that by honing these skills, women can create diverse teams that can make significant contributions.

Another new vice president, Natalie Givans, says that women must learn to recognize that it is okay to not always have all the answers, but that

"Many of us are still part of Advice from the Front-Six tips for women

the bow wave of the first from Booz Allen Hamilton Senior Vice President Heather Burns

mass of women entering the workforce for long-term

• Don't assume that your style has to mirror that of the seniors in the

Penfield notes that she sees

careers," says Broyles. "This is still new and revolutionary, as we are the first generation of women to stay in the workforce for • Listen actively.

organization, nor that you are less legitimate because it does not.

she says, "It is really important to be .known for

it is extremely important for women to recognize a full career." when, how, and from whom to ask for help. But

being very good at something-either some spe- many more women as cific set of capabilities, deep domain expertise, or decision makers and key

being extremely good at business development." clients in the organizations • Learn the ability to motivate others.

When Laurene Gallo, also a new vice president, is asked about the advice she gives to other

skills. Be yourself. Don't assume ill intent. Take ownership of issues and help solve them," she says.

• Cultivate the ability to appreciate others' motivations and positions em issues.

she serves, and Aguirre agrees, "I see much more diversity in the executive

• Be committed to your own continuous self-improvement and personal development--and work hard at it.

• Realize that as a leader, you never stop leading--every action, whether good or bad, can be viewed as behavior to be emulated.

trends will continue to

move towards greater parity."

As these changes continue, there are

All the Booz Allen vice presidents agree that they fundamental implications for women in the have witnessed significant change both within workplace. "In the future, the model in the

women, she's quick to offer ideas based upon her rooms and board rooms, own lessons learned, but says many of these les- and while it's still not an sons apply to both women and men. "Trust your equity position, I see these

and outside the firm since beginning their careers, and that as a whole, the changes have been positive for women.

The reasons behind cultural change in the business world, making it more accepting of women, are many and varied, but newly-elected vice president Cynthia Broyles believes that one of the reasons is that so many fathers have

careerfocused daughters enter the

workplace will be more and more that of collaboration rather than individual leadership. Women are often very effective collaborators, willing and eager to build on others' ideas. Women will have more opportunities for leadership as a result;' says Burns.

their

With greater opportunity will come greater challenges and greater responsibilities for women both within and outside the organization. A key challenge on an individual level will be mastering work-life balance; while within the organization, fostering a climate that embraces flexibility will be required.

I see much more diversity in the executive rooms and board rooms, and while it's still not an equity position, I see these trends will continue to move towards greater parity."

DeAnne Aguirre, vice president

Penfield says that she sees a future workforce that is diverse and accepting of all people and that will create, "a unique challenge for women to balance family, children, and

flip-switch went on. As their daughters struggled to gain traction in the workforce and issues with equity and opportunity were raised personally to them, I saw many become more open in their mentoring and acceptance of women as viable leaders and team members in the organization."

work." Aguirre agrees, and says that will require women to "take time to think through all the different roles they have in life, determine what is 'success' in each of those roles, and then plan their personal and

professional lives accordingly."

Organizations will have to continue to change as well, and women in leadership positions will be catalysts for new cultural paradigms. Says Givans, "The emphasis into the future will require each of us to be willing to adjust 'how we always do something' and ask 'whether there is a better or different way to do this that facilitates my staff's ability to balance their work responsibilities with their'interest~ and family responsibilities:"

As greater opportunity continues to allow women to take a rightful place in the executive suite, greater leadership responsibilities will accompany the upward mobility. The Booz Allen vice presidents are all intimately familiar with that particular imperative and agree that mentoring others is a key to future success.

"Women need role models at the top to demonstrate the door is open and achievement is viable," says Broyles. "And women and men at the top need to extend a hand to champion women to achieve their career goals:' She encourages women at all levels of their careers to "give back, and help other women."

In addition to the senior's responsibility to mentor, the more junior staff must take advantage of the opportunities provided. "You can't do it alone;' says Broyles. She describes the journey to the top as "a long marathon along a winding trail with a variety of bumps and rest stops-it is not a sprint or race;' she

continued page 70


page 57


Raising the Bar

----

Highmark

Roderick Craighead, Jr.

Manager, Diversity and Affirmative Action Corporate Workforce Initiatives Highmark

Fifth Avenue Place

120 Fifth Avenue, Suite 441 Pittsburgh, PA 15222-3099 Tel: 412.544.7648

FAX: 412.544.8368

roderick.craighead@highmark.com

Et<lOJIllanY companies pursue diversity as theugh it were a commodity, rather than a q lity. When executives adopt this mindset, they view diversity as something you would find at the hardware store or in the deli section of the

supermarket. In this context, diversity becomes something you can "get" when you discover you don't have enough of it-like drywall screws or roast beef:

In contrast, Highmark regards diversity as a dimension. Like time and space, diversity surrounds us and provides a context for action.

Within that context is a recognition that diversity goes beyond race and gender to include other things that make us different-like the values that we live by or the way we think.

In truth, we have arrived at this state of mind, not so much as the result of our actions or insights, but primarily as a byproduct of our pervasiveness and purpose. Since the 1930s, our corporate mandate-as outlined by the state legislation

that created us-has been to provide health care coverage programs to the widest possible cross section of Pennsylvanians.

This is "inclusiveness" in its purest form-an unstated inclusiveness that underlies business practices and shapes strategies subliminally.

Given the diverse nature of Highmark's customer base, our priority has been to nurture and manage the parallel diversity that exists in our workforce. This allows us to continue designing and marketing products that effectively address the evolving needs of the communities we serve.

These communities are as diverse as any you will find. Highmark is a not-for-profit health care insurer that operates as a large Blue plan throughout Pennsylvania.

In a state with 11.8 million residents, we serve more than 5 million of them with our private health care coverage programs, approximately

2.1 million through our Medicare programs and several million through other health care related programs. Highmark also serves members nationwide through our health care related programs. Our total membership, including Pennsylvania, is over 23 million.

An Unusual Outlook

Highmark's president and CEO, John Brouse, has distinguished himself as a marketing executive with an uncommon grasp of grassroots issues. He knew that to meet the needs of our diverse member base, we would need to design and administer products and services that are both efficient and relevant.

Recognizing the unharnessed potential Highmark's workforce could bring to the process of better understanding its diverse marketplace, Brouse and the Highmark Affirmative Action and Diversity Board of Directors Committee authorized the development of a program called Planning for Inclusion, whose underlying purpose was to strengthen an already dynamic culture in support of Highmark's goal to be become one of the nation's most consumer-centric companies. (Planning for Inclusion was developed in collaboration with RDP Consulting Services, Pittsburgh, PA, www.ConsultRdp.com)

But Planning for Inclusion was conceived as more than a marketing-support instrument. Highrnark's raison d'etre is captured in the phrase "helping people live longer, better;' and the new program was designed to develop synergies between our increasingly diverse workforce and the community, in the interest of enhancing the general well-being of the region.

The strategic vision for Planning for Inclusion, "to


page 58


Creating a Growth Environment Raising the Bar

This seminar provided management with the ""'---------------------""'1 following components:

actively strive to create a culture of inclusion filled with committed and engaged employees ... to strive to harness the power of diversity in the workplace and in the community to help all people live longer better;' is reflected in the program's business case:

Increase workforce motivation and productivity

Improve the quality of our workforce

• Maximize ROlon human capital Capitalize on and understand new markets Foster good management practices Understand our diverse customer base.

Probing for the Issues

To ensure that the program developed for Planning for Inclusion would target cultural issues of importance to Highmark employees, focus groups were conducted. Some 850 employees, representing almost 8 percent of the workforce and a cross-section of pay grades and accountabilities, provided their opinions on questions that probed for specific diversity challenges and opportunities-and sought to measure the extent to which Highmark is perceived as an employer of choice for minorities and other diverse groups.

A significant group of respondents recommended corporate-wide diversity training, increased collaboration, improvement of communication skills with diverse populations and diverse representation.

What we asked our employees ...

A cross-section of 850 employees participated in focus groups that explored the following questions. among others:

• When you think of diversity and managing diversity, what comes to mind?

• What diversity challenges and opportunities exist in service delivery and product development?

• To what extent do managers and staff perceive Highmark as an employer of choice for minorities and other diverse groups?

• To what extent do minorities and other diverse groups (internally and externally) perceive Highmark as effectively managing diversity?

• What changes do you recommend in your business unit in order to create a culture and climate that is conducive to enhancing organizational effectiveness in creating a culture of indusion across the orgaflization?

Program Format: Three Seminars

As the focus-group results were analyzed, it was decided that the issues they raised could effectively be clustered within three general subject

... and what our employees told us.

A number of clear issues emerged from the focus groups that helped to shape the program design for Planning for Inclusion:

• Participants believed that embracing diversity and maximizing the potential of every employee are crucial to the company's future success.

• Participants recommended creating an increased culture of inclusion at all levels of the company.

• They also suggested an increase in diversity education and training for management.

areas: diversity management, workplace environment and legal requirements. As the result of this analysis, it was decided that Planning for Inclusion would be formatted as

a series of three seminars. These seminars were deemed mandatory for all of Highmark management-and participants attended the sessions in sequence. We had 100 percent compliance and met all our attendance goals.

The company's Corporate Learning department, RDP Consultants and Corporate Workforce Initiatives personnel facilitated the seminars. The Legal Landscape seminar-the third in the series-is now available online through our streaming video system. This allows for desktop training convenience.

Seminar I:

Planning for Inclusion-Introduction to Diversity for Management

Designed for the needs of managers, this seminar explains the impact of diversity and inclusion in the workplace and the marketplace. This first seminar covers Highmark's commitment to diversity and inclusion-a commitment that originates with the Board of Directors and the CEO. It defines the terms "diversity" and "inclusion" in the Highmark setting, and explains the business care for diversity.

• Skill Building: Communication skill and techniques; conflict resolution; leadership fundamentals; cultural awareness and the building of cultural competence; the Highmark definition of diversity and inclusion; and a discussion of the advantages of an inclusive environment.

• Role Playing: Managers practiced

the skills they learned in the Skill Building section of the program through role-playing scenarios based on diversity conflicts and issues.

How Other Companies Approach Diversity:

Each session also included a video on the experiences, situations and actions of other corporations and how they dealt with diversity .

Managers are also provided a "Diversity Toolkit" that contains exercises and other materials that are to be shared on a cascading basis with direct reports to underscore the value of workplace diversity and teamwork.

Seminar II:

Building a Collaborative Work Environment This session is designed to unify Highmark's management team in the design of a collaborative work environment that

supports Highmark's growth.

Focus group participants identified a need to create a single culture and climate for the company's multiple locations-c-or the development of what we've termed

"One Highmark." Creating One Highmark would help defuse the potential impact of miscommunication, policy and procedure conflicts, duplication of effort, production and service quality and territorial behavior.

Seminar attendees are required to develop strategic actions that allow the company's management team to effectively:

Establish an atmosphere of cooperation and reciprocity

Align employees toward common goals

• Embrace accountability in achieving "One Highmark"

Identify methods of overcoming divisive Issues.

This seminar proved effective in identifying specific behaviors and practices that hamper customer and employee

relations-and in creating a set of strategic action plans for implementing effective solutions.

Seminar III:

Planning for Inclusion:

The Legal Landscape

This seminar addresses both the overt and the covert actions that can occur in the workplace and lead to charges of

continued page 68


page 59


--------------------------------------------------~~~-------

INTRODUCING THE CORPORATE EXECUTIVE SERIES

AMERlCAN

INSTITUTE fOR MANAGING

A Vital Opportunity for Top Leaders

DMRSIlY I~'C.~

AIMD's Diversity Leadership Academy introduces the Corporate Executive Series, a new resource for senior management champions of diversity. While there are scores of resources available for practitioners who make diversity their day-to-day jobs, few resources exist for the top-level managers who are held accountable for managing diversity and its impact on business results. Now there is a resource for executives seeking the leadership competencies and skills needed to champion this increasingly critical component of effective organizations.

The Corporate Executive Series is an intensive five-day program, taught in two and a half day segments, that gives participants a unique opportunity to develop cutting-edge, practical leadership competencies in a peer-to-peer setting exclusively for top-level corporate executives.

Participants in the Spring 2003 session include:

• A senior partner in a big five accounting firm

• The Chief Financial Officer of an $8 billion manufacturing and marketing firm

• The Chief Operating Officer of a national advertising agency

• A division president of a global manufacturer of electronic instruments

The series prepares organization leaders to:

• Build organization cultures that support all-inclusive work environments

• Access varied talents and perspectives and challenge conventional wisdom when attacking complex business issues

• Manage complex non-traditional diversity mixtures and tensions like integrating disparate business functions, global expansion, post-merger/acquisition transition, union/non-union labor issues, business/brand portfolio resource allocation, etc.

The first Corporate Executive Series program will be held March 18-20 and May 20-22, 2003 in Atlanta, Georgia. Tuition is $5,295. To request registration and application information, visit www.aimd.org, email aimd@aimd.org, or call 404-302-9226.

.~.

<=>

~

www.hallmark.com

HALLMARK

ENTERTAINMENT

MPi't3tur.e

l'"'~ people

Raising the r

Pioneers

Ann O'Neill

Executive Director

FORD EMPLOYEES HONORED AT DIVERSITYIWORKLIFE SUMMIT

of the new workforce

all busy working mothers, I've learned to be

Ie and creative with my time doing whatever it takes to excel as both a professional and a parent including redefining my notion of how, when and where work gets done.

One of my greatest challenges came one year ago, when r fell off a ladder and fractured my leg. For four months, I was physically unable to go to the

Sharing best practices and experiences was one of the goals of the summit. The day I told my story, we also honored 17 other individuals and work teams who are considered to be pioneers in diversity and worklife.

Hundreds of employees were nominated by their managers, colleagues, work groups and local diversity councils. The honorees were selected by

office. Like never before, the accident forced me to a committee of Ford employees, including past

more deeply explore the application of flexibility honorees. We've already shared their stories inside

in my own life and career including how best to Ford on our Diversity and Worklife Website and

bring the work to me. through our internal communications network.

Fortunately, there was a solution: the

Ford Motor Company Telecommuting Program. This program gave me the opportunity to continue to put in a full day's work, from home, while also doing the right things to ensure I recovered from a very serious injury.

The arrangement was great, for me and the company. It worked so well, in fact, that when r finally did come to the office, legs still in a cast and using a walker, some of my colleagues were surprised to learn that I had been doing all my work from home-and literally hadn't been to the office in weeks!

believed, both as an employee and a manager:

North America Ford Customer Service Division That the traditional 9-to-S, in-the-office model

This experience reinforced what I've always

Ford Motor Company One American Road Dearborn, MI 48126


Rosalind Cox

Manager, Diversity and Worklife Planning Tel: 313.248.7505

rcox4@ford.com

isn't the only way to work. I also am convinced that when companies support flexibility, they are creating respectful, inclusive and more diverse work environments.

_ I was recently invited to share my thoughts on this subject at Ford's third annual Diversity and Worklife Summit, observed for six weeks at Ford locations throughout the world, beginning in early September. I was on a panel with two other Ford executives, who also were there to reaffirm the company's commitment to diversity and worklife.

The employees who earned these honors came from throughout the world, and their diversity: and worklife stories are very different. Still, they have several things in common. T~ey serve as role models, motivators, contributors and leaders. They inspire others with their vision, commitment and team spirit. And they reinforce our firm belief that a diverse and flexible workforce is good for employees, good for the company and, ultimately, good for our customers and communities.

Honorees were selected for their outstanding work in one of the five areas of strategic focus for diversity and worklife:

Leadership within the corporation and the community. With direction and guidance from senior management, all employees are responsible for driving diversity and worklife .

• Valuing a diverse workforce, which reflects the available talent pool and ensures competitive advantage.

Building a respectful and inclusive work environment, which forges commitment and engagement through fairness, dignity and respect.

• Valuingworklife integration through active support of work practices and behaviors that promote flexibility.

Developing external partnerships through corporate citizenship. This connects the

page 62



company with dealers, suppliers, communitybased and professional organizations, schools and universities, government and regulatory agencies and the media for the benefit of the communities where we do business.

Here are some of their stories:

Helping Immigrants

Political refugees and other immigrants coming into Sweden receive government support to help them assimilate into society. Unfortunately, there are no strong programs that teach these immigrants the Swedish language. This issue has received a great deal of public attention and sparked debate throughout that country.

It also has presented a practical problem for our subsidiary, Volvo Cars. Because of safety concerns, job candidates who do not have a strong command of the Swedish language cannot work in our factories.

Volvo employees Anna Fredriksson and Gunnar Johansson have devised a solution-a two-year adult education program, developed in partnership with local educators, which gives these immigrants the language skills necessary for employment. In the end, qualified students will receive full-time jobs at the Volvo Cars Torslanda plant.

The program, which began in April, is the first of its kind in Sweden. Twenty-nine people from 15 countries in South America, Africa, Europe and Asia are now involved. The program includes courses in language skills, health care, Swedish society, mathematics and team building, as well as hands-on training at the factory. Participants are matched with Volvo employees from their home country, who act as mentors.

So far, it's been a great success-helping not only to diversify our employee base but to strengthen our recruiting efforts. The program is a creative solution to the identification and cultivation of talented employees.

Enhancing Diversity and Job Satisfaction Our team in Ford Malaysia established two goals when it formed a Local Diversity Council in 2001: to create a more diverse workforce; and enhance job satisfaction and performance by valuing differences of employees.

Diversity-related activities have included a sign

Pioneers of the New Workforce Raising the Bar

language class and a family day that 400 of the employees' relatives attended. The team also organized a potluck breakfast to showcase the great diversity of foods preferred by their multicultural work force.

Acting as role models, team members also have encouraged others to participate in diversity activities. They clearly have increased awareness among employees of the need to create a working environment that respects and values differences. Already, we have seen an increase in the representation of females and employees with disabilities. The level of job satisfaction among female employees working in our assembly area, as measured by internal surveys, has climbed dramatically since the Council

was formed.

Promoting Flexibility

In our competitive industry, Product Development teams often are under a great deal of pressure. One of our North American PD work teams tackled the issue of job stress head on-with great results. After a benchmarking study of other companies, the team implemented a comprehensive flexible work arrangement pilot that broke new ground at Ford. The pilot included a structurally mandated "no meeting day" on Fridays, a "buddy system" to ensure office coverage when employees need to be away, employee surveys to measure effectiveness and the creation of a permanent team that reviews issues and sets work policies.

As a result, employees reported an improvement of nearly 50 percent in their workload and stress levels with no loss in work output or quality. The use of employee personal business days also was reduced.

Diversity and Worklife Summit Executive Panel Discussion. Panelists included (left to right) Ann O'Neill, Executive Director, North America Ford Customer Service Division; Tony Brown, Vice President, Global Purchasing; Greg Smith, Chairman, President and CEO, Ford Motor Credit Company.

The Moderator (standing) was Gregg Ward, President, Orlando- Ward and Associates.

The team clearly demonstrated the courage to make improvements in both the professional and personal realms of worklife integration. The program was so successful that it recently wa~ adopted for company-wide roll out.

Team members also are rnentoring other work groups who seek to lower stress and increase job satisfaction.

Raising Consciousness

Horst de Hair, a manager from Ford of Europe, has done more than assist the mentally challenged in his community-he has built them a village.

De Hair, who lives and works in Germany, serves as manager of a village created especially for 92 mentally challenged local residents. In this environment, the residents live and work together under the guidance of a 70-person staff. The village, called Eichhof, includes nine houses, a workshop of traditional handcrafts like bakery, pottery, metal working and candle making, and a 400-seat community hall.

Horst has donated countless volunteer hours to the village, and has inspired his organization to do the same. Employees helped with construction of the village and have assisted residents in making products they can sell.

continued page 67


page 63


Legal Briefings

Holland & Knight LLP

Weldon H. Latham Senior Partner Holland & Knight LLP

2099 Pennsylvania Avenue Suite 100

Washington, D.C. 20006-6801 Tel: 202.663.7252

FAX: 202.663.7249

www.hklaw.com

environment. the company's stated requirement of workplace "fairness" has been sufficiently communicated to all levels of management. In fact, there is certainly a risk that managers may not be adequately trained to assure that employment decisions are both fair to individual employees and equitable with respect to different classes of employees. Employers

Changes in the Workforce

While many experts had predicted dramatic changes in race and gender demographics in the make-up of "Workplace 2000," the 2000 Census provided hard numerical substantiation that both the American population and workforce are becoming significantly more diverse, with continuing shifts in national demographics. According to The New Americans, by James P. Smith and Barry Edmonston, there are currently 30.5 million immigrants in the United States, three times the level of 1970. Forty-four percent (44%)

should not assume that even the best employment of the immigrants arrived in the 1990s, and the

policies are, in fact, being appropriately "foreign-born" now make up eleven percent (11 %)

implemented throughout the organization, even of the U.S. population. Given a continuation of

by well-intended managers. Most risky is the these immigration patterns, the Asian-American

assumption that employee workplace claims of and Hispanic-American population percentages

discrimination are not legitimate; notwithstanding will increase and the African-Amerjcan population

the company's aggressive efforts to eradicate such prohibited conduct. Lastly, employers should not assume that employees will raise complaints with human resources personnel or other company officials before they consult lawyers, file EEOC charges with government agencies, or even join in "recruited" class action lawsuits.

percentage will remain steady, while the white national population percentage will steadily decrease.

Similar changes are occurring within the American workforce. According to the 2000 Census, over the past twenty years, the African-American and

Native-American workforce populations both

One of the most prevalent problem areas requiring grew; Asian-American workforce populations grew careful internal monitoring in many companies is somewhat faster; and the Hispanic-American

corporate compensation practices as between men versus women and minority versus majority employees. Pay disparities often appear to be race or gender based, absent a careful audit and analysis of the totality of the circumstances. As a result, assuming that every employee's compensation is "fair" creates an even greater risk of liability in increasingly diverse workforces, where corporations may ultimately have to justify "equal pay" systems with reference to, among other things, the race, gender, age, and other legally protected classifications of their workers. Thus, in to day's environment, the only permissible assumption is that the fairness of a company's employment practices will ultimately come under some level of external regulatory or judicial scrutiny.

workforce population increased dramatically. Public Personnel Management, a publication of the Gale Group, Inc., asserts that women and minorities will represent 75 percent of the more than 20 million new jobholders in the United States. Furthermore, by the year 2010, white males (the group that historically has represented the overwhelming majority of the workforce) are expected to account for less than 40% of the total American workforce.

These changes make it imperative that employers be aware of employees' rights, both under Federal law (e.g., protected classes such as race, color, religion, national origin, age and disability) and broader protections under the various state and

page 64



Representation & Compensation Legal Briefings

local laws (e.g., appearance and sexual preference). Employers in the newly diverse workplace must also be sensitive to both the reality of their workplace as well as employee perceptions regarding fairness, access to opportunities, and demonstrable inclusion in the workplace. In recent years, successful progressive companies have recognized that a diverse workforce operating in an inclusive and open atmosphere enhances creativity, productivity and profitability. As Kenneth D.

Lewis, Chairman, CEO and President of

Bank of America,

prominently on the company's website, attending events geared towards college and professional school graduates of color, and sending diverse recruiters to speak at functions attended by minorities-all help advance a company's efforts to successfully recruit diverse candidates. Getting the word out that "minority and female candidates are welcome, respected, and fully utilized" -is more than half the battle of successful diversity recruiting.

Lack of awareness of the

Many companies fail to appreciate the benefit

stated in Diversity and the Bar (Nov. 2002), "We will not be

advantages, challenges, and requirements of diversity can result in disgruntled employees who - at minimum - are substantially less productive and creative.

of inclusion in a

the most admired company in the world if we don't have a business strategy that is formed by a diverse body of thought:' An article in the same publication entitled "Diversity in Dollars and Sense" stated, conversely, companies that are not prepared for, or fail to embrace, workforce diversity are minimizing the benefits of a multi-cultural workplace that encourages intellectually diverse contributions to business performance. Lack of awareness of the advantages, challenges, and requirements of diversity can result in disgruntled employees who-at minimum-are substantially less productive and creative. These employees may feel that they are victims of discrimination, and may bring expensive, time-consuming, and disruptive class action lawsuits, which severely impact the reputation, financial performance, business operations, and consumer relations of even the best-known companies. Worst of all, without a diverse workforce, companies in the next several years will not have either the personnel quantity: or intellectual quality to get the

I

job done in an increasingly global competitive

environment-no matter what the industry.

Recruitment & Retention

Not only finding but also keeping the best available talent remains important. The challenge now is to find and retain the best talent while creating and maintaining a diverse and highly productive workforce. Employers seeking to establish diverse workforces should focus on practices that identify and attract diverse candidates. Recruiters must challenge themselves to seek diverse talent from traditional and nontraditional arenas. In addition, targeted recruiting, displaying the company's commitment to diversity

Worst of all, without a

employees' right to be compensated equitably. Title VII of the Civil Rights Act of 1964 ensures, among other rights, compensation equity for employees without regard to race, color, religion, sex, or national origin. Section 1981 of the Civil Rights Act of 1866 also provides for compensation fairness on the basis of race and color. The Equal Pay Act provides protection on the basis of sex. Allegations regarding discrimination in compensation-usually tied with promotion issues-are frequently among the primary issues in class action employment lawsuits. Even if employees do not initiate

legal actions, perceived unfairness regarding compensation can lead to discontentment,

lack of productivity, divisiveness within

the workforce, or even an investigation by the Office of Federal

diverse workforce, companies in the

next several years will not have either the personnel quantity or intellectual quality to get the job done in an increasingly global competitive environment - no matter what the industry.


Contract Compliance Programs (OFCCP).

OFCCP, which is responsible for monitoring, among other things, pay equity for companies that do business with the federal government, has identified the following "Best Compensation Practices:"

1. Developing a performance rating system, with measurable criteria, that cl,early differentiates between levels of performance.

2. Ensuring that any subjective elements, such as "initiative;' are operationally defined by providing concrete examples of what the element means.

3. Ensuring that all rating managers are trained in the consistent and uniform application of the elements in the assessment of an individual worker's performance.

4. Examining the impact of compensation decisions on minorities and women to assure that they do not have disparate impact on either of these groups.

company's

workforce to help attract

additional diverse candidates. According to "How to Investigate a Company's Commitment to Inclusive Business Practices;' in Diveisitylnc.com (May 15, 2002), an essential component of attracting and retaining qualified diverse talent is fostering a work environment that integrates cultural competency at every level of business. This means that everyone in a supervisory position must be conversant with and committed to the company's diversity goals and objectives.

According to "How to Attract Top Candidates of Color;' found in Diversitylnc.com (May 17, 2002), recruiting minority talent is difficult for companies lacking executives of color-no one wants to be the "lone ranger." It is important to show minority employees that career opportunities are available. Seeing people of color at the higher echelons of the corporate structure conveys that diversity is valued and diverse employees can achieve success. Lastly, American Express, AOL Time Warner, Merrill Lynch, and Fannie Mae now each have the ultimate recruitment "success story" in their CEOs of color.

Compensation Equity

An employer's equal opportunity and diversity obligations do not end with recruiting and retaining a diverse workforce. A critical measure of fairness in the workplace is compensation equity. Certainly, Federal law protects

As noted above, compensation equity in a diverse workforce has practical, as well as symbolic, importance as a measure of both fairness and legal compliance. Employers

should periodically review their compensation policies and practices to ensure equity. Regular monitoring of compensation, and expeditious correction of any problems, is prudent prior to a legal challenge by disgruntled employees. Additionally, the federal government remains the single largest purchaser of goods and services

in our nation. Thus, virtually every major

continued page 68


page 65

11 J, ~

~r-

vacareers.com

best is yet to come

Deloitle & Touche LLP

Women in Leadership at Deloitte & Touche:

The Ellen P. Gabriel Fellows Program was intro-

Continued from page 41

"As a result, when a lead client service partner

460

duced in June 2001 to honor the memory of the rotates out;' says Art Schmeiser, national founding national director for the retention and managing partner, partner matters, "the woman advapcement of women. Designed to provide who has been working on the engagement as intensive, multi-dimensional development expe- partner-in-charge will be well-positioned and

riences, this four-month program is offered to prepared to take the lead role."

highly talented male and female senior man-

agers. Ten Fellows participated in the program The Bottom Line

in 2001 and nine in 2002. "The program offers a A professional services firm is inseparable from

lot of upward opportunity-specialized project experience, exposure to senior leadership;' says Cary Oven, a partner in Enterprise Risk Services, and 2001 program participant.

The National Deployment & Development Group has implemented a more strategic and proactive approach to the leadership selection processbroadening the diversity of candidates, with a focus on eligible women and minorities.

and a database of partners and directors, spotlighting skills and goals, is being compiled.

"When a position opens, we know who is interested and what they can and want to do;' says John Barch. "As a result, the leadership selection process is more open and rigorous, and women are assured of malcing the short lise' The group is also helping relatively new women partners to gain leadership experience in smaller roles with plans to move them into bigger jobs.

•

pioneers

Number of women

partners/ principals/ 'directors

97

1993

2002


De Hair also has inspired and led fundraising efforts for the village. The participation of more than 220 Ford employees in this project has resulted in greater respect and awareness of people with differing abilities.

I'm proud of the groundbreaking work of these employees. I can assure you there are others like them, each with an interesting story to tell. Every day they emphasize that diversity and worklife, inclusion and flexibility, aren't just concepts. Nor are they simply the right thing to do. They are good for the business ... and they have the power to ensure our long term success.

the people who deliver its services. "We promise all our people the opportunity to achieve their full potential;' says Bill Parrett. "If we don't deliver on that promise, we're short-changing our people, our clients, and our future."

Percentage of all partners/ principals/directors who are women

To skeptics who still consider the relatively brief tenure of many women partners an impediment to leadership success, Jim Wall and Bill Parrett frequently offer these reminders. "Many of our

leaders;' concludes Bill Parrett. "It's time to identify the women who want to advance to leadership, connect them with development opportunities, give them a chance to take on more responsibility, make some mistakes and learn from them,

and encourage and acknowledge their

successes."

Ford Motor Company

It's our job as managers to support their efforts, applaud their successes

and share what they have done with

others. Ii!ll

1993

2002


page 67

most senior leaders were given significant leaderThe Group reviews the leadership positions that ship responsibilities when they were fairly young.

are open and, drawing from the firm's national They may not have been perfectly ready either,

talent pool, assembles a list of candidates. but someone said, 'we have confidence in you;

Women's Initiative leadership participates in the took the risk, and supported them" says Jim.

process. Succession plans for the 170 top leader-

ship positions in the firm have been developed, "This firm is really in need of additional strong

Number of key leadership positions held by women

1993

14

2002

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DELIA PASSI SMALTER, PRESIDENT, MEDELIACOMMUNICATIONS INVITES YOU TO A

'HANDS-ON' WORKSHOP

PROGRAM: DIVERSITY AND THE MARKETPLACE: SEEING RESULTS THROUGH EFFECTIVE APPLICATIONS

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• How to Initiate Training and Communications Programs to Support Marketing and Sales

• Best Practices of Market Achievers - Top Ideas for Getting Diversity

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creating a growth environment

Highmark

discrimination-or even lawsuits. This seminar was designed to outline and guard against what could happen to an organization that fails to create a culture of inclusion. The seminar emphasizes the need for management to become more effective in dealing with the unique challenges arising from managing and developing a diverse workforce by discussing:

• The impact of discrimination on an organization

• Types of discrimination claims

• Avoiding behavior that leads to discrimination claims

• Anti-discrimination policies and procedures

• How diversity supports a culture of inclusion.


Embracing diversity allows our company to integrate the unique variety of men and women in our workforce, marketplace and community to include individuals of all ethnic, cultural and generational backgrounds. A culture of inclusion is built on a work environment where everyone feels valued and respected because of their differences and their unique contributions.

A Work in Progress

The three seminars are the cornerstone of a

program that will help Highmark more effectively compete in its diverse marketplace, while helping to ensure the good health of our community. Rather than a one-shot deal, however, the program should more realistically be viewed as a core foundation for future

diversity programming and initiatives.

The composition and priorities of the community, after all, are continually evolving. Perpetual education and training are paramount in successfully initiating, sustaining and maintaining a culture of inclusion. Therefore, it is

The HLC Group, Inc

page 68



essential to view programs like Planning for Inclusion as works in progress.

At Highmark, our strength is people. The synergy of different skills, talents, potential and backgrounds has made the company one of the nation's largest and most successful health insurers. We strive to harness the power of diversity in the workplace and the community to help all people live longer, better. The business and workforce advantage are numerous and

almost unlimited. IIDll

compensation

Continued from page 65 Holland & Knight company "does business" with the government and, as a result, is subject to OFCCP regulations.

Business organizations of the future, of necessity, will be increasingly diverse. With the current and projected changes in various minority populations, men and women of different nationalities, ethnicities, and races

will make up the greatest proportion of the u.s. workforce. Companies must develop organizational strategies regarding, among other things, the roles of recruitment, retention, and compensation in creating and sustaining a workforce which is totally inclusive. Corporations that fail to understand the benefits, challenges, and requirements of workforce diversity will neither be prepared for the advantages of, nor be ready to take the steps necessary to minimize the legal and practical risks of, failing to address, inevitable change. The successful workplace of the future will treat workforce diversity as a resource to be leveraged rather than as a

problem to be avoided or solved. IIDll

Weldon Latham is a senior partner and Practice Area Leader of the Holland & Knight LLP Corporate Diversity Counseling Group. He serves as Counsel to the Coca-Cola Procurement Advisory Council; Chair. Deloitte & Touche LLP Diversity Advisory Board; and General Counsel, National

Coalition of Minority Businesses.

Helping Corp'orate .. . r:':

America Understand .;~. * ; ... I.; :,

the Challenge ·

"None of the attorneys listed is certified as a civil trial specialist by the Tennessee Commission on CtE and Specialization. Certification as an employee law specialist is not currently available in the State ofTennessee."

Successful corporations understand that diversity is about more than compliance, it is a matter of survival. To help companies prepare for and thrive from these dramatic population shifts, Wyatt, Tarrant & Combs has established a Diversity Services Group to advise CEO's, Chief Diversity Officers and General Counsel committed to attracting and retaining diverse employees and customers. Our goal is to help corporate America understand the challenge of building a diversity program, define the goals and objectives of diversity initiatives and establish accountability.

Led by Dr. Benjamin Hooks, the former Executive Director ofthe NAACP, Wyatt, Tarrant & Combs Diversity Services Group provides counseling and advice in the areas of

• Employee relations

• Customer relations

• Employee recruitment and retention

strategies

• Public relations

• Government relations

• Outreach programs targeted to ethnic-and gender-based organizations

• Litigation prevention

• Audits of Existing Programs

WV~TT

WYAIT. TARRANT. COMBS. LLP

Diversify Services Group

Contact Information

Dr. Benjamin Hooks. Chair Diversity Services Group

The Renaissance Center 1715 Aaron Brenner Drive Memphis. TN 38119-4367 (901) 537-1000 www.wyattfirm.com

Imagine

a workplace ... '"



page 69

advice from the front


Booz Allen Hamilton

says, but rather a journey that requires a strong create the best balance between meaningful,

network. "Network, network, network-get into rewarding work with activities outside of

the network, don't avoid it," she says. work:' she says.

"As I mentor other women who aspire to hold Broyles notes that Winston Churchill once said,

senior positions, I try to ensure that they try to "We make a living out of what we get.

get as many points of view on their performance We make a life out of what we give." as possible:' says Penfield. "More than one

mentor is valuable as you climb the ladder." "To me he is saying to give back to the women around you in the workforce today. That is what will make the workforce of tomorrow stronger and more equitable," says Broyles.

But businesses must do more than provide nourishing opportunities for networking in the 21st century workplace.

That, Mr. Churchill, just might make a good book-jacket note. IiDll

There are at least four key factors that organizations must embrace to ensure success in the more diverse workforce of the future according to Givans. "We

must create an environment of true teamwork; provide full respect for all perspectives and styles;

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