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General Definition: Recruits, develops, and retains a diverse high quality workforce in an
equitable manner. Leads and manages an inclusive workplace that maximizes the talents of each
person to achieve sound business results. Respects, understands, values and seeks out individual
differences to achieve the vision and mission of the organization. Develops and uses measures
and rewards to hold self and others accountable for achieving results that embody the principles
of diversity.

***********************************

How Leveraging Diversity applies to:

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ác reates a work environment/culture that appreciates and values people of different

background, experiences, and cultures
ác Deals fairly and equitably with employees while taking into consideration their individual
needs and circumstances
ác Recognizes and taps the abilities of diverse individuals and groups to achieve
organizational goals
ác 0reats all employees with respect, fairness, and consistency (e.g., listens to and respects
others' views and ideas)

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ác Ruilds staff with people who have different and complementary knowledge, experience
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mission at airport
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ác reates a work environment/culture that appreciates and values people of different
backgrounds, experiences, and cultures
ác Œnsures that screening personnel and procedures exhibit understanding and sensitivity to
other cultural practices and beliefs in the way that they screen passengers from those
cultures
 ác Recognizes and taps the abilities of diverse individuals and groups to achieve
organizational goals
ác Recruits and hires diverse staff that reflects the diversity of the local community
ác Leverages different employees experience and expertise by having them develop/deliver
training in that expertise to other employees
ác ºarticipates in diversity meetings/forums with people from different cultures to
understand their customs and concerns and how they impact security procedures

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ác Ruilds staff with people who have different and complementary knowledge, experience
and capabilities needed to effectively implement 0
mission at airport
ác 0reats all employees with respect, fairness, and consistency (e.g., listens to and respects
others¶ views and ideas)
ác reates a work environment/culture that appreciates and values people of different
backgrounds, experiences, and cultures
ác Œnsures that screening personnel and procedures exhibit understanding and sensitivity to
other cultural practices and beliefs in the way that they screen passengers from those
cultures
ác Recognizes and taps the abilities of diverse individuals and groups to achieve
organizational goals
ác Recruits and hires diverse staff that reflects the diversity of the local community
ác Leverages different employees experience and expertise by having them develop/deliver
training in that expertise to other employees
ác ºarticipates in diversity meetings/forums with people from different cultures to
understand their customs and concerns and how they impact security procedures


c

ác reates a work environment/culture that appreciates and values people of different

background, experiences, and cultures
ác Deals fairly and equitably with employees while taking into consideration their individual
needs and circumstances
ác Recognizes and taps the abilities of diverse individuals and groups to achieve
organizational goals
ác 0reats all employees with respect, fairness, and consistency (e.g., listens to and respects
others' views and ideas)


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ác Deals fairly and equitably with employees while taking into consideration their individual
needs and circumstances
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 ác 0reats all employees with respect, fairness, and consistency (e.g., listens to and respects
others' views and ideas)

***********************************

 
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Applies to all competency levels



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A person at the Beginner-Basic Knowledge level has limited experience applying the
competency. He/she applies general knowledge in common situations but has limited practical
experience in applying the competency in a work environment presenting more complex
situations.


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A person with mid-level proficiency has applied the competency repeatedly and successfully in
the performance of his/her job but still has much to learn about the advanced aspects or
behaviors associated with the competency. A person at this level can usually apply the
competency on his/her own.

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A person at the High level has extensive knowledge of and experience with this competency and
can apply the competency exceptionally well on the job without assistance. At this level one is an
expert and has enough experience to teach the competency to others.


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 Lockwood, Nancy R., ³Workplace diversity: leveraging the power of difference for
competitive advantage´, HR Magazine, June, 2005.

Workplace diversity has taken on a new face. 0oday, workplace diversity is no longer just about
anti-discrimination compliance. Workplace diversity now focuses on inclusion and the impact
on the bottom line. Leveraging workplace diversity is increasingly seen as a vital strategic
resource for competitive advantage. 0his article describes how more companies are linking
workplace diversity to their strategic goals and objectives--and holding management accountable
for results. Leaders at all levels play a key role in creating and empowering an organizational
culture that fosters a respectful, inclusive, knowledge-based environment where each employee
has the opportunity to learn, grow and meaningfully contribute to the organization's success.

ï "Ruilding and Maintaining a Diverse High-Quality Workforce"

0his online guide is designed to help Federal agencies develop an effective program to build and
maintain a diverse, high-quality workforce. Ruilding includes activities to attract, recruit, and
hire employees. Maintaining includes activities to develop, manage, reward, and retain
employees.

ï "Œthnicity and ultural Resources"

0his site lists resources for understanding various ethnic groups and cultures.

ï 0rompenaars, Fons, Hampden-0urner, harles, Managing ºeople
cross ultures (ulture for
Rusiness eries), apstone, June, 2004.

Managers of diverse workforces in today's globalizing context will find great value and new
ideas in this work. 0rompenaars provides models that help one understand cultural differences
and their likely implications on how people can be managed effectively. 0his book is of
particular use to those responsible for managing people in organizations with employees having
different national/ethnic origins. 0he book talks about the impact of values and beliefs on what
is viewed as fair and appropriate relative to processes like selection, development, performance
management and rewards management.








ï ºarticipate in organization- wide activities and with organizations that support the attraction,
retention, and development of a diverse workforce.

ï In discussions with your peers and subordinates, promote differences as being assets, not
liabilities.

 Make an effort to interact with people who are different from you. Learn about their
backgrounds, perspectives, and cultures.

ï Volunteer to be a coach or mentor for someone whose ethnic background is different from
yours.

ï
nalyze your own values, beliefs, and actions. Make sure that you demonstrate respect for
diversity in your language and actions.

ï Initiate a process of identifying specific experiences, skills, expertise and interests of

employees that could be utilized to address key issues or needs in the organization. 0hen plan
how to leverage them.
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ï Recommend that your screening managers and supervisors have discussions with their team
members to identify how to screen passengers from different cultures in ways that are sensitive
to and respectful of, their cultural practices and beliefs.

ï
ssign lower level managers and supervisors within your organization the task of getting to
know their employees¶ skills, expertise, experience and interests to identify how to leverage
them in ways that fit within 0
needs.

ï Recommend that lower level managers organize informal meetings in which the members of
their work group/team can get to know more about the backgrounds, interests and capabilities of
their fellow team members so that they can take them into consideration in the ways they work
together and interact with each other.

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diverse workforce is one of your greatest assets, yet precious few companies have learned to leverage its 
power. Reyond recruitment and hiring, many businesses fall short when it comes to retention and motivation
of the diverse workforce they worked so hard to employ. For minority employees, the missing piece is often a
strong sense of self and an appreciation for who they are and what they offer.

O

 

  goes beyond calling for diversity to give business leaders the knowledge and
tools they need to profit from our differences. Minority workers will also find real-world inspiration for
contributing to their company¶s vision, mission and success.

0his book helps companies who understand the value of diversity to build, retain and leverage the diverse
workforce they need to be competitive in this country, as well as the global market. 0he book starts in the
very beginning where most books and training programs don¶t. Refore any executive can implement long
term organizational change, the company must ensure the cooperation and conviction of its employees. I am
reminded of the saying, ³If you think you are leading and no one is following, then you are just out for a
walk.´

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³A bottom-line, rubber-meets-the-road guide to profiting from the diversity you worked so

hard to create. A must-read for all business professionals.´

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³De must go beyond just having a diverse workforce, inclusion is the key that will lead to
profits...this book with show you the way to diversity inclusion!´

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"Kim and Sylvester have taken a fresh approach to teaching workplace diversity. Rather than simply stating
facts and preaching about the importance of cultural competence, they have interjected their own personal
experiences of facing challenging interactions both in the workplace and in their private lives. Sharing their
personal stories makes the learning process all that more real. In addition, they use very good metaphors to
make important points--again a much more instructive tool than dryly stating rules and regulations. Kim and
Sylvester start the diversity learning process at the beginning by asking the reader to look at him or herself.
They gently challenge the reader to explore myths, beliefs and prejudices while guiding him/her to the
realization that much of the prejudices and stereotypes we all bring to the table are not of our own making
but are, in a sense, inherited from our own life-upbringing. The authors go on to lead the reader into the
possibility that our old lenses can be changed and we can choose to see things differently--from a more open,
tolerant learning perspective. They give the reader permission to forgive him/herself for past mistakes and
intolerances, while at the same time putting the responsibility on the reader to be the force of change."


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rI really like what this book is saying. I have prided myself as being liberal and sensitive to minorities, but Kim
and Sylvester point out things that I hadn¶t realized.´

 
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üIt was my honor to be allowed by Kim and Sylvester to contribute a chapter to this book. The universe
operates effectively based on balance. Today's society has become diverse in schools , many communities and
in the workplace. It is my belief that unless our thinking allows us to leverage this diversity or find the balance
that we are now a part of, we will be less than effective. Albert Einstein says: µDe can't solve problems by
using the same kind of thinking we used when we created them¶. This is a new age of existence and culture.
This book helps those interested in increasing their effectiveness to be able to adjust their thinking by learning
the skills necessary for leveraging diversity while developing a better understanding of cultures that become a
part of the work place. A must-read for all employers who seek to remain on the cutting edge.ü

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üI am the Dallet Doctor because of my Ph.D. in finance. Because of this, few people know that I hold a master
of international management from Thunderbird ² the premiere university graduate program in international
business. A required course in Thunderbird's curriculum is ü ross- ultural ommunication.ü The reason for
this is because of the enormous conflicts and faux pas by üugly Americans.ü orporations lose billions of
dollars annually due to inappropriate responses from perceived cultural separation. I remember a Rotary GSA
Exchange between Brazil and alifornia I participated in. The leader, a prominent alifornia banker, although
skilled in banking finance, understood nothing about managing diversity. In my absence on one weekend of the
exchange, one member of the group committed a faux pas in Brazilian high society that was so grave that when
I later became aware of it I discovered that we were slated for deportation. I was able to heal the separation
between cultures only by applying knowledge from my graduate studies in international business to get the
wealthy and powerful Brazilians I was dealing with to understand üthe other side.ü This same knowledge is in
this book. For this very reason Kim and Sylvester's book, ü
everaging Diversity at Dorkü should be required
reading for every person interested in entering corporate management.ü

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  lays the foundation for the transformational work that must be done first with
every member of a company. First of all, the members of the majority culture---in the business community that
is generally white, upper middle class males---must understand the reason why managing diversity is in the
company¶s best interest. 0hen, they must develop some empathy for what it truly is like for members of the
minority culture. Only after that inside out work is accomplished will a managing diversity program be
effective. Without the internal mindset sift, any diversity initiatives will be undermined, either consciously or
subconsciously by the majority culture and those in positions of power.

nother thing that makes this book unique is that it addresses the responsibility of minorities in creating an
environment where diversity is valued. Until members of a minority culture can embrace who they are and
recognize the true value that they bring to the table, it makes it difficult for others to value what they have to
offer. 0his book helps minorities develop a strong sense of self and an appreciation for what they have and who
they are so that they can solidly add to their company¶s vision, mission and strategic planning.

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is the book that will truly assist companies in their journey toward cultural competence and a true
sense of valuing diversity from both a personal and business perspective.

0    


 


We designed this book with you in mind. We know you are busy. We know how tedious it can be to read some
of the technical business books that are out there. We wrote our book in storytelling style so it will be
something you will enjoy reading. 0his won¶t be a book you buy and then leave sitting on your shelf.

0he book starts in the very beginning where most books and training programs don¶t. Refore any executive can
implement long term organizational change, the company must ensure the cooperation and conviction of its
employees. I am reminded of the saying, ³If you think you are leading and no one is following, then you are
just out for a walk.´

O

 

  lays the foundation for the transformational work that must be done first with
every member of a company. First of all, the members of the majority culture²in the business community that
is generally white, upper middle class males²must understand the reason why managing diversity is in the
company¶s best interest. 0hen, they must develop some empathy for what it truly is like for members of the
minority culture. Only after that inside out work is accomplished will a managing diversity program be
effective. Without the internal mindset sift, any diversity initiatives will be undermined, either consciously or
subconsciously by the majority culture and those in positions of power.

Yes, you can regulate behavior as long as you are there to ³catch´ people when they aren¶t behaving as you¶d
like, but if you want true compliance with diversity incentives, then you must create an environment where
workers understand the value and importance of embracing differences. Our book starts in that very place.




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Many companies have avoided diversity training that really gets at the root of the issues because when they
look around at their workers, everyone seems to be getting along fine. 0here doesn¶t seem to be much
disharmony on the surface and they are afraid to talk about differences because that may ³stir up things.´ Well,
in order to stir things up, there must be something there to stir in the first place!

We all have cultural values and influences that determine our behavior on a moment-to-moment basis. Most of
these things occur on such an automatic, nonconscious level that we are really at the mercy of our early
conditioning. Rringing these issues to consciousness and closely examining them is the only way to really
impact our thinking and subsequently, our behaviors from the inside out.

When done well, good diversity initiatives provide a road map for the entire company or organization to
follow. 0his creates a workplace where everyone is aware of the direction of the company and understands his
or her role in supporting that vision. Œveryone can be on the same page at the same time.

When employees have experienced the type of preparation this book endorses, then they will have the internal
motivation to embrace difference. You won¶t have to be standing over their shoulder to get them to cooperate.
Œxternal supervision will not be necessary for most employees.

http://www.coachingforexcellence.biz/leveragingdiversity.htm
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upplier diversity programs, ultimately created to better connect businesses with their end users,
present minority owned businesses with a distinct opportunity to break into world-class
procurement systems.
lthough these programs are often heavily promoted, many small
businesses find themselves uneasy about participating and therefore are losing out on this low-
hanging fruit. 0his article aims to educate minority owned businesses about supplier diversity
programs and how best to leverage this considerable opportunity.

Unlike the government sector, private businesses are generally not required to implement
supplier diversity practices. Why, then, do the vast majority of prominent businesses such as

00 and 0he oca-ola ompany develop and tout their supplier diversity practices? 0here is
a subset of reasons that, at the end of the day, boil down to the common language of all business
-- supplier diversity boosts the bottom line. Ry enhancing corporate reputation ± and therefore
brand and corporate awareness -- and by communicating directly with scores of end users,
supplier diversity simply makes sense.

Most people, and particularly women and minorities who own small businesses, want to
purchase from companies that act responsibly and that patronize business like theirs. 0his same
audience, and especially women, exercise tremendous buying power. For example, 76 percent of
woman act as the principal shopper in their households Greater than 50 percent of investment,
auto and electronics purchases are made by women.
nd, women purchase more than 80 percent
of home improvement goods. onsider these additional statistics:

ác In 2007, Hispanic buying power is projected to surpass that of
frican
mericans for the
first time, approaching $864 billion annually.
ác In 2007,
frican-
merican buying power is projected to increase by 6 percent to top
$850 billion for the first time in history.
 ác
sian buying power has the second-fastest projected rate of growth, behind Hispanic
buying power.
sian buying power will grow 434 percent between 1990 and 2011(versus
the 457 percent gain for Hispanics and 190 percent total U. .).
ác Ruying power for Native
mericans will total $53.9 billion in 2006 and rise to $73
billion in 2011. 0hat¶s a 270 percent increase since 1990.

ross reference this data with the following business ownership facts, and it becomes easy to see
why companies are serious about building relationships with diverse suppliers.

ác Women own almost 30 percent of non-farm businesses.

ác 0he number of U. . minorities topped 100 million in 2006.
ác 0he number of Hispanic-owned businesses grew by 31 percent between 1997. and 2002,
which is triple the 10 percent rate of growth for all U. . businesses.
ác 0he number of black-owned businesses grew by 45 percent, versus 10 percent growth for
all U. . businesses.

0he bottom line is that minority business owners represent more than the great
merican
entrepreneurial spirit. 0hey also represent a significant portion of a large company¶s customer
base.

Impressive as they are, these facts alone do not tell the whole story. In many cases, buying from
a minority owned firm simply makes immediate dollars and cents. In fact, according to a study
by consulting company 0he Hackett Group, ³«ompanies that focus heavily on supplier
diversity generate a 133 percent greater return on procurement investments than the typical
business«´ 0he report also noted that, ³ uppliers owned by women,
frican-
mericans,

sians, Hispanics and
merican Indians may price their products and services better than larger
competitors or operate more efficiently«´

Given that no business is going to turn down a combined opportunity to enhance its reputation
among key purchasers, generate higher ROI and pay less for products, supplier diversity
programs present quite a carrot for minority-owned business. 0he remaining question, then, is
how to find and leverage such programs.

Finding upplier Diversity ºrograms

Many small businesses find the following methods of finding supplier diversity programs to be
especially fruitful. One is tried and true networking.
ttend professional association meetings,
and get to know colleagues from other industries and companies. 0hey may share their
successful ± and not so successful -- journeys. Learn from their experiences.
long these same
lines, seek out procurement executives at meetings, and strike up a conversation about their
processes. Nothing beats direct information and contacts. Local organizations affiliated with the
NM D or WRŒN provide excellent avenues for networking.

0he other discovery method involves social networking, or researching and discussing programs
online. In their quests to create vendor pools representative of end users, most large companies
prominently display their supplier diversity programs online, and many of these Web resources
include a step-by-step guide to assist small businesses through the process. ometimes, one call,
a, a single e-mail or just registering on the Web site is all it takes to get involved.

ºractical Guidelines for Leveraging upplier Diversity ºrograms

rmed with reliable information and guidance for program participation, some business owners
stall at the point of action. 0hose who have been successful agree that one of their key learnings
is the realization that success lies in a fundamental sales principle -- understanding the customer.
Rusinesses engage in supplier diversity programs because they expect the cost benefit analysis to
be positive.
ll the added branding and reputation bonuses are helpful, but the bottom line is the
same as always ± the vendor must earn business by offering a quality product that enhances the
company¶s market position.

It is imperative that vendors prove their value up front. 0he best way to do this is by preparing
well for the initial meeting or discussion with the supplier diversity organization. One way to
begin successful preparation is to set goals for the meeting, and develop materials and talking
points to support those goals.
set of sample goals follows.

t the end of the meeting, the diversity manager should:

ác Understand what the your company offers

ác Relieve that you will bring value to their corporation
ác Recognize that you understand and can support their supplier diversity initiatives
ác ommit to introducing you to targeted buyers within the corporation
ác ºrovide ongoing support during the sales process

Once goals are set, concrete preparation can begin. 0actics that will make any sales call more
successful include gathering background information, determining who will attend the meeting
and the roles those people play, creating supporting materials, and preparing answers to difficult
questions.

When the meeting arrives, begin by introducing the company and how it can add value to the
potential customer. 0he next step is asking for guidance about the customer¶s supplier diversity
program.
sk about organization structure, networking tactics and critical personnel. Inquire
about support structures available during the sales process. Gather intelligence about the
organizational goals related to supplier diversity. What is the targeted spend with diversity
suppliers? How does the company measure success -- number of contracts, total spend, number
of suppliers bidding on business? 0hen, share ideas for meeting those goals, and ask for ways to
help.
s always, active listening and reflection is critical throughout the entire meeting.

Follow up communications can act as another key differentiator. ome companies find it
especially useful to send the potential client a detailed outline of understanding and commitment,
specifically providing an account plan and a full assessment of company capabilities related to
client needs.
% 


orporate-sponsored supplier diversity programs represent a lucrative opportunity for minority

owned businesses to drive sales and for large corporations to connect with end users. Minority
owned business that prepare and follow a strategic, measurable plan for tapping into these
resources will likely find themselves reaping the benefits of these rewarding programs.