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Our Source of Pride: 54 Companies Earn Diversity Leader Award
Profiles in Diversity Journal is proud to honor 54 companies with the 2011 Diversity Leader Award. We recognize these fine organizations for sharing their diversity success stories with our readers all over the world by participating in our editorial features during the year. Yes, that is how important we think it is to continually preach the gospel of diversity! These organizations are led by visionary CEOs whose commitment to diversity and inclusion was not shaken by a rough economy. These leaders know that this magazine is a trusted resource that has been trumpeting diversity for more than a dozen years. We are proud to feature their stories in our pages. Last year 38 companies were recognized with this award. If you have not availed yourself of our editorial opportunities, what are you waiting for? Each issue of the magazine is tailor-made to showcase your company’s efforts, and I am sure you could find at least three or four features to participate in throughout the year – features, which, by the way, are entirely independent of advertising. You see, we, too, have a commitment to diversity. Telling your story is our burning desire, because we know that just living your diversity values is sometimes not enough. Some people need more than just a powerful example; they find encouragement by reading about your successes. I’m reminded of something St. Francis of Assisi said in the 12th century: “Preach the gospel always. If necessary, use words.” We’ll help you find those words by giving you a variety of editorial opportunities throughout the year. I applaud the organizations we recognize with this year’s award, and I encourage each of them to proudly display the award symbol on all of their corporate communications, press releases, newsletters and internal communications with employees. Let there be no doubt among your stakeholders where you stand when it comes to diversity. This issue of the magazine closes out our publishing year for 2010. It has been a good year, and we’re extremely optimistic about 2011! We’re detecting a very real excitement around diversity. Companies have righted themselves after the financial shocks that began in 2008, and they are forging ahead with big dreams and bold programs. I want you to know that you have a true communications partner in Profiles in Diversity Journal. Together, we can help your diversity goals become a reality and – by telling your story to others – inspire them to redouble their own efforts toward achieving a diverse workplace and community. John Murphy Managing Editor
P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010
James R. Rector John Murphy
Damian Johnson Paul Malanij
Laurel L. Fumic Alina Dunaeva Jason Bice
WEB MASTER CONTRIBUTING WRITERS
Pamela Arnold Michal Fineman Linda Jimenez Marie Philippe, Ph.D. Craig Storti Nadine Vogel Trevor Wilson
LETTERS TO THE EDITOR
Commentaries or questions should be addressed to: Profiles in Diversity Journal, P.O. Box 45605, Cleveland, OH 44145-0605. All correspondence should include author’s full name, address, e-mail and phone number.
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PHOTOS & ARTWORk:
table of contents
fEAturES 8 20 31 20 41 50 31 54 8
Volume 12 • Number 6 November / December 2010 ON tHE COvEr: 2011 Diversity Leader Awards™
Introducing the winners of the Profiles in Diversity Journal 2011 Diversity Leader Awards. National Grid’s President in the U.S. Tom King views Inclusion & Diversity as a business asset in driving innovation.
NAtiONAL GriD / tom King
meet Dennis A. Swan, Chair, President and CeO, of Sparrow Hospital and Health System.
SPArrOW / Dennis A. Swan
rOyAL DutCH SHELL / Peter voser
Shell's CeO is Tackling Diversity & Inclusion on a Global Scale.
MGM: A Decade of Diversity
mGm resorts International celebrates its 10th anniversary of diversity initiatives.
With travel to seminars and conventions being curtailed, we recognize that you still may not be able to get to the seminars and conventions this year. We bring 20 diversity thought leaders to you.
82 41 PErSPECtivES
10 12 14 16 18 80 86
Culture Matters by Craig Storti
NAtiONAL AMEriCAN iNDiAN HEritAGE
Leaders who have made significant contributions of their own, and celebrate their heritage as First Americans.
Diversity Who, What, Where and When
from My Perspective by Linda Jimenez, WellPoint, inc. Human Equity™ by trevor Wilson, tWi inc. viewpoint by Pamela Arnold, AiMD My turn by Nadine vogel, Springboard Consulting LLC Global Diversity by Michal fineman, OrC Worldwide Last Word by Marie Philippe, PhD
An Assessment of talent Management Systems
Company Web Sites of Our Advertisers
CEO in Action Notebook
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Virginia – Freddie Mac named subha v. Barry holds a B. Barry will lead the company’s newly BARRY formed Office of Diversity and Inclusion. In that role. Strategic Sourcing (CRO functional/cross-functional sourcing). working closely with other members of Freddie Mac’s senior management team to ensure the company is effectively utilizing diverse talent (both within its employee base and its suppliers). Barry will work with Freddie Mac’s business units to ensure the maximization of opportunities in diverse market segments.” said Leo Sheridan. it’s essential that Freddie Mac – through our employee base and network of suppliers – reflect the many varied communities whom we serve and from which we recruit our employees. enhance the annual diversity planning process and manage performance against the company’s diversity plans. and will be a member of Freddie Mac’s management committee. Illinois – Advanced Clinical.A. successfully aligning Merrill Lynch’s U. Barry will also design and launch the new Executive Diversity Council. Advanced Clinical Announces New Vice President BANNOCKBURN. global head of Diversity & Inclusion. attorney at the Chicago office of The Cochran Firm. Mathematics & Economics from Bombay University. The solutions that Heneghan has sold and delivered include: Consulting Services. and an M.” Heneghan graduated in 1987 from Loyola University of Chicago. Habilitative Systems Inc. Heneghan has a wealth of expertise developing and delivering large global solutions across all elements of outsourcing and staffing. personal responsibility and dignity for individuals with mental. Heneghan is responsible for overseeing the strategic planning and direction of the Midwest and Eastern division and for shaping its future brooks Appointed Chairman of the board for Habilitative Systems Inc. and Managed Services as well as Program Management. Chief Diversity Officer MCLEAN. As Vice President. she was responsible for the development and implementation of the company’s diversity and inclusion strategy. with overall responsibility for the combined functions of Diversity and Inclusion and Supplier Diversity.” said Haldeman.” Barry joins Freddie Mac from Merrill Lynch & Co. from Rice University. with a Bachelor of Arts in communications. We are proud to have Julie on our leadership team.. announced the appointment of Julie Heneghan as Vice HENEGHAN President. and Master of Accounting. physical. “Ed” Haldeman. Jr. In this position.. She will report directly to CEO Charles E. has been named chairman of the board for Chicagobased Habilitative BROOKS Systems Inc. Barry to the position of chief diversity officer (CDO). She will be responsible for developing business strategies focused on the needs of a diverse workforce.. barry SVP. The agency has 14 sites across the South Side and West Side and administers more than 50 programs that provide NOVember/DeCember 2010 . “As a company devoted to creating housing opportunities 6 P ro f i l e s i n D i v e r s i t y J o u r n a l for individuals and families from all backgrounds and walks of life. in Accounting. CHICAGO – Melvin Brooks. “Creating the Office of Diversity and Inclusion and having someone of Subha’s talent and experience in this new executive position is a critical step in Freddie Mac’s forward progress. social and emotional disabilities. where she most recently served as managing director. “Julie’s extensive experience in outsourcing and staffing solutions and her ability to drive growth provides the expertise and strategic effectiveness we need for our company. success. In addition.momentum momentum who…what…where…when Freddie mac Names Subha V. with whom she will jointly lead the Executive Diversity Council. CEO of Advanced Clinical. a leading provider of clinical research services. and Talent Management and Technology Platforms for Services provided.S. Inc. seeks to alleviate human suffering by developing and providing resources that promote maximum independence.-centric diversity and inclusion efforts with its global business operations. our consultants and our clients.A.B. “Julie has been in the outsourcing and staffing solutions industry for more than 20 years.
” says Habilitative Systems President & CEO Donald J.” “In his four years of board service. has been with The Cochran Firm since 2003. along with other National Grid executives. Mahy. which is aligned with our company’s Inclusion Charter and will ensure that we are well-positioned when the economy turns around. Diversity/Careers in Engineering and Information Technology 2010 Best Diversity Company for support of minorities and women. employee resource groups to provide support and resources for the professional growth of National Grid employees and support the company’s I&D vision. “As chairperson I intend to further that focus and increase HSI’s visibility within the private sector. His legal career also includes stints at the City of Chicago and Costello. our customers.C. attention to work/life balance and commitment to supplier diversity.S. D. Now in its 13th year. please visit the magazine web site at www. and Profiles in Diversity Journal’s 2009 Innovation Award for the Women Empowered Program. dependent/child care support. a perfect score on the Human Rights Campaign Corporate Equality Index for inclusion and diversity efforts relating to LGBT workers. demonstrating the agency’s commitment to those most in need. PDJ NOVember/DeCember 2010 P ro f i l e s i n D i v e r s i t y J o u r n a l 7 . during LATINA Style’s Diversity Leaders Conference in Washington. • An Inclusion Charter to provide a clean and consistent understanding of what an inclusive workplace means.” said Helen Mahy. 2011. National Grid’s company secretary and general counsel and executive sponsor of Global Inclusion & Diversity. 3. Companies responding to LATINA Style’s questionnaire were evaluated based on issues that LATINA Style readers identified as most important to them in the workplace. “We are honored to be recognized for our efforts to cultivate an inclusive environment. alternative work policies.S. Brooks has been a member of the Habilitative Systems board of directors since 2006. The 50 best companies were selected out of an analysis of more than 800 of the most prominent corporations in the United States for maintaining their commitment to diversity despite the harsh economic conditions in today’s market. The LATINA Style 50 Report is the most respected evaluation of corporate America’s career advancement opportunities for Latinas.com.” Brooks says. for the third consecutive year. Ltd. our shareholders and for the communities within which we operate. employee benefits.NATIONAL GRID RECOGNIZED BY LATINA STYLE MAGAZINE AS ONE OF THE 50 BEST COMPANIES FOR LATINAS TO WORK IN THE U. In his role as chairman.S.000 people annually. will attend the annual awards ceremony honoring the LATINA Style 50 Companies scheduled for Feb. He is a member of the American Trial Lawyers Association. a professional development initiative.” LATINA Style is a national publication for contemporary Hispanic women. the Illinois Trial Lawyers Association and the Federal Trial Bar. “Habilitative Systems is a visionary and proactive agency which recognizes that the key to solving many of our social ills is delivering services and resources with a goal towards early intervention and prevention.latinastyle. For more information regarding LATINA Style 50. “This is National Grid’s first listing as one of the best places for Latinas and a further step in the journey to help define National Grid globally as an employer of choice – for our employees. National Grid’s inclusion and diversity efforts have been recognized through a number of awards including. both charged with guiding the com- pany’s vision to be an employer of choice. Dew. McMahon & Burke. and job retraining. N ational Grid has been recognized by LATINA Style magazine as one of the 50 best companies for Latinas to work in the U. Evaluations for the 2010 annual report were based on 2009 data. Brooks. Among the principal areas of evaluation that make National Grid among the best companies for Latina’s to work include: • A Vice President for Inclusion and Diversity and a Global Inclusion & Diversity Council. • Hispanic Professional Association and Women In Networks. who specializes in representing victims in wrongful death and serious personal injury matters. and he will serve as chairman for a one-year term with the potential for annual board reelection. I am hopeful that Mel will help us navigate this turbulent period for human services and further achieve our mission. the annual report sets the standard for identifying corporations that are providing the best career opportunities for Latinas in the U. Mel has brought a level of dedication and focus to HSI that has allowed us to expand services and reach segments to support our development and fundraising endeavors. • Educational opportunities. support and services to more than 7.
Presenting the 2011 diversity leader award™ recognizing the communication efforts of 54 leading organizations.
the Profiles in ud to present e are pro ersity Leader urnal 2011 Div Diversity Jo ns that wing organizatio llo Award to the fo stories their voices and me to share have taken the ti this year. with our readers aders for their d honor these le We recognize an in concepts of vancing the tw ad three or commitment to participating in usion by diversity and incl 0. Let this award magazine in 201 r more issues of ou y leadership. aim their diversit cl celebrate and pro to all! Congratulations
P ro f i l e s i n D i v e r s i t y J o u r n a l
American Airlines •American Institute for Managing Diversity, Inc. •AT&T •AXA Equitable Life Insurance •Bank of the West •Blue Cross Blue Shield of Massachusetts •Blue Cross Blue Shield of North Carolina •Burger King Corporation •CACI International Inc. •Catalyst Inc. •CDW LLC •Chevron •Cisco •Citi •Comcast Corporation •Communicating Across Cultures •ConAgra Foods •CVS Caremark •Deloitte LLP •Ford Motor Company •Freddie Mac •Gibbons P.C. •Halliburton •Highmark Inc. •ITT Corporation •Ivy Planning Group LLC •KPMG LLP •The Lifetime Healthcare Companies •Lockheed Martin Corporation •Mercer LLC •MGM Resorts International •National Grid •New York Life Insurance Company •Northrop Grumman Corporation •PepsiCo •Pitney Bowes Inc. •Royal Dutch Shell •Ryder System, Inc. •Sodexo •Sparrow Hospital and Health System •Target •Textron Systems Corporation •TWI Inc. •U.S. Postal Service •Union Bank N.A. •UnitedHealth Group •University of the Rockies •UPMC •Vanguard •Verizon •W.W. Grainger •Walmart •Waste Management, Inc. •WellPoint, Inc.
Can You Manage?
By Craig Storti
you Probably have every reason to think you’re a half way decent manager. You empower your direct reports, you delegate authority and responsibility, you don’t wear your power on your sleeve, and you don’t go around micro-managing people. May we make a suggestion? Stay in North America. It’s one of only a handful of places where your management style is going to be effective. Do we have your attention? Thought so. Have we exaggerated a little? Perhaps a tad. But it’s true that the North American management paradigm does not travel well; the only places where it would be welcome are most of Northern Europe and the so-called Anglo cultures: Canada, Australia, New Zealand and, to a lesser extent, the United Kingdom. In most of Latin America, the Middle East (except for Israel), the Pacific Rim, and sub-Saharan Africa, your style won’t go down very well, and in many cases it could cause real problems. Fine, you say; I wasn’t planning to go to those places anyway, so I don’t have to worry about my management style. Which would be true if this were 1910, say, or 1950, or even 1970, but it’s 2010, and in the last few decades globalization has changed everything. One in eight U.S. citizens is from another country, and one in six people in the workplace is from outside the U.S. You may not plan on going to Jordan or Brazil anytime soon, but these days there’s a good chance a Jordanian or a Brazilian could be sitting in the cubicle next to you. And even if there’s not a single person in your physical workplace from another culture, many of you may manage virtual global teams. A question you might want to ask yourself is this: If your management style is North American, which it should be if you’re from North America, then what happens when you have to manage staff from the rest of
[First in an occasional series on culture and management.]
the world who are used to and expecting a very different style? We will venture some answers to this question in the months ahead in this occasional series on culture and management. Where to begin? A lot of readers probably want to know what’s so bad about that list of No. American management traits trotted out in the first paragraph? Or, to put the matter slightly differently, if people in other cultures don’t manage like that, then how in the world do they manage? We should probably begin by talking about power and cultural attitudes towards it. There is more to managing than wielding power, of course, but a culture’s attitude toward power helps explain a lot of the things managers routinely do – as well as a lot of things they would never do. As I have observed in my book Americans At Work: A Guide to the Can-Do People, Americans are deeply conflicted about power. They want it, but they are loathe to be seen as wanting it; they admire people who have it but are quick to criticize them when power “goes to their head.” In a word, power makes Americans uncomfortable. “Power is one of the last dirty words,” writes Rosabeth Moss Kanter, one of the leading management gurus in the United States. “It is easier to talk about money – and much easier to talk about sex – than it is to talk about power. People who have it deny it… and people who engage in its machinations do so secretly.”* Needless to say, managers in a culture where power is a dirty word are going to behave quite differently from managers in cultures where power is an unambiguously Good Thing. And one of the biggest differences, not surprisingly, is the extent to which managers delegate their power, or in modern HR parlance, the extent to which bosses empower their staff. In North America, managers are very sensitive to charges of
* Kanter, rosabeth moss. 1997. On the Frontiers of Management. boston: Harvard business School Press, p. 136.
P ro f i l e s i n D i v e r s i t y J o u r n a l
you may be asking for trouble. and you just happen to have “all” in your workforce. Those who manage least manage best. of course. He went on to say that our visit was a sign of his management weakness and if we were to repeat that mistake. being power hungry. management-wise. In his famous study of what he called “power distance” (see box). around the world. and at the other extreme are countries where managers emphasize and exploit the distance between the power haves and power have-nots (the hands-on.95. However a week later all of us who visited the head of technology department were called to a meeting with our direct manager. The best bosses are seen and not heard – and ideally not even seen. and asked whether she could help us. tremendous potential – you’ve got your work cut out for you. are chomping Philippines 93 at the bit to use their Mexico 81 80 Arab World intelligence. But much of the world doesn’t view power as a dirty word. In subsequent articles in this series. Geert. hence a range of logical management styles. If one size does not fit all. His latest. it is Malaysia 104 assumed. is the author of seven books. We went to the head of the department. These very different takes on power create very different work environments and a completely different 11 13 18 33 35 36 39 40 Low PD countries: Austria Israel Denmark Finland Germany Australia Canada USA manager-subordinate dynamic. and not all Turkish or Mexican bosses are power hungry micro-managers. but cultural values and norms are definitely one of the variables in this mix. then he would “skip” us in the future. Culture’s Consequences: International Differences in Work-Related Values.com P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 11 . Later that day our problem was solved. Not to empower If you’re a Malaysian managing an Austrian such people is to waste or an Austrian reporting to a Malaysian. Therefore we decided to pay a visit to my company’s technology department. they will be empowered. Which is why the best North American managers give their direct reports considerable flexibility and responsibility. a consultant and trainer in the field of intercultural communications. At one extreme are countries where managers de-emphasize and minimize the “distance” between those who have power and those who do not (the hands-off. He can be contacted at: craig@craigstorti. be creative. empowerment is widely regarded in North America as the way to get the most out High PD countries of your staff who. His earlier book. If you try to micro-manage an American or to empower a Filipino. and probably lose them to companies where Source: Hofstede. Beverly Hills. we will look at other cultural differences concerning management – conducting performance evaluations. nor the exercise of power as anything to be ashamed of. Americans At Work: A Guide to the Can-Do People. abridged ed. CA : Sage. Many factors influence a given individual’s management style. China 80 take initiative – and who Indonesia 78 will always do their best India 77 work when they are left France 68 alone. discusses many of the issues to be covered in this series. supervision. He told us that what we did was wrong and we should never skip him to solve our problems. letting them work on their own as much as possible. 1991. Americans and western Europeans. Not all North American bosses are hands-off and empowering. p.Power Plays The table below lists cultures where bosses are more likely to empower their staff (lower scores/low power distance) and those where bosses are less likely to empower (higher score/high power distance). the conduct of meetings – and then take up the implications of all these differences for managing a multi-cultural workforce. describes the common cultural flashpoints when Indians work together with No. Listen to what a Turkish MBA student said about his workplace: When I started my previous job I and some other guys had difficulty getting internet access. motivating employees. Moreover. empowering cultures). what’s your strategy? PDJ Craig Storti. so they are at some pains not to micro-manage their direct reports. Geert Hofstede identified a wide range of attitudes towards power. Speaking of India. told her about our problem. She said she would inform her staff about our problem and told us how nice it was to let her know about our problem. micro-managing cultures).
The impulses behind it are the same. gender identity. with honors. damage to property. 12 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 I Chief Diversity Officer and Staff Vice President – Diversity & Inclusion WellPoint. Texas. Tyler Clementi’s suicide is a stark reminder that diversity practitioners. and something that is becoming more and more prevalent – bullying via social media. secure and comfortable with their whole self. . We can all certainly raise the level of respect we have for one another. What do these incidents tell us? When Attorney General Eric Holder made the statement that we are a nation of cowards for not talking enough about racial tensions he was spot on…but not just about race discussions. and attended the University of Texas at Austin where she received her B. many were heartbroken and many of us were ashamed to learn the details of the Rutgers freshman’s death. sexual orientation. the most horrifying part was that Tyler felt so ashamed of his sexuality that he killed himself after others discovered his sexuality and made it public. nationality. and the distribution of such materials or verbal bullying was fairly limited. verbal abuse or insults. gender. we can make great strides against hate and create a Safe Space for everyone. but the effect is magnified. or political affiliation. usually defined by race/ ethnicity. the most disturbing aspect of this story wasn’t the fact that two fellow students would be despicable enough to intentionally invade a roommate’s privacy. which was originally settled in response to religious persecution. PDJ Linda Jimenez is a native of San Antonio. there is ample blame that all of us should accept for failing to create an accepting society where the “Tyler Clementi’s” of this world feel safe.FrOM My perspective Safe Space By Linda Jimenez in sePtember. or offensive graffiti or letters (hate mail).” and that we are not vigilant in our efforts to combat the ideas of those who seek to perpetuate an “us” vs. “them” environment. Inc. class. and all of us. non-physical bullying would generally consist of whispering or shouting or passing around notes or letters. a photo. To me. language. like these incidents. through websites like YouTube or iChat. disability. Now with a few clicks. video or conversation can be shared with hundreds. should serve as a call to action for all of us to evaluate our behaviors. or through Facebook or blog postings or Twitter. In the past. the nation was shocked when news spread that an innocent young man at Rutgers took his life after intense cyber-bullying. His comments. How can we as a society continue to intentionally tolerate behavior that denies basic human rights to large segments of our population? How does the military’s “Don’t Ask / Don’t Tell” policy support a commitment to diversity and inclusion and respect for individual differences? Why does Arizona feel it is appropriate to allow police officers to stop and detain individuals for possibly being in the country illegally based on nothing more than the color of their skin? The question of whether or not Muslims should be allowed to build a mosque near Ground Zero created a firestorm of debate around religious tolerance in our country. No. We can and should certainly be more accepting and understanding of the differences and similarities that make each of us unique. You can learn something from everyone. Many were angry. religion. We should harness each strength and unique attribute and if we each make the effort. She is also a graduate of the University of Texas School of Law and has spent 20 years specializing in labor and employment law. harassment. thousands and even millions via e-mail. and laugh about it.A. Hate crimes (also known as bias-motivated crimes) occur when a perpetrator targets and carries out a crime against a victim because of his or her perceived membership in a certain social group. Bullying has indeed entered the digital age. Incidents may involve physical assault. age. still have a lot to accomplish before we can truly say we live in an environment of true diversity and acceptance. Shame on all of us for not working harder to ensure that our world is a “Safe Space. While there is much blame to be put around the cyber-bullying in which Tyler’s roommate engaged. bullying.
Audit | Compliance | Single-Family Portfolio Management | IT When you join the Freddie Mac team.jobs careers with impact . Our doors are Join us as we play a key role in Making Home Affordable. empowering culture with an equal opportunity employer who recognizes the value of diversity. You’ll also find a total rewards package that supports your success both at work and in your personal life.open. Visit us online at: FreddieMacDiversity. which are listed on our career site. We encourage you to visit us at upcoming diversity conferences. that means exciting challenges and an opportunity to have a real impact on our nation’s economy – and your neighbors’ lives. For you. We’re a vital part of President Obama’s initiative to stabilize the housing market. We’ll provide a solid platform for your career and the tools to assist your professional growth. you’ll discover an inclusive.
fective workplace.* for Equity. model.000 great managers. One satisfaction while reducing the rate of turnover for the year.HuMAN equity ™ The Strength of Strengths By Trevor Wilson When i first started These were the managers who excelled at turning working. The research found that identifying and through an evaluation which utilizing employee strengths was more important than turned out to be 58 minutes pay. In the SHAPE V model the “S” stands In our next article we will continue for strength. etc. the negative impacts of deficit-based perculture. It enabled the building of a stronger. The first can be found by taking was empowered. com. I tools. So how do we find a person’s innate But what I will never forget is how this strength? There are at least two good “strength focused” review made me feel. clearly understood. perks or even a charismatic corporate of praise about my various leader. For departments or teams of these managers consistently me. the Clifton StrengthsFinder which grew In our last article on talent differentiaout of the Gallup research and can be tion we identified the SHAPE V talent accessed at the site www.strengthsfinder. age. the typical evaluation was achieved superior business results. as a primary human equity tool. 14 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 . Something great sions surrounding optimizing individual managers. The firm’s clients include some of the most progressive W Author and Global Human Equity Strategist TWI Inc. “Great managers do not believe everyone has unlimited potential they do not help people fix their weaknesses they play to their strengths.” view like that nor have I had once since. In the same year. These are the innate traits looking at SHAPE V by exploring the within employees that Buckingham and importance of looking at passion for one’s – Buckingham Coffman are referring to in the quote. a new manager led me best talent. They demonstrated an annual reminder of all the improved profitability. engaged and motivated. TWI’s Human Equity™ approach was instrumental in catapulting Coca-Cola’s South African division to the top performing division worldwide. positive psyyond the standard diversity discussions chology assessment that seeks to overcome about group differences in race.twiinc. Trevor published a highly acclaimed book titled Diversity at Work: The Business Case massive in-depth study of 80. productivity and customer things I was not good at. I remember hating each employee’s unique talents into performance. gender.viacharacter. differences. The performance evaluations. Shape V moves beThis tool is an intriguing. A more recent tool is the Values which shows managers how to better in Action character strengths assessment utilize the natural strengths and talents found on the site www. benefits. It was this research that led to the storming on how we work around my one apparent now familiar adage “people don’t quit the organization. I had never had an annual rethey quit their boss. to specialize in the area of equity performance? In 1999 the Gallup organization conducted a and diversity as a business issue.. work. more efstrengths and ended with the last two minutes brain.org. PDJ and Coffman So why is strength identification so important to human equity and optimizing individual performance? What difference does it make to organizational effectiveness or business In 1996 trevor started TWI Inc. of their employees.com for more information. Visit www. to human equity discusformance assessment. like the one referred to above.” * See First Break All the Rules: What the World’s Greatest Managers Do Differently (buckingham and Coffman) 1999 global employers. weakness.
backgrounds. “Customer Success Is Our Mission” is a registered trademark of Raytheon Company. Raytheon takes on some of the most difﬁcult challenges imaginable. It is both a catalyst and an essential advantage to everything we do.Raytheon People Innovation. Diversity helps our teams make better decisions. ideas. build stronger customer relationships and feel more inspired. Raytheon is an equal opportunity. Driven by Diversity. As one of the world’s foremost technology leaders. affirmative action employer and welcomes a wide diversity of applicants.S.rayjobs. visit www. U. All rights reserved. opinions and beliefs. . Meeting those challenges requires a diversity of talent. We’re proud to feature Raytheon employees in our ads. citizenship and security clearance may be required. To join them in a rewarding career. supported and empowered.com © 2010 Raytheon Company.
maintaining. selection. As diversity leaders. MP3. podcasts and video-conferencing are used for online learning and corporate communications.org) • 70% use online shopping • 65% use online banking • 61% are mobile subscribers Generation Y: 18 – 28 yrs old (www.wikipedia. Inc. the tools of technology and the company’s commitment to social responsibility. the diverse employee population will drive the company and our society forward.org) • Also known as Digital Natives or Net Generation • 18% of world population 16 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 I President American Institute for Managing Diversity. Listed below are a few areas that contribute to a productive workforce. Y.org) • 90% own a computer • 82% own a mobile telephone • 72% send or receive SMS (text) telephone messages Generation Z: 17 – 27 yrs old (www.viewpoint Diversity Management: By Pamela Arnold Connecting the Diversity ABCs and the Generational X. Webinars. text messaging and mobile phones The Alpha Generation: Teens in 2010 (Lenhart. The conversation from the employees across the different generations continues to validate that our workforce will never be the same – and. webcasts. workplace. work environments and cultures. Using the flexibility of the work environment. but it is one of the more transformational dynamics we are seeing today. Y. we must continue to prepare and build the workspace for the recruitment. wikipedia. This includes two-way interactions with all stakeholders in the company in different formats. Even as you are reading this. Generational diversity is not the only element that is impacting the workplace. Diversity Partners in sustaining. what. employee resource Groups – Leveraging the network groups for company support. instant messaging. and retaining talent introducing the “alpha” Generation Diversity leaders serve as partners to business leaders and employees at all levels of the organization to help navigate the changing generational demographics and how they impact the workspace. and Zs in the Workplace i recently attenDeD a corporate community event that was held to highlight volunteer opportunities that employees could participate in as part of the corporate social responsibility program for the company. 2010 Pew Research Center) • 1st full generation born in the new millennium • Four out of five carry a wireless device (17 million) • 1 billion text messages sent each day • Primary communication tool to reach friends and family. Some of these have been around for years and others have recently been added as solutions to help facilitate a diverse and inclusive environment for all generations: social media – Utilizing internal and external (interand intranet) sites for ongoing communication and updates is a must. as diversity leaders preparing the workforce and the workspace. neither will we. Our ability to embrace these changes will benefit all stakeholders. The turnout was great and there was a high level of excitement in the air as employees learned more about what they could do to impact the community and effect change. and retention of workforce talent. Ling & Campbell. The five “w’s” and “h” – who. embrace technology as an enabler and build a successful work environment.wikipedia. • Lifelong usage of the World Wide Web. Z and now the “iGeneration” or “Alpha” generation: Generation X: 29 – 42 yrs old (www. Let’s consider a few technological highlights of generations X. why and how – are questions that diversity partners provide guidance on every day. when. where. Integrating technology with other diversity practices can move the company forward. there are changes occurring that are impacting our work force. ongoing learning opportunities and feedback on company initiatives . At the American Institute for Managing Diversity we hear from organizations on what they are doing to make sure that their diversity framework includes technology as an enabler to support the workplace culture.
Generations X. This integration leads to a workplace environment that encourages creativity and innovation and motivates people to make a difference not only internally but also externally in their communities. Employers recognize that giving back is important for employees so they are creating more volunteer opportunities through the workplace. AIMD works to strengthen our communities and institutions through effective diversity management. For more information. Jr.helps to build a connection to the business objectives. states that “Globalization is transforming the very nature of our business relationships. We are an Equal Opportunity Employer.bluecrossma. Diversity leaders will continue to evolve the workspace to proactively meet the requirements for building. The workspace has expanded across geographical lines and multiple time zones. practices and principles.org. See what we have to offer. What you want is a company with the culture and the opportunities to enable you to reach your goals. In his latest book World Class Diversity Management: A Strategic Approach Dr.” The iPhone. Utilizing various learning techniques will help to keep the workforce updated and aligned to the business goals and objectives. career paths and financial rewards. strategic Diversity management – Managing diversity in the workplace is a skill that managers and leaders can utilize to build and maintain creative. Z and the Alpha generations give us an opportunity to integrate technology into our diversity models. Inc. Skill based volunteer programs. Arnold is President of the American Institute for Managing Diversity. decision-making processes. and interactions. corporate social responsibility – Making a difference in the communities where we live.com/careers Our commitment to building a diverse workplace is without question. being part of a great company figures into your vision. Blue Cross Blue Shield of Massachusetts is well-known for supporting and encouraging employee achievement in an environment of abundant growth opportunities.aimd. more needed now than ever before. iPod and iPad are a few of the technological tools that are changing the working landscape. are increasing at companies. work and play is important to companies. When you think of where you want to go in life. You can expect no less from a health insurance leader whose innovative solutions bring coverage into the homes of millions across our state and serve as models for the entire nation. making world class diversity management. please visit www. Roosevelt Thomas. sustaining and managing a diverse workforce. Helping organizations stay connected to the diverse voices and perspectives of the employees will yield positive results and creative innovations for supporting a successful workplace environment – which will in turn benefit the organization. R. PDJ Pamela W. . learning and Knowledge Development (training) – Ongoing diversity learning for all levels of the organization is a core component for success. innovative and successful organizations. designed for employees to use their work experience and skills to give back to communities through their jobs. visit www. education. You have the talent and the drive to go far. Y. The organization is a 501 (c) (3) public interest nonprofit dedicated to advancing diversity thought leadership through research. and public outreach.
” equally unaware of the abilities they possess. For the disability community. • Create public information campaigns that focus on relevant disability issues and trends. and one way of doing this is by observing this day. and S President Springboard Consulting LLC “Approximately 10% of the world’s population. workplace and marketplace.consultspringboard. governments and organizations on issues pertaining to supporting the disability community in the workforce. • Have exhibitions of art created by people with disabilities. business. Approximately 10% of the world’s population. This is especially true in the workplace. This year’s theme is “Keeping the promise: Mainstreaming disability in the Millennium Development Goals towards 2015 and beyond. live with disabilities. I hope you will consider celebrating the International Day of Persons with Disabilities with me and the rest of the world on December 3. • Organize events that showcase performers who have disabilities. This global observance (it’s not a public holiday) aims to increase the understanding of the issues around disabilities and attention to the dignity. the United Nations’ (UN) International Day of Persons with Disabilities is annually held on December 3. perhaps by your employees or by employees dependents who have disabilities. Productivity and Potential of the Special Needs Workforce. The following are just some ways in which global organizations are celebrating. It’s one thing for a company to be considered compliant from a regulatory standpoint relative to disability in the workforce. both internal to your company and in the larger community. contributions and achievements of people with disabilities. social. • Offer a presentation of the progress and obstacles related to implementation of disability policies (governmental.” If your company or organization is global. economic and cultural life. 18 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 • Hold public discussions on a variety of related topics such accessible transportation or travel. workplace and marketplace. perhaps those about to graduate post-secondary education if your company is geographically close to a school that offers programs for students with disabilities. or 650 million people. it will mean the world! PDJ Nadine Vogel is President of Springboard Consulting LLC. abilities. It is quite another for a company to possess best practices and be considered an Employer or Supplier of Choice. For your organization. • Promote a positive image of people with disabilities by creating marketing campaigns for your company’s products and services that include this segment of the population. live with disabilities. etc. working with corporations. 2010.). • Hold forums with disability experts and/or professionals with disabilities. Many organizations do want to go beyond the basics of compliance. corporate. it will mean good business. unaware of the many challenges they face. Springboard (www. It also aims to increase the awareness of the gains for everyone if people with disabilities are integrated into all aspects of political. • Offer day-long mentoring and/or job shadowing (at all levels) for individuals with disabilities. rights and well-being of persons with disabilities. People are often unaware that there are so many people with disabilities.com) is considered a global expert. • Raise awareness within your company by offering Disability Etiquette & Awareness Training sessions to managers and all levels of employees.My turn The International Day of Persons with Disabilities By Nadine Vogel since 1992. She is also the author of DIVE IN. or 650 million people. Springboard into the Profitability. • Hold events that showcase the skills. .
why we appreciate moments like this. WellPoint. EOE. A generation of stories is just another part of growing up. and ensure that our workforce is as unique as our wide range of health benefits products. © 2010 WellPoint.wellpoint. we’re able to better address our customers needs. . and create and leverage leadership opportunities for all of our associates. retain and develop top diverse talent. more than anything. we will always strive to better attract.’ It’s the way we approach business. Through these ARGs. At WellPoint. ® Profiles in Diversity Journal.Thanks to You. enhance and maximize customer relationships. diversity is more than just the ‘right thing to do. All Rights Reserved. visit: www. with all that we’ve achieved. ® Registered Trademark. One way is through our Associate Resource Groups (ARGs). Inc. WellPoint is proud of our dedication to diversity. how we interact within our communities. For more information.com/careers ® Registered Trademark. It’s just one more place we see the benefits of improving the lives of the people we serve. where employees work to develop and sustain our culture of inclusion. how we mobilize our employees and. Still. Inc. Diversity Inc Media LLC.
However. we critically need talented people who can think outside the box in order to find new energy solutions.ceo + interview Meet Tom King President. National Grid U.) the power of diversity in action through the solutions developed by employees to make our workplace a safer. customerfocused and community-minded organization. enhanced safety protocols.com N ational Grid’s President in the U. National Grid presents the Chairman’s Award in several categories. branding and improved efficiency. In the energy sector. One of them focuses on Diversity. Company name: National Grid Corporate headquarters: UK with U. It means fostering an environment that is welcoming.S. Headquarters in Massachusetts website: www. I am not just talking about hiring and promoting people – having an inclusive corporate culture means providing an opportunity for 20 P ro f i l e s i n D i v e r s i t y J o u r n a l people of diverse backgrounds to introduce new approaches and ideas. Annually.nationalgrid.S.S. Tom King views Inclusion & Diversity as a business asset in driving innovation. more inclusive. NOVember/DeCember 2010 . 2009/10 revenues: $22.000 (about 63% work in the U. when you look at the cross section of the programs and teams nominated you can see primary business: International electricity and gas company.S.101 million employees: 28. Many of the projects can be monetized in terms of cost savings. where people can collaborate and come up with creative and innovative approaches to business challenges. How does National Grid’s Inclusion & Diversity strategy contribute to shareholder value? THE ability to attract and retain talent is critical in helping to maintain a competitive business edge that will set us apart as an employer of choice.
So we have established internship programs to grow our talent base. By providing role models to young people through our volunteer efforts and employee resource group outreach.” Wen said. but which is already impacting the entire energy sector and our country’s ability to compete in the global business space. high school and college students to not only get excited about math and science careers. In this competition class. but also to stay in school and get their degrees. and in the community. How is National Grid addressing these workforce Diversity challenges? THE industry as a whole is facing a major challenge because more than 60% of the workforce will be retirement eligible over the next ten years. more than 1. American Association of Blacks in Energy. “W get more creative in attracting them to our industry. This year. At National Grid.” Formed in 2004. we are facing similar challenges. There are many talented people in the marketplace and we just have to Asian Leadership Group Links Learning With Tradition e believe that our objectives as a group must support and complement National Grid’s business objectives.000 attendees stopped at the National Grid exhibit booth. Ultimately. “It was a great way to bond as National Grid employees and as members of the broader Asian community. Customer Marketing Group and Asian Leadership Group chairperson. manager of the Staten Island.” explains Wen Wen.The energy industry is facing some major talent challenges in the next 10 years. researchers. This is why we have made a commitment to assess our needs and create programs that will enable us to address those challenges. supporting summer science camps. the sponsor race and the corporate race – placing second in the preliminary round of the regular mixed 250 meters. “Our members work within the company. sponsor Earth Day celebrations and volunteer with the United Way. from our business decision processes to our community relations activities. the first day is for race sponsors to share information about their organizations with the Asian community.” states Cindy Chiu. NY. What is your biggest concern about the future talent needed at National Grid? THE biggest challenge we face is that there are not enough young people pursuing math. National Grid Dragon Storm participated in four different races – regular mixed 250 meters and 500 meters. While we provide an essential service to people on a daily basis we know we are not the industry that many people automatically think about. and others in order to educate people about career opportunities in the energy utilities sector. We are also working to encourage young people to pursue careers through our Engineering Our Future program and partnering with some professional associations as well as non-profits to support math and science initiatives. sponsor smaller learning forums and network with similar organizations in companies including General Electric. NOVember/DeCember 2010 P ro f i l e s i n D i v e r s i t y J o u r n a l 21 . Blending cultural understanding with learning about National Grid and energy conservation is something the group enjoys. The other major factor impacting us is that other countries outside of the U. During the two-day festival attended by more than 50. The gap is even more pronounced among women and minorities. Together. That’s why we are investing in programs and partnerships focused on workforce development.S. we hope to encourage middle school. In the community. It’s an issue right now and one that will not only impact our company in the near future. hard science and engineering studies. Day two is reserved for the excitement of the Dragon Boat races. developing their business skills and industry knowledge. A big part of that is educating people about the kinds of opportunities and difference they can make as individuals. we will not be able to retain the talent we attract. the group now includes 150 active members from many parts of Asia. so we need to build brand awareness about the careers and opportunities in the utilities sector. where they support local business skills and charitable and environmental initiatives. are growing talented engineers. Ernst & Young and IBM. In particular. the Inclusion & Diversity team has put in place partnerships with professional development associations like the American Indians in Sciences and Engineering Society.K. a National Grid team has participated in the annual New York Dragon Boat Festival and this year National Grid signed on as a boat sponsor. “For the fourth consecutive summer. leader of the company’s Dragon Boat effort and a senior analyst in Energy Accounting. they hold internal speaker events to learn more about the company. and U. without a corporate culture that is inclusive and embedded in everything we do. members teach Junior Achievement classes. Ascend (Asian Professionals Association).000 visitors. the Asian MBAs and National Society of Hispanic MBAs. environmentalists and scientists at a faster rate. and awarding scholarships and internships. there may be a maximum of 12 rowers and one drummer in each boat.
” King added. to try to tap new sources electric power. The college’s new Overhead Our Future” initiative to grow well as NewNet ERGs have introwhile at the same time. diversity in your organization? THERE is a very strong global coming out of a merger. our global organization is made up of various smaller companies that have National Grid has been strengthening What are the unique been brought together under one its ability to work with minoritychallenges of addressing roof. President of Overhead Electric Line Worker poles and transformers in the not moved the needle much in National Grid in the U. In particular. degree recognition for outstanding the program. But from time-to-time. the leadership roles. They were laboratory which are wired increasing the number of people of The HVCC program consists together to simulate an actual recognized earlier this year color – both male and female – in of new and existing courses in job site. and our supplier State University of New Yorkdiversity programs are three areas approved Overhead Electric Line Worker Certificate prowhere I feel we are making progress gram designed to fill workforce at National Grid. technical math. community colleges throughout have to remind myself that this is a School of Engineering and National Grid’s upstate New The HVCC effort is part of Industrial Technologies. Grid and Hudson Valley The number of women in senior Community College. develop a well-educated future students with hands-on experi. Certificate program. with National Grid’s Chairman’s our middle and senior ranks. National Grid provided and installed a series of nal events/programs to increase Electric Line Worker Program utility poles and transformers in the Hudson Valley Community awareness about opportunities. have been hired directly into established a number of professional tricity.programs. the company’s highest In the first two years of that continues to be an area of focus Maintenance A.How do you feel you are doing? THIS is an area of real passion commitment in place to have a diverse ing through integrating some of our and inclusive corporate culture. and the electrical Construction and Awards.Tom King | National Grid How would you assess Hudson Valley Community College Program Helps Build National Grid’s progress in its Tomorrow’s Workforce diversity initiatives at this point? reated in 2007 by National WE’vE done well in some areas. workforce through the EngiEight National Grid emence.interview process or a global talent tors and our internal board. thanks to wiring and industry-specific the model for similar training department and several other our ERGs. There is a misconception C 22 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 .S.S. we are work. Women in Networks group and to the community with unique Alliance of Black Professionals as employment opportunities. In some cases.O. the extent and Overhead Electric Line Worker success of our Employee Resource Certificate program is the first Groups (ERGs). electrical National Grid’s overhead line “The program has been association partnerships. National Grid provided But I don’t feel we are moving neering Our Future initiative. Our provides exceptional training College laboratory. groups who have done a great job A student gets hands-on experience working on utility poles “The Hudson Valley Comof helping us connect with exterand transformers in the Hudson Valley Community College munity College Overhead laboratory. So like other major companies and women-owned businesses. we have said Tom King. York market area. I&D systems. helping Electric Line Worker Laboraand develop talent by supportduced mentoring and professional National Grid and other utilities tory in Williams Hall provides ing comprehensive learning development programs internally. We have program. National Grid’s “Engineering journey and our goal is to make sure that we provide an opportunity for people to grow and develop across the board. into another line of business. whether it be through a is a topic of business discussion that in place new systems like a global exit promotion or a lateral opportunity starts with our external board of direc. Asian and Grid’s Engineering Our Future Pride (LGBT) employee resource initiative. However. we are putting for me. supporting National proud of our veteran. I am particularly needs. These include elecefforts and achievements. I is offered through the college’s other parts of the company. The program graduates have been hired into that is now being offered in of talent. 15 graduates for our diversity initiatives. management system.” ployees helped create the and installed a series of utility fast enough.
change management. and participate in the learning sessions. and experienced women looking to further their careers. “We are also beginning to offer mini-sessions that are open to all employees. What mattered was working together to implement solutions that would help us get the power NOVember/DeCember 2010 P ro f i l e s i n D i v e r s i t y J o u r n a l 23 . I tend to look at how we are doing on the Inclusion & Diversity factors of the Employee Opinion Survey. secured the participation of more than 50 senior leaders who for one day are each focused on mentoring five to six people. each with a capacity of 50 students. promotions and turnover? The numbers tell me we have some work to do. It was an all hands on deck situation. supplier diversity and other topics. “Lunch-and-Learn” sessions. conflict management. the line of business you were from didn’t matter. works with other ERGs to get the word out about their events. participants are surveyed for evaluation and feedback. what is your vision for National Grid’s diversity journey? DURING a really bad winter storm.” panies who share best practices on professional development. At the completion of each WE program. and managing teams. the Women Empowered Committee has presented nine WE programs consisting of six to seven sessions. But the truth is that a diverse supply chain gives us more flexibility and allows us to build stronger relationships in the communities where we operate. Job titles didn’t matter. there were thousands of customers who lost power. manages this program for the Women in Network employee resource group. which focuses on helping to onboard new employees. each targeted to a specific topic.” Goldsmith says. Professional Development Key Focus of Women’s Resource Group W National Grid has been recognized for its diversity efforts by a number of organizations over the course of the last two years.What are you most proud of? THE external recognition is a good sign that we are moving in the right direction. the NewNet ERG. and seniority didn’t matter. women professionals in non-traditional roles such as engineering and field work. practices and processes to help us to become an employer of choice. National Grid’s Women in Network resource group plays a key role in the professional development of the company’s women employees. the Alliance for Black Professionals has.and middle-level managers. Women Empowered Women Empowered (WE) is a cornerstone offering. communicating with confidence. The sessions. like the nor’easter that hit us in 2009 in New England. Internally. Programs offered to members and non-members alike include an “Executive Event” featuring senior company executives providing insights into their parts of the organization. For instance. Sharareh (Cherie) Goldsmith. Our global head of procurement and the supplier diversity director are both making a difference.and women-owned businesses. now in its fifth year. We also work to equip participants with the knowledge they need to discover more information about each topic. one of the group’s three Steering Committee members. talks about the group’s impact. our Pride employee resource group has formed an Energy Sector LGBT Roundtable that includes 12 energy sector utilities and com- ith more than 800 members. mentoring and emotional intelligence. “We have young women coming to us from high school and college. I have seen cross-collaboration growing internally and externally thanks to the ERGs. we have an opportunity to have an economic impact that we wouldn’t be able to make somewhere else. Over the course of the last two years. What impact are we having on the diversity scorecard measures related to recruiting. for the second year in a row. more than 420 women have graduated from the WE program. “In the past five years. Daria Liston. So far.that using minority and women suppliers is not necessarily the most cost-effective solution. “These are aimed at single topics that can be covered in just an hour or two. Similarly. facilitated and administered within the company.” Daria is National Grid’s regulatory manager for electrical operations. include networking. achieving work-life balance. We needed someone to help us build a foundation for increasing collaboration and challenge policies. Employees with less than 10 weeks in the company work with those who have more than 30 years. Each person needs something a bit different to help them succeed and that’s where we play a role. By working with minority. Program materials are developed. Women Empowered is targeted at entry. Manager of Information and Records Management. a newsletter and a new mentor matching program create an environment for women of all levels to improve their leadership skills. Committee members review results and adjust session materials to reflect current business or developmental needs of the audience served. Looking ahead. which is why we created a vice President of Inclusion & Diversity position.” she explains. but I like to look at the bottom line.
While we are moving in the right direction. “National Grid’s broad approach 24 P ro f i l e s i n D i v e r s i t y J o u r n a l Alliance of Black Professionals Highlights Development For National Grid Employees and Young Students Alike N ational Grid’s Alliance of Black Professionals (ABP) is the company’s oldest Employee Resource Group. Maps & Records. So we need people who have a diverse slate of talents. The company is also working with community colleges in Buffalo. I would like to see greater progress and representation of women and people of color in the middle and senior levels.” to inspire. National Grid is creating and investing in the future. which is critical to developing the future work force. Syracuse and New York’s NOVember/DeCember 2010 .” Amadi continues. Another opportunity during the day is for employees to help executives delve into specific business cases the executives are grappling with. Through the company’s corporate giving programs. That means helping to improve education. Internal workshops around developmental topics help employees explore avenues to their professional growth. Community Investment representative for National Grid and a member of the New York chapter of the American Association of Blacks in Engineering (AABE). “We’re very grateful to NYU-Poly for this partnership. including its signature initiative. the utility has created a comprehensive program dedicated to targeting students of all ages and backgrounds to encourage them to study science. The two major challenges our company is facing include the retention of talent and the attraction of diverse talent interested in a career in the energy sector.” Working one day a week for eight weeks in elementary and middle school classrooms.” explains ABP chairman and Manager. “We really believe that National Grid’s sponsorship of our organization has had some profound positive effects on our employees and our community. But that’s only half of ABP’s objectives.Tom King | National Grid back to our customers. Developing the Workforce of the Future National Grid is committed to focusing a significant portion of its community investment on building a qualified and successful engineering workforce. “Our key focus is to point out and provide professional development opportunities for our members and other interested employees. collectively known as STEM. “One of our most popular offerings is our Executive Connection Day held each November. National Grid U. education and skills. works to coordinate the company’s efforts in corporate citizenship. knowledge. from installations to emergencies.” ABP chair Amadi states. skills. “We strongly support Junior Achievement in the New York metropolitan area. My hope is that by having teams in place that reflect a wide breadth of diversity we will be able to develop new creative solutions to address our energy needs. “It’s a great place to bring these students together for their full-day sessions over the six-week course. and thinking styles to help us address this challenge. “We’re a very active organization. Executives and employees register to spend time in conversation. illustrates the complexity of getting gas-related services addressed.” To help fill skilled positions left by retiring employees. National Grid has a number of programs.” to community involvement focuses on three themes – energy and the environment. tracing its beginnings to 1999. National Grid’s ABP also participates in a “summer energy academy” for middle school students from the surrounding areas. while stressing the importance of education. technology. sharing the details and impacts of their roles in the company. and partnering with organizations that provide programs to educate teachers as well as students in the STEM curriculum. explains. employee volunteerism and internal leadership and development activities.. As well. We have a pretty amazing group of dedicated professionals. Renee McClure.” Loretta Smith. “Engineering Our Future. If I could capture that same level of passion and commitment in driving our diversity efforts forward we would be a pretty amazing organization. attract and develop aspiring young engineers. field trips. Partnering with AABE’s New York chapter and The Polytechnic Institute of New York University (NYU-Poly). and the Bentley Project to tap MBA talent and give them hands-on corporate experience.” McClure says. and community development. such as a trip to National Grid’s Gas Dispatch Operations. nationally and globally. company volunteers teach ‘economics for success.S. Michael Amadi. We are at a major crossroad in the energy industry as we focus our attention on supplying the world’s growing energy needs while protecting our fragile environment.” The academic exposure program shows how science and math are used to deliver energy locally. insurance and work life. Monthly meetings feature speakers on corporate topics from electricity transmission to finance and provide networking opportunities throughout the company. Both the ABP and AABE provide speakers for these classes so that students can meet and talk with people who work with math and science every day. “We have invested more than $3 million in many community-based projects. engineering and math. Director of Citizenship. funding research centers to support new and exciting technologies. and the impact of energy policies on technological growth.’ Class members are introduced to life skills subjects including budgeting.
technology. engineering and math skills and aim to enhance energy efficiency awareness among teachers and students. National Grid has other programs designed to help students and teachers from elementary to college.000 students from 70 schools in National Grid’s service area will conduct energy audits around their schools and homes to locate and correct energy leaks in an effort to reduce energy costs by five percent by Earth Day.000 to City Year’s Whole School.Making a Difference: City Year Capital Region to train overhead line workers. New Hampshire. “While National Grid has been a City Year partner for about 10 years. Director of Corporate Citizenship.” explains Loretta Smith. which is specifically designed to close the achievement gap and build the graduation pipeline.000 children in the UK drop out of school at the age of 14? Research has shown that high school dropouts are three times more likely than college graduates to be unemployed and are eight times more likely to be in jail or prison than high school graduates.” Smith added. Whole Child program focuses on positive interventions for underserved students and addresses three key indicators for students most at risk for dropping out – poor attendance. Rhode Island and New York. New Hampshire. • NYU-Poly – as a “PolyPartner” National Grid provides mentoring and educational opportunities for talented middle and high school students in science. fiveyear program aimed at introducing id you know that every 26 seconds a student drops out of school in the U.? And every year. Rhode Island and New York. “We are honored to have National Grid as a partner. where they can engage in the communities served by National Grid and work with City Year corps members to improve education.” said City Year CEO and Co-Founder Michael Brown. we will be covering funding for the Whole School. and • Sponsorships for several special events focused on community service. which is specifically designed to help keep students in school and on track to graduate. During their tenure with City Year. engineering and mathematics beyond those regularly available in courses and laboratories at students’ schools. up to 25. and grateful that they are helping us power our effort to keep students on track to graduation and life success. mentors and role models to children.S. • Numerous volunteer opportunities for National Grid employees. • Boston Children’s Museum. • University of Buffalo – National Grid is expanding the university’s award-winning BEAM (Buffaloarea Engineering Awareness for Minorities) program with a new. Whole Child. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 25 . to keep as many kids in school as possible. the high school dropout crisis. 2011. The company’s Graduate Internship program gives young professionals real world experience. And the program became National Grid’s first global community initiative when National Grid helped City Year get off the ground in the UK in September. As a result of National Grid’s donation. the company will help provide: • Financial resources to sponsor more than 200 corps members in New England and New York who help improve attendance.” City Year is a national organization that engages young people of all backgrounds who pledge to serve full-time as “corps members” for a year to serve children in communities across 19 states. Whole Child program. City Year’s Whole School. through full-time service as tutors. behavior and coursework.S.700 hours of service to improve student attendance. a global organization. “Our Green Trail” – an energyefficiency education program designed to teach children and their families how to mitigate the effects of climate change and take positive steps toward living environmentalminded lives. corps members provide 1. • Green Education Foundation “Green Energy Challenge” – more than 30. Here are a few examples: Elementary through high school D • Energy Explorer – a National Grid interactive Web site with educational materials for use in classrooms that focus on building science. we have increased our involvement to become the Northeast regional sponsor of Whole School. “We are excited to work with City Year.” Tom King (second from left) receives his own distinctive City Year jacket at the Boston check presentation ceremony with City Year corps members from Massachusettes. behavior and course performance at the elementary and secondary levels. National Grid donated $750. Whole Child program in our service areas of Massachusetts. To address the startling drop out rate statistic. “As the northeast regional sponsor of this important program. The more than 12 million students projected to drop out over the next decade will cost the nation $3 trillion. April 22. National Grid U. unsatisfactory behavior and course failure in Math and English. “City Year is about the power of young people to address one of our nation’s biggest problems.
Gas NOVember/DeCember 2010 . removing barriers to 26 P ro f i l e s i n D i v e r s i t y J o u r n a l Graduate students get the opportunity to tackle real projects that provide hands on experiences. Through conversations with the school. Since the program’s beginnings. Department of Energy and National Renewable Energy Laboratory’s biannual international solar energy competition. told Angalakudati about a program underway at Bentley University’s McCallum Graduate School of Business in Waltham. “In 2007 we were working to complete several major projects for our Gas business.S. • Hofstra University summer science green research project – a six-week workshop designed to focus high school students on environmental issues and awareness.” he continues. “but we were just building the analytics function and did not have the resources to get all of the projects done. In 2011. U. students researched.S.Tom King | National Grid Buffalo Public School students in grades 6-12 to careers in biomedical and green energy industries.” Smith added.S. the University of Michigan’s Ross School of Business and New York University’s Stern School of Business. student teams have worked throughout the company. Almost 40 students will be working on eight projects. Massachusetts. The pro- gram provides an opportunity for graduate business students to work on corporate projects and get realworld business experience.” At the same time. National Grid works with two additional schools.Tauber Team intern) Malik Angalakudati (National Grid Acting VP) Emily Dwinnells (University of Michigan . National Grid’s Acting vice President for Distribution Support in the U.” the Solar Decathlon contest for the U. The team received class credit and firsthand experience. the first team established was made up of six students who worked parttime for three months standardizing damage prevention processes.Tauber Team intern). widening their impact beyond National Grid’s U. Nick Stavropoulos. Gas Distribution business. “This is just another way we support the local communities that we operate in. designed and built a solar-powered house to compete in “Curio House. Executive vice President and Chief Operating Officer.Tauber Team intern) Jitesh Bhatia (Bentley University intern) Pooja Mathur (Bentley University intern) Chelsea Snodgrass (University of Michigan . Today. • tufts university – in partnership with the Boston Architectural College.” Angalakudati adds. “We work closely with University administrators and faculty to select student teams that are diverse across disciplines and cultures. achievement and shaping our future workforce.” an endowed program to support engineering education and research opportunities for up to five summers for Clarkson Honors Program students studying sustainable energy.” explains Mallik Angalakudati. Examples include: • Clarkson university – the “National Grid Student Research Opportunities in Sustainable Energy. Tapping Top MBA Talent Benefits Everyone “This experience revitalizes our organization and allows us to tap the latest business thinking and new technologies. the Massachusetts Institute of Technology’s Sloan School of Management will become the fourth school to partner with National Grid.S. • City College of new york Grove school of engineering – the “Success in Undergraduate Engineering (SUE)” program provides scholarships for National Grid SUE Scholars and introduces girls beginning in the 6th grade to engineering through workshops and mentoring opportunities with female engineers. Gas Distribution. Left to right: Meghan Haigh (University of Michigan . Colleges and universities National Grid is actively working with a number of colleges and universities around its service area to invest in engineers and support the company’s development and recruitment efforts. He’s speaking excitedly of the work-learning partnerships he has brokered with three universities since 2007.
“One of our committees is now working up a formal learning and development plan for our members.S.” explains West Point graduate Ross Turrini. Army colonel. Graduate and Executive Programs at Bentley University. elderly and long-term care facilities. welcome home events and other select venues. is senior vice president of National Grid’s Safety. “This gives us the ability to identify top potential MBA talent for possible recruitment in the future.” Tim Horan summed up. managed with utmost care. and they provide the students with opportunities to make a real difference. includes 16 women military veterans. and this partnership is at its strongest in field-based learning. Associate Dean of Business. NY Veterans Administration Hospital patients at Services group. They were then presented to the hospital for posting in common areas. Development and community focus Its charter calls for two main focus areas: to provide an essential resource for employees who are military veterans and to actively plan and participate in community events honoring veterans.” Allen continues. Thank a Service Member. A way to say ‘thank you’ Ross explains that they have teamed with several outside organizations to honor and remember veterans. Mallik’s leadership is one of the key elements in the projects’ success. a retired U. Signed by Tom King. Peter Allen (standing) presents the oversized posters to Health and Environmental Syracuse. NY Veterans Administration Hospital. National Grid benefits from this partnership in other ways. “The students learn what it is like to work within a major organization. The posters were placed in highproud to say that number traffic areas where the most patients would see them.Veterans Group Starts With Active First Year Distribution line of business. Heikki Topi.” explains Stavropoulos.” Angalakudati explains. “And that’s without any advertising!” says Tim Horan. While much of their efforts have been concentrated on creating a framework for development. “Peter (Allen) got the ball rolling by piloting programs at the Syracuse. The response was overwhelming.” which is intended to serve as a source of pride and remembrance. to create a custom “challenge coin” for National Grid to give to veterans and the families of recentlydeployed veterans. the projects are always chosen carefully.” Beyond exposure to new insights and technologies. the posters also included personal messages from most who signed them.” The veteran’s group was formalized in January of this year. It’s also a lot of fun!” PDJ M embership in National Grid’s newest Employee Resource Group – military veterans – has already grown past 100. “We are looking at how we might expand this into other National Grid communities. facing the pressures and challenges of everyday worklife. “Bentley’s projects with National Grid have all been excellent learning opportunities for our MBA students. Horan. “We want to help them use the leadership skills and share the “get it done” attitude that veterans have.” Allen circulated several three-by-five-foot posters throughout operations in his area. Veterans don’t usually talk about their service and what skills they learned while in the military.” “National Grid is an outstanding partner for Bentley University.” explains Peter Allen.” Allen said. “We have an opportunity to work with some of the best and brightest people in the country. President of National Grid USA. group vice chair and Senior Analyst/Investigator with the Revenue Assurance Department.” P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 27 . the veterans have not ignored the community. our company and our community. the employees who work with the students not only take an active role in their development but also have a chance to experience working with a wide variety of students who bring different perspectives. and in 2010 Thank a Service Member was incorporated as a not-for-profit and its programs were expanded. “We have had a very busy first eight months. “I’m also a ceremony in August. the program’s executive sponsor.” offered Dr. where they would have the most visibility. “Also. “We want our efforts to be a win-win process for our members. the group’s second co-chair and Vice President of Global Procurement. “And we’re well on our way. Allen also worked with a national organization. executive sponsor of the group. In order to create a lasting reminder and a token of appreciation the organization has developed the “TASM Coin. Thank a Service Member was originally founded in 2006 as a grass roots initiative designed to educate the public and to support and show appreciation to the men and women who have served our country. Their Military Appreciation Campaign focuses on conducting appreciation and commemoration events throughout the year at VA Hospitals. Benefits of the partnership are deep and have resulted in a win-win opportunity for everyone involved. together with the strong commitment by National Grid’s entire top management team and the dedicated work of Bentley’s faculty and students.
” says National Grid Director of U. “Increasing the engineering workforce is an imperative not only for National Grid but for our entire industry. job shadowing and mentoring activities – they will be fast-tracked for full-time employment at National Grid upon graduation. “They were extremely excited to participate in the Academies.” Phase 3: DEVELOP Once engineers are working at National Grid. on the job training and mentoring. Phase 1: INSPIRE The process of building a strong engineering corps starts with inspiring youth to be interested in science.” National Grid President Tom King said. with diverse interests and experience. includes classroom and hands-on activities on topics such as: introduction to the energy industry. a Brooklyn Technical High School student. as well as education. including the Hudson Valley Community College.spotlight Engineering Our Future National Grid’s signature program.” or EOF as it is known. The inaugural class of Engineering Pipeline Scholars took an important first step toward becoming the engineers of tomorrow with the launch of the “Engineering Pipeline Program” this August. Technical Learning & Development. National Grid works with the community colleges in its service area. engineering rotation programs designed to enhance competencies and online engineering degree programs. and we look forward to work- Students participate in National Grid’s “Engineering Pipeline Program” plastic fusion lab. engineering training courses for new technologies. customized Personal Development Plans. “When National Grid thinks about the future. Each year. National Grid’s formal internal engineering development program includes the Engineering Graduate Development program designed to accelerate the time to competency for new hires. T he combination of an aging workforce and a loss of appeal for engineering jobs by young people is creating concern for a lack of engineers to fill critical jobs in the near future. National Grid Director of U. Phase 2: ATTRACT National Grid wants engineering graduates to see National Grid as a great place to work. reaching out to students both in conventional and unconventional ways. We cannot make that transition without engineers. “We depend on engineers to design and build our systems to deliver energy to our customers safely and reliably. “Engineering Our Future. dedicated and highly trained engineers to develop innovative technologies and renewable energy solutions to meet the ever changing needs of our customers. for promising students across National Grid’s service area in New York and New England who want to become engineers. On the left Amanda Low (of Marine Park). put together by National Grid’s Learning & Development group. electric power systems and future technologies. we think of innovation.” Students learn through classroom instruction.S.” is designed to inspire youth and attract and develop engineers in an effort to take action to address the impending critical shortage of utility engineers. If they study engineering in college. “We were all very impressed by the quality. has three goals: to INSPIRE. and we were equally excited to play an active role in inspiring and developing engineers of the future. ing with these students to help develop our industry’s creative problem solvers of the future. engineering safety. a common method in the natural gas industry for joining plastic pipes or fittings. and participate in ongoing Pipeline program activities – including a paid internship at National Grid. Recently students worked in a plastic fusion lab. a common method in the natural gas industry for joining plastic pipes or fittings. engineering and math (STEM). site visits. “We must act now to create a corps of smart.” “Engineering Our Future. the company wants to grow and develop their talents with comprehensive learning programs. research and projects. 60 high school juniors who have strong grades and an interest in studying engineering in college will be accepted into the Pipeline. customized technical training programs. works with National Grid Instructor John Mead. funding research centers to support new and exciting technologies and partnering with organizations that provide programs to educate teachers as well as students. including smart grids. keep their grades up. “The inaugural class of Engineering Pipeline Scholars has excelled academically. EOF aims to accomplish this by applying a multi-level approach to reach students at all levels of the educational system. The curriculum. ATTRACT and DEVELOP future engineers. to facilitate a certificate program for overhead line workers with hands-on technical training. Citizenship Loretta Smith.” 28 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 .” The Pipeline program is a six-year development program that creates a recruitment pathway.” says Brian Varga. technology. professionalism and motivation of the Scholars selected into the Pipeline. “We are committed to playing a major role in the transition to a low carbon economy. especially in the area of energy conservation. beginning after the junior year in high school. natural gas operations.S. The centerpiece of EOF is a new program called the “Engineering Pipeline Program.” King added. annual expert training. The first class of more than 50 promising high school students got their first taste of working in the energy industry through the Intro to Engineering Academies that took place at National Grid Learning Centers across New York and New England.
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but as a noble cause – “caring for people in need of medical help is ‘sacred work. a retail pharmacy network. the Michigan Athletic Club and a physicianhospital organization. “We have a great team.” Swan’s focus has been on attractNOVember/DeCember 2010 P ro f i l e s i n D i v e r s i t y J o u r n a l 31 .ceo + interview Company name: Sparrow Hospital and Health System Date founDeD (as Lansing Women’s Hospital): 1896. In addition. Sparrow Specialty Hospital. and has served as a member of the organization’s leadership team for nearly three decades. Michigan website: www. a delivery and financing organization (Physicians Health Plan). other major affiliations: Michigan State University Colleges of Human Medicine. Lansing. and since becoming CEO has S been a change agent for some of the most significant improvements in the 114-year-old organization’s history.000 to build Lansing’s first modern hospital facility. Michiganbased Sparrow Hospital and Health System since 2005. Michigan Dennis swan doesn’t view health care as a business. Sparrow has dozens of satellite diagnostic and care centers. Sparrow Hospital. Osteopathic Medicine and Nursing 2009 revenues: $929.’” swan says. he has witnessed many changes in health care and in the Sparrow organization. Company heaDquarters: Sparrow Hospital. In that time. but because we truly care for our patients. we must constantly improve outcomes and transform the patient care experience. Rededicated in 1912 as Edward W. the Sparrow Health Science Pavilion. “We will always strive to be the best.sparrow. Carson City Hospital. primary care.” Swan said. home care and medical supply locations.org primary business: Health care delivery and financing. wan has served as president and CEO of Lansing.000 Meet Dennis A. Sparrow-St. quoting erie Chapman in his book Radical Loving Care. honoring the benefactor who donated land and $100. Sparrow-Ionia Hospital. but also a formidable task. affiliate hospitals: Sparrow-Clinton Hospital. Swan President and CEO. Sparrow Hospital and Health System Lansing. Lawrence Hospital.234.
Larry Wilhite. diverse type of organization than health care. Swan has also led initiatives to enhance Sparrow’s diversity and inclusion program. ” NOVember/DeCember 2010 . along with associate engagement and medical staff alignment metrics. Jim Thurston. Cleo Thurman. In his five years at Sparrow’s helm. educational levels. staff and volunteers to reflect the people who make up this region. Sparrow Hospital. Butch Johnson. patient satisfaction scores have improved significantly. status as a Magnet – recognized organization is held by only about six percent of America’s hospitals. Kathy Kacynski. Tina Gross. Today. a service that eliminates language as a barrier to receiving quality care. every time. Swan | Sparrow Hospital and Health System ing. from left. Inside one of Sparrow Hospital’s high-tech surgery suites where robotic-assisted surgery is performed. the flagship of the fivehospital Sparrow Health System. Are there unique opportunities in your particular industry for implementing diversity programs? YES. ranging in skills. This year. Our Sparrow team encompasses an array of diversity dimensions including race. Craig VanSumeren. ethnic backgrounds. nurses. Sparrow President and CEO Dennis Swan is pictured with some of the members of Sparrow’s Diversity and Inclusion Advisory Council. security force and supply chain. He believes that teamwork is the way to ultimately achieve Sparrow’s vision of earning national recognition for quality and patient experience. Patients expect our physicians. Dennis Swan. certainly there are. because there may be no more complex and 32 P ro f i l e s i n D i v e r s i t y J o u r n a l “One example of the ethnic diversity within our region can be found in the language interpreting service within Sparrow Hospital. Just last year. We all work together to provide the quality of care and service excellence to patients and families who rely on us to deliver exceptional care to everyone. including a commitment to attracting and retaining the best and brightest talent and expanding supplier diversity initiatives that enhance Sparrow’s ability to partner with local and regional minority-owned businesses. Nesha Hill. physical abilities and cultural backgrounds. Sparrow Hospital is like a city. The people who are Sparrow range from teen volunteers and student nurses to doctors. Considered the “gold standard” for nursing care in hospitals. Kenyea Zimmermann and Sandy Kern. Dean Hartenburg. Lesley Mozola. Sparrow stands as midMichigan’s largest and most comprehensive health care organization and the region’s largest private employer. religions. earned the nation’s most prestigious honor for nursing achievement and excellence – American Nurses Credentialing Center (ANCC) Magnet Recognition Program®. expertise and educational requirements. with its own power plant. one of Sparrow’s Escort Service volunteers turned 100 years old. nationalities.Dennis A. Pete Skiles. We have literally hundreds of different types of jobs. ages. nurses and support staff with more than 40 years of experience. We are keenly aware that diversity and inclusion throughout our health care team is essential for us to care for and serve the diverse communities across mid-Michigan. developing and retaining people with outstanding talents and skills who also like to work in teams.
James W. People in mid-Michigan aren’t that hung up on race. and our quality outcome statistics. has made great strides in emphasizing these qualities in its workforce and reflecting the diverse profile of our community. I am also keenly aware that as the first African-American to serve in this role. chair of the s the first African–American to serve as chair of the board of Sparrow in its 114-year Sparrow Health System Board of Directors history. New applicants we serve. I try to make people understand the diversity perspective in all the decisions we make. my performance influences the chances of other minorities to serve in similar leadership positions. which we also try to reflect in Sparrow’s large workforce. Serving as chair of the Sparrow Board of Directors is a role I take very seriously. a post he has held since 2009. Russian. for it is vitally important to the overall health status of the region we serve. recruited and rewarded. under the leadership of Dennis Swan. And Sparrow’s leadership team is becoming more active and visible in our community so that minority populations become familiar with our organization and understand that there are great careers in health care and in health care administration. a service that eliminates language as a barrier to receiving quality care. Employers tend to focus more on things like work ethic and positive attitudes. Somali. It is indeed a great honor to serve as the chair of a progressive and forward-thinking organization such as Sparrow. I am a strong advocate for an agenda that advances diversity and inclusion at Sparrow. While skills are imperative. These qualities are highly sought after. Fortunately. I am in a unique position to bring a different perspective to our leadership team. also serves as director of the Urban Revitalization Division of the Michigan State Housing Development Authority. Sparrow has worked hard to develop a process and methodology to advance the concepts of diversity and inclusion.Additionally. It is a responsibility I wholly accept and am eager to uphold. Butler. are interviewed for alignment of values and behaviors with our organization’s mission. Dennis Swan. It speaks to the ethnic variety within the community. vision and values. Given these realities. Butler III serves as chair of the Sparrow Board. Burmese and Swahili. Sparrow. Consequently. He is a highly decorated combat veteran of the Vietnam War. The “numbers” we most focus on are our patient satisfaction scores. our associate engagement and medical staff alignment metrics. we have plenty of work to do. a longtime community advocate. Building a diverse organization starts at the top Sparrow Health System’s Board of Directors is made up entirely of people who volunteer their time and expertise to serve the people in the mid-Michigan region. Butler III. I am pleased to say it is an agenda that is sincerely embraced by our board and by our president and CEO. receiving four Bronze Stars for heroism. we live in a region that is relatively advanced in embracing the concepts of diversity and inclusion. developing ers – their colleagues and the people and retaining a diverse and inclusionary workforce. We are working to develop stronger mentoring programs to help develop minority candidates to advance up the corporate ladder. We are doing more to attract and retain more top and mid-level executives from minority populations. we have developed and continue to improve our diversity and inclusion program and help provide leadership to other organizations. The top five languages interpreted at Sparrow are Spanish. Sparrow Hospital is formally affiliated and just a few short miles from one of the world’s foremost learning institutions – Michigan State University – an organization which is committed to providing learning and advancement opportunities for all. Still. we seek NOVember/DeCember 2010 P ro f i l e s i n D i v e r s i t y J o u r n a l 33 . James W. It is also a great responsibility to keep Sparrow as a leader in providing the highest quality health care and at the forefront of promoting diversity and inclusion in the region we serve. religion or ethnicity. One example of the ethnic diversity within our region can be found in the language interpreting service within Sparrow Hospital. Our approach leads us to We believe in a comprehensive recruiting people based primarily on how much they care about oth. A Sometimes diversity is referred to as a “numbers game” – how does your company know its culture is not tied up in numbers? THE people who seek jobs at Sparrow do so because they want to make a significant difference in the lives of others.approach to selecting.
Currently. held at Cooley Law School Stadium. children can choose from the one mile event.000 students participating. neighborhoods and other associations.500 children and their parents participated. Each year. Sparrow has been building this program for more than 13 years and presently has more than 44.I. interactive educational activities that encourage students to increase physical activity and to make healthier food choices. or shorter sprints. honest. develop and enhance our diverse workforce. schools. the plan is thoroughly reviewed to ensure it remains aligned with our organizational priorities. Feelin’ Good Mileage Club This incentive-based. Children earn a “toe token” for each five miles logged and a specially designed water bottle at the 20-mile mark. The local Kohl’s department stores generously support the program so it can be offered free of charge to schools. all of Sparrow’s leadership team is accountable for helping reach these goals. Our behavioral-based interviews with potential peers and leaders help us to ascertain character traits such as: Are they open. homes.I. we have a three-year diversity and inclusion strategy. home of the Lansing Lugnuts. people who have high impact in their churches.T.T. However.Dennis A. the F. Swan | Sparrow Hospital and Health System Sparrow takes the lead to fight childhood obesity In concert with First Lady Michelle Obama’s “Let’s Move!” campaign that aims to promote healthy eating and exercise habits in American children. developing and retaining a diverse and inclusionary workforce. F. Everyone gets a specially designed t-shirt and all finishers get a medal.” 34 P ro f i l e s i n D i v e r s i t y J o u r n a l What resources are allocated to diversity? WE have a Diversity and Inclusion Department led by a director who reports to our Vice President of Human Resources.I. Within the plan are goals for our Diversity and Inclusion Department. warm and genuine? Do they enjoy being part of a diverse team? Our process allows us to make these key judgments to try and gauge how they will react in a dynamic and diverse organization. Kids program works with inner-city middle-school teachers and students to create fun. eight-week walk/run program is offered each spring to all elementary schools in Sparrow’s eight-county service area. gifts and a standing ovation for her 50 years of volunteer service to Sparrow. This year nearly 2. “We believe in a comprehensive approach to selecting. We also have a Diversity and Inclusion Advisory Council consisting of associates from a wide variety of backgrounds who meet to direct programs and activities to promote. Sparrow President Dennis Swan and Sparrow Board of Directors Chair James Butler III flank Service Auxiliary volunteer Martha Freeman as she receives a bouquet of flowers. Lansing’s Sparrow Health System has taken the lead in fighting childhood obesity in mid-Michigan with a number of innovative programs: Fitness Initiative Targeting Kids (F. Kids) Debuting in 2008. Kids received the prestigious 2010 Ludwig Award from the Michigan Health & Hospital Association. a Class A Minor League baseball team. The sole “kids only” walk/run event in Michigan. In what other ways does your organization demonstrate its commitment to diversity and inclusion? WITHIN our organization hardly a week goes by without some NOVember/DeCember 2010 . Michigan Mile The capstone event for the end of the Feelin’ Good Mileage Club is the Michigan Mile.T. At the Sparrow Women’s Hospital Association annual luncheon.
T. Bisexual-Transgender (LGBT) issues. Otto Middle schools in group exercises in the assessment phase of the award-winning Fitness Initiative Targeting Kids (F. volunteers. a personal trainer leads a group of students from Lansing’s Pleasant View and C. we have scheduled a Middle Eastern Awareness event.100 children and 170 adult volunteers spill on to the outfield warning track at Lansing’s Cooley Law School Stadium for the beginning of the 2009 Kohl’s Michigan Mile/KIDSPRINT sponsored by Sparrow. and offered an Asian American Awareness program. sponsored by Sparrow’s Diversity and Inclusion Department.I. physicians and the communities we serve and work hard to communicate the business NOVember/DeCember 2010 P ro f i l e s i n D i v e r s i t y J o u r n a l 35 .At Sparrow’s Michigan Athletic Club. among the many programs we have sponsored are an Americans with Disabilities Awareness presentation. This fall. music and discourse at a Cinco de Mayo celebration held in the Sparrow Professional Building atrium. The colorful costumes of dancers from Lansing’s Fantasia Ballet Folklorico helped spice up an afternoon of food. This summer. is one of more than a dozen ethnic-themed events held throughout the year. The event. conducted a forum to raise awareness to Lesbian-Gay- How does an industry as fastchanging as yours keep up with diversity development throughout the organization? WE use both internal and external forums to keep diversity and inclusion visible to our associates. we have celebrated Cinco de Mayo Day. More than 2.W. our annual Diwali celebration and a Native American Day. Kids) program. type of Sparrow-sponsored event that raises awareness of the diversity in our organization. participation in the Capital African-American Parade and Heritage Festival.
Compassion. our organization’s core values. Considered the “gold standard” for nursing care in hospitals. Can you describe your method for orienting new hires into your As a major teaching hospital. all new associates go through an orientation process that includes action steps and checklists to integrate them to the organization and their department. inclusion and teamwork. Sparrow Hospital earned the nation’s most prestigious honor for nursing achievement and excellence – American Nurses Credentialing Center (ANCC) Magnet associates are introduced to our Recognition Program®. diversity and inclusion. Swan | Sparrow Hospital and Health System case for diversity across the organization. The Platinum Rule we offer many opportunities to include training programs. These Golden Rule. team 36 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 . a philosophy that is meaningful to them. Diversity 101 on-line course. Prior to an applicant participating in the interview process. and demonstrate an individual commitment as our Platinum Rule. The status as a Magnet-recognized organization is held by only about six percent of Americurriculum of this course includes ca’s hospitals. Our diversity and inclusion ideals are not held to meet numerical targets or avoid litigation. for enriching employees’ resident physicians in 33 different medical specialties. Accountability. On their very first day new In 2009. as well as important principles such states: “Treat others in a manner become more aware of.Dennis A. Respect and Excellence. ideas and perspectives are embraced. AT Sparrow. In addition. to. These are essential to our organizational success. 60 medical students and dozens of students new issues? in a variety of health care occupations. each year Sparrow awareness or introducing helps train more than 600 nursing students. ICARE is an acronym for Innovation. Sparrow is the clinical center of training for more than 200 culture. Imbedded in the language of the Respect value is the ability to comprehend and value diversity. we ask that they read and agree with our ICARE values. We seek to create a workplace where diverse backgrounds. Diversity and inclusion initiatives contribute to organizational excellence and attaining performance targets which also is doing what is right for all.” of service that goes beyond the Throughout an associate’s career.
7. not-for-profit organization with 114-year-old historical roots in the community.000 emergency medicine patients. provided services to more than 600. we want our diversity and inclusion efforts to be more than “programsof-the-month. Finally.000 inpatients. across all of our job groups. positive change and advancement in our region. At Sparrow. PDJ “We will remain steadfast in attracting and retaining a workforce which properly reflects the available talent pool. part of what inspires many of our associates is knowing they are part of this larger piece of history.000 outpatients and more than 100. across all of our job groups.000 associates and 1.” We know that our commitment to diversity and inclusion as a long-term strategic priority will enhance our ability to be a major agent for lasting. nurses. Whether they were born at Sparrow or their kids were. We are about becoming stronger advocates for diversity and inclusion throughout the region by leading by example. support and developmental opportunities to reduce turnover and retain intellectual and skills capital. information technologists and certified. So we must continue to have a presence in the area schools to attract young people to the wide variety of health care employment opportunities. or whether our hospice program helped their family through extremely challenging times with compassion. we face looming shortages of physicians. We are not into congratulating ourselves or seeking awards. Sparrow blends the knowledge and expertise of more than 900 physicians. most of our hires are from our community and already possess some knowledge of Sparrow before they begin to work here. We must also provide men- tors.Last year. Our diversity and inclusion commitment allows access to a greater talent pool. we have to do a better job of taking this message to all of our stakeholder groups. Sparrow is a community-ownedand-operated.600 volunteers with the most advanced technology. As you might ima gine. What we strive for is to make Sparrow a place where people are respected for who they are – for their differences – and where there is no need to blend in to become a contributing member of the team. engagement and organizational and community events. Sparrow treated nearly 30. What are your plans for the future in regards to advancing diversity and inclusion within your organization? FIRST of all. accredited and licensed staff. to serve as a comprehensive health system for an eight-county population. guidance.” P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 37 . We will remain steadfast in attracting and retaining a workforce which properly reflects the available talent pool.
and Management Lessons from Mayo Clinic. who dearly communicated the value and equality of every person and opinion. Cooley Law School person i’D like to get to know over lunCh: Hank Aaron 38 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 .” – William Arthur Ward what i’m reaDing: Radical Loving Care.ince becoming Sparrow president and CEO in 2005. How did you get your present position? What was your career path? Initially I served as vice president of human resources at Sparrow before becoming chief operating officer. Take the Stairs. A member of the Sparrow executive team for nearly 30 years. including The Definitive Drucker) and Erie Chapman (Radical Loving Care: Building the New Healing Hospital in America). Karl Neumann. Juris Doctorate. and trying to make a difference in service to others. Who has shaped your thinking as a business leader? I have tried to absorb lessons from some of the great business and health care leaders. high integrity. and dream while others are wishing. your style or your business sense? Low key. who retired from Sparrow in 1990. work while others are loafing. by Roger Looyenga. Swan Company name: Sparrow Hospital and Health System title: President and CEO age: 62 eDuCation: Bachelor of Arts. Swan previously served as Sparrow’s senior vice president of operations and chief operating officer. strong work ethic. Kennedy best piCture (film/art): The Shawshank Redemption favorite game: Golf with my 3½-year-old grandson favorite Charities: Sparrow Foundation. His insistence on clinical excellence coupled with best-in-class service quality is the driving force of his leadership team. reading. Thomas M. what might they say about you. intensity and a patient-centered philosophy to Sparrow. Hardwiring Excellence. such as well-known business authors Tom Peters (In Search of Excellence). Joe Tye and Don Jones. S Personal | Dennis A. high impact. Also serving as my mentor was longtime Sparrow President F. by Quint Studer. Swan has brought energy. Thomas M. and then president and CEO. or what pivotal experience helped shape your view? My personal beliefs in diversity and inclusion stem from the teachings of my parents. and dedicated to others getting the credit for team successes. Peter Drucker (many. Western Michigan University. Dennis A. ChilDhooD hero: Robert F. Cooley Law School first job: Banking philosophy: “Study while others are sleeping. passion. If you were in a roomful of colleagues. Where does your personal belief in diversity and inclusion come from? Who were your role models. Michigan State University. by Erie Chapman. movies. prepare while others are playing. Jim Collins (Good to Great). by Leonard Berry and Kent Settman interests: Family travel. Who were your mentors? Banking executives Andy Hays and George Nugent.
regardless of their gender or race. And after all. At Sam’s Club®. but it strengthens Sam’s Club at every level. SM .samsclub. not only is promoting the success of a diverse workforce the right thing to do. we know important contributions can come from many different sources. from our stockrooms to our boardrooms.com Supporting diversity. That’s why we’re committed to recruiting exceptional candidates. We’re also committed to giving candidates the opportunity to advance—because those who work in the aisles of the Club may someday reach the halls of upper management.
I count it a privilege to be part of this globalized entity and I was convinced that my journey in Shell will be filled with continual learnings.shell. And together we can help build a responsible energy future. Who would have thought to use fish protein to stop gas freezing in subsea pipes? One of our people did. every employee of Shell can choose his/her own field as per their interests. and between making profits and caring for its employees and the community. And right now we’re looking for more people who can bring a fresh perspective to the energy challenge. Think further. We’ll get you working with some of our most accomplished problem solvers. We’ll provide training.” Gloria Wang Environment Officer – HSSEQ Department “With the open career progression opportunity. please visit www. between exposure and depth of experience offered to employees. For more information and to apply online. support and career choices to develop your potential.” Kishoore Jehan Marketing Executive .” Jasmine Tiwari Senior Associate Researcher “The best thing about working in Shell is the balance between life and work. growth and never-ending opportunities to contribute. “Shell provided me with the opportunity to handle challenges and manage issues in a dynamic refinery environment.com/careers. Shell is an equal opportunity employer.CAREERS AT SHELL The most successful problem solvers look at things differently and see solutions no one else can.
joint venture partners and governments. Royal Dutch Shell PLC is.com Tackling Diversity & Inclusion on a Global Scale Energy company Shell began to take its Diversity and Inclusion (D&I) work to a global scale in the mid-nineties. Royal Dutch Shell PLC Company name: Royal Dutch Shell PLC Company headquarters: The Hague. the Netherlands Company website: www. including CEO Peter Voser (see page 48). combined with this clear sense of D&I as a business primary business: Energy and petrochemicals. as Shell moves forward. a diverse organization. industry ranking: FoRTuNE 1000. with many different concerns and attitudes.ceo + interview Meet Peter Voser CEO. NOVember/DeCember 2010 P ro f i l e s i n D i v e r s i t y J o u r n a l 41 .2 billion imperative. and how does it plan to take its commitment forward in the future? AS a global company that operates in more than 90 countries worldwide. the importance of the work it does on D&I will be relevant to business success long term. World’s largest company by revenue in 2009. For these reasons. the continued commitment of Shell’s leaders to the company’s D&I goals. are an equally diverse group. have ensured that D&I stays high on the Shell agenda.shell. 2009 revenues: $278. So how has it achieved this. the extensive work that Shell has done on Diversity and Inclusion (D&I) over more than a decade is seen as essential to its business success. It works in a huge range of different geographical locations with a workforce that incorporates many different nationalities and cultures. Shell’s leaders. are also firmly convinced that. Shell’s other stakeholders. by its nature. such as customers. and while progress has not always been smooth. Beyond the immediate workforce.
The company also needs to continue to work effectively with governments and other key stakeholders. the company estimates that the world will need twice as much energy for half the CO2. Top right: Rima Saidi and Andrew Brown (centre) are pictured with Deputy General Manager Sheikh Thani Al Thani (far left) and the HR team after receiving the award for Shell’s efforts on ‘Qatarization’. ethnicity and physical appearance. sexual orientation and education. respected and connected – where the richness of ideas. Inclusion at Shell means creating a working culture where differences are valued. The aim is to make Shell an organization where people feel involved. Left: Peter Voser meets Shell’s employee network leaders in the U. nationality. Shell has a clear strategy in place. invest in new geographical heartlands and innovative technologies. ShELL defines diversity as ‘all the ways we differ’. Finally. NOVember/DeCember 2010 . and Shell sees its key task as helping to deliver those energy needs – safely. It uses the metaphor of an iceberg to represent visually its definition of Diversity – an image that has been found to resonate with people worldwide. and continue to develop low-CO2 energy. To do this successfully the company also needs to recruit the most talented people. The iceberg image resonates with people from every culture.Peter Voser | Royal Dutch Shell Investing in diverse talent and bringing D&I values to new geographic heartlands will help Shell become the most competitive and innovative energy company. Bottom right: Nanhai Chemical Plant. China. D&I is seen as a key factor in meeting all the above challenges. To help meet the world’s future energy challenges. backgrounds and perspectives are leveraged to create business value. as well as underlying differences such as thinking styles. As a company in the global energy sector. 42 P ro f i l e s i n D i v e r s i t y J o u r n a l For Shell. religion. such as age. Shell sees diversity and inclusion as closely interrelated. against a background of increasingly hot competition for worldwide talent.S. The Shell Approach How do you bring D&I values to life for a diverse and geographically disparate global audience? This is how they do it at Shell. This includes visible differences. it needs to incorporate into its strategies the changing demographics of the global working population. Shell is a leader in working towards overcoming the huge energy challenge currently facing the world. It needs to increase the efficiency of its operations. where everyone has the opportunity to develop skills and talents consistent with the company’s values and business objectives. responsibly and profitably. By the middle of this century. gender.
and. Diversity in its talent base and leadership increases creativity. job level. The D&I framework The framework upon which Shell does its D&I work focuses on three areas – Talent. especially in growth markets and regions. • My organization has a working environment that is free from harassment and discrimination. While key elements of the Global D&I strategy remained – such as NOVember/DeCember 2010 P ro f i l e s i n D i v e r s i t y J o u r n a l 43 . including business segment. asks respondents to rate their agreement or disagreement with the following five statements: • Where I work I am treated with respect. The survey. and. and here the numbers are fairly encouraging.. improves decision-making and helps the company to better understand the needs of all of its stakeholders. compared with 9. The three key global targets for Shell’s work on D&I are: • Increasing the proportion of women in senior management to at least 20% in the long term. • Continuously improving the Diversity and Inclusion Indicator (DII) as measured by its annual internal Shell People Survey. even though there are no women currently on the Executive Committee. Shell’s need for talent now and a sustainable future supply makes it essential for the organization to broaden how and where it looks for talent. Shell’s third target. • Having local people fill more than half the senior management positions in every country in which it operates. Survey data is analyzed across multiple variables. gender. • I am free to speak my mind without fear of negative consequences. draws on information from five Shell People Survey (SPS) questions that measure employees’ perceptions on inclusion and fairness issues in the workplace. Through its most recent reorganization the representation of women in senior leadership increased slightly from what it was as of year-end 2008. leadership and competitiveness. As of year-end 2009. • The decisions leaders in my organization make concerning employees are fair. and believes that. So how does the company assess its progress towards those targets so far? The gender target focuses on the progress of senior women within the organization. backed by the commitment of its senior leaders. including customers. now conducted annually among all employees.S. race/ ethnicity. the company concedes that things have not moved as quickly as it would have liked – economic conditions and a fragile pipeline in terms of market availability have tended to hold back progress. as it assesses potential disparities among sub-groups as to how they perceive the inclusiveness of the culture. Shell’s progress towards its target on the employment of local nationals in senior roles has been encouraging. In particular it widened responsibility for delivering against D&I targets to more people across the organization and brought D&I closer to the everyday activities of Shell’s businesses. in a few select countries such as the U. consequently. to achieve its aspirations. Shell’s D&I Framework focuses on talent. Shell stresses that the longer-term outlook is encouraging. The DII is a very good way for Shell to measure progress on inclusion. These are represented at the ‘Top of the house’. 2009 data showed that the proportion of countries where local nationals hold the majority of senior roles now stands at 37% of all countries where Shell operates. women represented 14% of Shell senior management globally. suppliers. base country. it needs to focus on both. however. continuous improvement of its DII score. partners and governments.Shell sees diversity and inclusion as interrelated. is a key factor in Shell’s D&I progress to date.9% in 2005. • My organization has a working environment in which different views and perspectives are valued. Embedding D&I at Shell The reorganization carried out in 2009 across the whole of Shell brought major changes to the way the company’s hR services are delivered. function. Leadership and Competitiveness. Global targets having a clear set of measurable targets. to the way the organization developed its D&I strategy.
and of course we are busy and focused on that. We can focus on using our processes.” At the first Annual Qatarization Awards ceremony this year. because at the same time. Qataris expect well developed. Additionally. One example of how this can work is Shell’s long-term involvement in Qatar. Total. ENI. Global Functions. making Shell the only international oil company to receive this prestigious award. TO Shell.Peter Voser | Royal Dutch Shell the three global D&I targets – others changed. Shell’s EVP Human Resources. Building something in steel is one thing – building a culture is quite another. world-class people processes and we are joined up to deliver them here. and Shell’s long-term commitment to D&I will help us do that. Andrew Brown. for instance. other’s cultures and avoid stereotyping. ExxonMobil. while others are still trying to build them. D&I in the Business How do Shell’s D&I principles affect the way it does business across the globe? Here we look at a few examples of how Shell puts its global D&I values into action. 450 are Western expats and the rest are locally employed staff – and all these groups come with different perspectives. The awards recognize the different methods being used for the successful attraction. this is key and we have to get it right. “We also need to keep in mind that we are working to create a Qatari company. its subsidiary Shell Development Kashagan.” Shell also operates in Kazakhstan. not only makes excellent economic sense. “We have around 1. Shell Qatar. and the introduction of new hR measures to support these. ConocoPhilips and Inpex). I believe that we forget the ‘softer’ elements at our peril. D&I is not just a ‘nice thing to do’ – it is essential to the way it does its global business. Executive VicePresident. commented: “We have a real strength in bringing all of Shell’s global people processes to bear on this issue. One of its key targets.” Carol Cameron. Rima Saidi. we ultimately need to become Qatari-led. These included broader accountability for D&I. Shell Qatar’s Talent Manager. but also helps Shell build relationships with customers and other stakeholders – including governments – in many parts of the world. “This is not straightforward. NOVember/DeCember 2010 . Although the leadership now consists predominantly of expats. of whom around 150 are Qataris. “As a new company we have had to evolve quickly and try to create an environment where everyone is able to understand and respect each 44 P ro f i l e s i n D i v e r s i t y J o u r n a l Shell Nigeria’s involvement in community-based healthcare helps improve lives in the Niger Delta region. commented: “We have a significant challenge in Qatar to create an environment where we are truly all one team. the development of local nationals into senior roles. we are on the largest Oil and Gas construction site in the world. That’s the challenge we face and that’s why D&I is of long-term importance to us. Shell is a member of the Joint Venture Consortium undertaking the development of the Kashagan Field under the North Caspian Production Sharing Agreement (other members of the JV Consortium are KMG. Shell’s long-term efforts were recognized. We need to make Qataris feel that this is their home. so the inclusion angle is really important for us. and is particularly involved in the extraction of resources from the large Kashagan fields. added: “Given the importance of Qatar to Shell.400 staff here. however. somewhere they are respected as they are in their own community. I think we are making good progress and look forward to building on it. development and progression of Qatari staff. here all companies are required to have plans in place for ‘Qatarization’ – supporting the recruitment and development of local nationals for projects within the country – which aligns well with Shell’s global commitment to tap into local talent.
D&I has remained a priority through the recent major organizational change. more work needs to be done to ensure our corporate systems. Shell’s work on Diversity and Inclusion has achieved a great deal. said: “We already knew from our experience in Shell Qatar that a cultural awareness program would help this diverse team work together more effectively. As described above. Shell also acknowledges that to effect lasting cultural change. We also knew that the earlier it was done. processes. there is also a need to focus on the ‘Inclusion’ element of D&I. “We therefore built on the content from the Qatar workshop to create a program tailored to Kazakhstan. Shell has also set out a clear statement of what success looks like – an ideal future state where: • All individuals. participants had the opportunity to talk and learn about the Kazakh way of life. Vice President. They actively discuss with their Josefine van Zanten. everyone focuses his or her energy on winning for the organization. the DII helps Shell monitor how various groups of employees (including those from under-represented groups) perceive their treatment and that of their colleagues. Talent & Learning Manager. We are actively sought out as a partner of first choice in markets that we operate in. • Business partners find great value in working with us because we seek first to understand their needs and challenges. focusing on talents from all under-represented groups. and thanks to their commitment and support. Many of the initiatives designed to develop the careers of women and under-represented groups across the organization have now become embedded in the company’s everyday systems and processes.What’s next for Diversity & Inclusion ? S ince the mid-nineties. NOVember/DeCember 2010 P ro f i l e s i n D i v e r s i t y J o u r n a l 45 . commented: “As we move forward. are motivated and fully engaged because their opinions are valued. the metric derived from the company’s annual People Survey. and with responsibility for delivery widened out to more people within the HR organization. food and history. Since then. KazMunayGas. the better for everyone. based on our ability to uniquely include all differences and formulate a win/win approach in our business endeavors. and continuously improve the inclusion of our work culture. and was well received by participants. At the same time.” The pilot workshop took place in March 2010. Shell is also continuing with its key education efforts on Inclusion. Josefine van Zanten concluded: “Diversity and Inclusion is a business enabler. As a result. sustain inclusion.” So how is Shell working to build a truly inclusive culture? One key way is through the DII indicator. culture and behaviors are supportive and inclusive. we are placing increased emphasis on driving forward our inclusion agenda. Embedding D&I values and behaviors across the Shell Group is essential for the long-term health of our business. and helps others to feel the same way. accessed via a dedicated intranet website. Shell was one of the first foreign contractors to return to Iraq after winning the contract to develop the Majnoon oil field. we need to constantly review progress and work to embed D&I values across the whole organization. and to reach our goals. • Managers recognize inclusion as a business imperative and can articulate a clear business case for inclusion in a global and diverse environment. Every individual feels welcome and part of the team. as an Agent Company responsible for the planning and development of Phase II of the Kashagan project. this has increasingly become an area of emphasis for the group. Shell is also a partner in the NC Production Operations Company (NCPOC) BV. We will continue to drive our D&I targets to increase women and local nationals in senior positions. Shell’s leaders understand this.” has been appointed by the operator. Shell’s D&I work also contributed to its progress in the newly reopened market of Iraq. Global Diversity & Inclusion. a joint venture with the Republic’s state-owned oil and gas company. To build on existing levels of satisfaction. achieving the Diversity objectives becomes the primary responsibility of the talent community. Vice President. As well as learning the basics of crosscultural team working. the North Caspian Operating Company. the D&I team has extended the program with a special workshop designed to train facilitators – including Kazakh nationals – who will be able to take the program to a wider audience. However. Josefine van Zanten. The project entails technical teams from many parts of the world working closely with local nationals. Bernard Plaitin. Following the lifting of international sanctions. and offers its people a range of learning materials and online tools related to inclusion. “This is a long-term journey. In working to embed inclusion. We also ensured that we involved Kazakh nationals in the workshop. we continue to make progress. and for the past two or three years. teams how to nurture and Global Diversity & Inclusion. including those from under-represented groups.
Shell won the contract to develop the field in December 2009 and is now working there in a joint venture with Malaysia’s Petronas Oil Company and the Iraqi state partner. Going forward. SOC made it clear that they wanted us to take steps to ensure that our people understood their culture. as well as the obvious difficulties that stem from the security situation. The short-term goal is to take full operational control of the staff on site. As one of Shell’s D&I consultants explained: “Shortly after the contract was signed. Shell’s D&I values align closely with its corporate responsibility and sustainability goals. Shell’s D&I team devised and piloted a one-day workshop. Organization Effectiveness and Diversity & Inclusion. the organization has a series of learning offerings. assures Shell is positioned to make sustainable progress against its global target of 20% women in senior leadership positions. These targets may vary in specific countries where local legislation would have different requirements and availability. So how does this work in practice? ShELL has global recruitment targets of 50% women for commercial positions and 28% for technical positions. Because of our experiences in other markets – such as Qatar – we already had written plans on how to do that. Since it was set up in 2007. recruit and develop the best possible talent from the widest possible talent base. It covered both general advice on working effectively with 46 P ro f i l e s i n D i v e r s i t y J o u r n a l other cultures. EVP Learning. known as Niger Delta AIDS Response (NiDAR).Peter Voser | Royal Dutch Shell This oil field is located 60km north-east of Basra city. the partnership. The project currently involves 150 Shell personnel with numbers set to increase in 2011 – a mix of operational managers. along with other development activities that support the progression and retention of women. Family health International (FhI) formed to help prevent the spread of AIDS in the Niger Delta. Behind all Shell’s recruitment targets is the key principle of equal opportunity at all levels. we began discussions with our partners on how we would work together. as well as support staff based in Dubai. Shell’s D&I awareness and experience have proved a great help. tuberculosis and malaria. In 2009 Shell’s work with the partnership was recognized when Nigeria’s Shell Petroleum Development Company (SPDC) was named as the first winner of an annual award for Partnership in Collective Action. As well as helping build relationships with local governments and other stakeholders. The award came from the Global Business Coalition. a group of major companies that works to fight hIV/AIDS. trainers and supervisors – who work alongside their Iraqi colleagues at the oilfield to improve capability. A good example of this is Shell’s partnership with the Nigerian government and the healthcare organization. including contractual agreements and HSE standards. the hope is that Shell practices will be commonplace throughout the project organization over the next 20 years. has been delivering comprehensive communitybased care and treatment services at cottage hospitals in five states in the Niger Delta. In introducing these changes to people’s ways of working. however. South Oil Company (SOC). Developing Diverse Talent One of the key motivators for Shell’s work on D&I is to enable the company to attract.” Building on previous programs on working across cultures. Recruitment. with those who tested positive enrolled into comprehensive hIV services. To make this happen.” James Dorrian. These targets are designed both to meet current and future recruitment needs and maintain an ongoing feeder pool of female talent. Shell faces major cultural challenges. Learning helping Shell become a truly diverse and inclusive organization is about ensuring that all its people understand and support the principles of D&I. the Netherlands NOVember/DeCember 2010 . and particular information about Iraqi culture. designed both to raise general awareness of D&I and to develop potential leaders from “Visibility of role models for all under-represented groups is key. The workshops are now progressing beyond the pilot stage and are planned to eventually become part of the onboarding process for everyone joining the project. Its work has included extensive counseling and testing of individuals for hIV/AIDS. and the more we can progressively reflect all aspects of the demographics in the societies and countries where we operate. while taking into account national norms and government policies. increase production and raise standards. the more we will create an inclusive environment.
Shell recognizes the key role played in talent development by the hR organization. I think there are two things we can do. ranging from current senior leadership team members to all employees. disability. adjusting female representation in including one from the company’s attraction and recruitment activiglobal IT organization. I think we have to look into the future and develop the type of talent pool that we need and start to adjust the balance way ahead.short list for 70% of managerial tial. The Women’s Career Development Program (WCDP) is a threeday course offered worldwide. Second is the general pipeline. in order to ties for Graduates and Experienced produce a Shell-wide picture of the hires. For Shell.. ing emphasis on developing its pipeline of Asian talent. Asia represents a sigpart of their D&I plans. Currently. reviewing and those from other Shell studies. more than 2. The ATC “My sense is that it is too easy for people to lose perspective – is the primary regional body that they get caught up in their daily work and put D&I to the back of their minds.000 Shell women have attended. Another major initiative aimed at were then made and rolled out first in the U. The seven topics are an introduction to D&I. Singapore The various initiatives targeted diverse audiences. The research took place in the Key activities included encouragNetherlands and the U.” Tan Chong-Meng. the activities were applied across nificant part of the portfolio in most of the 90+ countries world. One is to be careful whom we appoint into senior positions. which began in 2005 with a survey conducted grams were initiated to strengthamong employees that looked at bar. and the ect on the Progression and Retention Netherlands. however. and runs two “To accelerate progress in this area. during which time participants actively engage in a variety of small and large group activities. and the helping under-represented groups Netherlands.S. It aims to help women to realize their full potential through self-knowledge and a better understanding of the career prospects open to them. In addition.. nesses to facilitate the development and must make this an important part of what we do. and provides tools to enable participants to create the kind of inclusive environment in which all employees can perform their best work.en or widen the scope of Shell’s best talent management practices.K. One of these was a major proj.positions in the U. For this reason.under-represented groups from within the organization. U. development of Shell’s Asian Talent which made many of the activities Council (ATC).” of an integrated virtual marketPeggy Montana. ing more high-potential women to its findings were combined with attend the WCDP.terms of both current contribution wide in which Shell operates today and growth potential. over 200 Shell staff globally have been trained to facilitate these programs. EVP Business to Business. plus specific sessions on gender. United States P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 courses on D&I specifically for people working within hR: Knowledge of D&I (KODI) and Skill in D&I (SIDI).K. EVP Supply & Distribution.K. To date. supports and directs these efforts. because. Recommendations for actions specific D&I related questions. Shell has fostered a number of initiatives to support involved a focused effort to have at people from under-represented least one qualified woman on the groups in reaching their full poten. cultural thinking and sexual orientation. U. and together they represented a holistic approach Supporting the career development to overcoming barriers to women’s progress.. Each session runs for around 90 minutes. instructor-led class is designed to help managers maximize their teams’ effectiveness. So we need to strengthen our focus in this area. generations. a series of proof Women in Shell.. Finally. ultimately. microinequities. Further education for line managers and supervisors takes the form of Shell’s Managing Inclusion course. Shell has been placing increaswith a very consistent approach. riers to women’s advancement.S. 47 . only to be adopted reach their full potential was the eagerly by the global businesses. they have great influence over this subject. of diverse groups One of the 2006 interventions Over the years. This one-day. This is difficult because the results we want won’t be achieved in working across functions and busia day or a week – we need a continued effort over a long period. Another important learning tool for Shell’s work on D&I is a series of seven ‘Lunch and Learn’ sessions that offer participants the opportunity to deepen their knowledge of a variety of D&I topics. and developing a standard exit interview template/process with current situation. Ultimately.
Commercial mindset. Speaking in mid-2010.” But how has Voser’s accession to CEO changed the way Shell works? Well. EVP. in ness and an important part of the terms of both diverse representaShell people strategy. Importantly. CEO. Shell’s CEO. Voser’s cultural change program was designed to encourage a new mindset for all of Shell’s people. it introduced five ‘must-do behaviors’ (or Behavioral Imperatives) for everyone in Shell to follow – External focus. As mentioned above. more than 40 such networks are active across the Shell world. Voser argued. has been underlined by recent There was further evidence engagements. Embedding D&I within our structure. D&I is an advantage that will enable a competi- I tive performance culture. surround yourself with people who are different from you. and smarter than you. and United the board of Catalyst. and find out to build inclusive environments how they perceive the impact of and expand opportunities for recent organizational changes. Alongside these major initiatives. he emphasized his continued commitment to the organization’s D&I values: “Diversity and Inclusion will create a stronger Shell for the future. in particular 2009 had been an emotional jourD&I. and initiating a farreaching cultural change program. processes and culture will result in more customers. However. these networks also provide a valuable channel for communicating with many different employees.profile Peter Voser. Both.” tion and behaviors that support His personal commitment inclusive work environments. and supports Asian talent development by helping to identify and address key coaching and development themes. ATC activities include regular reviews of the demand inventory of upcoming jobs. and active ‘brokering’ to facilitate cross-business/functional moves. I’m committed to broadening our diversity and deepening the inclusion of our workforce through dedicated leadership and accountability. including meet. Summed up as ‘powering progress together’. has been in his role for almost a year and a half. Delivery. were a necessary response to the current realities of the market and the world’s future energy needs. So how have these changes affected Shell’s long-standing commitment to D&I? n July 2009. and their support proved valuable to the Transition 2009 change program. When he first came to the job. The restructuring process (Transition 2009) was completed by the end of last year.of Voser’s continued commitings with D&I employee network ment to D&I when he joined leaders in the U. At present. The ATC also works with Shell’s Global Recruitment team to help resource external Asian talent. the leadKingdom this year to discuss ing non-profit corporate memthe challenges they face. Australia 48 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 in support of common goals and interests that are aligned with business objectives. “We will continue to attract and develop the best and most innovative women and men who will contribute to Shell’s future as a leader in delivering the best energy products and solutions to our customers. behavioral imperatives should link with and comDuring one session. They’re not threatened by intelligence or diversity – they harness it. stakeholders and partners choosing Shell more often. place for Asian talent. to bership research and advisory highlight the contributions made organization working globally by the networks. women and business. Voser has certainly made his mark. Peter Voser made engaging with employee network leaders a component of his information gathering. During that time he has instituted major structural and cultural change.S. Voser plement existing culture change acknowledged that Transition efforts within Shell. he ney and emphasized the need commented: “D&I remains an to maintain focus on D&I as the important enabler for our busi. So. people. he has continued to emphasize how the new Peter Voser. since taking on the top role. These are voluntary groups of employees that come together “Over the years. although the cultural change process naturally takes a little longer. as well as helping the company work towards its D&I goals. PDJ .organization moved forward. I’ve learned that smart people who are good leaders attract smart people. Shell has also encouraged the development of diverse talent by its strong support for employee networks. when he took on the CEO role. presiding over major structural changes at Shell. employees. Simplicity and Speed. former Chief Financial Officer Peter Voser took on the role of CEO. And nurture them. as these new behaviors were introduced.” Ann Pickard.
© 2010 Lockheed Martin Corporation
THIS IS HOW
Diversity is more than a goal. It’s a necessity. When facing down the most important projects in the world, every idea counts. Every viewpoint matters. That’s why, at Lockheed Martin, we not only believe in diversity. We embrace it. Because diversity is the “how” that delivers the most innovative solutions to some of the most complex problems imaginable.
hile most people associate las Vegas with fun and frolic, one of the world’s largest gaming companies gets right down to business with its Diversity initiative. MGM Resorts international, a FoRtune 500 company which operates 15 resorts in nevada, Mississippi and Michigan, was the first gaming company to formally establish a Diversity initiative in 2000. the initiative has grown to where it regularly appears – and often is the only gaming company – on national diversity lists such as Black Enterprise magazine’s “40 Best Companies for Diversity” and DiversityInc’s “top 50 Companies for Diversity.” the initiative is structured with official functions woven throughout its business disciplines, including a full-time team dedicated to training all management employees in its two-day diversity workshop and graduating the employees as Diversity Champions. the company also has a full-time staff assigned to supplier diversity, as well as a very busy sales director whose entire responsibil50
P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010
A decade of
MGM Resorts International Celebrates 10th Anniversary of Diversity Initiative at Annual Meeting
Top left: Alexis M. Herman on stage. Left: Jabbawockeez’s headliner performance. Inset: MGM Resorts Chairman and CEO Jim Murren.
ity is to sell space to multicultural convention groups. Recently, some 600 people, including Company board members, Diversity Champions, business partners and community leaders, gathered at the premier ARiA Resort on the central las Vegas Strip for the Company’s Diversity and Philanthropy Annual Meeting. the presentation, complete with a performance from Monte Carlo
Filipino Michael Laygo, Guest Service Valet at The Signature at MGM Grand, led the MGM Resorts Diversity Champions dancers in a lively performance. MGM Resorts has graduated more than 11,000 employees from its Diversity Champions training workshop since launching the workshop in 2003.
Mary Ann Sena-Edelen, Director of Diversity Training for Monte Carlo Resort, which is owned by MGM Resorts, gave an enthusiastic speech about empowerment.
Resort headliner Jabbawockeez, highlighted programs and work that have furthered the Diversity initiative. it’s been a decade of great accomplishment, Alexis M. herman told the crowd. Ms. herman, the 23rd u.S. Secretary of labor in the Bill Clinton administration, joined the Company’s Board of Directors in 2001, and at the time was named Chair of the newly formed Diversity
Committee of the Board. “When i first came to the Company…i became quickly convinced that your leaders understood that in order to achieve peak business performance, you really have to recruit the talents of all your members,” Ms. herman told the audience. “We remain as committed (to Diversity) today as we were when we began this on day one.”
P ro f i l e s i n D i v e r s i t y J o u r n a l September/OCtOber 2009
MGM | A decade of Diversity
Ms. herman went on to explain that the Diversity initiative was built on five pillars: having a vision, recruiting and retaining a diverse workforce, incorporating minority suppliers in the Company’s purchasing and construction practices, advertising and selling to a diverse customer base, and staying accountable to the commitment to Diversity. today, some 61 percent of the company’s 62,000 employees are minorities, marking the highest proportion of minority employees in the history of the Diversity initiative. And despite economic challenges, Diversity Champion Workshops not only continue for employees, but the company recently announced an aggressive goal of graduating 4,000 more employees through the Diversity Champion Workshop by mid-2011. About 11,000 Champions have been trained since 2003. MGM Resorts Chairman and Ceo Jim Murren took the podium to explain why the initiative is so crucial in difficult economic times. “We know that a culture of mutual respect and inclusion among our employees enhances their ability to interact more effectively with diverse customers,” Mr. Murren said. “We must harness that initiative to further enhance our service to these and all of our customers. Diversity provides us the opportunity to bring new clientele to our business. “Some people ask, ‘isn’t a decade of Diversity enough? haven’t we accomplished what we wanted? isn’t it time to move on to something else?’ of course, my answer is no. As far as we believe we’ve traveled, we’ve only scratched the surface,” he said.
HIGHLIGHTS OF THE MGM RESORTS DIVERSITY INITIATIVE
Q&A with Phyllis James, Executive Vice President, Special Counsel-Litigation, and Chief Diversity Officer, MGM Resorts International
Why does MGM Resorts International place such great importance on its Diversity Initiative? DiVeRSity is a key driver to our business success and a competitive advantage in the 21st century global economy. our diversity and leadership initiatives, propelled by our extensive training, are making great strides in fostering greater employee engagement in the mission of our Company, and deepening our culture of excellence, inclusion and innovation throughout our employee ranks: managers and staff employees alike. in tandem, our Diversity initiative has helped foster enhanced relationships with the global guests we serve, and has enabled us to expand our efforts to attract multi-cultural leisure as well as large-group meetings and conventions. Furthermore, our commitment to Diversity continues to enhance our potential to form new business alliances, domestically and worldwide. Moreover, our outreach to diverse suppliers has helped broaden our base of qualified and cost-effective vendors and service providers. How does the Initiative benefit the day-to-day operations of your resorts? ouR diversity values promote universal employee engagement, individual responsibility, inspired leadership, team collaboration and peak individual and team performance. our doors never close, and in a 24-hour business, the quality of our employees and their commitment to their jobs is a vital business imperative. How did the creation of your Company’s Diversity Initiative come about? MGM formalized its initiative in 2000 as the gaming industry faced questions and criticism from community activists about minority representation in the industry’s employment practices and spending with suppliers. At the time, neither MGM Grand nor Mirage Resorts had put in place measurements and statistics articulating what had been long-standing practices and endeavored to implement new programs in a more thoughtful and
BEST PRAcTIcES SERIES – Quarterly meetings where managers from multiple properties gathered to share information about best business practices. BAck-OF-HOuSE DIVERSITY cOMMuNIcATIONS cAMPAIGN – Unified messages and visuals to promote diversity were presented on posters and displayed on message boards. ANNuAL WOMEN OF cOLOR cONFERENcE – More than 500 women annually attend this professional networking event and motivational conference sponsored by MGM Resorts. The program had its 4th Annual Event at Mandalay Bay Resort this year. cHAIRMAN’S DIVERSITY ROuNDTABLE – A series of four roundtable discussions about the importance of diversity were held at Luxor, Monte Carlo, The Mirage, and MGM Grand Las Vegas involving the Chairman, other members of the Company’s leadership team and employees. Employees from all levels of the company were invited to attend each event.
P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010
they are a hub for gathering and that has produced our past diversity results of which we disseminating information about best practices in diver. What’s ahead? We recently introduced the Chairman’s Diversity Roundtables. This represents the highest ratio of minorities in the management ranks since the Diversity Initiative was first launched. CityCenter spent more than $700 million in construction and design contracts with minority-owned firms throughout its five-year development. including individual responsibility.5 billion with Minority-Owned and Women-Owned businesses (MWBDEs) in construction work. • In the employee management ranks. UNITY is an influential group of minority journalists who plan to hold their 2012 conference of more than 11. We hired a full-time Director of Diversity Sales in our sales function.000 employees from our We first established a full-time Corporate Diversity Diversity Champions training workshop by the end of staff to lead our planning and implementation efforts 2011. The Company’s corporate giving to diverse organizations such as the Chamber increased from 15 percent in 2002 to 51.000 Diversity Champions since the training program was introduced in 2002. leadership. and provide these companies with the tools and information they need to compete for business with MGM Resorts. sponsor diversity activities of their choosing tailored to their property objectives and serve as a focal point for our extensive employee philanthropic and volunteerism projects. in 2003. and to increasing our knowledge and sity. our company’s bold. PDJ P ro f i l e s i n D i v e r s i t y J o u r n a l September/OCtOber 2009 comprehensive manner. coordinating diversity activities at the corporate implementation of best practices in diversity. We established employee-driven property diversity councils. • MGM Resorts has graduated more than 11. whose responsibility it is to cultivate relationships with minority-owned and women-owned businesses. the convention sales group focusing on diversity has booked new groups that will bring tens of thousands of new.Benchmarks In Diversity • About 61 percent of the Company’s 62. MGM Resorts has expended a cumulative total of more than $1.MGM Resorts . We will and property levels.000 employees are minorities. MGM Resorts Chairman and CEO Jim Murren met privately with community leaders prior to the Diversity Annual Report Meeting. inclusion and use of the talents of all team members. who is dedicated to attracting multi-cultural groups to hold their meetings and conventions at our resorts. MGM Resorts has expended a cumulative total of more than $1 billion with Minority. including What are the major components of your our Chairman & Ceo Jim Murren. which provide a platform for our employees to discuss diversity issues in their respective workplaces. • Since 2001. he is pictured with Asian Chamber of Commerce President Vida Lin. we launched our Diversity Champions training program. marking the highest proportion of minority employees in the history of the Diversity Initiative. collaboration. a two-day workshop that explores indepth the values and dynamics of highly-successful work teams. an average 17 percent of the total construction spend has been with MWBDEs. including professional consultants and contractors.and Women-Owned Business Development Enterprises (MWBDE) suppliers. diverse convention attendees to MGM Resorts over the next few years. • In all. • Since 2001. and managing our relationships continue to steer our Diversity initiative so that it conwith our external diversity partners. our customer base and our business partners. and collective responsibility. We are dedicated to sustaining the momentum across our Company. We set a new goal Diversity Initiative? to graduate an additional 4. We established a tinues to augment our ability to develop new.51 percent in 2009. During the past nine years. Right.000 people at Mandalay Bay. 53 . innovative supplier diversity division in our procurement function strategies to advance our business objectives.are very proud. about 44 percent of employees in the supervisory ranks are women. • Even through the recession. and 36 percent of employees in the supervisory ranks are minorities. visionary leaders were the first in the gaming industry to voluntarily embrace diversity as a business imperative in the 21st-century reality of shifting demographics in our workplace. which is nearly 11 percent of the Company’s total biddable spend for goods and services. For example. which are a forum for dialogue between our employees and our diversity leadership. other major companies on the las Vegas Strip followed.
the urban population in the St. In 2008. It is our goal to have a workforce that reflects the communities we serve in particular. we teamed up with Florissant Valley Community College (St. Louis area. Of our 529 line workers.200 people submit resumes to qualify for 30 spots in the class. With the help of a state recruitment center. for the college’s ability to provide utility-specific training. Others. The partnership between the utility and academics is working. when we began evaluating our workforce. we weren’t seeing the interest in younger workers to fill those vacancies. We realized we didn’t have a pipeline to move novice job candidates into our apprentice programs. The college Profiles in Diversity Journal continues to bring you the ideas. so we looked for new ways to build and diversify our workforce of the future. Many of the candidates looking for a job didn’t have the utility-specific qualifications to pass the employment test. almost 10% of the minority workers will be eligible for retirement in the next five years. To build a candidate pool that reflects our community and has the skills to meet our job qualifications. PDJ ▲ 54 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 . Ameren Missouri has almost doubled the total number of recruits we have hired into line positions and increased five-fold the number of African-American applicants entering our three-year line apprentice program. An advantage of this program is that it runs in conjunction with our apprentice programs. opinions. which require more utility-specific training. Since we began this program.” the effectiveness of the program and look for new ways to provide skill-specific training for recruits. Louis). Retired line workers served as climbing instructors. Customer Operations Ameren Missouri had 1. the college identified the students for the program. Our partnership with the community college has been a win-win for those who now have well-paying careers. and for diversity at Ameren Missouri. who passed the employment test.thoughtleaders thoughtleaders thoughtleaders thoughtleaders thoughtleaders thought thoughtleaders leaders Building a Workforce to Reflect the Community By Richard J. This gives us flexibility and “The partnership doesn’t create an overabunbetween the utility dance of applicants for jobs that don’t exist. and profiles of leaders in the field of Diversity & Inclusion in our ongoing series. We began funding a five-week training program focused on developing utility-specific skills.2 million electric and natural gas customers. were unaware of how physically demanding the position would be. I’m concerned about recruiting and developing qualified employees. thoughtleaders. A Senior Vice President. We once again invited prominent diversity thought leaders to share the latest thinking regarding the workforce diversity and inclusion topics with which they are most active. and we have since asked graduates to help us refine the program. and academics is We continue to evaluate working. which requires mechanical aptitude and extensive math skills. Our staff worked with the college to develop a curriculum that prepared the students to become apprentices. Mark ameren missouri serves a diverse ethnic mix of 1. so that the number of openings in the college class mirrors the number of apprentice positions available.
” cross-cultural interactions and discover various approaches in dealing with peoAt Blue Cross Blue Shield of Massachusetts ple of different cultures. we must attain a deeper understanding of the multigenerational membership. the with this program. and increase our focus towards understanding the multicultural needs of our customers.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Understanding Privilege By Joyce F. high quality care. I find myself asking many questions about the future of healthcare in America. and have already seen shifts in how workplace and the community. we have adopted another initiative to better improve our cultural competency as an organization. By leading edge initiative. providers and associates. During this module. in partnership with the Sloan doing so. We have developed a various cultural complexities of the marketplace. PDJ business solutions. called stand our members. we must look at the changing demographics and evolving marketplace. In order for our client-facing personnel to be more effective in the services they provide to our clients. the participants they must gain a deeper understanding of our learn how to communicate clearly in members and providers. She is responsible for developing and implementing a comprehensive corporate wide diversity strategy that focuses on the workforce. they must gain a deeper understanding of our members and providers. and for the creation of metrics encompassing all diversity initiatives and programs. How do we plan to meet the needs of our changing market? What will the marketplace look like in another ten years? The healthcare industry is changing rapidly. Corporate Diversity Programs Blue Cross Blue Shield of Massachusetts as we aPProach the beginning of a new decade. Beach A ▲ Director. and best of all – be preof the Sloan Center’s Executive Innovation Lab. To help us achieve this business goal. We anticipate long-term success of Massachusetts. both internal and external and for building relationships with key business and Another way that we feel we can be more effective in community leaders to further Blue Cross Blue Shield of Massachusetts’ diversity our changing multicultural marketplace. In order to do so. BCBSMA is one of five will allow us to provide higher quality interactions. is to be more and inclusion strategy through community outreach. This includes ensuring a diversity lens is integrated we approach innovation. inclusive and culturally proficient in diversity. Soon. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 55 .Joyce F. they participate in a debriefing session. these prototypes may into all aspects of Blue Cross Blue Shield of Massachusetts’ Talent Management lead to enhancements on how we interact with members Strategy. and we are challenged to provide affordable. after which effective in the services they provide to our clients. Each of the participating companies nominated one of their own executive-level representatives to lead an internal team whose goal was to create a prototype solution to a business opportunity that per. She is the central point of contact responsible for communications and providers of all ages on a daily basis. We offer a Cultural Competency Certificate Program – an online module for employees to “In order for our client-facing personnel to be more complete at their leisure. our goal is to create a more effective and As the demographics of our nation continue to engaging model for how to better connect with our change. which pared to meet the challenge of affordable accessibility focused on leveraging generational diversity to enhance in healthcare. This Engaging All Generations. Beach is the Director of Diversity at Blue Cross Blue Shield tains to age diversity. (BCBSMA). companies that were recruited to take part in the pilot ask those powerful questions. we will be better able to engage and underCenter for Aging & Work at Boston College.
Inclusion and Engagement at Boehringer Ingelheim USA Corporation.S. but won’t work here. what can we do as leaders to focus on creating an inclusive culture? Assemble a team of people of diverse backgrounds and perspectives and encourage them to share at all levels.S. For 125 years Boehringer Ingelheim has been committed to the is about inviting everyone to participate – not because research and development of innovative medicines that help bring more health to they are a woman or a person of color – but because patients and their families.. If.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Lost in the TranslationRedefining Global Diversity By Nancy Di Dia they can bring a unique value and perspective to the table. Consequently. on teams. your team is comprised only of senior managers. is it simply that we recognize that as humans. Speaking of diversity in a global inclusive work place. It is also about the elements we the great ideas that result as we mover closer to an can’t see or touch. of underrepresented groups. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 how can we expect our global counterparts to accept the notion of diversity when the English translation – “different”. “unlike” or “dissimilar” – moves us farther from the concept of inclusion than ever. Inclusion and Engagement Boehringer Ingelheim ▲ 56 . Support them in uncovering their own solutions and insights “When you include people in decisions. When you include people in decisions. Challenge yourself and American term such as diversity into a non-American your staff to engage people of different generations. people work smarter and inclusion is easy for most to grasp. So. we are better able to perform fully when we’re respected. for example.” making it part of your company culture takes practice. including our people with disabilities and our LGBT colleagues. to innovation. exceed expectations. FORTunE 100 organizations have been striving to create diverse cultures and assimilate those different from the masses into our organizations. Why is global diversity so important to understand? For years. and as part of projects. clients get the best thinking and most innovative solutions to meet their needs – and ultimately better results. quality and business development. on teams. You will be amazed at visible differences. why do we continue to impose the concept of diversity globally when we still lack substantial quantitative data to support our argument that diverse teams or boards produce better business outcomes? Is it because there has been such marginalization in the u. culture is a nightmare. that we uphold this desire of world inclusion? Alternatively.” Moreover. Yet where have we gone awry? Force fitting an H Executive Director and Chief Diversity Officer of the Office of Diversity. valued Nancy Di Dia is the Executive Director and Chief Diversity Officer of the and enabled – included? How does inclusion differ from diversity? Inclusion Office of Diversity. Diversity is not just about the backgrounds and experiences. people work smarter and exceed expectations. PDJ context will often yield a response of “that works in the u. While the concept of and as part of projects. outcomes may not be as innovative as those generated by a multi-generational group.
Verizon. . Marketing At Verizon. It’s your smarter leadership. experiences. bring it in and bring it on – bring your diversity to work at Verizon! Verizon Diversity Leadership. Results. Thu. and faster results that will move our business forward at the speed of FiOS! So. bolder innovations. backgrounds.Bring It! Your Talents. Innovation. and viewpoints to work. Your Ideas. we want you to bring your diverse talents. Your Passion.
the recipe for a make headlines for their contributions to financial cri. but either failed to ensure 100% adherence to the values or temporarily lost 58 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 F Vice President. coupled with a A “Leadership Champion” is a company known for strong emphasis on accountability and economic perforimpressive financial returns and solid values.” “admired. is essential about them? to sustained corporate leadership. leaders and employees still struggle Although values can’t guarantee good behavior. It’s Values-Free Leadership Strong Free Cultures” generate and hard to hover in the upperCulture? Champions sustain strong financial perleft quadrant. Most companies. codifywith whether a company needs to simultaneously em. Inclusion & Talent Management Burger King Corporation . many researchin a company’s success? How seriously do business leaders ers have concluded that a deep set of core values. which take their values? Do executives believe and get passionate may also be called principles.” “visionary” and “bestbroader “Values. with disastrous consequences. Companies that truly live their values.thoughtleaders thoughtleaders thoughtleaders thoughtleaders The Role Values Play in Corporate Success By Robert Perkins for inclusion their way. publications. which is possible. a company question then becomes. the values or give them perfuncThe Role of Values other two quadrants raise tory treatment. PDJ companies were often riddled with unprincipled behavior at the most senior levels and others appeared to be good companies. However. can companies not balance their values Emphasis on that emphasize values much with business success have Values more heavily than financial a hard time climbing out of performance survive? the bottom-right quadrant The Values underperformers in today’s marketplace and becoming great leaders. researchers and organizations have align with a company’s compiled lists of “great. market collapses. companies Emphasis on formance while providing tend to fall down. with principled leaders. anD Diversity efforts So. how can you trust anything. needs to demonstrate strong financial performance along what role do values play with an adherence to solid values. Moving Performance no guidance on what behavupper-left to upper-right Failure on Profits by Good iors are valued versus unacis a rare act of redempWeak Both Fronts Intentions Alone? ceptable? In the “Profits by tion. where can we find the leaders? Countless acato succeed. leaders need to focus on both meeting how can you trust anything the executives are doing or economic performance commitments and sharing the saying? The answer is you can’t. In fact. values. the published financials? If you strip away core values. tend to do very well over time. To truly succeed.” The managed” companies. but Good Intentions Alone” tough.ing bad behavior is a recipe for disaster. have a much interesting questions: Can harder time sustaining percompanies with “Valuesformance long-term. or whether out the window. culture or beliefs.company’s success is emphasizing a dual approach – a ses. Companies that do Weak Strong quadrant. A “Failure mance. When values go phasize values and financial performance. Some of these herence to solid values. they must demics. Therefore. decimation of consumer wealth focus on strong financial performance with a strong adand overall decline in economic activity. Companies that on Both Fronts” is an unprofitable company that stands emphasize only financial performance and either relax the for nothing. including they can choose to focus on just one dimension. To make these lists.
applicant tracking system.. homeland security. especially those with disabilities. Diversity needs to be seen as a business imperative. Continually business imperative. The question is how we do this. What diversity means to my company is probably different than what it means to yours. and manages different. It’s what makes us who we are as individuals. Second. Instead of tackling the solutions that help our federal clients provide for national security. Through this single objective. Companies focus on the bottom line so diversity needs to be part of this Larry Clifton is Senior Vice President in charge of Recruiting and Workforce equation. one that will have networks. Highlight the importance of diversity to your organization by communicating your goals and activities to your employees. Most people value diversity for the simple reason that we are all diverse in some way. CACI provides dynamic careers for approximately 12. I’ve started out with one goal. Encourage your diverse population to participate in the company employee referral program. a wide array of Human Resources programs.900 focus on increasing diversity hires at the management employees working in over 120 offices in the U. PDJ diversity is important to our company. involve employees at every level to begin a grassroots effort to help your program build momentum. I believe this is where diversity programs have difficulty getting off the ground. is the first problem. with meaningful careers at CACI.caci. and IT modernization and government transformation. intern program. Settling on a scope for a program that is all-encompassing.500 new employees annually. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 59 . Gaining executive sponsorship is critical to developing and continuing to keep the program valued as a business imperative.15 billion professional services and ing every activity we do back to the bottom line value information technology (IT) company serving the defense. improve overwhelming task of increasing diversity hiring at every communications and collaboration. CACI is a member of the FORTUnE 1000 Largest Companies and the Russell 2000 index. CACI provides professional services and IT programs we really envision. so why is it often so difficult to get diversity programs off the ground? Talking about diversity is easy. including CACI’s employee referral First. and to be a champion for your company amongst their net“Gaining executive sponsorship is critical to developing work. start the pro. I chose to effectiveness. and Europe. Mr.net. enhance data collection and analysis. and increase efficiency and mission a far-reaching impact across the company.asymmetricthreat. we need to set an ultimate goal. and achieving your ultimate goal. secure the integrity of information systems and level.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Why are Diversity Programs so Difficult to Advance? By Larry Clifton I ▲ Senior Vice President of Recruiting and Workforce Planning CACI International Inc i think everyone recognizes that diversity in the workforce is essential.com and www. yet still effective. and looking at diversity programs is no responsible for hiring approximately 3.proach to developing momentum for a larger diversity sion aren’t supported with a real business reason for why initiative. to make the case for the funding needed to get the program moving forward. How to define diversity. is much more challenging. Visit CACI on the level. and its Deploying Talent – Creating Careers cess and work our way into developing the diversity hiring program designed to provide veterans. Highlight and celebrate the achievements gained by the involveand continuing to keep the program valued as a ment of your employees.S. a $3. I coach my team on the importance of focus. we need funding and support from the company to carry out the program’s mission. cost-effective apployee population and create an environment of inclu.Planning for CACI International Inc. however. Clifton is to the company. Then. it was much easier web at www.” reinforcing the existing diversity of your workforce throughout your Too often our grand ideas to develop a diverse em. intelligence.program. etc.company’s communications is an easy.
and learning groups where smaller teams of participants are paired with an executive to foster the exploration of ideas and help participants find ways to apply these skills within Cisco’s environment. driven.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Developing Leaders Representative of a Global Company By Kim Marcelis. We feel we are on to something. but we didn’t have anything that married the two. We needed a program that accounted for the traditions and values of the Asian culture and found ways to help them expand their network. presentation. we were empowered to dig deeper and propose a solution. We came to believe that a targeted talent development program was needed to bridge the gap. nor was it due to a lack of effort by the company to develop a more diverse leadership team – Cisco is committed to fostering the growth of its employees – it was something else. and are committed to creating a sustainable program that leads to long-term change. develop their presentation 60 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 B Cisco skills. and influence without needing explicit authority. We knew it wasn’t because of lack of talent – there are tens of thousands of smart. improve their ability to influence. we needed to address the particular leadership challenges faced by our Asian community. We hope to see alumni of the program. we are encouraged to look at every angle of a problem and take on new challenges. we’ll ages us to launch pilots. We needed something that helped specific segments of the population become leaders at Cisco. The Program has multiple components: selfassessment tools to help participants identify strengths and opportunities for improvement.” ful. We had targeted programs to help specific employee segments develop broader skill sets. expand their networks. capable Asian employees making vital contributions to Cisco every day. Senior Leader Global Inclusion & Diversity Being leaDers at Cisco. which launches later this year. culture encourages But this program won’t us to launch pilots. and leadership skills. This is why we created the Asian Talent Development Program Pilot. scale it to other and if this one is successgroups. In this case. resulting in a pipeline of employees from diverse backgrounds prepared to lead Cisco for generations to come. When we noticed that Asian employees were not advancing to the executive ranks as quickly as we would like. and we had leadership programs to help all employees move up in the organization. resources and exercises to enhance their inter-personal. be limited to the Asian community. gain visibility for their contributions and take on more leadership roles in the organization. we’ll scale it to other groups. networking. PDJ ▲ . we will be able to measure our success by the number of Asian “Cisco’s innovative leaders at Cisco in five to ten years. ultimately. with its culture of innovation. VP Strategic Planning and Randall Lane. Cisco’s inand if this one is novative culture encoursuccessful.
Dr. these words have fresh meaning — reﬂecting mountaintops reached and new hopes born. 1/09 . Martin Luther King.A look back as we go forward On April 3. In honoring the past. Jr. 1968. “Something is happening in our world.” In 2009. we appreciate the present and ﬁnd inspiration to create our future. An independent licensee of the Blue Cross and Blue Shield Association. U6325. said. Blue Cross and Blue Shield of North Carolina celebrates Black History Month.
ultimately. results that lie below the curve are Coefficient” which incorproduce better products. and have Similar to the notion of formulated specific market“Efficient Frontier” used in ing strategies around that Efficient Frontier of Diversity optimal portfolio allocaopportunity. profitability (the reenue generated from that profitability variables held constant turn from robust Diversity consumer segment expand Talent pool composition. (estimated by translate the Business Case into an executable strategy. Markets banker with The “Efficient Frontier” of Diversity frames the maxilong-standing involve. it’s clear example..e. policies ful diversity strategy. and LGBT employees. sub-optimal due to “soft” factors that inhibit achieving maximum porates the objective data greater innovation and betpotential that underpins any successter decisions. “soft” factors. understanding the Business Case is a preBut that is not the whole story. but critical. and recHuman Resources policies which seek to maximize worker ognizes opportunities for innovation and the customer productivity as well as attract and retain diverse talent. often superficially understood.by Catalyst concluded that gay staff who are ‘out’ and term return. very importantly. accountability and. PDJ return than others. if one understands gender (LGBT) employees is illustrative.Nasser Malik is a Managing Director in Capital Markets Origination at Citigroup ibility of role models. bisexual and transConsistent with the Business Case. organization culture strategies) lies on the verticonsiderably. proposition inherent in the LGBT population. lesbian. expressions of support by senior in new York and is Co-Chair of the Citi north America Markets Diversity leadership. the rec. few supportive H. target pools for ture that is inclusive of Diversity Coefficient employee recruiting. the general employee base doesn’t sufficiently among professionals in financial markets. some sources to reach $835 billion by 2011). is more Thus. Some efforts. one can borrow from the school of economics supported are 20–30% more productive than those who and conceive an “Efficient Frontier” of Diversity (see illus.R.S. The difference lies in important. “Diversity Coefficient”). policies.mum profitability that can be generated for a given set ment in Citi’s diversity of facts and inputs (i. Non-Diverse Talent Pool.” some firms may generate a higher marginal sity strategy. the relationship between the “Diversity likely to (all-else-being-equal) lie closer to the “Efficient Coefficient” and profitability is clear: a greater “Diversity Frontier” of Diversity. Academic and other “soft” factors all facilitate optimal outcomes cal axis.Committee. vis. For Taken together. This is how I frame the core elements required to ent in the gay consumer dollar in the u. I am often asked firms may lie below the “Efficient Frontier” in their how one can frame the performance. A 2007 study Diversity is an important undertaking which generates long.are not. in my view. such as organizational culture. 62 Corporate Returns P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 A By Nasser Malik Managing Director Citigroup . firms that recognize the value inhertration). composition of that an organizational culworkforce. for all their wellproposition around conceived human resource policies and diversity mission Diversity in a manner that generates greater resonance statements. Further. On the horizonstudies have long demontal axis lies a “Diversity strated that diverse groups For a given Diversity Coefficient. narratives understand (or isn’t sufficiently incentivized to recognize) around the “Business Case” are well established. An example involving gay. for the simple reason that. have seen revEfficient Frontier curve based on all other tion. though the value proposition in diversity. Coefficient” leads (all-else-equal) to higher profitability. For a given “Diversity condition to reaping the rewards from an effective diverCoefficient.thoughtleaders thoughtleaders thoughtleaders thoughtleaders The “Efficient Frontier” of Diversity as a senior Capital ognition of Diversity as a client opportunity.
Who wouldn’t want to encourage their friends country’s largest food makers means that we employ to work alongside them in an organization that defines people who bring a range of unique skills and talents success not only in dollars but in doing good? PDJ to the table. friends say about an employer rather than believe what Our recent McBassi People Index Survey results validate a company has to say about itself. are interested in aligning themselves with companies that share their values and make positive contributions to the world and their communities. This is especially true in correlation between our company’s support for ending diverse communities. but our employees also have both the passion and expertise to do things like teach others how to prepare healthful meals.” fairs. provide nutrition education and work with food banks on how to ship. Of course. Increasingly.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Don’t Underestimate the Power of Your Company’s Charitable Giving to Attract Diverse Talent By Angela Jones C ▲ Vice President of Diversity and Inclusion ConAgra Foods corPorate PhilanthroPy goes a long way toward enhancing a company’s image and reputation. What resulted was a great swell of pride in sense from a talent standpoint. we donate food and money. we support nonprofit initia. one of our most diverse demographic groups. positive things usually follow. a company’s connection to and support for charitable initiatives appeals to employees of all generations. Employees across “At ConAgra Foods. silent auctions. this as we’ve seen improvements from two years ago in At ConAgra Foods. Today’s media frequently report that individuals in Gen Y. we support nonprofit initiatives the organization held or participated in to fight child hunger in America and many of our neighborhood rallies of all sorts – craft employees get involved in our efforts.the areas of company pride and willingness to talk to tives to fight child hunger in America and many of our friends about working for ConAgra Foods. Positive word-of-mouth our employees that remains strong today. people want to work for companies that stand for something more than just bottom-line profits. and they’re more than happy to give back both during and outside work hours. one of our hunger That’s why embracing a cause makes good business relief partners. barbecues. We’re able to enrich their lives by offering ways they can volunteer in their communities. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 63 . but let’s not forget the impact it has on the ability to attract and retain diverse talent. It makes employees get involved in our efforts. Our recent Child Hunger Ends Here cause-marketing campaign is a great example of how employee engagement in supporting efforts to fight child hunger boosted company pride. We’ve found that when you can match a personal interest in helping others with business needs. from employees who feel good about the company We’ve seen improvements in the quality of candiwhere they already work is one of the best recruiting dates that come through our doors and draw a direct tools a company can have. where people tend to trust what child hunger and the level of pride in our employees. In my experience. For many of our employees. golf tournaments and more – with proceeds going to Feeding America™. Being one of the sense. store and serve food. giving back to the community becomes an extension of their careers and is a great source of pride.
or setting up coursework specifically to develop inclusive teaming skills. colleges and countries with a strong culture of diversity and inclusiveness will have a competitive advantage and help foster longterm economic and job growth for all. faculty and administrators to discuss and share best practices regarding diversity issues facing today’s undergraduate business programs. Most imBased on roundtable discussions and interviews portantly. ▲ 64 being creative in their recruiting and development efforts to reach under-served student populations and continuing to attract diverse faculty to serve as role models. and (4) faculty recruitment and development. which brought together 25 participants including business school deans. we published a report this year proactive. By revising or enhancing their curriculum. which have been shown to be powerful factors in steering innovation. it’s more important than ever to encourage differing voices and viewpoints. (3) student recruitment and development. (2) curriculum development. strategic approach to furthering diversity and titled. I have also visited campuses around the country to communicate to deans and faculty the importance of diversity to our firm’s future growth and urge other companies to do the same. support of diverse faculty. faculty. we need to ensure that these conversations are with undergraduate business school deans. initial feedback uncovered a need to recognize faculty who are making great contributions toward inclusiveness and diversity on campus. which will impact your future “Business schools can foster an inclusive environment by workforce. taking place. I By Ken Bouyer Americas Director of Inclusiveness Recruiting Ernst & Young ate business schools can take to become more inclusive in the areas of (1) institutional commitment and accountability. overcoming obstacles and continuing a path of progress. “Is Your Campus Environment Inclusive?” inclusion. business schools can make great strides Doing our homework toward developing an inclusive environment.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Fostering Inclusiveness on Campus is Crucial to the Workforce of the Future i Believe comPanies.com/us/campus_inclusiveness).you recruit to see how you can contribute to fostering inclusiveness and diversity on campus. recognizing success From our first Roundtable. mentorship of students. So last year we created the Ernst & Young Inclusive Excellence Awards for faculty members who have created positive change at the department and school level through: leadership on diversity councils. I encourage all diversity and inclusiveness (http://www. and that colleges and companies develop a and administrators. and the incorporation of diversity and cultural competence into the curriculum. listening & sharing Business schools can foster an inclusive environment by being creative in their recruiting and development efforts to reach under-served student populations and continuing to attract diverse faculty to serve as role models. In a challenging economy. PDJ This year we hosted our Second Annual Campus Diversity and Inclusiveness Roundtable. accounting chairs.ey.” P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 . This professionals to get involved with the top schools where report outlines recommended steps that undergradu.
UnitedHealth Group is a drug-free workplace. .com Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V. in the health care services we provide. At UnitedHealth Group. All rights reserved. We support and applaud the efforts of those who work to promote fairness. and in our dedication to social responsibility. CREATE WHO WE’LL BE. Uniting our individual efforts and abilities toward our common goal. equality and opportunity. One that will work better for more people in more ways than ever. Candidates are required to pass a drug test before beginning employment.OUR COMPANY > THE SUM OF ITS PARTS BE WHO YOU ARE. © 2009 UnitedHealth Group. A goal of this magnitude requires transformative ideas from a collective of diverse talent. we’re making a difference. UnitedHealth Group is working to create the health care system of tomorrow. our commitment to diversity is clearly visible in the high-performing people we hire. Learn more about us at unitedhealthgroup.
In fact. growing diversity in the u. we have learned that clients improvement over almost no diversity of engagement must take an partners before the SCP active. Accordingly. we have seen some improvement in the identity of the personnel assigned our matters. (2) the lawyers they chose to list as case managers. In this capacity. and (4) the people they chose as the client engagement partners.000 employees in 70 countries. In these instances. While these documents were important as public statements. firms to move past we have learned that clients must take an active.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Halliburton and Diversity: Putting Substance Over Form By Sherry D. Without such client involvement. without any demonstrable improvement in the number of diverse lawyers in their firms. Williams is Senior Vice President and Corporate Secretary for Halliburton. but continue to treat the actual work received from clients in the “business as usual” manner. Williams was Vice President and Corporate Secretary. renewed this call for law firm diversity. lip service to invested. In 2004. PDJ ▲ Sherry D. . diversity was a key component on which the Company judged the participating firms. Bert Cornelison. we now have eleven minority lawyers who are client engagement partners. What we learned is that many firms give very good lip service to diversity. Halliburton’s Executive Vice President and General Counsel. Law firm diversity is still woefully inadequate given the availability of diverse talent. launching its Strategic Counsel Program (SCP). the Chief Legal Officers of approximately 500 corporations signed Diversity in the Workplace – A statement of Principle. (3) the diversity of the associates they proposed for work. 55. and sometimes action. out of 40 primary firms. Further. the governing body that determines the function and development of Halliburton’s Global Law Department. but also our aspirations for diversity as we continue to look inward to make certain that our employee base reflects our values on diversity. they have not been as successful as hoped for in practice. In this regard. We felt it important that the lawyers assigned to Halliburton’s work reflected not only the Company’s business demographic. process. Halliburton 66 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 I Senior Vice President and Corporate Secretary Halliburton lawyers are fortunate that our General Counsel granted the authority to handle non-compliant firms on an individual basis. the Call to Action. invested. with responsibility for the Public Company Law Group. signed by 110 Chief Legal Officers of large companies. Although we consider these numbers to be an “Further. the numbers clearly show us that creating and sometimes fair opportunity for diverse controversial role lawyers in law firms is an to encourage law ongoing process. We did not utilize formulas or specific number goals. to withdrawing work for failure to make progress on diversity. which can include actions from specifically requesting diverse counsel. when Halliburton decided to review how it engaged outside law firms for legal work. signed both documents. Williams in 1999.” controversial role to encourage law firms to move past lip service to action. or the amount or quality of work for those lawyers. as well as the diversity of those chosen to lead matters. rather we evaluated the firms’ commitment to diversity based on qualitative factors such as (1) the lawyers they chose to include in their request for proposal submissions. which highlighted support for and commitment to more racial and ethnic diversity in law firms. Prior to this appointment. firms will continue to have just enough diversity to win awards based on their marketing materials. Ms. she also serves on the Legal Management Team.S. population. and the emergence of a truly global economy.
and promotes greater understanding among people of all sexual orientations. helped employees understand the nuances of language and behavior that might be viewed as threatening to LGBT co-workers. It is the smart thing to do.. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 67 . the thing to do. Championing diversity is not only the right thing to do. where LGBT households represent an important market segment for Highmark. Sara has a passion for diversity and inclusion and believes that diversity is integral to the achievement of sustainable business excellence in the Pittsburgh area. which took a leadership role in planning events. We also know that Highmark’s share among the LGBT community is increasing in a highly competitive marketplace. gay. potential and backgrounds makes Highmark what it is. Equally important. employee relations and operations while serving as a member of various community boards. she is responsible for managing the direction.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Building a Culture of Inclusion – Highmark’s Experience H By Sara Oliver-Carter Vice President of Diversity and Inclusion Highmark highmark is one of the nation’s largest and most successful health insurers for a simple reason – our people. • Exploring ways to strengthen our support of diversity. number of PRiDE Day marchers swelled from less It is the smart than 40 in 2009 to more thing to do. friends and co-workers. human resources and other constituencies the tools to better understand and support their LGBT co-workers. bisexual. transgender and allied (LGBTA) communities – including Highmark employees – opportunities to open up about their sexuality to family. For example. The day also offered the chance to reinforce Highmark’s diversity goals including: • Our commitment to a diverse and inclusive workplace. Each October 11th. and by giving managers. Ensuring that every employee feels welcomed. and support for employees marching in the PRiDE Day parades. the BRGs also identified strategies and tactics for reaching out to the marketplace. Even with a worldwide “day. but we know that the positive effects are snowballing. but had more than 80 participants for the diversity is not 2010 national Coming only the right Out Day effort. she has held a variety of positions in corporate staffing. Has our effort succeeded? We are only beginning to measure the results. In this position. which included frank discussion and roleplaying. enthusiasm and commitment drive our success and are woven into the very fabric of our culture. The educational sessions. This synergy of different skills. Also. talents. • Stimulating dialogue among all audiences. Part of our commitment to an inclusive workplace is support for events like national Coming Out Day. the event gives members of the lesbian. PDJ ▲ Sara Oliver-Carter is the vice president of diversity and inclusion at Highmark Inc. “Highmark! Highmark!” as they passed. creating messaging and – supported by other BRGs – producing content to educate internal groups. Highmark decided to support our employees by using October 11 as a way to generate awareness within our ranks and our external communities. During her career. along with ways to offer judgment-free support. Recommendations included sponsorship of events such as PRiDE Day celebrations in Harrisburg and Pittsburgh. implementation and alignment of Highmark’s diversity initiatives with corporate strategy.” the decision to come out still can be stressful for many people. valued and engaged is the cornerstone of our success. Our talent. Pennsylvania’s largest health insurance company based on membership. Our effort began with the formation of the LGBTA Business Resource Group (BRG). Sara is results-oriented human resources professional with more than 20 years of business operations and human resource management experience. we struggled to generate interest in the 2009 PRiDE “Championing march. In 2009.” than 180 in 2010 – serenaded by a crowd chanting. particularly when they contemplate opening up to co-workers.
S. leading honest and frank discussions about the effects of biology and culture on men and women in the workforce. Guy Carpenter. are part of the solution. sound solutions to this issue will only receive the focus and resources required when they are perceived as affecting men and fathers. providing advice and solutions in the areas of risk. is Vice President. strategy and human capital. Parents will always face tradeoffs different from nonparenting colleagues. MMC provides analysis. I wondered to myself how many of her male contemporaries were worrying about that at this stage in their career. Chicago and London stock exchanges. such as what we offer at MMC. and Oliver Wyman. Inc. ▲ 68 To change this we need to enable and expect fathers in our society to be equal child rearers. “A Market Punishing to Mothers” (new York Times. At MMC we are beginning these conversations to raise awareness and explore options to enhance the well-being and career growth of all our colleagues. then the playing field will be more level. This is supported by David Leonhardt’s article. including Marsh. just as the mothers of their children do. the provider of HR and related financial advice and services.000 employees worldwide and annual revenue of $10 billion. the management consultancy. corporations institute aggressive development programs. as child bearers by destiny and child rearers by tradition. Recently. That women bear children and must take time off from work to give birth and recover is a biological reality. not just mothers and women. August 4). a systemically detrimental effect on the overall progress of women in the workplace emerges. But achieving greater equality in the workplace needs to go even further: it requires significant changes in how we view the roles of women and men in the parenting process. C By Kathryn Komsa Vice President. fall behind in their careers compared to others. PDJ Kathryn Komsa. the risk and reinsurance specialist. Parental roles in many cultures are deeply ingrained. Chief Diversity Officer Marsh and McLennan Companies. many u. When it becomes commonP ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 . Global Human Resources and Chief Diversity Officer for Marsh and McLennan Companies (MMC). It requires that fathers recognize that it is important and acceptable for them to change their work schedules or even move out of the workforce for a time to parent. MMC’s website address is www. but a true understanding of work and life options will only occur when men and women face the same challenges and choices in managing and trading off work and family. primary child care responsibilities. True equality goes beyond taking the occasional day off to care for sick children or leaving earlier on a given day to attend school activities. Given the number of women in the workplace who are mothers. the insurance broker and risk advisor. embrace alternative work arrangements and look closely at compensation. MMC is a global professional services firm with over 50. Mercer.” place that fathers step away from work for the birth of a child and participate in alternative work arrangements to manage child care. But we need to go beyond that. Its stock (ticker symbol: MMC) is listed on the new York . When these two facts converge it becomes inevitable that mothers. a junior level woman raised concerns that business travel demands might conflict with her longer term goal of having a family. or if as many men as women take two to three months off from work the year their child is born? Paternity leave policies. To retain women and support their advancement into senior level roles.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Achieving Gender Balance in the Workplace Goes Beyond the Workplace comPanies continue to struggle with gender balance in the workplace. It is the parent company of a number of the world’s leading risk experts and specialty consultants. Might our conversations and conclusions be different if half the requests for alternative work arrangements come from men. It is also true that most societies more readily expect that women will assume the initial. advice and transactional capabilities to clients in more than 100 countries.mmc.com. which concludes that being out of the workforce for a protracted length of time affects one’s career. Additionally. and often ongoing. “Parental roles in many cultures are deeply ingrained.
If the leader not only shares the situation. The more transparent the leader. and marital status. It’s these secondary diversity dimensions that can be the basis for new understanding and acceptance within the group. or is a new grandmother? Find a similarity. Is there someone in the group who grew up where you did. What starts with transparent leadership ends with an inclusive. The task would be even more intimidating since I needed people to share personal stories. Sharing a setback that has since been overcome. The training served to move the group beyond the more obvious aspects of diversity like skin color and male/ female. Inc. As the next person shares. problems get solved and new ideas take shape. The challenge can be in finding an effective way to initiate the dialogue. high performing team. When people feel safe sharing their experiences. The approach fosters increased respect for the individual and mutual understanding between associates as they learn more about each other. And with collaboration. connections would form between people who previously believed they had nothing in common. socio-economic status. but how it shaped them. associates need to feel a sense of connection. it strengthens the bond with the audience. it’s difficult enough to speak in front of a group on any subject. For most. If I could get them to share these experiences. and feel comfortable doing it in front of an audience? I found the solution in training and transparent leading. race. they’re more likely to share an experience of similar impact. have a conversation and make a connection. PDJ P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 69 . now how could I get them to share in a meaningful way? The first person to share in a small group or in front “I hoped the new connections would improve the work environment and ultimately lead to high performing teams built on trust. of a large audience has the ability to set the tone for everyone that follows. and get them focused on background and experience. the more likely others are to share stories that impacted them significantly. With trust comes collaboration. Primary dimensions are things we’re born with like sex.” ▲ Creating the inclusive environment where associates feel confident leveraging their background and perspective leads to improved team performance. a difficult family situation or the joy in becoming a new grandparent can lead to new connections with the listeners. The process can become the first step in new connections that ultimately lead to an inclusive workplace. military service. How could I get them to see the inclusive power of sharing the experiences that had shaped them. Secondary dimensions are experiences that shape us like education. trust is built. in orDer to build an inclusive culture. I wanted our associates to share the events that had helped shape them. that connection is frequently established by finding similarities. ethnicity and age. I hoped the new connections would improve the work environment and ultimately lead to high performing teams built on trust. I’d established what we wanted people to talk about. likes the same sports team you do. As diverse groups of people come together. training: My team gave the group a 10-15 minute overview on the dimensions of diversity. religion.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Inclusion Starts with a Connection By Larry Hartley I Senior Vice President of Supply Chain Operations OfficeMax. transparent leading: Through the training.
Our first step was to create a D&I brand that communicated the essence of these concepts while also engaging our employees’ attention 70 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 W By Amparo Bared Vice President of Talent Management Ryder System. and inviting employees to watch a video message from the CEO on the company website. We undertook an internal communications campaign to inform our geographically dispersed u. and our could read about our stratemployees are at egy and direction. they establish Ryder’s strategic direction to ensure a diverse and inclusive environment. which works directly with our Chairman and CEO Greg Swienton. and goals. To accomplish this. they help to shape and reinforce it. D&I also provides us with the richest possible experience as people as we are exposed to different backgrounds and ways of thinking from our employees. Inc. we recently felt it was time to strengthen our D&I commitment and progress by tapping into the power of our 20. to how we achieve operational effectiveness and growth. but a way of thinking. Ryder also created the Diversity & Inclusion Council. we posted updated but a way of information on our website. These include incorporating effective management of D&I into our leadership competencies. we mailed a letter from our CEO to every employee’s home highlighting Ryder’s D&I vision. Ryder has taken many steps to make sure that D&I drives transformational business performance for the company. including the business case for D&I and our vision. Ryder’s D&I efforts are led by our Office of Diversity & Inclusion. It’s not a program. mission. Our work around D&I its very core.S. develop. which consists of 12 cross-functional business leaders who drive accountability for diversity programs and results in their functions.S. Together. In fact. we also created a toolkit for managers that was sent to all Ryder locations with guidelines on how to share and discuss D&I concepts with employees. In addition. Inc. To reinforce our message and concepts. acting so that all our stakeholders and being. From a cultural perspective. we produced D&I lapel pins that were given to employees and created a D&I e-mail stationery for employees. Finally. as well as tying D&I principles and behaviors to compensation. Ryder People. our Leadership Team. As our new D&I slogan states. ▲ . D&I makes sense because it enhances our ability to attract and retain the best talent and positions us to meet and exceed customer expectations.” which is managed by the Office of Diversity and Inclusion to respond to employee questions. When employees believe in the organizational culture. to commu“It’s not a program. We also designated an area in the quarterly corporate magazine. we created a special e-mail address. acting and being.000 u. and our Diversity & Inclusion Council.” is a journey. “Ask Diversity and Inclusion. “Diversity & Inclusion: It Starts With You. The result was a logo and tag line that reflected our belief that each and every Ryder employee has the ability to shape a diverse and inclusive culture – “Diversity and Inclusion…It Starts With You. thinking.. After making much progress over the last couple of years. and retain our talent. employees. from how we select.” Our next step was to communicate our new D&I message and progress to the workforce while simultaneously showing the company’s commitment at the highest levels. From a business perspective. workforce of newly updated D&I concepts. a FORTUnE 500 commercial transportation and logistics company. and participation. Ryder’s commitment to Diversity and Inclusion (D&I) goes back many years. and our employees are at its very core.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Communicating Diversity & Inclusion at Ryder with an almost 80-year history. mission and goals. It’s integral to everything we do. nicate our ongoing work.” PDJ Amparo Bared is Vice President of Talent Management for Ryder System. setting the expectation for everyone’s participation. As a way of generating energy and raising awareness.
Our people are as diverse as their ideas. All rights reserved. © 2009 Chevron Corporation. our with more poin er. rldwide marke To work in a wo represents workforce that Chevron has a siness. we rever we do bu the world. the CHEVRON HALLMARK and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. Because d partners alike employees an human ts of view. es even strong energy becom om. tplace. .c To learn more. visit chevron.CHEVRON. Whe r our y is essential fo believe diversit .
she spends much of her time on initiatives to advance diversity and inclusion in the workplace. Los Angeles. but focusing only on the diverse members of the workplace – minorities and women – will not create inclusion. Steptoe & Johnson LLP is an In my experience. So why do law firms lag behind corporations and their legal departments which boast diverse and inclusive leadership and workforces? A major impediment to law firms is that many white male attorneys do not fully understand the concept of diversity and inclusion. • Insisting on diverse teams for client work. but about developing a truly inclusive environment which however. • Routinely involving diverse attorneys in all aspects of the firm’s life. • Holding everyone accountable for an inclusive workplace. In addition..ultimately will drive the firm’s professional excellence sion drives the excellence of the work we do for our and financial success. I strongly believe that the key to success in creating and sustaining a diverse and inclusive workplace is engaging white men.executive and also served in two senior policy positions at the national Institutes riences which result in creative strategies and efficiencies of Health. effective solutions by tapping unique talents from a variety of backgrounds. senior advisor. Phoenix. and Washington. Law firms need to acknowledge diversity not as a human-resources driven. Much of the focus on diversity at law firms is on hiring a number of attorneys of certain races and ethnicities. White men hold the key! PDJ clients and thus. not benefactors. numbers game but as a competitive advantage in the legal market. In addition to her work as an attorney. Ms. and as research shows.thoughtleaders thoughtleaders thoughtleaders thoughtleaders White Men Are Key to Inclusion By Sandy Chamblee ative. role in supporting diversity and inclusion – as facilitators. or guilt. by definition. co-administrator of the hospital on many issues. • Mentoring and learning from diverse attorneys. nor about numbers.C. London. diverse international law firm with 500 lawyers in offices in Beijing. new York.” fits for diverse people. Chicago.departments. D. Diversity as a human-resources driven. and then working to retain them. It’s about utilizing a Chamblee has more than 30 years of experience as an attorney. • Fostering real dialogue on inclusion. embarrass. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 A Chief Diversity Partner Steptoe & Johnson LLP ▲ 72 . ment. unencumbered by political correctness. the firm’s bottom line. The real catalyst of inclusion in law firms. perhaps unexpected.City. gender. Century teams perform better because they generate more cre. They can help to educate and support white males by sharing their “Law firms need to acknowledge diversity not experiences and demonstrating comparable commitment to the firm. she chaired the Board of Directors of the former Columbia Hospital for Women Foundation in Washington. or sexual orientation. leading to higher productivity and where she is a partner in the firm’s Litigation and Regulatory & Industry Affairs profitability. I have thought a lot about diversity and inclusion. An inclusive environment generates more satisfaction Sandy Chamblee is the Chief Diversity Partner of Steptoe & Johnson LLP. I do not discount the many benefits of diversity programs. White men – as the power and majority of the workplace – are the key! They must embrace diversity and commit to an inclusive workplace by: • Educating themselves and others about the meaning and value of diversity and inclusion through active participation in diversity programs. as chief Diversity Partner of a large law firm and as a black woman. numbers game but as and inclusion are not about creating benea competitive advantage in the legal market. stellar work for our clients. Diversity isn’t about altruism. must be the conscious acceptance that inclu. • Encouraging open-mindedness. and workforce with broader perspectives and differing expe. Diverse attorneys also must play a unique. Brussels. and commitment. and especially why it should matter to them. thus. for a time serving as a and.
thoughtleaders thoughtleaders thoughtleaders thoughtleaders
Making Sure Everyone Counts
By Tisa Jackson
Dave yakima chief’s definition of respect captures one of our most important missions as diversity professionals – to cultivate a corporate culture in which everyone’s voice is heard and respected. Every november, observances of national American Indian month remind us that we probably should be doing more to recognize and engage employees and customers in this often invisible group. American Indians are the smallest racial minority in the u.S., and may be overlooked as companies focus on how to better serve the groups with the largest population. numbers such as these tend to drive priorities for increasing diversity in both the workforce and the marketplace: • The percentage of Hispanics represented in the u.S. population has grown from 9 percent in 1990 to 13.8 percent in 2010 and is expected to reach 24.5 percent by 2050. • The percentage of Asian Americans grew from 3 percent in 1990 to 5.1 percent in 2010, and is expected to reach 8.7 percent by 2050. • The African American population is about the same percentage as the Hispanic population, but growth is leveling off. This group increased from 12.3 percent in 1990 to 13.5 percent in 2010. Modest growth to 15.4 percent is anticipated by 2050. In sharp contrast to these demographic numbers is the size of the American Indian population, which represented 0.8 percent of the total u.S. population in 1990 and 0.9 percent in 2010 and is expected to increase only slightly to 1.1 percent by 2050. But diversity and inclusion is not just about demographic numbers. We must dig deeper than this in our initiatives to ensure that everyone counts.
Vice President of Diversity and Inclusion Union Bank, N.A.
This evolution has been very positive, but there’s more work to be done. As we continue to evolve, we need to make sure we are truly including everyone when we talk about diversity and inclusion, whether we’re referring to talent initiatives or marketing efforts aimed at specific customer groups. The late Rev. Martin Luther King, Jr. is a great source of inspiration in my work, and his words provide the best rationale for taking a closer look at how inclusive our diversity programs really are. In his famous letter from Birmingham Jail on April 16, 1963, he wrote, “Injustice anywhere is a threat to justice everywhere.”
the common Denominator
Regardless of what we do to embrace diversity and work toward full inclusion, the common denominator in all our efforts is the sense of equity and respect for all that Dave Yakima Chief and Rev. Martin Luther King, Jr. so eloquently described. This means we must work for equitable systems, policies, practices and, most importantly, behaviors which enable the building and sustainment of an inclusive workplace culture for people of all backgrounds, not just those with the largest population percentages. Be proactive. Make sure you include groups such as American Indians in your supplier diversity program. Reach out to them by participating in scholarship programs that open doors for talented young people. Get involved in community organizations dedicated to creating more opportunities for American Indians. And remember, if the system is broken for any of our colleagues, candidates, vendors or customers, we are all at risk. PDJ
continuing to evolve
We’ve come a long way since President Lyndon B. Johnson signed Executive Order 11246 in 1965 to ensure equal employment opportunity in this nation. We’ve evolved from affirmative action’s focus on recruitment and hiring to a broader emphasis on embracing cultural differences in the workplace and establishing a business case for diversity that is aligned with company goals.
P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010
Tisa Jackson, vice president of Diversity and Inclusion for Union Bank, n.A., has more than 13 years of experience in this field, as well as strategic human resources management, community development and organizational development. She is founder of the Professional & Technical Diversity network (PTDn) of Greater Los Angeles, a diversity consortium comprised of companies committed to diversity and inclusion. Union Bank, n.A., is a full-service commercial bank providing an array of financial services to individuals, small businesses, middle-market companies, and major corporations. As of June 30, 2010, the bank had 396 banking offices in California, Oregon, Washington and Texas and two international offices. UnionBanCal Corporation is a wholly-owned subsidiary of The Bank of Tokyo-Mitsubishi UFJ, Ltd., which is a subsidiary of Mitsubishi UFJ Financial Group, Inc. Union Bank is a proud member of the Mitsubishi UFJ Financial Group (MUFG, nYSE:MTU), one of the world’s largest financial organizations. Visit www.unionbank.com for more information.
Expect the Best
You can expect a lot from a career at Target. An energetic culture. Incredible opportunity. A community-focused company. And, one of the most powerful brands in the world. Your best is just ahead. To learn even more about us, visit Target.com/careers.
Melisa F. Corporate
© 2010 Target Stores. The Bullseye Design and Target are registered trademarks of Target Brands, Inc. All rights reserved. 110327
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Valuing the Ability of People with Disabilities
as organizations think about ways to remain competitive in today’s struggling economy, creating a culture of inclusion can be essential to successfully recruiting and retaining a diverse workforce. And while many organizations focus on attracting and retaining top talent, few direct those efforts towards people with disabilities. Developing strategies to include people with disabilities in organizational recruitment and retention plans should not be viewed as just the right thing to do, but as an integral part of an organization’s overall culture and mission. The commitment to hiring and retaining people with disabilities, like all other key business objectives, must start at the top. Organizations must be intentional in their efforts to ensure inclusive hiring practices. A great first step for companies looking to increase their disability recruitment activity is to build partnerships with organizations that focus on the development and placement of people with disabilities. Many of these organizations are extremely helpful not only in identifying available talent, but in educating employers on the most effective ways to fully integrate them into the workforce. uPMC in Pittsburgh, Pennsylvania is an organization that has experienced firsthand the value of partnership as it relates to the deployment of successful workplace disability initiatives. uPMC has partnered with organizations such as Goodwill Industries of Southwestern Pennsylvania, Pittsburgh Disabilities Employment Project for Freedom, and Bender Consulting to provide meaningful employment opportunities to people with disabilities. “The Pittsburgh Disability Employment Project for Freedom is pleased to be involved with uPMC, the largest employer in the region,” says Barbara Lehman, Director of Career Resources at Project for Freedom. “Our Project mission is to provide technology skills training for the purpose of finding employment. We at the Project for Freedom appreciate uPMC’s willingness and enthusiastic approach to
P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010
By Dawnita Wilson
Program Director, Inclusion Initiatives UPMC
reaching out and including people with disabilities as part of their commitment to the region,” she adds. “The Project for Freedom added medical terminology to our curriculum as a way of preparing our students to work in the uPMC health system.” Another program that uPMC partners closely on is Goodwill Industries’ Project Search, a high school transition program for students with disabilities designed to combine education with hands-on work experience. Students participating in Project Search are given a unique opportunity to learn and develop, while gaining valuable hands-on skills. “Because of Project Search, uPMC Mercy is able to employ individuals who may not have had a chance to show anyone how truly passionate, dedicated and hardworking they are and how much value they can add to not only the workforce, but also to their co-workers, patients, and families”, says Kelli Reale, VP of Human Resources at uPMC’s Mercy Hospital, one of the many uPMC facilities participating in the Project Search program. Like many others who have welcomed people with disabilities into the workplace, uPMC has found Project Search students to be productive and innovative additions to their workforce, often outperforming their non-disabled counterparts. And aside from having equal or higher performance ratings, workers with disabilities have the lowest attrition rates of any employee group in the country. They also represent the single largest and most diverse minority in the united States, yet continue to be an unrecognized source for qualified talent. Although people with disabilities have proven to be some of the most employable candidates in the job market, their unemployment rate continues to rise in disproportionate numbers. When employers fail to realize the value and skills of people with disabilities they are missing out on a golden opportunity to hire well-trained, qualified individuals who are extremely dedicated, loyal, and committed. not only do they get the job done, but they are more likely to stay. So when thinking about ways to create a more inclusive workforce, remember to consider talent of all abilities, because the best person for the job just might be a person with a disability. PDJ
named the Most Trusted Government Our managers are responsible for conducting prompt. After all.S. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 77 . the U. so it’s important to maintain an inclusive workplace. goes into detail on appropriate responses. the Postal Service operates without taxpayer support. We want to be on the forefront of eliminating harassment and discriminaOur Office of national Diversity and Inclusiveness tion in the workplace. the Postal Service relies on the sale of postage. and provide appropriate accommodations to delivery service that reaches every address in the nation: 150 million residences. our publication. we are focused on refining processes to comply with A self-supporting government enterprise. We constantly communicate with our managers and provide them tools to ensure that all harassment allegations are responded to immediately.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Prioritizing Employees and an Inclusive Workplace By Joseph Bruce U ▲ Manager of National Diversity Initiatives USPS unlike most feDeral agencies. Additionally. understandably. taxpayers. we continue to provide unparalleled service to every household in America. businesses and Post Office Boxes. To remain competitive and continue to hit our target. Our recently launched Rapid Response initiative addresses this and assists managers with a one-page quick step guide on how to respond quickly and appropriately. the diversity moved away from the reactive approach to workplace of our employees reflects the diversity of the customers issues to focus on proactive prevention. we love to serve. some may need assistance in how to go about investigating. including a model list of questions for conducting employee interviews. and Preventing Harassment. the Postal Service has an annual revenue of more than impartial and thorough inquiries. We realize the health and future Initiatives is at the cutting edge of its field and has of the organization depends on it. we need to continue great customer service. With 36. Manager’s Guide to Understanding.” concerns. From the Postmaster General down to the front line supervisor. the U. this places more pressure than ever before on our employees and managers. We have hit our business targets like never before. PDJ We quickly responded to our disabled employees in need of workplace accommodations.000 retail locations and the most frequently visited website Moreover.in the federal government. products tives and 60. Postal Service would rank 28th in the 2009 FORTUnE 500. The drop in the economy coupled with the shift to digital communications has created the greatest loss in mail volume since the Great Depression. Postal Service is the only the law. Yet when faced with $68 billion and delivers nearly half the world’s mail. Despite this discouraging news. or she is the victim of harassment. Mail volume peaked at 213 billion pieces in 2006 and is projected to drop to 150 billion pieces by 2020.S.000 managers on EEO issues resolution. there is a deep “We constantly communicate with our managers and understanding that it’s their responsibilprovide them tools to ensure that all harassment ity to immediately investigate employee allegations are responded to immediately. In light of the newly enacted Americans with Disabilities Amendments Act. and services to pay for operating expenses. we take pride in educating our 750 execu. If it were a private sector the stress of speaking with an employee who feels he company. Investigating. We are supported by the people who use the mail through the sale of stamps and related services. The Postal Service receives no direct support from our disabled workforce. Agency six consecutive years and the sixth Most Trusted Business in the nation by the Ponemon Institute. responding to and resolving the issue.
When I graduated from the university of Michigan Law School in 1970. The national Bar Association (nBA) proved to be the initial vehicle by which I began my journey to affect change in the legal profession. When I joined Walmart in 2005. and its commitment to assigning accountability to senior leadership to embed these principles in the company culture. I was impressed with its focus on this important work. Texas. Repeatedly. Today. Additionally. we heard the same refrain from hiring partners and corporate recruiters. not an HR professional. my initial experiences interviewing for positions with law firms and corporations were not positive. the American Bar Association’s (ABA) Commission on Racial and Ethnic Diversity in the Profession held the first major diversity conference of its kind in Dallas.thoughtleaders thoughtleaders thoughtleaders thoughtleaders Advancing Diversity in the Legal Profession: A Personal Journey and a Shared Commitment By Walter Sutton from the outset. the Legal Department showed tremendous leadership by requiring its outside law firms to commit to creating more diverse and inclusive teams assigned to Walmart matters. The principles of affording equity and opportunity to all are as relevant today as they were 20. Legal Administration & External Relations Walmart Perception To change the perception that African American lawyers were not necessary to advance the legal profession. or even 40 years ago. Vice President. In today’s legal profession.” In response. I was told by potential employers they were not certain their clients were ready for an African American to represent them. This work was underway when I began serving in leadership positions in the nBA. Treasurer. 30. our shared commitment to the tenets of diversity and inclusion are aligned and the legal profession is making strides in this important work. The synergies in organizations’ missions helped us become more intentional about reaching out across the legal profession to strengthen the network for attorneys of color. As such. but it was par for the course 40 years ago. I was one of twelve African American attorneys in the City of Dallas. I work with Walmart and feel very fortunate to be part of a company that is at the forefront of the effort to create more diverse and inclusive work environments. and in 1987. we gladly undertook the work needed to attack the issue on two fronts – perception and qualifications. and I was committed to being a change agent. F Associate General Counsel. In the legal profession. “We can’t find any qualified diverse applicants. and the change resulted in the movement of $60 million in business to women and minority partners with outside law firms. I must tell you that I am a lawyer. I was elected President. Qualifications Equally as important as changing how African American lawyers were perceived in the legal profession . a diversity officer. Yet. During my tenure with the nBA. the legal profession needed to change. so many in the profession consider this movement to have been the impetus for a tremendous shift in the profession. “diversity” was not a word commonly used or a principle universally embraced by the members of the legal profession. In following the company’s mandate to create a more diverse and inclusive workforce. we started grassroots initiatives within our 78 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 professional organizations to increase the visibility of African American lawyers who could add value to law firms and corporations. the “relationship partner” role is often tied to compensation. I served as Secretary. When I joined the local affiliate chapter of the nBA in 1974. Clearly. During the same time that the nBA was working to diversify the legal profession. or a CEO. the Legal Department’s process of selecting relationship partners was revamped. and demonstrated the company’s commitment to bring about tangible change in the profession. such a statement would be deemed wholly unacceptable. As we joined together to advance diversity in law firms and corporations.
including Ford Motor Company and Texas Instruments. We continue our commitment to our internal flex-time schedules and have asked our outside law firms to join in that commitment by diversifying their ranks and offering flexible work options to their lawyers. Walmart knows the value of diversity and inclusion and has witnessed the benefits to its bottom line. Dr. I was the first African American to be hired. we made a concerted effort to strengthen our professional network and to form collaborative relationships with select law schools. ▲ In addition to a Juris Doctorate from the University of Michigan Law School. that has not been my only experience. Fortunately. “Diversity gets you invited to the dance. Some of the pipeline programs include summer camps. and teaching in academia. I have witnessed the talk within the ranks of the diverse groups and our task is to continue to impress upon law firms and corporations the importance of having a diverse workforce. it has been my goal to always increase diversity in the corporations and law firms with which I have been affiliated. to supporting and participating in pipeline programs that are aligned with the mission of diversifying the legal profession. and to help them understand the benefits of becoming a member of the Bar. Seattle. I had met African American doctors. and to partner with us in our efforts to build a pipeline of diverse talent for the next generation of leaders. the Hispanic national Bar Foundation Law Camp at Georgetown university. Sutton was inducted into the national Bar Association Hall of Fame on August 12. Texas. and Washington. He served as a presidential appointee during the Clinton administration with the US Department of Transportation. I have seen the legal profession become more diverse. Walmart has developed partnerships with organizations that sponsor pipeline programs. In many of those positions. can make a difference in helping our organizations to become even more inclusive. In the Walmart Legal Department. I have had the opportunity to work for large corporations. Sutton holds an MBA from the University of Dallas and a PhD in Management Science from the University of Texas at Dallas. and I encourage others to consider it as a career as well. serving our government. My law school class of 300 included a total of 5 African Americans. and approximately 35 percent are attorneys of color. and the Just the Beginning Foundation. as Chairman of the Board of Trustees of Wiley College in Marshall. Growing up in Marshall. ministers. 2010. regardless of position or personal background. I had not considered becoming a lawyer until I was in my junior year of college. including both of my parents. D.” raising the Bar I am proud to be part of one of the most diverse legal teams in the country – roughly 42 percent of our attorneys are women. including the nBA Crump Law Camp at Howard university School of Law. Efforts to create those relationships extend beyond the confines of our offices. It turned out to be a good decision for me. Texas.” Over the past 40 years. As I entered the profession and met attorneys of color from different areas of the country. and as Chair of the Board of Directors of the national Bar Institute. I believe each of us. we are actively engaged in taking inclusion to the next level. My roles in various legal organizations have afforded me the opportunity to meet and interact with many lawyers who are eminently qualified to serve varied legal needs. but I had never met an African American attorney. and teachers. I’ve heard it said. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 79 .“When given the opportunity. I have had a varied professional career working as in-house counsel for several large corporations. a classmate who had gone to law school urged me to do so.C. At Walmart. 40 years ago. PDJ was the need to demonstrate that they are as qualified as their counterparts. it is a journey of shared commitment from many within the profession who understand and appreciate the necessity of an inclusive legal community. I was turned away from opportunities for reasons that had nothing to do with my skills or qualifications. which conducts summer learning institutes in Chicago. In addition to sending attorneys to participate and teach in these programs. we are investing time. He currently serves as Associate General Counsel – Legal Administration and External Relations with Walmart. When given the opportunity. it has been my goal to always increase diversity in the corporations and law firms with which I have been affiliated. Relationship-building is a critical component of our work in this space. Dr. We are looking at different ways to invest in training for our lawyers. inclusiveness is being asked to dance. and resources in pipeline initiatives for the legal profession by sponsoring a number of programs designed to expose students to the law and the legal profession. talent. Personally. practicing with a major Dallas law firm. but I made sure that I was not the last.
the more business leaders become involved with the ERGs. in the early years. other companies tell us Millennials are swelling the ranks of these ERGs in record numbers. business leaders have the opportunity to see in action talented people who might never have come to their notice otherwise. PDJ Michal Fineman is a senior consultant in Mercer’s Global Equality.S. Sometimes diversity leaders have found it a challenge to sell older ERGs the idea that they should focus more on helping the business. in many ways. First is a growing recognition that ERGs can have a significant impact on the success of the business even beyond their role in developing diverse talent. Diversity. Today’s employee resource groups are not the ERGs of a generation ago. However. and ERGs are currently enjoying a resurgence of interest from employees and new respect from organizational leaders. and their own careers. They are comfortable with technologies that allow them to participate and collaborate remotely. They tend. ERGs help to develop training on how to conduct business in different cultures or provide insight to product developers about how people in their communities make buying decisions or are polishing the company’s brand by engaging in community projects. Three trends seem to account for the renewed energy behind Employee Resource Groups. and European organizations. They sign up new members in new hire orientation programs. allowing ERGs to extend to locations without critical mass of a particular demographic. globalization of the groups is beginning to have an impact. It is something of a paradox. Another trend that has helped propel ERGs to new heights is demographic. perhaps. Diversity. Some things have changed though. as well as starting new multicultural or multigenerational groups. The difference in the level of enthusiasm for ERGs in different companies may be at least partly a function of how the groups are presented to new employees. She is currently conducting a study of employee resource groups in U. and their ability to impact a global business. Typically. once the groups start to move in that direction. and Inclusion half of the company are repaid with greater appreciation by leaders for the talent within their membership. and employees are more motivated than ever to become involved. Millennials entering the workforce are used to doing things in groups. the grown up version– more mature.glObAl Diversity This is Not Your Father’s Employee Resource Group By Michal Fineman it’s been nearly 30 years since Employee Resource Groups started appearing in business organizations. As they get to know ERG members. more inclusive and confident. that as ERGs have become more outward looking. The concept behind ERGs has remained basically the same since the 1980s: provide individuals who share a common background with a forum in which to pursue the welfare of the membership and of the organization. they soon realize that their efforts on be80 P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 I Senior Consultant Mercer’s Global Equality. but they are. to concentrate on social interaction and the professional development of their members. and more valuable to the organization than before. Many organizations are refreshing their marketing strategies for the groups. and Inclusion practice. The more involved ERGs become with business issues. the community. and use every vehicle available to get out the word that ERGs offer colleagues important opportunities to make a difference to the business mission. Although some companies have found the so-called “post-racial. Stories of promotions happening because of such encounters are not unusual.S. both on numbers of employees involved and the scope of their activities. post-feminist” generation less interested in traditional race-or gender-based groups. such as government and not for profits. the groups start up as a way for employees to meet others like themselves for mutual support. Finally. They have become commonplace in U. The result is that business leaders have become eager to support the groups. companies and are growing in popularity in other countries and sectors. bring different ERGs together to share resources and work together on high profile projects. . they have also become more effective at promoting the welfare of their constituents. Many of the companies we’ve spoken with have relaunched their networks with new emphasis on finding ways to contribute to the bottom line. For example.
Catalyst annually honors exemplary organizational initiatives that promote women’s advancement with the Catalyst Award.catalyst. women). Indeed. It is common for Catalyst to hear senior-level women describe the initial women’s ERG gathering as the first time they have ever been with so many of their peers. i By Catalyst IN TODAY’S VOLATILE business world.catalyst. but they may also be based on other identities. connect to local communities. ERGs can also connect similar employees spread across the organization. Because ERGs are an important business initiative. goals. Success Factors. If your organization is a Catalyst member. employeeled groups that can have a few members or a few thousand. In addition.org Increasing Inclusion and the Bottom Line With Employee Resource Groups catalyst ERGs provide their members with professional and personal growth opportunities through access to mentors. sales).org/page/86/membership-list. They are dedicated to fostering a diverse and inclusive work environment within the context of the organization’s mission. Catalyst has more than 20 years of experience working with ERGs across a variety of industries and regions. implement a governing structure. They often help members acquire skills that help them better perform their jobs and more effectively manage their careers. ERGs can benefit employees by advancing organizational goals for inclusion and increasing awareness and understanding of cultural issues and opportunities. not just the constituent group. and workshops. ERGs are a cornerstone to advancing a cultural change that impacts all employees. values. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 81 . ERGs are groups of employees in an organization formed to act as a resource for both group members and the organization. and advice about women at work. With offices in the United States. and other activities. trainings. Catalyst is the leading nonprofit membership organization working globally with businesses and the professions to build inclusive workplaces and expand opportunities for women and business... it is essential for organizations to engage employees. and revitalize groups that have stalled. and enhance the bottom line. templates such as sample questionnaires and a sample governing charter equip ERG leaders with models they can easily adapt and customize. seminars. Users learn how to develop the business case.www. developing a culture of “allies” that encourages people of all backgrounds – not just the constituent group – to attend events. building the organization’s reputation by being active in the community. and more than 400 preeminent corporations as members.catalyst. providing marketplace insights to business leaders to help give the organization a competitive advantage.g. or function (e. and contributing to the organization’s success by providing more development opportunities for employees. Generation Y). life stage (e. business practices.org for free. Canada. ERGs create an environment for making informal connections and building relationships. The six tools are as follows: • Introduction to ERGs • Developing ERG Infrastructure: A Step-by-Step Planning Guide • ERG Governance: Leadership Roles and Structure • Building Support and Working With Other Constituencies • Action Planning and Effectiveness Tracking • Troubleshooting. Catalyst created a comprehensive set of six concise and actionable tools that shows ERG leaders. Membership Issues. and objectives. Human Resources professionals. information.g. networking events. expand cross-cultural and global understanding. seminars. you can download the six tools that make up The Catalyst Guide to Employee Resource Groups at www. and Future Directions.. Catalyst is the trusted resource for research. One of the best ways to do this is through employee resource groups (ERGs).g. ERGs are voluntary. visit http://www. For many organizations. Catalyst research shows that employees with strong relationships with peers and supervisors have increased engagement and commitment to their organizations. They are typically based upon a demographic (e. and diversity and inclusion practitioners how to implement and develop an ERG or strategically align an existing ERG with the business to ensure long-term success. PDJ Founded in 1962. To find out if your organization is a Catalyst member. and Europe. develop leaders. elicit support from organizational leaders.
What is your most rewarding career accomplishment? Earning the Cornell University Diversity Professional Advanced Practitioner certification and being able to apply the knowledge. and motivating people to implement positive sustained improvement.. more importantly. Bachelor of Arts . the United States works closely with 564 federally recognized tribes to ensure that each has a strong voice in shaping policies that directly impact the nearly 2 million American Indians and Alaska Natives. “It is not just knowing what to do. Dept.000+ TiTle: Senior Director. Human Resources eDUCATiON: Master of School Administration (North Carolina State University). North Carolina WeB SiTe: www.wcpss. Similar proclamations have been issued each year since 1994. my work in teacher retention and recruitment provides opportunities for me to impact student learning by working to ensure that all children have access to high quality teachers. * Source: U.S. and celebrate their heritage as First Americans. Today.s. We’d like to introduce you to some leaders who have made significant contributions of their own. Leadership is about articulating vision. has resulted in a Whole month being designed for that purpose. creating opportunities for others to grow. Succinctly stated by the NC Standards for School Administrators.” It is the ability to build relationships and to influence change. iNTeReSTS: Gardening. eMPlOYeeS: 18. Linda G. President George H.* In 1990. Bush approved a joint resolution designating November as National American Indian Heritage Month. by Ms.NatioNal americaN iNdiaN & alaska Native heritage moNth Photo credit: Paul Malanij What started at the turn of the century as an effort to gain a day of recognition for the significant contributions the first americans made to the establishment and groWth of the u. Bureau of Indian Affairs Teresa Cunningham-Brown Wake County Public School System HeADQUARTeRS: Cary. NOVember/DeCember 2010 82 P ro f i l e s i n D i v e r s i t y J o u r n a l . bird watching. how to do it and when to do it. walking. family. but why to do it. of Interior. As an advocate for marginalized and underrepresented groups. and competencies to champion social justice issues in public education. (Gross) Cheliotes MY PHilOSOPHY: Inspire Others.net PRiMARY BUSiNeSS: Education. What is your definition of leadership? Genuine Leadership is extremely complex and systematic in nature. skills. The quality of life that minority students are afforded is directly related to their academic achievement and. Leadership is the ability to find creative and innovative solutions even when traditional wisdom says there are none. to our collective ability as educators to close educational performance gaps by helping teachers improve student learning.Political Science/ History (University of North Carolina at Wilmington) WHAT i’M ReADiNG: Coaching Conversations: Transforming Your School One Conversation at a Time.
Leadership comes with a huge responsibility for others it is not all about you. I try to assess the best demonstrated leadership from people and I apply their approach to a given situation. therefore I believe I need to have a worldly view in order to be more creative and innovative.HEC Montréal WHAT i’M ReADiNG: Collaboration. I found myself crying and afraid of what may be coming next. They gave me a reason to push myself when sometimes I wanted to give up. Successes are the team’s realization. As a member of the Air National Guard I thought for a moment about what this may mean for me personally. Maryland (North American Headquarters) WeB SiTe: www.com PRiMARY BUSiNeSS: Healthcare. avid reader. TiTle: Vice President. There are many solutions to a given situation. outdoor activities. “La parole est d’argent le est d’or” on certain matters. I was snapped out of my horror by my pager continuously going off. iNTeReSTS: Family.sodexousa. What is your most rewarding career accomplishment? I have had many objectives over the years – some were planned. by Chip Heath MY PHilOSOPHY: Be present in the world with an open heart and compassion. TiTle: Human Resource Director eDUCATiON: BS. What advice can you provide for young leaders? Listen to many people before forming your opinion on a given matter. What was the defining moment in your life in which you understood your leadership? After the planes hit the towers in New York. be curious…you’re not expected to know everything. skiing. Remote Site. Be a leader in your heart. by Morten T. Take calculated chances. And. travelling to new destinations. Many members have found employment and have benefited from training programs.com PRiMARY BUSiNeSS: Quality of Life Solutions. I have been working with many aboriginal communities. Peter Young Sodexo HeADQUARTeRS: Gaithersburg. I was at home watching in horror just as millions of other Americans were doing that morning. Indiana WeB SiTe: www. others were emergent. giving and compassionate adults. health.wellpoint. I had to get beyond my own fears and respond to the leaders and associates on the other end of the phone. Hansen MY PHilOSOPHY: It’s better to be a lion and not a lamb. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 83 . as well as for the country and I was paralyzed with fear.000 Who in your family had the most impact on your success? My children. a French saying. They are now all wonderful. eMPlOYeeS: 120. eMPlOYeeS: 38. not in your mind. iNTeReSTS: Cycling. Business Management WHAT i’M ReADiNG: SWITCH: How to Change Things When Change is Hard. These experiences are theirs and will continue to contribute to a better life. Michael and Hillary. Canada eDUCATiON: Completing EMBA at McGill .000 employees in North America Who is/was your most influential leadership mentor and why? I don’t have one mentor in leadership. Ben. Colleagues at work were paging me in search of guidance on how to address the needs of terrified associates who were at work. I have learned about new cultures and have been able to mold Sodexo’s partnerships to have great impact on several aboriginal community members. passion for different cultures. In the last seven years.Jean Halsell WellPoint HeADQUARTeRS: Indianapolis. travelling.
. . .newyorklife. . . . . . .com Waste Management .sodexousa. . . . .com Chevron . .com Verizon . .grainger. .vanguard. It makes the innovation we bring to our products and services possible. 49 www. . . . . . . . . . . . . . . . 39 www. . . .pepsico. . . . . in . Back Cover www. . 17 www. . . .com Freddie Mac . . . . . . . . . . . . . . . . . To learn more about our commitment to diversity. . . . . . .com/diversity . . 57 www. . . . . . . . . .unitedhealthgroup. . . . . . . . . . .raytheon. . . . . . . . 87 www. . . . . . . . . . .com Royal Dutch Shell . . . . . Inc . . . . .verizon. . . .com WellPoint . .com Raytheon . . . . .conagrafoods. . . . . . . . . . . . . . . . . . 15 www. . . 29 www. .com advantage Lockheed Martin . . . . . . . . Inside Back www. . 71 www. . .shell. . . . . . . . .bankofthewest. . Grainger . . . . . and tomorrow. . . 19 www. . .com Blue Cross Blue Shield of MA . .comcast. . . . . . . . . .com T:8. . . . . 85 www. . . . . . 65 B:8. . .com W . . .lockheedmartin. . . .chevron. . .bk. . .bluecrossma. . . . . . . . 84 www. . . . . 61 www. 73 www. . . . . . . . . . .com Diversity is how great ideas are made.com Blue Cross Blue Shield of NC . 1 www. . . . . . . Inside Front. . .bcbsnc. . .com PepsiCo. . . . . . .com New York Life Insurance . . go to www. . . . . . . . 13 www. . . . . . . . UnitedHealth Group . . .wellpoint. . .advertiser’s index Bank of the West .com Wal-Mart . .target.W . . .com Target . . . . . . . .com ConAgra Foods . . .com .com Buger King . . . Today. . . . . . . . . . . 75 www. . 40 www. .5 in S:7. . . . .75 www. . .wm. . . .com Comcast . . . . . . . . .freddiemac. .walmart. . .75 in Vanguard . Creating a culture that encourages diversity is an integral part of our success as a business.com Sodexo . . . 3 www. . 5 www. . . . . . . .comcast.
We recognize that employees’ unique qualities often lead to innovation.com/diversity NEW YORK LIFE.® © 2010 New York Life Insuranace Company. New York.newyorklife. NY 10010 EOE/M/F/D/V . THE COMPANY YOU KEEP. If you are looking for a new company or career. choose one that is committed to providing a challenging and rewarding experience. 51 Madison Avenue. positive change.SEE IN US WHO YOU ARE At New York Life we believe that people’s di erences can be their greatest attributes. and a more productive and dynamic workplace. where every individual has the opportunity to succeed. For more information about a career with New York Life visit us at www.
Diversity Success Formula Must Embrace Differences in Abilities
By Marie Y. Philippe, PhD
While in recent history we have seen increasing percentage of people with disabilities in the workplace, once the economy began plummeting, that population was hit much harder. In August 2010, the U.S. Department of Labor (DOL) reported that the unemployment rate for people with disabilities reached 15.6%, compared to 9.3% for the otherwise able. That is a large gap that cannot be ignored, particularly if we intend on fostering equality. The aspect of disability, more respectfully referred to as different ability, crosses all dimensions of workplace diversity. People who have a physical or mental disability can be rich, poor, highly educated, Caucasian, Asian, African American, male or female, etc. Based on a 2007 report by Cornell University, people with disabilities form the largest minority sub-group in the United States. Why is it then, so many organizations have so few employees with disabilities? There is a variety of factors that influence the lack of organizational representation or growth of people with different abilities. If we set aside the fact that some people with disabilities do not openly self disclose, many employers commonly state the following factors: the inability to reach qualified candidates, the perception of costly accommodations in addition to higher health care costs due to expected higher benefits utilization, the concern of lowering performance standards, the fear of a lawsuit should a person with disability be terminated, the concern that people with disability miss work more frequently, and misperception that differences in physical abilities can translate into lower mental capabilities. Let’s briefly address some of these common concerns organizations may have. Where does an employer find a pool of qualified candidates with different abilities? From community to community there are variations. However, there are national resources, free and fee based, that specialize in pre-screening for a number of jobs that employers can post. For
P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010
Corporate Vice President, Culture and Organizational Effectiveness The Lifetime Healthcare Companies
beginners, I would recommend researching www. enableamerica.org, www.rileyguide.com/abled.html, and/or www.gettinghired.com to get a sense of how to introduce your organization to people with different abilities and to become familiar with various organizations providing access. There are a number of universities with areas of focused education for people with disabilities. To name a few, George Washington University, Yale, Temple University–Institute on Disabilities, and the National Technical Institute for the Deaf (NTID at RIT) offer a breadth of well-educated, ready-to-contribute talent. About 42% of people with non-severe disabilities are estimated to either hold a bachelor’s degree, associate degree or have some college education. Regarding cost, the DOL Job Accommodation Network and university research proved through surveys that most reasonable accommodations cost nothing out-of-pocket, such as allowing work shift flexibility, to minimal costs, with a median first year expense of $400. According to the DOL Office of Disability Employment, a 1990 survey conducted by DuPont’s employees with disabilities showed that 90% rated average or better in job performance compared to 95% without disabilities. A similar DuPont study nine years prior, found that 92% of employees with disabilities rated average or better in job performance compared to 90% without disabilities. Education is a huge element in the elimination of misconceptions about people with disabilities. Practice of inclusion in the workplace requires thoughtful consideration for all dimensions of differences. Making sure your success formula for workplace diversity accounts for people with different abilities will bring overall success for this untapped talent pool and your business. PDJ
Marie Y. Philippe, PhD is well known for her leadership contribution in corporate culture transformation through strategic diversity initiatives and organizational change management. She can be reached at firstname.lastname@example.org.
and why we’re committed to providing opportunities for leaders like you. we invest for the long term—in the markets and in our talented employees. That is why we continue to be strong.com/careers ® Vanguard is an Equal Opportunity Employer. . Connect with Vanguard > www. At Vanguard.Investing for the long term is important. whose unique contributions energize our work. © 2009 The Vanguard Group. Inc.vanguard. All rights reserved. That’s why we need the right assets.
They embody what Thomas Jefferson said: in matters of principle. and developing succession plans that extend opportunities for advancement to people heretofore on the fringe. their commitment is rock solid. even corporate investors. and tie executive compensation to the achievement of diversity goals. In short. ensuring wage parity. they work to diversify the C-suite. and they do it every day with little or no recognition. In our March editorial feature. surpass forecasted earnings or earn accolades from the community. That’s why we need your recommendation and support to make sure your CEO is recognized along with his or her peers. These are just a few examples. If you haven’t received an application packet for your own CEO. there is still time. even when their businesses achieve success. My personal experience after a dozen years of tracking diversity initiatives tells me that corporate America is filled with CEOs who are personally committed to achieving diversity. 2011. these leaders are out front. How unfortunate. And we believe with passion that their work should be honored and their stories shared with others. putting their own names behind programs to make sure they stay on track. Profiles in Diversity Journal is on a mission to identify and recognize these leaders with the 2011 Leadership in Action Award in our March-April issue. Applications must be submitted by January 14. our children or grandchildren will remember these individuals who wove diversity so firmly into the fabric of our business culture that it could never unravel. rector Publisher/CEO 88 . Call us at 800-573-2867 for your application packet. initiate supplier diversity programs. corporations are treated as persons under the law. P ro f i l e s i n D i v e r s i t y J o u r n a l NOVember/DeCember 2010 These individuals live their values in every business climate. the men and women who routinely supply the guidance and grit to get the job done. we can see to it that he or she finally gets the recognition they deserve. but you must act quickly. or download it at www. com. These leaders do so much more than just sign off on the diversity budget. Yet most people. Their drive is inspiring. We expect our Leadership in Action editorial feature to become one of our most important features of the year.notebook CEO in action editors notebook CEO Leadership in Action Award Will Honor PErSONAL Achievements in Diversity i IN THE UNITED STATES. photography and an essay that describes their personal engagement in supporting the diversity and inclusion efforts of the organizations they lead. We look forward to hearing from you! James r. These men and women are rarely mentioned in the news. The truth is that most organizations would falter without the leadership provided by the CEO. we will spotlight each CEO with a full-page feature that includes a company and personal profile. Others include making opportunities for women and other minority groups. When it comes to diversity. Shouldn’t your CEO be among those we honor? With your help. Please understand that dynamic leaders are usually very modest and humble at their core and do not seek the spotlight. they accept no excuses.diversityjournal. No more. It is time to honor those gifted and dedicated leaders who serve as both compass and conscience of the corporation. There just is no other way to put it. These committed executives speak publicly about the merits of diversity and inclusion. We hope that someday when diversity initiatives are no longer necessary. have little knowledge of the CEOs who run corporations or large nonprofit organizations. stand like a rock.
Diversity & Inclusion A t W A s t e M A n A g e M e n t A company that is making a difference in your world and the We’re proud of Grainger’s Philanthropy Team.thinkgreen. who have made a world of difference not world around you. We are working with the communities we serve to fuel innovative change—and we need your help. Think Green.8 million customers around the globe get their jobs done. www. Their hard work and commitment have helped our 1. Waste Management is a Fortune 200 company that is changing the world for the better.wmcareers. We are strongly committed to promoting diversity and inclusion and empowering our employees. but in the communities we serve. only at Grainger. www.com .® Think Waste Management.com From everyday collection to environmental protection.
we continue to grow stronger thanks to our unique blend of people. M/F/D/V © 2007 Bank of the West. That’s why at Bank of the West. Year after year. Different perspectives generate fresh ideas. it is our employees with innovative ideas that keep us a step ahead of the rest.com Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. in today’s competitive banking environment. . www. Member FDIC. WE BELIEVE OUR CUSTOMERS ARE WELL SERVED BY EMPLOYEES WHO ARE WELL SERVED.[ Bank of the West ] WANT TO WORK FOR A TRULY GREAT BANK? AT BANK OF THE WEST.bankofthewest. After all. we value diversity and equal opportunity for all our employees.
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