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Also Featuring … A Celebration of National American Indian & Alaska Native Heritage Month • Catalyst • Perspectives
Volume 10, Number 6 NOVEMBER / DECEMBER 2008
AfLAC BOOz ALLEN
AVIS
BURGER KING
AxA
CDW
HARTfORD
SODExO
MGM MIRAGE
PRUDENTIAL
TEREx
WAKE
COUNTY
WELLPOINT
as
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Champions
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CLIENT: Chevron STUDIO#: 8I53334 JOB#: CVX-ARC-M74427 BILLING#: CVX-ARC-Y73485
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2 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
I
I’ve been thInkIng a lot lately about the economic crisis
we’re in, and I’ve come to believe that—perhaps in an odd way—the
crisis only reinforces our role as a magazine in advancing diversity. I say
this because we have always viewed diversity as, fundamentally, a human
endeavor. We’re not like the other diversity magazines that so often are
policy- and process-oriented.
Instead, we’re storytellers. We focus on individuals who are doing,
thinking, and leading the way for others. that’s why we share your
stories throughout the year, celebrate your successes, and give you a voice
within our pages. What you do is powerful evidence of the commitment
to diversity made by your organization, and sharing it with others is
incredibly important.
For example, in this issue we are hearing from hR executives—
diversity champions who share their stories from the front lines of hiring.
also, we recognize national american Indian & alaska native heritage
Month with 5 profiles that help us learn about and appreciate the
contributions and culture of peoples native to america. Catalyst reports
on the value of employee Resource groups. and we round out the
issue (and the year) with thought-provoking perspectives from our
regular columnists.
Marriage counselors will tell you that when communication stops,
relationships die. that’s why we give you the chance to tell your own
stories through a variety of editorial opportunities throughout the year.
your participation is a potent addition to your advertising message and
reaffirms your organization’s stance on diversity and inclusion.
We’ve got an exciting slate of such opportunities available to you
in 2009, and I hope you’ll take advantage of every one of them. our
pledge to helping you share your message is as unwavering as your own
determination to succeed.
ever thankful for your patronage and friendship, we look forward to
partnering with you in 2009.
happy holidays!
James R. Rector
Publisher
James R. Rector
PUBLI SHER
John Murphy
MANAGI NG EDI TOR
Cheri Morabito
CREATI VE DI RECTOR
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4 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
AfLAC BOOz ALLEN
AVIS
BURGER KING
AxA
CDW
HARTfORD
SODExO
MGM MIRAGE
PRUDENTIAL
TEREx
WAKE
COUNTY
WELLPOINT
as
diversity
Champions
hr exeCutives
contents
table of contents
Volume 10 • Number 6
November / December 2008

22
ON THE COVER
HR Executives as Diversity Champions
over the years, much of the responsibility
for diversity has fallen to human resources
executives. We thought it was about time to
meet some of these Hr executives, whom we
recognize as the often unsung, first champions
of diversity.

42
SPECIAL fEATURE
National American Indian
& Alaska Native Heritage Month
November is National American Indian & Alaska Native
Heritage month. We present five individuals who share
their background, experience, and attitudes with us.
They offer a unique perspective on their heritage.
features

42
22
&
HERITAGE MONTH
alaska native
national american indian
contents
And that may be the one true link that brings us all together,
regardless of race, creed or color. Boeing proudly supports
those courageous enough to make discrimination, history.
lOB NUMBER:BOEG-0000-M3005
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6 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
diversity
Leader
contents
table of contents
Volume 10 • Number 6
November / December 2008
2
0
0
8
A
W
A
R
D
diversity
Leader
departments
8 Momentum diversity Who, What, Where and When
13 from the Publisher Introducing the Diversity LeaDer awarD:
recognizing the Communication efforts of
Leading Companies
perspeCtIves
12 Thoughts Through the Office Door …
by Carlton Yearwood, Waste management, Inc.
16 from My Perspective by Linda Jimenez, Wellpoint, Inc.
18 Viewpoint by melanie Harrington, aImd
20 My Turn by shirley a. davis, phd, sHrm
56 Last Word by marie Y. philippe, phd

14 Catalyst employee resource Groups: valuable to
employees; valuable to Business
54 MicroTriggers more Instruction stories from
Janet Crenshaw smith
YEARWOOD JIMENEz HARRINGTON DAVIS PHILIPPE
contents
Some call it diversity.
To us, it’s a business plan.
When you serve over 200 million weekly customers,
including 13 markets outside the U.S., diversity isn’t an
option. It’s not only the right thing to do – it’s the right
way to build your business. Our 2 million associates
need leadership in merchandising, marketing,
actively recruit leaders with diverse backgrounds,
individual skills, and lots of enthusiasm. If that sounds
like you, please visit us at walmartstores.com.
nance, transportation and logistics. So we
8 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
momentum
momentum
w h o …w h a t …w h e r e …w h e n
momentum
comed’s George Williams
elected to Underwriters
Laboratories’ board of Trustees
NORTHBROOK,
Ill. – Underwriters
Laboratories (UL)
has announced
that George
Williams has been
elected to UL’s
board of trustees.
Williams is currently senior vice
president of operations at ComEd,
a Chicago-based unit of the Exelon
Corporation and one of the nation’s
largest electric utilities with 3.8 mil-
lion customers in Northern Illinois.
He is responsible for the coordina-
tion of operations including electric
distribution, maintenance and con-
struction, new business, and work
management.
Prior to ComEd, Williams held a
number of other key leadership posi-
tions within the nuclear and fossil
industry. He was vice president of op-
erations at Entergy, an integrated en-
ergy company that provides electricity
in Arkansas, Louisiana, Mississippi,
and Texas. He has also worked at PPL
Susquehanna, Progress Energy (for-
merly Carolina Power & Light), and
Exelon’s PECO, an electric and natu-
ral gas utility in Pennsylvania.
Williams received a bachelor’s
degree in electrical engineering from
Widener University and an MBA
from Saint Joseph’s University. He
has completed Wharton’s Executive
Development Program at the
University of Pennsylvania, the
Leadership Development Program at
the Center for Creative Leadership,
and Harvard University’s program for
senior executives.
Williams is an active board mem-
ber in numerous civic and profes-
sional organizations including the
American Association of Blacks
in Energy (AABE), Association of
Edison Illuminating Companies
(AEIC), and Executive Leadership
Council (ELC).
K&L Gates’ martin Garza
Named Latino Lawyer of
the Year by Hispanic National
bar Association
DALLAS, Tex.
– K&L Gates
LLP real estate
partner Martin E.
Garza has been
named the 2008
Latino Lawyer of
the Year by the
Hispanic National Bar Association
(HNBA). Garza, a partner in K&L
Gates’ Dallas office, was presented
the award during the HNBA Annual
Convention in Los Angeles, Calif.
In 2006, Garza helped create the
Dallas Diversity Task Force to pro-
mote hiring and retention of minori-
ties in the city’s larger law firms. The
program has served as a model for
similar studies and diversity initia-
tives around the country. Garza and
the task force members were honored
earlier this year with the State Bar of
Texas Presidents’ Award for outstand-
ing legal service to the profession.
Garza’s law practice includes com-
mercial real estate development and
retail leasing. He counsels and repre-
sents a varied group of clients from
the development, retail and energy
industries, and has extensive experi-
ence assisting gas producers in North
Texas with local permitting and regu-
lation issues.
Garza is currently a director of
the Dallas Hispanic Bar Association
Scholarship Foundation, which he
helped to found in order to facilitate
the DHBA’s funding and scholar-
ship efforts. He is also president and
director of the Friends of Dallas Law
Magnet High School Foundation,
supporting programs and activities
for high school students interested
in government and the law. A 1987
graduate of Harvard University, Garza
earned both a Juris Doctor degree
and an MBA from the University of
Texas at Austin in 1996.
KPmG Names 51 New
Students to Future Diversity
Leaders Program
NEW YORK – KPMG LLP, the
audit, tax, and advisory firm, has ad-
mitted 51 new students to its Future
Diversity Leaders (FDL) program, an
initiative intended to provide leader-
ship training and financial support
for outstanding minority undergradu-
ate business students.
This year’s FDL class, consisting
of students representing 33 schools
nationwide, recently completed a
two-day leadership conference in
Hollywood, California. The confer-
ence provided the students the oppor-
tunity to interact and network with
leaders in the profession, professors
and KPMG professionals. The stu-
dents also attended leadership-style
courses that were co-instructed by
KPMG partners.
KPMG launched
FDL last year as
part of its con-
tinuing effort to
increase and sup-
port minority rep-
resentation in the
accounting profes-
sion. “We are committed to help-
ing to build the business leaders of
tomorrow,” said Manny Fernandez,
WILLIAMS
GARzA
fERNANDEz
momentum
Profiles in Diversity Journal November/ December 2 0 0 8 9
momentum
national campus recruiting partner
at KPMG.
Upon completion of their summer
internship prior to their junior year,
the students will become eligible for
additional scholarship money and
an offer to remain in the intern pro-
gram the following summer. The in-
ternship before their senior year is
a “Practice Internship,” where the
participants will gain hands-on ex-
perience with clients in their chosen
business area. In addition to gaining
work experience, students will be
mentored by the FDL faculty advi-
sor from their school, as well as by a
KPMG professional.
KPMG LLP is the U.S. member
firm of KPMG International. KPMG
International’s firms have 123,000
professionals, including more than
7,100 partners, in 145 countries.
KPmG Names Angela Avant to
Lead Diversity Programs
NEW YORK –
KPMG LLP has
announced that
Angela Avant, 49,
has been named to
the newly created
position of partner
in charge of di-
versity. Avant is currently co-chair of
the firm’s national African American
network and a member of the firm’s
Diversity Advisory Board. She will
be responsible for leading the firm’s
diversity strategy and fostering an en-
vironment of inclusion that embraces
diversity among KPMG’s partners,
employees, vendors and clients.
Avant, who joined KPMG in
1999 and was named an advisory
partner in 2004, has been responsible
for business development and advi-
sory services in KPMG’s mid-Atlantic
area’s state and local, nonprofit, and
higher education sectors. She will
continue to serve a select group of cli-
ents. Before joining KPMG, she was
the inspector general of the District
of Columbia. Before that, she was
mergers and acquisitions manager
for New York-based Corning Inc.’s
opto-electronics business group and
also served as Corning’s director of
internal audit.
A certified public accountant,
Avant is a lifetime member and
three-term past national president
of the National Association of Black
Accountants (NABA) and numer-
ous professional organizations. Avant
graduated cum laude with a bache-
lor’s degree in accounting and finance
from Virginia State University. Avant
currently resides and will continue to
be based in Washington, D.C.
myrna Soto Named one
of 2008’s Top Hispanics in
Technology
LAS VEGAS,
Nev. – MGM
MIRAGE’s Myrna
Soto has been
named one of the
“Most Important
Hispanics in
Technology” by
Hispanic Engineer & Information
Technology magazine (HE&IT). Soto,
who serves as VP of Governance and
Chief Information Security Officer,
was chosen from a field of more than
1,000 nominees.
To select the 2008 highest-
achieving Hispanics, HE&IT editors
evaluated and ranked individuals
who have demonstrated leadership
in both the workplace and the com-
munity. Executives, technologists, and
researchers in industry, government,
and academia were eligible for
the award.
Soto is serving as interim chief in-
formation officer. She joined
MGM MIRAGE in 2004 as the
corporate director of solutions with
the Mandalay Bay Resort Group.
From October 2005 until January
2007, she was vice president of busi-
ness solutions and project manage-
ment officer.
Soto was recognized at the
National Women of Color Science,
Technology, Engineering, and
Mathematics (STEM) Conference
in Dallas, Texas, in October. She
will also be featured in the magazine’s
fall edition.
MGM MIRAGE (NYSE: MGM),
one of the world’s leading and most
respected development companies
with significant holdings in gaming,
hospitality and entertainment, owns
and operates 17 properties located in
Nevada, Mississippi, and Michigan,
and has investments in four other
properties in Nevada, New Jersey,
Illinois, and Macau. For more infor-
mation about MGM MIRAGE,
visit the company’s website at
www.mgmmirage.com.
American Airlines captain
Dave Harris, retired,
Honored for Trail blazing
FORT WORTH, Texas – American
Airlines will serve as the title spon-
sor of the Organization of Black
Airline Pilots (OBAP) 32nd Annual
Convention, where retired Captain
Dave Harris will be honored for
being the first African American to
fly for a commercial airline. Harris,
73, retired from American Airlines in
1994 after more 30 years of service.
After rejections from several of
the major airlines at the time, Harris
AVANT
SOTO
10 Profiles in Diversity Journal Nove mbe r/ De cember 2 0 0 8
momentum
momentum
w h o …w h a t …w h e r e …w h e n
momentum
wanted to avoid any misunderstand-
ing down the road. Following his in-
terview with American, Harris recalls,
“I felt compelled to tell (the inter-
viewer) I was black.” The chief pilot,
who conducted the interview, re-
sponded, “This is American Airlines,
and we don’t care if you’re black,
white or chartreuse. We only want to
know, can you fly the plane?”
Harris began training with
American Airlines in December
1964, preparing to pilot the airline’s
DC-6 aircraft.
American Airlines today has one
of the most diverse flight crews in the
industry. American and its regional
affiliate American Eagle Airlines to-
gether employ 163 African-American
pilots, some of whom are African
American female pilots.
Several other current and former
American Airlines employees also
will receive special recognition for
their outstanding career achieve-
ments in aviation, including Joan
Dorsey, who became the first African-
American flight attendant. Dorsey re-
tired from American Airlines in 1999
after more than 36 years of service
with American.
Headquartered in Silver Spring,
Md., the mission of OBAP is to pre-
pare young people to realize a success-
ful future in the aerospace industry
through educational opportunities,
mentoring, and aerospace projects.
For more information on OBAP, visit
www.obap.org.
Floyd Pitts New chief Diversity
officer at the red cross
Floyd Pitts will join the Red Cross
as Chief Diversity Officer in
mid-November, according to an
announcement by President and
CEO Gail J. McGovern.
“The position of chief diversity
officer is essential to our goal of
better reflecting the communities
we serve. That is why I am happy
to tell you that we have hired an in-
spirational chief diversity officer to
lead our corporate diversity efforts,”
she announced.
Pitts has more than 20 years of
management experience in EEO, di-
versity, and equal-rights issues. For the
past eight years, he has directed the
diversity programs for Hilton Hotels,
a company recognized by Fortune
magazine seven years in a row as one
of the Top Companies for Minorities,
and by DiversityInc as one of its 2008
Top Companies for Diversity.
Pitts is known for creating innova-
tive programs to engage diverse part-
nerships and expanding Hilton’s reach
into diverse communities.
“I believe teamwork is the founda-
tion to accomplishing all of our pri-
orities, and I couldn’t be more excited
about the talented team that we are
building,” said McGovern.
WellPoint executive to receive
2008 Award for outstanding
Leadership Achievement
INDIANAPOLIS,
Ind. – Tonya
Maxey-Fuller, staff
vice president of
operations strategy,
will be honored as
a recipient of the
CareerFOCUS
Eagle Award for Outstanding
Leadership Achievement.
One of only 16 recipients na-
tionally, Maxey-Fuller will receive
the award at the National Eagle
Leadership Institute (NELI) awards
gala in November. This year’s winners
join a network of more than
250 award recipients recognized
for outstanding leadership achieve-
ment since the award was established
in 1993.
The CareerFOCUS Eagle Award
recognizes Black/African American
and Hispanic/Latino profession-
als who excel in both corporate and
community leadership. The award is
presented to individuals who prac-
tice principled leadership and whose
records of performance uphold the
highest standards of dignity, integrity,
and honor.
As part of the award, Maxey-Fuller
will serve a two-year appointment to
NELI’s Eagle Roundtable Advisory
Council through which winners are
instantly connected to a national
network of leaders—all of whom
are past Eagle Award recipients.
She will also become an advisor to
NELI’s Corporate Bound Academy
Leadership Challenge, where she will
help college students preparing for
corporate leadership.
New York Life Announces
executive Promotions
NEW YORK – New York Life
Insurance Company has announced
that Katherine O’Brien has been
promoted to first vice president and
chief diversity officer; Dorothea
Rodd has been promoted to first vice
president in the human resources
department; and Gayle Yeomans has
been promoted to first vice president
in the office of governmental affairs.
O’Brien is respon-
sible for identifying
and implementing
best practices in
the areas of recruit-
ment and train-
ing of a diverse
workforce, and the
MAxEY-fULLER
O’BRIEN
momentum
Profiles in Diversity Journal November/ December 2 0 0 8 11
momentum
development and promotion of
culturally diverse and women em-
ployees. She joined New York Life in
1995 as a litigator and has held posi-
tions of increasing responsibility in
employment litigation and benefits
compliance. She was appointed
chief diversity officer in 2006.
O’Brien earned a JD degree from
Brooklyn Law School and a BA
from Wesleyan University. She lives
in New York City.
Rodd is now
responsible for
overseeing all
operations and
services functions
in the HR de-
partment, which
include service de-
livery for employee and agent benefit
plans, management of outsourced
vendor relationships, data manage-
ment and reporting, payroll, and
budgeting as well as accounting and
financial controls.
Rodd joined New York Life in
1981 as an auditor trainee. She be-
came a senior auditor in 1987, and in
1988 moved to the corporate finance
department as a senior accountant.
She became a director of accounting
in 1989, assistant vice president in
1991, and corporate vice president in
1995. In 2003, she was elected vice
president in the corporate services
department, where she was respon-
sible for procedures and systems for
accounts payable, credit card admin-
istration, and financial analyses for
procurement.
Rodd earned an MBA from
Dowling College and a bachelor’s de-
gree from Lehman College. She lives
in Manorville, New York, with her
three children.
Yeomans is respon-
sible for directing
all state govern-
ment relations
efforts. She has
broad experience
in life insurance
regulation and
legislation, including solvency, and
serves as the company’s representa-
tive to the American Council of Life
Insurers (ACLI) Insurance Regulation
Steering Committee. Additionally,
Yeomans has been a key voice with
the National Association of Insurance
Commissioners (NAIC) on a range
of issues.
Yeomans rejoined New York Life
as vice president in 2002. Prior to
that, she was at the New York State
Assembly, where she was the chief
counsel and secretary to Minority
Leader John Faso. Previously, she was
with New York Life for four years in
the office of governmental affairs.
Yeomans earned a JD degree from
New York University School of Law
and a BS from Cornell University.
She lives in New York City.
NmSDc Names
Johnson controls
“corporation of the Year”
MILWAUKEE, Wis. – The National
Minority Supplier Development
Council (NMSDC) has presented
Johnson Controls, Inc. with its
“Corporation of the Year” award
in recognition of the company’s
achievements in minority business
development. Johnson Controls is
the only business-to-business com-
pany to receive this honor twice since
NMSDC’s founding in 1972.
While many major companies are
working to consolidate and reduce
their number of suppliers, Johnson
Controls nearly doubled its number
of minority suppliers from 140 in
2006 to 276 in 2007.
Johnson Controls has consistently
implemented best practices recom-
mended by NMSDC for world-class
supplier diversity performance.
Reginald K. Layton, diversity
business development director at
Johnson Controls, received the
Minority Supplier Development
Leader of the Year award from
NMSDC in recognition of innovative
supplier development activities and
leadership across industry groups and
across the country.
Johnson Controls (NYSE: JCI)
is the global leader that brings inge-
nuity to the places where people live,
work and travel. For more informa-
tion, visit www.johnsoncontrols.com.
The National Minority Supplier
Development Council (NMSDC)
network includes a national office
in New York and 39 regional councils
across the country. The regional
councils certify and match more
than 15,000 minority-owned busi-
nesses with member corporations
that want to purchase goods and
services. For more information, visit
www.nmsdc.org. PDJ
RODD
YEOMANS
Johnson Controls chairman and CeO,
Steve Roell (left), and diversity business
development director, Reginald Layton,
accept the 2008 (nmsdC) “Corporation of
the Year” award.
12 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
C
By Carlton yearwood
Chief Ethics and Diversity Officer
Waste Management, Inc.
thoughts through the office door…
Diversity Expectations
Can Change in an Instant
CoMFoRtably
WatChIng World
Series action on the wide-
screen in my family room,
the high-def pinpointed
with startling clarity a
well-hit baseball carving an arc over the Philadelphia sta-
dium’s outfield lawn. Into the stands, for sure, I thought.
but, from the far corner of the screen, one of tampa bay’s
rookie outfielders sprinted an outlandish distance to spear
the ball on the fly, diving full-length at
absolutely the last instant to snare a tro-
phy in his mitt.
“Wow, that kid’s a game changer!”
intoned Fox Sports announcers. hard to
disagree.
again in front of the tv weeks later,
I was thinking of that situation and that
exclamation. but the broadcast scene
was Chicago’s grant Park on election
Day evening. as electric and emotional as any partisan
sports crowd, the throng welcomed our new President and
family with cheers, tears and every other emotion-on-your-
sleeve.
one can’t help but think whether that electric shift in
our politics has changed the game for what we do, too. or
at least causes us some serious self-assessment.
take a second, step back from our professional work
and look at what we do under the penetrating light of the
november 4th outcomes. For a long time—for some of us,
now 25 years or more—it seems we’ve lived out a fairly well
tested paradigm of how to manage diversity and inclusion
in business circles. We know the issues, we’re pretty good at
structuring solutions, and our organizations accept and pro-
mote our results. oh, things have evolved, but even on our
best days we’d characterize that all as incremental.
So now we come face-to-face with a nation that, by a
majority and in an instant, has both pushed the baseline for
expectations about diversity and inclusion to a wonderfully
higher level, and declared that, yes, we are truly a multi-
racial, gender-blind american society. our country has come
to a place through voter mandate where we all have tried
tirelessly for years to elevate our individual companies and
their cultures.
What’s a diversity leader to do? Well, for one thing,
I’m making a point to feel like a winner, too. there’s cause
to celebrate for a long time in this one. We’ve seen the
triumph of ability, of reason, of possibility, of individual
worth and potential realized. these are all things that
we’ve long espoused, and we should rejoice in such an
encompassing result.
but this new environment raises the ante for us, too.
how do we collectively take the next steps of relevancy in
our profession? and what might those leaps forward be?
Certainly not more of the same. or is it exactly more of the
same, with more energy, focus and higher expectations?
as a profession, can we be up to defining the new challenges
and even more thoughtful solutions in this captivating
national environment? one can’t help but answer, “yes …
yes, we can.” PDJ


How do we collectively take
the next steps of relevancy
in our profession?
Waste Management, Inc. is the leading provider of comprehensive
waste and environmental services in North America.
The company is strongly committed to a foundation of financial
strength, operating excellence, and professionalism.
Profiles in Diversity Journal November/ December 2 0 0 8 13
from the publisher
In JanuaRy 2009, this magazine will confer the Profiles
in Diversity Journal “Diversity leader award” to several
organizations with outstanding diversity communication
practices. In successive years, companies will be added to
the list, and many companies that already enjoy the distinc-
tion will earn recognition for a second year, and then a third
year, and so on.
It could not be more appropriate for Profiles in Diversity
Journal to bestow such an award on an organization. We
are, after all, in the business of helping organizations tell
their own success stories. We are the people side of diversity.
our mission is to give voice to diversity efforts around the
world by offering a variety of editorial opportunities—
totally independent of advertising, I might add—that allow
companies to share their commitment to diversity.
the Diversity leader award is given to companies who
share their stories with our readers on a regular basis by tak-
ing advantage of our special features, by sharing their news
releases, and by offering profiles of their thought leaders.
Such ongoing communication serves as a beacon to others
to proclaim their own commitment to diversity.
one such opportunity is our regular feature Momentum,
a report of people on the move who are championing
diversity. additionally, we regularly offer profiles of african
american leaders, hispanic americans, asian americans,
and native americans, and give them the chance around
major holidays or observances to share their own thoughts
with our readers. and, of course, our Women Worth
Watching
®
issue is unmatched in the industry. It typically
includes more than 100 gifted women whose mentoring
essays inspire the next generation of leaders.
you might ask, Why is communication so important?
the answer is not complicated, but it is far from simple.
Diversity is about building relationships between and
among people of different backgrounds. Communication
is at the heart of relationships, whether between a
husband and wife, parent and child, or a company and
its employees.
In business, effective marketing communication fos-
ters strong customer relationships that drive brand value.
Similarly, in the arena of diversity, communication deep-
ens understanding and helps broaden the acceptance
and advancement of diversity. It’s not enough to be commit-
ted to diversity. you must shout that commitment to
the world. otherwise, you are like the light hidden under
a bushel basket.
If your company is lighting the way for others, we want
to help you get the word out. Plenty of opportunities are
coming in 2009. Review our editorial calendar and make
the decision to shine the light of your efforts for all the
world to see. Put our Diversity leader award symbol on all
your corporate communications and press releases so that
there can be no doubt about where you stand.
We are proud to stand with you.
James R. Rector
Publisher
Diversity LeaDer

AwArd

Recognizing the
Communication Efforts
of Leading Companies
2
0
0
8
A
W
A
R
D
d
iv
e
r
s
it
y
L
e
a
d
e
r
The Diversity Leader Award will be presented to companies whose executives have shared personal stories, thoughts, and
profiles with our readers. The dots in the symbol indicate the number of issues in which the company has participated in a
given year; they do not suggest any sort of ranking.
14 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
www.catalyst.org
F
Findings
the vast majority of participating members—83 percent—
had at least one employee resource group. among members
with eRgs, women’s networks were by far the most preva-
lent. other popular eRgs develop and support lesbian, gay,
bisexual, and transgender (lgbt) employees and racially
or ethnically underrepresented groups. at nearly one-half of
responding members—45 percent—eRgs were open to all
employees. In addition, senior-leadership support was strong:
91 percent of organizations with eRgs reported that their
eRgs had organization-appointed senior-level champions
or sponsors.
nearly all members with eRgs—94 percent—had
an eRg for women. Fifty percent of these members said
that the women’s eRg’s primary focus was to provide op-
portunities for leadership development and/or management
experience. Members headquartered in Japan or Canada were
more likely than members headquartered in europe or the
united States to say that the primary purpose of their women’s
eRg was to provide social support to address women’s profes-
sional challenges.
More than three-quarters (77 percent) of organizations
with eRgs for women said that their women’s network had
a formally stated business case linking the group to the orga-
nization’s strategy or performance. Moreover, 88 percent of
respondents with women’s eRgs said that these groups were
extremely important or very important to their organization’s
strategy to increase gender diversity.
More than a quarter—27 percent—of responding members
said that their total annual organizational budget for all em-
ployee resource groups exceeded $250,000. organizations with
higher revenues, as well as Catalyst award-winning members,
tended to have higher annual budgets for their eRgs.
FoR Seven yeaRS, Catalyst Member benchmarking has assessed the scope of diversity and inclusion programs, policies,
and initiatives of participating member organizations that contribute confidential data. this year, the 2008 Catalyst Member
Benchmarking Report expanded its global reach through the first-time participation of members of Japan Women’s Innovative
network (J-Win), Catalyst’s sister organization, which works with its member organizations to address diversity issues and
advance women in the workplace in Japan. the report now provides workforce statistics for asia, Canada, europe, Japan,
and the united States derived from 212 participating organizations representing 11 industries. In 2008, the report focuses on
employee resource groups (eRgs)—also known as employee network groups, affinity groups, or caucuses—and, in particular,
women’s networks.
eRgs serve multiple purposes. Important workforce development benefits include the advancement and retention of
women, and, in particular, women of color, and the development of potential leaders. Marketplace development benefits in-
clude providing relevant insights on emerging markets, product development and design, as well as multicultural marketing. on
the workplace development front, eRgs influence workplace culture by identifying unexamined assumptions, educating em-
ployees and senior leadership, and changing norms. Finally, eRgs serve an important community development and corporate
social responsibility function by linking employees to their communities through donations and volunteerism.
Valuable to Employees; Valuable to Business
EmployEE REsouRcE GRoups
By Catalyst
Profiles in Diversity Journal November/ December 2 0 0 8 15
of responding members who allocate a portion of
their organizational budget to eRgs, 29 percent of respondents
said that 11 to 25 percent of their total eRg budget went to
women’s eRgs.
Respondents to the survey expressed the belief that eRgs
can be especially powerful when it comes to advancing women
within organizations. In particular, they said eRgs would
best serve women by emphasizing leadership development
opportunities. While there is value in providing social support
to women to help them address their professional challenges,
responding members said that eRgs should make developing
women leaders their top priority.
Despite the feeling that networks should be used in this
way, only 19 percent of those that track network activities—31
respondents—actually measured or linked women’s network
leadership with promotion and/or retention statistics. If women’s
eRgs are most valuable in this respect, organizations must mea-
sure and provide more explicit links between network leadership
and participation, and metrics relating to advancement, reten-
tion, performance, and accountability. PDJ
www.catalyst.org
Founded in 1962, Catalyst is the leading nonprofit membership
organization working globally with businesses and the professions
to build inclusive workplaces and expand opportunities for women
and business. Visit Research & Knowledge at www.catalyst.org to
download free copies of this and other Catalyst reports. While there,
visit the Catalyst E-News sign-up page found under Newsroom to
begin receiving our monthly email updates.
The lead sponsor for this report was McDonald’s Corporation. The contributing
sponsor was HSBC Holdings plc.
Less than $10,000
$10,000-$24,999
$25,000-$49,999
$50,000-$99,999
$100,000-$149,999
$150,000-$199,999
$200,000-$249,999
$250,000 or more
16 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
T
By Linda Jimenez
Staff Vice President – Workforce Diversity
WellPoint, Inc.
the State of diversity
is good, bad and perplex-
ing. on the bright side,
diversity and inclusion
are part of the everyday
language in most work-
places and initiatives to make workplaces more inclusive,
inviting, and equitable are having a positive impact. the bad
news, however, is that even where there are solid diversity
strategies in place, there are still pockets of discrimination
and harassment, recruitment remains a difficult challenge,
and intolerance is still raising its ugly head in some instances
of individual behavior.
Most perplexing of all is that in the face of powerful
statistical evidence about demographic changes in the work-
force and marketplace, many people still ask the question:
Why is diversity so important? Why spend resources, time
and energy on diversity, when other business needs seem
more compelling?”
Diversity is a measure of the demographic complexity
in a particular environment, and the harmony between differ-
ent groups. but our idea of diversity goes one step further: we
make an assumption that the relationships between diverse
groups are characterized by peaceful coexistence—that is,
not subject to open hostility, aggression, or the expectation
of violence.
toward that end, companies have worked to recruit and
retain greater numbers of women, persons of color, and in-
dividuals of diverse sexual orientations and gender identity.
these efforts have been motivated by a range of objectives—
from a compliance perspective to a desire to have workforces
that reflect customer bases, to strongly felt moral imperatives
of fairness and equity.
I believe the three most important reasons diversity
matters include:
Gaining access to a changing marketplace. today’s
domestic marketplace is being transformed by powerful
demographic forces.
Maximizing and leveraging the impact of your
human capital. the same diversity in the marketplace affects
the pool of potential employees. It is clear that the workforce
will continue to have more women, people of color, and im-
migrants each year. In addition, employees of all groups are
expecting more from organizations: from hostile-free, non-
discriminatory workplaces to flexible schedules and benefits,
child care and family-friendly policies.
When employees feel valued and respected, when there
is a fair, open promotional system, and when resources are
spent on developing employees, they stay. What’s more, they
often tell others why their company is a great place to work.
Inclusion is the key. Increasing diversity is important,
but we must be clear about what it does not do. greater rep-
resentation does not guarantee that members of previously
excluded groups will enjoy engagement in the important
work of the business or increased learning opportunities, or
stronger contributions to the bottom line.
exclusion and lack of support work to undermine per-
formance in a variety of ways. high turnover rates result in
people leaving the business before they can really learn it.
“glass ceilings” block access to positions of responsibility at
the leading edge. and the related phenomenon of “stacking,”
where minorities and women are greatly over-represented in
non-strategic areas of the business, hurts diversity efforts.
Inclusion is a critical answer to the question of why diver-
sity matters. having a strategic management strategy ground-
ed in inclusion is the essential answer to why diversity should
be an imperative for any organization.
the only certainty ahead is continued change. Respond-
ing to varied perspectives and preferences keeps an organiza-
tion flexible and creative. Change is fraught with difficulty,
demanding creative, serious, and continuous management by
skilled leaders who understand the importance of inclusion to
organizational productivity. PDJ
Why Diversity Matters
from my perspective…
Linda Jimenez is a native of San Antonio, Texas, and attended
the University of Texas at Austin where she received her BA
with honors. She is also a graduate of the University of Texas
School of Law and has spent 20 years specializing in labor
and employment law.
Profiles in Diversity Journal November/ December 2 0 0 8 17
I never imagined I`d fnd myself
saying the words ¨career` and ¨love`
in the same sentence.

But at Hallmark, I do it all the time. Here, I feel empowered
as a Latina and as editorial director for Sinceramente Hallmark,
our Spanish-language card line, to infuse all I do
with the passion and substance of my heritage.
At Hallmark we have one purpose-to enrich people`s lives.
But I didn`t know that in fulflling that purpose,
my life would also be enriched in so many ways. So now I can
truly say that meaningful work and purposeful life
come together for me every day. And I can also say that at
Hallmark- and in Kansas City-I`ve found my home.
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1o iv\vx xovv \nou1 c\vvvvs i x wvi 1i xc/ vui 1ovi \i, uvsi cx, i iius1v\1i ox, scuiv1i xc, vuo1ocv\vus, ov iv11vvi xc
GO TO WWW HALLMARKCREATIVECAREERS COM
L I VE YOUR PAS S I ON L OVE YOUR WORK
C :ooo u\iix\vx c\vus, i xc.
18 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
B
by the tIMe you read this
article, the nation will have
elected the 44th president of
the united States. It will be
an historic election, and there
will be many who will rush
to examine every aspect of the entire campaign season.
there have been presidential elections where race and civil
rights were major themes, but not the broader more expansive
view of diversity that institutions have adopted around the
globe. Some believe that our continued preoccupation about
our differences will divide and weaken the country. others feel
that the national dialogue on diversity is long overdue.
I believe that this election has exposed the nation’s diversity
challenges. We tend to overly simplify diversity by lumping
people into a very small set of diversity buckets: for race, gen-
der, ethnicity, sexual orientation, etc. Malcolm gladwell in his
book, Blink, The Power of Thinking Without Thinking, stated
that decisions and judgments are made through “thin-slicing,”
using limited information to come to conclusions. as people
are less willing to be defined by those few buckets, we risk
reaching dangerously inaccurate conclusions because of a lazy
reliance on thin-slicing.
additionally, resolving the global economic crisis will
require innovations and the skillful collaboration of leaders
around the world. the diversity issues that will confront us
will grow more complex and require more sophisticated and
mature diversity management approaches.
the call to action for diversity practitioners is to help indi-
viduals and organizations develop the capability to generate
the diversity collisions
1
and broad spectrum vision.
2
this will
require a more sophisticated diversity management maturity
and capability. according to diversity expert and aIMD
founder Dr. R. Roosevelt thomas, Jr., diversity maturity
requires that you acknowledge being diversity challenged, rec-
ognize the costs of being diversity challenged, accept diversity
management responsibility, and demonstrate contextual knowl-
edge—that is, you are clear about your personal priorities, your
organization’s priorities or your community’s priorities.
3
Diversity maturity requires us to act on the basis of require-
ments, not preferences, conveniences, or traditions; challenge
conventional wisdom; engage in continuous learning; and be-
come comfortable with the dynamics of diversity.
Diversity practitioners must prepare the public for the
diversity conversations that should occur the day after the
most historic presidential election in modern times. as I pre-
pare myself and the aIMD team to meet these new challenges,
I thought I would share excerpts from our preparation plan.
Envision the future. I am a fan of futurists and their abil-
ity to project trends. the future perspective helps me to iden-
tify information and solutions gaps and informs my decisions
on where to focus our resources.
Prepare for the future. I spend a great deal of time finding
great minds and practitioners in the diversity field. Many orga-
nizations limit their search for new ideas to the practices used
at competing organizations. I look for new ideas from different
professions, researchers, and emerging experts. these include:
• Dr. Elizabeth Mannix at Cornell University;
• Dr. Scott Page, author of The Difference: How the Power of
Diversity Creates Better Groups, Firms, Schools, and Societies;
• Dr. David Kravitz at George Mason University and his
work to bridge the gap between academic research in
diversity and diversity practice;
• Dr. Quinetta Roberson at Villanova University and her
work on organizational behavior and justice;
• Dr. Laura Morgan Roberts’ work at Harvard School of
business on the social construction of identity in
organizational contexts;
• Diversity Collegium, a network of North American
diversity experts.
as we develop our diversity maturity, we become more
acutely aware of other diversity dimensions, but unresolved
issues around race, gender and religion cannot be forgotten.
as this presidential race has revealed, there is much progress
that has been made but more work to be done. PDJ
The Diversity Dialogue
After the Presidential Election
viewpoint
Melanie Harrington is president of the American Institute for
Managing Diversity, Inc., a 501(c)(3) public interest organization
dedicated to advancing diversity thought leadership through research,
education, and public outreach. AIMD works to strengthen our com-
munities and institutions through effective diversity management. For
more information, please visit www.aimd.org.
1

Joel barker, Innovation at the Verge. (lecture).
2

Frans Johansson, (2006) The Medici Effect. harvard business School Press.
3

thomas Jr., R. Roosevelt, (2005) Building on the Promise of Diversity:
How We Can Move to the Next Level in Our Workplaces, Our Communities,
and Our Society. aMaCoM.
By Melanie Harrington
President
American Institute for Managing Diversity, Inc.
Profiles in Diversity Journal November/ December 2 0 0 8 19
The men and women of Lockheed Martin are involved in some of the most important projects in the U.S.
and around the world. We support our customers in their efforts to improve communities. Save lives. And
protect freedom. Though naturally diverse, our team shares one common thread: we are all linked to the same
enterprise. Our differences make us stronger because we can draw on the widest possible range of unique
perspectives. Resulting in innovative solutions to complex challenges. Lockheed Martin. One company.
One team. Where diversity contributes to mission success.
Supplier diversity isn’t just good
for business. It’s good for people.
www.lockheedmartin.com
© 2008 Lockheed Martin Corporation
300-55390_SupDiv_PD.indd 1 9/4/08 2:47:13 PM
20 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
my turn
I
In thIS InStallMent
of the series, “What keeps
Diversity Professionals up
at night?”, I will discuss
three more challenges: glo-
balization; immigration; and
religion, spirituality, and faith. these challenges have significant
correlation to each other and overlapping implications.
Globalization
globalization is becoming synonymous with organizational
competitiveness and sustainability. It is changing how businesses
operate. global gDP is shifting as the growth rates of economies
in asia (excluding Japan) outpace gDP growth everywhere else
in the world.
In 2006, the united States was by far the world’s largest
economy with a gDP of $13 trillion; Japan was a distant second
at $4 trillion. by 2050, China will be the largest ($45 trillion),
followed by the u.S. ($35 trillion), with India a close third
($27 trillion). India is predicted to become the world’s largest
english-speaking country by 2010.
english is the language of business.
1
english-speaking
companies can more easily set up and run global supply chains
(which is occurring). however, success in a globalized world
depends on speaking more languages than one. Few americans
speak a second language, and americans under-appreciate what a
competitive disadvantage this is. Rather than feeling threatened
by the prospect of a diminished portion of the global economic
pie, america will be better served by seeing the gains to be had
by embracing globalization. the united States can—if it lever-
ages its still-strong position—have a large piece of a much larger
global pie. globalization for the u.S., as for other nations, is
good news.
these macroeconomic shifts have numerous business rami-
fications. the number of middle-class consumers is ballooning
rapidly, raising incomes in emerging economies. between 2000
and 2030, per-capita income in developing countries is projected
to double.
as business opportunities arise from new demand, companies
are increasingly taking their operations global. they are selling
into global markets, setting up shop in different countries, and
sourcing products and labor from low-cost nations.
additionally, workplaces are changing as a result of global-
ization. ShRM research released earlier this year identified ten
global trends that are expected to have a major impact on the
workplace of the future:
1. Desire of companies to expand into the
global market.
2. economic growth of asia.
3. Continued acceleration of global change.
4. Stricter cross-border policies for global
business settings.
5. Cross-cultural understanding/savvy in
business settings.
6. growing economic interdependence among the
world’s countries.
7. Increased off-shoring.
8. heightened awareness of cultural differences.
9. Pressure for development of global labor standards.
10. Increased security for expatriates abroad.
talent acquisition is becoming more global. Finding talent is
seen by business executives as their most important management
challenge over the next five years. and as hR managers and
Diversity professionals work to find talent, emerging markets are
increasingly providing access to large, skilled talent pools.
additionally, businesses’ priorities are changing as corporate
social responsibility (CSR) becomes more relevant. at least 80
percent of companies in the united States, australia, India,
China, Canada, Mexico, and brazil have CSR-related practices.
as companies pursue modifying their workplaces in response to
global trends, diversity management will become an increasingly
critical business imperative.
and not just a business imperative, but one with a new set of
required competencies. according to more than 100 global diver-
sity thought leaders and practitioners, there are too few globally
competent leaders that can help organizations adapt to changing
demographics, a global marketplace, talent shortages, and having
four generations in the workplace. the best global leaders are
adaptable, fluent in the language and culture of local environ-
ments, understand how to integrate D&I into business strategies,
and possess excellent communication skills. Diversity workers
must cultivate these competencies through training, language
immersion, and foreign assignments.
What Keeps Diversity
Professionals Up at Night? (part 4)
By shirley a. Davis, PhD
Director of Diversity and Inclusion Initiatives
Society for Human Resource Management
Profiles in Diversity Journal November/ December 2 0 0 8 21
my turn
Shirley A. Davis, PhD, is Director of Diversity and Inclusion
Initiatives for the Society for Human Resource Management in
Alexandria, Virginia. She can be reached at sadavis@shrm.org.


Globalization; immigration; and religion, spirituality,
and faith. These challenges have significant correlation
to each other and overlapping implications.
achieving successful results amid these new global business reali-
ties will require unprecedented levels of interaction between people
of diverse cultures, religions, histories, and perspectives. Diversity
practitioners must understand the trends that are reshaping business
and learn to manage diversity and inclusion issues for the benefit of
the organization and its people.
Immigration
one of the challenges that immigration presents is a new, multi-
lingual work environment. While english remains the official
global language for business, 80 percent of respondents to a 2007
survey
2
said they employ english-deficient employees. Foreign-born
americans comprise more than 12 percent of the population (the
highest percentage since WWI), and roughly 15 percent of the labor
force. assuming current immigration levels continue, immigrants
will account for about half of the growth in america’s working
age population by 2015 and will account for most of the growth
through 2025. but nearly half of all non-english-speaking immi-
grants to the united States self-report that they are unable to speak
english well.
In 2006, we saw a record number of proposals introduced in
the united States, trying to help employers comply with the federal
Immigration Reform and Control act (IRCa). of the 570
proposals, 84 were enacted. of that group, the largest single
issue was hiring.
according to a ShRM Workplace Forecast report that was re-
leased this summer, hR professionals reported that they are focused
on several aspects of immigration legislation. the first is related to
worries about skills shortages and involves immigration laws that
affect high-skilled workers. the second is the development of any
legislation that prosecutes employers for hiring illegal or undocu-
mented workers. giving hR professionals the tools they need to
ensure that they do not hire illegal workers is therefore critically
important, especially as states and cities develop their own immigra-
tion laws.
as hR and Diversity professionals, we must pay attention to the
changing political landscape and ensure that we plan accordingly for
our organizations. So stay tuned; there is still much legislation com-
ing to address this issue.
Religion, Spirituality, and Faith
Conversations about religion, spirituality, and faith are increasing in
the workplace. these cover a wide range of topics—from holidays,
food, and prayer, to complaints and conflicts among employees,
and affinity group organizations. Many companies with employee
network groups have groups focused on individual religions or on
religion and faith generally. because of increased dialogue about
faith by our nation’s highest leaders, demographic shifts, terrorism
by religious extremists, and church-state conflicts in the courts,
this issue has taken on greater importance about where it fits in
our workplaces.
Immigration will likely further expand workforce religious and
faith diversity. today, most immigrants come from latin america,
the Caribbean, and asia. the trend from europe is primarily eastern
europe and Russia. the impact of these trends on religion in the
workplace can be seen by considering the primary religions or faiths
in each region.
according to the 2008 World Book of Facts, Islam is the religion
of 21 percent of the world’s population, topped only by Christianity
at 33 percent, and hinduism is the world’s third most common reli-
gion. yet most americans know little about Islam and hinduism—
and most u.S.-based businesses are unaccustomed to accommodat-
ing the customs of Muslim and hindu employees.
With an increase of religious and faith diversity, we’ve also seen
an increase in complaints with the equal employment opportunity
Commission (eeoC). Complaints based in part on religion in-
creased from 2.1 percent in 2001 to 3.4 percent in 2005. Moreover,
religious accommodation requests are on the rise.
Summary
of course, all of these are the same issues that are keeping your
Ceos up at night as well. I hope that this article has provided some
additional food for thought that will help you implement solutions
that will add value in your organizations. Perhaps that will allow you
to sleep well and also ease the insomnia of your Ceo.
In the next ISSue, I will address the ninth challenge
that keeps Diversity and hR professionals up at night: rising
health care costs. PDJ
1
dr. fareed Zakaria, editor of Newsweek international and host of Cnn’s new show, GPs,
in a speech given at the 2008 sHrM Leadership summit on Diversity and inclusion.
2
the survey of targeted skills training within the Firm (the Conference Board, 2007).
22 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
In January 2007, SHRM, in conjunction with the American Institute
for Managing Diversity Inc. (AIMD), asked HR professionals and
diversity practitioners about diversity management practices in their
organizations and their perceptions of the feld. The research results
were published in the 2007 State of Workplace Diversity Management
Report. It contains the thoughts and perceptions of SHRM members,
nonmember practitioners, diversity experts, and many others. In all,
more than 1,400 people were surveyed for the study.
Champions
di versi t y
AfLAC
BOOz ALLEN
AVIS
BURGER KING
AxA
CDW
HARTfORD
hr exeCutives as
Profiles in Diversity Journal November/ December 2 0 0 8 23
Diversity
Champions
OveR THe yeARS, much of the responsibil-
ity for diversity has fallen to human resources
executives. Diversity practitioners and HR
professionals who took part in the SHRM/
AIMD study agreed there are several signifcant
strengths in the feld of diversity, such as greater
visibility, an emphasis on strategic benefts, and
an increase in the amount of information and
expertise available. But they also report the feld
is, unsurprisingly, flled with challenges.
Long gone is the notion that the job of HR
is to simply fll seats. Today, the job is to place
the right person in the right seat, help them
become as productive as possible, tailor a role
that matches their strengths, lead the team
toward business success, and help build a
diverse network of people who want to connect
with each other.
We thought it was about time to meet some
of these HR executives, whom we recognize as
the often unsung, frst champions of diversity.
In the pages that follow, representatives from
13 companies share their experiences with us
through answers to questions we put before
them. We think their stories are instructive, in-
formative, sometimes entertaining, and usually
thought-provoking. If you work for one of these
proud organizations, go ahead and hug your
HR executive. We give you permission. They’re
doing a great job as Diversity Champions.
SODExO
MGM MIRAGE
PRUDENTIAL
TEREx
WAKE
COUNTY
WELLPOINT
24 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
eric seLDon
Vice President, Support Services
afLaC, InC.
Concerning diversity and inclusion (D&I), what challenges have you had to
overcome during the last 10 years?
aflac has continued to be a leader in diversity within the workforce. the company
has been repeatedly recognized as a corporation providing some of the best career
opportunities for minorities.
now, with the continued help of hR, we are seeking to expand that success into
the supplier diversity realm. While we have started to become recognized for
our supplier diversity efforts over the past few years, we continue to seek ways
to implement easy and efficient processes and procedures for certified minority-
owned businesses to become suppliers with aflac.
We also continue to seek the best ways to educate and encourage small
companies to become certified suppliers. We are committed to identifying smaller
companies to help mentor and challenge them to meet certification requirements.
our goal is to help minority-owned companies obtain a great level of success
in which they can apply for business opportunities not only with aflac, but
other Fortune 500 companies that seek the services they offer.
What have been your most significant D&I successes or achievements during the
last 10 years?
aflac’s hR department has successfully implemented diversity and inclusion
within the workplace as a part of the company’s overall corporate culture, which
extends to supplier diversity. over the last ten years we have sponsored business
development educational opportunities and mentoring programs, provided finan-
cial support to attend networking events, and provided corporate sponsorships
for agency events promoting supplier diversity. our programs are dedicated to
encouraging, educating, and enriching these growing operations to help them
achieve a great level of success.
today, more corporations recognize that diversity can have a positive impact
on a company’s bottom line. Companies will not only be required to have a
diverse workforce, but also corporate initiatives like supplier diversity, to better
reflect the communities in which we do business.
aflac understands that providing opportunities to diverse suppliers is impor-
tant to the growth and success of its business. last year alone aflac spent over
$30 million with diverse suppliers. We continue to look for opportunities in
which we can do business and support these growing companies.
Headquarters:
Columbus, Georgia
Web site:
www.aflac.com
Primary Business: voluntary benefits
sold at the worksite.
Employees: 5,000 corporate
headquarters employees and 70,000
independent field force agents.
AflAc, Inc.
Champi ons di versi t y
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Profiles in Diversity Journal November/ December 2 0 0 8 25
Mark servoDiDio
Executive Vice President and
Chief Human Resource Officer
avIs BudGet GrOup
Concerning diversity and inclusion (D&I), what challenges have you had to
overcome during the last 10 years?
our biggest challenge has been to maintain consistent initiatives to address diver-
sity and inclusion across the company in an ever-changing corporate structure.
avis budget group has undergone multiple ownership and structural changes
since 1998, including the acquisition of budget Rent-a-Car in 2002 and our
establishment as a stand-alone company in 2006 from former corporate parent
Cendant Corporation.
as a result, avis budget group has faced the challenges both of integrating
its D&I programs into new parent companies, and having to integrate new em-
ployee populations into these programs. earlier this year, the company’s board
of directors encouraged management to place an even higher level of priority on
the actions we are taking to support all diversity efforts. We want to ensure we
are recruiting the most talented individuals, sustaining employee satisfaction, and
reflecting the customers we serve.
another challenge over the years has been in complying with evolving
airport leaseholder and supplier diversity requirements. In addition to partnering
with disadvantaged-, minority- and women-owned business enterprises, we also
attend trade fairs and market directly to those organizations to develop mutually
beneficial business relationships.
What will be the biggest diversity and inclusion (D&I) challenge you and/or your
peers will have to face in the future?
greater emphasis will be placed on companies to find resources to support all
diversity audiences, including evolving ethnic minority groups, and changes in
workplace demographics. understanding and supporting evolving societal norms
relating to gender identity will continue to be a challenge.
It is critical that we as human resource leaders adapt those changes to current
policies, guidelines and training, as well as find additional ways to support those
groups of individuals. the corporate culture is constantly shifting, and under-
standing how we have to shift along with those changes is critical.
What have been your most significant D&I successes or achievements during the
last 10 years?
our supplier diversity program continues to be a strong and integral part of
our diversity efforts. We have been recognized by several national organizations
including aaRP, the Women’s business enterprise national Council, the
Women’s President’s education organization, DiversityBusiness magazine, and
MBN Magazine.
In February 2008, the company formed our Diversity Steering committee to
provide further support towards creating a culture that respects all individuals in
the communities in which we live, work, and serve our customers. the initiative
has received undying support from our board of directors and our executive lead-
ers. We recently signed on with the united negro College Fund (unCF) to par-
ticipate in the unCF Corporate Scholars Program, where we will provide intern-
ships to students attending historically black colleges and universities. In addition
to our partnership with unCF, we support the tom Joyner Foundation, after
School all Stars, the achilles track Club, and various gay and lesbian events.
Headquarters:
Parsippany, New Jersey
Web site:
www.avisbudgetgroup.com
Primary Business: Car rental
Employees: 30,000
AvIs BudgEt grouP
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26 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
JenniFer L. BLevins
Executive Vice President
and Director of Human Resources
aXa equItaBLe LIfe InsuranCe COmpanY
What have been your most significant diversity and inclusion (D&I) successes or
achievements during the last 10 years?
Demonstrating to our employees that the company is committed to a diverse and
inclusive culture, and that it comes from the top.
axa equitable’s Ceo, Christopher “kip” Condron, has been very vocal about
how he sees diversity and inclusion (D&I) as business critical, and he’s active in
fostering an inclusive culture. at his direction, in 2005, the company created a
Diversity and Inclusion advisory Council (DIaC).
the DIaC comprises 15 individuals from across the company. It meets quar-
terly with the Ceo and executive Management Committee (eMC) members.
DIaC’s role is to advise and support senior management in driving business
excellence through D&I, serving as the voice of employees.
the diversity and inclusion office and DIaC facilitate an employee-driven
culture of inclusion through networking events and initiatives that bring a
heightened sense of engagement, awareness, and acceptance of people from all
backgrounds. these activities provide a forum for employees to interact with
their peers, share their backgrounds and build relationships with people who are
different from them.
the diversity and inclusion office created a D&I education program for
company officers and manager-level employees. the program promotes an under-
standing of why D&I is a compelling business issue, provides an opportunity to
deepen individual understanding of D&I and its link to leadership effectiveness,
and explores steps leaders can take to leverage D&I as a competitive advantage
in their areas of responsibility. every eMC member and the majority of officers
have completed this program.
How important has D&I become to your company’s business goals over the last
10 years?
For axa equitable, D&I is business critical. the greatest percentage of growth in
income over the next 20 to 30 years is going to come from non-white households.
our goal is to build an organization and local branches that are reflective of the
communities we serve, and to provide excellence in each and every client experi-
ence, taking into account changing demographics, while leveraging the talents of
all of our people through a culture of inclusion.
We have an enterprise-wide initiative called ambition 2012, a global goal
set by henri de Castries, Ceo of axa group, to be the preferred company in
the industry for our customers, shareholders, and employees. there are tangible
measures around this, but it will also be measured on how the company arrived
there—through employee engagement and customer centricity.
embracing and engaging professionals and customers of all backgrounds is not
just the right thing to do; it is essential to maintaining our competitive position in
an increasingly diverse marketplace, and to remaining a preferred company where
talented people build a career.
Headquarters:
New york City
Web site: www.axa-equitable.com
Primary Business: Financial services
– financial protection and wealth
management.
Employees: AXA equitable has over
11,000 employees and sales personnel
throughout the United States and
Puerto Rico.
AXA EquItABlE lIfE
InsurAncE comPAny
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Profiles in Diversity Journal November/ December 2 0 0 8 27
Betty thoMpson
Vice President,
People Services
BOOZ aLLen HamILtOn
What will be the biggest diversity and inclusion (D&I) challenge you and/or your
peers will have to face in the future?
If we only measure diversity the way we do today—using traditionally accept-
able categories such as ethnicity and gender—we will not fully leverage, focus
on, or value diversity of culture, physical ability, perspective, thinking style, etc.
as a result, we face the challenge of establishing new means of tracking progress,
identifying gaps and opportunities, and developing effective strategies to address
emerging dimensions of diversity.
In addition, changes in the way we work—social networking, remote delivery,
non-traditional schedules—require us to think about how our way of working
can impact the value of diversity, and develop strategies to maximize the benefits
and overcome challenges. although companies have seen progress using estab-
lished measures within traditional work environments, we must avoid compla-
cency when there is more work to be done.
What have been your most effective diversity training strategies?
Diversity training has always been central to our efforts to increase diversity
awareness at booz allen. In addition to our traditional classroom and virtual
training modules, we have a new take on mentoring.
our Mentoring Circles Program—in which senior leaders from across the
business come together to learn from one another—creates a safe space for lead-
ers to confront day-to-day diversity issues, along with hypothetical situations that
force them to carefully consider how they would respond to specific diversity-
related challenges.
Since its inception, the program has become more than a think tank of leaders
speculating about what they might do in a given situation. Rather, it’s become an
arena to foster widespread understanding, empathy, and true diversity champion-
ship. the program has been so successful that we are rolling it down through all
levels and across all teams, creating a model that can be replicated in any office
and across any team.
What have been your most significant D&I successes or achievements during the
last 10 years?
at booz allen, we celebrated a major milestone when we successfully embedded
diversity as a core value. We’ve worked hard to weave diversity into everything we
do, and we hold our staff accountable for having the ability to embrace diversity
and value differences, as well as the ability to foster a diverse environment.
our programs have been quite successful in raising our staff ’s overall diversity
awareness across levels, regions, and business units. our board diversity initiative
(bDI), a manager led and supported business approach to diversity, has proven
very successful at helping us raise the bar.
our last People Survey indicated that our programs have helped increase the
firm’s diversity awareness to an all-time high of 91 percent across our employees.
that’s up 21 percent in just two years.
Headquarters:
McLean, virginia
Web site:
www.boozallen.com
Primary Business: Strategy and
technology consulting.
Employees: 20,000
Booz AllEn HAmIlton
Champi ons di versi t y
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28 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
pete sMith
Chief Human Resources Officer
BurGer KInG COrpOratIOn
What have been your most significant D&I (diversity & inclusion) successes or
achievements during the last 10 years?
burger king Corp. has successfully undergone a major turnaround within the last
five years. our u.S. restaurant business was the priority “patient on the operating
table” during our turnaround. We realized that beginning our diversity and in-
clusion journey would help make burger king an employer of choice and a truly
wonderful place to work.
at the beginning of our turnaround initiative, we had to first understand
and identify where we were on our diversity and inclusion journey. We engaged
a consulting firm to conduct a survey of our corporate employees. the survey
garnered a 90 percent response rate and provided us with very clear direction on
what we needed to do.
our next step was to get our top-level executives involved. they participated
in an in-depth, off-site session for a day and a half. We discussed our employees’
feedback and our executives recommended areas of inclusion that they wanted to
focus on and ultimately stand for as an organization. From that, we established
four Inclusion pillars: Workforce, guests, operators and the Community.
executive team members are responsible for pillars. additionally, a team is
assigned to work with the executive leadership on each pillar. We are now in our
second year of designing objectives and work streams against our Inclusion pillars.
Performance against these pillars are linked to compensation.
How do you measure the results of your inclusion initiatives?
our Ceo and executive team understand and are passionate about the Inclusion
journey we’ve embraced. hR is responsible for updating the pillars and measuring
performance objectives against them.
When our employees develop and perform against the metrics set in their
objectives, compensation is tied to their results. all officers and directors are
required to set inclusion objectives relevant to their function; employees are
encouraged to develop performance objectives around their community outreach,
hiring practices, and supplier management.
Concerning diversity and inclusion, how has your HR role changed during the
last 10 years?
I have worked in an international environment for most of my career. generally,
there are no regulations in place to help drive diversity and inclusion in the work-
place. In most environments outside the united States, people often wonder why
we need to be concerned about diversity or inclusion.
We have embraced inclusion not only for business reasons, but because our
management genuinely cares about people. We believe that the word “inclusion”
defines our customers and employees, both in the united States and internation-
ally. For example, we are very focused on recruiting more female executive leaders
globally. our Inclusion journey is borderless and impacts everyone we touch.
Headquarters:
Miami, Florida
Web site:
www.bk.com
Primary Business: Fast food
hamburger restaurants
Employees: 1600 corporate &
field employees worldwide
(above restaurant level).
In the U.S., there are approximately
1100 corporate employees
(above restaurant level).
BurgEr kIng corPorAtIon
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PepsiCo Celebrates the Life of Edward F. Boyd
Edward F. Boyd helped place Pepsi in the hearts and hands of
many Americans. And in doing so, he became an innovative leader
and true pioneer in marketing.
It’s been 60 years since Ed was hired to form the very rst team
of African-American marketers, opening up African-American
communities across the nation. He dened target marketing—the
way many businesses today meet consumer needs with products
and services.
Brave, distinguished and endearing, Ed Boyd helped move
America and business to greater racial equality. Today, his spirit
still inspires us.
To learn more about Ed Boyd and all his accomplishments,
read The Real Pepsi Challenge by Stephanie Capparell or visit
careerjournal.com, go to the left column under Article Search and
type in: Ed Boyd.
1914 – 2007
30 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
melissa donaldson speaks during the company’s first CdW-HaCe Latino recruitment
series—a career fair co-hosted by the Hispanic alliance for Career enhancement.
MeLissa DonaLDson
Senior Manager, inclusion Practices
CdW COrpOratIOn
What will be the biggest diversity and inclusion (D&I) challenge you and/or your
peers will have to face in the future?
the most important thing we can do to secure the future success of the
company is to develop a solid pipeline of diversity champions that inspire
coworker engagement.
Developing this leadership pipeline is a major challenge, not only for our
organization, but for business in general. Recent studies have shown that
customer loyalty is a byproduct of coworker engagement. emerging leaders
will need to be savvier about how to inspire, encourage, and lead a truly diverse
global workforce.
those same leaders must be capable of also setting strategy for obtaining
talent from a much wider talent pool, talent they may not be comfortable or
familiar with. to strategically set these expectations and groom our future leaders
we need to:
• support the continued education of all HR leaders to help them sharpen
their skills for cross-cultural competence;
• ensure they understand the ins and outs of inclusive selection;
• teach them how to provide feedback, especially when difference is present;
and
• align coworker engagement with global customer expectations.
as we look to the future, the business world will depend on leaders who can
stave off competitive threats by increasing customer and coworker loyalty. the
time to train those future leaders is now.
How do you help connect coworkers with one another who share similar or
different interests and goals?
We have implemented the common diversity best practice of utilizing co-
worker resource networks as strategic business resources. our networks, called
Connections nodes, are designed not only to connect coworkers with like
interests, challenges, and perspectives, but also to establish a greater connection
between coworkers and the business overall.
unlike many companies who are planning for the baby boomer exodus, our
organization is heavily populated with sharp and talented generation xs and ys
who value relationships and contribution. We offer the connections nodes as a
resource to assist them with building a support network, professional develop-
ment, expanding their contribution to the success of the business, and as a means
to give back to causes greater than themselves.
Concerning diversity and inclusion, how do you define or measure success?
We operate under the belief that if you get the feel of the organization right,
the look will follow. therefore, while we most certainly invest in and track the
demographic makeup of the organization at all levels, we also focus on coworker
engagement and fostering an inclusive environment where all coworkers can
excel. to that end, we monitor the impact of career mobility systems, such as
mentoring, performance management, and promotions. through our efforts, we
have seen engagement and retention both increase, which resulted in cost savings
at the bottom line and increased coworker satisfaction.
Headquarters:
Vernon Hills, Illinois
Web site:
www.cdw.com
Primary Business: Provider of
technology solutions for business,
government and education.
coworkers: 6,900
cdW corPorAtIon
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Profiles in Diversity Journal November/ December 2 0 0 8 31
peggy anson
Vice President, Workforce
Engagement and inclusion
tHe HartfOrd fInanCIaL
servICes GrOup, InC.
What will be the biggest diversity and inclusion (D&I) challenge you and/or your
peers will have to face in the future?
the hartford recognizes the importance of diversity and inclusion (D&I) as a
means of generating different points of view and fueling the creation of innovative
solutions that secure a successful future.
Chairman and Ceo Ramani ayer has communicated his vision of the value
of a diverse workforce. although D&I is a core value at the hartford, it is inter-
preted in various ways across the enterprise. this ‘diversity of definition’ creates a
potential risk that our efforts will become diluted.
the hartford is proud of the diversity of its businesses, with more than 40
business units in the company; however, this dispersion of businesses reinforces
more of a vertical, siloed view of diversity and inclusion, as opposed to an enter-
prise-wide view, which would leverage best practices across the organization.
Concerning diversity and inclusion, how has your HR role changed during the
last 10 years?
the hartford has grown tremendously over the last ten years, and now has opera-
tions in Canada, brazil, Ireland, the united kingdom, and Japan, in addition to
a strong domestic presence across the united States. the hartford’s employees
bring a diversity of background, experience, and talent to the company.
to address this growth, the company recently introduced a new organization:
Workforce engagement and Inclusion (We&I). the three key focus areas of
We&I include employee engagement, contemporary work practices, and build-
ing out the employee brand.
this work identifies the linkages between the business goals and objectives,
and D&I as a lever to business success. one current initiative, for example, iden-
tifies how contemporary work practices help transcend geographic limitations in
attracting top talent. the We&I team partners with generalists, recruiters, talent
management, compensation, employee relations, compliance and other key con-
stituents within hR, and business leaders to ensure that our business rationale for
D&I continues to be at the forefront of strategic business decisions.
In general, hR professionals at the hartford have become more strategic and
consulting in their roles, sharing market competitive knowledge, facilitating orga-
nizational change, and identifying change readiness with even greater skill.
How do you help connect employees with one another who share similar or
different interests and goals?
a company such as the hartford establishes its strong reputation by delivering
on its promises. Recognizing that the company is only as a strong as the employ-
ees which represent it, the hartford encourages and supports its employees in
their networking and career development efforts.
the hartford currently has five diversity networks, which are open to all em-
ployees. each network has an executive sponsor who helps set direction and iden-
tifies resources for the network’s goals. the networks engage employees through
event sponsorship, having forums on topics of common interest and featuring
speakers of interest; and engage the community through mentorships, tutoring at
local schools, and inviting the community to events.
Headquarters:
Hartford, Connecticut
Web site:
www.thehartford.com
Primary Business: Financial services.
Employees: 31,000
tHE HArtford fInAncIAl
sErvIcEs grouP, Inc.
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32 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
nelson (on right) with patricia norman, mGm mIraGe director of national diversity
relations, at the 2008 annual diversity report.
DeBra neLson
Vice President of Diversity,
Communications and Community Affairs
mGm mIraGe
Concerning diversity and inclusion (D&I), what challenges have you had to
overcome during the last 10 years?
the new paradigm for diversity must embrace everyone. Corporations must ap-
proach diversity with an inclusive philosophy. Diversity is acknowledging human
dignity, allowing people to give 100 percent of who they are and embracing their
differences including race, ethnicity, age, class, gender, sexuality, disabilities, reli-
gion, and spirituality.
Communicating and tying measurable outcomes to all diversity initiatives is
a constant mission. at our company, we are fortunate to have three strong pillars
in place to undergird our efforts:
1. Commitment
2. Complexity
3. Communications.
What have been your most effective diversity training strategies?
at MgM MIRage we strive to create a culture that inspires 100 percent involve-
ment from all of our employees. through our “Diversity Champion” training, we
are creating high-performance teams and transforming the way we do business.
the training is a voluntary, three-day course that immerses participants in the
dynamics of transcending racial and cultural stereotyping in a culture of inclu-
sion. Personal responsibility, the passionate pursuit of excellence, and account-
ability are the touchstones of our workplace.
Diversity Champion training has created more than 6,000 ambassadors of
diversity throughout our organization who personify the core values of our initia-
tive: value others, be respectful, be inclusive, be understanding, be considerate, be first
and best.
What have been your most significant D&I successes or achievements during the
last 10 years?
addressing diversity as a cultural competence has allowed our company to achieve
success by:
• developing a greater understanding of diverse customer needs to better
serve diverse markets,
• gaining a competitive advantage in the marketplace,
• attracting and retaining the best talent in the labor pool,
• effectively using the talent of diverse associates for increased productivity
by enhancing teamwork and reducing interpersonal conflicts,
• increasing employee satisfaction, morale and commitment to
organizational goals,
• enhancing communication.
Headquarters:
Las vegas, Nevada
Web site:
www.mgmmirage.com
Primary Business: Hospitality
Employees: 66,000
mgm mIrAgE
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Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and
equal opportunity for all our employees. Year after year, we continue to grow stronger thanks to our
unique blend of people. After all, in today’s competitive banking environment, it is our employees with
innovative ideas that keep us a step ahead of the rest.
© 2007 Bank of the West. Member FDIC.
www.bankofthewest.com
AT BANK OF THE WEST, 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?
WANT TO WORK FOR A
TRULY GREAT BANK?
WANT TO WORK FOR A
TRULY GREAT BANK?
Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V
34 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
ronald andrews delivers
remarks at one of prudential’s
2008 Black History month events.
ronaLD k. anDrews, sphr
Vice President, Human Resources,
U.S. Businesses
prudentIaL fInanCIaL
Concerning diversity and inclusion (D&I), how has your HR role changed during
the last 10 years?
ten years ago I was responsible for providing hR support to a group of asset
management businesses. Diversity had always been an important priority for the
company and my clients as well. I viewed my role as making sure we reached our
objectives in the right way.
at the time, I supported plenty of diversity programs that focused on building
awareness and creating sensitivity. In fact, I created a number of them to support
broader company efforts to increase diversity representation and create a culture
that would help sustain it.
now, 10 years later, my role has changed dramatically. I now lead human re-
sources for all of Prudential’s u.S. businesses. My role as it relates to diversity has
likewise evolved in two important ways.
First, I spend less time trying to convince clients of the very clear business case
for diversity. More of my time is spent measuring results for which I hold leader-
ship accountable. ten years has taught me that in business, good results are better
than good intentions.
to drive results in my own organization, I created an approach that measures
the net change in a variety of company diversity metrics over time. this reveals
the impact of leaders on key outcomes. It focuses accountability for results and
facilitates the kind of pointed discussion between hR and leaders, and leaders and
their teams that produces traction and progress.
Secondly, my personal mindset has evolved from being a supporter of making
progress to being a full partner with leaders in ownership for diversity outcomes.
For me, this eliminates the option of settling for good faith efforts and instead
drives me to challenge businesses when results lag. and just as with other business
priorities, managing talent, of which diversity is a part, is a bottomline issue.
Headquarters:
Newark, New Jersey
Web site:
www.prudential.com
Primary Business: Financial services
Employees: 20,000 in U.S.
PrudEntIAl fInAncIAl
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WWW.ROHMHAAS.COM
>
Leading the way since 1909, Rohm and Haas is a global pioneer in the creation and development of innovative
technologies and solutions for the specialty materials industry. The company’s technologies are found in a wide range
of industries including: Building and Construction, Electronics and Electronic Devices, Household Goods and Personal
Care, Packaging and Paper, Transportation, Pharmaceutical and Medical, Water, Food and Food Related, and
Industrial Process. Innovative Rohm and Haas technologies and solutions help to improve life every day, around the
world. Based in Philadelphia, PA, the company generated annual sales of approximately $8.9 billion in 2007.
SIMPLY STATED, DIVERSITY MEANS DIFFERENCES
At Rohm and Haas, we know that understanding, valuing and
leveraging diversity will result in a healthier, more enriched
workforce, maximized profitable growth and sustained
competitive advantage. This is our priority.
Visit www.rohmhaas.com for more information.
imagine the possibilities™
DIVERSITY... the one thing we all have in common
diversity_journal_HaasAd:Layout 1 copy 1 9/9/08 11:52 AM Page 1
36 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
peri Bridger giving remarks at a sodexo recognition event last march.
peri BriDger
Senior Vice President &
Chief Human Resources Officer
sOdeXO
What will be the biggest diversity and inclusion (D&I) challenge you and/or your
peers will have to face in the future?
the battle for talent is a tremendous challenge. our competitive advantage is our
people, and attracting and retaining the best talent to serve our clients is essential
to our success. that is why Sodexo has made recruiting diverse and highly skilled
talent a cornerstone of our diversity and inclusion initiative. In fact, 91 percent
of our candidate slates contain gender or ethnic diversity.
our focus to become the employer of choice is driven by a recruiting
strategy which includes using multiple communications channels—including
social media—and new technologies to reach potential employees. this year
we will be launching a military sourcing team to identify and recruit former
military personnel.
Sodexo also depends on a variety of career fairs, a robust internship program,
and aggressive recruiting strategies at historically black Colleges and universities,
hispanic Serving Institutions, and asian Serving universities. In addition, we
have instituted a diversity-focused recruitment team to develop and manage rela-
tionships with diverse schools and associations.
What have been your most significant D&I successes or achievements during the
last 10 years?
Just over six years ago Sodexo launched its diversity and inclusion strategy and
embarked on a journey of organizational and cultural change. not only have we
successfully sustained that strategy, we have built on it by weaving diversity and
inclusion into all aspects of our approach to business. as an organization, we now
recognize and embrace our differences as our strongest competitive advantage.
and we hold ourselves accountable by measuring our progress through an innova-
tive scorecard that tracks both qualitative and quantitative results.
How do you help connect employees with one another who share similar or
different interests and goals?
employee network groups (engs) and mentoring are both strong catalysts at
Sodexo for ensuring a fully inclusive and open environment that provides oppor-
tunities for personal and professional development.
our six engs, with more than 2,260 members, 48 regional chapters, and 8
local chapters across the country, have brought our culture of diversity and inclu-
sion to life. Members receive networking and learning opportunities and have
the possibility to acquire project management skills by organizing professional
development workshops and community involvement work. officer and com-
mittee member responsibilities provide hands-on leadership development that
goes beyond regular job responsibilities.
Sodexo’s Spirit of Mentoring initiative demonstrates our commitment to de-
veloping employees and supports cross-functional communication, teamwork,
and learning. the initiative is designed to prepare employees, at all levels of the
organization, for future leadership roles. this initiative underscores the value
Sodexo places on the development, success, and retention of our talent.
Headquarters:
Gaithersburg, Maryland
Web site:
www.sodexousa.com
Primary Business: Food and
facilities management services
Employees: 120,000
sodEXo
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© Eastman Kodak Company, 2008
www.kodak.com/go/diversity
drives innovation and success
Kodak’s commitment to diversity and inclusion touches customers,
consumers, employees, suppliers, shareholders, and more. While our
vision is global, we focus upon the distinctive cultures and communities
in which we live and work.
We champion diversity as a business imperative to help drive innovation.
Working together, we create technologies and services that unleash the
power of pictures and printing. Become part of our picture—and join us
on our journey to enrich people’s lives.
Diversity &Inclusion
38 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
What will be the biggest diversity and inclusion (D&I) challenge you and/or your
peers will have to face in the future?
I think the biggest challenges we will need to face are globalization and the
need to demonstrate cultural competence. our ability to grow depends on
our ability to be successful in developing markets around the world. We need
to be able to understand other cultures so that we can operate effectively in
other countries. this will require increased global business acumen, as well as
cultural competence.
It means that our current workforce must be willing to be open, non-
judgmental and adaptable. It means we must seek new talent that is mobile and
embodies these attributes, as well. It also means that we need to build strong
local talent, so that decisions are not made by people who are far removed from
marketplace realities.
What have been your most significant D&I successes or achievements during the
last 10 years?
I have been deeply involved with diversity and inclusion for roughly the past six
years. During that time, my most significant accomplishments have been help-
ing others understand the value of diversity and inclusion to themselves and the
organization. Personally, I find the greatest reward when I am able to facilitate a
personal “aha” moment, where an individual gains additional understanding and,
most importantly, changes his/her behavior.
Change like that doesn’t happen overnight and there are a myriad of ways
to help drive it. First and foremost, I found that I needed to increase my own
expertise in this area to become an effective change agent. that meant reading
extensively, talking to experts in the field, and exploring my own biases so that I
could come to others from a knowledgeable and aware place.
How have you personally changed as a result of being involved with D&I?
being involved in diversity and inclusion has taken me on a very personal
journey that has helped enrich me beyond the workplace. It has led me to
expand my thinking, enhanced my cultural awareness, and stimulated my
intellectual curiosity.
It has caused me to explore my own diversity characteristics and better under-
stand the influences that have made me who I am today. Fundamentally, I think
and behave differently than I did 10 years ago. I am a more vocal proponent of
fairness, and I strive to be far less judgmental. I try to live by the tenets I teach:
assuming positive intent, seeing the world through others’ eyes, being open to
that with which you are unfamiliar and perhaps uncom-
fortable. I am conscious of being a positive role model to
my children, have grounded them in principles of respect
and have taught them that different is not necessarily bad
or good… just different.
far Left: George with terex director of diversity and Inclusion
rueben stokes, at the sanhe facility in China, where terex
manufactures mini-excavators.
Left: speaking at the terex annual Leadership Conference in
paris in January 2008.
aMy george
VP Talent Development,
Diversity and inclusion
tereX COrpOratIOn
Headquarters:
Westport, Connecticut
Web site:
www.terex.com
Primary Business: Diversified global
manufacturer of equipment used in the
construction, infrastructure, quarrying,
surface mining, shipping transportation,
refining and utility industries.
Employees: Approximately 21,000
tErEX corPorAtIon
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At WellPoint, you can be addressing tomorrow’s health care
issues, today. Significant issues, like being culturally sensitive
and meeting the health care needs of the Native American and
Alaska Native communities. WellPoint educates and enables
associates through comprehensive diversity training to create
solutions that improve health care and the quality of life for all
of the communities we serve. Working to better people’s lives
is not something you do every day. But it can be – at WellPoint.
Better health care, thanks to you.
Visit us online at wellpoint.com/careers and wellpoint.com/diversity
Contact us at diversityrecruiting@wellpoint.com
EOE ®Registered Trademark, WellPoint, Inc. ©2008 WellPoint, Inc. All Rights Reserved
®Registered Trademark, DiversityInc Media LLC
Thanks to you,
Winona is as confident about her future as she is about
her past.
40 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
Cunningham-Brown as an Hr team captain with the Juvenile diabetes research
foundation (Jdrf), where she has volunteered for several years.
teresa Lynn cunninghaM-Brown
Director of Recruitment and Retention
WaKe COuntY puBLIC sCHOOL sYstem
What will be the biggest diversity and inclusion (D&I) challenge you and/or your
peers will have to face in the future?
Closing the achievement gap that exists between the academic performance of
minority students and their Caucasian peers is the greatest D&I challenge that
educators are addressing, both now and in the future.
Research suggests that one of the root causes of this gap is that minority stu-
dents perform better when they are taught by teachers of color. unfortunately, the
diversity of educators in public schools is not reflective of their student popula-
tions. In fact, in the Wake County Public School System, 84 percent of the teach-
ers are white, while only 54 percent of the students are white. School superinten-
dents will need to demonstrate their commitment to closing the achievement gap
by implementing diversity recruitment plans strategically designed to target the
hiring of male and minority teachers.
What have been your most significant D&I successes or achievements during the
last 10 years?
Recently, I became the first educator in north Carolina to earn Cornell university’s
credentials and certification as a Cornell Certified Diversity Professional. earning
this certification required a rigorous year-long program with extensive course-
work, a successful diversity-related work project, and passing an examination.
I also developed the first comprehensive diversity recruitment plan in my
district, which included creating a teacher education Diversity Roundtable with
district hR leaders and representatives from hbCus. the goals of the roundtable
are to facilitate the hiring of minority teachers, to build stronger relationships
with college career centers, and to encourage minority candidates to enter into
the education profession. We are now using the feedback from the roundtable to
enhance our diversity recruitment efforts.
another significant accomplishment is securing a $2 million federal grant to
“grow our own” teachers. as a member of a three-person grant-writing team,
I have been able to contribute to the design of the program that targets para-
professionals who wish to become teachers. the first cohort of 21 includes eight
minority teaching assistants who will be certified to teach in low-wealth schools
by June 2009.
Concerning diversity and inclusion, how has your HR role changed during the
last 10 years?
In the beginning, my responsibilities were geared toward recruiting, hiring, and
retaining teachers in critical needs areas such as math, science, and special educa-
tion. very little concern or planning was devoted to our faculty’s demographics.
Capitalizing on my passion for diversity recruitment, my supervisors have
increasingly expanded their view of effective recruitment to include diversity
initiatives. Reaffirmed by a system-wide curriculum audit, recruitment efforts
are now targeting minority candidates, male candidates, and candidates who will
succeed with low wealth populations.
Headquarters:
Cary, North Carolina
Web site:
www.wcpss.net
Primary Business: education
Employees: 9250 Certified Staff
(Teachers)
WAkE county
PuBlIc scHool systEm
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Profiles in Diversity Journal November/ December 2 0 0 8 41
ranDy Brown
Executive Vice President and
Chief Human Resources Officer
Human Resources
Executive Management
WeLLpOInt, InC.
What will be the biggest diversity and inclusion (D&I) challenge you and/or your
peers will have to face in the future?
although we have made a lot of strides, not just at WellPoint, but in our com-
munities, we still have a lot to do. our affiliated health plans work with numerous
business partners, and they will be doing more to reach out to an ethnically diverse
customer base, which represents a disproportionate number of the uninsured.
We also need to address disparities in health care. Many of the causes of dispar-
ity are related to understanding our cultural differences. WellPoint has developed
a toolkit available to providers to help them communicate with diverse patients.
We are also finding ways to retain the talent and knowledge of baby boomers
as they “age in” to retirement years. these associates bring significant knowledge
and understanding of WellPoint, and the industry in general. We have altered our
benefit packages to provide more flexibility for part time workers and medical
benefits, which are key concerns for this group of associates.
What have been your most significant D&I successes or achievements during the
last 10 years?
one of our most significant achievements has been to develop an inclusive con-
ceptual clarity on diversity. We do not define diversity as simply gender, race, and
ethnicity. We include diversity of thought, which means each associate is defined
as a uniquely diverse and talented individual, and associates don’t feel as though
they have to “check their identity” at the door.
In 2007, WellPoint’s board of directors appointed angela braly as president
and Ceo. today, WellPoint is the largest company in the Fortune 500 led by a
female Ceo. additionally, 57 percent of WellPoint management and 39 percent
of WellPoint executives are female.
In 2003, under a three-year, $750,000 key sponsorship from WellPoint’s
affiliated health plan in Indiana, Indianapolis became the first city outside atlanta
to launch the Diversity leadership academy. the academy is a community-
based leadership development program committed to equipping business, civic,
and community leaders with effective diversity management leadership skills.
With the support of Mrs. Coretta Scott king at the inaugural launch of the
academy, we brought the nation’s leading diversity authorities to our city.
How do you help connect employees with one another who share similar or
different interests and goals?
WellPoint has connected associates to its diversity initiatives through the estab-
lishment of resource groups and culture ambassadors.
associate resource groups represent grassroots groups of associates that come
together united by a dimension of diversity: race, gender, cultural background,
disabilities, sexual orientation, work status, etc.
Diversity and workplace culture ambassadors focus on raising awareness and
engagement among our associates. WellPoint has more than 200 ambassadors
who represent different business units, job levels, and geographic locations and
reflect the diversity of our associate population.
Headquarters:
Indianapolis, Indiana
Web site:
www.wellpoint.com
Primary Business: Health benefits
Employees: 41,700
WEllPoInt, Inc.
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In his proclamation to the American people that established
the heritage month, President George W. Bush referred to
the unique spiritual, artistic, and literary contributions of
native peoples. Without question, their vibrant customs and
celebrations enrich our country.
In the pages that follow, we present five individuals who
share their background, experience, and attitudes with us.
Each offers a unique perspective on their heritage. We think
you’ll enjoy meeting them, and welcoming them into a
Nation of Leaders.
Heritage montH celebrations
Have become more common,
but as a country, we still
appreciate too little tHe
contributions and culture of
peoples native to america.
&
HERITAGE MONTH
alaska native
national american indian
Profiles in Diversity Journal November/ Decembe r 2 0 0 8 43
national american indian & alaska native HERITAGE MONTH
Who are/were your mentors? What were the lessons
learned from them?
I had strong parents and grandparents who taught me that
all things in life are possible if you have faith, if you don’t
forget or compromise who you are and where you come
from or those who helped you along the way.
Do you teach anything different to those you mentor?
If so, what is it?
I feel a strong sense of responsibility to develop, motivate,
and emotionally support others as they forge their own
path in life. these words have helped me: “expect more
than others think is possible; dream more than others think
is practical; risk more than others think is safe.”
Who in your family had the most impact on your
upbringing and success?
My parents and my grandparents. My grandfather, who
grew up in abject poverty in Indian Station, oklahoma,
and escaped from a german PoW camp during WWII,
taught me perseverance. My grandmother taught me the
philosophy of the Daylily, which most people consider
weeds. but in her mind they were beautiful flowers. She
taught me to see the Daylilies in all people.
What are your two favorite books/authors and what
impact have they had on your career and personal life?
The Education of Little Tree, by Forrest Carter. I read it as a
child. It is the story of a Cherokee boy who lived with his
grandparents after his parents died. they taught him how
to hunt and survive and see the beauty in life. I related to
little tree’s lessons of life’s cruelty and how you have to
learn to persevere to succeed.
Good to Great, by Jim Collins. how leaders can take
companies from good to great and how life is about what
you bring to the table.
How are you involved with your community?
I support the Dallas voluntary attorney Program where I
help poor people and minorities receive legal guidance.
If you were to have lunch with the President of the United
States, what would you ask or suggest?
as our leader, what fundamental facts does this nation
have to face to ensure we prevail in the end, and how will
you prevail?
What is your philosophy
of life?
a complete life is
made up of public and
private moments, and
taking the time to ap-
preciate both is crucial.
I see my life as pages of
a photo album—you see
graduation ceremonies,
parties, reunions, promo-
tions, anniversaries, time
spent with family and
friends, and moments of
religious reflection.
What is your most rewarding accomplishment?
Spearheading an adopt-a-town program in tunica,
Mississippi—a model job readiness program that empha-
sizes life skills training for minorities. by 2003, it had
changed the lives of over 1,000 Delta residents. the impact
of this program is felt community-wide and will continue
for generations.
If given the chance, what would you do differently?
I would have pushed a little harder, laughed a little louder
at myself and told my grandparents before they died that I
loved them and thanked them for making me who I am.
SENIOR VICE PRESIDENT
CONTRACT AND BUSINESS
MANAGEMENT
ACS
TRUDY fOUNTAIN
44 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
national american indian & alaska native HERITAGE MONTH
Who are/were your
mentors? What were the
lessons learned
from them?
ed Feiman, previous
branch manager for the
great lakes branch of
axa advisors. ed taught
me many things about
being a leader. I believe
I adopted his manage-
ment skills and style.
I also learned how to
adapt to new situations and have the ability to be tough
but fair.
Do you teach anything different to those you mentor?
If so, what is it?
no. I try to be consistent across the board, whether
mentoring or not.
Who in your family had the most impact on your
upbringing and success?
My mother. She was the one who was always in charge
of discipline and taught me the values of hard work
and determination.
What are your two favorite books/authors and what
impact have they had on your career and personal life?
Jacked Up, by bill lane—an unauthorized biography of
Jack Welch. It gave me insight on attention to detail.
High Hopes, by gary barnett. High Hopes taught me how to
dream big and that you can accomplish anything you put
your mind to.
How are you involved with your community?
I am a founding member of the okemos Community
business alliance; former President of the Michigan
State university Downtown Coaches Club; and a former
President of the MSu varsity alumni “S” Club. I am a
member of the Saginaw Symphony orchestra board of
directors, and also a member of the okemos education
Foundation. I also serve on the executive committee for the
Mid-Michigan area eight Special olympics.
If you were to have lunch with the President of the United
States, what would you ask or suggest?
I would suggest he resolve the financial crisis as soon and
as painlessly as possible.
What is your philosophy of life?
Do your duty and history will do you justice.
What is your most rewarding accomplishment?
Raising children.
If given the chance, what would you do differently?
nothing.
ExECUTIVE VICE PRESIDENT
AxA ADVISORS’
GREAT LAKES BRANCH
SEDRIC AUDAS
www.shrm.org
keyword: Trends
KNOWLEDGE IS POWER.
And no one knows that better than Terry Bradley. When Terry prepares
for a critical public speaking engagement, SHRM is her ultimate
resource for all the facts on workplace trends.
I AM
Terry Bradley, SPHR
Manager, R&D Recruitment
GlaxoSmithKline
Member since 1993
08-0757
08-0757 I_AM_SHRM_Profiles_Diversity.indd 1 10/1/08 9:59:32 AM
46 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
national american indian & alaska native HERITAGE MONTH
Who are/were your
mentors? What were
the lessons learned from
them?
I feel it is important to
have several different types
of mentors. the most
important lessons I have
learned are to be true to
myself, never compromise
my integrity, and to stand
firm for my own beliefs
and principles.
Do you teach anything
different to those you
mentor? If so, what is it?
I do try to pass this same
lesson to those I formally mentor. Mutual respect for one
another and having an open mind towards other view-
points with a calm, rational, and factual discussion can be a
mutually beneficial experience for everyone involved.
Who in your family had the most impact on your
upbringing and success?
My parents gave me my work ethic and the realization that
nothing comes easily without hard work. Setting goals and
maintaining the perseverance to achieve those goals was
instilled in me at an early age.
What are your two favorite books/authors and what
impact have they had on your career and personal life?
two very recent books come to mind, but for different
reasons. the first is 1491, by Charles C. Mann. his pre-
sentation of history is a thought provoking and wonderfully
different interpretation of our native american history and
our culture.
the second book is Shift – Inside Nissan’s Historic Revival,
by Carlos ghosn. he explains how an outsider with a dif-
ferent cultural perspective can bring a different viewpoint
to management and personally make a difference in the
business by challenging tradition-bound thinking.
How are you involved with your community?
I serve as a trustee on the american Indian Science and
engineering Society (aISeS) Foundation and have been
active in aISeS for many years as a Sequoyah Fellow.
For the past 7 years, I have served as the executive co-
chair of IbM’s native american executive task Force,
supporting IbM’s Diversity focus on the native
american Constituency.
In my local community, I participate in many SteM
activities (Science, technology, engineering, and Math)
for middle and high school students. I also have served
as an IbM Diversity Campus executive, working with
the university of oklahoma and Fort lewis College in
Durango, Colorado.
If you were to have lunch with the President of the United
States, what would you ask or suggest?
I would ask why is it that we, as a country, will spend over
$20 billion dollars on foreign aid this year and yet only
$2 billion on programs internally for native americans
and alaska natives. While the foreign aid budget grew 12
percent year to year, there was a decrease of 4.4 percent to
support the 1.7 million native americans in this country.
What is your philosophy of life?
I have a great reverence for the gift of life, and I believe we
are all bound together in a common journey.
What is your most rewarding accomplishment?
My most rewarding accomplishment will be seeing my
two children mature into adults with their own respective
personalities and individualism. Imparting ones values,
beliefs, and morals to your offspring and then seeing them
start their own life’s journey as an adult is the greatest ac-
complishment I can imagine.
If given the chance, what would you do differently?
I really do not truly regret any decisions or actions I have
taken. even those which may not have been the wisest,
served as a good lesson or education, which only made me
stronger over time.
VICE PRESIDENT,
IT DELIVERY, LATIN AMERICA
IBM GLOBAL SERVICES
DAVID HERBERT DANIEL
david daniel (3rd from left), along with members of the IBm
diversity team and others, meet with teachers and pre-schoolers
at a sandia pueblo school in new mexico.
I/O: HO19243
Client: Shell
Media: Profiles in Diver.
Color: 4/c
Size: 8.5 x 11
Date: 8.4.08
Artist: ll
V: 4
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IDEAS PEOPLE WANTED
US LOCATIONS
Shell people aren’t all the same
And we like it that way. After all, the more different perspectives we
have on board, the more great ideas we can come up with.
With a presence in more than 130 countries, we’ve learned for
ourselves that being an inclusive business is an advantage. Now
we’re looking for more people who can bring fresh thinking to the
energy challenge, including:
* Senlor Communlcollons Monoger [Ü1ó4ZZì
* Ülllllles Relloblllly lmprovemenl Prog Mgr. Amerlcos [Ü1ó88Zì
* Conlrol Syslems lechnlclon Azuso, CA [Ü1óZ84ì
* CRlSlyrene R&D Progrom Monoger [Ü1ó0P3ì
* Ensure Sole Producllon Process Focol Polnl [Ü1ó3ó4ì
* leom Leoder Process Englneerlng [Ü1ó3óóì
* Sloll Process Englneerlng Ülllllles [Ü1ó432ì
* lurnoround Solely Coordlnolor [Ü1ó4ó8ì
* Pro|ecls Solely Coordlnolor [Ü1ó4óPì
Flnd oul more ond opply onllne ol www.shell.com/careers/usjobs.
Shell is an Equal Opportunity Employer
48 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
national american indian & alaska native HERITAGE MONTH
Who are/were your
mentors? What were
the lessons learned
from them?
I’ve had a number
of mentors through-
out my career, and
still do. For me, it’s
critical that there is
diversity among my
mentors; that diversity
provides me powerful
insights and a range
of perspectives.
generally, I’ve
learned that people want to feel they can make a difference
in or have an impact on the career or life of others. also,
what works for one situation and time may not for another,
so always refresh your thinking.
Do you teach anything different to those you mentor?
If so, what is it?
one of the keys to being a good mentor is understanding
that you can learn as much from your mentees as they can
learn from you.
Who in your family had the most impact on your
upbringing and success?
one of my aunts; she was a widow, a mother, and also had
a career. She taught me the importance of personal strength
and determination.
What are your two favorite books/authors and what
impact have they had on your career and personal life?
I can’t say that I have any one favorite book or author.
I read the works of several native american and eastern
european authors. I love history, fiction, and particularly
golf books—I need all the help I can get.
How are you involved with your community?
I serve on a number of civic, educational, and diversity-
related boards and advisory councils, including the national
advisory Council on Indian education (naCIe), the
american Indian Council (aIC), and the anti-Defamation
league, to name a few. I strive to connect my roles within
kPMg to my involvement in the community. being in-
volved in the community is critical, not only so we can give
back but also to create visibility about what is possible.
If you were to have lunch with the President of the United
States, what would you ask or suggest?
tell me about your personal understanding of the chal-
lenges of the native americans and how did you arrive at
that understanding? I would suggest that there is so much
more that must be done to make things right.
What is your philosophy of life?
take risks; challenge yourself. know that you will not al-
ways succeed, and that you can learn as much from your
failures as you can from your successes. help others see
the possibilities by sharing experiences that can help them
succeed. give credit away, and never assume you ever will
know it all. never take yourself too seriously, and don’t
forget to laugh!
What is your most rewarding accomplishment?
I can honestly say I’ve had a number of rewarding experi-
ences. one recent accomplishment would be that I ran
the new york City marathon on a dare and finished! but
broadly speaking, I’m very proud of the impact I’ve had on
kPMg’s culture of diversity and inclusion.
If given the chance, what would you do differently?
nothing. I have no regrets. I do however hope for
as much time as possible as there are so many things I want
to do and experience. one of my dreams is to play golf
at augusta!
MIDWEST AREA
MANAGING PARTNER, TAx
KPMG LLP
KATHY HANNAN
www.pfizer.com
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of rapid change for our company and for our
industry, we believe that the unique perspective of each
Pfizer employee is vital. Why? Because the tough health
care challenges people are facing today call for new,
different, and diverse ways of thinking.
That’s why we’re implementing a global strategy to ensure
Pfizer’s culture not only respects, but also leverages each
individual employee’s background, character, and life
experiences. We’re putting those unique perspectives to
work to find new, innovative solutions for patients, and
better ways of working with our customers, our partners,
and the communities we serve.
At Pfizer, we believe diversity means an inclusive and
empowering work environment. The result? A happier,
healthier tomorrow for us all.
In a time
gpg79523a.indd 1 4/7/07 12:37:17 PM
50 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
national american indian & alaska native HERITAGE MONTH
Who are/were your
mentors? What were
the lessons learned
from them?
I actually have several.
Sandy Shaw, our vP of
talent Development, has
always given me room
to dream about the fu-
ture while balancing it
with a good dose of
honest feedback.
My current boss, gerri
Mason-hall, market vP
of human resources, has
such a natural talent for mentoring. I am glad she has come
into my career path at this point in time. I don’t know that
I was mature enough to work with someone of her caliber
before now.
Do you teach anything different to those you mentor?
If so, what is it?
I recently recommended a book I had read to someone and
told them, “after you read it, I would be more than happy
to discuss it with you, but don’t look for me to provide
guidance around the content.” the book touched me at
such a core level; I couldn’t possibly hope to pull off acting
like I had the concepts mastered.
Who in your family had the most impact on your
upbringing and success?
I would have to point to my mother. My mother and I
did genealogy research when I was in elementary school.
We used to take long hikes in the woods and up to the base
of the mountain behind our home. Friends are amazed
when I walk by a tree, plant or flower and call it by name.
She instilled a natural curiosity in me that stays alive to
this day.
What are your two favorite books/authors and what
impact have they had on your career and personal life?
Lost Between Lives, by Daniel holden. this book literally
changed my life. It literally helped me give myself permis-
sion to show up fully and embrace who I am and why I
am here.
Destined to Witness: Growing Up Black in Nazi Germany,
by hans Massaquoi. this book shook the very foundation
of all that I thought I knew about discrimination. I am of
Chickahominy descent, and on the official census records,
my ancestors were not afforded the dignity of register-
ing their names. each was listed only as “Chickahominy
woman.” their given names were lost to my family.
How are you involved with your community?
I do some volunteer work at the Washington national
Cathedral, have just recently applied to be a court-
appointed special advocate for children in arlington
County, and I volunteer for the local election commission.
If you were to have lunch with the President of the United
States, what would you ask or suggest?
this one is easy. I would suggest that it is time that we,
as a nation, overhaul our educational system. our public
education system was engineered in another time and is
woefully inadequate for today’s kids.
What is your philosophy of life?
I have actually adopted an excerpt from a quote from
Marianne Williamson. “our deepest fear is not that we
are inadequate. our deepest fear is that we are powerful
beyond measure. It is our light, not our darkness that most
frightens us.”
What is your most rewarding accomplishment?
My family and friends.
If given the chance, what would you do differently?
take a bite of humble pie and share some of the big mis-
takes I made in life with my daughter earlier in her life.
SENIOR DIRECTOR,
TALENT DEVELOPMENT
SODExO
DAVID L. MILES
To view current career opportunities, and to apply
online, visit our CAREERS page at
www.unitedhealthgroup.com.
At UnitedHealth Group, unique is everywhere. In our approach to health care.
In each segment of our business. In every professional. In the career op-
portunities we offer. As a global leader in health care, UnitedHealth Group
is committed to creating a workforce of unique individuals. Their unique per-
spectives bring about innovative ideas.
It is the unique backgrounds, lifestyles and beliefs our professionals bring to
their work that fuels innovation, creates a healthy environment and drives us
towards our goal of creating a better health care system.
Founded in 1974, UnitedHealth Group has since grown into a Fortune 100
company. Our family of businesses work tirelessly to advance the quality and
access to care while making services more affordable and easier to use for
everyone. Our work impacts the lives of nearly 55 million people and helps
coordinate care for more than 20 million more.
As unique as the many businesses that unite to form UnitedHealth Group, are
the career opportunities they offer. From accounting to marketing, clinical to
claims, the employment experience at UnitedHealth Group is second to none.
Regardless of their unique talents, our professionals are united to improve
health care for everyone.
Let us hear your unique voice in these careers available nationwide throughout
our family of businesses.
• Business Analysts
• Customer Care Professionals
• Financial Analysts
• Information Technology
• Inside & Field Sales
• Product Associates
• Underwriting Analysts
Through innovative leadership in health care, UnitedHealth Group provides ongoing
career opportunities for diverse individuals, enriching the employment experience
and creating a healthier atmosphere for all.
UnitedHealth Group is an equal opportunity employer and employs individuals
based on job-related qualifications regardless of race, religion, sex, national
origin, age, or other protected characteristics. M/F/D/V.
52 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
Bank of the West 33
www.bankofthewest.com
The Boeing Company 5
www.boeing.com
Chevron Back Cover
www.chevron.com
Eastman Kodak Company 37
www.kodak.com
Ford Motor Company Inside Front,
www.ford.com pg 1
Hallmark Cards 17
www.hallmark.com
Ivy Planning Group 55
www.ivygroupllc.com
Lockheed Martin 19
www.lockheedmartin.com
NIST 52
www.nist.gov
PepsiCo, Inc 29
www.pepsico.com
Pfizer, Inc 49
www.pfizer.com
Rohm & Haas 35
www.rohmhaas.com
Shell Oil 47
www.shell.com
SHRM 45
www.shrm.org
Sodexo 3
www.sodexousa.com
UnitedHealth Group 51
www.unitedhealthgroup.com
Wal-Mart 7
www.walmart.com
Waste Management Inside Back
www.wm.com
WellPoint 39
www.wellpoint.com
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54 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
The Frustrated Manager

I am the Diversity Manager for my company and
realize that I represent diversity for my organization
at all times. however, I get triggered whenever
individuals are talking about race or gender, and they
look directly at me and say, ‘diversity.’
“It triggers me on a couple of levels. First,
diversity is defined so narrowly. Second, it’s the same
as when the topic turns to the black
market, someone looks at me. the
diversity conversation has become
so sensitive that whenever the word
is spoken, everyone stares at me.
I don’t see this, when for example,
the budget is discussed. no one
stares at finance as if they are the
only individuals vested in the
budget conversation.”

Memo to Diversity Trainers

I was recently working with
a fellow co-worker delivering a piece on diversity.
her presentation was quite insightful, but I became
concerned when she started talking about people
feeling displaced and feeling as though they are
the ‘lowest man on the totem pole.’ this is a
real Microtrigger for me, because, as an american
Indian, I know there is no hierarchy on these
poles. In fact, they are story boards or simply
mark a person’s property!

Career 911

I started out my professional career at the same
organization I’m at now 15 years later. however, I
can’t get rid of the label of the new kid that doesn’t
know what she’s talking about. even though I now
am at the same level as my older counterparts, I still
struggle to get the same degree of high expectation
that indicates I’m a professional.
“It’s not overt nor something I can easily describe,
but it’s there. For example, people will over-explain
a concept or idea as if I haven’t been working for 15
years. Sometimes I think it’s because they are trying
to prove they know more, but other times I think it’s
simply patronizing. I’d like to stay at this company,
but I feel I may have to leave to get respect for my
professional experience and my current capabilities.”

Ode to Canada

I am a Canadian who has
lived abroad, in the Middle
east and asia. a comment
that triggers me and fellow
Canadians is when people
automatically look at us and
assume we are from the united
States. Similarly, we are driven
crazy when we hear those from
the united States refer to their
homeland as ‘america.’ We
all come from america, be it South america, latin
america, Central america, or north america.” PDJ
Janet Crenshaw Smith is
president of Ivy Planning
Group LLC, a consulting
and training firm that
specializes in diversity
strategy and leadership.
Her book is titled, Microtriggers: 58 little
things that have a bIg Impact. Have a MicroTrigger
story to share? Send it to: JSmith@ivygroupllc.com.
“i became concerned
when she started talking
about people…feeling
as though they are the
‘lowest man on the
totem pole.’”
editors notebook
stories
microtrigger stories
Have You Experienced
These Kinds of Triggers?
56 Profiles in Diversity Journal Nove mbe r/ De ce mber 2 0 0 8
R
last word
RegaRDleSS oF
InDuStRy, there is
increasing pressure these
days from management
to tighten the belt. When
competing priorities exist,
the initiatives considered “soft”—despite their solid busi-
ness case—receive the short stick either through budget
and resources reduction, or in senior leaders’ time alloca-
tion and focus.
If you happen to be left with the short stick, there is
hope, but it means tapping into your creativity. here are
a few ideas that have helped change-management profes-
sionals do more with less, particularly in the world of
inclusion building.
To keep community connections alive, think
“in-kind.”
often, community-based organizations look to their
partners in the diversity and inclusion office for financial
support. Rather than saying your budget does not allow
you to participate, offer instead the direct services of
your organization.
the trick is to have built internal relationships within
your organization that will allow you to call on them for
a timely collaboration. For example, instead of sponsoring
an educational program for teenage fathers about savings,
responsibilities, etc., invite fathers in the organization to
select a topic for delivery and present the educational
series, rather than sponsoring it.
To offer a Lunch-and-Learn program without lunch,
think “snacks.”
Do employees run to the presentation to hear the topic
being discussed or for the free pizza, or perhaps both?
If free food is no longer part of the equation, attendance
could drop. try sharing snacks as you would in a potluck
dinner, or make it a byol (bring your own lunch) to
preserve the social aspects of the program.
To access the learning from important conferences
and maintain a presence at out-of-town critical
events, think “Technology.”
not attending conferences may be a solution when travel
funds are limited. however, you can still have access to
the learning through technology. ask about the sale of
the workshop audio tapes or CDs in which you are inter-
ested and selectively purchase these. another increasingly
popular alternative is Webinars. employees at their work
desks can benefit for a small fraction of the cost of having
someone there in person.
To sustain the connection with universities and
colleges when hiring or internships are temporarily
suspended, think “Long Range Visibility.”
Just because students do not see you on campus to inter-
view for internships or open positions does not mean they
forget your company. Surveys have shown that students
want to be associated with corporations that make them
feel special.
one approach that works relatively well is to offer a
contest—perhaps a marketing campaign proposal for a
new toothbrush—resulting in an award, trip ticket, logo
brief case, or a meeting with a senior company executive
for the winner. Publicity comes from putting posters in all
the high traffic areas on campus and on your Web site.
In summary, diversity initiatives can and do survive
in difficult times. the idea is to find ways to keep your
strategy in the implementation mode, even if the method-
ology shifts a bit. being flexible and creative will help you
through the rough waters. PDJ
Riding the Wave of “Doing More with Less”
By Marie y. Philippe, PhD
Corporate Vice President, Culture and Organizational Effectiveness
The Lifetime Healthcare Companies
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 marie.philippe@lifethc.com.
A practical approach to keeping Diversity initiatives alive in tough financial times
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Also Featuring … A Celebration of National American Indian & Alaska Native Heritage Month • Catalyst • Perspectives
Volume 10, Number 6 NOVEMBER / DECEMBER 2008
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It’s people from all walks that make the
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