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Also Featuring … 2008 Diversity Leaders • Perspectives • 2009 Catalyst Awards • MicroTriggers

Volume 11, Number 2 March / April 2009

12.95 U.S.
Navy Leadership
Making History


March / April 2009 • VOLUME 11 NUMBER 2

B:11.5 in
S:10 in

Thought Leaders
Expert Thoughts on Diversity


© 2008. Paid for by the U.S. Navy. All rights reserved.
Surviving the Economy

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editor’s notebook
editors notebook

It’s James R. Rector


THE ECONOMY Cheri Morabito


Damian Johnson


Laurel L. Fumic
Well, the first quarter of 2009 is behind us. Depending upon
which expert is currently giving an opinion, our economy is either still in a down- Alina Dunaeva
O verseas C orrespondent
ward spiral, or has already hit bottom and will be starting to recover. Soon.
Jason Bice
Whatever the real picture, THE ECONOMY (literally writ large) looms over
us, and we all have our own reality of how we are affected. Budgets are being cut; C ontributing W riters

employees are being furloughed, and everyone is cautious about spending money. David Casey
Shirley A. Davis, Ph.D.
We have heard from many of our readers who are unable to travel to seminars or Melanie Harrington
Craig Storti
conventions this year because of the economy. Because it’s important to keep Carlton Yearwood
up with the latest trends and best practices, we have started a new feature called
Thought Leaders. Here you will find brief articles written by diversity experts that
will keep you informed on what is current in the field, even if you are confined to
Commentaries or questions should be
your desk for the near future.
addressed to: Profiles in Diversity Journal,
P.O. Box 45605, Cleveland, OH 44145-0605.
We’ve also heard the concern that Diversity and Inclusion programs will be
All correspondence should include author’s
cut back, due to the economy. We all know how important a diverse full name, address, e-mail and phone number.
workforce is to the bottom line, and we believe that D&I continues to be a
justifiable business strategy. Learn what others are doing as they grapple with DISPLAY ADVERTISING

the economy, starting on page 56. Profiles in Diversity Journal

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On a less gloomy note, our own Damian Johnson had the privilege to
exclusively interview the four Vice Admirals who grace our cover. Their personal SUBSCRIPTIONS

stories are a testament to the Navy’s commitment to diversity. U.S. $49.95 one year / $89.95 two years;
in Canada, add $15 per year for postage.
We also want you to see the leaders of the 35 companies that have shared their Other foreign orders add $20 per year.
U.S. funds only. Subscriptions can be ordered
insight and stories in the pages of this magazine in the past year. The details behind
at: or call
the Diversity Leaders of 2008 start on page 31. Finally, don’t miss the Perspectives
customer service at 800.573.2867 from
from our regular columnists and departments. 8:00 a.m. to 5:00 p.m. EST.

So, put on a nametag, sit back, and read this issue—and pretend you are not SUBMISSIONS
stuck at your desk! Reprints:
Cheri Morabito Editorial:
Photos & Artwork:

2 Pro f i les i n D i ve rsit y Journal March/April 2009

table of contents
Volume 11 • Number 2
March / April 2009

18 On the Cover
Navy Leadership
2009 is a unique year in the history of the United States Navy.
For the first time in its history, there are four black Vice
Admirals (VADMs) and we have their exclusive interviews.
Special Reports
28 Global Diversity & Inclusion
 lobal Diversity & Inclusion is critically important in today’s 28 G l o b a l
business operations and practices.

Diversity Leaders 2008 DiversityLeader
 ho’s Who behind the companies and businesses that Award2008
shared their stories and advice in 2008.

46 Thought Leaders
 ith travel to seminars and conventions being curtailed,
Profiles in Diversity Journal is bringing the diversity
46 thoughtleaders
thought leaders to you.

Surviving the Economy
 any organizations are grappling with the challenges of our
troubled economy. That said, we believe that Diversity and
Inclusion continues to be a justifiable business strategy.

perspectives DEPARTMENTS
10 Culture Matters by Craig Storti 6 Momentum
Diversity Who, What,
12 From My Perspective by David Casey, WellPoint, Inc. Where and When

14 My Turn by Shirley A. Davis, PhD, SHRM 8 Catalyst 

The 2009 Catalyst Award
16 Thoughts Through the Office Door …
by Carlton Yearwood, The Yearwood Group
More Triggers from
Janet Crenshaw Smith
64 Viewpoint by Melanie Harrington, AIMD

Storti Casey Davis Yearwood Harrington

4 Pro f i les i n D i ve rsit y Journal March/April 2009

At Vanguard, diversity
is about more than color.

At Vanguard, we know diversity is more than just labels or

gender or the color of someone’s skin.
We believe in an unwavering commitment to inclusiveness that resonates through every level of our team.
Diversity at Vanguard means:
• Respecting the variety and differences among people across all communities and creeds.
• Putting programs in place to foster connection in the workplace—including monthly awareness
activities, diversity councils, and training activities for everyone from senior management to new hires.
• Partnering with national professional organizations representing minorities and women.
• Actively recruiting and promoting a diverse workforce.
Most importantly, we value our employees for being themselves and for what they contribute.
Because in an environment that champions the unique value of each individual, diversity represents
unlimited potential.

To learn more
Connect with Vanguard > ®

Vanguard is an Equal Opportunity Employer.

Vanguard, Connect with Vanguard, and the ship logo are trademarks of The Vanguard Group, Inc. © 2009 The Prof iles
Vanguard in Div
Group, Inc. er
All srights
it y Jou r na l
reserved. March/April 2009 5
momentum who…what…where…when

Stryker Appoints McDonald VP, porate and non-profit clients. Prior to “As president of the AAC, Kathy is
Corporate Social Responsibility APCO, Lowe directed public affairs the voice of the agents putting forth
KALAMAZOO, for the D.C. office of Porter Novelli, their ideas to the company’s top deci-
Michigan—Stryker where his clients included the sion makers. New York Life agents
has announced Business Roundtable. Before enter- value this organized council and it
the appoint- ing the PR world, he spent 21 years is a testament to Kathy’s talent and
ment of Mary as a bureau chief and reporter for skill to be elected to such a position,”
Anne McDonald Ohio newspapers, including nearly 15 said Mary Dean, VP of New York
to the role of years with The Columbus Dispatch Life Insurance Company’s Women’s
Vice President, covering federal and state government Market Division.
Corporate Social Responsibility. In affairs, legal issues and politics, and
writing a weekly column.
Winston & Strawn Names New
this role, McDonald will serve as the
Lowe will focus on telling the Red Diversity Committee Co-Chair
focal point for the Company’s efforts
Cross story in a clear and compelling NEW YORK—
related to social responsibility, envi-
manner and getting that story into Winston & Strawn
ronmental sustainability and corpo-
the 24/7 news cycle. He will continue LLP has named
rate citizenship.
to expand their presence on the web New York partner
McDonald joined Stryker in July
and social networking channels, and David Mollón
2005 as Chief Legal Counsel for the
will work to revitalize the brand with co-chair of the
Stryker Orthopaedics division. Prior
the public and Red Cross employees firm’s Diversity
to joining Stryker, McDonald was the Mollón
and volunteers. Committee. He
Vice President and General Counsel
focuses his practice in complex
for Henry Kessler Foundation and the New York Life’s Davenport commercial litigation with a
Kessler Rehabilitation Corporation
Elected President of Agents particular emphasis in financial
(a provider of inpatient and outpa-
Advisory Council services litigation.
tient rehabilitation services), where
NEW ORLEANS “Winston & Strawn has a long-
her duties included strategic plan-
—New York standing commitment to diversity,
ning, compliance, risk management
Life Insurance and David has demonstrated his
and legal matters. Before working
Company an- initiative to furthering our firm’s
for Kessler, McDonald was a cor-
nounced that Diversity Charter,” said Thomas
porate and business partner at
Kathy Davenport Fitzgerald, managing partner for
the Gibbons Del Deo law firm in
has been elected the firm.
Newark, where her practice focused Davenport
president of the Winston & Strawn’s Diversity
on healthcare law matters.
company’s Agents Advisory Council Committee is comprised of 27 at-
American Red Cross Appoints (AAC), the group of New York Life torneys, including Fitzgerald and
Lowe as SVP, Communications agents that present agent viewpoints other members of the Executive
WASHINGTON—The American and issues to the company’s executive Committee, as well as attorneys in
Red Cross has announced that Roger management. charge of recruiting, hiring, profes-
K. Lowe, who has nearly 30 years of Davenport, a New York Life sional development and business
experience as a reporter and public agent serving the New Orleans area development. The Committee drafted
affairs consultant, is joining the orga- for more than 20 years, is the first a Diversity Charter, formally adopted
nization as its Senior Vice President woman president of the AAC. The in 2002, outlining its mission, com-
of Communications. AAC meets twice yearly to discuss mitment and responsibility in achiev-
Lowe comes to Red Cross from issues of concern to agents with ing greater diversity. Amanda Groves,
the public affairs firm of APCO New York Life’s Chairman and a litigation partner in the firm’s San
Worldwide, where he provided stra- senior executives. Francisco office, is the committee’s
tegic communications counsel to cor- other co-chair. PDJ

6 Pro f i les i n D i ve rsit y Journal March/April 2009

Thanks to you,
Matthew is enjoying the benefits of coverage from a company that
supports him and his life partner.

At WellPoint, we are addressing tomorrow’s health care issues today. In providing

domestic partner benefits to our associates, we are strengthening our commitment
to bridge the gap between the insured and uninsured in the LGBT community.

In partnership with our LGBT Associate Resource Group, ANGLE (Associate

Network for Gay and Lesbian Equality), we are creating an inclusive work
environment that supports diversity of all kinds, including sexual orientation and
gender identity. 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 and
Contact us at

EOE ® Registered Trademark, WellPoint, Inc. © 2009 WellPoint, Inc. All Rights Reserved
® Registered Trademark, DiversityInc Media LLC

The 2009 Catalyst Award

Honoring Exceptional Initiatives from Companies and Firms
that Support and Advance Women in Business

By Catalyst

The Catalyst Award annually honors innovative approaches geographic region leaders, and top managers—has increased from
with proven results taken by organizations to address the recruit- 2.9 percent to 18.0 percent, and women of color lead two of the
ment, development, and advancement of all managerial women, company’s 13 geographic regions. The percentage of women project
including women of color. Catalyst’s rigorous, year-long examination managers has also increased from 20.5 percent in 2005 to 30.3
of initiatives and their measurable results culminates in intensive percent in 2008.
on-site reviews at finalist organizations. By celebrating successful
initiatives, Catalyst provides organizations with replicable models Gibbons P.C.: The Women’s Initiative: Driving Success
to help them create initiatives that are good for women and good Through Diversity Investment
for business. Gibbons’ initiative, The Women’s Initiative: Driving Success
According to Ilene H. Lang, President & Chief Executive Officer Through Diversity Investment, has contributed to, and continues to
of Catalyst, “The Catalyst Award serves as a call to action and il- support, a workplace culture that is flexible, innovative, engaging,
lustrates the strong business case supporting women’s advancement and inclusive. It is embedded in the firm’s business development
to leadership regionally and globally. During challenging economic strategy and has become critical to its branding in the marketplace.
times, these initiatives demonstrate that business can benefit from In 2007, The Women’s Initiative generated more than 6 percent of
fresh thinking and commitment to making women in the workplace the firm’s annual revenue. Women currently hold 21.1 percent of
a top priority.” equity director positions, and the number of women directors overall
On March 31, 2009, we presented the Catalyst Award to four increased from 13 percent in 1997 to 19 percent in 2008. Women of
very different initiatives at the Catalyst Awards Dinner at the color directors increased from zero to 4.1 percent in the same time-
Waldorf=Astoria in New York. More than 1,600 business leaders at- frame. Women also chair three of the firm’s nine practice groups.
tended the celebration of women in business, which was chaired by
Irene B. Rosenfeld, Chairman & CEO of Kraft Foods Inc. KPMG LLP: Great Place to Build a Career
KPMG’s initiative, Great Place to Build a Career, is a compre-
Baxter International Inc.: Building Talent Edge
hensive set of programs, resources, and benefits that has transformed
Baxter’s Asia Pacific operations developed Building Talent Edge
the firm into an inclusive employer of choice which partners and
as a talent management initiative to cultivate a more effective, di-
employees, including women and people of color, consider a great
verse, and sustainable organization built for growth and maximized
opportunities. The initiative strives to develop a 50/50 gender bal- place to work. In 2008, women comprised 18.2 percent of partners,
ance across management-level and critical positions throughout 14 up from 12.9 percent in 2003. Also, women of color represented
countries in the region. Although Baxter aimed to reach its target by 10.2 percent of managing directors, directors, senior managers,
2010, its goal was achieved two years ahead of plan through robust and managers, up from 5.7 percent in 2003. Turnover among both
recruitment and development strategies together with strong commu-
women and men has decreased over the course of the initiative,
nication and accountability. Women in management and executive
dropping 36.3 percent for women and 24.5 percent for men between
positions increased from 31 percent in 2004 to 50 percent in 2008,
and four out of 16 general managers are women. Approximately 30 2003 and 2008.
to 70 percent of management and executive positions in each of the Organizations around the world self-nominate
14 respective countries are held by women. for the annual Catalyst Award. To download the application, visit PDJ
CH2M HILL: Constructing Pathways for Women
Through Inclusion
CH2M HILL’s initiative, Constructing Pathways for Women
Founded in 1962, Catalyst is the leading nonprofit membership
Through Inclusion, utilizes the company’s long-standing inclusive
workplace to accelerate women’s advancement. In the traditionally organization working globally with businesses and the professions
male-dominated industry of engineering and construction, CH2M to build inclusive workplaces and expand opportunities for
HILL provides a model for leveraging women employees to achieve women and business. Visit to learn more about
business success. Since the initiative’s launch in 2003, women’s rep- our work and download Catalyst reports. Visit www.catalyst.
resentation in senior leadership positions—as business unit heads, org/page/82/catalyst-e-newsletters to begin receiving Catalyst
C-News, our monthly e-newsletter.
8 Pro f i les i n D i ve rsit y Journal March/April 2009

CHEVRON, the CHEVRON HALLMARK and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. ©2009 Chevron Corporation. All rights reserved.

When we’re all equals,

things really start to add up.

The power of equality and partnership is the power

of human energy. It’s what drives our company, and
it’s the reason we promote fairness in the workplace.
Through partnerships with minority- and women-owned
businesses around the world, we’re helping create
opportunities for everyone. To learn more, visit us


Prof iles in Div er s it y Jou r na l March/April 2009 9

JOB#: CVX-ARC-M76212
DESCRIPTION: When we're all equals...
culture matters

I Assume You Understand…

By Craig Storti

Welcome to the inaugu- CARL: Sure. I think that was in an email I sent you.
ral column of “Culture Let me check my sent mail.
Matters,” your bi-month- RADHA: I believe you mentioned the end of May.
ly source of updates on, CARL: Here it is. Right: the end of May.
information about, and RADHA: I see. That’s still good for you, I guess?
analyses of all things cul- CARL: Yes. It’s fine.
tural. Whether you travel around the world or never leave
RADHA: Anyway, we’ll have updates every week, right?
your cubicle, in today’s workplace chances are your clients,
CARL: If you’d like.
your customers, your colleagues, your suppliers, your vendors,
your partners, or some of your virtual team members are RADHA: That might be a good idea.
people from, or living in, another country. Now you may be one of those savvy Americans who’s fa-
miliar with Indian culture and sees immediately what’s going
“Not really,” you say? “We’re a domestic company, and
on here, but a lot of Americans, with limited experience of
everybody I work with sits right down the hall.”
India, will not have understood this exchange, although they
Fine. Mind if we take a look? According to the U.S. Census will think they have. And therein lies trouble.
Bureau, 1 in every 8 of those folks down the hall comes
Many of the Carls of the world would leave this conversa-
from outside the U.S. According to the Labor Department,
tion assuming that Radha is on schedule and that everything
1 in every 6 Americans in the workforce is from outside
is going to be ready at the end of May. In fact, Radha has been
the U.S. And 1 in every 5 Americans comes from a bi-cultural
saying throughout this exchange that she’s running behind
home (where at least one parent is not from the U.S.). It’s a
and needs more time. And she assumes, of course, that Carl
multi-cultural world out there, more so every day, and to suc-
understands this and will be giving her an extension. So just
ceed in it it’s not enough to understand just your own culture
to recap: Carl assumes he’s understood Radha, but he has not,
and only people like you.
and Radha assumes Carl has understood her. Come the end
This is the first of a three-part look at India, which is of May, there’s going to be some serious unpleasantness when
in turn the beginning of a series of columns on the so-called Carl is very surprised (at best) that Radha is behind schedule,
BRIC countries: Brazil, Russia, India, and China. What’s so and Radha is amazed that Carl didn’t know this.
important about the BRIC quartet? Because for a number of
We’ll decode this exchange in a moment, but just imag-
reasons, these four countries are in almost everyone’s future.
ine an innocent misunderstanding like this occurring several
Whether it’s to tap into their potential market (India and
times a day between Americans and Indians who work to-
China contain one-third of the people on the planet), buy
gether. It would not be long before trust broke down, recrimi-
their natural resources (Brazil’s minerals, Russia’s natural gas),
nations started flying, and coworkers wanted nothing more to
or make use of their skilled and affordable labor, the world is
do with each other. This is in fact the price a lot of American
going to be paying more and more attention to BRIC in the
companies and their Indian partners pay every day because of
years just ahead, and if you’re going to play in this arena, you
a mutual lack of cultural understanding.
need to understand these cultures.
So where did Carl go wrong? Carl’s basic mistake (and
So take a minute to study the following exchange
it’s not his fault) is that he interpreted Radha’s words from
between the American Carl and the Indian Radha:
an American point of view, but Radha, of course, is not an
CARL: Well, I think that’s everything, Radha. American, and her words reflect and need to be interpreted
Thanks for staying late over there. from an Indian point of view. In Indian culture, “I was just
RADHA: You’re welcome. I was just wondering, before wondering” can often mean “We’ve got a problem,” and
you go, about the completion date on that another Indian would know this. To Carl, “I was just
accounting test.

10 Pro f i les i n Di ve rsit y Journal March/April 2009

“ Imagine an innocent misunderstanding…
occurring several times a day between
Americans and Indians who work together.

wondering” means something like “Remind me again of what we
agreed to.” So we’re already off to a bad start.
Things get worse when Carl starts scrolling through his emails
for the completion date and before he finds what he’s looking for,
Radha says “I believe you mentioned the end of May.” In other Indians and Americans both speak English, but
words, Radha knows very well what the completion date is and some Indians may not be familiar with some typi-
what she’s really “wondering” is how she can possibly meet the cal American colloquialisms. When you use these
date. And she assumes when she makes this clear (by her lights), expressions, many Indians will not understand
now Carl will understand and offer her more time. Carl doesn’t, of you and, more to the point, may not ask you what
course (because this isn’t how an American says he/she needs more you mean; they may just guess. If you don’t want
time), and he simply repeats “Here it is. Right: the end of May.” Indians guessing, do yourself a favor and don’t talk
Now Radha tries a new approach—That’s still good for you, like this:
I guess?—a rhetorical question which in Indian culture is often
a polite way of saying “It’s not good for me.” Once again Radha They threw us a curve.
assumes Carl understands what she’s saying, and Carl likewise
assumes he understands (that this is a question, not a polite state- We’re bending over backwards.
ment) and he simply answers it: “It’s fine”. That’ll never fly.
There’s more trouble at the end of the exchange, but we’ve He doesn’t have a prayer.
seen enough to make our point: When people from two different
Give me a ballpark figure.
cultures work together and do not know much about each other’s
culture, they are bound to make the kind of innocent, honest There’s light at the end of the tunnel.
misinterpretations—legitimate mistakes—like those illustrated
They’re getting cold feet.
here. The culprit in this instance was differences in communica-
tion style between generally more indirect, “polite” Indians and That’s a real can of worms.
generally more direct, “to the point” North Americans. If each Give me a break!
speaker had been a little more clued in to differences like these,
they might have avoided this misunderstanding and the unfortu-
nate consequences it can sometimes lead to.
We’ll look at a number of other common flashpoints in the
U.S./India cultural divide in our next two columns and offer some
suggestions for how people on both sides can avoid them and work Craig Storti, a consultant and trainer in the field of intercul-
more effectively together. PDJ tural communications, is the author of seven books. His latest,
Speaking of India, describes the common cultural flashpoints
when Indians work together with North Americans and western
Europeans. He can be contacted at:

Prof iles in Div er s it y Jou r na l March/April 2009 11

from my perspective…

How Do We Think About Thinking?

By David Casey

Chief Diversity Officer and Vice President, Workplace Culture
WellPoint, Inc.

What do a young that he played basketball was just as offensive, especially coming
White woman with pig- from a fellow African American. Of course I know better than to
tails and overalls and think every 6'7" Black man who goes to college plays basketball,
a 6'7" Black man have in but why did my mind go there in the first place? At 6'3" myself, I
common? Both have made get asked that question frequently—and I did not play basketball
me stop to think about how in college!
and why I assumed things What I realized had happened was that in the absence of in-
about them that turned out formation, I made up details to fill in the blanks. This tendency
to be untrue—what many is a natural human instinct steeped in the need for survival and
would refer to as stereotyping. Did I just admit that I, a diversity self-preservation. Upon seeing both of these human beings, my
practitioner, stereotype? Absolutely. But I know I am not the kind mind took only a fraction of a second to draw upon the uncon-
of person who consciously buys into rote societal stereotypes. scious and prepare me to react to each in ways that I deemed
Instead, I believe I was doing what Malcolm Gladwell (author appropriate. For example, in the case of the White female, I was
of Blink—The Power of Thinking Without Thinking) refers to as prepared for the inevitable discomfort that our proximity would
“thin-slicing” or what has been defined by a Harvard study as cause her, based on several negative experiences I had in the past
“implicit association.” I am not qualified in psychology, but I will with people who looked like her and did not readily embrace
share two true and very real experiences, and the thoughts I had diversity (I’m putting that mildly!). In the case of the Black man,
about two distinctly different individuals. I prepared to explore what I assumed would be an automatic
The first involves a recent plane trip, during which a young connection we would have as athletes, influenced by his physical
White female, in overalls and pig-tails, sat next to me. I immedi- stature alone.
ately assumed she would be uneasy sitting next to a Black man, One of the critical mistakes we make in trying to understand
because her appearance led me to believe she was probably from the multitude of diversity dynamics in our lives is to jump too
a small rural town and had not come in direct contact with too quickly to “fixing” the problem without understanding the root
many people of color in her relatively short lifetime. Now she had cause or asking ourselves, why? We’re quick to beat ourselves (or
to share an armrest with me for two hours! I actually expected her others) up for stereotyping without acknowledging the human in-
to request a different seat once we took to the air. stincts that cause us to associate characteristics with people before
Well, that didn’t happen. Instead, we had a very rich we know all of the details. This is in no way an endorsement for
and insightful conversation that made me look at this young rampant excuses of discriminatory behavior; in fact it’s just the
woman differently. She was indeed from a small town opposite—it’s a call to awareness.
in which there are no people of color. However, this fact sparked Attorney General Eric Holder recently said that we are a
an interest in broadening her perspective, rather than serving as nation of cowards for not talking enough about racial tensions;
a barrier to her developing a culturally inclusive worldview. She I agree. However, I don’t believe it’s because we don’t want to.
had just returned from a missions trip to Africa and had devel- I think it’s because we are not well-equipped to have meaning-
oped a romantic interest in a fellow missionary, who happened ful and productive dialogue. I can (and just did!) openly admit
to be African American. We had an interesting conversation on that even though I do this work for a living, there are still
the challenges she faced as a result of that relationship—with her “things” deep in my psyche that sometimes cause me to make
family, friends, and a community who did not share her same ap- incorrect assumptions about others. I may never get rid of those
preciation for different cultures and ethnicities. I was saddened as “things,” but if I am aware that they are there, I will continue
I thought about my potential loss of getting to meet such a pro-
to have more opportunities to have insightful conversations
found intellectual due to no other reason than the assumptions I
with White missionaries in pig-tails and 6'7" Black men with
made about who she might be based on how she looked.
two left feet. PDJ
So, what about the 6'7" Black man? He and I were talking
about college life and experiences. When he told me the name David Casey is a native of Indianapolis, Indiana having
of his alma mater I asked, without delay, “So what was it like to
graduated with honors from Indiana Wesleyan University with
play basketball there?” From the look on his face, I may as well
a BS in Business Administration. He brings over 20 years of
have asked how many children he had out of wedlock or what
experience in talent management and strategic diversity
brand of fried chicken he liked the best. To him, my assumption
management to his role at WellPoint.
12 Pro f i les i n Di ve rsit y Journal March/April 2009
my turn

What Keeps Diversity

Professionals Up at Night? (part 6)
By Shirley A. Davis, PhD

Director of Diversity and Inclusion Initiatives
Society for Human Resource Management

As the old saying goes, As recently as March 2008, the EEOC released a report that
“all good things come to revealed that, over the previous 10 years (1997-2007), major
an end.” In this, the last race and gender discrimination lawsuits cost U.S. corpora-
installment of the series tions $2.3 billion in settlements alone. According to that same
“What Keeps Diversity EEOC annual report, in FY2007, there were almost 83,000
Professionals Up at Night,” I focus on the subject of legal risks claims filed, with:
and reputational damage. Over the past year, I’ve outlined a • Over 40,000 race-, gender-, and retaliation-related;
total of ten things that keep diversity professionals up at night. I • 19,103 age discrimination claims;
deliberately positioned this article to conclude my series because • 17,734 disability discrimination charge filings;
of the obvious…if all of the other challenges mentioned in • 2,880 religion-based discrimination charge filings.
previous articles are addressed and effectively implemented, it Lawsuits are time consuming, embarrassing, and a huge
minimizes the exposure to litigation and, thus, the reputational distraction to executive/senior leadership. They can be expensive
damage that follows is decreased. in settlement costs, inside- and outside-counsel fees, and can
Until a few years ago, diversity in the workplace was pri- bring a decline in stock price. They also have other impacts:
marily defined by race and gender. However, today diversity is reputational damage; employee morale; employee productiv-
recognized as the collective mixture of differences and similari- ity; turnover; customer acquisition and retention; and other
ties, such as individual and organizational characteristics, values, monetary liabilities. Additionally, settlements in the form of a
beliefs, experiences, backgrounds, preferences, and behaviors. Consent Decree may also be intrusive. Plaintiffs’ attorneys may
This includes the obvious: race, gender, national origin, sex- request company files, document reviews, routine site visits,
ual orientation, age, religion and ethnicity. But it also includes and interviews with complainants—sometimes this goes on for
the less obvious characteristics such as family status, military ex- years. They involve required training and improvements to job
perience, disabilities, socio-economic status, language, thinking posting processes, recruiting, selection, performance manage-
styles, education, and much more. This is important, since the ment, compensation, mentoring, career development, and suc-
Bureau of Labor Statistics estimates that women, immigrants, cession planning.
and people of color now make up 70 percent of new entrants The good news is that, while no one is immune to such
to the workforce. lawsuits, there is a lot that can be done to reduce the likelihood
However, with this shift in talent pool demographics, far too of being a target and of having to make a major settlement. It
many companies still don’t fully embrace diversity and inclu- all boils down to creating a strategic diversity and inclusion
sion in their sourcing, recruitment, development, engagement, management plan that is integrated into the business strategy,
and retention strategies, policies, and most importantly, their embraced by senior and middle management, properly commu-
practices. Often, there’s a disconnect between the company’s nicated and effectively implemented across the organization.
policy statements and their actual practices. Take, for example, For additional strategies and tips on how to minimize legal
the number of organizations that continue to appear on ‘best risks and reputational damage, and how to build an effective
practice’ lists—for diversity, for working women, for Hispanics, diversity strategy, refer to the previous articles in this series
for African Americans, etc.—that still experience a tremendous “What Keeps Diversity Professionals Up at Night” or reach out
amount of employee disengagement, attrition, dissatisfaction, to me at PDJ
and complaints. It becomes more obvious why this issue keeps
diversity professionals up at night when we look at the number
of lawsuits, settlements, and complaints filed and/or settled each
year by the EEOC. 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

14 Pro f i les i n Di ve rsit y Journal March/April 2009

Some call it diversity.
To us, it’s a business plan.

When you serve over 200 million weekly

customers, including 15 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, information services,
finances, and logistics. So we actively recruit
leaders with diverse backgrounds, individual skills,
and lots of enthusiasm. If that sounds like you,
please visit us at
thoughts through the office door…

A Defining Time
By Carlton Yearwood

Principal, The Yearwood Group

This is a time for clarity. • Refine your personal brand. Now is an excellent time
And for responsibly de- to soulfully reassess your attributes, goals and work be-
fining issues and solutions, havior. What traits make you stand out among others?
isn’t it? We’ve now watched How can you develop these in ways that leverage op-
an economic debacle grind portunity for you in today’s job market? Consider ways
out daily doses of impos- to accentuate the positive things you know about your-
sibly bad news, unintelli- self. On the other hand, if you’re one of the challenged
gible political rhetoric, and people leading your company at this turbulent time in our
diminishing expectations. It’s easy to be transfixed by it all social history.
much of the time, stunned and immobile as the next set of • Advance, don’t retrench. Be intellectually honest with
pronouncements washes overhead like a roller at the beach. But yourself about what it takes for tomorrow’s successful en-
do remember that real, hard events are happening at home and terprise. Not hiding in the sand, for sure. Only companies
right next door. Aunt Millie’s in a mortgage mess. Friend Jake with the determination to move forward across a business
and family are counting pennies as never before. Neighbor Joe battleground now littered with defunct and ailing organiza-
is scurrying to locate educational options for the family’s high- tions will earn tomorrow’s profits and respect. A key asset
school graduates. is unleashing the diverse latent talent in your organization.
Across business, too, many curious things are loose. For de- Visibly identify, focus and reward these people already at your
cades we’ve lived only on one side of a work equation, the side company as new role models for a new time.
where people are employed and talent is scarce in the market. • Build up during the downturn. Now is the time to access the
Well, now the equation’s flipped, and we’re solidly immersed on great resource of human capital, before the equation changes
the other side. People aren’t employed and we’re awash in a rich again to scarcity. You can never have too many good people,
resource of a diverse population with great abilities. What to do? and good people indeed are available. But even as there is an
This is a once-in-a-generation enrichment of the market, like abundance of talented, diverse people in the job marketplace,
suddenly finding the gold mother lode at your feet. the trick will be, first, finding exactly the right ones, and then
Let’s be clear and unambiguous. There are concrete actions convincing them of your commitment and care.
to take, and they are distinctly different for individuals and for • Cast a wide net. Look outside your usual boundaries for the
business people. This is how we’re advising individuals and our kind of diverse, resourceful people you’ll need to clear tomor-
business clients right now. row’s hurdles. Plug into the networks that take you outside
If you’re an individual whose emotions and thoughts are all your industry or profession to find people with new insights,
rubbed raw by the current environment, shake it off, and be perspectives and approaches. Welcome more expansive pa-
sure to: rameters in your recruiting searches, not those that tightly
• Keep your head up, not down. Your personal contribution limit your exposure to new sources of talent.
to your company’s success is needed more today than ever Now’s a time like no other to do those things that will truly
before. Come up with good ideas. Build a case for them. Be make a difference—personally and corporately—for you in the
identified and rewarded, and become an integral part of the coming decade. It’s advice we’re giving to others, and advice
diverse team leading your organization to better days. we’re taking to heart ourselves. That it’s the right thing to do
• Stay plugged in. Pay more attention to building solid, mean- should be as clear to you as it is clear to me. PDJ
ingful relationships that enhance your personal and work
networks. If you are participating in a women’s or minority
network at your company, stay engaged. If you aren’t, by With this column, we are welcoming Carlton Yearwood’s views
all means get involved. And develop a personal strategy from his new perspective as principal of The Yearwood Group, a
that uses the right Internet sites to advance you visibly to the management consultancy focused on leveraging market advantage
right people. from people, diversity and inclusion. For more information on
their approach to changing behaviors and elevating expectations,
contact Carlton at
16 Pro f i les i n Di ve rsit y Journal March/April 2009




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.

Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V © 2007 Bank of the West. Member FDIC.
Navy Leadership

Emphasizes Diversity
2009 is a unique year in the history of the United States Navy.
For the first time in their history, there are four black Vice Admirals (VADMs).
They are Commander, Naval Surface Forces/Commander, Naval Surface Force,
U.S. Pacific Fleet VADM Derwood C. Curtis; Naval Surgeon General VADM
Adam M. Robinson, Jr.; U.S. Second Fleet Commander VADM Mel Williams, Jr.;
and Naval Inspector General VADM Anthony L. Winns.
Profiles in Diversity Journal is privileged to have had the opportunity to interview
each VADM individually, and discuss the history and opportunities that the Navy
has provided them. We are honored to present to you our exclusive interviews
with these four amazing officers.
But first, an overview of the Navy in general, and its commitment to diversity
in particular…

GLOBAL / MARKET ISSUES As America’s demographic make-up shifts, the

The United States Navy has approximately 350,000 Navy, other services, and corporate America are
active duty and 125,000 reserve, operating 283 directly competing with each other for the top tal-
ships in active service and more than 3,700 aircraft. ent of our nation. Competition for talent will be
It is the largest navy in the world with a battle fleet fierce and the winners will be organizations that fully
tonnage greater than that of the next 13 largest embrace diversity. Embracing diversity creates an
combined. The U.S. Navy also possesses the world’s environment of excellence and continuous improve-
largest carrier fleet, with ment. This leads to continued mission success and
11 in service and one readiness by leveraging the differing perspectives of
Organization Name: under construction. our talented workforce.
United States Navy
How does the Navy define
Navy Pentagon, Washington, DC What mentoring programs does the
Diversity is the inclusion of
Web site: all the different character- Navy implement?
istics and attributes of indi- Organizations establish mentoring programs for a
Primary Business or Industry:
vidual Sailors and civilians that variety of reasons, but ultimately the goal is to help
Global Maritime/National Defense
enhance the mission readi- an individual achieve the maximum potential they
ness and warfighting capabil- can within the organization. The Surface Navy must
ity of the Navy. develop, implement, and instill a mentoring culture
within each Command where every Sailor has the
Are there unique oppor- opportunity to achieve their maximum potential.
tunities in the Navy for Effective mentoring programs must be living pro-
implementing diversity grams where the mentor and protégé establish clear
programs? goals and evaluate those goals on a regular basis.
Today, the number of citizens In addition to Command-level mentoring programs,
who are eligible for military
service is smaller due to
numerous factors, including Interviews conducted By Damian P. Johnson
disqualifying physical, medical, and were made possible by Lt. Karen E. Eifert
and educational factors. ( and the staff of the U.S. Navy
Diversity Directorate.

18 Pro f i les i n Di ve rsit y Journal March/April 2009

Navy Seeks Diverse Talent Across Nation; Aims to Retain Brightest
By Lt. Karen E. Eifert

Chief of Naval Personnel - Diversity Directorate

The Navy’s Strategic Diversity Working said. “We know we need to build Alongside incentives and benefits, the
Group (SDWG) recently held its third bian- an influencer base with teachers, parents, presenters stressed that, while recruiting
nual conference to discuss an aggressive government officials, business leaders is important to a diverse force, an equally
plan to meet challenges facing the Navy and Navy-friendly groups, and that’s what important part is mentorship. Participants
in assessing, retaining and developing we’re doing. In return, we believe they will commented on the rising popularity of
Sailors from diverse backgrounds. help us by referring applicants our way.” affinity groups like the National Naval
“Working together as a group to pur- Involvement in community and edu- Officers Association, the Association of
sue diversity across the total force is much cational outreach events helps promote Naval Services Officers and other sea
more effective than individual enterprises Navy retention, recruiting and awareness. service leadership associations that offer
or communities pursuing their own initia- mentorship and professional development
Also discussed was the Navy’s
tives,” said Captain Ken Barrett, head of opportunities. They expressed the need to
current demographics and how these
the diversity directorate and host of the support and expand mentoring opportuni-
numbers affect recruiting efforts since 55
conference. “I’m pleased at the progress ties across the Navy.
percent of the Navy is from Generation X
we’ve made, and this conference multi- members, and 43 percent are Millennials. At the conference conclusion, general
plies our effectiveness.” Only 2 percent of the Navy is made up agreement existed among enterprise com-
Meeting presenters and discussion of Baby Boomers. Barrett acknowledged munities, recruiting and outreach coordi-
offered fresh thinking and alternative per- generational differences during the con- nators on efforts designed to showcase
spectives with respect to how to further ference, and stated that the number-one the Navy and emphasize the role it plays
Navy diversity and reach a sustainable priority of Millennials continues to be in defending the nation.
force structure. the desire to maintain a balance between “The (Chief of Naval Operations)
The working group detailed a plan personal and professional lives. has challenged us all to lead diversity
to more aggressively promote awareness “N1 and Navy’s Task Force Life/Work initiatives through leadership, mentorship,
about the Navy in communities through- have listened and continue to listen to service and example. This working group
out the nation to create earlier positive what our Sailors are saying is important has aligned all our Navy efforts to do just
awareness. to them. Supporting healthy Navy families that,” said Barrett.

“We’re actively moving from epi- with Life/Work incentives continues to be

sodic to sustained engagement,” Barrett a top Navy priority,” he said.

the Surface Navy must leverage a mentoring culture to groom EMPLOYEE INCLUSIVENESS
our future leaders by guiding them into appropriate education How does the Navy bring women officers into the
programs and challenging career assignments to develop the fabric of the organization? What programs are in place
executive skills required for the future. or on the drawing board to help them advance?
Retention of female Surface Warfare Officers is critical to
How is the Navy increasing the participation of the health of the SWO community. Today, females make up
talented diverse officers and senior enlisted personnel
15.6% of the Navy’s Surface Force. However, women make
in high-visibility billets and executive ranks?
up approximately 54% of all college students. This percentage
Developing the future flag-pool must begin today with new
is expected to grow steadily in the coming years. The Surface
accession Ensigns. Commanders must take the time to identify
community must implement effective programs that retain
and prepare these future leaders with the right skill sets as they
this valuable segment of our workforce if we are to succeed
progress up the “career ladder.” Offering key billets to an officer
in the future. Retention starts with command programs that
provides unique insight into executive decision-making. Nomi-
foster a work environment where every Sailor’s contribution
nating the best and most qualified personnel to serve these key
is welcomed. These commands must understand the unique
career development billets is critical to the success of these
role women play in our society, and adapt the work processes
programs. Examples of these key billets include advanced/joint
to allow this population of Americans to serve the Navy.
education opportunities, nominative billets such as Chiefs of
Task Force Life/ Work Balance (TFLW) is addressing some
Staff, Executive Assistants, Flag Secretaries/Lieutenants, and
of these issues, but Commands must lead this effort. PDJ
key OPNAV/JCS/COCOM/Fleet/TYCOM billets.

Prof iles in Div er s it y Jou r na l March/April 2009 19

Navy Leadership Emphasizes Diversity

Commander, Naval Surface Forces/

Commander, Naval Surface Force,
U.S. Pacific Fleet
VADM Derwood C. Curtis

But in those But I went into the Academy knowing

days there was a that I was going to do the best I could,
combination of a and I quickly understood that I was com-
lot of bad things peting against the best of the best. So I
going in Chicago. came to the realization that I wasn’t in
So there were Chicago anymore and that it was going to
choices one could be a challenge and that I really needed to
make—good or work hard.
bad. And the folks And one of the great things about the
who had the big- Academy is that if you’re not passing your
Can you give us an idea of what it was gest impact on me academics, you don’t play sports, you don’t
like for you growing up and who had the were my parents, my pastor, and my foot- play football. If you found yourself falling
biggest impact on you? ball coach. They set great examples and behind you needed to do something about
My mother was a really hard worker made me understand what I could really it, and you needed to get some help. And
with a strong work ethic and I think I was achieve. part of the instructors’ job is to help
taught that you have to work hard to get ensure your success and make themselves
Did you play football in the Academy? available to the students.
want you want in life. We lived on the
Yes. I was recruited for quite a few
south side of Chicago and we belonged to
schools and Ivy League schools, but my Did you have any mentors in the Academy?
a small store-front church on the corner,
coach knew that I was interested in the In those days, we didn’t call it men-
and my pastor took a lot of interest in the
military and that I loved ROTC. He toring. We called it looking out for each
young people. When we did well in school
talked to the Naval Academy and said, other. But there were a few juniors and
or in the community he’d make sure to
“You may want to look into this.” So I seniors who mentored and looked out for
recognize us. I think that gave all the kids
did. And when I had the opportunity to underclassmen. A few helped me with my
a great sense of accomplishment.
visit the campus I was really impressed. study habits and helped put the right
I went to a vocational school for high
I was also impressed with the mentality emphasis on the right class work.
school because they were the football
of the coaches and the quality of people
champions three of the last four years. What made you become a Surface
I met there. That’s what really convinced
My goals early in life were to play profes- Warfare Officer?
me to attend.
sional football and the coach was a Most folks who go to the Academy
Notre Dame grad who also had played What was the first year in the Academy like want to be pilots. I had the opportunity
at Notre Dame. I learned a lot from him for you? to fly jets out of Pensacola but it just
as far as dedication, sacrifice, and taking It was challenging. It was also a cul- wasn’t for me. But when I went onboard
pride in the things I did. I also joined ture shock because there were not many a ship for the first time I fell in love with
the Junior ROTC in high school. My African Americans in the Academy then. the challenge of being out to sea. I was
father had been in the military and I really Some of my classmates had never even planning to join the Marine Corps in the
loved the uniform. been around black people before. Academy because I really liked the kind

20 Pro f i les i n Di ve rsit y Journal March/April 2009

Vice Admiral D.C. Curtis debarks the
guided-missile destroyer USS Howard
(DDG 83) after a visit to speak with the
ship’s officers and chief petty officers.
Curtis addressed his plan to enhance
surface forces readiness through all
aspects of warfighting including training,
maintenance, damage control, military
bearing, uniforms, and the personal and
professional development of every Sailor.
(U.S. Navy photo by
Electronics Technician 1st Class Maurice Valcourt)

of pride I saw in the Marines, but then I mission is to provide professional develop-
saw what a Surface Warfare Officer does ment and camaraderie, and to give Sailors
and the kind of leadership skills they must

a sense of ownership. When I talk to the
have in order to do their job. I was imme- different affinity groups, the number one
diately hooked and wanted the challenge, The Academy instills point I make is professional develop-
knowing I could instill a lot of pride in ment. Just because they’re a member of
that role. pride and loyalty so that an affinity group doesn’t guarantee them
our Sailors can perform in anything. The Navy looks at performance
Who are mentors today?
and leadership and how our Sailors sustain
My wife is probably my most impor-
leadership positions in the that performance and leadership.
tant mentor and confidante! She has really
helped with our decisions and with my Navy and have rewarding What are your plans after you take off
career with her support and advice. But the uniform?
I also talk with Admiral Harry Ulrich, careers afterward.”
I’ve always wanted to work with kids
who is now retired. He is one of the guys and coach football, but I’m really inter-
I worked for and I think that we have ested in education.
many common leadership traits. I am where I am today because of
gives the students the tools, the back- the great officers and the great enlisted
What is your mission—for yourself and for
ground and the education, and exposes people who I worked for throughout the
the Navy?
them to the best leadership throughout years. I used no magic wand to get to
My mission is to be the best I can be
the organization. It also tries to ensure this point in my career. It was simply
and support our Sailors. My priority to
that its students have the right moral com- from the help and support of all the
my staff is to show up every day wanting
pass and ethics to succeed anywhere and Sailors and knowing when to ask for it.
to make a positive impact on them and
anytime. And taking all that into consid- I recently attended the Sailor-of-the-Year
the Navy. My leadership priorities are for
eration, it continually challenges people to celebration in San Diego and it just sent
the Chief of Naval Operations and for
be better than they thought they could be. chills down my spine being able to talk
developing our future leaders.
with and recognize the talented people
What is your mission within the Navy’s we have in the Navy. I’d like to continue
Briefly, why do you think the Academy
affinity groups? to be able to give that back, whether I’m
continues to produce such top-notch
The affinity groups are a great vehicle in or out of uniform. PDJ
of information and professional develop-
The Academy instills pride and loy-
ment. We all relate differently, especially
alty so that our Sailors can perform in
with the different generations of folks
leadership positions in the Navy and have
in the workforce. So the affinity groups’
rewarding careers afterward. The Academy

Prof iles in Div er s it y Jou r na l March/April 2009 21

Navy Leadership Emphasizes Diversity

Naval Surgeon General

VADM Adam M. Robinson, Jr.

schools were the going to devote my life to music, which is

white schools in a very demanding profession.
the east end of the In college I was the Supreme Court
city. They were Justice for the residence halls association. I
positioned in such knew all the rules and regulations for the
a way that they dormitories. After I finished that position
were well-financed, I was a student representative and
and she knew her defended fellow students who were sent
children needed to the disciplinary board. I never lost a
a college-prep case and everyone though I was on my
school. way to law school. But I went to medical
What was it like for you growing up?
school instead.
I was born in Kentucky in 1950, Did you decide in high school that you
which means I hit elementary school wanted to become a doctor? What was your first job?
in Louisville at the time when the My father was a physician and I had The first paid job I had was deliver-
schools were being desegregated. Omar always thought that I was going to do ing the American Defender, the African-
Carmichael, the superintendent of the medicine and probably be a surgeon. The American paper in Louisville. It came out
schools at the time, was very progres- thing that was most vivid in my mind was every Thursday afternoon and was deliv-
sive and he felt that the public schools in that I was going to college. Any time any- ered to us late Wednesday. So I spent all
Louisville—after the Brown vs. Education one would even suggest to me anything after school on Thursday delivering papers
ruling in 1954—should take the lead and else I would absolutely dismiss it as being to my customers. That was an experi-
desegregate. ridiculous. For me that was solid. I was ence because it was the first time in my
I went to school in Louisville at 5 years going to college, no way around that. life where I witnessed people who always
of age at integrated schools. My mother wanted something but didn’t want to pay
was a great influence during those years. Did you play any sports in school? for it! So I had to work on keeping the
My father was too, but my mother was In high school I played JV football. I books straight for it.
very active with the parent/teachers as- was very interested in it but I broke my
sociation and usually ended up being the wrist. The coaches were real interested What did you do for fun growing up?
president of the PTAs and other parent in having me stay but I decided that I I used to have a bike and my brother
organizations. needed to move on to something a little and I would go 8 or 10 blocks away from
less destructive. So I got involved in sing- home and it was as if I had crossed the
Was there tension from the white families ing. I did a lot of work with choral groups Sahara Desert. It felt like I was so far from
or the white kids at school when they in the area, and did a lot of solo work home. That’s the thing I remember the
started to integrate? with all sorts of oratorical and opera type best while growing up—going on those
Not that I remember, but I was only music. I also played French horn in the rides. I had the kind of childhood where
5 at the time. I do remember that my Louisville and Jefferson County Youth both my parents allowed us to be children.
mother wanted her children to go to the Orchestra for 5 or 6 years. When I got to As I got a little older I became interest-
best schools in Louisville and the best University of Louisville I realized I wasn’t ed in music. It wasn’t like studying for me,

22 Pro f i les i n Di ve rsit y Journal March/April 2009

Vice Admiral Adam Robinson (center),
the 36th Surgeon General of the Navy
and Chief of the Navy Bureau of Medicine, talks
to U.S. Naval Academy midshipmen during the
Benjamin Banneker Awards Gala.
(U.S. Navy photo by Lt. Karen Eifert/Released)

because I always enjoyed music. I enjoyed What was your biggest hurdle in life?

it immensely. Howard Thurman, a 20th century
While I was growing up all five chil- All the experiences that we theologian, described leadership as
dren were very musically inclined. So three things:
when we were growing up we had the have with our families and 1. Know yourself and be comfortable
Robinson quintet play all sort of different with who you are.
musical events. And when people would friends are the things that
2. Be responsible for your actions.
visit we would get our instruments and 3. Be responsible for your reactions.
shape us into who we are.”
play our favorite music. The thing that has helped me the
most, out of all the things that have hap-
Is there anyone who had a big influence on
pened, is to come to terms with and be
you while growing up?
comfortable with who I am. Also, to
Yes, my grandfather George. He was a
understand what my responsibilities are
college graduate back around 1898-1899,
to the people around me. That’s what I’ve
and he was a huge influence on my life.
learned through my parents, through my
How you are raised and what people are
elementary and high school teachers, and
telling you when you are little makes a
as the country changes and as the demo- I really learned that in the Navy because
huge difference when you are growing
graphics of the nation change, the armed of the leadership. The chain of command
up. And I was told I was going to college
forces have to mirror what the nation is. is such a big part of the fabric of the mili-
when I was very little. I also remember
So I think that it’s a strategic imperative tary. But I just didn’t wake up one day
one high school teacher, Mr. Abrams.
of the Navy—and a strategic imperative of and realize I’d learned that. It’s a process
He used to say, “The sky is your limit.
any company—to have a workforce that and one that all of us have to work at.
You can do whatever you want to do.
mirrors our nation. Like tending a garden; you have to work
There is no one stopping you but your
at it in order to get what you need. All the
mind and your willingness to accept less
You are now at the highest rank of surgeon experiences that we have with our families
than you desire.” That was his theme.
general that the Navy allows. Where do you and friends are the things that shape us
What makes you so committed to retaining see yourself once you take the uniform off? into who we are. PDJ
minority officers in the Navy? My wife and I talk often about this
Several reasons: I’m African American. now because I’m getting close to get-
I understand what racial prejudice is. I ting to that moment. First, we’re going
understand what being different is. I un- to look for a place we want to live, but
derstand what being treated differently is. I’m looking to continue contributing to
I understand what being an American is. a university or higher education setting. I
And I understand what service is about. would really like to continue to do work
Because I’ve been a member of the mili- with people with service in some fashion
tary for 32 years, I also understand that or another.

Prof iles in Div er s it y Jou r na l March/April 2009 23

Navy Leadership Emphasizes Diversity

U.S. Second Fleet Commander

VADM Mel Williams, Jr.

populated by mi- ally had to produce and perform above

norities called the my natural ability. A turning point for me
Steward rating, came when I was accepted into the Naval
and another, the Nuclear Propulsion Program. Having been
Commissaryman, accepted at the end of my junior year,
was primarily Admiral Hymen G. Rickover, head of the
populated by program, challenged me to study more
majority enlisted and raise my academic standing. I had to
people. It was his study so many hours per week based on
Who had the most influence on you idea to merge those his request, and that really caused me to
growing up? two ratings together and call it the Mess go to the next level. What I found then
My father and mother were my biggest Management Specialist rating. He was was true focus and I was able look past
influencers. I am a son of parents who able to get it approved through the proper obstacles and distractions. It was then that
raised us very well. They inculcated the channels and it had the effect of almost I was able to retain information easier and
values that I currently have and helped instantaneously providing equal opportu- grasp data and translate it to knowledge.
provide that foundation. nity for all people who served within that
new rating. What was it like for you to be heading
My father was in the Navy, and he
for a career as an officer while your dad
entered in 1951 having graduated from
Was your dad gone a lot during his was enlisted?
a technical high school. He was very tal-
enlistment? My father went on to become a
ented and intelligent, but when he entered
He went on many deployments. His Command Master Chief for a destroyer
the Navy, because of the times, he really
first 17 years were on sea duty, and he tender as his final assignment until 1978.
didn’t have the opportunity to pursue the
spent a lot of time away, so my mother After that, he came to the Naval Academy
things he really wanted to. So he was of-
spent a lot of time with us. But when my and attended my graduation. We saluted
fered the job of a cook, which was typical
father returned he would participate in one another, and, as tradition, I provided
for minorities at that time. He had lots of
our events and was very influential. him with a dollar coin as the first salute
talents but was restricted to the areas he
from a new officer to an enlisted person.
could pursue. But he armed himself with What was the transition like between high I entered as an officer and after that he
a positive attitude, and he rose through school and the Naval Academy? Was there retired. So it was sort of a “passing of the
the ranks eventually making Master something in the academic work load in baton” in our service.
Chief Petty Officer (MCPO), the highest the Academy that you had to adjust to?
enlisted rank in the Navy. I think everyone has a natural ability. Did the Navy encourage you to set goals
And one of the interesting things For me, I got through high school on my and standards right from the start?
my father initiated was a merger of two natural ability. When I transitioned from Yes it did. I believe in a commitment
enlisted ratings. One was predominately high school to the Naval Academy I re- to excellence, which is a common theme

24 Pro f i les i n Di ve rsit y Journal March/April 2009

Vice Admiral Mel Williams, Jr., Commander,
U.S. 2nd Fleet, shakes hands with Retired Rear
Admiral Lillian Fishburne, the Navy’s first female
African American flag officer, after receiving an
award honoring his military achievements during
the Flag Officer Reception in recognition of the
annual Thurgood Marshall Scholarship Fund.
The Thurgood Marshall Scholarship Fund, created
with the support of Justice Marshall in 1993,
provides assistance in the form of merit-based
scholarships to students attending historically
Black public colleges or universities.
(U.S. Marine Corps photo
by Lance Cpl. Andres Lugo/Released)

that I’ve tried to maintain throughout my You were recently awarded the Thurgood

career. What I mean by that is that it’s Marshall Award. Can you explain what
an acronym, ACE—A Commitment to I believe in a commitment to this award is and what it means to you?
Excellence. The “A” is maintaining a posi- The Thurgood Marshall Award is
tive attitude, and I really got that from lis- excellence, which is a common presented to flag and general officers
tening to my father and his friends. They who are selected each year. It’s associated
were faced with many challenges, but theme that I’ve tried to main- with a program that focused on reserve
I never once heard them complain. So I officer training (ROTC) for young
decided to take on maintaining that posi-
tain throughout my career. … people who are considering entering
tive attitude regardless of the circumstanc- My personal commitment has the armed services through college pro-
es that were presented before me. grams. The awards honor officers based
The commitment aspect is a commit- been service to others through on their careers, to provide inspiration
ment to something bigger than self, and to the young people who are consider-
my personal commitment has been service leadership with excellence as ing military service. I was very honored
to others through leadership with excel- to be among the flag and general of-
lence as my standard. Regardless of what my standard” ficers who received the awards. To re-
I do in life I always feel a need to serve ceive an award named after Thurgood
others in some leadership capacity, and Marshall, with his background and his-
to do my very best in that regard. tory, and the impact that he has had on
I established goals and those goals .of the U.S. Submarine Force there have our nation, is truly meaningful.
included becoming an officer and pursu- been seven African Americans who have
had command of submarines.” I suggested What are your plans when you take off
ing the submarine force, primarily because
we call ourselves the Centennial 7, and the uniform? Will you still be involved in
they were the most challenging. My father
it stuck. And each year we attend an event networking with the affinity groups in
used to tell me, “If you’re going to do
called the Black Engineer of the Year the Navy?
something, don’t limit yourself based on
fear of failure, but try to do something Awards, and we invite lieutenants and It’s my passion serving and I’ll con-
that you think you’ll enjoy and something midshipmen interested in the submarine tinue to do that and help out were I can.
that is challenging and exciting.” force and the Nuclear Propulsion Program I’ll continue to remain tied to the Navy
to sit in while we share our experiences. and to help young people. With respect to
What is your affiliation with the We have the opportunity to be open and employment, I will certainly consider any-
Centennial 7? talk about the good, the bad, and the ugly, thing that aligns with my passion: Service
The year 2000 was the centennial of with the idea of providing them with to others through leadership. PDJ
the U.S. Submarine Force. Working with insights that might help them as they
the other six members, we talked about it pursue their careers in the Navy.
and said, “Basically, in the first 100 years

Prof iles in Div er s it y Jou r na l March/April 2009 25

Navy Leadership Emphasizes Diversity

Naval Inspector General

VADM Anthony L. Winns

Florida Council ized I was behind my white counterparts.

of Boy Scouts. Because I’d already taken pre-algebra in
We were inter- junior high, I doubled up with geometry
viewed by an all and skipped Algebra 1, and got back on
white council of the college-prep program.
scout masters and
I remember that Were your parents major influencers in
distinctly in my your life?
mind. On the My mother was mostly. She was a
bus it was just the school teacher. She worked hard during
Can you give a little history of your back-
three from Troop 193 and the rest were the day and she taught adult education at
ground—where you grew up and what life
white boy scouts, and we got along fine. night. So she gave back to the community.
was like then?
The next significant experience with In those days the teachers didn’t make a
I grew up in Jacksonville (Florida) and
whites was in ninth grade, my last year whole lot of money. My mom and dad
I attended segregated schools until high
of junior high school. Duval County worked full time and I saw them struggle
school. In those days, I remembered using
integrated their teachers. Fifty percent to make ends meet. So I thought if she
what we called “hand-me-down” books.
white teachers came to my junior high can do what she’s doing to provide for me
We didn’t have new textbooks. Sometimes
school and taught us. That was the first and my brother, surely I can do my part.
we had books with pages torn out. I didn’t
time I had had a white teacher and they I distinctly remember her going to Florida
realize what I was truly missing until I got
took about 20 of us out of the classroom A&M University between my 5th and 6th
to high school and started receiving brand
and taught us pre-algebra. I was good in grade years to get her master’s degree. One
new textbooks. Until then, I thought that
math, but in ninth grade only a select few summer she took me with her, and that
was the way it was.
were taught it. experience stands out as a highlight as to
In my early childhood I remember
how hard she worked and how motivated
signs on restaurants and bathrooms that
When do you think you first started devel- she was to be successful in life.
read “colored-only” or “whites-only.” I
oping your leadership traits?
remember going downtown with my mom Did your mom have a philosophy or
It was a combination of several things
and water fountains were for colored only words of wisdom which really stand out
but it probably started in high school. I
or whites only. So I grew up with that. in your mind?
was in the band for 3 years, played varsity
That was my early childhood experience. She didn’t say these words exactly,
basketball for 3 years, and was captain of
The first time I really had signifi- but I heard this at a retirement ceremony
the team. Academically, I was never really
cant integration with whites was when and it reminded me of her. She showed
in harm’s way. I excelled in all subjects,
I was selected to go to the National Boy me and conveyed to me on a daily basis:
but math was my favorite. In 10th grade,
Scouts Jamboree in Idaho. Three African “Do as much as you can for as many
when I got to high school, I didn’t have a
American boys from my scout troop were people as you can for as long as you can.”
math class because of the scheduling. So
selected to interview with the Northern And that’s how she lived her life.
when I started my 11th grade year I real-

26 Pro f i les i n Di ve rsit y Journal March/April 2009

Vice Admiral Anthony Winns takes time
to congratulate high school student
Alexandra L. Lyday for being recognized as
the Pre-College Initiative Female Student of
the Year while at the National Society of Black
Engineers held in Las Vegas from March 25-29.
Winns is a strong proponent of mentorship and
mentors African American youth and service
members whenever possible.
(Photo by Lt. Karen E. Eifert)

Can you describe your transition between What is your role in the Navy’s
high school and the Naval Academy? affinity groups and how does that role
In high school I was an All-American Do as much as you can for impact you?
basketball player. In my neighborhood I think it’s very important that I give
as many people as you can
growing up everyone thought they were back to the community and create a path
going to be the next Earl-the-Pearl (Earl for as long as you can. …My for others who come behind me. I have
Monroe) or Walt Frazier. And since I made it a point in my career to help oth-
had excellent grades I had lots of offers. success lies in the success of ers. I was speaking on African American
In 1973, someone from the Naval History in Japan and got asked a question
Academy came to my high school and those I’ve worked for, and I’m about my success. My success lies in the
spoke to the students. When I heard him success of those I’ve worked for, and I’m
most proud of those that I’ve
I thought, “Wow! The Academy sounds most proud of those that I’ve created an
great. Great academics, physical training created an opportunity for.” opportunity for.
and basically a well rounded education.” I’m also a lifetime officer of National
In my mind it would be different than Naval Officers Association, and I founded
going to Harvard or Princeton, which What does your job of Naval Inspector
the Black Studies Club to enhance and
would be purely academic. So I applied General entail?
take a look at the proud African History.
to my congressman and got the principal My mission is to inspect and inves- I routinely mentor minorities on what it
nomination to the Naval Academy. tigate any matters of importance to the takes to make sure they get to the next
Department of the Navy. We do inspec- level and continue to focus on what it
What was the first year at the Naval takes to get there.
Academy like? tions on commands and we look to make
That’s an interesting question, because sure they are in compliance with the Navy. How did you feel when you first became a
I didn’t have good study habits in junior We also inspect the quality of life for navy Flag Officer? Your mother was such a pro-
high and high school, because that part personnel and their families, and we do ponent of education, but she never got to
was fairly easy for me. The first semester special focus studies. For example, with see you make this accomplishment.
at the Naval Academy I realized the the financial crisis we find ourselves in My mother passed when I was a lieu-
professors didn’t tell us everything we now we might want to know the financial tenant junior grade in 1978. She was very
needed to know, and I had to get the health of our Sailors. Can they sell their young, only 48 years old. As I progressed
other information on my own. It was a homes when we order them to go from through the ranks I thought my mom
rather rude awakening. I also wasn’t quite one duty station to another? What about would be proud of me. When I put on
prepared for the military nature of what the Sailors that are renting homes and the my first star, that one was hard. Once I
I was getting into. There is more that you landlord goes into foreclosure? How are put on that uniform I looked straight up
are required to do at the Academy than we taking care of our Sailors when they to the sky and thought—If mom could
time you have to do it. So I had to learn come back from the war? see me now. PDJ
how to prioritize.

Prof iles in Div er s it y Jou r na l March/April 2009 27

G l ob al

Diversity & Inclusion:
Global Diversity & Inclusion is critically important in today’s business operations
and practices. As companies expand globally, they must understand the different
paradigms, programs, values, and ways of life that exist around the world.
Leading companies will create diversity strategies that reflect these unique
factors present in all countries and cultures. We asked diversity leaders from
Cisco and Royal Dutch Shell what they have learned.


Marilyn Nagel
Global Inclusion and Diversity

What diversity efforts and adjustments are (or were) • A cross-cultural team approach is utilized at every stage
necessary for your organization to take its people and/ from planning through execution, so that we take
or products overseas?
local cultural differences into account throughout the
Cisco established a global Inclusion and Diversity program life cycle.
Council with executives that represent all geographies. By placing local diversity leaders in geography, we
This council sets the vision and strategy for Cisco glob- eliminated earlier challenges.
ally. We also put in place an I&D lead in each theater
who is part of the senior leadership team for the region What do you (or did you) have to do to obtain buy-in
and is part of the global I&D extended team. The I&D from senior management in order to make your global
diversity program a success?
leads participate in program development and ensure
Since our theater diversity leaders report to the senior
that programs, processes, and policies are relevant in
leader and sit on the leadership team in their geography,
their theater. While our vision and strategy are the
they ensure the global program is a success. They keep
same regardless of location, we localize programs and
I&D top-of-mind, provide input on key local decisions
develop activities to meet local needs. Our metrics also
that may have a diversity pivot, and are the voice of
reflect regional differences. For example, Cisco measures
I&D in the theater.
ethnicity in the U.S. but not outside the U.S. with the
exception of Canada where we use their classification What is or was the most interesting experience or
(people of color). development that your organization encountered
during this global transition?
What challenges do you (or did you) have while As the I&D community, it is critical that we “model”
implementing this change?
inclusiveness in our work. That has to include cultural
When Cisco began our diversity journey the programs
differences and local relevance and focus. So, while our
and policies were driven by a U.S. based team and we
vision and strategy can be universal across our enterprise,
received a lot a feedback that they were not relevant.
we have to consider every aspect of what we deliver from
Some of the changes we have made include:
other cultures. One example of learning came from our
• Encouraging program development from other
using actors with U.S. accents in a diversity training
program. We learned that takes away from the value of
• U.S. based development teams always include
the program when used by employees overseas. PDJ
diversity leads for other geographies,

28 Pro f i les i n Di ve rsit y Journal March/April 2009

What We Have Learned…

When shifting from a U.S. to a global context on activities to one that is fully
the issue of Diversity & Inclusion, three elements are integrated and embedded as a
extremely important: part of Shell’s overall Human Shell
1 Your focus needs to remain on how D&I is an enabler to Resources Functional Plan and
the business. The activities you initiate, the processes and People Standards. This con-
systems you look to influence, must have a link to the ultimate nection has led to numerous
success of the enterprise. opportunities to influence sys-
tem and process changes in
2 It’s important to have a set of definitions and tools that
can easily translate across borders. For us, it was impor-
tant to have definitions that provided a clear picture of what
attraction, recruitment, devel-
opment and advancement of
was meant by these terms that would resonate with employees under-represented groups on a
across the organisation. At Shell, the iceberg has been a univer- global scale. Another develop-
sal way of describing diversity as “all the ways we’re different” ment is a move to having D&I
and acknowledges that these differences impact who we are as linked in with strategic inter- Josefine van Zanten
employees as well as whom our customer base and other exter- vention projects. The most re-
nal stakeholders are. cent example is associated with Global Head of
our Gas & Power business in Diversity and Inclusion
3 An important issue for effective global implementation
is a shift in mindset. It cannot be about exporting a U.S.
mindset around D&I, with its unique history and sets of laws
Qatar. Construction of the
world’s largest Gas To Liquids
(GTL) plant is a major step towards meeting the world’s grow-
that govern the area of equal opportunity. Instead it must look
ing demand for cleaner energy. More than 40,000 workers from
from the lens of a business that is structured globally and oper-
more than 50 nations currently work on a building site almost
ates across regions, nationalities, and generations with various
the size of New York’s Central Park. The leadership recognised
histories, societies, and cultural differences that must be melded
the teamwork and communication challenges across cultures in
together for the organisation to thrive. If organisational lead-
this project and asked the D&I Practice for assistance. Through
ers and employees see D&I efforts as nothing more than an
a collaboration between D&I and Learning and Organizational
exporting of U.S. equal opportunity, they will incur significant
Effectiveness, a workshop was designed to meet the particular
challenges associated with this enormous undertaking. We
Over the last decade, some of the greatest challenges have continue to seek strategic intervention opportunities where the
been the continuing need for leadership to communicate the value of D&I as a business enabler is clearly present.
fact that D&I is not just a nice thing to do but essential for
This is a long journey and to reach our goals we need to
the long-term health of the business. Shell’s senior leadership
constantly review progress and work to drive D&I values.
firmly believes this, and they are committed to sharing and
Given the dedicated resources we have committed to D&I
embedding D&I values across the whole business. Key chal-
around the world, and the strong support of our senior leaders,
lenges to this commitment occur when a business goes through
Shell is well placed to meet the challenge.
a difficult patch, or when leadership changes occur. Over the
last decade, Shell has experienced both of these and will again As we are in turbulent economic times, I encour-
later this year when we will once again see a passing of the age all D&I professionals to seek reinforcement from their
baton at the CEO level. Fortunately, we know the handoff will senior leaders to stay the course and view this period as an op-
be seamless with respect to D&I, which allows us to stay the portunity to use D&I in response to the current business chal-
course and sustain our activities with minimal adjustments to lenges. As effective change agents, we must adapt to the current
our priorities and plans. conditions, support our leaders through these times, and adapt
our programs and activities to meet today’s reality, while staying
One development I would like to highlight is the transition
true to the core principles that underpin our work. PDJ
from having D&I as a separate and distinct set of objectives and

Prof iles in Div er s it y Jou r na l March/April 2009 29

Diversity &Inclusion
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.

© Eastman Kodak Company, 2008

We are proud to present the Profiles in Diversity Journal 2008 Diversity Leader Award to
the following companies and businesses who have taken the time in 2008 to share their voic-
es and stories with our readers. We recognize and celebrate these leaders who have a lot to say about diversity, and have said
it in three or more issues in 2008! Their experiences in the world of Diversity and Inclusion serve as a beacon to others, and this
award serves as a proclamation of their own commitment to diversity. Congratulations!

Aflac Burger King Corporation KPMG LLP Rohm and Haas Company
AIMD Catalyst Lockheed Martin Royal Dutch Shell
Allstate Chevron MGM MIRAGE SHRM
ArvinMeritor, Inc. Comcast New Jersey DEP Sodexo
AXA Equitable Life Insurance Co. Deloitte LLP New York Life Insurance Co. UnitedHealth Group
Bank of America Eastman Kodak Company PepsiCo Wal-Mart Stores, Inc.
Bank of the West Ford Motor Company Pfizer Inc Waste Management, Inc.
Bausch & Lomb Hallmark Cards, Inc. Pitney Bowes Inc. WellPoint, Inc.
The Boeing Company Ivy Planning Group, LLC Reliant Energy Inc.

Aflac Incorporated
Headquarters: Columbus, Georgia
Web site:
Primary Business:
Voluntary benefits sold at the worksite
(i.e. Accident, Short-Term Disability,
Cancer, Life, etc.).
Year Established: 1955
Daniel P. Amos Employees: 4,400 Brenda Mullins
Chairman & CEO Second V.P., HR, Diversity Officer

American Institute
for Managing Diversity, Inc.
Headquarters: Atlanta, Georgia
Web site:
Primary Business:
Diversity management research, public
outreach programs, education, tools,
and resources.
Year Established: 1984
Employees: 6 (over 30 diversity expert
Melanie Harrington partners including an Alliance with the Beth Cole
President Diversity Collegium ) Program Manager for the
Diversity Leadership Academy®

Prof iles in Div er s it y Jou r na l March/April 2009 31


Allstate Insurance Company

Headquarters: Northbrook, Illinois
Web site:
Primary Business:
The nation’s largest publicly held personal
lines insurer.
Year Established: 1931
Employees: Approximately 38,000
Thomas J. Wilson Anise Wiley-Little
Chairman, President & CEO Chief Diversity Officer

ArvinMeritor, Inc.
Headquarters: Troy, Michigan
Web site:
Primary Business:
Premier global supplier of a broad range
of integrated systems, modules and
components to the motor vehicle industry.
Year Established: 1909
Charles G. “Chip” McClure Employees: 19,000 Vernon G. Baker, III
Chairman, CEO & President Senior Vice President & General Counsel

AXA Equitable Life Insurance Co.

Headquarters: New York City
Web site:
Primary Business:
Life insurance, annuities and investment
products and services.
Year Established: 1859
Employees: Over 11,000 employees
Christopher M. “Kip” Condron and sales personnel Tracey Gray-Walker
Chairman & CEO Senior Vice President &
Chief Diversity Officer

32 Pro f i les i n Di ve rsit y Journal March/April 2009


Bank of America
Headquarters: Charlotte, North Carolina
Web site:
Primary Business: Financial institution,
full range of banking, investing, asset
management and other financial and risk-
management products and services.
Year Established: 1784
(as Massachusetts Bank)
Kenneth D. Lewis Geri Thomas
Chairman, CEO & President Employees: More than 240,000 SVP, Human Resources, and Global
Diversity and Inclusion Executive

Bank of the West

Headquarters: San Francisco, California
Web site:
Primary Business: Banking (personal
and commercial checking, savings, loans,
investment and trust services).
Year Established: 1874
Employees: 10,438
Michael Shepherd Angie Perez
President & CEO EEO and Corporate Diversity Manager

Bausch & Lomb

Headquarters: Rochester, New York
Web site:
Primary Business:
Contact lenses, medical devices, lens
care, pharmaceuticals and cataract and
vitreoretinal surgery.
Year Established: 1853
Gerry Ostrov Employees: Approximately 10,000 Clay Osborne
Chairman & CEO employees worldwide Vice President, responsible for corporate
staff and talent management, including
executive staffing diversity and B&L University

Prof iles in Div er s it y Jou r na l March/April 2009 33


The Boeing Company

Headquarters: Chicago, Illinois
Web site:
Primary Business:
Commercial jetliners, military aircraft,
rotorcraft, electronic and defense systems,
missiles, satellites.
Year Established: 1916
W. James McNerney Employees: Approximately 160,000 Joyce E. Tucker
Chairman, President & CEO Vice President, Global Diversity &
Employee Rights

Burger King Corporation

Headquarters: Miami, Florida
Web site:
Primary Business:
Fast food hamburger restaurant.
Year Established: 1954
Employees: 27,000 employees in the U.S.

John W. Chidsey Robert Perkins

Chairman & CEO Vice President, Inclusion &
Talent Management

Headquarters: New York City
Web site:
Primary Business:
Research, advisory services, benchmarking.
Year Established: 1962
Employees: 70+

Ilene H. Lang Jennifer Daniel-Davidson

President & CEO Chief Financial Officer & Vice President,
Finance, HR & Administration

34 Pro f i les i n Di ve rsit y Journal March/April 2009



At UnitedHealth Group, diversity isn’t just a corporate buzzword. It’s the way we work, and it
comes through in everything we do. From the high-performing people we hire, to the health
care services we provide, we advocate the possibilities of unique thinking.

We’ve become a Fortune 25 company by creating an inclusive environment fueled by

innovative ideas. Our employees have diverse cultural backgrounds, beliefs, perspectives,
and lifestyles. But they all have one thing in common – their ability to excel.

Right now, we’re working to build the health care system of tomorrow. One that will work
better for more people in more ways than ever.

A goal with this kind of magnitude requires the brightest, most forward-thinking minds
around. We have them here. And they’re making a difference.

Make your mark of distinction at

Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V.

UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. © 2009 UnitedHealth Group. All rights reserved.

Chevron Corporation
Headquarters: San Ramon, California
Web site:
Primary Business:
Year Established: 1879
Employees: 60,000

David O’Reilly Carole A. Young

Chairman & CEO General Manager, Global Offices
of Diversity and Ombuds

Comcast Corporation
Headquarters: Philadelphia, Pennsylvania
Web site:
Primary Business:
Cable, internet and phone communications.
Year Established: 1963
Employees: 100,000

Brian L. Roberts David L. Cohen

Chairman & CEO Executive Vice President and
Chief Diversity Officer

Deloitte LLP
Headquarters: New York City
Web site:
Primary Business:
Professional services organization, providing
audit, risk management, tax, consulting and
financial advisory services.
Employees: 44,375 (as of the fiscal year
ending May 31, 2008)
Barry Salzberg Allen Thomas
CEO Chief Diversity Officer and National
Managing Partner, Partner Services

36 Pro f i les i n Di ve rsit y Journal March/April 2009


Eastman Kodak Company

Headquarters: Rochester, New York
Web site:
Primary Business:
Digital imaging, photography, and printing
Year Established: 1880
Employees: 24,400 employees worldwide
Antonio M. Perez Essie L. Calhoun
Chairman & CEO Chief Diversity Officer, Director of
Community Affairs, and Vice President

Ford Motor Company

Headquarters: Dearborn, Michigan
Web site:
Primary Business:
Global automotive industry leader.
Year Established: 1903
Employees: 213,000

Alan Mulally Kiersten Robinson

President & CEO Director, HR Strategy, Leadership
Development and Inclusion

Hallmark Cards, Inc.

Headquarters: Kansas City, Missouri
Web site:
Primary Business:
Greeting cards and related products.
Year Established: 1910
Employees: 16,000 full time)

Donald J. Hall, Jr Vickie Harris

President & CEO Director of Corporate Diversity

Prof iles in Div er s it y Jou r na l March/April 2009 37


Ivy Planning Group, LLC

Headquarters: Rockville, Maryland
Web site:
Primary Business:
Diversity strategy, consulting and training
services and products.
Year Established: 1990
Employees: 20+
Janet Crenshaw Smith Gary A. Smith
President & Co-Founder Co-founder & Senior Partner

Headquarters: New York City
Web site:
Primary Business:
Big Four Accounting firm providing audit,
tax, and advisory services.
Employees: 21,000 U.S.
John Veihmeyer, CEO
Timothy P. Flynn Angela L. Avant
Chairman Partner in Charge, Diversity

Lockheed Martin
Headquarters: Bethesda, Maryland
Web site:
Primary Business:
Global security.
Year Established: 1995
Employees: 146,000

Robert J. Stevens Geeth Chettiar

Chairman, President & CEO Vice President, Diversity and EEO

38 Pro f i les i n Di ve rsit y Journal March/April 2009

Bring It Monica, Verizon Telecom
At Verizon, we want you to bring your diverse talents,
experiences, backgrounds, and viewpoints to work. It’s
your smarter, bolder, and faster ideas that will move our
business forward at the speed of FiOS! Bring it in and
bring it on – bring your diversity to work at Verizon.

At Verizon, we’re changing the way the world lives, works

and plays. We open doors to opportunities and rewards that
rival your ambition. From having the most reliable network,
to the outstanding service we provide our customers, to our
unparalleled FiOS technology, we’re dedicated to being the best
at what we do. Whether your interests lie in sales, marketing,
finance, IT, HR, customer service, engineering, or operations,
we offer careers as ready as you are.

Careers For Everything You Are
Verizon is an equal opportunity employer, m/f/d/v.

Headquarters: Las Vegas, Nevada
Web site:
Primary Business:
Year Established: 2000
Employees: 60,000
James Murren Punam Mathur
Chairman & CEO Senior Vice President of Corporate
Diversity and Community Relations

New Jersey Department of

Environmental Protection
Headquarters: Trenton, New Jersey
Web site:
Primary Business:
Environmental protection.
Year Established: April 22, 1970—on
America’s first official Earth Day
Employees: 3,000
Mark N. Mauriello Ved P. Chaudhary, Ph.D.
Commissioner Assistant Commissioner

New York Life Insurance Company

Headquarters: New York City
Web site:
Primary Business:
The largest mutual life insurance company
in the United States.
Year Established: 1845
Employees: 8,830 (domestic)
Ted Mathas as of January 1, 2009 Lance A. LaVergne
President & CEO Vice President & Chief Diversity Officer

40 Pro f i les i n Di ve rsit y Journal March/April 2009


PepsiCo, Inc.
Headquarters: Purchase, New York
Web site:
Primary Business: Food and beverage.
Year Established: 1919
Employees: 198,000 associates worldwide

Indra Nooyi Ron Parker

Chairman and CEO, PepsiCo SVP and Chief Global Diversity
and Inclusion Officer

Pfizer Inc
Headquarters: New York City
Web site:
Primary Business:
Year Established: 1849
Employees: Approximately 81,900

Jeff Kindler Karen Boykin Towns

CEO & Chairman of the Board Chief Diversity Officer

Pitney Bowes Inc.

Headquarters: Stamford, Connecticut
Web site:
Primary Business:
Mailstream technology.
Year Established: 1920
Employees: 35,000

Murray Martin Susan Johnson

Chairman, President & CEO Vice President, Strategic Talent
Management and Diversity Leadership

Prof iles in Div er s it y Jou r na l March/April 2009 41


Rohm and Haas Company

Headquarters: Philadelphia, Pennsylvania
Web site:
Primary Business:
Specialty materials.
Year Established: 1909
Employees: 16,500 (Worldwide)

Raj Gupta Stacey Adams

Chairman & CEO Chief Diversity Officer

Royal Dutch Shell

Headquarters: The Hague, Netherlands
Web site:
Primary Business:
Year Established: 1907
Employees: 102, 000

Jeroen van der Veer Josefine van Zanten

Chief Executive Global Head, Diversity & Inclusion

The Society For

Human Resource Management
Headquarters: Alexandria, Virginia
Web site:
Primary Business:
Human resource management.
Year Established: 1948
Employees: 349

Laurence (Lon) G. O’Neil Shirley A. Davis, Ph.D.

President & CEO Director of Diversity & Inclusion Initiatives

42 Pro f i les i n Di ve rsit y Journal March/April 2009


Headquarters: Gaithersburg, Maryland
Web site:
Primary Business:
Integrated food and facilities management.
Year Established: 1966
Employees: 125,000 in North America,
355,000 Globally
George Chavel Dr. Rohini Anand
President & CEO Senior Vice President
& Global Chief Diversity Officer

Wal-Mart Stores, Inc.

Headquarters: Bentonville, Arkansas
Web site:
Primary Business:
Year Established: 1962
Employees: 2.1 million worldwide
(including1.4 million in the U.S.)
Mike Duke Charlyn Jarrells Porter
President & CEO SVP & Chief Diversity Officer

Waste Management, Inc.

Headquarters: Houston, Texas
Web site:
Primary Business:
Comprehensive waste and
environmental services provider.
Year Established: 1968
Employees: Approximately 45,000
David Steiner Jay Roman
CEO SVP of Human Resources,
Chief People Officer

Prof iles in Div er s it y Jou r na l March/April 2009 43


WellPoint, Inc.
Headquarters: Indianapolis, Indiana
Web site:
Primary Business:
Health benefits.
Year Established: 2004
Employees: 42,000

Angela Braly David Casey

President & CEO Vice President & Chief Diversity Officer

UnitedHealth Group
Headquarters: Minnetonka, Minnesota
Web site:
Primary Business:
Diversified health and well-being.
Year Established: 1977
Employees: 75,000
Stephen J. Hemsley, President & CEO
Lori Sweere, EVP Human Capital

If you would like to be a Diversity Leader in 2009, you just need to take the time to share your voice and stories with our readers.
Contact Damian Johnson for editorial opportunities in 2009 ( PDJ

44 Pro f i les i n Di ve rsit y Journal March/April 2009

© 2008 Lockheed Martin Corporation


T H E R E I S O N E I M P O R TA N T W O R D : H O W.

Diversity. It’s not a goal. It’s a necessity. When facing down the most important projects in the world, you need
fresh ideas. And unique perspectives. Delivering the most complete answers to solve complex problems is all a
question of how. And it is the how that makes all the difference.
thought thProfiles in Diversity Journal
has been bringing you the

ideas, opinions and profiles of leaders in the field of Diversity & Inclusion for 11 years. As we enter
our second decade of publishing, we are met with an economy that is causing more and more travel
budgets to be cut and we believe conference attendance will be down substantially. In response,
we invited prominent diversity thought leaders to share the latest thinking regarding the workforce
diversity and inclusion topics with which they are most active.
Consider this our way of bringing the conferences to you, even if you are confined to your cubicle
for the near future.

houghtleaders thoughtleaders thoughtleaders thoughtleaders thoughtleaders

Embracing Multiple Generations

in the Work Force
By Dr. Rohini Anand
Senior Vice President & Global Chief Diversity Officer


In the workplace, Sodexo also developed a Work/Life Effectiveness Steering

generational differences in Committee responsible for examining and making recommenda-
values, ideas, and commu- tions regarding the quality of work life for Sodexo employees.
nication methods can affect A subcommittee focused on the mature workforce as well as in-
everything from recruit- tergenerational issues. In addition, this subcommittee created an
ing and team building to online toolkit to celebrate May as “Older Americans Month.” The
productivity, morale, and retention. Developing strategies for Steering Committee successfully recommended several initiatives
effective cross-generational communication can ultimately for implementation.
eliminate confusion and misunderstandings and help create an Mentoring is also a strong component to influence generational
environment where employees of all generations feel engaged, understanding and appreciation. Through its Spirit of Mentoring
challenged, and fulfilled. initiative, Sodexo encourages employees to learn from each other
For the first time in our country’s history there are four distinct by sharing knowledge, experiences, and best practices.
generations working side by side: Traditionalists, Baby Boomers, In addition, Sodexo recently announced the formation of
Generation X, and Generation Y. Each generation relies on unique a new Intergenerational Employee Network Group, i-Gen.
attitudes, behaviors, expectations, and motivational factors. The i-Gen Network Group will create an environment in which
At Sodexo this means acknowledging differences and recognizing generational differences are understood, appreciated, and lev-
that education and awareness are important tools in creating a eraged. It will also enhance understanding of employee and
cohesive and mutually satisfactory work environment. organizational needs based on the different generations, as well
With this in mind Sodexo created the Generations in the as provide an opportunity for the reciprocal transfer of knowl-
Workplace learning lab. This interactive and informative learning edge between employees of different generations. Employees of
lab provides participants with guidelines to better understand all generations will have the opportunity to create a dialogue
each generation’s values, beliefs, and behaviors in the workplace. and discuss their differences and similarities and then focus on
Participants also practice skills to bridge generational differences team cohesiveness.
in communication style for more effective communication across The most successful companies continually seek opportunities
generations. By the end of the session, participants are able to to let every generation be heard. By focusing on and encourag-
identify key traits of each generation, describe how generational ing the professional contributions of all employees, we can help
differences can shape workplace behavior and interactions, and close the generational gap by offering ways for each generation to
identify ways to adapt communication styles. recognize their strengths and value to all colleagues. PDJ
46 Pro f i les i n Di ve rsit y Journal March/April 2009
hought o
diversity f
What’s Important
What Works

(and What Doesn’t)
What’s Going On
thoughtleaders thoughtleaders thoughtleaders thoughtleaders thoughtleaders

It’s Not What You Say,

It’s How You Say It That Really Matters
By Sharon Barnes
Principal and Head of Corporate Diversity


We all were raised with the understanding that “it’s The times in which we
not what you say, it’s how you say it” or “it’s not what you do, live will no longer allow us
it’s how you do it.” Never has this concept been more impor- to be oblivious to our im-
tant than it is now as we all strive to hire and retain the best pact on others. Leadership
and the brightest. The little things we say and do—and how in the 21st century requires
we say and do them—will make all the difference. new competencies. Along
Microinequities—the subtle messages we send to people with our basic requirements to implement strategy, bring
that can make them feel valued or devalued—were a new projects to conclusion, and get the job done, we must now
concept for me when I learned about them just a few years be concerned with how we make the people working with
ago. I have experienced microinequities in my personal and and for us feel. We must engage in new ways, be authentic,
professional life, but I never had a name for them or words find common ground with those who are often very different
for how they made me feel. Microinequities reveal them- from ourselves, and use engagement as a tool to influence
selves in gestures, headshakes, facial expressions, and body and motivate.
language. They also manifest themselves in the tone of voice In his book Micromessaging, author Stephen Young tells
or patterns of speech we use in conversation, possibly leaving us that “unaddressed microinequities accumulate, wear
others questioning themselves. Microinequities occur when down, and infect an otherwise healthy self-esteem.” The use
the speaker’s countenance does not match the words he or of supportive micromessaging “positively improves work per-
she is speaking. formance and morale and fosters organizational success.”
In today’s business environment, it is more critical than Let’s all commit to becoming aware of who we are, what
ever to be “in relationship” with the people we manage or in- we do, and how we communicate to ensure that each em-
teract with. We know the data shows that people don’t leave ployee maximizes his or her gifts and talents for the common
companies; they leave managers. Having this knowledge good and for company success. PDJ
requires that we accept greater personal accountability as
leaders in our interactions with staff to ensure they feel val-
ued, respected, and motivated. We must be sure that what we
say and do matches the way we say and do things.

Prof iles in Div er s it y Jou r na l March/April 2009 47

thoughtleaders thoughtleaders thoughtleaders thoughtleader
Collaborating Across Cultures to Break
Down Barriers for Women in Business
By Tisa Jackson
Vice President of Diversity and Inclusion

Union Bank, N.A.

At the end of her which we are partnering is by collaborating on exchange programs

campaign for the nation’s aimed at supporting the advancement of women, both in the U.S.
highest office, Senator and in Japan.
Hillary Clinton focused at- To understand just how different these two cultures are, con-
tention on the importance sider the World Economic Forum’s overall 2008 Global Gender
of elevating more women to Gap Index, which ranked the U.S. number 27 and Japan number
leadership roles in our society: “Although we weren’t able to shatter 98 among a total of 130 nations. The index examines how coun-
this highest, hardest glass ceiling this time, thanks to you it’s got tries are dividing resources and opportunities between their male
about 18 million cracks in it, and the light is shining through like and female populations.
never before,” she told her supporters. Tatebe says Japan is at a crossroads today; companies are rec-
We have, indeed, come a long way. Yet few would deny we ognizing the importance of initiatives to promote gender diversity,
still have a long way to go—not only in the U.S., but in many but they are just beginning to develop strategies to bring about
other countries where companies are realizing that their ability change. And they need role models to help women see that they
to compete globally depends upon their success in recruiting and can succeed in their own way, adapting rather than adopting the
promoting exceptional leaders from a diverse talent pool. prevailing, male-dominated business model.
My colleague, Hiroko Tatebe, has taken on the challenge of As a longtime diversity leader, Union Bank provides a number
increasing gender diversity in her native Japan. The former bank- of role models who can help motivate women in Japan to aim for
ing executive is executive director of the Los Angeles-based Global senior positions. For six consecutive years, Union Bank topped
Organization for Leadership Diversity (GOLD), which she found- all other banks in Fortune magazine’s annual list of “America’s

ed to promote global gender diver-
sity and to foster mentoring rela- Japan is at a crossroads today; companies are recognizing the
tionships among female leaders in-
ternationally—starting with Japan importance of initiatives to promote gender diversity, but they are
and the U.S. She is also a founding just beginning to develop strategies to bring about change.
member of Global Enhancement
of Women’s Executive Leadership
(GEWEL), the sister organization
Hiroko Tatebe
Executive Director of GOLD

of GOLD in Tokyo that helps
Japanese businesswomen develop their leadership abilities. 50 Best Companies for Diversity.” Women currently comprise
“A larger pool of well-trained and -supported women leaders is 63 percent of the bank’s workforce and are very visible in senior
essential to meet the challenges of the 21st century global econo- leadership roles. It is exciting to note that BTMU is moving in this
my,” Tatebe says, noting that there is a direct link between profit- direction. Women currently comprise 40 percent of its workforce,
ability and diversity. “Despite gains in leadership diversity, women and in 2006 the bank established an Equal Partnership Office that
remain perhaps the world’s most under-utilized resource.” is working to further increase the number of women employees
In my role as vice president of diversity and inclusion at Union and managers.
Bank, and as an advisor to GOLD, I have seen the benefits that
can come from sharing knowledge and experiences across cultures Networking Opportunities for Women Leaders
as we work to increase leadership opportunities for women in Both Union Bank and BTMU are committed to continuous im-
business. provement in this arena, and they are combining forces in ways
Union Bank, one of the largest regional banks in the U.S., is that demonstrate how partnering across cultures can advance ef-
now wholly owned by Japan’s largest commercial bank, The Bank forts to increase diversity and inclusion.
of Tokyo-Mitsubishi UFJ, Ltd. (BTMU). The two companies One example of how we are working together is a Women’s
completed a privatization last November, and one of the ways in Leadership Group luncheon that Union Bank held on June 6,

48 Pro f i les i n Di ve rsit y Journal March/April 2009

rs thoughtleaders thoughtleaders thoughtleaders thoughtleaders t
2008, to recognize our senior women executives for their con- were thrilled about offering a platform for women business leaders
tributions to the company’s success. Nearly 100 leaders gathered to empower each other.
in Los Angeles to meet their peers, make personal connections The types of events organized by GOLD and GEWEL offer a
and receive thanks from CEO Masaaki Tanaka. Tanaka’s presence valuable combination of information, inspiration and support for
made an important statement about how much the bank values companies in the U.S. and Japan that are committed to transform-
the individual and collective contributions of women to the bank’s ing their corporate culture.
A speaker at the event was Hatsue Suzuki, general manager of Key Diversity and Inclusion Elements
BTMU’s Equal Partnership Office. “In Japan, there is a history It’s an exciting time to work in this field, particularly within a
of men being responsible for generating income while women company that is developing systems, processes and programs to en-
stay home to raise their family,” she told the luncheon attendees. sure that diversity and inclusion strategies will be implemented at
“Many women graduated and started working in their twenties, all levels of the organization to improve business results. Following
but typically stopped working to marry and raise children.” are a few of the elements that I believe are essential to the business
She added that today, fewer Japanese women are leaving the of successful diversity and inclusion:
workforce during their child-rearing years and more of those who • Integrate into business. Make diversity and inclusion an in-
do are returning to their jobs. She stressed that BTMU is com- trinsic part of your corporate culture and practices. Diversity is
mitted to increasing the number of women in leadership positions one of Union Bank’s most closely held values. It’s a top priority
as well as implementing work-life balance policies that encourage in everything we do, from recruiting employees and managers
women with families to continue their careers. to selecting vendors and reaching out to customers.
The response to this event was overwhelmingly positive, and • Engagement at all levels. Union Bank has a corporate diversity
we plan to continue organizing initiatives and events that bring council of the top senior executives from all business units that
our women leaders in the U.S. and Japan together so they can sup- partners with Diversity and Inclusion in creating the goals to
port and learn from each other to help achieve business goals. increase and leverage diversity among employees, customers,
and service providers.
Executive Visits • Create a two-pronged approach. Develop specific strategies
Union Bank has a number of high-level women leaders— for meeting the goals through initiatives, processes and pro-
more than 100 at the senior vice president level or higher— grams that can be implemented across the organization, as well
whose business decisions have a significant impact on the as create plans for each specific business unit.
bank’s earnings. For example, as senior executive vice president • Share knowledge and lessons learned. The U.S. is ahead
for Commercial Deposits and Treasury Management, JoAnn of many other countries in closing the gender gap, and busi-
Bourne oversees a major revenue-generating division of the bank. ness partners in other nations can benefit from what we have
She is also a member of the bank’s policy-making Executive learned. At the same time, we can learn from other cultures.
Management Committee. What all this adds up to is a commitment to the
She recently traveled to Tokyo to meet with women managers challenge and the craft of creating and sustaining equitable systems
at BTMU. The main purpose of the visit was to provide inspira- and practices in which both employees and businesses can grow
tion and mentoring, and the response was very positive. These and prosper. We are on this journey together. PDJ
exchanges, in both directions, will continue. I have also met with
BTMU’s Equal Partnership Office in Tokyo, and we are sharing
ideas and exploring opportunities to collaborate as both Union Tisa Jackson, Vice President of Diversity and Inclusion for Union Bank,
Bank and BTMU work to increase the number of women in lead- N.A., has more than 13 years of experience in this field, as well as strategic
human resources management, community development and organizational
ership positions.
development. She is founder of the Professional & Technical Diversity Network
(PTDN) of Greater Los Angeles, a diversity consortium comprised of compa-
Forming Strategic Alliances
nies committed to diversity and inclusion. Headquartered in San Francisco,
Exchanges across cultures are also taking place through involve- UnionBanCal Corporation is a financial holding company with assets of
ment with external organizations such as GOLD. Union Bank was $70.1 billion at December 31, 2008. Its primary subsidiary, Union Bank,
among the sponsors of GOLD’s 2007 symposium in Los Angeles N.A., is a full-service commercial bank providing an array of financial services
and will also sponsor the organization’s 2010 event, where speakers to individuals, small businesses, middle-market companies, and major corpo-
rations. Union Bank is California’s fifth largest bank by deposits. The bank
will share success stories on global gender diversity.
has 335 banking offices in California, Oregon and Washington, and two in-
Last year, I travelled to Tokyo to speak at the GOLD/GEWEL ternational offices. UnionBanCal Corporation is a wholly-owned subsidiary of
symposium that focused on how women can become successful The Bank of Tokyo-Mitsubishi UFJ, Ltd., which is a subsidiary of Mitsubishi
21st century global leaders. The business leaders I met in Tokyo UFJ Financial Group, Inc. (NYSE: MTU). Visit
<> for more information.

Prof iles in Div er s it y Jou r na l March/April 2009 49

thoughtleaders thoughtleaders thoughtleaders thoughtleader
The Lilly Ledbetter Fair Pay Act and
Compensation Strategies
By David Lamoreaux and Matthew Thompson
Vice Presidents, Labor and Employment Practice

CRA International

President Barack Obama’s should understand whether it follows, for example, a strict wage
signing of the Lilly Ledbetter schedule similar to the Federal GS scale or allows more flexible
Fair Pay Act on January 29, manager discretion and individual variation in its compensation
2009 brings notable changes structure. Third, at what level are compensation decisions made?
to the Equal Pay Act and There should be a common understanding of whether compensa-
reverses the 2007 Supreme tion decisions are made by the immediate supervisor or by a higher
Court ruling that individual level of management. Finally, which employees are expected to
pay checks did not restart the have similar compensation levels?
period in which an individu- How companies compensate employees varies substantially
al could file a discrimination depending on the type and level of work performed by the
claim. Instead, the Act pro- employee. For example, employers may compensate employees
vides for a statute of limita- through a base salary, bonuses, incentive payments, or commis-
tions for pay discrimination sions. However, the decisions with respect to bonuses, incentive
which resets with each new payments and commissions for most companies are specific to
paycheck. This provides an discrete time periods and generally do not have recurring or on-
opportunity for allegations going impacts on pay checks. The Ledbetter legislation squarely
of ongoing pay discrimina- addresses allegations of discrimination associated with the reoccur-
tion to be filed even if they ring nature of base salary, and thus companies may benefit from
are discovered years after the undertaking a privileged comprehensive review of these particular
discrimination began. compensation decisions.
In the days leading up to and immediately following the sign- Before undertaking a comprehensive audit of current employee
ing of the Act, there has been ample commentary on the legal salaries, an employer must review how salaries are determined
consequences of the legislation to employers. Many attorneys have within their establishment. Few employers have a pay system simi-
suggested that now, more than ever, may be the appropriate time lar to that found in the Federal government, where all employees
for employers to conduct a privileged review of their current com- in the same salary grade and step are paid the same base salary.
pensation relationships. A compensation review for the purposes More likely, individual salaries are based on a variety of employee
of obtaining legal advice may enable employers to limit their on- and job related characteristics specific to the company. Prior to
going risks related to past employment decisions. conducting a salary analysis, the employer should review the em-
As employers consider undertaking such reviews, there are a ployee and job related characteristics that are likely to impact base
number of considerations that will impact the effectiveness of the salary, and determine what, if any, information is recorded and
review, as well as any remediation strategies and on-going manage- maintained by the company.
ment of future risks. For most companies, employees are paid different salaries for
a variety of reasons. As such, it is important that any analysis of
Conducting Analyses Of Current Compensation Relationships relative employee compensation include the job and employee
Prior to undertaking a compensation audit, the employer characteristics that impact employee compensation. Some of the
should understand its overall philosophy towards compensation. job and employee related characteristics that typically affect base
Answering a few simple questions can provide a good baseline salary include:
of information from which to start the review process. First, • Level of responsibility
what is the relevant measure of compensation to be studied? It is • Market for particular type of work
important to determine whether the audit should focus on base • Work experience
salary, incentive compensation, total compensation or some other • Local labor market conditions
measure. Second, what employee and employment related factors • Level and type of education
affect compensation decisions at your organization? The employer • Organizational-specific business processes.

50 Pro f i les i n Di ve rsit y Journal March/April 2009

rs thoughtleaders thoughtleaders thoughtleaders thoughtleaders

Counsel should consider the legal defensibility of particular protected and non-protected group members are found, counsel
characteristics included in a compensation audit in light of the can provide guidance on alternative remediation strategies, which
Ledbetter Act (and, prospectively, the Paycheck Fairness Act). may include no action. Each remediation strategy will have con-
In determining which compensation-related characteristics sequences in terms of cost, manageability, effectiveness, and risk.
should be included in the review, it may be necessary to examine The compensation analyses and individual outlier review can assist
other employment outcomes, such as promotion decisions in evaluating each alternative action. Each of these consequences
and performance evaluations, to evaluate the defensibility of should be considered and explored with counsel before engaging
these characteristics. in a remediation strategy.
In addition to identifying the job and employee characteristics
that are likely to impact an individual’s salary, it is also important Going Forward Into the Future
to determine for which employees the company will provide Assuming that an employer achieves the desired level of risk
similar compensation for these characteristics. For example, an through a properly structured compensation review, the question
employee’s level of education may be valued differently in a re- becomes how to manage and minimize the risk going forward.
search and development department compared to a production The pay differences that may have been addressed as a part of
department. Therefore, when designing a compensation audit, it the review are likely the result of many isolated decisions over an
is necessary to determine the appropriate grouping of employees extended period of time. The cost of addressing the cumulative
who should be studied together. Improper groupings of employees effect of those differences can be significant and, presumably, the
can result in misleading statistical models. employer will not want to outlay such expenditures in the future
There are a number of factors that should be considered when if avoidable.
determining which employees should be grouped for comparison There are three primary employment decisions that routinely
purposes. For example, the employee comparisons should consider impact the relative salary relationships of employees and account
the organizational structure (e.g., business units, lines of business, for the majority of employee salary adjustments—Starting Salary,
Affirmative Action Plans), the market structure (e.g., occupation, Merit Increases and Promotional Increases. Employers can mini-
function, job families), the requirements of particular positions, mize the risk of new salary differences entering into the compen-
and the level at which salary decisions are made. The groups sation process by monitoring these particular decision-making
should be structured so that the populations are sufficiently large processes.
to provide meaningful statistical analyses, but so as to not group Starting Salary. Employers can develop tools for monitoring
together dissimilar employees whose characteristics are likely to be starting salary decisions and providing guidance to managers as
valued differently within the market or the company. to salary ranges. Employers may want to document exceptions to
It is important to keep in mind that statistical analyses are the starting salary guidance so that this information can be used
only the start of the compensation review process. Statistically to explain starting salary decisions. Insufficient data often exists on
significant differences indicate that the protected group salary the factors that determined starting salary decisions (e.g., relevant
difference is not likely to have occurred by chance. It may be that prior work experience, education, prior compensation). To the ex-
protected group members were, in fact, paid less than their non- tent that these data can be systematically collected and maintained,
protected counterparts, or it may be the case that the analysis has this information can be useful in explaining individual differences
omitted factors that explain differences in compensation. As such, in starting salaries.
groups showing statistically significant salary differences should be Merit Increases. As with starting salaries, employers can develop
researched to determine whether the analysis has omitted factors tools to monitor and review merit increases during annual salary
related to compensation or whether there are individual employee planning processes. These monitoring tools can be relatively sim-
salaries that do not “fit” with other employees in the comparison ple, yet effective, in monitoring whether the merit increase process
Ledbetter, continued on page 53
group (“outliers”). When feasible, omitted compensation-related
characteristics should be collected and included in the salary com-
parison, and individual “outliers” should be documented. David Lamoreaux and Matthew Thompson head the labor
and employment practice at financial and economic consulting firm
Remediation Strategies CRA International ( They specialize in the applica-
When undertaking a compensation review, the employer should tion of statistical techniques to analyses of employment practices,
be prepared to take any follow-up action deemed necessary by such as compensation, hiring, promotion, and termination, and
legal counsel. When statistically significant differences between how those employment practices relate to gender, race, age, and
ethnic origin discrimination.
Prof iles in Div er s it y Jou r na l March/April 2009 51
thoughtleaders thoughtleaders thoughtleaders thoughtleader
Diversity Goals / Diversity Development

By Charlyn Jarrells Porter

Senior Vice President and Chief Diversity Officer

Wal-Mart Stores, Inc.

Here at Wal-Mart in the industry is that this program is tied to officer and
Stores, Inc., diversity and key field senior manager incentive bonuses. If requirements
inclusion are enduring are not met, up to 15% of their bonus can be deducted.
values embedded into our Many of our officers are on diverse boards at the national
culture. These values are and regional levels.
fundamental to both our
We continue to make great progress in Diversity and
business and our mission. We have enjoyed some great success,
Inclusion training. Each year newly-hired and promoted as-
but we remain committed to our journey of being a true leader
sociates complete this valuable and strengthening program that
in all aspects of diversity and inclusion.
teaches practical ways to recognize and appreciate different back-
While our formal journey started in 2003 with the creation grounds, cultures, talents, skills, and life experiences.
of our Office of Diversity, corporate diversity and inclusion ef-
On the business front, we continue to look for ways to in-
forts were already flowing throughout the company. Our new
tegrate diversity back into the business. We implemented our
Office of Diversity gave us the ability to streamline these efforts,
supplier diversity program many years ago. Our company’s com-
reach a broader audience, and gain synergies to further our ef-
bined spending with minority- and women-owned businesses,
forts toward diversity excellence.
including 2nd Tier suppliers, will be over $8 billion in 2008.
With an associate base of more than 257,000 African
Our Associate Resource Groups also work collaboratively
Americans, 41,000 Asians, 5,900 Pacific Islanders,
on complex business initiatives that drive results, increase aware-
171,000 Hispanics, 16,000 American Indian and Alaska Natives,
ness, and provide cultural competence across the organization.
869,000 women, and more than 431,000 mature associates
We have groups dedicated to Asian and Pacific Islander associ-
who are 50 and older, we work hard to make sure the message of
ates; Hispanic and Latino associates; associates with disabilities;
diversity and inclusion is carried throughout our company.
lesbian, gay, bisexual and transgender associates; American Indian
Through that hard work and dedication, several programs and Alaskan Native associates; African American Associates; and
and initiatives have advanced with great success and progression. female associates.
A great example is our Diversity Goals program, which helps
Our Diversity Development Series allows us to reach
the company achieve its diversity goals by attracting, hiring and
associates across the U.S. on diversity leadership best practices.
retaining qualified associates. The program has two main goals:
This dynamic internal resource delivers cutting-edge
Placement Diversity Goals: content regarding current diversity trends and challenges such
Field Management: Establishes objective target/goal of plac- as MicroInequites and Generational Diversity.
ing women, African Americans, Hispanics, Asians and Pacific As part of our ongoing efforts to foster diversity and equal
Islanders and American Indian and Alaskan Native associates employment opportunities, we also established an Employment
at a rate consistent with the qualified, interested and available Practices Advisory Panel (EPAP). This group works with our
applicant pool in field management positions. senior management to develop and implement progressive
Home Office Management: Captures the candidate slate for enhancements to equal employment opportunity and diversity
Officer- and Director-level positions. initiatives for the nation’s largest private workforce.
Good Faith Efforts Diversity Goals:
We are proud of the strides we have made over the
Requires managers to demonstrate their diversity leader-
past several years, yet our journey is not over. We remain fully
ship by participating or sponsoring diversity events, as well
committed, and will continue to seek new and creative ways to
as mentoring at least three associates, including persons of
integrate diversity and inclusion into our business. With the help
diverse race, gender or background.
of our associates, customers, suppliers, and the communities we
Of the more than 50,000 members of management who
serve, we look forward to continuing our journey in being a true
have a Diversity Goals requirement, 99% of them achieved
leader in all aspects of diversity and inclusion. PDJ
their goals last year. What makes this program a best practice

52 Pro f i les i n Di ve rsit y Journal March/April 2009

r thoughtleaders thoughtleaders thoughtleaders thoughtlead
Diversity and Inclusion…
”It’s All About the And”
By Alfred J. Torres
Executive Director, Talent Acquisition & Diversity


Recently, I was reading a white paper addressing the state of a broader perspective about
the diversity and inclusion field. One of the observations stated the knowledge and tools
was that as a field, we have made tremendous strides in promoting needed to drive success on
the business case for diversity and inclusion, while creating greater that larger stage. And yes,
awareness about the importance of diversity as essential for success diversity is about the bot-
in the marketplace. The paper also presented perspectives on the tom line, measuring impact.
underlying issues that we need to continue to address—developing Demonstrating performance and result linkages is what every
a universal definition of diversity; establishing a skills / compe- good business discipline does. And we should be held to the
tency model for diversity practitioners; and, what I’ll characterize same standard.
as more effort in the diversity management field. To take a step back, how we define our work has some im-
What most caught my attention was the sense that there was portance. Consider the view offered by Roosevelt Thomas, Jr.
less optimism about our progress, and the continuing evolution He promotes the view that diversity (and inclusion) is about
of our body of work. There is still significant concern about what mixtures. As he observes, our opportunity is to understand
diversity and inclusion really mean. Diversity practitioners are what those mixtures represent, and recognize and appreciate the
looking for that next big breakthrough in the field that will lend complexity inherent in those mixtures, and figure out the most
greater clarity and focus to the work that we do. I’m a proponent effective ways to help our organizations manage the mix, while
of the notion that the glass is always half full; and I believe the field creating and driving value—for employees, shareholders and
is ripe with opportunity. It begins with the “and.” potentially for society at large.
One immediate opportunity is to let go of trying to define I like to believe that diversity and inclusion is about how
what diversity means and recognize what it is. Diversity and we attract, develop and retain the best talent regardless of the
inclusion is about gender, race, and other representation in the “package” it’s in. And it’s about how we effectively engage and
workforce. And it’s about having the right set of skills and lead- leverage inclusion of that talent to drive high performance; and
ership competencies to manage and lead diverse and complex translate that performance into outstanding customer service and
organizations. And our global economy requires that we embrace results for our business. Our opportunity is in the “and.” PDJ

thoughtleaders thoughtleaders thoughtleaders thoughtleaders thoughtleaders

Ledbetter, continued from page 51
adversely impacts a protected group. In developing tools to moni- should develop guidance with respect to promotional increases.
tor merit increases, it is important to understand the underlying Employers may want to document exceptions to the promotional
guidelines used in determining merit increases and develop tools increase guidance so that this information can be used in the fu-
that account for those underlying processes (e.g., performance re- ture to explain differences that may evolve and become magnified
views, compensation ratios). It is also important to ensure that the over time.
impacts of adjustments made as a part of a comprehensive salary For most employers, the workplace is a dynamic environment
review are not undone in subsequent merit review cycles. in which new employees are hired, promoted and terminated regu-
Promotional Increases. Monitoring promotional increases is larly. Establishing and maintaining employee salary relationships,
more difficult than monitoring starting salary or merit increases which are determined at a particular point in time, may present
because the events are typically more complex and occur less particular challenges in the current economic environment given
frequently. Promotions generally occur when there is a change the increase in employers’ downsizing activities. Therefore, it is es-
in position and/or level of responsibility. The promotional pay pecially important to be vigilant about managing risks by monitor-
increase employees receive often depends on both the position to ing these other employment activities and their impact on salary
which they are promoted and their most recent prior position. relationships given The Lilly Ledbetter Fair Pay Act of 2009. PDJ
While monitoring may be more difficult, employers can and

Prof iles in Div er s it y Jou r na l March/April 2009 53

thoughtleaders thoughtleaders thoughtleaders thoughtleader
Filtering Passion to
Drive Business Results
By Gwen Migita
Director, Corporate Social Responsibility

Harrah’s Entertainment

The growth around a EQUAL’s Connection to Diversity and Overall Company Strategy
Best Practice LGBT network Harrah’s Entertainment works with employees at all levels,
group has been invaluable from executive and corporate officers to our front line team
to Harrah’s Entertainment. members, promoting diversity and a better understanding of
Articles, conferences, hand- various issues arising from an inherently diverse workforce of
books, and sharing with more than 80,000. The company promotes stringent nondis-
other entities, albeit helpful, have little comparison to the vast crimination policies covering all employees regardless of sexual
knowledge and learning we have developed in forming and orientation, gender identity, race, national origin, age, disability
leading EQUAL—Harrah’s Entertainment’s Business Resource and religion. But the company’s commitment goes beyond the
Group for Lesbian, Gay, Bisexual and Transgender Employees “nice thing to do.”
and Allies—the first of its kind in the company and the gaming That’s where organizations within the company, such as
entertainment industry. EQUAL, play an important role. The group offers the opportunity
From EQUAL’s formation in 2007, the biggest lesson has been to pilot LGBT programs and environments which drive employee
that passion, when managed and navigated, can be filtered to drive retention and talent development. EQUAL works to educate
substantive business results. employees and the various communities in which it operates on
The story of EQUAL’s beginnings can be described as a conver- LGBT issues, challenges and misconceptions. Promoting aware-
gence of three events: Paris Las Vegas, one of the company’s eight ness of the company’s successes in moving toward an inclusive
properties along the Strip, was in its second year of marketing to community and furthering the inclusiveness of the corporate cul-
gay and lesbian travelers; Harrah’s Entertainment received its first ture is core to EQUAL’s mission.
perfect score on the Human Rights Campaign’s (HRC) Corporate The group’s visibility and importance continue to build, as its
Equality Index; and former Las Vegas mayor and company senior strategy is directly linked to the company’s overall objectives in
vice president Jan Jones delivered her acceptance speech as the operational excellence and industry leadership.
“Equality Pioneer” at an HRC Gala. Its members have been designated as formal representatives
By the end of that evening, a group of 10 employees involved of the company with national and local diversity partners. They
in hosting the gala were inspired to grow the work of the company. represent the company at corporate-sponsored engagements and
They eventually formed EQUAL, which has become a rallying support volunteer and staffing needs at marketing and diversity
point proven to be the impetus driving continued passion around relations events.
the organization. The group helps establish company relationships with stra-
EQUAL started recruiting more members and began com- tegic business and community organizations supporting and
municating to employees. Forming a clear purpose and brand promoting LGBT causes, such as HRC, Lesbian & Gay Center of
from the beginning has been a catalyst for EQUAL’s many early Southern Nevada, Gay & Lesbian Alliance Against Defamation,
successes and long-term sustainability. International Gay & Lesbian Travel Association and others.
EQUAL’s established vision and mission is to become a key Within eight months of inception, EQUAL was identified
business resource for LGBT employees and their allies by encour- by Harrah’s corporate diversity and the human resource leaders
aging networking, promoting inclusion and providing opportuni- to be the model employee Business Resource Group, by which
ties for continued education and exposure within the company. to drive the diversity & inclusion strategy to the employee grass-
The group strives to advocate the company’s vision of growing roots level.
through superior performance, elevating our status as “Employer EQUAL has organized and participated in strategic planning
of Choice,” as well as “Operator of Choice,” as we pursue new sessions to develop a blueprint to serve as mentor and model
domestic/global business opportunities. for other diverse groups throughout Harrah’s 40 casino resorts
nationwide, and continues to ensure the company remains
a place where LGBT employees can achieve personal and profes-
sional success. PDJ
54 Pro f i les i n Di ve rsit y Journal March/April 2009
r thoughtleaders thoughtleaders thoughtleaders thoughtlead
When LGBT Is Both
Employee and Client
By Gil Gerald

Gil Gerald & Associates, Inc.

Behavioral healthcare workplace settings largely client. The language often

encompass mental health, alcohol and other drug prevention, conveys the assumption
treatment, and recovery support services. These settings are part that the intended audience
of a vast system of privately and publicly funded programs and is heterosexual, or worse
services which employ, among others, lesbian, gay, bisexual and yet, conveys clear hostility
transgender (LGBT) professionals, and serve very vulnerable to those who may not be.
LGBT individuals in need of these services. More often than not, we communicate our lack of knowledge
about diversity in the LGBT community and also put on dis-
The importance of updating workplace policies to recognize
play our world view, based on stereotypes. A client will quickly
and support LGBT employees in these settings, and of develop-
grasp the evident ignorance and will probably conclude that the
ing organizational capacity to provide services that are culturally
benefits of the services, however badly needed, will be less than
responsive to LGBT clients, is increasingly being recognized, and
justifiably so. Standards of care in the provision of healthcare and
behavioral healthcare services are beginning to emerge, such as A good introduction of staff to the use and practice of in-
those that have been produced in Massachusetts. Much work to clusive and appropriate language will invariably develop their
develop and disseminate similar standards and best practices is knowledge and awareness about such concepts as sexual identity,
underway among professional associations that impact provider gender identity, and gender expression. A full understanding of
practices. these concepts is necessary before policies and procedures can
be updated. Only then can the training and technical assistance
Without the changes envisioned by the emerging standards,
needed to develop provider competencies (in such areas as
providers will be increasingly more vulnerable to lawsuits based
conducting a good intake, taking a good sexual history, or de-
on such issues as workplace discrimination, hostile workplace
veloping an appropriate treatment plan based on individualized
environments, harassment and other problems. As importantly,
needs) be considered. These and other service-related tasks are
without these changes, organizations will experience unneces-
facilitated by the level of trust and rapport that develops between
sarily low retention of qualified, experienced and talented staff,
the provider and the client.
and will also fall short of achieving the best possible treatment
outcomes and other service objectives that are highly dependent It is not uncommon for organizations to assume that the issue
on providing services that respond to the specific needs of LGBT of developing cultural responsiveness in serving LGBT people
clients. Ultimately these shortcomings will make organizations applies mostly in large urban centers rather than in smaller and
less competitive whether they are privately or publicly funded. rural communities. The truth is that LGBT people live in very
rural areas as well as in large urban communities. They need and
An area that represents a basic level of intervention—a
deserve culturally responsive and effective behavioral healthcare
starting point to help develop an LGBT-welcoming workplace
services regardless of the legal framework that allows them to be
and service environment—is to assist employees to expand and
more or less visible or more or less likely to risk disclosure about
improve the vocabulary and language they use in communi-
information that is crucial to their care and treatment. PDJ
cating with each other and with clients. Very incomplete and
distorted information about LGBT people is commonplace,
and the language commonly in use often conveys stereotypes
and assumptions that the speaker is often unaware of, but the
listener picks up on if they happen to be an LGBT employee or

Prof iles in Div er s it y Jou r na l March/April 2009 55

su rvivi ng T
Many organizations are grappling with the challenges of
our troubled economy. That said, we believe that Diversity
and Inclusion continues to be a justifiable business strategy.
We’ve asked experts in the field to share their expertise and
experiences, their unique views on how to thrive and survive in
this economy, and to answer the question:

How are you keeping your

Diversity and Inclusion programs
relevant during these dire economic times?

David Casey
Vice President, Workplace Culture, and Chief Diversity Officer

Tighten Goal Alignment

In these times of mass budget Many companies will say that diversity is integrated
and staff reductions, there are few, into the way they do business. The best way to assess
if any, parts of organizations that this is to review the goals of the diversity function.
are not being asked to do their part. Now is not the time to espouse a broad-brushed
Diversity teams, programs, and ini- business case for diversity. It’s time to really tighten
tiatives are no exception. However, the connection between your and your company’s
any company that would dispropor- bottom line business results. Ask yourself whether the
tionately cut its focus on diversity diversity function sends out goals for the rest of the com-
needs to re-evaluate any stat- pany to incorporate into its plans or does the diversity
ed commitments to diversity. I say this because function incorporate goals from various components
diversity should be seen and treated as any other business of the company into its plans? I believe doing both
function because that is what it is—a business function. will optimize true alignment with and integration into
I do not hear the question being asked of how the core mission of the organization. And you can’t get
finance, information technology or sales/marketing any more relevant than the mission. PDJ
remain relevant in tough economic times—why should
diversity be an outlier?

56 Pro f i les i n Di ve rsit y Journal March/April 2009

Jay Romans
Senior Vice President, Human Resources, and Chief People Officer
Waste Management, Inc.

At Waste Management, one of our key As a result, we have made diver-

growth strategies is to employ a diverse range of sity recruiting a priority. This year
talented people so we can achieve our business goals. we will continue to uncover areas of
Our plans call for significant business growth, which opportunity and create a strong di-
simply cannot be achieved without the right mix versity recruiting strategy aligned with
of talent. our business needs. Specifically, we are
As I talk with groups of Waste Management em- focusing on adding women to our
ployees, everyone it seems is consumed with the state frontline roles, such as drivers. We
of the economy. Apprehension looms over 401(k) have met with many of our female
losses, layoffs, wage freezes, mortgage issues and job employees in these roles to under-
security. Employees have also expressed concern about stand the challenges and rewards of the
how our company will sustain our people-focused ini- job. We also plan to continue our partnership with
tiatives, including diversity and inclusion. National Black MBA, National Hispanic MBA and
For certain, these economic times are unlike any- other diversity recruiting partners.
thing we’ve experienced, and they are forc-
ing our organization to make tough de-
cisions. Companies that succeed today “Either you are growing or you are decaying.
understand that their talent needs to be
There is no middle ground. If you are
diverse and strategic. However, as difficult
as these times may be, we will move for- standing still, you are decaying.”
ward with a steadfast commitment to our —Alan Arkin
diversity and inclusion initiatives.
At Waste Management, we don’t look at
diversity as only race, religion, national origin, age, sex, We understand that there will always be a strong
etc., but also diversity of thought. We know we cannot need for critical skills and that we must continue to in-
survive, let alone grow, as a company by doing things corporate diversity into our organization. Companies
the way we always have. The history of the Fortune that rise to the top tomorrow will be insightful, in-
500 list is littered with companies who refused to novative and offer unique appeals to the market.
change and do things differently. Diversity in thought Those ideas will come from diverse intellects working
means challenging the status quo. This is difficult for together to address the complex issues of the present
many companies to embrace. But embrace it we must and the future.
as we move toward the future. Holding a steady course on people issues, on diver-
Our current economy gives us a fantastic opportu- sity and inclusion, may not be the simplest task. But
nity to build our bench with diverse employees. Many there’s demanding evidence that doing so will launch a
strong diversity candidates are in the job market today company full-speed on its next journey. PDJ
because of layoffs. While we are making our own ad-
justments, we need to also take advantage of this new
available talent. All of our internal and third-party
recruiters understand the importance of delivering di-
verse slates of candidates to our hiring managers.

Prof iles in Div er s it y Jou r na l March/April 2009 57

Lois Cooper
Vice President, Diversity and Inclusion
Adecco USA

During this time of intense current economic challenges. Adecco currently tracks
scrutiny of all corporate expenses and and reports the positive movement of new-business
examination of an organization’s activi- development based on the combined efforts of the
ties, many are concerned that diversity organization’s sales team and its Office of Diversity
and inclusion initiatives may not fare and Inclusion.
well under this review. Unfortunately, “Companies today want to align themselves with
many are right. Organizations that strategic business partners that share their values. As
truly did not have a commitment to they are making business decisions regarding the al-
diversity may not see the added value location of financial resources, they need to be able
of continued or new initiatives today. to validate their decisions to their leadership,” says
How should Diversity and Inclusion Lois Cooper, vice president of Diversity and Inclusion
leaders recession-proof themselves? Hopefully, they for Adecco. “While pricing and customer service are
have well-established programs with metrics that show important factors to be considered during the vendor
a positive bottom-line impact. These are the initiatives selection process, smart companies can differentiate
that will continue to be integrated into organizations themselves as strategic business partners who are able
in both the short- and long-term. to add value to a customer’s business strategy.”
Adecco’s Diversity Business Leadership Team, For Adecco, these strategies can include the devel-
which consists of the CEO, CFO, the presidents and opment of a diverse pipeline of talent to customers.
COOs of each business line and other C-Suite “Diversity has been a strategic sales differentiator for
members, has seen the efforts of their diversity prof- Adecco and we look forward to a continued focus on
it generation strategy pay off. As a result, Adecco our initiatives in the future,” says Cooper. PDJ
continues to build on its D&I initiatives, even amidst

Denise Lynn
Vice President, Global Human Resources Services
American Airlines

As a global airline serving a program or initiative tied to funding that could disap-
quarter of a million customers daily pear during tough times. We have the infrastructure in
from around the world, we take place to support Diversity and Inclusion over the long
pride in the important role American term, including a Diversity Advisory Council, hiring
Airlines plays in bringing people to- targets, executive and management-level commitment,
gether from many different cultures Board involvement and support for our Employee
and communities. American is more Resource Groups (ERGs). The 16 ERGs contribute
than an airline. In today’s competi- invaluable expertise to business initiatives. Even in
tive environment, it is imperative that difficult economic times, American will continue to
we embrace the ever-increasing diver- support Diversity and Inclusion.
sity of our own team and the world American recognizes that we must operate inclu-
around us. We work hard to create an environment sively so our employees, customers, suppliers, and the
where employees feel empowered to contribute their communities we serve all benefit. As a company that
unique talents, perspectives and ideas to the business bears the name “American,” we know much is expected
every day so American can provide the best travel ex- of us. We will only be successful if the experience we
perience possible for our customers. deliver, and the environment we create, is welcoming
American Airlines has a long-term commitment and respectful for everyone. For us, diversity isn’t an
to Diversity and Inclusion, so this is not a one-time aspirational goal. It’s the way we do business. PDJ

58 Pro f i les i n Di ve rsit y Journal March/April 2009

Susan M. LaChance
Vice President, Employee Development and Diversity
United States Postal Service

The United States Postal Service is domestic and international shipping

the second largest employer in the country, employ- and mailing needs of a wide range
ing over 650,000 people. Our workplace is one of the of customers, including households
most diverse in America. We service every home and and businesses, both large and small.
business in the United States. The current economic We offer global shipping products, as
downturn has affected almost every business in the well as on-line full-service access for
country, and the Postal Service is no exception. individuals and small businesses.
We are impacted by fuel costs, technology, and the Internally, we are leveraging the
economy overall. When America’s businesses do not unique talents, skills, and innovative
have discretionary resources for advertising spending, thinking of our multicultural work-
we feel it. We rely on the success of America’s small force. During this financial crisis, the
business owners. Postal Service is not hiring. We are
By 2050, 52.3% of the U.S. population will be focusing on retaining the highly effective, knowl-
made up of people of color. In order to thrive, we must edgeable workforce that we have invested in as our
understand how to communicate with those groups. most valuable asset. Moreover, we continue to build
That communication is vital for an inclusive work- and maintain our talent pipeline to ensure ongoing
place, and it’s necessary to capture external markets leadership in the organization remains strong. Future
and better serve our customers. business success depends on our ability to retain the
We’ve developed both internal and external diversi- most talented employees. We have an unwavering
ty initiatives. These initiatives are strategically connect- commitment to diversity. PDJ
ed to business performance and the company’s bottom
line. For example, we created solutions to meet the

Angie Perez
Vice President, EEO, and Corporate Diversity Manager
Bank of the West

In these challenging economic times, Bank our organization. At a time when

of the West believes it’s more important than ever to others are scaling back on diversity-
recruit and retain top talent, and to foster an inclusive focused endeavors, Bank of the West
environment where every employee and customer is continuing its summer internship
feels valued. We’ve always believed in fairness and programs, its mentoring program,
inclusiveness, and feel that as employees witness our and its “Celebrate Diversity” brown-
commitment to those values first-hand, they’ll remain bag panel discussions throughout our
committed and engaged. Attracting and retaining footprint. We’re launching a Women’s
qualified, valued, and productive employees is a part Connection Group to enable women
of our culture. to exchange ideas and network for
At Bank of the West, diversity is achieved by career enhancement. We’re promoting
maximizing our individual potentials and valuing activities as well as communication, ensuring that our
our uniqueness while combining our collective tal- commitment to diversity remains visible and valued by
ents and experiences for the growth and success of everyone who works here. PDJ

Prof iles in Div er s it y Jou r na l March/April 2009 59

advertiser’s index
Bank of the West . .. .. .. .. .. .. .. .. .. .. .. 17 Lockheed Martin . .. .. .. .. .. .. .. .. .. .. .. 45 Verizon. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39

Burger King . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Shell Oil . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61 Wal-Mart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Chevron . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Sodexo. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Waste Management. . . . . . . . . . . Inside Back

Eastman Kodak Company. . . . . . . . . . . . . . .30 UnitedHealth Group. . . . . . . . . . . . . . . . . . . . .35 WellPoint . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 7

Ford Motor Company . . . . . . . . Inside Front, United States Navy. .. .. .. .. .. .Back Cover . . . . . . . . . . . . . . . . . . . . pg 1

Ivy Planning Group. . . . . . . . . . . . . . . . . . . . .63 Vanguard HR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5


Generations, continued from page 64

that older generations may learn or master, but never under- • Draw on the diversity of experiences, talents and interests
stand in the way that the Digital Native generation will. Prensky of employees to foster innovative work teams that challenge
notes that “Digital Natives are used to receiving information assumptions and reward new ideas;
really fast…like to parallel process and multi-task…prefer their • Create opportunities for more collaborative or team-
graphics before their text rather than the opposite...prefer ran- working groups;
dom access (like hypertext)…function best when networked… • Support work/life balance pursuits;
thrive on instant gratification and frequent rewards…(and)
• Foster professional development and mentoring oppor-
prefer games to ‘serious’ work.” 1
tunities, perhaps developing cross-generational reverse
Bridging the Generational Divide mentoring initiatives;
Many organizations have already begun to provide their man- • Share knowledge and lessons learned in “real time” through
agement teams with a diversity management capability to mentoring and employee networks (real or online).
bridge the generational divide. The bridge building, however, In these difficult economic times, all employees will
begins with an acknowledgement of the cost of not adapting the need to reach across the generational gap to access the
organization’s culture, values, systems, and practices to an envi- new ideas and technological savvy of the younger generations—
ronment where Millennials and Digital Natives can contribute and the wisdom, experience, and professional acumen of the
their full potential. Here are some practical adaption steps: older generations. PDJ
• Engage Millennials in a variety of assignments that develop
their skills and broaden their career opportunities;
• Offer flexible work schedules and be open to alternative
locations (like working from home, job sharing, etc.);

1MarcPrensky, “Digital Natives, Digital Immigrants”, On the Horizon

(MCB University Press, Vol. 9 No. 5, October 2001)

60 Pro f i les i n Di ve rsit y Journal March/April 2009

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:


Shell is an Equal Opportunity Employer

microtrigger stories
editors notebook

Have You Experienced

These Kinds of Triggers?

By Janet Crenshaw Smith

MicroTriggers are those subtle behaviors, phrases and inequities that trigger an
instantaneous negative response. Here are some samples for you to consider.

A Lesson in Rhetoric Professional Pet Peeve

“ Nearly two decades ago, while working with a

major manufacturer, I used the term ‘you people’ at a “
I work in the human resources department, and
one of my biggest MicroTriggers is when I am in a
roomful of professionals who do
meeting attended by a vice president
of the organization (who was the only not trust my judgment. I think
African American in a high position
at this company). It was around the “
I am in my position it may be attributed to my title,
but I constantly feel as though
time Ross Perot had also used the because I am well- I have to prove myself to the
expression at an NAACP meeting educated and have a professionals of the organization I
and was widely criticized. Although serve. When I give a presentation,
neither Mr. Perot nor I meant anything
negative, I quickly learned (after a
strong work ethic. ”
during meetings, or simply when
I send an email to the company
closed door session with the VP) that listserv, I feel as though people are
many African Americans are offended by its use. This constantly asking ‘if I’m sure’ about the information
experience actually led me to broaden my career in I am disseminating, or are completely dismissive. I
HR and develop a strong interest in Diversity. Words think it may be time to change industries or jobs.”
ARE important. Intent does not equal Impact.” -Anonymous
-R. Trigg, SPHR
Age of Innocence
Office Etiquette

“ A few months ago I was in a meeting with my

supervisor (in his office), when a colleague knocked on

I am the youngest person on my 5-person team.
I am well aware of this fact, but my co-workers are
constantly bringing this up. They say things like, ‘you
the door. Though she realized we were in the middle of are so brilliant to be so young’ or ‘I’ve been doing this
a discussion, she proceeded to interrupt our meeting to since I was your age’ as if to suggest that being older
discuss minute office details. I was annoyed, but didn’t means something of greater value in the workplace.
get truly upset until it began happening frequently. I am in my position because I am well-educated and
The kicker was when I interrupted a meeting she have a strong work ethic. I truly feel that being young
was having with our boss to discuss time-sensitive in the workplace can be both a blessing and a curse.”
information. She got irate and called a team meeting. -N. Benjamin, M.A.
Not only did I lose respect for her, but I lost respect for PDJ
our boss who appeared to have lost all authority.”

Janet Crenshaw Smith is president of Ivy Planning Group, LLC, a consulting and training firm that spe-
cializes 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:

62 Pro f i les i n Di ve rsit y Journal March/April 2009

ivy planning group Todo
Ivy understands that as organizations establish
their global presence, managers and team
leaders are increasingly called upon to provide
training results formerly executed by
experienced external trainers..

Ivy’s Train-the-Trainer services give

employees comprehensive skills and tools that
result in effective training and development
programs delivered in-house. Let us teach
your trainers the essential skills necessary to
transfer knowledge to adult learners in a way
that is engaging, interactive and effective.

Tackling Generational Diversity

By Melanie Harrington

American Institute for Managing Diversity, Inc.

There have always The Generation Gap
been multiple generations Working through generational differences is often difficult.
in the workforce, so why are Conversations with a Baby Boomer managing a Millennial
we now preoccupied with Generational Diversity? Because the reveal comments such as, “They have no respect for seniority
urgency is real and the magnitude of the differences among the and my position,” “They have no commitment to the organiza-
generations in today’s workplace is significant. tion,” “Why do they question or challenge every single assign-
Four Generations in the Workplace ment I dole out…why can’t they just do it?” or “They are not
willing to pay their dues.”
Traditionals or Veterans, those born before 1946, make up
approximately 6% of today’s workforce. Baby Boomers, those The Millennials are wondering, “Why is management so
born between 1946 and 1964, make up the largest percentage concerned about where I do my work as long as I get it done?”
of workers at 41.5%. Generation X, born between 1965 and and, “Why am I working on these menial tasks? When will I
1977, are 29% of the workforce. Millennials (or Generation get to present my ideas in the management meeting?” These
Y), born between 1978 and 1994, are almost 24% of the work- comments are only a sample of the different perspectives
force. Researchers differ as to the time frames for the genera- held by these two groups. Their concerns often fester as each
tional groups. However, it is not the dates, but the common life group misreads the intentions of the other, tension builds and
experiences of the members of a generation that are the greater more energy, time, and thought get siphoned away from the
predictors of generational behavior and workplace expectations. organization’s critical needs. The Boomer manager continues
These four generations have had vastly different life experiences to be more frustrated, and the Millennial is online, searching
that affect what they expect and need in the workplace. For this websites for the next job opportunity.
article, I will focus on the largest generation in the workforce Leaders attempting to manage this ever-widening genera-
and the latest generation to enter the workforce: Baby Boomers tion gap cannot afford to throw up their hands in defeat. As
and Millennials. Baby Boomers begin to retire (at the projected rate of 10,000
The experiences of Baby Boomers were shaped by the a day for the next 10 years), organizations will have no choice
Vietnam War, the space program, civil rights, and the promi- but to adapt the organizational culture to a generation with
nence of television. “Workaholic” was coined to describe different life experiences and expectations.
Boomers because of their commitment to the work, and the Moreover, not only will organizations need to adapt their
desire to stand out among a large group of peers. Also, they environments to the needs of the Millennial worker, they will
tend to find reward in titles, salary, and seniority. also need to prepare for the generation to follow—the “Digital
Millennials (at the other end of the generation spectrum) Native” generation, a term coined by Marc Prensky to describe
were shaped by the Internet, increased off-shoring and out- those whose experiences represent a technological way of life
Generations, continued on page 60
sourcing of their parents’ jobs, parents sourcing their services
back to companies after massive lay-offs, the Columbine shoot-
ings, and the war on terror. Millennials see changing jobs as
Melanie Harrington is president of the American Institute for Managing
routine, and they want—and expect—work to be meaningful, Diversity, Inc. AIMD celebrates its 25th Anniversary in 2009. The orga-
flexible, and rewarding. They desire immediate access to infor- nization is a 501(c)(3) public interest non-profit dedicated to advancing
mation and tend to be “cyber-literate” and media savvy. diversity thought leadership through research, education, and public
outreach. AIMD works to strengthen our communities and institutions
through effective diversity management. For more information, please visit

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Volume 11, Number 2 March / April 2009

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