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PUBLISHER
Cheri Morabito
EDITOR / CREATIVE DIRECTOR
Damian Johnson
MARKETING DIRECTOR
Laurel L. Fumic
This Isn’t Your Father’s CONTRIBUTING EDITOR
A
Jason Bice
WEB MASTER
and I believe these two features relate well to each other. Practices that were Commentaries or questions should be
addressed to: Profiles in Diversity Journal,
considered innovative in the past have now become best practices, and P.O. Box 45605, Cleveland, OH 44145-0605.
often are incorporated into the philanthropic efforts of many organizations. All correspondence should include author’s
Feel free to copy any of these ideas to your own company’s D&I efforts— full name, address, e-mail and phone number.
Diversity and Inclusion should not be a secret or limited resource.
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contents
table of contents
Volume 11 • Number 4
July / August 2009
24 SPECIAL FOCUS:
Innovations In Diversity 19
Here are this year’s winners of the Profiles in
Diversity Journal 2009 International Innovations
in Diversity Awards.
36 THOUGHT LEADERS
With travel to seminars and conventions being 24
curtailed, we recognize that you still may not be
able to get to the seminars and conventions this
year. We bring 4 diversity thought leaders to you. thought
40 SPECIAL FOCUS:
36 leaders
Corporate Philanthropy
Corporate philanthropy is alive and well.
The examples in this feature prove it.
CORPORATE
Compassion is its own action item in the PHILANTHROPY
boardrooms of the largest companies.
40
PERSPECTIVES DEPARTMENTS
10 Culture Matters by Craig Storti 6 Momentum
Diversity Who, What, Where
12 From My Perspective by David Casey, WellPoint, Inc. and When
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Investing for the long term is important.
National Grid UK’s Hamilton ment, and associate opportunity for depth of my experience to expand
Finalist for Champions Award Walmart’s U.S. business. our offerings to serve the needs
Catherine Hamil- Brown joined Walmart’s legal team of complex, global organizations,”
ton, Inclusion & in 2002 and has held senior positions said Mackey.
Diversity Manager at Walmart, Sam’s Club and Walmart’s
National Grid UK, Office of Diversity. Deloitte Announces Historical
was a finalist for
For more information on Walmart Milestone: Tops 1,000 Women
the second annual
and its commitment to diversity, please Partners, Principals and
ORC Worldwide
Hamilton
HAMILTON visit www.walmartstores.com/diversity Directors
Peter C. Robert-
NEW YORK—
son Award for Equality and Diver-
Deloitte LLP has
sity Champions. The award is named Global Lead, LLC Hires announced that
for Robertson, a pioneer in equality Vice President of it has reached a
and diversity work, and recognizes Interactive Solutions milestone in the
exceptional individuals from ORC’s Cincinnati—
CINCINNATI— organization’s his-
Global Equality, Diversity and Inclu- Global Lead, LLC, tory by exceeding
sion Networks. an international Adachi
ADACHI
the 1,000 mark for
Earlier this year Hamilton was a talent and market U.S. women partners, principals, and
recipient of the first-ever “Women optimization con- directors. This achievement reflects
On their Way” (WOW) award, win- sulting firm, has Deloitte’s enduring commitment to
ning for Outstanding Contribution hired John Mackey enhancing the pipeline of women and
Mackey
MACKEY
to Women’s Learning & Development as Vice President, minority leaders through its Initiative
in recognition of her mentoring and Interactive Solutions, to head the for the Retention and Advancement of
contributions to National Grid’s firm’s e-learning initiatives. Women (WIN).
Women in Networks development Mackey brings over twenty years of Commenting on this landmark,
programs, including Spring Forward, experience in operations, strategy, and Barbara Adachi, national managing
Springboard, and Co-coaching, which business planning to his role, garnered principal of Deloitte LLP’s WIN, said:
she established. at renowned technology companies “It is extremely rewarding to see the
such as Infosys, Edgewater Technology, tremendous progress we have made
and Electronic Data Systems, among
Brown appointed since launching our Women’s Initiative
others. His expertise in the technol-
Chief Diversity Officer for in 1993. Over the past 16 years, we
ogy and life science sectors will serve
Walmart U.S. have seen how having a strong group
Global Lead’s blue chip clients as well of female leaders inspires new thinking
Walmart U.S. has
as guide strategic design of the firm’s and brings about new approaches to
appointed Cole
new suite of e-learning products. business challenges, which in return
Brown as Chief
Diversity Officer. Mackey is a sought-after thought enables us to provide the best possible
Brown will be re- leader and has presented at major solutions to our clients’ problems.”
sponsible for accel- industry conferences. He will be Deloitte was the first Big Four pro-
erating the progress working out of the company’s fessional services firm to create an of-
Brown
BROWN
Walmart U.S. has Philadelphia office. ficial program for the advancement of
made in diversity, and broadening the “I am excited about joining Global high-potential women, and continues
diversity strategy to place even more Lead and utilizing the breadth and to lead the professional services indus-
emphasis on inclusion, talent develop-
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try in the number of women serving in decade SSA Feemster has sponsored for their and
diversity exceptional
inclusion.work regarding
the highest ranks of an organization. It multiple satellite broadcasts, hosted a diversity and inclusion.
The award was established to fur-
is the first and only major professional working seminar, and organized three therThe award was
promote established
a culture to fur-
of diversity
services firm to have a woman chair- national conferences. These activities ther promote aatculture
and inclusion Americanof diversity
and to
man, Sharon Allen. In addition, its created the synergy necessary to dis- and
honorinclusion
Earl G. atGraves,
American and to
Sr., founder
board of directors has six women—a cover, develop, and deliver a new body honor Earl G. Graves,
and publisher of BlackSr.,Enterprise
founder
female representation of 29 percent. of knowledge regarding the nexus be- and publisher
magazine, who of Black Enterprise
pioneered many of
tween law enforcement and spiritual- magazine,
American’s whodiversity
pioneeredinitiatives.
many of
ity. Feemster’s innovative efforts have
Innovative Research on American’s bydiversity
Considered many to initiatives.
be among
benefited law enforcement officers at
Police Vitality Earns Award Considered most
American’s by many to bevisionar-
influential among
multiple levels as well as the commu- American’s
ies, Graves most influential
worked visionar-
to demonstrate
Charlottesville, Virginia—
CHARLOTTESVILLE,
nities they serve. Feemster is the first ies, Graves
that worked
American’s to demonstrate
diversity efforts are
In a ceremony
African-American to be honored with that American’s
integral diversity
to its business goals.efforts are
which took place
the Jefferson Award in the history of integral to itshas
business
on June 12, 2009,
the FBI. Kennedy long goals.
been active in
the University of Kennedydiversity.
promoting has longUnder
beenhis
active in
leader-
Virginia’s Jefferson promoting
ship, diversity. Under
the American his leader-
legal department
Award was present- American Airlines Recognizes ship,honored
was the American
with thelegal
2009department
Employer
Feemster
FEEMSTER ed to Supervisory Employees with the First Earl G. wasChoice
of honored with the
Award, 2009is Employer
which given by
Special Agent Graves Award for Leadership of Choice
the Award,
Minority which is given
Corporate by
Counsel
Samuel L. Feemster, Federal Bureau FORT WORTH—In keeping with the Minority
Association Corporate for
to companies Counsel
their
of Investigation (FBI), Quantico, American Airlines’
American Association
success to companies
in creating for their
and maintaining
Virginia. The Jefferson Award recog- long-term com-
long-term success incorporate
inclusive creatinglegal
anddepartments.
maintaining
nizes outstanding innovations with- mitment to diver-
mitment inclusive corporate legal departments.
Stanton, a 42-year American
in and contributions to the criminal sity, the company
sity,
Stanton,
Airlines a 42-year
employee, has been American
instru-
justice and law enforcement com- announced Gary
announced
Airlines inemployee,
mental the successhasof been instru-
the Chicago
munities. The award was presented Kennedy,
Kennedy, Senior
mental in chapter
O’Hare the success
of ofthethe African-
Chicago
in recognition of SSA Feemster’s re- KENNEDY
Kennedy Vice
Vice President and
O’Hare chapter
American EmployeeofResource
the African-
Group
search and ongoing efforts to nur- General
General Counsel,
American Employee
(AAERG) and the Resource Group
local Diversity
ture the vitality and longevity of law and Frank Stanton,
and
(AAERG)
Action and where
Council, the local Diversity
he first helped
enforcement officers at multiple lev- Tower
Tower Manager,
Action Council,
organize wheretraining
on-the-job he first in
helped
the
els. Feemster received this award for Chicago recipi-
Chicago asasrecipients
organizetoon-the-job
1970s training
aid diverse in the
employees’
conducting empirical research on the ents of the
of the 20092009
EarlEarl
G.
1970s to aid
advancement diverse employees’
opportunities. In 2007
factors that enhance the practice and G. GravesAward
Graves Award for
advancement
he was honoredopportunities.
as AAERG member In 2007of
performance of policing, spanning the Leadership
Leadership to rec-
he was
the year.honored
PDJ as AAERG member of
United States, the United Kingdom, STANTON
Stanton ognize
ognize their work in
the year. PDJ
and Canada. advancing diversity and inclusion with-
SSA Feemster is currently assigned in the company and in their commu-
to the FBI Academy, Behavioral Science nities. In addition, La’Wonda Peoples,
Unit (BSU). In addition to facilitating Manager, Employee Volunteerism and
classes in community policing and Workplace Giving, and Sherri Macko,
stress management at the FBI National Manager, Supplier Diversity and
Academy (NA), throughout the last Business Strategies, were recognized
for their exceptional work regarding
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www.catalyst.org
W
By Catalyst
WHY
Why DO do SOME
some MENmen SUPPORT
support gender diversity in leadership When asked about what keeps men from supporting gender initia-
while others do not? Catalyst examines this question through a new body tives, some men who were interviewed for the study pointed to a “zero-
of research evaluating men’s involvement with gender diversity in its sum” mentality that gains for women necessarily mean losses for men.
recently released report Engaging Men in Gender Initiatives: What Change Companies may inadvertently encourage this line of thinking by institut-
Agents Need to Know. The study provides unparalleled insight into men’s ing practices that increase competition between employees and put the
advocacy for gender equality at work. focus on the individual first above the organization as a whole. A shift
away from this “win or lose” mentality to a recognition that everybody
Bringing men into gender initiatives is in a company’s best inter-
benefits from gender equality can lead men to become greater advocates
ests and is paramount to creating equality in business leadership. “The
of change.
preponderance of men in leadership means their efforts are necessary to
advance change in the workplace,” said Ilene H. Lang, President & Chief Lastly, interview findings revealed three barriers that could under-
Executive Officer of Catalyst. “Research continues to show that diversity mine men’s support for initiatives to end gender bias: apathy, fear, and
well-managed yields more innovation and is tied to enhanced financial ignorance about gender issues. Specifically, men identified as champions
performance—factors good for all employees.” of gender diversity indicated that fear of losing status or of being seen as
part of the problem, and apathy—a sense that issues of gender do not
concern men—may work as roadblocks to men’s engagement as champi-
Methodology ons of equality.
The study was conducted via in-depth interviews and an online
survey. The interviews were conducted first to develop in-depth insights
about the factors that predict men’s awareness of gender bias and their Steps Organizations Can Take
advocacy for gender equality. An online survey was then administered Organizations can take steps to help remove these barriers and engage
to 178 businessmen to test the hypotheses that were developed based on men in initiatives to promote gender equality by appealing to men’s sense
the interviews. By surveying both men who were championing gender of fairness, providing men with women mentors, exposing men to male
equality as well as a comparison group of men who were not engaged in leaders who champion inclusion, and inviting men into the discussion
such activity, Catalyst was able to examine what attitudes and experiences through male-only and male/female groups. In addition, research shows
differentiated the two groups. that men gain significant personal benefits, such as better health, freedom
to be themselves, and the ability to share financial responsibilities with a
spouse or partner, when working in a place free of gender bias.
Awareness Matters
The study findings supported the view that before individuals will
MEN
Men ARE are A a GREAT
great AND and NECESSARY
necessary RESOURCE
resource in
support efforts to right an inequality they must first recognize that the in-
advancing leadership opportunities for women in the workplace. From
equality exists. Men who were more aware of gender bias were moremore likely
likely
potential business success to growth for both women and men, the ben-
to say that it was important to them to achieve gender equality. Other
efits of partnering with men to create gender-inclusive workplaces are felt
findings revealed three factors that predicted men’s awareness of gender
by everyone. PDJ
bias: 1) defiance of certain masculine norms, 2) the presence or absence of
women mentors, and 3) a sense of fair play. Of those three factors, having
a strong sense of fair play, defined as a strong commitment to the ideals of
fairness, was what also best differentiated men who actively championed
gender equality from those who were not similarly engaged. Founded in 1962, Catalyst is the leading nonprofit membership organization
working globally with businesses and the professions to build inclusive
workplaces and expand opportunities for women and business. Visit www.
catalyst.org to learn more about our work and download Catalyst reports. Visit
www.catalyst.org/page/82/catalyst-e-newsletters to begin receiving Catalyst
C-News, our monthly e-newsletter.
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energized by
Diversity
With more than 7 million customers and 27,000 employees, National Grid is
one of the largest investor-owned utilities in the world. And, our greatest strength
comes from the power of inclusion and diversity in our workforce. The value
of an individual’s skills, special talents, multicultural experiences, and alternative
life styles is an integral part of our corporate culture. So is our commitment to
preserving the environment as we address the energy needs of our customers.
Whether you are interested in future employment, or are a small business
entrepreneur, we welcome your perspective. Learn more about career and
business opportunities at www.nationalgridus.com.
culture matters
Risky Business
By Craig Storti
I
In our inaugural column, ent comfort levels in the U.S. and Russia when it comes to
we announced that our first taking risks. One of the many ways that cultures differ is in
few articles would deal with their attitude toward, and tolerance of, risk-taking. Simply
the BRIC countries: Brazil, put: Americans have a relatively high tolerance for risk and
Russia, India, and China. Russians have a relatively low tolerance. In a famous survey
And we explained why: by Geert Hofstede of the “attitude toward uncertainty” in
“Whether it’s to tap into their potential market (India and 59 countries, only 10 countries were more risk-friendly than
China contain one-third of the people on the planet), buy their the United States, and in the recent GLOBE1 study of risk
natural resources (Brazil’s minerals, Russia’s natural gas), or make in 62 countries, Russia was dead last.
use of their skilled and affordable labor, the world is going to be The origins of these differing attitudes, as with most
paying more and more attention to BRIC in the years just ahead, matters cultural, are buried deep in the history of the two
and if you’re going to play in this arena, you need to understand societies. America was settled by people who had no choice
these cultures.” The BRIC countries just had their first summit in but to take risks; who were willing, or in some cases forced, to
Russia on June 17th. We kicked things off with two columns on leave the familiar behind and start all over again in a strange
India (and will return soon with a promised third); in this issue new world for which they were woefully unprepared. Life in
we’re moving on to Russia. 17th and 18th century Europe had almost nothing in com-
mon with life in the “Stone Age wilderness” that awaited
An American manager in the technology support the first immigrants in the new world. They would have to
group of a global pharmaceutical company tells the following learn through trial and error and making mistakes how to do
story. Headquarters was in the midst of rolling out a new most of the tasks they would need to accomplish in order to
financial reporting system worldwide when it started to get survive. Maybe you had never cut down a tree in your life,
some serious push-back from the Russian IT team who would and maybe the first few trees did not fall in the right places—
be installing and supporting the software for the new system maybe you didn’t even have an axe—but if you wanted to eat
throughout the Russian market. The IT folks felt the time- in October, then you had to clear the land of trees, then plant
table for the rollout was unrealistic as it did not allow enough corn in June. You did not have the luxury of saying, “But
time for them to test for and fix the inevitable bugs that ac- we’ve never done that before,” “We don’t know how to do
company new software. The Americans countered that the that,” or “What if that doesn’t work?” You had to act—and
end-users would have to start using the system before the bugs let the trees fall where they may. Any action involved taking
could be discovered and fixed, and encouraged the Russians a risk, in short: doing something without knowing how and
to act soon, so that when the rest of the world started using without knowing what the consequences would be. Thus, the
the new system, the data from Russia would not be left out acceptance of risk, and especially of the inevitability of risk,
of regular reports, and hence not quickly and widely shared quickly became a cornerstone of the American mindset.
across the world. The Russian story is largely one of a completely feudal
The Russians replied that they were not comfortable society with a few immensely rich and powerful people at
treating end-users as “guinea pigs;” experimenting on them the top, and millions of serfs (who were actually the property
to uncover flaws that the IT people should be protecting of their masters) toiling in subsistence to keep the whole
the end-users from. “It makes us look bad,” the Russians structure humming along. If you were a serf, you had very
explained. “If we give them something that’s not ready—just few options and were not likely to take chances or try things
to meet New York’s deadline—this will undermine our cred- that might not work out. Taking a risk could be fatal; it was
ibility, make us look unprofessional, and we will lose the trust infinitely safer to stick with what you knew.
of our internal clients.”
There were probably several factors at play in this For complete results, see House, Robert J., ed. Culture, Leadership, and
1
situation, but at least one of them was cultural: the differ- Organizations: The GLOBE Study of 62 Societies, Sage Publications, 2004.
These are gross oversimplifications, of course, and in any When Americans work with more risk-averse cultures, then,
case the origin of the attitude toward risk is not so much the here are some suggestions for bridging this cultural gap:
point here as the difference in attitudes on the part of Americans • Allow more time for people to get used to the new system/
and Russians—and the consequences of those differences when change that is being implemented.
Russians and Americans work together. Some of the common • Where appropriate, allow parallel systems for a period of
disconnects between risk-taking and risk-averse cultures are shown time—and then switch over to the new system.
in the above chart.
One of the common cultural complaints from people who • Do a pilot before a wider roll-out.
work with Americans is the relatively cavalier attitude toward tak- • Make it very clear that you expect some mistakes or problems
ing chances, trying new things, and generally going out on a limb. in the beginning and that you will not hold people account-
This is often seen, as in our Russian example, in the form of un- able for those.
realistic deadlines when introducing new systems and procedures Meanwhile, remember that there is some good in each of
or rolling out new products, or in the form of expecting people the attitudes toward risk: try to identify and leverage the advan-
not to be so hung-up about making mistakes or getting something tages of both the risk-averse and the risk-friendly approaches, even
wrong the first time they try it. Americans expect some errors as you try to minimize the disadvantages. PDJ
and mistakes when trying new things, so they are usually quite
forgiving. In cultures like Russia, however, errors and mistakes are
perceived as coming from being in too much of a hurry or just
plain being reckless. Craig Storti, a consultant and trainer in the field of intercultural
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: craig@craigstorti.com.
A
Chief Diversity Officer and Vice President, Workplace Culture
WellPoint, Inc.
As the field of diversity and rewarded the same way any other business practice is. At the
management continues to opposite end of the spectrum was the perspective that diversity
mature in the organization- management is inherently a competency of a good leader and
al environment, it appears should simply be expected—like any other leader skill-set focused
to be universally accepted on driving business success. The latter emphatically stated that
that diversity is more than paying leaders for recruiting targeted groups is analogous to noth-
just race/ethnicity and gen- ing more than “bounty-hunting.”
der. While the breadth and So, who’s right? They all are. But holding leaders accountable
depth of diversity manage- for diversity goals, whether through pay or not, is an idea that is
ment spans many mixtures beyond just these, race/ethnicity and still getting traction, because many companies have not reached
gender are the mixtures most commonly discussed, researched, the needed level of sophistication in their efforts to manage di-
and reported on. There are many best-practice reports that speak versity holistically and as a direct enabler of achieving company
to how organizations attract, retain, and develop leaders from objectives.2 As you contemplate the question of whether to start
historically under-represented groups, in the C-suite in particular. paying, continue paying, or not pay will work best for your orga-
It is in this context that I recently explored the question with fel- nization, consider the following:
low diversity practitioners from around the country of paying for • Does your leadership truly believe that having a diversity
performance to increase the representation of women and people of gender and ethnicities in leadership roles adds value
of color at the top of the house. to the organization and its ability to deliver on its objec-
tives? If so, how (continue answering below)? If not, why
2008 Bureau of Labor Statistics Workforce Demographics1
50
not? As you assess this question, think more about what
gets done more than what gets said.
• How are all critical business objectives driven to execu-
40
tion throughout your organization? What are the as-
sociated risks and rewards? Are they tied to variable pay
30 programs such as bonuses or performance plans? Are
stated diversity goals (whether workforce, workplace, or
20 marketplace) treated differently?
The bottom line is that the way things get done, rewarded
10 and reinforced (aka company culture) varies from company to
company. While we commonly define some practices as “best,”
there is no one-size-fits-all approach. Your ability to get and
0
Black or
African American
Asian Hispanic or
Latino
Women leverage accountability for your diversity strategies will be driven
by your understanding of your organization’s cultural nuances.
Percent of C level jobs Percent of total workforce
Remember, it’s only a best practice if it works as well for you as it
does for another organization. PDJ
The question of tying diversity related goals to compensation
is a frequently deliberated and highly debated issue. I recently
1
posted a conversation on LinkedIn® to solicit input from diversity Employment by detailed occupation, sex, race, and Hispanic ethnicity, 2008 annual averages (Bureau of
Labor Statistics 2008). Native American or American Indian not reported.
practitioners across the country (and globe for that matter) on 2
Stephenie Overman “A measure of success - linking pay to performance in diversity management -
best practices for linking goals to pay in order to increase repre- includes related article”. HR Magazine. FindArticles.com. 26 Jun, 2009. http://findarticles.com/p/
articles/mi_m3495/is_n12_v37/ai_13604256/
sentation of people of color in the C-suite. In particular, I was
interested in the experiences of those who have linked goals to
pay, as to whether or not this practice has driven quota mentalities David Casey is a native of Indianapolis, Indiana, having
and/or behaviors in their respective organizations. graduated with honors from Indiana Wesleyan University with
What I got back was a wide range of responses, as you might a BS in Business Administration. He brings over 20 years of
imagine. One respondent stated that if diversity management is experience in talent management and strategic diversity
truly seen as a critical business practice, it should be measured management to his role at WellPoint.
12 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9
Thanks to you,
Peter feels the support he needs to become a stronger, more
independent individual.
At WellPoint, we are addressing tomorrow’s health care issues today. Fostering and
facilitating the involvement of WellPoint associates in charitable organizations is an important
commitment to the company’s role as a good corporate citizen.
During WellPoint’s Community Service Day, more than 3,500 associates and their friends
and families participated in 180 projects across 107 cities – all on a single spring day.
Commitment like this has had an immediate impact on people like Peter, who’s doing more
for himself than he ever thought possible. Working to better people’s lives is not something
you do every day. But it can be – at WellPoint.
EOE ®Registered Trademark, WellPoint, Inc. © 2009 WellPoint, Inc. All Rights Reserved
®Registered Trademark, DiversityInc Media LLC
my turn
I
By Eric C. Peterson
Manager, Diversity & Inclusion, Society for Human Resource Management
IN 1964, with
In WITH the THE and levels of cholesterol and blood sugar are better indicators of
passage of the Civil Rights health than physical appearance, these critics admit that their res-
Act, American citizens were ervations are mostly about image and credibility.
suddenly protected against Not surprisingly, advocate groups such as the National
discrimination on the basis Association to Advance Fat Acceptance (NAAFA), have come to
of race, color, religion, Dr. Benjamin’s defense, calling the criticism “a perfect example of
sex or national origin; size discrimination.”2
and suddenly, workplaces were vulnerable to legal action if they In 2008, Dr. Gordon Patzer released a book called Looks:
were found to be discriminatory – and the Diversity field was Why They Matter More Than You Ever Imagined. In it, he makes
suddenly born. the rather unremarkable claim that attractive people are often
Then, practitioners were driven almost exclusively by a com- luckier in love than those considered unattractive. But he goes
pliance case. Today, the field is bolstered by a values case (it’s the on to state that “pretty people” get better grades in school, earn
right thing to do for people, and leaders and workers want to be about 10% more than their average-looking colleagues, are more
proud of the organizations they represent) and a business case likely to get hired and promoted at work, and face far better odds
(it’s the smart thing to do for business, and will create more in American courtrooms. Furthermore, he states that the rise of
sustainable and profitable organizations). reality television, tabloid culture, and plastic surgery is making the
The definition of diversity has also changed. In the years since problem worse, not better.
the Civil Rights Act, new legislation has been created to protect Dr. Patzer has also developed a system for measuring one’s
workers on the basis of pregnancy, age, ability, and veteran status; “PA,” or Physical Attractiveness. But unless this system gains wide
and many Diversity & Inclusion practitioners have expanded usage, beauty will likely remain difficult to measure—and there-
their view of the field to include things like sexual orientation, fore difficult to legislate around.
socio-economic status, language, gender identity or expression, And yet, today’s Diversity & Inclusion practitioners are no
personality, and work style—literally anything that makes one longer bound by legally protected categories. In the absence of a
group of people different from another. And there is mounting compliance case, is there an ethically driven values case or a sound
evidence to suggest that our collective definition of diversity will business case in promoting workplace cultures that are inclusive of
become even broader. people who fall anywhere within the beauty spectrum?
Recently, President Obama nominated Dr. Regina Benjamin to I would argue in the affirmative. We already know that
the post of U.S. Surgeon General. Dr. Benjamin is being hailed by the average CEO is much taller than the average citizen,3 and
some as an inspired choice for the position. Her detractors, how- yet most of us would refute the idea that height is in any way
ever, see something different when they look upon Dr. Benjamin.1 indicative of talent. The logical conclusion is that a hidden
They see fat. bias leads us to ascribe leadership qualities to taller individuals,
While no one questions Dr. Benjamin’s intelligence or compe- meaning that there are likely many shorter, incredibly talented
tence, many feel that the Surgeon General should be, among other individuals who are not operating on a level playing field. In the
things, a role model for healthy living—and that a woman with coming years, I would expect that we’ll be hearing more about
round cheeks and a full figure cannot credibly perform this func- “looks-ism”
“looksism” andandsize
sizediscrimination
discrimination in
in our
our workplaces, and eventu-
tion of the job. Despite consensus that data such as blood pressure ally will be asked to respond to these phenomena in concrete and
specific ways. PDJ
1 “Critics
“Critics
Slam Overweight Surgeon General Pick, Regina Benjamin.” Susan
Donaldson James, ABC News Online, July 21, 2009.
2“Benjamin
“Benjamin Weight Discussion is Perfect Example of Size Discrimination.” http://
groups.yahoo.com/group/naafanews/message/381 Follow Eric on Twitter at http://twitter.com/EPetersonSHRM
33“Reinventing Diversity.” Cook Ross, 2008. http://www.cookross.com/
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Business wins when everyone matters.
Diversity and inclusion are enduring values embedded into our
culture. These values are fundamental to both our business and
our mission, to save people money so they can live better.
The “Spark” Design ( ), Walmart and Save Money. Live Better. are marks and/or registered marks of Wal-Mart Stores, Inc. ©2009 Wal-Mart Stores, Inc., Bentonville, AR.
viewpoint
President
I
American Institute for Managing Diversity, Inc.
I often find my- the hot topic of the moment, the combination of spontaneous
self in and out of the diversity conversations and an organizational culture that sup-
halls of organizations ports diversity dialogues can further an organization’s progress
chatting with people as they gather before a meeting, wait for along its diversity journey.
the elevator, or converge around the proverbial “water cooler”. For chief diversity officers who are seeking ways to sustain
Recently, some of these conversations have ventured into dis- their diversity management gains with limited resources, pro-
cussions about the widely debated speech that United States viding a structure, framework, and information to grassroots
Supreme Court Nominee, Judge Sonia Sotomayor, gave in diversity dialogues already occurring is a major opportunity.
2001. The CDO can build on these organic discussions by:
By now, I am sure every reader of Profiles and Diversity • Asking employees about their “water cooler” conversa-
Journal has heard the Judge’s 32 words that ignited a media tions or informally polling staff across the organization,
frenzy: “I would hope that a wise Latina woman, with the richness particularly when hot topics emerge in the media;
of her experiences, would more often than not reach a better conclu- • Offering praise of and support to those who are initiat-
sion than a white male who hasn’t lived that life.” As I overhear ing diversity dialogues at the water cooler;
water cooler conversations about the speech, I have noticed a • Providing structure or guidelines that facilitate produc-
more sophisticated and nuanced discussion about race, racism, tive dialogues;
identity, etc. than the discussions that emerged in the media • Providing the use of low-cost technology like company
storm that ensued in the days and weeks that followed Judge online discussion boards, tele-meetings or webinars to
Sotomayor’s nomination. continue a water cooler conversation;
These words were a small portion of a 3,900 word speech • Providing additional information or expertise to cor-
that the Judge was asked to give on “what it all will mean to rect erroneous assumptions, answer questions or offer
have more women and people of color on the bench.” a broader perspective; and
Some, particularly in the political arena, labeled Judge • Providing leadership by communicating the connec-
Sotomayor a racist. Some suggested that she retract or apologize tion of the water cooler conversation to the objectives
for her statement. Others called the speech and the infamous in the organization’s diversity strategy.
32-word sentence inspiring and a critical presentation of Educators and training and development professionals
the value of diversity on the bench. As I listened, I heard an relish the “teachable moment.” These are passing moments
earnest desire to explain or understand the term racist, and that arise where a teacher has an ideal opportunity to offer
why it should or should not be used as it relates to the judge’s insight to his or her students. If the opportunity is seized, it
statement. I heard conversations that revisited the debate on can have a significant impact on the student. If pursued, the
whether a person in a non-dominate or minority group can spontaneous water cooler conversations can produce precious
be labeled a racist. Another conversation explored the need for no-cost teachable moments that can advance an organization’s
more women and minorities to set a high aspirant tone that diversity journey. PDJ
challenges conventional homogeneity in key power positions.
These conversations, in organizations that foster diversity Melanie Harrington is president of the American Institute for Managing
dialogues and provide their employees with a common set of Diversity, Inc. AIMD celebrates its 25th Anniversary in 2009. The orga-
diversity terminology and definitions, seemed to weather the nization is a 501(c)(3) public interest non-profit dedicated to advancing
emotionally-charged issues more effectively. Moreover, the diversity thought leadership through research, education, and public
outreach. AIMD works to strengthen our communities and institutions
casual interaction over these challenging diversity issues created
through effective diversity management. For more information, please
opportunities for further relationship building. Regardless of visit www.aimd.org.
www.bankofthewest.com
Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V © 2007 Bank of the West. Member FDIC.
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.
www.kodak.com/go/diversity
o n
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Front-nners
TY JOU ITNYAJOURNA
ERSI IVERSR L L g Richard
Human Rights CampaignClark
Event
DIV D
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IN
S
IN (L to R) Richard Clark
(Accenture),
(Accenture),
E
Joe Solmonese
Joe Solmonese ((President of HRC),
IL
IL
OF
OF
LaMae A
Allen deJongh,
(President of HRC),and
Ru
PR
PR
KevinLaMae
MossdeJongh,
(Accenture).
H I P H I P and Kevin Moss
RS
ITY L ity L IES
EADEEADERS (Accenture).
VERSvers
IN DI in Di
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Front-Runners in Diversity Leadership LaMae Allen deJongh Accenture
We also offer a course called Leading a Diverse Workforce, in How are their opinions solicited and valued? Do you have an
which global and local leaders help executives reexamine their diver- employee ‘suggestion box’ or other system, and who monitors
sity beliefs and use this refreshed perspective as a basis for developing and responds?
concrete diversity plans for their scope of accountability. Accenture has multiple channels that foster ongoing dialogue with our
employees. One of them is an annual survey which seeks to measure
How are decisions about diversity made in your organization? Is
the engagement of our more than 181,000
170,000 employees around the
there a diversity council, and who heads it up? Who participates?
world. This tool is constructed so it helps us understand employee
Our team of 13 Human Capital & Diversity geographic leads works
perspectives and satisfaction across a number of issues, e.g., work/
to create programs that are meaningful and make a difference to em-
life balance, culture, work responsibilities, supervisors, etc. This is
ployees, communities and clients around the world. Two additional
critical to continuous improvement of our programs, policies and
governance bodies back up this team:
approaches. Additionally, a number of leaders across functions
The Accenture Diversity Council, which includes some of
• The
(including me) author e-newsletters, which request employee
Accenture’s most senior leaders, assesses challenges we face, sets
responses, questions, etc.
strategic direction, and prioritizes our actions globally.
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Front-Runners in Diversity Leadership LaMae Allen deJongh Accenture
personal profi
profile
le LaMae Allen deJongh
Can you name specific ways your company
supports upward development toward
management positions?
Company
COMPANY One way we do it is by offering Ethnically
Accenture
Diverse Leadership Summits, which aim to
Title
TITLE ensure the success of all our people, as well as
U.S. Human Capital & Diversity the innovative thinking, creativity, and con-
Managing Director
fidence that differentiate our company from
Years IN
YEARS in CURRENT
current POSITION
position our competitors. The goals of the Summits
I have held this title for less than a year,
are to reinforce our leadership’s commitment
and I continue to maintain client relation-
ship management responsibilities for a to our ethnically diverse population; build
number of global financial services clients. skills, capabilities, and strategies for career
progression; leverage other resources within
Education
EDUCATION
Princeton University, undergraduate Accenture in developing a platform for suc-
degree in Economics cess; and evolve targeted action plans for
First JOB
FIRST job development and advancement.
Accenture
Philosophy
PHILOSOPHY Family
FAMILY SUPPLIER / COMMUNITY /
Don’t sweat the small stuff. Married, with a young son. CUSTOMERS
What I’M
WHAT I’m READING
reading Interests
INTERESTS
What is the company’s commitment to
Learned Optimism, by Martin Seligman Culinary, fitness, and international travel.
minority suppliers?
Our supplier diversity efforts demonstrate a
commitment to promoting economic growth
How did you get to your present position? What business books or journals do you
within the communities with which the com-
What was your career path? read regularly or recommend?
My entire career has been with Accenture, I read—and recommend—a number pany does business. Accenture is a member of
and it has involved continuous upward of business publications, especially the National Minority Supplier Development
development to management positions, The Harvard Business Review. Council, the National Gay and Lesbian
including becoming the first U.S. African Chambers of Commerce, and the Women’s
American female Senior Executive. What are your specific responsibilities for
This was not only significant to me, diversity and
advancing inclusion andinclusion
diversity in your Business Enterprise National Council in both
but it had great significance to many of organization? What are the strategies you the United Kingdom and the United States.
our people. It’s fueled my passion for my employ to move inclusion forward?
At least half the firms approved as preferred
current roles—both in Human Capital & My specific responsibility is best described
in terms of the talent management lifecycle suppliers in the United States are diverse. In
Diversity and in my client-facing
responsibilities—as well as for ensuring (attracting talent to transitioning it within 2008, we directed $286 million—nearly 15
that we offer our people continuous the organization) and embedding it as a percent—of our procurement spending to
leadership development. standard approach within Accenture.
small and minority- and women-owned busi-
I am committed to Accenture’s people,
Who were/are your mentors? How did the communities in which we work and live nesses.
they help
How in your
did they helpprofessional and person-
in your professional and to Accenture clients. I am dedicated The cornerstone of our Supplier
al life?
and Are you
personal mentoring anyone today?
life? to being an accessible role model to, and Diversity Program is our formal
I’ve been fortunate to have a network of leveraging my learning and experiences
mentoring program, the Diverse Supplier
internal and external mentors, who have with, as many employees as possible.
helped enhance my sense of confidence Development Program, which we
and my competence in a variety of areas. How are you (as a manager) measured in launched in 2006. This program pairs
They have also taught me to respect my terms of performance?
Accenture executives with diverse suppliers
accomplishments and my ability to have an I have measurable objectives that impact
my overall performance rating, and they through one-on-one meetings and quarterly
impact on our business and our people.
Chief among these mentors are my are tied to compensation. symposia. PDJ
parents. I’ve learned a tremendous amount Are there particular areas/employee sec-
from their entrepreneurial spirit. tors you feel still need improvement?
We are on an Inclusion & Diversity jour-
ney—and it’s about continuous improve-
ment across all areas.
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YoUr inDiViDUAlitY
> YoU know
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.
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.
1 Collaboration
for Naturalization
Naturaliza 2 Creating an Inclusive
In
GLBT/A Online
Onlin Training
Environment:
In 2008,
IN unique partnership established by New York
a UNIQUE
8, A To SUPPORT
TO support
PPORT itsITS overall strategy
strateg to create a more inclusive
Life Insurance
urance Company’s Chinese Chine Marketing Unit resulted environment Cardinal Health
work environment, H launched “Creating
vital in-language
in offering vital, in-language material
material to
to the
the Chinese commu- an Inclusive Environment—Gay, Lesbian, Bisexual and
nity. Recognizing the limited resources offered to the Chinese Transgender and Advocates” (GLBT/A) online training in
community regarding the naturalization process, compound- January 2009. This online learning module was designed to
ed by the growing concern within the Chinese community increase employee understanding of and help create an inclu-
regarding the need to obtain accurate information on the sive environment for the GLBT/A community.
process, the Chinese Marketing Unit approached the World Cardinal Health’s D&I team worked with experts in the
Journal to begin a partnership to create useful tools for this company’s Learning Technologies department to create this
segment of the population. The New York Life partnership innovative training. They started by hosting focus groups
with the World Journal resulted in a free, in-language natural- with the company’s GLBT/A Employee Resource Groups to
ization test preparation and information booklet and CD. share situations they had personally faced in the workplace,
Addressing the specific needs of the Chinese commu- either at Cardinal Health or elsewhere. The team then devel-
nity is a priority of New York Life’s Chinese Marketing Unit. oped a series of simulated examples of these situations, along
The goal of the partnership with the World Journal was with several possible ways that training participants could
to create user-friendly, in-language resources tailored to respond if confronted with similar situations. To engage
address the needs, values and customs of first generation participants, the training was animated through the use of
Chinese Americans who wanted to become naturalized avatars. To set the appropriate tone, the training began with
citizens, and introduce New York Life and its family of prod- a videotaped message from the executive sponsor of Cardinal
ucts to community members that may not be familiar with Health’s GLBT/A Employee Resource Group.
the company. The training helps employees build confidence in deal-
New York
YorkLife’s
Life’sChinese
Chinese Market
Market UnitUnit worked
worked closely
closely with ing with situations which may be unfamiliar to them. It also
with the World
the World JournalJournal
staff to staff
createtoadvertisements
create advertisements and
and develop coaches managers and employees on the use of inclusive
develop
accurateaccurate
content content and a simple,
and a simple, easy-to-follow
easy-to-follow design
design for the language when dealing with GLBT/A employees, customers
for the naturalization
naturalization test preparation
test preparation and information
and information booklet
booklet and and shareholders. Employees who complete the course are
and
CD. CD. In2008,
In fall fall 2008, the booklet
the booklet was was marketed
marketed at newsstands,
at newsstands, via better equipped to:
via coupons
coupons in the the World
in World Journal
Journal and and in World
in World Journal
Journal ads, ads,
and • SState
tate the business case for diversity and inclusion with
and
at Newat New
YorkYorkLife’sLife’s
salessales offices
offices in the
in the Chinatown
Chinatown neigh-
neighbor- respect to the GLBT/A community;
borhoods of Manhattan,
hoods of Manhattan, Brooklyn,
Brooklyn, andand Flushing.
Flushing. • R ecognize that sexual orientation and gender identity/
Recognize
The World Journal ran 50,000 copies for the first print- expression are dimensions of diversity;
ing of the Naturalization Handbook and CD in April • U nderstand the experiences the GLBT/A community
Understand
2008. Within one month, all 50,000 copies were gone. may face in the workplace, as well as appropriate ways
Due to the high demand for the booklet and CD, the World to respond.
Journal decided to print an additional set of 35,000 copies Members of Cardinal Health’s GLBT/A Employee
in August 2008. All of these copies were gone in approxi- Resource Groups now also feel more confident in expressing
mately one month. themselves. This was demonstrated by the fact that, following
New York Life has benefited from the increase in the the training, they hosted or indicated interest in host-
pool of potential clients that have walked into New York Life ing several internal and external events that promoted
sales offices and from the positive association with creating GLBT/A awareness. Also, in addition to Cardinal Health’s
resources in direct response to a growing community need. two existing GLBT/A Employee Resource Groups (in
Another added benefit is that by continuing to meet with and Dublin, Ohio and San Diego), four new remote sites
talk to community members, the agents at New York Life have either launched or made a request to launch local
sales offices are able to build relationships and gain insight GLBT/A Employee Resource Groups. PDJ
into what products the community wants and needs. PDJ
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Profiles in Diversity Journal 2009 International Innovation in Diversity Awards
3 4
School-to-Work
Program with Big Brothers Impact
Big Sisters of Greater Miami Taking Bright Minds Further
In October 2008, Burger King Corp. launched In fall 2007, PricewaterhouseCoopers LLP (PwC)
an unprecedented three-year school-to-work program in launched a unique educational community initiative called
conjunction with Big Brothers Big Sisters of Greater Miami. Impact, which grew out of a simple idea…taking bright
The graduation rate for Miami-Dade County high school minds further. The program for academically talented Black/
students is 49 percent, which is one of the reasons this African-American high school juniors seeks to broaden
program was created. their educational horizons and give them the information
Through the new “King-sized” school-to-work program, and tools to help them achieve admission into some of the
Burger King Corp. pledged to provide career planning men- premier colleges and universities in the country.
tors to the students of Miami-Dade County to help improve The Impact program enables PwC to make a meaningful
the graduation rates of local high school students. Older high impact that changes lives and opens doors for young people
school students who have been historically more difficult to while supporting our diversity and inclusion objectives. It
match would be served. also provides rewarding volunteer opportunities to partners
The students were paired one-on-one with a Burger King and professionals.
Corp. employee in order to gain valuable skills, job training Administered through a series of workshops over a
and exposure to the full array of possible BURGER KING® 15-month period, the Impact curriculum was developed
career opportunities. Once a month during the school year, with expertise from an independent educational consul-
the students meet with their mentor at Burger King Corp., tant retained by the firm. PwC volunteers mentor Impact
working side-by-side with them and gaining insight into Scholars, attend the workshops, and help scholars navigate
what the daily work environment and routine would be like. the college planning and application process.
The students also meet once a month with their mentor Since launching the inaugural class of 56 Impact Scholars
outside of the office. in the New York City and Washington Metro areas in January
In the first year of the program, the focus is geared towards 2008, there have been immediate results, including:
teaching the students an array of basic life skills. Then, in • Nearly 90% graduation rate of the inaugural class of
year two, the spotlight is on learning job-related skills by Impact Scholars completing the program.
providing them with actual work experience at a BURGER • One-on-one counseling meetings with 100% of the
KING® restaurant. Finally, in the third year of the program, scholars, their parents/guardians and mentors to review
the students plan for continuing with their education. They academic performance, test scores, college lists, and
also will receive scholarships to help defray college expenses. provide guidance.
Throughout the program, the students are exposed to • Increased scope of PwC’s local relationships through
the importance of education, receive help with the transition targeted promotional outreach to approximately
from school to work and create a clear vision for their future. 155 high schools and community- and faith-based
In addition to career planning and restaurant-based work organizations in New York, Boston, Philadelphia,
experience, students participate in fun team-building events and Washington, D.C.
and workshops. • Doubled the number of markets served and Impact
The program has already resulted in more than 70 “big” Scholars and mentors to 300+.
and “little” matches in its first year, making Burger King • 72% of the seniors reporting in thus far have applied to
Corp. the largest mentor provider of any organization to Big an average of eight schools each, with the exception of a
Brothers Big Sisters of Greater Miami. Burger King Corp. few who applied “early decision” to only one school.
employees have connected with the community and pro- The objective of the multi-year commitment is to roll
vided more than 400 hours of mentoring for students, which out the Impact program in up to seven major markets and
is especially significant since Miami has the lowest rate of reach 1,000 promising high school juniors. In May, PwC’s
volunteerism among all major U.S. cities. PDJ inaugural class of Impact Scholars from New York City and
Washington, D.C., successfully graduated from the program
with 100 percent of the graduating scholars achieving accep-
tance into a diverse range of competitive colleges. PDJ
5 Diversity MBA
Leadership Summit 6 Diversity Leadership Institute (DLI)
—Front-Line Supervisors
To meet their future business needs, WellPoint, Inc. In 2008, Verizon developed a new Diversity Leadership
established a multi-year commitment to strengthen their Institute (DLI) experience aimed at front-line leaders, and
leadership bench and ensure a mirror of their diverse cus- designed specifically to address the issues and opportuni-
tomer base by rebuilding and strengthening their leadership ties they have in managing customer-facing operations. The
pipeline. DLI consists of a three-day symposium and pre- and post-
WellPoint focused efforts on top tier diverse MBA tal- symposium learning, and employs tools to enrich the partici-
ent with 3-7 years of work experience and on differentiating pant learning experience and increase participant/supervisor
themselves from their competitors by providing a custom- competency development. Some include:
ized, high-touch candidate experience. • Verizon Competency Assessment: Participants assess them-
Candidates are identified for their Health Insurance selves against the Verizon Competency Model utilizing
Professional Program (HIPP), a three-year leadership devel- the Lominger LEADERSHIP ARCHITECT®.
opment program with visibility to top leadership in the • Pope & Associates EDGE© (Embracing Diversity for Growth
organization; a newly-formed, elite summer MBA internship & Excellence) Diversity e-Learning Series: Takes participants
program; or specialized placement assistance to full-time and supervisors beyond the basics of diversity using mul-
roles in the organization aligned with candidate skill sets and timedia technology to create an individualized and highly
career expectations. interactive learning environment.
A partnership was established in 2007 with the WellPoint
• DLI Pair Discussions: Participants and supervisors utilize
Foundation to secure a three-year, Patron-level spon-
DLI tools to strengthen their relationship and increase lead-
sor commitment to the Consortium for Graduate Studies
ership effectiveness.
Management, a premier association for diverse MBA talent
• Verizon DLI Leadership Case Study: Participants develop a
that provides over 300 student fellowships each year.
plan for solving a real Verizon business issue.
During WellPoint’s initial three-year commitment it has
sponsored Orientation Program (OP) events, participated • DLI University: Participants continue their leadership devel-
on speaker panels, hosted onsite Health Fairs, and partici- opment through web-based and facilitated workshops.
pated in their annual career expo. Immediately following The DLI is an innovative Talent Management tool.
The Consortium OP a customized candidate relationship Its emphasis on diversity and development enhances the
management program begins which focuses on one-on-one participant/supervisor relationship, thus driving employee
communication with each candidate. engagement, diversity management competency, and leader-
Each year since the inception of this strategic focus, ship development.
WellPoint’s efforts have continued to expand by creating One of Verizon’s Imperatives is “Provide the Best
new relationships with groups like the Asian MBA and Customer Service”. With the inclusion of an experience
Reaching Out MBA (LGBT); growing current relationships designed specifically for front-line supervisors, the DLI is
with NSHMBA, NBMBAA, The Consortium and BDPA; and poised to have an even greater impact on business success
by continuing to build on their past successes by offering than it has in the past.
challenging and rewarding opportunities for WellPoint hires In 2008, 200 high-potential front-line supervisors and
through this initiative. their managers attended the DLI and gave it a 91.5% score
As a result of this strategy in 2009, 80% of our HIPP for overall impact. Additionally, 98.5% agreed the DLI
program hires are racially diverse, early careerists that meet increased their leadership capability, diversity competency,
our best of the best talent criteria. In tandem with this effort, and participant/supervisor relationship. While long-term
WellPoint has re-organized its HIPP program to support the impact of the DLI for front-line supervisors is not yet
retention of high-performing emerging leaders by building known, preliminary analyses indicate that graduates of the
out a longer-term development path and ongoing opportuni- DLI are seven times more likely than the average employee to
ties for leadership roles within WellPoint so that this talent is be promoted. PDJ
“ready now” when new leader roles emerge. PDJ
7 Diversity Management
Man
at ARAMARK Germany
G 8 Women’s Action
Acti
Network Coaching
Coac
The implementation
THE mplementation of our diver
diversity management strategy is In June
IN NE 2008, the Cisco Women’s
JUNE Wom Advisory Group and
based on a diversity commitment signed by all ARAMARK i Talent
the Executive T l Organization
O i i launched a pilot program
managers and followed by all 6,500 employees who, through for members of our Women’s Action Network (WAN),
their actions, expressly declare their support for diversity. providing situational coaching and mentoring sessions
Goals: by Cisco’s seasoned career coaches using Cisco’s
• R ecord diversity of our customers’ employees—based on
Record TelePresence technology.
nationality, age, gender, etc.; These sessions allow participants to tap into the
• O ptimize the service range aimed to satisfy these different
Optimize greater-Cisco knowledge they need to succeed, with the
target groups; added privacy and intimacy of a virtual meeting.
• IIncrease
ncrease participation rate and number of guests; Cisco’s TelePresence systems use sophisticated technol-
• IImprove
mprove further development and use of ARAMARK’s ogies to deliver a high-quality collaborative experience.
diversity and employee talent;
talent. By using the power of a global IP network and unified
Implementation / Realization: communications, Cisco’s TelePresence enables collabora-
Customers tion as never before. The video and audio technology allows
• C ustomer survey carried out by ARAMARK;
Customer users to communicate as naturally as they would in person,
• A nalysis of results and development of measures in team
Analysis with every expression, gesture, and nuance clearly vis-
meetings with all employees; ible across town or across time zones. This serves to build
• IIntroduction
ntroduction of new service offerings after feedback; trust and rapport quickly—essential elements in successful
• C onsolidation of all data on district and regional level to
Consolidation coaching.
develop a business plan based on diversity;
diversity. During the pilot program that ran from June 2008 to
Employees November 2008, more than 150 Cisco women registered
• C ompany intranet allows employees to share best
Company for a 45-minute coaching session. Each session focused on
practices in diversity innovation;
one of five topics: Career Guidance, Assertiveness, Conflict
• O nline questionnaire for all employees;
Online
• D Resolution, Management Issue, or Resource Coaching.
atabase to share information about skills and expertise;
Database
• IInterviews
nterviews and personal development planning Twenty professional internal coaches in locations globally
with employees; were available and assigned to a session based on geography
• Deployment of talented employees in diverse projects;
projects. and the issue to be discussed. The coaches asked provocative
questions and taught the skills necessary to help each employ-
Results:
ee think about her issues and reach a productive solution.
There was a high level of acceptance and appreciation
Coaches also directed employees to resources within Cisco to
by our customers and their employees. For example, our
further aid the issue resolution.
client Michelin has many Turkish, blue-collar workers,
Before a session, each participant was encouraged to share
who did not typically eat at the ARAMARK restaurant.
her goals, focus on development needs, and be ready to take
We determined that there was a lack of typical Turkish/
action. In particular, employees were asked to be aware of
Muslim dishes or Halal meat offerings. We took action by
education, experience, and exposure opportunities to further
revising our existing products and introducing a new menu
their professional development.
that included culturally desirable food. As a result, there
On completion of the WAN Coaching pilot, 90 percent
was an approximate 15 percent increase in guest participation
of survey respondents indicated a positive outcome and
and turnover.
93 percent indicated they would recommend the session
We were also able to highlight the diversity of our
to others.
employees by publishing a diversity cookbook created by our
Through a business transformational approach, the pro-
apprentices (aged 16-25 years). This cookbook showcases the
gram provided a different way of growing our high-potential
nearly 100 nationalities of our employees with country por-
employees, retaining top talent, and developing greater
traits and authentic recipes. PDJ
collaboration, while solving the issues that our emerging
leaders are facing today. PDJ
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INNOVATION IN Diversity AWARDS
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Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards
AWARDS OF Excellence
Awards of EXCELLENCE
presented in alphabetical order
American
AmericanAirlines
Airlines• •AXA
AXAEquitable
EquitableLife
LifeInsurance
InsuranceCompany
Company •
Ecolab •• Ecolab
Georgia Power • Power
• Georgia Harrah’s Entertainment
• Harrah’s • ITT Corporation
• ITT Corporation
• KPMG LLP • National Grid • Northrop Grumman Corporation •
• KPMG • National Grid • Northrop Grumman Corporation
• Pitney Bowes Canada • Sodexo •
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INNOVATION IN Diversity AWARDS
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Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards
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Diversity JOURNAL
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INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards
Motion Technologies
Technologies’ KPMG’s Family for Literacy
Ostrava
Os Project
Award of Award of Lau
Launched in early 2008, KPMG’s Family
Excellence ITT Motion Technologies, based in Excellence
Bar
Barge, Italy, makes brake pads and for Literacy program was developed to help
friction materials for the world’s largest manufacturers fight childhood illiteracy. This program puts new books
of cars, trucks and light commercial vehicles. In 2007, directly into the hands of children from low-income
ITT Motion Technologies identified the need to expand families, with the hope of making a long-lasting difference
its production capability to meet the growing demand of in the educational, career, and life opportunities of these
its customers, and decided to open a new plant in Ostrava children by equipping them with the tools they need to
in the Czech Republic. both learn how to read and develop a love of reading.
The HR team worked in collaboration with the man- What distinguishes KPMG’s Family for Literacy from
agement team to implement a program targeted to achieve most other innovations is that the program was developed
three objectives: not only for KPMG’s partners and employees, but also for
Effective
• E ffective transition of skills and process knowledge, their spouses, significant others, and children, as well as
Timely
• T imely on-boarding of new hires to meet KPMG’s interns, alumni, and retirees across the country.
production, This enables the firm to draw on the depth of talent and
Retention
• R etention of talent during and after the start-up. commitment that exists within the extended KPMG fam-
The ily to create an entire army of volunteers committed to
The program
program consisted
consisted of of four
four strategic
strategic action
action areas:
areas:
1. Orientation for new
1. Orientation for new employees, employees, eradicating illiteracy.
2.
2. T heoretical operations
Theoretical operations training,
training, KPMG’s Family for Literacy was piloted in seven
3. On-the-Job training program—Barge,
3. On-the-job training program—Barge, Italy Italy U.S. cities and introduced by co-founders Susan Flynn
4.
4. Employee
Employee integration
integration program,
program, including
including cross-
cross- and Beth Veihmeyer (the spouses of KPMG’s Chairman,
cultural training and language classes
cultural training and language classes for both for both and CEO and Deputy Chairman, respectively). To help
Italian
Italian andand Czech
Czech employees.
employees. ensure its success, KPMG teamed with First Book, a non-
In
In total, the Italian plants hosted
total, the Italian plants hosted aa total
total of
of 70
70 Czech
Czech profit organization that has delivered more than 65 mil-
Republic colleagues in training.
Republic colleagues in training. The Czech employeesThe Czech employees lion new books to youngsters over the past 17 years.
spent
spent from
from one one to to nine
nine months
months in in Italy.
Italy. The
The employees’
employees’ The program has been structured so that everyone can
training
training plan included 128 hours of theory, and depend-
plan included 128 hours of theory, and depend- get involved, regardless of an individual’s level of interest.
ing
ing on an individual’s role, from 140 to 500 hours of
on an individual’s role, from 140 to 500 hours of on-
on- Employees and partners, aunts and uncles, grandparents
the-job instruction.
the-job instruction. and friends can fund books with a simple click of the
As
As aa result,
result, Motion
Motion Technologies
Technologies was was able
able toto open
open mouse through online donations to KPMG’s Family for
its facility in early January 2009, providing
its facility in early January 2009, providing an oppor- an oppor- Literacy Marketplace.
tunity
tunity forfor this
this business
business segment
segment to to expand
expand and and capture
capture As a result of all these efforts, KPMG has donated
new
new customers while fostering process improvement and
customers while fostering process improvement and more than $500,000 through Family for Literacy to date.
lowering operational
lowering operational costs. costs. As importantly, those who have become involved with
As
As of of today,
today, employees
employees hired hired atat the
the beginning
beginning of of the
the Family for Literacy have generated more than 11,000
project are still with the company
project are still with the company with one exception. with one exception. volunteer hours and distributed more than 350,000 new
This
This is is an
an exceptional
exceptional retention
retention rate,
rate asas the
the unemploy-
unemploy- books in its first year. In 2009, an additional 500,000
ment
ment rate in October 2007 was the lowest in 99 years,
rate in October 2007 was the lowest in years, books are scheduled for distribution, and the program is
as a result of more new job opportunities
as a result of more new job opportunities and a stable and a stable launching in nearly a dozen more cities. PDJ
labor
labor market.
market. For For full
full story
story please
please go
go to
to www.itt.com
www.itt.com PDJ PDJ
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Profiles IN
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Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards
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Diversity JOURNAL
Journal International INNOVATION
2009 INTERNATIONAL Innovation IN
in DIVERSITY
Diversity AWARDS
Awards
own
own,as as itit isis strongly
strongly aligned
aligned to our strategic direction and
focused on developing our leaders. PDJ
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thought
thoughtleaders
Profiles in Diversity Journal
continues to bring you the
leaders
ideas, opinions, and profiles of leaders in the field of Diversity & Inclusion in our ongoing series,
thoughtleaders. We once again invited prominent diversity thought leaders to share the latest
thinking regarding the workforce diversity and inclusion topics with which they are most active.
T
Executive Director, Talent Acquisition & Diversity
Verizon
There’s AN
THERE’S an OLD
old adage processes, and provided information by my boss and peers?
in business: If you want to There are differences between inclusion and engagement, but
attain something, measure clearly a highly engaged employee who is not included will even-
it. For years, business lead- tually disengage.
ers have stressed the value Every company is fighting for the best talent out there, and
of measure and display. And once acquired, to develop, engage, and retain it to create a dedi-
yes, to this day, it works like magic. Identifying a few critical cated employee body—the ultimate competitive advantage.
goals and measuring progress improves your odds of achieving, if Our work begins once we bring in the talent. Creating the
goals
not exceeding, those goals. right environment for inclusion and engagement is critical to
When it comes to diversity, we strive to find the correct building productive and positive relationships between supervi-
methodology to measure how well we are doing. For the most sors, their direct reports and employees in general.
part, it is easy to measure the elements. We study population To positively affect the employee experience, consider these
data and identify gaps, and then we put plans in place to close four steps:
those gaps. We examine compensation practices; performance, 1. M easure drivers of inclusion. What are the root causes
Measure
promotional and hiring decisions; and we dissect separation rates of high or low inclusion?
into minute details—all necessary and effective in gauging how 2. SShare
hare results with the people who need to act. If the
we are doing. But is it enough? results are too high level, managers won’t know—or be
To truly understand the impact diversity and inclusion have held accountable—for the level of inclusion on their
on the bottom line, we need to assess the environment we are teams. They all need to connect the dots and under-
creating for every employee, and the advantages or disadvantages stand how critical it is to overall business success.
they may experience, real or perceived. We need to identify ef- Provide resources and support to managers. Inclusion,
3. Provide
fective ways to measure inclusion and engagement and how they like diversity, needs to be measured on an ongoing
drive the overall performance of every employee. basis to track trends and to identify and close gaps.
Is inclusion harder to measure than race, gender and Understand the impact of diversity on inclusion.
4. Understand
ethnic diversity? Yes, but one effective method is to conduct Are particular groups reporting lower levels of inclu-
a cultural audit or an inclusion survey. We must learn from sion, either across the company or in certain parts of
what employees tell us. Although engagement is correlated with the business? How does inclusion vary at different
inclusion, the two are not the same, and so we should not rely on stages of the employee lifecycle?
engagement indices alone. Businesses are microcosms of society. It’s important to create
Engagement reflects how committed, both emotionally the right environment to attract and retain the best talent. To do
and rationally, an employee is to the organization. Inclusion is that, we must remind ourselves how important it is to measure
driven largely by one’s direct supervisor and immediate team. and track the right things, and be clear about its impact on the
The degree to which individuals feel included is largely driven bottom line. PDJ
by: “am I”- invited to meetings, brought into decision making
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Being a True Corporate Partner
By Tisa Jackson
Vice President of Diversity and Inclusion
Union Bank, N.A.
I
In your efforts to brand your organization as one that for networking opportunities
embraces diversity and inclusion, think about this bit of enduring and career development ser-
wisdom from Shakespeare: “Action is eloquence.” Communicating vices. This should be an on-
your company’s values is important, but what you do to demon- going process, a priority that
strate that a fully inclusive workplace is a top priority will have far you maintain in good times
greater impact than what you say. and bad. Organizations—and
You want candidates from all communities and backgrounds job candidates—remember who stayed the course in tough times.
to know that your company is a place where all employees feel ac- And having continuity in these relationships keeps the pipeline of
cepted as they are, receive the same opportunities as everyone else talent open for the time when you will need it.
and are rewarded equitably. An effective way to get this message The Urban Financial Services Coalition, a national trade
across is to partner with professional development and community organization for minority professionals in the financial services
organizations that are also dedicated to enhancing workforce and industry, is a professional development organization that Union
workplace diversity and need your help. Bank has had a relationship with for decades. While many of
For example, you might get involved with such organizations our peers have scaled back support, we have maintained our
as the National Black MBA Association, the National Society of involvement by serving on committees and sponsoring key work
Hispanic MBAs, the Asian Professional Exchange (APEX) and force development programs through the Coalition, such as schol-
Out & Equal Workplace Advocates, which strives for workplace arships for college students, to help meet the growing need for
equality for lesbian, gay, bisexual and transgender professionals. financial aid.
Regardless of the organizations you choose to support, there’s a I have also created a consortium called the Professional and
big difference between underwriting a single program and becom- Technical Diversity Network of Greater Los Angeles (PTDN) to
ing a true partner and trusted ally. Just as reading one Jack Welch provide a forum where companies and professional development
book or taking one management class isn’t going to make you a organizations from a wide range of fields can share ideas and best
leader, sponsoring one event for an organization that nurtures the practices and build mutually beneficial relationships.
talent you’re seeking isn’t going to make your company an em- The organizations Union Bank partners with know we are
ployer of choice. Building relationships is a process, not an event. there for the long term, and that we are deeply invested in the
So what does it mean to be a true corporate partner? role of corporate partner. These partnerships are powerful because
they are based on shared goals and values. They enable us to open
A real partner takes a leadership role within the organization,
doors to greater diversity and inclusion—and to empower people
focusing on developing and executing strategies in support of both
from all walks of life to fulfill their potential. PDJ
the organization’s and industry’s goals, serving on the board or spe-
cial committees, providing speakers for events, generating ideas for
initiatives, and getting directly involved in other ways as needed.
The recession has made it necessary for many companies to Tisa Jackson, vice president of diversity and inclusion for Union Bank, N.A., has
reduce their expenditures in this arena, but you don’t have to more than 13 years of experience in this field, as well as strategic human resources
management, community development and organizational development. She is
donate large sums of money to be a valued corporate partner;
founder of the Professional & Technical Diversity Network (PTDN) of Greater Los
often, sweat equity can be as valuable as cash. Angeles, a diversity consortium comprised of companies committed to diversity and
Even if you’re not currently doing a lot of hiring, it’s important inclusion. Union Bank, N.A., is a full-service commercial bank providing an array
of financial services to individuals, small businesses, middle-market companies, and
to continue partnering and developing relationships with prospec-
major corporations. Union Bank is California’s fifth-largest bank by deposits at March
tive employees through the various organizations they depend on 31, 2009, and has 335 banking offices in California, Oregon, and Washington, and
two international offices. Visit www.unionbank.com for more information.
By JJohn
ohn Bridgeland, CEO, Civic Enterprises; and
Robert Balfanz, Research Scientist, Johns Hopkins University
A
ANYONE HOPING for a such as becoming teen parents or caretakers of siblings. Most
more diverse workplace to- cite a lack of parental involvement and relevance of classroom
morrow may want to peek learning to real life needs. One teacher said, “The kids are hav-
inside America’s classrooms ing a hard time seeing, what, if anything, this education has to
Bridgeland
today. Their optimism will do with them after high school.”
likely fade. Most teachers support reforms that research indicates will
Nearly one-third of all help curb dropping out, such as early warning systems, con-
public high school students necting classroom learning to real-world experiences, increasing
—and about one-half of all parental engagement, and challenging alternative learning envi-
African Americans, Hispanic ronments in arts, music and other areas to ignite students failing
and Native Americans—are in traditional schools.
dropping out and failing to Some findings may seem shocking: less than one-third of
graduate on time with their teachers believe schools should expect all students to meet high
class. While some school academic standards, graduate with the skills to do college level
districts are making progress work, and provide extra support to students to meet those stan-
in boosting high school grad- dards. Nearly six in ten teachers believe we should have a sepa-
uation rates, the national rate rate track for non-college bound students. These teachers’ views
for graduation is still flat- are shaped by daunting challenges in the classroom. Teachers
Balfanz lining at around 69 percent. reported everything from classrooms that were half empty to
“High expectations” and “college readiness” have become schools with violence and gangs.
clarion calls in efforts to transform America’s public high President Obama is right to make the dropout challenge a
schools and address the dropout epidemic. It’s not a moment top priority and to say that dropping out is not only quitting on
too soon. With more than 1.2 million students dropping yourself, it’s quitting on your country. Dropouts disproportion-
out of high school every year, the result is a multi-billion dollar ately don’t vote, volunteer, or participate in their community.
hit on our economy, while eroding the potential for diversity in They represent a huge hurdle for those who promote the ben-
the workplace. efits of a more diverse workplace.
On the Front Lines of Schools, a recently released research As we look for ways to address the dropout challenge,
study conducted by Civic Enterprises and Peter Hart Research more must be done to surround teachers with supports and
with America’s Promise Alliance and sponsored by AT&T and bring them into the college-ready mission that today’s world
the AT&T Foundation, has given us a timely opportunity to demands. We must do more to foster the belief that every stu-
“peek inside America’s high school classrooms” and examine dent, regardless of their circumstances, can graduate from high
how teachers perceive the dropout issue. school, ready for college and the workforce. PDJ
“Front Lines” follows up on a report in 2006 that gave
voice to the perspective of students and a 2008 report that asks
parents to weigh in on the issue. This most recent installment,
issued in June 2009, showed a significant majority of teachers John Bridgeland is the CEO of Civic Enterprises and author of “The Silent
understand that dropping out is a major problem in America. Epidemic: Perspectives of High School Dropouts.” Robert Balfanz is a research
They cite the very causes dropouts have mentioned—students scientist at Johns Hopkins University and author of the reports, “Locating the
Dropout Crisis” and “What Your Community Can Do to End its Dropout
who chronically miss class, read at low levels, or face life events,
Crisis.” Both are co-authors of “On the Front Lines of Schools: Perspectives
of Teachers and Principals on the High School Dropout Problem,” released in
June in Washington, DC. Read the full study at www.att.com/foundation. .
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“Micro-leaks” in the Plumbing
E
By Kim Drumgo
Chief Diversity Officer
Blue Cross and Blue Shield of North Carolina
Every year, my birthdays are bittersweet. Sweet, because I’ve swap stories about our kids.
made it to another year and bitter, because each year I receive Is it likely that she’ll find
unexpected gifts from father time like a gray strand of hair that my decision objective? Is it
mimics Alfalfa’s hairstyle on the show “The Little Rascals,” or a objective? Or has the idea
spa treatment that has “age defying” in its description. To top it of twenty-somethings-as-
off, going out to a late movie could easily require a skinny-triple- babies seeped into my think-
grande-caramel-macchiato from the Starbucks around the corner. ing and eroded my ability to
As each birthday passes, I realize that I must be more aware of assess performance optimally? It’s a question I’m exploring.
my comments to younger professionals, particularly to those Frequently check for leaks. It’s our job as diversity leaders
whose careers I might influence. to model the habit of self-awareness. To improve our skills and
Recently, I’ve found myself calling my younger staff members leadership, we need to start from the assumption that every in-
“babies” in jest—people in their twenties, married, or dating teraction with people could be dripping with microinequities.
without children, at the beginning of their careers, ready to take We’re all drawn to certain people, so we should ask ourselves why.
on the world with possibility and opportunity written all over If we feel less comfortable with somebody, identify what’s behind
their faces. that feeling. Is it performance alone that makes you eager to meet
That’s when it hit me that I’d sprung a “micro-leak” in my one staff member and postpone meeting with another? If the
diversity plumbing. I had to ask myself what kinds of subtle people you have lunch with informally aren’t a diverse group, you
messages—what microinequities—did I send by joking about our probably have some work to do.
age differences. Flush out the doubt. As soon as you identify potential
Microinequities are difficult to address through formal problems, ask others about them—particularly the people they
corporate training because they’re so little and arise so naturally. might offend. If you see microinequities among your staff or
Unlike overt racist, sexist or ageist behavior, they trickle through peers, open those conversations too. Since we all have them, it’s
our organizations in small words, gestures, or choices that can easy to build dialogue around your own micro-leaks. The fact that
damage people, productivity and retention. A 2007 survey they’re so small has an advantage: whether you lay your own out
by Korn/Ferry International found that some 2 million pro- for discussion or talk to people about theirs, the conversation can
fessionals and managers leave their jobs each year because of be non-threatening and no one’s defenses need to be high. But the
unfairness, representing about $64 billion in hiring costs. smallness of microinequities has a downside too. People are apt to
The study found that people of color are three times more likely trivialize them—to say: “So what if I talk to the UNC Chapel Hill
than white heterosexual men to cite workplace unfairness as the 2009 NCAA Men’s Basketball Champion fans on my workteam
reason they quit their jobs. about sports? It’s just chatter.” But not to the staffer, the Michigan
Diversity programs have made tremendous progress addressing State or Duke fan, who’s on the outside of that chat three times
obvious stereotyping and workplace prejudice. So it’s reasonable a week. Don’t let a potential problem corrode the system until
to conclude that much of this dissatisfaction, cost, and unfairness a gasket bursts. Be candid about the concerns you have, and let
flows from microinequities that we just don’t see. others see that it’s safe and productive to do the same.
Three proactive measures will help each of us fix the leaks. In the end, microinequities are unavoidable. They seep into
Admit that your plumbing is not perfect. Each of us harbors organizational culture in places where it’s not easy to find them—
prejudice and bias. Press yourself to identify those. Be brutally in gestures, in a tone of voice, in everyday habits, under the guise
honest and ask yourself what the negative consequences could be. of humor or simple camaraderie. Be vigilant and honest about
If I call a young professional a baby often enough, how long will finding and fixing the micro-leaks. Boosting your organization’s
it be before she thinks I’ll overlook her for a major assignment success through small changes—what MIT professor Mary Rowe
or promotion? Suppose, after scrupulous and objective evalua- calls “microaffirmations”—should motivate you to get out the
tion, I give that job to a colleague of hers with whom I regularly flashlight and inspect the pipes. PDJ
Denise LYNN
DENISE Lynn
Vice President, Diversity and Leadership Strategies
American
AMERICAN Airlines
AIRLINES
AS A
As a GLOBAL
global AIRLINE,
airline, American Airlines has a special awareness American’s involvement in Change for
of the need to help the developing world’s most underprivileged and Good is supported by Airline Ambassadors International, a humani-
vulnerable children. One important way this is happening is through tarian organization founded by American Airlines flight attendants,
Change for Good®, an innovative partnership established in 1987 be- who volunteer use of their flight privileges to help children in need
tween UNICEF and the aviation industry to help these very children all over the world. Airline Ambassadors leads recruitment and training
and improve their circumstances. of “Champions for Children”—as participating flight attendants and
other employee volunteers are called—who in turn encourage custom-
American Airlines is the sole U.S.-based carrier among nearly a
ers to get involved.
dozen international airlines that supports the Change for Good pro-
gram, which has generated more than $90 million in donations to “Of the funds collected via Change for Good, 50 percent supports
date. Since 1999, the program has also been the official charity of the HIV/AIDS programs in Latin America,” said Sam Santiago, Director,
oneworld® Alliance, of which American is a founding member. Workforce Giving & Volunteerism. “The remaining 50 percent is
split between general UNICEF programs and special programs in the
Change for Good invites travelers on selected domestic and inter-
Champions’ country of choice.
national American Airlines flights to contribute their unused domestic
and foreign coins and currency, which are gathered by the flight at- “It really is wonderful for all of us to know, and more impor-
tendants, or to make donations in the airline’s Admirals Clubs and tantly, to see for ourselves, that we are helping to bring about positive
Flagship Lounges worldwide. Flight attendants volunteer to make changes in so many young lives,” he added, noting that a small group
onboard announcements and collect donations, and an in-flight video of American Airlines employees traveled to Honduras this spring to see
informs passengers about the Change for Good program and the proj- the donations in action.
ects their funds support. American Airlines now has more than 1,500 Champions
for Children volunteers company-wide, who have collected more
than $1.6 million since a program re-launch in 2006, making
Change for Good the company’s largest employee giving and
volunteerism program. PDJ
American
American Airlines
Airlines American
American Airlines
Airlines flight
flight
flight
flight attendant
attendant attendants
attendants (from
(from left)
left)
Mary
Mary Furlong-
Furlong- Frank
Frank Eschmann,
Eschmann, Lourdes
Lourdes
Ferguson
Ferguson visits
visits with
with Gonzalez-Daly,
Gonzalez-Daly, Rolando
Rolando
local
local youngsters
youngsters Vazquez
Vazquez andand Mary
Mary
in in Tegucigalpa,
Tegucigalpa, Furlong-Ferguson
Furlong-Ferguson look
look
Honduras.
Honduras. ononas as Honduran
Honduran children
children
receive
receive toothbrushes
toothbrushes and
and
fluoride
fluoride thanks
thanks to to
thethe
Change
Change forfor Good
Good program.
program.
AMERICAN Airlines
American AIRLINES
Headquarters:
Fort Worth, Texas
Web site:
V
Visiting Honduras to see Change for Good www.aa.com
d
donations in action, American Airlines flight
Primary Business:
at
attendant Frank Eschmann receives special
Travel and transportation.
th
thanks from a young beneficiary.
Employees:
More than 76,000 worldwide
PROF
Prof ILES
iles IN
in DIV
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Jou R
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Corporate Philanthropy
Jean J. Lim
President of the Amgen Foundation and Director of Corporate Contributions at Amgen
Amgen, inc.
The Amgen Foundation is com- Amgen’s support of MLA and West Adams Prep goes
mitted to supporting the communities where Amgen has a pres- beyond grant-making with a focus on teacher and student
ence. In 2007, the Foundation board recognized the significant development. This year, students at West Adams Prep were
need for education reform in South Los Angeles and approved introduced to the Amgen–Bruce Wallace Biotechnology Lab
a $4 million grant over three years to MLA Partner Schools Program, a flexible hands-on, inquiry-based experience using
(MLA) to provide first-rate education to students and create an some of the same materials, tools and techniques used by profes-
infrastructure that supports and breeds innovation. sional scientists. Students from West Adams also had the chance
MLA, a nonprofit organization working to improve schools to participate in a Power Lunch at Amgen with Amgen execu-
and empower neighborhoods in some of the most underserved tives and scientists.
communities in Los Angeles, incorporates a “Partner School Amgen executives and staff members have also engaged with
Model” whereby MLA collaborates with school leaders and MLA leadership to provide guidance to the staff, including
community stakeholders in the management of the school to in- hosting a retreat to help analyze MLA and West Adams Prep’s
crease efficiency, build capacity and create sustainable reform. current environment and structure, build commitment towards
One example of this model in action is West Adams Prep a shared vision, and strengthen their planning for the future.
High School, which opened in the fall of 2007 to serve 2,500 “The partnership between MLA and Amgen showcases how
students in South Los Angeles. MLA staff work side by side with the private sector can leverage substantial change in a challenged
district teachers and administrators to manage the school and and complicated public school system,” said Mike McGalliard,
offer students innovative instruction. At the conclusion of the President and CEO of MLA. “From its unique culture to
first year, West Adams Prep had a 91 percent attendance rate— ground-breaking programs, West Adams Prep sets a new stan-
one of the highest rates in LAUSD and certainly the highest dard for public schools because of Amgen’s bold investment of
among similar schools. In addition, West Adams 10th graders financial and human capital.” PDJ
passed the California High School Exit Exam at a rate nearly 10
percent higher than its closest direct feeder school.
Amgen, Inc.
Headquarters:
Thousand Oaks, California
Web site:
www.amgen.com
Primary Business:
Biotechnology.
Employees:
Approximately 17,000
worldwide
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.
lockheedmartin.com/how
Corporate Philanthropy
Kathy Higgins
Vice President of Community Relations, President, BCBSNC Foundation
With a job she enjoyed and two teen- tential to last for decades if not longer. Take for example a
age children, Ellen Boone was content with her life…well, recent effort in Winston-Salem, North Carolina.
almost. You see, what Ellen always yearned for yet could The Winston Lake YMCA is brimming with children;
not seem to accomplish was to own a home. It was a dream 2,500 a year in fact. Yet with all the benefits the Y can offer,
she nearly had given up on. what they haven’t been able to provide is a playground.
That was until the fall of this past year, when 200 Blue That all changed one Saturday as 125 BCBSNC employees
Cross and Blue Shield of North Carolina (BCBSNC) em- teamed up with 100 community volunteers and the experts
ployees stepped away from their desks, picked up hammers from KaBOOM!—the nation’s leading nonprofit dedicated
and tape measures and donated nearly 1,000 hours of their to playspace development—to give the children of Winston
time. Through their efforts, along with financial support Lake a much needed place to play.
from BCBSNC, Habitat for Humanity was able to make In just eight hours, an empty and overgrown lot
home ownership a reality for Ellen and her family in North transformed into a unique playground designed with the
Carolina’s first affordable green community. help of the Y kids and thanks to the hard work of an army
BCBSNC employees’ commitment to serving their cus- of volunteers. Now the children have the perfect place
tomers is matched by their passion for supporting North for not only fun, but to experience the benefits of daily
Carolina’s communities and people like Ellen Boone, which physical activity.
they do through volunteering more than 27,000 hours an- Building playgrounds and building homes are only
nually with nonprofits across the state. They become part part of a much bigger corporate commitment to build-
of something much bigger than themselves. ing stronger, healthier communities. And thanks to
“Working as a volunteer gives me a perspective of a dedicated and compassionate workforce, BCBSNC is well
life that I do not have ready access to, otherwise,” says equipped to do this. PDJ
employee Mangala Datar. “As an immigrant to this coun-
try, volunteering has been my way to get involved with
the community.”
In many cases, BCBSNC works to align their employ-
ees’ commitment to giving back with sustainable initiatives
like Habitat, where the legacy of their work has the po-
Jeff Peterson
Director of Community Relations
Best Buy believes in the power of teens. That’s leaders.” said Dunn. “Coupled with the
why, in 2008, a platform called @15 was created to connect with efforts, enthusiasm and creativity of our charity partners, the
teens, give voice to their perspectives and invest resources of Change Exchange empowers teens with the tools they need to
Best Buy to support their efforts to lead social change. “Today’s drive change and make a difference in their communities.”
teens are compassionate and concerned about the direction of In August, Best Buy will donate another $250,000 among
our country,” said Brian Dunn, president and COO, Best Buy the current charity partners, Mouse, GRAMMY Foundation,
Co., Inc. “That’s why we’re tapping our employees, our tech- Youth Venture and the American Red Cross. Through @15 and
nology, and our resources to bring forward the voices of teens the Change Exchange, Best Buy is working to ensure that the
nationwide for a conversation about key issues that impact them power is truly in teens’ hands. PDJ
and their future.”
The platform is driven through the @15 Fund, designed to
empower teens to direct the monetary resources of Best Buy to
teen-led projects. This year, Best Buy invested $1 million of the
@15 Fund to a program called the @15 Change Exchange, in
which teens earn points through their participation in activi-
ties on www.at15.com and use those points to direct funding
between four chosen nonprofit partners. Every three months,
four new partners are selected and $250,000 is dispersed based
on the decisions of the teens.
“When Best Buy told us they wanted to partner and develop
a program that seeks to give today’s teen a voice and opportuni-
ties to tackle some of the world’s most pressing challenges, we
were thrilled,” said Gretchen Zucker, executive director, Youth
Venture. “We are very excited about the @15 platform and sup-
porting teens in making their voices heard.”
The first @15 Change Exchange took place April 15-30, with
more than 500 members of the @15 community allocating their
points between the chosen nonprofits Communities in Schools,
Genesys Works, Global Citizen Corps, and Project Girl. Over
the course of the first quarter, more than 113,000 unique visi-
tors engaged with @15 and more than 5,000 new teens became
members, a dramatic increase from the few hundred who joined
Best Buy Co., Inc.
before the Change Exchange was launched. “The @15 Change
Exchange is an investment in this country’s next generation of Headquarters:
Richfield, Minnesota
Web site:
www.bestbuy.com
www.at15.com/changeexchange
Primary Business:
Consumer electronics retail.
Employees:
155,000 worldwide
Rebeca Rangel
Vice President, Community Affairs Regional Manager
Two years ago, Julie Evans was divorced, Evans read the flyer and decided to give banking a
living with her in-laws, and supporting herself and two try. She was one of nine students in the training course.
children on assistance payments totaling $330 a month. One student dropped out in the first week, while several
By nature, Evans is a hard worker, but she had no college others eventually returned to the work (or lack thereof )
degree to fall back on. Nevertheless, she was determined to they’d had prior to the training. But Evans stayed with it.
change her circumstances. “I refused to walk out of there without a job. I called people
At the unemployment office, she spotted a flyer adver- and I was on the Internet every day. I had prepared myself
tising the JVS Financial Services Training Program, a five for a career and wasn’t going to stop until I got one!”
week workshop for people interested in teller and customer Part of the JVS training included interviewing tech-
service positions at banks and other financial institutions. niques, and she learned them so well that eventually she
After the training, participants receive individual job place- received not one, but two job offers from banks. She
ment assistance and retention support. The training and chose Bank of the West, and today Evans is a customer
follow-up support are free to participants. services representative at the Medical Hill Center branch in
Evans’ success was especially gratifying for Bank of the Oakland, CA. At the JVS Strictly Business awards luncheon
West, which has been an active partner with JVS and this in April, Evans was honored as one of four Employees of
program in particular for several years. Through the bank’s the Year by the organization.
$25,000 gesture of support, its assistance in developing the Today, Evans is not only a valued employee, she’s
Financial Services Training Program curriculum, and the also confident and ambitious. “I want to move up,” she
involvement of several key executives on various JVS com- says. Now that she can afford to support her family in her
mittees, Bank of the West demonstrates its commitment to own apartment, life has opened up for her. “I just keep
the organization’s mission of teaching self-sufficiency and smiling,” she says. Bank of the West is smiling with her,
independence to students. The bank’s Human Resources proud of what she’s accomplished and happy to have played
department has been involved in focus groups to help a role. PDJ
formulate the financial services program, and two bank rep-
resentatives are part of JVS’s working group that continues
to reshape the program to update it and keep it relevant.
In addition, one of the bank’s community affairs officers
is on the JVS Performance Outcome Committee for the
financial services program.
Anne Chwat
President, HAVE IT YOUR WAY® Foundation
CA, inc.
CA, Inc., the world’s leading independent IT man- “That day was one of the most amaz-
agement software company, recognizes the importance and the ing days of my life,” said Larry. “Not only was I able to observe
value of giving back to the communities where CA has a pres- how a huge company runs, but I have also met an extraordinary
ence. CA’s philanthropy efforts are driven by a core focus on leader, who has truly become my role model. It was a very
improving educational opportunities for underserved children motivating experience, which will definitely make me focus on
and young people. technology and business areas in my future studies.”
As part of CA’s commitment to education, a partnership Another component of the PENCIL partnership includes
began in 2007 with PENCIL, a nonprofit organization in New a pen pal program which CA developed with 10 fifth-grade
York City that supports relationships between business lead- students at TAG and CA’s partner school in Hyderabad, India,
ers and principals, with the goal of transforming local public the CA-HOPE School. The program uses CA’s expertise and
schools. Through the PENCIL partnership, CA has been work- resources to bring together students from two very different
ing with the Talented and Gifted School (TAG) in East Harlem worlds in an effort to introduce them to each other’s culture and
and has made significant contributions, hosted several field trips way of life. Mike Christenson kicked off the program by host-
and provided mentoring workshops for the students. ing a video teleconference between CA-HOPE School and CA’s
2008 marked an incredible year for the PENCIL/TAG part- NY headquarters, where the TAG students attended in person.
nership with CA. TAG students visited CA’s headquarters, and Speaking to the students about his life at CA and his business
were given the opportunity to meet President and COO Mike travels to India was a great way for the students to break the ice
Christenson and other CA executives and professionals. One and get to know their pen pals.
of the 6th graders, Larry Castellanos, was particularly engaged Following the success of the PENCIL partnership,
when meeting Christenson, asking many insightful questions Christenson recently accepted a position on the PENCIL
including if he could serve as CA’s president and COO for a day. Board of Directors. His involvement will further solidify
The idea was so unique that CA provided Larry with a once-in- CA’s commitment to educational partnerships. CA has support-
a-lifetime opportunity to experience a day-in-the-life of a global ed non-profit organizations for nearly 30 years and continues
publicly-traded company president. Larry was picked up by car to be committed to making positive impacts on global
service in the morning from school and dropped off at CA’s New communities and driving sustainable changes to help improve
York City offices, where he accompanied Christenson to his education worldwide. PDJ
sales, pricing, and budget meetings throughout the day.
Larry Castellanos (seated) served
as CA’s President and COO for a
day, while real President and COO
Mike Christenson stood by.
CA, Inc.
Headquarters:
Islandia, New York
Web site:
www.ca.com
Primary Business:
IT management software.
Students from the Talented & Gifted School in Harlem meet their new pen Employees:
pals from the CA-HOPE School in Hyderabad, India via video teleconference. 13,400
Charisse R. Lillie
Vice President, Community Investment; Executive VP of the Comcast Foundation
Comcast Corporation
Comcast Cares
When it comes to community This year, of the many moving stories from Comcast
involvement, Comcast is a company that is committed to Cares Day, one in particular emerged from a school in
the local communities where its employees and customers West Philadelphia. Comcasters and their families helped
live and work. to beautify Locke Elementary by planting trees, refurbish-
Community investment is a term with many defini- ing the playground, and painting inspirational murals in
tions and expectations in the realm of corporate giving. But hallways. In addition to providing helping hands, Comcast
Comcast has made their commitment clear by focusing on also donated $25,000 to the school to assist with purchas-
three key areas: building tomorrow’s leaders, promoting ing computers for its students. Comcast’s support was
community service and expanding digital literacy. described as “a true blessing” by Locke’s principal, Dr.
Vernadine Cartwright.
While Comcast, the largest cable company in the U.S.,
actively engages in community service every day, the signa- For the past eight years Comcast Cares Day has changed
ture volunteer event is Comcast Cares Day. Together with lives for the better, and Comcast continues to make strides
various community partners, this national day of service by partnering with organizations such as One Economy,
is the prime example of how Comcast is helping to power United Way, City Year, the National Urban League,
dreams in communities—providing not only a helping National Council of La Raza, and Big Brothers Big Sisters,
hand, but also the funds to support new community proj- among others.
ects and educational initiatives. In the end, everybody wins when time and energy are
On April 25, 2009, more than 60,000 employees, family invested in our communities. PDJ
members, friends, community partners and public officials
volunteered at over 500 community service projects around
the country. These volunteers delivered over 300,000 hours
of service in a single day, raising the company’s cumulative
total to more than 1.3 million hours since Comcast Cares
Day began in 2001. Moreover, the Comcast Foundation
has provided over $8 million in matching grants to local
organizations that have participated in this annual event.
These efforts continue to grow and inspire communities
across the U.S.
Comcast Corporation
Headquarters:
Philadelphia, Pennsylvania
Web site:
www.comcast.com
Primary Business:
Cable, internet and phone Comcast’s COO and Corporation President,
communications. Comcast Cable Communications
Steve Burke, with Locke Elementary’s
Employees: principal, Dr. Vernadine Cartwright.
100,000
Evan Hochberg
National Director, Community Involvement
Deloitte
Deloitte LLP
Headquarters:
New York City
Web site:
www.deloitte.com/us
Primary Business:
Professional services organization
(audit, risk management, tax, consulting
and financial advisory services).
Employees:
44,375
D. Patricia Riddlebarger
Director, Corporate Social Responsibility
Entergy Corporation
Imagine a society that is healthy, edu- them an opportunity to have their taxes filed free of
cated and productive. Where none of our customers live charge without having to miss a day of work. As a result,
in poverty. the families received more than $230,000 in refunds
At Entergy, we do more than imagine. We aspire. We from returns that were processed that day.
aspire to contribute to a society that is healthy, educated • Providing tools to help low income families manage
and productive. We are committed to helping to break the their utility bills.
cycle of poverty for our low-income customers. Energy efficient homes cost less to heat and cool, and
in 2008 Entergy employees helped weatherize 2,755
Low Income Initiatives homes in four states. Entergy shareholders, employees
We believe a healthy, productive and educated society is and customers also contributed $2.3 million in 2008 to
vital to our success as an organization. We also believe we help more than 17,000 low-income elderly and disabled
have a moral responsibility to help those in need. To that individuals in financial crisis pay their utility bills.
end, Entergy Corporation has invested $40 million since
Contributions and Volunteerism
the turn of the 21st century in programs to fight poverty.
Giving back to the communities we serve is an in-
Entergy’s Low Income Initiatives are grouped into three
tegral part of Entergy’s corporate mission. And because
broad focus areas:
local problems are best solved through local solutions,
• Helping low income individuals and families achieve Entergy relies on employees who are part of the com-
economic self-sufficiency. munity and knowledgeable about their area’s unique
The concept of these efforts is to equip low income needs. These employees serve on local contributions com-
families and individuals with the tools necessary to help mittees that make funding decisions. In 2008, these
themselves escape poverty. To this end, Entergy works committees awarded approximately 3,000 grants totaling
with non-profit partners to fund programs such as job more than $15.8 million.
training, literacy, scholarships, and affordable hous-
ing. Additionally, Entergy champions programs like Community Connectors
Individual Development Accounts, which are matched When the needs are great and resources scarce, volun-
savings accounts that low income families and individu- teerism is essential to help fill the gap. In 2008, Entergy
als can use to build assets, save for college, or purchase employees logged more than 67,000 hours of volunteer
a first home or primary vehicle. service valued at $1.3 million.
• Improving the flow of funds from all sources. The Future We Imagine and Commit to Achieve
Entergy partners with institutions like the IRS to help Entergy pledges to continue to work diligently to
educate low income individuals about benefits such achieve our aspirations. We will continue to imag-
as the Earned Income Tax ine a world beyond what we can achieve today. An
Credit and Child Tax Credit. environment that poses no threat to future generations.
Entergy Corporation
In 2008 almost 200 low in- A society where no one suffers in poverty. A world
Headquarters: come families and individu-
New Orleans, Louisiana with unlimited energy and unlimited possibilities. That is
als participated in a Super the future we imagine, and we maintain our commitment
Web site:
www.entergy.com Tax Saturday event hosted by to the principles of sustainable growth so that one day that
Primary Business: Entergy and various commu- future will be a reality. PDJ
Utility. nity partners which provided
Employees:
Approximately 14,500
Mabel Menefee
Manager of Community Relations
Halliburton
David and Anneliese, both employed by Halliburton, Last year, 118 campers and volun-
are the founders of the Texas branch of Camp Quality, a sum- teers (triple the number from just five years ago) benefited from
mer camping experience and year-round support program for Camp Quality. Together David and Anneliese have a combined
children with cancer. And through Halliburton’s Giving Choices 26 years of volunteer service to Camp Quality. In 2008, their
program and corporate donations, Halliburton has donated combined volunteer time approached 1,000 hours.
more than $150,000 to Camp Quality. “David and Anneliese both hold very demanding jobs at
The purpose of Camp Quality is to provide children with Halliburton,” said Mabel Menefee, manager, Community
cancer with personalized care, support and a fun experience. Relations, Halliburton, “yet they still find the time to make a
Every camper is paired with a companion whose primary re- difference in the lives of children who deserve some joy in life.
sponsibility is to make sure their camper has the most enjoyable, We are very proud of their efforts.”
safe, relaxing and restorative experience possible. The name At Halliburton, community involvement starts at the
Camp Quality came about as the result of a statement made by grassroots level—with employees. Last year, Halliburton
an oncologist to Vera Entwistle, who established the first Camp employees donated 60,000 volunteer hours in charitable activi-
Quality in Sydney, Australia in 1983. The oncologist said: “No ties worldwide. PDJ
one can do anything about the quantity of life, but we all can
do something about the quality.”
Anneliese first volunteered with a Camp Quality branch in
Arkansas the summer between her high school graduation and
From left, Tacey,
her first semester of college. That summer 18 years ago, she was Anneliese Kulakofsky,
paired with an 11-year old cancer patient, who has now become Maycie and Kerri enjoy
enthusiastic applause
a volunteer to Camp Quality herself. She and Anneliese still from the audience at last
year’s talent show.
share that bond today.
Tacey and Maycie,
Anneliese continued her commitment to the Camp Quality both blind from
in Arkansas each summer for years until she got the idea to retinoblastoma (cancer
of the eye), sang an
enlist the aid of her husband, David, to help her to establish a exuberant duet.
branch in Texas. David handles the fund-raising—of which the
primary vehicle is a golf tournament—and Anneliese oversees a
group of 15 volunteers who plan the week of camp and related
activities.
Halliburton
Roslyn Dickerson
Senior Vice President, Corporate and Public Affairs
Creating Community:
Extreme Room Makeovers with the Ron Clark Academy
A child’s room should be a place for To help realize fifth-grader Raven’s dream of a Hawaiian-
planning, dreaming and studying as well as sleeping. inspired bedroom, the SRD team—who took third place—
To help ensure that for some of the students at Ron repainted the walls a vibrant ocean blue, adding a tropical
Clark Academy in Atlanta, the school reached out to wall mural. A trundle bed, coordinating furniture, carpet
donors and volunteers, inviting them to participate in an and blinds rounded out the picture, along with a new com-
“Extreme Room Makeover” competition. The innovative puter, printer and television. The team also redecorated the
private academy, which offers a world-class education to adjoining bathroom.
primarily inner-city children, first challenged its students to At a school awards ceremony, students as well as family
write an essay describing their dream rooms to determine members shared about the makeover experience, and there
the 13 students who would receive a redesigned room. wasn’t a dry eye in the house. “Raven’s mom cried when she
Then, volunteer design teams from local companies and told us how much Raven loves to make her bed and tidy her
community groups were given just 36 hours to completely ‘new’ room,” said Pauline Luna, Plan Revision Specialist for
transform the spaces into the students’ dream rooms. IHG SRD. “She’s excited to have her best friend over to spend
fielded two teams in the contest, from Technical Services the night now because she can sleep in the trundle bed.”
and the Standardized Room Décor (SRD) departments. IHG looks forward to continuing to build on our three-
The Tech Services team, who placed second in the room year partnership with the Ron Clark Academy. In addition
design competition, worked on seventh-grader Jule’s room, to the room design contest, IHG supports the school by
bringing to life his love of buildings from around the world. providing complimentary hotel rooms in cities around the
A New York City skyline mural was applied to his closet world for educational and cultural tours with students.
doors, complemented by stylish new carpeting, an enter- During the 2008-2009 school year, students visited cit-
tainment center and a new computer, flat-screen TV and ies such as New York, Washington D.C., Paris, London,
furniture. Sydney, and Tokyo. By the time students have completed
their middle school education at the Ron Clark Academy,
each will have visited 6 continents. These educational
trips expose the students to new cultures and situations
and provide rich opportunities for personal and academic
growth. PDJ
IHG
(InterContinental
Hotels Group)
Headquarters:
Atlanta, Georgia
Web site:
www.ihgplc.com
Primary Business:
Hotel franchisor.
Before and after pictures of
Employees: Jule’s room, by second place
3,000 corporate employees in winners Tech Services Team.
the Americas region Before and after pictures of Raven’s room,
by third place winners SRD.
Bruce Pfau
Vice Chair, Human Resources
KPMG LLP
Last year, Profiles in Diversity Journal honored the Major ed her with important educational sup-
League Baseball® Reviving Baseball in Inner Cities™ (RBI™) port, “everything from helping you with writing essays through
program, sponsored by KPMG LLP, with a 2008 Innovations in assisting you to find a place at college.”
Diversity Award. She says RBI also taught her valuable life skills, because it
KPMG became RBI’s sole corporate sponsor in 2007, pro- encourages participants to get involved both on and off the field.
viding $1 million annually for program support and scholar- “I took part in fund-raising, and I was also interviewing new
ships. As importantly, more than 1,500 KPMG partners and hires,” she says. “That was the great thing about the program.
employees volunteer in more than 30 cities across the U.S., Before anyone was hired, they were screened by the kids!”
helping local RBI programs with on-field assistance, business Even though her college career has taken her away from
management support, and classroom mentoring. home, Angie continues to work with Harlem RBI. “During
Since receiving the Innovation in Diversity Award, KPMG winter break, I went back to talk to juniors and seniors on RBI,
has expanded its support of RBI, including helping Major telling them what life was like at college, and later this year, I’m
League Baseball expand the program with the formation of the planning to do some coaching and more fund-raising.”
Junior (Jr.) RBI program for children ages 6 to 12. KPMG also RBI has an impressive record when it comes to helping
joined with Major League Baseball Charities last year to create kids succeed, not just on the baseball diamond, but in life. In
the RBI for RBI Scholarship Fund. In its first year, the fund Angie’s neighborhood, for example, 58 percent of students don’t
awarded each of six RBI participants with a $5,000 scholarship, finish high school. But, since 2004, an astonishing 99 percent
based on their academic achievement, financial need, and dem- of Harlem RBI participants have received their high school
onstrated leadership abilities. diplomas, and more than 93 percent went on to college. “RBI
One of those scholarships was awarded to Angie Hidalgo, is a great program,” Angie says. “It helps you achieve what you
who just completed her first year at SUNY Binghamton, and want to achieve.” PDJ
is now an intern in KPMG’s Future Diversity Leaders program,
serving in the firm’s New York office.
Angie was a 10th grader at the Life Sciences High School in
Harlem when she joined the RBI program in her neighborhood.
She recalls that the program wasn’t simply about baseball and
softball—it also provid-
Marcy Reed
Senior Vice President for U.S. Public Affairs
National Grid
For years, National Grid has been part On May 8 National Grid kicked off the expansion
of—and proud of—the local communities we serve. of its U.S. volunteer program by supporting Earth Day,
We give millions of dollars in local donations. The com- demonstrating the power of action through employee vol-
pany matches its employees’ charitable donations. And, unteering across the company’s service area in New York,
this year we stepped up our efforts to increase employee Massachusetts, New Hampshire, and Rhode Island. More
volunteer opportunities. than 400 employees, including members of the leadership
National Grid supports programs that focus on energy, team, working with over 200 community volunteers, had
the environment and education. There’s a natural con- an opportunity to help with environmental ‘clean-up’ proj-
nection between our commitment to the communities ects to recognize Earth Day.
we serve and our employees’ desire to use the power of National Grid’s Director, U.S. Employee Volunteerism
action to build meaningful partnerships that improve Bill Sherry said, “May 8 was a great day for our employ-
everyday skills, motivate people, support recruiting and ees, our communities and our environment—Earth Day
retention of employees and contribute to the wellbeing of provided a terrific opportunity for employees to volunteer
our communities. with co-workers and members of the leadership team. This
National Grid is actively working with schools and is just the beginning; more volunteering opportunities will
community organizations, including Junior Achievement be promoted throughout the year. Our employees continue
and City Year, among others. Whether we’re helping to amaze me with their energy and passion for doing good
students get excited about science and math through our deeds in the community.”
Engineering Our Future program, mentoring kids in city On August 20 a team of about 45 National Grid
schools, or joining with the community to clean up parks, volunteers will participate in a “Team Build Day” with
we know we are helping develop the skills and opportuni- Habitat for Humanity of Cape Cod in Massachusetts.
ties we all need to change the world. National Grid supports The group will help build a Habitat for Humanity home in
multiple programs financially and through the thousands of Harwich, Massachusetts, as part of the affiliates “greenest”
employees who volunteer throughout the year. build ever. PDJ
National Grid has a strong foundation of employee
volunteering in both its U.S. and U.K. operations. The
company was the corporate sponsor of the 25th anniversary
of Volunteers’ Week, a national celebration in the U.K.
While Novartis Pharmaceuticals Corporation (NPC) is a large Through a range of educational and
organization with thousands of employees, their philosophy to social programs, the organization provides services for all ages:
corporate giving demonstrates a very individual and personal from their three preschools and numerous afterschool programs,
touch. Part of the company’s philanthropic goal really is to un- to its “Pathways to Work” program that helps people find jobs.
derstand the social issues affecting the state of New Jersey and Through the years, NPC has become actively involved in sup-
particularly Morris County, and partner with the community to porting many of them.
address them. “The beauty of our partnership with MNH is that it’s not
As part of that goal they have worked closely with singularly focused. We have an opportunity to provide them
Morristown Neighborhood House (MNH) in Morristown, with funds, volunteer support and also indirect support through
New Jersey to build after-school programs that are academically some of the contributions that our employees make to the
rich and robust as well as programs to combat obesity. What United Way,” explains Rhonda Nesmith Crichlow, Executive
started out fifteen years ago as a volunteer program for NPC Director, Alliance Development & Philanthropy at NPC. “We
employees has since grown into something much greater for really feel that it’s important for our employees to be engaged in
both organizations. the local community where we’re headquartered.”
“Novartis has been extremely engaged over the years,” says Toward that end, NPC hosts Community Partnership Day,
David Walker, Executive Director of MNH. “They have been which has grown in participation to nearly 1,750 employees
a true partner, not just giving monetary contributions, but also last year. As a result of that effort, NPC employees have spent
giving time and volunteers.” significant time with the kids at MNH, planted gardens and
MNH was founded in 1898 as a settlement house to help even repainted the outside of the organization’s building, which
Italian immigrants become acclimated to a new culture. Today, its Mr. Walker says hadn’t seen a new coat of paint in 20 years.
core mission remains helping new immigrants and families who Employees also donate to collection drives providing school sup-
are confronting economic challenges and fostering cross-cultural plies, toys and other items. Many have also taken their contri-
acceptance. butions to a personal level by volunteering throughout the year
and even joining the organization’s board. PDJ
Novartis
Pharmaceuticals
Corporation
Headquarters:
Global: Basel, Switzerland;
U.S.: New Jersey
Web site:
www.novartis.com
Primary Business:
Researches, develops, manufactures
and markets leading innovative
prescription drugs.
Employees:
96,717
Christine Park
President, New York Life Foundation
The New York Life Foundation “The New York Life Foundation’s support allows more
awarded a three year, $3,000,000 grant to Comfort Zone grieving children across the country the opportunity to
Camp (CZC). CZC is the largest nonprofit bereavement get back to being kids again while they begin the healing
camp for children in the nation. The grant provided funds process,” said Lynne Hughes, founder and chief executive
to expand the number of regional sites where camps are officer of Comfort Zone Camp.
offered and as a result will serve more than 2,400 children Comfort Zone Camp is making a very real difference
each year. in the lives of children and families from all economic and
The need for support for children suffering a loss is real. cultural backgrounds affected by a loss. The New York Life
The death of a loved one is one of the most stressful events Foundation is proud to help an organization like Comfort
a child can face and unfortunately is not a rare occurrence. Zone Camp to expand the number of camps and serve
Statistics show one in seven children experiences the loss of more children who are grieving.
a parent or sibling or close relative by the age of 10. The Camp is vital to the children who attend as well as
Experts have shown that bereaved children, without the the family members who are grieving and supporting the
benefit of a healthy support system, are at risk. In the year child through the grief process.
following bereavement, children commonly display grief “When Adero’s mother died unexpectedly, we struggled
and distress; and emotional and behavior difficulties are to find a program for children who had lost a parent.
often reported. Studies show that youth who experience Ever since camp, Adero is lighter and better able to talk
the sudden death of a parent report significantly more about his feelings. He asks when he can go again and
depressive, anxious, and disruptive behaviors than their we hope this will be an annual experience for him as he
nonbereaved peers. continues with life through his grief. Thank you so
The Camp provides a safe and fun place for children much for helping him find his light again. What you
age 7-18 to grieve by combining traditional camp ac- do has helped him heal from this tragedy and start to
tivities with group grief counseling. Each camp ends with a again become a happy little boy,” said Kimberly Min,
memorial service, with the camper’s surviving parent/ Adero’s aunt. PDJ
KATHLEEN
Kathleen RYAN
Ryan MUFSON
Mufson
Director, Citizenship & Philanthropy
Pitney BOWES
PITNEY Bowes INC.
Inc.
AT PITNEY
At Pitney BOWES,
Bowes, our core values of integrity, passion, and With the expansion of its program, Jumpstart’s “School
collaboration fuel the company’s goal to invest in its communi- Success Initiative” helps:
ties through corporate volunteerism and philanthropic support • ccreate
reate a network of higher education institutions and com-
to nonprofits from the Pitney Bowes Foundation. munity volunteers to address the need for high-quality
In support of the company’s philanthropic interests in lit- preschool education;
eracy and education, Pitney Bowes began a relationship in 2008 • iimprove
mprove quality at community and public preschools, and
with Jumpstart, a nonprofit based in Boston, Massachusetts. Head Start centers;
Through its
itsschool
schoolreadiness
readinessprogram,
program,Jumpstart
Jumpstart
helps
helps
closeclose
the
• iincrease
ncrease collaboration with early childhood service provid-
achievement
the achievement
gap gap
for low-income
for low-income
children
children
in metro
in metro
areasareas
and
ers, other community-based organizations and government
inspires
and inspires
youngyoung
adultsadults
to become
to become
early-childhood
early-childhood
teachers
teachers
and
to improve efficiency and quality of service delivered to
mentors.
and mentors.
children and families.
Jumpstart’s program recruits and trains adult participants, or
In these ways, Jumpstart’s school readiness program has
Corps members, to work one-on-one with preschool children
gained influence within the field of early childhood education.
in Head Start and other low-income early education centers for
twice-weekly, two-hour sessions. Over the course of an eight- For Pitney Bowes, the relationship with Jumpstart has pro-
month school year, Corps members work together with their vided the opportunity to support a program that is addressing
partner child on language, literacy, social and initiative skills. the academic achievement gap on a broader scope, through
vibrant collaborations that engage the local community and
For the 2008-2009 school year, Pitney Bowes’ support
are scalable and sustainable. In doing so, they have effected a
helped Jumpstart expand its school readiness model in Boston
lasting, positive impact on our communities. PDJ
with its “School Success Initiative” to exponentially grow its
reach from its 2004 base of 180 children to an additional 1500
young children per year. This new initiative builds on the
success of Jumpstart’s prior model by focusing efforts on low-
income communities in entire metro areas, growing through
collaboration with other early education efforts.
PITNEY
Pitney BOWES
Bowes INC.
Inc.
Headquarters:
Stamford, Connecticut
Web site:
www.pb.com
Primary Business:
Mailstream technology.
Employees:
35,000
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Corporate Philanthropy
John Strangfeld
Chairman and CEO
Prudential and its employees are communities. Created in 1995 in partnership with the
constantly working to support communities around the National Association of Secondary School Principals
globe. Prudential’s Community Resources Department is (NASSP), the awards represent the United States’ largest
responsible for carrying out this mission through four units. youth recognition program based solely on volunteering.
In 2008, financial support of these activities included: A similar program, the PruKids Awards, is for the children
• The Prudential Foundation provided $23 million of Prudential employees.
in grants to nonprofit organizations that address the Prudential’s Annual Global Volunteer Day allows
needs of targeted cities around the world; Prudential employees, family members, clients, customers,
• Local Initiatives managed $7 million in charitable and friends to give back to the communities where they
contributions; live and work. Since 1994, almost 220,000 volunteers have
• Social Investments closed $62 million in socially participated in nearly 5,000 projects. What makes this
responsible investments and currently has outstand- program unique is that employees select and coordinate
ing assets and commitments totaling $336.8 million volunteer projects that are significant to them individually.
with nonprofit and for-profit ventures dedicated to Personal Volunteer Day allows all full-time employees
creating healthy and sustainable communities;
to have one paid day off a year for community service.
• Business Diversity Outreach invested $2.1 million Part-time employees who work at least 20 hours per week
in strategic partnerships and sponsorships with
are eligible for a half-day for community service. PDJ
organizations and institutions serving the women,
people of color, and LGBT markets.
Utilizing other incentives offered by the company, Scenes from
Prudential’s 10th
employees also connect with causes and nonprofit orga- Annual Youth
nizations that express their commitment to giving back to Day, an event
that encourages
their communities. Here’s a snapshot of volunteer incentive children to
programs offered at Prudential: learn the value
of community
Prudential CARES Volunteer Grants Program pro- service. Fifty
volunteers
vides grants to the nonprofit organizations for which em- supported the
ployees and retirees provide volunteer service. Glass Beads of
Ghana exhibition by sorting and
The Prudential Spirit of Community Awards honor preparing beads for a “Bead Extravaganza” event at The
Newark Museum. The young volunteers also learned about
young people for outstanding volunteer service to their the significance of beads in Africa, Asia and Europe.
John Esquivel
Chief Ethics & Compliance Officer & Associate General Counsel
Shell’s commitment to community and social least likely of all youth to graduate from
responsibility has been in place for more than 50 years, with high school and attend college, are overrepresented in low-wage,
over $485 million in contributions to support community low-skill employment and are underrepresented in management
health and welfare, arts and cultural activities, and various edu- and leadership positions in the private sector. The Escalera
cational initiatives, including minority education, and diversity program delivers an interactive curriculum, designed for Latino
and inclusiveness programs in Houston and across the U.S. In junior and senior students, to network, develop their leadership
2008 alone, Shell employees in the U.S. rendered approximately skills, and obtain information to make decisions about higher
45,000 hours in service to the community through partnerships education and potential 21st century career opportunities.
with non-governmental organizations. Shell sponsors the Escalera Program at KIPP (Knowledge is
Shell sponsors employee network groups (also called affinity Power Program) Academy in Houston, one of eight Escalera sites
groups) to support employees’ professional growth and career operating in the U.S. Members of the Shell Hispanic Employee
development, as well as support Shell’s diversity and community Network (SHEN) are integrated into the program curriculum
outreach efforts. Shell’s networks include an African-American to mentor students on careers in science, math, engineering and
network, an Asian network, a Hispanic network, a women’s net- technology. The benefit to Shell is the creation of a future talent
work, a Gay, Lesbian, Bisexual, Transgender (GLBT) network, pipeline for the energy industry.
a Generation X/Y network and an experienced hire network. Over the past seven years, the Escalera program has proven
The networks play a critical role in establishing and maintaining to be an effective and sustainable program model that prepares
many of these partnerships. Latino youth for college and the workforce. To date, it has
One such partnership is with the National Council of served nearly 800 students. Ninety-four percent of all partici-
LaRaza (NCLR), supporting the Escalera “Steps to Success” pants have graduated from high school, and nine-one percent of
program. NCLR, the largest Hispanic civil rights and advocacy those who completed the program have enrolled in college. In
organization in the U.S., works to improve opportunities for 2008, the Escalera program was recognized as an effective youth
Hispanic Americans. By NCLR estimates, Latino youth are the development program by the U.S. Department of Labor and
highlighted in numerous publications and studies. PDJ
Headquarters:
Houston, Texas
Web site:
www.shell.us/careers
Primary Business:
Energy and petrochemicals.
Employees:
U.S.: 21,500+
Stephen J. Brady
Senior VP, Corporate Communications, Sodexo, Inc., and President, Sodexo Foundation
Sodexo
In a world when chefs are stars on with its prestigious ‘Heroes of Everyday Life’ designation—
television, what better way to focus attention (and raise an award that Daniels shrugs off.
money) to help seniors have enough to eat than a culinary Originally centered around the Celebrity Chefs’ Brunch,
celebration for charity? That thinking has created Meals Meals from the Masters has grown into a spring weekend of
from the Masters, a signature event that benefits Meals culinary delights, including the Evening with the Masters
On Wheels Delaware, whose mission is to ensure that every and the Cellar Masters’ Wine Auction. Chefs from around
eligible senior in the state of Delaware receives a hot, nutri- the country—indeed the world—come to Wilmington to
tious meal in their home. The event raised more than $5 participate, including Delaware native and 2009 James
million in its first 11 years—and enough money in 2008 to Beard Foundation Outstanding Restaurateur nominee Tom
provide 25,000 meals for home-bound seniors in Delaware. Douglas; James Beard nominee Joseba Jimenez de Jimenez,
In 2009, despite the economic downturn, the event is pro- of Harvest Vine in Seattle; Ben Pollinger, of New York
jected to have raised half a million dollars. City’s Oceana; Stephen Stryjewski of Cochon Restaurant
Planning for each year starts almost immediately after in New Orleans; and Alain Ivaldi of Lycee Hoteliers, who
the events have ended; while lessons learned are fresh in came from Marseilles, France.
everyone’s mind. The event co-chair Despite the recession, each of the events were sold
is Scott Daniels, CEC, CCA, AAC, out (again), showing that enjoying wonderful food while
Sr. Manager, Dining & Culinary raising money so that others might do the same is a
Services for Senior Services of best practice. PDJ
Sodexo, one of the world’s leading
food service and facilities manage-
ment companies, that has a long
corporate tradition of fighting hun-
ger and its root causes. In 1999 (Right) Fresh whole-
some produce serves
Daniels the company founded—and funds as the centerpiece.
all administrative costs for—the (Below)
Responsibly harvested
Sodexo Foundation, a not-for- Diver Scallop with
profit charity that has contributed more than $11 million Blood Orange Confit
delights the
in the fight against hunger in America. The company not charity brunch.
only supports Daniels for his work, it has recognized him
Sodexo
Headquarters:
Gaithersburg, Maryland
Web site:
www.sodexoUSA.com
www.SodexoFoundation.org
Primary Business:
Integrated food and facilities
management.
Employees:
120,000 in North America,
Leisure’s culinary team supports Meals on Wheels,
355,000 Globally
while sharing a message of sustainability.
Daniel Johnson
Vice President of Social Responsibility
UnitedHealth Group
The statistics are sobering: According to the Tehama County, California department of
Robert Wood Johnson Foundation, the U.S. childhood education. Plus, she adds, the gender, socioeconomic, and eth-
obesity rate has more than doubled since 1980. Nineteen nic diversity among the acting troupe meant that every young
percent of 6- to 11-year-olds are obese—and the rate is audience member could find a personal role model among the
even higher among low-income and minority children. The performers. More than 1,000 students attended the play, and
UnitedHealth HEROES program, launched by UnitedHealth many of them—along with all of the cast—took pledges to
Group in the fall of 2008, aims to help reverse that trend. make healthier food choices and exercise more.
In partnership with the nonprofit resource Youth Service In Peoria, Illinois, 55 seventh-graders who participated in
America, UnitedHealth HEROES provides micro-grants of up the Youth Fitness Outreach program through the Greater Peoria
to $1,000 to schools and community centers for service-learning Family YMCA went on to lead more than 350 third- through
projects that engage and educate young people on the issue of sixth-graders in heart-pumping games of roller hockey and
obesity. The first round of grants, which went to 100 programs thoughtful conversations about why and how to choose healthy
in 15 states, supported everything from a whimsical play, writ- foods. More than 75 percent of participating youth came from
ten and performed by teens to educate elementary-schoolers households living below the poverty level, and 90 percent were
about the dangers of diabetes, to an after-school program where from minority communities at high risk of obesity and Type 2
older kids led younger ones in fun physical activities and discus- diabetes.
sions about good nutrition. Youth Fitness Outreach is making a significant difference:
What the programs have in common is that they use cre- Before the program, 35 percent of the participating children
ative, engaging, peer-to-peer methods that achieve measurable answered questions about nutrition correctly; afterward, 80
results. Hands-on learning helps kids retain information, which percent knew the right answers. Beforehand, 46 percent met
can lead to improved health behaviors and better educational daily exercise guidelines; afterward, 72 percent did. And the
outcomes—so HEROES dovetails perfectly with UnitedHealth peer educators also learned confidence-building leadership
Group’s overall mission to help people live healthier lives. skills, while the younger kids met great mentors. UnitedHealth
The peer-to-peer component is especially important. The HEROES will begin accepting its next round of grant applica-
teenage stars of Sir Insulin Monk vs. the Evil Diana Betes were tions (available at www.YSA.org) on August 1. PDJ
UnitedHealth Group
Headquarters:
Minnetonka, Minnesota
Web site:
www.unitedhealthgroup.com
Primary Business:
Diversified health and well-
being.
Teenage actors in Tehama County, California
presented the original play, Sir Insulin Monk vs. the Kids at the Greater Peoria Family YMCA Employees:
Evil Diana Betes, to teach younger students about participated in fun games and activities as well 75,000
the benefits of healthy food choices and exercise. as learning about healthy nutrition.
Patrick Gaston
President, Verizon Foundation
Verizon Communications
A new immigrant from China, Li* The collaborative and its member organizations have reached
was unable to speak English and without family in the country out to service providers, youth and parents with targeted, mul-
when her husband disappeared, taking their 5-year-old daughter tilingual messages delivered at local health fairs, festivals and
with him. community meetings. Their efforts include a bilingual hotline
Li had endured both physical and emotional abuse from her and newsletter, a domestic violence prevention resource direc-
husband while in China and the U.S., but losing her daughter tory and reference cards, information for parents on teen dating
was too much to bear. violence and myths and facts about domestic violence.
She attended a legal clinic in Los Angeles’ Chinatown For Li, the APALC and the collaborative helped her enter
hosted by the Asian Pacific American Legal Center, one of three an emergency shelter, begin divorce proceedings and obtain a
organizations that form the Los Angeles Domestic Violence restraining order against her husband. In early 2009, APALC
Prevention Collaborative. also helped Li reunite with her daughter.
The Collaborative, which also includes the Los Angeles The Los Angeles Domestic Violence Prevention Collaborative
Urban League (LAUL) and the Mexican American Legal Defense is just one of the many organizations the Verizon Foundation
and Educational Fund (MALDEF), was funded through a $1 has supported in its efforts to raise awareness of domestic
million grant from the Verizon Foundation, the philanthropic violence and aid in its prevention. In the past three years, the
arm of Verizon. Its goal is to raise awareness about domestic Verizon Foundation has awarded nearly $15 million in grants to
violence and encourage victims in the Latino, African-American nonprofit organizations assisting domestic violence survivors.
and Asian communities to use the resources available to protect To learn more about Verizon’s partnership with the
themselves. Collaborative and view PSAs on teen dating violence preven-
Domestic violence touches every segment of society, but tion created by MALDEF, visit http://foundation.verizon.com/
while the problem is universal the solutions are not. That is why core/domestic-featured.shtml. PDJ
Verizon is so proud to take part in this effort that will find solu-
tions to make sure cultural differences do not prevent a victim *client name has been changed to protect her identity.
from reaching out for help and getting the necessary assistance.
Verizon Communications
Headquarters:
New York City
Web site:
www.verizon.com
www.verizonfoundation.org
Primary Business:
Broadband, wireless and wireline
communications. Students pictured took part in a MALDEF leadership program. The students
Employees: wrote and performed in public service announcements on domestic violence
prevention funded through a Verizon Foundation grant to the Los Angeles
237,000
Domestic Violence Prevention Collaborative.
MARGARET
Margaret MCKENNA
McKenna
President,
President,Wal-Mart
Walmart Foundation
WAL-MART
Wal-Mart STORES
Stores INC.
Inc.
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Corporate Philanthropy
CORPORATE PHILANTHROPY
CAROLINE ‘CAZ’
CaROline ‘Caz’ Matthews
MATTHEWS
VP, Corporate Social Responsibility, WellPoint, and President, WellPoint Foundation
WellPoint Inc.
WELLPOINT, INC.
“I expected this experience to be rather WellPoint’s Community Service Day was designed to ad-
mundane…packing boxes, sorting supplies, etc. But as I was dress direct needs in the communities served by the company.
packing boxes with medical supplies, it overwhelmed me to The company wanted to provide a meaningful experience for
think that the next time those boxes would be opened, it would associates and their families and friends and to show that time,
be to use those items to save lives thousands of miles away. talent and money are all important elements that are needed in
Awesome!”—Marilyn Roach, WellPoint associate, after her ex- our communities.
perience with Community Service Day 2009 and her work with Organized through the WellPoint Foundation, the day com-
MedShare, a local non-profit organization.
organization plements the Foundation’s overall support for building healthy
WellPoint’s annual Community Service Day is only two communities through grants and donations to organizations
years old, but already we are creating a culture of volunteerism that improve health and the environment and those that support
that we expect will carry through for many years to come. In our underserved populations. Organizations selected also represent
second year, more than 3,500 associates and their friends and the diversity of WellPoint’s associate base and the communities
family across 107 cities participated in 180 projects on a single we serve.
spring day. The greatest result wasn’t what happened on that day WellPoint partnered with the March of Dimes, United
but the inspiration it provided to associates to continue to make Way, Boys & Girls Clubs of America, the National Urban
a difference in their communities all year long. League, Feeding America and Keep America Beautiful.
“After the 2008 Community Service Day, I started coordi- Additionally, many local organizations were selected for a variety
nating a group of associates that has adopted a unit of 12- to of projects. PDJ
WELLPOINT
WellPoint INC.
Inc.
Headquarters:
Indianapolis, Indiana
Web site:
www.wellpoint.com
Primary Business:
Health benefits.
Employees: WellPoint associates in St. Louis stand with the mural they painted at
42,000 the Gateway Homeless Shelter during Community Service Day 2009.
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7"
CHEVRON, the CHEVRON HALLMARK and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. ©2009 Chevron Corporation. All rights reserved.
9.75"
JOB#: CVX-ARC-M76212
DESCRIPTION: When we're all equals...
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At HCA, we are committed to serving the diverse needs
Janet Crenshaw Smith is president of Ivy Planning Group, LLC, a consulting and
training firm that specializes in diversity strategy and leadership. Her book is titled,
MicroTriggers: 58 Little Things That Have a BIG Impact. Have a MicroTrigger story to
share? Send it to: JSmith@ivygroupllc.com.
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last word
I
The Lifetime Healthcare Companies
In times of serious Before throwing out the proverbial baby with the bath
economic crisis, every as- water, a company needs to assess first what elements of its
pect of an organization falls culture need to be shifted. Through a culture value assess-
under scrutiny for a poten- ment process, traits of the work environment will surface.
tial panacea. Although there Depending on geography, merger status and length, leader-
are absolutely no corporate ship change, and similar framework factors, a mix of traits
silver bullets, across industries the element of corporate cul- will be uncovered. Weeding out time follows.
ture seems to stand up as a key differentiator when it comes If enough of the uncovered traits present a risk to
to the “last one standing” competition. Corporate culture the long term well being of the organization, a culture
makes a difference. So many organizations are reinventing shift might be in order. If a culture of empowerment
themselves through a culture change. is critical to success, because success depends on quick but
critical decisions made at the lowest levels, then uncover-
What is Culture? ing substandard understanding of strategic goals, lack of
Culture can be simplistically defined as the predominant collaboration, rampant unfairness, inadequate training, and
attitudes and behaviors (norms) present in an organization. significant fear of management should prompt an initiative
It is expressed in: to shift the culture. Conversely, uncovering traits that render
• The way we treat each other, the organization competitive or resilient should immediately
• The way we treat our external customers, and prompt a reinforcement strategy.
• The way we meet the needs and expectations of
our business partners. Competitive Advantage
It is important to understand that there is no good or bad Successful business models require that employees, at all
culture. But how a culture shapes mindsets, and how it influ- levels, be engaged. Emotional ownership and engagement by
ences the contributions employees make to the business, can employees are non negotiable if they are to contribute to the
be judged by its results. long term success of an organization. For full engagement
to exist, the culture must facilitate the desired experience
Do You Need a Culture Shift Initiative? leading to the desired behaviors. In critical times, when busi-
A corporate culture evolves over long periods of time ness growth could literally rest on the choice by a Customer
and aspects of any given culture are never all undesirable. Service Associate to “delight my customer” rather than to
A culture shift is about transforming the organization through “just do my job,” the right culture can well become a determi-
a series of continuous influences, conversations, and behavior nant in business longevity. Perhaps it is time to check where
modeling, all led by leaders so that new sets of experi- your corporate culture stands. PDJ
ences create predominant attitudes resulting in new behaviors
and environment.
Systems aligned with the desired cultural shift are required
if the desired work environment is to last. For instance, for
collaboration to take hold, let’s say across divisions, the re-
wards and recognition mechanism must include criteria for
cross-divisional teams’ rewards and recognition rather than
Marie Y. Philippe, PhD is well known for her leadership
pitching one against the other for individual stardom. contribution in corporate culture transformation through
strategic diversity initiatives and organizational change
management.
She can be reached at marie.philippe@lifethc.com.
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