Mediatec de 20101112

November/December 2010
Defining Diversity 16
How to Eliminate Bias 2
Risky Business 24
The Who, What and
Why of Governance 28
The Next Big Things 32
Profile 36
Beyond Numbers
20
Special Section 38
Exploring the Bounds
of Diversity
Business Intelligence 42
Breaking Through the
Leadership 10
Robert Rodriguez
‘Bamboo Ceiling’ ERGs as a Talent Pipeline
Case Study 44 Connections 12
Caring for the Melting Pot Tamara J. Erickson
The Possibility of Failure
Guest Editorial 14
Cyrus Mehri and Janelle M. Carter
Change on Madison Avenue
Editor’s Letter 4
Advertisers’ Index 49 Strategies 50
R. Roosevelt Thomas Jr.
Editorial Resources 49 The Ism Is Not the Issue
Change on The Possibility The Ism Is
Madison Avenue of Failure Not the Issue
Risky Business
The Next Big Things
How to Eliminate Bias
Defining Diversity
The World Bank Group’s Juliana Oyegun

takes on gender inequality and
global economic empowerment.
BEYOND
NUMBERS
November/December 2010 | www.diversity-executive.com
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FROM THE EDITOR
Your Brain on Diversity

Wouldn’t it be fabulous if we could cure our diversity ills with Any business leader operating in today’s economy under-
a simple treatment? As it turns out, we just might be able to. stands quite clearly that new ideas, being open-minded and
Recent breakthroughs in understanding how our brains func- preparing for change are critical not only for business success
tion have primed us with solutions based on scientific data. in a global marketplace but for business survival, period. As
That idea ran throughout multiple sessions and keynotes at Robbins said, “Open systems that can adapt to change can
the Society for Human Resource Manage- survive. Closed systems die out.”
ment’s annual diversity conference in October. Another speaker, Howard Ross, founder and
I heard terms like brain mapping and neuro- chief learning officer at Cook Ross Inc., sug-
science and all manner of body-system-related gested that diversity executives have to shift
terminology from various sources, all in the the way we work because we’re actually part
context of promoting inclusion and tolerance. of the problem. Some of us may be making
The general consensus seemed to be that the inclusion more difficult by perpetuating an
way our brains function impacts how we in- “us vs. them” mentality with a certain level
teract with one another. of arrogance: We have the right idea. We get
For instance, Scott Warrick of Scott Warrick
It takes more it — they don’t.
Consulting and Employment Law Services energy to Ross went on to discuss more brain-based
talked in great (and gross) detail — pictures diversity ideas, such as unconscious trig-
of the brain are not cute — about how the seek and see gers and reactions, echoing Robbins’ point
brain works and how stress affects the body
when people can’t get along. According to
alternatives, that we’re mentally organized to see certain
things for survival and that our perceptual
Warrick, some of us hate people not neces- but as and linguistic interpretations are structures
sarily because they’re different, but because that could be changed or built differently,
they disagree with us. diversity with a little effort.
It turns out we’re actually wired not to trust.
According to Steve Robbins, chief “what
leaders it’s He even suggested that in some situations
people aren’t much different from robots.
if” officer at S.L. Robbins & Associates, we our job to We believe we freely choose how we act —
have modern brains built on top of ancestral that we have rational preferences and see the
brains. Back in the day, being suspicious of confront world as it is — but the brain is trained to
difference equaled survival. In those days, of-
fering a big smile and a ready hug to greet
blind spots see patterns. As strange as it may sound, Ross
said we can’t survive without bias. It’s a hold-
someone unfamiliar might not have pro-
duced a happy result.
and tackle over from our ancient brains that facilitates
decision making. But in the modern day,
Our brains build mental models based on bias in the we must be aware of the ramifications from
judgments made as a result of natural bias.
information, including stereotypes and other
narrow messages, in order to operate effi-
right way. As diversity executives, and as leaders
ciently. These models are built on patterns — in general, we must practice conscious
cognitive scripts based on repetitive actions — that the brain awareness. We must not be afraid to freely admit where we
uses to assess information and situations. These models work, have blind spots, expectations or reactions based on limited
provided that the variables involved never change. When the information.
brain has to process anything new, it has to work harder. It These blind spots don’t make us bad people. They make us
literally takes more energy to seek and see alternatives. So, normal people who may need to train our brains to think
when someone offers an unusual idea or solution, our brains differently. «
often pull back, a reaction mirrored by our physical reactions.
As a result, we love our comfort zones. We like familiar people
who agree with us. Essentially, being close-minded is easier. All
of which indicates that we’re not as rational and knowledgeable
as we think we are, but are instead driven by instinctual behav-
ior. Being confronted with something new can cause stress, and Kellye Whitney
stress leads our brains to revert to what’s comfortable. kwhitney@diversity-executive.com
4 Diversity Executive | www.diversity-executive.com | November/December 2010

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Diversity Executive | November/December 2010
Defining Diversity Risky Business The Next Big Things
16 24 32
Observing distinctions Diversity can help From demographics,
and creating a workable mitigate the financial, collaboration and
diversity definition can legal and talent-related technology to realizing
help people judge with purpose, not risks that threaten sustainable the potential of employee resource
with prejudice. growth in the world market. groups, diversity leaders are focused
By Michelle T. Johnson By James Walsh on the next trends shaping the field.
By Jim Norman, Wanda Brackins,
How to Eliminate Bias The Who, What and Why David Casey, Marilyn Nagel and
of Governance
20
With the right change Peggy M. Walton
28
management strategy, The right governance
organizations can structure ensures
overcome stereotypes and build an initiatives align with
inclusive culture. business goals and the future
By Christina Ioannidis direction of the organization.
By Bill Wells and Stacy Rider

36 36 Profile
Beyond Numbers
Kellye Whitney
» T he World Bank Group’s Chief Diversity Officer Juliana
Oyegun has moved the organization away from
representation to exploring subnational diversity and
the economic power found in gender equality.
38 Special Section
Exploring the Bounds of Diversity
»D
iversity executives can play an important role in
advancing diversity strategy in complementary fields
that lie slightly outside the workplace periphery.
42 Business Intelligence
Breaking Through the ‘Bamboo Ceiling’
©2010 Jay Premack
Philip A. Berry and David Whitelaw Reid

»A
lthough Asian-Pacific Americans report that
workplaces are largely free of disrespectful and
offensive behaviors, many still bump their heads
as they move up the career ladder.
Columns 44 Case Study

Caring for the Melting Pot
10 Leadership Peter Fragale
Robert Rodriguez
» New York-based Beth Abraham Family of Health
ERGs as a Talent Pipeline
Services embraced diversity to improve care and better
12 Connections serve patients from every part of the globe.
Tamara J. Erickson
14 Guest Editorial
Cyrus Mehri and Janelle M. Carter
50 Strategies
R. Roosevelt Thomas Jr. Are you a part of the Diversity Executive Network?
The Ism Is Not the Issue
Join at network.diversity-executive.com
Follow us: Like us:

twitter.com/DiversityExec diversity-executive.com/facebook
Resources
4 Editor’s Letter Join the group:
Your Brain on Diversity
diversity-executive.com/LinkedIn
49 Advertisers’ Index
49 Editorial Resources Need to speak to an editor?

E-mail us at editor@diversity-executive.com
November/December 2010 | www.diversity-executive.com | Diversity Executive 9

LEADERSHIP | Robert Rodriguez
ERGs as a Talent Pipeline

Employee resource groups can be great vehicles to create talent
The United States Hispanic Chamber of Commerce recent- missed development opportunities and thus have become
ly held the first Latino Employee Resource Group (ERG) more engaged in this process.
Corporate Challenge, designed to help identify the best La- Many described a more rigorous approach to identifying and
tino ERG in corporate America. grooming future ERG leaders, and corporations seem to be
As a judge, I had the privilege of reviewing all of the submis- taking a more active role here by identifying someone who
sions from some of the best ERGs in the country. I must say can reach a senior management role in three to five years. In
that I was blown away by the growing level of sophistication. doing so, the Latino ERG leadership experience becomes a
Based on descriptions of their lead- growth opportunity for designated
ership development efforts, the fu- high-potential employees.
ture of Latino ERGs, and likely all The future of Fourth, there was increased inter-
other ERGs, will focus heavily on
turning them into factories for di-
employee resource est in providing more of an exter-
nal perspective for Latino ERG
verse talent. groups will focus leaders. For example, one organi-
zation noted that its Latino ERG
Here are five trends I gleaned that
can be easily applied to other ERGs heavily on turning president is required to serve on
a nonprofit board. The company
to elevate their ability to groom fu-
ture talent.
them into factories for felt this experience would give the
First, the executive sponsors of diverse talent. president further development in

strategy creation, fiduciary respon-
these ERGs are much more fo- sibility and board governance.
cused than they have been in the past on how to turn the
groups into vehicles to groom top talent. Sponsors have Increased benchmarking of other ERGs was a common
demonstrated their commitment to make leadership devel- method corporations used to further ensure their leaders
opment a top priority for ERGs. were able to gain and leverage external perspective.
In fact, it appeared that these executive sponsors were be- Lastly, there is a shift to more formalized leadership de-
ing asked to create ways to allow their ERGs to serve as a velopment within ERGs themselves. Increasingly, ERG
means to identify, assess and develop future leaders. Some leaders are being asked to identify the skills needed to get
executive sponsors were even charged with creating devel- the ERG to the next level and to begin preparing those
opment plans. This focus was not as prevalent in past years. capabilities.
Second, there was a clear trend to increase collaboration For example, one organization identified a need to gain more
between Latino ERGs and their organizations’ learning de- insight on the overall strategy of the organization. Therefore,
partments. I saw many examples where these partnerships many of its activities for the year involved bringing in senior
culminated in sophisticated workshops and leadership de- executives from various business units. These discussions en-
velopment curricula for ERG leaders. sured that the future leadership of the ERG would have a
deeper knowledge of all aspects of the organization.
I also saw several examples of action learning projects de-
signed specifically for ERGs. Many provided behavioral Part of our role as diversity executives is to help ensure
assessments, such as the Myers-Briggs Type Indicator or that our senior-level executives come from a diverse back-
the Herrmann Brain Dominance Instrument, to the ERG ground. We are often charged with helping to shape the
leadership teams and then helped them to create develop- strategies that will prepare the diverse executive teams of
ment plans based on the results. tomorrow. What I learned from reviewing these best-in-
class ERG submissions is that when leveraged properly,
Third, the learning function appeared to play a bigger role ERGs can indeed help us groom future leaders. «
in shaping ERG mentoring programs that were more for-
malized and powerful than they have been in the past. Robert Rodriguez is the director of the Kaplan
Center for Corporate Learning at Kaplan
The selection of ERG leaders is also more deliberate than it University and author of Latino Talent: Effective
has been. Before, leaders were selected via popularity con- Strategies to Recruit, Retain & Develop Hispanic
test, or the leader who had the most time to run the ERG Professionals. He can be reached at editor@
was selected. Companies appear to realize that these are diversity-executive.com.

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CONNECTIONS | Tamara J. Erickson

Diversity can elicit all sorts of innovations given the right stimuli
My entry into diversity comes from the world of innovation The son of two physicians, Jones had an understanding of
— from years of helping companies become more consistent- anatomy and spent 30 years pondering the problem before
ly and reliably innovative. In this, diversity plays a major role. he defined a solution, creating the cam machine and theories
Think of almost any new product or service concept. Rarely of resistance that are the basis of nearly all exercise today.
has it sprung solely from the mind and capabilities of one in- But hoping that your employee population includes a
dividual. Many new concepts combine the marketing insights Hounsfield or a Jones is a risky bet when trying to cultivate
of one person with the technical skills of another or the knowl- innovation. The corporation’s goal must be to increase the
edge individuals bring of different technologies. For example, likelihood that innovation will be consistent and reliable.
Bill Bowerman, the founder of Nike, had a profound under- This goal can never be met through dependence on the rare
standing of the anatomy of runners’ feet and the stress points individual possessing the perfect combination of skills and
they encounter while running. But insights. Consistent and reliable
he knew little about the technolo- innovation stems from diversity.
gies and possibilities of shoemaking. Cultivating In this role, diversity has the broad-
He sought out an experienced boot-
maker, and they solved the challenge
diversity gives your est possible connotation: diversity
of perspective, background, skill,
together. organization the experience, ways of thinking and
At Raytheon, Percy Spencer, a super-
visor in the manufacturing plants,
vitality for consistent ways of approaching problems.
Diversity can stem from looking
noticed that workers were warming
their lunches using the magnetrons.
and reliable at challenges and opportunities
through the lens of different gen-
Raytheon filed a patent for using innovation. erations and creating access to dif-
magnetrons for cooking, but the ferent ideas, methods and interests.
company’s inexperience with con- Some of this variation can be achieved through conventional
sumer markets stymied any progress. After Raytheon acquired dimensions of diversity, such as gender, race and age. But the
Amana, George Foerstner, a consumer marketing expert with requirements for consistent and reliable innovation demand
a gift for sales, conceived the highly successful Radarange. an even broader definition. It requires including individu-
3M also had a technology that couldn’t find a market for als trained in different approaches to problem solving, with
many years. Spence Silver, a polymer chemist, developed diverse disciplines or spheres of knowledge and, importantly,
what was widely viewed as “failed” glue — one that didn’t with a wide range of real-world experiences.
really stick. It wasn’t until Arthur Fry was transferred into Our approach to diversity must encompass a broad range
a new venture team that progress began toward the highly of possibilities. Diversity officers should be, in part, disrup-
successful Post-it Notes. Fry, like Silver, was a chemist. But tion officers — ensuring exposure to new perspectives from
Fry also brought a different perspective: He was an active whatever source. Hire and welcome diverse individuals, but
member of a choir. Frustrated by trying to keep the page don’t stop there. Help an organization monitor trends in the
markers in the song book, Fry had a eureka moment — an world at large — social, political, demographic and techno-
idea of how the glue that didn’t really stick could solve his logical — or tap a wide range of problem solvers. Feed the
consumer need. imagination. Participate in forums and exercises to think
Of course, there are exceptions — those rare individuals who more broadly and look at things in new and different light.
have all the necessary knowledge and skills within them- There are many valid business reasons to build a diverse or-
selves. Sir Godfrey Hounsfield, who developed computer- ganization, such as access to talent. But from my perspective,
aided tomography, had an eclectic background that included giving your organization the vitality necessary for consistent
electrical engineering, computer-based pattern recognition and reliable innovation is one of the best. «
and radar. This breadth is a rare exception. It gave Houn-
sfield the ability to create a new marvel single-handedly. Tamara J. Erickson is a McKinsey Award-winning
author and expert on organizations, innovation
Similarly, the inventor of the Nautilus machine had both the and talent. She is the author of What’s Next, Gen
consumer need and the expertise required for success. Ar- X? Keeping Up, Moving Ahead and Getting the
thur Jones was a slight individual and an avid bodybuilder. Career You Want. She can be reached at
He became frustrated that barbells alone didn’t work well. editor@diversity-executive.com.

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GUEST EDITORIAL | Cyrus Mehri and Janelle M. Carter

The New York advertising industry has been put on notice
Mehri & Skalet, an employment discrimination, consum- ing Agencies’ Creative Director Positions: As Exemplified
er, civil rights and class action law firm located in Wash- by Ads Aired During the Super Bowl,” underscoring the
ington, began investigating claims of discrimination on glass ceiling African-American advertising professionals hit,
Madison Avenue in 2008, after African-American advertis- particularly on the creative side of the business. The report
ing professionals who experienced discrimination firsthand found that of the 67 ads aired during the 2010 Super Bowl,
spoke out. only one creative director was a person of color, Joelle De
Madison Avenue is a hub for New Jesus. De Jesus, a Latino male, was the amateur winner of
York’s advertising industry, and Doritos’ Crash the Super Bowl
Contest, yet his ad was one of the
The Madison Avenue Project, a
partnership between the National
African-American top five ads in popularity. Essen-
Association for the Advancement employees tially, a person of color has a bet-
ter chance of winning a contest to
of Colored People (NAACP) and
Mehri & Skalet, was formed to are underpaid, create a Super Bowl ad than being
promoted to a creative director po-
reverse the advertising industry’s
widespread discrimination against
underhired and sition in a general market agency
charged with the same task. The
African-Americans. underutilized in the report also found that the lack of
The project commissioned a re-
port, “Research Perspectives on advertising industry. diverse representation at the cre-
ative director level contributes to
Race and Employment in the Ad- stereotypical images and a lack of
vertising Industry.” The findings were staggering: diverse representation in ad content.
1. African-American advertising employees are underpaid. It is not enough to hire minority interns, donate money to
• African-American college graduates working in advertis- historically black colleges or state a commitment to diversity.
ing earn 80 cents for every dollar earned by their equally To achieve results, the four major advertising holding com-
qualified white counterparts. panies — WPP, Omnicom Group, Interpublic Group and
Publicis — must make a cultural shift and overhaul their
• African-American managers and professionals are only
employment policies and practices. The advertising agen-
one-tenth as likely as their white counterparts to earn
cies must develop and maintain an inclusive culture that
$100,000 a year.
welcomes difference; implement employment policies that
2. African-American advertising employees are underhired. require fair competition for jobs, projects and promotions;
• African-Americans should be 9.6 percent of the manag- increase the representation of professional African-Amer-
ers and professionals in advertising, based on national icans; provide equal access to development opportunities
demographic data, but in 2008, only 5.3 percent of and resources; and develop diverse leadership at the highest
managers and professionals were African-American. agency levels.
• About 16 percent of large advertising firms employ no Creating a new day in the advertising industry also requires
African-American managers or professionals, a rate 60 that these agencies’ clients, or corporate advertisers, hold
percent higher than in the overall labor market. them to these expectations.
3. African-American advertising employees are underuti- The NAACP has several corporate advertisers that under-
lized. stand that employing professionals of diverse backgrounds
and perspectives results in more creative and effective adver-
• African-Americans are only 62 percent as likely as their tising, and these advertisers will hold their agencies account-
white counterparts to work in the powerful creative and able for staffing their account teams accordingly. Collective-
client contact functions in agencies. ly, we will create a new advertising industry where diverse
• African-Americans are often excluded from general talent is welcomed and all employees have equal opportuni-
market agencies, with 80 percent limited to working in ties to enjoy successful careers in the industry. «
agencies specializing in ethnic markets.
Cyrus Mehri is a partner and Janelle M. Carter is an associate
In May, The Institute for Diversity and Ethics in Sport attorney at Mehri & Skalet PLLC. They can be reached at edi-
released a report titled “White Men Dominate Advertis- tor@diversity-executive.com.

FEB. 23-25, 2011 The Ritz-Carlton Half Moon Bay• Half Moon Bay, Calif.
Impressive Case Studies

Creating the Future of Play at Mattel
Find out how Mattel engaged the CEO and senior leadership team to develop
a diversity and inclusion strategy aligned with and focused on business strategies
to drive lasting success.
Graciela Meibar
Hotel Accommodations Vice President, Global Sales Training and Global Diversity, Mattel Inc.
Reserve your room today at The
Ritz-Carlton, Half Moon Bay to take
advantage of our specially negotiated
room rate starting at $219 per night. Continuing to Invest in People and Drive Engagement
The deadline to make a reservation at In this session, you will discover the process the company used to create leadership
the discounted rate is Friday, Jan. 21, development programs that fit E. & J. Gallo Winery’s unique culture and suggest
2011. Please reserve your room early, techniques and approaches that can help other companies create hand-in-glove
as space is limited. Hotel reservations
leadership training for their own organizations.
may be made using either of the
following options: Michelle Lewis
• Online: Book your room on The Vice President, Global Human Resources, E. & J. Gallo Winery
Ritz-Carlton, Half Moon Bay’s website
and use our group code ekvekva.
• Telephone: Call the reservations
office at 888-293-0524 and be sure HR Analytics: Evolving From Tactical to Strategic
to tell them you're attending Learn how General Parts International developed an integrated HR index to drive both
Strategies 2011 in February, or tactical- and strategic-level metrics using a single dashboard tool, allowing its HR team
mention the block code EKV. to prove how initiatives and programs impacted the bottom line.
@DiversityExec
@TalentMgtMag Jonathan Jones
Supervisor, HR Analytics and Administration, General Parts Inc.
#ST2011
Richard D. Walker, SPHR

Vice President,
Human Resource Shared Services, General Parts International Inc.
For more information and to register, visit
STRATEGIES2011.COM
This event is brought to you by Diversity Executive and Talent Management magazines.
Defining Diversity
Diversity, like the many dimensions that comprise
the subject, can mean different things to different
people. Rallying around one definition, what it
means to the workforce and its impact on the
workplace can facilitate success in efforts to promote
an inclusive environment. By Michelle T. Johnson
Diversity can be confusing, but it’s not just about being politi-
cally correct.
Talking about diversity can be circular, making it hard to determine
which should come first — caring about diversity and then working
to figure it out, or working to figure it out so that people will care.
It’s like the chicken and the egg — which comes first? Further, does
it matter which comes first?
It can be confusing to know what is current and correct for every
group of individuals who bond over an identity and to keep up with
every issue that attracts a group of individuals. Is someone black or
African-American? Disabled or handicapped? Is someone Hispanic
if he or she is Mexican-American? What’s the difference between
gay, lesbian, bisexual and transgender? And why can one call a rug
Oriental but not a person?
Breaking Down a Definition

What is the real issue here? Is it more important to know why di-
versity is important, or is it more crucial to know what diversity is?
Diversity should start with a definition, because if people don’t like
how it’s defined, they will not bother to decide whether the topic
is important.
Diversity is seeing the differences, distinctions and dividing lines of
others with a soft gaze but with clear vision. This definition works as
a great starting point to establish what diversity is and what diversity
is not. Let’s break it down.

At its heart, diversity is not
about what a person says or
does. It is about how a person
thinks, because thoughts
determine speech and actions.
Seeing differences means noting the obvious — differences object and deciding that it’s an apple. A picky person could
in race, color, gender, national origin and physical ability argue that the man is “judging” the apple if he expresses
— and seeing distinctions means observing the distinctions irritation that the bowl holds apples instead of kiwis. But
between our differences. For example, an East Coast lesbian if the point for the man is to decide whether he wants to
who is black with a Jewish mother may have a different life eat what’s in the bowl, then making that judgment has a
experience than a married black woman who is Southern legitimate purpose.
born and raised. To the naked eye, one might simply see
two black women, but by seeing the distinctions, it becomes Judging With Purpose
clear that they could very well be worlds apart in how they When it comes to people, rather than apples, as a society
look at the world and how they operate in the workplace. we increasingly rely on judgments to make decisions about
Dividing lines refer to the choices that define how people others. This is because as we encourage and encounter differ-
live their lives — the dividing lines where people decide on ences in society, many of us have to make ourselves feel safe
political parties, their leanings within the parties, their posi- by judging what we think others are about. So, while seeing
tions on religion and family upbringing, and even whether with a soft gaze but with clear vision is easier to do with a
one swears by bottled water versus tap. bowl of fruit, it’s far more important to do with the people
Saying that one should see with a soft gaze but a clear vision one works with and manages.
is a fancy way of saying that people should see others with- At its heart, diversity is not about what a person says or does.
out judgment. Essentially, people should be aware that they It is about how a person thinks, because thoughts determine
may be judging, and they should question whether or not speech and actions. By offering mental tools or initiatives to
that judgment in a particular situation is relevant, let alone change employees’ thinking about diversity, leaders can offer
fair. Everyone judges to some degree, whether they admit their organizations a better chance to create, work in and
it or not. When considering workplace diversity, however, manage a successful, inclusive workplace. In other words,
the most important thing to determine is whether judging a workplace where people are not constantly engaging in
serves any legitimate purpose. battles of perspective, viewpoint and ego, which can turn
Consider this illustrative example that has nothing to do into complaints and lawsuits and promote unproductive en-
with work directly. A man sees an apple in a fruit bowl. If vironments where there is more frustration and resentment
he is hungry, depending on the location of the fruit and than cooperation.
the bowl, he must first decide if the apple is real or one of People often hate to think about diversity because they feel
those tricky, incredibly realistic plastic decorations. The man the topic is forced upon them. In fact, many times people
decides that it is a real apple, not a fake one. Further, he hate thinking about diversity even when diversity isn’t the
determines that it is, in fact, an apple and not an orange, issue. If that’s hard to believe, read the comments section of
banana, potato or tomato, and, assuming he’s an average, any online news story that even remotely involves someone
well-balanced person, he doesn’t have any angry attachments not viewed as mainstream.
or sad feelings about deciding that the fruit is an apple. Or, when it comes to workplace diversity, put out a memo
Now, if the man is hungry and doesn’t like apples, he might announcing a mandatory diversity seminar, workshop or
be irritated that the bowl holds apples instead of fruit with training session and listen to how loud the groans get.
more appeal, but that thought comes after looking at the Sure, there are a few people who look forward to a diver-

People can pick who to date, their
neighborhood, their place of worship and
their social clubs, but just like with family,
employees usually cannot choose who will
compose the landscape of their workday.
sity get-together because they think it’s an easy way to get of what the norm is, or should be, can get people into real
out of work for a few hours, and there are those who genu- trouble because, theoretically, the doors of employment are
inely believe the meeting will get to the heart of whatever open to everyone.
diversity issues they have observed. These people are the The U.S. workplace is more of a busy intersection than
minority, though. a melting pot. If someone can’t stand gay people, guess
Groups with more power, for example, may express a feeling who that person will have to deal with as the next depart-
of being held hostage by the concerns of various minority ment head? If someone doesn’t trust anyone from an Arab
or special interest groups, as if they always will be held in country, he or she will have quite the dilemma when join-
the wrong no matter what because of their historic power or ing a new company and discovering that an Arab-looking
larger numbers. person is now his or her administrative assistant. Adding
Another reason that diversity can be a touchy if not down- more fuel to the fire, a savvy employer will make it clear
right divisive topic is because it’s all about one person’s per- that no change is allowed.
spective, and most people don’t see any other way of looking People can pick who to date, what neighborhood they will
at a situation other than through their own eyes. Therefore, live in, their friends, their place of worship and their social
when someone has a different perspective, the presumption clubs, but just like with family, employees often cannot
is that the other person is being deliberately contrary or will- choose who will compose the landscape of their workday.
fully insensitive. At least with family, a person can avoid certain people until
Modern-day philosopher and filmmaker Woody Allen once they have to attend funerals, weddings and reunions. But in
said, “The lion and the calf shall lie down together, but the the workplace, people simply have to learn to work it out for
calf won’t get much sleep.” That’s why diversity can get roughly 40 hours a week.
weedy — people are often surprised by who views them- Further, most people don’t come to work and put on their
selves as a lion and who views themselves as a calf. “working” hats, which exclude all their other reference points.
Instead, when individuals are at work, they come in wearing
The Eyes Have It their “people” hats, and they can never take those off.
Another way to define diversity is to look at it through its Employees also can’t take off the clothing of their upbring-
opposite impression. The opposite of diversity is not same- ing, their various group memberships, the individual experi-
ness, blandness or monotony. Instead, the opposite of di- ences they’ve lived through, and certainly not the last thing
versity is a norm or a base line. When people think about they may have heard on the radio or a podcast before they
whether a workplace is diverse, they often have in their heads entered their workspace. All of these experiences are influ-
a subtle, hazy thought of what they expect a place to look ential, and influences affect the impact of diversity in the
like. So anyone added into the mix who is different makes workplace. «
the environment diverse.
Michelle T. Johnson is the author of The Diversity Code:
Ironically, the more varied and different our society be- Unlock the Secrets to Making Differences Work in the Real
comes, the more people rely on their personal, mental World, from which this feature was adapted, the creator
norms to allow them to bounce gracefully from one situa- of the “Diversity Diva” newspaper column and a former
tion to the next. But in the workplace, having expectations employment attorney.

How to Eliminate

To remove bias and stereotyping, organizations
have to commit to a long-term strategy that
acknowledges bias and offers employees new
ways to think and operate.
By Christina Ioannidis
Implementing diversity strategies of any type implies that the cultural fab-
ric of an organization needs to be changed. As with any change manage-
ment role, the most challenging aspect is managing the people.
Fortunately, humans can learn from nature how to overcome prejudices.
For instance, the way our bodies rehabilitate following injuries offers a
blueprint that diversity executives can use to implement diversity strate-
gies that create inclusive business cultures. This can be done in phases.
Phase 1: Accept and Understand the Injury

Hold up a mirror to the organization. Analyze the
numbers. How many women are in each level? Is there
a drop-off point where women seem to disappear from
the ranks? Have previous diversity initiatives worked? If the
organizational structure looks similar to Figure 1 (page 22),
the answer to this question is no. The organization is likely sus-
taining heavy injuries on the female side, and leaders should accept
that change is necessary.
The first step of this process is to understand why prejudice and bias
are normal and present in everyone. Humans have muscle memory
for every activity repeatedly performed, and our muscles adapt to give
us optimal performance. For example, when an athlete trains to run
a marathon, his or her muscles grow and form for that particular
sport.
If an athlete were to change sports, say from swimming to rowing,
the body would need to build a completely different support structure
by exercising and developing muscle groups in different ways. This is

rienced physical injury know that re-
Figure 1: The Abnormal Attrition Triangle
habilitation requires mental as well as
localized physical intervention. Our
brains have to consciously send sig-
Female Male nals to the ailing part of the body to
wake the areas that were momentarily
Exec disengaged during the recuperation
“Abnormal” process. The same is true for organi-
female zations. Companies need to have a
attrition Senior
long-term strategy to fight bias head-
on through companywide initiatives.
“Normal” These can lead to substantial changes
attrition at in behavior, where ultimately em-
Mid Management 20 percent ployees embrace an inclusive culture.
In his book The Value of Difference,
psychologist Binna Kandola talks
Junior about facing biases head-on in a
three-step process:
Source: Christina Ioannidis and Nicola Walther, 2010

1. Understand that biases exist in all
of us.
2. Become aware of our own biases.
possible with hard, consistent work, and the same is true for 3. Break the connection between bias and action.
organizations. So, if a company has a population representa- Organizations need to identify where weaknesses lie. Is there
tion skewed to a particular type, such as white males, only a structural issue? Are there pockets of the business where
consistent cultural and behavioral reprogramming will lead bias may preclude minority groups from assimilating into
to a more inclusive workforce, one receptive to viewpoints the business? Are there pockets of the business where women
from different cultures and genders. are locked out? How is that likely to affect the business nega-
In order to understand the issues, metrics are key. For ex- tively, in terms of disengagement, loss of top talent or dis-
ample, PricewaterhouseCoopers (PWC) collected data from crimination suits? How can the muscle fabric in those parts
performance management evaluations of its staff in 2006, of the organization be broken and rebuilt?
the results of which were published in the 2007 document At PWC, the organization identified the ranks of the busi-
“The Leaking Pipeline.” The company compared the pro- ness where women seemed to leak out: managing partner,
gression rates of the highest-performing men and women non-equity partner and partner level. The organization set
and discovered the progression rates for women rated as high up a gender advisory council, which performed in-depth
performing were slower than those of their male counter- research to:
parts. In order to educate the business on this discord, PWC
developed a forecast system called Flowrates based on actu- • Uncover why women were not progressing at those levels.
ary assessments of the pattern of development that would be • Establish accountabilities to redress that lack of progress.
expected from high performers.
• Develop an effective planning process to increase person-
al awareness on the cultural and human elements of the
Phase 2: Break Organizational Bias problem.
One-off training is not viable to effectively implement long-
term, sustainable change. To overcome organizational and Phase 3: Work Through the Pain
structural bias — essentially breaking set behavioral patterns
— culture change is necessary, and this requires a long-term Once companies have identified the shortfalls and why new
investment. diversity activities are to be introduced, it is critical to look
bias in the eye. A tool such as the Implicit Association Test
In his book Iconoclast, neuroscientist Gregory Burns states, (IAT) can help companies assess and tackle bias. The IAT
“Sometimes a simple change of environment is enough to allows diversity executives to measure associations that can
jog the perceptual system out of familiar categories. When reliably reveal unconscious biases in individuals. Painful as it
confronted with places never seen before, the brain must cre- may be to face one’s own bias, tests have shown that training
ate new categories. It is in this process that the brain jumbles people on these tests can significantly improve thinking.
around old ideas with new images to create new syntheses.”
For example, a team member may believe that he or she does
It is this consistent bombarding of the brain with new not have a bias against women in business; however, when
stimuli that leads to cultural shifts. Those who have expe- shown images of women and men and asked to record a

response for each gender in the context of business, we of- part of cognitive change.
ten see there is a minor positive bias for men and less for • Create and implement perspective-taking frameworks.
women. These biases affect the perception of women as well It is critical for women to work with male and female
as behavioral responses to them in the context of business, mentors in a challenging business context and to use the
and vice versa. learning experiences to boost gender and business acumen
Following the IAT, it is important to clarify where, when and or skills development perspectives. More than traditional
how individuals will behave. As Kandola states in The Value of training, these learning activities need to revolve around
Difference, “It is a way of directing our attention to particular business activities and should be supported by individual
contexts in which we are likely to act from unconscious habit coaching programs to recognize how perceptions may be
rather than conscious intention. We train ourselves to recog- changing and how people may act differently in view of
nize situations in which we want to act differently.” their own initial prejudices.
In order to redress gender-based stereotyping of women Phase 4 is all about implementing meritocratic recruitment
as business leaders, one of the most powerful ways to use and promotion processes:
the IAT is to use positive images of women as leaders. In Hiring on merit: Hire nontraditional candidates through
the same way that physical therapy requires us to work skills-based assessments and by simply asking “How can this
through pain in order to rebuild muscle fiber, this strate- person do this job?” For example, if presented with a can-
gy can help recondition the brain to attach positive imag- didate’s CV, focus on the skills the person demonstrated in
ery to the out-group — in this case, women — reversing prior experience, and see how far these skills can be utilized
the traditional stereotypes held by the in-group — men in the role to be filled. Don’t reject the candidate if he or
— essentially retraining the brain by directly triggering she did not fulfill 100 percent of requirements in the past;
mental associations. allow the candidate the opportunity to grow into the new
To build on the individual bias reversal process highlighted opportunities if he or she can demonstrate a certain level of
in this phase, diversity executives can expand gender-stereo- aptitude in key skills.
typing reversal activities throughout the organization. This strategy assumes people can meet a standard, rather
The activities for long-term reversal of systemic bias include: than rejecting people when they don’t, and implies there are
ways individuals can perform, rather than looking for rea-
• I mplementing a strategy to break gender stereotypes in sons why they can’t.
internal and external communications: Promote women
Collective and reverse hiring: Include subordinates in the
and men in nontraditional fields using case studies, images
selection process for line managers and on different panels
and success stories to remove gender associations from job
for the selection of individuals to a team or as part of the
titles and responsibilities.
organization. Break the traditional hiring mold by engag-
• Coaching and training employees on the different cul- ing in a collective hiring process with mixed groups of indi-
tural backdrops and average stylistic differences be- viduals from different backgrounds to interview prospective
tween women and men: Supporting these visible “excep- candidates.
tions to the rule” is critical so that the natural tendency to
Blind hiring: Conduct interview rounds from nontradi-
stereotype is broken and pigeonholing avoided. tional talent pools via opportunities where bias is removed,
• Fostering a culture of inclusion with the help of gen- such as virtual interviews with candidates without names,
der-neutral development tools that help break down personal details and ethnicity indicators. Focus on individu-
the barriers between the out-group and the in-group: al skill sets rather than physical attributes.
Promote dialogue on the similarities between individuals Performance evaluation: Conduct 360-degree assessments
in different groups, even when they initially appear dis- on how employees have demonstrated they can perform
parate. Building bridges is critical to break the barriers of their roles. Ask clearly: What are their personal strengths?
prejudice. What do they want to do? What do they enjoy doing?
Where would they naturally fit in with the organization’s
Phase 4: Build Muscle Strength, requirements? This enables autonomy and encourages talent
Embrace Learning and Cognitive Change to define how they work themselves.
As with an athlete well on the road to recovery, it is impor- Succession planning: Identify ways people might be suit-
tant for organizations to build on their internal culture’s in- able for a particular job or assignment, even though they do
clusive “muscular capability.” not belong in the traditional talent pool. Provide shadow-
• Provide leadership coaching. Individuals who stereotype ing opportunities to see how they may feel stepping into a
others need to be confronted about their biases. By the new role or function and which support systems they may
same token, victims of stereotyping need to learn to ap- require. Establish an internal headhunter, through whom
peal to perpetrators’ sense of fairness by openly questioning
them. This will be uncomfortable, but it is an important BIAS continued on page 46

Risky Business
As organizations negotiate the tightrope back to
profitability, diversity executives can play a key role in
formulating a balanced strategy that mitigates the financial,
legal and talent-related risks that threaten sustainable
growth in the world market. By James Walsh
As pictures of the Gulf Coast’s tar-stained beaches reached occupy a sphere where effective policy implementation can
millions of television viewers, they carried with them a pub- mitigate the financial risks that pepper the divide between
lic and sobering reminder of the potentially crippling effect business directives and human capital.
of poor risk management. However, even as BP hemor- Since emerging markets represent lucrative new frontiers
rhaged billions of dollars attempting to diminish the fallout for forward-looking companies, customer diversification is
from one of the worst oil spills in history, the end of the a key focus for organizations looking to expand. Consider
recession had already presented a fresh set of challenges to the financial risk posed by competitors acquiring shares of
risk professionals looking to facilitate their companies’ re- the same market. A diverse workforce can help to ensure
emergence in the corporate landscape. The reality is that in that product development and marketing are aligned with
a hypersensitive and unstable business climate, operational targeted consumer segments’ wants and needs.
success demands a versatile, inclusive and far-reaching risk
“There are companies that have made fortunes by appealing
strategy that transcends the role of the CFO, for whom risk
to diverse interests,” Koletar said. “You can use your people,
is often a primary concern.
in the sense of diversity, to sense the greater marketplace and
“Risk is spread very broadly across an organization,” said get some ideas that you didn’t have before that could be po-
Joseph Koletar, risk consultant and author of Rethinking tential opportunities.”
Risk. “If you are a manager, supervisor or executive, you have In the United States, a thriving Latino population represents
some responsibility for risk management.” the country’s most dynamic emerging market. According
Indeed, as organizations adapt and work to thrive in the to the Selig Center for Economic Growth, Latino buying
post-recession environment, there needs to be greater focus power in the U.S. eclipses the entire economies of all but
on the diversity executive’s role in mitigating the risks that 12 countries in the world and, according to census data,
shadow corporate ambition. this population is projected to skyrocket from 48.4 million
people in 2009 to 132.8 million people by 2050.
The Diversity-Financial Risk Connection Diversity executives can act as the pre-eminent drivers to tap
“When it comes to the risk equation, the biggest role diver- into this multitrillion dollar consumer reserve. Indeed, by
sity can play is connecting risk with an organization’s talent,” shaping and developing a diverse workforce and engaging
said Robert Rodriguez, assistant dean and senior director employee resource groups in the product development and
of diversity initiatives at Kaplan University. “Diversity can testing phases of new business ventures, leaders can greatly
make sure there isn’t a mismatch between an organization’s limit the financial risk associated with investing in untried
skills and capabilities and its ability to execute on strategy.” enterprises or markets and customer diversification.
According to “The Ernst & Young Business Risk Report At toy manufacturer Mattel, diversity executives are already
2010,” human management and emerging markets ranked actively streamlining business goals and diversity initiatives
as fourth and fifth, respectively, in a list of the top 10 busi- to better reach their target markets.
ness risks facing organizations in 2010. Diversity executives “One of the key visions in creating these ERGs has always

From Strategy to Reality,
or Making Diversity Matter
By James Walsh
As the business world continues to evolve, the ebb and flow of the global marketplace
magnifies the role of the diversity executive. Workforce and customer diversification
present new inroads into safer, more profitable investments, and, as a result, the busi-
ness case for diversity has been proven. The dilemma facing organizations now is not
whether to streamline diversity and inclusion with risk strategy, but how.
According to Douglas Freeman, CEO of Virtcom Consulting, four key stakeholders drive
diversity integration: the board of directors, senior leadership, HR and middle managers.
Board of Directors Senior Leadership
‘Investor-Style’ Stakeholders
The board of directors and senior leadership invest in diversity initiatives to ensure
business success. The diversity-risk connection stimulates investment in these initiatives,
and diversity executives’ input helps to limit projected risk. For example, putting money
into an audit that gathers data to prove diverse representation will offset the legal risks
posed by adverse impact.
‘Integrator’ Stakeholders
Middle managers and HR leaders mandate diversity engagement in core business
operations, stimulated by senior management investment. They are known as “integrator”
stakeholders because they determine, on an operational level, how integrated diversity and
Middle inclusion values are in their companies’ programs. Their level of engagement will be Human
Managers reflected in how they pursue investment in company initiatives and in what capacity the Resources
diversity and inclusion function will act.
For example, if the middle managers and HR leaders are engaged by an organization’s
diversity and inclusion department, a workforce expansion strategy might use affinity
groups to exploit new, diverse talent streams. However, if these integrator stakeholders are
not convinced that diversity and inclusion practices will mitigate financial, legal or
talent-related risk, the diversity function is likely to be consigned to the periphery of HR and
excluded from meaningful participation in business operations.
Diversity Integration
The key to diversity strategy integration is to build a base of
organization-wide diversity advocates.
1. Use HR and middle-manager diversity councils to push the
business case for diversity as a risk mitigator.
2. Promote executive sponsorship of employee affinity groups.
An executive sponsor who acts as a middleman between a
resource group and senior corporate governance can highlight
the roles a diverse workforce plays in identifying investment
opportunities and managing associated risk.
3. Adopt a global outlook. The diversity executive’s focus needs
to align with broader organizational strategies. As corporations
expand into the global marketplace, the diversity and inclusion
function needs to remain relevant on domestic and global levels.
If diversity initiatives demonstrate business value, interdepart-
mental executive engagement will be greater.
4. Connect with consumers. The level of business a company
does is contingent on how well it connects with its target
consumers. By demonstrating how a diverse workforce can help
an organization better appeal to those consumers, the diversity
and inclusion department will lay a platform for greater
integration in business operations.

been ‘How are they going to help us be better in reaching the they don’t understand their client’s diversity value proposi-
ultimate consumers?’” said Graciela Meibar, vice president tion,” Freeman said.
of global sales and global diversity at Mattel. “With them,
we conduct focus groups, and we use their input for the The Diversity-Talent Risk Connection
marketing and development of new concepts.” From a talent management perspective, America’s aging
A multicultural workforce pays dividends when investigat- workforce and the challenges of corporate restructuring are
ing emerging consumer markets, but the role of the diversity perceived as two of the greatest risks facing businesses. To fa-
executive in mitigating financial risk in business-to-business cilitate a sustainable model for future growth, organizations
organizations remains understated. need to identify and draw from new talent streams. Ventur-
ing into unfamiliar territory when hiring — talking to indi-
“Organizations can engage not only over pricing value and viduals who may look different or originate from unfamiliar
service value, but can also engage at a level where there is align- places or industries and taking a chance on new talent for
ment around diversity value,” said Douglas Freeman, CEO key roles — can be risky.
of Virtcom Consulting, a global diversity consultancy group.
Using employee affinity groups to establish recruitment
Success in the business-to-business environment mandates bases in multicultural communities is one way to mitigate
interorganizational consistency in a number of different ar- the risk of a disconnect between an organization’s workforce
eas, including values related to diversity and inclusion. As the capabilities and its business goals. Forward-thinking compa-
buzz around corporate diversification grows, failure to recog- nies are already strategically using their diversity function as
nize the price tag that accompanies diversity values can put a business lever to recruit and retain the best diverse talent.
a company at risk and open the door wide to competitors.
“We see a number of [employee resource] groups work with
“Oftentimes business-to-business organizations don’t under-
stand the customer risk and financial risk that exists when RISK continued on page 48
CB036611 MCF Ad_Layout2_Layout 1 9/28/10 2:54 PM Page 1
“I built my curriculum at the Multicultural Forum on

the advanced and global tracks. I appreciated the time
to network and leverage connections real-time. I
walked away from the conference rejuvenated and
motivated to do better.”
- Tonya Hampton,
Director of Human Resources,
Medtronic, Inc.
Integration: The Path to Inclusion

March 22-24, 2011
Minneapolis Convention
Center, Minneapolis MN
StThomas.edu/MCF
The Who, What and Why
of Governance
The right governance structure ensures initiatives align with

business goals and the future direction of the organization.
By Bill Wells and Stacy Rider

A robust diversity and inclusion initiative is central to any organization’s success.
With solid senior-level executive commitment and engagement and direct access
to top leadership, such as the president, CEO or chairman, diversity and inclusion
initiatives enjoy ongoing relevance and sustainability. This governance structure
ensures the alignment of diversity and inclusion initiatives with business goals
and the future direction of the organization, as well as a consistent method for
implementation across locations and business units.
There are numerous approaches to diversity governance, but the organization’s
overall business objectives must dictate how governance is structured. Essentially, is
diversity and inclusion a strategic or tactical contribution to organizational success?
What Business Are You In?

To build the right governance model for the effective strat- • Employee focused: This may require a strong focus on
egy and implementation of diversity and inclusion initia- employee engagement and satisfaction. Employees are the
tives, diversity executives must understand the organiza- engine that drives bottom-line results. The workplace en-
tion’s overall makeup. Refer to the organization’s mission, vironment either enhances or hinders the degree to which
vision, values and structure, as well as short- and long-term those employees perform, essentially boosting or reducing
business objectives, as a road map. These may include: their level of discretionary effort. Creating a work environ-
changing demographics in the U.S. population with resul- ment that fosters an inclusive culture enables employees to
tant shifts in the emerging workforce as well as customer
contribute to the bottom line to the best of their abilities
markets; the ongoing war for talent, including the sourc-
through full engagement of all their diverse skills, talents
ing, development and advancement of employees for fu-
ture leadership roles; and changing legal requirements sur- and capabilities.
rounding the engagement and reporting of minority- and • Compliance focused: This suggests a workforce that is
women-owned vendors and suppliers. representative of the overall population, in accordance
Strategically, determine if the organization is: with local, state and federal laws. While perhaps the least
strategic overall, compliance still represents a compelling
• Customer focused: This may require a workforce that re-
need for organizations to engage in diversity and inclusion
flects the customer groups served, because buying power
initiatives.
continues to increase more significantly in ethnic, minor-
ity, gender and age-related groups. Diversity and inclusion are two sides of the same coin; it
• Community focused: This may require a workforce cre- is extremely challenging to sustain one without the other.
ated from the communities in which it does business. Diversity is the mix of employees within the workforce. In-
Employees help brand the organization as they interact in clusion speaks to every employee, regardless of individual
their local communities, essentially acting like walking bill- attributes such as race, gender or age and moves the discus-
boards, promoting the company by sharing information sion beyond representation of certain groups to the collabo-
with others via their positive experiences in, and attitudes ration and engagement of all employees for the betterment
about, the organization. of the group.

Who Should Run It?
A centralized form of governance that reports directly to the senior-level decision makers and the ability to link initiatives
CEO of the organization is a preferred model to ensure con- to corporate business strategy in a strategically significant way.
tinued relevance and sustainability. However, when it comes Again, the model chosen should relate to the organization’s
to individual initiatives, organizations typically fall into one business objectives.
of four quadrants (Figure 1). Governance models for diver-
sity and inclusion are centralized or decentralized, directly
Shared Services
reporting or indirectly reporting. The resulting options are:
No matter which method of governance is implemented,
• Diversity executive: This is often a chief diversity officer, shared services likely will come into play. At a basic level,
chief human capital officer, senior vice president of human there are two methods of shared services:
resources or equivalent senior-level executive who reports
directly to the chairman, president, CEO or board of di- • Shared provider: In this scenario, multiple companies use
rectors and owns accountability for the implementation of the same service provider, such as an Internet-based pro-
strategy and tactics. vider, largely independent of the organization.
• Shared solution: In this scenario, multiple locations or
Figure 1: Governance Structures for Individual Diversity Initiatives business units rely on a shared solution unique to the
organization.
Centralized Decentralized Ultimately, an organization’s governance model will deter-
mine what form shared services will take (Figure 2).
Direct Reporting Diversity Executive Diversity Council
• An organization that has a diversity executive accountable
Indirect Reporting Diversity Manager General Manager
for results likely will invest in a thorough organizational as-
sessment, which is necessary to develop a solution delivered
by a unique team of solution providers, usually the internal
Figure 2: Diversity Governance Models and Shared Services training department. This model allows for extensive cus-
tomization and requires considerable resources. Generally,
Centralized Decentralized however, outside consulting services still will be required to
develop the solution and internal train-the-trainer options.
Direct Reporting Custom solution/ Custom solution/
Custom provider Shared provider • A diversity council likely will require a customized solu-
Indirect Reporting Shared solution/ Shared solution/ tion, but may rely on an external consultant to develop and
Custom provider Shared provider implement that solution due to constraints on internal staff
availability as well as constraints on council members’ time.
• Conversely, the diversity manager still may rely on a team
• Diversity council: This group also reports to the C-suite
of internal trainers to implement a solution, but will likely
and is made up of a steering committee of top executives,
face a lack of funding to conduct an organization-wide
typically from multiple lines of business across the orga-
assessment and develop a custom solution. Instead, the
nization, but without a single executive owning account-
manager will research and recommend a standard solution
ability for strategy and implementation.
offered by a shared provider that best meets the organiza-
• Diversity manager: The diversity manager may own the tion’s needs and then track and report its implementation
tactical implementation for diversity and inclusion initia- in various business units or locations.
tives, but reports to a secondary layer of management and
is not directly connected to the C-suite This individual is • Finally, location managers likely will find the best use of
one, or several, steps removed from key decisions linking the their limited time, budget and training resources will ne-
strategic alignment of diversity and inclusion to the organi- cessitate an off-the-shelf shared solution, perhaps one that
zation’s overall business strategies. is Internet-based.
• General manager: In organizations with multiple locations, In any case, the best solution will tie to the organization’s
usually geographically dispersed, diversity initiatives may business needs, and the diversity executive, or whoever is in
be in the hands of the general manager, office or local HR charge of programming, should take care to employ a shared
manager and may be the furthest removed from the CEO, services model that reflects the chosen governance structure.

Why Does It Matter?
The metrics established to determine how successful an
organization’s diversity and inclusion initiatives are should
Metrics
directly relate to the business strategies individual pro-
grams are designed to support. If profitability is an objec-
tive, then employee engagement, satisfaction and retention
established to
metrics may be applicable. If community involvement and
improvement is the focus, then workforce representation
numbers based on ethnicity, gender, age and local versus
determine how
nonlocal acquisition and applicant data may be applicable.
Due to continued underrepresentation of women and peo-
ple of color, particularly at mid- to senior levels, these types
of metrics are necessary to determine an organization’s
progress in advancing workplace diversity. Organizations
continue to be challenged with their talent acquisition
successful an
efforts, as well as moving existing talent into their future
leader pipelines. Additional measures include monitoring organization’s
attrition rates for underrepresented employees, such as
women and people of color, throughout all levels.
The frequency for reporting the relevant metrics will vary
diversity and
inclusion
depending on the strategic needs of the organization. Some
metrics, such as representation and retention, are quanti-
tative, lend themselves easily to reporting and can be cost-
initiatives are
effectively obtained on a quarterly or more frequent basis.
Other metrics, such as employee engagement and satisfac-
tion, are more qualitative, rely on resource-intensive em-
ployee surveys and may be conducted annually or perhaps
on a less frequent basis.
Once the relevant key metrics have been identified, a
should directly
benchmark should be established to measure progress at
determined intervals. Then a scorecard can be created to relate to the
track organizational progress over multiple reporting peri-
ods. These comparisons are invaluable in determining the
overall effectiveness of a diversity and inclusion initiative or business strategies
strategy over time.
The preferred model for governance of diversity and in-
clusion initiatives to ensure continued relevance and
programs are
designed to
sustainability is a central diversity executive with direct
accountability to the CEO for organizational progress.
However, organizations vary in their business objectives,
customers, employees and locations, and their governance
models must vary as well. The key to sustainable diversity
and inclusion success is to align governance, strategy, tac-
support.
tics and metrics to support the organization’s overall busi-
ness objectives. «
Bill Wells is vice president of strategic inclusion solutions
and Stacy Rider is a director with InclusionINC. They can be
reached at editor@diversity-executive.com.

Diversity executives often Collective ERG Power
complain that industry peers For those who compile “best of” diversity lists, an organiza-
tion with five or fewer employee resource groups (ERGs) is
keep talking about the same considered less favorable and less effective than an organiza-
old issues. Here, we talk to tion with 10 ERGs or more. It’s ironic, however, that the
creation of separate and distinct ERGs is the act of an orga-
diversity executives and industry nization striving for inclusion.
leaders to uncover the next Indeed, fewer but more effective ERGs will be the wave of
trends shaping the field. the future.
With origins in the U.S. Civil Rights Movement from
By Jim Norman, Wanda Brackins, the 1960s, ERGs were originally established for racial and
David Casey, Marilyn Nagel gender groups — African-American, Asian, Latino, Native
American, women, and gay and lesbian populations. These
and Peggy M. Walton designations may have been appropriate for U.S. organiza-
tions 40 years ago. Today, they may fail to address many of
the significant changes that have occurred since then.
Employees entering the workforce now are likely to identify
themselves as being from more than one group. So where does a
multiracial lesbian belong? In most organizations, she could be-
long to several ERGs. Just as important, does she resent having
to make a choice? Are any of the ERGs relevant to her needs?

In the future, organizations should have fewer ERGs. Their
structure and role will be different. The changes in ERGs
Hiring via Video
will be driven by demographics, efficiency and cost. The The next trend that will shape diversity and inclusion will be
terms African-American, Asian and Latino will fail to accu- the widespread use of job seeker video websites. These web-
rately capture the diversity and cultures of our ERGs. The sites are for both job seekers who want to market their skills
emerging generation may be unable and unwilling to draw and for companies looking for candidates to fill jobs. To use
lines along narrow boundaries of race, ethnicity or sexual these sites, users create a profile and record a 30-second vid-
orientation. eo pitch to market their professional background and skills.
Technology also will impact the role and value of ERGs. Although these websites haven’t yet become mainstream, it’s
Technology makes it fast, easy and convenient to answer a possible that within the next year or so they will become as
question, gain insight or connect with a community. Or- widely used as other networking websites are today.
ganizations will identify areas of common interest for their Diversity executives must take caution as these resources
employees and leverage those populations to gain insights may have unintended consequences for diversity recruiting.
and develop and execute key organization strategies with the New trends often create excitement, but not enough diver-
support of HR and business leaders. Instead of boundaries sity executives are asking the questions “What impact will
based on race or gender, ERGs will come together on com- these new phenomena have on diversity management?” and
mon interests for their members and the organization to cre- “As it relates to video job board websites, what is the impact
ate focus and efficiency. to diverse applicants?”
Jim Norman is vice president of diversity at Kraft Foods. New technology tools that step up the job search may leave
some diverse job seekers at a loss. Today, it is not uncom-
mon for these individuals to omit a photo from their online
profile as they believe it could limit their opportunity to be
Big

contacted by a recruiter. Given this common circumstance, ing professionals receive certification from their respective
whether real or perceived, the impact must be addressed as governing bodies.
the trend toward increased virtual job screening continues We’ll also need to develop a set of standard measurement
to accelerate. tools to evaluate our work. For example, is it good enough to
While there are positive aspects to video job boards and have mandatory diversity training with no associated metrics
profiles, they could catch diversity executives off guard. that show real behavior change or improvement of business
If a company is to stay ahead of the curve, leaders must objectives? Or, as our workplaces become more diverse, has
start asking the hard questions long before the next trend C-suite representation kept up with the pace of change in
comes through the revolving door. They must ask ques- the general population? These are areas we really need to ex-
tions such as: plore, measure and evaluate moving forward.
• What is our success rate for diverse talent? David Casey is vice president and diversity officer
for CVS Caremark.
• How might video job boards strengthen our hiring prac-
tices?
• Are we, as an organization, ready to remove individuals or Cross-Cultural Collaboration
practices that impede our progress? Global businesses are the new reality; to compete, companies
Wanda Brackins is managing director of diversity and inclu- must be able to effectively harness the right talent, partners
sion at RBC Wealth Management. and resources wherever they are located. They require effec-
tive cross-cultural collaboration and understanding to be
New Categorizations able to seize opportunities, adjust to customer preferences,
drive innovation and maximize market relevancy.
As we anticipate the results of the 2010 U.S. Census, I ex- As a result, globalization has been driving a transformation
pect the findings will cause us to substantively rethink how in the way corporations think about diversity and inclusion
we view and define diversity in the U.S., particularly in the (D&I). Instead of D&I programs being focused on compli-
workplace. ance issues, there’s an elevated awareness that they are business
For example, with rapidly expanding ethnic populations and imperatives capable of creating differentiation and opportunity.
continued growth in numbers of biracial Americans, we’ll A highly accepting and collaborative work environment does
need to redefine and rearticulate what it means to be a mi- not happen overnight; it takes constant investment, monitor-
nority in the coming months. ing and nurturing. Our challenges today are even more diver-
Traditionally, we have defined minority groups as subordi- sified than just five or 10 years ago due to the acceleration of
nate groups whose members have significantly less control globalization, which encompasses a wide array of cultural and
or power over a majority group with more members, and, philosophical differences in employee populations.
as a result, the minority group experiences a narrowing of Today, diversity executives are challenged to engage in a
opportunities within our society, especially in education and transparent and ongoing dialogue that is educational, cost-
employment. effective and sustainable with their globally dispersed em-
In the U.S., the majority always has been designated as Cau- ployee base. As corporations branch out into market adja-
casian and predominantly male. Will this year’s census re- cencies and expand their geographic footprint, they must
sults be the catalyst to meaningful dialogue that challenges find ways to create opportunities for workers with a variety
those institutionalized categorizations? If this emergence of backgrounds, beliefs and values. Our role is to ensure cor-
materializes, how long will it be before we see observable porate standards for employee treatment are upheld regard-
cultural and societal shifts? We need to be prepared to take less of where we are doing business.
a deeper dive into the impact of socioeconomic diversity on Thoughtful and pragmatic programs have to be made read-
our workplaces. ily accessible for employees worldwide to leverage. Empow-
As diversity management continues to inculcate strategic ering workers with the tools and technology to contribute to
planning within our organizations, we need to ask ourselves the full extent of their capability while providing high touch
a tough question: Do we need a standardized and universally and visibility, regardless of their location and background,
accepted set of professional competencies and standards for helps drive collaboration within the workplace and compe-
managing diversity? I think we do. tiveness in the market.
We should be shepherding a movement by developing guid- Marilyn Nagel is chief diversity officer of Cisco Systems Inc.
ing principles for the work we do. This includes nailing
down a core set of best or prevalent practices that we can all
live by. Ultimately, I believe that, like other professionals, di- Growing One’s Own
versity practitioners can be certified to do our work based on The baby boomer generation is the most educated genera-
these guiding principles, in the same way legal and account- tion in the nation to date, and they positioned the U.S.

Diversity’s Next Frontier:
with the most educated workforce in Veterans in the Workplace
the world. However, recent genera-
tions are falling behind. The U.S. has
In August 2010, the United States military ended combat operations in Iraq. Soon,
dropped to 10th place among indus-
thousands of men and women in uniform will be returning home to friends and
trialized nations globally in academic
loved ones. Shortly after that, many will hang up their uniforms for the last time
achievement among 25- to 34-year
and join the civilian workforce.
olds. These new workers are less edu-
cated and comprise an underdevel- In an average year, 400,000 active service members transition from boots to brief-
oped workforce that isn’t prepared to cases. Estimates for service members coming home from Iraq and Afghanistan
replace retiring boomers. aren’t so precise, but it would be prudent to expect even more in the near future.
As a result, organizations are seeking Many will be minorities. The military is composed of 14 percent women and 36
creative strategies to recruit skilled percent individuals who identify themselves as a racial minority, according to the
talent, build the skills of their current Department of Defense.
workforces and fill vacant leadership Like any valuable resource, recruiting, engaging and retaining veterans can be a
positions; the process for doing so challenge for diversity and inclusion executives — especially those without experi-
must go far beyond recruiting tactics of ence with the military.
the past. One emerging trend among
In some ways, any veteran coming into the civilian workplace is a member of a
best-practice companies is that “grow-
cultural minority. All veterans hail from a defined group with a strong but separate
ing their own” college graduates has
culture that presents both opportunities and challenges for retention and ROI.
the potential to produce high-quality
candidates at competitive costs. The good news is that diversity and inclusion executives are well positioned to
shape the discussion and differentiate their organizations as military-friendly em-
In the near future, the most significant
ployers of choice. Because their role inside organizations crosscuts all other people
contributions to workforce growth
will come from immigrant popula- functions, such as HR, recruiting and training, they have a view into how those
tions, with Hispanics comprising the other functions can work together to integrate diversity initiatives.
largest segment. Blacks and Asians will But diversity executives must take the initiative to position themselves favorably with
add to workforce growth at a lower their HR peers and C-suite executives. There is a gap between what HR managers
rate, and Caucasians will demonstrate think they should be doing and what they are actually doing when it comes to veter-
negative growth in the workforce. ans. Recent research from the Society for Human Resource Management (SHRM)
Because of low college completion shows that 90 percent of HR professionals agree that veteran-specific hiring, reten-
rates among Hispanics and blacks, this tion and performance programs would be helpful, and almost a third of respondents
talent pool will initially be difficult to identified cultural transition as an area in which support would be especially helpful.
tap into with standard strategies. However, research from King Street Associates shows that only a handful of HR
executives have plans to implement these programs in the next three years.
Recognizing that one of the most-cited
reasons for dropping out of college is Here’s how to get started:
the need to work and earn an income, 1. Talk with company executives. Bring the issue of veteran-specific diversity
employers are uniquely positioned to programs to leadership before they bring it to you, and demonstrate specific
create benefits and work situations return on investment metrics in terms of productivity and retention. Work to
that encourage and support college integrate veteran initiatives into other elements of HR programming.
completion — particularly among
more marginalized populations. 2. Start somewhere, anywhere. Small changes can have a major impact. For in-
stance, improving the retention and engagement of current veteran employees
“Learn and earn” models promote can improve an organization’s reputation as military friendly in the market-
corporate cultures of lifelong learning. place, which attracts new veteran recruits.
This includes benefits such as prepaid
tuition assistance, flexible scheduling 3. Address cultural issues. Cultural transition is a common cause of early attri-
and more innovative models, such tion among military hires who, as a group, tend to leave civilian jobs within
as creative partnering with education three years of being hired due to lack of fit. According to a 2010 survey by King
providers to include blended, online Street Associates, to HR executives, this same idea translates as “an inability to
and on-site accredited learning; cor- let go of the military way of doing things.”
porate university training that earns Providing transition support as well as a welcoming cultural environment can
academic credits; and career and edu- make a measureable difference when it comes to the success and retention of
cation navigation. « veterans in civilian organizations. This is clearly the domain of the diversity execu-
Peggy M. Walton is director of tive, one waiting to be claimed as diversity’s next frontier. «
workforce readiness for Corporate Emily King is president of Mymilitarytransition.com.
Voices for Working Families. She can be reached at editor@diversity-executive.com.

PROFILE
Beyond Numbers
In nearly 10 years with the World Bank Group,
Chief Diversity Officer Juliana Oyegun has moved
the organization away from a focus on representation
and numbers to explore subnational diversity and
the economic power found in gender equality.
By Kellye Whitney
As chief diversity officer for the World Bank Group, Juliana beginning, because Oyegun said they too are given the ben-
Oyegun’s focus is distinctly global. This makes sense not just efit of the doubt, as is a part-one female, to a certain extent.
because of the bank’s purpose, to offer loans and advice to “You have to prove yourself, but I don’t think the barriers and
governments and developing countries, but because of her hurdles are quite as high as if you’re a part-two woman where
background. actually you carry the burden of proof,” she said. “From the
The self-described Nigerian Brit trained as a barrister in labor beginning, you’re at a disadvantage. Your experience is dia-
and corporate law, but said she meandered into human rights metrically opposite from that of the part-one male.
work, particularly women’s rights in Africa, and pursued one “We’re a little bit more sophisticated now. Certainly there
master’s degree in the topic and another in masculinities. are very powerful part-two women in this organization, but
“Generally, when you start talking about diversity, you look for the rank and file, there’s a perception amongst part-two
at it from the perspective of minorities,” Oyegun explained. women that it’s harder.”
“But when I started out in this work, I was looking at gen- The bank has a multipoint diversity and inclusion strategy
der. I started looking at women’s rights, but then it occurred that starts with leadership and accountability and breaks
to me that it’s equally important to understand how men see down into several chunks. The strategy includes HR poli-
their role in society, how they see themselves and how they cies and practices to enable the hiring of people, male and
relate to one another.” female, from all over the world, along with on-boarding,
Since she joined the organization in July 2001, Oyegun has succession planning, mentoring and coaching. It also entails
had ample opportunities to apply that knowledge because, learning to remove unconscious bias. “We’re not looking to
as she says, in any job, men are generally in charge. There- blame, but to explain that preferences are natural,” Oyegun
fore, it’s important to understand and to get them to reflect explained. “It only becomes problematic when you are un-
on what that means — not just for themselves, but for wom- aware that your preference is inimical to somebody else or
en. Further, it’s not just about being a man; it’s about being another group’s career prospects.” Additionally, the strategy
a man of a certain kind. involves metrics, for which the bank has four targets that it
follows and reports on regularly. They are: nationality, part
The bank segments countries into part one, countries that
one and part two, funding nation and borrowing nation;
fund it, and part two, countries that it funds. “Your approach
gender, entry and midcareer; women in management; and
to international development as a part-one man is somewhat
people of sub-Saharan and Caribbean origin.
different from what a part-two man might regard as develop-
ment, at least at the beginning of your career,” she said. The bank measures certain targets, but Oyegun said these
are not quotas. For example, she said the organization has
“When you’re coming from a funding country, you come decided that 48.5 percent of the workforce should consist of
with a certain set of assumptions,” Oyegun said. “They don’t people from borrowing or part-two countries. The bank also
necessarily have to prove themselves. From the get-go, there’s has set a target for 50 percent of women in management,
the assumption that they bring tremendous gravitas and which it hopes to realize by 2012, barring economy-related
competence and expertise. They’re almost the embodiment hiring factors. “Then we’ve got a 10 percent target for people
of all these things the rest of us scramble to prove.” of African origin,” she said. “We’re the only organization in
Being a part-two man is also a bit easier, at least from the the U.N. system that has set a racial equality target. I suppose

©2010 Jay Premack

because we’re a bunch of economists in the main, we try as remained in the organization, and they express that diver-
much as possible to be crisp and precise about our metrics.” sity in terms of the workforce but also in terms of the client
The bank also conducts a biannual staff survey, which con- base,” Oyegun said. “People are really attracted to this high
tains a diversity and inclusion index. “You take the tempera- level of internationalism, working on issues and matters and
ture of your organization, in terms of does your manager treat populations all over the world.”
everybody equally, do you feel you have the same opportunity Oyegun said the bank always has taken a nationalities approach
as other people, etc.,” Oyegun said. “There are about 10 ques- to its diversity work because it’s a member-state organization,
tions in that section of the staff survey, so every other year we but it has begun a new project on subnational diversity. A pilot
get a read on that, and we can respond with regard to follow- a few years ago introduced managers to the topic, and the bank
up, or if you need to dig a little bit deeper, we can do that.” soon acknowledged how significant the axis of segmentation
The latest survey results indicate that employees continue within countries was, which it hadn’t acknowledged before.
to say one of the primary reasons they joined the bank is This is important because the organization is decentralizing
because it’s so diverse. “It’s also one of the reasons they’ve at a fairly brisk pace, sending work and accountability closer
Exploring the Bounds of Diversity

Diversity executives can play an important role in advanc- around health: How do [we] continue to upgrade the prod-
ing diversity strategy in complementary fields that lie slightly uct portfolio so that our employees and our consumers can
outside the workplace periphery. live healthier lives?” Charles said.
“As the chief diversity officer [or] owner for diversity within Another area of focus is the environment. “Whether it’s
any organization, you’re looking for every opportunity you renewable energy or reducing our carbon footprint, we’re
can to synergize, integrate [and] coordinate your efforts with committed to trying to make our products and their impact
other parts of the organization,” said Kenneth Charles, vice on the [environment] that much softer,” he said.
president of diversity and inclusion for General Mills. “When General Mills views contributing to the community as a way
you think about things like community relations and supplier it can develop the next generation of talent and increase the
diversity, those are close cousins to the work we do in diversity availability of talent for society as a whole.
and inclusion. If your aspiration is to be a company of choice,
“We’re not necessarily looking at it as for every dollar invest-
then to make that happen you have to do some things.”
ed we’re going to get one hire; we look at it more as capacity
For instance, General Mills’ activities in the supplier diversity building for our communities,” Charles said. “The strategic
space help to nourish communities. philanthropy that we do with organizations like [Manage-
“As we talk about supplier diversity, we’re trying to raise the ment Leadership for Tomorrow] raises the capability of the
conversation to more than just dollars spent to really talking community overall.”
about the impact that supplier diversity has on the commu- Further, some 82 percent of employees at General Mills are
nity,” Charles said. “We’re working on a new index that will involved in volunteer efforts.
allow us to measure more of a holistic impact that supplier “When you’re on any of the nonprofit boards that our em-
diversity has on our community.” ployees are engaged in, you’re developing skills that will
For instance, a recent survey of General Mills’ key minority make you a stronger leader — that’s a win for that organiza-
business partners revealed they employ nearly 8,000 people tion and the community; it’s also a win for us at [General
— half are minorities and 44 percent are female. Mills] because ultimately we want to develop folks to be fu-
ture leaders of our enterprise,” Charles said.
“If you think of the business we provide to them [that] helps
stabilize our communities and those families, it’s signifi- General Mills’ extensive work in the community illustrates
cant,” he said. “Those companies collectively had $35 mil- its commitment to employees, which consequently helps
lion worth of giving — so it’s kind of a virtuous cycle where drive retention, he explained.
we give and do great work with these companies, and they “Around philanthropy, we will always think about the com-
give and support their communities.” munity that we work and reside in, but we also now need to
General Mills’ business depends on continuously improving think globally,” Charles said.
environmental performance; as such, the organization is com- For instance, the organization hopes to engage in activities
mitted to protecting and conserving the natural resource base. that would empower women in Africa.
“Our focus in [corporate social responsibility] tends to be “How can we empower women so they can support their

to clients within countries where it’s virtually impossible to al diversity in our country offices, but also local diversity.”
ignore the struggles between different ethnicities. The bank is also in the process of producing its next world
“This is what we call subnational diversity,” she said. “In the development report on gender equality — likely to be pub-
U.S., for example, we’d have to be aware of your equal op- lished in 2011 — working from a theory that what works
portunity, your civil rights issues, affirmative action. Trying for women likely works for the rest of society.
to be more cognizant of domestic diversity issues is our new “There’s a positive effect if women are factored into econom-
and latest challenge, and of course trying to find ways to ic calculations from the onset,” Oyegun explained. “Look
work with it. at Brazil, for example, conditional cash transfers and what
“In my own country, Nigeria, we have over 200 ethnicities. women have done with that money and then the positive
If you multiple that by the 160-plus members of the World effect in terms of consumer purchasing power and decision
Bank, it could become completely unmanageable. We’re try- making. There’s a whole trajectory of economic stimulus
ing to find a way to develop a practice around managing simply because a certain amount of money was placed in
subnational diversity such that we have not just internation- the hands of women that they were able to autonomously
families and make a meaningful difference in their commu- nority vendors in an area that can provide needed services.
nities?” he said. “How can we transfer the technology, the It’s occasionally necessary to go looking, because annual op-
expertise we have around food science, to emerging entre- portunity fairs or other avenues by which organizations find
preneurs and to farmers in Africa so they can help create MWBEs may not elicit the right fits.
sustainable models and hopefully solve the challenges they
“I’m not saying that’s not a good practice, but sometimes
may have in their communities?”
that’s not enough,” she said. “You may attract a wide range
Ultimately, it’s incumbent upon diversity leaders to delve into of people who may not be able to supply to you. Then you’ve
these areas and discover the means to extract business value. gained nothing from that interaction, and they may become
“You can tell employees all day long how you’re committed disenfranchised that they’ve invested time finding out what
to them and to their families and communities. At the end they may be selling to you when at the end of the day there
of the day, they want to see it; it has to be visible and tan- may not be a lot of opportunity there.”
gible,” he said. “If they’re able to see General Mills caring for Bailey said support from a diversity executive is helpful, but
the environment, caring for their communities, partnering if the overall goal of more business with minorities is to initi-
with businesses from their communities, it reinforces all the ate or to strengthen MWBEs’ relationships with contracting
messages we have about our commitment to their commu- organizations, continual reinforcement with the people who
nities and elevates us as an employer of choice.” actually do the buying is even more critical. Further, estab-
– Deanna Hartley lishing goals or incentives for purchasers to get behind actual
point-of-purchase transactions can make them happen.
Supplier Diversity Stakeholders also should understand that when contract-
Minority- and women-owned business enterprises ing MWBEs there needn’t be a trade-off between quality,
(MWBEs) don’t get as many opportunities to bid for work. price and fulfilling part of an organization’s diversity strategy,
Organizations interested in contracting with these MWBEs which is a common misconception for those in the supplier
can find them by doing a bit of research. diversity space.
“First, everyone needs to understand the community that “The business need and case for diversity has to be com-
they’re in and what they’re buying,” said Denise Bailey, prin- municated to those with purchasing power, but that doesn’t
cipal at Milligan & Co., a minority-owned business offering mean at the expense of quality and price,” Bailey said. “In
consultants and certified public accountants. “For instance, fact, the minority business may be the better price and the
if you buy certain commodities and you buy most of those quicker delivery. Minority firms are [often] small firms that
commodities within a certain geographic area, understand are more agile and react quicker, carry lower overhead and
where there may be matches that you’re not aware of and un- offer more competitive prices.”
derstand where there could be gaps that you’re not filling.” Organizations should measure performance with diverse
Bailey said diversity executives facilitating these relationships suppliers, and setting realistic, meaningful and achievable
can use census data and vendor databases to uncover mi- goals is often the first step.

allocate for the benefit of the family, children, etc. egy. Oyegun said moving the strategy beyond numbers and
recognizing that behind the decisions that produce those
“Examples abound of how in economics, if you prioritize
numbers are attitudes, preferences and unconscious biases
women early enough, their well-being and their opportuni-
that determine whether people — and who among people
ties, children benefit, as does society as a whole. Generally,
— will thrive at the core of the organization is one of the
when you think of women in developing worlds, you only achievements she is most proud of during her tenure.
think of poverty. We don’t think of them as consumers; as
producers of knowledge, goods and services; and [as] an es- “I had a hypothesis that there was more to the work than
sential part of the labor force. For nations that are reluctant just representation and numbers,” Oyegun said. “We started
a fairly in-depth research study in 2002, and the findings in
to open opportunities up equally to both genders, I’m hop-
2003 were sufficiently serious for us to consider. It was called
ing we’ll be able to generate the kind of data that will encour-
Enhancing Inclusion in the World Bank Group. I felt there
age them to be more ambitious and bolder.”
were tailwinds and headwinds that were predetermining who
Around 2003, the bank added inclusion to its diversity strat- would settle where, so we got a firm of labor economists to do
“Goals start to lose their effectiveness when they’re unachiev- the globe — an average citizen is asked how they define
able,” Bailey said. “Any time you make a goal, make sure you CSR, they define it as fair to good treatment of workers.
have systems in place to track your progress against it.” This is internal CSR, and inclusion is a significant part of
good worker treatment.”
Outreach; having high, or at least not low, expectations;
and meeting diverse suppliers where they work and gather McElhaney said companies must ensure their internal and
instead of expecting a good turnout when asking them to external CSR efforts match. “Companies strive, externally,
come in response to organizational requests all can promote for inclusion of all stakeholders — shareholders, communi-
MWBE relationships. ties, consumers, etc.,” she said. “Companies need to strive
for complementary internal employee inclusion.”
“A lot of minority businesses are small,” Bailey explained. “If
that’s the community you’re trying to attract, they probably This is where the diversity executive can facilitate CSR. “As
don’t have a large marketing staff and a lot of time for execu- companies have gained more and more power in our world,
tives to do a lot of networking on the ground. Understand- and as our world’s citizens have become more and more diverse,
ing better ways to meet them is really important.” so too have expectations of companies risen,” McElhaney said.
“The shift of population — even in the U.S., from U.S.-born
Face-to-face meetings are also important. Bailey said people
white [people] to second-generation immigrants to Hispanic
are more comfortable doing business with people they’ve
to Native American to Latino, etc. — means that the expecta-
met and have some personal knowledge of. “It’s hard to
tions of the population of company employees and consumers
make a decision about who to buy something with if you’re
that companies are trying to attract has also shifted.”
just looking at paper,” she said.
According to McElhaney, companies are focusing on two
And, if an organization finds a good diverse supplier, one capa-
areas when promoting CSR and sustainability:
ble of expanding the relationship, the company should consid-
er some mentoring to aid the diverse supplier’s development. 1. Better communications for their CSR efforts: Organiza-
tions tell more effective, consistent and compelling sustain-
“You may be a good partner in helping their growth,” Bailey
ability stories so they can be rewarded for their CSR efforts,
said. “Diversity’s important to a lot of people, including the
both internally in the form of better employee recruitment,
client base. Having a keen understanding of how diversity can
retention, satisfaction and productivity, and externally in the
be good and profitable for your business is a key place to start.”
marketplace as consumers make purchase decisions based
– Kellye Whitney on which companies have a compelling CSR presence.
2. Better integrating sustainability with the business —
Corporate Social Responsibility all brands and units: “It no longer works to have one
Kellie McElhaney, an Alexander Faculty Fellow in Corporate sustainability department separate from the rest of the
Responsibility at the Haas School of Business at the Univer- business units,” she said. “Opportunities exist through-
sity of California, Berkeley, views corporate social respon- out the business.”
sibility (CSR) and sustainability as interchangeable terms. McElhaney suggests that diversity executives follow this
The key to both, she said, is to break down the brick wall model and integrate their efforts with lines of CSR because
dividing companies’ internal and external CSR and sustain- diversity and sustainability are complementary concepts.
ability efforts. “It strikes me that diversity execs should be doing the same
“Companies typically start at the external side of things be- thing to better communicate their diversity efforts as a way
cause that’s where they feel the most pain,” McElhaney said. to attract and retain top talent and to better attract diverse
“[However,] every single time — no matter where [across] markets,” she said. “And they should be working to embed

some very rigorous work, and we now have a way of determin- you hire, the way you promote, the way you reassign, the
ing who’s likely to end up where. We’ve also put in place some way you encourage, your expectations of people,” she said.
supports and safety nets so you don’t just wait for the inevi- “We’re not talking about rabid sexists or racists here, we’re
table to happen. You can actually help people along through talking about perfectly normal people who have no idea that
proactive on-boarding and good integration practices.” they prefer thin people to fat people [and that it’s impacting
As a result of the research, Oyegun said there is now a dis- their work].”
course on unconscious bias, a term the bank learned from Next, the World Bank will work to create more intern-
work done by experimental psychologist Mahzarin Banaji. ships to bring in people and allow them to test the waters
“There’s something called the implicit association test that at the company. “We’re a great convener of talent around
can actually help you surface unconscious preferences, issues, and we’re trying to make information and data more
things that you’re walking around with as a result of your readily available to a broader audience of people,” Oyegun
socialization, etc., that you’re completely unaware of but that said. “The whole thing ties up to being more accessible and
are material to the choices and decisions you make, the way branding ourselves significantly differently.” «
their diversity stories into their CSR stories, to make them play in getting involved in education? We decided, and we
more compelling. Research indicates that diverse audiences convinced some of our community business leaders of the
— primarily women, LGBT [and] Latino — tend to care same thing, that it’s socially responsible. And, from a cor-
more about sustainability. So sustainability can actually be porate sustainability standpoint, it’s important that we have
used as a hook to attract diverse segments as employees and input on impacting the growth and development of people
consumers. And diversity can be used to attract a more sus- in the community so that we can have a ready supply of
tainability-focused audience, internally and externally.” educated people to come and work in our company.”
A diversity executive may encounter challenges when trying To that end, Steelcase has initiated several nonprofit orga-
to promote sustainability. McElhaney said a “typical territo- nizations near Grand Rapids, Mich., where it’s based. The
rialism” may occur, where a company’s sustainability leader is West Michigan Center for Arts and Technology offers an
unwilling to be collaborative in his or her efforts. “The diver- after-school program for urban kids in grades 9-12 who are
sity executive and the sustainability executive need to have a typically at risk. The program gets participants involved in
clear and open discussion of how they can combine, recognize the arts not so they become artists, but to stimulate their
scale and leverage one another’s areas, how their areas really are interests and curiosity and to help them stay in school.
complementary,” she said. “People need to understand that
companies are no longer doing diversity or sustainability be- The center also offers an adult program for unemployed or un-
cause it is simply the right thing to do; there are positive busi- deremployed employees and provides training in medical tech-
ness benefits to greater inclusion [and] sustainability.” nology. Local hospitals partnered with Steelcase to help develop
the program and facilitate job placement after completion.
– Daniel Margolis
Steelcase also has partnered with a local school district to
Community Relations start the Grand Rapids University Preparatory Academy,
a fifth- to 12th-grade school focused specifically on urban
At Steelcase, a global provider of workplace products, fur-
youth. Cloyd said the idea there is to put at-risk kids in the
nishings and services, community relations has far-reaching
implications for talent acquisition, not just to meet an or- right environment and change the teaching pedagogy to-
ganization’s immediate labor needs, but to ensure a future ward broader community involvement. The school includes
pipeline of diverse talent for society at large. job shadowing and internships and other college prep ele-
ments to promote higher-than-average graduation rates for
“One thing that’s important to us is where in the commu- urban youth and ensure they attend college.
nity do we want to spend our time, resources and energy?
Our priorities are diversity, education, economic develop- Cloyd said these efforts to continually support the local com-
ment and the environment. Those are the top four, and then munity should and do have a strong diversity connection.
we can say arts and culture as a sub-priority area,” said Brian “At Steelcase, we’re trying to change the discussion about di-
Cloyd, vice president of global corporate relations and chief versity,” Cloyd said. “Diversity in a lot of respects right now
diversity officer for Steelcase. in the U.S. is a code word for affirmative action, race, ethnic-
Cloyd said changing workplace demographics are one rea- ity and gender. That’s true, but that’s not the limit. There’s
son diversity executives should promote community rela- also diversity of thought. We put a lot of emphasis on that
tions as part of a strategic diversity and inclusion strategy. because we’ve learned the more diverse the thinking is, the
more innovation you get, and as we’re getting back to the
“Most organizations reside in urban areas where there are
community, diversity of thought is a key piece.” «
large groups of people that are potential employees,” he said.
“One question that we ask is what role should businesses – Kellye Whitney

BUSINESS INTELLIGENCE
Breaking Through
the ‘Bamboo Ceiling’
To be truly inclusive, companies must be proactive in their
efforts to reach out to Asian-Pacific Americans.
By Philip A. Berry and David Whitelaw Reid
While much is written about the participation of African- To address this issue, the Asia Society’s Corporate Diver-
Americans, Hispanics, women and other diverse segments sity Council decided to embark on a benchmark study to
in the workforce, there is a need to highlight more facts survey issues and recommendations for forward action.
that identify the distinguishing elements of Asian-Pacific The council is made up of 25 to 30 chief diversity officers
Americans’ (APAs) participation and strengthen efforts (CDOs) from some of the largest Fortune 500 compa-
that increase the inclusiveness of this segment in corpora- nies in the U.S. The survey queried APA employees and
tions. The Asia Society, an institution that works to foster CDOs from these companies. The Asia Society gathered
understanding between Asians and Americans, saw this as quantitative and qualitative data to substantiate the sur-
an opportunity to develop its 2010 Asian Pacific Ameri- vey’s findings.
cans Corporate Survey, which would highlight the facts
The survey discovered several issues. Eighty-eight percent
regarding the status of APAs in corporations.
of APA employees feel generally positive about their com-
What follows are some of the Asia Society’s findings on panies and feel good about the mission of their companies.
distinct issues facing APAs in corporations. Why is this Also, 85 percent of respondents feel that their workplaces
important? APAs are the second fastest-growing minority are free of disrespectful and offensive behaviors. However,
group in the U.S. behind Hispanics. According to the lat- a majority of respondents reported feeling there is a “bam-
est U.S. Census Bureau statistics, their population is ex- boo ceiling” for APAs.
pected to grow by 213 percent over the next 50 years. This
compares to a 49 per- A recent report published by the U.S. Equal Employment
cent increase for the Opportunity Commission (EEOC) brought attention
Data Point total population dur- to this workplace phenomenon. The report describes the
According to the latest U.S. Census Bureau ing this same period. bamboo ceiling as an “underrepresentation of Asian-Amer-
statistics, the Asian-Pacific American APA youth are the icans in leadership and decision-making positions within
population is expected to grow by 213 federal agencies.” According to the EEOC report, APAs
percent over the next 50 years.
single fastest-growing
demographic in the often encounter career roadblocks rooted in ethnic stereo-
U.S., growing at a types. These stereotypes or generalizations include notions
rate of 38 percent. As seen in Figure 1, APAs include some that APAs are “quiet, hardworking, family-oriented, tech-
of the most educated employees, with 50 percent holding nically oriented, good at math and science, but are also
bachelor’s degrees compared with 38 percent of the general passive, nonconfrontational and antisocial.” The report
U.S. population. Twenty percent of single APAs over 25 goes on to explain, “While some of these stereotypes have
years old possess graduate degrees compared to 10 percent positive characteristics, they have become the framework
of all Americans in that same age category. of barriers establishing glass or bamboo ceilings.”
Given these demographics, one would expect that there The statistical data collected by the survey reveal that
would be few issues with the inclusiveness of APAs in the the percentage of APA representation indeed diminishes
workforce. Unfortunately, the representation of APAs in as one enters the senior levels. As seen in Figure 2, in the
the corporate suite and their ability to reach their full ca- companies surveyed, the Asia Society found that about 60
reer potential has not been realized. Furthermore, despite percent of APA employees are concentrated in IT, finance,
their significant numbers in the workforce and conspicu- accounting, engineering and research. These are not the
ous absence in top leadership roles, diversity and inclu- functions that generally lead to senior management posi-
sion programs often overlook this important segment of tions in the companies surveyed.
the workforce. This is compounded by another phenomenon the survey

Figure 1: Education Level of Employees
Bachelor’s Graduate/
Degree Professional
Degree discovered: the presence of a “double ceiling” effect. APA
50% women participating in the study were less likely than APA
men to report that APA employees have a clear presence in
senior leadership positions. This difference calls attention
38% to additional inherent roadblocks in mainstream Ameri-
can culture that impede the career advancement of women
within the corporate hierarchy.
20%
This double-ceiling effect may lead to a number of nega-
tive outcomes for corporations employing talented female
APAs. Many organizations are missing opportunities to
10% leverage the unique perspectives APA women bring to de-
cisions. Women in the Asia Society’s study were much less
likely than men to report that their work groups capitalize
■ APAs ■ General Population
on the diverse perspectives and talents of APA employees in
Source: The Asia Society
accomplishing goals. Women were also less likely to agree
with the statement, “I would remain
with this company even if offered a
Figure 2: Asian-Pacific Americans’ Primary Work Area comparable job in another compa-
ny.” This certainly has implications
regarding the retention and engage-
Production (2%) Legal (1%) ment of female APAs.
Human Resources
(3%) Risk/Quality (1%) The survey did find that some com-
panies are addressing these, and a
Marketing (4%) number of other issues, more effec-
tively than others. The Asia Society
Engineering (4%)
identified that these companies have
Finance/
Customer Service Accounting Data in
certain things Point
common. For ex-
(6%) (26%) ample, such companies foster high
employee engagement. Research has
Operations clearly demonstrated that engaged
(8%) employees drive superior business
results when compared with their
Sales less engaged counterparts. It is this
(8%) IT (21%)
unique combination of employee and
R&D work environment characteristics fos-
(8%) Other tering employee engagement that has
(8%) the most evident implications for key
Source: The Asia Society

BUSINESS INTELLIGENCE
continued on page 47

CASE STUDY
Caring for the Melting Pot

“When people visit our sites, they see how different each one
The Beth Abraham Family of Health is culturally, while a high standard of care is maintained in
Services embraced diversity as a core each of our facilities.”
value and saw its ability to serve the
broad spectrum of the population of Celebrating Patient Diversity
New York City soar. By Peter Fragale Whether Beth Abraham is working with Albanian, Kore-
an, Russian, Caribbean, Latino, Bukharan Jewish or other
groups, CCM members assist patients in celebrating a va-
riety of holidays and cultural celebrations. From designing
Four years ago, the Beth Abraham Family of Health Services and creating decorations and costumes to learning new
in Bronx, N.Y., a major provider of long-term health care songs and dances, program members have the opportunity
services in the New York area, embarked on a mission to to celebrate their own heritage and learn about those of their
re-establish its core values. It intended to use those values to fellow members.
govern its relationships among staff and manage the way it Sharing experiences together through the therapeutic rec-
provides services to its patients. A committee of employees reation activities, such as music, that are offered at CCM
and managers decided on four values: caring, integrity, cre- centers is a way to bring different ethnic and cultural groups
ativity and diversity. Out of the four, the committee decided together. “We learn each other’s songs,” Wehrberger said.
to pay particular attention to diversity — an obvious choice “It’s an opportunity for fellow program members and staff
for Beth Abraham as it is located in New York City, one of from varied backgrounds to celebrate each other.” For ex-
the most varied and culturally rich areas of the world. Beth ample, at a CCM facility, one might hear a Chinese par-
Abraham’s clients come from a melting pot of ethnicities, ticipant singing Russian songs in Cantonese. The Russian
races, religions, languages and geographies. Jewish women here have formed deep bonds of friendship
Fostering diversity at Beth Abraham has two components. with elderly Asian women through the common pastime of
First, it wants to provide thoughtful and appropriate care to quilting together, though they share few words. The group
the wide variety of people who come to it for health-related also shares crafts, food, fashion and other aspects of one an-
services. Second, the organization feels it is important to cul- other’s cultures and takes field trips to enjoy music and art
tivate diversity among its staff members and have them form from all over the world.
strong and positive working relationships across ethnicities
and cultures. Fostering Staff Diversity
The principle of diversity became a standard-bearer for Beth An organization’s culture is reflected in the way employees
Abraham and focusing on it has become a valuable pursuit treat one another and in the way they treat their custom-
in terms of patient care and staff relations. The area where ers, patients or clients. So just as important as the diversity
it has seen the most success in implementing diversity as a of Beth Abraham’s patients is diversity among its staff. The
core value has been in its Comprehensive Care Management intrinsic value of diversity among staff is found in what em-
(CCM) programs. CCM, a member of the Beth Abraham ployees learn from each other based on different experiences,
Family of Health Services, offers community-based pro- perspectives, skills and backgrounds. By creating a diverse
grams that provide a wide range of health care services to staff, Beth Abraham raises the level of awareness, skill and
qualified elderly and disabled adults so they can continue expertise, as well as broadens the understanding, of all staff.
to live in their own homes. Beth Abraham has 18 CCM Heterogeneity results in a more sophisticated and capable
facilities across New York City; Long Island; and Nassau, workforce.
Suffolk and Westchester counties, and the number is grow- To be effective, a diverse workforce has to have a common
ing quickly. sense of commitment, mutual respect and relative openness
“Today, our staff members speak 72 languages and can to the different ways that staff members contribute to the
provide culturally appropriate programming and meals for mission. Nothing teaches openness to difference faster and
people who come from every corner of the globe,” said Mary more effectively than bringing together different types of
Wehrberger, vice president of clinical operations for CCM. people and helping them learn to reach out to one another

with a sense of dignity and common purpose. It is not al- its strategic plan for the future. It believes strongly in pro-
ways easy for staff members to be open and engage with oth- moting from within; in the past two years, more than 160
ers whose values or habits they may not share. But with ef- people throughout the Beth Abraham Family of Health Ser-
fort, Beth Abraham’s staff has become more resourceful and vices received promotions — half into managerial positions,
more sensitive to the differences among people. and half into nonmanagerial positions. All of these efforts
The organization has found several strategies that have are helping Beth Abraham diversify its workforce through-
helped to diversify its staff across the many facilities in its out the ranks of the organization, and it is seeing the benefits
network. The first is to use employees to help bring in other of this at every level.
employees. Beth Abraham posts every available job and re- Fostering diversity among staff is an effective method Beth
wards staff for referrals. Staff members go to appropriate job Abraham has used to enhance employee engagement with
fairs, economic development offices and community events, the mission of the organization. Employees with role models
speak at local churches and community centers, and adver- at all levels of an organization are more engaged, and the
tise in community newspapers. pride Beth Abraham has in its many traditions adds to the
Beth Abraham also has instituted a talent management pro- organization’s sense of worth.
gram in which it seeks capable employees at all levels of the Beth Abraham employees talk about diversity every day —
organization to give them special training. This program is messages pertaining to it are posted on the walls, computer
helping to diversify its workforce at all levels and is part of screensavers and presentations. When staff members treat

BIAS continued from page 23
each other with consideration, oftentimes differences melt managers looking to fill a role will use nontraditional tal-
away and are replaced with respect and a commitment to ent pools and offer roles to internal candidates rather than
teamwork and mutual goals. turning externally to fulfill talent needs.
Talent management: Engage employees and review their
Benefits of a Diverse Workforce career-life aspirations and motivations throughout the
Beth Abraham has found diversity is a key to several tan- employee life cycle. Ensure that work is satisfying to indi-
gible benefits. First, its diverse workforce extends its reach vidual’s passions.
into New York’s many communities to help it find new
registrants, members and patients. As an employer, it ben- Phase 5:
efits from communications among members of smaller Sustain Muscle Growth, Review and Reassess
ethnic communities. Its heterogeneous workforce allows Like an athlete who needs to maintain top physical per-
it to tap into new and different pockets for clients, since formance in newly re-formed muscles, organizations need
members of smaller ethnic and social groups tend to find to consistently build and review an organization’s progress
services by asking one another about them. in diversity development. Success in terms of individual
Conversely, Beth Abraham also uses client diversity as a bias reduction, individual engagement, succession plan-
tool to grow its employee ranks. It is widely known that ning and gender-specific employee turnover all have to be
nurses, certified nursing assistants and other health care monitored and compared over time.
personnel are in short supply almost everywhere in the • Measure progress in terms of talent pipeline, succession
U.S. But Beth Abraham’s registrants and members some- planning and engagement levels from across the business.
times have connections in their own ethnic communities
to people who are qualified health care workers. It can •Compare long-term metrics related to the number of
sometimes offer these highly educated individuals the op- women in leadership positions across the business.
portunity to work in their own neighborhoods, serving • Review and investigate shortfalls, and revisit the strategy
people from their own background and culture. to remedy persistent gaps and devise remedial actions.
“Our staff has high qualifications in terms of education and This process should be organic.
experience,” said Joseph Healy, chief operating officer for It is only through long-term therapy that a person recov-
CCM. “By showing sensitivity to these employees’ cultural ers from an injury. Similarly, redressing stereotyping and
backgrounds and by training our staff to work effectively breaking biased muscles requires a long-term approach
across cultural divides in each of our centers, we have been and a concerted investment to create a sustainable, gender-
able to benefit from an extraordinary wellspring of qualified neutral business environment that will benefit all internal
and dedicated staff right in the neighborhoods of New York.” and external stakeholders. Establish processes to remind
Training is the heart of making this work, and Beth Abraham and prevent employees from letting their brains cheat and
has approached it enthusiastically. “In individual communi- confirm stereotypes.
ties, we ask employees from the appropriate backgrounds to Breaking gender stereotypes also implies changing tradi-
teach one another what we need to be aware of culturally,” tional roles for men. The recent recession has created a
Healy said. There are many things to take into consideration kind of role reversal, coined by some as a “mancession,”
when working with people from different backgrounds — as the credit crunch produced more female breadwinners
whether you shake hands or nod your head as a greeting; what and turned the traditional role of men as the breadwin-
questions you can ask in front of other family members; how ners of the family unit on its head. Offer experiences
much eye contact to make; how close to stand; the fact that within the workplace to break stereotypes and to educate
some languages are louder than others; and so on. In addition, both genders.
Beth Abraham has an education department that provides
regular formal diversity training to its staff on an ongoing basis. It is uncomfortable to have to remind ourselves that we
have blind spots and that we need to find ways to over-
“For someone who wants to be in a diverse environment, come them. The power of neurogenesis — creating new
CCM is really a wonderful place to work, and we have mental paths for our brains to process information in ar-
great longevity,” said Healy. “This doesn’t just happen by eas that do not play to our individual or organizational
chance. We really do seek out the people who live in our strengths — is not easily attained. It requires commitment
communities, and we respect all ethnicities and cultures. from the business as well as tolerance to do things in ways
We see diversity as a plus when it come to hiring skilled that they have not been done before. «
staff members and bringing quality health care services to
the people of New York.” « Christina Ioannidis is an organizational development
consultant, founder and CEO of Aquitude, and author of
Peter Fragale is senior vice president and chief human Breaking Gender Stereotypes: How Your Organization
resources officer for the Beth Abraham Family of Health Ser- Can Redress the Brain Drain and Fuel Innovation. She can
vices. He can be reached at editor@diversity-executive.com. be reached at editor@diversity-executive.com.

BUSINESS INTELLIGENCE continued from page 43
business outcomes including customer loyalty, work qual- priority. This involvement may be serving as mentors to
ity and employee retention. the group or interacting in ERG activities.
These companies empower their APA employees to make There are two issues that dominate discussions in the diver-
decisions, provide employees with meaningful opportunities sity field today: how to be global and how to tie efforts to
to contribute, provide continuous opportunities to learn, the business case. Companies that excel at engaging APAs
and give employees control over their own resources. The are able to innovate in these two areas. They are not only
top four areas mentioned by APA employees that foster enable to gain new insights into how to penetrate overseas
gagement are: markets in Asia, but also tap into this growing consumer
1. Opportunities for career growth and development. segment in the U.S. There are a number of innovations
that can be imported to the U.S. from abroad that also can
2. Ability to use skill set. penetrate the general American consumer market.
3. Ability to reach potential. As companies expand their global reach, it is critical to
4. Flexible work arrangements. understand the cross-cultural elements to be successful in
other countries. APAs can ensure that the intricacies of do-
These employers ensure that there is clear APA represen- ing business abroad are understood and appreciated. Al-
tation in the senior management levels. To support this, ternatively, as APAs seek careers in the U.S, they can learn
they identify high-potential talent early and provide men- the cross-cultural skills to be successful in the American
toring to foster development. They also have succession
and individual development
plans that enable the com-
pany to continually identify
and grow APA talent. These Asian-Pacific Americans often
efforts are reinforced by tar-
geted training and develop-
ment activities that reinforce
encounter career roadblocks
leadership skill develop-
ment. Furthermore, these
rooted in ethnic stereotypes. These
efforts are buttressed by ro-
bust recruiting activities that
stereotypes or generalizations
provide a continuous stream
of talent. Strong attention include notions that they are “quiet,
also is paid to breaking the
bamboo and double ceilings, hardworking, family-oriented,
which invariably provide a
barrier to full opportunity technically oriented, good at math
for APA employees.
The survey also identified and science, but are also passive,
that companies excelling at
engaging APAs use employ- nonconfrontational and antisocial.”
ee resource groups (ERGs)
strategically. They are not
just seen as vehicles to foster
cultural exposure and support for their members. These marketplace. The Asia Society’s survey is part of the overall
groups are utilized to provide feedback to the company on process to expand the insights available about the distinct
many important business issues such as customer satisfac- aspects of this important segment. Those involved in creat-
tion, entry into new markets and employee needs. ERGs ing inclusive organizations must understand the similari-
can be a great resource for innovative ideas about new ties and differences of various segments. One size does not
products, technology and R&D. Additionally, they are a fit all. Having the data to make fact-based decisions in-
vehicle to develop the leadership skills of their members creases our overall ability to win in the area of diversity. «
as they use ERGs to grow and strengthen their competen-
cies. Employees also are encouraged to participate in these Philip A. Berry is a member and former co-chair of
Asia Society’s Corporate Diversity Council and also
groups because they are seen as a strong resource to the president of Philip Berry Associates LLC, a consulting
company. Furthermore, ERGs are viewed as a way for the firm focused on executive coaching, global diversity and
company to connect to the community and develop stron- leadership development. David Whitelaw Reid is director
ger external ties. Senior management’s active involvement of corporate relations at Asia Society. Both can be reached
in ERGs ensures the membership that this is a business at editor@diversity-executive.com.

RISK continued from page 27
human resources, specifically as it relates to recruitment tection Act, a financial reform bill signed into law in July,
and retention,” said Janice Bowman, president and practice mandated, among other things, that organizations create an
leader for the Association of Diversity Councils. “Employee Office of Minority and Women Inclusion and called for or-
resource groups can share copies of job descriptions in their ganizations in the financial sector to generate a greater num-
communities, which helps attract talent to organizations ber of female and minority workers.
that they were missing.” “Over the past three years, we saw in the financial markets
Establishing new, diverse talent pipelines presents a versa- there was a group of similarly minded people from simi-
tile recruitment strategy that plants viable seeds for future lar backgrounds who, in their worldview, had assumed a
growth. Emerging markets constitute key investment op- probability of things happening that didn’t match real-
portunities, and diversity-centered recruitment practices will ity,” Niles said. “Bringing greater diversity into a com-
help organizations better navigate any disconnects between pany and into the economy really helps to mitigate ‘long
unfamiliar business ventures and consumers. tail’ risk, because you are going to have more input and a
“Companies understand that you need to make proac- broader perspective.”
Though diversity executives can per-
form key functions in macro-level re-
Diversity executives can

form, minimizing intraorganizational
workforce litigation remains a core re-
sponsibility.
mitigate the financial, legal “One way diversity folks mitigate risk is
they lower the risk of litigation,” Rodri-
and talent-related risks that guez said. “If diversity executives create
the right environments, you hopefully
threaten sustainable growth won’t run into legal issues like sexual
harassment, discrimination and adverse
impact.”
in the world market. Data provided by the U.S. Equal Em-
ployment Opportunity Commission
showed that between 1966 and 2008,
tive efforts today to make sure that you have the right the rate of minority employment in the private sector rose
composition of workers and employees going forward,” from 11 percent to 34 percent. While this dramatic increase
said David Niles, president of SSA & Co., an operations signals a welcome diversification of America’s workforce, it
consulting firm. “These things take time, and you need also necessitates a close scrutiny of the legal implications that
to establish the right environment for different kinds of arise when promoting a diverse work environment.
people to thrive.” “You have to be very aware of how the legal courts interpret
Diversity executives are playing increasingly prominent roles diversity recruitment and talent management,” Freeman
in organizational growth strategy by helping to ensure that said. “[Diversity executives] have to make sure that they
a business’ development capacity is equipped to mirror its align with the directives of the Supreme Court.”
global ambitions. Connecting with newly identified pools of With compliance regulations actively promoting more di-
diverse talent provides a framework for long-term success as verse workforces, the importance of flexibility and evenhand-
companies respond to more favorable conditions for inter- edness in an organization’s diversity and inclusion strategy,
national business. and implementation of that strategy, cannot be understated.
The Diversity-Legal Risk Connection “You should ensure that you are driving an agenda of di-
versity and inclusion and you are proving representation,
Although the aforementioned Ernst & Young report identi- but that you are doing so in a way that is not exclusive and
fies talent management and emerging markets as two of the doesn’t give the appearance of any reverse discrimination,”
core risks facing businesses in the coming year, executives Freeman said.
ranked regulation and compliance as the top business risk
facing their companies. As companies emerge from the uncertainty of the economic
downturn, at least one thing is clear: Risk is real, and the
To navigate the regulatory waves that fleck the recession’s consequences can be disastrous. As organizations negotiate
slipstream, an organization-wide focus on a governing com- the tightrope back to profitability, diversity executives can
pliance framework is essential. That includes, in no small play a key role in formulating a balanced strategy that miti-
part, the diversity and inclusion function. gates the financial, legal and talent-related risks that threaten
The Dodd-Frank Wall Street Reform and Consumer Pro- sustainable growth in the world market. «

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Editorial Resources
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Asia Society 42, 43, 47 Kaplan University 10, 25 Scott Warrick Consulting and Employment Law
Services 4
Association of Diversity Councils 48 King Street Associates 35
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Mattel 25, 27
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Steelcase 41
Cisco Systems Inc. 34 Milligan & Co. 39
U.S. Census Bureau 42
Cook Ross Inc. 4 Mymilitarytransition.com 35
U.S. Equal Employment
Corporate Voices for Working Families 35 NAACP 14 Opportunity Commission 42, 48
CVS Caremark 34 Nike 12 U.S. Hispanic Chamber of Commerce 10
Department of Defense 35 Omnicom Group 14 University of California Haas School of Business 40
Ernst & Young 25, 48 PricewaterhouseCoopers 22 Virtcom Consulting 27
General Mills 38 Publicis 14 West Michigan Center for Arts and Technology 41
Grand Rapids University Preparatory Academy 41 Raytheon 12 World Bank Group, The 36, 38, 39, 40, 41
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STRATEGIES | R. Roosevelt Thomas Jr.
The Ism Is Not the Issue

Diversity is complex, and solutions require effort
In my last column, I offered five ways to achieve world- The view that diversity management is a craft is not univer-
class diversity management (WCDM) and promised five sally held. In fact, few currently perceive it as such. It may
more. This column contains the remaining five descriptions, also be true that few believe diversity management merits the
drawn from my new book, World Class Diversity Manage- effort required to reach craftsman, or world-class, status. This
ment: A Strategic Approach. They are: would explain why individuals enter a four- or eight-hour
Accept the reality that tension accompanies diversity and that workshop expecting to leave with a significant degree of di-
the goal of WCDM is not to eliminate that tension, but rath- versity management mastery. People who understand what
er to make quality decisions — ones learning a craft entails will under-
congruent with overall mission, vi- stand that great effort and commit-
sion and strategy — in its midst. The goal of world- ment are necessary.
No matter how competently racial
differences are addressed, related
class diversity Next, to facilitate achieving
WCDM, pursue diversity maturi-
tensions will always be present. As management is not ty. A number of elements relate to
a consequence, the existence of ra- diversity maturity. Two concepts
cial or any other diversity-related to eliminate tension, are central.
tension does not necessarily suggest
poor management. but to make quality The first is the concept of being
diversity-challenged, or having dif-
Next, accept the reality that com- decisions in its midst. ficulty making quality decisions in
plexity — that which makes some- the midst of diversity. Diversity-
thing difficult to explain — always accompanies diversity. mature organizations and individuals acknowledge where
Consider, for example, one situation in which research con- they are diversity-challenged and also the costs this can cre-
ducted by Roosevelt Thomas Consulting & Training in 2006 ate. But this is easier said than achieved.
revealed significantly lower feelings of goodwill among blacks Frequently when working with a group, I ask, “How many
toward their employer compared to other groups. Company of you are diversity-challenged?” Few participants eagerly
leaders concluded that racism was the principal causal factor. raise their hands. Those who do look cautiously around to
Additional statistical analysis revealed that other factors see if others are declaring themselves. This reluctance springs
played greater causal roles than racism. Blacks dispropor- from a mistaken belief that the diversity-challenged are nec-
tionately worked in a function held in relatively low regard essarily racist or otherwise biased. No one wishes to be seen
by the organization and also in a plant located in a geograph- as guilty of an ism. In fact, inadequate diversity management
ic site considered to be an undesirable place to live. These skills are more often in play than any of the isms.
functional and geographic considerations proved more sig- The second central concept is that diversity-mature indi-
nificant in prompting blacks to report higher levels of dissat- viduals accept responsibility for addressing diversity. Many
isfaction than other groups in the company than did racism. individuals are good at pointing out the diversity deficien-
Any efforts to address the perceived racism — no matter cies of their organization and managers, but take no personal
how successful — would not have included the complexities responsibility for addressing solutions effectively. They see
associated with functions and geographic locations. diversity management as something leaders do on behalf of
Then, remember that the Strategic Diversity Management the rank and file. WCDM and the SDMP require that lead-
Process (SDMP) — the engine that drives WCDM — is a ers empower individuals.
universal decision-making craft. The SDMP presumes that Finally, be prepared to pioneer. Identifying best practices and
awareness is not enough by itself, but rather is one of the req- even promising practices will be helpful, but to achieve the
uisites for effective decision making in the midst of diversity. status of world class, pioneering is essential. «
The notion of the SDMP as a craft suggests that building R. Roosevelt Thomas Jr. is CEO of Roosevelt Thomas
capability is a key requirement. It also implies the existence Consulting & Training, founder of the American
of several attributes routinely associated with a craft, such Institute for Managing Diversity and author
as concepts, principles, tools, requirements for mastery of World Class Diversity Management:
through practice, a creative component, the necessity for A Strategic Approach. He can be reached
continuous improvement and ethics. at editor@diversity-executive.com.

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November/December 2010

The World Bank Group’s Juliana Oyegun

To build the capacity

© 2010 Global Novations, LLC. All Rights Reserved.

Your Brain on Diversity

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Philip A. Berry and David Whitelaw Reid

Columns 44 Case Study

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ERGs as a Talent Pipeline

First, the executive sponsors of diverse talent. president further development in

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Breaking Down a Definition

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Phase 1: Accept and Understand the Injury

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Source: Christina Ioannidis and Nicola Walther, 2010

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Board of Directors Senior Leadership

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“I built my curriculum at the Multicultural Forum on

Integration: The Path to Inclusion

The right governance structure ensures initiatives align with

28 Diversity Executive | www.diversity-executive.com | November/December 2010

What Business Are You In?

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Columns 44 Case Study

49 Editorial Resources Need to speak to an editor?