Profiles in Diversity Journal

Also Featuring ...
Front-Runners in Diversity Leadership Series: Cardinal Health’s Jeanetta Darno • David Casey • Catalyst
Thanks to you,
Juan’s family has access to affordable health care. And
that’s one huge weight off his shoulders.
Volume 9, Number 4 JULY / AUGUST 2007 12.95 U.S.
$
PROFILES IN DIVERSITY JOURNAL

JULY / AUGUST 2007 • VOLUME 9 NUMBER 4
WellPoint proudly recognizes diversity and celebrates
www.diversityjournal.com
the unique experiences of our associates that
positively impact our environment.
At WellPoint, you can be addressing tomorrow’s health care issues today.
Significant issues, like improving the lives of the people we serve. In
Juan’s case, it was simply the task of finding the right plan for him and his
family. But what an impact it made. And what an impact you can make by
joining WellPoint today.
Better health care, thanks to you.

Visit us online at wellpoint.com/careers
EOE ®Registered Trademark, WellPoint, Inc. © 2007 WellPoint, Inc. All Rights Reserved
Now, more stop means more go.
Starting at $25,765 *
*MSRP. Destination, tax, title and license fees extra. As shown with optional features, MSRP $29,355. **EPA-estimated 34 city/30 hwy mpg, FWD. Actual mileage may vary.
P
PATENT No.US6687593
REGENERATIVE BRAKING
The new 2008 Mercury Mariner Hybrid with regenerative braking. Even hybrids can
waste energy. But Mariner Hybrid reduces energy loss by converting forward motion into
electricity. Every time you brake, you recharge the battery and improve fuel economy.**
So while Mariner Hybrid may look good to you, it looks even better to the environment.
mercuryvehicles.com
Notable Pioneers James R. Rector
PUBLISHER
Can you imagine sitting down with the pioneers of any industry, political action John S. Murphy
MANAGING EDITOR
or social movement and listening to them talk not about the past, but about the
Linda Schellentrager
future? Wouldn’t that make you stop anything you were doing? C R E AT I V E D I R E C T O R
Then stop right now. Because we’ve pulled together the creative genius and Damian Johnson
MARKETING DIRECTOR
insight of our most notable diversity pioneers, and asked them to share with you
Laurel L. Fumic
CONTRIBUTING EDITOR
their thoughts about what the future holds for diversity. Their answers are—
well, diverse. Dive into this lively discussion that begins on page 29. You’ll Alina Dunaeva
OVERSEAS CORRESPONDENT
enjoy reading every essay.

Jason Bice
WEB MASTER
We’re also proud to announce the winners of our 2007 Innovations in
Diversity Awards (page 81). For the second consecutive year, Sodexho took the
LETTERS TO THE EDITOR
top honor. Rounding out the top ten, in order, are Royal Dutch Shell, Commentaries or questions should be
InterContinental Hotels Group, KPMG LLP, Lockheed Martin Corporation, addressed to: Profiles in Diversity Journal,
P.O. Box 45605, Cleveland, OH 44145-0605.
Kaiser Permanente, Best Buy, Dell Inc., MGM MIRAGE, and Credit Suisse.
All correspondence should include author’s
These organizations have initiated D&I plans within the past two years full name, address, e-mail and phone number.
that have delivered a positive outcome on diversity management, employee
D I S P L AY A D V E R T I S I N G
recruitment and retention, and workplace quality. Profiles in Diversity Journal
Eight other companies were given Excellence in Innovation Awards. They are Gemini Towers #1
1991 Crocker Road, Suite 320
Blue Cross of California, Cardinal Health, Dow Chemical Company, Freescale
Westlake, OH 44145
Semiconductor, Kelly Services, the New Jersey Department of Environmental Tel: 440.892.0444
Fax: 440.892.0737
Protection, New York Life and Wal-Mart.
profiles@diversityjournal.com
We are impressed with the variety and inventiveness shown by the companies
SUBSCRIPTIONS
and organizations who are this year’s award-winners. If your diversity initiatives
U.S. $49.95 one year / $89.95 two years;
are running out of gas or just plain stalled, you might want to steal an idea from in Canada, add $15 per year for postage.
one of these fine organizations. Other foreign orders add $20 per year.
U.S. funds only. Subscriptions can be ordered
Also featured in this issue is a profile of Jeanetta Darno, director of diversity
at: www.diversityjournal.com or call
and inclusion at Cardinal Health. We like introducing people who are making customer service at 800.573.2867 from
a diversity difference; in fact, we pride ourselves in being the people-centered 8:00 a.m. to 5:00 p.m. EST.
magazine of diversity. SUBMISSIONS

REPRINTS:
We’ve packed a lot into 96 pages. Dig in! profiles@diversityjournal.com
EDITORIAL:
diversityjournaledit@mac.com
John Murphy
Managing Editor PHOTOS & ARTWORK:
diversityjournalart@mac.com
2 P RO F I L E S I N D I V E R S I T Y J O U R N A L J U LY / A U G U S T 2 0 0 7
In a time of rapid change for our company and for our work to find new, innovative solutions for patients, and
industry, we believe that the unique perspective of each better ways of working with our customers, our partners,
Pfizer employee is vital. Why? Because the tough health and the communities we serve.
care challenges people are facing today call for new, At Pfizer, we believe diversity means an inclusive and
different, and diverse ways of thinking. empowering work environment. The result? A happier,
That’s why we’re implementing a global strategy to ensure healthier tomorrow for us all.
Pfizer’s culture not only respects, but also leverages each
individual employee’s background, character, and life
experiences. We’re putting those unique perspectives to
Volume 9 • Number 4
July / August 2007
29 On the Cover / Special Feature

The Pioneers of Diversity
We asked nearly 40 diversity pioneers to look into their crystal ball and tell us where the
diversity movement was going in the next ten or fifteen years. We found their answers
covered a broad range of outcomes and predictions.
20 A Close-up of Jeanetta Darno,

Cardinal Health’s Director,
Diversity and Inclusion
Combine a background in business and the military

with an MBA and you have a powerful package.
That’s an apt description of Cardinal Health’s Jeanetta
Darno, who is responsible for enterprise-wide D&I
efforts that serve more than 40,000 employees
worldwide.
Jc^fjZ b^cYh# Dg^\^cVa eZghdcVaî^Zh#
A^`Z i]Z cZildg`h lZ WjâY! djg iZVb ^h V WgdVY cZildg` d[ ^cY^k^YjVah
XdaaVWdgVi^c\ id X]Vc\Z i]Z lVn lZ ldg`! a^kZ! eaVn VcY aZVgc#
;gdb ZkZgn Xdjcign VcY ZkZgn WVX`\gdjcY! lZ X]ddhZ iVaZci
i]Vi cdi dcan b^ggdgh djg XjhidbZgh! Wji Vahd Wg^c\h cZl ^YZVh id i]Z iVWaZ#
'%%+ 8^hXd HnhiZbh! >cX# 6aa g^\]ih gZhZgkZY#
AZVgc bdgZ VWdji i]Z 8^hXd Xdbbjcîn Vi

X^hXd#Xdb$_dWh#
Volume 9 • Number 4
July / August 2007
81 2007 International Innovation in Diversity Awards

Innovation is creativity colliding with opportunity. Some organizations do it well; others
languish, never quite finding the spark that ignites new ideas or makes old ideas fresh.
Here are the best and best-executed innovations of 2006.
departments
8 Momentum
Diversity Who, What, Where and When
14 From My Perspective
by David Casey
Is Normal Really Abnormal?
All of us could benefit from further diversity training precisely because we are normal.
David Casey explains why.
16 Catalyst LGBT Inclusion at Work

In honor of Pride Month, Catalyst focuses on lesbian, gay, bisexual, and transgender
(LGBT) inclusion at work, with a special focus on an area for which most organizations
have not yet created policies: transgender inclusion.
94 MicroTriggers Real-Life MicroTriggers

MicroTriggers are those subtle—and not so subtle—behaviors, phrases and inequities
that trigger an instantaneous negative response. Here are more examples submitted
by real people whose identities and places of business are being protected for obvious
reasons.
[ BANK OF THE WEST ]
WANT
W ANT
A TO O WOR
WORKK FOR A
TRULY
TTRUL
LY GGREAT
LY GREAAATT BANK??
AATT BA
BANK
ANK OF THE WEST
WEST,
T, WE BELIEVE OOUR CUSTOMERSS ARE
WELLL SERVED BY EM
WELL MPLOYEES WHO ARE WELL SERV
EMPLOYEES VED.
SERVED.
Different perspectives
p generate freshh ideas. That’
That’ss why at Bankk of the WWest,
est, we value dive
diversity
ersity and
equal opp
opportunity
ortunity for all our employees.
employeees. YYear year,, we cont
ear after year continue thanks
tinue to grow stronger than nks to our
unique ble
blend today’s
end of people. After all, in to
oday’s competitive banking environment,
e employees
it is our emplooyees with
innovativee ideas that keep us a step aahead
head of the rest.
rest
www.bankofthewest.com
www.bankofthewest.com
Bank of the W
West
est and its subsidiaries
subsidiariees are equal opportunity/affirmative action employers.
employeers. M/F/D/V © 2007 Bankk of the West.
West. Member FDIC.
American Airlines and has continued to mentor students subsidiaries of AMR Corporation.
and employees in their professional (NYSE:AMR).
American Eagle Appoint Four growth.
Newest African American Catherine M. Coughlin
Leaders Michael Collins
Named Senior Executive
FORT WORTH, Texas—American Michael Collins has joined American
Airlines and its regional affiliate, Airlines as manag- Vice President and Global
American Eagle, have announced their ing director for Marketing Officer by
most recent appointments of African- Diversity Strategies AT&T Inc.
American leaders. and will lead the
Catherine
team responsible for
Coughlin, former
David Campbell advancing the com-
CEO and president
Dave Campbell has pany’s efforts in
of AT&T Midwest,
been named senior diversity for
has been named
vice president— employees, cus-
global marketing
Technical Operations. tomers and suppliers. Collins joins
officer by AT&T.
Coughlin
He assumes over- American from Citigroup in Las
Ms. Coughlin
sight for the Vegas, Nevada, where he served as
joined
Maintenance and operations manager for Citicards.
Southwestern Bell in her native St. Louis
Stores, Flight, and Prior to Citigroup, he was the regional
in 1979. She has grown with the
System Operations manager for diversity at American
company as it evolved from a five-state
Control (SOC) organizations. Express. He holds a bachelor’s degree
telephone operation to the world’s
Previously Campbell was the vice pres- in business administration from
largest telecommunications services
ident for base maintenance at Illinois State University and an
provider. Today, AT&T leads the indus-
American’s Alliance Fort Worth and M.B.A. from the University of North
try in wireless, business, Internet access,
Kansas City bases. He joined American Carolina at Greensboro.
voice and directory, and is gaining
Airlines in 1988, serving in a variety momentum in the TV market.
of roles. A graduate of Louisiana Tech Eric Stallworth
In her current position, Ms.
University, Campbell holds a bachelor’s Eric Stallworth has
Coughlin oversees brand strategy,
degree in business administration. joined American
advertising, corporate communications,
Airlines as manager
corporate responsibility, events and
Lillian Dukes of Diversity
sponsorships worldwide. She reports
Lillian Dukes has Strategies. He will
to Chairman and CEO Randall
been appointed vice be responsible for
Stephenson. Ms. Coughlin is charged
president of creating strategies
with completing the integration of
Technical Services that strengthen the
advertising and communications for
for American Eagle company’s
wireless and the Southeast following the
Airlines. She has relationships with its employees, its
completion of the BellSouth merger late
spent more than customers and the communities it
last year, and further building AT&T’s
20 years in the serves. A Louisiana native, Stallworth
brand and reputation for service among
aerospace industry. is a graduate of Xavier University in
its customers worldwide.
Dukes earned a master’s degree in New Orleans. He most recently served
Ms. Coughlin holds a B.A. in
electrical engineering at Villanova as diversity program director for
economics from Northwestern
University and a bachelor’s degree in Rockwell Collins in Cedar Rapids,
University and an M.B.A. in finance
electrical engineering and mathematics Iowa. American Airlines is the world’s
from St. Louis University. She serves on
from Carnegie-Mellon University. Her largest airline. American Eagle oper-
the board of directors of several organi-
career as an engineer began with ates more than 1,800 daily flights to
zations, including Northwestern
General Electric Aerospace. Dukes has more than 160 cities throughout the
University.
been widely recognized as someone United States, Canada, the Bahamas,
making a difference in the technology Mexico and the Caribbean on behalf
industry. She has spoken internation- of American Airlines. American
ally on issues facing maintenance Airlines, Inc. and American Eagle
organizations within the airlines and Airlines, Inc. are
Randall Stephenson Becomes “We are focused on developing Clinton Names Weldon Latham
innovative ways to meet our customers’
Chairman and CEO communications needs while providing
National Campaign
of AT&T Inc. the best, most reliable and easiest service Co-Chair
SAN ANTONIO, possible,” said Stephenson. The Clinton
Texas—Randall AT&T Inc. (NYSE: ATT) is a pre- campaign has
Stephenson has mier communications holding company. announced that
been named chair- Additional information about AT&T Washington attor-
man of the board Inc. is available at http://www.att.com. ney and democratic
and chief executive activist Weldon
officer of AT&T Burson-Marsteller Appoints Latham has been
Stephenson
Inc., one of the named a national
Mireille Grangenois Latham
world’s leading co-chair of Hillary’s
telecommunications companies. Managing Director of campaign. “My
Stephenson, 47, succeeded Edward E. Multicultural Practice friend Weldon has devoted his career to
Whitacre Jr., who retired from both NEW YORK – fostering diversity in public life and the
positions today. Stephenson announced Burson-Marsteller, workplace, and I’m honored to have his
that the following executives will report a leading global support,” Clinton said.
to him: public relations and Latham is a senior partner and chair
communications of the Corporate Diversity Counseling
Bill Blase, 52, senior executive Group at the international law firm
consultancy, has
vice president, Human Resources appointed Mireille Davis Wright Tremaine, with 30 years of
experience in corporate law, crisis manage-
Grangenois
Jim Callaway, 60, senior executive Grangenois as
vice president, Executive Operations managing director ment and corporate diversity counseling.
to lead its Multicultural Practice. “Senator Hillary Clinton has a
Jim Cicconi, 54, senior executive strong vision for America’s future,”
Grangenois will report to Patrick Ford,
vice president, External and Legislative U.S. president and CEO, and New York Latham said. “Among the many formi-
Affairs Market Leader Tony Telloni. dable skills that Hillary Clinton brings
Cathy Coughlin, 49, senior executive Grangenois was most recently vice as a presidential candidate is her ability
vice president and global marketing president for advertising at The to listen and respond to what Americans
officer Baltimore Sun where she helped deliver are saying. Senator Clinton has assem-
readership and audience growth, with an bled a team that looks like America, and
Ralph de la Vega, 55, group president, understands the complex issues that face
emphasis on applying consumer-focused
Regional Telecommunications and intelligence in product development. A our nation.”
Entertainment significant part of her strategy was to Latham is one of the country’s lead-
Rick Lindner, 52, senior executive identify and implement audience building ing experts on discrimination law and
vice president and chief financial officer and revenue producing strategies that corporate diversity. He works with
enhanced the newspaper’s relationship with major corporations, government officials
Forrest Miller, 54, group president, and quasi-government agencies when
Maryland’s African-American market.
Corporate Strategy and Development Grangenois earned a bachelor’s faced with highly-publicized charges of
Stan Sigman, 60, president and chief degree in journalism from New York race and gender discrimination. He also
executive officer, AT&T Mobility University. She is currently a trustee of advises Fortune 200 CEOs on how to
the Center Stage Theater in Baltimore. create better and more productive
Ron Spears, 59, group president, workplaces by fostering diversity and
Global Business Services inclusion. Latham has been a long-time
John Stankey, 44, group president,
Democratic party leader, having been an
Operations Support at-large member and trustee of the
Democratic National Committee
Wayne Watts, 53, senior executive (DNC), as well as a vice-chair of the
vice president and general counsel Democratic Business Council. He was
Ray Wilkins, 55, group president,
also an honorary vice-chair of the
Diversified Businesses. Clinton/Gore campaign.
Amy Girdwood Promoted Operations. In his new role, Bozeman she has held since February 2005, Ms.
will tackle manufacturing process and Ramos was instrumental in designing
to Executive Vice President, product development innovation while corporate strategy and enhancing the
Human Resources continuing to oversee the production of planning process for this $2.4 billion
SILVER SPRING, transmissions and engines for Harley- manufacturer, marketer and retailer of
Md.—Discovery Davidson Sportster and Buell motorcycle residential furniture.
Communications models. Ms. Ramos holds an M.B.A. in
has announced the Since joining Harley-Davidson as a finance from the University of Chicago.
promotion of Amy manufacturing engineer in 1992, In making the announcement, ITT
Girdwood to execu- Bozeman has held multiple positions Chairman, President and Chief
tive vice president, within the company. He earned a bache- Executive Officer Steve Loranger said,
Girdwood Human Resources. lor’s degree in manufacturing engineer- “We are delighted to welcome Denise
In her new role, ing technology/mechanical design from to the strong leadership team of ITT.
Girdwood is responsible for leading the Bradley University and a master’s degree I know she will be a tremendous asset
human resources management team sup- in engineering management from the to our Company and to our senior
porting Discovery’s global work force, Milwaukee School of Engineering. leadership team.”
covering more than 170 countries and An avid motorcyclist, Bozeman rides a ITT Corporation (www.itt.com)
five continents. Harley-Davidson Ultra Classic Electra supplies advanced technology products
In her previous roles at Discovery, Glide motorcycle, along with his wife, and services in several growth markets.
Girdwood was responsible for providing Dawn, on her VRSCB V-Rod motorcy- ITT is a global leader in the transport,
the first dedicated in-house human cle. The couple has four children and treatment and control of water, waste-
resources service to a rapidly expanding, lives in Menomonee Falls, Wis. water and other fluids. Headquartered in
diverse workforce in Europe. Additionally, Harley-Davidson, Inc. is the parent White Plains, N.Y., the company gener-
she re-engineered business structures in company for the group of companies ated $7.8 billion in 2006 sales. In addi-
Europe and Asia and created a global doing business as Harley-Davidson tion to the New York Stock Exchange,
exchange program to develop talent and Motor Company, Buell Motorcycle ITT Corporation stock is traded on the
regional operations as part of the Company and Harley-Davidson Euronext and Frankfurt exchanges.
Discovery Networks International division. Financial Services.
Prior to joining Discovery, New York Life Announces
Girdwood worked at Flextech Television, Denise L. Ramos Joins ITT
a London-based cable broadcaster, where
Executive Promotions in the
she integrated employees into a new
Corporation as Chief Office of General Counsel
entity following two separate company Financial Officer NEW YORK –
acquisitions, oversaw the launch of a White Plains, N.Y. New York Life
company stock option initiative for all – ITT Corporation Insurance Company
employees and designed a graduate (NYSE:ITT) has announced that
management-training program. announced that Sara Badler has been
Denise L. Ramos promoted to senior
Harley-Davidson Motor will join the vice president and
Badler
Company as chief deputy general
Company Promotes Bozeman
Ramos
financial officer, counsel and Richard
to VP, Powertrain Operations effective July 1, Taigue has been
MILWAUKEE, 2007. Ms. Ramos, promoted to first vice president and
Wis.—Harley- 50, currently chief financial officer of deputy general counsel in the Office of
Davidson Motor Furniture Brands International, will the General Counsel. Both executives
Company has succeed George E. Minnich, 57, who report to Senior Vice President and
named Dave is retiring from the Company. General Counsel Thomas English.
Bozeman, 38, vice Ms. Ramos brings broad industry Ms. Badler is responsible for managing
president and gen- and functional experience to this posi- the unit within the Office of General
Bozeman
eral manager, tion, with almost 30 years of financial Counsel, which provides legal advice to
Harley-Davidson assignments at several industry-leading the Company’s life insurance, annuity,
Powertrain companies. In her current role, which long term care and group operations, its
P RO F I L E S I N D I V E R S I T Y J O U R N A L J U LY / A U G U S T 2 0 0 7 11
agency department and to the Office of General Northrop Grumman’s
Company’s retail broker-dealer. She is Counsel, providing
also responsible for the unit, which counsel and super-
Jennifer Murrill Receives
provides legal support to the Office of vising junior litiga- Women in Technology
the Chief Investment Officer and on tors on the compa- Rising Star Award
M&A activity. Ms. Badler re-joined ny’s most significant MCLEAN, Va. –
New York Life in 2004 as vice president cases. Ms. Lamp Northrop
Lamp
and associate general counsel. In 2006, joined the company Grumman
she was promoted to first vice president in 1991 as assistant Corporation’s
and deputy general counsel. general counsel and was promoted to (NYSE:NOC)
Ms. Badler received a bachelor’s degree associate general counsel in 1994. Jennifer Murrill
from Cornell University, a Juris Ms. Lamp received a bachelor’s degree was recognized as a
Doctorate from Fordham University from the University of Iowa, and a Juris winner by Women
School of Law and a Master of Science Doctorate degree from the University of Murrill in Technology
degree from Bank Street College of North Carolina, Chapel Hill. She (WIT) at its Eighth
Education. She resides in New York City. resides in New York City. Annual Women in Technology
New York Life Insurance Company, Leadership Awards. Ms. Murrill, an
Mr. Taigue is now a Fortune 100 company founded in employee of Northrop Grumman’s
responsible for 1845, is the largest mutual life insurance Information Technology (IT) sector, was
managing several company in the United States and one honored in the Rising Star category for
areas within the of the largest life insurers in the world. demonstrated leadership at an early
Office of General Headquartered in New York City, New point in her career.
Counsel, including York Life’s family of companies offers life Murrill is a cost analyst for
subsidiary corporate insurance, retirement income and long- Northrop Grumman IT’s Intelligence
Ta i g u e
governance and term care insurance. group. In this role, she applies mathe-
oversight of the legal matical concepts and statistical methods
operations for New U.S. Nuclear Regulatory to analyze engineering data in an effort
York Life’s subsidiaries. He is also to predict the future cost of complex sys-
responsible for managing the intellectual
Commission Named Best
tems from development, through pro-
property, commercial contracts and legal Diversity Company duction, to operations and support.
risk assessment units of the Office of SPRINGFIELD, N.J. – Diversity/Careers Murrill is also involved in cost research,
General Counsel. in Engineering and Information data collections, data normalization, and
Mr. Taigue joined New York Life as Technology magazine has recognized the independent cost estimates and methods
assistant general counsel in 1990, was U.S. Nuclear Regulatory Commission as development for space systems in the
promoted to associate general counsel in a Best Diversity Company. The award is intelligence community.
1992, elected vice president and associ- based on the results of an online survey “Jenny is highly regarded as a role
ate general counsel in 1995, and became in which participants were asked to model within Northrop Grumman and
vice president and deputy general identify the diversity strengths of corpo- the community,” said Michele Toth, vice
counsel in 2004. rations, government agencies and other president of human resources and
Mr. Taigue received a bachelor’s organizations that employ technical administration and competitive excel-
degree from City College of New York, professionals. The 100 organizations lence for Northrop Grumman IT. “She
and a Juris Doctorate degree from that scored highest with readers for has committed herself to the engineering
St. John’s University School of Law. their support of minorities and women profession while staying actively involved
He resides in Lynbrook, N.Y. were recognized. in her local and academic communities.
In addition, Karen Lamp has been The regulatory commission may Her talents and perseverance merit this
promoted to vice president and associate display a special icon acknowledging distinguished award.”
general counsel in the Office of General the award in its advertising. Women in Technology is the pre-
Counsel, reporting to Senior Vice mier organization contributing to the
President and Deputy General Counsel success of professional women in the
Michael DeMicco. greater Washington, D.C., technology
Ms. Lamp is now responsible for community. The awards recognize
helping manage the litigation unit of the women who embody WIT’s spirit to
“connect, lead, succeed.” (See year, a record 221,000 employees at 283 Since 1990, WEPAN has honored
www.womenintechnology.org.) federal organizations responded. The individuals, programs and corporations
Ms. Murrill earned bachelor’s and survey data is analyzed by the for extraordinary service, significant
master’s degrees in systems and informa- Partnership to develop detailed rankings achievement, model programs, and work
tion engineering from the University of of federal agencies. Agencies are ranked environments that support the career
Virginia, Charlottesville. according to employee satisfaction and success of women engineers. Raytheon
Northrop Grumman Corporation is engagement, plus by ten workplace cate- was the only organization WEPAN rec-
a $30 billion global defense and technology gories including effective leadership, ognized as an entire company this year.
company whose 122,000 employees strategic management, teamwork, and Raytheon Company, with 2006
provide innovative systems, products, training and development, plus pay/ben- sales of $20.3 billion, is a technology
and solutions in information and services, efits and work/life balance. leader specializing in defense, homeland
electronics, aerospace and shipbuilding As a result of NRC employee security and other government markets
to government and commercial responses to the survey, the NRC ranked throughout the world. With headquarters
customers worldwide. number one in eight of ten categories in Waltham, Mass., Raytheon employs
and scored well above the government- 73,000 people worldwide.
NRC Ranked Best Place wide average. It ranked consistently
to Work in the Federal higher in three key categories of effective Nadine Vogel Receives
leadership, employee skills/mission
Government match and work/life balance. The NRC
Humanitarian Award
The Nuclear Regulatory Commission also ranked first among all age groups The New Jersey
captured the top ranking among large and for black and white employees. Broadcasters
federal agencies in the 2007 Best Places Details of the survey can be found Association pre-
to Work in the Federal Government at: http://www.bestplacestowork.org. sented the Howard
rankings announced by the Partnership L. Green
for Public Service and the American Humanitarian
Raytheon Honored by Women Award to Nadine
University Institute for the Study of
in Engineering Programs Vogel, president
Vo g e l
Public Policy Implementation.
The NRC, along with others, was & Advocates Network of Springboard
recognized in a ceremony in ORLANDO, Fla.—Raytheon Company Consulting LLC,
Washington, D.C., where NRC (NYSE:RTN) received the Breakthrough of Mendham, N.J. The award was given
Chairman Dale E. Klein said, “This is a Award at the 2007 Women in at the Best of the Best awards luncheon
very great honor for all the men and Engineering Programs & Advocates as part of the Mid-Atlantic States
women at the NRC, who are committed Network (WEPAN) annual conference Broadcasters annual conference at
to our mission of protecting people and in Orlando, June 10-13. Caesars Palace in Atlantic City, N.J.
the environment. The remarkable dedi- The Breakthrough Award honors an Presenting the award was Elizabeth
cation and camaraderie at our agency employer for creating a work environ- Christopherson, executive director and
make it a great place to work, and we ment that enhances the career success CEO, NJN Public Television & Radio.
will work hard to keep it that way.” of women engineers of all ethnicities. Ms. Vogel was honored for having
The NRC is recruiting about 400 Raytheon was selected for its institutional made an outstanding contribution to
employees each year for the next few structures and programs that help foster furthering humanitarian benefits to
years because of the expected arrival of diversity, especially for its women employees. society, specifically for individuals who
close to two dozen applications for new “Diversity at Raytheon is about either have a disability or have a child
reactor licenses beginning this fall. This inclusiveness, in terms of providing an or other dependent with special needs.
ranking, along with new recruiting atmosphere where everyone feels valued Ms. Vogel has an M.B.A. from
authority provided by Congress, should and empowered to perform at a peak Golden Gate University in San
assist in the agency’s hiring efforts to level, regardless of the many ways we are Francisco, Calif., and a bachelor’s degree
maintain an innovative and effective all different,” said Lori Berdos, president in industrial psychology from the
workforce. of Raytheon’s Global Women Network, College of Charleston in Charleston,
Rankings are compiled by the a companywide employee resource South Carolina. She resides in New
Partnership using data from the Office group, which serves as a strategic busi- Jersey with her husband and two daugh-
of Management and Budget’s 2006 ness partner in building and maintaining ters, both of whom have special needs.
Federal Human Capital survey. This a diverse workforce.
PDJ
by David Casey
Is Normal Abnormal?
“No matter how

long you have
been a diversity
practitioner,
you must
acknowledge
that our collec-
position the “what’s in
tive states of (By the way, I’ve got
W hat drives you to educate or train
others on the subject of diversity
management? Better yet, if you face
it for me?” for those
who don’t see the
normal may
be skewed by
a little Toby Keith and
Sara Evans on the
resistance from others on matters of value in developing a iPod!)
diversity education or training, why do diversity management
our abnormal All of us could
you think they resist? More often than capability. views of the benefit from further
not it is because of how it is positioned. Why is our abnor- world.’’ diversity training
Diversity management practitioners mal normal? Because precisely because we
often position educating and training we are all shaped by are normal! As you
with fixing something or someone who life experiences and filters that make our think about what this means to you,
is abnormal in their thinking or perceptions reality to us when they may keep a few things in mind:
approach to managing diversity. not be reality to others. • No matter how long you have been
In fact, this was my perspective until Here’s an example. If I were to walk a diversity practitioner, you must
recently. I was attending a meeting of into a country western bar today, I acknowledge that our collective states
fellow diversity management practitioners. would have a visceral level of discomfort of normal may be skewed by our
One of the featured speakers was and would probably assume that the abnormal views of the world.
Dr. Samuel Betances, who many patrons would not want me there for no
• Your perceptions are your reality,
of you know. Dr. Betances challenged us other reason than the fact that I am
but remember that they are YOUR
all to think about how it is normal for black—and people who like country
reality and may not be THE reality
us all to have an unbalanced view of the music do not like black people.
for others.
world and the people around us. Now I know better than that, but my
So, it stands to reason that we ALL life has been shaped by years of media So the next time someone tells you they
need diversity education and training portrayals and personal experiences that don’t need diversity training, tell them,
because we are normal. Got it? I have still give me that unfounded belief. I “Sure you do, if you’re normal!” PDJ
over-simplified a very elegant and engag- know there is no reason to believe that
everyone who likes country is a racist. David Casey is VP of Talent Management, and
ing presentation, but I walked away with Chief Diversity Officer, at WellPoint, Inc. His column
a different way of thinking about how to That’s one of my abnormal normals. appears in each issue of Profiles in Diversity Journal.
Dell Celebrates Hispanic Heritage Month
At Dell, we’re committed to bringing together individuals with
diverse backgrounds, thinking, leadership and ideas, and arming
them with the best tools to ensure their success. We believe this
helps drive innovation and makes Dell a more dynamic company.
Through career development, mentoring programs, network
groups and products like the Dell Latitude D620 with Intel™
Centrino™ Duo Mobile Technology, we offer the resources to help
every employee achieve their potential. Our goal is to ensure
that Dell is a great place to work, grow and aspire.
Success real time. Capture it at Dell.
Dell recommends
Windows Vista™ Business
CAREERS AT DELL. CONSIDER THE POSSIBILITIES.
www.dell.com/careers
Dell and the Dell logo are trademarks of Dell Inc. ©2007 Dell Inc. All rights reserved. Intel, the Intel logo, Intel Inside, the Intel Inside logo, Centrino and the Centrino logo are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other
countries. Dell Inc. cannot be held responsible for errors in typography or photography. Dell is an AA/EO employer. Workforce diversity is an essential part of Dell’s commitment to quality and to the future. We encourage you to apply, whatever your race, gender, color, religion, national
origin, age, disability, marital status, sexual orientation, or veteran status.
LGBT Inclusion at Work
By Catalyst LGBT Inclusion: Understanding initiatives. Therefore, it is important for

the Challenges diversity practitioners and managers to
More and more organizations recognize communicate that the term “LGBT”
that creating a lesbian, gay, bisexual, refers to a person’s sexual orientation,
and transgender (LGBT) inclusive and/or gender identity and mode of
In honor of Pride Month, gender expression, not an individual’s
workplace is a competitive advantage.
By successfully recruiting, retaining, sexual behavior or activity. It is also
developing, and advancing LGBT critical to underscore that, for everyone,
Catalyst focuses on lesbian, employees, organizations increase their sexual orientation, gender identity, and
ability to compete effectively for talent, gender expression are defining
minimize attrition costs, and gain wider individual characteristics that we all
access to LGBT consumer markets. bring to work.
gay, bisexual, and transgender Initiatives focused on LGBT employees
are a vital component of a broader Gender Identity and Gender
diversity and inclusion strategy. Indeed, Expression: Transgender
(LGBT) inclusion at work, most Catalyst members feature policies Employees at Work
and programs, such as domestic partner- Transgender inclusion is the protection
ship benefits and LGBT employee net- and inclusion of employees on the basis
work groups. While these are important of gender identity and/or gender
with a special focus on an area first steps, LGBT inclusion is a complex expression. Gender identity is defined as
issue and organizations need to do the inner sense of being female or male,
more to address the concerns of LGBT regardless of biological birth sex.
employees, especially transgender Gender expression is how an individual
for which most organizations employees. manifests a sense of femininity or
When some people hear about masculinity through his or her looks,
LGBT-inclusion initiatives, they think behavior, grooming, or dress. Yet gender
have not yet created policies: it is a discussion about sexual behavior identity and gender expression are
in the workplace. As a result, they may different from, and do not predict,
see an individual’s LGBT identity as a sexual orientation, which is a term
sensitive and private matter that falls commonly used to refer to a person’s
transgender inclusion. outside of the concern of an employer emotional, romantic, or sexual attraction
and should be left at home. to individuals of a particular gender.
These beliefs often lie at the heart Because transgender inclusion is
of employee resistance to these new territory for most organizations,
continued on next page
I AM
Reginna Burns, SPHR
Sr. HR Director
Microsoft
Member since 1997
“SHRM has become a part

of who I am as an HR
professional and it reminds
me that I belong to a
profession that has a voice.”
Leading People. Leading Organizations.
www.shrm.org
Jenna, a male-to-female
transgender employee at a
Fortune 500 company, told
LGBT Inclusion at Work her supervisor that she
continued
was planning to have sex
reassignment surgery. She
transgender employees are often not Coworkers are often confused about the
protected by existing sexual orientation process; they may feel uncomfortable explained that living fully
anti-discrimination policies and state- when transgender employees start using as a woman for at least one
ments. This lack of policy, combined a different bathroom or dressing in a
with a dearth of public education about different manner. year was one of the necessary
the transgender community, often leads Transgender employees face a diffi- prerequisites for the surgery.
to misunderstandings and discrimina- cult process. They must see a medical
Jenna had always been a
tion at work. professional and rigorously discuss their
Traditional cultural norms and thoughts on their gender identity, may top performer in the company,
stereotypes of gender identity and take hormones, and may participate in was well-liked by others, and
gender expression are infrequently expensive surgery. Society can make this
challenged at work. Most employees transition even more arduous—from was considered a “team
conform in behavior and dress to the strangers questioning gender to coworkers player.” Because this is a
gender norms that our culture assigns confused about which pronoun to use—
to each biological sex. Transgender and the responses are not always positive.
key learning opportunity,
employees challenge the norms and Organizations are often inexperi- Jenna’s supervisor needs to
beliefs about the relationship between enced in supporting transgender employ- be able to turn to a human
gender and biological sex. By disclosing ees. Rather than letting the arrival of a
themselves as transgender in the work- transgender employee in an organization resources or diversity
place, they may do a number of things create confusion, organizations can practitioner on staff for
that break the mold: change their incorporate transgender education into
names, ask coworkers to refer to them LGBT-inclusion efforts, as well as direction on how to manage
with a new pronoun (“he” instead of include gender identity and expression the situation appropriately,
“she”), and dress in a way that does not in diversity and inclusion policies.1 PDJ ensuring that Jenna is
conform to gender norms.
Breaking the “rules” of gender iden- Founded in 1962, Catalyst is the leading supported and that her
tity and gender expression is, by nature, nonprofit corporate membership research and coworkers are educated on
extremely public and sometimes a advisory organization working globally with
businesses and the professions to build inclusive the process.
necessary component of transition. environments and expand opportunities
In fact, transgender employees who elect for women and business. To purchase your Dealing with the questions,
surgery may have to live their new copy of Making Change: LGBT Inclusion—
gender role for at least one year in order Understanding the Challenges or to down- concerns, or even fears that
load free copies of our research reports, visit
to be deemed eligible. Therefore, www.catalyst.org. Jenna’s coworkers might
transgender employees are frequently at have is an important facet
risk of facing extreme discrimination. 1
For more information, see Human Rights Campaign,
Transgender Issues in the Workplace: A Tool for Managers of transgender inclusion.
(2004).
CHEVRON is a registered trademark of Chevron Corporation. The CHEVRON HALLMARK is a trademark of Chevron Corporation. ©2007 Chevron Corporation.All rights reserved.
Bring the world together, and you help develop a better one.
In a global marketplace, a rich tapestry of ideas, skills and perspectives is a key competitive advantage.
At Chevron, we support diversity initiatives around the world, fostering growth and opportunity for
everyone. To find out more, visit us at chevron.com.
Combine a background in business and the military with an MBA and you have a powerful
package. That’s an apt description of Cardinal Health’s Jeanetta Darno, who is responsible
for enterprise-wide D&I efforts that serve more than 40,000 employees worldwide.
Please describe Cardinal Health’s global presence. Describe the scope and scale of the company
to a reader who may not be familiar with it.
Cardinal Health is ranked No. 19 in Fortune magazine’s Fortune 500. Our success is fueled by more than 40,000 employees in 29 countries,
and we operate globally, with business operations on five continents. We provide the health-care industry with products and services that help
hospitals, physician offices and pharmacies reduce costs; improve safety, productivity and profitability; and deliver better care to patients.
How does Cardinal Health define diversity and inclusion, as it relates to the efforts within the company?
We view diversity through a broad lens. We focus on the individual dimensions of diversity that each employee, customer, and recruit
with whom we interact represents. And, we also focus on the diversity of the communities where we live and work, and the diversity
that exists at the organizational level, too.
When we define diversity at an individual or personal level, we focus on primary dimensions like age, ethnicity, gender, race, sexual
orientation, and mental/physical abilities. But we also think it’s important to focus on secondary dimensions—which happen to be
dimensions that don’t instantly come to mind when many people think ‘diversity.’ These secondary dimensions, like communication
Interview Jeanetta Darno Cardinal Health
style, education, family status, military experiences, primary Do you have any examples of how tapping employee
language, income, geographic locations, organizational role and level diversity has yielded significant product or profit
—even religion, work experience and work style—also have an breakthroughs? Inter-business synergies?
impact on how we interact with each other. Absolutely. For example, this year alone, Cardinal Health CEO
We view inclusion as creating an environment where all employ- Kerry Clark has recognized 11 different teams with special awards
ees can reach their maximum potential. It’s the process of leveraging that recognize customer-driven innovations that are helping to make
the power of our diverse differences and similarities to better serve health care safer and more productive. Each of these teams is
our customers and to make Cardinal Health a great place to work. comprised of a diverse mix of team members—from engineers to
warehouse workers, from marketing specialists to technical consult-
What are the main components of your D&I ants, from scientists to financial analysts. These teams are geograph-
program? Is the management of D&I programs ically dispersed around the country. Each of these “Innovation
largely U.S.-based or present throughout the Award” winners recognized a customer need, solicited diverse
worldwide organization? customer insight to learn more about that need—and then brought
The main focus of Cardinal Health’s diversity and inclusion program diverse internal teams together to create a solution to meet that need.
is to create an environment which unleashes the potential of all The solutions these teams created leveraged inter-business syner-
employees. We also recognize that we’re operating within an increas- gies and many were considered break-throughs. For instance, one
ingly complex workplace and community—so we’re also focused team created a new product that helps premature infants breathe
on helping the company effectively manage the challenges and more easily. This product was such a breakthrough that 95 percent
opportunities associated with the ever-evolving marketplace that we of our hospital customers who tested the product now use it.
operate within. Another of the solutions created a software system that would help
Our diversity and inclusion programs are largely U.S.-based, but hospitals provide compassionate care to a greater number of their
as Cardinal Health expands its global presence, we expect to expand community’s uninsured.
our D&I effort to mirror our geographic growth.
Are there unique opportunities in your

particular industry for implementing
diversity programs?
Yes. As the United States becomes increasingly diverse, so do the
healthcare products and services that our workforce, market-
place and communities seek. Whether it is due to an aging Baby
Boomer generation; increased awareness of specific risk factors
and health issues in African-American communities; the
growing affluence of GLBT households; or an influx of immi-
grants from other nations; healthcare needs are changing.
Headquarters: Dublin, Ohio
These changes enable us to leverage diversity as a competitive
advantage, because the more diverse our employee base is, the Web site: www.cardinalhealth.com
better we’ll be able to develop products and services that reflect Primary business: Health care and pharmaceuticals
a broad range of cultural differences and demands. In this
respect, diversity impacts the bottom line in a variety of ways. Industry ranking: Cardinal Health is ranked No. 19
Diversity helps us foster creativity of thought and innovation. It in the Fortune 500 and is also ranked by Fortune
as the most admired company within its industry
helps us encourage unique solutions to problems, broaden our
(health-care wholesalers).
awareness of need, and appeal to broader markets.
2006 revenues: Approximately $81 billion
Cardinal Health’s Diversity and Inclusion teams host monthly Webinars

to share diversity best practices, enterprise-wide.
CORPORATE LEADERSHIP works with other centers of excellence throughout the company,
business leaders, and employees across the country.
What resources (financial and manpower) are I’m proud of Cardinal Health’s commitment to diversity and
allocated on diversity? How do these reflect your inclusion. My second year into the role, we delivered diversity and
company’s leadership commitment to diversity? inclusion training to 99.6% of our employees, directors and above.
When I look at Cardinal Health’s leadership commitment to diversity, We continue to sustain that foundation of awareness by ensuring all
I see it reflected at various levels, from our CEO and board of direc- new directors and above participate in diversity and inclusion train-
tors to the 40,000 employees across the company. ing and those below that level enroll in one of our diversity sessions
For example, diversity and inclusion is a regular agenda item for online or on our diversity Web site.
our board of directors meetings. D&I is also an ongoing agenda
item at each quarterly business meeting hosted by our executive lead-
ership team. These venues ensure that we’re constantly fostering Does your company address diversity in its annual
meaningful discussion around quantitative and qualitative progress report? Is it important to talk about diversity with
toward our D&I goals. It also ensures that our senior leaders shareholders?
effectively understand, support and feel ownership of our diversity Cardinal Health’s commitment to diversity was a key visual theme
and inclusion initiatives. for its 2006 annual report.
At Cardinal Health, diversity is a center of excellence, reporting To reinforce our commitment to diversity, the report’s cover
directly to the Chief Human Resource Officer along with the Total prominently featured employees from diverse ages, ethnicities, and
Rewards and Talent Management Centers of Excellence. Our team backgrounds, spanning 3 countries, to ensure inclusion of the most
diverse array of Cardinal Health employees and customers. • Engage participants in a positive dialogue that encourages
Prominently featuring employee and customer photos, worldwide, proactive support of Cardinal Health’s initiative; and
created excitement and a sense of shared ownership for the annual
• Help participants understand how to apply inclusion principles
report.
in the workplace.
We also included key diversity metrics in this year’s annual
report, including diverse supplier spend and senior management So far, 99.6 percent of Cardinal Health directors and above have
diversity training statistics. completed this training. We also plan to roll out diversity and
Our employees seemed to really appreciate seeing themselves inclusion e-learning curricula to help all employees increase their
reflected in what is one of the most important communications cross cultural competence.
materials we produce all year.
Our commitment to diversity is also integrated into our EPPIC How are decisions about diversity made in your
Core Values, which are the timeless, guiding principles of our organization? Is there a diversity council and who
culture. Specifically, key diversity-focused values that we regularly heads it up? Who participates?
communicate to shareholders and employees include: Decisions about diversity are made on a number of levels at Cardinal
• We practice inclusion, value diversity and encourage work/life Health.
effectiveness First, we have a diversity and inclusion steering council comprised
of executives representing each of our business segments. The chair-
• We embrace a culture of compliance, operate within the letter person for the council is a direct report to our CEO. In addition,
and spirit of the law and avoid conflicts of interest the other members of the steering council are also direct reports to
• We treat others with dignity, respect and compassion segment CEOs or C-level leaders of our corporate functions.
Cardinal Health is an $80 billion, geographically-dispersed
• We speak up when something is not right and confront the company—so to make diversity and inclusion ‘real’ for all employ-
difficult issues ees, we also created segment diversity councils, which play a key role
• We recognize the unique contribution of each individual and the in promoting diversity and inclusion in each of our operating
value of teamwork segments. These segment diversity councils are sponsored by a
senior executive and are made up of individuals who represent the
• We encourage respectful debate and disagreement various businesses and corporate functions.
• We communicate openly and candidly The councils exchange diversity best practices, promote account-
ability and align Cardinal Health’s diversity initiatives with segment
• We enhance the customer experience by seeking opportunities to and corporate objectives across the company. Finally, we have
work globally with customers and others across the organization. enterprise-wide employee network steering councils: A Minority
Do you have any programs in place to increase Leaders Network and a Women’s Initiative Network.
the cross-cultural competence of your senior The Chief HR Officer and I regularly review the diversity
management team? Can mid-level managers strategy, objectives and progress with our CEO. He sets the overall
acquire similar training? direction for our initiative.
In 2003, we rolled out “Inclusion Awareness” training to all employ-
ees, which included real-life examples of the business implications
of diversity as well as tools and strategies to enhance workplace EMPLOYEE INCLUSIVENESS
interactions. The objectives of this training were to: How does your company gauge inclusion of employ-
ees? What are the tests, measurements and bench-
• Build a common language and foundation for diversity and marks (metrics) that indicate where the company is
inclusion at Cardinal Health; on the inclusion graph?
• Increase participants’ understanding of the business case We measure inclusion of our employees through various means.
for diversity; In many ways, we use the same metrics other companies utilize:
Jeanetta Darno Executive Profile
Company: Cardinal Health
Title: Director, Diversity & Inclusion
Years in current position: Three
Education: M.B.A. from The Ohio State University,

a master’s degree in human resources from the
University of Central Texas (a Texas A&M campus),
and a bachelor’s degree in political science from
Jackson State University.
First job: As a junior in high school, I worked as a

hostess at the local steak house.
What I’m reading: I am reading three books:

Barack Obama’s The Audacity of Hope: Thoughts
on Reclaiming the American Dream; T.D. Jake’s
Reposition Yourself: Living Life Without Limits;
and a biography of Thomas Jefferson.
Family: I grew up in a military family. My siblings

have been spread around the globe. I recently
married the love of my life, my best friend. We have
two little dogs: a French Mastiff and a white Boxer
with a combined weight of 200 lbs.
Interests: Family and travel. Access to higher

education and quality education. Leading a
healthy lifestyle.
“While completing
a master’s degree
in human
resources, I
researched the
disparities of race
relations. employee engagement, workforce Corporate leaders and employees from across the country partic-
diversity metrics, increased aware- ipate in monthly webinars from the comfort of their own offices, and
That research ness through training, number of we invite external speakers to attend virtually, as well. Internal and
diverse suppliers, spend with guest speakers share insights related to topics including building a
really piqued my diverse suppliers, employee bene- business case for diversity, how to form employee networks, mentor-
fits. We also benchmark our ing, the importance of strategic partnerships, benchmarking, gener-
interest in the
progress against other Fortune ational differences and more.
field, and I imme- 100 companies and against rank- Diversity councils also share their successes and best practices.
ings produced by diversity experts Following each presentation, we encourage active discussion and
diately realized like Catalyst and Diversity Inc. Q&A, and then we post the audio and video files of the webinars to
our intranet for all employees to access.
that this was a Some say diversity is a These webinars provide a regularly-scheduled, replicable forum
“numbers game.” How for our diversity councils to share the exciting progress they’re mak-
career I could does your company know ing. And, they also fuel excitement and continued momentum for
its culture is not just tied diversity efforts across the organization, because employees and
really feel up in numbers? How do corporate leaders really enjoy and become motivated by learning
you celebrate success? about progress and best practices from other areas of the company.
passionately
Earlier, I referenced our innova-
about.” tion awards, various levels of How did you get to your present position? What
training, and how we communi- was your career path?
Jeanetta Darno cate to our employees, customers One of my favorite aspects of the diversity and inclusion career path
and suppliers. I believe that how is that there are so many roads that lead people to be involved in the
we communicate, measure, and celebrate diversity are indications field. I started in this field in 1990. While completing a master’s degree
that we view diversity as a key pathway to innovation. Celebrating in human resources, I researched the disparities of race relations.
success is critical to ensuring constant progress in any initiative, par- That research really piqued my interest in the field, and I imme-
ticularly those related to diversity and inclusion. diately realized that this was a career I could really feel passionately
One of the most successful ways we celebrate success is through about. After completing my master’s degree, I held operational,
our Diversity Best Practice Webinars. We introduced the webinars in human resources and recruiting roles in a variety of organizations. I
January 2006 as a forum for Cardinal Health’s diversity councils— served as a captain in the United States Army, worked in the logis-
which are located throughout the United States—to share and tics team at Wal-Mart and also served as a human resources consult-
leverage best practices in diversity and inclusion, enterprise-wide. ant on diversity and talent acquisition issues.
Cardinal Health’s
commitment to diversity
is reflected in its
companywide career
opportunities.
I also took advantage of every opportunity for special assign-
ments or to serve lead roles to support diversity initiatives of the
organizations I served. That all ultimately led me here, to Cardinal
Health, where I’m now fortunate enough to help lead an
enterprise-wide D&I effort that serves more than 40,000 employees
worldwide.
Who were/are your mentors? What about their

business skill or style influenced you? How did
they help in your professional and personal life?
Are you mentoring anyone today?
I’ve been inspired by a number of different mentors, each influ-
encing me in unique ways at different times in my life. In my high
school years, my track coach was an incredible mentor. She helped
me understand the critical importance of setting goals, sticking
to your commitments and constantly conditioning yourself for
constant self-improvement.
In the military, the commanding officer for my battalion taught
me the importance of being prepared prior to taking on any chal-
lenge—and the importance of making sure that your team mem-
bers are fully prepared, too. From the private sector, two executives
at Wal-Mart—Larry Duff and Mike Duke—taught me how to
articulate a vision, develop a strategy and rally support to accom-
plish it.
If it were not for a combination of all these individuals, I
know I wouldn’t be where I am today. That’s one reason why I
always feel it’s my responsibility to mentor others—and to encour-
age fellow leaders to do the same.
PDJ
There’s a place where everyone
is welcome. Where everyone is
treated the same. Boeing strongly
supports the never-ending mission
to ensure that every workplace is
that welcome place.

George Simons
Bailey W. Jackson
Anita Rowe
Terrence R. Simmons Rafael Gonzalez
Gary A. Smith
Francie Kendall Janet Crenshaw Smith
Sondra Thiederman
Myrtha B. Casanova
Lewis Brown Griggs
Trevor Wilson
Alan Richter
Frederick A. Miller
Price M. Cobbs
Taylor Cox Jr.
Armida Mendez Russell
Steve Hanamura
Herbert Z. Wong
T h e P i o n e e r s
Edward Hubbard
Edith Whitfield Seashore Juan T. Lopez
Marilyn Loden
Michael L. Wheeler Myrna Marofsky
Karen M. Stinson Julie O’Mara
Patricia Pope
Judith H. Katz
Edie Fraser
Margaret Regan
Lee Gardenswartz
Jeff Howard
Barry and Elsie Y. Cross

V. Robert Hayles
R. Roosevelt Thomas Jr.
Mary-Frances Winters
Kay Iwata
o f D i v e r s i t y
DIVERSITY PIONEER
Myrtha B.Casanova, Ph.D.

The Future Has Started
It has taken more than a century to develop the corporate

operating principles that prevail today in areas of the world with
an advanced economy and technology. Yet the key role of people
as true drivers of development has been a business strategy only
since the ’80s.
UNESCO (United Nations Educational, Scientific and Cultural

Organization) declared in the 2002 Cultural Diversity Patrimony
of Humanity that “. . . cultural diversity generates the develop-
ment of humanity.”
By Myrtha B. Casanova, Founder, European Institute for Managing Diversity
In the future, diversity inclusion management will be respon- • Diverse work force: The inclusion, not the segmentation, of
sible for corporate results. New attitudes and new tools are diverse profiles of peoples in the organization will generate
required. As Albert Einstein once said, “I cannot solve prob- creativity, innovation and efficiency.
lems with the same tools used to create them.”
• The business case: Measuring costs and benefits of diversity
policies will be a key business imperative for corporations to
• Information: A shrinking world with falling barriers is
achieve efficiency in global, diverse environments.
making it evident that the nature of the world is diverse.
• Time: Measuring people by their results and not by time
• Governance: China, India and Islamic countries are emerg-
spent at work will change the values, structure and definition
ing as new powers on principles that respond to their tradi-
of the business world as the time pattern vanishes.
tional cultures, rather than to established democratic codes.
• Changing demographics: As gender and age become critical
• Technology: The United States and Europe will share
indicators, new social transformation behaviors and legisla-
research and development with China and India, with vast
tion will emerge to leverage aging populations and the par-
pools of researchers bringing new perspectives.
ticipation of women.
• Women: The 20th century was the era of technology; the
• Alternative energies: The explosion of developing countries
21st century will be the era of the feminine.
will shift the grounds of growth to alternative energies in a
• Corporate citizenship: The economy will move to agile new global balance.
SMEs (small- and medium-sized enterprises) and micro
The 15-year scenario is people-centered. It requires a new
enterprises, spurred by micro credits granted mainly to
social contract, profound rethinking, an inclusive process of
women.
the diverse peoples that form the global community, respect
• Entrepreneurial regions: In the 19th century, companies for cultures and competence. The most challenging policy that
chose sites close to raw materials. In the 20th century, they leaders must manage in the future is diversity inclusion.
chose logistics hubs and client proximity. In the 21st century,
they must choose sites according to existing profiles of the
human resources critical to their businesses.
PDJ
DIVERSITY PIONEER
Price M. Cobbs, M.D.
Where Are We Headed?
It is a daunting task to contemplate future opportunities and offer

predictions for diversity and inclusion over the next 10 to 15 years.
Forecasting the future for a field of work in which one has been
present from the beginning is tricky. Statements intended as the
wisdom of experience may strike readers as the utterances of an
old fogey. To further complicate matters, the work performed
under the umbrella of diversity and inclusion has a conceptual
newness and, as a result, is permeated with the smell of fresh paint.
By Price M. Cobbs
I am reminded of an essay, “Reflections of an Old The emergence of an interdependent global economy

means that diversity and inclusion as concepts are much more
Hand,” that I prepared for the first symposium of the widespread. What they mean and what organizational and
Diversity Collegium held at Morehouse College in societal issues they bring forth will vary from country to coun-
1993. An excerpt follows: try and region to region. But as legitimate societal and business
goals, they will undoubtedly continue and expand.
It is a field which to some appears to have emerged almost Finally, diversity and inclusion are being linked to other
overnight . . . [and] the skills and competencies applied global issues such as environmental sustainability and ethics.
in this work are from divergent places: Organizational devel- Where this path may lead is still unsettled, but it means that
opment, training, human resources, education, psychology, diversity and inclusion are no longer passing fads, but are
law and business management are but a sampling of the entering the realm of core values.
disciplines represented.
While I once thought ideas emanating from these divergent

places would limit the growth of our field, I have come to
appreciate the strengths of synergy that derive from a variety of
disciplines and backgrounds. In the recent past, what was ini- Price M. Cobbs, M.D. is a psychiatrist,
tially a set of activities aimed at resolving contentious issues, author and management consultant.
first centering on race and then gender, has now grown into an His most recent book is a memoir,
endeavor to produce expanding management skills and
competencies. Much of this progress has occurred because the My American Life: From Rage
people developing approaches to these issues brought a variety to Entitlement.
of perspectives. Research and study on why diversity and
inclusion are necessary for the effectiveness of organizations
will continue.
PDJ
DIVERSITY PIONEER
Dr. Taylor Cox Jr.

Challenges and Opportunities
Facing Workplace Diversity as
a Field Within Organizational
Development
The challenges of macroeconomics

Diversity practitioners, perhaps to a greater extent than experts on
other organizational challenges, are impacted by the health of the
economy. The U.S. economic forecasts indicate a pending crisis in
the fiscal soundness of the U.S. government itself due to factors
such as unfunded Social Security and Medicare obligations for
almost 80 million baby boomers (now moving into their retire-
ment years) and the cost of the Iraq war (now estimated at around
$2 trillion).
By Taylor Cox Jr., CEO Taylor Cox and Associates
To respond to this challenge, diversity specialists will need to tion to new product development. For example, organizations
become increasingly multi-skilled. For example, they will need will need to shift from traditional affirmative action programs
to develop a track record of expertise on team building and toward other aspects of the equal employment opportunity
effective communication in parallel with diversity dynamics. agenda, such as social-identity-targeted employment prepara-
In addition, we continue to need more and better research, tion efforts and changing sources of supply for labor.
especially on the economics of investments in managing diver-
Finally, we will need to look more closely at the use of
sity and the relative effectiveness of various organizational
correlates of race, national origin and gender in selection, for
interventions. These steps will help by expanding our capabil-
differences such as in ways of thinking and the ability to speak
ity to have positive economic impact on organizations
multiple languages.
(through diversity-related interventions) and by raising aware-
ness of the potential for such impact. Other directions for new product development include a
move away from general awareness training and toward
training targeted to specific, diversity-related dynamics such as
New product development race and performance appraisals or social identity effects on
communications in groups. Also needed in training are more
A second major challenge facing the work on workplace
content on culture, (both organizational and identity-group
diversity within the organizational development field is that
culture), more integration of diversity content in other training
core elements of our traditional product line (e.g., building
courses, and more development and marketing of nontraining
state-of-the-art affirmative action programs and diversity train-
interventions such as management systems analysis, executive
ing) have entered the mature phase of the product life cycle.
coaching and strategic planning.
The working assumption of all who are involved with the
diversity agenda in organizations should be that the legal
framework for affirmative action will disappear within the next Taylor Cox and Associates is a research
decade. Thus, a shift in product focus is needed here.
and consulting firm founded in 1982
In addition, during the past 15 years a majority of U.S.
organizations have completed initial diversity training, and that has worked with dozens of major
many have developed internal expertise for continuing training organizations for educational
on diversity fundamentals. What is needed, therefore, is atten-
development.
PDJ
DIVERSITY PIONEERS
Barry & Elsie Cross

Understanding the
Power Dynamics
of Groups
I believe that the future challenge for diversity

firms is helping clients win the war for talent.
The task of recruiting, retaining, promoting
and developing a work force that represents
the rapidly changing demographics of
America involves more than traditional inclu-
sion programs. The best way to win the talent
By Barry Cross, President, Elsie Y. Cross Associates, Inc.
war is to move beyond the bland, politically correct the next challenge emerges—the power dynamics between
philosophy of inclusion that celebrates individual dif- these groups.
ferences and start paying attention to the different As American demographics continue to change, so too will
experiences people have based on their group member- the power dynamics shift. This phenomenon can be seen right
now in local city governments in New York, Miami, San
ships, e.g., race, ethnicity, skin color, gender, sexual
Francisco, Philadelphia, Chicago, Dallas and Los Angeles.
identity, physical ability, religion and age.
Each city has different demographics and different group hier-
archies. Some people-of-color groups have no power or are
We need to recognize that there are power dynamics attributed under-represented. When the group in power is not white,
to each group membership. We need to ask, “Who is on top tension still occurs between groups. These intergroup dynam-
and who is on the bottom of the organization chart? What ics will magnify as Hispanics (of many different ethnic groups
groups are in and which are out?” If corporate leaders can and cultures) eclipse blacks as the largest minority group.
acknowledge that these dynamics exist in American society, Understanding power dynamics between groups is a challenge
then they should also know that these dynamics spill over into for diversity firms.
their work environments.
Three other dimensions affecting organizations are religion,
Some organizations are meeting their representation and sexual identity and generational difference. The future chal-
hiring goals. However, most organizations are not tracking the lenge for diversity firms is to assist organizational leaders in
different employee experiences by group membership. Moving seeing and working with the power dynamics of these issues at
past inclusion means tracking group patterns, not just individual the group and organizational levels.
experiences within an organization. Once an organization
begins to track dynamics at the group membership level
PDJ
DIVERSITY PIONEER
Edie Fraser
Diversity 2020 Predictions
By 2020, America and the world will have changed dramatically.

In the United States, more than 12 states will have minorities as
the majority population. (Right now, there are five states.) Huge
demographic shifts prove it is going to be a “New America.” One
in every five youths will be Hispanic, or 20 percent of the youth;
and the Hispanic population will account for close to 60 million
U.S. citizens. Immigration will be the norm as the need for
service workers in particular becomes critical.
By Edie Fraser, Chair, Diversity Practice and Managing Director, Diversified Search
The tickets for president, U.S. Senate and House of • There will be talent wars prompted by a major shortage of
Representatives, and state houses will reflect diverse slates. talent.
In the Senate there will be 26 women senators, five Hispanic
• Diversity as part of the bonus plan will average 20 percent.
senators and three African-American senators. (Right now, there
are 16 women, three Hispanics and one African American.) • Work life: Half of the work force will be telecommuting and
working remotely, and work-life benefits will be universal
In February 2007, Harvard University named its first
not only for women, but also for all, as the young and old
woman president, Drew Gilpin Faust. Half of the Ivy League
want different lifestyles. Older workers will be invited to stay
universities will have women presidents by 2020.
on. Few will retire at 65.
• Board of directors’ representation will have changed. Today
• Marketplace: Women and the multicultural marketplace are
women are approximately 15.3 percent of major boards. By
the backbone of the economy. Women, minorities and
2020, women will be 25 percent of boards here and 40 per-
GLBT (gay, lesbian, bisexual and transgender) groups alone
cent in Scandinavia. Minorities will have gained a similar
hold the major purchasing power of the economy, account-
footing on boards.
ing for approximately 88 percent of all sales of products and
• Recruiting a senior level diverse executive team will be a services. Women and minorities will control 92 percent
top priority. of the purchasing power by 2020.
• We will have 30 women CEOs and 25 minority CEOs. • Globalization will be fundamental to success for all those
operating in 2020.
• Chief diversity officers will report to CEOs and boards and
make an average of $350,000 per year base.
• Chief environmental officers (sustainable development
officers) will be in evidence everywhere.
PDJ
DIVERSITY
determines
determ
mines a company’s
company’s suc
success.
ces
e s.
Eastman K Kodak
oddak CCompany’s
ompany’s ccommitment
ommitmen nt to
to div
diversity
ersity and inclusion
involves
in employees,
volves our emplo customers,
yees, cust suppliers
omers, sup ppliers and ccommunities
ommunities worldwide.
worldwide.
In our global marketplace,
marketplace, KKodak’s innovations
odak’s inno vations reflect
reflect the creativity
creativity and
diverse
rich tapestryy of our div workforce
erse w and
orkforce an culture.
nd winning cultur e.
www.kodak.com/go/careers
www.kod
dak.com/
/go/careers
© Eastman K
Kodak
odak Company,
Company, 2006
DIVERSITY PIONEERS
Lee Gardenswartz,Ph.D.,
Diversity in the Decades Ahead
Over the last quarter of a century, diversity has become a common

word in the lexicon of business and a strategic issue with bottom-
line implications. Most organizations have taken steps to create
more inclusion in the workplace and remove discriminatory
barriers. While progress has been made in increasing awareness,
knowledge and sensitivity, much still needs to be done. The
following are a few recommendations.
B y L e e G a r d e n s w a r t z , P h . D . ,
Approach diversity from a global perspective. As organizations enlist technology need to be created to overcome time and
extend operations around the world and as immigration and distance barriers. Examples include virtual team meetings via
migration bring the world to the workplace, a more global ori- teleconferencing and online training.
entation is needed. Leveraging diversity and capitalizing on its
Recognize generational differences and deal with the
potential benefits will be possible only if organizations work to
workplace implications they present. Not only does each gen-
increase awareness and knowledge about the cultural differ-
eration bring its own set of values, experiences and preferences
ences in their employee and customer bases. This calls for
to work, but each also brings its own take on diversity. How
developing an attitude and approach that our colleague Dr.
diversity looks through the lens of a “20-something” is not
Melanie Trevalon calls “cultural humility.” Tailoring diversity
necessarily the same as it looks to a “50-” or “60-something.”
and inclusion processes to take into account the different polit-
Organizations will need to be cognizant of these variations and
ical, economic, cultural and social factors at play in global
continue to use an evolving approach to defining and manag-
operations is essential.
ing diversity.
Use technology creatively to engage and connect staff.
Take a continuous improvement approach to diversity.
While much diversity training historically has depended on
No matter how much work an organization has done or
relationship development through in-person interactions,
accomplished through its diversity initiative, it begins again
innovative ways of building connections and training that
with each new employee. Training and skill development need
DIVERSITY PIONEERS
and Anita Rowe, Ph.D.
a n d A n i t a R o w e , P h . D . , G a r d e n s w a r t z & R o w e
to be continuous. Also needed is an ongoing focus on making

changes, both strategic and tactical, in systems, policies and
feedback loop uncovers new areas of exclusion and new oppor-
tunities for improvement.
Take the next step in diversity by focusing on emotional

intelligence. Dealing with differences triggers emotional
Lee Gardenswartz, Ph.D, and Anita
responses, from curiosity and excitement to frustration,
resistance and anger. Employees need help in managing Rowe, Ph.D. are partners in
these feelings. Gardenswartz & Rowe, a manage-
The field of diversity, like all of life, will continue to ment consulting firm that since 1980
evolve. The best thing a practitioner can do is to be mindful of has helped organizations build
the changes as they happen and be open and flexible in
productive, cohesive work teams,
responding to them.
develop inclusive environments and
create inter-cultural harmony and
understanding in the workplace.
PDJ
DIVERSITY PIONEER
Rafael Gonzalez
Future Possibilities of Diversity
After decades of doing corporate diversity work in the United

States and internationally, I believe there are some exciting possi-
bilities for the future. In the United States, we have an opportunity
to leverage two of our greatest strengths: our culture and our intel-
lectual flexibility.
By Rafael Gonzalez, Senior Consulting Associate, Leading Edge Associates
Diversity in the future will be full of new opportunities and ready to believe in an organization that gives them what they
familiar challenges. An immediate opportunity is the lack of want. Core competencies in creating learning environments,
skilled workers in the United States. Companies investing getting timely results, and understanding and effectively work-
strategically in communities and schools to train diverse young ing with diverse groups will be the difference-makers with cus-
people in these specialized skills will find a ready and motivated tomers and employees.
work force that lives around the corner rather than around
Finally, those organizations that are still blind to the need
the world.
for diversity in their core strategies and values will feel increas-
Innovation will continue to be a vital ingredient to a ing marketplace and legal pressure to join the 21st century.
successful business. Companies that build diverse teams that They will have to move urgently to evaluate their guiding prin-
include domestic and international talent and tap into their ciples, learn diversity best practices that may apply to their
unique perspectives will be more in touch with a global situation, and develop a strategic plan that utilizes diversity
consumer who increasingly wants personalized products and to identify and leverage the opportunities that will allow them
services. Those companies that are prepared to move quickly to capture the hearts and minds of the consumer.
and collaboratively to connect with diverse customers will have
a huge advantage. Rafael Gonzalez has applied human and
organizational transformation concepts
The absence of credible leadership has created an opportu-
nity and a challenge for leaders. The United States and the
to diversity for over 25 years. He works
world are looking for leaders who have a clear vision, leaders
with private and public sectors to
who value inclusion. Leaders need to pay more than lip service re-think inclusion as a strategic market-
to diversity. If they can find ways to incorporate our country’s place and community partnership that
strengths to leverage diversity, they will find loyal consumers would be mutually beneficial.
PDJ
DIVERSITY PIONEER
Lewis Brown Griggs
The Spiritual Dimension of Diversity
For diversity consciousness to grow beyond compliance and good

business practices, we must expand our inclusion of diverse forms
of spirituality in the workplace. We must recognize that we can
best continue to teach authentically only what we continue to
learn and experience on the ever-growing edge of our own mind,
body and spirit.
By Lewis Brown Griggs, Chairman, President and Executive Producer, Griggs Productions
My body is that of an ethnocentric, straight, white, 12th- employees continue to need greater consciousness about our
generation Anglo-American father of a girl and a boy, with an cultural differences, our individual uniqueness, our interper-
Amherst ’70 B.A. and a Stanford ’80 M.B.A., and a golden sonal relationship dynamics, our capacity to enhance rather
retriever in my white Volvo wagon. It was from a near-death than deplete the energy within ourselves and each other, and
experience 30 years ago on March 11, 1977, that my spirit was our individual opportunity to maximize our personal, inter-
called to develop cross-cultural diversity consciousness within personal and organizational effectiveness.
my mind. I became able to share with others various ways we
The most profound challenge facing us all now is not just
might, each in our own self-interest, move beyond compliance,
to tolerate kindly the inclusion of various diverse religions, but
fairness and equity by fully expressing our own and valuing
to recognize that deep spirituality is at the core of every
each other’s uniquely diverse personal, interpersonal and
religion and faith. Spirit is the one thing we have most in
organizational potential.
common at the center of the vast diversity in our mind and our
The most passionate and effective interpersonal training body, which, when fully expressed, will best help us all
requires more time and money than most organizations can maximize our human potential.
afford. The future, therefore, calls for more diversity training
videos, guides and e-learning tools to reach all employees at the
least expense. Working from the outside in, managers and
PDJ
DIVERSITY PIONEER
Steve Hanamura
Engaging in the Diversity

Conversation: A Forecast
for the Future
As we look to the future of diversity, it is important to understand

its evolutionary process. What began out of compliance became
an issue of ethics and good business practices. Today many organ-
izations have their own diversity initiatives. Following are my
thoughts on critical issues we will need to address in the future.
By Steve Hanamura, President, Hanamura Consulting Inc.
In 10 to 15 years we will be managed and led by Generations In order to effectively recruit and retain minorities, organ-
X and Y. These groups believe in work-life balance and high izations will need to become more involved with the local
tech. They value significance more than success. Will they be communities. Effective mentoring and coaching may make it
able to manage and lead us with the values they ascribe to possible to develop and grow hometown talent for business
today? If these leaders of the future hold true to their values, success.
we may be able to work in a much more collaborative setting
I hope one day to attend a diversity conference where peo-
than we do at the present time.
ple with disabilities are a part of the mix. Currently people
Currently we are operating globally, but we are thinking with disabilities meet separately and are not a part of the
domestically. The notion of patriotism in America, though national diversity movement.
very important, has sometimes gotten in the way of our ability
Finally, I believe that the biggest challenge will be the issue
to respect and honor those from other countries. We often are
of class. The gap between the “haves” and the “have nots” is
perceived and experienced as arrogant. We need to become
widening, leading to a greater sense of hopelessness. And when
more competent in the culture and language of our global
people feel hopeless they resort to violence. This is a sad
partners.
commentary, but we don’t seem to grasp the concept of a level
We will need to become more unified within our own playing field. So, even as we are seeing now, the violence in our
industry. The field of education has its own diversity experts, as community and in our world will only increase.
does the corporate world. The two groups need to come
As diversity practitioners, we have a tremendous amount of
together for effective dialogue. We also will need to integrate
work in front of us. The goal beyond diversity is to create an
diversity as a social justice conversation with diversity as
inclusive environment to allow people to bring all of who they
a globalization construct and align ourselves with the work
are to the marketplace.
that is being performed as a result of the Declaration of
Human Rights.
PDJ
DIVERSITY PIONEER
V. Robert Hayles, Ph.D.
Application of Diversity and

Inclusion Knowledge
In the world of scientific knowledge, theories that have been vali-

dated typically get applied 15 to 25 years later. This is also true for
knowledge about diversity and inclusion. The science of this work
is now at least 15 years old and more than ready for application.
By V. Robert Hayles, Ph.D., Diversity Consultant
As practitioners and users of such services get smarter, they will edge about other differences, a greater variety of mixtures
use and demand state-of-the-art implementation. What do we and a broader range of tasks.
know now about diversity and inclusion that we have known 4. How organizations change and develop: Research-based
for at least 15 years? change models are abundant. Change and development
models specific to diversity and inclusion have been used
1. How individuals grow and change: From research in psy- and tested for more than 15 years. Normative paths—from
chology (clinical, social, neuro, experimental, learning and exclusive homogeneous organizations to inclusive, diverse,
memory, developmental, etc.) we now know what kinds of high-performing organizations—are fairly well-defined.
interventions stimulate knowledge, behavior and attitude
5. Measurement: Validated measurement technologies (includ-
change. We even understand how this knowledge applies to
ing software-based tools) have been available for diversity
a small set of specific prejudices, biases, isms and phobias.
and inclusion for at least a decade. Some tools have been
2. What impacts group and team performance: From research around for more than 15 years.
in social psychology, organizational behavior, management
science and leadership, we have an understanding of actions The need for high-impact, cost-effective diversity and
and circumstances that facilitate or detract from high inclusion services is strong today. During the next 10 to 15
performance in diverse groups. years, practitioners must apply the current state-of-the-art
knowledge and fine-tune it in partnership with researchers
3. Which differences matter: We know how some differences
and scholars.
and diversity mixtures affect performance on specific types
of tasks. We know a lot about age, culture, disabilities,
gender, intelligence, job function, personality, political
pluralism, race and sexual orientation. We need more knowl-
PDJ
DIVERSITY PIONEER
Dr. Jeffrey P. Howard
T h e N e x t 1 5 , 0 0 0 Ye a r s o f D i v e r s i t y
and Inclusion
The diversity and inclusion movement is a creature of the

American problem-solving impulse as it relates to the difficulties
caused by ill-tempered human reactions to differences. The differ-
ences, and the negative reactions to them, are ubiquitous and will
last as long as there are human groups to find ways to distinguish
themselves from other human groups.
By Dr. Jeff Howard, Founder, J. Howard and Associates, CEO, JPH Learning
Defining ourselves relative to others is what human groups do value of operating in peace and harmony. (“Can’t we all just get
—often quite inventively. If it’s not race, it’s gender. If not along?”) And we discover that, with our help, folks can focus
gender, religion. Or sects within religions. Or language. Or on the positive and behave rationally, at least for a while.
accent. Or national origin. Or political orientation. Or sexual
But humans will always revert to human nature. They will
orientation. Or anything else that can be used to distinguish
fail to tolerate. They will discriminate, brutalize and worse.
“us” from “them.” With humans, there is always something.
When they grow tired of the mayhem or experience an attack
Fixated as we are on the differences between us, humans can
of rationality, they will turn to us. There will always be a diver-
be counted on to continuously generate issues, problems, crises
sity and inclusion business.
and wars. (Name a war that wasn’t, at base, “us” fighting
“them” over something they did to us; or because they took
something of value from us; or simply had something of value
Dr. Jeff Howard is the founder and
that rightfully belonged to us.) We are tremendously adept at
long-time CEO of J. Howard and
creating and righteously justifying these issues and conflicts,
Associates, a corporate training and
and we will continue to do so into the indefinite future. consulting firm that became part of
So here’s the good news for the field: There will always be the Novations Group, Inc. He is now
a need for practitioners of the arts of diversity and inclusion. CEO of JPH Learning and works as a
In the short term, we really do help by diverting energies away consultant to corporate executives
from the primitive impulses of “us” versus “them” and toward and senior managers of Fortune 1000
the rational faculties. We help folks focus attention on the real companies.
PDJ
DIVERSITY PIONEER
Dr. Edward E. Hubbard
Comments on the Future

of Diversity
Predictions: The future of diversity and inclusion work is laced

with an abundance of opportunity if we are bold enough to seize
it. Some organizations and diversity practitioners are beginning to
really understand that diversity and inclusion must be strategically
linked to the bottom line and measured in financial and nonfi-
nancial terms.
By Dr. Edward Hubbard, Hubbard & Hubbard, Inc.
The successful organizations will use automated technologies behind these kinds of activities, it will dawn on some executive
linked to their business systems to strategically utilize diversity to say, “We’ve spent ‘X’ amount of dollars on this process
and inclusion techniques to make measurable differences called diversity. What has it yielded? What’s the ROI? Do we
in organizational performance. The specific savings will be really need this? Where’s credible evidence that this stuff makes
documented in diversity return on investment (DROI®) case a performance difference in our business?”
studies. They will put to rest claims that there is little
I feel diversity practitioners in the future must be driven to
documented evidence that diversity and inclusion can either
succeed in showing DROI®. Many of them may be doing
be measured or make a critical difference.
superb work, but without the appropriate measurement tools
In the future, there will be competency standards for and solid diversity metrics in place they will be doomed to fail.
managers, diversity practitioners and consultants that help If you can’t communicate what you’re doing in diversity in
organizations get the best possible support for their diversity financial and other performance terms, you stand a good
change processes and that weed out those who are not chance of being cut out of the budget. It might not be because
prepared to deliver proven, diversity-enhanced performance you weren’t doing your job. It might be because you just
solutions. In the future, I see diversity and inclusion evolving couldn’t prove it in terms that made business sense. It puts you
as a well-regarded, credible discipline with solid, data-rich in a vulnerable place. The real payoff for us as diversity practi-
theory and fully applied sciences to support its value. tioners should be, in part, seeing an organization grow and
really demonstrate the true, measurable value of utilizing
Recommendations: When I started this work more than 25
diverse human capital assets and processes for strategic busi-
years ago, businesses saw diversity as the right thing to do.
ness performance.
Many looked at me as if I had two heads because I said we
needed to measure diversity. But at some point, when we train
thousands of employees on diversity and start to put a budget DROI® is a registered trademark of Hubbard & Hubbard, Inc.
PDJ
DIVERSITY PIONEER
Kay Iwata
Facing Forward: Three Critical

Opportunities
Facing forward, diversity professionals need to move on three

critical opportunities: standardization of the field, global diversity
and Gen Y/millennial relevance.
By Kay Iwata, President, K. Iwata Associates Inc.
1. Standardization of the field: As a profession, the field of Recommendations

diversity is ill-defined at best. There is no agreement upon
basic constructs such as a common language to describe our Standardization of the field and global diversity: We can
work (i.e., the definitions of diversity, inclusion, diversity address the first two opportunities and leverage our resources
management, etc.); validity-checked models and processes; by positioning these as a global endeavor. In other words, we
standards and certification requirements for diversity profes- make the focus worldwide, with the United States being one
sionals; and standard, measurable outcomes. If we, as diver- member of the global community, rather than starting with the
sity professionals, both internal and external, don’t seize the United States and dealing with the rest of the world as an after-
opportunity to fill the void, it will be filled for us. thought. The first step in making this a reality is to convene a
body to organize a broad, well-balanced and credible group of
2. Global diversity: As we struggle for greater clarity on the thought leaders charged with establishing language, processes
domestic front in terms of the nature of our work, the chal- and standards for global diversity.
lenge is even greater for global diversity. In some cultures
there is no word for “diversity.” What are the issues? What Gen Y or millennial relevance: This opportunity requires a
does an effective global diversity strategy look like in other three-pronged approach. First is controlling tendencies to
parts of the world? How do we maintain consistency automatically impose historical diversity paradigms on this
while respecting and including the norms of the local generation while dealing with issues that continue to be rele-
cultural context? vant today. Second is to find out and incorporate what is
meaningful from their diversity perspective. Third is to attract
3. Gen Y or millennial relevance: For many diversity practi- talented young people from this group into the field to help
tioners, stereotypes, prejudices and biases have been funda- shape diversity in the new millennium.
mental in developing diversity awareness and sensitivity,
especially across racial lines. In two recent polls conducted Time is of the essence and the stakes are high. The window
with Gen Ys (ages 18-27, and 76 million strong), 95 percent for these opportunities may be closing as we speak.
said they had friends across racial and ethnic lines, and 60
percent said they dated across racial and ethnic lines. They
don’t deny that racial injustices occur. How do we need
to adjust our approach to make diversity relevant to this
generation?
PDJ
DIVERSITY PIONEER
Bailey W. Jackson
Social Identity and Inclusion:

To w a r d a H e a l t h y S o c i a l S y s t e m
In 10 to 15 years, it is likely that our social identities (race, ethnicity,

gender, sexual orientation, religion, class, age, and physical and
developmental ability) will be as salient for each individual and to
the various structures in our society as they are today.
By Bailey W. Jackson
Individuals, families, communities, states and nations still will and inclusive society. It is also at this point that we will realize
draw upon the unique social and cultural attributes embedded that, to achieve the vision of a free, open, diverse and inclusive
in these social identities to shape their self-concept, self-esteem society, we must be able to maintain social justice. The chal-
and way of acting in the world. Organizations’ missions, lenge, therefore, will be to define and embrace more fully a
values and operating structures also will continue to be influ- vision of social justice for individuals, social groups and
enced by the social identities of those who own them, run nations.
them, work in them and who are served by them. And finally,
Once social justice is fully affirmed, conditions will be right
the leaders of our nations, their governing bodies and the
for realizing a proactive vision of social and cultural identity-
citizenry of our nation-states also will continue to be influ-
based inclusion that will foster an inclusive society and an
enced by the salient social identities of the time.
inclusive social system in which all individuals, groups and
Hopefully, within the near future, we will have moved from social institutions are not only respected, but also valued and
our current position of trying to establish social justice for appreciated for their contributions to a healthy society.
members of all social identity groups to making significant
headway toward creating and maintaining societies where
social justice is present, and much of our energy is devoted to Bailey W. Jackson has done pioneering
maintenance. Continued vigilance in identifying new and work in multicultural organizational
newly morphed manifestations of social injustice, a.k.a. social development, black identity develop-
oppression, will be essential as we build both self-renewing ment and social justice education.
diagnostic systems for identifying manifestations of social
oppression and an automatic response that ensures their
His work has served as a foundation
elimination. for justice and diversity development in
At this point it should be clear that we must move toward
public and private organizations, and
the realization, appreciation, and benefits of a diverse, open K-16 schools and campuses.
PDJ
Creativity means taking
a chance. And that’s
the only way to grow.
I’m interested in a lot of different things. At Hallmark—
working in several different departments—
I’ve had the chance to explore all those interests.
With every job, I came in as a beginner and grew to be an expert.
Within one opportunity, there is always another.

As a creative person, advancing in my career gives me even more
freedom to express myself. I use my mind in ways I never imagined.
That’s what lets me say I love where I am and I love what I do.
rachel britt—production art supervisor
l i v e y o u r pa s s i o n . l o v e y o u r w o r k .
for i n for mat i on on h al l mar k care er opp ortuni t i es, v i si t www.hal lm ar k.com /care ers.
© 20 07 ha l lm ar k li censi ng , i nc .
DIVERSITY PIONEERS
Judith H. Katz
Inclusion 3.5: Our View of the Future
Through our work over the past 30 years, we have seen several
shifts in the approach to diversity and inclusion. During the 1970s
and ’80s, the work was focused on compliance—the new Equal
Employment Opportunity and Affirmative Action laws.
B y J u d i t h H . K a t z a n d F r e d e r i c k A . M i l l e r,
In the ’90s, developing a solid business case for the benefits of most tasks will be accomplished. This will require global cul-
a diverse workplace became critical. Now, as we enter the 21st tural competencies and inclusive behaviors that far exceed
century, most organizations no longer are debating the need today’s best practices. Emerging technologies are creating the
for a high-performing, diverse work force. ability to connect and collaborate anywhere at anytime at
unprecedented levels. Think Flickr™, Second Life®,
Young people today expect organizations to have policies,
InnoCentive® and YouTube™, just a few of the community
practices and supports for people of all backgrounds—not just
platforms and collaborative environments changing how and
their particular group. If an organization wants to be success-
with whom we work.
ful, respected and attract the best talent, it must take the
necessary actions to achieve the results that come from having Companies that want to be successful 21st-century organ-
global cultural competency. izations will need to act in the next 18 to 24 months to create
highly inclusive work environments. Organizations will need
Organizations are being pushed to think differently about
to be nimble and fluid, creating networks rather than
employees and how they work. This is requiring a major shift
hierarchies, moving from command and control to
from the structures, policies and practices of the Industrial
leveraging knowledge.
Revolution, when workers were merely “hands” and “feet.”
Now, creating community within the organization, connect- Inclusion is the Big Idea for the 21st century. Just as the
ing, collaborating and bringing your brain to work are how Internet has evolved into what is now referred to as Web 2.0,
DIVERSITY PIONEERS
and Frederick A. Miller
The Kaleel Jamison Consulting Group Inc.
Inclusion 3.5 is upon us—differences of perspective, back-

ground and experience that are fundamental to an organiza-
tion’s operational success. As one client recently said,
“Inclusion changes everything—how we make decisions and
problem-solve, what questions we ask, who is at the table and
For a Posthumous
how we function.”
dedication
Inclusion is a sense of belonging that occurs when people
to Kaleel Jamison,
in the organization feel respected, valued and seen for who
see page 78.
they are. It occurs when there is a level of supportive energy
and commitment from leaders, colleagues and others, so that
people—individually and collectively—can do their best work.
Inclusion is one of the key tools to creating organizations

that are truly global, seamless and highly productive. With this
landscape ahead and the realities of our global village, inclu-
sion will be the mindset and skill set for success.
PDJ
DIVERSITY PIONEER
Francie Kendall, Ph.D.
Changing the Landscape

of Diversity at Its Roots
For 35 years, my work has focused on racial justice, particularly in

relation to organizational change and white privilege. In that time,
I have worked with corporations as they implemented diversity
training to address employees’ race and sex biases.
By Francie Kendall
As a consultant, I have been part of diversity initiatives in aca- regularly examine and address the biases that are built into the
demic institutions where goals have included increasing the organizational culture and into its policies and practices.
recruitment and retention of faculty and students of color Determination to make change at all levels is essential to build
an institution in which everyone has an equitable opportunity
While there have been varying degrees of success, American
to be successful.
organizations—corporate and academic—remain, for all
intents and purposes, places in which white men are far more Finally, those of us who are white—men and women—
likely to be successful than anyone else. This is not necessarily must work in authentic partnership with people of color to
because they are the most talented, but because they belong to provide leadership in creating genuinely diverse and inclusive
a group that receives unearned and disproportionate access to organizations. We must be clear that we invest our energy
power, resources and ability to influence. More than any other because it is in our best interest to do so. Otherwise, nothing
time in history, we cannot afford to continue doing what we will change. Our challenges for the near future are enormous.
have always done. Our responses must be bold and courageous.
During the next 10 to 15 years, root changes must be made
Frances E. Kendall, Ph.D., began
in the landscape of our corporate and academic worlds:
working actively on white privilege
fundamental changes that require basic shifts in the mind-set
of the institutions. For example, rather than bringing in and social justice in 1965. That
people of color to change the organization’s complexion and became her passion and the career
then expecting them to act like “honorary” white people, path she has followed for the past 40
institutions must create environments in which all people are years. Her books include Diversity in
valued because of, not in spite of, who they are in terms of the Classroom and Understanding
their race, gender, sexual orientation, ability, religion and White Privilege.
socioeconomic class. This change requires a commitment to
PDJ
DIVERSITY PIONEER
Marilyn Loden
Diversity and the Future
As I ponder the future of diversity, I believe we’ve reached a major

fork in the road. Depending on decisions made now, diversity’s
impact is likely to range from incidental to transformative. This is
because its long-term potential is directly linked to alignment with
underlying institutional values.
By Marilyn Loden, Founder, Loden Associates, Inc.
When diversity is an outward expression of an organization’s corporate policy. Employees at every level would be treated
commitment to employees, communities, the environment with dignity and respect. Differences in wages between execu-
and global society, it can be transformational. When it does tives and workers would remain reasonable. These organiza-
not reflect an organization’s core values, diversity is likely to tions would demonstrate concern for employees by providing
produce little meaningful change. As such, I see a future in living wages, safe working conditions and merit-based
which organizations will line up along a continuum. Each advancement. They would show commitment to communities
one’s placement will represent the degree to which diversity by encouraging volunteerism and renewal projects and by
reflects its core institutional beliefs about employees, commu- dealing with neighbors in an open, honest and collaborative
nities and global society. manner. Finally, their global business practices would reflect
a fundamental commitment to social justice and environ-
At one end will be organizations where diversity is a kind
mental stewardship.
of window dressing and its primary value cosmetic. In such
cases, “how we look” will be the principal measure of progress, While the task of moving organizations up this continuum
rather than “how we operate.” Within this group, I would will be daunting, it is the critical work that lies before us. For
expect to find organizations that “talk the talk” of diversity in those comfortable with cosmetic change, this task may appear
advertising campaigns but refuse to pay a living wage to all too risky. For those committed to fulfilling the promise of
employees or provide health care benefits at a reasonable cost. diversity, it is the essential work that must be done now.
Somewhere in the middle will be institutions where diversity
and core values do not align. These would be global businesses Marilyn Loden is the author of award-
that proclaim, “Diversity is the right thing to do,” as they deny winning books on diversity manage-
responsibility for environmental stewardship or for ending ment, with over 20 years of research
unfair labor practices. In each case, we see diversity being little and consulting experience working
more than a thin smoke screen used to deflect attention from with clients in the Fortune 500, federal
greed-driven and unethical core business practices.
and state governments, higher
At the opposite end of the continuum, I expect to see organ- education and law.
izations where diversity is a key element of socially responsible PDJ
DIVERSITY PIONEER
Juan T. Lopez
The Unfolding Diversity Journey
Over the next 10 years, I believe these five areas will consume our
thinking: talent recruitment/retention, diversity competency,
health and wellness, sustainability and globalization.
Leading companies are reorienting their business strategies to
address these areas. In doing so, internal diversity thought leaders
or steering committees are tapped to help shape direction and
approach. For example, in the retention area, racial, ethnic and
other primary groups will provide candid feedback on exclusive
organizational practices. This information will be used to develop
performance metrics that hold individuals and organizations
accountable for using diverse talent.
By Juan T. Lopez, President, Amistad Associates
The focus on diversity is entering a new phase characterized by Organizations will be scrutinized on how their products
inquiry and study. More time will be devoted to research, sym- impact the health and wellness of the community. Particular
posia and application. New insights and knowledge will be focus will be on communities of color. PepsiCo is an example
used by organizations to improve their diversity performance. of a company that is committed to creating healthy products
The benefits of leveraging diversity will continue to grow in and educating consumers on nutrition and diet.
acceptance across many disciplines. Furthermore, a decrease in
Environment and sustainability issues are important to
the derision and political scrutiny of diversity will lead to more
many consumers. The Home Depot and Wal-Mart are mov-
academic acceptance of diversity as a legitimate field of study.
ing toward demanding smarter environmental practices from
Doing business in other countries will require diversity com- their vendors as a condition of doing business. We will see
petency. U.S. companies will not get a pass. There’s an expec- more organizations making these demands as corporate social
tation that North Americans will demonstrate fluid responsibility is expected from the consumer base. It’s no sur-
cultural competency toward people from different nations, prise that these companies also have good diversity programs.
including sensitivity to political and religious mores. Business
Talented people will have more options for where to work.
leaders from different countries will bring their international
Future leaders will choose wisely, based on actions, not words.
experience and best practices to corporate headquarters, forc-
ing changes in diversity strategies. Juan T. Lopez is co-authoring a book on
High-performance teams will be linked across multiple func- Latino leadership based on 20-plus
tions and different locations. To excel, individuals will be years of conducting LLEAD seminars
expected to manage diversity, and organizations will continue
to raise the bar on what is expected. Middle managers will be
(Latino Leadership Education and
a focus in terms of their ability to drive diversity initiatives, Development Program). He also is a
develop talent and change deep-rooted organizational beliefs, co-founder of Diversity 2000, now
values and practices that undermine diversity competency. entering its 14th year as a learning
This will be a priority because retention is influenced by the community.
employee-manager relationship.
PDJ
7Xekj C<>7
I]Z Bjai^XjaijgVa ;ddYhZgk^XZ =dheîVaîn 6aa^VcXZ B;=6 ^h V cdc"egdÒi dg\VcôVi^dc
[dXjh^c\ dc Y^kZghîn VcY ^cXajh^dc ^hhjZh ^c i]Z [ddYhZgk^XZ VcY ]dheîVaîn ^cYjhig^Zh#
I]Z B;=6 YZkZadeh VcY Y^hig^WjiZh egdYjXih! gZhZVgX]! VcY hZb^cVgh id hjeedgi
ldg`[dgXZ! XjhidbZg! VcY hjeea^Zg Y^kZghîn ^c i]Z ^cYjhign#
I]Z B;=6 VcY I]Z :aa^di AZVYZgh]ê >chiîjiZ ]VkZ eVgicZgh]ê id d[[Zg
i]Z 9^kZghîn >cXajh^dc BZcidg ldg`h]de#
7Xekj J^[ ;bb_ej B[WZ[hi^_f

?dij_jkj[0 :[l[bef_d] j^[ D[nj
=[d[hWj_ed e\ B[WZ[hi
I]Z :aa^di AZVYZgh]ê >chiîjiZ ^h V cdi"[dg"egdÒi
dg\VcôVi^dc YZY^XViZY id i]Z YZkZadebZci VcY
VYkVcXZbZci d[ ]^\]"eZg[dgb^c\ \ZcZgVa bVcV\Zgh!
bjai^"jcî bVcV\Zgh VcY hZc^dg XdgedgViZ ZmZXji^kZh!
VXgdhh Vaa hZ\bZcih d[ [ddYhZgk^XZ# I]gdj\] \gdjcY"
WgZV`^c\ gZhZVgX] XdcYjXiZY ZmXajh^kZan lî]^c
[ddYhZgk^XZ VcY ]dheîVaîn! i]Z >chiîjiZ ]Vh XgZViZY
:_l[hi_jo ?dYbki_ed C[djeh
i]Z Òghi XdbeaZiZ WajZeg^ci [dg ZmZXji^kZ aZVYZgh]ê I]^h Xgî^XVa Y^bZch^dc! dcZ d[ I]Z :aa^di AZVYZgh]ê
YZkZadebZci lî]^c i]Z ^cYjhign# I]Z '& :_c[di_edi >chiîjiZÉh '& :_c[di_edi e\ ;n[Ykj_l[ B[WZ[hi^_f
e\ ;n[Ykj_l[ B[WZ[hi^_f XdcXZcigViZ dc i]Z Xgî^XVa KVajZh i]Z Y^kZghîn d[ di]Zgh VcY hZZ`h id [dhiZg
VgZVh d[ eZg[dgbVcXZ cZXZhhVgn [dg hjXXZhh[ja ZmZXji^kZ Vc ^cXajh^kZ ldg` Zck^gdcbZci0
aZVYZgh]ê# I]^h cZl VeegdVX] \dZh WZndcY h`âah" GZXd\côZh i]Z kVajZ d[ Y^kZghZ WVX`\gdjcYh! h`âah
WVhZY igV^c^c\ VcY VhhZhhbZci id [dXjh dc ÆaZVYZgh]êÇ VcY ^YZVh id [dhiZg ^ccdkVi^dc0
YZkZadebZci# Dca^cZ aZVYZgh]ê YZkZadebZci VhhZhhbZcih!
EgdbdiZh XgZVi^kZ i]^c`^c\ VcY hZZ`h de^c^dch d[
^cY^k^YjVaôZY iddah VcY i]Z A:69/ JWa_d] =h[Wj F[efb[
di]Zgh lî]dji eaVn^c\ [VkdgîZh0
je =h[Wjd[ii ldg`h]deh! d[[ZgZY ^c Wdi] ejWa^X VcY
XdgedgViZ kZcjZh! VgZ YZh^\cZY id ^cXgZVhZ egdÒX^ZcXn JcYZghiVcYh i]Z cZZY id VaadXViZ i^bZ! ZcZg\n!
^c Vaa d[ i]Z '& :_c[di_edi e\ ;n[Ykj_l[ B[WZ[hi^_f# VcY ÒcVcX^Va gZhdjgXZh id XgZViZ V XjaijgZ d[ Y^kZghîn
VcY ^cXajh^dc0
Id aZVgc bdgZ VWdji I]Z :aa^di AZVYZgh]ê >chiîjiZ!
k^hî/ lll#Zaa^diaZVYZgh]ê^chiîjiZ#dg\# 6Xi^kZan hZZ`h dji Y^kZghZ iVaZci id Xdci^cjdjhan WgdVYZc
VcY \gdl i]Z iZVb! i]ZgZWn higZc\i]Zc^c\ i]Z Wjh^cZhh0
Id aZVgc bdgZ VWdji 9^kZghîn >cXajh^dc
BZcidg ldg`h]de! k^hî/ lll# b[]V#cZi EgdVXi^kZan ldg`h id YZkZade i]Z^g dlc XjaijgVa
XdbeZiZcX^Zh VcY jcYZghiVcY^c\ d[ ZbZg\^c\
Y^kZghZ \gdjeh#
DIVERSITY PIONEER
Myrna Marofsky
Keeping Domestic Diversity Alive

in a Global Marketplace
Have you noticed the globes and world maps popping up in our
offices, touting the foreign countries we visit and our new cultural
competency? These are signs of what’s coming fast.
By Myrna Marofsky, former President, ProGroup, Inc.
While offices of global diversity have been around for years, The responsibility of diversity professionals in the years
the emphasis of these offices is increasingly on the global piece ahead is to keep both conversations going. We need to pro-
rather than the domestic. Diversity leaders who once enjoyed mote understanding of the global arena and at the same time
having a platform to raise workplace issues near and dear to keep the realities of domestic diversity alive and visible.
them—such as race, gender and sexual orientation—now will
We may see a shift in terminology, but whether it’s “inclu-
be faced with becoming experts in an often unknown territory.
sion,” “intercultural,” or “intergalactic,” the human element
Frankly, global has become sexier.
remains the same. Our work should always be about creating
Watch how easily global initiatives will be funded. You opportunities for people to do their best in an environment
won’t have to prove the business case because countries such as that respects them, no matter where in the world that may be.
China are doing it for us. And the events related to the Iraq
war have forced executives and managers to face their lack of
global awareness, so they are open to getting help. Myrna Marofsky is the former president
Race, gender, sexual orientation, religion and the many
dimensions of diversity that we have worked so hard to address
of ProGroup, Inc. Growing up in the
over the past 20 years still will be there, but out of the lime- ’60s, Myrna developed sensitivities to
light. Think about how much more impressive it will be to talk
about a successful diversity training program in Singapore than
issues of social justice that she turned
to talk about one in Cleveland where a manager learns how to into “real” work when she joined
create a respectful workplace for her black and Latino employ-
ees. For those who never wanted to talk about domestic diver-
Karen Stinson and built ProGroup®, Inc.
sity, the shift in focus will be a relief. They might even get that in 1986. Her contributions include
checklist they’ve been asking for; only now it will be about how
to interact with people in other countries.
instructional designs and innovative
products.
PDJ
DIVERSITY PIONEER
Julie O’Mara
Building on the ‘90s Foundation
Over the last several months, I’ve been going through 35 years’
worth of files to move my home and office. It caused me to reflect
on the progress of the diversity and inclusion field, the work itself
and what I will concentrate on for the next 10 years.
Julie O’Mara, President, O’Mara and Associates
Most good diversity work today is much like the work we did ethnic, class and gender differences, as well as religious
in the 1990s. Back then, we knew that effective diversity work beliefs and other deeply held convictions.
was about more than human resource practices and
• Forge strong alliances between the branches of our field—
compliance. We knew that it was important to design and sell
diversity/inclusion, cross-cultural communication, multi-
products for all customers, and that change-management or
culturalism, social justice and diversity management.
systems-intervention approaches were more effective than
initiating training programs, even if the programs were out- • Show more respect for the work done in different sectors.
standing. We knew that it was important to have a substantial For example, those working in the corporate arena think
business case, that the authentic involvement of leaders was they can’t learn from those working in government, and
crucial, that relevant ROI measurement sustained continuing vice versa. But good work is often transferable from sector
change, and that training was key, but not the only solution. to sector.
To move the field forward, we as diversity professionals • Think and act globally. It’s catchy to say, “Think global and
need to: act local.” However, there are times when we need to both
think and act globally, because diversity and inclusion work
• Get better at what we did in the 1990s. Continuous
is almost always impacted by world events.
improvement that builds on the fine work of the ’90s will be
an important step forward.
Julie O’Mara is a consultant and author,
• Take the time to share our best practices with one another. currently working on Diversity Best
Many organizations and consultants see the work they do as
a competitive advantage, but we need to be more willing to Practices Around the World,
share for the greater good of the world. due out in 2009. She is co-author with
• Show more leadership in the political arena—as individuals Alan Richter of the recently published
and as corporations—by pushing heads of state, insurgents Global Diversity and Inclusion
and others with influence to end conflicts that stem from Benchmarks, a free online tool.
PDJ
DIVERSITY PIONEER
Patricia Pope
The Future of Diversity
and Inclusion
Wouldn’t it be great if diversity experts had a crystal ball to foresee

what organizational strategies, if embraced, would promote the
active inclusion of all talented people, regardless of their back-
ground? Based on my experiences over the last 30+ years, I
believe our future opportunities lie in the following areas.
Integration is key. Diversity has been a separate silo, with the
focus primarily on training, which I’ve called the “spray and
pray” approach. Spray everyone with training. Pray that it does
some good. By definition, diversity refers to all human and
organizational differences. It’s inherent in everything an
organization does.
By Patricia Pope, CEO, Pope & Associates, Inc.
Technology is key. Organizations have to do more with less. Inclusion is key and the outcome of doing the right work,
The days of conducting two-day diversity sessions are history. with the right people, in the right sequence. If we don’t
We must leverage new technologies to provide the learning proactively seek to include, we unintentionally exclude.
that previously occurred in classrooms. Representation is not necessarily indicative of success. Those
who rise to senior levels often have to conform too much to get
Safety is key. Initially, some diversity training was perceived
the corner office. Despite the awards companies may receive
as too confrontational. Then the pendulum swung too far in
for their “good numbers,” without true culture change they
the opposite direction. Many programs became entertaining
lose the opportunity to leverage these differences.
and fun, and no one felt uncomfortable. The challenge is to
create a safe environment, along with substantive content, to Our opportunity lies in our willingness to ask the diversity
produce real learning and behavior change. question on an individual, organizational and societal level.
Were “differences” a factor in this situation? If not, we move
Culture is key. Training alone is insufficient to create
on. If so, we assess how they contributed to the outcome. But
culture change. No matter how good the training is, if the
we have to ask. Our tendency to avoid exploring the impact of
organization doesn’t put mechanisms in place to sustain the
differences is our biggest obstacle and our most significant
learning, participants quickly normalize.
opportunity in the years ahead.
Globalization is key. Many corporations are international in
some way, so the “U.S.-centric” approach to diversity fails to work.
Valuing differences more than conformance is key. Most Patricia C. Pope is also co-founder of
organizations operate somewhere between tolerating differ- Myca-Pope, Inc. which leverages new
ences and managing differences. Valuing differences requires
culture change. That’s far more challenging than organizing a
technologies and Pope’s extensive
“Black History Month” event. The paradox of diversity is that intellectual property to create award-
differences won’t be truly valued until they are experienced as winning e-learning/web-based training.
adding value. Yet, it is very difficult to add value when one
doesn’t feel valued.
PDJ
DIVERSITY PIONEER
Margaret Regan
Diversity 2017: What Does

the Future Hold?
As a futurist and member of the World Future Society, I have

spent the last 20 years researching and preparing clients for the
future workplace, work force and marketplace. As I look at the
predictions for diversity and inclusion over the next 10 years, I
think our opportunities are in three directions—diving deeper,
moving forward and upward, and expanding sideways.
By Margaret Regan, President and CEO, The FutureWork Institute, Inc.®
We will need to go deeper into the traditional issues of race And finally, we need to move forward and upward into the
and gender. We cannot move to true inclusion without aggres- future by addressing issues that arise as science and technology
sively addressing the racism and sexism that still permeate the give us the ability to change skin color and enhance ourselves
halls of corporate America, entertainment, government and through genetic determination or the implantation of brain
other institutions. The recent incidents with Imus, Michael chips. We will need to plan for a generation that will have 10
Richards and U.S. Senator Biden, as well as the backlash of careers in a lifetime. We will move to the next era of retirement
Katrina, 9/11 and the Virginia Tech massacre, sound the alarm —rewiring or “rehirement”—as 50 becomes the new 30.
to deepen our work, break the silence and push our clients to
As managers witness the death of distance and pervasive
make real progress on the traditional issues.
computing becomes the new reality, we will need to manage a
Expanding our horizons sideways will immerse us in newer work force that is virtual and flexible. We will see a dramatic
issues such as managing religious diversity and generational redistribution of the global demographic picture as the popu-
issues in the workplace. In the marketplace and the workplace, lation in the developed world declines and retires, and China
the emerging majority and cross-cultural issues will provide and India vie for political and economic dominance on the
opportunities that many of our organizations are not prepared world stage. Finally, diversity practitioners will come to see
to meet. The acceptance of GLBT (gay, lesbian, bisexual and that the future is not some place where we are going, but one
transgender) employees will continue as societal responses we are creating. The paths to it are not found, but made; and
shift. Emerging technologies will enable people with disabili- the activity of making them will change both us as the makers
ties to contribute more fully. Our job will be to open the and our destination on the journey to inclusion. Are we ready?
doors, minds and systems of the organizations we serve, so that
they embrace these diverse employees and customers.
PDJ
“OUR GREATEST ASSET IS OUR
DIVERSITY. TOGETHER, WE DRIVE
INNOVATION.”
Earl Exum, Director, Global Repair Services
At Pratt & Whitney, you’ll find diversity at the core of who we are
and what we offer. With so many different talents and perspectives,
we continue to find a better way. From design to manufacturing to
service, from commercial flight to space exploration, we help our
customers grow and prosper. Working together, we all succeed.
The Eagle is everywhere.
www.pw.utc.com
DIVERSITY PIONEER
Alan Richter, Ph.D.
Here’s an equation that may explain the future of diversity in the

21st century: (RC)2 = FoD (Future of Diversity).*
By Alan Richter, President, QED Consulting
The first “R” equals the rate of change. There’s little doubt that pioneers to emerge with breakthroughs and best practices.
our world is changing very fast. The speed of computers dou- The links between diversity and creativity (and innovation)
bles every 18 months (Moore’s Law), so it’s no surprise that our are close and complex, and much more research is
lives change so fast. Consider the speed at which new knowl- needed to explore the connections. But as creativity becomes a
edge is accumulated and how fast old knowledge becomes greater business necessity, so does the effective management
obsolete. Accelerated change means constant challenges to the of diversity.
status quo, hence the need to manage across changing differ-
So, what is the future of diversity? I believe it’s wrapped up
ences is an ever-increasing necessity.
in these four elements or drivers multiplied together: rate of
The first “C” equals connectivity. Globalization implies that change x connectivity x reputation x creativity. The better we
the world is shrinking, meaning that more and more connec- understand each of them and their interconnections, the
tions are possible today and will expand in the future. Thanks better we can grasp the future of diversity.
to the Internet and telephony, we can connect quickly across
the world today, unlike any previous time in history, and this
connectivity will expand. Global connectivity is at the heart of *This essay is indebted to the book, Blur, by Stan Davis and Christopher Meyer,
the diversity challenge, as more and more connections will published in 1999, in which the authors describe the future of business as a blur
be across differences that we need to manage peacefully and using the equation: speed x connectivity x intangibles = BLUR.
effectively.
The second “R” equals reputation. Our organization’s rep- Alan Richter specializes in the areas
utation (how it is perceived) will grow in importance as the
world becomes ever more complex, based on the “RC” above. of leadership, values, culture and
Diversity (covering inclusion, respect for differences, etc.) and
integrity (covering social responsibility) will become key suc-
change. Dr. Richter holds a Ph.D. in
cess factors for all global organizations. Philosophy from London University.
The second “C” equals creativity. Creativity certainly con-
tributes to reputation, but more importantly it enables
PDJ
DIVERSITY PIONEER
Armida Mendez Russell

A Glimpse of Diversity and
Inclusion in 2017
The complexity of societal change and the long-term gains made

by enlightened organizations in the past decade have driven
others to elevate diversity and inclusion to a higher, more
strategic level.
Business growth and success are dependent on leaders from multi-

dimensional cultures who understand and can react quickly to
changes in their environment. Diversity-competent leaders:
• Are self-aware, charismatic, genuine, tuned in to their attitudes
and behaviors, and understand their impact on others.
By Armida Mendez Russell
• Understand the needs and desires of their constituencies; • Uses consistent and multichannel communications that adopt
they scan the environment, listening and learning from the multicultures while appreciating the nuances of each region.
many voices of all stakeholders.
• Offers continuous professional development that takes into
• Maintain a workplace where people from all groups can account the needs of the organization as well as the employee.
create and innovate.
• Removes obstacles and trusts employees to bring their
• Ensure full utilization of an organizational infrastructure, “whole self ” to work to meet business goals and objectives.
aligned with a strong, performance-driven diversity strategy.
Ever mindful of the changing marketplace, organizations must
• Take an active role in supporting the implementation of integrate diversity to help advance their market position. They
meaningful change. They focus on small and targeted diver- must use advancing capabilities such as technology and
sity and inclusion initiatives that trigger large effects. alliances to meet the varied needs and tastes of the consumer.
They must use internal affinity groups to help identify diverse
Today’s labor force—smaller and less skilled, increasingly
marketplace opportunities.
global, virtual, self-empowered and vastly diverse—requires
redefining HR processes, policies and practices. Aided by Change and complexity in the world demand that organ-
advancing technology, HR professionals work to meet the izations work actively to take the next steps in the evolution of
needs of our multidimensional work force. Organizations are their cultures. Strategic, targeted action should be the norm,
forming strategic alliances with diverse educational institutions not “smoke and mirrors.” Present day actions will determine
and community organizations to develop critical competencies tomorrow’s reality. Is your organization ready for the future?
for now and in the future.
Hiring the best calls for new and creative ways to tap talent
Armida Mendez Russell has earned an
from various groups of demographics. Talent acquisition and international reputation for developing
retention are supported by an environment that goes beyond practical tools for managing diversity.
inclusion to one that: Her work is used by numerous global
organizations as the foundation for a
• Empowers employees by providing solid direction and sup-
port from the beginning.
wide range of diversity initiatives.
PDJ
DIVERSITY PIONEER
Edith Whitfield Seashore
Diversity Doesn’t Just Happen
My general experience has been that the most effective aspect of

work regarding diversity in organizations was largely increased
awareness.
By Edith Whitfield Seashore
Awareness programs were effective in one way but very often If we live in an all-white neighborhood, for example, we can
did not result in systemic change that could be sustained when blame the Realtors or school systems, or say that we didn’t real-
there were changes in leadership. It was better described as ize that’s what we were doing. And if top leadership is over-
moving from clueless to spineless. In the future, what can be whelmingly white and male, we can blame the pipeline, the
added after spineless? I believe that in the years ahead it will be recruiters or the lack of experienced people. And if all else fails, we
the deliberate, conscious use of self—because diversity doesn’t can blame our socialization—that we were duped by society.
just happen.
Our socialization helps to form the belief systems that
If one lived in an all-white neighborhood, it had to have determine our thoughts, emotions and, finally, our behaviors
been by choice. Was the choice made with awareness or and actions. We need to become aware of these out-of-date
unawareness, and was it made consciously or automatically? If belief systems and redo them, so that we can make conscious
the choice was conscious, then one is accountable for choosing and deliberate choices about living and working with people
to live in an all-white neighborhood. If it was an automatic who are different from us. We can take back control of
choice, what motivated the decision? If top leadership is over- our own choices and deliberately build diversity into our
whelmingly white and male, how did that happen? Was it a organizations, our lives and our communities. This must
deliberate choice, or did it just happen that way? be done through conscious, deliberate use of self—diversity
doesn’t just happen.
When we are conscious and deliberate about our choices,
we can be accountable for them. But when we are on automatic,
responding unknowingly to our socialization or previous pro-
gramming, we often do not hold ourselves accountable and
tend to blame others for our choices.
PDJ
DIVERSITY PIONEER
Terrence R. Simmons
About 10 years ago, I gave the keynote speech at a major diversity

conference and opened the proceedings by saying that diversity
and inclusion were fundamental spiritual tools. I remember
detecting an audible shift in the audience when I uttered the “S”
word. This was a business conference, not a religious gathering!
By Terrence R. Simmons, Simmons Associates Inc.
I remember holding up my hand, fingers spread as wide apart er strategies, relevant metrics, accountability systems and
as possible, and saying that diversity was about each of us implementation plans that have aligned diversity with their
being like a finger. We look out from the vantage point of the business- and mission-related results. The same organizations
tip and note our differences from the other people-fingers, also have articulated values and are either operating globally or
without realizing that we’re all part of the hand. The work of recognizing the impact of being part of a global business place.
diversity and inclusion is to help people recognize that we’re
Most of us now can see that we have entered a century in
part of a team-hand or company-hand or country-hand or,
which we either find ways to function as one global hand or
ultimately, a global community-hand.
the whole body will die. The challenges include broadening
Although many participants came to me afterward to say our personal views, especially as Americans, to see the full
how much they appreciated what I had said, I also had the feel- global picture; figuring out how to make personal and organi-
ing that most of my audience didn’t quite get it. I certainly zational results align positively with the common good; and
wasn’t the first to discuss this concept. But given the reaction finding ways of communicating across languages, cultures,
of that audience, I left the conference feeling that I must have time zones and vast distances about diversity and inclusion. It’s
been either a little ahead of the times or totally spaced out in possible that the new global vocabulary won’t even include
my views. these words, which don’t translate very well around the planet.
To be successful, we may need new words. As obvious as it may
Fast forward to 2007, more than a decade later. Most of our
seem to me, I promise not to suggest any that begin with an “S.”
larger organizations, be they corporations, universities, health
care providers, government agencies or others, have begun to
embrace diversity and inclusion. We’ve helped them to discov-
PDJ
DIVERSITY PIONEER
Dr. George F. Simons
Continuing the Momentum

of Diversity
The good news: Diversity initiatives have largely been developed

and refined in a U.S. context, and many of the achievements and
best practices that have emerged are provocative resources for use
in a global environment. Diversity and inclusion have contributed
to the quality of life for countless people in U.S. organizations and in
civil society. We hope that inclusion may grow and benefit others.
By Dr. George Simons
Now the bad news: Over the next 10 or 15 years, U.S.-based more and more people are beginning to recognize as hypocrit-
organizations will face two major obstacles in seeking to max- ical moralism in U.S. policies and practices will tempt them to
imize their diversity and inclusion initiatives. First, they will reject U.S.-proposed social solutions out of hand.
face the challenge of seeing inclusion from the perspective of
Is there a silver lining to this dark side of our recent history?
the problem sets existing in the non-U.S. cultures in which
Only if we come to grips with this shadow side of our story
they operate. This will require serious research into the factual
and take a closer look at where inclusion needs to go in more
(economic and social) dynamics that demonstrate exclusion, as
than the legal and organizational framework in which it has
well as into the attitudes of people in situ. Assumption of U.S.
grown up.
categories and issues of targeted segments of the U.S. popula-
tion can otherwise be specious.
Second, the implementation of U.S.-sponsored or U.S.- Pioneering diversity since 1966,

inspired diversity initiatives will be tainted for at least a gener- Dr. George Simons consults and trains
ation by the deterioration of the U.S. reputation worldwide. workplace diversity, gender competence
From being largely respected for its values, the United States for men, intercultural communication
has become in the last half dozen years the most hated and
and global teamwork worldwide. He
feared nation worldwide. This perceptual shift creates great
has authored numerous works.
skepticism, if not cynicism, toward U.S. values and social poli-
cies. Human rights abuses, domestic social inequities and what
PDJ
Changing neighborhoods.
Changing lives.
National City is committed to strengthening the communities

we serve. Our efforts lead the way to new opportunities and
help build a brighter tomorrow.
Visit NationalCity.com/About to learn more.
NationalCity.com
Member FDIC • ©2007, National City Corporation® CS-26654
DIVERSITY PIONEERS
Gary A. Smith and
A Look at the Future of Diversity
Like a group of jamming musicians that come together and pro-

duce great music, we believe that if you placed the pioneers of
diversity in a room, we would be able to once again prove the
truth of the diversity thesis statement . . . that the more diverse
team does indeed outperform the less diverse team.
B y G a r y A . S m i t h a n d J a n e t C r e n s h a w S m i t h ,
We are honored and humbled to be featured in such illustrious The Emerging Global Economy
company. We write this perspective on the future of diversity
The world is shrinking. The largest economy in the world
as our entry into the “band” that will continue to lead the
is moving from the United States to China. An enormous,
collective thinking on diversity and inclusion.
insular culture knows how we in the United States live.
The legacy of diversity will be built around separate but Technology has enabled the global village. The dish has won.
connected platforms: If technology enabled that connection, diversity provides the
• The emerging global economy grease that manages the friction that would otherwise tear
us apart.
• The more diverse corporation as an agent for social change
• The power of one

The More Diverse Corporation as an Agent
No longer is diversity a matter of if or when. Yesterday’s for Social Change
work began with “proving that diversity is coming to your
Diverse people, with more access to wealth, resources and
organization.” Today the world is diverse. Your life is diverse.
know-how, will become the new agents for social change.
How you choose to operate within that reality is up to you.
Corporate contributions will reflect the preferences of new and
But in every way you live, diversity improves, alters, and influ-
different decision-makers. Diverse communities will benefit
ences your life. Ivy is known for its approach to diversity as a
from the knowledge gained in the workplace on “how things
business imperative. The world has come to understand that
operate” and deployed back at the home front. Improved
diversity is both a work and life imperative.
access to resources will equip different people to achieve the
social change that also benefits them.
PDJ
DIVERSITY PIONEERS
Janet Crenshaw Smith
C o - f o u n d e r s , I v y P l a n n i n g G r o u p , L L C
The Power of One

The key to the future is that difference—diversity—will not be
seen as less than. Organizations will cease to operate from a
place of scarcity, no longer taking the minimalist view of
diversity. They will not take a “Noah’s Ark” approach because
two of everything simply may not be enough. Because the
thesis statement is true, we know that we must have as much
of it as possible. We cannot have too much.
Adding difference can only make us better because it is the

difference that continues to protect us from our blind spots
Ivy Planning Group is a full service
and to create breakthrough opportunities. This happens when
management consulting and training
we truly see power in the individual—not in the masses and
the majority but in the power of one. Our ability to effectively firm. Ivy provides strategy, change
engage at that level creates a different world. management and leadership
These platforms are the future, because diversity is. development with a focus on diversity
as a workforce, workplace and
marketplace opportunity.
PDJ
DIVERSITY PIONEER
Karen M. Stinson
CDOs Obsolete by 2020
As I gaze into my crystal ball and view our industry 10 to 15 years

out, I see a world that has no chief diversity officers, no directors
of diversity and inclusion, and no EEO/AA managers.
By Karen M. Stinson, Founder and former CEO, ProGroup, Inc.
There are no diversity consultants or firms like ProGroup that with governmental restraints that held back the flow of inno-
specialize in diversity training and consulting. There is no pub- vative and creative geniuses from other countries. If companies
lication named Profiles in Diversity Journal. In fact, the term, do find enough engineers, scientists or programmers, some
“diversity,” has gone back to being a term used, mainly in the will most likely be based in China, India or Brazil. Diversity
United States, for stock portfolios and opinions. experts in the year 2020 will be expected to guide our leaders
in creating cohesive, productive teams with members based all
There is no reason to be concerned about what has disap-
over the world.
peared because the field will have morphed into something
that is more challenging and stimulating. The global market- Those of us who will be most successful in the next couple
place and labor pool will be a reality for the majority of suc- of decades are creating strategies and solutions for these chal-
cessful corporations, and they will be looking for people who lenges today. I hope we take the time to get together and share
have experience, knowledge and an understanding of creating them with each other because there is so much to do, and the
global teams that work. world we serve is changing faster and faster.
By the year 2020, I believe the people in the positions
described above will have titles such as global inclusion officer,
Karen Stinson, ProGroup’s founder and
vice president of global recruitment and retention, manager of former CEO, started ProGroup more than
employee engagement, director of cross-cultural competency 20 years ago with a vision of creating a
and chief respect officer. A daunting challenge for these global better world. She and her team have
workplace experts and the new versions of diversity consultants worked with thousands of clients to create
and companies will be the labor pool shortage, which will be cultures where every employee is respected
very real for every American corporation. This shortage will be and every customer feels valued.
the result of our country’s changing demographics combined
PDJ
DIVERSITY PIONEER
Sondra Thiederman, Ph.D.
Diversity: The Next Generation
I began my diversity work in 1979. Not all of us called it “diversity”

back then; and internal and external practitioners were scattered
philosophically and geographically over a wide swath of terrain.
Today there is more agreement on language, some agreement on
goals, and an almost universal belief that having diverse people in
the work force is good for business.
By Sondra Thiederman, Ph.D.
Judging from what I have witnessed over the last decades, I about valuing individuals—about seeing the uniqueness of
predict that managing and encouraging diversity will continue Kunta Kinte and Chicken George and Fiddler. The most
to be linked to business success. At the same time, I see a successful organizations will be those that encourage team
return to diversity as the “right thing to do.” Both views members to look past categories and see people’s unique
increasingly inhabit the thinking of the same leaders. This is characteristics, strengths and weaknesses. It is that clear and
because business and values are connected in an increasingly bias-free vision that is the key to success in diversity and
tight circle that spins something like this: Good business in business.
requires creativity, which demands diversity of thought, which
My father—a man whose attitudes toward race were far
requires diverse employees, which necessitates respect for
from pristine—learned this truth. He learned it perhaps too
people of all backgrounds, which requires values that are
late to help him live a better life, but not too late to teach his
respected by consumers and investors, which results in good
children an important lesson. His revelation came as he lay
business, which, to be sustained, requires creativity . . .
dying in a Los Angeles hospital. Somehow the subject of bias
What do we need to do to make diversity work? To find the came up and my father turned to me and admitted that he had
answer, I went back to 1979, the year of the TV mini-series, been wrong all of his life. “People are people,” he said. “We
“Roots: The Next Generation.” The mini-series and its prede- have to take ’em all just one person at a time.”
cessor, “Roots,” were the darlings of critics and public alike.
We were touched by the characters, repelled by the horrors
depicted and moved by the message. But there was something Sondra Thiederman, Ph.D., is a speaker
naïve and self-serving in the country’s adoration. Some
on diversity, bias reduction and cross-
believed that if we suffered through watching the horrors of
this world-class diversity offence and sympathized with and cultural issues and author of Making
admired the characters, we could feel good about ourselves and
Diversity Work: Seven Steps for
even a bit self-righteous.
But those of us who felt that way missed one of the most
Defeating Bias in the Workplace.
important points of the broadcasts. “Roots,” you see, was
PDJ
DIVERSITY PIONEER
Dr. R. Roosevelt Thomas Jr.
Diversity: In Need of Discipline
As I think about the future of diversity, I anticipate that the field

will have to become more disciplined. If it does not, it will be seen
as less and less relevant—indeed, as not worthy of being taken to
the next level. So, at this juncture, we can say that diversity is at a
crossroads.
By R. Roosevelt Thomas Jr., CEO, Roosevelt Thomas Consulting and Training
What do I mean by discipline? For many, the word screams that has neither been raised nor answered sufficiently with
“academic,” “theoretical,” and “irrelevant”—the perceived respect to the field of diversity: What is the developmental
antitheses of “practical” and “action-oriented.” That is not path for acquiring diversity management capability as an indi-
how I am using the word. vidual or an organization?
John Hutcheson, former Georgia State University profes- Is the field of diversity likely to become discipline-driven?
sor, has described discipline as a “lens through which one may I think so. Some have noted that the lack of discipline is char-
view a field.” Another compatible definition is that of Peter acteristic of evolving fields. Also, increasingly, I hear calls for
Senge, author of The Fifth Discipline: The Art and Practice of more discipline—albeit sometimes positioned as arguments
the Learning Organization. He defines discipline as “a body for more professionalism. Once practitioners become
of theory and technique that must be studied and mastered convinced that seeking “silver bullet” words and interventions
to be put into practice . . . a developmental path for acquiring cannot generate sustainable progress, serious movement will be
certain skills or competencies.” made toward the generation of diversity disciplines.
Discipline, then, is developed so that it may be practiced.
Stated differently, a discipline is not idle, academic theorizing, R. Roosevelt Thomas Jr. is often called
but rather a practical prescription for gaining mastery with the “Father of Diversity.” He founded
respect to a specific capability. the American Institute for Managing
In The Fifth Discipline, Senge also writes, “To practice a Diversity and has authored two
discipline is to be a lifelong learner. You ‘never arrive;’ you seminal works: The Harvard Business
spend your life mastering disciplines . . . The more you learn, Review article, “From Affirmative
the more acutely aware you become of your ignorance.” Action to Affirming Diversity,” and the
Implicit in the above discussion of discipline is the question book, Beyond Race and Gender.
PDJ
DIVERSITY PIONEER
Michael L. Wheeler
A Future Perspective on Global

Diversity and Inclusion
The future of global diversity and inclusion will be determined by

what we do today and how we do it. It requires a real vision—a
higher purpose—of what it will look like for individuals, organi-
zations and our world.
By Michael L. Wheeler, President, OEStrategies Inc., and CEO, Medici Innovations
The vision has been given to us by greats such as Martin Indeed, I have seen tremendous growth in the field and in
Luther King Jr., whose famous speech, “I Have a Dream,” corporate, government, education and communities. I’ve also
paints a vivid picture of what that world should look like. The seen too many of the same old problems.
United Nations Universal Declaration on Human Rights
Diversity is a global fact, yet inclusion is not a global value.
provides another vision for a universal set of standards. Even
Corporations will continue to increase innovation through
a corporate diversity vision can inspire, such as GM’s, “A win-
diversity because a global economy will force it. Diversity and
ning culture of inclusion that naturally enables GM employees,
inclusion will be increasingly identified as performance factors.
suppliers, dealers and communities to fully contribute to the
The chief diversity officer will become a critical position in
success of GM around the world.”
management. There will be greater accountability, and diversity
American cultural anthropologist Margaret Mead said,
will grow as a performance indicator.
“Never doubt that a small group of thoughtful, committed
citizens can change the world. Indeed, it is the only thing that At the same time, gaps in education in the United States,
ever has.” I believe our future starts with the individual. Each resulting in skills gaps and labor shortages in our fastest grow-
of us holds the power and has the responsibility to demonstrate ing populations, will continue, but with improvements. Global
and live inclusion. Corporations lead, too, by bringing together competition will make it tempting to seek talent elsewhere.
people of many differences for a common purpose. Leading Racism still will be an issue that needs to be resolved, and there
companies will provide a productive and innovative workplace will be increasing cross-race/ethnicity competition and power
while driving and teaching inclusion and building skills in struggles.
people and, as a result, in our communities. Still, there will be a new breed of leaders who will drive
Nearly 20 years ago, I was asked by a reporter from one of change more quickly because they understand the value of
the nation’s top newspapers if diversity was another fad, another diversity and inclusion. Diversity is our reality. Diversity and
“flavor of the month.” I responded, “Diversity is our reality inclusion drive innovation. Through innovation we will find
and a force of change that will only increase over time.” the solutions for today and our future.
PDJ
DIVERSITY PIONEER
Trevor Wilson
Diversity: Ready to Evolve
It’s time for a change! The diversity industry has hit a wall and is
poised to evolve to the next stage.
By Trevor Wilson, TWI Inc.
One of the most intriguing arguments I’ve heard for the evo- This is what diversity needs to focus on—discovering the
lution of diversity came from a scientist explaining the process many variations that make everyone unique. It is so trite and
used to map the human genome. He explained that one of the demeaning to reduce diversity to conversations about the color
first steps in the mapping process was to determine the various of my skin, my gender or my sexual orientation. Even though
combinations of human DNA. He said that before the genome these characteristics do inform, they do not define, who I am.
was mapped, conventional wisdom held that there were infi-
It is time the conversation and the meaning of diversity
nite combinations of the three billion pairs of DNA biochem-
evolve. Allow me to introduce you to Human Equity™, a con-
icals in the double helix. However, this imprecise estimate
cept that focuses on maximizing the diverse talents of your
needed to be accurately quantified to complete the mapping.
total work force. It is the next step in the evolution.
After doing the math, scientists found that there were a star-
To find out if you need to evolve your diversity program,
tling ten to the power of 2.5 billion possible combinations of
download and complete the Total Equity Solution© Scorecard
human DNA. The scientist went on to say that if you divide
from www.twiinc.com. Share it with your colleagues. Start a
that number by 6.5 billion (the current population in the
brutally honest conversation about where you have been and
world), you get to see the true diversity of the human family.
where you want to go next with diversity.
It was not long after hearing this speech that I was reading
an excellent article by talent management guru Marcus
Buckingham, who wrote, “Differences of trait and talent are
like blood types. They cut across the superficial variations of
race, sex and age and capture each person’s uniqueness.”
PDJ
DIVERSITY PIONEER
Mary-Frances Winters
In the 30-plus years that I have been involved in some form or

another with the issues of fairness, equity and diversity, so much
has changed and yet so much has remained the same. Charles
Dickens’ words still fit: “It was the best of times. It was the worst
of times.”
By Mary-Frances Winters, President, The Winters Group, Inc.
In the United States, legal discrimination was abolished with labor and technology. The business case is compelling. We
the Civil Rights Act of 1964 and other legislation; apartheid either learn mutual respect and appreciation, how to share
ended in South Africa; and there has been notable progress in power and collaborate, or we will suffer what could be dire
solving human rights atrocities around the globe. However, as consequences.
we are all painfully aware, too much injustice, too many
Time is of the essence. The power base is shifting from West
inequities and far too much intolerance of differences continue
to East, and many of us lack the cross-cultural competencies
to cripple our ability to move closer to the type of world that
needed to work effectively with cultures very different from
inclusion advocates such as Gandhi and Martin Luther King
our own. We haven’t gotten it right yet at home, but it is clear
Jr. envisioned—a nonviolent world where people would
that we need to expeditiously incorporate a global framework,
be judged by the content of their character, not the color
even if the scope of operations is within U.S. boundaries.
of their skin, sexual orientation, physical abilities, gender or
Myopic, ethnocentric thinking must give way to world views
religious affiliation.
that are more relative than absolute and more fact- than
The issues of intolerance and injustice are at crisis propor- assumption-based.
tions, and I believe that our ability to survive as a civilization
We have a lot of work to do. It is hard work, but we must
is inextricably linked to our willingness to accept, leverage and
persevere because our very survival depends on it.
optimize our differences for the collective good of the planet.
The future conversation about inclusion must focus on

the accelerating global interdependence for natural resources, PDJ
DIVERSITY PIONEER
Herbert Z. Wong, Ph.D.

The Future of Diversity Programs
and Initiatives
Current United States and global-wide demographics clearly indi-

cate that our families, communities, organizations and countries
are getting more diverse, not less diverse, with every passing day.
Diversity leadership and management not only will be desired and
expected for workplace and community skill sets, but also will be
necessary and required competencies for effective, productive and
successful outcomes in business, education, community and global
venues. Given the forecasted diversity changes and conditions, the
following three predictions are provided as core strategies for
diversity leadership and management competencies.
By Herbert Z. Wong, Ph.D., Herbert Z. Wong & Associates
1. Integration of the global, international, multicultural and 3. Expansion of partnerships among business, education,
diversity models (to include concepts, tools, training and community and government diversity initiatives and diver-
competencies) into a holistic framework and system for sity leadership and management: Diversity initiatives and
application in business, education, government, and com- programs will need to achieve greater coordination and part-
munity venues: Current diversity approaches tend to focus, nerships among collaborative business, education, commu-
more or less, on distinct areas of work and skill sets among nity and government entities, given the complexities and
global, international, multicultural and diversity fields of changes in demographic needs and concerns. Designs for
competencies, with limited opportunities for overlap. solutions that address multiple levels within diverse commu-
Greater integration of diversity programs with these other nities and environments will be more effective than those
areas will be needed for diversity leadership and manage- focusing on unitary levels, populations and programs. These
ment in this next decade. partnerships will enhance the quality of life, well-being and
satisfaction within diverse environments and venues.
2. Implementation of more language- and culture-specific
training initiatives and programs to address changing global The complexities of the changing demographics within the
and local demographics and conditions for success: Given United States and the larger world context will necessitate
the changing world and U.S. demographics in the better integration of the models, concepts, methods, tools and
Latino/Hispanic, Asian/Pacific and Middle Eastern popula- skill sets for diversity leadership and management. Infusion
tions, diversity leadership and management programs will of these three core strategies will advance our diversity leader-
require greater focus on language- and culture-specific train- ship and management research, education and training in
ing of skill sets for executives, managers and professionals. the coming decade.
For example, programs containing both language instruction
and cultural awareness that help executives, managers and
supervisors work with the changing work force would be
beneficial both in the United States and in global venues. PDJ
DIVERSITY PIONEER
A Tribute to Kaleel Jamison
Kaleel Jamison was a true pioneer in management
consulting, organization development, human
relations, and personal growth.
A Posthumous Dedication
She was raised in an era in which women in positions of power Personnel Administrator. She was one of the first management
and influence were a rarity in business, and people’s roles and consultants to address sexual attraction as a workplace issue.
expectations were defined by gender and race. Through her Kaleel was also a pioneer in applying organization develop-
marriage to Bill Jamison, a well-regarded corporate leader who ment technology to Affirmative Action and diversity issues.
attended professional development workshops, Kaleel had the
She expanded the scope of this work beyond the classroom
opportunity to participate in the “spouses’ programs” that
and training site and positioned it as a system-wide issue rooted
accompanied Bill’s executive training sessions.
not just in individual skills and attitudes, but in organizational
In the late 1960s she began running workshops on the dif- policies, practices, and managerial methods.
ferences in communication styles between women and men in
Kaleel spent the last fifteen years of her working life as “one
her local church in Cincinnati. She was especially vocal in
of the first” and “one of the few” in many areas. In addition to
challenging the notion that women should make themselves
being a pioneer on issues of gender, race, affirmative action,
appear smaller and less significant so men could feel larger
and diversity, she was also one of the first and few women to
and more significant. Kaleel was a staunch believer in self-
work as a management consultant. Shortly before dying of
empowerment and the empowerment of others. “By being
cancer in 1985, Kaleel published a book that summarized
more of myself, I am able to share more of me with you.”
many of her views on human relations and personal develop-
In the 1970s she addressed differences of color and race in ment, The Nibble Theory and the Kernel of Power (Paulist
the workplace when she consulted to several large companies. Press), which has sold more than 160,000 copies.
In 1983, Kaleel wrote “Managing Sexual Attraction in the
For more info, see: www.kjcg.com
Workplace,” which was published in the August issue of
PDJ
DIVERSITY PIONEER
A Tribute to Merlin G. Pope Jr.
Merlin G. Pope Jr., one of the first pioneers of the diversity
movement, attended Kent State University (KSU) for three
years before being drafted into the U.S. Army. His two years of
honorable military service included a combat tour in Vietnam.
A Posthumous Dedication
Upon returning to the United States, Pope completed his Merlin devoted his great talents as a social scientist to a
undergraduate degree and a year of graduate studies at the highly successful career in applied social science, helping
University of Akron. In 1970, he was accepted into the doctoral organizations turn ethnic and gender diversity from an obstacle
program at Yale University, where he earned two master’s into an asset, thus helping women and minorities to realize
degrees and his Ph.D. A.B.D. in comparative sociology and their potential and advance their careers. Merlin was also a very
social psychology. generous and warm-hearted person who shared his success
with friends and the wider community. He was beloved by all
Merlin’s career as a diversity consultant began in 1973
whom he touched. He left the world a better place.
when Procter & Gamble Co. in Cincinnati hired him to pro-
vide racial awareness training. Merlin used the term, “diversity,” His important contributions were honored by two of his
to refer to the changing demographics of the U.S. work force. former classmates at Yale University, Dr. Evelyne Huber and
He was very clear, however, that the term included white Dr. John Stephens, who dedicated their book, Development and
males. By making every organization more receptive to differ- Crisis of the Welfare State, published in 2000, to his memory.
ences, Merlin believed that the culture of the organization
His accomplishments have been recognized by the Merlin
became healthier for everyone.
G. Pope Jr. Founders Medallion Scholarship at KSU, an annual
He was one of the first consultants to link increasing scholarship for minority students majoring in sociology; the
personnel diversity to organizational productivity. As a result, Merlin G. Pope Jr. Outstanding U.S. Army Reserve Equal
numerous corporations began to appreciate that diversity and Opportunity Noncommissioned Officer of the Year Award;
inclusion could strengthen an organization. and the annual Merlin G. Pope Jr. Outstanding Diversity
Leadership Award of the Cincinnati Human Relations
On February 10, 1998, at 55, Merlin lost his yearlong
Commission, first awarded in 2003 to John Pepper, former
battle with cancer. Despite his untimely death, he left behind
CEO of Procter & Gamble.
an incredible legacy—an organization that had worked with
more than 250 of the Fortune 500 and had trained more than
500,000 participants at all organizational levels.
PDJ
perspectives
We each
backgrounds
have a thoughts
unique story
to tell
experiences
Our different backgrounds, experiences, thoughts and perspectives

have helped shape us into who we are today.
As we help you protect the things that matter most to you,

we know one approach won’t work for everyone.
Truly listening to our customers is at the heart of our On Your Side® promise.
And at Nationwide, we care about helping you meet your unique needs.
Nationwide, the Nationwide framemark and On Your Side are federally registered service marks of Nationwide Mutual Insurance Company.
1-877-On Your Side is a service mark of Nationwide Mutual Insurance Company. © 2007 Nationwide Mutual Insurance Company, All Rights Reserved.
P R O F I L E S I N D I V E R S I T Y J O U R N A L 2 0 0 7 I N T E R N AT I O N A L I N N O VAT I O N I N D I V E R S I T Y AWA R D S
Sodexho’s Champions of Diversity Program

1st Place
WHILE MANY FIRMS HAVE EMPLOYEE RECOGNITION PROGRAMS IN PLACE, Sodexho’s Champions of
Diversity Program is the gold standard against which all others are judged. At Sodexho, leveraging
diversity and inclusion is an ongoing process where employees work together to improve the quality
of the services offered to clients. In many cases, the result might be a quality-enhancing or cost-
saving solution.
Under the guidance of the company’s chief diversity officer and with strong support from the exec-
utive team, Sodexho’s employees have created a large menu of programs and best practices designed to
meet the needs of its employees and its customers. Individuals or teams may be recognized for a wide
variety of actions that support the creation of a diverse and inclusive culture.
Nominations are made online and need be submitted only once. They are considered active for
four consecutive quarters. Nominees are interviewed by the market senior director of diversity with
input from diversity council members.
Staff members and clients join the celebration at which the winner receives an award certificate
from Global Diversity Officer Rohini Anand and a commendation letter. They also enjoy a team-
building event at their unit and are recognized in company media.
What makes this program so strong is the ease with which it is executed. The award process is
rigorous and thorough, yet exceptionally streamlined. Sodexho’s busy managers can submit nominations
for deserving employees at all levels. The program epitomizes the way even the largest of organizations
can gain momentum at the grassroots level.
Progression and
Retention of Women in
Royal Dutch Shell
2nd Place
THE ATTRACTION, RETENTION AND

PROGRESSION OF WOMEN is one of
several areas being targeted by Shell to
improve the representation and inclusiveness of specific under- InterContinental Hotels Group’s
represented groups. With more diversity, including better gen- Disability Mentoring Day
der balance, at all levels of the organization, Shell believes it will
be able to attract the best talent, be more responsive to cus- 3rd Place
tomers, reduce turnover, and be more productive and creative.
Shell has seen steady progress toward the goal of achieving at IN OCTOBER 2006, IHG’S (INTERCONTINENTAL HOTELS
least 20% women in senior leadership, but more slowly than GROUP) AMERICAS REGION COMMEMORATED DISABILITY
originally anticipated. At the end of 2004, women’s representa- MONTH, with the start of a new program called Mentoring
tion at senior levels was 9.6 percent. Given a desire to acceler- Students with Disabilities Day. IHG hosted 25 Atlanta-area
ate progress, during 2005 a study was initiated by the high school students with various disabilities for a day at four of
Netherlands Women’s Network to identify barriers and enablers its hotels.
for women’s retention and career progression. Similar studies The program was designed to provide students an up-close
had been conducted in other parts of Shell and externally, but look at the different careers and opportunities available to them
this was the first such study supported by senior leadership in the hospitality industry when they are ready to enter the
across multiple businesses and countries. workforce.
Based on the barriers identified, recommendations were Many of the students’ only knowledge of hotels and the
developed to accelerate recruitment of women and filling the hospitality industry was from staying a night or two in a hotel.
talent pipeline through: However, the mentoring day changed all of that. Each student
• Increasing the visibility of existing female role models had their own mentor who provided them with a behind-the-
• Improving the effectiveness of partnerships between men and scenes look at hotel operations. The students shadowed mentors
women through better understanding of different leadership from various departments, including guest relations, concierge
styles and work/career patterns services, human resources and restaurant management.
• Enabling women and men to use a variety of flexible work Having received positive feedback in its first year from the
options to support family/personal needs students, teachers and parents, the company plans to expand the
• Monitoring potential pay equity issues program to include more people with disabilities.
• Enabling the formation of women’s networks throughout We applaud InterContinental Hotel Group’s sensitivity to
the world. students and workers with special needs. Too often neglected by
In all, the CEO and Executive Committee endorsed 21 rec- society, disabled persons bring a wealth of talent and experience
ommendations, with initial implementation in 2006. to the workplace that few others can understand. Reaching out
Accountabilities have been established and quarterly monitor- to these students, and encouraging them to pursue business
ing of progress takes place through a coordinated effort within careers, is the kind of corporate gesture of which everyone can
Shell’s Global D&I Network, with overview by the HR be proud.
Executive Committee.
Implementation is proceeding well and year-end 2006 rep-
resentation has improved. As reported in Shell’s Annual Report,
the proportion of women in senior leadership positions has
increased to 11.6 percent. In terms of the talent pipeline, female
representation among all managerial positions worldwide has
increased to 16.2 percent, and in supervisory/professional posi-
tions has increased to 23.2 percent.
Kudos to Royal Dutch Shell for tackling the progression of
women issue head on and for producing such positive results in
a short period of time. Company executives and women in
business must be gratified by the effort, commitment and
results produced by this global company.
KPMG’s Future Diversity Leaders Lockheed Martin’s Diversity

Program Maturity Model
4th Place 5th Place
KPMG LLP CONTINUES ITS COMMITMENT TO DIVERSITY AND LOCKHEED MARTIN’S DIVERSITY MISSION IS TO CREATE A ‘ONE
EXPANDING the opportunities available to minority students COMPANY, ONE TEAM’ ALL-INCLUSIVE ENVIRONMENT where
with the launch of the Future Diversity Leaders Program diversity contributes to the Lockheed Martin vision; this goal is
(FDL). being accomplished through the Diversity Maturity Model™.
Following in the tradition of KPMG’s successful Ph.D. Lockheed Martin is facing a shift in demographics resulting
Project—created more than a decade ago to increase the num- from vast numbers of the workforce approaching retirement. In
ber of African Americans, Hispanic Americans, and Native order to create the change needed to make D&I a competitive
Americans on business school faculties—and expanding on the advantage, the corporation developed the Diversity Maturity
firm’s Fast Forward National Leadership program, FDL is Model™ (DMM).
designed to support high-performing college freshman who The DMM measures and tracks four characteristics
demonstrate a commitment to diversity and may be interested (Leadership Commitment, Organizational Climate and
in pursuing a career at KPMG. Culture, Workforce Strategy and Development and Customer
Fifty students will be selected each year to participate in a Experience Management), with five levels of maturity for each
three-year program that includes an annual leadership confer- characteristic.
ence, internship opportunities for as many as three years, and All levels have behavioral descriptions explaining what
scholarships totaling as much as $6,000. conditions will exist in an organization to achieve certain levels.
This year, the inaugural FDL event begins with a three-day The corporation is evaluated on a yearly basis to determine
conference in Hollywood, Calif., that will focus on preparing DMM levels, with a portion of executive incentive pay tied to a
participants with the skills and perspectives they’ll need to specific goal.
become business leaders. After the conference, each student will DMM levels have been assessed for 2005 and 2006 and
receive a $1,000 scholarship and be provided with the opportu- have shown improvement. In 2006, the overall corporate matu-
nity to interview for a summer 2008 internship. This first rity assessment indicated Lockheed Martin “embraces” diversi-
internship will give participating students a head start by pro- ty. This achievement indicates strong support from our
viding them with rotational opportunities through a job shad- Chairman, President and CEO Bob Stevens and the entire
ow program, as well as a mentoring relationship with a KPMG Lockheed Martin Community.
professional. The most significant indicator of success is derived from
In addition, the students will be mentored by one of several the surveys that show continued improvement and benefit
Future Diversity Leaders’ faculty advisors who have been selected from Lockheed Martin’s diversity and inclusion activities—
to serve based on their involvement with and commitment to spanning from recruitment and new hire orientation to engag-
diversity in higher education. These professors also are charged ing long-term employees. More information can be found at
with identifying and nominating students for the program; stu- www.lockheedmartin.com.
dents must have a cumulative 3.5 or higher grade point average
and be interested in pursuing a career in business to be consid-
ered for entry to the program.
More than 30 universities will be represented and partici-
pating in the Future Diversity Leaders program in 2007, and
KPMG’s goal is to have more than 150 students in the program
at different levels by 2009.
Kaiser Permanente’s Diversity, Data Best Buy’s Memphis Cultural

& Demo-graphics Program (DDDP) Immersion
6th Place 7th Place
THIS INNOVATION CAUGHT OUR ATTENTION, BECAUSE IT SEEKS THE CULTURAL IMMERSION 90-DAY LEADERSHIP DEVELOP-
IS A
TO IMPROVE BOTH THE PATIENTS’ AND THE DOCTORS’ EXPERI- MENT PROGRAM THAT BEGINS IN MEMPHIS, TENN. The program
ENCES with Kaiser Permanente. This focus on outcomes, not meets the needs of different learners by providing a variety of
just numbers, is refreshing. experiences: video, small and large group discussion, self-reflec-
The nation’s largest nonprofit health maintenance organ- tion, self-guided learning, team collaboration and problem solv-
ization serves nearly 9 million members in nine states and the ing.
District of Columbia. How does such a large organization Particularly interesting to us is the way this program’s effects
wrestle with the need to assess and improve patient and physician cascade throughout the organization. The program exemplifies
satisfaction? a method of driving change all through the company.
The DDDP is an innovative, replicable, and culturally sen- Unlike other programs that select only top performers, Best
sitive patient and physician satisfaction evaluation method that Buy’s program takes only intact teams. Together, they coach
was introduced in 2005. It provides physicians with culturally each other and influence lasting cultural change.
specific survey data in order to improve the care experience and Participants spend three days in Memphis, and then execute
quality of outcomes of Kaiser Permanente’s memberships. their 90-day action plans. After the 90 days, the Diversity and
“This program was borne out of ‘seeking to improve one’s Strengths Team visits stores over the next six months to assess how
own performance’, which produced significant results,” reports well the change has become a natural part of business rhythms.
Calvin B. Wheeler, M.D., Kaiser Permanente’s physician-in- Particularly appealing is the program’s cost effectiveness.
chief and CEO. “These early results have led to a gift that just The average cost per participant is just over $900, including
keeps on giving. The enlightenment that comes to the providers travel, lodging, catering, printing and expenses.
who have participated in this program has been career-changing The transformational stories provided by participants and
and, at times, life changing. This program has become the their direct reports, customers and families have helped change
prompt for much innovative thinking and analysis in the arenas the way diversity is discussed at Best Buy.
of patient-member satisfaction, physician-practice satisfaction
and practice sustainability.”
The DDDP originated from an OB/GYN physician whose
data showed increased patient satisfaction with older female
patients than with younger women, ages 18-35. Women in this
age group often don’t want to see a male physician, leading to
physician bias. After identifying the bias, he adjusted his behav-
ior and increased his knowledge and care skills of this group and
in one quarter increased his subset service score. His personal
experience was the genesis for this innovation.
Departmental Chiefs now have tools to effectively coach
and provide feedback to their physicians on the various aspects
of diversity: gender, ethnicity, age and levels of familiarity. The
educational program is seen as an innovative practice to be used
throughout Kaiser Permanente.
Dell’s Online Library ager. Additionally, marketing and advertising programs specifi-
cally targeting diverse consumers were created and the company
For African-American
increased participation in relevant multicultural trade shows.
Political History In 2006, the corporate diversity department developed a
8th Place pilot program for the National Urban League Conference.
MGM MIRAGE sponsored the Women of Power Luncheon at
In September 2006, Dell launched the first virtual and most the organization’s national conference. A marketing incentive
comprehensive library on the political history and legislative was created offering a special rate during a two-night stay at one
legacy of African Americans in shaping the nation’s democracy. of the company’s properties. The production cost for the collat-
What a great idea! It was unveiled during the Annual Legislative eral material was approximately $2,000. A tracking code was
Conference of the Congressional Black Caucus Foundation associated with the incentive to track the redemption of the
(CBCF). incentive, and after the three-month pilot period, the estimated
Called Avoice, or African American Voices in Congress, revenue for the property was $45,740. The program was clearly
www.avoiceonline.org, the library is the product of a collabora- a success and totally consistent with the company’s business
tive partnership among CBCF, The University of Texas at objectives.
Austin, Howard University and Dell. The online educational The program was so successful, MGM MIRAGE
portal provides a central source of information about historical Corporate Diversity plans to expand the pilot program and
and contemporary African American policy issues important to work with all its properties to support their business objectives.
many Americans, and of particular interest to researchers, edu- Members of the corporate diversity department are already
cators and students. meeting with property diversity councils to discuss how this can
“Avoice represents the official history of the Congressional be implemented.
Black Caucus and much more,” said U.S. Rep. Kendrick B.
Meek, D-Fla., chair of the CBCF. “We believe that Avoice will Credit Suisse’s Keys to
promote civic engagement among youth through its rich Leadership—Unlocking
content and interactive learning tools. In doing so, the Avoice
site will benefit all Americans.”
Potential Program
“Dell’s sponsorship of this milestone project reflects our com- 10th Place
mitment to diversity and is a unique opportunity to help
educate the public about the contributions of African The Keys to Leadership program was initiated to attract, retain
Americans to our nation’s history,” said Dell CEO Kevin and develop a more diverse pipeline of future leaders at Credit
Rollins, who introduced the new site during the event. “We are Suisse. The bank is active in over 50 countries and employs
privileged to be a part of Avoice and will continue to support it about 42,000 people from over 100 nationalities.
with technology that can enrich the site content.” In its first year, the program specifically targeted mid-level
Today, African Americans represent 13.4 percent of the U.S. females and minority managers. One innovative aspect of the
population; 60 percent of black citizens age 18 and older voted program is that participants conduct an executive interview
in the 2004 presidential election, up 3 percent from the previ- with a senior manager in order to study leadership perspectives
ous election. African Americans had the highest turnout rate of and discover shared values within the organization. One key
any minority group in 2004. result is that the program has created a strong network and sup-
port group for the participants that has lasted well beyond the
duration of the formal program.
MGM MIRAGE’s Aligning To date, 107 people have successfully completed the pro-
gram, and the results appear to be quite impressive. In 2005, 20
Diversity to Drive
percent of the female participants were promoted. The follow-
Performance ing year that number increased to 35 percent.
9th Place The program has also improved retention. Over the two-
year period the program has been in existence, 94 percent of
The purpose of this initiative is to maximize strategic partner- participants are still with the bank, compared to 86 percent of
ships with diverse groups and organizations to drive business to the comparative population. What’s more, there has been a
MGM MIRAGE properties. In an effort to align diversity to marked improvement in the performance of the participants,
drive business performance, MGM MIRAGE created a dedicat- new relationships have been forged and networks formed which
ed sales position to develop relationships with meeting and con- continue to enhance teamwork.
vention planners for multicultural and emerging markets. In
2006, Dzidra Junior was appointed national diversity sales man-
Aw a r d o f E x c e l l e n c e
Profiles in Diversity Journal is proud to honor the following of these initiatives and gave positive feedback such as “Thank
companies with our Award of Excellence for their innovations you, Blue Cross!”
in diversity. They are presented here in alphabetical order. Based on the success realized to date, Blue Cross is working
with other health plans in regions with relatively low perform-
Identifying ance on quality indicators and expect the next roll out in third
quarter 2007.
Performance Variation
and Addressing Cardinal Health’s Best
it Through Practices Webinar
Collaboration Series
Blue Cross THIS INNOVATIVE WEBINAR SERIES was
of California introduced in January 2006 as a forum
for Cardinal Health’s diversity councils.
BLUE CROSS OF CALIFORNIA IS A SUBSIDIARY OF WELLPOINT, The Webinars allow council members
INC. (NYSE:WLP) that provides health care services to 7.5 from all over the country to share
million members and employs 7,000 associates. A review of its and leverage best practices in diversity and inclusion, enterprise-
California Quality Scorecard and supplemental analyses showed wide.
that the Inland Empire lagged behind other California regions Not long after the company encouraged employees to par-
in most clinical quality and patient satisfaction measures. The ticipate in diversity councils, Director of Diversity Jeanetta
reasons for this performance gap were not clear, but Blue Cross Darno recognized that diversity councils were gaining momen-
senior leadership charged the Quality Improvement tum throughout the organization. However, because Cardinal
Department with looking for ways to improve performance in Health is a global healthcare company with 40,000 employees
the area. at dozens of locations throughout the United States and abroad,
Blue Cross held a two-day meeting with the Inland the diversity councils faced a challenge when it came to sharing
Empire’s medical leadership and, with the help of a consultant, those successes and best practices with each other.
facilitated discussions on barrier analysis and solutions develop- That was the genesis of Cardinal Health’s launching the
ment. Representatives from provider organizations, employer Diversity and Inclusion Best Practices Webinar Series.
groups, local medical societies, government agencies, and mul- Corporate leaders and employees from across the country par-
tiple Blue Cross departments also attended. ticipate in monthly Webinars from the comfort of their own
Since then, a multi-stakeholder Inland Quality offices, and the team invites external speakers to attend virtually,
Collaborative was launched to provide monthly training, share as well.
best practices, and check in on quality improvement. The com- “Our Webinars provide a regularly-scheduled, replicable
pany also initiated a five month course that introduced provider forum for our diversity councils to share the exciting progress
group leadership teams to the key changes necessary to improve they’re making,” said Darno. “They also fuel excitement and
clinical performance and patient satisfaction, and manage IT continued momentum for diversity efforts across the organiza-
implementation across practice sites. Lastly, Blue Cross visited tion, because employees and corporate leaders really enjoy and
individual provider groups to provide mentoring as needed and become motivated by learning about progress and best practices
will begin to share group specific healthcare disparity data. Over from other areas of the company.”
85 percent of Inland Empire groups were engaged in at least one
mgmmir a g ed iver sity.com
N e v a d a : B e l l a g i o • M G M G r a n d • M a n d a l a y B a y • T h e M i r a g e • Tr e a s u r e I s l a n d • M o n t e C a r l o • N e w Yo r k - N e w Yo r k • L u x o r • E x c a l i b u r • C i r c u s C i r c u s
Railroad Pass • Primm Valley Resorts • Silver Legacy • Circus Circus Reno • Colorado Belle • Edgewater • Gold Strike • Nevada Landing
O u t s i d e N e v a d a : B e a u R i v a g e • G o l d S t r i k e - Tu n i c a • G r a n d V i c t o r i a • M G M G r a n d D e t r o i t
Dow Chemical 50 individuals representing 12 countries, all business groups

and multiple levels of the firm’s hierarchy. Key speakers covered
Company’s Diversity
topics as varied as the dimensions of diversity, gender stereotyp-
& Inclusion Forums ing and executive-level communication skills. Executive panel
debates and animated breakout sessions tackled the key business
“LEADERS CAN MAKE OR BREAK A COM- issues potentially contributing to the under-representation of
PANY, and therefore it’s in everyone’s women in management.
best interest that we appropriately Since the summit, work has been done to create an inte-
develop this group.” –Andrew Liveris, grated action plan for the region, with full engagement from
president, CEO and chairman. country directors and regional business leaders. Country specific
Dow’s Diversity and Inclusion Team developed Diversity & plans are now in place, and other work underway includes the
Inclusion Forums to align and engage all leaders with the D&I creation of an inclusion-focused development curriculum,
strategy as a first, major step toward cultural change. targeted project initiatives and an internal and external focus to
The D&I Forum is a two-hour interactive communications attract, retain, and progress key talent. In addition, the event is
workshop for all of Dow’s people leaders. These face-to-face ses- now seen as a model of success for similar events globally.
sions are held in major locations around the world. Groups are Where previously there was purely a recognition of the need
limited to 30 leaders to create an intimate learning environment for inclusive practices, the Inclusive Leadership event has pro-
and foster discussion and debate. To leverage the power of leaders vided the launch pad for a comprehensive, pragmatic plan that is
teaching leaders as a mechanism of culture change, and under- sure to drive the success of Freescale, now and in the future.
score D&I as integral to the company’s business strategy, every
session is hosted by a senior leader. Kelly Services’ Supplier
Dow’s Office of the Chief Executive (OCE) established a
set of breakthrough D&I goals in early 2006, grounded in accel-
Diversity Summits
erating the implementation of the company’s global growth
strategy. The results from the D&I forums are impressive: KELLY SERVICES, A LEADING HUMAN
RESOURCE SOLUTIONS PROVIDER, SUP-
• 98 percent of participants understand why Diversity & PORTS ITS COMMITMENT TO DIVERSITY
Inclusion is a key element of Dow’s ability to implement its THROUGH THE SUPPLIER DIVERSITY
strategy. DEVELOPMENT PROGRAM. This initia-
• 90 percent have a better understanding of what it means to be tive operates with an annual goal of five
an inclusive leader. percent and is supported by a team of diversity professionals, led
• 99 percent understand accountability as a leader for creating by Vice President of Supplier Diversity Nicole Lewis.
a diverse and inclusive culture at Dow. As part of its continuous improvement efforts, Kelly conducts
supplier surveys to see if the program is meeting expectations.
• 98 percent plan to take action to create a more diverse & Based on supplier feedback, Kelly launched the Supplier
inclusive culture. Diversity Summit series in June 2005.
The Supplier Diversity Summits are specifically designed to
Freescale strengthen diverse suppliers so they can more effectively compete in
Semiconductor’s a global marketplace, whether they do business with Kelly or not.
These regional, quarterly Summits provide a networking
Europe, Middle East, forum for staffing companies to share best practices within the
Africa (EMEA) supply chain. The forums are designed to inform, engage and
Leadership Summit generate business opportunities among Minority, Women and
Disabled Veteran Business Enterprises (MWDBE).
The Supplier Diversity Summit program has given participat-
IN AN EFFORT TO INCREASE THE NUMBER
ing suppliers the opportunity to develop strategic relationships
OF WOMEN IN MANAGEMENT POSITIONS,
and showcase their unique services and products. Supplier feed-
Freescale Semiconductor’s EMEA leadership team sponsored a
back consistently ranks the Summits at an average of 4.75 out
regional conference to bring awareness to the need, and to provide
of 5, both in the value and quality of the information received.
opportunities for networking and personal development among
Most importantly, these Summits have increased MWDBE
the participants.
opportunities in the higher margin professional and technical
The 3-day conference had a mixed gender audience of about
staffing space. About one-quarter of Kelly’s diverse supplier New York Life’s
spend falls into its commercial division, which typically has
Networking for
thinner margins; while three-quarters falls into our professional
and technical division, with higher margins. Innovation Employee
Kelly plans to update the Summit curriculum to stay current Network Groups
with changing market demands. The company has launched a
quarterly newsletter for its supplier community and will contin- THROUGH THE FORMATION OF FOUR
ue to identify new markets in which to host future Summits and NEW EMPLOYEE NETWORKING
gain access to new suppliers. GROUPS (ENGS), New York Life is
taking further steps to foster employ-
New Jersey ee diversity to best develop its next generation of leaders. The
Department of ENGs are: the African American Employee Network Group;
Hispanic Employee Network Group; Asian Employee Network
Environmental Group; and Gay, Lesbian, Bisexual and Transgender Employee
Protection Diversity Network Group (GLBT).
Action Plan (DAP) The ENGs are an important part of the overall mission of
the Office of the Chief Diversity Officer, which is to guide the
ON AMERICA’S FIRST OFFICIAL “EARTH continued progress of the company in the areas of recruitment;
DAY”—APRIL 22, 1970—THE NEW training of a diverse workforce; development and promotion of
JERSEY DEPARTMENT OF ENVIRON- minority and women employees; and the maintenance of an
MENTAL PROTECTION (NJDEP) WAS BORN. Since that day, environment of inclusion.
NJDEP has managed natural resources and solved pollution Each of the four ENGs has a sponsor from the Executive
problems. NJDEP has a staff of approximately 3,500 and is a Diversity Council (EDC). The EDC is made up of executive
leader in the country for its pollution prevention efforts and management members and the chief diversity officer. The com-
innovative environmental management strategies. pany gives each group financial resources to sponsor events.
The DAP was formally introduced in the spring of 2006. It The ultimate goal of the Diversity Office is to continue to
evolved out of concerns form minority employees about fairness foster a “level playing field” based on merit regardless of race,
in the workplace on issues related to promotional opportunities gender, age, sexual orientation, or any other protected status. By
and other human resource concerns. The DAP is a compilation fostering this type of environment, New York Life achieves pos-
all of the issues, concerns and recommendations from employees itive results, both within and beyond the confines of diversity.
who provided comments. All employees were provided oppor- The ENGs are a positive forum for career development,
tunity to make comments to the plan. recruitment, information sharing, education and the exchange
The DAP has the support of the entire management chain of ideas. This year, each ENG has already held a networking
right up to the Governor of New Jersey, who has been a key event and has planned future events.
advocate for a diverse workforce. In fact, the New Jersey “We will continue to attract and retain the best and bright-
Department of Personnel (NJDOP) is looking to the est employees as long as we have an inclusive culture, one that
Department of Environmental Protection as a model for state celebrates diversity,” says Chief Diversity Officer Katherine
government on this issue. O’Brien, who oversees the program. Developing and promoting
The DAP has resulted in changes in the hiring process. The minorities and women is good for business and recruiting, she
organization aggressively sought out minority applicants for adds. “It sends a message that New York Life is inclusive and
new openings. As a result, it produced a 10 percent increase in understands that the world in which we operate is made up of a
minority employees. The success rivaled that of New Jersey’s wide variety of people.”
major corporations with advanced diversity programs.
The DAP also establishes a performance measurement and
accountability process, which provides a system for measuring
and monitoring the department’s progress related to the DAP.
The plan also establishes a system to integrate diversity
performance standards for supervisors and managers through-
out the Department.
Wal-Mart’s Career systems and processes that facilitate these openings are expected
to grow to meet the demand.
Preference System
Career Preference empowers Wal-Mart associates to plan and
take ownership over their career, with functionality that includes
Wal-Mart has developed a Career being able to research positions, indicate positions of interest, and
Preference Program where associates indicate the desire for career guidance and planning.
can learn detailed information about The program is innovative because of the sheer scale and scope
different positions within the company, of operations at this retail giant. During 2006, more than
including career paths and compensa- 770,000 positions were filled with either internal or external
tion details. Career Preference allows applicants for the position. To focus on one position, more
Wal-Mart’s current associates to develop a strategic career path than 140,000 cashiers were selected into the position via
and move forward with those career opportunities and on- Career Preference.
the-job experiences. The program offers tangible proof that at Wal-Mart, associates
The program is offered in not only in the retail facilities, are not numbers, but individuals with career goals and
but in the distribution sector and in the Corporate Home aspirations the company wants to meet.
Office. As the career opportunities continue to grow, the
PDJ
Leading, Changing, Transforming
SHRM Workplace Diversity Conference & Exposition

Learn how to leverage workplace diversity in your organization October 18–20, 2007
and network with colleagues who share your interest in diversity Philadelphia, PA
management. Keynote speakers will motivate and inspire you,
and educational sessions will discuss current issues,
best practices and contemporary research.
For full program details and to register visit

www.shrm.org/conferences/diversity
07-0485
www.shrm.org/conferences/diversity
Real-Life MicroTriggers
M icroTriggers are those subtle—and

not so subtle—behaviors, phrases “The impact on me
and inequities that trigger an instanta-
neous negative response.
is that I am amusing,
This issue, we offer more examples
submitted by real people whose identities
but in a professional
and places of business are being protected
for obvious reasons.
environment where
opinions are being
“ I AM THE ONLY FEMALE shared, I don’t want
MANAGER IN MY DEPARTMENT.
We sometimes have afternoon meetings to be amusing. I
that run into the evening. This can be a
problem for several members of my team
want to be taken
with young children who need to be
picked up from daycare or driven to
seriously.”
afterschool activities.
At a recent team meeting, one of my
male colleagues said to me, ‘It’s almost
5 p.m. and we have more agenda items
to cover, but let’s stop now because Mary,
And I think that is the comment
disturbs me the most. That you don’t
“ WHEN MY CO-WORKER ASKS
PEOPLE WHAT THEY THINK, he
look like, or act like a mechanic. puts his hand on his chin, looks them in
I know you need to pick up the baby.’
Although it doesn’t make me angry, it the eye and nods his head up and down.
I was furious. Although I was not the
makes me very aware that people have But whenever I say something, he just
only person in the meeting who needed
expectations when they meet me. And it smiles. And he never asks me any further
to leave to pick up their child, I believe
is very difficult to overcome it.” questions. The impact on me is that I am
that I was singled out because I am the
—Anonymous amusing, but in a professional environ-
only female.”
ment where opinions are being shared,
—Mary, Engineering Firm,
I don’t want to be amusing. I want to be
Reston, Virginia
“ I TRAVEL EXTENSIVELY AND
HAVE LIVED IN SEVERAL
taken seriously.”
—Michelle
COUNTRIES. My MicroTrigger is
“ I AM A LICENSED AIRCRAFT
MECHANIC. I have had several people
when people assume that I speak English.
I lived in Japan for four years. Japanese Janet Crenshaw Smith is President of Ivy
look at me (I’m a petite female) and ask, Planning Group LLC, a consulting and
children would often come up to me and
‘Are you sure you’re not a stewardess?’ training firm that specializes in diversity,
assume that I spoke English because I am
Even after I say no, they will say things strategy and leadership. Her book is titled
a Caucasian male. I could have been from
like, ‘Are you sure you’re a mechanic?’ MicroTriggers: 58 Little Things That Have
France or Germany, too. Of course, it a Big Impact.
‘You don’t look like a mechanic.’
wasn’t that big of a deal, but I still recall
Or, “You’re not big enough to be a
that it triggered me.”
mechanic.”
—Anonymous
healthy business
a rare combination
At UnitedHealth Group, we are a healthy business in more ways than
one. We are a Fortune 100 company identified as one of the two most
admired companies in the health care industry by rankings published
in Fortune magazine. Each day we also have the privilege to make a
significant difference in someone’s life. Sound like a rare combination? It is.
We are UnitedHealth Group…

As a recipient of a recent award Whether it’s a nurse answering questions on the phone, a technologist managing a health
information database or any of us holding thousands of positions at UnitedHealth Group, each
from the INROADS program, person’s role is important. Every single one of us is valued. Become one of us! Join one of our
winning teams and you’ll be inspired to discover your own mix of professional advantages and
UnitedHealth Group is becoming personal rewards.
At UnitedHealth Group, we believe diverse viewpoints, cultural backgrounds, beliefs, lifestyles,

better known for its efforts in
and a number of various dimensions of difference are assets – assets that help us generate the
innovations of tomorrow. You can join our dynamic culture of excellence at any of our 200 loca-
supporting educational oppor- tions across the U.S. Here are just few areas with available positions:
tunities for African-American,
• Finance • Nursing
Hispanic and Native American
• IT • Marketing
college students. This year, the
• Actuarial • Operations
UHG Foundation will be offering
• Medical Directors • Sales
over $700,000 in scholarships
To find out more about these and other opportunities with UnitedHealth Group nationwide and
to diverse minority and rural to apply online, visit our CAREERS page at www.unitedhealthgroup.com. Feel free to perform
a search using location and/or keywords. Or, you may send your cover letter and resume to
DiversityOffice@uhc.com. UnitedHealth Group offers a full range of comprehensive benefits,
students.
including medical, dental and vision, as well as a matching 401(k) and an employee stock
purchase plan.
At UnitedHealth Group, we want to celebrate you as a unique individual, complimenting the richness of
our diverse culture and talent. UnitedHealth Group is an equal opportunity employer.
Diversity creates a healthier atmosphere:

An equal opportunity employer. M/F/D/V.
Bausch & Lomb 87 Ford Motor Company cover 2, pg 1 PepsiCo, Inc. 43
www.bausch.com www.ford.com www.pepsico.com
Bank of the West 7 Hallmark 49 Pfizer Inc 3
www.bankofthewest.com www.hallmark.com www.pfizer.com
The Boeing Company 28 Ivy Planning 91 Pratt & Whitney 61
www.boeing.com www.ivygroupllc.com www.pw.utc.com
Chevron 19 Lockheed Martin 9 SHRM 17, 93
www.chevron.com www.lockheedmartin.com www.shrm.com
Cisco 5 MFHA 55 Sodexho cover 3
www.cisco.com www.mfha.net www.sodexhousa.com
Dell, Inc. 15 MGM MIRAGE 89 Shell 59
www.dell.com www.mgmmirage.com www.shell.com
Diversified Search 77 National City Bank 67 UnitedHealth Group 95
www.diversifiedsearch.com www.nationalcity.com www.unitedhealthgroup.com
Eastman Kodak Company 37 Nationwide Insurance 80 WellPoint cover 4
www.kodak.com www.nationwide.com www.wellpoint.com
Now, more stop means more go.
Starting at $25,765 *
*MSRP. Destination, tax, title and license fees extra. As shown with optional features, MSRP $29,355. **EPA-estimated 34 city/30 hwy mpg, FWD. Actual mileage may vary.
P
Also Featuring ... Front-Runners in Diversity Leadership Series: Cardinal Health’s Jeanetta Darno • David Casey • Catalyst
Thanks to you,
Juan’s family has access to affordable health care. And
that’s one huge weight off his shoulders.
Volume 9, Number 4 JULY / AUGUST 2007 12.95 U.S.
$
PROFILES IN DIVERSITY JOURNAL

JULY / AUGUST 2007 • VOLUME 9 NUMBER 4
WellPoint proudly recognizes diversity and celebrates
www.diversityjournal.com
the unique experiences of our associates that
positively impact our environment.
At WellPoint, you can be addressing tomorrow’s health care issues today.
Significant issues, like improving the lives of the people we serve. In
Juan’s case, it was simply the task of finding the right plan for him and his
family. But what an impact it made. And what an impact you can make by
joining WellPoint today.
Better health care, thanks to you.

Visit us online at wellpoint.com/careers
EOE ®Registered Trademark, WellPoint, Inc. © 2007 WellPoint, Inc. All Rights Reserved

Profiles in Diversity Journal - Jul/Aug 2007

Cargado por

Información del documento

Título original

Derechos de autor

Formatos disponibles

Compartir este documento

Compartir o incrustar documentos

Opciones para compartir

¿Le pareció útil este documento?

¿Este contenido es inapropiado?

Copyright:

Formatos disponibles

Profiles in Diversity Journal - Jul/Aug 2007

Cargado por

Copyright:

Formatos disponibles

Also Featuring ...

Better health care, thanks to you.

enjoy reading every essay.

magazine of diversity. SUBMISSIONS

29 On the Cover / Special Feature

20 A Close-up of Jeanetta Darno,

Combine a background in business and the military

AZVgc bdgZ VWdji i]Z 8^hXd Xdbbjc^in Vi

81 2007 International Innovation in Diversity Awards

16 Catalyst LGBT Inclusion at Work

94 MicroTriggers Real-Life MicroTriggers

“No matter how

CAREERS AT DELL. CONSIDER THE POSSIBILITIES.

By Catalyst LGBT Inclusion: Understanding initiatives. Therefore, it is important for

continued on next page

Member since 1997

“SHRM has become a part

Leading People. Leading Organizations.

Are there unique opportunities in your

Cardinal Health’s Diversity and Inclusion teams host monthly Webinars

Jeanetta Darno Executive Profile

Company: Cardinal Health

Title: Director, Diversity & Inclusion

Years in current position: Three

Education: M.B.A. from The Ohio State University,

First job: As a junior in high school, I worked as a

What I’m reading: I am reading three books:

Family: I grew up in a military family. My siblings

Interests: Family and travel. Access to higher

Who were/are your mentors? What about their

is welcome. Where everyone is

treated the same. Boeing strongly

supports the never-ending mission

to ensure that every workplace is

that welcome place.

Edith Whitfield Seashore Juan T. Lopez

Michael L. Wheeler Myrna Marofsky

Karen M. Stinson Julie O’Mara

Barry and Elsie Y. Cross

R. Roosevelt Thomas Jr.

Myrtha B.Casanova, Ph.D.

It has taken more than a century to develop the corporate

UNESCO (United Nations Educational, Scientific and Cultural

By Myrtha B. Casanova, Founder, European Institute for Managing Diversity

Price M. Cobbs, M.D.

Where Are We Headed?

It is a daunting task to contemplate future opportunities and offer

I am reminded of an essay, “Reflections of an Old The emergence of an interdependent global economy

While I once thought ideas emanating from these divergent

Dr. Taylor Cox Jr.

The challenges of macroeconomics

Barry & Elsie Cross

I believe that the future challenge for diversity

By Barry Cross, President, Elsie Y. Cross Associates, Inc.

Diversity 2020 Predictions

By 2020, America and the world will have changed dramatically.

Over the last quarter of a century, diversity has become a common

and Anita Rowe, Ph.D.

to be continuous. Also needed is an ongoing focus on making

Take the next step in diversity by focusing on emotional

Future Possibilities of Diversity

After decades of doing corporate diversity work in the United