51040074-Profiles-in-Diversity-Journal-Jan-Feb-2009

PROFILESINDIVERSITYJOURNALJanuary/February2009•VOLUME11NUMBER1www.diversityjournal.com
$
$
12.95U.S.
Also Featuring … Front-Runner Allen Thomas of Deloitte • Perspectives • Catalyst Report
Volume 11, Number 1 January / February 2009
Recruiting and
Retention
Learn from the Experts
Dear Mr. President
Advice for Barack Obama, Leader to Leader
Most Influential
African Americans
in Business
At WellPoint, you can be addressing tomorrow’s health care
issues, today. Significant issues, like being culturally sensitive
and meeting the health care needs of the Native American and
Alaska Native communities. WellPoint educates and enables
associates through comprehensive diversity training to create
solutions that improve health care and the quality of life for all
of the communities we serve. Working to better people’s lives
is not something you do every day. But it can be – at WellPoint.
Better health care, thanks to you.
Visit us online at wellpoint.com/careers and wellpoint.com/diversity
Contact us at diversityrecruiting@wellpoint.com
EOE ®Registered Trademark, WellPoint, Inc. ©2008 WellPoint, Inc. All Rights Reserved
®Registered Trademark, DiversityInc Media LLC
Thanks to you,
Winona is as confident about her future as she is about
her past.

ATTRACTS QUITE A CROWD INSIDE, TOO.
*Optional features. Driving while distracted can result in loss of vehicle control. Only use mobile phones and other devices, even with
voice commands, when it is safe to do so. **Standard text messaging and other rates apply. Appropriate charges will appear on
your wireless phone bill. Service available on participating carriers.
If you only see it from the outside, you don’t know the half of it. Flex has three rows of upscale
seating for seven people, treating its guests like no other vehicle can: with limo-like second-row legroom,
amazing SYNC®
* voice-activated music and phone technology, plus a second-row refrigerated console.*
Discover the strikingly original Flex crossover at fordvehicles.com. Special Introductory Offers Available.
Text Flex6 to 4Ford (43673) for more info.**

2 Profiles in Diversity Journal January/February 2 0 0 9
James R. Rector
PU BLISH ER
Cheri Morabito
ED ITOR / CREA TIVE D IRECTOR
Damian Johnson
M A RKETIN G D IRECTOR
Laurel L. Fumic
CON TRIBU TIN G ED ITOR
Alina Dunaeva
Overseas Correspondent
Jason Bice
WEB M A STER
LETTERS TO TH E ED ITOR
Commentaries or questions should be
addressed to: Profiles in Diversity Journal,
P.O. Box 45605, Cleveland, OH 44145-0605.
All correspondence should include author’s
full name, address, e-mail and phone number.
D ISPLA Y A D VERTISIN G
Profiles in Diversity Journal
Gemini Towers #1
1991 Crocker Road, Suite 320
Westlake, OH 44145
Tel: 440.892.0444
Fax: 440.892.0737
profiles@diversityjournal.com
SU BSCRIPTION S
U.S. $49.95 one year / $89.95 two years;
in Canada, add $15 per year for postage.
Other foreign orders add $20 per year.
U.S. funds only. Subscriptions can be ordered
at: www.diversityjournal.com or call
customer service at 800.573.2867 from
8:00 a.m. to 5:00 p.m. EST.
SU BM ISSION S
Reprints:
profiles@diversityjournal.com
Editorial:
edit@diversityjournal.com
Photos Artwork:
art@diversityjournal.com
W
We begin 2009 with extremes. A new, positive, can-do political attitude
abounds, while an uncertain, pessimistic feeling about the economy simmers just
below the surface. And still, we see a certain resilience in those of you who are
committed to advancing diversity in your organizations. And we are committed to
sharing your stories on these pages.
For example, this is our Recruiting and Retention issue; peppered throughout the
magazine are special features, reports, and opinions from our Perspectives columnists
about a topic of newly critical importance, given the state of the job market. We
also have a special feature we’ve been referring to internally as ‘Leader to Leader’.
We invited business leaders to give advice to President Obama; you can read
what they have to say starting on page 18. Our Front-Runner is Deloitte’s CDO,
Allen Thomas. And we celebrate Black History Month by exploring the advice and
thoughts of 25 Influential African American Leaders in Business.
Read what these leaders have to say, and don’t hesitate to communicate and share
your stories with us in the coming year.
Cheri Morabito
Editor
editors notebook
notebookeditor’s notebook
2009. Amazing times, indeed.
Aflac
AIMD
Allstate
ArvinMeritor, Inc.
AXA Equitable
Bank of America
Bank of the West
Bausch Lomb
The Boeing Company
Burger King Corporation
Catalyst
Chevron
Comcast
Deloitte
Eastman Kodak
Ford Motor Company
Hallmark Cards, Inc.
Ivy Planning Group, LLC
KPMG LLP
Lockheed Martin Corp.
MGM MIRAGE
New Jersey DEP
New York Life Ins. Co.
PepsiCo
Pfizer Inc
Pitney Bowes Inc.
Reliant Energy Inc.
Rohm and Haas Company
Shell
SHRM
Sodexo
UnitedHealth Group
Wal-Mart
Waste Management, Inc.
WellPoint, Inc.
Speaking of communication, we are proud to
present the Profiles in Diversity Journal
2008 Diversity Leader Award to the following
companies and businesses who have taken the
time in 2008 to share their voices and stories with
our readers. We recognize and celebrate these leaders who have a lot to say about
diversity, and have said it in three or more issues in 2008! Their experiences in the
world of Diversity and Inclusion serve as a beacon to others, and this award serves as
a proclamation of their own commitment to diversity. Congratulations!
11eleven years of service
PR
O
FILES IN DIVERSITY JOU
RNAL

25
HHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHH
HHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHH
HHHHHHHHHHHHHHHHHHHH
18 Special Feature
Leader to Leader
Profiles in Diversity Journal asked a simple
question: ”If you had the opportunity for a
one-on-one meeting with Barack Obama,
what advice would you give him as he begins
his term as President?”
contentstable of contents
Volume 11 • Number 1
January / February 2009
25 Front-Runner
Deloitte’s Allen Thomas
Chief Diversity Officer and National
Managing Partner, Partner Services
In the 1960s, Allen Thomas was a young black
child growing up in an all-white neighborhood
in Brooklyn, New York. Joining Deloitte in 1982,
Thomas intended to stay for a couple of years
and then move on. He’s been there ever since.
33 On the Cover
25 Influential African Americans
in Business 2009
We celebrate Black History Month with a look
at these 25 leaders that have made their mark
in the business world and use their influence
to help develop strong and talented teams and
organizations.
50 Special Feature
Recruiting and Retention
With hundreds (thousands?) of resumes coming across
HR desks every year, in this job market it is clear that
finding and keeping high-talent, high-performance
employees is critically important to the bottom line.
We asked eight executives to share their formulas for
recruiting and retaining their most important asset.
features
50
18
25 Influential African Americans in Business
33
recruiting retentionrecruiting retention
50
Dear Mr. President…

Profiles in Diversity Journal January/F ebruary 2009 5
contents
departments
2 Diversity Leader Award 2008 Recipients
6 Momentum Diversity Who, What, Where and When
10 Catalyst Work-Life Effectiveness:
Better for Business, Better for Employees
58 MicroTriggers Learn about the
Upcoming MicroTriggers® Workshop
perspectives
8 Thoughts Through the Office Door …
by Carlton Yearwood, Waste Management, Inc.
12 From My Perspective by David Casey, WellPoint, Inc.
14 Viewpoint by Melanie Harrington, AIMD
16 My Turn by Shirley A. Davis, PhD, SHRM
32 Human Capital by Felix Verdigets, PhD
54 Business Navigation by Gregory P. Smith,
Chart Your Course International
60 Last Word by Marie Y. Philippe, PhD
Yearwood Casey Harrington Davis Philippe Verdigets Smith

momentummomentum w h o … w h a t … w h e r e … w h e n
Roberts Elected Corporate VP
at Bausch Lomb
ROCHESTER,
N.Y.—Bausch
Lomb announced
today that its
Board of Directors
has elected Susan
A. Roberts as a
corporate vice
president. She is the company’s chief
compliance officer, having been
named to this post in 2006, and
heads the global pharmacovigilance
and safety surveillance groups.
Roberts joined Bausch Lomb
in 1995. She holds a JD cum laude
from the Albany Law School of
Union University.
Kelly Services Promotes
Corona to Coo
TROY, Mich.—
Kelly Services,
Inc. has appointed
George Corona
as executive vice
president and chief
operating officer.
Corona will
have responsibility for all of Kelly’s
regions and operating units, including
the Americas, APAC, EMEA,
and the Outsourcing Consulting
Group. He will also have respon-
sibility for Global Sales, Account
Management, Service, and Marketing.
“George Corona’s proven leader-
ship and operations experience fully
prepare him to help Kelly move for-
ward as a united organization,” said
Carl Camden, president and chief
executive officer.
Ferguson Named Vp Of Human
Resources at
Heifer International
LITTLE ROCK,
Ark.—Leesa
Ferguson, with
more than 20 years
of experience in
senior human re-
sources, marketing
and communica-
tions roles, has been promoted to
VP of Human Resources at Heifer
International.
Ferguson joined Heifer in
2003 as Director of Internal
Communications.
“With programs to end poverty
and hunger and to care for the earth
in 53 countries, it is essential to our
mission to recruit, develop and retain
dedicated and talented people around
the world,” said Steve Denne, Chief
Operating Officer for Heifer. “We’re
pleased to have Leesa continue to lead
us in this critical area and offer her
diverse range of experience, talent and
vision.”
2008 Careerfocus Eagle
Award for Outstanding
Leadership Achievement
Overland Park, Kansas—
The National Eagle Leadership
Institute® (NELI) and CareerFOCUS
Magazine™ presented the Career-
FOCUS Eagle Award™ to 16 cor-
porate leaders at the 16th Annual
CareerFOCUS Eagle Awards Gala.
The CareerFOCUS Eagle Award
is one of corporate America’s high-
est accolades in executive leadership
achievement. It recognizes Black/
African-American and Hispanic/
Latino professionals who excel
in both corporate and community
leadership.
Mandel Appointed Coo of
Neal, Gerber Eisenberg
CHICAGO—
Neal, Gerber
Eisenberg LLP
partner and general
counsel Miranda
(“Randy”) K.
Mandel has been
appointed Chief
Operating Officer of the Chicago-
based law firm. In her new role,
Mandel will have the primary respon-
sibility for internal management is-
sues and will continue in her separate
role as the firm’s general counsel.
Wal-Mart Foundation’s
$12.5 Million Letter of Credit
to Expedite Construction of
Martin Luther King, Jr.
National Memorial
Washington, D.C.—The
leadership of the Washington, D.C.
Martin Luther King, Jr. National
Memorial Project Foundation, Inc.
announced today that Wal-Mart
Stores, Inc., through the Wal-Mart
Foundation, has provided a $12.5
million letter of credit which will
expedite the beginning of physical
construction of the memorial. The
Wal-Mart Foundation’s latest effort is
in addition to the $1 million dona-
tion it made in 2005.
The generous support provided
by Wal-Mart allows the Memorial
Foundation to obtain a construc-
tion permit from the National Park
Service (NPS) to begin construc-
tion of the Martin Luther King, Jr.
National Memorial.
Roberts
Corona
Ferguson
Mandel

National Grid Names New Vp
of Inclusion and Diversity
Waltham,
Mass.—Nereida
Perez has been ap-
pointed National
Grid’s first vice
president of
Inclusion and
Diversity.
Prior to her current role, Perez
served as KPMG LLP’s chief
diversity officer. She has more than
15 years experience in leading and
implementing human resources and
diversity initiatives at the national
and international levels.
WellPoint Appoints Bal
to SVP President, IB
INDIANAPOLIS—WellPoint
has announced the appointment
of Rajeev (Raj) G. Bal as senior
vice president and president,
Individual Business.
In his new position, Raj will be re-
sponsible for the Individual Business
across WellPoint’s 14 Blue Cross/Blue
Shield brands.
WellPoint Names Santiago VP
of Procurement CPO
INDIANAPOLIS
—WellPoint has
named Anthony
(Tony) Santiago
vice president of
Procurement
and chief procure-
ment officer.
Santiago brings extensive ex-
perience from the pharmaceutical
industry, leading global teams in pro-
curement and finance. He had been
highly successful in leading major
companywide change initiatives, dur-
ing his previous 30-year career at
Bristol-Myers Squibb.
WellPoint Names New
Consumer Business Leaders
INDIANAPOLIS —WellPoint
has announced two new leaders in
Individual Business.
Keith J. Evans has been named VP
and general manager/West Market
with PL responsi-
bility for Individual
Business in
California, Nevada
and Colorado.
Evans brings a
strong strategic
background to his
new role, having led a number of en-
terprise initiatives focused on achiev-
ing profitable growth throughout his
career at WellPoint.
Anand Shukla has been named vice
president, Individual Administration,
and will focus
on analytics,
Individual Business
reporting, process
improvement and
developing short
and long term
growth strategies.
Wellpoint’s Adatiya Named
Vp of Business Support
INDIANAPOLIS—Farzana Adatiya
will be joining Senior Business as the
vice president of Business Support.
Farzana has been with WellPoint since
2002 and brings a strong business
process redesign and strategic plan-
ning background to her new role.
For the last year and a half, she has
served as the regional vice president,
Business Development and chief of
staff to the president of Blue Cross
of California.
AXA Equitable Promotes
Gray-Walker to Senior VP,
Diversity and Inclusion
NEW YORK—
AXA Equitable
Life Insurance
Company has
promoted Tracey
Gray-Walker to
senior vice presi-
dent, Diversity
and Inclusion.
Gray-Walker, who was appointed
chief diversity officer in March 2008,
is responsible for driving efforts to
foster a diverse and inclusive envi-
ronment within all of the company’s
business units. She also advises and
supports executive management on
diversity and inclusion goals, develops
relationships with diverse professional
organizations for talent acquisition,
and measures progress on the com-
pany’s inclusion initiatives.
Fisher Now Vp of Diversity
Initiatives Analysis,
Wal-Mart Stores, Inc.
BENTONVILLE, Ark.—Fenimore
Fisher has been promoted to vice
president, Diversity Initiatives
and Analysis. In this role, Fisher will
assume responsibility for the diversity
goals program and contractor
compliance.
In addition, Fisher will continue
to be responsible for the Employment
Practices Advisory Panel and employ-
ment analysis.
PDJ
Perez
Shukla
Santiago
Evans
Gray-Walker

T
The 757 aircraft lev-
eled out at 37,000 feet,
comfortably easing into
that soft, soothing rhythm
large planes have when
moving quickly in clear
weather. Flying eastward in early evening, we were hurrying
the day’s sunset, and a few golden rays still faintly streaked
the window. With no one in the adjoining seat, I had a
peaceful, private space that encouraged closed-eye thinking.
The prior hours included time with other CDOs jaw-
boning a lot of issues, but by day’s end the meeting
had regressed to a verbal
tennis match of sorts. We
were a bit tired, and our
reasoning reflected our fa-
tigue. One camp lobbed evi-
dence of how diversity and
inclusion were “failing” in
corporate America. Others
volleyed with more examples
how diversity and inclusion were “succeeding” as never
before. Strangely, the same examples sometimes supported
divergent conclusions.
I pondered why the session had taken a turn to emotion-
al extremes. I was surprised how we carelessly drifted to talk-
ing about diversity and inclusion almost interchangeably, all
to the detriment of the dialogue we should have been hav-
ing. We know better. Yet we can become so entangled with
the words we use, and too casual with how we use them.
In my reckoning, the baseline on diversity in business is
substantially better today. Yes, there’s room to improve. But,
by and large, our companies now vie for wide representation
of ethnicity, gender, age, and ability throughout the work-
force. Officer ranks are beginning to more accurately reflect
that profile. On many occasions, the makeup and repre-
sentation of just a 20-person corporate board is deliberated
even more than an entire workgroup profile.
Marketing programs reach out to target minority audi-
ences. Lists and rankings attest to a healthy competition
for recognition. Robust and effective diversity training is
pretty much the norm in major corporations. And, for
the most part, numbers on the page provide documentation
that things are indeed going well, or at minimum getting
better. We have a black President for crying out loud; doesn’t
that speak to progress?
But the state of affairs around inclusion is, I believe, more
open to question, at least in my mind. Perhaps that’s because
numerics, as we know, are just one part of evaluating our
progress here. There’s more ambiguity about how successful
we are at the end of the day.
I know I find myself second-guessing how well I’m
reaching out to engage people in our company’s culture,
decisions, and spirit. It’s one thing to have a menu of initia-
tives inviting everyone to participate. It’s another matter
how engaged individuals actually become. Building an at-
mosphere of confidence, excitement, and energy is the real
evaluative measure. And many times it’s the small things
that are important here, not an organization-wide program.
With my plane now ambling speedily in a comfort-
ing night sky, I pushed my seatback down, eyes still closed
but thinking more positively. I was no longer considering
degrees of success or failure in our diversity world. Instead,
I started to measure ways to extend a friendly outreach to
some people for whom I hadn’t taken the time to do so.
“Want to join me for coffee?” took on a whole, new in-
clusive meaning. PDJ
“
”
We can become so entangled with
the words we use, and too casual
with how we use them.
By Carlton Yearwood
Chief Ethics and Diversity Officer
Waste Management, Inc.
thoughts through the office door…
“Diversity”and “Inclusion”
Should Not Be Used Interchangeably
Waste Management, Inc. is the leading provider of comprehensive
waste and environmental services in North America.
The company is strongly committed to a foundation of financial
strength, operating excellence, and professionalism.

At Vanguard, diversity
is about more than color.
Vanguard, Connect with Vanguard, and the ship logo are trademarks of The Vanguard Group, Inc. © 2009 The Vanguard Group, Inc. All rights reserved.
At Vanguard, we know diversity is more than just labels or
gender or the color of someone’s skin.
We believe in an unwavering commitment to inclusiveness that resonates through every level of our team.
Diversity at Vanguard means:
• Respecting the variety and differences among people across all communities and creeds.
• Putting programs in place to foster connection in the workplace—including monthly awareness
activities, diversity councils, and training activities for everyone from senior management to new hires.
• Partnering with national professional organizations representing minorities and women.
• Actively recruiting and promoting a diverse workforce.
Most importantly, we value our employees for being themselves and for what they contribute.
Because in an environment that champions the unique value of each individual, diversity represents
unlimited potential.
To learn more
Vanguard is an Equal Opportunity Employer.
Connect with Vanguard®
www.vanguard.com/careers

www.catalyst.org
I
IN THE LAST TWO DECADES, dramatic changes have
redefined the workplace. In addition to globalization and new
technologies, organizations now grapple to maintain long-term
sustainability and success in economically turbulent times.
Employees struggle to innovate and maintain quality and
productivity in the face of increasing demands while also
sustaining meaningful lives at home. At the same time, employ-
ees have become more diverse in work styles, values, perspec-
tives, and experiences.
Catalyst has advised many global corporations and firms on
how to shape cultures that work for both employees and the
organization. Our counsel is based on a sophisticated approach
we call Work-Life Effectiveness (WLE). WLE advances the
historic practice of flexibility from a request for “me” to an or-
ganizational tool for “us.” It simultaneously benefits employees
and businesses by identifying pragmatic solutions that engender
sustainable high performance and agility.
This new approach is explored in two guides exclusively
sponsored by Exxon Mobil Corporation as part of Catalyst’s
Making Change series. Making Change—Beyond Flexibility:
Work-Life Effectiveness as an Organizational Tool for High
Performance explains the framework and concepts of WLE
and shows organizations how to incorporate WLE into busi-
ness strategies. Making Change—Beyond Flexibility: Creating
Champions for Work-Life Effectiveness highlights the critical role
leaders play in creating WLE culture and describes how they,
along with managers, employees, and human resources practi-
tioners, can become WLE champions.
Recent Catalyst research has found that both women and
men around the world value a fit between life and work and
a workplace that fosters support for doing an excellent job.
These employee values were ranked above compensation and
advancement opportunities, indicating the importance of
effective talent management to employees. At the same time,
businesses are constantly seeking new ways to achieve and
maintain quality, productivity, and innovation. WLE addresses
both demands.
What Is WLE?
Many organizations already support workplace flexibility as
a means to recruit and retain talent, to enhance employee com-
mitment and satisfaction, and to increase employee productivity.
But as currently practiced in most organizations, flexibility has
not been leveraged to its full potential. Flexibility is still seen as
an individual accommodation, executives are perceived to work
continuously, and workplace “heroes” continue to be those with
few limitations on their time or accessibility. In this context, em-
ployees are expected to spend the majority of their time working
together in an office during so-called “traditional” work hours
while, increasingly, working additional hours as well.
Today’s workforce needs and expects more. Talented em-
ployees expect their work to add value to the business and they
will not work to the exclusion of the other priorities in their
lives; they want to work smart and be recognized for their con-
tributions. At the same time, today’s consumers expect more.
Consumers expect products to be ready now, customized to their
needs, and created using environmentally friendly practices.
Meeting these employee and consumer expectations requires a
paradigm shift in management and opens an exciting window
of opportunity.
Catalyst’s work-life effectiveness (WLE) approach responds
to that window of opportunity. WLE is built on a mutually
beneficial partnership between businesses and employees that
aims to identify solutions to common challenges such as lack
of business agility, team inefficiencies, and employee burnout.
Understanding that WLE is a management tool—rather than a
burden—is fundamental.
Work-Life Effectiveness:
Better for Business, Better for Employees
By Catalyst

WLE creates an agile work environment that can respond to
changes in business needs quickly, creatively, and efficiently. At the
same time, WLE provides employees with the control they need to
work smarter, to address their non-work priorities, and to be resilient
and effective. At its essence, WLE enables strong performance—for
individuals and organizations—over the long term. PDJ
Founded in 1962, Catalyst is the leading nonprofit membership
organization working globally with businesses and the professions
to build inclusive workplaces and expand opportunities for women
and business. Visit Research Knowledge at www.catalyst.org to
download free copies of this and other Catalyst reports.While there,
visit the Catalyst E-News sign-up page found under Newsroom to
begin receiving our monthly email updates.
Flexibility as Typically Practiced Work-Life Effectiveness
Focuses on the short-term—how to respond to
current work demands.
Focuses on the long term—how to support agility
and sustainable performance.
Focuses on individual work solutions. Focuses on team solutions and coordination.
Is an accommodation for the few. Is a tool for all employees.
Alternatively disempowers or entitles employees.
Encourages managers and employees to develop
solutions together.
Values time spent. Values results and effectiveness.
Regards employee needs, interests, and concerns
about burnout as obstacles to accomplishing work.
Uses employee needs, interests, and concerns about
burnout as a catalyst for creatively redesigning work.
Focuses on managing employee schedules.
Focuses on managing for strong performance and
employee sustainability.
Table 1: Differences Between Flexibility and Work-Life Effectiveness
Table 1 details the differences between flexibility as it is typically practiced and Catalyst’s WLE approach.

E
By David Casey
Chief Diversity Officer and Vice President, Workplace Culture
WellPoint, Inc.
Every day seems to
bring more headlines
of America’s corporate
stalwarts handing out
pink slips. So why are we
talking about recruitment
and retention now? Because there are still jobs to be filled
and key talent to be retained. In an economic environment
where more than 2 million jobs have been lost over the past
year, every opportunity to recruit or retain essential talent be-
comes ever more critical.
Has a new or potential employee ever asked you what it’s
really like to work at your organization? How do you answer
that question? Do you quote verbatim the bullet points from
the latest recruiting brochure? Do you think that’s all they
really want to know? Is that all you really wanted to know
when you started?
The average candidate is more than capable of reading
the virtuous merits crafted by creative copywriters, but more
often than not what is really being sought after are the
unwritten rules for success in your organization. The policies,
practices, and procedures that fuel the stories told in the
hallways and at the water coolers. In other words, the
company’s culture.
These are things that get discussed at all levels in a com-
pany. While this article is not meant to serve as a formal
culture audit, the following are questions that can serve as a
catalyst for starting a dialogue with company leadership.
• Who gets the plum projects and promotions and why
did they get them?
• What are the sacred cows that are off-limits?
• Do people stay because there are no other jobs in the
market or do they really want to be here? (If it’s the
former, think about the drain on productivity!)
• What has happened to people who have gotten on the
boss’ bad side?
• Is it really okay to speak up if you disagree with the
boss or the team?
• Who are the power brokers that can get things done
with little more than a phone call or e-mail?
• Who should I network with and whom should I stay
away from?
These kinds of QAs are probably not going to show
up on your recruiting web site, but these are what interest
people. One of the worst things you can do is pretend these
issues don’t exist, because they define your company’s culture.
Your organization has a discernable culture that has
either been methodically planned or has taken shape on
its own. As you think about your ability to recruit and re-
tain diverse talent, decide if your company’s culture simply
“talks the talk” or if it actually “walks the walk.” The term
“diverse” transcends the commonplace components of race
and gender; it speaks to characteristics like background,
education, age, and approach to problem solving, among
other things.
When you or your company look at potential/current
talent, is individual success based on real qualifications? Or
is advancement based on the candidate’s ability to conform
to the traditions and conveniences that have commandeered
your company’s culture? It takes some honest and coura-
geous conversations (and self-evaluations) to get to the level
of transparency needed to understand how your company’s
culture impacts your ability to get and keep talent.
Let’s face it—being over-staffed in today’s challenging
economic environment is probably not an issue. The need to
maximize your human resources has never been more acute.
There is no better time than right now to assess your culture
at all company levels. There are many tools and partners
to assist should you not have the internal resources. It can
be daunting, so start small. It may be as simple as stopping
every now and then and listening at the water cooler. PDJ
So, What’s It Really Like to Work Here?
No, Really?
from my perspective…
David Casey is a native of Indianapolis, Indiana having
graduated with honors from Indiana Wesleyan University with a
BS in Business Administration. He brings over 20 years of
experience in talent management and strategic diversity
management to his role at WellPoint.

Our people are as diverse as their ideas.
To work in a worldwide marketplace,
Chevron has a workforce that represents
the world. Wherever we do business, we
believe diversity is essential for our
employees and partners alike. Because
with more points of view, our human
energy becomes even stronger.
To learn more, visit chevron.com.
CHEVRON,theCHEVRONHALLMARKandHUMANENERGYareregisteredtrademarksofChevronIntellectualPropertyLLC.©2008ChevronCorporation.Allrightsreserved.

By Melanie Harrington
President
American Institute for Managing Diversity, Inc.
W
We are headed
for a year of difficult
times and uncomfort-
able uncertainty. In the
midst of so many un-
knowns, where should
organizations spend limited resources? Presumably your
organization is one of the many that has developed, or is
developing, a strategy to weather this recession.
As diversity practitioners, we must ask ourselves whether
we have an approach, tool, or capability that will support
the achievement of the organization’s recession strategy. Do
we have the depth of knowledge about the diversity field and
the requisite skills needed to assess the gaps in the strategy and
bring our unique diversity management lens to the organiza-
tion’s challenges?
If the diversity and inclusion work at your organization
has revolved solely around recruitment or seeding
the pipeline with a diversity of candidates, and if the
organization has instituted an organization-wide hiring and
promotion freeze, then the focus of the diversity office may
need to shift. Today’s dynamic marketplace is complex and
unpredictable. An organization’s diversity management strat-
egy will need to morph and adjust with the vicissitudes of
the market. To meet these new challenges, everyone, from
CEOs to rank-and-file employees, will need a diversity man-
agement capability. The organization with a diversity man-
agement skill set will be able to access talent that will help
the organization avoid being this economy’s next victim.
As tempting as it may be to focus solely on the short-
term emergency recession issues, organizations must also
plan for life after the recession. Even the most negative
prognosticators predict that the recession will end during
the second or third quarter of 2009. The recovery may take
years and the marketplace may look very different once the dust
settles. A BusinessWeek commentator and Emory University
Goizueta Business School professor, Kevin P. Coyne,
projected that those leaders who set aside time to focus on
their organization’s long-term competitive strategy could
have a 5- to 10-year advantage over those organizations who
fail to plan beyond the recession.
As a diversity practitioner, you have a unique
opportunity to help the organization leverage the diverse tal-
ent necessary to execute the survival strategy and plan for
the future post-recession recovery. A place where you may
consider beginning is with your organization’s
strategic mixtures. Dr. R. Roosevelt Thomas, Jr.
would consider strategic mixtures to be those
elements of a pluralistic mixture that:
•Are hindering the achievement of the or-
ganization’s mission, vision or strategy or,
•If effectively utilized, could substantially
facilitate the organization’s success.
In assessing the elements in the mixture,
you are unpacking the organization’s diverse
collection of assets and deficits. As the organization’s diver-
sity expert, you can uncover the depth and range of dif-
ferences and similarities in your organization and develop
strategies that enable management to rally the diverse range
of resources around the organization’s recession strategy and
long-term post-recession goals. PDJ
What is Your Diversity Management
Recession Strategy?
viewpoint
Melanie Harrington is president of the American Institute for
Managing Diversity, Inc. AIMD celebrates it’s 25th Anniversary in
2009. The organization is a 501(c)(3) public interest non-profit
dedicated to advancing diversity thought leadership through research,
education, and public outreach. AIMD works to strengthen our com-
munities and institutions through effective diversity management. For
more information, please visit www.aimd.org.
“
”
An organization’s diversity
management strategy will need to
morph and adjust
with the vicissitudes of the market.

At Verizon, we want you to bring your diverse talents,
experiences, backgrounds, and viewpoints to work. It’s
your smarter, bolder, and faster ideas that will move our
business forward at the speed of FiOS! Bring it in and
bring it on – bring your diversity to work at Verizon.
BringItMonica, Verizon Telecom
CareersForEverythingYouAre
www.verizon.com/telecomjobs
Verizon is an equal opportunity employer, m/f/d/v.
At Verizon, we’re changing the way the world lives, works
and plays. We open doors to opportunities and rewards that
rival your ambition. From having the most reliable network,
to the outstanding service we provide our customers, to our
unparalleled FiOS technology,we’rededicatedtobeing thebest
at what we do. Whether your interests lie in sales, marketing,
ﬁnance, IT, HR, customer service, engineering, or operations,
we oﬀer careers as ready as you are.

By Shirley A. Davis, PhD
Director of Diversity and Inclusion Initiatives
Society for Human Resource Management
my turn
I
In this installment of
the series, “What Keeps
Diversity Professionals
up at Night,” I focus on a
topic that was addressed by
both presidential candidates—the rising cost of health care.
And now our 44th president, Barack Obama, has promised
some form of universal health care within his first term. Why
did this issue take such a front seat in the list of priorities that
all presidential candidates promised to address if elected? And
why is this keeping diversity professionals up at night?
Let’s begin by addressing the first question, why is this
issue a priority under the new administration?
There are currently 45 million uninsured Americans in the
United States, 8 million of them children. While medical costs
are skyrocketing, an increasing number of employers are dropping
coverage, leaving even more Americans without health care.
According to the 2008 Towers Perrin Health Care Cost Survey,
health care costs for U.S. employers increased by 6% in 2008,
and gross health care expenditure rose by an average of $526 per
employee to an average total cost of $9,144. Unfortunately,
projections of changes in health care costs continue to predict
significant cost increases over the coming decade.
According to the National Health Expenditure Projections
2007-2017 Report from the U.S. Department of Health
and Human Services, health care spending as a percentage
of gross domestic product (GDP) is projected to reach just
over $4.3 trillion and comprise 19.5% of the GDP by 2017.
Unsurprisingly, employers are increasingly concerned that
health care costs are making U.S. businesses less competitive.
Drivers of these continuously increasing costs include an
aging population, high end-of-life expenditures and enormous
costs in caring for the chronically ill (all areas that fall under
the broad category of diversity).
As in 2006-2007, the high cost of health care and its asso-
ciated impact was identified in the SHRM Workplace Forecast
report for 2008-2009 as one of the top 10 trends expected
to have significant impact in the workplace. According to
data from the Organization for Economic Cooperation and
Development (OECD), the United States spends more on
total health expenditures per capita than any country in the
world. Over the past few years, the debate in the United
States has intensified over whether the return on this national in-
vestment is worthwhile or if it is, instead, a growing economic
liability. This question is particularly relevant to U.S. employers
because the U.S. health care system is employer based. In
addition, unlike most other industrialized nations, where the
percentages of citizens without health insurance are very low,
health care analysts believe that the high uninsured rates
(approximately 45 million people as mentioned above) add
indirect health care costs to the system overall. Health care
costs appear to be a growing economic burden to both em-
ployers and individuals and their families.
According to a SHRM survey of HR professionals on
what their organizations are doing to decrease employers’
health care costs, the most common strategies are to use pre-
ventive care (also known as Wellness) programs in an attempt
to make their workforces healthier—and therefore less in need
of expensive health care interventions—or to increase the pro-
portion of health care costs paid by employees by increasing
co-insurance, co-pays, or deductibles. Many are also moving
to consumer-driven health plans.
We are trapped in a vicious cycle in which the medical
care costs incurred by uninsured Americans are passed on to
insured Americans in the form of higher premiums, which
drives up the cost of insurance, making it even less affordable.
And more than half of personal bankruptcies are caused by
medical costs.
The repercussions of our inadequate health care system
are taking a toll on the economy, and our foreign competitors
with universal health care are gaining an advantage. Rising
health care expenses push employment costs up and benefits
down, which results in lost profits and wages, and hits small
businesses especially hard. A better health care system, with
its inherent cost benefits, will allow employers to hire more
workers and in turn lower unemployment rates.
President Obama believes that every American has the
right to affordable health care, and he plans to provide access
to high-quality coverage for all Americans by the end of his
first term. The term “universal health care” has been thrown
around a lot lately, but many people have an outdated perception
of what it actually means.
What Keeps Diversity
Professionals Up at Night? (part 5)

Shirley A. Davis, PhD, is Director of Diversity and Inclusion
Initiatives for the Society for Human Resource Management in
Alexandria, Virginia. She can be reached at sadavis@shrm.org.
“
”
Rising health care expenses push employment costs up
and benefits down, which results in lost profits and wages,
and hits small businesses especially hard.
Under Obama’s plan, Americans who are already insured are
free to stay with their current carrier but nonetheless will see a
drop in their premiums by as much as $2,500. Those Americans
who are currently uninsured can choose to either enroll in the
new public plan or enroll in a private plan option through the
national health exchange. This plan existed prior to the economic
downturn that hit record lows in September 2008, so we will
have to wait and see how his priorities and his plan are impacted.
And now to answer my second question: Why are rising
health care costs important to HR/Diversity practitioners? For
a number of reasons, starting with the reality that, in our roles,
we are responsible for creating strategy, influencing policy, and
implementing programs that meet the needs of a more diverse
workforce, especially the aging workforce and people with
disabilities—two of the largest consumers of health care but also
the largest segments of the workforce. Compounding the changing
demographics are issues of health care disparities and cultural
differences in how care is viewed and accessed. For example,
disproportionate numbers of African Americans and Latinos have
conditions such as diabetes, obesity, and high blood pressure.
They are twice as likely to use emergency room services and are
less likely to report having a primary-care physician.
Another key issue is the low representation of people of color
in health care professions. According to DiversityInc, it is estimated
that 90 percent of doctors, nurses, pharmacists, and medical
technicians are white, a reality that contributes to lost lives. A study
by former U.S. Surgeon General David Satcher found that closing
the gap would have resulted in more than 83,500 fewer deaths.
To address some of the aforementioned issues, the Office of
Minority Health (OMH) has set forth 14 standards on Culturally
and Linguistically Appropriate Services (CLAS). These standards
are designed to be integrated throughout an organization and
undertaken in partnership with the communities being served.
Employees will demand a wider range of culturally-based
preferences in service providers, and in type and delivery of care.
Furthermore, different cultures/ethnicities have different per-
spectives on health/welfare plans. As diversity practitioners, we
should ensure that these factors are considered in our strategies,
processes, and practices and that those health care offerings are
equally valued regardless of one’s cultural background. It’s also
important to consider what types of health care benefits will at-
tract each generation, what changes need to be made to the exist-
ing qualified benefit plans, and what role your company will play
in reshaping national health care.
In next issue I’ll address the tenth and final challenge in this
series: Legal Risks and Reputation. PDJ

HHHHHHHHHHHHHHHHHH
HHHHHHHHHHHHHHHHHH
Carlton Yearwood
Chief Ethics and Diversity OfficerWaste Management
Mr. President,
As an African American and corporate leader, I have watched your historic campaign
with inspiration and uncommon interest in your challenging messages, as well as how the
American public would receive and react to them. In an overwhelming way, the reaction was
positive: Congratulations on becoming the 44th President of this great country.
Your historic march to the White House followed a path worn by men and women of all
walks of life. By men and women whose sacrifices and commitment to equality and access
helped shape the minds of generations into believers of the importance of the character of the
person over the color of their skin. Ironically, a path was also worn by those who openly and
savagely rejected the premise that all men are created equal. Their rejection challenged the
beliefs of rational, thinking people who looked to the merits and not to the fear. One must
acknowledge both, because each called forth great rallying voices and debates, which made
your selection as the leader of the free world a true testament of what can occur when only
the qualifications and readiness of man is tested.You will on January 20th inherit a country and world torn between conflict and what is
right, good, and just for its citizens.
My requests of you are no more than what you have already offered. Remain transparent in
what you believe is right and just. Be true to yourself and speak the truth. Surround yourself
with dreamers and doers, with believers and pragmatists. Recognize that diversity and
inclusion is what got you elected. Don’t be afraid to embrace diversity as the true makeup of
the people you serve, and inclusion as their full and expected contribution to your success and
the success of our nation. Talk about the importance of understanding and tolerance and how
the power of diversity and inclusion will set us on the right path to solving both our domestic
and international challenges.
Congratulations, Mr. President.
The election of Barack Obama as President of the United States is significant in many ways. Historically
significant, of course, but there is also a great emotional importance to those Americans who have felt
disconnected or ignored by our representative government.
This president offers a sense of accessibility to government that many citizens have never thought possible.
The blending of Kenya and Kansas, of red states and blue, of crisis and diplomacy. He represents the
makeup of America itself—a stew pot of cultures and belief systems, with no single ideology claiming
primary importance.
Profiles in Diversity Journal has invited leaders in the business world to offer their thoughts to the
leader of the free world by posing the question,
”If you had the opportunity for a one-on-one meeting
with Barack Obama, what advice would you give him
as he begins his term as President?”

HHHHHHHHHHHHHHHHHH
HHHHHHHHHHHHHHHHHH
Angela F. Braly
President and CEO
WellPoint, Inc.
Mr. President,
There are many challenges facing you as you take office in January.
Among them is the need to put America on the path to universal
coverage that will span this and future generations. We can do this if we
focus on four cornerstones: cost, quality, access to health coverage, and
how we pay for our health care.
The first thing we need to do is address cost and quality. Americans
today are not getting value from our health care dollars. Currently
we reimburse health care providers based on quantity, not quality,
driving up the cost of health care, but not increasing the quality of care
received. WellPoint has been a leader in developing pay for performance
programs that seek to pay providers for furnishing higher-quality health
care rather than simply more care. These programs have benefited
patients through higher quality care, while rewarding hospitals and
physicians for improving quality and reducing the variation in care
rather than simply on serving more people.
Further opportunities exist to improve quality while reducing costs by
addressing the many cultural differences between health care providers
and consumers. Research from the U.S. Department of Health and Human
Services and the Institute of Medicine has demonstrated that culture
and language can affect the way that patients view illness and disease.
Working with physicians, WellPoint is providing a comprehensive set of
cultural and linguistic tools for understanding and addressing racial and
cultural health disparities in our communities. Through these efforts we
hope to significantly reduce health disparities and improve the quality of
care received among segments of the population by 2010.
By focusing on improving the quality of care received, you will be
able to drive down costs and create a system that is sustainable for
future generations.

HHHHHHHHHHHHHHHHHH
HHHHHHHHHHHHHHHHHH
Margot James Copeland
Executive Vice President, Corporate Diversity and Philanthropy
KeyCorp
First and foremost, President Obama, I want to thank you for being such an
extraordinary role model for all Americans.We, and the world, will see our nation
and ourselves differently because of your leadership.
Continue to lead by example, as you did throughout your campaign.We need your
thoughtful actions as well as your heartfelt words.
Hold firm to your values.You have shown us that you honor your forebears and cherish
your family.You have led with quiet integrity.You are steady in the storm.You seek
counsel from many sources and are open to different viewpoints.We need your values
as you guide our shared vision for America.
Listen to your inner voice. It resonates with the wisdom and judgment that have
brought you to this point. It will direct you to the tough choices you must make to bring
us to a stronger tomorrow.
You have come this far by faith. Hold to that faith, which is unshakeable. It will both
guide and serve you in the years of very difficult challenge that lie ahead.
We are so grateful that you are willing to serve as our President. God bless you.
Ilene H. Lang
President Chief Executive OfficerCatalyst
President Obama:
Your administration has already appointed leaders who are women, including
women of color, to influential positions. You know first-hand that what’s
good for women is not only good for the country, but also good for men.
More women in U.S. leadership doesn’t mean fewer men; it means more
perspectives, more creativity, and more diversity of thought and approach.
Credible, 21st-century leadership looks like the future and sets the tone for
change. Yet the 2008 Catalyst Census of Women Board Directors of the Fortune
500 and the 2008 Catalyst Census of Women Corporate Officers and Top
Earners of the Fortune 500, both released last month, showed few women in
U.S. business leadership and no growth from 2007.No change in a year of change is unacceptable.Business needs women leaders—now more than ever. The long-term
sustainability of any corporation rests in its ability to recognize and
develop talent. More and more, that means recruiting and retaining women,
including women of color, and advancing them into leadership. You know that
exceptional times demand exceptional leadership, and that some leaders,
as yet untapped, on boards and in executives suites, are women.

HHHHHHHHHHHHHHHHHH
HHHHHHHHHHHHHHHHHH
Jeff Noddle
Chairman and CEO
SUPERVALU INC.
Mr. President,
Hope, change, optimism, and bi-partisanship are words from your
campaign; they too are themes critical to America’s future. Like most
Americans, I am hopeful you will be able to bring “change” to our
nation’s capital.
We are in somber times and Americans are struggling, along with
businesses, charities, and governments at every level. Those of us
in business want to work with you to engage the country in forging
innovative solutions to our challenges. Partner with leaders around the
country, push for change that will inspire future generations, and stay
above the partisan divide that has crippled Washington.
Your inclusiveness is impressive and will serve you well. I encourage
you to continue reaching out to all who have a stake in our nation’s
future regardless of their race, religion, economic status, or other
differences, as it is these differences that have made America great.
Fostering an environment for new ideas will propel us forward in
every sector.
Mr. President, I wish you success. Our nation’s and the world’s arms
are open to you—embrace them with confidence. Remember where
you came from, how you got to the White House, and that on the
other end of every decision you make are people.
Bob Greczyn
CEO
Blue Cross and Blue Shield of North Carolina
Mr. President,
I offer congratulations on your historic achievement that breaks new
ground for all Americans. Unfortunately, there’s barely enough time to
reflect on what your taking office as our 44th president means, given
the serious challenges you inherit—starting with rebuilding our
economy, restoring our standing in the world, and repairing our health
care system.
Of course, the optimist would view these challenges as opportunities,
and I think we can do that with health care. If we act decisively, we
can take full advantage of the emerging consensus that our health
care system needs to change, before we get bogged down in politics
as usual. Now is the time to expand coverage to all Americans, make it
more affordable, eliminate health disparities, and improve our collective
health as a nation.
The best possible health reform would be to build on what we already
have, including our system of employer-sponsored coverage, and reward
efforts to improve quality and reduce costs.Those of us in health care look forward to working with you and
Congress to shape a uniquely American solution to these challenges.
Let’s take advantage of this opportunity to get health care right.

HHHHHHHHHHHHHHHHHH
HHHHHHHHHHHHHHHHHH
Scott McGregor
President and CEO
Broadcom Corporation
Dear President Obama,
One of the challenges facing society is how to keep our families and communities
connected, especially when we’re separated geographically. While some have
suggested that technology has made us more alienated, I believe that technology has
brought us together and has allowed us to participate in shared global experiences in
ways we had never thought possible. Bringing broadband to every corner of America
would help bridge gaps in communication and education by providing people from all
levels of society, even those in remote and underserved locations, with instantaneous
access to information.
Broadband access can help families stay in touch, and can allow kids in Nebraska
to connect with peers throughout the country, visit the Smithsonian or search the
Library of Congress from their home. As such, it has the potential to foster a greater
understanding of, and respect for, the different cultures that comprise today’s
global community. Ubiquitous broadband service is the modern-day equivalent
to the telephone or the transcontinental railroad—two innovations that connected
people, created jobs and, ultimately, changed society for the better. Expanding our
nation’s broadband infrastructure would usher in a new age of connectivity and
communication that has the potential to impact our country in a similar fashion.
Paul Cohen
Vice Chairman
Pragmatics, Inc.
Dear President Barack Obama:
Congratulations—your victory in November was an inspiration to all, regardless of
race or religion.
It has been said a nation’s priorities are expressed in its budget. Aligning your
budget with your priorities will be your single-most important task. In reviewing the
budget, please reallocate resources to priorities and threats facing our nation.
Today, many resources fund weapons systems such as nuclear-powered aircraft
carriers, high-performance aircraft, and heavy armor designed to fight the Cold War.
But the Cold War is over. Instead, we need to address threats from cyber attacks,
small teams of dedicated fanatics, and improvised explosive devices—conventional
and nuclear.
America must reach out to the world’s youth through the Internet, using Web 2.0
and the next generation of information technologies. National security builds
on economic security: healthcare, housing, and education for all; a sound
manufacturing base; modern transportation; energy independence; and agricultural
production. We need investments in health care informatics electronically linking
patients, providers, and insurers; education using the Internet in all classrooms;
and other Web-enabled technologies.
We urge your budget review to take these priorities into consideration and allocate
resources consistent with your pledges to the American people.

HHHHHHHHHHHHHHHHHH
HHHHHHHHHHHHHHHHHH
Tara Jaye Morrow
Vice President—Creative Writing and Editorial
Hallmark Cards, Inc.
Three reasons I cried tears of joy on election night: 1. Black men won a battle in the
war to be seen. 2. It is at last cool to be smart. 3. If a black man can become President,
my daughter and two sons will grow up believing they can do ANYTHING.
Dear President Obama,
There is much to celebrate and, as you well know, much work to be done. Please
begin by fortifying the economy and our healthcare system. We desire a safe, thriving,
innovative country whose citizens can add value through their insights, creativity, and
passion. When one doesn’t know where his next meal is coming from or can’t afford
life-saving medicine, vision has no space in the mind. Next I ask that you turn your
attention to quality, affordable education for every child, which is the only way to ensure
that the American dream will belong to more than a few…and that we remain viable
as a nation. Lastly, you represent the very best of America—optimism, determination,
inclusion—and I am so hopeful that you will be the one to help restore our place of
dignity in the world.
Praying for your protection and our collective progression.
Robert L. (Bob) Ellis, MS SPHRGlobal Chief Inclusion Diversity Officer
ITT Corporation
Dear Mr. President,
As you and we begin a new chapter in our American history, what hopes do you have as a
father for your children’s future? As many of us are keenly aware, our public educational
system is dysfunctional in many areas of our country where we most need it. I encourage
you to aggressively focus on improving this system. We need you to provide executive
leadership in helping our children obtain a quality education and to inculcate inclusive
behaviors while learning to value diversity and global differences. Having an ineffective
educational system must be seen as both a National Security concern, and a significant
factor in diminishing our global competitiveness. We need educated, diverse and competent
prodigy to continue “America.”
In the not too distant future, our ethnic and national diversities will be viewed less as
obstacles, and more likely as incubators and catalysts for innovation and global problem
solving. Our children, and the children of our global families and their elders are being
presented with the opportunity to truly create a better planet. I wish to add my voice to
the chorus who applaud your efforts, and the inclusive behavior which you continue to
demonstrate in your cabinet appointments, advisory teams and coalitions, and hope that
through you we might, as citizens, begin to again raise the bar of civility while embracing
our diversity.

© Eastman Kodak Company, 2008
www.kodak.com/go/diversity
drives innovation and success
Kodak’s commitment to diversity and inclusion touches customers,
consumers, employees, suppliers, shareholders, and more. While our
vision is global, we focus upon the distinctive cultures and communities
in which we live and work.
We champion diversity as a business imperative to help drive innovation.
Working together, we create technologies and services that unleash the
power of pictures and printing. Become part of our picture—and join us
on our journey to enrich people’s lives.
Diversity Inclusion

Chief Diversity Officer
and National Managing Partner, Partner Services
QA with Deloitte’s
In the 1960s, Allen Thomas was a young black
child growing up in an all-white neighborhood in
Brooklyn, New York. There began the pivotal years
of his understanding respect and the challenges
people face, which framed his current view of the
importance of having a diverse set of relationships,
friends, and backgrounds.
Joining Deloitte in 1982, Thomas intended to stay
for a couple of years and then move on. He’s been
there ever since. See why Deloitte is a great place
to grow…
COMPANY Name: Deloitte LLP
Headquarters: New York City
Web site: www.deloitte.com
Primary Business or Industry:
Professional services
Annual RevenueS:
Deloitte LLP recorded $10.98 bil-
lion in U.S. revenues in the fiscal
year ending May 31, 2008. Deloitte
Touche Tohmatsu global revenues
were U.S. $27 billion.
Allen Thomas
GLOBAL / MARKET / INDUSTRY ISSUES
Please describe your company’s global presence and the scope
and scale of your company to a reader who may not be familiar with it.
Deloitte LLP (Deloitte) is one of 69 member firms of Deloitte Touche
Tohmatsu (DTT) who provide audit, tax, consulting and financial advisory
services to clients. In the United States, Deloitte employs more than 44,000
employees in 92 cities.
Deloitte is built on a 100-year heritage of professional excellence in the
world of client service. Now in our second century, we are a large organization,
and with our size and reach come great opportunity and responsibility to the
clients and markets we serve, and to the people whose passion and knowledge
drive our accomplishments.
Today, at the core of Deloitte’s culture is something we call the Deloitte Talent Experience. We
strive to surround ourselves with passionate people who bring different perspectives to the table,
reflect the values of our clients, generate great ideas and provide innovative solutions. To do so, we
not only have to provide a great place to work; we have to foster a culture of DI and provide the
opportunities for our employees to grow and achieve their professional and personal goals.
Please give us your definition of diversity and inclusion, as it relates to the efforts
within your organization.
At Deloitte, DI refer to the collective strength that comes from a mixture of individuals,
cultures and experiences. That strength is built upon the differences that make each of us unique,
meaning the characteristics that go beyond race, gender, age, sexual orientation and ethnicity to
include attributes such as talents, aspirations and perspectives.
DI are directly linked to our organization’s success, because they bring new opportunities,
broader experiences and higher value to our clients and ourselves. With that in mind, our strategy
is organized around three key focus areas in support of our organization’s efforts to become the
standard of excellence:
1. Growing our talent pipeline, with a particular focus on attracting and retaining
people of color;
2. Embracing diverse perspectives to achieve greater team value;
3. Instilling a mind-set of inclusion, rather than just removing barriers.
Front-
RunnersFront-
Runners
in Diversity LEADERSHIP
SERIES
PROFILE S
IN
DIVERSITY JOURNAL

26 Profiles in Diversity Journal January/Februar y 2 0 0 9
In today’s marketplace, what particular challenges do you face in
hiring and retaining good people?
No industry or company is immune to the challenges of hiring and
retaining good talent. The marketplace for talent is far different than it
was even a decade ago. The makeup of our workforce is shifting, we are
facing a shrinking labor pool in the future, all while competition for the
best candidates is increasing.
Our success lies in being able to create high-performance teams that
deliver real business results for our clients. Recruiting and retaining the
best talent is vital to achieving that success, and DI play a critical part
in focusing on and realizing that goal.
How do you keep diversity a priority throughout your company?
Specifically, how do you energize people or get their buy-in for
diversity throughout the organization?
There is a difference between setting DI objectives and actually
achieving a culture where they are connected, not separated, from the
everyday business of the organization.
Our All Inclusive approach is a critical part of our organizational strat-
egy to attract and retain the best talent; to create a culture that values all,
and to deliver exceptional client service. To sustain
support across the organization, we must actively
demonstrate not only our commitment to DI,
but its effectiveness.
To generate great ideas, we need people with
different perspectives and backgrounds. Plus, by
showing our employees that Deloitte values who
they are and what they contribute, we provide an
environment where everyone can produce at their
full potential.
It’s also about the Deloitte brand. We want
people in the business community to know
Deloitte for our impact, our values
and what we stand for. DI are tightly
woven into the way we define and
present ourselves to each other and the
outside world. You will find our values
widely communicated and prominent-
ly placed throughout the organization,
and one of our four core values is
“Strength from Diversity.”
Given our size, employee engage-
ment is important to garner support
and instill pride in what we are trying
to accomplish. To this point, com-
munication is key. Internally, our two most effective methods for raising
awareness about DI are leadership visits to our local offices and our in-
tranet, DeloitteNet. Live, interactive meetings with senior executives help
our people directly connect with Deloitte’s diversity message. DeloitteNet
provides ready access to resources, information and regular news high-
lighting our progress and achievements. A dedicated DI site within
DeloitteNet is populated with news and information about our people.
And, our CEO, Barry Salzberg, is very passionate about diversity, and is
personally deeply involved in our efforts.
Are there unique opportunities in your particular industry for
implementing diversity programs?
There is more than an opportunity in the professional services
industry—there is an imperative. The number of individuals pursuing
business and accounting degrees remains small, while more career op-
tions are available to diverse candidates. As an industry, we need to think
differently about recruiting and workforce development, and we need to
accelerate our efforts.
Creative recruiting and talent development strategies are an important
part of our preparation for the future so that we not only bring in new
talent but develop leaders of tomorrow.
Education is one of our paths to diverse talent. Twenty-five schools are
designated as key Deloitte diversity recruiting venues.
We also started a specialized recruiting program to connect Deloitte
with accounting students. Through the Future Leaders Apprentice
Program, we offer high-potential diverse recruits scholarships plus on-
the-job training opportunities, followed by a leadership development
curriculum once they join Deloitte.
We are also dedicated to helping develop the brightest future talent.
Working with organizations such as the Jackie
Robinson Foundation and INROADS, we support
high talent diverse high school students through
scholarships and internships.
Also key to our recruitment and reten-
tion strategy are our relationships with asso-
ciations that support the educational and profes-
sional advancement of minorities in the fields
that Deloitte represents. Among these organi-
zations are the National Association of Black
Accountants, Association of Latino Professionals
in Finance and Accounting, Ascend, National
Society of Hispanic MBAs, National Black MBA
Association, National Association
of Women MBAs, Out and Equal
Workplace Advocates, Reaching Out
LGBT MBA, and others.
We also encourage our own
employees to lead and participate in
networking, recruiting and profes-
sional development activities through
these organizations. These individuals
bring back new perspectives, expand
their own professional knowledge and
build awareness for the values that
Deloitte holds.
Thomas speaks (top) and greets colleagues (above) at the Deloitte
New Leaders Meeting in Boca Raton, Florida.
Front-Runners in Diversity Leadership Allen Thomas Deloitte LLP

Do you have any examples of how tapping employee diversity
has yielded significant product or profit breakthroughs?
Deloitte’s inclusive culture creates an atmosphere where people can
feel encouraged to express their ideas and develop their potential. It also
enables people to build and develop the formal and informal networks
that contribute to their ability to serve clients and uncover new opportu-
nities to grow professionally.
Deloitte’s Business Resource Groups (BRGs) are visible examples that
an inclusive culture creates employee commitment and pride, influences
customer satisfaction and drives financial performance.
Through activities supporting our recruitment, retention and com-
munity involvement efforts, the BRGs not only support our business goals
but have also provided networking opportunities with students and other
potential recruits.
Deloitte is also known for introducing revolutionary new concepts to
the workplace, often changing the way companies do business. A number
of these are credited to our Women’s Initiative (WIN), now formally in
its 16th year. Recently, we pioneered “Women As Buyers” research and
workshops exploring the different purchasing decision-making processes
for women and men, and their impact in the business world. Evaluations
have been exceptional, with nearly 95% of participants reporting a better
understanding of buying differences. With buzz about the program high
—and demand growing—we will continue to offer the workshops.
CORPORATE LEADERSHIP
What resources (financial and manpower) are allocated for
diversity? How do these reflect your company’s leadership
commitment to diversity?
Oversight for DI programs is placed at the highest level within our
organization. Deloitte sets a clear tone at the top through communica-
tion, commitment and practice. Outreach to staff, clients and the business
community at large about the importance of a diverse workforce and
inclusive culture at Deloitte comes directly—and regularly—from our
senior leadership.
As chief diversity officer, I, along with the leader of our Women’s
Initiative, report directly to our CEO, Barry Salzberg, on Deloitte’s
continued efforts to make the organization a more diverse and inclusive
workplace. However, the responsibility does not stop there; each of our
four businesses and seven regions has a diversity leader who helps them
achieve their respective goals and objectives aligned with Deloitte’s na-
tional goals and objectives.
Through their commitment, advocacy and actions, our senior leader-
ship team’s influence is visible across the organization and deep within
the marketplace, and is proof of how vital a role that leadership plays in
making diversity and inclusion a reality.
Does your company address diversity in its annual report? Is it
important to talk about diversity with shareholders?
In addition to highlighting DI in our annual review, we also issue
three additional reports outlining and measuring our progress. An an-
nual Talent Annuity Report outlines the progress and goals of the overall
Talent Experience as it relates to our organization, our clients and our em-
ployees. In addition, we produce a Diversity Inclusion Annual Report*
and a WIN Annual Report that recap our milestones and success stories,
and map out our future objectives.
Deloitte is not a public company, but rather a firm whose stakehold-
ers are partners and principals. And, to our benefit, as leaders of our firm,
they are also the ambassadors and champions of our DI programs.
I would also add the importance of talking about our programs with
external clients. It is essential that we have the ability to create diverse
teams, as clients want to work with teams whose values and perspectives
represent their own and those of their constituencies.
Do you have any programs in place to increase the cross-cultural
competence of your senior management team? Can mid-level
managers acquire similar training?
Strength from cultural diversity is a shared value at Deloitte, and
living that value requires us to help our people expect, understand, and
manage cultural differences. In our leadership programs here and abroad,
we focus on building stronger, more diverse teams.
Last year, we piloted a program in our U.S. Financial Advisory Services
firm, called Managing Diverse Teams, to 200 new and senior managers.
We also added the Diverse Path to Teaming course, which builds on the
concepts introduced in our DI new-hire training.
A widely available resource is our Deloitte Cultural Navigator (DCN).
This online tool helps our people gain knowledge of business practices in
more than 100 countries, improve communications, and build relation-
ships with global colleagues.
Our Global Development Program provides our top talent the oppor-
tunity to transfer to work for DTT member firms around the world and
helps prepare employees by offering programs to help with cross-cultural
orientation. Another avenue that helps our people with cross-boundary
*Our latest Diversity Inclusion Annual Report is available at http://www.deloitte.com/dtt/section_node/0,1042,sid%253D2270,00.html
Deloitte’s Diversity Inclusion Annual Report
highlights programs, measures progress, and outlines future goals.

Allen Thomas
Company: Deloitte LLP
Title: Chief Diversity Officer and National Managing Partner, Partner Services
Years in current position: One year as Chief Diversity Officer and six years as National Managing
Partner, Partner Services
Education: BS in Agricultural Economics, Cornell University; MBA, Columbia University
First job: Shining shoes, at age 12.
Philosophy: Never give up on people.
What I’m reading: The Lost Tomb, by David Gibbons
Family: My wife, Theresa, and I have been married 21 years.
Interests: I love to travel. Recent trips include India, China, France, Finland, and areas within the U.S.
“Best” picture (film/art): The Magnificent Seven
My favorite background music: Cool jazz
Favorite charities: Kiva and DonorsChoose.org
Person (historical/fictional/actual) I’d like to get to know over lunch: Mahatma Gandhi
Words of advice to “new” diversity leaders; or anyone who wants to rise in their organization; or to people you mentor?
Ultimately, my personal involvement as CDO is really about trying to understand the perspectives of our people and changing views in society
about diversity and inclusion. All progress is truly driven by my personal relationships and my influence on our leaders and ability to get them to
understand how we must evolve to create the most inclusive environment. I have found that dedicating myself to the success of others, includ-
ing leaders, has been my major path to success. I believe this will further success more than anything else I can tell you.
Where does your personal belief in diversity
and inclusion come from? Was there a pivot-
al experience that helped shape your view?
I remember deeply when Dr. Martin Luther
King, Jr. was killed. When he died, the ten-
sion that existed on my block was palpable.
Friends at school, on that block, and in
church helped me understand that tension,
and my parents could bask in their belief
that diversity was important even before that
word was used.
How did you get to your present position?
What was your career path?
I first majored in chemical engineering, but
realized that my skill set was more aligned
with business, and switched to agricultural
economics. After receiving my MBA, I joined
Deloitte in 1982 as an auditor and then CPA.
In September 2001, I became the Central
Atlantic managing partner. Eighteen months
later, Barry Salzberg, our current CEO, asked
me to form a new group focused on internal
human resource issues. I worked closely with
Barry, who understood my passion about
diversity, and in December 2007, he asked me
to add the role of chief diversity officer to my
existing responsibilities as managing partner
of partner services.
Who were/are your mentors, and how did
they influence you? Are you mentoring
anyone today?
Throughout my career, I have been fortunate
to have many different mentors, each of
whom saw something in me that they decided
could be focused and sharpened with
enhanced skills.
The key business skills among all my
mentors were the care and passion for the
careers of others and a commitment to
excellence. I believe success only comes by
ensuring that others are successful, so I hope
I have helped many in my career.
What business books or journals do you read
regularly or recommend for aspiring leaders?
The Internet is an amazing tool. I use it every
day to gather my business information; I read
The Wall Street Journal, Washington Post
and New York Times online.
Two books that I recommend are The
Seven Habits of Highly Effective People, by
Steven Covey, and Life’s Little Instruction
Book, by H. Jackson Brown, Jr.
What are your specific responsibilities
for advancing DI in your organization?
What strategies do you employ to move
inclusion forward?
I meet regularly with Deloitte leaders to
gather new ideas and to find out how we
can do better. I challenge us as an organiza-
tion to exceed every expectation and prior
accomplishment.
It is also my responsibility to create and
sustain the future talent pipeline. That’s a
broad opportunity and intense market; we
have to increase our visibility among the
people we want to join us. Deloitte encour-
ages employees to serve organizations and
share their knowledge outside the firm; I see
active involvement among many employees
who passionately support organizations that
promote diversity.
How would you describe your concept and
style of leadership?
In my mind there is only one true style of
leadership: that is to be a servant leader.
Caring more about the success of others than
caring about your own success leads to a
collegial environment in which everyone sees
greatness. Clearly you have to dedicate your-
self to excellence as well as constant self
improvement, but helping others is the key.
What has been your proudest moment as
leader in this company?
I have been honored to see a number of
people who came to the firm straight from
college end up in my business group. I have
seen people become partners after years of
mentoring and high performance. There is no
prouder moment than that.
Are there particular areas you feel still
need improvement?
The talent pool, nationally and globally, is
going through significant change. Deloitte
must be ready and able to create opportuni-
ties for people of color to be successful. We
simply must continue to do more.

transitions is the iBuddy (international buddy) program, introduced
two years ago by our International Business Resource Group. The
program is designed help those unfamiliar with the U.S. culture find
their ‘comfort zone.’
How are decisions about diversity made in your organization?
Is there a diversity council? Who participates?
The responsibility for DI is shared by several individual leaders
and groups within the organization. Barry Salzberg established the All
Inclusive leadership team, where I serve alongside Barbara Adachi, na-
tional managing principal for WIN, and Stanley Porter, national manag-
ing principal for Inclusion.
The All Inclusive team is formally responsible for mapping and mea-
suring our stated goals and progress each year, and presenting this to our
boards and Executive Committee. Along the way, we regularly converse
with Barry and our chief talent officer, Cathy Benko, to define our strate-
gies and gauge how we are doing. We also rely on the collaboration of
34 individuals across our regional and business areas who make up our
Diversity Leadership Council.
When we decided how to build our diversity councils, we made sure
that we appointed individuals who serve internal strategic roles as well
as client facing positions, and that they came from different regions and
practices across the country, which created a group with a common goal
that combines a variety of insights and perspectives and strengthens our
overall program.
What evidence makes you confident that you and your team have
developed momentum for the organization in the right direction?
What is the vision for the company in five years?
We have witnessed some incredible progress at closing the gap
between women and men in our workforce, increasing the number of
minority recruits and hires and expanding the number of women and
people of color leaders at Deloitte.
We are heading in the right direction: in 2007, over 40 percent of our
new hires were people of color, 44 percent of our new hires were women,
and among them, 41 percent were women of color.
In the future, we are looking to increase the new talent we bring in,
but we also want to see the numbers of women and people of color in
leadership positions rise as a result of the professional development pro-
grams designed to advance our brightest contributors.
EMPLOYEE INCLUSIVENESS
How does your company gauge inclusion of employees?
Our Diversity External Advisory Board and Women’s Initiative
External Advisory Board hold our organization accountable in meeting
our DI objectives. They meet with our senior leadership up to four
times a year to ask tough, insightful questions, offer objective perspective,
and influence change by helping us adjust the focus of our efforts. Our
board of directors, which consists of 21 partners elected by the 3000 part-
ners of Deloitte, also has DI as a regular item on their agenda.
Finally, Deloitte conducts a yearly Global People Commitment
Survey (GPCS) which measures our talent’s overall commitment to our
organization over a variety of issues, including DI.
Some say diversity is a “numbers game.” How does your company
know its culture is not just tied up in numbers? How do you
celebrate success?
The numbers that are the most significant to us, and many
other global organizations today, point to the future of the global
and U.S. workforces that are going to make the market for talent increas-
ingly competitive.
Projected changes in the U.S. population forecast that the percentage
of groups we now call minorities in the workforce will rise to 35 percent
by 2010, and 49.9 percent by 2050; by 2010, women will represent the
majority of the workforce; and by 2051, whites will no longer be the
majority race in the U.S.
These are the numbers that represent the changing face of business in
America; hence the focus of our DI goals must tap into this talent base
in different ways.
How are their opinions solicited and valued? Do you have an
employee ‘suggestion box’ or other system, and who monitors
and responds?
We refer to our Deloitte experience as a ‘collective journey,’ one that
is enriched by the different backgrounds and ideas that each individual
contributes. With that said, employee input and involvement are valued,
and often are the drivers behind our most impactful DI events and
initiatives.
A couple of years ago, Deloitte formed the Think Tank, a group of
16 alumni of our Breakthrough Leadership Program. They meet regularly
with our CEO and me to discuss and evaluate concerns and opportunities
related to a variety of topics.
At the local level, we have more than 90 Business Resource Group
chapters across the country, which encourage and facilitate the dialogue
between leadership and employees.
Deloitte also takes a proactive approach to gathering feedback, rather
than waiting for issues to come to them. We hold focus-group sessions
with employees, and manager-employee discussions address employee
development needs and explore organizational issues.
Thomas joins the leadership luncheon panel at the Association of Latino
Professionals in Finance and Accounting (ALPFA) convention.

And our CEO holds Straight Talk
Town Halls where our people can ask him
any question. These town halls are also
webcast so anyone, anywhere can watch
and ask questions. Many submit questions
in advance.
Please describe your method for orient-
ing new hires into your culture. How do
you educate new employees about the
importance of diversity?
Our program, ‘Diversity Inclusion:
Bottom Line Impact,’ introduces new hires
to diversity and how these concepts sup-
port our vision and values. It also educates
participants on the changes in demograph-
ics, generational differences, and worker
attitudes that are affecting business. The course challenges employees
to identify possible biases and assumptions and their effects on work
situations, and encourages different perspectives. In addition, our W2D
program, ‘Welcome to Deloitte’, incorporates a variety of fun exercises,
including discussions of diversity and our cultural expectations.
Can you name specific ways your company supports upward devel-
opment toward management positions?
As our people grow, so grows our organization. If we want to fully
benefit from their promise to us, we need to keep our promises to them,
and that includes significant development opportunities.
We offer many formal programs that
help our people strengthen their man-
agement, leadership and other profes-
sional competencies. Our Breakthrough
Leadership Program is designed to
prepare high-performing minority
managers and senior managers for the next
stage in their careers.
We are also proud of our Leadership
Skills Development Program, developed
in conjunction with Howard University
and other Big Four firms to help first-year
black professionals prepare for the CPA
exam and expand professional networks.
For eight years, we have offered Efficacy
Development Seminars in conjunction with
external professional conferences to help
individuals relatively new to the organization build effective networking
skills. We have held seminars at the Out Equal Workplace Summit, the
Association of Latino Professionals in Finance and Accounting and the
National Association of Black Accountants, among others.
SUPPLIER / COMMUNITY / CUSTOMERS
What is the company’s commitment to minority suppliers? Do you
have specific goals for spending?
Our diversity commitment also involves broadening the base of our
goods and services suppliers. Throughout our U.S. operations, our sup-
pliers include companies owned by minorities and women, as well as
veterans with disabilities.
To maintain a supplier portfolio that reflects the demographic diver-
sity of our marketplace and contributes to the success of our organization,
we take our efforts beyond target numbers and goals; we want our people
to realize the benefit to the organization and feel energized to contribute
ideas to take it a step further. For example, our Operations, Finance
and Technology team organized both a Diversity Council and Diversity
Action Team, advancing our efforts to expand our vendor portfolio and
enhance our engagement process.
To our benefit, different perspectives and counsel come from an exter-
nal Supplier Diversity Advisory Board that helps us assess our goals and
measure our progress.
How do you educate/promote DI for vendors, customers, or the
general public?
In our industry and in our organization, we talk about the value of
building strong teams and networks. That principle creates the opportu-
nity for us to positively impact minority- and women-owned businesses
by sharing our practical knowledge to help them grow and partner with
larger organizations.
Deloitte has aligned with supplier diversity organizations including the
National Minority Supplier Development Council (NMSDC), Women’s
Business Enterprise National Council (WBENC), BusinessLINC,
DiversityBusiness, Inc. and numerous local MWBE business associations.
Our leaders also engage in conferences and workshops where they can
contribute their insights about diversity programs, business development,
client service and creating partnerships. PDJ
Thomas joins fellow presenters, Michael Guest, former
U.S. ambassador, and Carson Kressley, TV personality,
at the 2008 Out Equal Workplace Summit.
Thomas shares inspiring memories during Black History Month.

Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and
equal opportunity for all our employees. Year after year, we continue to grow stronger thanks to our
unique blend of people. After all, in today’s competitive banking environment, it is our employees with
innovative ideas that keep us a step ahead of the rest.
© 2007 Bank of the West. Member FDIC.
www.bankofthewest.com
AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS ARE
WELL SERVED BY EMPLOYEES WHO ARE WELL SERVED.
[ BANK OF THE WEST ]
WANT TO WORK FOR A
TRULY GREAT BANK?
WANT TO WORK FOR A
TRULY GREAT BANK?
WANT TO WORK FOR A
TRULY GREAT BANK?
Bank of the West and its subsidiaries are equal opportunity/afﬁrmative action employers. M/F/D/V

T
By Felix Verdigets, PhD
Organizational Effectiveness Consultant
There is an interest-
ing phenomenon going
on in American work-
places today. Despite
national unemployment
levels at five-year highs,
top talent is leaving our organizations en masse. An estimat-
ed 76 million workers will retire by 2020 (accounting for
approximately 40 percent of the current workforce), which
is about 10,000 workers a day for the next 10 years. Further,
according to a study by Leadership IQ, 47 percent of high
performers are actively looking for other jobs.
Indeed, the chasm between talent attraction and talent
retention is as wide as I can recall. Top talent is in such high
demand that the age-old practice of “just paying more” is no
longer good enough to differentiate why employees choose
one firm over another. Herzberg, one of the most influen-
tial names in business management, believed that pay is a
“hygiene”—something needed to ensure that an employee
does not become dissatisfied. Pay does not cause higher lev-
els of motivation, nor does it act solely as a retaining agent.
Still, employers struggle with this premise and various indus-
try studies continually demonstrate this point. For example,
in a study by Salary.com, employers and employees were
asked to rank the top five reasons employees stay on the job.
Compensation was ranked by employers as the second most
important reason employees stay—employees ranked it last.
The answer to this difficult situation often lies in the
firm’s culture. When asked why people leave their jobs, Eric
Foss, CEO of Pepsi Bottling Group, who joined as a campus
hire 25 years ago, stated that “people leave mostly because
they feel underappreciated. A culture of recognition needs to
be a part of the company DNA.”
There are three key motivators that should be part of this
cultural DNA, that, irrespective of salary, should be part of
the highlights shown to potential recruits. They are:
1. Recognition for achievement—this is a constant
across all four generations in the workplace, regardless if one
is just starting out or is about to retire.
2. Responsibility for task—the work should continue
to challenge the employee, be interesting, and should vary.
Job rotation programs where employees can reap the benefits
of working on different assignments and in different areas of
the company (a.k.a. a new job without leaving the firm) are
very popular with generations X and Y.
3. Growth—advancement to higher-level tasks is impor-
tant. Job enlargement and job enrichment are seen as key
ways to motivate top talent.
Effective talent acquisition and retention begins with rec-
ognizing areas where culture change is most needed—areas
where the necessary motivators may not exist or are not
working properly. Ask yourself the following questions:
• Are your workforce demographics changing dramati-
cally, reflecting an older, more diverse labor force?
• Do you have a rigid, tradition-bound culture? (If you
answered yes to the first question, chances are you will
answer yes to this question.)
• Is recruiting replacement talent becoming increasingly
difficult, especially when trying to attract top talent?
• Do large numbers of employees feel management is not
open to criticism or suggestions for improvement?
• Do problems not get identified until they reach the
crisis stage?
• Do employees distrust management, or visa versa: does
management distrust employees?
One strategy for addressing these issues is for leaders to
be more conscious about managing corporate culture. A
positive, inclusive culture contributes not only to retention
and recruitment, but also to career development, productiv-
ity, and customer relations, particularly for companies facing
future shortages of skilled workers. PDJ
Best Practices for Recruitment and
Retention Start with Corporate Culture
human capital
Felix Verdigets, PhD, is a consultant in the human capital and
organizational effectiveness areas. He can be reached by phone at
404-704-7555 or by email at fverdigets@att.net.

In your opinion, what are the attributes of a great leader that you have employed in
your career?
There are no shortcuts to greatness. The list of leadership attributes needed is therefore a long one,
beginning with integrity, personal accountability, performance excellence, humility, and the ability
to influence and inspire others. Also, having the courage and determination to make tough
decisions and stand behind them, tempering that strength with compassion.
When giving advice or mentoring, what strategies and principles do you communicate?
My advice is to start by dreaming big, a goal that’s truly worthy of your best efforts. Next, have con-
fidence in your ability to go beyond what’s been done before and make it happen. Finally, exceed
expectations with the three Ps: Passion, Performance, and Perseverance. I also stress the importance
of behaving with the highest ethical standards in every situation. It’s a question of character, and
at the end of the day, that’s your biggest asset. Make sure that what others perceive is the very best
version of yourself you can present.
What is the best advice you have ever received in your career?
I had a leader once who told me, ‘You’re only as good as your last project’. And my mother would
often say ‘People are watching you, even when you think they are not’. This advice reminds me
never to rest on past accomplishments but to excel at every task and to behave with the best attitude
and character.
Headquarters: New York City
Web site: www.verizon.com
Primary Business: Providing voice, data, and video services.
Employees: 108,000
Verizon Telecom
Education: BA, Indiana State
University; MA, Organization
Management, Dallas Baptist University
What I’m reading: Team of Rivals,
by Doris Kearns Goodwin; I also
recommend to colleagues A Sense
of Urgency, by John Kotter.
My philosophy: I believe it is the
responsibility of leadership to give
back by investing in others, because
ultimately work is about people.
Interests: Music has always been key
in my life. I also enjoy reading
and painting.
Connia Nelson Senior Vice President, Human Resources
This is the time of year when we traditionally pause to remember the great, influential
African-American leaders who have made their mark in the world. We remember
the legacies of all those who pioneered civil rights in America. We celebrate the election of
Barack Obama as President of the United States.
But we must also remember and celebrate the contributions of those African-
Americans who have made their mark in the business world. They do not have a national
platform from which to share their ideas and thoughts; they have a much smaller stage
from which they can use their influence to help develop strong and talented teams and
organizations. Their personal histories give them the experience and knowledge to lead
those who are fortunate enough to listen and learn from them. And so we share with you
the experiences and advice of these leaders, so you may also learn what they know as
Influential African Americans in Business.
Special Feature Celebrating Black History Month
25 Influential African Americans in Business

influential african americans in business: 2009
What/who has most influenced you in your career to date?
I was fortunate to have a female executive take an interest in me at an early stage in my career. She
was a very dynamic leader with an impeccable business aptitude. Her ability to communicate and
influence others was phenomenal. Through her, I have learned about corporate politics, managing
perception, execution, and being an effective leader.
What is your most rewarding professional accomplishment?
Receiving a lifetime achievement award for my dedication to mentoring and helping others. I was
truly honored that others appreciated my advice and my attempt to give back. My mentoring circle
was very diverse and I always first tried to understand the goals of the person, then share experiences
and advise on possible ways to achieve them.
What obstacles have you overcome in your career to date, and how has this made you a
better leader?
Early in my career I wanted to pursue a graduate degree through the company’s tuition assistance
program. My boss at the time didn’t have a degree and did not value higher education, and denied
my request. I made the choice to pursue my advanced education on my own time. This was one of
the best decisions I’ve made in my career—the hard work and perseverance paid off.
Headquarters: Dallas, Texas
Web site: www.att.com
Primary Business: Telecommunications
Employees: More than 300,000
ATT
Xavier D. Williams Senior Vice President—GEM (Government, Education, Medical) Client Group
When giving advice or mentoring, what strategies and principles do you communicate?
1) Have a sense of who you are and what you are about before engaging a mentor. 2) Understand
the differences between positional power and personal power. 3) Learn to focus your efforts on
execution rather than results.
What/who has most influenced you in your career to date?
My parents. My father was an entrepreneur with various businesses, while my mother was a public
school principal in Washington, D.C. I was very fortunate to witness the essential risk-taking aspect
of entrepreneurism, coupled with the importance of what strong leadership can do in creating an
environment to help individuals grow.
What is the best advice you have ever received in your career?
First, you have two ears and one mouth for one primary reason—you should listen twice as much
as you talk. Secondly, numbers always tell the story—having a proven track record of delivering
results will get you supporters and help position you for continued career opportunities.
Education: BS Physics, Dillard
University; BS Electrical Engineering,
Georgia Institute of Technology;
MS Management, Stevens Institute
of Technology
What I’m reading: Good to
Great: Why Some Companies Make
the Leap…and Others Don’t, by
Jim Collins
My philosophy: To whom much
is given, much is required.
Be true to yourself.
Interests: Being an active
cheerleader for my son’s football
and basketball games.
Education: BS Business
Administration, Edinboro University;
MBA Finance / MIS,
University of Pittsburgh
What I’m reading: I just picked up
The Partnership: The Making of
Goldman Sachs, by Charles D. Ellis
My philosophy: Act with integrity.
Be accountable.
Operate at your highest level.
Interests: Spending time with
family and friends; golfing.
LaQuita Hall Vice President, Core Installation Maintenance, Southwest
Headquarters: Dallas, Texas
Web site: www.att.com
Primary Business: Telecommunications
Employees: More than 300,000
ATT

51040074-Profiles-in-Diversity-Journal-Jan-Feb-2009

51040074-Profiles-in-Diversity-Journal-Jan-Feb-2009

Recommended

Recommended

More Related Content

Similar to 51040074-Profiles-in-Diversity-Journal-Jan-Feb-2009

Similar to 51040074-Profiles-in-Diversity-Journal-Jan-Feb-2009 (20)

51040074-Profiles-in-Diversity-Journal-Jan-Feb-2009