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WORKPLACES AND INTERSECTIONALITY: CORPORATIONS ARE TAKING MENTAL HEALTH CHALLENGES WHY IT MATTERS A STAND ON THE ISSUES

WINTER 2019 + ISSUE 4 Creating Globally Inclusive & Culturally Competent Workplaces

Leading the Charge on Implementing Inclusive Practices LENOVO’S YOLANDA LEE CONYERS NO LIMITS. NOLABELS. Real PossibilitiesisatrademarkofAARP Nothing can stop you. de stop NothingNothing can can

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INCLUSION sat down with Spotlight Q&As some of the 24 Emily Pitts, Principal, Inclusion and Diversity, Edward Jones country’s most 27 Barbara Whye, Chief Diversity & Inclusion Officer and VP of Human Resources, innovative Intel Corporation D&I thought 31 Lenora Billings Harris, Diversity Strategist & Speaker leaders to find 34 Edna Kane Williams, Senior Vice President, Multicultural Markets and Engagement, AARP out what was 37 Yolanda Lee Conyers, Chief Diversity Officer and President, Lenovo Foundation on their mind. 40 Twitter Advisory Council and Candi Castleberry Singleton, Vice President, Intersectionality, Culture, and Diversity, Twitter 45 Dr. Rohini Anand, Senior Vice President, Corporate Responsibility and Global Chief Diversity Officer, Sodexo

INCLUSION WINTER 2019 1 When we consider all ideas. Especially ones that differ from our own. Through our products, And the diversity of our people. Combined with our purpose. We ensure that everyone in the world. On our service. Is seen. And heard. #InclusionIsHappening Frontlines

14 “Thanks to changing attitudes about corporate social responsibility, businesses are more willing to take the high ground and stick up for causes like same-sex marriage, gender identity, girl empowerment in STEM, and criminal justice reform.” Best Practices INCLUSION PUBLISHER Sheila Robinson

EDITOR IN CHIEF Jackie Krentzman

DESIGN DIRECTOR Cathy Krizik

MANAGING EDITOR Kimberly Olson

COPY EDITOR Judith Dunham

14 Corporate Activism 18 Mental-health challenges PROOFREADER and the workplace Sharon Silva

WRITERS Frontlines Opinion Carolyn M. Brown Linda Childers 5 Intersectionality Tamara E. Holmes 6 Workplace of Jackie Krentzman the Future 8 Corporate Boards 9 Inclusion and Belonging 13 Robby Gregg, Jr.: In Memoriam 11 Howard Ross 23 Dr. Shirley Davis 48 Dr. Sheila Robinson

INCLUSION WINTER 2019 3 PERHAPS IT’S NO SURPRISE THAT A FIRM BUILT ON INSIGHT, COLLABORATION AND LISTENING HAS BEEN NAMED #1 WORKPLACE FOR WOMEN IN FINANCIAL SERVICES.

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Frontlines written by TAMARA E. HOLMES THE DEEP DIVE Why Intersectionality Matters ncreasingly, companies are expanding their view of inclusion to include the concept of intersectionality, the Inotion that we are more than our gender or our race. The concept and practice of intersectionality first gained prominence on college campuses and has now moved into the workplace. “We have multiple identities when we come into the workplace,” says Kristen Knepper, a diversity and inclusion consultant based in Encinitas, California. For example, while women typically have a different experience of the workplace than men, an African American woman want to be identified Make groups more in charge, Knepper says. would likely have a different specifically by their race, inclusive. Deloitte is Encouraging senior leaders experience than a Caucasian their gender, or their sexual shifting focus from to get to know diverse woman, and a transgender orientation. ” They want employee resource groups, employees personally helps African American woman to be seen in total, as their such as those for women them see employees as would likely have an even authentic selves. or African Americans, to multidimensional people different experience. Companies are finding inclusion councils that rather than a member of a Unfortunately, inter- innovative approaches to welcome all employees. particular group. sectionality can also addressing intersectionality. “Having the inclusion mean that a person faces Here are some examples. councils, which are Be nal during discrimination in more multidimensional, has hiring. “Make an effort to get than one area, says Max Move beyond traditional helped to drive more of a variety of identities visible Masure, cofounder of labels. Deloitte gives that conversation around during the interview process,” Argo Collective, a New employees a questionnaire intersectionality,” Cooper Masure says. You benefit from York–based diversity and with 40 to 50 questions on says. “Individuals are able to the different perspectives of inclusion consulting firm. a range of topics, from their become more aware of their women, African Americans, For example, a Latina age and marital status to differences as well as their and LGBTQ individuals, confined to a wheelchair their family background. similarities and create more for example, and you show might feel discriminated Employees then introduce allies in the work pool.” candidates that there is against because of her themselves based on the a place for them in the gender, her ethnicity, and answers they feel most Formalize mentorship company. her disability. comfortable sharing. and sponsorship. “Today’s talent wants to A focus on intersection- “Everybody around the When mentorship and work for an organization that ality has been partly driven room learns something sponsorship only happen not only acknowledges but by millennials, says Terri new about each other, and organically, the people also supports and celebrates Cooper, chief inclusion suddenly you find that who get mentors and each and every individual officer for financial advisory you have an awful lot in sponsors are the people from a multidimensional

ISTOCKPHOTOS firm Deloitte. “They don’t common,” Cooper says. who look like those already makeup,” Cooper says.

INCLUSION WINTER 2019 5 Frontlines Frontlines Workplace of the Future Style is a key form of personal identity and self-expression. So as companies invite employees to bring their whole selves to work, standard business attire is giving way to looks that are as diverse and authentic as employees themselves.

6 INCLUSION WINTER 2019 Frontlines Frontlines ISTOCKPHOTOS

INCLUSION WINTER 2019 7 Frontlines

officers, and chief marketing officers,” Dexter says. But diversity officials have unique skills that can boost a company’s success, says Kimberly Strong, founder of Strong Connexion, a human resources consulting firm based in Atlanta. Not only do you need diversity of thought to help brainstorm new business opportunities, but consumers and shareholders are increasingly paying attention to a company’s board makeup to see whether it reflects that organization’s employees and customer base. Chief diversity officers also bring people management skills to the table, as well as bringing insight and understanding into the culture of an organization. “One benefit of chief diversity officers is their strong influence on management D&I Professionals on Corporate Boards skills,” Dexter says. To be selected for corporate boards, How to become a experience. Luckily, there are research firm MSCI’s 2015 D&I professionals have to director without profit strategies that can help D&I study “Women on Boards.” show that their talents are just professionals improve their There’s no denying that as valuable as P&L experience. & loss experience odds of success. chief executive officers are Here are some ways to do that. The first strategy is highly coveted for open erving on a corporate convincing a company that board positions. Current Amass a diversity of board comes with D&I leaders will actually and former CEOs made experiences. Years ago, many benefits. In impact their bottom line. up 47 percent of board chief diversity officers addition to receiving According to Catalyst, a appointments in 2017, typically climbed the ranks compensation, board global nonprofit that helps according to Chicago- through the human resources Smembers get to network build workplaces that work based executive search department, but today with other top business for women, companies with firm Heidrick & Struggles’s CDOs come with different leaders and see how other the most women board “Board Monitor 2018.” Next, backgrounds and experience organizations are run. directors were on average 16 companies typically look levels, Dexter says. You Such insight can catapult percent more profitable than to current and former might have specific industry a seasoned executive companies with the fewest chief financial officers, says experience that the company to the next level of her number of women board Billy Dexter, a partner with needs to solve issues that it’s career. Yet, for diversity and directors. Companies with Heidrick & Struggles. “There grappling with, such as an inclusion officers, the road less diverse boards are also has not been a strong focus understanding of technology to becoming a corporate more likely to experience on people in functional processes or social media. board member may be governance-related areas or staff roles like chief Having international more difficult than for those controversies, according diversity officers, general experience and a global point

with profit and loss (P&L) to global investment counsels, chief procurement of view can also help. ISTOCKPHOTOS

8 INCLUSION WINTER 2019 Frontlines

Start with an easier target. While the ultimate DID YOU KNOW? goal may be to serve on the corporate board of a Fortune 500 company, most will find it easier to get an appointment on a nonprofit board or that of a smaller for-profit firm. Later, if you’re being considered for a corporate board position, “any previous board experience is relevant because a lot of those skills are transferable,” Dexter says. Strong got board experience through her affiliation with Pipeline Angels, an organization that connects women angel investors with women- owned start-ups. When Strong invests in companies through the platform, she often asks for a seat on their board. “Everybody says, ‘You need a seat at the table.’ With Pipeline, I figured I would Inclusion and Belonging build my own table,” she says. iversity is a The feeling of belonging in the workplace. Identify an advocate. important for a a The feeling of being satisfied with the company’s Having someone in your healthy, productive decision-making process. corner with connections The feeling of being respected in the workplace. workplace, but a a on corporate boards can a The ability to have open communication with D2018 study by global be a game changer, says colleagues. Stewart Landefeld, cochair research firm Culture Amp of onBoarding Women, an found that employees The study also measured levels of engagement among organization committed to are more concerned with different groups of employees and came up with average increasing the percentage inclusion and a feeling engagement scores. Here is how certain groups fared. of women on boards in of belonging in their the Pacific Northwest to 30 a Asian and white employees had the highest level of percent by 2020. Let your organizations. engagement with a score of 77, followed by Latinos ambitions be known. “Having From the responses with 74 and African Americans with 73. a boss who’s an advocate is of more than 18,000 a Men scored higher than women on engagement, 77 a big help,” says Landefeld, a employees from 63 to 73. partner at the Seattle law firm companies since 2016, a One’s position in a company is likely to influence Perkins Coie. the level of engagement. Directors had a score of the study found that Being selected for board 81, followed by junior employees at 74 and midlevel service can have a multiplying the following four employees at 71. effect. Says Strong, “Once factors impact employee a Heterosexual employees had a higher level of you get your foot in the door, engagement the most. engagement (76) than gay and lesbian employees (71). you may end up being on multiple boards.” ISTOCKPHOTOS

INCLUSION WINTER 2019 9 QUALITY OF LIFE MEANS RESPECT

Engaged employees drive business success. That’s why we’re committed to creating an environment where all employees can contribute to their full potential. By fostering a culture based on respect and inclusion, Sodexo is an expert at improving quality of life for individuals, organizations and communities.

www.sodexoUSA.com Opinion

INCLUSION INSIDER Restoring Inclusivity in a Divided Age

By Howard Ross controversial issues, even when they make sure they happen as dialogues ur need to connect with people impact the work. rather than debates. Set ground like ourselves is increasingly When companies ignore how the rules and challenge everyone to placing us at odds with people tribalism that’s infected our society move beyond their individual biases. we view as “the other.” Now, can spill over to the workplace, it can Ask them to resist the tendency more than ever, this tendency is undermine the work environment to convince others or to win the Ocausing us to form unhealthy attitudes and jeopardize the company’s goals argument. Learning to listen actively against those with different political, and objectives. That’s why companies to points of view you may not religious, need to take up the important work agree with can translate to better and cultural of addressing issues of diversity, employee-to-employee relations viewpoints culture, and finding common ground. as well as employee-to-customer than our own. Alongside the skills training that relations. This leaves companies provide, it’s important that 4. Invite employees to share their us strongly they give their employees training in own stories. Sharing personal connected interpersonal communication, inclusion, stories helps to promote a sense within our social and addressing unconscious bias. of belonging—of being heard and organizations, If your company is searching for seen. Sharing stories is a way to and yet deeply approaches that can bridge differences learn not only about each other divided as a and build and sustain a sense of personally but also about other Our work society. connection, it can explore these strategies: worldviews. relationships For many of 5. Acknowledge can unite us, our work 1. Communicate a clear vision and everyone’s individual us across environments purpose. Set your vision clearly, so contribution. Organizations put us among that every employee understands function best as a unit when all differences. the most diverse and can articulate the company’s associates have a stake in the people of any purpose and goals. Frequently organization’s success. It’s important place in our lives. Because our work communicating and reinforcing a that employees understand their relationships often cut across gender, powerful and positive organizational individual role in serving the race, religion, political persuasion, narrative around belonging and the greater good. The acknowledgment and sexual orientation, they have the value of diversity helps employees to of everyone’s contribution to the greatest potential of uniting us across internalize it. mission keeps people focused on the differences. 2. Develop systems and structures big picture and sense of being part Places of employment tend to that promote diversity. Work to of a team. IN represent a microcosm of society remove bias across administrative where people will naturally gravitate systems—from recruitment to hiring Howard Ross is a lifelong social justice toward and connect with their to onboarding to performance advocate and the founding partner of tribe. Companies can find it difficult reviews and more. Recognize Cook Ross. His new book, Our Search to avoid the schisms that such that diversity involves more than for Belonging: How Our Need to segregation creates. In fact, studies “how many Xs we have.” It’s about Connect Is Tearing Our Culture show that political tension causes cultivating open-minded thinking Apart (Berrett-Koehler), describes how both generalized stress and increased and connection. to bridge the divide in our increasingly reticence around talking about 3. Create opportunities for dialogue polarized society. Learn more at on challenging subjects. Create cookross.com. a safe space for conversations that involve different points of view, but

INCLUSION WINTER 2019 11 A Lifetime Commitment to Diversity and Inclusion

Congratulations to Lenora Billings-Harris on being inducted into the National Speaker Hall of Fame.

IN MEMORIAM Robby Gregg, Jr.

he Diversity his gentle way of & Inclusion being contributed community quietly to so much lost one and so many, but Tof its bright lights those of us who and most skilled were close to him practitioners, Robby know that we will Gregg, who passed never be the same away a week before without his loving Christmas at the age presence in our of 58. lives. He was a true Gregg, a graduate warrior for love.” of Wake Forest Gregg won many University, where he awards for his was a student and work, including then longtime friend the 2014 Diversity of Maya Angelou, Leadership Peer had a long and distinguished career in diversity and Award, presented by Diversity Woman, and the 2012 inclusion. Diversity Champions Award, presented by the World Most recently, Gregg served as a consultant for Diversity Leadership Council. Cook Ross, an organizational development company Dr. Sheila Robinson, the founder and publisher of focused on unconscious bias, diversity and inclusion INCLUSION magazine, said, “Robby Gregg was one and leadership development training. of the greatest advocates for our industry. With his Howard Ross, founder and principal of Cook Ross, energy, indomitable spirit and generosity, he was the said that Gregg was more than a skilled colleague— glue that connected us all. He will be dearly missed.” he was like family. “Robby Gregg was one of the greatest living examples of human love that I have ever known, Robby was a longtime advocate of the Maya and not just for his family or his friends,” said Ross. Angelou See Forever Foundation. To make a “Robby saw the potential for love and relationship for donation in Robby’s honor, please visit all of us and acted to inspire and create it. He was a seeforever.org/remembering-robby-greg heart on two legs. Most people will never know how

INCLUSION WINTER 2019 13 Best Practices

The New Face of Political Activism: Corporations By committing significant resources to addressing social issues, corporations are taking a stand—for their employees, customers, and bottom line

n recent years, many corpora- he is the face of a major new market- As the New York Times reported, tions, long on the sidelines when ing campaign honoring the 30th anni- Jason Klein, cofounder and co-CEO it came to the pressing issues versary of Nike’s iconic “Just Do It” slo- of the social analytics firm ListenFirst of the day, have become activ- gan. The move caused some outraged Media, found that there has been ist.I This activism goes well beyond sports fans to burn their Nike sneakers. more support for Nike and Kaepernick hashtags and social media campaigns. Kaepernick’s critics, the most visible than negative actions taken against Corporations are committing millions being President them. But as with any company, Nike’s of dollars to draw attention to and BY Donald Trump, have decision to support Kaepernick was help solve major social problems. CAROLYN misconstrued the act not entirely altruistic. The campaign Take, for instance, a current public M. BROWN of kneeling during reportedly has generated about $43 example: former NFL quarterback the national anthem million in free advertising for Nike. Colin Kaepernick. He tweeted his im- to be disrespectful of the American flag Nevertheless, companies are com- age and a post—“Believe in some- and military, even though Kaepernick mitting millions of dollars to help ad- thing, even if it means sacrificing started kneeling to protest racism, po- dress major social problems. Google

everything. #JustDoIt”—to announce lice brutality, and social injustice. isn’t one to shy away from politically ISTOCKPHOTOS

14 INCLUSION WINTER 2019 Best Practices

driven topics. The company has come out in support of gender equality, transgender rights, and immigrants. Should CEOs Take a Political Stance? Now, it’s standing up against mass incarceration and is advocating for criminal justice reform. Over the past ore and more CEOs are gaining visibility for their positions on three years, Google.org, the tech giant’s various social issues. President Donald Trump’s immigration charitable arm, has given more than ban sparked an uproar from dozens of CEOs, such as Jeff Bezos $40 million in grants to nonprofits M advancing racial justice. of Amazon, Tim Cook of Apple, and Mark Zuckerberg of Facebook. Abby Bernstein, a program manager Before stepping down, during his four decades as CEO and chairman at Google.org who leads inclusion at Starbucks, Howard Schultz advocated for tougher gun control, grant giving, points to recent endeav- ors such as the National Memorial for same-sex marriage, immigration protections, better race relations, Peace and Justice in Montgomery, Al- and eradicating poverty. abama, created to commemorate the victims of lynching and racial terror- On the socially conservative flip ism. It is a project of Bryan Stevenson side, Chick-fil-A CEO Dan Cathy has and his Equal Justice Initiative (EJI), a openly denounced same-sex mar- nonprofit legal and civil rights group riage and donated to anti-LGBTQ+ that represents juvenile offenders and organizations. While activists called death-row inmates. The lynching me- for a boycott in 2012, supporters morial was funded in part by Google. displayed their purchasing power org. EJI also launched an interactive during a record-breaking Chick-fil-A online platform, Lynching in America, Appreciation Day. with Google support. Since 2016, EJI CEO activism is in alignment with has received a total of $2 million in a recent study suggesting that grants from Google. millennials want corporate execu- Google’s social justice efforts have tives to speak out. Almost half of 80 been fueled by its Black Googler million Americans between 18 and Network (BGN), one of the com- 36 years old say they believe CEOs pany’s largest employee resource have a responsibility to publicly groups, with 12 branches worldwide. express their opinion about social “BGN has encouraged Google lead- issues, according to an online survey and female employees, reports Inc. ers to reflect deeply on what we as conducted by Weber Shandwick and Notably, in 2018 the San Francisco– a company can do to promote racial KRC Research. based maker of cloud software for justice, everything from a hoodie Salesforce CEO Marc Benioff is one businesses landed the No. 1 spot for demonstration protesting the Trayvon of the most active and engaged the second year in a row on People’s Martin shooting to immersion trips to CEO leaders. He is a strong advocate Companies That Care list of 50 busi- Charleston, South Carolina, follow- for racial, gender, LGBTQ+, national nesses and nonprofits. ing the mass church shooting,” says origin, and religious equality. He Many CEOs believe outward social Bernstein, a BGN member. urges fellow CEOs to implement stands are good for business and Additionally, teams of more than measures to close the gender pay the communities their companies 2,000 Google volunteers have worked gap. “You can’t be a decent CEO serve. “Our jobs as CEOs now include on projects like EJI’s Lynching in in 2018 if you’re not committed driving what we think is right,” Bank America website and the Legacy to gender equality,” he told CBS’s of America CEO Brian Moynihan told Museum: From Enslavement to Mass 60 Minutes. Since 2015, Salesforce the Wall Street Journal. “It’s not ex- Incarceration, also in Montgomery. has spent $8.7 million to correct actly political activism, but it is action They also assisted the Center for Po- pay discrepancies between male on issues beyond business.” licing Equity’s efforts to track national

ISTOCKPHOTOS statistics on police behavior. Adds

WINTER 2019 INCLUSION 15 Best Practices

Bernstein, “As an institution, we’re in industry reached $9.5 billion in 2017. the best position to focus on systemic This growth can partly be attributed and institutional change.” to Disney and Marvel Studios, whose Fighting for social justice causes is blockbusters such as Ant-Man, Captain probably not the first thing that comes America: Civil War, and Black Panther to mind when you think of corporate were produced in the Peach State. social responsibility. Yet, many corpora- Disney issued a statement: “Disney tions are doing exactly that, leading and Marvel are inclusive companies, the way in diversity and inclusion, and although we have had great implementing internal practices and experiences filming in Georgia, we workplace policies that support LGBTQ+ will plan to take our business else- employee benefits, gender pay equity, where should any legislation allowing racial-bias training, and accommoda- discriminatory practices be signed tions for workers with disabilities. into state law.” In the end, Governor Thanks to changing attitudes about Nathan Deal vetoed HB757. corporate social responsibility, busi- Nielsen found that 73 percent of Over the past two decades, Disney nesses are more willing to stick up for millennials are willing to spend has upheld LGBTQ+ rights, from host- causes like same-sex marriage, gender ing “gay days” to allowing same-sex identity, girl empowerment in STEM, more on brands that support marriages as part of FairyTale Wedding and criminal justice reform. causes they care about. packages to showcasing gay charac- Studies show that the public is more ters on kid-friendly television shows receptive to these social responsibility like Andi Mack. Moreover, Disney was efforts. The 2015 Nielsen Global Corpo- among a group of companies that rate Sustainability Report found that 66 signed an amicus brief urging the US percent of global consumers are willing of North Carolina. Commonly known Supreme Court to declare the Defense to pay more for products and services as the antitransgender “bathroom bill,” of Marriage Act (DOMA) unconsti- from companies dedicated to positive it mandated that individuals use facili- tutional. In striking down a section of social and environmental change. ties corresponding to the biological sex DOMA in 2013, the highest court ruled Millennials, representing $200 billion listed on their birth certificate. that the federal government could in US spending power (and nearly $3 PayPal released a statement: “As a recognize the validity of same-sex mar- trillion globally), are especially in- company that is committed to the riage in states where it was legal. terested in companies that innovate principle that everyone deserves to live “There are two categories in which around social causes. The Nielsen without fear of discrimination simply you can place CEO leadership: putting report found that 73 percent of mil- for being who they are, becoming an in enterprise resources or removing lennials are willing to spend more on employer in North Carolina, where enterprise resources out of a market,” brands that support causes they care members of our teams will not have says Monica P. Hawkins, CEO of Profes- about. They also pay close attention to equal rights under the law, is simply un- sional Pipeline Development Group, how purpose-driven brands push social tenable.” HB2 was ultimately repealed. an executive consulting firm in Silver causes in the news or on social media. Likewise, the Walt Disney Company Springs, Maryland. When a CEO takes However, millennials see right through threatened to move film production collective action like signing on to an companies that latch on to a social studios out of Georgia because of issue, that carries weight. One example cause just because it’s a hot topic, not anti-LGBTQ+ “religious freedom” bills, is gender parity; more than a hundred because they truly believe in it. specifically the Free Exercise Protection companies signed the White House’s Political polarization is at an all-time Act (HB757), a measure that would Equal Pay Pledge in 2016. “But when a high. In these turbulent times, some allow businesses in the state to fire CEO decides not to do business in a city, companies are willing to go as far as employees or deny services to those that is pulling out enterprise resources, to pull their business in the name of they say “violate their beliefs.” as in the case of North Carolina and “doing the right thing.” PayPal with- Thanks to attractive tax incentives, PayPal deciding over $3 billion worth drew plans to open a new global Georgia is a major hub for film and of jobs and income would not go into operations center in Charlotte, North television production, reportedly the that market,” says Hawkins. Google is Carolina, which would have employed third-largest such state behind New an example of a company putting in more than 400 people, as the result of York and California. According to the enterprise resources by awarding grants

House Bill 2 (HB2) enacted by the state Atlanta Business Chronicle, Georgia’s film to racial justice organizations. ISTOCKPHOTOS

16 INCLUSION WINTER 2019 Best Practices

Similarly, AT&T, a longtime sup- on areas where it could have a deep porter of the LGBTQ+ community, impact. Chase has committed $150 donated $1 million as part of a multi- million in Detroit, $40 million in Chi- year partnership with the Trevor Proj- cago, and $25 million in Washington, ect, a national organization providing DC, to help local leaders from busi- crisis intervention and suicide preven- ness, government, and the nonprofit tion services to LGBTQ+ youth. This sector, and the residents themselves, is the single largest donation in the come up with solutions specific to Trevor Project’s 20-year history, says each city. Corey Anthony, SVP, human resources, Through its Entrepreneurs of Color and chief diversity officer at AT&T. Fund, launched in 2015, Chase pro- As the Trevor Project reports, suicide vides capital to help small businesses is the second leading cause of death grow, create jobs, and drive economic for youth aged 10 to 24, and LGBTQ+ growth. In partnership with the W.K. youth are almost five times as likely to Kellogg Foundation and Detroit De- have attempted suicide compared to The Walt Disney Company velopment Fund, Chase kicked off the their heterosexual peers. “Immediately threatened to move film $6.5 million Entrepreneurs of Color after the last presidential election, Fund in Detroit as part of its invest- our call numbers doubled within 24 production studios out of Georgia ment in the Motor City’s economic hours,” says Muneer Panjwani, the because of anti-LGBTQ+ bills. recovery. The fund tripled in size to project’s head of corporate develop- $18 million in 2017. ment. “Anything happening politically “We’ve had 45 diverse-owned small affects young people’s emotional businesses receive $4.7 million in health immediately, because young loans, resulting in either preserving or people are more impressionable. against employees based on sexual creating 600 new jobs for Detroiters,” Language that’s used on a national orientation. “In 1998 we adopted one of says Bowdler. She further notes that scale politically often is the language the first domestic partner benefits pro- more than half of the loaned funds, kids use in school when they’re trying grams for LGBTQ+ employees. And in 53 percent, are supporting minority to bully other kids,” adds Panjwani, 2006 we were one of the first com- women–owned businesses. Chase who is gay and a Muslim immigrant panies to offer transgender-inclusive has since announced similar funds from India. health-care benefits,” he continues. in Chicago, San Francisco, and New When the organization needed to “Supporting the LGBTQ+ community York’s South Bronx. scale up operations and amplify ser- is an enduring priority at AT&T. We Bowdler acknowledges that there is vices, AT&T upped the ante. Panjwani continuously identify ways to advo- a growing undercurrent of frustration explains, “We have a work staff of 60 cate and foster inclusivity.” and mistrust of financial institutions full-time folks and an army of 600 Taking up the charge to close the and political leaders in this country. volunteers. The $1 million will help us racial and gender economic divide, “We’re seeing racial income inequality recruit and manage more volunteers JPMorgan Chase focuses on financial is really driving a lot of political angst,” to help man phone, text, and [Twit- health, workforce, small business, says Bowdler, who is Latina. “The choice ter] chat lines.” In addition to funding, and community development in major for businesses like ours is to pretend AT&T is providing $675,000 worth of urban centers. “We really think of these like nothing is happening and further products, services, and tech expertise. four areas as the stems that drive inclu- contribute to the problem, or really step Many of the 6,000 members of the sive economic growth opportunities for up and be part of the solution.” LGBTQ+ employee resource group low-income communities,” says Janis Monica Hawkins notes that CEOs LEAGUE at AT&T volunteer to sup- Bowdler, president of the JPMorgan believe they and their employees can port the life-saving work of the Trevor Chase Foundation. use their influence to shed light on is- Project and other LGBTQ+ commu- According to Bowdler, the financial sues that are important to their cus- nity outreach efforts. services company’s journey began in tomers. Companies are licensed to do AT&T’s commitment to the Trevor 2012. She gives big credit to the lead- business, to sell merchandise. She adds, Project is just one way the company is ership of JPMorgan Chase CEO Jamie “You can’t come in and take dollars out stepping up. Anthony is quick to note Dimon and Head of Corporate Re- of a community and not take respon- that in 1975 AT&T was among the first sponsibility Peter Scher, who wanted sibility for the impact you have on the

ISTOCKPHOTOS companies to prohibit discrimination to refocus the foundation’s efforts people living in that community.” IN

WINTER 2019 INCLUSION 17 Best Practices

onica Coleman, a and sickness,” Coleman says. “When I professor at a school finally felt comfortable talking about Ensuring in Southern Califor- my diagnosis, my supervisor took the nia, knows what it’s revelation of depression in stride.” likeM to be a woman of color strug- Coleman isn’t alone in her experi- Mental gling with a mental ence. Data from a range of studies BY LINDA illness. Diagnosed show that 30 to 50 percent of all CHILDERS with bipolar disorder adults in the United States experi- in 2003, after years ence mental illness, including anxiety, Health of struggling with depression, or substance abuse issues, symptoms including at some point in their lives. Unfortu- deep depression, Coleman now hopes nately, 50 to 60 percent don’t receive Care in the she can help others by sharing her the services they need, and those who experiences. do receive care often suffer for years “For me and thousands of other before being given an accurate diag- people in the world, living with a de- nosis and treatment. Workplace pressive condition also means work- Mental health issues can have ing with a depressive condition— an impact on the workplace—and and work can be more challenging companies are now addressing this For All because of silence, stigma, shame, in greater numbers. According to the ISTOCKPHOTOS

18 INCLUSION WINTER 2019 Best Practices

National Alliance on Mental Illness Center for Organizational Excellence, (NAMI), mental health conditions that in a news release. Unless they address Resources for go untreated can have a huge effect on the organizational factors causing companies, such as increased absen- stress and promote ongoing stress Implementing teeism and low morale. In addition, management efforts, the benefits of unmanaged mental health conditions time off can be fleeting. a Mental Health cost the US economy $200 billion Wellness Program in lost earnings each year through Women of color and decreased work performance and pro- mental health issues ductivity. Mental health issues can af- Racial and ethnic disparities continue a The American Psychological fect all employees: according to NAMI, to exist. According to the American Association offers a Psychologi- one in six US adults has a mental Psychological Association (APA), cally Healthy Workplace Program health condition such as depression, blacks, Latinos, American Indians/ with ideas and resources on how bipolar disorder, or anxiety disorder. Alaskan Natives, and Asian Ameri- to enhance employee well-being. For many years, companies have cans are overrepresented in popula- a The Center for Workplace recognized that helping employees tions that are particularly at risk for Mental Health provides infor- improve their physical health was mental health issues. mation to employers on how to essential and led to both greater Coleman says she wishes her implement workplace mental production and healthier, happier employer had offered mental health health programs and initiatives. workplaces. Now, more corporations services in 2003 when she was diag- workplacementalhealth.org are beginning to acknowledge the im- nosed with depression and bipolar portance of addressing their employ- disease. “No one at work ever talked a The federal Equal Employment ees’ mental health as well. about taking a mental health day,” Opportunity Commission has The American Psychological As- she says. ”Just as we discuss parental a publication, “Depression, PTSD sociation’s Center for Organizational leave or praying for someone who is and Other Mental Health Condi- Excellence “2018 Work and Well-Being sick, I think employees should feel tions in the Workplace: Your Legal Survey,” released in June of 2018, free to discuss mental health issues in Rights,” available free at eeoc. found that 50 percent of American a safe environment.” gov/eeoc/publications/mental_ workers said their employer provided In her memoir, Bipolar Faith: A health.cfm. It explains workplace the resources necessary to meet em- Black Woman’s Journey with Depres- rights for applicants and employees’ mental health needs. When sion and Faith, Coleman, 43, a PhD ployees who have mental health adequate resources were offered, only and professor of constructive theol- conditions. The document can a third of workers said they typically ogy and African American religions also guide employers on issues felt tense or stressed out during the at the Claremont School of Theology such as how to help employees day, compared with more than half of in Southern California, describes how with reasonable accommoda- those who said their employer didn’t she didn’t share her symptoms or tions such as a modified work provide adequate services. When it diagnosis with her friends, family, or schedule. came to overall well-being, nearly employer for many years. Instead, she a Mental Health First Aid is three-fourths of employees sup- self-medicated through sports such an eight-hour course offered ported with mental health services (73 as track, which gave her a runner’s through the National Council percent) said their employer helped endorphin high. for Behavioral Health. It teaches them develop and maintain a healthy “Depression was my big secret, employees and employers how lifestyle, compared to 14 percent who the thing I didn’t want anyone to to help someone who might be said they didn’t have the resources. know about me,” says Coleman. “I experiencing a mental health “Employers shouldn’t rely on the had looked for stories of other people challenge. occasional vacation to offset a stress- dealing with the same mental health mentalhealthfirstaid.org ful work environment,” said David W. issues, especially people of color, but I Ballard, PsyD, MBA, head of APA’s couldn’t find any, so I wrote the book

WINTER 2019 INCLUSION 19 Best Practices

Mental Health Resources for All Employees

iketa Kumar, PhD, a licensed clini- health, through the form of therapy, cal psychologist in San Francisco, mental health programs and apps, and specializes in working with under- initiatives at work, helps to demystify Nrepresented populations, including and reduce fears about mental health. As women of color, those who identify as people have positive and affirming expe- LGBTQ, and first- and second-generation riences in therapy, they tend to share this immigrants. In addition to providing with others, which also works wonders in on-site therapy one day a week at a well- reducing stigma.” known Bay Area tech company, Kumar As a society, Kumar says, we’re ex- meets with clients on an individual basis. posed to a lot of negative ideas about “Mental health wellness programs are therapy—that engaging in it means very popular with employees and help you’re “weak,” that it’s only for people reduce barriers to seeking therapy,” Kumar who are “crazy,” that your therapist will says. “I see many first-timers to therapy “read your mind” in an invasive manner. who specifically state that they probably “Actually, it’s just the opposite,” she wouldn’t have come in if this service was says. “Willingness to acknowledge and not offered at their work site.” address issues requires strength and Kumar believes that, by offering courage. Experiences of depression and workplace mental health programs, anxiety, among other things, are com- companies are helping to reduce the mon—literally millions of people are stigma that continues to surround men- impacted by these issues—and a good tal health. “Increasing access to mental therapist respects your boundaries.”

that I wish had been available.” against qualified job applicants and workforce,” she says. “Data show that Coleman recounts how she never employees who have physical or treatment for depression and other had a diagnosis or a way to describe mental disabilities. Under the law, mental health issues works, so it’s to her supervisor or coworkers how employers are required to provide important for employers to offer their she would sometimes feel productive reasonable accommodations to in- employees access to resources that with a rapid speech pattern, only to dividuals with disabilities. Examples can help each individual with treat- be followed by periods of deep sad- of mental illness in the workplace ment options that work best for their ness and lack of productivity. Once include depression, anxiety, attention mental health condition.” she received a diagnosis and started deficit/hyperactivity disorder (ADHD), writing a blog, Coleman felt more bipolar disorder, and schizophrenia. How Employers Can Help comfortable talking about her mental The Employee Assistance Resource Working with companies and brands health at work. Network James says, “can provide to create a culture that values employ- employers with online resources and ees’ overall health, including emo- Implementing an Employee Mental tools to address disability inclusion tional well-being and mental health, Health Program and common questions that employ- is a big part of Katrina Gay’s job at the Dr. Regina James, vice president of ees may have about mental health National Alliance on Mental Illness clinical research for 2M Research issues in the workplace.” headquarters in Arlington, Virginia. in Arlington, Virginia, and former While James notes that some com- As the organization’s national director director of Clinical Health Services panies have made headway in recog- of strategic partnerships, Gay works Research at the National Institute on nizing the challenges employees with on the national StigmaFree Company Minority Health and Health Dis- mental health conditions face and in initiative, launched in 2016. parities, says the size and type of the working to connect them with appro- “At NAMI, we have a set of tools company can influence the range of priate resources, there’s still room for and resources that can help com- health benefits offered to employees. improvement. “We’re seeing a higher panies create a caring culture that James explains how the fed- rate of depression and other mental recognizes and can better respond to eral Americans with Disabilities health conditions among women and mental illness,” says Gay. The Stigma-

Act (ADA) prohibits discrimination young adults who are entering the Free campaign works with companies ISTOCKPHOTOS

20 INCLUSION WINTER 2019 Best Practices

The nearly 60 million Americans affected by mental health illness often encounter invisible barriers to acceptance and understanding. to create a culture where the stigma programs, and part-time counselors at open to all employees and includes often associated with mental health employee health clinics. A 2017 sur- assessment, short-term counseling, conditions is replaced by hope and vey by the TransAmerican Center for and referral services for employees support for recovery. Health Studies found that 78 percent and their household members and According to NAMI, the nearly 60 of employees believed their compa- extended families,” says Ginny Too, million Americans affected by mental ny’s employee wellness program had Kimpton’s SVP of people and culture. illness often encounter invisible barri- a positive impact on workers’ health, “Our EAP enables support for issues ers to acceptance and understanding. and 75 percent felt that wellness including substance abuse, on- NAMI reports that eight out of 10 programs had a positive impact on property counseling following a crisis, workers say shame and stigma pre- productivity and performance. emotional distress, major life events vented them from seeking treatment Gay says her goal is for StigmaFree (birth, accident, death), health-care for a mental health condition. Gay companies to make mental health care concerns, debt management, family meets with companies to encourage a cultural shift, rather than just a train- or personal relationship issues, work employers to foster employee engage- ing plan. She says many of Stigma- relationship concerns, and concerns ment and have conversations about Free’s corporate partners have taken a about aging parents.” mental health in the workplace. The proactive approach to implementing Some companies turn to employ- StigmaFree initiative promotes three workplace mental health measures. ees to help address mental health in key principles: learning about mental For example, business consulting the workplace. In 2013, Barclays, the health, seeing the person and not the firm EY (formerly Ernst and Young) transatlantic consumer and whole- illness, and taking action. has a program titled “r u ok?” that sale bank, began raising awareness When NAMI’s StigmaFree cam- was started in 2016 and falls under of mental health issues through its paign was first launched two years EY’s employee assistance program. This is Me campaign. The goal of the ago, seven companies were onboard. Employees are encouraged to check program, designed by employees Today, Gay says, there are more than in with each other and offer sup- who had mental health challenges, 25. “We work with companies to help port to those who may be struggling is to create a safe workplace where them create and integrate company- with depression. Since the program’s employees feel comfortable talking specific mental health activities and launch, EY reports an increase in the openly about their mental health awareness,” she says. NAMI doesn’t number of employees utilizing the experiences. In addition, the program charge a fee for its services, but Gay EAP services. identifies areas for improvement, says that many StigmaFree companies Bank of America has demonstrated such as manager training and policy have become involved in the national a commitment to supporting their changes, establishing peer support NAMIWalks or partner with NAMI on employees’ emotional wellness by groups, and working with EAP and other projects. providing free confidential counseling health-care providers to enhance “Each company’s needs are dif- and employee assistance resources. mental health services for staff. ferent,” Gay says. “Some companies The company also has a Life Event The bottom line: Mental health have an employee assistance program Services team that helps employees services are one piece of an employee in place, but it isn’t being utilized. during major life events, such as health program, and resources and Others want to build a larger mental taking a leave of absence, facing a support services are available to help health movement within their com- terminal illness, or experiencing the companies implement a plan. pany, but aren’t sure where to start.” death of a family member. “Building a safe space where em- Among the mental health benefits Kimpton Hotels and Restaurants, ployees feel comfortable discussing and activities offered by companies a hospitality company with 67 hotels mental health issues is a good first are employee assistance programs and 82 restaurants and bars in the step,” Gay says. “Since each company (EAPs), telephone or in-person United States, Canada, Grand Cay- is unique, its culture of caring will counseling with a mental health man, and the Netherlands, offers a also vary and should reflect individual professional, on-site stress reduction comprehensive EAP. “Our program is goals and culture.” IN

WINTER 2019 INCLUSION 21 RECRUIT, RETAIN & ADVANCE

As leaders in the tech WHO SHOULD industry you recognize ATTEND: the importance of gender • Male Advocates for diversity, the challenge Gender Diversity and of finding great talent, Advancing Women in Tech advancing and retaining that talent in corporate • Business Leaders Who Recognize the environments that are Importance of often not set up for Diverse Teams women to succeed. This • Human Resource conference provides Leaders leaders with the tools and • Diversity & Inclusion cutting-edge practices Leaders to become proficient in WOMEN • Supervisors & Managers recruiting, retaining, and • Non-Profit Leaders advancing more diverse • Career Game-Changers and multicultural women. IN TECH • Diverse & Multicultural CONFERENCE Women

SAVE THE DATE 04.09.19 Juniper Networks, Sunnyvale, CA

Dr. Sheila Robinson [email protected] Opinion

FRESH TAKE Training Is Not the Fix. Culture Transformation Is.

By Dr. Shirley Davis or mind-set. If the necessary systems 10. Practice sound decision making s a 30-year HR veteran, a are not in place to drive sustainable and problem solving. former global chief diversity change, this huge investment of time, 11. Institute accountability systems and inclusion officer for several money, and resources will be a futile that reward inclusive behaviors. major organizations, and a exercise. The reality is that training is 12. Sustain the culture by operation- workforce management con- not the fix—organizations must begin alizing all the above strategies Asultant, I speak from experience when with a culture transformation. through continuous innovation I say that train- Here are 12 actions and strategies and transformation. ing—whether that need to happen in order to trans- on diversity form a culture: It may sound like a lot to do, but and inclusion, culture transformation takes time, implicit bias, 1. Start with a culture audit to iden- effort, energy, and commitment. To leadership tify your current state of issues, be fair to Starbucks, the company effectiveness, challenges, and strengths, as well has taken steps since the news cycle or any other as opportunities, among all your has passed that have not been widely related topic— stakeholders inside and outside publicized. However, many companies is not the cure your organization. do training, check the box, and never to poor deci- 2. Update your policies, procedures, focus on transforming their culture. Training is not sions made by and strategic plan to reflect how My advice is not just to use train- the cure to poor management, you will serve the changing demo- ing simply as a quick fix and hope decisions made by or to public graphics in your talent pool, cus- that problems will go away with the outrage when tomer segments, and communities. changing news cycle. Don’t wait for a management. revelations of 3. Establish core values to be more disastrous PR nightmare, a threat of a bad behavior inclusive, flexible, and respectful of lawsuit, the request for your resigna- go viral and different ways of working, thinking, tion, or, even worst, the loss of some- threaten your company brand. and believing. one’s life because your culture does We saw this response last year 4. Communicate constantly—up, not reflect inclusiveness, a respectful when Starbucks closed 8,000 stores down, and across the organization and safe place, and a sense of belong- to hold mandatory training for its as often as possible. ing where all talent feels welcome and entire workforce to address racial 5. Change the people who don’t want can thrive. IN bias issues that occurred in one of its to change. stores by a frontline supervisor. While 6. Let go of archaic belief systems that Dr. Shirley Davis is a highly sought- the move was bold and drastic, I reinforce power structures through after global authority on Workforce worry about what happened after the homogeneity, conformity, and 2030, leadership excellence and culture training concluded. The public hierarchy. transformation by providing strategies applauded the company’s show of 7. Integrate inclusive behaviors into and solutions for achieving more inclu- commitment to training, and em- all organizational processes and sive, inspiring, and winning workplace ployees went back to work. The truth practices. cultures. is that a few hours of training won’t 8. Offer learning and development result in shifts in behavior, attitude, resources that reinforce mission, vision, values, and such. 9. Lead by example and live your values.

WINTER 2019 INCLUSION 23 Spotlight

Emily Pitts Principal, Inclusion and Diversity, Edward Jones

mily Pitts began her Edward Jones career in 1995 as a financial advisor in Atlanta. She was named a principal in 2004. Today, Pitts Eleads the firm’s comprehensive inclusion and diversity efforts. Pitts helped create and execute of Greater St. Louis and the St. Louis Urban League, and the firm’s first Courageous Con- “We are is board chair for the Diversity Awareness Partnership. She versations Program, inspired by the having serves on the diversity and inclusion committee of the Secu- movie Hidden Figures, to support rities Industry and Financial Markets Association and on the the CEO Diversity Action Plan. Courageous Executive Leadership Council, a group of African American She created the firm’s first Cross- executives from Fortune 500 companies focused on building Cultural Development Program, Conversations and developing an inclusive business leadership pipeline of which helps diverse financial advi- on topics we African American corporate leaders. sors learn best practices to serve Pitts received the 2009 Women’s Leadership Award for Cor- more clients. She also developed feel are most porate Excellence from the St. Louis Community Empowerment the firm’s first Women’s Leader- Foundation. Diversity Woman magazine named her one of 50 ship Forum, Minority Leadership relevant to Diversity Champions in 2013, Savoy Magazine named her one Forum, and Inclusion Mentoring fostering of the 2014 Top Influential Women in Corporate America, and Program. the St. Louis Business Journal named her to its 25 Most Influen- Pitts earned a bachelor’s in business an inclusive tial Business Women list. Pitts received a Lifetime Achievement administration and an EMBA from Award from the Urban League and the St. Louis Public Schools, Washington University. She serves on culture.” signed by former President Obama. In 2018, she received the the boards of the Boys & Girls Club YWCA Women’s Corporate Leadership Award.

24 INCLUSION WINTER 2019 Spotlight

INCLUSION: What will be some of the biggest and understandably so. Will these unintended issues and challenges in 2019 for a corporate “My passion consequences decrease opportunities for men diversity and inclusion leader like yourself? and women to collaborate and partner together Emily Pitts: As organizations broaden their is to see all on projects? Could this hinder women and men inclusion and diversity efforts to be more holistic people building strong professional relationships just and focused on less measurable components as men do with other men? These are potential such as diversity of thought, it potentially could treated unintended consequences that we should stay dilute and decrease the amount of progress in mindful of as we execute strategies to continue those areas where we’ve seen the largest gap, equitably closing the gap. such as gender, ethnicity, and LGBTQ. It is easier and fairly, to talk about diversity of thought and things less IN: The concept of intersectionality has sensitive, but it is imperative that we continue and to moved from college campuses into the work- to make progress in the areas with the most sig- place in recent years. How is this concept nificant gaps. It is equally important to continue have the being applied by D&I offices in companies? focusing on an inclusive environment where all opportunity EP: It is becoming more important that associates can thrive. companies realize that their employees are to maximize not one-dimensional and their overlapping IN: What brought you to do this work? Is identities and experiences can amplify their there a personal motivation or a story from their disadvantages and unconscious biases against your childhood or past that inspired you in potential.” them. Many organizations are leveraging this this direction? concept to become intentional about address- EP: I was raised by a family of teachers, and one ing these barriers to create a more inclusive of the valuable lessons they taught me was to environment. They are providing experiences love thy neighbor as thyself, and to treat people and training for leaders to learn, for example, as I would want to be treated. I feel so fortunate how to become culturally knowledgeable and to work in this space. My passion is to see all sensitive to the nuances of being a woman and people treated equitably and fairly, and to have black, or a man and gay, or a woman who is the opportunity to maximize their potential. black or Hispanic and gay. Biases are literally When I started in the financial services industry, multiplied at that point. it became apparent to me that there were not many people of color or women in the industry, IN: There has been a much greater emphasis particularly in certain roles. It became a goal of in recent years on unconscious and implicit mine to attract more diversity to my firm and to bias training in companies. Why is this train- mentor associates from all races and backgrounds ing so important? Does it work? How can it to help them improve their chances of success. be done better? EP: Unconscious bias training is extremely IN: In the last year, gender inequality in the important and has revolutionized the way in workplace—including sexual harassment— which companies understand that while these has become large in the public eye. We all biases are unintentional, they impact decision know that these challenges are not new. making, hiring and promoting talent, selecting How does this new public awareness help high-potential talent, and more. But uncon- close the gender gap? scious bias training is not enough. It certainly EP: This new public awareness has potentially helps leaders become more aware of their helped but simultaneously has had unintended biases. But most of these trainings don’t take consequences. The statistics have been widely it to the next level: now that you are aware of shared, and organizations are laser focused your unconscious biases, what are you going on changing the landscape. But, at the same to do about it, and how will you change your time, men are becoming more cautious and behaviors going forward? Micro-inequities concerned about interacting with women alone training and roundtable discussions address

INCLUSION WINTER 2019 25 Spotlight

the messages we send each other because of our un- push for inclusion? And are conscious biases and give us the tools needed to help us “It is becoming companies well situated for rethink the messages we unintentionally send that make more important that challenge? others feel excluded. EP: The private sector has his- that companies torically been at the forefront IN: A concept that is increasingly being addressed now is of driving for better inclusion cultural transformation. What does this mean to you and realize that their and diversity, and we want a how is Edward Jones working to transform its culture? employees are diverse workforce across our EP: We believe our culture is unique and essential to the firm. Not only is it the right firm’s success as we serve clients and as a great place to work not one- thing to do, but it is also a for our associates. This culture is based on four core values business imperative. Through that must never be compromised: dimensional.” research by McKinsey and • Our clients’ interests come first. others, we now know that • We believe in a quality-oriented, long-term investment companies that manage diversity and inclusion well have bet- philosophy. ter financial performance and make better business decisions, • We value working in partnership. which also enables them to serve a broader client base. • Individuals and their contributions are valued and respected. IN: For a number of years, practitioners of diversity and Edward Jones has a very family-oriented culture, and it inclusion have been making the business case for D&I. feels really good to be a part of the Edward Jones family. But, Do you think this message is sinking in? If your senior like every family, there is always something that you can do management team does not fully buy into a culture of to make it even better. We are currently having Courageous diversity and inclusion is a competitive advantage, how Conversations facilitated by me and members of our Man- do you convince them? agement Committee on topics relative to those things we feel EP: Fortunately, we haven’t had to convince our senior leaders are most relevant to fostering an inclusive culture, such as of the importance of inclusion and diversity. We’ve had buy-in “Men and Women in the Workplace,” “Being Your Authentic from our senior leaders for a very long time. We have been Self,” and “Ensuring White Men Are Part of the Inclusion & committed to making significant progress for a while, and it is Diversity Conversation and Efforts.” These conversations part of our firm’s core strategies and long-term business plan. have been amazingly candid and have become wonderful Most recently, our Managing Partner Jim Weddle was one cultural experiences for our associates and leaders. of the first 150 CEOs to sign the CEO Pledge/Action Plan, and we are actively working on executing the components IN: What are some of the particular challenges for the of the pledge. We are currently engaged in Courageous financial industry around inclusion? Conversations, and our senior leadership cofacilitates EP: Historically, the financial services industry has been a white those with me to gain a better understanding of where we male–dominated industry. Turning the ship around requires an need to focus to make even more progress. Our incoming assertive effort to source and recruit strategically to find diverse Managing Partner Penny Pennington has also committed to associates who want to work in an industry that is working to signing the CEO Pledge when she assumes responsibility increase its levels of diversity while creating an inclusive en- for the firm in the beginning of 2019. In addition, our senior vironment. It also requires the industry to better articulate the leadership has supported an annual Inclusion and Diversity long-term benefits and personal rewards of a career that makes Week for going on 10 years, where we bring in senior lead- a difference in the lives of clients by helping them reach their ers from other companies and D&I experts in order to learn financial goals, such as sending their kids to college, preparing from others. for and living in retirement, and leaving a legacy for their loved We are also working on integrating inclusion into all our ones and communities. It is so rewarding. processes and practices, such as diverse slate objectives to help ensure we are moving the needle on building a more IN: Given the change of emphasis in our current federal diverse workforce. So, I am very fortunate to work for a firm administration, in coming years, will it be more incum- that not only gets it but is also fully committed and actively bent on corporations to be at the vanguard leading the engaged in making progress. IN

26 INCLUSION WINTER 2019 Spotlight

arbara H. Whye is Intel’s Chief Global Diversity and Inclu- sion Officer and Vice President of Human Resources for the BTechnology, Systems Architecture and Client Group, the company’s largest technical business group (77K employees). She also leads Intel’s Diversity in Technology $300M initiative which resulted in reaching full representation in Intel’s U.S. workforce in October 2018. The company’s workforce now reflects the percent of women and underrepresented minorities available in the U.S. skilled labor market. With over 21 years of experience, Barbara develops strategies that accelerate progress and integrates diversity and inclusion across the ecosystem to enhance innovation and drive business results. Barbara joined Intel in 1995 as an engineer and held a number of leadership roles driving large- scale and enterprise-wide change. Prior to joining HR and Global Diversity and Inclusion, she spent 15 years in key senior leadership and engineering roles responsible for acquiring and starting up new facilities for Intel worldwide. Barbara earned her bachelor’s degree in electrical engineering from the University of South Carolina and her MBA from the University’s Darla Moore School of Business. In 2018, she was Barbara Whye, Chief Diversity & awarded the Diversity and Inclu- sion Industry Hero Award for outstanding leadership.

Inclusion Officer and VP of Human INCLUSION: What will be some of the biggest issues and challenges in 2019 for a corporate diversity and Resources, Intel Corporation inclusion leader?

INCLUSION WINTER 2019 27 Spotlight

ng.”

Barbara Whye: We often say at Intel that “you can’t include who you don’t Barbara Whye addresses audience during the ASU have and you will quickly lose who you don’t include.” While I cannot Center for the Study of Race and Democracy Lecture speak for other companies, we will continue to focus deeply on reten- series. tion. In 2015 we set out with a bold vision and a $300M commitment to increase the representation of women and underrepresented minorities in sponsorship or network. If we do this right, all the workplace and our industry by 2020. Our first leg of this journey was of our children will have a better experience to create a workforce that reflected the diversity of the skilled labor market pursuing careers in tech and staying in tech. available and to be more representative of our communities, customers and our world. We set the goal, learned a lot and met the goal 2 years IN: In the last year, gender inequality in the ahead of schedule. To successfully sustain our results and build on this workplace—including sexual harassment—has momentum, we must continue to focus on leadership, inclusion, belong- become large in the public eye. How does this ing and retention. This will require removing the burden from our talented new public awareness help close the gender gap? employees and placing that burden on our systems. This approach will aid BW: Major cultural shifts and social transfor- tremendously in driving the right levels of accountability and delivering mations travel across the stages of awareness, results that can be sustained. It will also require us to think differently as ownership, and sustaining the change. The we have done with introducing our Warmline, an innovative case manage- last year dramatically increased awareness and ment service for employees with retention challenges. Since its inception, also highlighted the power of uniting with one the Warmline has received more than 20,000 cases with a retention rate voice. When people pull together in unison, over 80 percent. You cannot hire your way to success. Retention is key. so much more can be accomplished. Putting the burden on the systems, creates movement, IN: Is there a personal motivation or a story from your past that inspired you levels the playing field and change starts to to do this work? happen. We must continue to ensure that our BW: Simply, I thought Intel and the industry could be better. I believed employees know that harassment is not toler- Intel and our employees could make a difference and I wanted to lead ated and offer multiple channels for reporting this change. Being the youngest of 8 kids from the Carolinas, my mother and multiple levels of support. and father trained us and role modeled that if we see a problem, it is our The increased visibility of sexual harassment duty to fix it. Being a part of the solution is how I’m naturally wired and also put a spotlight on other issues faced by taking ownership yields higher results. I love solving gnarly and compli- women, minorities and the most marginal- cated problems. Diversity in tech is a gnarly challenge so it was a match ized communities. Companies must realize made in heaven. and take seriously that what happens outside One key personal motivator is knowing the results of this work will the walls of corporations is also on the minds make the tech industry a better place for future generations. I’d like to of employees when they enter into the work- know that tech access is not dependent on your zip code or who knows place. Whenever there’s a public discussion, it you; rather it is fully accessible for all who are willing to dig in and do increases awareness, and creates opportunities the work. Each day, I strive to ensure all have access irrespective of their to have meaningful dialogue and conversations.

28 INCLUSION WINTER 2019 Spotlight

We must continue the transformation pro- growth. Diverse teams with different perspec- cesses, take care of our employees and in our “Our daughters, tives, experiences and ideas are more creative corporations, we must continue to create psy- sons, grand- and innovative, resulting in a collaborative and chologically safe environments where employ- daughters, and supportive environment. Intel will continue its ees feel comfortable to bring forth concerns ongoing commitment to advance diversity and without fear of retaliation. grandsons will inclusion, collaborate with industry partners on have a better key learnings and encourage a community of IN: What are some of the unique challenges for experience openness, belonging and inclusion. the tech industry around inclusion? BW: There is a quote that says, “Diversity is pursuing careers IN: Practitioners of D&I have been making the being invited to the dance, inclusion is be- in tech because business case for years, do you think the message ing asked and belonging is knowing all of the we never is sinking in? How do you convince your CEO or songs.” Inclusion and belonging will be key for senior management team that the culture of D&I all corporations as we head into 2019. Intel gave up.” is a competitive advantage? conducted an internal survey that shows that BW: We are no longer arguing the business employees who experience inclusion are 7 case at Intel. Diversity and Inclusion efforts times more likely to be retained. Tech and non are integrated into all we do and our metrics tech corporations alike must value inclusive are a part of our company goals and employee leadership in the same way it values techni- bonus structure. Diversity and Inclusion is not cal leadership. Inclusive leadership consists of dependent on one individual; we all have a commitment, accountability, fairness and re- responsibility to drive inclusion from our seats. spect, and values belonging. It begins at the top All voices matter. Today when asked about and must be integrated throughout the fabric the business case of diversity, I ask, “What’s of your company. At Intel, we continue to the business case for homogeneity?” We have focus on developing manager skills around in- demonstrated that diversity and inclusion re- clusion and ensuring that leaders are also held sults can happen in parallel with record revenue accountable to mastering leadership acumen. quarters and record revenue years. The excuse We have trained 13,000 managers worldwide of D&I efforts are happening at the expense of through a program called Managing at Intel, revenue can now be taken off the table. with a focus on inclusion and leadership. When we put all the issues on the table, include and IN: Given the change in our federal administration, will it be more incum- listen to our diverse possibility thinkers and bent on corporations to be at the vanguard leading the push for inclusion. problem solvers, we can do anything. Are companies well situated for that challenge, and why? BW: Diversity and inclusion results will require all of us to step up: tech, IN: Cultural transformation is a concept that is K–12, academia, government and more. This work cannot rest on the increasingly being addressed now, what does this shoulders of one organization, one person or sector. The root causes of mean to you and how is Intel working to trans- why we have a lack of diverse talent in tech lie in lack of opportunity form its culture? and lack of equitable access to tech opportunities for students. Begin- BW: A diverse workforce and inclusive culture ning in K–12, access to a quality education irrespective of location is an are key to Intel’s evolution and driving busi- excellent place for all of us to focus. Companies such as Intel can contin- ness results. We desire to be the most inclusive ue to help by investing, advocating, and creating opportunities. To fully company in the world. Diversity and inclusion achieve and sustain success, it requires partnership and focus across the cannot be treated as an add-on. It is core to our political, economic, and social spectrum. It will also require us to partner culture transformation and must be integrated differently to drive collective impact. Intel is already taking steps to do into everything we do. We are delivering on this; by partnering with the Women of Color in Computing Research diversity and inclusion results at the same time Collaborative and as a founding member of the Reboot Representa- the company is having historical record rev- tion Tech Coalition, focused on researching issues for women of color in enues. The company prioritizes this as a busi- computing and doubling the number of women of color graduating with ness imperative to drive innovation and future computing degrees in the U.S. by 2025. IN

INCLUSION WINTER 2019 29 Ever yone has the right to marry. Not ever yone has basic rights.

In 31 states, it’s legal to discriminate against LGBT Americans. Spotlight

She coauthored the book Trailblazers: How Top Business Leaders are Accelerating Results through Inclusion and Diversity and is the author of The Diversity Advantage: A Guide to Making Diversity Work. She also serves on the adjunct faculty of the business schools of Averett University and the University of North Carolina at Greensboro. Her team at the University of North Carolina at Greensboro conducted award-winning research. Billings-Harris has presented in 37 countries. She is a past president of the National Speak- ers Association (NSA) and was the 2014–2015 president of the Global Speakers Federation. In 2016, she received the NSA’s Cavett Award, the highest honor bestowed upon professional speakers in the United States. In 2018, she was inducted into the NSA’s Speaker Hall of Fame.

INCLUSION: What will be some of the biggest issues and challenges in 2019 for a corporate diversity and inclusion leader like yourself? Lenora Billings-Harris: Clarifying what diversity and inclusion really is from a business perspec- tive continues to be a never-ending challenge. Many people, at all levels of their organization, still think it is only about EEO compliance. Lenora Billings-Harris Diversity focuses on who is on the team—do people look alike and think alike, or is there diversity in many ways? The first step in my work often includes helping executives reframe D&I Diversity Strategist & Speaker so they see the goal is to attract the best talent, which leads to diversity of thought. Diversity of enora Billings-Harris is a diversity “The workplace thought leads to innovation and better decision and inclusion thought leader who making and problem solving, which then leads works with companies to leverage is the primary to higher productivity and profits. diversity and increase inclusion, location Once leaders reframe their understanding of reduce the impact of unconscious workplace diversity, they can explore ways to bias, and thereby increase each where people attract a broader mix of talent. The next issue is company’sL bottom line. experience some to find ways to create an inclusive environment Billings-Harris has been named among the form of diversity that enables talent to produce at their high- 100 Global Thought Leaders on Diversity and est level. Executives committed to an inclusive Inclusion by the Society for Human Resource every day.” environment understand that D&I is not “just an Management and was named one of the 20 top HR program”—it impacts every level and every influential diversity leaders in the United States department of the organization. Most impor- by Diversity Woman. Billings-Harris recently tantly, they understand that creating inclusivity delivered keynotes in Cape Town, South Africa, and equity is everyone’s responsibility. Leaders and Tel Aviv, Israel, to share best practices with focus on transformational strategies instead of leaders in business, government, education, and easy tactics to achieve their aspirational vision NGO communities. of inclusion.

INCLUSION WINTER 2019 31 Spotlight

beliefs and attitudes “Unconscious about others. They bias training discover that our opens the door to biases determine our behavior, and discovering how unconscious bias is unintentional more pervasive than expected. Leaders actions impact learn how names, productivity.” accents, schools, and even height impact Billings-Harris speaking at the Citirix Synergy Conference (2017) hiring decisions. Learning and development programs IN: In the last year, gender inequality in the workplace—includ- can be effective only if they are followed with ing sexual harassment—has become large in the public eye. We goals and metrics to implement new behaviors all know that these challenges are not new. How does this new and address systematic bias. Herein lies the public awareness help close the gender gap? problem. Organizations often do not commit LBH: Women and men who have been harassed or discriminated against the time and resources needed to do this type due to gender have become empowered to speak their truth. Because of follow-up. they know there is worldwide support to stop sexual harassment and When businesses make a concerted effort identity bashing, more people are willing to speak up. However, hav- not only to offer unconscious bias training but ing the courage to speak up is still difficult. According to the EEOC, also to commit to uncovering intentional and harassment of all types and retaliation charges continue to rise every unintentional biases in their hiring and em- year. Companies committed to advancing D&I are offering harassment ployment practices, they discover the changes prevention training. They are not assuming that nonharassing behavior needed are not difficult to implement. For ex- is simply a matter of common sense. ample, several companies use blind-screening In regard to the gender pay gap, some organizations have gone public practices such as omitting names, schools, and in their efforts to create gender equality in the areas of hiring and pay. year of graduation from résumés. They focus on They are so committed that they are willing to have the public hold them job requirements, company goals, and clearly accountable. This is a major shift in the way organizations address gen- stated tangible and intangible talents needed der inequity regarding pay in the United States since, culturally, Ameri- for the specific unit or team. cans do not discuss salaries openly. Some countries, such as Sweden and Norway, require corporations to share this information. Uncovering IN: What are some of the recent thought the systematic bias in hiring and pay practices helps companies make leader topics in the world of inclusion that sustainable changes. organizations are learning about and implementing? IN: There has been a much greater emphasis in recent years on uncon- LBH: Unconscious bias is the hottest topic, and scious and implicit bias training in companies. Why is this training so executives are leading the charge to introduce important? Does it work? How can it be done better? it within their organizations. They learn a little LBH: You cannot change behaviors if you do not know that some behav- about bias at a conference and then decide to iors are ineffective or produce a result different than what was intended. do something in their organization. The con- Unconscious bias training opens the door to discovering how uninten- cept of belonging is on the rise as the next hot tional actions impact productivity. topic because it is so closely related to bias. Exploring unconscious bias, especially through an interactive workshop Next is generational diversity. There are four experience, is a positive way to help people discover that bias is normal— and in some companies five generations work- all humans are biased, and all biases are not negative. When unconscious ing together. The accusations and insensitive bias sessions are designed and facilitated well, the participants develop an comments that people make about others not understanding of how our brains capture information and apply it to our in their generational group can be brutal! One

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others through words or actions is not tolerated. Inaction is a decision, and it does not go unnoticed. The best talent is retained by organizations that value diversity of thought and create safe and inclusive spaces regardless of what is happening in the world of politics.

IN: For a number of years, practitioners of diversity and inclusion have been making the business case for D&I. Do you think this message is sinking in? If one of your clients does not fully buy in that a culture of diversity and inclusion is a competitive advantage, how do you convince them? LBH: I do not assume my clients know the advantages of having a diverse and inclusive workplace. I focus on D&I 24/7, and I recognize that others National Speaker Association Hall of Fame induction focus on their area of expertise similarly. Even though there is so much research-based evidence proving diverse and inclusive organizations per- of my clients decided to hire engineers directly form better than their competition, there are still companies—large and after they graduated from college to introduce small—that have been performing well with little or no attention given to fresh thinking into his aging company. Because D&I. When I am faced with this dilemma, I help them discover how they nothing had been done to prepare the baby can become great, instead of just good, by embracing inclusion. boomers and others for these new, energetic Some people will never change. I am fortunate that most of my clients young hires, the environment became toxic. want to change but just do not know how or where to start. Once the After unconscious bias and generation sessions, organization articulates and implements its vision of an inclusive and the ground was laid for employees to under- diverse culture, those who do not want to ride that train eventually leave stand each other and interact with each other one way or the other. more effectively. IN: What brought you to do this work? Is there a personal motivation IN: Given the change of emphasis in our cur- or a story from your childhood or past that inspired you in this direc- rent federal administration, in coming years, tion? will it be more incumbent on corporations to LBH: It was March 1994 when a single moment in South Africa be- be at the vanguard leading the push for inclu- came the pivotal event that propelled my life’s work. I was facilitating a sion? And are companies well situated for workshop there one month before Nelson Mandela was to be elected that challenge? president. The tension in the country was palpable. Everyone feared LBH: The workplace is the primary location there would be escalated violence. After the workshop, when everyone where people experience some form of diversi- had left, a woman who had been sitting in the back of the room came ty every day. It is incumbent upon executives to up to me with tears dripping from her face and gave me a bear hug. She lead efforts for inclusion and diversity, not only said, “I’m an Afrikaner. When I saw you, a black woman from America, because it may be the right thing to do, but and realized you were the speaker, I couldn’t think of a reason to stay in because it makes good business sense. Corpo- this room, but I could not leave because my boss was here. My husband, rations have a responsibility to set an example brothers, and sons are gathering guns to kill every black person they see. in their communities by supporting inclusion Now I know my real reason for being here today. It was to experience efforts internally and externally. What people your presence. I must go home and convince my family to put down learn at work carries over to their behaviors at their guns and work for peace.” home and in the community, thus impacting As we embraced again and cried together, I realized diversity and everyone on a large scale. inclusion was not only about words—it was about showing up, being Regardless of how laws may change and authentic, and creating safe spaces for people to explore differences and elected officials behave, companies set the bar discover productive ways to live together. regarding expected behavior. Civility has been From that time forward, my efforts have been focused on helping oth- on a sliding slope. Business leaders can, and ers understand the power of diversity and inclusion through the signifi- some have demonstrated by example and by cance of the Zulu proverb “Ubuntu.” The translation is “I am because we holding people accountable, that disrespecting are. We are because I am.” IN

INCLUSION WINTER 2019 33 Spotlight

Edna Kane Williams Senior Vice President, Multicultural Markets and Engagement, AARP

“People 50 and dna Kane Williams has more than INCLUSION: You lead a department called 20 years’ experience in senior “Multicultural Leadership” at AARP. What is over today management positions within your department responsible for? face distinct both nonprofit and for-profit Edna Kane Williams: Multicultural Leadership organizations, with an emphasis really has an important dual role within the challenges on strategic planning, targeted Association—as external partners to multicul- and have marketing,E community outreach, media cam- tural communities and as internal advocates paigns, partnership development, and program for strategies that allow AARP to continue different goals development. growing our capacity to meet the needs of than people In her current position as senior vice presi- these audiences—both members and non- dent of multicultural markets and engage- members. in their 30s ment at AARP, Kane Williams is responsible Our work focuses on Black, Hispanic, Asian and 40s.” for the development and execution of strategy American/Pacific Islander, Native American and related to growing the association’s multi- LGBT communities. We are building capac- cultural audiences: Hispanic/Latino, African ity to ensure that AARP can provide advocacy, American/black, Asian American/Pacific Is- information and education that supports these lander, American Indian/Alaskan Native, and audiences—both members and nonmembers. LGBT. She previously served as vice president Our work really lends itself to how AARP is of strategy and communications for the AARP organized—working both nationally but also Foundation. nationwide—meaning at the local level through Prior to joining AARP, Kane Williams was our state offices and community partners. Mul- senior vice president of communications and ticultural work at its core is local, touching the social marketing at IQ Solutions Inc. and individual to meet the needs and wants of these senior vice president at Ogilvy Public Relations oftentimes overlooked constituents. Worldwide. Kane Williams graduated from Yale Uni- INC: What type of progress have you seen? versity with a BA and received an MA from Have you enjoyed true success? George Washington University. She is a EKW: The department has undergone a natu- recipient of a Coro Foundation Fellowship ral transformation over the last 8 years when and was a fellow in the Diversity Executive it was first created. We exist to bring addi- Leadership Program of the American Society tional capacity to AARP in an area of need and of Association Executives. growth. We all know and recognize the evolving She currently serves on the board of directors demographics of our country—multicultural of AARP’s Legal Counsel for the Elderly and communities are growing at significant rates. the Center for Responsible Lending. The Association understands the importance

34 INCLUSION WINTER 2019 Spotlight

INCLUSION WINTER 2019 35 Spotlight

of these shifts and wants and 40s. They’re at a different place in their lives and are to ensure that internal staff “ I am so hopeful motivated by different things. They see the world through across the country are pre- about our younger a lens that is shaped by the ups and downs of life, experi- pared to support the health ences that have created a better understanding of who they and financial wellbeing of generations. are as individuals and what they want from life. these growing multicultural They are alert, As we change the conversation on aging, we need to communities. discuss how aging affects all of us so that diverse voices Certainly, our depart- active, socially are included. Disrupt Aging is that place that we created ment has evolved over the conscious, and to have that conversation—often funny, sometimes raw, years. We provide capacity always honest—about how we want to live and age. We and support for staff in the focused.” want to be explicit about how we change the conversation national office. We create, to ensure that all voices are heard. test, and pilot innovate opportunities. We try to INC: Is this where you thought you’d be when you always be on the cutting imagined the lifespan of your career? edge in our approach and EKW: I enjoy this job immensely, and feel that I’m mak- understand the changing ing a real impact on how AARP shows up in communities needs of our constituents. nationwide. That’s very gratifying—and exactly what I hope Importantly, we’ve seen I’d be doing at this point in my career. Making a tangible improvements in our difference in everyday lives—priceless. membership data—particularly in terms of acquisi- INC: What challenges do you see down the pike? tion numbers, and greater How can innovation be used to address these awareness and engage- challenges? ment. We’ve been success- EKW: The obvious challenge is presented by our current ful because we aren’t afraid state—we see today is how divided our country is—wheth- to alter our approach as er that’s politics, race, ethnicity, or gender. As leaders in our needed. Of course, there is always more work to be done. companies and organizations, we need to understand that This work for us is a marathon, not a sprint. and position ourselves to help bridge the divide. I don’t see it getting better immediately—after all, change takes time. INC: Why is this role important? But I am hopeful that leaders in this country have been Having multicultural expertise interspersed throughout an stepping up to address these challenges. organization is certainly necessary and needed. Beyond the And we absolutely need to continue to be innovative day to day practicalities of our work, having a dedicated in our approach. We need to know how people age, how department shows AARP’s commitment to diversity and people grow, how people live to better find solutions. It inclusion. The fact that there is a Senior Vice President spe- ranges from creating age friendly communities to opportu- cifically for creating multicultural strategies and engaging nities for lifelong learning. communities of color is a great example of AARP’s priorities and values. Not only do families across the country INC: What’s your advice for young people—and young see our commitment to multicultural outreach, but other women in particular? companies and organizations recognize that one of the EKW: I am so hopeful about our younger generations. They largest non-profits in the country believes this is the best are alert, active, socially conscience and focused. I would way to do work and to support our communities. encourage them to continue speaking their minds and their truth. They are helping this world change and become a INC: Tell us about “Disrupt Aging”. better place. I believe in strongly supporting them through EKW: Disrupt Aging really began because our CEO, JoAnn mentorship. I would encourage young people to find a Jenkins, wanted to change the conversation about what it mentor. Find a sponsor. Particularly young women of color. means to get older. People 50+ today face distinct chal- It’s incumbent on my generation to open doors, and I hope lenges and have different goals than people in their 30s I’ve been doing just that. IN

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Prior to joining Lenovo, Conyers was a business leader of global organization at Dell, and earlier in her career, she worked as an expert in data-driven analytics at Texas Instruments. In 2016, Conyers received a Distinguished Alumni Award from her alma mater, Lamar University, where she graduated with a Bachelor’s degree in Computer Science. She holds a certificate in advanced human resource management from the University of Michigan and an MBA in international business from the Our Lady of the Lake University executive program. Conyers is the co-author of the 2014 book The Lenovo Way: Managing a Diverse Global Company for Optimal Performance.

INCLUSION: What will be some of the biggest issues and challenges in 2019 for a corporate diversity and inclusion (D&I) leader like yourself? Yolanda Conyers: One of the biggest challenges in 2019 involves helping organizations shift from a focus on diversity to a focus on diversity plus inclusion. Different perspectives and ideas are integral to developing diverse products that allow us to live in a smarter world. Today, we have to innovate with a purpose and it’s not so much about what the purpose is, but what that purpose can do. It must be engaging and productive. This type of innovation requires Yolanda Lee Conyers different mind-sets. We conducted global research into the D&I space, and we found a significant shift in values, Chief Diversity Officer and President, with people placing high importance on inclusion. They also ranked equality, responsibility, Lenovo Foundation and justice in the top 10. This signaled a move to a more group-focused mentality, with individu- olanda Lee Conyers has been “Today we als craving a sense of belonging in society. To instrumental in the transforma- create an environment where employees feel tion of Lenovo into a culturally have to a sense of belonging, acceptance, and equal- integrated global brand. Through- innovate ity requires D&I to be truly embedded in an out her career, she has consistent- organization’s culture. Our approach to doing ly developed and executed HR with a this focuses on building inclusive behaviors, sys- Ystrategies and people development initiatives purpose.” tems, processes, and policies, as well as holding that enable businesses to surpass their most employees at all levels accountable. challenging goals. Her areas of expertise include cultural and change management, leadership IN: What brought you to do this work? Is coaching and development, talent acquisition there a personal motivation or a story from and retention, organizational effectiveness, and your childhood or past that inspired you in performance and incentive management. this direction?

INCLUSION WINTER 2019 37 Spotlight

our employees and asked them to speak up if they experienced any harassment. We followed up with anti-harassment training in the United States and finished rolling out training globally for every Lenovo employee by the end of 2018. We are dedicated to reminding all new managers and employees as they join about our commitment to a harassment-free workplace and to retrain- ing our managers and employees every two years. As part of our compensation practices, we regularly monitor whether we are in line with our three tenets: pay for performance (exceptional performance war- rants exceptional compensation), market competi- tiveness (attractive compensation compared to the market), and equal pay for equal work (we want to be fair). We have not found any broad systemic inequities, but where we come across them in individual cases, we take targeted action during our annual Conyers speaks before the Bratislava chapter of Lenovo’s flagship employee compensation cycle, and we react quickly. resource group, Women in Lenovo Leadership.

YC: My inspiration for this work comes from IN: What are some of the particular challenges for the tech industry my father. I am from a small town called Port around inclusion? Arthur in Texas, known for one of the larg- YC: As an industry, we must do a better job creating a pipeline of diverse est refinery networks in the nation and for talent in STEM fields. At the same time, we must ensure that we break its seaports. My father was a seaman, and he down any barriers for underrepresented groups to advance in the work- traveled around the world on ships. He gained place. This is why we’ve worked with organizations such as the National so much knowledge from his travel experienc- Academy Foundation to teach more than 5,000 high school students es and meeting different cultures. My father across the United States how to develop mobile apps, and we’ve sup- told me to travel around the world, embrace ported this further with internships at the high school level. We also fo- the unfamiliar, and never stop learning. I cus on developing executives within Lenovo through programs like the have developed this passion for understand- Women’s Leadership Development Program and Mosaic program. These ing differences from my father. This passion, programs provide sponsorship for high-potential women and under- plus my desire to solve problems as a trained represented groups. Since its inception, the Women’s Leadership Devel- engineer, has led me to this work of creating opment Program has served more than 60 female employees, promoting cultures that leverage diversity to solve busi- 39% of the participants to executive roles. ness problems. IN: There has been a much greater emphasis in recent years on uncon- IN: In the last year, gender inequality in the scious and implicit bias training in companies. Why is this training so workplace—including sexual harassment— important? Does it work? How can it be done better? has become large in the public eye. We all YC: Our systems, processes, and policies are only as good as the people know that these challenges are not new. How who create them. Just as with the new technologies that are forming does this new public awareness help close the the backbone of intelligent transformation, we must demand that these gender gap? new models driven by artificial intelligence, artificial reality, augmented YC: You can’t have an inclusive culture if you reality and more are inclusive—that the data and algorithms are taking don’t have a strong stance against harass- in diverse sets of data. You can’t have intelligent transformation without ment. Lenovo takes this topic seriously. It is a inclusivity. To deliver on our commitment of reducing bias in the recruit- guiding principle across all our countries. In ment process, we implemented unconscious bias and difficult conversa- late 2017, along with our chief legal counsel tion training for recruiters in the United States beginning in 2017 and and HR women leaders, I reached out to all will be expanding this program globally through 2019.

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IN: The concept of intersectionality has moved belonging. It started in health care and aca- from college campuses into the workplace. “You can’t demia, but you’ll see younger companies and How is this concept being applied in compa- have an tech companies talking about belonging. Be- nies by D&I offices? longing focuses on neuroscience research—the YC: Identity is complex. Far too often in the inclusive areas in the brain that feel physical pain are the D&I space, we’ve been approaching the conver- culture if you same areas of the brain that are activated when sation from a single story. And a single story is we experience social exclusion. Being excluded a very dangerous path because it doesn’t allow don’t have a hurts—and it shuts down the higher thinking us to hear all voices, and that’s damaging. While strong stance that occurs in the prefrontal cortex, making you women have made advances in the workplace, less productive. Unconscious bias factors into it has been mostly white women who have against the idea of exclusion as well. That’s why many benefited. Had we focused on intersection- harassment.” companies are delivering unconscious bias ality, we might have seen more women of training to build awareness. color and women of different sexual identities advance. Now more and more companies are designing programs with IN: Given the change of emphasis in the cur- intersectionality in mind. rent federal administration, will it be more incumbent on corporations in coming years to IN: A concept that is increasingly being addressed is cultural transfor- be at the vanguard leading the push for inclu- mation. What does this mean to you, and how is Lenovo working to sion? Are companies well situated for that transform its culture? challenge, and why? YC: We have been transforming our culture since the very beginning. YC: Diversity and inclusion are competitive ad- After we acquired IBM’s PC Division, we began integrating East and vantages, and as the world becomes flatter, it’s West together to create a global company. Over the past 12 years, we even more imperative than ever to recognize have integrated all cultures, and this focus on diversity and inclu- and foster this. At Lenovo, we define diversity sion has helped us grow from $3 to $45 billion. Diversity and inclu- broadly. We value all those things that make sion enable our culture. They underpin our values of being customer one unique—nationality, cultures, language, focused, team players, entrepreneurs, and innovators. Diversity acts as skills, experiences, gender, etc. Inclusion ac- the “what” in these values, while inclusion is the key to “how” we ac- counts for all those differences and creates an complish them. Inclusion lets employees bring their whole self to the environment where there is a sense of belong- workplace to really put those values into practice. ing, acceptance, and equality regardless of background or personal differences. Different IN: What are some of the recent thought leader topics in the world of perspectives and ideas are integral to develop- inclusion that organizations are learning about and implementing? ing diverse products that allow us to live in a YC: Two of the hottest topics today are equity and creating a sense of smarter world.

IN: For a number of years, practitioners of diversity and inclusion have been making the business case for D&I. Do you think this message is sinking in? If your CEO or senior management team does not fully buy in that a culture of diversity and inclusion is a competitive advantage, how do you convince them? YC: Benchmarking and sharing what is happening with competitors or world-class companies is a place to start. Also, leverage other data points such as employee engagement surveys to get direct feedback. Finally, prioritize areas of Conyers brings diversity and inclusion to center stage at the Women’s Forum for the organization that have the energy and will- the Economy and Society in Singapore in 2018. ingness to embrace diversity and inclusion. IN

INCLUSION WINTER 2019 39 Spotlight

The Twitter I&D Advisory Council “How do we n 2018, Twitter formed the Inclusion and Diversity IN: What are the council’s goals? (I&D) Advisory Council to support its goal of par- TAC: The council has three goals: support each ticipating in the public conversation about inclusion discuss and anticipate diversity other in build- and diversity. With movements sometimes beginning and inclusion trends and influence ing a diverse and often amplified on social media, convening I&D related actions; amplify thought and inclusive leaders to anticipate and strategize on the impact of leadership, community, and theseI movements on workplaces and on I&D leaders seemed actions through the use of our workplace?” timely and appropriate. collective platforms; and create an I&D leaders are often called upon to address challenges informed, healthy inclusion and that have not yet been solved by any organization. The coun- diversity community for ourselves, cil offers a safe and confidential space for I&D leaders from our work, our organizations, and various organizations to develop approaches to societal issues the world. that affect employees in their respective workplaces and how their organizations deliver products and services. IN: How is bias in artificial intelligence manifested, and how does it INCLUSION: Who are members of the council? affect the role of I&D leaders? Twitter Advisory Council: The council comprises leaders who TAC: Understanding bias in AI [ar- champion inclusion and diversity in organizations, commu- tificial intelligence], ML [machine nities, and educational settings, and those who offer diverse learning], and VR [virtual reality] industry, generational, and geographical perspectives on I&D is critical. Together with renowned challenges. [See sidebar for full list of signees.] experts, we are learning what we,

40 INCLUSION WINTER 2019 Spotlight

as I&D leaders, should know about AI and are determining Taylor, after learning of his 4 how we should be involved in our respective organizations. Our 2019 percent sub-Saharan heritage For example, from our early engagement with UCLA Pro- Commitment from his DNA test results, applied fessor Ramesh Srinivasan and from the highly recommend- as a minority-owned business to ed book Algorithms of Oppression by Safiya Umoja Noble, we Each quarter we Washington State’s Office of Mi- learned how the combining of data and algorithms can lead will curate articles nority and Women’s Business En- to unintentional outcomes, and that search engines can about our coun- terprises. He was initially rejected reinforce bias. Without an intentional I&D plan, the use of cil, findings, and on the grounds that he wasn’t AI, ML, and VR in the development of products and services suggestions to visibly identifiable as a minority. will rapidly outpace and exponentially impact more diverse inform our respec- The case presents several issues, people than any single person ever has. As we partner with tive organizations but one of the more concerning is experts and key leaders within our respective organizations, and interested that organizations do not want to we will help inform others about steps we can take as I&D colleagues. We be in the position of deciding who leaders to help minimize bias in our workplaces and our also have a shared participates or what percentage of products. commitment to people’s DNA qualifies them for leverage our re- minority supplier or other pro- IN: Tell us about some current metrics that impact your work. spective platforms, grams. The council will continue TAC: Most organizations in the United States use self-ID including panels to partner with organizations [how people identify themselves] as a primary workforce and keynotes to that offer DNA testing to under- representation metric. Here’s what we know: the United amplify our stand how access to DNA results States is becoming more multicultural; gender identity learnings. will change, if at all, how people continues to expand; and self-ID outside the United States choose to self-identify. is prohibitive depending on the country. Follow We are proactively consider- There are also many unanswered questions about the @TwitterTogether ing how we should prepare our impact of DNA testing on self-ID. In particular, what role do to stay informed organizations. We will continue organizations play when a person’s visual ID does not match about Twitter’s building ideas to measure I&D his/her/their self-ID, as in the Robert Taylor case pending I&D Council progress for consideration in our before the US Court of Appeals for the Ninth Circuit? organizations beyond today’s

INCLUSION WINTER 2019 41 Spotlight

Members of the Twitter I&D Council Mostafa Abdelguelil | Senior Manager, Diversity and Inclusion, Capital One Candi Castleberry Singleton | VP, standard workforce and Intersectionality, Culture, and Diversity, Twitter supplier racial and gender Todd Corley | Founder and Chief Strategist, demographics. Candi Castleberry The TAPO Institute, and Adjunct Professor, Villanova University IN: How can organizations in Deb Dagit | President, Deb Dagit Diversity LLC Singleton the council create a shared Rosanna Durruthy | Head of Global Diversity, commitment to each other as Inclusion, and Belonging, LinkedIn council members? Vice President, Joe Gerstandt | Consultant, Speaker, and Author TAC: Most forward-thinking Melanie Harrington | CEO, Vibrant Pittsburgh organizations have some form of I&D strategy, includ- Intersectionality, Kara Helander | Managing Director, Chief Inclusion and Diversity Officer, The Carlyle ing an I&D team, an I&D Group council, and employee re- Culture, and Damien Hooper-Campbell | VP, Chief source groups. In spite of this Diversity Officer, eBay infrastructure in our respec- Michele Meyer-Shipp | Chief Diversity Officer, tive organizations, it often Diversity, Twitter KPMG feels as if a leadership change James L. Moore III | Vice Provost for Diversity and Inclusion and Chief Diversity Officer, causes the work to pause, NCLUSION: Why do you use I&D instead Ohio State University slow, or stop completely. This of D&I? Tanya Odom | Global Diversity and disruption can engender a ICandi Castleberry Singleton: Jack Inclusion and Education Consultant and lack of engagement from Dorsey, Twitter cofounder and CEO, Executive Coach leaders and employees. once said, “If you just focus on diversity, James Page | Vice Chancellor for Equity, Diversity, and Inclusion and Chief Diversity So the question becomes, then people come in and they don’t feel Officer,Vanderbilt University what can we do together to included. Then they opt out, and they Eric Peterson | Senior Diversity and Inclusion establish a baseline for our go somewhere else. So we first need to Consultant, Cook Ross Inc. work? In other words, if any build a culture that is inclusive to every- God-is Rivera | Global Director, Culture and council members inherit a one with a focus on the people we have Community, Twitter leader from another coun- and make life better for them. If we can Sheila Robinson | Founder, Publisher, and cil member’s organization, get that right, then diversity becomes a CEO, Diversity Woman magazine what knowledge of diversity lot easier.” Angela Roseboro | Head of Diversity, Equity, and Inclusion, Dropbox should the inherited leader To put it in human resource terms, we Aida Sabo | VP, Diversity, PAREXEL have, and what should the must continue to both attract and retain Shari Slate | VP, Chief Inclusion and leader understand as her diverse workforces, but now retention Collaboration Officer, Cisco role as leader? What should is considered more than offering learn- Darlene Slaughter | VP, Chief Diversity employees know about ing and growth experiences. Employees Officer,United Way Worldwide I&D as they move from also care about the employer’s brand Danyel Smith Wilson | Culture Lead, Senior one of our organizations to and reputation, and now more than ever Producer, and Editor, ESPN’s The Undefeated another? And how do we fearlessly voice their opinions in work- Tyronne Stoudemire | VP, Global Diversity support each other in build- places and on social media. and Inclusion, Hyatt Corporation ing a diverse and inclusive At Twitter, our employees and business Kimberly Strong | Founder and CEO, Strong Connexion LLC workplace? By building a resource groups have access to leadership Caroline Wanga | Chief Diversity & Inclu- integrated playbook and and partner with HR to build initiatives sion Officer, Vice President Human Resources, connecting our respective that help us “Attract, Include, and Retain” a Target leaders from marketing, diverse workforce. Barbara Whye | Vice President, Human government relations, com- Together, with leadership, we’re work- Resources, Chief Diversity and Inclusion Officer, Intel Corporation munications, and human ing collaboratively to create a globally Bo Young Lee | Chief Diversity and Inclusion resources, we can create col- diverse workforce and build a globally Officer, Uber laboration that can sustain inclusive culture for both our employees leadership changes. and the users of our services.

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So yes, diversity does and will always matter. Yet, little will change without accessibility, authority, and accountability. I&D leaders need more than the responsibility for strategy and implementation. We also need “accessibility” to leaders and the workforce, “authority” to implement practices that move the organization, and partnerships with leaders to implement metrics and “accountability” for key business process owners. At Twitter, we have developed 2019 I&D plans for each of the CEO’s direct reports. The plans consider global feedback from employees on what they believe is important to create a globally inclusive culture. Attract, Include, and Retain (A.I.R.) plans are built in partnership with human resources, business partners, recruiting, and business resource groups. This year we were excited to expand our I&D efforts focused on diverse external partnerships, including those who help us with deeper diverse community relationship, supplier I&D, and fairness in AI.

IN: What will be some of the biggest issues and challenges in 2019 for corporate diversity and inclusion leaders? IN: Does diversity still matter? CCS: While the lack of diversity at mid- to senior levels continues to CCS: Most people would agree it is beneficial challenge many organizations, especially in the tech sector, the role to have a diverse product portfolio or finan- of the I&D leader has evolved beyond the day-to-day initiatives of cial portfolio. In fact, if a company is to remain creating a diverse workforce and inclusive culture. Much of our time viable and profitable, it must have a business involves creating responses and building solutions to issues hap- plan to evolve product offerings with the needs pening in the world outside our organization, which also affect our of customers and grow new customers with employees or customers. From #MeToo to identity politics, societal diverse products. We can all name companies issues have crept into the walls of our workplaces. We are unlikely that did not evolve their product offerings and ever to return to a time when the two, society and workplaces, will today no longer exist. We also know that to be compartmentalized. gain maximum financial benefit, we should Most societal issues with diversity are big and have long been with have a diverse financial portfolio and we should us. However, when the workplace experiences these issues, it doesn’t avoid putting our dollars in one place. Diver- have the same unlimited time to address what the world has not yet sity is only in question when we are discussing resolved, including cultural bias, discrimination, and all sorts of “isms.” a diverse workforce or offering products that Basic understanding of diversity does exist, as most organizations are serve multicultural people. It still surprises and intentional about ensuring employees understand the law. Yet subtle saddens me when I see TV shows, commercials, behaviors not governed by law—privilege, lack of inclusion, and micro- marketing materials, and ads for products with aggressions—often remain. people in single skin tones, toys that are gender We all continue to address the ongoing challenges of engaging based or offered in single ethnic demographics, and including white males. Add the inclusion of faith and politics or organizations that still need convincing that and diversity only becomes more complicated. Issues of inclusion a diverse workforce matters. An organization’s are not easy to address, and these are important intersections of product offerings should be as diverse as the people’s lives, as many are guided by topics we had hoped to avoid customers it chooses to attract. in workplaces.

INCLUSION WINTER 2019 43 Spotlight

IN: There has been a much greater emphasis in recent years on unconscious/implicit bias training in companies. Why is this training so important? Does it work? How can it be done better? CCS: Research has shown that we all have some sort of bias, and most organizations have launched unconscious bias training. Aware- ness of bias, however, is only the first step to Twitter CEO Jack Dorsey, in conversation with Candi Castleberry Singleton addressing bias in workplaces. If organizations truly want to solve for lasting impact, they must help employees and leaders understand how At Twitter, we encourage our and long-term implications not bias affects day-to-day business decisions, from business resource groups to part- easily undone by a training after hiring and promotion practices to the way that ner with each other to promote the fact. organizations build products and services. A intersectional events and initia- Therefore, leaders, engineers, move from “bias awareness training” to “bias tives. This helps us avoid host- researchers, and I&D leaders must reduction initiatives” to “mindful cultural experi- ing events with little diversity. work together to develop guide- ences” helps us understand how our individual Although ethnic diversity contin- lines and approaches to minimize and collective business decisions affect our col- ues to challenge the tech industry, bias in AI. leagues and our customers. intersectionality is an enabler As a former adjunct professor at Carnegie that we will continue to lever- IN: Diversity and inclusion have Mellon University, I’ve watched graduate stu- age for both internal and external been making the business case for dents’ biggest aha experiences about diversity engagements. D&I. Do you think this message is come as they evolve over the span of the course sinking in? from diversity awareness and unconscious bias IN: What are some of the recent CCS: Short and simple, if an to their capstone project where they present thought leader topics in the world organization still needs a busi- solutions that their chosen organization can im- of inclusion that organizations are ness case for I&D, maybe it missed plement to be more inclusive in their business— learning about and implementing? the changing demographics in from customer service and product offerings CCS: The impact of artificial intelli- the United States and the rest of and marketing to internal people programs and gence on the field of diversity and the world. Maybe it missed the benefits. They learn that being a champion for on specific demographic groups research on the spending power diversity is the responsibility of every employee. keeps me awake at night. We of diverse groups. Maybe it missed If an individual, team, organization, or commu- have seen the impact of a single the call from diverse communities nity is truly committed, every decision, process, person with bias on the customer to be included in workplaces and and action should be intentionally inclusive, not experience and a company’s brand on boards, as well as the willing- an afterthought—nor should one include the and reputation. Now imagine the ness of diverse groups to help I&D team after most decisions are made. single person with bias program- organizations solve business prob- ming a system or tool that results lems. Maybe leaders missed the IN: The concept of intersectionality has moved in a biased outcome, one that highly publicized incidents of bias from college campuses into the workplace in affects exponentially more people at companies such as Starbucks, recent years. How is this concept being applied daily. There are few if any rules for H&M, Prada, or Google. by I&D offices in companies? bias reduction in AI. If leaders have missed or are CCS: Some people confuse being a champion for Although engineering teams unaware of these highly visible a single demographic group with being a cham- within many organizations are cultural missteps and aren’t willing pion for diversity in general. When we choose working toward reducing bias in to be proactive about inclusion, to be champions of diversity in our workplaces, AI—and smart people are pro- as an I&D practitioner, I would be we unleash the potential of intersectionality— gramming and building solutions more concerned about even work- greater ethnic, gender, and geographic diversity; for organizations—it will be impor- ing in that organization, let alone greater diversity in military status; greater politi- tant to help all employees under- helping them build a business cal diversity; and greater differences in ability. stand the potential outcomes case. IN

44 INCLUSION WINTER 2019 Spotlight Spotlight

Top 50 Hall of Fame. In addition, the Human Rights Campaign has given Sodexo a 100 percent rating on its Corporate Equality Index for 10 years, and the Dow Jones Sustainability Index has named Sodexo a Global Sustainability Industry Leader in its sector for the 14th year in a row. Widely considered a leading expert on organizational change and diversity and inclusion, Dr. Anand has been featured in many articles in trade magazines as well as those published in the Boston Globe, the New York Times, and the Wash- ington Post. She has appeared on Bloomberg, CNN Money, and National Public Radio. Among her many prestigious awards are the Mosaic Woman Leadership Award, Women’s Foodservice Fo- rum Trailblazer Award, American Institute for Managing Diversity’s Individual Leader Award, Webster University’s Women of Influence Award, and Who’s Who in Asian American Communities Award. Dr. Anand received her PhD Dr. Rohini Anand from the University of Michigan. She chairs the Catalyst board of advisors and serves on the boards Senior Vice President Corporate Responsibility of several organizations, among them the Gay, Lesbian & Straight and Global Chief Diversity Officer, Sodexo Education Network, Community Wealth Partners, National Or- r. Rohini Anand is responsible for the ganization on Disabilities, and strategic direction, implementation, and “I believe that Sodexo’s Stop Hunger Foundation, alignment of Sodexo’s integrated global companies as well as Charter Communica- diversity and inclusion initiatives, as well as tions external Diversity and Inclu- Sodexo’s corporate social responsibility and need to and sion Advisory Board. wellness strategies. Dr. Anand is a member are positioned ofD the North America Regional Leadership Committee for to take more INCLUSION: What brought you to Sodexo, the global leader in quality of life services. do this work? Is there a personal Under Dr. Anand’s leadership, Sodexo received the pres- of a stand motivation or a story from your tigious 2012 Catalyst Award and ranked in the top 10 of childhood or past that inspired DiversityInc’s Top 50 Companies for Diversity for nine con- on issues.” you in this direction? secutive years. In 2018, Sodexo was one of the companies, Dr. Rohini Anand: I grew up in along with four others, named to DiversityInc’s inaugural Mumbai, India, where I was sur-

INCLUSION WINTER 2019 45 Spotlight

(left to right) Anand at the Women’s Forum for the Economy and Society; Erika Irish Brown Bloomberg global head of diversity & inclusion and Anand at the inaugural Bloomberg Business of Equality summit in New York City; Anand at Global Summit of Women.

rounded by people who looked a lot like me, leading the function globally in more than 80 countries with more than but were diverse in terms of income, religion, 430,000 employees, to leading corporate responsibility and wellness. socioeconomic class, and education. I was part Today my vocation and avocation are perfectly aligned, and this is more of the majority, and with that came the privi- than a job to me. It is my passion. lege of not having to think about my identity. I moved to the United States as a single woman IN: What will be some of the biggest issues and challenges in 2019 for to go to graduate school before my 20th birth- a corporate diversity and inclusion leader like yourself? day. RA: Aligning D&I with business outcomes is critical. Among the chal- When I came here to begin a PhD in sociol- lenges is continuing to do the important work of D&I with diminishing ogy at the University of Michigan, it was the resources and in the context of a constantly changing and often hostile first time I was perceived as Asian American external environment, both socially and politically. However, we must and a minority. I learned how to identify myself sustain the momentum around D&I work and keep it top of mind, despite as such. It was a truly transformational experi- competing business priorities and distractions. ence. And being identified as a minority made me realize the privileges that come with being IN: Gender inequality in the workplace—including sexual harass- part of a majority. ment—has become large in the public eye. We all know that these My personal journey as an immigrant in the challenges are not new. How does this new public awareness help United States and the experience of shaping close the gender gap? my identity based on how others perceived me RA: The awareness creates an environment where gender parity is being led me to my graduate research on the move- discussed more openly and candidly than ever before. Women who were ment of people and identity formation. I even- reluctant to share their stories are coming out and talking about their tually consulted for many large organizations, experiences, which is informing the public discourse. As a result of the and when I had an opportunity to meet the external context, organizations are accelerating their work internally to CEO of Sodexo, who at the time was Michel ensure a harassment-free workplace and beyond that to ensure pay equity, Landel, and experience firsthand his commit- gender-balanced teams, and the advancement of women. ment and vision, I knew that I wanted to work for Sodexo. The diversity function was new to IN: There has been a much greater emphasis in recent years on uncon- Sodexo at that time. scious and implicit bias training in companies. Does it work? How can Over the years, Sodexo has afforded me an it be done better? amazing opportunity to have an impact and RA: Even with the best training in place, it’s often individuals’ implicit to grow from establishing and leading the biases that have the biggest impact, especially on HR processes like hiring function in North America, to establishing and and promotion decisions. That said, we must also address systems, poli-

46 INCLUSION WINTER 2019 Spotlight

cies, and practices, along with individual mind- gagement, and visible role modeling; building sets, which can often circumvent the best of pro- “ERGs are a strong business case that is clearly under- cesses. Unconscious bias, in and of itself, cannot working stood, and aligning D&I to the core business be successful. However, if you take a systems strategy; building and executing a systemic approach and focus more on culture change— collaboratively strategy with a simultaneous top-down, which includes looking at policies, integrating to address the bottom-up, and middle-out approach, includ- D&I in all systems and practices, education and ing integration in processes; and establishing awareness, and holding managers accountable concept of clear metrics and accountability measures. and identifying the right metrics—in conjunc- intersectionality tion with implicit bias training, you’re likely to IN: What are some of the recent thought achieve success. more and leader topics in the world of inclusion that more.” organizations are learning about and imple- IN: The concept of intersectionality has menting? moved from college campuses into the work- RA: One topic is doing the work globally given place. How is this concept being applied by the context of varying cultures and laws, and D&I offices in companies? learning how to navigate the nuances of differ- RA: Intersectionality is not a new concept; it is ent countries. Another is intersectionality and core to our identities, as we all have multiple identity formation—the idea of gender identity identities that are dynamic and contextual. We fluidity within the context of identity. A third topic is preparing workplaces now have a language and literature that frame for future generations—addressing the need for organizations to be at- this complexity. Frequently, how people perceive tractive to future generations. you is one-dimensional, and how you experience yourself is more nuanced and multidimen- IN: Given the change of emphasis in our current federal administra- sional. This is the difference between self- tion, in coming years, will it be more incumbent on corporations be at perception—identity—and how others perceive the vanguard leading the push for inclusion? you—identification, which tends to focus on RA: Companies will need to step up and be at the vanguard to drive one dimension of your identity. societal change in the vacuum that’s being created. I believe that compa- One of the ways we’re seeing this is play nies need to and are positioned to take more of a stand on issues, which out in the workplace is through the increas- is something they are not used to doing. As such, they need to address ing number of people opting to be a part of issues that are happening around them. It’s a new muscle that companies multiple employee resources groups because of need to develop; if not us, then who? the intersectionality of their identity. ERGs are working collaboratively to address the concept IN: For a number of years, practitioners of diversity and inclusion have of intersectionality more and more. been making the business case for D&I. Do you think this message is sinking in? If your CEO or senior management team does not fully IN: A concept that is increasingly being ad- buy in that culture of diversity and inclusion is a competitive advan- dressed is cultural transformation. How is tage, how do you convince them? Sodexo working to transform its culture? RA: Influencing leaders to see the business benefits continues to pose a RA: At Sodexo, we approach D&I work through challenge. While we often hear the argument that we have overexhausted the lens of cultural transformation. For us, diver- the need for a business case, we have found that if done well with reliable sity is a fact and inclusion is a choice—a choice data and outcomes, it continues to be a game changer. we make to ensure we foster a culture that One way we did this at Sodexo was with our Gender Balance Case encourages all of our employees to bring their Study. In 2014, Sodexo launched this internal study to explore and full self to work. understand the correlation between gender-balanced management and In addition, cultural transformation requires a performance. Part two was released this year. We now have over five years specific level of commitment and intentionality. of data, covering 50,000 managers in 70 entities worldwide, that sug- At Sodexo, we learned that the following must gests that gender-balanced teams outperform those that are not gender happen in order for cultural transformation to balanced. And that the optimal mix of gender is 40 percent men to 60 occur: confirming leadership commitment, en- percent women. IN

INCLUSION WINTER 2019 47 Opinion

THE LAST WORD Taking a Stand

By Dr. Sheila Robinson Increasingly, actively support im- orporations have always companies are migrant rights groups taken social responsibility and legislation. seriously. However, for many taking a stand Issues raised by years, Corporate America’s on social justice movements such as idea of social responsibility was issues and even #MeToo, Time’s Up, limited—it generally meant political issues. and Black Lives Mat- Cthat a company’s foundation made ters affect employees grants to nonprofits and sponsored in the workplace as community events. In recent years, well. As our country that definition has expanded. and workforce has di- Increasingly, companies are taking a versified, workplaces stand on social justice issues and even are now a microcosm political issues. of society. A perfect example is Nike’s recent I applaud this new support of former National Football direction. The cor- League (NFL) quarterback Colin nificant segment of its customer base, porations that are leading the march Kaepernick. Kaepernick, many believe, those age 18 to 35, who, according to form a more socially responsible has been blackballed from the NFL for to a Quinnipiac University national workplace and society are the corpo- kneeling during the national anthem poll, supported the ad by a more than rations that are the most inclusive and to protest racism, police brutality, two-to-one margin. It is probably not innovative. They are the future. IN and social injustice. Nike has made a coincidence, then, that Nike’s stock Kaepernick the face of one of its new closed at an all-time high the week Dr. Sheila Robinson is the founder marketing campaigns. after the ad campaign launched. and CEO of Robinson & Associates By promoting Kaepernick, Nike As writer Carolyn Brown explores in Communications, LLC, and the went out on a limb. It lost some cus- “The New Face of Political Activism: publisher of Diversity Woman and tomers. It was boycotted. It risked its Corporations” (page 14), corpora- Inclusion magazines. She is the author relationship with the NFL. But it was a tions are realizing that in order to of Lead by Example. #inclusionmatters risk worth taking, as by taking a stand attract and retain diverse talent—and, on what has become a nationally just as importantly, retain and attract divisive issue, Nike appealed to a sig- customers—they sometimes need to speak out on social issues that their employees and customers care about. For example, many companies have become very public in their support of LBGTQ rights. Others, especially tech companies reliant on global labor,

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