“It’s not about what I think I represent but what our people think I represent,” said  Kelvin Womack, Principal, Deloitte, at DiversityInc Innovation Fest! Wolmack detailed Deloitte’s best practices to retain and develop talent by leveraging the connection between diversity, innovation and stronger collective thinking.

Additionally, Womack says this inclusive leadership is key in helping LGBT employees feel comfortable enough to “come out” at work, which can drastically improve retention among this group. He explained how the firm improves its innovation potential and marketplace success by leveraging its inclusive culture and encouraging employees to bring their whole selves to work.

The post What’s Deloitte’s Top Leadership Imperative? appeared first on DiversityInc.

Ernst & Young
Get on Board: Driving Action Through Gender Parity
NEW YORK CITY—Ernst & Young hosted “Get on Board: Driving Action Through Gender Parity,” a Forté Foundation event about woman representation in corporate boardrooms at which Forté released its list of Global Board-Ready Women. Nancy Altobello, Ernst & Young’s Americas Vice Chair, People, opened the program by discussing key data from a new E&Y report on the number of women on U.S. boards, and Karyn Twaronite, E&Y Partner and Chief Inclusiveness Officer, participated in a panel discussion. In attendance was DiversityInc Vice President, Consulting Debby Scheinholtz. Ernst & Young is No. 6 in the DiversityInc Top 50.

Forest City
Real Estate Associate Program (REAP)
BEACHWOOD, Ohio—DiversityInc CEO Luke Visconti spoke at a session of the Real Estate Associate Program (REAP)—a 13-week series of courses that exposes professionals from underrepresented groups to the commercial real-estate business—at the headquarters of DDR. The session, titled “Career Workshop,” was facilitated by Andrew Passen, Executive Vice President of Human Resources at Forest City; Mark Floyd, Executive Vice President of Employment at DDR; and Daniel Gold, Vice President of Human Resources at Associated Estates. Forest City and DDR sponsored the program, which had only been held in Atlanta, Chicago, Los Angeles, New York and Washington, D.C.

TD Bank
Women in Leadership
MT. LAUREL, N.J.—TD Bank celebrated three years of its Women in Leadership program with a presentation on TD Bank’s diversity initiatives from President and CEO Bharat Masrani, a panel with a number of the company’s most senior women leaders, and a keynote address from Betsy Myers, Founding Director of the Center for Women & Business at Bentley University and former official in the Clinton Administration. The event was attended by DiversityInc General Counsel and Senior Vice President, Transformation Services Lora Fong; Director of Benchmarking Shane Nelson; and Web Editor Stacy Straczynski. TD Bank is one of DiversityInc’s 25 Noteworthy Companies.

National Organization on Disability
NOD’s 30th Anniversary Celebration
NEW YORK CITY—The National Organization on Disability’s 30th anniversary celebration was held at the offices of McGraw-Hill. Kessler Foundation President and CEO Rodger DeRose spoke about the disability employment field and NOD’s place within it. NOD Chairman Tom Ridge and NOD President Carol Glazer presented awards to founder Alan Reich and founding board members. NOD also screened its 30th anniversary video, featuring board member and actor Robert David Hall (CSI), and highlighted its two signature programs: Bridges to Business and Wounded Warrior Career Demonstration. Members of NOD’s CEO Council, including from DiversityInc Top 50 companies Aetna (No. 24) and MetLife (No. 50), were recognized. DiversityInc Foundation Director Stuart Arnold attended the event.

The post Diversity Events: HACU’s Annual Conference, Ernst & Young on Woman Directors [Slideshow] appeared first on DiversityInc.

Walmart announced the promotion of Karen Roberts to Executive Vice President and General Counsel. She manages a department that is responsible for all legal matters affecting the company in its domestic and international markets. A 17-year veteran of the company, Roberts previously was Senior Vice President and President of Walmart Realty, overseeing close to 1 billion square feet of real estate. Roberts has a bachelor’s degree from Harding University and a juris doctor from the University of Arkansas.

Charmaine Brown, Director of Diversity & Inclusion at Forest City, was named Diversity Executive of the Year by Commercial Property Executive magazine. CPE cited Brown’s role in implementing a new recruitment strategy and in helping bring the Real Estate Associate Program to Forest City’s hometown of Cleveland. Brown is also involved in the Greater Cleveland Partnership’s Commission on Economic Inclusion and the Northern Ohio Minority Supplier Development Council. Brown has a bachelor’s degree from Michigan State University.

Lissiah Hundley has been named Director of Diversity and Inclusion at Cox Communications. She is the primary advisor on the research, development, execution and enhancement of D&I programs and initiatives at Cox, working closely with HR and senior leaders to develop D&I strategies for the business. Previously, Hundley was Vice President and Diversity Project Management Manager at Wells Fargo. She has a bachelor’s degree and a juris doctor from St. Mary’s University in Texas and a master’s degree from the University of Texas. She is a member of the board of directors of Urban League of Central Carolinas. Cox is No. 25 in the DiversityInc Top 50.

Kellogg Company has promoted two women to new leadership roles in its human-resources department. Sammie Long has been named Senior Vice President, Global Human Resources. In her new position, Long is responsible for all of the company’s HR functions for its 31,000-plus employees worldwide. The England native graduated from the University of Salford outside Manchester. Replacing Long as Vice President, Human Resources, Kellogg North America, covering the company’s operations in the United States and Canada, is Lyn Frantz, formerly Vice President, Human Resources, Kellogg North America Supply Chain. Frantz has a bachelor’s degree from Central Michigan University. Kellogg Company is No. 49 in the DiversityInc Top 50.

Kellogg Company announced the election of Mary Laschinger, Senior Vice President of International Paper and President of IP’s xpedx division, to its board of directors. Laschinger, who is responsible for IP’s North American distribution business, was also appointed to the board’s Manufacturing Committee and to its Social Responsibility and Public Policy Committee. Laschinger has a bachelor’s degree from the University of Wisconsin and a master’s degree from the University of Connecticut.

Wyndham Worldwide has named Tiziana Sullivan as Vice President, Diversity and Inclusion. She will focus on D&I initiatives in recruitment, development and retention of global talent, as well as customer and stakeholder relations. She will also manage diversity initiatives among Wyndham’s associate business groups. Sullivan previously served as Director, University Relations and Diversity Recruitment. She has a bachelor’s degree from Concordia University. Wyndham Worldwide is one of DiversityInc’s 25 Noteworthy Companies.

New York Life announced the appointment of Troy Glover as Senior Vice President in charge  of the company’s Long-Term Care Insurance operation. He is responsible for all facets of product development, marketing and administration of the Long-Term Care Insurance line. Glover most recently was Chief Operating Officer of the unit, which is based in Austin, Texas. He has a bachelor’s degree from Brandeis University and a master’s degree from Cornell University.

Ernst & Young has named Chobani founder Hamdi Ulukaya as the 2012 Overall Award winner in its National Entrepreneur Of The Year program, for his vision in jumpstarting the U.S.’s Greek yogurt boom. The award encourages entrepreneurial activity and recognizes leaders and visionaries who demonstrate innovation, financial success and personal commitment as they create and build world-class businesses. Winners in 10 industries were selected by an independent panel of judges from among 244 regional honorees. Ernst & Young is No. 6 in the DiversityInc Top 50.

Rhonda Davenport Johnson has been named Senior Vice President and Director of the Comerica Loan Center. She oversees all Comerica Loan Center operations for mortgage, home equity, consumer and small-business loans generated through Comerica’s national operations. Davenport has bachelor’s and master’s degrees from Western Michigan University and is a graduate of the Consumer Bankers Association’s Graduate School of Retail Bank Management. Comerica Bank is No. 3 in DiversityInc’s Top 10 Regional Companies.

The Massachusetts Mutual Life Insurance Company (MassMutual) announced two promotions: Chris Mendoza to Vice President of Multicultural Market Development and Brian K. Lee to head of the company’s Greater Los Angeles agency. Mendoza is responsible for the development of multicultural business and market strategies, including securing and leveraging strategic alliances with diverse organizations that support recruiting and business generation. Lee is building on the agency’s decades-long commitment to Los Angeles as well as expanding the agency’s multicultural reach to address the financial needs of various ethnic groups in and around the area. One of Lee’s goals is to double the number of multilingual financial professionals in the Los Angeles office. MassMutual is one of DiversityInc’s 25 Noteworthy Companies.

The Philadelphia Multicultural Affairs Congress, the division of the Philadelphia Convention & Visitors Bureau responsible for increasing the city’s share of the multicultural meetings, conventions and tourism markets, has appointed Nicole Johnson-Reece as its new Executive Director. Reece most recently was Vice President of Global Diversity and Inclusion for ARAMARK. She has a bachelor’s degree from Rutgers University.

The post Deloitte’s New Inclusion Leadership Team, Plus Walmart’s New General Counsel [Slideshow] appeared first on DiversityInc.

As the healthcare industry is revolutionized under the Affordable Care Act, organizations that are successful will need to evolve to provide the best care for all citizens, says Deloitte’s Kelvin Womack.

Womack, who heads the Federal Health sector practice for Deloitte Consulting, has a new role in which he will help find the best, most diverse talent to address those challenges: He’s now also Managing Principal of Diversity, charged with helping all of Deloitte’s U.S. offices recruit, engage, retain and promote people from underrepresented groups.

“When we talk about diversity, we always talk about the power of differences; I see diversity as providing the power of perspectives—we have talented and smart people and we get better collective innovation,” he says.

Healthcare Revolution

The Supreme Court’s decision to uphold the Affordable Care Act means a major business shift for hospitals, health-insurance companies, retail pharmacies and pharmaceutical companies.

“The Affordable Care Act is transformational to our nation. Our clients are looking at us to help them navigate. We are looking to harness the power of collective thinking and they need to see that we look like them,” Womack says.

His clients are looking for “more today than prepackaged solutions,” he notes, citing the need for innovative ideas to drive patient engagement and business. As an example, he mentioned Deloitte’s Center for Federal Innovation in Rosslyn, Va., where the company uses a Highly Immersive Visual Environment (HIVE) to analyze clients’ data with advanced visualization, interactive modeling and immersive environments to present creative ideas.

Diversity Management Solutions

The priorities of Womack’s new diversity-and-inclusion role are aligned with this need facing healthcare clients. “The challenge in healthcare—and other industries—is how we acquire, develop and retain diverse talent,” he says.

One of his main focuses will be on synchronizing the efforts of all of Deloitte’s U.S. operations. Recruitment of younger people is also another key priority, he says, adding: “We need to compete better for minority and women talent by amplifying the Deloitte brand at colleges and universities. How do we get to these students even earlier in their career? There is a limited population and all the firms like ours are going after the same people.”

Talent development is also an essential focus, with increased emphasis on identifying high-potential talent from underrepresented groups and mentoring and sponsoring them. He cites the Emerging Leaders Development Program, which includes formal sponsorship relationships, with prescribed hours and measurable results.

“We want to give them advice and guidance on how to grow their own careers, develop strategic opportunities, build their confidence in their development areas, and help them connect with others in the firm,” he says. The program, which started in 2005, has helped more than 700 people, many of whom have become Partners, Principals or Directors. Last year, the company had three times as many nominations for the program as there were slots available.

The challenge for diversity-and-inclusion programs today is figuring out how to help leaders become representative of all their employees, regardless of race, ethnicity, gender, sexual orientation, etc., Womack similarly explained at DiversityInc’s Innovation Fest! “It’s not about what I think I represent but what our people think I represent,” he said.

Paying It Forward

Womack understands the value of mentors more than most people. His parents were poor and received welfare when they weren’t working on the assembly lines at Ford Motor Company. Raised in Florida, Ohio and Michigan, Womack was a good student whose life was changed by a high school guidance counselor who suggested he apply to the U.S. Naval Academy. He got in “and my life was changed forever.”

After serving in the U.S. Marine Corps, where he rose to the rank of Captain, Womack went to work in corporate America, landing at Deloitte.

“I am living the American dream and it’s because of people who have helped me. When just one person shows intimate care, it makes all the difference in the world,” he says.

He feels strongly about giving back—both to Deloitte employees from underrepresented groups and to the community, working with the Wounded Warrior Project and with The Children’s Inn at NIH (the National Institutes of Health), a home away from home for children needing lifesaving care.

“When it comes to our people, I want to make sure that not only am I paying it forward, but that our people understand what that means,” he says.

The post Deloitte’s Kelvin Womack: Connecting D&I and Healthcare appeared first on DiversityInc.

To evaluate the impact of global diversity efforts, we have investigated best practices that correlate to results, measured in increased human-capital diversity and business opportunity. Through 203 data submissions and extensive interviews with 25 companies, we have learned that diversity-and-inclusion initiatives have been mostly focused around gender, while efforts to include ethnic and religious minorities, people with disabilities and LGBT people are just beginning to surface.

We studied all global regions and found the most successful diversity-and-inclusion efforts in Europe, Asia and Central/South America. Virtually all start with initiatives aimed at women that emphasize local cultural values. We found direct correlations between companies that have initiatives for recruitment and talent-development programs for women and increased representation of women in the workplace, management and the senior-executive ranks. We also note correlations between D&I initiatives such as resource groups and mentoring, and increased female representation in management ranks.

Support from corporate and local leadership is especially critical when addressing other dimensions of diversity. Companies in every region with global diversity councils have made far more significant inroads in LGBT inclusion. And companies with regional diversity councils led by local business leaders are far more likely to implement supplier-diversity initiatives.

In this report, we will document which best practices are working through analytical data and case studies demonstrating results. All of the companies we have analyzed tell us these efforts are just beginning and they expect to see rapid advancement in their global diversity efforts and enhanced competition for talent.

I. Methodology: DiversityInc’s Global Diversity Research

This report relies on two years’ worth of data submissions, totaling 203 entries from 46 countries. The submissions represent nine industries—professional services, technology, consumer-packaged goods, pharmaceutical, chemical, manufacturing, auto, hospitality and medical devices. The questionnaire was designed to be culturally competent, capturing and codifying demographics (gender, age and locally underrepresented groups where reportable) as well as best practices (talent and leadership development, resource groups, diversity councils, supplier diversity).

Our thirteen 2012 sponsors helped us determine what best practices to examine locally and globally to implement initiatives with sustainable results. Our interviews, with an emphasis on talent development, leadership pipeline and resource groups for underrepresented groups, gave us perspective on what has worked for different companies in different countries/regions, and how they overcame challenges. The sponsors are: Accenture, BASF, Cigna, Dell, Deloitte Touche Tohmatsu Limited, Ernst & Young, General Motors, Merck & Co., Medtronic, Pfizer, PricewaterhouseCoopers, Sodexo and Wells Fargo.

Companies filled out the survey for each country they chose; most also provided information for headquarters. The survey continues to stay open. We add companies, countries and regions to our database with each new submission. The survey has approximately 100 questions and is divided into the following seven sections:

• General Information: Ascertains how long the diversity-and-inclusion initiative has existed, and how it is organized and staffed (full-time, part-time and volunteer).
• Headquarters: Assesses global diversity councils and global support and control of local diversity-and-inclusion initiatives.
  
• Leadership and Values: Examines what diversity and/or inclusion means locally, what the three biggest challenges/barriers facing successful D&I efforts in each country are, what type of internal diversity council has been established, the support of local business leaders, how D&I is integrated into the local business goals, what metrics are used to assess D&I success locally (i.e., what is the business case?), and how employee engagement is measured.
  
• Human Capital: Measures workforce, management and senior-management representation by gender, looks at the age of the workforce in each country, and probes whether the local organization has specific recruitment and leadership-development efforts for women and other underrepresented groups.
  
• Best Practices for Global Diversity: Looks at local efforts to implement global diversity strategies and initiatives that include resource groups, mentoring, training, outreach to LGBT people (where legally permissible), outreach to people with disabilities, work/life benefits (especially flexible workplaces), and website communications about D&I.
  
• Supplier Diversity: Studies whether local supplier diversity exists and, if so, what groups are targeted and what best practices are in place to support growth and impact.

 II.  Major Global Diversity Findings 

Our findings show significant correlations between established best practices and human-capital results, primarily measured in recruitment and promotions of women. The data and interviews support specific and proven approaches to recruitment, leadership development, flexible workplaces, formal mentoring, resource groups, generational issues and global executive diversity councils. Full findings are available to global sponsors and global consulting clients. (See more information on DiversityInc Global Consulting.)

Examples:

• Companies with formal recruitment policies aimed at women reported dramatic increases in female representation in the workforce. For example, in India, companies with formal recruitment policies had one-third more women in the workforce.

• We note a significant increase in management opportunities and promotions for women in companies that have locally based leadership-development programs aimed specifically at women. In contrast, leadership programs targeted at underrepresented groups are scarce globally. For example, in Brazil, companies with leadership programs for women had almost four times as many women in management as companies without these programs; in Japan, the difference was sixfold.

• Almost all companies surveyed felt that flexibility in terms of hours and location is key to increasing retention, engagement and promotions of women and younger people in general. The degree of flexibility often depends on the local cultural role of women and how strong their home/family duties are. For example, in France, companies with flexible workplaces have almost double the percentage of women senior executives and a third more women in management. They also have double the amount of women in the workforce.

• While formal mentoring and sponsorship programs are just beginning to catch on in most of the world, their impact in areas where they have been in place is dramatic. For example, companies in Australia with formal mentoring had one-third more women executives than companies without.

• Global resource groups traditionally are aimed at women and focus almost exclusively on talent development, but we are beginning to see groups based on age, sexual orientation and, in a few cases, race/ethnicity. There are definite correlations between having groups and increased diversity in the workplace. For example, in the United Kingdom, companies with resource groups had 10 percent more women in management.

• Our research shows a vast difference in the age of workers in various countries, with many Asian countries having very young workforces and some European countries having older workforces. The issues facing them are very different and, therefore, require a variety of solutions. For example, more than half of the workforce of the countries in Asia are younger than 34.

• Global executive diversity councils are increasingly used to set D&I strategies for the organization, which then are filtered to local diversity councils for implementation. They show organizational consistency in values and subsequent messaging, which produces results in the global workplace. For example, in Europe, companies with global executive diversity councils are twice as likely to offer domestic-partner benefits in countries where they are legal and three times more likely to include sexual orientation in training. And companies with global executive diversity councils are also three times more likely to have regional councils to implement strategies. Supplier diversity is a good example of that: Companies with regional councils in Europe are twice as likely to have formal supplier-diversity outreach. (There is virtually no supplier diversity in Asia yet.)

Case Studies:

Global Diversity Best Practice: Developing Female Talent in Australia: Can flexible workplace models and leadership programs provide measurable improvements in gender diversity? Read these case studies from Deloitte and Ernst & Young.

Global Diversity Best Practice: Flexible Workplaces in India: Global companies must combat a “leaky pipeline” of women talent, but these best practices from Sodexo, Merck, Dell and Deloitte can improve retention.

2 European Case Studies: People With Disabilities & Ethnic Minorities: How are Sodexo and Merck recruiting people from underrepresented groups in Europe?

Best Practice: IBM’s Global LGBT Support: How is IBM’s global commitment to the LGBT market reshaping its business advantage? It builds credibility and trust with clients—and increases revenue prospects.

III. Conclusions About Global Diversity

The direct link between diversity-management best practices and sustainable human-capital results is clear from this research as well as from the interviews with executives around the globe.

To highlight the key correlations:

• Companies with recruitment programs for women recruited 20 percent more women in Europe and Central/South America.
• Companies with leadership programs for women had 44 percent more women executives in Asia.
• Companies with flexible work arrangements had 34 percent more women executives in all areas studied.
• Companies with formal mentoring programs had 12 percent more women in Central/South America.
• Companies with global diversity councils were twice as likely to have global LGBT efforts in all regions.
• Companies with regional diversity councils led by local country executives were four times more likely to have supplier-diversity programs in Europe and Asia.

The best practices the companies have detailed for us, and which still are evolving, increase representation, engagement, productivity and marketplace connections. However, the research shows they work most effectively when specifically tailored to local cultural norms and when there is support from both global headquarters and local leadership.

There are demographic differences between regions, which we note in this research, such as the much younger workforce in Asia and older workforce in Europe. There are also varying standards on women’s roles in and out of the home, inclusion of LGBT people, the need for proactive efforts to include people with disabilities, and the importance of supplier diversity.

Global diversity is evolving at different paces in various regions and countries, but all participating companies agree to its increasing importance in having an engaged workforce that relates to the local population.

WHAT’S NEXT? 

Our consulting practice can help build your global diversity initiative and successfully implement it on a local level. This service includes: Making the business case to local leadership; in-depth assessment of organization/current initiatives; roadmaps and specific plans of action; situational analysis; written and verbal debriefs.

Our next round of global research will start in the spring of 2013, and will focus on increasing our knowledge database, especially in emerging-market countries where there is significant business-growth potential. Sponsors will be able to shape the best practices we study and will receive data analysis of their submissions compared to the competitive set.

For more information on consulting and research sponsorship, visit DiversityInc Global Consulting or contact consulting@diversityinc.com.

The post Global Diversity Research Executive Summary: 203 Data Submissions in 46 Countries appeared first on DiversityInc.

Michele C. Meyer-Shipp
Michele C. Meyer-Shipp has been named vice president and chief diversity officer of Prudential Financial, succeeding Emilio Egea, who retired. In her new role, Meyer-Shipp is responsible for leading and directing all diversity-and-inclusion initiatives for the company, and for ensuring ongoing compliance with federal and state equal employment opportunity/affirmative action laws and requirements. Prudential is No. 9 in The 2012 DiversityInc Top 50 Companies for Diversity.

Meyer-Shipp joined Prudential in April 2010 as vice president and counsel in the Employment and Labor Law group. She has also been general counsel for the Waterfront Commission of New York Harbor, vice president and diversity manager in Merrill Lynch’s Global Wealth Management division, and director of the state of New Jersey’s Division of Equal Employment Opportunity and Affirmative Action. Prior to that, she was a practicing attorney.

Meyer-Shipp is an active member of the Association of Corporate Counsel, the Minority Corporate Counsel Association, Corporate Counsel Women of Color and the National Employment Law Council. She earned a bachelor’s degree at Rutgers School of Criminal Justice and her juris doctor at Seton Hall University School of Law.

R. Fenimore Fisher
R. Fenimore Fisher has been named a deputy commissioner and the chief diversity and EEO officer for the City of New York. He is responsible for the leadership of the Office of Citywide Diversity and Equal Employment Opportunity, and will design and implement strategies to position the city as a world-class leader in diversity and inclusion. Prior to his appointment, Fisher was managing partner of the R. Fenimore Fisher Group, a global D&I and alternative dispute-resolution firm. Fisher previously served as vice president of diversity initiatives and analysis for Walmart and as executive director of the Rainbow/PUSH Coalition’s Wall Street Project.

A member of the New Jersey State Bar Association, Fisher serves on the national leadership council for GLSEN (the Gay, Lesbian & Straight Education Network) as well as the corporate advisory council for the Congressional Black Caucus Foundation. Fisher holds a bachelor’s degree from Louisiana State University, a Juris Doctor from Ohio Northern University and a labor-mediation certification from Cornell University.

Jennifer “Jae” Pi’ilani Requiro
Jennifer “Jae” Pi’ilani Requiro has been named national manager of diversity and inclusion at Toyota Financial Services. Her responsibilities include diversity-and-inclusion education and executive scorecards, mentoring and Toyota Business Partnering Groups. She also develops strategies to increase market share, capture more multicultural customers and increase partnerships with diverse suppliers. Requiro has a bachelor’s degree from UCLA.

Barbara Frankel
Barbara Frankel, senior vice president and executive editor of DiversityInc, has been named to the newly established global advisory board for WEConnect International, a corporate-led nonprofit that facilitates sustainable economic growth by empowering and connecting women business owners globally. Others named to the 22-person board include Kathleen Matthews, executive vice president and chief global communications and public affairs officer, Marriott International; Julie Oyegun, chief diversity officer, the World Bank Group; and Catherine Rodgers, vice president, Global Opportunties and Business Development, IBM.

Margaret E. Burke
Margaret E. Burke has been admitted into PricewaterhouseCoopers’ partnership. In her ongoing role as U.S. Advisory human-capital leader, Burke oversees the strategic development, direction and implementation of the Advisory practice’s recruitment, development, talent management, rewards and retention programs. Burke holds a bachelor’s degree from Mount Holyoke College. PricewaterhouseCoopers is No. 1 in the DiversityInc Top 50.

Tracy Nolan and Pushpendu Pal
CVS Caremark has appointed Tracy Nolan and Pushpendu Pal to new positions, Nolan to vice president of strategic product delivery and Pal to senior vice president of the information technology division within the company’s prescription benefit management (PBM) business. Nolan, who comes to CVS from WellPoint, is responsible for operationally expanding flagship product offerings and for newly developed products and programs. Pal’s promotion is a reflection of his work in leading the division in delivering stable and robust internal-application services and deploying information technology.

Terrez Thompson
The Coca-Cola Company has promoted Terrez Thompson to vice president of global supplier diversity. She will lead and promote the company’s efforts to maximize procurement opportunities with diverse businesses as suppliers, contractors and subcontractors. Thompson has held a variety of roles in more than 25 years at The Coca-Cola Company, including controller of The Coca-Cola Trading Company. The Coca-Cola Company is No. 46 in the 2012 DiversityInc Top 50.

Kevin Jennings
The Arcus Foundation, a leading global foundation advancing pressing social-justice and conservation issues, has named Kevin Jennings as executive director. Jennings was previously CEO of Be the Change Inc., where  he was instrumental in launching the Opportunity Nation campaign to promote economic opportunity and social mobility in America. Jennings has also served as assistant deputy secretary of education under President Obama and founded the Gay, Lesbian & Straight Education Network (GLSEN). Jennings has a bachelor’s degree from Harvard College and master’s degrees from Columbia University Teacher’s College and New York University’s Stern School of Business.

Jesus Soto Jr.
Pacific Gas and Electric Company (PG&E) has appointed Jesus Soto Jr. to further solidify the leadership team charged with building the nation’s safest natural-gas delivery system. He will serve as senior vice president of gas transmission, operations, engineering and pipeline integrity. Soto is responsible for overseeing four major functions: public safety and integrity management; project engineering, design and management; gas transmission; and gas system operations.

Richelle Parham
Richelle Parham, chief marketing officer of eBay North America, has been elected to the board of directors of Scripps Networks Interactive. At eBay, Parham directs the company’s core marketing functions. She is also responsible for brand engagement, driving eBay’s seasonal marketing calendar and leading its customer-insights and marketing-analytics functions.

Richard Mark
Richard Mark has been promoted to chairman, president and CEO of Ameren Illinois. Mark’s responsibilities include the company’s natural-gas and electric delivery business, customer service, natural-gas and electric supply, community relations and government relations. Prior to joining Ameren in 2002, he spent five years as COO and six years as president and CEO at St. Mary’s Hospital in East St. Louis, Ill.

Daisy Auger-Dominguez
Daisy Auger-Dominguez joined the Disney/ABC Television Group as vice president of organization and workforce diversity. Auger-Dominguez focuses on helping the company attract, develop and retain diverse talent in support of business objectives, and is responsible for continuing to develop the company’s diversity-and-inclusion strategy, goals and plans. She previously served as a diversity executive at Time Warner and Moody’s Corporation. She has a bachelor’s degree from Bucknell University and a master’s degree from New York University.

Ramona G. Blake
Ramona G. Blake has been appointed director of diversity and inclusion at TIAA-CREF Financial Services. She is responsible for diversity-strategy design and implementation, special initiatives and training in the following areas: marketplace, supplier, workforce and workplace. Previously, Blake was manager of diversity and inclusion at PSEG. She has a bachelor’s degree from Cornell University and a Certified Diversity Professional certificate from Cornell’s ILR School.

Dermot J. O’Brien
Dermot J. O’Brien has been named chief human resources officer and corporate vice president at Automatic Data Processing. In his new role, O’Brien works with ADP’s senior leadership team to develop workforce plans and programs that align with ADP’s overall strategic objectives. His responsibilities include forecasting ADP’s global talent needs; implementing initiatives that effectively attract, develop, deploy and retain a diverse talent population; overseeing succession planning and management development; and improving ADP’s already strong levels of employee engagement. Prior to joining ADP, O’Brien was executive vice president of human resources at TIAA-CREF. A Dublin, Ireland, native, O’Brien has a bachelor’s degree from Pace University. ADP is No. 27 in the 2012 DiversityInc Top 50.

Dr. Antonio Flores
Dr. Antonio Flores, president of the Hispanic Association of Colleges & Universities (HACU), invited DiversityInc CEO Luke Visconti to become a member of the organization’s 17-member Corporate & Philanthropic Council. The council’s goal is to provide guidance and assistance to Dr. Flores and the association’s development division and public-affairs office to ensure its mission, programs and events receive support and that its strategic plans are realized. Other council members include: Raymond Arroyo, Aetna; Alma Guajardo-Crossley, General Motors; Jim Fjelstul, Sodexo; Jerry Gattegno, Deloitte; and Angel Herrera, ARAMARK.

Anthony Salcido and Mónica Gil
The Hispanic Scholarship Fund inducted six new members into its Alumni Hall of Fame on Oct. 17 in New York City. The 2012 inductees are: Dr. Yolanda García Romero, professor of history, North Lake College; Mónica Gil, senior vice president, public affairs and government relations, Nielsen Company;  José P. Chan, MIT Sloan Fellow in Innovation and Global Leadership and adjunct professor, Parsons the New School for Design; Cyrus Amado Salazar, equal opportunity manager, U.S. Air Force; and Gilbert and Jacki Cisneros, president and vice president, The Gilbert & Jacki Cisneros Foundation. Additionally, Melanie L. Healey, group president, North America of HSF partner company Procter & Gamble, accepted an honorary recognition on behalf of P&G for contributing more than $4 million to HSF since 1986.

The post Prudential’s New CDO, Plus Toyota Promotes Diversity Leader [Slideshow] appeared first on DiversityInc.

In our diversity web seminar on mentoring and sponsorship, BASF’s Chief Diversity Officer Patricia Rossman, and Deloitte Consulting’s Kelvin Womack, Principal, Lead Client Service Partner, Federal Health Practice, and Managing Principal, Diversity, discussed:

• How BASF Successfully Launched a Mentoring Program: The company utilizes an eHarmony-style digital system to match mentors and mentees, which increases engagement and customizes each mentoring pair for optimal results.
• Why Sponsorship at Deloitte Drives Careers: The company’s pilot Navigation to Excellence formal sponsorship program nationally paired 15 Black, Latina and Asian women with sponsors. Participants reported improved relationships with senior sponsors, networking and communication skills.

Additional insights from BASF and Deloitte include:

• Relationship Must-Haves: What you need to formalize and integrate mentoring and sponsorship programs into your corporate culture.
• Benefits of Formal Programs: How are they different from informal programs and why companies opt to formalize their talent development.
• Metrics & Data: What are the best metrics to assess progress, especially involving retention, engagement and promotion?
• Consistency: How to achieve a sustainable program at your organization.

Please log in to DiversityIncBestPractices.com to watch the presentation and download the slides.

Not a subscriber? Buy this web seminar now, or request subscriber information and pricing for DiversityIncBestPractices.com.

The post Will Your New Mentoring/Sponsorship Program Succeed? appeared first on DiversityInc.

The DiversityInc Top 50 companies have demonstrated that formal, cross-cultural mentoring programs, with the participation of senior executives, successfully enhance the diversity of human-capital results in management.

In this 90-minute diversity web seminar on mentoring and talent development, Jodi Davidson, director of diversity and inclusion initiatives for Sodexo (No. 2 in The 2012 DiversityInc Top 50 Companies for Diversity), and Joni Swedlund, lead client service partner, Federal Financial Services Practice, Deloitte (No. 8), discuss how cross-cultural mentoring has increased engagement, retention and promotions at their organizations and what specific programs have delivered success in talent development.

Watch Diversity Web Seminar on Mentoring: 5 Talent-Development Strategies to Increase Diversity in Promotions.

The diversity web seminar also provides comprehensive information in talent development on:

• What metrics your company should measure for program success
• The philosophies and outcomes of sponsorship and mentoring at Sodexo
• Why measuring mentoring progress should be a key priority for your organization
• How Deloitte makes a business case for its mentoring and sponsorship programs, and how you can, too
• Why sponsorship helps women at Deloitte progress up the ladder to senior management and get promoted

Watch Diversity Web Seminar on Mentoring: 5 Talent-Development Strategies to Increase Diversity in Promotions.

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Deb DeHaas, chief inclusion officer, Deloitte LLP, states, “This decision is great news not just for our gay, lesbian, bisexual, transgender, and heterosexual professionals who cover their domestic partners, but for all of Deloitte. With a small but growing number of companies who offer this benefit, Deloitte is part of an elite group of progressive employers who are leading the way in creating a cultural change.” 

Under IRS regulations, domestic partners do not qualify as tax dependents, so healthcare premium payments made by Deloitte on behalf of domestic partners are treated as taxable income. With this new domestic partner benefit, Deloitte will pay for the tax impact by grossing up salaries for the value of the premium provided to a domestic partner.  As a result, there will be no impact to net pay. 

“Our decision to provide this tax gross-up reinforces Deloitte’s long-standing commitment to an inclusive and equitable culture and further strengthens an environment where leaders thrive,” says Jennifer Steinmann, chief talent officer, Deloitte LLP. 

Deloitte has been recognized by several organizations for being a great place to work and for promoting diversity and inclusion, receiving:

• FORTUNE’s 100 Best Companies to Work For® list for the 13^th year
• A top-10 ranking on The 2012 DiversityInc Top 50 Companies for Diversity®, Deloitte’s ninth year on the list. 
• A 100 percent rating in the 2012 Human Rights Campaign (HRC) Corporate Equality Index for the fifth consecutive year, and recognition on their Best Places to Work for Gay, Lesbian, Bisexual and Transgender (GLBT) Equality list.
• A top-10 ranking on The DiversityInc Top 10 Companies for LGBT Employees three times. 

And recently, in an effort to remind young LGBT people that they are not alone and to help them see the goodness their futures will hold, a number of professionals from Deloitte and Deloitte Touche Tohmatsu Limited’s  Canadian member firm shared their personal journeys in an emotional and uplifting video for the It Gets Better Project.   

About Deloitte’s Talent Initiatives

As the nation’s largest professional services organization, our ability to attract, develop and deploy high-performing talent is critical to delivering superior performance and serving our clients with distinction. Our aim is to offer challenging work to our people, enhance their careers and fuel our business growth by fostering an environment where leaders thrive. This is a meaningful part of the Deloitte culture, and a value understood, shared, and recognized by our clients and our professionals.  Please visit us at http://www.facebook.com/YourFutureAtDeloitte and follow us at @LifeAtDeloitte.  For more information on Deloitte’s award-winning Talent initiatives, please visit deloitte.com. 

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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DiversityInc presents the story of two chief diversity officers: John Zamora at Deloitte and Shaun Hawkins at Eli Lilly and Company, Nos. 29 and 39, respectively, on The 2012 DiversityInc Top 50 Companies for Diversity list.

Key themes discussed in the exclusive 2,137-word article, “Why Do P&L Guys Head Diversity at Deloitte, Eli Lilly,” include:

• How their backgrounds, access to the top of the company and emphasis on business goals are helping their efforts succeed more rapidly—and with more sustainable results
• Why becoming chief diversity officer puts P&L executives in an even more advantageous position

Deloitte’s John Zamora attests that his company wanted someone who understood how diversity management fit in with the business objectives. He reveals why he decided to take on the additional responsibilities and how his background gave him instant credibility, as well as why he focuses on mentoring and its impact on retention and engagement.

Eli Lilly’s Shaun Hawkins’ background was definitely not in HR, and he was surprised when Lilly’s top-level management approached him with the chief diversity officer’s job. He took the position, understanding that a big area of development for him would be the chance to learn to speak publicly to large crowds. With three primary areas of focus—the marketplace, the workplace and supplier diversity—Hawkins stresses the need for accountability to generate sustainable results.

Read ”Why Do P&L Guys Head Diversity at Deloitte, Eli Lilly” at DiversityIncBestPractices.com.

The post Why Do P&L Guys Head Diversity at Deloitte, Lilly? appeared first on DiversityInc.