D i V e R S I T y : STRATEGIC IMPERATIVE A G E N D A  Changing Demographics  Workforce Scan  Purchasing Power  CBSR: Ten Step Process  Summary  The Next Level: Strategic Integration

CHANGINGDEMOGRAPHICS

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Changing Demographics

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Changing Demographics  Global Trend Analysis 2B – 4B More 2B – 4B More Greater Urban Utilization Greater Urban Utilization Older Older

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Changing Demographics National  25% of U.S. Population = People of Color  U.S. is 5 th Largest Spanish Speaking Country  More African Americans in U.S. than Population of Canada

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Changing Demographics  National  2010: 1 in 4 Children – Latino  2020: 33% - People of Color  2030: 70 Million Americans 65+  2030: 77 Million Baby Boomers  2060: English 6 th Language

D i V e R S I T y : STRATEGIC IMPERATIVE “…America’s population will increase by 50% over the next 50 years, with almost 90% of that increase in the communities of color.” -Norman Y. Mineta Secretary of Transportation

WORKFORCESCAN

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Workforce Scan Workforce Composition 1.Women = 46.3% 2.African Americans = 11.4% 3.Latinos = 13.7% 4.Asians = 4.4% 5.Other Groups = 2.3% -Bureau of Labor Statistics: Monthly Labor Statistics, 11.07

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Workforce Scan  Department of Labor – BLS: Philadelphia: a. Asian labor force inc. = 44.1% a. Asian labor force inc. = 44.1% b. Latino labor force inc. = 36.3% c. African-American labor force inc. = 20.7%  Multi-generational workforce  Fastest growing age group: 45-64

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Workforce Scan “Oil Industry Huge Labor Crisis” “Oil Industry Huge Labor Crisis” “..Shortage in Manufacturing” “..Shortage in Manufacturing” “…Not Enough Nurses…” “…Not Enough Nurses…”

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Workforce Scan “If America is to continue its position as the principal economic force in the global marketplace, it must include all members of its society in productive enterprise.”

D i V e R S I T y : STRATEGIC IMPERATIVE “United States companies with more racially diverse staffs tend to deliver higher shareholder value than other companies. Racially diverse companies generated a share price yield that was 12.8% higher than all of the S&P 500 in 2004.” -New Zealand Herald

D i V e R S I T y : STRATEGIC IMPERATIVE FORTUNE 500 FORTUNE 500  4 MEN OF COLOR  9 WOMEN  14% BOARD OF DIRECTORS FORTUNE 1000= 19 WOMEN FORTUNE 1000= 19 WOMEN U.S. BOARD OF DIRECTORS U.S. BOARD OF DIRECTORS  AFRICAN AMERICANS = 1 ON 39%  LATINOS = 1 ON < 10%  ASIAN = 1 ON 9%

D i V e R S I T y : STRATEGIC IMPERATIVE “ WHAT AN ORGANIZATION DEEMS ACCEPTABLE IS FOUND AT BOARD AND EXECUTIVE LEVELS. HERE IS WHERE ENTERPRISE-WIDE DECISIONS ARE MADE. HERE IS WHERE DECISIONS ON DIRECTION AND RESOURCE INVESTMENT ARE DETERMINED.” -UNKNOWN

PURCHASINGPOWER

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Purchasing Power

D i V e R S I T y : STRATEGIC IMPERATIVE “As this report shows, purchasing power in the communities of color will be getting much larger; therefore it is necessary to have a strong business and economic infrastructure that will serve both the communities of color and all of America.” Robert L. Mallett, Deputy Secretary of Commerce

D i V e R S I T y : STRATEGIC IMPERATIVE “Both Fortune 1000 and other businesses need to pay attention to the consumer purchasing power that will result from that growth.” -Norman Y. Mineta Secretary of Transportation

VENDORPARTNERSHIPS

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Vendor Partnerships Asian: Asian: 1.1 Million1.1 Million 2.2 Million Employees2.2 Million Employees $326 Billion$326 Billion Native Americans/Alaska Native: Native Americans/Alaska Native: 201,400201, ,300 Employees191,300 Employees $26.9 Billion$26.9 Billion -Pittsburgh Post Gazette NOW, / -United States Census Bureau, 2002

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Vendor Partnerships Native Hawaiian/Pacific Islander: Native Hawaiian/Pacific Islander: 29,00029,000 Over 29,000 EmployeesOver 29,000 Employees $4.3 Billion$4.3 Billion Latino Latino 1.6 Million1.6 Million 1.5 Million Employees1.5 Million Employees $222 Billion$222 Billion -Pittsburgh Post Gazette NOW, / -United States Census Bureau, 2002

D i V e R S I T y : STRATEGIC IMPERATIVE Compelling Reason Why Vendor Partnerships African American: African American: 1.2 Million1.2 Million 754,000 Employees754,000 Employees $88.8 Billion$88.8 Billion Women: Women: 6.5 Million6.5 Million 7.1 Million7.1 Million $939.5B$939.5B -Pittsburgh Post Gazette NOW, / -United States Census Bureau, 2002

10 Step Process

D i V e R S I T y : STRATEGIC IMPERATIVE STEP ONE: Attitude IS EverythingAttitude IS Everything Attitude Aptitude ExamAttitude Aptitude Exam STEP TWO: It’s About LeadershipIt’s About Leadership 21 Irrefutable Laws of Leadership21 Irrefutable Laws of Leadership

D i V e R S I T y : STRATEGIC IMPERATIVE STEP THREE: It’s About StrategyIt’s About Strategy CEO Top of MindCEO Top of Mind Top 3 Strategic Objectives AlignmentTop 3 Strategic Objectives Alignment World Economic ForumWorld Economic Forum

D i V e R S I T y : STRATEGIC IMPERATIVE CEO TOP OF MIND  Economy  Customers  New Markets  Planned Growth  Right People

D i V e R S I T y : STRATEGIC IMPERATIVE “HR PROFESSIONALS NOT STRATEGIC” Employees Think We Stink At: –Retention: 60% –Performance Appraisal Systems: 41% –Training & Education:42% –Succession Planning:50%

D i V e R S I T y : STRATEGIC IMPERATIVE What Makes a Successful HR Professional? Interpersonal Communications:83% Employment Law:77% Business Ethics:66% Change Management:35% Strategic Management:32% Finance: 2%

D i V e R S I T y : STRATEGIC IMPERATIVE What Do CEOs’ Think We Do in HR?

D i V e R S I T y : STRATEGIC IMPERATIVE STEP FOUR: Declare the End From the BeginningDeclare the End From the Beginning Quantifiable Performance OutcomesQuantifiable Performance Outcomes STEP FIVE: Build the CouncilBuild the Council STEP SIX: Establish Meaningful MetricsEstablish Meaningful Metrics Individual and OrganizationalIndividual and Organizational

D i V e R S I T y : STRATEGIC IMPERATIVE STEP SEVEN: The Concept PaperThe Concept Paper DescriptionDescription  Why diversity initiative is needed.  How initiative will increase revenue.  How initiative will reduce expenses.  Required resources.  Opportunity leverage.  SWOT analysis.

D i V e R S I T y : STRATEGIC IMPERATIVE STEP EIGHT: The Strategic PlanThe Strategic Plan STEP NINE: The ScorecardThe Scorecard STEP TEN: Change Leadership ModelChange Leadership Model

D i V e R S I T y : STRATEGIC IMPERATIVE F A C T 85% FAIL TO EXECUTE85% FAIL TO EXECUTE 70% MGMT TEAMS < 1 HOUR70% MGMT TEAMS < 1 HOUR 70% NO HR & I.T. ALIGNMENT70% NO HR & I.T. ALIGNMENT Dr. D. Norton/Dr. R. Kaplan, Balanced Scorecard, Dr. Christopher Zook, Profit From the Core

D i V e R S I T y : STRATEGIC IMPERATIVE R E A S O N S  Lack of ownership by executive team.  Compensation not linked to new behaviors.  Lack of clear communication.  Managers not held accountable.  Quick fix syndrome.  Sacrifice strategy for fire-fighting.

D i V e R S I T y : STRATEGIC IMPERATIVE SUMMARY

 Compelling Reason Why  It’s About Leadership  It’s About Strategy  CBSR – 10 Step Process  Taking Your Organization to the Next Level: DIVERSITY PRINCIPLES: STRATEGIC INTEGRATION

D i V e R S I T y : STRATEGIC IMPERATIVE

Burning Platform “That’s Disrespectful!”

D i V e R S I T y : STRATEGIC IMPERATIVE

“We Must Not Only Know, We Must Act We Must Act.” -Dr. W.E.B. DuBois

D i V e R S I T y : STRATEGIC IMPERATIVE

Grace A. Odums D i V e R S I T y : STRATEGIC IMPERATIVE Diversity Strategic Plan Writing Diversity Strategic Plan Writing Diversity Scorecard Creation Diversity Scorecard Creation Strategy Implementation Strategy Implementation Customized Learning Offerings Customized Learning Offerings Executive/Leadership Coaching Executive/Leadership Coaching Diversity Council Creation Diversity Council Creation

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