RAW FILE

2016 USBLN19TH ANNUAL NATIONAL CONFERENCE

ORANDO, FLORIDASEPTEMBER 20, 2016

WORKPLACEMOVING BEYOND DIVERSITY TO ACTIVE INCLUSION

1:30 PM EST

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>> Welcome everyone. Welcome. If you can take your seat, please.

Welcome! If you can take your seat, please. We're about to get started in one minute, or 30 seconds.

That was fantastic, or how about now. Welcome, everyone. You are in the session titled Moving Beyond Diversity to Active Inclusion, is everyone on the right plane. Right?

When is the most difficult time of the day at a conference like this to host a break-out session?

>> Right now>> Right now! Right now. And to get us started. My name

is Scott Hoesman, I'm the CEO of inQUEST consulting, we're going to practice and demonstrate the session title, Moving Beyond Diversity to Active Inclusion.

Here is what I would like to ask that you do. I would like everyone to think about, on your own, quietly for just a moment, one singular takeaway or ah-ha moment that you have had so far at the conference, just one quick takeaway. What's that one nugget, that idea, that spark, that you want to make sure that you remember. Because often at these things we move from session to session, right. We're going fast. We want to take this moment and reflect and lock that in. I'm going to give you about 20 seconds to identify what your takeaway is now quietly

on your own.

>> (Speaking off mic). >> SCOTT HOESMAN: In just a second. Yep. All right.

So here is what we're going to do.>> (Speaking off mic). Practice active inclusion right

now. >> SCOTT HOESMAN: Practice active inclusion right now

by hearing some of your takeaway, by hearing them. We're not looking for full-on introductions or long books. Are you with me? When is the most difficult time to do a session? Right now.

We're looking for those short sound bites, and we're going to engage the panelists to help be the mic runners. Who has something they'd like to share with the room. Right here, please.

>> I'll make it quick and easy. My nugget hasn't come yet. I'm hoping to get it here in this panel.

>> SCOTT HOESMAN: We'll take that as a challenge. Thank you. Right back here?

>> It's not about accommodation, it's about effectiveness. >> SCOTT HOESMAN: Not about accommodation but about

effectiveness.>> Testing. Thank you. I wrote it down. It is a person

with a disability will tell me when they need help. It's not up to me to act differently.

>> SCOTT HOESMAN: A person with a disability will tell me when they need help. Thank you. Next? I saw another hand. Over here?

>> I've got, I heard of this the last breakout session this morning, it's about reverse mentoring. We often times think about mentoring up, but having a person with a disability mentoring to your chain going up. So I think that's a great one.

>> SCOTT HOESMAN: Thank you. Another hand here? Thank you Tailor.

>> 80% of us can point out unconscious bias in other, but 90% of us cannot identify unconscious bias in ourselves.

>> SCOTT HOESMAN: It's about them. Right. Okay. Thank you. Next, please?

>> When trying to make an impact, assume everyone is a stakeholder.

>> SCOTT HOESMAN: When trying to make an impact, assume everyone is a stakeholder. I see two hands back here. We'll go here first, please.

>> So -- wow. My Ah-ah moment I knew we as a corporation had progress that had to be made, but coming here and hearing

some of the great best practices and ideas from other companies and from some of the students here, I know we have a lot of work to do.

>> SCOTT HOESMAN: Yes. Absolutely. More work to do. An ah-ha moment.

>> I'm not going to quote this directly accurately, but it was the definition at lunch time on disability, the miss match between how they are and shifted.

>> SCOTT HOESMAN: How that shifted. Thank you.>> Moving from compliance to cultural change using the DEI. >> SCOTT HOESMAN: Compliance to culture change using

the DEI.>> Simply start where you are. >> SCOTT HOESMAN: Simply start where you are. Let's

hear two more. Two more? I see a hand over here.>> Mine is something we can do very simply, and that is to

assure that we have closed captioning for all of our townhall meetings.

>> SCOTT HOESMAN: Use closed captioning for all of our town hall. Thank you Kevin, if we can get over here to our last comment. Thank you.

>> In terms of technology, building the principle of empathy in the design.

>> SCOTT HOESMAN: Build the principle of empathy in the technology design.

So give yourselves a hand for practicing active inclusion right there.

>> Woo hoo! >> SCOTT HOESMAN: Absolutely. Absolutely.(Applause). >> SCOTT HOESMAN: So what we want to do today in this

session is keep it real, keep a dialogue open and going with our four panelists. And my job is to help kind of T up the questions, and I'll get us started in several of these topic area, and then we will look to you for questions for them as well.

We'll look to you throughout the session. And unlike something that we'll do, unlike what most of the panel discussions, we would go for the full hour and then maybe save the last 5-10 minutes for Q&A. We're going to pop out at least three times for your questions as they come.

And let me tell you what the sections are that we're going to be breaking in. We're talking about moving beyond diversity to active inclusion. We're going to talk about this in three primary ways. The first is engagement from the top of the house, the C-suite and these folks are going to share their stories and how that's happening.

Sect topic area are policies and procedures that are creating breakthroughs for them.

The third area, innovative, unique, out of the box, measurement. Anyone have a challenge measuring disability inclusion if your organization? You think you have room to improve?

Okay. This is the interactive part of the program. Okay. All right. So good. We have room for that. So those are the three sections that we're going to break and talk through.

So with that, let me introduce the panelists. So Yves Veulliet, close? Got it. Okay. Yves has had a rich successful career at IBM since 1992, a variety of progressive positions that have included diversity leadership rollings in Europe, Middle East, Africa, and Canada, and always an advocate for people with disabilities since 2014, Yves' been in the diversity inclusion role for IBM, an author, frequent panelist, and USBLN CAB member, so can we welcome Yves, please.

(Applause).Next we have Cyndi DiCastelnuovo, the HR manager for

diversity and inclusion at TD Bank. Cyndi directly partners with the chair of the diversity leadership team at TD Bank D and I team on D and I strategy efforts. Prior to that role, Cyndi was in a number of talent accommodation roles and assignment, where she's really worked to elevate change in that function, bringing innovative new processes and procedures to talent acquisition.

And it was because of that work, it won her the CEO award in 2013 for TD Bank, some of the most progressive leadership that they had within the organization. Cyndi, welcome. Thank you for joining us.

(Applause).So Kevin Frazier is senior director of culture, diversity

and inclusion at Walmart. His mission is to create corporate strategy around evolving Walmart's culture to be fully inclusive. No small undertaking, Kevin.

>> KEVIN FRAZIER: I'm no small man.(Laughing). >> SCOTT HOESMAN: And prior to Walmart, Kevin has spent

25 years on the business side of things in portfolio management, with companies like wellsfargo and thank you for your service also, a veteran of the U.S. Army. Thank you.

(Applause). >> SCOTT HOESMAN: And last but not least, tail Dortona,

thank you wonderful job. A recent glad with BA in justice, criminology, be careful everyone in the room, she's watching. And is currently with a minor, sorry, in disability studies.

She's currently working at the U.S. State Department for

the special adviser on international disability rights with Judith Herman. She studied in China, get this, working with the disabled persons federation in China and did reresearch on disability and employment there. Tailor is a proud member of disability and LGBT community, and is, as we said earlier, an alum of the career link program at USBLN. Tailor, an honor to have you with us as well.

(Applause).So here we go. I'm going to throw some question, and Yves

you're going to start us off here with this. So as you think about CEO commitment, C-suite commitment at IBM, and we heard this is not a new topic for you at IBM, but what do you think creates some of those breakthroughs for you at IBM that allows the top of the house to keep the discussion alive, particularly on disability inclusion?

>> YVES VEULLIET: Well, actually, you know, most of the time when a big company starts to address disability inclusion, it comes from the origin is most of the time somebody at senior executive level who has a personal interest in the matter, for, you know, family reasons, related, or whatever, or personal reasons directly. And it's good, you know. Most of the time that's how it starts.

But this is not enough. For a sustainable executive support of disability and inclusion, you must do more. And so once you have this basis, you must build on that fundamental and put a structure behind this personal interest.

And so what we did in IBM, we create what had we call the Global People with Disability Council, composed with one senior executive as the chair of the council. Three co-chairs that are a Vice-President level. And we have member, five members that represent executives from most of our business units.

And basically, their role is not to identify road blocks. That's my job. I don't want to lose my job, so I keep it for me, right.

So I tried not to invent obstacles. Most of the time I try to identify real obstacles. And to, you know, basically I identify obstacles, I go around the IBM organization trying to identify road block, et cetera. I report these roadblocks to the executives. And my definition, all of these executives are solution solvers, and so they're responsible to leverage their visibility internally to give me the ammunition to fix the issue.

Because most of the time, when you speak about accessibility issues, whether it's building accessibility or digital accessibility, now days we don't have the solutions. Most of the time, especially in IBM, we have talented experts that do have the solution, but the issue is that IBM is a big

organization. The issue is really to identify people who will have a key role in fixing the issues.

And that's why we need that level of commitment and that level of support. Not to identify the issue, but to help us fixing them and believe me, if I send a note to another executive saying, you must do your thing accessible, he will tell me, I will, of course, but maybe not today. Maybe in one or two years I will think about it. I'm sure, believe me I will think about it.

But if a VP tells his executive, do it. He will do it. Or she will do it.

>> SCOTT HOESMAN: So a question for you. This eight-member global diversity council for accessibility, who does it report to? Who are they accountable to?

>> YVES VEULLIET: They directly report to our CEO. >> SCOTT HOESMAN: I want everyone to hear that for a

second because you're a small organization, right? >> YVES VEULLIET: IBM is a very small. Very tiny, very

modest organization. >> SCOTT HOESMAN: And the CEO has nothing else on his

plate. And how often are they talking about accessibility at IBM.

>> YVES VEULLIET: On a quarterly basis. >> SCOTT HOESMAN: A quarterly basis at IBM. >> YVES VEULLIET: You cannot do that once a year, it

doesn't work. >> SCOTT HOESMAN: We can't hear that. >> YVES VEULLIET: You can't do it once a year. It

doesn't work. >> SCOTT HOESMAN: We can't do disability inclusion once

a year and say check, we're done. Okay. One more follow-up question for you. If you can think about maybe in the last 12 months even, reflect on one of those meetings of this global accessibility council, one is one conversation or one topic that you watched happen or unfold in this meeting that you're particularly proud of or that you think created a breakthrough?

>> YVES VEULLIET: I would say our ability to quickly hire people with disabilities, having the appropriate education level we need. Because of IBM's business model right now, 99% of our workforce is composed of university graduates, and as you can imagine, finding people with disabilities having the appropriate education level as appropriate kills in the IT sector, et cetera, is a challenge.

So we worked with this council to accelerate our hiring cycle because, as you can imagine, in IBM, you need three signatures to order an eraser.

(Laughing).

So that's a problem, right. So what we put in place is an accelerated and simplified hiring approval process, so that instead of having a full cycle of approvals before you can hire someone, especially in the global market, in growth markets even more challenging, we have only two level it's of approval, the country general manager of the country and the business unit. That's it. Then that person will within days, maybe two weeks can be hired instead of waiting one or two months before being able to welcome that person, which most likely will go to a competitor.

>> SCOTT HOESMAN: So to your point they were removing barriers an creating solutions at the top of the house and not just looking at a report and saying check, we're done. Engaging them in the discussion.

Cyndi, moving to you at TD Bank. You also have a similar structure. You have kind of a global or council structure, what do you think are the differentiators that have kept that alive or keep that moving as opposed to being flavor of the day or just kind of it gets launched and then the energy wanes over time. What have you seen there?

>> CYNDI DiCASTELNUOVO: First of all I have to say you all look good in your Ted lanyards. And second of all if you told me a couple years ago I would be sitting on a panel with IBM, Walmart and the U.S. State Department, I would not have believed you. A takeaway I had a long time ago we all need each other and sharing these best practices. Nobody has quote unquote figured it out. Thank you for joining us today.

We do have a diversity leadership team which is chaired by a business head. That role is rotating every two to three years, the CEO hand picks somebody to step into that role and lead that group, somebody that he thinks not only can use the development opportunity, but can also really take that group forward.

That group meets monthly. It is not chaired by the CEO. So we do have a opportunity to bring that group together every month and then report and include the CEO, we try to quarterly, to have him come in and hear some of the discussion and speak with some of the business resource group members.

We like to look at our journey at TD in three steps. First we started with awareness. That's when the CEO said from the top down disability inclusion is a priority for us.

All the things that came about in making sure the organization was aware of what we were doing and why it was important to our culture.

Then we moved into engagement. That's when you start to see the bottom up. That's when you start to see your resource groups form and your employees get involved. Some of these

programs that go into place, like a centralized accommodations process, where you still need that CEO commitment, but your employees are really driving it.

And we're now going into what we're calling our accountability phase, so how do we continue to sustain the work that we've been doing and hold our senior leaders accountable.?

And our CEO led that in the last year by implementing what we're calling MC sponsors. He picked people on the management committee, the MC, to sponsor each of our areas of focus in diversity. So he chose somebody to sponsor our individuals with disabilities sub-committee who had a history of supporting the special olympic, running special olympics campaign, how to clear passion, but also the business leader of our commercial banking team, so really has some influence in the organization.

What that role is going to do, it's not only going to keep the conversation alive at the CEO's table, not monthly, not quarterly, but every time they meet, but also stays involved with the strategy for the disability inclusion subsub-committee.

>> SCOTT HOESMAN: Excellent. So I want to clarify something. So in the example at IBM, there is a separate accessibility council, right, that is disability focused. At TD Bank, we're hearing you have a diversity and inclusion council that has disability integrated into that strategy work.

>> CYNDI DiCASTELNUOVO: Correct. So the head of our individuals with disability's sub-committee sits on that council.

>> SCOTT HOESMAN: So which one of these is the right way to go? Whichever works for them. Right. So just start listening for those nuggets that might be right for your organization. This isn't about, oh, here is the right way. It's listen for the nuances that allows you to think innovatively about what may be right for your organization. Right. And there is not one approach to that but you're driving the conversation.

>> CYNDI DiCASTELNUOVO: Yep. >> SCOTT HOESMAN: So Kevin, let's turn to you at

Walmart for a second. The first thing I have to ask is, we're used to seeing some strange titles in this space of diversity and inclusion work, but your title is Culture Diversity And inclusion. I want to start there. Why that title?

>> KEVIN FRAZIER: That's great. It's actually new with the new CEO who you saw on stage this morning, Ben-Saba Hasn. Culture was a thing. How do we transform the DNI discussion to become so engrained into the culture part. So when DNI becomes DNA hopefully we'll change the name from the office of culture and diversity inclusion to simply the office of culture because it's just the way we do business. So that's a cool thing,

right. Because if culture is at the core of our engine, our corporate engine, and if we identify our culture as our values in action, then doing the right thing for our business just is a natural thing to do.

>> SCOTT HOESMAN: Absolutely. So give us a little sense of Walmart's structure here at the top of the house. How are you engaging -- this is one of the largest employers on the planet, right. How are you engaging your senior leaders in your organization on this topic of disability inclusion?

>> KEVIN FRAZIER: Yeah. So first a little bit about kind of where we are as a company. Right. So we all know that in business there is a life cycle, and it ends in decline, right. No company gets to side step that. I just talked to my friend, he was at the end in the 90s with IBM, they had to reinvent themselves.

Walmart is in the mist of reinventing itself right now out of necessity, right. And that necessity is trying to find the intersection between digital and our physical stores because we have to win in that game. If we don't win in that game, we'll find ourselves in a very bad spot.

So with that as the backdrop, our CEO is the youngest in history for Walmart in his mid 40s, and he want -- I won't forget the day he stood up for God and country and said you know what? I want culture to be my legacy. Because I know as we transform the business, culture will be the engine behind that. And having said that, he then went forth and said, now let's put those words into action.

So he created this presence inclusion council around inclusion, and it just -- he is the -- he is the chair. We meet monthly, and we do big stuff quarterly. And is this is a new thing, and it's really got a lot of steam, and we're starting to see good stuff manifest from that.

>> SCOTT HOESMAN: And that was the story we heard at the breakfast plenary about not knowing what to expect and having 1,000 people on the town hall dialogue at Walmart and reinventing or changing the culture.

So Tailor, I'm going to hold your time on this question set, because I want to dig in and start the start of the next round with you on policies and procedures. So I'm not excluding Tailor. That was my signal to you that I'm doing this purposefully. She'll get her time on the next question set, but let's just pause here for just a second.

I want to hear from you. We've given some sound bites around CEO commitment, but what's on your mind, top of the house? And here are our rules of engagement. We're going to open it up for your questions. Please have a question. Do you know what I'm saying? Right? Have you been to panel

discussions where it opens up for Q&A and they become an infomercial from the floor. You know what I'm talking about, right? Can we agree we're going to ask questions.

Think about it, what's a question you have for our panelists on the topic of moving to active inclusion around CEO or senior level commitment, and we'll get some mics going here. Questions? Questions on this topic? Do you have it all figured out?

>> Oh, please tell me if you do.(Laughing).>> Thank you. Hi. First of all my name is Greg, the North

America leader for the Dow chemical company, I applaud Walmart and IBM for being able to reinvent themselves and to TD Bank for having such a committed CEO and being so passionate for changing the game.

I guess what I really want to take away from this session is what happens when you have a leadership that needs to be shifted in the mindset? Not necessarily already stepping into the role saying I want culture to be my brand or legacy, but leaders that are already rooted into the company and who need to be sold into the business case of diversity.

I know many of us in the room know the business case for diversity and inclusion, but many of us work for companies where our leaders can be conservative and rooted in their ways. That's something I would like to take away from this session. I don't know if there are thoughts on this panel about that, but I would be curious.

>> SCOTT HOESMAN: Cyndi maybe you can start us off with that one from sustainability. Greg, I want you to know there were so many head nods in the room, right. So it's great if we are -- I'm going to use the term privileged, to have a leader who gets up and pro claims from on high, but Greg, your question is what happens when we don't have that? What do we do? Cyndi, do you want to start us?

>> CYNDI DiCASTELNUOVO: Yeah. So that was another reason why we wanted to have these executive sponsors come in. So I talked about our sponsor that is sponsoring our individuals with disabilities sub-committee. He is very passionate and has been for quite some time.

Not to say that some some of our other sponsors of other verticals are are not, but we're strong believers if you get executives or employees in front of the talent and start to see some of the issues and get educated, that they feel like they are starting to understand where they can really contribute.

So for some of these executive, it's all about making -- asking them to come to these types of conferences and have these conversations. It's asking them to attend a business resource

group meeting and hear what the conversation looks like.I don't think it always has to be, you know, putting

together a PowerPoint deck and sitting down and walking them through the business case, I think people actually need to get the experience and sometimes you need to put them in a role that gives them that experience, which is what we're trying to do.

>> SCOTT HOESMAN: That's great. Anyone else have anything to add? Yes?

>> Yeah. I would say that, you know, when I hear the word business case, I honestly, I don't like it.

You know, basically, do we really need a business case to treat people fairly? Come on. We are all individuals with abilities, without disabilities, women, black, men, LGBT, not LGBT, whatever. We're all humans. We're all employees. That's fundamental. We don't need a business case to -- for treating people fairly and properly.

If you are well-educated, you know that, don't you. So forget about the business case, please. Thank you.

(Laughing).(Applause).>> So I really appreciate that sentiment, and I've also

been on the other side of that discussion that says I've hoped and prayed that people would just get it. But in business that's a bad bet, right. That's just a bad bet. To give you an idea about the way Walmart is structured, just shy of half a trillion dollars a year in revenue, that's a massive business. And if you look at our big four division, GEC, which is globe signal ecommerce, you've got Sam's club a massive business, Walmart suf and then Walmart international. The people that head up those divisions are running massive business themselves.

Walmart grew to be the company that it is by one of the reasons is because our culture was run it like you own it. Okay. Which means from Mount Olive there weren't too many e-deck, right. Now our top executive says, this is really important, and this is what I want to be as a legacy. He's not going to brow-beat those leaders into compliance because our current programs around diversity have been in place for the last 12 years and steeped in what? Compliance. And guess what? We got about that much lift out of the compliance-based programs. What we know today, is if in business you want to get through the people controlling the string, you got to help them understand that their PNL is dependent upon this work.

The growth and the survival of the company is dependent upon this work. Now, the trick is if we can find where good economic skills and good social and standing intersect, that's the best of both worlds. That is the absolute best of both world, and that's why we do this work. We're not activists, I

love them because they change the world, but we're business guys and we're going to talk to constituents in terms of business.

>> SCOTT HOESMAN: Absolutely. And you're hearing a theme here. Even from the discussion of what happened at their structural level, it's about dialogue and exposure.

If we think that we don't have a CEO or C-suite support, and we go in and say we need you to build this council and here is the 80-page PowerPoint deck. You may not get anywhere.

But you can invite them to your local BLN programming, you can engage them and invite them here. You can bring them to BRG programming to get this discussion started because the biggest breakdown, the thing that we can do to break down barriers and bridges is exposure and dialogue.

When we know, we end up connecting. All right. When we know, we end up connecting. So that's something I would ask you take away. I see two more questions on CEO commitment here. If I can -- we've got one mic that's not working, so we'll do our best. Thank you, Stacy.

>> Hi. Good afternoon. Thank you for coming. The question I have is on accountability. When it comes to the C-suite executive, did off strategic partnership -- excuse me a strategic plan for two or three years? Or did you have them linked to their performance appraisals in their bonuses? How did you hold them accountable within the culture that you have.

>> SCOTT HOESMAN: I heard, did it hit the pocket book? Right? Anyone want to take that? Let's see if we can share that mic here.

>> So one of the things that we did two years ago, and this was for all people managers and not just our executives in the C-suite, is we added an objective in their performance review that talked about creating an diverse and inclusive team.

And that is part of their performance discussion at the end of the year, that all managers are asked to have. To be honest, we're still figuring it out when it comes to the pocket book. I think for us right now we're in a place where we're getting our executives comfortable talking about the numbers, understanding what they mean, but also understanding how the numbers drive good behavior.

And then how we come in as a support function to help drive that good behavior. Then I think where we're going so we're going to start thinking about how you attach to executive compensation. We're not there yet. We're still working toward it, but I think it's just making sure that we're having that conversation.

>> SCOTT HOESMAN: Great. And Tailor, you want to add something? Please.

>> TAILOR DORTONA: Yeah. I guess I would almost

challenge you to think of the adverse. Now how is this negatively affecting our pocket, but how is it positively affecting other company's pockets. If you can give examples of how other companies have done better after their inclusion, I think that means a lot.

>> SCOTT HOESMAN: Great point. >> TAILOR DORTONA: I think a great story would be there

is a thing called Project Search and they people people with developmental and intellectual disabilities in atypical workforce, but their big thing is it's full time work, you have health care, you are being paid like everyone else, above minimum wage, and that's atypical. And you're not at starting jobs if that's not where you're supposed to be.

A great story I heard was there was a hospital. Apparently every time you take a little blood pressure thing on your finger, apparently they throw them out after one use, they just get thrown out. You can san advertise them and use them three times. They didn't have the manpower to do it and nobody wanted the job.

Turns out there was someone locally who was on the spectrum and liked repetitive tasks, and actually enjoyed the work of doing the same thing and seeing the same people, and going into the office, collect them, take them, and stair lies them, in one year in that hospital, that individual saved the hospital a million dollars with those little finger pressure things.

And if you can tell stories like that, people going, I hadn't really thought about that before. A million dollars doesn't sound like a lot, but that's one employee.

So if you can give the adverse case, I think that's also very effective.

>> SCOTT HOESMAN: Great example, Tailor. Thank you. We have one more question here and then we'll move to the next section. Thank you, Stacy, for the mic.

>> Hello. With Microsoft. We've focused a lot on senior leaders and C-suite and getting them engaininged. With a we see is real impact comes from the middle managers, so I'm interested with experiences you have on how you see the C-suite executives and leaders cascade that down. In the disability place it's easier because it's so tangible. But in areas like inclusion, it's much more difficult to measure. So any input or experiences you have in that area.

>> So this is a timely question. So for us, we're just in the process of implementing what we call our CDI, culture diversity inclusion score card, and the way we defined the association life cycle, it starts with recruiting, then hire, then develop, promote, and retire. Let's take the five-stage life cycle and if we take diversity and define it as being asked

to the party, that equates to the recruiting and the hiring piece.

If you look at your numbers based on the score card, we don't do a terrible job. The problem is, when you get to the next phase of the association life cycle. It's the development and the promoting piece. That's been equated to inclusion being defined as asked to dance once I've asked you to the party. Are you being asked to dance? Are you being developed? Are you being ro moted? The numbers tell a different story. Right.

So you can manage what you can measure, and this is a new era for us. We're in a whole new place with this score card, the CDI score card. So the hope is when we then combine some of these levers together, unconscious bias training and unconscious bias interrupters and match that up with these scores and score card to help drive different behaviors, right. Because as a person thinks how they behave, you see that manifest in this score card. Did that answer your question?

>> It did. >> SCOTT HOESMAN: All right. So let's move Tailor, to

you on the next question set. That's poll policies and practices. I want to come at this in a different way. Tailor is a recent college grad and had the opportunity to look for a job.

I would like for you to share with the room your experience. What was your approach in how you were selecting employers that Tailor chose to want to potentially work for. I want you to hear the power of that.

>> TAILOR DORTONA: Yeah. So I guess there is really two ways to look at it for anyone being hired, but especially young people.

Either you have the young person who comes in who already identifies as having a disability. That's one response. Then you have the young person that doesn't identify either because they don't identify by choice or because they haven't acquired their disability yet, and that will come later down the road.

So I think it's a two-prong approach. So the first one would be the needs of the world. So I am positively identifying, and when I look up a company in the first place, you just have to think, literally put yourself in a young person's shoes. If you were looking for a job, what is the first thing you do? I Google it. When I Google your company's name and the word disability, what comes up? And I challenge how many of you have actually done that. Type in the name of your company and the word disability. And it's up hauling the first thing that comes up is a law suit or negative press article. We all know, or if you don't know, there is ways to pay for those top articles to go away.

There is also ways to boost what you are doing positively, to boost those up in search, and that does make a difference. Because if that's the first thing I see, even if the next 10 pages are positive, that's the first thing I saw about your company. And that's the reality for a lot of companies, even if that's not what's actually going on internally.

And so it's doing things that are as simple as that as really putting yourself in the shoes. If you're already in your company, I would urge you potentially to pretend like you're going through the hiring process yourself. Choose a job and see what barriers you come up with. Seeing, oh, that doesn't look so good.

There is so many things that companies I've found like to insert a paragraph in their thing about disability. Or have a whole disability. A website on disability is great, if I know that that website exists. And most people with disabilities are not at conferences like this, and they don't know that these things exist, show so how am I suppose to know that I have a website to go to. Because that's amazing, but if I don't know about it, it doesn't do any any good. Where are young people? Yes, everyone will say social media. That's true. Just because I have a social media profile doesn't mean I'm going to find your dp on social media. That's not how to works.

I argue to bring a young person in to be your social media specialist. That's helpful. Bringing in a person with a disability, that's even better. People in disabilities are in different spaces. That's reality. I'm in a lot of spaces that nondisabled people are in. But I'm in additional spaces they're not like USBLN. There are so many more, the national council of independent living, a huge group of self-advocates who are young and looking for jobs.

There are so many networks like this, a lot of the DOBEs at USBLN, they provide a service like this, Joyce Bender provides a service like this. But you really have to go to the spaces in which young people are, and when you're doing that, you have to remember people with disabilities should be in this conversation. It's not just go to young people. It's go to young people and then take it a step further. It's called asking the other question.

So not just being here, you have to go that step further or 10 steps further. On that note, I think it's really important to note that not just young people -- nobody wants to be tokenized, and so to be the only person at the table feels really crappy. And so when I go into an interview with someone, honestly, I think it's important someone over here mentioned their takeaway point. It was a great point, saying don't ask a person with a disability what they need, because they'll tell

you what they need. But that's not always the case. I would say, it's not don't tell them what they need, it's don't assume what they need.

So asking, putting the question out there, can never hurt because there is a lot of people that aren't going to ask and they might suffer in the interview process because of that.

So if every one of your hiring managers asks, do you need an accommodation prior to your interview, just a simple email, do you need an accommodation, if you do, and have a form letter to fill that out. Maybe I was too afraid to identify in the process, but that doesn't mean I don't need an accommodation for your interview.

And if I don't need an accommodation for your interview, at least I know that you put the question out there and you cared enough to ask and you knew enough to ask. So then in the interview, I know you can't ask as a hiring -- I've been in HR, I know you can't ask, do you have a disability, but at the same time, you can say, do you want to hear about your diversity initiatives? Is that something you'd like me to talk about? Because I might not necessarily know to ask, but if you give me the information, then I can keep asking questions and you're more likely to self-disclose.

So from the start, creating an inclusive culture for the next generation at your company is a big deal because that's going to make those second group of people who aren't identifying coming in, at least knowing that that was a part of the process from the beginning, and that makes them more likely to identify in the end.

I understand that doesn't address the current people, but it does address the young people coming in.

>> SCOTT HOESMAN: So Tailor we work at inQUEST with large global companies on diversity and inclusion strategies. We know how much energy goes into website, especially for some of the organizations in this room, and the process to make changes.

Has anyone tried to make a change to your website? Right. And lives to tell about it? Right?

(Laughing).It can be a daunting task. I think this is key. I'm going

to ask it this way, what are the practical things you look for? You say you Google and go on the website. With a are the signals to you that this is an organization that is disability inclusive, or perhaps one that it's maybe just a little smoke and mirrors. Can you talk a little bit about that?

>> TAILOR DORTONA: So having the banner. That's the image up at the top, having that have a racially diverse, disability looking diverse, and token gay person because they're

wearing a rainbow on the shirt. That's great, that's important to have visibility, but visibility is not enough. And like I say, having the paragraph is not enough.

For me, having multidimensional ways to express your diversity within your company is important. Instead of that paragraph, make a YouTube channel. Make a YouTube video. Put that video on there so I can watch a video instead of reading your paragraph because paragraphs aren't accessible for everybody.

And videos more likely to be accessible. You make sure that video is captioned and has audio description. And make sure within that video, you're showing an inclusive picture.

So I guess that's the other point, so make sure that you're not further marginalizing people within the disability community because young people are more likely to identify with multiple marginalized identities. And it's great when someone asks me and takes a big interest in my disability, but then I still don't know if I can mention the fact that I'm gay. And I still don't know if I can mention the fact that, you know, I have family from Columbia and grew up with Latin culture, and I don't know that that's something they value. So just because you highlight one, doesn't mean you highlighted everything.

So I would say in the programs, to make sure that you don't make it one aspect of diversity. It's all aspects of diversity coming together. Whether that be your Employee Resource Group that you guys get together once a month and connect with other Employee Resource Groups, but there are people that identify with multiple marginalized identities and that's important to not exclude those people and not make them choose between different communities.

So yes, that's something I would definitely say. >> SCOTT HOESMAN: And Yves, I'm going to go to you next

on policies and practices. But in listening to Tailor, it makes me think of the session on universal design, right.

So we talk about universal design from a technology or product development standpoint. Are we talking about universal design as it relates to our diversity and inclusion strategies?

And that may sound counter intuitive, but really that's what I heard you talk about. Are we really incorporating the richness of all into our D and I work or is it, oh, this is the women's initiative in this silo, or it's February so it's this month and that means it's African American heritage month, here we go, put the posters up.

Are we doing and practicing universal design on how we are operating and diversity and inclusion practitioners in our organizations. You've been working, Yves, at IBM on a training initiative that you're particularly prawd of and rolling out.

I'd like you to share with the group because I think it would be counter intuitive to what a lot of us expect from a organization like IBM.

>> YVES VEULLIET: Right. Actually, thanks for raising this, Scott. Actually, you know, before I speak about that, I'd like to mention one thing about universal design.

We must move away from this niche perception of accessibility being doing something for this segment of the population. A very concrete example. Tailor mentioned captioning videos, right. It's important for the hearing impaired community, but it's also quite important for people who are less flew enter in a given language, right.

If you live in China where, by definition, English may not be easy for people, if they take courses given by IBM, which the language is English, they will more easier -- sorry. They will be able to understand the content and grasp the key message that are conveyed using this video.

Also, if you're fluent in English, but if you work in a noisy environment, if you are at an airport or if you work in a noisy workshop, for instance, you will be more than happy to have captioning added.

So it benefits everyone, regardless of whether we live with this or that disability.

Now, coming back to your question regarding the workshop. Actually, yes. As you can imagine in IBM, our -- you know, we have people who bring revenue and people who spend the money that employees bring.

And so I am on the right side. I spend the money.(Laughing).But there are also managers that do bring the money, and

they are in the front line, if I may say so. They have charts. They have business pressure. They have objectives. And so if you come to them and saying you're going to hire a person with a disability, who by the way, may require an accommodation that you will have to pay for, I'm not really sure that the smile on that person will be huge, right.

So what we did, we created an accommodation process that covers all the cost related to provision of a specific accommodation, it's covered by global budget.

An example of what we do, and I mentioned this during the workshop, I created this workshop to make people manager disability confident. In other words, to look at the main objective of that session is not that one manager leave the room, they will say people with disabilities are just hero, I want 20 of them on my team tomorrow. That's the not the point.

What I try to change is their perception of disability so that when they leave the room, they can start thinking of the

person first and not the disability. This may be a long-lasting journey. It's going to take time to change the attitude, but you know, no matter how far you go there is always a first step. And this kind of workshop is really a key piece in terms of changing the attitude of our managers, especially on front line.

>> SCOTT HOESMAN: I'm going to ask, this is an online program?

>> YVES VEULLIET: No. This is a two-hour classroom program. Because, you know, we are talking about human experience, human behaviors, and so I shouldn't say that -- I work with IBM, right. But still technology sometimes may not be the best way to approach in.

You know, I had a chance to go to different countries, and I could experiment because I live with a disability and I was in the business before joining the HR team. I speak their language. So I know what it means to have targets to take care of. Because I speak their language, because they see me, they can put flesh around the bone, if you know what I mean. And that's really essential.

That's why I -- it's not always easy to ask people to spend two hours of their precious time on this topic, but if they know somebody will come physically and meet with them, they will be more inclined to up.

>> SCOTT HOESMAN: Cyndi, I want to turn to you on this topic of policies and practices. You speak about how the Going for the Gold program, as part of the USBLN has been instrumental in helping TD Bank.

>> CYNDI DiCASTELNUOVO: Yes, definitely. We're allowed to have an infomercial if sitting on the panel, so that's what I'm going to do with Going for the Gold.

>> SCOTT HOESMAN: Fair. >> CYNDI DiCASTELNUOVO: How many have heard of it?

Good. How many had the opportunity to go to the panel this morning? Good. So I'll just start with a quick recap of what the program is. It's a cohort model, so it was originally six companies that came together to share best practices on disability and inclusion. It's really that simple.

Just a quick story, when I took on my diversity role over two years ago now, the Going for the Gold project was handed to me. They said we just started this project, it's with the USBLN, and you're going to lead it, and it's three years. And by the way, here is the price tag and how many resources you have. I said wait, what? I just got here. And by the way the legal team was saying you're going to sign a contracts saying you're going to hire how many people with disabilities?

But I'm proud to say it's one of the best things I've done in this role and one of the greatest things I've had the

opportunity to be a part of. We far surpassed our hiring goal at TD as far as what the project has done so we're very proud. Thank you.

(Applause).So there is two particular things I want to talk about that

I see directly tied to Going for the Gold. The first is our self-ID campaign. When we set out to do our self-ID campaign, it was compliance driven. It was an email going out to our employees with a lot of lingo that they weren't going to understand and they were not going to be inticed to self-ID.

We sat in the first Going for the Gold cohort meeting and one of the co-hort companies showed us the campaign. It was a great motion story and animated and sustainable. You were just so excited as an employee, because there was a what's in it for me. We took that back and said we're scrapping the self-ID campaign. We're still going to meet the deadlines but really need to get more creative.

What we did was, we took a step back and thought what's in it for me for our employees. We started tieing the self-ID campaign, which I'm sure many of you have done as well, to understanding what our diverse employee base looks like and how we're giving these programs back to our employees as a result.

But we can't do that if we don't understand what our employee base looks like.

So I think part of our success has not only been the hiring, but also the identifying within our organization. We've run the campaign twice, and we've seen a 1% increase in our people with disabilities that have self-identified each year, so we're up -- we've increased 2% in the last two years.

On the other side is the hiring. When I first joined the role, one of the things we did is created a role called the diversity talent adviser. Joclyn is in the room right here. I'll give a shout out. What is does is works with talent acquisition to identify people with disabilities. So she's working with local organizations, she's working with national organizations, and what she really did that benefited us and was a direct result of Going for the Gold is came up with a closed-loap process. As we're receiving the candidates and seeing a fit in certain roles within the bank, she's not only getting them to recruiters but requiring the recruiters to follow up with her in a timely manner so feedback can go back to the candidates.

Not only has it create add better candidate experience for some of these candidates that identify with disabilities, but we're starting to see our recruiters come to us and say that was great talent, can I work with that organization. She's doing a great job of tracking the organizations where we're seeing

success and putting capacity toward them.We're lucky that we were able to really sit down and take

the time to do that as part of the project. The last thing I'm say about Going for the Gold. I have a tendency to oversimplify and sometime it's good and sometimes it's bad. But I really think in this situation, just taking the time to focus on something, you start to see results.

When you've put dollars toward something, when you've put head count toward something, your executives are going to pay attention, your managers are going to pay attention, and your team is going to go back to them and say this is why we're important and this is why we're focusing on this versus something else. That's really helped us.

>> SCOTT HOESMAN: That's great. Kevin I'm going to come back to you in just a second on unconscious bias and some of the work you're doing at Walmart there. This is the head's up. I'm going to come to questions from you next around policies and practices. We'll take maybe two or three questions from the room. What would you like to know more about or have the panelists help with on the topic of policies and practices.

So before we do that, Kevin, talk to us about Walmart and what you're doing on unconscious bias.

>> KEVIN FRAZIER: Super. Thanks. So first a little bit about what the program was and what it's evolved into now.

So the program we have in place today is called GFE, good faith efforts. And we created it 12 years ago, born out of compliance, and it's basically compliance of two component pieces. One is develop to lead, where we expect our leaders to mentor two people and also to attend two diversity events. And it's tracked in a tracker called a diversity tracker.

So after 12 years, what do you think that program has kind of evolved into? A check the box activity. A check-the-box activity that people don't want to check the box anymore because I have to chase people down at the end of year and say you didn't put it in the tracker, well, but I did it. Right.

So I'm going to have to tell a quick story to lead up to where we're going with unconscious bias. So when I first took this role, I'm a guy that used to jump out of planes and blow stuff you have and I'm not a HR professional. The thought of HR was an alien thought to me. My bias was at work I had to be a HR professional to be in this work of diversity and inclusion.

But a good friend of mine, 20 years, said I need you over here to help me set up my strategy. When I took the role, I went around to constituents, one is Russell Schafer. Hoot and holler if you know him. Outstanding.

>> Woo hoo! >> KEVIN FRAZIER: Outstanding. So I went and picked

him up. Up until that point I never guided a blind person before. I was nervous and stiff. So he grabbed my arm and the military in me just kicked in. Russell, just to the left you got a wall, about 30 seconds we're going to be to know target, coming up in 30 seconds. I was barking out all these orders. I still ran him into a wall, but my heart was in the right place.

(Laughing).And so he made a comment to me. He says, you know,

military guys and seeing eye dogs make the best seeing eye dogs because you say whatever is in the path. So he's teaching me daily.

But I remember, as we were heading out to lunch, he asked me could he drive. That's a true story. And I froze like a rock. I was like -- and he goes I'm joking.

(Laughing).But I was happy I was driving my wife's car at the time

just in case.(Laughing).So we go out to lunch, and he goes, Kevin, and we talked

about each other, here is who I am and here is who I am. You know what? You seem like a really good guy. He goes, in your role, I need you to make one promise to me. So he knew right away if he got his hands on a big rope around my heart and took a tug, he would have me forever.

And so he says, I need you to make me a promise, in your role, please don't forget us with disabilities because we are always the ones that seem to get left behind. Because not all of our disabilities are visible, and so people don't think about us first, so please don't -- and I was like okay, man.

And so then we hired him into the culture diversity inclusion program so he could help hold me accountable in that process. That's the set-up to what comes next.

We knew the check-the-box was dead and there was no resuscitating it. We had to put a plan together for how we were going to use unconscious bias as with a way to propel change. We're in the mist of getting ready to launch in February 2017, our unconscious bias program, it's going to be based on four key things.

One, starting with leadership, of the 600 officers within the company, because my grandfather says the fish stinks from the head down, so start there. So starting with leadership, give them a safe self-assessment ability. Let them go do a self-assessment outside of the Walmart network so they can understand what their individual biases are.

Secondly, have a face-to-face and interactive train sog they can reflect what their bias is and how they manifest, right. How they actually manifest.

Second, is the e-learning platform so they can continue unconscious bias learning. The second spees a series of toolkits and bias interrupters. That's in development now and about to launch it in February.

The whole program is called from unconscious bias to conscious inclusion because a lot of times people learn their unconscious bias, and then the next question is, okay, now what? All right. Which is a fair question. So if you don't give the tools that help change the behaviors that manifest from bias we only half educated people and that's half done.

If you mix what I said earlier about the culture and diversity inclusion score card, now we know that you're up to speed on what you're supposed to be up to speed on, and now we're measuring to see if you're manifesting your behavior differently.

>> SCOTT HOESMAN: I think that's a great story on a number of level, Kevin. And the take away from me listening to you is, how often do we keep investing and wanting to make something work that we know isn't getting us the results. Right.

So what I really appreciate, because it would have been really easy for them to say, you know what? We're going to double down on the tracker mechanism and keep checking the boxes and launch a brand new public campaign around it. But in 12 years that wasn't getting them where they wanted to go. So I appreciate the ability to flex and really evaluate that you may need a different solution and it's not always about keeping and applying pressure on the same old solution.

Thank you for that. Let's take a couple of questions on policies and practices, if we could. Let's see. I see a hand in the back and then I'll come right here. If we could pass that down, please. Thank you.

>> So I was wondering what your kind of advice is on including disability in maybe organizations that are really focused on diversity and inclusion in a traditional way, meaning they haven't really thought about disability as part of that.

One of the reasons I say that, as a student who is a senior ins, one of the most infear rating things for me when I look on a website is I see great stuff on diversity and inclusion, all these great program, but they always leave out disability a lot of times.

If you look at Apple website on mission on diversity and inclusion, you won't see one reference to disability, which is really interesting.

>> SCOTT HOESMAN: Who wants to take that one? Tailor, do you want to start us off?

>> TAILOR DORTONA: I guess to start, first can he stand

up and introduce himself? He's one of the career link mentees and I think that's important that you see who is talking by the way.

>> SCOTT HOESMAN: One more time on your name.>> I'm Brian Strummer. I'm super interested in HR so this

is fun for me. >> TAILOR DORTONA: You're a high schooler?>> I'm a senior at Vanderbilt but thank you for the

complement.(Laughing). >> TAILOR DORTONA: So saying things like that, that

that was the first person to ask a question, because this is something on young people's minds. It is always on my mind when I'm looking at a new company, it is.

And I think for -- >> SCOTT HOESMAN: So what would you recommend be done

when we see a company is all about diversity and inclusion and yay, and disability is nowhere to be seen?

>> TAILOR DORTONA: Got it. So that's unfortunate. The short answer would be find a better company. It would be find a company that does have it because you can waste your time, but if that's the -- I'd say that's the bear minimum. If a company has not met the bear minimum, if that's something that's important to you and that's something you positively identify with, then that's, for me, would be time to find a new company.

That said, you want to go into HR. That could be a time to say, hey, you want to go to Apple, say Apple, you don't have this. Why don't you have this? I would encourage young people to not limit yourself to what jobs are offered because there is no reason you can't say this is an area of opportunity for you and a will blank space in your organization. I find them all the time when I look through company's websites, like who is doing that? When you talk to someone, it turns out it's a volunteer thing, or business resource, or employee resource responsibility, but it's no one's actual job. That says a lot, too.

Is it someone's job? Is the company paying someone? Do they care enough to make it someone's job to get this done? Is someone accountable for this? If it's a volunteer group, Employee Resource Group, or business resource group, there is a level of accountability, but it's not the same as your salary is dependent on getting the job done.

>> SCOTT HOESMAN: It's a signal to you, brien.>> Before you move off of that. In the spirit of

transparency, because I think it's a brilliant question, part of what I discovered in my role, and I've been there for just under a year, when it comes to diversity inclusion, we do historic

things, women and people of color. Right.So full transparency, we are not very good at specifically

the disabilities part, but let me tell you some things that we are good at and some things we're trying to get to.

So the things that we're good at is we are, our ability, ARG is headed up by our chief merchant. So when you think about our chief merchant, they merch.

(Laughing).And in a retail business, that's pretty much as high as you

can go on that side of the business, and he chairs that ability to ARG, our association resource group.

And so that's one of the things, so that individual takes this stuff very seriously.

Secondly, water on a stone, as we're trying to get better with our program, one of the things we're pushing on and weren't successful the first go around, which is helping get to this whole identification thing, all right, the self-ID because, again, I'll go back to something I said earlier. You can't manage what you don't measure and what you can't measure, so until we get to a point where we can measure people with disabilities like women and people of color. But we're res lute, we will get there. I hope that answers your question.

>> SCOTT HOESMAN: Thank you. Let's go here to next question and then to you.

>> My question is, Kevin would you mind sharing what is the tool that you used for the safe self-assessment that you allowed your leadership. And then you talked about a follow-on program where they could discuss it, I guess, and then e-learning. I know you said some of that is development, but anything you are willing to share is appreciated.

>> KEVIN FRAZIER: Absolutely. I'll give you the easiest first. The self-assessment, we use the Harvard IAT assessment. And if you've not taken that before, there is several. There is one with disabilities. There is one with gender. There is one with sexual orientation, the whole nine yards. I stopped taking them because I started not liking who I was.

(Laughing).So I had to just stop. But the second thing is we're in

the process of doing a customized face-to-face training. There is a company, actually I can't give this company a plug because of legal reason, but there is a really big company out there that does it really well on the e-learning program. If you see me after I can probably whisper to you.

>> SCOTT HOESMAN: Question here please.>> I have a question. I don't know if this question falls

actually under policy and practice, but I wanted to find out, is

there a perspective from an employer that hires people or individuals with disabilities just because they get funding from the government, and they get tax break, so when you think about it, I don't know if that's considered a good thing from our perspective, or you know, it's like it does have some cons too.

>> SCOTT HOESMAN: So love that question. So what is your view, panelist, of an organization who hires candidates with disabilities just because they get the tax credit, right, or just because they get the kind of bonus or lift from a financial incentive, I believe is the question. Is that a good thing or bad thing?

And Yves, you've been at this for a while, what's your view?

>> YVES VEULLIET: Right. Maybe I can share some global perspective on this. As you can imagine, in a lot of countries now days, there are quota to kind of force employers to hire people with disabilities. It's the case in more than 28 countries worldwide, and believe me it does not work.

Company, honestly, prefer to pay tax versus hiring people with disabilities. And why? Simply because they don't get the motivation to do it.

You know, it's easier for a big company to pay a tax. You know, it's one more column on the spreadsheet. Where as hiring people with disabilities requires human investment, financial investment, hiring people, accommodating people, putting in place the appropriate accommodation measures you need, that does not work.

So if you really want to be successful in your hiring opportunities and your hiring strategies to encourage the retention and development of your people with disability, focus on skills, talent, and the person. Nothing else. Nothing else.

>> SCOTT HOESMAN: Great. Thank you, Yves, for that. Here is what I would like to do as we conclude our time because we are approaching our time, believe it or not, that 75 minutes went very fast.

Here is what I would like for you to do. We're going to end the way we began. I want you to think about one nugget, one takeaway, one idea, or one question that you have having heard and listened to our esteemed panel.

So I want you to think about what that is. What's one takeaway, a nugget, idea, or question. And this time, we'd like for you to turn to somebody next to you, active inclusion, active inclusion, to the best of your ability, and engage them and just quickly share, 30 seconds each, what was that idea or takeaway.

Pair up. Make sure no one is not partnered. Right. Make sure we hear from everybody. Go.

(multiple speakers speaking). >> SCOTT HOESMAN: All right. If we could have

everyone's attention. What is it? This? Is it this?If we can have everyone's attention, please. Please, if we

can have your attention. Folks, please tell your partner, thank you for sharing. Thank you for sharing.

Okay. That was all. Those are just two words. Thank you. Thank you.

All right. We're going to wrap up. Your attention, please. Your attention. Your attention. Your attention, please.

Thank you. Thank you.I want to draw everyone's attention to the noise level of

inclusion for those of you who could hear.(Laughing).(Applause).Could you not feel and experience what happens when we

release something as simple as four minutes to give you in this room a chance to talk and dialogue about what's on your mind and what your takeaway is. So if there is something about this session that we want you to take away, inclusion is an active sport.

It's not passive. You have to be conscious and deliberate in your activities. We would be remissed, please, if we did not give our four panelists a big hand and a thank you for their wisdom.

(Applause).Enjoy the rest of the conference. We'll see you next time.

Thank you.(session completed at 1:45 p.m. CST)

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Communication Access Realtime Translation (CART) or captioning are provided in order to facilitate communication accessibility and may not be a totally verbatim record of the proceedings.

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