Many employers have recognized the importance of increasing diversity in their workforce. This should come as no surprise, considering the large body of literature that supports the benefits derived by firms that execute effective diversity strategies. Research has shown that when diversity is managed effectively, it can lead to improved problem-solving, creativity, marketing capabilities, and overall communication within the organization. To ensure that diversity is embraced across every level of the organization both management and senior level executives’ should be supportive of these initiatives. Once this is established, a firm can focus on the various elements within the recruitment, hiring, and retention processes.

There are a number of different tactics that should be considered as part of a firm’s diversity recruiting strategy. One method might be to add personnel that focuses solely on Diversity Recruitment (i.e. Chief Diversity Officer). While this might be a highly effective method, the creation of an additional position may be too expensive for smaller organizations. Another option might include placing ads in diversity focused journals, or on-campus college recruiting. This can also be very effective, but can be extremely time-consuming due to the tediousness associated with the review of numerous resumes, and the travel needed to visit college campuses. Another method might include tapping into your current employee base for new talent. This is often the most effective method because good employees refer good employees. However, if a lack of diversity is currently an issue it is likely to be reflected by a shallow pool of diverse referrals. Another option might be to employ a third party search firm. Again, another highly effective tool, but without a thorough evaluation of your needs they may not capture your corporate vision.

When considering retention, it is important to recognize that this process occurs before, during, and after an employee’s hiring at a firm. Prior to the candidate being hired, it should be the goal of any successful company to create an environment of inclusion where people feel valued and respected. Establishing this type of company culture creates an optimal environment for the arrival of any new-hire. Once the candidate is hired, diversity may be managed by utilizing tools such as mentoring and employee resource groups (ERGs). Research related to ERGs has found them particularly effective in reducing turnover rates associated with managerial-level minority employees. Mentoring can also be effective when the mentor is truly interested in the mentees career goals, as opposed to someone who is simply assigned to keep an eye on them. Finally, exit interviews should be conducted to identify any unhealthy patterns of activity that might prove harmful to the retention process. These can be an effective tool when the firm is willing to act on the information gathered.

It is important to acknowledge that increasing the diversity in a company’s workforce can represent a true paradigm shift, and may take years to achieve. But, when carried out successfully, it can have positive effects on every level of the organization. Ultimately, this will be determined by the feasibility of the strategy, how well it is implemented, and the level of commitment within the firm.

Parker has worked across various areas of corporate America for over ten years. His areas of expertise include banking, sales and marketing, pharmaceuticals, and management.

Q. How did you initially get involved in accounting and advisory services?

Right out of school I started with KPMG in the audit business, and worked on a variety of clients. My career started in financial services as an auditor. I really loved it, and I set my sights on trying to become an audit partner at KPMG. My career progressed naturally, and something I share with a number of people I’ve mentored is that you never know what direction your career will go.

At the time when I was ready to make partner in the late 1990s there was major consolidation in the financial services industry. Unrelated to anything I was doing, the market was changing, and I was left to take stock of my own skills and do something different. I was fortunate to be a part of a firm like KPMG that allowed for this flexibility and growth. I took that chance with IT advisory services. It created a whole new experience for me, and it also made me realize a lot of the skills I had developed in audit served me very well on the advisory side of the business.

Q. Did you ever see yourself as an executive when you started out?

When I started out beyond the idea of eventually becoming a partner, my focus was really on shorter term goals. I tried to set my sights on what I wanted to accomplish five years out, and have used similar five-year increments since then to remain on track, which continues to serve me well. At the same time, it is important to allow for some level of flexibility in your career plans, so when a new opportunity presents itself, you’re able to switch course and take some risks. I’ve found that when I’ve done that, although it may be uncomfortable in the beginning, that’s really where you grow the most. I’ve never regretted when I’ve taken a different path than I originally sought out to do.

I always had confidence in my abilities. Much of that came from the example set by my mother, who had a very successful business of her own. Having this role model was so important for me, especially early in my career. When you are trying to work and have a family, although it’s certainly hard, when you’ve seen someone else do it, you know you can, too.

Q. Have you ever noticed any stereotyping or double standards as a woman?

I’ve never felt that, and I think that’s because I had the mindset of seeing other women succeed, not only at KPMG, but also within my only family. My mother worked, my grandmother worked, and my aunts worked. We all did it and we were all successful. I tended to not focus on perceived stereotyping. Instead I said, “I’m going to make whatever project I get the best.” From my standpoint, I didn’t see a double standard. Having said that, I think it’s a tough job and tough profession for women. It’s a lot of hours, it’s demanding, but today there’s so much more flexibility than when I was starting out. I think in this day and age there are certainly more opportunities and options to making it all work, particularly when you’re trying to raise a family.

Q. How do you think the workforce has changed since you began your career?

It’s so much more fast-paced. When I reflect back, my first five to ten years, we didn’t even have voicemail, much less a PDA or PC. When you went home that evening, you basically went home. When I look at how the business environment has changed, there’s total access all the time. In so many ways, that makes us so much more efficient. But in other ways, it’s very hard to unplug. The social impacts of technology and media are the most significant changes I’ve seen in the workplace throughout my career.

Q. What are your greatest blessings?

Definitely family. When I was traveling and my daughter was a young teenager, she resented that I worked so much, I questioned if it was the right thing. As a young woman now, with her own career ambitions, I asked her recently if she ever wishes I had picked a more traditional path, and she said “No! You love your job.” It helps to validate that you are setting a positive influence for your family. The other huge thrill from my job is watching the people I hire grow, excel, and reach great milestones in their career. That sense of pride in lifting up others throughout the organization is a huge blessing back to any executive.

Recently, I attended the 50th anniversary of Catalyst. As I watched the founders and leaders speak, I reflected on the myriad of women they have nurtured and inspired along the way.

They reminded me of my own mentors—the women who taught me to step up, speak up and not be afraid to lead. In particular, I thought of my mother, my biggest mentor, who passed away in March at the age of 88.

Mom was instrumental in shaping who I am today. She inspired me to dream big and be a leader. She came from humble beginnings. She was orphaned at an early age and received only an eighth grade education. Yet she had so much tenacity, and she taught me so much.

When I was a year old, I was diagnosed with degenerative osteoarthritis in my left knee. I spent my first few years alternately in a leg brace, a wheelchair and on crutches. My mother was always by my side—during the multitude of doctors’ visits, numerous tests and treatments and seven major operations. She asked the doctors lots of questions and made them write things down for her so she could go home and look them up. At night I would see her leafing through encyclopedias, and with the doctors’ notes beside her, she would begin her research and educate herself about my treatment program. She was undaunted by her lack of formal education and committed to learning all she could to help me.

My most vivid memory of my mother was when the doctors told her I had been accepted into a pilot treatment program at age five, and I would have to undergo what would be my first exploratory surgery. As part of the program, we had to spend six months in Galveston, Texas, for the pre- and post-surgery observation and evaluation.

Later that day, I was surprised as Mom made an unexpected stop at our church in the middle of the afternoon. As we entered the church, my mother took my crutches and laid them on the back pew. Then she knelt on the floor and picked me up in her arms. On her knees she crawled from the rear of the church to the altar at the front, carrying me with her. She was saying her prayers softly and tears were running down her cheeks. When we got to the front of the church I asked her why she was doing this. She told me we were going on a “journey” alone. My father and brothers would remain in San Antonio. She admitted she was scared about the unknown and needed to ask for help from others. Mom said she was praying for the strength and courage to be a good mother.

I learned from Mom that you cannot achieve success alone—you need support for your efforts. As she told me, it is ok to ask for help—even though the risk of doing so may be high.

When I was little, I remember playing a game where I took a rolling cart and stocked it with “supplies,” pushing it to each room in the house, knocking on the doors and announcing, “Housekeeping—I am ready to clean your room!” My mother watched me do this a couple of times, and then she said, “Let’s go swing outside.” As she pushed me on the swing, she told me she wanted me to swing high and shoot for the stars. Mom said, “Being a housekeeper is a great job, and I would be proud of you if you choose that as your profession, but I want you to ‘dream big.’ Why not become the manager of housekeeping, or the owner of the hotel?” Mom inspired me to always set the bar high and never be complacent.

Years later, when I was considering a career transition from law to diversity and inclusion (D&I), I told Mom about my trepidation. She advised me to read and become an expert on the subject. My mother suggested that I identify the leaders in the field of D&I and then reach out to them, just like she did with my doctors so many years ago, asking questions, taking notes, and then reading and learning more. It is a practice I have continued throughout my career.

As I sat at the Catalyst dinner, I watched a parade of remarkable women leaders living my mother’s teachings. Like my mother, they had to conquer their fears to speak up and challenge the status quo for women. Like my mother, they had to ask for help to build the support they needed to realize their vision. Through their success, they continue to inspire and motivate others to set the bar higher, dream bigger and make it happen.

Linda Jimenez has spent 20 years specializing in labor and employment law.

Social justice is extremely important to me. There are all kinds of people in the world—some are welcomed by all; some are not. Gays and lesbians are one such group that hasn’t been universally accepted, they are an “invisible” minority who, like all minorities, strive for equality and fairness. In my view, standing shoulder to shoulder with the GLEE community is the right thing to do. When I was approached to be the Executive Sponsor of the CSC Gays, Lesbians, and Everyone Else (GLEE) employee resource group (ERG), I immediately accepted. I’d gladly do the same for any other group that faces discrimination, lack of acceptance or lack of welcome.

I recognize the business benefit of supporting LGBT employees within the CSC community. By fostering the professional development of our LGBT employees, CSC increases its ability to recognize and retain the best talent it can. CSC benefits by not judging any group or individual on anything other than the quality of work they bring to the company and our clients. I believe ERGs help to enable that mentality, thus attracting and retaining quality employees. Smart, dedicated, committed and creative employees come from all walks of life, and we should be welcoming to all of them.

As of January 2012, almost twenty-two years after the passage of the Americans with Disabilities Act, the unemployment rate for people with disabilities stood at 12.9%, compared to an 8.7% rate for people without disabilities. Moreover, labor force participation for people with disabilities, at 20.0%, remained considerably lower than that for persons with no disability, at 68.9%.

Many factors, such as readiness to work or significance of disability, influence employment outcomes. Nevertheless, many individuals with disabilities that are willing and able to work remain unemployed. Furthermore, as the workforce matures and military veterans return to civilian life with service-related disabilities, the numbers of people with disabilities seeking to enter or remain in the labor force will continue to grow.

Managers and coworkers may be concerned that people with disabilities may not be able to perform the essential functions of the job without special assistance. Additionally, managers may be uncomfortable with holding employees with disabilities to the same performance standards as other employees.

People with disabilities can enhance business success through the introduction of fresh ideas and perspectives from a segment of our society that is, in many ways, not utilized to its full potential. In my opinion, all we need is the courage to step a bit outside of our comfort zones to convert that potential into profitability.

According to the American Bar Association, the legal profession has the least representation of racial and ethnic diversity than all professional careers. Diverse attorney attrition is another troublesome issue in the legal industry. To combat these trends in law, the Center for Legal Inclusiveness (CLI) was founded by a group of Denver-area lawyers and professors in 2007. Headquartered in Denver, Colorado, the CLI is taking a focused approach on working to improve the retention and advancement of diverse attorneys by helping legal organizations create more inclusive workplaces.

“Lawyers are the guardians of equity and justice in our society. For lawyers to be at the bottom of the list with respect to all other professions in terms of representation by racially and ethnically diverse numbers is embarrassing and honestly, quite shameful,” said Executive Director of the CLI Kathleen Nalty. “If everyone involved in the justice system isn’t diverse, and people coming to the courthouse obviously represent every aspect of society, then there’s a big disconnect there. I would hate for people to lose even more confidence in the legal profession because it doesn’t reflect society as a whole.”

Racial and ethnic minorities comprise approximately one-third of the U.S. population, but only 11 percent of lawyers. Attrition rates are remarkably higher for minority attorneys, particularly female attorneys of color. The number of African-American and Mexican-American students graduating from law school has also remained the same for almost twenty years. Besides these shocking statistics, CLI highlights three reasons why diversity is important: improving the product for clients; enriching the work environment; enhancing the overall image of the legal profession.

“In 2004, that was a wake-up call for the legal profession, and it actually provided a catalyst for a group of folks in Colorado to really look at what needed to be done, what was the missing piece in the diversity discussion and the legal profession, and that’s how CLI got started,” said Nalty.

Since its beginning CLI has been proactive at reaching out to legal professionals and attempting to make profound changes in a stalwart industry. Its most recent initiative, Step Up For Diversity: Take Action to Build An Inclusive Legal Profession, is a national grassroots campaign launched in October 2011. A web-based campaign targeting attorneys, Step Up For Diversity is aimed at getting corporate counsel, supervising attorneys, and all other attorneys working at the individual level to make real progress for diversity by making legal workplaces more inclusive.

CLI created action items (which were born out of a focus group of attorneys who discussed hidden barriers for diverse and female attorneys) that attorneys can complete, like “taking a diverse attorney to coffee” and “creating opportunities … like corporate counsel inviting them to make presentations.”

“Step Up for Diversity is a concrete action item program that allows diverse attorneys to interact with decision makers so they can benefit their careers. It’s not just a glossy brochure or a fancy mission statement, but something that everyone can concretely commit to in terms of action statements, both large and small,” said Franz Hardy, CLI Board Member and Partner at Gordon & Rees LLP.

CLI has also designed the only legal inclusiveness manual and website. Called Beyond Diversity: Inclusiveness in the Legal Workplace, the nearly-500 page fifth edition of the manual was released in January. The legal inclusiveness manual was first created to address retaining and advancing diverse legal professionals. Nalty helped create the manual, which was adapted from a six-step inclusiveness manual for the non-profit sector.

“CLI really was the first organization to create the kind of manual that they did. It’s beyond, ‘we need to go out and create inclusive workplaces,’ but here’s how you do it. And here’s some things you are going to encounter along the way,” said co-author Dr. Arin Reeves, who owns Nextions, a professional leadership training and business coaching service.

Adds Nalty: “Any legal organization can use this to address the hidden issues in workplaces that cause women and diverse attorney to walk out the door sooner than you would want.”

To complement the manual, CLI created an Inclusiveness Network – a group of 29 legal organizations that are formally implementing the inclusiveness manual. The Network, formed in 2008, is comprised of 14 law firms, four corporate legal departments, including Walmart and DaVita, nine government legal offices, and Colorado’s two law schools.

Walmart’s Legal Department, which became part of the network in January 2011, employs over 300 people, with more than half of them attorneys. With 43% of the department female, and 32% of diverse background, Walmart needed to develop strategies to retain their diverse employees.

“From the manual, we learned what it is to have Diversity 2.0 – it’s not only diversity but also inclusion. We’ve tried to create an environment that is inclusive, where people feel that they were brought here to be nurtured and hopefully they continue to learn and grow,” said Michael Spencer, Senior Associate General Counsel for Walmart’s Legal Administration & External Relations.

In its home state of Colorado, CLI created the first-ever Colorado legal leaders Roundtable, with a focus on general counsels and managing partners. The group created a model with action items for each leader to implement in their respective organizations.

“We knew with inclusiveness, being a new concept in the legal profession, we would need to teach people what it was, and how to do it,” said Nalty.

CLI hopes to make their sixth annual summit their largest yet, held this May in Denver. Spencer can attest to his experiences at the last summit.

“I think [the Summit] was very eye-opening as far as the struggles of what other legal departments are going through. It gave us a feeling that we are in this with many other people. I think [the Summit] is something Kathleen Nalty should be commended for because she was able to bring so many people together under the same banner. To hear other people’s stories as far as what worked and doesn’t work … it was incredibly helpful,” articulated Spencer.

Although Reeves has been involved with the organization for a few years, she sees the organization’s trajectory from an outsider’s perspective, noting its national growth and the power of its message.

“CLI went from Colorado-focused to being in demand on a national basis. One of the reasons why CLI is asked to speak at national conferences and organizations like Walmart ask to be in the inclusiveness network is because organizations and entities are looking for what can really change, and here you have an organization that has created resources and talks to you about it,” said Reeves. “The journey from being a small not-for-profit from Colorado to a thought leader nationally is something that is worth repeating. That’s the power of the idea.”

Often referred to as the “model minority,” Asian and Pacific Americans are more than a stereotype. With the highest educational attainment level and median household income of any demographic in the country, it is easy to see why Asian and Pacific Americans have gained a reputation for drive and achievement. From pioneering early film star Anna May Wong to fashion designer Vera Wang, YouTube co-creators Steve Chen and Jawed Karim and Yahoo! co-founder Jerry Yang, to journalist Connie Chung and current NBA sensation Jeremy Lin, Asian and Pacific Americans have designated themselves in every aspect of American life.

From the first Japanese and Chinese immigrants in the nineteenth century to today’s influx of Filipinos and Indians, Asian- and Pacific-Americans’ heritage represents one of the most vast and diverse continents, with a wide mixture of religions, ethnicities, and political views. New immigrants contribute to further diversity amongst the Asian- and Pacific-American population.

Correlating with Asian-Pacific American Heritage Month this June, Diversity Journal takes a closer look at Asian and Pacific Americans in business. Through history, trends, stereotypes and values, learn more about this underexposed minority with a long history of business evolution, growth, and success.

Asian-American Small Businesses

Why do they do it?

Ethnic communities have grown immensely within the past forty-five years, encouraging economic growth in these enclaves. The prevalence of Chinatowns, Koreatowns, and Little Siagons show the variety of Asian-American shops, purveying everything from food to flowers. According to the U.S. Census, Asian Americans, more than any other ethnicity, are most likely to own their own small businesses. A whopping quarter of all Koreans are self-employed, with more than 27% of foreign-born Koreans owning their own businesses.

Experts and academics have attributed small business growth to the fact that many immigrants find it difficult to find a “regular job,” most often due to their lack of English fluency or employer discrimination. Therefore, they enter into business, thus creating a job for themselves and often their families, too. This theory is true for most immigrants and ethnic minorities. Using family (and other cultural resources,) is another reason why many immigrants enter into business. Having this labor plus a network that will help set up and grow the business is important. Opening a business in an ethnic enclave, too, is often a guaranteed business success.

“The passion to start my own business began formulating ever since I was a little kid. I would always observe and admire my father’s leadership and management ethics while he ran his manufacturing business in Taiwan,” said Wendy Shen, President and CEO of FLOMO/Nygala Corp. “The lessons he taught me in business, coupled with the enjoyment I got out of coaching people and being creative, gave me the experience and power to make my own business dream a reality.”

Over time, Asian Americans have evolved their businesses from shops and services, like nail salons, groceries, and restaurants, to professional and skilled services, including law, medicine, and technology. Through integration and moving out of the ethnic enclaves where the former services are located and profitable, this process continues.
“Asian Americans have come a long way in the last two decades when you would only see Asian doctors and cab drivers in the U.S. Now Asian Americans have truly come into mainstream America and entered various industries and fields, although Asians Americans have still a long way to go and a lot of things to learn about the art of management and leadership,” said Ravi Kapoor, Director of Business Analytics at Rockwell Collins.

Partner at Lewis and Roca LLP Lisa Wong Lackland affirmed this trend: “It’s encouraging to see that law is becoming a more prevalent career choice for Asian Americans.”

Added Eduardo Kim, a partner in Cleveland law firm Thompson Hine LLP, about his experience as an Asian American in law, “I have found a dearth of Asian Americans in the law profession in Cleveland (unlike New York or Los Angeles), which has been to my advantage. Many clients seem to prefer to work with me and I have been given ample opportunities for advancement within my firm.”

Asian-American Women in Business

What has motivated women to enter the business field?

According to the Asian American Business Alliance, there is a subtle gender privilege among the Asian-American community. This privilege usually offers more for the male than it tends to for females. It is this that brings forth other Asian social issues, and may contribute to Asian-American women entering the business world and becoming their own bosses. For Sherin Koshy, Assistant Vice President and Business Development Officer for PNC, her interest in business began early, despite gender biases.

“Finance and banking at the time in India seemed like a very male-dominated field and I knew I wanted to make a mark in it.”

With all of the strides that Asian-American women have made, Senior VP and Regional Manager of Union Bank Robbin Narike Preciado still wishes there were more women taking leadership roles. “I would like to see more of an evolution, especially with Asian-American women in executive management and even CEO positions. We need more mentors across industries,” said Preciado.

How have women’s groups been helpful to Asian- and Pacific-American women?

Organizations and groups like Asian Women in Business (AWIB) and Asian American Women in Business (AABWA) have given women an opportunity to form contacts and network with other Asian- and Pacific-American women in business. These organizations also provide women with options for further learning through workshops and scholarships. In the 1960s the first Asian woman organizations were founded to help further civil rights causes and provide women with more opportunities. Now groups like the AWIB, founded in 1995, have become even more specified, with a focus on assisting Asian woman entrepreneurs.

As Shen said, “I have gained a lot of knowledge personally and for my business in the Women Presidents Organization, Vistage CEO Group, and minority-owned business groups that I am a member of.”

Employee resource groups (ERGs) in the corporate setting give many minorities, including Asian- and Pacific-American women, the same opportunities that the former women’s groups afford while remaining within the company’s sphere.

“I have been leading the Asian American forum for the last 12 years—first at GE and now at Nielsen. I helped launch AAL (Asian Americans Link) at Nielsen in 2008,” said D Sangeeta, Client Service Executive at Nielsen. “I have observed that Asian Americans when mentored soar to higher heights.”

Suyin Hwang Copley, Organization and Talent Development Leader, GE Transportation, has been active in GE’s Asian Pacific American Forum even before it was a formal organization. “I appreciated the opportunity to network and ultimately to practice skills that I wanted to improve upon. I am passionate about my involvement in APAF and have connected with so many special people.”

Immigrants

How does being an immigrant or being raised by immigrants help Asian and Pacific American businesspeople?

Being an immigrant or being raised by immigrants has many benefits. The immigrant’s strong work ethic is an old notion. Although this may be somewhat of a generalization, it is often true. Having less of a support system and organizations to fall back on, many immigrants have a strong work ethic, which is often related, in their minds, to potential success and financial stability. These values are usually transmitted and instilled into the children of immigrants.

Being an immigrant or the child of immigrants also provides a business person with closer ties to the homeland. For example, a son of Chinese immigrants may not have a direct connection with China, but grew up speaking the language and is accustomed to Chinese ways. Thus, in a business setting, the Chinese American will have an upper hand over his colleague because of familial knowledge. This is especially important in an age when Asian nations, particularly China and India, have massive populations and exponentially-growing economies. This can also be an advantage when dealing with cultural differences in international organizations that have multiple global offices.

“The rise of Asian economies has opened opportunities especially to those who are multi-lingual and multi-cultural,” said David Wu, Director of Strategic Development at Rockwell Collins.

More specifically, Linda Zhang, Partner in Charge at KPMG’s U.S.-China practice, related, “Since I grew up in China and have spent the past 17 years in the U.S., my understanding of both U.S. and Chinese culture and my language abilities definitely help me be a better advisor to my clients because I’m able to assess issues using both perspectives.”

What are the challenges of being an immigrant or child of immigrants in the business world?

The most obvious challenge is language—not knowing English—which prevents many people from being able to communicate effectively within the American business world. Communication is key in business, whether one is a shopkeeper or in the C-Suite of a Fortune 500 company. As Ming Lau, Senior Manager of California Weapon Systems for Sandia National Laboratories advised, “For Asian-American business leaders, perfect your communication skills.”

Being bi-lingual has aided Martin Lu, Executive Partner at New York Life’s Long Island General Office. “My heritage has been beneficial because I am able to communicate in-language and this helps me to develop customized financial solutions for immigrants or Asian residents that don’t speak English. I am able to build trust within the Asian community and my career has blossomed because of this trust and the common bond I share with them.”

Different customs can also have negative impacts in forging business relationships. For example, many Asian and Pacific cultures avoid direct eye contact when shaking hands, while Americans find direct eye contact a sign of strength and confidence. Things like gestures and punctuality are different in the United States versus Asian countries.

Leveraging these differences has been key to success, though, for many Asian Americans, including Srimathi Shivashankar, Associate VP, Diversity & Sustainability for HCL Technologies, a global IT company based in Noida, India.

“Asians actually grow up in a society that is very diverse. For example in India, there are more than 40 languages spoken and many cultural differences based on which local state you belong to. This upbringing has helped many Asians who pursue this diversity career globally to approach any situation with an inclusive mind set. From a global diversity practice, many Asian Americans are leveraging on their experiences to promote practices that are more glocal in nature,” said Shivashankar.

Raj Rao, Global Director, Digital Marketing and eCommerce, for 3M, agreed. “My ability to reach back to Bangalore and Singapore, the offshore Silicon Valley, and connections to the Bay-area Asian digital community has opened numerous doors for innovative projects.”

Stereotypes and Values

What Asian and Pacific American perspectives or values are most helpful and applicable in the workplace?

Ming-der Chang, Vice President of Asian Initiatives at the American Cancer Society-Eastern Division, noted the major values of “diligence, discipline, and humility” in Asian heritage.

Similarly Thear Sy, Senior Executive at Accenture, noted the importance of two values in her upbringing: humility and respect for her elders.

“In the consulting environment I often work with individuals who are more senior in age. Showing them genuine respect has helped build strong working relationships. Exhibiting individual humility and celebrating successes as a team have helped me build high-performing teams,” said Sy.

Humility, though, can sometimes be at odds with individualistic corporate cultures, said Eden Alvarez-Backus, VP, U.S. HR Business Partners at National Grid. “Promoting one’s accomplishments, educational background, and expertise can feel uncomfortable and be viewed as boastful. This can be at odds when operating in a culture that promotes individualism and differentiation. Finding a way to appropriately share one’s accomplishments while still retaining a sense of humility can be a challenge.”

For Kal Patel, SVP—Operations, Mountain Division at Walmart, respecting and valuing family were very important growing up. It’s something he translates to his current career at the retail giant. “My heritage puts great emphasis on family values. It’s a culture where you don’t want to do anything to tarnish the family name. Every day I operate with that mindset and effortlessly line up with the company values in terms of ethics and integrity and doing the right thing. I don’t want to do anything that tarnishes the company name or my name and reputation.”

The importance of education and hard work have been most vital to Lisa Tseng, CEO of hi HealthInnovations, a UnitedHealth Group business. “Emphasis on education and hard work has helped me identify and execute on opportunities,” related Tseng.

Above all, “maintaining and preserving Asian values is essential,” said Zhang. “But Asian Americans also need to balance that with Western values. Sometimes they conflict, so we must understand and respect both cultures to achieve optimal balance.”

What stereotypes provide the most challenges in the business world?

A lack of creativity and assertiveness are often cited as stereotypes of Asian and Pacific Americans in the workplace. Many have refuted these stereotypes by becoming executives and leaders and showcasing their creativity in the workplace.

Ken Dao, Sourcing Integration Leader, GE Oil & Gas, refuted the stereotype that Asian and Pacific Americans “don’t want to lead.” Instead, he says, “We want to lead but we show it in being key team players as we want harmony more than personal glory.”

Renu Ahuja, General Manager and Engagement Director at HCL Technologies, affirmed the presence of the unassertive Asian stereotype. “I have often encountered the impression that we don’t speak up and it’s difficult for people of our origin to say no to the client and be the bearer of bad news. While it is true to some extent, a lot of progress has been made and most people are able to cross that barrier now.”

Another frequent stereotype, that of the high-achieving Asian and Pacific American, could be argued as positive, but often times creates a climate of anxiety to live up to such high standards of the “model minority.”

“The ‘hard worker’ image sets up unrealistic expectations that Asian Americans will gladly make major sacrifices for work, e.g., work for less, work harder, and work longer hours,” articulated Esther Lumague, Director of International Human Resources at Harris Corporation.

Concurrently, Asian and Pacific Americans are seen as particularly adept in technical fields, like math, science and music, says Boon Ooi, Vice President of Global Compensation, Benefits & HRIS at Ryder System, (which many could argue is not a totally negative generalization). But as Ooi expressed, “There are so many other areas that Asian and Pacific Americans could excel in if only given the opportunity.”

What’s the Future for Asian and Pacific Americans?

Many Asian- and Pacific-American business leaders and executives hope to see younger generations become more vocal and assertive in their careers, finding mentors and sponsors that may help them succeed.

“I would encourage the next generation of Asian and Pacific Americans to step into leadership and raise their hands for the big and visible jobs. In doing so, look for sponsors and mentors, APA or not, to help you on your journey. Do not opt out of leadership—our world needs strong leaders,” shared Sy.

VP of Pharmacy Management for Medical Mutual Sonny Borja-Barton agreed, giving the following advice: “Seek mentors and colleagues who have the characteristics you believe in. For me, these characteristics are honesty, integrity, humility, loyalty, and vision.”

KPMG’s Rajiv Thadani, Managing Director, Tax, thinks the board room is the next phase for Asian and Pacific Americans in business. “While Asian Americans have expanded their profile in corporate America by taking on more senior roles, not enough of them have made it to the board room yet.”

Many leaders also express a desire for young Asian and Pacific Americans to become more involved in activism, leading political and social causes that are important to them and their communities.

To Ooi, this is the greatest challenge within the Asian-Pacific American community. “Insufficient political involvement means a lack of a voice for Asian Americans. There is so much progressive technological advancement in the world, much of which is being driven in the Asia/Pacific region. I think if this group had more of a voice in the U.S., then we could see more opportunities to leverage progress here as well.”

Finally, White & Case’s Jean Eri Shimotake’s advice is the simplest: “There will be roadblocks and naysayers who will say you are not up to the challenge. Have confidence in yourself.”

Adam Jakubiak, Energizer

How were you identified to lead your ERG?
I volunteered to grow it from an idea into a full-fledged ERG with the support of another colleague as co-chair.

How has leading an ERG affected you?
Leading the ERG opens an opportunity to discuss topics of diversity that are very important to the company, but can easily be overlooked if not addressed directly.

Ambreen Rivzi, Fannie Mae

How were you identified to lead your ERG?
I served as a Vice President for the Muslim ERG for a couple of years. When the president left the company, I was chosen unanimously by the other leaders to serve as the president.

How has leading an ERG affected you?
The ERG has helped me develop leadership, time management and both presentation and facilitation skills by organizing company-wide events that top executives attend.

Michele Byrd, Kraft Foods

How were you identified to lead your ERG?
Based on my prior engagement with the WSC, I was selected to lead the group for the 2011-2012 term.

How has leading an ERG affected you?
I’ve become a better leader through working with those in the WSC and influencing those that are seeking professional development.

Helen Drexler, Anthem BCBS CO.

How were you identified to lead your ERG?
I volunteered for a number of opportunities to support WOW which helped promote membership growth in this ERG.

How has leading an ERG affected you?
Leading this ERG has given me an opportunity to display my leadesrhip abilities and promote this ERG with other women in WellPoint. It has taught me how to be a good mentor/sponsor to other women.

Jeremy Davis, Nielsen

How were you identified to lead your ERG?
I had just returned from the Middle East when my manager found out they were planning a military ERG; he recommended me as a good candidate.

How has leading an ERG affected you?
Leading the SERV (Support & Employee Resources for Veterans) group, I’ve had the opportunity to work with senior leaders that I rarely talked to before.

Jorge Davo, Oliver Wyman

How were you identified to lead your ERG?
After a few months of active engagement and building strong connections with several people in the group, I was asked to take on the co-chair position.

How has leading an ERG affected you?
The group’s leadership has direct contact with senior management. Being a co-chair for GLOW allowed me to build a brand for GLOW and for myself and to showcase my work and motivation in front of these key people.

Mary Currier, Allianz Life Insurance

How were you identified to lead your ERG?
Our CEO knew I had a passion for helping women to network more effectively, particularly in their personal and professional development, and asked me to chair the Women’s ERG.

How has leading an ERG affected you?
I have built relationships within Allianz Life and with other women leaders. I am building my leadership skills by creating a strong team of officers and committee members who have passion for women’s career development.

Leanne Thomas, CSC

How were you identified to lead your ERG?
Given my background and passion for the employment and professional development of people with disabilities, I was asked to launch an employee resource group for people with disabilities.

How has leading an ERG affected you?
Leading this ERG has given me the opportunity to network with CSC colleagues in different business units and around the globe. I also have the chance to network with external contacts to discuss best practices around the employment of people with disabilities.

Audrey Gilles, Charles Schwab & Co.

How were you identified to lead your ERG?
I am a supported, accepted and encouraged, out professional, and I want to celebrate and share that. I reached out to the ERG lead of our PRIDE network, asked how I could get involved, and started attending meetings. Our ERG chair asked if I would be interested in stepping in as chair.

How has leading an ERG affected you?
As a new ERG chair, I have stretched the scope of work that I do by engaging cross-functionally within Schwab, and externally with organizations I might not otherwise have the opportunity to work with.

Creating business relationships with other companies who have successful diversity and disability programs promotes your own diversity program. Building relationships with suppliers with disabilities may even give you insight on how to strengthen your own disability program.

Boeing has a longstanding relationship with AbilityOne suppliers and their affiliates. Many of their AbilityOne suppliers or NIB/NISH suppliers support manufacturing needs as well as other services. The AbilityOne initiative is comprised of Supplier Diversity personnel throughout the company that are looking for procurement opportunities.

OfficeMax is the largest purchaser of clocks from the Chicago Lighthouse for the Blind, and also offers Aspire CoffeeWorks coffee in their catalog and website.

In efforts to work with the best and brightest of diverse suppliers, Walmart now partners with the National Minority Supplier Development Council and Women’s Business Enterprise National Council. They are also a founding partner of the USBLN Disability Supplier Diversity Program and several other organizations across the country that help identify potential suppliers.

KPMG is a founding partner of the US Business Leadership Network’s Disability Supplier Diversity Program.

Partnerships

By partnering with a company that advocates and supports employees with disabilities, companies send a clear public message about the depth of their diversity and inclusion programs. These companies can give you tips and insights on strengthening your internal disability programming as well.

Since 1998, CSC has been engaged in the CSC/Bender Partnership for Freedom with Bender Consulting Services, Inc. This initiative provides competitive employment to people with disabilities and disabled veterans. CSC has been nationally recognized for its efforts to employ individuals with disabilities.

Fifth Third champions employees with disabilities by serving as an expert in the Project SEARCH model and assisting other organizations internationally to introduce the program. The bank raised over half a million dollars to support Project SEARCH. Fifth Third is a corporate sponsor and supporter of many of the Hamilton County Special Olympics events including their annual awards dinner and summer fundraiser.

In January 2011, the National Organization of Disabilities (NOD) and Sam’s Club entered into an agreement to support a Bridges to Business Program with a consortium of employers in Northwest Arkansas. The program was established to benefit individuals with disabilities by assisting employers in navigating the workforce development system as it relates to candidates with disabilities; assisting service providers to better understand labor force needs; and working with employers to be better equipped to address individuals with disabilities’ employment needs.

OfficeMax is partnering with Walgreen’s, providing input into the development of their Retail Employees with Disabilities Initiative (REDI) and hiring graduates of their program. OfficeMax is also acting as business consultant within the College of DuPage as they develop their Associate degree program for individuals with disabilities, teaching life and work skills and providing internships at local companies. This program will be the second of its kind in the U.S. to provide an actual Associate’s degree upon graduation.

Supporting employees with disabilites through programming and accommodations will improve the workplace culture of a company, and highlight the diversity and inclusion program as a strength of the company.

Qualcomm includes Disability Awareness Training as part of their incentive to support employees with disabilities. Additionally, Qualcomm sponsors other company-wide programs like Day in a Chair. This program raises awareness of the successes and challenges that people with disabilities face daily. Mentoring Day helps bridge the gap between people with disabilities and the workplace by providing a way for potential job candidates to learn what it’s like to work at Qualcomm.

The Disability Outreach program consultant at WellPoint researches and identifies opportunities for employees with disabilities, making connections that otherwise would not be made. ABLE ERG is involved with the review of service dog guidelines and supporting a self ID project.

Sensitivity & Conduct Training

In order to build a cohesive work culture, every member of the company should be educated. Sensitivity training can be instrumental in creating a professional climate in which every employee, including those with disabilities, feels comfortable offering ideas and voicing opinions.

PNC has ongoing training available through their “Creating a Culture of Inclusion” training series, available to all employees and managers.

In partnership with ABLE, WellPoint delivers annual disability etiquette teleseminars targeted at HR professionals, managers and associates at large. Teleseminars also cover hiring and accommodations, and external guests are invited to present on the topic. EEO training includes disability information to ensure compliance with non-discrimination laws based on disability status.

Pacific Gas & Electric provides etiquette and disability awareness training via webinar and in small group settings.