women in business & industry 2014

Mary BarraThe Most Influential Woman In The Auto Industry

MakingEntertainment

Work

Export Business Opportunities

For Women

Women’s Vs. Men’s

Investment Strategies

IdentifyingGender

Discrimination

Recruitment, Best Practices, &

Compliance

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3

Editor’s Letter

Mary BarraThe Most Influential Woman In The Auto Industry

MakingEntertainment

Work

Export Business Opportunities

For Women

Women’s Vs. Men’s

Investment Strategies

IdentifyingGender

Discrimination

Recruitment, Best Practices, &

Compliance

Women In Business & Industry: Indeed This past January, one of the most significant occur-

rences in the history of global industry happened. The promotion of Mary Barra to CEO of General Motors

marked the first time a woman has ever been entrusted with the running of a mainstream auto manufacturing con-cern. A lifelong GM employee, Barra literally worked her way up from a student at General Motors’ Kettering Univer-sity, through an internship with the company’s Pontiac divi-sion, into a steady stream of ever increasing responsibilities, to ultimately occupy the top job at the global automaker.

Proof positive of the benefits and rewards of diligence, hard work, and making the right choices, Barra is an inspiration for everyone—women and men alike. Her story would be just as poignant if she were Latino, African-American, Asian, or a white male.

Another woman who set her sights on a goal and didn’t let up until she achieved it is Rosiland Triche. Every con-cert, stage show, awards show, or charity benefit you’ve ever attended with live entertainment had a Rosiland Triche working in the background to pull it together and keep it together until well past the last encore. Realizing her dream of working with her favorite entertainers, Rosiland Triche makes entertainment work.

Her company, Triche Entertainment Enterprises, pro-vides turnkey solutions for promoters, producers, uni-versities, and non-profits looking to build shows around live performances featuring the legends of R&B, Jazz, and

Gospel music. While you may never have heard her name, she is just as key to your enjoyment of a show as the performers themselves.

Have you ever encountered a situation at work or in business and walked away wondering if perhaps you had just been victimized by gender discrimination? In this issue, columnist Rieva Lesonsky identifies some circumstances you may have experienced. By the way, this is just as useful for employers as employees. You might well perpetrate this form of discrimination without realizing it. Rieva explains it all.

While women are just as capable as men in the world of business, the fact remains their decision-making processes are often different. Nelli Oster, director and investment strategist in BlackRock’s Multi-Asset Strategies Group, has identified a number of these differences—as per-tains to investment strategies. You’ll find her thoughts applicable to other areas of business as well. And, before you think she favors one side or the other, please note Oster demonstrates lessons each gender can learn from the other.

Which, of course is what we’re all about—leveling the playing field.

Lyndon Conrad BellEditorWomen In Business & Industry

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Inside This IssueCLICK ON A PAGE NUMBER TO GO TO THAT STORY

CLICK ON A PAGE NUMBER TO GO TO THAT STORY

The first woman in history to serve as CEO of a mainstream auto manufacturer, Mary Barra’s running the largest car company in the

world. A lifelong GM employee, Barra worked her way up from an internship at the Pontiac Division of General Motors into the

company’s top job. How did she do it? Find out on page 21.

Recognizing Gender Discrimination

Women’s Vs Men’s Investment Strategies

Making Entertainment Work

Page 10 Page 14 Page 18

On The Cover:Corner Office:

Mary Barra, CEO, General Motors

Features:

Departments:

Page 21

Ever walked away from a conversation in which something said just didn’t land right? Then you’re trying to determine if it was because of your gender, or if it was just a coincidence? Or conversely, you may well have been the perpetrator of a gender slight yourself—without realizing it. Here’s how to figure it out.

It’s true; men and women often approach decision-making differently. Thing is, there’s a case to be made for both styles. Nelli Oster has spent a considerable amount of time studying the differ-ences between the two as they pertain to investments. Turns out, her findings are applicable to other areas of business as well.

The next tine you’re enjoy-ing yourself at a concert, give a silent nod of thanks to Rosiland Triche. Every successful show you’ve ever seen had somebody like her behind the scenes, pulling it all together and holding it all together until well after the last round of applause faded into memory.

PUBLISHEREqualityMagazines.com

MANAGING DIRECTOR OF SALESJeff Palmatier

DIRECTOR OF BUSINESSMark Cohen

EDITOR-IN-CHIEFLyndon Conrad Bell

ART DIRECTORFran Sherman

WEBMASTERVince Ginsburg

DIRECTOR OF OPERATIONSRobin Cohen

WOMEN IN BUSINESS &INDUSTRY is Published byEqualityMagazines.com a whollyOwned subsidiary ofJMR Publishing EnterprisesPRINCIPALRobin Cohen

Views and opinions expressed within the publication are not necessarily those of the publisher. The publisherreserves the right to reject or edit any copy, advertising, or editorial. The publisher is not responsible for any unsolicited materials.

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Page 6 – News Brief: Women’s Export OpportunitiesPage 12 – Employment Endeavors: Recruitment, Best Practices, and CompliancePage 26 – Guide To Women’s Professional OrganizationsPage 28 – Business Bookshelf

p. 02 – Acushnetp. 05 – Covancep. 08 – DirectEmployersp. 09 – Caterpillarp. 11 – Lockheed Martinp. 16 – Los Angeles County Fire Department

Ad Index:p. 17 – Vanasse Hangen Brustlin, Inc. p. 20 – Rehrig Pacificp. 24 – TalentGuardp. 25 – Union Pacific Railroadp. 27 – Valley Power Systemsp. 28 – Los Angeles Police Department

p. 29 – American Pacificp. 29 – City of Hollywood, Fla.p. 29 – E. & J. Gallo Wineryp. 29 – Golden Corralp. 29 – HSBp. 29 – Equality Job Postingsp. 30 – Equality Magazines

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Departments:

DIVERSITYAt Covance, we respect, value and understand the differences of each of our employees and create a work environment that encourages, develops and leverages their diverse capabilities to achieve our business goals. Simply speaking, our vision statement is to — build competitive advantage by optimizing the impact of diverse skills, cultures, ideas and experiences of every employee around the globe.

We believe that diversity is not about legal requirements, affi rmative actions, quotas, or minority representation. Rather, its focus is on awareness, inclusion, respect, understanding and developing a supportive work environment for all employees regardless of age, gender, ethnic background, or sexual orientation.

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6

In celebration of Women’s History Month, I met with some women business owners to learn about their busi-nesses, and encourage them to take advantage of the groundbreaking trade agreements being brokered by the Obama Administration by exporting their products and services abroad. I spoke with Erin Andrew, Director of the U.S. Small Business Administration’s Office of Wom-en’s Business Ownership; Margot Dorfman, President of the U.S. Women’s Chamber of Commerce; Karen Bland, President of the Organization for Women in Trade; and Rachel Carson, President of Helicopter Tech Inc. We engaged in a candid conversation about the growing number of women-owned businesses in America, and how we can help them unlock the opportunities and benefits of exporting.

Under President Obama, U.S. exports have increased by nearly 50 percent and are growing nearly three times faster than the economy as a whole. Nearly 300,000 American companies export, 98 percent of which are small and medium size businesses, but exports from businesses owned by women are unfortunately under-represented. Approximately 30 percent of businesses are women-owned, but only 12 percent of businesses that export are owned by women. We must change that.

During our conversation, Karen Bland shared her five ‘know before you go’ tips for exporting, which included knowing your business, your market, your assets, your partners, and the rules. Rachel Carson shared her ex-perience beginning to export her replacement aircraft parts, which she now exports to 23 countries around the world. In addition to raising her sales, Rachel noted that exporting allowed her to grow her staff and hire Ameri-cans in need of work to support her overseas activity. Hearing their stories and their triumphs reminded me why USTR and the Small Business Administration work so hard to help women-owned businesses engage in and benefit from trade.

In addition to partnering with SBA to encourage women-owned businesses to export, USTR has also utilized trade as a tool to promote women’s economic empowerment around the world. The Trans-Pacific Partnership (TPP) currently under negotiation with 12 countries in the Asia-Pacific includes—for the first time ever in a trade agreement—a development chapter that

Women-Owned BusinessesUnlocking Export Opportunities for

WRITTEN BY MICHAEL FROMAN, U.S. TRADE REPRESENTATIVE

news brief

It is important for women-owned busi-nesses and firms to be able to export their products. Why? Studies have found that

women-owned firms that export not only earn more, but also employ more people and are, on average, more productive than women-owned firms that do not. In addition, women-owned businesses that export their goods and services average $14.5 million in receipts, compared to just $117,036 for women-owned businesses that do not export. Clearly, exporting has very real advantages.

7

Nearly 300,000 American companies export, 98 percent of which are small

and medium size businesses, but exports from businesses owned by women are

unfortunately under-represented.

contains an article on wom-en and economic growth. The article explicitly calls on the countries that are party to the agree-ment to con-sider undertaking cooperative activities aimed at enhancing the ability of women, including workers and business-owners, to fully access and benefit from the opportunities created by the TPP.

We know that most women-owned businesses are small and medium-sized (SMEs), which is why we are dedi-cated to reducing barriers that disproportionally impact SMEs. To inform our negotiations for the Transatlantic Trade and Investment Partnership (T-TIP), in order to obtain broad input from SMEs, the U.S. Interna-tional Trade Commis-sion, USTR, SBA, and the Department of Com-merce worked together to convene 28 small business roundtables in cities around the United States. We also hosted a hearing in Washington, D.C., to gather input directly from small businesses about barriers to exporting to the European Union (EU).

Additionally, the United States and the EU have con-vened an ongoing series of Small and Medium Enterprise Workshops to engage small businesses on both sides of the Atlantic on ways to enhance their participation in transatlantic trade and strengthen U.S.-EU cooperation on issues of interest to SMEs. Through T-TIP we can

help SMEs, farmers, and work-ers unlock opportuni-ty by find-ing new European

customers and export

markets.USTR also

participates in the Administra-

tion’s efforts to improve the ability of

women to participate in the global trading system

through fora such as the African Women’s Entrepreneurship Program

in Sub-Saharan Africa, the Women in the Economy work in the Asia Pacific Economic Cooperation (APEC) forum, and our numerous Trade and Investment Framework Agreements with developing countries.

The OECD reports that creating greater economic op-portunities for women—including connecting them to

global markets—will help increase labor productiv-ity, and higher levels of female employment will widen the base of taxpay-ers and contributors to social protection systems, which are increasingly coming under pressure

due to population ageing. At the end of the day, we all win when we expand women’s economic participation.

For our part, USTR, the Small Business Administra-tion, and the Department of Commerce have a number of tools available to help business owners start and expand their businesses, and to sell their products and services abroad. These resources can be found at www.export.gov; www.businessusa.gov; and www.sba.gov/con-tent/explore-exporting. WIBI

Visit www.Employers.Universe.jobs or call (866) 268-6206 toll-free to learn more

© 2011 DirectEmployers Association, Inc., a nonpro�t consortium of leading global employers

anything you can imagine

Imagine the possibilities

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MEET BRANDON, THE MAN BEHIND THE MACHINES BEHIND THIS AIRPORT RUNWAY

SWITCH ON THE AFTERBURNERS WITH A CAREER IN THE TRADES Construction projects like this airport runway can’t happen without skilled workers like Brandon. And that means a lot more than turning wrenches. As a Cat® dealer technician, he’s working on the latest heavy equipment, using cutting-edge diagnostic tools that give him a chance to use his head and his hands. That way, he’s fully engaged and his career is ready for takeoff.

The skilled trades make civilization possible. For Brandon, being a Cat dealer technician is more than a career choice, it’s a choice career. Learn more at caterpillar.com/dealercareers.

CAT, CATERPILLAR, their respective logos, “Caterpillar Yellow” and the “Power Edge” trade dress, as well as corporate and product identity herein, are trademarks of Caterpillar and may not be used without permission. © 2012 Caterpillar. All Rights Reserved.

TechRCRT_Runway_VET_ETRPS_CS5.indd 1 10/17/12 12:47 PM

http://www.caterpillar.com/en/careers/career-areas/dealer-technician.html

http://www.caterpillar.com/en/careers/career-areas/dealer-technician.html

Discrimination In The Workplace?

R I E V A R E C O M M E N D S

The collaboration between Getty Images and Sheryl Sandberg’s Lean In organization to make stock photos less sexist is getting a lot of publicity. It’s also a great example of how stereotypes find their way into our minds. When we see businesswomen portrayed in

photos as weak, ineffective or overtly sexualized, it has a cumulative effect on how we think about women in the workplace.

BY RIEVA LESONSKY

A Pew study about men and women at work reveals how stereotypes about working fathers and mothers are having a negative effect on women in the workplace.

Discrimination Against Women in the Workplace

The intensive investigation into how men and women balance work and family found that even when men and women do the same things to care for their families, such as cutting back hours or taking time off from work, it disproportionately af-fects women’s career progress more than men’s.

Could you be discriminating against female employees who have children without even knowing it?

Overall, 27 percent of working parents in the study say being a working parent made it harder for them to advance in their jobs. Just seven percent say this made things easier.

However, there was a major gender gap:• 51 percent of working mothers with children under 18 say

parenthood has made it harder to advance in their jobs.• 16 percent of working fathers with children under 18 say

the same.While you might think Millennials would be better at the

whole “balancing act,” in fact, Millennial working mothers were even more likely to say that having children hinders their career advancement, and the gender gap was even bigger for them. Fifty-eight percent of Millennial mothers, compared to 19 percent of Millennial fathers, say being a parent makes it harder to advance in their jobs.

Of course, part of the traditional justification for women’s careers being negatively affected by motherhood is that women are more likely to take time out of the workforce to raise children. About half (53 percent) of working mothers with children under age 18 have taken a significant amount of time off from work, while 51 percent have reduced work hours, to care for a child or other family member.

However, the study found that taking time off, reducing hours or refusing a promotion in order to care for a family member was far more likely to hurt a woman’s career than a man’s. Thirty-five percent of women who took sig-nificant time off to care for a family member say it hurt their career, while just 17 percent of men who did the same say

their advancement was hampered.

Are You Guilty of Stereotypes Against Working Moms?

Is a mom who takes time off, needs flexible hours or refuses a promotion seen as unreliable and uncommitted?

While for a man, do you see these acts as short-term needs that you’ll have to accommodate for a little while, but soon dad will be “back in the saddle” and ready to commit whole-heartedly to work again?

Just because you’re offering flextime or time off doesn’t mean you can’t be guilty of stereotyping. Are you offering working dads more challenging assignments or bigger clients, while assuming working moms won’t have time or dedication for such career-advancing projects?

Next time you think about who to promote, take a long, hard look about whether gender issues are entering into the equation. You might be surprised at what you find when you’re willing to look at the whole picture. WIBI

© Rieva Lesonsky/GrowBiz Media Inc. Reprinted with permission. This article originally appeared at www.smallbizdaily.com.”

Rieva Lesonsky is CEO of GrowBiz Media, a content and consulting company spe-cializing in small businesses and entrepreneurship. Rieva has been meeting with, con-sulting to and speaking to America’s SMBs for nearly 30 years. Prior to co-founding GrowBiz Media in 2008, she was SVP/editorial director of Entrepreneur Magazine.

ARE YOU UNWITTINGLY PRACTICING

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At Lockheed Martin, we believe that in order to have a world-class supplier base, we must provide opportunities

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big iDeas©

201

2 Lo

ckhe

ed M

artin

Cor

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tion

Discrimination In The Workplace?

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12

mployment

employment endeavors

Changed veteran categories and disability provisions

One of the major changes is the creation of a “bench-mark” by the OFCCP for the hiring of veterans. How-ever, the OFCCP clarified this benchmark is not a “goal”, much like those currently set in place as requirements for female and minority hiring. At the moment, it is not clear how these terms will differ in practice.

The current “other protected veterans” category has been changed to “active duty wartime or campaign badge veterans.” The term “protected veterans” is now used as a summary catchall to encompass all the veterans groups cov-ered by VEVRAA. A category for “pre-JVA veterans” (cat-egories that existed before the 2002 Jobs for Veterans Act, such as Vietnam-era veterans) has been added to the nondiscrimination provisions of the final rules only. This is not in the AAP section. The term “dis-ability” and certain nondiscrimination provisions of the Section 503 regulations have been revised to address the ADA Amendments Act (ADAAA).

New language for “EEO tag lines” in job ads

All solicitations and advertisements for employees must state all qualified applicants will receive consideration for employment without regard to their protected veteran or disabled status and further, will not be discriminated against. The regulations do not say a generic “EEO em-ployer” reference will suffice.

New Best Practices1. Ensure all critical HR personnel are aware of these

changes and train them on how and when to make sure they are implemented.

2. Audit and improve your corporate outreach and target-ed minority recruiting efforts toward disabled and vet-eran populations by using specifically targeted minority community resources wherever possible. You must ensure your company efforts actually reach the targeted

talent pool from which you are recruiting. This means both talking diversity and being able to prove it. This is accomplished through proof, as well as internal evaluation of your outreach programs.3. Ensure all ap-

plicants have equal access to any online application pro-cess. Consider incurring the cost of assistive technolo-gies, which the OFCCP has codified as a “best practice.”

4. Re-evaluate current staffing procedures and resources, both internally and externally. Will the current system handle the additional outreach obligations? Is the com-pany’s AAP being updated to facilitate the new undertakings?

5. Adjust your budget accordingly. All of these new regula-tions will affect your corporate spending, as they will increase your costs both in time and product. If your company has not recently reviewed and updated its job descriptions, now is the time. Outdated mental and physical requirements can create liability in an OFCCP audit. WIBI

Compliance ProgramsT he Office of Federal Contract Compliance Programs (OFCCP) deadline for the newly

etched in stone obligations (issued under VEVRAA and section 503 of the Rehabilitation Act) was March 24, 2014. This date applied to nearly all the new requirements in the final

rules, with one important exception: those with AAP plans in place prior to March 24th can retain them in existing form until the end of their current AAP year. However, by next year, all AAP plans will have to use the new rules.

Office of Federal Contract

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Compliance ProgramsRecruitment, Best Practices, & Compliance

T here are ways to combine and consolidate recruitment, best practices, and compli-

ance into a single satisfactory solution, while at the same time accomplishing some, if not all of your immediate needs and goals. By using some simple guidelines, you can help alleviate your com-pany’s internal concerns, while fulfilling your obligations to the OFCCP and the community.

Office of Federal Contract

When it comes to recruitment, be more selective in choos-ing your resources. For example, it is no longer cost effective to simply cast the widest possible net to reach the largest number of people in your attempts to attract an acceptable job candidate. Keeping this in mind, one of the best ways to accomplish this task is to use specifically targeted community demographic resources in your applicant searches. Some examples of these specific communities would be African-Americans, Hispanics, Females, or Veterans. In the end, this will save your company money, and provide better recruiting results.

As an HR professional, it is always wise to bear in mind the EEOC’s static definitions of “best practices.”* Some examples of these—with specific regards to your company’s practices and policies—include compliance with the law, self-promoting equal employment opportu-nity, addressing one or more barriers adversely affecting equal employment opportunity, visibility with regards to management’s commitment and accountability, community outreach, and promotion of practices to eradicate unfairness.

Hiring for diversity is the key to staffing your workplace and meeting your internal goals and requirements. Make it a point to hire from different demographics to give your workplace a fighting chance to land that perfect candidate.

Develop the potential of employees, supervisors, and manag-ers with EEO/AA in mind by providing training and develop-mental mentoring to provide workers from all backgrounds the same opportunity, skill, experience, and information necessary to per-form. In doing so, you ensure your corporate selection criteria does not exclude anyone or any racial groups.

This brings us to the elephant in the room, compliance.

You can keep your company on point with regards to simple com-pliance issues by following a few easy guidelines while also accom-plishing each of thegoals mentioned

above. When using your resources wisely, compliance is simple and affordable.

Here are a few of these guidelines.1. Use community-based recruitment tools. These can and

should include resources inclusive of an entire minority pool of candidates (i.e. veterans, females, etc.). Be aware of your

company demographics, location, and employee popula-tion so you can round these out. In using specifically

targeted minority recruitment resources, you show your company’s willingness to seek out minority

candidates from targeted minority talent pools.2. Avoid gray areas. Blanket outreach doesn’t truly count as targeted or deliberate efforts. Make sure there is no question of your compli-ance by using recruitment tools focused on the demographics you’re looking for. This also aids

in fulfilling your company’s recruitment “Good Faith Efforts”.

3. Research and choose your targeted recruitment sources wisely. Rather than merely casting a wide net,

think corporate diversity, think corporate visibility, think community, think EEOC and OFCCP good faith efforts.

4. Always think ahead. Using these simple guidelines can help ensure you have acted prudently, while considering the needs and well being of your company. Further, you can do so both from a cost-perspective and a compliance-perspec-tive — at the top of a successful recruitment strategy. WIBI

* From the United States Equal Opportunity Commission’s task-force reports and conclusions for Best Practices as of 2014

Men’s vs Women’sInvestment Strategies

Ameme widely available on the Internet parodies the differences in how men and women approach shopping deci-sions: Decisions about shopping, how-

ever, aren’t the only ones the genders gener-ally approach differently. Behavioral finance researchers have found the genders tend to differ in how they approach investment deci-sions as well. In the latest in my series on ways women and men investors behave dif-ferently, I drill down into the research behind gender-related differences in investment deci-sion making, answering three key questions.

14

WRITTEN BY: NELLI OSTER

Q: Why do women and men make different investment decisions?

A: There are three broad ways in which men and women dif-fer when it comes to financial decision-making:• Women tend to focus more on longer-term, non-monetary

goals. Women generally associate money with security, independence and the quality of their and their families’ lives. According to a 2010 Boston Consulting Group study examin-ing women’s experiences with wealth management provid-ers, women tend to focus on longer-horizon planning, like college savings. Men, on the other hand, who tend to be more competitive and thrill-seeking by nature, often focus on the short-term track records of their portfolios.

• Women tend to be thorough and take more time to make decisions than men. Several studies, including a national survey by LPL Financial, show that women tend to research investments in depth before making portfolio decisions, and the process, as a result, tends to take more time. Women also tend to be more patient as investors and consult their advisors before adjusting their portfolio positioning, whereas men are more prone to market timing impulses. To gather informa-tion, women often prefer group discussions to men’s more independent learning approach.

• Women seek help more. A 2012-2013 Prudential study on women investors reveals that women are more receptive to financial research and advice than men. They often require more of a financial advisor’s time and resources, but once trust is established they are also more loyal clients with their focus on lasting relationships.

Q: What impact can these different investment decision-making styles have on portfolios?

A: There are some potential pitfalls both men and women can watch out for. Women’s tendency to think in terms of quali-tative longer-term goals (known as ‘mental accounts’) can lead them to separate money earmarked for different purposes into different investment accounts. This, in turn, can result in inef-ficient portfolio allocations overall. Similarly, women who are overly concerned about financial security may predominantly focus on downside protection and not take enough risk in their portfolios, subjecting them to insufficient income in the future.

While women risk missing out on some investment oppor-tunities in taking more time to make decisions, men’s generally higher impatience when it comes to seeing good investment re-turns makes them more prone to attempt market timing, and to

money matters

Men’s vs Women’sInvestment Strategies

1515

getting hurt when timing is off. For example, a Vanguard study on individual investor behavior revealed that during the financial crisis of 2008 to 2009, women were less likely than men to sell out of equities.

Finally, women’s generally lower confi-dence levels and consensus-driven approach —as revealed in BlackRock’s Investor Pulse survey—may put them at a disadvantage, as good investment returns often require some degree of contrarian thinking. Men with their more individualistic approach may, on the other hand, be more prone to the confirmatory bias. In other words, they may discard information that conflicts with their existing knowledge, and be slow at cutting loss-making positions and taking advantage of capital losses for tax purposes.

Q: What can men and women do to miti-gate the detrimental impact of their decision making tendencies?

A: Both men and women should make sure that their investment styles and hori-zons match their overall financial goals. For women, this may mean taking on more risk. For men, this may mean focusing more on longer-horizon goals, rather than on short-term trading track records.

Women may also want to review the efficiency of their investment allocations across their portfolios to counter the negative impact of mental accounting. In addition, they may want to consider attending financial education seminars to help boost their lower confidence levels and ability to make timely, well-informed investment decisions.

Meanwhile, to help avoid snap decisions and market timing impulses, men may ben-efit from implementing a systematic invest-ment strategy and a periodic, rather than continuous, review of their accounts and rebalancing. Finally, to counter confirma-tory bias, men may want to consider becoming a bit more open to professional financial advice. WIBI

Women also tend to be more patient as investors and consult their advisors before adjusting their portfolio positioning, whereas men are more prone to market timing impulses

Nelli Oster, PhD, is a Director and Investment Strategist in BlackRock’s Multi-Asset Strategies Group. She holds a BSc (Hons) in Management Sciences from the London School of Economics and a PhD in Finance from the Stanford Gradu-ate School of Business, where her dissertation focused on behavioral finance. You can find more of her posts here: http://www.blackrockblog.com/author/nelli-oster/

THE BLACK PERSPECTIVE29

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Rosiland Triche

It’s thirty minutes to curtain and the audience is buzzing with anticipa-tion. Backstage, Rosiland Triche (Tre-SHAY) is performing one last

walk-around to ensure everything is flowing smoothly. Checking in with her stage manager, he assures her all is ready to roll. Glancing about, her well-trained eye satisfies Triche he’s on point. Similarly, she checks in with her technical director, audio direc-tor, and lighting director; three of the most critical elements of every show.

18

Confident the tech side of the house is in order, she looks in on her artists.

The energy in the dressing rooms is always a telltale sign. Performers—just before a show—in many ways are like thoroughbreds just before a race. Yes, they’ve done it before; many, many times. But the electric thrill is always the same. With that thrill comes a specific vibe. Triche has learned to tune into that vibe as a clue. When it’s just right, without even asking, Triche knows her artists are ready to perform at their best.

When it’s off?It’s time for her to do something—fast!While this is probably the first time you’ve ever heard

her name, Rosiland Triche is just as essential to our enjoy-ment of a show as the performers themselves. In the audi-ence, our hands waving in the air like we just don’t care, it doesn’t occur to us to consider what went into getting the group there and making sure it all runs correctly. And, it shouldn’t. However, every successful show we’ve ever seen

had somebody like Triche behind the scenes, pulling it all together and holding it all together until well after the last round of applause faded into memory.

Interestingly, there was a time when Triche was sitting out in the audience with us, although she did have a leg up. Her mother, Barbara Granderson, was one of Chicagoland’s most noted promoters. Because of this relationship, Triche saw lots of performances and she met lots of performers.

One such artist was Dennis Edwards of the Temptations.In fact, Edwards and Triche became so close; she trav-

eled with Edwards’ Temptations Review for a time, help-ing out behind the scenes. This is where Triche began to see the possibilities of a career in entertainment. It is also how she met her husband Clemie Roberts, who was then working as a merchandiser with Gladys Knight. The couple now operates Triche Entertainment Enterprises; Triche is CEO, Roberts is CFO.

But we’re getting ahead of ourselves…One day, before she’d even thought about doing this

getting ahead

Making Entertainment

Work

TRICHE ENTERTAINMENT ENTERPRISES

WRITTEN BY: LYNDON CONRAD BELL

1919

professionally, Triche met a woman promoting a Caribbean cruise. Triche convinced her she could book a name act for the cruise, and with only a slight idea of what she was doing, got Kool and The Gang to agree to per-form. Duly impressed, the promoter came back to Triche for her subsequent cruises, and the foundation of Triche Entertainment Enterprises began to take shape.

Doing the cruises on the side, Triche was also working a nine to five, but her dream was to start her own entertainment company. Sadly, her mother passed away before she and Triche could have a conversation about the business. In many ways though, her mother’s death was a catalyst. Witnessing mortality first-hand made Triche realize it was never too soon to start. And, though they never spoke of Triche entering the business, she discovered her mother had left her the building blocks she needed.

Going through Granderson’s effects, Triche found all of her mom’s contacts, all of her old contracts, and all of her old invoices. Basically, everything Triche needed to know to do what she wanted to do was there—she had the blueprint to build her dream. Taking this as a sign; and with Clemie encouraging her to do what she loved, instead of trying to love what she was doing, Triche took a leap of faith.

Her life changed forever.Today, Triche Entertainment Enterprises books tal-

ent and produces events. She also manages the intricate maze of details her clients must navigate to make a show go. In essence, Triche provides turnkey enter-tainment solutions. Her clients include promoters, corporations, and universi-ties, as well as non-profits. Triche has done concerts, stage shows, awards shows, charitable benefits, and even some incred-ibly amazing parties for wealthy individuals.

The list of artists with whom she’s worked reads like a who’s who in R&B, Jazz, and Hollywood; Eddie Levert of the legend-ary O’Jays, Dennis Edwards’ Temptations Review, Sidney Poitier, Mario Van Peebles, Al Green, Najee, Eric Benet, and on, and on, and on. Through it all, Triche has never lost sight of the fact she is so fortunate to love what she does—and have it love her back.

For everyone involved, Rosiland Triche makes entertainment work. WIBI

To learn more about Triche Entertainment Enterprises, visit their Website at TricheAgency.com; or phone 707.645.0965.

The list of artists with whom she’s worked reads like a who’s who in R&B, Jazz, and Hollywood.

A KING

AMONG PRESIDENTS

Dennis eDwarDs

FOrMer LeaD sinGer

OF THe TeMPTaTiOns

“Papa was a rollin’ stone”

“Don’t Look any Further”

“Cloud nine”

eDDie LeverT

OF THe O’JaYs

“Back stabber”

“stairway To Heaven”

“Love Train”

wiTH

a sPeCiaL

TriBUTe

TO THe GreaT

vOiCes OF

THe PasT

a OnCe in a L iFeT iMe evenT

JOHnnY GiLL

OF new eDiTiOn & LsG

“rub You the right way”

“My, My, My,” “wrap My Body Tight”


Rehrig Pacific is a world-leading manufacturer of reusable

plastic pallets and crates for handling and transporting

commercial products, manufactured goods, produce, food

and beverage products, and more. We help thousands of

businesses move their products more efficiently through

the supply chain. An international company with licensees

worldwide, Rehrig Pacific offers an ever-expanding line

of transport packaging products, such as our new export

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An Equal Oppprtunity Employer Committed to Diversity

http://www.rehrigpacific.com/about/careers_11.aspx


21

corn

er office

WRITTEN BY LYNDON CONRAD BELL

GENERAL MOTORS’

RTHE BLACK PERSPECTIVE14

Rehrig Pacific is a world-leading manufacturer of reusable

plastic pallets and crates for handling and transporting

commercial products, manufactured goods, produce, food

and beverage products, and more. We help thousands of

businesses move their products more efficiently through

the supply chain. An international company with licensees

worldwide, Rehrig Pacific offers an ever-expanding line

of transport packaging products, such as our new export

pallet, and logistical services for industry.

In addition, Rehrig Pacific also manufactures a full line of

roll-out carts and recycle bins for the curbside collection

of household waste and recyclables, and commercial

containers and litter bins for automated refuse and

recylables collection. Private haulers and municipalities

alike enjoy the many advantages of using Rehrig Pacific

collection containers and distribution services.

To learn more about us or to explore careers

with Rehrig Pacific, visit us online.

www.rehrigpacific.com

An Equal Oppprtunity Employer Committed to Diversity

Mary BarraThe Auto Industry’s First Female CEO

Regardless of whether or not you follow the doings of the auto industry, chances are Mary Barra’s appearance on Capitol Hill to testify before a House Committee registered on your radar screen. A rather inauspicious beginning to her career as General Motors’—well actually, the entire mainstream auto industry’s—first female

CEO, Barra was called upon to explain how a defective ignition switch made it into pro-duction, resulting in several deaths.



22

Faced with such a task a mere three months into her new job; well, let’s just hope the rest of her year goes bet-ter. Of course, Barra is no stranger to difficult choices. One does not attain her level of responsibility without demonstrating a knack for making tough decisions. Her earliest tough automotive consideration came when it was time to purchase her first new car—the one she would go to college in. A performance fan from the time she saw her cousin’s red Camaro at the age of ten, her first impulse was to buy a Firebird. She’d even gone so far as to put a deposit down on one. But once she gave reality its say, she decided a Chevrolet Chevette might be a better move for a college student on a budget.

A product of a General Motors family, Barra’s father worked as a die maker for the company. Her GM career began as a co-operative education student in the Pontiac division of General Motors, while attending what was then known as General Motors Institute (known today as Kettering University). Barra earned a Bachelor of Science degree in electrical engineering from GMI. From there, she went on to Stanford University, where she graduated with her MBA degree in 1990.

Along the way, she was put to work running a variety of engineering divisions for the company. At one point, she man-aged a General Motors assembly plant as well. Barra came up in the company during argu-ably its most difficult period. Once the most powerful automaker on Earth, General Motors saw its market share steadily decline begin-ning in the 1970s, and throughout the 1980s and 1990s. By the dawn of the millennium, the company was a mere shadow of its former self. Saddled with enor-mous costs and debt, to make its products competitive pricewise, GM was forced to cut many corners in terms of the overall quality of its automobiles. This fact was not lost on consumers, who steadily drifted away from GM products.

The ultimate result was one of the largest bankruptcies in the history of American industry. The federal govern-ment had to step in to rescue the company, and slowly but surely, General Motors became a profitable entity once again. Having gone through this period, Barra’s management style is one reliant upon team building

During the course of her tenure at GM, she has also served as executive vice president of Global Product Develop-ment, Purchasing & Supply Chain, as well as senior vice president of Global Product Development.

23

and consensus-seeking. However, while she has a reputation for being me-thodical, logical, and fair, she’s also provocative. When things aren’t gell-ing in a timely fashion, she can be both concise and decisive.

Having spent her entire career at the company, Barra has a considerable amount of institutional experience to draw upon. During the course of her tenure at GM, she has also served as executive vice president of Global Product Development, Purchasing & Supply Chain, as well as senior vice president of Global Product Development.

Among her chal-lenges, she must grow the company’s market share

in emerging markets, China in particular. Im-proving the image of GM’s brands is a priority as well. The company is currently building the best cars in its history; the challenge lies in getting the car buying public to recognize this. Another consideration is to ensure GM continues to develop advanced propulsion systems in order to meet future fuel economy and emissions challenges. She must do all of this while reducing costs—without sacrificing quality. Additionally, she’s striving to ensure utility and emotional appeal co-exists in GM’s cars and trucks.

Remember, when it came down to it, she was forced to choose practicality over sex appeal in her first car. The idea of eliminating the need for such a tradeoff throughout the General Motors product line is an attractive one for Barra. Yes, her first quarter on the job found her facing a daunting hearing in the nation’s capital. But compared to the hearings her deci-sions must stand up to everyday on dealer-ship lots all over the world—well, let’s just say Barra’s work is indeed cut out for her. WIBI

Among her challenges, she must grow the company’s market share in emerging markets, China in particular. Improving the image of GM’s brands is a priority as well.

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Sometimes, it sounds a horn.To see the wide range of challenging and meaningful career opportunities available

right now at North America’s premier railroad, visit www.unionpacific.jobs.

An Equal Opportunity and Affirmative Action Employer

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Opportunity doesn’t always knock.

http://www.unionpacific.jobs/

26

Professional OrganizationsEleven Women’s

AMERICAN BUSINESS WOMEN’S ASSOCIATION (www.abwa.org) is dedicated to the promotion of women through leadership, networking support, education and national recognition.

ASSOCIATION OF WOMEN IN COMMUNICATIONS. (www.womcom.org) works for the advancement of women throughout the various communications fields. The association produces national and regional events and offers both professional and student chapters.

BUSINESS AND PROFESSIONAL WOMEN. (www.bpwfoundation.org) hosts networking events for members to advance careers and work toward equity in the workplace for women.

EMPOWERING WOMEN NETWORK (www.empoweringwomen.net), the largest professional women’s organization in the Midwest, offers monthly networking events.

NATIONAL ASSOCIATION OF FEMALE EXECUTIVES (www.nafe.com) is the largest businesswomen’s organization in the nation.

NATIONAL ASSOCIATION OF WOMEN BUSINESS OWNERS (www.nawbo.org) hosts a number of networking conferences and events each year.

NATIONAL COALITION OF 100 BLACK WOMEN INC. (www.ncbw.org) is dedicated to Black women in the workplace. The coalition hosts networking events, conferences and leadership retreats.

NATIONAL LATINA BUSINESS WOMEN ASSOCIATION (nlbwa.org) focuses on the advancement of Latinas in business and professional occupations. The association hosts national and regional conferences with networking opportunities.

SOCIETY OF WOMEN ENGINEERS (societyofwomenengineers.swe.org) is a not-for-profit organization dedicated to advancing women in the field of engineering. The society offers networking conferences as well as social networking.

ORGANIZATION OF WOMEN IN INTERNATIONAL TRADE (www.wiit.org) provides educational and networking opportunities for women who work in international trade and business.

WOMEN’S BUSINESS DEVELOPMENT CENTER (www.wbdc.org) has many programs and services for established business owners and entrepreneurs starting a new business. WIBI

Professional organizations can be invaluable tools when it comes to founding, running and growing your business.

In addition to networking opportunities, you can often benefit from the advice of others who have gone through the experi-ences you’re having and learn from them rather than living through them. Here are some of the best women’s professional organizations in the U.S.

Professional OrganizationsEleven Women’s

http://www.valleypowersystems.com

An unlikely political star tells the inspiring story of the two-decade journey that taught her how Washington really works—and really doesn’t. As a child in small-town Okla-homa, Elizabeth

Warren yearned to go to college and then become an elementary school teacher—an ambitious goal, given her family’s modest means. Fifteen years later she was a distinguished law professor with a deep understanding of why people go bankrupt. Then came the phone call that changed her life: could she come to Washington DC to help advise Congress on rewriting the bankruptcy laws?

Working wom-en today are better educat-ed and better qualified than ever before. Yet men still predominate in the corporate world. In The Confidence Code, Claire Shipman and

Katty Kay argue the key reason is confi-dence. Combining cutting-edge research in genetics, gender, behavior, and cogni-tion—with examples from their own lives and those of other successful women in politics, media, and business—Kay and Shipman go beyond admonishing women to “lean in.” They offer the inspiration and practical advice women need to close the gap and achieve the careers they want and deserve.

Women are starting up businesses at a faster rate than ever before, but less than half of them are drawing an income from their business. How do

we help women become more successful as entrepreneurs? In CATAPULT: A Woman’s Guide to Building a 7-Figure Business, Abbie Widin, business coach and speaker, helps women discover the steps that seven- and eight-figure women business owners have taken to make their busi-nesses a success.

A Fighting ChanceThe Confidence Code: The Science

and Art of Self-Assurance— What Women Should Know

Catapult: A Woman’s Guide To Building a 7-Figure Business

BY ELIZABETH WARRENMETROPOLITAN BOOKS | ISBN: 1627790527 KATTY KAY & CLAIRE SHIPMAN

HARPER BUSINESS | ISBN: 006223062X

BY ABBIE WIDIN ONE EXTRA ZERO | ISBN: 0992488206

BusinessBookshelf

28


3

HISPANIC TODAY

A WORLD OF OPPORTUNITYWe are the world’s largest ASME Authorized Inspection Agency. Although we are best known for our services as an AIA, we’ve leveraged experience gained over more than 136 years of operation to become an industry leader in a variety of engineering services fields.

Job opportunities are currently available at HSB Global Standards. Please visit our website for more information on current openings.

www.hsbglobalstandards.com

An Equal Opportunity Employer

Vanasse Hangen Brustlin, Inc.Transportation | Land Developement | Environmental Services

www.vhb.com | Offices located throughout the east coast

Consistently named among the “Best Civil Engineering Firms to Work For” by CE News magazine, VHB is committed to providing a challenging, dynamic and rewarding work environment. Our staff enjoys opportunities to grow professionally and work on interesting projects. Our dynamic, people-centric organization focuses on our culture of collaboration, personal development, and developing lasting relationships both inside and outside of our firm.

VHB is proud to be an Equal Opportunity/Affirmative Action Employer.VHB ensures non discrimination in all programs and activities in accordance with Title VI and Title VII of the Civil Rights Act of 1964.VHB participates in the E-verify employment authorization program.

http://www.joinlapd.com/


JACOBS is creating the world of tomorrow as one of the largest providers of architecture, engineering, construction, and other professional technical services. Jacobs Technology, a wholly-owned subsidiary of Jacobs Engineering, is a worldwide leader in providing advanced engineering and technical services for government and industry.

www.jacobstechnology.com

UPS Freight is an Equal Opportunity Employer M/F/D/V

UPS Freight is one of the largest less than truckload carriers in the U.S. and offers

both LTL and truckload job opportunities. For Current Opportunities Visit:

ltl.upsfreight.com/aboutus/careers.aspx



www.jacobstechnology.com

UPS Freight is an Equal Opportunity Employer M/F/D/V

UPS Freight is one of the largest less than truckload carriers in the U.S. and offers

both LTL and truckload job opportunities. For Current Opportunities Visit:

ltl.upsfreight.com/aboutus/careers.aspx

10

HISPANIC TODAY

CAREER AND BUSINESS NEWSAnother four percent of companies planned to give smaller bonuses than a year ago, which the same percentage who said as much in the 2008 survey.“Companies are not quite ready to ramp up hiring, but they are beginning to see the light at the end of the tunnel. While most can probably justify postponing bonuses another year, there are growing concerns that job market improvements in 2010 could bring an exodus of workers. Companies are also sending a message that we appreciate that this has been a tough year for everyone, and that the workers’ part in ensuring continued survival is recognized,” said John A. Challenger, chief executive officer of Challenger, Gray & Christmas.

Many employers are indeed expecting a rapid surge in turnover when the economy improves, according to a survey by consultancy firm Deloitte. The survey found that nearly two-thirds of managers were highly or very highly concerned about losing high-potential talent in the year after the recession ended.

“In addition to layoffs, the recession forced many employers to decrease workers’ hours, institute pay cuts, force employees to take unpaid vacations and halt matching 401(k) contributions. While some of these measures have saved jobs, they undoubtedly

left many workers disgruntled, frustrated and ready to move on as soon as the market improves. Year-end bonuses may not ensure the loyalty of all unhappy workers, but they could help entice some to stay aboard,” said Challenger.

While the human resource executives surveyed did not provide details on the amount of bonus checks, John Challenger said some companies may choose to be creative when it comes to year-end rewards. “In some respects, it truly is the thought that counts. Employees want to be recognized for their contribution to the company. It doesn’t have to be a Wall Street sized bonus check. Many workers would be happy with a $100 gift certificate to a local restaurant or store. Many would probably be happy with a couple of extra days of paid vacation at the end of the year. Many are simply happy to have a job in this economy,” said Challenger.

“Of course, those who are just happy to have a job are usually the first ones seeking greener pastures at the first sign of improvement. Companies understand this and it is why nearly two-thirds of them are finding a way to give bonuses this year,” he concluded. HT

BY ABBIE WIDIN ONE EXTRA ZERO | ISBN: 0992488206


3

HISPANIC TODAY









VETERANS ENTERPRISE35


jacobstechnology.com

The Metropolitan Police Department, City of St. Louis, Missouri is an Equal Opportunity Employer

FOR INFORMATION ON COMMISSIONED AND CIVILIAN CAREER OPPORTUNITIES, VISIT:

www.slmpd.org/hr/index.htm

Should you have additional questions concerning employment opportunities you may call 314-444-5615.

If you are interested in a position as a police officer

please request to speak to a Recruiter.

If you are interested in a civilian position please ask for a Human Resources Assistant.


3

HISPANIC TODAY









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