Ahora Orlando: Welcome!

How local companies attract Hispanic workers and customers, and why they’re so successful

It doesn't require much business genius to take the surging Hispanic presence in Central Florida seriously. For proof of the impact, just read a report or simply look around the region.

Orlando ranks as the 13th-largest U.S. metropolitan area for Hispanics by total percentage of population for metros over 1 million people. And even more growth is on the way. By the year 2050, the number of Hispanics will increase to 29 percent of the total population. At present, Hispanics make up 22 percent of the population. Regarding diversity, in general, nearly one in five local residents will be born outside the United States by 2050 compared to one in six now.

So, having diversity is obviously a critical business fundamental.

Yet, some companies and organizations travel well beyond the basics to not only embrace and nurture diversity, but also to become models of exactly how it should be accomplished. For them, diversity is neither a challenge nor an opportunity. It's a way of life.

That's what you'll find in common with the eight companies identified by Ahora Orlando and profiled below.

These select few are defined by excellence that has emerged as best practices within their industries. As such, when it comes to being diverse, they are greater than winners. They are champions.

THERE ARE MANY COMPANIES ACROSS CENTRAL FLORIDA THAT ARE MAKING GREAT STRIDES TOWARDS DIVERSITY. HEARE ARE 15 OF THEM (EIGHT OF WHICH ARE PROFILED):

As market president of Central Florida for Blue Cross and Blue Shield of Florida, Tony Jenkins has plenty to occupy his mind. The company and its family of subsidiaries serve more than 8.6 million people with healthcare-related insurance products, and Jenkins' region is responsible for a fair share of that business.

Yet, he says that one question never strays too far from his thinking: “How do we create an environment where respect, trust and teamwork are the high marks of how we deliver service?” In other words, with Florida being the nation's third-largest Hispanic market, how can Blue Cross and Blue Shield foster diversity?

“We have to make sure that we develop products and services to be able to meet the needs and preferences of the Hispanic, African-American, Asian and Native American communities,” he cites.

For starters, through its Diversity Leadership Council, the company accomplishes those feats by making certain that diversity is a point of emphasis at every level of operations. The council meets quarterly and has developed a scorecard to ensure that diversity is continually measured. “When you talk about all of the elements of cultural competence and diversity, it's discussed at the highest levels in this organization,” he notes.

In addition, as demographics continue to change, Blue Cross and Blue Shield has established a workforce that mirrors the diversity of each marketplace. At present, 40 percent of the company's workforce can be described as “multicultural.” There is also a dedicated service unit, located in Miami, that caters to non-English-speaking customers through both verbal communications and written materials.

Also, a Cultural Competence and Diversity team of nine professionals focuses entirely on helping to coordinate and integrate diversity initiatives across the organization. The effort is led by Ed Gallegos, the company's vice president of cultural competence and diversity, who is of Mexican descent.

“Today, diversity really is fundamental,” Jenkins concludes.“And it should be included in any company. It has to be a part of their regular business priorities.”

More than 65 years have passed since founder Bill Darden opened the first restaurant. And much has changed during that time. Today, Darden Restaurants Inc. is the world's largest casual dining company, with almost $6.7 billion in annual sales, approximately 170,000 employees and 1,700 restaurants, including Red Lobster, Olive Garden, LongHorn Steakhouse, The Capital Grille, Bahama Breeze and Seasons 52.

Quite apparently, though, at least one key element has never wavered: Darden Restaurants continues to understand that diversity is more than just the right thing to do—it's critical to future growth.

“Diversity is in our DNA,” says Cheryl Fowlkes, Darden's director of workforce diversity.
“It's a core value that has been deeply integrated into our business model and the way we conduct business.”

The approach is holistic and includes workforce diversity, community affairs, supplier diversity and guest diversity.

Among the key initiatives is a diversity-learning experience that is highlighted by multi day sessions attended by every general manager, director and officer at Darden. Aside from diversity issues, the focus is on providing valuable resources to leverage a diverse workforce.

During orientation for all new Darden employees, diversity awareness is stressed as critical to the company's success. In addition, cites Fowlkes, Darden employees continually learn from one another, while the Darden Restaurant Support Center offers membership to network groups, such as the Hispanic Network. Through seminars and workshops, network members can develop new skills and advance their careers. Network activities not only foster members' personal and professional growth, but also align with business objectives. The networks, for instance, are used to test market research for brands, educate employees about different cultures and assist with recruiting efforts.

“We are proud to be an organization that has cultivated a diverse workforce that reflects our identity from the boardroom to the dining room,” says Fowlkes. “Our proactive approach to diversity creates opportunity for our employees, the company and the communities in
which we serve.”

One would think in a commately 19,000 people in 18 states diversity would be important. Yet, Embarq's commitment to diversity starts at the top and filters down to permeate the very fabric of the company—from its technicians and engineers to its customer service and marketing. Even its vice president of national field sales and chief diversity officer, Lou Carrion, is Hispanic.

Embarq, headquartered in Overland Park, Kan., but with a major presence in metro Orlando, provides a complete suite of communications services. For consumers, Embarq offers reliable local and long distance home phone service, high-speed Internet, wireless and satellite TV. For businesses, services include local voice and data services, long distance, business-class DSL, wireless, enhanced data network services, voice and data communication equipment, and managed network services.

Also impressively, Embarq CEO Tom Gerke is sold on the idea of inclusion. First,he says,the company reflects and values diversity at all levels to attract the best and brightest employee talent. Second,culturally sensitive customer service is designed to effectively reach out to a diverse customer base. Third, diversity drives innovative thinking and productivity. Notably, as a result, Embarq recently was named Corporation of the Year by the Mid-America Minority Business Council for its diversity efforts and support of minority businesses.

“Without diversity, a company can develop blind spots because you have a bunch of people looking at the world the same exact way,” he comments.

Gerke also provides proof that when it comes to diversity, Embarq offers more than lip service.Many of the company's board members and senior officers, both nationally and in metro Orlando, are ethnic minorities or women. Plus, a critical theme of senior-level reviews with executives who report directly to Gerke is diversity/inclusion. “There are specific goals that must be followed and measured, which bridges the gap between aspiration and reality.”

Or, as Carrion describes, “Diversity is a huge part of everything we do.”

You don't have to look far to see Hispanic diversity in the Orlando Magic. Puerto Rican Carlos Arroyo is a player on the team. Diversity, however, runs much deeper than merely on the court. It cuts across the entire organization.

The Magic broadcast their games in Spanish; translate news and information into Spanish for the media and on the team's Web site; and produce a weekly Spanish version of their late-night TV show,“Midnight Magic.” The Magic also work diligently to develop numerous Hispanic-oriented relationships and partnerships throughout the community. And, they actively recruit Hispanics for employment in their administration office.

“We understand how important it is to reach out and talk to our fans, partners and sponsors in Spanish,” says Linda Landman-Gonzalez, the Magic's vice president of community relations and government affairs.

“It's a market where in some areas of the country and in Central Florida zip codes are 75 percent Hispanic. It's not only reckless to ignore this market, but on some levels it's unforgivable from a business standpoint and a diversity standpoint.”

The TV show, for example, called “Magic a la Medianoche” has the same format as the current “Midnight Magic” broadcasts and features player interviews, game highlights and overall information on the entire NBA. Also, it showcases a pair of familiar voices to Magic fans, as Orlando Magic Spanish radio broadcasters Joey Colon and Ramon Rivas co-host the program. In addition, it's the first Spanish-only programming of its kind to be produced by the Magic, and Orlando is one of only a few markets to broadcast such a half-hour TV show in Spanish.

Landman-Gonzalez, herself, represents a signature Hispanic move by the Magic. Although not Hispanic, she is a longtime well-known staple of the local Hispanic community, and most recently helped to elevate Darden Restaurant's Hispanic standing. Her new position greatly broadens an existing Latin Affairs department with the Magic.

“This isn't just a case of translating in Spanish,” she concludes. “You need to understand nuances of the culture.”

Just look at the numbers. Of the nearly 31,000 students who attend Valencia Community College, 25.7 percent are Hispanic. And, when combined with other ethnic groups, that composite rises to 58 percent,making Valencia—for the first time —a minority-majority college.One of Valencia's four campuses, in Osceola,is even designated as “Hispanic Serving Institution,” with 43 percent of students being Hispanic.

In addition, 8.7 percent of the instructors are Hispanic, and nearly one in four instructors is from a minority group.

Dr. Stanley Stone, vice president of human resources and diversity, points out that among the seven goals to emerge from a 2007 strategic plan was “The Power of Diversity.” As a result, while the Florida Department of Education has diversity requirements that must be met, Valencia exceeds all mandates.

“As a public community college whose mission is to provide access to anyone interested in pursing a college education, it's important that our campus community reflects the diversity of the local community,” he says.

To achieve that student diversity, among other activities, Valencia last year hosted the National Hispanic Scholars Fund College Planning Day as well as cultural diversity college fairs. Valencia also works with local groups such as Yo Si Puedo and Hispanic Achievers.

Similarly, in recruiting faculty, Valencia participates in Osceola County's Hispanic achievement Job Fair, advertises teaching positions in Hispanic newspapers like La Prensa and works with the Hispanic Chamber of Commerce of Metro Orlando. “When we try to recruit any particular candidates, we go the extra mile to ensure that we find those individuals,” comments Stone.

Faculty training is also noteworthy. Aside from comprehensive employee orientation, all staff members are highly encouraged to complete a one-day training course on diversity, which preaches understanding. “It's about embracing and understanding differences in ethnicity,” cites Dr. Martha Williams, assistant vice president of compliance, diversity and equity. Roughly 1,000 employees have gone through the training.

“We walk the walk,” Williams concludes, “and we talk it as well.”

The statement by Angela Lagos, Universal Parks & Resorts' senior manager of diversity and inclusion, isn't very complex:“Diversity is a state of being. Inclusion is what we do with it.”

Yet, Universal's strategy to create both diversity and inclusion is far from simple. In reality, it features numerous intertwined layers, all based on the notion of gaining perspective. First, Orlando-based Universal Parks & Resorts—the division responsible for the operation and maintenance of the various Universal Studios resort properties across the world—works to truly understand its employees. Then, by using that information, Universal gains perspective on its guests.

“The team members are the reflections of the millions of guests who come in and visit from around the globe,” says Lagos. That effort is fueled by five key initiatives, beginning with employee recruitment. To attract top diverse candidates, Universal partners with more than 30 professional organizations, such as the National Society of Hispanic MBAs, the Association of Latin Professionals in Finance and Accounting, and the Society of Hispanic Professional Engineers.

A focus on retention is the next step, highlighted by the assistance offered through the Universal Team Member Resource Groups. Similarly, training and education for all levels of personnel help to breed successful employment.

Multicultural marketing to attract diverse visitors and the development of niche events and businesses to expand the Universal brand in the marketplace round out the strategic plan.

“To be a true universal company,” explains Lagos, “we have to understand what is the perspective, the thought processes, motivations and purchasing powers of multiple demographics. The only way to do that is by having a very active and strategic approach to diversity and inclusion.”

That belief certainly has proved fruitful. Most recently, Universal Parks & Resorts received an award from its parent company, NBC Universal, for excellence in diversity and inclusion. The reason: creating a positive work environment for all employees and effectively reaching out into the community—in other words, being diverse and inclusive.

The Hispanic diversity that marks the Walt Disney World Resort is certainly no secret. The region's largest employer is also the largest employer of Hispanics. So, to get a view of diversity,one only needs to look around—Hispanics,literally, are everywhere at Disney.

Or, as Jim Bowden, Disney's director of global strategies for diversity and inclusion, put it: “When you walk through our parks, you are going to see a very solid representation of Hispanics and Latinos, and we want to make sure that reflection is throughout all of our positions at Disney.”

What's more is that commitment extends far beyond even those vast limits.

Thanks to a Hispanic diversity resource group, for example, Disney explores all new ideas, products and marketing endeavors with diversity in mind.What will Hispanics think? That question is central to the group's decision making. Similarly, Disney Leadership Advisory Board discusses emerging issues with a keen eye toward diversity.

Bowden believes that awareness, starting from the top, sets Disney apart. “If you don't have that top-level commitment, you're not going to be successful with diversity,” he notes.

Lara Montilla agrees. As director of Disney's multicultural marketing, Montilla must understand various audiences. “Inside of Disney, I have the tools to make sure that the marketing I'm taking out into the marketplace is going to be effective,” she says. Notably, Disney's “The Little Princess” TV ad, targeted to Hispanic girls nationally via Hispanic stations, has proved to be a big hit.

On a personal level, Montilla adds Disney embraces female Hispanics. “They value my work,” she cites, “and they value who I am.”

Additionally, Disney's Minority Business Development initiatives have long been viewed as the industry standard, fostering partnerships with diverse companies and organizations, along with providing resources. (One example is the ongoing partnership with Ahora Orlando magazine, which has meant significant support and assistance.)

“The overall philosophy is that diversity is a business imperative for us,” concludes Bowden. “We need to make it a priority, and we need to weave it into everything that we do.”

Most people who watch WKMG-TV Channel 6 probably know that the station has high-profile Hispanic on-air personalities. Yet, did you know that Channel 6 also has Hispanics in numerous other key positions behind the camera, such as camera operators, news managers and sales managers? Even the vice president/general manager, Henry Maldonado, is Hispanic.

As such, the station exhibits a fully integrated approach toward diversity, one that is also championed by its parent company,the Washington Post,and its broadcast division, Post-Newsweek Stations. “You must have input from a variety of perspectives in every single major decisions that's made,” asserts Maldonado.

Notably, at the station, it's not merely a case where Hispanics have input on decisions that affect Hispanics. Diversity is at the center of all company decisions, regardless of topic or impact.

“The real benefit of diversity is a perspective that's fresh, that's different and, when blended into decisions that the company makes on a day-to-day basis, which have nothing to do with ethnicity, you end up getting better ideas, and you make better decisions that way,” Maldonado explains.

That type of thinking has helped the station survive through years of change. As Central Florida's first television station, it signed on the air as WDBO-TV in July 1954. At the time, Orlando had a population of 52,000 people. Hispanics, alone, total more than 400,000 today.

Maldonado has personally seen demographics—and attitudes-change during the past several decades. An increasing acceptance of diversity nationwide enabled him to enter broadcasting in 1970. Now, he vows to help other young Hispanics enter the industry.

“Good Hispanic broadcasters are in demand, so you have to start at the entry level to develop them when they get out of college,” he notes.

Diversity, he concludes, makes sense all the way around: “In the end, all of this will prove itself not just to be the right thing to do and the moral thing to do—but the smart thing to do.”

A new community Engagement Report shares how Walt Disney World Resort connects with Florida.

From the outreach efforts of Disney VoluntEARS to collaboration with local community leaders to millions of dollars in cash and in-kind donations to local organizations, a new Community Engagement Report from Walt Disney World Resort reveals the many ways the company is committed to being an active part of Central Florida's biggest future.

In 2007, Walt Disney World Resort, contributed more than $33.6 million in cash and in-kind support and donated 190,000 hours to community causes.

Highlights from the report include:

An electronic version of the report is available at www.wdwpublicaffairs.com/Resources/PDF/CER_final.pdf

Inclusion is part of what we are and who we are, including a variety of perspectives and uniting diversity of thought is what shapes our universe.

Our Diversity & Inclusion TEam embraces the opportunity to expose various multicultural communities across Central Florida by attending and supporting many events throughout the year. By attending these events, we learn from multicultural organizations as well as diverse communities and leave a lasting, positive impact. As an organization with it's global headquarters calling Central Florida home, we believe it is critical to be actively involved in the events that enlighten, entertain and educate others about what matters most to the multicultural citizens that make up the City Beautiful.

As an organization, we invite people from around the globe to work together to enjoy learning form one another and create memorable positive experiences. It is through the diversity of our Team Members that we are able to become the #1 Entertainment Destination in the World. It is the thousands of Team Members from around the globe and their diverse backgrounds that make us who we are. We are made up of a collection of people that value the diversity among us.

Universal Orlando is proud of our professional Staffing Team; through their hard work we continue to maximize the diversity in our leadership teams.

With a robust training curriculum, our Learning and Development and Leadership Development Teams ensure that Universal Orlando offers many opportunities to develop inclusive and cohesive teams.

There are hundreds of International Students that join the Universal Orlando Team from various countries such as the Dominican Republic, Mexico, Peru, Thailand, Japan, Russia, Poland, India and many others across the globe. Our staffing Programs Team and International Recruiters travel the globe to ensure that Hospitality and Tourism students joining our team gain an enriching experience while offering world-class service.