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RISK EXECUTIVES ON D&I PROGRESS AND THEIR PERSONAL JOURNEYS Anonymous . The RMA Journal ; Philadelphia  Vol. 102, Iss. 10,  (Jul/Aug 2020): 18-21.

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(ENGLISH) The Journal interviewed Erin Amerlan, senior vice president, Risk and Insurance at Charles Schwab; Gabrielle

Aryeetey, senior vice president and senior director, Enterprise and Operational Risk Management, Key Bank; and

Steffanie Jasper, senior vice president and senior operational risk officer for Technology, Security and HR

Operational Risk Management, PNC. Shortly after I began my career with this organization, there were a few

employee resource groups focused on just a few diversity dimensions (African American, senior women, and

Latino) but now we have an expanded network of employee business resource groups, a line of business councils,

regional councils, and a standing corporate diversity and inclusion council. During my career, I have seen diversity,

equity, and inclusion move from being in the peripheral to being embedded in the organization, including marketing

initiatives, business resource groups, training, and benefits to name just a few. [...]my company has created a

Resources Toolkit that is updated on a regular basis with links, books, and other materials that cover

contemporary diversity and inclusion topics to help managers and employees expand their knowledge and assist

in their day-to-day journey in building more diverse and inclusive teams.

As PART OF RMA's continuing focus on diversity and inclusion best practices at financial institutions, The RMA

Journal recently interviewed three risk management executives about their personal journeys, what has been

achieved in this space, and what is yet to be accomplished. The Journal interviewed Erin Amerlan, senior vice

president, Risk and Insurance at Charles Schwab; Gabrielle Aryeetey, senior vice president and senior director,

Enterprise and Operational Risk Management, Key Bank; and Steffanie Jasper, senior vice president and senior

operational risk officer for Technology, Security and HR Operational Risk Management, PNC.

RMA JOURNAL: Please share with our readers some important elements of your own journey in the industry.

AMERLAN: I have benefitted by spending the last 16-plus years working for a firm that has placed a priority on

diversity and inclusion through employee resource groups, hiring practices, and the push to create and maintain a

workforce that mirrors our current and prospective client base. Having spent such a significant portion ofmy

career at Schwab has meant that as a woman in financial services, I haven't felt any challenges based on my

gender. What I have learned over the years as a leader is that building a diverse team takes effort. You have to look

beyond a resume at someone's job experience. You have to be willing to dig deeper to learn how individuals work,

and what their life experience may bring to the equation to create broader diversity of thought to a team. Once you

have that team, you also have to balance how the team feels about their contributions and ensure what each

individual brings to the table is valued.

On a more personal note, as a parent of an autistic child, I am driven by the pursuit of both working for a company

and building an environment where people of varied abilities can be successful. This has caused me to engage in a

more meaning ful way at a local level by sponsoring our Charles Schwab Abilities Network, which strives to create

a positive and inclusive work environment for employees affected by a disability.

ARYEETEY: I have worked in financial services for most of my career and benefitted from diverse leaders and allies

who have provided sage advice and supported my growth through the years. The importance of corporate culture-

how we all embed our values into our operating model and the organization-has remained paramount for me

throughout my career. At KeyBank, diversity, equity, and inclusion have been a top enterprise priority for nearly 20

years. I only expect that commitment to continue to strengthen over time. I have also been able to engage in

challenging conversations to highlight where the industry continues to have opportunities to improve recruiting,

development, engagement, and retention of diverse talent. As an African American woman with a nephew who has

autism, valuing diversity and inclusion is very near and dear to me personally and professionally.

JASPER: My journey in the industry has been a varied one. I have been with my current organization for

approximately 20 years. In that time, I have had the opportunity to work in technology, operations, finance, and

now independent risk management. It's been this diverse experience that has helped me to become a better risk

professional. My D&I journey has been less varied yet has grown steadily. Shortly after I began my career with this

organization, there were a few employee resource groups focused on just a few diversity dimensions (African

American, senior women, and Latino) but now we have an expanded network of employee business resource

groups, a line of business councils, regional councils, and a standing corporate diversity and inclusion council.

This growth has shown commitment and recognition of the importance of this work by our leadership team.

RMA JOURNAL: What changes have you seen as we work toward a goal of diversity and inclusion?

AMERLAN: I have seen a shift from what was a desire and is now a clear intention to create diversity and inclusion

in the workplace. It may come through the types of employee resource groups we deploy (we currently have 11

representing 35% of our employees) and how those organizations are promoted and leveraged to influence how

employees feel about Schwab as a place to work and our ability to recruit new hires. It has also evolved through

the types of organizations we partner with in the various communities we serve to build a pipeline and create

awareness about our unique culture and purpose.

ARYEETEY: During my career, I have seen diversity, equity, and inclusion move from being in the peripheral to being

embedded in the organization, including marketing initiatives, business resource groups, training, and benefits to

name just a few.

JASPER: One of the changes I have seen is the recognition that change doesn't come just by words and hope, but

by intention. Our D&I leaders recognized that some managers want to be more inclusive but may not know where

to start. Therefore, my company has created a Resources Toolkit that is updated on a regular basis with links,

books, and other materials that cover contemporary diversity and inclusion topics to help managers and

employees expand their knowledge and assist in their day-to-day journey in building more diverse and inclusive

teams.

RMA JOURNAL: What are some obstacles still in the way of truly diverse and inclusive workplace environments?

AMERLAN: One is our own unconscious bias. Companies in the industry need to continue to provide education

around this topic and how employees and managers can work to overcome bias. This will lead to the creation of a

truly diverse workplace and build a mindset of inclusivity. While much of that is a journey for each individual, one

thing companies can do is look at their hiring practices. Specifically, job descriptions and interview processes to

see how they can be adapted so they do not unintentionally exclude a certain type of candidate, and are structured

in a way to remove individual bias.

ARYEETEY: Complacency and becoming comfortable-thinking that the progress made to date is enough. While

training and business resource groups are good starting points, it's just as important to create space for

challenging conversations and provide colleagues with the tools and resources to confront unconscious bias. We

must empower our leaders with the tools to be authentic culture carriers and allies of diversity, equity, and

inclusion.

Intention and education are just the beginning of the diversity, equity, and inclusion journey. We must also

continue to be forward-thinking, looking for opportunities in each line of business to further embed diversity,

equity, and inclusion into strategies and everyday operations. Even when it's uncomfortable, we have to have those

hard conversations and commit to make changes when there is not an alignment between our values and actions.

JASPER: One of the obstacles still in the way of a truly diverse and inclusive workplace is a recognition that

difference does not equal division. As a society, we have become more divided and less tolerant of views and

people that are different, instead of recognizing the value and benefit of the diversity they offer. We have to

continue to move outside of our comfort zones because it is in those moments that we grow and learn. That

change can start in our workplaces.

RMA JOURNAL: What gives you reason for hope?

AMERLAN: I am very optimistic about where the industry is heading with D&I. I have seen more training and

education in this space in recent years, which means we know there is work to do. There is a greater appreciation

for what diversity of thought means to an organization, and you can't create that without a workforce that comes

with different capabilities and backgrounds.

ARYEETEY: Seeing the movement from diversity and inclusion being "nice to have" to a critical business

accelerator that delivers on business strategies gives me hope that organizations will continue to advance and

evolve their efforts. The more we connect the dots and understand the true value of diversity, equity, and inclusion

as part of our "business as usual"- organizationally, professionally, and personally-the better we are. There are so

many people who are committed to understanding and advancing this work. I am hopeful we will continue to make

meaningful progress.

JASPER: What gives me reason for hope is the recognition that D&I isn't just a course or seminar that you attend in

order to check it off of a todo list, but rather an important and critical part of the way we work, how we build our

teams, and a part of how leaders make strategic decisions. At my company, D&I is a component of our leadership

standards. It's measured, it's discussed openly, and it is expected.

RMA JOURNAL: Where do you think we will be on this journey in five years, and why?

JASPER: In five years, I think we will still be on this journey, but moving from focusing on diversity and inclusion to

belonging. I heard an analogy that illustrates this point: It is one thing to be invited to the party (diversity), it is

another to be asked to dance (inclusion), and yet another to be part of the planning for the party (belonging).

RMA JOURNAL: What effects might the COVID-19 crisis have on the evolution of D&I?

ARYEETEY: If we get this right, the crisis can serve as a catalyst for further progress in D&I. As the "next normal" is

contemplated, it is paramount that teams and leaders are representative of their stakeholders and communities.

More broadly, the crisis has shown us the importance and necessity of human connection and empathy, which are

core components of diversity, equity, and inclusion. Small day-to-day interactions often have a big impact on

others. The pandemic has prompted organizations to better understand both the nuanced circumstances and the

multi-dimensional needs and perspectives of their employees, clients, and communities, which I see as a natural fit

to strengthening diversity, equity, and inclusion efforts.

AMERLAN: The current environment has the potential to have both positive and negative implications on D&I. The

move to virtual meetings (voice and video) does put more pressure on the need to be more intentionally inclusive.

Meeting owners and managers need to pay special attention to not letting a select few dominate conversations so

that more ideas can be broadly shared. In addition, not everyone has the same means when working from home in

terms of tools, equipment, quiet space, childcare, etc. Therefore, some employees will have to work harder to stay

engaged and may not feel as included as they did when coming into the office.

It is even more imperative during this time that leaders exercise awareness as to how team members are feeling, in

addition to empathy and appreciation. Lastly, on a more positive note, as many firms in the industry have moved to

remote work, including in some cases flexible work, it is a benefit to men and women who are shouldering family

care without the stigma or perception they are less committed to their careers. I would hope when we return to the

new normal, assumptions have changed and that, for certain roles, that flexibility remains. ©

Sidebar

INTENTION AND EDUCATION ARE JUST THE BEGINNING OF THE DIVERSITY, EQUITY, AND INCLUSION JOURNEY.

ONE OF THE OBSTACLES STILL IN THE WAY OF A TRULY DIVERSE AND INCLUSIVE WORKPLACE IS A

RECOGNITION THAT DIFFERENCE DOES NOT EQUAL DIVISION.

: Corporate culture; Leadership; Careers; Multiculturalism &pluralism; Teams;

Managers; Risk management; Financial services; Employees; Bias

: : Corporate culture Leadership Careers Risk management Financial services

Employees

: RISK EXECUTIVES ON D &I PROGRESS AND THEIR PERSONAL JOURNEYS

: Anonymous

: The RMA Journal; Philadelphia

: 102

: 10

: 18-21

: 2020

: Jul/Aug 2020

: DIVERSITY &INCLUSION

: Robert Morris Associates

: Philadelphia

/: United States, Philadelphia

: Business And Economics--Banking And Finance

ISSN: 15310558

: Trade Journals

: English

: Interview

ProQuest ID: 2438197222

URL: http://jpllnet.sfsu.edu/login?url=https://www.proquest.com/trade-journals/risk-

executives-on-d-amp-i-progress-their/docview/2438197222/se-2?accountid=13802

: Copyright Robert Morris Associates Jul/Aug 2020

: 2020-09-03

  • RISK EXECUTIVES ON D&I PROGRESS AND THEIR PERSONAL JOURNEYS