MReport May 2020

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M R EP O RT | 19 COVER STORY "The more proven data that you can share with an industry or within an organization, the more you're going to impact the change in that organization." Mason said there is evidence of progress within the industry but using data and metrics within your organization is critical for be- havioral changes across the board. In response to a report from December 2019 that found only 6% of CEO positions within S&P 500 companies are held by women, Dillard said, "We have a long way to go." "That is why I feel strongly that my generation of leaders must spend extra time with younger team members to ensure they are getting the tools and training needed to succeed and work their way up. … To achieve a truly diverse and inclusive culture, we need to focus on cultivating a pipeline of young leaders," Dillard said. Giving Back M ason said her company strives to make diversity a key part of its company culture. Clarifire is currently 60% female. She said that differing view- points—whether they come from men or women, regardless of background or ethnic profiles—in- creased diversity can help spur innovation. After all, the more dif- ferent mindsets that are approach- ing a problem, the more likely one or more of them will spot angles that others might miss. Mason said the awareness of the unintended bias is the first step in growing a diverse and inclu- sive workforce. Mason described the process of being intentional in your awareness: "Looking at yourself and how you receive what the person in front of you is telling you. Taking that pause and going, 'I shouldn't react this way even though it's an old habit.' The culture of men can be more asser- tive and disagreeable and louder in its work activities than that of women … therefore, it's construed as not quite as successful. Those behavioral aspects are hard for our society to overcome without working at it." Diverse organizations also generate more revenue and more employee engagement, Mason explained. She said she would also like to see the growing diversity extending to vendors. Mr. Cooper Group celebrated the third year of its diversity and inclusion initiative earlier in 2020, Dillard said, adding the com- pany has dedicated a great deal of energy into building awareness and education about co-workers and their diverse cultures. "Today, we have more than 15 employee resource teams, and it's one of the things I'm most proud of," Dillard said. "I truly believe that if we know more about our peers—their traditions, their belief system, their challenges—we can create more meaningful connec- tions and work better together." Carrie Tackett, Safeguard's American Mortgage Diversity Council representative, said estab- lishing a diverse workforce should be part of any successful corporate culture. Diversity "top-to-bottom business strategy" in the recruit- ment for all levels of employment. "This is not limited to our inter- nal workforce. About 40% of our "Those organizations that can engage their full workforce to embrace diversity and inclusion will realize the most significant, long-term benefits." —Marti Diaz, Chief Human Resources Officer, MCS "I've been impressed with the AMDC's ability to tackle diversity and inclusion issues head-on, while providing resources to its members that advance their Diversity, Inclusion, Equity, and Belonging strategies. AMDC recognizes that one size doesn't fit all. It's able to focus on particular challenges that may be unique to some of its members and not lose sight of the bigger picture in terms of industry trends that impact business outcomes." —Charmaine Brown, Diversity & Inclusion Leader "To achieve a truly diverse and inclusive culture, we need to focus on cultivating a pipeline of young leaders." —Dana Dillard, EVP of Corporate Social Responsibility, Mr. Cooper Group

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