Tag Archives: Karen Gildea

Diversity – Embracing the New View

By Karen Gildea, Managing Partner, Amick Brown

We live, play and work in an immensely diverse world.  To classify ourselves, we align with others of the same representative group.  We categorize ourselves into numerous different groups based on race, gender, age, religion, culture, ethnic background, etc.  The list of identity groupings can be endless.

The traditional view of diversity in the corporate world has had a focus on preventing discrimination of specific minority groups – preventing exclusion.  We are experiencing a shift now….from preventing exclusion to embracing inclusion.  We are moving away from regarding diversity only as a compliance requirement, to recognizing the value of and benefiting from the various perspectives of different identify groups as a business strategy.

The new view of diversity as defined by the Society for Human Resource Management encompasses “the qualities, life experiences, personalities, education, skills, competencies and collaboration of the many different types of people who are necessary to propel an organization to success.” 

20633211 - diversity color tree finger prints illustration background set. file layered for easy manipulation and custom coloring.

Some of the benefits associated with a focus on diversity and inclusion include:

  • Diverse teams that include individuals of different ages and with different backgrounds and perspectives can be more creative and innovative because the contribution and influence is more varied and therefore rich.
  • Employers want the best and brightest to join their organization. You don’t know what identity group your best match might be associated with.  A company with strong diversity and inclusion goals and a diverse workforce will be attractive to high potential candidates regardless of their identity group.
  • As with employees, customers will be associated with many identity groups as well. A diverse and inclusive workforce as well as a brand that represents a company’s diversity position will be helpful in attracting those customers.
  • While affirmative action programs still exist to counter-balance historic discrimination, fostering a diverse workforce, and working with diversity supplies will satisfy compliance requirements – not doing so might result in missed opportunities.

At a high level, developing a business strategy to support diversity and inclusion can be approached in a similar fashion as other business strategies.

  • Must have Executive commitment;
  • Create a responsible party/organization to champion the effort and shepherd its development and progress;
  • Perform an assessment of the current state that includes not only the demographics of the organization but also the perspectives of the employees regarding the company’s diversity;
  • Evaluate the results of the assessment and determine path forward that might include hiring goals encompassing all of the dimensions of diversity, diversity supplier purchasing goals and organization leadership goals to name just a few;
  • Facilitate organizational, process and any system changes required to support the strategy and goals;
  • Communicate and provide training to all in the organization. Ensure the message is shared by the executive leadership to demonstrate its commitment to diversity;
  • Monitor, measure and evaluate – adjust as needed over time.

Consider diversity in terms of the benefits it can bring to an organization.  Companies that expand their hiring practices to include individuals from varying backgrounds and those just entering the workforce in addition to those that are seasoned with experience will be rewarded with a rich and diverse workforce.  The brand will benefit as well, and at a minimum, the daily work life will be enriched by the many cultures, generations and viewpoints offered by a diverse group of individuals.

As a core belief in how we approach our business , Amick Brown works hard every day to promote the internal and client-facing benefits of diversity.

 

Corporate Social Responsibility and Small Business

by Karen Gildea , Managing Partner , Amick Brown

Sustainability has been a recognized business strategy for the past decade or so.  Strategies to reduce the adverse impact that a corporation had the on the environment were the areas of focus.  Choices to invest in renewable resources, to institute recycling policies and reduce contributions to the pollution of our air and water were key.

Over the past 10 years the objective of sustainability has been shifting from a direct focus on environmental impact to a more far reaching objective that still includes environmental goals, but has also brought broader social concerns into focus as well.

In addition to environmental impact, companies are now paying attention to their employee’s and customer’s well-being and the well-being of the communities that they operate in.  Corporate Social Responsibility or CSR, has become a key business strategy for many global companies with 75% of them tracking and issuing CSR reports.  It is time for all responsible companies, big and small to get on board as well.

The Society for Human Resource Management (SHRM) defines Corporate Social Responsibility as “Recognition of the impact a corporation has on the lives of its stakeholders (including shareholders, employees, communities, customers, and suppliers) and the environment; can include corporate governance, corporate philanthropy, sustainability, and employee rights and workplace safety.”

There is a generally recognized principle of the 3 P’s when considering Corporate Social Responsibility:

  • Profit (Economic) – a company must be profitable to be sustainable into the future. A profitable company produces products and services that provide benefit, they pay employees and purchase goods and services which is good for the economy.
  • Planet (Environmental) – a company should have a sustainability strategy to minimize its negative impact on the environment and expanding the use of renewable resources.
  • People (Social) – carrying for employees through pay and benefits, helping them achieve a work/life balance, providing growth opportunities and treating them fairly will make them more productive in the organization. This will create a more sustainable workforce.  A company should also expand its focus to its surrounding community, suppliers and customers – the goal of which is to create a sustainable customer base.

Andrew Savitz represents this concept most concisely in his book “The Triple Bottom Line ”“A sustainable corporation is one that creates profit for its shareholders while protecting the environment and improving the lives of those with whom it interacts.”

Companies do not need to be large corporations to pursue CSR objectives.  Small businesses can and should participate as well.  By including a focus on providing long term value in addition to the pursuit of growth and profits, businesses big and small can advance their CSR impact.

The best way to start is to begin thinking about it – document it as a business strategy.  Think about it in terms of the 3 P’s and start small and simple.  Some ideas:

  • Profit – this one need not be further addressed as it is already a primary objective
  • Planet – with a little thought and planning, small businesses can establish internal processes that support a sustainable environment – simple approaches include:
    • instituting recycling
    • consciously reducing energy usage
    • evaluating suppliers and goods purchased based on their sustainability efforts
  • People – evaluate internal HR policies and employee relations for improvement opportunities:
    • recognize the needs of the employees in balance with the needs of the business; (e.g., flexible work schedules, support training opportunities, etc.)
    • ensure labor compliant and non-discriminatory business practices
    • look for volunteer or charitable opportunities in the community

A move toward CSR does not need to have a negative financial impact on a small business.  There are things that can be done without added cost.  Give it some thought and start small.

Do well by doing good!

Is Bench Strength a Valid Differentiator ?

By Karen Gildea , Managing Partner, Amick Brown

Just over five years ago, with four of my long-time colleagues, we started an IT consulting firm specializing in SAP and Business Intelligence.  Together we had led teams that designed and built an integrated BI solution for AT&T’s SAP implementation before being outsourced to a large consulting firm.  Over a 10 year period, we had developed and supported a system that served and was secured to hundreds of thousands of people.  This was no easy task and we learned a great deal along the way as building anything that serves a population that large with the varying security and usability requirements that go with it requires an enormous effort on many levels.  We knew and still know….that we have unique experience that other companies implementing large SAP BI solutions would benefit from.

So we left the large consulting firm and created Amick Brown – a certified small business, woman-owned business and minority-owned business.

We decided we would try to expand our business in the government sector.  The government has small business programs and set-asides for small business.  It is a lot of work to respond to a Request for Proposal with the government, but each time we respond we get better at representing what we have done and what we can do.  We are achieving success, but we are still sometimes questioned about our “bench strength” – in other words, the number of consultants we have employed. 

Because we have been the big company client and we have also been one of the big box resource providers as well, we have a perspective on bench strength that some others may not.

While many big companies or government agencies may feel that bench strength is an indicator of a company’s ability to provide resources when needed, what they really need to know is – can a company provide the specific expertise needed for their unique situation.  In order to truly gain the outcome desired from any new project, the specific expertise or experience of each consultant should be the focus. 

All consulting firms, big and small respond to the unique requirements of a company or agency similarly.  They determine the specific expertise and experience that is required, they look at their available resource pool to determine if that expertise is there and available, and if not they begin their search for that expertise in the market.  The resource pools of big and small consulting firms alike are also very similar in makeup – the respective pools invariably contain partner consultants as well as employees.

So – is bench strength really meaningful?  I say no.  A firm’s ability to evaluate and understand the project requirements and challenges, determine the expertise and experience required and then to identify the most qualified candidates to successfully respond is key.  As well, the firm should be vested in the long term success of their client.

A question we often get is “is your consultant an employee”?  Again I believe the question should be – who is the best candidate for the position?  We have found that the very best and most experienced consultants may be interested in coming on board to work on a project, but aren’t necessarily interested in changing “employment”.

There are numerous reasons why a consultant may not want or be able to be hired as an employee. Perhaps they are tied to their current company through an H1B visa, or personal relationship. It may be due to wanting the freedom to grow at the pace which they prefer.  It might even be about not wanting to lose accrued vacation at their current company.  If all federal and state requirements regarding payroll and payroll taxes are being adhered to, and if insurance and contracts are in place – does it really matter?

For every engagement, we assemble a team of the best experts with the most relevant experience for the unique requirements presented.  We hire consultants as permanent employees when it makes sense for all and subcontract when it does not.  Regardless of employee or subcontractor designation, the placement is done only after thorough cultural matching and a vested commitment to long term success.

Over the past 15+ years, we have worked with  many consultants and small business consulting companies.  We continue our relationships with only the best and through those relationships we are introduced to others of the same caliber.  For each consulting partner we ensure agreements are in place, insurance verified, and background checks done, and for those we are new to, full due diligence is completed. We work with only the verified best consultants and have developed long standing relationships for the ongoing success of all.  We provide a team that can rival any big box organization.

A consolidated bench of consultants with the specific expertise required is what will provide a successful project team – regardless of where the individual consultants come from.

bench strength

The reality is that the big box firms call smaller consulting firms on a regular basis to provide the expertise they need for their client projects.

After all, it really is all about gathering the best people to tackle the project.

bowl of goldfish

 

25 years into a career and you are Outsourced – time to Panic or a Gift?

By Karen Gildea, Co-founder and Managing Partner
Amick Brown

Karen Gildea

Like so many of my peers, and by that I mean those that
started their careers years ago with the plan to remain at the same company until retirement, the news that outsourcing will end your career there is shocking to say the least.  When you must leave your company for whatever reason, and you aren’t really ready or old enough for retirement, it is quite distressing.  You look at the many millennials who seem to so comfortably pick up and move to a new company when they see a new opportunity and you think, “what do I know and what skills do I have that would enable me to start again somewhere?”

What felt like the worst thing that could happen to my career…….WASN’T.

I spent more than 25 years working at a company that was so large that there was an endless amount of potential in terms of jobs, career paths and the ability to climb the corporate ladder.  I loved my job as it was constantly changing and enabling me to grow.  I loved the people I worked with and through the years they became a kind of extended family.  This was my world – I never looked beyond it.

As I started to think about the situation at hand, some truths were evident. Through the years, I was afforded some very valuable training and experience.  I managed a team that was responsible for building and supporting 24 x 7 applications for a user base that numbered in the hundreds of thousands.  We learned, sometimes the hard way, that the right people, constant communication, process, documentation, and a strong focus on quality assurance and system performance are required for success.  When you are there not only to implement systems, but to support them, you learn to be very thoughtful about design, testing and user communication and training.  These are sometimes areas that are of little interest to those who implement and move on.  We had a roadmap and a long term view of the solutions we were building and we had a lot of experience that would ensure our success in getting there – but that was over.

Make a Plan, Work the Plan, Be Accountable

Together with some of my colleagues, we decided to start a small consulting business.  We realized that the skills and experience that we had acquired building and supporting SAP and BI solutions for such a large implementation would be of value somewhere.  We believed we could make this work….but at the same time we definitely had moments of concern.  We met and planned in our dining rooms.  We understood from our long-term and collective experience the value of developing a detailed project plan, holding people accountable, and then working the plan.

As Amick Brown became a reality, we knew we had the expertise in SAP and Business Intelligence, but what about running a business?  We had a lot to learn, but it turns out that there is a lot of help out there.

First, we found a mentor. This person had already done what we were trying to do.  Her business was in another state with a different focus so competition was not an issue.  She was a huge asset and we will be forever grateful.  We asked her endless questions, took copious notes and still reach out to her from time to time for advice.

We then took advantage of all of the resources we could identify.  The Small Business Administration provides immeasurable support to small businesses. Through the SBA, we connected with the Small Business Development Centers (SBDCs) in the three counties in our area.  The centers are there to provide training, counseling and support to small businesses.  We attended all of the training that we could about starting a business, marketing, payroll, legal issues, accounting, etc.  We also discovered the Procurement Technical Assistance Center (PTAC) which is another valuable resource that has a focus on government contracting.  We attended many PTAC training sessions where we learned about doing business with the various government agencies and responding to Requests for Proposals.  Most of the training we attended was free and when there was a cost, it was minimal.

We worked with our bank to obtain an SBA backed loan to support our start-up costs.  I can’t stress enough the value of a good banking relationship.  I have to give a shout out to Wells Fargo for being such a good business partner and providing such terrific support through the years.

WBENC-Logo

We pursued all of the certifications that were appropriate for us. We are a woman-owned business, we are a minority-owned business and we are a small business.  It is a lot of work to complete each application and it may be a bit overwhelming as you begin the process, but it is well worth the time.  Doors will be opened instead of closed because you are a supplier that holds a specific certification.

Conferences and business matchmaking events are one of the best places to learn and make connections.  We connected with people in other companies and government agencies, and identified additional useful resources to call upon when needed.  Each event helped us learn, grow and refine our marketing material and “elevator speech”.

Our first contracts were with companies we connected with through our already extensive network.  Though they were small contracts at first, it provided us the opportunity to build up our support systems that included HR and payroll services, legal support, accounting processes, web support and recruiting systems and processes.  Obviously, we grew very quickly beyond SAP Business Intelligence – a greater reach for our growing customer base.

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So, was outsourcing a panic situation or a gift? Here are the lessons learned:

  • Starting a business is completely possible. We found support everywhere we looked and people wanting to see us succeed.  We started with what we knew, and then looked for help and guidance for what we didn’t know.  Help is out there.
  • Relationships are everything – We understand that without good relationships with our clients, our employees, our subcontractors and our other business partners we won’t thrive. We will always do right by each of them.  They can count on us.
  • Continue to think long term – We make sure that we hire seasoned people who understand the long term impact of design, and in the event one of our hires needs additional assistance to ensure success we make sure it is provided. The long term success of our clients and the relationship we have with them is of utmost importance to us.
  • Be frugal – We have always had an eye on cost containment and we don’t spend money on things that don’t bring value. We are fairly modest with business purchases and we would rather offer better compensation and benefits packages to our employees and contractors – this way everybody wins.
  • Being a business owner is a completely rewarding and exciting experience. We have a renewed energy and enthusiasm toward all that we do.  We learn something new every day and life is good.

To date we have made the San Francisco Business Times Fast 100 list which lists the fastest growing privately held companies in the San Francisco Bay Area two years in a row and the Largest Women-Owned Business list three years in a row.  Our US focus is growing markets in the East and Central United States, as well as the West.  Our detailed plans, working them carefully, and staying accountable are making a new business success our reality.

Keep an eye on Amick Brown.  Good things are happening here!