The prodigious talents of Tony DeBlois transformed the MC-Atrium into a piano hall as

Diversity Month wrapped up with a live musical performance and demonstration of the disability toolkit.

“I have a repertoire of over 8,000 songs, play 23 musical instruments, and sing in 11 languages,” said the 36-year-old blind pianist, who has autism and Savant Syndrome. After a delay of less than two seconds, De-Blois launched into his first request—Lionel Richie’s Say You, Say Me. He executed subsequent requests with equal aplomb, including a Nigerian folk song, a Dave Brubeck jazz piece, and La Bamba.

The disability toolkit is an on-line resource with information and guidance related to disabilities. “Everything you need to know is in this new toolkit,” said Disability Consultant Terri Youngblood, not-ing that the toolkit can be found at “wbgDisabilityToolkit.” “It’s for staff and managers, and has everything you need for short-term or long-term disabilities.”

The toolkit is a new initiative - an effort to make inclusion more operational. It provides practical resources for people who have temporary or permanent disabilities.

For example, the toolkit shows accommodations, which include assistive technology, ergonomics, and workplace modifications that help people with disabilities do their work. Moreover, the Fund confidentially helps units pay for appropriate disability accommodations.

“We’ve been doing a lot to make the Bank Group a supportive

place for people with disabilities,” said Youngblood, who praised the assistance of the 30-member Disability

Working Group in pulling together the

toolkit. “The message is this: We at the Bank

Group think of disabilities in terms of what we can do, not what we can’t.”

As DeBlois’ popular strains filled the Atrium, many staff stopped to reflect on bold panels lining the entrance: “Do you have a fam-ily member with a disability?” Do you experience pain while working at your computer?” Do you have trouble walking up or down stairs?” “Then you might be looking for some answers” … “The Disability Toolkit has the answers.”

33rd Edition - April 19, 2011

Disabilities: What We Can Do, Not What We Can’t

At least 10–12 percent of the world’s population has some form of functional impairment, of which 2–3 percent are severe. In practical terms, about 670 to 800 million people have a disability.

Three-quarters of all disabili-ties happen during adulthood. The prevalence of disability is similar across countries, with rates slightly

higher in low-income countries and a handful of developed countries.

The most frequent types of disabilities are not those that are caused by birth defects or traumatic accidents. Instead they are musculo-skeletal conditions, such as arthritis, or cardiovascular conditions, caused by chronic degenerative processes that get worse as people get older.

Disabilities by the Numbers

For more information, visit wbgDisabilityToolkit

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thE-Junction April 19, 2011 | page 2

The challenge of integrating new staff into the Bank Group was the subject for a lively

discussion March 28 at an event entitled: “D&I Community of Purpose Makes a Difference on Onboarding and Integration.”

Julie Oyegun, the Bank Group’s Chief Diversity Officer, launched the event: “This is an exploration of how a community can come together to help onboard and integrate new staff. I hope we’re going to push the envelope and that people will be full of good ideas.”

George Karam, HRSNW Manager, recalled his indoctrination into a consulting firm some 20 years ago as an example of what not to do. “It is important for us to learn from people who come on board. I think that’s critical,” he suggested. “Our diversity and inclusion scores need to improve.”

A short video entitled What’s a Buddy? featured several Bank Group staff who shared their early experi-ences in the institution. “When I first joined the Bank in 2009, the first few days were dedicated to ori-entation week,” said JPPAD Salwa Mohamed Saleh, who reflected upon how important mentors have been during her young career. “I think

there needs to be more coaching, more systematic mentoring.”

Charles Fletcher, a JPA in OPCS, noted that amidst wide diversity, there are different cultures across units and regions: “It takes some time to learn how to navigate the nuances and aspects of each culture.”

Ana-Mita Betancourt, MIGA’s General Counsel, joined the Bank Group six months ago. “It’s been a whirlwind, but I can name a number of things that have made this onboarding experience positive,” said Betancourt. “But as I start this second six months, it is becoming harder, because you see more of the complexity.”

Shelley Leibowitz, VP & WBG CIO, said her journey could have been much more efficient. “If we could think about a whole year transition on a business, institutional and personal level—taxes, paperwork, all of that stuff—then it could be more efficient.”

Moderator Kenroy Dowers, a Sr. Manager in IFC, kept the discussion interactive, continually seeking audi-ence input. “At IFC, we’re looking at how to use knowledge building as an input in the onboarding process.”

Betancourt suggested that the onboarding and integration program should be longer and more extensive: “Having a buddy is important, not only to answer your questions, but also to help you know what questions to ask.”

Other themes emerged: ownership (shared responsibility between HR, the hiring manager, and team mem-

bers as a whole); the critical role of ACS; separating folklore from Bank practice; and the key role that net-working plays: “I think in addition to the one-on-one networking that builds business relationships,” said Leibowitz, “maybe HR could provide some additional formal opportunities for broad interaction.”

Sara Yang, Program Manager for Onboarding, introduced the new and improved onboarding framework, likening the process to a marathon. It includes a list of

required learning, a checklist of activities, face-to-face orientation, and a new employee support team. “I believe joining the Bank is a life-changing experience,” said Yang. “We’re very excited to work with all of you to make this journey memorable for everybody.”

Eric Schlesinger, MIGA’s Sr. Hu-man Resources Officer, reiterated that onboarding should not be about how to avoid pitfalls, but more about how positive it is to be part of the World Bank Group: “When you see somebody stumbling, help them out,” he urged. “But more im-portantly, straighten out the carpet before they stumble.”

Making a Difference: Onboarding and Integration

April 19 2011 | page 3thE-Junction

Project: AmbassadorAmbassador of the Republic of Cape Verde to the United States

Q&A with Maria de Fatima da Veiga

Q: How long have you been Am-bassador in Washington, D.C.?

A: Since August 2007. Before assuming this position, I was Perma-nent Representative of Cape Verde to the U.S. from 2004 to 2007.

Q: Briefly describe Cape Verde.A: Cape Verde is a very stable

archipelago of ten islands off the west coast of Africa. Open to the world, with a rich culture and an enormous potential for tourism and investments, Cape Verde gradu-ated from least developed to low middle-income status in 2007. We are a country that is known for its good governance and investment in people. Following its independence in 1975, Cape Verde has maintained stable, pragmatic relationships with both East and West. Today, we have a special partnership with the Eu-ropean Union and intense coopera-tion with the member countries. The excellent relations with the United States are actively supported by a large diaspora.

Q: What is your role as Ambassador?A: My first goal is to strengthen

the political dialogue between Cape Verde and the U.S. administration to increase the cooperation avenues both at the bilateral and multilateral levels. Secondly, to promote our country as a tourist and investment destination—we have a warm climate, diverse landscape, and cultural richness, especially music, along with a very modern enabling legal investment environment. Thirdly, to create new opportunities for knowledge, science, and

technology exchanges. Fourthly, to contribute to the empowerment of the Cape Verdean community, while encouraging them to be more involved in national development.

Q: Describe your career rise.A: Soon after getting my aca-

demic degree in France, I returned to Cape Verde in 1980 and was invited to join the Ministry of Foreign Af-fairs as a translator. Some time later, at my request I moved to the politi-cal department. I felt that was really where I belonged. In the 30 years since then, I progressively went up the ladder. I was Deputy Head of the Europe, America and Asia De-partment, then Deputy Head of the Europe Department, then Head. I was Chief of Staff, then Advisor to various Ministers. I served as Ambas-sador in Cuba, Secretary of State for Foreign Affairs (position correspon-dent to Vice Minister), and Minister of Foreign Affairs. From September 2004 to July 2007 I served as Am-bassador and Permanent Representa-tive to the UN.

Q: Are there many women Am-bassadors from your country?

A: We are two. The second is in Brussels. Women are very highly placed in the Cabinet and account for 17 percent of the 72 Parliament members. This is a clear step towards gender empowerment and equity.

Q: Describe your experience thus far in Washington, D.C.

A: So far my experience in DC has been very positive and reward-ing. Witnessing a historical American election was also very gratifying

to me, as it is the opportunity to appreciate how much the Obama Administration is accomplishing in very harsh times. Notwithstanding the challenges posted by the global economic situation and the Embas-sy’s limited resources, I am confident that I will continue to implement my agenda successfully.

Q: What are your goals for the future?

A: My goal is to continue to con-tribute to implementing our shared vision of the future of Cape Verde and to further cooperation with the US, Canada, and Mexico, and the IFIs as well, being accredited to all of them. In particular, I look forward to Cape Verde’s signing a second com-pact (Millennium Challenge Account) and to that effect will work tirelessly both with the Cape Verdean and the American authorities.

thE-Junction April 19, 2011 | page 4

For more information, contact Pauline Ramprasad, 202-473-0821, pramprasad@worldbank.org.

Aperture: Good Practice in D&IOne in a series profiling the leaders of diversity programs around the world.

Q&A with Sophia Procofieff

Sophia Procofieff is the Gender Equality Advisor at the Inter-national Committee for the

Red Cross, a position she has held since 1997.

Q: Describe the ICRC.A: With its HQ in Geneva, Switzer-

land, the ICRC is based in around 80 countries and has a total of more than 12,000 staff. In HQ, we are about 800 staff. The ICRC is the oldest humani-tarian organization in the world and the guardian of the Geneva Conven-tion, which is international law. Our role is to protect the victims of con-flict. When there is an international conflict, the ICRC acts as a neutral intermediary. We also work a lot with armed groups so they understand they should protect civilians.

Q: What is your current role?A: For the time being, we are very

focused on gender balance. As of 2009, we have 29 percent women in senior management, of which 36 per-cent at headquarters and 17 percent in the field. One reason is that we work mainly in post-conflict areas, which are hardship situations. Sec-ond, it is still more difficult to find men who will follow their mates to a post. We are trying to better under-stand the internal reasons and what

measures we can take to improve the situation. I’m working on the analy-sis, always with the aim of being more efficient in the field. We need gender-balanced teams to better as-sess people who are affected by war.

Q: What is your organization’s chief rationale for diversity and inclusion?

A: This is our gender equality policy. We are also convinced that balanced teams allow us to pro-vide more adequate solutions to the victims of conflicts—the beneficiaries we work with. It permits us to have increased access to a wider circle of influence on the ground. And it gives us more creative and innovative management at all levels.

Q: Does your organization have targets?

A; Yes, the gender policy adopted by the Directorate in 2006 stipulates a strategic objective by 2011 of a minimum representation of 30 per-cent women at all levels. By 2016, we expect a minimum representation of 40 percent. We need to be careful, be-cause in some (junior) ranks and some specific professions—secretary/as-sistant for example, we have already reached 60 percent women, so we need to maintain a balance. There’s no formal accountability mechanism.

Q: What is your biggest challenge?A: The biggest obstacles are ste-

reotypes, particularly those perpetu-ated by the middle managers—many white males—who feel threatened because they feel that there is no more chance for them. It’s perhaps a more competitive environment now. A second obstacle is prejudice in certain societies that you can-not change. Also, a lack of access to education for women in some places makes it more difficult for us to hire competent women.

Q: What does success look like?A: Having aware teams and man-

agers that will provide the most ad-equate solutions for our beneficiaries, taking into account the constraints of every country.

“ We are also convinced that balanced teams allow us to provide more adequate solutions to the victims of conflicts— the beneficiaries we work with.”