Mar 2019 – Oct 2021 · 2 yrs 7 mos

Jul 2017 – Mar 2019 · 1 yr 8 mos

Oct 2015 – Jul 2017 · 1 yr 9 mos · Greater Pittsburgh Area

• Dignity & Respect, Inc. is consulting start-up to help organizations and communities create environments of dignity and respect, champion diversity and inclusion, build cultural awareness, and work through differences together.
• We focus on improving day-to-day human interactions—employee and community engagement, customer service, patient care, and community relations. We help organizations build concepts of dignity and respect into daily practices.
• Making our world a better place for ALL to live, work, learn, and play—with ALL of our differences Learn more: www.dignityandrespect.org
• Our Story...
• http://www.bizjournals.com/pittsburgh/blog/the-pulse/2015/07/singleton-to-leave-upmc-taking-campaign-on-the.html
• http://www.pittsburghurbanmedia.com/Candi-Castleberry-Singleton-Chief-Diversity-and-Inclusion-Officer-leaving-UPMC-at-the-end-of-September-to-dedicate-her-efforts-to-take-the-Dignity--Respect-Campaign-nationwide/

Jun 2011 – Jun 2017 · 6 yrs

• Diversity Management & Intergroup Leadership
• This course introduces students to diversity management in today’s workplace. The course, based chapter 14 of Intergroup Leadership in a World of Difference-Harvard Business Press, will provide a brief history of U.S. corporations’ journey from affirmative action to diversity management, with specific emphasis on today’s efforts of integrating the concepts of dignity, respect, and inclusion into individual interactions and core business practices.
• Specific topics to be covered include:
• Understanding our filters and how they influence our view of ourselves and others; responding in a culturally-appropriate manner and working through differences together.
• Barriers to and strategies for building effective collaboration on cross-functional, multi-generational, and multicultural teams.
• Creating internal practices, programs, and policies to engage a diverse workforce, customers, and community.
• Discussions on current local and national headlines related to diversity and inclusion.
• http://www.heinz.cmu.edu/academic-resources/course-results/course-details/index.aspx?cid=462

Feb 2008 – Sep 2015 · 7 yrs 7 mos

• UPMC delivers life changing medicine by working at the apex of healthcare and technology, translating science and research into accessible cures, and consistently accelerating the pace of innovation worldwide. A $17 billion world-renowned health care system and insurer with 80,000 employees, based in Pittsburgh, PA.
• Created the UPMC for Inclusion and Engagement; designed 4C Model (Customer, Culture, Company, and Community), a system-wide, integrated diversity and inclusion strategy; developed shared ownership with each executive for the 4C model with goals and metrics for each division leader, who provided progress reports to the UPMC Board Diversity Committee quarterly; diversified and modified Committee charter to include customers and community.
• Designed UPMC’s first Cultural Competency Initiative to enhance the employee, customer, and community experience by helping employees develop skills to have culturally appropriate interactions and demonstrate dignity and respect for others.
• Led first Community Experience Initiative and workforce development in collaboration with community partners; formed Community Partnership Council with over 75 community organizations; developed and coordinated initiatives with non-profits, local and state elected officials including testifying locally and at the state capital regarding initiatives and legislation affecting the region; design and implementation of a volunteerism (Lend A Hand) program involving UPMC employees across 22 facilities; created a specific giving strategy and processes for serving under resourced communities.
• Raised UPMC’s visibility by working collaboratively to position UPMC as a socially responsible organization; chaired local fundraisers and served on multiple host committees aligning UPMC community strategy and non-profit’s goals.
• Received numerous awards for diversity and community impact locally, from state and local officials, and nationally.

Mar 2006 – Jan 2008 · 1 yr 10 mos

• Developed a 3-year strategy for marketplace, workforce, and workplace inclusion initiatives at Motorola; set goals and facilitated alignment of strategy for senior leadership, key stakeholders, and global employee business councils.
• Created workforce inclusion strategy, which included an integrated talent pipeline and development strategy focused on improvement in female, people of color, and global workforce demographics.
• Led branding strategy initiative and global community engagement initiatives, in collaboration with business leaders and employee councils to leverage Motorola brand and resources at recruitment and community events,
• Developed a global workplace flexibility program; received multiple “best place to work” awards in the U.S. and globally.
• Biggest accomplishment: Improved overall employee satisfaction with Motorola’s inclusion efforts by 8.5 percentage points year-over-year on annual Motorola employee engagement survey.

Mar 2003 – Mar 2006 · 3 yrs

• Director, Global Inclusion & Diversity
• Conceived the first global inclusion strategy for Sun Microsystems, including vision, internal and external branding campaigns, employee attraction and retention, and OFCCP compliance.
• Developed a Global Leadership Model to integrate cultural acumen into global business competencies, global communications, collaborative work processes, and global talent management practices; recognized by Sun’s Executive Diversity Council and HR Business Partners for year-over-year accomplishments.
• Biggest accomplishment: Integrated Inclusion Model recognized as diversity best practice and featured in Crossing the Divide: Intergroup Leadership in a World of Difference, Harvard Business Press.

Jun 2000 – Mar 2002 · 1 yr 9 mos

• Operations Manager, Field Education 2001 – 2002
• Managed P&L, operations, and strategy for Sun University at Sun Microsystems, including reorganization of staff, internal operations, financial management, client-focused engagement, standardized processes for training development, and worldwide communication. Efficacy rating (based on a scale of 1 to 5) increased from average of 4.0 for the former programs, to 4.92 for new programs (improved rating included responses from international and cross-functional participants); controlled expenses and revenues to 98% of forecast.

Jan 1998 – Jan 2000 · 2 yrs