Ms. Alicia Dean-Hall This is Me

 View all 11 references Web References

1. 1. Leeds, Morelli & Brown, PC

   www.lmblaw.com/inthemedia/pres - [Cached]

   Published on: 2/3/2003   Last Visited: 2/13/2006

   After her initial training, plaintiff Alicia Dean-Hall, a Westchester (New York) County resident, was assigned to a sales team comprised of six African-Americans and two Caucasians. The team was known among the sales force as the "soul train" because of its ethnic make up. Four years after Ms. Dean-Hall had become a sales representative, Xerox formed a new sales territory, consisting of the smallest, least profitable accounts. She was pulled from her assignment and placed in this new territory.
   
   Several months later, she interviewed for a position under a white male sales manager. She was told that if she accepted, the established accounts in that territory would remain. However, the sales manager subsequently removed the most profitable accounts. When Ms. Dean-Hall discovered this, she declined the offer. Soon thereafter, she was promoted to high volume marketing executive ("HVME") -- only after threatening to resign. She proved her abilities by performing at 235% of her goal. Five months later, Dean-Hall was assigned as acting manager of major accounts. After only three months, she was replaced with a white male.
   
   Later in the year, Dean-Hall was notified that her sales team was dissolving, and she promptly applied for another HVME position, one that she was assured by several people would be reserved for her. Ultimately, the position was given to a white male who was less qualified, with less experience than the plaintiff. The explanation offered was that she did not get the position because she "was not the right fit."

2. 2. Relevant - News

   securities.lerachlaw.com/sec-c - [Cached]

   Last Visited: 3/19/2008

   After her initial training, plaintiff Alicia Dean-Hall, a Westchester (New York) County resident, was assigned to a sales team comprised of six African-Americans and two Caucasians. The team was known among the sales force as the "soul train" because of its ethnic make up. Four years after Ms. Dean-Hall had become a sales representative, Xerox formed a new sales territory, consisting of the smallest, least profitable accounts. She was pulled from her assignment and placed in this new territory.
   
   Several months later, she interviewed for a position under a white male sales manager. She was told that if she accepted, the established accounts in that territory would remain. However, the sales manager subsequently removed the most profitable accounts. When Ms. Dean-Hall discovered this, she declined the offer. Soon thereafter, she was promoted to high volume marketing executive ("HVME") -- only after threatening to resign. She proved her abilities by performing at 235% of her goal. Five months later, Dean-Hall was assigned as acting manager of major accounts. After only three months, she was replaced with a white male.
   
   Later in the year, Dean-Hall was notified that her sales team was dissolving, and she promptly applied for another HVME position, one that she was assured by several people would be reserved for her. Ultimately, the position was given to a white male who was less qualified, with less experience than the plaintiff. The explanation offered was that she did not get the position because she "was not the right fit."

3. 3. Milberg Weiss

   www.milberg.com/mil-cgi-bin/mi - [Cached]

   Published on: 3/26/2001   Last Visited: 4/13/2004

   After her initial training, plaintiff Alicia Dean-Hall, a Westchester (New York) County resident, was assigned to a sales team comprised of six African-Americans and two Caucasians. The team was known among the sales force as the "soul train" because of its ethnic make up. Four years after Ms. Dean-Hall had become a sales representative, Xerox formed a new sales territory, consisting of the smallest, least profitable accounts. She was pulled from her assignment and placed in this new territory.
   
   Several months later, she interviewed for a position under a white male sales manager. She was told that if she accepted, the established accounts in that territory would remain. However, the sales manager subsequently removed the most profitable accounts. When Ms. Dean-Hall discovered this, she declined the offer. Soon thereafter, she was promoted to high volume marketing executive ("HVME") -- only after threatening to resign. She proved her abilities by performing at 235% of her goal. Five months later, Dean-Hall was assigned as acting manager of major accounts. After only three months, she was replaced with a white male.
   
   Later in the year, Dean-Hall was notified that her sales team was dissolving, and she promptly applied for another HVME position, one that she was assured by several people would be reserved for her. Ultimately, the position was given to a white male who was less qualified, with less experience than the plaintiff. The explanation offered was that she did not get the position because she "was not the right fit."