2010 Thank You, Sponsor!. 2010 New Leaders/ New Groups Track: Structure a Business Plan that...
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Transcript of 2010 Thank You, Sponsor!. 2010 New Leaders/ New Groups Track: Structure a Business Plan that...
20102010
Thank You, Sponsor!
20102010
New Leaders/ New Groups Track: Structure a Business Plan that Measures your ERG’s Effectiveness
Moderator: Brian Sorge / Managing Director / Jennifer Brown Consulting
Presenters: Chuck Stephens / Senior Associate, Diversity & Inclusion / Booz Allen
Hamilton
Stephan Klaschka / Director, Head of Clinical Applications Support & Co-Chair, NxGen ERG/ Boehringer Ingelheim Pharmaceuticals
20102010
ERGs develop based on the needs of the population. A robust ERG strategy tends to focus on:
• Engaging and Supporting Employees
• Directly Impacting Business Needs
Key Steps to Developing Individual ERG Business Plan / Strategies
• Identify organization’s overall Diversity and Inclusion (D&I) strategy
• Identify goals and objectives across all ERGs
• Develop ERG-specific strategy – Align with D&I and ERG strategies
• Build a plan that aligns with organizational/business strategic goals and objectives
Structure a Business Plan that Measures your ERG’s Effectiveness
20102010
Defining ERG Effectiveness
• Level 1: Activity-Based
• Level 2: Isolated Goals Identified and Achieved
• Level 3: Change Occurs
• Level 4: Business Impacts Identified and Achieved
• Level 5: ROI is Demonstrated
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Multiple ways to measure ERG progress:
• Event attendance
• ERG Membership
• External Awards
• Levels of Structure and Governance (i.e. Completed Business Plan)
• Revenue and Business-Aligned Targets
• Business Partner Collaboration
• National, Regional, and Global Representation
• Cross-ERG Collaborations (internal and external)
Developing Sound ERG Metrics
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Identifying a Strategy Framework or Structure
• Focus on incremental development vs. current and future state
• Five-level maturity models have demonstrated success• Link to and/or mirror existing organizational models • Important to distinguish ERG organizational capabilities from
ERG Leader and Sponsor capabilities • Look to identify strategic business goals and objectives that
align with ERG developmental phases
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LEVEL I LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
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Boehringer Ingelheim
• Next Generation at the Workplace (NxGen)
• Steps to establishing an ERG
Booz Allen Hamilton
• Employee Group States of Being – from Affinity Group to Business Resource Group
• Run your group like a business
The Changing Face of ERG Metrics
Measurement of Progress Changes as ERGs Mature
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• Human Pharmaceuticals and Animal Health
• Founded 1885 in Ingelheim, Germany
• 125-year old global company committed to improving the lives of patients and their families
Boehringer Ingelheim
• Corporation: 41,500 employees worldwide
• Operating with 142 affiliated companies in 50 countries
• Net sales U.S. 17.7 billion dollars in 2009
• Products marketed in some 152 countries
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NxGen ERG
• Office of Diversity, Inclusion & Engagement governs all seven ERGs– Provides framework, executive sponsors, basic funding– ERGs are employee driven, ‘grass-roots’
• Next Generation at the workplace (NxGen) – Focusing on understanding and leveraging generational
dimensions– Includes all employees – NxGen has 260+ ‘followers’ to date– Achieve ERG goals through project (7 active to date)– Read the NxGen case study in NALC Handbook!
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Steps to NxGen
• Establish a business case for having the ERG– Seek executive stakeholders for support and funding
• Develop a project strategy for the ERG– Build a project portfolio and develop a project pipeline– Projects as business cases aligned with business strategy– Measurable results and professional project management
• Communicate openly and transparently– “What’s in it for me?” – member, recruit, sponsor, ERGs– Build trust and dare to reach out unconventionally [1]
– Allow for errors, learn from them and have fun!
[1] David Thompson (NxGen co-chair), Session D: Hot Topics Track: Using Network Technologies for ERG Growth
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How do we do?
Stakeholder Testimonial
“The consistent support, positive attitude, and time that you and your colleagues dedicate to projects such as the (XYZ) initiative, are not only appreciated, but will contribute to a new era of collaboration and community development within Boehringer Ingelheim”
John Yonsky, Associate Director, Online and Internal Communications
NxGen – “Making the best of generational differences!”
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“If you want to build a ship,
don't drum up people to collect wood and don't assign them tasks and work, but
rather teach them to long for theendless immensity of the sea.”
- Antoine De Saint-Exupery
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How to start?
• Build business case get executive buy-in!– Work with company governance body (if exists)
• Convince by addressing key questions:– How can NxGen help the company understand the
needs of different workplace generations?– How does NxGen help the businesses of BI? (external
focus marketplace)– How can NxGen ERG help increase productivity?
(internal focus workplace) – What is needed for ERG to feel engaged, valued?
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Project Strategy
• Professional project management– Measurable results build credibility pipeline– Business manager as project sponsor $$
• Focus on a few projects with– High need in the organization meaningful– High visibility, fast completion impact
• ERG as sounding board for management– Build a strong support base (“followers”)– Transparent and open communication
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BACKUP SLIDES
Boehringer Ingelheim
20102010
Office of Diversity, Inclusion&Engagement: Organizational Structure
Office ofDiversity, Inclusion
& Engagement
BI Diversity & Inclusion
Advisory Council
BI Operating Unit
Diversity Groups
BI Employee Resource
Groups
Field SalesDiversity & Inclusion
Advisory Council
AHBRAERG
D.O.N.E.
La BIICA!
WLIWorking w/ Pride
Ben Venue Labs
BI VetMedica Inc.
BI Chemicals Inc.
BI Roxane Inc. &
Roxane Labs Inc.
NxGen
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How we’re doing: The ODI&E
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ERG Governance
• Governed by the HR Office of Diversity, Inclusion& Engagement– Nancy Di Dia, Chief Diversity Officer
• Part of the company's diversity and business strategy
• Follow clear set of rules for ERGs• Have an executive sponsor• Receive company funding
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• What is needed for an ERG?– Around intrinsic diversity dimensions– Support diversity, inclusion, business objectives– Promote networking, mentoring, coaching,
community outreach• Inclusive
– Open to all employees; can’t oppose other ERG• Transparent
– No political or lobbying activities, no hidden agendas• Compliant
– Abide company policies and procedures
ERG ground rules
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Why a “Gen” ERG?
• Demography changes society and the workplace• Four generations work together in different ways
– Communication, networking, collaboration, expectations• Increasingly distributed workforce
– Results-oriented, virtual, rely on technology• Prevent the baby-boomer “brain-drain”• GenY outnumbers GenX by 50%
– Make a change, involved in decision-making
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Demographic Change
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NxGen Mission
• Next Generation at the Workplace ERG leverages generational differences and similarities for professional growth opportunities and inclusion within Boehringer Ingelheim’s workplace and marketplace.
• NxGen is inclusive to all employees
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NxGen Overview
• Kick-off event in October 2009– NxGen ‘followers’ to date: 260+
• Organization– Chair, two co-chairs, executive sponsor– Core team of 12 meets monthly as an open forum
to set strategy and coordinate project teams• Focus on projects as business cases
– ERG goals in an annual business plan– Active projects to date: 7
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Project Portfolio
• Build portfolio and develop a project pipeline• Align projects with the business strategy
– Such as Financial, Operational, People, Marketplace excellence
• Project mix to attracts different personalities and interests
• Communicate benefits– Make it a win/win for company and employee– Recruit active staff to execute projects!
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Aligned Portfolio
Focus Area Projects
Operational Excellence
• People Finder/Expert Locator• R&D wiki• Remote Workers at BI
Marketplace Excellence
• Recruit and Inform• Data Analysis
People/Financial Excellence
• Talent Acquisition• Learn@BI
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Project Initiation
• Build a business case– Demonstrate business need with success metrics
• Appoint a passionate project manager– Guide with a framework of questions– Provide guidance and support– Distinguish “novelty” from true “innovation”– Work with sponsor to prepare organization– Establish regular report to core team– Delegate and don’t take the work back
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Project OutlineFocus Area Operational Excellence
Title Remote Workers at BI
Objective
(1) Recruit active members/information receivers (2) Surface data on BI's remote workforce (3) Share data w/ Future Workplace project & ERGs(4) Establish project portfolio, act upon findings(5) Start one project
Success Criteria/ Metrics
(1) Recruit 200 (count email distribution list), (2) Launch online survey for remote workers by 31Jan2010; analyze survey results by 31Mar2009, (3) Share survey results w/ ODI, ERGs, WoF by 15Apr2010(4) Establish project portfolio by 30May2009(5) Launch first project by 01Jul2010
Communication Plan by Remote Workers at BI core team by 28Feb2010
Necessary Resources- People Lead: Stephan Klaschka
Necessary Resources- Financial n/a
Targeted Completion Date (see metrics)
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“ABCD” ReportsProject: Remote Workers at BI groupLead: Stephan Klaschka
(1) Completed Goal was 200 recruits; recruited 221 members
(2) CompletedConducted online survey since Jan’2010 and continue open-ended for now.
(3) CompletedAnalyze and communicate interim results for 321 responders competed in Apr’2010
(4) + (5) - planned.
• Cultivate a work-environment that supports the growing segment of virtual workforce
• Increase competitiveness: Attract and retain employees seeking flexible workplace
• Max. business support for virtual workers• Promote awareness & appreciation for
remote workers• Measurably improve collaboration,
engagement.
BenefitsBenefitsAchievementsAchievements
Do NextDo NextConcernsConcerns• (none at this time) • Use interim results from online survey to
identify project candidates and develop a project portfolio.
Project Objective:(1) Recruit members and followers(2) Surface data on BI's remote workforce(3) Share data with Workplace of the Future project and ERGs(4) Derive a project portfolio(5) Launch -at least- one project