From Diversity Zero to Hero - SHRM · - Employee “Much more apples to apples comparison, much...
Transcript of From Diversity Zero to Hero - SHRM · - Employee “Much more apples to apples comparison, much...
From Diversity Zero to
Hero:The GoDaddy Transformation Story
Katee Van Horn, PHR
CEO, Bar the Door Consulting & Coaching
kateevanhorn.com
@kateebar7
Why GoDaddy Needed to Change
Identifying Bias and Blocking It
What Was Learned, What Was Achieved
What You Can Do in Your Organizations
Agenda
The right employee culture
is one where everyone feels
individually responsible
for
a collectively awesome
experience.
Why GoDaddy Needed to Change
▪ Build trust & transparency with our employee.
▪ New & different kinds of talent.
▪ Offices everywhere we needed to be.
▪ Employer brand & culture to attract & retain
the best.
▪ External brand to match our internal culture.
•Be extraordinary.
•Own outcomes.
•Join forces.
•Work fearlessly.
•Live passionately.
Values
Taking it to the Whiteboard
Recruit
brilliant
people
Define how
we would
work together
Recognize
great work
& values
Pay
equity
Career
advancement
Identifying Bias and
Blocking It
It’s not enough to say
you believe in equality.
First Salary Data published at Grace Hopper
Women are doing well… right?
How We
Evaluate
Performance:
The 9-box
The How
Demonstration of behaviors
relative to our values central
to performance:
Own Outcomes, Join Forces,
Work Fearlessly
The What
Performance relative to goals
and impact, based on
expectations of your level.
The What + The How = Our
ResultsBeing Extraordinary is our highest value,
it’s how we make a difference in the world.
Own Outcomes Join Forces Work FearlesslyEvery line of code, every pixel, every interaction with a teammate, customer or partner is a chance to change the world. Our actions and results speak for themselves. We work toward the best possible outcome because we are passionate about our customers. We bring humanity to technology that helps our customers achieve their dreams.
As a team, we move the company toward its vision. When I can help others, I do. Great teams multiply individual talents. Great teammates make others better without taking credit. We win together and lose together. Together, we celebrate our successes and learn from our failures.
We innovate and take risks to achieve uncommon outcomes. We are curious and not afraid of experimentation or failure. We take risks and try new ways of doing things. There are valuable discoveries and lessons to be learned everywhere. We ask questions, we seek to understand, we give feedback and challenge the status quo. We measure our results and continually grow and improve.
CRITERIA TO EVALUATE PERFORMANCE BASED ON ‘THE HOW’.
Are you customer-obsessed?▪ We act as co-founders and customer advocates seeking to
understand customer needs, relentlessly improve their experience, even in the face of barriers, speak up on their behalf and encourage others to do the same.
▪ We make fact-based decisions, seeking to identify the right objective metrics for customer and business impact and use facts objectively to identify both good and bad outcomes.
Do you share knowledge and solutions?▪ We proactively share information and best practices with
others and encourage others to share. ▪ We reach out to partners, listen to understand their
needs, and actively connect them to people, solutions, and resources they need.
Do you innovate, take risks and strive to improve our products and services? ▪ We experiment, take calculated risks, generate and support
new ideas and encourages others to do the same. ▪ We are curious and drive continuous improvement to increase
the quality of our work to create better products and services.
Do you have a growth mindset?▪ We own successes, mistakes and we’re willing to identify if
something isn’t working and use experiences to grow, develop and focus on solutions in the face of setbacks.
▪ We don’t settle for what we know today, we push to continuously improve our expertise and apply learnings to solve problems, as well as coach and mentor others to grow their skills.
Do you work across team(s)?▪ We look for ways to integrate work within and across
teams, build broader end to end experiences and think beyond individual goals or silos.
▪ We volunteer ourselves to deliver what’s required to see collaborative projects through to completion.
Do you drive different perspectives?▪ Contributes to an environment where people can be authentic,
offer ideas and critiques without fear.▪ We include and involve others and advocate to hear differing
views to drive innovation and better outcomes for our customers.
The How = Demonstration of behaviors
relative to our values central to
performance.
Stereotypes are
cognitive shortcuts or
bugs. We use them
when processing
information.
When assessing an
individual’s
performance, they
unconsciously impact
the standards we use.
Partnership with the
Clayman Institute.
They taught us about blocking bias.
What Was Learned Was a
ChallengeBias embeds itself in every people process
Selection Promotions PerformanceReviews
Rewards
Key Findings
Bias embeds itself in every people process
Women are less likely to be top performers
Different measures: style vs. skill
Feedback to improve & grow
Promotion equality
Guiding Principles
Develop fair and consistent values criteria.
Allocate equal time to evaluate and discuss every person.
Ask everyone to monitor consistency in talent review meetings.
Introduce tools to drive consistency and efficiency.
Pilot promotion flagging for level 1’s.
Train everyone, employees and leaders at all levels.
Own Outcomes Join Forces Work Fearlessly
CRITERIA TO EVALUATE PERFORMANCE BASED ON ‘THE HOW’.
Are you customer-obsessed? Do you share knowledge and
solutions?
Do you innovate, take risks
and strive to improve our
products and services?
Do you have a growth mindset? Do you work across
team(s)?
Do you drive different
perspectives?
Defining and Evaluating the HowDemonstration of behaviors relative to our values
central to performance.
Talent Review ScorecardEmily Engineer, Software Dev Eng IV
The WHAT (directional based on midyear)
2-3 bullets on goal achievement and impact
• 2-3 bullets on goal achievement and impact• 2-3 bullets on goal achievement and impact• 2-3 bullets on goal achievement and impact
The HOW
Owns Outcomes
Customer-obsessed
Growth mindset & learning
Joining Forces
Shares knowledge & solutions
Works across team(s)
Works Fearlessly
Innovation, risk taking & continuous improvement
Drives different perspectives
KEY
Struggling to reliably achieve goals based on expectations at their level
Strong goal achievement based on expectations at their level, may occasionally exceed expectations
Exceptional goal achievement based on expectations at their level; often exceeds expectations
KEY
Ongoing challenge with one or more of our values pertaining to "How"
Exhibits behavior consistent with our values pertaining to "How"
Achieves greater outcomes on the "how"; recognized as role model amplifying our culture
Recommend
HO
W
XWHAT
Opportunities to grow
1-2 bullet(s) on opportunities to grow
• 1-2 bullet(s) on opportunities for growth• 1-2 bullet(s) on opportunities for growth
A timer, YES a timer.
A timer to keep on track & make sure employees are discussed consistently.
Make exceptions if further discussion is needed.
Promotion Flagging Pilot by Levels
Equally consider our employees for promotion. We either promote, or provide specific actionable feedback
to increase likelihood of a future promo.
1 2 3
12 Months 18 Months 24 Months
▪ Spend about the same time evaluating and discussing each
person.
▪ Make sure the “how” and the “what” are covered and equally
weighted for each person.
▪ Make sure that whatever you are using to calibrate is equally
applied to all of your employees.
▪ Tie the what and the how discussion to outcomes and
specific behaviors.
▪ Make sure the decision in rating talent is separate from
concerns about people’s reactions.
Tips for
Great
Talent
Reviews
The results are in.
Style Comments
In 2015, comments relating to personality,
while infrequent, conformed to stereotypically
gendered categories. Men were criticized as
“too soft” or “not aggressive enough” while
women were criticized as behaving too
aggressively
In 2016, for both men and women, there was a
almost a complete elimination of style
comments
Specific
feedback
provided for
areas of
growth/
improvement.
Statistically Eliminated Gender Bias in Our
Calibration
HO
W
Exceptional
Top PerformersBefore: Women 53% Men 76% After: Women 57% Men 69%
Strong
Strong Performers Before: Women 46% Men 18%
After: Women 39% Men 27%
Improve
Improve Strong Exceptional
WHAT
“I'm going to be concentrating on the 'what' and 'how' rather than other
factors such as personality.”
- Employee
“Much more apples to
apples comparison,
much more balanced.”
- Leader
“The focus on outcomes and examples
instead of using vague comments or
emphasizing personality/style.”
- Employee
“Many more people acted as
criteria monitors in all the
calibrations I attended.”
- Leader
“It only took me 5 minutes per employee to
fill out the templates, less than hour in
investment to fill out all the cards of my
team – it’s a pretty light investment to
evaluate my directs thoughtfully. Simple,
easy, and the conversations had a
massive level of consistency.”
- Leader
What They Told Us
Similar criteria across employees
Consistent discussion of all aspects of employee performance and ways to grow and improve
Eliminate discussions of communication style
Thoughtful and consistent prep for talent reviews by managers
Promos flagging can help to ensure no one is forgotten
Our Learnings
Exec team must co-own.
Partners can accelerate change; start with a brave
look at your data.
Massively respected change champions needed.
Don’t boil the ocean; tackle specific areas to effect
real change.
Don’t neglect the well intended, we are all influenced
by cognitive short-cuts.
Experimentation matters when the change is
behavior.
While there’s never an end point, there are moments
to celebrate based on both data and accolades from
employees for saying, “Thank you for making this
process fair.”
Our
Advice
Thank you!
Katee Van Horn, PHR
CEOBar the Door Consulting & Coaching
@kateebar7