Inclusion Innovation: Retaining a Hyper Competitive Workforce · DBP Benchmarking Tool • Gathers...

Inclusion Innovation: Retaining a Hyper Competitive Workforce

March 21st, Foster City CA

WELCOME REMARKS

Diversity Best Practices | www.diversitybestpractices.com

Carol Evans CEO Diversity Best Practices @CarolEvansWM

Join the conversation! @NxtGenDiversity #DBPMC


TWITTER

Thank you

Jolen Anderson, Chief Diversity Officer Harpreet Kaur, Human Resources Analyst


WELCOME REMARKS Michael Ross Executive Vice President of Human Resources VISA

Follow @NxtGenDiversity at the #DBPMC + join the game-changing diversity and inclusion conversation!

WELCOME NEW DIVERSITY BEST PRACTICES MEMBERS


• Allianz • Amway • AON • Hormel • National Association of Independent Schools • T-Mobile • T. Rowe Price • Takeda Pharmaceuticals

KEYNOTE Disruptive Inclusion - Accelerating Breakthroughs with Senior Leaders

Chuck Shelton Managing Director Greatheart Leader Labs


Disruptive Inclusion

Accelerating Breakthroughs with Senior Leaders

Chuck Shelton Greatheart Leader Labs

Disruption is innovation that breaks

with continuity and interrupts the status quo,

to utterly transform the way we do old things,

and to start doing new things

that our competition has not even considered.

Disruptive Inclusion drives innovation with relational accountability.


Diversity Best Practices Follow @NxtGenDiversity at the #DBPMC + join the game-changing diversity and inclusion conversation!

My life was disrupted by inclusion when I was 12.

Chuck in 1966, ‘voluntold’ with Head Start by his very intentional mother, Mary.

We break through with executives when inclusion disrupts

Dysfunctional Talent Guardrails

Any talent decision influenced by the assumption that a woman or person of color (or anyone outside a normative group) is less qualified because they differ from white men (or anyone inside the norm)

Intent-impact conflict and disengagement, fueled by pre-conscious bias and a lack of emotional intelligence

The fear of discoverable risk stifles the safety and confidence we must possess to lead through D&I with respect and candor

For example:


We break through with executives when inclusion disrupts

Leadership Limitations Around Diversity

Diversity is often perceived to exclude people in normative groups

White male (and other normative) leaders are under-engaged with global diversity and inclusion

Challenges with gender savvy trouble male leaders from/in nations with static and hierarchical gender norms

For example:


#1 Master your executive D&I narrative.

Organize your learning into stories that have a D&I influence objective. Focus on safety.

Target your narrative for the right audience and moment.

Who is doing this? Bill Von Hoene at Exelon, Rich Goldberg at Cisco, Enrique Ostale at Wal-Mart Latin America, Chris Brassell at PwC, Rob Baker at Mercer

Key Concept: Advanced Authenticity


#2 Focus on building your leadership brand through global D&I.

White Men’s Leadership Study – The Effectiveness Gap The difference between the way we as as white men rate our effectiveness on leading through D&I, and the way people who are not white men rate our D&I leadership effectiveness

Selected Effectiveness Ratings – ‘Not very effective’ and ‘Moderately effective’ Average e-gap % of Aggregate White Men All Others e-gap

Recognizing and motivating diverse employees 31 61 30

Coaching to improve the performance of diverse employees 38 71 33

Promoting diverse talent on merit 26 62 36

Including diverse voices in decision making 38 78 40


#2 Focus on building your leadership brand through global D&I (continued).

D&I Leadership Brand – How the people in your direct sphere of influence rate your effectiveness at integrating diversity and inclusion into your leadership work

The Inclusive Leader Profile: A 30-question assessment to identify a leader’s e-gap, and a leadership development plan to decrease the gap and build their brand

The hottest D&I leadership branding trend – Men’s Ally Networks Early adopters: Aetna, Cisco, Wal-Mart

Key Concept: Fearless Reciprocity

Reciprocal Mentoring: P&G, Bank of America, Do It Yourself Reverse Mentoring

Emerging Brand-Building Solutions


#3 Drive results with measured influence.

Approach D&I metrics with humility, a sense of adventure, and clear influence objectives. e.g. Janese Murray, Exelon

Invest in measures that executives originate, and that show revenue growth, with the talent value proposition tied in. e.g. Cory Gundberg, Wal-Mart ISD

Transform the scaling strategy – from D&I at the center, to vector resourcing and distributed budgeting.

Key Concept: Business Relevance


Disruptive Inclusion

Accelerating Breakthroughs with Senior Leaders

Advanced Authenticity: Master your executive D&I narrative. Fearless Reciprocity: Focus on building your leadership brand. Business Relevance: Drive results with measured influence.

CONVERSATION Disruptive Inclusion - Accelerating Breakthroughs with Senior Leaders Chuck Shelton Jeffery Smith Managing Director Executive Director Greatheart Leader Labs Diversity Best Practices


Next Generation D&I Core Competency Focus for Diversity Practitioners: Holistic HR Know How Jeffery Smith Executive Director Diversity Best Practices


Leadership D&I Next Generation Competencies

Leadership Impact

Personal Mastery

Technical Proficiency

Systemic Thinking Strategic Savvy Influence

Global Mindset Crosscultural Dexterity

Financial/Business Acumen Holistic HR Know-How Tech and Social Media Fluency


The ability to intimately grasp all HR disciplines, including talent management, pay, executive compensation, health, retirement, work-life benefits, compliance, policies and ethics, and effectively partner with HR professionals at all levels

HOLISTIC HR KNOW-HOW


Technical Proficiency Intimately Knows HR

• Has holistic understanding of all HR functions (what they are, the impact they have on other HR functions, and value they provide organizations)

Individual Contributor

• Collaborates with HR to ensure HR policies, practices, and procedures are free of systemic bias toward anyone due to their differences.

Leader


Technical Proficiency Partners with HR

to Achieve HR Effectiveness

• Listens for opportunities to include HR in D&I activities and ensures they are brought to attention of Director or CDO.


• Possesses the knowledge, political savvy, and social capital required to enhance, reshape, and redesign HR systems to ensure they are fair and inclusive.

Leader

Diversity Best Practices | www.diversitybestpractices.com 25

Technical Proficiency Partners with HR

to Achieve HR Effectiveness • Asks insightful questions that ensure

HR’s perspectives and needs are considered when planning and implementing D&I efforts.


• Collaborates with HR executives, business clients, and other stakeholders to shape strategy. Leader


EXAMPLES OF HOLISTIC HR KNOW-HOW


Brian Baker General Manager

Diversity Best Practices

BEST PRACTICES PANEL


BEST PRACTICES PANEL

Daina Chiu / SVP, Talent Management and Diversity / McKesson Corporation

Phyllis James / Executive Vice President Special Counsel-Litigation, Chief Diversity Officer / MGM Resorts International

Audrey Goins Brichy / Manager, Office of Global Diversity / Chevron Corporation

Monique LeFors Edmonson / Senior Manager, IT Talent Acquisition and Development / Cisco Systems, Inc.


Upcoming DBP Events • March 26th Web Seminar: LGBT in Russia, What’s Next?

• April 24th Member Conference: Legally Speaking—The Multifaceted D&I Legal Challenges Facing All Lines of Business Richmond, VA

• May 21st Global Member Conference Paris, FRANCE

• June 17-19 Network+Affinity Leadership Congress: Engage, Motivate, Thrive: ERGs DRIVE BUSINESS! New York Academy of Medicine, NY


NALC: Network+Affinity Leadership Congress 2014

June 18-19, New York, NY

October 1-2, Chicago, IL


Paris

Global Events 2014

May 21st, FRANCE

Nov 18-20, CHINA

Beijing


KEYNOTE FOR PARIS: Stephen Frost Author The Inclusion Imperative: How Real Inclusion Creates Better Business and Builds Better Societies

Head of Diversity and Inclusion KPMG International


Each issue of Diversity in the News features:

• In-depth analysis of the latest diversity-related news stories

• Compelling data from relevant diversity and inclusion research

• Spotlights on Diversity Best Practices member companies

• Details about upcoming Diversity Best Practices publications and events

• A pulse check of Diversity Best Practices members via the DBP Quick Poll

• Need-to-know diversity holidays and observances

To subscribe, visit: http://www.diversitybestpractices.com/newsletter

Diversity in the News


http://www.diversitybestpractices.com/newsletter



THINK TANK SESSIONS Retention at All Levels Pamela Stout Vice President Diversity Best Practices


FACILITATORS:

Talent Strategies for Incentives, Rewards & Recognition Grant Clarke / Manager, Diversity & Inclusion / Jones Lang LaSalle.

Influencing Talent Retention: Activating Social Networks Jolen Anderson / Chief Diversity Officer / VISA Inc.

Leveraging BRGs for Firm-wide Success Juliet Hite / VP & Enterprise Strategy Consultant / Wells Fargo

Developing and Maximizing Allies Across Business Units Gokilavani Muthusamy / VP, Global Diversity and Inclusion / Bank of America


CLOSING REMARKS


Brian Baker General Manager


Carol Evans CEO


DBP Benchmarking Data

• 64 percent of the top 20 percent of earners is men. Black and Latino employees make up a total of 4 percent of those top earners.

• Women make up 55 percent of the workforce and yet are only 38 percent of the employees considered for executive succession planning.

• White men make up 29 percent of the workforce, yet company’s boards of directors are 62 percent white men.

• Women of color make up 22 percent of the workforce and only 5 percent of boards are made up of women of color.


DBP Benchmarking Tool

• Gathers detailed diversity and inclusion data from both member and non-member companies across 14 industries

• DBP members receive

– FREE scorecard showing how your company compares against all applicants

– FREE Benchmarking Report offering detailed analysis of how your company compares against all applicants against 453 data points

– FREE executive summary in a turnkey PowerPoint presentation that reveals aggregated data

• Register now at diversitybestpractices.com.

Application goes live April 11, 2014!


Inclusion Innovation: Retaining a Hyper Competitive Workforce · DBP Benchmarking Tool • Gathers...

Documents

Transcript of Inclusion Innovation: Retaining a Hyper Competitive Workforce · DBP Benchmarking Tool • Gathers...