Leveraging ERGs (and Diversity Councils) as Cultural Competence Resources - TRI Partners ·...
Transcript of Leveraging ERGs (and Diversity Councils) as Cultural Competence Resources - TRI Partners ·...
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Leveraging ERGs (and Diversity Councils) as Cultural Competence Resources
September 24, 2013
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Agenda
The Business Case for Diversity
Engaged Employees
How ERGs Fit In
ERGs: Mission, Goals, Case Studies
The JBC ERG Progression Model
ERGs: Direction
ERG Best Practices
Executive Sponsors
Allies Are Essential
Talking / Training About Difference
JBC’s Work with Diversity Councils
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JBC is an acknowledged
expert in the field of
diversity workplace
issues and building the
business case for
diversity and inclusion.
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Who is JBC?
NYC–based boutique consulting firm
Global expertise and in-country experience
Tech-savvy, lean, efficient team
Subject Matter Expert course designers and master facilitators
Understand health and ACO organization needs
Work with the energy on the room
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Our Commitment to Diversity
Jennifer Brown Consulting, a workplace consulting firm committed to helping talent at all levels redefine leadership. We are in the business of transforming human potential, and aligning individual performance with organizational results.
JBC is proud to be a diverse supplier certified by both WBENC and the NGLCC.
At JBC, we takes our status as a diverse supplier as a serious and important commitment by speaking on the topic of Supplier Diversity alongside our D&I offerings.
We provide expert analysis and education to potential and current clients to include these efforts in broader initiatives. In fact, JBC follows through on our commitment to diversity by delivering our Products and Services primarily through our own group of diverse consultants, with nearly 75% of our business delivered by experts who constitute “Diversity” members.
We are experts in translating the impact of diversity and inclusion to organizational leadership and facilitating with the latest technologies.
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JBC practice areas:
Consulting,
Assessment, Training
Coaching, Content and
Thought Leadership.
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Full Inclusion Remains Elusive
Only a little more than 1% of the nation’s Fortune 500 companies have Black chief executives … At the nation’s biggest companies, about 3.2% of senior executive positions are held by African-Americans
Barely 21% of Fortune 500 CEOs are women. Women hold 14% of executive officer positions, 17% of board seats, and 18% of elected congressional officials
There isn’t a single openly gay chief executive officer in the Fortune 500
Source: “Uncovering Talent, ” Deloitte University, 2013.
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The History of ERGs
ERGs were once perceived as social outlets and race and gender-based workplace communities – event-driven and internally focused
ERG value proposition has shifted slowly but steadily over the last decade; evolving as critical strategic partners
ERGs are models for organizations of the future and lead the way for next-generation business – multifunctional, global, diverse and inclusive
The untapped potential of ERGs is the real story
“Moving the needle on diversity should begin and end with [Employee Resource Groups]. They create business value, employee engagement, talent development and customer insights.”
— Steve Larson, Team Member Resource Groups, Program Manager, Wells Fargo
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JBC’s ERG Benchmarking Study
Interviewed 22 companies of various sizes, across industries and whose markets include B2B and B2C
Study methodology included 1:1 interviews along with general survey to gather basic information about ERGs
Participants were primarily CDOs and ERG leaders with deep knowledge of ERG activities in the organization
Participants’ ERGs ranged from well-established, deeply business-aligned to newer groups just beginning to establish insertions into the business
Key areas of focus:
– Product Development
– Marketing to External Customers
– Marketing to Employees as Customers
– Government Relations and Policy
– Human Resources
– Recruitment and Retention
– Professional Development
– Global Development
– Community Outreach
– Cultural Assimilation
– Supplier Diversity
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Study Participants’ Industries
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Participants’ Company Size
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Which ERGs does your Company have?
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Which of the following areas does your ERG focus on?
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The Business Case
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The Business Case
Marketplace
Workplace
Workforce
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Company culture
Policies and programs
Initiatives and events
Career development
Mentoring programs
Rewards and recognition
Manager / team / company care about employees
Company support for legislation protecting populations within the community
Competitive advantage
Strengthen brand and business alignment
Maximizing resources
Economic factors
Globalization
Engaged employees give 40-80% more discretionary effort in their jobs than low commitment employees.
What is the workforce demographic and how is it changing?
What are the generational differences in the workforce?
Fewer Baby Boomers are retiring
Leveraging professional development opportunities
The Business Case
Marketplace Workplace Workforce
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The Business Case 3 – 5 things impacting each
Marketplace Workplace Workforce
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How ERGs Fit In
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Employee Resource Groups
Use ERGs and their multiple aspects of diversity (such as an employee’s visibility or invisibility, experience, function, and geographic location) as models for how to use diversity of thought to service innovation
Increased opportunity to develop leadership competencies in a safe environment
ERGs help to create a competitive advantage:
– Diversity of thought can lead to innovation through collaboration
– Can share perspectives on small efficiencies
Of the Diversity Inc. Top 50 Companies for Diversity, 94% of them rely on ERGs for talent
development.
“I find it impossible to believe that an organization can have optimum diversity of thought while maintaining segregated talent development … Being nimble in the marketplace demands opening the aperture for ideas.”
— Luke Visconti, Founder and CEO of Diversity Inc
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ERGs Demonstrate Their Value
Grant-making to key community partners, such as a Veteran’s ERG spearheading a campaign to support the USO or Wounded Warriors
The Women’s network might partner with HR to recruit and retain high-potential women throughout their career lifecycle
The LGBTQ network might position itself as internal subject matter experts to develop new products or marketing strategies that are tailored to the particular needs of their community
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ERGs fuel the diverse talent pipeline
Employee Resource Groups (ERGs) create the opportunity to:
– Share knowledge
– Align resources and streamline efforts
– Leverage company-wide opportunities
– Create a more inclusive workplace culture
– Improve support model, including at the executive level
– Cultivate business-aligned focus and engagement
– Develop the next generation of leaders
– Grow the business / the customer base through capitalizing on the connections among the internal stakeholders
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Top Competencies for ERG Leaders (indeed, any leader anywhere)
Listen
– Forget about being the smartest person in the room. You may be, but that’s not going to win support and commitment from your team.
Emotional intelligence
Build trust
Build skills
Set clear expectations
Address conflict immediately
Make a decision
Encourage risk-taking
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ERGs: Mission, Goals, Case Studies
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Cultural Awareness Network
Mission
To raise awareness of the broad diversity of cultures within the organization and our business presence around the world, to foster an environment that leverages the cultures of our members, and to provide a forum to promote a cross-cultural understanding among all employees
Objectives
Promote cultural awareness
Provide networking opportunities
Contribute to professional development
Facilitate communication
Assist the organization in becoming / remaining an employer of choice
LEAD
Mission
LEAD (League of Employees of African Descent) Network was established to strengthen diversity within THE COMPANY by helping members grow professionally through training and development, career management, advancement and recruitment of employees of African descent
Objectives
To promote a vibrant and strong membership, resulting in an inclusive environment which nurtures cross-functional relationships and the efficient leverage of knowledge
To assist members in managing their careers, by providing opportunities to organize, facilitate and lead events and initiatives, and mentoring opportunities
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Pride
Mission
To maximize all employees’ contributions by creating and sustaining an LGBT-friendly environment where people are comfortable being open and honest about their individuality.
Objectives
Position THE COMPANY as an employer of choice by facilitating recruitment and employee retention
Support collaboration across products, teams and business areas by functioning as an internal networking group
Provide a safe, comfortable and confidential outlet for employees to reach out to LGBT colleagues
Increase sense of inclusion for group members
Mission
The Women’s Network aims to promote the recruitment, retention and advancement of women at THE COMPANY
Objectives
Facilitate networking and career development opportunities
Facilitate partnerships and informal mentoring opportunities between senior managers and junior
Sponsor professional and personal development workshops, seminars and lectures featuring distinguished speakers
Act as a resource for THE COMPANY to recruit and retain high potential women
Women’s Network
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Recruitment & Retention
Fostering a Female Leadership Pipeline
Col-Pal utilized the Women’s Network to help recruit and retain female leaders around the globe
ERG is charged with ensuring that female representation consistently increases
Women’s Network developed an initiative to globalize the network by creating a portal that can be accessed by any member around the world
Women can log on and share information and resources
20 new women’s ERGs have been launched around the world including in markets that typically present many challenges for women, such as Pakistan
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Professional Development
Leadership Stretch Assignments
Wells Fargo has a unique ERG leadership structure which is defined internally as a ‘stretch assignment’ — demanding a high level of motivation and skill, often exceeding what is required in a standard functional role
ERG leaders are selected through a talent identification process and Wells Fargo encourages high-potential employees to take on these stretch assignments
The goal of this strategy is to ensure that the best talent is being developed and utilized and that Wells Fargo is creating a diverse leadership pipeline
Full-Time Affinity Group Leadership Model
GE is committed to developing leaders from within the company – many of the 600 top leaders are promoted from within
GE recognizes that ERGs help create leadership exposure and development opportunities
GE’s ERG leaders are people who have been chosen in the ERG succession planning process and are believed to have leadership potential and runway
This process has led to a dramatic increase in representation of women in leadership and executive levels at GE
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Workplace Culture
Impacting Federal Legislation
The workplace has always been ahead of government when it comes to equality for LGBT employees, making corporations a powerful force in influencing legislation for these issues.
Now, with an influx of ‘‘Generation Y” employees who are demanding increased transparency from their employers, companies must do more than just talk about inclusiveness.
Intuit’s Pride Network made sure that the company supported important non-discrimination legislation, the Employment Non-Discrimination Act. This proposed U.S. legislation would prohibit discrimination against employees on the basis of sexual orientation or gender identity. At the urging of the Pride Network, Intuit corporate affairs got involved in backing the legislation.
More employers, like Intuit, are beginning to understand that discrimination against LGBT employees will ultimately hurt their ability to compete in the global marketplace. Largely thanks to the efforts of the company’s LGBT ERG, Intuit is reinforcing its position as an employer of choice that values diverse talent.
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Business Strategy
Innovation through Collaboration
The Cisco EmERGing Technology Group (ETG) works to identify the next billion dollar businesses for the company.
The Business Development leads from the Cisco iCON (Indians Connecting People) ERG had approached the ETG about establishing a partnership to work together to encourage product innovation. ETG and iCON moved forward with their partnership.
ETG and iCON expanded the opportunity to the remaining Cisco ERGs, with the goal of working collaboratively to promote innovation.
This collaboration was guided by the belief that the best or most innovative ideas are derived from a large group of diverse contributors, rather than one single expert. As Cisco continues to grow, there is a consistent need to focus on new creative ways to innovate and build business. Cisco is leading what the future will look like regarding technology. Every day, Cisco needs to focus on evolving customer segments and markets, consumer and customer needs, and product requirements.
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Community Outreach
Pride Kiosks
Pride Network partnered with multi-cultural marketing team to create a national identity and a marketing strategy to reach LGBTQ markets nationwide
At Pride events through the U.S., the network launched a full-blown ad campaign including branded T-shirts for all Macy’s employees who volunteered at Pride parades
Campaign included Pride kiosks from which people could access Macy’s online Pride registry for wedding and commitment ceremonies
Tracking metrics from this initiative was challenging so Macy’s created coupons that were distributed at the events and were coded to track back to the ERG
Latino Parade and Mobile Upgrade Marketing
Best Buy has identified strategies to utilize their ERGs to reach their target markets to combat the challenges they face from the economic downturn
Latino network has focused its efforts around Puerto Rican and Dominican Day parades where coded coupons are distributed and sales can be tracked once they are redeemed
Event attendees also can use the Best Buy Mobile Upgrade Check to determine whether they are eligible for a free phone upgrade – also measurable as Best Buy can track whoever performed a check
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The JBC Progression Model Framework
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The Employee Resource Group (ERG) Progression Model
Is: Is not:
A living, breathing framework that supports increased competencies of ERGs to meet their objectives and to align with Johnson Controls’ enterprise as well as D&I goals and targets
A framework that facilitates best practice sharing and collaboration between internal and external ERGs
Developmental in approach, to guide and accelerate progress and incremental success
A process to expand control of ERGs
A replacement for an ERG’s strategies of their individual mission or goals
A score sheet that minimizes the development of contribution of any individual ERG
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Progression Model Exercise
Initial reactions to Progression Model approach:
– What stood out to you?
– What did you like?
– What are your concerns?
How could the identification and tracking of progression related to business alignment and impact support the Company’s objectives?
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Progression Model Exercise
What are the core business drivers for your company?
How does the D&I strategy support the alignment to the business drivers for the
organization?
How may they align with current or potential Network objectives or activities?
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ERG Progression Model Framework
Foundational
Formalized
Operational
Integrated
Dynamic
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Progression Model Phase Description Overview
Foundational
Formalized
Operational
Coming together ad hoc
Integrated
Dynamic
Formalizing our intentions and actions
Making everything operational
Integrating everything we intend and do with what the organization intends and does
Dynamically adapting to and being a versatile resource and aligned resource for our organization ecosystem
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The ‘What’s in it for …’ Spectrum
The ‘What’s in it for…’:
Encompasses mission/vision, purpose, objectives, and value proposition
Is a spectrum defined from the individual, group, organization, and community at large (i.e.,
ecosystem)
Evolves in progression to serve the ecosystem of the affinity network
WIIFM What’s in it for me?
WIIFT What’s in it for them?
WIIFU What’s in it for us?
WIIFA What’s in it for all?
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ERGs: Direction
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Setting a Direction
Where we are heading in the long term Vision
A Simple Structure
Mission / Strategy
Goals / Objectives
Where we are heading in the medium term and how will we reach our vision
What will be delivered in general terms and what specific ‘outcomes’ will be achieved
Measures How we will measure progress toward the outcomes
Deliverables What will be done to deliver the goals & objectives and when
will they be achieved
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Every ERG Should Have Specific Goals
Recruitment & Retention
Professional Development
Community Outreach
Workplace Culture
Business & Product Development
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Goals: where are you now?
Recruitment
Professional Development
Workplace Culture
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Goal Activity
Support Veterans hiring goals
Participate in veterans –focused career fairs
Help hiring managers better understand military background
Address impact of cultural stereotypes on leadership ability
Metrics
# of career fairs # of ERG participants Are you talking to hiring managers ? Are conversations happening? With
whom?
Partner with HR , L&D, other ERGs on cultural competencies, knowledge gaps (narrow to seven competencies to address)
Develop Lunch & Learn or training programs
Product output: what did you create?
# of participants Critique of pilot program Attendee survey
Support the employee population to build an inclusive workplace
Work with other firms to develop self-identification best practices
Co-sponsor pride events with other firms
# of participating member firms # of event attendees # of internal participants Event evaluation forms
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Goals: where are you now?
Community Involvement
Business Strategy
Mar
ketp
lace
Goal Activity
Assist in crafting inclusive criteria to utilize women and minority -owned business suppliers
Partner with procurement to implement
Support and sponsor GLSEN (local high school chapters)
Support bank-wide efforts in achieving Dodd-Frank, §342 diversity compliance
Metrics
Approval of criteria by Legal & Compliance
Participation in procurement process
# of diverse suppliers
Sponsor fundraising event to support a particular high school’s chapter
Mentor LGBTQ high school students
Achieving fundraising goals / participation in fundraising event
# of student mentees # of employee mentors
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Developing High Impact Action Plans
Working with your ERG members:
Part 1
Brainstorm suggestions for activities, projects, programs and/events that are outcome based and will:
– Build awareness and increase understanding and respect for diversity and inclusion
– Align with one or more ERG strategic areas of focus
– Demonstrate the benefit and value your ERG brings to the company
Part 2
Build an outline of the project plan for the activity, project, etc., that will have the greatest impact at your company
– Identify vision (mission, purpose/goal, impact/WIIFM’s)
– Establish process, communication methodologies and timelines and metrics
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Goals
Goal Activity Metrics
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Metrics
What do you know?
How do you know it?
– Focus groups, client assessments, employee surveys, ERG members feedback…
How does it help you to set goals?
Recruitment Example
Is there a diverse slate of candidates?
Are there internal referrals for open positions?
How many referrals come through the ERG?
Is HR talking to your ERG?
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Developing Sound ERG Metrics
Multiple ways to measure ERG progress:
Event attendance & number
ERG Membership (active, inactive)
External Awards
Levels of Structure and Governance
Revenue and Business Aligned Targets, ROI
Business Partner Collaboration (internal and external)
National, Regional and Global Representation
Cross-ERG Collaborations (internal and external)
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ERG Best Practices
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Critical practices as ERGs evolve:
Position ERGs as core to the cultural competency required for globalization and new market expansion
Use ERG leaders as subject matter experts, coaches, and mentors for international executive leadership, and as network builders in the new local economies and cultures
Make sure that a percentage of ERG strong performers are regularly included in talent reviews, as well as intentionally mentored and sponsored
Evolve non-profit partnerships, from writing a check or attending a dinner, to strategic alliances that provide mutually beneficial business impact
Think beyond executive sponsor support, to important stakeholder support
Invest leadership development resources in ERG leaders and members
Consider raising the importance of ERG leadership positions, including that of the executive sponsor
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Critical practices as ERGs evolve:
Use ERGs and their multiple aspects of diversity (such as an employee’s visibility or invisibility, experience, function, and geographic location) as models for how to use diversity of thought to service innovation
Establish a healthy balance of current and future metrics in every ERG’s strategic plan
Explore including ‘diversity and inclusion’ competencies in performance appraisal criteria, from the highest-level of employees on down
Work to re-brand ERGs as groups that can help increase business and profitability
Continue to strive for ways to count those with invisible diversity affinities (such as LGBT, disabilities, veterans, and more)
Look into a company’s entire ecosystem for strategic partnerships, including customers, vendors, and industry competitors
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Executive Sponsors
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What Executive Sponsors Are Saying Right Now
“I assumed the role of the vision-setting person, and demanded a review of initiatives against goals. When I played that role, people became better focused,” Greg Akers, Cisco
“In my opinion, members of our community accept the message of not being valued, and this plays out in a variety of ways, including not living up to your career potential. I want to internally and externally help break that for folks,” Michael Cox, Walmart
“Given our vision to connect Latinos, and that we call ourselves Conexion, it became about connecting people, broader than the 4% of talent at Cisco who identify as Hispanic,” Guillermo Diaz, Cisco
“We have to get our leaders to understand how this is good for the business – for our associates to be engaged, for our customers to know we take this seriously – and that it’s good for the marketplace. That’s why we’re doing this,” Janis Egelberg and Sheila Murphy, MetLife
“I repeat this in every meeting, and members smile because I say it all the time: I keep pushing them to be business relevant, to move up the maturity curve,” Angel Mendez, Cisco
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Attributes of Extraordinary Executive Sponsors
Passionate storytellers
“Hunger to leave things better than you found them”
Great listeners, willing to be vulnerable
“In my first meeting, I shared that I am not familiar yet with their challenges, and asked to be taught.”
Diverse backgrounds
– Experience in different geographies and functional areas
True love of showcasing emerging talent
“I have identified a few folks who don’t show up on so many radar screens”
Motivated by energy of others
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Success Factors and Real Challenges
Knowing when to step back, when not to provide tactical support
“I had to be vigilant and push work back to the ERG leadership.”
Balance of direct oversight and letting development happen organically
– Don’t dominate the discussion
“Chapter leaders are all motivated by what they’re motivated by — we cannot be prescriptive.”
Need for more mid-career, Gen X ERG leaders
Funding challenges
Negotiating multiple value propositions
“Helping our leaders balance chapter / local needs and activities with commonality that can be achieved on the global level. Doing both well.”
Helping the group to “speak with one voice” when there is such diversity within the diversity
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Allies Are Essential
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Allies are a key ingredient
Allies are a hotbed of potential just waiting to be tapped.
We are living in a time when non-LGBT-identified public figures in media, music and business are proactively stepping forward to indicate their support of LGBT rights.
Just as LGBT employees have made great strides in creating more inclusive policies and practices at the corporate level, allies have quietly — and not so quietly —been laboring as well, bringing their influence as well as sweat equity to create organizational change.
How do we define an ally? In the LGBT community, an ally is a heterosexual who publicly declares support for and advocates on behalf of LGBT rights.
JBC recently released a white paper, Allies Come Out; you can download a copy of the paper at http://jenniferbrownconsulting.com/
An ally is any member of a ‘majority’ group who uses that position to further equality for ‘non-majority’ populations.
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Allies Are Changing the Face of Workplace Diversity and Inclusion
In 2012, JBC led a webinar to talk about our ongoing investigation of this powerful resource, as well as emerging best practices in both the corporate and academic environments
Highlight role of senior executive allies in major corporations
Take a look at where Allies can be utilized in the future of the workplace
Audience to gain a better understanding of how to identify and leverage allies, in your organization and community.
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Diverse Talent: The Alcoa Advantage
The Alcoa Advantage is created and driven by the collective talent, focus and effort of our employees working together as a high performance team, and is dependent upon a diverse, inclusive environment for success—an environment that considers new ideas, embraces change, respects the individual and fosters equal opportunity.
As part of our strategy to achieve an inclusive work environment, we currently have three company-wide employee resource groups:
African Heritage Network
Alcoa Women's Network
Employees at Alcoa for Gay, Lesbian, Bisexual and Transgender Equality (EAGLE)
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EAGLE: Active Network of LGBT and Ally Employees Mission: To create a safe and affirming work environment where all employees are
empowered to reach their full human and career potential Membership: All Alcoa employees may join EAGLE
Represents a large community: 855 self-identifying LGBT employees in U.S. workforce
Over 60% of Executive Council members are Allies
70% of EAGLE members are Allies Landmark Policy/Program Changes: Inclusive EEO, Transgender Transition Guidelines, Benefits Parity, LGBT content in training materials, LGBT-specific recruiting, Support for LGBT friendly public policy
Actions & Progress
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Talking / Training About Difference
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Welcomed, Valued, Respected and Heard
People want to feel welcomed, valued, respected and heard in their various capacities at work, but effectively and consistently connecting to clients, staff, members and colleagues can present challenges.
When stakeholders in an organization feel connected, that organization has access to the discretionary effort that can propel it forward in ways not currently accessible.
Organizational cultures improve when individuals and leaders become self-aware and develop an awareness of the similarities and differences of others.
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Welcomed
Employees feel welcomed when managers and colleagues:
Actively invite diverse perspectives
Demonstrate curiosity
– Example #1: I was asked about myself beyond my role and years at Cisco, OR As a manager, I can ensure that I get to know people first before starting a task
– Example #2: I can solicit the opinions of colleagues outside my department or line of business, to broaden the depth of understanding
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Valued
Employees feel valued when managers and colleagues:
Discuss the importance of different opinions
Solicit and respond to input
– Example #1: Others asked for my opinion and input because of my experience outside of Cisco , OR As a manager, I can make a conscious effort to understand and leverage a person’s breadth of experience, both inside and outside of Cisco
– Example #2: I received acknowledgment and recognition from my colleagues and manager on a job well done, OR I can be the one to recognize the efforts of my peers; I don’t need to wait for a manager to do it
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Respected
Employees feel respected when managers and colleagues:
Show comfort in discussing difference
Offer thoughtful and constructive feedback
– Example #1: A colleague spoke up when they observed disrespectful behavior among others and toward others
– Example #2: I can consider people’s time zones when I schedule a meeting
– Example #3: Regularly discuss interest in the impact of similarities and differences among people.
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Heard
Employees feel heard when managers and colleagues:
Actively solicit their opinions
Restate input and demonstrate an openness to clarification
– Example #1: My manager is open to hearing ideas even if they may be contrary to his or her opinion / Rather than defending a position, I can openly listen to other’s points of view
– Example #2: My colleague acknowledged that s/he heard me before replying
– Example #3: My manager follows up on perspectives and ideas and discusses their specific value and usefulness to team outcomes.
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LGBT 3-Day Training Initiative
Three-day LGBT Leadership development program designed to strengthen the leadership development and effectiveness of emerging LGBT leaders.
Develop and enrich leadership development of high-potential, emerging LGBT leaders
Provide leadership enrichment and development tools at a critical career juncture
Develop and facilitate networking and relationship building skills, critical for enhancing visibility and influence
Expose participants to overall business, culture, and senior leaders
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Manager Feedback on Participants
Seeing other LGBT leaders boosted my manager’s confidence, that she is just as important as anyone else, and that being a diverse leader, she can move in the organization and the company supports that.
He came back extremely enthused, and couldn’t say enough about how valuable it was as a leadership experience. We actually had a new team member join our team, and Tim stepped forward to mentor him without being asked. This was a remarkable transition for him, to take this step.
She was absolutely energized by the experience. My participant felt so comfortable in the room with others in the room. The experience opened her eyes to how the company she works for actually stands behind her.
From a leader perspective, it’s critical that we support the team member who attended the conference. I think it’s really easy to sit down with them when they return, for lunch, for example, and then not do anything with it.
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Participant Feedback
Brand messaging was most powerful for me; I had many conversations with my manager about how are we showing our brand. I have a contagious energy level that has rubbed off on others in my branch.
I not only shared about the program, but put myself much more ‘out there’; the response has been very positive. So many people have reached out to ask the ‘silly questions’ they’ve hesitated to ask in the past, and it has opened their eyes.
I reached out to my diversity council, and got a group together to meet with a local community ‘camp’ as a partner, and investigated what a partnership might look like between our organization and the camp. I’m proud of myself that I grabbed the bull by the horns; I would have not shown this initiative before. I was so energized that she couldn’t sleep that night.
I loved discovery of how we’ve turned skills we developed b/c of adversity (being keen observers/listeners, for example) into a positive. I have shared this widely, and it has prompted professional and personal conversations.
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Diversity Councils
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Diversity Councils
A 2011 SHRM workplace practices report indicated that just a little more than 1 in 10 organizations had staff dedicated exclusively to diversity
– 79% of the organizations had a CEO as a member of the DC
– 90% were funded
A funded DC with an CEO champion is more resourceful and credible in creating institutional inclusionary change than individual diversity officers and managers can be
CEOs are often unaware that their involvement is critical for offering the DC authority and legitimacy within the larger organization
Companies that have an integrated diversity strategy will find it easier to drive cultural change through using a wide range of councils, including:
– Executive
– Global
– Regional
Source: “How to Develop a Killer Diversity Council,” Diversity Officer Magazine, November 2011.
– Supplier
– External, and
– Business unit
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Create a Powerful Diversity Council
Here are five movers and shakers you need to onboard to create a diversity council powerhouse:
CEO or President
2-3 mid-level managers
HR officer
One employee who has expressed displeasure with D&I initiatives
Cross-section of staff from each organization unit, demographic group
Source: “How to Develop a Killer Diversity Council,” Diversity Officer Magazine, November 2011.
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Rotate that Squeaky Wheel
Getting the most resistant voice among employees at the tables is imperative for developing a credible resource group
That indiv will know you are serious about inclusion and will have legitimate critiques that add value to decision-making
The risk?
– Eventually that person will become a champion of the diversity initiative and you will need to recruit another critic!
Source: “How to Develop a Killer Diversity Council,” Diversity Officer Magazine, November 2011.
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Diversity Councils
JBC client engagements with diversity councils have included:
Strategizing with councils on Next Practice actions
Increasing the efficacy of measurement and monitoring systems
Developing specific actions to increase senior management and middle management support and involvement
Conducting research through focus groups and individual interviews to substantiate and validate approaches based on climate, opinion or engagement surveys
Providing executive coaching to senior leaders, HR or CDOs on increasing council and network group effectiveness
Conflict management interventions to resolve organization wide or specific diversity related disputes
Developing strategies to transition to a global diversity council or employee network group
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Insights into Action: One thing that became clearer for me today was….
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Next Steps