DiversityInc Resource Groups Web Seminar. Barbara Frankel Senior Vice President, Executive Editor February 26, 2013

Transcription

1 DiversityInc Resource Groups Web Seminar Barbara Frankel Senior Vice President, Executive Editor February 26, 2013

2 Assistance 2 For conference-call assistance, press *0 on your touch-tone phone. For other assistance, contact Customer Service at Thank you! DiversityInc. Reproduction Prohibited.

3 The 2013 DiversityInc Top 50 Survey Deadline Approaching 3 Submission deadline March 1, 2013 Results announced April 23 in New York City 850+ participants! Contact top50@diversityinc.com if you have questions DiversityInc. Reproduction Prohibited.

4 2012 DiversityInc Top 50 Companies for Diversity 4 1. PricewaterhouseCoopers 2. Sodexo 3. Kaiser Permanente 4. AT&T 5. Procter & Gamble 6. Ernst & Young 7. Kraft Foods 8. Deloitte 9. Prudential Financial 10. Colgate-Palmolive 11. Johnson & Johnson 12. Accenture 13. Novartis Pharmaceuticals Corporation 14. American Express 15. MasterCard Worldwide 16. Merck & Co. 17. IBM 18. Cummins 19. Health Care Service Corporation 20. Abbott 21. Marriott International 22. KPMG 23. CSX 24. Aetna 25. Cox Communications 26. Dell 27. Automatic Data Processing 28. General Mills 29. Eli Lilly and Company 30. Target 31. Bank of America 32. Starwood Hotels & Resorts Worldwide 33. Wells Fargo 34. WellPoint 35. jcpenney 36. Booz Allen Hamilton 37. Allstate Insurance Company 38. Medtronic 39. Verizon Communications 40. Time Warner 41. Toyota Motor North America 42. Northrop Grumman 43. Rockwell Collins 44. Monsanto 45. Chrysler Group 46. The Coca-Cola Company 47. Capital One 48. Lockheed Martin 49. Kellogg Company 50. MetLife DiversityInc. Reproduction Prohibited.

5 Why You Need Resource Groups 5 Increase engagement Talent Development: build confidence/identify diamonds in the rough Bidirectional knowledge transfer Cultural-competence education Pursue business objectives in under-represented/served markets DiversityInc. Reproduction Prohibited.

6 How to Start a Resource Group 6 Most companies start with a women s group or groups for Blacks, Latinos and Asians easily identifiable Call them resource groups, not affinity or network Grassroots, company-sponsored or both? Cross-cultural executive sponsor Company-approved charter that ties mission directly to the company s key lines of business Understand the objections: you can t stop unhappy people from gathering but you can make sure the purpose is businessoriented Don t exclude ---- e.g. LGBT and friends DiversityInc. Reproduction Prohibited.

7 Executive Sponsorship 7 Role: not to lead the groups, but to give the groups business influence within the companies Keep groups focused on business goals/identify business opportunities Serve as role models and mentors Term limits: some companies allow sponsors to serve indefinitely; limited terms should last at a least 2 years to allow ramping up and time to produce results Qualities: ability to relate across the enterprise; collaborative; high emotional intelligence Training: leadership; cultural competence; coaching relative to unique needs of group or specific role Accountability: performance goals, scorecards, financial incentives Individual and corporate DiversityInc. Reproduction Prohibited.

8 Corporate Support % of DiversityInc Top 50 that have these practices 98% 100% 100% 80% 78% 82% 74% % % of CEOs Meeting With Groups % Senior Execs Sponsor Groups % Fund Groups % Let Groups Meet During Workday DiversityInc. Reproduction Prohibited.

9 How to Make Resource Groups Important, Increase Membership 9 Make business case from day 1 Clearly define role of executive sponsor and leader of group Ensure groups are inclusive Have groups meet regularly with top management Link participation to career growth Reward/recognize group achievements Set clear expectations and make sure everyone knows the time commitment DiversityInc. Reproduction Prohibited.

10 Trending Groups 10 0% 8% % of DiversityInc Top 50 that have these resource groups 60% 68% 4% 26% 54% 78% 0% 16% 44% 56% Global Veterans Generational Regularly assess the needs of the organization Understand how the workforce is changing (e.g. going global, aging) Identify rich sources of highlytrained, diverse labor pools (e.g. veterans) What s next? Caregivers, women in [science, accounting, tech, sales] Brown-Forman Non-drinkers McGraw-Hill Social Media DiversityInc. Reproduction Prohibited.

11 The Impact of Resource Groups 11 % of DiversityInc Top 50 Companies That Use Resource Groups for: 100% 98% 98% Proven way to connect with traditionally underrepresented groups/role models/onboarding Retention Identify cultural gaps; provide leadership opportunities To assist in successfully onboarding new hires Hidden gems/ development/exposure to senior executives To provide skill-based training, career development and mentoring Succession Planning Leadership development Best focus groups, idea generation, reach suppliers To tap into underserved but potentially lucrative markets Understand customer markets without cost of research Client Connection Representative talent, RFPs Recruitment Talent Development Market Connection DiversityInc. Reproduction Prohibited.

12 Recruitment Best Practices 12 81% 100% 71% 94% E&Y s groups mentor college students and participate in student-led conferences to build rapport Novartis talent-acquisition team formed dedicated partnerships with each of their resource groups Groups used for recruiting Groups used for onboarding All participants DiversityInc Top 50 ING notifies resource groups as soon as positions become available and department heads regularly share new job openings DiversityInc. Reproduction Prohibited.

13 Using Resource Groups to Track Talent Development 13 Companies that tracked promotions of resource-group members promoted 22% more Blacks 38% more Latinos 26% more Asians 20% more women 100% increase 425% increase into their first management jobs than companies that did not track promotions of resourcegroup members DiversityInc. Reproduction Prohibited.

14 Talent Development Best Practice 14 98% 98% 72% 74% Kellogg Promotes people into resource-group leadership positions and provides special projects to develop skills So, for example, you re not a people manager, but serving as a resourcegroup leader, you d be running a group of several hundred people Groups used for talent identification Groups used for talent development Mark King CDO, Kellogg All participants DiversityInc Top 50 DiversityInc. Reproduction Prohibited.

15 Moving Beyond Race and Gender % 80% 2007 DiversityInc Top DiversityInc Top 50 60% 40% 20% 0% Have active program to recruit LGBTs Have Resource Group for LGBTs Have active program to recruit people with disabilities Have Resource Group for People With Disabilities DiversityInc. Reproduction Prohibited.

16 Engaging Veterans 16 80% 60% 40% 20% 0% 2010 DiversityInc Top DiversityInc Top 50 Have Resource Group for Veterans Use recruiters who are experts on the military Both internal and external Ensure connections to both current and former troops Create a military resource group and use it to find and nurture veterans Onboarding Supporting employees who are deployed Word of mouth is critical People want to work for a company they perceive as inclusive, especially to others from their own 'tribe' DiversityInc. Reproduction Prohibited.

17 Market Connection Best Practice 17 Novartis Pharmaceuticals Corporation: Ethnic Resource Groups and Marketing 76% Click here to watch the video. Click here to view the presentation 98% All participants DiversityInc Top 50 Conducted market research on culturally competent strategies using its seven ethnic resource groups. Hundreds of strategies vetted over two years Saved $2M by eliminating outside research vendor; also increased participation/engagement with resource groups by more than 10% Groups used for marketing DiversityInc. Reproduction Prohibited.

18 Takeaways 18 Organizational engagement senior leaders middle managers emerging talent Alignment to business Formal charters, set yearly goals Talent acquisition and development Track metrics to understand success Internal communications Success, initiatives, build support/obtain buy in Consistency DiversityInc. Reproduction Prohibited.

19 DiversityInc MasterCard Business Resource Groups 2012 MasterCard. Proprietary and Confidential

20 Global Diversity Office The Global Diversity Office (GDO) is responsible for driving the significant expansion of MasterCard s diversity and inclusion strategy across the organization Diversity & Inclusion Initiatives Global Diversity & Inclusion Council (GDIC) Multicultural/BRG Steering Committee Business Resource Groups (BRGs) 2013 MasterCard. Proprietary and Confidential Page 20

21 Global Diversity & Inclusion Strategy Create an environment that fosters employee engagement through inclusion by understanding how to: Recruit, develop and retain diverse talent Establish MasterCard s brand and reputation as a preferred employer of choice Achieve business impact through the establishment of a more collaborative effort 2013 MasterCard. Proprietary and Confidential Page 21

22 Transformation from Diversity to Inclusion From Global Diversity To Global Inclusion Focused on demographic inclusion Transforming hiring and promotion practices Employees of all types are accepted and valued for their uniqueness Equal opportunity/us centric Focused on diversity of experience and thought Transforming the MasterCard culture Employees of all types are globally-minded and are accepted and valued for their uniqueness Highly engaged culture Adaptable across borders 2013 MasterCard. Proprietary and Confidential Page 22

23 Vision To create a global and collaborative culture of inclusion at MasterCard that drives talent development, innovation and results 2013 MasterCard. Proprietary and Confidential Page 23

24 MasterCard Business Resource Groups Asian Latin descent African descent Gay, lesbian, bisexual, transgender Veterans, active military, and their family / friends Employees with 10+ years of work experience Women Young professionals with less than 10 years of work experience 2013 MasterCard. Proprietary and Confidential Page 24

25 Funding BRG Structure Evolution of Business Resource Groups Product & Service Innovation Liaison to Leadership Awareness Community Outreach Partnerships Training Awareness Community Outreach Partnerships Training Awareness Networking Support Networking Support Networking Support Tactical Impact Strategic 2013 MasterCard. Proprietary and Confidential Page 25

26 Global BRG Structure Executive Sponsor Regional Sponsors Group-Elected Leaders Mission & Charter Company Funded Monthly Membership Meeting Individual Website Shared Event Calendars Dedicated GDO Support Activities Align with Diversity & Inclusion Strategy BRG Guidelines Handbook BRG Leads Meetings with GDO Manage Internal Communications Global Mindset / Local Office Focus Open to all full-time Employees 2013 MasterCard. Proprietary and Confidential Page 26

27 Global BRG Structure Grassroots launch Regional/office specific need BRGs are open to all full-time employees Membership drives Global Diversity Awards Global Inclusion Summit 2013 MasterCard. Proprietary and Confidential Page 27

28 Executive Sponsor Role Champion of the BRG Provide senior level endorsement of the BRG Guide the development of the BRG Provide strategic direction to the BRG Provide advice, counsel and direction 2013 MasterCard. Proprietary and Confidential Page 28

29 How Your Executive Sponsor Can Help Guidance Communications Visibility Relationship Liaison 2013 MasterCard. Proprietary and Confidential Page 29

30 Community Outreach Key resources for Philanthropy and Volunteerism MasterCard BRG Manhattanville College Scholarship 2013 MasterCard. Proprietary and Confidential Page 30

31 Business Impact LATIN LEAD PRIDE Segmentation Strategy Onboarding ideation session in Sub-Saharan Africa Advocacy for Medical Coverage Benefits Collaborative and Inclusive Taskforce on revenue generating program 2013 MasterCard. Proprietary and Confidential Page 31

32 Talent Engagement 2013 MasterCard. Proprietary and Confidential Page 32

33 Talent Engagement EAST Asian-Pacific Heritage American Month, Glimpses of Asia LEAD The Art of Feedback LATIN Enabling Successful Sales in LAC PRIDE Awareness events in NY, St. Louis and London SALUTE Official Launch September 2012 WLN Global Employee Survey WWAVE Skills Assessments and Career Management YoPros Social Media Programs Collective Shared Corporate Employee Survey Results Innovation Challenge 2013 MasterCard. Proprietary and Confidential Page 33

34 Successes Global BRG Structure Global Strategy/local execution Focused Objective Executive Sponsorship Talent Engagement Shared Corporate Employee Survey Results Business Impact Innovation Labs Sponsorship of business challenges Community Outreach Manhattanville College Scholarship Volunteerism 2013 MasterCard. Proprietary and Confidential Page 34

35 Questions? When different people come together, it s not just beautiful, it s Priceless MasterCard. Proprietary and Confidential Page 35

36 Diversity & Inclusion ERG Strategy DiversityInc Feb 26, 2013

37 Our diversity and inclusion focus supports Dell s purpose and people philosophy To build Enduring Relationships, we must create a welcoming workplace where differences are embraced and people of all backgrounds come together to do their best work. What is diversity? What is inclusion? It is not about erasing differences; it s about benefiting from them. It s about how we bring together and connect the diversity of our global team members, customers, partners and stakeholders from different backgrounds, cultures, and thinking styles, providing remarkably different talents, perspectives, life and career experiences to help people everywhere grow and thrive. Our values framework states that Dell wants our team members to be able to do their best work. We strongly believe that to do your best work, our commitment to a culture of inclusion is essential. Inclusion creates an environment where people feel valued, supported, respected, involved and engaged. It provides an environment for you to do your best work. 37 Corporate Responsibility

38 Employee Resource Group Portfolio Military Community Environment, Sustainability Asian Community Young Professionals Women African American Building Relationships in Diverse Group Environments Hispanic Community LGBTA Community Abilities, Special Needs 38 Corporate Responsibility

39 Global ERG Footprint 95+ ERG Chapters across the globe with 10k+ team members engaged ERG Best practices in each region North America 6100 memberships 9 ERGs across 28 chapters Strong business alignment Cross ERG Leadership Dev Series M&A & remote team member focus EMEA 1200 members 4 ERGs across 36 chapters Wise, GenNext, True Ability & Planet Wise in Middle East Professional development programs (leveraged across the globe) External focus on branding STEM careers with young girls (leveraged across the globe) Latin America 1800 members 5 ERGs across 16 chapters Wise, Pride, True Ability, Planet, GenNext Virtual Wise chapter across 5 countries Strong Country GM sponsorship 3 9 Current ERG Sites ERG expansion focus APJ 4400 members 4 ERGs across 19 chapters Wise, GenNext, True Ability & Planet APJ Diversity Council Strong cross regional collaboration Corporate Responsibility

40 ERG Evolution 2002: Launched 5 US based network groups 100 s of members Social focus : 7 Groups; 42 global chapters 1000 s of members Evolved to ERGs 2010: Global Governance launched Global ERG Advisory Council Cross Regional & In Region Collaboration Business alignment ERGs prominent in People Strategy 2013: 9 Groups: 95+ Chapters 10,000+ members One online community for global sharing, drive broad awareness Business alignment Challenges & Focus Areas: No formalized affinity groups Challenges & Focus areas: Sustain momentum How to evolve beyond social networks? Executive sponsorship Challenges & Focus Areas: Loose governance No common vision Disparate groups No cross ERG engagement across regions or globe Focus Areas: Alignment to a global framework to coalesce vision, energy and impact Regional sharing forums Global sharing forums Business alignment progression Sustain momentum Leadership succession Lots of great ideas on business alignment Identify methodology to activate and drive business impact Corporate Responsibility

41 Governance highlights Common charter templates used across the globe, with approval requirements Charter elements: Vision, mission and objectives Strategic priorities: Membership focus (prof development, social, etc) Community focus (partnerships with external 501(c)3 groups) Business alignment focus (further Dell s business priorities) Organization structure (Executive sponsorship, Team leadership) Target audience Budget needs Term limits for executives & team leaders Defined roles & responsibilities Toolkits on managing communications, budgets & events Annual planning & budget request process 41 Corporate Responsibility

42 GenNext Mission, Vision, and Values Mission GenNext is focused on establishing a network for new hires and young professionals which fosters Dell's growth and success through community involvement, personal empowerment and professional development Vision Our core vision is to inspire every potential employee to join the Dell team and every current team member to be proud to represent the image, reputation and success of Dell Objectives GenNext seeks to provide employees with opportunities to develop, connect and engage with one another through: Business Development - provide an alternative avenue for review of new products and marketing while giving employees the opportunity to learn more about our products and become brand champions Community Involvement - identify, promote and participate in positive, impactful and fun opportunities for GenNext to make a difference in the local community Social Networking - develop a Dell-wide network of young professionals and new employees which will facilitate greater communication across functions and create excitement for working at Dell Professional Development - empowering young professionals and new hires at Dell to develop and advance their careers Corporate Responsibility

43 People. Passion. Progress In Spanish the word Adelante means onwards or forward. At Dell, the word Adelante means foot-forward whereby our collective input advances Dell its leadership, its people, and the community it serves Mission Statement To enhance the personal and professional development of Hispanics and leverage our creativity and experience in an effort to help Dell establish and maintain a competitive advantage. Strategic Pillars People Community Business Globalization Membership Mission Enhance our presence with Hispanic professional organizations and provide high impact solutions focused on accelerating the development of new and existing Hispanic leaders Mission Make a meaningful difference in underserved Hispanic communities by using Dell s technology solutions, resources and know-how Mission Be a resource group for the business, driving measurable benefits to internal and external customers Mission Define Adelante globalization strategy and membership engagement mechanisms For more about Adelante visit our page: Adelante s ERG Page To Join click here: Join Adelante Corporate Responsibility

44 Global Wise Strategy Mission Provide a platform of networking, ongoing learning and exchange that positively impacts our team members, Wise Chapters, business results, workplace, and communities. We will do this by: Building a culture that values and is influenced by diverse perspectives Guiding an environment where women have significant influence on the company and the industry Creating avenues to encourage and develop leaders Vision Enable women to grow and thrive by creating connections and providing leadership and expertise to deliver on the promise of Dell s strategy. Initiatives Sponsorship Program Brand Advocacy Professional Development Community Involvement 44 Internal Use Only Corporate Responsibility

45 Global Wise structure & roles Global ELT Sponsors Karen & John Global Board Regional Chairs + Global Diversity & Inclusion Sets global vision Meets formally 2x annually with Board Sets global strategy & direction Prioritizes focus areas Shares best practices Meets quarterly, F2F annually North America Wise Bobbi & Yvonne 45 Confidential Cross Regional Pillar Leaders Latin America Wise Elsa & Martin EMEA Wise Benedikte, Aongus & Marie APJ Wise Catherine & Hui Central TX North TX Oklahoma City West Coast Southeast Coast DC/NoVA Nashville Mexico City Guadalajara Panama Porto Alegre Hortolandia Eldorado do Sul Sao Paulo Multi-Country LA Bracknell, Cherrywood, Bratislava, Amsterdam, Montpellier, Limerick, Casablanca, Halle, Middle East, Copenhagen, Paris, Frankfurt, Glasgow, Sweden Belgium, Turkey Czech Republic, Switzerland, Italy Russia, Romania Singapore Cyberjaya Bangalore Penang Xiamen, Dalian, Beijing, Shanghai Sydney/NZ Japan Philippines Thailand Korea Taiwan Cascades global initiatives to the regional level Collaborate globally on sharing best practices Meets as needed Regional chairs + boards: Set regional strategy Ensure alignment to Global Strategy Prioritize regional focus areas Meet monthly Chapters launch regional or local programs Chapter leaders Core Team Leaders + team Meet monthly Consultants: Global Diversity & Inclusion Global Communications Global Brand General Counsel Corporate Responsibility

46 Global ERG Management calendar Aligning efforts into broader Dell business processes Aligning with key stakeholders Q1 Q2 Q3 Q4 Dell events: Annual Worldwide Leadership F2F Meeting: Feb Dell events: Dell Women s Entrepreneur Network: July Dell events: Dell events: Dell World: December Global Diversity Council: April (True Ability attending) Global Diversity Council: October (Planet attending) ERG activities: Global Wise Board Annual F2F: Feb Global ERG Advisory Council Annual F2F: Feb Global ERG events: Int l Women s Day Earth Day ERG activities: Qtrly ERG board calls Qtrly ERG Advisory Council call ERG activities: Qtrly ERG board calls Qtrly ERG Advisory Council call ERG activities: Qtrly ERG board calls Qtrly ERG Advisory Council call Global ERG events: Int l Disability Awareness Annual ERG planning Corporate Responsibility

47 Send In Your Questions! 47 You may submit your questions via the web by using the text chat box on your screen. Simply type in your question and click send. DiversityInc. Reproduction Prohibited.

48 2013 Web Seminar Schedule 48 March 26 Innovation April 30 Multicultural Philanthropy May 21 CEO Commitment June 25 DiversityInc Top 50 Best Practices July 30 Mentoring/Talent Development September 17 Diversity Recruiting October 22 Diversity Councils December 3 Diversity Metrics Please contact customer service at webseminars@diversityinc.com DiversityInc. Reproduction Prohibited.

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50 Thank You for Attending the Web Seminar 50 You will receive a follow-up from us containing the link to download this presentation for future reference The presentation will be available approximately 72 hours after this event Questions? Call (973) DiversityInc. Reproduction Prohibited.