Building ERG Leadership Competence to Advocate for a Culture of Diversity
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1 Building ERG Leadership Competence to Advocate for a Culture of Diversity October 6, 2016 Farzana Nayani Director of Client Engagement Language & Culture Worldwide (LCW) Danelle Jarvis VP, Chief of Staff - Actuarial Zurich Insurance Erin Thomas Diversity Manager Grant Thornton, LLP
2 Agenda (75 min session) Welcome & IntroducRons Topic Overview Building ERG Leadership Competence to Advocate for a Culture of Diversity PresentaRons Audience Q & A Small Group Discussion Large Group Debrief Summary & Closing Remarks
3 Welcome! Language & Culture Worldwide, LLC Global training, consulrng, translaron firm Contact: Moderator: Farzana Nayani Director of Client Engagement LCW
4 Welcome! Panelist: Danelle Jarvis VP, Chief of Staff - Actuarial Zurich Insurance Moderator: Farzana Nayani Director of Client Engagement LCW Panelist: Erin Thomas Diversity Manager Grant Thornton, LLP
5 Topic Overview: BUILDING ERG LEADERSHIP COMPETENCE TO ADVOCATE FOR A CULTURE OF DIVERSITY
6 Case Study: NAAAP ~ 30 chapters across the United States & Canada Local and regional events, need for naron-wide gathering ERG Summit ERG Leadership Symposium Sharing of best pracrces, opportunires for collaboraron, next steps
7 Research by LEAP Leadership EducaRon for Asian Pacifics, Inc.
8 LCW Global ERGs Study Women-focused ERGs in mulrple regions around the world Numerous corporarons ERGs: generaronal differences, LGBT individuals, community service and volunteerism, access and ability
9 McKinsey 2016 Report: Women in the Workplace
10 Brief discussion: 1) What does: BUILDING ERG LEADERSHIP COMPETENCE TO ADVOCATE FOR A CULTURE OF DIVERSITY mean to you? 2) Goals for today s session?
11 Zurich North America Women s InnovaRon Network Danelle Jarvis, Vice President & Chief of Staff BUILD ERG LEADERSHIP COMPETENCE TO ADVOCATE FOR A CULTURE OF DIVERSITY
12 Danelle Jarvis Vice President & Chief of Staff at Zurich North America Co-Founder of Women s InnovaRon Network (WIN) Diversity and Inclusion Advocate Program Led the Advocates from , while also serving as WIN s Head of OperaRons Head of WIN, effecrve 1/1/17
13 Session overview How to build a Diversity and Inclusion Advocate Program Leveraging influencers to advance ERGs Developing metrics to measure ERG success
14 The importance of strategic priori[es & objec[ve se]ng Strategic Priority In 2014, one of Zurich WIN s strategic priorires was to embed a more diverse and inclusive culture into the organizaron Objec[ves WIN established three goals aligned to this priority: 1. Increase male engagement to advance gender equality 2. Improve field office engagement across 44 offices 3. Build a diverse program of events
15 The WIN D&I Advocate Program Mission Statement: Ø Focused on driving D&I culture into the organizaron by fostering dialogue to build cultural agility and increase organizaronal capability around gender differences, acrng as role models and supporrng the development, advancement and retenron of women PopulaRon: Ø 18 Advocates InfluenRal, mid/upper level management 11 Men, 7 Women Ø RepresenRng 9 Offices across North America Ø From 11 Business Units
16 Leveraging the Advocates to advance WIN Created a mentorship program for women Ø 60 Senior Level Leaders dedicated to women s professional development Engaged men in the dialogue Ø Male advocates educated and engaged other men to develop and advance women Hosted workshops, interacrve panel discussions and offered coaching to more than 300 women focused on individual development plans (IDPs) and how to leverage IDPs to achieve career goals
17 Measuring results 2014 Objec[ves 1. Increase male engagement to advance gender equality 2. Improve field office engagement across 44 offices 3. Build a diverse program of events Results 1. Male advocacy more than doubled 2. Field Office engagement increased by 5 points 3. The Advocate Program hosted 25 events, with more than 1,500 parrcipants
18 Zurich North America Women s InnovaRon Network Danelle Jarvis, Vice President & Chief of Staff BUILD ERG LEADERSHIP COMPETENCE TO ADVOCATE FOR A CULTURE OF DIVERSITY
19 Presenter: Dr. Erin Thomas Diversity Manager Grant Thornton, LLP
20 Build ERG Leadership Competence to Advocate for a Culture of Diversity Erin L. Thomas, PhD Diversity Manager Grant Thornton LLP
21 Session objec[ves You will learn how to: 1) Leverage data to evaluate and build ERG leadership capabilires 2) Foster community among ERG leadership to build a culture of diversity advocacy
22 Grant Thornton's Business Resource Groups (BRGs) are propelling our diversity and inclusion evolu[on. Women at Grant Thornton BRG founded Na[onal Office of Diversity & Inclusion formalized 10 consecu[ve years as a Working Mother Best Company Firm publishes official statement on diversity & inclusion addi[onal BRGs launched Ranked #3 accoun[ng firm for diversity by Vault First annual BRG Leadership Forum held at headquarters
23 BRGs are essen[al vehicles for driving Grant Thornton's diversity culture. Grant Thornton's Strategy Diversity & Inclusion strategy drives our People First Strategy. The Office of Diversity & Inclusion PosiRons the BRGs as vehicles for enabling the Diversity & Inclusion strategy. Na[onal BRGs Leverage internal and external stakeholders to achieve measurable, solurondriven goals that are aligned with the D&I strategy and the firm's strategic drivers. Local BRG Chapters Local leadership is proacrve and accountable for implemenrng naronal BRG strategy and acrvarng the membership.
24 Grant Thornton's Office of Diversity & Inclusion leverages data to grow BRG leadership capabili[es. Nicole Blythe People Experience Leader Erin L. Thomas, PhD Diversity & Inclusion Manager Jonathan Philipp, MPP Sr. Assoc, Diversity & Inclusion
25 In August 2016, we launched our FY16 BRG Engagement Survey Inaugural naronwide assessment of BRG engagement 40 items categorized into five scoring clusters: 1) Impact 2) Strategy 3) Leadership & Structure 4) OperaRons 5) Local Office AcRvity Response scales ranged from 1 = Strongly Disagree to 5 = Strongly Agree. 408 respondents (50% response rate) RepresentaRon from: All (12) market territories All (3) service lines All job levels All (8) BRGs *We incenrvized parrciparon with a raffle prize for Grant Thornton swag. Goal is average of >= 4.00.
26 and curated survey data to influence BRG leader behaviors. Sample Items Over the past 12 months: ü involvement in this BRG has helped me achieve my professional development goals. ü involvement in this BRG has provided me ample opportunity to develop my leadership capabilires. ü this BRG has enabled me to contribute as much as I've wanted. Without looking it up, do you know the name of at least one person on the naronal leadership team for this BRG? I feel comfortable reaching out to this BRG's naronal leadership team. General Findings BRG members felt underurlized and unsure of their impact. Ø refined BRG strategies BRG members and local leaders felt disconnected from BRG ExecuRve Sponsors. Ø consistent communicaron and leadership story-telling Each BRG had specific opportunires to increase engagement. Ø tailored recommendarons for each BRG ExecuRve Sponsor cohort
27 The FY16 BRG Engagement Survey had quan[fiable impact within four weeks of survey close. 88% uprck in BRG all-hands calls Increased BRG leader ownership and autonomy Increased BRG leader collaboraron
28 In September 2016, we convened BRG Execu[ve Sponsors for the FY17 BRG Leadership Forum. Forum Objec[ves 1) Build BRG leader capabilires with all-hands touchpoint 2) Focus BRG efforts via linkage to D&I strategy 3) Catalyze BRG efforts by crystallizing BRG strategies Forum Agenda Pre-Work: Branding video; Short, select reading; Sphere of Concern vs. Influence individual exercise, BRG Leadership style selfassessment Day 1: Opening remarks Culture conversaron FY2020 Diversity & Inclusion strategy & metrics plan FY17 Diversity & Inclusion purple chips FY2020 BRG strategy Panel Discussion: BRG ExecuRve Sponsor roles and responsibilires Cross-BRG roundtables and debriefs Day 2: BRG microstrategy working session Call to acron
29 The forum yielded quan[fiable impact on BRG leaders' D&I competence and confidence Forum outcomes: Data-driven microstrategies from 6 of 8 BRGs Refined leadership roles and responsibilires AcRon plan to leverage new performance system to recognize BRG efforts Devised best pracrces for mobilizing local office acrvity Explored Shared leadership accountability What is your BRG leadership style?
30 and punctuated the value we place on BRG leaders' impact on the business. BRG contriburons are formally recognized and rewarded in our new performance appraisal system. Firm leadership has commiwed to high visibility of and connecrvity to BRG leadership. BRG leaders are increasingly sought as strategic drivers of client relaronships.
31 ReflecRon / Small Group Discussion: 1) What are your biggest challenges in Building ERG Leadership Competence? 2) What are some ways one can advocate for a culture of diversity? What stakeholders would be involved? 3) What are some next steps for you, as you return to your organizaron?
32 THANK YOU!
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