MERCER’S GLOBAL GENDER DIVERSITY RESEARCH...growth potential of countries around the world is the fundamental participation and engagement of women in their workforce Eliminating

WHEN WOMEN THRIVE MERCER’S GLOBAL GENDER DIVERSITY RESEARCH

B E R L I N , 2 2 M AY 2 0 1 5

Charlotte Harding, Mercer Satu Heschung, Sodexo

T H E D A T A I S C O M P E L L I N G

One of the most significant factors limiting the growth potential of countries around the world is the fundamental participation and engagement of women in their workforce Eliminating the gap between male and female employment rates could boost countries’ GDP by as much as 34%.

To have a highly engaged female workforce, companies need a multi-faceted program that supports women to be healthy, productive and financially secure across the various phases of their professional and personal lifecycle.

Employers play a driving role with enormous ability to influence change and impact in this space – and reap the resulting benefits to their own business performance.

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Mercer’s work with the World Economic Forum in 2013 identified significant opportunity for countries and companies on a global scale

RESEARCH FINDINGS – AND IMPLICATIONS FOR YOUR ORGANIZATION TODAY

G L O B A L F E M A L E L A B O R F O R C E P A R T I C I P A T I O N R A T E S F A L L S H O R T O F P O T E N T I A L A N D L A G B E H I N D M A L E E M P L O Y M E N T R A T E S A C R O S S E V E R Y A G E B A N D A N D A R O U N D T H E W O R L D .

15%

47%

62% 67% 69% 70% 68% 66%

55%

36%

22%

59%

79%

88% 91% 93% 93% 95% 93%

66%

15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64

Female employment %

Male employment %

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B U I L D I N G B L O C K S O F A N E F F E C T I V E G E N D E R S T R A T E G Y

HEALTH AND WELLNESS

FINANCIAL WELLBEING

TALENT MANAGEMENT

Women as patients, caregivers, and healthcare decision-makers

Policies, practices, and management to support women’s career opportunity

Managing finances and preparing for retirement

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Contextual “Controls”

Dependent “Outcomes”

+ = Operational Context

Internal Labor Market Dynamics

Policies, Practices, and Culture

Independent “Drivers”

O U R R E S E A R C H I S U N I Q U E LY F O C U S E D O N L I N K I N G B R O A D H R P O L I C I E S A N D P R A C T I C E S T O A C T U A L W O R K F O R C E R E S U L T S .

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31% 69%

24% 76%

35%

55%

58% 42%

45%

65%

CAREER LEVEL TOTAL HIRES TOTAL EXITS AVERAGE REPRESENTATION AND TOTAL PROMOTIONS

Overall representation: 48% female | 52% male

Females: 8% | Males: 9%




Female

Male

Executive

Senior Manager

Manager

Professional

Support Staff

Females: 7% Males: 5%










O U T C O M E S : W H A T D O T A L E N T F L O W S L O O K L I K E T O D AY ?

Seek holistic solutions Broad, enterprise focus is linked to sustainable change

Foster passion over formality: Accountability is not enough – leadership needs to be engaged in promoting & managing diversity

Manage actively, not passively: Active management of policies and programs, intended to support different life choices, is required to avoid unintended career penalties

Think and act differently: Non-traditional solutions drive future success

Realize unique value: Companies that recognize and value the differences between women and men benefit

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1

2

3

5

S U R V E Y F I N D I N G S : S U M M A R Y O F C O R E T H E M E S

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Admit you have a problem … and an opportunity

Base your gender diversity strategy and priorities on robust workforce analytics

Align your diversity strategy with your talent strategy

Implement new programs and benefits ONLY in the context of an enabling environment

Broaden your understanding of what it takes to support women

Collaborate with other stakeholders in the macro environment to impact the female talent pipeline

G E T T I N G T O S O L U T I O N S : O U R R E S E A R C H – I M P L I C A T I O N S F O R E M P L O Y E R S

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SODEXO GENDER BALANCE SOURCE OF PERFORMANCE S AT U H E S C H U N G B E R L I N , 2 2 M AY 2 0 1 5

• 428 000 employees • 36 000 sites • 80 countries • 132 nationalities • 75 millions daily consumers

3 –

On-site Services Benefits

and Rewards Services Personal

and Home Services

S O D E X O ’ S R E A L I T Y

Performance

Engagement

Improving the quality of life

Culture of Inclusion

Engaging leaders and

aligning strategy

« I am Sodexo »

Representation Retention

Engagement

S O D E X O G E N D E R J O U R N E Y S I N C E 2 0 0 7 U N D E R S TA N D I N G T H E I S S U E

60 senior women

In FOCUS groups Business case

E N G E M E N T F R O M T O P L E A D E R S

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• “By tapping the full potential of both gender Sodexo is more innovative” Sunil Nayak, CEO Sodexo India On-site Services

“We must attract, retain and engage the best pool of talent in order to meet our growth targets” Michel Landel, Sodexo’s CEO

“It is also about creating greater value for the company ”Sophie Bellon, Sodexo Group Special Advisor for Research

“It allows us to build robust offers and solutions that can only be designed with teams from different cultures, functions, perspectives and expertise” Sylvia Metayer, CEO Corporate Services Sodexo

Created in 2009 at the initiative

of Michel Landel

A W O R D O F B A C K G R O U N D

•« to accelerate the attainment of gender balance within Sodexo, through the personal drive, commitment and leadership of high level leaders » 1 5 –

O B J E C T I V E S

1 6 –

Increase the number of women in Group Senior

Leaders Reach 25% by end of 2015

Increase the number of women in operations

Create a culture of Inclusion

C L E A R O B J E C T I V E

43%

ExCom

23% GSL

31% Other GSM

42% Middle Management

42% Site Management

56% Employees % of women in each category

54% Total Workforce

D I V E R S I T Y S C O R E C A

25% By end 2015

T H E R O L E O F S W I F T

Provide strategic input & recommendations to the Group ComEx Identify priority areas for action; develop goals and a roadmap

for the organisation Serve as role models and advocates for gender diversity Draw on internal best practice and external sources to inform

recommendations Broaden the understanding of the business benefit to a wider

audience of senior management & educate the organisation on barriers and solutions

Develop a cohesive network that works collaboratively with each other and becomes a model for global collaboration

o 35 Senior leaders • 2 Sponsor • 2 Co-leads • 5 Steering committee members • 17 Members in Regions • 9 Alumni

o 17 nationalities o From four continents

S W I F T O P E R A T I N G M O D E

S T R U C T U R E O F S W I F T

Co-Chair

Ensure alignment and provide guidance

Co-Chair

Ensure alignment and provide guidance

Group Executive Committee Set the objectives and assess progress

SWIFt Steering Committee Responsible for sustaining the momentum, ensuring overall progress and

reporting, producing tools to ensure / facilitate the implementation of concrete actions and identify new areas of work.

(with the support of one dedicated resource and meets twice a year / once on their own)

SWIFt Members Responsible for ensuring progress within their area of responsibility

relying on the support of the steering committee and implementing the tools

they develop. (subgroups of SWIFt members per geography / activity).

SWIFt Alumni Serve as role models and advocates

for gender diversity Implement gender initiatives in their

sphere of influence

Executive Sponsor Provide direction & leadership

Linkage to the COMEX

Executive Sponsor Provide direction & leadership

Linkage to the COMEX

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S W I F T O P E R A T I N G M O D E

2 1 –

2009 - 2014

2009 Paris and Madrid

2011 Orlando and Berlin

2010 Brussels and Chicago

2012 New York and Milan

2013 Paris and London

2014 Prague

2015

Contributing in work streams Up-dating with Michel Landel and meeting

with local comex Connecting with Sodexo women in countries Development opportunity through training

and external benchmarking Sponsoring a client event to include local

men managers

2015 Rotterdam

K E Y F O C U S A R E A S

5 key focus areas with 15 different short term actions All SWIFt members commit to implement a minimum of 4 actions in regions/ year All key areas are supported by the Global Office of Diversity and inclusion

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Networks

Flexibility Leadership

Development

Communication HR Processes

R E S P E C T I N G T H E M O S A I C T W O L E V E L S O F A C T I O N S

1. At global level with the Global strategy, frame work and different programs

2. At local level reflecting to the needs and the priorities of each country: local business cases, action plans

OUR TARGET

Top Management Middle Management Site Management Front Line Employees

S O D E X O C E O W A L K I N G H I S T A L K …

22% 43%

M E A S U R A B L E I M P A C T 2 0 0 9 - 2 0 1 4

Situation in 2009 Situation in 2014

Representation of women in the GSL population In operations

17% 10%

23% 18%

Women’s engagement rate (2014) (district managers) 51% 64%

Women’ satisfaction in gender diversity (2014) (district managers)

52% 61%

Countries where a gender network is implemented

1 13

Women involved in a Mentoring programme 260 960

Countries involved in International women’s Day events

20 (in 2011) 30

Client events sponsored by SWIFt 2 15

Tools and guidelines developed by SWIFt N/A 9

O U R I N V E S T M E N T I N D & I I S A N I N V E S T M E N T I N T H E G R O W T H O F O U R P E O P L E A N D O U R B U S I N E S S

I N T E R N A L S O D E X O G E N D E R B A L A N C E C A S E S T U D Y

Improves engagement of our workforce

Strengthens our brand

Retains our clients

Sustains the organic growth

Increase the profitability

…. Impacts Sodexo’s performance

Gender Balanced management….

27 –

Visit

www.sodexo.com

« We must be the change we want for the world » Gandhi

Questions ?

CAREER FRAMEWORKS CHALLENGES, BARRIERS AND INNOVATIONS

B E R L I N , 2 2 M AY 2 0 1 5

Sue Filmer Mercer

D I S C U S S I O N

Why are ‘careers’ so topical?

What do you think is driving this? What are you hearing from your workforce?

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E M P L O Y E E P E R S P E C T I V E : E M P L O Y E E V A L U E P R O P O S I T I O N

CASH BENEFITS

CAREER WORK

PLACE

PRIDE/ AFFINITY/

PURPOSE

CUTURAL ALIGNMENT

CASH BENEFITS

CAREER WORK PLACE

PRIDE/ AFFINITY/ PURPOSE

WORKFORCE PLANS

BUSINESS VISION

CONTRACTUAL

EMOTIONAL

COMPETITIVE

DIFFERENTIATED

UNIQUE

PSYCHOLOGICAL

An EVP is a set of offerings that characterizes how an employer differentiates itself from its competitors to attract and engage employees

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E M P L O Y E R P E R S P E C T I V E : T H E N A T U R E O F T H E T A L E N T D E B A T E I S C H A N G I N G

Implications for talent management

Identify critical roles and segments

Manage these segments as a portfolio of investments

Apply greater use of workforce analytics to quantify impact and return

From…

How much should we invest in which parts of our workforce to

achieve what level of return?

To…

We should invest in talent as a strategic

advantage

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C H A L L E N G E S F O R C A R E E R M A N A G E M E N T

Transparency

Control

Velocity

Understand opportunities

Career direction

Right speed

Capabilities visibility

Best talent

Fill talent pipeline

Know our talent Grow our talent Flow our talent

D I S C U S S I O N

Career challenges? What information do you as an employer want about

your employees’ career aspirations? What information do you believe your employees

want from you? Where is there tension between these needs?

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W H A T I S A C A R E E R F R A M E W O R K ?

The employee seeks out the experiences that

enable them to progress via a route that suits them

The organisation lays out the experiences that deliver

work and build capability

Handholds represent significant work

experiences

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C A R E E R P A T H D E S I G N Does the nature of the work or the way in which capability is built require defined career path movement (i.e. most people are able to move from one role to another in logical steps) or rather it is about providing information about ‘destination roles’ and people chose their own pathway to get there by seeking out the experiences they need to progress?

Career paths that are followed by most people; little possibility for alternative career routes

Examples of ‘destination roles’ and career routes that inform and

inspire; employees have choices

Defined Illustrative

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S T R U C T U R E O F A C A R E E R F R A M E W O R K

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WHAT are the expectations of the role I’m interested in?

WHAT CAREER OPTIONS EXIST? WHAT ARE THE JOB/ROLE EXPECTATIONS?

HOW can I get there?

JOB FAMILIES/SUB-FAMILIES

Generally recognized major professional areas, often requiring a unique set of skills.

Most career development occurs within a job family.

JOB/ROLE

A specific point in a career journey, characterized by a combination of job-specific requirements, career level, career stream, and job family.

HOW MANY RUNGS ARE THERE IN THE CAREER LADDER?

CAREER LEVELS

The hierarchical position of jobs within a career stream.

It describes the major changes in job scope and responsibilities and is consistent across job families.

IS THERE A CHOICE BETWEEN A TECHNICAL CAREER OR A MANAGEMENT CAREER AT SOME POINT?

CAREER STREAMS

Career types characterized by unique responsibilities. In some organizations career streams are Executive, Management, Professional and Support, while others collapse them into one.

D E S I G N O F A C A R E E R F R A M E W O R K K E Y Q U E S T I O N S

How am I doing now?

WHERE would I like my career to progress towards?

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W H A T I S T H E P R I M A R Y G O A L I N U S I N G A C A R E E R F R A M E W O R K A T Y O U R O R G A N I S A T I O N ?

Mercer’s 2015 career frameworks survey. Report published in August.

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W H A T T A L E N T P R O G R A M S A R E D R I V E N B Y Y O U R C A R E E R F R A M E W O R K ?


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W H A T D O E S Y O U R C A R E E R F R A M E W O R K D E L I V E R I N T E R M S O F B U S I N E S S R E S U L T S ?


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W H A T A R E Y O U R B I G G E S T C H A L L E N G E S I N I M P L E M E N T I N G A C A R E E R F R A M E W O R K ?


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D O Y O U T H I N K Y O U R I N V E S T M E N T I N A C A R E E R F R A M E W O R K H A S P A I D O F F I N T E R M S O F R E T U R N O N I N V E S T M E N T ?


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D I S C U S S I O N

An Effective Career Framework?

What solutions/tools should it include? What new or innovative practices have you used or heard about in career practices?

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IDENTIFY The right career levels, tracks (families/sub families), critical roles and job structure.

DEFINE The expectations at each rung in the career ladder and track using accountabilities and competencies.

MAP The current jobs and employees to the career framework and determine where job consolidation is required.

ALIGN The career framework with all talent processes impacting employees such as performance, pay and succession.

COMMUNICATE The employee value proposition of career tools that can help support employees’ growth and development.

STRATEGIC ARCHITECTURE

BUILDING BLOCKS JOBS AND EMPLOYEES

TALENT PROCESSES CREATIVE STRATEGY

Understand the talent and rewards philosophy to determine the Job Architecture — vertical career levels/rungs, horizontal career tracks/sub-families, and create a— that is optimal for career performance.

A common set of Work Dimensions & company-wide Core Competencies provides a seamless structure for talent mobility, while unique Technical Skills/Competencies recognize the nuances by job family.

The process for making decisions around where a job (and employee) sits in the framework requires collaboration with subject matter experts.

Using core foundations of the career framework, Mercer will work with you to align each of the talent and reward programs and processes to ensure a seamless and integrated employee experience.

Mercer’s creative strategies define the rational and emotional experiences across a range of integrated touch points to inspire a deep, persistent attraction to your brand. Ultimately, this will drive the active pursuit of employment using simple digital means.

POTENTIAL DELIVERABLES: • Diagnostic review of career

levels • Career and Rewards

Philosophy • Job Architecture —

Levels/Streams/ Family

POTENTIAL DELIVERABLES: • Career level guide with

associated Work Dimensions and Core Competencies.

• Unique definitions by sub-family

• Targeted competency profile by level

• Technical competencies • Create the role profile/job

description template

POTENTIAL DELIVERABLES: • Job catalog and titling

structure • Jobs mapped to the career

framework • Employee assessment

against levels • Employees mapped to jobs • Impact analysis • Engagement and buy-in by

functional leadership

POTENTIAL DELIVERABLES: Alignment of framework with: • Rewards Programs • Performance Development • Training Programs • Career/Succession

Planning • Talent Review • Strategic Workforce

Planning

POTENTIAL DELIVERABLES: Creative Strategy Guide including • Campaign Visualization • Career App • Implementation Plan

B U I L D I N G A N D I M P L E M E N T I N G A S U C C E S S F U L C A R E E R F R A M E W O R K

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D I S C U S S I O N

What is your top tip about career management?

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when women thriveThe Data is Compelling�RESEARCH FINDINGS – �AND IMPLICATIONS FOR YOUR�ORGANIZATION TODAY �Global female labor force participation rates fall short of potential and lag behind male employment rates across every age band and around the world.Building blocks of an effective gender strategyOur research is uniquely focused on linking broad HR policies and practices to actual workforce results.Outcomes: What do talent flows look like today?Survey findings: Summary of core themesGetting to Solutions: Our Research – Implications for employersSodexoSodexo’s realitySlide Number 12Sodexo gender journey since 2007 �understanding the issueEngement from top leadersA WORD OF BACKGROUNDObjectivesCLEAR OBJECTIVE THE ROLE OF SWIFtSWIFt operating modeStructure of swiftSWIFt operating modeKEY FOCUS AREASRespecting the mosaic �TWO LEVELS OF ACTIONSSodexo CEO walking his talk…MEASURABLE IMPACT 2009-2014Our Investment in D&I is an Investment �in the Growth of our People and our BusinessSlide Number 27Slide Number 28Slide Number 29Slide Number 30CAREER FRAMEWORKSDISCUSSIONSlide Number 33EMPLOYER Perspective: The nature of the talent debate is changingChallenges for career managementDISCUSSIONWHAT IS A CAREER FRAMEWORK?Career path design�Structure of a career frameworkDesign of a career framework�Key questions What is the primary goal in using a career framework at your organisation?What talent programs are driven by your career framework? What does your career framework deliver in terms of business results?What are your biggest challenges in implementing a career framework?do you think your investment in a career framework has paid off in terms of return on investment?DISCUSSION�Building and implementing a successful career frameworkDISCUSSIONSlide Number 49

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MERCER’S GLOBAL GENDER DIVERSITY RESEARCH...growth potential of countries around the world is the fundamental participation and engagement of women in their workforce Eliminating