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Round I REVITALIZING Structure/Organiza;on Track B: ERG Program Managers:

CASE STUDIES: Strategic

Leadership Development Planning

FACILITATOR: Pamela Palanque-‐North / Palanque Associates PRESENTERS: Michael Murphy & Betsy Silva / Boehringer Ingelheim Kevin Price / Ingersoll Rand Prabhu Sivakumar / ESPN


Michael Murphy Associate Director,

Learning Leadership

Round I Track B: CASE STUDIES: Strategic Leadership Development Planning

Betsy Silva Director of Diversity, Inclusion & Engagement

Boehringer Ingelheim

BI’s BRG Leadership Development Lab

NALC June 17 &18, 2015

Betsy Silva and Michael Murphy

Copyright © 2015 Boehringer Ingelheim Pharmaceu;cals, Inc. All Rights Reserved.

•  Why a leadership curricula specifically for BRG leaders? •  What need is this fulfilling?

•  What does BI gain from this initiative? •  Company, BRGs, Individuals

•  How is the lab designed and measured? •  Alignment to BI’s Priorities and Strategic

Competencies •  Fit with Leadership Model •  3 Component Structure •  Program Measures

•  When is content delivered? •  Program Timeline

•  Who is participating ? •  Nomination Process

BRG Leadership Development Lab: Why, What, How, When, Who

Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.

Why a BRG Leadership Lab…What does BI gain?

The BRG LDI provides Business Resource Group leaders with a customized professional learning track (offering) that fosters and develops those specific skills and attributes that result in successful leadership of Business Resource Groups.

•  Position BI for

industry recognition as best in class company

•  Promote and strengthen engagement, recruitment and retention

•  Support the success of professional trade organizations, and patient advocacy groups

•  Provide BRG leaders with the resources, skills, competencies, and strategies to successfully carry out their role

•  Incent and motivate individuals to lead the organizations BRG’s

•  Position “ informal” leaders for future formal leadership opportunities

BI BRG Individual


Optimize resources to

set and achieve organizational

goals.

Push the organization to

encourage, accept and reward risk-taking and innovative

solutions for the business.

Develop the necessary talent to achieve

business goals and objectives.

Effectively span boundaries and

navigate organizational complexities to

catalyze change and

equip others to enact change.

Communicate a

vision to positively impact the business.

Lead People

Set Direction

Lead Innovation

Deliver Results

Lead & Manage Change

How LDI aligns to BI’s Strategic Leadership Competencies


Where does the program fit within BI’s Leader Development Framework

New/ Aspiring

Experienced

On Going

Foundational Level

“Bachelor”

Expert Level

“Master”

+ Hi-Po Program

1

2

3

BRG: Leader Development

Initiative (Nomination Only)

Managing@BI Core

M@BI Elective Topics

Management Professional Series

Core Harvard Manage

Mentor

Hot Topics In Leadership

MPS Elective Topics ACCELERATION (Nomination Only)

Continuing Ed

High Po

4


How is the program designed? BRG Leadership Modular Framework

I. Become Self-Aware

•  Focus: Personnel Inventory & Leadership Style

•  Proposed Tools: •  Strength Finders •  MBTI •  Change Style Indicator •  Emotional Intelligence •  D&I Self Awareness

•  Delivered by: Internal Resources

II Lead Others & Self Courseware

•  Focus: Build Skills and Competence in Branding, Communication, Influence, Negotiation, Delegation, Team Building

•  Proposed Tools: MindTools, Corporate Executive Board, Center Talent Innovation, HBA, DiversityInc, VisionSpring Learning Loop, Ted Talks, Mentoring@BI, Managing @BI, virtual webinars

•  Delivered by: Uses and leverages existing programs and memberships

III. Coach for Results

•  Focus: Support On-Going Skill Attainment

•  Proposed Tools: 1:1 and Group Coaching

•  Delivered by: Internal Resources, ODIE and Alumni BRG Chairs

Develop Awareness Build Skills Support Success


At a Glance BRG Leadership Development Pilot 2015 Key Dates

Feb

4 – Announce program and timeline to BRG & FSDIAC 10 - Open program for BRG Leadership to nominate one representative from their group

End Start

Mar

2 – Close Nominations 5- LD & ODIE Agree on Participants 13 - ODIE to send Welcome Packet (email) to Cohort 20 – Cohort Program Informational Session 31 – Participants to complete self-assessments

Apr

10 & 28 - Interactive Virtual Workshops to Debrief Self-Assessment and Inform Individual Development Plan 30 – Complete Preliminary Development Plan

Phase I – Becoming Self Aware

May

15 – Finalize Individualized Development Plan 20 - Live Instructor led Webinar

June

1-30 Self paced Learning

July

1-31 Self paced Learning & meet with program coach 23 – Live Instructor Led Webinar

Phase II – Lead Others & Self

Aug

1-30 Self paced Learning 18 & 19 – Interactive Group Coaching Session

Sept

1-30 Self paced Learning 1-14 Participant meets w immediate supervisor 15 – Cohort Celebrates the Journey 30 – LD & ODIE agree on path forward Phase III - Coach

for Results Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.

How is the program measured? Proposed Semi-Annual and Annual Metrics

Program Cost

•  Enrollment •  Completions

Business Impacts Program Stats

Turnover Time to fill, i.e. BRG Leadership Roles

•  Effectiveness, Evidence of Global Leadership Competencies (participant and immediate supervisor feedback

•  BRG leaders awareness of leadership styles, and their own self development

•  Development Plan – Volume & Quality

•  BRG Leadership Pool •  BRG Membership •  Engagement •  Career Movement

•  Participant Satisfaction


Participant Nomination Process

Participant

BRG Nomination

Manager Approval

Development Plan

Alignment

2015 Cohort of 11 Participants Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.

Content Answered: 8 Skipped: 0


Overall Answered: 8 Skipped: 0

•  Feel grateful for the opportunity to be exposed to this information.

•  Although I feel the pace accommodated individuals' workday, I would have liked more time to further analyze and digest the meaning of the MBTI and Country Navigator results



Kevin Price Manager, Global Diversity

& Inclusion Ingersoll Rand



Implemen/ng Business Alignment & Structure for ERGs

Kevin E Price Manager; Global Diversity & Inclusion

Ingersoll-‐Rand; Davidson NC


Ingersoll-‐Rand

n  Diversified Manufacturing n  Family of Brands

n  Trane

n  Thermo King

n  Club Car

n  Ingersoll Rand

n  41,000+ employees

n  D&I Journey of 4 years


Employee Resource Groups

n  First ERG Launched in 2011 n  7 Current ERGS

n  Asian Employee Resource Group n  Black Employee Network n  Group of La;nos n  NewNet* n  PRIDE n  Veterans Employee Resource Group n  Women’s Employee Network* * Indicates Global ERG


Business Case

n  Background n  Non-‐Standard Steering Commiaees n  Isolated n  Not Aligned n  Some viewed as Social groups n  Members were seeking more

n  Opportunity n  Standardize, Align & Perform


Current State

n  Standardize n  Steering Commiaees n  Established Rota;on Cadence for Leadership Roles n  Annual Ac;on Plan Objec;ves

n  Align n  Cross Collabora;on n  Business Objec;ves n  Quarterly Business Reviews-‐QBR n  Annual ERG Summit

n  Perform n  Meaningful Events n  Professional Development n  More eventual autonomy


Example: ERG Budget Tracker


Results

n  Feedback from Groups n  Posi;ve n  Empowering & Welcomed

n  Feedback from Execu;ve Sponsors n  Professional & Business Like

n  Con;nuous Improvement Culture n  Ways to improve n  Eventually graduate to BRGs


Take Aways & Sugges/ons

n  Structure & Alignment reflec;ve of the

business.

n  Get the pulse of the members.

n  Standard work is good.

n  Remember this is great development

for you too!


Contact Informa/on

n  Kevin E Price n  [email protected]


Jackson L. Davis Director Diversity,

Inclusion & Wellness ESPN



Prabhu Sivakumar Director Global AD Sales Strategy &

Product Management ABLE-‐-‐Asian Business Leaders of ESPN

ESPN



Where were we? •  Very good at organizing events •  Very good in spreading Asian Cultural

awareness amongst employees


What was missing?

•  Member engagement outside cultural events

•  Member development •  Are we adding business value?


What did we do?

•  Business Plan for ERG-‐ Three parts •  Workforce Objec;ves •  Workplace Objec;ves •  Marketplace Objec;ves


Add business value through ERG

•  Panel discussions – Jeremy Lin, Cricket World Cup

•  Spread Asian sports awareness •  Demo games •  Show and Tell

•  Help create Asian sports content


Improving Member Engagement

n  Invite Asian on-‐air talent in membership mee;ngs n  Hear their stories and how they overcome roadblocks


Improving Member Development

n  Leadership training programs n  ASCEND n  Breaking the Bamboo Ceiling

n  Invite senior leadership to discuss the training programs with members.


Results

n  ERG membership at all ;me high(#20%)

n  Increase in membership engagement n  Company recognizing business value of ERG

Documents

#NALCNY - Diversity Best Practices · skills, competencies, and strategies to ... Core Harvard Manage Mentor Hot Topics In Leadership ... Ingersoll&Rand&&!