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SPEAKERS:
Randall Lane, Senior Leader, Global Inclusion & Diversity - CISCO Systems, Inc.
Mark McLane, Director of Diversity - Booz Allen Hamilton
Laraine Kaminsky, Global Diversity Strategist - GlobalLK
If any of you are experiencing difficulties in uploading the presentation –
pls got to our website www.diversitybestpractices.com
Carol EvansCEO, Diversity Best PracticesCarol Evans is CEO of Diversity Best Practices, and President of Working Mother Media, a division of Swedish publishing giant Bonnier Corporation. Working Mother Media includes the 30-year-old Working Mother magazine, The National Association for Female Executives, WorkLife Congress and Multicultural Women's initiative, as well as Diversity Best Practices.
Carol has launched important national initiatives including Best Companies for Multicultural Women, Best Law Firms for Women, Global Advancement of Women Conferences and the Network and Affinity Leadership Congress. Her efforts have taken DBP around the globe from Sao Paulo, Brazil to Johannesburg, South Africa, Bangalore, India and next year our Global members will meet in China!
Eid'ul-Adha (Muslim) – Nov. 27
Saint Nicholas Day (Christian) – Dec. 6
Fiesta of Our Lady of Guadalupe (Mexican) -- December 12
St. Lucia Day (Swedish) -- December 13 Hanukkah (Jewish) -- Begins at sundown on Dec. 11 ends Dec. 19
Christmas Day(Christian) -- Dec 25
Boxing Day (Australian, Canadian, English, Irish) – Dec. 26
Kwanzaa (African American) – Dec. 26 to Jan. 1
Omisoka (Japanese) – Dec. 31
If any of you are experiencing difficulties in uploading the presentation – pls got to our website www.diversitybestpractices.com
SAVE THE DATE February 9, 2009Global CEO Roundtable – New York, NYsponsored by: Sodexo and ADECCO
Global Symposium – New York, NY sponsored by: New York Times
Contact Sigrid Senamaud at 202-463-3768 or [email protected] for more information
Laraine KaminskyGlobal Diversity Strategist, GlobalLK
Laraine has lived on three continents and worked in over 70 countries. As a new immigrant in Canada, Laraine worked for many years as an adult educator. In 1989, she launched her own consulting firm as a venue for organizations to develop the linguistic and cultural competencies of their diverse workforces so that they might excel in an increasingly global economy.
She is an energetic and engaging speaker and a recognized leader in the fields of global diversity, cross-cultural awareness, language training, mentoring and consulting. Laraine focuses on diversity, cultural, religious, gender and generational issues and how they impact on organizational effectiveness and inclusiveness. She works with leadership teams to help them and their organizations adapt to the realities of diversity in the ever-changing world of work. She has authored many articles relating to diversity and cross-cultural communication in publications.
LARAINE KAMINSKY
GLOBAL DIVERSITY STRATEGIST AND
SPEAKER GlobalLK.com
Merhaba
Khush amdeed
Vítejte
Bienvenue
Willkommen
Swaagatam Fáilte
Benvenuto
Irashaimasu
Tonga soa
Huan yin
Sushri akal
Mabuhay
Chào mung
LARAINE KAMINSKY
GLOBAL DIVERSITY STRATEGIST AND
SPEAKER GlobalLK.com
Who is Coming to Work?
(Source: Lee, Gardenswartz, and Rowe, 1994. Internal Dimensions and External Dimensions are adapted from Marilyn Loden and Judy Rosener, Workforce America!, 1991; hrsa.gov)
Official Language
s
Political System
Economic System
Demographics
Business Etiquette
Legislation
Technology
Countries of Operation
Global Dimensions
Your Business
Gender
Generations
History
LARAINE KAMINSKY
GLOBAL DIVERSITY STRATEGIST AND
SPEAKER GlobalLK.com
Diversity is the mix. Inclusion is about making
the mix work.- Andrés T. Tapia
LARAINE KAMINSKY
GLOBAL DIVERSITY STRATEGIST AND
SPEAKER GlobalLK.com
In taking a diversity program global, the mix needs to be reassessed as
each geography will be different and different again from a global
perspective.
LARAINE KAMINSKY
GLOBAL DIVERSITY STRATEGIST AND
SPEAKER GlobalLK.com
Dimensions of National CultureIndividual
Task
Direct
Equality
Future
Universal
Verbal
InformalCollectivist
Relationship
Indirect
Hierarchy
Past
Situational
Nonverbal
Formal
Gundling, Ernest. Working GlobeSmart. Palo Alto: Davies-Black Publishing, 2003.
LARAINE KAMINSKY
GLOBAL DIVERSITY STRATEGIST AND
SPEAKER GlobalLK.com
LARAINE KAMINSKY
GLOBAL DIVERSITY STRATEGIST AND
SPEAKER GlobalLK.com
Be Inclusive for Success: Consider the Calendar
LARAINE KAMINSKY
GLOBAL DIVERSITY STRATEGIST AND
SPEAKER GlobalLK.com
Do more than look at the puzzle of diversity. Learn the art of putting the puzzle together, piece by piece, until it fits
snugly. If any pieces get misplaced, successful organizations know how to recreate the picture.
LARAINE KAMINSKY
GLOBAL DIVERSITY STRATEGIST AND
SPEAKER GlobalLK.com
Respect
The Golden RuleTreat others as we would
want to be treated.
The Platinum RuleTreat others as they would
want to be treated.
Randall LaneSenior Global Inclusion & Diversity Leader, CISCO Systems, Inc.
Strategies for a Successful Global Inclusion & Diversity PlanRandall Lane, is a former Naval Officer and seasoned, well traveled, multi-lingual, global executive with a broad business background. His expertise spans Strategic Planning, Marketing, Finance, Supplier Diversity, Operations, Public Relations, Communications, and Human Resources. Generally recognized as a Global Inclusion & Diversity Thought Leader, Randall’s industry experience includes assignments in Financial Services, Telecommunications, Gaming, Media & Entertainment, Consulting, and High Tech with such companies as Citicorp, NYNEX, Bell Atlantic (Now Verizon), The Mashantucket-Pequot Tribal Nation, Time Warner Inc, AMEX, Weyerhaeuser, and now Cisco. His current role encompasses developing and driving a number of Cisco’s key strategic Global I&D initiatives, including Diversity Recruitment Strategies, Strategic Global Diversity-related External Relationships, Internal and External Diversity Communications, and Inclusive Advocacy Programs designed to advance high potential
diverse leaders globally.
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 16
Global Inclusion & Diversity Maturity Model
Cisco GID Maturity Model answers the questions: –What does an end-state maturity for Global I&D (GID) look like?
–What are the stages of development for GID to achieve this Vision?
Cisco GID Maturity Road-Map answers the questions:–What approach will we select to achieve the stages of maturity?
–What are the milestones?
–Where are we and where are we going?
–How long will it take?
The Basis for Business Planning Along the dimensions of change
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 17
Alignment Alignment DrivingDrivingResultsResults
Promoting Promoting AdoptionAdoption
FocusFocus
One I & D message strengthen the Cisco brand
Common message shared passion adoption
Drive shared priorities to fulfill functional, global and employee resource group needs
Central portfolio to achieve Global I&D Council priorities
Harness energies to accomplish shared goals, supporting smaller geographic groups
Leverage piloted initiatives, relationships, ideas, speakers, best practices, case studies
Efficiency & Efficiency & ProductivityProductivity
Optimize budgets, headcount, outside resources
Accelerate results via common framework, operations, practices, and tools ensuring global perspective
•Full time equivalents•Outside services•Budget
•Competing agendas•Duplicate effort•Spokesperson fatigue
•Multiple visions, strategies and execution (VSE) plans
•Duplicate programs
•No common taxonomy•Inconsistent messaging•Internal and external marketplace confusion
Former State Current State
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 18
Introducing the Global I&D Maturity Model
Beginning Maturity State:
• Functions’ creativity and energy abound
• Focus primarily on internal wins
• X-functional efficiencies through individual relationships only, little sharing across geographies
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 19
Introducing the Global I&D Maturity Model
Transitional States:
• Greater coordination
• Increasing efficiency
• Centralization emerging and developing
• Greater success at global level and within functions
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 20
Introducing the Global I&D Maturity Model
Current State:
• One VSE
• Tight alignment
• Great efficiency
• World-class performance
•Ability to support on strategy and localize execution
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 21
Q1 ’06 Q1 ’08 Q3 ’08 Q1 ’09 Q1 ‘10
4
3
2
1
Ma
turit
y L
eve
l
Level 1: Past State“Loose Collective”
Level 3: Transition State “Coalition”
Level 4: End State – “Full Alignment”
Level 2: Present State “Community of Practice”
Today
Global I&D Council
Introducing the Global I&D Maturity Model
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 22
Inclusion and diversity central to the Cisco 3.0 culture
Career development and advancement based on merit
Opportunity to collaborate with the fullest spectrum of “the human network”
VISIONVISION
STRATEGYSTRATEGY
EXECUTIONEXECUTION
I&D integrated into business process and operations
I&D accountability is systemic at every level of the organization
Our pervasive culture of inclusion is a key driver in attracting, engaging and retaining top talent
Cisco’s executive team consistently and broadly spread the I&D vision
Cisco’s brand is enhanced by building our reputation as an I & D leader
•Increase diverse candidates in internal and external hiring process•Use technology to further flexibility in how we work and improve collaboration•Implement inclusion recognition program•Provide targeted development programs•Implement executive scorecard•Roll out training programs to build culture of inclusion• Drive business development through diversity work•Enhance Cisco’s I&D Reputation
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 23
Organizing For Success:Governance & Operating Model
Operating Committee
I&D Advisory GroupI&D Business Functions/Geo
Leads and Executive Sponsors,
Supplier Diversity, Corp Affairs
Talent HR Centers of Excellence
Human Resources Leadership
Team
Global I&D CoalitionAccountable for operationalizing the I&D
strategy by working collaboratively with cross-functional teams
Global I&D CouncilResponsible for direction setting, and providing
guidance for I&D strategy
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 24
•Voice of the I&D coalition
•Informs council direction based on metrics and best
practices
•Raises issues to the Operating Council &
CEO
•Provides direction based on company
priorities
•Represent the voice of their ERG as well as their functional and geographic area
•2 representatives per ERG•Vice President or Senior Vice President
•Global representation
I&D Council Structure
Council Leader
DiversityLeader
Executive Sponsors of Employee Resource Groups (ERG)
SVP, HRChief
Diversity Officer
ERG
ERG
ERG
ERG
ERG
ERG
ERG
ERG
© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 25
Coalition Structure
Global Inclusion & Diversity Team
Functional & Geographic Leadership
Mark McLaneDirector of Diversity, Booz Allen HamiltonDiversity and Inclusion…enabling the Firm to be Ready for What’s Next
Mark McLane is the Director of Diversity and Inclusion for Booz Allen Hamilton. He is currently working to develop and implement a firm wide diversity strategy and initiatives that will effectively utilize the inherent differences within Booz Allen’s current and future workforce. These initiatives will thereby align with the organization’s vision of assuring continued leadership in an increasingly competitive and global market.
As an integral human resources team member Mr. McLane has responsibility for ensuring that the firm’s diversity strategy is an integral component of the over arching People Strategy Initiative by ensuring diversity and inclusion goals are integrated across all people programs. He examines and reports cultural norms within the organization that might pose as barriers to the advancement of women and minorities and develops educational programs and curriculum for leaders and employees that facilitates understanding, behavioral expectations, company philosophy and diversity strategy.
27
Continuing to invest in diversity is a strategic choice that will deliver a competitive advantage in the “Global War for Talent” — thereby making the business case not only for Booz Allen, but also our clients
The workforce is shrinking: by 2012, the US will have 160MM jobs but only 154MM workers1
Women’s representation continues to increase: women comprise 50% of the US workforce2 and are poised to outnumber men3
Hispanic population is expected to triple from 46.7 million to 132.8 million during 2008 – 2050, representing 33% of the US population4
Gen Y is the most ethnically diverse population, with 1 out of 3 being non Caucasian and are roughly 3 times the size of the Gen X population5
55% of advanced degrees globally are granted to women6
Sources: 1 “How to Beat the Coming Shortage of Skills and Talent” (Ken Dychtwald, Robert Morison, and Tamara Erickson, Workforce Crisis: Boston – Harvard Business School Press, 2006). .2 Bureau of Labor Statistics. 3New York Times, February 5, 2009.. 4US Census. 5 NAS 2006 Creating Demand, Delivering Talent. 6 Catalyst “Linking Performance & Gender Balance on the Board"
Like all businesses driven by knowledge, skill and innovation, our people are our greatest
asset and key to delivering superior client results that endure
28
Integrated Future State
Wom
en
Wou
nded
War
rior
Disability
Multigenerational
Multigenerational
GLBT Military
Multicultural
An agenda based strategy provides a roadmap that will enable the transition from local and non-integrated diversity initiatives to a more focused and systematic approach that aligns to our collective goals
Roles & ResponsibilitiesRoles & Responsibilities
Current State
Women
Multicultural
Multigenerational
Military
DisabilityWounded Warrior
GLBT
Roles & Responsibilities
Agenda Driven Diversity and Inclusion Strategy
Embed In The
Business
Embed In The
Business
ENGAGE & ENABLEENGAGE & ENABLE
RECR
UIT
RECR
UIT DEVELOP
DEVELOP
BDI
WLC
WDC
29
At the core, Diversity and Inclusion is integral to ‘Superior Talent – Cultivating Excellence’ and as such, is being embedded throughout the corresponding People Strategy initiatives…
Superior TalentCultivating Excellence
Superior TalentCultivating Excellence
People Strategy
Superior
DIVERSE Talent
CultivatingExcellence
Financial SuccessGrowing Enterprise Value
Financial SuccessGrowing Enterprise Value
CorporateResponsibilityMaking a Difference
CorporateResponsibilityMaking a Difference
Legacy Building Our Institution
Legacy Building Our Institution
Business Strategy
Client ServiceEnduring Relationships / Enduring Results
Client ServiceEnduring Relationships / Enduring Results
RecruitRecruit
Diversity and Inclusion Strategy
Agenda Driven
Agenda Driven
Women Multicultural Multigeneration
al Military Disability Wounded
Warrior GLBT
DevelopDevelop
Engage & Enable Engage & Enable
Agenda based gold standard portfolio targeted development approach to address the needs of all constituency groups
Build an employer of choice brand that is reflective of our employees desire to be their Absolute Best
Targeted sourcing approach that will incorporate external relationships that fully leverage the diversity across all talent market segments
30
… while also being integrated with the firm’s full business strategy in order to drive impact for our people and our business
The strategy aligns with the five components of Booz Allen’s business strategyThe strategy aligns with the five components of Booz Allen’s business strategy
FINANCIAL SUCCESSIncrease revenue and profitability through professional excellence;
develop people to ensure success
FINANCIAL SUCCESSIncrease revenue and profitability through professional excellence;
develop people to ensure success
22 CORPORATE RESPONSIBILITY
Harness our people’s energy and experience to better the lives of
others and enrich our communities
CORPORATE RESPONSIBILITY
Harness our people’s energy and experience to better the lives of
others and enrich our communities
44
Enriching & Enhancing Our Firm and Our Communities
Our employee population will be reflective of the communities in which we work and live,
bringing diverse perspectives, innovation and affinity to community outreach opportunities.
44CORPORATE
REPSONSIBILITY
CLIENT SERVICEHold client service as our highest
calling and an institutional imperative
CLIENT SERVICEHold client service as our highest
calling and an institutional imperative
11
Reflect Diversity of Our Clients
Reflect Diversity of Our Clients
Offer Broad Range of
Perspectives
Offer Broad Range of
Perspectives
Clients Access Diverse
Top Talent
Clients Access Diverse
Top Talent
CLIENT SERVICE11
Diverse Talent Delivers Excellent Client Service
SUPERIOR TALENTRecruit, develop and retain a diverse staff with a passion for client service, teamwork and the drive to be leaders
SUPERIOR TALENTRecruit, develop and retain a diverse staff with a passion for client service, teamwork and the drive to be leaders
33
33
FINANCIAL SUCCESSThe Business Case for Investing in Women
22
Demand for Workers will
Exceed Supply by
2013
Demand for Workers will
Exceed Supply by
2013
Gen Y the most
Ethnically Diverse
Population
Gen Y the most
Ethnically Diverse
Population
Women Earn 57% of all
Bachelor’s & Master’s Degrees
Women Earn 57% of all
Bachelor’s & Master’s Degrees
Sr. Women Leaders
Correlate with 73% more Return on
sales
Sr. Women Leaders
Correlate with 73% more Return on
sales
LEGACYEnrich a brand that embodies our
differentiation (e.g., Core Values) and strengthen firm for future generations
LEGACYEnrich a brand that embodies our
differentiation (e.g., Core Values) and strengthen firm for future generations
55
Realize Firm’s Vision for Diversity Realize Firm’s Vision for Diversity
DifferentiationDifferentiation
Strength for the FutureStrength for the Future
LEGACY55
Fully Realize Core Value of DiversityFully Realize Core Value of Diversity
Develop Diverse Leadership Pipeline with Broad Perspectives
Develop Diverse Leadership Pipeline with Broad Perspectives
31
Global generational diversity is redefining our approach to understanding and defining a rewards remix that will resonate across all aspects of diversity
The Landscape
United States
– 78 million Boomers
– 46 million Xers
– 70 million Ys
European Union
– 184 million Boomers
– 100 million Xers
– 84 million Ys
Asia
– 714 million Boomers
– 861 million Xers
– 979 million Ys
Commonalities
Odyssey
– 47% of Ys/34% of Boomers want sabbatical leave
From Me to We
– 10/month ave, African American Ys more likely than Caucasian
Work-Life Integration
– 85+% Ys/Boomers want flex work
Recognition Resonates
High Impact “Cool” Teams
Rewards Remix
Going Global – Ys
Rewards remix resonates across cultures: high quality teams, flexible work arrangements, recognition, access to new experiences are more important than money in the US, UK and China
Altruism – “give back” rated 93% in China and 85% in the US
Intergenerational support – 41% of US Ys receive family financial support, 70% of Ys in China provide family financial support
Data source: 2009 The Bookend Generations, Center for Work-Life PolicyNew York, NY.
SAVE THE DATE February 9, 2009Global CEO Roundtable – New York, NYsponsored by: Sodexo and ADECCO
Global Symposium – New York, NY sponsored by: New York Times
Contact Sigrid Senamaud at 202-463-3768 or [email protected] for more information