diversity best practices · hris/talent management: identify performance ratings by race. are there...

Diversity Best PracticesDeveloping the Next Generation of Women Leaders

UnderstandingthetalentpipelineAtthecompaniesthatparticipatedintheDiversityBestPractices2017InclusionIndex,womenandpeopleofcolorarewell-representedamongnon-managersandmanagers.However,theydon’tmaintaintheirnumbersathigherlevels— theyenterthetalentpipeline,buttheyarenotbeingmovedthroughtoseniormanagementandcorporateexecutiveleveljobs.

AmongthecompaniesparticipatingintheInclusionIndex,womenofallracesaremorelikelytohavealargerpresenceamongthetop20percentofearnersthantheydoamongcorporateexecutives.Thisbegsthequestion,arecompaniesmorefocusedonpayingwomenfairlythanhelpingthemadvance?

Increasingopportunitiesforwomentoadvancetoleadershiprolesintheorganizationbeginswithunderstandingtheinternalpipelineandidentifyingbarriersandobstaclestoadvancement,andestablishingmeasurablegoalsforbuildingequity.

Source:DBP2017InclusionIndex 2

Participationofwomenindevelopmentprogramslacking

AlthoughwomencomprisenearlyhalfoftheUSworkforce,theDiversityBestPractices2017InclusionIndexfoundtheirparticipationinleadershipdevelopmentprogramsincludingmentoring,sponsorships,professionaldevelopment,careercounseling,andsuccessionplanningissorelylacking.Whenitcomestoadvancementprograms,whiteandAsianwomenaremorelikelytoparticipatethanblackwomenandLatinas—withtheexceptionofcareercounseling.

EvenamongInclusionIndexcompanies,goal-settingisnotenoughofapriority.Only30percentsetabsolutenumericgoalsfordiversityrepresentation,andjust42percentsetpercentagechangegoalsfordiversityrepresentation.

InotherDiversityBestPracticeresearch,althoughmorethan90percentofcompaniesreportedsometypeofgender-diversity,onlyoneinfourwomensaytheyhavepersonallybenefitedfromtheseprograms.

Source:DBP2017InclusionIndex 3

What’sholdingwomenback?ArecentGallup studyfoundthat45percentofwomenexpressinterestinbecomingaCEOorholdinganotherpositioninseniormanagementorleadership.Ofthatgroup,69percentadmitbeingverydeterminedtoachievetheirgoal.However,inaKPMGWomen’sLeadershipStudy,92percentofrespondentssaidtheydonotfeelconfidentaskingforsponsors,79percentlackconfidenceseekingmentors,76percentaskingforaccesstoseniorleadership,73percentpursuingajobopportunitybeyondtheirexperience,69percentaskingforacareerpathplan,and56percentrequestinganewroleorposition.Inaddition,whiletwo-thirdsofrespondentssaidtheyhavelearnedthemostimportantlessonsaboutleadershipfromotherwomen,and82percentofworkingwomeninthestudybelieveaccessto,andnetworkingwith,femaleleaderswillhelpthemadvanceintheircareer,adiscrepancywasfoundbetweentheimportanceofengagingotherwomenandtherealitiesofwhoisdoingit. Whilesevenin10workingwomenfeelapersonalobligationtohelpmorewomenadvanceintheworkplace,onlyone-thirdofworkingwomenhavelearnedtoleverageandsupportotherfemaleemployees.TheLeadershipStudyidentifiedconfidencebuildingandleadershiptraining,alongwiththeabilitytonetworkwithwomenleaders,askeyelementstoexpandingwomen’sleadership.Whenaskedwhattraininganddevelopmentskillswereneededtomovemorewomenintoleadershiproles,57percentofstudyrespondentscitedleadershiptraining,56percentconfidencebuilding,48percentdecision-making,47percentnetworking,and46percentcriticalthinking.

Source:KMPGWomen’sLeadershipStudy 4

Strategy:Conductatalentassessment

ü Whatcolor/genderisthecompany’spipelineandwhy?

ü Whatpercentageofwomenanddiverseemployeesareneededinthepipelinetocreateadifferenceoverthenextthreetofiveyears?

ü Aretheresuccessionplanstargetedtowomenanddiverseemployees?

ü Howwillthecompanydeterminesuccessofthoseplans?Whatmetricsandmeasuresareneeded?

ü Howoftendoesthecompanyreviewandidentifywomenalreadyintheinternalpipeline?

ü Whatemployeesaregettingvisibility,newjobexperiences,andstretchassignments?Whohasaccesstoopportunitiesformentorshipandsponsorship?

ü Areindividualizedemployeedevelopmentplansinplacetoputfemaleemployeesonthepathtoadvancement?Howarethoseplansmeasuredintermsofprogress,timeliness,mobilityandadvancement?

ü Doestheorganizationknowwhatrolesintheorganizationyieldthehighestpromotablesuccessors?Whatisthevelocityofmovement(promotionrate)ofemployeesinvolvedinthesponsorshipprogram?

ü Howdoesitcomparetosimilaremployeeswhoarenotintheprogram?ü Doesthecompanyrequirethatexternalslatesforhiringandinternalslatesforpromotionarediverse?

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Managebiasinthetalentlife-cycle• Review the full talent acquisition and career advancement life-cycle for bias, including job posts, interview guides, job

requirements, promotion opportunities, and criteria weighing evaluations.

• Implement a blind applicant review system. For external hires, redact names and institutions in first round of CV reviews.

• Ensure a diverse mix of interviewers, including, gender, diversity, generational, cross-department/specialty, and under-represented groups. Establish measurable goals for diverse interview and promotion slates.

• Don’t accept “not a good fit” as a given. Require specific information that support this concern, and respectfully call out biases.

• Hold people accountable to the process, not the numbers. This helps ensure top quality hires as well as accomplishment of diversity goals.

• Conduct anonymous surveys. Leverage recent hires and those who declined offers to help identify hidden biases and recruitment shortfalls.

• Engagemanagersatalllevelsinrecruitmentandhiring,aswellasidentifyinganddevelopinghigh-potentialemployees– andrecognizeandrewardthemfortheirefforts.

Source:Language&Culture Worldwide 6

Considerationsforratingpractices…

Ratings:Whatfactordorace,genderandageofraterandrateeplay?Isthereproofbehindeachrating?Foreachassessmentcategory?Isitequitable?

RateofDismissal: Aredismissalratesequal?Isthereadifferencebasedonraceand/orgenderofmanager?Whatsupporthasbeenprovidedandisittherightsupport?(e.g.providingastretchassignmentwithoutongoingsupportwhileinassignmentcanbeabigdisadvantagetoPOC,womenwhooftendon’thavenaturalnetworksofsupport)

SuccessionPlanningRates:Howmanymales/female/WOC/MOC?Howdothecommentsanddevelopmentplanscompare?HowareP&Ljobsequitablyassigned?WereP&Lcoachesassigned?

HRIS/TalentManagement:Identifyperformanceratingsbyrace.Aretherecommonpatterns,themesortrends?

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IncludewomeninsuccessionplanningAlthoughanimpressive94percentofcompaniesparticipatingintheDiversityBestPractices2017InclusionIndexreportedtheyhaveaformalsuccessionplanningprocess,only55percentrequireadiversesuccessionplanningslateandjust52percentauditsuccessionplanningprocessesforbias.Thedisconnectistelling:lessthansevenpercentofemployeeswhowerepartofthepipelinepoolofemployeesincludedinsuccessionplanningwerewomen.Only33percentofemployeesinthesuccessionpipelineareminorities.Successionplanningisatransitionalprocess.Businessleadersneedtoassesstheirorganization’sdemographicsandageprofile,identifywhenemployeesinmissioncriticalpositionswillretire,understandwhatknowledgeandskillswillbelost,anddevelopaplantoadvanceandonboardthenextgenerationofdiversetalent.

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BestpracticesforSuccessionPlanning

ü Commitfromthetop.C-Suiteexecutivesneedtodemonstratetheirsupportbysponsoringandmentoringhighpotentialwomenandemployeesfromotherunder-representedgroups.

ü Setgoals.Toachievediversity,evenatthehighestlevels,theremustbereasonablebutaggressivegoalsonchangingthedemographics,e.g.atleast30percentofsuccessionslatesarediverse.

ü Dedicaterolesandresponsibilities.Holdsomeoneresponsibleforachievingsuccessionplanninggoals.ü Establishclearcriteriaforadvancement.Defineandcommunicatethecriteria,processandexpectationsforupward

mobility.Reviewthemwithcandidates.ü Continuallyreviewandchallengeassumptionsofwhataleadershouldlooklikeandwhatskillsandcompetencies

areneeded.ü Creatediversetalentdevelopmentplans.Monitorandmeasureprogress,outcomes,andthetimeittakesto

executeplanstoensureparity.ü Createrolesthatwillprovidenecessaryon-the-jobexperiencetocandidatesreadyforthenextmove.ü Ensurestretchassignmentsareproperlysupported,forexample,accesstoinformalandformalmentorshipand

coaching.

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Strategy:DeveloptheinternalpipelineLeveragingexistingHRinformationanddataanalyticscangenerateimportantinsightsabouttheworkforceandhelpidentifyhigh-potentialwomenandemployeesofcolorasleadershipcandidates.Developingtheinternalpipelineisnotsolelyaboutthetalentprocess.Workplaceprogramsandeffortssuchaswork-lifeintegrationandpayequityarealsoimportantfactorstoconsiderinstrategiestodevelopthepipelineoftalentintheindustry.Considerthatworkplaceflexibilityandfairpayaretwofrequentlycitedreasonsemployeesjoinandstaywithacompany.Opportunitiesforindividualcoaching,affinity-basedleadershipdevelopment,executivesponsorship,andmentoringarealsoessentialcomponentsoftheleadershipdevelopmentcontinuum- particularlyforwomenanddiverseemployeeswhomaylackaccesstotrainingandadvancementoptions.Stretchassignmentsarealsoeffectiveinterventionstodevelopnewskillsandperspectives,andincludingdiversehigh-potentialemployeesinnetworkingeventswithcompanyandindustryleadersisanotherstrategytobuildcompetenciesandforgenewrelationships.

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Strategy:Executivesponsorship

Ø Sponsorshipisfocusedonadvancementandpredicatedonpower.

Ø ArecentHarvardBusinessReviewarticledescribessponsorshipasactivesupportbysomeoneappropriatelyplacedintheorganizationwhohassignificantinfluenceondecision-makingprocessesorstructuresandwhoisadvocatingfor,protecting,andfightingforthecareeradvancementofanindividual.

Ø Atitscore,sponsorshipisabouttrust.Thesponsormusttrustthattheprotégéwilldoagoodjobandmakethemostoftheopportunitiesopeneduptothem.Likewise,aprotégémusttrustthatsponsorshavehisorherbestinterestsandcareergoalsinmindwhensuggestingparticularopportunities.

Ø Sponsorsareabletoidentifyweakspotsinjobperformanceandhelpfindremedies,expandcareervision,elevateambitionandadvocatevigorouslyforspecificpromotions.

Ø Successfulsponsorshipcreatesandbuildsreputationalcapitalfortheprotégéandthesponsor.Byselectingaprotégéwhogoesontomakeagreaterimpactinandfortheorganization,thesponsorenhanceshisorherownreputationalcapitalasadiscerningleaderinvestedintalentsustainabilityandapowerfulcontributortoorganizations’successandbottomline.

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SponsorshipopportunitiesareeffectivebutstilloutofreachformanywomenAccordingtoastudy conductedbyWorkingMotherResearchInstitute,40percentofmulticulturalwomenwhoreportedhavingsponsorsreceivedapromotioncomparedto29percentofmulticulturalwomenwhodidnothaveasponsor.

Additionally,78percentofmulticulturalwomenwithsponsorsreportedtheyhavereceivedapayincreasecomparedto60percentofmulticulturalwomenwhodidnothaveasponsor.Inthestudy,womenwhoreportedhavingmentorsorsponsorswerefarmoresatisfiedwiththeiremployersbecausetheyfeelliketheyarebeinginvestedin,enablingthemtostaywiththecompanylonger.

Althoughsponsorshipstrategieshavebeenrecognizedaskeytodevelopingthetalentpipelineofnextgenerationleaders,only39percentofcompaniesparticipatingintheDiversityBestPractices2017InclusionIndex reportedhavingasponsorshipprogram.Forthosecompaniesthatdooffersponsorshipopportunities,participationofwomenandminoritiesislow.Lessthanfivepercentofemployeesparticipatinginasponsorshipsarewomen,threepercentareBlack,fivepercentareHispanic,and12percentareAsian.

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Solution:ProvidementoringMentoringisaprovenmethodfortraininganddevelopment.Butwhereitoftenfallsshortisprovidinganequalmentoringexperienceforemployeesofdifferentbackgrounds.Womenandminoritieshavedifficultyinfindingmentorsofthesameraceorgenderbecauseofunderrepresentationintheupperlevelsofmanagement.Forpeoplewhosedifferencesmaynotbevisible(LGBTQpeople,peoplewithdisabilities,veterans),findingamentorwho“gets”themisevenmoredifficult.

AnationalstudybyHarvardBusinessreviewfoundthatmentoringprogramsonaverageboosttherepresentationofBlack,Hispanic,andAsianwomenbyninepercent,andHispanicandAsianmenby24percent.Involvingmanagersasmentorsinvolvestheminthediversityinitiativeandhelpsaddressissuesrelatedtobias.Whilewhiteemployeesaremorelikelytofindmentorsontheirown,womenandminoritiesoftenneedassistancethroughmoreformalmechanisms.Thestudyfoundthatwhilewhitemalemanagersandexecutivesweren’tcomfortablereachingouttowomenandminoritiesasapotentialmentor,mostengagefullywhentheopportunityispresentedtothem.

IntheDBP2017InclusionIndex,animpressive76percentofcompaniesofferformalmentoringopportunities;91percentofferinformalmentoringopportunities.However,acloserlookatthestatsislessimpressive.Only15percentofemployeeswhoparticipatedinformalmentoringprogramswerewomen.Andalthough44percentemployeesparticipatinginformalmentoringareminorities,participationisnotequitablyspread.Onlyninepercentofemployeesinformalmentoringprogramsareblack,11percentHispanic,and24percentAsian.

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Solution:TapintoERGs/BRGsfornextgenerationleadersEmployeeresourcegroupsandbusinessresourcegroup(ERGs/BRG)leadersplayanimportantroleinconnectingtheworkforce,engagingemployees,consumers,andcommunities,andcarryingoutcomplexandfar-reachingD&Iinitiatives.Theyalsorepresentanimportant,oftenuntapped,sourceofdiversetalentalreadyworkinginaleadershipcapacityinthecompany.ManyERG/BRGleadersholdacross-functionalleadershiproleinthecompany,andaresimultaneouslyresponsibleforengagingemployeestovolunteerandparticipateinD&Irelatedworkandinfluencingcompanydecisionmakerstosponsorprojectsandcommitresources.Inthatcapacity,theyroutinelyleverageknowledge,promotenetworking,andengageemployeesandbusinessstakeholdersinproductivedialogueandproblem-solving.ERG/BRGleadersalsohavestrongleadershipskillssets,includingstrategicplanningandinfluencingwithoutauthority,aswellasexperiencemeetinggoalsandmanagingbudgets.Businessleadersneedtorecognizethisimportanttalentasset.TheERG/BRGleadershiproleshouldbeviewedasanessentialbusinessroleinthecompany,andassuch,bedirectlytiedtomeaningfulopportunitiesforadvancementandcareerdevelopment.

Inthe2017DiversityBestPracticesInclusionIndex,85percentofcompaniesprovidelearninganddevelopmenttrainingforERG/BRGleadersandconsiderERG/BRGleadershippositionsinemployeeperformancereviews.However,only30percentofcompaniesparticipatingintheDBPIndexconsiderERG/BRGleadersasatalentpipelineinsuccessionplanning.

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Strategy:Traininganddevelopmenttargetedtowomen

Source:KMPGWomen’sLeadershipStudy 15

10stepstobuildingthepipelineDetermineCurrentandFutureNeeds - Theidentificationandanalysisofcriticalrolesisthefirststepindevelopingthepoolofnextgenerationleadersandcriticaltalent.AssesstheTalentInventory - Characterizethenecessaryskillsandcompetenciesneededforsuccessinthoseroles.DeterminetheMixforFillingGaps - Factorsfordeterminingthemixtypicallyincludethestateofthelabormarket,thestrengthoftheinternaldevelopmentinfrastructure(programsandresources),andtheculturalimportanceofhiringfromwithinforcriticalroles.DefinethePoolofInternalCandidates - Avaluablestepindevelopinginternalcandidatesforcriticalpositionsistoassignthemtoaspecifictalentpool.TrackPromotionandTurnoverRates - Lower-than-expectedpromotionratesmayindicatethatdevelopmentprogramsneedtoberevisitedandrefined.Similarly,higher-than-expectedturnoverratesshoulddrivechangesinhowtheorganizationapproachesbuildingpipelinesforcriticalpositions.DefinethePoolofExistingExternalCandidates - Bearinginmindneededskills,competencies,andtalentprofiles,mineinformationonpastcandidatesintheorganization'scandidatedatabasetoidentifymatchesandassessthepotentialofexternalhirestofillcriticalroles.DefineandExecuteCampaignstoEngageCandidates - Identifyconferences,industryassociations,andsocialnetworksthatmatchthecriticalroleprofile.Alsoworkwithhiringmanagersandemployeesforrelationship-building.AssessandRefineCurrentSourcingStrategies - Analyzesourcesthathavebeensuccessfulinthepasttodevelopatargetedsourcingstrategyforexternalcandidatesbasedonideal-candidateprofiles,needs,andhistoricaltrendsImplementandMonitorSourcingStrategies - Seekouttalentthatcanfillcriticalroles,andcaptureinformationaboutthosepeople'sknowledge,skills,andexperienceinadditiontocontactinformationforongoingcommunicationsTracktheOverallSizeandQualityofInternalandExternalPools - Usethetalentpooldatabasetotrackinternalcriticalrolecandidatesaswellasexternalcandidates.

Source:Oracle 16

Snapshot:EmerginghiringtrendsLow skill to high skill: Many employers facing a growing skills gap are focusing on developing their own pipeline of talent. A 2016 study by CareerBuilder found that 33 percent of businesses plan to hire low-skill workers and invest in training them for high-skill jobs.

Younger interns: In order to encourage the next generation to pursue STEM-related jobs and other in-demand positions, many employers are building relationships with younger students. The research shows that 25 percent of employers will hire high school students as interns over the next year.

Higher salaries: In order to retain and attract top talent, 83 percent of companies expect to increase compensation for existing employees, while 66 percent will offer higher starting salaries for new workers. Workers are gaining leverage.

Crossing borders: To help fill open jobs, employers are focusing attention outside the US workforce. Nearly 20 percent of study respondents will hire workers with H-1B visas in 2016 for specialized jobs.

Leadership demographics: Many employers plan to diversity their management teams in 2016. The research shows that 55 percent of businesses plan to hire or promote more women for management roles, with 53 percent planning to do the same for minority workers. In addition, 47 percent expect to promote workers under age 30 into management roles.

Source:CareerBuilder 17

RecruitmentandhiringbestpracticesBenchmark. Objectivelyevaluatewheretheorganizationstandsrelativetocompetition,particularlyinregardtoattracting,advancing,andretainingwomenanddiversetalentinmanagementandleadershiproles.

Monitorandusesocialmedia.Understandwhatemployeesaresayingaboutworkatthecompany.Takestepstoaddressproblemsandnegativeperceptions.Leverageon-lineforumstopromoteinclusivecultureandwork-lifebenefits.

Understandthetalentpool.Requirerecruitingpartnerstoprovidedatatosupportpipelineplanningandmanagingfordeficiencies.Requirerecruitmentfirmstoproducediverseslates,andarationaleforlackofdiversity.Considerwithholdingfeesfornon-compliance.

Buildstrongrelationshipswithschoolsandassociations.Startearly– targethighschoolsandcolleges.Identifyotherunderutilizedtalentresources,suchasJobCorpsorotherpubliclysupportedworkforcedevelopmentprograms.LeverageERGs/BRGstoidentify,evaluate,anddevelopthesepartnerships.

Auditrecruitmentandhiringprocessesfordiscriminationandbias.Assessjobdescriptionsandjobpoststoensurenon-discriminatory,neutrallanguage.Evaluateandrefineinterviewtoolkitstoprovidecandidateevaluationguidelinesandclearlydefinedcriteria.Trainrecruitersandhiringmanagersforunconsciousbias.Ensurediverseinterviewteams.

Developmetrics. Measurehiringratios,candidateratios,andprocessAuditoutcomesforgender,racialoragepatternsanddisparities.Evaluateandtrackadvancementopportunitiesacrossemployeegroups.

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Strategiesforsourcinghigh-potentialcandidates§ Partnerwithnon-profitsorganizationsandassociationsto

establishnewsourcesforfellowshipsandscholarshipsthatrepresentwomenanddiversecommunities.

§ Enableemployeeresourcegroups(ERGs)andbusinessresourcegroups(BRGs)tofundandcollaboratewithdiversestudentorganizations.

§ LeverageERGs/BRGmemberstoserveasmentorsandcareercounselorsforhighschoolandpostsecondarystudents.

§ Advocateforpublicandprivatephilanthropicprogramstoincreasefundingandunderwriteadvancededucationandemploymentopportunitiesfordiversecommunities.

§ Supportnationalandlocalorganizationsthatchampiondiversehealthcareexecutivesthroughinternships,leadershipdevelopmentandotherprogramming.

§ Encouragediverseexecutivestoserveasboardmembersandmentorsintheseprograms.

§ Supportpartnerships,mentoringandsponsorshipprogramsfocusedondevelopinglong-termrelationshipsbetweenseniorhealthcaremanagersanddiversecandidates.

§ Urgehealthcareexecutivestobecomeactiveatlocalandnationaladvocacylevelsandrecognizetheirparticipation.

§ Invitediverseworkersandjobcandidatestonetworkingeventssuchasexecutivebreakfasts,chaptermeetings,roundtablesandconferences,andgaladinnersrecognizingdiversity.

Source:AmericanHospitalAssociationandACHE19

AssociationsandOrganizationsRepresentingWomenAmericanBusinessWomen’sAssociationABWAprovidesaccesstoadiversenetworkofworkingwomenandwomenbusinessowners.Jobpostingsavailable:$350for30daysinglejobpost;$975forthreepackofjobpostsfor30dayseach,and$1,495forfivepackofposts.Jobpostsaverage314views.

AnitaBorgInstituteforWomenandTechnologyTheInstitute’sonlinecommunityprovidescorporatepartnersaccesstowomentechnologistsinmorethan50countries.PartnersarelistedonABIwebsites,inpressreleases,andonannualreports,andhavetheopportunitytosubmitaPartnerSpotlightstoryfortheInstitute’shomepage.

AssociationforWomeninScienceAWIShelpscorporationssuccessfullyintegratewomenintoalllevelsoftheirworkforcethroughprofessionaldevelopmenttrainingandresourcestailoredspecificallytohelpwomeninSTEMsucceed.Asacorporatepartner,companieshaveaccesstoaprofessionalnetworkofwomeninSTEMprofessionsfromaroundthecountry.

CorporateWomenDirectorsInternationalCWDIpromotesincreasedparticipationofwomenincorporateboardsinternationally.Maintainsglobalnetworkofwomendirectors.Hostsroundtablesonbestpracticesrelatedtobuildingboarddiversity.

LeanInNonprofitorganizationestablishedbyFacebookCOOSherylSandberg.Theorganization’sonlinecommunityhasnearly300,000members,withmorethan10,000LeanInCirclesin50countries.LeanInhas900corporatepartnersrepresenting20industries.Becomingapartnerisfreeandprovidescompanieswithaccesstobestpracticeinformationandnetworkingopportunities.

iRelaunchReturntoworkassociationwithmorethan25,000members.Hasnationalandinternationalreach.Corporatepartnerscanadvertisejobpositionsandpromotetheirbrandandcommitmenttodiversityandinclusion.

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Resource:NationalAssociationforFemaleExecutivesTheNationalAssociationforFemaleExecutives(NAFE)isadivisionofWorkingMotherMedia.NAFEisoneofthecountry’slargestassociationsforwomenprofessionalsandbusinessowners,providingresourcesthrougheducation,networkingandpublicadvocacytoempoweritsmemberstoachievebothcareerandpersonalsuccess.

NAFEcreatesanannualindexofthetopcompanies,rankedandrecognizedfortheirretentionandpromotionoffemaleemployeesatalllevelsoftheorganization.Clickonthelinksbelowtoviewthecompaniesonthe2016and2017lists.

https://www.workingmother.com/2016-nafe-top-companies-for-executive-women-0

https://www.workingmother.com/2017-nafe-top-companies-for-executive-women

ForinformationaboutbecomingamemberofNAFEorparticipatingintheorganization’sprogramsandevents,visitnafe.com.

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Getstarted:Establishthedevelopmentframework

• Activelyengagepotentialleaders.Identifyandinvestinhigh-performingwomenwiththecapacityandinclinationtolead,andgivethemtheskills,training,andconfidencetodoso.

• Treatleadershipasatangibleskill.Clarifythemostvaluedandrespectedattributesofleadersintheorganization—strategicthinking,forexample—andprovidetrainingopportunitiesandconfidencebuildingforwomenwhowishtohonetheirskills.

• Establishrelationshipsandnetworks.Activelyconnectjunior-levelemployeeswithfemaleseniorleadermentors/sponsorsandcreatenetworkingopportunitiesregardlessoflevel.

• Enhancethevisibilityofrolemodels.Highlightfemaleseniorleaders.

• Chartthepathtoleadership.Articulateclearstepsforcareerdevelopment,startingwithemployeesintheirtwentiesorearlieststagesoftheircareers.

• Combine“soft”and“hard”rewards.Reinforceandvalidatewomen’sperformanceandconfidencewithclearandconsistentpersonalfeedback,togetherwiththemoreconventionalrewardsofraisesandpromotions.

Source:KMPGWomen’sLeadershipStudy 22

Finalthoughts…Createnewopportunities. Thinkdifferentlyabouthowtocreatenewopportunitiesforwomenwhoaspiretolead.Onepossibility:ratherthanwaitforamantostepdownfromthecompany’sboardofdirectorsinordertoaddawoman,increasethetotalnumberofboardseatstoaccommodateanewfemaledirector.Encouragementorsandsponsorships. Facilitateopportunitiesforwomentofindmentorsandsponsorstohelpthemdeveloptheirskillsandbuildtheircareerpaths.Mentorscanhelpemployeesthinkabouttheircareergrowth,whilesponsorscanactuallyhelpmakeithappen.Provideanetworkofsupport. Createadvisoryboardsandwomenrunnetworkgroupstoenhancecareeropportunitiesforwomenanddrivelocalandnationalinitiativesthatsupport,advance,retainandrewardwomen,includingactivitiesfocusedonmentoring,networking,relationshipbuilding,leadershipandskillsdevelopment.Measureprogress. Trackdiversityrelatedperformanceindicators,suchastalentacquisition,attrition,careerprogression,andleadershipandaccountteamcomposition.Thisinformationcanhelpseniorleaderssetgoalsthatwillmovehigh-performingwomenforward.Businessleaderscanadaptmetricstotheirbusinessunits,locationorfunction.Investinthefuture.Millennialsrepresentthemosteducatedgenerationofwomeninhistory.Theyareverysociallyconsciousandconsideracompany’spurposeandcommitmenttocorporatecitizenshipastoppriorities.Connectingwiththisgenerationoftalentedwomenrequiresunderstandingtheirvalues,communicatingthecompany’spurpose,andengagingtheminthecompany’ssocialmission.Inspireotherstoaimhigh.Sharesuccesses.Broadcastrecognitionandawardsthecompanyhasreceivedrelatedtotheadvancementofwomenandthesuccessthecompanyhashadadvancingwomentoseniorpositionsandprovidingmeaningfulopportunitiesforpersonalandprofessionaldevelopment.

Source:KMPGWomen’sLeadershipStudy 23

Whatsomecompaniesaredoing…

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Case:Ernst&YoungE&Y hasmadeaconcertedefforttoadvancewomenintheorganization,andasaresultofthoseefforts,thenumberofwomenintopexecutivemanagementpositionshasincreasedbymorethan20percent.Thecompanyhasintentionallyengagedmeninwomen’sadvancementbyopeningupmoredialoguebetweenmenandwomenonthelocalbusinessunitlevelviaInclusivenessSteeringCommittees,encouragingcandiddiscussionsaboutcriticalissuesandexperiences,andestablishingmentoringandsponsorshipinitiatives,andnetworks.Thecompany’sProfessionalWomen'sNetwork fosterstheexchangeofknowledgeandexperiencesthroughlearning,aswellasinternalandmarket-facingnetworkingevents,andprovidesexposureandleadershipopportunitiestowomenatalllevels.IssuesOnMyMind®isanexampleofaprogramthecompany’sNewYorkTri-StateProfessionalWomen’sNetworkhostswithseniorwomenexecutivestofacilitateideasharingontopicsrangingfromhealthcaredeliverytofinancialstrategy.OtherProfessionalNetworks (suchasEYAccessAbilitiesTMNetwork,UnityNetwork,BlackProfessionalNetwork,LatinoProfessionalNetwork,PanAsianProfessionalNetwork,Today'sFamilies,andVeteransNetwork)provideadditionalopportunitiesforleadershipdevelopmentandnetworkingforwomen.CareerWatch focusesonthedevelopmentofthecompany’spartner/principalpipelinebyprovidinghighpotentialwomenwithaccesstokeyexperiencesandopportunitiesthathelpthemfullydeveloptheirpotential.CareerWatchcommittees,comprisedoflocalleadership,helpgethigh-performingwomenseniormanagersandexperiencedmanagersassignedtospecificclients,keysalesopportunitiesandotherofficeleadershiproles,andmakesurethewomenreceivecandidperformancefeedbackandcareeradvice.Thecompanyalsosupportsaformalprogramthatpairshigh-performingpartnersandprincipalswithanexecutivecoach,aswellasexecutiveswhoserveasmentors.

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Case:TexasInstruments

Texasinstrumentshassuccessfullylaunchedawomen’sleadershipprogramfocusedonprovidingwomenandwomenofcolortrainingandskillsdevelopmenttopreparethemforC-suiteandexecutivelevelroles. AcentralobjectiveoftheprogramistoprovideparticipantswithP&Lexperienceandexposureattheexecutivelevel. TheWomeninP&LRolesInitiativebringsthe14percentofleaderswhofitthatdescription(andthoseinthepipeline)intoclosecontactwithseniorexecutivesandboardmembers,whohelpthemmovefurtherintotheC-suite.Thecompany’sMakeItPersonalspeakersessions—facilitatedbyitsnationwidewomen’snetwork—coverawidevarietyofpersonalandprofessionaltopicsthataregermanetoworkingwomen,fromfinancialmattersandcareerdecisionstoeldercareandworklifebalance.TheCoffeeTalksseriesiscarriedoutbyfemaleexecutivessharingtheirwisdomwithjuniorwomenatcampusesacrossthecountry.Thecompany’scommitmenttotheadvancementofwomenstartsatthetop:50percentofdirectreportstotheCEOand42percentofboardmembersarewomen.

Thecompanyiscommittedtowork-lifebalance.Newmothersareofferedeightweeksoffullypaidtimeofffollowingthebirthoftheirchild,andthecompanyprovidesbackupchildcare.Flexibleworkarrangementsarealsoanimportantfactorinattractingandretainingwomenintheworkforce.Fifty-eightpercentofemployeestelecommuteand21percentworkonacompressedworkschedule.

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Case:EssilorEssilor employsmorethan10,000peoplethroughoutNorthAmerica.Thecompany’srecentlyformedInclusionandDiversity(I&D)programcollectedemployeedatabyvisitingopticallabs,meetingwithcustomers,andengagingkeystakeholderstogainvaluableinsightsintothecorporateculture.Theresultswereusedtoestablishbaselinemetrics,andcreateaninclusionmindsetthatwasmoreholistic.Tooverseetheeffort,aDiversitySteeringCommittee(DSC)comprisedof10directorsandvicepresidentswasestablishedwiththegoalofbuildingamorediverseworkforceanddevelopingdemographictargetsforwomenandpeopleofcolor.Membersofthecompany’sIDEASteeringCommitteewenttothreediversityconferences–NationalBlackMBA,Prospanica,andNationalSalesNetwork.Thesteeringcommitteeenlistedthesupportofbusinessleaderstoprovidefundingfortheconferencesandspeakonpanels.Participationintheeventswasfocusedonthreeobjectives:1)exposeleaderstodiversetalent,2)tellEssilor’sstory,and3)recruittalent.Thecompany’sbusinessresourcegroupsarealsoinvolvedintheefforttodevelopadiversepipeline,includingtheWomen’sNetworkwhichisledbyexecutivewomeninterestedindevelopingdevelopmentopportunitiesforaspirationalwomen.Thecompanyhasincreasedtrainingopportunitiesforemployees,createdamentoringprogramtofast-trackpeopleofcolorandwomenwithhighpotential;andhasestablishedmechanismsforadvancingexperiencedpeopleofcolortopositionsattheexecutivelevel.

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Case:ADPADP’s CultivateYourCareerprogramisfocusedonadvancingwomenofcolor.Tothatend,thecompanysponsoredapproximately45highpotentialwomenofcoloracrossmultipledisciplinestoparticipateintheBlackEnterpriseWomenofPowerSummit,whichbringswomenfromallovertheworldtogainaccesstoandlearnfromindustryleadersabouthowtooptimizetheirpotentialforprofessionaladvancement.Thewomenparticipateininteractiveworkshopsandsessionsthatexaminecorporatetrends,leadershipandmanagementskills,andsmallbusinessissues.AsafollowuptotheSummit,ADPprovidesthewomenquarterlydevelopmentopportunitiesontopicsincludingexecutivepresenceandbusinessacumen.Thecompany’sMulticulturalLeadershipDevelopmentprogramoffershighpotentialwomenofcolortheopportunitytoparticipateinaone-yearleadershipseminar.Thecompanyalsoconductsregularreviewsofthetalentpipeline,includingmobilityanalyses,successionplanning,associateengagementsurveysandtalentacquisitionpractices.Basedonfindings,strategiesaredeployedtoidentifydiverseslatesforexecutivepositionsandestablishdiversitygoalsforwomenandminoritiesinexecutiveleadership.Thecompanyalsodevelopedmetricstotrackadvancementofwomenandminoritiesandestablishedaccountabilityscorecardsbybusinessarea.Outcomesoftheprogramincludeafive-pointimprovementintherepresentationofbothwomenandminoritiesinexecutiverolesandincreasedengagementforwomenandminorities.

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Case:EcoLabEcoLab’s LeadershipDevelopmentExchange(LDE)isasix-monthmentoringprogramthatconnectshighpotentialemployeeswithseniorleadersatthefirm’scorporateheadquarters.TheprogramstartedinE3,Ecolab’swomen’semployeeresourcegroup,andhasbeenadoptedbytheGlobalTalentandOrganizationalDevelopmentteam.LDEisopentoallEcolabassociates(womenandmen)aroundtheglobe,however,thesessionsareallheldinpersonandthetravelcanbechallengingforsomeparticipants.Forthisreason,theE3ERGalsoofferstwolocaloptions,One-to-OneMentoringandMentoringCircles,availableatanincreasingnumberofthe14E3localchapterslocatedthroughouttheglobe.The12- monthOne-to-OneMentoringprogrampairsmenteeswithinternalseniorleadersatleasttwoorganizationallevelsabovethementees,andiscompletelycustomizedtomeettheindividualgoalsofthementee.MentoringCirclesisalsoa12-monthprogram,whichpairsadiversegroupofmenteeswithasetoftwodifferent‘powermentors’eachquarter.Therearefourgroupsofpowermentorswhoareexpertsonspecifictopics.Menteeslearnaboutthetopicduringthefirstmonthofthequarter,gainingdirectexperiencefromthementorsduringthesecondmonth,andfinallyreviewingwhatwaslearnedanddecidinghowtheywillusethatknowledgeinpracticeduringthethirdmonth.Thecyclerepeatsforthefollowingquarter.Nowinitsthirdyear,theprogramshavedoubledinsize,withmorethan250participantsintotalandasignificantincrease inexecutive-levelparticipationasmentors.Theprogramshaveimprovedengagementscores,increasedcareervelocity,andresultedinahigherretentionrateinparticipantscomparedwithnon-participants.

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Case:Allstate

Allstate establisheditsEnterpriseTalentManagement(ETM)talentshareprogramtosupportthedevelopmentandadvancementofitsinternalemployeepipeline.Theprogramreducesthecostsassociatedwithhiringandonboardinganexternalcandidate,enablesgrowthopportunityandexposuretootherpartsofthebusiness,andpreservesthecumulativeknowledgeandmaturityof theemployee.Whenapositionopensinanydepartmentacrossthecompany,itisopenlypostedandanyemployeeingoodstandingcanapply.Ifhired,theemployeeservesinthenewroleforsixtoninemonths,providinganimmersionexperiencethatfasttracksnewskillsdevelopment.Theemployee’smanagerallowsthemtobe‘loaned’forthedurationoftheassignment,butgetstokeepthemasabudgetitem.Oncetheassignmentiscomplete,theemployeereturnstotheiroriginalposition.InthefirsttwoyearsofETM,internalplacementratesdoubled.There’sanaddedbonusforemployeeswhoparticipateinthetalentshareprograminthecompany’s inclusivediversitydepartment:thecompanyreceivesanewD&IchampionthatwillgobacktotheirdepartmentandmakeD&Iapriority.

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Case:KPMG

KPMG iscommittedtotheadvancement,developmentandempowermentofwomen.Supportingthiscommitment,in2015KPMG,incollaborationwiththePGAofAmerica,theLPGA,andNBC,hostedthefirsteverKPMGWomen’sPGAChampionship,toelevatethegameofwomen’sgolf,andtheKPMGWomen’sLeadershipSummit,tohelpadvancethenextgenerationofwomenleaderstoseniorleadershippositionsinbusiness.Everyyear,accomplishedwomenfromaroundthecountryattendtheSummittoparticipateindiscussionsabouttheadvancementofwomenleadersintheworkplace.In2016,KPMGlaunchedthethirdpillaroftheinitiative,theKPMGFutureLeadersPrograminpartnershipwithDr.CondoleezzaRice,focusedondevelopingfuturegenerationsofwomenleaders.FundedbyproceedsfromtheKPMGWomen’sPGAChampionshipandtheKPMGWomen’sLeadershipSummit,theKPMGFutureLeadersProgramwill“payitforward”tofuturegenerationsofwomenleadersbyprovidingleadershiptraining,collegescholarships,participationinaleadershipretreat,andmentoringopportunitiestotophighschoolseniorfemalestudentsfromaroundthecountry.KPMG'sNetworkofWomen(KNOW)hasbeenhelpingfosterwomen'snetworking,mentoring,andleadershipopportunityinnearlyhalfofKPMG'soffices.Morethan8,500partnersandemployeeshaveattendedKNOW-sponsoredevents.TheKNOWnetworkhasrecognizedandcelebratedthecontributionsandsuccessesoffemaleemployees;increasednetworkingopportunitiesforwomen;developedmentoringrelationships;highlightedcareerandprofessionaldevelopmentopportunities;providedaforumforwomenandmentoshareexperiencesandsupporteachotherinpersonalandprofessionalpursuits,andenhancedcompetitivepositionandclientoutreachforfemaleemployees.

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Sanofi’s ELEVATEinitiativewaslaunchedin2012asanaccelerated,six-monthdevelopmentprogramtopreparehighpotentialwomenintheorganizationforleadershiproles.Participantsarenominatedbasedontheexistingtalentreviewprocess,withatargetcohortsizeof20-25women.WomenareidentifiedfromtheseniordirectorandAVPlevel,thenaturalfeederpoolfortheleadershiplevelwhereSanofiwasseeingthelargestgendergap.ParticipantsrepresentalllinesofbusinessatSanofiincludingSTEMfields,commercialroles,staffroles,andmanufacturing.Participantsaresplitintosmallteamsthatworkonprojectsoutsidetheircurrentbusinessentity.Eachteamisassignedasenior-levelsponsorandexecutivecoach.Participants’managersareinvitedtoparticipateinthecoachingsessiontoensuretheyareinvestedandengagedintheprocess.Thesix-monthaction-learningprojectprovidesastretchexperienceforparticipantstodevelopsenior-levelleadershipskillsetswhileidentifyingnewgrowthopportunitiesandbuildingnewcapabilitiesforSanofi.Leadershipcompetenciesdevelopedinclude:cross-functionalcollaboration,managingstakeholders,negotiationandexercisinginfluence,navigatingandinfluencinggenderdynamics,communicatingwithvisionandpurpose,leadingstrategicchange,andcreatingacultureofinnovationandgrowth.Ofthe85womenwhohavegonethroughtheprogram,60percentofthemhavebeenpromotedorhavemadedevelopmentalmovesthatexpandtheirknowledge.

Case:Sanofi

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Case:Avanade

Avanade’sLeadershipProgramforWomenwasintentionallydesignedtoaddresssevenhurdleswomenfaceastheyascendtheleadershipranks:RecognizedConfidence,BrandingandPresence,Clarity,Networking,MakingtheAsk,ProvingValue,andBias.Thirtyglobalmanager-levelleadersfromsixcontinentswereselectedtoparticipateintheprogrambasedonperformancereviews.Theinitiativewasstructuredtoprovidefocusedlearningandsupportoversixmonths,bringingparticipantstogetherforbothin-personandvirtuallearningprograms.Thelearningperiodconsistedofa360⁰assessmenttoolthatevaluatesthe11competenciesproventoaccelerateleadershipgrowth.TheAssessmentwasadministeredbeforethekick-offsession,anddiscussedinawebinarfocusedoninterpretingtheassessmentresults.A2-1/2daykick-off broughtparticipantsfrom15differentcountriestogetherwithexecutivesponsorsandseniorleaders,whosetexpectationsfortheprogramandsharedtheirownleadershipstories.Threevirtualskill-buildingsessions followed,focusedon:Networking,PowerfulStorytelling,andCommunicatingPowerfully.Eachsessioninvitedopendialogueandinformationexchange,allowingparticipantstodevelopatrustednetworkthatwouldmentorandsupportthemastheyadvanceasleadersbothduringandaftertheprogram’scompletion. Eachparticipantreceivedthreehoursofindividualcoaching basedonthe360⁰assessmentresultstohelpthemunderstandtheirstrengthsandareasofopportunityasaleader.Simultaneously,theycompletedactionlearningprojects.Eachteamidentifiedahurdletotheiradvancementandcreatedanactionableplanforovercomingittogether.Thisgavethemadditionalopportunitiesfornetworkingandrelationship-building.Theprogramconcludedwitha1-1/2daycapstoneprogram,whichfeaturedin-personpresentationsfromeachactionlearningteamtoexecutiveleadersandsponsors.

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Case:LoomisSaylesLoomisSayles establishedfourprogramsdesignedtorecruit,retainandadvancefemaletalentattheassetmanagementfirm. The17-monthAdvancingWomeninLeadershipProgram isanimmersivelearningexperiencewhichincludesa360°assessment,one-on-onecoaching,practicalskillbuildinginbothlarge- andsmall-groupsettings,andpeerlearningandexchange.The360° toolevaluatescompetenciesproventoaccelerateleadershipgrowth.Followingtheassessment,participantsattendedafour-dayimmersionprogramthatbroughttogether600womenfrommajorglobalorganizations.Theexperienceofferedinspirationalkeynotes,targetedcompetencysessionsandsmall-grouplearningtohelpleadersachievetransformationalgrowth.Inthemonthsthatfollowed,participantsreceivedfeedbackontheirassessmentresultsandone-on-onecoachingsessions.Thishelpedaddressindividualgrowthareasanddevelopstrategicactionplansaccordingly.Simultaneously,participantsattendedthreeskill-buildingworkshopsfocusedondevelopingcompetenciescriticaltorealizingfullleadershippotential.Theworkshopsemployedhands-onexercisesandpracticaltoolsdesignedtomastercriticalareas,includinghowtoachievemaximumimpactasaleader,drivesuccessfulchange,andeffectivelymanageconflict.Participantscontinuedtomeetmonthlyforfacilitatedsessionstoaddressthechallengesfacingwomenastheyascendintomoresenior-levelroles.Participantsalsolaunchedformaleffortstargetedatrecruiting,developingandadvancingwomenatLoomiswhiletheinitiativewasinprocessandfollowingitsconclusion.OnesuchexampleistheUndergraduateWomen’sInvestmentNetwork(UWIN),whichisfocusedonfemaleundergraduatesatBentleyUniversity.Thisefforthasalreadyengagedover40studentsinmentoringandinternshipopportunities.Inaddition,overhalfofthe281womenintheorganizationhavejoinedanewwomen’snetwork,whichisfocusedoncommunication,knowledgesharingandcommunitybuilding.Initialmeetingscenteredaroundestablishingthegroupcharterandcreatingamoreconnectedculturecapableofuncoveringnewopportunitiesthatwillhelptalentatthefirmlearnandgrow.Anewmentoringprogramalsogrewfromtheeffortandhasalreadyresultedin35formalmentor/menteerelationships.

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ConclusionWomencontinuetobeunderrepresentedinalllevelsofleadershipacrosstheUSlaborforce.Whilesomeorganizationshavemadestridesandachievedparity,themajorityoforganizationsstillhavealongwaytogoandarelookingtoaddcorporategoalsfocusedonincreasingthepercentageofwomenleaders.

ResearchontheunderrepresentationofwomenhasuncoveredamyriadofreasonsforthegenderimbalanceintheC-suite,rangingfromdivisionoflaborandjobdemands,tosystemicbiasandorganizationalculture,tolimitingbehavioronthepartofwomenthemselves.EachoftheseissuesmustbeaddressedtoimpactrealchangeandfosterprogresstowardachievingequityintheC-suiteandleadershiprolesintheworkforce.

Overthenexttenyears,10,000peoplewillturn65everyday.Thistrendhassignificantimplicationsformovementandturnoverintheexecutiveranksofmanyhealthcareorganizations,andprovidesauniqueopportunitytochangetheindustry’sdemographicprofileandincreasethenumberofwomeninleadershippositionsforthe21st century.

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