the practice of inclusion - transportation.org...valuing differences diversity and organizational...

E F F E N U S H E N D E R S O N , C E O , H E N D E R W O R K SR E T I R E D C D O , W E Y E R H A E U S E R

M A Y 1 9 , 2 0 1 4

THE PRACTICE OF INCLUSION TOWARDS A DYNAMIC AND SYSTEMIC APPROACH

DIVERSITY IN TIMES OF TRANSITION

5/19/14 HENDERWORKS CONSULTING

BACKGROUND

• The Evolution of Diversity and Inclusion

• The Importance of Context Setting

• Alignment with Mission, Vision and Values

• Integration of diversity into the overall business

strategy

• Development of a Multi-year Change Agenda

• The Importance of Leadership Commitment

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THE EVOLUTION

DIVERS I TY AND INCLUS ION

THE EVOLUTION OF DIVERSITY

Compliance

and

Affirmative Action

Diversity and Valuing

Differences

Diversity and Organizational Inclusion - The

Strategic Imperative

Diversity and Inclusion

beyond the workforce,

workplace, and organization

Monetizing the value of D & I to

stakeholder relations,

sustainable development

and bottom line results

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THE BUSINESS IMPERATIVE

Business

•Profitability

• Innovation

•Market Development

•Globalization

•Product Design

•Supply Chains

•Quality

Economic

•Demographic Changes

•Sustainable Development

•License to Operate

•Regulatory and Public Policy

People

•Recruitment

•Engagement

•Development

•Retention

•Satisfaction

• Innovation

•Perspectives

Leadership

•Work Systems

•Organizational Development

•Organizational Trust

•Succession

•Performance Outcomes

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GROWING COMPLEXITY

Civil Society

Reputation

Governance

License to Operate

Public Policy

Investment

Employment

SustainabilitySupply Chains

Social Media

Human Rights

Cultural Identity

Freedom

Protection

Social Responsibility

Social Justice

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EXPANDING TO ALL STAKEHOLDERS

Employees

Customers

Communities

SuppliersClients

Investors

Government

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STAKEHOLDER ISSUES

Employees

Engagement

Satisfaction

Productivity

Retention

Investors

Transparency

Decisions

Ethical Conduct

Business Results

Customers

Market Penetration

Demographic impact

Customer satisfaction

Communities

License to Operate

Human Rights

Volunteerism

Sponsorships

Regulators

Public Policy

Regulatory Change

Emerging civil society trends

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THE CHANGE FRAMEWORK

A MULT I -YEAR CHANGE STRATEGY

DIRECTION SETTING COMPONENTS

Leadership Role Modeling

Governance and

Compliance

Progressive Outreach

Culture and Climate

Talent Management

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INCLUSIVE SYSTEMS AND PRACTICES

HENDERWORKS ASSESSMENT FRAMEWORK• Workforce Utilization

• Governance and Compliance

• Work Climate and Culture

• Rates of Participation in HR processes and systems

• Rate of Rise of Women and People of Color

• Understanding the Level of Interest of Employees in Development

• Outreach and Community Relations

• Alignment with Organizational Values

• Employee Retention and Talent Management

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INCLUSIVE SYSTEMS AND PRACTICES

HENDERWORKS ASSESSMENT PROCESS

• Collect data on risk areas

• Work with organizational leaders to assess gaps

• Use effectiveness barometer to identify levels of effectiveness

• Treat data as confidential and share on a “need to know” basis

• Develop action plan for improving effectiveness

• Monitor and update leadership on progress

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ALIGNMENT WITH WORKFORCE PLANS

Understand External Influencers and Internal

Drivers

External Influences

• Technology Advancements

• Education Trends

• Demographic Trends

• Industry Trends

• External Workforce Trends

• Competitor Employment Options

Internal Drivers

• New Technology

• Business Operations Changes

• Work System Changes

• Mfg Process Changes

• Workforce Changes

• Turnover Patterns

• Employee Engagement

Identify Critical Workforce Issues and Gaps

Identify Mission Critical Skills and Roles

Assess Employee Value Proposition

Define Targeted Future Workforce

Develop and Execute Strategic Actions

Resourcing

Development

Recruitment

Retention

Diversity and Inclusion

Pay and Benefits

Work Design

Managed Entry

Knowledge Transfer

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LEADERSHIP BEHAVIOR

THE IMPORTANCE OF COMMITMENT

LEADERSHIP EFFECTIVENESS

HENDERWORKS LEADERSHIP ACTION FRAMEWORK• Clearly understand the demographics and

composition of workforce

• Make diversity leadership a personal priority

• Expand recruitment efforts through targeted outreach

• Build diversity and inclusion into business planning process and stakeholder relations

• Make a personal commitment to develop the pipeline of diversity talent

• Sponsor mentoring efforts and diversity network groups

• Sponsor and participate in diversity education

• Become personally involved and support diversity outreach efforts

• Ensure leadership behaviors are inclusive and demonstrate a value for diversity

• Create and maintain a respectful and inclusive work environment

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STRENGTHENING LEADER BEHAVIORS

Building Inclusive

Leadership Skills

1. Define the Critical Leader

Behaviors

2. Identify gaps through self and team

assessment

3. Address gaps through

behavioral Skill building and

practice

4. Develop and apply personal

and team improvement plans to daily

work

5. Measure and monitor

progress using engagement

survey and other methods

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IMPORTANT BEHAVIORS

Trust

Circle of Influence

Commitment to Diversity

and Inclusion

Equal Opportunity for Growth

and Development

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A RESPECTFUL WORKPLACE IS AN INCLUSIVE WORKPLACE

• A place where leaders set the tone by the words, thoughts, and actions

• A place where all the dimensions of diversity are respected, valued and supported

• A place where inclusion is fostered as an important part of the way business is conducted

• A place where high expectations are set and where every one is held accountable for their actions.

• A place where harassment and bullying are not tolerated

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LESSONS

A DYNAMIC AND SYSTEMIC APPROACH A MUST

IMPORTANT LESSONS

• Gaining traction requires dedicated leadership attention and commitment over time

• Diversity and Inclusion must be viewed as part of organizational development and culture change which evolves and adapts as the business and organization changes (3 to 5 year timeframe)

• A systems approach tied to organizational strategies and outcomes is critical

• Attention to both short term tactical barriers (cost, profitability, etc.) and longer term consequences (retention, employer of choice, stakeholder relations) are essential

• Meeting governance and regulatory requirements are a given

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ANY QUESTIONS