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Creating a Sustainable Inclusion & Diversity Strategy SHRM Atlanta Conference March 2012

Stacè Millender Global Inclusion & Diversity Leader – Cisco Systems

Cisco Overview

Founded in 1984

Employs 70,714 people

Offices in 92 countries

More than 372 locations

World leader in networking for the internet

$10.8 billion in revenue Changing the way we work,

live, play and learn.

Skills

Heritage

Gender Race

Age

Language Physical Ability

Value System

Religion

Thought Processes

Education

Talents

Family Status

Diversity Is Not Just What We

See…

Recognize, and

Value the Differences

that Make Each Person

Unique

Dress

Diversity is simply the collective mix of who we are as individuals.

Inclusion is how we come together.

Inclusion is the end game.

I&D is: A Business Imperative

and can be…….

A Powerful Differentiator

The Impact of an Inclusive Culture

Engagement

Innovation

Productivity

Leadership Diverse Talent

Inclusion

Meeting the Challenges

4 generations in the workplace Reach

Employees, customers and partners located all around the globe

Include

Most teams are not located in the same office Build

Need to foster sense of connectedness Connect

Our Approach: Technology

Use the network as the platform to promote and unite all elements of diversity.

Use our collaboration technology to build Cisco’s inclusive environment and culture.

Use Technology and Collaboration to Develop and Engage Employees in the Global Workplace

Through

leadership

in I&D,

enhance

Cisco’s

brand value

Ensure every

level reflects

the diversity of

the global

marketplace

and leverages

the value of

diverse

perspectives

Diversity

Marketing

and

Business

Development

through

inclusion

and diversity

Drive

accountability

through;

Stakeholder

Reviews,

process

integration,

and

engaging the

majority to

focus on

continuous

improvement

Deploy

targeted

development

and

progression

programs

to advance

diverse

communities

Use Technology to Build a Culture of Inclusion

Unite Generations & Cultures

Technology brings people together and removes geographical barriers

Greater Reach of I&D Message

Provides access to information that used to be available to a few

Low Cost, High Impact

Reduces program execution costs

Technology Can Help With…….

Talent Selection Education

Development Recognition

Employees from around the globe can gather virtually to……

Discuss Best Practices and the impact of inclusion & diversity

initiatives

Engage In interactive discussions with each other and senior

leaders

Focus

On development :

• Creating working relationships across generations & cultures

• Participating in targeted development programs

www.youtube.com/user/CiscoIandD

www.twitter.com/padmasree

www.linkedin.com Cisco Inclusion & Diversity

Building Inclusion

Using New

Technologies

I&D App

Cisco Blog

www.cisco.com/go/diversity

Resource Center

Application developed with Aperian Global (GlobeSmart) to

give users quick snapshot of how their communications and work styles compare with over 30 cultures; for Apple devices.

Download it for free @ITunes

ERGs as I&D

Strategy

Employee Resource Groups

(ERGs)

An excellent support system to foster awareness, respect, collaboration, and inclusion.

Offer employees community, camaraderie, and connections to the organization, providing a sense of belonging.

Introduce employees to the organizational culture.

Help build and maintain employee engagement and satisfaction.

Cisco Asian Affinity Network (CAAN)

Cisco Black Employee Network (CBEN)

Cisco Early in Career Network (ECN)

Conexion, the Cisco Latino Network

Gay, Lesbian, Bisexual, Transgender (GLBT) & Advocates Network.

Indians Connected (iCON)

Experienced Influencers

Middle East Inclusion and Diversity Network (MEDI)

Cisco Disabilities Awareness Network (CDAN)

Veterans Enablement and Troop Support (VETS)

Women in Technology Action Network (CWTN)

Connected Women’s Network (CW)

Over 51 Employee Resource Groups in 23 Countries

Employee Resource Group Focus Areas

Business

Globalization

Diverse thought

Acceleration needs

Empowered employees

Leader readiness

Consumer knowledge

New and emerging markets and adjacencies

Trends Driving Continued and Measured ERG Progression

Engagement

Career development/diverse pipeline

Reduction of physical workplace networks

Professional communities

Retention of diverse thought

Innovation

Mobility

Employee mobility/flexibility

Reduction physical of workplace networks

Diverse market credibility

Work anywhere, anytime

Technology

Virtualization

Collaboration

Modeling technology

Innovation

Cisco’s Progression Model:

Indicates ERG progression along a continuum

of maturity; measures degree to which ERGs

are integrated into the business

Employee Resource Groups Progression Model

Structure and Governance:

Leadership:

Focus Areas:

Technology:

Foundational - 1 Formalized - 2 Operationalized

- 3 Integrated - 4 Dynamic - 5

Co-located leadership team, single chapter

Co-located leadership team, regionally dispersed chapters (within Theater)

Regionally dispersed leadership team, multiple regionally dispersed chapters

Globally dispersed leadership team, global chapters / regional virtual chapters

Globally dispersed leadership team, regional governing entities, global physical and virtual chapters

Grass roots participation

Engagement formalized

Talent identified Talent leveraged Talent strategically positioned

Professional development activities

Professional development strategy and recruiting activities

Professional development strategy, recruiting integration, internal business partnerships

Professional development strategy, recruiting integration, internal/external business partnerships

Strategic professional development, segmented recruiting, business development aligned to Cisco priorities

Showcase & model Cisco solutions

Establish partnerships Engage Influencers Enrich content Establish presence

Foundational Elements

Structure and Governance

Leadership

Focus Areas

Technology

ERG Development Programs

Targeted Development

Programs

- Pacific-Rim Asian Talent

Development Program

- Inclusive Advocacy

Program

Development Programs

Development through Employee Resource Groups

Cisco provides many different kinds of opportunities for employee development, both internally and externally.

Each employee resource group (ERG) conducts ongoing development Activities :

– Webinars and panel discussions on leadership, networking, and building relationships, and sessions with leading experts and authors.

Employees are also encouraged to utilize the research and resources from sponsored organizations:

– Catalyst, Center for Work Life Policy, Anita Borg Institute for Women and Technology, Diversity Best Practices, Working Mother, and DiversityInc.

© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential Presentation_ID 22

Targeted Development Programs

The Pacific-Rim Asian Talent Development Pilot Program:

• A joint effort between Global Inclusion & Diversity and the CAAN ERG.

• Goal:

Develop a select group of high performing, high-potential, Pacific Rim Asian employees’ (Directors and Senior Managers).

• Program focused on three key executive skills:

1. Relationship building 2. Influencing 3. Executive Presence.

• Major objectives:

1. Demonstrate Cisco’s commitment to developing diverse talent, especially Pacific-Rim Asians, who are underrepresented in senior management ranks.

2. Develop a robust internal Pac-Rim Asian high-potential talent pipeline

3. Raise visibility and exposure of Pac-Rim talent.

4. Create stronger relationships and a network among Pac-Rim leaders to strengthen the community, increase engagement, and foster advancement.

5. Build a more diverse leadership team

© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential Presentation_ID 23

Targeted Development Programs

The Inclusive Advocacy Program (IAP):

Mentorship vs Inclusive Advocacy

– Mentorship = an experienced leader imparting his/her knowledge, expertise,

and professional experiences to another individual, often more junior to aid in their development.

– Inclusive Advocacy = an experienced and senior leader taking a personal interest in actively shepherding, coaching, networking, and promoting another leader’s career - facilitating their visibility, growth and advancement.

© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential Presentation_ID 24

Targeted Development Programs

The Inclusive Advocacy Program (IAP): • Goal: Increase opportunities for globally diverse, high-potential employees to advance to senior-level positions.

• Transformational next step beyond traditional mentoring and coaching.

• Deliberate matching and pairing diverse high-potential employees (Talent) with influential Cisco leaders (Advocates). Create close working relationships, to increase the employee’s visibility and exposure, and help to accelerate their growth, recognition, and career opportunities.

• Leverages Cisco’s collaboration technology, including WebEx and TelePresence, to create enhanced engagement opportunities.

• Facilitates the development of “advocacy” relationships with senior executives outside of the employee’s existing work function, network, and geography.

• Addresses the challenge of helping high-potential diverse employees in mid-level managerial roles expand their networks, navigate, and advance their careers without being limited by their current roles and locations.

© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential Presentation_ID 25

Drive Accountability

and Measure Progress

Creating Accountability from the Top-Down

Creating Accountability

Pulse Survey Inclusion Index

1. My team has a climate in which diverse perspectives are valued.

2. At Cisco, employees can voice their opinions without fear of retribution.

3. At Cisco, people are rewarded according to their job performance and accomplishments.

4. At Cisco, employees are treated with respect, regardless of their job or level.

5. I know how to address disrespectful and/or intolerant behavior.

6. I can succeed at Cisco without sacrificing aspects of my personality or culture.

7. My manager ensures fair treatment for everyone on my team.

8. Senior leadership emphasizes the value of a diverse workforce.*

Drive accountability through:

Business Stakeholder Reviews, process integration,

and communications that engage the majority to

focus on continuous improvement.

Accountability

Cisco I&D Business Stakeholder Review

Elements 1. Basics

a. Face -to-Face Meetings b. Attorney-client privilege

2. Participants a. SVP b. HR Lead c. Legal

3. Metrics and trends, 4-5 Yr

4. Outcome a. Action plan, including:

1. Hiring: aspiration levels 2. Inclusion/Retention: portfolio items applied

Pulse Inclusion

Diversity Action Plan

Intro: •Pulse Inclusion Index

• Begun in 2009 • Detect I&D score gaps: gender, ethnicity

•The opportunity • Target areas of greatest concern, greatest opportunity

(vs traditional “shotgun” approach)

•The responsibility • Address inequities where they appear to exist • = Evidence of I&D imperative, re: Exec support

Plan: •Flag managers with large gaps

•Consultative role for I&D Leads

•Centralized reporting on progress to narrow gaps

For More Information

Inclusion & Diversity www.cisco.com/go/diversity

CHIEF EXECUTIVE

culture

Accountability

Thank You