diversity mgmt success strategies july 2011

8/11/2019 Diversity Mgmt Success Strategies July 2011

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Leveraging Global Diversity ForBetter Bottom-line & Happy People

Ericssons worldwide success

-sustaining Initiatives


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GlobalCulture & Work Fusion

Ericssons 90,000 strong diverse

workforce is spread over 30 countriesprospering from proven global people

management best practices. Ours is a

globally acclaimed model of successfully

leveraging cultural synergies for people

as well corporate benefit.. This unique

multilingual, trans-cultural businessmodel is a win-win business model to

succeed in Glo-cally hyper competitive

business environment of today &

tomorrow.


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Global Workforce

Realities

Propelled by twin forces of capitalism &globalization, workforce, like capital is nolonger constrained by geography.

Professionals today seek the destination oftheir choice, to work, live and grow.

Cultural diversity thrives in transnationalleaders like Ericsson that nurture individual

competencies and manage culturalsensitivities through a successful mixmanagerial interventions, processinnovations, collaborative work practicesand transparent work monitoring.


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Diversity and Culture

Cultures the distinctive life-way of people united by a

common language & governed by rules/ models for

their beliefs & behavior. Culture is what we live

everyday & what we bring with us to our workplace.

Ericsson recognizes diversity as a +ve energy and

channelizes it in a productive direction through a mix

of HR policies & people welfare initiatives. We see

Diversity as a springboard for doing more, gainingmore and spreading happiness, peace & prosperity

more.- internationally and locally.

Culture is the root, the stem and the branch, while

civilization is the branch, the leaf and the blossom. -Nelson Brooks


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Components Of Our Culture

Values, norms and artefacts

Tastes and manners

Attitudes and behaviours

Knowledge and values

History and experience


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Cultural Sensitivity: Challenges

Cultural sensitivity encompasses language, living

styles, individual inclinations, work culture, climatic

adjustments, monetary disparity and internalized

needs.People dont tell you when its going wrong hence

innate issues need to be uncovered through

continuous research and personal interactions.

Training needs to be globally relevant as well locally

aligned and ideally conducted in native lands.

Employers need to manage the entire work -

residence continuum to manage cultural sensitivity.

Nurturing culturally competent leadership and

culturally adaptive service delivery norms


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Managing Cultural Sensitivity By

The Cultural General Approach

The Culture-General approach believes that

one should first have an understanding and

awareness of cultural issues before specificinformation is given. This is to reduce the

chance of stereotyping. This approach is

based on global success stories including

Tecnovate.

The Culture-General approach is based on the mult icu l tural ism bel ief i.e.

recogn i t ion and acknowledgement that soc iety is plura l is t ic . In addi t ion to

the dom inant culture, there exists many o ther cultures based around

ethnic i ty , histor ical o r ientat ion , geography, rel ig ion, gender, and class.


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Primary dimensionsare aspects of ourselves thatwe cannot change. They are things people knowabout us before we even open our mouths,

because they are physically visible . Whenpeople feel they are being stereotyped based onprimary dimension, they can be very sensitiveabout it.

Secondary dimensionsare elements we havesome power to change. People are less sensitiveabout secondary dimensions. We also have thechoice of whether to disclose this information ornot; we can conceal these characteristics.

Understanding Primary Secondary

Dimensions of Cultural Diversity


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Primary Secondary Dimensions of

Diversit

Physical

Orientation

Race

Gender

Physical

Qualities

Age

Ethnicity

Work Background

Income

Geographic

LocationParental

Status

Marital StatusEducation

Work ExperienceReligious Beliefs

Primary

Dimens ions

Secon dary Dimensions


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Understanding Communication Essentials

For Managing Cultural Sensitivity

1. Recognize differences

2. Build Your Self-Awareness

3. Describe and Identify, then Interpret

4. Dont assume your interpretation is correct

5. Verbalize your own non-verbal signs

6. Share your experience honestly

7. Acknowledge any discomfort, hesitation, or

concern8. Practice politically correct communication

9. Give your time & attention when

communicating

10. Dont evaluate or judge


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Path Of Intercultural Learning

Work Motivation

Selective AdoptionAppreciation/Valuing

Acceptance/Respect

Understanding

Awareness

Multiculturism


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Individuals Path to Cultural Competency

Learning is like a journey, in that, it is

a path that we follow to enlightenment.

The path to intercultural learningdeveloped by global experts, gives us

a model to cultural competency. This

outline illustrates the development of

cultural competency in every one of us.

Competency implies having the

capacity to function effectively. It is

important to see where, we as

individual, fit into this continuum.


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Workplace Cultural Competency Continuum

Even though, we may be culturally

sensitive, our work environment may not

be at the same level. This can be attributedto the numerous people employed and the

different ideologies they possess. Leaders

need to continually review this continuum,

in order to sensitize workplace elements toaid every individuals journey to Cultural

Competency.


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Build Up

Confront the

Brutal Facts

Disciplined People Disciplined Thought Disciplined Action

Technology

Accelerators

Culture of

Discipline

Hedgehog

ConceptLevel 5

Leadership

First Who

Then What

Accelerating global success momentum


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Level 5

Level 4

Level 33

Level 2

Level 1

Executive leadership

Builds enduring greatness thorough a paradoxical blend of personal

humility and professional will.

Effective Leader

Catalyzes commitment to an vigorous pursuit of a clear and compelling

vision, stimulating higher performance standards.

Competent Manager

Organizes people and resources toward the effective and efficient pursuit

of predetermined objectives.

Contributing Team Member

Contributes individual capabilities to the achievement of group objectives

and works effectively with other in a group setting.

Highly Capable Individual

Makes productive contributions through talent, knowledge, skills and good

work habits.

Different levels of success - expertise


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Leaders who employ a paradoxical mix of personal humility and

professional will

Set up successors for even greater success.

Display Compelling modesty, are self-effacing and understated.

Are fanatically driven to produce sustainable results.

Are more of a plow horse than show horse.

Attribute success to factors other than themselves.

Look in the mirror and take full responsibility for poor decisions.

Most people have the potential to evolve into Level 5

Success-evolution an ongoing function


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Success-process explained


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Leaders begin the transformation by

first getting the right people on the bus

(also right trainers & helpful mentors ).

Who questions come before what

decisions - before vision, strategy,

organization structure, and tactics.

Great vision with great people is

proven success-mantra.

Preparing for Success-journey


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Leaders are rigorous, not relentless in people decisions.

Three practical disciplines for being rigorous:

When in doubt, donthireKeep Looking

When you know you need to make a people decision, act

Put your best people on your best opportunities, not your

biggest problems

Management teams debate vigorously to find best answers, yet

unify behind decisions.

Rightperson has more to do with character traits and innate

capabilities than with knowledge, background, or skills.

Leadership success-secrets


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The Stockdale Paradox

Retain faith that you will

prevail in the end,

regardless of the

difficulties.

AND at the

same time

Confront the most brutal

facts of your current

reality, whatever they

might be.

Faith to prevail Courage to succeed


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Every good-to-great company faced significant adversity along the way to

greatness, of one sort of anotherIn every case, the management team

responded with a powerful psychological duality. On the one hand, they

stoically accepted the brutal facts of reality. On the other hand, theymaintained an unwavering faith in the endgame, and a commitment to

prevail as a great company despite the brutal facts. The world calls this

duality as the Stockdale Paradox.

Success - a long term marathon


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Setting off on the path to greatness required confronting the brutal

facts of current reality.

We created a culture wherein people had a tremendous opportunity tobe heard and, ultimately, for the truth to be heard.

Four basic practices we followed:

Lead with questions, not answers

Engaged with dialogue and debate, not coercion

Conducted autopsies, without blame

Built red flag mechanisms where information could not be ignored

By the people, of the people, for the people


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Our Success-path learning


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Driving factors of the Hedgehog concept


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Collaborative decisions, Participative Actions


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Getting disciplined people who engage in disciplined thought and who

then take disciplined action, fanatically consistent with three circles

People who rinsetheir cottage cheese

Not about a tyrant who disciplines

Involves a duality

Requires people who adhere to a consistent system.

Gives people freedom and responsibility within framework of thatsystem.

Stopdoinglists are more important than todolists.

Anythingthat does not fit with our Hedgehog Concept, we will not do.

Sustaining Success-focus


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As our company grows it can easily become more complex and

could trip over its own successtoo many new people, too many

new customers, too many new orders and too many new

products.

Ericsson and its globally diversified divisions are built on a

consistent system with clear constraints, and they give people

freedom and responsibility within the framework of its proven

system. Hiring of diversity minded and self-disciplined people who

dontneed to be managed is key to the success. They then needto manage the system and not micro-manage the people.

Global growth and people realities


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Good-to-great divisions avoid technology fads and

bandwagons.

Yet they often become pioneers in the application of carefullyselected technologies.

This fits directly with our Hedgehog Concept

Good-to-greats use technology as an accelerator of

momentum, not a creator of it.

Technology by itself is never a root cause of either greatness or

decline.

Walk,observe, run & maintain speedis an effective approach,

even during times of rapid and radical technological change.

From being good to achieving greatness


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Good-to-great transformations never happened in one fell swoop.

There was no single defining action, no grand program, no one killer innovation, no

solitary lucky break, no miracle moment.

Instead they followed a sustainable pattern of buildup, breakthrough and success.

Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing

moving, but . . .

With persistent pushing,

In a consistent direction,

Over a long period of time

The flywheel builds momentum . . . Eventually hitting a point of breakthrough.

Our good-to-great divisions consistently overcame problems of commitment,

alignment, motivation, and change to effectively take care of themselves.

Alignment follows from results and momentum, not the other way around.

Persistence, Patience Perseverance


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Follow a pattern of buildup leading to breakthrough-steps

Confront the brutal facts

Attain consistency Follow the pattern of disciplined people, thought and action

Harness appropriate technologies

Make major acquisitions after breakthrough

Spend little energy trying to motivate people

Let results do the talking

Maintain consistency

Our essential dos and donts


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Skip buildup and go straight to breakthrough

Embrace fads and management hoopla

Demonstrate inconsistency

Jump right into action

React as fast as possible to technology change, to avoid being

left behind

Make major acquisitions to create momentum

Spend a lot of energy trying to motivate and align people

Sell the future

Demonstrate inconsistency over time

nd the Whys and Hows


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Established

Division orStart-up

Good to

GreatConcepts

Sustained

GreatResults

Built to

LastConcepts

Enduring

GreatDivisions

Our Good to Great achievement path


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Balancing Values with Change Necessities


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When in doubt, do not hireKeep looking

When you know you need to make people changeAct

Put your best people on your biggest opportunities, not

your biggest problems

Purpose of compensation Not to motivate the right

behaviors from the wrong people, but to get and keep theright people in first place

Right people are the most important asset

HRs Golden Rules


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Recruitment Assess staffing requirements

Recruit employees from diverse countries purely

on merit and global orientation

Source them through job rotation, employee

referrals and external ads

Higher buy in due to process transparency

Customised employee induction programs tosensitize them to global work necessities

Training Training of Global staff on emerging Diversity issues

Multicultural and gender diverse staff employed at all

entry level to top management positions

Appropriate handholding and motivation

Global footprint familiarization part of training

EricssonsDiversity Success

Model

DeliveryGlobally Ericsson time tested diversity policies generate goodwill

and better revenues

Created a new business model based on breakthrough co-

sourcing understanding with Bharti group Pioneered with the same co-sourcing model to spread nationally

in other clients & states.

Started Empower a unique student empowerment & teaching

programme targeting pan India Engg colleges

Exposure to latest technologies and industry experts

Dedicated HR teams & proven experts mitigate risks of

global diversity with collaborative work tools like intranet. Making diversity management a wow experience for all.

Transformations Cross learning's in a Multi Cultural environment

Great International work exposure

Unique business models & global firsts @ Ericsson

Enjoyable work and travel experience

Cross cultural competence builds through ongoing

team/individual support

Work-Unity in Global Diversity: A Success Model


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THANK YOU!

Every Employer And The Host

Country Wants You Safe &Comfortable For Higher Productivity

Er icsso n HR has sys tems &

exper ienced staff especial lydevoted to transform our peoples

mult i faceted cultural & talent

abi l i t ies. Into win -win wo rk

si tuat ions

diversity mgmt success strategies july 2011

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