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