first company to hire african - globewomen.org diversity colloq/pepsicoturkey.pdf · first company...
TRANSCRIPT
First company to hire African
Americans as professionals
Joan Crawford, a woman was
in Board of Directors (1950’s)
Chosen as one of the best 52
companies to work for the
women (1980’s)
PepsiCo's strong history about diversity
Recruitment
3 Axes to Promote Gender Diversity Coupled with strong
Internal Communication & Networking
Drive compliance of 50/50 gender candidate slatesLaunch selection and assessment materials to remove gender bias Gender Awareness Training and ensure diverse interview panelsActivate “D&I” attribute to the external market to attract female candidatesSet up PepsiCo Alumni – keep in touch with senior females who have left the business
Re
cru
itm
en
t
Drive Awareness of Gender Differences in Leadership Teams Uncover and eliminate any unconscious biasProvide options to improve Work / Life balanceShowcase successful females so role modelsNew approach to maternity to reduce retention risk for returners
Policies on partner support, educational support for children , eldercare support, moves abroad for women, career transition support for partners of expatriates
Cre
atin
g t
he
Cu
ltu
re &
En
viro
nm
en
t
Focus on “the best” women – who are the top ten women an MU? Build robust development plans for them
ldentify pool of female key talent during PPP and build strong experience plansFacilitate female networking with senior leadersProvide international experience for female talent (re-think our traditional approach –
may not have to mean relocation)
Tale
nt
De
ve
lop
me
nt
Building Blocks for Promoting Gender Diversity
We launched the following policies across Europe
leveraging best practice already in place:
Work from another location one day a week
Adjust on-going schedule around core work hours of 10:00-3:00
Summer hours - Compress 5 days of work into 4 1/2 days
Culture & Environment: Flex
ONE Simple Thing as part of our Objectives….Work Life Balance flexibility is different to everyone.
All employees have a discussion with
their Manager to choose One Simple
Action that will help them achieve a
better balance.
SOMETHING SPECIFIC
TO EACH ONE OF US
Local
D&I Council
Embrace our Differences
AWARD TO REINFORCE EMBRACING OUR
DIFFERENCE AT 3 LEVELS
Global
Divisional
Regional
The Diversity and Inclusion Learning Map:
Understand and embrace the business reasons
Gain self knowledge & tools
Become a change agent
Target Audience
Aimed at frontline
D&I Training
What did we do on the ground?
Attraction Development Retention
Scorecard
I & D Councils
Regular updates in Quarterly Leadership Meetings
• Recruitment Targets
• PR coverage • Female Networking
•International
Conferences
•Women Platform
• Mentorship
• Training Programs
• Developmental
books
• Workshops
• Key policy
development
•Flextime
•Flexplace
•Flexday
• Female Managers
booklet
• Female satisfaction
survey
• D&I Newsletter
• Web Pages
Powerful young population
19
21
20
13
26
0 5 10 15 20 25 30
2-11
12-24
25-35
36-44
45+
%
74% of population is below 45
But disadvantaged females
0
10
20
30
40
50
60
Illiterate Literate Pr i. Jr . Hig h Uni.
F M
Formal education completed
0
10
20
30
40
50
60
-18 18-24 25-29 30-34 35+
F M
Age of first marriage by sex
% %
0,0
5,0
10,0
15,0
20,0
2003 2004 2005 2006 2007
F M
Non-agricultural Unemployment rate
%
Source: Turkish Statistical Institute
Female Share of Paid Employment
in Non-Agricultural Activities
18
18,5
19
19,5
20
20,5
21
2001 2002 2003 2004 2005 2006
%
Story started while in MEA Region
• Idea born in Leadership conference
• Task force established and led by Umran Beba/Region President
• Target group : Female executives and managers
• Quantitative survey and focus groups
– WLB
– Culture
– Communication
– Development
• Identify opportunities, challenges and issues
• Actions defined in workshops
Targets given for Female executive
representation
To Region President
To Functional VPs
To BU GMs
To MU GMs
To HRDs
Possible Barriers to success for WOMEN
Perception about
marriage/maternity
(depends on company/
manager)
Women not always
trusting other women
Too emotional
Too much
consensus focus
Cultural/Social
concerns about
networking outside
of workplace
Mood elevator
depending on the period
in life/personal life
impact
Adding value vs. hours
in the office-perceptions
Flexibility followed by culture.....
3,623,47
3,82
3,67
3,00
3,30
3,60
3,90
4,20
Think
ing Skills
Inno
vatio
n
Strateg
ic Foc
us
Estab
lishe
s Prio
rities
Driv
es fo
r Res
ults
Cha
nge Lea
dership
Motivates
Others
Collabo
ratio
n
Builds Talen
t
Inclus
ion
Sup
ports Others
Com
munica
tes Produ
ctively
Neg
otiatio
n
Insp
ires Trus
t
Walks the Talk
Kno
ws the Bus
ines
s
Fun
ctiona
l Exc
ellenc
e
FEMALES
MALES
SETTING THE AGENDA
TAKING OTHERS WITH YOU
DOING IT THE RIGHT WAY
• Biggest gaps between female and male executives exist in “Negotiation” and “Builds Talent”
• Relatively lower but considerable gaps in “Strategic Focus” and “Inclusion”
360 degree results comparison/males vs.
females
2006 MEA 360 Comparison
To support cultural change.....
• Leadership meetings
– Regular updates about I&D in quarterly
Leadership Meetings
• Mentoring Programs
– Diverse and HiPo Executives has been
matched with VPs and GMs
• I&D Local councils in BUs
Being a role model - PR Activities
Press coverage over 2 years period with an equivalent advertising cost of
$ 350,000
• 2007: PepsiCo & Price
Waterhouse Coopers decided to
establish the “Female Platform”
• “Women in work life; Let’s
leave the clichés aside” seminar
was conducted.
Women Platform in Turkey
PepsiCo Turkey promoting gender
equality in management
PepsiCo was among 30 local and international companies that signed Turkish
Society for Quality's gender-equality declaration.
"Women have the Right to Govern -- Gender Equality in Management"
declaration, showing their support for equality, diversity and inclusion in the
workplace.