integrating diversity & inclusion and talent … diversity & inclusion and talent...
TRANSCRIPT
©2012 MasterCard. Proprietary and Confidential
Integrating Diversity & Inclusion and Talent Development
May 5-7, 2015
Shantelle Williams
Business Leader/ Senior Director, Global Talent Management & Organizational Effectiveness
©2015 MasterCard. Proprietary and Confidential
Welcome to MasterCard
When different people
come together,
it’s not just beautiful,
it’s Priceless.
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©2015 MasterCard. Proprietary and Confidential
My ALPS Journey@MC
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The ALPS Framework
Your ALPS Action Plan
©2015 MasterCard. Proprietary and Confidential
Ou
tco
me
1. Review the Corporate Strategy
2. Review the Diversity Strategy
3. Identify any overlap between the Corporate and Diversity strategies
4. Review & Align your Talent Development Strategy
Prioritize learning needs
Select common areas of focus
Align
Strategically Align the learning with the company strategy
The purpose of this step is to make sure that you have 3 pieces of information:
“What” you need to focus on;
“Who” needs to know what; and
“Who” needs to support you
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©2015 MasterCard. Proprietary and Confidential
1. Finalize learning priorities and common areas of focus
– “What” you need to focus on; – “Who” needs to know what; and – “Who” needs to support you
2. Identify 1-2 Executive champions to support each learning event
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Learning & Leadership
Structure the best approach to make sure people learn what they
need to… and that your program is positioned for success
Ou
tco
me
Prioritize your learning events with the Executive’s strategic
initiatives
Find out the Executive’s passions (professional and personal)
©2015 MasterCard. Proprietary and Confidential
Short-term
1. Select programs currently running that fit
2. Identify learning partners to help drive your learning agenda
3. Align resources and build your learning business case
Long-term
1. Create a budget to obtain resources
2. Continue to obtain Executive support and sponsorship
Programs
Use existing internal/external programs to execute faster O
utc
om
e
A high-level outline of quarterly learning events for
executive/leadership, managers, and employee engagement
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©2015 MasterCard. Proprietary and Confidential
1. Work with the Communications team
2. Integrate the right branding and imaging into the program
3. Make it fun and entertaining
Strategically
Re-calibrate your plan and put a communications,
marketing, and engagement “wrapper” around it
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©2015 MasterCard. Proprietary and Confidential
My ALPS Journey@MC
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The ALPS Framework
Your ALPS Action Plan
©2015 MasterCard. Proprietary and Confidential
• DRIVE RESULTS
• Deliver on financials and grow profitable market share
• Build client trust and loyalty; diversify base
• Grow consumer, merchant and government affection for our brands
• DELIVER ON STRATEGY TO SECURE OUR FUTURE
• Drive innovation and lead in digital payments
• Compete as a technology leader: engage early; partner with key players
• Touch more transactions in more markets
• Make safety and security key differentiators for our company
• Lead with services to diversify revenues, promote stickiness
• Accelerate cash displacement by capturing new payment flows, segments and markets
• Drive financial inclusion and be a force for good in the world
• Address nationalism, regulation and other challenges
• BUILD A WORLD-CLASS CULTURE
• Become renowned as one of the world’s leading business cultures and a fantastic place to work
• Hold ourselves to high standards in quality and integrity
2015 MasterCard Corporate Objectives
1. Review the Corporate Strategy
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©2015 MasterCard. Proprietary and Confidential
2. Review the Corporate Diversity Strategy
• Recruit, develop and retain
diverse talent
• Establish MasterCard’s
brand and reputation as a
preferred employer of choice
• Achieve business impact
through the establishment of
a more collaborative effort
Our strategy serves to create an environment
that fosters employee engagement through
inclusion by understanding how to:
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Global Diversity & Inclusion Strategy
©2015 MasterCard. Proprietary and Confidential
3. Identify any overlap between Corporate & Diversity strategies
• Recruit, develop and retain diverse
talent
• Establish MasterCard’s brand and
reputation as a preferred employer
of choice
• Achieve business impact through
the establishment of a more
collaborative effort
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Global Diversity & Inclusion Strategy
• DRIVE RESULTS
• Grow consumer, merchant and
government affection for our brands
• DELIVER ON STRATEGY TO
SECURE OUR FUTURE
• Drive financial inclusion and be a
force for good in the world
• BUILD A WORLD-CLASS CULTURE
• Become renowned as one of the
world’s leading business cultures
and a fantastic place to work
• Hold ourselves to high standards in
quality and integrity
2015 MasterCard Corporate
Objectives
©2015 MasterCard. Proprietary and Confidential
•Engage Managers and Employees in High Impact Learning
•Align Learning Resources with the Career Framework
•Create Segmented Learning Plans by Region and Role
Engagement
•Reinforce the Sales Process & Pipeline Discipline
•Introduce MasterCard Product Knowledge
•Reinforce Leading with Services & Solutions Approach w/Strategic, Critical Thinking Skills
Skill Development •Leverage
MasterCard Advisors to develop & deliver payments and technology programs
•Extend Internal & External Coaching Resources
•Introduce Virtual Communities and Just-In-Time Learning Solutions
Knowledge Sharing
•Align Learning with the Performance Management Processes:
• Objective Setting
• Rewards
• Performance Mgmt.
• Assessment
Talent Management
4. Review & Align your Talent Development Strategy
Transforming from a centralized program-centric model to a deeply integrated “capability development” focused organization that values formal and informal learning, social tools and expertise networks to
develop high performance business behaviors that drive company growth
Deliver an aligned, sustainable, targeted approach to M&A L&D
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©2015 MasterCard. Proprietary and Confidential Page 15
Align
Strategically Align the learning with the company strategy
Focus on Inclusion
Acquisition managers and employees need to learn MasterCard culture
Integration of existing learning programs
Integration of an existing diversity & inclusion strategy
Leadership within MasterCard and at the acquired company need to be on the same page regarding the change journey
©2015 MasterCard. Proprietary and Confidential
Learning & Leadership
Hail to the Chiefs
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Donna
Johnson Janice
Burns
Ron Garrow
Chief Talent Officer
Chief Human Resources
Officer
Chief Diversity Officer
©2015 MasterCard. Proprietary and Confidential
Leveraging the Business Resource Groups (BRGs)
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©2015 MasterCard. Proprietary and Confidential
Creating a MasterCard Culture of Inclusion Conversation
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Dare to Change
Accept the Change
REALize the Change
Embrace the Change
Be the Change You Want to
See
@MasterCard
©2015 MasterCard. Proprietary and Confidential Page 19
Programs
EDGE (Employees Driving the Global Enterprise)
Doing Business in Africa: Leveraging Advisors Products & Solutions
GP&S College Hires: Communications & Colors
On-Demand Learning
Support
• Via MCU:
• Access to People
Manager Global Learning
Community via Take 5
Initiative
Dare to Change Program Pilot
LEGAL DAY
ONE 2 3 4 5 6 7 8 9 10 11 12
Compliance
Diversity
Change Management
2015 Sample Change Management Program Flow (High-Level Outline)
Compliance Training
Content – LFI Delivery - LFI
EDGE 1 Content – LD
Delivery – Online
AGILE Leadership Assessment
Compliance Training Data Privacy, Info Sec, Code of Conduct
Content – LFI Delivery – timing TBD by LFI & notification to LD
LD – Learning and Development HR – Human Resources LFI- Law, Franchise, & Integrity
AGILE Indicator Debrief
In Person Training Online Webinar/Video
Culture Assessment
Content – HR Delivery – HR
Dare to Change Workshop for
Managers
Global Diversity Office (GDO) Overview –
Video
May 11, 2015
Full Systems Access
EDGE 2 Content – LD
Delivery – Online Global Diversity Office
(GDO) Overview – Webinar / In Person
Take 5: Managers
Take 5: Employees
Take 5:: Managers
Dare to Change Workshop for
Employees
HRBP Manager Check-In and Lean-In Sessions
Take 5:: HR
©2015 MasterCard. Proprietary and Confidential
1. Work with the Communications team
2. Integrate the right branding and imaging into the program
3. Make it fun and entertaining
Page 21
Strategically
Re-calibrate your plan and put a communications,
marketing, and engagement “wrapper” around it
©2015 MasterCard. Proprietary and Confidential
https://www.youtube.com/watch?v=aE4Fk8qRLoU
Diversity & Inclusion Video
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©2015 MasterCard. Proprietary and Confidential
The Journey Continues…
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M&A Culture & Inclusion Program Evaluations
(Pre-, Post-, and Impact)
Dare to Change & No Excuses: Diversity Scenarios and Business
Cases Added/Global Rollout
Dare to Change Virtual Learning Journey
Global Diversity Overview & Cross-Cultural Sensitivity/Global Rollout
LEAD BRG Professional Development
©2015 MasterCard. Proprietary and Confidential
My ALPS Journey@MC
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The ALPS Framework
Your ALPS Action Plan
©2015 MasterCard. Proprietary and Confidential
Sharing time with you today
at the TICE workshop
… Priceless.
Thank You
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