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Leveraging ERGs (and Diversity Councils) as Cultural Competence Resources

September 24, 2013

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Agenda

The Business Case for Diversity

Engaged Employees

How ERGs Fit In

ERGs: Mission, Goals, Case Studies

The JBC ERG Progression Model

ERGs: Direction

ERG Best Practices

Executive Sponsors

Allies Are Essential

Talking / Training About Difference

JBC’s Work with Diversity Councils

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JBC is an acknowledged

expert in the field of

diversity workplace

issues and building the

business case for

diversity and inclusion.

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Who is JBC?

NYC–based boutique consulting firm

Global expertise and in-country experience

Tech-savvy, lean, efficient team

Subject Matter Expert course designers and master facilitators

Understand health and ACO organization needs

Work with the energy on the room

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Our Commitment to Diversity

Jennifer Brown Consulting, a workplace consulting firm committed to helping talent at all levels redefine leadership. We are in the business of transforming human potential, and aligning individual performance with organizational results.

JBC is proud to be a diverse supplier certified by both WBENC and the NGLCC.

At JBC, we takes our status as a diverse supplier as a serious and important commitment by speaking on the topic of Supplier Diversity alongside our D&I offerings.

We provide expert analysis and education to potential and current clients to include these efforts in broader initiatives. In fact, JBC follows through on our commitment to diversity by delivering our Products and Services primarily through our own group of diverse consultants, with nearly 75% of our business delivered by experts who constitute “Diversity” members.

We are experts in translating the impact of diversity and inclusion to organizational leadership and facilitating with the latest technologies.

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JBC practice areas:

Consulting,

Assessment, Training

Coaching, Content and

Thought Leadership.

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Full Inclusion Remains Elusive

Only a little more than 1% of the nation’s Fortune 500 companies have Black chief executives … At the nation’s biggest companies, about 3.2% of senior executive positions are held by African-Americans

Barely 21% of Fortune 500 CEOs are women. Women hold 14% of executive officer positions, 17% of board seats, and 18% of elected congressional officials

There isn’t a single openly gay chief executive officer in the Fortune 500

Source: “Uncovering Talent, ” Deloitte University, 2013.

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The History of ERGs

ERGs were once perceived as social outlets and race and gender-based workplace communities – event-driven and internally focused

ERG value proposition has shifted slowly but steadily over the last decade; evolving as critical strategic partners

ERGs are models for organizations of the future and lead the way for next-generation business – multifunctional, global, diverse and inclusive

The untapped potential of ERGs is the real story

“Moving the needle on diversity should begin and end with [Employee Resource Groups]. They create business value, employee engagement, talent development and customer insights.”

— Steve Larson, Team Member Resource Groups, Program Manager, Wells Fargo

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JBC’s ERG Benchmarking Study

Interviewed 22 companies of various sizes, across industries and whose markets include B2B and B2C

Study methodology included 1:1 interviews along with general survey to gather basic information about ERGs

Participants were primarily CDOs and ERG leaders with deep knowledge of ERG activities in the organization

Participants’ ERGs ranged from well-established, deeply business-aligned to newer groups just beginning to establish insertions into the business

Key areas of focus:

– Product Development

– Marketing to External Customers

– Marketing to Employees as Customers

– Government Relations and Policy

– Human Resources

– Recruitment and Retention

– Professional Development

– Global Development

– Community Outreach

– Cultural Assimilation

– Supplier Diversity

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Study Participants’ Industries

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Participants’ Company Size

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Which ERGs does your Company have?

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Which of the following areas does your ERG focus on?

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The Business Case

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The Business Case

Marketplace

Workplace

Workforce

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Company culture

Policies and programs

Initiatives and events

Career development

Mentoring programs

Rewards and recognition

Manager / team / company care about employees

Company support for legislation protecting populations within the community

Competitive advantage

Strengthen brand and business alignment

Maximizing resources

Economic factors

Globalization

Engaged employees give 40-80% more discretionary effort in their jobs than low commitment employees.

What is the workforce demographic and how is it changing?

What are the generational differences in the workforce?

Fewer Baby Boomers are retiring

Leveraging professional development opportunities

The Business Case

Marketplace Workplace Workforce

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The Business Case 3 – 5 things impacting each

Marketplace Workplace Workforce

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How ERGs Fit In

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Employee Resource Groups

Use ERGs and their multiple aspects of diversity (such as an employee’s visibility or invisibility, experience, function, and geographic location) as models for how to use diversity of thought to service innovation

Increased opportunity to develop leadership competencies in a safe environment

ERGs help to create a competitive advantage:

– Diversity of thought can lead to innovation through collaboration

– Can share perspectives on small efficiencies

Of the Diversity Inc. Top 50 Companies for Diversity, 94% of them rely on ERGs for talent

development.

“I find it impossible to believe that an organization can have optimum diversity of thought while maintaining segregated talent development … Being nimble in the marketplace demands opening the aperture for ideas.”

— Luke Visconti, Founder and CEO of Diversity Inc

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ERGs Demonstrate Their Value

Grant-making to key community partners, such as a Veteran’s ERG spearheading a campaign to support the USO or Wounded Warriors

The Women’s network might partner with HR to recruit and retain high-potential women throughout their career lifecycle

The LGBTQ network might position itself as internal subject matter experts to develop new products or marketing strategies that are tailored to the particular needs of their community

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ERGs fuel the diverse talent pipeline

Employee Resource Groups (ERGs) create the opportunity to:

– Share knowledge

– Align resources and streamline efforts

– Leverage company-wide opportunities

– Create a more inclusive workplace culture

– Improve support model, including at the executive level

– Cultivate business-aligned focus and engagement

– Develop the next generation of leaders

– Grow the business / the customer base through capitalizing on the connections among the internal stakeholders

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Top Competencies for ERG Leaders (indeed, any leader anywhere)

Listen

– Forget about being the smartest person in the room. You may be, but that’s not going to win support and commitment from your team.

Emotional intelligence

Build trust

Build skills

Set clear expectations

Address conflict immediately

Make a decision

Encourage risk-taking

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ERGs: Mission, Goals, Case Studies

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Cultural Awareness Network

Mission

To raise awareness of the broad diversity of cultures within the organization and our business presence around the world, to foster an environment that leverages the cultures of our members, and to provide a forum to promote a cross-cultural understanding among all employees

Objectives

Promote cultural awareness

Provide networking opportunities

Contribute to professional development

Facilitate communication

Assist the organization in becoming / remaining an employer of choice

LEAD

Mission

LEAD (League of Employees of African Descent) Network was established to strengthen diversity within THE COMPANY by helping members grow professionally through training and development, career management, advancement and recruitment of employees of African descent

Objectives

To promote a vibrant and strong membership, resulting in an inclusive environment which nurtures cross-functional relationships and the efficient leverage of knowledge

To assist members in managing their careers, by providing opportunities to organize, facilitate and lead events and initiatives, and mentoring opportunities

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Pride

Mission

To maximize all employees’ contributions by creating and sustaining an LGBT-friendly environment where people are comfortable being open and honest about their individuality.

Objectives

Position THE COMPANY as an employer of choice by facilitating recruitment and employee retention

Support collaboration across products, teams and business areas by functioning as an internal networking group

Provide a safe, comfortable and confidential outlet for employees to reach out to LGBT colleagues

Increase sense of inclusion for group members

Mission

The Women’s Network aims to promote the recruitment, retention and advancement of women at THE COMPANY

Objectives

Facilitate networking and career development opportunities

Facilitate partnerships and informal mentoring opportunities between senior managers and junior

Sponsor professional and personal development workshops, seminars and lectures featuring distinguished speakers

Act as a resource for THE COMPANY to recruit and retain high potential women

Women’s Network

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Recruitment & Retention

Fostering a Female Leadership Pipeline

Col-Pal utilized the Women’s Network to help recruit and retain female leaders around the globe

ERG is charged with ensuring that female representation consistently increases

Women’s Network developed an initiative to globalize the network by creating a portal that can be accessed by any member around the world

Women can log on and share information and resources

20 new women’s ERGs have been launched around the world including in markets that typically present many challenges for women, such as Pakistan

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Professional Development

Leadership Stretch Assignments

Wells Fargo has a unique ERG leadership structure which is defined internally as a ‘stretch assignment’ — demanding a high level of motivation and skill, often exceeding what is required in a standard functional role

ERG leaders are selected through a talent identification process and Wells Fargo encourages high-potential employees to take on these stretch assignments

The goal of this strategy is to ensure that the best talent is being developed and utilized and that Wells Fargo is creating a diverse leadership pipeline

Full-Time Affinity Group Leadership Model

GE is committed to developing leaders from within the company – many of the 600 top leaders are promoted from within

GE recognizes that ERGs help create leadership exposure and development opportunities

GE’s ERG leaders are people who have been chosen in the ERG succession planning process and are believed to have leadership potential and runway

This process has led to a dramatic increase in representation of women in leadership and executive levels at GE

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Workplace Culture

Impacting Federal Legislation

The workplace has always been ahead of government when it comes to equality for LGBT employees, making corporations a powerful force in influencing legislation for these issues.

Now, with an influx of ‘‘Generation Y” employees who are demanding increased transparency from their employers, companies must do more than just talk about inclusiveness.

Intuit’s Pride Network made sure that the company supported important non-discrimination legislation, the Employment Non-Discrimination Act. This proposed U.S. legislation would prohibit discrimination against employees on the basis of sexual orientation or gender identity. At the urging of the Pride Network, Intuit corporate affairs got involved in backing the legislation.

More employers, like Intuit, are beginning to understand that discrimination against LGBT employees will ultimately hurt their ability to compete in the global marketplace. Largely thanks to the efforts of the company’s LGBT ERG, Intuit is reinforcing its position as an employer of choice that values diverse talent.

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Business Strategy

Innovation through Collaboration

The Cisco EmERGing Technology Group (ETG) works to identify the next billion dollar businesses for the company.

The Business Development leads from the Cisco iCON (Indians Connecting People) ERG had approached the ETG about establishing a partnership to work together to encourage product innovation. ETG and iCON moved forward with their partnership.

ETG and iCON expanded the opportunity to the remaining Cisco ERGs, with the goal of working collaboratively to promote innovation.

This collaboration was guided by the belief that the best or most innovative ideas are derived from a large group of diverse contributors, rather than one single expert. As Cisco continues to grow, there is a consistent need to focus on new creative ways to innovate and build business. Cisco is leading what the future will look like regarding technology. Every day, Cisco needs to focus on evolving customer segments and markets, consumer and customer needs, and product requirements.

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Community Outreach

Pride Kiosks

Pride Network partnered with multi-cultural marketing team to create a national identity and a marketing strategy to reach LGBTQ markets nationwide

At Pride events through the U.S., the network launched a full-blown ad campaign including branded T-shirts for all Macy’s employees who volunteered at Pride parades

Campaign included Pride kiosks from which people could access Macy’s online Pride registry for wedding and commitment ceremonies

Tracking metrics from this initiative was challenging so Macy’s created coupons that were distributed at the events and were coded to track back to the ERG

Latino Parade and Mobile Upgrade Marketing

Best Buy has identified strategies to utilize their ERGs to reach their target markets to combat the challenges they face from the economic downturn

Latino network has focused its efforts around Puerto Rican and Dominican Day parades where coded coupons are distributed and sales can be tracked once they are redeemed

Event attendees also can use the Best Buy Mobile Upgrade Check to determine whether they are eligible for a free phone upgrade – also measurable as Best Buy can track whoever performed a check

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The JBC Progression Model Framework

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The Employee Resource Group (ERG) Progression Model

Is: Is not:

A living, breathing framework that supports increased competencies of ERGs to meet their objectives and to align with Johnson Controls’ enterprise as well as D&I goals and targets

A framework that facilitates best practice sharing and collaboration between internal and external ERGs

Developmental in approach, to guide and accelerate progress and incremental success

A process to expand control of ERGs

A replacement for an ERG’s strategies of their individual mission or goals

A score sheet that minimizes the development of contribution of any individual ERG

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Progression Model Exercise

Initial reactions to Progression Model approach:

– What stood out to you?

– What did you like?

– What are your concerns?

How could the identification and tracking of progression related to business alignment and impact support the Company’s objectives?

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Progression Model Exercise

What are the core business drivers for your company?

How does the D&I strategy support the alignment to the business drivers for the

organization?

How may they align with current or potential Network objectives or activities?

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ERG Progression Model Framework

Foundational

Formalized

Operational

Integrated

Dynamic

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Progression Model Phase Description Overview

Foundational

Formalized

Operational

Coming together ad hoc

Integrated

Dynamic

Formalizing our intentions and actions

Making everything operational

Integrating everything we intend and do with what the organization intends and does

Dynamically adapting to and being a versatile resource and aligned resource for our organization ecosystem

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The ‘What’s in it for …’ Spectrum

The ‘What’s in it for…’:

Encompasses mission/vision, purpose, objectives, and value proposition

Is a spectrum defined from the individual, group, organization, and community at large (i.e.,

ecosystem)

Evolves in progression to serve the ecosystem of the affinity network

WIIFM What’s in it for me?

WIIFT What’s in it for them?

WIIFU What’s in it for us?

WIIFA What’s in it for all?

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ERGs: Direction

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Setting a Direction

Where we are heading in the long term Vision

A Simple Structure

Mission / Strategy

Goals / Objectives

Where we are heading in the medium term and how will we reach our vision

What will be delivered in general terms and what specific ‘outcomes’ will be achieved

Measures How we will measure progress toward the outcomes

Deliverables What will be done to deliver the goals & objectives and when

will they be achieved

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Every ERG Should Have Specific Goals

Recruitment & Retention

Professional Development

Community Outreach

Workplace Culture

Business & Product Development

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Goals: where are you now?

Recruitment

Professional Development

Workplace Culture

Wo

rkfo

rce

W

ork

pla

ce

Goal Activity

Support Veterans hiring goals

Participate in veterans –focused career fairs

Help hiring managers better understand military background

Address impact of cultural stereotypes on leadership ability

Metrics

# of career fairs # of ERG participants Are you talking to hiring managers ? Are conversations happening? With

whom?

Partner with HR , L&D, other ERGs on cultural competencies, knowledge gaps (narrow to seven competencies to address)

Develop Lunch & Learn or training programs

Product output: what did you create?

# of participants Critique of pilot program Attendee survey

Support the employee population to build an inclusive workplace

Work with other firms to develop self-identification best practices

Co-sponsor pride events with other firms

# of participating member firms # of event attendees # of internal participants Event evaluation forms

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Goals: where are you now?

Community Involvement

Business Strategy

Mar

ketp

lace

Goal Activity

Assist in crafting inclusive criteria to utilize women and minority -owned business suppliers

Partner with procurement to implement

Support and sponsor GLSEN (local high school chapters)

Support bank-wide efforts in achieving Dodd-Frank, §342 diversity compliance

Metrics

Approval of criteria by Legal & Compliance

Participation in procurement process

# of diverse suppliers

Sponsor fundraising event to support a particular high school’s chapter

Mentor LGBTQ high school students

Achieving fundraising goals / participation in fundraising event

# of student mentees # of employee mentors

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Developing High Impact Action Plans

Working with your ERG members:

Part 1

Brainstorm suggestions for activities, projects, programs and/events that are outcome based and will:

– Build awareness and increase understanding and respect for diversity and inclusion

– Align with one or more ERG strategic areas of focus

– Demonstrate the benefit and value your ERG brings to the company

Part 2

Build an outline of the project plan for the activity, project, etc., that will have the greatest impact at your company

– Identify vision (mission, purpose/goal, impact/WIIFM’s)

– Establish process, communication methodologies and timelines and metrics

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Goals

Goal Activity Metrics

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Metrics

What do you know?

How do you know it?

– Focus groups, client assessments, employee surveys, ERG members feedback…

How does it help you to set goals?

Recruitment Example

Is there a diverse slate of candidates?

Are there internal referrals for open positions?

How many referrals come through the ERG?

Is HR talking to your ERG?

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Developing Sound ERG Metrics

Multiple ways to measure ERG progress:

Event attendance & number

ERG Membership (active, inactive)

External Awards

Levels of Structure and Governance

Revenue and Business Aligned Targets, ROI

Business Partner Collaboration (internal and external)

National, Regional and Global Representation

Cross-ERG Collaborations (internal and external)

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ERG Best Practices

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Critical practices as ERGs evolve:

Position ERGs as core to the cultural competency required for globalization and new market expansion

Use ERG leaders as subject matter experts, coaches, and mentors for international executive leadership, and as network builders in the new local economies and cultures

Make sure that a percentage of ERG strong performers are regularly included in talent reviews, as well as intentionally mentored and sponsored

Evolve non-profit partnerships, from writing a check or attending a dinner, to strategic alliances that provide mutually beneficial business impact

Think beyond executive sponsor support, to important stakeholder support

Invest leadership development resources in ERG leaders and members

Consider raising the importance of ERG leadership positions, including that of the executive sponsor

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Critical practices as ERGs evolve:

Use ERGs and their multiple aspects of diversity (such as an employee’s visibility or invisibility, experience, function, and geographic location) as models for how to use diversity of thought to service innovation

Establish a healthy balance of current and future metrics in every ERG’s strategic plan

Explore including ‘diversity and inclusion’ competencies in performance appraisal criteria, from the highest-level of employees on down

Work to re-brand ERGs as groups that can help increase business and profitability

Continue to strive for ways to count those with invisible diversity affinities (such as LGBT, disabilities, veterans, and more)

Look into a company’s entire ecosystem for strategic partnerships, including customers, vendors, and industry competitors

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Executive Sponsors

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What Executive Sponsors Are Saying Right Now

“I assumed the role of the vision-setting person, and demanded a review of initiatives against goals. When I played that role, people became better focused,” Greg Akers, Cisco

“In my opinion, members of our community accept the message of not being valued, and this plays out in a variety of ways, including not living up to your career potential. I want to internally and externally help break that for folks,” Michael Cox, Walmart

“Given our vision to connect Latinos, and that we call ourselves Conexion, it became about connecting people, broader than the 4% of talent at Cisco who identify as Hispanic,” Guillermo Diaz, Cisco

“We have to get our leaders to understand how this is good for the business – for our associates to be engaged, for our customers to know we take this seriously – and that it’s good for the marketplace. That’s why we’re doing this,” Janis Egelberg and Sheila Murphy, MetLife

“I repeat this in every meeting, and members smile because I say it all the time: I keep pushing them to be business relevant, to move up the maturity curve,” Angel Mendez, Cisco

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Attributes of Extraordinary Executive Sponsors

Passionate storytellers

“Hunger to leave things better than you found them”

Great listeners, willing to be vulnerable

“In my first meeting, I shared that I am not familiar yet with their challenges, and asked to be taught.”

Diverse backgrounds

– Experience in different geographies and functional areas

True love of showcasing emerging talent

“I have identified a few folks who don’t show up on so many radar screens”

Motivated by energy of others

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Success Factors and Real Challenges

Knowing when to step back, when not to provide tactical support

“I had to be vigilant and push work back to the ERG leadership.”

Balance of direct oversight and letting development happen organically

– Don’t dominate the discussion

“Chapter leaders are all motivated by what they’re motivated by — we cannot be prescriptive.”

Need for more mid-career, Gen X ERG leaders

Funding challenges

Negotiating multiple value propositions

“Helping our leaders balance chapter / local needs and activities with commonality that can be achieved on the global level. Doing both well.”

Helping the group to “speak with one voice” when there is such diversity within the diversity

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Allies Are Essential

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Allies are a key ingredient

Allies are a hotbed of potential just waiting to be tapped.

We are living in a time when non-LGBT-identified public figures in media, music and business are proactively stepping forward to indicate their support of LGBT rights.

Just as LGBT employees have made great strides in creating more inclusive policies and practices at the corporate level, allies have quietly — and not so quietly —been laboring as well, bringing their influence as well as sweat equity to create organizational change.

How do we define an ally? In the LGBT community, an ally is a heterosexual who publicly declares support for and advocates on behalf of LGBT rights.

JBC recently released a white paper, Allies Come Out; you can download a copy of the paper at http://jenniferbrownconsulting.com/

An ally is any member of a ‘majority’ group who uses that position to further equality for ‘non-majority’ populations.

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Allies Are Changing the Face of Workplace Diversity and Inclusion

In 2012, JBC led a webinar to talk about our ongoing investigation of this powerful resource, as well as emerging best practices in both the corporate and academic environments

Highlight role of senior executive allies in major corporations

Take a look at where Allies can be utilized in the future of the workplace

Audience to gain a better understanding of how to identify and leverage allies, in your organization and community.

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Diverse Talent: The Alcoa Advantage

The Alcoa Advantage is created and driven by the collective talent, focus and effort of our employees working together as a high performance team, and is dependent upon a diverse, inclusive environment for success—an environment that considers new ideas, embraces change, respects the individual and fosters equal opportunity.

As part of our strategy to achieve an inclusive work environment, we currently have three company-wide employee resource groups:

African Heritage Network

Alcoa Women's Network

Employees at Alcoa for Gay, Lesbian, Bisexual and Transgender Equality (EAGLE)

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EAGLE: Active Network of LGBT and Ally Employees Mission: To create a safe and affirming work environment where all employees are

empowered to reach their full human and career potential Membership: All Alcoa employees may join EAGLE

Represents a large community: 855 self-identifying LGBT employees in U.S. workforce

Over 60% of Executive Council members are Allies

70% of EAGLE members are Allies Landmark Policy/Program Changes: Inclusive EEO, Transgender Transition Guidelines, Benefits Parity, LGBT content in training materials, LGBT-specific recruiting, Support for LGBT friendly public policy

Actions & Progress

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Talking / Training About Difference

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Welcomed, Valued, Respected and Heard

People want to feel welcomed, valued, respected and heard in their various capacities at work, but effectively and consistently connecting to clients, staff, members and colleagues can present challenges.

When stakeholders in an organization feel connected, that organization has access to the discretionary effort that can propel it forward in ways not currently accessible.

Organizational cultures improve when individuals and leaders become self-aware and develop an awareness of the similarities and differences of others.

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Welcomed

Employees feel welcomed when managers and colleagues:

Actively invite diverse perspectives

Demonstrate curiosity

– Example #1: I was asked about myself beyond my role and years at Cisco, OR As a manager, I can ensure that I get to know people first before starting a task

– Example #2: I can solicit the opinions of colleagues outside my department or line of business, to broaden the depth of understanding

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Valued

Employees feel valued when managers and colleagues:

Discuss the importance of different opinions

Solicit and respond to input

– Example #1: Others asked for my opinion and input because of my experience outside of Cisco , OR As a manager, I can make a conscious effort to understand and leverage a person’s breadth of experience, both inside and outside of Cisco

– Example #2: I received acknowledgment and recognition from my colleagues and manager on a job well done, OR I can be the one to recognize the efforts of my peers; I don’t need to wait for a manager to do it

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Respected

Employees feel respected when managers and colleagues:

Show comfort in discussing difference

Offer thoughtful and constructive feedback

– Example #1: A colleague spoke up when they observed disrespectful behavior among others and toward others

– Example #2: I can consider people’s time zones when I schedule a meeting

– Example #3: Regularly discuss interest in the impact of similarities and differences among people.

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Heard

Employees feel heard when managers and colleagues:

Actively solicit their opinions

Restate input and demonstrate an openness to clarification

– Example #1: My manager is open to hearing ideas even if they may be contrary to his or her opinion / Rather than defending a position, I can openly listen to other’s points of view

– Example #2: My colleague acknowledged that s/he heard me before replying

– Example #3: My manager follows up on perspectives and ideas and discusses their specific value and usefulness to team outcomes.

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LGBT 3-Day Training Initiative

Three-day LGBT Leadership development program designed to strengthen the leadership development and effectiveness of emerging LGBT leaders.

Develop and enrich leadership development of high-potential, emerging LGBT leaders

Provide leadership enrichment and development tools at a critical career juncture

Develop and facilitate networking and relationship building skills, critical for enhancing visibility and influence

Expose participants to overall business, culture, and senior leaders

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Manager Feedback on Participants

Seeing other LGBT leaders boosted my manager’s confidence, that she is just as important as anyone else, and that being a diverse leader, she can move in the organization and the company supports that.

He came back extremely enthused, and couldn’t say enough about how valuable it was as a leadership experience. We actually had a new team member join our team, and Tim stepped forward to mentor him without being asked. This was a remarkable transition for him, to take this step.

She was absolutely energized by the experience. My participant felt so comfortable in the room with others in the room. The experience opened her eyes to how the company she works for actually stands behind her.

From a leader perspective, it’s critical that we support the team member who attended the conference. I think it’s really easy to sit down with them when they return, for lunch, for example, and then not do anything with it.

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Participant Feedback

Brand messaging was most powerful for me; I had many conversations with my manager about how are we showing our brand. I have a contagious energy level that has rubbed off on others in my branch.

I not only shared about the program, but put myself much more ‘out there’; the response has been very positive. So many people have reached out to ask the ‘silly questions’ they’ve hesitated to ask in the past, and it has opened their eyes.

I reached out to my diversity council, and got a group together to meet with a local community ‘camp’ as a partner, and investigated what a partnership might look like between our organization and the camp. I’m proud of myself that I grabbed the bull by the horns; I would have not shown this initiative before. I was so energized that she couldn’t sleep that night.

I loved discovery of how we’ve turned skills we developed b/c of adversity (being keen observers/listeners, for example) into a positive. I have shared this widely, and it has prompted professional and personal conversations.

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Diversity Councils

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Diversity Councils

A 2011 SHRM workplace practices report indicated that just a little more than 1 in 10 organizations had staff dedicated exclusively to diversity

– 79% of the organizations had a CEO as a member of the DC

– 90% were funded

A funded DC with an CEO champion is more resourceful and credible in creating institutional inclusionary change than individual diversity officers and managers can be

CEOs are often unaware that their involvement is critical for offering the DC authority and legitimacy within the larger organization

Companies that have an integrated diversity strategy will find it easier to drive cultural change through using a wide range of councils, including:

– Executive

– Global

– Regional

Source: “How to Develop a Killer Diversity Council,” Diversity Officer Magazine, November 2011.

– Supplier

– External, and

– Business unit

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Create a Powerful Diversity Council

Here are five movers and shakers you need to onboard to create a diversity council powerhouse:

CEO or President

2-3 mid-level managers

HR officer

One employee who has expressed displeasure with D&I initiatives

Cross-section of staff from each organization unit, demographic group

Source: “How to Develop a Killer Diversity Council,” Diversity Officer Magazine, November 2011.

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Rotate that Squeaky Wheel

Getting the most resistant voice among employees at the tables is imperative for developing a credible resource group

That indiv will know you are serious about inclusion and will have legitimate critiques that add value to decision-making

The risk?

– Eventually that person will become a champion of the diversity initiative and you will need to recruit another critic!

Source: “How to Develop a Killer Diversity Council,” Diversity Officer Magazine, November 2011.

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Diversity Councils

JBC client engagements with diversity councils have included:

Strategizing with councils on Next Practice actions

Increasing the efficacy of measurement and monitoring systems

Developing specific actions to increase senior management and middle management support and involvement

Conducting research through focus groups and individual interviews to substantiate and validate approaches based on climate, opinion or engagement surveys

Providing executive coaching to senior leaders, HR or CDOs on increasing council and network group effectiveness

Conflict management interventions to resolve organization wide or specific diversity related disputes

Developing strategies to transition to a global diversity council or employee network group

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Insights into Action: One thing that became clearer for me today was….

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Next Steps