How to start a Equity, Diversity, and Inclusion (EDI) Program in your Organization?

(1)

How to start a Equity, Diversity, and Inclusion (EDI) Program in your Organization?

Donna Burns, Global Head of HR, Quintet

&

Elke Thamm, Global Head of Personal Development, Bühler

(2)

2 TITLE | DATE

Session Objectives

▪ Share insights and experiences on how successful ED&I Programs were implemented in other organizations and how they have grown

▪ Share our thoughts; some tools we have used in different organizations throughout our careers

▪ You will depart with toolkit ideas, which you can use to

build your own ED&I Program

(3)

Check in

▪ Let’s use Menti

(4)

4 TITLE | DATE

Check in (Menti Meter Questions)

1. How are you feeling in one word?

2. Where is your organization when it comes to ED&I?

A. Worldclass Inclusive Culture B. Leader – Owned

C. Programmatic

D. Compliance Focussed

(5)

Check in (Menti Meter Questions)

3. Who has responsibility for ED&I in your organisation?

Legal HR

Finance

CEO’s office Executive Committee

Company Network

(6)

6 TITLE | DATE

Why Equity, Diversity & Inclusion?

Better Financial Performance

Better Business Performance and Reputation Better Customer Connections & Market Share Better & Broader Talent

Better Innovation

‘By making things better for the non dominant groups in your organization, you will make it better for the entire organization,

stimulating higher overall performance’

E, D & I makes business sense!

(7)

What companies and forums say …..

▪ World Economic Forum reported it will take 3-4 generations before we have real diversity and equality.

▪ Gender Pay Gap is actually worse in the FTSE All-Share than the national average - and too little is happening to close it..

▪ A recent McKinsey survey in 2020 better gender diversity on leadership teams (first-quartile ranked firms) had a 55% chance of delivering above median EBIT compared to bottom-quartile firms (44%).

▪ Women on Boards reported that in the 261 FTSE All-Share firms below the FTSE 350:

▪ under 50% have met the target for 33% women on boards

▪ more than 50% have an all-male executive leadership team

▪ just 16% have any ethnic diversity on their boards

▪ and 37% have one or no female board members

(8)

8 TITLE | DATE

What companies and forums say …..

According to a report of Equileap in Dec 2020:

▪

31% of organizations don’t have any anti-harassment policies in place

▪

6% of S&P 500 companies have a woman CEO

▪

40 CEOs named Michael or James and only 31 women CEOs

▪

Chairs of the board named John outnumber Women Chairs by 23 : 21

(9)

We don’t see the world as it is…

…we see it as we are

(10)

10 TITLE | DATE

EDI ‘From – To’

Reference: ‘The Difference’ by Scott Page, 2007

We need these … Yet, often start with this …

(11)

To build your ED&I Strategy you need to know your…

Why?

What?

How?

When?

(12)

12 TITLE | DATE

Building a ED&I Strategy Why?

▪ Business Strategy

▪ Social conscience

▪ Future proof against change

▪ Stakeholders (regulators, government)

▪ Brand for attracting talent

▪ Culture & environment to retain talent

▪ Clients demographic & expectations

Commercial must, not ‘nice-to-have’

(13)

Building a EDI Strategy

What? Problem are we trying to solve?

• Focus Groups; Informal Feedback

Dialogue

• Engagement Surveys D&I Questions;

diagnostics on different demographic

Surveys

• Company demographics; industry benchmarks

Data

Create the

business

case

(14)

14 TITLE | DATE

Model 1: Building a EDI Strategy – ABCD Model

A

D C

B

How will we make this happen?

What do we do to get there

Where do we want to be (To) ? Where are we now (From)?

Text Text Text Text Text Text Text Text Text Text

When ? Now!

Networks Footprint

Local vs global

Stake holders

PDP Data /

tracking Policy

(15)

Model 1: ABCD Model - From ….. To …..

Telling our story Closing The Deal Beginning the

Journey

Sustaining Engagement

Investing in Development Networking &

Outreach

….From To ….

▪ Gender focus?

▪ High awareness

& intent + many initiatives (reality slow progress)

▪ Execution focus – hire talent asap

▪ We not me

▪ Commercial challenge

▪ No ROI tracking

▪ Siloed depts

▪ Default to existing relationships

▪ Pull vs push

▪ Make it hard for candidates

▪ Inconsistency

▪ Competing for the same talent

▪ Differentiation

▪ EVP ambassadors

▪ Resource constrained

▪ Take too long

▪ Reactive vs.

proactive

▪ Risk averse &

inconsistent

▪ Hiring is focus and nothing else

▪ Inconsistent (missing onboarding, development, long extra hurdles

▪ Missing cohesive approach

▪ No diversity retention strategy

▪ Fragmented

▪ Survey driven

▪ GTP alumni network

▪ Reactive policies

▪ Affinity network events focus on connections / mobility

▪ Promote more – framework, incentive , talent, succession

▪ Equality & Inclusion are part of the DNA

& Culture

▪ Leaders and managers know and can articulate the DE&I strategy and their role in achieving it

▪ Employees know out EVP, the overall strategy and progress against it

▪ Market sees and knows XX as ant employer for them

▪ Talent is attracted to and seeks out our company

▪ Talent in known tracked, and shared across the

companies relevant opportunities

▪ Proactive relationship with external partners – far reaching

▪ Leverage our internal networks to help represent us externally

▪ The offer process is swift, consistent, competitive and responsive to war for talent

▪ Employees from all backgrounds feel a sense of belonging

▪ Employees are successfully connected to others in the organisation

▪ All leaders and managers have tool and acumen to lead and manage inclusively

▪ Regularly and actively listen, and respond

▪ Employees know the tolls and resources available

▪ Career mobility is supported, consistent and evidenced

▪ Policies and benefits are

▪ Employee networks are leveraged

▪ Senior diverse talent is monitored, and receives robust development

▪ Career mobility is supported, consistent and evidenced

Being Accountable for Success

▪ ExCo availability doesn’t trick down

▪ Risk aversion

‘stops’ data sharing

▪ Retention challenges:

patience, unclear pathways

▪ Local nuance vs global projects

▪ Strong D representation &

employee engagement

▪ ExCo -1/2 leaders are accountable, know their goal and are reviewed

▪ ExCo-1 leaders push DE&I goals down, review, discuss progress

▪ Achievement vs DEI goals is taken into consideration during YE processes

(16)

16 TITLE | DATE

Model 2: Global Strategic Framework – Local Adoption & Execution

Global Strategy:

• D&I is business priority

• 5 clear focus areas

• Transforming social norms and behaviours

• Local execution to ensure efforts focused on what makes biggest difference locally

First regions:

• Local priorities which themes

• Projects, experiments, pilots

• Feedback learnings and

“products” to global framework

• Local governance, resourcing and funding

Remaining regions (worldwide):

• Local Priorities which themes

• Less of projects &

experiments

• More of Best Practice

• Local governance, resourcing and funding

(17)

Building a EDI Strategy

How?

▪ Business sponsorship – NOT HR driven

▪ Get people talking, dialogue, conversations – a speak up culture is hard to create but essential

▪ Map your stakeholders & treasure your allies

▪ Double click on a few priorities

▪ Set goals that matter to the business – allow for regional flexibility

▪ Track and measure progress, and report out candidly

Top have to lead …

Level I

Awareness &

Commitment

Level II

Action plan &

KPI’s

Level III

Persistence &

Patience

(18)

18 TITLE | DATE

Tone from the Top – Business needs to Lead

Bühler ’s CEO Stefan Scheiber on International Women’s Day 2021 as

part of the Advance Choose to Challenge Campaign

(19)

Defining your EDI plan – one change &

stakeholder at a time

Difficulty of Implementation Impact

High

Quick wins Long-term business gains

Allies/ Champions Blockers

Low

Commitment Influence

The 4 critical DEI change drivers

Leadership message &

example

Communication &

engagement

Education, training &

coaching

Measurement – hard & soft

(20)

20 TITLE | DATE

Building a EDI Strategy When?

▪ Start small, think big, move fast

▪ Gather data, discuss feedback – ensure vision is aspirational

▪ Review impact of priorities, change and adjust

▪ Celebrate successes

▪ It’s a marathon, not a sprint

Now !

(21)

Culture change doesn’t happen over night…

• It’s a journey that will take time and require a visible and

measurable initiative.

• Expect different levels of cultural maturity and acceptance,

starting points and speeds of progression.

• It’s a process of transforming the culture - taking every person, in every location from “talking”

about being diverse and inclusive to “really living” it.

• Transparent communication and metrics are essential to have traction and impact

Planning Diversity, Equity

& Inclusion

Becoming Diverse, Equitable and

Inclusive

Being Diverse, Equitable and

Inclusive

Transformation Process

Communication and Increased Awareness Metrics and Transparency

(22)

22 TITLE | DATE

Break Out Group

▪ Introduce yourselves – networking – get to know the people in your group

▪ Where is your organization currently in regard to EDI?

▪ What is in your EDI toolbox? What strategies have you tried that worked? What didn’t work and why?

▪ What do you think makes a EDI Strategy successful?

(23)

Check out (Menti Meter)

▪ What will you do differently when you are back in the

office tomorrow?

(24)

24 TITLE | DATE

Pitfalls - Things to avoid

▪ Everyone knows how to fix this problem; few fails to show real progress …… know what you are trying to solve

!

▪ Too many initiatives, makes people feel good – but no real change / movement

▪ It’s not a short-term fix – requires a long-term strategy

▪ Business driven not HR – has commercial edge & must be visible ownership from Top Mgmt

▪ No one size fits all – identify a model that works for your company

▪ Not addressing bad behavior

(25)

Building a EDI Strategy – In Summary

Why?

Commercial must, not

‘nice-to-have’

▪ Business Strategy

▪ Social conscience

▪ Future proof against change

▪ Stakeholders (regulators, government)

▪ Brand for attracting talent

▪ Culture & environment to retain talent

▪ Clients demographic &

expectations

What?

What are you trying to solve?

▪ Right priorities – trying to fix everything will fail

▪ Involve people – assumptions formed from one group are unlikely to work for everyone

▪ Leverage networks;

people want to help

▪ Keep training! it is a dynamic and changing topic

How?

Top have to lead

▪ Business sponsor – leadership – part of companies' strategy