CHALLENGE YOURSELVES TO RAISE THE DIVERSITY AND INCLUSION GAME

Transcription

1 CHALLENGE YOURSELVES TO RAISE THE DIVERSITY AND INCLUSION GAME Josefine van Zanten, Former Vice President Diversity & Inclusion, Shell International; D&I Thought Leadership

2 WHAT IS DIVERSITY & INCLUSION? Diversity means all the ways we differ. It includes visible differences such as age, gender, ethnicity and physical appearance; as well as underlying differences such as thought styles, religion, sexual orientation, nationality, and education. Inclusion means a workplace where differences are valued; where everyone has the opportunity to develop skills and talents consistent with our values and business objectives. The aim is to create an organisation where people feel involved, respected, connected - where the richness of ideas, backgrounds and perspectives are harnessed to create business value.

3 HOW IS CHANGE MANAGED? Levels of Change

4 WHAT STRATEGY TO APPLY TO IMPLEMENT D&I? Global Diversity & Inclusion Framework

5 INCLUSION IS THE KEY TO CHANGE Talent Leadership Competitiveness It s about attracting, retaining and developing the best talent in the market; by creating a great place to work and having an environment that values and encourages everyone s diverse ideas and opinions. It s about a high performance culture. The best leaders make the most appropriate decisions and create space for hidden or unconscious information to surface, enhancing team decision-making and effectiveness. It s about making diversity our competitive advantage. Inclusion will enable us to increase our market and customer focus by tapping diverse ideas and talents to deliver innovative and sustainable solutions. Inclusion will also increase our productivity by improving employee engagement josefinevanzanten@gmail.com - D&I Though leadership

6 THE D&I JOURNEY CONTINUES TO SHIFT... From Internal To External Many well intended stand alone D&I initiatives Training focused message Lost business plot, internal focus Loose ownership of D&I across organization Traditional HR stakeholders Balanced global-local strategy & clear priorities Thought leadership/consulting Business enabler value add & customer oriented Functional leadership with business partnership Evolved stakeholders: License to operate requirements and Joint Venture relationship

7 WHY BOTHER CAN WE AFFORD NOT TO? Shift in workforce More women graduate from university than men Women represent the largest shift in the workforce outweighing the impact of the BRIC countries Women represent the largest untapped talent pool in most regions Companies with women in leadership positions outperform those without Shift in business models New foot print (Iraq, Kazakhstan) requires different approaches to relationships Localization becomes of talent progression steps (Qatar, Oman, Malysia, Singapore) Succession planning includes local national development plans (Asia run by Asians) Multiple stakeholders require knowledge and application of cultural insights (Qatar s Pearl project)

8 PERCEPTIONS AND HURDLES MUST BE ADDRESSED TO DRIVE CHANGE From Old leadership mental models HR and systems barriers Flexible work theory In-out group social dominance behaviors Spill over effect rooted and driving talent decisions To Role modeling and successes of underrepresented leaders Embedding of D&I into key HR Processes Flexible work culture Inclusive working environment in and out of company Taking appropriate risk with underrepresented talent

9 EXAMPLE OF A D&I JOURNEY (SHELL) Stage 1 Awareness Building the foundation for action Stage 2 Hardwiring Establishing the infrastructure Stage 3 Ownership Reinforcing Accountability Integration Mainstreaming Stage 4 Leading Edge Achieving breakthrough behaviours and performance Case for action Vision Aspirations and targets Communications Leadership expectations Learning / education Resources and tools D&I Standard and assurance Accountability for actions/ results Integrating and mainstreaming into core business and people processes Driving behavioural change Culture change Recognized (internally and externally) as a leader in D&I Link to consumer / supplier programmes Connecting to the Brand Partnerships with external stakeholders

10 MINDFULLY MOVING THE D&I JOURNEY FORWARD The journey is more rewarding than the destination

11 MINDFULLY MOVING THE D&I JOURNEY FORWARD However, if you don t know your target you will never hit it!

12 SUPPORTIVE ENVIRONMENT Strategic Objectives Increase visibility and accountability beyond HR systems and processes Raise the game on Inclusion Resources and Actions Line leaders to individually champion D&I LT s to collectively champion D&I (use championing material as a start) Build increased and visible accountability and responsibility of D&I success in line leader s GPAs Link behavioral imperatives and D&I s role in business strategies Deliver Talentnet Disability project recommendations Review & take action to address business SPS DII report (including demographic sub-group analysis) HRiB/HRiC clarity on roles in Inclusion: Refer to D&I operating model clarification document Resources on D&I website: Inclusion Tools DII Facilitation Guide Free to Speak my Mind Facilitation Guide

13 Example from Shell s Downstream business For 6 years progress in Russia was slow Only 8 stations opened in 6 years Expat team managed remotely Breakthrough 5 years ago: Bulgarian female leader Selected an all Russian team Placed locally Results more than doubled with 8 stations in 2 years Did a local team make a difference in market penetration and market share?