CASE STUDIES: Strategic Leadership Development Planning
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2 Round I REVITALIZING Structure/Organiza;on Track B: ERG Program Managers: CASE STUDIES: Strategic Leadership Development Planning FACILITATOR: Pamela Palanque- North / Palanque Associates PRESENTERS: Michael Murphy & Betsy Silva / Boehringer Ingelheim Kevin Price / Ingersoll Rand Prabhu Sivakumar / ESPN
3 Round I Track B: CASE STUDIES: Strategic Leadership Development Planning Michael Murphy Associate Director, Learning Leadership Betsy Silva Director of Diversity, Inclusion & Engagement Boehringer Ingelheim
4 BI s BRG Leadership Development Lab NALC June 17 &18, 2015 Betsy Silva and Michael Murphy Copyright 2015 Boehringer Ingelheim Pharmaceu;cals, Inc. All Rights Reserved.
5 BRG Leadership Development Lab: Why, What, How, When, Who Why a leadership curricula specifically for BRG leaders? What need is this fulfilling? What does BI gain from this initiative? Company, BRGs, Individuals How is the lab designed and measured? Alignment to BI s Priorities and Strategic Competencies Fit with Leadership Model 3 Component Structure Program Measures When is content delivered? Program Timeline Who is participating? Nomination Process Copyright 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
6 Why a BRG Leadership Lab What does BI gain? The BRG LDI provides Business Resource Group leaders with a customized professional learning track (offering) that fosters and develops those specific skills and attributes that result in successful leadership of Business Resource Groups. Position BI for BI industry recognition as best in class company Promote and strengthen engagement, recruitment and retention Support the success of professional trade organizations, and patient advocacy groups Copyright 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved. BRG Provide BRG leaders with the resources, skills, competencies, and strategies to successfully carry out their role Individual Incent and motivate individuals to lead the organizations BRG s Position informal leaders for future formal leadership opportunities
7 How LDI aligns to BI s Strategic Leadership Competencies Set Direction Lead People Communicate a vision to positively impact the business. Develop the necessary talent to achieve business goals and objectives. Copyright 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved. Lead & Manage Change Lead Innovation Deliver Results Effectively span boundaries and navigate organizational complexities to catalyze change and equip others to enact change. Push the organization to encourage, accept and reward risktaking and innovative solutions for the business. Optimize resources to set and achieve organizational goals.
8 Where does the program fit within BI s Leader Development Framework 4 Hot Topics In Leadership High Po 3 MPS Elective Topics ACCELERATION On Going 2 Experienced 1 New/ Aspiring (Nomination Only) M@BI Elective Topics Managing@BI Core Management Professional Series Core Harvard Manage Mentor BRG: Leader Development Initiative (Nomination Only) Foundational Level Copyright 2015 Boehringer Ingelheim Bachelor Pharmaceuticals, Inc. All Rights Reserved. Expert Level Master Continuing Ed+ Hi-Po Program
9 How is the program designed? BRG Leadership Modular Framework I. Become Self-Aware Focus: Personnel Inventory & Leadership Style Proposed Tools: Strength Finders MBTI Change Style Indicator Emotional Intelligence D&I Self Awareness Delivered by: Internal Resources Develop Awareness Copyright 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved. II Lead Others & Self Courseware Focus: Build Skills and Competence in Branding, Communication, Influence, Negotiation, Delegation, Team Building Proposed Tools: MindTools, Corporate Executive Board, Center Talent Innovation, HBA, DiversityInc, VisionSpring Learning Loop, Ted Talks, virtual webinars Delivered by: Uses and leverages existing programs and memberships Build Skills III. Coach for Results Focus: Support OnGoing Skill Attainment Proposed Tools: 1:1 and Group Coaching Delivered by: Internal Resources, ODIE and Alumni BRG Chairs Support Success
10 At a Glance BRG Leadership Development Pilot 2015 Key Dates Feb Apr Mar 2 Close Nominations 5- LD & ODIE Agree on Participants 13 - ODIE to send Welcome Packet ( ) to Cohort 20 Cohort Program Informational Session 31 Participants to complete self-assessments 4 Announce program and timeline to BRG & FSDIAC 10 - Open program for BRG Leadership to nominate one representative from their group Phase I Becoming Self Aware 10 & 28 - Interactive Virtual Workshops to Debrief Self-Assessment and Inform Individual Development Plan 30 Complete Preliminary Development Plan Star t End July May 15 Finalize Individualized Development Plan 20 - Live Instructor led Webinar June 1-30 Self paced Learning Phase II Lead Others & Self Copyright 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved Self paced Learning & meet with program coach 23 Live Instructor Led Webinar Sept Aug 1-30 Self paced Learning 18 & 19 Interactive Group Coaching Session 1-30 Self paced Learning 1-14 Participant meets w immediate supervisor 15 Cohort Celebrates the Journey 30 LD & ODIE agree on path forward Phase III - Coach for Results
11 How is the program measured? Proposed Semi-Annual and Annual Metrics Program Stats Business Impacts Enrollment Completions Participant Satisfaction Program Cost Copyright 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved. Effectiveness, Evidence of Global Leadership Competencies (participant and immediate supervisor feedback BRG leaders awareness of leadership styles, and their own self development Development Plan Volume & Quality BRG Leadership Pool BRG Membership Engagement Career Movement Turnover Time to fill, i.e. BRG Leadership Roles
12 Participant Nomination Process Manager Approval Development Plan Alignment BRG Nomination Participant 2015 Cohort of 11 Participants Copyright 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
13 Content Answered: 8 Skipped: 0 Copyright 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
14 Overall Answered: 8 Skipped: 0 Although I feel the pace Feel grateful for the opportunity to be accommodated individuals' workday, exposed to this information. I would have liked more time to further analyze and digest the Copyright 2015 Boehringer Ingelheim meaning of the MBTI and Country Pharmaceuticals, Inc. All Rights Reserved. Navigator results
15 Round I Track B: CASE STUDIES: Strategic Leadership Development Planning Kevin Price Manager, Global Diversity & Inclusion Ingersoll Rand
16 Implemen/ng Business Alignment & Structure for ERGs Kevin E Price Manager; Global Diversity & Inclusion Ingersoll- Rand; Davidson NC
17 Ingersoll- Rand Diversified Manufacturing Family of Brands Trane Thermo King Club Car Ingersoll Rand 41,000+ employees D&I Journey of 4 years
18 Employee Resource Groups First ERG Launched in Current ERGS Asian Employee Resource Group Black Employee Network Group of La;nos NewNet* PRIDE Veterans Employee Resource Group Women s Employee Network* * Indicates Global ERG
19 Business Case Background Non- Standard Steering Commiaees Isolated Not Aligned Some viewed as Social groups Members were seeking more Opportunity Standardize, Align & Perform
20 Current State Standardize Steering Commiaees Established Rota;on Cadence for Leadership Roles Annual Ac;on Plan Objec;ves Align Cross Collabora;on Business Objec;ves Quarterly Business Reviews- QBR Annual ERG Summit Perform Meaningful Events Professional Development More eventual autonomy
21 Example: ERG Budget Tracker
22 Results Feedback from Groups Posi;ve Empowering & Welcomed Feedback from Execu;ve Sponsors Professional & Business Like Con;nuous Improvement Culture Ways to improve Eventually graduate to BRGs
23 Take Aways & Sugges/ons Structure & Alignment reflec;ve of the business. Get the pulse of the members. Standard work is good. Remember this is great development for you too!
24 Contact Informa/on Kevin E Price KevinPrice@irco.com
25 Round I Track B: CASE STUDIES: Strategic Leadership Development Planning Jackson L. Davis Director Diversity, Inclusion & Wellness ESPN
26 Round I Track B: CASE STUDIES: Strategic Leadership Development Planning Prabhu Sivakumar Director Global AD Sales Strategy & Product Management ABLE- - Asian Business Leaders of ESPN ESPN
27 Where were we? Very good at organizing events Very good in spreading Asian Cultural awareness amongst employees
28 What was missing? Member engagement outside cultural events Member development Are we adding business value?
29 What did we do? Business Plan for ERG- Three parts Workforce Objec;ves Workplace Objec;ves Marketplace Objec;ves
30 Add business value through ERG Panel discussions Jeremy Lin, Cricket World Cup Spread Asian sports awareness Demo games Show and Tell Help create Asian sports content
31 Improving Member Engagement Invite Asian on- air talent in membership mee;ngs Hear their stories and how they overcome roadblocks
32 Improving Member Development Leadership training programs ASCEND Breaking the Bamboo Ceiling Invite senior leadership to discuss the training programs with members.
33 Results ERG membership at all ;me high(# 20%) Increase in membership engagement Company recognizing business value of ERG
34
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