Creating a Sustainable Inclusion & Diversity Strategy SHRM Atlanta Conference March 2012

Transcription

1 Creating a Sustainable Inclusion & Diversity Strategy SHRM Atlanta Conference March Stacè Millender Global Inclusion & Diversity Leader Cisco Systems

2 Cisco Overview Founded in 1984 Employs 70,714 people Offices in 92 countries More than 372 locations World leader in networking for the internet $10.8 billion in revenue Changing the way we work, live, play and learn.

3 Diversity Is Not Just What We See Physical Ability Gender Heritage Race Language Age Religion Recognize, and Value the Differences that Make Each Person Unique Value System Dress Thought Processes Family Status Education Talents Skills

4 Diversity is simply the collective mix of who we are as individuals. Inclusion is how we come together. Inclusion is the end game. I&D is: A Business Imperative and can be. A Powerful Differentiator

5 The Impact of an Inclusive Culture Leadership Diverse Talent Innovation Inclusion Productivity Engagement

6 Meeting the Challenges Reach 4 generations in the workplace Include Employees, customers and partners located all around the globe Build Most teams are not located in the same office Connect Need to foster sense of connectedness

7 Our Approach: Technology Use the network as the platform to promote and unite all elements of diversity. Use our collaboration technology to build Cisco s inclusive environment and culture. Use Technology and Collaboration to Develop and Engage Employees in the Global Workplace

8 Through leadership in I&D, enhance Cisco s brand value Deploy targeted development and progression programs to advance diverse communities Drive accountability through; Stakeholder Reviews, process integration, and engaging the majority to focus on continuous improvement Diversity Marketing and Business Development through inclusion and diversity Ensure every level reflects the diversity of the global marketplace and leverages the value of diverse perspectives

9 Use Technology to Build a Culture of Inclusion Unite Generations & Cultures Technology brings people together and removes geographical barriers Greater Reach of I&D Message Provides access to information that used to be available to a few Low Cost, High Impact Reduces program execution costs

10 Technology Can Help With. Talent Selection Education Development Recognition

11 Employees from around the globe can gather virtually to Discuss Best Practices and the impact of inclusion & diversity initiatives Engage In interactive discussions with each other and senior leaders Focus On development : Creating working relationships across generations & cultures Participating in targeted development programs

12 Building Inclusion Using New Technologies Cisco Blog I&D App Cisco Inclusion & Diversity Resource Center

13 Application developed with Aperian Global (GlobeSmart) to give users quick snapshot of how their communications and work styles compare with over 30 cultures; for Apple devices. Download it for

14 ERGs as I&D Strategy

15 Employee Resource Groups (ERGs) An excellent support system to foster awareness, respect, collaboration, and inclusion. Offer employees community, camaraderie, and connections to the organization, providing a sense of belonging. Introduce employees to the organizational culture. Help build and maintain employee engagement and satisfaction.

16 Over 51 Employee Resource Groups in 23 Countries Cisco Asian Affinity Network (CAAN) Cisco Black Employee Network (CBEN) Cisco Early in Career Network (ECN) Conexion, the Cisco Latino Network Gay, Lesbian, Bisexual, Transgender (GLBT) & Advocates Network. Indians Connected (icon) Experienced Influencers Middle East Inclusion and Diversity Network (MEDI) Cisco Disabilities Awareness Network (CDAN) Veterans Enablement and Troop Support (VETS) Women in Technology Action Network (CWTN) Connected Women s Network (CW)

17 Employee Resource Group Focus Areas

18 Trends Driving Continued and Measured ERG Progression Business Engagement Mobility Technology Globalization Diverse thought Acceleration needs Empowered employees Leader readiness Consumer knowledge New and emerging markets and adjacencies Career development/diverse pipeline Reduction of physical workplace networks Professional communities Retention of diverse thought Innovation Employee mobility/flexibility Reduction physical of workplace networks Diverse market credibility Work anywhere, anytime Virtualization Collaboration Modeling technology Innovation

19 Cisco s Progression Model: Indicates ERG progression along a continuum of maturity; measures degree to which ERGs are integrated into the business

20 Employee Resource Groups Progression Model Foundational Elements Structure and Governance Leadership Focus Areas Technology Structure and Governance: Co-located leadership team, single chapter Co-located leadership team, regionally dispersed chapters (within Theater) Regionally dispersed leadership team, multiple regionally dispersed chapters Globally dispersed leadership team, global chapters / regional virtual chapters Globally dispersed leadership team, regional governing entities, global physical and virtual chapters Leadership: Focus Areas: Grass roots participation Professional development activities Engagement formalized Professional development strategy and recruiting activities Talent identified Professional development strategy, recruiting integration, internal business partnerships Talent leveraged Professional development strategy, recruiting integration, internal/external business partnerships Talent strategically positioned Strategic professional development, segmented recruiting, business development aligned to Cisco priorities Technology: Establish presence Enrich content Foundational - 1 Formalized - 2 Engage Influencers Operationalized - 3 Establish partnerships Showcase & model Cisco solutions Integrated - 4 Dynamic - 5

21 Development Programs ERG Development Programs Targeted Development Programs - Pacific-Rim Asian Talent Development Program - Inclusive Advocacy Program

22 Development through Employee Resource Groups Cisco provides many different kinds of opportunities for employee development, both internally and externally. Each employee resource group (ERG) conducts ongoing development Activities : Webinars and panel discussions on leadership, networking, and building relationships, and sessions with leading experts and authors. Employees are also encouraged to utilize the research and resources from sponsored organizations: Catalyst, Center for Work Life Policy, Anita Borg Institute for Women and Technology, Diversity Best Practices, Working Mother, and DiversityInc. Presentation_ID 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 22

23 Targeted Development Programs The Pacific-Rim Asian Talent Development Pilot Program: A joint effort between Global Inclusion & Diversity and the CAAN ERG. Goal: Develop a select group of high performing, high-potential, Pacific Rim Asian employees (Directors and Senior Managers). Program focused on three key executive skills: 1. Relationship building 2. Influencing 3. Executive Presence. Major objectives: 1. Demonstrate Cisco s commitment to developing diverse talent, especially Pacific-Rim Asians, who are underrepresented in senior management ranks. 2. Develop a robust internal Pac-Rim Asian high-potential talent pipeline 3. Raise visibility and exposure of Pac-Rim talent. 4. Create stronger relationships and a network among Pac-Rim leaders to strengthen the community, increase engagement, and foster advancement. 5. Build a more diverse leadership team Presentation_ID 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 23

24 Targeted Development Programs The Inclusive Advocacy Program (IAP): Mentorship vs Inclusive Advocacy Mentorship = an experienced leader imparting his/her knowledge, expertise, and professional experiences to another individual, often more junior to aid in their development. Inclusive Advocacy = an experienced and senior leader taking a personal interest in actively shepherding, coaching, networking, and promoting another leader s career - facilitating their visibility, growth and advancement. Presentation_ID 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 24

25 Targeted Development Programs The Inclusive Advocacy Program (IAP): Goal: Increase opportunities for globally diverse, high-potential employees to advance to senior-level positions. Transformational next step beyond traditional mentoring and coaching. Deliberate matching and pairing diverse high-potential employees (Talent) with influential Cisco leaders (Advocates). Create close working relationships, to increase the employee s visibility and exposure, and help to accelerate their growth, recognition, and career opportunities. Leverages Cisco s collaboration technology, including WebEx and TelePresence, to create enhanced engagement opportunities. Facilitates the development of advocacy relationships with senior executives outside of the employee s existing work function, network, and geography. Addresses the challenge of helping high-potential diverse employees in mid-level managerial roles expand their networks, navigate, and advance their careers without being limited by their current roles and locations. Presentation_ID 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 25

26 Drive Accountability and Measure Progress

27 Creating Accountability from the Top-Down

28 Creating Accountability

29 Pulse Survey Inclusion Index 1. My team has a climate in which diverse perspectives are valued. 2. At Cisco, employees can voice their opinions without fear of retribution. 3. At Cisco, people are rewarded according to their job performance and accomplishments. 4. At Cisco, employees are treated with respect, regardless of their job or level. 5. I know how to address disrespectful and/or intolerant behavior. 6. I can succeed at Cisco without sacrificing aspects of my personality or culture. 7. My manager ensures fair treatment for everyone on my team. 8. Senior leadership emphasizes the value of a diverse workforce.*

30 Accountability Drive accountability through: Business Stakeholder Reviews, process integration, and communications that engage the majority to focus on continuous improvement.

31 Cisco I&D Business Stakeholder Review Elements 1. Basics a. Face -to-face Meetings b. Attorney-client privilege 2. Participants a. SVP b. HR Lead c. Legal 3. Metrics and trends, 4-5 Yr 4. Outcome a. Action plan, including: 1. Hiring: aspiration levels 2. Inclusion/Retention: portfolio items applied

32 Intro: Pulse Inclusion Index Begun in 2009 Detect I&D score gaps: gender, ethnicity Pulse Inclusion Diversity Action Plan The opportunity Target areas of greatest concern, greatest opportunity (vs traditional shotgun approach) The responsibility Address inequities where they appear to exist = Evidence of I&D imperative, re: Exec support Plan: Flag managers with large gaps Consultative role for I&D Leads Centralized reporting on progress to narrow gaps

33 For More Information Inclusion & Diversity

34 CHIEF EXECUTIVE culture Accountability

35 Thank You