Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide Strategy -  Augustin Melendez, Eastman Kodak Company
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Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide Strategy - Augustin Melendez, Eastman Kodak Company

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Augustin Melendez - Eastman Kodak Company, Speaker at the marcus evans HR Summit Fall 2011, delivers his presentation on Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide ...

Augustin Melendez - Eastman Kodak Company, Speaker at the marcus evans HR Summit Fall 2011, delivers his presentation on Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide Strategy

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Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide Strategy -  Augustin Melendez, Eastman Kodak Company Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide Strategy - Augustin Melendez, Eastman Kodak Company Presentation Transcript

  • HR Summit Oct. 17-18, 2011 Augustin MelendezChief Diversity & Community Affairs Officer Vice President Eastman Kodak Company
  • Today‟s topics:Kodak – Our Journey of Innovation and Change Management experienceTransformation as an Enabler of DiversityEmployee Engagement‟s role in Diversity & Inclusion in our global organization Your Questions and Answers 2
  • Transformation 1880-2002: Kodak is the world‟s leader in imaging (sensitized materials: films, paper, cameras, graphics products) 2003: Kodak begins “seminal transformation” from film/chemistry business to digital imaging and printing - four-year business transformation At the core: 10,000+ patents: digital imaging, nanotechnology, inkjet, electrophotography, microprinting, thin-film technologies 3 View slide
  • Kodak People  1980s: Kodak had 120,000 employees globally, 60,000 in U.S.  Today: ~18,000 employees globally, ~8,000 in U.S. Non-U.S. U.S. Employees Employees 49% 51% 4 View slide
  • A Look at Kodak‟s Milestones Digital Imaging 1st Digital Camera Affordable Ink Revolutionary Inkjet Imaging Document Management Color! Easy-loading Photography Roll Film X-ray Printing Affordability 5
  • Today: Unleashing the Power of Intelligent ImagingKodak products touch about 40% of the worldscommercially printed pages. About 45 million pictures are captured daily with Kodak digital cameras or film.More than 100,000 Kodak kiosk order stationsare in stores worldwide. KODAK Gallery has 75 million members; manages more than five billion images.Over the history of the Academy Awards, the majority ofOscar-winning movies have been made on Kodak film. 6
  • Our Portfolio: 2010 Revenue = $7.2 Billion Graphic Consumer Film, Communications Digital Photofinishing & Entertainment Digital Printing Solutions Inkjet Systems Entertainment Imaging Inkjet Printing SolutionsElectrophotographic Printing Solutions Digital Capture Traditional Photofinishing and Accessories Prepress Solutions Industrial Materials Offset Solutions Retail Systems Solutions Packaging Solutions Film Capture Kodak Gallery Business Solutions and Services Document Imaging Unified Workflow Solutions Kodak Services for Business 7
  • Our Strategy Leverage our competitive advantage at the intersection of materials science and digital imaging science Large markets in need of transformation offer great growth opportunities for Kodak Higher margins are driven by expanding A Profitable and Sustainable consumables and services Digital Company Our strength comes from our unmatched combination of IP, deposition processes, image quality, and brand relevance 8
  • Our Opportunity: Large MarketsExtending into new addressable markets and increasing market shareEnterprise IT Enterprise Branded Goods Printing & Packaging Document Mgmt $237B $75BSmallBusiness Consumer & Commercial Consumer graphics products &Markets integrated solutions Digital Commercial Imaging ~$110B $290B $280B (addressed market) Publishing $155B Publishing $155BConsumer Printing and EnterpriseSelf-Publishing Marketing Spend 9
  • Employee Engagement at KodakThe Context of Employee Engagement SAY STAY STRIVESpeak positively about the Have an intense desire Exert extra effort and beorganization to co-workers, to be a member of dedicated to doing the Potential employees and the organization very best job possible customers to contribute to the organization’s business success Creating an intense desire for employees to actively take part in the successful ventures of an organization. 10
  • Engagement MattersActively Engaged employees work with passion and feel aprofound connection to their company. They drive innovation,move the organization forward and ultimately improve companyperformance.Non-Engaged employees are essentially „checked out‟.They‟re on auto-pilot, going through the motions through theirworkday, putting time – but not energy or passion – into their work.Actively Disengaged employees aren‟t just unhappy at work;they‟re busy acting out their unhappiness. Every day, theseworkers‟ attitudes undermine what their engaged coworkersaccomplish.Source: http://gmj.gallup.com 11From: MYKodak – Engaged, Non-Engaged Toolkit
  • How leaders can engage employees’ heads, hearts, and hands:The Ten C’s of Employee Engagement1. Connect: show that employees are valued2. Career: provide challenging and meaningful work3. Clarity: communicate a clear vision4. Convey: clarify expectations and provide feedback5. Congratulate: give recognition6. Contribute: help people see and feel how they are contributing7. Control: create opportunities for employees to exercise control8. Collaborate: be a team builder; create an environment that fosters trust and collaboration9. Credibility: demonstrate high ethical standards10. Confidence: be an exemplar of high ethical and performance standardsSource: http://www.thepracticeofleadership.net 12
  • What‟s missing? CULTURE 13
  • Global Diversity…the degree and depth of richness represented bythe populations of people along multipledimensions supporting Kodak, andGlobal Inclusion…the effective engaging and leveraging thoseindividuals to impact the business. 14
  • Our Values Respect for the dignity of the individual Trust Credibility Integrity Continuous improvement and personal renewal Recognition and celebration 15
  • Cultural Variables 1. Environment 10. Thinking control/harmony/ deductive/inductive constraints linear/systematic 2. Time Single- focus/ multi -focus fixed/fluid past/present/future 9. Structure order/flexibility 3. Action being/doing Cultural Orientations 8. Competitiveness 4. Communication high/low competitive/cooperative direct/indirect expressive/instrumental formal/informal 7. Individualization 5. Space private/public individualism/collectivism universalism/ particularism 6. Power hierarchy/ equality -3-547-2118Source: Brake & Walker,Doing Business Internationally 16
  • How do we define diversity and inclusion? Diversity: acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, and spiritual practice. Everyone counts! Inclusion: An inclusive environment in which we leverage diversity to achieve company business objectives and maximize the potential of individuals and the organization. If we do this right, we:  Fully engage energies of Kodaks employees  Meet competitive challenges in the marketplace 17
  • “When we gather people with diverse backgrounds,we invite different viewpoints and ideas. This triggerscreativity, innovation and growth – all essential for Kodak’ssuccess in the 21st century.” -- Kodak CEO Antonio M. Perez Antonio’s Four Strategic Corporate Policy Priorities:  Grow Digital Growth Initiatives  Positive Cash Generation Before Restructuring  Customer Centricity  Employee Engagement, Diversity and InclusionHow we get there:Starts and Ends with Leadership • Sets the tone and expectation for Excellence • Models diversity and inclusion from top to bottom • Effective Leadership critical during lean economic times 18
  • Global D&I Priorities Business D&I Outcome: Outcome: Metrics MyKodak Globally Inclusive Inclusive Work Growth & Survey; Culture/Workplace Environment Innovation Employee Touch Points Diverse Markets Inclusive Customer Market-share Marketplace Satisfaction ROI Knowledge & Skill Best Talent; High Achieving ACP; Development for Engaged Workforce Performance Training Metrics Global Inclusion Global Diverse Diverse hiring; population Cross-cultural Workforce Retention; reflects Workforce reflects Representation appropriate Demographics Marketplace 19
  • 1. Managing diversity for a global organization: 10,000-foot view Inclusion and diversity strategy aren‟t always translated globally. Different regions have different needs. We need the best thinking, insights that a diverse workforce provides. We need to understand, recognize and respect the perspectives and customs of our customers and partners throughout the world. As we grow in global markets, we all are accountable for treating each other – our customers, our business allies, and our community partners – with dignity, fairness, and respect. Managing diversity is more than acknowledging differences in people. We also must recognize the value of their differences, combat discrimination, and promote inclusiveness. 20
  • 2. Managing diversity: 1,000-foot view As Kodak changed and grew smaller, refined our Global Diversity & Inclusion focus to reflect the company‟s changes – but kept focus on inclusion and engagement. Developed global inclusion strategy, messaging and training tools that are integrated with HR engagement structure. Global Diversity & Inclusion Council – 2011 Jean Lewis - regional APR global inclusion manager based in Mumbai, India 21
  • Asia-Pacific Region (APR) Council 1 Study of External Research Available 2 Compilation of APR Demographics 3 Formation of APR Council 4 Administer an APR Employee Survey 5 Employee Communications 6 Discussion with GDIC and APR Leaders 7 Engage Strategy & Tactics (2012) 22
  • Asia-Pacific Region (APR) Employee Survey Purpose:  Identify our strengths and challenges with respect to Inclusion and Engagement.  Design future activities for enhancing our Inclusion and Engagement efforts in APR Design:  16 Questions based on 3 areas: Diversity, Inclusion and Employee Engagement  Languages: English, Chinese, Japanese, Korean Respondent Size  40% employees across all divisions in APR based on random sampling Data Collection/Analysis  Response through on-line anonymous survey/statistical evaluation tools Results: 65% Response Rate 23
  • 3. Managing diversity: At the front line ACT 2011 – Senior Leader Diversity & Inclusion Accountability/Scorecard Workplace: • Non-U.S. Women • Build inclusion & engagement Executives globally • U.S. Supervisory inclusion • Global Women GOLD Marketplace: training Pipeline • BU/Region Diverse Markets • Global Supervisory inclusion • WOC Initiative (U.S.) • Supplier Diversity and engagement training • U.S. Exempt Job Groups Leadership commitments - few key focus areasConfidential 24
  • Diversity & Inclusion Governance Structure New Global Diversity & Inclusion Council New BU/Regional /Functional Representation Co-Chair, Gustavo Oviedo / Co-Chair, Augustin Melendez EAMER APR Americas Council Council (pilot) Council New: Jean Lewis China APR D&I Mgr Brazil United Kingdom Germany India Mexico Russia Japan Canada Poland SE Asia United States Dubai ANZ Korea 25
  • More diversity & inclusion outreach Community Affairs – engaging more Kodak people in working with diverse constituencies; external relations Women of Color initiative – identifying and sponsoring high-potential women of color (globally) to help develop skills, acumen to become our next generation leaders Executive engagement – CEO meets with each diverse constituency to discuss ways they can become engaged in the company‟s renaissance. 26
  • Employee Networks & Engagement 27
  • My Kodak SurveyHR Survey Top Management is taking the right actions to successfully transform Kodak. My work is important to the direction this company is taking Kodak is winning with its customers with great new products and services My work environment promotes enthusiasm I am proud to say I work for Kodak I have had an opportunity to participate in a discussion of last quarter’s MyKodak Survey results. I have had a chance to hear about the company’s strategy from a leader(s) in my organization. I understand the companys strategy. 28
  • Goals for diversity, inclusion, and engagement  Diversity & Inclusion is a journey, not a destination. So the destination keeps moving!  Aspire to an environment and enterprise where we all Respect the diversity of others. Bring integrity to everything we do. Be trustworthy.  Never stop learning.  Celebrate achievements of others  Give back to others. Create opportunities for those who follow. 29
  • Summary / Key Learnings:Kodak‟s Journey of Innovation and ChangeDiversity Focus a Key Enabler of our TransformationEmployee Engagement role in Shaping our Diversity & Inclusion Strategy Globally. 30
  • Questions and Answers
  • 32