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2011 05 D&I Management_UM webinar

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Diversity Management: key facts, issues and solutions.

Diversity Management: key facts, issues and solutions.

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  • 1. Diversity and Inclusion Management Realities and Trends Webinar May 5 th 2011
  • 2. Key Concepts 2
  • 3. Business Case Business perspective: Impact of social changes in the workplace/marketplace Diversity Approach Compliance: Equal Opportunities legislation in all major markets (global trend) Values: Mission and vision of the organization 3
  • 4. The future is already here, It’s just not evenly distributed.Demography Marketplace Customers Social Values Workplace Workforce Tecnology Talent 4
  • 5. Business Case: Demography New Consumers Aging Report (Bankinter Foundation of Innovation): 8 out of 10 countries more aged • Vodafone: 10% of are in the EU inmigration clients (higher average Population spending) decrease • Carrefour: diferentiated products and services ( EU with lowest ratio of Como en casa). population increase • Finance: % inmigrants in the new clients Migrations segmentFuente:DemographicTrends inEuropean Union ¾ of population increase in EU2007 (EuropeanComission) coming from migrations 5
  • 6. Same-sex marriage Other type of partnership Issue under political consideration Business Case: Social Values Constitution limits marriage to man unrecognizedGay/Lesbian Marriage Homosexuality Rights Map 2010 2005 9 42001 Same-sex marriage Large penalty 1 Civil partnership Life in prision No recognition of ss couples Death penalty Source: Wikipedia, Julio 2010 6
  • 7. Business Case: Social Networks and Identities Diversity Networks Social Networks Society Company 7
  • 8. Business Case: Gender DiversityCatalyst: The Bottom Line EVA Analysis: Female Leadership and Firm ProfitabilityMcKinsey: Women Matter 8
  • 9. Business Case: Multicultural Diversity American Sociological Review April 2009 Cedric Herring. Does Diversity Pay? +9% Results of an study with more than 500 sales with companies, comparing business results of those with higher racial diversity and those each + 1% with lower racial diversity. diversity x 15 + 35.000 Sales clients on Revenue average 9
  • 10. Key Issues 10
  • 11. Diversity and Inclusion e DIVERSITY INCLUSION 11
  • 12. Gender Inclusion Maternity impact on selection and initial Child Care salary offer (“The Motherhood penalty”, American Journal of Sociology 2007) Leadership definition and success criteria Ability (“Leader or Louder”, Journal of Personality and Social Psychology 2009) Men as Drivers and Barriers of Men engagement in Gender initiatives Allies (“Engaging Men in Gender Initiatives”, Catalyst 2009) 12
  • 13. Talent Management and Gender biases * Cascading Gender biases, Catalyst 13
  • 14. Multicultural InclusionGeert-Hofstede Model Practices: group of SYMBOLS: Symbols symbols, heroes andWords, gestures, rituals which can be images and Heroes seen although true meaning is only objects interpretable by group members Rituals s ti ce Values: HEROES: peopledead or alive, real P rac • Good vs Bad or no who are • Dirty vs Clean behavioural Values • Dangerous vs Safe models • Forbidden vs Allowed • Moral vs inmoral • Beautiful vs ugly • Natural vs unnatural RITUALS: • Normal vs abnormal collective • Irrational vs rationalactivities socially considered esential … Ref: “Cultures and Organizations”, Hofstede, Geert 14
  • 15. Multicultural implicationsIt’s possible to cluster countries to analyze similarities in Talent Management practicesperceptions Latin US Anglo Italy UK France Spain DenmarkColectivism Norway The Netherlands Sweden Germanic Germany Nordic Need for Harmony Source: Different Cultures, Similar Perceptions: Stereotyping of Western European Business Leaders. Catalyst 15
  • 16. Talent Management = Diversity Management TALENT ENGAGEMENT MANAGEMENT BARRIERS PRACTICES • Lack of Positive view of job • Commitment to sponsor/ mentor Talent Diversity • Limited politic Positive view of •Management knowledge Accountability company • Few role •Fair decision making models processes Commitment to •Constructive feedback • Limited career doing a good job • Line of Sight opportunities •Work Flexibility Turnover Intentions •Supportive supervisory relationships LEADERSHIP CHARACTERISTICS • Age • Region • Gender Source: Talent Management in European Cultures. Catalyst 16
  • 17. Key Solutions 17
  • 18. Defining the Service Offering B HR Bus. C D Demographi Competitors HR Knowledge Condit. in / Customers cs Healthcare Competencies J L I Lessons Journals, Innovation from Other Research! Industr T W Technology War for U Change Talent Universities Y Gen Y / Gen Differences Global Equal D&I Service Generational Opportunities Compliance Differences Offering What we want to be good at Gender Intercultural Differences ManagementI Value to the Business and HR LGBT D&I areas of expertise impact on Flex Workplace community 3 out of 6 competencies of HR: relationships - Talent Manager /OD Multicultural - Culture /Change Steward Marketing Employer - Business Ally. Branding think tankSource: Own elaboration from HR Competencies, D. Ulrich 18
  • 19. Diversity Governance: common componentsResponsibility for diversity objectives is shared across a range of stakeholders Diversity Sponsor • Senior sponsor and visible champion of diversity effort Diversity CEO Council • Regularly engages Diversity Leader to provide direction and review progress DiversityDiversity Council Leader Other SVP HR (Option) Leaders• Cross-level/functional team of business leaders which develops diversity strategy Diversity Leader while leveraging their own • Strategic thinking + networks to gain buy-in on strong business diversity goals Diversity acumen + change Diversity Leader management capability Leader (Option) to diversity charge (Option) across all areas. • Most often reports to SVP HR. Other options possible.Employee Affinity Groups/Networks Diversity Office/Staff • Local, regional or • Team dedicated to managing organization-wide Diversity diversity-related projects, networks focused on one Office conducting analysis, and or more diverse segment engaging business and functional leaders withSource: Conference Board diversity objectives 19
  • 20. Developing a Global Approach 1 Country prioritization 2 Dimensions to consider Equal Opp Social / Business Legislation opportunities 1 Netherlands France Germany UK Italy Spain Differently Ireland Canada Gender LGBT AbleSize of EE Population +1,5 K Belgium Portugal Switzerland Poland Austria Multicultural (race / Generational Interfaith +0,4 K ethnicity) Greece Norway Israel Sweden Czech R. Hungary Finland Romania +0,2 K Denmark Compliance alignment: Six dimensions covered by Non Discrimination and Diversity opportunities Employment Equal Opportunities in the European Union 20
  • 21. Developing a Global Approach 3 Dimensions prioritization 4 Local Action Plans Diversity and Inclusion programs y s onl ur pose tion p Legal / or illustra Local Business Communication Social F Enablers Case Planpressure DA Gender High Female General Culture Flexibility Age Priorities Represent. MultiC LGBT Talent Training Employer Branding / HR Comp & Sourcing & Processes Ben Strategy Develop. Reputation Low Religion Public Aff Strategic Volunteers Business / CR Alliances Policy Low High Case 21
  • 22. Audits Source: Vision Enabler 22
  • 23. CARTOGRAPHIE DES NOTES It ems ÉVALUATION GLOBALE P D R CATÉGORIES FEMMES PERSONNES HANDICAPÉES PERSONNES ISSUES DE L’IMMIGRATION SENIORS Échelle de Notation P Polit ique Bonne prat ique 4 Avancé D Déploiement 3 Probant R Résult at s 2 Amorcé 1 Non t angible Source: Vinci 23
  • 24. An ongoing conversation…. Twitter: @UxioMalvido Blog: Corporate Diversity 24