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Rachel Slade


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Rachel Slade

  1. 1. Leading diversity
  2. 2. What is our vision for diversity at The Westpac Group? “ Our aspiration is to create a workplace where the best people want to work . It is a vital part of our vision to be one of the world's great companies, helping our customers, communities and our people to prosper and grow.   We need to ensure that we have an environment where true talent shines, enabling our people to be the best they can be. Our aim is to be a leader in the community promoting and celebrating diversity”. 
  3. 3. Setting up for success <ul><li>Shared vision </li></ul><ul><li>The business case </li></ul><ul><li>Whole of business approach </li></ul><ul><li>Strong accountability framework </li></ul><ul><li>Integrated execution model </li></ul><ul><li>Hard wiring AND soft wiring </li></ul><ul><li>Strong program management </li></ul><ul><li>Data, data and more data – quantitative and qualitative </li></ul>
  4. 4. Our vision is to be one of the world’s great companies for diversity and flexibility How we do it Where we focus It means Communication and change leadership: Building diversity capability of senior leadership; relentless communication of key messages and role modelling; challenging status quo Flexibility practices: Supporting the application of policies through simplification, job design, flex coaching and leader capability development Culture and confidence: Improving the confidence of our leaders through training, coaching and mentoring Measurement and reporting: Maintaining a rigorous fact base to support decision making Integration: Making diversity part of the way we do business Market leadership: Be a corporate role model, take the leadership position Women in leadership Indigenous employment Age diversity Accessibility Our workforce profile delivers competitive advantage We can leverage the value of diversity for all our stakeholders We have a truly inclusive, barrier free workplace We role model and are recognised as an innovator in diversity practice Cultural diversity
  5. 5. Our strategy is grounded in core themes
  6. 6. We ensure all leaders have broad experiences…. <ul><ul><li>affect large scale change </li></ul></ul><ul><ul><li>lead a customer interfacing area </li></ul></ul><ul><ul><li>manage significant business risk </li></ul></ul><ul><ul><li>lead a diverse and demanding work team </li></ul></ul><ul><ul><li>lead across businesses and across functions </li></ul></ul><ul><ul><li>manage significant relationships with external stakeholders </li></ul></ul><ul><ul><li>be exposed to a different culture or market outside Australia </li></ul></ul>Our seven critical experiences
  7. 7. <ul><ul><li>decisions are consistent with the values </li></ul></ul><ul><ul><li>encourages me to come up with innovative solutions </li></ul></ul><ul><ul><li>does not promise things which we cannot deliver </li></ul></ul><ul><ul><li>works effectively with people who are different to him or herself </li></ul></ul><ul><ul><li>encourages us to cooperate to get the job done </li></ul></ul><ul><ul><li>gives me regular feedback on my performance </li></ul></ul><ul><ul><li>uses conflict constructively to improve ideas </li></ul></ul><ul><ul><li>provides coaching to help me improve my skills </li></ul></ul>… we ask employees how our leaders are performing…
  8. 8. <ul><li>Graduate recruitment criteria </li></ul><ul><li>Thinkers and doers </li></ul><ul><li>A strong customer focus </li></ul><ul><li>A positive outlook </li></ul><ul><li>Great communication skills </li></ul><ul><li>Confidence </li></ul><ul><li>A passion for working in financial services </li></ul><ul><li>Strong interpersonal skills </li></ul><ul><li>People who are keen to work as part of a diverse team </li></ul>… and we recruit for diversity
  9. 9. The business case Capturing the economic, social and cultural dividends from valuing diversity in employees, customers and suppliers can offer a sustainable competitive advantage Offers greater employee engagement leading to improved productivity and profitability Better understanding of the needs of current and potential customers by more closely reflecting the demographics of the community Delivers sustainable value for shareholders Enhances reputation in the community as a trusted organisation that ‘does the right thing’ Provides access to an unfair share of the talent pool
  10. 10. Our execution model is integrated, from the grass roots level up Diversity & Flexibility Team Group Diversity Council Gail Kelly (Chair) Board Business Divisions Employee Action Groups HR Centres of Excellence Corporate Affairs & Sustainability 1200+ Chief Diversity Stars (advocates across the Westpac Group) HR GMs & Generalists
  11. 11. One team: work with the customer and community facing parts of the business Government Relations Group Sustainability Community Partnerships Social Sector Banking Indigenous Engagement Team Organisational Mentoring Westpac Women’s Markets Diversity and Flexibility
  12. 12. Our approach <ul><li>Group wide programs to demonstrate change leadership, lift awareness, create opportunity </li></ul><ul><ul><li>Examples: </li></ul></ul><ul><ul><li>Story telling and symbols </li></ul></ul><ul><ul><li>Research partnerships </li></ul></ul><ul><ul><li>Coaching and mentoring </li></ul></ul><ul><ul><li>Leadership Development </li></ul></ul><ul><li>Enterprise wide interventions to focus behavioural and process change </li></ul><ul><ul><li>Examples: </li></ul></ul><ul><ul><li>Women in Leadership targets </li></ul></ul><ul><ul><li>Policy changes </li></ul></ul><ul><ul><li>Women on shortlists </li></ul></ul><ul><ul><li>Group Diversity Council </li></ul></ul>Soft Wire cultural change Hard Wire policy and process High impact in the short term – but likely unsustainable Low visible impact in the short term – but creates sustainable culture change
  13. 13. Hard wiring: targets <ul><li>Levers to success </li></ul><ul><li>CEO sponsorship </li></ul><ul><li>Accountability </li></ul><ul><li>Dedicated team </li></ul><ul><li>Rigorous measurement </li></ul><ul><li>Key levers in talent pipeline </li></ul><ul><ul><li>Graduate intake </li></ul></ul><ul><ul><li>Succession planning </li></ul></ul><ul><ul><li>Women on shortlists </li></ul></ul><ul><ul><li>Women on interview panels </li></ul></ul><ul><ul><li>Blind screening </li></ul></ul><ul><ul><li>Leadership development </li></ul></ul><ul><ul><li>Executive sponsorship </li></ul></ul><ul><ul><li>Coaching and mentoring </li></ul></ul><ul><ul><li>Career planning and pathing </li></ul></ul>40% by 2014
  14. 14. Softwiring: story telling and case studies
  15. 15. Disciplined program management <ul><li>Clarity around: </li></ul><ul><li>Activities </li></ul><ul><li>Outcomes </li></ul><ul><li>Priorities </li></ul><ul><li>Funding </li></ul>Divisional Updates _______ _________ _________ _________ _________ Board Reporting _________ _________ _________ _________ _________ Program Status Update _________ _________ _________ _________ _________ Key People Metrics ________ ________ ________ ________ ________ 120 Day Workplan ________ ________ ________ ________ ________
  16. 16. Our Diagnostic Process <ul><li>Annual Staff Perspective Survey - over 90% response rate; measures engagement, culture and leadership </li></ul><ul><li>Annual Diversity Survey – 43% response rate for inaugural survey; focused on all areas of diversity </li></ul><ul><li>Focus Groups – with employees from all areas of the Group to take a deeper dive into survey results or key issues </li></ul><ul><li>Employee Action Groups – designed to provide networking opportunities and business input and create solutions </li></ul><ul><li>Ad hoc employee feedback - employees provide feedback on our policies and practices by contacting our HR Help Desk </li></ul><ul><li>Exit interview data and case management data analysis - we regularly analyse what employees leaving the organisation tell us about their experience at The Westpac Group </li></ul><ul><li>Rigorous People Metrics – measure and track performance on critical inputs and outputs at a granular level </li></ul>
  17. 17. Diversity audit process Interviews 30+ senior leaders Focus Groups 1,100+ volunteers On-line Survey 40,000 invitations <ul><li>To gather insight into the diversity and inclusion challenges facing each business in the Group </li></ul><ul><li>To gauge leadership commitment to the business case for inclusion </li></ul><ul><li>To identify areas of focus for the online survey be administered across the Group </li></ul><ul><ul><li>To test the feedback and resulting hypotheses from the interviews </li></ul></ul><ul><ul><li>To perform a Diversity Census to understand the actual diversity profile of our workforce </li></ul></ul><ul><ul><li>To assess the culture by measuring employees’ attitudes and perceptions on a range of diversity issues </li></ul></ul><ul><li>To build on the results of the online survey </li></ul><ul><li>To test the findings with a broad range of employees </li></ul><ul><li>To build a community of advocates for the future </li></ul>Integrated, consistent, sustained communication program
  18. 18. Diversity audit outcomes What did we learn? What’s next What did we do? <ul><li>Deep insight of the make up of our workforce, beyond age and gender </li></ul><ul><li>Bellwether on key cultural issues and perceptions </li></ul><ul><li>Feedback on familiarity and application of policies </li></ul><ul><li>Feedback on areas of need and gaps </li></ul><ul><li>High level of engagement with issues and the agenda </li></ul><ul><ul><li>Rapidly launched new policies and resources </li></ul></ul><ul><ul><li>Rolled out critical training </li></ul></ul><ul><ul><li>Communicated results broadly in but in a targeted and integrated way </li></ul></ul><ul><ul><li>Re-prioritised our workplan </li></ul></ul><ul><ul><li>Mobilised Employee Action Groups </li></ul></ul><ul><ul><li>Recognised our chief diversity stars </li></ul></ul><ul><li>Continued engagement with key resource groups to drive action: </li></ul><ul><ul><li>EAGs </li></ul></ul><ul><ul><li>Diversity stars </li></ul></ul><ul><li>Re-test a subset of questions </li></ul><ul><li>Refine workplan </li></ul><ul><li>Repeat </li></ul><ul><li>Integrated, consistent, sustained communication program </li></ul><ul><li>Group and divisional action planning </li></ul>