Creating Opportunities for Leadership Development

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  • Review your career paths
  • Susan: In 2006, we made progress toward our objectives through the following actions: Case for Change: 2006 - Created a communication document to explain why improving retention of women and improving appeal of Ford brand to women is a good business strategy. Began rollout to Executive OCMs. 2007 – Revitalize Case for Change. We still agree with the concept; however, the data is stale. Success of PWN and Affiliates Scorecard: 2006: Initial development of process, metrics and communication plan for monitoring strength and success of affiliate groups and PWN. Examples of metrics include: Participants in Affiliate and PWN groups/activities – in process Number of Events driven by Resource Groups – Percent members in attendance PULSE/Employee Engagement question regarding the Value of Resource Groups 2007: Revitalize the Scorecard 3. Internal Benchmark of Affiliate Groups 2006 - Benchmarked existing PWN affiliates identifying best practices and developed a process to implement across all affiliates. WIM in a Box as a good example. Established operating procedures and link to affiliates for PWN Steering Committee 2007 – Continue internal benchmarking External Benchmarking 2006 – We were looking to Benchmark IBM/DCX “case for change” and understand how they implemented it as a business strategy. This was put on hold in 2006. 2007 – We need to resurrect the external benchmarking Key Take-away: we will continue making progress against these very same actions in 2007!
  • Kiersten: Women In Finance conducted a member survey and found that their members felt they were missing out on golf networking opportunities because they didn’t know enough about the game. The WIF Event Committee planned 3 golf clinics and a beginner-friendly golf scramble for members to help them build skills and confidence The event was a tremendous hit with the members. Members were able to learn basic golf skills, others brushed up on their skills, and all were able to build confidence in a non-threatening environment They had over 35 people participate
  • Describe Hub & Spoke chart We are a central organization with touch points in each affiliates organization.
  • Our efforts and accomplishments have led to several best practices recognized throughout the company. The Plant Liaison Committee expanded in 2006, adding 3 affiliates (check w/Karen) The SPL’s were distributed through the Professional Women’s Network and made available to the total membership A health chart to track the performance of our goals was implemented by WIM, and is being adopted by PWN to be used by all affiliates. WIM in a Box was nominated as a Best Practice in 2006 for the Diversity of Worklife Awards. The annual process that WIM has developed to focus our efforts lead to the 2006 theme of Career Tune Up, and more recently to our current theme of Navigating Cultural Change. We are a customer driven group and want to hear from you during this session. I will be facilitating the Q&A session. There are index cards available to you so please write down your questions for Mark Fields and the panelist and we will collect them throughout the morning. (INTRO JILL PLAVCAN)
  • The Office of Diversity Integration (ODI) has responsibility for the Strategic ERN Model and ongoing governance of the ERNs. ODI, under the ERN Program Director, provides oversight for all ERN activities, actions and performance. ERN activities will be governed by an annual business plan focused on the five Strategic Business Initiatives of the value proposition. The ERN Leadership and Executive Advisors will receive formal orientation, development and training to successfully deliver results on the business plan. ERN leadership roles and responsibilities will be integrated in performance planning and review for the individuals. The Enterprise ERN Council (a new entity) is the key liaison between the networks and the CEO/Corporate Leadership, focusing on issues that are common to all identity groups, ensuring consistent performance across groups and supporting corporate-wide business imperatives. Each ERN and its regional chapters will be established through a formal process, including approval of a Team Charter and Operating Agreements. The Group Level Steering Committee, consisting of the officers and executive advisors of the ERN and each of its regional chapters, is the primary governing body for each network. The Model provides a clear framework and a mechanism for assuring that all networks have consistent, effective leaders, with clearly defined roles and responsibilities and lines of accountability. Dual Executive Advisors act as partners to the ERN Leadership and each other by contributing their management expertise and direction to the network. The networks build partnerships with key Wachovia business units as part of their business contribution under the Value Proposition. These relationships are established and managed through formal Partnership Agreements. Progress is reported and performance is regularly reviewed by the ERN Program Director, who in turn provides regular updates to the HRCR Leadership, the CEO and the Corporate Diversity Council.
  • Hispanic/Latino ER helped develop Spanish language customer marketing materials Hosted panel discussion to help employees and managers understand the impact of immigration reform Contributed to Hispanic/Latino customer relationship strategy Black/African American ERN Active support to source and recruit talent Hosted career skills workshops to support employee development and retention Partnered on Black/African American customer segment initiatives Partnered with the company on NAACP relationship Women’s ERN Partnered on the Women with Wachovia customer initiative Created substantial development programming for women in professional and leadership positions Independently initiated several employee engagement initiatives for women GALEA ERN Active partner on customer segment issues Partnership in sourcing and recruiting talent ALL Active support for the company’s Community Relations and employer branding efforts Act as ambassadors for the company in the communities we serve Contribute to product and customer relationship development
  • Creating Opportunities for Leadership Development

    1. 2. Creating Opportunities for Leadership Development
    2. 3. Cathy Dixon-Kheir President Dixon Learning Designs LLC Moderator
    3. 4. Agenda <ul><li>Welcome </li></ul><ul><li>Today’s Learning and Dialogue Process </li></ul><ul><li>Panel Discussions </li></ul><ul><ul><li>Learning from The Ford Motor Company </li></ul></ul><ul><ul><li>Learning from Wachovia </li></ul></ul><ul><li>Coaching ERN Leadership Challenges </li></ul><ul><li>Putting It Into Action </li></ul>
    4. 5. Experts And Coaches Steve Larson Sr. Vice President, OD/Diversity Consultant Wachovia Susan Brennan Director, Manufacturing Business Office Professional Women’s Network Chair Ford Motor Company
    5. 6. Leadership Development <ul><li>Susan S. Brennan </li></ul><ul><li>Director, Manufacturing </li></ul><ul><li>Ford Motor Company </li></ul><ul><li>North America Operations </li></ul>
    6. 7. <ul><li>Education </li></ul><ul><ul><ul><li>Bachelor’s degree in microbiology (University of Illinois) </li></ul></ul></ul><ul><ul><ul><li>Master’s Business Administration (University of Nebraska) </li></ul></ul></ul><ul><li>Career History </li></ul><ul><ul><li>Douglas and Lomason </li></ul></ul><ul><ul><ul><li>Environmental and Safety </li></ul></ul></ul><ul><ul><li>M.D. Anderson Hospital </li></ul></ul><ul><ul><ul><li>Chemical and biological researcher </li></ul></ul></ul><ul><ul><li>Hoesht-Celanase </li></ul></ul><ul><ul><ul><li>Pharmaceutical researcher </li></ul></ul></ul><ul><ul><li>Ford Motor Company </li></ul></ul><ul><ul><ul><li>Edison Plant </li></ul></ul></ul><ul><ul><ul><li>Wayne Assembly </li></ul></ul></ul><ul><ul><ul><li>Director for several plants (Wixom, Michigan Truck, Wayne Assembly, Twin Cities Assembly Plant </li></ul></ul></ul><ul><ul><ul><li>Director of Manufacturing Business Office (2006) </li></ul></ul></ul><ul><li>2006 Automotive News “100 Leading Women in the North America Auto Industry” </li></ul>Background
    7. 8. Ford Motor Company Employee Resource Groups: Nurturing the growth of diverse and skilled leaders through the use of Employee Resource Groups in corporate America Ford African Ancestry Network - FAAN Ford Parenting Network Ford Parenting Network Middle Eastern Community Ford Chinese Network Professional Women’s Network Diversity and Worklife Council Ford Filipino Network Ford Employees Dealing with DisAbility – FEDA Ford Gay, Lesbian, and Bisexual Employee Network – GLOBE Ford Hispanic Network Ford Interfaith Network ~ ~ ~
    8. 9. History <ul><li>In 1996 Women in Finance began a corporate resource group. </li></ul><ul><li>In 1998, other groups expressed an interest in forming </li></ul><ul><li>PWN is established as an Employee Resource Group in 1998 </li></ul><ul><ul><li>… and is now the “umbrella” for Women in…Affiliates. </li></ul></ul><ul><ul><li>PWN serves as the window to senior management for the Affiliate groups </li></ul></ul>The Professional Women’s Network – (PWN)
    9. 10. Women in Racing WIR 16 Active Members 9 Events Women in Ford Credit WiFC 40 Active Members 24 Events Administrative Support Group ASG 25 Active Members 15 Events Women in Finance WIF 125 Active Members 11 Events Women in Product Creation WiPC 125 Active Members 14 Events Women Consumer Insight Team WCIT 20 Active Members 25 Events Women in Mfg WIM 100 Active Members 47 Events Executive Board Women in Mktg, Sales & Service WMSS 20 Active Members 4 Events Women in Mexico Active Members – 23 Events - 35 PWN Networking Group Launched in Feb 06 IT Women in Leadership ITWiL 70 Active Members 32 Events PWN and Women Affiliate Groups
    10. 11. PWN Vision: <ul><li>Our vision is to be the driving force for Ford Motor Company that attracts, develops and retains all female employees and customers, </li></ul><ul><li>making us the best place to work and the best place to buy. </li></ul><ul><li>PWN Goals </li></ul><ul><ul><li>Culture </li></ul></ul><ul><ul><li>Growth </li></ul></ul>
    11. 12. PWN Goals: Culture <ul><li>Be instrumental in developing and testing actions that will positively impact our culture, so that we can more effectively attract, develop and retain female employees. </li></ul><ul><li>2006 / 2007 Successes </li></ul><ul><ul><li>Actions for retaining and developing women </li></ul></ul><ul><ul><ul><li>Micro Messaging Workshop and Tool Kit </li></ul></ul></ul><ul><ul><ul><li>PWN Culture Survey </li></ul></ul></ul><ul><ul><ul><li>Leadership In Drive Series </li></ul></ul></ul><ul><ul><ul><li>Single Point Lessons </li></ul></ul></ul><ul><ul><ul><li>Retention Tool Kit for supervisors </li></ul></ul></ul><ul><ul><li>Stepping Into The Future: Third Leadership Summit </li></ul></ul>
    12. 13. PWN Goals: Growth <ul><li>Launch PWN structure while maintaining and learning from PWN affiliates that are running well. Evolve to a process-driven Employee Resource Group </li></ul><ul><li>2006 / 2007 Successes </li></ul><ul><ul><li>Case for Change Communication Document </li></ul></ul><ul><ul><li>Success of PWN and Affiliates Scorecard </li></ul></ul><ul><ul><li>Benchmark Affiliate groups </li></ul></ul><ul><ul><ul><li>Best Practices </li></ul></ul></ul><ul><ul><ul><li>Replication across groups </li></ul></ul></ul><ul><ul><li>Benchmark external companies </li></ul></ul>
    13. 14. Scorecard Example
    14. 15. Featured: 2007 Affiliate Best Practice <ul><li>Women in Finance: Survival in the Corporate World </li></ul><ul><li>Sponsored Golf for WIF </li></ul><ul><ul><ul><li>Three golf clinics </li></ul></ul></ul><ul><ul><ul><li>“ Nine & Dine” Golf Scramble </li></ul></ul></ul><ul><li>Benefits: </li></ul><ul><ul><ul><li>Learn basic golf skills </li></ul></ul></ul><ul><ul><ul><li>Increased networking opportunities </li></ul></ul></ul><ul><ul><ul><li>Increase skills and confidence to integrate into other golf events </li></ul></ul></ul>
    15. 16. PWN Membership <ul><li>Membership in PWN is open to ALL employees of Ford Motor Company or agency employees working at Ford globally </li></ul><ul><li>No official membership application required </li></ul>
    16. 17. PWN Website <ul><li>Explore the PWN website for more detail: </li></ul><ul><li>http://www.dearborn.ford.com/divwl/pwn/index.html </li></ul>
    17. 18. <ul><li>A PWN Affiliate Organization </li></ul><ul><li>Overview </li></ul>
    18. 19. Women in Racing WIR 16 Active Members 9 Events Women in Ford Credit WiFC 40 Active Members 24 Events Administrative Support Group ASG 25 Active Members 15 Events Women in Finance WIF 125 Active Members 11 Events Women in Product Creation WiPC 125 Active Members 14 Events Women Consumer Insight Team WCIT 20 Active Members 25 Events Women in Mfg WIM 100 Active Members 55 Events Executive Board Women in Mktg, Sales & Service WMSS 20 Active Members 4 Events Women in Mexico Active Members – 23 Events - 35 PWN Networking Group Launched in Feb 06 IT Women in Leadership ITWiL 70 Active Members 32 Events PWN and Women Affiliate Groups
    19. 20. WIM Vision Women In Manufacturing is a driving force for cultural change and individual development for women within Manufacturing, establishing Ford Motor Company as the Employer of Choice.
    20. 21. History and Membership <ul><li>WIM was started in 2000 as an affiliate of the Professional Women's Network </li></ul><ul><li>7 years later we have an organization of over 1400 members across North America inclusive of several Assembly and Powertrain Plants. </li></ul>
    21. 22. WIM Objectives <ul><li>To promote change in the company that encourages the upward mobility of women in all areas </li></ul><ul><li>To understand and advocate change in current behavioral norms that inherently disadvantage women </li></ul><ul><li>Work to create an environment where we recognize and value the total person by acknowledging life priorities internally and personally </li></ul><ul><li>Lead by example and provide a network that shares experiences and solutions through communications </li></ul>
    22. 23. Subcommittee
    23. 25. <ul><li>2006 Focus: Career Development and Leadership </li></ul><ul><ul><li>Launched Career Tune-Up Series </li></ul></ul><ul><ul><ul><li>Kick-off Event with Anne Stevens and other panelist </li></ul></ul></ul><ul><ul><ul><li>Leadership Development Employee Profile (LDEP) Sessions </li></ul></ul></ul><ul><ul><ul><li>Core Skills/Competencies </li></ul></ul></ul><ul><ul><ul><li>Personal Marketing </li></ul></ul></ul><ul><ul><ul><li>Handling the Tough Issues </li></ul></ul></ul><ul><ul><ul><li>Leadership Techniques Overhaul </li></ul></ul></ul><ul><ul><ul><li>Annual Year End Event – “Pulling All Together” </li></ul></ul></ul><ul><ul><ul><li>Katherine Legge – Breaking Barriers </li></ul></ul></ul><ul><li>2007 Focus: Navigating Cultural Change </li></ul><ul><ul><ul><li>Kick-off Event with Mark Fields and other panelist </li></ul></ul></ul><ul><ul><ul><li>Continued Mentoring / Mentee Matching </li></ul></ul></ul><ul><ul><ul><li>Restructuring of WIM Subcommittees </li></ul></ul></ul><ul><ul><ul><li>Lunch and Learns with Senior Leadership on the Changing Cultures of: </li></ul></ul></ul><ul><ul><ul><ul><li>Product Design </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Environmental </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Marketing and Sales </li></ul></ul></ul></ul>
    24. 26. <ul><li>Plant Liaison Subcommittee </li></ul><ul><li>Single Point Lessons on leadership and personal development </li></ul><ul><li>Health Chart for Plant Liaison committee, replicated by PWN </li></ul><ul><li>WIM in a Box </li></ul><ul><li>Customer Driven Annual Focus </li></ul><ul><ul><li>2006 - Career Tune Up Series </li></ul></ul><ul><ul><li>2007 - Navigating Cultural Change </li></ul></ul><ul><ul><li>2008 - Change, Culture, Growth - One team, One plan, One goal </li></ul></ul>WIM Best Practices
    25. 27. <ul><li>2006/07 WIM Challenge: </li></ul><ul><ul><li>The people that could benefit the most from WIM are located in the plants across North America </li></ul></ul><ul><ul><li>In today’s resource constrained environment, we had to develop a process and team to be effective in reaching multiple people in various locations on a consistent basis </li></ul></ul><ul><li>The Result: </li></ul><ul><ul><li>A WIM sub-committee was established (Plant Liaison) to engage the plants and to serve the needs of people in manufacturing environments. </li></ul></ul><ul><ul><li>WIM In a Box was created to help facilitate the start-up & sustainability of affiliate WIM organizations at the plants. </li></ul></ul>
    26. 28. The Plant Liaison Sub-Committee s erves to assist manufacturing facilities with the start-up and sustainability of affiliate WIM plant organizations. This is a virtual sub-committee which consists of members from all WIM sub-committees, ensuring the plant's needs and perspectives are included in the WIM organization and serve as the link to the WIM sub-committees. This sub-committee will also provide a support structure/communication link between plants. Susan Brennan, Director of Manufacturing Executive Advisor Karen Mills Chair Darlene Deane Co-chair Current Committee Leadership Goals / Mission ……… .Plant Liaison
    27. 29. <ul><li>Plant Structure </li></ul><ul><li>Many Assembly Plants have a structure in place that supports the success of their affiliate group </li></ul><ul><li>Linked the WIM group into the Diversity Council </li></ul><ul><li>Support of the operating committee. At least two OPCOM members attend each event </li></ul><ul><li>They conduct lunch and learn events, that have proven successful </li></ul><ul><li>Lunch and Learn </li></ul><ul><li>The lunch and learn programs have been successful at many plants. Agenda topics can be centered around such subjects as: </li></ul><ul><li>LDEPs </li></ul><ul><li>Career Development </li></ul><ul><li>Mentoring </li></ul><ul><li>Book Club </li></ul><ul><li>A couple of the plants have started book clubs which supplies the group with recommended reading. Books that have been suggested are: </li></ul><ul><li>Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers </li></ul><ul><li>Crucial Conversations: Tools for talking when the stakes are high </li></ul><ul><li>Crucial Confrontations: Broken Promises, Violated Expectations, and Bad Behavior </li></ul><ul><li>If you would like to be involved in the committee or have ideas for future events, </li></ul><ul><li>please contact Karen Mills (KMILLS1). Thank you. </li></ul>Best Practices Contact Information ……… .Plant Liaison
    28. 30. Louisville Assembly Plant Kentucky Truck Plant Cuautitlan Assembly Plant Twin Cities Assembly Plant Kansas City Assembly Plant Rawsonville Michigan Truck Plant Women In Manufacturing 1497 Members 16 Plant Affiliates Hermasillo Assembly Plant Romeo Engine Chicago Assembly Plant WIM Plant Affiliate Groups Lima Engine Windsor Engine Oakville Assembly Cleveland Engine Essex Engine CH Engine Plant
    29. 31. <ul><li>Process to launch an employee resource group within your organization </li></ul><ul><li>Contains all the tools to help you start up a WIM affiliate including: </li></ul><ul><ul><li>Getting Started </li></ul></ul><ul><ul><li>Introduction to WIM </li></ul></ul><ul><ul><li>WIM Brochure </li></ul></ul><ul><ul><li>Sample Survey </li></ul></ul><ul><ul><li>Sub-Committee information </li></ul></ul>
    30. 32. <ul><li>Contains tools to help you maintain a WIM affiliate </li></ul><ul><ul><li>Meetings/Events in a Box </li></ul></ul><ul><ul><ul><li>Lunch & Learn Materials for Career Development & Mentoring </li></ul></ul></ul><ul><ul><ul><li>Single Point Lessons </li></ul></ul></ul><ul><ul><ul><li>Calendar of Events </li></ul></ul></ul><ul><li>Website that is easily accessible and user friendly </li></ul><ul><ul><li>http://www.vo.ford.com/wim/plant_liaison/box_index.htm </li></ul></ul>
    31. 33. Summary <ul><li>PWN is an employee Resource Group that is open to ALL Ford Motor Company employees and agency employees working at FMC </li></ul><ul><li>The vision is to attract, develop and retain all female employees and customers, making Ford Motor Company the best place to work and the best place to buy, by providing the right culture </li></ul><ul><li>PWN is driven to make a positive impact on our company culture </li></ul><ul><li>PWN and it’s affiliates are working together to grow our organizations </li></ul>
    32. 34. Leadership Development <ul><li>Susan S. Brennan </li></ul><ul><li>Director, Manufacturing </li></ul><ul><li>Ford Motor Company </li></ul><ul><li>North America Operations </li></ul>
    33. 35. Employee Resource Networks: Developing Diverse Leaders <ul><li>NALC Conference, Washington D.C. </li></ul><ul><li>November 2, 2007 </li></ul><ul><li>Steve Larson, SVP </li></ul><ul><li>Diversity, Engagement and Inclusion </li></ul>
    34. 36. Vision <ul><li>In a review of its Diversity landscape, Wachovia identified Employee Resource Networks (ERNs) as an asset which could be leveraged to: </li></ul><ul><li>Contribute to full employee engagement and development </li></ul><ul><li>Realize high impact business opportunities </li></ul><ul><li>Integrate diversity deeper through the organization </li></ul><ul><li>Promote Wachovia as Employer of Choice, Brand of Choice, and Neighbor of Choice. </li></ul>
    35. 37. Value Proposition for ERNs Talent Development Business Development <ul><li>Increases Wachovia’s success by gaining a competitive advantage in diverse markets </li></ul><ul><li>Creates a high energy climate of diverse thought, creativity and innovation that fully engages our employees in the business </li></ul><ul><li>Contributes business resources that enable the company to better serve a diverse customer base </li></ul>Employee Engagement <ul><li>Reinforces company’s efforts to attract, recruit and retain a diverse work force </li></ul><ul><li>Creates a positive and inclusive environment allowing employees to be fully present at work </li></ul><ul><li>Demonstrates that the Company walks the talk and provides avenues for employee inclusion and communication </li></ul><ul><li>Creates a cadre of leaders possessing diversity awareness and skills across identity groups </li></ul><ul><li>Provides highly visible, “stretch” assignments for developing high potential talent </li></ul><ul><li>Promotes the professional development and advancement of high potential employees </li></ul><ul><li>Strengthens community partnerships and supports Wachovia’s outreach strategy </li></ul><ul><li>Strengthens “employee bond” by supporting employees’ civic interests </li></ul><ul><li>Serves as ambassadors for Wachovia representing corporate brand and values </li></ul><ul><li>Enhances the brand reputation of the company as the Employer of Choice, Business Partner of Choice and Neighbor of Choice </li></ul><ul><li>Provides “the voices” to support and communicate the company’s diversity vision </li></ul>Business Development Branding and Communication Branding and Communication Community Outreach Community Outreach
    36. 38. Research Methodology Internal Research External Research To gather a wide array of perspectives and obtain candid feedback, we conducted a series of interviews and focus groups. As a result, we confirmed some hypotheses, surfaced a number of issues and insights on the state of Wachovia ERNs, and identified potential “best-in-class” solutions. <ul><li>Interviews and Focus Groups </li></ul><ul><li>Executive Advisors & ERN Leadership: </li></ul><ul><li>Current ERNs: Gay and Lesbian Employee Association (GALEA), Black/African American (BAAERN), Asian/Asian American, Women, Hispanic/Latino, Native American </li></ul><ul><li>Men (no current ERN) </li></ul><ul><li>Other Stakeholders and Experts: </li></ul><ul><li>Operating Committee </li></ul><ul><li>Office of Diversity Integration </li></ul><ul><li>Human Resources Business Partners </li></ul><ul><li>Diversity Program Managers </li></ul><ul><li>OD Consultants </li></ul><ul><li>Women’s Initiative </li></ul><ul><li>External Strategic Partners </li></ul>
    37. 39. Examples of Returns on ERNs <ul><li>$125 million in new deposits raised by a bank based on ideas provided by its Asian employee resource group. </li></ul><ul><li>$80 million sales generated through auto company’s campaign. </li></ul><ul><li>Black/AA ERN partnered with Multicultural Marketing Team to sell broadband solutions for African-American small businesses; reached 1500 new customers in 2005. </li></ul><ul><li>Due to ERN’s influence, IT company has a sales team dedicated to bringing in GLBT decision-makers; achieving millions of dollars in sales. </li></ul><ul><li>Snack/beverage company developed a highly successful minority-targeted product, that generated $100 million in product sales. </li></ul>Industry Experience Talent Management Link between Employee Resource Groups and High Levels of Recruitment and Retention <ul><li>Through manager development workshops, a telecommunications giant has increased its pool of qualified, diverse managerial talent. </li></ul><ul><li>A consulting firm increased women in its executive and management ranks over the last 8 years and reversed high turnover rate among high performers. </li></ul><ul><li>Hispanic executives increased by 211% in the past 7 years in this IT company. And its Women’s Executive Task Force has created Mindset Workshops involving both men and women to examine attitudes toward women’s leadership. </li></ul>
    38. 40. Best Practices for ERNs Corporate ERNs with chapters by identity groups, across geography (regional, global), in some isolated cases aligned with business segments; ERNs well connected with each other and the organization Actively engage in driving business goals: talent recruitment/retention; employee engagement, personal/professional development; emerging marketing; and being the “Face” of the company in the community Play an integral role in the Diversity strategy; have “formal” linkages across corporate entities and functions to leverage ERN as resource; help build leadership pipeline; have active partnership with business units Act as a “voice” for identity group; actively attract, develop and retain talent; develop new business opportunities; promote the Brand; community outreach Reflective of key employee constituencies and extending beyond race/gender/sexual orientation to ability, faith, professional and lifestyles; in addition to market segments, some drive eligibility off of Title VII classes Strong message of commitment from CEO/Executive Leadership Team that is clear, consistent and communicated throughout the organization; clear appreciation for ERN business case; direct CEO and senior leader involvement Commitment & Direction Organization Business Connection Integration Role of ERN Authorized Groups
    39. 41. Best Practices for ERNs Continuous oversight by Office of Diversity and advisors; required annual business plan aligned with business and workforce contributions; Associated metrics/ measurements Are assigned a dedicated resource in the Office of Diversity; Provide some level of access to corporate functions, resources and facilities; corporate and diversity website highlights ERNs, their awards and contributions Provide annual funding tied to approval of ERN’s business plan and past performance; generally see the return on investment value Members of Senior Leadership Team are advisors; act as champions; assume a very active role and are accountable for ERN progress/success; Receive an orientation to their role and the ERN; CEO requests or directs involvement as advisor; direct connection to executive development Well trained in leadership and diversity; focused on results; executives across identity groups are active; strong, supportive relationships with advisors; share best practices; active connection to leadership development Corporate standards with guidelines, bylaws and operating agreements; formal leadership selection (a combination of elections and “hand-picked” recommendations) Governance Accountability Resources Funding Executive Advisors ERN Leadership
    40. 42. 5 Key Strategies for Best in Class ERNs <ul><li>Senior Leadership Commitment and Accountability </li></ul><ul><ul><li>Shared understanding and buy-in to the business case and value proposition </li></ul></ul><ul><ul><li>Consistent commitment and direct involvement of the CEO and Senior Leaders </li></ul></ul><ul><li>Business and Employee Development </li></ul><ul><ul><li>Play a key role in broadening support for diversity and employee engagement </li></ul></ul><ul><ul><li>Connected with marketing, product development, business development and customer service strategies </li></ul></ul><ul><ul><li>Provide a link between the company and community </li></ul></ul><ul><li>ERN Leadership Development </li></ul><ul><ul><li>Advisor and ERN Leader roles are tied to executive and leadership development </li></ul></ul><ul><ul><li>Advisors provide “hands on” guidance and coaching for the ERN </li></ul></ul><ul><ul><li>ERN leaders are formally selected and receive targeted development for their roles </li></ul></ul><ul><li>ERN Governance and Accountability </li></ul><ul><ul><li>Footprint wide ERN infrastructure and network with an Enterprise ERN Council </li></ul></ul><ul><ul><li>Focused and coordinated business plans that connect groups to the organization and each other </li></ul></ul><ul><ul><li>Specific accountabilities and metrics with ongoing monitoring and feedback </li></ul></ul><ul><li>Funding and Support </li></ul><ul><ul><li>Provide access to resources through collaborations and partnerships with corporate functions </li></ul></ul><ul><ul><li>Establish threshold funding with defined return on investment targets </li></ul></ul><ul><ul><li>Provide a centralized dedicated resource </li></ul></ul>
    41. 43. ERNs: An “Engine” for Developing Diverse Leaders Support Investment Organization and Program Evolution Value Proposition CEO Engagement Talent Management Advisor Development ERN Leader Development Strategy Development Regional Leader Development Membership Development Business Engagement
    42. 44. <ul><li>Consistent ERN leadership quality through set criteria and formal selection process </li></ul><ul><li>Fully trained and empowered leaders; Succession planning to increase candidate pool and ensure leadership continuity </li></ul><ul><li>Tied to ERN leader’s performance and development plan </li></ul><ul><li>On-going training, coaching and consulting provided by Office of Diversity, Engagement and Inclusion along with Diversity Practitioners </li></ul><ul><li>Executive Advisors: formal Advisor Development Process with clear time commitment, tied to development and role as diversity leader </li></ul><ul><li>Formal orientation to roles (leaders and Advisors) </li></ul><ul><li>Executives across identity groups play a leader/mentor role and are directly involved in the ERN </li></ul><ul><li>Accountability for business plans and results – Continuous oversight by Office of Diversity, Engagement and Inclusion in partnership with Executive Advisors </li></ul>The ERN Leadership Development System Page
    43. 45. ERN Leader Competencies and Accountabilities <ul><li>Key Competencies </li></ul><ul><li>Think strategically and look beyond the immediate task </li></ul><ul><li>Demonstrate understanding of Wachovia’s Diversity philosophy and approach </li></ul><ul><li>Effectively Communicate the ERN Value Proposition </li></ul><ul><li>Execute the business plan and deliver on the Value Proposition </li></ul><ul><li>Lead a multicultural and multifunctional team </li></ul><ul><li>Build rapport with Executive Advisors and other leaders across the organization. </li></ul><ul><li>Promote understanding of the identity group’s work-life experience </li></ul><ul><li>Accountabilities </li></ul><ul><li>Effectively lead and manage the ERN organization </li></ul><ul><li>Establish direction and guiding principles with team buy-in </li></ul><ul><li>Grow and develop a participative, motivated membership across identity groups </li></ul><ul><li>Develop and execute an annual business plan that delivers on the value proposition </li></ul><ul><li>Build win-win strategic partnership agreements with Business and employee entities throughout the organization </li></ul><ul><li>Collaborate with other networks to maximize resources and create value for Wachovia, its employees and customers </li></ul><ul><li>Broaden support and drive diversity deeper through the organization </li></ul>
    44. 46. Targeted ERN Leader Development <ul><li>Gain a clear understanding of new Strategic ERN Model </li></ul><ul><li>Learn to effectively lead/manage the ERN organization to better serve members and deliver on the Value Proposition </li></ul><ul><li>Build effective relationships with Executive Advisors, teams and strategic partnerships across the organization </li></ul><ul><li>Obtain thought leadership, skills, tools and processes to enhance the ERN’s performance and contributions to its members as well as Wachovia’s Business/Diversity goals </li></ul><ul><li>Develop an ERN Team strategy and action plan to create value for network members and Wachovia </li></ul><ul><li>Build bridges across all the networks for enterprise-wide cooperation, collaboration and contribution </li></ul>
    45. 47. ERN Leaders’ Voices “ Being an ERN Leader has given me the right kind of exposure that I would not have otherwise gotten.” “ The challenge has been to get people thinking strategically with an enterprise view.” “ I have sharpened my influence, persuasion and sales skills.” “ Being an ERN leader creates the opportunity to do transformational work and make a huge impact.” “ I want my legacy to be that others in the ERN get the visibility and opportunity that I have been afforded.” “ Being an ERN leader has allowed me to be an entrepreneur in a large company.” “ It is great learning to see what is possible when you give yourself permission.” “ Capacity has been a challenge, but you find the time—you get out what you put in.” “ My leadership skills have been strengthened in generating resources, working across difference and making tough decisions.” “ Being an ERN leader let’s me work issues that I am passionate about and drive positive change.”
    46. 48. Representative ERN Contributions <ul><ul><li>Hispanic/Latino ERN </li></ul></ul><ul><ul><ul><li>Helped develop Spanish language customer marketing materials </li></ul></ul></ul><ul><ul><ul><li>Hosted panel discussion to help employees and managers understand the impact of immigration reform </li></ul></ul></ul><ul><ul><ul><li>Contributed to Hispanic/Latino customer relationship strategy </li></ul></ul></ul><ul><ul><ul><li>Participate national Hispanic/Latino recruiting and community partnerships </li></ul></ul></ul><ul><ul><li>Black/African American ERN </li></ul></ul><ul><ul><ul><li>Active support to source and recruit talent </li></ul></ul></ul><ul><ul><ul><li>Hosted career skills workshops to support employee development and retention </li></ul></ul></ul><ul><ul><ul><li>Partnered on Black/African American customer segment initiatives </li></ul></ul></ul><ul><ul><ul><li>Partnered with the company on NAACP relationship </li></ul></ul></ul><ul><ul><ul><li>Supported “What’s in Your Purse?” and “Where Wealth Lives” market initiatives </li></ul></ul></ul><ul><ul><li>Women’s ERN </li></ul></ul><ul><ul><ul><li>Partnered on the Women with Wachovia customer initiative </li></ul></ul></ul><ul><ul><ul><li>Created substantial development programming for women in professional and leadership positions </li></ul></ul></ul><ul><ul><ul><li>Independently initiated several employee engagement initiatives for women </li></ul></ul></ul><ul><ul><ul><li>Supported the “Purses and Platforms of Power” program </li></ul></ul></ul>
    47. 49. Representative ERN Contributions (cont’d) <ul><ul><li>GALEA ERN </li></ul></ul><ul><ul><ul><li>Active partner on customer segment issues </li></ul></ul></ul><ul><ul><ul><li>Partnership in sourcing and recruiting talent </li></ul></ul></ul><ul><ul><ul><li>Helped the company achieve a 100 score on the HRC Equality Index </li></ul></ul></ul><ul><ul><li>ALL </li></ul></ul><ul><ul><ul><li>Active support for the company’s Community Relations and employer branding efforts </li></ul></ul></ul><ul><ul><ul><li>Act as ambassadors for the company in the communities we serve </li></ul></ul></ul><ul><ul><ul><li>Contribute to product and customer relationship development </li></ul></ul></ul><ul><ul><ul><li>Develop “heritage month” strategies and programs to engage employees and customers across the footprint </li></ul></ul></ul>
    48. 50. Wachovia’s Employee Resource Networks Creating Value for Individuals And the Enterprise Email: [email_address] Phone: 704-383-0318

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