Recommended
Recommended
More Related Content
Similar to For All Summit 2022: OC Tanner Focus Session
Similar to For All Summit 2022: OC Tanner Focus Session (20)
More from JustinBoo1
More from JustinBoo1 (8)
Recently uploaded
Recently uploaded (17)
For All Summit 2022: OC Tanner Focus Session
- 1. How O.C. Tanner is creating a community of belonging Mindi Cox Chief Marketing & People Officer Chavalah Washington-Brothers Wellbeing & Safety Leader
- 5. we are messy we are loving we are dysfunctional we are supportive we are silly we are caring we are loyal we are dynamic we are unruly we are connected we are a team we are loud we are playful we are excited we are one
- 12. O.C. Tanner: Who we are We speak 62 languages and hail from 57 countries 21.5% of our workforce in the U.S. is foreign born Baby boomers work shoulder-to-shoulder with employees from Gen Z— four generations are under our roof O.C. Tanner is a … • Technology company • Manufacturing company • Sales company • Consulting firm • Client contact center • Research institute Many kinds of smart Many generations Many backgrounds
- 14. Clients
- 15. Fortune 100
- 16. Diversity
- 17. Common types of diversity • Race • Age • Nationality • Ethnicity • Culture • Gender identity • Education • Professional experience • Political views • Religious beliefs • Physical ability • Mental ability • Citizenship • Location • Marital status • Socioeconomic status • Job title • Department • Seniority • Union affiliation
- 18. Diversity does not equal inclusion Diversity is about the number of different kinds of employees that make up an organization based on race, gender, age, sexual orientation, disability, and many other factors Inclusion is a measure of how well each of these groups that make up a diverse workforce are valued and represented Great Place to Work® explains it this way: “Diversity is about representation or the make-up of an entity. Inclusion is about how well the contributions, presence, and perspectives of different groups of people are valued and integrated into an environment.”
- 19. We hire for diversity, but we must build a community where individuals belong
- 21. of employees say their company’s diversity and inclusion efforts feel sincere 44% O.C. TANNER INSTITUTE
- 22. The employee experience O.C. TANNER INSTITUTE
- 24. low probability high consequence
- 27. eastern European earthquake and counseling support
- 28. Community Index O.C. TANNER INSTITUTE
- 36. As a new employee, I am inspired by the ways in which O.C. Tanner promotes inclusion. Employees and leaders embrace, value, and invite different ideas, perspective, and experiences. Inclusion goes far beyond a diversity initiative... It is not political or about any one type of protected class. It is a true focus on the value each person brings to the workplace. It was the first thing that stood out to me when I started, and I am so impressed by how everyone lives this every day. —NEW HIRE SURVEY RESPONDENT, O.C. TANNER
- 37. I’m so grateful to have been able to work at O.C. Tanner. I’ve loved my association with all of you. Every day we’ve been able to share our native foods and dress, our customs and history, and we’ve sat together and solved the problems of our business. I believe world peace is possible, because I see it here every day. —KRUNIJA P., RECENT O.C. TANNER RETIREE
- 38. “WORKPLACE DIVERSITY PROGRAMMES OFTEN FAIL, OR BACKFIRE,” THE ECONOMIST, AUGUST 25, 2022 Can we train our way to belonging?
- 39. What outcomes are companies prioritizing?
- 40. Transformative DEI Affinity groups D&I speakers Hire for diversity Executive champion Innovative experiences Leadership skills building Authentically-aligned business and DEI vision Community projects Values-based behavior shifts Traditional DEI • Assess executive readiness for unified approach • Action planning and shared accountability • DEI goals integrated with L&D • DEI goals embedded in performance management • Creative and collaborative business outcomes • Connected experiences with L&D outcomes • Quantitative and qualitative progress measurements • Recognize and celebrate progress SARA JONES, CEO, INCLUSIONPRO
- 41. • Based in good intentions to demonstrate commitment • Easily delegated to entry and mid-level employees • Quick marketing and emotional lift • It’s accepted best practice— “everyone else is doing it” Why do most organizations choose the traditional DEI approach?
- 42. COPYRIGHT © 2017 GREAT PLACE TO WORK® INSTITUTE, INC. ALL RIGHTS RESERVED. | 43 • Birth Year • Gender Demographics with inconsistent experiences • Managerial Level • Team 75 82 66 68 70 72 74 76 78 80 82 84 86 0 20 40 60 80 100 OC Tanner 2017 2017 100 Best - Top 100 Consistency Index Best Workplaces create consistent, strongly positive relationships for all employees with their organization, their job and their colleagues. Our Consistency Index looks at the variation in key experiences between demographic groups, such as gender, age, race/ethnicity, job level and tenure. Note: Yellow line indicates interquartile range of these measures across demographic groups. 4 4 Demographics with strongly consistent experiences Demographics with inconsistent experiences Demographics with strongly consistent experiences Consistency in experience for all
- 43. High-Trust Company Range = 29 points Lower-Trust Company Range = 62 points 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 INDIVIDUAL LEADERS 30% 60% 80% 100% Employee Experience Trust Index® Survey Results By Leader A consistently positive experience for all is required to stay competitive
- 44. | 45 70 80 90 100 Average of all Statements OC Tanner WG 2017 100 Best Note: Each point on the graph represents the average of all statements for an individual team INDIVIDUAL TEAMS 100 Best Interquartile range = 4 O.C. Tanner Interquartile range = 11 The employee experience is very different according to where an individual is in the organization COPYRIGHT © 2017 GREAT PLACE TO WORK® INSTITUTE, INC. ALL RIGHTS RESERVED.
- 45. Seen and unseen diversity: Belonging and wellbeing for all
- 46. increase in the odds that employees feel like they belong When employees have a strong workplace community, we see an O.C. TANNER INSTITUTE
- 47. Practices that build community: Go to where your people are
- 48. • Suicide awareness training and family nights • EAP • Flexible schedules • Parenting groups • Volunteer opportunities • LGBTQIA+ inclusion workshops • Onsite vaccine clinic • Onsite screenings (e.g., dental, mammogram, etc.) • Financial education • Support groups • Focus on access to resources for all • Spotlight on mental health Belonging and wellbeing require access to resources and experiences that make a difference
- 50. —2023 GLOBAL CULTURE REPORT, O.C. TANNER INSTITUTE The equation for a community is simple. Take a group of people and give them something in common. However, the formula becomes much more interesting and powerful when you factor in a compelling purpose—a meaningful goal to work toward together—and when everyone in the group feels they belong there. By any measure, the workplace is a natural community. And the strength of it determines how well organizations can attract, engage, and retain top talent.
- 51. Community is essentially belonging with a purpose
- 53. Initiatives
- 54. • Participation in training—focus on “dos” • In-the-moment actions— ally behavior • Inclusive leadership—demonstrated awareness and empathy for visible and invisible diversity • Team behavior— shared leadership, celebrating many ways to accomplish goals Recognize those who foster belonging
- 55. Leaders place people in a position to succeed and provide the conditions necessary for growth
- 56. Leaders place people in a position to succeed and provide the conditions necessary for growth
- 57. Leaders place people in a position to succeed and provide the conditions necessary for growth
- 60. Teams built on belonging become communities of support • Every employee has access to the same opportunities • Employees feel seen • Leaders appreciate all aspects of individual employees • Organizations understand rather than categorize employees • Leadership represents employee opinions
- 61. Determine the moments of truth in the workplace where any individual can impact diversity and inclusion. What is most impactful … are the experiences I have with the five people I work with every day. —DANNY GUILLORY, HEAD OF GLOBAL D&I, AUTODESK
- 62. A strong sense of belonging within a community has lasting impact O.C. TANNER INSTITUTE
- 63. Measure success
- 65. Diversity → Belonging → Community → Fulfillment
- 66. In all our research this year, more than anything else we measured, personal fulfillment had the most decisive impact on an employee’s choice to stay in their job, do great work, and define their organization as a great place to work. Don’t each of us want to feel valued, have a purpose, do meaningful work, master new skills, balance our lives, and belong to our workplace community? —2023 GLOBAL CULTURE REPORT, O.C. TANNER INSTITUTE
- 67. Employee fulfillment O.C. TANNER INSTITUTE
- 68. “I have never seen that.”
- 69. We have room for everyone [here]. Everywhere we look we see people of every background, belief, identification, and membership succeeding … You are an important part of a team, teams of people who rally around and create a place of belonging for each other. We could not be more serious about our deep commitment to be a place of growth and acceptance for all, and we thank you for joining us in everyday actions that show your commitment, too. —O.C. TANNER COMPANY
Editor's Notes
- Mindi – I’d love to start by sharing a story
- MINDI Here’s another recent recognition of achievement at OCT. Please forgive the bad pic. The man in the picture is Dave Petersen, our CEO. He is presenting our highest honor, the President’s award, to Hanh Ngo, our safety manager and former refugee for outstanding achievements in improving the lives of our employees and significant financial savings to the company. This is not the culture part I’m most proud of.
- MINDI I’m most proud of her leader who asked if we could sneak her kids into the audience and let them hear how much their mom is valued. Brilliant. That’s a leader living who we are. This story isn’t about how cool it is that Hanh is a first generation American who has been given opportunities. We don’t think about it like that. This isn’t about a female leader who has demonstrated herself to be one of the most well-respected leaders in our company. We really don’t think about it like that. This is a story about seeing Hanh as a person. Teaching our leaders to connect, pay attention and know what matters most to their people. This is a story about making sure Hanh knows what she does matters. Recognition is a powerful way to create and experience where people feel seen, know they matter and we reinforce that what they are contributing matters. And it is in those moments belonging is reinforced and community is created. For O.C. Tanner. That is what the work of Diversity, equity and inclusion is all about.
- CHAVALAH – In fact, we feel so strongly about our community that we dare to call it a family. It is a word our people use to describe the culture of our company the closeness they feel as a community over and over again.
- CHAVALAH – In fact, we feel so strongly about our community that we dare to call it a family. It is a word our people use to describe the culture of our company the closeness they feel as a community over and over again.
- CHAVALAH Add international image of company celebration
- CHAVALAH
- CHAVALAH
- Mindi – I’d love to start by sharing a story
- MINDI We are particularly proud of the way we’ve long welcomed a significant refugee population into our workforce. We began hiring refugees from Southeast Asia in the 1970s, added those fleeing conflict in Serbia and Bosnia in the mid-90s, and today are benefitting from the skills and perspectives of people arriving from the Middle East, Africa, and Central America. In 2020, O.C. Tanner was one of three companies honored by Upwardly Global, which works to promote workplace equity and inclusion for immigrants and refugees, and the sole recipient of the Championing Inclusion Award. This tradition of helping the world’s most vulnerable is an integral part of our identity, has helped us create some exceptional diversity in a region typically known to be more homogeneous. And it has direct business benefits as well. Of the 29 team leaders on our Production floor, 17 are from countries other than the U.S, including Bosnia, Cambodia, Ghana, Guatemala, India, Mexico, Pakistan, and the Philippines.
- CHAVALAH We are a global company supporting 14 million users, working in more than 180 countries all around the world.
- CHAVALAH Over 1,100 large, global organizations (more than any of our competitors) use our solutions to make their workplace cultures great...
- CHAVALAH ...you’ll find proof of that in the fact that 30 of our clients are on the Fortune 100 Best Companies to Work For list. That’s more than any other recognition provider. Because we take culture seriously, we’ve made the list as well. We’re the only recognition company ever to make the list. And we’ve made it 3 times...
- MINDI Support and encourage balance Strengthen community, connection and belonging Opportunities for growth and development What is diversity – blend tech with mfg, significant amount of foreign born employees Diversity is more than what you see – experiences, background We got this call and it floored us – we think about diversity holistically – we think of diversity in a borader way
- MINDI
- MINDI I am about to share some stories – stay with me because your initial impression will be wrong Stay with me community as group – but u
- CHAVALAH Support and encourage balance Strengthen community, connection and belonging Opportunities for growth and development
- Our research drives from the employees’ perspective – when we asked them only 44% felt sincere. That’s why it’s so important to embed these belonging experiences early and often If I asked Bea if any of the organizations she worked for previously To be effective and sustainable – to permeate the entire employee experience. To be effective and sustainable, we must be intentional about both diversity and inclusion starting before the recruiting process that extends beyond onboarding and permeates the entire employee experience.
- Employee experience model made up of micro moments We think it’s end to end
- UNDERSTANDING INC/EXC Merely improving exclusion does not in and of itself increase inclusion. Modern leaders actively address the other dimension which is: “What can we do to increase the types of attitudes, behaviors, practices that help produce a more inclusive culture. To achieve the greatest outcomes, organizations need to work simultaneously to minimize exclusion while proactively fostering inclusion -- making room for both memorable peak experiences and positive everyday/micro experiences for every employee.
- MINDI I recently heard a risk management expert talk about how organizations like the National Transportation Safety Board exist to solve for low probability, high consequence events. Low probability. High Consequence. This expert talked about the miracle on the Hudson and other transportation near misses and tragedies. And it got me thinking about how the best HR leaders I know also solve for these type of scenarios. And the thing I love most is that low probability, high consequence planning can also take a positive spin. Let me give you an example.
- How many earthquakes have we had in the area? The University of Utah Seismograph Stations (UUSS) has located 2,590 earthquakes that occurred in the Magna, Utah, area from March 18 through February 28, 2021(Figure 1). The largest of these earthquakes was the magnitude (M) 5.7 mainshock that occurred at 7:09 am MDT on Wednesday, March 18, 2020. The remaining 2,589 earthquakes are aftershocks. The largest aftershocks were two M 4.6 events that occurred at 8:02 am and 1:12 pm on Wednesday, March 18, 2020. A M 4.2 aftershocks occurred on Apr Belonging as holistic – coming to the aid of people in respect of their background. Individual Major groundwork: trust to have the vulnerability to share that story – org responds to trust with additional hep and support. il 14 and 17th which were widely felt along the Wastach Front. There have been 36 aftershocks of M 3 and larger. We continue to locate new earthquakes as they occur.
- eastern European earthquake and counseling support What does an earthquake have to do with belonging?
- CHAVALAH 76% of people believe their workplace is a community 72% say it is important for them to feel like they belong to that community
- CHAVALAH The enemy of well-intentioned DEI initiatives is backlash — and not just from people from privileged groups. Backlash from all directions is often due to DEI initiatives being framed as solutions to individual problems to be fixed rather than to correct for systemic issues at play in an organization. To reframe the conversation the author recommends five steps to implement in your DEI strategy: 1) Collect data to diagnose specific inequities in your organization, 2) communicate about initiatives using a systems-focused framing, 3) as change-making efforts begin, appeal to “fairness,” 4) clearly lay out expectations for change alongside resources and support, 5) sustain momentum by affirming effort and celebrating wins When we say system – we mean deep systems – HBR on Pervasiveness of system – taxes, policies, We own a lot of really powerful systems into our organizations – how leaders use these systems equal micro moments of employee experience
- Check the box? Diversity can get superficial What means the most
- Unity is not homogency – end to end
- MINDI Explain nuance of this observation n – idea that any DEI program is evidence of good faith effort – many complaints are dismissed and root issues left unaddressed. Programs and policies not flowing into employee experience. Commitment to genuine and aunthentic Negative sentiment around DEI – associated with risk mitigationand compliance – any training perceived as risk mitigation and compliance – as it is currently framed will continue to fall short of the outcomes we are all hoping for -- belonging outcomes Focus on beloning
- MINDI Why we oriented around a different approach -- organic
- MINDI
- CHAVALAH
- CHAVALAH For Top 100 it is between 83 and 3 IQR (80 to 86) For Top 10 it is between 90 and 4 IQR (86 and 94) For Top 25 it is between 88 and 4 IQR (84 and 92) We need to cultivate good leaders throughout our organizations. We need to give them, environments, tools and training to become better. Our calling in HR is not to conceive and administer every people program. It is to deliver strategic assists to our leaders. We want to foster consistency. Consistency around what?? Effective leaders offer a consistent experience around Opportunity and well being
- CHAVALAH Trust throughout the orgs – OCT has room for improvement – inconsistencies – awareness is the first important step – we dive deeer
- CHAVALAH So our focus has been on seen and unseen and belonging and wellbeing for all
- When employees have a strong workplace community, we see a 785% increase in the odds that employees feel like they belong.
- MINDI
- CHAVALAH
- What can you do to address systemic inequity in any critical aspect for every employee? Health center Retirement benefits Wages Training Strong story of health center is equity – ESL, front-line hourly employees are often least likely to access health benefits and primary care – financial and time components – not only care center,b ut health center time – restoring equity into model, not just another benefit. Health ccenter time and extended hours – not a check the box, a thoughtful initiative that is transformative to culture. All types of health and wellness
- CHAVALAH The equation for a community is simple. Take a group of people and give them something in common. However, the formula becomes much more interesting and powerful when you factor in a compelling purpose—a meaningful goal to work toward together—and when everyone in the group feels they belong there. By any measure, the workplace is a natural community. And the strength of it determines how well organizations can attract, engage, and retain top talent. The good news is that most employees do not aspire to jump from one workplace to another. On the contrary, they prefer their community be a place where they can stay and grow. The Great Resignation may have met its match.
- MINDI I am about to share some stories – stay with me because your initial impression will be wrong Stay with me Community is always pictured as a big group – but community is really built on the collective experiences of individuals in our community – let’s take a look at what that looks like.
- MINDI
- CHAVALAH Every team in an organization has its own unique micro-culture. And together, these team cultures form the building blocks of corporate culture. Think about it, if you connect with your team, chances are you will love your job. That’s why O.C. Tanner developed team initiatives—to help any size team focus, rally, and bond together.
- MINDI
- MINDI
- MINDI ou think we’re being just a bit dramatic about this right? Check this out?
- MINDI You think we’re being just a bit dramatic about this right? Check this out?
- Leader enablement – research focused on are leaders okay, so they can make life ok for everyone else
- CHAVALAH This is important because… [read slide] RESEARCH BACKGROUND (when needed): Methodology: Our 2022 Global Culture Study interviewed nearly 40,000 employees and leaders worldwide. We maintain panels of employees, independent of our client base, in 21 countries, allowing us to randomly select employees in a way that reflects the workforce demographics. We controlled for over 40 outside variables that may explain our outcomes of interest to isolate the effect of team connection, which is presented here. We assessed a variety of interpersonal measures that together indicate the strength of connect between employees. Definition of Thriving Culture: We consider a culture to be “thriving” when the culture scores one standard deviation above the mean or higher in each Talent Magnet™ (Purpose, Opportunity, Success, Appreciation, Wellbeing, Leadership). https://www.octanner.com/global-culture-report/2022/connection.html Definition of Great Work: “Great work” is exceptional, innovative, and well received from the recipient (“work that others love.”). We measure Great Work by utilizing a statistical index measuring five behaviors that employees who consistently do great work demonstrate. The five core behaviors are Ask the Right Question, Go and See, Talk to an Outer Circle, Improve the Mix, and Deliver the Difference. Source: https://www.octanner.com/global-culture-report/2022/engagement-revisited.html
- CHAVALAH Do you see me Do I matter Was that okay?
- MINDI Culture is everyone’s responsibility Commuities require citizenship – an active exchange between the two partners. It’s a dialogue, both parties have a responsibility.
- MINDI
- MINDI – returning to workplace – weave in
- MINDI Support and encourage balance Strengthen community, connection and belonging Opportunities for growth and development We can’t stop at community, people are looking for a fulfilling experience. Belonging for all, fulfillment for all
- MINDI Support and encourage balance Strengthen community, connection and belonging Opportunities for growth and development We can’t stop at community, people are looking for a fulfilling experience. Belonging for all, fulfillment for all
- MINDI
- Women in leadership – WE have to focus on representation – our systems can help us fix that. But policies and modeling are just as important to cultivating belonging Share story of GPTW conference in Chicago.
- MINDI Culture is everyone’s responsibility Commuities require citizenship – an active exchange between the two partners. It’s a dialogue, both parties have a responsibility.