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Its Not About Avacado Toast
- 1. Connect.Innovate.Lead. It’s Not AboutAvocado Toast: How Cisco Created a Best Workplace for Millennials (and Beyond) Vice President of Human Resources Global Benefits, Cisco Ted Kezios Director of Product Marketing, Great Place to Work® Julie Musilek Business Analysis Manager Customer Experience, Cisco Katie Porter
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- 3. Generations as measuredon Trust Index® Survey Gen Z: 1998 or later Millennials: Between 1981 and 1997 Gen X: Between 1965 and 1980 Baby Boomers: Between 1946 and 1964 Silent Generation: 1945 or earlier X-ennials! 1978-1982 2008!
- 4. 4th Annual BestWorkplaces for MillennialsTM List 1,000 U.S. companies 627,000 responses 254,000 millennials 4.5 million employees
- 7. Caregiving Millennials mentioned paternity leave andelder care support 3x more than any other generation
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- 9. Fair Base Pay& Student Debt Repayment
- 10. Translating “Leader” AcrossGenerations Gen X Role Model Millennial Connector Baby Boomer Culture Beacon
- 11. Millennials: Leaders areConnectors • Creates connections, alignment and shared purpose • Care about long-term growth and personal needs of individuals • Show up strongly at critical moments: work & personal lives • Empathetic, supports culture
- 12. Gen X: Leadersare Role Models • Creates strategy that gets results • Demonstrates values & behaviors • Show up strongly at critical moments: organizational change • Solves problems, advocates
- 13. Baby Boomer: Leadersare Culture Beacons • Creates strong organization that improves society for the greater good • Bright and strategic, committed • Ensure culture permeates everywhere • Not enough content to define how they show up in critical moments
- 14. Download Managing Millennials Visitus in the Partner Hall Library for Reports
- 15. A lot ofpeople got millennials wrong… When organizations deliver, millennials show up big time
- 16. A Few MillennialSuperpowers Innovation Heroes Super Loyal Top Recruiters
- 17. Millennials are extremely committed &loyal Intend to stay a long time 50X more at great workplaces
- 18. Millennials are wildlyinnovative Innovation Velocity RatioTM (IVR) Ready to Innovate Experiencing Friction
- 19. Millennials are wildlyinnovative Innovation Velocity RatioTM (IVR) Great Place to Work-CertifiedTM Company Best Workplaces for MillennialsTM Average U.S. Workplace
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- 21. It’s time torealize the full power of millennials at work.
- 22. Connect.Innovate.Lead. The Bridge toa Great Workplace for Our Millennials (and Beyond) Vice President, Global Benefits Ted Kezios Business Analysis Manager Customer Experience Katie Porter
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- 27. We design technologythat solves, creates, inspires, heals, and secures to help build your bridge to possible. Who we are Our People: • 77,000 employees in 97 countries (half in U.S. ) • Average age of 43 • 15% Baby Boomers (born 1945-64) • 48% Gen X (born 1965-80) • 37% Millennials (born 1981-97)
- 28. The universal challenge Howdo we create and sustain a great our employees? And, specifically, for will make up 75% of the global workforce by The universal challenge How do we create and sustain a great workplace for all our employees? And, specifically, for Millennials, who will make up 75% of the global workforce by 2025?
- 29. 1. High-trust culture 2.Great leaders 3. Fair pay and support for student loan debt 4. Support for real-life needs What Millennials want
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- 31. “In a ConsciousCulture, we take action if we experience something or if we see something. And in doing so, we change the culture for all.” — Francine Katsoudas, ExecutiveVice President and Chief People Officer Our perspective on culture Environment Characteristics Experience
- 32. Global Mental Health priority: •Started with our CEO: Remove stigma • Communities and • Increasing access and coverage Putting our words into action
- 33. Emergency Time Off (ETO):paid time off for any situation that an employee’s full and immediate attention Building trust during critical life moments
- 34. Time2Give: five extra paiddays each year to volunteer at non-profit or school • 447,935 hours volunteered in FY19 Making a difference
- 35. • Open thedialogue with your people! • Create benefits that represent your culture—one size does not fit all. • Think bigger—connect with community! • Challenge: what to prioritize. Small things you can do to transform trust
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- 37. GIVEYour Best OurCisco principles GIVESomething OfYourself GIVEYour EgoThe Day Off TAKE A Bold Step TAKE Accountability TAKE DifferenceTo Heart
- 38. Our leader expectations Runthe business • Understand and connect Cisco strategy; earnings calls Build diverse teams • Development conversation: 1x/quarter Lead your team • Check-ins: 1x/week Better leaders make better teams.
- 39. Leader andTeam Outcomes Building high-performing teams •Collective Purpose • Shared Understanding of Excellence • Safety and Trust • Confidence in the Future • Clarity of Expectations • Best of Me Now • Attention to Me • Best of Me in the Future
- 40. • Real conversationsincrease engagement and satisfaction. • Set clear leadership expectations. • Each person and team plays a role in the people experience! • Opportunities: consistent check-ins, Leader Day evolution Tips on cultivating conscious leadership
- 41. Millennials want FAIR PAYAND SUPPORT FOR STUDENT LOAN DEBT
- 42. We’re committed to equitablepay for similar work in the same location • Pay parity based on gender and ethnicity Fair pay at Cisco
- 43. College Coach: action planfor student loan Money Coach: guidance for any goal SoFi: solutions for refinancing student Support for student loan debt
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- 45. Welcoming a newchild Paid Child Bonding Leave: • Main caregiver: 13 weeks • Supporting caregiver: 4 weeks • Grandparents: 3 days …And Surrogacy, Adoption, and Family Planning reimbursements
- 46. Rethink: free online platformand coaching resource Children with developmental disabilities
- 47. CareLinx: helps employees hirean in- caregiver for an adult one Finding the right elder caregiver
- 48. • Walk intheir shoes… • Listen and creatively solicit their feedback. • Include employees in the design process. • Challenge: Go bold and learn from mistakes. Practical tips for benefits design
- 52. Tweetable Takeaways @GPTW_US Activateyour workforce around trust, rooted in real conversations! Better leaders create better teams. We have the opportunity for something really powerful when leaders recognize unique differences. Create benefits that represent your culture— one size does not fit all.
Editor's Notes
- #7 …It’s not about avocado toast.* Here’s what millennials really want at work. *In our study data, avocado toast was only mentioned twice… by Gen Xers
- #23 It’s Not about Avocado Toast: How Cisco Created a Best Workplace for Millennials (and beyond) Millennials may be the most poked and prodded generation ever—and still much of conventional wisdom about how to create a great workplace for this giant cohort is wrong. Come to this session to hear from a company that has gotten it right. Technology giant Cisco not only has been a Best Workplace for Millennials each of the past four years, but the company’s place on the list has jumped from #98 to #9 in 2019. Ted Kezios, Cisco’s Vice President of global benefits, and Jonathan Javier, a millennial who leads professional development in the company’s Early Career Network, will share Cisco’s impressive story. Among other things, they will touch on the company’s increased focus on a culture based on diversity, trust and giving back. They also will highlight challenges along the way and how the company’s success with millennials is part of a broader culture that works for all generations and all geographies—after all, Cisco was the #1 World’s Best Workplace in 2019. This session also will feature insights from Great Place to Work’s recent study on millennials. Julie Musilek, Great Place to Work’s director of product marketing, will share how your organization can tap millennial’s surprising superpowers. In this session you will: Hear Cisco’s story of creating an increasingly great workplace for millennials Learn how Cisco integrates benefits of interest to millennials with a culture designed to be great for all generations Gain research-based, tangible practices for attracting, retaining and cultivating the full potential of millennial employees
- #24 Okay, so the first thing you notice is that I’m not a millennial. But I’m a millennial at heart and I’ll tell you why. SF holds a special place in my heart. I grew up in Chicago and made my way to the bay area in 1995. Let’s go back in time to 1995. [Click to play Music: California Love by 2Pac]
- #25 If you were in my shoes, your first experience was going to lunch off Haight and Ashbury. That district is know to be the birthplace of the hippie generation, and boy oh boy, were there still hippies! Here’s one of the songs I heard from one of the boom boxes…[Click to play music] Music: Somebody to Love by Jefferson Airplane]
- #26 I went to a SF Giants game at Candlestick Park and they would play this song when the Giants were losing. And in 2014 Steve Perry would sing it live at games. [Click to play music] [Music: Don’t Stop Believing by Journey]
- #27 While working full time and going to school at night to get my MBA, I met people that worked for a company called Cisco. What sparked my interest in joining Cisco a few years later was not it’s stock splitting but it’s values, values we will talk about today. [No music] Morale of story: While I’m not a millennial and while 1995 is an age of millennials, I was living a millennial life: I preferred city over suburbs I was slower to own a home And I wanted a job that made me feel like work matters. To truly understand what millennials want, you have to walk in their shoes, just like you walked in mine.
- #28 Let’s start with who we are. The simple description of what we do is that we provide the core plumbing and infrastructure for corporate networks and the internet on a global basis. When you do a search on your phone, accessing Cisco P&S; and one piece of research says that 80-85% of internet traffic goes through our products/services. And here are some stats on our people, including the breakout at the bottom of our generational percentages.
- #29 When it comes to our generations in the workplace, we are all in the same boat. As Julie touched on, how do we create a great workplace for all, and especially Millennials who will comprise up to 75% of our global workforce in 5 years.
- #30 I’m not sure Cisco has gotten it perfectly right… But let me share the things we are doing to creating a better workplace for our millennials, and some of the challenges we experience. They center on these 4 key themes, and these are also themes you heard from Julie in the study.
- #31 Let’s start with building a high-trust culture [Music plays automatically: Rhianna (Umbrella) clip]
- #32 Culture is the backdrop for everything we do within a company and how we do it. We think pretty expansively about Culture. Explain quickly that it’s more broad than just characteristics. And we take it up a notch….conscious culture, which is a more active way to come together to build trust – we want all employees to take action if they see something. Share story about Fran sharing ER case stats.
- #33 That is how you build up trust, and as the study shows, Millennials are 50x more likely to stay with a company if you provide them with a high-trust culture. Another example of this is our approach on mental health which began with an email from our COE 1 ½ years ago. We have to create an open, supportive environment Where those suffering feel less afraid to open up Where we extend compassion and listen without judgment We received over 19k hits to our safetotalk community site which houses experts tips and employee stories, a lot of them from millennials. One employee story was especially inspiring. That manager said: Something inside is stopping you from being as successful as you can be, and asked her about her mental well-being which led her to contact the EAP, received counseling, and the mgr was there every step of the way. We included training in our annual Leader Day where we bring together all 15k managers. And recently made a change to make our out-of-network coinsurance equal to our in-network coinsurance on our largest medical plans because of the national shortage of providers.
- #34 It’s not just opening the dialogue to build trust, it’s also about shifting your benefits strategy to build trust. Here are a few examples of what we did. This one is called Emergency Time Off where employees don’t have to dip into their paid time off in order to be in the moment that matters. I had someone in my team that needed time when the bay area fires raged last year. My response was do what you need to do to keep your family safe, come back when you are ready. There is no set amount of time with this benefit, we leave it up to the ee and mgr to figure out. And we expanded the definition of family to include roommates, even pets, with no required set of time You will also hear from one of our millennials, Jonathan, who will share his story on ETO.
- #35 We aligned another benefit change to something hugely important to Cisco, which is giving back. We call this one Time2Give. We recognized that teams naturally come together to do charity work, but we wanted employees to have flexibility to take time off to give back to charities important to just them…could be a local school or non-profit. When we rolled this out, one employee said “this is the best benefit Cisco has ever offered”…I chuckled.
- #36 Small things you can do with real conversation and benefit changes to transform trust, and make it specific to your culture. e.g. if your company is about education, student loan contributions to reduce debt is a must. One of our first benefit changes 5 years ago was so simple – BD off. We do believe that corporate workforce plays a role in leading change in the community. Our biggest challenge – too many things we want to go after, limited resources, no open checkbook… what will drive greatest impact.
- #37 Our next theme is Millennials want great leaders Conscious leadership is essential for creating an environment built on trust and respect [Music plays automatically: Backstreet Boys (I’ll Be The One) clip]
- #38 When I think of our great leaders, I think of them role modeling the behaviors that we expect from all our employees. And again, the study shows that millennials want leaders who are culture beacons, lead through change, are approachable, and permeate values through the organization. These are how we want our people to show up. Some of my favorites: Take Accountability – own it, don’t wait for permission, do what’s right Give Ego a Day Off- what’s best for team and Cisco Take Difference to Heart – embrace diff, walk in each other’s shoes
- #39 And our expectations expand beyond just the leadership behaviors. At the core of all of this is get to know your people…better leaders create better teams, so we are methodical about it. One of the most important ones is something we call weekly check-ins. We use a system to create that connection where employees share their loves and loathes about the prior week, and their priorities for the coming week. Even things like expecting them to listen to earnings calls, monthly company meetings, and having development conversation once a quarter. Stats: Those whose check-ins always include a conversation are more likely to be fully engaged by 36% Those whose check-ins always include a conversation are more likely to be satisfied with their careers by 210% 51% fully engaged at Cisco vs. 16% global norm Opportunity… 25% of the organization didn’t check in at all, and we know that checking in leads to higher performance. 37% attended leadership qtrly 13% attended earnings call
- #40 And we know through our data that there are a set of qualities that exist within the highest performing teams. These are represented on this slide. – highlight 2-3 A few of these directly tie to the Millennial study: Connect to a collective purpose We talked about clear expectations Best of Me Now and into the Future – have employees long term interest in mind Notes: The “Best” teams retain employees 2.74x Managing your team to play to their strengths can increase merit based performance up to 11% Employees who use their strengths everyday are: • 20% more productive and creative • 6 times more engaged at work • 3 times more likely to report an excellent quality of life
- #41 Just to reinforce some of these key tips on cultivating conscious leadership And two main opportunities: 25% of the organization didn’t check in at all, and we know that checking in leads to higher performance Leader Day – key trainings Notes: •Over 60% of millennials, who are a large part of the workforce are looking for a new job and over 90% plan to stay in their current job fewer than three years •So why do people leave their jobs…a manager is the number one reason why people leave when we consider the following… •50% of people who leave a company quit their boss, not their job •Managers account for at least 70% of the variance in employee engagement
- #42 The 3rd key theme in the study is about the importance of fair pay to millennials and managing student loan debt NO MUSIC
- #43 It’s essential that we pay everyone fairly. Fair pay is a major focus for Cisco, so much that we have signed on to industry commitments, such as: •White House Equal Pay Pledge •Parity.org Pledge •Employers for Pay Equity Consortium •CA Pay Equity Pledge
- #44 And with Student Loan Debit, we offer a few solutions for millennials to get some help One employee who gave us feedback stood out – he said, I’m your typical Millennial story: lots of student loan debt, not a lot of savings, and no way I could afford to buy a house or apartment. Money Coach helped me lay a foundation for budgeting and how to manage the tradeoffs that come with managing my debt while creating an emergency savings fund and contributing to the 401(k) plan.
- #45 And the final theme is Support for Real-life needs [Music: Kings of Leon (Use Somebody) clip]
- #46 When is comes to our employees needs, it starts with our global benefits vision The WHOLE YOU at your BEST, making a meaningful impact for you, your family, Cisco, and the community! Our unique differences make our inclusive culture so great, and fostering the whole person is a major focus. A prime example of that is the change we made to our child bonding leave to make it gender neutral to account for the many ways that people have families today. We eliminated the terms maternity and paternity, replacing them with: Main caregivers are those spending the majority of their time caring for their new child. Supporting caregivers are those lending a hand to their spouse or partner. We trust our employees to choose, and if they say they are the main caregiver. they get up to 13 weeks paid for main (so total of 21 weeks for birthing moms on disability), up to 4 weeks for supporting caregivers, and up to 3 days for grandparent employees And we doubled down on reinforcing with our managers with how to allocate work while someone goes out that long. Notes: Surrogacy reimbursement: expenses related to surrogacy, including some medical coverage for surrogate. Adoption reimbursement: legal or administrative expenses. Family planning reimbursement: harvest and/or store eggs, sperm, etc…reasons not related to medical necessity.
- #47 And something cool we’ve done a few times in bring in startups and ask them to do 20 min pitches to make sure we efficiently look at new solutions. ReThink is one of those companies we added to help support employees with children with development delays. One employee rec’d help from ReThink and subsequently received a note from his teachers that his problem behaviors have lessened in duration, intensity and frequency.
- #48 And this other startup that made their pitch provides a match.com type of service to help find the perfect match for in-home caregivers.
- #49 Wrapping things up and getting back to where I started I cannot emphasize enough the importance of walking in millennials shoes, and all generations for that matter. Our best ideas come from our employees, and we even used a highly technical survey instrument last year to pulse our employees. Include them into RFPs…we are doing just that with our adult caregiving RFP right now. And lastly, go bold and learn. e.g. Student loan contribution - included millennials in strategy and design process. Benefit didn't get funded, good example of inclusion and listening and not always landing it!