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Diversity and Inclusion Best Practice


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Want to know what strategy works for REAL RESULTS in diversity and inclusion? We have worked with over 20,000 clients around the world to shift the dial in inclusion, diversity and engagement.

Published in: Recruiting & HR

Diversity and Inclusion Best Practice

  2. 2. Diversity and Inclusion Strategy Our strategic goals are to:  create a truly inclusive culture  increase the number of women in leadership. We need to ACCELERATE PROGRESS in getting there. What we are currently doing won’t get us there: x Diversity and inclusion ‘busyness’ and more activity won’t get us there. x We CANNOT undertake any activity because its ‘nice to do’ – ALL activity must have a clear RESULT and ROI.
  3. 3. What does success look like? Greater diversity and inclusion =  Customer satisfaction +39%  Productivity +22%  Profitability +27%  Lower turnover -22%  41% greater ROI  56% increase in EBIT  34% higher total return to shareholders (Cumulative Gallup Workplace Studies; Catalyst; McKinsey)
  4. 4. What does success look like? The more inclusive and diverse the workforce, the greater intent to stay and discretionary effort.
  5. 5. The more inclusive and diverse the workforce, the greater team collaboration and commitment. What does success look like?
  6. 6. Cultural Change But, to get there diversity efforts are all about cultural change 70% of all cultural change programs fail: • Lack of knowledge • Lack of skill and practice • Hidden conflicts working against change • Culture working against change - BAIN If we persist with current approach the ROI will be limited.
  7. 7. 1. Establish a sense of urgency – 75% of management teams need to be convinced they need to make the changes now 2. Form a powerful guiding coalition 3. Create a vision 4. Communicate the vision – 10 times more than you think you need to 5. Empower others to act on the vision 6. Plan for and create short-term wins 7. Consolidate improvements and sustain the momentum for change 8. Institutionalise the new approach You need a PUSH-PULL Strategy Kotter’s Theory of Cultural Change
  8. 8. Critical mass PullPush Cultural Change for Engagement, Innovation, Inclusion and Collaboration • ALL Leaders • Inclusive Leadership • Desire, understanding and practical ‘how to’ • Constant repetition • Sense of urgency • Critical mass • HR Capability • ALL women • Unleash hidden talent • Crash masculine norms – if not, why not? • Valuing feminine leadership style Cultural Change for Real Results: PUSH-PULL
  9. 9. Cultural Change for Real Results: PUSH-PULL PUSH STRATEGY: Engaging your current women and building a powerful pipeline. Giving women the practical skills, confidence, drive and determination to shout "give me that job"! PULL STRATEGY: Starting with the CEO and Executive Team, ALL leaders don't just understand - they also take action because they want to (not because they are told) and they know how. You need to start reaping the benefits of diversity through critical conversations and inclusive actions within your teams – but how do you equip your leaders with the skillset? How do you shift the dial towards an inclusive culture?
  10. 10. Cultural Change for Real Results
  11. 11. Cultural Change for Real Results 0 10 20 30 40 50 60 70 Woolworths Transpacific Industries Bank of Queensland Wesfarmers Resources Aurizon Telstra Commonwealth Bank % of women in Senior Leadership REAL RESULTS with our PUSH PULL model Year 1 Year 2 Success leaves clues!
  12. 12. Best Practice: Case Study Telstra – 6% - 31% women in leadership in 2 years Catalyst Award Winner • 3000 women participated in my mentor (Increased performance, engagement and ‘talent’) • 2000 men – Mastering Gender Leadership (newest release: Courage Inclusive Leadership in Action) (result became ‘male’ leader driven) • CEO/ Executive – constant messaging • KPI’s – reportable to CEO • Strong pipeline – middle management increase by 26% • Operational focus – increased number of applicants by 50% • Broad based communication strategy • A new conversation in the business – brand impact
  13. 13. Wesfarmers Resources – 8%-20% in 2 years • Executive engagement – core story • Executive lead messaging • All women participated in my mentor • Cascaded leader education (Courage program) down to supervisor level • Toolbox talks/ Diversity Shares • Women in operations rotations • Job redesign / flexible work focus • Engaging women in the community • Outside industry hires/ talent mapping • All senior men involved in mentoring a woman – became sponsorship Best Practice: Case Study
  14. 14. Bank of Queensland 11% - 22% in 18 months • CEO vocally committed – raised the bar on target • All level 4 – 5 women – my mentor • Executive, direct reports complete Courage program down to level 4 leaders – clear quarterly actions that were achievable • Intentional hires – balanced team requirement • Recruitment disruption • All new appointments level 4 and above had to be approved by CEO • Involvement in Qld Male Champions of Change – increased competition Best Practice: Case Study
  15. 15. Transpacific Industries – 9% - 18% in 18 months • CEO vocal champion • Executive team and direct reports – detailed understanding of why and how to • Executives and direct reports – mentored a woman each. Reverse mentoring built in. Structured using the my mentor program • My mentor - Mentoring program became sponsorship • Cascaded across the business • Disruption of recruitment process • Flexibility ‘how to’ • Female driver program – external EVP • Powerful female network formation – based on common language (my mentor) Best Practice: Case Study
  16. 16. • Male leaders – business issue not a women’s issue • Champions to role model inclusive behaviours • Leaders to communicate the business case • Inclusive leadership = behavioural change • Charter and commitment – what do champions DO? • Encourage experimentation and wild thinking • Endorsed as UN Australian best practice Best Practice: Champions of Change
  17. 17. The following examples were outcomes from our Courage: Inclusive Leadership in Action program – Champions (leaders) came up with, and acted on the following:  Coffee Roulette – senior leaders had coffee with people who volunteered to be part of the experiment – 100 coffees, leaders had some scripted pointers, focussed on understanding the person rather than their job task. 10 promotions because ‘new talent’ was discovered  Male leaders committed to having vulnerable conversations with women about career and life  Leaders ‘testing’ a job share in a role  Leaders ‘experimenting’ with new conversations in their teams about the business case for diversity and inclusion  Leaders deciding to set up project teams with different mix to the ‘usual suspects’  Intentionally conducting meetings differently Best Practice: Example Actions of Champions
  18. 18. The following examples were outcomes from our Courage: Inclusive Leadership in Action program – Champions (leaders) came up with, and acted on the following:  Recruitment process disruption: Leaders engaged the recruitment team to understand inclusion; re-written job adverts to broaden the lens of ‘difference’ that could be attracted with a significant increase in access to skills they hadn’t seen before  Flexible work: Significant increase in job-share/flexible work/job redesign; and improved engagement of these employees (i.e. understanding not to ‘assume’ that a part-time worker wouldn’t want to be included on invites but to ask)  Addressing confidence of female leaders  Increased mentoring and sponsorship  Executive lead messaging and communication strategy (both internal and external) to promote internal inclusion and attraction as an employer of choice  Outside industry hires/ talent mapping: Identifying the importance of skills over experience Best Practice: Example Actions of Champions
  19. 19. Best Practice: Inclusive Leadership
  20. 20. Inclusion = Engagement = Innovation = Collaboration Keep your strategy simple, for quick wins, ROI and lasting cultural change: 1. Push 2. Pull/Champions SUMMARY
  21. 21. Best Practice: How can we help? PUSH – my mentor program The practical ‘how to’ guide for a woman’s career success. Practical tips, strategies and actions women can implement, through audio, video and workbook content – and the setup of peer group support networks. “Almost 800 women at Australia Post have participated in my mentor program. Evaluation of each program over the past 2 years, indicates over 55% of participants of my mentor have been promoted, undertaken higher duties or accepted more challenging tasks in the workplace. 94% of participants would recommend the program to other women. 100% of our line managers recommend the program. 96% of our mentors would participate again.” - Diane Utatao National Diversity & Inclusion Business Partner, Australia Post
  22. 22. Best Practice: How can we help? PULL – Courage Inclusive Leadership in Action program. Create your CHAMPIONS! Based on our award-winning work with leaders and organisations around the world, we have created a ‘how-to’ toolkit for your leaders to enable practical, inclusive actions day-to-day. “Too many leaders say they don’t have the time. This is important, we have to MAKE the time. And not just a workshop here and there, we need this to be incorporated in our day-to-day. Diversity is everyone’s responsibility, so it’s about understanding how I show that in my leadership every day. I’ve learnt to really break the status quo and try new things. This is not about diversity, this is a toolkit with working examples to drive a cultural shift for the business.” - Karl Mahooney, Vice President Honeywell Australia and New Zealand
  23. 23. “Memory takes an almost ridiculous amount of time to settle into its permanent form.” - Dr. John Medina That’s why we use spaced learning and on-the-job experiential learning – for REAL BEHAVIOURAL CHANGE. Why spaced learning?
  24. 24. More Resources • What is an inclusive leader? • Courage Clip - Ian Doyle on Hiring as an Inclusive Leader • Courage Clip – Dagmar Parson on Influence • Courage Clip – Adam Rytenskild on Bias • Inclusive Leadership