This document summarizes Randa Newsome's presentation on increasing diversity and inclusion at Raytheon. The presentation discusses strategies to develop a global talent pipeline, including increasing awareness of unconscious bias, highlighting success stories of diverse employees, and ensuring strong succession planning. It also notes business needs for more diverse candidates and faster access to international markets that a global talent strategy could address.

1. Copyright © 2014 Raytheon Company. All rights reserved.
Customer Success Is Our Mission is a registered trademark of Raytheon Company.
Leading and Succeeding in a Global Knowledge Economy
Randa G. Newsome
Vice President
Human Resources & Security
Integrated Defense Systems
Raytheon Company

2. LEAN IN by Sheryl Sandberg
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“We compromise our career goals to make room for partners and children who may not even exist yet.”
“We need more portrayals of women as competent professionals and happy mothers–or even happy professionals and competent mothers.”
“Success is making the best choices we can…and accepting them.”
“Fortune does favor the bold and you'll never know what you're capable of if you don't try.”
“Women need to shift form thinking "I'm not ready to do that" to thinking "I want to do that- and I'll learn by doing it.”

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4. Personal Journey
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FLORIDA
GEORGIA
MISSISSIPPI
TEXAS
MASSACHUSETTS
VIRGINIA

5. Women in the Workforce
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53% OF ENTRY-LEVEL EMPLOYEES
40% OF MANAGERS
35% OF DIRECTORS
27% OF VICE PRESIDENTS
24% OF SENIOR VICE PRESIDENTS
19% OF EXECUTIVES IN THE C-SUITE
SOURCE: “Unlocking the Full Potential of Women at Work,” by Joanne Barsh and Lareina Yee, McKinsey & Company 2012.

6. Women in the STEM Workforce
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7. Business Demands
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We need stronger more DIVERSE candidate slates for our key roles…
We need to be ready for a sizable headcount demand based on expanding global business…
We need faster in country access…
Certain countries have significant headcount increase with wins…
We need to deepen the global skills and mindset among our global leadership…
The timing, volume, and required skills of our international workforce is frequently changing...
Where is our diverse talent pipeline for our mid and senior career roles?
We need to be able to execute to meet increases in bookings, sales, and margins
We have to continue to secure our workforce in the US and across the globe…
How will we expand our workforce planning to provide better understanding of future global demand?
We need to better identify, ready, and repatriate our expat workforce
As a female leader, I don’t see a career path given where we are growing internationally….
What’s our strategy to backfill our aging STEM workforce?

8. Strategy
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GLOBALTALENT MANAGEMENT
MORE
AWARNESS/ACTION
VISIBLE
SUCCESS STORIES

9. Overweight women earn 6.2% less than colleagues.
Psychology professors reviewing identical CVs were 4x more likely to write cautionary comments for female applicants.
The average letter length for women was 227 words, compared to 253 words for men.
Unconscious Bias
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Less than 4% of American men are over 6’2” yet more than 36% of corporate CEOs are.
Reference letters for female medical faculty were shorter, more vague, and placed less emphasis on research than those for males.
Men’s annual salaries increase on average approximately $800 per inch of height over 5’8.
Women are 50% more likely to advance in an orchestra audition if they can’t be seen.
Overweight men earn 2.3% less than colleagues.
To be seen as equally “competent” by reviewers, female researchers need to publish 3 more articles in Nature or Science or 20 more articles in specialist Journals than male applicants when applying for a medical fellowship.
In the US, same resumes with “white sounding” names were 50% more likely to get a call back than those with “black sounding names.”

10. Overweight women earn 6.2% less than colleagues.
Psychology professors reviewing identical CVs were 4x more likely to write cautionary comments for female applicants.
The average letter length for women was 227 words, compared to 253 words for men.
Unconscious Bias
10/3/2014 10
Less than 4% of American men are over 6’2” yet more than 36% of corporate CEOs are.
Reference letters for female medical faculty were shorter, more vague, and placed less emphasis on research than those for males
Men’s annual salaries increase on average approximately $800 per inch of height over 5’8
Women are 50% more likely to advance in an orchestra audition if they can’t be seen.
Overweight men earn 2.3% less than colleagues.
To be seen as equally “competent” by reviewers, female researchers need to publish 3 more articles in Nature or Science or 20 more articles in specialist Journals than male applicants when applying for a medical fellowship
In the US, same resumes with “white sounding” names were 50% more likely to get a call back than those with “black sounding names”
recruit people • make hiring decisions • conduct your initial orientation interview • mentor employees (or not!) • make job assignments • give people training opportunities • listen to people’s ideas and suggestions • make promotional choices • give performance reviews • decide organizational policy • conduct marketing campaigns • choose board members • treat customers

11. Definition
is just noticing the information without judgment or interpretation and without a notion of intentionality. Once there is enough data to see patterns, then interpretation and action can be explored.
What it is

Observing.

Paying attention to patterns of behavior, impacts, actions and outcomes.

Noticing whether the patterns are different for different groups by gender, race, work culture or other categories of difference.
How to do it

Look for facts and things you can observe.

Describe the pattern or theme you are observing.

Separate your observations from your interpretation of what the observations mean.

Get input of others to check out your perceptions.
Tracking
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12. Moving from Self Analysis to Business Impact
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13. Strategy
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GLOBALTALENT MANAGEMENT
MORE
AWARNESS/ACTION
VISIBLE
SUCCESS STORIES

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16. Strategy
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MORE
AWARNESS/ACTION
VISIBLE
SUCCESS STORIES
GLOBALTALENT MANAGEMENT

17. Human Resources Review
Intent
Value
Align
People to Strategy
Develop and articulate talent strategy that enables the business strategy.
Assess
Strength of People & Organization
Optimize performance of organization & people by understanding health of organization and strength of people in order to develop effective action plans.
Prepare
People & Bench
Strength
Ensure a strong DIVERSE leadership pipeline through identification of successors and top talent in order to accelerate development and fill key leadership positions.
9-Block
Top Talent Profiles
Org Vitality& Risk
Succession Plan
Strategic Business Drivers
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18. Organization Vitality and Risk
< 1 Year
1-2 Years
2-3 Years
3+ Years
F
E
M
I
New
Assignment
Retention
Retirement
2
1
-
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19. Succession Planning
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20. www.rayjobs.com
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Come Visit Us at Booth 701

21. Strategy
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GLOBALTALENT MANAGEMENT
MORE
AWARNESS/ACTION
VISIBLE
SUCCESS STORIES
“Women are the world’s most underused resource.” - Hillary Rodham Clinton