A presentation that elaborates on the 10 recommendations that the management of the Inter-American Development Bank selected during the Nov 2009 diversity and inclusion conference.

1. IMPLEMENTING DIVERSITY CONFERENCE
RECOMMENDATIONS
November 2009

2. 10 RECOMMENDATIONS SELECTED
1. Inclusion of clear goals in the performance review
system for managers to successfully implement the
new IDB Policy on Gender Equality in Development.
Good performance based on a set of established
criteria will be rewarded through higher ratings in
their annual appraisals, which in time impacts the
salary review cycle
2. A pilot program to differentiate pricing on its loans
based on the “scores” companies
have on development/social scorecard
3. Country Offices corporate procurement to ensure a
diverse supply chain
4. Inclusion of diversity and inclusion goals as an
objective in every IDB’s supervisor annual work
program
5. Training of supervisory staff to foster a change in
culture, emphasizing a more decentralized
organization with greater reliance on the latest
generation of IT tools
6. Promotion of telecommuting
and other flexible work
arrangements as a standard option
7. Enhancement of the current leadership
development offerings with more frequent
“shadowing of senior managers” and organize a
Bank-wide mentoring program
8. Provision of 12-month developmental
assignments for women at junior levels,
including “job swaps” between HQ and Country
Offices
9. Enhancement of the current paternity leave
policy
10. Ensuring that capacities and needs of
persons with disabilities are integrated into all
IDB operations (proposal from Facebook
discussion)

3. RECOMMENDATION 1
• Awareness and communications
activities to make managers aware of
this initiative and help them identify
appropriate measures to promote
gender equality
• Individual incentives to promote the
inclusion of gender equality in
operations in annual performance
reviews
• Monitoring activities to evaluate
managerial performance and
measure the impact of these
incentives at the corporate level

4. RECOMMENDATION 1 BUDGET
Much of the budget for this proposal is already covered by the budget for the
implementation of the Gender Policy. Additional resources needed:
$10,000 - Promote awareness of
the inclusion of the promotion
of gender equality in operations in
the performance management system
$5,000 - Awards and recognition events
$250,000 over a five-year period
External, local/regional training
on gender equality, to be available for the Rep, COO, and selected sector specialists
from each COF, a tentative total of 250 training participants at approx.
$1,000/participant

5. RECOMMENDATION 2
The Multilateral Investment Fund (MIF)
identified a broader approach undertaken by
Oikocredit with its microfinance clients.
Oikocredit measures counterparts’ financial
sustainability and four social impact
dimensions: (1) focus on the poor and
excluded; (2) product adaptation for the target
market; (3) improved social and economic
benefits for clients and their families; and (4)
counterparts own corporate social
responsibility (CSR) undertakings. IDB is
exploring the possibility of implementing a
similar, broader approach through the
Structured and Corporate Finance
Department’s Beyond Banking initiative and the
MIF.

6. RECOMMENDATION 3
• AC/PRC reached out to National
Minority Supplier Development
Council (NMSDC) and WeConnect
International for help in locating
certified businesses owned by
traditionally excluded groups in Latin
America and the Caribbean (LAC)
• ACP/PRC agreed with HRD’s Diversity
Advisor on useful definitions of
diversity as it applies to procurement
• COF procurement personnel will be
made aware of these categories in
conducting their procurement
activities.
• ACP/PRC provides training on its
policy and procedures to all staff
responsible for corporate
procurement activities in the COFs.
• Training will include the
need to source for businesses owned
owned by women or other
traditionally excluded groups.
• Content will be added to Invitation
for Bid and Request for Proposals
templates and public advertising to
improve access for businesses
operated by women or other
traditionally excluded groups and to
encourage them to participate in the
procurement process.

7. RECOMMENDATION 3 Cont’d
• ACP/PRC has begun to solicit
information from all Country Offices
on current services contracts issued
to companies owned by women and
other traditionally excluded groups,
to the extent the COF is aware of
vendor status, and will continue to
build a database of same for
reference and future reporting.
• In accordance with Diversity
Conference recommendation #4 :
“Include diversity and inclusion goals
as an objective in every IDB’s
supervisor annual work
program.”Where relevant,
diversifying the supply chain will
become part of the work plan.

8. RECOMMENDATION 4
• Incorporate diversity and inclusion
(D&I) targets and behaviors in the
employee performance management
process:
• Executives will include measurable
targets in their work programs to
attain the GCI Gender Equality goals
for women in leadership positions
(Q1/2011)
• D&I will be included as a leadership
competency in every Managerial and
Executive position (Q1/2011)

9. RECOMMENDATION 4 Cont’d
Measure employee perception of D&I
effectiveness at the IDB:
• In addition to the individual incentive
for meeting D&I goals, the IDB will
measure staff’s perception of the
effectiveness of D&I objectives via the
annual Staff Engagement Survey and
360-type instrument as one of the
leadership competencies (Q4/2010).
• An additional action is to include a
question related to D&I in the exit
interview questionnaire.
• Over time, the consistent measurement
of such qualitative data can help
identify trends and define actions for
improvement.

10. RECOMMENDATION 4 Cont’d
• Alignment of D&I and Gender
Equality objectives in the Balance
Scorecard:
• Incorporate overall performance
measures for all of D&I and Gender
Equality objectives into IDB’s Balance
Scorecard such as meeting
recruitment, voluntary turnover,
promotion and career development
targets for D&I target audiences.
(Q1/2011)
• Establish an IDB Diversity Council for
D&I management (Q3/2011):
comprised of leaders from every VP
and experts from the Gender and
Diversity Unit (GDI) and HRD with the
following responsibilities:
• Review goal attainment via
the different measurement
mechanisms (performance
management, balance scorecard and
employee engagement survey)
• Prepare recommendations for
improvement to be incorporated in
the business plans of each vice-
presidency.
• Champion diversity practices at the
IDB and incorporate the principles of
diversity management into every
aspect of human resources and
operations management.

11. RECOMMENDATION 4 BUDGET
$10,000 per year to fund the
Awards and Recognition events
IDB President Moreno and Mayor of DC,
Adrian Fenty, at IDB Diversity Conference
Nov 2009

12. RECOMMENDATION 5
• An organization’s leadership sets the tone
and carries the responsibility for achieving
the results set out in a D&I program.
• D&I management skills will be developed
via communications and awareness
sessions, coupled with diversity coaching
for specific business leaders in charge of
implementing the D&I goals.
• The first activities will sensitize top echelons
to key D&I issues and how they as
executives can engage all supervisors and
employees in reaching common D&I goals
• Diversity coaching has been used
successfully in other organizations as
a means to transform commonly held
beliefs about diversity, gender and
inclusion. Diversity Coaching would
be offered in the context of IDB’s
Leadership Development Program.

13. RECOMMENDATION 5 Cont’d
Awareness , Training, Communications
a) 2010: Focus on defining D&I for the
IDB and launching an awareness
campaign for leaders and staff at
large. The plan includes:
b) Define what D&I means for the IDB
and incorporate statements into the
values of the Bank (Q32010)
c) Conduct awareness workshops for
executives and supervisors to
develop the understanding of D&I
concepts and goals, in particular
gender equality objectives of the GCI-
9 and IDBs policies. The workshops
will include the internalization of D&I
objectives into people management
practices. (Q42010)
d) Conduct D&I awareness campaign for
IDB staff and educate them on the
IDBs D&I application in everyone’s
job. (Q42010)
e) Develop standard communication
and learning vehicles for the D&I
goals, targets and resources for on-
going reference. (Q12011)
f) 2011: Incorporate D&I skills
development into the Leadership
Development Program as part of the
workshop calendar. Recommend
having a set of mandatory workshops
for all supervisors and business
leaders to be completed before the
end of 2013.

14. RECOMMENDATION 5 Cont’d
DIVERSITY COACHING
Diversity coaching is an awareness-raising process in which leaders grow
increasingly aware of their mental models, preconceptions, biases, and
assumptions about D&I-related issues. This process occurs through one-on-one
consultations with renowned diversity champions primarily from Latin America
and the Caribbean.
Coaches will include national or international advocates for gender equality and
issues affecting persons of indigenous background and/or Afro-descent, with a
disability, with HIV/AIDS or who are members of lesbian, gay, bisexual and
transgender communities. After 12 months, leaders and coaches will gather to
sum up experiences and knowledge gained, and propose how D&I issues apply to
IDB’s business agenda, both in human resources and operations. Discussions
during coaching are strictly confidential, but executives may choose to share
specific findings and recommendations with colleagues and integrate them into
IDB policy and practice.
22 potential diversity coaches are tentatively identified; 8 men, 14 women

15. RECOMMENDATION 5 BUDGET
AWARENESS, TRAINING, COMMUNICATIONS
• 2010 - $15,000 for a diversity communications consultant to conduct D&I
awareness campaign for IDB staff based on the plan and actions described in
attached TOR
• 2011 – 2012 (annual requirement) - $60,000 for a diversity consultant to continue
the D&I awareness campaign
• 2010 - $50,000 to launch and deliver the D&I awareness training. Experts in such
type of learning will be procured for a face-to-face D&I workshop for executives
and supervisors
• 2011 – 2015 (annual requirement) - $50,000 to fund the ongoing delivery of D&I
training for IDB supervisors and executives
• 2011 - $30,000 to fund D&I awareness modules delivered via eLearning for all IDB
personnel

16. RECOMMENDATION 5 BUDGET Cont’d
DIVERSITY COACHING
• 2010 - $24,000 for two one-on-one diversity coaching sessions with eight staff
from PRE, EVP and VP offices. Each diversity coach will be asked to hold other
awareness meetings at HQ or Country Offices.
• $32,000 (approx) for travel and per diem for eight diversity coaches x two sessions
($2,000 per trip)
• $15,000 for a consultant for three months to help enlist diversity coaches, support
the matching of executives and coaches and administrative tasks
• 2011 – 2015 (annual requirement) -
• Funding for diversity coaching for 28 executives
• $60,000 for a consultant to carry out administrative tasks on a full-time basis;
tasks described above

17. RECOMMENDATION 6
Recommendations from diversity
conference roundtable 11 to be
reviewed in HRD workshop on flexible
work arrangements in Sept 2010.
Workshop goals:
• Learn about best practices from
external experts
• Identify successful internal examples
• Develop IDB telework strategy,
including communications activities

18. RECOMMENDATION 6 Cont’d
Home-Based Work Schedule
A staff member may perform an
assigned task under a home-based
work schedule, when it is determined
that such arrangement will
contribute substantial benefit to the
Bank and facilitate the
accomplishment of the assigned task.
The staff member and supervisor
establish the specific task or tasks to
be accomplished, the start and
estimated completion date, and the
expected outcome or product.

19. RECOMMENDATION 7
HRD will identify all top rated women, grades 5 through 1 or R, international
and local, currently in COFs and match them with a mentor. The mentoring
will encourage the building of networks, increase exposure to management ranks
and develop skills in: client orientation, organizational savvy, leadership presence,
and communication and influencing skills. After one year of mentoring the formal
supervisor will be responsible for overseeing the staff member’s ongoing
development.
• 2010 – Identify and assign a mentor to top rated women, grades 5 and above,
located in the COFs.
• 2011 – Implement a bank-wide mentoring program for women in the target areas
of the D&I goals (top rated women, grades 5 and above for management,
Representative and executive positions, including VPs).
• 2012 – Implement a mentoring program for women in the support track of the
CMF who have the potential to grow their careers within the technical track.

20. RECOMMENDATION 7 BUDGET
• 2010 -2011 - $15,000 for a mentor-
mentee matching tool
• $20,000 eLearning or face-to-face
preparation of mentors and mentees
(tentative)

21. RECOMMENDATION 8
Work Assignment
Temporary assignment of a staff
member to a different type of work
or post of duty; it may be associated
with work performed within or
outside the staff’s Organizational
Unit. The purpose is to allow staff to
contribute their knowledge and skills
to other Bank areas and/or to expand
their experience and skills.
Work Assignments may be:
1. Short-term, for a period of up to
one year or
2. Long-term, for periods greater
than one year and less than five
years.

22. Rotation Exercise
• The Bank will conduct periodic
Rotation Exercises for staff that may
be assigned to any post of duty or
office of the Bank. These Exercises
are Bank-wide or function-wide, and
will not entail a salary increase or a
Promotion.
• Organizational Units and HRD may
identify staff for rotation based on
business needs and time in post of
duty. Rotation from Headquarters to
a Country Office and between
Country Offices will be normally for a
period of at least two years and up to
five years.
RECOMMENDATION 8 Cont’d

23. RECOMMENDATION 9
• HRD/COB to propose expansion to
existing 90 days parental leave to
cover fathers as well, when primary
caregivers.
• Suggestion that 50-75% of dept. cost
for be covered for parental leave
cases. Proposal to enhance current 5
days of paternity leave. When both
parents work at IDB: propose that
they can share the parental leave.
Use gender-neutral language
regarding parental leave.

24. RECOMMENDATION 10
• HRD set up expert group on persons
with disabilities in February 2010;
meets monthly
• External speaker at March meeting;
topic: Talent sourcing and
recruitment of persons with
disabilities
• EXR is producing short film about
expert group members with
disabilities
• BBL on accommodation for persons
with disabilities held in May 2010
• Consultant produced draft HR policy
on persons with disabilities, July 2010

25. RECOMMENDATION 10 Cont’d
HRD shared six CVs with the Gender
and Diversity Section of potential
consultants who have demonstrated
experience in mainstreaming
disability into development
operations, and with links to LAC and
fluency in Spanish
IDB Young Professional Jane de Souza
introduces keynote speaker Victor Pineda
at ORIGIN reception, June 2010

26. Victor Pineda promotes disability rights at IDB
RECOMMENDATION 10 Cont’d
(1-min film)

27. STATISTICS JULY 2010
Female, 30,
52%
Male, 28,
48%
First six months 2010 –
IDB international hiring
8
5 5
4
1
7
6
3
8
2
3
6
0
2
4
6
8
10
12
14
16
2010 IDB International Hiring
by Month
Male
Fem
ale

28. STATISTICS JULY 2010
1 3
22
4
0 1
27
0
0
10
20
30
40
50
60
Executive Management Technical Support
2010 IDB International
Hirings by Position
Male
Fem
ale
Female, 42,
81%
Male, 10,
19%
First six months 2010
IDB International
Promotions

29. Marta Calderon, coordinator of the IDB Professional Women’s Network, cheers
with hands in the air as 10 winning conference recommendations
are announced, Nov 2009

30. ADDITIONAL HRD DIVERSITY &
INCLUSION ACTIVITIES (HELD)
• Full-time sourcing activity in LAC
addresses diversity
• Regular meetings with US-based
diversity sourcing counterparts
• Brown bag lunch on lesbian, gay,
bisexual and transgender –friendly
policy and practice (July 2010).
• HRD supports an IDB GLOBE club and
networking with other international
organizations on HR policy
development.
• ORIGIN reception at IDB with speaker
on disability rights and sign language
interpretation (June 2010)At ORIGIN event: IDB Young Professional
Adria Armbrister and Joanna Crane of the
European Investment Bank

31. HRD DIVERSITY & INCLUSION ACTIVITIES
(PLANNED)
• Diversity self-identification process
for staff soon ready for
implementation in HR Self Service
• For all staff: Brown bag lunch
discussion with speakers who are
experts on race and identity issues
• Diversity and gender equality issues
affecting decentralizing to COFs and
career paths to be studied
• Speaker from Human Rights
Campaign to brief HRD on LGBT
issues (Sept 2010)
• Organizing awareness training on
HIV/AIDS for all staff - offered by
Standard Chartered Bank
Melanne Verveer, U.S. Ambassador-at-
Large for Global Women’s Issues, to be
invited to IDB event in Nov 2010 where results
of the 2009 diversity conference will be
presented

32. QUESTIONS?