2009_03 Diversity Strategy (Talent Management in Pharma)
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The document summarizes the agenda for the 3rd Annual Managing Talent in Pharma Diversity Strategy conference held by Merck & Co in Prague from March 19-20, 2009. The topics to be covered include inclusion, demographic trends, female leadership, global constituency groups, the business case for diversity, employer branding, flexibility, and talent management practices. Diversity strategies like the Global Constituency Group model and approaches to managing areas like multicultural diversity, female talent, and flexibility will also be discussed.
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The document outlines a three step process for businesses to utilize MBA summer interns from Manchester Business School: 1) Develop a brief project outline including deliverables, timelines, and candidate skills required. 2) Agree on an application process for recruiting interns. Manchester Business School can help identify candidates. 3) Select a candidate and have them contact the business directly to agree on a start date and compensation. The document provides examples of past internship projects and discusses the typical internship scope, duration of 8-12 weeks, and compensation range of £500-£2000 per week.
TMA Technology HR Conference2013v
The document discusses trends in diversity and inclusion, including demographic shifts, talent shortages, and the rise of virtual workers. It outlines the basics of diversity and inclusion programs, including creating an inclusive work environment, attracting and retaining talent, and improving market connectivity. Finally, it provides recommendations for senior leader engagement, such as setting clear expectations for involvement, and identifies five untapped market resources, like alumni networks, existing employees, customers/vendors, low-cost approaches, and partnering with nonprofits.
ODO E-Brochure
The document outlines the mission and activities of several diversity and outreach offices at UCSF. The Office of Diversity and Outreach aims to build a diverse community and foster inclusion. It oversees programs like the Early Academic Outreach Program, LGBT Resource Center, Multicultural Resource Center, Office for the Prevention of Harassment and Discrimination, and CARE Advocate. Each of these centers and programs provides specific resources and services to promote diversity, inclusion, and cultural competence across the UCSF community.
IPSEC2014 - Surprise! You're Hosting an Event
The University of Nevada, Reno website provides a history of the university along with current statistics and highlights. Founded in 1874, it is a public research university located in Reno, Nevada. The website features photos of the campus taken by Nick Crowl. It also lists several student clubs and organizations at the university like the IEEE, iGEM team, and Concrete Canoe team that are engaged in hands-on projects. The physics and applied math departments conduct demonstrations for students. Quotes on the site encourage changing the world through commitment and small groups working together.
Focusing on Inclusion in STEM Leadership Roles
If STEM talent’s truly as scarce as we hear in media reports, how are HR leaders responding and preparing to close the talent gaps within their own organizations? During this webinar, Neddy Perez, chief diversity officer for Ingersoll Rand will share how her team’s integrating their corporate diversity and inclusion strategy into their core business areas of skills development, workforce engagement, enabling process and market connectivity to bridge the STEM gap. This multifaceted approach has resulted in a robust STEM talent acquisition and management strategy that’s attracting, retaining and developing Ingersoll Rand employees for today and the future.
During this webinar attendees will:
Gather tools for creating an action plan for addressing the reported stem talent gap.
Explore how Ingersoll Rand addressed the talent gap within their organization and hear the lessons learned along the way.
Decipher what’s fact and fiction regarding the STEM talent shortage.
Addressing diversity through branding and targeted outreach | Talent Connect ...
Addressing diversity through branding and targeted outreach | Talent Connect ...LinkedIn Talent Solutions
Ever wonder how to effectively build critical talent pipelines and augment your diversity strategies? In this session learn how to supplement your diversity outreach efforts with a variety of tactics such as community outreach, creative branding, strategic internship programs, and the development and launch of LinkedIn campaigns that target diverse professionals of all levels. Also learn how reporting can enable you to track and manage the impact of your campaigns. This will be a jointly led training session with LinkedIn and Blue Cross Blue Shield of Michigan.
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Diversity Strategies for Successful Schools: Recommendations
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Chapter 01 The Challenge of Human Resources Management
Chapter 01 The Challenge of Human Resources Management
If you cannot change attitude, then change behavior ?
If you cannot change attitude, then change behavior ?
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Addressing diversity through branding and targeted outreach | Talent Connect ...
Similar to 2009_03 Diversity Strategy (Talent Management in Pharma)
Com1 eomois-kivisild
The document discusses a training for CEOs and leaders on empowering women and promoting gender equality. It provides biographies of the two trainers, Ester Eomois and Leena Kivisild. The training will cover analyzing women's representation in leadership, learning from best practices in Europe, and empowering CEOs to implement gender equality policies and programs. Attendees will develop personal action plans to promote gender equality in their own organizations. An example is provided of initiatives by Saint-Gobain, a global construction company, to increase gender diversity through their diversity action plan and strategic priorities.
Diversity
Diversity management aims to create an inclusive workplace where all employees feel valued regardless of their backgrounds. It has been shown to improve company culture, motivation, and productivity when implemented properly through strategies that promote awareness and equal opportunities. Surveys found that over 80% of companies believe diversity has positive impacts like innovation, reputation, and talent acquisition. While diversity alone does not guarantee business success, it can create a flexible environment that removes biases and allows all skills and talents to be utilized to their fullest potential.
The work of HR part two the flow ofinformation and work.docx
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Generational differences in todays workforce finale
The document discusses generational differences in today's multigenerational workforce. It notes there are 5 generations currently in the workforce with different ideologies that can cause misunderstandings. Managers must utilize tools from organizational behavior to promote team cohesion between generations. Both opportunities and challenges exist in effectively managing a diverse workforce to represent changing consumers. Leadership best practices include open communication, transparency, mentoring between generations, and focusing on commonalities rather than differences. As the workforce becomes majority Millennial, organizations must change management strategies to remain competitive.
Physical Security Threats Case Study This case study builds upon y.docx
Physical Security Threats Case Study This case study builds upon your Unit VII Case Study assignment, which should be reviewed, along with the professor’s feedback, before completing this assignment.
Physical Security Threats Case Study
This case study builds upon your Unit VII Case Study assignment, which should be reviewed, along with the professor’s feedback, before completing this assignment.
Now that your client’s network is up and running, it is time to consider the threats. For the purpose of this assignment, assume the network is located in the area where you currently live (or have lived).
First, briefly summarize the three physical threat categories based on your location and what techniques you could use to mitigate them for your client’s network:
· natural threats,
· human threats, and
· controlled access threats.
Next, discuss how you would secure the wireless communications component to the network.
Last, Identify two techniques and/or tools that should be used when developing a system solution for your client.
Your case study should be at least one page in length, not counting the title page and reference page. Your paper should be double-spaced, use 12-point size Times New Roman font, and contain one-inch margins. Section headings are encouraged to help organize your paper. Your paper must be written using APA format. You must cite at least one academic source.
BUS 303 Diversity and Leveraging Difference Worksheet
Create a WORD document and upload to the Black Board drop box under this week.
Step One:
After reading the article from Forbes Insight Global Diversity and Inclusion Fostering Innovation Through A Diverse Workforce answer the following questions. (Article File on Black Board under Week Twelve)
Question One: The Forbes Insight article presented two aspects of value related to diversity.
Describe each concept in your own words. Explain how each aspect of diversity is important to the success of a company.
Question Two: The Forbes Insight article concluded that progress has been made however barriers still exist.
According to the article, what are the areas that companies have done the best and progress has been made?
According to the article, what are the areas that there can be improvement?
Step Two:
Watch the video The End of Diversity: How Leaders Make Differences Really Matter
The video is assigned to assist you in completing this week’s assignment worksheet.
Topic: Diversity and Leveraging Differences
Author/Creator: Dr. Martin Davidson University of Virginia Darden School of Business
Watch only 10 minutes and 10 seconds. https://www.youtube.com/watch?v=Kp-G34ZnsPI
Step Three: Complete the worksheet on the second page of this assignment.
Directions: Fill in the chart (chart on next page). Either type in information or print out a copy of the page of the chart and fill in by hand. Upload the document or an image of the page to the drop box.
Comments from Dr. King about completing the chart: ...
BUS 303 Diversity and Leveraging Difference WorksheetCreate a WO
BUS 303 Diversity and Leveraging Difference Worksheet
Create a WORD document and upload to the Black Board drop box under this week.
Step One:
After reading the article from Forbes Insight Global Diversity and Inclusion Fostering Innovation Through A Diverse Workforce answer the following questions. (Article File on Black Board under Week Twelve)
Question One: The Forbes Insight article presented two aspects of value related to diversity.
Describe each concept in your own words. Explain how each aspect of diversity is important to the success of a company.
Question Two: The Forbes Insight article concluded that progress has been made however barriers still exist.
According to the article, what are the areas that companies have done the best and progress has been made?
According to the article, what are the areas that there can be improvement?
Step Two:
Watch the video The End of Diversity: How Leaders Make Differences Really Matter
The video is assigned to assist you in completing this week’s assignment worksheet.
Topic: Diversity and Leveraging Differences
Author/Creator: Dr. Martin Davidson University of Virginia Darden School of Business
Watch only 10 minutes and 10 seconds. https://www.youtube.com/watch?v=Kp-G34ZnsPI
Step Three: Complete the worksheet on the second page of this assignment.
Directions: Fill in the chart (chart on next page). Either type in information or print out a copy of the page of the chart and fill in by hand. Upload the document or an image of the page to the drop box.
Comments from Dr. King about completing the chart:
It is acceptable to fill in the chart in the first two columns word for word what Dr. Davidson presents in the video related to the contrasting models of Managing Diversity and Leveraging Difference.
The third column will be in your own words. Describe what do you think would be the biggest challenge that company or organization would face in implementing this aspect of the leveraging difference model? Answer for each of the categories: Leadership Perspective, Strategic Focus, Scope of Difference Engaged, and Impact. A short sentence(s), bullet point phrases, or a paragraph are good for answering this section.
Leveraging Difference Worksheet
Managing Diversity Focus
Leveraging Difference Focus
In your own words…. What do you think would be the biggest challenge that company or organization would face in implementing this aspect of the Leveraging Difference model? (at least 25 words)
Leadership
Perspective
Strategic Focus
Scope of Difference Engaged
Impact
in association with:
Global Diversity anD inclusion
Fostering Innovation Through
a Diverse Workforce
2
Key Findings 3
Methodology 4
Diversity and Inclusion: A Formula for Success 4
Diversity Is a Key Driver of Innovation 5
A Diverse Workforce Attracts Top Talent 7
Diversity and Inclusion Efforts Are a Given 11
Diversity Goals and Priorities 13
The Buck Stops ...
Managing Diversity
This document discusses managing diversity in the workplace. It defines diversity and outlines some of its benefits, including stimulating creativity and innovation. It also discusses challenges of managing a diverse workforce, such as resistance to change, and approaches for overcoming these challenges through practices like effective communication, training, and creating an inclusive environment. The document advocates treating all employees fairly and with respect to create a productive and successful diverse organization.
Women, Business And Leadership
1. The document discusses gender diversity and equality in global companies using Merck as a case study. It examines the business case and evidence for promoting women in leadership and the workforce.
2. Data on women's representation in Merck's regions, industries, and roles is presented. Challenges and best practices are outlined around setting goals, understanding drivers of representation, and engaging both men and women.
3. The discussion focuses on internal priorities like culture, development, and flexibility, as well as external stakeholders and customers, with the goal of enhancing inclusion and accelerating women's leadership development.
Rose Nkosi- Creating a High Performance Culture
The document discusses creating a high performance culture through lessons learned from Sasol's journey. It emphasizes that culture is reflected in everyday behaviors and actions. A high performance culture facilitates superior performance given an organization's unique circumstances. Building such a culture involves three steps: 1) Imagining or visioning the desired culture and values, 2) Mobilizing to communicate and embed the new culture through tools, interventions and habits, and 3) Measuring culture through indexes to track impact and illustrate value added. Key enablers include leadership alignment and involvement of employees, while obstacles can be lack of clarity or selectivity and not partnering with employees. Leaders must play a role in dreaming the vision and removing fear from the change process.
Diversity and Inclusion Webinar Slides - September 2016
Our workplaces are becoming more diverse. Actually, they have been for some time, but it is only recently that organizations are beginning to notice that diversity and inclusion in the workplace, and how it is managed, may be having a significant impact on engagement. Join Norm Baillie-David for this webinar which will describe how diversity and inclusion are related to employee engagement, and more importantly, how major organizations are increasing employee engagement through better management and policies around this touchy subject area.
KOCG10874 KGWI_CollaborativeWork_Europe_ebook[1]
The document discusses collaboration in the European workplace. It finds that only 47% of European workers feel their workplace promotes collaboration, and just 40% feel their organization's structure does. However, collaboration is becoming a key factor for improving business profitability and talent attraction and retention. Building a truly collaborative culture requires leadership from the top, training all employees, using diverse and collaborative teams, and collaborative technologies. Doing so can boost productivity, innovation, and both employee and business resilience.
KGWI: The Collaborative Work Enviroment in Europe
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
My PPT(Global Human Resource).ppt
The document discusses the strategic role of human resources in global environments. It examines how global corporations manage human resources and social responsibility across different countries and cultures. Some key challenges for international human resource management include variations in laws, economies, and cultures between locations. The document recommends that companies develop centralized reporting relationships, standardized practices, and consistent corporate cultures while also giving regional autonomy. It emphasizes the importance of cultural awareness and developing global leaders.
Hr & Organizational Strategies
This document discusses frameworks for developing human resource and organizational strategies. It covers several topics:
1) It describes different types of corporate strategies like growth, stability, and retrenchment as well as business strategies like cost leadership, differentiation, and focus.
2) It discusses Dyer and Holder's typology for matching HR strategies to organizational strategies, including investment, inducement, and involvement strategies.
3) It outlines the steps in developing an HR strategy framework, including external and internal analysis of factors like the environment, competitors, stakeholders, and internal capital.
4) It examines issues around managing diversity and the challenges of a changing business environment.
1007 Dr Cukier Benefitsof Diversity
Author: Wendy Cukier, Brenda Nadjiwan, Dave Crisp, Michael Bach, Beth Grudzinski
Description:
An Interesting Panel discussion including senior diversity representatives from KPMG and TD Bank Financial Group followed the opening sessions, focused on how diversity is actually being moved forward in these organizations. Session 1: Dr. Wendy Cukier: The Diversity Lens: Leading Practices in Recognizing the Benefits of Diversity, Session
Strategic Management
The document provides an overview of strategic management concepts including the canoe theory, vision, mission, values, goals, objectives, scanning the external environment, industry analysis, SWOT analysis, and the strategic management model. Key points include that an organization's vision should be inspiring and challenging, a mission describes the organization's current purpose and focus, values help establish organizational culture, goals support the mission by focusing on specific issues or directions, and objectives add specificity to goals by including measurable targets and timeframes.
04_CX Day 2023_Hanna Vuorikoski_Tietoevry.pdf
This document discusses diversity and inclusion efforts at Tietoevry. It begins by explaining the business case for diversity, noting diverse teams perform better and have lower absenteeism. Tietoevry aims to be the top employer for talent and has set goals like reaching a 40% female workforce by 2026. The document then describes two cases - a gamified recruitment process that increased diversity and changing job ad language to be more inclusive, which increased female applicants by 32%. It emphasizes that unconscious bias is common and companies must take concrete actions, not just use words, to advance diversity and inclusion.
Trendsppt
The document discusses emerging trends in organizational development based on research and interviews. Five key trends are identified: 1) expanding the use of OD, 2) combining hard business skills with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. The trends are driven by macro forces like technology changes, globalization, and diversity. OD practices must now demonstrate business value through metrics and strategic alignment.
Corporate Reporting and Human Capital - Employer branding in human capital
A large portion of a brand's identity derives from its staff, which is why it is so important to manage and measure your employer brand.
Through collaboration with Communicate magazine, Emperor and Rethink Group researched
how organisations in the UK and Ireland are succeeding in employer brand management and where there's room for improvement. They looked at how companies invest in employer brand management and whether organisations report on its human capital within its annual report.
The session discussed the findings of the research and highlighted areas for improvement.
www.communicatemagazine.co.uk/humancapital
pptx.pptxpptx.pptxpptx.pptxpptx.pptx.pptx
The document discusses managing diversity in the workplace. It defines diversity and cultural diversity, and lists various elements of diversity including age, gender, ethnicity, and other factors. It discusses ways to incorporate diversity such as recruiting from diverse talent pools. Managing diversity is defined as planning systems to maximize the advantages of diversity while minimizing disadvantages. The benefits of diversity in organizations include improved customer service, creativity, and competitive advantage in hiring. Some challenges of diversity are potential conflicts and costs of training, but ignoring diversity can also have negative consequences. Successful diversity management requires commitment from top management and diversity awareness training. Examples of diversity initiatives at Coca-Cola, a French flooring company, and McDonald's are provided.
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The work of HR part two the flow ofinformation and work.docx
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Generational differences in todays workforce finale
Generational differences in todays workforce finale
Physical Security Threats Case Study This case study builds upon y.docx
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BUS 303 Diversity and Leveraging Difference WorksheetCreate a WO
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Diversity and Inclusion Webinar Slides - September 2016
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Corporate Reporting and Human Capital - Employer branding in human capital
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2016 11 factor w networking de genero v_def
Existen diferencias de genero a la hora de hacer networking? La realidad es que no muchas, pero si algunas y son relevantes por su potencial impacto en el desarrollo de carrera y la satisfacción profesional de mujeres (y hombres).
Conferencia disponible en Youtube: https://www.youtube.com/watch?v=ppEpRFKaj0Y
2015_05 D&I_external use
Lafarge is a world leader in building materials with 64,000 employees operating in 62 countries. It has a well-balanced geographical portfolio with 71% of sales outside of Europe and a strong presence in emerging markets. Diversity and inclusion are important to Lafarge for three main reasons: to access a broader global talent pool, to be an employer of choice, and to strengthen relationships with stakeholders. Lafarge's diversity and inclusion policy has eight principles including hiring the best talent regardless of personal attributes, guaranteeing non-discrimination, and creating a culture of inclusion.
2013 01 Diversity and Inclusion Trends - TCB Academy
Presentation used to train new D&I professionals attending The Conference Board D&I Academy.
Relevant dimensions of diversity in the workplace evolve according to social context (legislation and social values) and evidences of their business case (impact on the bottom line). Review of what's going on regarding Age, LGBT, Religion/Multicultural and use of social media in the D&I space.
2012 02 D&I Academy_Metrics
Session delivered as part of The Conference Board Diversity and Inclusion New Leaders Academy aimed to train new practitioners in the D&I field about relevant metrics. Four types of metrics are covered: profitability (impact of diversity in performance), workforce representation (cascading gender goals), inclusion and flexibility.
2011 05 D&I Management_UM webinar
This document discusses diversity and inclusion management. It begins by outlining key concepts and trends related to demographics, social values, the marketplace, and the workforce. It then discusses the business case for diversity in terms of demography, social values, social networks and identities, and gender and multicultural diversity. The document outlines key issues around gender inclusion, talent management biases, and multicultural implications. It proposes key solutions such as defining service offerings, developing diversity governance models, prioritizing diversity efforts globally, and conducting diversity audits.
Lgbt@Work Iii (2010)
Global corporations are increasingly measuring their degree of inclusiveness towards the gay, lesbian and transgender community. Two such index are currently in existence (CEI in the US, IBEI globally). Despite corporate policies, workplace climate remains a challenge for most LGBT employees.
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Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
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17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentationsBrian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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2009_03 Diversity Strategy (Talent Management in Pharma)
- 1. 3rd Annual Managing Talent in Pharma Diversity Strategy Uxio Malvido EMEAC Diversity and Work Environment Leader Prague, March 19-20th 2009
- 3. Topics we will cover today Inclusion demographic trends Female Leadership Global Constituency Groups Business Case Employer Branding Flexibility Health 2.0 Multicultural Diversity Differently Able LGBT Generations Diversity Strategy Work-Life Balance Interfaith Social Networks Talent management practices Respect in the workplace External partnerships Engagement
- 4. Introduction Diversity Approach Business perspective: Impact of social changes in the workplace/marketplace Compliance: Equal Opportunities legislation in all major markets (global trend) Values: Mission and vision of the organization Business Case
- 5. Demography Social Values Tecnology The future is already here, It’s just not evenly distributed . Workplace Business Case Workforce Talent Marketplace Customers
- 6. Demography Physicians Demography: Feminization and Multiculturalism Source : Fundación CESM. Demografía Médica. Business Case
- 7. Multicultural Diversity implications Personality Culture Human Nature Universal Group Individual Innate and learned Learned Innate Ref: “Cultures and Organizations”, Hofstede, Geert Multicultural Diversity
- 12. Managing Female Representation Female Talent 40% Executive Country A (45%; 45%) Country B (46%; 36%) Country D (31%; 32%) Country C (45%; 26%) Retention Progression (Manager and Executive Levels ) Progression (Executive level ) 30% 50% C 50% 40% Manager 36% (Merck reference) Within the Region: Setting different local measures Company Marketplace Promotion (in) Promotion (out) Recruitment Turnover + _ Within the Countries: Understanding drivers of representation
- 15. GCGs and ERGs Global Constituency Groups ERG’s Society Social Networks Diversity Strategy
- 16. GCG Journey in 2008 February Global Launch March – April Expanding the Network June – Sep GCGs / CoEs Partnership October EC review and approval May Virtual Strategy Summit Initial thoughts on 4 Qs Input from SMEs Insights from Company strategic initiatives Each GCG self-organize around 4 Qs Input from other employees Research and benchmarking Each GCG integrates input from workstreams Identification of key success factors Prioritization Come as “One Voice” across GCG’s Refine work with CoE & Line to develop recommendations for EC 8 Vital Few Recommendations 4 internal and 4 external 17 quick-wins and medium-term actions
- 17. Complete installation of GCG recommend-ations; DWE&ER begins auditing regions/divisions for global diversity objectives Full integration of Diversity and Inclusion into our business model; all Merck operations engaged in D&I objectives Culture Survey scores at goal for our regions/divi-sions; best-in-class external recognition Timeline for Diversity realization Diversity Strategy Roll-out of initial GCG recommenda-tions; Expansion of ERGs to ex-US operations; global D&I training curriculum installed 2009 2012 2010 2011
- 18. Flexibility: Business Case Workforce Trends: Macro Trends: Flexibility
- 22. Global Flexible Work Arrangements – Guiding Principles Flexibility is good for our business and good for our people. Equitable consideration Flexible work arrangements are not an entitlement. Results are what count, not "face time." 1 2 3 4 The reason for a flexibility request is not part of the process. Flexibility does not limit career opportunities . Flexibility helps the company become an Employer of Choice. Flexibility is a two-way street 5 8 6 7
- 24. Q&A