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Michelle Ragusa Cisco Communities 9 26-2012
The document discusses Cisco's communities program and encourages employees to get involved through volunteering, mentoring, and engaging with inclusion and diversity initiatives. It highlights how Cisco has a culture of giving back to communities and provides examples of volunteer activities employees have participated in, such as making care packages and meals for those in need. The document also discusses establishing mentoring relationships using Cisco's eMentorMe program and recognizing employee achievements through rewards and recognition programs.
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Michelle Ragusa Cisco Communities 9 26-2012
- 1. Cisco Communities Get INVOLVED! Michelle Ragusa, September 26, 2012 Presentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 1
- 2. • • • • © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 2
- 3. Volunteering and Giving Back Presentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 3
- 4. “Cisco has astrong culture of giving back – deeply rooted in our DNA spanning back to the early days when we were headquartered in East Palo Alto and then-CEO John Morgridge encouraged employees to hop the fence over to the elementary school next door and help mentor, tutor and help contribute to the upkeep of the buildings” © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 4
- 5. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 5
- 6. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 6
- 7. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 7
- 8. Cisco Club Redmade 1,000 Care Kits for Tornado Victims in Need © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 8
- 9. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 9
- 10. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 10
- 11. Providence Baptist Churchmade 302,400 meals for malnourished children © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 11
- 12. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 12
- 13. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 13
- 14. Nominate those who do a great job volunteering/leading in the community… If they win the “Pay it Forward Award”… we will interview them and highlight the Charity they support! © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 14
- 15. - - Each Month Highlight: Volunteer of Month And Charity/Cause © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 15
- 16. https://communityconnection.my.salesforce.com/home/home.jsp Earn aVolunteer Badge: © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 16
- 17. How much moneycan we raise for the causes we believe in? Which team can Log the Most Volunteer hours? © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 17
- 18. Inclusion and Diversity Presentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 18
- 19. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 19
- 20. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 20
- 21. • • • • • © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 21
- 22. • Share expertise • Prove leadership • Expand network Mentor • Invest in organization’s future • Obtain fresh perspectives • Give back • Enhance career opportunities • Learn about another division/dept • Expand leadership abilities • Increase technical skills Mentees • Make valuable contacts • Integrate into new company or job role © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 22 22
- 23. Communication Subject Matter Trusted Expert Advisor Problem Solver © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 23
- 24. Prepare: Establish: – Decide if you – Mentors: Define the are ready knowledge and skills for – Determine which you can mentor relationship type – Mentees: Define focus and goals for what a mentor can help you with specifically – Both: Match with mentoring partner, create mentoring agreement (Invitation) Close: Sustain: – Bring the – Meet with your relationship to a mentoring partner close, evaluate and regularly to accomplish summarize the the goals of the accomplishments mentoring agreement – Guideline: 1-3 hrs/mo © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 24 24
- 25. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 25
- 26. http://wwwin.cisco.com/HR/mentoring/ementorme.shtml E-Mentor Me Video: https://videosharing.cisco.com/vportal/VideoPlayer.jsp?ccsid=C- 0f844aaf-83fd-41ec-8a97-7dfa992523a7:-1# © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 26
- 27. Support linkin eMentorMe tool (response in 24 biz hrs) Send questions to eMentorMe Program Team mailbox (ementorme@cisco.com) or Peter Nguyen nguyenph@cisco.com Check Frequently Asked Questions (FAQ) document on the eMentorMe website (http://wwwin.cisco.com/learnin g/ementorme / © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 27 27
- 28. Employee Engagement Presentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 28
- 29. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 29
- 30. © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 30
- 31. 2,536 Hours 13% colleagues © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 31
- 32. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 32
- 33. Clarke http://iwe.cisco.com/html/index.html#url=/web/ gtmss/employee-engagement © 2010Cisco Systems, Inc. All rights reserved. Cisco Confidential 33
- 34. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 34
- 35. Rewards and Recognition Presentation_ID © 2007 Cisco Systems, Inc. All rights reserved. Cisco Confidential 35
- 36. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 36
- 37. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 37
- 38. · STAKEHOLDER ENGAGEMENTAWARD (Individual) –blue-badge focuses on successes achieved with your stakeholders, implementation of new service offerings and proactive engagements that improve the ease of doing business with Cisco. (Two awards per quarter) · ONE CISCO COLLABORATION AWARD (Individual) –blue-badge eligible award that focuses on continuously seeking new ways to work more efficiently, fostering business transformation through increased agility and adaptability to new business environments and rebuking the status quo to drive to the Once Cisco model. (Two awards per quarter) · INNOVATION AWARD (Individual) – is a red-badge eligible award focuses on an individual who has built a best practice based on an innovative idea or process that enables a customer to improve profitability, capabilities or increase productivity, along with fostering teamwork and collaboration. (Two awards per quarter) Upcoming Awards: Team and Volunteer! Please take some time to nominate your team members and/or peers! © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 38
- 39. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 39
- 40. http://wwwin.cisco.com/learning/ementorme/ © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 40
- 41. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 41 41
- 42. Expected to Not Expected to • Help mentee develop appropriate • Become or replace mentee’s mentoring agreement/objectives supervisor or manager • Provide guidance based on • Report to others about mentee’s mentee's learning and progress development needs • Help mentee access appropriate • Know all the answers experts • Develop a friendship • Be resource, advisor, role model • Provide feedback • Respect confidentially © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 42 42
- 43. Expected to Not Expected to • Initiate and drive relationship • Know all questions to ask (unless otherwise defined by program) • Get things right the first time • Identify initial learning goals • Fit all learning into one relationship • Seek feedback • Look to mentor for all answers • Take active role in learning • Be submissive in the relationship • Initiate meetings and discussions • Develop a friendship • Allocate time and energy • Follow through on commitments © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 43 43
- 44. Expected to Not Expected to • Support employee development • Abdicate development responsibility to the mentor • Provide time for mentoring relationship • (Anything else ??) • Recognize the contribution of mentors ( CPC, public settings ) • Initiate meetings and discussions • Respect confidentially agreement between mentoring partners © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 44 44
- 45. Informational Level (ieNew Hire) LESS Accountability Skill Level Intensity Trust Time Career Development Level MORE © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 45 45
- 46. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 46 46
- 47. Professional Management Executive Working Across Boundaries Team Building Working Across Boundaries Building Relationships Managing Conflict Engaging Others Communicating for Action Team Planning C Earning Trust Recognizing Good Performance Earning Trust Earning Trust Developing Self Developing Self L Active Learning Coaching Developing Others Helping Others Improve Demonstrating Passion Delegation Demonstrating Passion E Self-Starting Performance Feedback Empowering Teams Problem Solving & Decision Making Achieving Results Communicating Goals Shaping Strategy Aligning with Business Goals A Building Capability Building Capability Innovation & Risk Taking Promoting Innovation Creating Solutions D Thriving in Change Envisioning Opportunities Leading Change Leading Change C-LEAD © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 47 47
- 48. Meyer Briggs Globesmart StrengthsFinder 2.0 © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 48 48
- 49. Purpose: Contents: • Framework for the relationship • Name of relationship • Clarity of expectations (Communication Skills, Change Leadership, etc.) • “Contract” between partners • Partner names • Goals – the results to achieve • Knowledge and skill goals • Type of relationship (1-1, Group or Situational - Skill/Knowledge, Information or Career focus) • Any additional information or clarification • Meeting frequency • Confidentiality and accountability standards • How to monitor progress • Duration of relationship © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 49 49
- 50. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 50 50
- 51. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 51 51
- 52. “Easy out” for both partners See “First Three Meetings” document in eMentorMe Learning Resources for full agendas and additional ideas © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 52 52
- 53. © 2010 CiscoSystems, Inc. All rights reserved. Cisco Confidential 53 53
- 54. Source: Lois Zachary,“Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999 © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 54 54
- 55. Source: Lois Zachary,“Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999 © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 55 55
- 56. Prepare • ReadinessAssessments • Expectation FAQ’s • Establish • Mentor/Mentee Guides • Mentoring Agreement Sustain: • First Three Meetings document • Newsletters Close: • Cisco eMentorMe Training content • Cisco eMentorMe Mentoring Arcive © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 56 56
- 57. Support linkin eMentorMe tool (response in 24 biz hrs) Send questions to eMentorMe Program Team mailbox (ementorme@cisco.com) Check Frequently Asked Questions (FAQ) document on the eMentorMe website (http://wwwin.cisco.com/learnin g/ementorme / © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 57 57
- 58. • • • • • © 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 58
Editor's Notes
- #42 Many people want to jump into the relationship, but preparation sets the stage for the success of the relationship.
- #43 Review slide contents.Can we all agree with this? Anything to add?
- #44 Review slide contentsCan we all agree with this? Anything to add?
- #45 Review slide contentsCan we all agree with this? Anything to add?
- #47 Establish is where you define competencies to mentor on (mentors) or to seek development (mentees). It is where you connect with your mentoring partner.
- #51 This is where the work gets done
- #54 Discussion: What might be challenging about ending relationships?Many people consider this one of the most difficult parts of the relationship, like “breaking up”
- #55 See this as part of the relationship. Very few people keep the same mentor forever. Lack of closure – partners don’t know how to let go, mentoring relationship evolves slowly into friendship Fear of closure – not wanting to take action and close, fear of causing offense or simply going through the motions of the relationship because a relationship is “expected” Partner moves suddenly or can no longer be in relationship due to personal issues, doesn’t end the relationship formally-it just dies suddenly Scheduled end – time is up so relationship is over but no “ritual” to assess progress/celebrate success
- #56 From Zachary article: There are number of things that mentoring partners can do to insure satisfying in meaningful closure: Be proactive. Don't wait until the end to begin! Agree on how you will come to closure when you first negotiate your mentoring partnership. Discuss and plan how you will come to closure — if it is planned or unplanned. Set ground rules for having the discussion. Make one of those ground rules an agreement to end on good terms. Many mentoring partners adopt the no-fault rule, meaning that there is no blaming if the partnership is not working or one person is uncomfortable.2. Look for signals. Keep your antenna up so you can recognize signs that the relationship may be ending. Check out your perceptions and assumptions when the first indicators appear. What you think you see may be a reflection of your on anxiety, fear, or hope.3. Respect your partner. If he or she wants to end the relationship and you don't, you must honor their wishes (ok to negotiate first). You may want to leave the door open in case circumstances change. Time is the most frequent cause of mentoring partnership derailment. Being flexible but focused is helpful. Always get a date on the calendar. If you need to close on a meeting, do it, but make sure you schedule your next one when you do. Used wisely, a calendar reminder is a contact point for communication.