Accelerate workforce diversity and inclusion_Increasing go-to performance.ppt

Diversity, Equity and Inclusion (DEI) is now a buzz word in work organisation. This presentation by Korn Ferry highlights key steps to implement an effective DEI strategy.

1. Accelerate workforce
diversity and inclusion:
Increasing go-to
performance
Part three of a four-part webcast series.

2. What this webinar series addresses
© 2017 Korn Ferry. All rights reserved2
Webinar 1:
Accelerate talent acquisition.
Webinar 2:
Accelerate leadership
effectiveness.
Webinar 3:
Accelerate workforce diversity
and inclusion.
Webinar 4:
Accelerate leadership
communications.

3. What you will learn today
Webinar 1:
Accelerate talent acquisition.
Webinar 2:
Accelerate leadership
effectiveness.
Webinar 3:
Accelerate workforce
diversity and inclusion.
Webinar 4:
Accelerate leadership
communications.
▪The key to competitive advantage: Creating a
Culture of Inclusion.
We will discuss:
▪The key business drivers impacting success in ▪
a global market.
A framework for development of all: The Four
Stages of Contribution.
▪Leadership Making the shift to an inclusive
culture.
© 2017 Korn Ferry. All rights reserved3

4. Peter Ambrozaitis
Senior Client Partner
Korn Ferry Hay Group
Moderator
Rolando Garcia
Associate Client Partner
Korn Ferry Hay Group
Speaker
Audra Bohannon
Senior Client Partner
Korn Ferry Hay Group
Speaker
© 2017 Korn Ferry. All rights reserved4

5. Five key business drivers
© 2017 Korn Ferry. All rights reserved5
Hire, Advance,
Retain the Best.
Increase
Productivity and
Operational
Excellence.
Enhance
Reputation and
Corporate
Responsibility.
Expand Markets
and Increase
Customer
Satisfaction.
Leverage New
Perspectives
and Ideas.
Talent Performance BrandGrowthInnovation

6. Leaders drive growth
Biggest challenge: create growth.
To have growth you need
to differentiate.
To differentiate you need to
innovate.
To innovate you need diversity.
To activate the diversity you
need inclusion.
To manage all this you need
great leadership.
How do
leaders drive
business
growth in the
21
st
century?
© 2017 Korn Ferry. All rights reserved6

7. Global megatrends
Rapid
Urbanization
Shift in Economic
Power Globally
Technology
“Connectedness”
Demographic
and Social
Change
Workforce
Shift
© 2017 Korn Ferry. All rights reserved7

8. © 2017 Korn Ferry. All rights reserved8
Driving performance and innovation: The business case
Time
T
1
Diverse
Teams
well managed
Homogenous Teams
well managed
Performing
T
2
Nor
min
g
StormingForming
Research shows that over time, teams that are diverse, well-managed, and able to
cultivate and utilize their differences outperform and out-innovate others.
Sources: Based on Bruce Tuckman’s Team Development & Performance Model

9. © 2017 Korn Ferry. All rights reserved9
The impact of a diverse and inclusive culture on ROI
▪Increased
productivity
▪Increased retention
▪Increased
collaboration

10. © 2017 Korn Ferry. All rights reserved10
How isyour workforce or client base
changing based on the global
megatrends?
Please write your thoughts in the question panel.
Question:

11. © 2017 Korn Ferry. All rights reserved11
The Competitive
Advantage:
Creating a
Culture of
Inclusion

12. © 2017 Korn Ferry. All rights reserved12
41%
29%
10%
Source: Korn Ferry’s third Real World Leadership report Create an engaging culture for greater impact.

13. A common language
© 2017 Korn Ferry. All rights reserved13
Inclusion ignites the power of our differences.
When we create an environment where everyone feels
challenged, appreciated, respected and engaged.
Inclusio
n
defined
Diversity is the difference we bring.
The collective mixture of people with a variety of
abilities, skills, experiences and cultural backgrounds.
Diversit
y
defined
Engagement is an emotion.
The emotional connection associates have with
the firm that influences the extent to which
they are willing to demonstrate consistently
high levels of commitment and contribution.
Engagement
defined

14. Dimensions of diversity
© 2017 Korn Ferry. All rights reserved14

15. © 2017 Korn Ferry. All rights reserved15
What are the differences that make a
difference in your organization?
Please write your thoughts in the question panel.
Question:

16. Clearly Engaged
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Leader
Accountability
For All
Engagement Unclear
Shadow cast by the leader

17. Leader
Feedback for
Continuous
Improvement
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Internal and External Customer Information
Strategy
Execution
Shadow cast by the leader

18. The Inclusive Leader is able to:
•Make the business case for diversity
and inclusion.
•Demonstrate the ability to leverage
differences.
•Position employees for success.
•Actively eliminate barriers to an
inclusive environment.
•Lead the sustainable inclusion effort.
© 2017 Korn Ferry. All rights reserved18
Diversity and inclusion
leadership competencies

19. © 2017 Korn Ferry. All rights reserved19
A Framework for
Development of
All: The Four
Stages of
Contribution

20. Stage 4
Contribute
Strategically
Stage 3
Contribute
through Others
Stage 2
Contribute
Independently
Stage 1
Contribute
Dependently
Key Transitions (Novations)
Four Stages
®
of Contribution
© 2017 Korn Ferry. All rights reserved20

21. Characteristics/Behaviors of the Four Stages
®
LEARNING
•Learns how “we” do things.
•Willingly accepts guidance
and direction.
•Seeks information to
understand what’s
required/expected.
•Shows “directed” creativity
and initiative.
•Demonstrates success on
a portion of a larger project
or task.
Contributing
Dependently
•Increases in technical
breadth.
•Develops broad business
perspective.
•Stimulates others through
ideas and knowledge.
•Involved as a manager,
mentor, or idea leader in
developing others.
•Represents the
organization effectively to
clients and external groups.
•Builds a strong network
within and across functions.
Contributing Through
Others
•Reads the environment to
define/drive critical
business opportunities.
•Sets strategic direction for
the organization.
•Exercises power
responsibly.
•Obtains essential
resources.
•Sponsors promising
individuals to prepare them
for leadership roles.
•Represents the
organization inside and
outside on critical strategic
issues.
Contributing

Strategically
APPLYIN
G
GUIDING
SHAPING
Contributing
Independently
•Increases in technical
expertise and ability.
•Develops credibility and a
reputation.
•Works independently,
relying less on supervision.
•Assumes personal
responsibility for definable
projects.
•Produces significant
results.
•Builds a strong network of
relationships with peers.
© 2017 Korn Ferry. All rights reserved21

22. Barriers to moving into stages 3 and 4
© 2017 Korn Ferry. All rights reserved22
•Shift in perspective from independence to interdependence.
•Reluctance to leave technical roots.
•Reluctance to move out of comfort zone.
•Making tough decisions and difficult trade-offs.
•Increased day-to-day workload.
•Need to take responsibility for others.
•Family/work balance.
•Manager’s perception that people don’t have the skills needed to
transition to another stage.
•Lack of coaching and mentoring.
•Lack of honest, direct feedback.
•Organization requires and rewards Stage 2 contribution.
Ownership of
time
Organizational
limitations
Requirement for
new skills and
behaviors

23. © 2017 Korn Ferry. All rights reserved23
▪Stereotypes.
▪Lack of sponsors and role
models.
▪Longer proving periods.
▪Conflicting cultural/gender
norms.
▪Peer pressure.
▪Lower exposure/low risk-
taking.
Additional barriers for underrepresented groups

24. © 2017 Korn Ferry. All rights reserved24
Critical elements: What’s really required to succeed?
Genuine
Requirements
Tradition
Convenience
Personal
Preference

25. © 2017 Korn Ferry. All rights reserved25
Making The Shift
To An Inclusive
Culture

26. Moving to inclusion
▪Subjective aspects of “fit” limit
mobility.
▪Zero tolerance for mistakes.
▪Upward feedback, disagreement
and questioning is discouraged.
▪Risk aversion, deep analysis and
delayed decision making.
▪Multiple layers of hierarchy that
limits development at lower levels of
the organization.
▪Careful analysis and reasonable
benchmarking drive agile decision
making.
▪Decision making at all levels
supports leadership bench strength.
© 2017 Korn Ferry. All rights reserved26
FROM:
TO:
▪Fit framed by both technical ability and
broad experiences.
▪Support of moderate risk and a wider
margin of error tolerance.
▪Upward feedback, diversity of thought
and respectful inquiry is solicited and
encouraged.

27. Considerations within the talent management lifecycle
for diverse employees planning
▪Alumni
networks
▪Separation/
Job search
support
Key Considerations
Diversity Inclusion
▪Succession planning
▪
Succession
Diversity
▪Diverse hiring panels
Inclusion
▪Candidate sourcing
▪Targeted recruitment and
onboarding
▪Employer branding
▪
▪
(internal referrals/
external search firms)
Structured Interviews
Identification of key
factors that determine
success at your
organization
(competency vs. school)
Key Considerations
Diversity
▪Development/
mentoring for diverse
high performers
▪Networking
opportunities for
diverse employees
Inclusion
▪Development/
mentoring for high
performers
▪Career planning
▪Succession planning
▪Workforce planning/
talent review
▪Networking
Key Considerations
▪Work styles
▪Management skills
for leading diverse
teams
▪Employee resource
groups/ councils
© 2017 Korn Ferry. All rights reserved27
▪Managing by
performance
▪Stretch/ Special/
Rotational
assignments
▪Performance review
process
▪Mentoring
opportunities
Key Considerations
Diversity Inclusion

28. Moments of choice: Where can bias show up?
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2
01
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Attract and select
Engage and develop
Retain and succeed
Transition

29. © 2017 Korn Ferry. All rights reserved29
In which stage of the talent
management life cycle do you find
that bias and assumptions have the
potential to influence decisions?
Please answer in the polling panel.
Question:

30. © 2017 Korn Ferry. All rights reserved30
Client Story

31. © 2017 Korn Ferry. All rights reserved31
Background
Achievements
▪In two years, revenue increased $40 million from newly acquired accounts in the
target markets.
Approach
Over a 12 month period, Korn Ferry worked along side
the organization’s marketing division to help identify
market “promises around: service, representation and
support
Additionally, Korn Ferry partnered to:
―Create a custom management program that prepared
leaders to attract, hire and retain diverse professionals
―Identify HR policies and systems that needed to be
changed or initiated to support this new organizational
focus
•Global Financial institution: realized a gap in market
share in minority markets (Hispanic, Black and Asian)
•They determined that their employee client-facing
base was not representative of these targeted
markets
•Additionally, there was a gap in skill set specific to
serving these target markets effectively, both in
client- facing and corporate positions
Client story

32. © 2017 Korn Ferry. All rights reserved32
Any
Questions?
Please submit through the chat
box.

33. Upcoming webinars in this series
Webinar 1:
Accelerate talent acquisition.
Webinar 2:
Accelerate leadership
effectiveness.
Webinar 3:
Accelerate workforce diversity
and inclusion.
Webinar 4:
Accelerate leadership
communications.
Visit engage.kornferry.com/talent-acquisition-webinar to learn
more.
© 2017 Korn Ferry. All rights reserved33

34. PEOPLE
ASSESSMENT AND SUCCESSION
LEADERSHIP DEVELOPMENT
EXECUTIVE SEARCH AND RECRUITMENT
ORGANIZATION
STRATEGY EXECUTION AND
ORGANIZATIONAL DESIGN
REWARDS AND BENEFITS
TALENT STRATEGY AND WORK DESIGN
Korn Ferry helps advance the talent agenda
© 2017 Korn Ferry. All rights reserved34

35. Thank you