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20th & 21st February 2014 Barcelona, Spain. DIVERSITY AT THE CROSSROADS IS IT TIME FOR A NEW MODEL? EVENT REPORT 7TH DIVERSITY& INCLUSION SEMINAR 2014 ICON GROUP INNOVATIONS

20th & 21st February 2014 Barcelona, Spain. 7TH & 21st February 2014 Barcelona, Spain. ... steps in order to progress with strategies aimed at diversity: 1. ... he recommends Vikram

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Page 1: 20th & 21st February 2014 Barcelona, Spain. 7TH & 21st February 2014 Barcelona, Spain. ... steps in order to progress with strategies aimed at diversity: 1. ... he recommends Vikram

20th & 21st February 2014 Barcelona, Spain.

DIVERSITY AT THE CROSSROADS

IS IT TIME FOR A NEW MODEL?

EVENT REPORT

7THDIVERSITY& INCLUSION

SEMINAR2014

ICONGROUPINNOVATIONS

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* Please note that this report is to accompany your notes from the event and is intended for the use of the attendees only. All intellectual property rightsfrom each sesssion in this report is expressly reserved and any unauthorized duplication, publication or distribution is strictly prohibited.

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Dr. Elisabeth KelanAfter a warm welcome for those who arrived from the furthest corners of the world, such as Japan, Brazil or Mexico, Dr. Elisabeth Kelan introduces two of her re-searches.First she shares insights from her book, Rising Stars (http://elisabethkelan.com/rising-stars/), with a focus on gender equality from the perspective of the millennial/”generation Y” women. Her research shows that millennial women think that the era of gender equality has almost arrived. The proof is that the confidence level of these women tends to be almost as high as that of men and they also have aspirations to be leaders. However, millennial women reflect more than their male counterparts, which assumes more self-doubt and anxiety on women’s side. The question that follows is how to develop these women to become leaders. Elisabeth found the answer in the leadership development model: self-knowledge, social knowledge and acquiring knowledge. To make all this happen, future leaders need to have a more diversified portfolio of role models to be able to integrate different “role” elements from different leaders combined with feed forward: which suggests that millennial women are not only hungry for feedback, but also for future orientation, finally, these women need to be more aware of the stereotypes they have, because it might bias their interpretations without being aware of those.

Second Elisabeth talks about what CEO’s say about gender parity based on another research of hers, (http://www.kpmg.com/UK/en/IssuesAndInsights/ArticlesPubli-cations/NewsReleases/Pages/CEOs-need-to-speak-from-the-heart-to-win-gen-der-diversity-battle.aspx) She is surprised hearing that many organizations share the view that the lack of C-level women is most probably a management failure. Elisabeth outlined six critical leadership behaviours through which leaders can support gender parity. First, more accountability has to be built in the chain of command. Second task is to develop more sense of ownership on middle-management level without accepting excuses such as “I’m totally on board, but the people are just not supporting change”. Third, Elisabeth highlights the importance of communication, fourth, the importance of leading by example. Fifth, she mentions the importance of culture-changing initiatives and lastly, puts stress on making this change happen by creating legacy. The key take-away and recommendation is to prioritize and focus only on a few key issues and communicate those as a story that people find personal to get them aligned within the organizations’ focus.

During the Q&A session Elisabeth suggests to make women/diversity more visible in the organization to increase the accountability of teams (depending on how well diversity performs). Lisa Kepinski tells an anecdote about an experiment: fading out men of a picture of leaders leaving only unrecognized women. Another thing that came up during the Q&A was how to make resistant people more supportive. The answer is: you’d better find the “push button”. In case you need help with that you shall contact Elisabeth through her website: elisabethkelan.com.

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Nathalie MaligeDuring the second session of the day Nathalie Malige talks about the difficulties encountered when facing or initiating change. She draws on the researches of both Daniel Kahneman and Mahzarin R. Banaji. Nathalie highlights the differences between two clearly separable cognitive processes in our mental systems: the rational and the automatic system and the responsibility of the automatic, the more emotional one of getting biased. She interprets the power of the automatic system with the “shade of the grey” illusion, which clearly indicates that we do not see reality as it is. It is our interpretation of reality, which is very similar to what we do when we associate leadership with men rather than women.

Therefore, Nathalie explains how Diverseo tries to change these false interpretations in order to avoid future biases. She carries out a test with the audience to make them aware of their biases and the result she finds is that they have a stronger association of leaders as male. In reality it is very similar: people tend to have a stronger association of men with leadership, which slightly differs through industries and countries. For example Brazil is mentioned as a country where people associate leadership rather with women.

The most important problem with implicit bias in Nathalie’s opinion is that it has a significant impact on one’s performance. Therefore, it should be brought to the surface. However, many times it meets opposition by management who claim “I don’t believe in those figures”. Once we manage to overcome opposition and get the problem surfaced, we need to focus on the most relevant issues in order to reduce cognitive bias by overriding the automatic mind. Bad news is that it can’t be overridden. However, decision-making can be transformed to a more objective process by implementing HR procedures and generating a long-term change in individual mindsets as well as in the environment. Nathalie illustrates the necessity of change not only in the individual but in the environment as well, with the example of her McKinsey training aimed at ”being heard” by her colleagues. She also highlights how the power of the perception of the inner self influences others’ perceptions.

Clearly, implicit biases need to be managed in order to improve performance, which is illustrated by the example of selling mobile phone to various target groups or the bias in diagnosing patients from various ethnic minorities, raised during the Q&A session.

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Charlotte SweeneyRight after the coffee break, Charlotte Sweeney shares her thoughts on diversity, focusing on why initiatives get stuck in corporations. She identifies ten critical steps in order to progress with strategies aimed at diversity:

1. Create the burning platform through business cases, emotional and personal platforms

2. Tell a relevant story – a vision for change

3. Create a group of influencers embedded in all levels of the organization

4. Make the vision personal, create a story around it and do not accept the “just tell me what to do” attitude. Show your colleagues how to do it – lead by example

5. Combine short-term wins with long-term goals

6. Identify clear set of responsibilities – communicate clearly

7. Articulate how people should get involved and show them how to do it

8. Actively remove barriers

9. Monitor and measure impact

10. Embed these changes in your culture, make it move

Having identified the 10 issues, each table discusses the easiest and most diffi-cult ones within their organizations. The answers vary from table to table and the funny thing is that almost all issues are mentioned as both difficult and easy de-pending on the type of organization discussed. What you have to do after the focal issues are identified is to decide whether the problems you encounter are rather symptoms or root causes using the 5 whys. The result is: most participants realize that they rather react to symptoms than treat the root cause.The session closes with a nice quote from Einstein: “Insanity: doing the same thing over and over again and expecting different results.”

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Kevin Cavanaugh & Ben CapellKevin and Ben share their experiences and researches on the LGBT topic. Kevin kicks off with the evolution of LGBT, indicates the current situation on a “heat map” and tells his story when relocating from Microsoft US to Puerto Rico subsidiary. He shares the story of the company’s misunderstanding of the term: domestic partner. “We don’t pay for the person who cleans your house.”Ben takes the floor next, he identifies the three basic scenarios of how LGBT might behave in the organization: - being closeted, hiding their identity, making up stories about a non-existing life - coming out and experiencing discrimination- coming out and feeling welcomed

Obviously the third case is the desired outcome. However, the question Ben finds more important is what the underlying causes are that make a person come out. He answers his own question claiming that the answer is trust and makes a par-allel between making yourself vulnerable by sharing your password and coming out. For those interested in the topic, he recommends Vikram Seth’s piece in India Today titled Not a criminal.

RoundtableThis discussion follows, where participants share their insights how they maintain or build trust related to LGBT, what role do they play to make changes happen and they share their success stories. However, the question still remains: how do you present the topic to your organization to start the LGBT discussion.

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Rebekah J. SteeleRebekah J. Steele shares her thoughts on innovation, starting with the example of the snail, whose pace is just not fast enough to transform and one just can’t afford to progress that slowly, because the stakes are too high in today’s business. She also shows the importance of the person or the group who wants to include others, because they are the ones generating new ideas, such as Dr. Amos Winter’s leveraged freedom chair or the Tostan organization in Senegal, which managed radical change in three years in the area of FGC (female genital cutting).

Rebekah also points out that letting go of best practices (emptying a full teacup) might provide space for innovation. However, the participants find spending quality time with employees to convey messages and creating awareness of specific issues, i.e emptying the teacup, the most difficult part. Therefore, Rebekah points out Marshall Goldsmith’s method, the feed forward method as a possible tool to solve such issues and raise awareness

Later on, Rebekah introduces her Breakthrough Innovation Lab, of which she shares some “tapas” with the audience. First comes the exploration part: she makes the audience think about the most challenging trends in the future – iden-tifying bright spots. Afterwards, a reflective part comes with focus towards past experiences. Second step in the innovation lab is the design stage: participants create something together out of colorful sticks and other material. The task is to build, create first without thinking, then to interpret the outcome. Then again a self-reflection follows, now focusing towards the future. The third part of the “ta-pas” session is refinement: approaching the idea from a systemic view broadening both internal and external practices to enhance transformation. Finally Rebekah wraps up by highlighting the importance of executing the identified changes and invites all to her conference in NYC - D&I New Leaders Academy organized by The Conference Board - to participate in a full-day lab.

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Christiane BisanzioDuring the first session of the day Christiane Bisanzio introduced AXA, and pointed out that AXA is the leading brand in the insurance sector. The French company is based in Paris, and Christiane is the Head of Diversity and Inclusion of the Northern, Central and Eastern Europe Region (NORCEE). She pointed out, that the results of mentoring were unsatisfactory, especially in the promotion of women. According to her the mentoring includes talking with, spending time, listening and giving advice to the candidate, while sponsorship includes talking about the given person and promoting him or her. Christiane revealed that the distinguishing feature between Sponsorship and mentoring is that the sponsor should be an individual with power. The Sponsorship Program brings together senior leaders and high potential women in order to fast track the next career move of the female leader through a tailor made on the job working experience shadowing their Sponsor. The program was rolled out in AXA Germany, Belgium and Switzerland successfully in 2013, now going global. The program has 169 group executives, 24 (14-15%) of which are women. By 2015 AXA’s goal is to increase this number to 25%.

The key to success is a combination of a few factors: each leader in the committee has to choose whom he or she would like to sponsor without being provided with a list of candidates. Hence the future sponsors had to make their own selection, which helped them personally own the success. The Sponsorship Program typically runs for a year with the immediate manager, sponsor and HR division guiding the protégé, however, it is essential that once the woman has been promoted, it is important for the sponsor to keep assisting her, as she will be challenged in her new position. Geographical proximity is crucial - women selected should be within the region of the sponsors in order to ensure efficient cooperation. Christiane mentioned some the biggest challenges the program had to face:

- Emphasizing that what they expect is not mentoring, and that a sponsor’s role is to promote women- Dealing with the response that the guidelines were not clear enough- Clarifying, that leader should not be given guidance, but informing them that there is a pre-draft of how to inform the protégé- Promoting the program- Keeping in mind the importance of not “pushing” too many things with the women

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Sue JohnsonSue Johnson shared her story about moving to Switzerland, and the difficulties her spouse had to face when finding a job. According to her, the number one reason why expatriation fails is that the spouse cannot find a suitable job. In recent years, research shows that the success of international assignments is largely affected by the happiness of the family – and to a large part dependent on the spouse or partner finding a job in the new location. In fact, a partner’s career affects recruitment for mobile positions in addition to retention of this talent. Founded by Nestlé, the International Dual Career Network is a network of multi-national corporates that help mobile employees’ partners find jobs and integrate into new locations.

By joining member companies can benefit from the exposure to untapped talent pool of professionals with a variety of backgrounds, and from the enhancement of the Employee Value Proposition for both current and future talent. The organization gives guidance and support for spouses in professional integration in a new location and provides opportunities to network as well as gives visibility of professional development opportunities.

Sue called attention to the issue of diversity: companies have to acknowledge that people do not always want to work full-time. Sue identified making people to tell the organization when they found a job a challenge.

IDCN’s goal is global presence, and in 2014 the organization is going to expand to Basel, New York, Shanghai, Dubai, Hong Kong, Sidney, and Singapore.

Sue identified three main benefits for companies to join the organization: talent pool, employee talent proposition, and helping dual career couples. Moreover, it increases employee engagement, which is vital for companies.

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Umran BebaOn the third module of the day Umran Beba shared her experiences on effective female representation at the workplace. Umran Beba pointed out, that PepsiCo was the first company to have a woman on board of directors, and the first company to engage in multicultural marketing. Umran highlighted that trust in organizations declining, connectivity is increasing and the transfer of communication is key.

Diversity and Inclusion is a natural part of PepsiCo’s DNA, and the company promised to invest in its associates to help them succeed, to develop the skills needed to drive the company’s growth. In the emerging markets the talent pool has to be addressed, since there is a high demand for talent. PepsiCo’s 70% of shoppers are women, and the company finds the leadership styles that women bring to the table to be beneficial. Collaboration, participation and teamwork are feminine leader characteristics, and in order to benefit from the diversity, the company introduced reverse mentoring, where women give insights and feedbacks to male executives. In the Middle East and Africa there are lower representation rates, and culturally it is harder to break some biases. The Leadership Assessment is a competency set to create an inclusive culture.

PepsiCo also has to make sure that managers are role models for employees. The One Simple Thing is a program where a manager and an employee write one resolution that will make a big difference in their lives. The resolution could be not to travel on weekends, have dinner at home twice a week, or they could be per-sonally related as loosing weight. Even though some can’t keep their promises all the time, the managers can understand the motives of the employees. PepsiCo introduced Tailor Made Solutions to address locally relevant needs. At PepsiCo some of the countries have the lowest women representation in the world, and they decided to tackle the challenge.* In Turkey the Angels on the field program makes sure that the sales supervisors program has enough women candidates.* In Pakistan it is hard to employ and retain female workforce. The “I Am PepsiCo” program helps getting more girls into the further education. The Child Care Centers in the offices and the factories help form per-sonal and emotional bonds in the workplace and give the family the belief that the female employee is doing something good. Inviting families to the offices and factories to establish trust is also a common practice. * In India transportation and safety is an issue. PepsiCo raises awareness for safely working with the Street Play program. Fortifying your Fortitude assists women on how to become more successful in a male dominated working space.* In Europe the Trestle Group Foundation supports and mentors women for them to achieve their business goals. * In the UK and Russia maternity leave is a key issue. Great Expectations program clarifies the expectations during the maternity leave and tries to give both parties a sense how to handle the situation.* The Asian Talent Program accelerates development of high performing Asian talent. * Diamond Edge AMEA Europe focuses on the authentic leadership style of women.* Powerful Women is a leadership and work-life balance program online. * A Woman’s Perspective on Boards: PepsiCo was the first multinational company to appoint a woman to the Board in 1959. Today, there are four women on Pepsi-Co’s Board of Directors, including its Chairman, and five people of color. * Confidence, Courage and Care in developing female talent: Show confidence in the boardroom Show the courage to ask the tough questions Show your care for the business

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Joan BuccigrossiJoan spoke about Engaging White Male Leaders as Change Agents. First, she identified the dominant group as a group who has power, privilege and influence; and a subordinate group with limited power, privilege and influence. She shared a personal story about creating a culture of inclusion at Rockwell Automation. Culture of Inclusion’s mission is to make sure that people do their best work.

Rockwell Automation was experiencing problems with retaining female workforce, and after Joan conducted a qualitative study she realized that there were many employees who did not feel engaged. Instead of concentrating how to connect women, Joan had to look at the barriers and decide who is going to “remove” them. Only people with power and privilege had enough authority to remove the barriers, so it was necessary to engage the dominant group. The unique approach engages the top leadership to learn about, understand and work across differences. By awareness and understanding of the new experiences of others leaders and employees started to see and address systemic barriers to diversity, inclusion and engagement, creating lasting culture change. The goal was for leaders to be able to handle any situation, and this goal was achieved by learning labs, which taught them how to ask questions, have dialogues, develop fast thinking.

According to the 1st Catalyst Report the participants became more accepting of the concept of understanding white privilege, and they showed improvement on five critical behaviors for building relationships across difference. The second Cat-alyst Report showed that managers felt more comfortable with conversations that they weren’t comfortable to have before.

Reading recommendations:Alex Kotlowitz: The Other Side of the River: A Story of Two Towns, a Death, and America’s Dilemma http://www.amazon.com/The-Other-Side-River-Americas/dp/038547721X

Andreas Tapia: The Inclusion Paradox https://www.goodreads.com/book/show/6799584-the-inclusion-paradox

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Yves VeullietYves Veulliet shared his personal story of becoming disabled, his road to acceptance and his experiences on winning in the marketplace with people with disabilities. Yves introduced four models of disabilities. The medical model of disability views disability as a ‘problem’ that belongs to the disabled individual. It is not seen as an issue to concern anyone other than the individual affected. The tragedy model depicts disabled people as victims of circumstance who are deserving of pity. This model, along with the medical model, is the most used by non-disabled people to define and explain disability. The social model of disability draws on the idea that it is society that disables people, through designing everything to meet the needs of the majority of people who are not disabled. There is a recognition within the social model that there is a great deal that society can do to reduce, and ultimately remove, some of these disabling barriers, and that this task is the responsibility of society, rather than the disabled person. The empowerment model allows for the person with a disability and his/her family to decide the course of their treatment and what services they wish to benefit from. This, in turn, turns the professional into a service provider whose role is to offer guidance and carry out the client’s decisions. In other words, this model “empowers” the individual to pursue his/her own goals.

According to Yves most of the people do not dare to ask, “Why should I hire people with disabilities for a job that people without disabilities can do?” Companies should not have to hire people with disabilities; they have to hire talent in any form. IBM’s mission was to provide a workplace where people with disabilities can utilize their talent. Yves pointed out that if companies decide to develop products for people with disabilities, they have to make sure there are people with disabilities in their teams.

IBM introduced the concept of three A’s: Attitude, Accommodation, and Accessibility for people with disabilities. Accommodation is the easiest one, as it is “just” the matter of finding money. Most of the time disabled employees will come with their own accommodations. Accessibility: managers have to develop tools that are accessible to their employees with disabilities. Attitude remains the biggest issue, for example absenteeism, hiding behind their disability. There is a major difference between people who are born with disabilities, and people that become disabled. Yves highlighted that hidden disabilities require a more subtle approach regarding the inclusion of those people.

Regarding the question of how to build the awareness in your company, Yves shared the example of IBM where there is an opportunity for employees to share the information about their disability, which is not disclosed to their managers. According to Yves the steps to build awareness for companies who want to be more proactive are:1. Do not focus on the disability; focus on talent by saying that you want to attract all talent2. Once you have established the general framework, keep focusing on the talent aspect, and make sure that your environment is prepared3. Once you have your accommodation process fixed, then you can start a cam-paign to attract people, but first make sure your organization is ready to work with a disability

Reading recommendations:Yves Veulliet: Turning Point - The Fall and Risehttp://www.amazon.com/Turning-Point-The-Fall-Rise/dp/2805201639

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Lynda WhiteLynda White shared her thoughts on Global Diversity and Inclusion Benchmarks, which are standards for organizations around the world. This tool is designed to ensure to deliver organizational results, however, they are not limited to multinational organizations that work internationally. The Diversity Collegium is a Think Tank of practitioners, scholars and readers and its mission is to advance the field of diversity and inclusion through dialogues, symposia, research and publications. There are 13 categories in four groups of Foundation, Bridging, Internal and External. Each category has benchmarks in 5 levels: 0% means D&I work not done, 25% indicated a Compliance mindset, 50% shows Beginning programs, 75% Seeing D&I systematically, while 100% means Current best practices.

The benchmarks could be used in an organization to set and stretch standards, to assess current state of D&I, to engage employees, to determine short-term and long-term goals, to measure progress, and to assist in hiring D&I staff and consultants. The GDIB model, a comprehensive tool represents equality and strengths; and demonstrates the systemic nature of the world.

Global Diversity and Inclusion Benchmarks is distributed as a PDF document. Permission to use this tool will be granted at no cost by signing an agreement with the authors.

To download the GDIB, for the Permission Agreement, and additional tools and resources, go to: www.diversitycollegium.org

Chair’s Key Findings ListHot topics that interested the audience:1, Disability

2, Working with collaborative experiments, mental health conditions (depression, post-traumatic stress),

3, Shop floor management, social transparency (classes), Visibility, Educational levels and their connection with status

4, Story-telling, renaming Inclusion and Diversity

5, Unconscious bias, CEO engagement and how you play a part in that, supplier diversity (US and Western Europe), mental health

6, Being authentic with each other

7, Inclusion of white men; dominant group becoming involved in diversity (outside of the US); how to leverage diversity in the marketplace (to help change the culture within organizations)

8, Diversity or focusing on common grounds

9, How do you do diversity in the virtual workplace?

Icon Group Innovations Ltd 2104