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Event TitleQualcomm Case Study

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What is Qualcomm?• Qualcomm, Inc is a multinational semiconductor and telecommunications

equipment company– Founded in 1985– Headquarters in San Diego, CA– Employee Population: 35,000– Offices in 60+ countries

• Billions of people around the world touch something that is made better by Qualcomm – mobile phones, tablets, laptops, even navigation systems in your car

• Together, we focus on a single goal – we invent breakthrough technologies that transform how the world connects, computes, and communicates

2/25/20

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We provide the company with the knowledge and capabilities

to integrate inclusion & diversity into the company’s business and

culture.

Qualcomm is dedicated to sustaining an environment where

all employees feel welcome, inventive and inspired through initiatives and programs that

foster opportunity, professional growth and community.

Vision

Mission

Inclusion & Diversity

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The Qualcomm Manager• Unique role as both technical expert & people manager

– Strong influencer of their employee’s work experience

• Core expectations for managers– Foster a positive relationship with their employees– Increase retention and engagement– Create a collaborative & inclusive environment

• Resources available to managers– Navigating as a Manager– Managing Technical Teams– Building Trust in the Workplace– And many more…

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The Challenge• How can we better engage managers as strategic partners in Diversity &

Inclusion so it becomes infused in work on a daily basis?

• At Qualcomm, an employee’s performance is reviewed on an annual basis

toward the end of the year

• Development planning is part of the performance review process, is

voluntary, and typically employee-driven.

• The case study was born from one team’s leader wanting to have

managers take a more proactive approach to employee development

earlier in the year

– Focus on understanding what the women in senior levels on their teams were

wanting from their roles both technically and professionally.

– Continue to improve employee engagement and retention at these levels

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Getting This Off the Ground• It helps to have an engaged leader

– Just completed the review cycle and saw an opportunity– Get managers involved earlier

• It all started with an email– Leader sent an email to his staff conveying his expectations– Have development conversations with women on their team at senior levels

• How do they view their current role• Areas of interest• Identify mentoring or coaching opportunities

– Work with HR on process and tools

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Partnering with Key Stakeholders• Global Inclusion & Diversity

– Ensuring messaging is clear and consistent– Development is important for all employees– Intent to engage managers to work with the women on their teams to better understand

their areas of interest and development needs in order to build and expand opportunities

• Talent Development– Provided guidance on process, template, and toolkit

• HR Generalists– Met with HR team that supports these managers to discussed best practices– Put together consistent messaging for delivery during manager staff meetings

• Managers– Attended staff meetings to discuss the development planning process, template, and

toolkit

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Implementation• Rolled out development planning process at staff meetings in January timeframe

allowing ~ 6 weeks to complete meetings

• Meetings were scheduled with the manager of each team to review and discuss the development plans with the organization leader

• HR was on hand to answer questions and provide guidance as related to the toolkit and template

• Managers met with their employees to create development plans

• Leaders consolidated the development plans in preparation for their scheduled review with the organization leader

• The organization leader met with each lead to review the development plans which held them accountable for accomplishing this goal

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Results• Participation from every manager with senior level women

• Increase in stretch assignments and opportunities for expanded scope for women from this organization

• Increase in favorability scores from recent pulse survey for development-related areas– Learning & Growing in Role– Career goals can be met at Qualcomm– My manager and I discuss career development

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Key Takeaways • Keep it simple

– When possible, don’t reinvent the wheel and use tools already available

• Find allies– Engage key stakeholders early and proactively address questions and concerns

• Setup a timeline– Target the beginning of the year or what works based on your organization's performance

timeline, which coincides with goal setting and development planning

• Make them accountable– Scheduling time to meet and discuss outcomes ensures follow through

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