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Workshop 1The Business Case for Diversity in SMEs - How SMEs can benefit from diversityChair: Peter Garside, Focus Consultancy & Independent ExpertIntroduction – asked the attendees to focus on the mechanics of how to do diversity, what the benefits are and what are the implications of/barriers to these activities.
Speakers:1. Janet Lakhani - Chief Exec. C2E “Diversity Payback.”Aim to show the exact benefits of adopting diversity management: for the state getting a person from benefit into work average cost benefit of £12k per annum, reduces labour turnover in firm (reduction of 3% cost), productivity increase between 5-15%, increase asset vale of the firm by 20%.They have undertaken supplier diversity programmes (customer-led) to assist in matching up the needs of clients with regards diversity commitments to the ability of suppliers to meet procurement demands. They have also produced a spread sheet “payback” calculator for diversity which can be obtained from C2E. They offer accreditation for firms.
2. Peter Grundner - Manager Prove GmbH “Fly the helicopter: Diversity competence trainings for SMEs in Austria.”Detailed diversity training activities provided that focus on the core business of the enterprise, working with intermediaries, workers and worker representatives in Austria. Key issues: to use all methods to engage firms, take holist view from above, work hard at making the links and gaining trust. However, this is public funded initial consultation which is free, but after this the key problem is how to mainstream activity.
3. Annemette Jocteur Monrozier - Project Manager Inergie “Does diversity mean business?”This was an SME view of their diversity journey. Initially signed Charter because others had: but then what? This was the starting point then had to define what diversity was for them, involving all employees, giving constant feedback to management, clear benefits of improved competencies and customer service.
Group Discussion Main points:• Use all available services and levers to access firms• Make sure employees are involved from the start – defining• Start off young get to potential owner managers – education• Support institutions need to tailor and adapt to size and sector of firm• Organisations and SME needs simple training material• Cultural awareness needs to be part of training• Competence Gap Analysis is a good “foot in the door” technique• Intern training programme offers people and firms experience• Procurement policies are at the heart of motivating SMEs• Family friendly policies are useful support techniques• Require cooperation between SMEs and wider educational sector
Overall Points:• At moment too much force on SMEs – need balance carrot and stick• Everything needs to be scalable to meet the needs of the firm• No one approach fits all• Ultimately the hard to reach SMEs will not be worth the effort• Short term fixes need to be linked to long term debates and advantages – tax relief,
procurement and sustainability for complete package
Committed2Equality
The Diversity Payback
Slide 2
Committed2Equality
• What C2e Does• Lobby for change,
improvement, fairness• Support Businesses to Adopt
and Implement Good Practices - in all six strands of Equality
• Assist, Assess, Accredit and Acknowledge
Janet Lakhani c2e CEO
Slide 3
Committed2Equality
• c2e has developed the equality standard for Professionals, Business and Suppliers
• Tested it• Supported businesses to put it
into practice• Assess, Accredit and
Acknowledge• Made it Sustainable• More information -
www.c2e.co.uk
Slide 4
Disadvantaged Labour Pool
• Of the 1.9 million unemployed in the UK, +70% (+1.4 million) have a disadvantaged background
• A further 2.1 million are willing to work
• Bringing the figure to 4.0 million people, +70% (2.8 million) have a disadvantage
Figures from LFS Nov 08 ONS
Slide 5
Diversity Payback
• It is often echoed “The Social case is strong but the Business case is weak”
• The Personal, Social and National Economic cases are obvious :-– More income - £6K per person– Stronger Communities– Higher GDP - £30K per person– Less Spending from Taxes - £12K per person
HM Treasury/DWP
Slide 6
Diversity Payback
• The Business case is strong but it needs to be well argued, and it takes a little effort to calculate
• More Profit/Surplus/Available Funds–Lower costs–More customers/services–Better business process
Slide 7
Diversity Payback
• A bigger pool gives better choice candidates
• Employment costs – 3% reduction in Labour Turnover Rates worth €4K per employee – CIPD
• lower recruitment costs• less churn• reduced training costs (lower staff turnover)
Slide 8
Diversity Payback
• Productivity – 5% to 15% of lower diverse employee costs – less absenteeism– greater loyalty– more willing– flexible and accommodating staff– complimentary skills– strong work ethic
• Sales/Customers – +€5K per new employee hired– Grow and Retain Customers– Access to new markets– Expanded products and services
Slide 9
Diversity Payback
• Higher Business Value – sustainable, higher profits with a structured well managed organisation, increases the value of the business
• For a Small Business Profit x 4• For a Stock Listed Company Profit x 8
Slide 10
Profit from Diversity
Four Business Reasons to employ Diversely
• Bigger profits• Increased Business Value• It takes a week or less to payback any
costs• It’s easy to do
Slide 11
Diversity, Business and the Future
The Future – 2010• Change in Attitude – Improving the image of
Equality• Commitment to Equality – Practices in place • Appropriate Legislation, Encouragement,
Resources and Support – The right help at the right time
• Business will have Equality Practices embedded – as a start - Public Bodies will expect organisations that they buy from or fund to meet their legal obligations and have equality practices in place.
Slide 12
Real Results and Outcomes
• Measure and Influence• C2e Results include:-
–More ethnic, disabled, older people and women employed
–More value created
Slide 13
Committed2Equality (c2e)
• Consulted by Government• Used by The Public and Private
sector to measure and effect change• The only validated Equality Assured
and Diversity Assured standard
Slide 14
What’s Next
• National Equality Register – Supplier Status
• Supplier Diversity Programme • Leading the move towards a
European Equality Standard for Business – 18th March in Brussels
Slide 15
Diversity Payback
Thank YouJanet Lakhani CEO c2e
Fly the Helicopter: Diversity Competence Trainings for SME`s in Austria
Peter Grundner
our challenge
transfer the DM approach from big to small enterprises
include employers and workers representatives
create win win perspectives(economic advantage & social participation)
ensure connection to core business (topics) of organizations
empowerment of actors
Layers of Diversity
Source Gardenswartz, Lee / Rowe, Anita: Diversity Teams at Work, Irwin 1995
1. organizationa l dimension
2. external dimension
3. internal dimension
4. personality
diversity competence
workshops
Diversity Competence Workshops
4 Modules (each 1 day)- diversity awareness & motivation- legal situation- diversity skills- illness, burn out, disability
SME`s (entrepreneurs, HR staff, memebrs of workers council)
Basic Settings Training Program
3 Activation Levels⇨
Individual
⇨
Team⇨
Organization
3 Dimensions⇨
M&A motivation and awareness
⇨
Skills (behaviour related)⇨
Knowledge (cognitive approach)
= Main Focus
diversity competence
workshops
evaluation key results
• 12 WS with 170 participants
• evaluation 1,4 (scale 1-5)
• „raised my awareness“
• skill transfer on individual team and organizational level worked well
• support for implementation needed
• social partnership approach
lessons learned
… accessing SME`s is possible
… follow a strategic concept of diversity
… look out for win/win situations
Contact diversityworksPeter Grundner prove Unternehmensberatung GmbHBrahmsplatz 11040 ViennaPhone + 43 1 9712436 11 Fax + 43 1 97124 36 [email protected] www.diversityworks.at
Does diversity mean business?Implementing diversity actions in a French SME
Your speaker:Annemette Jocteur Monrozier
[email protected]él : +33 (0)1 41 09 05 38
15 avenue Victor Hugo – 92170 Vanves Tél. : 01 41 09 05 05 – Fax : 01 41 09 05 07 - www.inergie.com
www.inergie.com - December 2008 Diversity Conference Brussels
- 2 -
Who we are
• Inergie is a management consultancy company with 45 employees, created by Philippe Détrie in 1986. In 2006 the turnover was 4,3 million Euros.
• Our employees include:• Directors• Consultants• Analysts• Project assistants• IT developers• Administrative (finance, accounting, external communication…)
• We have a working partnership with Itim, an international network of consultants
• We value: • A hands-on approach: simple, clear, effective• The pleasure to work together: we love people and humour!
www.inergie.com - December 2008 Diversity Conference Brussels
- 3 -
We focus on 4 fields of expertise
Management and innovationConsulting and trainingmanagement and team effectivenesscorporate ethics and valuescreativity, innovation, change managementCoaching and facilitatingteams, individuals, workgroups, seminars "train the trainer"
Customer Relationship Management
Consulting and trainingcustomer satisfaction and loyalty
quality managementcomplaints handling
International opinion surveysMeasuring and analysing employees’ opinion and satisfaction, benchmark with our Baroclim® databaseeffectiveness of cross-company communication ad hoc surveys : diversity, equal opportunities, stress, ethics,implementation of changes, feedback
Organisational communicationConsulting, facilitating,
producingcampaigns, events, newsletters
editorial, multimedia, theatreAuditing, structuring, training
communication processes, professional skills
Inergie
www.inergie.com - December 2008 Diversity Conference Brussels
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Some of our references…Food-product industryAndros - Bonduelle - Bongrain - Cadbury - Compagnie des salins du midi - Danone - Entremont Alliance - Kraft Food - Labeyrie - Monique Ranou - Nestlé - Pomona - Pernod Ricard - Royal Canin - Syngenta - Veuve Clicquot...
Industry Air Liquide - Alcan - Alcatel - Arcelor Mittal - Comatelec - DCNS - DuPont - Essilor - FIEV - Lafarge - Michelin - PSA Peugeot Citroën - Renault - Safran - Saint-Gobain - Schneider Electric - Solvay - Somfy - Spie - Thalès - Toshiba – Trèves - Valeo...
ServiceAccor - Amadeus - Auchan - Bergerat Monnoyeur - Carglass - Carrefour - CB Richard Ellis - Conforama - Club Med - Deloitte - Elior - Galeries Lafayette - Kiloutou - La Poste - Le Printemps - Leroy Merlin - L'Oréal - Louis Vuitton - Manutan - Norauto - Pages Jaunes - PPR - Sita - Sony Music - Surcouf - SVP - Warner...
Energy, transport and telecommunicationAéroports de Paris - Aéroport de Toulouse - Air France - Alstom - AOL - Areva - Bouygues Telecom - EDF – Eurocopter - Europcar - Fraikin - France 3 - France Télécom - GDF SUEZ - RATP - Sanef - Siemens - SNCF - Total - Veolia Environnement...
Bank and insurance AGF - AIG Vie - Axa - Banque Palatine - BNP Paribas - Caisse d'Epargne - Caisse des Dépôts - Cofidis - Crédit agricole - Crédit Coopératif - Crédit Mutuel - FNMI - Groupama - La Mondiale - MAAF - MACIF - MMA - Natixis - Société Générale...
Administration, organisation and public sectorAdie - ANPE - Arvalis - Assedic - Assurance Maladie - Cémagref - CCI - Direction Générale des Impôts - Efidis - Immobilière 3F - IRSN - Mairie de Bordeaux - MFQ - Onera - Opac du Grand Lyon - Promotelec - UNEDIC - Ville de Paris...
HealthAPHP - Centre Chirurgical Marie Lannelongue - Bayer - B. Braun - Générale de santé - Institut Claudius Régaud Toulouse - Institut Pasteur - Mutualité Française - Novartis - OCP - Roche Sanofi Aventis - Serono - Urgo - Virbac...
www.inergie.com - December 2008 Diversity Conference Brussels
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Why promote diversity at Inergie?
Societal developments: the French Diversity Charter
In line with the Inergie values
+
Employee demands
+
We need to do something!
www.inergie.com - December 2008 Diversity Conference Brussels
- 6 -
The actions undertaken so farStep 1 Diversity Audit • Qualitative interviews with a cross section of
employees• Objectives : 1) What is diversity at Inergie 2) What are our strengths and weaknesses in terms of diversity and equal opportunities?
Step 2 Presentation of the results to the Board
• Validation of diversity audit results• One board member responsible for diversity• Formal commitment to diversity actions
Step 3 Creation of the ‘Diversity Group’
• Cross section of voluntary employees• Suggests and oversees diversity actions
Step 4 Definition of our diversity statement
• Based on: 1) results of the diversity audit 2) diversity training 3) best practice in other companies• It covers: 1) diversity strands 2) the people concerned 3) areas of application
Step 5 Development of the 2008 action plan
• Key priorities: 1) recruitment 2) integration of new employees 3) employment of people with disabilities 4) work/life balance
Step 6 Implementation of the 2008 actions
• Please see overleaf
Com
mun
icat
ion
www.inergie.com - December 2008 Diversity Conference Brussels
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The 2008 diversity actions
Key priorities
Recruitment
Integration of new employees
Employment of people with disabilitiesWork-life balance
Actions• Diversity recruitment training of board + other ‘recruiters’• Draft proposals for formalised recruitment procedures• Diversity statement integrated in company values, presented by CEO to new employees• Diversity ‘champion’ meets all new employees to explain Inergie’s commitment to diversity• Disability audit by external consultant• Review of suppliers with the possibility of using ‘CAT’s
• Possibility for reduced and flexible working hours• Possibility for working from home if necessary
www.inergie.com - December 2008 Diversity Conference Brussels
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The keys to progress
Show that diversity means
business
Get the board on board
Prioritise action
Engage employees and
inform on concrete actions Ensure
follow-up
Be patient
www.inergie.com - December 2008 Diversity Conference Brussels
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Yes, diversity means business!
… Because:• Our clients demand specific diversity knowledge:
• Internal opinion surveys on gender equality, ‘the young’, ‘the seniors’, diversity actions…
• How to communicate on diversity issues• Using diversity for creativity• …
• Our diverse workforce means more varied competencies• And more cross business unit team work
• Promoting diversity contributes to employee well-being by:• promoting the contribution of each employee• addressing conflict / sensitive issues• discovering new sides of colleagues• giving each employee a possibility for ‘voice’ (instead of ‘exit’)
• Valuing diversity brings change by:• reviewing established practices• professionalising procedures• doing things differently
International Business Equality IndexDavid Pollard, Global Chairman ING’s LGBT Network
• International Gay and Lesbian Chamber of Commerce• Index: Tool for corporations to evaluate their worldwide
performance towards LGBT employees, suppliers and consumers; benchmark to enhance existing and create new LGBT policies
• 17 questions; evaluation based on 100% rating; 10 highest scoring corporations receive special mention on first index
• Index as a catalyst for change for LGBT employees around the world
Presentations
Deutsche TelekomMechthilde
Maier, Chief Diversity Officer
•
Four companies Deutsche Bank, Deutsche BP, Daimler and Deutsche Telekom launched the German Diversity Charter in December 2006.
•
Group Diversity Policy since 2004•
Group Diversity Strategy: strengthen awareness by providing information; promote value and potential of difference; extending skills to utilize differences
Presentations
MIA – Diversity in Working Life AwardsMandana
Zarrehparvar, Danish Institute for Human
Rights
Launched in 2003; award celebrates Danish private and public companies that have noticeably contributed to the promotion of diversity and equal treatment in the workplace; funded by the EU under the PROGRESS programme
Three principles behind the award: rights principle (ensure equal opportunities and non-discrimination on Art. 13 grounds), resource principle (make diversity an asset), results principle (develop a results oriented process)
Presentations
1.
Key messages/insights from the 3 presentations and from the research
2.
What are the key areas of improvement for future Diversity Charters and why?
3.
What role for the EU-level?4.
Are you aware of other successful diversity initiatives in your countries or organizations?
Discussion
International Business Equality Index
David PollardGlobal Chairman ING’s LGBT NetworkDecember 2008
2
Contents
• The IGLCC
• The International Business Equality Index: what is it?
• Methodology
• What do we want to achieve?
• Hurdles we will face
• Benefits
• Next Steps
• Our future?
3
The IGLCC
• The International Gay and Lesbian Chamber of Commerce (IGLCC)
• Founded in 2006 in Hamburg, Germany and is based in Montréal, Canada
• IGLCC is world’s leading international LGBT business network
• Membership consist of 17 LGBT Chambers of Commerce and business organizations in 14 countries
• IGLCC connects networks and business leaders locally and worldwide.
• Collectively, the IGLCC represent millions of LGBT business owners, entrepreneurs, professionals and consumers
4
The International Business Equality Index: What is it?
• A tool for corporations to evaluate their worldwide performance towards their LGBT employees, suppliers and consumers
• A benchmark for corporations to enhance existing LGBT policies and to create new ones to advance diversity in the business world
• A tool for the LGBT community to identify those corporations that are leading the way internationally with their LGBT commitment
5
Methodology
• Minimum: offices in three countries and a minimum of 10.000 employees
• Evaluation is based on a 100% rating
• 17 questions divided into 4 sections:
• Diversity & Inclusion (20% - 4 questions)
• Sexual Orientation and Gender Identity Policies and Practices (60% - 8 questions)
• Supplier Diversity and Marketing (5% - 2 questions)
• Community Involvement (15% - 3 questions)
6
Methodology
• The determination of the final rating for each corporation will be the total percentage received in the 4 sections
• The evaluation criteria will remain invariable, independently of the size of the corporation or its industry
• 10 highest scoring corporations receive special mention on the first Index
7
What do we want to achieve?
• Worldwide recognition of the role of international corporations in LGBT
workplace emancipation
• Concrete measures to improve the working environment of LGBT
employees around the world
• A widely recognized tool that challenges corporations to do more for
their LGBT employees and the LGBT community
8
• Initial resistance due to cultural/legal/social barriers
• Corporate apathy
• Potential political backlash from national governments with non-LGBT
friendly policies
Hurdles we will face
9
Benefits
• Enhance the livelihood of the LGBT community (more specifically employees, suppliers and consumers)
• Showcasing of corporations’ engagement with the LGBT community
• Identification of areas and countries where policies and practices need revision
• Identification of how competitors are performing on LGBT issues
• A benchmark and a catalyst for change
• International and interdisciplinary
10
Next steps
• Promoting use of the index by companies and awareness of it with the
public sector
• Gathering support from the international LGBT community
• Formal launching at the 2009 Outgames in Copenhagen
• Promotion in the international media
11
Our future?
• An index that is a catalyst for change for LGBT employees around the
world and in all occupations
• A tool for corporations that helps them in their business and their
relationship to the global LGBT community
• A focal point for governments and the media demonstrating that LGBT
workplace emancipation is an ongoing task
12
Thank you for your time
www.iglcc.org
Seite 0
Implementation of the Diversity Charta –
Best practice Deutsche Telekom
Mechthilde Maier Chief Diversity Officer
Deutsche Telekom
CONTINUING THE DIVERSITY JOURNEY: BUSINESS BENEFITS, PERSPECTIVES AND PRACTICES
Conference 11 & 12 December 2008 Brussels, Belgium
Seite 1
Group Diversity Strategy. Diversity – Open-mindedness - Inclusion – Success
Company culture : respect and appreciation Diversity Policy
HR Processes Diversity Assessment; Gender Check; e-Diversity
Identify Diversity in the market and in the company Diversity Award
Charta-Implementation => internal and external dialogue diversity.telekom.de;articles; conferences
Reporting Annual Diversity report
Information and inclusion of employeeswork & life balance, fathers campaign, „MultiKulti am Turm“
Seite 2
Positioning Diversity Management.
T-Spirit Business strategiesVision
GroupHR Strategy
Brand values: Innovation,Simplicity, Competence
Focus: Market success & costs
Group Diversity ManagementHRD
HRMTT
AGVBR
TEMSBACOM CR
Market situation
Internationalization
Costs
Competition
Reorganization
Equal OpportunitiesPU
SH
FA
CTO
RS
Market success
Global integration
Productivity
Image boost
Flexibility
CompliancePU
LL F
AC
TOR
S
Drivers of diversity Diversity in the Group Added value of diversity
Group Diversity Policy
Group Diversity Strategy
Work-life balance
HCP
Seite 3
Diversity in the Deutsche Telekom Group. The driver of our success.
Diversity
Variety Valuing
individuality
Success End-to-end
diversity management
Openness Respect for all
individuals
Inclusion Involvement of all
stakeholders
Seite 4
The Group Diversity Strategy. Group Diversity Policy.
PolicyAdopted by the Board at the end of 2004Basis for future workDefinition and diversity goals
Guide: “Promoting diversity. Preventing discrimination”Presentation of the diversity conceptFinancial benefit (internal and external benefits as well as potential costs and risks)Explanation of the Equal Treatment ActGuides for employees, managers and works councilsFAQs and link list for further information
Seite 5
The Group Diversity Strategy Strengthen awareness for diversity by providing information and education.
EventsDiversity kick-off on March 3, 2004- Experience diversity together- Position diversity as a topic- Board commitment Diversity Congress, November 16, 2005- Measure- and behavior-oriented approach to diversity management
- Implementation options for the GroupDiversity Strategy
- Other starting points for broad implementation of Diversity
CampaignsLarge walls with "Hands" - For hireDiversity brochure "Successfully different" as PDF file on homepageReports in Group media
MediaDiversity presentations Intranet homepagehttp://diversity.telekom.de.DVDs & films
Seite 6
The Group Diversity Strategy. Promote to experience the value and potential of differences.
Diversity Award Award for outstanding projects, conferred for the last 10 years (formerly PfC)
Role models & sponsorships for projectsVIPs from politics and society tackle the issue
Good practicesDocumentation of ideas, approaches and successful diversity projects
Diversity talksIntervention by diversity experts at internal or external events
Mentoring/cross-mentoringMentoring = mentors support mentees' personal career developmentCross-mentoring = cross-company mentoring
Employee networksWomen's network QueerBeet
"Diverse" teamsRecognizing diversity and makingthe most of it in a team
Seite 7
The Group Diversity Strategy. Extending qualifications and skills to utilize differences.
Training"Train the trainer" measure with TTTraining for trainers
eDiversity toolInternet-based further training toolLearning program for executives and employeesEntry point as well as hints for experts on the subject of diversity and the General EqualOpportunities Act
Diversity modules at Telekom TrainingWorkshop concept is made available
External exchange with experts The Conference Board Europe Forum for Women in IndustryGlobal Summit of Women
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History of the MIA Award
• In 2003 The Danish Institute for Human Rights (DIHR) launched the MIA-Award.
• MIA is the Danish acronym for "Diversity in The Workplace". The annual award celebrates Danish private and public companies that through company policies and management have noticeably contributed to the promotion of diversity and equal treatment in the workplace.
• The MIA-Award is one of DIHR’s main ”National Awareness Raising Activities”, funded by EU under the PROGRESS programme
Categories
Three Categories of companies:
• Small and Medium Sized Companies (up to 500 employees)• Large Public Companies (over 500 employees)• Large Private Companies (over 500 employees)
The MIA-award Jury
The MIA-award jury consists of skilled and independent experts in the field of diversity Management and anti-discrimination. The jury is composed of representatives from employer and employee organizations as well as theoretical and practical experts in management and equal treatment.
• LO-Secretary Ms. Marie-Louise Knuppert, Danish Confederation of Trade Unions (LO) • Director Ms. Bolette Christensen, Confederation of Danish Industries (DI) • Director Ms. Katia Knipschildt Østergaard, The Danish Chamber of Commerce • Director Ms. Lisbeth Lollike, The State Employer's Authority• Head of Department Ms. Lise Fangel, The Ministry of Employment• Director Mr. Peter Bramsnæs The Municipal System in Denmark (KL) • Chairperson Mr. Søren Laursen, Council for Human Rights Equal Treatment Committee
HR & I
Business – business arguments for investing in diversity and equal opportunities
Legal – EU regulation and national legal obligations
Moral – social justice or
responsibility arguments
Strands of Diversity and our approach to companies
THE RIGHTS PRINCIPLE: Ensure equal opportunities and prevent discrimination for all employees in all phases of their employment - regardless of gender, age, religion, ethnic origin, sexual orientation or disability.
THE RESSOURCE PRINCIPLE:Make diversity an asset and strive actively to engage the benefits of diversity into all aspects of your business and in all levels of the organization.
THE RESULTS PRINCIPLE:Develop a strategy and a results oriented process that engages both minorities and other target groups and the employees in general.
The Principles behind the Award
The application form
• The application form is downloaded from www.miapris.dk
• We offer to go and pay a visit to companies that want to apply, to clarify the application proces, but it is the companies themselves that fill out the application form.
• Documentation is important in order to ensure that the written word is also implemented in everyday life.
• The application form follows the three principles
Continuing the Diversity Journey:Business Benefits, Perspectives and Practices
Diversity and Innovation: The Competitive Edge
“Joining the dots between Diversity, Creativity and Productivity”
Dr. Paul Campayne
Brussels, 12th December 2008
Aims and objectives
• In today’s globally competitive environment, businesses and governments are highly aware of the importance of innovation as a source of higher productivity and competitive advantage.
• The key objective of this study was to examine the interplay between diversity and innovation, and thereby consider whether diversity is a productivity driver through increased innovation.
Methodology
• Review of existing literature on diversity and innovation.
• Questions on innovation were included in the European Business Test Panel survey. This was sent to all members of the EBTP, of which 335 responded.
• A specific Diversity & Innovation survey questionnaire was distributed to 300 companies of which 35 responded. In depth interviews were held with 10 companies.
• Diversity and innovation workshop in June 2008.
Definitions
• Diversity encompasses a range of differences:Cognitive, such as learning style, knowledge and functional expertise, personal skills.Non-cognitive, including gender, ethnicity, age, disability, sexual orientation and nationality.
• Innovation is also a multidimensional term but for our purposes refers to:
The generation and introduction of new ideas, that lead to the development of new products and services, processes, and systems in all areas of business activity.
Is there a link?
• Academic studies and business leaders suggest there is a link between diversity, innovation and productivity.
• Diversity shown to enhance creativity and problem solving, which is the pre-condition for innovation.
• Diversity leveraged to promote innovation in organisational and group settings.
• Evidence from multicultural teams, gender diversity, and geographical regions.
Research findings....
• 63% of companies with an E&D agenda said that workplace diversity had contributed to innovation and creativity in the company.
• There was no significant variation in responses between SMEs and large businesses.
• Innovation was seen as at least a top three argument for diversity with 58% of respondents.
Research findings....
• The innovation and creativity benefits of diversity were most highly related with:
• The development of new products and services for new and/or existing customers.
• Human resource management and recruitment, but with general application and not specifically for diverse individuals.
• Other operational innovations relating to the management of company and organisational challenges.
How does the relationship work?
• Dissimilar mind sets – enhances flexibility, creativity and the ability to innovate - like minded people make like minded decisions which limits the breadth and depth of innovative and creative thinking.
• Multiple perspectives - a broader spectrum of expertise, and more robust critical evaluation, contribute to better decision making and problem solving capability.
• Cultural capital and bicultural competence – increases in work units characterised by diversity.
Benefits of diversity-led innovation
A note of caution....
• Yet, benefits and occurrences are not usually measured, monitored or documented, or the link to productivity made explicit.
• Only a third of companies that recognised a link between diversity and innovation also tried to monitor and measure the results.
The key determinant of success is the effective management of diversity
• Differences between members of teams may lead to reduced cohesion, increased conflict, problems of communication, and “cultural dominance”.
• Our study found negative stereotyping, poor communication and poor team integration inhibited diversity led innovation.
• Good equality practices and inclusiveness, combined with creativity and innovation techniques that capitalise on diversity to deliver innovation, provide a basis for increased productivity and competitive advantage.
The Business Case for Diversity
Thank you for your attention!
Discussion
Blindspots and Diversity ROI in Multinational Employers:Strategy, Process and Metrics Innovation
EU Commission Diversity Conference- BrusselsDecember 12, 2008
1
2
3
Revenue GrowthCost Savings
Productivity GainsCapital Gains
Business Concept:Diversity Blindspots
Business Strategy Tool:Diversity Value Chain
Business Strategy Tool:Diversity Value Chain
Business Learning & Leadership Model:
Diversity Profit Training
Business OperationalEfficiency Model:
Diversity ROI Audit
4
A Blindspot is defined as:
“a subject about which an individual is ignorant… and fails to exercise good judgment”*
A Blindspot related to diversity and business is defined as:
“a missed business opportunity linked to diverse employees, suppliers, community, marketing, business development, or capital investment”**
*Princeton World Dictionary **Virtcom Consulting
A Blindspot in the context of diversity & business is a missed diversity business opportunity.
5
Costs Savings, Productivity,
Revenue
Revenue Revenue Revenue Capital Gains
Workplace Practice Area Marketplace Practice Area
Virtcom Diversity Value Chain™
€240M €4.7B €60M €200M €24M €78M
Costs Savings, Productivity,
Revenue
6
Division Strengths Opportunities Est. Profit Value:
1.) Rubbermaid Commercial Products: Interview with K. Von Raven
Female leadership
Leveraging diversity in Global RFP process:
• McDonald’s• Hilton• ISS
€5M- €10M
2.) Graco Products: Interview with M. Benedikt
App. 50% of Eastern European sales force female
Leveraging diversity in three target segments:• Aging (grandparents)• Women• Ethnic/Religious minorities (Muslims)
€22M- €30M
Estimates based upon Virtcom Analytics
7
Do a Diversity ROI “Blindspots” Audit
1. Schedule a call with your diversity council leadership or c- suite leadership to discuss the Blindspots concept
2. Develop an Diversity ROI Audit proposal that offers tangible value to the organization
3. Implement Diversity ROI Audit and offer quantifiable business opportunities that management can execute
8
Q&A
© 2006 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Diversity & Inclusion at HPMichelle Van Damme
Partner Operations Sales ManagerHewlett Packard
©
2006 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice
2 16 February 2009
HP today•
Simplifying technology experiences around the world
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Fortune 14 company -
US Fortune 41 company -
Global
•
172,000 employees•
145,000 sales partners
•
70,000 service partners•
88,000 retail locations
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Global PresenceHP operates in more than 170 countries around the world
•
Research laboratories−
U.S.−
U.K.−
Israel−
Japan−
India−
China−
Russia
Bristol
TokyoTel AvivPalo Alto
Bangalore
Beijing
St. Petersburg
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HP in Europe, Middle East and Africa•
HP EMEA total revenue of $11.6 billion (in financial fourth quarter 2007)
•
Operating in Europe since 1959•
Operating in more then 40 different countries with 50 subsidiaries
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Employs more than 43,000 people in EMEA•
Research & Development centres in EMEA: Bristol in the UK, Haifa in Israel, Grenoble in France, Barcelona in Spain and St. Petersburg in Russia
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Diversity&Inclusion at HP
6 16 February 2009
EMEA Diversity & Inclusion
"At HP diversity is not only an HR topic, it is a business issue. It is strongly believed that a diverse workforce is at the root of a sustainable and thriving business and a key to helping the company realize its full potential. Recognizing and developing the talents of each individual brings new ideas to HP. The company benefits from the creativity and innovation that result when people who have different experiences, perspectives and cultures work together. This is what drives invention and high performance."
Francesco SerafiniExecutive VP HP EMEA
In times of change, still focused on diversity & inclusion:
7 16 February 2009
…includes all the unique differences that make each of us who we are
Diversity and Inclusion at HP
8 16 February 2009
HP Diversity and InclusionIt’s About:•
Long term strategy, driven by & aligned with business
•
Not a “one-off”
or checklist”
effort•
Setting up an infrastructure to create an inclusive work environment
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A “whole package”
approach, not just one action•
Weaving in diversity & inclusion at all levels
•
All employees and managers making it happen together
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The Meaning Behind the WordsDiversit
yThe existence of many unique individuals in the workplace, marketplace and community including men and women from different nations, cultures, ethnic groups, generations, backgrounds, skills and abilities, including all the unique differences that make each of us who we are.
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The Meaning Behind the WordsInclusio
nA flexible, supportive work environment where everyone has an opportunity to fully participate in creating business success
and is valued for their distinctive skills experiences and perspectives. A global community where HP is connecting everyone and everything through our products, services and winning workforce.
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Diversity as a competitive advantage for HP
Marketplac e
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Reflect the diversity of our customer base in our workforce
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Increase understanding of diverse market segments and multicultural customer needs
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Leverage diversity suppliers and partners
Workplace •
Attract and recruit top talent from an ever-changing and increasingly diverse labor pool
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Retain, develop and grow diverse talent, perspectives and thinking to help us win in the global marketplace
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Build an inclusive environment that supports our employees and enables them to do their best work inside and outside HP
12 16 February 200912 16 February 2009
HP Business Reasons for D&I
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Understanding the Marketplace
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Meeting Customer Needs
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Creating the Best Place to Work
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Making Difference HP’s Competitive Advantage
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Promoting Diversity at HP
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Nondiscrimination Policy
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Electronic job posting
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Harassment-free work environment
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Domestic partner benefits
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Employee resource groups
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Development opportunities
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Open Door Policy
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“Common Thread” -- Diversity
Newsletter
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Degree Education Program
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Employee Assistance Programme (EAP)
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Open communications
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Management by objective
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Share in company's success
•
Work-Life Policies and Resources
HP Worldwide Diversity Policy in Summary
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@ work
16 16 February 2009
Company nameHewlett Packard
No. employees172,000
Websitewww.hp.com
CountryHeadquarters-
Palo Alto, CA (U.S.A)Turnover$110.4B
Primary businessTechnology Solutions & Services
Name or title of Innovation Initiative/ProjectLatex Printing Technology
For HP, diversity and inclusion encompasses all the differences that make us unique and different. It is seen as a key to the company’s success. Benefits of Diversity for HP:Provides HP with a better understanding of the market place Provides the tools needed to meet customer needsIt is key to creating the most attractive place to work to win top talentEncourages creativity, innovation & better problem-solving capabilities
HP has three key strategies for achieving its objectives:Attracting diverse talent through innovative hiring strategies Promoting diverse talent by offering a variety of development opportunities Retaining diverse talent by creating an environment where they can thrive
HP Latex Printing TechnologyThe development of Latex Printing Technology is a good example of the way HP leverages its diversity. The technology was developed by 120 engineers working together in four different countries. For example, Ink and supplies developed in the , printer and system integration in , and operations integration in .The teams were tremendously diverse, a true reflection of HP’s environment.
Diverse people means new ideas and managers in HP understand that being open to different ideas means at time taking risks. As Scott Norum, one of the project’s leaders mention “It means taking risk -
the risk of making mistakes and the risk of trying out ideas that might initially sound off track -
but this is how breakthrough innovation occurs."HP’s customer diversity was also a critical success component. HP invited customers to provide their feedback and expectations. They relied on a diverse pool of customers who represented different countries, businesses and profiles.Technology for CollaborationThere are many different challenges when collaborating across geographies. These can be logistical from working in different time zones and working weeks, or simply communication ones from not sharing the same work space environment. Technology serves to bridge the gaps and so the teams used various virtual systems including HP’s Halo room -
a virtual collaboration studio. The new ink technology was successfully pre-launched at the Drupa event-
the biggest printing equipment exhibition in the world.
Specific Grounds(diversity indicators)•All Scope (countries)•Developed in Spain, Puerto Rico, Singapore & the U.S.
Launch date•Pre-Launch, June 08 (Drupa event)
Highlights of Results•A revolutionary, environmentally friendly, large format printing technology •Complete line of printers and supplies
Key Messages•Diversity-
key for market understanding & to win talent •A diverse & Inclusive environment is the outcome of a strategy, not of a one off initiative•Technology enables collaboration
Presenter: Michelle Van DammePosition: Diversity & Inclusion Program Manager Company: Hewlett Packard
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WRAP
18 16 February 2009
International Coverage
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National Coverage
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Pan-EMEA:
Recognition of HP EMEA HR and Diversity Leadership 2005- 2008
Global:
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•
HP Austria: #2 “Woman business award”, 2008 equal opportunities category
•
HP Global: Out & Equal Outie award, 2008•
HP Slovakia: #15 “Best Employer in Central and Eastern Europe”, 2008
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HP Slovakia: #1 “Best Employer in Slovakia”, 2008
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HP Portugal: #5 Best Workplace in Portugal, 2008
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HP Spain: #9 Best Workplace in category Large Companies, 2008
•
HP Poland: "IDEAL Graduate Employer”, 2008
•
HP Poland: Top 5 “Compass -
Employer Survey”
and #2 presence at campuses, 2008
Recognition of HP EMEA HR and Diversity Leadership -
2008
22 16 February 2009February 16, 2009 22
•
HP Austria: #3 in an E-Recruiting Ranking amongst Austria’s top 150 companies, 2007
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HP Germany: "Equal Chances for Men & Women in Industry", 2007
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HP Poland: “Mother Friendly Company”, 2007
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HP Spain: #13
Best Place to Work 2007
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HP Austria: #11 Best Place to Work 2007
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HP Slovakia: #4 “Best Employers”, 2007
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HP Slovenia:
Top respected employers in Slovenia, 2007
Recognition of HP EMEA HR and Diversity Leadership -
2007
23 16 February 2009February 16, 2009 23
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HP Czech Republic: Family Friendly Company Award, 2007
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HP Germany: #13 Best Workplace, 2007
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HP EMEA: Gabi Zedlmayer, VP EMEA Corporate Marketing: Finalist, Women in Business Category, European Women of Achievement Awards, 2007
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HP France: Pascale Dumas, VP PSG France: Finalists, Women in Professions Category, European Women of Achievement Awards, 2007
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Supplier Diversity: Top 10 Companies for Supplier Diversity, 2007
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Workforce Diversity: #6 of Top 50 employers, 2007
Recognition of HP EMEA HR and Diversity Leadership -
2007
24 16 February 2009February 16, 2009 24
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HP South Africa: “One of South Africa’s Top Gender Empowered Organisations”, Top Women in Business & Government publication, 2006
•
HP UK: Top 50 Most progressive Female Employers list, 2007
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HP Italy: #8 “Best Place to Work”, 2006
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HP Ireland: In “Best Place to Work”
list, 2006
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HP Czech Republic: #1 “Most Desirable Employer”
& “Best Company for Equal Opportunities”, 2006
•
HP Belgium: #5 “Company to Work for in Belgium”, 2006
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HP Netherlands: “Employer of the Year”, 2006
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HP UK: #2 “Employer of the Year for Women in Science, Engineering, &
Technology”
& Award for “Innovative Thinking”
for Work-Life Flexibility, 2006
•
HP Hungary: #1 “Best Workplace”, 2006
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HP Ireland: Award for “Learning, Development & Progression”
& “Retention and Well Being”, 2006
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HP Ireland: “EI continuing professional development award”, 2006
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HP France: Nathalie Lefrançois, “Excellencia”, 2006
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HP EMEA: Included in “100 Best Workplaces, 2006
Recognition of HP EMEA HR and Diversity Leadership -
2006
25 16 February 2009February 16, 2009 25
Recognition of HP EMEA HR and Diversity Leadership -
2005
•
HP Slovakia: #2 “Family-Friendly Employer”, 2005
•
HP Germany: Regine Stachelhaus, VP IPG Germany, “Female Manager of the Year 2005“
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HP’s
Work-Life Portfolio
Flex-work PolicyProvides employees with flexibility in where and how they work. Employees work at their primary HP business location and at home unlimited bases.
Flex-time Policy
Allows an employee to vary the duration and timing of their workday (e.g., start and end times, breaks, lunch) within limits set by management, based on core business hours.
Part-time PolicyAllows employees to work on a reduced work schedule on an on-going or temporary basis.
Job-share Policy
Allows two employees to voluntarily share the tasks and responsibilities of one full-time position. While each job share partner is on part-time status, the employees share the responsibility of coordinating and accomplishing work
27 16 February 2009
HP’s
Work-Life Portfolio –
Slide 2
Variable Work Schedules;Compressed Workweeks
Exempt employees can negotiate a variable work schedule with their managers with no impact on their pay. Work hours must be agreed upon. Available on a limited basis to non-exempt employees in the US where state law regarding work hours and pay practices support these arrangements.
Telework
PolicyAllows an employee to regularly perform their jobs from their residence. A teleworker
has no HP office space and has a Telework
Request Form on file.
Child Care Programmes Across EMEA, HP offers programmes
to help employees with children manage their child care duties.
1
Say No To Ageism(Dublin Bus Equality & Diversity Strategy)
2
Dublin Bus
• Public transport provider • Commercial semi-state• 3,800 employees• 8 locations in Dublin city• 500,000 customers each day• Bus fleet: 1200• 364 days of year• 21/7 operation
3
Changing workplace
• women at work • older people in the workplace• people with disabilities• changing needs of employees• ethnic minorities• changing customer base• changing customer needs• equality legislation
4
Equality and diversity strategy
• Supporting and protecting staff and business needs
• Building skills and awareness
• Facilitating and driving change
5
Specific projects
• Intercultural workplace
• Work-life balance
• Women at work
• Say no to ageism
6
Say No To Ageism
• Initiative – Equality Authority– Health Services Executive– National Council on Ageing and Older People
• Promote awareness of ageism• Practical action within organisations• Transport Sector Action Plan – 5 companies
7
Action plan in transport sector
• Combating ageism – ageism– barriers
• Programme– age friendly provision of goods and services– dialogue with older people– training– communication– customer service
8
Context• Changing attitudes of older
people
• Organisations representing older people
• Increase in cases taken to Equality Tribunal
• Surveys
9
Dublin Bus activities
• Acknowledgement of contribution of older people
• Awareness raising• “Transport for All” policy• Dialogue with older customers• Dialogue with older employees• Positive images• Positive language
10
11
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Lessons learned
• inclusion, partnership and consultation
• integration in all aspects of business
• Good for staff morale – good for customer relations
• planned and systematic approach
WORKSHOP 4Diversity Leadership: The Role of Business Schools Training managers for tomorrow’s opportunities
Chair: Simon Pickard, Director General, EABISFacilitator: Bart Neerscholten, Research & EU Affairs Manager EABISPresenters:Marina Niforos, INSEADJean-Michel Monnot, Sodexho
Simon Pickard provided a brief introduction and context, explaining the EABIS and EIMD research as part of the BCD project, the Symposium and the EC request to assess the feasibility of a business-academic diversity network.
Academia showcased a clear interest in such a network (survey, interviews etc), the Symposium provided the initial platform for discussions with the business community, which were further elaborated by EABIS in an end of November workshop among a small group of business and business school representatives. All these results were to be shared and discussed in this workshop with a view to engage with a wider community and get further feedback on these initial elaborations and to assess to what extend a business-academic diversity network has the potential to thrive.
As an introduction and context setter, two presentations were given to get a better understanding of the challenges in relation to the diversity journey of a business school and a company.
INSEAD• Engaged on the diversity journey due to organizational culture and
challenges• Diversity is part of core values/mission• How to be credible diversity champions (research/teaching)– need for own
diversity policy – following analysis and figures (e.g. comparison with other top business schools) focus is initially on gender
• Top level commitment is required and the case at INSEAD – necessary but not sufficient
• Challenge is to get it on internal agenda with faculty members• Examples given of diversity journey: internal role plays, masterclasses,
through different networks and engagement in these, teaching/research/curriculum development, global outreach
• Future challenge diversity: executive educationSodexho
• One of the global leaders in diversity management (e.g. listed in many rankings and awards)
• Diversity strategy: top management (leadership, education/training), selection and recruitment (best talent – focus on gender, generations, disability, ethnic minorities), awareness and skills, and communications
• Role business schools on education and training of top management and future generation managers/employees
• Seeking partnerships to get different perspectives, to develop an inclusion culture
Key points emerged from discussion incl Q/A:
• Schools need to train people differently• Research is important but translation of research results being one of key
challenges to overcome by researchers including business school community, according to many business representatives. Looking for key messages or stories, not 40 page published articles of a journal.
• Limited resources (few exceptions) in academic world to manage diversity challenges, apart from the complexity of the diversity theme itself, makes it difficult to deliver on corporate expectations
• Importance of alumni’s and company networks – resources, manageable topic as diversity being sliced in understandable proportions by many companies
• Different social and cultural contexts must be taken into account – different drivers and internal barriers
• Balance global/universal mechanisms vs. local context
On BCD Network – discussions
• Overall participants confirmed value of continuing company-academic dialogue around diversity, whilst recognizing there are many other initiatives ongoing.
• As one participant put it: there is value on such a dialogue given the importance of the topic. Whilst we don’t have clear agenda at this stage yet, there is no need to know the outcome of the process to undertaken the process and to see the value of it. The business and academic community simply needs to raise up to the challenge and force the change. It is too important to ignore and too much at stake. No progress will happen in vacuum
• EABIS, hopefully in collaboration with a limited number of other relevant network organizations, is committed to shape such an initiative further in the near future
• More youngsters are to get involved (AIESEC, NetImpact, AEGEE etc)• EC role: seen as pro-active and conveyor
• Type of activities of network: periodic meetings, internet platform, dialogue, innovation process
INSEAD Gender Diversity Initiative
Μarina
NiforosDirector
2
Gender Diversity Initiative Our Mission
1. Leverage efforts across the school to make INSEAD a great place for women
2. Federate the experience of external partners (e.g., alumnae, women’s leading networks, recruiters and key clients who want to work with us on gender diversity)
3. Have a positive impact on the business world
3
BENCHMARKING : 2007/ 2008 *
FEMALE REPRESENTATION WITHIN MBA PARTICIPANTS, BOARD MEMBERS AND FACULTY
Wharton LBS Columbia Stanford Harvard MIT Chicago GSB NYU INSEAD
MBA Participants 37% 23% 33% 38% 36% 30% 35% 39% 29%
Board Members 6% 14% 9% 18% 48% 14% 15% 14% 16%
Overall Faculty 18% 22% 12% 17% 21% 24% 14% 26% 12%
4
INSEAD Gender Diversity Initiative Our StrategyBuild on our core competencies and leverage synergies across our
global platform
•Teaching•Research •Outreach
5
INSEAD Gender Diversity Initiative Our Strategy: TeachingFaculty priorities
• Improve classroom environment: • Retention & development of female faculty
ProgrammesMBA/eMBA
• Best practice: from 17% to 30% • Scholarships for women and targeted recruitment events • Mentoring Programme for women by alumnaeExecutive Education• Women Leading Change on 6th run, sessions in FBL and SGP• Abu Dhabi workshop series • Growing demand for CSPs for women executives (Pfizer, Barclays, AmEx)
6
INSEAD Gender Diversity Initiative Our Strategy: Research
• Multidisciplinary approach across all departments • Work with external stakeholders (corporate, public-
sector or non-profit organisations) to encourage high- impact research into gender diversity
6
7
INSEAD Gender Diversity Initiative Our Strategy: Research – Work in ProgressOur main areas of focus are:• Women and leadership
Women and Leadership in the Middle East
• Career and talent management MBA career paths”
in partnership with Catalyst
GELI: Gender
differences
in self-evaluations
and observer evaluations
of executives
by Herminia Ibarra
• Women and entrepreneurshipISIC, case studies
7
8
INSEAD Gender Diversity Initiative Our Strategy: OutreachStrategic Partnerships
• WEF
moderated by Frank Brown • Women’s Forum
– official academic sponsor 2008
• World Bank Global Private Sector Leaders Forum• Catalyst/EABIS – joint research projects, knowledge
sharing network, seat on supervisory board• Microsoft• Goldman Sachs “10.000 Women”• Cartier Entrepreneurship Award
9
INSEAD Gender Diversity Initiative Our Strategy: Outreach
Communication venues• Gender Diversity website
10
EABIS Symposium Report: Key Conclusions• Despite high level of importance attached to it, diversity is still a
major area of research within the majority of business schools surveyed
• Barriers: Lack of funding and management tools/systems• Integration into mainstream curriculum and teaching remains
limited (part of a certain course/module or a stand-alone elective class)
• Research: small number has a chair/centre/group dedicated to diversity research (37%)
• Existing initiatives: mostly qualitative, narrative format
11
INSEAD Gender Diversity Initiative Our Goal
Establish a research core group to encourage further high- impact research on the subject of diversity and leadership
and thus
influence business throughout
the world. Our approach
Form
alliances internally
and externally
with
stakeholders (academia, business and policymakers) that
share
our
objectives
sodexo.com
Diversity & Inclusion
12th december, 2008
Jean-Michel MONNOTVice President, Group Diversity & Inclusion
page 2
Do you really know about Sodexo
?
French company
Activities :● Food and Facility Management● Service Vouchers and cards« Making every day a better day »
360 000 employees in 80 countries (Europe : 140 000)
European Employer N°6
Turnover : 14 billions
page 3
Operations oriented companyMen lead operationsWomen in support functions (HR, Marketing, Communication)130 nationalitiesStrong values :●
Service spirit
●
Team spirit●
Spirit of progress
…And Spirit of Inclusion !
page 4
Our business case for Diversity & Inclusion
We have strong valuesWe need to recruit 2 millions people in the next10 years, and we want the best talentsWe also want the best clients !
page 5
At Sodexo, women represent….
57% of the workforce44% of the management18% of the top 25030% of the COMEX28% of the board
page 6
140 000 employees
in Europe
24 countriesOffice of Diversity 3 peopleDedicated people in France and UKHR teams in othercountries
page 7
Global Diversity and Inclusion
Strategy
Engage Our WorkforceKey Objectives
Recruit and retain best talent
Incorporate D&I
Make D&I competitive advantage
GenerationsGender People with disabilities Ethnic minorities
Areas of Focus
Focuslevers to accomplish objectives
Leadership Awareness and skills
Recruiting and retention
Communications
page 8
Sodexo and European Charters
France : Charte de la Diversité
Germany : Charta der Vielfalt
Belgium : Label EgalitéDiversité
page 9
Training and Education : starting
point for the D&I journey
Spirit of Inclusion
We train our managers: country by country
We need to recruit openminded people : this is a new role for business schoolsWe also need to partnerwith externalorganisations to develop our inclusion culture
page 10
Our Employee
proposition
