Diversity and Inclusion in Action: Top Diversity Leaders Share Roadmaps for Success Learning objectives: Strengthen diversity strategies for inclusion, leadership, and performance Are you ready to stop spinning your wheels? Do you want to upgrade your diversity GPS? There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive your message, implement best practices, and integrate your diversity strategies to increase talent acquisition, enhance performance, and strengthen leadership skills. At the end of this seminar, participants will be able to: a. Explore best practices in diversity and inclusion leadership practices b. Examine the process of developing sustainable diversity and inclusion initiatives c. Discuss leadership and talent management strategies d. Create a process or plan that works within their organizational needs e. Use tools and tips for engaging effective consultants and outside vendors

1. October 23–25, 2014
DIVERSITY AND INCLUSION IN
ACTION:
TOP DIVERSITY LEADERS SHARE
ROADMAPS FOR SUCCESS

2. Diversity and Inclusion Best Practices:
Prevalent in Global Companies Today
 Commitment from the top
 Leadership Diversity Council
 Education and Development
 Employee Resource Groups
 Human Resources Processes
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3. Still, Inequities Persists:
Four Barriers that Hold Back Talent
Structural Obstacles
Lack of Access to informal networks
Lack of senior role models
Lack of sponsors to provide opportunities
Lifestyle Issues
Concern regarding 24/7 executive lifestyle and travel
Desire for work/life balance emerging in both men and women
Imbedded Institutional Mindsets
Beliefs that women/minorities “should not” be put in certain roles
Feelings that promoting a women/minority will be “too risky”
Imbedded Individual Mindsets
Personal choices and/or reluctance to step up
Less satisfaction with profession and job
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McKinsey & Co, Women in the economy: Selected exhibits, April, 2011

4. Best Practice:
Commitment from the top
• Chairs the Diversity Council
• Meets with Leaders of Employee Resource Groups
• Engages in External Diversity Events
• Sits on Boards of Organizations that Foster Diversity
• Speaks at Internal and External Forums
• Participates in Functional Talent / Pipeline Reviews
• Holds Leaders Accountable – Annual Diversity Reviews
• Provides Resources to Support Initiatives
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5. Best Practice:
Leadership Diversity Councils
• Membership comprised of senior leaders
• Representation from all major functions / business units
• Regularly scheduled meeting – part of the executive calendar
• Standing agenda items
– Representation, Hires, Promotions, Placements, Retentions, etc.
• Functional talent reviews
• Benchmark best practices – Internal and External
• Establish policies and processes
• Regular updates from Employee Resource Groups
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6. Best Practice:
Employee Resource Groups
• Formally Recognized and Supported by Senior Leaders
– Women
– Spiritual
– Generational
– LGBTQ
– Asian
– African
– Latino
• Participate in Talent Recruitment / Onboarding Processes
• Recommend Internal Talent for Key positions
• Host Professional Development Events
• Establish Mentoring/Sponsorship Programs
• Support Business Objectives
• Voice of Constituents to Top Management
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7. Best Practice:
Education and Development
• Senior Leadership Diversity Training
• The Business Case for Diversity and Inclusion
• Cultural Competency Training
• Unconscious Bias
• Mentoring Across Differences
• University Development Programs
• Managing Generational Differences
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Fosters an environment of
continuous learning

8. Best Practice:
Human Resources Processes
• Robust Talent Management Processes
– Annual goal setting aligned to business objective
– Mid-year performance reviews
– Next-level validation review
– Face to face feedback to employee
– Board recruitment strategy
• Open and Competitive Placement Process
– Company-wide job posting through senior management levels
– Diverse candidate slates
– Diverse interview teams
• Required Development Planning
– Individual Development Plans
– Performance Improvement Plans
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9. Diversity and Inclusion Benefit Individuals
and Organizations
Fosters trust and integrity
Increases ability to recruit the top talent
Fosters retention of top talent
Drives employee engagement
Encourages workplace flexibility
Builds teamwork and collaboration
Fosters intellectual, emotional and social capital
Enhances organizational performance
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Diversity and Inclusion
creates opportunities!