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20102010
Experienced Leaders/Maturing Groups Track: Trends in ERG Organization & Development
Moderator/presenter: Patricia J. Crawford / Diversity & Inclusion Manager / Wells Fargo
& Company
Presenters: Brian Burlingame / Director Change Execution / Merck & Co., Inc.
Melissa Johnson / Diversity & Inclusion Manager / Best Buy
20102010
Background
• Dec. 31, 2008, Wells Fargo and Wachovia merged, creating North America’s most extensive distribution system for financial services
• Both companies shared a long-standing commitment to diversity and had team members who valued diversity and wanted to create a more inclusive, innovative and productive work environment for everyone
•During integration, we had an opportunity to take the best of the best from both legacy companies to build an even better diversity program for the combined company
•The result is our new Team Member Network structure comprised of nine enterprise-driven networks
Wells Fargo and Wachovia
Creating a world-class Team Member Network Structure
20102010
• Asian
•Black/African American
•Disabilities
•Hispanic/Latino
•LGBT
•Middle Eastern
•Native American
•Women
•Veterans
•Groups that do not fall into these categories can be considered for Communities of Interest or Communities of Practice, for example:
•Green Teams
•Administrative Assistants
Wells Fargo’s Team Member Networks
20102010
Benefits
•Enterprise-driven networks
•Business development and customer insights
•A strengthened partnership between the networks and the business enables the company to better serve a diverse customer base
•Talent development and professional growth
•Enhanced senior level involvement and leadership development opportunities for high potential talent:
•Executive Advisors
•Integration Leaders
•TMN Consultants
•HR Consultants
•Team member engagement
•Provides opportunities for professional development and community outreach
•Creates a high energy climate of diverse thought, creativity and innovation that fully engages our team members in the business
20102010
Asian
Regional Chapter
San Diego
Regional Chapter
Minnesota
Regional Chapter
…
Etc.
ExecutiveAdvisors
LGBT
Regional Chapter
San Francisco
Regional ChapterCharlotte
Regional Chapter
…
Etc.
ExecutiveAdvisors
Women’s
Regional Chapter
Minneapolis
Regional Chapter
Des Moines
Regional Chapter
…
Etc.
ExecutiveAdvisors
Enterprise TMN Council
TMN Program OfficeProgram Office: the function in the
Enterprise Diversity Office that manages the overall TMN program.
Enterprise Council: the collective group of executive advisors and
senior TMN leaders who collaborate on systemic issues and common
needs.
Regional Chapters: the groups that comprise the network and come
together to represent local and regional interests of the identity
group and align with the Corporate Network Group.
Enterprise Leadership Team: Executive leaders who champion the network, provide strategic guidance
and coach the TMN leadership.
HR
Liai
sons
HR Liaisons: Consulting, expertise and support for Advisors and TMN
leaders.
Integration Leaders
Integration Leaders
Integration Leaders
Consultants Consultants Consultants
Structure
Learn more: www.diversityatbestbuy.com
NALC Conference
Experienced Leaders/Maturing Groups Track: Trends in ERG Organization & Development
5/11/10
20102010
| Page 8
Diversity & Inclusion at Best Buy
• What is Diversity?
We define diversity as all the ways we are similar and different.
• What is Inclusion?
Honoring all of our similarities and differences; taking action to create an environment where diversity is respected, celebrated and leveraged as a competitive advantage.
20102010
| Page 9
Best Buy’s Employee Business Networks (EBNs)
Best Buy Corporate (9)1. Asian Employee Network (AEN)
2. Black Employee Network (BEN)
3. INCLUDE
4. InterFaith
5. LatIN
6. Military
7. PRIDE
8. SaGE
9. Wolf @ Best Buy
Best Buy Field (159)1. Asian Employee Network (AEN)
2. Black Employee Network (BEN)
3. Best Buy Leadership United (BLU)
4. INCLUDE
5. InterFaith
6. LatIN
7. Military
8. PRIDE
9. SaGE
10. TEFA
11. Wolf @ Best Buy
109 EBNs across the country50 Wolf Packs 100+ Wolf Dens
An EBN is a group of employees who form a network based on a primary dimension of diversity, such as age, race, ethnicity, gender, disability, sexual identity & gender expression.
EBNs are inclusive and open to everyone.EBN Pillars: Employee, Customer, Community
20102010
Decentralized EBN ModelChallenges• Widely dispersed store network• Most EBN members are hourly• Lack of meeting space• Centralized funding not scalable• Heavy workload for co-chairs• Limited line of sight to what each EBN was focusing on• Little measurement of outcomes• Sponsor was highly recommended but not required; sponsors
could be store managers• Each EBN was at a different stage in their lifecycle; energy overall
seemed to be waning
20102010
Decentralized EBN ModelBest Buy’s Solution• EBNs are formed with stores in close proximity• Business plan and ongoing monthly scorecard are required• EBNs are locally supported (funding, labor, meeting space)• Expanded leadership roles to spread out the responsibility and
workload• Ongoing developmental opportunities built in to meeting rhythms• First 4 meetings are structured with agendas, presentations and
other documents built for the EBNs• District-level sponsor required• All field EBNs relaunched by 4/30
Mission
The Mission of the Veterans Leadership Network is to serve as a Company resource on all veteran related issues, aligned with Company's strategy to attract,
select and retain employees with military service, serve as mentors to newly hired Veterans, and help inform
our hiring managers to the benefits of selecting candidates with military service. Additionally, we are
working with/sponsoring organizations that are assisting military members and their families.
History/Genesis
Desire to contribute more to the Corporation Tied to Leadership / Diversity objectives Strong linkage to recruiting & staffing & outreach Enhance Company Reputation
Understanding and translating military experience
Further develop common bond among Merck employees with prior service backgrounds
Provide a discussion forum for Merck veteran’s and manager’s of Merck veterans
Goals
LeadershipDevelopment
Recruitment &Retention
Community Involvement
• Sponsor Leadership seminars
• Provide opportunities for career development
• Practical Leadership application
• Diversity in Leadership awareness
• Informal Mentoring
• Veteran’s Administration / DOD visits
• Support community & Veteran’s military events
• Community outreach
• Utilization of Merck Volunteer Policy
• Veteran’s Administration / DOD visits
• Support community & Veteran’s military events
• Community outreach
• Utilization of Merck Volunteer Policy
Communications
• Continue to enhance external veteran’s careers site
• Increase intra-company employee awareness
• Enhance EEO compliance reporting
• Active participation in Veteran recruiting process
• Veteran transition assistance
• Retention Networks
• Support for deployed Merck employees
• Active participation in Veteran recruiting process
• Veteran transition assistance
• Retention Networks
• Support for deployed Merck employees
20102010
A. New Leaders/New Groups: Structure a Business Plan
ROOM 21 B. Program Mgrs: Develop Relationships with Exec
SponsorsROOM 20 A C. Exp Leaders/Groups: Trends in ERG Org &
DevelopmentROOM 20 B D. Hot Topics: Using Network Technologies for ERG
Growth ROOM: Hosack Aud
ROUND I REPEATED: Structure/Organization Issues