HCG WEBINAR
Talent Practices that Move the Needle on Diversity and Inclusion
With Guest Panelists Chinwe Abara, NetApp and David Ortiz, Oracle
Wednesday, March 18th 2020
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About the Speakers
Dr. Shreya Sarkar-BarneyAlyssa Perez
Research Analyst and Consultant Founder and CEO
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We help organizations achieve better outcomes through talent using
science, analytics, and empathy.
Drive business impact through timely talent actions
Deliver measurable and sustained improvements in leadership
Leadership Excellence
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Certification Tracks in Strategic HR
Comprehensive certification for strategic HR Professionals in client partnering roles
Specializations for designers and implementer of talent management systems
Focused certifications on specific talent management practices
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Management
Practitioner (CTMP)
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Specialist
(CTMS)
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Staffing
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Development
(CWD)
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Management
(CWM)
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Organizational
Effectiveness
(COE)
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Talent Acquisition
(CTA)
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Leadership
Development
(CLD)
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Workforce
Analytics
(CWA)
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Planning
(CWP)
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Management
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Engagement
(CEE)
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Krista Uggerslev, Ph.D.
metaBUS
Ramzi Baydoun, Ph.D. Liberty Munson, Ph.D. Eric O’Rourke, Ph.D.
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Psymantics Consulting &
Michael Tocci, Ph.D.
Neha Singla Ph.D. Anu Ramesh, Ph.D.
Frank Bosco, Ph.D.
metaBUS
Victoria A. Davis, Ph.D.Fm
Mahesh Subramony, Ph.D.Comila Shahani-Denning, Ph.D.
HCG Expert PanelistsInsights on needs and trending practices
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About the Guest Panelists
Chinwe Abara
Global Diversity, Inclusion and
Belonging Program Manager
David Ortiz
D&I Strategist, Disability Inclusion
Program Manager
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The Challenge
Companies are investing but not getting the results
My company has a
gender diversity
program in place
I have personally
benefited from a
diversity intervention
All the buzz about diversity programs is doing little to move the needle on the attraction and retention of diverse talent.
Its time to move from doing something to doing things that work.
Source: BCG Global Gender Diversity Survey 2017
91% 27%
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I have personally benefited from my company’s effort in promoting diversity, inclusion, and belonging
Number of respondents = 71
Most gain some benefits from D&I effort. Some investment is better than no investment.
Source: Human Capital Growth 2020 Diversity and Inclusion survey
10%
28%
49%
30%
Not at all Minimally To some extent To a great extent
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Benefits of Investing in D&I
Data Trends
Companies with gender diversity in senior management and boardroomssignificantly outperformed those with less diversity across various financial measures.
Heterogeneous groups get better results than homogeneous groups because the resulting tension or discomfort leads to more careful processing of information.
Companies with inclusive cultures have lower turnover, which significantly lowers direct and indirect costs.
1. 2. 3. 4. 5.A team with a member who
shares a client’s ethnicity, gender,
culture or generation is 152% likelierthan another
team to understand that
client, build rapport and enhance the
client experience.
How Diversity Can Drive Innovation,” Harvard Business
Review (2013)
Catalyst (2013) &McKinsey Company (2007)
Kellogg School of Mgt(2010)
Employment Relations Today
(2015)
A gender and ethnically diverse workforce was associated with more customers, increased sales revenue, greater relative profits, and greater market share.
University of IllinoisAmerican Sociological Review
(2009)
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Confidential – Oracle 13
Companies in the top 25th percentile for gender diversity on their executive teams
were 21% more likely to experience above
average profits.
Companies with more culturally and ethnically
diverse executive teams were 33% more
likely to see better-than-average profits.
GENDER DIVERSITY
ETHNIC DIVERSITY
*At the board of directors level, more ethnically and cultural diverse
companies were 43% more likely to see above-average profits, showing a significant correlation between diversity and performance.
Diversity and Profit
Confidential – Oracle 14
Yet a Society Human Resources Management report recently noted that41% of managers are “too busy” to implement diversity initiatives.
Why?
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To what extent is advancing diversity and inclusion a key leadership priority at your organization?
About a third of the organizations have made a firm commitment to D&I
Number of respondents = 71
Source: Human Capital Growth 2020 Diversity and Inclusion survey
13%
2%
30%
34%
38%
We have yet toprioritize it
It is not discussedamong leaders
It is listed among ourcore priorities
Our leadersconsistently talk about
it
We have dedicatedheadcount and budget
to support it
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d.Why Most Diversity
Programs FailStudies show an appropriately configured
organizational environment is necessary
before the benefits of gender diversity can be
fully realized.
CULTURE
Organizational culture does not actively
value diversity and inclusion
GOALS
Espoused goals are typically more aligned
with masculine goals (competition vs
collaboration).
TALENT MANAGEMENT
Most D&I effort are administered as
individual programs. Lacking an integrated
talent management systems approach to
support and sustain diversity, inclusion, and
belonging.
Diversity, Inclusion, and Belonging
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Diversity Inclusion
Addresses degree of
representation of
diverse groups
• Emphasizes differences
• Dimension of diversity
include different races,
cultures, religions,
backgrounds, experiences
that lead to different
perspectives, attitudes and
approaches
Addresses disparity in
the treatment of
members of diverse
groups
• Leverages differences
emphasizes similarities
• People feel respected, are
treated fairly, inspired and
motivated
• Degree to which each
employee perceives that
he/she is an esteemed
member of his/her work
group
Belonging
Creating a work
environment where
individuals feel
socially accepted and
included
• Individuals given
opportunities to add value
• Organization signals that
everyone's contributions
matter
• Individuals can bring their
authentic self to work
• Individuals allowed to
maintain their identity
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In which of these areas does your company have formal program(s) and practice(s)?
Number of respondents = 71
Source: Human Capital Growth 2020 Diversity and Inclusion survey
About a third of the organizations have made a firm commitment to D&I
36%
70%
62%
33%
30%
2%
26%
We don’t have a formal program at this time
Diversity
Inclusion
Belonging
Diversity,Inclusion
Diversity,Belonging
Diversity,Inclusion,Belonging
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Moving from Diversity to Inclusion
Honoring differences
among employees,
customers, and
suppliers
Creates a focus on
numbers
Expands focus on creating
a supportive work
environment
Diversity InclusionSeeking out, valuing, and
using the knowledge of
diverse groups of employees
for competitive business
advantage
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Integrated Talent ManagementPractices that Move the Needle on Inclusion
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Men and Women Rank Obstacles to Gender Diversity Differently
% of respondents who see obstacles in each category
Source: BCG Global Gender Diversity Survey 2017
RECRUITMENT
27% 26%
CULTURE
18% 30%
x 1.7
LEADERSHIP
18% 33%
x 1.8
RETENTION
20% 36%
x 1.8
ADVANCEMENT
21% 45%
x 2.1
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Model of Integrated Talent Management
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Which of the following practices does your organization currently use to advance diversity and inclusion?
Number of respondents = 71
Source: Human Capital Growth 2020 Diversity and Inclusion survey
92%
52%49%
15%
38%
52% 52%
Attracting a diversecandidate pool
Diversity trainingfor leaders
Diversity trainingfor all employees
Micro aggressiontraining
Pay equalizationacross genders
Career opportunityequalization across
gender and race
Work-life programs
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Inclusion Initiatives – What Works
Single initiatives are less effective than a comprehensive set of talent management initiatives targeting various touch
points in the employee life cycle.
LOW IMPACT HIGH IMPACT
▪ One time training programs
▪ Incentivizing senior leaders
▪ Hiring highly visible role models
▪ Grievance systems
▪ Minority mentoring programs
▪ Disconnected initiatives
✓ Work-life programs (e.g. flex time, part-time, home,
coaching)
✓ Sponsorships (e.g. women, underrepresented groups)
✓ Holistic employee development through talent
management (e.g. experiences, coaching)
✓ Making public commitments
✓ Establishing anti-discrimination policies
✓ Tracking progress through KPIs
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Workforce StaffingDIVERSITY CHALLENGE
How might we create a workforce that look less like the people who are doing the hiring and more like the
people graduating or available in the workforce with the skills to join it?
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Inclusive Hiring Practices
Job Design Talent Acquisition
Candidate Screening Hiring Decision
• Design Jobs that appeal to
both genders
• Gender neutral job
descriptions
• Hiring decisions guided
by data
• Gender balanced hiring
panel
• Skills and capabilities testing
• Structured interviews
• Diverse candidate pools
• Blind resume review
HIRE
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Workforce DevelopmentDIVERSITY CHALLENGE
• How might we overcome inherent human tendencies to be biased?
• How might we create equitable opportunities for all employees to develop to their highest potential?
Retention and Advancement, the Biggest Challenge
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DEVELOP
Job Training Career Management
Human Capital Development Leadership Development
• Coaching
• Mentoring
• Reverse mentoring
• Special projects (opportunities)
• Buddy System
• Special projects
• Habit breaking interventions
• Perspective taking
• Implicit bias training
• Diversity training
Inclusive Learning and Development Practices
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WEBINARS PODCASTSBLOGS eBOOKS
Exponential Talent
Our Thought Leadership on Evidence-based HR
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You May Also Be interested in These Resources
31
With Dr. Aarti Shyamsunder
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April 15 th, 2020 9 AM PT
Talent Practices that Move the Needle on Diversity and Inclusion (Part 2)
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