The Power of Scrappers and Inclusion - IPMA-VA

The Power of Scrappers and Inclusion
Regina Hartley
March 24, 2016
Can determination alone make someone
successful?
Adversity
Determination
Success
What happens when you add
opportunity to the equation?
Opportunity
Adversity
Determination
Success
Psychologists have been studying this phenomenon
for years!
Traditional models of human psychology
Trauma
Distress
Dysfunction
In 1955, one study opened the door to a new
area of psychological study…
• A developmental psychologist followed a cohort of 698 children from
pre-birth throughout their lives
• Focus was on risk and measuring how they fared in adversity
• Control group – healthy, normal backgrounds not exposed to stressors
• Other group: most lived in poverty, with many alcoholic or mentally ill parents
• One third of the children from disadvantaged backgrounds succeeded
• Mentally strong, performed well in school
• Successful careers
All around the world, the findings were
consistent across multiple studies…
• A New Zealand study of 1,265 children all born in 1977
• Among the 10% who faced extreme circumstances, half fared well
• A study of 107 elementary school children who were abused and
neglected
• A few managed to succeed. They formed healthy relationships with other
children, performed and behaved well
• A Copenhagen study of children raised by schizophrenic mothers
• Significant portion led productive lives
…that a subset of people will thrive, in spite of adversity!
In 1995, two psychologists coined the term
Post Traumatic Growth
Trauma
Distress
Dysfunction
Growth
Positive psychological change experienced as a result of
adversity and other challenges in order to rise to a higher
level of functioning.
When you not only survive, but thrive.
Positive psychological change experienced as a result of adversity and
other challenges in order to rise to a higher level of functioning.
There are consistent characteristics among
the “vulnerable, but invincible” that are…
• Resilience
• Unwavering commitment
• Self-reliant
• Problem-solving
• Sense of purpose that prevents giving up on oneself
• Inner direction and locus of control: you control your own destiny
• Emotional support from others
…traits of successful people!
What is a
“Scrapper?”
A person who fights against tremendous odds…
…and thrives.
The original UPS scrapper
• Oldest of four children
• Quit school at age 11 to go to work
• Father died, raised by a single mother
• Eventually only completed freshman
year of high school
• At age 19, founded a small messenger
service in Seattle, Washington in 1907
• Visionary leader
Jim Casey, UPS Founder
Why hire scrappers?
Resilience
Unwavering commitment
Self-reliant
Problem-solving
Sense of purpose that prevents giving up on oneself
Inner direction and locus of control: you control your own destiny
Emotional support from others
Given the opportunity, their passion and purpose will
astound you!
What do you look for when you hire someone?
While a resume tells me
what you’ve done….
… it won’t tell me who you are.
Look beyond “perfection,”
because struggle is a great teacher!
Do people feel they can bring their
whole selves to work?
We need to create environments that not only give people
a voice, but ensures they are heard and included.
UPS has a policy on Diversity…
We Place Great Value on Diversity.
We value the diversity that exists within our workforce, our
customers, those who provide goods and services to our
company, and the communities around the world in which we do
business.
All UPS employees are responsible for creating a workplace of
fairness, dignity, and respect for one another—and an
environment of inclusion— that encourages participation and the
best efforts of everyone.
…but the policy alone will not drive innovation and
growth, so we took it a step further.
We believe that diversity is critical
to our business.
The extent that UPS embraces a
diverse workforce and practices
inclusion directly impacts our
success.
Organizations need to transform from a focus on
diversity to a practice of inclusion.
• Diversity is a fact – it is a statistic.
• Inclusion is a choice.
• Who you eat with; who you call on in meetings, who we speak to in the hallway, what
we notice, and who we notice.
• Gestures that tell colleagues that they belong, that their unique experiences, skills and
perspectives are not only welcomed, but valued.
• An inclusive workplace understands the needs of employees, ensuring they feel valued
and respected
• Diversity programs need to transform from a compliance obligation to a
business strategy.
Diversity is being invited to the party.
Inclusion is being asked to dance.
Inclusion is a business imperative!
Diversity
Innovation
Engagement
Growth
Inclusion
Diversity
Inclusion
Engagement
At its core, diversity
requires the
representation of a range
of differing identities.
Representation does not guarantee
the championing of diverse
perspectives and input.
Moving forward, diversity and inclusion
programs will focus on not only
welcoming employees, but embracing
them.
The case for…or against…affinity groups.
• Should we or shouldn’t we?
• Why risk offending part of our population?
• Is this a fast-track circuit?
• “They” are going to get more powerful…
• What will they talk about in these groups? Makeup? Shopping?
• We already have diversity. Why do we need these groups?
The UPS journey towards Affinity Groups
• In 2004, realized UPS women were leaving at disproportionate rate
• Decided to pilot Women’s Leadership Development affinity group.
• Three-pronged approach:
• Internal networking and development,
• Community involvement
• External networking
• Results: Reduction in female turnover by 12% over three-year period
Due to the success of Women’s Leadership, a Diversity
Leadership Development pilot was launched in 2010 .
Business Resource Groups (BRGs)
• A BRG is a group that has been recognized by
UPS as an independent and voluntary group
of employees who share common interests
and an approved business purpose.
• The BRG is driven by employees, and is
typically created around an aspect of
common identity and interests that support
corporate values and goal.
• Participation is open to all active employees.
•
•
•
•
•
•
•
•
African-American
Asian-American
Hispanic/Latino
Lesbian, Gay, Bisexual,
Transgender and Allies
Focus on Abilities
Veterans
Millennials
Working Parents
BRGs are not designed to be social, religious or political
forums and such groups are not sponsored as BRGs.
Three-pronged approach
•
•
•
•
•
Business Connections
UPS Connections
Growing the Business
Talent Management
Customer Attraction and
Attention
Increased Market Share in
Diverse Segments
One-to-One Relationships
Supplier Diversity
Allocation of Diversity
Resources
•
•
•
•
•
Recruitment and Retention
Visibility to Career
Development
Pipelines of Diverse
Candidates
Senior Level Diversity
Employer of Choice
Community
Connections
Brand Management
•
•
•
•
•
•
Global Recognition
Corporate Sustainability
Internal and External
Focuses
Proactive Messaging
Stakeholder Engagement
Support for Diverse
Communities
The structure provides common ways for the group
to connect and work together towards common goals.
The structure fosters flexibility within a framework.
BRGs are autonomous.
•
•
•
•
Business Connections
UPS Connections
Community
Connections
Growing the Business
Talent Management
Brand Management
Customer Sales leads
Chamber of Commerce
Marketing to Diverse
populations
Connecting with business
groups
•
•
•
•
•
Panel discussions and town
hall meetings on topics of
interest
Lean In Circles
Book clubs
Cultural awareness events
Recruitment activities
•
•
•
Volunteerism
Community Service
Support diversity groups
• Catalyst
• La Raza
• Urban League
• OCA
Groups have the autonomy to decide what they want to
focus on within each prong.
Asian American BRG builds cultural awareness
through Diwali celebration (UPS connections)
African American BRG makes
Community and Business Connections
• George Martin’s M.A.N. Hall of Fame Dinner
• Habit of Giving Back – Habitat for Humanities
• New Jersey African American Chamber of Commerce
Each BRG has executive sponsorship and a chairperson
Role
Responsibilities
Executive
 Management Committee members who champion, advocate, and represent
Sponsor
BRGs.
Executive Advisor  Senior leaders who work as a liaison between BRG leadership and Management
Committee BRG Executive Sponsors.
 Connects BRGs across UPS, leveraging best practices and sharing ideas.
Region / District  Provides governance, support, and oversight of BRG to ensure it is meeting
HR Manager
goals and objectives.
BRG Chair and  Main point of contact for the BRG and actively leads the BRG.
Co-Chairs
 Interacts with senior leadership – stays in regular contact with Executive Advisor.
 Leads and coordinates BRG Connections chairs.
 Takes a leadership role in BRG events.
Notice that HR is an advisor, not a leader of the BRG.
Each BRG has a chairperson for each “connection”
Role
Responsibilities

UPS Connections 
Chair
Business
Connections
Chair
Community
Connections
Chair









Actively leads the UPS Connections activities.
Interacts with senior leadership – stays in regular contact BRG Chairs and Executive
Advisor.
Leads and coordinates UPS Connections events/activities.
Actively leads the Business Connections activities.
Interacts with senior leadership – stays in regular contact BRG Chairs and Executive
Advisor.
Leads and coordinates UPS Connections events/activities.
Coordinates efforts with UPS Business Development and Sales.
Main point of contact and actively leads the Community Connections activities.
Interacts with senior leadership – stays in regular contact BRG Chairs and Executive
Advisor.
Leads and coordinates UPS Connections events/activities.
Coordinates efforts with HR and volunteer organizations.
BRGs provide many leadership development
opportunities, while increasing employee engagement.
How to get a BRG started
• Each business unit can charter a Business Resource Group if they have
sufficient employee interest
• A charter is completed which requires the BRG purpose, goals,
specific leadership roles and defined responsibilities. Leadership is
selected annually.
• BRGs are required to complete and submit a quarterly Tracking
Report and annual report that includes activities and impact to their
HR Manager.
Asian American BRG
Business Connections:
Host panel discussion with outside leaders
UPS Connections:
Lunar New Year Celebration
Veterans BRG builds Community Connections
• Project Santa Boots
(Boot Campaign) in
Mahwah
• Summer Sleigh
Program (Toys for Tots)
in Maryland
• Veterans Day Parade in
NYC
Millennial BRG builds Mobile Applications
(UPS Connections)
• HR wanted to develop a mobile
app that would attract students at
job fairs
• The Millennial BRG formed an ad
hoc team which created a mobile
campus recruiting app
• They also created a mobile
application for seasonal workers
that provides package visibility
Led by the Womens BRG, several BRGs work
together to lead Take Your Child to Work Day…
…and they organized
Lean In Circles.
Hispanic/Latino BRG Grows Business and
Community Connections
HISPA – Awarded a $10,000 grant
Over 700 students mentored
17+ UPS role models
UPS.com en Espanol
USHCC Corporate Challenge
Statewide Hispanic Chamber of Commerce
Over 70 sales leads submitted
5 sold leads and over 30 still in being negotiated
Hispanic/Latino BRG and UPS.com in Spanish,
making Business Connections with customers
• The Hispanic/Latino BRG has been
very persistent in marketing UPS to
the Latino community.
• Through their persistence,
translating UPS.com in Spanish
gained momentum.
• Many Hispanic/Latino BRG
members actually did the
translations and passed them onto
the project teams.
UPS.com in Spanish went live in February 2016!
The value of BRGs
•
•
•
•
•
•
Value to Employees
Network. Expand professional
relationships
Share workplace experiences
Participate in professional
development activities
Gain new business insight
Support company growth
Bring your “whole self” to work
•
•
•
•
•
•
•
•
Value to Company
Develop skilled employees
Improve morale
Identify diverse leaders
Build stronger bonds
Improve communications
Support diversity recruiting
Grow the business
Improve employee engagement
And…BRGs are self-managed.
HR provides support, but groups lead themselves!
Through BRGs, our employees are engaged…
…and interconnected!!!
UPS Diversity and Inclusion
33
International BRG
Chapters
We believe that diversity
is critical to our business.
The extent that UPS
embraces a diverse
workforce and practices
inclusion directly impacts
our success.
10
Local D&I
Councils
Business
Resource
Groups Globally
118
9
BRG Constituencies:
African American, Asian
American, Hispanic/Latino,
Focus on Abilities, LGBT&A,
Millennias, Veterans, WLD,
Working Parents
Year
Anniversary
of WLD in
2016
10
37
UPS Business Resource Groups - 2015
International
WLD
32
(10-Americas; 8-APAC; 14-Europe)
Millennials (Turkey)
1
U.S.
African American
10
Asian American
6
Hispanic/Latino
10
Focus on Abilities
2
LGBT&A
4
Millennials
13
Veterans
13
WLD
25
Total
Working
Parents
118
2
BRG Growth
• 2013 = 49 in U.S.; 16 Intl (65 total)
• 2014 = 63 in U.S.; 16 Intl (79 total)
• 2015 = 85 in U.S.; 33 Intl (118 total)
BRGs have grown from a total of 65 global chapters in 2013 to 118 global
chapters in 2015 (82% growth).
BRG Business Impact
BRG Summit November 2015
When making selection decisions,
look at the whole person...
…and go beyond diversity to create
truly inclusive environments.
Choose the underestimated contender.
Purpose
Passion
Hire the Scrapper!