Round III Track A Slides - Diversity Best Practices

Transcription

2014
Round III: Driving Business Results
2014
Track A: Emerging ERG Leaders:
Developing a Strategic Plan Linked to Business
Objectives
Facilitator/Presenter: Monica Villalta, American Institutes for
Research
Presenters:
Marcela Aldaz-Matos, MassMutual Financial Group
Stephen Reed, CapGemini
Keni Thacker, JWT New York
www.DiversityBestPractices.com
2014
Objectives
Monica Villalta
Director, Diversity and Inclusion
American Institutes for Research
2014
“If you don't
know where you
are going, any
road will get you
there”
Lewis Carroll
2014
“If you don't know where you are going,
you might end up somewhere else” Yogi Berra
2014
2014
STRATEGIC ALIGNMENT
2014
Do your homework
Vision
 Mission
 Organizational
Strategy
 D&I Strategy

2014
Build/Review your plan
Vision
Mission
Overall Strategy
D&I Strategy
ERG Charter
- Business Plan
- Goals
- Objectives
2014
Maximize your
Executive Sponsors
2014
Ensure alignment
Use tools
2014
2014
2014
ERG Work Plan Template
STRATEGY #:
FIVE YEAR PROJECT
PERIOD OBJECTIVE
ANNUAL OBJECTIVE
PILLAR of D&I STRATEGY
SETTING:
The five year objectives, annual objectives and activities must align with the program strategy.
A five year objective that the program plans to meet by the end of the project period. The objective must be
Specific, Measurable, Achievable, Realistic, and Time-bound (S.M.A.R.T.).
S.M.A.R.T. objective that the program anticipates completing by the end of the YEAR.
Objectives may be process, output or outcome related.
List the appropriate Pillar of the Diversity and Inclusion strategy.
☐ Pillar 1: Human Capital and Work
☐ Pillar 3: Our D&I Brand, Identity and Reputation
Environment
☐ Pillar 4: Sustainability and Growth
☐ Pillar 2: Delivery of Culturally Competent
☐Cross-cutting Issue – Applies to All Pillars
Services and Products
Specific context or environment in which the program will implement the strategy.
Select all that apply:
☐ DC
☐ Chicago
☐ San Mateo
Performance Measure
PERFORMANCE
MEASURES
Data Elements
☐
☐
Remote
☐
☒
Other (specify) Click here to enter text.
☒
Required measures used for ongoing monitoring and reporting of program
accomplishments or progress toward reaching program objectives or
outcomes. The performance measures may be process or outcome..
Specific data, criteria or information needed to establish whether a
performance measure has been met.
SUSTAINED EFFORT & SUSTAINED IMPACT TOWARDS STRATEGY:
A description of how the ERG plans to ensure that the work is sustainable.
Reportable Milestone/ Progress Activities:
Timeline:
Lead Personnel Assigned
Activity Description
Start Quarter – End Quarter
The timeframe for which
Person with responsibility for
Key events which are specific,
Milestone/ Progress Activities ensuring the completion of the
measurable and sufficient in quantity
will be initiated and
Milestone/ Progress Activity.
such that their completion should lead
completed. The timeframe
to the accomplishment of the annual
should be on a quarterly
objective.
basis.
Key Contributing Partners
Individual or group who will play
a significant role in
accomplishing the
Milestone/Progress Activity.
Source: CDC http://www.cdc.gov/healthyyouth/evaluation/tutorials.htm
2014
Be S.M.A.R.T.
measure & report
BE CREATIVE
2014
Exercise Leadership
2014
2014
Presenters
http://www.diversitybestpractices.com/person/marcela-aldaz-matos
http://www.diversitybestpractices.com/person/stephen-reed
http://www.diversitybestpractices.com/person/keni-thacker
http://www.diversitybestpractices.com/person/monica-l-villalta-mph
2014
Objectives
Monica Villalta
American Institutes for Research
2014
Objectives
Marcela Aldaz-Matos
MassMutual Financial Group
2014
About MassMutual
Founded in 1851, Massachusetts
Mutual Life Insurance Company
(MassMutual) is a Fortune 100
company that has grown and
prospered based in part on the
simple notion that together is
better
•
•
•
$639B AUM in 2013
DiversityInc. 25 Noteworthy
Companies & #3 for LGBT
Top 50 Company for Female
Executives (NAFE)
2014
About MassMutual
2014
Diversity & Inclusion Pillars
Marketplace
• Brand/Reputation
• Customers
• Community
• Segment
Marketing
• Strategic
Relationships
• Suppliers
Sales Force
Workforce
• Career Agency
System
• Recruitment
• Retention
• Leadership
Development
• Home Office
• Recruitment
• Retention
• Development
Workplace
• Environment
• Inclusion
• Engagement
• Employee
Resource Groups
• Work/Life
3
Employee Resource Groups
2014


Company-sponsored, employee-led groups aligned with and supportive
of MassMutual’s strategic business goals
Each ERG is stewarded by an Executive Sponsor selected from top
leadership ranks of MassMutual
ERG Transformation
2014

From engagement and awareness to integration and alignment



From activities-based to outcomes-based


Focus on key strategic initiatives and corresponding measurable goals
Began generating greater business value, promoting growth and innovation
Maturity baseline established to focus on data-driven outcomes
From ERGs to BERGs (Business Employee Resource Groups)

Began transition with business planning process this year
2014
ERG Strategic Alignment
Voice of the
Customer
Business
Planning
Environment
for Success
Results
Voice of the
Customer
2014
•
•
Results of a survey served to guide ERGs as they developed their business
plans
3 phase process:
1. Assessment Phase
• Assessment and
analysis
• Current state
performance
2. Planning Phase
• Review
recommendations
for improved
performance
• Incorporate into
business plans
• Interactive review
process
3. Rollout Phase
• Implement action
plans
• ERG leaders report
on business plan
progress quarterly:
• ERG members
• Executive Sponsor
• HR/D&I
Business
Planning
2014

Incorporated strategies to address areas of opportunity into 2014 business
plans:
 Common theme that binds all efforts in one direction: Every ERG
specifically demonstrates the “ABC” (Alignment, Business impact,
Collaboration) of D&I for MassMutual
 2-4 priorities mapped to a D&I strategic pillar


Each strategic priority includes quantifiable goals
Shared tools:


Business plan template
Scorecard with quantitative goals
Environment
for Success
2014







Onboarding sessions for ERG Leaders
Revamped PEP Team Objective
Revamped ERG Guidelines & Community Responsibility Guidelines
Alignment with Executive Sponsors
Integrated ERG data to measure growth & companywide impact
D&I ERG liaison model
Periodic meetings with ERG Leaders (all and role-specific)
Results
2014






18% membership growth between Q1 and Q2
D&I and Recruiting began collaboration to build a pipeline of future leaders
and improve our retention process
ALMMA ERG selected as “Top 5 ERG of the Year” by Latina Style Magazine
ERG operations/processes streamlined, creating consistency and integration
ERG pilot chapter established in Phoenix
Greater collaboration and integration among the ERGs
2014
Objectives
Marcela Aldaz-Matos
MassMutual Financial Group
2014
Objectives
Stephen Reed
Senior Consultant
CapGemini
2014
Stephen Reed
Millennial Innovation Council (MIC)
2014
Global Capgemini
2013 | 131,000
Example Clients
2014
Millennial Innovation Council
Strengthening cross-generational collaboration and increasing
innovation in the way we do business
GROUP
BU
SBU
SECTOR
GENERATION
ACCOUNT
2014
Capgemini’s MIC
Developing a strategic plan linked to business
objectives.
Identify the
Objectives
Gain (Mutual)
Support
Drive the
Momentum
2014
Identify the Objectives
Identify the Objectives > Gain (Mutual) Support > Drive the Momentum
Business
What matters?
• Increased client satisfaction
• Retention of high-margin resources
• Cost-effective pyramid structure
• High efficiency
Members
• Growth opportunities
• Creativity and realization
Gain (Mutual) Support
Functions
Who needs to be onboard?
• People Development: HR /
Units
2014
Learning & Development / Recruiting
• Business Development: Sales /
Marketing / Delivery / Capacity
Management / Finance
• Membership: Staff to VP
2014
Drive the Momentum
Business as
Usual
How do you ensure
progress?
• Align with KPIs and objectives
• Develop a business case and pitch
• Gain stakeholder buy-in and
ownership
Grassroots Efforts
• Provide ERG resources and support
2014
Capgemini’s MIC
Developing a strategic plan linked to business
objectives.
Identify the
Objectives
Gain (Mutual)
Support
Drive the
Momentum
2014
Objectives
Stephen Reed
Senior Consultant
CapGemini
2014
Objectives
Keni Thacker
Executive Producer, Differenter
JWT New York
2014
Objectives
Facilitator/Presenter: Monica Villalta, American Institutes for
Research
Presenters:
Marcela Aldaz-Matos, MasMutual Financial Group
Stephen Reed, CapGemini
Keni Thacker, JWT New York
Please complete your
online evaluation!
2014

Find it in your app, or look for
an e-mail from
[email protected]
Coming Up Next:
2014
Developing a Strategic Plan Linked to Business Objectives
Auditorium / 1Fl
Track B: ERG Program Managers:
Measure the Impact the Your
Employee Network is Having on Business Goals
Pres Gallery / 1Fl
Track C: Experienced ERG Leaders:
ERGs=Innovation: Brand Impact,
New Products & Sales Growth in Diverse Marketplace
Room 20 / 2Fl
Track D: Burning Issues Forum:
TRENDS for Next Generation ERGs
What Does the FUTURE Look Like?
Room 440 / 4Fl
2014

Round III Track A Slides - Diversity Best Practices

Transcription

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