internal diversity sounding board fy19 key takeaways...performance process: bias-free rewards /...
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Internal Diversity Sounding Board FY19Key takeaways
A look back at the 6 pillars of our gender diversity strategy FY18 - FY19
Culture and communicationWhy, what, how, and progress follow-upSteven Doms
RecruitmentTowards equal intake of men / womenHilde Wittemans
Performance managementBias-free and focus on impactOlivier Hody
Governance National, BU, Industry decision-making bodiesAnne Tilleux
Flexible working Where, when, and how we workKathleen De Brabander
Engagement Coaching, mentoring, and sponsorshipPatrick De Vylder
Why gender diversity matters
Best talent
Customers & market opportunities
Client expectationsReputation & brand
Group performance
What have we initiated so far?20
17
June 2017Flexibility guidelines
20172017-...
Gender Decoder
Female representation in recruitment events
Recruitment targets
Managing pipeline
External events: Women in Tech, She loves to Code, etc.
March 2018/2019International Women’s Day
2018
2019June 2018
SPARK
Sept 2018Internal Diversity
Sounding Board
Oct 2018Flex Leave
Jan 2019Revamped learning catalogue
Feb 2019Parents@Deloitte
Aug 2019Ambassador training
April 2019GLOBE
June 2019Review governance & representation
July 2019Diversity & Inclusion E-learning
Internal Diversity Sounding Board FY19 Your voices have been heard!
Thank you for sharing your voices in the Internal Diversity Sounding Board! We would like to share the key takeaways from the FY19 sessions for the 3 workstreams.
We have shared the insights of the different sessions per workstream with the relevant stakeholders and gathered their feedback on how the insights can be taken into account for ongoing initiatives/projects and what is currently already being applied.
Agenda Session 1: Recruitment
• Employer Branding - female students Brainstorming concrete ideas on how to better communicate our company attributes that are most attractive to female students.
• Talent Acquisition insights Information sharing of student perceptions about Deloitte and our Talent Acquisition Roadmap.
• Talent Acquisition Roadmap - gender “layer” Discussion on existing gender-related ideas.
Agenda Session 2: Flexibility
• Flexibility@Deloitte – Setting the scene: flexible working is about where
we work, when we work, and how we work together
– Results of the survey – Taking a position on flexibility statements
• Flexibility guidelines in practice: BU Consulting best practice
• Flipchart exercise on the recommendations of concrete actions to make sure that flexibility is fully embedded in the Deloitte culture, has no boundaries, and is openly discussed.
Recruitment and Flexible working
Key takeaways: Recruitment
Exercise on how to bridge the gap between what female students are looking for (in terms of key attributes of an employer) and the attributes represented at Deloitte. As an outcome, we had several pragmatic ideas on how to better bring across messages to students in different domains (ie. respect for its people, variety of assignments, innovation, leadership opportunities, and a friendly, creative, and dynamic work environment).
What are we already doing? Making progress in gender balanced campus hiring in which many of the suggested actions are already being applied: • Female ambassadors and role
models (ambassador programme) • Involve women during recruitment
process (during interviews) • Booth at campus events with
movies
Ideas to further look into • Instagram: The “Follow the life of…” concept can be a very credible way to put certain
aspects of Deloitte colleagues in the spotlight • Reflect on a more structural approach for video testimonials e.g. reshape
Testimonial Tuesdays • Storytelling by female colleagues from education until where they are today • Recruitment buddies organised in a more structural way • Hackathon led by female leaders • Go to campus with impact cases • How to include students in our way of thinking; women-friendly business games • Client testimonials in the non-profit sector to attract women
What does Flexibility at Deloitte mean to you?
Key takeaways: Flexibility
Flexibility is for everyone, not only for parents or sport athletes
Dare to speak up about flexibility needs and keep putting it on the radar; openly discuss flexibility needs and also agree upon them
We need to be more open to discuss flexibility needs with our clients in contracting phase; there are best practices within the BUs where flexibility is part of the negotiation in the contracting phase with clients
Flexibility guidelines are introduced during Welcome days and Meet & Greet (onboarding new hires)
There are differences between client facing or non-client facing roles
Performance Management and Engagement
Engagement
Age
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Sess
ion
1A
gend
a Se
ssio
n 2
Performance process: bias-free rewards / equal pay
Performance Management
Individual and team partner commitments
Food for thought: Engagement Survey conclusionsDiscussion around two statements: 1. Achieving gender parity in leadership by 2030 is realistic2. Within Deloitte, men and women have equal chances to transition into leadership positions
Discussion around six statements:1. Our current performance review process is too much based on self-assessment. What can
we do about it?2. Having a coach / sponsor / supporting partner within my team who helps me advocate my
accomplishments at the year-end review would help women advance in the workplace. How can we implement this?
3. I feel a qualitative discussion is held at the year-end review where every team member is valued and recognised for his/her impact next to financial contributions. What can we do to make sure these conversations take place?
4. Our KPIs are biased - especially financial KPIs. What can we do about it? 5. We need a fundamental change from working hours to impact and leadership capabilities.
Which objectives would you suggest instead?6. Talent standards in SPARK provide a clear view on what is expected from me in my level. How
to use these standards?
Indicate challenges and possible solutions concerning three main questions:1. How do we make sure that our salaries/bonuses/packages/promotion processes
are gender neutral and bias-free?2. How do we embed gender diversity in our SPARK performance process (from
MyCompass to Check-Ins/Coaching Conversations/Snapshots/Performance Assessments)?
3. How do we get teams and partners to make (team/individual) commitments to drive the gender agenda in the in their day-to-day practice? What are the KPIs and objectives we could set (for ourselves)?
Flipchart exercise on the likes and concerns concerning individual and team partner commitments: • What is needed for a bigger success? • What would you do differently? • Identify Service Line focus areas per workstream
Key takeaways: Performance Management and Engagement
Dialogue and discussions on how to ensure bias free reward and performance management. Explore ideas and collate viewpoints on leadership KPIs and what is potentially needed to make it work.
Observations What have we initiated so far?
• Moving away from self assessments (under Wings) to qualitative discussions about the impact people make
• Blend of targeted interventions on pain points alongside culture change may be needed • Greater clarity is desired on critical skills for promotion and what is expected for Senior Leadership or
Director roles • Strong support for Partner commitments or targets, be it individual or in team; how the initiative would
be effectively made concrete and how overall consistency and tracking would be monitored
• General awareness on unconscious bias through mandatory e-learning for all practitioners • Continue to review each promotion candidate comparatively, based on the same criteria, balanced
insights, and metrics (and provide challenge where required) • Commitment on FY17 gender targets and continue to set further steps in reaching our objectives • Conversation starters for Parents@Deloitte providing guidance for Team Leaders and Coaches, while
having Check-Ins and Coaching Conversations • Tools to facilitate reporting on gender diversity and empower Business Leaders to enhance qualitative
conversations; both for male as female (SPARK Business Leader dashboard; Talent Review dashboard; Tool Enabled Reward)
Ideas to further look into
• In everything we do we must be mindful of unintentional personal biases and keep this unintentional behavior in mind, recognising that there are differences between genders, cultures, and generations within our organisation. It is not about what is best or worst, but rather acknowledging, embracing, and respecting these differences and keeping personal biases, if any, in check to ensure that we continue to make the right decisions.
• More structured and systematic approach or roadmap for Leadership identification, succession and Leadership development; fueling and leveraging Talent Reviews in our practice.
• Although Deloitte Global’s expectations and standards are mostly met in terms of anticipative process checks in performance appraisals, we should be aiming for greater consistency across all BUs and service lines e.g. by developing guidelines and must have process checks for Business Leaders & HR
during Year-End Talent Reviews, Consolidation meetings, and Reward Validation meetings. • Accelerate skill building and further empower Coaches to help male and female Leaders advance and
successfully navigate in our organisation, while staying true to themselves. • Collate data and fact-based insights on reward and promotion ratios in our firm, benchmarked towards
objective standards. Further embed diversity in full Talent lifecycle (recruitment, reporting, learnings, performance, Coaching Conversations, etc.).
• Enhanced communications from the top – led by CEO, Exco members, and driven by Talent Partners and the broader partner group, not HR or internal networks.
Governance and Culture & Communication
Agenda Session 1
• Setting the scene on governance at Deloitte
• The unconscious bias challenge
• Flipchart exercise on the 4 elements to improve the representation of women in leadership positions
Agenda Session 2
• Female representation in governance bodies
• Looking back at our D&I initiatives and how we are experiencing the actions today (low vs. high impact)
• Looking forward – How can you make an impact as an IDSB member?
Key takeaways: Governance
Please visit the following links for more information on the governance structure.
Key takeaways: Culture & Communication
The Belgian firm is making good progress towards the gender diversity targets that were set in FY17.
Which of the gender diversity actions and initiatives that you have spotted over the last two years have had an impact on a Diverse and Inclusive culture? And how are you experiencing the actions today?
Low impact High impact
Learning catalogueReview governance
& representation
Female representation
during (recruitment) events
External events women in TECH, she loves to code
SPARK
Ambassadors training
Parents@Deloitte or flexibility
testimonials
D&I eLearning IWD
Flex leave
Rolmodels – put spotlight on female Exco members
Parent@Deloitte
Gender decoder
Analysis gender balanced hiring
Internal communication
External communication e.g. LinkedIn
SPARK coachMatching according to Moments in life AND moments in career
Analysis gender balanced hiring
Managing the pipeline
No more pro rata bonus
Partner KPI’s
IDSB
Recruitment targets
GLOBE
Your role as a member of the Internal Diversity Sounding Board
How can you contribute to building our (gender) diverse culture?
Moves to make moments matter
Work it togetherSometimes people need flexibility but they also have to remain committed to the team
Up the game • Rather than reinventing the wheel and
brainstorming from scratch; we work in a very global firm and we can work cross-member firm
• Leverage resources e.g. inviting Emma Codd to speak to the firm
Say what no one else will • Avoid positive discrimination • Training leaders on how to deal with female
colleagues; be an ambassador of small things that happen day-to-day
• Team diversity KPIs made clear at all management levels when working with a team or on a project
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