lessons learned in globalizing ergs

For more information, contact Monica Marcel, Partner @ Language & Culture Worldwide, LLC. [email protected], +1 773 769 9595. April 2013 <1>

"Lessons Learned in Globalizing

ERGs: Insights for/from ERGs

around the World"

Multicultural Forum on Workplace Diversity

April 10, 2013


mailto:[email protected]



Session Outcomes

Latest trends, research and resources on ERGs outside the U.S.

Ways to avoid some of the pitfalls and missteps of launching and growing ERGs outside the U.S.

Pros and cons of running local/global ERGs as independent chapters vs. aligning them tightly to a global D&I strategy

Some of what motivates and drives ERGs in their own parts of the world, i.e. their local business case for ERGs

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Panelists Monica Marcel

Partner and Co-Founder,

Language & Culture Worldwide (LCW)

Eugene Kelly Worldwide Director, Global Diversity & Inclusion, Colgate-Palmolive Company

Jay Davenport Manager, Learning and Development,

Wyndham Vacation Ownership (formerly of Aon Hewitt)

Kitty Vorisek Executive Vice President,

DHR International Beijing


http://www.stthomas.edu/mcf/speakers/bios/marcel-bio.html

http://www.stthomas.edu/mcf/speakers/bios/kelly-bio.html

http://www.stthomas.edu/mcf/speakers/bios/davenport-bio.html

http://www.stthomas.edu/mcf/speakers/bios/vorisek-bio.html

http://www.stthomas.edu/mcf/speakers/bios/vorisek-bio.html


Session Outcomes





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Survive, Thrive, &

Drive

(Strategic)

Survive & Thrive

(Impact)

Survive

(Tactical)

Adapted From: Leveraging women’s networks for strategic value, by Anne Donnellon

and Nan Langowitz, 2009.

Evolution of

Resource Groups


http://www.languageandculture.com/home

© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 6

~ 1000 Employees

Grass Roots

~ 3000 Employees

Formalized

~ 8000 Employees

Business Impact

“Cisco Employee Resource Groups (ERGs)

are no longer small, informal groups of people

with common interests, identities, and issues.

Representing 16 percent of Cisco employees

worldwide (June 2011), they are now partners

that help build business results at Cisco.” Accessed March 29, 2013

http://www.cisco.com/web/about/ac49/ac55/diversity_inclusion_employee.html



© 2010 Cisco Systems, Inc. All rights reserved. Cisco Confidential 7

In 35 Countries

Connected Women Technology Network

(CWTN)

US

Cisco Black Employee Network (CBEN) US Europe

Middle Eastern Diversity & Inclusion (MEDI) US

Experienced Influencers (EI) US

Cisco Hispanic and Latino Network

(CONEXION) US Europe LATAM

Gay,Lesbian, Bi Sexual Transgender & Advocates

(GLBT&A) US Europe Canada

Early Career Network (ECN) US APAC Europe

Indians Connecting People (iCON) US

Cisco Asian Affinity Network (CAAN) US

Cisco Disabilities Awareness Network (CDAN) Europe Canada US India APAC

Veterans Enablement & Troop Support (VETS) US

Connected Women (CW) US Europe India Canada

Accessed March 29, 2013





Accessed March 29, 2013 http://www.dell.com/Learn/us/en/uscorp1/corp-comm/corp-responsibility-archive?c=us&l=en&s=corp


http://www.dell.com/Learn/us/en/uscorp1/corp-comm/corp-responsibility-archive?c=us&l=en&s=corp










Trend: Importing ERGs

• Started in 2007 in Brazil

• U.S. chapter in 2010

• Help make Dell a more welcoming

place for people with different kinds of

impairments.

– “Are we prepared to offer them

adequate workstations?”

http://www.dell.com/Learn/us/en/uscorp1/corp-comm/cr-diversity-talent-ability













Trend: Asian Networks,

In Asia

• 15% of members are

outside the U.S. today

• Chapters growing in

India, China, & Brazil

SOURCE: LCW interview with Monsanto’s MAC Leaders, 2012




Trend: Focus on Women Companies with highest

proportion of women on

executive committees

perform better

• “..the particular ways in which

female leaders behave, such as

emphasizing development and

collaboration, can benefit a

company’s organizational health

and financial performance.”

SOURCE FOR GRAPHIC: Women Matter: An Asian Perspective. McKinsey, 2012.

Accessed March 2013: http://www.mckinsey.com/~/media/McKinsey/dotcom/client_service/Organization/PDFs/Women_Matter_Asia.ashx


http://www.mckinsey.com/~/media/McKinsey/dotcom/client_service/Organization/PDFs/Women_Matter_Asia.ashx


Resource Groups by Region Women’s groups are largest in all regions

SOURCE: ERGs Come of Age: The Evolution of Employee Resource Groups A study by Mercer's Global Equality, Diversity, and

Inclusion Practice. January 2011. Accessed March 2013 here: http://www.mercer.com/ERGreport


http://www.mercer.com/ERGreport


Preliminary Findings

• 12 Questions

• Results to be shared with

participants

• Survey Open thru May

2013

http://www.surveymonkey.com/

s/H797RM9

As of March 2013, benchmarking

companies include:


http://www.surveymonkey.com/s/H797RM9




http://usa.marsh.com/

http://www.bostonscientific.com/us/index.html

http://www.northerntrust.com/

http://www.ey.com/US/EN/Home

http://solutions.3m.com/wps/portal/3M/en_WW/Worldwide/WW/




Which ERGs in

which regions?

Preliminary

findings, as of

March 2013.





Governance of ERGs outside the U.S.

Primarily HQ-driven, but becoming morelocally-driven (i.e., some degree of local'pull')

Equal parts HQ-driven and locally-driven(i.e., there are both common elementsthat all chapters can get behindworldwide balanced alongside localpriorities)

Primarily locally-driven (i.e., mostly afunction of local 'pull')

Preliminary

findings, as of

March 2013.





Challenges for

ERGs outside

the U.S.

Preliminary

findings, as of

March 2013.

Linking all ERGs worldwide to global D&I strategy

Common vision across all locations

Funding and support for ERGs outside U.S.

Governance for ERGs outside U.S.

Evaluation of ERG effectiveness outside U.S.

Language/Cultural Differences across locations





How non-U.S.

ERGs are

leveraged

Preliminary

findings, as of

March 2013.

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Primary reason

motivating

individuals to join

fast growing

ERGs globally?

Targeted learning and development opportunities

Desire to gain leadership experience

Access/ visibility to leadership and key personnel

2

3

1

Preliminary

findings, as of

March 2013.




Session Outcomes





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Global CWN Expansion Background

• Expansion efforts started in 2009

• CWN Park Ave chapter submitted GIF proposal to launch global expansion

• Awarded Innovation Funds ($40,000) – Developed Global governance documents – Defined Global Steering Committee structure – Created OurColgate CWN Global Resource Center

• Engaged Division Leadership – Gained support – Identified Local Champions

• Conference Calls to share learnings / best practices from Park Ave CWN

• Focus groups were conducted by region / location

Please do not reproduce without permission. Source: Eugene Kelly, Worldwide Director Global Diversity & Inclusion

Copyright Colgate-Palmolive Company, 2013.

Launched in Over 35 Locations



CWN Website & Resources

Add pic and link of website



http://vourcolgatect.win.colpal.com/global/cpsites/HR/cwn.nsf/WelcomeDocs/Colgate+Women's+Network?


Growing ERGs in Asia

• Leverage Local

Tools, Conferences,

Resources &

Networks

• Connect regional

network leaders:

– To others inside

your company

– To other

companies in the

region

• Online resources

• Corporations are

combining resources

and sharing best

practices

http://www.lgbtinclusiveasia.org/





Session Outcomes





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Key Components of Our Diversity Strategy

• Goal Setting and Reviews

• Diversity Talent Reviews

• Diversity Recruiting

• People Development

• Network Groups

• Compliance



Promote professional development for women and empower them to help themselves and

each other in order to contribute to Colgate’s business success

Work Life

Integration (WLI)

Professional

Development

(PD)

Networking

(NW)

Local Areas

of Focus

Local Business

Objectives

Build from Local Relevancy with Senior Management Support and Sponsorship, Foster an

Inclusive Environment, Impact the Business, Learn From Each Other, Address the Needs of Local

Colgate Women, Understand the External Environment, Awareness not Advocacy, Recognize

Contributions, Continuously Improve

Mission

Guiding

Principles

Strategic

Areas of

Focus

Colgate

Strategic

Drivers

Colgate

Business

Strategy

Engage to Build Our

Brands

Effectiveness and

Efficiency Innovation for

Growth Leading to Win

Driving Growth

Funding Growth

Becoming the Best Place to Work

Global CWN Goal Alignment



Role of the Steering Committee

• Oversee and support Colgate Women’s

Networks globally by:

– Providing guiding principles

– Sharing best practices

– Ensuring alignment and connectivity between

chapters

– Working with subsidiaries to foster an inclusive

environment

– Developing resources and tools to utilize

worldwide




Global Strategy with Local

Priorities: India

Vaahini Network

• 64k women within &

outside of Accenture

• Online tools for

attracting, retaining,

and promoting women

Accenture produced video

http://www.accenture.com/Microsites/vaahini/Pages/index.aspx

http://www.youtube.com/watch?v=au1uHCEiAzs

“Scattered Windows.

Connected Doors”


http://www.accenture.com/Microsites/vaahini/Pages/index.aspx

http://www.youtube.com/watch?v=j66zOIC01Rw

http://www.youtube.com/watch?v=au1uHCEiAzs


Session Outcomes





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Global Expansion of Colgate Women’s Network

Thinking globally, acting locally around

three areas of focus

• Career development

• Networking

• Work / Life Integration



Career / Professional Development

• Benchmarking through external events and conferences

• CWN Webcast with female General Managers – China

• Effective Communication Seminar with external life coach – Ukraine

• “A View From the Top” external senior women panel discussion with Lisa Caputo, EVP, Citi; Carolyn Buck Luce, Sr. Partner, E&Y; Doreen Toben, Former CFO, Verizon – New York

• “The New face of the Vet Profession” with Internal and external speakers – Hill’s Women Empowerment Network – Topeka, Kansas



Networking

• “On Top and In Heels” professional conversation with Women General Managers - Philippines

• Mentoring Circle session with Senior Leaders - China

• CWN India Global GIT Leadership Panel Discussion

• Executive Women’s Panel – Mexico

• CWN / Asian Women’s Leadership Network partnership – ongoing external networking opportunities with female professionals of global companies – New York / Greater Asia Division



Work/Life Integration

• Time Management and Managing Finance Seminars (GAD)

• Emotional Intelligence Program – Russia

• “Loving Your Body” Health & Wellness Seminar – Philippines

• New & Expecting Parents: Benefit Options and Work Related Benefits – New York

• “Gourmet Therapy” Cooking Workshop – Venezuela



Pakistan




Asia Motivations: Billions of

Women

SOURCE FOR GRAPHIC: Women Matter: An Asian Perspective. McKinsey, 2012.

Accessed March 2013: http://www.mckinsey.com/~/media/McKinsey/dotcom/client_service/Organization/PDFs/Women_Matter_Asia.ashx

India, South Korea, Japan:

“Strength of cultural views

held by women as well as

men hinder women’s

progress”

Australia, China, Hong

Kong, Singapore:

“Family duties appear to

exert less influence over

women’s decisions

about their working

lives”


http://www.mckinsey.com/~/media/McKinsey/dotcom/client_service/Organization/PDFs/Women_Matter_Asia.ashx


Survey Open thru May 2013 http://www.surveymonkey.com/s/H797RM9

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Thank You!

Questions / Discussion Please do not reproduce without permission. Source: Eugene Kelly, Worldwide Director Global Diversity & Inclusion


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