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Round I REVITALIZING Structure/Organiza;on Track B: ERG Program Managers:
CASE STUDIES: Strategic
Leadership Development Planning
FACILITATOR: Pamela Palanque-‐North / Palanque Associates PRESENTERS: Michael Murphy & Betsy Silva / Boehringer Ingelheim Kevin Price / Ingersoll Rand Prabhu Sivakumar / ESPN
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Michael Murphy Associate Director,
Learning Leadership
Round I Track B: CASE STUDIES: Strategic Leadership Development Planning
Betsy Silva Director of Diversity, Inclusion & Engagement
Boehringer Ingelheim
BI’s BRG Leadership Development Lab
NALC June 17 &18, 2015
Betsy Silva and Michael Murphy
Copyright © 2015 Boehringer Ingelheim Pharmaceu;cals, Inc. All Rights Reserved.
• Why a leadership curricula specifically for BRG leaders? • What need is this fulfilling?
• What does BI gain from this initiative? • Company, BRGs, Individuals
• How is the lab designed and measured? • Alignment to BI’s Priorities and Strategic
Competencies • Fit with Leadership Model • 3 Component Structure • Program Measures
• When is content delivered? • Program Timeline
• Who is participating ? • Nomination Process
BRG Leadership Development Lab: Why, What, How, When, Who
Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
Why a BRG Leadership Lab…What does BI gain?
The BRG LDI provides Business Resource Group leaders with a customized professional learning track (offering) that fosters and develops those specific skills and attributes that result in successful leadership of Business Resource Groups.
• Position BI for
industry recognition as best in class company
• Promote and strengthen engagement, recruitment and retention
• Support the success of professional trade organizations, and patient advocacy groups
• Provide BRG leaders with the resources, skills, competencies, and strategies to successfully carry out their role
• Incent and motivate individuals to lead the organizations BRG’s
• Position “ informal” leaders for future formal leadership opportunities
BI BRG Individual
Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
Optimize resources to
set and achieve organizational
goals.
Push the organization to
encourage, accept and reward risk-taking and innovative
solutions for the business.
Develop the necessary talent to achieve
business goals and objectives.
Effectively span boundaries and
navigate organizational complexities to
catalyze change and
equip others to enact change.
Communicate a
vision to positively impact the business.
Lead People
Set Direction
Lead Innovation
Deliver Results
Lead & Manage Change
How LDI aligns to BI’s Strategic Leadership Competencies
Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
Where does the program fit within BI’s Leader Development Framework
New/ Aspiring
Experienced
On Going
Foundational Level
“Bachelor”
Expert Level
“Master”
+ Hi-Po Program
1
2
3
BRG: Leader Development
Initiative (Nomination Only)
Managing@BI Core
M@BI Elective Topics
Management Professional Series
Core Harvard Manage
Mentor
Hot Topics In Leadership
MPS Elective Topics ACCELERATION (Nomination Only)
Continuing Ed
High Po
4
Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
How is the program designed? BRG Leadership Modular Framework
I. Become Self-Aware
• Focus: Personnel Inventory & Leadership Style
• Proposed Tools: • Strength Finders • MBTI • Change Style Indicator • Emotional Intelligence • D&I Self Awareness
• Delivered by: Internal Resources
II Lead Others & Self Courseware
• Focus: Build Skills and Competence in Branding, Communication, Influence, Negotiation, Delegation, Team Building
• Proposed Tools: MindTools, Corporate Executive Board, Center Talent Innovation, HBA, DiversityInc, VisionSpring Learning Loop, Ted Talks, Mentoring@BI, Managing @BI, virtual webinars
• Delivered by: Uses and leverages existing programs and memberships
III. Coach for Results
• Focus: Support On-Going Skill Attainment
• Proposed Tools: 1:1 and Group Coaching
• Delivered by: Internal Resources, ODIE and Alumni BRG Chairs
Develop Awareness Build Skills Support Success
Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
At a Glance BRG Leadership Development Pilot 2015 Key Dates
Feb
4 – Announce program and timeline to BRG & FSDIAC 10 - Open program for BRG Leadership to nominate one representative from their group
End Start
Mar
2 – Close Nominations 5- LD & ODIE Agree on Participants 13 - ODIE to send Welcome Packet (email) to Cohort 20 – Cohort Program Informational Session 31 – Participants to complete self-assessments
Apr
10 & 28 - Interactive Virtual Workshops to Debrief Self-Assessment and Inform Individual Development Plan 30 – Complete Preliminary Development Plan
Phase I – Becoming Self Aware
May
15 – Finalize Individualized Development Plan 20 - Live Instructor led Webinar
June
1-30 Self paced Learning
July
1-31 Self paced Learning & meet with program coach 23 – Live Instructor Led Webinar
Phase II – Lead Others & Self
Aug
1-30 Self paced Learning 18 & 19 – Interactive Group Coaching Session
Sept
1-30 Self paced Learning 1-14 Participant meets w immediate supervisor 15 – Cohort Celebrates the Journey 30 – LD & ODIE agree on path forward Phase III - Coach
for Results Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
How is the program measured? Proposed Semi-Annual and Annual Metrics
Program Cost
• Enrollment • Completions
Business Impacts Program Stats
Turnover Time to fill, i.e. BRG Leadership Roles
• Effectiveness, Evidence of Global Leadership Competencies (participant and immediate supervisor feedback
• BRG leaders awareness of leadership styles, and their own self development
• Development Plan – Volume & Quality
• BRG Leadership Pool • BRG Membership • Engagement • Career Movement
• Participant Satisfaction
Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
Participant Nomination Process
Participant
BRG Nomination
Manager Approval
Development Plan
Alignment
2015 Cohort of 11 Participants Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
Content Answered: 8 Skipped: 0
Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
Overall Answered: 8 Skipped: 0
• Feel grateful for the opportunity to be exposed to this information.
• Although I feel the pace accommodated individuals' workday, I would have liked more time to further analyze and digest the meaning of the MBTI and Country Navigator results
Copyright © 2015 Boehringer Ingelheim Pharmaceuticals, Inc. All Rights Reserved.
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Kevin Price Manager, Global Diversity
& Inclusion Ingersoll Rand
Round I Track B: CASE STUDIES: Strategic Leadership Development Planning
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Implemen/ng Business Alignment & Structure for ERGs
Kevin E Price Manager; Global Diversity & Inclusion
Ingersoll-‐Rand; Davidson NC
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Ingersoll-‐Rand
n Diversified Manufacturing n Family of Brands
n Trane
n Thermo King
n Club Car
n Ingersoll Rand
n 41,000+ employees
n D&I Journey of 4 years
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Employee Resource Groups
n First ERG Launched in 2011 n 7 Current ERGS
n Asian Employee Resource Group n Black Employee Network n Group of La;nos n NewNet* n PRIDE n Veterans Employee Resource Group n Women’s Employee Network* * Indicates Global ERG
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Business Case
n Background n Non-‐Standard Steering Commiaees n Isolated n Not Aligned n Some viewed as Social groups n Members were seeking more
n Opportunity n Standardize, Align & Perform
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Current State
n Standardize n Steering Commiaees n Established Rota;on Cadence for Leadership Roles n Annual Ac;on Plan Objec;ves
n Align n Cross Collabora;on n Business Objec;ves n Quarterly Business Reviews-‐QBR n Annual ERG Summit
n Perform n Meaningful Events n Professional Development n More eventual autonomy
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Results
n Feedback from Groups n Posi;ve n Empowering & Welcomed
n Feedback from Execu;ve Sponsors n Professional & Business Like
n Con;nuous Improvement Culture n Ways to improve n Eventually graduate to BRGs
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Take Aways & Sugges/ons
n Structure & Alignment reflec;ve of the
business.
n Get the pulse of the members.
n Standard work is good.
n Remember this is great development
for you too!
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Jackson L. Davis Director Diversity,
Inclusion & Wellness ESPN
Round I Track B: CASE STUDIES: Strategic Leadership Development Planning
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Prabhu Sivakumar Director Global AD Sales Strategy &
Product Management ABLE-‐-‐Asian Business Leaders of ESPN
ESPN
Round I Track B: CASE STUDIES: Strategic Leadership Development Planning
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Where were we? • Very good at organizing events • Very good in spreading Asian Cultural
awareness amongst employees
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What was missing?
• Member engagement outside cultural events
• Member development • Are we adding business value?
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What did we do?
• Business Plan for ERG-‐ Three parts • Workforce Objec;ves • Workplace Objec;ves • Marketplace Objec;ves
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Add business value through ERG
• Panel discussions – Jeremy Lin, Cricket World Cup
• Spread Asian sports awareness • Demo games • Show and Tell
• Help create Asian sports content
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Improving Member Engagement
n Invite Asian on-‐air talent in membership mee;ngs n Hear their stories and how they overcome roadblocks
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Improving Member Development
n Leadership training programs n ASCEND n Breaking the Bamboo Ceiling
n Invite senior leadership to discuss the training programs with members.
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Results
n ERG membership at all ;me high(#20%)
n Increase in membership engagement n Company recognizing business value of ERG