women in leadership working group...today is our second ‘take action’ session of the working...
TRANSCRIPT
WOMEN IN LEADERSHIP WORKING GROUP
Session 5: Programs that drive development and growth across genders & promote women into leadership
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Today is our second ‘Take Action’ session of the Working Group, which supports you to tackle key challenges to WIL
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WIL Working Group Learning Journey
Session Month1 Making the Business Case: Increasing Women in Leadership Apr
2 Assessing Your Organization May
3 Engaging in Building Gender Balance Jun
4 Take Action: Enabling Women’s Career Ambitions Jul
5 Take Action: Programs that drive development and growth across genders & promote women into leadership Aug
6 Take Action: Responding to Women’s Career and Financial Needs Sept
7 Measuring Progress Oct
8 Revisiting the Business Case Nov
9 Best Practices & What’s Next Dec
When Women Thrive Survey
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Access Bank (Nigeria) Central Bank of Egypt (Egypt) Banco BHD Leon (Dominican Republic) Ficohsa (Honduras)Banco Estado (Chile) FMO (Netherlands)Banco Galicia (Argentina) HBL (Pakistan)Banco G&T Continental (Guatemala) KCB Bank (Kenya) BNCR (Costa Rica) Mastercard (Global)Banco Regional (Paraguay) NMB (Tanzania) Bank al Etihad (Jordan) RAWBANK (Democratic Republic of Congo)Bank of Palestine (Palestine) Royal Bank of Scotland (UK)Bank of Zambia (Zambia) Stanbic Bank (Zambia)Banque Misr (Egypt) TEB (Turkey) Banistmo (Panama) QNB Al Ahli Bank (Egypt)BLC Bank (Lebanon) Vietnam Prosperity Bank (Vietnam)BRAC (Banglaesh) Zanaco (Zambia) Centenary Bank (Uganda)
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Working Group Members
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Welcome and Introduction
Programs that drive growth and development across both genders
Wrap-Up
Today’s Agenda
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Programs that drive development and growth across genders & promote women into leadership- Jill Zimmerman
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Jill Zimmerman
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Mother of 3 adult sons
(all have beards) + 1
daughter-in-law!
Whitewith
European + Russian Heritage
CareerDriver:
Intellectual/ & Physical Challenge
English & Spanish
Extroverted Thinker /
Yellow & Red on Insights
LOVE MOUNTAINS!
HIKING!
Masters w/ Doctoral I/O Psychology
Female
LGBT Ally & Minister
Aging eyes (need
glasses to read/ hate
small print)!
Boomer that thinks
she is a Millennial
Financial Services & Consulting
Chicago, USA HR
Jill Zimmerman• Partner, Global Chief Talent &
Inclusion• Years with Mercer: 6• Years in my Profession: 30+
Photo
• Industrial/Organizational Psychologist
• 30+ years• Organization: Consulting
& Financial Services - Mercer - Discover Financial
Services - Hewitt Associates- Bank of Montreal
(BM)• Specializing in Talent
Strategy and Change Management
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WOMEN WILL ACT ONLY WHEN THEY HAVE A
HIGHER CERTAINTY OF SUCCESS...
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20%
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20%
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80%
20%
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80%
20%
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80%
20%
12 12© MERER 2016
WOMEN WILL ACT ONLY WHEN THEY HAVE A HIGHER CERTAINTY OF SUCCESS COMPARED TO THEIR MALE
COUNTERPARTS
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How can we develop programs that drive changeas well as development and growth across both genders?
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Programs that drive change
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• Data & Analytics • Address
Unconscious Bias • Make Talent
Assessment more Objective
• Self-Advocacy • Mentoring• Flexible Working
ORGANIZATIONAL INDIVIDUAL
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Create a diverse workforce with an inclusive culture to drive stronger business outcomes
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Focused and deliberate
change management
T H E R I G H T T H I N G T O D O A B U S I N E S S I M P E R A T I V E
Family status
Gender
Socio-economic
status
Veteran status
Thinking styles
Language
RaceEthnicity
Office locations, LOB/
geography
LGBTQIA+
Disability
Age/ generations/
life stages
Background experience,
industry
Inclusive Workforce
D i v e r s e W o r k f o r c e :
G E N D E R
R A C E
D I S A B I L I T Y
A G E
L G B T Q I A +
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ALIGN
Mercer’s business imperative: reflect our customer base
DIAGNOSE
Our data driven approach defined our strategy
ENGAGE
TAKE ACTIONMen and women at all levels were engaged
MEASURE & REFINE
Immediate and 5-year measures of success identified
Ensured biases are removed from processes
We apply the same consulting methodology internally as we do with clients
Mercer’s case study – how we walk the talk
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Organizational • Data Analytics• Unconscious Bias• Talent Assessment
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“Organizational” solutions for building an inclusive workforce – MUST DO activities
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Data Analytics
Unconscious Bias
Talent Assessment
Move from I think to I know. Used to discover useful information and insights, suggest conclusions, and supports decision-making
Define and explain how unconscious biases are formed and show up, creating micro inequities in how we treat
others. Learn and practice what to do when you recognize unconscious bias in yourself and others
The science of measuring people in order to predict their ability to drive business results. It represents the intersection of people and metrics
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SELF-ADVOCACY IS THE ACTION OF
REPRESENTING ONESELF OR ONE’S VIEWS OR
INTERESTS”
“ T h e m o s t e f f e c t i v e t a l e n t
s t r a t e g i e s a r e t h o s e c o m i n g o u t o f a
r i g o r o u s a n a l y t i c s o f h u m a n c a p i t a l
i s s u e s a n d t h e i r c a u s e s ”S O U R C E : M e r c e r , 2 0 1 5 “ W o r k f o r c e A n a l y t i c s .
M o v i n g F r o m I T h i n k T o I K n o w ”
Data analytics examples:
• Internal Labor Market Map
• Pay Equity Analysis
• Benchmarking
• Employee Surveys
Moving from I think to I know - Data Analytics
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Financial Services: Internal Labor Market Map Recap
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LOWER promotion rates
Hiring females at LOWER rates here
Women leaving at HIGHER rates than men
Source: Mercer, When Women Thrive Research
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Focus groups amplified approach to increase gender diversity
Our Internal Labor Market (ILM) analysis identified data insights that impact gender diversity at Mercer.
In focus groups across the world we asked colleagues for their thoughts on:
• The root causes of these insights • How to resolve them
Improving gender diversity will enhance:
• The colleague experience • The quality of our service to clients• Our win rate (13X higher)
Different Composition of the GroupsResulted in Different Outcomes
G+
F
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We asked colleagues questions based on ILM data insights
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D ATA I N S I G H T S Q U E S T I O N S : W H Y & W H AT T O D O
• Women tend to have higher performance ratings, yet get promoted less often
• Self-advocacy• Mentoring • Unconscious bias
• Over the past three years, men had overall more favorable engagement scores• Work load – balance • Work distributed fairly• Safe to speak up
• Self- advocacy • Flexibility
• Client-facing roles are more strongly linked to advancement, yet there are fewer women in these roles
• Self-advocacy• Flexibility • Unconscious bias
• People manager roles are more strongly linked to advancement, yet there are fewer women in these roles
• Self- advocacy• Mentoring • Flexibility • Unconscious bias
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People managers play a critical role in developing and advancing all our talent
People Manager Effectiveness &
Unconscious Bias
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Women tend not to self-advocate, speak up or self-promote
Self-Advocacy
2Mentoring
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Difficulty achieving and sustaining work/life balance
Workplace Flexibility
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Participants identified five barriers to gender diversity and ideas on addressing them, which will supplement current actions
5Engaging Men
Involving men in D&I activities is critical to success of gender diversity strategy
Mentorship accelerates development and retention
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QUESTIONHow openly do you share your
controversial diversity data?
???
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SELF-ADVOCACY IS THE ACTION OF REPRESENTING ONESELF OR ONE’S VIEWS OR INTERESTS”“Unconscious bias is the ingrained habits of thought and assumptions, that, when left unchecked, may lead to errors in how we perceive, remember, behave towards and make decisions about other people.“
GENDER
select women for their accomplishments and men for their potential
SEXUAL ORIENTATION
gay or transgender employees that cannot be themselves at work may contribute less
RACE AND ETHNICITY
assume people of certain races, cultures or ethnicities are either more or less qualified for a role
AGEassume that older people are less tech savvy
PREGNANCYassume that women who want to have children are not committed to their careers
DISABILITY
assume someone with a physical disability is less able in other ways.
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Learning To Be More InclusiveExample: Mercer’s Progressive Curriculum
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Online course (20 minutes)
Online course (20 minutes)
Virtual workshop (3 hrs., over 2 days)
Our voices: Making a differences through D&I
Introduction to managing unconscious bias
Managing for inclusion: helping your team thrive
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QUESTIONDoes your company have
Uncoscious Bias training for managers? What is your
experience????
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SELF-ADVOCACY IS THE ACTION OF REPRESENTING ONESELF OR ONE’S VIEWS OR INTERESTS”
“ The science of measuring people in order to predict their ability to drive business results. It represents the intersection of people and metrics.”S O U R C E : D r . C h a r l e s H a n d l e r , W h a t D o e s Y o u r C E O K n o w A b o u t T a l e n t A s s e s s m e n t ? , 2 0 1 4
Talent assessments are used for managing:
• Hiring the right person for the right job
• Evaluating candidates for a promotion
• Managing and developing your team members
• and ultimately understanding the people who make up your workforce
To uncover different aspects of a person’s makeup - Talent Assessment
https://www.predictiveindex.com/blog/what-are-talent-assessments/
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Talent Assessment: Objective Criteria
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P S Y C H O M E T R I C A S S E S S M E N T • Extraversion – energetic, assertive,
sociable
• Conscientiousness – organized, dependable, self-disciplined
• Agreeableness – compassionate, cooperative, helpful
• Openness to Experience –Intellectually curious, creative and insightful
• Emotional Stability – calm, even-tempered, less likely to feel tense
• Proactivity – anticipatory, change-oriented, self-initiating anticipatory, change-oriented, self-initiating
• Learning Orientation – develop self by acquiring new skills, mastering new situations and improving competence
• Derailers – Individualistic, Bold, Rigid, Oversensitive, Unpredictable, Hesitant, Meticulous, Intense
C R I T I C A L E X P E R I C E S
Business Management • P&L• Business Operations • Revenue Growth• Long-range strategic vision• Commercialization of Products,
Services, Solutions• Inorganic Growth - M&A Strategy &
Execution• Business Transformation and
Optimization• Digital Products & Solutions • Thought Leadership (External Brand)• Cross-LOB Solutions/ Multiple Client
Segments
People Leadership: • Leading through Others (Managing
Managers)• Acquire, Develop, Manage and Retain
High performing Talent • Presence with Executive Level (internal
& external• Cross-cultural/Geography
C O M P E T E N C I E S
• Client Service
• Results Focus
• Change Agility
• Critical Thinking
• Innovation
• Learning Orientation
• Communication & Influence
• Collaboration
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DERAILERS RATINGOver-sensitive 10
Intense 9Unpredictable 9
Boldness 8
Note: Derailers with a rating of 8 or above were included
MANAGER OVERVIEW
XXX is a very well rounded and experienced leader –he brings his long standing experience of finance and operations, with more recent experience as CEO and the market together, well. Is strong people leader and has a highly disciplined and rigorous approach to everything he does. Recently demonstrated skill growth on the change.
CompetenciesRatings Key Developing Proficient Advanced
MAP TRAITSSUB-SCALE RATINGS
HIGHS LOWS
• ProactivityIdentify Opps. Problem
SolvingAct Proactively, Realising Ideas
• Agreeableness Teamwork Listening
• ExtraversionPersuading Assertive
• Learning Orientation
ChallengeCuriosity
Adaptability
• Conscientiousness Planning & OrganizingSelf Discipline
Keeping Promises
• Openness to Experience
Experimenting Generating Ideas
• Emotional Stability
RecoveringOptimistic
Controlling StressComposed
COMPETENCY MANAGER RATING
SELF RATING
• Communication & Influence
• Results Focus
• Critical Thinking
• Collaboration
• Client Service
• Innovation
• Learning Orientation
• Change Agility
MAP ASSESSMENTMANAGER AND SELF-ASSESSMENTS
NAME: XXXXX TITLE: XXXXXMANAGER: XXXXXX
SUCCESSOR FOR: XXXXXX
Critical Experiences Mgr Rating Self Rating
Bus
ines
s M
anag
emen
t • P&L• Business Operations• Revenue Growth• Long-range Strategic Vision• Commercialization of Products, Solutions, & Services• Inorganic Growth - M&A Strategy & Execution• Business Transformation & Optimization• Digital Products & Solutions• Thought Leadership/External Brand• Cross-LOB Solutions/Multiple Client Segments
Peop
le
Lead
ersh
ip • Leading Through Others (Managing Managers)• Acquire, Develop, Manage and Retain High Performing
Talent• Presence with Executive Level (Internal & External)• Cross-cultural/Geography
Talent Assessment
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QUESTIONHow do you assess your talent?
???
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Personal • Self-Advocacy • Mentoring• Flexible Working
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“Personal” solutions for building an inclusive workforce – MUST DO activities
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Self-Advocacy
Mentoring
Flexible Working
Learn how advocating for oneself can be beneficial to your career
Learn how to support your direct reports and cultivate an environment where it is comfortable to advocate for oneself during important times in colleagues’ careers
Boost productivity and increase colleague engagementby embracing a flexible working approach
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SELF-ADVOCACY IS THE ACTION OF REPRESENTING ONESELF OR ONE’S VIEWS OR INTERESTS”“ S E L F - A D V O C A C Y I S T H E A C T I O N O F R E P R E S E N T I N G O N E S E L F O R O N E ’ S V I E W S O R I N T E R E S T S ”S O U R C E : G O O G L E D I C T I O N A R Y
Self-advocacy examples:• Asking for flexible work arrangement• Making sure your ideas are heard by leaders• Asking for a new role or increased job responsibilities• Asking for what you need to ensure your work environment is productive and supportive.
You can advocate in big and small ways every day.
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Advocating for yourself & others
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• Introductions• Context• Panel event• Breakouts (PM & IC)• Wrap Up
LAUNCH CONTENT• Developed materials,
flexible design • Held 3T (BRG & MS Site)• Delivered toolkit:- Facilitator & Participant
materials - Scenario & tips sheets - Virtual festival
recording- TedEx video & articles
AGENDA• 100 participants• IC/PMs (new faces!)• Diverse panel• Cross-BRG sponsored,
Market/business ledHearing their stories and how they overcame barriers helped me to think differently about how to ask (Colleague)
Gave first-hand insight into why it can be difficult to speak up, and as a PM open and ongoing discussions can help with this.(People Manager)
FEATURED SESSION (CHICAGO)
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QUESTIONAre there differences in how
men and women self-advocate? ???
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M E N T O R I N G I S D E F I N E DM E N T O R I N G I S D E F I N E D a s a 1 : 1 r e l a t i o n s h i p w h e r e a n e x p e r i e n c e d p e r s o n g u i d e s a l e s s e x p e r i e n c e d p e r s o n i n a b r o a d r a n g e o f t o p i c s o v e r a l o n g e r t i m e f r a m e .S O U R C E : G O O G L E D I C T I O N A R Y
A mentor is typically an experienced advisor. Mentors invest time and commitment outside of day-to-day supervision assisting the mentee with their professional development.A mentee is a person who gains new skills and competencies through mentoring from an experienced source.
“We make a living by what we get, we make a life by what we give.”Winston Churchill
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Types of mentoring
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• Initiated by company
• Features specific guidelines and structure to relationship
• Formal matching/pairing
• Lasts finite period of time
• Often only focused on organizational objectives
• Initiated by either mentee or mentor
• Focused on mentee’s goals
• No designated required length
• Emotional and personal commitments
FORMAL INFORMAL
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What is mentoring, coaching & sponsorship?
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Coaching
“Talking to you.”
• Instructional• Developmental
focuses on technical and/or soft skills• Goal focused
Sponsorship
“Talking about you.”
• Sponsor is typically an individual with strong organizational influence• Assists in gaining
visibility for assignments, promotions, or positions
Mentoring
“Talking with you.”
• 1:1 relationship between individuals• Focused on
development • Aids in navigating
careers• Mutually beneficial
relationship to share knowledge / experience
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QUESTIONHow are you encouraging both
formal and informal mentorship?
???
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M E N T O R I N G I S D E F I N E D
Flexibility in the workplace allows the company and employees to make arrangements about working conditions to suit their needs. These conditions should be mutually beneficial:• Helping employees personalize how they work
• Helping the employer improve the productivity and efficiency of the business
The future of work is flexible. Flexibility at Mercer means we promote a culture of results and performance. At Mercer we make work work. #AllRolesCanFlex
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Flexible work learnings
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Tailored learning options: Designed for specific audiences and their role in this cultural change
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QUESTIONHow flexible is your work
environment?
???
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Welcome and Introduction
Programs that drive growth and development across both genders
Wrap-Up
Today’s Agenda
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We’ll continue on our learning journey…
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WIL Working Group Learning Journey
Session Month1 Making the Business Case: Increasing Women in Leadership Apr
2 Assessing Your Organization May
3 Engaging in Building Gender Balance Jun
4 Take Action: Enabling Women’s Career Ambitions Jul
5Take Action: Programs that drive development and growth across genders & promote women into leadership
Aug
6 Take Action: Responding to Women’s Career and Financial Needs Sept
7 Measuring Progress Oct
8 Revisiting the Business Case Nov
9 Best Practices & What’s Next Dec
When Women Thrive Survey
Our next call will be on September 12Th
7am EDT (New York) 12pm BST (UK) 2pm EAT (Kenya) 6pm GMT+7 (Vietnam)
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The Vault Library and Group Message Boards:
https://financialallianceforwomen.org/vault/
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THANK YOUAll communications and resources will be shared by Hilary.
Please do not hesitate to reach out with any questions, feedback and/or suggestions!