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EMERGING IDEAS AND

TECHNOLOGIES DATA BLITZ: ADVANCING INCLUSIVE LEADERSHIP & IMPACT

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Advancing Inclusive Leadership & Impact

Moderator: Lily Tang, PhD, MBA

President & Co-founder, The Everest Project

Principal Author:

Eve of Change Women Redefining Corporate America

Eve re stPROJECTT

HE

www.everestproject.org

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Quest for emerging ideas and

data …

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Know a little …

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Know a bit more …

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Deciding what matters …

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Deepening that understanding

…

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Paying attention to the data …

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Focusing on the boundaries …

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Put a dent in the boundary …

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Thousands of dents expanding

knowledge in all directions …

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Featuring out-of-the-box

thinkers

Leaders showcasing

innovative ideas, technology,

tools, and

New benefits that are making

waves and shifting cultures

EMERGING

IDEAS AND

TECHNOLOGIES

DATA BLITZ

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The Flexibility of Measuring Flexibility:

Impact on Work Experience & Retention

Christine Alex, PhD.

People Analyst and

Research Consultant

Americas Talent Team and

Organizational Development

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Fresh Tools and Strategies for Innovating

D&I Efforts Through Data

Lynne Walker, Executive Vice President

Director of Affinity Strategy

First Horizon National Corporation

The flexibility of measuring flexibility

Impact on work experience and retention

Christine Alex, PhD

People analyst and research consultant, EY

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By the end of this session, you will learn more about:

► Operationalizing flexibility behaviors and climate

► Assessing perceptions of flexibility across local contexts

► Tying flexibility to measurable business outcomes

► Translating findings into key messages that are actionable

October 2016 The flexibility of measuring flexibility

Why invest in measurements?


Why invest in measuring flexibility? Recruit, engage, retain the best talent

► Recruit — According to EY’s 2015 “Generation Go” research,

two-thirds of millennials want the ability to work flexibly and still be

on track for promotion.

► Engage — At EY, a work environment where:

► People feel free to be themselves is a key driver of

engagement.

► Having flexibility to achieve both personal and professional

goals creates a culture where people can be their authentic

selves.

► Retain — Flexibility is a top driver of retention at EY.


Engage

Retain

Recruit

* Generation Go research

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DRIVING DIVERSITY OUTCOMESThe Real Story: Data + Insights = Impact

First Horizon Corporation

Work Life Congress

October, 2016

FIRST HORIZON AT A GLANCE

PRESIDENT & CEO D. Bryan Jordan

HEADQUARTERS Memphis, Tennessee

HISTORY First Tennessee Bank founded in 1864

TOTAL ASSETS $28 LOANS $19

MARKET CAPITALIZATION $3

CAPITAL RATIO 10. 07% (Tier 1) EMPLOYEES 4, 228 27

First Horizon National Corporation, NYSE: FHN, is one of the 50 largest publicly traded U.S. banks in terms of asset size.

https://www.firsttennessee.com/Corporate/Resources/Company-Info/

As of 2Q16

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DRIVING DIVERSITY OUTCOMES

The Real Story - Part 1: Why Data + Insights?

D & I STRATEGY STATEMENT

To create a corporate culture that promotes, maintains and sustains a diverse and inclusive work environment where every employee is valued, respected, empowered and enabled to use their skills and abilities for the betterment of our employees, our company, our customers and our communities.

HOW WE EXECUTE: DIVERSITY + AFFINITY = INCLUSIONFinding affinities across diverse groups to build trusted and inclusive relationships in our workplace and marketplace

WORKFORCE: Commitment to

continuous improvement in creating and sustaining a diverse and inclusive workforce.

WORKPLACE: The success of

diversity and inclusion hinges on the way it is embedded into the fabric of our culture.

MARKETPLACE: Growth of our

business in the multicultural marketplace through our dedication to our customers, partners and the communities we

serve.

© 2014 CEB. All

rights reserved.

CLC8630314SYN

FOR MOST, DATA IS NOT LEADING TO INSIGHTS OR IMPACT

Most organizations are not yet realizing value from their

analytics investments.

Few business leaders

have the data and

analytics support they

need from HR.

Lots of Data, Minimal Insight

“There’s a lot of data out there, but not a lot of information.”VP, HR Mining Company

Few HR Leaders Believe They Are Getting Significant Returns on Analytics Investments

Percentage of Senior HR

Leaders

8%

Agree

Source: CEB 2013

Analytics Survey.

n = 108.

HR Analytics Has Led Me to Change a Business Decision in the Past Year

Percentage of Senior Business

Leaders

15%

Agree

Source: CEB 2013

Business Barometer.

n = 1,590.

© 2014 CEB. All rights reserved. CLC8630314SYN

POOR UNDERSTANDING OF

THE BUSINESS

Less than 20% of business leaders believe that HR staff understand the business, a view shared by Heads of HR.

19% Agree

24%

Agree

Staff Who Conduct Talent Analytics Understand My Business

Percentage of Business

Leaders

Staff who Conduct Talent Analytics Understand the Operations of the Business

Percentage of Senior HR

Leaders

Source: CEB 2013 Global Labor Market Survey. Source: CEB 2013 HR Survey.

n = 9,528. n = 108.

Where to begin?


Steps to demonstrating the impact of flexibility and inclusiveness

Define flexible behaviors

Measure flexibility in its local context

Assess the impact of flexibility in a global organization


… on perceptions of the work experience and on retention

What is flexibility?

► Some synonyms for flexibility are listed

below.

► elasticity

► adaptability

► resilience

► pliability

► adjustability

► malleability

► All employees need flexibility to accomplish

their personal and professional goals.

► “One size fits all” doesn’t exist here.


Flexibility means

different things

for different

organizations

and their people

Getting more specificKey behaviors for achieving flexibility

► Focus on outputs

► Set boundaries and clear

expectations

► Communicate effectively

► Embrace different ways of

working

► Work intelligently

► Trust your team


Tips for identifying indicators of flexibility

► Work with data you already have

► Only pursue additional data elements that are critical and tied to specific

hypotheses

► Verify your data can be measured and translated (somewhat) consistently

across your organization

► ALWAYS secure leadership support for sharing and acting on the results


Aligning flexible working behaviors to survey items and intended business outcomes


Focus on outputs

The people on my team(s) consistently

deliver on their commitments to our internal and external

clients.

Team members are quick to

acknowledge the contribution and achievements of

others.

Set boundaries and clear

expectations

My manager(s) enables flexibility in

when and where people work.

My manager(s) genuinely cares about my well-

being.

Communicate effectively

When conflict occurs, the team(s) I am part of actively works to resolve it.

My manager(s) provides me with timely feedback.

Embrace different ways

of workingI have access to the

tools (e.g., materials,

equipment, technology) I need

to do my job effectively.

I am encouraged to come up with new and better ways of

doing things.

Work intelligently

The team(s) I am part of actively

seeks out ways to work together more

effectively.

The people in my team(s) adapt their own style to work

effectively with others.

Trust your team

I trust the people on my team.

I trust the partners or other leaders I

work with.

I feel my contributions are valued

I have the flexibility I need to achieve my

personal and professional goals.

At EY there is open, honest two-way communication.

My work gives me a sense of personal accomplishment.

I feel I am part of a team.

EY provides a work environment where I feel free to be myself.

Engagement

Retention

Direct measures of flexibility around the globe

5-point agreement scale

► I have the flexibility I need to achieve my personal and professional goals.

► My manager(s) enables flexibility in when and where people work.

Demographic frequency scale

► Informal flexibility:


Asia-Pac

ASEAN, Greater

China, Korea

Do you use any form of informal flexible working, such as regularly

working from home, flexibility in your start and finish time other than a

formal flexible working arrangement?

• Yes — regularly (e.g., daily/weekly)

• Yes — sometimes (e.g., monthly)

• No

• Prefer not to answer

Asia-Pac

Oceania

Other than formal flexible working do you use informal flexibility to

manage your working day, such as regularly working from home or

flexibility in your start and finish time?EMEIA

Americas Do you use informal flexibility to manage your working day, such as

working from another office, your home or alternative location and/or

flexibility in your start and finish time?

Deeper dive of informal flexibility usage in its local context


I use informal flexibility …

I have the flexibility I need to achieve my personal and professional goals.

,

,

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The Real Story – Part 2: How?

TEAM DIVERSITY SUMMARYSAMPLE LEADER Of total staff at level 4 or above, 35% are White Male, all of which are level 2

TEAM DIVERSITY SUMMARYSAMPLE LEADERGenerational mix remains steady with slight increase in Boomers

STAFF DIVERSITY VS TOTAL COMPANY

TOTAL COMPANYSAMPLE LEADER

TOTAL COMPANYSAMPLE LEADER

STAFF DIVERSITY BY GENERATION

POSITION CATEGORY STAFF DIVERSITY WITHINCLUSION GOALS NOTED SAMPLE LEADER

SALARY LEVEL/GRADE STAFF DIVERSITYSAMPLE LEADER

Sample Leader

HIRING TRENDS*

* Note: Map includes both active and terminated employees

ALL BUSINESSES

Sample Leader:Staff

All Businesses:Market

The data sources for the All Businesses chart combines market data from FTB business customer records and DNB (D&B) defined MWBEs with revenue of $1 million and above. DNB (D&B) identifies MWBEs from multiple data sources including but not limited to Secretary of States’ offices, interviews, internal data checks, and internet research.

ALL CONSUMERS

Sample Leader:Staff

All Consumers:Market

TRACKING TALENT MOVEMENT ALLOWS FOR BETTER UNDERSTANDING OF OPPORTUNITIES

Of total hires in level 2, half are from female and all other male populations

Of total hires in level 4, 57% are from female and all other male populations

Of total promotions, 78% are from female and all other male populations

OVERALL DISTRIBUTION OF WORKFORCE STEADY

Slight increase in white male population while population in all other categories decrease

MAP ALSO DEPICTS REPRESENTATION CHALLENGE ACROSS LEVELS

Still challenged with diversity in top 4 levels.

Representation goals evident for all women and people of color.

TALENT MOVEMENT AS OF Q2

Promotion challenges at the highest levels of the organizations for both underrepresented women and men.

Initial gains into Levels 1-4 for underrepresented women & men.

TRENDS FOR WHITE WOMEN STRONG DUE TO FOCUS ON DIVERSITY

White women represent 39% of population received 52% of all promotions and 47% of promotions in Levels 1-4

Create Awareness

Broaden Awareness

Assess TalentCreate

StrategiesDevelop Talent

RealityAwareness

Set clear accountability goals for success Track, report, & measure progress towards goals

Review staffing maps

in collaboration with

Recruiting, HR, &

Affinity Banking to

set priorities

Determine diverse

sourcing options for talent

Establish local &

corporate relationships/

programs to acquire

new talent

Receive color coded

staffing maps to

see team diversity by

different

categories and

levels

Discuss & review staffing maps with

direct reports & Director of Affinity Banking to ensure understanding

Engage & find affinities

Create career plans & goals

Determine the size

& strength of

diversity talent

pipeline and

determine gaps

Discuss gap

development &

career

opportunities with

HR partners and

Affinity banking

Develop team diversity

improvement strategies

Leaders & EmployeesLeaders

From awareness to reality – our leaders own the diversity & inclusion strategy and model the way through their words and actions

To ensure success: Hold leaders & employees accountable and adjust strategies as needed

EMC & Market Presidents

Finally… impact!


Assessing the impact of perceived flexibility


At EY, our flexible and inclusive culture is

linked to retention.

Top drivers aside from engagement include:

► I have the flexibility I need to achieve my

personal and professional goals.

► My manager(s) enables flexibility in when

and where people work.

► EY provides a work environment where I

feel free to be myself.

EY global flexibility slip sheet


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The Real Story – Part 3: Impact

AFFINITY STRATEGY PROJECT PLAN ADVANCES

• Diversity Staffing Maps

• Use – President of the bank models the way and leverages maps with direct reports to drive focus and accountability on D&I outcomes

• Action - 10 strategic positions approved to fast track high potential diverse candidates into customer facing roles

• Diversity Recruiting Plan – Some leaders reaching beyond traditional circles to fill line related positions. However, more progress needed

AFFINITY STRATEGY PROJECT PLAN ADVANCES

• Customer Diversity

• Courageous conversations with customers begin with African-American Roundtable. Other affinity roundtables in planning process

• Women and Wealth strategy - execution in 2017

• Vendor Diversity – Leveraging data leads to continuous process improvement to move spend needle. Diversity spend has more than doubled from Q1 ‘15 to Q2 ’16.

0 2 4 6 8 10

Unknown

Low

Mid

Highest

Vendor Diversity Industry Survey Results 11 participants, $25B average assets

0 2 4 6 8

LGBT

HUB Zone

Small Business

Veterans

Diverse Groups Included

0 1 2 3

3rd party certification required

for all

Self certification accepted for

all

Self certification accepted for

some

0 1 2 3 4 5

Mainframe Software

Bloomberg Terminaals

ATMs

Charities

Rent

Employee Reimbursements

Utilities

Bloomberg Terminals

Blue Represents FTB’s Responses

Diverse Groups Included Diverse Spend as a % of Total Spend

Certification Requirements Categories Excluded from Total Spend

HOW WE WIN: MAKING THE BUSINESS CASE

DIVERSITY IN LEADERSHIP STRENGTHENS TEAM PERFORMANCEA Regional President Diversifies Her Leadership Team:

• White female regional president improves financial performance by building leadership diversity which is now 44% WF, 33% WM and 22% AOF . Results for 2016 include:

• African-American female private client market leader outperforms all other peers in loans (3X), deposits (2X) and new-to-bank relationships (2X)

• African-American female community market leader closes one of business banking’s largest new-to-bank relationships this year with annual revenues of $160K within months of joining bank


DIVERSITY IN LEADERSHIP STRENGTHENS TEAM PERFORMANCE

A Regional President Diversifies Her Leadership Team (cont’d):

• White male healthcare team lead having best year ever

• White male specialty team lead closes business with annual revenue run rate of $2.4 MM within 90 days of arrival

• White female commercial banking team lead on track to have largest production year on record in the regional market


TALENT ACQUISITION INTERSECTS WITH CUSTOMER REVENUE

A Regional President Finds Affinity With Diverse Customer

• White male regional president connects with Chancellor at HBCU to hire diverse talent AND close bond deal generating ~ $64K in revenue

• Over past year, 4 new African-American hires help diversify commercial and business teams

• White female market president and African-American senior commercial banker close loan for African-American museum. Same pair on verge of winning HBCU relationship in their market which will generate up to $450K when fully funded


PROACTIVE ENGAGEMENT LEADS TO EXPANDED MARKETS

African-American Roundtable discussion leads to business:

• African-American male business banker gives outstanding service, leading to a new relationship that includes $660K in loans and $200K in deposits

• Additional full relationship referral in process of closing

HOW WE WIN: AFFINITY BECOMES CONTAGIOUS

LEADERS ARE STEPPING UP• Bank president models the way with one-on-one quarterly meetings to review staffing

maps---other leaders follow

• Regional president and retail sales manager create a “Next-Leader” program for high potential diverse talent

• Head of retail and private client/wealth reaches across markets to mentor diverse employees

• EVP of loan support services launches a leadership program to develop high potential diverse employees for future positions in her department or other areas of the bank

• Financial center manager holds courageous conversations in staff meeting so employees learn more about the challenges and joys of being on a diverse team

#WMWorkLifeAudience QQQs and Open Discussion

emerging ideas and - working mother · vp, hr mining company few hr leaders believe they are...

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