IMPLEMENTING DIVERSITY CONFERENCE RECOMMENDATIONS

November 2009

10 RECOMMENDATIONS SELECTED

1. Inclusion of clear goals in the performance review system for managers to successfully implement the new IDB Policy on Gender Equality in Development. Good performance based on a set of established criteria will be rewarded through higher ratings in their annual appraisals, which in time impacts the salary review cycle

2. A pilot program to differentiate pricing on its loans based on the “scores” companies

have on development/social scorecard

3. Country Offices corporate procurement to ensure a diverse supply chain

4. Inclusion of diversity and inclusion goals as an objective in every IDB’s supervisor annual work program

5. Training of supervisory staff to foster a change in culture, emphasizing a more decentralized organization with greater reliance on the latest generation of IT tools

6. Promotion of telecommuting

and other flexible work

arrangements as a standard option

7. Enhancement of the current leadership development offerings with more frequent “shadowing of senior managers” and organize a Bank-wide mentoring program

8. Provision of 12-month developmental assignments for women at junior levels, including “job swaps” between HQ and Country Offices

9. Enhancement of the current paternity leave policy

10. Ensuring that capacities and needs of persons with disabilities are integrated into all IDB operations (proposal from Facebook discussion)

RECOMMENDATION 1

• Awareness and communications activities to make managers aware of this initiative and help them identify appropriate measures to promote gender equality

• Individual incentives to promote the inclusion of gender equality in operations in annual performance reviews

• Monitoring activities to evaluate managerial performance and measure the impact of these incentives at the corporate level

RECOMMENDATION 1 BUDGET

Much of the budget for this proposal is already covered by the budget for the implementation of the Gender Policy. Additional resources needed:

$10,000 - Promote awareness of

the inclusion of the promotion

of gender equality in operations in

the performance management system

$5,000 - Awards and recognition events

$250,000 over a five-year period

External, local/regional training

on gender equality, to be available for the Rep, COO, and selected sector specialists from each COF, a tentative total of 250 training participants at approx. $1,000/participant

RECOMMENDATION 2

The Multilateral Investment Fund (MIF) identified a broader approach undertaken by Oikocredit with its microfinance clients. Oikocredit measures counterparts’ financial sustainability and four social impact dimensions: (1) focus on the poor and excluded; (2) product adaptation for the target market; (3) improved social and economic benefits for clients and their families; and (4) counterparts own corporate social responsibility (CSR) undertakings. IDB is exploring the possibility of implementing a similar, broader approach through the Structured and Corporate Finance Department’s Beyond Banking initiative and the MIF.

RECOMMENDATION 3• AC/PRC reached out to National

Minority Supplier Development Council (NMSDC) and WeConnect International for help in locating certified businesses owned by traditionally excluded groups in Latin America and the Caribbean (LAC)

• ACP/PRC agreed with HRD’s Diversity Advisor on useful definitions of diversity as it applies to procurement

• COF procurement personnel will be made aware of these categories in conducting their procurement activities.

• ACP/PRC provides training on its policy and procedures to all staff responsible for corporate procurement activities in the COFs.

• Training will include the

need to source for businesses owned owned by women or other traditionally excluded groups.

• Content will be added to Invitation for Bid and Request for Proposals templates and public advertising to improve access for businesses operated by women or other traditionally excluded groups and to encourage them to participate in the procurement process.

RECOMMENDATION 3 Cont’d

• ACP/PRC has begun to solicit information from all Country Offices on current services contracts issued to companies owned by women and other traditionally excluded groups, to the extent the COF is aware of vendor status, and will continue to build a database of same for reference and future reporting.

• In accordance with Diversity Conference recommendation #4 : “Include diversity and inclusion goals as an objective in every IDB’s supervisor annual work program.”Where relevant, diversifying the supply chain will become part of the work plan.

RECOMMENDATION 4

• Incorporate diversity and inclusion (D&I) targets and behaviors in the employee performance management process:

• Executives will include measurable targets in their work programs to attain the GCI Gender Equality goals for women in leadership positions (Q1/2011)

• D&I will be included as a leadership competency in every Managerial and Executive position (Q1/2011)

RECOMMENDATION 4 Cont’d

Measure employee perception of D&I effectiveness at the IDB:

• In addition to the individual incentive for meeting D&I goals, the IDB will measure staff’s perception of the effectiveness of D&I objectives via the annual Staff Engagement Survey and 360-type instrument as one of the leadership competencies (Q4/2010).

• An additional action is to include a question related to D&I in the exit interview questionnaire.

• Over time, the consistent measurement of such qualitative data can help identify trends and define actions for improvement.

RECOMMENDATION 4 Cont’d

• Alignment of D&I and Gender Equality objectives in the Balance Scorecard:

• Incorporate overall performance measures for all of D&I and Gender Equality objectives into IDB’s Balance Scorecard such as meeting recruitment, voluntary turnover, promotion and career development targets for D&I target audiences. (Q1/2011)

• Establish an IDB Diversity Council for D&I management (Q3/2011): comprised of leaders from every VP and experts from the Gender and Diversity Unit (GDI) and HRD with the following responsibilities:

• Review goal attainment via

the different measurement mechanisms (performance management, balance scorecard and employee engagement survey)

• Prepare recommendations for improvement to be incorporated in the business plans of each vice-presidency.

• Champion diversity practices at the IDB and incorporate the principles of diversity management into every aspect of human resources and operations management.

RECOMMENDATION 4 BUDGET

$10,000 per year to fund the

Awards and Recognition events

IDB President Moreno and Mayor of DC, Adrian Fenty, at IDB Diversity ConferenceNov 2009

RECOMMENDATION 5

• An organization’s leadership sets the tone and carries the responsibility for achieving the results set out in a D&I program.

• D&I management skills will be developed via communications and awareness sessions, coupled with diversity coaching for specific business leaders in charge of implementing the D&I goals.

• The first activities will sensitize top echelons to key D&I issues and how they as executives can engage all supervisors and employees in reaching common D&I goals

• Diversity coaching has been used successfully in other organizations as a means to transform commonly held beliefs about diversity, gender and inclusion. Diversity Coaching would be offered in the context of IDB’s Leadership Development Program.

RECOMMENDATION 5 Cont’d

Awareness , Training, Communications

a) 2010: Focus on defining D&I for the IDB and launching an awareness campaign for leaders and staff at large. The plan includes:

b) Define what D&I means for the IDB and incorporate statements into the values of the Bank (Q32010)

c) Conduct awareness workshops for executives and supervisors to develop the understanding of D&I concepts and goals, in particular gender equality objectives of the GCI-9 and IDBs policies. The workshops will include the internalization of D&I objectives into people management practices. (Q42010)

d) Conduct D&I awareness campaign for IDB staff and educate them on the IDBs D&I application in everyone’s job. (Q42010)

e) Develop standard communication and learning vehicles for the D&I goals, targets and resources for on-going reference. (Q12011)

f) 2011: Incorporate D&I skills development into the Leadership Development Program as part of the workshop calendar. Recommend having a set of mandatory workshops for all supervisors and business leaders to be completed before the end of 2013.

RECOMMENDATION 5 Cont’d

DIVERSITY COACHINGDiversity coaching is an awareness-raising process in which leaders grow increasingly aware of their mental models, preconceptions, biases, and assumptions about D&I-related issues. This process occurs through one-on-one consultations with renowned diversity champions primarily from Latin America and the Caribbean.

Coaches will include national or international advocates for gender equality and issues affecting persons of indigenous background and/or Afro-descent, with a disability, with HIV/AIDS or who are members of lesbian, gay, bisexual and transgender communities. After 12 months, leaders and coaches will gather to sum up experiences and knowledge gained, and propose how D&I issues apply to IDB’s business agenda, both in human resources and operations. Discussions during coaching are strictly confidential, but executives may choose to share specific findings and recommendations with colleagues and integrate them into IDB policy and practice.

22 potential diversity coaches are tentatively identified; 8 men, 14 women

RECOMMENDATION 5 BUDGET

AWARENESS, TRAINING, COMMUNICATIONS

• 2010 - $15,000 for a diversity communications consultant to conduct D&I awareness campaign for IDB staff based on the plan and actions described in attached TOR

• 2011 – 2012 (annual requirement) - $60,000 for a diversity consultant to continue the D&I awareness campaign

• 2010 - $50,000 to launch and deliver the D&I awareness training. Experts in such type of learning will be procured for a face-to-face D&I workshop for executives and supervisors

• 2011 – 2015 (annual requirement) - $50,000 to fund the ongoing delivery of D&I training for IDB supervisors and executives

• 2011 - $30,000 to fund D&I awareness modules delivered via eLearning for all IDB personnel

RECOMMENDATION 5 BUDGET Cont’d

DIVERSITY COACHING

• 2010 - $24,000 for two one-on-one diversity coaching sessions with eight staff from PRE, EVP and VP offices. Each diversity coach will be asked to hold other awareness meetings at HQ or Country Offices.

• $32,000 (approx) for travel and per diem for eight diversity coaches x two sessions ($2,000 per trip)

• $15,000 for a consultant for three months to help enlist diversity coaches, support the matching of executives and coaches and administrative tasks

• 2011 – 2015 (annual requirement) -

• Funding for diversity coaching for 28 executives

• $60,000 for a consultant to carry out administrative tasks on a full-time basis; tasks described above

RECOMMENDATION 6

Recommendations from diversity conference roundtable 11 to be reviewed in HRD workshop on flexible work arrangements in Sept 2010.

Workshop goals:

• Learn about best practices from external experts

• Identify successful internal examples

• Develop IDB telework strategy, including communications activities

RECOMMENDATION 6 Cont’d

Home-Based Work Schedule

A staff member may perform an assigned task under a home-based work schedule, when it is determined that such arrangement will contribute substantial benefit to the Bank and facilitate the accomplishment of the assigned task.

The staff member and supervisor establish the specific task or tasks to be accomplished, the start and estimated completion date, and the expected outcome or product.

RECOMMENDATION 7

HRD will identify all top rated women, grades 5 through 1 or R, international

and local, currently in COFs and match them with a mentor. The mentoring

will encourage the building of networks, increase exposure to management ranks and develop skills in: client orientation, organizational savvy, leadership presence, and communication and influencing skills. After one year of mentoring the formal supervisor will be responsible for overseeing the staff member’s ongoing development.

• 2010 – Identify and assign a mentor to top rated women, grades 5 and above, located in the COFs.

• 2011 – Implement a bank-wide mentoring program for women in the target areas of the D&I goals (top rated women, grades 5 and above for management, Representative and executive positions, including VPs).

• 2012 – Implement a mentoring program for women in the support track of the CMF who have the potential to grow their careers within the technical track.

RECOMMENDATION 7 BUDGET

• 2010 -2011 - $15,000 for a mentor-mentee matching tool

• $20,000 eLearning or face-to-face preparation of mentors and mentees

(tentative)

RECOMMENDATION 8

Work Assignment

Temporary assignment of a staff member to a different type of work or post of duty; it may be associated with work performed within or outside the staff’s Organizational Unit. The purpose is to allow staff to contribute their knowledge and skills to other Bank areas and/or to expand their experience and skills.

Work Assignments may be:

1. Short-term, for a period of up to one year or

2. Long-term, for periods greater than one year and less than five years.

Rotation Exercise

• The Bank will conduct periodic Rotation Exercises for staff that may be assigned to any post of duty or office of the Bank. These Exercises are Bank-wide or function-wide, and will not entail a salary increase or a Promotion.

• Organizational Units and HRD may identify staff for rotation based on business needs and time in post of duty. Rotation from Headquarters to a Country Office and between Country Offices will be normally for a period of at least two years and up to five years.

RECOMMENDATION 8 Cont’d

RECOMMENDATION 9

• HRD/COB to propose expansion to existing 90 days parental leave to cover fathers as well, when primary caregivers.

• Suggestion that 50-75% of dept. cost for be covered for parental leave cases. Proposal to enhance current 5 days of paternity leave. When both parents work at IDB: propose that they can share the parental leave. Use gender-neutral language regarding parental leave.

RECOMMENDATION 10

• HRD set up expert group on persons with disabilities in February 2010; meets monthly

• External speaker at March meeting; topic: Talent sourcing and recruitment of persons with disabilities

• EXR is producing short film about expert group members with disabilities

• BBL on accommodation for persons with disabilities held in May 2010

• Consultant produced draft HR policy on persons with disabilities, July 2010

RECOMMENDATION 10 Cont’d

HRD shared six CVs with the Gender and Diversity Section of potential consultants who have demonstrated experience in mainstreaming disability into development operations, and with links to LAC and fluency in Spanish

IDB Young Professional Jane de Souza introduces keynote speaker Victor Pinedaat ORIGIN reception, June 2010

Victor Pineda promotes disability rights at IDB

RECOMMENDATION 10 Cont’d

(1-min film)

STATISTICS JULY 2010

Female, 30, 52%

Male, 28, 48%

First six months 2010 –IDB international hiring

8

5 54

1

7

6

3

8

2

3

6

0

2

4

6

8

10

12

14

16

2010 IDB International Hiring by Month

Male

Female

STATISTICS JULY 2010

1 3

22

4

0 1

27

0

0

10

20

30

40

50

60

Executive Management Technical Support

2010 IDB International Hirings by Position

Male

Female

Female, 42, 81%

Male, 10, 19%

First six months 2010 IDB International

Promotions

Marta Calderon, coordinator of the IDB Professional Women’s Network, cheerswith hands in the air as 10 winning conference recommendations are announced, Nov 2009

ADDITIONAL HRD DIVERSITY & INCLUSION ACTIVITIES (HELD)

• Full-time sourcing activity in LAC addresses diversity

• Regular meetings with US-based diversity sourcing counterparts

• Brown bag lunch on lesbian, gay, bisexual and transgender –friendly policy and practice (July 2010).

• HRD supports an IDB GLOBE club and networking with other international organizations on HR policy development.

• ORIGIN reception at IDB with speaker on disability rights and sign language interpretation (June 2010)At ORIGIN event: IDB Young Professional

Adria Armbrister and Joanna Crane of theEuropean Investment Bank

HRD DIVERSITY & INCLUSION ACTIVITIES(PLANNED)

• Diversity self-identification process for staff soon ready for implementation in HR Self Service

• For all staff: Brown bag lunch discussion with speakers who are experts on race and identity issues

• Diversity and gender equality issues affecting decentralizing to COFs and career paths to be studied

• Speaker from Human Rights Campaign to brief HRD on LGBT issues (Sept 2010)

• Organizing awareness training on HIV/AIDS for all staff - offered by Standard Chartered Bank

Melanne Verveer, U.S. Ambassador-at-Large for Global Women’s Issues, to be invited to IDB event in Nov 2010 where resultsof the 2009 diversity conference will be presented

QUESTIONS?