tma technology hr conference2013v
TRANSCRIPT
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Nereida (Neddy) PerezVice President, Diversity & Inclusion
Ingersoll Rand
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OverviewTrends & Challenges
AheadDiversity BasicsAlignment to Talent
ManagementLeverage Your Senior
LeadersFive Untapped Market
Resources
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Trends & Challenges Demographic Shifts
Smaller populationsShortage of STEM workers
( Intel $350M)The rise of Fivvr and Free
AgentsDon’t count Boomers out
Geopolitical Unrest - Turkey – yesterday - Germany accused of stealing
talentRise of Virtual Workers
Four Hour Work Week – Tim Ferris
Bit Coin Socialized Medicine
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Diversity & Inclusion Basics Purpose
Create inclusive work environment free of bias Value Skills w/o bias (Katie’s
Story)Attract TalentImprove Retention
E&Y Study 3x Salary Mercer – Women Thrive
Sell Product/Services Improve market Connectivity
(WLP Fluid Pump) Drive Innovation
Cuba Action Plan Ameristar Rebrand
Need to build into Business Strategy & Goals
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What are we trying to impact?Leadership Commitment & TrainingIncrease cultural competencies of all employees (i.e. Production Line to ELT)Reinforce Core Values from PDI lens (Courage, Respect, Teamwork, Integrity)Enabling Processes & PoliciesAttract top talent that is more diverseReview and update or modify policies (i.e. Flexible Workplace, Maternity Leave)Review and identify programs that may need to be revamped and updated Workforce EngagementIdentify gaps and improve retention of talent Enroll employees in helping to drive change (i.e. Employee Resource Groups)Market ConnectivityIdentify and open the door to new market niches Leverage Diversity & Supplier Diversity Spend in an effort to secure new customers or retain customers
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Planning/Launch Awareness Equipping Institutionalizing Leading
Phase I: 2010Create the Business
Imperative
Phase II: 2011/2012Prepare Leadership
Phase III: 2012/2014Educate Workforce
Phase IV: 2014/2015Continue PDI AwarenessIntegrate into Winning
Culture
Phase V: 2016 +Integrate
Accountability
Objectives:
Key Actions:
Impact:
•Benchmarked against external entities•Established Business Case•Assessed Org Readiness•Created PDI Council•Conducted initial awareness
Objectives:• Established Structure
for Initiative & Culture Change
• Identify Critical Resources
• Build organizational strategy
• Build Senior Leadership Buy-in (DLL)
• Assess internal systems recruiting, supplier diversity, employee engagement
Objectives:• Provide Common
Language & Understanding of PDI & focus areas
• Sensitize the Environment for Cultural Change
• Launch & Leverage ERGs to engage employees & help drive cultural change
• Review company policies and processes begin modification
• Launch Supplier Diversity
Objectives:• Continue awareness
building; created learning strategy
• Continue to drive Grass Roots Cultural Change (ERGs)
• Seed Organization with Change Agents to Effect Cultural Change (WLP, ALP,ADP, ERGs)
• Leverage PDI & Integrate into Winning Cultures Strategy
• Continue to Build out Supplier Diversity
Objectives:• PDI fully imbedded in
Structures/Practices w Ongoing Evaluation and Accountability
• Examine Systems/Process & Integrate New Values / Principles
• Supplier Diversity fully integrated into all BOS
Key Actions:
Impact:
Key Actions:
Impact:
Key Actions:
Impact:
Adapted from Pope & Associates’ Cultural Inclusion Strategy Model
Ingersoll Rand Diversity and Inclusion Strategy
• Launch Supplier Diversity & track results
• ERG Summit provides Market Connectivity
• Launch of Workflex & Backup Care Programs impact employee engagement
• External Brand Increases
• Established 8 external recruiting partnerships increased
• PDI Awareness Training • 2013: 6,000 participants• 2014: ~ 20,000
Participants• Women’s Leadership
Focus• Supplier Diversity Spend
5.1% in 2013
• Established clear alignment and strategic intent with Ingersoll Rand Board of Directors
• Established leadership commitment to cultural change
• Expanded PDI Council• Introduced Employee
Resource Groups & Supplier Diversity
Board of Directors
Impact:
Key Actions:
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Alignment to TalentCompetition for Talent
In general less talent available Assess why Assessment Center
isn’t working The Cheerleader The 5 year MBR The Egyptologist
Got to understand generational differences to recruitGaming – KPMG/ ShellAfrican American
Sororities/FraternitiesLeverage Community Churches –
Hispanic & African American Community
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Alignment to TalentAn AARP Card
doesn’t mean you are RetiringPhased Retirement Consultants (Shea’s
Dad)Teachers (KPMG)Retired Executives -
coach nonprofit groups (Shell)
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Engaging Senior LeadersSet clear expectation for
involvementExecutive Sponsors of ERGs can
be firedBe specific about where and
what you want from them When, Where, What Who will you meet Why (i.e.
KPMG Leader, Candice Board Member)
What Types of ActivitiesExecutive Sponsor of a NetworkMember of a Diversity Council Member of a Nonprofit Board
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Five Untapped Market ResourcesAlumni - Finance &
Accounting Firms TipEstablish and online
networkHost Alumni ReunionsPost/Distribute Jobs
Build your own associationKPMG – LGBT
Finance GroupLatinos in Diversity &
Human Resources (LIDHR)
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Five Untapped Market ResourcesExisting
Employees Employee Resource
Groups/BRGs – Largest Diwali
Festival in Charlotte Women’s Employee
Resource Group serve as Ambassadors at SWE
Engineering Week Event – 225 students
Manufacturing Day - 335K participant
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Five Untapped Market ResourcesBuild Stronger
Relations & Partner with Customers/Vendors –
Mobilize your customers to: Host a co-shared
recruiting event Share best practices
(North Carolina Employee Resource Group Summit)
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Five Untapped Market ResourcesLow Cost/Low Tech
Approaches Don’t Rent a Booth -
Microsoft & the NSBE Conference
Promote Your Leaders - Get your leaders to speak at conferences
SHPE Mechanical Engineering Luncheon
Serve on a panel – also develop your leaders
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Five Untapped Market ResourcesPartner with
NonprofitsBuild your own
pipeline: Charlotte Urban League Partnership - Ingersoll Rand & Black Employee Network
Manufacturing Institute STEP
Create or Rebuild a nonprofit: STEMConnector.org –
National Grid National Utilities Diversity
Council
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In Closing
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Questions
Contact: Neddyperez@ aol.comPhone: 980-800-4641