W4: Making Diversity and Inclusion a Way of Life

Tony CookeHR Director at Adidas

HOW DO YOU ACTUALLY SAY ‘ADIDAS’?

Adi Dassler

Nov 1900 – Sept 1978

• INTRODUCING WESTERN EUROPE

UK/IRE

NORDICS

BENELUX

SPAIN FRANCE

q IT DOESN’T HAPPEN BY MAGICq MAKING IT HAPPEN

q MEASURING IF IT’S REALLY HAPPENINGq SHARING SOME OWN GOALS…

YOUR BABY IS SOOOCUTE …

I’M ALMOST THERE

WITH RESPECT …

CONGRATULATIONS ON THE WEDDING! YOU GUYS MAKE A

GREAT COUPLE …

KEEP THIS JUST FORUS TWO …

YES OF COURSE WE’RE DIVERSE & INCLUSIVE.

WE REALLY, REALLY ARE….…

• THINGS WE SAY THAT BUT DON’T REALLY MEAN……

BIG TICKETS ITEMS FOR HR IN 2019…..

146,000,000

146,000,000

YOU SHOULDN’T HAVE ONE WITHOUT THE OTHER!

DIVERSITY is simply a representation of many different types of people (gender, race, ability, religion, etc)

INCLUSION is the deliberate act of welcoming diversity and creating an environment where all different kinds of people can thrive and succeed.

DIVERSITY is what you have-INCLUSION is what you do with what you have!!

About time,

it’s the right

thing to do!

Yes, but will it make us more

profitable?

Not another needless project

from HR

What does it

really

mean?

You’ll need plausible, credible responses to ALL of these reactions

The Pragmatist... The Cynic.. The Bottom Liner..The Meticulous...

INSTINCTIVE REACTIONS……

Diversity creates dissent - without it we’ll get no breakthroughs or challenges

This healthy dynamic stops us getting too insular and out of touch and so we come up with a wider range of possibilities

People with different backgrounds and lifestyles naturally challenge each other

THE EVIDENCE IS IRREFUTABLE…..

“The findings were startlingly consistent: for

companies ranking in the top quartile of executive-

board diversity, Returns On Equity (ROE) were 53%

higher, on average, than those in the bottom

quartile.”

“Companies with the most women board directors

outperformed those with the least return on sales (ROS) by

16% and return on invested capital (ROIC) by 26%.”

“When Deloitte modelled the relationship between diversity and

inclusion and business performance, we identified an ‘uplift’ of 80%

when both conditions were high... when there is high diversity and

low inclusion, or low diversity and high inclusion, the business

outcomes are never as impressive as the high diversity and high

inclusion combination.”

“We couldn’t have gone through all of the mergers and acquisitions

and continue to be successful without having a diverse workforce. It’s

important to our business strategy and it makes us more innovative

and competitive.”

“Where workforce diversity is aligned with demographics, those

employees are playing an increasingly important role in helping their

customers connect with a diverse customer base.”

TANGIBLE BENEFITS FOR OUR BUSINESS?

BETTER FINANCIAL PERFORMANCE

BETTER REPUTATION (INTERNAL & EXTERNAL)

BETTER CUSTOMER RELATIONSHIPS & MARKET SHARE

BETTER INNOVATION & GROUP PERFORMANCE

BETTER & BROADER TALENT

Think about your business strategies. New markets, products, competitors:Wouldn’t you have a better chance if all of this stuff was in place?

TO BE THE BEST SPORTS COMPANY

1INNOVATION

2CREATIVITY

3DIVERSE PERSPECTIVES

4DIVERSE TOP

TALENT

5

IF THIS IS OUR AMBITION, TO BE THE BEST SPORTS COMPANY IN THE WORLD, WE NEED

TO INNOVATE…

TO BE INNOVATIVE, WE NEED ALL TEAMS

TO BRING CREATIVITY TO

EVERYTHING WE DO…

TO BE CREATIVE AND FIND THE

BEST SOLUTIONS, WE NEED TO

BRING DIVERSE PERSPECTIVES TO

THE TABLE…

TO BRING DIVERSITY OF THOUGHT &

DIVERSE PERSPECTIVES FOR

THE BEST SOLUTIONS, WE

NEED TOP DIVERSE TALENT…

DIVERSE TOP TALENT WILL

HELP US TO BE THE BEST WE

CAN BE IN EVERYTHING WE NEED TO BE THE

BEST IN.

PURPOSE

Where’s your compelling ‘story’ to inspire the people?

WORKPLACE INCLUSION – foster a culture that encourages collaboration, flexibility and fairness to enable all employees to contribute to their potential and increase retention

WORKFORCE DIVERSITY – recruit from a diverse, qualified group of candidates to increase diversity of thinking and perspective

SUSTAINABILITY AND ACCOUNTABILITY – identify and breakdown systemic barriers to full inclusion by embedding diversity and inclusion in policies and practices and equipping leaders with the ability to manage diversity and be accountable for the results

Normally, 3 good objectives are enough!

WORKFORCE DIVERSITY – recruit from a diverse, qualified group of candidates to increase diversity of thinking and perspective

WHAT DOES YOUR

EMPLOYER BRANDING SAY ABOUT YOU?

SAYING HE/SHE IS A ‘PERFECT FIT’ JUST GETS

YOU THE SAME!

ASSESS WHERE/WHY CANDIDATES

‘FALL OFF THE TRAIN’

GET OUT AND SPREAD YOUR

STORYPARTNER WITH

SPECIALIST ORGANISATIONS

ENCOURAGE EMPLOYEE REFERRALS

REVIEW WHERE YOU’RE

SEARCHING FOR TALENT

WORKPLACE INCLUSION – foster a culture that encourages collaboration, flexibility and fairness to enable all employees to contribute to their potential and increase retention

ENCOURAGEEMPLOYEE ADVOCACY

GROUPS

MAKE SURE THE SENIORS ARE

‘ALL IN’…..INVEST IN

TRAINING….GET THE ‘ON

BOARDING’ BIT RIGHT

TELL CUSTOMERS &

PARTNERS WHAT WE

STAND FOR....

BUT DON’T STOP THERE!!

DON’T FORGET DIFFERENT

GENERATIONS, AND PERSONALITIES

DOES THE LOOK & FEEL OF YOUR OFFICES HELP?

SUSTAINABILITY & ACCOUNTABILITY – identify and breakdown systemic barriers to full inclusion by embedding diversity and inclusion in policies and practices and equipping leaders with the ability to manage diversity and be accountable for the results

ENSURE ADVOCACY

GROUPS HAVE CREDIBILITY

AND GRAVITAS

DO A FULL ‘DE-CLUTTER’ ON

YOUR POLICIES….

GIVE THE SENIORS SOME

REALMEASURES

ASK EMPLOYEES TO HELP US

WITH POLICY MAKING

ARE WE STRUGGLINGANYWHERE?

BRING INSPIRING

SPEAKERS IN TO TALK TO YOUR

PEOPLE

CREATE MEANINGFUL MENTORING

OPPORTUNITIES

The Pragmatist...The Cynic.. The Bottom Liner..The Meticulous...

Have you done enough to get these guys on board?Ask them what contributions they could be making?

1.Employees overall, by function, seniority and tenure (cut by demographics)

2.Employment status (i.e., full-time, part-time, contractor) (cut by demographics)

3.Management and leadership (cut by demographics)

4.Salary (cut by demographics) – Raises and bonuses (cut by demographics)

5.Board of directors (cut by demographics)

6.Candidate pools and hiring funnels, by role (cut by demographics)

7.Voluntary and involuntary attrition rates (cut by demographics)

8.Promotion rates (cut by demographics)

9.Formal and informal complaints (cut by demographics)

10.Complaint resolution status (cut by demographics)

Your ‘Meticulous’ and Bottom Liners’ in the Management Teamwill be looking for these with a beady eye!!

Go out and ask people how you’re doing. Survey them, publish the results

9 POTENTIAL OWN GOALS TO AVOID..

1. Not having a business case for D&I

2. Not having Seniors ‘ALL IN’

3. Not having a good, inspirational plan

4. Making assumptions

5. Not investing in training

6. Allowing it to slip down the agenda

7. Unknowingly offending

8. Not talking about it

9. Not measuring what we’re trying to do

These are all real examples – keep your own goals to a minimum!

LET’S CELEBRATES PEOPLES UNIQUENESS BECAUSE THE PEOPLE WHO MIND DON’T MATTER

AND THE PEOPLE WHO MATTER DON’T MIND…

BEFORE I GO, ONE LAST THOUGHT….

THANKS FOR LISTENING*

ENJOY THE REST OF YOUR CONFERENCE

*Liverpudlian to English translations available upon request