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!

Hilary.Nichols@financialallianceforwomen.org