Moving From “Mini-Me” to Diversity Inclusion in Succession Planning

Objectives

 Provide an overview of the most critical factors for succession planning  Introduce the role of diversity in effective succession planning  Demonstrate how these two activities must come together for organizational success  Explore the complexity of attracting, developing, and retaining a diverse workforce

Table Talk:

Almost 50 years after the Civil Rights Act of 1964, why we do we still need have to talk about diversity?

What does diversity look like to you?

Surface Level:

 Race  Gender  National origin  Age  Disability

Deep Level:

 Personality  Culture  Thought/ideas

Goal of Succession Planning

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Identify better talent Create bench strength Other???

Critical Factors for Succession Planning

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Begin with commitment from the top Identify and communicate a common set of leadership attributes Use candid, comprehensive performance reviews Keep regular schedule for performance reviews and identification of talent pool Link all decisions about talent to long-term strategy of the organization Assess program success

Talent Management

Promote Retain Recruit

Best Practices

Pepsico

Workforce Diversity : Diversity is a strategic business imperative essential to Allstate's success in today's marketplace. Women make up 58.8% of total workforce.

From: http://www.allstate.com/diversity/workplace.aspx

Pepsico

Diversity & Inclusion

At PepsiCo, we approach diversity and inclusion as fundamental business priorities.

Win with diversity and inclusion.

We embrace people with diverse backgrounds, traits and ways of thinking. Our diversity brings new perspectives into the workplace and encourages innovation, as well as the ability to identify new market opportunities.

From: http://www.pepsico.com/Purpose/Talent-Sustainability/Diversity-and-Inclusion.html

Global Diversity  The rich diversity of our people, our thinking, our talent and our suppliers is key to our success.

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"Recognizing and valuing the many differences that make us who we are is vital to our culture. This diversity includes more than the obvious traits, like nationality, culture, race and gender. Our diversity also encompasses many differences that are not so easily seen, such as life experiences, religion, sexual orientation and family situations, just to name a few.” From: http://www.colgate.com/app/Colgate/US/Corp/LivingOurValues/Diversity/HomePage.cvsp

As an inclusive company we embrace diversity of individuals, opinions, cultures and abilities. Workforce: To achieve a globally diverse talent pipeline we embrace and value diverse individuals and we actively seek them. We want to create a diverse workforce and a leadership team that is well represented around the world.

• • • In 2010, among senior management (directors & VPs): 16% globally are female 15% U.S. people of color 13% outside the U.S. In 2011 we will continue to work with organizations that source diverse candidates.

From: http://responsibility.motorola.com/index.php/employees/diversityinclusion/

Diversity Management Succession Planning Robust Strategic Planning

Diverse Workforce Firm Reputation Robust Strategic Planning More Options for Strategy Formulation Flexibility of Deeper Pool of Talent

Business Strategy Leadership Planning Practices

• Forecasting Demand • Identifying and Accessing Talent • Dealing with Shortages

Development Practices Program Management Practices

From Greer & Virick, 2008. Human

Resource Management, Vol. 42

Strategic Implications of Effective Diverse Succession Planning and Strategy Integration

Moving from “Mini-Me”

 Involve employees in the conversation  Require career development plans  Build a transparent system  Hold supervisors accountable  Ensure recruitment firms aren’t adding to the problem  Beware unconscious bias

Reading/Resource List

Full reference for Greer and Virick article:  Greer, Charles R., and Virick, M. (2008). Diverse succession planning: lessons from the industry leaders. Human Resource Management, 47, 351-367.

SHRM online library and SHRM Foundation products include extensive resources on diversity, succession planning, and related topics Effective Practice Guidelines from SHRM Foundation:             New! Transforming HR Through Technology New! Onboarding New Employees The Search for Executive Talent Employment Downsizing and Its Alternatives Recruiting and Attracting Talent Learning System Design Human Resource Strategy Retaining Talent Developing Leadership Talent Implementing Total Rewards Strategies Employee Engagement and Commitment Selection Assessment Methods Performance Management

DVD Series from SHRM Foundation:

        Once the Deal is Done: Making Mergers Work (Strategic credit) World Economic Forum: Creating Global Leaders (Strategic or International credit) Seeing Forward: Succession Planning at 3M (General credit) Trust Travels: The Starbucks Story (Strategic credit) Ethics- The Fabric of Business (Strategic credit) Fueling the Talent Engine-Finding and Keeping High Performers (Strategic credit) HR in Alignment: The Link to Business Results HR Role Models