Transcript Diversity and Inclusion

Bio
• Cleo Ball
• Director of Corporate Training and
Diversity
• Save-A-Lot Food Stores
• 18 years with SAL
• 31 total years in the Grocery industry
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Who We Are
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Leading Hard Discount Grocery
Nation’s 2nd Largest Chain
35th anniversary in 2012
Over 1,300 Stores
5 Million or more Weekly Shoppers
Up to 40% Savings Vs Conventional
Store
• Over 7,000 Associates
• $4 Billion Annual Retail Sales
• Wholly owned subsidiary of
SUPERVALU, Inc.
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2011 Top Grocers in U.S. Under
Single Banner
3000
2,948
2500
2000
1500
1,302
1,191
1000
500
0
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Source: Nielson’s Trade Dimensions November 2011
1,177
1,105
1,040
907
Headquarters: Minneapolis
Employees: 130,000
billion
Fiscal 2011 Revenue: $36.1 billion
Fiscal 2011 Net Cash Flow: $1.1
Retail Division: 1,102 traditional supermarkets ranging from 40,000 to
60,000 square feet, carrying more than
40,000 SKU’s per
store and supported by
23 dedicated distribution centers
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Diversity at Save-A-Lot
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Diversity Exercise
• Candidate A ... is Franklin D. Roosevelt
• Candidate B ... is Winston Churchill
• Candidate C ... is Adolph Hitler
And by the way the answer to the abortion
question.....
If you said yes, you just killed Beethoven.
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Diversity Goal Statement
• To identify strategies, consistent with the edited assortment model,
that will enable Save-A-Lot to embrace and incorporate diversity
within all facets of the Company, in order to:
• Effectively recruit and retain employees and leadership, at all levels
of the Company, that reflect the communities we serve;
• Attract new customers through market and product development
that captures and meet the needs of the changing demographics of
our nation;
• Seek and attract diverse operators into the Save-A-Lot network of
licensed retailers;
• Instill diversity as a mindset and a part of our systematic business
practices and processes; and
• Promote a culture of inclusion among Save-A-Lot employees,
leadership, retailers and suppliers through education and awareness
programs.
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Personal Agreement
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I have permission to struggle with these issues and to be open and honest
about my feelings.
I understand that it is okay to be imperfect with regard to my understanding
of people who are different from me.
I have permission to reveal ignorance and misunderstanding.
I am a product of my culture, upbringing, environment, and experiences and
“I am who I am.”
I do not have to feel guilty about what I believe, but I do take responsibility
for accepting as much information and knowledge as I can,
challenging myself to examine my assumptions and beliefs,
granting permission to the other members of the group to struggle with
these issues and to be open and honest about their feelings, and
agreeing to respect the confidentiality of all the personal information shared
in the group.
Iceberg Analogy
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THE LANGUAGE OF
MICRO-MESSAGES
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The Language of
Micro-Messages
• Objectives:
– Understand the language of micromessaging.
– Define microinequities and micro-advantages.
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Micro-Messaging
Micro-Messaging
Video #8
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Micro-Messaging
Micro-Messaging
Microinequity
• Messages that de-value,
discourage and impair
performance.
• Looks, gestures, tone of voice
• Feeling of devalued or invisibility.
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Microadvantage
• Send message of favoritism
• May give slight edge to
someone.
Micro-Messaging
Subtle
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Overt
Back at You
Video # 10
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Count the Passes!
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Which Micro-Messages Are You
Sending and Receiving?
• I socialize with the same people and exclude others.
• I greet certain people and not others.
• I smile when I greet one person and I'm too busy on the
phone when I see another.
• One person makes a comment and its not responded to.
The same comment is made by another person and it’s
openly embraced as a good idea.
• When I tell my manager that I need to leave early
because my child is sick, she responds with a long sigh.
• When discussing deadlines for the team, the team leader
looks at his/her Blackberry during the entire discussion.
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The
Diversity
Wheel
Four
Layers
Functional Level/Classification
Organizational Dimensions
Geographic Location
External Dimensions
Management
Status
Age
Appearance
Internal Dimensions
Parental
Status
Work
Location
Marital
Status
Recreation
Habits
Personality
Income
Sexual
Orientation
Work
Experience
Division/
Dept.
Race
Work/Life
Balance
Physical
Ability
Seniority
Personal
Habits
Gender
Ethnicity
Office/
Field
Religion
Educational
Background
Unit/
Group
Organizational
Affiliation
c
Lee Gardenswartz and Anita Rowe: Internal and External
Dimensions are adapted from Marilyn Loden and Judy Rosener
(Workforce America! Business One Irwin, 1991)
Global Lead Management Consulting
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Conclusion
Creating an environment where all
perspectives are valued and
included is a journey not a
destination.
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