KEYNOTE - Diversity Best PracticesKEYNOTE Aligning an Ally Framework Thom Keehan Vice President,...
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KEYNOTE Aligning an Ally Framework Thom Keehan
Vice President, Business Transformation Johnson Controls
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• A global multi-industrial company with core businesses in the automotive, building and energy storage industries.
Johnson Controls
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We are a global multi-industrial company with established core businesses in the automotive, building and energy storage
industries
Delivering technologies and services that increase efficiency and lower operational and energy costs in buildings.
Creating workplaces that help people and businesses thrive.
The world’s largest manufacturer of automo4ve ba7eries, powering nearly every type of vehicle.
A global leader in automo4ve sea4ng, overhead systems, floor consoles, door panels and instrument panels.
Automo&ve Experience
Global WorkPlace Solu&ons Power Solu&ons
Building Efficiency
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An expanding global footprint means we are where
our customers need us to be 170,000 employees serving customers in
150+ countries
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My perspective
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Johnson Controls, Inc. —
The Ally Framework
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Strategic Pillars
Benchmark for Diversity Leadership
Leadership Cascade
Global Impact & Alignment
Tangible Business Outcomes
Brand Leadership with Key
Stakeholders
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Stay Serious (2017+)
Par&cipa&on (<2013)
Get Serious (2014-‐17)
Leader’s Personal Accountability is Critical to Our Level 5 Aspiration
2013 2014 2017
Level 2 Awareness
Level 3 Understanding & Applica&on
Level 4 Integrated
Level 5 Sustainable
n Fully leverage the D&I competitive advantage with major stakeholders
n Differentiate Johnson Controls as an industry model as “the most desirable place to work”
n Improved engagement of employee base through tangible D&I gains
n Culturally competent , diverse leadership team who work to sustain our inclusion culture
n Increase leaders’ personal and organizational accountability; leaders demonstrating D&I values in their leadership and behaviors
n Modify policy, procedure, and practices necessary for an inclusive global culture
n Cascade diversity objectives throughout pipeline and enterprise
12 Johnson Controls :: Global HR Telecon :: May 7, 2014
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Allies Are Essential Sponsors
Diverse Talent Acquisi&on n Strengthen strategies for
early and strategic hiring, and forecas4ng
n Align and embed diversity objec4ves into talent acquisi4on goals
n Acquisi4on and promo4on of diverse talent into cri4cal roles
Diverse Turnover n Strengthen leader’s ability to build and lead an inclusive workplace
n Leverage leaders’ coaching and talent processes to retain talent
n Identify and remove subtle and obvious barriers to inclusion
Pipeline Promo&on Rates n Achieve pipeline goals through
talent acquisi4on and career development strategies
n Mi4gate percep4on of risk through diversity talent and development processes
n Develop and execute strategies to reduce turnover.
An iden4fiable global JCI inclusion culture Engaged, well-‐prepared leaders and champions
Disciplined execu4on of core talent management strategies
JOHNSON CONTROLS
Female Global % Minority US %
FY13 (baseline) 15.6% 14.3%
FY17 23.0% 18.0%
5-‐YEAR GOALS
13 Johnson Controls :: Global HR Telecon :: May 7, 2014
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Allies as Advocates \ [n. ad-vuh-kit] n a person who argues for or
supports a cause or policy n to support or speak in favor of
something n somebody who acts or intercedes
on behalf of another
Synonyms: supporter, promoter, ac4vist, sponsor, champion
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Employee Engagement Ecosystem – Allies Create Inclusion
• Guided by our vision and values
• Visible and vocal leaders • Ambitious to be even better
.
• Connected • Show trust • Communicate • Engagement and
performance matter • Developing people • Recognize individual
contributions
• Employees are connected to Johnson Controls
• Meaningful work that fulfills life/human obligations
• Aligned people • Team work • Trust is present. • Shared experience and
expertise
• Empowered • Know their contributions
matter • Heard and supported • Trust Leaders
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Beyond Personal Benefit to Business Impact
Companies with diverse talent and inclusive cultures…
• Attract and retain the best talent that stays longer, is more engaged and productive “The success of any national or business model for competitiveness in the future will be placed less on capital and much more on talent. We could say that the world is moving from capitalism to ‘talentism’.” Klaus Schwab, World Economic Forum, 2011
• Consistently outperform the S&P and Dow Jones Industrial Average* – Bring more ideas, perspectives and experiences to solving problems – Have greater access to customers, suppliers and markets – Are more responsive through greater efficiency, accuracy and risk mitigation
• Our workforce expects a workplace that is diverse and supports inclusion • We expect to win
* Diversity Inc. magazine, 2013
16 Johnson Controls :: Global HR Telecon :: May 7, 2014