SPEAKERS: Randall Lane, Senior Leader, Global Inclusion & Diversity - CISCO Systems, Inc. Mark...

SPEAKERS:

Randall Lane, Senior Leader, Global Inclusion & Diversity - CISCO Systems, Inc.

Mark McLane, Director of Diversity - Booz Allen Hamilton

Laraine Kaminsky, Global Diversity Strategist - GlobalLK

If any of you are experiencing difficulties in uploading the presentation –

pls got to our website www.diversitybestpractices.com

http://www.diversitybestpractices.com/

Carol EvansCEO, Diversity Best PracticesCarol Evans is CEO of Diversity Best Practices, and President of Working Mother Media, a division of Swedish publishing giant Bonnier Corporation. Working Mother Media includes the 30-year-old Working Mother magazine, The National Association for Female Executives, WorkLife Congress and Multicultural Women's initiative, as well as Diversity Best Practices.

Carol has launched important national initiatives including Best Companies for Multicultural Women, Best Law Firms for Women, Global Advancement of Women Conferences and the Network and Affinity Leadership Congress. Her efforts have taken DBP around the globe from Sao Paulo, Brazil to Johannesburg, South Africa, Bangalore, India and next year our Global members will meet in China!

Eid'ul-Adha (Muslim) – Nov. 27

Saint Nicholas Day (Christian) – Dec. 6

Fiesta of Our Lady of Guadalupe (Mexican) -- December 12

St. Lucia Day (Swedish) -- December 13 Hanukkah (Jewish) -- Begins at sundown on Dec. 11 ends Dec. 19

Christmas Day(Christian) -- Dec 25

Boxing Day (Australian, Canadian, English, Irish) – Dec. 26

Kwanzaa (African American) – Dec. 26 to Jan. 1

Omisoka (Japanese) – Dec. 31

If any of you are experiencing difficulties in uploading the presentation – pls got to our website www.diversitybestpractices.com

http://www.diversitybestpractices.com/

SAVE THE DATE February 9, 2009Global CEO Roundtable – New York, NYsponsored by: Sodexo and ADECCO

Global Symposium – New York, NY sponsored by: New York Times

Contact Sigrid Senamaud at 202-463-3768 or [email protected] for more information

mailto:[email protected]

Laraine KaminskyGlobal Diversity Strategist, GlobalLK

Laraine has lived on three continents and worked in over 70 countries. As a new immigrant in Canada, Laraine worked for many years as an adult educator. In 1989, she launched her own consulting firm as a venue for organizations to develop the linguistic and cultural competencies of their diverse workforces so that they might excel in an increasingly global economy.

She is an energetic and engaging speaker and a recognized leader in the fields of global diversity, cross-cultural awareness, language training, mentoring and consulting. Laraine focuses on diversity, cultural, religious, gender and generational issues and how they impact on organizational effectiveness and inclusiveness. She works with leadership teams to help them and their organizations adapt to the realities of diversity in the ever-changing world of work. She has authored many articles relating to diversity and cross-cultural communication in publications.

LARAINE KAMINSKY

GLOBAL DIVERSITY STRATEGIST AND

SPEAKER GlobalLK.com

Merhaba

Khush amdeed

Vítejte

Bienvenue

Willkommen

Swaagatam Fáilte

Benvenuto

Irashaimasu

Tonga soa

Huan yin

Sushri akal

Mabuhay

Chào mung

LARAINE KAMINSKY



Who is Coming to Work?

(Source: Lee, Gardenswartz, and Rowe, 1994. Internal Dimensions and External Dimensions are adapted from Marilyn Loden and Judy Rosener, Workforce America!, 1991; hrsa.gov)

Official Language

s

Political System

Economic System

Demographics

Business Etiquette

Legislation

Technology

Countries of Operation

Global Dimensions

Your Business

Gender

Generations

History

LARAINE KAMINSKY



Diversity is the mix. Inclusion is about making

the mix work.- Andrés T. Tapia

LARAINE KAMINSKY



In taking a diversity program global, the mix needs to be reassessed as

each geography will be different and different again from a global

perspective.

LARAINE KAMINSKY



Dimensions of National CultureIndividual

Task

Direct

Equality

Future

Universal

Verbal

InformalCollectivist

Relationship

Indirect

Hierarchy

Past

Situational

Nonverbal

Formal

Gundling, Ernest. Working GlobeSmart. Palo Alto: Davies-Black Publishing, 2003.

LARAINE KAMINSKY



LARAINE KAMINSKY



Be Inclusive for Success: Consider the Calendar

LARAINE KAMINSKY



Do more than look at the puzzle of diversity. Learn the art of putting the puzzle together, piece by piece, until it fits

snugly. If any pieces get misplaced, successful organizations know how to recreate the picture.

LARAINE KAMINSKY



Respect

The Golden RuleTreat others as we would

want to be treated.

The Platinum RuleTreat others as they would

want to be treated.

Randall LaneSenior Global Inclusion & Diversity Leader, CISCO Systems, Inc.

Strategies for a Successful Global Inclusion & Diversity PlanRandall Lane, is a former Naval Officer and seasoned, well traveled, multi-lingual, global executive with a broad business background. His expertise spans Strategic Planning, Marketing, Finance, Supplier Diversity, Operations, Public Relations, Communications, and Human Resources. Generally recognized as a Global Inclusion & Diversity Thought Leader, Randall’s industry experience includes assignments in Financial Services, Telecommunications, Gaming, Media & Entertainment, Consulting, and High Tech with such companies as Citicorp, NYNEX, Bell Atlantic (Now Verizon), The Mashantucket-Pequot Tribal Nation, Time Warner Inc, AMEX, Weyerhaeuser, and now Cisco. His current role encompasses developing and driving a number of Cisco’s key strategic Global I&D initiatives, including Diversity Recruitment Strategies, Strategic Global Diversity-related External Relationships, Internal and External Diversity Communications, and Inclusive Advocacy Programs designed to advance high potential

diverse leaders globally.

© 2007 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 16

Global Inclusion & Diversity Maturity Model

Cisco GID Maturity Model answers the questions: –What does an end-state maturity for Global I&D (GID) look like?

–What are the stages of development for GID to achieve this Vision?

Cisco GID Maturity Road-Map answers the questions:–What approach will we select to achieve the stages of maturity?

–What are the milestones?

–Where are we and where are we going?

–How long will it take?

The Basis for Business Planning Along the dimensions of change


Alignment Alignment DrivingDrivingResultsResults

Promoting Promoting AdoptionAdoption

FocusFocus

One I & D message strengthen the Cisco brand

Common message shared passion adoption

Drive shared priorities to fulfill functional, global and employee resource group needs

Central portfolio to achieve Global I&D Council priorities

Harness energies to accomplish shared goals, supporting smaller geographic groups

Leverage piloted initiatives, relationships, ideas, speakers, best practices, case studies

Efficiency & Efficiency & ProductivityProductivity

Optimize budgets, headcount, outside resources

Accelerate results via common framework, operations, practices, and tools ensuring global perspective

•Full time equivalents•Outside services•Budget

•Competing agendas•Duplicate effort•Spokesperson fatigue

•Multiple visions, strategies and execution (VSE) plans

•Duplicate programs

•No common taxonomy•Inconsistent messaging•Internal and external marketplace confusion

Former State Current State


Introducing the Global I&D Maturity Model

Beginning Maturity State:

• Functions’ creativity and energy abound

• Focus primarily on internal wins

• X-functional efficiencies through individual relationships only, little sharing across geographies



Transitional States:

• Greater coordination

• Increasing efficiency

• Centralization emerging and developing

• Greater success at global level and within functions



Current State:

• One VSE

• Tight alignment

• Great efficiency

• World-class performance

•Ability to support on strategy and localize execution


Q1 ’06 Q1 ’08 Q3 ’08 Q1 ’09 Q1 ‘10

4

3

2

1

Ma

turit

y L

eve

l

Level 1: Past State“Loose Collective”

Level 3: Transition State “Coalition”

Level 4: End State – “Full Alignment”

Level 2: Present State “Community of Practice”

Today

Global I&D Council



Inclusion and diversity central to the Cisco 3.0 culture

Career development and advancement based on merit

Opportunity to collaborate with the fullest spectrum of “the human network”

VISIONVISION

STRATEGYSTRATEGY

EXECUTIONEXECUTION

I&D integrated into business process and operations

I&D accountability is systemic at every level of the organization

Our pervasive culture of inclusion is a key driver in attracting, engaging and retaining top talent

Cisco’s executive team consistently and broadly spread the I&D vision

Cisco’s brand is enhanced by building our reputation as an I & D leader

•Increase diverse candidates in internal and external hiring process•Use technology to further flexibility in how we work and improve collaboration•Implement inclusion recognition program•Provide targeted development programs•Implement executive scorecard•Roll out training programs to build culture of inclusion• Drive business development through diversity work•Enhance Cisco’s I&D Reputation


Organizing For Success:Governance & Operating Model

Operating Committee

I&D Advisory GroupI&D Business Functions/Geo

Leads and Executive Sponsors,

Supplier Diversity, Corp Affairs

Talent HR Centers of Excellence

Human Resources Leadership

Team

Global I&D CoalitionAccountable for operationalizing the I&D

strategy by working collaboratively with cross-functional teams

Global I&D CouncilResponsible for direction setting, and providing

guidance for I&D strategy


•Voice of the I&D coalition

•Informs council direction based on metrics and best

practices

•Raises issues to the Operating Council &

CEO

•Provides direction based on company

priorities

•Represent the voice of their ERG as well as their functional and geographic area

•2 representatives per ERG•Vice President or Senior Vice President

•Global representation

I&D Council Structure

Council Leader

DiversityLeader

Executive Sponsors of Employee Resource Groups (ERG)

SVP, HRChief

Diversity Officer

ERG

ERG

ERG

ERG

ERG

ERG

ERG

ERG


Coalition Structure

Global Inclusion & Diversity Team

Functional & Geographic Leadership

Mark McLaneDirector of Diversity, Booz Allen HamiltonDiversity and Inclusion…enabling the Firm to be Ready for What’s Next

Mark McLane is the Director of Diversity and Inclusion for Booz Allen Hamilton. He is currently working to develop and implement a firm wide diversity strategy and initiatives that will effectively utilize the inherent differences within Booz Allen’s current and future workforce. These initiatives will thereby align with the organization’s vision of assuring continued leadership in an increasingly competitive and global market.

As an integral human resources team member Mr. McLane has responsibility for ensuring that the firm’s diversity strategy is an integral component of the over arching People Strategy Initiative by ensuring diversity and inclusion goals are integrated across all people programs. He examines and reports cultural norms within the organization that might pose as barriers to the advancement of women and minorities and develops educational programs and curriculum for leaders and employees that facilitates understanding, behavioral expectations, company philosophy and diversity strategy.

27

Continuing to invest in diversity is a strategic choice that will deliver a competitive advantage in the “Global War for Talent” — thereby making the business case not only for Booz Allen, but also our clients

The workforce is shrinking: by 2012, the US will have 160MM jobs but only 154MM workers1

Women’s representation continues to increase: women comprise 50% of the US workforce2 and are poised to outnumber men3

Hispanic population is expected to triple from 46.7 million to 132.8 million during 2008 – 2050, representing 33% of the US population4

Gen Y is the most ethnically diverse population, with 1 out of 3 being non Caucasian and are roughly 3 times the size of the Gen X population5

55% of advanced degrees globally are granted to women6

Sources: 1 “How to Beat the Coming Shortage of Skills and Talent” (Ken Dychtwald, Robert Morison, and Tamara Erickson, Workforce Crisis: Boston – Harvard Business School Press, 2006). .2 Bureau of Labor Statistics. 3New York Times, February 5, 2009.. 4US Census. 5 NAS 2006 Creating Demand, Delivering Talent. 6 Catalyst “Linking Performance & Gender Balance on the Board"

Like all businesses driven by knowledge, skill and innovation, our people are our greatest

asset and key to delivering superior client results that endure

28

Integrated Future State

Wom

en

Wou

nded

War

rior

Disability

Multigenerational

Multigenerational

GLBT Military

Multicultural

An agenda based strategy provides a roadmap that will enable the transition from local and non-integrated diversity initiatives to a more focused and systematic approach that aligns to our collective goals

Roles & ResponsibilitiesRoles & Responsibilities

Current State

Women

Multicultural

Multigenerational

Military

DisabilityWounded Warrior

GLBT

Roles & Responsibilities

Agenda Driven Diversity and Inclusion Strategy

Embed In The

Business

Embed In The

Business

ENGAGE & ENABLEENGAGE & ENABLE

RECR

UIT

RECR

UIT DEVELOP

DEVELOP

BDI

WLC

WDC

29

At the core, Diversity and Inclusion is integral to ‘Superior Talent – Cultivating Excellence’ and as such, is being embedded throughout the corresponding People Strategy initiatives…

Superior TalentCultivating Excellence

Superior TalentCultivating Excellence

People Strategy

Superior

DIVERSE Talent

CultivatingExcellence

Financial SuccessGrowing Enterprise Value

Financial SuccessGrowing Enterprise Value

CorporateResponsibilityMaking a Difference

CorporateResponsibilityMaking a Difference

Legacy Building Our Institution

Legacy Building Our Institution

Business Strategy

Client ServiceEnduring Relationships / Enduring Results

Client ServiceEnduring Relationships / Enduring Results

RecruitRecruit

Diversity and Inclusion Strategy

Agenda Driven

Agenda Driven

Women Multicultural Multigeneration

al Military Disability Wounded

Warrior GLBT

DevelopDevelop

Engage & Enable Engage & Enable

Agenda based gold standard portfolio targeted development approach to address the needs of all constituency groups

Build an employer of choice brand that is reflective of our employees desire to be their Absolute Best

Targeted sourcing approach that will incorporate external relationships that fully leverage the diversity across all talent market segments

30

… while also being integrated with the firm’s full business strategy in order to drive impact for our people and our business

The strategy aligns with the five components of Booz Allen’s business strategyThe strategy aligns with the five components of Booz Allen’s business strategy

FINANCIAL SUCCESSIncrease revenue and profitability through professional excellence;

develop people to ensure success

FINANCIAL SUCCESSIncrease revenue and profitability through professional excellence;

develop people to ensure success

22 CORPORATE RESPONSIBILITY

Harness our people’s energy and experience to better the lives of

others and enrich our communities

CORPORATE RESPONSIBILITY

Harness our people’s energy and experience to better the lives of

others and enrich our communities

44

Enriching & Enhancing Our Firm and Our Communities

Our employee population will be reflective of the communities in which we work and live,

bringing diverse perspectives, innovation and affinity to community outreach opportunities.

44CORPORATE

REPSONSIBILITY

CLIENT SERVICEHold client service as our highest

calling and an institutional imperative

CLIENT SERVICEHold client service as our highest

calling and an institutional imperative

11

Reflect Diversity of Our Clients

Reflect Diversity of Our Clients

Offer Broad Range of

Perspectives

Offer Broad Range of

Perspectives

Clients Access Diverse

Top Talent

Clients Access Diverse

Top Talent

CLIENT SERVICE11

Diverse Talent Delivers Excellent Client Service

SUPERIOR TALENTRecruit, develop and retain a diverse staff with a passion for client service, teamwork and the drive to be leaders

SUPERIOR TALENTRecruit, develop and retain a diverse staff with a passion for client service, teamwork and the drive to be leaders

33

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FINANCIAL SUCCESSThe Business Case for Investing in Women

22

Demand for Workers will

Exceed Supply by

2013

Demand for Workers will

Exceed Supply by

2013

Gen Y the most

Ethnically Diverse

Population

Gen Y the most

Ethnically Diverse

Population

Women Earn 57% of all

Bachelor’s & Master’s Degrees

Women Earn 57% of all

Bachelor’s & Master’s Degrees

Sr. Women Leaders

Correlate with 73% more Return on

sales

Sr. Women Leaders

Correlate with 73% more Return on

sales

LEGACYEnrich a brand that embodies our

differentiation (e.g., Core Values) and strengthen firm for future generations

LEGACYEnrich a brand that embodies our

differentiation (e.g., Core Values) and strengthen firm for future generations

55

Realize Firm’s Vision for Diversity Realize Firm’s Vision for Diversity

DifferentiationDifferentiation

Strength for the FutureStrength for the Future

LEGACY55

Fully Realize Core Value of DiversityFully Realize Core Value of Diversity

Develop Diverse Leadership Pipeline with Broad Perspectives

Develop Diverse Leadership Pipeline with Broad Perspectives

31

Global generational diversity is redefining our approach to understanding and defining a rewards remix that will resonate across all aspects of diversity

The Landscape

United States

– 78 million Boomers

– 46 million Xers

– 70 million Ys

European Union


– 100 million Xers

– 84 million Ys

Asia


– 861 million Xers

– 979 million Ys

Commonalities

Odyssey

– 47% of Ys/34% of Boomers want sabbatical leave

From Me to We

– 10/month ave, African American Ys more likely than Caucasian

Work-Life Integration

– 85+% Ys/Boomers want flex work

Recognition Resonates

High Impact “Cool” Teams

Rewards Remix

Going Global – Ys

Rewards remix resonates across cultures: high quality teams, flexible work arrangements, recognition, access to new experiences are more important than money in the US, UK and China

Altruism – “give back” rated 93% in China and 85% in the US

Intergenerational support – 41% of US Ys receive family financial support, 70% of Ys in China provide family financial support

Data source: 2009 The Bookend Generations, Center for Work-Life PolicyNew York, NY.

SAVE THE DATE February 9, 2009Global CEO Roundtable – New York, NYsponsored by: Sodexo and ADECCO

Global Symposium – New York, NY sponsored by: New York Times

Contact Sigrid Senamaud at 202-463-3768 or [email protected] for more information

mailto:[email protected]

SPEAKERS: Randall Lane, Senior Leader, Global Inclusion & Diversity - CISCO Systems, Inc. Mark...

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