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

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

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

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

  2. 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

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

  4. What does diversity look like to you? Surface Level: • Race • Gender • National origin • Age • Disability Deep Level: • Personality • Culture • Thought/ideas

  5. Goal of Succession Planning • Identify better talent • Create bench strength • Other???

  6. Critical Factors for Succession Planning • 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

  7. Talent Management

  8. Best Practices Pepsico

  9. 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

  10. 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

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

  12. 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/

  13. Business Strategy Leadership Strategic Implications of Effective Diverse Succession Planning and Strategy Integration • 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

  14. 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

  15. 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

  16. 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

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