Diversity Councils
Barbara Frankel
Senior Vice President, Executive Editor
July 22, 2014
2
Assistance
For assistance dialing in to the conference,
please call 888-259-8414. Basic technical
assistance, (can’t see slides, can’t hear, etc.) use
question box.
For other assistance, contact Customer Service
at 973-494-0506.
Thank you!
© DiversityInc. Reproduction Prohibited.
3
Send In Your Questions!
• You may submit your questions via the web by
using the text chat box on your screen.
• Simply type in your question and click send.
© DiversityInc. Reproduction Prohibited.
4
2014 DiversityInc Top 50 Companies for Diversity
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
Novartis Pharmaceuticals
Corporation
Sodexo
EY
Kaiser Permanente
PricewaterhouseCoopers
MasterCard Worldwide
Procter & Gamble
Prudential Financial
Johnson & Johnson
AT&T
Deloitte
Accenture
Abbott
Merck & Co.
Cummins
Marriott International
Wells Fargo
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
Cox Communications
Aetna
General Mills
KPMG
Target
IBM
ADP
New York Life
BASF
Eli Lilly and Company
Northrop Grumman
WellPoint
Colgate-Palmolive
Kellogg Company
Dell
The Coca-Cola Company
The Walt Disney Company
Kraft Foods Group
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
46.
47.
48.
49.
50.
TIAA-CREF
Allstate Insurance Company
Toyota Motor North America
Wyndham Worldwide
Rockwell Collins
Medtronic
Time Warner
Verizon Communications
Comcast
TD Bank
Monsanto
KeyCorp
JCPenney
AbbVie
Nielsen
© DiversityInc. Reproduction Prohibited.
5
Top 10 Companies for Diversity Councils
1. EY
2. Sodexo
3. Kellogg Company
4. Rockwell Collins
5. KeyCorp
6. TD Bank
7. Wyndham Worldwide
8. AT&T
9. Ameren
10. BASF
© DiversityInc. Reproduction Prohibited.
6
Visible Leadership
CEO Chairs Executive Diversity Council
54%
42%
32%
2005 Top 50
2010 Top 50
2014 Top 50
© DiversityInc. Reproduction Prohibited.
7
CEOs Chairing Councils
• Personal commitment to key leadership
• “My job is to run the business. This is fundamental to our
business.” -- Steve Howe, EY
• Other execs follow the lead
• “Randall (Stephenson) said this was important and that we need
to pay attention to it) – Belinda Grant-Anderson, AT&T
• Goals set at corporate level
• Kellogg CEO John Bryant made this his first order of business
when he took over
© DiversityInc. Reproduction Prohibited.
8
Accountability Is Crucial
Links Council Goals to Executive Compensation
52%
42%
22%
2008 Top 50
2013 Top 50
2014 Top 50
© DiversityInc. Reproduction Prohibited.
9
Diverse Perspectives
Representation
47%
42%
31%
Non-White
16%
Top 3 Levels
Women
Executive Diversity
Council
© DiversityInc. Reproduction Prohibited.
10
ERG Leaders on Councils
• Have as many ERG leaders as possible – Kellogg
Company
• Keep their tenures to a time limit but we flexible about
extending it if they are great contributors – KPMG
• Communicate the benefits of their tenure – Hilton
Worldwide
• “We do not do this with an asterisk by their name.
There’s no hierarchy on the council. They are very much
a part of every discussion,” Patricia Rossman, BASF
© DiversityInc. Reproduction Prohibited.
11
Executive Diversity Council Best Practices
• Council chaired by CEO, senior leadership
• Diverse representation, including resource-group leaders
• Council sets organizational goals
• Council meets at least quarterly for updates
• Council holds others accountable for measurable results
• Council members’ compensation linked to results
© DiversityInc. Reproduction Prohibited.
Diversity Councils: Our WYN Approach
July 2014
13
WYN Diversity Milestones
2006
Wyndham Worldwide is established as NYSE company
Commitment acknowledged via business strategy and company’s core values
The Global Diversity Council is launched; followed by BU Diversity Councils
The first Associate Business Groups (ABGs) is launched – Women on their Way
The company begins a strong focus on Supplier Diversity
Curriculum implemented for leaders, people managers and associates
ABGs of SPECTRUM, ¡Fuerte!, WynPride, AASK, and I-VOW
Enterprise-wide Mentoring Program launched
Wyndham receives award for Top 50 Companies for Diversity
The first ABG outside of the US is established, “Generaciones”
2010
2014
Corporate Social Responsibility becomes platform
“MentorMatch” launched
2014 & Beyond
• Associates:
• Cultural Competence – aligned to a global strategy
• ABGs – Global Summit, Governance, Tracking & Expansion
• Millennial Task Force – attract, retain, develop
• Recruitment – targeted leadership, talent pipeline
• Business:
• Supplier Diversity – Global expansion while increasing Zero
Chaos and AP Capital
• Minority based Marketing, Development & Franchising
• Community:
• Scholarship funds – targeted local and national
Diversity & Inclusion: Mission Statement
To achieve our business objectives
by maximizing the contributions of every individual,
through our holistic approach to diversity and inclusion
in our workplace and communities.
Associate
Business
Community
16
Global Diversity Council
“Diversity provides us the ability to move forward with intensity and a positive business impact.”
– Steve Holmes, CEO
July 16, 2014, Global Diversity Council meeting
• One Wyndham Worldwide Global Diversity Council
• Chaired by CEO
• Global membership = 24
• Cross-Business Unit
• Cross-functional (Corporate-like as well as field)
• All levels (Associate to EVP)
• Includes some ABG Executive Sponsors
• Rotation: about every 2 yrs or as needed
• Inclusive of Supplier Diversity
• Meet quarterly
• By phone 3 x
• Summer meeting is 1.5 days
Each Business Unit then has a Diversity Council
Diversity Councils: Responsibilities
•
•
•
•
•
•
•
Ambassadors of D&I globally
Drive organizational D&I areas of strategy, focus, goals
Sponsorship of Associate Business Groups
Selection of D&I curriculum
Council meeting attendance
Supportive of council membership selection
Partners in external events, presentations, conferences
“If you do not practice Diversity, you are not a part of the team.” – Steve Holmes, CEO
THANK YOU!!
DiversityInc
July 22, 2014
Cox Communications
National Diversity & Inclusion Council
Lissiah Hundley
Executive Director, Diversity and Inclusion
(Twitter @LTHundley)
Cox.com/aboutus/diversity.cox
Who We Are
Cox Communications is a broadband
communications and entertainment company
• Cable television distribution, high-speed Internet access, telephone,
commercial telecommunications and advertising solutions
• Known for its pioneering efforts in cable telephone and
commercial services
U.S. Headquarters: Atlanta
U.S. Employees: 20,000
J.D. Power award
for small/medium
business voice and
data services
21
Cox Enterprises: Major Operating Subsidiaries
Cable television distribution, high-speed
Internet access, telephone, commercial
telecommunications and advertising solutions
Vehicle auctions, repair and certification
services and web-based technology products
Digital automotive marketplace
and software solutions
Television and radio stations, digital media,
newspapers and advertising sales rep firms
Cox national consumer brands include AutoTrader.com, Kelley Blue Book, Savings.com and Valpak
22
Cox’s Commitment to Diversity and Inclusion
Diversify the workforce
and leadership, develop
the talent of our people,
and honor their unique
perspectives.
People
Community
Engage with, contribute
to and strengthen the
diverse communities that
we serve.
Cox’s
Diversity
Strategy
Partner with diverse
suppliers to develop
mutually sustainable
relationships.
Customer
Supplier
23
Develop, offer & promote
products and services
reflecting the evolving
needs of current and
future customers.
National Diversity & Inclusion Council
CHAIR
CO-CHAIR
Top Down Commitment
Pat Esser
President
Rhonda Taylor
EVP, Chief People Officer
DESIGN
FACILITATOR
Lissiah Hundley
Executive Director
Diversity and Inclusion
MEMBERS
EVP
Product Dev
VP
People Svc
SVP
General Mgr
VP
Corp Cus Care
VP
Custm. Care
VP
Tech Cust Op
MKT VP
Kansas
Director
HR
Prod Spec.
Corp. Mktg
24
Home Security
VP
Cox Biz/Hosp
VP
Prod Strategy
VP
Field Pub Aff
VP
Prod Strategy
Exec Dir.
People Svc
Exec Dir.
Hispanic Mkt
Deputy Asst
Gen Counsel
VP/GM
Director
PDC
VP
Cust Care Ops
Sr. Manager
Sales Strategy
SVP
Supply Chain
VP
Bus Dev
MKT VP
N. VA
Director
Internal PR
VP
Field Svc Corp
SVP
General Mgr
MEMBERS
Specialist
Mkt, Soc Med
Work together to develop, lead, and implement the Enterprise Diversity Strategy
Cox’s National vs. Regional Councils
National Diversity Council
Regional Diversity Councils
LEAD
•
•
Chair: President Pat Esser
Co-Chair: Chief People Officer Rhonda Taylor
•
•
Regional Chair
HR and Market Leaders
SIZE
•
•
Size is limited
30 members
•
Varies by region, some are unlimited
TERM
•
2-3 years
•
Varies by region
MEETING FREQUENCY
•
Quarterly, 1.5 days
•
Quarterly, 3 times year, varies by region
MEETING LOCATIONS
•
•
3 Meetings in Atlanta
1 Meeting in a Region
•
All meetings hosted in region
MEMBERS
•
•
Corporate (Atlanta) employees
Regional employees
•
Regional employees
LEVEL
•
•
•
Most senior group
Business decision makers
Millenials, Directors and above
•
•
All levels of employees
Chairs are exempt
ELIGIBILITY
•
•
Members are nominated or selected
Approved by the Chair and Co-chair
•
•
Members are selected or request to participate
Approved by market leaders and HR
DIVERSITY GOALS
•
•
•
•
Define Diversity Strategy and annual goals
Recommends and approves programs and initiatives
Drives implementation of programs and initiatives
Goals and results shared at Diversity Board Meeting
•
Makes recommendations to the National Council and
regional leaders to fulfill goals
Partners with National Council sub teams
Attends National Council meeting in Atlanta
25
•
•
Top Down Commitment
Provides Input on Meeting Plans
Attends 1.5-Day Council Meetings
Travels to Regional Meetings
Actively Leads in Meetings
Challenges Members in Discussions
Meets with Diversity Leader
Presents Strategy at Diversity Board Meeting
Includes Direct Reports in Council Meetings
How We Work
STRUCTURE
•
•
•
•
•
Executive Council
Chaired by President, co-chaired by Chief People Officer
Diversity leader designs and facilitates
President’s directs visit Council
4 Sub Teams- People, Community, Customer and Supplier
FOCUS
•
•
•
•
•
•
Approve annual Diversity Strategy Goals
Recommend and approve diversity programs, initiatives
Partner with local diversity councils and resource groups
Educational sessions in each meeting, speakers support strategy
Ensure FCC and OFCCP compliance
Diversity Strategy Report for Board meeting
•
•
•
•
•
•
•
•
•
•
Recommend hires (Hispanic Marketing, Diversity)
Diversity Communication Plan
Diversity Intranet site
Diversity Recruitment Strategy (Events Specialist)
Minority hiring and promotions increased
Disability segment outreach and employment
Increase Millennial engagement
Program to drive Tier 2 spend with diverse suppliers
Product activations for Connect 2 Compete (diverse segments)
Mentoring program with diversity focus (60% women, 38% minority)
IMPACT
Keys to Success
Diversity
Strategy
Impacts
Business
Measure
Progress
All Businesses
Represented
President
Leads
Diverse
Members
Decision
Makers
Long Term
Strategy
Robust Comm
Plan
28
Measuring Success
•
Employee Opinion Survey
–
–
–
•
Diversity, Recruitment and Talent Reports
–
–
–
–
•
Supplier Tier 2 Increases
Product & Market Share Growth
Customer Satisfaction
Increase in Diverse Suppliers
Diversity Strategy Report
–
–
–
–
•
Increase in Diverse Representation
Talent Review
Retention
Promotions
Business Scorecards
–
–
–
–
•
Satisfaction
Engagement/Retention
Diversity/Inclusion
Strategy Goals Met
Milestones Captured
Successful Board Review
Diversity Awards
Audits and Compliance
–
–
–
No Audits
Compliance Needs Met
Outreach Complete
29
Questions?
Lissiah Hundley
Executive Director, Diversity & Inclusion
Lissiah.Hundley@Cox.com or Tweet @LTHundley
30
From Alignment to Accountability
Using Councils to Connect D&I to our Business and Community
A global company with a
Unique Structure
A global company that is
Constantly Evolving
~2.5M in sales
Move to Plano
ONE Toyota
Our D&I strategy is
Best-in-Class
Diversity and inclusion support all aspects of
our business—our customers, employees,
dealers, suppliers and the societies we operate
in—to build on our reputation of excellence and
to cultivate our growth in a changing
marketplace.
By 2020 we will have a
best-in-class approach to
diversity & inclusion
that makes us…
By 2020 we will have a
best-in-class approach to
diversity & inclusion
that makes us…
By 2020 we will have a
best-in-class approach to
diversity & inclusion
that makes us…
By 2020 we will have a
best-in-class approach to
diversity & inclusion
that makes us…
By 2020 we will have a
best-in-class approach to
diversity & inclusion
that makes us…
By 2020 we will have a
best-in-class approach to
diversity & inclusion
that makes us…
The North American Diversity &
Inclusion Alliance (NADIA)
aligns our D&I strategy
to both our business and community
| NADIA FACILITATES ALIGNMENT
• Keeps D&I aligned with the needs of our business
• Drives buy-in across a complex organization
• Establishes common KPI’s
• Shares best practices
• Has powerful networks with which to gain
insight and disseminate information
Working Together
North American D&I Alliance
| NADIA LINKS D&I TO OUR BUSINESS
Help develop
D&I Strategy
Set Expectations
for affiliates (divisions)
Execute Strategy
within their units
Champion
D&I initiatives
| NADIA WORKS INTERNALLY BY
1 Facilitating communication across our unique structure
2 Prioritizing common work
3 Establishing KPIs
4 Sharing best practices
Part of NADIA is our
Diversity Advisory Board (DAB)
| DAB LINKS D&I TO OUR COMMUNITY
• Established 13 years ago
• Outside board of prominent, widely respected
individuals
• Provide an objective sounding board for our strategy
• Advocate for Toyota D&I in the broader community
| DAB WORKS EXTERNALLY BY
ADVISING
on our strategy
ADVOCATING
for our brand
ACCOUNTING
for our performance
Our council is key to
D&I’s Success
| D&I Success KEY TAKEAWAYS
• Business alignment is fundamental
• Our council helps us link our D&I strategy to our
business and community
• Internally, it helps us achieve cross-affiliate engagement
and accountability
• We leverage an external council to link our D&I strategy
to our community
Going Places Together
62
2014 Web Seminar Schedule
•
•
•
•
•
•
September 16 – Mentoring and Sponsorship
September 18 – Hispanic Heritage Month Cultural Competence
October 7 – Disability Awareness Cultural Competence
October 14 – Supplier Diversity
November 4 – Diversity Metrics
November 7 – Veterans Cultural Competence
Please contact customer service at webseminars@diversityinc.com
© DiversityInc. Reproduction Prohibited.
63
Thank You for Attending the Web Seminar
• You will receive a follow-up e-mail from us
containing the link to download this presentation
for future reference
• The presentation will be available approximately
72 hours after this event
• Questions? Call (973) 494-0506
© DiversityInc. Reproduction Prohibited.