diversity and inclusion fatigue: transforming your diversity initiative into a strategic innovation...
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Diversity and Inclusion Fatigue: Transforming your diversity initiative into a strategic innovation approach Organizations need to refresh, and sometimes, reinvent their diversity initiatives. A successful diversity strategy should be an innovative management and leadership approach. There is a process by which you can successfully roll out a robust and sustainable diversity initiative. Clarifying and effectively mapping your direction will save you and your organization time and resources. This process includes understanding specific diversity challenges that are tied to the business goals of the organization. Often companies start with external recruiting, employee resource groups, and other sources that may not yield maximum results. What does success mean to your organization and how can your initiatives contribute to this greater purpose? In this seminar, top diversity and inclusion leaders share ways to drive a sound message, implement best practices, and integrate diversity strategies into the bigger organizational picture. These strategies will increase talent acquisition, enhance performance, and strengthen leadership skills. Learning Outcomes: Increase leadership effectiveness in areas of Diversity and Inclusion At the end of this seminar, participants will be able to: a) Explore strategic approaches to increase diversity and inclusion effectiveness b) Examine ways to refresh and assess current diversity strategies c) Examine talent acquisition, performance, and leadership tools and techniquesTRANSCRIPT
DIVERSITY AND INCLUSION FATIGUE:
TRANSFORMING YOUR DIVERSITY INITIATIVE INTO A STRATEGIC INNOVATION APPROACH
Dr. Vernon Ross, Jr., Lockheed Martin Company
Dr. Paul Tchounwou, Jackson State University
Ms Shanna Travis, US Department of Treasury
Learning Outcome
Increase Leadership Effectiveness in the Areas of DiversityInclusion
Transforming Diversity Initiatives
Elements of Strategic Innovative ApproachDiversity & Inclusion CouncilDiversity & Inclusion FrameworkD&I Strategy and Key Business ObjectivesFocus AreasLeadership Commitment and ParticipationCommunicationsDemonstrated Results
Diversity & Inclusion Council
Nancy Woytek HR D&I Council
Site Diversity & Inclusion (D&I) Leads
ElaineMayfield
Baltimore
Rich LockwoodMST D&I Executive
Champion
Jeanette Hensell
Clearwater
Tessa Anodide
Moorestown
Hernando Nieto
Palm Beach
Keila GonzalezMarion
ShariSterlingOwego
Molly Corley
Syracuse
Jeanine YaichukSan Diego
Pierre Cannon
Manassas
Nicole CastroAkron
Sue HeislerMST D&I/EOP Sr Mgr
Advisory Team
Cory WeathersOrlando
Dani DeeringLegal
Marcia Beach-MalinowskiCommunications
Lisa Gross Ethics
Gary Harrer Supplier Diversity
Chester KennedyMST Sustainability
D&I Exec Lead
MST IntegrationJim Craig
Focus Area Exec Sponsor
Talent PipelineMelonie Parker-Washington
Focus Area Exec Sponsor
Talent Development & Recognition
Kris SiegmundtFocus Area Exec Sponsor
Focus Areas
John Martinez
Small Sites
Scott Butcher
Fort Worth
Grier Meassick HR ERG/EN POC
Diversity & Inclusion Framework
Diversity & Inclusion Framework Example
PreferenceBuild and sustain an environment where all
employees are embraced and valued for who they are so that they reach their full potential
to enable your company to provide …..
Recruit, develop, retain high performing, talented,
engaged employees with diverse backgrounds and
perspectives.
Educate, promote, and communicate designed to
foster an inclusive, engaging, culture and environment.
Recognized as the preferred brand in the market you serve by building valued
relationships with diverse customers, suppliers,
colleges, universities, etc.
Workforce Workplace Marketplace
Culture and Core Values
D&I Strategy and Key Business Objectives
A diversity and inclusion strategy is most effective and sustainable when it: Aligns with and help achieve key business
strategies and plans. Maintains full active support and engagement of
the CEO and Senior Executive Leadership Recognizes the organization’s culture,
readiness, and capacity for change.
Focus Areas
The Important of Framework Pillars: WORKFORCE
Efforts to recruit, retain and develop high performing, talented and engaged associates with diverse backgrounds and perspectives signals your belief that each individual is critical to the success of our business as a whole.
WORKPLACE Acquiring the skills to work together as a diverse team and to better serve
your global customers is tied to your ability to educate, advocate and communicate in order to foster an inclusive, engaging culture and work environment.
MARKETPLACE Creating a diverse workforce will allow your organization to not only mirror
the communities it serve, but to become the preferred brand by building valued partnerships with diverse customers, suppliers and universities.
Leadership Commitment and ParticipationAn Example from Lockheed Martin
Three New Leadership Forums Expand Opportunities in 2012
• Lockheed Martin’s Executive Diversity Council approved three new Leadership Forums and executive sponsors,
strengthening the Corporation’s commitment to diversity, inclusion and professional development. They are the Lesbian, Gay, Bisexual and Transgender (LGBT), Military/Veterans, and People with Disabilities forums.
• Leadership Forums are corporate-sponsored events that offer opportunities for eligible employees to network with
individuals from various levels, locations and areas of the corporation, and take advantage of mentoring and professional development activities. They were established in 2002 to promote professional development and retention.
• Executive involvement in the new forums will help foster a culture of shared values and respect.
• The three groups join Lockheed Martin’s existing forums, which include the African American Leadership Forum, Council of Asian American Leaders, Hispanic Leadership Council, and Women’s Leadership Forum.
• There are other ways employees can get involved in areas that matter to them. Employee Resource Groups (ERG) align
to leadership forums within business areas and are open to all levels of employees throughout the corporation. Employee Networks (EN), also open to all levels, help employees with common interests join together, providing a channel to share ideas that support business objectives. Visit the ERG and EN website to learn more.
• Employees will receive information about the opportunities via LM News, LM People ads, business area communications and more. (NOTE: The Importance of Communications.)
2013-2014 External Diversity Award Winners
2014 BEYA Outstanding Achievement Awards
Anisha Anthony Rising StarBaltimore
Grace AuyeungRising Star
Moorestown
2013 Women of Color Outstanding Achievement Awards
Letia BarnesRising Star
Moorestown
Donna ChildsRising Star
Moorestown
Catherine ClintonAll-Star
Moorestown
Madiha JafriRising Star
Moorestown
Kathryn MartinezRising Star
Moorestown
Maria RiveraAll-Star
Moorestown
Craig Brown Modern Day Technology
LeaderOrlando
Ken CampbellModern Day Technology
LeaderOrlando
Tashika Hussey Modern Day Technology Leader
Manassas
Cassandra Jackson Modern Day Technology
LeaderOrlando
Matthew Brown Modern Day Technology
LeaderManassas
Carl Tinsley Modern Day Technology
LeaderManassas
Lockheed Martin’s PRIDE Employee Resource Group (ERG) 2013 Out and Equal Workplace
Summit ERG of the Year Award
2014 BEYA/STEM Special Recognition
Award Gilda Jackson
Program Management Director - Fort Worth
Boys & Girls Club of Greater Washington
Exceptional Service and Dedication
to Young PeopleMST Manassas
Lisa Callahan, VP GM Tashika Hussey
Tech Ops ATLP Senior
2013 External Diversity Awards
Anita Borg Women of Vision Asian American Engineer of the Year Award Black Engineer of the Year/STEM National Awards Black Engineer of the Year/ STEM OAA (Magazine) Careers and the disABLED Hispanic Engineer National Achievement Award Out & Equal Women in Aerospace Women of Color National Women of Color OAA (Magazine) Society of Women Engineers