powerpoint presentation... 2014 erg transformation from engagement and awareness to integration and...

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2014

Round III: Driving Business Results

Track A: Emerging ERG Leaders: Developing a Strategic Plan Linked to Business Objectives

Facilitator/Presenter: Monica Villalta, American Institutes for Research Presenters: Marcela Aldaz-Matos, MassMutual Financial Group Stephen Reed, CapGemini Keni Thacker, JWT New York


2014

Monica Villalta Director, Diversity and Inclusion American Institutes for Research




2014

“If you don't know where you are going, any road will get you there” Lewis Carroll


2014

“If you don't know where you are going, you might end up somewhere else” Yogi Berra


2014


2014 STRATEGIC ALIGNMENT


2014

Do your homework

Vision

Mission

Organizational Strategy

D&I Strategy


2014

Build/Review your plan

Vision Mission

Overall Strategy

D&I Strategy ERG Charter - Business Plan - Goals - Objectives


2014 Maximize your Executive Sponsors


2014 Ensure alignment

Use tools


2014


2014 ERG Work Plan Template

STRATEGY #: The five year objectives, annual objectives and activities must align with the program strategy.

FIVE YEAR PROJECT PERIOD OBJECTIVE

A five year objective that the program plans to meet by the end of the project period. The objective must be Specific, Measurable, Achievable, Realistic, and Time-bound (S.M.A.R.T.).

ANNUAL OBJECTIVE S.M.A.R.T. objective that the program anticipates completing by the end of the YEAR. Objectives may be process, output or outcome related.

PILLAR of D&I STRATEGY

List the appropriate Pillar of the Diversity and Inclusion strategy.

☐ Pillar 1: Human Capital and Work

Environment

☐ Pillar 2: Delivery of Culturally Competent

Services and Products

☐ Pillar 3: Our D&I Brand, Identity and Reputation

☐ Pillar 4: Sustainability and Growth

☐Cross-cutting Issue – Applies to All Pillars

SETTING: Specific context or environment in which the program will implement the strategy.

Select all that apply:

☐ DC

☐ Chicago

☐ San Mateo

☐

☐

☒

☐ Remote

☒ Other (specify) Click here to enter text.

PERFORMANCE MEASURES

Performance Measure Required measures used for ongoing monitoring and reporting of program accomplishments or progress toward reaching program objectives or outcomes. The performance measures may be process or outcome..

Data Elements Specific data, criteria or information needed to establish whether a performance measure has been met.

SUSTAINED EFFORT & SUSTAINED IMPACT TOWARDS STRATEGY:

A description of how the ERG plans to ensure that the work is sustainable.

Reportable Milestone/ Progress Activities:

Activity Description Timeline: Start Quarter – End Quarter

Lead Personnel Assigned Key Contributing Partners

Key events which are specific, measurable and sufficient in quantity such that their completion should lead to the accomplishment of the annual objective.

The timeframe for which Milestone/ Progress Activities will be initiated and completed. The timeframe should be on a quarterly basis.

Person with responsibility for ensuring the completion of the Milestone/ Progress Activity.

Individual or group who will play a significant role in accomplishing the Milestone/Progress Activity.

Source: CDC http://www.cdc.gov/healthyyouth/evaluation/tutorials.htm


2014 Be S.M.A.R.T.

measure & report


2014

BE CREATIVE


2014

Exercise Leadership


2014 Presenters

http://www.diversitybestpractices.com/person/marcela-aldaz-matos http://www.diversitybestpractices.com/person/keni-thacker

http://www.diversitybestpractices.com/person/stephen-reed http://www.diversitybestpractices.com/person/monica-l-villalta-mph


2014

Monica Villalta Director, Diversity and Inclusion American Institutes for Research




2014

Marcela Aldaz-Matos Director, Diversity and Inclusion

MassMutual Financial Group




2014 About MassMutual

Founded in 1851, Massachusetts Mutual Life Insurance Company (MassMutual) is a Fortune 100 company that has grown and prospered based in part on the simple notion that together is better

• $639B AUM in 2013

• DiversityInc. 25 Noteworthy Companies & #3 for LGBT

• Top 50 Company for Female Executives (NAFE)


2014 About MassMutual


2014 Diversity & Inclusion Pillars

3

Marketplace

• Brand/Reputation

• Customers

• Community

• Segment Marketing

• Strategic Relationships

• Suppliers

Sales Force

• Career Agency System

• Recruitment

• Retention

• Leadership Development

Workforce

• Home Office

• Recruitment

• Retention

• Development

Workplace

• Environment

• Inclusion

• Engagement

• Employee Resource Groups

• Work/Life


2014 Employee Resource Groups Company-sponsored, employee-led groups aligned with and supportive

of MassMutual’s strategic business goals

Each ERG is stewarded by an Executive Sponsor selected from top leadership ranks of MassMutual


2014 ERG Transformation From engagement and awareness to integration and alignment

Focus on key strategic initiatives and corresponding measurable goals

Began generating greater business value, promoting growth and innovation

From activities-based to outcomes-based Maturity baseline established to focus on data-driven outcomes

From ERGs to BERGs (Business Employee Resource Groups) Began transition with business planning process this year


2014 ERG Strategic Alignment

Voice of the Customer

Business Planning

Environment for Success

Results


2014

• Results of a survey served to guide ERGs as they developed their business plans

• 3 phase process: 1. Assessment Phase

•Assessment and analysis

•Current state performance

2. Planning Phase

•Review recommendations for improved performance

• Incorporate into business plans

• Interactive review process

3. Rollout Phase

• Implement action plans

•ERG leaders report on business plan progress quarterly:

•ERG members

•Executive Sponsor

•HR/D&I

Voice of the Customer


2014

Incorporated strategies to address areas of opportunity into 2014 business plans:

Common theme that binds all efforts in one direction: Every ERG specifically demonstrates the “ABC” (Alignment, Business impact, Collaboration) of D&I for MassMutual

2-4 priorities mapped to a D&I strategic pillar Each strategic priority includes quantifiable goals

Shared tools: Business plan template

Scorecard with quantitative goals

Business Planning


2014

Onboarding sessions for ERG Leaders

Revamped PEP Team Objective

Revamped ERG Guidelines & Community Responsibility Guidelines

Alignment with Executive Sponsors

Integrated ERG data to measure growth & companywide impact

D&I ERG liaison model

Periodic meetings with ERG Leaders (all and role-specific)

Environment for Success


2014

18% membership growth between Q1 and Q2

D&I and Recruiting began collaboration to build a pipeline of future leaders and improve our retention process

ALMMA ERG selected as “Top 5 ERG of the Year” by Latina Style Magazine

ERG operations/processes streamlined, creating consistency and integration

ERG pilot chapter established in Phoenix

Greater collaboration and integration among the ERGs

Results


2014

Marcela Aldaz-Matos Director, Diversity and Inclusion

MassMutual Financial Group




2014

Stephen Reed Senior Consultant

CapGemini




2014

Stephen Reed Millennial Innovation Council (MIC)


2014 Global Capgemini

2013 | 131,000 Example Clients


2014 Millennial Innovation Council Strengthening cross-generational collaboration and increasing innovation in the way we do business

GROUP

SBU

BU GENERATION

SECTOR

ACCOUNT


2014 Capgemini’s MIC

Developing a strategic plan linked to business objectives.

Identify the Objectives

Drive the Momentum

Gain (Mutual) Support


2014 Identify the Objectives

What matters?

Identify the Objectives > Gain (Mutual) Support > Drive the Momentum

• Increased client satisfaction

• Retention of high-margin resources

• Cost-effective pyramid structure

• High efficiency

• Growth opportunities

• Creativity and realization

Business

Members


2014 Gain (Mutual) Support

Who needs to be on-board?


•People Development: HR / Learning & Development / Recruiting

•Business Development: Sales / Marketing / Delivery / Capacity Management / Finance

•Membership: Staff to VP

Functions

Un

its


2014 Drive the Momentum

How do you ensure progress?


• Align with KPIs and objectives

• Develop a business case and pitch

• Gain stakeholder buy-in and ownership

• Provide ERG resources and support

Business as Usual

Grassroots Efforts


2014 Capgemini’s MIC

Developing a strategic plan linked to business objectives.

Identify the Objectives

Drive the Momentum

Gain (Mutual) Support


2014

Stephen Reed Senior Consultant

CapGemini




2014

Keni Thacker Executive Producer, Differenter

JWT New York




2014



Facilitator/Presenter: Monica Villalta, American Institutes for Research Presenters: Marcela Aldaz-Matos, MasMutual Financial Group Stephen Reed, CapGemini Keni Thacker, JWT New York


2014

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2014

Coming Up Next: Track A: Emerging ERG Leaders:

Developing a Strategic Plan Linked to Business Objectives Auditorium / 1Fl

Track B: ERG Program Managers: Measure the Impact the Your

Employee Network is Having on Business Goals Pres Gallery / 1Fl

Track C: Experienced ERG Leaders: ERGs=Innovation: Brand Impact,

New Products & Sales Growth in Diverse Marketplace Room 20 / 2Fl

Track D: Burning Issues Forum: What Does the FUTURE Look Like?

TRENDS for Next Generation ERGs Room 440 / 4Fl

powerpoint presentation... 2014 erg transformation from engagement and awareness to integration and...

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