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New Leaders/ New Groups Track: Structure a Business Plan that Measures your ERG's Effectiveness. Moderator: Brian Sorge / Managing Director / Jennifer Brown ConsultingPresenters: Chuck Stephens / Senior Associate, Diversity
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1. Thank You, Sponsor!
2. New Leaders/ New Groups Track: Structure a Business Plan that Measures your ERG’s Effectiveness Moderator:
Brian Sorge / Managing Director / Jennifer Brown Consulting
Presenters:
Chuck Stephens / Senior Associate, Diversity & Inclusion / Booz Allen Hamilton
Stephan Klaschka / Director, Head of Clinical Applications Support & Co-Chair, NxGen ERG/ Boehringer Ingelheim Pharmaceuticals
3. ERGs are developed based on the specific and many time current needs of a certain sub-group of an employee population – at least to start out. When we consider the various needs and subsequent strategies that tend to evolve with most ERGs, they fall into a couple of key areas.
Two key areas of focus tend to be:
related to employee support and engagement, and
those activities that can have a direct impact of on the organizational goals and objectives…for many, these are the business needs.
This duality tends to mirror the general needs that we have experienced from D&I in general.
We are continually looking to balance the need to have diversity and the need to fully leverage that diversity through inclusion….when we have too much of one or the other or too little…the overall goals of increased performance…effectiveness is compromised.
When developing a robust ERG strategy, we have all heard of the need to connect to and link with the org./bus. objectives. First identify the company’s overall D+I strategy. What does it encompass? Who are the key players – HR; Recruitment; Business Units?
Next, look at overarching ERG goals and objectives across all ERGs. Fully understanding the current activities, needs and direction of existing ERGs is critical.
From there, you are poised to develop an ERG strategy based on your specific needs – balanced both with employee and business objectives. These objectives are also aligned with your previously identified D+I and the cross-ERG strategy. At this point, you can align your ERG to BOTH group needs and business needs. – Don’t be afraid to incrementally push the D&I agenda for the organization.
Although top-down support, best practices show organic bottom-up motivated change can be very effective to overcome the emotional barriers that accompany D&IERGs are developed based on the specific and many time current needs of a certain sub-group of an employee population – at least to start out. When we consider the various needs and subsequent strategies that tend to evolve with most ERGs, they fall into a couple of key areas.
Two key areas of focus tend to be:
related to employee support and engagement, and
those activities that can have a direct impact of on the organizational goals and objectives…for many, these are the business needs.
This duality tends to mirror the general needs that we have experienced from D&I in general.
We are continually looking to balance the need to have diversity and the need to fully leverage that diversity through inclusion….when we have too much of one or the other or too little…the overall goals of increased performance…effectiveness is compromised.
When developing a robust ERG strategy, we have all heard of the need to connect to and link with the org./bus. objectives. First identify the company’s overall D+I strategy. What does it encompass? Who are the key players – HR; Recruitment; Business Units?
Next, look at overarching ERG goals and objectives across all ERGs. Fully understanding the current activities, needs and direction of existing ERGs is critical.
From there, you are poised to develop an ERG strategy based on your specific needs – balanced both with employee and business objectives. These objectives are also aligned with your previously identified D+I and the cross-ERG strategy. At this point, you can align your ERG to BOTH group needs and business needs. – Don’t be afraid to incrementally push the D&I agenda for the organization.
Although top-down support, best practices show organic bottom-up motivated change can be very effective to overcome the emotional barriers that accompany D&I
4. Defining ERG Effectiveness
Level 1: Activity-Based
Level 2: Isolated Goals Identified and Achieved
Level 3: Change Occurs
Level 4: Business Impacts Identified and Achieved
Level 5: ROI is Demonstrated
Level – 1 Activity Based – Can be number of events, counting attendance, etc.
Level 2: Isolated Goals Identified and Achieved – for activities, attendees have key take-always, feedback is positive, awareness is increased, etc.
Level 3: Change Occurs – More global goals and objectives are identified and achieved, e.g. increase in diverse population recruiting activities - Identified organizational changes occur: increased awareness is measured
Level 4: Business Impacts Identified and Achieved – Increase in market share, increase in retention of diverse employees, (in all employees)
Level 5: ROI – ERG investment is demonstrated as responsible for business impacts
Level – 1 Activity Based – Can be number of events, counting attendance, etc.
Level 2: Isolated Goals Identified and Achieved – for activities, attendees have key take-always, feedback is positive, awareness is increased, etc.
Level 3: Change Occurs – More global goals and objectives are identified and achieved, e.g. increase in diverse population recruiting activities - Identified organizational changes occur: increased awareness is measured
Level 4: Business Impacts Identified and Achieved – Increase in market share, increase in retention of diverse employees, (in all employees)
Level 5: ROI – ERG investment is demonstrated as responsible for business impacts
5. There are different ways to measure the effectiveness and success of different types of activities, events, programs and business engagement opportunities.
Different organizations tend to focus on different things – but there is a wealth of opportunity for business engagement and measuring ERG progress.There are different ways to measure the effectiveness and success of different types of activities, events, programs and business engagement opportunities.
Different organizations tend to focus on different things – but there is a wealth of opportunity for business engagement and measuring ERG progress.
6. Identifying a Strategy Framework or Structure
Focus on incremental development vs. current and future state
Five-level maturity models have demonstrated success
Link to and/or mirror existing organizational models
Important to distinguish ERG organizational capabilities from ERG Leader and Sponsor capabilities
Look to identify strategic business goals and objectives that align with ERG developmental phases
7. Discuss Framework…identify real examples in the room, demonstrate the linkage of strategy and actions to movement to next level of development to achieve strategic goals and objectives.
1. Helps reduce stand-alone activities that may not support overall ERG goals and objectives (Mission/Vision, etc.)
2. Drives the need to identify overall goals and objectives for activities, providing greater focus and increased quality
3. Can demonstrate transparency for ERGs, process, goals, current state or stage, etc.Discuss Framework…identify real examples in the room, demonstrate the linkage of strategy and actions to movement to next level of development to achieve strategic goals and objectives.
1. Helps reduce stand-alone activities that may not support overall ERG goals and objectives (Mission/Vision, etc.)
2. Drives the need to identify overall goals and objectives for activities, providing greater focus and increased quality
3. Can demonstrate transparency for ERGs, process, goals, current state or stage, etc.
9. Human Pharmaceuticals and Animal Health
Founded 1885 in Ingelheim, Germany
125-year old global company committed to improving the lives of patients and their families
Boehringer Ingelheim Corporation: 41,500 employees worldwide
Operating with 142 affiliated companies in 50 countries
Net sales U.S. 17.7 billion dollars in 2009
Products marketed in some 152 countries
10. NxGen ERG Office of Diversity, Inclusion & Engagement governs all seven ERGs
Provides framework, executive sponsors, basic funding
ERGs are employee driven, ‘grass-roots’
Next Generation at the workplace (NxGen)
Focusing on understanding and leveraging generational dimensions
Includes all employees
NxGen has 260+ ‘followers’ to date
Achieve ERG goals through project (7 active to date)
Read the NxGen case study in NALC Handbook!
11. Steps to NxGen Establish a business case for having the ERG
Seek executive stakeholders for support and funding
Develop a project strategy for the ERG
Build a project portfolio and develop a project pipeline
Projects as business cases aligned with business strategy
Measurable results and professional project management
Communicate openly and transparently
“What’s in it for me?” – member, recruit, sponsor, ERGs
Build trust and dare to reach out unconventionally [1]
Allow for errors, learn from them and have fun! ?
12. How do we do?
Stakeholder Testimonial
“The consistent support, positive attitude, and time that you and your colleagues dedicate to projects such as the (XYZ) initiative, are not only appreciated, but will contribute to a new era of collaboration and community development within Boehringer Ingelheim”
John Yonsky, Associate Director, Online and Internal Communications
13. “If you want to build a ship,
don't drum up people to collect wood and don't assign them tasks and work, but
rather teach them to long for theendless immensity of the sea.”
- Antoine De Saint-Exupery
14. How to start? Build business case ? get executive buy-in!
Work with company governance body (if exists)
Convince by addressing key questions:
How can NxGen help the company understand the needs of different workplace generations?
How does NxGen help the businesses of BI? (external focus ? marketplace)
How can NxGen ERG help increase productivity? (internal focus ? workplace)
What is needed for ERG to feel engaged, valued?
15. Project Strategy Professional project management
Measurable results build credibility ? pipeline
Business manager as project sponsor ? $$
Focus on a few projects with
High need in the organization ? meaningful
High visibility, fast completion ? impact
ERG as sounding board for management
Build a strong support base (“followers”)
Transparent and open communication
16. BACKUP SLIDES
17. Office of Diversity, Inclusion&Engagement: Organizational Structure
18. How we’re doing: The ODI&E
19. ERG Governance Governed by the HR Office of Diversity, Inclusion& Engagement
Nancy Di Dia, Chief Diversity Officer
Part of the company's diversity and business strategy
Follow clear set of rules for ERGs
Have an executive sponsor
Receive company funding
20. What is needed for an ERG?
Around intrinsic diversity dimensions
Support diversity, inclusion, business objectives
Promote networking, mentoring, coaching, community outreach
Inclusive
Open to all employees; can’t oppose other ERG
Transparent
No political or lobbying activities, no hidden agendas
Compliant
Abide company policies and procedures ERG ground rules (from: Criteria to Form an Employee Resource Group (WebBI, 03Apr2009)(from: Criteria to Form an Employee Resource Group (WebBI, 03Apr2009)
21. Why a “Gen” ERG? Demography changes society and the workplace
Four generations work together in different ways
Communication, networking, collaboration, expectations
Increasingly distributed workforce
Results-oriented, virtual, rely on technology
Prevent the baby-boomer “brain-drain”
GenY outnumbers GenX by 50%
Make a change, involved in decision-making
22. Demographic Change
23. NxGen Mission Next Generation at the Workplace ERG leverages generational differences and similarities for professional growth opportunities and inclusion within Boehringer Ingelheim’s workplace and marketplace.
NxGen is inclusive to all employees
24. NxGen Overview Kick-off event in October 2009
NxGen ‘followers’ to date: 260+
Organization
Chair, two co-chairs, executive sponsor
Core team of 12 meets monthly as an open forum to set strategy and coordinate project teams
Focus on projects as business cases
ERG goals in an annual business plan
Active projects to date: 7
25. Project Portfolio Build portfolio and develop a project pipeline
Align projects with the business strategy
Such as Financial, Operational, People, Marketplace excellence
Project mix to attracts different personalities and interests
Communicate benefits
Make it a win/win for company and employee
Recruit active staff to execute projects!
26. Aligned Portfolio
27. Project Initiation Build a business case
Demonstrate business need with success metrics
Appoint a passionate project manager
Guide with a framework of questions
Provide guidance and support
Distinguish “novelty” from true “innovation”
Work with sponsor to prepare organization
Establish regular report to core team
Delegate and don’t take the work back
28. Project Outline
29. “ABCD” Reports