Bio Cleo Ball Director of Corporate Training and Diversity Save-A-Lot Food Stores 18 years with SAL...
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Transcript of Bio Cleo Ball Director of Corporate Training and Diversity Save-A-Lot Food Stores 18 years with SAL...
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Bio
• Cleo Ball
• Director of Corporate Training and Diversity
• Save-A-Lot Food Stores
• 18 years with SAL
• 31 total years in the Grocery industry
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Who We Are
• Leading Hard Discount Grocery
• Nation’s 2nd Largest Chain
• 35th anniversary in 2012
• Over 1,300 Stores
• 5 Million or more Weekly Shoppers
• Up to 40% Savings Vs Conventional Store
• Over 7,000 Associates
• $4 Billion Annual Retail Sales
• Wholly owned subsidiary of SUPERVALU, Inc.
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2011 Top Grocers in U.S. Under Single Banner
4 Source: Nielson’s Trade Dimensions November 2011
0
500
1000
1500
2000
2500
30002,948
1,1911,302
1,1771,105 1,040 907
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Headquarters: Minneapolis Fiscal 2011 Revenue: $36.1 billion
Employees: 130,000 Fiscal 2011 Net Cash Flow: $1.1 billion
Retail Division: 1,102 traditional supermarkets ranging from 40,000 to 60,000 square feet, carrying more than 40,000 SKU’s per store and supported by 23 dedicated distribution centers
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Diversity at Save-A-Lot
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• Candidate A ... is Franklin D. Roosevelt • Candidate B ... is Winston Churchill • Candidate C ... is Adolph Hitler
And by the way the answer to the abortion question.....
If you said yes, you just killed Beethoven.
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Diversity Exercise
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Diversity Goal Statement• To identify strategies, consistent with the edited assortment model, that
will enable Save-A-Lot to embrace and incorporate diversity within all facets of the Company, in order to:
• Effectively recruit and retain employees and leadership, at all levels of the Company, that reflect the communities we serve;
• Attract new customers through market and product development that captures and meet the needs of the changing demographics of our nation;
• Seek and attract diverse operators into the Save-A-Lot network of licensed retailers;
• Instill diversity as a mindset and a part of our systematic business practices and processes; and
• Promote a culture of inclusion among Save-A-Lot employees, leadership, retailers and suppliers through education and awareness programs.
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Personal Agreement
• I have permission to struggle with these issues and to be open and honest about my feelings.
• I understand that it is okay to be imperfect with regard to my understanding of people who are different from me.
• I have permission to reveal ignorance and misunderstanding.
• I am a product of my culture, upbringing, environment, and experiences and “I am who I am.”
• I do not have to feel guilty about what I believe, but I do take responsibility for accepting as much information and knowledge as I can,
• challenging myself to examine my assumptions and beliefs,
• granting permission to the other members of the group to struggle with these issues and to be open and honest about their feelings, and
• agreeing to respect the confidentiality of all the personal information shared in the group.
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Iceberg Analogy
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THE LANGUAGE OF MICRO-MESSAGES
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The Language of Micro-Messages
• Objectives:– Understand the language of micro-
messaging.– Define microinequities and micro-advantages.
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Micro-Messaging
Micro-Messaging
Video #8
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Micro-Messaging
Microinequity•Messages that de-value, discourage and impair performance.•Looks, gestures, tone of voice•Feeling of devalued or invisibility.
Microadvantage• Send message of favoritism• May give slight edge to
someone.
Micro-Messaging
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Micro-Messaging
Subtle Overt
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Back at You
Video # 10
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Count the Passes!
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Which Micro-Messages Are You Sending and
Receiving?• I socialize with the same people and exclude others.• I greet certain people and not others.• I smile when I greet one person and I'm too busy on the
phone when I see another.• One person makes a comment and its not responded to.
The same comment is made by another person and it’s openly embraced as a good idea.
• When I tell my manager that I need to leave early because my child is sick, she responds with a long sigh.
• When discussing deadlines for the team, the team leader looks at his/her Blackberry during the entire discussion.
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External DimensionsGeographic Location
Appearance
ParentalStatus
MaritalStatus
WorkExperience
EducationalBackground
Religion
Work/LifeBalance
Income
PersonalHabits
RecreationHabits
Personality
Internal Dimensions
Age
PhysicalAbility
Race
GenderEthnicity
SexualOrientation
Organizational DimensionsFunctional Level/Classification
ManagementStatus
Unit/Group
WorkLocation
Seniority
Division/Dept.
Office/Field
OrganizationalAffiliation
Lee Gardenswartz and Anita Rowe: Internal and ExternalDimensions are adapted from Marilyn Loden and Judy Rosener(Workforce America! Business One Irwin, 1991)
c
Global Lead Management Consulting
TheDiversi
tyWheelFour
Layers
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Conclusion
Creating an environment where all perspectives are valued and included is a
journey not a destination.
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