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September 2, 2020

The Changing Landscape of our Workforce

ROI of Diversity and Inclusion

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Ed O’Boyle – Global Practice Leader

Ed serves as Gallup’s Global Practice Leader. He oversees the research and innovation efforts of Gallup’s Workplace and Marketplace Practices. He is responsible for using Gallup’s leading-edge science and discoveries as a guide to drive impact and performance of Gallup’s clients. Ed was instrumental in developing the company’s Culture and B2B frameworks, which have generated increases in performance through customer engagement and impact. He also works as an executive advisor to several Gallup clients.

Sandra Quince – Global Diversity & Inclusion Executive, Senior Vice President Market President Human Resources Partner, Oklahoma

Sandra Quince is a Diversity & Inclusion executive responsible for the Global Diversity & Inclusion Council (GDIC). In this role, she supports the CEO and Chief Diversity & Inclusion Officer in delivering the Bank’s global D&I strategy. Sandra’s work with the GDIC is focused on growing the diverse representation of the workforce, promoting an inclusive workplace where all employees have the opportunity to achieve their goals and meet the needs of customers. Sandra also leads diversity for Global Human Resources, an organization of over 2500 employees.

Andrea Albright – Managing Director, Senior Treasury ManagerGlobal Transaction Banking, Global Banking and Markets

Andrea Garcia Albright is a Managing Director and Senior Treasury Manager in Global Transaction Services at Bank of America. Based in Dallas, she is responsible for managing a team of Treasury Advisors, delivering working capital and cash management solutions to businesses within the Middle Market Banking line of business. In her 20 year tenure with Bank of America, Andrea has been an active champion of diversity and leadership at the firm and in the community.

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Discussion Topics

Introductions 1Diversity and Inclusion Defined2The Business Imperative3Best Practices for Promoting D&I4Q & A5

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Diversity and Inclusion Defined

Three fundamental requirements for creating inclusive environments 1

Are treated with respect from teammates and leaders

Do what's right, promoting and fostering a culture of inclusivity and trust

Leaders

Managers

Value employees for their strengths, individuality and perspective

Employees

Its not enough to have diverse teams, an inclusive culture is essential to creating a competitive advantage and maximizing employee productivity.

1 Gallup, Inc.

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The Business Imperative

Reasons to Focus on Diversity & Inclusion

1. Proven return on investment – companies with diverse and inclusive environments are proven to outperform their peers

2. Client satisfaction – client satisfaction is greater in firms who develop intentional diversity and inclusion programs, as a more diverse workforce mirrors the communities they serve, leading to products and services that meet the needs of those in their communities

3. Employee satisfaction and engagement –companies who foster diverse and inclusive environments, environments where employees feel valued, respected and can bring their whole selves to work, have higher employee satisfaction scores

4. Innovation – diversity and inclusion promotes creativity, innovation and spurs different ideas and perspectives

14% OF U.S.

WORKERS REPORT THAT THEY HAVE

FELT DISCRIMINATED

AGAINST AT WORK 2

85% OF

EMPLOYEES ARE NOT ENGAGED OR

ACTIVELY DISENGAGED AT

WORK 1

45% OF U.S.

WORKERS REPORT THAT THEY HAVE

EXPERIENCED SOME FORM OF

DISCRIMINATION IN PAST 12 MONTHS 2

1 Gallup State of the Global Workplace Report 2017

2 Gallup Panel Study or Working Adults and Gallup’s State of the American Workplace

3 Gallup Diversity of Generations

3 in 10 U.S.

EMPLOYEES STRONGLY AGREE

THAT THEIR OPINIONS COUNT

AT WORK 1

E

MILLENNIALSMORE DIVERSE THAN PRIOR GENERATIONS

– NEARLY HALF IDENTIFY AS NON

WHITE 3

75% OF THE US

WORKFORCE BY 2025 = MILLENNIAL

& GENERATION Z

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Diversity and Inclusion Best Practices

BEST PRACTICESBuild your D&I Roadmap

Lead with Data

Training and Awareness

OBJECTIVES

Recruiting, Promoting & Retaining

1. Create D&I goals, identify D&I metrics and create D&I Dashboard2. Implement training routines, develop hiring and retention programs &

cascade/share goals with all employees3. Establish governance and accountability programs, track progress

1. Consider employee networks & leverage recognition programs2. Mandate unconscious bias training at manager levels3. Encourage Courageous Conversations

1. Intentional about recruiting – align hiring practices to D&I goals2. Develop and sponsor career development and skills training programs3. Establish mentoring programs that align with D&I goals

Track, Measure & Inspect1. Establish governance committee driving accountability2. Review and adjust HR policies often3. Analyze business impact of driving D&I in the organization

1. Determine information senior leaders need to see2. Consider what information managers need to coach3. Identify information that should be shared with everyone

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