Can we design a healthier food system in Kirklees? - Tony Cooke
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W4: Making Diversity and Inclusion a Way of Life
Tony CookeHR Director at Adidas
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HOW DO YOU ACTUALLY SAY ‘ADIDAS’?
Adi Dassler
Nov 1900 – Sept 1978
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• INTRODUCING WESTERN EUROPE
UK/IRE
NORDICS
BENELUX
SPAIN FRANCE
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q IT DOESN’T HAPPEN BY MAGICq MAKING IT HAPPEN
q MEASURING IF IT’S REALLY HAPPENINGq SHARING SOME OWN GOALS…
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YOUR BABY IS SOOOCUTE …
I’M ALMOST THERE
WITH RESPECT …
CONGRATULATIONS ON THE WEDDING! YOU GUYS MAKE A
GREAT COUPLE …
KEEP THIS JUST FORUS TWO …
YES OF COURSE WE’RE DIVERSE & INCLUSIVE.
WE REALLY, REALLY ARE….…
• THINGS WE SAY THAT BUT DON’T REALLY MEAN……
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BIG TICKETS ITEMS FOR HR IN 2019…..
146,000,000
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146,000,000
YOU SHOULDN’T HAVE ONE WITHOUT THE OTHER!
DIVERSITY is simply a representation of many different types of people (gender, race, ability, religion, etc)
INCLUSION is the deliberate act of welcoming diversity and creating an environment where all different kinds of people can thrive and succeed.
DIVERSITY is what you have-INCLUSION is what you do with what you have!!
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About time,
it’s the right
thing to do!
Yes, but will it make us more
profitable?
Not another needless project
from HR
What does it
really
mean?
You’ll need plausible, credible responses to ALL of these reactions
The Pragmatist... The Cynic.. The Bottom Liner..The Meticulous...
INSTINCTIVE REACTIONS……
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Diversity creates dissent - without it we’ll get no breakthroughs or challenges
This healthy dynamic stops us getting too insular and out of touch and so we come up with a wider range of possibilities
People with different backgrounds and lifestyles naturally challenge each other
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THE EVIDENCE IS IRREFUTABLE…..
“The findings were startlingly consistent: for
companies ranking in the top quartile of executive-
board diversity, Returns On Equity (ROE) were 53%
higher, on average, than those in the bottom
quartile.”
“Companies with the most women board directors
outperformed those with the least return on sales (ROS) by
16% and return on invested capital (ROIC) by 26%.”
“When Deloitte modelled the relationship between diversity and
inclusion and business performance, we identified an ‘uplift’ of 80%
when both conditions were high... when there is high diversity and
low inclusion, or low diversity and high inclusion, the business
outcomes are never as impressive as the high diversity and high
inclusion combination.”
“We couldn’t have gone through all of the mergers and acquisitions
and continue to be successful without having a diverse workforce. It’s
important to our business strategy and it makes us more innovative
and competitive.”
“Where workforce diversity is aligned with demographics, those
employees are playing an increasingly important role in helping their
customers connect with a diverse customer base.”
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TANGIBLE BENEFITS FOR OUR BUSINESS?
BETTER FINANCIAL PERFORMANCE
BETTER REPUTATION (INTERNAL & EXTERNAL)
BETTER CUSTOMER RELATIONSHIPS & MARKET SHARE
BETTER INNOVATION & GROUP PERFORMANCE
BETTER & BROADER TALENT
Think about your business strategies. New markets, products, competitors:Wouldn’t you have a better chance if all of this stuff was in place?
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TO BE THE BEST SPORTS COMPANY
1INNOVATION
2CREATIVITY
3DIVERSE PERSPECTIVES
4DIVERSE TOP
TALENT
5
IF THIS IS OUR AMBITION, TO BE THE BEST SPORTS COMPANY IN THE WORLD, WE NEED
TO INNOVATE…
TO BE INNOVATIVE, WE NEED ALL TEAMS
TO BRING CREATIVITY TO
EVERYTHING WE DO…
TO BE CREATIVE AND FIND THE
BEST SOLUTIONS, WE NEED TO
BRING DIVERSE PERSPECTIVES TO
THE TABLE…
TO BRING DIVERSITY OF THOUGHT &
DIVERSE PERSPECTIVES FOR
THE BEST SOLUTIONS, WE
NEED TOP DIVERSE TALENT…
DIVERSE TOP TALENT WILL
HELP US TO BE THE BEST WE
CAN BE IN EVERYTHING WE NEED TO BE THE
BEST IN.
PURPOSE
Where’s your compelling ‘story’ to inspire the people?
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WORKPLACE INCLUSION – foster a culture that encourages collaboration, flexibility and fairness to enable all employees to contribute to their potential and increase retention
WORKFORCE DIVERSITY – recruit from a diverse, qualified group of candidates to increase diversity of thinking and perspective
SUSTAINABILITY AND ACCOUNTABILITY – identify and breakdown systemic barriers to full inclusion by embedding diversity and inclusion in policies and practices and equipping leaders with the ability to manage diversity and be accountable for the results
Normally, 3 good objectives are enough!
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WORKFORCE DIVERSITY – recruit from a diverse, qualified group of candidates to increase diversity of thinking and perspective
WHAT DOES YOUR
EMPLOYER BRANDING SAY ABOUT YOU?
SAYING HE/SHE IS A ‘PERFECT FIT’ JUST GETS
YOU THE SAME!
ASSESS WHERE/WHY CANDIDATES
‘FALL OFF THE TRAIN’
GET OUT AND SPREAD YOUR
STORYPARTNER WITH
SPECIALIST ORGANISATIONS
ENCOURAGE EMPLOYEE REFERRALS
REVIEW WHERE YOU’RE
SEARCHING FOR TALENT
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WORKPLACE INCLUSION – foster a culture that encourages collaboration, flexibility and fairness to enable all employees to contribute to their potential and increase retention
ENCOURAGEEMPLOYEE ADVOCACY
GROUPS
MAKE SURE THE SENIORS ARE
‘ALL IN’…..INVEST IN
TRAINING….GET THE ‘ON
BOARDING’ BIT RIGHT
TELL CUSTOMERS &
PARTNERS WHAT WE
STAND FOR....
BUT DON’T STOP THERE!!
DON’T FORGET DIFFERENT
GENERATIONS, AND PERSONALITIES
DOES THE LOOK & FEEL OF YOUR OFFICES HELP?
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SUSTAINABILITY & ACCOUNTABILITY – identify and breakdown systemic barriers to full inclusion by embedding diversity and inclusion in policies and practices and equipping leaders with the ability to manage diversity and be accountable for the results
ENSURE ADVOCACY
GROUPS HAVE CREDIBILITY
AND GRAVITAS
DO A FULL ‘DE-CLUTTER’ ON
YOUR POLICIES….
GIVE THE SENIORS SOME
REALMEASURES
ASK EMPLOYEES TO HELP US
WITH POLICY MAKING
ARE WE STRUGGLINGANYWHERE?
BRING INSPIRING
SPEAKERS IN TO TALK TO YOUR
PEOPLE
CREATE MEANINGFUL MENTORING
OPPORTUNITIES
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The Pragmatist...The Cynic.. The Bottom Liner..The Meticulous...
Have you done enough to get these guys on board?Ask them what contributions they could be making?
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1.Employees overall, by function, seniority and tenure (cut by demographics)
2.Employment status (i.e., full-time, part-time, contractor) (cut by demographics)
3.Management and leadership (cut by demographics)
4.Salary (cut by demographics) – Raises and bonuses (cut by demographics)
5.Board of directors (cut by demographics)
6.Candidate pools and hiring funnels, by role (cut by demographics)
7.Voluntary and involuntary attrition rates (cut by demographics)
8.Promotion rates (cut by demographics)
9.Formal and informal complaints (cut by demographics)
10.Complaint resolution status (cut by demographics)
Your ‘Meticulous’ and Bottom Liners’ in the Management Teamwill be looking for these with a beady eye!!
Go out and ask people how you’re doing. Survey them, publish the results
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9 POTENTIAL OWN GOALS TO AVOID..
1. Not having a business case for D&I
2. Not having Seniors ‘ALL IN’
3. Not having a good, inspirational plan
4. Making assumptions
5. Not investing in training
6. Allowing it to slip down the agenda
7. Unknowingly offending
8. Not talking about it
9. Not measuring what we’re trying to do
These are all real examples – keep your own goals to a minimum!
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LET’S CELEBRATES PEOPLES UNIQUENESS BECAUSE THE PEOPLE WHO MIND DON’T MATTER
AND THE PEOPLE WHO MATTER DON’T MIND…
BEFORE I GO, ONE LAST THOUGHT….
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THANKS FOR LISTENING*
ENJOY THE REST OF YOUR CONFERENCE
*Liverpudlian to English translations available upon request