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Creating Opportunities for Leadership Development

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Racing. WIR. 16 Active Members. 9 Events. Women in Ford Credit. WiFC. 40 Active Members ... Stepping Into The Future: Third Leadership Summit. PWN Goals: Growth ... – PowerPoint PPT presentation

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Title: Creating Opportunities for Leadership Development


1
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2
Creating Opportunities for Leadership Development
3
Cathy Dixon-Kheir PresidentDixon Learning
Designs LLCModerator
4
Agenda
  • Welcome
  • Todays Learning and Dialogue Process
  • Panel Discussions
  • Learning from The Ford Motor Company
  • Learning from Wachovia
  • Coaching ERN Leadership Challenges
  • Putting It Into Action

5
Experts And Coaches
Steve Larson Sr. Vice President, OD/Diversity
ConsultantWachovia
Susan Brennan Director, Manufacturing Business
OfficeProfessional Womens Network ChairFord
Motor Company
6
Leadership Development
  • Susan S. Brennan
  • Director, Manufacturing
  • Ford Motor Company
  • North America Operations

7
Background
  • Education
  • Bachelors degree in microbiology (University of
    Illinois)
  • Masters Business Administration (University of
    Nebraska)
  • Career History
  • Douglas and Lomason
  • Environmental and Safety
  • M.D. Anderson Hospital
  • Chemical and biological researcher
  • Hoesht-Celanase
  • Pharmaceutical researcher
  • Ford Motor Company
  • Edison Plant
  • Wayne Assembly
  • Director for several plants (Wixom, Michigan
    Truck, Wayne Assembly, Twin Cities Assembly Plant
  • Director of Manufacturing Business Office (2006)
  • 2006 Automotive News 100 Leading Women in the
    North America Auto Industry

8
Ford Motor Company Employee Resource Groups
Ford African Ancestry Network - FAAN Ford
Parenting Network Ford Parenting
Network Middle Eastern Community Ford Chinese
Network Professional Womens Network Diversity
and Worklife Council Ford Filipino
Network Ford Employees Dealing with DisAbility
FEDA Ford Gay, Lesbian, and Bisexual Employee
Network GLOBE Ford Hispanic Network Ford
Interfaith Network

Nurturing the growth of diverse and skilled
leaders through the use of Employee Resource
Groups in corporate America
9
History
The Professional Womens Network (PWN)
  • In 1996 Women in Finance began a corporate
    resource group.
  • In 1998, other groups expressed an interest in
    forming
  • PWN is established as an Employee Resource Group
    in 1998
  • and is now the umbrella for Women
    inAffiliates.
  • PWN serves as the window to senior management for
    the Affiliate groups

10
PWN and Women Affiliate Groups
PWN Networking GroupLaunched in Feb 06
Women ConsumerInsight TeamWCIT20 Active
Members 25 Events
Women in MfgWIM100 Active Members47 Events
Women in RacingWIR16 Active Members9 Events
Women in Product CreationWiPC125 Active
Members14 Events
Executive Board
Women in Mexico Active Members 23Events - 35
Women in Ford CreditWiFC40 Active Members24
Events
IT Women in Leadership ITWiL70 Active
Members32 Events
Women in FinanceWIF125 Active Members11 Events
Administrative Support GroupASG25 Active
Members15 Events
Women in Mktg, Sales Service WMSS20 Active
Members4 Events
11
PWN Vision
  • Our vision is to be the driving force for Ford
    Motor Company that attracts, develops and retains
    all female employees and customers,
  • making us the best place to work and the best
    place to buy.
  • PWN Goals
  • Culture
  • Growth

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PWN Goals Culture
  • Be instrumental in developing and testing actions
    that will positively impact our culture, so that
    we can more effectively attract, develop and
    retain female employees.
  • 2006 / 2007 Successes
  • Actions for retaining and developing women
  • Micro Messaging Workshop and Tool Kit
  • PWN Culture Survey
  • Leadership In Drive Series
  • Single Point Lessons
  • Retention Tool Kit for supervisors
  • Stepping Into The Future Third Leadership Summit

13
PWN Goals Growth
  • Launch PWN structure while maintaining and
    learning from PWN affiliates that are running
    well. Evolve to a process-driven Employee
    Resource Group
  • 2006 / 2007 Successes
  • Case for Change Communication Document
  • Success of PWN and Affiliates Scorecard
  • Benchmark Affiliate groups
  • Best Practices
  • Replication across groups
  • Benchmark external companies

14
Scorecard Example
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Featured 2007 Affiliate Best Practice
  • Women in Finance Survival in the Corporate World
  • Sponsored Golf for WIF
  • Three golf clinics
  • Nine Dine Golf Scramble
  • Benefits
  • Learn basic golf skills
  • Increased networking opportunities
  • Increase skills and confidence to integrate into
    other golf events

16
PWN Membership
  • Membership in PWN is open to ALL employees of
    Ford Motor Company or agency employees working at
    Ford globally
  • No official membership application required

17
PWN Website
  • Explore the PWN website for more detail
  • http//www.dearborn.ford.com/divwl/pwn/index.html

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  • A PWN Affiliate Organization
  • Overview

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PWN and Women Affiliate Groups
PWN Networking GroupLaunched in Feb 06
Women ConsumerInsight TeamWCIT20 Active
Members 25 Events
Women in MfgWIM100 Active Members55 Events
Women in RacingWIR16 Active Members9 Events
Women in Product CreationWiPC125 Active
Members14 Events
Executive Board
Women in Mexico Active Members 23Events - 35
Women in Ford CreditWiFC40 Active Members24
Events
IT Women in Leadership ITWiL70 Active
Members32 Events
Women in FinanceWIF125 Active Members11 Events
Administrative Support GroupASG25 Active
Members15 Events
Women in Mktg, Sales Service WMSS20 Active
Members4 Events
20
WIM Vision
Women In Manufacturing is a driving force for
cultural change and individual development for
women within Manufacturing, establishing Ford
Motor Company as the Employer of Choice.
21
History and Membership
  • WIM was started in 2000 as an affiliate of the
    Professional Women's Network
  • 7 years later we have an organization of over
    1400 members across North America inclusive of
    several Assembly and Powertrain Plants.

22
WIM Objectives
  • To promote change in the company that encourages
    the upward mobility of women in all areas
  • To understand and advocate change in current
    behavioral norms that inherently disadvantage
    women
  • Work to create an environment where we recognize
    and value the total person by acknowledging life
    priorities internally and personally
  • Lead by example and provide a network that shares
    experiences and solutions through communications

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Subcommittee

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  • 2006 Focus Career Development and Leadership
  • Launched Career Tune-Up Series
  • Kick-off Event with Anne Stevens and other
    panelist
  • Leadership Development Employee Profile (LDEP)
    Sessions
  • Core Skills/Competencies
  • Personal Marketing
  • Handling the Tough Issues
  • Leadership Techniques Overhaul
  • Annual Year End Event Pulling All Together
  • Katherine Legge Breaking Barriers
  • 2007 Focus Navigating Cultural Change
  • Kick-off Event with Mark Fields and other
    panelist
  • Continued Mentoring / Mentee Matching
  • Restructuring of WIM Subcommittees
  • Lunch and Learns with Senior Leadership on the
    Changing Cultures of
  • Product Design
  • Environmental

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WIM Best Practices
  • Plant Liaison Subcommittee
  • Single Point Lessons on leadership and personal
    development
  • Health Chart for Plant Liaison committee,
    replicated by PWN
  • WIM in a Box
  • Customer Driven Annual Focus
  • 2006 - Career Tune Up Series
  • 2007 - Navigating Cultural Change
  • 2008 - Change, Culture, Growth - One team, One
    plan, One goal

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  • 2006/07 WIM Challenge
  • The people that could benefit the most from WIM
    are located in the plants across North America
  • In todays resource constrained environment, we
    had to develop a process and team to be effective
    in reaching multiple people in various locations
    on a consistent basis
  • The Result
  • A WIM sub-committee was established (Plant
    Liaison) to engage the plants and to serve the
    needs of people in manufacturing environments.
  • WIM In a Box was created to help facilitate the
    start-up sustainability of affiliate WIM
    organizations at the plants.

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The Plant Liaison Sub-Committee serves to
assist manufacturing facilities with the start-up
and sustainability of affiliate WIM plant
organizations. This is a virtual sub-committee
which consists of members from all WIM
sub-committees, ensuring the plant's needs and
perspectives are included in the WIM organization
and serve as the link to the WIM sub-committees.
This sub-committee will also provide a support
structure/communication link between
plants. Susan Brennan, Director of
Manufacturing Executive Advisor Karen
Mills Chair Darlene Deane Co-chair
Goals / Mission
.Plant Liaison
Current Committee Leadership
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  • Plant Structure
  • Many Assembly Plants have a structure in place
    that supports the success of their affiliate
    group
  • Linked the WIM group into the Diversity Council
  • Support of the operating committee. At least two
    OPCOM members attend each event
  • They conduct lunch and learn events, that have
    proven successful
  • Lunch and Learn
  • The lunch and learn programs have been successful
    at many plants. Agenda topics can be centered
    around such subjects as
  • LDEPs
  • Career Development
  • Mentoring
  • Book Club
  • A couple of the plants have started book clubs
    which supplies the group with recommended
    reading. Books that have been suggested are
  • Nice Girls Don't Get the Corner Office 101
    Unconscious Mistakes Women Make That Sabotage
    Their Careers
  • Crucial Conversations Tools for talking when the
    stakes are high
  • Crucial Confrontations Broken Promises, Violated
    Expectations, and Bad Behavior

Best Practices
.Plant Liaison
Contact Information
30
WIM Plant Affiliate Groups
Cleveland Engine
Rawsonville
Romeo Engine
Chicago Assembly Plant
Michigan Truck Plant
CH Engine Plant
Essex Engine
Louisville Assembly Plant
Women In Manufacturing1497 Members16 Plant
Affiliates
Kansas City Assembly Plant
Lima Engine
Oakville Assembly
Kentucky Truck Plant
Windsor Engine
Twin Cities Assembly Plant
Hermasillo Assembly Plant
Cuautitlan Assembly Plant
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  • Process to launch an employee resource group
    within your organization
  • Contains all the tools to help you start up a WIM
    affiliate including
  • Getting Started
  • Introduction to WIM
  • WIM Brochure
  • Sample Survey
  • Sub-Committee information

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  • Contains tools to help you maintain a WIM
    affiliate
  • Meetings/Events in a Box
  • Lunch Learn Materials for Career Development
    Mentoring
  • Single Point Lessons
  • Calendar of Events
  • Website that is easily accessible and user
    friendly
  • http//www.vo.ford.com/wim/plant_liaison/box_index
    .htm

33
Summary
  • PWN is an employee Resource Group that is open to
    ALL Ford Motor Company employees and agency
    employees working at FMC
  • The vision is to attract, develop and retain all
    female employees and customers, making Ford Motor
    Company the best place to work and the best place
    to buy, by providing the right culture
  • PWN is driven to make a positive impact on our
    company culture
  • PWN and its affiliates are working together to
    grow our organizations

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Leadership Development
  • Susan S. Brennan
  • Director, Manufacturing
  • Ford Motor Company
  • North America Operations

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Employee Resource Networks Developing Diverse
Leaders
  • NALC Conference, Washington D.C.
  • November 2, 2007
  • Steve Larson, SVP
  • Diversity, Engagement and Inclusion

36
Vision
  • In a review of its Diversity landscape, Wachovia
    identified Employee Resource Networks (ERNs) as
    an asset which could be leveraged to
  • Contribute to full employee engagement and
    development
  • Realize high impact business opportunities
  • Integrate diversity deeper through the
    organization
  • Promote Wachovia as Employer of Choice, Brand of
    Choice, and Neighbor of Choice.

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Value Proposition for ERNs
  • Increases Wachovias success by gaining a
    competitive advantage in diverse markets
  • Creates a high energy climate of diverse thought,
    creativity and innovation that fully engages our
    employees in the business
  • Contributes business resources that enable the
    company to better serve a diverse customer base

Business Development
Business Development
  • Reinforces companys efforts to attract, recruit
    and retain a diverse work force
  • Creates a positive and inclusive environment
    allowing employees to be fully present at work
  • Demonstrates that the Company walks the talk and
    provides avenues for employee inclusion and
    communication

Employee Engagement
Talent Development
  • Creates a cadre of leaders possessing diversity
    awareness and skills across identity groups
  • Provides highly visible, stretch assignments
    for developing high potential talent
  • Promotes the professional development and
    advancement of high potential employees

Branding and Communication
Branding and Communication
  • Enhances the brand reputation of the company as
    the Employer of Choice, Business Partner of
    Choice and Neighbor of Choice
  • Provides the voices to support and communicate
    the companys diversity vision

Community Outreach
  • Strengthens community partnerships and supports
    Wachovias outreach strategy
  • Strengthens employee bond by supporting
    employees civic interests
  • Serves as ambassadors for Wachovia representing
    corporate brand and values

Community Outreach
38
Research Methodology
To gather a wide array of perspectives and obtain
candid feedback, we conducted a series of
interviews and focus groups. As a result, we
confirmed some hypotheses, surfaced a number of
issues and insights on the state of Wachovia
ERNs, and identified potential best-in-class
solutions.
External Research
Internal Research
  • Interviews and Focus Groups
  • Executive Advisors ERN Leadership
  • Current ERNs Gay and Lesbian EmployeeAssociation
    (GALEA), Black/AfricanAmerican (BAAERN),
    Asian/AsianAmerican, Women, Hispanic/Latino,
    Native American
  • Men (no current ERN)
  • Other Stakeholders and Experts
  • Operating Committee
  • Office of Diversity Integration
  • Human Resources Business Partners
  • Diversity Program Managers
  • OD Consultants
  • Womens Initiative
  • External Strategic Partners

39
Examples of Returns on ERNs
Talent Management
Industry Experience
Link between Employee Resource Groups and High
Levels of Recruitment and Retention
  • 125 million in new deposits raised by a bank
    based on ideas provided by its Asian employee
    resource group.
  • 80 million sales generated through auto
    companys campaign.
  • Black/AA ERN partnered with Multicultural
    Marketing Team to sell broadband solutions for
    African-American small businesses reached 1500
    new customers in 2005.
  • Due to ERNs influence, IT company has a sales
    team dedicated to bringing in GLBT
    decision-makers achieving millions of dollars in
    sales.
  • Snack/beverage company developed a highly
    successful minority-targeted product, that
    generated 100 million in product sales.
  • Through manager development workshops, a
    telecommunications giant has increased its pool
    of qualified, diverse managerial talent.
  • A consulting firm increased women in its
    executive and management ranks over the last 8
    years and reversed high turnover rate among high
    performers.
  • Hispanic executives increased by 211 in the past
    7 years in this IT company. And its Womens
    Executive Task Force has created Mindset
    Workshops involving both men and women to examine
    attitudes toward womens leadership.

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Best Practices for ERNs
41
Best Practices for ERNs
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5 Key Strategies for Best in Class ERNs
  • Senior Leadership Commitment and Accountability
  • Shared understanding and buy-in to the business
    case and value proposition
  • Consistent commitment and direct involvement of
    the CEO and Senior Leaders
  • Business and Employee Development
  • Play a key role in broadening support for
    diversity and employee engagement
  • Connected with marketing, product development,
    business development and customer service
    strategies
  • Provide a link between the company and community
  • ERN Leadership Development
  • Advisor and ERN Leader roles are tied to
    executive and leadership development
  • Advisors provide hands on guidance and coaching
    for the ERN
  • ERN leaders are formally selected and receive
    targeted development for their roles
  • ERN Governance and Accountability
  • Footprint wide ERN infrastructure and network
    with an Enterprise ERN Council
  • Focused and coordinated business plans that
    connect groups to the organization and each other
  • Specific accountabilities and metrics with
    ongoing monitoring and feedback
  • Funding and Support
  • Provide access to resources through
    collaborations and partnerships with corporate
    functions
  • Establish threshold funding with defined return
    on investment targets
  • Provide a centralized dedicated resource

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ERNs An Engine for Developing Diverse Leaders
Value Proposition
CEO Engagement
Membership Development
Support
Investment
Talent Management
Regional Leader Development
Business Engagement
Advisor Development
Organization and Program Evolution
ERN Leader Development
Strategy Development
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The ERN Leadership Development System
  • Consistent ERN leadership quality through set
    criteria and formal selection process
  • Fully trained and empowered leaders Succession
    planning to increase candidate pool and ensure
    leadership continuity
  • Tied to ERN leaders performance and development
    plan
  • On-going training, coaching and consulting
    provided by Office of Diversity, Engagement and
    Inclusion along with Diversity Practitioners
  • Executive Advisors formal Advisor Development
    Process with clear time commitment, tied to
    development and role as diversity leader
  • Formal orientation to roles (leaders and
    Advisors)
  • Executives across identity groups play a
    leader/mentor role and are directly involved in
    the ERN
  • Accountability for business plans and results
    Continuous oversight by Office of Diversity,
    Engagement and Inclusion in partnership with
    Executive Advisors

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ERN Leader Competencies and Accountabilities
  • Key Competencies
  • Think strategically and look beyond the immediate
    task
  • Demonstrate understanding of Wachovias Diversity
    philosophy and approach
  • Effectively Communicate the ERN Value Proposition
  • Execute the business plan and deliver on the
    Value Proposition
  • Lead a multicultural and multifunctional team
  • Build rapport with Executive Advisors and other
    leaders across the organization.
  • Promote understanding of the identity groups
    work-life experience
  • Accountabilities
  • Effectively lead and manage the ERN organization
  • Establish direction and guiding principles with
    team buy-in
  • Grow and develop a participative, motivated
    membership across identity groups
  • Develop and execute an annual business plan that
    delivers on the value proposition
  • Build win-win strategic partnership agreements
    with Business and employee entities throughout
    the organization
  • Collaborate with other networks to maximize
    resources and create value for Wachovia, its
    employees and customers
  • Broaden support and drive diversity deeper
    through the organization

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Targeted ERN Leader Development
  • Gain a clear understanding of new Strategic ERN
    Model
  • Learn to effectively lead/manage the ERN
    organization to better serve members and deliver
    on the Value Proposition
  • Build effective relationships with Executive
    Advisors, teams and strategic partnerships across
    the organization
  • Obtain thought leadership, skills, tools and
    processes to enhance the ERNs performance and
    contributions to its members as well as
    Wachovias Business/Diversity goals
  • Develop an ERN Team strategy and action plan to
    create value for network members and Wachovia
  • Build bridges across all the networks for
    enterprise-wide cooperation, collaboration and
    contribution

47
ERN Leaders Voices
Being an ERN Leader has given me the right kind
of exposure that I would not have otherwise
gotten.
Being an ERN leader has allowed me to be an
entrepreneur in a large company.
It is great learning to see what is possible
when you give yourself permission.
The challenge has been to get people thinking
strategically with an enterprise view.
Capacity has been a challenge, but you find the
timeyou get out what you put in.
I have sharpened my influence, persuasion and
sales skills.
My leadership skills have been strengthened in
generating resources, working across difference
and making tough decisions.
Being an ERN leader creates the opportunity to
do transformational work and make a huge impact.
Being an ERN leader lets me work issues that I
am passionate about and drive positive change.
I want my legacy to be that others in the ERN
get the visibility and opportunity that I have
been afforded.
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Representative ERN Contributions
  • Hispanic/Latino ERN
  • Helped develop Spanish language customer
    marketing materials
  • Hosted panel discussion to help employees and
    managers understand the impact of immigration
    reform
  • Contributed to Hispanic/Latino customer
    relationship strategy
  • Participate national Hispanic/Latino recruiting
    and community partnerships
  • Black/African American ERN
  • Active support to source and recruit talent
  • Hosted career skills workshops to support
    employee development and retention
  • Partnered on Black/African American customer
    segment initiatives
  • Partnered with the company on NAACP relationship
  • Supported Whats in Your Purse? and Where
    Wealth Lives market initiatives
  • Womens ERN
  • Partnered on the Women with Wachovia customer
    initiative
  • Created substantial development programming for
    women in professional and leadership positions
  • Independently initiated several employee
    engagement initiatives for women
  • Supported the Purses and Platforms of Power
    program

49
Representative ERN Contributions (contd)
  • GALEA ERN
  • Active partner on customer segment issues
  • Partnership in sourcing and recruiting talent
  • Helped the company achieve a 100 score on the HRC
    Equality Index
  • ALL
  • Active support for the companys Community
    Relations and employer branding efforts
  • Act as ambassadors for the company in the
    communities we serve
  • Contribute to product and customer relationship
    development
  • Develop heritage month strategies and programs
    to engage employees and customers across the
    footprint

50
Wachovias Employee Resource Networks
Creating Value for Individuals And the Enterprise
Email steve.larson_at_wachovia.com Phone
704-383-0318
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