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Affinity Groups

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Subset of the Operating/Executive Committee ... Executive network organizations & outreach ... Executive sponsorship & commitment ... – PowerPoint PPT presentation

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Title: Affinity Groups


1
Affinity Groups Business Resource Groups
  • April 6, 2006
  • Fernando J. Hernandez
  • SVP Multicultural Diversity Strategy

2
Are Affinity Groups/BRGs Viewed as Strategic?
  • Embraced at the CEO, COO
  • Executive champion
  • Goal alignment with BU objectives
  • Business case/value prop.
  • Human/capital resources
  • Clearly defined goals objectives
  • Communications (internal/external)
  • Corporate Diversity Council
  • Understanding of key demographics
  • New market opportunities
  • HR diversity as a competitive advantage
  • Diversity/cultural sensitivity training
  • Benchmarking
  • Stated objectives
  • Score card

3
Corporate Governance Model
  • RESPONSIBILITIES
  • Approves and communicates the strategy
  • Delivers ongoing leadership endorsement and
    support
  • Actively oversees strategic initiatives
  • Endorses strategies and identifies functional
    owners
  • Is held accountable for deliverables
  • Submits quarterly updates to the Executive
    Committee
  • Provides oversight and resources
  • Provides governance for diversity initiatives
    across enterprise
  • Drives, prioritizes and reviews initiatives
    ensuring alignment with corporate and diversity
    strategies
  • Is in charge of the implementation and execution
    of the strategy
  • Focuses on successful completion and realization
    of initiative benefits
  • Reports to the Operating Committee quarterly, at
    minimum, on progress
  • Establishes corporate level metrics and
    benchmarks and reports on aggregated initiative
    benefits
  • Provides forum for education and segment
    knowledge to Operating Committee, Lines of
    Business and Corporate Business Partners
  • MEMBERSHIP
  • Chair CEO, COO, etc.
  • Subset of the Operating/Executive Committee
  • Additional key leaders from the Lines of Business
    and Corporate Business Partners, as needed
  • Diversity Council integrated into this Cabinet

4
Owning Diverse Human Capital
Corporate ownership for human capital HR, BU
heads and Diversity Officer
Retention of diverse talent
  • Identify hi-potential diverse talent early in
    their careers
  • Development (formal informal mentorship,
    coaching)
  • Career-pathing
  • Mid and senior level succession planning
  • Promotion
  • Ensure presence of culturally inclusive
    environment

Recruitment of diverse talent
  • Establish relationships with HBCU and their
    alumni associations (Historically Black College
    Universities)
  • Current intern program partnerships
  • INROADS
  • NABA
  • Intern programs to consider
  • United Negro College Fund
  • The National Urban Leagues Black Executive
    Exchange (BEEP)
  • Other national and local level diversity
    organizations to consider
  • National Black MBA
  • National Society Of Hispanic MBAs
  • National Council of La Raza
  • NAACP
  • National Association for Female Executives
  • Organizations that focus on the mature and
    disabled
  • Diversity recruitment
  • Diverse slate of candidates
  • Feeder pool junior levels
  • Diversity recruitment awareness training
  • Linkage/support from internal BGRs
  • Involve successful diverse employees in targeted
    schools or community groups community outreach
  • Promote ongoing participation in student and
    professional networks
  • Professional partnership/affiliation
  • Executive network organizations outreach
  • Create multiple exposures to potential candidates
    internships, co-ops, mock interviews, external
    mentoring programs, open houses, etc
  • Central depository to track diversity related
    activities

5
Maturity Greater Corporate Value
Start-up affinity groups
Mature BRGs support new market entries
  • Need mission/vision Developing
    todays and tomorrows diverse business leaders
  • Passionate core team
  • Need linkage to BU
  • Executive support
  • Bylaws
  • Need methods procedures
  • Clear goals
  • Governing body
  • Funding
  • Legal entity 501C3
  • Reporting on accomplishments
  • Tools
  • Support revenue enablement
  • Brand enhancement
  • Improve efficiency/effectiveness
  • Human capital
  • Retention
  • Acquisition
  • Ensure presence of culturally inclusive
    environment
  • Development/training
  • Mentorship
  • Career pathing

6
Role of BRGs
Role of BRGs in supporting diverse human capital
Listed are some components that Best in Class
companies have found to be successful
  • Executive sponsorship commitment
  • Call out diversity in our core operational
    values tie to selection/hiring process
  • Establish recruitment strategy/goals that reflect
    the organizational need and workforce by
    demographics
  • Well thought out retention programs that include
    development, succession planning and formal
    mentoring programs
  • Staff, budget
  • Increased diversity representation at all levels,
    specifically at the executive levels
  • Diversity awareness/sensitivity training
  • Develop diversity strategies and action plans for
    the corporation and individual Business Units
  • Multicultural marketing branding of our
    inclusive workforce and strategy
  • Diversity inclusion website presence both .com
    .net

7
Critical Success Factors
  • Clear support and direction from executive
    management
  • Clear understanding of the business case (value
    to business)
  • Infrastructure/resources (human financial)
  • Spirit of collaboration
  • Internal
  • Division/Business Units
  • Company-wide employee resources (HR)
  • Community relations/ constituency relations
  • Celebrate successes and recognize accomplishments
    - Chairmans Award
  • External
  • Strategic alignment with key organizations
  • Partner with established BRGs - Dont reinvent
    the wheel
  • Present clear message
  • Resources to support activities and programs
  • Shared goals and objectives throughout
    corporation

8
Linkage to Corporate Ownership for Human Capital
Diversity Officer, EC, BU Heads and HR
Diversity Officer
Business Unit Heads
  • Sets the enterprise wide multicultural
    diversity strategy in concert with Business Units
    , HR, BRGs key constituencies
  • Drives, prioritizes and recommends initiatives
    ensuring alignment with corporate objectives and
    multicultural strategies
  • Endorses strategies and identifies functional
    owners
  • Accountable for deliverables
  • Submits quarterly updates to the Executive
    Committee
  • Provides oversight and resources
  • Linage with BRGs key constituencies
  • Responsible for the execution of the BU and EC
    diversity goals and objectives

Executive Committee
  • Approves and communicates corporate strategy
  • Delivers ongoing leadership endorsement and
    support
  • Actively oversees strategic initiatives
  • Holds BU accountable for goals

HR Lead
  • Support execution of BU strategy with
  • Creation of a culture where diversity thrives
  • Employee Diversity retention, recruitment,
    development, mentorship and change management
  • Quarterly reporting of status
  • Tools and tactics

9
Case Study of Mature BRG
10
HISPA Case Study
HISPA was established in 1984 as the Hispanic
association of ATT employees. HISPA is
considered to be the premiere Hispanic
professional organization in the early 1990s
with over 23 chapters and over 2,000 members. Its
membership includes representatives of every
Hispanic cultural group in the world.
HISPAs mission
  • To provide Hispanic/Latino youth and
    professionals the mentorship and resources to
    achieve personal and professional excellence thus
    enabling them to contribute to corporate, civic
    and community leadership.

HISPAs vision
  • Developing todays tomorrows Hispanic/Latino
    leaders.

11
HISPA Case Study
  • To provide HISPA members and Hispanic/Latino
    youth the mentorship and resources to achieve
    personal and professional excellence.
  • To establish partnerships with educational,
    community, civic and corporate organizations in
    creating a world-class workforce that recruits,
    retains, develops and promotes HISPA members to
    achieve their maximum potential.
  • To promote mentorship, education and philanthropy
    in the Hispanic/Latino communities with a strong
    focus on Hispanic/Latino youth.
  • To develop relationships with key organizations
    that may assist in advancing the mission of
    HISPA.
  • To share our culture, promote diversity and
    increase cultural awareness.

HISPAs goals
12
HISPA Case Study
HISPAs value proposition
HISPA provides its active members
  • exceptional and unique professional development
    through training, networking and mentoring
  • exciting leadership opportunities at the local
    and national level
  • rewarding and invaluable community service
    activities focused on educational and mentorship
    programs for Hispanic/Latino youth and a chance
    to make a difference in their lives

13
HISPA Case Study
HISPA provides
  • Rewarding and invaluable community service
    activities focused on educational and mentorship
    programs for Hispanic/Latino youth and a chance
    to make a difference in their lives. HISPA
    members have raised and contributed over 1
    million.
  • Key partnering opportunities with ATT leaders
    working towards the advancement of ATT's
    business strategy and their constituencies'
    objectives.
  • Active partnerships with Society of Hispanic
    Professional Engineers (SHPE), National Society
    of Hispanic MBAs (NSHMBA), National Council of La
    Raza (NCLR), US Hispanic Chamber of Commerce
    (USHCC), Hispanic Affinity Groups at Cisco, HP,
    SBC and Nortel among others.
  • Vital opportunities to serve as role models to
    Hispanic/Latino youth making a difference in the
    development of our future leaders.
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