Ad Adi Da Dassler INTRODUCING WESTERN EUROPE BENELUX SPAIN - - PowerPoint PPT Presentation

W4: Making Diversity and Inclusion a Way of

Life

Tony Cooke

HR Director at Adidas

HOW DO YOU ACTUALLY SAY ‘ADIDAS’?

Ad Adi Da Dassler

Nov 1900 – Sept 1978

• INTRODUCING WESTERN EUROPE

UK/IRE NORDICS BENELUX SPAIN FRANCE

q IT DOESN’T HAPPEN BY MAGIC q MAKING IT HAPPEN q MEASURING IF IT’S REALLY HAPPENING q SHARING SOME OWN GOALS…

YOUR BABY IS SOOO CUTE … I’M ALMOST THERE WITH RESPECT … CONGRATULATIONS ON THE WEDDING! YOU GUYS MAKE A GREAT COUPLE … KEEP THIS JUST FOR US TWO … YES OF COURSE WE’RE DIVERSE & INCLUSIVE. WE REALLY, REALLY ARE….…

• THINGS WE SAY THAT BUT DON’T REALLY MEAN……

BIG TICKETS ITEMS FOR HR IN 2019…..

146,000,000

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!!

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……

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

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

• utperformed 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

• utcomes 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.”

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?

TO BE THE BEST SPORTS COMPANY

1

INNOVATION

2

CREATIVITY

3

DIVERSE PERSPECTIVES

4

DIVERSE 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?

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!

WORKFORCE DIVERSITY – recruit from a diverse, qualified group

• f 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 STORY PARTNER WITH SPECIALIST ORGANISATIONS ENCOURAGE EMPLOYEE REFERRALS REVIEW WHERE YOU’RE SEARCHING FOR TALENT

WORKPLACE INCLUSION – foster a culture that encourages collaboration, flexibility and fairness to enable all employees to contribute to their potential and increase retention

ENCOURAGE EMPLOYEE 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?

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 REAL MEASURES ASK EMPLOYEES TO HELP US WITH POLICY MAKING ARE WE STRUGGLING ANYWHERE? BRING INSPIRING SPEAKERS IN TO TALK TO YOUR PEOPLE CREATE MEANINGFUL MENTORING OPPORTUNITIES

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?

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 Team will be looking for these with a beady eye!! Go out and ask people how you’re doing. Survey them, publish the results

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!

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….

THANKS FOR LISTENING* ENJOY THE REST OF YOUR CONFERENCE *Liverpudlian to English translations available upon request