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First company to hire African

Americans as professionals

Joan Crawford, a woman was

in Board of Directors (1950’s)

Chosen as one of the best 52

companies to work for the

women (1980’s)

PepsiCo's strong history about diversity

D&I Councils

Recruitment

3 Axes to Promote Gender Diversity Coupled with strong

Internal Communication & Networking

Drive compliance of 50/50 gender candidate slatesLaunch selection and assessment materials to remove gender bias Gender Awareness Training and ensure diverse interview panelsActivate “D&I” attribute to the external market to attract female candidatesSet up PepsiCo Alumni – keep in touch with senior females who have left the business

Re

cru

itm

en

t

Drive Awareness of Gender Differences in Leadership Teams Uncover and eliminate any unconscious biasProvide options to improve Work / Life balanceShowcase successful females so role modelsNew approach to maternity to reduce retention risk for returners

Policies on partner support, educational support for children , eldercare support, moves abroad for women, career transition support for partners of expatriates

Cre

atin

g t

he

Cu

ltu

re &

En

viro

nm

en

t

Focus on “the best” women – who are the top ten women an MU? Build robust development plans for them

ldentify pool of female key talent during PPP and build strong experience plansFacilitate female networking with senior leadersProvide international experience for female talent (re-think our traditional approach –

may not have to mean relocation)

Tale

nt

De

ve

lop

me

nt

Building Blocks for Promoting Gender Diversity

We launched the following policies across Europe

leveraging best practice already in place:

Work from another location one day a week

Adjust on-going schedule around core work hours of 10:00-3:00

Summer hours - Compress 5 days of work into 4 1/2 days

Culture & Environment: Flex

ONE Simple Thing as part of our Objectives….Work Life Balance flexibility is different to everyone.

All employees have a discussion with

their Manager to choose One Simple

Action that will help them achieve a

better balance.

SOMETHING SPECIFIC

TO EACH ONE OF US

Local

D&I Council

Embrace our Differences

AWARD TO REINFORCE EMBRACING OUR

DIFFERENCE AT 3 LEVELS

Global

Divisional

Regional

The Diversity and Inclusion Learning Map:

Understand and embrace the business reasons

Gain self knowledge & tools

Become a change agent

Target Audience

Aimed at frontline

D&I Training

NETWORKING

COMMUNICATING

COMMUNICATING

WE MEASURE AND ACT

ON SATISFACTION FOR FEMALES:

South East Europe results2009

Very good progress over the years

Turkey

A real case study

What did we do on the ground?

Attraction Development Retention

Scorecard

I & D Councils

Regular updates in Quarterly Leadership Meetings

• Recruitment Targets

• PR coverage • Female Networking

•International

Conferences

•Women Platform

• Mentorship

• Training Programs

• Developmental

books

• Workshops

• Key policy

development

•Flextime

•Flexplace

•Flexday

• Female Managers

booklet

• Female satisfaction

survey

• D&I Newsletter

• Web Pages

Powerful young population

19

21

20

13

26

0 5 10 15 20 25 30

2-11

12-24

25-35

36-44

45+

%

74% of population is below 45

But disadvantaged females

0

10

20

30

40

50

60

Illiterate Literate Pr i. Jr . Hig h Uni.

F M

Formal education completed

0

10

20

30

40

50

60

-18 18-24 25-29 30-34 35+

F M

Age of first marriage by sex

% %

0,0

5,0

10,0

15,0

20,0

2003 2004 2005 2006 2007

F M

Non-agricultural Unemployment rate

%

Source: Turkish Statistical Institute

Female Share of Paid Employment

in Non-Agricultural Activities

18

18,5

19

19,5

20

20,5

21

2001 2002 2003 2004 2005 2006

%

Story started while in MEA Region

• Idea born in Leadership conference

• Task force established and led by Umran Beba/Region President

• Target group : Female executives and managers

• Quantitative survey and focus groups

– WLB

– Culture

– Communication

– Development

• Identify opportunities, challenges and issues

• Actions defined in workshops

Targets given for Female executive

representation

To Region President

To Functional VPs

To BU GMs

To MU GMs

To HRDs

We all work hard… So how will it work?

Flexible hours

Part time

Telecommuting

Possible Barriers to success for WOMEN

Perception about

marriage/maternity

(depends on company/

manager)

Women not always

trusting other women

Too emotional

Too much

consensus focus

Cultural/Social

concerns about

networking outside

of workplace

Mood elevator

depending on the period

in life/personal life

impact

Adding value vs. hours

in the office-perceptions

Flexibility followed by culture.....

3,623,47

3,82

3,67

3,00

3,30

3,60

3,90

4,20

Think

ing Skills

Inno

vatio

n

Strateg

ic Foc

us

Estab

lishe

s Prio

rities

Driv

es fo

r Res

ults

Cha

nge Lea

dership

Motivates

Others

Collabo

ratio

n

Builds Talen

t

Inclus

ion

Sup

ports Others

Com

munica

tes Produ

ctively

Neg

otiatio

n

Insp

ires Trus

t

Walks the Talk

Kno

ws the Bus

ines

s

Fun

ctiona

l Exc

ellenc

e

FEMALES

MALES

SETTING THE AGENDA

TAKING OTHERS WITH YOU

DOING IT THE RIGHT WAY

• Biggest gaps between female and male executives exist in “Negotiation” and “Builds Talent”

• Relatively lower but considerable gaps in “Strategic Focus” and “Inclusion”

360 degree results comparison/males vs.

females

2006 MEA 360 Comparison

To support cultural change.....

• Leadership meetings

– Regular updates about I&D in quarterly

Leadership Meetings

• Mentoring Programs

– Diverse and HiPo Executives has been

matched with VPs and GMs

• I&D Local councils in BUs

...then decided to communicate more

through newsletters

...through PepsiCo Women’s

Connection

...through network booklets

...through local intranets

and local newsletters

...then decided to invest more

...organized developmental meetings

...distributed developmental

books

Being a role model - PR Activities

Press coverage over 2 years period with an equivalent advertising cost of

$ 350,000

• 2007: PepsiCo & Price

Waterhouse Coopers decided to

establish the “Female Platform”

• “Women in work life; Let’s

leave the clichés aside” seminar

was conducted.

Women Platform in Turkey

PepsiCo Turkey promoting gender

equality in management

PepsiCo was among 30 local and international companies that signed Turkish

Society for Quality's gender-equality declaration.

"Women have the Right to Govern -- Gender Equality in Management"

declaration, showing their support for equality, diversity and inclusion in the

workplace.

79% overall satisfaction with FLT Female

Employees

2006 results

Global

recognitions...

2011 requires a new focus and a new

start to our journey.

– 14 countries

– Different religions

– Bottler acquisition

– culture integration

– We have much larger population (7,500)

– Leadership Team from 6 different nationalities

– 32% Female executives

in SEER

We have a much more diverse workforce