diversity & inclusion - University of St. Thomas

Report
“Next Practices” at Walgreens:
Metrics to Drive and Measure Strategy
Corinne A. Wolcott
Manager, Diversity & Inclusion
October 23, 2014
©2014 Walgreen Co. All rights reserved.
Diversity & Inclusion Next Practices at Walgreens
Diversity & Inclusion at
Walgreens
The “Next Practices” Model
Measurement & Assessment
Insights into Action
©2014 Walgreen Co. All rights reserved.
2
Walgreens:
At the Corner of Happy & Healthy®
Team: 248,000
Fiscal Year 2013:
• $72.2 billion sales
• $2.45 billion net
earnings
• 8,200 drugstores in all 50 States, District of Columbia, Puerto Rico and
the US Virgin Islands serving nearly 6.3 million people daily
• 821 million prescriptions filled in fiscal 2013 (nearly 1 in 5 retail
prescriptions in the US) with prescription labels in 14 languages
• 8.5 million vaccines administered in fiscal 2013 (#1 retail provider)
• Nearly 2/3 of Americans live within 3 miles of a Walgreens and
approximately 65% of stores serve medically underserved populations
©2014 Walgreen Co. All rights reserved.
3
Our Diversity & Inclusion Journey
2007: Walgreens
becomes a federal
government
contractor.
2007:Business
Resource Groups
launch at corporate
offices.
•2007
•2008
2007: Walgreens
Anderson DC is the
first to rollout our
innovative DC
Disability Program.
©2014 Walgreen Co. All rights reserved.
2011: Steve Pemberton is
appointed the company’s
first Chief Diversity Officer
and the Office of Diversity &
Inclusion is established.
2012: Diversity & Inclusion
‘Next Practices’
comprehensive strategy
launched and
2011: Diversity Best Practices
implemented enterprise#26 for Supplier Diversity,
wide.
published 5+ times since 2011.
•2009
•2010
•2011
•2012
2011: Initial pilot of REDI
program which has now
launched nationwide.
2010: Community Corner rolls
out in stores to allow consumers
to easily identify and purchase
products produced by diverse
companies.
2012: D & I
Awareness
training rolled
out to all team
members.
•2013
•2014
2013:
Regional
Diversity
Councils
launch.
2014: OFCCP Task
Force for
503/VEVRAA
launched.
•2015
2014: D & I Team
is featured in
Diversity Executive
Magazine.
2012: Integrated Supplier
Diversity into D & I Strategy
with full metrics across the
business and doubled Tier 2
reporting.
The “Next Practices” Model
ACCOUNTABILITY &
REVIEW
MEASUREMENT
& ASSESSMENT
•
•
•
•
•
•
•
•
•
•
Definitive D & I Goals
GPS Measures
Diverse Slates
Review and modify strategies
D & I Scorecard
Gallup Employee Survey
HRBP Partnership
Talent Management
Compliance
Bi-annual review of data
STRATEGY
EXECUTION
•
Implement
BU/Functional
Strategy
•
DIVERSITY & INCLUSION
NEXT PRACTICES
•
Comprehensive
D & I Strategy
D & I BU/
Functional
Strategy
EDUCATION
& SKILL BUILDING
BRANDING
& COMMUNICATION
•
•
•
•
•
•
•
•
D & I Awareness Training
D & I Skill Building for Managers
D & I integration into current
programs
© Copyright 2010 Walgreen Co.
Walgreens World
Inter/Intranet
Publications/Journals
Annual Report
Social Media
ACCOUNTABILITY &
REVIEW
MEASUREMENT
& ASSESSMENT
•
•
•
•
•
•
•
•
•
•
Definitive D & I Goals
GPS Measures
Diverse Slates
Review and modify strategies
D & I Scorecard
Gallup Employee Survey
HRBP Partnership
Talent Management
Compliance
Bi-annual review of data
STRATEGY
EXECUTION
•
Implement
BU/Functional
Strategy
•
DIVERSITY & INCLUSION
NEXT PRACTICES
•
Comprehensive
D & I Strategy
D & I BU/
Functional
Strategy
EDUCATION
& SKILL BUILDING
BRANDING
& COMMUNICATION
•
•
•
•
•
•
•
•
D & I Awareness Training
D & I Skill Building for Managers
D & I integration into current
programs
© Copyright 2010 Walgreen Co.
Walgreens World
Inter/Intranet
Publications/Journals
Annual Report
Social Media
ACCOUNTABILITY &
REVIEW
MEASUREMENT
& ASSESSMENT
•
•
•
•
•
•
•
•
•
•
Definitive D & I Goals
GPS Measures
Diverse Slates
Review and modify strategies
D & I Scorecard
Gallup Employee Survey
HRBP Partnership
Talent Management
Compliance
Bi-annual review of data
STRATEGY
EXECUTION
•
Implement
BU/Functional
Strategy
•
DIVERSITY & INCLUSION
NEXT PRACTICES
•
Comprehensive
D & I Strategy
D & I BU/
Functional
Strategy
EDUCATION
& SKILL BUILDING
BRANDING
& COMMUNICATION
•
•
•
•
•
•
•
•
D & I Awareness Training
D & I Skill Building for Managers
D & I integration into current
programs
© Copyright 2010 Walgreen Co.
Walgreens World
Inter/Intranet
Publications/Journals
Annual Report
Social Media
Measurement & Assessment
Design and Focusing in on Key Opportunities
•
•
•
•
•
Establish how D & I aligns to and supports business objectives
Define what success looks like
Assess what data is available
Communicate data that is both relevant and actionable
Establish appropriate benchmarks or goals
Marketplace
• Total Spend with
diverse
suppliers (Tier 1
and 2)
• Diverse spend
as percentage of
total spend
©2014 Walgreen Co. All rights reserved.
Talent
• Representation
• Talent Mobility/
Progression
• Performance
Management
• Succession
Planning
Culture
• Engagement
• Inclusion
• Education &
Skill Building
• Branding &
Communications
• Accountability
10
Talent: Representation, Talent Mobility/Progression,
Performance Management, Succession Planning
Representation: Methodology leverages US Census job code mapping to
establish diversity benchmarks by level and highlight areas of opportunity
by business unit
• Analysis of hires
Talent Mobility/Progression: Analysis of promotions and voluntary
terminations
Performance Management: Analysis of performance management ratings
Succession Planning: Analysis of successor identification, potential and
readiness ratings





Make specific recommendations
Integrate diversity in processes and systems
Invest in training for HR and Leadership
Focus on development
Drive accountability
©2014 Walgreen Co. All rights reserved.
11
Culture: Engagement and Inclusion
Diversity
Superior
Business
Performance
Inclusion
Engagement
©2014 Walgreen Co. All rights reserved.
• Gallup® Q12 ® Survey
• Data specific, relevant
and actionable
• Measures by generation,
gender, race/ethnicity,
tenure and location
• Normative data for
benchmarking
• Review differences in
engagement and inclusion
• Explore changes year
over year to identify
trends, develop
differentiated strategies
and measure progress
12
Measuring Engagement and Inclusion
Engagement (Q12) Items
Composite Score: GrandMean
Q01. I know what is expected of me at work.
Q02. I have the materials and equipment I need to do my work
right.
Q03. At work, I have the opportunity to do what I do best every
day.
Q04. In the last seven days, I have received recognition or
praise for doing good work.
Q05. My supervisor, or someone at work, seems to care about
me as a person.
Q06. There is someone at work who encourages my
development.
Q07. At work, my opinions seem to count.
Q08. The mission or purpose of my organization makes me
feel my job is important.
Q09. My coworkers are committed to doing quality work.
Q10. I have a best friend at work.
Q11. In the last six months, someone at work has talked to me
about my progress.
Q12. This last year, I have had opportunities at work to learn
and grow.
•Note: Q07. My Opinions Count part of both metrics
•Copyright © 1993-1998, 2001, 2014 Gallup, Inc. All rights reserved.
13
Insights into Action
Turning Insights into Action-D & I Business Plans
• Establish strategy based on data and aligned to business
objectives, mainstream processes and areas of focus
• Foster inclusive collaboration with shared ownership and
accountability
• Communicate to leadership team and organization to engage
all team members to achieve goals
• Focus on specific actions with measurable results
• Regular reporting to evaluate effectiveness and account for
continuous improvement.
©2014 Walgreen Co. All rights reserved.
15
Sample D & I Business Plan
Strategic Areas of
Focus
Change Pillars
Marketplace
• Supplier Diversity
Measure:
Stakeholders:
Talent
• Representation
• Performance
Mgmt.
• Talent mobility/
progression
• Succession
Planning
Measure:
• Engagement
• Inclusion
• Education & Skill
Building
• Branding &
Communications
• Accountability
Measure:
Culture
= On Track
©2014 Walgreen Co. All rights reserved.
Customized Goals
Actions/Metrics
(Reported on Bi-annually)
Q
1
Stakeholders:
Stakeholders:
= Limited Progress
= Lack of Progress
16
Q
3
Key Takeaways
1. Inclusive collaboration and accountability drive sustainable
change
2. Start the conversation with what works and build upon strengths
3. Design matters
4. Establish customized, specific and actionable strategies- avoid
trying to “boil the ocean”
5. Align to business objectives and mainstream processes
©2014 Walgreen Co. All rights reserved.
17
Thank You and Be Well!
Please contact me:
[email protected]
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