7th December 2018 - Mark Stringer, Birkbeck @ Deutsche Bank
Our biggest gathering yet with around 50 of us heading to Deutsche Bank to hear from the research Birkbeck have conducted on gender diversity. Summary of the discussions below:
* Digital Skills
* Senior Induction
* Measurement of leadership programmes over time
* Social Learning for Equality, Diversity and Inclusion
* Job shadowing
Digital Skills – looking for globally recognised certification options
Suppliers of Agile (SPOCE) and Safe/Scrum (Radtac). Speak to Jane Ferris
Pluralsight offer a wide range of learning topics including assessment.
City & Guilds
UK Pharma did a programme in partnership with Google on Digital Marketing (Avado the training provider). Have now stopped it due to lack of clear ROI and $$ cost.
Subsidiary of Pharma have a ‘Digital Excellence’ capability which covers a range of activities including project management, managing remotely etc. They have learning pathways created and mapped against this 70:20:10, including social learning. Also have designed a Digital Marketing Maturity framework against which teams/products are assessed. (speak to Rob for details)
Advice from the group: choose one channel to avoid dilution
Global bank have a ‘back to engineering’ programme where they offer reskilling to employees over two years followed by a fast track to promotion as reward for that investment of time.
Focus on social learning and allowing ‘employees to teach one another or solve problems in the collective. One organisation have a ‘making it easier’ community on their social platform where ‘employees raise their pain points e.g. raising a purchase order, and the organisation responds to solve it.
Mark Stringer mentioned that some colleagues at Birkbeck are looking at the impact of Digital on generations – I think this is very interesting given the focus on inclusion now.
HOW TO MAXIMISE THE EFFECTIVENESS OF THE SENIOR MANAGEMENT INDUCTION PROCESS
Looking at the ROI of good quality senior inductions
There is a difference between induction, orientation and onboarding.
Look at which teams have the lowest turnover and why
Model good practice from there
Try having HR check-ins
Action Learning Sets for new starters
Social forums for new starters
Starts six months into employment
Line manager contracts with new employee
30 days, 60 days, 90 days
The culture drives the expectation (about ‘hitting the ground running’, how quickly you’re expected ‘make a difference’ etc
Takes about 18 months until senior managers are at full capability
Career Induction vs “Springboard Terms”
Recognising that for some people, joining x organisation in order to get the brand on their CV is just what they do. Contracting honestly with people about their motives and working with them on it, if the ROI from them joining out-weighs the short term that they are with the company.
Time for Performance, Time for Impact
Decision making contexts
Managing expectations with the new person about what’s expected in the first year and creating permission that it’s okay not to know everything as part of the psychological contract.
Offering coaching support through the 3-9 month “post-newbie” timeframe to help properly transition into the long-term relationship with the organisation, its principles, practices, policies/procedures etc.
Waterstones Model (about five years old)
Accentuating the importance of preserving institutional knowledge as a driver for rolling out a robust induction process.
Information on the cost of the Psychological contract – Rousseau, Conway – both have great evidence about the cost of not effectively cementing the Psychological Contract.
How do you measure proof of impact over time of a senior leadership/executive development programme?
We ask for feedback after a period of time by interviewing line managers and participants
Can be complicated due to:
nature of participants eg some are sent because they are potentially a flight risk and the organisation sends them on a programme to hope they will stay with the company
motivation of participants can be different and affect the proof of impact
360 feedback can identify changes in behaviour but there is usually only a small change in the data and it can be slow as a measure of impact
For an EMEA leadership programme we measured:
Retention of participants and their teams
What happened to those eligible but who did not attend
What happened to those that did not sign up for the programme
We carry out open ended interviews to confirm whether our programmes have impact usually asking 6 questions including:
What were your expectations before attending the programme?
Were your expectations met?
What improvements would you make to the programme?
Using engagement survey measures could be misleading
Appreciative Inquiry, asking for stories is another way of looking at impact
Employee Life Time Value to measure return on investment (ELTV) Maia Josebachvili at Greenhouse http://www.greenhouse.io/blog/employee-lifetime-value-understand-roi
Compare people promoted in past, whether they participated in the programme and how they managed in their new role
For HiPO programmes: we measure numbers placed into new roles, review initial problem that it was aimed to solve, link to business problems and changed outcomes
For a leadership programme we:
Asked participants to complete a self assessment against competencies
We asked direct reports and their own managers for feedback before and after the programme
In our case we linked this to the general competency framework
We link our evaluation to our capability framework:
We carry out interview based competency assessment during and after the programme to measure changes in knowledge, skills and behaviour (Kirkpatrick Level 2/3)
We have used an external company, YSC, to focus on leadership potential and readiness to lead self, lead others, lead a business and lead the enterprise – this was measured at the end of the programme
We use pulse surveys – recently using the Waggl app https://www.waggl.com. We identify the specific behaviours we want to measure and then choose raters – this gives more rapid feedback than a 360 tool. Could link to progress against development goals. The individual gets feedback, the line manager helps chose 5 raters, it takes seconds to complete
We use intervention coaching linked specific objectives or our capability model to judge whether the programme is fit for purpose
Social Learning for Equality, Diversity and Inclusion
UK Entertainment company - Approach the work through “lens of inclusion”. Any programme/activities include a balance of participants to reflect the balance of their musicians – eg. any management programme needs to reflect the diversity of their musicians so it is inclusive.
They talk about “conscious impact” instead of unconscious bias. They work with a company called School of Life to look at impact of judgement filters by sharing in pairs/trios real life stories as examples of exclusion. They try to access emotion so people make the emotional connection.
School of Life run a number of programmes including Objectivity, Health & Wellbeing. As a result of the programme and people sharing stories they create a community of people – hence leading to sharing and social learning.
Several books were mention that try and challenge thinking and may prompt discussions such as “I’m not talking to white people about race”.
Re-onboarding was discussed as a way to help any returner from mat leave or sickness absence to reengage. This was done at GSK through coaching – using a life wheel approach to see how priorities had changed and moving to help people with a new development plan and career plan. This also helped to bring people back up to speed with the organisation as well as them focussing on how their role and life had changed.
Other organisations were using coaching to help parents, both male and female, to cope with becoming a parent, mat/pat leave and returning to work.
There was a suggestion that any network/support groups were inclusive – including white males. There was anecdotal evidence given of how white males need support too and how they have few role models for flexible working from men to follow.
Other support groups such as those for parents of children with disabilities were discussed. It was felt some people wouldn’t like groups and a 1:1 buddy system needs to be in place.
There was discussion over how people would know what was available. The use of stories was felt to be very powerful and a great tool to share social learning even just 1 minute 30 second sound bites filmed from a mobile phone. The Channel 4 video on how people with disabilities feel in the workplace was referenced. It was felt it would be great for example to have a male manager talking about the need for flexible working to attend his children’s nativity for example.
The use of Work Facebook instead of Yammer was also mentioned as a tool for people to be able to get in touch with others.
Gary Ridge, CEO of WD40 was referenced as a good role model.
There was also a discussion that if people “ are not part of this then go…”
Flexible working in its’ broadest sense was felt to be part of this and went beyond the formal requests.
On a pure social learning level, Julian Stodd was recommended as a useful contact. He is described as being a little different from the norm but works in the social learning space.
Job Shadowing Notes
Question: We’re exploring how to leverage Job Shadowing as a way to increase mobility across the organisation and help create potential career pathways across the business. Interested to learn more about who has done Job shadowing before, what they learnt etc.
Financial Services Job Shadowing programme.
Born from one of the diversity groups, a shadowing programme was created which allowed junior colleagues pitch to shadow someone more senior. The most challenging aspect was matching the pitches to the relevant people. Following a hackathon with a small tech start up an app was developed to help with the matching process. Reverse mentoring became an added surprise benefit from this approach. The same app is now supporting a skills based buddy exchange.
Making connections across the business
Several businesses shared example of coffee connections, encouraging employees to have coffee with colleagues from across the business. A pharmaceutical organisation shared how they have built that concept into their onboarding approach, by encouraging a new entrant to interview 5 people to get a true sense of the culture. This comes with guides on questions to ask etc.
Special Projects or Job Swap
One example shared was for young talent to be paired up with a senior manager for a year or two, they supported that leader on a number of projects and as such get exposure at that level.
Another example in a financial services company talked about launching a job swap programme whereby Hi-Po’s are identified and over a 3 or 4 month period they are swapped. This provides the opportunity to broaden experiences.
We shared the importance of having a senior leader take part and role model as an early adopter and capture their story and experiences to share with others in the organisation
We also talked about the challenges of trying to capture these stories and share the learning captured more widely
We had an interesting discussions around being mindful about not being too formal or structured. Many of the examples started organically and grew, and there are benefits of both approaches, so we agreed about being mindful and going where the energy is at.
There was also mention of piloting a reverse shadowing approach.