Thursday
May242012

From Diversity to Inclusion to Impact: Our Journey at Campbell

Story used with permission from CSRwire #Talkback

By Kevin Carter, Director, Diversity & Inclusion, Campbell Soup

Similar to every initiative at Campbell Soup, we reexamined our Diversity and Inclusion (D&I) efforts in 2012. It meant asking ourselves several hard questions but most importantly, "what we believe, what we will do and how we will measure our success?"

I serve as the Director of Diversity & Inclusion. I collaborate with business units on diversity strategy; manage our Business Resource Affinity Networks, or BRANs, and conduct facilitated leading and learning on such topics as Intercultural competence and work style orientation. I have also been acquainting myself with social media through Inclusion Innovates to share Campbell D&I efforts externally to build affinity in the marketplace.

This retrospection was important for Campbell, D&I and all our employees because we seemed stuck in a different era; not yet successful connecting with an increasingly large multicultural marketplace. It had become simply crucial that we acted more like the “iconic” brand we aspire to be and build a robust affinity with new demographic groups.

Hispanic Network de Campbell and Pepperidge Farm (HNdeC), one of the company's eights BRANs, has initiated several efforts towards this purpose, many in partnership with the Campbell Consumer Insights Department, to aid the company in gaining a deeper understanding of the Hispanic consumer, including attitudinal and food-specific perspectives.

What We Believe: Diversity and Inclusion

In addressing these questions, it became clear that the company needed to progress from diversity to inclusion to impact. By accepting this as our journey, we would be consciously declaring that D&I is a continuous improvement process that must result in clear business outcomes that lead to organizational success.

Typically, diversity efforts are measured by an organization's ability to attract, select and retain a mix of people in the workplace relevant to effective operations. Similarly, inclusion efforts are usually measured by whether or not this diverse mix of talent is acknowledged, valued and engaged in pursuit of business goals. We are now clarifying one additional, and vital, component:D&I progress is ultimately measured by an organization's ability to leverage a diverse mixture of talent for business impact in sales, productivity and performance.

What We Will Do: Impact

We will focus on talent management, work climate and networks to delivery business impact.

In talent management, our efforts to attract, recruit and retain diverse talent include such activities as recruiting professionals at conferences organized by the National Black MBA Association (NBMBAA), National Society of Hispanics MBAs (NSHMBA) and National Society of Black Engineers (NSBE). We also partner with our BRANs to attract and develop talent at the company.

For example, Campbell Maxton American Indian Network (MAIN) partners with Robeson Community College to assist high school and associate degree students obtain the skills, competencies and opportunities to work at Campbell’s. Specifically, 28 employees have gained additional skills through RCC’s Advanced Manufacturing and maintenance apprenticeship programs which have allowed them to move into our Maintenance department to replace employees who have retired over the past three years.

multicolored When we shift to work climate, the journey switches from active recruitment to consistent education and empowerment.

One of our classes on Inclusive Leadership, for example, provides leaders with the awareness, knowledge and skill readiness to enable individuals and groups to contribute their fullest potential. Valuing Diversity, Practicing Inclusion explores the various diversity challenges that are affecting the business and links them to the organization’s existing diversity initiatives.

We are asking our managers to reflect on some fundamental questions such as: how do my strengths prevent others from exhibiting theirs and what don’t I know about others that could aid our collective success?

Educating Managers about Idea Networks

In learning sessions, these types of questions are “eye openers” because managers reflect on how they may not be valuing the diversity, or the uniqueness, that a direct report brings to a collective task. In a recent session, for instance, many participants were surprised about the homogeneity of their “idea networks.” The concept of “idea networks” is important for our diverse employee base because diverse people generate diverse ideas that lead to innovation.

While classroom education serves a specific purpose, we complement these with networking, relationship-building and experiential learning through our eight BRANs.

BRANs are employee led, company supported, volunteer organizations that assist the company with successfully on-boarding, engaging and developing members representing demographic difference within the organization. These Networks have hosted or sponsored sessions such as the Asian Network of Campbell's (ANC) China 101 workshop and the Bridge Network's Generations program and the Women of Campbell and Pepperidge Farm (WoC) Leadership series.

Our BRANs have also reached outwards to connect with business partners. Campbell’s Administrative Professionals (CAPs) hosted the executive assistants of the World 50 organization to foster relationships to accelerate administrative assistant on the job performance, skills and competencies.

Employee Groups: Building Competence, Generating Affinity

BRANs generate three organizational benefits: connection, competence, and business development.

Specifically, BRANs provide members with opportunities to connect with others to share experiences, best practices and form essential support systems. Similar to other organizations; however, it is a constant challenge to prove the value of BRANs to middle-managers. While leaders typically understand that an organization has to cultivate employee engagement and input, we’ve learned that managers don’t always support employee participation, particularly if they are on tight deadline.

Campbell Soup's Employee Affinity Networks

To address this reality, we are continually projecting the value BRANs bring to our organization internally as well as externally. It is proven that successfully initiated employee networks generate insights and often business development opportunities. For example, our African American Network (CAAN) hosted presentations on "Multicultural Marketing to African Americans," that led to a spirited discussion on how to increase sales for a specific product segment. ANC then sponsored an internal cooking competition using Campbell’s Chefs and ingredients where recipes were shared at the 33rd Annual Asian American and Pacific Islander Heritage Festival.

Shifting into High Gear: Testing the Power of Social Media

As I mentioned early, however, diversity and inclusion are an evolutionary journey. So over the next 12 to 36 months, we are going to kick things up a notch by doing some things that are familiar, some others that are evolutionary, as well as some that are revolutionary.

The familiar:

  • Funding D&I efforts, such as education and external partnerships,
  • Supporting BRAN activities, and
  • Developing and retaining diverse talent.

The evolutionary: accelerated embedding of D&I through higher levels of manager commitment and BRANs cross-collaboration to create business results.

The revolutionary: an accelerated use of technology, social media and innovative ideas, matched with a culture of open-mindedness, Intercultural expertise and collaboration to reach our objectives.

For example, the Campbell and Pepperidge Farm chapters of Our Pride Employee Network (OPEN) hosted a booth at the Equality Forum "Out" festival. OPEN handed out a mix of V8 Fusion, Sparkling Fusion, V8 Energy, PF Goldfish, Cookies and Crackers and Swanson Flavor Boost varieties with Recipe cards.  Additionally, the Network conducted a survey to acquire demographic data about the LGBT community and its allies regarding attitudes towards Campbell and its products.

Our goal in the social media arena is to “step and breathe” – first make connections, gain insights and then collaborate with company departments on projects that generate business. The possibilities are exciting!

How We Will Measure Success

Diversity and Inclusion at Campbell SoupAs most leaders know, D&I management consists of formal and informal processes, policies and practices built in to effectively manage commonalities and differences among all organizational stakeholders in a manner that delivers value to the organization. It's a mouthful but it's meant to be expansive and a testament to the rich diversity of our organizational talent.

Evolving from diversity and inclusion to impact, the final all-important rung requires an accelerated effort in benchmarking, educating and networking.

Benchmarking: Diversity and inclusion must be managed against clear benchmarks addressing some of our most important organizational challenges like innovation and human capital, two key challenges for all corporations today. D&I connects the two! A diverse team means many more ideas, different perspectives and a continual cycle of innovation. We want to go beyond compliance. This means leveraging information from Equal Employment and Affirmative Action Programs and Employee Life-Cycle analysis with anecdotal and quantitative date to determine the how, what and why of decisions.

We not only position ourselves to limit liability, cost, turnover and missed opportunities; we also facilitate an inclusive, innovative culture that becomes the standard by which others are measured.

Educating: We want to establish Intercultural expertise as a core competency for leaders so that all employees have the opportunity to achieve their full potential on the job. Challenged to bring D&I education to our plants and to remote employees, we will launch a Diversity E-Learning Course. This training will provide learning insights around inclusive behaviors that promote individual and team productivity. As part of Managing the Campbell Way, our goal is to provide behavioral reflections to managers regarding work climates that improve manager quality.

Connecting: We want to create networks within and outside our company to generate insights, to build affinity and to foster innovation among our team members. Currently, BRANs operate relatively independently. Cross-network interaction and cooperation have not been maximized. Our goal is to increasingly leverage the insights of BRAN members internally to spur innovation and to share their value with an increasingly diverse external marketplace.

Which brings me to measurement: How will we measure the success of the journey from diversity to inclusion to impact?

By measuring the level of diversity (the mix, representation, and varied skills and perspectives of people), the breadth and depth of inclusion (people being respected, engaged, and challenged), and improved business results that we generate for our organization.

That is the Campbell way. That is creating shared value.

 

Tuesday
May222012

Expanding Capacity

Growing Your Own Nautilus Shell 


by guest writer  Edwina Shannon
@Dogbones Music
artist promotion 

In this global marketplace, in this ever changing world, where do you envision your impact?

Did you ever want to do something but it just won’t come together? It could be a personal or a professional goal that is elusive and evading. An inability to accomplish this goal may just be that it is beyond your current capacity.

 Think of your capacities as an outward circular path where the previous accomplishment is as important as the current place as both prepare you for the future. It’s a logical sequencing of growth, like a nautilus shell, ever-expanding. 

Rather than be irritated, depressed or frustrated by the “beyond your current capacity“ statement, follow “The Achieve SystemTM” by Mark Cunningham where recognizing your current limitations is the start to expanding them. I recently partook in the series. 

Its premise is to increase our individual capabilities by critically assessing our own limits. The first step is an open and fair evaluation of one’s attitude and expectations.  Are they where you want your attitudes and expectations to be? If not, what would you want different? 

Ask yourself open ended questions that help you assess your current capacity. Who do you currently know? What do you currently know? What are your skills? What about your influence?  If your current capacities were in a circle, where would you be standing in that circle? Those standing on the edge would be pushing the expansion of their circle thus expanding their capabilities. 

In your current circle, where would you make adjustments? What abilities or skills do you need to strengthen to expand your capabilities? To achieve new goals, we need to push the limits of our own capabilities, expanding our circle. 

As you make the adjustments, the dynamics change and each changed dynamic expands your capabilities… your own ever expanding nautilus shell. Like the shell, it takes time to build but each action is an adjustment. Each adjustment will help you to achieve your goal and accomplish your place in the world.

 

Friday
May182012

UNC Kenan-Flagler finds perception gaps regarding efforts to develop women leaders 

Perceptions about organizational effectiveness regarding recruiting, developing and retaining women vary both by gender and by management level, according to a survey conducted by The University of North Carolina’s Kenan-Flagler Business School. 

“Significant gaps exist in the ways that business leaders view their firms’ efforts to develop women business leaders,” said Susan Cates, UNC Kenan-Flagler associate dean of executive development. “These differing perceptions can cause unintended consequences for companies, which need to be aware that these gaps exist and ensure that perceptions match reality in their organizations.”

According to the survey results:

  • There’s a correlation between the respondents’ management level and their perception of the increase of women in leadership positions: 60 percent of C-suite executives reported an increase over the last five years compared to 38 percent of managers.   
  • 65 percent of male respondents believed the number of women in leadership positions in their companies has increased over the past five years and 57 percent believe the number will continue to increase over the next five years. This is significantly higher than 44 percent and 36 percent, respectively, reported by women.
  • Only 11 percent of all respondents believe their organizations are extremely effective in recruiting women executives while 14 percent stated their companies were not at all effective.  The more senior the respondent the more positive the view on their company’s recruiting efforts: 53 percent of C-suite executives said firms were extremely or moderately effective, compared to 28 percent of managers.
  • 73 percent of men believe their company is extremely or moderately effective in retaining woman, while only 52 percent of women feel similarly.
  • Over two-thirds (68 percent) of C-suite executives stated retention efforts for women are extremely or moderately effective compared to 44 percent among managers

 

Survey findings are based on responses of 925 business professionals involved in talent development. The full survey results and a related article are at:

 http://www.kenan-flagler.unc.edu/executive-development/custom-programs/white-papers.

 

Consistently ranked one of the world's best business schools, UNC Kenan-Flagler is known for extraordinary learning experiences, innovative research and developing results-driven leaders who use business as an engine for global change. It offers MBA programs (full-time, Evening and Weekend MBA Programs for Executives, global OneMBA® and online MBA@UNC); Master of Accounting; undergraduate business; PhD; non-degree Executive Development; and the UNC Business Essentials certificate program. Media contact: Allison Adams, 1-919-962-7235, aadams@unc.edu

 


 

Wednesday
May162012

AT&T Launches 2012-2013 Class of Operation Hand Salute Mentoring Program

A national program for service disabled veteran CEOs helping them improve their business operations and enhance their ability to win corporate contracts

Questions contact:

Shari Martinez

AT&T Global Supplier Diversity

sm2839@att.com

 

DALLAS, May 16, 2012

Last summer, we graduated our first class of graduates from Operation Hand Salute, our AT&T Supplier Diversity mentoring program for Service Disabled Veteran Business Enterprises (DVBEs). Operation Hand Salute is something we’re passionate about – it offers us an opportunity to give back to our veterans for their military service, while helping to grow and develop their businesses by providing mentorship opportunities and enhancing their ability to win corporate contracts. Today we’re at it again – we are proud to announce the 2012-2013 Operation Hand Salute Mentoring Program.

AT&T recognizes that service disabled veterans in business can face unique challenges, which is where Operation Hand Salute comes in. After an extensive process, 15 of the brightest service-disabled veteran business CEOs are embarking on a 10-week program through JFK University where they’ll learn everything from entrepreneurship to growing a management team.

Each participant will receive the support of a “blue ribbon” taskforce comprised of other service-disabled veteran owned business mentors, AT&T executives and industry experts. They will also “Fast Pitch” their business to a panel of experienced CEOs and AT&T executives.

Operation Hand Salute is a great opportunity for service disabled veteran business owners, who have proudly served our country, to grow their business with the help of a mentor relationship and guidance that only AT&T can provide. It’s a win-win—the more we can help service-disabled veteran business owners succeed, the more quality products and services we can continue to offer our customers.

Let’s welcome this year’s Operation Hand Salute participants as they begin their journey toward a brighter future.

John McKinley, President & CEO

Allegiance Supply Incorporated

Amber Peebles, President

Athena Construction Group

James E. Kimble, President

Boersma Travel

Johnny Dillard, PhD, President

Central Research Inc.

David Johnson, President & CEO

Concise Inc.

Peter Penzell, CEO

Epsilon Inc.

Michael E. Jones, President & CEO

Global Technology Solutions Inc.

Adam Pattisall, President & CEO

IncrediTek

Charlie McCarty, President

Innovet

Jay H. Van Dyne, COO

Phalanx Energy LLC

James M. Terhune, President & CEO

T&T Materials Inc.

Christopher Bumgarner, CEO

Ventura Telephone

William J. Puopolo, President

Verissimo Global

Theresa Blackwell, President & CEO

Virtuo Group Corporation

Phyllis W. Newhouse, President & CEO

Xrteme Solutions Inc.