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A Level Playing Field – Implementing Change at Organisation Level

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1 A Level Playing Field – Implementing Change at Organisation Level
Bernice O’Driscoll 25th November 2014

2 Citi at a Glance Approximately 200 million customer accounts
Across more than 160 countries and jurisdictions 250,000 Employees globally Citi provides consumers, corporations, governments and institutions with a broad range of financial products and services, including consumer banking and credit, corporate and investment banking, securities brokerage, transaction services, and wealth management The four key principles-the values that guide us: Common Purpose One team, with one goal: serving our clients and stakeholders Responsible Finance Conduct that is transparent, prudent and dependable Ingenuity Enhancing our clients' lives through innovation that harnesses the breadth and depth of our information, global network and world-class products Leadership Talented people with the best training who thrive in a diverse meritocracy that demands excellence, initiative and courage 2

3 Investing in our Talent
Mentoring Programs Women Leading Citi Women’s Leadership Development Program Coaching for Success Diversity Leadership Programs CCO Development Program I Lead Actively working with Schools & Universities on Technology programmes for women Talent Development Program Leadership 1 / 2 / 3 Top Gun Further Education Support

4 Challenging our Leaders – Changing our Culture
Diversity Networks Reflecting on Unconscious Bias Perception – 2012 Inclusive Leadership

5 Reflecting on Unconscious Bias - Diversity Week 2010
Less than 15% of American men are over six foot tall, yet almost 60% of corporate CEOs are over six foot tall. Late 1970’s, 5% of Symphony Orchestras Musicians were Women.

6 How to Deal With Unconscious Bias in the Workplace
Recognize that you have biases and understand that it is absolutely normal to be biased. Identify what your biases are (some can be positive and some can be negative). We’re all biased and becoming aware of our own biases will help us mitigate them in the workplace. Dissect your biases: Explore the significance and unconscious effect of early messages you received as you grew up about different people, e.g. men, women, gender, race and ethnicity, sexual orientation, religions, etc. Decide which biases you will address first. Review every aspect of the employment life cycle for hidden bias – screening resumes, interviews, onboarding, assignment process, mentoring programs, performance evaluation, identifying high performers, promotion and termination. Support projects that encourage positive images of persons of colour, GLBT and women. Distribute stories and pictures widely that portray stereotype-busting images – posters, newsletters, annual reports, speaker series, podcasts. Many studies show that the mere positive image of specific groups of people can combat our hidden bias. Identify, support and collaborate with effective programs that increase diversity in the pipeline. Reward employees who volunteer with these groups, create internships and other bridges, and celebrate the stories of those who successfully overcome obstacles. Lead by example - the behaviour of leaders is by far the biggest influence on how others will behave and, therefore, a critical driver of the change to a more inclusive culture.

7 Inclusive leadership – our questions
What is it? Why it matters Who’s good at it? & why? How can we build these skills? 3

8 What is Inclusive leadership? The elevator pitch
Inclusive leaders get the best out of all their people, helping their organisations to succeed in today’s complex, diverse national and global environment. By building strong relationships and diverse teams, inclusive leaders are able to increase productivity, performance, innovation and engagement with staff and customers. Inclusive Leadership – Relate Adapt Develop 4

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