1. Moving From “Mini-Me” to Diversity Inclusion in Succession Planning

2. Objectives
Provide an overview of the most critical factors for succession planning
Introduce the role of diversity in effective succession planning
Demonstrate how these two activities must come together for organizational success
Explore the complexity of attracting, developing, and retaining a diverse workforce

3. Table Talk: Almost 50 years after the Civil Rights Act of 1964, why we do we still need have to talk about diversity?

4. What does diversity look like to you?
Surface Level:
Race
Gender
National origin
Age
Disability
Deep Level:
Personality
Culture
Thought/ideas

5. Goal of Succession Planning
Identify better talent
Create bench strength
Other???

6. Critical Factors for Succession Planning
Begin with commitment from the top
Identify and communicate a common set of leadership attributes
Use candid, comprehensive performance reviews
Keep regular schedule for performance reviews and identification of talent pool
Link all decisions about talent to long-term strategy of the organization
Assess program success

7. Talent Management
Promote
Retain
Recruit

8. Best Practices
Pepsico

9. Women make up 58.8% of total workforce.
Workforce Diversity :
Diversity is a strategic business imperative essential to Allstate's success in today's marketplace.
Women make up 58.8% of total workforce.
From:

10. Pepsico Diversity & Inclusion
At PepsiCo, we approach diversity and inclusion as fundamental business priorities.
Win with diversity and inclusion. We embrace people with diverse backgrounds, traits and ways of thinking. Our diversity brings new perspectives into the workplace and encourages innovation, as well as the ability to identify new market opportunities.
From:

11. Global Diversity
The rich diversity of our people, our thinking, our talent and our suppliers is key to our success.
"Recognizing and valuing the many differences that make us who we are is vital to our culture. This diversity includes more than the obvious traits, like nationality, culture, race and gender. Our diversity also encompasses many differences that are not so easily seen, such as life experiences, religion, sexual orientation and family situations, just to name a few.”
From:

12. In 2010, among senior management (directors & VPs):
As an inclusive company we embrace diversity of individuals, opinions, cultures and abilities.
Workforce: To achieve a globally diverse talent pipeline we embrace and value diverse individuals and we actively seek them. We want to create a diverse workforce and a leadership team that is well represented around the world.
In 2010, among senior management (directors & VPs):
16% globally are female
15% U.S. people of color
13% outside the U.S.
In 2011 we will continue to work with organizations that source diverse candidates.
From:

13. Robust Strategic Planning
Diversity Management
Succession Planning
Robust Strategic Planning

14. More Options for Strategy Formulation
Robust Strategic Planning
Diverse Workforce
More Options for Strategy Formulation
Flexibility of Deeper Pool of Talent
Firm Reputation

15. Development Practices Program Management Practices
Business Strategy
Leadership
Strategic Implications of Effective Diverse Succession Planning and Strategy Integration
Planning Practices
Forecasting Demand
Identifying and Accessing Talent
Dealing with Shortages
Development Practices
Program Management Practices
From Greer & Virick, Human Resource Management, Vol. 42

16. Moving from “Mini-Me” Involve employees in the conversation
Require career development plans
Build a transparent system
Hold supervisors accountable
Ensure recruitment firms aren’t adding to the problem
Beware unconscious bias

17. Reading/Resource List
Full reference for Greer and Virick article:
Greer, Charles R., and Virick, M. (2008). Diverse succession planning: lessons from the industry leaders. Human Resource Management, 47,
SHRM online library and SHRM Foundation products include extensive resources on diversity, succession planning, and related topics
Effective Practice Guidelines from SHRM Foundation:
New! Transforming HR Through Technology
New! Onboarding New Employees The Search for Executive Talent
Employment Downsizing and Its Alternatives
Recruiting and Attracting Talent
Learning System Design
Human Resource Strategy
Retaining Talent
Developing Leadership Talent
Implementing Total Rewards Strategies
Employee Engagement and Commitment
Selection Assessment Methods
Performance Management

18. DVD Series from SHRM Foundation:
Once the Deal is Done: Making Mergers Work (Strategic credit)
World Economic Forum: Creating Global Leaders (Strategic or International credit)
Seeing Forward: Succession Planning at 3M (General credit)
Trust Travels: The Starbucks Story (Strategic credit)
Ethics- The Fabric of Business (Strategic credit)
Fueling the Talent Engine-Finding and Keeping High Performers (Strategic credit)
HR in Alignment: The Link to Business Results 
HR Role Models