Andrés Tapia Global Chief Diversity Officer Emerging Workforce Solutions Leader Hewitt Associates

Andrés TapiaGlobal Chief Diversity Officer Emerging Workforce Solutions LeaderHewitt Associates

The Evolution of Diversity and Inclusion

Copyright © 2009 Hewitt Associates

Canada

United States

Brazil

India Singapore

Hong Kong

China

United Kingdom

Germany

Netherlands

France

Switzerland

Malaysia

Australia

Puerto Rico

Mexico

Thailand

Japan

South Korea

Chile

Argentina

Ireland

Poland

Belgium

Spain

Sweden

Italy

Channel Islands

Austria

Czech Republic

Hungary

Greece

Mauritius

Philippines

New Zealand

Venezuela

Russia

Turkey

UAE

Canada

United States

Brazil

India Singapore

Hong Kong

China

United Kingdom

Germany

Netherlands

France

Switzerland

Malaysia

Australia

Puerto Rico

Mexico

Thailand

Japan

South Korea

Chile

Argentina

Ireland

Poland

Belgium

Spain

Sweden

Italy

Channel Islands

Austria

Czech Republic

Hungary

Greece

Mauritius

Philippines

New Zealand

Venezuela

Russia

Turkey

UAE

Hewitt Global Offices


Hewitt is the HR Industry Leader $3.2 billion in fiscal 2008

23,000 associates in 33 countries

Clients include more than two-thirds of theFORTUNE 500®

Recognized by FORTUNE as one of America's Most Admired Companies

Ranked by Business Insurance as the world’s fourth-largest employee benefits consulting firm in 2008

Named as the top end-to-end outsourcing provider (Workforce Management, 2007)

Named Consulting Firm of the Year by China Staff from 2001–2008


From the cacophony of Lima,

Peru to the

wheat fields of Washington


The World is Not Flat…

It’s Upside Down.


In a post 9-11,post Boomer,

post American,post modern,

post economic boomworld

How do we prepareour leaders?


Beliefs


Diversity is the mix.

Inclusion is makingthe mix work.™


From Programmatic

Diversityto

Sustainable Diversity


From Tolerance and

Sensitivityto

Crosscultural Competence


Impact of Diversity on Team Performance

Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-Western, 2002.

Leader ignores or suppresses cultural difference

Cultural difference becomes an obstacle to performance

Leader acknowledges and supports cultural difference

Cultural difference becomes an asset to performance

Effectiveness in creative tasks

Monocultural Teams

AveragePerformance

MulticulturalTeams

MulticulturalTeams

Less More

-- --

--- -

++

++++ ++

c. Milton J.Bennett, 2008

Traditional

diversity

programs focus

primarily on

diversity but fail

to acknowledge

cultural/social

difference

Focus

on

the

diffe

renc

e an

d

how to

buil

d

bridg

es

betw

een

worldv

iews a

nd

norm

s



Who Doesthe Work

Business Business

Case

Impact on products and services

Talent Business

Case

Impact on talent (engagement,

retention, advancement,

etc.)Operations Business

Case

Impact on internal systems and processes

WhatWe Sell

How We Run the Business

Foundational Model—The Business Case for Diversity and Inclusion


A Demographic Global Tsunami


A Global Demographic Tsunami Caused by these Tectonic Shifts: Aging population Labor shortagesImmigration Unprecedented diversity in

multiple placesHigher birth rates of people of color Minority will become majorityGlobalization Mobile, virtual workforceWomen in the labor force Pressure on traditional ways of

seeing workplace


These Major Trends…

Globalization

Fewer Government

andCorporate

Guarantees

Rapidly Advancing Technology

Seismic Demographic

Shifts

Economic and Political

Volatility


Shape an Emerging WorkforceWith the Following Characteristics…

Emerging Workforce

Autonomous and

Empowered

Multi-layered

Responsi-bilities

Smaller and Less Skilled

Virtual

Diverse

Globalization

Fewer Government

andCorporate

Guarantees

Seismic Demographic

Shifts

Economic and Political Volatility

Rapidly Advancing Technology


130

140

150

160

170

180

190

200

2002 2006 2010 2018 2022 2026 2030

Labor Needed Labor Available

Workforce Projections

Source: United Nations


2009

Workforce Projections—Hewitt

2011

33%Working Outside

US

50%Working Outside

US


Workforce Projections—IBM

2009

50%Working Outside

US


Crosscultural Implications


I don’t know how

to work with you!



Culture: The Metaphor of the Iceberg

BIG “C” CULTURE, OBJECTIVE CULTUREVISIBLE CULTURE

small “c” culture,subjective culture, ‘hidden’ culture

Economic, Educational, Religious, Governmental, Legal, and Political Institutions and Systems;

Architecture, Dance, Music, Literature, Culinary Arts, Fashion, Heroes, Holidays, Popular Culture;

Age, Ethnicity, Race, Gender

Meaning of Time, Space, Life, Death, Myths and Legends, Behaviors, Verbal and Nonverbal

Communication, Conflict Resolution, Definition of Right and Wrong,

Immigration/Work Status, Marital/Parental Status, Personality and Thinking Style, Education,

Sexual Orientation, Group or Individual Roles, Country of Origin

Source: Milton Bennett


Implications – Applying Principles of Diversity to Wealth


Ethnicity Drives Plan Behaviors

2%

18%

81%

70%

5%

64%

White

2%

20%

67%

66%

6%

70%

Asian

6%

34%

51%

62%

2%

47%

Black

3%

28%

67%

64%

3%

51%

Latino

Percent with Loans OutstandingPercent Taking a Withdrawal

Average Percent in Equities

Average Contribution Rate

Internet Usage

Participation

More financial security

Less financial security


2%

18%

81%

70%

5%

64%

White

2%

20%

67%

66%

6%

70%

Asian

6%

34%

51%

62%

2%

47%

Black

3%

28%

67%

64%

3%

51%

Latino

Percent with Loans OutstandingPercent Taking a Withdrawal

Average Percent in Equities

Average Contribution Rate

Internet Usage

Participation

More financial security

Less financial security

Ethnicity Drives Plan Behaviors


-2%-9% -7%

-15%

56%47%

-9%

-24%

13%

36%

89%

-7%

-32%

-7%

-20%

11%

Participation ContributionRates

Percent inEquities

Internet Usage

Loans Withdrawals

171%

Regression-adjusted comparison of 401(k) behavior (relative to Whites)

African AmericanHispanic

Asian

Impact on Participant Savings Behaviors


Implications – Applying Principles of Diversity to Health


African Americans exhibit heart disease death rates 40% higher than those for whites. Their death rate for all cancers is 30% higher than whites.

Although black women receive mammograms as frequently as white women, their death rate from breast cancer is higher.

The death rate from HIV/AIDS is 7 times higher for blacks than for whites.

Hispanics living in the US are almost twice as likely to die of diabetes than whites. They have a disproportionately higher rate of tuberculosis.

Hispanics also have higher rates of high blood pressure and obesity than whites.


Latinos and African Americans underutilize preventive health care

Emergency Room as Primary Resource of Care:

– 6% of Whites

– 8% of Asian Americans

– 14% of African Americans and Hispanics

Is good health a matter of luck?

– 12% of Whites

– 24% of Blacks and Latinos


The Power of Worldviews


What does “long term”

mean?

Copyright © 2009 Hewitt Associates 33

I


el equipo

la familia

nosotros


Tame the Wild West

Pull yourself up byyour bootstraps

God helps those whohelp themselves


que sera, sera

Dios quiere

God willing

¡El avión nos dejó!

What will be, will be

The plane left us!


Si, Non, Yes, No, Oui, Nyet, Da


Picture…









¿Si algo te pasara a tí, quien cuidaría a tu hija?

Cuídala, cuidándoteDe una vez, chequea tu salud


The ability to discern and take into accountone’s own and others’ world views to be

able to seize opportunities, make decisions,and resolve conflicts in ways that optimize

cultural differences for better, longerlasting, and more creative solutions.

The ability to discern and take into accountone’s own and others’ world views to be

able to seize opportunities, make decisions,and resolve conflicts in ways that optimize

cultural differences for better, longerlasting, and more creative solutions.

Crosscultural Competence


The Path to Crosscultural Competence

1. It’s All About Me—An understanding of ourselves and how our own worldview shapes our beliefs and behaviors

2. It’s All About Them—An understanding of the worldviews of others and what has shaped their beliefs and behaviors

3. It’s All About Us—An understanding of how to work efficiently across differences to enhance the work we do


Why Current Best Practices Will Not Be Enough to Crash the Glass Ceiling

Workforce Representation

0%

20%

40%

60%

80%

100%

Analyst Manager Director VP SVP+

Level

Male

Female

And this is after a major diversity initiative…

Does This Look Familiar to You?



United States

People of color and women crashing through previous barriers


Japan Rapidly aging

workforce. 20% of population 65 or older. By 2055, it will be 40%.

Companies have started rehiring retirees to fill gaps—and part time opportunities were reduced, again to plug gaps.

Only 10% of managerial positions in Japan are held by women, compared to 43% in the US. Up to 70% of Japanese women leave the workforce when they begin their families.


Argentina 750,000 undocumented

workers

The percentage of retirees for every 100 citizens will increase from 18% in 2000 to 32% in 2050

2 million Argentineans (7% of the population) have some sort of disability

Chile Only 37% of working age

women work compared with 45% in the rest of Latin America and more than 70% in Europe

In the last decade the immigration to Chile doubled to 185,000 people

Raise Your Hands…


How to be your own mentor

Essential skills for leadership

Nice girls don’t get the corner office

Building a network to success

Work-life management: Finding the Balance

“She’s not a team player. You have to pry information out of her.”

“She’s too aggressive and pushy. No one wants to work with her and she needs to change her style.”

“She doesn’t seem committed. I don’t think she cares as much as some other managers.”

“I just don’t think she’s leadership material.”

“She just isn’t proactive enough. She keeps deferring to me.”

“She lacks executive presence. People can’t take her seriously.”

“She’s indecisive and can’t make up her mind.”

“She’s too emotional.”

What’s Really Being Said Here?


Redefine “good” leadership

Is it better to be…

Decisive or Collaborative?

Self-reliant or Team-oriented?

Risk-taker or Planner?

We require both sides but reward only one


What are the penalties for:

Having a nontraditional career path?

Taking time off?

Participating in a temporary Alternative Work Arrangement?

“I took 4 months off and added 4 years to my development plan.”


Relationship to work

Life Obligations

Attitudes about Gender

Perceptions of Power

Norms

Motivation & Compensation

Career Path & Flex

Comfort with diverse leaders

How Relationships Form

Communication Methods

Gender influences: Implications to:

And much more…

Gender Differences Matter


Workforce Representation

0%

20%

40%

60%

80%

100%

Analyst Manager Director VP SVP+

Level

Male

Female

If We Don’t Focus on Difference, We’ll End Up Back Here…




¡Gracias!

Documents

Andrés Tapia Global Chief Diversity Officer Emerging Workforce Solutions Leader Hewitt Associates