In a panel discussion at Gartner’s ReimagineHR event in London last week, Birgit Neu, Global Head of Diversity & Inclusion at HSBC, and Eric Way, Director of Diversity & Inclusion at Volvo Group, sat down with attendees to share their experiences evolving their organizations’ D&I strategies over time. Although Birgit and Eric come from different organizations with different D&I journeys, common themes emerged from their stories that offer some insight into how to run a successful D&I program. A key point both panelists raised was that D&I must be “red-threaded”—that is, consistently part of the entire employee experience, both on an individual level and in interactions with colleagues.
Birgit was HSBC’s first global Head of Diversity & Inclusion, which meant that her strategic direction was defined by the organization’s need to understand what work was already being done in the space of D&I at the organization. Her first tasks were to build that understanding and use it to create a central theme for how the organization would approach their D&I mission in a unified way going forward. Being closely aligned with the talent analytics function, she said, helped her and her team to assess the experience of the bank’s employees and identify opportunities for improvement.
One example she gave was about parents and caregivers: Many organizations assess the number of parents in the organization by how many individuals have identified dependents in the HR information system. At HSBC, however, Birgit and the talent analytics team were able to determine that when asked directly, many more individuals identified themselves as parents than the system indicated. This gave the company an opportunity to reconsider the experiences of the parents in its workforce and think about wellness communications in a different way. HSBC went back to employees to see if there was a difference between parents and caregivers, as they had previously lumped these groups together. They found that asking people these questions separately gave them a clearer picture of their employees’ needs and challenges, and have been able to work with the benefits team to ensure that communications are relevant and timely to each group’s needs.
Employees inside Slack's Headquarters in San Francisco (Slack)
The workplace communication and collaboration software startup Slack has garnered attention within the tech sector for its all-in approach to diversity and inclusion, issuing diversity reports at a faster pace and with more detail than their big-company competitors and making a point of giving its D&I commitment lots of visibility. Last month, Slack released its diversity report for 2017. The report touted a few victories, such as a 48 percent female management team and underrepresented minorities making up 12.8 percent of its technical staff, while also stressing the continued work it has to do.
In a profile of the company’s D&I program at the Atlantic on the occasion of that report, Jessica Nordell looked at several aspects of Slack’s approach to diversity that make it stand out from the crowd. One of these idiosyncrasies is that unlike many other tech companies, Slack doesn’t have a Chief Diversity Officer or other designated head of D&I:
While studies by the Harvard University professor Frank Dobbin, and colleagues, suggest having someone overseeing diversity efforts can increase the numbers of underrepresented groups in management, other measures, such as mentoring programs and transparency around what it takes to be promoted, are also important; a diversity chief alone may not be enough to make much of a difference. At Slack, the absence of a single diversity leader seems to signal that diversity and inclusion aren’t standalone missions, to be shunted off to a designated specialist, but are rather intertwined with the company’s overall strategy. As the CEO, Stewart Butterfield, has said, he wants these efforts to be something “everyone is engaged in.” Indeed, as the research by Dobbin and colleagues shows, involving employees in diversity policies leads to greater results.
The first lesson here is not “don’t have an appointed head of D&I,” but rather that there’s no one right way to structurally advance D&I. The Dobbin study makes sense because the D&I chief position ensures there’s always a voice in the room, but if any organization thinks they’ve solved D&I by creating a head of D&I role, they are sorely mistaken. In our work at CEB, now Gartner, we’ve seen organizations make progress with a large, singularly focused D&I function, or with a small but connected D&I function; with D&I reporting to HR, to the CEO, to the General Counsel, or to the Corporate Social Responsibility function.
IBM made headlines last month when it filed a lawsuit against its former Chief Diversity Officer and Vice President of HR, Lindsay-Rae McIntyre, claiming that her decision to accept a new position as Chief Diversity Officer of Microsoft violated a year-long non-compete agreement she had signed with IBM. McIntyre, the suit claimed, was privy to data and methods pertaining to IBM’s diversity and inclusion program that constituted trade secrets and would inevitably influence the work she did for their competitor.
In a court filing Monday, IBM revealed that it had settled the suit on February 25 and that McIntyre would delay the start of her new position at Microsoft until July, GeekWire reports:
Terms of the settlement weren’t disclosed, but Microsoft said in a statement this afternoon that McIntyre will be officially starting in her new position this summer. … A judge in the case had issued a temporary restraining order preventing McIntyre from working at Microsoft pending a preliminary injunction hearing that was slated to take place next week.
“We’re pleased the court granted IBM’s motion for a temporary restraining order, protecting IBM’s confidential information and diversity strategies,” an IBM spokesperson said. “We’re glad the action has been resolved to the satisfaction of all parties and that Ms. McIntyre will not begin her new responsibilities until July.”
Microsoft announced on Sunday that it had hired Lindsay-Rae McIntyre as its next Chief Diversity Officer, reporting directly to Chief People Officer Kathleen Hogan and leading “a multitude of existing cross-company initiatives to further Microsoft’s progress in building a diverse and inclusive culture.” McIntyre comes to Microsoft after two decades at IBM, where her most recent titles included Chief Diversity Officer and Vice President of HR.
Not so fast, says IBM, which filed suit against McIntyre on Monday, claiming that her new position at Microsoft violates a year-long non-compete agreement and puts IBM’s trade secrets at risk, GeekWire’s Todd Bishop reported:
The suit, filed federal court in New York today, describes McIntyre as one of the company’s “most senior executives with knowledge of IBM’s most closely guarded and competitively sensitive strategic plans and recruitment initiatives,” including “confidential strategies to recruit, retain and promote diverse talent.”
In her new role at Microsoft, she would compete for the many of the same types of hires she previously recruited for IBM, the suit says. … IBM claims in its suit that it will be “inevitable” for McIntyre to use IBM’s trade secrets against the company.
In its complaint, IBM argues that Microsoft itself recognizes the competitive advantage of keeping diversity data and strategies private, pointing to an ongoing class-action lawsuit alleging that Microsoft discriminates against women, in which the tech giant has resisted efforts by plaintiffs to force it to hand over detailed diversity data: “As Microsoft has admitted, disclosure of the very type of confidential information that McIntyre possesses—non-public diversity data, strategies and initiatives—can cause real and immediate competitive harm.”
As part of Uber CEO Dara Khosrowshahi’s efforts to turn around his embattled company’s public image and organizational culture after a series of scandals last year, Bo Young Lee will join the ride-sharing startup as its first chief diversity and inclusion officer in March, Johana Bhuiyan reports at Recode:
Lee’s hire — the third executive appointment under newly minted CEO Dara Khosrowshahi following chief legal officer Tony West and chief operating officer Barney Harford — is an important one for the company as it attempts to refurbish its image and address the many issues first brought to light by Susan Fowler’s essay in February 2017. … Lee, who was the global diversity and inclusion officer at financial services firm Marsh, will not be reporting directly to Khosrowshahi and Harford; she will report to Uber’s chief human resources officer, Liane Hornsey, for the time being.
An independent investigation conducted last year by former US Attorney General Eric Holder had recommended that Uber promote its current global head of diversity, Bernard Coleman, to the role of chief diversity officer, reporting directly to the CEO and COO. The company may change up Lee’s place in the chain of command later, Bhuiyan adds:
H&M, the Swedish fast-fashion retailer, suffered a major public relations crisis last week when an advertisement depicting a black child modeling a sweatshirt with the slogan “coolest monkey in the jungle” set off a wave of violent protests at its stores in South Africa. The company quickly apologized and removed the ad from all its marketing, but the fallout has not ended: Musicians The Weeknd and G-Eazy have canceled partnerships with the company, activists have called for a global boycott, and the five-year-old model, Liam Mango, and his family have reportedly moved out of their home in Stockholm over “security concerns” after his mother was harshly criticized for defending the company over the controversy.
As part of its damage-control efforts, H&M announced on Wednesday that it had hired its first global head of diversity, the Associated Press reported:
In an email to The Associated Press on Wednesday, the retailer said Global Manager for Employee Relations Annie Wu, a company veteran, would be the new global leader for diversity and inclusiveness. The retailer said on Facebook that it’s “commitment to addressing diversity and inclusiveness is genuine, therefore we have appointed a global leader, in this area, to drive our work forward.”
At Quartz, Lynsey Chutel explains why the ad touched such a nerve in South Africa, and what other global brands can learn from this controversy:
Denise Young Smith, who was chosen to serve as Apple’s first vice president of diversity and inclusion in May after three years as its worldwide head of HR, is leaving the company at the end of the year, TechCrunch’s Megan Rose Dickey reported on Thursday:
Taking over as VP of inclusion and diversity will be Christie Smith, who spent 17 years as a principal at Deloitte. In her career, Smith has focused on talent management, organizational design, inclusion, diversity and people solutions. At Apple, she’ll report to Apple VP for People Deirdre O’Brien, the company announced internally today.
This succession will involve a change in the chain of command, as Young Smith currently reports directly to CEO Tim Cook. It is unusual for a head of diversity to report directly to the CEO: According to our 2016 D&I Benchmarking Report at CEB, now Gartner (which CEB Diversity & Inclusion Leadership Council members can read here), only about 3 percent of heads of D&I report directly to the CEO, with the largest percentage of these leaders (38 percent) reporting to the CHRO. Before Young Smith’s role was created, Apple’s diversity and inclusion efforts were headed by Jeffrey Siminoff, who held a director role and reported to then-head of HR Young Smith.
A longtime executive who joined Apple in 1997, Young Smith courted controversy last month with comments she made at the One Young World Summit in Bogotá, Colombia, in which she said that “there can be 12 white blue-eyed blonde men in a room and they are going to be diverse too because they’re going to bring a different life experience and life perspective to the conversation.” This was not the cause of her departure, however, as a source tells Dickey that Young Smith had been talking to Cook about next steps in her career since last year and the company had been in the process of seeking her successor for several months.