20102010

Thank You, Sponsor!

20102010

New Leaders/ New Groups Track: Structure a Business Plan that Measures your ERG’s Effectiveness

Moderator: Brian Sorge / Managing Director / Jennifer Brown Consulting

Presenters: Chuck Stephens / Senior Associate, Diversity & Inclusion / Booz Allen

Hamilton

Stephan Klaschka / Director, Head of Clinical Applications Support & Co-Chair, NxGen ERG/ Boehringer Ingelheim Pharmaceuticals

20102010

ERGs develop based on the needs of the population. A robust ERG strategy tends to focus on:

• Engaging and Supporting Employees

• Directly Impacting Business Needs

Key Steps to Developing Individual ERG Business Plan / Strategies

• Identify organization’s overall Diversity and Inclusion (D&I) strategy

• Identify goals and objectives across all ERGs

• Develop ERG-specific strategy – Align with D&I and ERG strategies

• Build a plan that aligns with organizational/business strategic goals and objectives

Structure a Business Plan that Measures your ERG’s Effectiveness

20102010

Defining ERG Effectiveness

• Level 1: Activity-Based

• Level 2: Isolated Goals Identified and Achieved

• Level 3: Change Occurs

• Level 4: Business Impacts Identified and Achieved

• Level 5: ROI is Demonstrated

20102010

Multiple ways to measure ERG progress:

• Event attendance

• ERG Membership

• External Awards

• Levels of Structure and Governance (i.e. Completed Business Plan)

• Revenue and Business-Aligned Targets

• Business Partner Collaboration

• National, Regional, and Global Representation

• Cross-ERG Collaborations (internal and external)

Developing Sound ERG Metrics

20102010

Identifying a Strategy Framework or Structure

• Focus on incremental development vs. current and future state

• Five-level maturity models have demonstrated success• Link to and/or mirror existing organizational models • Important to distinguish ERG organizational capabilities from

ERG Leader and Sponsor capabilities • Look to identify strategic business goals and objectives that

align with ERG developmental phases

20102010

LEVEL I LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5

20102010

Boehringer Ingelheim

• Next Generation at the Workplace (NxGen)

• Steps to establishing an ERG

Booz Allen Hamilton

• Employee Group States of Being – from Affinity Group to Business Resource Group

• Run your group like a business

The Changing Face of ERG Metrics

Measurement of Progress Changes as ERGs Mature

20102010

• Human Pharmaceuticals and Animal Health

• Founded 1885 in Ingelheim, Germany

• 125-year old global company committed to improving the lives of patients and their families

Boehringer Ingelheim

• Corporation: 41,500 employees worldwide

• Operating with 142 affiliated companies in 50 countries

• Net sales U.S. 17.7 billion dollars in 2009

• Products marketed in some 152 countries

20102010

NxGen ERG

• Office of Diversity, Inclusion & Engagement governs all seven ERGs– Provides framework, executive sponsors, basic funding– ERGs are employee driven, ‘grass-roots’

• Next Generation at the workplace (NxGen) – Focusing on understanding and leveraging generational

dimensions– Includes all employees – NxGen has 260+ ‘followers’ to date– Achieve ERG goals through project (7 active to date)– Read the NxGen case study in NALC Handbook!

20102010

Steps to NxGen

• Establish a business case for having the ERG– Seek executive stakeholders for support and funding

• Develop a project strategy for the ERG– Build a project portfolio and develop a project pipeline– Projects as business cases aligned with business strategy– Measurable results and professional project management

• Communicate openly and transparently– “What’s in it for me?” – member, recruit, sponsor, ERGs– Build trust and dare to reach out unconventionally [1]

– Allow for errors, learn from them and have fun!

[1] David Thompson (NxGen co-chair), Session D: Hot Topics Track: Using Network Technologies for ERG Growth

20102010

How do we do?

Stakeholder Testimonial

“The consistent support, positive attitude, and time that you and your colleagues dedicate to projects such as the (XYZ) initiative, are not only appreciated, but will contribute to a new era of collaboration and community development within Boehringer Ingelheim”

John Yonsky, Associate Director, Online and Internal Communications

NxGen – “Making the best of generational differences!”

20102010

“If you want to build a ship,

don't drum up people to collect wood and don't assign them tasks and work, but

rather teach them to long for theendless immensity of the sea.”

- Antoine De Saint-Exupery

20102010

How to start?

• Build business case get executive buy-in!– Work with company governance body (if exists)

• Convince by addressing key questions:– How can NxGen help the company understand the

needs of different workplace generations?– How does NxGen help the businesses of BI? (external

focus marketplace)– How can NxGen ERG help increase productivity?

(internal focus workplace) – What is needed for ERG to feel engaged, valued?

20102010

Project Strategy

• Professional project management– Measurable results build credibility pipeline– Business manager as project sponsor $$

• Focus on a few projects with– High need in the organization meaningful– High visibility, fast completion impact

• ERG as sounding board for management– Build a strong support base (“followers”)– Transparent and open communication

20102010

BACKUP SLIDES

Boehringer Ingelheim

20102010

Office of Diversity, Inclusion&Engagement: Organizational Structure

Office ofDiversity, Inclusion

& Engagement

BI Diversity & Inclusion

Advisory Council

BI Operating Unit

Diversity Groups

BI Employee Resource

Groups

Field SalesDiversity & Inclusion

Advisory Council

AHBRAERG

D.O.N.E.

La BIICA!

WLIWorking w/ Pride

Ben Venue Labs

BI VetMedica Inc.

BI Chemicals Inc.

BI Roxane Inc. &

Roxane Labs Inc.

NxGen

20102010

How we’re doing: The ODI&E

20102010

ERG Governance

• Governed by the HR Office of Diversity, Inclusion& Engagement– Nancy Di Dia, Chief Diversity Officer

• Part of the company's diversity and business strategy

• Follow clear set of rules for ERGs• Have an executive sponsor• Receive company funding

20102010

• What is needed for an ERG?– Around intrinsic diversity dimensions– Support diversity, inclusion, business objectives– Promote networking, mentoring, coaching,

community outreach• Inclusive

– Open to all employees; can’t oppose other ERG• Transparent

– No political or lobbying activities, no hidden agendas• Compliant

– Abide company policies and procedures

ERG ground rules

20102010

Why a “Gen” ERG?

• Demography changes society and the workplace• Four generations work together in different ways

– Communication, networking, collaboration, expectations• Increasingly distributed workforce

– Results-oriented, virtual, rely on technology• Prevent the baby-boomer “brain-drain”• GenY outnumbers GenX by 50%

– Make a change, involved in decision-making

20102010

Demographic Change

20102010

NxGen Mission

• Next Generation at the Workplace ERG leverages generational differences and similarities for professional growth opportunities and inclusion within Boehringer Ingelheim’s workplace and marketplace.

• NxGen is inclusive to all employees

20102010

NxGen Overview

• Kick-off event in October 2009– NxGen ‘followers’ to date: 260+

• Organization– Chair, two co-chairs, executive sponsor– Core team of 12 meets monthly as an open forum

to set strategy and coordinate project teams• Focus on projects as business cases

– ERG goals in an annual business plan– Active projects to date: 7

20102010

Project Portfolio

• Build portfolio and develop a project pipeline• Align projects with the business strategy

– Such as Financial, Operational, People, Marketplace excellence

• Project mix to attracts different personalities and interests

• Communicate benefits– Make it a win/win for company and employee– Recruit active staff to execute projects!

20102010

Aligned Portfolio

Focus Area Projects

Operational Excellence

• People Finder/Expert Locator• R&D wiki• Remote Workers at BI

Marketplace Excellence

• Recruit and Inform• Data Analysis

People/Financial Excellence

• Talent Acquisition• Learn@BI

20102010

Project Initiation

• Build a business case– Demonstrate business need with success metrics

• Appoint a passionate project manager– Guide with a framework of questions– Provide guidance and support– Distinguish “novelty” from true “innovation”– Work with sponsor to prepare organization– Establish regular report to core team– Delegate and don’t take the work back

20102010

Project OutlineFocus Area Operational Excellence

Title Remote Workers at BI

Objective

(1) Recruit active members/information receivers (2) Surface data on BI's remote workforce (3) Share data w/ Future Workplace project & ERGs(4) Establish project portfolio, act upon findings(5) Start one project

Success Criteria/ Metrics

(1) Recruit 200 (count email distribution list), (2) Launch online survey for remote workers by 31Jan2010; analyze survey results by 31Mar2009, (3) Share survey results w/ ODI, ERGs, WoF by 15Apr2010(4) Establish project portfolio by 30May2009(5) Launch first project by 01Jul2010

Communication Plan by Remote Workers at BI core team by 28Feb2010

Necessary Resources- People Lead: Stephan Klaschka

Necessary Resources- Financial n/a

Targeted Completion Date (see metrics)

20102010

“ABCD” ReportsProject: Remote Workers at BI groupLead: Stephan Klaschka

(1) Completed Goal was 200 recruits; recruited 221 members

(2) CompletedConducted online survey since Jan’2010 and continue open-ended for now.

(3) CompletedAnalyze and communicate interim results for 321 responders competed in Apr’2010

(4) + (5) - planned.

• Cultivate a work-environment that supports the growing segment of virtual workforce

• Increase competitiveness: Attract and retain employees seeking flexible workplace

• Max. business support for virtual workers• Promote awareness & appreciation for

remote workers• Measurably improve collaboration,

engagement.

BenefitsBenefitsAchievementsAchievements

Do NextDo NextConcernsConcerns• (none at this time) • Use interim results from online survey to

identify project candidates and develop a project portfolio.

Project Objective:(1) Recruit members and followers(2) Surface data on BI's remote workforce(3) Share data with Workplace of the Future project and ERGs(4) Derive a project portfolio(5) Launch -at least- one project