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Round 4 Track A:ERG CASE STUDIES: Impact Talent Strategy

FACILITATOR:Deborah Munster / Executive Director / Diversity Best Practices

PRESENTERS:

Shaila Narang / Principal, Electric Business Operations / PG&E (Co-Director, Women’s Network Leadership Program)

Jason Todd / Senior Manager / Oracle (Rocklin Community Lead, Military and Veteran Employment Network)

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Shaila Narang / Principal, Electric Business Operations / PG&E (Co-Director, Women’s Network Leadership Program)

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ERG CASE STUDIES: Impact Talent Strategy

PG&E Women’s Network Initiatives

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• Women’s Network ERG and my role

• Case Study on Women’s Network Leadership Program (WNLP)

• Annual program; have been in existence for last four years

• Aims to develop emerging women leaders and address relevant topics for significant impact on engagement of women and other employees

• 2017 Project Objective: Understand why women are less represented than men in leadership positions, & at the manager level in particular, by addressing the following: • Does available data show why women are not as well-represented in promotions, especially to the manager

role?

• How do we prepare women leaders for successful career progression and promotions?

PG&E: How we impact diverse talent?

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In 2007, PG&E made a commitment to create a workforce that is representative of the communities we serve

The overall female population at PG&E has remained steady

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Promotion to manager is a critical first step

“Women are less likely to receive the first critical promotion to manager—so far fewer end up on the path to leadership—and they are less likely

to be hired into more senior positions.”

- Finding from 2016 Lean-in.org and McKinsey survey

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Does available data show why women are not as well-represented in

promotions, especially to the manager role?

Note: Applicant is defined as someone who applied for the positions, regardless of minimum requirements

Source: Internal promotion data from 2014-2017. Total competitive promotions to manager/senior manager = 280.

• Women do not apply for manager

roles at the same rate as men at

PG&E

• Women also do not apply for

manager roles at the same rate as

we would expect (24% applicants

versus 28% population of women

employees at PG&E)

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How do we prepare women for successful

career progression and promotion?

Internal “Career Advancement”

Survey

External Benchmarking

Internal Research & Interviews

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3 Strategies to Increase Women in Leadership Roles:

1. Mentoring programs

2. High-profile projects

3. Career conversations

Internal “Career Advancement”

Survey

External Benchmarking

Internal Research & Interviews

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PG&E: What we did?

Self-Service Mentoring Pilot

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• Built momentum: both at grassroots and at senior leadership level

• Engaged an Officer sponsor via Diversity and Inclusion office

• Worked with HR counterparts early and developed advocates in HR, and various lines of business

• Empowered the Women’s Network leadership program team

• Launched campaigns: that involved a large number of people and gave them a meaningful purpose to get involved

• Focused on top 2-3 recommendations

• Aimed to achieve continuity – created partnerships and remained engaged

PG&E: How we did it?

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┌ Jason Todd

┌ Oracle Military and Veteran Employee Network (MAVEN)

Veteran Referral Process

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┌ Oracle below VEVRAA hiring benchmark of 6.4%

┌ 2-3% hired FY15-17 were veterans

┌ 248 vets hired in FY2015 vs. 157 in FY2017

┌ Recruiting Program designed for external leads

┌ Recruiting Help line had no veteran contact info

┌ Hiring managers did not understand military experience

Problem/Concept

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┌ MAVEN established ERG working group┌ Buy in from internal orgs:

┌ Human Resources┌ Veteran Recruiting Program┌ Internal Recruiting┌ Diversity & Inclusion┌ MAVEN Employee Resource Group

┌ Goals┌ Direct connection from veteran applicant to recruiter/hiring manager ┌ Improve org’s understanding of veteran's experience

Process/Adoption

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┌ Established veteran contact rep in HR call center

┌ Established recruiting POC to funnel applications

┌ Educated veteran employees on referral process best practices

┌ Communicated the value of a veteran internally

Solution/Execution

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┌ Hired 167 veterans in FY18, 10 more than previous year

┌ Obtained full time executive sponsor

┌ Initiated new veteran hiring programs

┌ Operation Forward March – 8 week direct hire training program

┌ Oracle Veteran Internship Program (78% hired to full-time)

Results/Measurement

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┌ ERG’s can use their powerful network to change internal processes

┌ Identify and eliminate application roadblocks

┌ Referring employees should act as translators

┌ Present 2-3 clear job options to internal recruiters

Key Takeaways

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Questions?Supporting Links

• Vietnam Era Veterans’ Readjustment Assistance Act (VEVRAA) Fact Sheet https://www.dol.gov/ofccp/regs/compliance/factsheets/VEVRAA_FactSheet_QA_508c.pdf

• Veteran Transition Success Storyhttps://military.microsoft.com/2018/05/air-force-veteran-enjoys-flawless-transition-oracle-microsoft-software-systems-academy/

• Operation Forward March https://www.linkedin.com/pulse/operation-forward-march-next-step-talent-david-goltz/

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Round 4 Track A:ERG CASE STUDIES: Impact Talent Strategy

FACILITATOR:Deborah Munster / Executive Director / Diversity Best Practices

PRESENTERS:

Shaila Narang / Principal, Electric Business Operations / PG&E (Co-Director, Women’s Network Leadership Program)

Jason Todd / Senior Manager / Oracle (Rocklin Community Lead, Military and Veteran Employment Network)