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Veronika Hucke, Global Head I&D
26 February 2015
Driving change systemically:
Philips’ Inclusion & Diversity Strategy
3 26 February 2015
Content
• Philips overview• 2011 I&D status• Agenda setting• Strategy overview• I&D in Talent
Management• Outcomes• Q&As
Early 2011 status: Diversity targets out of reach
3 26 February 2015
2008 2009 2010 2011 2012 Target
5% 5% 5% 0% 10%
Share of female executives Share of executives with growth market nationality
2008 2009 2010 2011 2012 Target
10%
10%
11%
0% 15%
4 26 February 2015
3 26 February 2015
Aligning business and I&D strategy
• Markets• Portfolio• Talents
5 26 February 2015
Understand and address cultural barriers
• Networked• Western• Extraverted
13 26 February 2015
Philips I&D Strategy 2012 - 2016
I&D fully embedded in culture change initiatives
Inclusive talent management Targeted plans for specific needsPlan
Vision
D&I Framework
Deep leadership commitment
8 26 February 2015
Driving cultural change VIDEO
14 26 February 2015
Talent Management as key enabler for change
12 26 February 2015
Old pool approach did not power I&D
• Pool composition• Networked culture• Lack of transparency
18 26 February 2015
New approach supports I&D ambitions
Succession planning considers MT diversity requirements
Performance & potential evaluated of all employees to identify succession candidates.
Dedicated follow up on diverse talents
External mapping supplements non-diverse plans
Targeted measures to increase inflow of diverse talents
15 26 February 2015
Support grooming of diverse leaders
E.g.• Visibility of talents globally• Follow up on diverse candidates• Strong succession plans = diverse • All roles are posted
15 26 February 2015
Outcomes
• D&I systemically embedded in competencies and key HR processes
• Increased diversity of executive populationo 18% women, up > 60%o 15% growth market nationals,
up > 70%