Profiles in Diversity Journal
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2010 International Innovation in Diversity Awards
Leveraging ERNs to Develop Emerging Leaders
In June of 2008, ConAgra Foods launched an initiative to leverage their six Employee Resource Networks (ERNs) to broadly develop the leadership capability within the diverse employee population. The six ERNs include ConAgra’s Asian Network, Black Employee Network, Latino Network, Young Professionals Network, Illuminations (LGBT employees and allies), and Women’s Leadership Council (WLC). The approach focused in four action areas. Network Leader Appointment – The Human Resources Leadership Team collaborates to identify emerging leaders to fill ERN team leader roles, which rotate every 18 to 24 months. To augment the development process, each ERN is assigned a sponsor from the CEO’s team who collaborates with the ERN team leader to develop and execute the annual plan. This exposure increases senior leader engagement with emerging leaders at lower levels in the organization, while providing a unique opportunity for employees to engage senior leaders. Knowledge and Nourish Sessions – Each network hosts, plans, and executes quarterly development sessions over lunch. Topics are determined through member surveys and executive sponsor recommendations based on their observation of developmental gaps. The sessions, using internal and nationally known facilitators, are open to non-network members throughout the company. The latest in technology enables the company to broadcast these sessions across all locations. Mentoring – Each network has access to mentoring circles to enable senior leaders to share insights and provide coaching to small groups of employees. The WLC launched a 12-month Mentoring pilot in 2009 with 220 participants using an innovative computer-matching technology. Annual Leadership Conference – In 2009, the annual recognition dinner hosted by their CEO was expanded to include a day-and-a-half Leadership and Learning Lab. One hundred leaders across all ERNs were invited to participate to increase their capability to lead through influence and to develop strategic plans tied to business objectives. Since the launch of this initiative, three of the six ERNs have seen their team leaders promoted at least one career level during their leadership tenure. Eighty-eight percent of the Mentoring Pilot participants found it valuable in helping them grow professionally, and as a result, ConAgra Foods will launch the mentor matching tool for company-wide use this summer. In addition, ERN participation has increased exponentially during this period, from 100 employees to over 1500. PDJ
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Pro f i les i n Di ve rsit y Journal
J u ly / A u g u s t 2 0 1 0
8
Inclusive Advocacy Program
In November 2008, Cisco launched the Inclusive Advocacy Program (IAP), an innovative approach to leadership development with the goal of increasing opportunities for its globally diverse, high-potential employees to advance to senior-level There are positions. By deliberately matching and many pieces to pairing diverse high-potential employees with influential Cisco leaders and the program, creating close working relationships, but the heart IAP increases the employee’s visibility of it is the and exposure, and helps to accelerate their growth, recognition, and career relationship opportunities. IAP leverages Cisco’s between the collaboration technology, including matched pairs WebEx and Cisco TelePresence, to create enhanced engagement opportuni- which is nurties and facilitate the development of tured through “advocacy” relationships with senior executives outside of the employee’s regularly existing work function, network, and scheduled pair geography. meetings. IAP specifically addresses the challenge of helping high-potential diverse employees in mid-level managerial roles expand their networks, navigate, and advance their careers without being limited by their current roles and locations. There are many pieces to the program, but the heart of it is the relationship between the matched pairs, which is nurtured through regularly scheduled pair meetings. To date, 64 employees including 32 senior leaders, or “advocates,” have participated in IAP. One employee was promoted in Europe and another was given a new assignment as a result of their participation in the program. The second round of the program is currently underway with additional participants, and Cisco expects to see an increased impact on the participants’ careers. A few unexpected benefits for both participants and advocates included: • Elevated & more strategic thinking; • Improved ability to influence & communicate across cultures; • Increased insight into other parts of Cisco’s business, resulting in better decisions; and • Expanded and enhanced networks. PDJ