Aligning with the Business: Diversity & Inclusion’s Strategic Partners
PART ONE: How to more engage leaders as champions for your D&I Initiative… view details
15 April, 2010 | (01 hr)
The scope, breadth and depth of Diversity & Inclusion [D&I] initiatives have increased rapidly in Asia over recent years. This change has occurred despite the fact that resources and people responsible for D&I initiatives are often part-time or sole practitioners. This in contrast to, the well resourced and established corporate function/department more commonly found in North America or Western Europe headquarters. In this context it has been essential for people responsible for D&I initiatives in Asia, be they full-time D&I professional or a volunteer coordinator, to collaborate closely with line managers, employee networks and the Human Resource function.
Audience: This KnowlEdge series will target several key relationships for the D&I activity within organizations in the Asian context, to understand both the barriers to and the drivers of success.
Business Issues: For companies to be successful with their diversity and inclusion efforts, diversity must be viewed and understood as a driver – a driver of new business, a driver of improved decision making, a driver of improved consumer insights and a driver of greater access to human capital management, to name a few. But diversity & inclusion cannot contribute to its full potential if such initiatives are seen as standalone and isolated from the business. This series will explore the opportunities and barriers to collaboration between key business partners and those leading diversity & inclusion initiatives.
The Asian context is rich with diversity – companies operating across multiple countries with significant differences in business, legal and social/cultural contexts and a variety of corporate cultures. Some organizations develop policies and programs centrally and migrate them to other geographies; others provide a broad framework and then allow the leadership in the territories to craft their a local strategy. Regardless of the approach your organization takes, real and lasting success is only achieved when senior leaders embrace D&I as an integral component of their leadership responsibilities and business success.
Topics covered include:
- How to identify and engage with key leaders
- Making the business case for D&I and connecting diversity and inclusion to the bottom line
- Personal insights into how leaders integrate D&I into their broader responsibilities
Speakers
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Ran de Silva
Ran de Silva is the Executive Director, Regional Head of Diversity, APAC based in Hong Kong. She is responsible for the development and execution of the UBS diversity and inclusion strategy and programmes in Asia Pacific. Her work in UBS has accel... Full Bio |
PART TWO: Maximising the Value and Effectiveness of Employee Networks… view details
22 April, 2010 | (01 hr)
The scope, breadth and depth of Diversity & Inclusion [D&I] initiatives have increased rapidly in Asia over recent years. This change has occurred despite the fact that resources and people responsible for D&I initiatives are often part-time or sole practitioners. This in contrast to, the well resourced and established corporate function/department more commonly found in North America or Western Europe headquarters. In this context it has been essential for people responsible for D&I initiatives in Asia, be they full-time D&I professional or a volunteer coordinator, to collaborate closely with line managers, employee networks and the Human Resource function.
Audience: This KnowlEdge series will target several key relationships for the D&I activity within organizations in the Asian context, to understand both the barriers to and the drivers of success.
Business Issues: For companies to be successful with their diversity and inclusion efforts, diversity must be viewed and understood as a driver – a driver of new business, a driver of improved decision making, a driver of improved consumer insights and a driver of greater access to human capital management, to name a few. But diversity & inclusion cannot contribute to its full potential if such initiatives are seen as standalone and isolated from the business. This series will explore the opportunities and barriers to collaboration between key business partners and those leading diversity & inclusion initiatives.
With minimal resources supporting D&I initiatives across Asia, how can companies extend the reach and impact of their policies, practices and programs? Employee Networks provide a powerful and far-reaching means for expanding scope. What are the challenges and barriers as well as the best practices when considering the use of Employee Networks?
This session will explore
- Company organized networks or employee initiated and managed. Which works best?
- Effectively integrating the activities of the network[s] with company policies and practices
- Examples of networks that have contributed positively to expanding the scope of D&I.while advancing other corporate strategies and goals.
Speakers
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Shoon Yin Lim
Shoon Yin is a Consultant in the Global Diversity & Inclusion (D&I) Practice in Shell, based in Singapore. She leads the D&I efforts, globally in Shell's Downstream business and regionally in the Asia Pacific, to increase the represent... Full Bio |
Series Host
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Andrew Bell
Senior Fellow, Human Capital The Conference Board Andrew Bell is a Senior Fellow, Human Capital at The Conference Board. In this role, Andrew supports the Human Capital Practice which includes The Conference Board Human Capital Exchange™, research, conferences, web... Full Bio |
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Toni Riccardi
Chief Diversity Officer The Conference Board Toni L. Riccardi is the chief diversity officer for The Conference Board. She also serves as the subject matter expert for the external diversity content and programs of The Conference Board. Previously, Riccardi was a principal with the g... Full Bio |