sodexo diversity scorecard

At General Motors, the HR director of each business supplies the scorecard information to the functional leads, CEO Mary Barras direct reports. Balanced Scorecard also provides a base to build a metrics framework that is aligned and consistent. Allstate Insurance Co. in Northbrook, Ill. looks at diversity as it relates to talent, reputation and markets. Strategic redundancy in job skills (job-coverage ratio) Weve found that good, robust metrics can help provide incentives for the right behavioral outcomes.. Sodexo received an A score recognizing our actions to measure and reduce environmental risks within supply chain. 49-61. And that was it. HARVARD BUSINESS SCHOOL CASE STUDY Shifting the - Sodexo. For example, a large corporation might want to improve market share while a government or nonprofit organization might want to accomplish a more challenging mission. The scorecard also includes supplier-diversity results, which are reported on a quarterly basis to the Supplier Diversity Council and focus on minority-, women- and veteran-owned suppliers. If you dont have metrics and scorecards for other things you cant just have them for diversity., Think carefully about the behaviors that you want. Academy of Management Executive, Vol. Our position is to both recognize that we can do more in corporate diversity and to follow through on our commitments. These four perspectives / components of Balance Scorecard are . Sodexo started its diversity scorecard in 2002, after settling a racial-discrimination lawsuit and beginning to implement its diversity-management initiative under Dr. Rohini Anand, now Senior Vice President and Global Chief Diversity Officer. As for the results, Anand said the percentage of minority employees at the company has increased 23 percent since the diversity scorecard and accountability program was implemented, while the percentage of female employees has risen 11 percent. When it comes to accountability, leaders are evaluated annually on results and behaviors, according to Anise Wiley-Little, the companys chief diversity officer. Read about how to make your company more diverse. scorecard includes both quantitative goals as well as. 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We need to assess if we are going to hit the benchmarks that were looking to achieve and how to get there, he says. There are multiple studies on this topic, but Ill reference McKinseys report from 2020 that shows companies with more than 30% female executives were more likely to outperform companies where this percentage ranged from 10 to 30, and in turn, these companies were more likely to outperform those with even fewer female executives, or none at all. Theoretically there are no great disadvantages of Balance Scorecard approach but in practices managers face a number of hurdles such as Members may download one copy of our sample forms and templates for your personal use within your organization. Some even link metrics to key business.. If so, you belong in this family. An affirmative action plan outlines good faith efforts for all hospital departments, a diversity climate survey was recently completed, and the hospital looks at a diversity benchmark survey to compare its results with hospitals nationwide. Broadly there are four main components / features of Balance Scorecard. While the ultimate goals of each organization differ, scorecards generally attempt to track benchmark measurements of various key items relating . Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organizations culture, industry, and practices. If you exclude people who are retired or people who are not of, The DiversityInc Top 50 Companies for Diversity survey is the ultimate assessment of diversity in corporate America. Why all the energy preamble on International Womens Day? Are you leading diversity, equity, and inclusion at a big company? The diversity component will be measured in part through the Sodexo Diversity Index ("SDI") and a scorecard system. Why is it called a Balanced Scorecard? The 8,900-employee Johns Hopkins Hospital and Johns Hopkins Health System in Baltimore takes several steps to hold managers and executives accountable for diversity and inclusion. A proportion Sodexhos qualitative metrics have rigor around them, are measurable and get at the behavior change and outcomes were after, Anand said. Accountability for internal programs consists of complementary qualitative and quantitative components that ensure the progress of culture change within the organization. - Which internal processes can add value? CDPs new supply chain report analyzes environmental data disclosed through CDP in 2021 from 11,400+ corporate suppliers. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRMs permission. var currentUrl = window.location.href.toLowerCase(); Sodexo is proud of the work we've done to date in diversity management and fostering an equitable and inclusive corporate culture, but there is still more work to do. In 2022, Sodexo has been placed in the top 1% of companies. These include good faith efforts to build a diverse and inclusive workplace and include measures such as diversity-related training participation rates, networking group participation, and achievement of diversity council objectives, affirmative action goal attainment, and the like. } Data on new hires are reviewed quarterly. Ensuring cultural diversity in the workplace is a process not something that happens without governance, accessibility and continuous self-reflection. Another way to look at it, according to Data Enthusiast, is that a scorecard shows progress over time while a dashboard is a comprehensive snapshot of the moment. The inclusion part still has a quantitative feel to it.. In the spirit of International Womens Day, Ill focus on gender diversity, but its worth mentioning the case for ethnic and cultural diversity is equally compelling. For greater details connect with us. Sodexo has once again been recognized by the European Women on Boards for having gender-balanced governance. CEO, Sodexo Energy & Resources, North America & Head of Global Energy Strategic Accounts. Of all of Monsantos human-capital dashboards, the diversity dashboard is among the top three accessed, Harper says. In May 2022, Sodexo was named a DiversityInc Hall of Fame company. Terms of use Privacy & cookies. In this session, Dr. Chris Parker, Head of Research and Data Analytics at DiversityInc and Dana Adamczyk, Senior Manager, 2022 was a challenging year for HR leaders. Leaders at Sodexo Diversity can use Balanced Scorecard strategic tool to build sustainable competitive advantage by better understanding the relationship among - financial resources, internal processes, customer preferences, and operations management in Sodexo Diversitys overall strategy. Please confirm that you want to proceed with deleting bookmark. David A. Thomas, Stephanie J. Creary (2018), "Shifting the Diversity Climate: The Sodexo Solution Harvard Business Review Case Study. McCloskey said the commitment to increase representation at Georgia Power is a given because the company is able to tap the regions increasingly diverse labor force. We believe that this is a long-term commitment and a journey, Anand noted. Blacks, Latinos and Asians in Senior Leadership: 14% higher than the Top 10, 40% higher than the Top 50 and 61% higher than U.S. companies overall. Smucker Company to lead workplace inclusion. Thomas J. Wilson, Allstates chairman, president and CEO, receives yearly data on workforce diversity components for each of his direct reports from demographics, promotion rates and opportunity, retention and turnover for their area of business which has implications on their overall performance and those of their leaders, Wiley-Little noted. The Balanced Scorecard approach was first proposed by Robert S. Kaplan and David P. Norton in their January February 1992, Harvard Business Review article titled The Balanced ScorecardMeasures that Drive Performance. Go to contentGo to the main menuGo to search Change Location Worldwide Worldwide Change Location Americas Timely delivery of goods and services I would like to think this message is common knowledge, but I keep finding its not. She noted that bonuses for diversity and inclusion efforts are decoupled from the finances of the company and paid regardless of company financial results in any given year. Lack of review structure often Balance Scorecards are made by consultant and lacks a clear organization wide review structure. percentages for the workfor ce, management and t op executives. B. Questions range from whether people are treated with dignity and respect and if individuals are allowed to advance regardless of race or gender in that managers unit. Before we share their best practices, lets clear up terminology confusion at many companieswhats a diversity scorecard and whats a diversity dashboard? var temp_style = document.createElement('style'); Kaplan and Norton approach to organization performance is What you measure is what you get. The aforementioned problems are complex and not easily solved. The energy industry is facing unprecedented times. if(currentUrl.indexOf("/about-shrm/pages/shrm-china.aspx") > -1) { The strategic nature of this initiative has led to strong results. Please log in as a SHRM member before saving bookmarks. New sales as a percentage of total sales Additionally, targets for increasing minority- and women-owned dealerships are set each year, with an overall five-year plan in mind. When the economy is unstable, employers are faced with difficult decisions around staffing, pay and benefits. We offer inclusive programs and practices, such as DE&I learning and flexibility, to support the diverse needs of our employees. (1995) "Looking Inside for Competitive Advantage". This is demonstrated in the "DiversityInc Top 50 Companies for Diversity," making the number two spot on the list in 2012. Oftentimes what organizations will do is have a numeric value that theyre looking at in terms of improving representation, but then employees who are recruited can often come into a culture thats not necessarily diversity friendly or supportive, said Hubbard, who is president and CEO of Hubbard & Hubbard Inc. Companies get tripped up when they fail to connect accountability for diversity to the organizations goals. Comprehensive is the critical word there, as dashboards are often more detailed and have more support information. Return policy Build specialized knowledge and expand your influence by earning a SHRM Specialty Credential. Can't access your account? It leverages a top-down, bottom-up, middle-out strategy to drive diversity and inclusion, inform diversity strategies, engage employees across levels and functions, and influence client employees. Ultimate success will be determined by that one-on-one relationship between an employee and their manager., Growing Accountability at Major Health System. Founded in 1962, Catalyst drives change with preeminent thought leadership, actionable solutions and a galvanized community of multinational corporations to accelerate and advance women into leadershipbecause progress for women is progress for everyone. If anything, such times are when organizations really need to focus on diversity and inclusion because doing so perhaps can help to pull you out of a downturn or a sales slump.. What we have found is that having the metrics without the accountability is just half of the equation, Rohini Anand, chief diversity officer and senior vice president for Sodexo Inc., told SHRM Online. We are trying to increase the total number of under-represented minorities in the top 100 medical and administrative senior-level positions to 20 percent by the year 2020, Fuller said. T-Mobile EVP and Chief Human Resources Officer Deeanne King talked about their scholarship program for students at HBCUs, United Airlines Chief DEI Officer Jessica Kimbrough talked about their initiative during Black History Month to support civil rights, DEI Board Chair Tamara Fletcher, Director of DEI at CDW, explained why organizations should recruit diverse staff, DEI Board Chair Pamela Sherman, Managing Director of Culture of Inclusion at Applied Materials, talked about their joining of the Alliance for Global Inclusion, DEI Board Member Adonica Black, Director of Global Talent Development and Inclusion at LexisNexis, talked about their partnership with RELX to fight racism and discrimination, Astella Pharma promoted La Toya McClellan to lead diversity, inclusion, and engagement, DEI Board Chair Tinisha Agramonte, Chief Diversity Officer at Motorola Solutions, spoke about best practices for hiring, promoting, and development for first generational employees, Candace Barnes, Rockwell Automation's Director of Global Diversity, Equity, and Inclusion Programs, discussed the difference between equity and equality in the workplace, Fifth Third Bank SVP and Chief Inclusion and Diversity Officer Stephanie Smith talked about their Diversity Leadership Symposium, DEI Board Member Ralph Lauren launched a new scholarship program to support HBCUs with a $2 million commitment to address systemic racism, Stellantis Director of Diversity, Inclusion, Engagement, and EEO Compliance Lottie Holland talked about their recognition at the 2021 Center for Automotive Diversity, Inclusion, and Advancement awards, DEI Board Member LCBO launched their Spirit of Inclusion initiative for women and diverse communities, Synchrony promoted Danielle Huggins to lead diversity, equity, and inclusion, Starbucks VP and Chief Global Inclusion and Diversity Officer Dennis Brockman talked about their $1.5 billion investment on diverse suppliers, Berry Global appointed Danyelle Granger to lead diversity and inclusion, DEI Board Chairs LaQuenta Jacobs, Chief Diversity Officer at XPO Logistics, and Tinisha Agramonte, Chief Diversity Officer at Motorola Solutions, are speaking at the DEI Executive Summit, April Arnzen, Micron Technology's Chief People Officer, talked about how they achieved pay equity for their 43,000 global employees, DEI Board Chair LaQuenta Jacobs, XPO Logistic's Chief Diversity Officer, spoke at the HR Leaders Summit about what she's learned is needed to make progress for DEI, Sheri Crosby Wheeler, Fossil Group's VP of Diversity and Inclusion, explained how she answered her calling as a DEI practitioner because of her personal life lessons, MD Anderson Cancer Center's SVP, Chief HR Officer, and Chief Diversity Officer Shibu Varghese explained how remote work can help the healthcare industry, Aramark appointed Fenimore Fisher as their VP of DEI, Corey Anthony, AT&T Chief Diversity Officer, and Joni Davis, Duke Energy Chief Diversity and Inclusion Officer, talked about development opportunities for Latinos, Erickson Living promoted Ian Brown to VP of Diversity, Inclusion, and Belonging, DEI Board Member Margaret Dinneny recognized for leadership efforts in City & State's 2021 Pennsylvania Fifty Over 50, Reaology Corporation hired Ivonne Furneaux as their VP of DEI, Microsoft Chief Diversity Officer Lindsay-Rae McIntyre talked about their latest DEI report highlighting the increase of women and minorities in their retail business, DEI Board Chair Ronda Bazley Moore shared LexisNexis' Rule of Law Foundation Fellowship, which helps eliminate racism in legal systems, Sophia Khan appointed as VP and Chief DEI Officer at Allianz, Juan Suarez named as VP of DEI at Southwest Airlines, Brenda Velasquez Wagner, Chief D&I Officer at Labcorp Drug Development, talked about how they're empowering inclusive leadership and providing more opportunities for diverse talent, Lakeitria Luter, Service King Collision's Director of Diversity and External Relations, spoke on their partnership to implement DEI training for their leadership team and ERGs in the organization, DEI Board Member Susan Schmitt Winchester, SVP and Chief HR Officer at Applied Materials, spoke on the Beyond Barriers podcast about the importance of identifying limiting beliefs, GlaxoSmithKline appointed Samantha Warren as Director of Diversity, Equity, and Inclusion, T. 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