With teams all over the globe, Symantec is focusing on creating an inclusive culture that is as diverse as its customers.
Below is an article originally written by Jared Karol, the Purpose & Leadership Development Coach at PowerToFly Partner Symantec, and published on November 7, 2018. Go to Symantec's page on PowerToFly to see their open positions and learn more.
How do you build a diverse and inclusive company culture in an organization that is 36 years old, has more than 13,000 employees, and is located in 35 countries all around the world?
At the Tech Inclusion conference in San Francisco on October 16, 2018, four members of Symantec's leadership team – CEO Greg Clark, CHRO Amy Cappellanti-Wolf, CIO Sheila Jordan, and EVP Samir Kapuria – sat down with Wayne Sutton, Co-Founder of Change Catalyst, for a panel discussion on Cyber Security and Culture to address that question. They discussed both the progress Symantec has made and challenges they still face in creating a culture where every employee feels like they belong.
With welcome candor and transparency, Greg stated right away that he was disappointed in the diversity metrics at the company. "Our numbers are just not good enough," he said, before going on to say that improving those numbers has been a major focus area for him and the company since he became CEO two and a half years ago.
This is of course commendable. And, improving the numbers means little if you don't create a culture where everyone feels included, an idea Amy shared: "The whole notion around inclusion lends itself to a diverse workplace. How do you ensure people have a voice and are not left in the margins? How do you bring people into the conversation?"
In other words, if you focus on helping the people who are already working at the company feel included, you create a place where people from underrepresented backgrounds want to come and work. The more Symantec becomes known as a place where candidates from diverse backgrounds will be welcomed and appreciated, the more candidates from diverse backgrounds will apply.
The whole notion around inclusion lends itself to a diverse workplace. How do you ensure people have a voice and are not left in the margins? How do you bring people into the conversation?
The idea that Symantec is a huge company with a global reach is central to this line of thinking. "We are a virtual global team with thirteen sites around the world," says Sheila, who is also the executive sponsor for SWAN (Symantec Women's Action Network). "We have to create an inclusive environment across the globe."
Samir points out that cyber criminals don't discriminate. "They attack people from all kinds of backgrounds," he says. "The victims of these attacks are diverse, so our solutions need to be inclusive of all walks of life." After all, he reminds us, Symantec is a technology company that creates products for people around the world. The people who are coding those products need to be reflective of the people who are using them.
Despite the challenges – or maybe because of them? – it was clear that the Symantec executive team is committed to their vision of creating a more diverse and inclusive global company. One example of this commitment is the CEO Action for Diversity and Inclusion Pledge that Greg signed in 2017.
There was also a level of awareness on the stage that was great to see. As executive leaders in a huge global company, all four speakers on the stage are cognizant of their responsibility to make sure that all voices are heard in the company. This includes calling out behaviors that are not contributing to an inclusive and safe workplace culture. "Everyone is suffering from [a lack of diversity and inclusion]," says Amy. "We are working on building awareness and intentionally seeking out all voices. We're talking to teams and involving them in the conversation and around solutions."
Symantec is a technology company that creates products for people around the world. The people who are coding those products need to be reflective of the people who are using them.
The vision is that as the executive team continues to model the behaviors that promote inclusivity and belonging, servant leadership will become the norm. This leadership style is aimed at inspiring and empowering every employee to take responsibility for contributing to the kind of company culture that everyone wants in the first place.
Ultimately, it's about being part of something greater than yourself. Just as Symantec's products positively impact customers all over the world, Symantec's culture can make a huge impact on the lives of its employees all over the world too. "It's going to take a few years to change," admits Greg. "But we're really working on culture. It matters to us. And, it will make us a much stronger company."
S&P Global's Campus Recruiting team recently partnered with their Diversity & Inclusion team to profile recent graduate hires who are active with at least one of S&P Global's 9 employee resource groups. These graduates represent a variety of employee resource groups globally and they come from different backgrounds, programs, and divisions, showcasing the true diversity of S&P Global employees.
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Plus, they're currently hiring!
At Thales, they work in open-minded teams that value the diversity each employee brings, whatever their background. In the video above, Thales employees share why they champion for diversity and inclusion in the workplace.
Interested in being part of such an impressive team?
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Below is an article originally written by Robert E. Moritz, Global Chairman at PowerToFly Partner PwC, and published on September 20, 2017. Go to PwC's page on PowerToFly to see their open positions and learn more.
This morning, I joined heads of state, university presidents, global CEOs, and hundreds of advocates from across the world to celebrate the third anniversary of HeForShe. I'm honored to be a HeForShe IMPACT 10x10x10 Champion, a role I share with 10 heads of state, 9 other global business leaders, and 10 university presidents committed to achieving global gender equality.
It is exciting to be part of an initiative that has such a broad and deep reach: the 10 HeForShe heads of state lead more than 550 million citizens around the globe; the 10 global CEOs lead companies that employ more than a million people in 190 different countries; and the 10 University Presidents come from 8 countries on 5 continents, and lead institutions with a total of more than 700,000 students and over 40,000 faculty members.
Even more exciting is the opportunity to drive real change through this initiative. Consider that this year the President of the Republic of Malawi has successfully championed ground-breaking amendments to Malawi's constitution to outlaw child marriage. This change led to the annulment of over 3,500 child marriages and the return of over 1,500 girls to school. In Iceland, the Prime Minister has committed to eradicating the gender pay gap by 2022 by requiring all companies with 25 or more staff to obtain a mandatory certification of pay equity. The 10 University Presidents have collectively committed to eliminating gender-based violence on their campuses, with over 30 solutions generated thus far to help reach that goal.
Here at PwC, we're moving forward or have delivered on our three HeForShe commitments. We have moved the needle on leadership diversity with a gender-balanced Global Leadership Team. And while this is progress, we also recognize it is not enough. We will continue to strive for that same degree of gender diversity across all levels and business areas of the PwC network., and look to help others outside of PwC do the same.
To be clear, a diversified leadership team is important, but gender parity cannot be boiled down to a leadership statistic. Parity requires a culture change, and that, in turn, requires that minds change. Based on PwC's experience working toward that goal, I want to share four leadership lessons I've learned that each of us — regardless of where you are in an organization — can apply to create meaningful change:
Check your day-to-day behaviour
A little effort can go a long way when it comes to daily routines and habits. For example, think of the daily meetings you lead or attend. As a leader, are you inviting the right balance of views and backgrounds to the table? Are you creating a space where all attendees feel empowered to speak up? Are dissenting viewpoints — including calling leadership to task — encouraged?
Get out of your personal bubble
In the busyness that is modern work life it can be too easy to get trapped in our own workplace bubble. We've all got to prioritize more learning, reading, and engagement to increase our awareness of different points of view, understand experiences that our not our own, and be conscious of our blind spots. For example, did you know that globally an astounding 31 million primary school age girls do not attend school, and of those, almost 55% are never expected to attend? That two thirds of the 781 million adults who are illiterate worldwide are women? Or that in almost every country in the world women are underrepresented at every level of the corporate pipeline? The PwC and HeForShe global online learning module (one of PwC's commitment to the HeForShe initiative) — Building Gender IQ — is a great place to start learning about why this matters and how gender equality benefits everyone. And I encourage you to link what you learn back to your everyday reality so that you can influence change at work, home, or in society.
At PwC, we are using data to transform our diversity and inclusion strategy and approach. Data allow us to focus our interventions on critical areas that will move the dial. As a leader, I've seen the impact this has had, and I strongly encourage leaders to accelerate progress by leveraging data in their organisations to mitigate behavioural and process barriers. You can learn more about the specifics of our PwC approach in the HeForShe IMPACT Parity report.
Be an inclusive sponsor of talent
PwC research shows that women today have greater career expectations than any previous generation. But talent and ambition are often insufficient, because advocacy remains critical to career progression. Inclusive talent management means having the skills to recognize the best talent for any given opportunity and moving away from sponsoring and promoting people who look/think/act/sound like you. I encourage all of us to think about the critical touch points that will support female talent progress. Have feedback and career discussions with talent more than once a year. And don't make assumptions like "Lisa won't want to travel because she's a new mother" or "I won't put Petra on this priority project because she has never expressed an interest in this client directly to me." Don't assume, ask! Leaders have a vital role to play by creating the right tone at the top, inspiring women, and helping them to reach their full potential.
The lack of workplace diversity can seem insurmountable at times, and it's easy to question whether we'll ever achieve equality. Well, I think we can, and I think HeForShe is going to be one of the critical tipping points for gender parity in the coming years. Why? Because the responsibility for and the benefits of gender equality belong to us all — not just women. We can and must all play our part in making change happen.
Find out more about PwC's role as a HeForShe Corporate Impact Champion and make your commitment here.
There's an enormous diversity of talented people who love living on the Central Coast of California, so in 2017, MINDBODY opened an office in Santa Maria to help expand their team and support their customers all over the world.
Are you interested in joining their diverse team?
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