Magali Delafosse, Group Vice President, Human Resources, Crown Worldwide Group
Although only a small company, Crown can lay claim to being a diverse company. Kicking off the talk, Delafosse joked that, “Indeed, I am a product of diversity—having worked abroad more than 20 years.” With more than 83 nationalities in the company speaking 54 languages, it is no small claim about its inclusion of people from all around the world. Crown can also claim an impressive level of female representation with 41% of women in management positions with a total of 44% in the executive management group.
Though how to ensure engagement of these employees? Importantly, it is about setting up the right internal evaluations and acting upon it. After an unsuccessful attempt to do so with an outsourced provider, Delafosse explained that they brought the process in-house and hired people specifically there to deal with employee engagement. Though the centrepiece of their efforts have no doubt been found in the surveys they have run.
Crucially, Delafosse highlighted, to measure engagement, companies need to identify their key drivers for employee engagement. For Crown, it formed five key pillars. First, employees should have a chance to make a difference. Second, they should be appropriately rewarded and recognised. Third, employees should be able to see opportunities to grow and develop. Fourth, do employees feel part of one team? Finally, how much do employees feel that leadership are engaged with them?
By using this, Crown engaged in a new survey of 4,000 employees to measure their inclusion—which saw a 65% response rate. Although the results are yet to be released, Delafosse shared that there are several aspects which make such an exercise successful: first is being able to ensure management buy-in. Second, it is key to ensure buy-in across the regions: these need to be tailored to every region while still getting the same statistics back. Thus, it is important to have sensitivity towards cultures. Thirdly, it is important to set up a benchmark standard to be at. Finally, and most importantly, all employees across the organisation should be asked to share their ideas and feedback on the concerns they have raised in the employee survey. When employees feel valued and empowered to focus on their strengths and honour their differences, diversity becomes one of the organisation’s strongest competitive advantages.
Paul Arkwright
Publisher
