Deb Lyons, Author at 51��News Center

How adidas Promotes Diversity, Equity, and Inclusion in the Workplace

Deb Lyons — Fri, 14 Jan 2022 12:15:13 +0000

For global sports company , ‘Impossible is nothing’ is much more than a tagline. As one of the most recognized and iconic brands in the world, adidas sees endless potential to transcend cultures – both on and off the field of play.

To be the best sports brand in the world, adidas needs to work with talent that reflects the diversity of its customers. In 2020, the company redefined its framework for diversity, equity, and inclusion (DEI) to clarify what DEI means to adidas as a company: championing individual uniqueness and cultivating a culture of belonging so that everyone can create at their best.

“Diversity means ensuring that we have a plethora of people from different backgrounds,” said Amanda Rajkumar, executive board member, Global Human Resources People and Culture at adidas. “Equity means putting fair processes in place across the board, for all employees. And inclusion means ensuring that the environment at adidas is one where everyone feels welcome. As the first non-white member of our executive board, these topics are close to my heart.”

Taking a Data-Driven Approach to DEI

Historically, our society has been an unequal playing field, and that inequality is still present in our workplaces. To promote equity, adidas is working to diversify its workforce and has set clear targets around ethnicity and gender.

For example, the company aims to fill at least 30% of new positions in the United States with Black and LatinX people. Globally, adidas is reforming its hiring and career development processes to increase representation of women and Black, Indigenous, and People of Color (BIPOC) at all levels.

“We need to ensure that hiring managers and recruiters understand the importance of our DEI imperatives and take affirmative action to support underrepresented groups,” said Rajkumar. “We don’t see it as lowering the bar, but as widening the gate for those who have not had the same starting point in life.”

adidas is one of the first companies on DAX (the German stock index) to collect data on DEI. It uses DEI insights not only to support decision-making, but also – crucially – to measure progress against its targets.

“There’s no point in setting targets if we cannot accurately measure our progress against them,” said Rajkumar. “Line managers can see the current diversity status of their teams, so they can have meaningful conversations with HR about how to improve and to meet their targets. Data is essential to getting this right.”

Creating Real Change

For too long, HR has been denied a seat at the executive table. The tumultuous events of 2020, including the Black Lives Matter movement and the COVID-19 pandemic, have brought HR to the fore.

“There’s no other department that can hold up a mirror to the organization,” said Rajkumar. “HR is the ombudsman between employer and employee. We represent the conscience of the firm, which is why HR has played such a crucial role in the last year.”

That’s why, in the third quarter of 2020, adidas introduced mandatory anti-racism and unconscious-bias training worldwide. The company also defined strategic focus areas to attract, recruit, promote, and retain a diverse workforce at all levels and areas of the business.

�¾��ٳ�� underpinning HR and talent processes at adidas across the entire employee life cycle, the company can measure progress against its ambitious DEI targets and create a work environment where all employees feel like they belong.

To learn more, watch .

Deb Lyons is senior director of Global Marketing for 51��SuccessFactors.

How Deloitte Is Beating Burnout at Scale

Deb Lyons — Fri, 24 Dec 2021 12:15:20 +0000

A prevalent corporate culture of long hours and expectations of immediate responses to queries have contributed to a dramatic rise in workplace stress in recent years. Add to that the recent pressures associated with work-from-home logistics, and employees in many sectors have found themselves under considerable strain.

Against this backdrop, employee well-being has become a critical topic for business leaders. Many companies are coming to the realization that good people management is about taking care of the quality of life at work rather than just focusing on the quality of work produced by employees.

In trying to address overwork issues before they impact mental health, professional services company Deloitte is a pioneer.

“I know from my own personal experience that burnout is no fun for anyone from the point of view of physical and emotional health,” said Jen Fisher, chief well-being officer at Deloitte US. “However, it’s also very bad for business. If your workforce is burned out, your productivity and profits are both affected.”

Spotting the Warning Signs

According to Fisher, it’s important for managers to stay alert and look out for signs of strain among their teams. Is someone acting differently? Is their productivity down? Are they being negative when they normally have a positive outlook on life? Are they sending e-mails in the middle of the night? Fisher explains that these are clues that should prompt you to check how someone’s doing and see if they’re overloaded with work.

Establishing a culture of openness is also crucial to help ensure that people ask for help when they need it. “One thing I’ve learned is that if you’re feeling under pressure, there is someone else around you who will be feeling the same thing,” remarked Fisher. “They might just be afraid to say it.”

Setting Boundaries to Help Maintain Work-Life Balance

Fisher believes that helping employees set their own boundaries in regard to work-life balance is crucial if you are to create a happy and healthy working environment. “We lock up our cars and other possessions, but when it comes to one of our most precious assets – our time and energy – we just give it away,” said Fisher.

Here, employers have an important role to play in discouraging “self-sacrificial” behaviors, such as people staying up all night to complete a project. It’s also important to create an environment where employees feel that they can disconnect from technology for an hour or two without disastrous consequences.

Making the Connection Between Well-Being and Performance

As well as helping create a happy workforce, the business case for prioritizing well-being in your organization is powerful. “There’s a clear connection between well-being and performance, and care initiatives really hit the bottom line, with impacts on everything from productivity to absenteeism and staff retention,” said Fisher. “Ultimately, if you don’t invest in your people, your business will suffer.”

To learn more about Deloitte’s pioneering approach to employee well-being, check out

Deb Lyons is senior director of Global Marketing for 51��SuccessFactors.

Chobani Creates Positive Change for Its Dynamic and Diverse Workforce

Deb Lyons — Fri, 10 Dec 2021 12:15:25 +0000

Founded in 2005 when Hamdi Ulukaya brought together a small group of passionate individuals to make the real, wholesome yogurt he remembered from his childhood, Chobani now produces the top-selling Greek yogurt brand in the United States. The company’s yogurt, oat milk, dairy and plant-based creamers, ready-to-drink coffee, and plant-based probiotic drinks are made with natural ingredients and without artificial preservatives, keeping with its mission to make “good food for all.”

Chobani prides itself on being a values-driven, people-first food and wellness company. Employees describe it as “One Chobani – we work in different places and do different things, but we are one.” Its energetic work environment comprises diverse backgrounds and cultures, with tight-knit teams that feed off innovation and creativity.

This unity is reflected in Chobani’s efforts to reduce inequities in the workplace by offering programs that benefit the entire workforce, regardless of job title.

Photo courtesy of Chobani

“Chobani is fundamentally about access to delicious, nutritious, natural, and affordable food,” said Grace Zuncic, chief people officer, Chobani. “But it also stands for access to a living wage, good benefits, and a workplace that lifts you up, makes you feel appreciated and welcome for who you are, and where you can really be yourself. Our values are simple: people, integrity, leadership, giving back, innovation, and craftsmanship.”

But merely expressing these values is not enough: Zuncic says it’s important how these words are enacted across the entire organization and how they make employees feel. The company strives to transform employees’ lives through the experience employees have from their first day.

Putting Its Values Into Practice

According to Zuncic, COVID-19 gave Chobani an opportunity to show its workforce how much it cares. While Chobani’s executive leadership team always led in service of essential workers – who comprise the majority of its workforce – during the pandemic, the company offered financial incentives for employees to get tested and vaccinated.

It was one of the first companies in the United States to offer paid leave for vaccination. It also opened up discussions about mental health among frontline employees and implemented new policies to help ensure employees at all levels have access to the right mental health support and resources.

In addition, Chobani introduced a US$100 daily subsidy to help cover the cost of childcare. This financial support helped the company keep production moving in the face of extremely high demand while supporting employees during a difficult and uncertain time.

Delivering an Exceptional People Experience

In order to help power its people and workforce strategies, Chobani relies on to provide a robust experience across the entire employee life cycle, help upskill and reskill its people, and deliver the data and insights to further the company’s mission.

“51��SuccessFactors HXM Suite has helped us deepen engagement for both managers and employees and strengthen their understanding of our people strategy as well as the tools and resources we offer,” said Zuncic. “Eliminating barriers between management and employees enables meaningful conversations around goals, performance, learning, career development, and succession.”

Empowered by an integrated suite of 51��solutions, Chobani is even better equipped to continue to lead in making work better for all, elevate communities, and make the world a healthier place.

To learn more, .

Deb Lyons is senior director of Global Marketing for 51��SuccessFactors.

Top image courtesy of Chobani.

Deb Lyons, Author at 51����News Center