I feel really privileged to be here today. And as the introduction
said my name is Scott Pugh I'm head of Global Accounts at LinkedIn. I've been at
the company for around six years now and I also feel privileged to be the
only male presenting at the conference today the token male. But I think I've
got some really good perspective on what diversity and inclusion and gender
diversity and the importance of it within organizations
So, firstly, I'd like to tell you a bit of a personal story and about my background and I'm gonna
give you a bit of a story around how LinkedIn has gone through our journey
around diversity and inclusion. And, just really some key takeaways that you can
each take back to your business to try and to develop a diversity and
inclusion strategy. There you'll see a picture of me and my beautiful wife, Indra
We met in sunny Sydney almost 16 years ago now
and we've been very lucky to live in many countries around the world
We've lived in Sydney London Hong Kong and now Singapore and
when we met in Sydney I was just a backpacker and Indra was a high-flying exec
within the cosmetic industry and actually much of our movements around
the world has been me following my wife and really supporting her career. She now
manages the Asia-Pacific region for one of the big luxury goods companies and
it's really been able to give me a perspective on the challenges that women
face in terms of breaking the glass ceiling and reaching the upper echelons of the business world.
And, there, you'll see a picture of my son Luca, he's just turned 4 years-old. And, Luca is obsessed by
princesses. We stood in line in Hong Kong Disneyland for about an hour to
get that photo and I think that the obsession came from me, he watched Frozen
when he was like 2 years old and the story of a powerful female and he
was just obsessed since then to the point of-- you could see him there
dressed as Anna. I didn't put him in that outfit it was his choice. I didn't
expect to be sharing this photo and until his 21st birthday. I've been saving
all these photos to embarrass him. I didn't expect to share in a business
presentation now. But the reason I do share it is that when we talk about
diversity and inclusion at LinkedIn, we focus on belonging, that sense of being
able to bring your true self to whatever you do and not pigeonholing people and
forcing them to conform and I don't believe that just needs to happen at
work. I believe that should happen at home as well. There you will see a picture of
my team together in Sydney. We work for LinkedIn but across the entire
Asia-Pacific region, from Japan to Australia to India, Hong Kong and
Singapore. And for me, when building the team, it's really important to be able to
represent the local markets that we cover and having diversity not just in
gender but in ethnicity, in background, in experience, in sexual orientation
It's really key to be able to bring a team together that has differing thoughts and
are able to win together.
It's a very quick introduction to LinkedIn so I hope
that many of you are on the platform, please connect with me if you are.
Our mission at LinkedIn is about connecting the world's professionals, to make them
more productive and successful. So we've been very much focused on white-collar
professionals and and helping them be better at what they do
But the vision for LinkedIn is around creating economic opportunities for every member of
the global workforce. So not just focusing on professionals but focusing
on the three billion workers in the world today, and really, that manifests
itself in what we call "The Economic Graph", and for us this is a way for us to
be able to map the global economy to really help both elevate country,
cities, and the people within those to be able to understand the opportunities
that are going to exist tomorrow. So we map the number of members, we've got
560 million members, the companies they work for, the jobs that those companies
are trying to fill, and the skills that are required to fill those jobs
And then it's around the educational institutions that people acquire those
skills, and then the knowledge each and every one of you have that you share
with your networks to be able to make each other better at what you do
Okay, so to tell you the story about how LinkedIn came on our journey
from diversity and inclusion, I have to go back to 2014 when Mike Gamson here,
who's our Global Head of Solutions, essentially the second-in-command at
LinkedIn. He was visiting Hong Kong, and I got to have a meeting with him and he
told me the story about how just, that past year, he had got his executive team
together. They all stood on stage and did an all-hands and did a talk with
their employees in one of our offices. And one of the people fed back after
the meeting, they said "Do you realize that that all the people on stage are like
white males?" And you know what? He hadn't realized and he had been a victim
of unconscious bias. And actually, at that point, only one person within the
executive team was female, just six percent of our executive leadership, and
he had an epiphany, he had a light bulb moment where he realized that, as an
organization, and for LinkedIn to win, we needed to change that and he describes
it as he doesn't believe in diversity because it's in vogue, he believes in
diversity because he likes to win. And from that point in 2014, Mike went on a
journey to be able to, along with up with our CEO, to be able to really transform
the diversity, and specifically within gender, within our organization
And so they set out a strategy that was around three core areas, so around hiring
and growing a diverse talent place and to be the place where diverse
talent gets an opportunity to thrive, and then, lastly, building a culture where
people were able to bring a sense-- to have a sense of belonging where they're
able to bring their true selves to work
So when we think about diversity and inclusion, I'd like to take it back and
actually look at the Oxford English Dictionary definition of what diversity
and inclusion means. So diversity is the quality and state of
having many different forms, types, and ideas
And that manifests itself in many different ways. We have people here today from multiple different
organizations, whether it be manufacturing, industrial, media,
advertising, FMCG. So the makeup and the diversity of each of one of your
organizations can be very different
Now, inclusion is the action or state of or
being included with a group or structure
Now, whilst diversity and inclusion is important and necessary, we don't believe
at LinkedIn that it's completely sufficient and so when we talk about
diversity & inclusion, we don't feel that it's complete without the sense of
belonging, and that is a bit about being authentic, realizing you matter, and
feeling like you're an essential part of your team and organization
And so then we actually go by the acronym DIBs, and actually the best way I can
describe this is: Diversity is about being invited to the party; inclusion is
about being asked to dance; and belonging is the DJ playing your favorite song
And really, for LinkedIn, this is about building a world-class team of
superheroes that are able to work together on a common mission and a
common goal of realizing our mission and vision
Okay so whilst there-- if the outcome is engagement and diversity and inclusion
is the foundation, belonging is what links this all together.
And I'd like to give you a bit of an insight into what we've done at LinkedIn
within the Asia-Pacific region to really push forward the mission, the
strategies of diversity and inclusion. And firstly, like, creating that sense of
belonging is not easy, it's something that we really have to work at on a
daily basis. So some of the things that we do within the organization to give
people that sense of belonging starts from the very first day they join the
organization, whether it be throwing a party at the desk of the new person that
started. We put helium balloons around their desk when we have a new joiner so
everyone around know that's that person and you join up. We're very
lucky to have free lunches at LinkedIn. But we have that as a time to be able to
to communicate and work with other people around the business and to
be able to build that collaboration across the company. At LinkedIn, we put
every one of our managers through internal training called "Managing", and
really we believe that every single person deserves to have a great manager
and a manager that leads with compassion. And so every one of our managers
will go through this training and really it's about us listening to our employees
and including their voices. And I'll talk a little bit about how we
enable that. We empower our employees to take on projects which I'll also talk
about in a moment, with our employee resource groups and we solicit input, we
ask, we send out surveys on it every six months to our entire organization to
really get a pulse, a sense-check about how our employees are feeling, and
understanding how they feel when it comes to belonging is a really key part of that survey
I heard a couple of phones go off earlier, we have a policy whereby if
we're in meetings, we have a no-technology policy. We think it's so
important for us to, even though we're a technology business, when we're in a
face-to-face situation, we want to be out of connect and give people our full true selves
and be able to share our stories and much much more. So this is
how at Linkedin we create that sense of belonging
Now within Asia-Pacific, some of the three key areas that we've been working on. I mentioned
about Mike's story of his unconscious bias of hiring a supremely
talented group of people, but people just like him, a group of clones. And really, we
put through all of our employees on what we call our Unconscious Bias Training
Breaking Bias Training to really help them understand their potential
prejudices and to be able to overcome those. We have what we call employee
resource groups which I'll touch on in a moment
And then we partner with external organizations to drive the success of
those employee resource groups and our whole diversity and inclusion strategy
So when we talk about employee resource groups, we have multiple
groups that are here to both represent and to to bring together
underrepresented communities within our organization. Starting with
OuterIn to represent our LGBTQ+ communities and we also, for our
disabled people, for EnableIn but our largest is actually "Women at LinkedIn"
And "Women at LinkedIn", it has the mission of creating a gradient diversity and
inclusive culture, enabling women, empowering women to further their
careers and bring their true selves to work and we have 21 chapters across the
globe for our "Women at LinkedIn", it's our largest employee
resource group with over a thousand people as part of the the "Women at LinkedIn" group
And with that we partner with a lot of external
organizations. One of my favorites being that I'm involved in in Singapore
unfortunately they had event on last night which I couldn't make some with
you lovely people but "He for She" is a fantastic organization about creating
male allies to enable women to further their careers
And we work extensively with external organization such as--
for our Women in Tech which is a real challenge for us getting women into
technical roles within the organization. Well we partner with other big tech
firms to do big events to be able to encourage women into the industry
I talked about our "Women at LinkedIn" program and one that I'm really
passionate about which is called "Empower In". This is an initiative that we
launched first here in Asia-Pacific last year, and I'm one of the founding members
of and for this program we encourage some of our more experienced
individual contributors within the organization and first-time managers, and
it's a six months program where we bring them all together to be able to network
with each other to be able to set themselves up for for future leadership
roles. We do training programs such as one called "Own the Room" which is an
external facilitator and this is around helping women be far more confident
around public speaking, around speaking within a group situation, and projecting in the most positive way
I've actually luckily had-- two of my team
have attended this program one of which is actually interviewing for a
leadership role right now and so we've seen really really great success in this
program and looking to roll out on a global basis. It's really great that here
within Asia-Pacific we put together initiatives which are adopted on a global scale
And so this is all great, these initiatives, but how do
we actually measure how successful we are being? And at LinkedIn, we are one of
the first technology companies to actually publish our diversity data and
we say: If you can't measure it you can't fix it. So we are we're really open about
how we're doing on this score and with a focus on on gender diversity
which from Mike's and 2014 has been one of the key priorities, and actually, it's
still, to this day, one of his top three key priorities within the organization
So on a global basis of our 11,000 employees, 42 percent are female, this has
grown just a little from 41% in 2016
Within our non tech areas, so, sales marketing operation
It's slightly higher, we have slightly more females in the organization
And within tech, this is an area that I'm sure many of you that
are within the tech industries can empathize with. We've found it very
challenging to be able to increase our females within tech. It has increased
from 20 to 21% but we still have a long way to go, and we partner with them, with
both educational institutions and doing external events, to be able to promote
the opportunities within science technology engineering
But one area that we have seen a phenomenal increase and whilst still not where we would like it to be
Women in leadership has really risen massively at LinkedIn, we're
currently at 38% but going back to 2014 this was at just 25 percent. So whilst
we would love to get to parity, it's still been a huge seismic shift from
where we were just three years ago
And lastly, on the measurement piece I told you about that we, every six months,
will do what we call an Employee voice Survey. This is a survey sent to all
11,000 employees where they get to anonymously give their true feedback
about what it's like to work at LinkedIn and one of the key things we look at is
engagement. So this is an NPS score and we ask questions like: I make an effort
to help others to feel like they belong at LinkedIn and even if I'm having a
tough time at work I still feel like I belong at the company. And this is great.
A 91 percent is an, as I say, NPS score, which is completely off the charts
not just in the-- well, not just in the tech industry but in industries in
general and this itself has grown eighty percent from eighty percent just two years ago
So back to Mike and his story around understanding his leadership team was
not where-- and he's realizing his unconscious bias and he's obviously
taken the business a long way and and by having that as one of his key,
priorities in the last year, he's grown his leadership team to be 30% female
But as I said, we're still not there yet and I love this quote from
Martin Luther King saying: "If you can't fly, then run. If you can't run, then
walk. If you can't walk, then crawl. But we must strive to keep moving forward".
And so for each and every one of you no matter where you are on your journey
around diversity and inclusion, there's still progress to be made. So I'd like to
just finish on some of what I believe are key takeaways when I reflect
on us at LinkedIn, about how we've been through this journey. These are the kind
of steps that you need to go through as an organization to be able to to make
these this movement forward. So firstly it starts with understanding
your current state, being able to audit your organization, your demographic, to
find out where you are at the moment, and what areas need to be improved.
And then, once you come up with a strategy, It's so critical to impede or engage and
encourage your entire employees to own it.
For example, our "Women at LinkedIn" chapter for Asia-Pacific, it's run by a lady called Sam Garrett and she is a
salesperson within one of our business lines. She's a key Account Manager but
it's not run by our executives of the region, it's run by people that have the
passion. We encourage and give them the power to be able to to lead
these organizations as a career development for them as well. And she
does an amazing job. But you can't do this without your executive buy-in
It has to be a directive from the top. So it has to-- if it's not on their agenda,
it's up to you, the HR folk in the room, the business leaders in the room, to put this on the agenda
And then I showed some of the organizations that we
partner with we partner with our with our, I suppose our competitors, in the
likes of Facebook and Google around doing events. But it's also important to
partner with companies like Navigos who can help you identify the best people
to come and join your organization to be able to address the diversity and
inclusion and belonging within your company
And lastly, as I mentioned, you can't fix what you can't measure, so
I would really employ you to obviously take a view of the demographic of
your organization, getting to the stage of publishing that data is a big step I
understand. But also being able to survey your organization to really get a pulse
on how people are feeling and areas that you can work on and that will help
define your strategy that will help you put together initiatives to be able to
address any problems that come up through the data. So I was really pleased
to share a story with you. I'm also really interested to hear your stories
I'm interested to answer any questions will be penny will be running a panel
later so that's it for me. Thanks very much
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