CIBC_-_JDCC_Practice (1).pdf

Championing a Diverse Workforce
and Building Leaders
Seongu, Fion, Jace

Analyzing Our Statements
ANALYSIS STRATEGY IMPLEMENT SUCCESS
Company and Banking Industry Landscape.
76% of women wanted to advance their careers,
only 40% saw themselves as being able to
advance to their desired level at the bank
In 2019, only 37.9% of senior management
positions were occupied by women
Women are 24% less likely to attain their first
promotion than their male peers, even though
they request promotions at similar rates
Opportunity for CIBC to leverage their strong talent base and initiatives to champion
the place of women in the banking industry.
Leading Canadian-based global
financial institution
More than 44,000 employees
across Canada, US, Europe and
Asia
Recently implemented action
committees, such as Gender
Action Committee (GendAC) to
tackle D&I
CIBC
Industry:

What’s Causing Patterson’s Poor Credit Score?
Problem Analysis.
Increasing representation
of women in Executives
low
high
Securing sponsorship
and male buy-in
Increasing client
satisfaction
Client loss
Ineffective delivery
of strategies
Female talent loss
Perspective loss
Kevin Patterson
GendAC Chair
Risk

What’s Causing Patterson’s Poor Credit Score?
Problem Statement.
Patterson must ensure the
development and support of
female talent within CIBC to
improve gender representation
at the executive level and foster
an inclusive culture to prevent
reputational threats or client loss.

Collecting Interest
Executive Candidate Profile.
Provide professional resources to Pam and showcase her portfolio
to executive employees to foster buy-in.
Married with
3 children
Pam
Worked at CIBC
7 years
Pursuing promotion
opportunities
Recognition
for her work
Lack of
opportunities
Lack of
communication with
executives
opportunity
qualities
frustrators
Prospective VP of
Technology & Operations

Comparing Our Accounts
Criteria & Alternatives.
Criteria
Executive Buy-In Talent Development Long-term Sustainability

Criteria & Alternatives.
Alternatives
Mentorship Program
New Oversight
Committee
Executive-Focused Talent
Acquisition

Executive Buy-In Talent Development
Long-Term
Sustainability
Mentorship Program
New Oversight
Committee
Executive-Focused
Talent Acquisition
Criteria & Alternatives Matrix

Criteria & Alternatives Matrix: Executive Buy-In.
Executive Buy-In
Mentorship Program
New Oversight
Committee
Executive-Focused
Talent Acquisition
Will allow for executives to connect with
other level employees; differences in quality
Can involve employees at all levels;
increasing hierarchy levels and hours of work
Focuses on the “WHY” for executives to
participate and be involved in initiatives

Criteria & Alternatives Matrix: Talent Development.
Talent Development
Mentorship Program
New Oversight
Committee
Executive-Focused
Talent Acquisition
Can help with knowledge sharing; only
effective with quality mentors
Not effective in tackling root issues of
championing women
Allowing executives to have a hand in
choosing the right talent and targeted
development opportunities

Criteria & Alternatives Matrix: Long-Term Sustainability.
Long-Term
Sustainability
Mentorship Program
New Oversight
Committee
Executive-Focused
Talent Acquisition
Continuous initiative that will keep growing
as CIBC’s workforce grows
With turnover, there may not be interest to
be a part of the oversight committee and
thus, can be disbanded
People-focused strategy; prongs that can
be implemented incrementally and
improved easily

Executive Buy-In Talent Development Sustainability
Mentorship Program
New Oversight
Committee
Executive-Focused
Talent Acquisition
Criteria & Alternatives Matrix

SOAR With CIBC
Our Strategy.
S
O
A
R
ponsorship
pen culture
ccountability
ecognition

Sponsorship From Executives
Simple Sponsorships are Sustainable.
I want an impactful team
member who brings a
unique perspective…
Step 1: Incentivize Sponsorship
Explain benefits of sponsorship to executives and
managers
Step 2: Remove Roadblocks
Showcase high-achieving employees in education
programs to managers and executives
Step 3: Make it Fun for Everyone!
Sponsor pairs get complimentary lunch on CIBC
every Tuesday!
Highlight the benefits of sponsoring others, simplify the process, and add a social
element to create genuine interest and investment towards new employees.

Wow! I could
see someone
like Pam as an
executive…
managers
every Tuesday!
Pam’s
Profile
Projects:
Skills/interests:
Contact:
Manager

Hey Pam, let’s
get lunch. It’s on
CIBC!
Wow! I’d
love to!
managers
every Tuesday!

Fostering An Open Culture
Increasing Touchpoints in the Leadership Pipeline.
Inform
Encourage meaningful conversations and connections throughout the pipeline to
manage concerns and change at a large scale.
How: Incorporate into onboarding + 1:1 Career planning
What: Start conversations between employees at all
levels to emphasize knowledge sharing, build networks,
and foster strong relationships
GendAC Open Forum
Involve
Initiate
• Address D&I issues
• Monthly email newsletter
regarding current and planning
initiatives from GendAC
Have voices heard and involve
employees of all levels
Coffee
Chat
Culture
GENDAC TALK

In-suring Accountability
Increasing Commitment and Employee Morale.
Achievable &
Quantifiable Goals
• Set KPIs according to
results of feedback
surveys
• Compliance with the
Ontario Securities
Commission Disclosure
Requirements
Continuous Discussion
Quarterly Survey Forms + Updating progress to the Board and C-Suite
End of Year Talent
Reports
• Regional People
Branch Managers in
charge of creation
• Track, analyze,
report D&I
Progression
Setting goals and discussing progress to the executive level to track and measure
D&I progress and to maintain long-term accountability.

Recognition For Our Champions
Understanding our Employee’s and Client’s Needs.
Monthly acknowledgements
and highlighting employee
accomplishments
Client Needs
Employees
Team Building
Improve CIBC’s disrupting
unconscious bias training to
incorporate team-building
activities
Assessing Employee
Performance Feedback after
client appointment; online and
in-person
Strong bonds
and inclusive
participation
Reduced client
turnover
Motivate
employees and
funnel
sponsorship
Providing opportunities to showcase talent and foster an inclusive environment while
implementing initiatives to improve client satisfaction.

Banking With Confidence
Implementation Plan.
2022 JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
Backend Planning
Exec. Discussions
Email Newsletter
1:1 Onboarding
Survey Form Release
Talent Report Due
Performance
Feedback
Bias Training
HR Check-In
Feedback and
Evaluate

Banking With Confidence
Scaled Impact and Long-Term Plans.
Local
Regional Manager
Senior Manager
Executive Level
Satisfaction Forms
Compile Reports
Gain Sponsorship
Give Sponsorship
Be
informed
+
Be
Involved
Reflect Open Culture
Track Local Progress
Drive CIBC Innovation
Long-Term Initiaitves:
• Onboarding sessions with stronger Executive involvement (ie. Targeted speakers and seminars)
• Improving accessibility of education resources to promote continuous growth and development
Leadership Pipeline

Risk Impact Probability Mitigation
Low participation from
Executives in initiatives
HIGH LOW
Targeted approach
(People & data)
Implement metrics tied
with salary bonuses
Local End of Year Reports
are inconsistent
MOD LOW
Create a standard
template
Create a thorough training
module
Little participation in open
forum
LOW MOD
Review topics of interest
Implement “Forum
Champions” to facilitate
discussions
Avoiding Credit Risk
Risks & Mitigations.

35.07%
Female Representation
at Executive Level 2023
Cashing It All In
Financial and Qualitative Impacts.
$1.5M
Development
Expenses
196
Executive
Sponsorships
62%
Female Employee
Advancement Confidence
CIBC can decrease client attrition and kickstart a strong employee sponsor culture that empowers
female employees to advance to the executive level while increasing satisfaction and productivity.
+400K
Clients Retained

Pam does 1:1 career
planning and receives
GendAC e-newsletters.
Pam SOARs with CIBC
Candidate Journey.
1. Awareness
2. Involvement
She receives sponsorship after
recognition in the education
program and chats with other
VPs at CIBC.
3. Promotion
Increased confidence in
being a VP of Tech and Ops
and receives a promotion
after discovering her path.
4. Continuing the Cycle
Pam sponsors talented
employees, continuing the
CIBC Sponsorship Program.

Thanks for banking with us!
Problem Strategy Result
Increasing representation
of women in Executives
Sponsorship and male
buy-in
Client satisfaction
Sponsorship
Open Culture
Accountability
Recognition
35.07% Female
Representation at
Executive Level 2023
Seongu, Fion, Jace

Appendix
Average Sponsorship Rates
S.O.A.R Expenses
Client Attrition Prevented
Female Representation in Executive Levels
In-Depth Implementation Plan
Additional Statistics

Average Sponsorship Rates
Average Sponsorship Rates at Financial Institutions
https://www.payscale.com/data/mentorship-sponsorship-benefits

Female Representation in Executive Levels

In-Depth Implementation Plan
SUCCESS

https://www.mckinsey.com/industries/financial-services/our-
insights/closing-the-gap-leadership-perspectives-on-promoting-
women-in-financial-services
“The biggest drop occurs early in their tenure,
when women are 24 percent less likely to attain
their first promotion than their male peers, even
though they request promotions at similar rates”
“Women of color are particularly
disadvantaged: they are 34 percent less likely to
make their first promotion than men in financial
services”
https://cba.ca/representation-of-women-at-banks-in-canada
“2019, women occupied 37.9 per cent of senior
management positions”
Additional Statistics

CIBC_-_JDCC_Practice (1).pdf

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