Cases

  • BIG Deal

    Problem: Increase awareness of senior management in Europe on diversity and a balanced corporate culture. CEO wants to bring knowledge of European management to level of U.S. HQ.

    Industry and scope: Consumer, Food & Beverage, Distillers, Europe

    Strategy: BIG Deal program with focus on awareness of strategic importance to the company assessing corporate culture, developing a balanced leadership style to create a culture of inclusion, and behaving as an inclusive leader by being a role model leading by example.

    Result: Clear understanding of strategic importance of D&I for the future of the company in general and of the interdependencies between gender balance and balanced leadership in particular, leading to a commitment of the team to next steps in creating a balanced corporate culture.

  • Unconscious Bias

    Problem: Belgian subsidiary of a worldwide group is committed to offer UB awareness training session to its managers, as part of the D&I strategy of the group. Very much a STEM environment.

    Industry and scope: Industrial equipment and technology, Belgium 

    Strategy: Deliver a customized version of the HQ training program, with specific input from CFBL’s know-how and also taking into account the client request to shorten the duration of the modules.

    Result: Program still on offer. Initial impact reported by the client is a reinforcement of the conviction among the believers.

  • BIG Deal

    Problem: The company was already positioning D&I as a competitive advantage and had deployed a D&I strategy that covered gender, cultural background / origins and age. However it faced resistance, specifically in the field of gender balance, in its ICT division, which is one of the largest in the company and where male managers and engineers were predominant. Competitive culture with highly analytical approaches and short-term orientation.

    Industry and scope: Finance, ICT, Belgium 

    Strategy: Convince the ICT managers that, especially in a STEM environment, progress in gender balance needs to go hand in hand with a culture shift for a better balanced leadership. Approach: population in scope (all people managers) spread over 14 sessions. Our initial D&I audit of the ICT division feeds the design of a series of customized BIG deal workshops (Gender intelligence and balanced leadership, plus processing the audit outcomes) with 14 groups of ICT managers. The outcome of these 14 workshops was, like a second audit, the input for a final customized BIG deal workshop with the top team of the CIO.

    Result: More than 100 managers trained. Participants in the first place became convinced of the necessity – both for male and female managers – to practice more female qualities in order to attract, retain and promote more talents for a better gender balance. Second most often mentioned lessons learnt were about modifying the recruitment and assessment practices in other to foster gender balance at all levels more effectively. Longer term effect, as reported by the D&I officer of the company, included a general improvement of the D&I culture in ICT.

  • SHINE Training

    Problem: The main concern was to attract and retain engineers and become an employer of choice, in particular for female engineers and Millennials. There was a lack of female role models in top level positions, as well as a lack of awareness and buy-in amongst the entire population of the strategic importance of gender balance for the company and the impact of stereotyping and bias. 

    Industry and scope: Industrials Heavy Equipment, Benelux

    Strategy: Rebalancing the number of female engineers in leadership positions by working on both the culture and the structure. Support and empower female engineers to pro-actively manage their career in a typically male dominated industry. Work with men and women across the company to assess corporate culture and identify ways forward for a balanced culture that is more inclusive and in which diversity of thought an thrive.

    Result: Female engineers who followed the program make increased progress in their career as well as considerably increased their visibility, confidence and networking skills. They actively support other talented women and are inspiring and balanced role models to the younger generation. The company noticed increased awareness and acceptance of the importance of a balanced culture and identification of the cultural barriers towards more diversity within the company.

  • BIG Deal

    Problem: Lack of diversity & inclusion. Disbalance in gender and cultural background. Difficulties to attract mainstream and retain talent and female talent. Difficulties to engage men in change processes. Difficulties to align senior management to convince, motivate and to engage in D&I.

    Industry and scope: IT, Belgium

    Strategy: Starting to create awareness with the women's network within the company: delivering several workshops on diverse topics. Creating strong buy in and alignment wiuthin the management team. Involving senior management, managers and associates through BIG Deal sessions.

    Result: The number of women taking up senior positions and evolving in their career is significantly progressing. Men are less adverse to the topic of D&I and are becoming more and more involved and motivated to be part of the cultural change. They are changing their behaviour towards more balance and inclusion.

  • SHINE Training

    Problem: Belgian subsidiary of a worldwide group is committed to offer a female empowerment training to its talented female managers, as part of the D&I strategy of the group. Women are working in a very male dominated engineering environment. There is a need for more balance in senior management.

    Industry and scope: Systems, equipment and services for the transport sector, Belgium

    Strategy: Deliver a customized version of the SHINE training program, with specific input of CFBL’s know-how .

    Result: Comparing pre- and post-survey participants clearly improved in various domains: Women feel more confident to take the next step in their career. They experience a better work-life balance and feel better equipped to lead in a masculine environment by being more gender intelligent and balanced. Women who participated are more comfortable to express their needs and expectations, have invested in their internal network, extending it notably. They gained visibility within the organization. Before starting the program, most participants did not know one another. They formed an internal network with as purpose to mentor and support one another hence being less isolated

    Would I recommend this course to my colleagues? • 63% Strongly Agree • 25% Mostly Agree

    ”I’ve really found this a course and excellent trainer. Probably the best cursus I've had since I'm working for Alstom. I really recommend the training given by CFBL.eu to my colleagues.”

  • Gender Diversity Audit

    Problem: Gender diversity is identified as a crucial element of the growth strategy and of the people strategy. In order to develop an action plan that is founded on the reality of the organization, CFBL is asked to perform a gender diversity audit. CFBL partners with EDGE Foundation, using the EDGE methodology as a preferred and certified partner. CFBL adds specific own corporate culture related elements to the analysis and builds recommendations.

    Industry and scope: Financial industry (Clearing House, Central Securities Depository, Custodian bank), cooperative, HQ based in Belgium, 4.000 employees. International scope (HK, Poland, Finland, Netherlands, Belgium, Sweden, UK and Ireland).

    Strategy: Deployment of the EDGE Foundation analytical framework for gender diversity audit, consisting of quantitative anonymous surveys, policies questionnaire, HR data input. CFBL assists the client in data gathering and input in the EDGE tool. CFBL reworks output data to build overall comprehensive data insights and management report, including qualitative insights from CFBL management workshops. Additional statistical analysis of performance evaluations performed by CFBL. Recommendations for specific actions based on the outcome of the audit. Workshops and meetings with Board and Management.

    Results: The Analysis resulted in a Gender Parity Action Plan drafted up by the client, with full support of the Board.

  • Diversity Audit

    Problem: The HR department has gathered data throughout the company and wants to add a deeper level of analysis and understanding of the current status through a Diversity Audit. The outcome should indicate current strengths and weaknesses, and give a clear direction for actions and a strategic plan. Specific focus on gender, cultural and age diversity.

    Industry and scope: Finance and Data Exchange, member-owned cooperative, HQ based in Belgium, global scope.

    Strategy: Diversity Audit based on an integrated view and holistic approach: 1. Corporate Culture Assessment (Expert Interviews, Diversity Council workshops, People Managers workshops) 2. HR Facts and Figures (desk research based on CFBL data framework, statistical analysis of performance evaluations) 3. Policies and Practices (HR workshop and analysis) Methodology consists of quantitative and qualitative data gathering, analysis according to a structured CFBL framework (Diversity Scan), regular touchpoints and meetings with client, resulting in a final report including specific recommendations for a D&I strategy and action plan.

    Results: Compelling insights into specific barriers in the talent pipeline (clear indications per level of barriers for women) and corporate culture. Recommendations for actions to address the talent pipeline (attract, keep and grow talents) and to build an inclusive culture in which diversity of thought is developed. Client is looking to repeat the Diversity Audit after 4 years to identify progress made and understand remaining barriers.

  • BIG Deal

    Problem: Target of 30% women in leadership is not reached, there is ‘gender fatigue’ with management. Corporate culture is strong and very masculine (highly competitive, locker room culture). A fresh approach is needed to engage men in the organization and include them in the change. 

    Industry and scope: Sports company, global scope (APAC, NAM, LAM, EMEA, CIS, Emerging Markets).

    Strategy: Integrated and comprehensive program involving training, train-the-trainers and toolkit development. Global training program for the company’s senior leadership and management. Senior leadership should be clear and aligned on the strategic importance of gender balance for the company, and all managers should be able to lead across cultures and gender. During the course of the program focus has expanded from gender balance to diversity and inclusion (including LGBTQ+, Race, Age, People with disabilities). A train-the-trainer program has been developed and a toolkit was designed to support managers in addressing D&I issues in their teams. The BIG Deal Program includes a pre-survey, training, follow-up webinars and a post-survey. 

    Results: Highly impactful BIG Deal program for Board, -1 and -2 globally: 800 senior leaders trained. Participants identify the biggest returns of the program as: awareness of the impact of diversity and inclusion on performance, efficiency and productivity. Program is especially eye-opening for male participants, who continually expressed a strong engagement after the training. Gender balance increased significantly during the roll-out of the program: rise women in leadership from 30.1% to 32.7% globally. Train-the-trainer program gets highest Net Promoter Score.

  • BIG Deal and SHINE Program

    Problem: main concern was to attract and retain engineers and be an employer of choice, in particular for female engineers and Millennials. Lack of female role models in top level position. Lack of awareness and buy-in among the entire population of the strategic importance of gender balance for the company and the impact of stereotyping and bias.

    Industry and scope: Industrials Heavy Equipment, Benelux

    Strategy: rebalancing the number of female engineers in leadership positions by working on both the culture and the structure. Support and empower female engineers to pro-actively manage their career in a typically male dominated industry. Work with men and women across the company to assess corporate culture and identify ways forward for a balanced culture that is more inclusive and in which diversity of thought an thrive.

    Result: female engineers who followed the program keep on progressing in their career, have considerably increased their visibility, confidence and networking skills. They actively support other talented females and are inspiring and balanced role models to the younger generation. Increased awareness and acceptance of the importance of a balanced culture, identification of the cultural barriers to more diversity within the company.

  • SHINE Program
     

    Problem: CEO wants to significantly increase the speed of change for gender balance at general manager level. The female talent pipeline seems blocked, there is a need to develop talent from within. Leadership assumes that a lack of confidence is holding women back. Lack of knowledge and action on the importance of corporate culture to make a significant gender balance shift.

    Industry and scope: International Consumer Services, Hospitality, Hotels and Restaurants, EMEA

    Strategy: set up and EMEA roll-out of an internal high level empowerment and female advancement program tailor-made to the needs and expectations of the client. Inform and create buy-in for the program with the Women in Leadership Forum and with the participant’s line managers. Support on internal and external communication about the program. Program stretches over 4 months and involves group work and individual coaching.

    Result: First results of the career progress of these females who are being closely followed up by HR show a 75% speed up advancement of female talent through the ranks. They are rapidly extending their business development taking up other positions in different operational departments in order to be better prepared for GM positions and some have already taken up GM positions.

  • Big Deal

    Problem: increase awareness of senior management in Europe on diversity and a balanced corporate culture. CEO wants to bring knowledge of European management to level of U.S. HQ.

    Industry: Consumer, Food & Beverage, Distillers, Europe

    Strategy: BIG Deal program with focus on awareness of strategic importance to the company assessing corporate culture, developing a balanced leadership style to create a culture of inclusion, and behaving as an inclusive leader by being a role model leading by example.

    Result: clear understanding of strategic importance of D&I for the future of the company and commitment of the team to next steps in creating a balanced corporate culture.

     
  • SHINE Program

    Problem: willingness to exceed industry levels of gender balance and to meet international targets, achieve target of 30% women in management and achieve a dynamic female talent pipeline.

    Industry and scope: Information Technology, Software and Services, Belgium

    Strategy: in-company roll-out of the SHINE Program for women in a management or expert position. Customization of the program to focus on topics such as internal and external networking, office politics, life balance and balanced leadership. The program was not mandatory, and groups typically were fully booked one hour after announcement.

    Result: overall high levels of confidence, business networking and a better life balance resulted in higher levels of motivation to stay and to develop within the company. The company now has 30% women in a market with an average of 22%.

     

  • BIG Deal and SHINE Program

    Problem: empower female talents, create more female role models in senior positions in a turbulent corporate episode with restructuring and downsizing.

    Industry and scope: Healthcare, Pharmaceuticals, Belux

    Strategy: rget talented women from several plants and divisions to take part in the SHINE in-company program. Work with Belux leaders on Balanced Leadership and creating a balanced culture.

    Result: better gender balance with women exceeding 50% in all departments and at all levels, with exception of production units. Women report better life balance, increased self-confidence and stronger networks. Better understanding about managing up and managing down, being aware and competent to use a balanced leadership style.

  • Inclusion for Millennials
  • Sponsorship Program

    Problem: increase gender diversity at senior and executive level without having to hire externally. Increase awareness, buy-in and true involvement from executive level.

    Industry and scope: Financial Services, Insurance, Belgium

    Strategy: roll out and adapt the global sponsoring strategy to local culture and challenges. Female top talents from different departments were asked to participate after consultation with HR and Executive Committee. Sponsoring program of 1 year included coaching of female talent on specific qualities and balanced leadership, making them more visible throughout the organization and towards top management, taking down barriers, demystifying executive level, building internal and external networks. Separate program for sponsors of executive level to increase gender intelligence and boost buy-in/advocacy of gender balance.

    Result: Although the company was restructuring and downsizing, 50% of the female participants made a career move. Participants reported progress in self-confidence, pro-actively managing their career, creating more visibility for themselves, making a strong personal impact, building a professional network, managing a good work-life balance and understanding the unwritten rules of the company.

  • SHINE Program

    Problem: huge talent pool of women but lack of women in the active pipeline (women are not applying for senior positions) due to masculine leadership styles.

    Industry and scope: Financial Services, Insurance, Belgium

    Strategy: in-company deployment of SHINE program (aimed at unblocking the female talent pipeline). Target group: 120 talented and promising female talents and 30% of actual female managers. The company’s new leadership profile promoted a balanced leadership style, however this was not yet fully implemented. The new profile was embedded in the SHINE program to show the talented women in the company that all leaders (male and female) were expected to apply a good balance between masculine and feminine qualities. Participating to the program also offered women a ready-to-use internal support network with various role models.

    Result: women in the program felt more motivated to step into leadership positions and more empowered and self-assured. They reported that having access to personal development, unfiltered feedback and coaching on their development points meant they no longer felt excluded from the next step in their career, and started to lean in. As a result of the program the myth that a manager cannot have life balance was demystified. The post survey displayed spectacular growth in self-confidence, business networking and managing a good work-life balance and 50% more women applied for leadership positions.

  • Inclusion and Diversity Scan

    Problem: understand which barriers women face in advancing to top level positions globally, understand influence of corporate and HQ European culture in developing a balanced leadership framework.

    Industry and scope: FMCG, Food & Beverage, Global

    Strategy: gender balance and Balanced Leadership Scan to assess inclusion and openness to diversity in corporate culture in HQ and key markets. Qualitative research in-depth expert interviews with leaders and talent across gender, nationality, functions and regions.

    Result: clear view on cultural and regional differences and disbalance in culture in masculine and feminine qualities leading to invisible barriers for minorities in the talent pool. Identification of obstacles to achieving better gender and culture balance. Recommendations for strategy and action plan embedded in overall business and HR strategy.