DEI Strategies & Proposals May 9, 2022 Integrative Studio 1 Strategic Design & Management
Integrative Studio Team Aleksey Khan
Connie Zou
Heather Yuan
Fang Nan
Nina Vujasinovic
Dildora Atakhodjaeva
Nora Pekker
Matthew Robinson
Ririko Tatsumi
Micah Smith
Professor
Marisa Jahn
Agenda 1. INTRO 2. RESEARCH
P1-5 P 6 - 25
Case Studies Employee Interviews
3. OUR APPROACH
P 26 - 31
4. PROPOSALS
P 32 - 50
01
Intro
1
1. INTRO
Design Challenge How might we define the value of DEI, illuminate opportunities, and explore solutions toward the advancement of Hannaford's efforts in diversity, equity and inclusion?
2
1. INTRO
What is DEI? Diversity is a fact:
Equity is a choice:
Race, Gender, Age, Sexual Identity, Language, Nationality, (Dis)ability and Socio-Economic status are all concrete aspects of dynamic human individuality.
Acknowledging diversity and ensuring fair and equal procedures within the organization is an active and ongoing endeavor.
Inclusion is an action:
Belonging is an outcome:
Creating inclusive and safe environments in the workplace is something that must be intentionally and proactively done.
How will considering all of the above yield increased belonging at Hannaford?
3
1. INTRO
A Note on Equity Equity
Pre-hire
Post-hire
spans the entire life-cycle of an employee and should be seen as an ongoing, iterative consideration
can look like diverse candidate pools, career fairs, & consideration of transferrable skills
can look like balanced pay rates, nuanced development and growth opportunities, mentorship programs, & safe/healthy work environments
4
1. INTRO
Our Design Strategy Provoke learning, discussion, and action around DEI, strengthening the overall experience of Hannaford employees.
5
02
RESEARCH
6
2. RESEARCH
Our proposals are anchored and informed by three primary sources
01
02
03
State of Hannaford
Real World Case Studies
Employee Interviews
Initial Learnings
What we Found
What we heard
7
2. RESEARCH
Our proposals are anchored and informed by three primary sources
01
02
03
State of Hannaford
Real World Case Studies
Employee Interviews
Initial Learnings
What we Found
What we heard
8
2. RESEARCH
State of Hannaford
Internal Lens
Most efforts focus on the corporate Home Office and less on the retail stores DEI is reflected most broadly through BRG's which currently lack explicit and unified structure BRG's tend to center events as a focus There's a concerted effort and desire to bring formality, structure, and measurable goals to the lens of diversity within the organization
9
2. RESEARCH
Our proposals are anchored and informed by three primary sources
01
02
03
State of Hannaford
Real World Case Studies
Employee Interviews
Initial Learnings
What we Found
What we heard
10
2. RESEARCH
How organizations create a landscape of DEI through:
Company Culture & Work Environment
2021 DEI strategy focused on: improving the % of POC in Management employment & accessibility opportunities for those with disabilities in their US stores
Ranked "Best Workplace for Working Parents, Millennials, and Women"
Flexible schedule, 401(k)matches, & a stock purchase plan generous insurance for all full- & part-time workers
flexible time off generous health benefits, retirement plans, stock options, & a form of profit-sharing 20% discounts, competitive salaries for all employees, and annual raises 11
2. RESEARCH
How organizations create a landscape of DEI through:
Societal Impact & Transparency
Albertsons has an economic social impact strategy with a focus on supplier diversity. Over 50% of suppliers are owned and controlled/operated by under-represented groups.
Trader Joe's runs several robust DEI initiatives and partnerships with diverse, community-driven nonprofits.
Blue Apron ranks in top 30% of similar sized companies for diversity. They are a champion of cultural foods, support local food banks and partner with climate-changeresilient food systems.
In 2020, Target released a Workforce Diversity Report highlighting the racial and gender breakdown of its team across all levels of the organization.
12
2. RESEARCH
How organizations create a landscape of DEI through:
Equitable Recruitment & Retention
won Glassdoor’s Employees Choice Awards 8 times.
invests in their associates with training, career development, and furthering their education with tuition reimbursement benefits eligible Publix associates become company owners through its employee stock ownership plan
61% of their retail store employees are women and 23% are people of color The average wage for all store employees (ranging from team member to manager) has risen 21% in 2020 to $16.80 per hour To thank store employees for loyalty during the summer of 2020, Sheetz paid them a reward amounting to an additional $1 per hour from June 5 through September 24, 2020 13
2. RESEARCH
Best in Class Practices:
Supply Chain Equity DEI Programs with direct economic support for MWBE businesses promote the best public response and are the most sustainable and ethical way to invest directly in the communities and strengthen vulnerable food systems that need it the most. Albertson's MWBE supplier program is a well-done example.
14
2. RESEARCH
Best in Class Practices:
Climate Consciousness Consumers want meaningful climate-conscious commitments. Thus commitments to climate change-resilient food systems both do meaningful work as their DEI programming from both climate conscious and food insecurity perspectives. Blue Apron's Climate Conscious program is very successful at acheiving these goals
15
2. RESEARCH
Best in Class Practices:
Local Network Integration Rather than reinventing the wheel by creating new networks, or donating in ways the community doesn’t see or feel, successful DEI models make efforts to integrate with local community networks: get employees involved with long-term community commitments across retail and corporate, up and down management verticals, and publicise these efforts.
16
2. RESEARCH
Fundraising Strategies that rely on customer donations Receipt round-up donation strategies are now viewed by many as a form of corporate tax write-offs
Affinity groups lacking teeth Affinity groups without accountability mechanisms may be viewed as vacuums of emotional labor for retail employees than genuine support and DEI efforts
Pitfalls to Avoid
Performative Efforts that Lack True Corporate Value Ensure that the corporate DEI lens reflected through public marketing moments are also reflected through internal organizational practices and executive sentiment.
17
2. RESEARCH
Today's consumer is more diverse than ever before:
Hannaford has a tremendous opportunity to directly acknowledge diverse employees and retail customers.
US Population in 2018 by generation, % share Greatest or silent Baby boomer
Gen Xer
Millenial
Gen Zer and younger
US Minority Population in 2018 by generation, % share Greatest or silent
8 22
Baby boomer
16
Gen Xer
2 0
Millenial
2 5
20 2 2 2 8
50% of the total US population are Gen Zers and millenials
4
Gen Zer and younger
3 4
60% of the total US minority population are Gen Zers and millennial
Source: Pew Research Center, McKinsey & Company - The diversity imperative in retail, 2021
18
2. RESEARCH
Black and Latino retail workers statistically make lower wages, but Hannaford has the opportunity to actively combat that through their practices
Racial and Gender Disparities in Grocery Retail All
All Sales and Related Occupants
$14.53
First-Line Supervisors of Retail Sales Workers
$17.07
Retail Salespersons
$14.18
Cashiers
$9.96
Asian NonHispanic $12.20
$17.31
$11.54
$9.17
Black NonHispanic $12.20
$17.31
$11.54
$9.17
Latino (Any Race) $12.25
$15.38
$11.71
$9.23
White Non
Asian
Black
Latino
Whit e
Share of Employment
6%
11%
16%
80%
Management, Professional, and Related Occupations
7%
9%
8%
82%
Managemnt
5%
7%
9%
82%
Asian
Black
Latino
Whit e
Share of Retail Employment
5%
11%
16%
80%
Retail Management, Professional, and Related Occupations
9%
7%
9%
81%
Retail Management
5%
6%
8%
88%
$15.53
$17.43
$15.32
$10.06
19
2. RESEARCH
Key Takeaways
From Real World Case Studies & Research
DEI is a nuanced, complex and far reaching consideration.
While frameworks exist, DEI isn't one-size-fits-all. Custom solutions informed by unique organizational needs are the key to meaningful, measurable results.
Authenticity matters, incorporating DEI into existing organizational values helps influence broader, genuine change within the corporate culture.
20
2. RESEARCH
Our proposals are anchored and informed by three primary sources
01
02
03
State of Hannaford
Real World Case Studies
Employee Interviews
Initial Learnings
What we Found
What we heard
21
2. RESEARCH
A Snapshot on Interviews We conducted 1:1 interviews with Hannaford Employees to gain first-hand perspective on their internal experience as it relates to DEI
Key Topics:
Role and Responsibility Personal lens on DEI What's working at Hannaford? What could be better?
22
2. RESEARCH
What's Working? "Hannaford ha s done a great job of understa nding and supporting our employees and customers"
f o b jo t a re g a o d e w "I think t n re fe if d e th ll a g n ti h g highli rt o p p u s y ll a re e w t a th ways the DEI work."
We've made progress around restrictive internal policies, like tattoos and piercings, that make us more inclusive.
23
2. RESEARCH
What could be better? "Support for these initiatives can sometimes be very reactive, like if you cause enough noise things can change, but sometimes people don't want to speak up."
"[we should]P roactively looking for ga ps and problems and don’t just rely on the staff to surface them."
"I think we could do more for people with disabilities."
"BLM was challenging to support. We work hard to es], handle emotions[of employe me." but that was a challenging ti
"I work in communities that are underprivileged and It has take n us years to stock the type of foo ds that folks were looking for and to get that priced reasonably."
"Considerations vary greatly by district, some areas are more diverse than others and have different customer needs."
24
2. RESEARCH
Key Takeaways From Employee interviews
Unify the internal perception of DEI Structure and amplify the role of BRG's Empower the DEI council to establish & clarify the roles, owners and point people for internal DEI Lean more into proactive ownership of gaps in addition to employee feedback to drive change Create a safe space for employees to voice concerns and opportunities Take all retail stores into consideration since needs vary by store Diversity can also be seen on the shelves (in terms of food that is stocked for the various communities Hannaford serves)
25
03
OUR APPROACH
26
3. APPROACH
Guiding Questions ...exemplify and reinforce DEI in an authentic & meaningful way that is valued by employees?
How might Hannaford...
...use relevant and timely cultural moments to dictate their communications and programming?
...highlight their stance on DEI to their customers through dynamic, consumer-facing activations?
27
3. APPROACH
DEI Pillars
The 3 C's to build & promote a diverse community
Connect
Co-Create
with one another via open communication & dialogue
meaningful & memorable experiences for all members of the Hannaford community (both employees & consumers)
Celebrate everyone's unique background & perspective in a way that is only Hannaford 28
3. APPROACH
The Role of the DEI Council Define
Evaluate
Coordinate
Sponsor
Define Hannaford DEI policies & guidelines
Evaluate DEI performance in Hannaford quantitatively and qualitatively
Coordinate Hannaford's BRG Council, Executives, and employees to foster DEI culture through action
Sponsor initiatives and allocate budget for DEI activities, events, and resources across the organization
29
3. APPROACH
Membership Executive Sponsors + Human Resources: Further legitimizes the efforts of the council. Plans, Opportunities and Goals have a direct line of visibility to leadership.
Tools:
BRG Leads Establishes a benchmark of collaboration and a direct forum for individual needs of the underrepresented groups to be captured and considered
・Hannaford DEI website ・E-mail Newsletters
Staff Volunteers For a broad range of perspectives of associates and managers across the organization
・Promotional Events: Guest speakers ・Cultural events: Potlucks, Musical Guests 30
3. APPROACH
Evaluating Success Metrics that assess areas of improvement should be defined across corporate and retail, contribute to values-driven ROI, and incorporate both qualitative and quantitative learnings.
Example Metrics:
% Retention/Attrition YOY % Diverse Hires YOY % of Diverse Leaders/Managers in Hannaford Quarterly Employee Sentiment Survey with Actionable Items Post-Survey % of BRG Member Engagement
31
04
PROPOSALS Bringing the Pillars to life
32
4. PROPOSALS
DEI Pillars
The 3 C's to build & promote a diverse community
1.Connect
2.Co-Create
with one another via open communication & dialogue
meaningful & memorable experiences for all members of the Hannaford community (both employees & consumers)
3.Celebrate everyone's unique background & perspective in a way that is only Hannaford 33
4. PROPOSALS
DEI Ice-breakers & Conversation Starters to foster employee connection and understanding
34
4. PROPOSALS
Find Someone Who...
Ice-Breakers HOW TO PLAY
U a res sed to taura be nt ch ef
1. Go around the room and find someone for whom the statement is true. 2. Write their name in the box. First one to fill out all 9 boxes wins!
Loves spicy food
First-gen American
Prefers to go Was born by a nickname outside the US
Has overcome disability
Atheist
Bi-cultural
Identifies as biracial
Speaks another language
35
4. PROPOSALS
Conversation Starters Meant to stimulate learning, collaboration, and engagement
36
4. PROPOSALS
DEI Pillars
The 3 C's to build & promote a diverse community
1.Connect
2.Co-Create
with one another via open communication & dialogue
meaningful & memorable experiences for all members of the Hannaford community (both employees & consumers)
3.Celebrate everyone's unique background & perspective in a way that is only Hannaford 37
4. PROPOSALS
Instore Experiences To promote diversity and representation within the Customer Shopping Experience
38
4. PROPOSALS
Staff Picks Product Tag Léo
recom mend s... Beef W Brussels ellingto n Sprouts Ca
→
and Ba rrots by Aspara Isle 12 gus wit h Holla Sauce ndaise Mixed Isle 13 V Cream egetables wit y Garlic Mash Isle h Mashed 1 Potatoe Isle 3 s. Dauphin o Isle 5 ise Potatoes.
→
→ →
→
39
Cooking:
In a large pot, bring water to a boil. Stir in the salt until dissolved. Add the pasta to the water, stir a few times to prevent the noodles from sticking together. Cook according to package directions, stirring occasionally, until al dente or softer depending on desired texture.
Fettuccine
Ingredient:
Cocinar: Los componentes que hacen un gran taco son, en primer lugar, la tortilla; en segundo lugar, la proteína o la verdura; lo que sea que lleve, tiene que tener un buen sabor y ácido.
Tacos Veganos
Ingredientes: 40
4. PROPOSALS
Receipt
Hannaford
Employee's Recipe recommendations based on the purchased items QR Code Different cuisine's Stamps Gratitude from Hannaford
・ ・ ・
41
4. PROPOSALS
DEI BADGES Employee's unique expression Spoken Languages Hometown Favorite meal jokes Hobbies
・ ・ ・ ・
Ma ry
Hola !
42
4. PROPOSALS
Hannaford's Recipe Instagram Using graphics in social media and using #Hannafordchef to feature future recipes
43
4. PROPOSALS
DEI Pillars
The 3 C's to build & promote a diverse community
1.Connect
2.Co-Create
with one another via open communication & dialogue
meaningful & memorable experiences for all members of the Hannaford community (both employees & consumers)
3.Celebrate everyone's unique background & perspective in a way that is only Hannaford 44
4. PROPOSALS
Celebration through Community Community-driven solutions and events incorporating DEI strategies.
45
4. PROPOSALS
Celebration Calendar Jan 22
Chinese New Year
event @ 7pm (conference room)
Order mooncakes Tiger
Feb 12 Superbowl
How its celebrated
Feb 14
Mar 8
Valentines
Women's Day
Feb 21
Food?
Mardi Gras
Typical traditions
History
Michelle Regina Sofia Annalisa +3
Mar 21 Navruz
Food & prep
46
4. PROPOSALS
In-Store Celebrations Nachos
Vegetab
ith Salad w e g a b cab
le soup
Happy Diwali
with Pancakesate chocol
rimp Fried sh
47
4. PROPOSALS
DEI Cooking Class 48
DEI Intergenerational Movie Night
49
4. PROPOSALS
Final Conclusions DEI can be uncomfortable but finding comfort in discomfort — and building resiliency — unifies us through our differences. It is an active & ongoing dialogue that will be dynamic as Hannaford continues to evolve.
50
Thank You! Questions, comments, concerns, angry letters?
Appendix
3. APPROACH
Potential Org Structure DEI Council
Budgets and Analytics
Financial Management & Report
DEI Performance Report
Human Resources
Feedback Loops, Grievances & Psychological Safety
Recruitment & Retention
Employee Resources
Equitable Hiring Practices
Trainings & Workshops
BRGs & Activities
LGBTQ & Gender
Race & Nationality
more
・・・
3. APPROACH
Metrics & Measurement % Retention Attrition YOY
percentage of women
Diversity of Employees
Percentage of Ethnicity
% Diverse Hires YOY
% of Diverse Leaders Managers in Hannaford by positions
in different levels
Employee Satisfaction & Retention
Quarterly Employee Sentiment Survey For Satisfaction % of BRG Member Engagement
Retention Rate
Turnover Rate
Employee Mobility
Weekly Working Hours
Percentage of Trained Employees
by gender
by enthinicity
Models & Vidualization
Improvement (changed rate/number)
Data Analysis Report comparision of data (by week, month, year..)
Wages & Hours
Wages by Departmemts & Levels
Interpretation
Descriptive Analysis
Inferential Analysis
Diagnostic Analysis
Conclusions & Actions
Problems
Solutions & Methods
Goals & Executio n Plans
line chart (show trend)
Predictive Analysis
3. APPROACH
Service Design with DEI Services often take place unnoticed in the background, like the housekeeping service in a hotel. In fact, services like these are intentionally designed to be inconspicuous
HOW KEY PRINCIPLES
・evidencing value that we offer ・controlling customer/employee's expectation ・User-centered ・Co-creative ・Sequencing ・Evidencing ・Holistic
Source: This is service design thinking (2010)
VITAL PARTS
・Actors ・Location ・Props/Objects ・Associates/logistics ・Process
3. APPROACH
Iterative Design Methodology The iterative four steps of exploration, creation, reflection, and implementation are the very basic approach to structure such a complex design process. Source: This is service design thinking (2010)
3. APPROACH
Transformation in Design
Brand Identity Design
Product Design
Service Design
Eco-system Design
Logo, website, shopping cart, bag, etc
Supply chain, service design
Customer service, interactive storeexperience
Organizational Design DEI and management
3. APPROACH
Service evidencing blue print
Source: What Is a Service Blueprint?: Designing a Seamless Service Process
https://www.lucidchart.com/blog/what-is-a-service-blueprint
*Example
4. PROPOSALS
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Design Guideline
Design language & Principle
Hannaford Studio class
Design language & principle *This is only for "the presentation-use" which does not mean the whole branding.
Typography
Colors
Imagery
Graphic
Design language & Principle
Integrative Studio
Typography
Aa
Aa
Hannaford DEI
This presentation should follow the color palette below:
Font: Alfa Slab One Line spacing: 1.4-1.5 Letter spacing: 0
Size: 23-40 Font: Now Line spacing: 1.4 Letter spacing: 0
Headline : 60-80 Sub Heading: 40-45
Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book. It has survived not only five centuries, but also the leap into electronic typesetting, remaining essentially unchanged.
Design language & Principle
Integrative Studio
Colors
Hannaford DEI
This presentation should follow the color palette below:
Permanent color
Secondary color
Permanent color
- Mainly use for Headline, bg, title, and any significant points.
- Headline, graphic, images
-body copy
#CE4134
Headline
#E3B43D
Sub Heading #9FCD8E
#0E0D0D Lorem Ipsum is simply dummy text of the printing and typesetting industry.
Design language & Principle
Imagery (In-store)
Integrative Studio
Hannaford DEI
Balanced, Not looking at camera, naturally, truthfully, in sharp focus. Avoid too blur and dark unclear/unnecessarily close
Design language & Principle
Imagery (Cuisine)
Integrative Studio
Hannaford DEI
Curious, focus in sharp, diverse types of dishes, sizzling, and clean Avoid too flat and Faded unclear/unnecessarily close
Design language & Principle
Imagery (Culture)
Integrative Studio
Hannaford DEI
Colorful, empowerment, clean background, energetic avoid clichés, metaphors
Design language & Principle
Graphic elements Visual
Integrative Studio
Hannaford DEI
Includes some visual and abstract graphic icons Abstract