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  "documentTitle": "The Hidden Value of Culture Makers",
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      "text": "CASE STUDY: Sodexo\nSodexo set a goal of having 40 percent women at its senior leadership level by 2025. To get there, the company created the Gender Advisory Board “SoTogether” (previously known as SWIFT, Sodexo Women’s International Forum for Talent).\nSoTogether leads and drives Sodexo’s gender equality strategy and provides development opportunities to increase the women’s leadership pipeline through mentoring, sponsorship, HR processes, internal programs and active advocacy. Ultimately, the company wants to ensure a better gender balance and have more women in senior positions with profit-and-loss (P&L) responsibilities as well as operational and facilities roles.\nWithin the US, Sodexo also developed a Balanced Scorecard for Diversity, with a Diversity Index linked to an annual incentive. The scorecard contains both quantitative and qualitative measures. The quantitative measures focus on the distribution of women and people of color within our hiring, promotions and terminations. The qualitative section measures managers’ inclusion behaviors over the year, such as whether they attended diversity training or mentored diverse employees.\nToday, globally, the company has 60 percent representation of women on its board, 35 percent women on its executive team and 37 percent women in its senior executive roles.",
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      "text": "Today, globally, the company has 60 percent representation of women on its board, 35 percent women on its executive team and 37 percent women in its senior executive roles.",
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      "text": "Sensitive to all frequencies: Leaders must devise outreach methods and other ways to allow those who are less vocal, or fewer in number, to be heard.",
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      "text": "Varied: Standard surveys can be a reliable way to take the cultural temperature of the organization. But leaders should also consider face-to-face meetings, focus groups, town halls, online listening, employee networks and chat groups.",
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      "text": "Ongoing: Today’s workplaces move rapidly and so should your engagement methods. How employees feel now may be very different from six months ago when a survey was fielded. Leaders must maintain open, two-way conversations with employees to capture feedback in real time and empower leadership to quickly drive change in response.",
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      "text": "women in senior executive roles (Sodexo): 37 percent",
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      "kind": "paragraph",
      "text": "While establishing and tracking goals and targets is essential, leaders must go beyond the data to fully understand the perception gap. They should solicit meaningful dialogue with employees that allows them to hear firsthand how included their people feel, identify where gaps exist and focus their efforts to improve.",
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      "text": "COMPREHENSIVE ACTION:",
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