Diversity Drives Success: Inside Paramount's People-Centric Approach
In this episode of the HR Leaders Podcast, with Elena Gallo, VP HR at Paramount. Our conversation focused on how companies can build sustainable businesses by focusing on diversity and inclusion (D&I).
As the head of HR across the Americas, South Europe, the Middle East, and Africa, Elena oversees D&I strategies impacting thousands of Paramount employees globally. One key sign of Paramount’s commitment to D&I - their dedicated D&I team reports directly to the Board of Directors.
The Business Case for Diversity
But why this executive focus on D&I? As Elena explained, data shows tangible benefits to the bottom line. Increased employee engagement from D&I efforts correlates to metrics like lower safety incidents, higher revenue growth, and greater profitability. "We start to see that investing in having a diverse and engaging environment is good for the business," Elena noted.
Turning Strategy Into Action
At Paramount, practical D&I efforts come to life through employee resource groups (ERGs). ERGs like those for women or underrepresented groups are sponsored by executives, providing direct employee feedback to leadership. Local ERG topics are tailored to issues in different countries where Paramount operates.
This localisation and regional nuance are among the challenges of implementing global D&I strategies. Also, difficult is enacting sustainable long-term strategies while addressing immediate needs. As Elena emphasized, D&I is not a quick win - it requires investment and patience to see returns.
What’s Next for D&I at Paramount
Upcoming D&I priorities at Paramount include boosting disability inclusion, connecting D&I to ESG commitments, and ensuring diverse representation in Paramount's media content itself. "We have a responsibility in how we represent reality [in our content]," Elena said.
Wise words as we build a more equitable and sustainable future of work. If this glimpse into Paramount’s D&I strategy has left you wanting more, be sure to check out my full conversation with Elena!
Episode Highlights:
How to make the business case for D&I using data connecting engagement, safety, revenue growth and profitability
How to turn D&I strategies into local action through tailored employee resource groups
How to represent diversity responsibly throughout organizational touchpoints—from partners to content
Fuel skills-based organizations with Design Thinking for HR
Traditionally, the role of HR has focused on administrative tasks and policy enforcement — all of it essential, but none of it transformative. But today, that's no longer the case.
🎙️ Automatically generated Podcast Transcript
Elena 0:00
We do a policy that is called that no diversity, no permission. So if our partners are not, let's say, you know, the production chain, they not diverse enough, but we do not work with the animals. So no diversity and no commission
Chris Rainey 0:25
Welcome to the show, how are you?
Elena 0:27
I'm fine, please. Thank you for having me. Today.
Chris Rainey 0:30
We're speaking just before we started, I know a big passion of yours is, is the diversity and inclusion. And the company has a big commitment. You mentioned to me that your di team reports directly to the board, which is always a great sign, like I said, How can a DI strategy contribute to shaping a more sustainable business? How are you looking at that as an organisation?
Elena 0:54
Let's say that lightly now we're starting to also have data about it? Because of course, Amanda, like, I think that I mean, the difficulty that sometimes HR faces when trying to invest in human beings and investing in DNI, it's like the return of the investment, right? I mean, it's complicated to demonstrate what this investment will bring to the company, and why we have to spend money or resources time in a, let's say, nurturing a very diverse environment, we assume that engagement could be a good KPI indicator of how people like feel about the company and like how integrated out they are in the company, we start to have data like for example, we have 70%, and no a rate of that a safety incidents in the company when the engagement data is really high, compared to the companies where it is not, or the at 28% increase in revenue growth compared to the companies that they're not 25% error, higher profitability than they're not. So of course, we start to see that investing in having a seat diverse and engaging environment is good for the piece, I think this is something that we should start has HR leaders to really speak comfortably about, because it would really cut our calls. Because I think that we do face that complexity in terms of demonstrating our complexities. I think that diversity, it's also something that cannot be treated by pit soul to execute a strategy in different countries with different backgrounds, different cultures, different languages, different maturity, also in terms of diversity and inclusion, because of course, it would look at the United States at a certain point of the path of the diversity and inclusion journey. Differences. What what diversity mean, in those countries, for example, when you talk about Colombia is people who were part of the FARC, their harmony organisation, they are a minority in Colombia. So of course, I mean, they're much more interested in integrating those minority and protecting those minorities, they say create an environment that is welcoming to them, of course, I mean, it really depends on the country and the maturity of the country.
Chris Rainey 3:34
How do you practically do that? What does that look like? From a practical point of view? How do you practically create that environment? What are some of the specific things we have
Elena 3:41
the GS, which, right now they're super popular? Because of course, I mean, all the companies and the rd, we launched near GS, so many years ago, when they were not even called the EMTs. Right? And we are DRGs about of course, genders parented, different segments, sexual orientation, and so on, and we're probably launching the male, also the main ERG group, because of course, I mean, no, it's like, we're trying to focus so much on minorities sometimes that we forget the West,
Chris Rainey 4:16
and then then they feel excluded. So we try
Elena 4:19
to invite different voices at the table and to listen for them. And so the listening point to me, it's crucial when you say what do we what do you do in practical pass? We don't listen. Okay, because we assume that we don't know everything ERGs are a space where employees can kind of group and discuss things together and they are really connected with the top leadership there is they say they are not filtered, which is the good thing, right. So when the leadership I
Chris Rainey 4:56
mean, what sometimes have do you have leadership representation in ERGs Yes, of
Elena 5:01
course. I mean, we do have a literary presentation I, for example, I'm the executive sponsor for the the female one, I tried to be as sponsored, separately adapted. So these ability ones, we do have executive sponsorship, but important thing is they are one of the main stakeholders that the company counts on, when they want to know what what so they are really connected with the top leadership there is there are no filters, even though we are very big company, which might not to, let's say, create too many layers. Yeah. And to have like a kind of S letter organisation as possible. In terms of communication.
Chris Rainey 5:44
One of the big challenges I hear from companies is, especially you mentioned about how do you do this across multiple countries and cultures? Do you tailor the communication strategy to each each of those? How do you deal with that? Since
Elena 5:58
we're trying to listen to the local ERG, the Bring on the table, the local issues? What are we missing, worried about, for example, I am based in Italy, in November, there was so many signs, there wasn't really, let's say, loud, now with louder than the rest. So of course, in that specific moment, that was the topic, that topic, they were talking about it and they really, they were demanding information and investment from the company on that specific topic. So we brought in enough people that are having a real big impact in Italy, when it comes to gender violence, etc, etc. So we try to really kind of tailor what comes from the general, let's say, mandate that they International and
Chris Rainey 6:50
tailor it to each region, given the nuance, okay, it's not
Elena 6:54
respecting, as I said before, when diversity means a different thing in a different country. And that takes
Chris Rainey 7:00
a lot of work, right? So I want for our listeners to understand there's no easy way to do that. It takes a lot of time. You know, you can't automate this, it has to be intentional. And as you said, you have the global vision, strategy, communication, but you didn't have to communicate it with the local language. Yes,
Elena 7:19
exactly. And I think something that I mean, we don't speak about the reopen, or at least another search, it's about mapping stakeholders, when you create a very global strategy. And you have them to kind of fine tune the strategy and cascade the strategy and local level, you need to map your stakeholders, also the local, governmental and non governmental association. So you put also them into in your mind, you're much, much better prepared the two primarily that from a cultural perspective, from a, let's say, an important perspective, why do you think it's a global strategy to something that is significant or local?
Chris Rainey 8:06
What would you say, is sort of the biggest challenge that you face doing that on a global scale?
Elena 8:12
The localization, I would say, that is one of the biggest challenges and to create something that I mean, it's, let's see, inspirational enough, and sustainable. Of course, I'm really also anti sustainability, because everything that we do in HR, and in DNR, it's about madmen and long term results. It's an investment that is not about tomorrow, it's about the medium filter, okay? Because when you deal with human beings, of course, it changes you, you don't see changes in one day. Okay, you were. So first I mean, and you have to create that, let's say, and you have to add the business to create a sustainable sustainability approach approached me now that it can be here for x, number of years, etc, etc. Now, for your employees, you always need to think about a lot of a lot higher your time. Now, when you set up a strategy, that is, to me the challenge, you face, the kind of troubles of the moment now, but you need to have a very straightforward look in the future and say, okay, but this is what we're facing today. But what are what I want to really reach in five years time or three years time now. And now I want to do it by solving the problem that I have today, but also creating the path but to also reach that goal in three, five years. To me that is also one of the biggest challenge that we're facing right now. Because of course I mean, we are so in the middle of the fight now in the middle of the fire to answer really operational problems and day by day and day to day problems, but you really Need to keep your
Chris Rainey 10:01
is how do you find that when communicating that to the leadership team who are looking for for results right now,
Elena 10:08
it's about them in to embed this strategy, long term strategy, when that's that sorts of the point is trying to really balance that by quick wins. Now, in Bursa as said, luckily enough, we started to have data that support our Nissei, our speed chip, or HR people, for people that are lazy, I would I wouldn't say just HR, they say people that are in people, leaders, that of course in investing, I mean, investing on on those areas, let's say as a financial and economical impact. So is it beneficial for the company and beneficial for the business now? Yeah, but of course, you need quick wins.
Chris Rainey 10:51
I think it's important for everyone to hear that. You mentioned the data piece, do you? Where are you storing that? Or do you have a particularly ever sort of people analytics software that you're using? Are you aggregating all that data and drawing those insights,
Elena 11:04
we use a we use the SAP environment? So of course, we're using them, we use a success factor. And so the plugin that several plugins and with the biggest problem is that most of the more interesting better at private. So that's, that's sort of the point, man and I yeah, in that in, in in HR, we do face a complexity, because the data are not generally, historically, I would say, as a function, we don't have such a clear and clean that.
Chris Rainey 11:43
That's why That's why I asked you the question. That's exactly why I asked the question is, that's the challenge that most companies face and still, to this day,
Elena 11:51
I mean, that the region of it is that the data are not clear and clean enough to start with most of the more interesting data. So these are, I would say that you complexity that we face when it comes to a bit more sophisticated approach and more to say, about data centred approach to HR. These are the two complexities that we would say. And I think this is really general, because historically, HR doesn't have a good database, historically speaking,
Chris Rainey 12:29
yeah. Well, I think we've made huge strides, though, right, in the last couple of years. And we continue to do that now. Like, now I'm seeing people sort of di analytics companies, right, that didn't even exist before. So we have specific datasets that we can draw around di n, which obviously connects into all of the other systems. So it's going to be really exciting over the next sort of three to five years, how that's going to evolve, as we as we become more data driven, and have that sort of historical data, that we can see the progress,
Elena 13:00
the challenges, so to create an environment that is safe enough for the employee to voluntary and willingly provide you some data. Now, I think that's the challenge. Right? Exactly.
Chris Rainey 13:16
You're gonna have to create that psychological safety for people to feel that they can do that, and it's not going to be used against them. I think that's always the fear, right? What's, how is this going to be used? And is it going to be used against me in a negative way that's going to impact my career or, you know, so yeah, it's about building that trust along the way, which you can lose very easy, it's hard to gain but you can lose it very fast.
Elena 13:36
Now if again, it takes longer it takes on journey to to earn me data than in a one second round my power tip news it
Chris Rainey 13:45
what are some of the other projects that you have a D is perspective that you're excited about? We're
Elena 13:49
gonna focus very much in different abilities. This would be an how to embed also the DNI strategy into an ASC and more below ESG. One is, of course, I mean, deaerator really interconnected.
Chris Rainey 14:05
Yeah. What are your thoughts on that? Because all of a sudden, out of nowhere, like in the scenes in the last couple of years, you've got di and DSD sort of the day coming closer together? What are your thoughts on that? Because it's something very, relatively new, right?
Elena 14:21
This sustainability journey really depends on the company and also the sector the company is in. Yeah. First, when you're talking about industrial companies, of course, the biggest step forward probably is in biggie. And there are the one we're really facing right now, the change in regulation, especially in the EU for that sector, and then there is a kind of a kind of mandatory change in strategy. Last, of course, said the focus on the, for us we do produce intellectual property. So I mean, it's, we're service top. And so of course, I'm in the it's a, let's say, for us, the focuser. It's much more about our responsibility on our we kind of represent reality. Because of course, when we create content, we create wheel, we also create what is normality? Yeah. What is not. So of course, we that we take that responsibility very serious, and ask the companies investing in a lot of projects, I would say, not only producing content events, news dissemination, they call it call the content for change. I mean, we kind of represent stories about minorities, or communities that are usually less the same math. But also we're trying to understand that from the surface, what is the best way to represent them? Okay. We don't assume that we know. That's, I mean, and that's also what I was talking to you about. When I told you about release? I mean, this is what we do we try to release engineer, we don't assume that we know, now we made mistakes. Yeah, I think this is something that the company is really proud of, and, and making a lot of effort in trying to understand to our research, what is the best way to represent it, and then we will put a lot of effort in making sure that behind the camera, I mean, the screen Reiner, the camera, men, women, the you know, everyone that works in production, etc, etc. So at every stage of the production, the reason the inverse team, that is work, diverse
Chris Rainey 17:00
perspectives and thoughts, right, like making sure that you want to make sure that your employees and your community and you're obviously your content reflects each other,
Elena 17:09
the audience can really see themselves represented. Alternate realistic way, that's sort of the point. And if not, we tend to kind of still reply. Which is, the worst thing that you can do
Chris Rainey 17:26
is that also does that also carry over to your partners? Is that something you've looked at in terms of your suppliers, your partners,
Elena 17:35
we do have a policy that is called that no diversity, not permission. So if our partners are not, let's see, you know, the production chain, they are not diverse enough, but we do not work with the analysts. So it's not diversity, I'm not gonna mention
Chris Rainey 17:54
a lot. That is, again, it's got a flow for everything, right, looking at all policies and processes through that diversity lens, making sure that it feels it permeates everything right, all the way, all the way through, that's where you're going to have real impact, you can say all the things we've spoken about. But if you don't make those changes, you know, there's not gonna be they're not gonna have sustainable impact to your point.
Elena 18:15
Exactly. But it's the same manner, when you talk about the lifecycle of an employee inside the company is the same, like in every decision that you make, is not just about I mean, let's fix the gender pay gap. And, and so you, you base yourself with the fact that I mean, you don't have women in positions of power. So even though if you want to fix the the gender pay gap, I mean, it's basically impossible and unethical to do so. So you have to really make sure that in every step and every decision that you take, from the moment that you hire someone, the nominee, that you develop a law, your develop dama, or the the secession of pipeline, etc, etc, etc, in every moment that you're taking care of it. So you, you then can put yourself in a condition to fix some things, right? But I feel like if all your senior bees are men from a certain from a certain race, or from a certain, let's say, socio economical class, of course, and that their pipeline of a successor, they're all the same, you will be really difficult to then add a candidate and then verse, you know, good or diverse, Executive Committee, etc, etc. No, so that's also why I'm so proud to say a in our, in our bonus 711 members are women. So I mean, it's it starts from the top right, but it also starts from the pattern in every step that we take. We really Eve attentionally inclusive. Yeah,
Chris Rainey 20:01
you have to be exactly it's not going to just happen. You have to be intentional about everything and put the right systems processes policies, for every part of the customer journey, the employee journey, all of those touch points, the moments that matter, have to be reflected there. Listen, before I let you go, I don't know, what would be your Firstly, thank you so much for the great conversation. I'm really happy we finally managed to connect. What would be your parting advice to organisations that are looking to go on a similar journey? To yourselves really moving the DI needle and becoming more sustainable? What advice would you give them? And then where can people connect with you with you personally, if they want to reach out and say hi to you? Look, I
Elena 20:44
would say that not be afraid of being wrong. So in terms of really trying to listen, not to answer, but to learn. That's the point. There haven't be defensive about it. Now. It's about this is a learning journey. I mean, from diversity you, you always have to put yourself in, let's say in the learning mode, the curiosity mode, and try not to be defensive about it.
Chris Rainey 21:18
No. Love it. And where can people find you LinkedIn?
Elena 21:22
Probably the best. LinkedIn is the best way to Yeah.
Chris Rainey 21:25
Amazing. Well, listen, I appreciate you. coming on the show. I know this is just the beginning for you and the team was it as you said, it's a it's the it's a journey, right? And it will continuously evolve as well. But I appreciate you taking the time to share your journey and experience and I look forward to doing this again soon in the future. Thanks so much.
Elena 21:45
Thank you for inviting me here. This has been a pleasure.
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