Diversity, Inclusion, & Cultural Engagement

Pernille Brun 0:02

Welcome to Work in Progress , a podcast series where I pick the brain of thought leaders within the field of People and Culture . My name is Pernille Brun and in these talks we explore the latest trends shaping the future of work and the evolving landscape of modern organizations . In today's episode , I'm visiting Stine Pi Halmind , who is People Engagement Manager at Nordic Solar . Nordic Solar is a Danish solar energy company headquartered in Copenhagen , Denmark . You are the people engagement person here at Nordic Solar and that's a title I hadn't heard about before . Could you explain to us ? Why do you have that title ?

Stine Pi Halmind 0:42

Yes , absolutely so . The essence of my role is to ensure that there is engagement across the organization so that employees are committed , that they are able to do their best , that they like being here , that they really thrive and are able to contribute their best . So engagement is the overall purpose and under that then comes some strategic areas such as learning and development and diversity and inclusion . Also the employee value proposition , engagement surveys . So those are the big chunks of what I do , but it kind of it frames the overall purpose of the role . Though it is a rare title , I would say yeah .

Pernille Brun 1:22

And so when you entered into this position and those different areas were carved out for you , did you get a say to how to prioritize within these different areas , or how does that play out for you ?

Stine Pi Halmind 1:37

They are more or less equal . But it was kind of a question of when was what was due , so to speak , right ? So so we started with diversity and inclusion because there was a policy that was up for review . So that was kind of the the initial prompt to say , ok , let's do that first . So it came out of a compliance initiative , so to speak , but it gave us the opportunity to really revise our whole approach to diversity and inclusion , or DEI as we call it , and it gave us an opportunity to lift the policy to not just being a compliance document but really saying something about what do we prioritize ? Do we focus on manager development ? Do we focus on onboarding ?

Stine Pi Halmind 2:20

Where do we see that diversity and inclusion is prioritized and considered as part of our people process and where do you see it ? So it is for us very much a question of educating the managers . We have a session coming up later this year and what's been important for me is to really integrate it as part of the thinking and the processes around the people area . So when we have this session for the managers , for instance , it's about teaching them basic management , but with an inclusion flavor or an inclusion purpose . So we'll focus very much on meeting culture , on how to drive meetings , how to make decisions in an inclusive manner . So that's very much the perspective on it for me , and that also means that when we onboard people , we really have to tell them this is a priority for us , this is how we think about it . We expect you to be respectful and accepting of other cultures . We are half of the company that are not Danish , so it is quite diverse team in total .

Pernille Brun 3:28

Okay , so diversity , it sounds like , is a huge priority for you to really focus on in your role and as a company overall . It sounds like how come ?

Stine Pi Halmind 3:39

We really do believe that it's a strategic advantage that we do have diversity . I've been in a lot of startups within tech and finance where the starting point was we're too many men . There is a majority of men in these businesses , so how do we make it more diverse from a gender perspective ? That has kind of been the basic starting point , which is , of course , very basic , but I mean , you have to start somewhere . But the difference now when I'm in Nordic Solar , is that we actually have quite a diverse workforce . They have very different backgrounds , very different cultures , very different experiences and educations . So the starting point of diversity is there , but how do we make the most of it ? You would say that with a 50% foreign workforce you would naturally speak English , but we do have teams that are mainly Danish . So how do you install that kind of cultural awareness and speaking English and that kind of cultural change is quite important . So as we grow from a relatively small company to a fast-growing bigger company , it becomes more important that it's a natural part of how we navigate .

Pernille Brun 4:49

Yeah , and what about those people who would then prefer to speak in their native language with their college on a day-to-day business ?

Stine Pi Halmind 4:57

I think it's a balance . I think we're in an era where it's a lot about paying attention to other people's preferences , to other people's needs . We do need to accommodate a lot of different needs and perspectives . So I think it's up to the individual to consider that as well and to make sure that , hey , if I sit down next to someone who doesn't speak Danish , then I'll switch to English , danish , then I'll switch to English . But , of course , if you're in your daily life and that goes for the Danes , but it also goes for the Italians or the Polish , or they can all speak in their native language , as long as they pay attention to the setting , when they're not alone in their isolated field .

Pernille Brun 5:35

So it sounds a lot like it's the attentiveness and also the pure awareness that this is what's going on around me . And then you linked it to engagement , and that's interesting , because how does those two items or things fit together in your opinion ?

Stine Pi Halmind 5:55

One important part of it is that if you feel like you're sitting at lunch and people speak a language you don't understand , or everyone dresses differently than you , or everyone has a different background , different education , then it's harder for you to feel like that you belong in that place , that it's okay for you to be there . It's a natural human instinct that , okay , I look different , I feel different , maybe I'm not supposed to be here . So if we can tweak those little things and help people get that feeling of yes , I have a right to be here , I'm a contribution , I'm valued for what I am and for what I can contribute with in the company , then of course I can unfold more , I get to speak up , I get to perform more , I lean more into my job when I feel like it's safe for me to be there and that I won't be judged negatively . So I think it's a very , very important foundational part of creating belonging . And then engagement comes of that , because people dare to unfold and really give their best .

Leadership Training and Development Strategy

Pernille Brun 6:59

And how about you mentioned you trained the managers , so that's a focus of yours . Why did you choose the managers and not the teams ?

Stine Pi Halmind 7:10

Two things . For one , I really see the manager as an enabler . The manager is . Everything they do is contagious . The way they communicate . People look at their managers and they copy what they do .

Stine Pi Halmind 7:23

Almost you see that from C-team , from the executives the way they behave , the way they speak , the way they interact with employees really sets the tone of how the rest of the organization works and interacts , and I believe that's true in all manager levels . So , starting with the managers , you have a small group with big impact . So that's one reason . The other is , as I said , educating people in diversity and inclusion has to be integrated in the natural processes , and we already do have manager training . Four times a year we have a workshop where they get some sort of introduction to a leadership tool or perspective , and when we then step into that forum that they already know they're used to , showing up for these trainings , then we already have a little bit of a safe space where we can then introduce a topic that's a little bit different than what they're used to .

Stine Pi Halmind 8:19

That's , of course , the big challenge how do we transfer it from the learning space to a daily leadership ? And for me I think it goes back to what it is that we teach them . We've chosen not to do a complete session on unconscious bias , for instance , because they are going to learn about it , because that's why we that is , what can stand in the way of us doing something differently is that we just do what we would like ourselves , or we do what we're used to , or we do what we think others want . All of these assumptions we do need to clean them up . So it is important to talk about unconscious bias , but the headline is inclusive leadership , which is about running meetings and having one-on-ones and making decisions , which I know they'll do so , hopefully , by attaching it to something that is natural for them and that they will have to do next week or even the day after they step out of the training session . Then , hopefully , that's a way to kind of implement it and make it natural . And do you then follow ?

Pernille Brun 9:18

It sounds also like you very consciously work on creating a continuous learning culture here .

Stine Pi Halmind 9:23

Well , exactly on the learning and development is one of the areas that we're developing right now . It is a company where a lot of things has been delegated to the departments , so whenever they see a need for project management training or something else , they will then arrange it and send their employees on courses . What we're looking at now is to have a bit more of a strategic approach where we from centrally from people and culture have a perspective on what's going on . What kind of learning activities are we actually offering across the organization ? How can we track the learning that is going on and see how it is happening ? Because maybe we can make use of it internally and we can streamline what we offer people . Going on , and specifically for the managers , I'm developing right now a new course for our new managers . So we'll do probably four or five workshops over the course of a year , so more or less what they're used to , but then we'll add some workshop elements where I really discuss with them what they've learned . They'll have some self-study in between and we'll do very practical exercises that they can then go and practice in the month or two until we meet again . So hopefully that'll create more coherence and more accountability , because they know we'll meet again soon and we will follow up on this . Some of them have expressed a need to interact even more with a small group of manager colleagues , so some of them will probably have some sort of sparring circle or a little peer group that they'll meet with over lunch and will very much support that and see can they then exchange experiences on what they've learned . So that's kind of the basic foundation of it .

Pernille Brun 11:05

And how do you track it ?

Stine Pi Halmind 11:07

It's a good question . I think what we need to do first is to understand the need in the organization . What is it actually that we would need to teach or train or learn ? And then we find the best methodology for that . Obviously , we are looking into online training because it is an efficient way and it's flexible in the sense that people can do it when they feel like it , when it suits their workday . But it's also known that it's one of the difficult means of learning to actually transfer it into daily life . So we'll find the methodology and say how do we find the right mix between physical and online training ? And then , of course , you can track how much training do people actually do ? That's part of EU compliance these days that you actually report on the number of hours , but it's much more about what did you get out of it .

Stine Pi Halmind 11:56

So having evaluation of courses , following up in it , could be in one-on-ones , it could also be . We have leadership days , a few days a year , where a specific manager group on a specific level or a group we created , they meet up for a whole day or sometimes two days , with overnight in between , where they get a chance to work on their own cases and talk about the dilemmas that they're facing right now . And of course , they have external facilitators that kind of help the conversation and guide them . And I think those touch points really matter in anchoring the learning , because they will get to talk to each other about what did that mean for you ? How does that play out ? Or someone comes up with a dilemma and someone else said , oh , wasn't that the training we actually had ? Because someone in the group will remember , even if you don't in the moment . So I think that internal accountability rather than just a tick box , measuring or evaluation , I think that's where the real impact is .

Pernille Brun 12:53

So in your position . How do you prioritize what initiatives you need to focus on next ?

Stine Pi Halmind 13:07

For me it's a balance of looking into what's cooking in the organization . Where is there a need ? I have the entire learning and development field as part of my work and of course we're going to look into learning and development for employees . But we did start with the managers and usually you say , well , let's start from the bottom , let's make sure that we get something broad . But in the management group there was already talk of how can we optimize ? Are we getting the most out of the activities that we have ?

Stine Pi Halmind 13:31

There was an opportunity to actually go in and say , oh , you know what I'll support you on that there is some momentum , some energy there , and I think that guides me in a lot of priority decisions is being in touch with the organization , knowing what's on their mind , because that's where I can have the biggest impact . And then , of course , there's a strategic direction of is there any compliance coming up that we need to look at ? Is there anything that's ? You know , sometimes you have like a pretty good baseline and you want to lift that and optimize it and mature it . And sometimes you have a pretty good baseline and you want to lift that and optimize it and mature it , and sometimes you have something that's not up to par and we need to fix that . So I think that's part of the considerations .

Pernille Brun 14:06

So how do you keep track of all those priorities ? ?

Stine Pi Halmind 14:12

Stine Pi Halmind

Stine Pi Halmind 14:12

Well , currently we use Microsoft as our tool , so I actually use their planner tool our tool , so I actually use their planner tool . So , having the different streams and topics and then the tasks within that and the areas and reminders , so a basic task management system , I would say .

Pernille Brun 14:28

So do you fill in the topics yourself , or are you also building on something that's already out there that you can maybe touch on ?

Stine Pi Halmind 14:36

In my position . I build it myself , course . We have a chief people officer that I spar with a lot and she has regular weekly , maybe biweekly meetings with the rest of the executive team . So of course we adjust depending on the priorities . Is this still urgent , or should we push that to after summer ? So we'll adjust . But it is very much an independent role , so it's up to me Nice .

Pernille Brun 15:01

So on a daily basis , when you engage with the managers and the employees , of course , how do you build up that trust and confidence so that they will actually use you as a sparing partner ? So in some organizations we know that the HR people are maybe seen as more someone who comes in control and makes sure we live up to compliance and stuff like that . But it sounds like you are in a position where you want to be a sparing partner and someone , a trusted advisor almost . How do you make sure you land in that position , if that makes sense ?

Stine Pi Halmind 15:39

It does and it very much aligns with my personal mission of being in this role is being that trusted advisor . One of the things I do is , of course , to listen and be flexible . So for me personally , that's also the way that I'm geared , that you know . I prefer listening , I prefer understanding what's their point of view , and then I'll adapt around that . Sometimes I'll have an agenda and say I know that we need to reach this goal , but how we do it , that depends on where their preference is . Do we do A first or B first ?

Stine Pi Halmind 16:10

So what I do if I have conversations with them after we did our engagement survey , I would go out to all the managers and I will share the results from their survey and I would kind of teach them how can you then share with your teams . So that's one point of interaction I have with them . There could also be specific items where they invite me in to talk to the entire leadership group in that department or the entire team , and then we'll address a specific topic . And when I have these conversations or preparing with the manager , I'll listen for something that they say that's really good . So if they come up with a point , it's also the culture in our department , or maybe it's a question of who communicates , or I know that it matters what I say .

Stine Pi Halmind 16:50

I think , yes , it's really good that you say that , because it does matter what you say . For instance , in my experience , this could help you and then I'll draw something in . So I'll wait for those little moments , which means that sometimes it takes a little bit longer , but when you get that opportunity to be that sparring partner , then they hear it and they see how it's valuable in their specific context . Rather than me coming up with , this is a new way of doing things , or I think you should think about this if it's not on their mind already of doing things , or I think you should think about this if it's not on their mind already . So I think that's a way to really anchor the things that I come with and make sure that they have a specific impact , and then , if A or B comes first , we'll figure that out .

Pernille Brun 17:31

It's about their everyday life , right , but it also sounds like you're almost in a coaching role , because it sounds like sometimes you give an advice when it's timely and due , but it's also about asking questions and prompting them to maybe find some answers and solutions themselves . Absolutely , what's the link to coaching here ? Because it almost sounds like you are , you are entering into this role with a coaching mindset .

Stine Pi Halmind 17:55

Yeah , well , the first concrete example that comes to mind is one of the things that you learn as a coach is sometimes to ask is there anything I haven't asked you that I should have ? And I actually use that question quite a

Empowering Leaders Through Coaching and Support

Stine Pi Halmind 18:07

lot . So , also , if they say , well , let's have a meeting , we want to gather the leaders and we want to inform them about our approach to collaboration based on the recent engagement survey , then really asking an extra time . What do you want out of this meeting ? What's the purpose ? What would you like to see happen ? What are you worried could happen ? So really understanding their perspective on what are we going to face in this room , whether it's literally in a session with their employees or it's in their daily life . So getting that understanding of what it is for reality that they navigate and finding the positive energy that we can then build on . So really being that and then trying to come in when you have those openings and say , ok , well , here is a gap where I can fill something in right , or here's a doubt , or here's something positive that I can really help boost . Um , so I think that's uh , that's kind of the coaching aspect of it .

Stine Pi Halmind 19:10

Yes , um , so all new managers they're offered coaching for four sessions a year . So not a lot , but sufficient to create some sort of constant in their daily life . And we give all managers and almost everyone that we recruit a personality assessment so they will have that as a starting point when they start their coaching . So , as it is now , the coaching is a safe space for the managers . They can talk about whatever is on their mind , whatever they prioritize . So we don't keep track , we don't ask for reports on what's going on in the coaching sessions . It's their space . So we don't know if they're very much linked to what's going on in their daily leadership or if it's on the personal side . We don't know . But it's a choice that we've made that they have that space .

Pernille Brun 19:59

And how come ? Why did you make that choice ?

Stine Pi Halmind 20:03

Well , the choice was made way before I joined . The benefit I can see is that when we offer something to employees here , it's very much based on trust . It's very much based on we give you this opportunity and however you use it is up to you . So , whether we're talking flexible work or specific benefits such as training or breakfast in the canteen or whatever it's , it's here and and you can use it in the way that you that you want to , we don't have to control how much you eat or how much you use this benefit or how many times you go to the massage , and I think it's the same with the coaching Say , well , we offer you this free space and it's a gift because we think it benefits you and it benefits us as a company , but we don't mandate how you use it . So it's very much part of that open culture that we have . I think the honesty and the genuine approach to people , I think , is what kind of informs that , and you could say that , okay , that's how it started . Again , back to this company having an incredible , naturally healthy culture . It's an approach that I've had for years . It's the way that I believe we should help organizations . It is that we offer something and we create guidance . And if someone feels like , or they're able to run on their own , if they don't need the guides that we make for them or they choose not to use our offers , that's fine . But I want to make sure that it's available for those that could actually use it , because it's sometimes harder for them to ask for it . And what we're seeing right now ? We're seeing a big trend towards what they call tailored employee value propositions We've talked about , you know , after COVID , we've seen this hybrid work coming in , we've seen working from home . There's an increased trend of flexibility , or at least difference in how people work , and I think we see that now moving into other spaces of the organization . So , when we studied the research from McKinsey and other big consultancies , it's all about diversifying your offer for employees , because we do have a generation now that are more aware of what they want , they're more aware of what's possible . They've seen more different opportunities , more ways of working , because they're more connected across the globe , and that means that companies will have to accommodate to more diverse needs .

Stine Pi Halmind 22:42

And then , of course , do we go all the way into differentiation where everyone can just pick and choose ? No , it does require that we also take a stance on what we want as a company . What kind of company are we ? What do we not want to offer ? And then people might have to go somewhere else . And that ties into DEI , because the E in the DEI is equity At least it is for us .

Stine Pi Halmind 23:02

We changed it in our policy from equality to equity , and equity is about offering different things to give people the same opportunities , and I think that's a very saying approach or terminology for how people in culture have to act . Right now . We really have to think about equity and inclusion and saying we can't just offer one thing and then you can use it or you don't . We actually do have to consider different needs , whether that's a gluten-free lunch or it's different times that you can go to massage , or it's the learning and development that you can do at your own pace . We really need to think about that differentiation and I think that's a tricky balance , because where does it end ?

Pernille Brun 23:48

We can't do individual accommodation all over , but it sounds like you're doing a great job , doing it as much as possible . You talked a lot about the managers . How about the employees , the offerings for the employees ? So I guess the massage and things like that are also for them . But what about coaching ? What about learning opportunities ? What about those fora where they can maybe spar with their colleagues ? Do you also have that in mind ?

Stine Pi Halmind 24:18

Absolutely . It's one of the things that have happened quite naturally in the company so far . So it's one of the things where we are looking into . Can we create more support , potentially some structure that makes it easier for people to see what are the different options that I can use Right now ? It's very much based on the freedom so that people can go to their manager and say I would like this . Ok , well , some people get coaching , some people go on courses , some people there's a good culture of inviting each other for lunch , so doing knowledge sharing across over lunch with your colleagues from other companies . We're very good at approaching each other , going to the desk and asking questions . So I think a lot of these things happen naturally . But the more we grow , the more complexity there is and the more we're going to see that some people won't just naturally come and ask for things , or they won't necessarily know what they want or what would be best for them , so they ask for what they think is right . I need to go on this course , but maybe it would actually be better for them to have some training on the job . So what we're looking into now is creating that support structure to say , okay , these are the opportunities . Maybe there's a guiding budget , there is some fixed courses that we know that these work well . So we're going to try and start offering them more across the company rather than just to the department that used to do it . So I think it's very much about finding that balance without ending up in a rigid structure where this is the only thing you can do or people just take the opportunities you give them because they don't get anything else . So really trying to find that balance again is where we're at now , and it's not something that we're done with at all . It's very much at that stage where we lift it from a good baseline to something even better . All right .

Pernille Brun 26:05

So what's the best part of your job ?

Stine Pi Halmind 26:09

The

Stine Pi Halmind 26:09

best part for me is when I see the specific impact that I have on people's work and their interactions in daily work life . So I do a lot of strategic work where I'll do research on what's best practice within employee value propositions , what's best practice within DEI . I'll summarize that or present it . I'll design some sort of proposed solution , a framework process . But where it really matters is when a manager comes and say I've been thinking about this and I'm like like I'm happy you asked because I've actually thought about this , or I want to test this with you , or I have something I can provide for you .

Stine Pi Halmind 26:46

And and those moments where you really see , oh , I helped this person who will now go and use that in their team , um , or it could be an employee that I'm having my employee development conversation coming up . What do I need to do ? Do we need to follow the template ? And I actually get to tell them . Well , it's not about the template , it's about you having a really good conversation . It's about you clarifying your options . No one expects you to have a five-year career plan . If you do , now is the time to lay it out . But really guiding them on how to navigate in between the processes and templates and offers that you see in the structure , that's where it really becomes magical .

Pernille Brun 27:22

All right , so it also sounds like you found a really good balance between your strength profile , or who you are as a person , and combining that with your position , with your position . So what would be a good advice for any new people looking to enter into the PNC space or the HR space ? What would your advice be in terms of being themselves and fulfilling the role in a personalized way for them ?

Navigating People and Culture Roles

Stine Pi Halmind 27:53

I think the first step , if you're completely new to the area , is understanding the different areas within people and culture or within HR , for instance . With us we have . So I'm kind of on the strategic level where I spend a lot of time thinking about what's the direction , what's the frameworks , what's the trends , what's best practice . We have a business partner who sits in a specific department in our case , an engineering department two days a week and catch all the questions , all the doubts , participates in meetings , really have the close , close contact with the business and in our case she has a 40 people team . Other businesses you will have 50 or 150 that you're a business partner for . It's a completely different work because you're much more out there and you have the operations part where you're very much into the HR data , the processes , what are the rules and regulations ? How do we onboard people , how do we make processes for this , how do we remind managers that they need to register illness or whatever it is ? And they're very different personalities in each of these areas . So I think that would be the baseline figuring out where do you actually feel like you fit , what is it you want to do , and then being true to that and sometimes , yes , it's a lot easier to start in operations because they'll usually have more junior employees coming in and doing some of the base work and then you can work your way up . But really knowing what you want , and then I think , once you understand your strength , you can much easier .

Stine Pi Halmind 29:16

You can better tell that when you apply for a position or when you join a company or a new team , and also continue to do that when you have the interactions with the organization , saying what is it that I offer ?

Stine Pi Halmind 29:29

So , for instance , well , for me it's about understanding what you as an employee or you as a manager want . And if I say that out loud , then they know my primary purpose is not to come in with my advice . I'm happy to share my experience , I'm happy to tell them about best practice , but I can't just refer to all the research or what I know that worked for someone else . I really have to listen to them . So speaking out loud about what it is that you can offer them really gives that opportunity for the optimal collaboration . So , the more clear you are and it does take some experience and some testing things out so if you really don't know , then go and try and copy someone else and say okay , I can see that some people work in this way . They're very advising , they're very direct , they're very direct , they're very structured . I'll try that approach and figure out if that works for me , and I'll try the other one where I shut up and I listen and I ask questions .

Stine Pi Halmind 30:23

And then see how it plays out

Pernille Brun 30:25

Exactly Awesome . Thank you so much , Stine . It's been a real pleasure picking your mind today and maybe we'll back later and and have another conversation on other topics within pnc and engagement . Uh , it was a pleasure , but let me ask you one last question . Is there anything I haven't asked you ?

Stine Pi Halmind 30:43

That's a really good question , um , I think the only thing is that , um , when you step into the people and culture or hr role , it's um , what you do and how you work is very much dependent on the structure of your organization and your relationship with a chief people officer or some sort of manager . In some cases , hr and people and culture refers to the CFO , so that will probably be a different relationship . And then , how much do you need to report to executive management ? So , in our case , a lot of what we do , we put into slides and we present it in 10-minute presentations to the executives , to our C-team , so that it makes it easy for them to say yes or no to really back the initiatives that we have . So if I come up with a recommendation , they'll usually trust me and say yes , but they do want to understand the numbers behind the methodology , what has come before it , not necessarily in detail , but they really need to sense that the base work is in order . And then it's safe and easy for them to say yes . And I might meet with them two times a month or once a month with different initiatives , and now we're doing this , now we're doing that .

Stine Pi Halmind 31:53

This was the result of this . This was the result of that . So really having a forum where I can present easily what it is I've done and what my recommendation is . That's the way we work here . In other organizations you'll be much more getsession . com , so you'll have to find other ways to understand . How do we create something that will find that backing and support in the organization ? Is it about inviting employees or middle managers for a talk , really making sure that you get the internal stakeholders involved in what you do , so you don't go into the rabbit hole , come up four months later and then propose something that's not in line with what the organization needs . So I think that might be a final point .

Pernille Brun 32:34

Okay , great Thank you so much , Stine . Thank you . You've been listening to the Work in Progress podcast on people and culture . If you enjoyed this episode , please feel free to share on social media . For more resources on people , culture and working in a modern world , please visit getsession . com and check out our articles , guides , webinars and more . Thanks for listening .