ERG LEADERSHIP HANDBOOK - Virtual Work Insider
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ERG LEADERSHIP HANDBOOK
CASE STUDY
COMPANY Clorox
ORBIT ERG
OPPORTUNITY Further engage and connect the virtual workforce at the company
SOLUTION Leverage a virtual BRG structure in partnership with IT and HR
ORBIT is the Clorox company’s virtual workforce Initially, the BRG targeted employees who worked ORBIT provided test users for new virtual collab-
business resource group. The BRG has an interesting from home as members. ORBIT originally stood for oration platforms and was a key resource to lead
history that exemplifies the influence employees can Offices Remote but Integral Teammates. However, corporate training on the selected platform. The
have at a grassroots level. In 2010, two of the compa- within a year of its formal launch, ORBIT’s leaders IT department values ORBIT because its members
ny’s marketing professionals were looking to relocate realized that membership growth was actually truly are early adopters of technology and ways of
outside of Clorox headquarters. Although working coming from employees that worked at different working in a virtual environment. ORBIT members
virtually in the marketing function was unheard of at Clorox hubs, including headquarters. In 2015, have a vested interest as well, because without the
that time, coincidentally they had each proposed to with this new perspective, ORBIT’s mission was right virtual tools, they are disconnected from their
senior leaders to do their jobs remotely. Due to their reframed to represent its real target audience: day-to-day teams. Today, ORBIT’s leadership and
performance record and tenure at the company, they the 95 percent of Clorox employees that work membership community are an integral compo-
were given the opportunity to be a pilot for introduc- with people who are not located in the same nent in the company’s IT strategic plan.
ing remote work to the marketing function. office. ORBIT’s mission evolved to “Enable Clorox
employees and teams to thrive wherever they live Since the outset, ORBIT has had an HR sponsor and
The two professionals connected periodically to or work.” HR representation on its committees. This strong
share tips on how to lead teams and work in a partnership with HR has helped to advance aware-
remote environment. What started as one-on-one Strong partnerships with IT and ness of virtual employee needs, including virtual
meetings quickly expanded to include other remote HR drive ORBIT’s impact. training and incorporating virtual leadership skill
employees from different Clorox functions across ORBIT’s executive sponsor is the company’s chief sets into the broader employee development frame-
the U.S. The group shared practical tips for working information officer. The BRG has leveraged this work. When the BRG was founded, very little func-
remotely and discussed broader topics including connection to influence technology choices, pilot tional training was available virtually, and remote
career pathing and training needs. In 2013, the new platforms before rollout, and assist with train- workers typically traveled to Clorox headquarters
group became an official BRG. ing employees on how to use new tools. Recently, for training, which was costly and time-consuming.
HISTORY: ORBIT was formalized in 2013 to support Remote Employees.
In 2017, it evolved to support all Clorox employees in the virtual workforce.
2013 MISSION: 2017 MISSION:
Position Clorox to succeed in an increasingly decentralized work Enable Clorox employees and teams to thrive
environment by developing, integrating, empowering, enabling and wherever they live or work in order to drive our
embracing remote employees growth culture
2010 2012 2013 - 2014 2016 2018 2020+
US Clorox More Hubs: Acquisitions/ Thriving Clorox New Way of Prepare Clorox
Locations Pleasanton Campus Integrations Cont. “Hubs” Working for 2020 and
Primarily Hub Open; Burt’s Bees HealthLink Renew Life Leadership Team beyond
ENVIRONMENT
(GO) & Spoke Model Integration. acquisition Coaching
Standard IM becoming more Virtual comm. more Increased Use of Future tools?
Communication Tools: familiar. Video still “norm” Collaboration Tools (VR, etc.)
Phone; Email new/scary (US) (IM, Video, etc.) (WebEx, Box, etc.)
Informal network of Formalized ORBIT Scope Expands to Became Largest Opportunities
remote employees as BRG for ‘Virtual BRG ~750 remain: expand
formed Remote Workers Employees” members inclusion
Influence …
26
ORBIT Matters: Clorox is a virtual workforce
(surveyed total Clorox, not just ORBIT members)
(Clorox in 2016): High level of virtual teams…
2013 2017
2017 MISSION:
2013 MISSION:
MISSION: MISSION:
Position Enable
Enable Clorox
Clorox employees
employees and
and teams
teams toto thrive
Position Clorox
Clorox to
to succeed
succeed in
in an
an increasingly
increasingly decentralized
decentralized work
work thrive
environment wherever
wherever they live or work in order to drive
they live or work in order to drive our
environment by developing, integrating, empowering, enabling
by developing, integrating, empowering, enabling and
and our
embracing growth
growth culture
embracing remote
remote employees
employees culture
2010
2010 2012
2012 2013
2013 -- 2014
2014 2016
2016 2018
2018 2020+
2020+
US Clorox
US Clorox More Hubs:
More Hubs: Acquisitions/
Acquisitions/ Thriving Clorox
Thriving Clorox New Way
New Way of of Prepare
Prepare Clorox
Clorox
Locations
Now, thanks in large
Locations Pleasanton
part to ORBIT, the Campus Integrations
majority ofCampus TheIntegrations
Pleasanton BRG has also Cont.Cont. “Hubs”
contributed to the“Hubs”
company’s D&I Working
ORBIT for
for 2020
is one of nine resource
Working and
groups
2020 andat Clorox.
Primarily Hub Open; Burt’s Bees HealthLink Renew Life Leadership Team beyond
ENVIRONMENT
corporate training is available
Primarily Hub virtually. Open; Burt’s Bees impact. HealthLinkIn 2017, Clorox implemented a newLife
Renew program Employee Team
Leadership resource groupsbeyond
currently represent
ENVIRONMENT
(GO)
(GO) && Spoke
Spoke Model
Model Integration.
Integration. to generate awareness of how unconscious acquisition
acquisitionbias Coaching
Asian, black, Latino, multicultural, LGBT, women’s
Coaching
ORBIT is also viewed as a valuable resource to local can influence decision making. Because of the and veterans’ interests, while business resource
Standard IM becoming more Virtual comm. more Increased Use of Future tools?
regional HR teams.Standard
For example, when one ofIM thebecomingBRG’s
more Virtualto
strong connection comm. more
HR, ORBIT was able to Increased
groupsUse of
represent Future
millennials tools?
and remote workers.
Communication Tools: familiar. Video still “norm” Collaboration Tools (VR, etc.)
company’s Communication
Latin American
Phone;
Tools:units went
business familiar. Video still the development
influence “norm”
of specific strategies Collaboration
Today, Toolsis the company’s
ORBIT (VR,largest
etc.) BRG, with
Phone; Email
through a reorganization Email
that consolidated opera-
new/scary
new/scaryto(US)
(US)
mitigate a bias that(IM,
(IM, Video,
Video,
“near
etc.)
etc.) than far” (WebEx,
is stronger (WebEx, Box, etc.)
750Box, etc.) and growing, representing 21 coun-
members
tions in three countries into one business unit that and bring attention to the issue that distance bias tries and 55 locations.
is geographically dispersed, the new Informal network
leadership
Informal network ofof canFormalized ORBIT
lead to neglecting
Formalized ORBITpeople Scope Expands
or projects
Scope Expandsthat to
are
to Became
Became Largest
Largest Opportunities
Opportunities
team for the business unit reached out remote
remote employees
employees not top of
to ORBIT as BRG
asmind
BRG orfor ‘Virtual
forin close proximity,
‘Virtual
a problem for BRG ~750
BRG ~750 remain:
remain: expand
expand
formed
formed Remote
Remote Workers Employees” members inclusion
to teach them the skills and tech tools needed to teams and/orWorkers
managers who areEmployees”
not co-located members inclusion
Influence
Influence … …
effectively work together across the distance. with teammates or direct reports.
ORBIT
ORBIT Matters:
Matters: CloroxClorox is is aa virtual
virtual workforce
workforce
(surveyed total Clorox, not just ORBIT members)
(surveyed total Clorox, not just ORBIT members)
(Clorox
(Clorox in
in 2016):
2016): High
High level
level of
of virtual
virtual teams… And
teams… And high
high level
level of
of virtual
virtual WHERE
direct
direct report\manager
report\manager relationships
relationships WHERE HELP
HELP IS
IS NEEDED
NEEDED
95% Of
Of employees
employees work
work with
with aa virtual Of
95% teammate
virtual Of employees
employees areare managed
managed by by Building
Building Relationships
Relationships
teammate ‘some
‘some of
of the
the time’
52%
time’ 52% someone
someone atat aa different
different location
location
Quick/Casual
Quick/Casual interactions
interactions
Of
Of employees
employees work
work with
with aa virtual
virtual
76%
76% Of
Of Managers
Managers manage
manage employees
employees
teammate
teammate ‘most
‘most of
of the
the time’
time’ 31% at a different location Career
Career Pathing
31% at a different location Pathing
Of
Of employees
employees work
work
51%
‘at Skills
Skills (&
(& Tools)
Tools) to
to lead
lead
‘at least
least 1x/week
1x/week from
from home’’
51%
home’’ effective meetings/sessions
effective meetings/sessions
Of
Of employees
employees(2)work
work
7%–17% ‘fully Collaboration
Collaboration
7%–17% ‘fully remote’
remote’ (2)
ORBIT Survey 2016 N= 467. US 80%, Int’l 20%, Sales 26%, PSO 18%, R&D 16%, Mktg 14%, IT 12%, Finance 12% rest: HR, GM/Exec, Legal
ORBIT
2) # of Survey 2016‘fully
employees N= 467. US 80%,
remote’: 7%Int’l 20%, Sales
reported 26%, PSO Survey;
in Engagement 18%, R&D17%
16%, Mktg 14%,
in ORBIT IT 12%,
survey. +8%Finance 12% rest:
/ yr growth HR,remote
in fully GM/Exec, Legalpast 2 years (Engagement Survey)
workers
2) # of employees ‘fully remote’: 7% reported in Engagement Survey; 17% in ORBIT survey. +8% / yr growth in fully remote workers past 2 years (Engagement Survey)
ORBIT
ORBIT || the
the largest
largest BRG
BRG and
and highly
highly cross
cross functional
functional
•• 750+
750+ members,
members, representing
representing 21
21 countries
countries and
and 55
55 locations
locations
•• 80%
80% of membership in US, with highest concentrations in
of membership in US, with highest concentrations in Pleasanton
Pleasanton and
and Oakland.
Oakland. 15%
15% Fully
Fully Remote.
Remote. Largest
Largest int’l
int’l grouping
grouping is
is in
in Canada.
Canada.
•• Highest % of members from PSO, Sales, and Marketing.
Highest % of members from PSO, Sales, and Marketing.
Members by Location Members by Function
Members by Location Members by Function
Pleasanton
Pleasanton Sales 23%
Oakland Sales 23%
Oakland
Fully Remote
Fully Remote R&D 10%
Other Int’l R&D 10%
Other Int’l
Other U.S.
Other U.S.
Durham PSQ 29%
Durham PSQ 29%
Alpharetta
Alpharetta
Kennesaw Other 2%
Kennesaw Other 2%
Canada Marketing 15%
Canada Marketing 15%
Argentina LARCC 2%
Argentina LARCC
IT 2%
8%
Colombia IT
HR 8%
4%
Colombia HR 4%
0% 4% 8% 12% 16% 20% Finance 7%
0% 4% 8% 12% 16% 20% Finance 7%
ERG LEADERSHIP HANDBOOK
ERG LEADERSHIP HANDBOOK 27
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