The UN Women’s Generation Equality Forum is happening this week in Paris, which brings together governments, companies, youth and civil society to move the needle forward on gender equality. At Facebook, we have always believed that women should have equal access to all of the economic opportunities, education and social connection that the internet provides.
It’s why I joined Facebook as Head of Women’s Safety after over two decades working for nonprofits dedicated to keeping women safe — and today I’m excited to announce the launch of our Women’s Safety Hub and the formation of our Global Women’s Safety Expert Advisors, a group of 12 nonprofit leaders, activists and academic experts to help us develop new policies, products and programs that better support the women who use our apps.
These experts are distinguished in their fields and have contributed a tremendous amount to furthering the safety of women, on and offline. We’ve worked with them in the past, and are excited to put in place regular quarterly meetings dedicated specifically to advancing the safety of women online. Over time, we’ll include new experts from additional countries so we continue to hear from diverse voices.
With the help of our experts, we’ve developed our Women’s Safety Hub to centralize all the safety resources women need when navigating our platform. It includes specific resources for women leaders, journalists and survivors of abuse. Developed in consultation with nonprofit partners around the world and soon to be available in 55 languages, the hub contains video on demand safety trainings and a place to register for live safety training sessions that will be hosted in multiple languages.
Empowering our users through education is just one part of our work to keep women safer online. We’ve developed strong policies to protect users from online abuse and use tools, such as proactive detection technology to help catch content that may violate our policies. For example, on Instagram we’ve announced a new feature called ‘Hidden Words’ that lets people filter out potentially offensive messages and on Facebook we’ve given you more control over what you see. We have sophisticated technology to combat the sharing of non-consensual intimate images, and we have developed a variety of resources to help ensure all women feel safe using our platform. Thanks to user feedback and the experts we consult, we are constantly assessing the effectiveness of our tools and seeking out new options to empower women online.
We look forward to people using our Women’s Safety Hub and working with our Global Women’s Safety Expert Advisors in the months and years to come to help women feel safe on Facebook.
Facebook’s inaugural Global Women’s Safety Expert Advisors include:
Australia: Asher Flynn is Associate Professor of Criminology at Monash University and Vice President of the Australian and New Zealand Society of Criminology. Her work focuses on image-based abuse and technology-facilitated violence.
Brazil: Enrica Duncan is Project Director and Deputy Director of Nossas, a women-led laboratory for civic engagement and activism in Latin America that develops technology to equip citizens to impact policy making.
Global: Kalliopi Mingeirou is the Chief of the Ending Violence against Women and Girls Section at UN Women. Previously she worked for UN agencies, as well as international NGOs in the areas of human rights, women’s rights and refugee protection in different countries.
Hong Kong: Lisa Moore oversees Women’s Foundation’s research on gender issues and leads advocacy efforts that aim to transform existing attitudes that prevent women and girls from fully participating in society.
Indonesia: Tunggal Pawestri is an independent expert on gender equality, sexual rights and diversity issues and works to ensure more women are represented in public debates and leadership.
Ireland: Caitriona Gleeson spent two decades working to end gender-based violence and now leads Women for Election, a nonpartisan nonprofit which encourages and supports women in Ireland to run for politics.
Mexico: Margarita Guillé Tamayo is a social activist, founder and executive coordinator of the Interamerican Network of Women Shelters. She is an international advisor on gender-based violence for governments and nonprofits/NGOs.
Morocco: Stephanie Willman Bordat is human rights lawyer, NGO activist and founding partner at MRA Mobilising for Rights Associates where she works throughout the Maghreb (Morocco, Algeria, Tunisia and Libya) to promote women’s human and legal rights.
Philippines: Mariane Dorothy Rosario is a Global Advocacy Champion for the World Association of Girl Guides and Girl Scouts (WAGGGS) and a Girls Get Equal advocate for Plan International. She advocates to end online abuse and harassment and violence against women and girls.
South Korea: Ji-Yeon Lee is Associate Professor, Counseling Psychology, Hankuk University of Foreign Studies. She specializes in cyber-sexual violence and counseling psychology.
Uganda: Neema Iyer, is the founder and director of Pollicy, a civic technology organization. She works at the intersection of data, design and technology. Through feminist research, she tackles subjects such as digital inclusion and digital rights.
United States: Erica Olsen leads the TechSafety.org project at the National Network to End Domestic Violence and is an international expert on the intersection of technology and gender-based violence.
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Celebrating many identities within a global community of impact: An Asian and Pacific Islander Heritage Month conversation
Srinivas Prasad Sugasani: It’s such fun to connect with you on Asian and Pacific Islander Heritage Month. As Asians and Pacific Islanders, I feel that we have so much to celebrate. At the same time, as we think about some of the events and realities that we have navigated recently, I’m curious from your perspective,…
Srinivas Prasad Sugasani: It’s such fun to connect with you on Asian and Pacific Islander Heritage Month. As Asians and Pacific Islanders, I feel that we have so much to celebrate. At the same time, as we think about some of the events and realities that we have navigated recently, I’m curious from your perspective, Jane, what do you feel is different about this past year?
Jane Hesmondhalgh: We’ve continued on our journey of working to create an inclusive culture at Microsoft. And there is still a gap between our aspired culture and everyone’s lived experiences today. For some, that gap may be small; for others it may be larger. But the fact that at Microsoft we have this value system we’re aspiring to is, I think, very much aligned to the Asian and Pacific Islander communities.
We’re consistently working toward respect, accountability and high integrity at Microsoft. I would say that our continued work to make progress is not so much different this year, but that we’re focusing even more effort on it.
Unfortunately, this past year we have seen the continued trend of acts of hate toward Asians globally. But the fact that Microsoft is strongly supporting the community in the face of those is super critical for the community. And that much-needed support is not a one-time event where we say something and then we’re on to the next thing. It’s the ongoing recognition that acts against violence, injustice and inequities across the world are unacceptable.
SPS: That’s right. We’ve also been focused on community education in the wake of this alarming rise in acts of hate and violence — how the community can leverage safety practices, and how can we work with the local government communities to increase safety.
JH: Our Inclusion Council has also been really engaged in these discussions. Other examples of sustained commitment to the community include the events we’ve done to engage with external experts in ongoing learning such as Microsoft Include, and of course the support of our Asians at Microsoft Employee Resources Group (ERG). I have heard from the community specifically that one of the most powerful things they’ve attended this year are our community calls, where people have had the opportunity to talk through how they’re feeling with others who may have experienced similar things.
SPS: Based on what we heard from our community, we’ve also been increasingly focused on how we strengthen and support the advancement of the ERG and its members at the company. I am really proud of how we’ve been working with outside experts on leadership development across the company, all the way from entry-level employees to the most senior in the company. This is the kind of year-round investment that is directly benefiting the community.
JH: I’m so passionate about this piece — the leadership education for Asians and Pacific Islanders. When I started as the sponsor for the Asians ERG, that was the No. 1 feedback, that the community wanted unique and tailored leadership education.
As we know, there are 4.7 billion people in this broad community across the world. Asians and Pacific Islanders make up 60% of the world population. That really strikes me. Because within that, there are so many different perspectives. So, a question for you is, how do we ensure that different types of conversations and perspectives from the entire community are brought in?
SPS: As you said — 60% of the global population! And we are trying to represent diversity within the community at that scale. It’s actually one of our strategic pillars in our ERG — including all community members. I think we’re doing a really good job with that. The leadership team has ensured that we include many voices, and as a result of that diversity of thought, we’ve seen new steps and actions being taken. For example, we had an Asians ERG art exhibition. We had a day of remembrance where people could talk about their practices, cultures, ancestors. We had a stand-up comedy event. And we’ve focused specifically on women inventors. Those are just a few examples.
So, focusing on the many dimensions of identity within our global community ensures that we can all share our experiences and learn from each other.
JH: This leads me to reflect on the word “community” and what does that mean? With a global team located all over the world, how do we bring everybody together in a sense of community? At Microsoft the community is a combination of people, cultures and beliefs. So, I think that community piece is our connection to the history across the Asia Pacific region. Within this vast land mass, we can appreciate and understand the differences and uniqueness of the people in the sub-communities and societies. We talked earlier about Microsoft’s culture and values. I think one thing that helps us is that Asian values around integrity and respect are very similar to the company’s. And then of course we go beyond respect to actually celebrating our cultures. Each of our ERG chapters and groups, each culture, is a contribution that is valuable to the world.
And these values are actually critical for the work ahead, right? This year, next year and beyond, we want to tackle the biggest problems that divide us as a society. And we’ve got that microcosm of society within our Asian and Pacific Islander community. We can play a huge role in landing the mindset of interconnectivity and learning both within and outside the company. Each person must be committed to driving positive change, be more intentionally inclusive in the workplace and build our empathy. With this, we can build momentum to meet the challenges of the world.
SPS: Well said Jane. As you’re speaking, I’m thinking about my own personal journey as well. Part of my life I lived on a farm in a small village. I experienced a community there where everybody looked like me, spoke like me with a very similar kind of language. When I lived in various cities, that was the first time I’d experienced people looking like me but speaking different dialects.
And then when I started working on a multinational level, I encountered people who had such a range of cultural differences from me. What I’ve learned is whether it is living in a village, in a small community or at the global level, human values remain the same. I’ve realized more recently that as things become more complex, more turbulent, and we do not know what future will hold, the constant is the values that we all stand for. And that is true across the Asian and Pacific Islander communities, and all across Microsoft and our nine ERGs and many dimensions of identities.
JH: You know, I never thought about it in this way but because you shared a little bit about your own background, I’ll share something about when we moved from the U.S. back to the U.K. In his new school, my son felt left out, and suddenly struggled with questions around “I am British, but do they think I am American or Chinese?” He didn’t feel that sense of belonging, and all these new questions of identity came up which he held to himself. Things did get better, but it reminds me that it’s all of our responsibility to help each other understand that while people are different, everybody has something to offer. People need to feel like they’re valued and that they can contribute without being judged.
SPS: It is so true. Thank you for sharing that. Are there any misperceptions about the Asian and Pacific Islander community that you would like to address?
JH: I’ve heard people say things like, gosh Asians are good at math and science, and they have an easier entry to STEM fields and occupations. I don’t know that I would ever categorize it as easier or not easier. There are many Asians who are not good at math and science, right? It’s a generalization, and there are a lot of these.
Another misconception is that because the Asian population is large, there are a lot of Asian leaders. But actually, the statistics have shown that we’re the least likely of all racial groups to become managers and executives. We need more role models and pathways to that senior level, which is where those development efforts we spoke about earlier come in. And of course, some other misconceptions came up during the pandemic around Chinese people.
So again, what combats these types of misconceptions and harmful stereotypes is learning and building our understanding and empathy for one another.
SPS: I absolutely agree. We will continue this work with the Microsoft communities and our leadership. I look forward to the impact we will make in the coming year. Thank you so much, Jane, for the chance to have this conversation. I look forward to our celebrations and recognition this month!
JH: Thank you, Srinivas! Happy Asian and Pacific Islander Heritage Month!
3 ways to turn your field service operation into a revenue-generating machine
For decades, companies have relied on skilled technicians to repair equipment and engage with customers in the field. While these technicians were often the only representation that the customer would see, their skills, processes, and systems were seldom seen as critical aspects of the company’s revenue cycle. Until recently, many field technicians or field service…
For decades, companies have relied on skilled technicians to repair equipment and engage with customers in the field. While these technicians were often the only representation that the customer would see, their skills, processes, and systems were seldom seen as critical aspects of the company’s revenue cycle. Until recently, many field technicians or field service teams were merely thought of as necessary cost centers. But like other parts of the organization, even the cost centers must learn to innovate and discover additional revenue–generating opportunities.
Field service is the process of organizing and managing work tasks that need to be completed at a particular location, usually a customer site. The field service process often includes many variables and can be quite complex. It encompasses dispatching, scheduling, skills matching, and route optimization, to name a few. Many people have been in a situation where they’re expected to wait all day for a technician because they’ve been given a broad arrival window time between the hours of 8 AM and 4 PM. Well, that’s field service—albeit, a rather inefficient model.
As the field service domain evolves, companies are learning their inefficiencies in the field can quickly cost them revenue as customer satisfaction is negatively impacted and the lifetime value of their customers decreases. And while companies across all industries are realizing the extended costs of inefficient field service operations, those that are innovative have begun to understand how to also leverage field service to generate more revenue. Cost reductions by becoming more efficient can be great, but reducing costs while increasing revenue is pure gold.
Here are three ways to drive revenue through your field service operations and how Microsoft Dynamics 365 Field Service can help create efficiencies.
1. Lead generation
This may sound odd primarily because lead generation has always been a staple of marketing and sales operations. But who else gets to know your customers better than your field technicians? Here’s a quick personal story:
After a recent move, I called several internet service providers. For starters, I selected the provider that could deliver service in the least amount of time. Upon arrival, the technician asked about other services, particularly mobile phone service. Since I had a different mobile phone carrier, he said they have specials and asked if I would be interested in hearing them. Shortly after confirming my interest and completing my internet installation, a field salesperson knocked on my door and converted me over to their mobile plan. A lead generated and a sale transacted—all originating from the field technician’s simple question.
Field technicians are skilled workers that often have a series of tasks needed to complete the service. By simply including a question or by noting a specific item on their task list, a Microsoft Power Automate flow can be triggered to automatically create a lead and route it to the sales team. This creates a qualified lead for the sales team and a cross-sell revenue opportunity for the company.
2. Expanding business units: Field Service-as-a-Service
To truly turn your field service operations into a revenue generator, the current operation must become efficient. Efficiency requires innovation; that is, innovation of processes, system platforms, and people. When it comes to field service operations, it’s safe to say not all organizations innovate at the same pace and some prefer not to innovate at all. This is where your innovation and efficiencies can become a revenue-generating asset.
For example, a large healthcare facilities provider began as a facilities management operation. They provided facilities management services to the vast and growing network of healthcare providers. Continuing to innovate and drive efficiencies with Dynamics 365 Field Service, the healthcare facilities provider quickly recognized the value they could bring to other healthcare provider networks and began offering their services to other hospitals. By leveraging their efficiencies, they were able to provide great value to more than 160 hospitals which allows their customers to create better patient experiences. The healthcare facilities provider is a great example of how field service efficiencies were used to create a revenue-generating business unit.
3. Connected Field Service: leverage data
Connected Field Service leverages IoT data collected from device sensors and integrates with Dynamics 365 Field Service to create a new revenue-generating service model. Connected Field Service allows organizations to graduate from the traditional break-fix service model to a proactive and predictive service model. This shift creates opportunities for organizations to market and sell new service offerings that yield greater revenue and increase margin.
A connected field service example is a Pacific Northwest mechanical contractor company. The organization specializes in developing energy-efficient buildings. However, by capturing the data from IoT sensors, their connected field service solution enables them to offer post-construction optimization services. IoT sensors capture a building’s energy levels and proactively dispatches a service technician prior to failure—thus, ensuring operational efficiency within their customers’ facilities. Building on their efficiencies, they can conserve and reduce travel costs by performing remote inspections and service with Dynamics 365 Remote Assist. Such efficiency creates opportunities to sell more advanced support offerings thereby increasing revenue and profitability.
Learn more about Dynamics 365 Field Service
The good news is that becoming more efficient in field service operations can be extremely valuable to your organization. The better news is that through innovation, field service operations can even be transformed into a revenue-generating machine.
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