equality - Blog - Global Risk Community2024-03-28T22:37:24Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/equality3 Core Indicators of Inclusionhttps://globalriskcommunity.com/profiles/blogs/3-core-indicators-of-inclusion2022-11-17T06:30:56.000Z2022-11-17T06:30:56.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><span style="font-size:12pt;"><strong>Editor's Note: </strong><em> If you are interested in becoming an expert on Human Resource Management (HRM), take a look at Flevy's <a href="https://flevy.com/browse/stream/human-resources"><strong>Human Resource Management (HRM) Frameworks</strong> offering here</a>. This is a curated collection of best practice frameworks based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. By learning and applying these concepts, you can stay ahead of the curve. <a href="https://flevy.com/browse/stream/human-resources">Full details here.</a></em></span></p><p><span style="font-size:12pt;"><a href="{{#staticFileLink}}10885683296,RESIZE_930x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}10885683296,RESIZE_710x{{/staticFileLink}}" alt="10885683296?profile=RESIZE_710x" width="710" /></a>When <a href="https://flevy.com/browse/flevypro/business-case-for-diversity-and-inclusion-dandi-6420">Diversity & Inclusion (D&I)</a> is viewed in a cursory manner, at the overall organizational level, it may seem that organizations have abundance of Diversity representation. However, a closer look reveals Inclusion problems.</span></p><p><span style="font-size:12pt;">For example, there are several firms with female employees, but none or very few of them hold managerial positions. In many other instances, firms will have a significant number of workers of color, yet they may all work in the same department.</span></p><p><span style="font-size:12pt;">It might be claimed that these organizations have <a href="https://flevy.com/browse/flevypro/diversity-and-inclusion-dandi-leaders-vs-laggards-6444">Diversity but lack Inclusion</a>. Many businesses that have made significant efforts in the direction of Diversity continue to fall short when it comes to Inclusion.</span></p><p><span style="font-size:12pt;">Diversity refers to the representation of races, ethnicities, and other minority groups in an organization, or its composition. Inclusion, on the other hand, refers to the degree to which the contributions, presence, and perspectives of distinct groups of individuals are valued and their level of integration into an environment. Inherently, Inclusion is difficult to assess.</span></p><p><span style="font-size:12pt;">The rationality of concentrating on both Inclusion and Diversity is gaining more attention.</span></p><p><span style="font-size:12pt;">Despite this emphasis, the comprehensive dynamics and comparative relevance of the many aspects of Inclusion are not yet well understood.</span></p><p><span style="font-size:12pt;">Diverse settings may include several nationalities, ethnicities, genders, sexual orientations, and identities; yet, Inclusion requires the perspectives and input of all groups.</span></p><p><span style="font-size:12pt;">According to surveys and research, the experience of Inclusion in the workplace is of enormous importance to employees. However, employees' experiences may not always align with their company's or their managers' apparent commitments to Inclusion.</span></p><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/diversity/the-inclusive-leader-5438">Inclusion and workplace culture</a> are inherently difficult to quantify, posing a significant challenge for top executives.</span></p><p><span style="font-size:12pt;">McKinsey analyzed employee reviews (made through 2017–2019) of the companies for which they worked. They conducted extensive study on the following 3 Core Indicators of Inclusion:</span></p><ol><li><span style="font-size:12pt;"><strong>Equality</strong></span></li><li><span style="font-size:12pt;"><strong>Equality Openness</strong></span></li><li><span style="font-size:12pt;"><strong>Belonging</strong></span></li></ol><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/flevypro/core-indicators-of-inclusion-6537" target="_blank"><img class="align-center" src="{{#staticFileLink}}10885684278,RESIZE_710x{{/staticFileLink}}" alt="10885684278?profile=RESIZE_710x" width="710" /></a></span></p><p><span style="font-size:12pt;">McKinsey analyzed the sentiment—positive, negative, and neutral—of employee comments towards D&I, focusing on 10–30 companies in 3 categories, namely Financial services, Technology, and Healthcare.</span></p><p><span style="font-size:12pt;">Keywords linked with 2 indicators related to a systematic approach to D&I were used to investigate D&I-related literature reviews. Diverse representation and Leadership accountability for D&I were the indicators.</span></p><p><span style="font-size:12pt;">Consequently, research was conducted on 3 Core Indicators of Inclusion: Equality, Openness, and Belonging.</span></p><p><span style="font-size:12pt;">Let's delve a little more into the specifics of the 3 Core Indicators.</span></p><p><span style="font-size:12pt;"><strong>Equality</strong></span></p><p><span style="font-size:12pt;">Employees demand <a href="https://flevy.com/browse/marketplace/recruiting-selection-and-retention-address-objections-to-diversity-and-promote-inclusion-3843">fairness and candor in recruiting</a>, compensation, and advancement. In addition, they desire impartial access to sponsorship possibilities, retention assistance, and other resources.</span></p><p><span style="font-size:12pt;">Companies across the 3 analyzed industries do poorly on this criterion, with Equality performing the worst of all aspects tested.</span></p><p><span style="font-size:12pt;">Unfavorable attitudes on Equality were exhibited in 63% to 80% of all industries.</span></p><p><span style="font-size:12pt;"><strong>Openness</strong></span></p><p><span style="font-size:12pt;">Openness is an organizational culture that promotes employees to view one another with mutual respect and where bias, intimidation, discernment, and micro-aggressions are deliberately addressed.</span></p><p><span style="font-size:12pt;">According to employee feedback, the Openness of the workplace was also a key worry.</span></p><p><span style="font-size:12pt;">Respect and Trust were cited as 2 of the most important elements of the work environment in the majority of positive responses. There was a tendency for negative opinions to cluster around Bullying and Micro-aggression.</span></p><p><span style="font-size:12pt;"><strong>Belonging</strong></span></p><p><span style="font-size:12pt;">Firms that demonstrate persistent support for the overall comfort and contributions of diverse workers can foster a sense of Belonging.</span></p><p><span style="font-size:12pt;">There were 110 total references to Belonging, of which 32% were negative. Bulk of the 68% of responses that were either neutral or favorable, leaned towards positive.</span></p><p><span style="font-size:12pt;">Interested in learning more about Core Indicators of Inclusion? You can download <a href="https://flevy.com/browse/flevypro/core-indicators-of-inclusion-6537">an editable PowerPoint presentation on <strong>Core Indicators of Inclusion</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</span></p><p><span style="font-size:12pt;"><strong>Want to Achieve Excellence in Human Resource Management (HRM)?</strong></span></p><p><span style="font-size:12pt;">Gain the knowledge and develop the expertise to become an expert in Human Resource Management (HRM). Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. <a href="https://flevy.com/browse/stream/human-resources">Click here for full details.</a></span></p><p><span style="font-size:12pt;">The purpose of Human Resources (HR) is to ensure our organization achieves success through our people. Without the right people in place—at all levels of the organization—we will never be able to execute our Strategy effectively.</span></p><p><span style="font-size:12pt;">This begs the question: Does your organization view HR as a support function or a strategic one? Research shows leading organizations leverage HR as a strategic function, one that both supports and drives the organization's Strategy. In fact, having strong HRM capabilities is a source of Competitive Advantage.</span></p><p><span style="font-size:12pt;">This has never been truer than right now in the Digital Age, as organizations must compete for specialized talent to drive forward their Digital Transformation Strategies. Beyond just hiring and selection, HR also plays the critical role in retaining talent—by keeping people engaged, motivated, and happy.</span></p><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/stream/human-resources">Learn about our <strong>Human Resource Management (HRM) Best Practice Frameworks</strong> here.</a></span></p><p><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></p><p><span style="font-size:12pt;">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</span></p><p><span style="font-size:12pt;">For even more best practices available on Flevy, have a look at our top 100 lists:</span></p><ul><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change </a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation </a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks </a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation </a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence </a></span></li></ul></div>Is being yourself going to bring about change? Not if the majority of 'selves' don't purposefully drive it!https://globalriskcommunity.com/profiles/blogs/is-being-yourself-going-to-bring-about-change-not-if-the-majority2015-03-02T15:03:19.000Z2015-03-02T15:03:19.000ZIsabel Naidoohttps://globalriskcommunity.com/members/IsabelNaidoo<div><h2 class="title"></h2><div class="content"><p>I've blogged before about how firms should find a way to let employees <a href="http://www.capco.com/insights/capco-blog/being-yourself-at-work-and-true-inclusion">be themselves at work</a>. Although, as one kind reader pointed out, that doesn't further the inclusion agenda if being yourself means working in a way that excludes others! Fair point. I buy into this vision. After all, it's one I created, spearheaded and have very publicly sponsored both within my firm and <a href="http://www.theguardian.com/women-in-leadership/2014/feb/20/be-yourself-at-work-international-womens-day" target="_blank">externally</a>. But recently I got to thinking. If I care about inclusion (and I do) and I am passionate about disruption (which I am) how come we aren't disrupting diversity?</p><p><strong>Please don't mention another program aimed at fixing women</strong><br /> Think about it. At the current rate of change it will take us about a century to have equal numbers of women leading Fortune 500 companies, according to <a href="http://www.catalyst.org/" target="_blank">Catalyst</a>. According to the same company, women currently hold only 5% of Fortune 500 CEO positions, while the percentage of board seats held by women in both the United Kingdom and United States is 17%.</p><p>How can any firm hold its head high if just keeps running the same old tired initiatives while expecting different results. Isn't this the definition of insanity? And really, do we need just another program to fix women—just lean in a bit more, just ask for pay rises, just stay working in an old paradigm that wasn't designed for modern day living?</p><p><strong>The business case for change? It’s a no brainer</strong><br /> Before someone else points it out, I know I need to acknowledge that I am about to add to the <a href="http://www.capco.com/insights/capco-blog/hr-is-ripe-for-disruption-but-what-is-the-future">agenda of HR teams</a> (remember those poor folk who are working their socks off, with ever-increasing demands, too busy to see where the disruption may be looming?).</p><p>But of course this isn't just HR. This is everyone. Don't we all want to work for a firm that's more profitable? More effective? More creative? And yes, I am going to use the word, more diverse ? (A <a href="http://www.catalyst.org/knowledge/why-diversity-matters">series of studies</a> has shown that companies that achieve diversity in their management and on their corporate boards attain better financial results, on average, than other companies).</p><p><strong>It's progress Jim, but not as we know it</strong><br /> So why are we stuck? Stuck doing the same things over and over again with small changes. I don't mean to knock them - mentoring, micro-inequities training, diversity stats monitoring, training—you name it, firms are doing it. And that's a much better place to be than where we were twenty years ago when it wasn't even talked about. But with the pace of change astronomical in every other industry, why is this one so slow?</p><p><strong>Enough chat, what's the answer?</strong><br /> There’s no easy answer here. But I think we need to try a few more radical solutions or we will be in a very similar place to where we were twenty years ago in terms of the number of women in senior roles in the workplace. In some industries (like mine - technology) it could even get worse.</p><p>What constitutes radical will vary wildly between company, industry and even location. But here are a few proposals that I’m also going to share in the context of our International Women’s Day program.</p><p>As I said, these are my suggestions. What other actions would help us disrupt the status quo and accelerate gender equality in senior roles?</p><p><strong>Are these disruptive enough?</strong></p><ol><li>Got an all-male leadership team? Unless your firm is really radical, don't think they are going to swap them out for an all-women one! But what about a shadow all-women team, with the same data sets and meeting schedules - what kind of decisions would it drive? Interesting experiment or actual business impact?</li><li>Got a non-diverse C-suite? How about turning the whole notion of mentoring on its head and linking up some of your high potential women with some of the C-suite for THEM to be mentored.</li><li>Send an all-women team to bid on the next piece of work you have, assess the impact, behaviours, changes – and the benefits!</li><li>Recruit women until you have a reasonable pipeline. If you can't find the talent, commit to build it (imagine if everyone did that!)</li><li>Make maths, engineering and science mandatory for all girls’ pre-tertiary education.</li><li>Ban Barbie. OK that's a joke, but seriously, all this time and we still need a <a href="http://www.lettoysbetoys.org.uk/" target="_blank">campaign to knock down gender stereotypes</a> we feed our kids? No wonder change is slow!</li><li>And of course, if none of these resonate, why not ask around? Don't we need a disrupt-diversity x-challenge? In fact, let me know and I will definitely take any best ideas forward and see if we can get sponsorship and support to #MakeItHappen.</li><li>Don’t keep ideas to yourself. If you’ve got an idea, or experience of how you disrupted diversity in the workplace, share it with me in the comments below, or join the conversation on Twitter: <a href="https://twitter.com/isanaidoo" target="_blank">@IsaNaidoo</a>.</li></ol><p>Looking forward to hearing from you!</p></div></div>