inclusion - Blog - Global Risk Community2024-03-28T16:11:46Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/inclusion2-Phase Strategy for Diversity and Inclusion Improvementhttps://globalriskcommunity.com/profiles/blogs/2-phase-approach-for-diversity-and-inclusion-improvement2022-11-22T03:03:26.000Z2022-11-22T03:03:26.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><span style="font-size:12pt;"> Editor's Note:<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}}10889076900,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}10889076900,RESIZE_710x{{/staticFileLink}}" alt="10889076900?profile=RESIZE_710x" width="710" /></a>Diversity refers to the representation of races, ethnicities, and other minority groups in an organization, or its composition. <a href="https://flevy.com/browse/flevypro/core-indicators-of-inclusion-6537">Inclusion</a>, on the other hand, refers to the degree to which inputs, presence, and perspectives of distinct groups of individuals are valued and their level of integration within a setup.</span></p><p><span style="font-size:12pt;">McKinsey's analysis of the firms it has analyzed since 2014 supports a compelling Business Case for both gender and ethnic/cultural diversity in executive teams.</span></p><p><span style="font-size:12pt;">Despite evidence of a strong rationale for D&I, the majority of businesses fail, in some form, to properly implement D&I. <a href="https://flevy.com/browse/flevypro/diversity-and-inclusion-dandi-leaders-vs-laggards-6444">This is irrespective of the type</a>, be they Leaders, Fast Movers, Moderate Movers, Resting on Their Laurels, or Laggards.</span></p><p><span style="font-size:12pt;">Justification for Diversity is growing stronger and clearer, yet despite this, several organizations appear incapable of surmounting significant difficulties in their efforts to make steady and consistent growth.</span></p><p><span style="font-size:12pt;">Implementing a self-assured and <a href="https://flevy.com/browse/marketplace/inclusion-and-diversity-5437">structured approach to D&I</a> and pursuing Inclusion with determination is the best way to overcome these barriers.</span></p><p><span style="font-size:12pt;">There are excellent performance opportunities for companies who are prepared to take the initiative and implement the necessary steps to achieve meaningful success on D&I.</span></p><p><span style="font-size:12pt;">Insights from study of Diversity leaders and profound understanding from research and practice on Diversity & Inclusion have helped to determine the successful measures and practices.</span></p><p><span style="font-size:12pt;">Effective D&I measures correspond to a 2-phase strategy comprising of 5 essential steps:</span></p><p><span style="font-size:12pt;"><strong>Phase 1: Systematic Business-led Approach to D&I</strong></span></p><ol><li><span style="font-size:12pt;">Guarantee representation of diverse talent.</span></li><li><span style="font-size:12pt;">Build up Leadership accountability and aptitude for D&I.</span></li><li><span style="font-size:12pt;">Facilitate fairness of opportunity.</span></li></ol><p><span style="font-size:12pt;"> <strong>Phase 2: Bold Steps to Strengthen Inclusion</strong></span></p><ol start="4"><li><span style="font-size:12pt;">Foster openness and confront discrimination.</span></li><li><span style="font-size:12pt;">Nurture belonging.</span></li></ol><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/flevypro/diversity-and-inclusion-dandi-improvement-6565" target="_blank"><img class="align-center" src="{{#staticFileLink}}10889077065,RESIZE_710x{{/staticFileLink}}" alt="10889077065?profile=RESIZE_710x" width="710" /></a></span><span style="font-size:12pt;">Let's go a bit more into a few of the steps.</span></p><p><span style="font-size:12pt;"><strong>1. Representation of Diverse Talent</strong></span></p><p><span style="font-size:12pt;">Leaders not only make <a href="https://flevy.com/browse/flevypro/business-case-for-diversity-and-inclusion-dandi-6420">a business-driven case for D&I</a> reform, but also outline representation goals for themselves. Particularly in executive, line-management, technical, and board positions, great emphasis is placed on recruiting a variety of diverse personnel. In addition to addressing Leadership selection, these measures also address gaps in the organizational hierarchy.</span></p><p><span style="font-size:12pt;"><strong>2. Leadership Accountability and Aptitude for D&I</strong></span></p><p><span style="font-size:12pt;">Diversity leaders put their key business executives and managers at the heart of the D&I initiative, which is essential for the formation of an Inclusive culture. Crucial to the positioning of key executives are the organization's inclusive leadership and accountability skills. Both competencies must reach middle management, where D&I is typically relegated when more critical business goals arise. Leaders in Diversity must—and do—go beyond conventional, mechanical, bias training.</span></p><p><span style="font-size:12pt;"><strong>3. Fairness of Opportunity via Impartiality & Openness</strong></span></p><p><span style="font-size:12pt;">Equality and fairness of opportunity are crucial factors that must be considered in order to develop Inclusion, hence retaining and expanding Diverse talent. Diversity leaders ensure Opportunity Equality and Fairness with regards to Leadership attitudes, behavior, and skills.</span></p><p><span style="font-size:12pt;">This is ensured through the <a href="https://flevy.com/browse/marketplace/recruiting-selection-and-retention-address-objections-to-diversity-and-promote-inclusion-3843"> neutrality of talent acquiring, selection, and retaining, process</a>, particularly in the context of professional advancement and equitable compensation.</span></p><p><span style="font-size:12pt;">Interested in learning more about all the step for D&I Improvement and specific steps by types of D&I companies? You can download <a href="https://flevy.com/browse/flevypro/diversity-and-inclusion-dandi-improvement-6565">an editable PowerPoint presentation on <strong>Diversity & Inclusion (D&I) Improvement</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</span></p><h3><span style="font-size:12pt;"><strong>Want to Achieve Excellence in Human Resource Management (HRM)?</strong></span></h3><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 more true 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><h3><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></h3><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 additional 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/strategy">Top 100 in Strategy & 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><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/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></ul></div>3 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>5 Types of Organizations in Terms of Diversityhttps://globalriskcommunity.com/profiles/blogs/5-types-of-organizations-in-terms-of-diversity2022-11-03T10:29:55.000Z2022-11-03T10:29:55.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><span style="font-size:12pt;">Editor's Note:<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}}10861658268,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}10861658268,RESIZE_710x{{/staticFileLink}}" alt="10861658268?profile=RESIZE_710x" width="710" /></a><a href="https://flevy.com/browse/flevypro/diversity-and-inclusion-dandi-leaders-vs-laggards-6444" target="_blank">Diversity</a> 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.</span></p><p><span style="font-size:12pt;">According to a survey performed by McKinsey, a small number of organizations make <a href="https://flevy.com/browse/flevypro/business-case-for-diversity-and-inclusion-dandi-6420" target="_blank">a very compelling business case for D&I</a> and are moving significantly more boldly on Diverse representation.</span></p><p><span style="font-size:12pt;">The study then sought to determine whether these few firms were also beginning to outpace their peers in terms of financial performance.</span></p><p><span style="font-size:12pt;">Firms in the top quartile for both Gender and Ethnic Diversity were predicted <a href="https://flevy.com/browse/stream/performance-management" target="_blank">to outperform the rest of the companie</a>s in the data set by an extra 12%, as revealed by close examination.</span></p><p><span style="font-size:12pt;">Businesses in the 4th quartile of both Gender and Ethnic Diversity were predicted to underperform on profitability by 27% compared to all other businesses in the data set.</span></p><p><span style="font-size:12pt;">General progress on representation was discovered to be sluggish, which masked a widening chasm between leading D&I practitioners and firms that had yet to adopt Diversity. Rising disparity between the best and worst performers indicated an increased likelihood of a performance penalty.</span></p><p><span style="font-size:12pt;">In the 3<sup>rd</sup> research, over 1000 significant enterprises from 15 countries and 5 continents were considered. The research measures both Ethnic and Cultural Diversity, as well as Diversity based on Gender.</span></p><p><span style="font-size:12pt;">Research of firms whose success throughout the years has been measured, identified the following 5 categories, to 1 of which a firm may belong:</span></p><ol><li><span style="font-size:12pt;"><strong>Diversity Leaders</strong></span></li><li><span style="font-size:12pt;"><strong>Fast Movers</strong></span></li><li><span style="font-size:12pt;"><strong>Laggards</strong></span></li><li><span style="font-size:12pt;"><strong>Moderate Movers</strong></span></li><li><span style="font-size:12pt;"><strong>Resting on Laurels</strong></span></li></ol><p><span style="font-size:12pt;"> <a href="https://flevy.com/browse/flevypro/diversity-and-inclusion-dandi-leaders-vs-laggards-6444" target="_blank"><img class="align-center" src="{{#staticFileLink}}10861656701,RESIZE_710x{{/staticFileLink}}" alt="10861656701?profile=RESIZE_710x" width="710" /></a></span></p><p><span style="font-size:12pt;">Since the 1<sup>st</sup> data set was studied in 2014-2015, the likelihood of Diverse <a href="https://flevy.com/browse/flevypro/profitability-and-cost-structure-analysis-internal-data-analysis-frameworks-1704" target="_blank">enterprises outperforming their competitors in the same industry in terms of profitability</a> has increased significantly.</span></p><p><span style="font-size:12pt;">Let's delve a bit more into a few of the categories.</span></p><p><span style="font-size:12pt;"><strong>Diversity Leaders</strong></span></p><p><span style="font-size:12pt;">Diversity Leaders are corporations that are on the verge of achieving Diversity. These companies have done and are continuing to take meaningful initiatives towards Diversity and may achieve Gender parity.</span></p><p><span style="font-size:12pt;">Female Diversity Leaders made about 5% of the data set's representation. In 2019, they had an average of 40% female executives, up from 26% in 2014, which was already a good number.</span></p><p><span style="font-size:12pt;">In the 2014 data set for Ethnic Diversity, they comprised 17% of the data. In addition, Ethnic representation climbed from 17% in 2014 to 46% in 2016.</span></p><p><span style="font-size:12pt;">Typically, these businesses have implemented a systematic, business-led approach to D&I for at least 5 years.</span></p><p><span style="font-size:12pt;"><strong>Fast Movers</strong></span></p><p><span style="font-size:12pt;">The category 'Fast Movers' is comprised of organizations that have made significant development during the time of investigation.</span></p><p><span style="font-size:12pt;">Women comprised an average of 27% of the workforce in 2019, compared to 7% in 2014. Regarding Ethnicity, the proportion of businesses in the corresponding category has increased from 1% in 2014 to 18% in 2019.</span></p><p><span style="font-size:12pt;"><strong>Laggards</strong></span></p><p><span style="font-size:12pt;">On the opposite end of the spectrum are the Laggards. Their already weak Diversity performance has been shown to worsen much further.</span></p><p><span style="font-size:12pt;">Laggards constituted 28% of the Gender and Ethnic Diversity data set. They have decreased more during the past 5 years.</span></p><p><span style="font-size:12pt;">Interested in learning more about Diversity & Inclusion (D&I): Leaders vs. Laggards? You can download <a href="https://flevy.com/browse/flevypro/diversity-and-inclusion-dandi-leaders-vs-laggards-6444">an editable PowerPoint presentation on <strong>Diversity & Inclusion (D&I): Leaders vs. Laggards</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</span></p><h3><span style="font-size:12pt;"><strong>Want to Achieve Excellence in Human Resource Management (HRM)?</strong></span></h3><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 more true 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><h3><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></h3><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>6 Key Areas of Attention for Diversity and Inclusionhttps://globalriskcommunity.com/profiles/blogs/6-key-areas-of-attention-for-diversity-and-inclusion2022-10-22T07:58:29.000Z2022-10-22T07:58:29.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><span style="font-size:12pt;"> </span></p><p><span style="font-size:12pt;">Editor's Note:<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}}10847231085,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}10847231085,RESIZE_710x{{/staticFileLink}}" alt="10847231085?profile=RESIZE_710x" width="710" /></a>Diversity and Inclusion are 2 interdependent concepts. Nevertheless, they are not interchangeable. <a href="https://flevy.com/browse/diversity/managing-cultural-diversity-3974">Managing Diversity and Inclusion (D&I) requires</a> activities beyond policies, initiatives, and headcounts.</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.</span></p><p><span style="font-size:12pt;">Inclusion is the degree to which inputs, presence, and perspectives of distinct groups of people are valued and the level to which they are integrated into an environment.</span></p><p><span style="font-size:12pt;">Diverse and Inclusive workplaces have several <a href="https://flevy.com/browse/marketplace/revenue-growth-management--implementation-toolkit-6260">benefits, including improved revenue growth</a><a href="https://flevy.com/browse/stream/innovation">, more innovative capacity</a>, expanded capacity for <a href="https://flevy.com/browse/marketplace/recruiting-selection-and-retention-retain-diverse-employees-3808">recruiting a diverse talent pool, and increased employee retention.</a></span></p><p><span style="font-size:12pt;">Maintaining an inclusive workplace culture not only benefits in attracting a broad talent pool, but also aids in retaining the diverse talent pool.</span></p><p><span style="font-size:12pt;">Diversity is important to <a href="https://flevy.com/browse/business-document/business-performance-improvement-models-218">today's overall business performance</a>. Likewise, Inclusion of varied viewpoints is essential. According to the findings of a long-term research undertaken by the global consulting firm McKinsey, Inclusion appears to have a favorable influence on the bottom line.</span></p><p><span style="font-size:12pt;">Since 2014, the study has tracked the trajectories of dozens of major corporations. It measures both ethnic and cultural Diversity, as well as Diversity based on gender. The 3<sup>rd</sup> analysis, by far the largest data set, contained over 1000 significant corporations from 15 nations. This data collection provided the basis for a report titled "Diversity Wins" (2019).</span></p><p><span style="font-size:12pt;">Recent evidence indicates to the following 6 important areas of attention that favorably or negatively affect performance:</span></p><p><span style="font-size:12pt;"> </span></p><ol><li><span style="font-size:12pt;"><strong>Gender Diversity on Executive Teams leads to stronger performance.</strong></span></li><li><span style="font-size:12pt;"><strong>Progress in Gender Diversity in Boards is slow.</strong></span></li><li><span style="font-size:12pt;"><strong>Women representation low on executive teams all across the studied countries.</strong></span></li><li><span style="font-size:12pt;"><strong>Executive teams with more women perform better.</strong></span></li><li><span style="font-size:12pt;"><strong>Female executive representation across big industries is slow.</strong></span></li><li><span style="font-size:12pt;"><strong>Business justification for Ethnic Diversity on executive teams is very strong.</strong></span></li></ol><p><span style="font-size:12pt;"> <a href="https://flevy.com/browse/flevypro/business-case-for-diversity-and-inclusion-dandi-6420" target="_blank"><img class="align-center" src="{{#staticFileLink}}10847225652,RESIZE_710x{{/staticFileLink}}" alt="10847225652?profile=RESIZE_710x" width="710" /></a></span></p><p><span style="font-size:12pt;">According to the conclusions of the study, the link between Diversity on executive teams and the likelihood of unrivaled financial success is now clearer than ever before.</span></p><p><span style="font-size:12pt;">Let's go a bit more into a few of the findings.</span></p><p><span style="font-size:12pt;"><strong>1. Gender Diversity on Executive Teams leads to stronger Performance</strong></span></p><p><span style="font-size:12pt;">Data has revealed that greater representation enhances the likelihood of improved performance. Companies with 30% or more women on their executive teams are significantly more likely to do well than those with 10% to 30% women. In turn, companies with 10-30% women on executive teams may outperform those with fewer or no women executives. As a result of Gender Diversity, there is a 48% performance disparity between the most and least Gender-Diverse organizations. </span></p><p><span style="font-size:12pt;"><strong>2. Progress in Gender Diversity in Boards is slow</strong></span></p><p><span style="font-size:12pt;">In enterprises headquartered in the United States and the United Kingdom, the proportion of women on boards has increased from 21% in 2014 to 28% in 2019. Despite the fact that this is progress, it is sluggish. In the 2014 data set, a positive association between Board Diversity and financial underperformance was discovered, although it was not as strong as it has been in the current data set. </span></p><p><span style="font-size:12pt;"><strong>3. Women representation low on Executive Teams all across the studied countries</strong></span></p><p><span style="font-size:12pt;">A 2019 data set comprising 15 nations on 5 continents demonstrates that progress in the Inclusion of women on executive teams is gradual in the majority of countries.</span></p><p><span style="font-size:12pt;">On one end of the spectrum of women's representation is Norway, with at least 1 woman on the executive teams of all enterprises evaluated, and on the other, nations such as Brazil and India, where 83% of businesses did not have a single woman.</span></p><p><span style="font-size:12pt;">Interested in learning more about the Business Case for Diversity & Inclusion (D&I)? You can download <a href="https://flevy.com/browse/flevypro/business-case-for-diversity-and-inclusion-dandi-6420">an editable PowerPoint presentation on <strong>Business Case for Diversity & Inclusion (D&I)</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 more true 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/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><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change </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>How The Full-Grown Quality Company Delivers Superior Performance And Customer Bondinghttps://globalriskcommunity.com/profiles/blogs/how-the-full-grown-quality-company-delivers-superior-performance2014-12-11T21:30:00.000Z2014-12-11T21:30:00.000ZEnrique Raul Suarezhttps://globalriskcommunity.com/members/EnriqueRaulSuarez<div><p>In the full-grown organization executives have a systems view of their organization. They see interrelationships, not things. They manage things and lead people. Change is a mosaic of processes, methods, materials, equipment, work environment and people. The shifting, understood patterns of change are controlled using statistical theory and other quality tools. Controlled not because someone in upper management is atop all the processes and information, but because:</p><ul><li>· Customers and their requirements are known;</li><li>· Processes translating those requirements into action are well defined, understood by all, and improving;</li><li>· Self-control and management by fact result from having stable processes (under statistical control), systems, institutionalized key measures; and</li><li>· Improvement is continuous--everyone is included and focused on the customer.</li></ul><p>In the full-grown organization it all begins and ends with the head and tail of the same coin: customer focus, customer satisfaction. The requirements of customers, upon which all are focused, are also measures of satisfaction. Changes in customer requirement, changes in satisfaction change the business of the organization.</p><p>In the full-grown organization quality planning and business planning are inseparable; there are no distinctions. Boundaries for ceaseless improvement are clear: Quality is indigenous to everything everyone does all the time. Planning involves everyone (i.e., your extended network of suppliers and customers, internal and external and complementors); planning benefits from the involvement of all, and is made possible because everyone is trained to plan.</p><p>Planning is based on meaningful data and information accurately describing customer needs and organizational capability. "The plan" is grounded in reality and reflects aspirations all can support. Because the goals are universally supported within the organization, improvement of processes is concentrated first and primarily on the most important processes using the best available methods. And through the strategic planning process, all organizational activity is aligned making it possible to concentrate resources on the strategies and goals critical to success: Everyone knows what is important to the organization, to the organizational components, to the teams on which one serves, and to oneself.</p><p>In the full-grown organization management works smarter rather than harder. Management includes all the people and all the processes because it is the system that is managed; it is the quality that is managed. People mostly manage themselves. Leaders act as coaches instead of enforcers. Managers see a totality from, and including, external suppliers to, and including, satisfied customers and complementors. The mosaic within the purview of management is fertile and vibrant with planning, measurement, analysis, improvement, and inclusion.</p><p>In the full-grown organization competitive advantage sprouts from inclusion; everyone is involved, including the customer. No longer irritating no longer contented are the realizations that those who do the work are in the best position to protect and improve quality, to eliminate waste, and to save time. Those who do the work are the perfect instruments for change. They know the processes; they are trained well, and they are empowered to act decisively.</p><p>In action, employees in the full-grown organization are members of self-directed teams. They plan, hire, improve, and lead instead of controlling. They work with the customers. They work with the suppliers and distributors and complementors. They understand and manage the value chain and the value system towards optimization. Most importantly, they know that the firm is an interdependent system or network of activities, connected by linkages. They are, in short, responsible for the health of the organization. In introspect, they know and practice personal quality, understand the importance of establishing customer bonding and avoid a product-centric mentality. They treat each other and all others with respect and deference.</p><p>In the full-grown organization all employees have the knowledge necessary to work in teams, to collect and analyze data, to initiate activity or to halt it, and to satisfy customers by segmenting them appropriately. They are treated as whole persons and not as functions. Collectively and individually they have the knowledge needed to be responsible and effective with their empowerment. Training is continuous as improvement is continuous. Training in the fundamentals of quality and proper customer segmentation (relative to organizational goals) is universal. It is augmented with specified training specific to the needs of components, teams, or individuals (self-enrichment). And it is constantly in flux, responding and anticipating new customer segments and requirements, new ways to delight, new conditions, new realities.</p><p>In the full-grown organization compensation and recognition are aligned with organizational aspirations. Alignment of compensation and recognition, like all the other aspects of the organization, begins and ends with the head and tail of the aforementioned coin: customer focus, customer satisfaction. Employees are involved with the design and constant improvement of compensation and recognition. Recognition and reward are subordinate to the attainment of team goals, not to individual accomplishment. However, individual initiative is encouraged if the organization would benefit as a whole. They are based on measured team performance from data developed, collected, and controlled by the teams, by the employees. In addition, in the full-grown organization a supervisor has only two responsibilities: to assist those who need special help and to improve the system.</p><p>In the full-grown organization employees are the paramount asset, they are the building blocks of the bigger order to be built. It is clear the work force, interacting with customers, suppliers and complementors, turns customer needs into products and services, develops, collects, and analyzes the data that are used in the measures that improve the processes. Top management and the work force (in that order) working together are recognized to be the determining factors in success and failure and to be the competitive edge. For this reason, management serves the work force in the full-grown organization. This a real democracy in industry.</p><p>In the full-grown organization bringing customers into the organization is intense work but also fun. Contact with customers is continuous. It involves many employees--perhaps them all. Mechanisms for contact are many and varied, formal and informal. Executive responsibility includes interaction with peers at customer organizations. Lessons learned from these interactions are shared at the executive levels and communicated to everyone. Planning and designing include customers, suppliers, distributors and complementors.</p><p>In the full-grown organization the design process is not a closed, aristocratic undertaking; no building blocks are delivered to a worn-out and cluttered multitude in waiting. All organizational components converge and participate like in a system. Customers are part of the team, as are suppliers, distributors and complementors. The exchange of information may be unfettered, but the goals are rock solid: satisfy the customer and all of the other stakeholders of the extended enterprise, design quality into the soul of the service (or the product), and produce the service in ever decreasing time cycles.</p><p></p><p>Will continue...</p><p><font face="Calibri" size="3"> </font></p><p align="left"></p></div>