Human Resources: Diversity & Inclusion

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Diversity And Inclusion 2021

What divides us pales in comparison to what unites us. ~ Edward Kennedy

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INTERVIEW GORAN BAŠIĆ, DIRECTOR OF THE INSTITUTE FOR SOCIAL SCIENCES

The Struggle For Inclusivity Is

A COLLECTIVE MARATHON Companies can do a lot to nurture diversity and create a company culture that’s inclusive, but it’s important for such policies to receive broader support, through an institutional framework and the commitment of the wider community. If this is not forthcoming, the results achieved will have a short range and a limited impact

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nly a small number of companies succeed in striking a balance between the values underlying economic liberalism - such as profit, benefit and competitiveness – and inclusive values based on fairness, solidarity and human rights. This interview with Goran Bašić, director of the Institute for Social Sciences, shows that this relates to an extremely complex and delicate topic in a world that is ever-less inclined to nurture diversity.

Over the course of the last decade, the terms “diversity” and “inclusive company culture” have entered the lexicons of many companies. If we look at statistics on the participation of women, members of ethnic, religious or sexual minorities, or people with disabilities in workplaces at

Inclusion should be people-centred, i.e., directed towards promoting a healthy work environment in which employees, or the users of the services they provide, feel pleasant, motivated to work and accepting of diversity through trust, and not as a desirable political action the global level, what do those stats tell us about the real-life implementation of these commitments?

- Unfortunately, the world we live in is becoming increasingly insensitive when it comes to diversity. Human rights char-

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ters, standards for their protection and partial inclusivity practises represent an inadequate response to people’s need to live with dignity. Contemporary liberal capitalism creates inequalities that hit many impoverished people, not just those who’ve been denied the right to work or to equally exercise their rights to basic work as a result of cultural deprivation, prejudice or discrimination. Under global conditions, experiences vary simply because the inclusion process is either non-existent or equated with social protection in countries where capitalism is strengthening and no culture of human rights and social solidarity exist. In democratic countries where a political culture that’s interwoven with human rights has already developed, the social inclusion process is unfolding, but even in these countries there are still serious obstacles, difficulties and the risk that it would be seriously imperilled by even a slightly stronger global economic crisis.

Finally, the enemies of social inclusion are ignorance, prejudice and discrimination.

Public policies should be directed towards overcoming these phenomena, because full inclusion in society is otherwise not possible. It is difficult for citizens to cope under

such circumstances, as they are burdened with personal problems, a lack adequate education for an inclusive society and such public policies and economies are incapable of addressing the need for interventions and the correcting of “injustice”.

Companies have a tendency to work in accordance with the expected benefits that they can derive from the inclusion process and changing that attitude isn’t easy, as it doesn’t only depend on a company’s work ethic and policy, but rather also on operational success and stability of results Does this topic attract the attention of researchers in our country and what kind of information do we have at our disposal?

- There is little information among our public when it comes to the results of social inclusion for groups that are at risk of poverty and social marginalisation. Although obligations have been prescribed for state bodies to monitor strategic processes,

including inclusive policies towards Roma, persons living with disabilities, youth and other groups, this is either not done or is done in a dysfunctional way. The Institute for Social Sciences develops methodologies to monitor social inclusion policies, but it hasn’t encountered interested interlocutors in the public administration.

The data we have at our disposal, or that we could provide, are reliable and indicate the goals and good practises achieved, but also the numerous oversights, shortcomings and ambiguities in public social inclusion policies. One gets the impression that the public administration is not interested in dealing with the problems, but rather satisfies itself with implementing objectives, measures and activities that don’t require changes to infrastructure, management, decentralisation and the development of support. Researchers lose tremendous strength to overcome obstacles and resistance during the data collection process, while real problems are arising when it comes to the use of data. As a rule, the findings and analyses of research remain unused, because public policies are incapable of absorbing them in a progressive way.

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INTERVIEW Who should primarily deal with this issue: management and workforce administration experts, sociologists or psychologists?

- It is necessary to have a synergy of experts from various fields and at multiple levels. The basis for mapping and analysis is certainly a problem in organisations, institutions and companies where people exercise some of the rights arising from inclusive policies. Next, local governments and civil society have a very important role to play in developing support systems, and then planning and implementing inclusive policies. Managing inclusion is a complex process that demands good organisation and coordination among the public administration, local governments, civil society and academia. At this juncture, no such level of connectivity exists in any inclusive policy.

What do you think are the preconditions for creating an inclusive work environment? To what extent does it depend on the companies themselves, and to what extent is it dependent on the institutional framework, social context and examples set by the state itself?

- Companies and institutions themselves can do a lot, but their results are unfortunately limited and partial if there is a lack of institutional and social support.

As an example, which I’m not sure is representative but is certainly indicative, multiple researchers are employed at the Institute for Social Sciences, but the highest scientific ranks are held by men, which indicates a problem of essential inequality. The conditions at the Institute are the same for everyone, but without a shift in awareness regarding the role of women in our society, we cannot expect encouraging results to be forthcoming.

The situation is even more complex when it comes to the position of members of marginalised social groups who, in addition to changing their social habitus, also need institutional support in the local community.

Thus, it is necessary to shift the paradigm and programme of the education system, cultural policy and system of values. Complicating the situation even more is the fact that full inclusion hasn’t even been achieved by the economically developed

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Companies have a tendency to work in accordance with the expected benefits that they can derive from the inclusion process and changing that attitude isn’t easy, as it doesn’t only depend on a company’s work ethic and policy, but rather also on operational success and stability of results.

Dismantling the welfare state and returning to values of economic liberalism contribute more to deepening differences than to promoting inclusion countries of the European Union that have a higher social and political culture. Finally, it is also important for the private sector and personal initiatives to be included in the process itself, and this is currently at the level of the exception rather than the rule in our society, but also in many others.

In your opinion, how should general diversity be measured at the level of companies and how should it be improved?

Is it a matter of using global indices or internal procedures to measure employee satisfaction or something else?

- It is certainly necessary to develop internal policies, procedures and methods of monitoring that are harmonised with international standards and national policies and regulations. However, inclusion should be people-centred, i.e., directed towards promoting a healthy work environment in which employees, or the users of the services they provide, feel pleasant, motivated to work and accepting of diversity through trust, and not as a desirable political action.

What do you think about the possibility of introducing affirmative action measures to ensure an appropriate structure of workers?

- Affirmative action measures are more needed in other public policies, primarily education and local community support for families, with which inequalities are eliminated and people’s competencies are encouraged, thereby strengthening social trust and affirming equal life opportunities regardless of diversity. In the work process or when hiring employees, affirmative action measures make sense, but contemporary, technologically-organised and digitalised operations and work demand certain competencies. In this context, affirmative action measures have a limited effect and cannot provide a long-term contribution to solving this problem.

The reasons cited by companies for nurturing diversity include mapping the structure of consumer groups in order to better understand consumer attitudes, improving decision-making processes and ensuring a wide pool of talent, but also issues of morality and justice, i.e., creating equal opportunities. Is it important whether a company is motivated by profit or altruism, or does the end goal matter?

- I mentioned that companies have their own logic based on the values of economic liberalism in terms of profit, benefit and competitiveness. A system functions when a balance is struck between these values and inclusive values based on justice, solidarity and human rights. Unfortunately, this usually isn’t possible because inclusion doesn’t top the priorities of the public policymakers who should organise, implement, and promote inclusion. Dismantling the welfare state and returning to values of economic liberalism contribute more to deepening differences than to promoting inclusion.

MARIJA ŠKRBIĆ DRAŽIĆ, COORDINATOR FOR COMMUNITY DEVELOPMENT & SOCIAL RESPONSIBILITY, MANPOWERGROUP

BUSINESS

Inclusion As A FORM OF RESPONSIBILITY A number of different studies led to us becoming aware of the fact that developing and managing a culture and policies of diversity and inclusion within a company make that company socially responsible and desirable on the labour market. However, in order to be able to essentially call the company socially responsible in this area, we should explain this idea from the starting point, to ensure we have the right foundations

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iversity in the workplace can be both a good and a bad thing, largely depending on how the concept is nurtured and whether an inclusive culture is truly applied. The starting point would be a company’s decision to be inclusive, followed by the implementation of this business model and the familiarising of employees with the topic, including active work with them to enable management to start monitoring and managing inclusion within the company.

The answer to the question that arises (why is a culture of diversity and inclusion a desirable business model for the company?) lies in the employees, who represent the foundation of every company and its best brand ambassadors on the labour market.

New generations are increasingly recognising and defining “desirable” companies on the basis of their attitude towards the local environment, employees and inclusion, as well as the world in general: employees want a company’s values to align with their own values, which motivates them to work and contribute even more.

Motivated (and valued) employees are more involved, more innovative and more attached to the company and its overall goals.

Higher levels of involvement and innovation lead to business growth and, consequently, profit growth.

These factors influence the lifespan of the company, but also the local community and the world generally.

“A good company offers excellent products and services. A great company also offers excellent products and services, but also strives to make the world a better place.” ~ Philip Kotler, Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause Guided by the principles of corporate social

New generations are increasingly recognising and defining “desirable” companies on the basis of their attitude towards the local environment, employees and inclusion, as well as the world in general: employees want a company’s values to align with their own values, which motivates them to work and contribute even more responsibility, ManpowerGroup has launched the project “Business Inclusion”, with the objective and purpose of strengthening “hard-to-employ”, marginalised groups on our labour market while promoting a culture of diversity and inclusion.

We believe that if we have people who are more active in job searches and a market that is more open to accepting “hard-to-employ” groups, with an understanding of the advantages and benefits of this business model, we are on the right track to having more employed candidates

from different groups and are, thus we, a step closer to business inclusion.

In conclusion – on the one hand, we can view inclusion and diversity as an orientation towards people and the humanising of business, while on the other hand, in essence, these values and culture, provided they are managed in the right way, can come to represent a strategic business model. And any resources directed towards their long-term development are most definitely an intelligent investment.

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WE ARE ON THE PATH TO AN INCLUSIVE, FAIR AND EQUITABLE WORLD t HEINEKEN, we make a conscious effort every A day to contribute to an inclusive, fair and equitable world. Our inclusion and diversity ambitions play a vital role in achieving that goal. We believe that embracing inclusion and diversity sparks joy and fosters a sense of true togetherness. And this togetherness is part of who we are as a company, as we believe that the best moments in life are those we share with others. e stand by our core values of respect for people.

W We seek deeper connection with our increasingly diverse consumers and costumers. We celebrate diversity of thought which, in turn, sparks greater innovation and leads to better business performance We will nurture bold and brave leaders to create space for everyone, equally. We’ll ensure that every HEINEKEN employee feels a strong sense of belonging and has the psychological safety to speak and play a role in shaping the future of our organization We will amplify the voices, act as a catalyst for positive change and bring smiles to faces of our people Together, we will do our part to Brew a Better World

OUR COMMITMENTS

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Gender balance across senior management: 30% women by 2025, 40% by 2030 Cultural diversity: Across each region at least 65% of country leadership teams are regional nationals by 2023 100% of our managers trained in inclusive leadership by 2023 Equal pay for equal work: Assessments and action by 2023 Diversity And Inclusion 2021

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Diversity and inclusion, which are the real grounds for creativity, must remain at the center of what we do. ~ Marco Bizzarri Diversity And Inclusion 2021

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BUSINESS JOVANA ANTOVIĆ, PUBLIC POLICY AND CORPORATE COMMUNICATIONS MANAGER, METRO CASH & CARRY SERBIA

BUSINESS

METRO’s Company Culture Is One Of

TRUE DIVERSITY AND INCLUSION Those fortunate enough to have experienced a good, positive, working atmosphere know that the very reason behind it is a solid company culture – a culture based on values and rules of conduct that determine ways of communicating, cooperating and managing people. These values and rules should be based on universally recognised freedoms.

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have deliberately used the term ‘fortunate enough’ for those like me, who have had the opportunity to develop their career in nurturing and affirmative surroundings, because even though we live in the 21st century and topics of diversity and inclusion should be integral to every workplace – those aren’t always more than just letters on paper. However, with younger generations entering the global workforce and ever-changing business models – “agility” is becoming an increasingly more relevant approach when it comes to defining and implementing any culture, especially the culture of big companies. And yet, I believe that the core of every successful business culture lies in employee satisfaction, in that good feeling “in the stomach” that we have in the morning while getting ready to start a new workday that makes us feel contentment.

Achieving that feeling is never easy, and the steps necessary to achieve the goal of having satisfied employees must start from the beginning – which is basic respect for human rights and freedoms.

That’s because it’s only when we feel respected by our colleagues and employer that we can be at

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For METRO AG, and consequently METRO Serbia, this topic is essential because we operate in over 30 countries, employ almost 100,000 people and serve millions of customers – of all different national, religious or political backgrounds, ages, genders, or sexual orientations our best professionally and, of course, personally.

For METRO AG, and consequently METRO Serbia, this topic is essential because we operate in over 30 countries, employ almost 100,000 people and serve millions of customers – of all different national, religious or political backgrounds, ages, genders, or sexual orientations. For this global corporation to feel and function like a stable system, rather than the mere sum of its parts – it is necessary to cultivate a culture in which everyone can express themselves and share their opinions without fear. For example, METRO AG has recently been recognised for its comprehensive commitment to employees from the LGBTIQ+ community and has been awarded the PRIDE Champion Gold Employer Seal by the UHLALA-Group, one of the leading LGBTIQ+ social enterprises. The company’s focus on visibility and communication, as well as legal framework and regulations, were the key factors leading to this

valuable acknowledgement.

METRO stands and acts against discrimination of every kind, on any issue. As this is true for us, we also expect it of our business partners, demanding the same principles be applied in their business operations if they want to work with us.

At METRO, everyone can truly develop and grow professionally, based solely on their work, skills and career ambitions, while respecting others and contributing to creating a positive working atmosphere between colleagues, business partners and customers.

Creating this kind of company culture took decades of education, learning and dedicated work, and the results are well-earned and we believe equally durable. And that’s why so many METRO employees, myself included, are proud to be able to state publicly that METRO is truly a place where everyone can be who they are!

BRANKA RADOJIČIĆ, HRBP AT CARLSBERG SERBIA

BUSINESS

Diversity Is OUR STRENGTH With more than 40,000 employees, the Carlsberg Group represents one of the world's four largest international brewers, which unifies diverse cultures, people and brands under its roof. Carlsberg is also a leader of innovation because, among other things, it has a wealth of diversity of its own and fosters an inclusive culture

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When we are well-informed, we are able to notice if we behave differently towards different colleagues, if we have equal expectations of everyone, and if we value each of their contributions equally. With a tangible grasp of what diversity-based exclusion and discrimination look like, we can also recognise it in subtle forms, especially in ourselves. When we realise how much we also have in common with those who are different from us, accepting and respecting diversity comes naturally.

e work actively to ensure employees feel safe in their working environment, promoting the proper values defined by our policies, with which we protect the rights of every employee - says Carlsberg’s Branka Radojičić, adding that employees provide their greatest contribution when they are satisfied.

In which ways do diversity and an inclusive company culture contribute to employees achieving their full potential?

The world that we are part of is abundant in diversity, which enables us to build upon and expand our knowledge, understanding and experience, thereby making us more creative and innovative. We adopt new ideas and solutions born of thinking that differs from our own, which we then modify and find applications for in the challenges that we face ourselves, as individuals and teams. We thus unlock our potential, then motivate and inspire others.

What connects diversity – success – corporate values – leadership?

A company achieves its greatest success when it functions as a single team, and it will be more creative, innovative and productive when that team is composed of individuals who possess different qualities. In order for a team to “breathe in unison”, it’s necessary for everyone to share the same values that are passed on to a team’s members by its leaders. That’s why we at Carlsberg use the 3A mindset (Alignment, Accountability, Action): “Alignment with decisions”, “Accountability towards one’s job” and the “Action” we take comprise the formula for team success. When we unify different perspectives of employees with a model of conduct that defines the way we work together, advance employees and

In order for a team to “breathe in unison”, it’s necessary for everyone to share the same values that are passed on to a team’s members by its leaders create a winning culture, diversity will never be our weakness, but rather only our strength.

What are the prerequisites to create an inclusive work environment?

A prerequisite for an inclusive environment is education that enlightens employees and opens them up to the positive aspects of diversity.

Is inclusion a form of responsibility?

The purpose that guides our daily work is to make beer for a better today and tomorrow, and for us that means improvement on every front.

Companies have a responsibility to awaken the awareness of the collective and enable conditions under which inclusion is a natural reaction. Part of the responsibility belongs to employees, and we encourage them to have zero tolerance for discrimination, harassment and similarly destructive forms of behaviour.

Carlsberg also provides support and the possibility of anonymously reporting unethical and immoral conduct via the Speak Up line.

How do you ensure equal opportunities for the development of employees?

The values that we represent are tolerance, solidarity, fairness and equal treatment and opportunities for every individual, endeavouring for every employee to feel like a valuable part of the community, who contributes – with their work and skills – to common progress, and that they are the basis for creating opportunities for their own growth and advancement. Satisfied employees provide their greatest contribution, and the success of a company is measured by the level of satisfaction among the people who compose it.

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BUSINESS KATARINA JOVANOVIĆ BUĆAN, HR MANAGER FOR THE SEE REGION AT INGRAM MICRO; HR TRAINING AND DEVELOPMENT COORDINATOR FOR THE CEE REGION

Every Employee Is INVALUABLE Ingram Micro is a global leader that has 154 distribution centres, more than 1,700 suppliers and 200,000 clients, while standing out as its greatest asset are its 35,000 employees

challenges and the needs of our vendors and partners. A constant desire to learn, accept changes and improve is our reality, which we discuss very openly in the company and with job candidates.

Engineers have a natural need to acquire new knowledge, to be certified, to participate in complex projects, thus ensuring that the sales team always has solutions ready. Innovative, dynamic and professional people who love their job stay at Ingram for a long time and create a comparative market advantage. We learn and grow as a team – there is no other way.

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he time has come for our experienced teams to be joined by young engineers to whom we will convey Ingram’s culture, values and knowhow, while at the same time learning how Generation Z thinks. We look forward to the synergy that we will create together, reveals Ingram Micro’s Katarina Jovanović Bućan in this CorD interview.

How do you manage to retain and motivate your people during these times when everything is changing?

The new normal has taught all of us that, among other things, we all need a good balance between our working and private lives, and that a hybrid work environment – provided it is well structured – yields many more advantages, efficient work and improved results. Satisfied employees, and even more satisfied vendors and partners, are our imperative.

Is the good selecting of personnel one of the preconditions for doing business successfully?

Good, timely selection is one of the preconditions for doing business successfully, and finding high-quality people is a common goal of ours. Sometimes a person who has real potential is already part of the team, and it is up to the leaders and HR team to recognise and support them in a new role.

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We are extremely proud of the success of the Programme of advanced training for students of technical faculties that we established together with renowned technical faculties in Serbia, professors and our experienced colleagues Staff selection has gradually become more complex. Innovation is essential, as is the involvement of leaders in the entire process. Only together are we able to select the right person, set expectations well and motivate the candidate to join us. Apart from a detailed orientation programme and introduction to the company, its corporate culture and values, new colleagues are also provided with a buddy system, which will help them to quickly find their feet in Ingram’s environment. Once you’ve already found a good person, you must do everything in your power to integrate and motivate them.

Your employees belong to the IT sector, which ensures that they are naturally encouraged to learn and improve. Does the company provide them with opportunities to do that?

Ingram Micro is a company in which employees are focused on responding readily to market

Who at your company is responsible for recognising talented individuals and directing them towards more responsible positions?

People grow and develop within the company, and thus space is created for the arrival of new young personnel. It was at the beginning of this year that we launched a programme through which we familiarise young people from technical faculties with Ingram as a company, the role of a distributor in today’s global market, but also the altered role of engineers.

We are extremely proud of the success of the Programme of advanced training for students of technical faculties that we developed within the scope of cooperation with renowned technical faculties on the territory of Serbia. This project has become part of Ingram’s global learning and we are delighted that the Centre for Technical Expertise from Belgrade and the HR department will have the opportunity to share their knowledge and experiences with colleagues worldwide. We are certainly ready to exchange experiences and open the door to new generations. Our email address is hr-see@ingrammicro.com.

This is also a very precious project for us because the young engineers who successfully traverse Ingram’s training become part of our company, but also part of the business environment of our partner network.

IVANA MARKOVIĆ, HR SECTOR EXECUTIVE DIRECTOR, LIDL SRBIJA

BUSINESS

Respecting Diversity RECIPE FOR SUCCESS Lidl forms part of Germany's Schwarz Group, which is one of Europe's largest discount food retail chains. Lidl is known in our country as a desirable employer that believes equal opportunities for all employees and respect for diversity are the main elements of long-term success

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or Lidl’s HR Sector executive Director Ivana Marković, respect is key – respect for individuals, respect for differences, respect for opinions... She believes that respect leads to understanding and empathy, without which there can be no good cooperation or success for individuals and companies.

What is it that has resulted in your company gaining the status of a desirable employer on all the markets where you operate?

Our company offers every employee equal opportunities, because we believe that equal opportunities and respect for diversity are the main elements of long-term success.

Standardised salary structures are based on objective criteria, such as professional experience, qualifications and skills, and in no way on discriminatory criteria.

At our company we really have diversity when it comes to the ratio between employed men and women, their rights. This is not something that is merely discussed at Lidl, like a dead letter on paper, but rather is something that we live by, because we’ve invested a lot in that internal organisational structure.

Testifying to this is the fact that women account for more than 60 per cent of employees at our company and they hold all positions – from sales and logistics centre staff, to expansion and managerial posts.

Regardless of the position they work in, we provide our female colleagues with special support in achieving a balance in their private lives, such as, for example, through customised health insurance packages.

You just mentioned customised health insurance packages. Is that the only benefit that distinguishes you from the competition?

worker, every person, is very important.

At the beginning of their engagement with us, all of our employees – regardless of the position that they will hold – go through an education programme that’s devised for every job. This means that each new employee observes their more experienced colleagues for several weeks or months and is familiarised with the job and the company through “job shadowing”, while their buddy acquaints them with the company from a human, informal side.

We thus help to ensure our new colleagues feel welcome in their new team and minimise the level of stress that’s inevitable when starting work at a new company. This is greatly appreciated by our employees.

At Lidl we really have diversity when it comes to the ratio between employed men and women, their rights to equal pay and the number of working hours. That’s not just a dead letter on paper Although we have more than 2,200 employees in Serbia, the basic benefits that we offer all employees exceed the standard for this market. Here we include, primarily, private health insurance under equal conditions for all employees, competitive earnings, an attractive work environment, work from home, family office and the like. For us, every

Do you believe the claim that the best worker is a motivated worker who knows that they will be able to advance if they work hard?

Yes, certainly. Motivated employees are the engine of our success. We know that it is precisely this fact – that all employees have opportunities to advance and develop – that makes us recognisable on the market and a top employer. An equal chance, no matter how unattainable it may be seem, is actually a fairly simple matter - in a meritorious society, where individuals are encouraged to pursue their ambitions and supported, a policy of equality at work is a win-win.

Through such a comprehensive approach, we have reached a situation where the majority of our management staff are recruited from within our own ranks, which directly demonstrates the extent to which our company values hard work, effort and the engagement of employees.

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FACTS AND FIGURES

DIVERSITY & INCLUSION

EMPOWER BUSINESS Diversity and inclusion are two terms that promote true values and place an emphasis on humaneness, tolerance and respect, which enables companies to secure their prosperity, better operations and an entire raft of long-term benefits, from a greater choice of personnel to positive changes in society

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BECOMING A DESIRABLE EMPLOYER IS EASY

A large survey conducted back in 2014 by Glassdoor showed that almost 70% of jobseekers consider diversity and inclusion as essential elements when it comes to choosing an employer. Today, in the modern business of the digital age, this is even more pronounced simply because modern technologies erase borders, barriers and differences, so employers who are sufficietly open to diversity have greater possibilites when selecting workers. And while diversity and inclusion enable them to choose staff members who suit them, on the one hand, they also lead to them being dubbed a desirable employer that everyone would gladly work for.

SUPPORT WORTH FIVE MILLION EUROS FOR INCLUSIVE EDUCATION

INCLUSIVE EMPLOYERS CHANGE SOCIETY FOR THE BETTER

By hiring people from marginalised and minority groups – whether they are people living with disabilities, members of the LGBT community, Roma or single parents – a company demonstrates its commitment to corporate social responsibility, which means that it simultaneously contributes to raising awareness and improving society.

By securing an inclusive work environment while promoting tolerance and respect, every company has the power to influence all its employees, helping them to recognise, overcome and dispel social prejudices and convictions that merely serve to threaten others. This is also transferred from the work environment to private life, family, relatives and friends, and subsequently the rest of the community is led towards a positive change in attitudes.

INTERGENERATIONAL DIFFERENCES – ADVANTAGE OR DISADVANTAGE?

The Serbian Ministry of Education, Science and Technological Development has joined forces with the European Union and UNICEF in order to improve access to, and the quality of, pre-university education for every child, especially children in disadvantageous positions, over the course of a three-year period. The start of the project, which is worth five million euros in grant funding provided by the European Union, was marked by the signing ceremony at the Teacher Education Faculty in Belgrade. The signing of the project, which aims - among other things - to contribute to increasing the number of children and students with developmental disabilities enrolling in regular education while reducing the number of children included in special schools for educating pupils with development disabilities, was attended by Branko Ružić, First Deputy Prime Minister and Minister of Education, Science and Technological Development, Emanuele Giaufret, Ambassador and Head of the EU Delegation to Serbia, Deyana Kostadinova, UNICEF Respresentative in Serbia et al.

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The workforce is aging. As such, many collectives – particularly in the public sector – have workers who hail from four different generations, each of which has its own specifics, its own strengths and its own weaknesses. Naturally, these generations all have different needs, abilities and expectations when it comes to skills in the age of automation, improvement or retraining, healthcare, benefits and incentives, hierarchical advancement and numerous other topics that have direct and indirect influences on diversity and inclusion.

The comparative advantage of diversity lies in the merging of a workforce that has various perspectives and life and professional experiences, while its weaknesses are primarily reflected in misunderstandings, poor communication and cooperation, though a good HR team can both idenfity and solve these problems.

SUPPORT FOR EXPRESSIONS OF GENDER IDENTITY – AN IMPERATIVE FOR 2022

Gender identity and gender expression are topics that are discussed a lot in developed countries and will be paid special attention next year. According to website ideal.com, the goal is to raise awareness of the challenges faced by employees who don’t identify with the gender assigned to them at birth. Organisations nationwide, from small retail outlets to major corporations, are struggling to tackle issues related to the use of gender-specific toilets, many of which are simply offering gender-neutral options. HR departments are focused on providing health benefits to employees undergoing gender reassignment, those who don’t identify with their current gender or those who simply don’t want to determine their fixed gender. The HR managers of large U.S. companies are already undergoing training and will subsequently transfer their new knowledge – regarding gender inclusion, the gender identity of employees, their universal and specific needs, ways of communicating and expressing themselves – to senior and middle management.

STRENGTHENING HR SECTORS EMPOWERS COMPANIES

The main role of every HR team is to take care of employees, and ensuring that they can do so successfully requires that senior management provide them with tools for analysis and evaluation, conditions to communicate freely, as well as agility and all other resources that help them implement the company’s corporate culture.

Companies that have no cooperation and understanding are unable to progress if they cannot resolve internal conflicts and intolerance, which is precisely why it is important for the HR team to ensure a culture of diversity and inclusion, through training courses and programmes.

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DIVERSITY EXPERT – OCCUPATION OF THE FUTURE

10 GOLDEN RULES FOR ENCOURAGING DIVERSITY AND INCLUSION*

1. Nurture and establish a sense of belonging among employees.

2. Treat ALL employees fairly.

3. Provide all employees with an equal chance for advancement.

4. Don’t play with the truth when it comes to composing job advertisements and interviewing candidates.

5. Support innovation and creativity.

6. Educate employees on diversity and inclusion.

7. Support and encourage teamwork and cooperation.

8. Enable flexibility in the workplace wherever possible.

9. When hiring staff, rely on valid and reliable tools for assessing candidates’ personalities, character traits, motivation and skills.

10. Promote diversity and inclusion at all levels of the organisation. * Compiled on the basis of research conducted by McKinsey.

REMOTE WORK PROMOTES DIVERSITY

Diversity, fairness and inclusion in the workplace relate to fair and impartial processes and outcomes for every person in the company, which is why it is important – as published on Linkedin – for leaders and employers to have insight into everything happening in their company at all times. Justice serves as a reminder that not everyone starts at the same level, while swift and vigilant action is important in building a fair workplace.

It is for this reason that the number of diversity experts – professionals dedicated to creating a diverse and inclusive workplace – is on the rise in developed companies, especially multinational groups. Their job represents a combination of the work of the HR sector, in terms of recruiting, taking on leadership roles and responsibilities...

Diversity experts organise educational sessions on diversity and inclusion, create an inclusive culture in the workplace, introduce new ideas aimed at improving diversity and inclusion, advocate in favour of the use of inclusive language, prevent harassment and discrimination in the workplace etc. Judging by the number and diversity of jobs that they do, it is clear why diversity experts will be in increasingly high demand in the coming years.

Remote work, or teleworking, which was imposed on us by the COVID-19 pandemic, has proven to be a great option when it comes to promoting diversity in the workplace. Teleworking enables employment managers to expand searches for suitable candidates beyond their immediate surroundings, while simultaneously allowing certain categories of workers – including those with certain health problems, single parents and parents of young children – to remain part of the team despite the restrictions brought by the pandemic.

Diversity And Inclusion 2021

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We are all different, which is great because we are all unique. Without diversity, life would be very boring. ~ Catherine Pulsifer 20

Diversity And Inclusion 2021