DIVE RS IT Y: TH E CO M PETITIVE E DG E CHIEF PEOPLE OFFICER & LEARNING DIRECTOR W I T H S P EC I A L T H A N K S TO C L A R E DAV I E S , D I R EC TO R O F H R , M E T R O P O L I TA N P O L I C E S E RV I C E ; TA N I A H E A P, G R O U P P EO P L E D I R EC TO R , M OT T M AC D O N A L D ; A N D W E N DY C A R T W R I G H T, H R L E A D, PA L AC E O F W E S T M I N S T E R R E S TO R AT I O N A N D R E N E WA L PROGRAMME.
UNLOCKING POTENTIAL
Organisations are starting to look at diversity beyond the perspective of corporate social responsibility (CSR), and are tapping into its value as a strategic driver of performance. With marketplaces disrupted by rapidly changing technology, and with companies operating in increasingly competitive landscapes, diversity has become one of the latest competitive edges. But how can companies unlock that strategic potential? What are the necessary structures and processes through which organisations can build diverse teams and enable them to overachieve? Inclusion plays a key role. Allowing individuals to be themselves and express their perspectives, as radical as it may sound, is crucial for organisations willing to use diversity as a strategic driver. Together, diversity and inclusion drive improved organisational performance through four mechanisms: they make for a culture that attracts and retains talent; they build teams that are more aware and make better decisions; they reduce risk; and they act as a catalyst for innovation. Talent
Drawing from a broader pool gives companies access to more skills and competencies, helping to bring in talent even at the most junior levels. An inclusive environment will allow professionals to develop and thrive within the organisation.
Decision-making
Groups with diverse backgrounds have been found to process facts better, collectively offsetting their individual biases. Homogeneous groups, which avoid contesting the positions taken by dissenters, are more susceptible to mistakes. The multiple perspectives of a diverse team also promote a better understanding of an organisation’s customers.
Risk
Multiple perspectives are able to identify and manage risk more efficiently. A workforce from different backgrounds has been exposed to a wider range of potential issues, making their organisations more resilient.
Innovation
Diverse, inclusive environments encourage outside-the-box thinking, allowing companies to build new products, solutions and ways of doing things.
D I V E R S I T Y S T R AT E GY
Some companies have placed diversity within their strategy units, others have developed independent diversity teams. In any case, people management is at the heart of diversity strategies. All HR professionals and processes must be driven by diversity and inclusion principles – recruitment, rewards, performance management and career development. E S TA B LI S H I N G TA R G E T S . Outlining the organisations’ aspirations for the percentage of different groups, from entry level to leadership, sets the goals for initiatives in recruitment, talent management and leadership development. Role models and mentors are of high importance, inspiring and guiding diverse talent as they grow in their careers. OV E R CO M I N G B A R R I E R S . Some industries find it especially challenging to recruit women or other groups, as roles are perceived to be masculine or inappropriate. Companies must help to educate children and young people from school age, eroding preconceptions and influencing how the next generation of professionals views its potential career opportunities.
..
..
..FLE X I B LE WO R K A R R A N G E M E NT S A N D C A R E E R PATH S .
..C A R E E R D E V E LO P M E NT. Mentorship schemes can have a powerful impact on the progression of minority groups, driving performance and satisfaction. P R O M OTI O N S . HR professionals must push managers to overcome their biases and always contemplate diverse groups for promotions. Career progression policies may unconsciously favour specific groups, and should be revised to support unbiased meritocracy and the development of a diverse range of employees. D E V E LO P I N G M A N AG E R S . Line managers are critical to employees’ experience within an organisation. Training managers on the power of diversity and inclusion, on the importance of encouraging conflicting perspectives and new ideas, and also on how to eliminate their biases, can have an enormous impact on culture. M A K I N G U S E O F A N A LY TI C S . Employee satisfaction surveys, exit interviews, appraisals, direct feedback and other sources of data can reflect the extent to which employees feel comfortable about being authentic, proposing new ideas and confronting the status quo.
.. ..
..
Flexible hours and work arrangements have an enormous impact on the retention of female talent. Offering different career paths can be effective in catering to diverse professionals, with diverse aspirations. 2 0 W I N M A R K C-S U I T E Q 4 2 0 1 7