E3 – Workforce Diversity & Inclusion

Category: Education

Presentation Description

In the absence of clear operational guidelines, Workforce Diversity initiatives have failed to meet their desired intent. E3 model gives modern talent managers a blueprint of the steps organizations need to take to become truly diverse in the way they operate


Presentation Transcript

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WHITEP APER E3 – WORKFORCE DIVERSITY INCLUSION This whitepaper addresses the existent incongruity in the modern workplace and sets forth models that can empower diversity inia v es and programs within implemenng or ganizaons enabling equal opportunity for the capable regardless of their gender or disability. ©2019 TopCHRO.com All rights reserved.

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EXECUTIVE SUMMARY: BACKGROUND: PREMISE: E3 Model: Applicability of the model: A word of cauon: THE ELEMENTS OF THE E3 MODEL : Empathy : Sensiz aon Pr ogram for Human Resources: Hiring: Performance Management: EDUCATE – THE SECOND PHASE OF THE E3 MODEL FOR INCLUSION AND DIVERSITY : Learning and Development: Execute: EXECUTION MODULE OF THE E3 FRAMEWORK: External Benchmarking and enterprise-wide reporng : Goal Seng and Incenv es : Quarterly Employee Survey : Inclusion and Diversity in Succession Planning: Whistleblower Protecon P olicy: E3 Model Execuon Blueprin t: CONCLUSION : C O N T E N T 03 04 05 06 06 07 07 07 07 08 09 09 09 10 11 11 11 11 12 12 12 15 WHITEPAPER ©2019 TopCHRO.com All rights reserved.

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EXECUTIVE SUMMARY Over the past few decades our world has seen a massive transformaon in the v aried ways in which HR funcons within or ganizaons. Human r esource acvies ar e not only managed but are also opmiz ed simultaneously to accommodate rapidly changing mindsets of the common workforce. This has been the subject of much speculaon and c onjecture. The erstwhile HR department has morphed into a team of talent managers who now perform strategic funcons in people manag ement. Most of the rest of the administrav e tasks which were once the quintessenal HR manag ement and were once outsourced are now automated to an extent than human intervenon is r equired only by excepon. But the modern talent managers have failed to break various social and demographic stereotypes and the opportunies f or development while available to most who conform to the structures and archetypes of several professions many have not been all-encompassing as they should be or claim to be. This whitepaper considers this large and potent potenal t alent pool that the modern talent manager can tap into by using systems and process design. The E3 model is a basic concept and the framework on which diversity and inclusion can be achieved efficiently and effecv ely makes a lasng impact on the liv es of people who do not deserve the bias they currently face in the corporate world. We hope that the modern progressive Talent Manager will implement the inia v es and add her own ideas to the broad methodologies set forth in the E3 model making the workforce truly diverse and inclusive miles ahead of its current form. BACKGROUND Eureka Singapore conducted an experiment comparing the performance of specially-abled and regular employees and found out: Herring 2009 conducted a study of over 500 for-profit companies and showed a strong relaonship between gender and race diversity and business performance. Diverse organizaons show ed increased revenues increased number of customers greater market share and greater profits. Employees with visual impairments achieved 2-3 mes mor e results than employees without any disability. Specially-abled employees were punctual rarely absent and enthusiasc about their w ork. In the hands of visually impaired staff the annual turnover rate of Eureka Singapore plunged to 2 from 40. ©2019 TopCHRO.com All rights reserved. 03 WHITEPAPER

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Von Bergen’s 2005 in his study of employment of minories show ed that based on return-on-sales ROS return-on-equity ROE return-on-assets ROA and return-on-investment ROI minority- friendly firms outperformed the market. Various researches have concluded that a diverse workforce brings following tangible and intangible benefits with it: Intangible Benefits: Increased market share Improved producvity More innovaon More employee ar acon Be er employee retenon Improved brand and employer reputaon A posiv e and healthy work environment More opportunies f or growth and development Premise: However stas cs w orld over have a different story to tell. While there is a unanimous consensus on the benefits of hiring and maintaining a diverse workforce talent managers are at a loss when it comes to appoinng and including them in mains tream businesses. GENDER DIFFERENTLY ABLED COUNTRY Male Female Specially Abled people Majority Majority People without disability US UK 66 80.3 79 54.6 71.2 65 65.7 81.4 82.5 18.7 51.3 52.8 64 77 36 65 Australia Table 1: Approximate employment raos in US UK and Aus tralia Tangible benefits: ©2019 TopCHRO.com All rights reserved. 04 WHITEPAPER

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In 2012 the US Equal Employment Opportunity Commission received 26 379 disability employment bias claims. In the board seats of the acv e F100 companies’ men outnumber women by 4.3:1. 48 of new mothers said they were overlooked for career advancement because they had children. Under 1 of women sit on GCC execuv e commi ees. Women make up 17 of corporate boards and 12 of execuv e commi ees in G 20. Women remain under represented in corporate decision-making posions. Since 2011 the Equal Employment Opportunity Commission has received over 45000 complaints that are directly related to racial discriminaon. A report points out that US employers are more likely to turn away applicants if they have names that sound African-American. Talent management departments miss out on the large untapped potenal of a mor e diverse and inclusive workforce simply because of their own social bias and the limited perspecv es of the business managers and senior decision makers in the organizaon. While se veral remedial inia v es have been undertaken in almost every organizaon the r esultant metrics fall short. E3 Model: The proposed E3 model in this whitepaper sets forth the models that can empower inia v es and programs within implemenng or ganizaons hence enabling equal opportunity f or the capable people regardless of their gender or disability. The E3 model of empathy educaon and en forcement for the diversity and inclusion while being an inia v e of the talent management department of any organizaon ulma tely aims to permeate across the enr e organizaonal hier archy departments and funcons br eaking down the silos of bias in both hiring and performance management that are widely prevalent today. The elements of the E3 model aim to propagate the sensiz aon of w orkplace inclusion and diversity across all major funcons of Talent Management in the organizaon. This s tarts at the employee requision le vel and extends across funcons in r ecruitment performance management workplace conduct and policy manuals and learning and development funcons in the or ganizaon. Empathy educaon and e xecuon E3 model ar e closely intertwined with several facets of workforce management in the organizaon. It is pr oposed that the Talent Managers take the responsibility of acquiring sensiz aon t owards the various discriminated communies and ensur e a roadmap for larger scale of inclusion and diversity based on empathy towards the discriminated. A thorough educaon system with regards to inclusion and diversity that permeates across the enterprise at all levels from the junior execuv es through the line managers and lateral support departments and up to the board is the way forward. ©2019 TopCHRO.com All rights reserved. 05 WHITEPAPER

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Applicability of the Model: The silent facets of the E3 module of inclusion and diversity have been found to be relevant to: The organizaons seeking t o: Secure adequate representaon of women ethnic minories blacks and the specially-abled. Boost workplace culture and overall producvity . Include discriminated in the relevant business funcons: finance procurement administraon human resources operaons sales markeng customer service legal research. Build inclusion and diversity processes: hiring and talent acquision perf ormance management learning and development succession planning from diverse talent pools and leadership development. Although some organizaons s tress diversity in their hiring it has been noted that a paradigm shi in the percepons of the w orkforce towards diversity is key. A Word of Cau on: It is important to note that the E3 model does not endorse any forced hiring of diverse workers that may be counter-producv e to the organizaon. It simply aims t o implement a broad framework of ideas that permeate through all major workforce management related funcons which ensur es that a culture and thought process of equal opportunity inclusivity and diversity are imbibed at granular level. THE ELEMENTS OF THE E3 MODEL Empathy for the especially-abled working women and minories mus t start with the people pracces in any organizaon and it is vit al to sensiz e every single member of the people pracce t o the importance as well as the economic benefits of having an inclusive and diverse workforce. Empathy begins with increased awareness among the business and line managers about hiring managing and developing a diverse workforce. Empathy: ©2019 TopCHRO.com All rights reserved. 06 WHITEPAPER

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A comprehensive orientaon r egarding the goals and objecv es of the E3 program alongside operaon guidelines or departmental pracce policies and manuals c ould sensiz e HR department who in turn can spearhead the inia v e within the organizaon. The t entav e roadmap is suggested below: Sensi za on Program for Human Resources: Idenf y value differences Establish baselines of expected values Idenf y differences between exisng the pr ospecv e employees Idenf y barriers to their engagement Idenf y barriers between thought and behavior Establish inia v es methods and behaviors to address these barriers Monitor Repeat and reinforce It is recommended that the Talent Manager facilitates and drives the enr e diversity inia v e beyond the basic strategies and into executable performance indicators for both the line managers team leaders and the talent management system as a whole. Specificaons of the div ersity of prospecv e employee should be included in: • the job descripon • all job posngs • nofic aons and dir ecv es to consultants. Hiring : Systems within the ATS of the organizaon should be modified t o suit a diverse range of potenal talent. This could include restricted visibility for diversity specific roles check boxes within applicaon forms for diversity specific roles language assistant and any other changes that may be recommended through collaboraon with IT . ©2019 TopCHRO.com All rights reserved. 07 WHITEPAPER

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Performance Management: The HR should be inducted and trained to think and act in an emoonally in telligent manner. Following aribut es can help: Listen well Pay a enon t o non-verbal communicaon Take pride in helping other employees help them bring the best out of themselves Understand employee needs and try to meet those needs Leverage diversity create opportunies f or different kinds of people Relate well with everyone regardless of their background Be curious about new employees. Chat with them to understand their world and ideas Observe own atude and mov es while resolving disputes Remain flexible in approach Understand employee relaonships Ask colleagues for their opinions or feelings regarding a situaon Be sensiv e to others EDUCATE – THE SECOND PHASE OF THE E3 MODEL FOR INCLUSION AND DIVERSITY The second E in the model Educate is the most pervasive of the enr e framework and extends to almost every individual and stakeholder who deal with the internal and external workforce. This could involve one or many inclusions at mulple t ouch points in the enr e employee management life cycle. The key objecv e of the educate module is to sensiz e the hiring managers and senior management members to the cric ality of inclusion and diversity facilitate exposure to any statutory regulaon understand compet or best pracces and g ather external consultaon. ©2019 TopCHRO.com All rights reserved. 08 WHITEPAPER

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Learning and Development: Most organizaons with a signific ant headcount have moved to an automated Learning Management System for their employee development inia v es. It is recommended to include a diversity sensiz aon module which is specific t o the development and enhancement of empathy towards a diverse workspace. The following key aspects should be included in the module: Sensiz aon on the hiring pr ocess of a new employee of the diversity category. Sensiz aon on w orkplace conduct dos and don’ts when dealing with colleagues in the diversity category. Encouraging transparency and incenvizing emplo yees who have proven their ability and willingness to embrace the diversity inia v es in the workforce including specific points of contact in each department to whom any discrepancies are to be reported. Ensuring customized accessibility to learning and development. Ensuring LMS accessibility to employees who are physically challenged. A systemized feedback program for the employees to ensure connuous impr ovement in the diversity and inclusion specific module. Execute: The final phase of the proposed E3 model is aimed at having a broad scope of implementaon and prominence across the organizaon without being r esource intensive. To have a significant posiv e impact on the psyche of the workforce execuon of the s trategies aimed at reaching and maintaining the enterprise-wide inclusion and diversity among the workforce be carried out in a phased and mely manner. If the E3 model has been successfully adopted and in the right sequence then the workforce is educated in being inclusive and diverse. They already empathize with the challenges that the diversity segment face and overcome on a daily basis. Within the implementaon of this fr amework so far they have had a significant shi in per cepons and ha ve an enhanced sensivity . In other words it’s me f or the human resources team to move into the next phase– the execuon. The Execute module comprises a broad framework of acon poin ts that the organizaon c an impose. This must be done with adequate management approval. Non-invasive policies can ensure that the first two stages of organizaonal empa thy and educaon ar e implemented at both operaonal and management levels within the organizaon. 01 02 03 04 05 06 ©2019 TopCHRO.com All rights reserved. 09 WHITEPAPER

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EXECUTION MODULE OF THE E3 FRAMEWORK External Benchmarking and Enterprise-wide Reporng: Goal Seng and Incenv es: Quarterly Employee Survey: Inclusion and Diversity in Succession Planning: External benchmarking and enterprise-wide reporng is a tw o-phased process. The first is to gather market intelligence and consultaon fr om researchers on what current best pracces f or inclusion and diversity can be implemented acquiring talent pools of high potenal within the div ersity segments compet or intelligence and regulatory guidelines. The second phase namely the enterprise-wide reporng is an important mechanism to ensure transparency in the enr e organizaon about the implemen taon of the E3 model. A r eport on the inia v es being undertaken and milestones achieved against goals set should be compiled. This exercise is expected to lay the foundaon f or management buy-in for the ongoing efforts as well. It is important that the informaon is dissemina ted across the organizaon. Set talent acquision g oals for hiring managers to facilitate hiring and fair management of the diversity segment of the workforce. Incenviz ed mentoring plans may also be included to ensure adequate growth opportunies f or the diversity segment of the workforce. Incenv es are crucial in this largely because of the sheer amount of change management that the talent manager has to facilitate in each and every department. With the introducon of both mone tary and non-monetary incenv es enough impetus of the E3 model execuon a t the departmental and team levels can be achieved. A quarterly employee survey is recommended. It should encourage feedback from respondents about their views and opinions on the changes in producvity and perf ormance in the post-implementaon scenario. This will also allow the talent management teams to make the necessary alteraons t o opmiz e the delivery of the E3 model and be er align it to the overall goals and vision of the inclusion and diversity inia v es of the organizaon. P eriodic employee surveys will also ensure the involvement of workers of all ranks within the organizaon. The g oal here is to create a connuous f eedback loop and opmiz e the E3 framework delivery within the organizaon based on business scenarios a t any given me. Succession planning namely leadership development is a core area o en overlooked by both human resources and the board when it comes to the diversity segment of the workforce. High impact performers and potenal leader s should be idenfied ov er me within the or ganizaon and a div erse talent pool should be compiled. These performers should be developed and oriented towards leadership responsibilies on a r egular basis. Adequate preparaon and succession planning fr om these pools will put forth strong contenders for top roles in the organizaon who ma y prove to be valuable assets in the long run even in other senior management roles. ©2019 TopCHRO.com All rights reserved. 10 WHITEPAPER

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Whistleblower Protecon P olicy: The final facet of the execuon module of the en terprise-wide E3 framework implementaon is the establishment of policies protecng whis tleblowers and workers who report any discriminaon ag ainst the diverse segments of the workforce. This is important especially in distributed workforces such as sales organizaons. • A hotline to human resources with a do ed line to senior management to report any cases of harassment or discriminaon tha t opposes the vision of inclusion and diversity goals should be provided. • Employees should be encouraged to report such incidents. • Acon ag ainst the offenders must also be made public to provide significant assurance to the diversity segment as well as the rest of the organizaon demons trang tr ansparency in these inia v es. E3 Model Execuon Blueprin t: Talent Requision and Hiring Employee Manual and Handbook Orientaon f or new employees Learning and Development Modules Incenviz ed Hiring and Performance Management Regulatory Reporng and Review Scoring of Line Managers Development for a separate Diversity and Inclusion Talent Pool for Each department Ongoing support Inclusion of diversity goals. Sensiz aon pr ogram towards discriminated communies. On the goals of an inclusive and diverse workforce. Diversity goals tools to ensure growth and connuous learning of the diverse groups in the workforce. Providing hiring and performance targets for management for inclusion of a diverse workforce while providing monetary and non-monetary benefits for the managers who meet the goals. Periodic reporng fr om the line managers of the milestone achievements of the inclusion and diversity programs for each department. It should be followed by an alternate scoring system based on the extent that the goals have been achieved. Succession planning for high potenal emplo yees from the diversity talent segment through connuous learning and t ailored leadership development programs. It should be connuous. Support helpline for the targeted segments/ whistleblowers against discriminaon. COMPONENT METHOD ©2019 TopCHRO.com All rights reserved. 11 WHITEPAPER

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TALENT ACQUISITION WORKPLACE CONDUCT POLICY MANUAL LEARNING AND DEVELOPMENT PERFORMANCE MANAGEMENT Talent Requision forms Job Descripons Enterprise Intranet Query redressal point of contact Specific Circulars and Memos Code of conduct inclusion Flexibility in policies Employee Handbook Surveys and quesonnair es Specific Modules in Enterprise LMS External Consultants- Coaching for business managers External Sources Training by Non-Profits/ NGOs for empathy Inclusion in onboarding process for line managers Orientaon f or Senior Management Internal and External. Flexibility in Goal Seng Defined KRAs for business managers for promong recommended pracces. Incenviz aon f or promoon of recommended pracces. Development of high potenal employees for leadership succession through suitable leadership development programs. ©2019 TopCHRO.com All rights reserved. 12 Recommended Inclusions in SOPs: WHITEPAPER

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CONCLUSION: The need for an inclusive and diverse workforce in today’s world cannot be overstated. While it is commendable that mulna onal or ganizaons ar e making inroads into their diversity goals through several inia v es there are several segments in the global economy small and medium businesses SMBs that remain to be tapped. Similarly as naons w orld over implement more sacrosanct regulaons on inclusion and div ersity and social media provides the much needed connecon f or employees to share their experiences it becomes ever more imperav e for businesses of all sizes and sectors to adopt some form of the E3 model as outlined in this whitepaper. Stas c ally there has been a rise in the reported cases of disability gender and racial discriminaon in se veral countries and the debate surrounding it has risen equally if not in greater measure. While the E3 model offers a broad scope of simple and non-invasive implementaons it dr aws on a study of several research papers freely available stas cs and c onsultaons with human r esource managers on how an envisioned roadmap for an inclusion and diversity framework ought to be. The objecv e is to point out that inclusion and diversity in a workforce are equal parts imperav e and producv e at the same me and need not be equa ted with social inia v es of a company. Researchers have repeatedly pointed out the strong correlaons tha t exist between higher producvity sustainable growth and reduced employee turnover of a diverse workplace. The Empathy Educaon and Ex ecuon phases ha ve been designed keeping in mind the modern talent manager. The model provides for flexibility in implementaon acr oss services manufacturing and technology sectors. It also has been kept minimal with the intent of facilitang manag ement buy-in with tangible performance metrics and repeated reviews in place. No numbers have been specified to enable organizaons of all siz es and geographies to customize it according to their own needs. Equal opportunity and an-discrimina on inia v es of an organizaon ar e the onus of the talent managers and the human resources management team of an organizaon. Bec ause of the complex nature of workforce dynamics it is largely considered an uphill task but with some consideraon and effort it doesn’t have to be. The E3 model of inclusion and diversity aims to serve precisely that. ©2019 TopCHRO.com All rights reserved. 13 WHITEPAPER

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©2019 TopCHRO.com All rights reserved. 6200 Savoy Dr 630 Houston TX 77036 USA www.topchro.com © 2019 TopCHRO.com All rights reserved. This whitepaper is a property of TopCHRO.com. The whitepaper or the informaon cit ed in the whitepaper should be used for informaon purpose only . Facts and figures presented in the paper are subject to change at any me without an y prior nofic aon. Cert ain statements made in the whitepaper are forward-looking projecons. These c arry risks and uncertaines and may differ from actual events. TopCHRO™ does not guarantee applicaon or v alidity of informaon and insigh ts in the paper and will not be responsible for any loss that may arise from use of the informaon or insigh t cited in the whitepaper. Readers are advised to use their own judgment while making related decisions. ABOUT TopCHRO: TopCHRO™ is a one stop portal for best performing CHROs and other HR professionals worldwide. The elite TopCHRO™ line-up of the 100 finest CHROs is the finest group of men and women who have made an impact to the People Funcon and indus tries globally. Apart from highlighng global t op performers the portal also aims at facilitang knowledg e informaon and insigh ul discussions among HR professionals. The portal is a collecv e effort and constantly seeks opinions and inputs from meritorious HR professionals. To contribute to our knowledgebase please contact our team at askt opchro.c om Ernst Young Deloie HubSpot Department of the Prime Minister and Cabinet Australian Government ResearchGate American Sociological Associaon Department of Sociology at the University of Amsterdam Amsterdam Centre for Inequality Studies U.S. Equal Employment Opportunity Commission American Bar Associaon REFERENCES:

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