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Putting Diversity and Inclusion at the Heart of Employee Engagement

Engage for Success
May. 10, 2017
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Putting Diversity and Inclusion at the Heart of Employee Engagement

  1. Putting diversity and inclusion at the heart of employee engagement July 2015
  2. “Engagement is not a one size fits all…” Doug Crawford
  3. Difference creates opportunity
  4. Inclusion creates the culture to sustain it
  5. Diversity: what is it in its broadest sense? Every way in which any mixture of people has both similarities and differences It begins and ends with the individual. It is about a culture where people feel respected and valued, and can contribute to their fullest potential to help their organisation achieve its objectives. It involves sustained and long-term strategic effort that, when led and managed effectively, will improve performance and problem solving. It’s happening when individuals’ different perspectives and experiences are embraced in finding the best ways to serve the public and customers. InclusionDiversity
  6. Why is it important? The UK workforce is diverse, e.g. WOMEN MAKE UP 46% OF WORKFORCE 81% OF 25- 49 YEAR- OLDS ARE IN EMPLOYMENT 14% OF OUR POPULATION ISNON-WHITE ETHNIC SIGNIFICANT INCREASE IN THOSE WHO FOLLOW NON- CHRISTIAN RELIGIONS (5.5% TO 8.2%) THERE ARE OVER 1.7 MILLION GAY PEOPLE IN UK WORKFORCE 67% OF 50- 64 YEAR- OLDS ARE IN EMPLOYMENT MILLENNIALS WILL COMPRISE MORE THAN 50% OF WORKFORCE BY 2025 1 IN 6 OF THE UK WORKFORCE CURRENTLY HAS A MENTAL HEALTH ISSUE
  7. Why is it important? The legal case The moral case The business case
  8. Organisations which are more diverse and inclusive perform better… People • Reduced recruitment costs and a wider talent pool from which to recruit • Raised employee motivation, productivity and enhanced employee wellbeing and employer brand Product • Generation of new ideas and better products and services for customers • Better understanding of customers and markets Performance • There is a positive quantitative link between gender diversity at senior levels and financial performance • An inclusive culture is a key underpinner of successful major
  9. What’s the reality? According to ‘Diverse Voices’ report by IPA and astar-fanshawe • Despite facing a labour market disadvantage and barriers to workplace equality, women were more engaged than men, although they feel less able to express their voice at work. • The youngest workers tended to score higher on employee engagement and this decreased progressively with age until the former default retirement age of 65 from where it rose sharply. • There was a significant and worrying gap in terms of disability – with disabled employees far less engaged than their non-disabled colleagues. • There were no significant differences in terms of sexual orientation, ethnicity or religion.
  10. Engagement data may not always reflect equality, opportunity and performance, e.g. While 90% of NHS staff surveyed feel ‘trusted to do their job’, almost a quarter (24 percent) of NHS staff said that they experienced harassment, bullying or abuse from their manager or other colleagues in 2014. Black and minority ethnic staff in the NHS are more likely to be bullied and harassed. “The greater the proportion of staff from a black or minority ethnic (BME) background who report experiencing discrimination at work in the previous 12 months, the lower the levels of patient satisfaction.” Yvonne Coghill, August 2013
  11. Diversity & inclusion is not always embedded into working behaviour, e.g. The 2014 Power of Diversity research found that while 84% of City workers said their company was committed to diversity from the top, only 15% of mid-level managers felt their leaders’ actions were consistent with their words.
  12. The challenge is to mainstream diversity and inclusion
  13. What are some of the barriers? DISCRIMINATION IN-GROUPS, OUT-GROUPS D&I IS NOT INTEGRATED WITH ORGANISATION LACK OF RECOGNITION WHITE MANAGERS ANXIETY LACK OF FLEXIBLE WORKING ORGANISATIONAL CULTURE LACK OF AWARENESS OF WHAT D&I MEANS NO CONSIDERATION ABOUT DIFFERENCE NO LINK TO ORGANISATION PURPOSE OR MISSION UNCONSCIOUS BIAS LACK OF COMPLIANCE NO DIVERSITY AT BOARD LEVEL ISSUES OF BULLYING AND HARRASSMENT
  14. Put D&I at the centre of your strategy Strategic Narrative Engaging Managers Employee Voice Integrity The best organisations show how diversity and inclusion is central to the lives and success of colleagues, customers and the organisation Managers can better engage and develop their people through greater understanding of difference and creating a more inclusive working environment Voice is critical to tackling discrimination and bullying, opening up opportunities, generating innovation and creating a listening culture The ability to treat employees with respect, acknowledging difference and managing inclusion truly reveals an organisation’s integrity
  15. Leaders lead on the narrative and change Leaders need to make a direct and conscious choice that increased diversity will enhance their organisation’s performance Leadership should start a conversation throughout the organisation to develop the story of what diversity means and how it will enhance the organisation’s performance Leaders need to recognise that to increase diversity they need to drive change in structures and processes and allocate resources to that change
  16. Help managers to build inclusive team cultures Engaging behaviours Developmental behaviours Hearing their concerns, ideas & opinions Finding out what their talents are Appreciating their culture Coaching them for performance Empowering them Developing them for promotion Research shows that employees score their managers lowest in those behaviours which help people foster inclusion (Ian Dodds Consulting)
  17. Show employees that their voices are heard Formal or informal employee networks Surveys and feedback Managers and performance reviews
  18. Show the integrity to sustain the culture Tackle discrimination and bullying Provide training to raise awareness of unconscious bias Proof the recruitment, career framework and promotion and performance appraisal processes to ensure they are conducted in a bias- free manner Measure progress
  19. The engagement opportunity A whitepaper to take the debate forward Give organisations and practitioners the insight, responsibility and confidence to mainstream diversity and inclusion. A conference to help companies make D&I the engagement opportunity Share case studies and best practice examples through Engage for Success
  20. Leveraging the Power of Inclusion for high engagement takes long-term strategic effort, involving 5 stages STAGE 1 Unfreeze STAGE 2 Mobilise STAGE 3 Realise STAGE 4 Embed STAGE 5 Sustain Diagnostic to find out what is helping and hindering inclusion for different diversity groups Set up a D&I Steering Group to formulate a vision of success through inclusion & a strategy to deliver it Implement the Diversity & Inclusion strategy 1. Senior managers role model inclusive behaviour 2. Ensure management processes & systems are inclusive 1. Communicate Diversity & Inclusion success stories 2. Keep up to date on Diversity & Inclusion best practices
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