This document discusses quantitative measures for assessing inclusion in the workplace. It argues that traditional legally-mandated diversity measures often do not address underlying issues of lack of inclusion. The document presents a case study that used multiple regression analysis to identify barriers to inclusion, such as lower earnings and promotion rates for those with certain personal or educational characteristics. It suggests inclusion science as an area for behavioral research, and that quantitative measures can be used to train managers and hold them accountable for improving inclusion.
Session delivered as part of The Conference Board Diversity and Inclusion New Leaders Academy aimed to train new practitioners in the D&I field about relevant metrics. Four types of metrics are covered: profitability (impact of diversity in performance), workforce representation (cascading gender goals), inclusion and flexibility.
1. The document discusses approaches to measuring social inclusion across nations and cultures, which is challenging due to differing meanings of inclusion in different contexts.
2. Several existing approaches to measuring inclusion through indicators are reviewed, including those focusing on dimensions of economic, political, and social inclusion.
3. Key lessons highlighted include the need for measures that have both contextual relevance and some degree of universalism, while avoiding too many indicators that could obscure meaningful measures. The way forward emphasizes measures that are accessible, measurable, robust, reliable, comparable, culturally sensitive, adaptable, grounded in theory, and relevant.
How Collaboration Can Change the World: Inclusion and DiversityAyelet Baron
This document discusses how inclusion and diversity can change the world and be a business enabler. It proposes a plan to move an organization from independent processes around inclusion and diversity to a transformational collaboration. The plan involves driving awareness, ensuring management understands the business importance, providing tools for integration into daily activities, securing a shift in behaviors, and integrating inclusion and diversity as the organization expands into emerging markets.
The document discusses the importance of diversity and inclusion in the workplace, defining key terms and outlining best practices for effectively managing diversity such as emphasizing its value, eliminating misconceptions, improving management, and developing greater productivity while enhancing human relations by respecting differences among all individuals. It also addresses challenges like discrimination and biases that can arise without proper diversity management.
This document provides information about Dunlap School District 323, including enrollment data from 2002-2012, demographic trends, free and reduced lunch percentages, and test score averages. It discusses the importance of teamwork, collaboration, and shared leadership for successful organizations. It outlines the district's strategic planning process, which includes stakeholder participation, data review, identifying strengths and areas for improvement, and establishing a mission, vision, values, goals and strategies. Key leadership teams at the district, building, and classroom levels are responsible for communicating and monitoring progress on strategic plans.
The survey found:
1) Over 60% of respondents believed their organization responded well to 2011 challenges, and nearly 80% made changes to sales and marketing strategies.
2) Respondents generally gave their organization an A or B for keeping existing customers in 2011, but lower grades for getting new customers.
3) Looking ahead, respondents said their organization needs to successfully execute plans, have new product successes, and better connect with customers to maximize 2012 success.
Larry Dowell - Insights from the 2012 MACE Compensation & Benefits SurveyDowell Management
The document is a summary of the 2012 MACE Compensation & Benefits Survey. It provides information on participation, demographics of chamber executives, compensation and benefits. Key findings include that participation was up from 2010, the average age of a chamber executive is 44.7, the average salary is $65,239, and around half of chambers contribute to medical insurance costs.
1) The document discusses different approaches to business development, including hunting for new customers through cold calling and networking, fishing for leads by promoting your business online, and farming existing customer relationships.
2) It provides tips for capturing new business such as developing a capture plan, customer and competitor analysis, and engagement actions.
3) Different sales approaches like order taking, hunting, fishing, and farming are outlined, noting the benefits and challenges of each.
Session delivered as part of The Conference Board Diversity and Inclusion New Leaders Academy aimed to train new practitioners in the D&I field about relevant metrics. Four types of metrics are covered: profitability (impact of diversity in performance), workforce representation (cascading gender goals), inclusion and flexibility.
1. The document discusses approaches to measuring social inclusion across nations and cultures, which is challenging due to differing meanings of inclusion in different contexts.
2. Several existing approaches to measuring inclusion through indicators are reviewed, including those focusing on dimensions of economic, political, and social inclusion.
3. Key lessons highlighted include the need for measures that have both contextual relevance and some degree of universalism, while avoiding too many indicators that could obscure meaningful measures. The way forward emphasizes measures that are accessible, measurable, robust, reliable, comparable, culturally sensitive, adaptable, grounded in theory, and relevant.
How Collaboration Can Change the World: Inclusion and DiversityAyelet Baron
This document discusses how inclusion and diversity can change the world and be a business enabler. It proposes a plan to move an organization from independent processes around inclusion and diversity to a transformational collaboration. The plan involves driving awareness, ensuring management understands the business importance, providing tools for integration into daily activities, securing a shift in behaviors, and integrating inclusion and diversity as the organization expands into emerging markets.
The document discusses the importance of diversity and inclusion in the workplace, defining key terms and outlining best practices for effectively managing diversity such as emphasizing its value, eliminating misconceptions, improving management, and developing greater productivity while enhancing human relations by respecting differences among all individuals. It also addresses challenges like discrimination and biases that can arise without proper diversity management.
This document provides information about Dunlap School District 323, including enrollment data from 2002-2012, demographic trends, free and reduced lunch percentages, and test score averages. It discusses the importance of teamwork, collaboration, and shared leadership for successful organizations. It outlines the district's strategic planning process, which includes stakeholder participation, data review, identifying strengths and areas for improvement, and establishing a mission, vision, values, goals and strategies. Key leadership teams at the district, building, and classroom levels are responsible for communicating and monitoring progress on strategic plans.
The survey found:
1) Over 60% of respondents believed their organization responded well to 2011 challenges, and nearly 80% made changes to sales and marketing strategies.
2) Respondents generally gave their organization an A or B for keeping existing customers in 2011, but lower grades for getting new customers.
3) Looking ahead, respondents said their organization needs to successfully execute plans, have new product successes, and better connect with customers to maximize 2012 success.
Larry Dowell - Insights from the 2012 MACE Compensation & Benefits SurveyDowell Management
The document is a summary of the 2012 MACE Compensation & Benefits Survey. It provides information on participation, demographics of chamber executives, compensation and benefits. Key findings include that participation was up from 2010, the average age of a chamber executive is 44.7, the average salary is $65,239, and around half of chambers contribute to medical insurance costs.
1) The document discusses different approaches to business development, including hunting for new customers through cold calling and networking, fishing for leads by promoting your business online, and farming existing customer relationships.
2) It provides tips for capturing new business such as developing a capture plan, customer and competitor analysis, and engagement actions.
3) Different sales approaches like order taking, hunting, fishing, and farming are outlined, noting the benefits and challenges of each.
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
How to Fire Your Boss and Start Your Own Consulting BusinessBayCHI
This document provides advice on how to build a successful consulting practice by leaving your current job. It recommends focusing on marketing rather than sales, using speaking engagements as your main marketing strategy. It also suggests using metrics to track your progress, such as leads generated from speeches and placements per principal per month. Case studies are presented of how Product Development Consulting, Inc. implemented this approach to achieve growth and regular invitations from Fortune 500 companies.
Are your senior leaders leading the charge to realizing a bottom-line payoff from diversity and inclusion? We are all aware of the need for top management “buy-in” for D&I. But turning head nods into consistent, visible and impactful actions by senior leaders is often a much greater challenge. This session will explore the missing links between verbal endorsement and active role modeling and ownership for D&I accountability. It will present ways to increase the likelihood that senior managers will make inclusive, culturally competent behaviors part of their leadership style and a “diversity lens” part of their business decision-making. We’ll suggest approaches to increase hands-on participation in strategy development, in-depth dialogue with diverse constituencies and expectation setting for their own subordinates. Potential measures of progress for this aspect of D&I change will also be discussed.
What Participants Will Learn:
What senior leader behaviors have the greatest impact on D&I progress.
How to more fully engage leaders in creating and implementing D&I strategy and in role modeling of inclusive behaviors.
What cultural competence is and why it’s important for leaders.
Approaches to measuring progress in increasing top management’s D&I leadership.
Being a truly sustainable design or construction company is about more than just being able to deliver LEED projects. It's about aligning overall company management and operations with the demands of integrated design and collaborative relationships and measuring company performance as a result. Whether your company delivers LEED projects or not, there are proven strategies that you can use to deliver higher-performance projects and more efficient and effective processes to be a truly sustainable company. This interactive workshop builds your capacity to implement these strategies in the most cost-effective way and provides tools to enable you to implement these strategies in your company. This course offers 8 AIA SD CEU and 8 GBCI CE.
Participants will being able to:
-Define clear, measurable self-assessment of your company's capability.
-List issues your company needs to address.
-List systems, processes and resources that your company needs to address.
-Draft a plan to address these issues, systems, processes and resources gaps.
-Convey how to align profitability, quality control, knowledge transfer, and other elements with green project delivery to the leaders in your company.
-Understand how the Certification process may apply to you company.
Learn more at www.greenroundtable.org/training.
Marcelino De Santiago describes his leadership style as collaborative, candid, and honest. He likes to empower and motivate teams to find the best solutions. His greatest contribution to organizations is detecting opportunities to apply sustainable processes and procedures to improve quantifiable financial results. The most gratifying part of his work is implementing changes to working culture that inspire leadership and improve operations results through developing leaders focused on communication, execution, and teamwork. A clear vision and communicating that vision to employees is the backbone of a company's success. His engineering background has helped develop his analytical and problem-solving skills to assess issues and improve KPIs across functional areas in organizations.
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
Predicting Entrepreneurial Intention PresentationJuan A. Moriano
Interest in entrepreneurship is growing in many countries due to the close link between new venture creation and economic development (Reynolds, Bygrave, Autio, Cox and Hay, 2002). From a psychological standpoint, the entrepreneurship research resorts to psychosocial variables, such as motivations, personality traits, attitudes, abilities, and others, to account for the entrepreneurial behavior. Psychological literature has shown that intentions are the best predictor of planned behavior (Ajzen, 1991). Venture creation emerges over time and involves a considerable planning, making entrepreneurship a type of planned behavior (Bird, 1988; Katz and Gartner, 1988; Krueger, Reilly and Carsrud, 2000) for which intention models are ideally suited.
In this study the theory of planned behavior (Ajzen, 1991) is the framework to explain the entrepreneurial intention. A sample of 2195 Spanish students (57.9% female), with an average age of 22 years and currently facing important career decisions, filled out a survey with different scales tapping intentions, attitudes, social norms and self-efficacy.
Relationships between attitudes, social norms, self-efficacy and entrepreneurial intention were examined through SEM (Structural Equation Modeling). Although, only 13.5% of the students showed more intention to work as self-employees than as employees, attitudes, subjective norms and self-efficacy explained about 25% of the variance of entrepreneurial intention, thus confirming the validity of the proposed model.
The survey summarizes compensation and benefits data from chambers of commerce across several Midwestern states. It found that the average annual base salary for a chief paid executive is $65,239, though salaries vary widely from $23,900 to $190,000. Approximately half of chambers contribute to the cost of employees' medical insurance. Membership levels and budgets impact compensation levels, with larger chambers paying higher salaries on average.
The document discusses good practices for promoting gender equality in the workplace. It describes JUMP, an organization that provides tools and support to help women advance their careers and encourages companies to promote better gender diversity. The document also outlines McKinsey's gender diversity ecosystem model and lists 10 commandments for achieving gender balancing, including making it a strategic priority, holding managers accountable, and recognizing flexible career paths. European data shows that while progress has been made, implementation of gender diversity measures remains low, especially in small companies.
Good practices in gender equality in the workplacejumpforwomen
The document discusses good practices for promoting gender equality in the workplace. It describes JUMP, an organization that provides tools and support to help women advance their careers and encourages companies to promote better gender diversity. The document also outlines McKinsey's gender diversity ecosystem model and lists 10 commandments for achieving gender balancing, including making it a strategic priority, holding managers accountable, and recognizing flexible career paths. European data shows that implementation of gender diversity measures remains low, especially among small companies.
Building Resilience In The Workplace Chapter (2)derekmowbray
1) The document discusses building resilience in organizations through a primary prevention program to promote mental health and wellbeing at work.
2) It outlines problems within organizations like high turnover and absenteeism due to stress, as well as a proposed strategy called "STOP stress at work" to prevent stress.
3) The strategy focuses on assessing and building trust and commitment between organizations, leaders, and employees to create a supportive culture and prevent stress from occurring.
This document summarizes key findings from a SHRM survey on organizational commitment to diversity and inclusion. The main points are:
1) The majority of companies reported that human resources is responsible for implementing (65%) and leading (62%) diversity initiatives.
2) About 1 in 5 companies use internal diversity groups like committees or councils. These groups help augment business efforts for 72% of organizations that use them.
3) The percentage of organizations with staff exclusively dedicated to diversity dropped from 21% in 2005 to 13% in 2011.
5th Annual Global Diversity Seminar Barcelona, Pepsi Presentation by Maurcie CoxIcon Group Innovations
Maurice Cox gave a keynote presentation on the future of diversity & Inclusion for corporates at the 5th Annual Global Diversity & Inclusion Seminar in Barcelona.
Worldwide Trends in Employee Retention ReportAchieveGlobal
Whether you're thriving in a rapidly expanding bull market or floundering to escape the grips of a bear market, attracting and retaining talented employees is key to long-term success. How do you create a competent, competitive, committed workforce? How do you incent your employees to maximize performance and remain engaged? And perhaps most important, how do you ensure your best employees stay?
Guo Xin is a senior partner and managing director at Mercer in Greater China, as well as the chairman of Marsh & McLennan Companies in China. He has expertise in strategic organization structure, business processes, and HR systems. His experience includes working with both local private/listed companies and multinationals in China and the US. Today's discussion will cover setting the scene in China, attracting and retaining top talent, ensuring compliance with local legislation, moving critical staff to China, and ensuring success in M&A expansion.
National Organization on Disability and the Bridges to Business ProgramDiscoverAbility NJ
The National Organization on Disability (NOD) is a 29-year old non-profit focused on increasing employment for people with disabilities. Its mission is to expand participation of Americans with disabilities in all aspects of life. NOD works with employers through its Bridges to Business initiative to increase hiring, retention, and advancement of people with disabilities. The initiative partners with employers, service providers, and state agencies to assess employers' needs and improve their disability hiring practices.
The document discusses applying lean principles to business processes and administrative functions, not just manufacturing operations. It provides an overview of common constraints that arise from support areas like sales, purchasing, engineering, and accounting. These constraints can inhibit improvements achieved on the shop floor. The author advocates using tools like strategic alignment, process mapping, and value stream analysis to identify waste and constraints in business processes. Addressing these administrative constraints through techniques like standard work and visual management can help sustain lean initiatives and further reduce bottlenecks to operations.
The document discusses change management and outlines an 8-step process for continuous process improvement. It identifies common cultural types in organizations and how they can present barriers to change. The document also examines the characteristics of successful and unsuccessful change initiatives, barriers to change, and elements needed to successfully implement change.
HRM Employee Value Proposition Survey Resultsgmorris1974
This document summarizes the results of a survey on employee value propositions conducted by HRM Recruitment Group. Over 10,000 executive employees across various industries and functions participated in the survey. Key findings include:
- After salary, annual leave is the most important compensation element, while company cars are the least important.
- Career stability is the most important career development factor.
- Respect and leadership calmness are the most important cultural elements.
- Work-life balance is most important for specialists, while the reporting manager is most important for professional services.
- Establishing rapport and showing interest are the top hiring process influencers.
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
How to Fire Your Boss and Start Your Own Consulting BusinessBayCHI
This document provides advice on how to build a successful consulting practice by leaving your current job. It recommends focusing on marketing rather than sales, using speaking engagements as your main marketing strategy. It also suggests using metrics to track your progress, such as leads generated from speeches and placements per principal per month. Case studies are presented of how Product Development Consulting, Inc. implemented this approach to achieve growth and regular invitations from Fortune 500 companies.
Are your senior leaders leading the charge to realizing a bottom-line payoff from diversity and inclusion? We are all aware of the need for top management “buy-in” for D&I. But turning head nods into consistent, visible and impactful actions by senior leaders is often a much greater challenge. This session will explore the missing links between verbal endorsement and active role modeling and ownership for D&I accountability. It will present ways to increase the likelihood that senior managers will make inclusive, culturally competent behaviors part of their leadership style and a “diversity lens” part of their business decision-making. We’ll suggest approaches to increase hands-on participation in strategy development, in-depth dialogue with diverse constituencies and expectation setting for their own subordinates. Potential measures of progress for this aspect of D&I change will also be discussed.
What Participants Will Learn:
What senior leader behaviors have the greatest impact on D&I progress.
How to more fully engage leaders in creating and implementing D&I strategy and in role modeling of inclusive behaviors.
What cultural competence is and why it’s important for leaders.
Approaches to measuring progress in increasing top management’s D&I leadership.
Being a truly sustainable design or construction company is about more than just being able to deliver LEED projects. It's about aligning overall company management and operations with the demands of integrated design and collaborative relationships and measuring company performance as a result. Whether your company delivers LEED projects or not, there are proven strategies that you can use to deliver higher-performance projects and more efficient and effective processes to be a truly sustainable company. This interactive workshop builds your capacity to implement these strategies in the most cost-effective way and provides tools to enable you to implement these strategies in your company. This course offers 8 AIA SD CEU and 8 GBCI CE.
Participants will being able to:
-Define clear, measurable self-assessment of your company's capability.
-List issues your company needs to address.
-List systems, processes and resources that your company needs to address.
-Draft a plan to address these issues, systems, processes and resources gaps.
-Convey how to align profitability, quality control, knowledge transfer, and other elements with green project delivery to the leaders in your company.
-Understand how the Certification process may apply to you company.
Learn more at www.greenroundtable.org/training.
Marcelino De Santiago describes his leadership style as collaborative, candid, and honest. He likes to empower and motivate teams to find the best solutions. His greatest contribution to organizations is detecting opportunities to apply sustainable processes and procedures to improve quantifiable financial results. The most gratifying part of his work is implementing changes to working culture that inspire leadership and improve operations results through developing leaders focused on communication, execution, and teamwork. A clear vision and communicating that vision to employees is the backbone of a company's success. His engineering background has helped develop his analytical and problem-solving skills to assess issues and improve KPIs across functional areas in organizations.
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
Predicting Entrepreneurial Intention PresentationJuan A. Moriano
Interest in entrepreneurship is growing in many countries due to the close link between new venture creation and economic development (Reynolds, Bygrave, Autio, Cox and Hay, 2002). From a psychological standpoint, the entrepreneurship research resorts to psychosocial variables, such as motivations, personality traits, attitudes, abilities, and others, to account for the entrepreneurial behavior. Psychological literature has shown that intentions are the best predictor of planned behavior (Ajzen, 1991). Venture creation emerges over time and involves a considerable planning, making entrepreneurship a type of planned behavior (Bird, 1988; Katz and Gartner, 1988; Krueger, Reilly and Carsrud, 2000) for which intention models are ideally suited.
In this study the theory of planned behavior (Ajzen, 1991) is the framework to explain the entrepreneurial intention. A sample of 2195 Spanish students (57.9% female), with an average age of 22 years and currently facing important career decisions, filled out a survey with different scales tapping intentions, attitudes, social norms and self-efficacy.
Relationships between attitudes, social norms, self-efficacy and entrepreneurial intention were examined through SEM (Structural Equation Modeling). Although, only 13.5% of the students showed more intention to work as self-employees than as employees, attitudes, subjective norms and self-efficacy explained about 25% of the variance of entrepreneurial intention, thus confirming the validity of the proposed model.
The survey summarizes compensation and benefits data from chambers of commerce across several Midwestern states. It found that the average annual base salary for a chief paid executive is $65,239, though salaries vary widely from $23,900 to $190,000. Approximately half of chambers contribute to the cost of employees' medical insurance. Membership levels and budgets impact compensation levels, with larger chambers paying higher salaries on average.
The document discusses good practices for promoting gender equality in the workplace. It describes JUMP, an organization that provides tools and support to help women advance their careers and encourages companies to promote better gender diversity. The document also outlines McKinsey's gender diversity ecosystem model and lists 10 commandments for achieving gender balancing, including making it a strategic priority, holding managers accountable, and recognizing flexible career paths. European data shows that while progress has been made, implementation of gender diversity measures remains low, especially in small companies.
Good practices in gender equality in the workplacejumpforwomen
The document discusses good practices for promoting gender equality in the workplace. It describes JUMP, an organization that provides tools and support to help women advance their careers and encourages companies to promote better gender diversity. The document also outlines McKinsey's gender diversity ecosystem model and lists 10 commandments for achieving gender balancing, including making it a strategic priority, holding managers accountable, and recognizing flexible career paths. European data shows that implementation of gender diversity measures remains low, especially among small companies.
Building Resilience In The Workplace Chapter (2)derekmowbray
1) The document discusses building resilience in organizations through a primary prevention program to promote mental health and wellbeing at work.
2) It outlines problems within organizations like high turnover and absenteeism due to stress, as well as a proposed strategy called "STOP stress at work" to prevent stress.
3) The strategy focuses on assessing and building trust and commitment between organizations, leaders, and employees to create a supportive culture and prevent stress from occurring.
This document summarizes key findings from a SHRM survey on organizational commitment to diversity and inclusion. The main points are:
1) The majority of companies reported that human resources is responsible for implementing (65%) and leading (62%) diversity initiatives.
2) About 1 in 5 companies use internal diversity groups like committees or councils. These groups help augment business efforts for 72% of organizations that use them.
3) The percentage of organizations with staff exclusively dedicated to diversity dropped from 21% in 2005 to 13% in 2011.
5th Annual Global Diversity Seminar Barcelona, Pepsi Presentation by Maurcie CoxIcon Group Innovations
Maurice Cox gave a keynote presentation on the future of diversity & Inclusion for corporates at the 5th Annual Global Diversity & Inclusion Seminar in Barcelona.
Worldwide Trends in Employee Retention ReportAchieveGlobal
Whether you're thriving in a rapidly expanding bull market or floundering to escape the grips of a bear market, attracting and retaining talented employees is key to long-term success. How do you create a competent, competitive, committed workforce? How do you incent your employees to maximize performance and remain engaged? And perhaps most important, how do you ensure your best employees stay?
Guo Xin is a senior partner and managing director at Mercer in Greater China, as well as the chairman of Marsh & McLennan Companies in China. He has expertise in strategic organization structure, business processes, and HR systems. His experience includes working with both local private/listed companies and multinationals in China and the US. Today's discussion will cover setting the scene in China, attracting and retaining top talent, ensuring compliance with local legislation, moving critical staff to China, and ensuring success in M&A expansion.
National Organization on Disability and the Bridges to Business ProgramDiscoverAbility NJ
The National Organization on Disability (NOD) is a 29-year old non-profit focused on increasing employment for people with disabilities. Its mission is to expand participation of Americans with disabilities in all aspects of life. NOD works with employers through its Bridges to Business initiative to increase hiring, retention, and advancement of people with disabilities. The initiative partners with employers, service providers, and state agencies to assess employers' needs and improve their disability hiring practices.
The document discusses applying lean principles to business processes and administrative functions, not just manufacturing operations. It provides an overview of common constraints that arise from support areas like sales, purchasing, engineering, and accounting. These constraints can inhibit improvements achieved on the shop floor. The author advocates using tools like strategic alignment, process mapping, and value stream analysis to identify waste and constraints in business processes. Addressing these administrative constraints through techniques like standard work and visual management can help sustain lean initiatives and further reduce bottlenecks to operations.
The document discusses change management and outlines an 8-step process for continuous process improvement. It identifies common cultural types in organizations and how they can present barriers to change. The document also examines the characteristics of successful and unsuccessful change initiatives, barriers to change, and elements needed to successfully implement change.
HRM Employee Value Proposition Survey Resultsgmorris1974
This document summarizes the results of a survey on employee value propositions conducted by HRM Recruitment Group. Over 10,000 executive employees across various industries and functions participated in the survey. Key findings include:
- After salary, annual leave is the most important compensation element, while company cars are the least important.
- Career stability is the most important career development factor.
- Respect and leadership calmness are the most important cultural elements.
- Work-life balance is most important for specialists, while the reporting manager is most important for professional services.
- Establishing rapport and showing interest are the top hiring process influencers.
Similar to Measuring Inclusion in the Workplace (20)
1. MEASURING INCLUSION IN THE
WORKPLACE
Marc Bendick, Jr.
Mary Lou Egan
www.bendickegan.com
Presidential Session on “Launching Diversity Science”
American Psychological Association Annual Conference
San Francisco August 2007
2. Quantitative measures are at the center of our strategy
for workplace change, because--
Parallelism: Quantitative measures make workforce diversity look
and feel like other goals managers are used to achieving.
Motivation: Measurement can document unconscious bias
which employers often do not recognize.
Implementation: Managers deliver what they are held
accountable for.
Direction: Measures define the problem,
which then defines the solution.
2
3. Legally-mandated measures (Table 1) are often not
well matched to today’s predominant workplace
discrimination problems.
In many workplaces, 1967’s “inexorable zero” has given
way to 2007’s “diversity without inclusion.”
Encapsulated actions can meet representation goals
without ensuring sustainability.
Piecemeal analysis leads to group-specific solutions
which are often divisive and ineffective (e.g., promotional
goals and timetables, “mommy track”).
Fundamental Issue: These measures treat
employee diversity as the problem, not as
symptoms of an underlying problem: lack
of organizational inclusion.
3
4. Table 1. Representation of one racial minority group
in one unit of an upscale restaurant chain, 2006.
Employees on 6/30/06 2000
Job Total Minority Census Shortfall Standard
Title Employees % Minority % % # Deviations
Manager 6 0.0% 22.6% - 22.6% - 1.4 - 1.3
Chef 5 20.0% 39.0% - 19.0% - 1.0 - 0.9
Cook 16 35.7% 41.2% - 5.5% - 0.9 - 0.4
Dishwasher 6 50.0% 32.5% + 17.5% + 1.1 + 0.9
Bartender 5 0.0% 19.5% - 19.5% - 1.0 - 1.1
Server 42 4.8% 21.7% -16.9% -7.1 -2.7*
Busser 7 42.9% 33.4% + 9.5% + 0.7 + 0.5
* p < .05
4
5. Diagnosis: To measure inclusion at one firm, we first identified
all characteristics which might divide in-groups from out-
groups. Ingroups are defined by modal values.
Modal Modal
Cultural & Personal Education & Experience
Characteristics Characteristics
White English native language
Male Degrees from 20 “core”
Age 36-55 universities
Grew up in US or Europe No degrees outside business
US or European citizen Outside experience < 8 years
English native language All outside work in same
industry
Married w/ dependents With firm > 8 years
< 1 career shifts within firm
5
6. Diagnosis: Negative coefficients in multiple cells show
barriers to inclusion at this firm are systemic, not group-
specific or process-specific.
Multiple regression coefficients controlling for
productivity-related characteristics
Out - Group Annual Probability is Probability of
Characteristics Earnings a Manager Inter-Dept. Mobility
Cultural & Personal
Characteristics - 14.5% - 40.4% - 79.0%
Educational &
Experience - 9.7% - 26.8% - 89.6%
Characteristics
6
7. Implementation: The same measures can be used to
train managers to focus on the firm’s inclusion, not
employee diversity.
Annual Earnings,
Professionals
& Managers
$250K
$200K
$150K
$100K
0 1 2 3 4 5 6 7 8+
Number of Out-Group Characteristics
7
8. Implementation: The measures can also be used to hold
individual managers accountable.
Number of Metrics Dept. is Significantly Above Co. Avg.
8 Dept. A
7
6 Dept. B
5
4 Dept. C
3 Dept. D Dept . E Dept. F
2 Dept. G Dept. L Dept. O
1 Dept. K Dept. N
Dept.M
0 Dept. H Dept J
0 1 2 3 4 5 6 7 8
8
Number of Metrics on which Dept. is Significantly Below Co. Avg.
9. Implications for “Launching Diversity Science”
Launch “Inclusion Science.”
Companies – and society – have a major stake in
correct workforce diversity management.
Behavioral science contributions, which are key to
sustainable inclusion, are currently under-utilized
or mis-utilized.
9
10. For Further Reading
American Bar Association (2006). Visible invisibility, Women of color in law firms.
Chicago: American Bar Association Commission on Women in the Profession.
Bendick, M., Jr. & Egan, M.L. (2000). “Changing workplace cultures to reduce
employment discrimination.” Presentation, Urban Institute.*
Bendick, Jr., M, Egan, M, & Lofhjelm, S. (2001). “Diversity training, From legal
compliance to organizational development.” Human Resource Planning 24, 10-25.*
Bielby, W. (2000). “Minimizing workplace gender and racial bias.” Contemporary
Sociology 29, 120-129.
Dobbin, F., Kalev, A., & Kelly, E. (2006). “Best practices or best guesses?
Assessing the efficacy of corporate affirmative action and diversity policies.”
American Sociological Review 71, 589-617.
Egan, M.L. (forthcoming, 2007). “Teaching multicultural management: Creating
stereotypes or ensuring cultural competence?” *
Hewlett, D., & Bendick, Jr., M. (forthcoming, 2007). “Enhancing women’s inclusion
in firefighting.” *
*available at www.bendickegan.com/publications 10