Prioritizing Diversity and Inclusion: The ROI of D&I
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Cielo D&I expert Anne Bucher shares why it is important to prioritize diversity and inclusion, the current trends we’re seeing, and the steps organizations can take to put a winning plan in place to achieve their D&I goals. View these slides to learn more about: Identifying your D&I gaps Improving candidate communication Creating diverse talent pools How to measure success
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Prioritizing Diversity and Inclusion: The ROI of D&I
- 1. Anne Bucher, SVP, Cielo PRIORITIZING DIVERSITY AND INCLUSION The ROI of D&I
- 2. 2WE BECOME YOU™ Cielo, Inc. MEET CIELO
- 3. 3WE BECOME YOU™ • ROI & Reality of D&I • Common Obstacles • D&I Cycle • Cielo’s Philosophy • Three Key Questions TODAY’S WEBINAR
- 4. 4WE BECOME YOU™ ROI & REALITY OF D&I A real competitive advantage for organizations 34% Higher profits for companies that promote women 22% Lower turnover rate for companies with an inclusive culture 39% Higher customer satisfaction 22% Increase in productivity ROI Sources: Deloitte Diversity & Inclusion Research; PwC Global Diversity & Inclusion Survey
- 5. 5WE BECOME YOU™ ROI & REALITY OF D&I A real competitive advantage for organizations 34% Higher profits for companies that promote women 22% Lower turnover rate for companies with an inclusive culture 39% Higher customer satisfaction 22% Increase in productivity 87% D&I is a priority 42% Feel diversity is a barrier to progression at their organization 28% D&I leader in C-Suite 10% Reach highest level of maturity ROI REALITY Sources: Deloitte Diversity & Inclusion Research; PwC Global Diversity & Inclusion Survey
- 6. 6WE BECOME YOU™ ROI & REALITY OF D&I A real competitive advantage for organizations 34% Higher profits for companies that promote women 22% Lower turnover rate for companies with an inclusive culture 39% Higher customer satisfaction 22% Increase in productivity ROI Sources: Deloitte Diversity & Inclusion Research; PwC Global Diversity & Inclusion Survey Inclusive leaders drive organizational growth and lead to better business performance 87% D&I is a priority 42% Feel diversity is a barrier to progression at their organization 28% D&I leader in C-Suite 10% Reach highest level of maturity REALITY
- 7. 7WE BECOME YOU™ COMMON OBSTACLES Despite best intentions, organizations lack the planning, technology solutions, and metrics to affect the change they want both operationally and culturally.
- 8. 8WE BECOME YOU™ DIVERSITY & INCLUSION CYCLE Talent Acquisition and Talent Management ASSESSING •Focus on diverse interview panels - not diverse candidate slates PROMOTING •Include D&I in Talent Review process and Succession Planning FINDING •Focus activity & Sourcing metrics on your under- represented groups
- 9. 9WE BECOME YOU™ DIVERSITY & INCLUSION CYCLE Talent Acquisition and Talent Management ASSESSING •Focus on diverse interview panels - not diverse candidate slates PROMOTING •Include D&I in Talent Review process and Succession Planning FINDING •Focus activity & Sourcing metrics on your under- represented groups
- 10. 10WE BECOME YOU™ FINDING Focus activity & Sourcing metrics on your under-represented groups Inclusive Communication Broad Talent Pool & Active Engagement Targeted Messaging External Insight University Networking
- 11. 11WE BECOME YOU™ ASSESSING Guaranteed Interviews Redact Identifying Information Recruiters Trained to Contextualize Candidate Experience Diverse Interview Panels Unconscious Bias Training
- 12. 12WE BECOME YOU™ CIELO’S D&I PHILOSOPHY Working together to advance diversity and inclusion in the workplace Hardwire a shared cultural belief that we achieve more together.
- 13. 13WE BECOME YOU™ CIELO’S D&I PHILOSOPHY Working together to advance diversity and inclusion in the workplace Hardwire a shared cultural belief that we achieve more together. An environment that is fair, collaborative, inclusive, and reflective of the communities in which we live and work makes us better individually and as a company.
- 14. 14WE BECOME YOU™ CIELO’S D&I PHILOSOPHY Working together to advance diversity and inclusion in the workplace Hardwire a shared cultural belief that we achieve more together. An environment that is fair, collaborative, inclusive, and reflective of the communities in which we live and work makes us better individually and as a company. Every Cielo employee has a personal duty to ensure that diversity of thought, background, and perspective remains an authentic part of the experience we deliver to our clients and to each other.
- 15. 15WE BECOME YOU™ D&I IN PRACTICE AT CIELO Executive Commitment Cielo is the first RPO provider to commit to the CEO Action for Diversity & Inclusion™ -- the largest CEO-driven business commitment to advance diversity and inclusion in the workplace
- 16. 16WE BECOME YOU™ D&I IN PRACTICE AT CIELO D&I Certification 1. Diversity & Inclusion 101 2. Unconscious Bias 3. Overcoming Biases to Advance the Underrepresented Workforce 4. Diversity & Sourcing Strategy 5. Driving Diversity Through Talent Acquisition 6. Smart Practices in Veteran Retention with NAVSO 7. Four Imperatives to Increase Representation of Women in Leadership Positions Executive Commitment Cielo is the first RPO provider to commit to the CEO Action for Diversity & Inclusion™ -- the largest CEO-driven business commitment to advance diversity and inclusion in the workplace
- 17. 17WE BECOME YOU™ SIX PILLARS FOR OUR CLIENTS Our Framework for Recruitment Diversity & Inclusion
- 18. 18WE BECOME YOU™ EXTERNAL PARTNERSHIPS America’s leading online network for service members and veterans • Over 1 million members gather to have conversations about military life, career transitions, education, family, and personal interests • Offering faster hiring cycles for Cielo customers who are serious about acquiring top military talent • Exclusive RPO relationship to improve profiling, hiring, and retention of veteran talent
- 19. 19WE BECOME YOU™ INTERNAL VISIBILITY Pride & Allies Veterans Enablement and Troop Support (VETS) Cielo Communities
- 20. 20WE BECOME YOU™ THREE KEY QUESTIONS • What stories does my internal TA team have to tell candidates and applicants? Are those getting funneled to candidates? • How do I communicate the economic and strategic imperative of creating a diverse top team and make this a shared goal throughout the organization? • What specific measures to improve diversity are appropriate for my organization, and how will I ensure that they take effect lower down the ladder?
- 21. THANK YOU!
Editor's Notes
- D&I has been a central initiative for most organizations for a long time, however, in the US and across most of the markets where we support clients, the focus has become more prominent. And the commitment has become more apparent. The performance statistics from businesses may seem consistent from what you’ve seen in the market. We feel that organizations are seeing quantifiable impact and the reason why more organizations have enhanced their commitment to these initiatives. We see a wide variety of clients at various points in the continuum on where they are in addressing D&I. Growing in intensity and focus over the last few years, positive statistics are driving momentum. It’s made cielo’s partnership more valuable and coming together with service offerings that help clients achive their goals. Talked to 5 existing customers, to get feedback. Establish credibility.
- D&I has been a central initiative for most organizations for a long time, however, in the US and across most of the markets where we support clients, the focus has become more prominent. And the commitment has become more apparent. The performance statistics from businesses may seem consistent from what you’ve seen in the market. We feel that organizations are seeing quantifiable impact and the reason why more organizations have enhanced their commitment to these initiatives. We see a wide variety of clients at various points in the continuum on where they are in addressing D&I. Growing in intensity and focus over the last few years, positive statistics are driving momentum. It’s made cielo’s partnership more valuable and coming together with service offerings that help clients achive their goals. Talked to 5 existing customers, to get feedback. Establish credibility.
- D&I has been a central initiative for most organizations for a long time, however, in the US and across most of the markets where we support clients, the focus has become more prominent. And the commitment has become more apparent. The performance statistics from businesses may seem consistent from what you’ve seen in the market. We feel that organizations are seeing quantifiable impact and the reason why more organizations have enhanced their commitment to these initiatives. We see a wide variety of clients at various points in the continuum on where they are in addressing D&I. Growing in intensity and focus over the last few years, positive statistics are driving momentum. It’s made cielo’s partnership more valuable and coming together with service offerings that help clients achive their goals. Talked to 5 existing customers, to get feedback. Establish credibility.
- So what are some of the obstacles that hold organizations back from progress? Here’s what we hear from our clients.
- Inclusive communication: Language-sensitive job ads and utilization of unbias tools Broad talent pool and active engagement: Diversity-based job sites and LinkedIn communities Targeted messaging: Using case studies as part of the attraction plan to increase diversity in applications External insight from diversity groups / charities University networking with colleges with high levels of social mobility
- Guaranteed interviews for disabled candidates who pass a technical capabilities screen Redact identifying information when shortlisting candidates for hiring managers Recruiters trained to contextualize candidate experience when presenting to hiring managers Focus on diverse interview panels - not diverse candidate slates Unconscious bias training for hiring managers
- One of the most important part of the framework starts with Sue’s pledge and our focus on diversity and inclusion. The 3 things that Sue and other CEO’s have committed to: creating an environment that is trusted, promote and enhance unconscious bias training, share best practices, implement or extent learning / dev / training as it relates to unconscious bias. CEO in Action: 450+ CEOs and Presidents supporting more inclusive workplaces
- One of the most important part of the framework starts with Sue’s pledge and our focus on diversity and inclusion. The 3 things that Sue and other CEO’s have committed to: creating an environment that is trusted, promote and enhance unconscious bias training, share best practices, implement or extent learning / dev / training as it relates to unconscious bias. CEO in Action: 450+ CEOs and Presidents supporting more inclusive workplaces
- One of the most important part of the framework starts with Sue’s pledge and our focus on diversity and inclusion. The 3 things that Sue and other CEO’s have committed to: creating an environment that is trusted, promote and enhance unconscious bias training, share best practices, implement or extent learning / dev / training as it relates to unconscious bias. CEO in Action: 450+ CEOs and Presidents supporting more inclusive workplaces
- This is framework we’ve established and sharing with clients. In talking to clients, we’ve gained their feedback, helping them build out components of this framework that is best fitted to their organizations. We can provide them with support, supplier diversity support, etc. We share our story, because we are on the same journey or we can provide clients our framework to help them get started on their journey.
- How do I make sure that women are moving into roles with profit-and-loss responsibility, as well as roles overseeing support functions, to prepare them for broader executive roles? How are you measuring impact from quarter to quarter and year to year? What obstacles did you face in building Cielo’s diverse and inclusive culture?