Diversity and inclusion: the organic answer for talent acquisition and retention

If we want to inspire change, both men and women [of every ethnicity] need to be at the table strategising about how we can change together. ― Alicia Tillman, CMO of SAP

Diversity and Inclusion is not only a global business challenge but also more vital today than ever.

Why?

Because millennials will make up 75% of the workforce by 2023 and are “the most demographically diverse generation in the workforce.

Diversity and inclusion (D&I) are used synonymously, yet they are two halves that must meet to make a whole.

SHRM defines diversity as “the collective mixture of differences and similarities that includes … individual and organisational characteristics, values, beliefs, experiences, backgrounds, preferences, and behaviours.” And it defines inclusion as “the achievement of a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, and can contribute fully to the organisation’s success.”

Put them together and what do you get?

Reiterations by many organisations of similar noble sentiments embedded as part of their mission statements. However, their messages haven’t always matched their movements.

Diversity and inclusion means hiring equivalent numbers of diverse professionals at the executive level and on the front lines, and ensuring they feel respected and belong.

Belonging is a basic need of every human. When people have a deep sense of belonging, they feel accepted and have a lower intent to leave because they become embedded in their social environment.

Why do most organisations fail to achieve D&I?

Plain and simple: Homogenous decision-makers determine both the problems and solutions.

D&I emerges organically, it doesn’t begin or end at the leadership center, nor by solely changing policies. Attracting and retaining the best talent occurs when organisations stop sounding the part and start playing the part.

Fortunately, some Fortune 500 companies have shifted from “preaching to operationalising” to taking action. This year Johnson & Johnson (J&J) ranked number 1 in WilsonHCG’s top 100 Employment Brands Report and won the Employer of Choice for Gender Equality citation in Australia. WilsonHCG also ranked ADP in the top 10.

The WilsonHCG Top 10 earned a combined 157 per cent more in revenue than the bottom 10.

More importantly, J&J and ADP’s top rankings and esteemed reputations are positive byproducts of how they treat people, not a horse and pony show to win awards.

J&J and ADP didn’t become global leaders of D&I by accident and they never rest on their laurels.

D&I is their culture and it’s tied to the core of their business. They understand that without diverse perspectives they cannot promote innovative solutions and employee engagement. And they realise that a diverse workforce is the only gateway to inclusion, and thus ensure their leaders reflect all their people.

In their words, “Diversity is built in to everything we do”… “Diversity and Inclusion is how we work every day.”

Advantages

According to Gallup, Workplaces that are diverse and inclusive have many competitive advantages, including:

• increased job satisfaction, retention and organisational commitment
• increased trust and well-being
• increased creativity and innovation
• lower levels of conflict, intention to quit, stress, job withdrawal and organisational turnover.

D&I is not only the right thing to do, “having diverse teams improves financial outcomes.” Gallup found that the combination of employee engagement and diversity resulted in 46% and 58% higher financial performance, for business units in two independent companies.

How does ADP drive commitment to D&I?

C-suite and senior executives:

• make D&I your core strategy, lead by example and be accountable
• ensure your fellow leaders are representative of your employees and clients
• take an active role in D&I and participate in D&I initiatives
• get directly involved in the hiring process at all levels, even the junior-level positions
• be dedicated to diversity recruitment efforts, using tools like Visual Search to prevent unconscious bias, allowing you and your recruiters to focus on skills rather than employee demographics.

How does J&J drive commitment to D&I?

They invest in and support initiatives such as:

• formal mentorship programs for cross-gender, cross-functional, cross-segment, cross-generational and cross-regional employees
• mentorship programs that pair diverse students with industry leaders
• STEM²D (science, technology, engineering, maths, manufacturing, and design) mentorships for women.

Johnson & Johnson and ADP are blazing the trail with their D&I leadership development and mentoring programs. In fact, ADP uses Business Resource Groups (BRG) to engage and retain under-represented employees. Because ADP has a more proportional number of diverse leaders than most enterprises, they have gained the deep insights necessary to provide a structure and environment that gives voice to values and value to voices.

CFO Jan Siegmund founded and serves as executive sponsor to ADP Pride, its LGBTQ BRG that focuses on increasing inclusion and diversity. Other BRGs support employees to belong and believe their work is meaningful.

And ADP executives are always open and enthusiastic to sponsor new BRGs.

All organisations can become “whole” by practicing SHRM’s definition of D&I. They can form D&I executive committees that uncover the real problems, as well as provide mentorship programs and sponsor employee-led groups similar to J&J and ADP’s BRG’s.

Diversity and inclusion are the sustainable organic answers to treating employees fairly, increasing worker performance and company revenue, and meeting the global business challenges a company faces today. D&I is the disrupt that will attract, engage and retain a multicultural, complementary and cutting-edge talent pool.

What diversity and inclusiveness initiative does your organisation get involved in? Let us know in the comments.

Christine Alexy is a professional writer focused on motivational psychology and leadership development. After 15 years of  IT network engineering, Christine re-invented her career when she graduated with honours from Penn State University with a BS in Business Leadership and IT/Security and Risk Analysis.

Dovetailing her professional leadership experience, she is a ghostwriter and researcher for top business leaders and a popular blogger. Christine has supplied extensive research and writing for Steve Van Valin, CEO of Culturology, helping him author a manuscript on purpose and meaning at work. She also ghostwrites high-level content for the HR industry related to ethics and organisational culture. A staunch proponent for meaningful and innovative leadership for today’s multi-generational workforce, Christine regularly shares her insights through her Thought Leadership Thursday blog posts on LinkedIn, @Serve2LeadLyceum on Twitter, and Leadership Lyceum on Google+.