全方位DEI策略：人才、流程与科技的整合优化+++A+Holistic+DEI+Approach++on+People,+Process,+and++Technology

AHolisticDEIApproach

onPeople,Process,and

Technology

BestPracticeGuide

2

Contents

DefiningDiversity,Equity,andInclusion(DEI) 3

WhyDEIeffortsoftenfail 4

1.People 5

2.Process 7

Achecklistforcreatinganinclusive

talentstrategy 7

10stepsforbuildinganinclusiveprocessacrosstheemployeelifecycle 8

TroubleshootinganunsuccessfulexecutionofyourDEIstrategy 9

FocusingonInclusion 9

3.Technology 10

Reducingrecruitingbiasandnurturingadiversecandidatepool 10

Increasingaccuracy,objectivity,andvisibilityintalentmanagement 11

Closing 12

AppendixA:Checklist 13

©2022SHLanditsaffiliates.Allrightsreserved.BT22_306

3

Diversity,Equity,andInclusion(DEI)arevitalinbuildingand

maintainingasuccessfulorganization.Manyorganizations

havetriedtoshowcommitmentinpromotingDEIinthe

workplacethroughhiringdiversetalent,buildingDiversity

strategiesandappointingDEIexecutives.However,manyof

theeffortsalsostillfailtodeliver.

Thetruthis,makingarealchangewithDEIeffortswill

requiremorethanjustcommitment.Itneedsaprofound

approachthatinvolvesthewholeorganization’sengine:

people,process,andtechnology.

ThisguidebookdiscusseswhyDEIeffortsoftenfailandhow

organizationscanalignpeople,processes,andtechnology

tomakemeaningfulandsustainablechange.Itprovides

usefulinsightsandpracticaltipsforleaders,HR,andpeople

managerswhoareonthemissiontobuildmoreinclusive

organizations.

DefiningDiversity,Equity,

andInclusion(DEI)

Beforewejumpin,let’sunderstandexactlywhatDiversity,

Equity,andInclusionmean:

Diversity

The

characteristicsofpeople

thatmakethemunique.DEI

initiativesseektocreateworkplacesthatreflectthediver-

sityofthepopulationtheyserve.

Equity

Equityisaboutbeing

fairandjust

.Thedifferencebetween

EquityandEqualityisthatequalityfocusesongiving

everyonethesameresourcesoropportunities,andEquity

focusesongivingeveryonetheresourcesandopportuni-

tiestheyneedtoreachthesameoutcome.Imaginetwo

peoplepickingapplesfromatreeplantedonahill.Ifyou

givebothpeoplethesameheightladder,theonestanding

uphillwillbeabletoreachtheapples,buttheonestand-

ingdownhillwon’t.Thisisequality:bothpeoplereceived

thesameladder.Equitygivesthepersonstandingdown-

hillatallerladder,allowingbothpeopletheresourcesand

opportunitiestheyneedtoreachtheapples.

Inclusion

Creatingaworkplacewherepeoplefeelintegratedand

heardinallorganizationalpoliciesandpractices.Having

Inclusioniswhatmakespeoplefeelliketheyworkinan

organization

thatcaresabout,listensto,andconsidersall

people

.ThisistheendgoalofDEIwork,anditisthehard-

estparttoachieveandsustain.

Notethatfromthedefinitionsabove,itispossibletohave

adiverseworkforcewherepeopledonotfeelheardand

appreciated.So,Diversityisonlythestart.Let’stakealook

atwhymanyDEIeffortsoftenfailinorganizations.

©2022SHLanditsaffiliates.Allrightsreserved.BT22_306

©2022SHLanditsaffiliates.Allrightsreserved.BT22_306

WhyDEIeffortsoftenfail

PolicebrutalityincidentsagainstBlackcommunityhaveignitedanalreadypassionatesocialjusticemovementacrosstheUnitedStatesandtheworld,andwithithascomea

newvigor

forbusinessesandworkplaceresearcherstomeaningfullyembracediverseworkforcesandcultures.WhileorganizationshavebeenfocusedonDiversity,Equity,andInclusion(DEI)effortsfordecades,researchshowsthatmost

DEIeffortsfail

tomakesustainedorganizationalimpactandchange.Butwhy?

Therealityisthatorganizationsarefilledwithpeople,andallpeoplehaveunconscious

biases

.Wetendtonaturallygravitatetothosewehavemoreincommonwith(affinitybias),seekinformationthatconfirmswhatwealreadybelieve(confirmationbias),andfallpreytoseveralotherbiaseseachday.Atorganizationalscale,humanbiasescreateviciouscyclesofsystematicinequity.

Considerthis:youwouldlikelydescribeyourselforthemanagersinyourorganizationasgoodleaders.Theyworkhard,genuinelycareabouttheirpeople,andhelpothersgrow.However,bias

subconsciouslyslipsintoourdaily

decisions

,andallofus,includinggoodmanagers—thosewhohaveagoodjudgeofcharacter—runtheriskofselectingandprovidingmoredevelopmentopportunitiestothosethatwecan“seeourselvesin”or“fitintoourculture”.

Thisbiasinselectionanddevelopmentcompounds: stuntedDiversityfromdayoneleadstoevenfewerdiverse individualsgainingtheexperiencerequiredtomakethem“readynow”forapromotion.Thisfunnelingeffectmakes itimpossiblefororganizationstomakerealprogresswith theirDEIinitiatives.

Thisbegsthequestion:asweembarkinearnesttobuildculturesthatcreateequitableopportunityforallpeoplewithoutregardtorace,gender,religion,nationality,disability,sexuality,age,andclass,whatcanwedotomakerealchange?Successrequiresaholisticapproachthatincludespeople,processes,andtechnology.TomakeDEIeffortswork,youneedtoknowhowyoucanleverageyourpeople,createstandardprocesses,andleverageHRtechnologythroughoutyouremployeelifecycletopromoteDiversity,Equity,andInclusion.

First,let’sconsiderthemostimportantleverfordrivinga

successfulDEIprograminorganizations:people.

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1.People

DEIdoesnotjustinvolvesourcing,

hiring

,andpromotingaworkforcethatrepresentsthepopulationitserves.Italsomeansbuildingawarenessforyourentireworkforceabouttheunderlyingandoftensubconsciousbeliefs,attitudes,andfeelingsthatdrivebehavior.

ManyusetheIcebergModeltodiscussthischallenge.Inthismodel,youcanseethatonly10%oftheicebergsitsoverthewater,andthisrepresentswhatwecansee:whatpeoplesayanddo,results,etc.Buttheother90%oftheicebergsitsunderthewater,representinginternalandoftensubconsciousfactorsthatdrivehumanbehavior.

OrganizationsoftentrytomakechangeamongsttheirpeopleusingD

iversitytraining

.However,thistrainingisoftenwrappedupinannualmandatorytrainingorfocusedonhandlinggrievancesaftertheyareraised.Thistypeoftrainingreactivelyaddressesissuesratherthanproactivelytackletheviciouscycleof

systematicbias

describedabove.

Realchangerequiresadeeper,culturalshift.SuccessfulDiversityprogrammingmustbeapproachedstrategically,butthenmustberolledoutinavoluntarywaybyaskingteamstoopt-in.Asprofessors,FrankDobbinandAlexandraKalevputitintheirHBRarticle

WhyDiversityProgramsFail

,forDEIeffortstosucceed,theymust“engagemanagersinsolvingtheproblem,exposethemtopeoplefromdifferentgroups,andencouragesocialaccountabilityforchange.”

Abovethewaterline

Belowthewaterline

Whatwesee:

•Behaviors

•Statements

•Goals

•Results

Whatdrivesbehavior:

•Beliefs

•Attitudes

•Thoughts

•Feelings

•Values

•Motives

•Socialnorms

•Familiarity

10%

90%

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Thismethodincreasesownershipforthoseparticipating(theychosetoparticipate,sotheyfeelresponsible),whichultimatelyincreasesthelikelihoodthatparticipantswillengageincriticalthinkingabouttheirunderlyingbeliefsandbehaviorsthatmaybeinconsistentwithwhattheybelievetobetrueaboutthemselves.ThesevoluntaryparticipantsthenbecomeDiversitychampionsfortheorganizationandcanbeleveragedalongsideleadershipandHRasbusinesspartnerstohelpmakemessagesandstrategiessinkinandstick.

Tochangetheculture,youhaveto

changetheconversation.

DEIstrategiescannotjusttellpeoplewhattododifferently,theymustfocusontheunder-the-waterculturaldriversofbehavior.Thismeans

trainingshouldfocuson

:

•Raisingawarenessandbuildingknowledgeaboutbias

•Creatingadesireforpeopletooptintochangethroughstorytellingandcastingavisionofthebenefitsofamoreinclusiveworkforce

•Trainingpeopletorecognizetheirbiasesandprovidingthemwithtacticstochangetheirbehavior.Learnmorehowtoovercomebiases

here

.

•Settingclearexpectationsaboutwhatisandisnottolerated

•Repeatingthesamemessagesandexpectationsbyweavingthemintothefabricoftheorganization(HRprocesses,strategicgoals,metrics,competencies,culturalbeliefs,corporatevalues,missionstatements,etc.)

•Reinforcementthroughcreatingasafespacetoholdpeopleaccountable,

creatingapsychologicallysafe

environment

tohavechallengingconversations,andcallingothersoutwhentheydonotdeliver

Theaboveistrueespeciallyifyouworkforalarge,complex,matrixedorgeographicallydiverseorganization.Onlywhenyoufeelyouhaveexhaustedthepointisthemessagejustsinkinginthroughouttheorganization—keepchuggingforward.

ItmustalsobeemphasizedthatthekeytothesuccessofeveryDEIstrategyisleadershipinvolvement.C-suiteleadersmustwalkthewalkbyholdingthemselvesandothersaccountabletoobjectives,weaveDEIintoorganizationallevelbusinessgoals,andleanintoDiversityasastrategywhentimesgettough,ratherthanbackawayuntiltheyhavethetimeandspaceforthiswork(hint:thattimewillnevercome).

WiththisgroundworklaidabouthoworganizationscanengagetheirworkforcetochampionDEIefforts,let’sfurtherourfocusonthelever:theprocessesrequiredtosustainorganizationalchange.

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2.Process

Inthispart,wewilldiscusshowstandardprocessesthroughouttheemployeelifecyclecreatetheinfrastructuretostandupandsustaineffortstocreateadiverseandinclusiveworkenvironment.

ThelackofstandardizedorconsistentlyreinforcedtalentlifecycleprocessesisahugebarriertothesuccessofDEIefforts.Lackofmutualunderstandingbetweenrecruitersandhiringmanagersmeansqualifiedcandidatesarescreenedinconsistentlyandinaccurately.Thelackofstandardinterviewsallowsbiastocreepintoselectiondecisions.Inconsistentonboardingcreatesvariableengagementandincreasedturnover.Lackofobjectivedatainthesuccessionplanningprocesscreatesviciouscyclesofsystematicinequalityinpromotions…andthelistgoeson.

Thefollowingpartsprovideyouwithachecklist,stepsto

take,andatroubleshootingguidethatyoucanusewhen

standardizingyourHRprocessestomaximizeDEI.

Achecklistforcreatinganinclusivetalentstrategy

StandardDEIinitiativesmustbewovenintoeachstageoftheemployeelifecycletotakeroot.Tohelpprovidea

frameforhowDEIfitsintothisbroadercycle,seethelistofemployeelifecyclestagesandtheirdefinitionsastheyrelate

toDEIbelow:

Recruitment:Sourcingcandidatesfromdiversetalentpoolsandattractingthemtoapply.

EmployeeSelection:Creatinganengagingcandidateexperiencethathelpsdiversecandidatesseethemselvesintheroleforwhichtheyareapplyingandobjectivelyidentifiesthosemostlikelytoperformsuccessfullyintherole.

Onboarding:Providingnewemployeeswiththetools,resources,training,time,andopportunitiestheyneedtobecomeproductive,andprovidingmanagersguidanceabouthowtopersonalizetheonboardingexperienceforeachemployee(rememberthedifferencebetweenEqualityandEquity).

EngagementandRetention:Providingclarityandresourcesforsuccess,fosteringaninclusiveandsupportiveculture,growingstrongleadershipskills,offeringopportunitiesforcareergrowth.

Development:Providingallemployeeswithequalopportunitiesandmeanstobuildskillandabilitythroughon-the-jobexperience,learningfromothers,andtraining.

PerformanceManagement:Ensuringallemployeescontinuouslyunderstandtheircurrentlevelofperformance,theircurrentgoals,andprovidingregularfeedback.

TalentReviewandSuccessionPlanning:Objectivelyassessingthecurrentstateoftalentacrosstheorganizationandidentifyingstrongperformerswiththepotentialanddesiretotakeonahigher-levelrole.

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2

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TogetagaugeonhowdeeplywovenyourDEIstrategyisintoyourtalentlifecyclestrategy,usetheworksheetinAppendixA.

Asyoureadthroughtheworksheet,askyourselfthefollowingquestions:

•CanIarticulatemyorganizationalstrategyinthisarea?

•Inwhatwaysdoesthis

strategypromoteadiverseand

inclusiveculture?

•Isthisstrategyexecutedconsistentlyacrosstheorganization?

•Andmostimportantly,canmyfront-lineleadersarticulatethisstrategy?

10stepsforbuildinganinclusiveprocessacrosstheemployeelifecycle

Takingintoconsiderationthelistofprocessesabove,ifyourorganizationdoesnotalreadyhavestandardprocessesinplacetoday,startwithsomeofthesebasicsteps:

•Createaccuratejobdescriptionsthatlayouttheresponsibilitiesandcompetenciesrequiredforsuccessineachjoborjobfamily.

•Postallofyourjobopeningsinternallyandexternallytoprovideopportunitiestogrowtalentandtocontinuouslysourcediversetalent.

•Takethenecessarytimeandefforttoensurea

diverse

candidatepool

throughintentionalsourcing.

•Usestandardizedstructuredinterviewguidesconsistentlyacrosstheorganization.

•Provideinterviewandhiringtrainingtoensureobjectivityandteachhiringmanagershowtoavoidbiasesinthehiringprocess.

•Utilizeanorganization-widecompetencymodeltoalignbusinessandpeoplestrategyandgiveyouaconsistentlanguagetodiscusstalent.

•LeveragethecombinedexpertiseofyourDEIandlearninganddevelopmentteamstocreateaninfrastructuretoeducateandreinforceDEIinitiatives.

•Tieindividualfinancialincentivestoinclusiveworkplacemetrics.

•Includeitemsrelatedtocreatinganinclusiveworkplaceinengagementorotherorganizationalsurveys.

•Ifyouhaveaboardofdirectors,ensurethemakeupoftheboardreflectstheD

iversity

oftheorganizationandpopulationsyouserve.

©2022SHLanditsaffiliates.Allrightsreserved.BT22_306

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Troubleshootinganunsuccessful

executionofyourDEIstrategy

Ifyoualreadyhavestandardprocessesinplace,butthoseprocessesarenotmakinganimpact,askyourself:

•Areourpracticesbeingimplementedconsistentlyacrosstheorganization?Ifnot,why?

•DoallourHRpracticesincorporateDEIefforts?

•Whatobjectivedata(e.g.assessments)doweincorporateintoourpeopledecisionsanddevelopmenteffortstoday?

•WhatstatedgoalsandexpectationsdowehavearoundDEI?Howareourleadersheldaccountable?

FocusingonInclusion

TothispointwehavefocusedonusingstandardHRprocessestoimproveobjectivityandfairnesstodriveincreasedDiversity.Diversityisthefirststep,buttheseinitiativeswillfailifthereisnotacultureofInclusion.Inotherwords,peoplemustfeelwelcomed,heard,andrepresentedfortheDiversitywithintheorganizationtosucceed.

SomeinitialstepstoincreaseInclusionmaybethecreationofEmployeeResourceandAffinityGroups,companyculturalcelebrations(e.g.BlackHistoryMonthorPrideMonth),internaldialogues,andcompanystatementsaboutcommitmenttoDiversity,Equity,andInclusion.

•Doourleadersbelievethereisastrategicbenefitforgrowingadiverseandinclusiveworkforce?

•Doesthewayweincentivizeourpeopletodaystrengthenortakeawayfromoureffortstobuildadiverseandinclusiveworkforce?

•Howdowemeasureourprogressandobtainourdiverseemployees’opinions?(e.g.engagementsurveys).

•Whatdoesourleadershiplooklike?Doallemployeesseethemselvesrepresentedinleadershiptoinspireacareerpathforthemselves?

•WhatisourmessagingaroundDEI?Whatdowesayexternallyandinternally?Dowefollowthroughonourstatementsandcommitments?

CreatingaculturewhereallfacetsofDiversityarevalued,respected,andutilizediscriticaltoretainingdiversetalent.AsdiscussedinthePeoplesection,thefirststepinimplementingDEIstrategiesthatleadtomeaningfulandsustainableculturechangeisengagingleadersandenergizinganetworkofchampionsthroughouttheorganization.Thisexcitementandcommitmentmustthenbesupportedthroughstandardandconsistentlyappliedorganizationalprocessestobuildmomentumandmakeiteasyforemployeestosustaintheirefforts.

Next,inthefinalsection,wewillexplorehowyoucanusetechnologytoscaleandmeasureyourDEIefforts.

Buttherealmeasureofsuccesscomesinthecultureand

environmentcreatedwithintheorganization.Istherean

atmospherewherediverseopinions,perspectivesandideas

belongandarevalued?Somequestionstoconsiderasyougo

downthepathofcreatingprocessestofosterInclusion:

©2022SHLanditsaffiliates.Allrightsreserved.BT22_306

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3.Technology

TechnologyplaysanimportantroleinDEIeffortsthroughouttheemployeelifecycle.Itcanhelpincreaseobjectivityand

boost

yourtalentassessmentprocess.TwokeybenefitsofimplementingtechnologyforDEIinitiativesinclude:

1.Reducingrecruitingbiasandnurturingadiversecandi-datepool

2.Increasingaccuracy,objectivity,andvisibilityintalentmanagement

Let’sexploretheseinmoredetail.

Reducingrecruitingbiasandnurturingadiversecandidatepool

Whenitcomestotalentacquisition,recruitersarebeing

stretchedtothepointofburnout

andthentaketheheatwhenmanagersstruggletofindtherightpeopletofilltheirroles.Theyoftenhavejustanapplicationandaresumetoleveragetomakethefirstscreeningdecisionaboutwhomovesonandwhodoesnot,eventhoughitisnowwidelyacceptedthatresumesareamongthe

leastpredictive

sources

ofinformationwehaveaboutcandidates—talkaboutstartingoffonthewrongfootwhenitcomestoselectingthebestandmostdiversetalentonthemarket!

Fromthecandidateperspective,thejoblandscapehaschangedsubstantiallysincetheonsetofCOVID-19andtodaymorepeopleare

seekingpermanentremotework

opportunitiesandmorecompaniesareoffering

flexible

workingarrangements

.Whilethiscancreatetechnologicalandlogisticalchallengesfororganizations,removing

locationbias

alsoprovidestheopportunityforemployerstomaximizetheirabilitytorecruitdiversetalentbyreachingintodifferentandmorediversetalentpools.

ImplementingtherightHRtechnologyintothetalentacquisitionprocesscanaddressbothrecruiterstrainandcandidateexperience.

1.First,usingaplatformthatincorporatesjob-relatedmeasureslike

psychometricassessments

,realisticjobpreviews,and

videointerviewing

allowsrecruiterstogatherjob-relatedandpredictiveinformationaboutcan-didatesfarbeyondaresumeandapplication,andallowsrecruiterstocomparecandidatesapplestoapplesbycollectingparalleldata.Standardizedreportingandcan-didatedashboardingallowrecruiterstoscaleandmakefasterrecommendationsandreducestressbyincreasingconfidencethattheyaremakingmoreaccurateandfairdecisions.Importantly,implementingprocesseslikethesehelpsorganizationseliminateissueslikevariabilityinre-sumequalityand

resumebias

,aprominentphenomenoninwhichthosemakinghiringdecisionssubconsciouslyscreenoutcandidateswhentheydon’tnaturallyassociatewithaparticularlineofwork.

2.Second,asorganizationsrecruitfromwiderandmorediversecandidatepools,technologycaneducateandengagecandidates,whichhelpssolicitadditionaljob-relat-edinformationandminimizedropout.Weusuallythinkofthecandidateexperienceasachronologicaloneinwhichcandidatesresearchorganizationsandopenjobsbeforetheyapply.Inreality,

mostcandidatesapplyformanyjobs

andthenlearnabouttheorganizationandroleastheygothroughtheselectionprocess.Usinganinteractivecandi-dateplatformallowsorganizationstoeducatecandidatesatscalebyprovidingshortburstsofinformationabouttheorganization,therole,andarealisticpreviewofthework.Theinteractivecomponentalsoincreasesengagementbyencouragingcandidatestosharemoreinformationaboutthemselvesinastructuredandstandardizedway(e.g.throughshortassessments,realisticjobpreviews,videointerviews,etc.).Thisprocessisengagingforcandidatesbecauseitallowsthemtoputtheirbestfootforwardandtolearnmoreabouttheroleontheirowntime,whileatthesametimegivingrecruitersjob-relevantinformation.

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Increasingaccuracy,objectivity,and

visibilityintalentmanagement

Onceemployeesareintegratedintotheorganization,many

HRteamsstillrelyonspreadsheetsandslidedeckstorun

workforcereview,succession,anddevelopmentplanning.

Thismeansmanualcreationoftalentdashboardsand

mergingmultipledatasetstogethertoultimatelyprovide

littleabilitytoanswertalentquestionsinrealtime,alackof

visibilityintotalentacrosstheorganization,andperpetually

outdatedinformation.Lackoftherighttoolsleavesskilled

HRbusinesspartnersstuckindatacollectionandproject

managementratherthanusingdatatocreateinsightsand

actionablestrategieswithbusinessleaders.

Understandingourcurrentworkforceisofcritical

importancefororganizationsandoftenextremely

challenging.Throughplatformsthatenablethecollection

ofrelevantpsychometricdataonemployeesandthe

functionalitytoanalyzethedatafromanindividual

andaggregateview,wecanachieveamuchdeeper

understandingofcurrentworkforce.Understanding

strengthsandweaknessesfromanorganizational,functional

and/orregionalperspectiveallowsustomakeinformed

strategicdecisionsaroundtraininganddevelopment

investmentatabroadscale.Teamandindividualdata

enablemoreinformedd