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TheLatestDEI
Trends&Predictions
for2024:
InsightsfromTheDiversityMovement’swork
withclientsin2023
By
JamieOusterout
ChiefExperienceOfficer,TheDiversityMovement
AtTheDiversityMovement,aWorkplaceOptionscompany,wehaveworkedwithhundredsoforganizationsinthepastseveralyearstobuildandstrengthenworkplaceculturebyconnectingreal-worldbusinessoutcomestodiversity,equity,andinclusion(DEI)initiatives.Here’saquickbreakdownoftheworkwecompletedwithourclients:
Our
surveys
,administeredthrough
ourproprietary
Analyticstool
,have
capturednearly1milliondatapoints
Facilitatedmorethan300
hoursof
listeningsessions
and
executivecoachingsessions
Ledmorethan400
trainingsessions
Aswedoannually,wewanttosharethetrendsthat
weareseeingandourpredictionsforthecomingyear.
2
TheLatestDEITrends&Predictionsfor2024
OrganizationsarestilladaptingtochangingworkenvironmentsbroughtaboutbyCOVID-19.
LatestTrends
1
Somehigh-profileorganizationsmandatedReturntoOffice(RTO)policies,butmanywere
unsuccessful
andwereskeweredinthemediaasaresult.Amajorityoforganizationsarefindingsuccess–albeititacrossabroadlearningcurve–inahybridworkenvironment.
Thesehybridenvironmentsworkbestwhentheyfocustimeintheofficeonin-person
collaboration,one-on-onemeetings,andteammeetings,ratherthanjustforcing
employeesto“badgein.”Forinitiativesthatrequirehighlevelsofcollaboration,ideation,andproblem-solving,in-personsessionsarebest,whileremotesettingsarebetterfor
creativeandfocusedworklikewriting,designing,andreviewing.Hybridenvironmentsalsoworkbestwhenorganizationstrustandrespectemployeesandallowthemtoadjusttheirworkscheduletoaccommodatefamilyandlifeneeds.
3
TheLatestDEITrends&Predictionsfor2024
2
Thereisnotjustanincreasedawareness,butalsoacommitmenttoemployeementalhealthand
well-being.
Inconversationswithclients,employeewell-beingisthehighestpriorityformanyCEOs.
Savvyseniorleadersunderstandthatthewell-beingfocusisnotonlytherightthingto
do(anditistherightthingtodo),buttheseinitiativeshaveseriousbusinessimplications.
Accordingtothe
WorldHealthOrganization
,approximately12billionworkdaysarelosteachyeargloballyduetodepressionandanxiety,resultinginamassivedecreaseinproductivity–atanestimatedcostof$1trillion.Additionally,accordingto
Gallup
,poormentalhealthleadstoburnoutandemployeeturnover,whichcostsorganizationslostrevenueeverysingleday.
3
Layoffsandeconomicuncertaintyremainanissue.
Atthistimelastyear,theUnitedStatesfacedaloomingrecession,predictedbymany
leadingeconomicsexperts.While
thisdidnotcometobe
,theglobaleconomyremains
volatileandpricescontinuetoskyrocket–frommortgagesandgroceriestofuelandmore.Whiletherewasthe“GreatResignation”andafrenzyofhiringandjobhoppingin2021
andinto2022,thishasgenerallycometoaclose.Infact,
layoffssurged98%in2023
,andthoseemployeeswhoremainatorganizationsarebeingchallengedtodomoreworkwithfewerresources.Withhiringslowingdowninmanyindustries,successfulorganizationsareinvestinginretainingtheirtoptalentnowmorethanever.
4
Workplacedemographicscontinuetoevolve.
Aswesharedinlastyear’s
trendswhitepaper,
successfulleaders
understandtheirchangingemployeeandcustomerbase.By
2040
,employeeswhoareWhitewillnolongermakeupthe
majorityoftheworkforce.But,changesarehappeningnow–this
year,
GenerationZwillovertakebabyboomers
andby2025
willcomprisea
quarter(25%)oftheworkforce
.Thesignificance
ofthisshiftforC-suiteleaderscan’tbeunderstated.GenZisthe
mostethnicallydiversegeneration,believesintheimportanceof
diversity,andexpectsmorefromtheirworkplace,especiallyin
termsofinclusiveworkplaceculture,focusonwork-lifeintegration,
andwellness(see
7KeyGenZTrendsfor2024
).
4
TheLatestDEITrends&Predictionsfor2024
5
Technologycontinuestodeveloprapidly,especiallywithArtificialIntelligence(AI).
Ratherthanbeingafraidoftechnology,successfulorganizationsareexploringhowtouseAIasatooltobemoreeffectiveandefficient,aswellastodevelopricherideasandsolutions.Indeed,
Entrepreneur
reports:“EmbracingAIisnolongeranoptionbutanecessityfor
companieslookingtothriveandsucceedinthedigitalage.”However,C-suiteleadersmustproceedstrategically,mixingenthusiasmwithcaution.
CEOsrealizetheyneedtochangetheir
organizationsassoonaspossibleinordertobuild
asustainablefuture.TheyalsoviewAIasakeydriverincreatingtheorganizationofthefuture.Yet,they
arestillhesitantoratleastcautiousbecauseofthe
enormousconsequencesofbothactionandinaction.
DonaldThompson
CEO,TheDiversityMovement
ThereismuchatstakewithAIandstillmuchtobelearned,especiallyasitrelatestobias
withinAI.IattendedMetLife’sTriangleTechXconferenceinthefallof2023wherea
presentersharedthatwhensearchinggenerativeAItoolsforimagesofdoctorsandtheir
patients,theresultswereallWhitedoctorswithWhitepatients.HehadtospecificallysearchforBlackdoctorstoseedifferentresults,andevenwhenhedid,theresultswereonlyof
BlackdoctorswithBlackpatients.Thisdoesnotrepresenttherealityofoursocietyand
showstheveryrealimpactofbiasinthecreationofthesetechnologies.WeneeddiversetalentinvolvedinAIcreationandtrainingtohelpmitigatebias.
5
TheLatestDEITrends&Predictionsfor2024
6
Continuedpoliticalshifts,especiallyintheUnitedStates,andayearofelectionsaheadwillcauseincreasedturmoil.
TherecontinuedtobemanySupremeCourtrulingsintheUnitedStatesin2023.Themostsignificantrulingstruckdownaffirmativeactionprogramsincollegesin
June2023
,
effectivelyprohibitingnearlyalluniversitiesinthecountryfromusingraceasaconsiderationinadmissions.Thishasimpactedhighereducation,buthascascadedmorebroadly,leavingorganizationsinothersectorsfearfulthattheywillfacelegalchallengesduetotheirDEI
programming.
Unfortunately,organizationslike
AmericanFirstLegal
areusingchangingpoliticsasaway
tospewnegativerhetoric,suchastheirhotlinethatstates:“Ifyouhavebeenvictimizedby
wokepoliticsintheworkplaceoratschool,ifyouhavebeenillegallydiscriminatedagainstin
theworkplaceorinsearchofacontractorgovernmentbenefitundertheOrwellianguiseof
‘diversity,’‘equity,’‘inclusion,’pleasecontactusTODAY.”Myperspectiveisthatorganizations
thatneverintendedtoinvestfullyinDEIeffortsareusingthistypeofrhetoricasanexcuse
tostopDEIinitiativesaltogether.Thenegativerhetoricdoes,however,poseanopportunity
forsuccessfulorganizationstorethinktheirDEIstrategiestoensuretheyarenotexposingthemselvestorisk.TheDiversityMovementhasalwaysadvocatedforthecreationofadiverseslateofcandidatesforpositions,aswellasinterviewandpromotionprocessesthatmitigate
biasandensurethatthebesttalentisselected.Settingaparticularintentionandfocustohireandpromotediversecandidatesiscritical,andavoidsthelegalriskofimplementingquotas.
InadditiontotheSupremeCourtrulings,weareheadedintoayearthat
NPR
iscallinga“mega-electionyear,”withcriticalelectionstakingplaceintheUnitedStates,India,Indonesia,Mexico,SouthAfrica,andothernations.AsNPRreports,“morethan60countriesrepresentingaround
4billionpeoplearegoingtothepolls.Somemediaoutlets,liketheEconomistandtheNewYorker,havedeclareditthebiggestworldwideelectionyearinhistory.”
TheLatestDEITrends&Predictionsfor2024
6
TheLatestDEITrends&Predictionsfor2024
2024Predictions
Itisclearfromthislistofmacrotrends–especiallythepoliticalarena–thatthestakesforDEIhaveneverbeenhigher.Quitefrankly,manyleadersfeelthatDEIisunderattack.Personally,Iliketorememberthatpeopleonlyattackthingswhentheyareafraidandwhenthey
believetheyarebeingthreatened.DEIisbeingattackedbecauseoureffortsarehavingconsequences.
Withthatinmind,thefollowingpredictionsareforyou:thosewhoaresupporters,thosewhoarenaysayers(or“lateadopters”aswesometimescallthematTDM),andespeciallythosewhoareneutralaboutDEI.Inoursurveys,weoftenseethatmostquestionshavea“neutral”ratherthan“disagree”or“stronglydisagree”response.Wefindthisencouraging–itismucheasiertoturnsomeonewhoisneutralintoasupporter.AsThompsonwiselysays:“Ifyou
canneutralizethenaysayersofDEI,yourchampionscanbecomestronger…andthefolksonthesidelinesaremuchmoreapttojumpintothegame.”
7
TheLatestDEITrends&Predictionsfor2024
1DEIneedstoberebrandedandrepositioned.
Inour2023predictions,wewereferventinurgingthatDEIneededarebrand.Thisyear,Iamnotmerelysuggestingarebrand.Instead,IamadamantthatDEIneedsastronger,robust,
andexpansivecommunicationsandPRstrategy.ThereareseveraltacticsthatIviewasessential.
SharingSuccessStories
InDecember2023,McKinsey&Companyreleased“
DiversityMattersEvenMore,
”thefourthreportinaMcKinseyseriesinvestigatingthebusinesscasefordiversity,following“Why
DiversityMatters”(2015),“DeliveringThroughDiversity”(2018),and“DiversityWins”(2020).Thereportoutlineswhatitcalls“themostcompellingbusinesscaseyet”fordiversity,
notingthatgender,aswellasracialandethnicdiversity,haveincreasedonexecutiveteamsovertheyears.TheMcKinseyresearchersfoundthattheseteamsareoutperformingtheirpeergroupsfinancially.Andyet,Idon’tseemanypeople,includingDEIpractitioners,talkingaboutthiscompellingreportanditsimportantfindings.
Certainly,it’struethatmanyorganizationscurrentlydonothavesignificantgender,racial,orethnicdiversityattheexecutivelevel.Indeed,acommonsentimentweseeinoursurveys
andhearinourlisteningsessions,especiallyfromentry-levelandmid-levelemployees,is
thattheleadershipteamdoesnotreflectthecompany’soveralldiversity.IalsothinkfondlyofGretaGerwig’ssummer2023blockbustermovie,“Barbie”,wherethecharacterofBarbiefindsherselftalkingtoMattel’sexecutiveleadershipteamcomprisedofallmiddle-aged
Whitemenandwonderingwherethewomaninchargeis.Thoughthisisafictionalmovie,
anddiversityatleadershiplevelsisimproving,asawomanleader,Iverymuchidentifiedwiththisscene.Istilloftenfindmyselfmeetingwithexecutivesteamsthatareentirely(oralmostentirely)men.
Yes,thereisclearlystillworktobedone,butpartoftheDEInarrativethatisnot
widelyunderstoodisthatittakestime,commitment,andintentionalfocusoncareer
developmentandsuccessionplanningforwidespreadchangestooccurattheexecutivelevel.InDecember,onelong-termTDMclient,
TruliantFederalCreditUnion
,promoted
aBlackleadertoCFOafteraretirement.This
promotion
wasnotaboutfillingaquota,
butinsteadwasasuccessstorybasedonstrategicsuccessionplanning.ThenewCFO
hadworkedatTruliantforthreedecadesandhadbecomebothcontrollerandseniorvice
presidentduringhistenure.Thispastsummer,thecompanyalso
announced
itsboard
includesmoregenderandraciallydiverseboardmembersthanpreviously,makingitmuchmorereflectiveofitscustomersandemployees.Truliant’scommitmenttoincreasingdiversityatboththeleadershipandboardlevelisimpressiveandanexampleforotherstoemulate.
8
leadustoembracediversityandtreasureourdifferences.Givenourmissiontohavethedeepestpossibleunderstandingofglobaleconomies,weseektofind,retain,andgrowthebesttalentacrossgenderidentity,raceandethnicity,sexualorientation,gainedexperiences,andmore.Unlockingthepowerofthatdiversityrequiresaninclusiveenvironment.Webelievethatwhenpeoplearetrulyincludedonthemission,theythinkmoredeeplyaboutthebestanswers,andpushharderonthetoughestproblems.
RayDalio
Principal,Bridgewater
TheLatestDEITrends&Predictionsfor2024
GoingbacktomypointaboutDEIneedingabetterPRplan,wehaveseencountlessstorieslikethiswithotherclientsthatarejustnotbeingadequatelypromotedandshared.InatimewhenDEIisunderattack,thesetypesofnarrativesmustbesharedwidelyandmoreboldly.EventhoseorganizationswhohavebeenauthenticallydoingworkintheDEIspaceshouldbeurgedtotelltheirstoriesbetter.Sowhyarewefocusedonthenegativeheadlines,theAmericanFirstLegal,andothersimilarorganizationsoftheworld?Becausethey’rethe
loudest,noisiestvoices.Weneedtosharesuccessstoriestohelpustranscendthenoise.
ConnectingDEItoBusinessStrategy
TheDiversityMovementhasthrivedbecauseitfocusesontyingDEItobusinessoutcomesandobjectives.GiventhecriticismofDEI,thisconnectionisevenmorecrucial.AsThompsonexplains:“Whatdoallbusinessleaderscareabout?Theywanttomakemoney,save
money,andreducetheirrisk.”Diversity-ledinitiativesdeliveroneachofthesecomponents.
♦Collaborativeandrespectedemployeesaremoreproductive(unhappy
employeescostU.S.companiesanestimated$1.9trillionin2023,accordingto
Bloomberg
).
♦Better
retention
meanslessturnoverandassociatedcosts.
♦Amorediversemarketingstrategyandmorediverseproductsandservicesattractsmorecustomersand
revenue
(forexample,LGBTQ+individualsholdanestimated$3.9trillioninglobal
purchasingpower
).
♦Cultivatinginclusiveleadersandacultureofbelongingmitigatesdiscriminationandharassmentlawsuits.
RayDalio,aglobalbusinessleaderandprincipalofassetmanagementfirm
Bridgewater,
declaresDEIa“topstrategicpriority.”
Ourvalues—meaningfulworkandmeaningfulrelationships,independentthinking,andcreatinganenvironmentwherethebestideaswin—naturally
9
Fergusonwisely
says
:
TheLatestDEITrends&Predictionsfor2024
(Re)definingDEI
AnothercriticalcomponentofthePRstrategyforDEIisthesimpleactofspellingout
“Diversity,”“Equity,”and“Inclusion”(it’salsoabestpracticeforinclusivelanguagetodefineacronyms).Rightnow,“DEI”asanacronymhasbecomealightningrod.Somepeoplehear“DEI”andimmediatelyassociateitwithnegativity.Theysimplystoplistening.
Yet,diversityisfundamentallyallthewaysthatpeopleareunique—certainlyincluding
genderidentityandracialandethnicdiversity,butalsoencompassingsomuchmore,
suchasdisability(rememberthat25%ofAmericanshaveadisabilityandanyoneofus
candevelopadisabilityatanytime),age,thinkingstyles,maritalstatus,parentalstatus,
experience,andmuchmore.Itisthesevisibleandinvisibletraitsthatmakeuswhoweare.TDMoftenusesanicebergactivitywithexecutivesandteams.Wechallengeindividualstothinkaboutandsharewithoneanotherwhatisvisibleandinvisiblethatmakesthemwhotheyare.Thisexerciseallowsindividualstorealizethatweeachhaveuniqueanddiversebackgrounds.
Equityisadmittedlymoredifficulttoexplain.Growingup,Iwasalwaystaughttotreat
everyonethesame,totreateveryoneequally.However,wecannotallbetreatedthesame,becausewearealldifferentandunique.Forexample,individualsofdifferentheights,
experiencelevels,andabilitiescannotallusethesamebicycle.Thebicycleneedstobe
adjustedoraccommodationsneedtobemadeforeachindividual.Thisisthecasewith
equityandtheworkplace—weallneedslightadjustmentsoraccommodationssowecandoourverybestwork.
Inclusioniscreatinganenvironmentwhereeachindividualcanbetheirauthenticselfandbringtheirbestworkandideastothetable.Whenthishappens,everyonebenefits.And,“inclusion”meansallpeople—eventhosewedisagreewith.Indeed,ourco-founderJackie
Peoplewhoworkininclusiveworkplacesreportgreaterfeelingsofbelongingandwell-being,
engagement,andjobsatisfaction.Whencompaniespromotebelonging,everyonehasaroletoplayintheorganization’ssuccess.Belongingisalsosomethingthateveryonecangetbehind.
JackieFerguson
Co-Founder,TheDiversityMovement
10
Afteryouexplaintheseterms,especiallyfocusingoninclusionandbelonging,cansomeonereallyclaimtheydisagree?Certainly,somemaydisagree,butittypicallyismoredifficult.
Focusingonthebenefitsofinclusionandbelongingforallisonewaytofindcommonground.
FindingCommonGround
DEI’sPRstrategyfurtherforgescommongroundbysparkingrealandvulnerable
conversations,especiallyattheleadershiplevel.
Inhismanyconversationswithexecutives,Thompson
findstheeasiestwaytofindagreementandcommon
groundistoaskquestionslike:“Shouldourbuildingbesetupinsuchawaysosomeonewhousesawheelchaircanworkhere?Shouldmenandwomenwhodothe
samejobreceivethesamepay?”Whentheexecutivessay“yes”or“ofcourse,thatmakessense,”Thompsonreplies:“Thenyoudon’thaveaproblemwithdiversity,equity,andinclusion;youhaveaproblemwiththewayit’sbeenexplainedtoyou.”
Ratherthanchastisingexecutivesandothersfornot“buyinginto”DEI,weneedtoslowdownandlistentotheirconcerns.Sometimes,DEIpractitionersoverlookthiscriticalstep.Remember,inclusionisabouthearingallperspectivesandvoices,eventhosewedisagreewith.IhavespokenwithexecutiveswhotrulyhavepositiveintentionsandcareaboutDEI,buttheyalsojusthavealotontheirminds.
Oneexecutiveexplained,“Ireallywanttousethecorrectpronounsformyemployees—
andmykids’friends—Ijustcan’tkeepupwithallofthechanges.HowcanIdothis?”My
responsetothisexecutiveandtootherswhoareaskingsimilarquestionsistolookatthe
SixRulesofInclusiveLanguagefrom
TheInclusiveLanguageHandbook,
oneofwhichisaskifyouaren’tsure.Approachconversationswithhumilityandvulnerability.
Certainly,Iamnotsayingtoputtheburdenontheotherperson(agoodleaderalsodoestheirownhomeworkandreading),butitisokaytosay:“I’mreallytryingtobebetterwithmyinclusivelanguage.Canyouletmeknowwhatpronounsyouuse?”AfterIsharedthisperspective,theexecutivefeltencouraged,ratherthanfrustratedorexasperated.
11
TheLatestDEITrends&Predictionsfor2024
ConnectingDEItoWell-being
Asdiscussedearlier,manyleadershavedeclaredthatemployeewell-beingistheirtop
priority,andthedatamakeacompellingcaseforsupportingwell-being.DEIisintrinsicallyconnectedtoemployeewell-being–whenemployeesfeelincludedandtheyfeelthattheybelong,theyareabletoshowupfearlesslyasthemselvesatwork,ultimatelycontributingpositivelytowell-being.Recently,TheDiversityMovementwasacquiredbyWorkplace
Options(WPO),theworld’slargestindependentproviderofholisticwell-beingsolutions.Throughcustomizedprogramsandacomprehensiveglobalnetworkofcredentialed
providersandprofessionals,WPOsupportsindividualstobecomehealthier,happier,andmoreproductive,bothpersonallyandprofessionally.Trustedby56percentofFortune500
companies,WPOdelivershigh-qualitycaredigitallyandin-persontomorethan79million
peopleacross116,000organizationsinmorethan200countriesandterritories.ThemoveshowstheimportanceandpoweroflinkingDEItowell-being.
WPOandTDMarealignedinourvisiontomakeatransformativedifferencethrough
innovation,technology,andahuman-centricapproachtoholistichealth.
AlanKing
PresidentandCEO,WPO
ItiscleartogloballeaderslikeKingandoutstanding
organizations,like
BAYADAHomeHealthCare
,oneof
TDM’slong-standingclients,thatlinkingDEItowell-beinglogicallymakessense,anditmakesgoodbusinesssense.BAYADAHomeHealthCarerecentlywonNewsweek’s
BestPlacestoWorkforDiversityforthesecondyear
inarow,demonstratingitscommitmenttodiversity-led
programmingandthebenefittoitscustomersandpeople.
12
TheLatestDEITrends&Predictionsfor2024
TheLatestDEITrends&Predictionsfor2024
TellingPersonalStories
OneofthemostimportanttenetsofagoodPRstrategyistoknowyouraudienceandtellagoodstory,andthesestoriesaremostmeaningfulwhentheyarepersonal.Justaswearealldiverse,weallhavecompellingstoriestotell.
In2023,Ihadtheopportunitytogiveapresentationoninclusiveleadershiptoalarge
audienceofbusinessleaders.Iknewmanyaudiencemembershadmisconceptions
aboutDEI(basedonnumerouseyerollsIreceived).Iwasalsotoldthatthetopicwasa
“conversationender”whenIsaidIwouldbespeakingaboutthebusinessbenefitsof
inclusion.Duringmypresentation,Ishareddataandfacts,butalsoinjectedafewpersonalstoriestoillustratespecificpointsaboutinclusion,includingmyownexperiencesofbeingexcludedasawomanentrepreneurandsuccessstoriesaboutmy75-year-oldfather,whowasabusinessexecutiveformanyyearsandledwithinclusion.Afterthesession,severalpeoplesharedhowtheyappreciatedmypresentation,especiallythepersonalstories.Themostmeaningfulwasanindividualwhostartedtheconversationbydeclaring:“I’manultraconservative.”Iadmittedlypaused,notsurewheretheconversationwouldgo.But,he
continued,“IneverheardDEIexplainedinthisway.Ionlyeverreadthenegativerhetoric.IthoughtIwasanopen-mindedperson,butyourpresentationmademerealizethatperhapsI’mnotasopen-mindedasIthought.Thankyou.”
Iencourageyoutothinkaboutthestoriesyoucantell,aswellasthosethataremeaningfulforyouremployees,customers,clients,andcommunities.Itjustmayhelpyoufindcommon
groundandchangesomeone’sviewofDEI.
BuildTrustandInclusionthrough
PowerfulStorytelling
Apowerfulstorycanbuildbridgesandbreakthroughpreconceivedideas.
Ourexperiencedspeakers
canengageaudiencesonarangeoftopics
fromthebusinesscaseforDEItoinclusivelanguage,privilege,unconsciousbias,andmore.Wanttopolishyourownpowerfulstory?Wecanhelpwithhands-ontrainingand
publicspeakingworkshops
.
13
TheLatestDEITrends&Predictionsfor2024
2
Inclusiveleadershipiscriticalforexecutivesina
changingworld.
WhilewehavewitnessedbacklashandattacksonDEI,anareawherewehavenotseen
negativityisininclusiveleadership,continuouslearning,andcoachingacrossalllevelsof
theorganization,especiallyattheexecutiveandpeople-managerlevels.Additionally,we
knowthat
leadersarewhatshapeculturethemost
.Thesefactsandthecontinuinginterestintheseareasledustodevelopourgroundbreakinginclusiveleadershipassessment,
TDM
Leaderview™
.
WithLeaderView,leadershipteamsidentify,build,andsustainsevencoreinclusive
leadershipcompetenciesneededtonavigatechange,cultivateworkplacebelonging
andwell-being,enhanceproductivity,andspurinnovation.TDMLeaderViewexamines
teamstrengthsandgapsacrossthesesevencorecompetencies.Identifyingtheseareas
enablesteamstobecometightlyintegratedandhigh-performing.Withpersonalizedlearningjourneysbackedbyouraward-winningcontentandavisualdashboardtotrackprogress,
LeaderViewprovidestoolsandinsightstoestablishculturallycompetentteamsatscale.
including2024.
BossandMitsubishi
Hugo
Wehaveseensuccesswithseveralexecutiveteams,
Chemical,andlookforwardtoexponentialgrowthin
InclusiveLeadershipDrivesPowerful,
CohesiveTeams
Employeeengagementhingesoneffectiveleadership,whetherit’sfrom
theexecutiveteamorpeoplemanagers.Jointheranksofforward-thinkingorganizationsandseehow
TDMLeaderView
andour
InclusiveLeadership
coaching
canhelpyoudeveloptheskillstoharnessthetransformative
powerofcohesiveteams.
3
DEI-basedgroupsandorganizationscommittedtoongoinglearningwillpaveapathforward.
Inadditiontoleadershipteamsandpeoplemanagers,wepredictacontinuedreinvigorationofEmployeeResourceGroups(ERGs)andDEICouncils/Committees.Manyofthese
employee-ledgroupsformedin2020(thoughtheyhaveexistedatsomeorganizationsfordecades),andwhilesomeofourclientshavedoneagreatjobofcontinuingtoevolvethesegroups,othershavefallenflat.
14
Withtherightsupport,yourERGmembers,Councilmembers,andDEI
leaderscandriverevenue,attractcustomers,andboostrecruitingand
retention.TDMLibraryhasthehow-toguidancetohelpthemmove
businessstrategiesforward,andTheDiversityLeader’sIntensiveprovidesthetoolstodriveresults.
TheLatestDEITrends&Predictionsfor2024
AmajorpitfallweseewiththesegroupsisthatthemembersdonotunderstandDEIbroadlyandonlyhaveamyopicviewofDEIbasedontheirown,personalexperience.Asnoted
above,personalstoriesarecriticaltoDEI’sPRstrategy,buttheyareNOTtheonlyfactor.Incontrast,whenwehaveworkedwiththesegroupsandhelpedthemunderstandthebroaderdefinitionofdiversityandhowmultipleERGsandgroupswithintheorganizationneedto
worktogether,wehaveseenthemhavegreatsuccess.
Additionally,weoftenseedysfunctionandgroupsthatactasabreedinggroundfor
discontentratherthanpositiveactivity.Absolutely,ERGsinparticularshouldbesafe
spacesforindividualstoshareandprocesstogether,butthemostsuccessfulERGsareactually“BRGs,”orBusinessResourceGroups,thathaveameasurableimpactonthebusiness—eitherthroughrecruiting,retention,orcustomeracquisitionandrevenue
generatingefforts.
AnotherchallengewehearaboutfromtheseDEIgroupsisthattheirleadershipteamdoesnotcareaboutthemordoesnotinvestenoughinthegroups.However,oncewehelpthemunderstandhowtospeakthelanguageoftheexecutiveandhighlightthebusinessvalueofwhattheyaredoing,thesegroupsareabletomakegreatprogress.
Finally,theseemployeegroupscanalsosometimesbestagnantbecausethey
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