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Diversity and Inclusion – the employee lifecycle perspectives

Addressing the topics of corporate workforce diversity and workplace inclusion requires the involvement of everyone in a corporate. It’s about intent aligned with action. It’s about leadership and communication. It’s about the policies and procedures of a business, as well as its culture. It’s in the strategic decision-making process, as well as in every-day decisions. It’s about the national cultures that one is operating in, as well as the expectations of national and regional governments, and international bodies.

However, the scale and complexity of the challenge, and the nature of organizations to, well, “organize”, can lead to a sense of it being the responsibility of “somebody” to address. Of course that can easily translate into it being “somebody else’s problem”. It’s for leadership to resolve, or Human Resources departments, or the Diversity and Inclusion lead…

The reality is however that no matter where we are in a company we have the opportunity to influence workforce diversity and workplace inclusion.

One way of considering this is to look at it from different perspectives

What is the customer engagement journey like? Or from a supply chain perspective: How do you exert influence on your suppliers, or your customers, or even your competition?

In this article, I encourage you to think about this from an employee lifecycle perspective – considering every single interaction a potential member of staff has before they join, all the way through to when they leave. Each of those interactions is owned by different people or parts of the company, so viewing it from the employee’s perspective allows one to see who should be responsible for delivering change. That could be the line manager, or the brand and marketing team, the social media team, recruitment advisors, participants in a recruitment panel, and so on.

So here’s the summary, behind each segment of these there are a set of prompts and suggestions to investigate; topics for future blog pieces.

Diversity and Inclusion – the employee lifecycle perspectives

Breaking each of these segments down a little:

  • Strategy. Having a strategic workforce plan designed to deliver the corporate strategy
    Any people strategy should have its foundation in the corporates overall strategy. A company’s people are the ones who deliver the corporate strategy – knowing what types of people and with what skills you need for the future, and where they are needed, is the core of a people strategy.
  • Attract. Being an appealing inclusive employer
    Attracting people to join the company is about corporate reputation, the information that potential candidates hear about you, and can find out about you.
  • Recruit. Enabling all talent to successfully apply
    Your recruitment process should be free of bias, clearly signal your interest in diverse candidates, support applications from diverse candidates, and place expectations on your recruiting managers, and your recruitment agencies.
  • Onboard. Ensuring all talent is understood and all staff trained
    Onboarding is an opportunity for new joiners to understand your expectations as well as to be aware of the support and opportunities available to them so that they feel comfortable to be completely themselves at work.
  • Learning and Development. All talent represented and included
    Every learning and development / training intervention is a D&I opportunity. All development and training programmes should have diverse candidates, and specific learning and development opportunities should be provided for all talent where appropriate.
  • Reward, Recognition, & Benefits. All talent’s needs catered for
    All staff is to be treated equitably. All staff benefits should be inclusive for all diversity aspects. Some specific additional company services may need to be provided for specific groups.
  • Progression & Performance. All talent performance management consistent
    Work allocation and performance management of all staff should be consistent irrespective of diversity aspects.  Monitoring of succession planning, pay and performance should be undertaken.
  • Retain / Exit. Talent that wants to stay. Learn from & manage exits
    Talent of all types should want to stay with the company. You should act upon feedback and use workplace inclusion programmes. You should learn from diverse staff exits, and avoid exits due to lack of inclusion.

So, when faced with “where should I start”, or “what should I do next” – why not step into the shoes of your own people, and working with them see what insights you can identify for action.

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