为什么仅仅多样化的雇佣是不够的?Why it’s not enough to hire for diversity

      为什么仅仅多样化的雇佣是不够的?Why it’s not enough to hire for diversity已关闭评论

我想说的是,我们需要先从目前的情况走到多样性上。然后再想更多,但这不妨碍这是一篇很赞的文章。

From multinational corporations to mom-and-pop corner stores, the need to have a diverse workforce has never been greater. Whether your online presence rivals Google or you have none at all, you need to meet the demands of a diverse customer base.

Employers work in a global economy, and barriers to commerce are only slightly limited by language. Your workforce has to mirror your customer base if you want to stay relevant — if not, the competition will happily fill the void.

In its “Global Recruiting Trends 2018” report, LinkedIn revealed the top four trends identified by talent managers and recruiters as “shaping the future of recruiting and hiring.” Diversity, identified as a priority by 78% of the 9,000 respondents, took the top spot. When asked why they chose to prioritize diversity, 78% of respondents sought to improve culture, 62% wanted to boost financial performance and 49% intended to better represent customers.

 

What is diversity in the workforce?

For starters, it’s more than a list of demographics and personality types to put a checkmark next to. Diversity is a goal, but it relies on action to come to pass. If diversity is the noun, then inclusion and belonging are the verbs that make it happen.

You can hire as many people from disparate backgrounds as you like, but if they don’t believe they belong, or if their points of view are not included in the culture, you’re just checking off items on a list. In the LinkedIn survey, companies have recognized the difference: while 51% are very or extremely focused on diversity, 52% are on inclusion and 57% on belonging.

Ken Bouyer, director of inclusiveness recruiting at Ernst & Young (EY) Americas, knows diversity’s value.

“It is important for businesses to establish a framework to deliberately foster an inclusive environment where differences, talents and perspectives of all people are maximized to create the highest performing teams,” he said. EY has found that teams of mixed gender, ethnicity, age and other divergent points improve decision-making solutions for clients because they include a variety of viewpoints and a wider range of experiences.

“By maximizing the power of differences, we are able to build the highest-performing teams,” Bouyer adds.

Getting there from here

To expand their workforce, companies are looking at the basics and beyond. In addition to gender, race and ethnicity, a new focus on age and educational diversity is coming to light. Disability status has also come to the fore.

Mark Lobosco, VP of talent solutions at LinkedIn, talks about the data from the survey as well as diversity initiatives at his company. “Diversity used to be thought of as a box that companies checked. Today, it’s table stakes.”

To achieve a representative workforce, he says, “Companies are making changes not only to where they look for talent, but to how they market themselves to diverse candidates.” LinkedIn research shows companies are expanding their efforts at diverse schools, trade schools and community colleges, as well as ensuring diverse employees are featured in recruitment materials and interview panels.

One way to expand your diversity recruitment is to simply expand your recruitment reach, according to Jamie Nichol, marketing and community manager at CultureIQ. “Relocation packages will geographically expand your potential talent pool while commuter benefits will make your company accessible to individuals of different life arrangements,” Nichol said. “Offering a flexible work policy (flextime, telecommuting), child care subsidies, and generous parental leave can attract parents or those hoping to start a family.”

Bouyer knows the value of starting younger these days. “We really believe that building a diverse pipeline of talent starts at the high school level or before, and the onus falls on businesses to attract students from a young age, from all backgrounds, and maintain relationships with faculty and administrators.”

At EY, recruiters attend internal inclusiveness and leadership training sessions, in addition to individual coaching and strategy sessions at least three times a year, to make sure teams are recruiting inclusively. “Through this,” Bouyer says, “we hope that the more we talk about inclusive recruiting out in the open, the more we can disrupt biases and enact long term changes in the workplace.”

Making it stick

“At LinkedIn we are working to create a work environment where employees not only feel included, they also feel like they belong,” Lobosco said. “Hiring diverse candidates won’t help if the company culture isn’t shaped to support them.” Employers must go beyond respecting differing opinions. Put value on and encourage a wide range of viewpoints: that imperative must come from the top down.

Recruitment is just the first step in the diversity chain, Nichol says. “In addition to prioritizing diversity during recruitment, it’s essential to ‘walk the walk’ by creating an inclusive company culture.” She advises employers to consider all angles — formal policies and programs, informal customs and everyday behaviors. “Be proactive and consider providing sponsorship programs or partnering with external networks to connect underrepresented groups with resources and support,” she added.

To cement inclusion initiatives, EY does just that. EY Unplugged is a two-day event of onboarding sessions taught by high-performing staff and partners that provides the opportunity for Black, Latino and Asian professionals to come together and connect during their first four months. The company’s Ally2Advocate program, primarily targeted to LGBTQ staffers, helps people work together, learn from one another and increase individual effectiveness, advancing their support from ally to advocate.

When employees have a voice, they’re engaged. When they’re allowed to express their genuine voice, the hires you make today become the long-term, invaluable team of tomorrow.

 

AI翻译如下:

为什么只雇用多样性是不够的

 

从跨国公司到零售店,需要拥有多元化的员工队伍从未如此。无论您的在线存在与谷歌相媲美还是根本没有,您需要满足不同客户群的需求。

雇主在全球经济中工作,商业壁垒只是受到语言的轻微限制。如果您想保持相关性,您的员工必须反映您的客户群,否则竞争将愉快地填补空白。

在“ 2018年全球招聘趋势 ”报告中,LinkedIn展示了人才经理和招聘人员确定的“塑造招聘和招聘未来”的前四大趋势。在9000名受访者中,78%的人认为多样性占据了首位。当被问及为什么他们选择优先考虑多样性时,78%的受访者试图改善文化,62%希望提高财务绩效,49%希望更好地代表客户。

劳动力的多样性是什么?

对于初学者来说,这不仅仅是人口统计学和人格类型的列表,多样性是一个目标,但它依靠行动来实现。如果多样性是名词,那么包含和归属是使其发生的动词。

你可以雇用尽可能多的不同背景的人,但是如果他们不相信他们是属于他们的,或者他们的观点不在文化中,那么你只需要在列表中检查项目。在LinkedIn调查中,公司已经认识到了差异:51%的人非常关注多样性,52%的人选择归属,57%的人选择归属。

安永会计师事务所(EY)美洲包容性招聘总监Ken Bouyer深知多元化的价值。

他说:“企业要建立一个框架,有意识地培养一个包容各方人才的差异,人才和观点最大化的包容性环境,创造出最优秀的团队。”安永公司发现,性别,种族,年龄以及其他不同点为客户提供决策解决方案,因为它们包含各种各样的观点和更广泛的经验。

Bouyer补充说:“通过最大限度地发挥差异的力量,我们能够建立最高绩效的团队。

从这里到达那里

为了扩大员工队伍,公司正在考虑基础知识和其他方面。除了性别,种族和民族之外,关注年龄和教育多样性的新焦点也在不断涌现。残疾状况也出现了。

LinkedIn人才解决方案副总裁马克•洛博斯科(Mark Lobosco)谈到了该调查的数据以及公司的多元化举措。“多元化曾被认为是公司检查的一个框。今天,这是赌注。“

他表示,为了实现具有代表性的员工队伍,“公司正在改变他们在寻找人才的地方,而不仅仅是他们如何向不同的候选人推销自己。”LinkedIn研究表明,公司正在扩大在不同的学校,贸易学校和社区的努力并确保招聘材料和面试小组中的员工多元化。

CultureIQ的营销和社区经理Jamie Nichol表示,扩大招聘范围的一个方法就是扩大招聘范围。Nichol说:“搬迁方案将在地理上扩大你的潜在人才储备,而通勤者的福利将使你的公司能够接触到不同生活安排的个人,”提供灵活的工作政策(弹性工作时间,远程办公),育儿补贴和慷慨的育儿假吸引父母或希望创业的人“。

布耶知道这些日子年轻人的价值。“我们确实认为,在高中或以前开始建设一个多元化的人才渠道,有责任从小到大,从各个不同背景吸引学生,并保持与教职员工和管理人员的关系。”

在安永,招聘人员参加内部包容性和领导力培训课程,除了每年至少三次的个人辅导和战略会议,以确保团队招聘包容性。Bouyer说:“通过这个,我们希望我们越多地谈论包容性的招聘,我们就越能打破偏见,并在工作场所实现长期的变化。”

让它坚持下去

Lobosco说:“在LinkedIn,我们正在努力创造一个员工不仅感受到包容 的工作环境,而且他们也觉得自己属于他们,” 如果公司文化没有形成对他们的支持,雇用不同的候选人将无济于事。雇主必须超越尊重不同意见。注重价值观,鼓励广泛的观点:必须从上到下。

Nichol说,招聘只是多样性链中的第一步。“除了在招聘中优先考虑多样性之外,还必须创造一个包容的企业文化来”走路“。她建议雇主考虑所有角度 – 正式的政策和计划,非正式习俗和日常行为。她补充说:“积极主动地考虑提供赞助计划或与外部网络合作,将代表性不足的群体与资源和支持联系起来。

为了巩固包容性举措,安永就是这样做的。EY Unplugged是为期两天的高绩效员工和合作伙伴的入职培训活动,为黑人,拉丁裔和亚洲专业人士在头四个月内聚集在一起提供了机会。该公司的Ally2Advocate计划主要针对LGBTQ员工,帮助人们一起工作,相互学习,提高个人效能,提高他们的支持,从盟友到倡导。

当员工有发言权时,他们就会参与其中。当他们被允许表达自己真正的声音时,你今天的雇佣就成了明天的长期,无价的团队。