Diversity and inclusion crucial to workforce enhancement
RECENTLY I was asked to conduct a training course on generational diversity (baby-boomer, Generation X and Generation Y) for a leading Thai company. Then I thought to myself, "This will benefit human-resources practitioners, but will it make a difference
So, rather than focusing on just generational diversity, we should be discussing “diversity and inclusion”, or D&I for short. Diversity means anything that makes a person unique – such as gender, age, sexual orientation, religion, race, nationality, marital status, income and disability. Inclusion means an environment of respect and connection where different ideas and perspectives are harnessed to create business value.
D&I is more than regulatory compliance. D&I is proactively promoting inclusive behaviour and recognising the business value of having a diverse workforce that can connect with diverse markets to an extent that it becomes another source of competitive advantage for the organisation.
An interesting fact, according to research by Credit Suisse, is that mixed-gender executive boards have outperformed all-male ones by 26 per cent. Also, it is estimated that if the world engaged the whole disabled population, global economic energy would increase by US$3.5 trillion (Bt118.23 trillion), equivalent to Germany’s gross domestic product in 2012, according to United Nations statistics.
I am proud to report that I regularly shop at a fast-fashion store operating in Thailand that has a clear D&I strategy: hiring hearing-impaired persons for stock refurbishment. Two other Thai firms have signed up to promote the UN’s initiative in fighting violence against women. These are just a few examples. We as HR practitioners should encourage our organisations to embark on the D&I journey.
First, take stock of your diversity status quo and benchmark it against external sources. For example, the global average proportion of women on boards stands at 12.7 per cent, versus 10 per cent in Thailand in 2013, according to research by Credit Suisse. Seek comments from your potential candidates and employees on D&I issues. Other critical inputs would be an employee-engagement survey and employee brand promises.
The next step is to craft your D&I strategy. This is done by setting specific goals, targets and action plans. Ensure the D&I strategy’s alignment to your firm’s business strategy.
For example, if your company plans to double its workforce in the next five years, you may need a D&I strategy that calls for hiring from Asean countries. Or, if you want to attract local hires, women who are currently homemakers may be crucial to your business’ expansion plans. To do that, your D&I action plans may require you to revise, or in some cases rewrite, your company’s policies on working from home or work/life flexibility. Now your D&I strategy has relevancy and business context.
Establish D&I training to create a respectful environment and a mindset of diversity among your employees. Incorporate inclusive behaviour into your corporate culture dos and don’ts.
What’s left now is to measure the outcomes. Some of the D&I metrics that can be included are gender representation by job level, number or rate of discrimination complaints, employee-turnover rate by diverse groups, gender pay disparities, and employee engagement by diverse groups.
Eventually, your company’s human resources will be made up of highly engaged and diverse groups similar to the famous misfit superheroes the Avengers assisting you in outgunning your competitors.
Suvit Chansrichawla offers next-generation human-resources consultancy under the brand Serendipity & Co, a partner of the Curve Group in Thailand.
