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DIVERSITY AND INCLUSION AS A DRIVER OF EMPLOYEE ENGAGEMENT
Monthly Webinar Series
September 22, 2016
2Topic Agenda
Item Time (min)
Introduction / Why the topic 3
Some Background 5
The Link between D&I and Employee Engagement
10
Your Turn: Are there differences in engagement by diversity group?
15
Implications and Best Practices 5
Your “best practices”Q&A
10Norm Baillie-David, MBA, CMRPSVP Engagement - TalentMap
Agenda
Matt RakowskiRegional Sales Director
3
15 years in business7,000+ employee engagement surveys since inception1,000,000+ employees surveyed500+ employee engagement surveys annually
Only 1 Focus
TalentMap by the Numbers
4Sample Clients & Benchmark
Award Programs Technology & Engineering Not-for-Profit & Association
Financial Services
Health Sciences
Other
Why the Topic?
Some Background
6
Diversity & Inclusion: What are we talking about?
7
Diversity: “the collective mixture of differences and similarities that
include, for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds,
preferences, and behaviors.”
Inclusion:“the achievement of a work environment in which all individuals
are treated fairly and respectfully, have equal access to opportunities and resources, and (feel they) can contribute fully
to the organization’s success.”
Society for Human Resource Management
Already, different perspectives
8
According to Millennials, diversity means “the blending of different backgrounds, experiences, and perspectives within a team, which is known as cognitive diversity.” And inclusion is “the support for a collaborative environment that values open participation from individuals with different ideas and perspectives that has a positive impact on business.”Boomer and Xers view diversity as a “representation of fairness and protection to all, regardless of gender, race, religion, ethnicity, or sexual orientation.” Inclusion for boomers and gen-Xers is the business environment that integrates individuals of all of the above demographics into one workplace. It’s a moral and legal imperative, in other words: the right thing to do to achieve compliance and equality, regardless of whether it benefits the business.Source: https://www.fastcompany.com/3046358/the-new-rules-of-work/millennials-have-a-different-definition-of-diversity-and-inclusion
A Brief History
9
Canada has had a Different Experience
10
1971: Trudeau Sr. Policy of Multiculturalism
1988: Canada Multiculturalism Act
Multiculturalism vs. Equality (“Colo/ur Blindness”)
11
“Paradoxically, emphasizing minimization of group differences reinforces majority dominance and minority marginalization”English: Acknowledging differences leads to better feelings of inclusion. Minimizing differences, even in the quest for “equality for all” (i.e. colour blindness), leads to less inclusion, e.g. “I don’t feel I can be my full self – I need to minimize my differences with the majority”
The Link between Diversity & Inclusion and Employee Engagement
12
What the Research Says (the Business Case):
13
• Companies who disregard diversity as a component of their business strategy have a higher percentage of disengaged workers, and
• Organizations that effectively capitalize on the strengths of all employees and leverage their differences and unique values have the most engaged employees.
Source: Dr. Rohini Annand, Diversity Inc. http://www.diversityinc.com/diversity-management/how-diversity-and-inclusion-drives-employee-engagement/
• Companies with more women on the board statistically outperform their peers over a long period of time. Source: Catalyst
• Inclusive teams outperform their peers by 80% in team-based assessments. Source: Deloitte Australia
• Gender-diverse companies are 15% more likely and ethnically-diverse companies are 35% more likely to outperform their peers. Source: McKinsey
Who’s Measuring and Managing Diversity as it Relates to Employee Engagement?
14
Provincial/State Governments
Municipalities
Corporate America
Canada
15
But are actually here
Most Organizations Talk Like They’re Here
The TalentMap Client Experience
16
Example Questions
17
Diversity, Respect, and Inclusion
Read each statement and indicate your level of agreement. St
rong
ly
Dis
agre
e
Dis
agre
e
Nei
ther
A
gree
nor
D
isag
ree
Agr
ee
Stro
ngly
A
gree
N/A
, No
Opi
nion
1. I feel accepted, comfortable and safe within my organization.
2. Diverse identities, ideas and ways of thinking and working are valued in my organization.
3. Our workforce reflects the diversity of the community of Red Deer.
4. My organization has a clear definition of what is considered a respectful workplace.
5. Overall, my workplace feels respectful.
PERFORMANCE SCORES BY MAIN SURVEY ATTRIBUTES 18
Data is rounded to the nearest whole number* Number indicates % Favourable score
SAFETY
WORK ENVIRONMENT
DIVERSITY RESPECT AND INCLUSION
PROFESSIONAL GROWTH
COMPENSATION
IMMEDIATE SUPERVISOR
INNOVATION
CITIZEN FOCUS
DEPARTMENT MANAGER
THE CITY OF RED DEER'S VISION
TEAMWORK
WORK/LIFE BALANCE
PERFORMANCE FEEDBACK
CORPORATE LEADERSHIP TEAM
INFORMATION & COMMUNICATION
0% 20% 40% 60% 80% 100%
4
10
11
12
15
18
17
15
16
12
20
27
22
14
31
7
9
14
18
16
15
20
23
22
28
20
17
25
33
19
88
81
75
71
69
66
64
63
62
60
60
57
54
54
51
Unfavourable Neutral Favourable
% Frequency
DRIVERS OF ENGAGEMENT 19
Survey Dimension Relative Weight(Impact on Engagement)
PROFESSIONAL GROWTH 14.5%
DIVERSITY, RESPECT AND INCLUSION 12.0%INNOVATION 10.1%
IMMEDIATE SUPERVISOR 7.9%
TEAMWORK 7.1%
ORGANIZATIONAL VISION 7.0%
DEPARTMENT MANAGER 7.0%
WORK ENVIRONMENT 6.4%
CORPORATE LEADERSHIP TEAM 5.4%
PERFORMANCE FEEDBACK 4.7%
SAFETY 4.7%
CUSTOMER FOCUS 4.3%
INFORMATION & COMMUNICATION 3.8%
WORK/LIFE BALANCE 3.2%
COMPENSATION 1.8%
KEY STRENGTHS AND OPPORTUNITY AREAS 20
SAFETY
DEPARTMENT MANAGER
IMMEDIATE SUPERVISOR
CUSTOMER/CITIZEN FOCUS
INNOVATION
TEAMWORK
INFORMATION & COMMU-NICATION
WORK/LIFE BALANCE PROFESSIONAL GROWTH
PERFORMANCE FEEDBACK
WORK ENVIRONMENT
COMPENSATION
Strong Engagement
DriverWeak
Engagement Driver
Worse Than Benchmark
Better Than Benchmark
ORGANIZATIONAL VISIONCORP. LEADERSHIP TEAM
DIVERSITY, RESPECT AND INCLUSION
Are there Differences in Employee Engagement by Diversity Group?
Gender/WomenPersons with disabilities
Ethnicity
Sexual orientation
Age
Answers:1. Despite facing a labour market disadvantage and barriers to
workplace equality, women tend to be more engaged than men, although they feel less able to express their voice at work.
2. There is a significant and worrying gap in terms of disability – with disabled employees less engaged than their non-disabled colleagues.
3. There are no significant differences in terms of sexual orientation, race/ethnicity, or religious affiliation. However, in Canada, we have noted significantly lower engagement among Aboriginals.
4. Millennials, Boomers and Xers are all equally engaged, overall. However, new workers tend to score higher on employee engagement and this decreases progressively with experience until about 20 years experience, where it rises again.
Sources: TalentMap surveys/benchmark, IPA.co.uk
Implications
24
• Diversity and inclusion is an important driver of employee engagement – there is a business case as well.
• Engagement requires more than value statements and “ideology”:• Engaging diversity groups requires both diversity and inclusion
through policies, programs and behaviours• Valuing diversity and inclusion through actions results in strong
feelings of pride and positive affiliation amongst the majority as well – driving higher engagement overall.
• Attitudes regarding diversity and inclusion need to be measured as part of the employee engagement survey(s), and actioned accordingly.
• Like other employee engagement drivers, improvement of attitudes towards diversity and inclusion require “bottom-up” employee participation as well as senior leadership accountability.
Selected “Best Practices” in Improving Diversity and Inclusion
25
• Focus on Inclusion from Day 1*
• Employee Resource Groups
• Mentoring
• Diversity Learning Labs
• A great resource: http://bestpractices.diversityinc.com/
Your Turn
26
What are some of your D&I policies, programs or initiatives that you have
found are working well at also improving employee engagement?
Event Format Topic/Location DateHR Executive Technology Conference
Conference and Trade Show
McCormick Place, Chicago IL October 4-7, 2016
Conference Board of Canada/TalentMap Workshop
Full-day Workshop
Employee Engagement Practices, Drivers and Survey Design, Halifax NS
October 20, 2016
People Analytics Summit Canada
Conference Toronto, ON November 1, 2016
Canada’s Top Employer Summit
Conference Four Seasons Hotel, Toronto ON November 14, 2016
Conference Board of Canada/TalentMap Workshop
Full-day Workshop
Employee Engagement Practices, Drivers and Survey Design, Edmonton AB
November 17, 2016
UPCOMING TALENTMAP LEARNING SESSIONS
THANK YOU!QUESTIONS AND DISCUSSION
28
Monica HelgothVP Engagement – TalentMap [email protected], x515
Norm Baillie-DavidSVP [email protected], x504
FOR A COPY OF THE PPT OR RECORDING:http://www.talentmap.com/webinar-past/
Louie MoscaDirector of Sales – TalentMap [email protected], x501
Matt RakowskiRegional Sales [email protected], x509
