Instructions
As diversity and inclusion
gaining momentum across the globe, At MY (organization name) we are trying to
rip off the benefits of diversity, inclusion, and belonging. India is a diverse
country with myriad languages and religions spread across geographies. A
most suitable product we developed has to be most inclusive also, for that
reason our internal resources have to be most diverse and the same time most
inclusive. Diversity, Inclusion, and Belonging has become imperative for the success
of the corporation. HR function will play a pivotal role in terms of managing
the talent. One of the most important HR strategies is to focus on processes. An inclusive process shall ensure an inclusive environment.
Inclusive
Process Strategy
The most inclusive process can be built around the HRM function.
Bias (conscious and unconscious) less inclusive process will help us to ensure
we remain inclusive in people’s function. We can make inclusive processes by collecting
3600 feedbacks from a diverse set of people (internal-frontline and
middle-level managers or external) who can help us to integrate more inclusive parameters.
Also, we have to add favor of transparency in whatever we are doing. Feedback
and transparency are the most effective pillars of inclusive process strategy. This would help us to create a business case
for an inclusive workplace where employee engagement is high for shared organizational
objectives. Diverse and inclusive work culture will be ensuring high business performance
with minimum risk and quality defects.
Stakeholders
and Support
At
MY, CEO is chairing the diversity, inclusion and belonging initiative. We
called this flagship initiative as MyDIBTM. The top to bottom approach will
ensure bottom-to-top execution of the initiative. In accordance with MyDIBTM, HR processes had
been reviewed and appropriate necessary changes has been embedded into existing
processes. Going forward out mantra would be “whatever we are doing is only
inclusive only”. Senior leadership has
been trained and strengthen on HR processes which will support and lead the
program at. All the hiring manager have given their buy-in for inclusive hiring
process and the D&IB has become one of the KRA for hiring managers.
Organization
has invested adequate resources in term of technology(ATS, Resume masking,
inclusive JD’) and skill set (trained inclusive hiring managers)
Focus Areas
Recruitment
& Selection
Status |
Actions |
Notes |
In process |
Use ATS to filter candidates, based on qualifications directly
related to the job without any biases |
ATS and resume parsing, inclusive JDs |
In process |
Interviewers have a specific process for objectively evaluating job candidates
when selecting who to hire |
Inclusive Panel interview may help to arrive at most appropriate
level |
In process |
Interviewers following a standardized interview and evaluation
process that is used with all candidates that is bias sensitive |
Interview panel may brainstorm and arrived at conclusion. Lets have
divers set of interviewing styles in order to have unbiased answers from the
candidates. |
In process |
Defined what “cultural fit” means in terms of competencies, ensuring
these competencies do not prevent inclusion |
Absolutely no affinity biases, Organizational competencies and values
has to be in synergy. |
In process |
Interviewers trained on unconscious bias in the selection process |
Priority area |
In process |
Sourcing market appropriate diverse candidates |
Done |
In process |
Sourcing candidates using multiple channels to ensure a diverse job
pool |
|
Performance Management
Status |
Actions |
Notes |
In process |
Train managers on your Performance Management process and ratings,
making sure managers are evaluating performance without bias |
Priority area |
In process |
Managers/evaluators of performance are thoroughly trained on
Performance Management process and ratings before completing any performance
reviews |
Priority area |
In process |
Review overall performance ratings to be sure there are not any
managers consistently scoring diverse employees lower |
Review of rating by next-level manager |
In process |
Review data on diverse employees ensuring they have similar
performance rating averages as non-diverse employees |
Yes |
Total Compensation
Status |
Actions |
Notes |
In process |
Verified there are no pay inequities between men and women |
We have equal pay |
In process |
Verified there are no pay inequities for diverse employees |
We have equal pay |
In process |
Verified that employees that earned higher performance ratings and
receiving larger raises and/or bonuses are diverse |
We have equal pay |
In process |
Clear performance metrics defined to ensure unconscious biases don’t
affect pay equity |
Training require on unconscious biases |
Learning & Development
Status |
Actions |
Notes |
In process |
All employees have the opportunity and access to drive their own
Learning and Development through online resources |
Personal, Professional Learnings to insure individual growth clubbed
with organizational growth |
In process |
All employees have development plans that point out learning
resources the employee can use to complete their development plan |
Annual learning plan integrated with learning calendars. |
In process |
Train employees and managers on unconscious bias, micro-aggressions, diversity,
inclusion, and equity |
Next important agent in this year’s calendar. |
In process |
For development opportunities that require manager/leader
sponsorship, verifying that these opportunities are being awarded without
bias |
Two-step review of learning
need to be recommended by manager/leader. |
HR Communication
Status |
Actions |
Notes |
In process |
Images in your communication diversely represent all employees, to
include those with visible disabilities |
All form of communication including brail/sign language. |
In process |
Consider the range of communication to your employees, whether
printed, online, or in apps, and ensure your employee base is accurately
displayed in these communications |
Online in a app |
Talent Management
Status |
Actions |
Notes |
In process |
Have an internal job posting board allowing employees to
self-identify for job opportunities |
Done |
In process |
High Potential talent is well represented across all diversity
attributes |
Next step once the we start MyDIB. |
In process |
Succession planning is well represented across all diversity
attributes |
Need to integrate in plan. |
Engagement & Employee Surveys
Status |
Actions |
Notes |
In process |
On a cadence, survey your employees to check in on: ●
Inclusion ●
Being treated equally ●
Perceive they have equal opportunities |
Need to do survey before and after the MyDIB initiative which will
give us an opportunity to review the status/update of the program. |
In process |
Analyze any engagement survey data to ensure diverse groups are
answering questions in a similar fashion as the non-diverse groups |
Encouraging for honest feedback and their contribution for creating
more inclusive system. |
Based on the top priorities you’ve identified, share your the action plan below:
- Create a Mission statement
for HR for inclusive work culture. One liner moto statement.
- Get buy in from CEO and
Senior leadership team.
- Create a Diversity
Management committee which includes 50% leaders, 25% divers group, 25%
non-diverse group.
- Create a cultural diversity calendar integrate with the annual holiday calendar.
- Create organizations own diversity day to celebrate inclusivity.
- Training for all on unconscious biases, the business case on diversity.
- Roleplay and dramas for employee awareness.
- Periodical review for on process and
practices.
- Run reward and recognition for driving diversity
initiates.
- 100% participation for
middle-level managers since they are the pillars.
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