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Diversity, equity, and inclusion (DEI) is quickly becoming a key enabler of business performance. Through creating a more welcoming work environment, leaders can foster greater business performance.
Integrating DEI into workforce planning is a great way to give people a voice and allow HR to be more strategic. Jasleen Kaur, senior principal for HR advisory at Gartner, noted that building a healthy organisation begins here.
“HR leaders should take a proactive approach and gain a deep understanding of the expertise the business needs today, and in the future, to succeed. They should examine which skills are emerging, how work is shifting or evolving, and whether there are roles that will eventually no longer be needed,” said Kaur.
“When armed with these insights, organisations will be better equipped to diversify their sources of talent as needed. In addition, DEI not only becomes the solution to skills challenges, it allows organisations to thrive.”
What are the benefits of moulding DEI into the decision-making process? According to Kaur, they can be substantial, with areas like productivity, performance, retention, and attraction all benefiting.
“Gartner research shows that organisations with sustainable DEI initiatives demonstrate a 20 per cent increase in inclusion, which corresponds to greater on-the-job effort and intent to stay, as well as high employee performance,” she said.
“Keep in mind, there is also a huge reputational risk for organisations that do not prioritise DEI efforts. With social media at everyone’s fingertips, the actions of organisations are on display for the world to see. One wrong decision has the potential to generate a lot of backlash and damage an organisation’s hard-earned reputation.”
Kaur continued: “Organisational reputation has never been more important as individuals base their decision to join a company on their stance towards social issues and DEI efforts. This is especially true for younger generations entering the workforce. This is a clear sign that organisations need to focus on DEI to attract and retain talent.”
Employers who want to develop healthy DEI must first take a step back and review processes. By highlighting areas that require improvement, leaders are better able to plug gaps in DEI policy.
“Employers should build awareness of initiatives that drive inclusion, such as development programs dedicated to supporting specific groups and recognising holidays that celebrate the diversity of employees,” explained Kaur.
“Reviewing talent processes for bias is another key activity. For instance, analysing performance-rating distribution data will help HR leaders and executives to understand if there are skews toward any particular demographic to avoid unintentional bias in evaluations and calibrations.”
She concluded: “Finally, as leaders set the tone for all staff, their behaviour must reflect the organisation’s values and purpose. By doing so, senior team members set a clear example of the expectations for the workforce.”
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Assessing the business's present and future demands to ensure there is an adequate supply of competent workers and leadership talent is the definition of workforce planning.
Jack Campbell
Jack is the editor at HR Leader.
