Stay informed and ready to meet both everyday challenges and long-term planning and policy-making goals, with focused news, practical information, and strategic insights on all HR-related developments.
April 2 --Employers value diversity and inclusion initiatives, but many still struggle to advance them beyond basic compliance requirements, according to a study released March 31 by HR consulting firm Bersin by Deloitte.
The report, “Diversity and Inclusion Benchmarking Report: An Analysis of the Current Landscape,” featured more than 50 in-depth interviews with D&I professionals, as well as information gleaned from an online survey of 245 D&I leaders at organizations operating or headquartered in North America.
The report found that although a majority of organizations (71 percent) aspire, within three years, to have an “inclusive” culture, only 11 percent report that they currently have one. Further, researchers discovered that about half of organizations (51 percent) have progressed beyond a compliance-driven approach to diversity.
“Unfortunately, what leaders talk about, publicly project and desire is not consistent with the level of investment in D&I,” Stacia Sherman Garr, vice president of talent management research at Bersin by Deloitte, said in an April 1 press release.
The report asserted that D&I initiatives often struggle at companies that do not have well designed recruiting processes that attract diverse employees. Over two-thirds of respondents (70 percent) reported their organization promotes itself as being diverse and inclusive, but only 10 percent “strongly agree” that the recruitment process is designed to attract diverse employees.
According to the report, employer reliance on employee referrals as their main recruitment source can attract the same workforce demographic as their current employee base.
Garr told Bloomberg BNA April 2 that for employers to improve their diversity recruiting efforts, and link those efforts to strategic business outcomes, the first step is to understand what challenges they are looking to solve.
“While the concept of D&I has been around a while,” Garr said, “changing demographics and individuals' expectations mean that some organizations may need to change how they attract diverse individuals.”
She recommends employers analyze their assessment and selection processes. “Some assessment and selection processes have unconscious bias within them,” Garr said.
Most organizations (64 percent) reported leadership involvement in D&I initiatives, the report found. It said that when a new D&I initiative is deployed, senior leaders are actively involved, but respondents also revealed that their organizations routinely fail to adequately fund such initiatives.
Over half of respondents (54 percent) reported their organization either lacks a D&I function or has one that is solely staffed with volunteers. Only 23 percent of respondents indicated that their organization holds CEOs accountable for achieving diversity and inclusion goals.
Of organizations that reported having a diversity function staffed with full-time employees, three-quarters (75 percent) reported that they employ fewer than four people in that function. Garr said organizations can help to create an inclusive culture by addressing shortcomings in resource commitment, governance and talent management integration.
Though more than two-thirds of organizations (68 percent) report that they track at least one metric related to diversity, almost two-thirds (62 percent) say their organization's D&I efforts are not clearly mapped to strategic business outcomes and only 10 percent indicate that organizational goals are adjusted based on metrics, the report found.
While almost one-third of respondents (31 percent) reported that company leaders talk about the business value of inclusion, only 12 percent said leaders talk about the organization's effectiveness in reaching D&I goals.
To contact the reporter on this story: Caryn Freeman in Washington at firstname.lastname@example.org
To contact the editor responsible for this story: Simon Nadel at email@example.com
All Bloomberg BNA treatises are available on standing order, which ensures you will always receive the most current edition of the book or supplement of the title you have ordered from Bloomberg BNA’s book division. As soon as a new supplement or edition is published (usually annually) for a title you’ve previously purchased and requested to be placed on standing order, we’ll ship it to you to review for 30 days without any obligation. During this period, you can either (a) honor the invoice and receive a 5% discount (in addition to any other discounts you may qualify for) off the then-current price of the update, plus shipping and handling or (b) return the book(s), in which case, your invoice will be cancelled upon receipt of the book(s). Call us for a prepaid UPS label for your return. It’s as simple and easy as that. Most importantly, standing orders mean you will never have to worry about the timeliness of the information you’re relying on. And, you may discontinue standing orders at any time by contacting us at 1.800.960.1220 or by sending an email to firstname.lastname@example.org.
Put me on standing order at a 5% discount off list price of all future updates, in addition to any other discounts I may quality for. (Returnable within 30 days.)
Notify me when updates are available (No standing order will be created).
This Bloomberg BNA report is available on standing order, which ensures you will all receive the latest edition. This report is updated annually and we will send you the latest edition once it has been published. By signing up for standing order you will never have to worry about the timeliness of the information you need. And, you may discontinue standing orders at any time by contacting us at 1.800.372.1033, option 5, or by sending us an email to email@example.com.
Put me on standing order
Notify me when new releases are available (no standing order will be created)