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企业实现"多元化"战略的首要举措

2016-07-28 09:55  北京大学EMBA研修班   未知
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推行工作环境多元化是亚洲企业的新兴理念。很多企业已经开始意识到,雇用不同背景、不同性别、不同宗教、不同民族和不同年龄的员工极为重要。
 
稳健的多元化战略对企业影响深远,因为它有望引进有着新观点、来自不同经济背景和家庭结构的新人才,潜移默化地影响企业的创造力和创新能力。
 
以下是大家一些客户所采取的主要举措:
 
制定相关多元化计划
 
要支撑多元化的员工队伍,企业应实施留住不同背景人才的项目。一些成功案例包括女性领导力发展计划和公平的绩效评估。
 
一位台湾客户强调,她的企业专门推出了旨在吸引人才的计划。这个计划规定,一个职位的候选人必须有 50% 是女性。虽然对于某些男性应聘者居多的岗位(例如技术岗)来说,要满足这样的关键绩效指标比较困难,但是有一个确切的指标有助于改变人们的思维方式,鼓励招聘经理将目光放长远,不要只盯着传统人才。
 
企业建立起多元化的工作环境后,应开展能够增进不同群体间合作的计划,并持续跟进。可以通过企业的项目例如企业社会责任计划后续跟进,让所有级别的员工与他们感兴趣的团队展开合作,增进交流。
 
避免偏见
 
女性在工作中仍然会遭遇很多偏见。例如,很多人仍然认为女性的角色是在家照顾家人。一些求职者表示,如果孩子生病了,她们的丈夫请假照顾孩子,就会被问到妻子哪去了。
 
另一种偏见在招聘中尤为普遍,即经理会不自觉地偏爱背景和观点跟他们相似的求职者。然而,招聘一群想法和行为相似的员工,往往与多元化的理念背道而驰。
 
尽管无形的偏见很难避免,但专家表示这样的偏见可以通过关注共同点和共同目标而得以消除。例如,企业可以通过视频或其他形式的内部沟通方式,向员工传达不同背景的员工是如何有助于企业的发展。树立多元化的正面形象有助于减少偏见。
 
营造支撑多元化的环境
 
企业如果有实现工作和生活平衡的政策是最好的,如果这些政策能得到有力的支撑就更好了。
 
例如,如果企业提出可以在家远程办公的政策,则要确保业务主管和高级管理人员 100% 支撑这项政策,也要保证员工有诸如电脑和远程接入权限等来进行有效的在线沟通。否则,如果员工感到政策只是空架子,他们就会变得懈怠,觉得和自己没有切身关系。
 
因此,企业要充分宣传这些得到有力支撑的政策,要创造真正为员工所用的福利。
 
创造和管理一个多元化的员工队伍可能并非易事,但是看到亚洲很多企业都已经开始引入了“多元化”政策,还是很鼓舞人心的。创造一个真正多元融合的企业通常会带来创新和新的业务渠道,从长远来看对企业大有助益。
 
如需查看更多多元化内容,请点击阅读原文。 
 
 
Implementing workplace diversity is an emerging concept in Asia. Already, many companies are starting to realise the importance of having a varied workforce, from gender and religion to ethnicity and age.
 
Having a solid diversity and inclusion (D&I) strategy often benefits businesses as it has the potential to bring in new talent pools that hold new perspectives, economic backgrounds and family structures, potentially impacting a company’s ability to create and innovate.
 
Here are the top practices that are in place at some of our key client organisations:
 
Have relevant diversity programmes in place
To support a diversified workforce, companies should ideally have programmes in place that retain talent from different backgrounds. Some initiatives that have worked included leadership development schemes for women and fair performance review processes.
 
One of our key clients in Taiwan highlighted that her company had a programme that specifically targeted talent attraction. Under this programme, 50 per cent of the candidates shortlisted for a position had to be female. While meeting such KPIs may be challenging for certain roles that typically see more male applicants (like tech positions), having a set number could possibly help to reframe mindsets and encourage hiring managers to look beyond the conventional talent pool.
 
Once a diverse workplace is set in place, companies should follow up by introducing programmes that foster collaboration among the different groups. This can be done through organisation-wide projects, like corporate social responsibility initiatives, which allow employees of all levels to work with groups they care about while connecting with each other.
 
Avoid unconscious bias
Women are still subject to many unconscious biases in the workplace. For example, many still assume that women play the role of the primary caregiver at home. Some of our candidates said that their husbands are often asked where their wives were if they were to take leave to care for a sick child.
 
Another bias that exists, especially when it comes to hiring, is when managers unknowingly favour candidates who are similar to them in terms of backgrounds and perspectives. But hiring a group of people who think and act like each other often goes against the very idea of diversity.
 
While it’s difficult to fix a bias we cannot see, experts have suggested that such unconscious negativity can be broken by focusing on similarities or shared goals. For example, companies can communicate to employees, through videos or other forms of internal communications, how employees from different backgrounds have helped bring the business forward. Having positive images associated with diversity can help to reduce this bias.
 
Create an environment that shows support
It is great if your company has work-life balance policies in place and it will be even better if these policies are well-supported.
 
For example, if your company has a work-from-home policy, ensure that line supervisors and senior management are supporting this initiative 100% and that the employees have the tools, like laptops and remote access permissions, to telecommute productively. Otherwise, employees might feel disengaged if they feel that the policies are just for show.
 
It is hence pertinent for businesses to create a culture where these well-supported policies are communicated effectively and a benefit that is actually used by employees.
 
While it may not be easy to create or manage a diverse workforce, it is encouraging to see that many companies in Asia are already starting to introduce D&I initiatives. Creating a truly inclusive organisation often brings about innovation and new business streams, which benefits the company in the long run.
 
Click read more to view more D&I stories. 
 

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