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E3 Workforce Diversity and Inclusion


This whitepaper addresses the existent incongruity in the modern workplace, and sets forth models that can empower diversity initiatives and programs within implementing organizations, enabling equal opportunity for the capable, regardless of their gender or disability. – PowerPoint PPT presentation

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Title: E3 Workforce Diversity and Inclusion

INCLUSION This whitepaper addresses the existent
incongruity in the modern workplace, and sets
forth models that can empower diversity
initiatives and programs within implementing
organizations, enabling equal opportunity for
the capable, regardless of their gender or
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  • PREMISE 05
  • E3 Model 06
  • Applicability of the model 06
  • A word of caution 07
  • Empathy 07
  • Sensitization Program for Human Resources 07
  • Hiring 08
  • Performance Management 09

Learning and Development
External Benchmarking and enterprise-wide
Goal Setting and Incentives Quarterly Employee
11 11
Inclusion and Diversity in Succession Planning
Whistleblower Protection Policy E3 Model
Execution Blueprint
12 12
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EXECUTIVE SUMMARY Over the past few decades, our
world has seen a massive transformation in the
varied ways in which HR functions within
organizations. Human resource activities are not
only managed but are also optimized
simultaneously to accommodate rapidly changing
mindsets of the common workforce. This has been
the subject of much speculation and conjecture.
The erstwhile HR department has morphed into a
team of talent managers who now perform strategic
functions in people management. Most of the rest
of the administrative tasks, which were once the
quintessential HR management and were once
outsourced, are now automated to an extent than
human intervention is required only by
exception. But the modern talent managers have
failed to break various social and demographic
stereotypes, and the opportunities for
development, while available to most who conform
to the structures and archetypes of several
professions, many have not been all-encompassing
as they should be, or claim to be. This
whitepaper considers this large and potent
potential talent pool that the modern talent
manager can tap into by using systems and
process design. The E3 model is a basic concept,
and the framework on which diversity and
inclusion can be achieved e?ciently and
e?ectively makes a lasting impact on the lives of
people who do not deserve the bias they
currently face in the corporate world. We hope
that the modern, progressive Talent Manager will
implement the initiatives and add her own ideas
to the broad methodologies set forth in the E3
model, making the workforce truly diverse and
inclusive, miles ahead of its current
form. BACKGROUND Eureka Singapore conducted an
experiment comparing the performance of
specially-abled and regular employees and found
out Employees with visual impairments achieved
2-3 times more results than employees without
any disability. Specially-abled employees were
punctual, rarely absent and enthusiastic about
their work. In the hands of visually impaired
sta?, the annual turnover rate of Eureka,
Singapore plunged to 2 from 40. Herring
(2009) conducted a study of over 500 for-pro?t
companies and showed a strong relationship
between gender and race diversity and business
performance. Diverse organizations showed
increased revenues, increased number of
customers, greater market share, and greater
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(No Transcript)
In 2012, the US Equal Employment Opportunity Comm
ission received 26, 379 disability employment
bias claims.
In the board seats of the active F100
companies men outnumber women by 4.31.
48 of new mothers said they were overlooked
for career advancement because they had
Under 1 of women sit on GCC executive
Women make up 17 of corporate boards and 12
of executive committees in G 20.
Women remain under in corporrepresentedate decisi
on-making positions.
A report points out that US employers are more
likely to turn away applicants if they have
names that sound African-American.
Since 2011, the Equal Employment Opportunity Comm
ission has received over 45,000 complaints that
are directly related to racial discrimination.
Talent management departments miss out on the
large untapped potential of a more diverse and
inclusive workforce simply because of their own
social bias and the limited perspectives of the
business managers, and senior decision makers in
the organization. While several remedial
initiatives have been undertaken in almost every
organization, the resultant metrics fall
short. E3 Model The proposed E3 model in this
whitepaper sets forth the models that can empower
initiatives and programs within implementing
organizations hence enabling equal opportunity
for the capable people, regardless of their
gender or disability. The E3 model of empathy,
education, and enforcement for the diversity and
inclusion, while being an initiative of the
talent management department of any organization,
ultimately aims to permeate across the entire
organizational hierarchy, departments and
functions, breaking down the silos of bias in
both hiring and performance management that are
widely prevalent today. The elements of the E3
model aim to propagate the sensitization of
workplace inclusion and diversity across all
major functions of Talent Management in the
organization. This starts at the employee
requisition level and extends across functions
in recruitment, performance management, workplace
conduct and policy manuals, and learning and
development functions in the organization. Empath
y, education and, execution (E3 model) are
closely intertwined with several facets of
workforce management in the organization. It is
proposed that the Talent Managers take the
responsibility of acquiring sensitization
towards the various discriminated communities and
ensure a roadmap for larger scale of inclusion
and diversity based on empathy towards the
discriminated. A thorough education system with
regards to inclusion and diversity that permeates
across the enterprise at all levels, from the
junior executives, through the line managers and
lateral support departments and up to the board
is the way forward.
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Applicability of the Model The silent facets of
the E3 module of inclusion and diversity have
been found to be relevant to The organizations
seeking to Secure adequate representation of
women, ethnic minorities, blacks and the
specially-abled. Boost workplace culture
and overall productivity.
Include discriminated in the
relevant business functions
?nance, procurement, administration,
human resources, operations, sales,
Build inclusion and diversity processes
marketing, customer service, legal, research.
hiring and talent acquisition, performance
management, learning and development, succession
planning from diverse talent pools and
leadership development. Although some
organizations stress diversity in their hiring,
it has been noted that a paradigm shiG in the
perceptions of the workforce towards diversity is
key. A Word of Caution It is important to note
that the E3 model does not endorse any forced
hiring of diverse workers that may be
counter-productive to the organization. It simply
aims to implement a broad framework of ideas
that permeate through all major workforce
management related functions, which ensures that
a culture and thought process of equal
opportunity, inclusivity and diversity are
imbibed at granular level.
THE ELEMENTS OF THE E3 MODEL Empathy Empathy for
the especially-abled, working women and
minorities must start with the people practices
in any organization, and it is vital to sensitize
every single member of the people practice to the
importance as well as the economic bene?ts of
having an inclusive and diverse
workforce. Empathy begins with increased
awareness among the business and line managers
about hiring, managing and developing a diverse
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Sensitization Program for Human Resources A
comprehensive orientation regarding the goals and
objectives of the E3 program, alongside operation
guidelines or departmental practice policies and
manuals could sensitize HR department who in turn
can spearhead the initiative within the
organization. The tentative roadmap is suggested
below Identify value di?erences Establish
baselines of expected values Identify di?erences
between existing the prospective
employees Identify barriers to their engagement
Identify barriers between thought and
behavior Establish initiatives, methods and
behaviors to address these barriers Monitor,
Repeat and reinforce
It is recommended that the Talent Manager
facilitates and drives the entire diversity
initiative beyond the basic strategies and into
executable performance indicators, for both the
line managers, team leaders and the talent
management system as a whole.
  • Hiring
  • Speci?cations of the diversity of prospective
    employee should be included in
  • the job description
  • all job postings
  • noti?cations, and directives to consultants.
  • Systems within the ATS of the organization should
    be modi?ed to suit a diverse range of potential
    talent. This could include restricted visibility
    for diversity speci?c roles, check boxes within
    application forms for diversity speci?c roles,
    language assistant and any other changes that may
    be recommended through collaboration with IT.

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Performance Management The HR should be inducted
and trained to think and act in an emotionally
intelligent manner. Following attributes can
Be curious about new employees. Chat with
Listen well
them to understand their world and ideas
Observe own attitude and motives while
Pay attention to non-verbal communication
resolving disputes
Take pride in helping other employees help them
Remain ?exible in approach
bring the best out of themselves
Understand employee needs and try to meet those
Understand employee relationships
Leverage diversity, create opportunities for
Ask colleagues for their opinions or feelings
kinds of people
regarding a situation
Relate well with everyone, regardless of their
Be sensitive to others
model, Educate, is the most pervasive of the
entire framework and extends to almost every
individual and stakeholder who deal with the
internal and external workforce. This could
involve one or many inclusions at multiple touch
points in the entire employee management life
cycle. The key objective of the educate module is
to sensitize the hiring managers and senior
management members to the criticality of
inclusion and diversity, facilitate exposure to
any statutory regulation, understand competitor
best practices, and gather external consultation.
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Learning and Development Most organizations with
a signi?cant headcount have moved to an automated
Learning Management System for their employee
development initiatives. It is recommended to
include a diversity sensitization module which
is speci?c to the development and enhancement of
empathy towards a diverse workspace. The
following key aspects should be included in the
Sensitization on the hiring process of a new
employee of the diversity category.
Sensitization on workplace conduct, dos and
donts when dealing with colleagues in the
diversity category.
Encouraging transparency and incentivizing
employees who have proven their ability and
willingness to embrace the diversity initiatives
in the workforce, including speci?c points of
contact in each department to whom any
discrepancies are to be reported.
Ensuring customized accessibility to learning and
Ensuring LMS accessibility to employees who are
physically challenged.
A systemized feedback program for the employees
to ensure continuous improvement in
the diversity and inclusion speci?c module.
Execute The ?nal phase of the proposed E3 model
is aimed at having a broad scope of
implementation and prominence across the
organization without being resource intensive. To
have a signi?cant positive impact on the psyche
of the workforce execution of the strategies
aimed at reaching and maintaining the
enterprise-wide inclusion and diversity among the
workforce be carried out in a phased and timely
manner. If the E3 model has been successfully
adopted, and in the right sequence, then the
workforce is educated in being inclusive and
diverse. They already empathize with the
challenges that the diversity segment face and
overcome on a daily basis. Within the
implementation of this framework so far, they
have had a signi?cant shiG in perceptions and
have an enhanced sensitivity. In other words,
its time for the human resources team to move
into the next phase the execution. The Execute
module comprises a broad framework of action
points that the organization can impose. This
must be done with adequate management approval.
Non-invasive policies can ensure that the ?rst
two stages of organizational empathy and
education are implemented at both operational and
management levels within the organization. 09
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Benchmarking and Enterprise-wide
Reporting External benchmarking and
enterprise-wide reporting is a two-phased
process. The ?rst is to gather market
intelligence and consultation from researchers on
what current best practices for inclusion and
diversity can be implemented, acquiring talent
pools of high potential within the diversity
segments, competitor intelligence, and
regulatory guidelines. The second phase, namely
the enterprise-wide reporting, is an important
mechanism to ensure transparency in the entire
organization about the implementation of the E3
model. A report on the initiatives being
undertaken and milestones achieved against goals
set should be compiled. This exercise is
expected to lay the foundation for management
buy-in for the ongoing e?orts as well. It is
important that the information is disseminated
across the organization. Goal SeUng and
Incentives Set talent acquisition goals for
hiring managers to facilitate hiring and fair
management of the diversity segment of the
workforce. Incentivized mentoring plans may also
be included to ensure adequate growth
opportunities for the diversity segment of the
workforce. Incentives are crucial in this
largely because of the sheer amount of change
management that the talent manager has to
facilitate in each and every department. With the
introduction of both monetary and non-monetary
incentives, enough impetus of the E3 model
execution at the departmental and team levels
can be achieved. Quarterly Employee Survey A
quarterly employee survey is recommended. It
should encourage feedback from respondents about
their views and opinions on the changes in
productivity and performance in the
post-implementation scenario. This will also
allow the talent management teams to make the
necessary alterations to optimize the delivery
of the E3 model and better align it to the
overall goals and vision of the inclusion and
diversity initiatives of the organization.
Periodic employee surveys will also ensure the
involvement of workers of all ranks within the
organization. The goal here is to create a
continuous feedback loop and optimize the E3
framework delivery within the organization based
on business scenarios at any given
time. Inclusion and Diversity in Succession
Planning Succession planning, namely leadership
development is a core area oGen overlooked by
both human resources and the board when it comes
to the diversity segment of the workforce. High
impact performers and potential leaders should
be identi?ed over time within the organization
and a diverse talent pool should be compiled.
These performers should be developed and oriented
towards leadership responsibilities on a regular
basis. Adequate preparation and succession
planning from these pools will put forth strong
contenders for top roles in the organization who
may prove to be valuable assets in the long run,
even in other senior management roles.
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  • Whistleblower Protection Policy
  • The ?nal facet of the execution module of the
    enterprise-wide E3 framework implementation is
    the establishment of policies protecting
    whistleblowers and workers who report any
    discrimination against the diverse segments of
    the workforce. This is important especially in
    distributed workforces such as sales
  • A hotline to human resources with a dotted line
    to senior management to report any cases of
    harassment or discrimination tha opposes the of
    inclusion and diversity goals should be
  • Employees should be encouraged to eport such
  • Action against the o?enders must also be made
    public, o pr signi?cant assurance to the
    diversity segment, as well as the rest of the
    organiz tion, demonstrating transparency in
    these initiatives.
  • E3 Model Execution Blueprint

Talent Requisition and Hiring
Inclusion of diversity goals.
Employee Manual and Handbook
Sensitization program towards discriminated
Orientation for new employees
On the goals of an inclusive and diverse
Learning and Development Modules
Diversity goals, tools to ensure growth and
continuous learning of the diverse groups in the
Providing hiring and performance targets for
management for inclusion of a diverse workforce
while providing monetary and non-monetary
bene?ts for the managers who meet the goals.
Incentivized Hiring and Performance Management
Periodic reporting from the line managers of the
milestone achievements of the inclusion and
diversity programs for each department. It should
be followed by an alternate scoring system based
on the extent that the goals have been achieved.
Regulatory Reporting and Review Scoring of Line
Managers Development for a separate Diversity
and Inclusion Talent Pool for Each department
Succession planning for high potential employees
from the diversity talent segment, through
continuous learning and tailored leadership
development programs. It should be continuous.
Support helpline for the targeted segments/
whistleblowers against discrimination.
Ongoing support
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Recommended Inclusions in SOPs
Talent Requisition forms Enterprise Intranet Employee Handbook Speci?c Modules in Enterprise LMS Flexibility in Goal Setting
Job Descriptions Query redressal point of contact Surveys and questionnaires External Consultants- Coaching for business managers De?ned KRAs for business managers for promoting recommended practices.
Speci?c Circulars and Memos External Sources Training by Non-Pro?ts/ NGOs for empathy Incentivization for promotion of recommended practices.
Code of conduct inclusion Inclusion in onboarding process for line managers Development of high potential employees for leadership succession through suitable leadership development programs.
Flexibility in policies Orientation for Senior Management (Internal and External).
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CONCLUSION The need for an inclusive and diverse
workforce in todays world cannot be overstated.
While it is commendable that multinational
organizations are making inroads into their
diversity goals through several initiatives,
there are several segments in the global economy,
small and medium businesses (SMBs) that remain
to be tapped. Similarly, as nations world over
implement more sacrosanct regulations on
inclusion and diversity and social media provides
the much needed connection for employees to
share their experiences, it becomes ever more
imperative for businesses of all sizes and
sectors to adopt some form of the E3 model as
outlined in this whitepaper. Statistically, there
has been a rise in the reported cases of
disability, gender and racial discrimination in
several countries, and the debate surrounding it
has risen equally, if not in greater,
measure. While the E3 model o?ers a broad scope
of simple and non-invasive implementations, it
draws on a study of several research papers,
freely available statistics and consultations
with human resource managers on how an
envisioned roadmap for an inclusion and diversity
framework ought to be. The objective is to point
out that inclusion and diversity in a workforce
are equal parts imperative and productive at the
same time, and need not be equated with social
initiatives of a company. Researchers have
repeatedly pointed out the strong correlations
that exist between higher productivity,
sustainable growth and reduced employee turnover
of a diverse workplace. The Empathy, Education
and Execution phases have been designed keeping
in mind the modern talent manager. The model
provides for ?exibility in implementation across
services, manufacturing and technology sectors.
It also has been kept minimal with the intent of
facilitating management buy-in with tangible
performance metrics and repeated reviews in
place. No numbers have been speci?ed to enable
organizations of all sizes and geographies to
customize it according to their own needs. Equal
opportunity and anti-discrimination initiatives
of an organization are the onus of the talent
managers and the human resources management team
of an organization. Because of the complex
nature of workforce dynamics, it is largely
considered an uphill task, but with some
consideration and e?ort, it doesnt have to be.
The E3 model of inclusion and diversity aims to
serve precisely that.
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REFERENCES Ernst Young Deloi1e
HubSpot Department of the Prime Minister and
Cabinet (Australian Government)
ResearchGate American Sociological
Association Department of Sociology at the
University of Amsterdam (Amsterdam Centre for
Inequality Studies) U.S. Equal Employment
Opportunity Commission American Bar Association
ABOUT TopCHRO TopCHRO is a one stop portal for
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USA www.topchro.com
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whitepaper is a property of TopCHRO.com. The
whitepaper or the information cited in the
whitepaper should be used for information
purpose only. Facts and ?gures presented in the
paper are subject to change at any time without
any prior noti?cation. Certain statements made
in the whitepaper are forward-looking
projections. These carry risks and uncertainties
and may di?er from actual events. TopCHRO does
not guarantee application or validity of
information and insights in the paper and will
not be responsible for any loss that may arise
from use of the information or insight cited in
the whitepaper. Readers are advised to use their
own judgment while making related decisions.
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