Moving from a "Diversity" policy to an inclusive organization
The Focus RH article, “Moving from a “Diversity” policy to an inclusive organization,” quoted Russell Reynolds Associates Consultant Florence Ferraton on the five drivers to promote an inclusive talent management policy, which was based on our study "The Next Frontier in D&I: Developing Your Leadership Pipeline.” The article is excerpted below.
According to a 2017 study conducted by Russell Reynolds Associates, one-third of diverse talent leaves their companies because of a perceived lack of inclusion and engagement.
"Organizations have paid a great deal of attention in recent years to diversity, but the 'inclusion' dimension has not been dealt with as extensively," said Florence Ferraton, head of the French office of the global leadership advisory and search firm. “However, the two are complementary. Top management should therefore consider this blind spot."
It is precisely with the ambition to move the needle that a
new study was conducted, based on interviews and feedback from companies at the forefront of this issue.
Objectify and structure the process
This exploratory work made it possible to identify five drivers to promote an inclusive talent management policy.
The first is cultural: like the "Adobe for All in Action" program, companies can encourage all employees to adopt attitudes and behaviors that contribute to an inclusive environment. An annual gathering is organized by the software publisher Adobe with this ambition, which notably involves the training of managers.
The second driver concerns processes and in particular, their evolution, to minimize the impact of bias. Once the gaps have been identified between inclusive ambitions and reality, it is in the best interests of the company to allocate the necessary resources to implement solutions, where applicable, within the organization - between departments, subsidiaries, etc.
As Florence Ferraton confirms, "it is essential to objectify and structure the process, otherwise it would be a complete waste of time".
Strong expectations for a more societal company
The third driver is relational; it is about strengthening connections between peers but also with mentors, sponsors and ambassadors of inclusion. This approach has enabled Morgan Stanley to better position high potentials from diversity in succession plans.