00:00:08
it possible to combine financial performance and social ethics.
00:00:12
This is why many are now making this a priority
00:00:16
and including it in their corporate social responsibility or CSR policies.
00:00:22
In its desire to become inclusive,
00:00:24
the organization goes through certain steps,
00:00:27
often accompanied by experts in the field.
00:00:30
These steps range from assessing the current situation
00:00:33
and setting objectives to drafting charters or obtaining the diversity label.
00:00:39
The first step is of course to assess the current state of diversity.
00:00:43
can we quantify and describe diversity and inclusion?
00:00:46
We can draw statistics
00:00:49
on gender parity,
00:00:50
the age pyramid,
00:00:51
the integration of people with disabilities,
00:00:54
the representativeness of new hires,
00:00:56
and the salary gap.
00:00:58
L'Oreal conducts testing campaigns.
00:01:01
They send the recruiters two identical resumes on which they change one criterion,
00:01:08
This is to ensure that there is no discrimination in hiring.
00:01:12
You can also monitor which profiles leave the company and which tend to stay
00:01:17
and try to understand the real reason for leaving.
00:01:21
to ask those who leave,
00:01:23
what made you leave?
00:01:25
Difficult relationships with colleagues and superiors are
00:01:27
often the reason for leaving an organization.
00:01:30
Internal surveys can also be conducted on the issue of diversity,
00:01:34
discrimination and inclusion
00:01:36
to understand what the teams are experiencing.
00:01:39
We should not forget,
00:01:41
that inclusion above all is subjective.
00:01:44
It's an impression,
00:01:46
a feeling of being welcomed,
00:01:50
and connected with others.
00:01:53
Employee representatives must also be able to report
00:01:56
on what is happening in the workplace,
00:01:58
to contribute to the diagnosis of discrimination
00:02:01
and the evaluation of the organization's equality and equity.
00:02:06
By having the most objective assessment possible,
00:02:09
the organization will be able to define objectives and indicators.
00:02:14
These objectives and indicators will be more easily
00:02:17
monitored if the actors of social dialogue,
00:02:21
employees and the networks that represent them are all involved.
00:02:25
Promoting diversity and inclusion is everyone's business.
00:02:30
Measurable indicators ensure that your diversity and inclusion
00:02:33
objectives are transparent and your organization is accountable.
00:02:37
Employee composition indicators,
00:02:40
ability to file discrimination,
00:02:42
bias and harassment complaints.
00:02:44
Inclusion is a series of actions that empower diversity
00:02:49
to drive wellbeing and performance.
00:02:52
More than just diversity numbers,
00:02:54
including calls for action,
00:02:56
and these actions need to be spelled out in concrete ways.
00:03:00
We will give some examples in the next videos.
00:03:03
An example of a concrete incentive asking every participant to
00:03:06
speak in meetings to express their opinions and proposals.
00:03:10
it means either the participant had no reason to attend the meeting,
00:03:14
or they did not feel comfortable enough to speak up.
00:03:17
An inclusive meeting is one where everyone has a voice.
00:03:22
Another broader example,
00:03:24
L'Oreal calls on partner associations,
00:03:27
to recruit young people from disadvantaged areas of the city.
00:03:31
Associations such as Job in the City,
00:03:34
or the League of Young Talents help L'Oreal to communicate with these young people.
00:03:39
They organize job dating to help them
00:03:43
understand the company and prepare for
00:03:45
their interviews under the right conditions.
00:03:48
this provides young people with the best possible chance of joining the company.
00:03:53
Another essential step in the implementation of a diversity
00:03:57
and inclusion approach is raising awareness among all employees.
00:04:02
And more than raising awareness,
00:04:03
I would say empowering managers and teams on the subject.
00:04:08
Educate employees on the importance of diversity and inclusion,
00:04:12
what stereotypes and prejudices are,
00:04:14
how they manifest themselves,
00:04:17
how much they hurt the company.
00:04:20
Sensitize employees to the benefits of diversity and inclusion.
00:04:24
Let them understand that they are a factor of
00:04:26
innovation of performance and also of well-being for all.
00:04:30
Ensure that they understand that these are not just buzzwords but rather
00:04:35
concrete behaviors and actions.
00:04:38
As we saw in the previous chapter,
00:04:41
employees must hear and understand that diversity and inclusion are essential,
00:04:46
and for this to happen,
00:04:47
leaders at the highest level of the organization must set the tone.
00:04:51
The leadership team must first carry
00:04:53
the message of diversity and inclusion because
00:04:57
the leadership team itself is diverse and inclusive,
00:05:01
and they promote it with authenticity and conviction.
00:05:05
Inclusive organizations regularly measure the achievement of
00:05:09
the indicators they have set for themselves.
00:05:12
Have they increased the percentage of women at the top of the pyramid?
00:05:15
Have they recruited more people with disabilities?
00:05:18
What about the number of complaints on discrimination?
00:05:22
Has staff turnover decreased proof that
00:05:24
employees feel comfortable in the organization.
00:05:27
It is indeed essential to regularly measure the performance and impact
00:05:32
of the diversity and inclusion policy on the whole company,
00:05:36
so as to make the necessary changes and recognize and even
00:05:40
celebrate any improvements in order to maintain the positive momentum.
00:05:46
One last example of successful action to celebrate
00:05:49
L'Oreal observed that moving abroad could be a career gas pedal within the group.
00:05:54
When they noticed that more men than women were moving abroad,
00:05:58
they realized that one of the main reasons
00:06:01
was that husbands had difficulties following them.
00:06:05
L'Oreal then chose to provide the best possible support
00:06:08
to spouses by helping them find jobs while abroad,
00:06:11
a great success.
00:06:15
L'Oreal went from 27% to 46% of expatriate female employees.
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