Becoming an inclusive organization - The steps Tutorial

Discover the essential steps to transforming your organization into an inclusive powerhouse! In 'Becoming an Inclusive Organization - The Steps', we delve into effective diversity management strategies that align social ethics with financial success. Uncover how measurable indicators and committed leadership drive real change. Join us to empower your team and foster a culture where every voice is heard and valued!

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it possible to combine financial performance and social ethics.

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This is why many are now making this a priority

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and including it in their corporate social responsibility or CSR policies.

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In its desire to become inclusive,

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the organization goes through certain steps,

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often accompanied by experts in the field.

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These steps range from assessing the current situation

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and setting objectives to drafting charters or obtaining the diversity label.

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The first step is of course to assess the current state of diversity.

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How

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can we quantify and describe diversity and inclusion?

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We can draw statistics

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on gender parity,

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the age pyramid,

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the integration of people with disabilities,

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the representativeness of new hires,

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and the salary gap.

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For example,

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L'Oreal conducts testing campaigns.

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They send the recruiters two identical resumes on which they change one criterion,

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the surname,

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for example.

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This is to ensure that there is no discrimination in hiring.

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You can also monitor which profiles leave the company and which tend to stay

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and try to understand the real reason for leaving.

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Take the time

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to ask those who leave,

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what made you leave?

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Difficult relationships with colleagues and superiors are

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often the reason for leaving an organization.

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Internal surveys can also be conducted on the issue of diversity,

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discrimination and inclusion

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to understand what the teams are experiencing.

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We should not forget,

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however,

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that inclusion above all is subjective.

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It's an impression,

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a feeling,

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a feeling of being welcomed,

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integrated,

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valued,

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and connected with others.

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Employee representatives must also be able to report

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on what is happening in the workplace,

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to contribute to the diagnosis of discrimination

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and the evaluation of the organization's equality and equity.

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By having the most objective assessment possible,

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the organization will be able to define objectives and indicators.

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These objectives and indicators will be more easily

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monitored if the actors of social dialogue,

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HR teams,

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managers,

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employees and the networks that represent them are all involved.

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Promoting diversity and inclusion is everyone's business.

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Measurable indicators ensure that your diversity and inclusion

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objectives are transparent and your organization is accountable.

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Employee composition indicators,

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payroll data,

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ability to file discrimination,

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bias and harassment complaints.

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Inclusion is a series of actions that empower diversity

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to drive wellbeing and performance.

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More than just diversity numbers,

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including calls for action,

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and these actions need to be spelled out in concrete ways.

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We will give some examples in the next videos.

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An example of a concrete incentive asking every participant to

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speak in meetings to express their opinions and proposals.

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If they don't,

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it means either the participant had no reason to attend the meeting,

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or they did not feel comfortable enough to speak up.

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An inclusive meeting is one where everyone has a voice.

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Another broader example,

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L'Oreal calls on partner associations,

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for instance,

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to recruit young people from disadvantaged areas of the city.

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Associations such as Job in the City,

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Promethea,

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or the League of Young Talents help L'Oreal to communicate with these young people.

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They organize job dating to help them

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understand the company and prepare for

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their interviews under the right conditions.

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In short,

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this provides young people with the best possible chance of joining the company.

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Another essential step in the implementation of a diversity

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and inclusion approach is raising awareness among all employees.

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And more than raising awareness,

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I would say empowering managers and teams on the subject.

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Educate employees on the importance of diversity and inclusion,

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what stereotypes and prejudices are,

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how they manifest themselves,

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how much they hurt the company.

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Sensitize employees to the benefits of diversity and inclusion.

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Let them understand that they are a factor of

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innovation of performance and also of well-being for all.

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Ensure that they understand that these are not just buzzwords but rather

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concrete behaviors and actions.

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As we saw in the previous chapter,

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employees must hear and understand that diversity and inclusion are essential,

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and for this to happen,

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leaders at the highest level of the organization must set the tone.

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The leadership team must first carry

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the message of diversity and inclusion because

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one,

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they live it,

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the leadership team itself is diverse and inclusive,

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and they promote it with authenticity and conviction.

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Inclusive organizations regularly measure the achievement of

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the indicators they have set for themselves.

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Have they increased the percentage of women at the top of the pyramid?

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Have they recruited more people with disabilities?

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What about the number of complaints on discrimination?

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Has staff turnover decreased proof that

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employees feel comfortable in the organization.

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It is indeed essential to regularly measure the performance and impact

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of the diversity and inclusion policy on the whole company,

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so as to make the necessary changes and recognize and even

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celebrate any improvements in order to maintain the positive momentum.

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One last example of successful action to celebrate

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L'Oreal observed that moving abroad could be a career gas pedal within the group.

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When they noticed that more men than women were moving abroad,

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they realized that one of the main reasons

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was that husbands had difficulties following them.

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L'Oreal then chose to provide the best possible support

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to spouses by helping them find jobs while abroad,

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a great success.

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In 2017,

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L'Oreal went from 27% to 46% of expatriate female employees.

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