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Diversity and Inclusion
Our world is diverse - just like the people who live in it. Celebrating and leveraging this diversity requires recognizing the unique capabilities of an inclusive group. Through the different perspectives of each person, we create a new, unique approach to our clients as well as an innovative way to solve problems. Moreover, improving employee relations with diversity & inclusion to the point of establishing new behaviors and values in the company is becoming increasingly important. The digital disruption and the new way of work challenges leaders and organizations to transform and future proof their organization.
The personality of a person depends on various factors.
Internal as well as external dimensions thus determine not only the character of a person, but also the opportunities they have during their life (e.g., education, work, culture). The last level (organizational level) therefore describes the areas that are influenced by the previous levels (e.g., work location, work content, management status).
Read from the outside in, the individual factors can be changed more easily. For example, it is easier to adjust a person’s work location or work position, regardless of their origin, than to change the internal dimension. Here it becomes clear that the organizational dimension is necessary so that the unchangeable dimensions do not limit a person’s possibilities.
Trust is one of the most significant forms of capital a leader can have.
To build trust in the team, three different factors – authenticity, empathy, and cognitive competencies – must be considered. If one of these is missing, the trust of the employees is weakened and processes within the company become more difficult to implement.
To build up trust, a manager must be able to demonstrate the necessary authenticity, empathy, and professional knowledge. As soon as these factors are well developed and have reached the employees, changes in a company are handled more easily.
Team performance is based on inclusive collaboration
For a successful team performance, attention must be paid to the composition and collaboration of its members. In contrast to a homogeneous team, a diverse team allows different approaches and strategies to implement a project.
However, this diverse team only works if there is sufficient acceptance and openness among the employees. Otherwise, their approaches are ignored, and their opinions are left out. In this context, value must be placed not only on the diversity of a team, but above all on the inclusion of all members to achieve the best possible performance.
The benefits of an inclusive workplace are, like their members, quite various.
The diverse thinking and approaches of everyone address different clients, marketplaces as well as services. But not only external factors can have a positive effect. An inclusive and open workplace increases employee well-being, motivation, and development, resulting in reduced costs (e.g., less sick leave) and an improvement in the company’s brand.
The entire Ward Howell International group actively promotes a liberal work environment, and we foster diversity as well as open expression of ideas. We welcome all talent, regardless of ethnicity, gender, age, disability, religion, or sexual orientation. We believe that diversity only makes us stronger and better if we share our experiences, viewpoints, and ideas. Our goal is to build an inclusive culture where every talent can contribute and thrive. We understand that the process involves a culture change in the company and is an ever-evolving journey. That's why our services are very much focused on involving the entire organization from the bottom up, not just the top down.
Advantages of a D&I Implementation into the Employer Brand:
80%
Employer attractiveness
Employer attractiveness increases up to 80% for applicants
50%
Cost per hire
Companies that invest in D&I experience a 50% cost-per-hire reduction
2X
Faster vacancy filling
Companies that invest in employer branding are up to 2x faster filling vacancies
30%
revenue growth
Talent Retention & Lower Employee Turnover by over 30%
Through our D&I management activities we expect to:
Change the communication/ conversation (external and internal) effectiveness
The inability to have meaningful communications/ conversations contributes significantly to the unproductive relationships that can sometimes develop or reinforce diversity divides.
Boost coaching, mentoring, and sponsoring
Organizations can counter subtle bias by implementing a coaching culture and developing coaching skills of their employees, and by creating a network of D&I champions to enable the development, contributions, and career growth of all employees.
Analyze employee practices
Talent processes reflect and create norms and can be levers for systemwide change for all employees.
