Post on 31-Dec-2020
transcript
SUPPORTING DIVERSE AND INCLUSIVE WORKPLACES
Attract a
Diverse
Workforce
Recruit for
Inclusive
Attitudes
Manage
Individual
Biases
Create
Inclusive
Policies
Focus on
Your
Leaders
Diversity
Promotes
Success
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Attract a Diverse Workforce
Inclusion refers to the extent to which employees
are encouraged to participate in the workplace.
PROMOTE AN INCLUSIVE BRAND:
Increasing diversity is
an effective way to
reduce stereotypes
and support inclusion.
Diversity refers to the compositions of demographic
differences among individuals in an organisation.
Individual differences include gender, ethnicity,
religion, nationality, age, sexual orientation,
educational backgrounds, job position and tenure.
Write an inclusive job advert.
Pick images wisely. Highlight role models
from diverse backgrounds.
Mention your approach to diversity.
Advertise on a range of mediums.
Track the impact of different channels on application diversity.
Mention salary is negotiable.
Reference or include links to inclusive
policies.
Focus on the relevant skills for the role.
Be aware of your own biases.
Include a company overview in your
adverts.
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Compassion and empathy for others.
Interest in socialising and engaging others.
Research shows that
cognitive ability, personality,
and emotional intelligence
are associated with
behaviours that support
diversity and inclusion.
The ability to understand complex information
and see connections between ideas.
Openness to experiences and interest in
learning new information.
Self-awareness and authenticity.
Emotional management and resilience.
AVOID DISCRIMINATION IN YOUR RECRUITMENT AND SELECTION TOOLS
The World Economic Forum acknowledges that “technology is no longer simply “neutral” with
regard to diversity, equity and inclusion”. Inclusive selection tools include:
Recruit for Inclusive Attitudes
Design that optimises readability.
Technology that supports screen
readers.
Colour combinations that are optimised for
colour blindness.
Subtitles and transcripts for those with hearing
impairments.
Untimed assessments for learning disabilities.
Keyboard shortcuts for those with mobility
issues.
Non-binary gender options.
Different language options.
Intuitive design to limit biases from experience
with technology.
The effect of social media and gaming
experience on results.
Regular analysis to ensure solutions are
inclusive.
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If you: You might:
Believe that sexual orientation and gender are private.
Be less likely to create an LGBTQI+ policy.
Value traditional approaches.
Be more likely to have negative attitudes to workplace diversity.
Have prejudice attitudes towards employees who are:
- female - older - from an ethnic minority - have a disability.
Have low self-esteem.
Are private and less interested in engaging with others.
Place value on security.
Value a system that emphasis self-interest and competition.
Believe in stereotypes.
Increases the likelihood that others feel overwhelmed, nervous, anxious, worried, fearful, and experience psychological responses such as elevated cortisol, increased adrenaline, increased blood pressure and other cardiovascular response.
Hinder a person’s openness and utilisation of feedback and lower their performance.
Increase in turnover.
Increase the likelihood that other’s experience issues with mental health.
“HR professionals and policy writers should be aware how their
own personal ideologies play a role in the creation of policy”
- (Sirdar, 2020).
Manage Individual Biases
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Create Inclusive Policies
An inclusive
environment is one
where people feel that
they belong, are
valued, and can
share their ideas.
To feel included,
individuals need to feel
unique and different
from others in their
direct work environment
as well as feel like they
belong to that same
environment.
RESEARCH SUGGESTS THAT THE
BEST POLICIES:
• Focus on all beneficiaries rather than a
minority, e.g. flexible working practices for
all employees rather than just women.
• Aligns with the strategic goals of the
organisation and are supported and role
modelled by senior leadership.
• Emphasis “why” inclusion is important.
• Are flexible on “how” inclusion is achieved,
creating a strong image of the ideal
environment but giving people the flexibility
to apply it to their situation.
• Promote a constructive dialogue about
mutual tolerance of opposing views.
• Are cautious and careful about if and how
affirmative actions are implemented, the
messaging conveyed, and the implications
for perceptions and engagement from the
minority and the majority. For example,
quotas can leave the majority feeling that
what they bring to the table is no longer
equally valid and undermine the purpose of
inclusion.
• Are mindful of the images that are presented
in the organisation and how they affect
stereotypes.
• Consider whether the facilities and
infrastructure support accessibility.
• Inspire your leaders to become ambassadors
for diverse and inclusive environments.
• Utilise unconscious bias training.
• Are actively managed with all employees
taking responsibility to create an inclusive
environment.
Leaders are the critical
drivers of the
communication and
implementation of HR
practices. Your leaders
are the gatekeepers to
a successful policy.
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Focus on Your Leaders
The way people feel influences their thinking, behaviour, and performance.
Leaders are responsible for creating an environment where individuals feel included, supported, and motivated to achieve.
Display authentic leadership.
Build strong relationships with their team.
Help employees feel included when they first start in a position.
Signal equality when making decisions.
Inclusive
environments
are created
when leaders:
Respect and emphasise their team members individual value.
Demonstrate emotional intelligence.
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0
Diversity Promotes Success
Performance Engagement Creativity and
innovation Decision making
Organisational Commitment Motivation
Employee well-being
Job satisfaction
Employee willingness to go the extra mile Feelings of pride
Positive work attitudes
DIVERSITY AND INCLUSION IS ASSOCIATED WITH INCREASES IN:
THE COST OF NOT BEING INCLUSIVE:
Increased Turnover Negative health
outcomes Defensiveness
towards feedback Job withdrawal
Excessive Stress Internal conflict Reduction in career ambitions
Discrimination
Companies leading in their geography and industry for diversity, equity and inclusion are
25-36% more likely to perform on profitability – The World Economic Forum.
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Talk to your local OPRA consultant about increasing diversity and inclusion in your workplace.
REAL TIME
ANALYTICS
Understand the impact of your diversity initiatives in
real time.
Review the diversity of candidates and subsequent success of recruitment campaigns.
Analyse the effect of cut-off scores.
Use data to align your diversity initiatives to strategic goals.
Learn about schemas, heuristics, and cognitive
biases.
Explore how we understand diversity and
individual differences.
Discuss strategies for developing a culture of
inclusion.
DIVERSITY & INCLUSION TRAINING
OPRA PSYCHOMETRIC ASSESSMENTS
are built to support various user considerations
Vision Impairments
Hearing Impairments
Learning Disabilities
Limited Technology Experience
Gender non-binary Options
Ethnicity
Colour Blindness
LEADERSHIP
DEVELOPMENT
PARTNERING WITH
YOU TO SUPPORT
DIVERSE AND
INCLUSIVE
WORKPLACES
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