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1、Diversity,Equity and InclusionSurvey ReportNovember 20222Diversity,Equity,and Inclusion Survey Report 2022ContentsSome survey results might cover topics impermissible in your country under local law readers should self-identify and skip those.Executive Summary .Page 031.Methodology.Page 052.DE&I Pol
2、icy&Employee Engagement.Page 073.Aging Population.Page 124.Disability Coverage.Page 155.Health Equity.Page 186.Gender Sensitive Health Needs.Page 227.Support for Modern Families .Page 258.Leave Policy Coverage.Page 299.Conclusion.Page 313Diversity,Equity,and Inclusion Survey Report 2022Executive Sum
3、maryDiversity,equity and inclusion(DE&I)in the workplace has evolved in the past two years,as many organizations moved to embed their DE&I efforts into organization-wide policies from benefits and compensation to manager training and talent development.As these policies mature,organizations are also
4、 taking a more data-driven approach to determine how effective their efforts are and where they need to improve.To better understand the current status of organizations DE&I practices in approaching benefits,work environment and culture across different regions and industries,over the third quarter
5、of 2022 Aon surveyed more than 1,200 rewards,benefits and DE&I leaders representing 55 countries.Overall,we find that DE&I is an area of very high interest for businesses:74 percent of respondents say their companies have developed a tailored DE&I policy 84 percent have identified colleagues respons
6、ible for leading DE&I initiatives 93 percent of companies report having strong senior leadership support and sponsorship for related initiatives EngagementOur survey asked respondents to identify the current level of engagement of their employees.Using these responses,we were able to identify positi
7、ve relationships between DE&I policies and employee engagement.Companies with higher levels of employee engagement are more likely to have an internal definition of DE&I,more likely to have a well-rounded policy that covers different dimensions,and more likely to measure outcomes related to DE&I.DE&
8、I Policy Definition Before a company can fully embed DE&I policies,they must establish a common definition that can be cascaded into the organization.We find differences among regions and industries in how well they are doing this.In Europe,the Middle East and Africa(EMEA),86 percent of respondents
9、report having a consistent definition for DE&I.This figure is lowest in Latin America at 73 percent.“To successfully drive your DE&I agenda forward,management and senior leadership must first believe in their companys fundamental values and then cultivate a workspace where employees can be their bet
10、ter selves.Remember to always measure your progress along the way its always critical to have a goal and numbers to back your cause.”Eduardo Davila,CEO of EMEA and co-chair of the Global Inclusive Leadership Council,Aon“4Diversity,Equity,and Inclusion Survey Report 2022CommunicationWithout effective
11、 communication,companies will not maximize the use and outcome of DE&I policies.Our survey finds email and intranet posts are the most common communications methods across all regions and industries which is not surprising given the lower-cost nature of these methods.The use of townhall-style gather
12、ings is lowest overall,but more common in construction,education and food and beverage companies,where employees may not regularly use computers as part of their job.We see an opportunity to improve organizational communication efforts,as many do offer a wide ranging set of benefits however employee
13、 utilization and awareness is quite poor.InnovationWhen determining innovative solutions,organizations should consider the emerging trend of healthcare coverage for elderly relatives.Currently,only 21 percent of companies globally are providing this benefit.Embracing such coverage is forward-looking
14、 and supports caregivers and the sandwich generation,helping firms to remain proactive and ahead of the curve.We also see an opportunity for companies to improve their benefits for childcare assistance and family allowances,offered by just 23 percent of companies globally according to our survey fin
15、dings.Employers focus on income disparityTwo-thirds of respondents said they use compensation data to identify potential income disparities within their workforce and two-thirds of respondents are also working to address salary equity across all employees.However,as employees continue to face rising
16、 inflation,new challenges have emerged.Lower paid employees bear a disproportionate impact on their financial health with the extremely high medical costs.Although historically they have typically outpaced inflation,we are currently seeing even higher costs due to a stretched post-pandemic healthcar
17、e environment.Faced with such financial stress,employees are not only experiencing negative impacts on mental health,but also reduced productivity and more burnout resulting in rising turnover rates.Despite inequity on compensation,two-thirds of respondents offer the same benefit structures for diff
18、erent employee populations.Employees benefit from organizations taking a health equity approach,which strives for the best possible access to,and standards of,health for the whole workforce.This may mean providing extra support to those at a higher risk of poor baseline health levels,those having ad
19、ditional needs or ensuring pre-existing conditions are not an exclusion in health plan design.Aging population is an important area to consider Just less than half of respondents have specific policies aimed at boosting engagement with more experienced and older talent.A common policy is providing f
20、lexibility in job roles,locations or working hours.Two-thirds of respondents provide flexibility to all their employees.More than 60 percent of power and 80 percent of technology sector respondents provide flexibility,while only 48 percent of food,agriculture and beverage sector respondents say they
21、 do.Mentoring programs are an effective way to engage and connect older and younger workers.However,we find these types of programs are underutilized:Only 46 percent of respondents across industries and regions provide them.Championing DE&I is not a new theme for many organizations.However,external
22、pressures from governments and other stakeholders,including prospective and current employees,have reinforced the need for organizations to demonstrate progress towards their goals.While the study captures trends and benefits prevalence across DE&I dimensions,it clearly demonstrates the positive imp
23、act of organizational DE&I efforts,and shows what businesses can achieve by staying committed and following through on DE&I commitments.Dr.Avneet Kaur Head of Advisory and Specialty Practice,Health Solutions EMEA61%of companies globally accept ad hoc requests for workforce adjustments for people wit
24、h disabilities;58 percent offer changes in working practices to accommodate these requests5Diversity,Equity,and Inclusion Survey Report 20221Methodology6Diversity,Equity,and Inclusion Survey Report 20221Collection ProcessTo support this study a survey was launched globally between June and October 2
25、022 with over 1,200 respondents across 55 countries and various industry and client profiles.The survey captured DE&I policy design,progress reporting,and a detailed overview of health and wellbeing benefits offerings across the DE&I dimensions.Respondent ProfileParticipants were leaders in the orga
26、nization who are connected to/responsible for rewards,benefits or DE&I efforts for their business.These participants identify their geographic scope,are directed through questions that are applicable to their responsibility,and in cases where participants have a multi-country responsibility,each cou
27、ntry is completed separately.For participants in regional or global roles,the survey questions captured policies and focus areas.For participants with country responsibility,the survey questions captured their companys employee provisions at country level.Company ProfileTo enable data to be segmente
28、d and benchmarked in an effective way,participants identified the following attributes on the company:Country Industry sector Global headcount Headcount for country responsibleGlobal/RegionalFor respondents with a global/regional role,the questions have been analyzed across four key categories:Imple
29、mentation-Policies,internal definition,leadership support,business strategy,etc.Areas of Coverage-Areas where DE&I policies are considered Communication -Modes of communication that leaders rely on to communicate DE&I policies,strategies and cultural initiatives to their employees Measurement-The ch
30、annels used to track and review progress on DE&I implementationCountryFor respondents with a country scope(single or multi-country)the questions have been analyzed across six key categories:Aging Population-Policies and benefits provided to retain experienced and older talent Disability Coverage-Spe
31、cial programs and workplace adjustments provided to employees with disabilities Health Equity-Healthcare facilities provided across all segments of employees(Race,Sexual orientation,Gender etc.)Income Disparity-Benefits offered to support and address income disparity Modern Families Support and bene
32、fits offered to support diverse employee and family needs Leave Policy-Types of leave coverages offered to employees7Diversity,Equity,and Inclusion Survey Report 20222DE&I Policy&Employee Engagement8Diversity,Equity,and Inclusion Survey Report 20222DE&I Governance and LeadershipOverall,we find that
33、DE&I is an area of very high interest for businesses:74 percent of companies have developed their own DE&I policy 84 percent of companies have identified colleagues responsible for leading DE&I initiatives 93 percent of companies have senior leadership support and sponsorship for DE&I initiatives84%
34、93%Identified Colleagues Leading DEILeadershipSupport&Sponsorship74%84%93%DE&I Policy9Diversity,Equity,and Inclusion Survey Report 20222DE&I and Employee Engagement While there is a broad focus on DE&I,we do see differences when we look at companies with high levels of engagement compared to compani
35、es with lower levels of engagement.We looked at the approach to DE&I for employers based on different levels of engagement.Employers were placed into three categories:High level of engagement(70 percent+employees are highly engaged)Medium level of engagement(40 percent-70 percent of employees are hi
36、ghly engaged)Low level of engagement(40 percent of employees are highly engaged)Based on this,there are several key observations:Companies with higher levels of engagement are much more likely to have an internal definition of DE&I Overall,74 percent of companies have an internal DE&I definition/pol
37、icy.Highly engaged companies have such a definition 82 percent of the time,compared to 65 percent for companies with low engagement Companies with higher engagement are also more likely to have broader definitions of DE&I coverage DE&I policies can be designed to be inclusive of various groups,inclu
38、ding age,disability status,ethnicity,gender,gender identity,mental health,parental status,religion,sexual orientation and veteran status 68 percent of companies with high employee engagement have a broadly defined DE&I plan,covering six or more of the categories above.By comparison,only 54 percent o
39、f companies with low engagement have a broad definition of DE&I Coverage is higher across almost all groups for employers with high engagementCoverageLowMediumHighDifference(High vs.Low)Age54%62%70%16%Disability Status56%58%70%14%Ethnicity62%67%73%11%Gender64%70%81%17%Gender Identity53%58%66%13%Ment
40、al Health42%45%53%11%Parental Status39%42%51%12%Religion45%53%61%16%Sexual Orientation62%63%75%13%Veteran Status31%32%37%6%30-39%40-49%50-59%60-69%70-79%80-89%10%10-15%15%+Engagement10Diversity,Equity,and Inclusion Survey Report 20222 Companies with higher engagement also do more to measure DE&I Pay
41、 equity:Reviewed by 69 percent of highly engaged employers versus 58 percent of low engagement employers Benefit utilization related to DE&I:Reviewed by 39 percent of high engagement employers versus 25 percent of low engagement employersHigh EngagementMedium EngagementLow EngagementDifference(High
42、vs.Low)0-1 metrics related to DE&119%25%29%-10%2-3 metrics related to DE&134%44%37%-3%4+metrics related to DE&148%31%35%13%10-19%20-29%30-39%40-49%-10-0%0-10%10%+11Diversity,Equity,and Inclusion Survey Report 20222CoverageGlobalAPACEMEALATAMNAAge60%66%69%64%73%Disability Status62%64%71%60%68%Ethnici
43、ty66%70%80%64%76%Gender71%73%86%72%76%Gender Identity57%63%71%58%70%Mental Health45%61%51%30%54%Parental Status44%49%51%36%54%Religion51%49%71%46%65%Sexual Orientation64%70%76%70%73%30-39%40-49%50-59%60-69%70-79%80-89%Which areas does your DE&I policy cover?This section highlights the areas that are
44、 covered under DE&I policy across various organization sizes and sectors,taken from the responses of regional/global leaders who are connected to/responsible for rewards,benefits or DE&I efforts for the business.Gender is most commonly covered,with mental health and parental status being a low focus
45、 globally.When creating policies,it is important to view different employee needs across multiple parameters.Ethnicity and sexual orientation are close seconds to be covered under policies.Disability status is considered highest in EMEA.Considering an employees religious faith is more common in EMEA
46、 and North America compared to Latin America and Asia-Pacific.Mental health is more commonly covered in Asia-Pacific,which is predominantly driven by Australia.APAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin AmericaNA-North America12Diversity,Equity,and Inclusion Survey Report 20223A
47、ging Population13Diversity,Equity,and Inclusion Survey Report 20223Do you have special policies to retain your more experienced and older talent?We engage our older talent in mentorship programs to provide guidance to our younger talent43%56%40%50%APAC45%GlobalEMEALATAMNA78%68%55%77%APAC66%GlobalEME
48、ALATAMNAOlder employees have experience that younger talent can benefit from.This is an untapped area which can help improve employee engagement and retention for both older and younger talent.Asia-Pacific is leading the charge in terms of providing flexibility in design of roles for older talent su
49、ch options will be key in managing the challenges of aging population and ensuring corporates continue to leverage experiential knowledge to build resilient businesses.We offer flexibility in designing of roles,location and working hours 14Diversity,Equity,and Inclusion Survey Report 20223Do you off
50、er any special health care or support services to your older employees?CoverageGlobalAPACEMEALATAMNAFlexible benefits43%48%51%31%63%Musculoskeletal and pain management services17%8%22%14%48%Preventative Care services that support healthy aging 42%29%56%37%65%Global trends currently are to provide su
51、pport with flexible benefits and preventive care services,with the exception of North America where musculoskeletal and pain management support is also provided to manage health for older employees.APAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin AmericaNA-North America0-9%10-19%20-29
52、%30-39%40-49%50-59%60-69%15Diversity,Equity,and Inclusion Survey Report 20224Disability Coverage16Diversity,Equity,and Inclusion Survey Report 20224Do you offer workplace adjustments to employees with disabilities?Changes in policies(sickness-absence policy,additional breaks during work,etc.)NA67%LA
53、TAM37%EMEA43%APAC 43%Global42%17Diversity,Equity,and Inclusion Survey Report 20224Do you offer workplace adjustments to employees with disabilities?Changes in working practices(flexible working hours,modifying shift patterns,shorter working hours,etc.)NA78%LATAM46%EMEA60%APAC 70%Global58%The survey
54、also found it is most common,particularly in North America,for companies to support employees with disabilities based on ad hoc requests.Given that trend,it is valuable to make sure that employees are aware of this option to make ad-hoc requests for them to maximize utilization of such accommodation
55、s and that the means of requesting are also accessible.18Diversity,Equity,and Inclusion Survey Report 20225Health Equity19Diversity,Equity,and Inclusion Survey Report 20225Do you have the same healthcare plan for all employees?Global Average20%40%34%58%23%We offer additional coverage to lower-income
56、 employees3%8%5%11%10%We offer additional coverage to high-income employees or executivesAPAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin AmericaNA-North America20Diversity,Equity,and Inclusion Survey Report 20225Do your health policies provide coverage for HIV/AIDS?Treatment for HIV/
57、AIDS(including medication)Europe predominantly is covered by state health systems,thus it is not a large responsibility of the employer.For North America and Latin America insurance policies cover HIV and AIDS,while in Asia-Pacific it is often excluded from most policies or there are specific narrow
58、 criteria for coverage.38%60%41%66%90%32%58%41%63%95%Coverage for disease or treatment complicationsAPAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin AmericaNA-North America21Diversity,Equity,and Inclusion Survey Report 20225Which of the following mental healthcare services do you prov
59、ide across the care spectrum?In-patient mental health coverageThis seems to still be a big gap globally,with the exception of North America.In Europe there is reliance on state systems.However,employers could do more to create awareness and build acceptance for early access by ensuring resources are
60、 available to employees.25%43%49%41%87%16%32%30%32%78%Access to psychiatristAPAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin AmericaNA-North America22Diversity,Equity,and Inclusion Survey Report 20226Gender Sensitive Health Needs23Diversity,Equity,and Inclusion Survey Report 20226Whic
61、h additional or specific benefits do you offer to your transgender employees/dependents?Hormone therapyMental health support(e.g.,assessment,diagnosis,transition assistance)None as it is covered by state/governmentIn Europe and Latin America transgender care is accessed through state health systems,
62、while in Asia-Pacific transgender care is not widely available.Few employers are covering hormone therapy,which can be very costly,with the exception of North America.However,there is now a developing interest in gender sensitive health needs globally.Companies can benefit from a more personalized h
63、ealth focus and giving tailored advice to individuals per their health needs.GlobalAPACEMEALATAMNA4%4%6%57%11%GlobalAPACEMEALATAMNA41%47%30%31%84%GlobalAPACEMEALATAMNA67%56%70%74%38%APAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin AmericaNA-North America24Diversity,Equity,and Inclusio
64、n Survey Report 20226Which benefits tailored to gender-sensitive health needs do you offer to your employees?GlobalAPACEMEALATAMNAAssistance around menopause via external vendors14%8%17%15%18%Awareness and assistance for osteoporosis17%8%14%21%32%Awareness of increased risk of certain cancers for me
65、n31%15%27%42%32%Prostate cancer screening for men32%10%29%40%63%0-9%10-19%20-29%30-39%40-49%50-59%60-69%APAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin AmericaNA-North America25Diversity,Equity,and Inclusion Survey Report 20227Support for Modern Families26Diversity,Equity,and Inclusi
66、on Survey Report 20227Which Healthcare coverage do you provide to support diverse employee and family needs?Parental or elderly relative health insurance(company or employee paid)Coverage for infertility treatments is still an emerging trend,with technology and financial institutions leading industr
67、ies in this space.In Europe it is covered under the state health system.North America employers do cover it,but fewer employers in Latin America and Asia-Pacific provide coverage due to costs being prohibitive and lower employer demand.Coverage for elderly relatives is an area where employers can co
68、nsider innovative solutions,as this could help the sandwich generation.Some forward-thinking employers are considering coverage for this.5%11%11%7%53%19%21%24%21%10%Infertility treatments coverageAPAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin AmericaNA-North America27Diversity,Equit
69、y,and Inclusion Survey Report 20227Which non-insured family support benefits do you provide?Backup care vendorsChildcare assistance(e.g.,scholarships,financial support for books,school supplies)3%16%14%24%18%10%23%26%29%22%APAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin AmericaNA-Nor
70、th America28Diversity,Equity,and Inclusion Survey Report 2022Family Allowances(e.g.,allowance for day care,partnerships/discounts for elderly homes)7Overall,this area of support is developing.However,to support diversity in the workplace,it will be important to view employees needs holistically and
71、consider how benefits can support them in all aspects.Companies in Asia-Pacific,where these benefits are not as common,have the opportunity to provide more family benefits and stand out as a differentiated place to work.6%23%19%37%10%APAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin Am
72、ericaNA-North America29Diversity,Equity,and Inclusion Survey Report 20228Leave Policy Coverage30Diversity,Equity,and Inclusion Survey Report 20228Which of the following are covered in your leave policies?Miscarriage/still birth and leave for adoption/surrogacy are the most common family-related leav
73、es offered globally.Across regions the trends are slightly different,with Asia-Pacific leading in offering caregiver and miscarriage leave and North America leading with adoption and surrogacy leave.One of the considerations here will be to understand guidance from a countrys laws.Sabbatical leaves
74、are not as common and could be a differentiator for employers providing them.GlobalAPACEMEALATAMNACaregiver leave23%45%17%13%22%Family leave32%21%36%35%40%Miscarriage/stillbirth leave50%66%43%46%45%Parental leave for adoptive parents or surrogacy49%52%46%45%68%Reduced hours/flexible schedule after p
75、arental leave33%44%36%27%27%Sabbatical leave6%7%5%6%7%0-9%10-19%20-29%30-39%40-49%50-59%60-69%APAC-Asia PacificEMEA-Europe,Middle East,and Africa LATAM-Latin AmericaNA-North America31Diversity,Equity,and Inclusion Survey Report 2022ConclusionOne of the initial steps on the journey to developing your
76、 DE&I strategy is to assess the current situation and ask questions.Consider the following questions when evaluating your health and wellbeing strategy in the broader context of your DE&I goals:1.How does the firms stated DE&I goals align with the vision and purpose of the firm?Ensure connectivity b
77、etween the two and make it tangible for people.2.What is the current composition of the workforce,and do current health and wellbeing benefits support its diverse needs?3.How is senior leadership demonstrating their support for DE&I initiatives?4.How are systemic biases identified and mitigated in r
78、ecruitment,mobility and compensation policies?Working through these questions will uncover gaps in coverage and ways to view DE&I policies as an integral part of your HR programs and processes.If you have any questions about this report,are interested in bespoke data cuts by country or industry,or r
79、equire support with developing your DE&I practices,please reach out to your usual Aon consultant or contact us here and we will be in touch shortly.32Diversity,Equity,and Inclusion Survey Report 2022Contact UsAsia Pacific Alan Oates Europe,Middle East,and Africa Dr Avneet Kaur avneet.k.kauraon.co.uk
80、Latin America Carlos Ferreyra North America Janet Faircloth UK Colin Barnes AboutAon plc(NYSE:AON)exists to shape decisions for the betterto protect and enrich the lives of people around the world.Our colleagues provide our clients in over 120 countries with advice and solutions that give them the c
81、larity and confidence to make better decisions to protect and grow their business.2022 Aon plc.All rights reserved.The information contained in this document is intended to assist readers and is for general guidance only.This document is neither intended to address the specifics of your situation nor is it intended to provide advice,including but not limited to medical,legal,regulatory,financial,or specific risk advice.You should review the information in the context of your own circumstances and develop an appropriate response.