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1、DEI in the workplaceThe State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,2023The State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,2023203 Executive summary07 Introduction09 Prioritizing DEI1.HRdecision-makersandemployeesalignonDEIprio
2、rities2.HRleadersquestiontheimpactofDEIeffortsbytheirorganization13 Employee DEI experiences3.Gender:womenstillstruggleforworkplaceequity4.Age:acommonfactorindiscriminationcomplaints5.Race:aprominentissueandarecruitmentpriority6.Disability:acaseformoreinclusiveworkplaces7.LGBTQ+policy:increasingempl
3、oyeenumbersdeemedimportant16 DEI strategy8.DEIhasyettobecomeacorevaluefororganizations9.ItstimetogiveHRleadersthetoolsandsupporttrueDEIdemands19 DEI by designTable of contents?The State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,20233Executive summaryMethodologyCultu
4、reAmpcommissionedCensuswidetoconducttwopiecesofresearch.Thefirstpieceofresearchwasanonlinesurveyto503humanresource(HR)decision-makerswithsixormoreyearsofexperienceinthefieldfromtheUnitedStates(US)andCanada,betweenMarch27-April3,2023.Respondentscamefromallcompanysizesandsectors.Thesecondpieceofresear
5、chwasanonlinesurveyto2,006full-timeemployees(18+),whoarenotresponsibleforHRintheUSandCanada,betweenMarch24-April3,2023.Again,respondentscamefromallcompanysizesandsectors.CensuswideabidesbyandemploysmembersoftheMarketResearchSociety,whichisbasedontheEuropeanSocietyforOpinionandMarketingResearchsprinc
6、iples,andisamemberofTheBritishPollingCouncil.The State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,2023466%retainingandattractingtalent63%fillskillsgaps63%bettercustomerservice60%bettercorporateperformanceKey statisticsDEI value&prioritiesThestudyrevealedthatHRdecisio
7、n-makersandemployeesarealignedondiversity,equity,and inclusion(DEI)prioritiesattheirorganization.BothgroupsrankthethreekeypillarsofDEIinthesameorder.ThefollowingincludesCultureAmpsdefinitionsofDEI:1.Equity:Theprocessofrecognizingthatadvantagesandbarriersexistthatcreateunequalstartingplaces,andaddres
8、singandmitigatingtheimbalance.2.Diversity:Therangeofhumandifferencesincludingbutnotlimitedtorace,ethnicity,gender,sexualorientation,age,socialclass,etc.3.Inclusion:Theactofmakingapersonpartofagrouporcollective,whereeach memberisaffordedthesamerightsandopportunities.Eventhoughbothgroupsarealigned,HRd
9、ecision-makersthinkimprovementscanbemadetoDEI.Half(50%)ofthemstatetheircompanycoulddomoretoincludepeoplefrommarginalizedgroups.HRdecision-makersbelievethatgreaterinclusionofunderrepresentedminoritieswouldhelpacrossarangeofissuesincluding:The State of Workplace Diversity,Equity,and Inclusion in the U
10、nited States and Canada,2023525%ofemployeesrevealtheyhaveexperienceddiscriminationatworkbasedontheiridentity.Additionally,34%havesufferedunwelcomecommentsorconduct.23%ofHRdecision-makerssaytheirorganizationhasreceivedgenderdiscrimination-relatedcomplaints.36%oftheleadershipteamarewomen-istheaveragep
11、ercentagerankedbyHRdecision-makerswhenaskedaboutthepercentageofwomenwhoholdanexecutiveseatwithintheirorganization.22%ofHRdecision-makershaveencounteredrace-relateddiscriminationcomplaintsattheircompany.Againstthisbackdrop,38%ofHRleaderscitehiringmoreemployeesfromdifferentracialbackgroundsastheirnumb
12、eronepriorityforthenext12months.33%ofHRleadersstatetheirorganizationaimstoestablishdevelopment plansforemployeesfrommarginalizedandunderrepresentedracialandethnicminoritygroupsintheyearahead.22%ofHRleadershavewitnessedadecisiontonothireorpromotesomeoneduetotheirage.11%ofHRleadersdonotbelievethatpeop
13、leattheirorganizationwithdisabilitieshaveequalaccesstodevelopmentopportunities.DEI experiencesThe State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,2023661%ofemployeesstatetheyhavenotreceivedanyDEItrainingfromtheiremployer;just24%receivedthisduringonboarding.26%ofempl
14、oyeessayDEIwasnotemphasizedduringtherecruitmentprocess.Thisrisesto30%ofwomeninCanada,comparedto24%ofmen.18%ofemployeesdonotknowwheretofindresourcestohelpthemlearnmoreaboutDEI.33%ofemployeeswouldnotrecommendtheirorganizationasagreatplacetowork.22%ofHRleadershavenoplanstoimplementanyDEIinitiativesorst
15、rategiesduringthenext12months.Thiscouldharmemployeeretentionstrategiesandcontributetoarevolvingdooroftalent.HRleaderslistarangeofissuespreventingthemfromimplementingbetterDEIpolicies,including:52%ofpeoplefrommarginalizedgroupslackanactiveroleinDEIpolicy/action.48%ofotheremployees,fromnon-marginalize
16、dgroups,donotplayanactiveroleinDEIdesignandrollout.47%ofpeoplefrommarginalizedgroupsfinditdifficulttospeakupagainstdiscrimination.23%oforganizationsarenotusinganytoolstomeasureDEIwithnoplanstoimplementonesoonlargelyduetobudgetconstraints.DEI strategy The State of Workplace Diversity,Equity,and Inclu
17、sion in the United States and Canada,20237IntroductionDiversity,equity,andinclusion(DEI)areacriticalpartofbusinessstrategyacrosstheglobe.AfocusonDEIhasbeenproventodrivetremendousbenefitstoalmosteverypartofacompany.AfewoftheareaswherebusinesseshaveseenimprovementsbyprioritizingDEIincludegreaterinnova
18、tion,newanddifferingperspectives,awidertalentpool,improvedperformance,andreducedattrition.EvenwiththebenefitsassociatedwithprioritizingDEI,itsnotalwaysapriorityorcorevaluefororganizations.Andasaresult,itscommonplaceforDEI-relatedemploymentissuestomakeheadlinesintheUSandCanada.IntheUS,therehasbeenast
19、eepriseinthevolumeofcasesheardbytheEqualEmploymentOpportunitiesCommission(EEOC),whichisresponsibleforenforcingfederallawsthatmakeitillegaltodiscriminateagainstajobapplicantoranemployeebecauseofthepersonsrace,color,religion,sex(includingpregnancyandrelatedconditions,genderidentity,andsexualorientatio
20、n),nationalorigin,age(40orolder),disability,orgeneticinformation.Thetotal number of casesintheEEOCspurviewrecentlyreachedabacklogofmorethan51,000;some20%largerthanthepreviousbacklogofjustunder43,000in2022.Thecommissionswebsitefeaturesasignificantlistofemploymentdisputesandadjudicationsrelatingtorace
21、 and color.InCanada,theEmployment Equity ActisinplacetoprotectworkersrightsacrossacomprehensiverangeofDEIissues.ThecountrysWorkplaceEquityProgramhastwostatedfunctionsforemployeesfromallbackgrounds:encouragetheestablishmentofworkingconditionsthatarefreefrombarriers(i.e.equity)seektocorrectconditionso
22、fdisadvantageinemploymentThe State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,20238Inahigh-profilerulingin2022,theHumanRightsTribunalofAlbertaawarded record damagesofCAN$50,000toHRrecruiterTaraYaschukaspartofasexualharassmentcasebroughtunderthebannerofgenderdiscrimin
23、ationagainstEmersonElectricCanada.AndintheUS,theaverageout-of-courtsettlementforemploymentdiscriminationclaimsisabout$40,000 per employee,accordingtoEEOCdata.Largerorganizationshavepaidinthemillions,suchastheDept.ofStatepaying$37m to settle disability discriminationcases,andGoldmanSachsagreeingtopay
24、$215m to end its gender bias lawsuit.ThesearejustacoupleofUSorganizationswhichhavemaderecentheadlinesincostlydiscriminationlawsuits.Instancesofdiscriminationandcomplaintsfromemployeesabouttheirtreatmentbyemployersorcolleaguesarecommonplace.AtatimewhenbusinessesclaimthatDEIisapriority,resourcesareoft
25、enslashedforcorporateanduniversityDEIprograms.Withthisinmind,wesoughttheviewsofHRdecision-makersandemployeesatorganizationsthroughouttheUSandCanada.WewantedtounderstandtheDEIstrategiesthatareinplace,towhatextentthedistinctpillarsofDEIareprioritized,andthepositiveandnegativeexperiencesofemployeesatth
26、eirworkplace.WhatsclearfromourresearchisthatalargenumberoforganizationshaveyettoevenmeasurethestatusquoorprogressinDEI,letalonemakestridesinimplementingcomprehensive,fullyfunctioningDEIstrategies.Inaworldwhereworkischangingandemployeedemandsaregrowingrapidly,DEIisnolongeranice-to-have;itsastrategicd
27、ifferentiatorthatcanmakeorbreakabusiness.Key findingsThe State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,20239Prioritizing DEIInthissection,weshareninekeyfindingsthatshedlightonthebalancebetweendiversity,equity,andinclusionatorganizationsintheUSandCanada.Wellexamine
28、whatHRleadersareprioritizing,whetheremployeesarealignedwiththeirgoals,andtheextenttowhichbusinessesvalueDEI.The State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,202310HR decision-makers and employees align on DEI priorities WhenrankingDEIpillars,bothHRleaders(37%)and
29、employees(34%)arealignedinrankingequityasthetoppriorityincreatingatrulydiverseandinclusiveworkforce.Inthis,theyarealignedwithemployeesprioritiesintheUSandCanadaas34%ofemployeesalsorankedequityasthetoppriority.Equityisdefinedastheprocessofrecognizingthatadvantagesandbarriersexistthatcreateunequalstar
30、tingplaces,andaddressingandmitigatingtheimbalance.Ifworkplacesareequitablefirstandforemost,theycansubsequentlyinvestinhiringanddrivingupdiversity.Whenequityanddiversityareestablishedthisallowsinclusiontofollow,buildingintheperspectivesofthenewlyaddedgroupsandfurtherdevelopingequityefforts.Whenthesee
31、ffortsworkinharmony,DEIflowsthroughouttheorganization,withacombinationofequity,representation,andinclusioncreatingavirtuouscycleofbestpractice.So,equitycultivatesafoundationfordiversity,developinganopenmindset,andinvitinggenuineparticipationthatfostersanenvironmentforjusticeandinclusivity.However,wh
32、enequityfailsorisnotupdated,allofthediversityeffortsflounder;employeesbecomefrustratedandleave.Someemployeesdonotbelievetheircompanyisdoingenoughinthisarea.Morethanonein10(12%)disagreethattheircompanyinveststimeandresourcestoensurepeoplefromallbackgroundsaretreatedequitably.Furthermore,11%ofemployee
33、sdisagreethatpeoplefromallbackgrounds,andwitharangeofidentities,haveequitableopportunitiestoadvanceattheircompany.Culture Amps 2022 DEI Reportshowedthattheseperceptionsoftenvarybydemographicgroup,withWhiteemployeesbothmakingupthemajority,andbeingleastlikelytothinkthatunfairtreatmentwashappeningasent
34、imentnotsharedbytheirBlackpeers.Almostafifth(18%)ofemployeesstatetheprocessforcareeradvancementisnottransparenttoallemployees.01The State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,202311HRdecision-makersnamediversity(31%)astheirsecondpriority,withemployeesalsorankin
35、gthissecond(25%).Butonein10employees(10%)disagreethattheirorganizationvaluesdiversity,andnearlyoneinseven(15%)saytheircompanydoesntallocateenoughtimeandresourcestobuildingdiverseteams.Someemployees(12%)areskepticalthattheirorganizationgraspstheimportanceofdiversityforachievingfuturesuccess.And15%don
36、otfeeltheiremployerinveststimeandresourcesintobuildingdiverseteams.Inclusionisrankedasthethird-highestprioritybyHRleadersaswellasemployees.Almostaquarter(24%)ofeachgroupnameittheirorganizationstoppriority.Onceagain,however,asignificantproportionofemployeesfeelagreatereffortisneededtocreateamoreinclu
37、sivecompany,with13%disagreeingthattheirorganizationallocatestimeandresourcestodoingso.HR leaders question the impact of DEI efforts by their organization AfteryearsofemphasisonthebusinesscaseforDEI,mostleadersareawareofthepotentialbenefitsofattractingamorediverseapplicantpool.02ManyHRdecision-makers
38、believehiringpeoplefrommarginalizedbackgroundsisabusinessimperative,asithasbeenproventohelptheirorganizationto:Attract talentFill skills gapsRetain talentImprove customer serviceIncrease innovationBoost performance Reduce costs66%63%63%63%60%60%50%The State of Workplace Diversity,Equity,and Inclusio
39、n in the United States and Canada,202312Asacaseinpoint,hiringpeoplefrommarginalizedbackgroundsisakeypartofasuccessfulDEIstrategy,butequallyimportantisensuringthatthoseemployeesaretreatedwelloncetheyenteranorganization.HRleadersbelievethattheircompaniescoulddobetteracrosstheemployeelifecycle.HRleader
40、ssaythereismoretheircompanycoulddoto:Organizationscouldcertainlybedoingmoretoamplifytheemployeeexperience.Aquarter(25%)ofemployeesrevealtheyhaveexperienceddiscriminationatworkbasedontheiridentity.Thisincludes11%whohavesufferedunfair,negative,oradversetreatmentonmultipleoccasions.Thefigureishigheramo
41、ngUS-basedemployees(29%)thanthoseinCanada(20%).Employeesatmid-sizedorganizations,withaworkforcebetween301and1,500,aremostlikely(28%)toexperiencediscrimination.ThiscouldpotentiallybetheresultofalackofalignmentandinvestmentinDEIstrategies.Meanwhile,roughlyathird(34%)ofemployeessaytheyhavebeenavictimof
42、unwelcomecomments,conduct,ormicroaggressionsattheirorganization.Incidentshaveleftthemfeelingembarrassed,offended,orhurt.Next,welllookattheirexperiencesinmoredetail.50%bemoreinclusiveofpeoplefrommarginalizedgroups49%hirepeoplefrommarginalizedgroups49%treatpeoplefrommarginalizedgroupsequitablyThe Stat
43、e of Workplace Diversity,Equity,and Inclusion in the United States and Canada,202313Employee DEI experiencesInthissection,wefocusmorecloselyonhowemployeesfeeltheyhavebeentreatedattheirorganization.WealsotakeacloserlookintoHRleadersgrowingconcernovertheprevalenceofdiscriminationagainstpeoplefromvario
44、usbackgrounds.Gender:women still struggle for workplace equity Asignificantshare(23%)ofHRdecision-makersareawareofcomplaintsrelatingtogenderdiscriminationattheircompany.Nearlyoneinfive(18%)HRdecision-makersstatetheyvewitnessedsomeonegetpassedoverforpromotionornothiredbecausetheywerefemale.Furthermor
45、e,7%ofHRleadersdisagreethatmenandwomenhaveequalaccesstodevelopmentopportunitiesattheirorganization;anadditional19%saytheyareunsureneitheragreeingordisagreeing.Thissignificantportionofpractitionerswhoareunsuresuggeststhatcompaniesneedtodomoretomeasure the equity of experienceattheirorganizations.Furt
46、hermore,HRdecision-makersalsorevealthat,onaverage,onlyaroundathird(36%)oftheircompanysleadershipteamarewomen.ThisproportionisslightlyhigherinCanada(38%)thanintheUS(35%).03The State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,202314Age:a common factor in discrimination
47、 complaints AccordingtoHRdecision-makers,agediscriminationisasproblematicatorganizationsasgenderdiscrimination.Morethanoneinfive(22%)HRleadersrevealtheyhavewitnessedadecisionintheirbusinessnottohireorpromotesomeonebecausetheywereinaspecificagerange.Evenmore,(23%)claimtherehavebeendiscriminationcompl
48、aintsrelatingtotheageoftheaffectedperson.Inparticular,18%ofemployeesagedbetween18and26theyoungestagegroupsurveyeddisagreethateverygenerationintheirworkplacehasthesupporttheyneedtofeelincluded,regardlessoftheirindividualage.Thisproportionishigh,comparedtoolderemployees.04Race:a prominent issue and a
49、recruitment priority HRleadersrevealorganizationsaretakingstepstotackleissuesofrace,particularlyinrecruitment.Morethanafifth(22%)ofHRdecision-makershaveencounteredrace-relateddiscriminationcomplaintsattheirbusiness;whilealmostasmany(19%)believeadecisionhasbeenmadenottohireorpromotesomeoneduetotheirr
50、ace.Despitetheseissues,arelativelylowproportionofHRdecision-makers(6%)disagreethatequalaccesstodevelopmentopportunitiesisavailableforemployeesofallethnicbackgrounds.ThisparadoxicalresultsuggeststhatthefindingsmayreflectaspirationalthinkingonthepartofHRprofessionalsabouttheexperiencesofemployeeswithv
51、ariousracialidentitiesintheworkplace.However,raceisstillatabootopicformanyemployees.Aroundoneinsix(16%)employeesdonotfeelcomfortabletalkingwiththeirteamaboutracism.Thisfigurerisesto18%intheUS,comparedto13%inCanada.ManyorganizationsareputtingplansinplaceaspartofwiderDEIinitiativestorebalancetheracial
52、makeupofworkforces.WhenaskedaboutDEIstrategyforthenext12months,38%ofHRleaderscitehiringmoreemployeesfromdifferentracialbackgroundsastheirnumberonepriority.Thisincreasesto42%ofrespondentsinCanadaversus34%intheUS.05The State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,2
53、02315Disability:a case for more inclusive workplaces Onein10(11%)HRleadersdisagreethatpeopleattheirorganizationwithdisabilitieshaveequalaccesstodevelopmentopportunities.Overafifth(22%)ofHRleadersclaimcomplaintsaboutdiscriminationhavebeenmadearounddisability/accessibility,andthesameproportion(22%)sta
54、teanindividualwithadisability/accessibilityneedshasbeenpassedoverforpromotionorinrecruitment.TheseresultssimilarlyreflectthegapbetweenHRprofessionalsobservedexperience of disabled peopleandtheirincongruentbeliefthatequalopportunitiesexistdespitesignificantdiscrimination.HRleadersestimatethatthepropo
55、rtionofleaderswithintheirbusinesswhohaveadisabilityis,onaverage,17%.Butnearlyathird(32%)ofHRdecision-makerssaytheproportionofpeopleontheirleadershipteamwhohaveadisabilityislowerthan10%.Furthermore,33%ofHRleaderssaytheirorganizationaimstoestablishdevelopment plansforemployeesfrommarginalizedandunderr
56、epresentedracialandethnicminoritygroupsintheyearahead.Thisrisesto55%ofHRdecision-makersatorganizationswithbetween1,501and10,000employeesbutdropsto19%atcompanieswithoneto100employees.LGBTQ+policy:increasing employee numbers deemed important Organizationsshouldconsiderwhattheycando(beyondpostingvagues
57、ocialmediamessages)tosupportthelargermissionofcreatingabetterworldofworkforeveryone,includingLGBTQ+community.Itsimportantthattheyavoidrainbow-washingandperformativesupportinitiatives.While28%ofHRleadersestimatethatLGBTQ+individualsaccountforfewerthan10%ofanorganizationsexecutiveteam,almostoneinfour(
58、23%)plantohiremoreLGBTQ+employeesduringthenext12months.0607The State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,202316DEI strategyInthissection,weputemployeesgeneralattitudestowardsDEIattheirorganizationunderthemicroscope,andconsiderhowDEIpolicyandperformanceaffectth
59、eiroverallsentimenttowardstheiremployer.WealsodiscoverwhatHRdecision-makersfeelisholdingbackgreaterDEIsuccessattheirbusiness.DEI has yet to become a core value for organizations Asubstantialmajority(61%)ofemployeesstatetheyhavenotreceivedanyDEItrainingfromtheiremployer.Just24%receivedthistrainingdur
60、ingonboarding,andtheremaining15%weretrainedatalaterstage.Inaddition,ofthoseemployeeswhohavereceivedsomeformofDEItraining,morethanonein10(12%)saythatanyinitiativesorprocessesaboutDEIthatweresharedduringtherecruitmentprocesshavenotsubsequentlyremainedconsistentattheirorganization.Thisshowsthatwhileman
61、ycompaniesarewillingtoinvestinbringinginmorepeoplefrommarginalizedgroups,theyareoftenunwillingtoinvesttheresourcestoensurethattheseemployeeshaveapositiveexperienceortoretainthem.Employeesshareanadditionalconcern,thatadesireto“doDEIbetter”oftenfallsflatfromtheoutset;morethanaquarter(26%)ofthemsayDEIw
62、asnotemphasizedduringtherecruitmentprocess.Some18%ofemployeesalsosaytheydonotknowwheretofindresourcestohelpthemlearnmoreaboutDEI,andjust56%saytheycanlocatethis.08The State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,202317Its time to give HR leaders the tools and supp
63、ort true DEI demands Fortheirpart,HRdecision-makersfeeltheresfarmoretheirorganizationscandotomakeDEIacorevaluethatrunsthroughoutthebusiness,fromtalentrecruitmentandonboardingtodevelopmentandretention.Atpresent,therearemultiplechallengespreventingDEIstrategyfrombeingrolledout.HRdecision-makerssay:095
64、2%peoplefrommarginalizedgroupsdonotplayanactiveroleinDEIpolicy/action48%other,non-marginalized,employeesdonotplayanactiveroleinDEIdesignandrollout47%peoplefrommarginalizedgroupsdonotfeelcomfortablespeakingupagainstdiscrimination43%economicfactorsmeanDEIisdeprioritized43%thereisnotenoughunconsciousbi
65、astrainingattheirorganization42%thereisalackofinformation/trainingonmarginalizedemployeegroups40%employeesarestrugglingtofollowDEIpolicydaily39%thereisnoforumforemployeesfrommarginalizedgroupstoshareinformationwithpeers35%managersarenotputtingDEIplansintoaction33%theleadershipteamisnotsupportiveenou
66、ghofDEIThe State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,202318ForHRleaders,problemsrunfromrecruitmenttomeasuringthesuccessofDEIpolicy.OnlyaminorityofHRdecision-makers43%inCanadaand41%intheUSsaytheycurrentlyuseatooltomeasureDEI.Inaddition,17%areintheprocessofsetti
67、ngupaDEItooltouse,and16%saytheydonthaveonebutitisintheirplans.However,thatleavesalmostaquarter(23%)oforganizationsthatarenotmeasuringDEIwithtechnologyatpresent,andhavenoactiveplanstodoso.Thisrisesto29%intheUS,comparedto17%inCanada.CultureAmps2022WorkplaceDEIreportshowedthatmeasuring DEI,and using th
68、at data to make decisions,isakeycomponenttosuccessinanyDEIprogramandtokeepingcommitmentscompanieshavemade.ThemainreasonsHRdecision-makershavegivenfornothavingaDEItoolinclude:30%citebudgetconstraintsasthereasontheydonothaveDEItools28%citealackofdatameanstheylackastrongbusinesscaseforDEItools22%citeth
69、ecurrenteconomicstateasthereasontheydonothaveDEItoolsThe State of Workplace Diversity,Equity,and Inclusion in the United States and Canada,202319DEI by designOverall,employeesandHRleadershavealotofpositivethingstosayaboutDEIattheirorganization.Alargemajority(69%)ofHRdecision-makersfeeltheircompanyun
70、derstandsDEIsvalue,whileasimilarproportion(70%)ofemployeessaytheirorganizationvaluesdiversity.Oncemore,thispotentiallyreflectsrespondentsaspirationalvaluesratherthanalevelofconcretefinancialandtimeinvestment,giventhemuchsmallerproportionoforganizationsactivelymeasuring,andconsistentlyinvestinginDEI-
71、relatedpoliciesandprograms.Butthatsclearlynotthewholepicture.SwathesofseniorHRprofessionalsandworkersalikeclaiminequity,alackofdiversity,andevendiscriminationarestillprominentatcompaniesintheUSandCanada.Collectively,HRdecision-makersandemployeesacrosstheUSandCanadaseemtoagreeitstimeforbusinessestoro
72、lluptheirsleevesandpushforbetterDEIintheworkplace.Demonstratingcommitmenttothecausecanreaptherewardsofabetterreputation,improvedstaffmoraleand,asaresult,betterbusinesssuccess.Themostimportantfirststepforindividualorganizationsistodevelopanunderstanding of the current state of DEIintheirworkplacefore
73、xample,usinganonymousemployee engagement surveysandauditingtheoutcomesoftheircoretalentprocesses.Thiswillhelpleadersidentifyareasforimprovement,defineDEIgaps,anddevisestrategiesandtargetsforthewholeteamtostrivetowards.Additionally,effectiveperformancemanagementhasalsoproventodriveimpactandequity.Acc
74、ordingtoaCulture Amp study,injustoneperformancereviewcycle,companieswereabletosignificantlynarrowgendergapsaroundrecognition,growth,andworkload.Butimplementationmeanshavingtherighttechnologytoenableeveryonetopullinthesamedirection,ensuringDEIpoliciescanbemoreefficientlyandcomprehensivelyputinplacean
75、dsuccessfullymeasured.TherightbalanceofpeopleandplatformswillbekeytodeliveringonthepromiseofbetterDEIatorganizationsthroughouttheUSandCanada,makingworkafairer,morediverse,Amorediverse,equitable,andinclusiveworkplacestartswithaclearerviewoftheemployeeexperience.LearnhowCultureAmpcanhelpyouunderstandemployeesentimentandprioritizeDEIinitiativeswiththemostmeaningfulimpact.Contactus