Much progress has been made, but there is still much work to do.
By Marta Chmielowicz
The murder of George Floyd at the hands of Minneapolis police in May sparked nationwide outrage, propelling protests and civil unrest at a level not seen since the death of Dr. Martin Luther King Jr. in 1968. This event, following on the heels of the coronavirus pandemic, brought the deep racial frictions and grievances in the U.S. to the forefront of the national consciousness.
Two organizations share their secrets to building an inclusive hiring process.
By Marta Chmielowicz
In today’s increasingly diverse world, the case for corporate D&I initiatives that deliver real progress is stronger than ever. In fact, McKinsey’s 2020 Diversity Wins report found that in 2019, companies in the top quartile for ethnic diversity outperformed those in the bottom quartile by 36 percent in profitability.
Are you doing enough to tackle racial inequality in your workplace?
In recent months, protestors took to the streets in response to the murder of George Floyd at a scale not seen since the assassination of Dr. Martin Luther King Jr. in 1968. As the U.S. grappled with rage, grief, and massive civic unrest amplified by the effects of a global pandemic, one organization after another responded with statements condemning racial injustice and police brutality.
But mere statements and donations are not a sufficient response to this historic moment; HR leaders need to lay out clear, specific, actionable plans to combat racism in the workplace. They need to confront their role in perpetuating discriminatory and inequitable systems, and pledge to do better. While organizations have long recognized the importance of diversity and worked to implement programs to make the workplace more inclusive, much work is left to be done. And now, the world is watching.
Employing neurodiverse talent can provide a competitive advantage, but this segment of the workforce requires special considerations.
By Simon Kent
Many organisations look to embrace different thinking as a means to attain a competitive edge. Indeed, tech giant Apple’s whole branding strategy at one point was “Think Different.” Today, that mantra has taken on a new meaning as businesses begin to view neurodiversity as the next stop on their diversity and inclusion agenda.
Japanese women face many obstacles returning to the workplace after having children.
By Michael Switow
Japanese Prime Minister Shinzo Abe would like to see women comprise a larger percentage of his country’s workforce. Faced with a shrinking labour pool as baby boomers and 1950s danso-generation men retire, Abe placed women at the centre of his growth strategy in 2013, declaring that he would create “a Japan in which women shine.”
Organisations can experience many benefits when they diversify their supply chain.
By Michael Switow
Why should HR practitioners and leaders care about supply chain diversity? Globally, less than 1 per cent of corporate spending goes to female-owned businesses, yet nearly 40 per cent of the world’s companies are run by women, according to statistics from WEConnect International, a non-profit organisation that is working to improve supply chain diversity.
Reducing the gender pay gap remains an important business consideration, but organizations should watch out for red flags and red herrings when conducting their analyses.
By Allison Hoeinghaus
Recent headlines have been filled with issues related to pay equity, both in the U.S. and abroad. Many companies pay their employees without regard to gender, but issues at a small number of high-profile companies have cast scrutiny on this matter. Companies have begun to realize the steep yet oftentimes hidden costs of unequal pay.
CHRO Jeanie Heffernan’s people-first strategy drives an 89 percent employee engagement rate at Independence Health Group.
By Debbie Bolla
Some relationships have what it takes to stand the test of time, and the 20-year partnership between Independence Health Group CEO Dan Hilferty and the organization’s Executive Vice President and CHRO Jeanie Heffernan is a prime example. The pair began working together in 2000 and they have successfully navigated the complex and ever-changing health insurance industry ever since.
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