If you think your Business Case for Diversity is robust, think again

The buzzwords that describe the Business Case for Diversity Management are quickly listed up: Creativity, employer brand, collaboration, market access. But is it enough to be convinced of some value-add that D&I offers? And what if your key stakeholders were convinced of different benefits? Alignment and rigour are needed in order to turn the business case into a driver for D&I.

Contine reading

205 Studies answering (almost) every question about the Business Case for D&I

Diversity practitioners often need to prove the business value of specific aspects of their work: Does Diversity lead to more patents, does Inclusion result in more productivity or will D&I overall impact the bottom-line in a positive way? These and many other facets of the Business Case for D&I were examined by robust research projects that are now available in a unique compendium: IBCR 3.1 Contine reading

Kommission der Antidiskriminierungsstelle des Bundes gibt Empfehlungen zu sexualisierter Belästigung, Geschlechterdiskriminierung und deckt Trans- und Intersexualität als Gender-Themen ab

Mehr Schutz vor sexualisierter Belästigung am Arbeitsplatz, Abbau von Benachteiligungen trans- und intergeschlechtlicher Menschen und ein effektives Gesetz zur Durchsetzung der Entgeltgleichheit zwischen den Geschlechtern – das sind die Hauptforderungen der von der Antidiskriminierungsstelle des Bundes eingesetzten unabhängigen Kommission „Gleiche Rechte – Gegen Diskriminierung aufgrund des Geschlechts“. Als Novum muss angesehen werden, dass eine Gender-Kommission die Themen Trans- und Intersexualität mit abdeckt.

Contine reading

Pre-orders for IBCR 3.1 (2016) can be placed now: The updated Business Case contains 200+ selected studies

Many studies claim to describe the business benefits of D&I. Critics, however, often challenge the research methodology or other aspects. The updated 3rd edition of the unique International Business Case Report (IBCR 3.1) contains 1-page summaries of 203 studies which were all checked for significance, robustness, validity, reliability and, if applicable, for statistical bias.

Contine reading

What Diversity Management can learn from neuroscientific findings

Neuroscientists have been trying to reveal the functioning of our brain for several decades. The brains’ neuroplasticity, i.e. the ability of the brain to form new connections between neurons, can now be used as an element of diversity management. Because the brain has this ability to change over our lifespan, it is indeed a possible source of rethinking and reviewing our attitude towards diversity. Implementation of neuroscientific findings into diversity management can provide a change in diversity practices.

Contine reading

Quickly getting old: Diversity Study featured in Museum exhibition

Usually museum exhibitions have one thing in common: they show things from the past and hence talking about recent or distant history. The concept of Diversity & Inclusion is certainly not ‘old enough’ to be placed in a museum. Yet, starting from October 2nd 2015, results of a diversity media study forms part of an advertising exhibition. The Museum for Communication, Frankfurt / Main, shows over 50 campaigns under the headline ‘Touched – Tempted’ and discusses many diversity aspects in that context.

Contine reading

MEASURING THE SUCCESS OF D&I: Effect – Progress – Added value concepts and methods at a glance

In an economic environment it seems obvious to measure the success of initiatives – after all, resources flow into the respective activities. Meanwhile, how success should show itself remains controversial. In the context of the women’s quota, the fulfilment of these goals is already regarded by some as the achievement of goals and thus as a success. Others insist that Diversity & Inclusion – like other initiatives – must deliver measurable added value, i.e. ROI. Programme managers and project managers regard themselves as successful when their measures have had the desired effect. It seems as if incompatible different points of view collide – they merely represent different perspectives and elements of a comprehensive measurement of the success of diversity management.

Contine reading

Metrics for ‘Inclusion’: Employee engagement surveys provide baseline data

If excellent Management of differences shows up in diverse workforces and mixed leadership teams – what does the result of excellent Inclusion looks like? The big differences between the two paradigms appears to lie in the measurability. While we are able to count different constituencies, we need to reach out to people to ask them if Inclusion has actually worked out fine. Here, D&I interfaces with corporate culture, collaboration and leadership behaviour. For many years, these aspects were measured through employee surveys – today often referred to as employee engagement surveys. Measuring the success of D&I work in that context provides a whole new perspective. For the feedback from your actual target group will tell much more than the raw numbers you are counting along your HR processes. Here are examples from Ford, Sodexo and DSM.

Contine reading