Zehn Jahre nach Inkrafttreten des Allgemeinen Gleichbehandlungsgesetzes (AGG) legt die Antidiskriminierungsstelle des Bundes eine Evaluation vor und spricht sich für eine Reform des Gesetzes zum besseren Schutz vor Benachteiligungen aus. Arbeitsplatz- und Konsumthemen stehen dabei nicht im Fokus.
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Case Study: New Momentum for D&I through Interactive Review
Keeping the momentum for D&I over the years or even after a decade presents a widespread challenge. Adapting the positioning of D&I to a changed business context and re-inventing core messages are established success strategies in this situation.
Diversity is good for BusinessEurope
BusinessEurope, the EU-level association of Employer’s Federations, has issued another document promoting Diversity Management. The brochure contains seven practices from members associations and individual companies, including Solvay, Infineon or Telefonica, that were presented to EU Commissioner Jourová earlier this year.
Beyond optical illusions: Turning Unconscious Bias learning into practical behavioural change
One of the success factors of Unconscious Bias is that almost everyone has eye-opening moments, e.g. from optical illusions or online tests. A lot of the learning relates to neuroscience and shows how our brains work. But how strong is the linkage to D&I and how concrete are the practical takeaways?
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.
WDR setzt auf Diversity Management während sein Multikulti-Radio zum Mainstreamsender wird
Der WDR verfolgt zukünftig einen vernetzten Diversity-Ansatz. Dieser soll auch ein neues Verständnis fördern: Vielfalt als Potenzial und Motor für Kreativität. Zuvor hatte der WDR sein multi-kulturelles Radioprogramm „Funkhaus Europa“ deutlich beschnitten. Ein Glaubwürdigkeitsproblem?
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 Continue reading
Case Study: The Power of Unit-specific D&I objectives and action plans
Going their own way has led one global business sector of a blue-chip Corporation to the highest levels of D&I energy and engagement. Their unit-specific approaches to action-planning combined with a globally compatible storyline provided both coherence and freedom to tailor approaches. They became best practice within their Industry.
Im Alltag und bei der Arbeit: Diskriminierung bleibt eine Realität in Deutschland
Ein Drittel der Menschen in Deutschland hat in den letzten zwei Jahren Diskriminierung selbst erfahren. Im Kontext von Arbeit und Beschäftigung ist die Erfahrung besonders häufig. Ja nach Lebensbereich sind die Gründe Alter oder Geschlecht besonders häufig.
Jetzt NEU: Vielfalt endlich bunt
Wirklich gutem Marketing gelingt es, Kühlschränke an Inuit zu verkaufen – so hieß es einmal. Geniales und zudem wohl hochbezahltes Marketing ist es, Vielfalt als „bunt“ zu spezifizieren und dies als Markenwert zu etablieren.
Mitarbeiternetzwerke als kommunikatives Potenzial
Die aktuelle Ausgabe des Fachmagazins KomMa (für Kommunikationsmanager) bespricht erstmals das verbreitete Instrument der D&I Mitarbeiternetzwerke speziell aus Sicht der Unternehmenskommunikation. Die Commerzbank und American Express dienen als Fallbeispiele.
The 20th year of Diversity – how much news can we still expect?
What else can we possibly do to advance D&I further? Not an easy question when you have already implemented various strategies for 5 or 10 years. Or, in our case, 19.
Campus Manager Niederrhein: Diversity als Antwort auf den Fachkräftemangel
Die aktuelle Ausgabe des Niederrhein Manager beschreibt Diversity Management als Schlüssel für die Zukunftsfähigkeit mittelständischer Unternehmen. Mehr noch: der Artikel glaubt, dass KMUs wertvolle Chancen verspielen, wenn sie das Konzept D&I nicht nutzen.
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.
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.
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.
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.
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.
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.
New evidence about Unconscious Bias shows this concept is not the silver bullet
Current research into Unconscious Bias shows that the awareness for and concern about expressing bias does actually help to accept feedback about bias and to take bias-reducing actions. The study conducted by Perry, Murphy and Dovidio (in press) found that white participants with high scores on a newly developed Bias Awareness Scale were likely to accept the (fictive) results of a bias measure indicating their preference for white individuals over black individuals. Participants with a lower Bias Awareness tended to reject such feedback. Moreover, the personal acceptance of bias feedback turned out to be the crucial tie between Bias Awareness and bias-reducing activities when participants were told to be biased. These findings confirm that Unconscious Bias training alone will not turn the totality of subtle and blatant discrimination, imbalance and inequalities into a fair and inclusive culture.