How should companies measure the success of their D&I work – and which types of success should be defined in the first place? International experts met in Brussels to learn and discuss the different paradigms for measuring success and how they fit into effective D&I frameworks and communication.
Although the trend is not new, the profoundness of the digital transformation is only about to become clearer. While most areas feel as if they had to follow (or obey), D&I should not only be seen as an object of digitalisation, but also as a driver. An overview of the two-way inter-relations. Weiter lesen
Die immer internationalere Wirtschaft benötigt nicht nur Fachkräfte, sondern auch inter-kulturelle Vielfalt. Ausländische Studierende mit deutschem Abschluss wären ideal, jedoch gelingt ihnen der Berufseinstieg eher mühevoll – so eine aktuelle SVR-Studie. Eine weitere Untersuchung, ebenfalls vom SVR, zeigt: Wer ‚anders‘ aussieht stößt auf Ablehnung.
Hard or soft facts? Snapshot or long-term trends? Which type of information are you using in your D&I work? What counts in social media and at conferences (cool images, crisp cases, or surprising figures) might not be what helps you to take the most effective decisions. Take a look at our summary of our 20 research projects.
Two recent studies show that culture tends to be underestimated as a success factor in large companies and that the leadership style (of at least the CEO) should be different from the existing organisational culture. The combination of the findings reconfirms the business case for a need to tackle Diversity, Culture and Leadership in a comprehensive way.
Is Diversity naturally embedded in Project Management or does this new and hugely complex profession needs to reconsider the way it is looking at differences? A keynote at the (Gender) Diversity in Project Management Congress in the Netherlands set the scene.
Many studies prove that well-managed D&I leads to better performance. Why not use these insights to design investment strategies? A few funds already do so and they were just joined by another one, the Solactive Global Gender Diversity Index, in partnership with UBS.
Initiating concrete changes to mitigate unconscious biases and eventually make the most of differences. This summarises the ambition of many D&I practitioners. While it sounds easy, experience shows that the practicalities sometimes aren’t. ‘Inclusion Nudges’ are a collection of good practices how to steer behaviour away from bias and towards inclusion.
Während in der Schweiz eine aktuelle Studie klare Worte zum Verbesserungsbedarf in Sachen Gender Diversity findet, stellt eine deutsche Studie fest, alles sei „auf einem guten Weg“. Das Problem: Beide fokussieren auf die jeweiligen Frauenanteile im Management.
The strategy consulting firm McKinsey has launched the latest addition to its Women Matter series, now looking at the African continent. The study covers 14 countries, 55 companies and 35 senior women. It includes both surprising and expected results.
After decades of work on D&I, experts are often asked if more research and additional activities were still needed. One of the globally leading D&I content providers has just published a ‘diversity dialogue‘ on current challenges and next practices.
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.
Die alternde Gesellschaft steht in den Medien häufig für Pflegenotstand oder Rentenunsicherheit. Analysen der KfW Bankengruppen zeigen nun, dass die positiven Effekte der Konsumausgaben älterer Haushalte stark unterschätzt wurden. So wie die Zielgruppe der Senioren selbst.
Welchen Nutzen bringt Diversity Management? Mehr Produktivität? Mehr Patentanmeldungen? Mehr Marktanteil? Diese Fragen hören Diversity Manager immer wieder aufs Neue. Während es unzählige Umfragen zum sogenannten Business Case gibt, sind belastbare Studien selten. Die neuste (2016) Ausgabe des IBCR fasst 205 Forschungsergebnisse zusammen, die verlässliche Aussagen zu erzielbaren wirtschaftlichen Effekten durch D&I treffen.
Two new studies show the positive impact of managerial gender diversity on firm performance and on managerial diversity and operating profit margin respectively. In addition, they reveal more detail about the complex connections between D&I and the bottom line.
In an online article, the BBC has recently shed light on the disability market and presented companies tapping into that potential. The collective spending power of people with a disability, their friends and family, is described as a large segment: The so-called ‘Purple Pound’ incorporates about 20% of all consumers and is valued at £212 billion, in the U.K. only.
A current study by International Alert shows that pupils from different backgrounds view each other more positively when they learn together in mixed classes compared to those studying separately. The finding is particularly relevant with regard to the stereotype reduction effect it shows which is relevant in many everyday workplace situations and for segregated education approaches that still exist.
The most current Demography Report from the European Union’s statistical office EuroStat provides concrete numbers for many of the trends that Diversity practitioners often refer to. Ageing, gender gaps, migration and individual life styles. It also includes some figures from individual countries.
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.
A study recently published by McKinsey examines the status quo of gender equality around the world and the implications for the economy. They calculated the opportunity costs of missing parity between men and women and conclude: A lack of gender equality is very costly for the whole economy – both in developed and developing countries. In this article, we summarise the key aspects of the study for you.