At ManpowerGroup, we believe businesses have a responsibility to be a positive contributor to societal change. That means intentionally building diverse and inclusive workplaces and hiring the best employees based on talent without discrimination. Download Guide
LGBTQIA+ Inclusive #WordsatWork Guide
How to Embrace Diversity at Work and Support Our LGBTQIA+ Colleagues Year-Round
June is Pride Month, the vibrant celebration of diversity, equity, inclusion, and belonging (DEIB). It's a time to recognize and show allyship to our lesbian, gay, bisexual, transgender (transsexual), queer (questioning), intersex, and allied (asexual/aromantic/agender) (LGBTQIA+) family, friends, and colleagues.While many of the festivities are revelatory, they should also serve as a crucial reminder for organizations worldwide to create inclusive workplaces that embrace people feeling safe and welcome to bring their true, authentic selves to work during the other 11 months of the year.Here are some impactful ways to support our LGBTQIA+ colleagues at work, champion inclusivity throughout the year, and ensure that Pride Month is more than just a performative display with a shelf life lasting June’s 30 days:Build an LGBTQIA+ support networkTo attract and retain LGBTQIA+ employees, it's essential to create visible support within the company. Encourage LGBTQIA+ staff business resource groups (BRGs) and other work-social groups and extend the same opportunities for extracurricular activities. These initiatives provide a sense of belonging and demonstrate your commitment to fostering an inclusive environment 24/7/365.Additionally, you can forge partnerships with local LGBTQIA+ groups, such as community centers, advocacy organizations, and charities. Engaging with these groups demonstrates long-term commitment and offers valuable insights into the challenges faced by LGBTQIA+ individuals. It also paves the way for positive social change.Develop an effective corporate DEIB policyCrafting a clear and comprehensive DEIB policy is crucial to fostering a welcoming, inclusive environment. Explicitly include sexual orientation, gender identity, expression, and sex characteristics/intersex status to reinforce your commitment. The policy should outline both the company's and employees' responsibilities while emphasizing the consequences of policy violations. By establishing and driving DEIB initiatives, you can help improve buy-in from all levels of your organization. Encourage empathy by exposing employees to diverse perspectives and viewpoints. Regularly train them on DEIB, ensuring their familiarity with the policy.A truly inclusive workplace is one where individuals from diverse backgrounds feel seen, heard, and valued. Rather than blending in, they bring a unique perspective that challenges homogeneity in attitudes, values, and beliefs. To foster allyship and equal opportunities for LGBTQIA+ employees, go further than just checking a few boxes. Promote a diverse pool of candidates for senior leadership and board positions, while providing comprehensive training to managers and employees on inclusive behaviors. Seek individuals who possess curiosity, humility, and courage. Leaders who exhibit a passion for learning, the humility to acknowledge mistakes, and the courage to speak out against injustices lay the foundation for lasting change.Leverage technology to establish best practicesDEIB technology has evolved to support companies in implementing inclusive policies and practices. Leverage these tools to gain valuable insights, reduce bias, enhance transparency, and offer timely analytics. The World Economic Forum's Diversity, Equity, and Inclusion 4.0 toolkit provides an excellent resource to explore the myriad opportunities offered by technology.Listen, apologize, and learn from mistakes“To Err is Human; to Forgive, Divine.” - Alexander PopeWe all make mistakes. Recognize that missteps may occur along the DEIB journey. If you're called out for a microaggression or an act of exclusion, respond with compassion, concern, and humility. Make a sincere effort to listen and understand, apologize genuinely, and avoid making the situation about yourself. This compassionate response fosters a culture of learning and growth. Know that growing pains are part of the process. If you make a mistake and are quick to right the wrongs, you can build an open, transparent, and more trusting environment where we know mistakes will be made and forgiveness can be doled out.Set targets and track progressHold your company accountable by setting measurable targets and regularly tracking progress. Senior decision-makers should receive frequent updates on DEIB efforts, including employee experience and engagement levels. If you don’t already have one, appointing a senior-level officer to oversee and direct DEIB initiatives, education, and training ensures that inclusion remains a priority. Implementing at the C-Suite level will show that an organization is taking seriously its role in holding everyone, from the top down, accountable.While these aforementioned tips represent a small fraction of the ways you can make a difference in the lives of our LGBTQIA+ colleagues, you should also take the initiative to conduct research and educate yourself.A good place to start is with the United Nations Human Rights Office's Standards of Conduct. This is an invaluable resource that provides guidance on supporting LGBTQIA+ rights in the workplace, marketplace, and community. This collaborative effort by numerous companies across sectors ensures a comprehensive understanding of best practices.At ManpowerGroup, we firmly believe that businesses play a pivotal role in driving positive societal change. By intentionally creating diverse and inclusive workplaces, organizations can attract top talent and foster innovation. Supporting our LGBTQIA+ colleagues year-round goes beyond symbolism, generating tangible benefits for individuals and the bottom line. Together, we can build a future where everyone feels valued, respected, and empowered. Let us embrace diversity, celebrate authenticity, and continue championing inclusivity every day of the year.
How to Get More Women into Leadership
The step beyond getting women into your organization is to help them reach leadership Women are getting in the door, but what happens once they are in the door? A quick look inside organizations struggling with the issue of developing women leaders can be instructive. In 1950, the labor force participation rate of women in the US was around 34%. The US Department of Labor projects that by 2025, it will climb to nearly 60 percent. The data is clear. Companies with women at the top perform better. In fact, companies with the most female officers have financial returns that are 34% better. Companies that are successful in moving more women into leadership roles take seven clear steps, which are outlined in ManpowerGroup’s Seven Steps to Conscious Inclusion report: Change yourself first. Believe it or don’t bother. Change must be authentic. If not, people see it as a fad that’s here today, gone tomorrow. The CEO needs to own the issue. Gender parity cannot be delegated to HR. For commitment to be authentic and aligned with business strategy, change must flow from the top and be demonstrated by the leadership team. HR can help support it. Ask, why not? Instead of saying, “she doesn’t have the experience,” ask, “what do we need to make it work?” Challenge assumptions. Hire people who value people. If we hire people who value people they will figure out how to optimize all human potential, including women. They will be open to strategies that support balancing the integration of work and home, measuring success on performance and quality of output, not presenteeism. They will support people to plan and manage for career ‘waves’ not ladders. Promote a culture. Generic programs do not work. The last three decades prove this. Programs don’t change behaviors and don’t improve the numbers. They can even breed complacency, rewarding activity not the results. Accountability sits with senior leadership and decision makers to promote a culture of Conscious Inclusion. Be explicit: women when and where? Simply increasing female representation will not shift the needle. Women and men must be represented at all levels and in every business unit. Leaders must know exactly where they need women to be. Looking at macro numbers is not enough; it results in “pink ghettos” instead of P&L and staff roles. Set outcomes. In business, it is about outcomes and what you want to achieve. Every hiring and promotion decision can be justified but if that isn’t moving closer towards the tipping point then Conscious Inclusion and gender parity just won't happen. Articulate a talent legacy - how things will change and what it will look like by when. Plan for it as if it were a strategic business priority or investment. Change takes time, focus and discipline. It may seem like a challenging to-do list. But anything with a worthwhile outcome has always been hard work.
The Importance of Gender Parity in Leadership
A key theme of the World Economic Forum this year was women’s leadership equality. “You have to make it socially unacceptable not to have equal representation at all levels.” With these strong words, ManpowerGroup CEO Jonas Prising explained why gender equity is so important. He was speaking at a panel at Davos in the context of women only holding 25% of leadership roles despite making up more than half the workforce. Organizations need to take an active role in sponsoring and promoting women to leadership. Here are steps that organizations can take to increase women in leadership. Understand women’s workforce needs There is overlap in what men and women want from work, including a competitive salary and challenging work. But according to ManpowerGroup’s research on what workers want, women’s needs differ. Organizations can attract and retain women in leadership by helping achieve balance for the long run. For women, work must come with flexibility. They continue to do most of the emotional labor and unpaid work at home – balancing work around commitments, according to the Organisation for Economic Co-operation and Development. This means flexibility is critical. Move beyond intent Good intentions may be a starting point, but they’re not enough. The next step is practicing Conscious Inclusion, or the capacity of people to make decisions, do business and to think and act with the conscious intent of practicing inclusion. Leaders are responsible for implementing ways to support inclusive leadership, and everyone in the organization can educate themselves with the benefits of conscious inclusion. Provide structure for women to grow Technology has the ability to facilitate lifelong learning. This not only allows women to upskill and remain relevant throughout their careers but allows them to do so in an environment that offers the flexibility needed to successfully balance work and home. Organizations that support this will become talent magnets for high-performing women. At Davos, leaders were in agreement that achieving women’s parity is not “someone else’s job” –– it’s everyone inside an organization. This is especially true for leaders who can act now with not just words, but intent.
4 Steps to Build a Diverse Culture and Promote Belonging
A vast majority of global organizations recognize that strengthening workforce diversity, equity, inclusion, and belonging (DEIB) is vital to their long-term success, with 95% saying they want to improve workforce diversity over the next 12 to 18 months. However, businesses are at different stages along the journey and widespread agreement on how to accomplish DEIB objectives can be difficult to achieve.According to Coqual, a global nonprofit, one of the major hurdles in accomplishing DEIB goals is addressing the common refrain, “What about me?” Focusing on one identity group, such as Black or Latinx employees, can make others feel it comes at the cost of their own wellbeing and career growth opportunities. The ultimate goal in implementing an effective DEIB strategy is to create a culture of belonging in which every employee feels they have a central role with equal access to opportunities. Building a strong DEIB culture takes time and commitment. Here are four steps to consider on the journey.Understand what DEIB really meansThe first step is to understand the roles of diversity, equity, inclusion and belonging and how they interact with each other as core principles. For instance, having a diverse team does not guarantee every employee will be treated fairly or feel respected or welcomed. But companies that navigate DEIB effectively are more likely to have employees with higher job satisfaction, increased trust levels, and feel more engaged. While many organizations understand the value of DEIB, most still struggle with the belonging part of the equation since it can be harder to define, according to Dr. Syneathia LaGrant, VP of Global Learning & Development for ManpowerGroup. “Much more than a feeling, belonging represents the intentional ways a company ensures that it is actively seeking out and engaging diverse employee voices.”Dr. LaGrant notes that onboarding offers a critical opportunity to foster belonging. Instead of just a basic “tick the box” orientation style, companies should demonstrate from Day 1 how much they value an employee’s perspective. “Shift the language from, ‘Welcome to the company’ to ‘We’re so glad you choose us. We know you could have taken your talent anywhere.’”Set realistic, multi-year DEIB goalsWhile most organizations have good intentions when it comes to planning DEIB initiatives, some find it hard to move beyond the occasional social media post reacting to a recent tragedy instead of creating real, substantial change. One way to drive this forward with accountability is to set and measure goals.“Doing the right thing is important for companies, but leaders also need to look at the ROI that DE&I brings, says Ashish Kaushal, CEO of HireTalent and co-founder of Consciously Unbiased. “Manage your DEIB goals like you would for any business unit.”In 2020, global IT powerhouse Accenture did just that by publishing a series of ambitious goals to become a gender-balanced organization and diversify its workforce significantly by 2025. The company has pledged to increase its Black, Hispanic, and Latinx employee base in the U.S., UK, and South Africa by at least 60% over the next few years. To accomplish these goals, Accenture developed a robust set of best practices and focused on key actions including a focus on skills vs. education, prioritizing recruitment in urban areas, weighing internal goals against external benchmarks, and building their own pipeline. Ellyn Shook, chief leadership and human resources officer at Accenture, notes that it’s important to look beyond the numbers. “Every organization must work to understand what representation truly means for its people. Without a vibrant culture that supports and sustains the desired change, there’s a very real risk of creating an atmosphere of divisive diversity.”Embrace the challenges of DEIBWithout leadership buy-in to diversity, organizations are doomed to struggle. The good news is that 75% of organizations are aware that more diverse and inclusive decision-making teams will help them exceed their financial goals.  Keeping pace with the extreme shifts in the economy and workforce requires establishing a solid leadership framework that helps executives assess and meet challenges head-on. This can be done by focusing on areas of impact, including creating a more inclusive culture and supporting employee career growth.Having a well-constructed foundation also helps companies address a top diversity challenge: attracting diverse candidates.  In many cases, this issue stems from aspects of the hiring process and application criteria that are not aligned with diverse candidates’ needs, according to Liz Wessel, CEO and co-founder of WayUp, a New York City-based jobs site and resource center for college students and recent graduates.Companies need to review every aspect of their recruiting process from avoiding biased language in applications and job posts to scheduling fitting interview times, which can impede engagement with certain candidates. DEIB training and specialized tools for managers can help reduce inherent biases. But it’s also crucial to establish inclusive policies and support structures to address all workplace interactions from childcare and health and wellness to persons with disabilities.Engage outside expertise in DEIB outcomesWhen starting any new initiative, it’s important to enlist outside experts who can help your organization overcome primary challenges and set metrics. Eighty-four percent of human resources leaders are open to receiving external help to build their DEIB culture.Because DEIB impacts every part of an organization, conducting research at the outset, including examining the current employee experience, is crucial. This kind of analysis can be time-consuming and may require a consultant who can view your current structure from an objective perspective. External experts can also help refine your current recruitment process and language as well as updating assessments that don’t filter out neurodiverse candidates. All of this will help companies build a stronger pipeline of diverse candidates.To learn more about building a DEIB culture, read the Future of Work Report II: Who Will Do the Work?References1.Everest Group Future of Work Report – Who will do the work 20222.https://hbr.org/2021/06/what-does-it-take-to-build-a-culture-of-belonging3.https://www.15five.com/blog/diversity-equity-and-inclusion/4.https://hbr.org/2021/06/how-to-set-and-meet-your-companys-diversity-goals5. Leading with Impact Framework, ManpowerGroup 20216. Everest Group Future of Work Report – Who will do the work 20227. https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/8-diversity-recruiting-mistakes-how-to-avoid-them.aspx8.https://www.helioshr.com/blog/diversity-equity-and-inclusion-hr-leaders-guide-to-dei
What Women Want (at Work)
To #BreakTheBias ManpowerGroup is calling for more companies to respond to What Women Want at Work – new data shows autonomy, career progression and feeling motivated/passionate about the work they do matters most.
#BreakTheBias Gender Equity At Work
New research from ManpowerGroup reveals that while 86% of companies are measuring gender parity, most are looking purely at pay equity (often driven by regulation), with far fewer measuring the number of women in traditionally male-dominated roles and the number of women in senior leadership positions.
Neurodiversity and Bridging The Skills Gap
Diversity has been a business watchword for many years. However, in 2020 many organizations had to take a hard look at how they defined diversity and practiced inclusion and be honest about their progress, even while they expanded their understanding of the term. Inclusion encompasses a wide variety of aspects in the quest to broaden talent pools, including neurodiversity. In a new episode of The Transform Talent Podcast, hosts Roberta Cucchiaro and Dominika Gałusa talk with Kate Griggs, Founder and CEO of Made By Dyslexia, about closing the growing skills gap for Gen-Z, the generation expected to bear the worst impact of workplace shifts due to the pandemic. Here’s why the link between dyslexia and the in-demand soft skills such as creativity, persuasion, collaboration, adaptability and emotional intelligence is so important now.The need to think differently As Griggs shared, in an era of automation where facts can be Googled and spelling can be corrected at the touch of the button, it’s creativity, imagination and intuition that sets us apart from machines, and that’s Dyslexic Thinking. Dyslexia is literally a different way of processing information, and with that different way of thinking comes a pattern of strengths; creativity, innovation, and big picture thinking. The latest Future of Jobs Report published by the World Economic Forum highlights how exactly these social and emotional skills are the top in-demand competencies for the next five years. For organizations, understanding and valuing dyslexic thinking and neurodiversity can be an opportunity to bridge the skills gap of the future.A range of abilities As businesses tackle a variety of problems, they need people who have exceptional skills in certain areas. As Griggs explained, that is true of people with dyslexia, who have “spikes” of skills they have highly developed to succeed in the world. In other words, if some with dyslexia excel in the area of a soft skill like public speaking, he or she may double down in practicing that skill in order to be especially high performing in that area. “What dyslexics also tend to do, if they really focus on their strengths, is hone in and become much better at them,” Griggs said. “So, a lot of people refer to them as superpowers, which is a nice way of thinking about it.” Value cognitive diversity Along with neurodiversity –– different ways of processing thought –– Griggs prefers the term cognitive diversity, or diversity of thought. Teams shouldn’t all think the same way. With the recruitment process, inclusion means screening in rather than screening out with standardized barriers to entry. People with dyslexia may have brilliant ideas that will be filtered out at the first step if assessments aren’t rethought to include diversity, which can be overlooked in traditional reviews of resumes. An example of being inclusive for cognitive diversity comes from the UK Government Communications Headquarters, that has been targeting dyslexic and neurodiverse people in their recruitment strategy as the dyslexic workforce is particularly good at connecting the dots, simplification, seeing the bigger picture as well as work as a team.The Value of Dyslexia report shows how dyslexic thinking produces creativity that won't be able to be replaced by automation. Inclusion is critical because workforces are more productive when people feel like they can bring their talents to a team and belong –– and produce important results. Hear more on the podcast.
Actions Businesses Must Take to Become Diverse and Inclusive
A commitment to diversity and inclusion takes deliberate steps beyond willingness and words. For many years, hiring and maintaining a diverse workforce has become a moral imperative for businesses. Now it’s also an economic necessity as businesses face a record high global talent shortage. In today’s war for talent, the strongest businesses will also be the most diverse and inclusive. Fostering a diverse workforce takes more than words and a willingness to grow. It takes deliberate actions and a strategy from business leaders. Below are steps that businesses can take to become more inclusive now and into the future. Use assessment for hiring and promoting The traditional ways of building and promoting a workforce based on gut instincts can be riddled with unconscious bias. A more equitable way to level the playing field is to assess candidates with data. “Science-based assessments are the most accurate and reliable tool for placing the right person in the right job,” says Dr. Tomas Chamorro-Premuzic Chief Talent Scientist at ManpowerGroup. “As well as testing technical skills, assessments measure human strengths that are critical predictors of success such as how rewarding someone is to deal with, their ability to do the job and their willingness to work hard.” Businesses have a long way to go on this front, with only 49% of workers globally have been assessed, according to ManpowerGroup research, Closing the Skills Gap: Know What Workers Want. Furthermore, 81% of those who have been assessed report higher job satisfaction versus 65% of those who have not. Offer schedule flexibility For hiring and promoting women into leadership, this is especially key. Workers want flexibility — and that means all things to all women and men. This can mean nontraditional work hours with flexible start and end times that counter the rush hour, options to Work from Home (WFH) or Work from Wherever (WFW), condensed four-day work weeks or five-hour workdays that peak productivity and preserve the weekend, and parental leave that balances family and care and can be worth more than pay. Especially in the digital age, work can get done in so many ways. Productivity beats presenteeism. Businesses can attract top talent by asking what type of schedule works best for them. Provide training for growth The next generation of leaders are already in the workforce. But are businesses training and preparing to create more diversity at the top of their organizations? By 2050, there will be no racial or ethnic majority in the United States—diversity will be the norm. If an organization wants to be competitive in this landscape 30 years from now, they need to start thinking about creating a more inclusive culture through mentorship programs, hiring beyond traditional talent pools and widening their pipelines, and preparing for the new future of jobs. Click here for more resources on diversity and inclusion.
The Future of Diversity for Organizations
The past year demonstrated that organizations need to deepen their understanding of diversity as well as how to make diversity and inclusion an institutional reality. Organizations that thrive in a fast-changing world will have a workforce with diversity of background, skills and perspectives. Here are ways organizations can approach and foster diversity. Plan for the future By 2050, the demographic make-up of the United States will look very different than it does today — diversity will be the norm. Talent in all its diversity is the most potent competitive differentiator. If you want your organization to be competitive 30 years from now, start by assessing hiring practices, creating mentorship programs and leveraging diverse talent pools. Use assessment to increase diversity The traditional ways of building and promoting a workforce based on gut instincts can be riddled with unconscious bias. A more equitable way to level the playing field and increase diversity is to assess candidates using data. Businesses have a long way to go on this front, with only 49% of workers globally have been assessed, according to ManpowerGroup research. Furthermore, 81% of those who have been assessed report higher job satisfaction versus 65% of those who have not. Neurodiversity: The need to think differently Creativity, imagination and intuition sets us apart from machines. That’s Dyslexic Thinking. Dyslexia is a different way of processing information, and with that different way of thinking comes a pattern of strengths, creativity, innovation, big picture thinking. For organizations, that means understanding and valuing how dyslexia and neurodiversity can be an opportunity to bridge the skills gap of the future. Provide opportunities for women Women have been disproportionately affected by both social and economic crises due to the pandemic, and over-represented in job losses across industries including retail, leisure and hospitality. At the same time, there is a clear opportunity for women to reskill and upskill in growth sectors including information technology, operations and logistics. Women are an untapped talent pool which could be re-skilled or upskilled for many of the jobs of tomorrow. Ongoing measurement of your diversity and engagement efforts and involving employees in that process is essential to ensure you are moving the needle. Achieving diversity, inclusion and equity takes time but by taking proactive steps today your organization can achieve a series of wins along the way.