HR Programs

HR Must Haves: Diversity and Inclusion

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HR Must Haves: Diversity and Inclusion

We live in challenging times. Perhaps this is a statement that could have been made at any point through history. From an organizational scanning perspective, however, current political, technological, social, and global economic factors seem to be having an immense impact on the strategic Human Resources environment.

The Human Resources practitioner can access an overwhelming number of factors, resources, and pieces of information that need to be processed from a strategic management perspective. Sometimes it is difficult to discern which factors need the most attention and how they might contribute to successful Human Resources strategies. High on the list of current topics are the issues of corporate diversity and inclusion, which have had an impact on business practices around the world.

From a Human Resources perspective, diversity and inclusion are usually part of a series of Human Resources programs that are meant to align with an organization’s strategic plan. While there is nothing wrong with this type of allocation or approach, there is a growing need to move these issues out of the traditional Human Resources space and to incorporate them into the foundation of the organization as a whole.

Josh Bersin provides us with an interesting insight as to why diversity and inclusion need to move out of Human Resources and into the broader corporate strategic plan.

Click here to read the article.

As noted in the article, companies that integrate diversity and inclusion programs as commitments from the corporate level, rather than positioning them as an ‘add-on’ through the Human Resources function, have better business success.

These challenging times call for organizations to take challenging measures.

Discussion Questions:

How are Diversity and Inclusion programs identified in your current workforce?

Does your current workplace have a written statement that commits to inclusion and diversity in the workforce?

If it exists, how would you change it?

If it does not exist, write one that aligns with the organization’s business model.

How will you change HR programs so that issues of diversity and inclusion are not seen as ‘add-ons’ from a strategic planning approach?

 

Investing in the Employment Relationship

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One of the most effective employee training programs, that HR Professionals can provide, is new employee Onboarding.

Bringing new employees into an organization represents a significant commitment.  Not just from a monetary cost perspective, but more importantly, from a long-term investment into the employment relationship.  HR recruitment and selection programs spend an immense amount of time and money ensuring that the right person is hired into our organizations.  That investment must continue to be nurtured by ensuring that the newly hired employee is integrated into the cultural fit of the organization for the long term.

Click here to read the article.

This particular program, outlined in the article above, requires a high investment of time and focused commitment within the first 90 days of employment.  Is that enough time to assess the success of employee integration?  Many provinces have employment legislation that has a similar probationary period.  It makes sense to make use of a 90 day framework in the most cost-effective way possible.

When we invest in any relationship, we want to be sure that there is an equivalent return.  The same applies for employer-employee relationships.  By checking in with our employees at the beginning of their employment journey we are checking in on our investment with the hope for a very high and long-term commitment in return.

Discussion Questions:

  1. What is the cost-benefit of having a new employee buddy program?
  2. Have you left a position or a workplace within the first year of your employment because you did not feel welcome? What influenced your decision to leave? What would have influenced you to stay?
  3. Identify three new employee engagement/training activities that an HR department can provide at little to no cost, within the first 90 days of employment.
  4. Identify cost-related losses that occur when an employee leaves an organization within the first year of employment.