Sixty-nine per cent of organisations cite workforce diversity and inclusion (D&I) as a strategic priority, but HR still struggles to hold the business accountable for D&I outcomes. Many well-intentioned D&I approaches are programmatic, person-dependent or based on a point-in-time experience or event. Plus, most organisations find that set D&I metrics go unwatched or are de-prioritised in favour of other business goals.
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Build a diverse and inclusive organisation
Despite sound diversity and inclusion strategies, execution challenges persist
Embed workforce diversity & inclusion strategies across the function
To find real progress in diversity and inclusion initiatives, organisations must define a strategy that drives not only real change, but also an accompanying implementation plan that is aligned with the organisation's priorities and embedded in existing business decision points. HR leaders can do this by creating small interventions to ensure the fundamental systems that underlie processes, culture, training, recruitment, measurement and more are designed to maximise D&I outcomes.
Workplace diversity insights you can use
Gartner research is designed to help HR build a sustainable workforce diversity and inclusion approach that is embedded in organisational processes.
Leverage technology and data to develop inclusive leadership
To build more inclusive leaders, HR can use technology to inclusively identify future leaders, build inclusive behaviours and measure leaders' uptake of these behaviours. This article details how HR can increase inclusive leadership through these three stages of development.
Mitigate bias in succession planning
To effectively mitigate unconscious bias, Human Resources leaders should introduce tactical interventions or "nudges" into their existing succession management processes to increase visibility of diverse talent and enable objective decision making. Learn how to create a more diversified workforce and pipeline.
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