The first time between D&i strategy! Many foreign companies, such as Netflix, Apple, Intel and others, are implementing diversity and inclusion (D&i). In Taiwan, this part of the discussion is still scarce. In the future every week, women fans will talk to you about the way to help businesses gain and grow

Imagine a meeting at 10 in the morning, sitting at a conference table, not just for Taiwanese, but for colleagues from the United States, Malaysia, China, Japan and others. In Taiwan, there are Hakka and Aboriginal people from all ethnic groups. During the break, you talk about your partner's life, some are gay, some are transgender, share feelings, work values, and think about how to make the project better ...

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What is D&i? What's called a d&i?

Diversity and inclusion (multi-communion) is a new workplace culture that has been advocated in foreign enterprises and research in recent years, that is, emphasizing on the job market, respecting and maintaining the diversity of each person, and enhancing the value of individual uniqueness on the basis of maintaining pluralism, Finally achieve workplace equality. (Recommended reading:Lean in X McKinsey: workplace equality is not just 1:1 of men and women )

Respect for individual differences, in addition to gender, race, religion, age, also includes body structure (disability), gender orientation, education, nationality, personality (inward and outward) and so on.

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Before we start talking about why companies should adopt d&i", theForbesinterview simply defines what D&i is:

Diversity is the WHO and the what:who ' s sitting around this table, who's being recruited, who's being promoted, who we ' re Tracking from the traditional characteristics and identities of gender and ethnicity, and sexual orientation and Disabili Ty-inherent diversity characteristics that we ' re born with.

Pluralism, the so-called "who" and "What is done": who sits next to the table? Who is employed? Who was promoted? We are concerned with the innate diversity of race, gender, sexual orientation, and so on.

Inclusion, on the other hand, are the how. Inclusion is the behaviors that welcome and embrace diversity. If you are are a great leader for inclusion, you have figured out how to embrace and galvanize diversity of voices and IdentIT ies.

On the other hand, integration is "How to do It": how we embrace and respect these diversity. If you are a very inclusive leader, you should think about how to integrate the opinions and characteristics of different people.

It sounds like it's easy to be pluralistic, so as long as you recruit people from different backgrounds and listen to the opinions of every employee, it seems like you can claim to have "diversity and inclusion". In fact, on the basis of owning and respecting pluralism, we also need to find out the value that can bring to the company according to the uniqueness of the staff, at the same time, let employees have the identity and sense of belonging to Self-value.

Why are we talking about d&i?

It is a very difficult thing to inject new culture into the workplace, which consumes more than just manpower and time and is more likely to affect profitability. To implement D&i, the employee's personal, productivity, participation and loyalty to the company will be improved; for the team, Co-work's efficiency and problem-solving ability and speed increase; in business owners, it brings not only a good corporate image, but also a profitable growth.

Today, we first come to understand why D&i is associated with corporate profitability.

In fact, more and more foreign leaders realize that the implementation of D&i is not only a positive impact on the community, or a very good thing for the enterprise, they began to d&i as a source of competitiveness.

According to the "Diversity Matters" released in 2015, McKinsey aims at "the profit growth of enterprise implementation D&i", aiming at 366 listed companies in Canada, Latin America, UK, USA and other regions to analyze their financial and management, The composition of the Board of Directors concludes:

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  1. Race and ethnic diversity ranked among the top 25% companies, earning more than the median of the industry, 35% higher than the average company
  2. The top 25% companies in gender diversity are more likely to profit than the median of the industry, 15% higher than average companies
  3. In the latter classes with a low level of racial and gender diversity, the likelihood of profit exceeding the average is not high from the database value. This means that they are lagging behind rather than leading positions in the industry.
  4. In the United States, there is a direct and linear relationship between the level of ethnic diversity in the Executive class and the financial performance of the company: a 10% per cent increase in the ethnic diversity of the Executive class, and a pre-tax surplus (EBIT) to rise by 0.8%

By the year 2017, McKinsey'sdelivering through diversityexpanded its survey to 12 countries, with more than 1000 companies, from pre-tax surpluses (EBIT) to economic profits, to look at different levels of companies ' race, The possibility of gender diversity. Compared with 2015, the likelihood of profit growth was 7% in a gender-diversified company, with ethnic and ethnic-diversity companies falling by 2%, with considerable results.

It is not difficult to imagine that pluralism can create such a result. When the company is implanted with d&i culture in the workplace, it naturally attracts top talent. And with more and more sex and race, the more you can pay attention to the needs of different ethnic groups, even for the company to open innovative markets. (Recommended reading: straight-hit future trends, multiple tolerance and female innovation )

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For the moment, D&i is highly likely to develop in Taiwan. According to the Home Office's " Foreign professional Profile " data for the end of 106, foreign personnel are effectively employed for 25.6% of the largest Japanese nationality, followed by 15.7% in the United States and 10.1% per cent in Malaysia. As a result of the South policy, workers from the new South to 18 countries also accounted for 29.3% of all foreign professionals. And Taiwan's original race is very diverse, and in recent years gay rights have gradually been valued, so Taiwan has a high potential to implant d&i.

Next week, we will analyze the positive impact that "d&i has on employees.