Enterprises are facing the problem of labor shortage, DEI diversity and inclusion is the solution? Women's fans take you directly to the Yourator Human Resources Bistro DEI lecture, enterprises to create talent sustainability, the introduction of DEI culture strategy is the key!
DEI diversity and inclusion has become a trend in today's workplace, and if enterprises want to achieve talent sustainability, it is the key to establish a DEI strategy and create a diversified workplace. The 2022 DEI Survey of Women Fans also found that 96% of the public believe that whether a company has DEI diversity and inclusion is an important factor affecting whether talents join.
To this end, Yourator held a series of DEI lectures at HR Bistro, inviting index companies to share DEI examples at home and abroad, and providing a field for enterprises and human resources to communicate and contact DEI.
Merci, Senior Operations Associate of Women's Fan, was also invited to serve as a speaker this time, sharing with Vanessa, Senior Human Resources Officer of Google Taiwan, the relationship between corporate talent sustainability and DEI diversity and inclusion, as well as the practical experience of enterprise practice DEI.
(Extended reading: 96% of talents regard "diversity and inclusion" as a key factor in joining the company, and "gender bias" still ranks first in workplace inequality)
Promote the sustainable DEI diversity and inclusion of enterprise talents
The vision of women's fans is to create a diverse and inclusive world, so that everyone can become their true self without fear.
Nearly 100 enterprise recruitment partners gathered together during the weeknight to show that domestic enterprises are gradually recognizing and paying attention to DEI. According to the past experience of women, when enterprises introduce DEI, they often encounter difficulties such as "lack of practical talents", "do not understand and misunderstand the meaning of DEI", and "lack of domestic cases", which are also factors that many enterprises are unable to import DEI.
(Screening: Top 3 Challenges Enterprises Typically Encounter in Implementing DEI)
Why is it important for enterprises to adopt DEI?
First, the macro trend: enterprises need sustainability, behind it is talent sustainability
Merci pointed out that after the United Nations released the SDGs sustainability vision, many companies began to pursue sustainability, and back to the source, the three keywords of the United Nations 2030 Agenda for Sustainable Development: noone will be left behind, Freedom, and Well-Being are actually a direct response to the core spirit of DEI.
(In the same session: How is CSR, ESG, SG, SG, and DEI (diversity and inclusion)?) Understand the strongest way to understand the sustainable operation of enterprises at one time! ）
Merci also mentioned that many companies are actively promoting ESG sustainability goals, but they are still only stuck in the category of "E (environment)", and when it comes to entering the stage of "S (society)" and "G (corporate governance)", they do not know where to start. At this point, DEI plays a complementary role.
Second, domestic trends and industrial difficulties
Walking into the industrial field, all enterprises face common challenges: the proportion of diverse talents and the proportion of executives. The common problem is that there is insufficient representation of groups and lack of opportunities for promotion and development.
(In the same scene: Create talent sustainability, first understand what DEI is!) Give strategic guidance to enterprises and HR, and grasp the four major trends)
Merci mentioned that the FSC's "Action Plan for Sustainable Development of Listed Companies" has pointed out the scheme of multiple compensation ratios, and according to the survey data of women's fans, there are still problems such as "insufficient representative groups" and "lack of promotion and development opportunities" in enterprises today. How to eliminate discrimination and unconscious bias in the workplace is a common issue for all leaders.
Third, enterprise challenges: cross-generational communication, improve psychological safety
The composition of an enterprise may include more than 3 different generations, each generation is born with different workplace status, work patterns are also different, how to understand each other and find a common method, is a problem that many enterprises need to overcome.
Merci pointed out that when companies successfully implement DEI, members of the organization feel that they are "safe," "respected," and "valued." Only by creating a workplace with a sense of psychological safety can the members of the organization have no baggage, give full play to their strengths, and at the same time contribute to the enterprise and truly achieve the sustainability of enterprise talents.
What is DEI Diversity Inclusion?
- Diversity: Seeing the diversity of people, including visible diversity such as gender/sexual orientation/race, and unseen: beliefs, life experiences, etc., and further accepting and valuing these diversity and differences.
- Equity Equity: Create a field where everyone can play and be treated fairly, and give opportunities and resources according to differences to achieve fairness.
- Inclusion: Diverse individuals can feel their own value in the setting of the organization and can contribute a sense of belonging here.
Merci points out that companies often have two myths when implementing DEI: translating Inclusion as "inclusion," equity as "equality," or the DEI E as equality.
(Read more: DEI's 3 myths: "fairness" does not equal "equality", "inclusion" is better than "inclusion")
The difference is that everyone has the initiative and the power to open the dialogue space, DEI is not who must "tolerate" whom, but each other "communion"; "Equality" means giving equal treatment regardless of differences, while "fairness" means embracing differences and providing resources according to needs.
Diversity is the goal, public integration is the goal, and fairness is the way to achieve.
How can companies practice DEI?
According to the Women's Fan Workplace Survey, the top three least DEI in Taiwan's workplaces are: gender discrimination, age discrimination, and body shape discrimination.
Merci mentioned that the "unconscious bias" that still exists in the workplace today can limit the thinking spectrum, create blind spots at work, and affect the team's sense of safety. Awakening consciousness and breaking down unconscious biases is important for everyone.
1. Talent cultivation: multicultural empowerment and talent sustainability model
In view of talent cultivation, Merci shared with the audience the DEI-I model developed by women who have accumulated many years of DEI practical experience, and explained four major projects: basic awareness building, key role empowerment, personal self-realization, trend ability training, and 5 cultivation modules.
- Foundation Building: Building a Diverse and Inclusive Workplace Alliance (DEI Culture).
- Key Role Empowerment: Cultivate inclusive leadership with a sense of diversity and inclusion, and promote potential development workers.
- Personal self-actualization: taking care of representative groups and helping to reach their maximum potential and achieve self-fulfillment.
- Trend ability development: cultivate effective communication skills and build resilience.
Second, the effectiveness of organizational culture policies
In terms of cultural policy effectiveness, Merci brings the Women's Fan DEI 3 Force x Short, Medium and Long Matrix to provide enterprises with a review of the three major aspects of "corporate vision execution", "organizational/talent change power" and "social diversity influence", and plan short, medium and long-term DEI strategies according to the context of the enterprise.
Merci also reminded that every company has its own focus, and to promote DEI without SOP and standard answers, not to pursue a one-time implementation, but to be able to develop a unique DEI experience of the enterprise.
To create a diverse and inclusive workplace, everyone is important. Enterprises, organizations, and individuals all have their own momentum to produce change.
Creating the Change We Want to Be: Google Taiwan's DEI Practices
Getting started doesn't have to be perfect, but be sure to start doing it.
Vanessa shared that he also began to contact concepts such as employer brand and DEI after joining Google, and his rich cross-domain work experience before joining Google became an important soil for him to understand DEI, allowing him to rely on this "not understanding" and constantly urging himself to understand and dig.
This spirit of active understanding and exploration coincides with the process of Google Taiwan's practice of DEI.
Driving DEI doesn't have to come from the top
Vanessa said that when companies promote new organizational strategies and organizational cultures, they often rely on the top-down system (Ego System), but they are more looking forward to bottom-up forces to loosen the system framework and form a dialogue and intertwined network (Eco System).
(Same screening: Google Taiwanese senior Lu Yaqiao Vanessa career story: Not enough DEI, I'll do it myself!) Workplace abuse can also heal and recharge)
To generate this bottom-up force, Vanessa says the key is to create a psychologically safe workplace environment where employees have the courage to speak up within the system. When employees' sense of psychological safety is established, it gives employees more courage to support more new changes.
Image courtesy of Google Taiwan
DEI's local experience: Google Taiwan DEI Weeks
Everyone is a minority and a majority, and for everyone's voice to be heard, it needs to be mobilized together.
Vanessa then shared Google Taiwna's practical experience in practicing DEI and moving from Ego System to Eco System - a journey of experiencing "origin", "quantitative change" to "qualitative change".
Recall that four or five years ago, Google was still a relatively lean small team in Taiwan, experienced several large-scale mergers and acquisitions, and relatively many newcomers joined, but because of insufficient understanding of Google's DEI culture, there was a sense of team distance and could not be integrated.
And this "incomprehension" prompted this group of absolute majority people to start mobilizing, spontaneously organizing a co-learning group to understand and delve into the concept of DEI, which is the "origin" of the first Taiwan DEI Week.
With the passage of time, more than 2,000 people have participated in the Taiwan DEI Week, and this "quantitative change" has also led to the "qualitative change" of the event, in addition to the knowledge of experts, more people are willing to express their personal views on the Taiwan DEI Week, and use more diversified and rich ways to continue to explore DEI.
Finally, Vanessa also invited the audience to think about one simple thing – what kind of change do you want to create?
Return to your original intention, think about why you came? What do you want to leave behind? Be the change, create the change you want to be.