Executives from large companies around the world said they’ve made significant progress in diversity and inclusion efforts focused on gender, ethnicity, national origin, race and color, according to a Forbes Insight study, but they face certain barriers as they develop and implement diversity strategies.
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Articles by Rebecca Hastings
When employees do not trust managers and leaders, various forms of organizational fallout are likely, including low engagement, high turnover and reduced innovation, experts say. And rebuilding trust isn’t easy.
Although 80 percent of organizations have a recognition program, less than a third of HR professionals (31 percent) believe that employees are satisfied with the level of recognition they receive for doing a good job.
And while 56 percent of survey respondents said employees are rewarded according to their job performance, just 46 percent said managers and supervisors acknowledge and appreciate employees effectively.
Less than a third of employees (31 percent) are “fully engaged”—meaning that they have achieved maximum job satisfaction and are contributing to the fullest extent—and one out of six (17 percent) are disengaged, according to BlessingWhite’s Employee Engagement Report 2011, released Dec. 15, 2010.
Some working mothers are feeling increased pressure to provide for their households and are therefore spending more time at work, according to a recent survey by the career site CareerBuilder. The economy is partially to blame.
Working parents and nonparents share similar opinions about work/life balance, according to the latest Adecco USA Workplace Insights survey, released June 9, 2008. But when asked if they have the same level of access to work/life benefits as their colleagues, only 44 percent of nonparents said they did, compared to 60 percent of mothers and 70 percent of fathers.
Employee communication is not a product, such as a newsletter or intranet, or a static event, like a staff meeting or annual survey, according to Linda Dulye, president and founder of Dulye & Co., a New York-based change management consultancy specializing in communications. It’s a continuing process that requires two-way feedback.
Yet for whatever reason, many organizations limit employee communication by scripting top-down communications tightly and sanitizing the findings of employee attitude surveys. That’s a mistake, according to Dulye.
Incremental progress in diversity and inclusion is no longer enough, according to Ted Childs, president & CEO of Ted Childs, LLP, who spoke during the Society for Human Resource Management’s (SHRM) Diversity and Inclusion Global Thought Leaders’ Summit, held March 4-5, 2010, at the Gaylord National Harbor in the Washington, D.C., area. “We are looking for game-changing outcomes,” he said. “We want leapfrog progress,” he added.
ATLANTA—Speakers at Linkage’s 11th Annual Summit on Leading Diversity held here April 26-28, 2010, made it clear that diversity and inclusion issues affect people around the world, whether they are at work or school or from government or industry.