The values of diversity and inclusion may seem theoretical. Yet there are tools that can be put into practice to tackle prejudice, both historical and cultural, to promote a culture of inclusion regardless of people’s gender, religion, country or city of origin in order to attract and retain top talent.
Firstly business leaders need to take time to understand the mechanism of prejudice, biases and stereotypes and at the same time collaborators need to question their thought patterns when interacting with others, whether within the company or with customers.
We also need to look at our staff review processes. Glass ceilings not only occur in politics: if some managers are systematically "undervaluing" their employees, while others "overvalue" theirs, it becomes impossible to compare results. Solutions like SuccessFactors allow you to recalibrate assessments between manager and HR to review and enrich these evaluations.
When the bias of the annual staff review is great or identical from one year to the next, you can set up a 360° view within SuccessFactors to evaluate an employee not only from the manager’s point of view, but also from a pool of people (such as peers, or his or her manager) and combine all these results into a single score corresponding to an evaluation average.
Problems such as gender equality in the company can be tackled at salary level by setting up compensation processes that evaluate the salary of women and men occupying the same position. This comparison ratio can highlight to managers the differences that exist within their team at gender level and invite them to correct these differences.
It is often during career succession or the recruitment process that cases of prejudice can be the strongest. However simple rules can be put in place. For example the digitization of the recruitment process makes it possible to anonymize the identity of the candidate during the selection process before interviews with the recruiter.
During the promotion process at least two candidates of the opposite sex should be put forward. If we want to promote internal mobility, we also should create talent pools that contain, depending on the company's activities, people who are ready for geographical mobility.
SOA People supports you in the implementation of a diverse and inclusive recruitment policy, as part of an HRIS project aligned with your strategy, and with a solution based on the SAP SuccessFactors platform. We intervene inter alia in the management of training and performance evaluations, compensation plans and career succession.
Send an email at firstname.lastname@example.org for more information and a demo.
By Philippe Boulicaut, HR Solution Architect at SOA People.