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Why Diversity and Inclusion Are More Important Than Ever

Posted By Laurie A. Pehar Borsh, Thursday, May 31, 2018

By Angela Hood Founder/CEO, ThisWay Global, Presenter at the 2018 Talent Acquisition Conference

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Pursuing to become a diverse and inclusive company is a challenge, not just because of policies like the Trump travel ban, but also communication and cultural barriers, hegemony or the dominance of a particular group in a company, and even the ability to manage a diverse workforce.

Read this important article on the HR West Magazine Blog

 

 

 

 

Tags:  diversity  HRTech  inclusion  recruiting 

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Cultivating Diversity in the Workplace is Essential for Driving Innovation, Says Research

Posted By Laurie A. Pehar Borsh, Thursday, March 16, 2017
Updated: Thursday, March 16, 2017

The Northern California Human Resource Association (NCHRA), and Waggl—the most human way for organizations to crowdsource feedback—released new data from its joint “Voice of the Workplace” pulse on the subject of diversity in the workplace.

According to Voice of the Workplace, an overwhelming 96% responded that they believe cultivating diversity in the workplace is essential for driving innovation.  Responses were relatively consistent across various demographics including age, gender, region, and size of organization.  In addition, 71% of the participants said that they feel their organization is strongly committed to fostering diversity.  Among respondents under the ages of 31, 100% felt that diversity is essential and believed that their organizations are strongly committed to fostering it.

“Despite the current politics of borders and immigration, it is generally accepted that companies benefit from cultivating a diverse workforce, but it can be difficult to measure or quantify the impact of diversity on an organization’s ability to innovate,” said Greg Morton, CEO, NCHRA. “However, as this pulse indicates, we’ve all witnessed cases in which diversity has directly driven innovation by creating an environment where ‘out of the box’ ideas are
heard and encouraged.  We’ve also seen situations where, without sufficient knowledge or training about culture diversity, managers can inadvertently fail to cultivate trust
and respect in the workplace without even being aware of the consequences.  It appears organizations that continue to actively commit to cultivating ‘cultural intelligence’ will
be generally better equipped to innovate.”

In this pulse, HR West and Waggl also posed the question, “What is the biggest advantage of building a diverse workforce?” and distilled crowdsourced responses into a
ranked list. The top 3 answers were:

  1. “With a diverse workforce (age, gender, ethnicity, ability, etc.) one brings together a multitude of thoughts, ideas, [and] experience levels that has a greater potential
    to drive innovation, and promote constructive debate to move an organization forward.”
  2. “Having multiple perspectives encourages management to see things differently, and can help enormously with problem-solving. It also helps us to avoid ‘group think.’”
  3. “It takes diverse thoughts & opinions to create exceptional products and services, but more importantly it takes a diverse [and] inclusive workforce to build the
    foundational values of trust [and] respect which are the bedrocks of amazing and enduring cultures.”

Waggl is designed to help organizations to create a culture of innovation by creating real-time, two-way dialogue to be used to surface ideas, collect authentic feedback, and build consensus.  Unlike traditional survey and polling platforms, Waggl engages participants by asking open-ended questions where favorite responses can be “voted up.”
The platform enables fast, frequent, focused conversation on virtually any topic.

“Cultivating diversity is more important than ever, in our current era of business disruption and change,” said Michael Papay, Cofounder and CEO, Waggl. “The benefits of diversity become more evident as organizations start to open up lines of transparent communication and encourage authentic relationships between employees; creating an open forum to build connection, collaboration and alignment across the organization.”

 

Tags:  diversity  feedback  HR  innovation  leadership  Waggl 

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Calculating the High Cost of Employee Turnover

Posted By Laurie A. Pehar Borsh, Wednesday, May 13, 2015

By Matthew Coleman - Marketing Manager, MyEmployees


 

There’s a disease silently infecting the modern American business world today. It lurks in the background, silently eating away at the bottom line of your company. This silent destroyer of business profits is known as your “employee turnover equation,” and it affects small businesses and corporations alike.


I’ll not bore you with stats detailing the billions of dollars lost annually to this problem. In reality, when the numbers get that large, people tend to accept them as the norm. What you need is a simple employee turnover calculator to understand exactly how it is affecting YOUR business. Once you’ve got an idea what you’re losing, there are a few simple steps you can implement to regain some of that lost profitability.

Most businesses know, on some level, that the cost of employee turnover is a problem. They view it as a mere inconvenience that must be dealt with, a cost of doing business. That’s until you put a dollar amount on its effect. Even seeing an “estimate” of what you’re losing will shock you!


See for yourself! Here’s an employee turnover calculator to help you understand just how much money employee turnover truly costs YOUR business each year. Once business owners, HR managers, CFOs, and CEOs get a look at the real numbers lost each year, quarter or even a single month... they need to take a hard look at what needs to be done to slow that tide.

Example: Let’s say you have 100 employees. Each year, you have 15% turnover. When those employees leave for whatever reason, you have to train new employees to fill the open positions. If it takes 2 weeks to train each new employee, at 40 hours per week, on a $8 hourly salary for the new employee, and a $25 hourly salary for the trainer, you’re looking at $42,768 per year! And that doesn’t even cover recruiting!

Those are just blind estimates.  Take a minute to input your data into the employee turnover calculator to get a true number for your own business. Prepare to be shocked!

While you can’t stop employee turnover completely, you can take steps to diminish it. Examine your company culture for ways to improve employee engagement. Find ways to inspire employees to take more pride in their job by asking them for input on how to do their tasks more efficiently. Survey employees and ask their thoughts on how the workplace can be improved (and then implement do some of the suggestions!). Create an employee recognition platform that recognizes people for their effort, and awards them regularly and consistently.

It’s a proven fact! When employees are engaged, they work harder, are more efficient, and take pride in what they do. A “World Class” atmosphere of teamwork develops. A cooperative, competitive spirit blossoms, encouraging everyone to be a better employee and a better person. People stop coming to work because they have to, and start coming because they want to. They are more productive and happier. That means fewer performance-based layoffs and fewer top producers leaving your company for greener pastures.

Engaged employees have significantly lower levels of absenteeism, on the job accidents, and fewer HR issues. What is that doing to your bottom line every year? According to Gallup Research, companies with high levels of employee engagement are 400% more profitable. Yes, 400%!! Pair that increase in productivity and profitability with the savings from reduced turnover, and your business can expect exponential growth in sales and profits.

Many of the factors affecting true employee engagement need to be customized for each business. A great place to start is an employee survey. Find out what employees think about the business and work environment. You may uncover hidden systemic issues that contribute to your high rate of employee turnover.

 

Another excellent place to start is a consistent recognition platform. One of the most basic human needs is to feel appreciated. From a business perspective, a recognition program can reward and inspire employees while at the same time achieving company goals and objectives. It’s not magic; it's all about criteria. Check out this video for more about that: How can an Employee Recognition program increase profitability.

Employee turnover is an infection, but it doesn’t have to be a killer. The first step is using a simple employee turnover calculator to put a dollar amount on just how much it costs your business. Once you understand that, you can easily justify any investment in employee engagement and employee recognition to shrink your turnover rate drastically. Not only will you be saving the headache of replacing many of your employees, but you’ll be investing in the massive growth potential and profitability of your business.


About the Author

Matthew Coleman is the Marketing Manager for 
MyEmployees. The mission of MyEmployees is to engage America’s workforce, one manager, one employee at a time… forging stronger companies in the process. Twitter: @matthewjcoleman
 


Tags:  Bay Area  behavior  California  cost  cultural  culture  diversity  engagement  harassment in the workplace  HR  human resources  leadership  management  my  NCHRA  San Francisco  turnover  workforce  workplace 

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HR Management and Cultural Diversity in the Workplace

Posted By Administration - Laurie Pehar Borsh , Thursday, April 9, 2015
Updated: Thursday, April 9, 2015

Without sufficient training on understanding culture diversity, managers who are thrown into a diverse workforce can and will inevitably cross a cultural line with employees.

 

In many cases, this can happen without a manager even being aware of the consequences of their lack of knowledge regarding the individual's culture.

 

Those managers who are armed with a better understanding of “cultural intelligence” are better equipped to perform their jobs—and be of great value to company as they are able to communicate more effectively with employees.

 

The story of “Sam” offers a look into what happens when this lack of cultural intelligence leads to the resignation of a valued employee. Sam was a typical young man from Nepal.  He was raised in a blend of Hindu and Buddhist beliefs. When something is wrong, these beliefs embrace looking inward for correction before looking outward. Being kind, generous, respectful and helpful are traits of a traditional Nepalese. Sam was not traditional in that he came to the United States to escape persecution from the Maoist. The son of farmers, he was the first in his family to attend college. He had the drive and ambition to better himself and to give back to his family from whom he received tremendous emotional support.

 

Not only did Sam graduate with a B.S. in Business Administration, he also applied and was accepted into a California State University Master’s program. Sam's family was financially unable to assist in his education. He worked through University to pay for his education. By all accounts, Sam was an excellent employee and manager in several retail jobs. After graduation, he interviewed and was offered a position with a large retail company. Sam loved his job and thrived in his position, and was promoted several times. Yet Sam left his job after experiencing a total lack of cultural intelligence from a new manager the company had brought in.

 

Read Sam’s accounting of his experience here.


After a period of time, Sam reached out to his university professors for guidance on how best to move forward. He slowly regained his confidence and, subsequently, took his managerial expertise to another company. This company is committed to providing cultural awareness to its multinational employees. Since Sam started his new position, the company has reaped the rewards of increased profit and high morale simultaneously. His story highlights how the understanding of the culture of your workforce is crucial to the success of any manager. With regularity, companies lose some of their best employees because of the lack of knowledge new managers have about various cultures. “Knowing Your Employees” becomes an important mantra for managers in the workplace.

 

Peter Drucker, the “Father of Management,” said that the most difficult mistakes to overcome are personnel mistakes because, for the most part, the mistake is irreversible. In this instance, the company lost a valuable employee who, by all accounts, would have developed into a management asset. He possessed the knowledge, personality and cultural awareness missing in his manager. Drucker goes on to say that building on the strengths of the employee instead of focusing on weaknesses, perceived or real, is the key to retention of valuable employees. Being educated on the cultural background of the individual employee, coupled with strength building, is a recipe for success. This manager seemed to have a personal, instead of company, agenda in her actions with Sam and never took into account how his cultural background would affect the end result.

 

What’s the solution? Simply put, training and education. There are several ways in which companies can achieve this goal. Outsourcing, as well as in house seminars and workshops on cultural awareness, can be effective, albeit sometimes expensive and time consuming. For those companies that find outsourcing an onerous solution, there is an excellent alternative. Hybrid Management is a company founded on the Peter Drucker principles of management. It offers an online 2-way review process based on the assumption that both employees have different views and cultures but need to collaborate with one another in the workplace. More information on this online resource can be found at www.hybridmanagement.com. A company who recognizes the importance of cultural intelligence as a necessary component in hiring managers, and takes the necessary steps to train and educate its employees, will reap immediate tangible results. The benefits are manifested simultaneously in the increased morale and profitability of the company. 

 

 

About the Authors

Vikki A. Adams, Esq.
Over the course of her legal career, Vikki Adams was an International Trade & Immigration partner in three AmLaw 100 law firms.  Subsequently, she served in the Office of Foreign Missions, US Department of State before re-entering the private sector.  She is the founder and President of UnicoConcepts, a globally recognized international business and cultural intelligence consulting company. She is currently authoring a book on cultural intelligence in international business.  Vikki resides in San Rafael, California. Connect with Vikki on Linkedin.

 

Suroj Maharjan, MBA StudentSuroj Maharjan was born into a family of farmers from Kathmandu Valley in the Himalayan kingdom of Nepal. He is the first in his family to obtain any kind of formal education.  Due to unrest in his country, and with the support of his family, Suroj came to the United States and pursued his education.  He currently is an MBA student and resides in Rohnert Park, California. Connect with Suroj on Linkedin


Tags:  cultural  culture  diversity  employee  HR  human resources  leadership  management  NCHRA  workforce  workplace 

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