Chief People Officer
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According to McKinsey, companies within the top quartile for diversity are 21% more likely to have good financial performance than companies in the bottom quartile—probably as a result of having a broader understanding of market needs. Diversity has also been correlated with higher rates of innovation. And companies are starting to pay attention.
Thirty-eight percent of the 12,543 working Americans we surveyed in 2018 said that it’s a high priority for their company, for business reasons and more importantly, for ethical ones. More and more companies have set diversity and inclusion related goals and committed to pursuing a more balanced workforce.
But unfortunately, these good intentions aren’t translating into employees’ real experiences. Many employees still feel that they don’t belong, and dozens of companies have made recent headlines for diversity and inclusion-related crises. In these workplaces, many female employees don’t feel respected (or sometimes even safe), minorities can be painfully underrepresented, people with disabilities often don’t have the resources they need to succeed, and so on.
No company wants to have a culture where not every employee feels like they can thrive, but it’s hard to address problems when you don’t know they exist. Without a way to measure inclusion, executives and HR teams have to rely on their own subjective perceptions of the culture at their organization—with varied level of accuracy.
But inclusion isn’t totally unquantifiable. If you want to know whether your employees’ experience aligns with your company’s ideals—at scale—you can just ask.