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UCHWYCIĆ WARTOŚĆ RÓŻNORODNOŚCIBydgoszcz 27.09.2018
UCHWYCIĆ WARTOŚĆ RÓŻNORODNOŚCIBydgoszcz 27.09.2018 10 YEARS ANNIVERSARY
Skąd przyszliśmy? Kim jesteśmy? Dokąd idziemy? Paul Gauguin, 1897–98 Museum of Fine Arts Boston
REWOLUCJA 4.0. GLOBALNE TRENDY
Globalizacja
Imigracja
Nierówność społeczna
KreatywnośćInnowacje
Cyfrowa trnasformacja
Odpowiedzilane przywództwo
Różnorodność i inkluzja
CYFROWA TRANSFORMACJAKOMPETENCJE XXI WIEKU
Najtrudniej pozyskać pracowników z umiejętnościami:
Myślenie strategiczne
Wpływanie na innych
Rozwiązywanie złożonych problemów
Adaptacyjność i podatność na zmiany
False Mirror, 1928René Magritte
AUTOMATYZACJA WYMIAR LUDZKI
The Schoolmaster, René Magritte
1954
THE FOLLOWING FACTORS ARE CURRENTLY A PART OF YOUR ORGANIZATION’S DIVERSITY & INCLUSION EFFORTS
YES46%
YES31%
YES54%
NO46%
NO31%
NO46%
YES62%
NO23%
I DON’T KNOW15%
YES69%
NO23%
I DON’T KNOW
8%
I DON’T KNOW23%
YES38%
NO23%
I DON’T KNOW38%
I DON’T KNOW23%
Gender
Industry
Nationality
Age
Career
Education
YES77%
YES85%
NO15%
NO15%
I DON’T KNOW
8%
Selection of different talents,
skills
Mutual inspiration across organization
Different backgrounds, experiences
Mutual respect
Creative concepts
Attitude of openness and inclusion
YES77%
NO15%
I DON’T KNOW
8%
YES69%
NO23%
I DON’T KNOW
8%
YES77%
NO15%
I DON’T KNOW
8%
YES69%
NO23%
I DON’T KNOW
8%
WHAT DOES DIVERSITY BRING TO YOUR ORGANIZATION?
DIVERSITY & INCLUSIONS IN MY TEAM HELP…
Deliver better outcomes in today’s
organizations
Trigger for scaling business
31%
23%
8%
23%
15%
23%
8%
23%
8%
38%
23%
8%
23%
0%
46%
Build organization’s creative potential
Trigger innovations in organization
23%
8%
15%
15%
38%
DIVERSITY & INCLUSIONS’ IN TODAY’S ORGANIZATIONS IN GENERAL HELP TO
Deliver better outcomes
Trigger for scaling the business
15%
15%
15%
15%
38%
23%
23%
15%
8%
31%
23%
8%
23%
8%
38%
Foster creativity Trigger innovations in organization
8%
23%
15%
15%
38%
strongly agree agree undecided disagree strongly disagree
CEO level Board of directors
23%
8%
23%
8%
38%
23%
8%
31%
0%
38%
31%
31%
8%
23%
8%
23%
23%
23%
23%
8%
8%
8%
23%
8%
54%
General managers
Seniorleaders
HR FLA
23%
23%
23%
15%
15%
RESPONSIBILITY FOR CREATION OF D&I PROGRAMMES WITHIN THE ORGANIZATION LIES AT…
THE BARRIERS TO DEVELOP/IMPLEMENT D&I STRATEGY?
Management fails to execute D&I programme
Too much focused on current issues
No visible connection between D&I and strategy (business drivers)
Diverse Teams suffer from conflicting norms and differing assumptionsbetween members
15%
23%
23%
0%
38%
31%
8%
15%
8%
38%
8%
23%
15%
8%
46%
8%
38%
8%
0%
46%
strongly agree agree undecided disagree strongly disagree
WHAT DIVERSE TEAMS NEED TO PREVENT CONFLICTS?
YES84%
I DON’T KNOW
8%
Leadership support
NO
8%
More training on cultural
management
YES77%
I DON’T KNOW
23%
Cultural brokerage
YES62%
NO23%
I DON’T KNOW15%
MAY YOU SHARE YOUR SOME EXPERIENCE ON...
DIVERSITY IN YOUR ORGANIZATION IS MEASURED BY...„
Internal surveys and external audits„Metrics of employment
„It is not measured„
Gender diversity
„Not sure it is measured at all, but is very present
„Measure methodology is not formally applied
DIVERSITY IN YOUR ORGANIZATION IS VALUED BY...„
Individual satisfaction
„Scaling the business„
Employee satisfaction and retention „
It is not valued„Everyone in the organisation: from employees to C-level managers and company's board. It's a core value inside the company and we do strongly believe it forces our business growth.
KREATYWNOŚĆ WZBUDZANIE CIEKAWOŚCI
KREATYWNOŚĆ WZBUDZANIE CIEKAWOŚCI
Chirdren’s Games, 1560Pieter Bruegel the ElderKunsthistorisches Museum Vienna
