DEIB has historically bifurcated approaches depending on how organizations embraced their commitment to it. Organizations that implemented special task teams to develop large-scale education and reorientation campaigns engineered frameworks for success that often fell vulnerable to changing organizational priorities. Organizations that focused on implementing digitally and AI-enabled behavior change massaged into mainstream HR and people analytics resources and strategies built relatively resilient initiatives that evolved with the changing dynamics of organizational adaptability.
Goals and Objectives
Improve the strategic understanding of the value of diversity and diverse contributions from and across the workforce. Source from diverse potential skills geographies in workforce planning to optimize competition for skills while increasing diversity and opportunities. Build channels to understand and implement the conditions for diversity in corporate culture and the physical work environment.
Lean into talent demographic analytics to understand the makeup of the workforce and establish benchmarks for organization performance to measure against as diversity changes. Engineer DEIB characteristics into models for culture and behavior change.
Workforce planning tools
Rewards and recognition
VoE — surveys, comms management, and feedback channels
Use Case Summary
As part of workforce planning, HRIS data and workforce analytics can be used to understand the state of diversity inside the organization. At the same time, as part of strategic workforce planning and talent sourcing, modern data and analytics resources can better enable sourcing from lesser-tapped geographies that have viable skills alternatives to the most competitive and traditional markets for sourcing candidates. Tapping into these geographies can solve dual mandates of increasing diversity and by extension diverse approaches to work while sourcing talent cost effectively.