{"id":14785,"date":"2019-03-07T11:00:13","date_gmt":"2019-03-07T19:00:13","guid":{"rendered":"http:\/\/www.palada.net\/index.php\/2019\/03\/07\/news-8534\/"},"modified":"2019-03-07T11:00:13","modified_gmt":"2019-03-07T19:00:13","slug":"news-8534","status":"publish","type":"post","link":"http:\/\/www.palada.net\/index.php\/2019\/03\/07\/news-8534\/","title":{"rendered":"Building an Inclusive Company in a Diverse World: Part 2"},"content":{"rendered":"

Credit to Author: Olivier Blum| Date: Thu, 07 Mar 2019 05:01:33 +0000<\/strong><\/p>\n

When I published this blog last year,<\/a> the response was overwhelming, which can only mean that this topic is emotive, and resonates with many of us. It\u2019s also why I was motivated to refresh it to keep the conversation going.<\/p>\n

Here\u2019s a question \u2013 why do you think our world is so unique? Chances are that each of us has a unique answer to this question, and that\u2019s exactly the point.\u00a0 We live in a wonderfully complex and diverse world. Yet, rather than embrace the richness of our diversity, in many societies, we still often lean towards valuing sameness and perpetuating exclusion.\u00a0 And this is true for many organizations as well where the workforce often doesn\u2019t reflect the diversity that\u2019s around us.<\/p>\n

But, there\u2019 s good news \u2013 a noticeable convergence in research findings on diversity and inclusion (\u201cD&I\u201d) at the workplace indicates that it is no longer a \u2018compliance program\u2019, and has become central to organizational success. For instance, in 2014 companies in the top quartile for gender diversity in leadership were 15 percent more likely to experience above-average profitability; in 2017 this number rose to 21 percent[1]<\/a>. I contend that this correlation is not a coincidence, and it\u2019s increasingly apparent that D&I impacts brand, corporate purpose, and performance[2]<\/a>.<\/p>\n

However, despite the optimism and intention, the gap with reality is still quite wide. In my view, there remains a big disconnect between what we say, and what we do. Many companies\u2019 efforts are too fragmented, ad hoc, and slow \u2013 for example, how often do we see leaders attributing their success or transformation to D&I, not very much I would say!<\/p>\n

What does all this mean? For starters, let us completely abandon the \u2018band-aid\u2019 approach, i.e. the tendency to fix only what appears broken and not worrying about much else. If it\u2019s a transformation we seek, why not go to the heart of the matter by changing the way we work?<\/p>\n

From the time I initially shared our ambition, we at Schneider Electric have been making progress in changing the way we work to achieve that cultural shift.<\/p>\n

Schneider Electric Commitment to D&I<\/strong><\/p>\n

\"\" <\/p>\n

We believe that \u201cAccess to energy is a fundamental human need<\/a>\u201d \u2013 our aspiration is to improve lives by bringing energy, efficiency and sustainability for all, and developing sustainable energy solutions for our customers. This belief extends to our D&I philosophy<\/a> as well. Our ambition is to offer equal opportunities to everyone everywhere, and we want our employees \u2014 no matter who they are, or where in the world they live \u2014 to feel uniquely valued, and safe to contribute their best.<\/p>\n

People Vision<\/strong><\/p>\n

2018 was a significant year as we refreshed our People Vision – Employee Value Proposition<\/a>; Core Values and Leadership Expectations. Embedded now within the EVP is a commitment to inclusion – valuing differences, and the aspiration to become the most diverse, inclusive and equitable company globally. \u201cEmbrace Different\u201d is no longer just an idea, it\u2019s one of Schneider Electric\u2019s five core values because we believe \u2018different is beautiful\u2019, and the word \u2018exclusion is not even in our vocabulary\u2019.<\/p>\n

\"\" <\/p>\n

Multi-hub Business Model<\/strong><\/p>\n

We want everyone everywhere in the company to have the same chance of success, irrespective of their nationality or location<\/strong><\/p>\n

To deliver on this ambition, we transitioned from a one-headquarter model to a multi-hub model. Key jobs were then relocated to these hubs to create a global leadership structure. We realized that people are not always mobile, so instead of asking them to relocate, job opportunities were created closer to them. For example, let\u2019s consider someone living in the US or in China, married with school going children – \u00a0after having worked in the regional operations, they now have the option to take up a global job without having to relocate outside the country with their family. This is significant as it shows how via multi-hub people have equal opportunities for advancing their careers no matter where they are. Additionally, we have been able to create locally empowered teams for customers; and there\u2019s greater diversity in nationalities at Schneider Electric. The external acclaim that this model has received is a great motivator, and we continue to build an equal spread of global jobs across the Americas, EMEA and Asia-Pacific.<\/p>\n

Empowered Diversities<\/strong><\/p>\n

We want our people to reflect our business footprint, as well as the diversities of the communities in which we operate<\/strong><\/p>\n

To ensure that our people reflect the global community in which we operate, we want to have a greater mix of diversities i.e. gender, generation, nationality, LGBT+ and disabilities. But, this doesn\u2019t happen by chance. Take gender diversity as an example, the mix only truly changes when there are least 30% women in teams dominated by men, and vice-versa. At Schneider Electric, we\u2019ve experienced this in practice by actively promoting greater diversity within executive (27% women) \/senior leadership (22% women) teams. In my experience, as the balance begins to improve people start to see a path for their own growth and success \u2013 this in turns creates an environment of inclusion characterised by greater engagement, performance, and innovation.<\/p>\n

Inclusive Practices and Policies<\/strong><\/p>\n

Diversity is challenging because it highlights what makes us all unique. To make it work we must hardwire it through policies and practices<\/strong><\/p>\n

Policies are cultural symbols, and so D&I needs to be hard-wired in policies and practices. For example, our Global Family Leave policy<\/a> launched in 2018 allows everyone to manage their unique life and work by providing time off for occasions that matter the most. Since its launch, 59 Schneider Electric countries have implemented it covering 75% of our employees. Other examples include –<\/p>\n

Framework to establish workplace gender equity \u2013 by the end-2018, 92% of Schneider Electric employees have been covered under pay equity process, and there are regions where actions plans are already complete. I believe that pay equity doesn\u2019t really require a business case, as it\u2019s simply the right thing to do.<\/p>\n

Flexibility @ work \u2013 to make the multi-hub model work, we realised that a complete re-think on the very concept of flexibility would be essential. For us, flexibility is much more than just choosing hours of work, it means a culture of smart working, including workplace flexibility; working time flexibility; and a flexible\/ inclusive working environment. Ultimately, it\u2019s about empowering people to make the most of their energy.<\/p>\n

The global anti-harassment policy<\/a> to reinforce zero tolerance towards harassment was updated and launched in 2018.<\/p>\n

Finally, going beyond the policies a commitment has been made within the Schneider Sustainability Impact<\/a>[3]<\/a> in these key areas, and we report internally and externally on our progress.<\/p>\n

By enacting and reinforcing policies like these we hope to establish a true sense of belonging.<\/p>\n

Inclusive Behaviours<\/strong><\/p>\n

To lead in a diverse environment, our leaders must embrace different and build the best teams. <\/strong><\/p>\n

Behaviours of leaders can drive up to 70 percentage points of difference between the proportion of employees who feel highly included, and those who do not[4]<\/a>. At Schneider Electric, through active coaching and feedback leaders are expected to build diverse and inclusive teams. In fact, \u2018Building the Best Team\u2019 is now one of five leadership expectations based on which they are assessed and promoted. Additionally, through programs like \u201cHidden bias education\u201d managers at all levels are encouraged to open their minds, and enable a sense of psychological safety for all employees.<\/p>\n

Advocacy<\/strong><\/p>\n

We will do our part<\/strong><\/p>\n

Schneider Electric is committed to becoming an \u2018agent of change\u2019 and building a better world where diversity, inclusion, equity are not mere concepts. As a UN Women HeForShe<\/a> Corporate IMPACT champion, we have established a D&I Board composed of twelve top leaders. The board is a sounding board for our global strategy, as well as an internal and external D&I champion. We are supporting the work of UN Women in creating \u2018Planet 50-50 by 2030\u2019, and the United Nations\u2019 commitment to achieving the Sustainable Development Goals<\/a>. In 2018, Schneider Electric became a signatory to the UN Free & Equal Standards of Business Conduct for LGBTI equality. Our public commitments and achievements in advancing inclusion have been acknowledged by Bloomberg<\/a>, Catalyst<\/a>, and Forbes<\/a>. I am convinced that global corporations must become visible role models, and advocates of change within society.<\/p>\n

A Journey, not a Milestone<\/strong><\/p>\n

Diversity for diversity\u2019s sake, and the absence of inclusion can lead to chaos and inefficiency. But, there are huge positives for any organisation that perseveres. In an increasingly complex business environment, finding a way to blend diversity in thought and ideas not only makes an organisation more human, more competitive, and more fun, it might be the only way to achieve sustained business success.<\/p>\n

At Schneider Electric, we know the journey is long and fraught with challenges, but our commitment is unwavering. Diversity and Inclusion<\/a> is our marker, our differentiating factor for the future, and that\u2019s why great people make Schneider Electric a great company.<\/p>\n

[1]<\/a> https:\/\/www.mckinsey.com\/business-functions\/organization\/our-insights\/delivering-through-diversity<\/a><\/h6>\n
[2]<\/a> https:\/\/www2.deloitte.com\/insights\/us\/en\/focus\/human-capital-trends\/2017\/diversity-and-inclusion-at-the-workplace.html<\/a><\/h6>\n
[3]<\/a> The Schneider Sustainability Impact is Schneider Electric’s transformation plan and steering tool for sustainability. It presents the Group sustainability objectives for 3 years and the quarterly results of the key performance indicators. Read more at https:\/\/www.schneider-electric.com\/en\/about-us\/sustainability\/sustainable-performance\/barometer.jsp<\/h6>\n
[4]<\/a> https:\/\/www2.deloitte.com\/insights\/us\/en\/deloitte-review\/issue-22\/diversity-and-inclusion-at-work-eight-powerful-truths.html<\/a><\/h6>\n

The post Building an Inclusive Company in a Diverse World: Part 2<\/a> appeared first on Schneider Electric Blog<\/a>.<\/p>\n

http:\/\/blog.schneider-electric.com\/feed\/<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Credit to Author: Olivier Blum| Date: Thu, 07 Mar 2019 05:01:33 +0000<\/strong><\/p>\n

When I published this blog last year, the response was overwhelming, which can only mean that this topic is emotive, and resonates with many of us. It\u2019s also why I… Read more »<\/a><\/p>\n

The post Building an Inclusive Company in a Diverse World: Part 2<\/a> appeared first on Schneider Electric Blog<\/a>.<\/p>\n","protected":false},"author":4,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"colormag_page_container_layout":"default_layout","colormag_page_sidebar_layout":"default_layout","footnotes":""},"categories":[12389,12388],"tags":[12824],"class_list":["post-14785","post","type-post","status-publish","format-standard","hentry","category-scadaics","category-schneider","tag-life-schneider-blog"],"_links":{"self":[{"href":"http:\/\/www.palada.net\/index.php\/wp-json\/wp\/v2\/posts\/14785","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/www.palada.net\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/www.palada.net\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/www.palada.net\/index.php\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"http:\/\/www.palada.net\/index.php\/wp-json\/wp\/v2\/comments?post=14785"}],"version-history":[{"count":0,"href":"http:\/\/www.palada.net\/index.php\/wp-json\/wp\/v2\/posts\/14785\/revisions"}],"wp:attachment":[{"href":"http:\/\/www.palada.net\/index.php\/wp-json\/wp\/v2\/media?parent=14785"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.palada.net\/index.php\/wp-json\/wp\/v2\/categories?post=14785"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.palada.net\/index.php\/wp-json\/wp\/v2\/tags?post=14785"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}