As 2009 comes to a close, 2010 should already be Planned

It’s hard to believe that 2009 is coming to a close. In some ways, it feels as if the year just started, right? Then, when looking at the goals set for the year, it seems that an incredible amount of work was accomplished.

This is the art of scorecard metrics. Most companies that begin inclusion and diversity training seem to lose focus as time marches on. The mantra for keeping goals fresh and focused is to measure results. The old adage, “What gets measured, gets done” was never more true in this instance.

When is a good time to measure results? The answer is: “Constantly.” Don’t wait for monthly dashboard reporting from HR or accounting. Listening, talking, saying “thank you” and floor walking can provide some extremely useful information regarding the success of your inclusion and diversity policy program.
“So why should 2010 already be planned if measurement is constantly being utilized?” Easy, because in addition to day to day objectives, as a senior leader, there should also be objectives and goals for your company that you want to accomplish as well. Gradual steps will need to be instituted in order to accomplish these goals. So, brainstorm with your management team to include every idea possible for 2010 goals.

Will all of them be instituted into your current inclusion and diversity policy? Possibly. Your company may accomplish every single goal or they may not. The idea is to not become complacent. Keeping ideas fresh, embracing diversity and inclusion objectives works.

As we look at the date of late December 2009, your goals for 2010 should be complete, right? Right? Are you looking for more about the importance of Inclusion and Diversity? Access our website: http://www.inclusion-inc.com/

Training & Development

InclusionINC - 2009 SHRM Conference

HR Problems with New Solutions – Inclusion and Diversity

This blog has devoted more than several articles emphasizing the importance of senior management’s buy-in and day-to-day involvement in a solid, inclusion and diversity policy. The true scope of this responsibility involves senior management, departments such as Human Resources, Diversity officers and all other related groups within the business organization.

If the truth be known, HR has dealt with inclusion and diversity issues since its inception, however the language and methodology have changed especially since inclusion and diversity have taken center stage in the corporate arena. Think about it, there have definitely been economic difficulties in the past which directly affected compensation, morale, retention, engagement and more. There are also issues where HR must counsel employees regarding diversity issues, disengagement, breaking of policy rules, delivering performance appraisals to difficult employees and the list goes on and on.

So what are the “new solutions” regarding HR and Inclusion and Diversity?
Learning Over Time™. The fact that everyone within the company; senior management to the file clerk are bound by inclusion and diversity policy that has been customized especially for the business and employee climate. If employees ask a question of HR, or the CEO, different answers or solutions are not acceptable. One answer delivered with integrity and honesty, regardless of how difficult or unpleasant it may be is the ONLY solution.

If you are a C-Level manager, your human resources department may be stuck in yesteryear’s rut of methodology. The time is now to help this department embrace the significance of inclusion and diversity and how the principles will serve not only the department, but drive the company to be an ethical, honest and create a respectful place to work. These admirable qualities are directly related to a quality, customized inclusion and diversity policy that are firmly in place.

Guiding HR through Inclusion and Diversity

Since the economy has reared its ugly head in the last couple of years, unique challenges have presented themselves to the business community.

Some of those challenges are:
* Ensuring that an Inclusion and Diversity Policy is in place
* Working with 4 Generations (for the first time in history)
* Communicating both Good and Bad news openly and honestly with employees
* Keeping employees engaged in spite of uncertain economic times
* Having C Level suites actively involved in the principles of Inclusion and Diversity policies.
* Finally, involving key departments in keeping focused on Inclusion and Diversity initiatives.


One of those key departments is Human Resources. It seems to be an obvious choice since this department is actively involved in recruiting Human Capital, on boarding of new hires, dashboard reporting, employee training and employee relations just to name a few.



Having the senior management actively work with this department can assist in defusing a situation before it becomes out of hand. For example, if there are issues between supervisors and their employees, employee engagement is obviously a concern. Senior management can help guide HR by sharing trending statistics on these types of issues. A Gallup poll recently revealed that employees that are experiencing difficulty on the job such as supervisor problems are more likely to have their resume updated and may be actively interviewing. Obviously, this will directly affect retention, knowledge tenure and other factors. So, involve your HR department and other key departments in this strategy. Inclusion and Diversity used to be a nice thing to do. Now, the competition for quality employees is mission critical. It may be the most important thing you can do for your company.

To learn more about the importance of Inclusion and Diversity, access our website: http://www.inclusion-inc.com/

A Closer Look into HR

Tough Economy, Dwindling Benefits and Your Employees

Every evening on the national and local news, the headline of the day is the effects of a tough economy, the health care crisis and the toll it’s taking on employees.

While the economy and health care are out of the general public’s hands, the one factor that we can control is the delivery of this news and how it will affect them personally. Remember, employees are acutely aware of the poor economy and are anxiously watching for signs from senior management regarding their employment and benefits fate.

The crucial factor in addressing concerns of any kind is that every company has a customized Inclusion and Diversity policy. One of the most fundamental building blocks of this plan is communicating honestly and openly with employees. In the past, some C-Level managers made the mistake of delivering only good news and sugar coating the bad news to employees. Thus, when the bad news revealed itself as it usually does, employees felt that management was less than honest with them.
Your employees are to be valued and respected. Along with value and respect comes honesty. If you foresee the possibility of reducing benefits, be honest and explain exactly why this is being considered. Have you given thought to asking for employees’ opinions on what benefits are the most important to them? You may be surprised. Perhaps other less expensive wellness programs can be substituted for the short term? This helps keep employees engaged by being fully involved in the decision making process. The possibilities are endless.
By communicating openly and honestly with your employees, they will come to respect YOU. Want to learn more about this topic? Read more at InclusionINC.