Diversity and inclusion - Elements
21 October 2019
Diversity and Inclusion: Elements
In this day and age, simply implementing a diversity program without paying attention to its composition and effects wouldn't be enough; therefore, organisations are beginning to refine what diversity and inclusion mean to them and if they are ready to create an environment that's truly inclusive. In this series, we interview leaders from various industries and discuss the elements of a successful D&I campaign, the benefits of having different elements in the workforce, and offer advice on how to approach this topic in the workplace.
Our latest insights
Lateral hiring is at record levels. Business cases are more rigorous than they have ever been, and the investment in finding and landing senior talent has never been higher. And yet integration outcomes remain stubbornly inconsistent. The hire is getting more sophisticated but what happens next often is not.
For a long time, the war for talent was a skills race. Which candidate had done the launch, led the transformation, shipped the product. The logic was simple: find the person who has already done the thing you need done. That logic no longer holds.
Ask most HR leaders to describe strategic workforce planning and you'll get a familiar answer: forecasting headcount, modelling future demand, identifying gaps.
Pushback from leadership is often framed as resistance to HR. In practice, it usually points to something else. It signals that HR is not yet shaping decisions at the level it could be.