“We’ve Learned What Works:” Diversity Collegium Sponsors Inclusion Benchmarks
How does an organisation know if Diversity & Inclusion program will show results in today’s sometimes contentious multicultural climate? Ninety-seven experts from organisations of all sizes, types, industries, sectors, and all locations have reached agreement on what makes success in Global Diversity and Inclusion Benchmarks for Organisations around the World (GDIB), and offer it at no cost.
In the 2016 edition, tenth anniversary released globally this year, the Global Diversity & Inclusion Benchmarks provides updated standards, keeping pace with present-day, real world matters.
Driven by the two ultimate goals of diversity & inclusion – improving organisational performance while also creating a better world – GDIB is research-based and practical. Lynda White, president of The Diversity Collegium, states, “The GDIB describes what is necessary to do to make D&I work well, so that organisations and community and world goals can be achieved. Effective D&I work is achievable when it is strategic, tied to the mission and goals of the organisation, led with competence and care, and implemented in a sustainable manner.”
Nene Molefi, managing director of Mandate Molefi and also an Expert Panelist emphasizes the GDIB’s applicability to her varying clientele sectors in oil, mining, manufacturing, construction, financial services and academic institutions. ” The GDIB offers a unique opportunity to leverage diversity and promote inclusion at multiple levels and multiple arenas. The practical steps and incremental nature of the GDIB provides a clear sense of where you are and where you want to be.”
Nene Molefi, owner and Managing Director of Mandate Molefi HR Consultants has written a chapter in the highly acclaimed leadership guide which offers a holistic overview of leadership, “Leadership: Perspective from the Frontline”.
The book, published by Knowledge Resources is divided into 12 sections covering not only all aspects of leadership, with a comprehensive overview of the latest leadership insights but also addresses the specific demands, challenges and requirements in different sectors, focusing on several common organisational burning issues, with Nene tackling “Diversity Leadership”.
In this extract Nene touches on managing diversity and the value of inclusion in the workplace.
“In South Africa, many corporates are faced with the complexity of holding as equally important the concepts of “shareholder value” versus “stakeholder expectations”. In my experience, there is always a question posed as to whether a leader can drive business results while at the same time managing diversity and ensuring inclusion. The question arises because many decision makers (= Boards and Executive Committees) still regard diversity and inclusion work as separate from the core business of the organisation. This separation implies that diversity and inclusion is a “nice to have”, while core business is the primary means through which leaders can demonstrate shareholder returns. This is not only a South African phenomenon. The surveys we have conducted have demonstrated that intangible, non-monetary benefits of diversity and inclusion cannot be overstated. Perceptions of unfair treatment, job dissatisfaction and unequal pay scales can lead to serious disruptions in operations which in turn affect productivity and delivery of service. What is often regarded as non-monetary risk can easily make the transition to hard numbers with regard to monetary loss.”
With 89 contributors, 56 chapters, 1000+ pages and featuring a foreword from Advocate Thuli Madonsela – Leadership: Perspectives on the Front Line addresses leadership from every possible angle.
The book is currently available at Knowledge Resources
NATIONAL SURVEY ON TRANSFORMATION, DIVERSITY AND INCLUSION (2016)
1 in 4 employees who took part in the recent National Survey on Transformation, Diversity and Inclusion (2016) said their top leadership never or rarely took measures needed for organisational transformation. Only 21% of respondents said that their top leaders always took the necessary steps to achieve transformation.
The survey was conducted by KR and Mandate Molefi HR Consultants.
Perceptions of BBBEE and EE compliance
Demographic composition of leadership
Leadership and management’s approach to transformation, and what they could do better
Diversity markers causing tension and conflict
The barriers to career development and glass ceilings
Assessment of cultures of assimilation vs. cultures of inclusionThe report also offers detailed recommendations:Methods for tackling obstacles to transformationEffective strategies for creating inclusive and diverse workforces
A JOURNEY OF DIVERSITY & INCLUSION IN SOUTH AFRICA
A Journey of Diversity & Inclusion in South Africa is a ground-breaking new book that addresses inequality, prejudice, injustice, racism, sexism and all other forms of discrimination in society, and in particular the workplace, in a positive way. Using entertaining stories from her own experience and a light-hearted writing style, diversity expert Nene Molefi offers a comprehensive approach to help any organisation achieve a more inclusive and positive working environment.
In A Journey of Diversity & Inclusion in South Africa, Nene Molefi unpacks:
How environments can disempower: Social differentials and micro-inequities
How to create an enabling environment and use the power of informal networks
Why there is no “one-size-fits-all’ approach to transformation
Why it’s vital to open dialogue to understand cultural differences
Why transformation cannot rely only on a few individuals: Systemic change is needed
How to handle transformation fatigue
Why you should let others define Employment Equity for your performance
Understanding the pain of exclusion
The importance of resilience on how to overcome feelings of inadequacy
Why transformation is everyone’s responsibility
How to build cultural capital
Why no one walks this journey alone
Understanding we all make mistakes: Learn to apologise
The highly experienced and knowledgeable authors of Organisational Diagnosis provide the reader with the necessary advice, tools and applications to conduct a successful organisational diagnosis. Readers will come to understand how to diagnose concerns/problems and leverage untapped possibilities in the organisation in order to improve and be successful in a competitive, fast-changing world.
Organisational Diagnosis covers the core concepts in conducting an organisational diagnosis.
Planning and coordinating an organisational diagnosis
Preparing and involving all stakeholders
Developing and sourcing assessment instruments
Survey administration process
Data gathering in groups – an inclusive way of gathering
Analysing and interpretation of results
Follow-up process – clarifying survey results
Report writing and feedback
Action planning and learning
Conducting multicultural research insights gained from theory and practice
The organisational and psychological impact of Organisational Diagnosis
Ethical and privacy considerations for research
Nene Molefi contributed Action Planning and Learning, Chapter 9.