The Diversity & Flexibility Alliance is a think tank dedicated to creating work environments centered on inclusion and innovative thought leadership. The Alliance empowers organizations with the tools necessary for advancing women, fostering flexibility, and retaining top talent.
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Action Step – Top 10 Takeaways Vital to the Success of Your Flexible Work Initiative
The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility. Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.
Recent news articles have highlighted a few companies that have revoked their flexible work policies citing a loss of teamwork and productivity. It’s likely these flex initiatives failed due to either a lack of planning, analysis, structure, communication, education, and/or tracking. When it comes to developing your organization’s flexible work initiative, there are key components that need to be addressed to ensure its success. Here are our top 10 takeaways to consider when developing your flex policy:
The foundation of a flexibility initiative must be the business case. Why does flexibility matter to you, and how will it improve your numbers? (Think about recruitment, retention, and the bottom-line.) Even the most change-resistant organizations are realizing there’s a war for talent out there, and they must evolve to keep up. Research shows that non-stigmatized, flexible work strengthens organizations by increasing tenure among employees and leads to stronger client/customer relationships, better recruitment, and greater profitability. Flexibility is not about being nice to your employees or providing an accommodation – it’s a true business imperative.
The easiest way to formulate your business case for flexibility is to count your regrettable losses. How many valuable and talented employees have walked out the door because of a lack of flexibility? You can take the organization’s business case further by considering the opportunities the firm has gained because of its flexibility or lost because of its lack of flexibility…
Action Step – If You Think Your Organization is a Meritocracy, It’s Probably Hurting Your Diversity Efforts…But Here’s What You Can Do About It (Part 2)
The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility. Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.
In Part I of this Action Step, we explored why debunking the notion that most organizations are meritocracies is essential to the success of diversity and inclusion efforts. To support this link, we discussed how evaluative processes such as promotion decisions are often less about objective, merit-based criteria and more influenced by in-group favoritism and other cognitive biases that tend to provide greater access to people in majority groups and less to others. With that background, we offer the following three steps to tackle the notion of meritocracy and open the channels for greater diversity and inclusion among those who advance in your workplace.
First, have a discussion about the factors other than merit that may help or hinder promotion in your organization. This can be an emotionally-charged topic, and could cause some people to feel that their achievements are being attacked. For this reason, it may be best for the discussion to be led from the highest levels of your organization, or to have a more generalized discussion of meritocracy in your industry. Questions that can help stimulate discussion include: What do we mean by “merit”? In determining who gets ahead, what should we prioritize: intelligence or hard-work; book smarts or experience; business development or results; people skills or revenue generation? What, if any, role should where a person was educated or personal connections play in who gets promoted? What is our explanation for why people at the top of our organization/industry are not more diverse? What makes it easier or harder for people to advance in our organization/industry?
Action Step – If You Think Your Organization is a Meritocracy, It’s Probably Hurting Your Diversity Efforts, (Part 1)
The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility. Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.
All of us like to believe that we work in a meritocracy where strong performers are catapulted to the top. What could be more fair? People who do good work and put in long hours are rewarded. People who don’t, well, they end up where they probably should be. It’s the American way; it’s the immigrant way; it’s survival of the fittest. It’s an idea that is fundamental to business itself. Except that it isn’t true…
Most of us do not work in a meritocracy. Our misguided belief that we do, however, prevents us from taking the necessary steps to ensure the best performers get ahead and undermines diversity and inclusion efforts.
Why aren’t our workplaces meritocracies? Ability, hard work, and a good character are key ingredients for success in any organization, and the people at the top most likely excelled at all three. But for most, these alone did not get them there, particularly if they’re part of the dominant and/or majority group(s) in an organization. The people who have reached the top likely were assisted by in-group favoritism which causes us to perceive achievements of people in our own group as the result of superior innate qualities. On the flip side, the achievements of people outside of our group are viewed as the result of luck or external circumstances, and they likely benefited from not having the same obstacles others have faced…