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Each corporation is unique and constantly changing.
We systematically adapt our approach to each situation.
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| | | A well managed and high level of diversity has a positive impact on a wide range of performance value drivers.
Once we have secured senior management support, we prioritize mainly two levers:
| | ü | improving the inclusiveness of structures and talent management processes– improving objectiveness and effectiveness, | | ü | changing attitudes – creating a more open, equitable corporate culture. | We have designed a global and systematic approach to increase diversity and performance by integrating diversity in the business system and implementing a global and comprehensive program to change attitudes. Examples of projects and key questions : | | ü | How can diversity contribute to corporate performance? What role does diversity management play within overall corporate strategy? How can it be turned into a competitive advantage? What impact on the value chain? | | ü | Diversity Audit: what is the degree of “inclusiveness” within the organization? How flexible is the culture? What is the impact of unconscious and conscious biases and stereotypes? | | ü | Diversity Strategy: What are the priorities? What is the implementation plan? | | ü | Key performance indicators for diversity management projects. | | ü | Auditing of HR processes « The HR Process Scan™ »: fact-based analysis, qualitative and quantitative (data mining) of recruitment, career management, etc. to identify drivers for improvement. | | ü | Overhauling HR processes to reinforce inherent objectivity to:
̵ Recruit the candidates best adapted to specific
positions,
̵ Contribute protecting the firm from juridical risks,
̵ Reinforce the objectivity of remuneration policies
̵ Increase the objectivity of evaluation tools,
succession plans… | | ü | Change attitudes to evolve the culture of the firm, to reduce biases and stereotypes, | | ü | Develop flexibility in work arrangements with compensation that better reflects actual performance, to retain more women, younger employees and senior executives, | | ü | Define specific policies of internationalization of teams, parity men / women, of development of seniors, ethnic minorities, … |
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