For All

How to Build and Support Neurodiversity in the Workplace

2023-07-25T09:59:05-04:00

Building a neurodiverse workforce is advantageous because neurodiverse people possess the skills particularly needed right now as businesses adopt more advanced technology. For example, artificial intelligence and robotics, and the demand for STEM (science, technology, engineering, and math) talent increases.

Diversity & Innovation in the Workplace: Why Diverse Teams Drive Success

2023-06-01T12:01:13-04:00

The business world may be ever-changing, but one thing remains constant: Organizations that harness the differences of their people are the ones that will excel.

카지노 커뮤니티 랭킹 Great Place To Work® research has found that when it comes to unlocking innovation, diverse and inclusive teams are the key. Regardless of industry, field, or domain, organizations that seek diverse viewpoints — across ethnicity, gender, age, educational background, etc. — experience higher rates of innovation.

For example, our research has shown that when employees are uncomfortable sharing personal details, such as sexual orientation or whether they have a disability, those companies see a drop in levels of employee trust, pride, and camaraderie, all of which are critical to effective innovation at work.

Similarly, racially diverse workplaces show higher revenue growth than their less diverse counterparts — 11.1% for those in the top quartile versus 8.6% for those with significant gaps between white and minority employees, based on our research.

But elevating the importance of diversity and inclusion in the workplace is just half of the equation for unleashing your organization’s innovative potential. A deeper, more structural change is needed.

Many leaders associate innovation with experts, technologists, and R&D professionals whose job it is to grow the company. But the truth is that innovation is about people. It’s about the game-changing ideas they can create by coming together in diverse and inclusive teams.

Here’s why diverse and inclusive teams are the new engines of innovation at work:

1. Diverse and inclusive teams create more unconventional ideas

Ideas aren’t created out of thin air. They’re created by people — by teams of people. And the more diverse these teams are along many dimensions (culture, ethnicity, gender, sexuality, age, experience level, educational background, expertise, etc.), the more likely they are to draw inspiration from seemingly unrelated places. These idea combinations lead to more unlikely — and more innovative — ideas.

A striking example of this concept is Wegmans’ cauliflower rice story. In 2014, before the cauliflower craze truly hit mainstream consciousness, Jody Wood, a meal coach at Wegmans, came up with the idea of introducing cauliflower rice as a healthy food option in the store. This initiative was spurred by Wood’s personal journey to find dietary solutions for her husband’s Type 2 diabetes.

The idea was implemented thanks to the inclusive and diverse culture at Wegmans, which values input from all employees, irrespective of their role. Wood’s seemingly simple idea was embraced by the management, tested in the store, and then rolled out across the Wegmans chain after resounding success.

This not only exemplifies the power of diverse ideas in driving innovation but also showcases how an inclusive culture can allow a company to stay ahead of trends.

2. Diverse teams are better at making decisions

When it comes to deciding which ideas to test and put more resources behind, diverse and inclusive teams are far better than homogenous ones.

Data collected by Cloverpop found that the more diverse the team (by gender, geography, and age), the better the team’s decision. James Surowiecki’s book “The Wisdom of Crowds” also supports this idea.

When teams increase their level of difference, they increase their chances of selecting an idea that is game-changing. Why is that? Because diversity of thought stretches a team in ways that can be uncomfortable, but effective.

Diversity of thought also fuels employee trust, which raises employees’ ambition level on what they believe they can accomplish and redefines the parameters that they otherwise operate within.

For example, when we asked employees in the Trust Index™ Survey if there was anything that made their workplace special or unique, one LGBTQ+-identifying respondent said:

“There are a lot of opportunities for growth and variety. My team and I are constantly developing and implementing new ideas and processes, which I feel is intellectually challenging and impactful in a way that no other job I have been a part of has been able to offer me.”

A diverse team of decision-makers can also prevent bad decisions from being made — ones that may alienate customers, harm the brand, or impede growth — simply by including people who think about the landscape differently.

3. Diverse teams are better at making innovative ideas happen

Diverse and inclusive teams can bring to bear a broad array of experiences, perspectives, skills, and networks. This expansive resource base allows them to execute on ideas more quickly, efficiently, and cost-effectively.

“A diverse team of decision-makers can prevent bad decisions from being made — ones that may alienate customers, harm the brand, or impede growth.”

Consider the experience of one Disney Park that collaborated with the broader Medici Group. In this instance, the park didn’t operate in isolation; instead, it tapped into the resources, knowledge, and experiences of other Disney parks and divisions. This collaboration embodies the power of diverse teams, demonstrating how leveraging a wide range of internal resources can drastically improve operational efficiency.

Prior to this cross-collaboration, it would take 40 weeks for this park to bring an idea to fruition. After incorporating insights and strategies from a diverse set of teams across various Disney divisions, the time to execute on an idea was reduced to just 6 weeks.

This outcome not only improved the park’s operational efficiency but also enhanced its ability to innovate and adapt to changing market demands.

By promoting expansive, serendipitous collaboration, organizations can drive fast action and keep pace with the rapidly evolving business landscape. Hence, diversity doesn’t just evolve new ideas; it provides the pathways and accelerates the pace to execute these ideas efficiently and effectively.

How to bring the “diversity drives innovation” mentality to your organization

By now, it may strike you that diverse and inclusive teams are like idea factories — they’re literally built for innovation at work. But what does this mean for you and your organization?

There are three things you can do right now to create a culture of innovation:

1. Seek others’ perspectives

Innovation requires creating many ideas and selecting the best ones. By doing something as simple as including people with different viewpoints in your meetings, you’ll likely get inspiration you’d never think of on your own.

2. Be wary of the word “expertise”

Remember that experts aren’t always the ones with the right or best answers. In fact, the shelf-life of “expertise” is expiring more rapidly every day. Open yourself to the possibility that anyone, anywhere, can catalyze your company’s next big idea.

Embracing this mindset is not only empowering for all employees but also fosters an environment where innovative thinking is truly democratized. As one young LGBTQ+-identifying employee insightfully shared in our company culture survey:

“The work culture is one that supports the mantra, ‘The best idea at the table wins’.

“Though I am a new, young employee, I feel like I have agency and autonomy, and my contributions are considered equally valid to those of my peers who have been here for years.”

3. Encourage employees to bring their whole selves to work

Every individual has a wealth of experiences, interests, and passions to draw on. Create a company culture that celebrates and uses them. These different opinions and insights could send a conversation down a path toward creating something truly unlikely and unexpected!

4. Foster psychological safety

When you have a diverse and inclusive workplace, you can unleash an explosion of ideas. But hiring a diverse workforce isn’t enough. Employees from every group need to feel psychologically safe to bring their unique perspectives forward.

The concept of psychological safety, first introduced by Harvard Business School professor Amy Edmondson, means creating a workplace where employees feel safe to take risks, voice their opinions, and admit mistakes without fear of punishment or judgment.

When individuals feel psychologically safe, they’re more likely to share unique ideas and perspectives, which can spark innovation. It also ensures that the diverse voices within your organization are not just present, but are heard and valued. This atmosphere of trust and openness is crucial for diversity to effectively drive innovation.

So, don’t let titles or years of experience restrict the flow of ideas in your organization. Today’s dynamic and rapidly evolving business landscape demands fresh perspectives, and sometimes the most ground-breaking ideas come from the least expected sources.

Diversity in the workplace drives innovation

Ready to tap into the potential of diversity and drive innovation in your organization? Don’t wait. The Great Place To Work Trust Index Survey, featuring the unique Innovation Velocity Ratio, is designed to assess and elevate inclusion and innovative practices in your workplace.

This isn’t just about today. It’s about preparing for a successful future, built on the rich diversity of your team. Join the ranks of forward-thinking organizations by getting started with the Trust Index Survey today. The time for inclusive innovation is now.

What Are Employee Resource Groups (ERGs)?

2023-01-07T19:21:50-05:00

Innovation can only flourish when employees feel safe bringing their whole selves to work. ERGs build high-trust relationships that help companies flourish.

LGBTQIA+ Inclusion in the Workplace: How to Spot if Your Company Is Holding Back LGBTQ Employees

2022-05-31T14:36:02-04:00

When employees choose not to reveal parts of their identity, they're telling you a lot.

Pride Month is about showing up and being accepted for exactly who you are. And here at Great Place To Work®, we believe employees shouldn’t have to disguise themselves to “fit in” at work. 카지노 커뮤니티 랭킹 research shows this not only hurts belonging but also lowers self-esteem and employee engagement.

On the surface, it might look like your workplace has created a positive employee experience for people who identify as LGBTQ+. But underneath the rainbow Pride flags, is this true?

One of the things that businesses value about our Trust Index™ employee survey is that it uncovers the “masked” workplace experiences for different employee groups, including those who identify as LGBTQ+.

Part of doing this involves asking several questions about employees’ personal characteristics. That way, companies can identify disparities in the workplace experience for different groups of employees.

Identifying these disparities is the first step in correcting them and creating a better, more equal experience for all employees. These can be sensitive questions, so we give people the option to decline to respond to questions about their sexual orientation or gender identity.

Identifying these disparities is the first step in correcting them and creating a better, more equal experience for all employees

You might expect only a small percentage of employees choose this “prefer not to respond” option. It turns out, however, that one in eight employees actively decline to reveal one or more aspects of their identity.

What’s really going on here? Why are over 12% of employees declining to share information about themselves?

Why employees “prefer not to answer”

To get to the bottom of this issue, we studied the written comments from employees who declined to respond to one or more of these survey questions. Their comments often provide some clarity, or at least clues, around why these employees don’t want to reveal their whole selves.

Common themes from these employees’ experiences include:

A climate of favoritism
Toxic work relationships
Passive aggressiveness
A lack of trust to speak up
Fear of retaliation

Harassment may not define the kind of workplace environment those themes describe. But we can identify them as “harassment adjacent” — rife with microaggressions and fear.

What these (non-)responses say about your company culture

When people choose not to reveal parts of their identity, they're actually telling you a lot about how they feel at work.

We analyzed these “masked” survey responses from 1,600+ companies. One employee who left this part of their identity hidden writes, “How can you trust a system/business that rewards its malicious employees...? It’s quite discouraging for those who are aware of the offense.”

Another comments, “I don’t have full trust in our HR department. I would not share confidential information with them because I do not feel it would stay confidential.”

There are clear ties between consistently inclusive workplace cultures and overall employee experience and engagement. If employees decline to reveal their full selves on surveys, it suggests your workplace may not be a psychologically safe environment for people of all gender identities and sexual orientations.

As more people choose not to respond, trust and innovation suffer.

The pattern is particularly striking for how people answered questions about their sexual orientation and disability status. For every two people who positively identified as LGBT or living with a disability, three actively refused to share their identity.

This ratio has a big impact on a company’s overall workplace culture.

According to our data, for every 10% of employees that chose not to respond, there was a 6-point decrease in a company’s overall levels of trust, pride and camaraderie.

More specifically, as the percentage of employees’ choosing ‘prefer not to respond’ grows, there are drops in:

Employees’ faith in management
Their sense of safety in the work environment
Signs of teamwork

These are all critical to effective innovation and strong business results. A high rate of “prefer not to respond” answers in your employee survey data suggests that your business may not be positioned to thrive, particularly during economic downturns.

Supporting LGBTQ+ inclusion the workplace can help your company thrive

Choosing “prefer not to respond” is a signal of fear in the workplace. Organizations can use this insight to:

Tailor their DEI strategies
Find undiscovered pockets of strength
Monitor people’s ability to bring their full selves to work

Every person deserves the freedom to show up as their true self. And when employees bury their identities, it speaks volumes about the level of psychological safety at your workplace.

Measure equity and inclusion in your workplace

For more information or help on your DEIB journey, contact us about how to measure and improve racial equity and inclusion in your workplace with our survey and analysis tool, Trust Index™ Survey.

Death by a Thousand Cuts: How Positive Stereotypes Conceal Racial Violence

2022-03-22T10:23:50-04:00

How to support Asian colleagues amid racial violence in America

Employee Resource Groups: Company Culture Experts Answer Your ERG Questions

2022-02-03T15:41:50-05:00

All Lives Don't Matter

2021-08-31T17:27:31-04:00

All has never meant All. Which is why all lives matter is a lie. They clearly do not.

How Target Creates a Great Workplace for Millennials

2021-08-06T12:47:52-04:00

Why Belonging Is So Important

2021-07-13T15:18:43-04:00

Leaders Are Missing the Promise and Problems of Employee Resource Groups

2021-06-30T12:10:25-04:00

Employee Resource Groups (ERGs) are key to creating more inclusive, successful organizations, especially in light of the racial equity reckoning of the past several months.

But employees active in ERGs have it tough, and many company executives are unaware of the challenges. As a result, organizations are missing opportunities to make the most of ERGs and to recognize the groups as leadership incubators.

These are among the key findings of a Great Place To Work® case study on ERGs. The research reveals that employees playing leadership roles in ERGs experience far less support for the groups than what company executives believe there to be.

ERG members also tend not see involvement in the groups as helpful to career progress, while business leaders assume that it will be. And when it comes to feeling a sense of belonging at work, there’s a significant divide between ERG leaders and their “executive sponsors”—senior company leaders who pledge to assist ERGs.

In particular:

100% of executive sponsors of ERGs say company leadership encourages participation across ERGs. Only 52% of ERG leaders think that’s true
78% of executive sponsors believe involvement in ERGs support career advancement, but only 40% of ERG leaders agree
This disconnect shows up in feelings of belonging as well – 91% of executive sponsors feel a sense of belonging at work, but only 76% of ERG leaders say the same

This research involved three Best Workplaces and roughly 80 ERG leaders and executive sponsors. We surveyed both ERG leaders and ERG executive sponsors to explore how similar their perceptions were on multiple issues related to diversity, equity and inclusion.

How ERGs drive company success

In the months since the murder of George Floyd, ERGs are emerging as a focal point of attention to equity issues in corporate America. ERGs are groups where historically marginalized employees have gathered to offer support to one another.

Members typically volunteer their time to hold meetings, arrange professional development activities and assist in company recruiting efforts.

Image: Voya Financial employees representing Disabilities and Special Needs and African American ERGs.

ERGs also are increasingly vital to business strategy as organizations seek to improve their diversity and inclusion outcomes, innovate more effectively and serve more diverse markets. And many companies have turned to them to learn more about how to create a truly For All^TM workplace, where everyone feels a sense of belonging and can bring the best of themselves to work.

카지노 커뮤니티 랭킹 study found that ERG leaders are positive about their organizations overall. More than nine in 10 respondents said their companies are consistently taking meaningful actions to create a better society for all.

It’s not easy being an ERG

Still, ERGs leaders face challenges. They typically lack budget, resources, authority and allies, and they feel underappreciated.

Three out of 5 ERG leader have an individual contributor role. That is, no formal management position or authority in the organization
Roughly half (51%) reported having an annual budget of $5,000 or less
In over 50% of their written comments, ERG leaders identified resources as a top theme Time, money, dedicated support and recognition were the top responses to the question of what would best improve their ERG’s ability to meet its goals and objectives

Bagels, but what about the ERG budget?

Information about the dearth of resources for ERGs also surfaced during Great Place To Work’s recent For All Now Forum, a gathering of diversity, equity and inclusion leaders. During the September event, one attendee shared this comment: “There’s more spent on a bagel budget than the ERG budget.”

Another participant made a similar point—suggesting that a company may offer a $100,000 donation to racial justice organization but put only $500 into the ERG budget: “Internal and external communications have to match.”

Recognition omission

But it’s not just a money matter for ERG leaders. In our survey, 44 percent of the comments implied that work that goes unrecognized and lacks support and engagement from company leaders.

Image: ERGs at Reynolds American provide a network of support that fosters growth and development.

Although ERG leaders are generally stepping up to make their companies better, they have their doubts about how equitably their organizations make decisions about promotions. Just 64 percent of the ERGs surveyed reported that promotions are fair at their company; that’s 10 percentage points below the average at the Fortune 100 Best 카지노 커뮤니티 추천 to Work For.

Size matters

Finally, size makes a difference when it comes to ERGs. When groups have more people, they have more support and more influence. In our data, when groups have 100 members or more, they are 2x more likely to serve as a strategic resource for their organization.

The takeaways from the research are clear.

If your organization wants to advance diversity, equity and inclusion as well as business results, tap your ERG leaders
But first, listen to them through surveys and focus groups, looking out for gaps in experience
Next, support them with a meaningful budget, involvement from senior leaders and career advancement assistance
Finally, help ERGs grow in numbers to reach critical mass—to benefit both members and the organization overall

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