“Diversity and inclusion exists when members of an organization act in a manner that recognizes and respects individual similarities and differences such that employees feel they and their work are valued and meaningfully contribute to the mission of the organization.”
StrategyDriven Contributors
Remaining relevant in today’s hyper-competitive business environment requires the full engagement of an organization’s workforce and the retention of highly talented employees. To accomplish this, leaders must capture the passion and commitment of subordinates by providing them with work that has a meaningful impactful on others and is quantifiablely measurable and rewarded; all while connecting with them on a personal level. Similarly, individuals need to connect with their peers in a way that makes them feel their contributions meaningfully add to the team and the organization’s overall success. Simply put, individuals seek to be valuable to and valued by their organizations; limited only by their abilities and desires. Without this sense of value and connectedness, a job becomes nothing more than the means to a paycheck, productivity declines toward that which is required to maintain employment, and attrition rises as employees seek more fulfilling work; all at great cost to the organization.
Gallup researchers found that within the average organization:
29 percent of employees are engaged; working with passion and feeling connected to their company
56 percent of employees are not engaged; putting in time but not energy or passion into their work
15 percent of employees are actively disengaged; acting out their unhappiness and undermining the accomplishments of engaged employees
This research also showed that engaged employees are more productive, profitable, safer, create stronger customer relationships, and stay longer with their company than less engaged employees.
Source:
Gallup Study: Engaged Employees Inspire Company Innovation, Gallup Management Journal, October 2006
Increasing workforce diversification challenges all members of an organization attempting to satisfy the individual value proposition. Differences in age, race, gender, religion, and sexual orientation to name but only a few, influence what makes individuals feel valued. Studies have shown the degree to which an individual feels valued by his/her superiors and peers in large part defines his/her work engagement and the subsequent value offered to the organization. Thus, the challenge is a circular one best solved by fostering an organizational culture that respects and embraces diversity and inclusion.
Focus of the Diversity and Inclusion Forum
While there exists a natural association between diversity and inclusion and organizational accountability, this forum will focus on the principles, best practices, and warning flags associated with establishing and maintaining a workplace environment that respects and values individual differences in order to earn full employee engagement and commitment to the achievement of the organization’s goals. The following articles, podcasts, documents, and resources cover those topics critical to enhancing workplace diversity and inclusion.
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2008-01-03 18:57:072016-08-08 16:25:28StrategyDriven Diversity and Inclusion Forum
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
Nathan Ives is a StrategyDriven Principal, and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
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Decision-making often involves trade-offs. Risk aversion suggests that all things being equal, decision-makers will select the option having the lowest risk. But because all things are never quite equal, decision-makers concede items they deem to be of lesser value to items they believe hold greater value with risk being one of the commodities considered.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Subscribe to the StrategyDriven Insights Library
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
https://www.strategydriven.com/wp-content/uploads/DecisionCharEvalCurve.jpg337601StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2007-12-30 12:14:592018-12-24 15:43:16Decision-Making – Evaluating Decision Options, part 1 of 3
Organizational accountability exists when all members of the workforce individually and collectively act to consequentially promote the timely accomplishment of the organization’s mission.
StrategyDriven Contributors
Building an accountable organization can be a long and arduous task; renovating an entitlement organization even more difficult. During this construction project, many able builders will be lost, the victims of a harsh environment that naturally exists between the competent who seek the rightfully earned rewards of performance-based accountability and the low performers struggling to hold on to their positions of power and the accompanying easy life organizational indifference and years of clock-punching bestowed upon them.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Subscribe to the StrategyDriven Insights Library
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
https://www.strategydriven.com/wp-content/uploads/PillarsCompressed425x282.jpg282425Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2007-12-27 09:16:072019-02-02 20:32:04Organizational Accountability – Pillars of Accountability
StrategyDriven contributors are pleased to introduce the organizational performance measures whitepaper: Construction. This whitepaper focuses on the process of building selected performance measures in a manner that allows vertical cascading and horizontal sharing while also supporting organizational decision-making. Organizational Performance Measures – Construction is the capstone of the Organizational Performance Measures Whitepaper Series; presenting a method for developing organizational performance measures based on the principles presented the previously introduced organizational performance measures whitepapers: Alignment, Types, and Selection.
Constructing organizational performance measures addresses the practical side of building vertically cascaded and horizontally shared measures based on the principles discussed in earlier whitepapers. Because performance measures facilitate decision-making within an organization, their construction is highly influenced by the needs of executives and managers in making decisions regarding the parameters being reflected by the measures. Therefore, the methods described in Organizational Performance Measures – Construction focus on enhancing performance measure interpretation to speed condition recognition and promote appropriate, proactive response.
StrategyDriven whitepapers are available to Registered Members and registration is FREE! If you have not already done so, please click here to register and join the conversation.
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StrategyDriven Diversity and Inclusion Forum
/in Diversity & Inclusion/by StrategyDrivenStrategyDriven Contributors
Remaining relevant in today’s hyper-competitive business environment requires the full engagement of an organization’s workforce and the retention of highly talented employees. To accomplish this, leaders must capture the passion and commitment of subordinates by providing them with work that has a meaningful impactful on others and is quantifiablely measurable and rewarded; all while connecting with them on a personal level. Similarly, individuals need to connect with their peers in a way that makes them feel their contributions meaningfully add to the team and the organization’s overall success. Simply put, individuals seek to be valuable to and valued by their organizations; limited only by their abilities and desires. Without this sense of value and connectedness, a job becomes nothing more than the means to a paycheck, productivity declines toward that which is required to maintain employment, and attrition rises as employees seek more fulfilling work; all at great cost to the organization.
Gallup researchers found that within the average organization:
This research also showed that engaged employees are more productive, profitable, safer, create stronger customer relationships, and stay longer with their company than less engaged employees.
Increasing workforce diversification challenges all members of an organization attempting to satisfy the individual value proposition. Differences in age, race, gender, religion, and sexual orientation to name but only a few, influence what makes individuals feel valued. Studies have shown the degree to which an individual feels valued by his/her superiors and peers in large part defines his/her work engagement and the subsequent value offered to the organization. Thus, the challenge is a circular one best solved by fostering an organizational culture that respects and embraces diversity and inclusion.
Focus of the Diversity and Inclusion Forum
While there exists a natural association between diversity and inclusion and organizational accountability, this forum will focus on the principles, best practices, and warning flags associated with establishing and maintaining a workplace environment that respects and values individual differences in order to earn full employee engagement and commitment to the achievement of the organization’s goals. The following articles, podcasts, documents, and resources cover those topics critical to enhancing workplace diversity and inclusion.
For additional information on creating a positive, motivating workplace environment, visit the StrategyDriven Employee Engagement Center of Excellence.
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Best Practices
Warning Flags
StrategyDriven Expert Contributor Articles
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StrategyDriven Podcast Episode 4 – Prioritize the Mission, part 2 of 2
/in Strategic Planning, StrategyDriven Podcast/by Nathan IvesStrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.
Episode 4 – Prioritize the Mission, part 2 of 2 elaborates on Strategic Planning Best Practice 2 – Prioritize the Mission. This discussion concludes the Prioritize the Mission series by examining in detail the quantitative and qualitative methods to differentiate important mission-based goals.
Podcast: Play in new window | Download (21.2MB)
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About the Contributor
Decision-Making – Evaluating Decision Options, part 1 of 3
/in Decision-Making, Premium/by Nathan IvesDecision-making often involves trade-offs. Risk aversion suggests that all things being equal, decision-makers will select the option having the lowest risk. But because all things are never quite equal, decision-makers concede items they deem to be of lesser value to items they believe hold greater value with risk being one of the commodities considered.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).
Not sure? Click here to learn more.
Don’t need a subscription? Buy access to Decision-Making – Evaluating Decision Options, part 1 of 3 for just $2!
About the Author
Organizational Accountability – Pillars of Accountability
/in Organizational Accountability, Premium/by Nathan IvesStrategyDriven Contributors
Building an accountable organization can be a long and arduous task; renovating an entitlement organization even more difficult. During this construction project, many able builders will be lost, the victims of a harsh environment that naturally exists between the competent who seek the rightfully earned rewards of performance-based accountability and the low performers struggling to hold on to their positions of power and the accompanying easy life organizational indifference and years of clock-punching bestowed upon them.
Hi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).
Not sure? Click here to learn more.
Don’t need a subscription? Buy access to Organizational Accountability – Pillars of Accountability for just $2!
About the Author
Organizational Performance Measures Whitepaper Introduction – Construction
/in Announcements, Organizational Performance Measures/by Nathan IvesConstructing organizational performance measures addresses the practical side of building vertically cascaded and horizontally shared measures based on the principles discussed in earlier whitepapers. Because performance measures facilitate decision-making within an organization, their construction is highly influenced by the needs of executives and managers in making decisions regarding the parameters being reflected by the measures. Therefore, the methods described in Organizational Performance Measures – Construction focus on enhancing performance measure interpretation to speed condition recognition and promote appropriate, proactive response.
StrategyDriven whitepapers are available to Registered Members and registration is FREE! If you have not already done so, please click here to register and join the conversation.