Base your diversity & inclusion strategy on data
– and pick the most impactful initiatives
Who feels included and who don’t?
The Inclusion Survey is a gap analysis mapping how different identity groups perceive the level of inclusion and belonging in your organization – and monitors improvements as you go along
What does an inclusion survey do?
Benchmarks diversity and inclusion across the organization
Measures behaviours which create exclusion
Identifies employee experience and engagement levels
What does an inclusion survey look like?
Basically an inclusion survey consists of 3 things:
1. An online questionnaire
3. Focus groups
You get a full report on how inclusive your people perceive the company to be.
Now you have the knowledge and data you need to pick the right D&I initiatives to make your company the best place to work – for everyone!
Who else have had inclusion surveys?
Global Shipping Companies, 7 Banks, Sports Federations, Companies in the Energy Sector, Pharmaceuticals etc.
What did some of the results show?
That women were more ambitions than men
That more than half of the new hires wanted to leave the company within 2 years due to company culture issues
That 98% percent of the employees wanted the company to do more about diversity and inclusion
That there was a general need to enhance intercultural competencies and to eliminate significant ‘them-and-us’ tendencies
Quotes from Inclusion Survey respondents:
“The efforts and initiatives the company has for promoting women are not working, and the targets will not be met. If the company really wants to be the most sustainable in the world, management needs to grow up, realize we are in 2020 and start taking biases and unconscious biases seriously”
Female, Group Support (on gender balance)
“You sense that our CEO really wants this to happen. That’s super cool. There are feelings behind this which is the very foundation for talking about this and making changes”
Male, Marketing, (on top management’s commitment to the diversity & inclusion agenda)
“The culture in top management is rewarding the stereotypic capable extrovert employee sitting many hours in the office making a lot of noice”
Male, Production, (on company culture and promotion)
“Miss the track that we don’t harvest knowledge and experience from the older employees”
Female, R&D, (on inclusion of seniority)
“The way Danish people communicate is very direct and frank”
Male (non-Dane working in Denmark), Sales, (on intercultural competences)