[ad_1]
The way companies treat DEI has changed dramatically over the past few years, from changing hiring practices to introducing new workplace benefits.we interviewed includeof Ms. Helen Douce and Renstadof Mr. Wu About the changes that have been implemented in the industry.
Today’s more responsive and empathetic workforce is increasingly demanding more from employers than just salary and career development opportunities. Equality and fairness are key; to achieve this, organizations’ business and recruitment practices must consider diversity and inclusion.
Insurance companies have stepped up to provide more relevant support for the modern workforce. They also offer additional benefits, such as additional days off for parents and caregivers caring for older parents. Employers are also introducing fairer recruitment practices, such as excluding names and dates of birth from job applications to focus on skills and experience.
“What we are seeing is that there is a very serious intention, backed by budgets, resources and campaigns, to try to improve diversity within these organizations. The focus over the past five years has been on gender equality within the industry and I have a feeling the next five will The focus this year will be on gender equality within the industry,” said Helen Duce, CEO of INCLUDE Consulting.
Lack of female leadership
Like many other industries, the industry suffers from “leaky pipes.” Many organizations do a good job of ensuring equality in the entry-level workforce, but as you move up the ranks, the ratio starts to tilt toward men.
“So we see this across industries, ultimately only 15% to 17% of leadership is women. I think the financial sector and the insurance sector are putting a lot of effort into solving this problem, mainly because of the stakes There’s a lot of external pressure from relationships, investors and customers,” she said. “People expect these organizations to be representative of the populations they serve, so we put a huge effort into trying to address that.”
This has prompted the industry to think about recruitment, employee branding and positioning, ensuring it is clear to the outside world that the industry is a welcoming place for women. Their representation on recruiting sites and statements about their intent to recruit diverse talent have become stronger.
“In recent years, we have seen insurance companies expand and adapt their employee benefits and diversity programs to drive greater workforce inclusion. While these efforts can be challenging to implement, they are helping insurance employers expand their talent pools and strengthen their Employer branding plays a key role. This is particularly important as insurance companies strive to attract top talent in an increasingly competitive human resources landscape,” said Mr. Wu.
Understanding “Leaky Pipes”
The truth about the lack of women in leadership is evident in the data. There are many misconceptions about this – that women leave the workforce to have children, or lack the ambition to take on senior roles, or have greater caring responsibilities.
“All of these myths can be debunked,” Ms. Duce said. “McKinsey does a survey every year and the data shows very clearly that when asked, women are just as ambitious as men in the workplace. I think 2% of women and 1% of men leave the workplace to focus on family. So , none of these things are what is happening. When we dig deeper, the data shows that fewer women are being promoted and fewer women are holding senior positions.”
A big part of the problem comes down to unconscious bias and a lack of inclusive workplaces, both of which are subtle and unconscious. “If they don’t feel included, they feel like their point of view isn’t heard. If they’re mistaken for a secretary every time they walk into a meeting, all of which we know is happening all the time, then that creates There’s a sense that this is not a workplace for women and then they leave, which is also driven by the fact that they see women not being promoted,” she said.
Asian women face other challenges. “There’s a stereotype that you should be demure, that you should be seen and not heard, that you should be humble, that you shouldn’t be aggressive and assertive. I think those stereotypes are stronger in Asian cultures.”
At the same time, Asian women still want to embrace the caring role society has assigned them and recognize it as a valuable part of their culture. “They don’t see the role as a burden. They don’t want to challenge people’s perceptions of what it means to be a woman. They want to be able to be caregivers at home while being strong leaders at work,” she said.
implement changes
Ms. Douce also pointed out that “unconscious bias training” has been proven not to work. “Many people think that because they attended a workshop or seminar that they were cured of their unconscious bias, but that’s not the case. You can’t just de-bias one person, you have to de-bias the entire system.”
This means changing the perspective on recruitment and even changing the way the recruitment process is conducted, which takes more time, effort and resources. “We’re asking everyone to rethink how they plan, organize and conduct interviews and implement rigorous processes, which are more time-consuming and, like any new endeavor, can feel a little wooden,” she said.
Many insurance companies have begun using structured interviews as part of the recruitment process, as well as work sample testing, both of which are designed to remove as much bias as possible from the system.
Mr Ng said the HR team also conducts regular employee surveys and uses feedback to implement effective measures to improve diversity and inclusion and eliminate workplace bullying and any form of discrimination.
“To ensure everyone is on board with this agenda, it is not uncommon for companies to set diversity and inclusion goals as performance indicators for HR teams and recruiting agencies. In the recruitment process, talent acquisition teams that serve some insurance companies and recruiters are excluding names and dates of birth from job applications to assess suitability based on skills, background and experience,” he said.
“Insurers are expanding inclusive work, beyond gender and race, to improve employment rates for people with disabilities. Many organizations are taking small steps, such as offering flexible or remote work opportunities for people with disabilities. There is also a trend starting from the deaf People with disabilities are being recruited for mid- and back-office roles to further promote workforce inclusivity. A handful of insurance companies are further improving office design to accommodate employees with disabilities, fostering a sense of community and belonging with colleagues.” A
[ad_2]
Source link