- Company Information
- Start Information
- Mission Vision
- Culture
- Structure
- Instruments
- Summary and Analysis
Company Information
Please select a value to continue the form.
Please select a value to continue the form.
Start Information
In which phase of the business lifecycle is your company?
Please select one answer.
How many employees are there in the company?
Please select one answer.
Is the company operating in a sector where it is difficult to recruit/retain employees?
Please select one ore more answers.
Are following groups employed in the company:
Please select one ore more answers.
Is there a proportionate participation in relation to these groups
Please select one ore more answers.
Mission Vision
There is a clear company mission and vision that is understood and carried out by all staff.
Please select one answer.
The management knows how they to translate the mission/vision into concrete targets.
Please select one answer.
Is there a connection between specific target groups and the field of operations (market, product) of the organisation.
Please select one answer.
Are there standards/values in the vision text that are specifically related with diversity?
Please select one answer.
Is the mission/vision concerning the diversity connected with targets that can be measured SMART?
Please select one answer.
Culture
How would you describe the culture within the company?
Please select one answer.Is there a big difference in the corporate culture between different departments?
Please select one answer.
Is the corporate culture positive towards disadvantages?
Please select one answer.low-educated
Please select one answer.
with a labour disability
Please select one answer.
with a migration background
Please select one answer.
youngsters (< or = 26 year)
Please select one answer.
older employees (+ 50 year)
Please select one answer.
Is the work on a particular corporate culture an item within the company?
Please select one answer.
Structure
Do you have a diversity policiy?
Please select one answer.
Why run a diversity policy?
Please select one ore more answers.
Which actions do you perform in terms of diversity?
Please select one ore more answers.
Are there clear and effective pursued procedures concerning:
Please select one ore more answers.
Are the pursued actions concerning diversity policy tied up to procedures?
Please select one answer.
Are the procedures checked in the light of diversity?
Please select one answer.
Who is the responsable for the employment policy in your company?
Please select one ore more answers.
How do you communicate the decisions about the HR-policy to your employees
Please select one ore more answers.
In which way the employees participate in the policy ?
Please select one ore more answers.
Instruments
Is the company in possession of qualitative instruments or tools regarding:
Please select one ore more answers.
Do these instruments or tools contain elements regarding diversity?
Please select one answer.recruitment & selection
Please select one answer.
reception of new employees
Please select one answer.
training & education
Please select one answer.
coaching
Please select one answer.
evaluation
Please select one answer.
Does the company have a diversified staff?
Please select one ore more answers.
Summary
Start Information | Score | Per Category |
---|---|---|
Are following groups employed in the company: | ||
youngsters (< or = 26 year) | 0 | |
low skilled (no highschool diploma) | 0 | |
people with labour disabilities | 0 | |
people with a migration deficit | 0 | |
elderly employers (+50) | 0 | |
Is there a proportionate participation in relation to these groups | ||
youngsters (< or = 26 year)) | 0 | |
low skilled (no highschool diploma) | 0 | |
people with labour disabilities | 0 | |
people with a migration deficit | 0 | |
elderly employers (+50) | 0 | |
Totals | 0 | 0 |
{"join":["AND"],"question":["1"],"choise":["1"],"value":["SELECTED"]}The lifecycle of a company is defining for the degree to which the general policy, the culture as well as its specific HR strategy have been developed. Start-up companies are often still exploring and therefore more flexible. The focus on HR strategy and the added value of diversity within the organization will often be subordinate to the expansion of the core business of the company. A good start and a well considered investment in the HR policy would however quickly return its investment.
Within the initial start-up phase of a company it is especially important to get the mission/vision focused and translated into concrete objectives. What do we stand for and where do we want to go. Concrete actions can be set up within different parts of the company’s operations to clarify the mission/vision and put it into practice.
{"join":["AND"],"question":["1"],"choise":["2"],"value":["SELECTED"]}The lifecycle of a company is defining for the degree to which the general policy, the culture as well as its specific HR strategy have been developed. Companies in growth are often still exploring and on the verge of determining decisions on policymaking. The focus on HR strategy and the added value of diversity within the organization has to evolve with the expansion of the core business of the company.
For a company in growth it is important to assess the mission/vision based on the new reality. An increase in personnel, including a potential shift in the profiles of the employees will have an impact on the current culture within the organization. New employees introduce new values. It is important for a company to monitor certain cultural elements and use the opportunity to evolve the internal corporate culture. New employees focus on the business processes that are most important to them. Informing and engaging in a dialogue will be important to focus on.
{"join":["AND"],"question":["1"],"choise":["3"],"value":["SELECTED"]}The lifecycle of a company is defining for the degree to which the general policy, the culture as well as its specific HR strategy have been developed. Companies in the lifecycle maturity are often less flexible towards change. The HR strategy and methods have grown over the years. The operation so to speak is, under way, but there is a risk in insufficiently questioning themselves, which might result in missed opportunities.
At a company in the lifecycle maturity, it is important to subject the mission/vision to a check up with the current situation. Especially the associated structures and tools are strongly developed. For companies within the lifecycle maturity it is of importance to primarily retain and acknowledge the good elements. A successful change is most likely to occur when the changes are modelled on the existing good practices and tools.
{"join":["AND","OR","OR"],"question":["2","2","2"],"choise":["4","5","6"],"value":["SELECTED","SELECTED","SELECTED"]}The bigger the company, the more often you will be faced with fixed structures, procedures, rules, … Change is difficult here, and sometimes structures have to be respected, such as consultation with unions. For large companies it is most certainly advised to devote sufficient attention to the vision/mission and structure.
{"join":["AND","OR"],"question":["3","3"],"choise":["7","8"],"value":["SELECTED","SELECTED"]}Companies experiencing problems with recruiting or retaining employees may benefit from broadening the target audience for recruiting towards disadvantaged groups.
Whether or not recruitment is already focused on disadvantages groups and if sufficient knowledge on supporting measures by the government is available can be checked internally.
{"join":["AND","AND","AND","AND","AND"],"question":["4","4","4","4","4"],"choise":["9","10","11","12","13"],"value":["MINIMAL3","MINIMAL3","MINIMAL3","MINIMAL3","MINIMAL3"]}Within the company there are already employees from the disadvantaged groups, especially… The company must make a choice whether it wants to focus on the policy regarding employment of a specific type of disadvantaged group or aim at a broader participation of disadvantaged groups within the company. Within this phase it can be examined whether the mission/vision currently contains information on targeting disadvantaged groups.
Optimizing the employment situation of the current employees is a great first step for starting the diversity policy. Existing procedures with regards to the inflow/progression may also be checked as a point of action.
Possible actions:
- Analysis of current HR procedures with regard to optimum accessibility for target groups involved
- Interview personnel (culture) regarding the optimal integration of target groups involved
{"join":["AND","AND"],"question":["4","4"],"choise":["9","9"],"value":["SELECTED","NOTSELECTED"]}The company currently employs young employees, however it is unclear whether the employment of young people within the company is proportional and if possible supporting government measures are optimally deployed.
Possible action:
- Mapping of target groups as a basis for future action to have staff numbers regarding the amount of employees from disadvantaged groups will facilitate implementation of policy. Mapping the current situation and anchoring the measurements into procedures is an important step. Questions regarding when to consider being part of a disadvantages group may for example be included in application forms.
{"join":["AND","AND"],"question":["4","4"],"choise":["10","10"],"value":["SELECTED","NOTSELECTED"]}The company already has employees with a low level of education, however it is unclear whether the employment of employees with a low level of education is proportional within the company and if possible supporting government measures are optimally deployed.
Possible actions:
- Mapping of target groups as a basis for future action
{"join":["AND","AND"],"question":["4","4"],"choise":["11","11"],"value":["SELECTED","NOTSELECTED"]}The company currently employs people with labour disabilities, however it is unclear whether the employment of people with a labour disability is proportional and if possible supporting government measures are optimally deployed
{"join":["AND","AND"],"question":["4","4"],"choise":["12","12"],"value":["SELECTED","NOTSELECTED"]}The company currently employs people with a migration background, however it is unclear whether the employment of employees with migration background is proportional within the company and if possible supporting government measures are optimally deployed.
Possible actions:
- Mapping of target groups as a basis for future action
{"join":["AND","AND"],"question":["4","4"],"choise":["13","13"],"value":["SELECTED","NOTSELECTED"]}The company currently employs order employees, however it is unclear whether the employment of older employees is proportional within the company and if possible supporting government measures are optimally deployed.
Possible actions:
- Mapping of target groups as a basis for future action
Mission Vision | Score |
---|---|
There is a clear company mission and vision that is understood and carried out by all staff. | |
The management knows how they to translate the mission/vision into concrete targets. | |
Is there a connection between specific target groups and the field of operations (market, product) of the organisation. | |
Are there standards/values in the vision text that are specifically related with diversity? | |
Is the mission/vision concerning the diversity connected with targets that can be measured SMART? | |
Totals | 0 |
{"join":["AND"],"question":["6"],"choise":["19"],"value":["SELECTED"]}Possible action:
- Questioning the employees regarding the mission/vision to gain insight to what extent there is support and to what extent employees experience the implementation on a daily basis.
{"join":["AND"],"question":["6"],"choise":["20"],"value":["NOTSELECTED"]}A mission/vision text is a way to make clear what a company stands for to use both internally and externally. It is important for new employees to know what the values of a company are. Integrating diversity clauses in the mission/vision is a solid basis to further develop policies.
{"join":["AND","OR","AND","OR"],"question":["7","7","7","7"],"choise":["22","23","22","23"],"value":["SELECTED","SELECTED","SELECTED","SELECTED"]}A mission/vision should translation into concrete actions in the workplace. Otherwise it will not be implemented.
Possible action:
- Questioning the managers about the concrete implementation of the mission/vision regarding diversity in their daily work.
- Start a diversity workgroup with managers to optimize and express the diversity policy on the work floor.
{"join":["AND","OR"],"question":["9","9"],"choise":["28","29"],"value":["SELECTED","SELECTED"]}It is necessary to determine if there is sufficient base for support (culture).
Additional question: Are figures and statistics being kept regarding the amount of employees from disadvantaged groups within the organization? Is there a clear view on the numbers? it should be considered to first to define the current situation amongst the workforcethen the numbers should be viewed along side the targets set out in the mission/vision.
{"join":["AND","OR"],"question":["8","8"],"choise":["25","26"],"value":["SELECTED","SELECTED"]}Possible action:
- Internal brainstorm to search for potential links between market and product versus mission/vision
Culture | Score |
---|---|
How would you describe the culture within the company? | |
low-educated | |
with a labour disability | |
with a migration background | |
youngsters (< or = 26 year) | |
older employees (+ 50 year) | |
Totals | 0 |
{"join":["AND","AND"],"question":["11","18"],"choise":["0","51"],"value":["FILLED","NOTSELECTED"]}Possible action:
- Analysis of and questioning regarding current culture. Employee satisfaction surveys and analysis of potential threats and opportunities; link to existing mission/vision of the company
In case it is not common or sensitive to work on company culture, it is possible to take action to lower these thresholds such as creating awareness campaigns regarding specific target groups.
Take part in initiatives for unemployed people with a labour disability, invite a speaker, offer training regarding culture, dealing with change, …
{"join":["AND","AND"],"question":["11","18"],"choise":["0","51"],"value":["FILLED","SELECTED"]}Possible action:
- Analysis of and questioning regarding current culture. Employee satisfaction surveys and analysis of potential threats and opportunities; link to existing mission/vision of the company
{"join":["AND"],"question":["12"],"choise":["33"],"value":["SELECTED"]}It is possible for one specific departments to be more open minded towards disadvantaged groups than other departments. If one wants to pursue change, it is not necessary to choose the most difficult road to accomplish this. It’s better to start with concrete actions (such as effective employment of a person with a distance to the labour market) in those departments who are open to it. The change that obstacles will be addressed constructively is far greater than in departments where they are sceptical of the idea. The successful experience of one department can radiate through the entire organization. It is important to monitor the capacity of the various departments. Supervisors or colleagues with a positive attitude shouldn’t get the feeling that it only results in more work for them.
{"join":["AND","OR"],"question":["13","36"],"choise":["35","0"],"value":["SELECTED","FILLED"]}There is a positive culture towards disadvantaged groups. Is this support base also found in the mission/vision of the organization?
{"join":["AND","OR","OR","OR","OR"],"question":["13","14","15","16","17"],"choise":["36","39","42","45","48"],"value":["SELECTED","SELECTED","SELECTED","SELECTED","SELECTED"]}There is only a limited support base within the organization regarding the employment of disadvantaged groups.
Possible actions/questions:
- Link to mission/vision: Is it clear within the organization where one stands in relation to diversity policy? Are there groups that should receive priority and concrete objectives that must be prioritized? Does the problem lie in the fact that diversity is still not on the agenda or is the culture within the organization not yet fully in agreement regarding the decisions taken on the mission/vision?
- Awareness campaigns, training or introductory activities with the target groups can break the ice and ensure more positive climate. Offering of internships can be a concrete point of action to reduce misconceptions about the target groups.
Questioning (survey) regarding vision of colleagues, diversity, prejudice and misconceptions.
{"join":["AND"],"question":["18"],"choise":["51"],"value":["SELECTED"]}Feedback on the mission/vision arises. People need to clearly understand that diversity is a topic within the organization and that they choose to actively work on this theme. It is important to not negatively judge the current situation, but initially just map and then find concretion action to become better and grow towards the ideal perspective described in the mission/vision.
Structure | Score |
---|---|
Do you have a diversity policiy? | |
Why run a diversity policy? | |
From my social responsibility as an entrepreneur | 0 |
From legal obligation : discrimination is punishable | 0 |
From the added value resulting from the deployment of all available talents | 0 |
Due to the financial support by the Government( for example diversity plan, employment measures,...), Spontaneously | 0 |
Which actions do you perform in terms of diversity? | |
Team-building activities with a link to diversity | 0 |
Introducing a non discrimination stipulation | 0 |
Recruiting and selection of disadvantaged | 0 |
Individually adapted reception of new employees | 0 |
Education and development initiatives (for example Dutch on the workspace, ...) | 0 |
Guidance on the workplace (e.g. jobcoaching, ...) | 0 |
Extra support by supervisors | 0 |
Introducing a competence policy | 0 |
Other | 0 |
Are there clear and effective pursued procedures concerning: | |
Recruitment and selection | 0 |
Welcome of new employees | 0 |
Training and education | 0 |
Coaching | 0 |
Competency policy / evaluation | 0 |
Are the pursued actions concerning diversity policy tied up to procedures? | |
Are the procedures checked in the light of diversity? | |
Totals | 0 |
{"join":["AND"],"question":["19"],"choise":["52"],"value":["SELECTED"]}It is important to assess whether the current diversity policy is due for a revision. Does the policy correspond with the defined mission/vision and is there sufficient support base within the organization to qualitatively improve? Is the diversity policy anchored in the existing procedures and instruments used to optimize various HR domains? Questioning of stakeholders can bring to light a number of possible improvements. How do managers, HR staff, colleagues and people involved view the policy that is put into practice?
{"join":["AND"],"question":["19"],"choise":["53"],"value":["SELECTED"]}Within the organization the decision has to be made whether one wants to go for an active diversity policy. It is important to quickly involve the entire organization in these fundamental decisions. The theme can be involved in various forms of staff consultation. An anchored mission/vision is required for a sustainable policy. Depending on the chosen target groups that are prioritized it is possible to put objectives and actions in place at the level of structure within the organization or specific instruments.
{"join":["AND"],"question":["20"],"choise":["54"],"value":["SELECTED"]}Possible actions:
- Determine whether actions are anchored in the mission/vision of the company.
{"join":["AND"],"question":["20"],"choise":["57"],"value":["SELECTED"]}Possible action:
- Make an inventory of measures to promote employment in a specific region.
- Screening of the workforce in order to optimize the use of measures to promote employment.
{"join":["AND"],"question":["21"],"choise":["61"],"value":["NOTSELECTED"]}Possible action:
- Teambuilding activities linked to diversity.
{"join":["AND"],"question":["21"],"choise":["62"],"value":["NOTSELECTED"]}Possible action:
- Introduce non-discriminatory clause including embedding in the mission/vision and anchoring in the existing structures and tools.
{"join":["AND"],"question":["21"],"choise":["63"],"value":["NOTSELECTED"]}Possible action:
- Optimizing recruitment of disadvantaged groups by making procedures more accessible; explicitly naming these groups in vacancies; specifically target vacancies at organizations for the target groups; offer internships in collaboration with organizations and schools; etc.
{"join":["AND"],"question":["21"],"choise":["64"],"value":["NOTSELECTED"]}Possible action:
- The diversity policy of a company frequently stops at the level of inflow of employees. To ensure qualitative employment a proper welcome customised to the needs is required. Especially for low educated workers or workers with disabilities it is of added value to offer a custom welcome. The use of a checklist for both managers and new employees can provide assistance. The existing welcoming procedure can also be optimized as part of its accessibility for people who have linguistic problems.
- Inquiring employees who have been employed 5 years or less regarding welcoming procedures; Inquiring managers who have welcomed ne employees over the last few years regarding welcoming procedures.
{"join":["AND"],"question":["21"],"choise":["65"],"value":["NOTSELECTED"]}Education and development initiatives (for example, English language on the work floor, …)
Possible action:
- Check training needs and verify if the training offer is also linked to diversity and/or eliminating barriers (courses for non native speakers, getting acquainted with other cultures, disabilities, etc.
{"join":["AND"],"question":["21"],"choise":["66"],"value":["NOTSELECTED"]}- Through local employment services or specialized centres there are opportunities for employees to be coached by a career coach to help facilitate their integration within the workplace.
{"join":["AND"],"question":["21"],"choise":["67"],"value":["NOTSELECTED"]}- Integration protocols are a useful tool for additional support, which require certain employees to formalize and take into account the capacities of the employee, the manager and the needs of the involved service. You create a framework in which the additional support is given a clear place.
{"join":["AND"],"question":["21"],"choise":["68"],"value":["SELECTED"]}- Introducing a competence policy (development circles) is an ideal tool to shape a diversity policy.
- Introducing a competence policy. Use of development circles.
{"join":["AND","OR"],"question":["24","24"],"choise":["79","80"],"value":["SELECTED","SELECTED"]}Potential action
- Screening of procedures related to the anchoring of a diversity policy in these procedures and/or the presence of specific elements in favour of certain disadvantaged groups (such as accessibility in the context of a physical disability, accessibility for non native speakers, etc.).
{"join":["AND","OR","OR"],"question":["25","25","25"],"choise":["82","83","84"],"value":["SELECTED","SELECTED","SELECTED"]}Point of focus: How will the diversity policy be incorporated into the mission/vision that is communicated to the stakeholders, the extent the stakeholders have an active role in the diversity policy and to what extent they have the mandate to develop actions around it.
{"join":["AND","OR","OR","OR","OR","OR"],"question":["27","27","27","27","27","27"],"choise":["93","94","95","96","98","99"],"value":["SELECTED","SELECTED","SELECTED","SELECTED","SELECTED","SELECTED"]}Point of focus: Who decides on the agenda of the consultation moments/structures. Was “diversity” already on the agenda or did the staff raise the topic? Is it an option to bring up the theme of diversity through these channels? Through these channels, the mission/vision of the organization can be translated individually or in group context.
{"join":["AND"],"question":["27"],"choise":["97"],"value":["SELECTED"]}Point of focus: Who decides on the agenda of the consultation moments/structures. Was “diversity” already on the agenda or did the staff raise the topic? Is it an option to bring up the theme of diversity through these channels? Through these channels, the mission/vision of the organization can be translated individually or in group context.
{"join":["AND"],"question":["27"],"choise":["100"],"value":["SELECTED"]}Point of focus: Participation increases involvement. One can start lowering thresholds by questioning issues in an informal way, introducing a suggestion boxes and/or raise items during performance assessment interviews.
Instruments | Score |
---|---|
Is the company in possession of qualitative instruments or tools regarding: | |
recruitment & selection | 0 |
reception of new employees | 0 |
education & training | 0 |
coaching | 0 |
evaluation | 0 |
recruitment & selection | |
reception of new employees | |
training & education | |
coaching | |
evaluation | |
Does the company have a diversified staff? | |
regarding age | 0 |
regarding education level | 0 |
regarding gender | 0 |
regarding seniority | 0 |
regarding labour disability | 0 |
regarding migration background | 0 |
Totals | 0 |
{"join":["AND"],"question":["28"],"choise":["101"],"value":["NOTSELECTED"]}The recruitment policy of an organization should focus on discovering talent. The key to this is often in detecting the base attitudes and competences in people. As a society we often focus too much on presence of in some cases less relevant factors such as the correct degree or perfect language proficiency. By doing so you immediately eliminate many competent people in this first selection. For many organizations the base attitudes such as curiosity, social skills, societal involvement, being self-critical, ability to work systematically, etc. is important.
Such a recruitment policy however requires that you must be willing to invest in the growth of your staff. Practical skills are often acquired easily, provided that base attitudes and competences are present, but you as an organization have to be willing to invest. By focusing on talent rather than shortcomings, you base the relationship on respect. And they will receive that in return from their team members.
The absence of qualitative tools for recruitment and selection may find its origin in the size of the organization. It is of importance to consider what the average turnover of the staff is. Do employees tend to stay or do they leave soon? Is there a demand from the various departments to organize recruitment in a more structures way?
{"join":["AND"],"question":["35"],"choise":["117"],"value":["NOTSELECTED"]}A good welcome policy offers a variety of advantages. It increases the motivation of a new employee immediately, sets a functional tone and pleasant working atmosphere and ensures speedy integration of the new employee within the organization.
A “win-win” situation for the manager, the organization, the new employee and the current staff.
A welcome policy starts with recruitment. In this procedure a lot of information regarding the organization and her values, norms and culture is already given.
Welcoming an employee is much more than just making sure all administrative matters are dealt with appropriately. Therefore a thorough preparation and follow-up is required. Furthermore, new employees from disadvantages groups often benefit from additional attention. Clear arrangements must be made with all parties involved.
{"join":["AND"],"question":["28"],"choise":["103"],"value":["NOTSELECTED"]}Lifelong learning is not only considered important for competitiveness and (permanent) employability of people; but also for social inclusion, active citizenship and personal development of employees. Aiming for education and training is an essential part of a staff policy. In case there is no policy on the matter, it can be initiated by identifying the needs for training and education. This exercise can be done from both the needs of the individual and from the needs of the department or division. Training and education are often expensive and therefore it must be carefully considered in terms of budget and if it still fits within the established policy guidelines.
{"join":["AND"],"question":["28"],"choise":["104"],"value":["NOTSELECTED"]}It is possible to distinguish 4 ways of teaching someone: framing (tell something), training (transfer of knowledge), mentoring (sharing of experiences) and coaching. By making this distinction, it is clearly visible what coaching isn’t. Coaching is the process of acting as a guide who challenges another person to realize their potential. Helping someone with their growth. Like good business management ensures efficient use of resources, coaching is intended to bring out the best of an individual and use him/her most efficiently.
The coach must be convinced that an there is still a potential that is untapped and that the person is open for coaching. You can coach behaviour and skills, on performance or personal development. Coaching can be done by internal or external supervisors. For employees from disadvantaged groups coaching is an additional tool to successfully integrate and anchor themselves into the work environment. The coaching should not be underestimated. A clear policy with clear agreed tasks is required to successfully execute this policy.
{"join":["AND"],"question":["28"],"choise":["105"],"value":["NOTSELECTED"]}Within many organizations the evaluation is often the most important part of the performance management.
As a management tool the evaluation strives multiple purposes, on the level of the organization, the team, as well as the individual:
- Improving the functioning of the organization as a whole and attainment of objectives at the level of competence development teams and staff (managers and staff)
- The responsibility of staff and increasing their motivation through greater involvement.
The establishment of an optimal communication between evaluator and the person who is evaluated.
{"join":["AND","OR","OR","OR","OR"],"question":["30","31","32","33","34"],"choise":["106","108","110","112","114"],"value":["SELECTED","SELECTED","SELECTED","SELECTED","SELECTED"]}Point of focus: Do the tools contain elements with regard to diversity in the face of all potential target groups and what they want to achieve?
Additional question: Are numbers kept with regard to the disadvantaged groups within the organization. Does one have a clear view on numbers?
then it needs to be checked if it is best to first outline the current situation based on the staff before one can start with the adaptation of instruments.
is it possible to find a translation in the applied instruments?these objectives achieved and it is possibly necessary to adjust the proposed set objectives.
{"join":["AND","OR","OR","OR","OR"],"question":["30","31","32","33","34"],"choise":["107","109","111","113","115"],"value":["SELECTED","SELECTED","SELECTED","SELECTED","SELECTED"]}It is of great importance to go back to the mission/vision and to determine priorities from there with regard to the target groups. If one want to bet on recruitment, maintaining staff, etc.
Some tools will easily be adapted for specific target groups. The use of simple language in welcoming brochures and specifically invite disadvantaged groups to apply for a job by adding a disclaimer are examples of integrating diversity elements into tools.
{"join":["AND","OR","OR","OR","OR"],"question":["35","35","35","35","35"],"choise":["116","117","119","120","121"],"value":["SELECTED","SELECTED","SELECTED","SELECTED","SELECTED"]}- Are these indicator numbers processed in action plans? Are there bottlenecks detectable related to specific target groups? Are the stated objectives realistic? Is it necessary to put in additional efforts? If certain groups are underrepresented, is an analysis available of this situation?
{"join":["AND","AND","AND","AND","AND","AND"],"question":["35","35","35","35","35","35"],"choise":["116","117","117","119","120","121"],"value":["NOTSELECTED","NOTSELECTED","NOTSELECTED","NOTSELECTED","NOTSELECTED","NOTSELECTED"]}- Measuring is knowing. Especially in large organizations it is of great importance to support policy with figures. Having these figures as indicators makes it easier to create measurable objectives.
- Gathering specific information about the (future) staff can be integrated within job application procedures. Amongst other things, this is a way to see if specific target groups even apply for positions within the organization. Communicating that an organization is open for diversity is initially just as important as having an appropriate diversity policy.
Analysis
Proportional Participation of | Score |
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Devision
Domain | Score |
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Quickscan
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