​Flexibility is today’s workplace watchword with 32% of global companies leveraging contingent workers to fill the labor shortage gap and save on costs. In fact, 73% of organizations expect to increase their hiring of contingent workers within the next 12 to 18 months.1 This is especially good news for companies in markets with aging populations, as more Gen Zers and Millennials are choosing these types of flexible work arrangements.2 Organizations that want to create a more agile and flexible workforce should focus on strengthening their DEIB programs to be more competitive. That’s especially important with younger talent who want to work for organizations with similar values to their own.3 Here are four ways to create a diverse and inclusive flexible work environment. Analyze data to set benchmarks “What matters is measured, and what is prioritized and communicated gets done,” says Jonas Prising, Chairman and CEO of ManpowerGroup. That’s certainly true when it comes to workplace diversity. It is vital for organizations to review both qualitative and quantitative data to evaluate their contingent workforce diversity metrics as well as to identify potential gaps and opportunities. Human resources and finance departments can share real-time numbers on diversity representation but talking to people face-to-face can unveil actual experiences—both good and bad—and identify processes that need to be improved. For example, through these conversations, companies may learn that human resources must update onboarding materials to ensure key contingent worker data is captured accurately. To do this properly, it’s important that organizations design all of their processes with belonging in mind from the beginning, according to Syneathia LaGrant, VP, Global Learning & Development at ManpowerGroup. For example, don’t limit people to a single checkbox when self-identifying information like their gender, race, and ethnicity. Qualitative input, such as career goals, interests, and experiences can also communicate to leaders why people apply for roles—and why others don’t—as well as why contingent workers’ tenures tend to be shorter than other positions.4 Engage diverse recruiting and onboarding One silver lining of the COVID-19 pandemic is that it has provided a once-in-a-generation opportunity to reimagine the workplace. And the hiring process is a key place to start. Recruitment, retention, engagement, and performance are all closely linked – so improving diversity in any of these areas will naturally improve performance in all of them. Combining diversity with flexibility makes an organization even more competitive as it creates an attractive employer brand that appeals to today’s top talent.5 Qualified contingent workers should be carefully considered during the hiring process as they offer unique, diverse talent pools. For example, many moms who are returning to the workforce after a hiatus to raise children or care for loved ones are choosing remote and contingent work because of the flexibility these options offer. Recruiting contingent workers can help improve gender, age, and racial diversity within a company. It also brings a high level of experience, maturity, and commitment to organizations.6 Global firm Dow Chemical has discovered that retirees are another source of contingent talent, according to Mark Bachman, global director of Dow’s HR Center of Expertise. The company recently launched Dow Network, a social networking site on which all employees, including retirees, can post their profiles and communicate with each other. Retirees who are interested in short-term work are funneled through the company’s temporary employment vendor to find opportunities that best suit their skill sets and needs.7 Organizations that work with diversity-focused staffing partners can build a more DEIB-friendly recruiting and onboarding process to reduce decision-making biases, provide training with increased awareness around potential language and cultural barriers, and support coaching that strengthens inclusive leadership. Ensure access to career development It may seem counterintuitive to provide career development opportunities for workers who are not part of an organization’s full-time team, but in fact, it’s a smart move. Competition for contingent talent is intensifying, and organizations need to look at providing resources for these contract workers to stand out in the marketplace, according to Lori Chowanec, Managing Director of Client Engagement at Talent Solutions TAPFIN. This is especially true with a growing segment of contingent Gen Z workers who are using freelance opportunities to expand their experiences and strengthen their skillsets in a variety of areas. By 2030, workers under 35 will make up 75% of the global workforce and will drive the gig boom across generational lines.8 Understanding their motivations will be key and one of the top workplace desires of Gen Z workers, in addition to a fair work-life balance, Chowanec notes, is for companies to care about their well-being including career development. By providing coaching and technologies that enable people to confidently accomplish their jobs, organizations will positively stand out in contingent workers’ minds and even convert some to full-time employees over time. Give contingent workers a voice Tapping into the ideas and experiences of the contingent workforce doesn’t just enhance corporate culture, but it can also positively impact business performance. Contractors value two-way communication just like their full-time counterparts, so it is important to provide them with a sense of ownership by engaging them in feedback and decision-making within the organization.9 Organizations can accomplish this by leveraging managed service providers, which, in addition to recruiting and hiring contingent team members, also help companies train and communicate with them during their time at the firm. There are several major benefits of a flexible and diverse workforce. With a strong commitment to recruit, engage, and train contingent workers, organizations can reap long-term rewards of increased performance and profitability. To learn more about how to create an agile contingent workforce, read the Future of Work Report II: Who Will Do the Work?

​A vast majority of global organizations recognize that strengthening workforce diversity, equity, inclusion, and belonging (DEIB) is vital to their long-term success, with 95% saying they want to improve workforce diversity over the next 12 to 18 months.[1] However, businesses are at different stages along the journey and widespread agreement on how to accomplish DEIB objectives can be difficult to achieve.According to Coqual, a global nonprofit, one of the major hurdles in accomplishing DEIB goals is addressing the common refrain, “What about me?” Focusing on one identity group, such as Black or Latinx employees, can make others feel it comes at the cost of their own wellbeing and career growth opportunities. The ultimate goal in implementing an effective DEIB strategy is to create a culture of belonging in which every employee feels they have a central role with equal access to opportunities. [2]Building a strong DEIB culture takes time and commitment. Here are four steps to consider on the journey.Understand what DEIB really meansThe first step is to understand the roles of diversity, equity, inclusion and belonging and how they interact with each other as core principles. For instance, having a diverse team does not guarantee every employee will be treated fairly or feel respected or welcomed. But companies that navigate DEIB effectively are more likely to have employees with higher job satisfaction, increased trust levels, and feel more engaged. [3]While many organizations understand the value of DEIB, most still struggle with the belonging part of the equation since it can be harder to define, according to Dr. Syneathia LaGrant, VP of Global Learning & Development for ManpowerGroup. “Much more than a feeling, belonging represents the intentional ways a company ensures that it is actively seeking out and engaging diverse employee voices.”Dr. LaGrant notes that onboarding offers a critical opportunity to foster belonging. Instead of just a basic “tick the box” orientation style, companies should demonstrate from Day 1 how much they value an employee’s perspective. “Shift the language from, ‘Welcome to the company’ to ‘We’re so glad you choose us. We know you could have taken your talent anywhere.’”Set realistic, multi-year DEIB goalsWhile most organizations have good intentions when it comes to planning DEIB initiatives, some find it hard to move beyond the occasional social media post reacting to a recent tragedy instead of creating real, substantial change. One way to drive this forward with accountability is to set and measure goals.“Doing the right thing is important for companies, but leaders also need to look at the ROI that DE&I brings, says Ashish Kaushal, CEO of HireTalent and co-founder of Consciously Unbiased. “Manage your DEIB goals like you would for any business unit.”In 2020, global IT powerhouse Accenture did just that by publishing a series of ambitious goals to become a gender-balanced organization and diversify its workforce significantly by 2025. The company has pledged to increase its Black, Hispanic, and Latinx employee base in the U.S., UK, and South Africa by at least 60% over the next few years. To accomplish these goals, Accenture developed a robust set of best practices and focused on key actions including a focus on skills vs. education, prioritizing recruitment in urban areas, weighing internal goals against external benchmarks, and building their own pipeline. [4]Ellyn Shook, chief leadership and human resources officer at Accenture, notes that it’s important to look beyond the numbers. “Every organization must work to understand what representation truly means for its people. Without a vibrant culture that supports and sustains the desired change, there’s a very real risk of creating an atmosphere of divisive diversity.”Embrace the challenges of DEIBWithout leadership buy-in to diversity, organizations are doomed to struggle. The good news is that 75% of organizations are aware that more diverse and inclusive decision-making teams will help them exceed their financial goals. [5] Keeping pace with the extreme shifts in the economy and workforce requires establishing a solid leadership framework that helps executives assess and meet challenges head-on. This can be done by focusing on areas of impact, including creating a more inclusive culture and supporting employee career growth.Having a well-constructed foundation also helps companies address a top diversity challenge: attracting diverse candidates. [6] In many cases, this issue stems from aspects of the hiring process and application criteria that are not aligned with diverse candidates’ needs, according to Liz Wessel, CEO and co-founder of WayUp, a New York City-based jobs site and resource center for college students and recent graduates.[7]Companies need to review every aspect of their recruiting process from avoiding biased language in applications and job posts to scheduling fitting interview times, which can impede engagement with certain candidates.  DEIB training and specialized tools for managers can help reduce inherent biases. But it’s also crucial to establish inclusive policies and support structures to address all workplace interactions from childcare and health and wellness to persons with disabilities.Engage outside expertise in DEIB outcomesWhen starting any new initiative, it’s important to enlist outside experts who can help your organization overcome primary challenges and set metrics. Eighty-four percent of human resources leaders are open to receiving external help to build their DEIB culture.Because DEIB impacts every part of an organization, conducting research at the outset, including examining the current employee experience, is crucial. This kind of analysis can be time-consuming and may require a consultant who can view your current structure from an objective perspective. External experts can also help refine your current recruitment process and language as well as updating assessments that don’t filter out neurodiverse candidates. All of this will help companies build a stronger pipeline of diverse candidates.[8]To learn more about building a DEIB culture, read the Future of Work Report II: Who Will Do the Work?​References1. Everest Group Future of Work Report – Who will do the work 20222. https://hbr.org/2021/06/what-does-it-take-to-build-a-culture-of-belonging3. https://www.15five.com/blog/diversity-equity-and-inclusion/4. https://hbr.org/2021/06/how-to-set-and-meet-your-companys-diversity-goals5. Leading with Impact Framework, ManpowerGroup 20216. Everest Group Future of Work Report – Who will do the work 20227.  https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/8-diversity-recruiting-mistakes-how-to-avoid-them.aspx8. https://www.helioshr.com/blog/diversity-equity-and-inclusion-hr-leaders-guide-to-dei

​A commitment to diversity and inclusion takes deliberate steps beyond willingness and words. For many years, hiring and maintaining a diverse workforce has become a moral imperative for businesses. Now it’s also an economic necessity as businesses face a record high global talent shortage. In today’s war for talent, the strongest businesses will also be the most diverse and inclusive. Fostering a diverse workforce takes more than words and a willingness to grow. It takes deliberate actions and a strategy from business leaders. Below are steps that businesses can take to become more inclusive now and into the future. Use assessment for hiring and promoting The traditional ways of building and promoting a workforce based on gut instincts can be riddled with unconscious bias. A more equitable way to level the playing field is to assess candidates with data. “Science-based assessments are the most accurate and reliable tool for placing the right person in the right job,” says Dr. Tomas Chamorro-Premuzic Chief Talent Scientist at ManpowerGroup. “As well as testing technical skills, assessments measure human strengths that are critical predictors of success such as how rewarding someone is to deal with, their ability to do the job and their willingness to work hard.” Businesses have a long way to go on this front, with only 49% of workers globally have been assessed, according to ManpowerGroup research, Closing the Skills Gap: Know What Workers Want. Furthermore, 81% of those who have been assessed report higher job satisfaction versus 65% of those who have not. Offer schedule flexibility For hiring and promoting women into leadership, this is especially key. Workers want flexibility — and that means all things to all women and men. This can mean nontraditional work hours with flexible start and end times that counter the rush hour, options to Work from Home (WFH) or Work from Wherever (WFW), condensed four-day work weeks or five-hour workdays that peak productivity and preserve the weekend, and parental leave that balances family and care and can be worth more than pay. Especially in the digital age, work can get done in so many ways. Productivity beats presenteeism. Businesses can attract top talent by asking what type of schedule works best for them. Provide training for growth The next generation of leaders are already in the workforce. But are businesses training and preparing to create more diversity at the top of their organizations? By 2050, there will be no racial or ethnic majority in the United States—diversity will be the norm. If an organization wants to be competitive in this landscape 30 years from now, they need to start thinking about creating a more inclusive culture through mentorship programs, hiring beyond traditional talent pools and widening their pipelines, and preparing for the new future of jobs. ​Click here for more resources on diversity and inclusion.

​​The past year demonstrated that organizations need to deepen their understanding of diversity as well as how to make diversity and inclusion an institutional reality. Organizations that thrive in a fast-changing world will have a workforce with diversity of background, skills and perspectives. Here are ways organizations can approach and foster diversity.   Plan for the future By 2050, the demographic make-up of the United States will look very different than it does today — diversity will be the norm. Talent in all its diversity is the most potent competitive differentiator. If you want your organization to be competitive 30 years from now, start by assessing hiring practices, creating mentorship programs and leveraging diverse talent pools. Use assessment to increase diversity The traditional ways of building and promoting a workforce based on gut instincts can be riddled with unconscious bias. A more equitable way to level the playing field and increase diversity is to assess candidates using data. Businesses have a long way to go on this front, with only 49% of workers globally have been assessed, according to ManpowerGroup research. Furthermore, 81% of those who have been assessed report higher job satisfaction versus 65% of those who have not. Neurodiversity: The need to think differently Creativity, imagination and intuition sets us apart from machines. That’s Dyslexic Thinking. Dyslexia is a different way of processing information, and with that different way of thinking comes a pattern of strengths, creativity, innovation, big picture thinking. For organizations, that means understanding and valuing how dyslexia and neurodiversity can be an opportunity to bridge the skills gap of the future.  Provide opportunities for women Women have been disproportionately affected by both social and economic crises due to the pandemic, and over-represented in job losses across industries including retail, leisure and hospitality. At the same time, there is a clear opportunity for women to reskill and upskill in growth sectors including information technology, operations and logistics. Women are an untapped talent pool which could be re-skilled or upskilled for many of the jobs of tomorrow. Ongoing measurement of your diversity and engagement efforts and involving employees in that process is essential to ensure you are moving the needle. Achieving diversity, inclusion and equity takes time but by taking proactive steps today your organization can achieve  a series of wins along the way.

​​At ManpowerGroup, we believe businesses have a responsibility to be a positive contributor to societal change. That means intentionally building diverse and inclusive workplaces and hiring the best employees based on talent without discrimination. Not only is this the right thing to do, but studies repeatedly show that inclusive practices have a positive impact on your bottom line. Being an ally to LGBTQ+ colleagues is as simple as remembering the power that words at work have to make people feel welcomed, valued and included. ​Here is a guide to pronouns in the workplace and tips on how to promote an inclusive work culture. You can also download a PDF copy of the guide here. ​​​​​​

​​Pride Month is widely recognized as a time to celebrate diversity and inclusion and show allyship to members of the lesbian, gay, bi, trans and queer (LGBTQ+) community. For organizations and businesses around the world, it’s also a reminder that we need to hit the accelerator on making workplaces welcoming for all.​Across the hundreds of thousands of clients ManpowerGroup works with globally, we are helping our partners align their ambitions with clear, actionable plans to hire more inclusively and keep the diverse talent they hire. Here are 10 ways to start (Also be sure to download the LGBTQ+ Inclusive #WordsatWork Guideto learn about proper pronoun usage and more):​Do your research. Start with the United Nations Human Rights Office’s Standards of Conduct. Reflecting the input of hundreds of companies across diverse sectors, it offers guidance on how to respect and support the rights of LGBTQ+ people in the workplace, marketplace and community. Develop an effective -and global- corporate diversity, equity, inclusion and belonging (DEIB) policy. Your policy should articulate your commitments and clearly reference sexual orientation, gender identity and expression, and sex characteristics/intersex status. It should also explain your company’s responsibilities and employees’ responsibilities and outline what will happen if that policy is violated. Multinational companies must also have a cohesive global implementation strategy—mindful that concepts of equal rights and fair treatment of LGBTQ+ people may not be well-institutionalized in many markets or regions.Ensure buy-in from employees and management, including commitments to take the DEIBstrategy forward. Expand employees’ soft skills in empathy by exposing them to other points of view and perspectives. Regularly train them on DEIB, ensure they’re familiar with your policy, and consider incentivizing leaders by hardcoding their commitments into performance frameworks. Leverage technology to establish best practices. The DEIB technology now exists to support your company with policies and practices, provide timely analytics, identify and reduce bias, introduce greater transparency and visibility, and support employee training. Download the World Economic Forum’s Diversity, Equity and Inclusion 4.0 toolkit to explore all the opportunities and accountabilities now afforded by tech. Create a culture of conscious inclusion. A welcoming workplace is one where people with different demographic and psychological backgrounds feel seen, heard and valued—not by blending in, but by providing a different perspective to reduce the homogeneity of attitudes, values and beliefs. This also keeps groupthink and decision-making biases in check. If your organization is serious about allyship and equal opportunity for LGBTQ+ employees, you must go beyond programs. To truly change culture, take proactive steps to promote a diverse pool of candidates for senior leadership and board positions, and train and incentivize managers and employees on what it means to be inclusive.  Appoint leaders with these three characteristics. A change in culture starts from the top. If your organization is serious about itsDEIBpolicy, start by building a diverse leadership team within your organization. Make sure people with higher levels of curiosity, humility and courage are not overlooked. Ideally, you want leaders who demonstrate a passion for learning, humility to admit when they make mistakes and courage to act boldly and speak out against injustices. Build an LGBTQ+support network. For pro-LGBTQ+ policies to be effective in attracting and retaining LGBTQ+employees, your company’s efforts should have high visibility. For example, support efforts by LGBTQ+ employees to create their own staff groups and extend the same opportunities to them for extracurricular activities as you would to any other group. Take it to the community. Partnerships with local LGBTQ+ groups, such as youth centers, community centers, advocacy groups and charities, exhibit long-term commitment to LGBTQ+ employees. This can also help your company better understand the challenges those employees face, informing your corporate policymaking and providing a way for your company to support positive social change. Listen, apologize and learn from your mistakes. Odds are that you will make mistakes along the way. If you’ve been called out for a microaggression or an act of exclusion toward an LGBTQ+ colleague or employee, it’s important to respond with compassion, concern and humility. Make the other person feel heard, sincerely apologize and don’t make it about you.Set targets and track your progress. Your company’s key decision-makers should receive regular progress reports on DEIB efforts, including updates on employee experience and engagement levels. Assign a senior-level officer to oversee and direct DEIB initiatives, education and training. What gets measured gets done.​At ManpowerGroup, we believe businesses have the responsibility to be a positive contributor to societal change. That means intentionally building diverse and inclusive workplaces and hiring the best employees based on talent without discrimination. Not only is this the right thing to do, but studies repeatedly show that inclusive practices have a positive impact on your bottom line.​To learn about the power of language to foster an inclusive workplace, download the LGBTQ+ Inclusive #WordsatWork Guide.

​​How can I make my workplace more inclusive? While culture starts at the top, you can help take steps to make your organization fair, equitable and committed to conscious inclusion.  A diverse workplace is a healthy workplace. It’s everyone’s responsibility – and to everyone’s benefit – to help develop a workplace that is welcoming and inclusive. Here are ways everyone can help move your company forward.  Understand conscious inclusion  Conscious inclusion is the desire, insight and capacity of people to make decisions, do business and to think and act with the conscious intent of practicing inclusion. To that end, ManpowerGroup has a comprehensive survey exploring gender, generational and geographical differences in attitudes towards women in leadership. The report presents seven practical steps to reach the tipping point where women will accelerate into leadership roles. While leaders are responsible for implementing ways to support inclusive leadership, everyone in the organization can educate themselves with the principles, discussions and benefits of conscious inclusion.   Be a coach and a mentor  If you’re making your way up the ladder, it’s important to look around to see who else you can assist. One way of supporting others is to provide coaching and mentoring. Where can you give back? It is important to identify which topics require mentoring support and which require coaching. Mentors typically have specific expertise in the area in which the mentee requires support. If you have an area where you can help others, you can help the organization thrive and become more inclusive.   Plan for the future  Over time, all organizations will become more diverse. By 2050, there will be no racial or ethnic majority in the United States—diversity will be the norm. Talent—in all its diversity—is the most potent competitive differentiator. If you want your organization to be competitive 20 years from now, start thinking about how you can contribute to its inclusive culture through mentorship programs, hiring beyond traditional talent pools and widening your network.   If you are thinking about how you can contribute to an inclusive workplace, you have already taken an important first step. From there, taking action and working with others can make the goal a reality. And when an organization can innovate with multiple perspective, everyone wins.