24 Oct 2018 This article is the first in a series that Rebekah Steele and I are posting on LinkedIn, focused on how organisations can do a better job of inclusion.
By Alison Maitland and Rebekah Steele
ARE your inclusion measures helping you achieve your critical business goals? Or are blind spots obscuring the path to better results?
Companies need to address the whole of inclusion — feelings, actions, and organisational factors – to know what they need to do differently to face the business challenges ahead. Consider this case at a multinational conglomerate.
Senior managers agreed that Devon (name changed to protect identity) was a strong performer, regularly meeting or exceeding objectives. At the annual meeting to assess high-performing employees’ potential to grow, there was no dissent on that point. One executive, however, noted that Devon lacked commitment and was therefore not promotion material. Continue reading