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<ul class="summary-list"><li>Diversity measures have thus far failed to produce the changes they promised, <a href="https://www.businessinsider.com/how-to-stop-dismantle-systemic-racism-in-american-office-life-2020-6">experts have said</a>.</li><li>Inclusion experts from Danone and <keyword id="13038184" type="UNKNOWN" weightage="60" keywordseo="brex" source="Orion">Brex</keyword> shared top strategies to advance diversity.</li></ul>A great <a href="https://www.businessinsider.com/corporate-responses-to-george-floyd-death-analysis-racism-diversity-inclusion-2020-6" target="_blank" rel="noopener nofollow sponsored">CEO awakening</a> happened after George Floyd's murder in 2020. "I am ashamed to say I do not have a single Black employee who is at Director level or above," Anne Wojcicki, the CEO of <a href="https://www.businessinsider.com/reviews/out?u=https%3A%2F%2Fwww.23andme.com%2Fblack-lives-matter%2F" target="_blank" rel="noopener nofollow sponsored">23andMe,</a> wrote in a public memo. "Our product is euro-centric but must expand to be inclusive and equitable.""It's time to start having conversations about racism," <a href="https://www.linkedin.com/pulse/time-stand-together-sasan-goodarzi/?src=aff-lilpar&amp;veh=aff_src.aff-lilpar_c.partners_pkw.10078_plc.Skimbit%20Ltd._pcrid.449670_learning&amp;trk=aff_src.aff-lilpar_c.partners_pkw.10078_plc.Skimbit%20Ltd._pcrid.449670_learning&amp;clickid=zN82x9yqjxyORw6wUx0Mo38QUki325wXNwFsyg0&amp;irgwc=1&amp;src=aff-lilpar&amp;veh=aff_src.aff-lilpar_c.partners_pkw.10078_plc.Skimbit%20Ltd._pcrid.449670_learning&amp;trk=aff_src.aff-lilpar_c.partners_pkw.10078_plc.Skimbit%20Ltd._pcrid.449670_learning&amp;clickid=1h53Z835mxyIUoQ0wPQKZWq2UkGyE6Ud3T5V2U0&amp;mcid=6851962469594763264&amp;irgwc=1" target="_blank" rel="noopener nofollow sponsored">Intuit</a> CEO Sasan Goodarzi shared on LinkedIn. "I want to learn more; we need to learn more." "George Floyd's death is shocking and tragic proof that we must aim far higher than a 'normal' future, and build one that lives up to the highest ideals of equality and justice," <a href="https://www.businessinsider.com/apple-ceo-tim-cook-memo-employees-george-floyd-2020-6" target="_blank" rel="noopener nofollow sponsored">Apple's</a> Tim Cook wrote in a memo that Bloomberg published. But corporate <keyword id="11893568" type="UNKNOWN" weightage="60" keywordseo="diversity-and-inclusion" source="Orion">diversity and inclusion</keyword> aren't new concepts.Consultants in diversity, equity, and inclusion have been <a href="https://www.businessinsider.com/how-to-stop-dismantle-systemic-racism-in-american-office-life-2020-6" target="_blank" rel="noopener nofollow sponsored">working for years</a> on the issue. For decades, people of color, women, and queer folks have asked companies for better pay, promotions, and more inclusive benefits. Even within companies, leaders have been working on <keyword id="11893567" type="UNKNOWN" weightage="60" keywordseo="dei" source="Orion">DEI</keyword> projects for some time. Job postings for diversity and inclusion roles grew 36% from 2016 to 2018, according to <a href="https://www.hiringlab.org/2018/03/26/diversity-and-inclusion-grows-briskly/" target="_blank" rel="noopener nofollow sponsored">Indeed</a>. In 2019, 234 of the S&amp;P 500 companies had diversity professionals, according to <a href="https://www.strategy-business.com/article/A-disappointing-progress-report-on-diversity-and-inclusion" target="_blank" rel="noopener nofollow sponsored">Strategy+Business</a>. Yet many business consultants and professors <a href="https://www.businessinsider.com/how-to-stop-dismantle-systemic-racism-in-american-office-life-2020-6" target="_blank" rel="noopener nofollow sponsored">contend that</a> corporate diversity and inclusion efforts have failed so far. The proof, they say, is in workforce <a href="https://www.businessinsider.com/us-systemic-racism-in-charts-graphs-data-2020-6" target="_blank" rel="noopener nofollow sponsored">demographic data</a> that shows the lack of diversity in workplaces and management. Implementing DEI initiatives is hard work, diversity experts told Insider. It requires balancing people's emotions while remaining professional and creating a sense of justice while advancing those who have been marginalized. But certain strategies can help make the work less difficult. In a recent <a href="https://www.youtube.com/watch?v=tr2wLolv-zM&amp;t=3600s" target="_blank" rel="noopener nofollow sponsored">live video-panel event</a>, Insider spoke with <keyword id="13038183" type="UNKNOWN" weightage="60" keywordseo="danone-north-america" source="Orion">Danone North America</keyword>'s chief diversity officer <a href="https://www.linkedin.com/in/terranceirizarry/" target="_blank" rel="noopener nofollow sponsored">Terrance Irizarry</a>, and <a href="https://www.linkedin.com/in/jeaninesuah/" target="_blank" rel="noopener nofollow sponsored">Jeanine Suah</a>, an expert-in-residence at Brex, a financial-services startup valued at $12.3 billion. Both shared their top learnings for leaders. <h2>Invest in your mid-level managers </h2>Implementing diversity and inclusion policies comes down to mid-level managers, both Suah and Irizarry said, so investing in them matters. "Most of what an employee experiences at work is impacted by their direct manager," Irizarry said. "So the work I've been doing is about how am I equipping <keyword id="11893566" type="UNKNOWN" weightage="60" keywordseo="leadership" source="Orion">leadership</keyword> to be able to lead inclusively?" He added that funding substantial leadership training can yield higher employee retention, calling it a "competitive advantage." Suah agreed, saying that the role of a manager should be like a coach, guiding talent forward. "It's so important to have a hiring manager who understands the ranks of building a team and understands where one person may be stronger, and another person may be weaker, someone who figures out how to mesh them so that the team is moving effectively," Suah said. <h2>Use the 'head or heart' method for buy-in</h2>In order for corporate-diversity plans to take shape, leaders have to be passionate about the topic, said Irizarry, who's been in the field for over a decade. While he said he has the full support of his CEO, Shane Grant, he's used an easy method to get other leaders onboard over the years. "You have to figure out and meet executives where they are," Irizarry said. "You have to figure out if it is the head or the heart, or a little bit of both?" The "head approach" is about showing analytics and reports supporting the business case for diversity, while the "heart approach" is about appealing to a person's emotions. "Do I need to show you analytics, the spending power of diverse communities? Do I need to show you the impact a higher level of engagement can have on productivity?" he said. "Or do I need to tell you if someone doesn't feel included, how does that make them feel?"<h2>Show employees that you actually care about them </h2>Another crucial part of DEI work is making sure your company's plans aren't cursory but truly meaningful, said Suah. "People want to work for companies who give a shit about them," she said. "When you feel truly connected to the brand, and when you feel like the brand actually cares about you, you are more likely going to want to work for that company." Suah said DEI initiatives have to be more comprehensive than just quarterly town halls or online unconscious-bias trainings, which are common in the industry. Instead, they should include changes to hiring practices, pay, and benefits. "People want to work for companies that give them the freedom and flexibility to spend time with their families, to where they don't feel like they have to go to the office every day," she said. "Also investing in their knowledge, in their education is important, too."

'Diversity and inclusion' can be a meaningless catchphrase. Experts share 3 takeaways to actually drive change in your company.

<ul class="summary-list"><li>Experts found a company's mission and values are more important to workers than compensation and benefits. </li><li>Companies need to connect with their workforce to understand what's important to their <keyword id="6357081" type="UNKNOWN" weightage="60" keywordseo="employees" source="Orion">employees</keyword>. </li></ul>Since April 2021, millions of workers across industries have left jobs for various reasons, including feeling overworked and underpaid. The <a href="https://www.businessinsider.com/great-resignation-what-to-know-who-is-quitting-2021-9">"Great Resignation"</a> is now being reframed as the "<keyword id="12479529" type="UNKNOWN" weightage="60" keywordseo="great-reshuffle" source="Orion">Great Reshuffle</keyword>," as workers aren't leaving the labor market but instead finding better opportunities that align with their needs.During <keyword id="12054531" type="UNKNOWN" weightage="60" keywordseo="insider-events" source="Orion">Insider Events</keyword>' <a href="https://www.youtube.com/watch?v=tr2wLolv-zM" target="_blank" rel="nofollow noopener sponsored">"Leading Into the Future of Work"</a> conference presented by Adobe, panelists — moderated by Britney Nguyen, an Insider <keyword id="11894132" type="UNKNOWN" weightage="100" keywordseo="careers" source="Orion">careers</keyword> fellow — said a company's mission and values are more important to workers than compensation and benefits. "Clearly, the issue of mental health and well-being is something that's going to rise to the top and needs to be included in the business <keyword id="11893563" type="UNKNOWN" weightage="60" keywordseo="strategy" source="Orion">strategy</keyword> and the value proposition," said Darren Burton, chief human resources officer at KPMG US.Companies should focus on purpose, values, and equity and inclusion, he added. "People are really evaluating where they want to be able to contribute their talents and spend their time. They want to connect to an organization aligned with those beliefs."Brian Offutt, chief workforce innovation and operations officer at Weber Shandwick, thinks compensation and benefits are not enough.Offutt said Weber Shandwick's internal research shows that mission and values matter, and in the time of what the firm calls the "Great Reappraisal," people realize they can have a job that gives them other things. "If compensation and benefits are table stakes and non-negotiable, the other things that I think people find to be non-negotiable are that they need to work in a workplace they know will take care of them," Offutt said. Weber Shandwick's consulting division, United Minds, recently surveyed 2,700 people across industries. "What we have found is that there are three things that are going to drive people to make decisions about joining and staying at places of work," Offutt said. One is the sense of meaningful work, where the work that employees do allows them to align with their values and purpose in life. The second is that workers want autonomy and balance. "It's not just about the work schedule," Offutt said, "but how someone organizes their life to do everything important to them."The third thing that matters to people, Weber Shandwick calls "deep-fun," meaning intellectual engagement. "If people get to do work that they would describe as interesting, satisfying, cool, or meaningful on an intellectual level, that in turn, turns into emotional engagement, and that's what we mean by "deep-fun," Offutt said.Employees also need to take responsibility for the value proposition and ensure they're holding their companies and leaders accountable for creating the kind of work environment people will feel good about being part of, Burton said. Leaders across industries should recognize that life has changed significantly, he added. "They need to connect with their workforce and truly understand what's important to them. They have to ensure that they're changing policies and practices in a way that is going to resonate with the talent that they need for their organizations to be successful."

The employee value proposition is fundamental to retaining employees. Here's how to build it into a business strategy for the future.

<ul class="summary-list"><li>As the <keyword id="12122646" type="UNKNOWN" weightage="60" keywordseo="great-resignation" source="Orion">Great Resignation</keyword> continues to dominate the workforce, attracting and retaining workers is a key priority for organizations. </li><li>Focus on creating a company culture that offers flexibility and listens to current employees, experts said. </li></ul>A large number of the workforce is on the hunt for new employment. According to <a href="https://www.bankrate.com/personal-finance/job-seekers-survey-august-2021/">Bankrate's August 2021 Job Seeker survey</a>, 55% of Americans said they're either somewhat likely or very likely to find a new job in the next 12 months. "If you are a hiring manager or a leader, you cannot expect the future to look like the past," said Kathryn Minshew, founder, and CEO of <a href="https://www.themuse.com/">The Muse</a>, during the January 20 session, "Reimagining the Talent Model," a part of the "<a href="https://www.youtube.com/watch?v=tr2wLolv-zM&amp;t=2752s">Leading Into the Future of Work</a>" event presented by Adobe. "We're seeing the rise of the values-based job seeker, and we're seeing businesses starting to realize that to retain their existing people — not to mention attract new ones — they have to behave very differently," Minshew said.Minshew also said that the pandemic acted as a "collective shock" that made people more conscious of their values and preferences. As a result, workers are voluntarily choosing to leave their organizations in search of better conditions, such as flexible hours, better pay or benefits, and managers that treat them with respect. The shift in the balance of power between employees and employers (in favor of the candidate), as well as the unprecedented competition for top talent, are giving workers more power to advocate for their work interests, she added.While many experts call this massive workforce reshuffle the Great Resignation, Arvind Malhotra, a professor at UNC's Kenan-Flagler Business School, said it's more like the "Great Migration" toward jobs that offer flexibility and autonomy. Workers are primarily searching for four types of autonomy: location, time of work, day-to-day tasks, and level of collaboration. To recruit and retain top employees, leaders must focus on creating a diverse and inclusive work environment. The faster companies figure out how to explain their culture through actions, Malhotra said, the easier it will be for them to attract new talent. The pivot to remote and hybrid work pushes companies to break down their culture using specific language instead of face-value selling points like "we have a beautiful office" or "we have ping pong table," Minshew added. Businesses — and their leaders — can create authentic communication around culture by listening to employees and learning about their experiences within the organization, Minshew said. What is it like to work here? What are some things that keep people engaged? What might frustrate people at the company? What are company norms? Another way to build company culture is to let employees tell their own stories about the company. Minshew said it can be more compelling than "corporate-speak" about a business being an innovative place to work. "Employees understand that no workplace is perfect," she said. "But you can really go a long way by committing to a few of the most high-priority things and making clear, decisive changes."For Minshew, she expects to see more GenZ and millennial workers make intentional choices about where they want to work; they're interested in organizations that match their values, offer a community with motivated and respectful people, or meet other personal needs. "Not every company needs to be the same, but companies do need to have a clear sense of who they want to be, and they need to deliver on the promises that they make to the market," Minshew said. "I think employees and candidates are holding us all accountable."

To secure top talent in the 'Great Resignation' businesses and their leaders must rethink company culture

<ul class="summary-list"><li><keyword id="11905566" type="UNKNOWN" weightage="60" keywordseo="remote-work" source="Orion">Remote work</keyword> for companies of all sizes requires connection, empathy, and innovation. </li><li>Experts advised company leaders to earn trust and increase flexibility.</li></ul>As we've entered another year of the pandemic, there's no question whether remote work is here to stay. The important part now is how to offer a competitive edge in your company that adapts to your remote employees' needs and improves productivity. At a session titled "Enabling Productivity and The Future of Remote Work" during the "<a href="https://youtu.be/tr2wLolv-zM?t=1173" target="_blank" rel="nofollow noopener sponsored">Leading Into The Future of Work</a>" webinar presented by <keyword id="11893675" type="UNKNOWN" weightage="60" keywordseo="adobe" source="Orion">Adobe</keyword> on January 20, panelists said that leaders must earn trust and increase flexibility."Trust is so important for work and for performance because it's really the glue that binds teams together," said Tsedal Neeley, a business administration professor at Harvard Business School, during the event. Her book "<a href="https://www.amazon.com/Remote-Work-Revolution-Succeeding-Anywhere/dp/0063068303" target="_blank" rel="nofollow noopener sponsored">Remote Work Revolution</a>" is based on her decades of research about the digital workplace and includes examples of companies that embraced remote work long before the pandemic.Neeley outlined two types of trust that leaders must establish — cognitive trust, which is the understanding that one's team members are reliable and competent, and emotional trust, or the understanding that others care about you. Companies can build these areas of trust by spending time with their employees, whether through team-building events or quarterly in-person meetings. This is often easier for smaller companies, Neeley added. "With larger companies, you have to make sure that the connection, bonding, and values are shared through culture and through strong <keyword id="11893566" type="UNKNOWN" weightage="60" keywordseo="leadership" source="Orion">leadership</keyword>," she said. These sentiments must be expressed even through screens and instant messages. "Remote doesn't mean disconnected," said Todd Gerber, Adobe's vice president of Document Cloud product marketing, which is the company's storage service. "I almost think of remote and hybrid work as the most connected work that you can experience." In his experience, flexibility and employee well-being are key to remote work. This can start with small, simple steps, he added. At Adobe, teams begin meetings five to ten minutes after the hour to allocate short breaks in between. The company also has collective wellness days during which everyone takes the same time off to fully unplug and recharge. "Helping to foster that positive environment really helps to reduce the potential for burnout," he said. Setting boundaries and clearly communicating expectations will also help reduce exhaustion, Neeley added. For example, leaders shouldn't tell their employees they care about their well-being then send emails after work hours. "We have to make sure that we model the right behaviors," she said.When it comes to productivity, remote work has rendered many analog methods of onboarding and communication obsolete. "On average, a typical worker spends a third of their workweek on mundane, repetitive tasks," Gerber said, citing an August 2021 <a href="https://blog.adobe.com/en/publish/2021/08/26/new-research-from-adobe-document-cloud-shows-how-pandemic-is-changing-our-relationship-with-time#gs.n1gds8" target="_blank" rel="nofollow noopener sponsored">Adobe study</a> that found 49% of enterprise workers and 56% of <keyword id="11932022" type="UNKNOWN" weightage="100" keywordseo="small-business" source="Orion">small business</keyword> leaders said they work longer hours than they would like. Companies that want to invest in their employees need better technology to enable efficient workflows. "The pandemic spurred the need to move processes that were sometimes hybrid to go 100% digital," Gerber said. Leveraging these best practices and technology will remove friction, he added, which means employees can focus their time and energy on what matters most.

The workplace of the future is here. Experts explain how to remove friction from remote work and enable productivity.

<ul class="summary-list"><li>Businesses must adapt quickly to meet the future of work. </li><li>Leaders in public relations, financial services, and education sectors will break down the monumental changes happening in the <keyword id="6357280" type="UNKNOWN" weightage="100" keywordseo="workplace" source="Orion">workplace</keyword>.</li><li>On January 20, 2022, Insider is hosting "Leading Into the Future of Work," a free virtual event at noon ET, featuring speakers from Adobe, KPMG, Harvard Business School, and more.</li></ul>To succeed in the future of work, business leaders must learn how to transform their organizations to meet the needs of their workers, employers, educators, and surrounding communities. Insider's virtual event "Leading Into the Future of Work," presented by Adobe, takes place Tuesday, January 20, 2022, at noon ET, and includes live conversations with Insider editors and leaders from companies across sectors like public relations, financial services, education, and consumer packaged goods. Sessions will discuss the value of the employee; how small businesses can maintain productivity; ways to reimagine the talent model; and how to build diversity, equity, and inclusion (<keyword id="11893567" type="UNKNOWN" weightage="60" keywordseo="dei" source="Orion">DEI</keyword>) into the fabric of the organization. Register here: <h2>Sessions include:</h2><ul><li>Strengthening the employee value proposition </li><li>Enabling <keyword id="11894133" type="UNKNOWN" weightage="60" keywordseo="productivity" source="Orion">productivity</keyword> and the future of remote work for small businesses </li><li>Reimagining the talent model </li><li>How to build DEI into the fabric of your organization </li></ul><h2>Speakers include:</h2><ul><li>Todd Gerber, Vice President, Document Cloud Product Marketing, Adobe </li><li>Darren Burton, Chief People Officer, KPMG</li><li>Brian Offutt, Chief Workforce Innovation &amp; Operations Officer, Weber Shandwick</li><li>Tsedal Neeley, Naylor Fitzhugh Professor of Business Administration, Harvard Business School</li><li>Kathryn Minshew, Founder, The Muse </li><li>Arvind Malhotra, professor, UNC's Kenan-Flagler Business School (studies the future of work)</li><li>Terrance Irizarry, Chief Inclusive Diversity Officer, Danone North America</li><li>Jeanine Suah , X in Residence, Brex</li><li>and many more</li></ul>We hope to see you there!

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'Diversity and inclusion' can be a meaningless catchphrase. Experts share 3 takeaways to actually drive change in your company.

Marguerite Ward

The employee value proposition is fundamental to retaining employees. Here's how to build it into a business strategy for the future.

Britney Nguyen

To secure top talent in the 'Great Resignation' businesses and their leaders must rethink company culture

Lily Katzman

The workplace of the future is here. Experts explain how to remove friction from remote work and enable productivity.

Jennifer Ortakales Dawkins

SIGN UP NOW: How treating your workforce as an asset can unlock growth

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