Diversity in organizations is important. In light of globalization, working life has become more and more colorful and multi-faceted. Qualified employees move from country to country, corporations merge and become more international. The promotion of diversity is not yet an everyday reality in many organizations. It fails due to the leadership behavior of individuals, corporate culture or HR strategies.
Diversity management as a concept of corporate management has set itself the goal of using the diverse competencies and talents of employees with different ethnic or social backgrounds in the organization in a beneficial way. It is therefore not just a matter of merely tolerating being different or preventing discrimination against minorities, but of consciously using the potential and innovative problem-solving skills that arise from the cooperation of people with a heterogeneous wealth of experience. Diversity management refers to all externally perceivable differences such as ethnicity, gender, age or disability, but also partly to less obvious differences such as religion, sexual orientation and knowledge.
Both diversity and inclusion are important for organizations when they try to do the right thing, avoid legal action and achieve important business results. The Roland Berger study “Dreamteam instead of quotas” (2011) found that German companies could save around EUR 21 billion per year by systematically investing in measures that promote diversity and inclusion. Diversity can help improve access to lucrative international markets; DAX 30 companies generate more than 70% of their revenues abroad. Even if there were no ethical imperative or the risk of legal disputes, companies still benefit economically to a large extent by creating diverse jobs. It is estimated that the economic success of organizations with a higher degree of gender diversity can be up to 58% higher than that of companies in which women are not represented.
The positive effect does not end there. Organizations with more diversity and inclusion (D&I) practices tend to have lower absenteeism and turnover rates and higher levels of organizational innovation and performance. But even with these remarkable results, many employees still say that their organizations are not doing enough to create an inclusive environment.
How do Hogan Assessments support the achievement of diversity objectives?
There are good reasons to make Hogan Personality Assessments an important part of diversity management:
First, personality assessments support fairness in the selection of employees. Personality is a strong predictor of workplace performance without creating meaningful subgroup differences. This means that Hogan Assessments can help to identify the best talents without discriminating against any one group, thus maintaining diversity in the applicant pools. Contrary to a widespread misconception, the inclusion of personality traits for selection does not lead to a composition of the workforce with the same personality profile. With Hogan, it is possible to create job profiles that are specific to each job and would vary from job to job within the same company.
Second, Hogan Assessments can be used to identify and develop leaders who promote diversity and inclusion.
Hogan Personality Inventories predict behaviors of leaders that support diversity and inclusion, such as
- to address discrimination and prejudice;
- to establish good relations with a large number of people;
- show respect, tolerance and open-mindedness;
- to respect other people’s views and show appreciation for different perspectives;
- show sensitivity to issues related to diversity and culture;
- express sensitivity to the needs of others.
The Hogan dimensions of Adjustment, Interpersonal Sensitivity, Prudence and Altruistic have positive relationships with behaviors that correlate with diversity and participation. In addition, Excitable, Skeptical, Bold, Mischievous, Recognition and Power tend to have a negative impact on D&I behavior. This suggests that people who are optimistic, perceptive, warm, conscientious, tolerant, open-minded, non-defensive, trusting, humble, honest, compassionate, and intent on helping others will work to promote an inclusive environment, regardless of race, age, gender, background, or ideas.
Diversity management must of course be considered in the overall global context of the organizational culture. Hogan Assessments can be effective as follows:
- Using the Hogan Personality Inventory (HPI), the Hogan Development Survey (HDS) and the Motives, Values & Preferences Inventory (MVPI) in the selection and development of employees increases diversity, ensures the recruitment of qualified candidates and promotes fairness in the recruitment process. The use of non-discriminatory assessments will lead to greater diversity at all levels.
- The selection and development of managers based on potential, risks and values increases their strategic self-awareness and likelihood of creating a diverse and inclusive environment.
- In addition, feedback on Hogan’s core assessments will make unconscious biases that can interfere with D&I efforts transparent.
We at RELEVANT have been using Hogan Assessments every day for years in the selection and development of people. Hogan is the world’s leading provider of research-based assessment solutions. RELEVANT helps companies use their personality diagnostics to reduce turnover and increase productivity by hiring the right people, developing key talent and identifying leadership potential. Talk to us. We are only an e-mail or a phone call away.
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