Yet while more and more organisations are publicly supporting the importance of gender diversity, this research shows that they need to put their money where their mouth is and make sure their organisation puts policies in place to create and maintain
a gender diverse workforce.
We see the actions of countries, cultures and companies contributing to the building of a more
gender diverse workforce.
Employers need to recognise the commercial and societal benefits of a more
gender diverse workforce and prioritise actions that will improve gender diversity, not just for their own advantage but for the benefit of their community and country going forward.
Not exact matches
A company made up of employees from
diverse ethnic backgrounds, generations,
genders, races and religions (just to name a few) has more creative energy to harness than one with a more homogenized
workforce.
«If the diversity program is not effective in producing a
diverse racial,
gender, ethnic
workforce, then it's not worth the paper it's written on.»
A more
diverse workforce, in terms of not just
gender, but also sexuality and ethnicity, would lead to a wider array of ideas and inputs, not because women and minorities have better ideas but because they sometimes have different ones.
The report shows that DOJ lawyers are more
diverse by race, ethnicity and
gender than the overall legal
workforce.
As
workforces diversify (be it
gender, cultural background, age or disability diversity, or even diversity of thought), organisations will place diversity and cultural intelligence high on their HR agenda, in a bid to integrate
diverse workers and maintain productivity.