Diversity and inclusion: A formula for success

Changing demographics are significantly impacting the workforce. People are living longer and working older; many employers now have five generations to motivate and manage; and the global movement of people is evolving available talent pools. In this changing environment, cultivating a diverse and inclusive approach to talent is more critical than ever.

We believe businesses have a responsibility to enable all people to participate in the workplace and achieve their potential. Fostering a diverse inclusive workplace can bring a number of benefits – from the ability to adapt more easily to shifting market and consumer demands, to allowing organisations to deliver a broader range of services, harnessing the wide collection of skills and experiences they have within their company.

Diverse working environments have also been proven to increase business performance. Research found that organisations with inclusive cultures have 39% higher customer satisfaction, 22% greater productivity and 27% higher profitability than those that are not inclusive. It is not just the right thing to do – it makes clear business sense.

Practising what we preach

At ManpowerGroup, our Sustainability Plan is built around learnability and employability. We help people to nurture their desire and ability to develop in-demand skills, so they remain employable for the long-term. This enables us to get people ready for work, help them stay relevant by skilling up and improve diversity in integrated and inclusive workplaces.

We practice what we preach, too. One of the ways we’re building integrated and inclusive workplaces is through our support of the Armed Forces, Reserves, Veterans, and their families.

We’ve been a strong supporter of the defence community for many years. Through the Career Transition Partnership (CTP), we have supported over 180,000 veterans return to civilian life – identifying their transferable skills, developing tactics for approaching the job market, and providing training to help them upskill, reskill or adapt their service qualifications to civilian life.

For example, most military drivers don’t have the qualifications needed to drive commercially. So we provide conversion training to help them achieve the relevant qualifications, supporting Royal Logistics Corps personnel to find work opportunities and begin the next chapter of their career.

Our approach is working. Over 90% of all Service Leavers transitioning via the CTP are settled into a new civilian job role within six months. The partnership was recently extended for a further six years and now applies to Early Service Leavers too, whether they have served for six weeks or six years.

In recognition of our support of the Armed Forces, ManpowerGroup is one of just 33 organisations that have just been honoured with a Gold Award from the Military of Defence as part of their 2017 Employer Recognition Scheme. This is the highest award available to those who have signed the Armed Forces Covenant, and we’re the only employment services company to receive this award this year.

We’re very honoured to achieve ERS Gold Award status. We value the work of all members of the armed forces and recognise their commitment and the sacrifices that their families also make. In fact, we count many former serving members, including the wounded and sick, and Reserves as ManpowerGroup employees, and we benefit from their skills and capabilities. Last year we received the Silver Award from the Military of Defence; to win this Gold Award so soon is testament to the great work so many people in our business deliver.

Working towards an inclusive future

An inclusive culture is about more than just policies – it’s about making genuine changes to how the company operates. It is essential that all organisations create an environment where talent from all backgrounds can thrive and feel comfortable, so they can advance their careers and your business.

We recognise that there is no ‘quick-fix’ response to getting this right. Attracting, advancing, developing, engaging and retaining a diversity of talent while fostering an inclusive culture – one where difference is valued and embraced – is not easy. But we hope that other businesses can learn from what we are doing, and implement a similar integrated approach to talent within their own organisations.

For more information on how ManpowerGroup is doing well by doing good, download our latest Sustainability Report.