MEASURING THE IMPACT OF YOUR D&I STRATEGY...Innovation is a big part of thejourney Burka/Hijab...
Transcript of MEASURING THE IMPACT OF YOUR D&I STRATEGY...Innovation is a big part of thejourney Burka/Hijab...
▪ A bit about Murphy
▪ Diversity and Inclusion Strategy
▪ Measuring the Strategic Impact
▪ Results and Practical
Suggestions
In the next 30mins…
One Murphy. One team. One family
Our purpose is to improve lives by delivering world-class infrastructure. We do this by achieving operational
excellence through our strategic drivers and focus on project delivery
Together, we work as ‘One Murphy’ by directly delivering the people,
plant and expertise needed to make projects a success
FAMILY OWNED
PURPOSE & FOCUS
ONE MURPHYJ. Murphy & Sons Limited is a
leading global, specialist engineering and construction company founded in 1951 and still 100% family owned
Operating in a sector where challenges around diversity have existed for a number of years
Many projects in difficult locations/conditions, recruitment challenges, access, working patterns
Industry not always attractive to under represented groups
Industry historically traditional in its thinking –e.g. around recruitment
Where to start
Where to start
• Sector skills shortage for foreseeable future
• Employee not necessarily happy: 1 in 2 did not feel respected by their line manager, 24% churn rate
• Many companies setting targets and/or running various initiatives – need to find solutions to make D&I part of business as usual
• SOLUTIONS ARE MORE SUSTAINABLE – INITIATIVES TEND TO HAVE A LIFESPAN
• THIS IS ABOUT CHANGING CULTURE
The strategy
▪ Challenge traditional thinking and behaviours
▪ Commitment from senior leaders
▪ Have a clear strategy based on facts
▪ Start simple - introducing or updating existing policies e.g. inclusive language, family-friendly job adverts
▪ Be more innovative e.g. in recruitment (returnship programme)
▪ Remove cultural barriers e.g. flexible working
▪ No targets but regular monitoring of progress
▪ This can’t be an HR initiative – other ambassadors e.g. FIR
▪ Think wider than just your current employees : current, potential, communities you work in
Long term culture change
The strategy
The different strands of diversity
▪ New partnerships to access untapped talent pools e.g. Business Disability Forum, Crisis, Women into Construction
▪ Specialised regional and national opportunities –Moving on up (London), Buildforce
▪ Specific campaigns for better inclusion and retention – e.g. autism awareness, women into construction, becoming more family friendly
▪ Creation of social enterprises – leaving a long term legacy
▪ Get employees involved in sharing their stories
The legal and objective perspective
Equal Opportunities Monitoring
The Equality Act 2010
9 protected characteristics:
1. Age
2. Disability
3. Gender
4. Marriage or Civil Partnership
5. Pregnancy and maternity
6. Race
7. Religion or Belief
8. Sex
9. Sexual Orientation
Measuring diversity and inclusion
“Diversity is not a programme to complete. It is a process of systemic organisational change.
It’s not about counting heads, but about making heads count, not about representation but about utilisation. It’s not something to be
finished. It’s an on-going aspect of organisational behaviour. The real value from diversity is using differences to the company’s advantage. It’s not about having the company look different but having it work
better.”
(Hubbard 2004)
Measuring diversity and inclusion
Food for thought
There’s only a skills shortage if you choose to make one
It’s inclusion that drives diversity, not the other way around. It’s culture that determines the diversity numbers. You can’t fix culture, you have to build it
What is your ‘formal’ people data telling you Applicant profiles from key recruitment sources
Info and trends from your equal opportunities monitoring
Candidate feedback
Are there internal areas of good practice?
Are your policies and programmes inclusive and easily understood by all?
How many people have a flexible/agile working arrangement (and is it encouraged?)
Issues raised? Proactive resolutions?
What targeted support do you have for key employee groups and what is the feedback?
Do people see senior management commitment?
Measurements of your D&I Strategy
Understand the power of the ‘informal’ measures
Progression: how are people ‘like me’ doing
How many women and other groups are represented at all levels?
Do you ask in your employee survey if people feel included and respected?
Power of role models: women, transgender, non-white ethnic groups in senior roles? Working flexibly?
Have there been any innovative ideas raised to improve D&I in the workplace with encouragement?
External perception of your business on D&I
Measurements of your D&I Strategy
The measurements
• 200 applications
• 74% of applications BAME
• Application gender split 50/50 male and female
LMJV
90 ex offenders
13 homeless
47% female
16% BAME
10% disabled
International DI standard
62%Had flexible/agile working arrangements
38%Increase in applications for roles with flexibility(over the last twoyears)
EDI embedded in the strategic business plans for the next 5 years: a huge shift culturally
A returnshipprogramme
The measurements
FIR Commitments
Behaviours measured
Reward links
All recruitment agencies required to undertake Murphy FIR training
Community & Supply Chain- Sign up to our values- Social inclusion- Local employment- Reflect where we work
Huge focus on
mental health –
support and
inclusivity in the
workplaceTrained mental
health first aiders
250
90%
of employees believed
Health, Safety and
Wellbeing was priority
recommended as an
employer95%
99%
felt respected by
their line manager
Innovation is a big part of the journey
Burka/Hijab Friendly PPE and faith appropriate maternity wear
Feminine Hygiene Packs
Measuring the impact of your D&I strategy depends on strategy you have
Are you aiming for particular targets or a culture change?
Will just setting targets drive the right behaviours?
Is there a mechanism in place to monitor continuous improvement?
This can’t be an HR initiative or rely on HR measures
Think internal and external impact
Strongest measures are your cultural indicators
SUMMARY MESSAGES