Innovation & Productivity • Explain to leadership that a growth mindset encourages experimentation and learning from failures, leading to more creative solutions. • Demonstrate how diverse teams with inclusive dynamics are more likely to generate innovative ideas and problem- solving approaches. • More diverse companies are 70% more likely to capture new markets. (Source) • Use examples of organizations, such as Microsoft, Apple, and Google, that have experienced increased productivity and efficiency due to fostering a culture of learning and inclusivity. Give examples from companies that one's firm respects and admires. Utilize the stats on page 12 of this document to support this argument. Competitive Edge and Reputation In recent years, there has been a noticeable shift in the Architecture, Engineering, and Construction (AEC) industry towards embracing diversity and inclusion as a strategic imperative rather than just a moral obligation. Organizations that recognize and actively pursue diversity and inclusion initiatives are positioning themselves as leaders in their field. This is a shift in the AEC industry, if you are not in front of it you are behind it. "Having a diverse and inclusive organization is not "just the right thing" to do but also is a competitive business advantage. Diversity and Inclusion have a significant impact on your organization." - Autodesk University When presenting this information, remember to customize the data and examples to align with the organization's industry, size, and specific goals. Use concrete data and case studies to support points and demonstrate the potential value of embracing a growth mindset and DEI for the organization's long-term success. Additionally, be prepared to answer any questions or concerns that leaders may have and offer a clear action plan for the implementation and measurement of progress. Giving leadership tangible DEI metrics will solidify the data and provide a scientifically driven approach to the presentation. Below are a couple of DEI metrics that can be used as a starting point: ATTRITION Firms can track both voluntary and involuntary employee departures and assess if there is a disproportionate amount of underrepresented groups either being let go or leaving compared to industry standards. Conduct exist interviews to determine the reason for employee departure. Attrition is an indicator of whether a firm may have a systemic bias. (Source) PERFORMANCE Many AEC firms carry out performance assessments that appraise employees using a scoring framework. Management has the capacity to assess these scores across different groups. An indicative flag of bias within the performance review procedure arises when there is a discernible discrepancy: a particular group consistently garners notably higher or lower performance scores compared to their overall representation. (Source)
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