So often, diversity and inclusion (D&I) is viewed through the lens of what we see, with an emphasis on the dictionary meaning of diversity. The word inclusion is somehow missed or draws less attention. As we work to infuse D&I into Nielsen’s DNA, it is the inclusion of diverse ideas, experiences, backgrounds and cultural nuances that manifests the cultural change we are seeking. When we are inclusive of new, different, creative and innovative thoughts, the results are often incremental—staggering even. This is why diversity and inclusion is a global business imperative.
世界が変化し、人口動態が変化し、文化が交錯するにつれて、消費者にアピールする製品やサービスも変化している。つまり、そうした変化やシフトを理解することが、今日ほど重要な時代はないということだ。しかし、米国を拠点とする企業は、ニールセンについて 、米国外の消費者の変化をどのように理解すればよいのだろうか。耳を傾け、学ぶことである。それこそが、ニールセンがニールセンについて 各地域のニーズに合わせたグローバル戦略を構築する方法である。ニールセンはボーダレスなアプローチをとっています。
Putting “Inclusion” Back in D&I
パタゴニアが事業を展開するすべての国でこの戦略を実施するために、私たちはまず、それぞれの地域や国がダイバーシティの旅のどの段階にあるのかを知るためのフレームワークから始めます。そして、インクルージョンの実践を活性化し、インクルージョンの文化を促進するイニシアチブを支援するために、地域ごとに取り組んでいます。
The framework assesses where the region is on a journey beginning with awareness, discovery, understanding, integration and ultimately the realization of goals set along the way. 意識 may include understanding the legal implications for people with disabilities or the human rights concerns in a specific region; while discovery is a method we use to ensure “Managing an Inclusive Work Environment” training is delivered to all people managers by a local trainer who understands cultural distinctions. We are also in the process of investing in Unconscious Bias training around the globe.
There are different levels of understanding, as demonstrated by the number of active employee resource group (ERG) chapters in our global organization. Seventy percent of the more than 100 countries where Nielsen operates have at least one ERG. These voluntary organizations assist with recruitment, retention, professional development, community outreach, engagement and education.
A truly rewarding example of the value of D&I is when the integration of these practices has a direct impact on the performance of the overall business. Across Nielsen, we work to integrate our data and the insights of our diverse employees to help clients strategize and innovate—whether by engaging with clients to share insights on diverse consumers’ shopping behaviors, making marketing materials more culturally relevant or creating a new, profitable product tailored to a demographic. We know that innovation is core to meeting the needs of the increasingly diverse global population. At the point where consumers, community and superior results for our clients intersect, our global teams realize the importance of their D&I journey. A diverse team of employees who intimately understand and appreciate these populations and who feel their ideas will be heard is ‘the secret sauce’ needed to develop the products, services and marketing campaigns that will appeal to diverse consumers.
世界中で、多様な社員がテーブルにつくだけでは十分ではありません。新しいコンセプトの創造だけでなく、ニールセンと私たちがサービスを提供するクライアントがコストのかかる失策を避けるためにも、管理職には社員の発言を促し、その声やアイデアに耳を傾ける責任があります。
The Business Case for D&I
では、なぜ多様性のあるチームはより革新的なのか？なぜ彼らはより賢いのか？なぜ彼らは優れた成果を生み出すのか？2015年、マッキンゼーが英国、カナダ、中南米、米国の上場企業366社を対象に行った調査によると、男女の多様性が上位4分の1に入る企業は、財務リターンが業界の中央値を15％上回っていた。また、人種・民族の多様性で上位4分の1の企業は、業界中央値を上回るリターンを得る可能性が35％高いこともわかった。また、男女の多様性、人種・民族の多様性ともに下位4分の1の企業は、平均を上回る業績を達成する可能性が低いという逆の結果も出ている。
The findings of the study were the focus of a Harvard Business Review (HBR) report, “Why Diverse Teams are Smarter,” by David Rock and Heidi Grant. The report revealed that people with diverse backgrounds alter the behavior of a group by uncovering more facts and making fewer errors. The belief is that “diverse teams are more likely to constantly reexamine facts and remain objective.” Additionally, there is a belief that diverse teams process information more carefully and consider the perspective of an ‘outsider’ when making decisions.
Regarding innovation, in two other studies mentioned in the HBR report, from Spain and the U.K., companies with more women and businesses run by culturally diverse leadership teams are more likely to introduce new innovations than those with homogenous leadership teams. The report also notes that “creating a more diverse workplace will help to keep your team members’ biases in check and make them question their assumptions. At the same time, we need to make sure the organization has inclusive practices so that everyone feels they can be heard.”
As a measurement company, we felt a responsibility to ensure our clients understood—and were empowered to act on—the business imperative of D&I. So in 2016, we created and launched a Global Inclusion Council to bring together 25 leaders from around the globe to set targeted performance goals and business strategies regarding: pay equity, recruitment, promotional/lateral movement, engagement, onboarding, international assignments, etc. The cumulative goal is to cultivate an inclusive work environment that leverages our world-class data and stellar employees as a competitive advantage in support of our clients’ needs. The Council meets at least twice a year to brainstorm, strategize, review progress and set stretch goals. As a result of our first meeting, global market ambassadors are being selected to work with the D&I team to activate and accelerate the unique diversity journeys in each global market. Nielsen Global Inclusion Council members will serve two-year terms and will set targets for representation and movement.
Viewing D&I as borderless allows us to learn from each other, unlike the all too popular practice of simply exporting U.S. ideas and concepts abroad. We live the borderless D&I philosophy at Nielsen, and we’re excited that our eighth ERG was launched outside the U.S. Greater China created the N-GEN (Nielsen Generation) ERG, which seeks to bring together all generations—from Millennials to the Greater Generation—in order to exchange ideas, experiences and expertise while brainstorming ways to engage local employees to provide innovative solutions for both Nielsen and our clients. Since its launch, N-GEN chapters are growing in the U.S. and Europe, and already we’re learning so much about how to optimize the productivity of our increasingly multigenerational workforce.
今日のグローバル市場は、昨日とはまったく異なっている。私たち一人ひとりが、障害を克服し、より速く革新し、可能な限り無駄を省くことに挑戦している。共通点だけでなく相違点にも目を向けることで、あらゆるアイデアや視点を大切にすることができる。競争に打ち勝つためには、異なる考え方をし、別のアプローチを受け入れなければならない。思考の多様性とグローバルな視点を取り入れること、それこそがまさに「次の何か」を支える科学なのだ。
