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.
세상이 변화하고 인구 통계가 바뀌고 문화가 얽히면서 소비자들에게 어필하는 제품과 서비스도 변화하고 있습니다. 즉, 이러한 변화와 변화를 이해하는 것이 그 어느 때보다 중요해졌습니다. 그렇다면 미국에 기반을 둔 기업이 미국 이외의 지역에서 변화하는 소비자를 이해하려면 어떻게 해야 할까요? 바로 닐슨이 각 현지 국가의 니즈에 맞는 글로벌 전략을 수립하는 방법인 경청과 학습입니다. 우리는 확실히 국경 없는 접근 방식을 취했습니다.
Putting “Inclusion” Back in D&I
Facebook이 사업을 운영하는 모든 국가에서 이 전략을 실행하기 위해 먼저 각 지역 또는 국가의 다양성 여정을 파악하기 위한 프레임워크부터 시작합니다. 그런 다음 현지에서 포용성 관행을 활성화하고 포용성 문화를 발전시키는 이니셔티브를 지원하기 위해 노력합니다.
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. 인지도 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.
전 세계적으로 다양한 직원들이 테이블에 앉는 것만으로는 충분하지 않으며, 이들이 테이블에서 목소리를 낼 수 있도록 장려해야 합니다. 관리자는 새로운 개념의 창출뿐만 아니라 닐슨과 우리가 서비스를 제공하는 고객들이 비용이 많이 드는 실수를 피할 수 있도록 직원들이 발언하도록 장려하고 그러한 목소리와 아이디어에 귀를 기울여야 할 책임이 있습니다.
The Business Case for D&I
그렇다면 다양한 팀이 더 혁신적인 이유는 무엇일까요? 왜 더 똑똑할까요? 왜 더 우수한 성과를 낼까요? 2015년 영국, 캐나다, 라틴 아메리카, 미국의 366개 상장 기업을 대상으로 한 McKinsey의 연구에 따르면 성별 다양성 상위 사분위수에 속한 기업의 재무 수익률이 업계 평균보다 15% 높은 것으로 나타났습니다. 또한 인종/민족 다양성 상위 사분위수에 속한 기업의 수익률이 업계 중앙값보다 35% 더 높은 것으로 나타났습니다. 연구에 따르면 성별 및 인종/민족 다양성 모두에서 하위 사분위수에 속하는 기업은 평균 이상의 성과를 달성할 가능성이 낮다는 사실도 밝혀졌습니다.
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.
오늘날의 글로벌 시장은 어제의 시장과는 상당히 다릅니다. 우리 각자는 장애물을 극복하고, 더 빠르게 혁신하며, 가능한 한 낭비를 최소화해야 하는 과제를 안고 있습니다. 서로의 유사점뿐만 아니라 차이점에 기대면 모든 아이디어와 관점을 소중히 여길 수 있습니다. 경쟁하기 위해서는 다르게 생각하고 다른 접근 방식을 수용해야 합니다. 생각의 다양성과 글로벌 관점의 포용, 이것이 바로 미래를 위한 진정한 과학입니다.
