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.
À medida que o mundo muda, que a demografia muda, que as culturas se entrelaçam, os produtos e serviços que atraem os consumidores também estão mudando. Isso significa que entender essas mudanças e alterações nunca foi tão importante quanto hoje. Mas como uma empresa sediada nos EUA deve fazer para entender as mudanças do consumidor fora dos EUA? Ouvindo e aprendendo - e é exatamente assim que a Nielsen elabora uma estratégia global adaptada às necessidades de cada país local. Decididamente, adotamos uma abordagem sem fronteiras.
Putting “Inclusion” Back in D&I
Para implementar essa estratégia em todos os países em que operamos, começamos com uma estrutura para saber onde cada região ou país se encontra em sua jornada individual de diversidade. Em seguida, trabalhamos localmente para ativar práticas de inclusão e apoiar iniciativas que promovam uma cultura de inclusão.
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. Conscientização 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.
Em todo o mundo, não basta que os diversos funcionários tenham um lugar à mesa; eles devem ser incentivados a ter uma voz à mesa. Cabe aos gerentes incentivar os associados a se manifestarem e, em seguida, ouvir essas vozes e ideias - não apenas para a criação de novos conceitos, mas também para ajudar a Nielsen e os clientes que atendemos a evitar erros dispendiosos.
The Business Case for D&I
Então, por que as equipes diversificadas são mais inovadoras? Por que elas são mais inteligentes? Por que elas produzem resultados superiores? Em 2015, um estudo da McKinsey com 366 empresas de capital aberto no Reino Unido, Canadá, América Latina e EUA constatou que as empresas no quartil superior em termos de diversidade de gênero tiveram retornos financeiros 15% acima da mediana do setor. O estudo também constatou que as empresas no quartil superior em termos de diversidade racial/étnica tinham 35% mais chances de obter retornos acima da mediana do setor. De acordo com o estudo, o inverso também é verdadeiro - as empresas no quartil inferior em relação à diversidade de gênero e racial/étnica têm menos probabilidade de obter resultados acima da média.
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.
O mercado global de hoje é bem diferente do de ontem. Cada um de nós é desafiado a superar obstáculos, a inovar mais rapidamente e a fazer isso com o mínimo de desperdício possível. Aproveitar nossas diferenças, bem como nossas semelhanças, nos permite valorizar todas as ideias e perspectivas. Para competir, precisamos pensar de forma diferente e adotar abordagens alternativas. A diversidade de pensamento e a inclusão de perspectivas globais são, de fato, a ciência por trás do que está por vir.
