在全球范围内，消费者正变得越来越多样化。这种人口结构的变化使得我们的客户所处的世界--提供吸引不同消费者的产品和服务，并在他们所使用的媒介上创造内容--成为一个马赛克。为了让企业对当今的消费者有一个清晰的认识，我们尼尔森需要能够了解消费者偏好的细微差别，并对消费者的购买、观看和收听决策提供洞察。
首先，我们要雇用一支能够反映我们在全球 106 个社区开展业务的多样性的员工队伍，涵盖我们组织内的各个层级和所有业务部门。但仅仅体现这种多样性是不够的。
在尼尔森，我们重视差异；我们的整个业务都建立在对所有消费者进行测量的基础之上--测量我们的相同点和不同点。正是由于我们的差异，我们的测量必须具有包容性。我们必须承认、尊重和包容不同的思想、观点、想法和见解，这样我们的测量才会准确，才能真正反映整个市场。
包容性是仅仅在餐桌上拥有一席之地（多样性）与在餐桌上拥有公认的发言权之间的区别。作为一家全球测量和数据分析公司，我们为全球消费者提供最全面、最可信赖的信息，因此，我们必须正确对待多样性和包容性问题。
我们有幸拥有一位首席执行官米奇-巴恩斯（Mitch Barns），他的信条是："多元化和包容性对尼尔森的发展、实力和创新能力至关重要。由于他以身作则，我们的其他领导也纷纷效仿，将多元化和包容性视为我们整体战略的关键运营理念，使我们受益匪浅。
For more than 13 years, Nielsen has been on a journey to further it’s diversity and inclusion initiatives. Over the last few years, we have leveraged best practices, listened to our creative associates, designed programs to develop top talent, increased thought leadership initiatives to share diverse insights and strived to learn and make improvements along the way. Because our business is rooted in helping clients better understand the science behind what’s next, we are now sharing what we are learning about diversity and inclusion in our third-annual Diversity & Inclusion Annual Report to pay it forward and help shape what’s next in the world of business via more diverse, equitable and inclusive practices, policies and procedures.
Sharing this information is also personal for me. When I accepted my first position with the Diversity & Inclusion team after more than 17 years in 业务, I was astounded by this welcoming, accommodating and willing-to-share community of diversity and inclusion professionals. I want Nielsen to pay it forward and likewise share our information. I particularly want to share those programs that I believe have been the catalyst to our leaderships’ understanding, engagement and ultimate endorsement of diversity and inclusion at Nielsen.
培养我们的多元化领导力
Our Diverse Leadership Network is a 15-month internal “mini-MBA” program that allows us to grow talent from within. The program has participation goals by race and gender, with 25% representation from African American, Hispanic, Asian and White associates and at least 50% female participation. We give participants visibility, access and opportunity through experiential learning, faculty workshops, curriculum exploration and coaching for the entire program duration.
The program results speak for themselves. More than 60% of Diverse Leadership Network graduates have received promotions, with 20% advancing to a VP or general manager level. And they’re 30% more likely to remain with Nielsen than other employees. If you are looking to hire top talent, we’ve found that you may need “look no further than your own backyard.”
发展我们的员工资源小组
Our employee resource groups (ERGs) have also played a crucial role in sourcing top talent and creating a sense of community for our diverse workforce. Our employees volunteer their time, energy, creativity and ingenuity to these organizations. And we’re proud to share that, thanks to their efforts, we have at least
By growing ERG and ERG ally participation and constantly examining and enhancing benefits championed by our employees, we have improved our outreach to differently-abled 和 LGBT+ associates. We have achieved a Corporate Equality Index score of 100 for the last five years with the Human Rights Campaign, and we have earned a 90% Disability Equality Index score the last two years from USBLN. Our Women in Nielsen ERG has also grown exponentially and opened the door to partnerships with such organizations as NEW (Network of Executive Women) and the LEAD Network (Leading Executives Advancing Diversity). As a result of our global efforts, Nielsen has been recognized in the U.K. and 印度 for diversity initiatives focused on advancing women and in 墨西哥 for the equivalent recognition to the HRC Corporate Equality Index.
倾听员工心声
By listening to our employees, Nielsen found itself ahead of the times as it relates to inclusion with the LGBT+ community. Long before marriage equality was a reality in the U.S., Nielsen stood in support alongside our LGBT+ associates by offering partner benefits to associates in relationships strictly on the honor system.
Two years ago, we listened to non-verbal queues as we identified a retention issue amongst African American associates. As a result, Nielsen’s CFO Jamere Jackson and I sponsored a two-day professional development forum for Black associates—the first event of its kind in our history. We followed suit with a Hispanic Employee Form last year in Fort Lauderdale to provide a leadership development opportunity to another subset of employees in an effort to retain and invest in our top talent.
我们已经看到了举办员工论坛的好处，员工可以通过论坛与高层领导接触，建立联系，了解关键业务战略，并庆祝不同的文化和历史。我们的员工留任率因此得到提高，参加论坛的非裔员工留任率提高了 12%，西班牙裔员工留任率提高了 18%。今年计划举办一次亚裔员工论坛。
多年来，我们认识到，取得进步的道路有很多条。与其他公司类似，我们的一些举措最初也是在逆境中产生的。我们一路走来的高点坚定了我们对这些努力的承诺，而低点则让我们大开眼界，改变了我们对未来多元化和包容性的看法。
Today, we know that diversity is not limited to only what you see. Diversity is a combination of skills, experiences, talents, cultural backgrounds and nuances. We define inclusion as leveraging our differences to deliver superior results for our clients, recognizing fully that diverse teams lead to better outcomes. That’s what you get when you give employees not only a seat at the table but a voice as well. In an increasingly diverse world where representation matters, those diverse voices make it possible for Nielsen to explain the science behind what’s next.
For more information about Nielsen’s Diversity & Inclusion efforts, please download the 2017 Nielsen Diversity & Inclusion Report.
