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.
随着世界的变化、人口结构的变化和文化的交融，吸引消费者的产品和服务也在不断变化。这意味着，了解这些转变和变化从未像今天这样重要。但是，总部设在美国的公司应该如何了解美国以外不断变化的消费者呢？倾听和学习--这正是尼尔森根据每个国家的需求制定全球战略的方式。我们决定采取一种无国界的方法。
Putting “Inclusion” Back in D&I
为了在我们开展业务的所有国家实施这一战略，我们首先制定了一个框架，以了解每个地区或国家在其各自的多元化道路上所处的位置。然后，我们在当地开展工作，激活包容性实践，支持促进包容性文化的举措。
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. 认识 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.
在全球范围内，仅仅让多元化员工在会议桌前拥有一席之地是不够的，还必须鼓励他们在会议桌前发表意见。管理者有责任鼓励员工畅所欲言，然后倾听他们的声音和想法--这不仅有利于创造新概念，还能帮助尼尔森和我们所服务的客户避免代价高昂的失误。
The Business Case for D&I
那么，为什么多元化团队更具创新性？为什么他们更聪明？为什么他们能产生卓越的成果？2015 年，麦肯锡对英国、加拿大、拉丁美洲和美国的 366 家上市公司进行的一项研究发现，在性别多样性方面处于前四分之一的公司，其财务回报率比行业中位数高出 15%。研究还发现，种族/族裔多样性排名前四分之一的公司，其回报率高于行业中位数的可能性要高出 35%。研究还发现，反之亦然--在性别和种族/族裔多样性方面均处于后四分之一的公司不太可能取得高于平均水平的业绩。
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.
今天的全球市场与昨天大不相同。我们每个人都面临着挑战，需要克服障碍，加快创新，并尽可能减少浪费。求同存异可以让我们重视所有的想法和观点。要想在竞争中立于不败之地，我们必须以不同的方式思考问题，并接受其他方法。思想的多样性和全球视角的包容性，这才是下一步发展背后的真正科学。
