We know that diversity and inclusion are vital to a company’s long-term health and growth. The research is clear: diverse companies substantially outperform their non-diverse peers. And millennials, who are already a third of our workforce, expect us to get this right. As do our customers.
There is a compelling business case for diversity and inclusion – and it’s the right thing to do. All people on our planet want to feel that they matter. When they believe that’s true, the result is a whole lot of positive, creative energy.
We want people to think of Ecolab as a great place to work, for everyone – a place where all employees can learn and grow as they shape their careers, make an impact, and quickly see the importance of what they do. We’ve made attracting, retaining and developing talent (and by extension, diversity and inclusion) a central tenet of our strategic growth plan, and we reinforce our commitment with leaders and managers all the time.
In the last couple of years, we’ve picked up the pace significantly. Here are some of the tactics we’ve used in our journey that other companies can adopt in theirs:
Just like any company that’s been around for a long time, Ecolab has had to evolve as we’ve grown to stay competitive. So when people ask me how we’ve approached diversity and inclusion, I tell them we’ve been on the journey for a long time. We’ve learned a lot along the way, and we still have distance to travel.
That’s why I joined more than 450 other company leaders in signing a written commitment to advance workplace diversity, as part of the CEO Action for Diversity & Inclusion (CEO Action). Signing that pledge may seem like a bold declaration or a new beginning of some kind, but it’s actually reinforced our longstanding belief that the best teams ― the ones that win our customers’ business over and over and drive ongoing innovation ― must be diverse and inclusive.
I’m proud of the work we’re doing, and I’m eager to see what our diverse teams will accomplish in the months and years ahead, as we strive together to make the world cleaner, safer and healthier.
By: Douglas M. Baker
Source: Huffington Post
“My biggest mistake is not recognizing the power of compounding and the ability for it to build wealth, and therefore, not investing early enough,” she says. “To me, if there is one thing that can change our society, our economy, and the world, it is getting more money in the hands of women.
Indigenous Americans make up less than 1% of board members for major, publicly traded businesses, according to DiversIQ analysis. Only five people among the 5,537 board members for the S&P 500 identify as fully or partially American Indian or Alaska Native.
These three questions can not only play a pivotal role in strengthening an organization’s DEI culture; they can also serve as team-building exercise. The process of evaluating one’s understanding of DEI principles promotes open discussions, knowledge sharing, and alignment within the team.