of CEOs whose organisations have a diversity and inclusiveness strategy say it's enhanced performance
Talent diversity and inclusiveness are no longer seen as ‘soft’ issues, but rather as crucial competitive capabilities. Of the CEOs whose companies have a formal diversity and inclusiveness strategy, 85% think it’s improved the bottom line. And they also see such strategies as benefiting innovation, collaboration, customer satisfaction, emerging customer needs and the ability to benefit technology.
CEOs are looking for the right mix of talent. Having people who can think and work in highly different ways is crucial in a competitive environment where companies need to apply their capabilities in more innovative ways, partner successfully and harness technology effectively. 81% of CEOs say their organisations are now looking for a much broader range of skills than in the past. And to find the skills they need, companies are searching in many more places - 78% of CEOs say their business always uses multiple channels to recruit, while 71% say they actively search for talent in different geographies, industries and demographic segments. Nurturing adaptable talent is also important: 81% of CEOs say that their business always looks to equip employees with new skills.
There’s still a great deal of work to be done. Companies are going to require people who are different across dimensions like gender, age and race, as well as those who are in different situations in life, those with different experiences and perspectives. Three in ten CEOs say their organisations don’t have a strategy to promote diversity and inclusiveness, though 13% say there are plans to adopt one. Yet formal strategies can help to broaden the mix of talent; CEOs who do have such strategies in place are more likely than those who don’t to hire in different markets, industries and demographic segments, use different recruitment channels, search for a wider range of skills, and equip employees with new skills.