SIG Summit讨论了为什么在或有劳动力中的多样性和包容性

现在比以往任何时候都更多，社会景观和Covid-19大流行是重要讨论的最前沿。公司正在寻求增加节省成本的采购功能，但也深入了解人员 - 包括队伍劳动力。

Attendees at the 59th Global Executive SIG Summit learned the important influence of diversity and inclusion during a session titled “Workplace Diversity and the Contingent Workforce: What You Can Do Now withBeeline。“劳动力多样性在于跨行业和世界的企业越来越重要。

Beeline的Jameel Mayers，一名高级项目经理和Brian Hoffmeyer，SVP的市场策略，加入了SIG CEO黎明Tiura，讨论了多样性和纳入于劳动力的劳动力。

An industry that is complete with gig or contract workers, diversity and inclusion is an interesting look into the contingent workforce services market. COVID-19 has only exacerbated the need for gig workers.

Tiura说，凭借更多来自家的人，多元化的团队甚至更加重要，因为这是公司有完全交际经验的必要条件。随着公司已经下岗的全职员工，他们可能会转向演出的经济以实现项目需求。

The U.S. Bureau of Labor Statistics estimated in 2017 that美国5500万人是GIG工人，妥协了约34％的劳动力。该数字预计将在2020年成为43％，并且在Covid-19对传统工作环境的压力可能更高。

这些数字表明需要对特遣队劳动力及其多样性/纳入实践进行审批审查。SIG Summit讨论旨在提供采购专业人员，具有有形信息和提示，用于增加多样性和纳入劳动力的概况。

定义多样性和包容性

But how do you really define diversity? Mayers identified two kinds, including inherent diversity — traits you are born with like gender and ethnicity — and acquired diversity — traits you gain from experience, such as appreciating cultural differences after working in another country.

包含是创造一个工作场所的机会，其中许多人的文化有机会在桌子上座位。一个组织庆祝和促进尊重各种人才，信仰，背景和其劳动力的方式的文化。

“要包含在特定的圆桌会议中，是多样性的关键，”Mayers说。“如果你只有一个视角，因为每个人都来自某个地区，你就可以在能够创新和向前发展。”

Hoffmeyer pointed out that historically the contingent workforce has been left out of many company considerations across functions — from fun company team-bonding to diversity initiatives. But, it is critical that companies begin to consider the contingent workforce in diversity efforts because they hold such a big role today.

多样性和纳入劳动力的福利

多样性不仅仅是正确的事情。这是组织决策，创新和底线的关键因素。

“多元化的团队表现得更好，”Hoffmeyer说。“他们创造了更好的公司性能，创新，更好的财务表现。所有这些事情。因此，我们所有人都必须共同努力，以驾驶多样性。不仅是因为它是正确的事情，而且因为它会推动更好的性能并提升我们的程序。“

Hoffmeyer shared research from McKinsey & Co. that found companies with diverse teams see 35% better performance, 87% better decision making and 40% higher revenue than non-diverse companies.

多样性allows different perspectives, increased creativity and reduced turnover. Not only can diverse organizations see higher profits, but the atmosphere and culture of allowing individuals to be their true selves can lead to higher employee engagement and a better company reputation.

我们怎么到那里?

Mayers said the start of promoting more diversity in the workplace is holding conversations.

但它不是一个尺寸适合 - 全部修复。Hoffmeyer指出，供应商多样性与人才或劳动力多样性不同。

虽然两者都同样重要，但持有不同的供应商基地并没有自动意味着他们正在提供各种人才。Hoffmeyer表示，公司必须在其链中查看和衡量多样性 - 供应商，或有员工和高管。

“考虑你作为雇主的品牌，”Hoffmeyer说。“您作为全职和职有工人的雇主的品牌。每个人都关心它。他们希望与符合其价值观的公司相关联。我们将继续在偶然劳动力的历史上继续持续的旅程将有助于提高您品牌的可取性。“

Mayers为组织共享特定提示，以便在探索多样性和包含在其队伍劳动力的多样性和包容性时：

• Make the business case for contingent diversity and inclusion
• 创建偶然的多样性/包含基础架构
• Track and manage spend/supplier diversity
• 想想提高供应商多样性的独特方式：导师供应商，使用不同尺寸，所有权结构
• Share constant communication: Make people feel comfortable to share information with you

Hoffmeyer说：“开始这一点永远不会太晚。”虽然许多人可能认为他们在曲线后面，但他鼓励专业人士继续新的努力，以更加多样化和包容。

A well-managed contingent workforce program can make a quick and positive impact on a company’s diversity goals, even faster than you can through full-time workers given the nature of contingent workforce assignments. Using contingent labor to attain talent agility, with talent that’s not part of the core employee structure, may in fact be the outside resources needed to drive innovation in an organization today.

More coverage: Spend Matters attended last week's online SIG Summit, learning and sharing key insights into the world of procurement.