【HR术语】多元化管理的含义是什么？（What is the meaning of diversity management?）
多元化管理的含义是什么？
多元化管理是一种组织流程，用于促进工作场所的多元化和包容性。这一过程涉及在招聘、管理、培训等方面实施政策和战略。多元化管理的目标是促进公平和平等，发挥多元化组织的优势。
多元化管理有哪些类型？
多元化管理有两种类型：
国内多元化管理： 这是指在一个国家范围内管理员工队伍，为少数群体和新移民提供机会。
跨国多样性管理： 也称为国际多元化管理，指管理由来自不同国家的公民组成的员工队伍，要求组织考虑其运营所在国家的法律、习俗和文化。
人力资源领导者为什么要关注多元化管理？
研究一再表明，多元化是企业的重要资产。被认为更具多样性和包容性的公司，其业绩超过竞争对手的可能性要高出 35%，成为创新领导者的可能性要高出 1.7 倍。当多元化深入管理层时，其回报是收入增加 19%。
为什么会出现这种情况？更多元化的员工队伍拥有更广泛的背景、技能和专业领域，这意味着他们可以带来更多更创新的想法。
重视多样性和包容性的组织还能吸引更多的求职者： Glassdoor 的一项调查显示，76% 的人表示，在评估公司和工作机会时，多元化的员工队伍是一个重要因素。
人力资源领导者如何才能在多元化管理方面取得成功？
实现多元化员工队伍的第一步是聘用来自不同背景的员工。这意味着要制定包容性的招聘和录用方法，例如:
通过非传统人才库进行招聘
实施反歧视的招聘程序，如匿名能力测试
不寻求填补招聘配额，因为配额无法解决无意识偏见的问题
但多元化管理不仅仅局限于招聘。它从组织文化、价值观和领导者的根基开始，涉及公司的方方面面。这意味着:
董事会、首席执行官和其他高层领导的承诺
为有关多元化和包容性的公开、诚实、有时甚至是艰难的对话提供一个安全的空间
对所有团队成员进行强制性的多元化和包容性培训
工作中的多元化管理面临哪些挑战？
虽然多元化管理至关重要，但也很难做好，因为它涉及敏感问题和更大的系统性问题。工作场所多元化管理面临的挑战包括：
唯我独尊： 拥有一支多元化员工队伍的愿望可能会导致被误导的人力资源领导者在人才管理中采取 "象征性 "做法，即公司根据员工的身份而不是他们的优点来聘用和提拔员工，这就失去了多元化管理的意义。
人际冲突： 由于组织中的人员来自不同的背景，有着不同的生活经历和观点，多元化的员工队伍有可能造成人与人之间的分歧和冲突，这就需要谨慎的管理以及高度的同理心和包容心。
合作与沟通方面的挑战： 拥有一支多元化的员工队伍的部分原因是他们的工作和沟通方式各不相同，因此促进有效合作成为关键所在
有哪些多元化管理最佳实践？
可以帮助人力资源领导者进行劳动力多元化管理的一些技巧包括：
注重归属感。仅仅招聘多元化的员工是不够的。一旦你把员工招进来，你就有责任满足他们的需求，并提供积极的员工体验。这就需要积极为边缘化个人创造空间，让他们畅所欲言，创建社区，并就他们在贵公司的实际体验进行有意义的对话。
超越招聘： 多元化管理不仅仅是实现员工队伍的多元化。将目光从招聘转向整个员工生命周期，在绩效考核、职业晋升、奖励和表彰等方面致力于包容性实践。
将同理心放在首位。富于同理心的领导力能带来更多的信任、透明度和参与度，50% 的人在与富于同理心的领导者共事时，工作场所的包容性会更高。
如何设定多元化管理的目标和指标？
多元化管理计划可以是定性的，但通过目标和指标跟踪其成功与否同样重要。需要跟踪的一些有用的多元化管理关键绩效指标包括：
整个组织的多样性
求职者人口统计
不同员工群体的留任率和流失率
员工净促进得分
晋升和晋级率
薪酬公平性
员工资源小组的利用率
与特定多元化管理战略（如多元化管理培训）的成功有关的指标
为什么多元化管理应成为现代人力资源战略的一部分？
在当今的环境下，多元化和包容性的工作场所不再只是一个 "不错的拥有"，而是一个 "必须"。它是必须的。真正的多元化管理就是要明白，多元化不仅仅是一个口号。要实现真正的多元化和包容性，你必须积极主动，而不是被动反应。这就是多元化管理举措的作用所在。
简而言之，多元化管理是人力资源部门可以投入的最重要的工作之一。它可以提高员工满意度，丰富公司文化，提高员工忠诚度，并吸引顶尖人才。
以下为文章原文：
What is the meaning of diversity management?
Diversity management is an organizational process used to promote diversity and inclusion in the workplace. This process involves implementing policies and strategies in hiring, management, training, and more. The goals of diversity management are to promote fairness and equality and leverage the advantages diverse organizations offer.
What are some types of diversity management?
There are two types of diversity management:
Intranational diversity management: This refers to managing a workforce within a single national context to provide opportunities for minority groups and recent immigrants
Cross-national diversity management: Also called international diversity management, this refers to managing a workforce comprising citizens from different countries and requires an organization to consider the laws, customs, and cultures in the countries in which it operates
Why should HR leaders care about diversity management?
Time and time again, research has demonstrated that diversity is a major asset to businesses. Companies identified as more diverse and inclusive are 35 percent more likely to outperform their competitors and 1.7 times more likely to be innovation leaders. When diversity reaches management, it pays off with 19 percent higher revenue.
Why is this the case? More diverse workforces have a broader range of backgrounds, skills, and areas of expertise, meaning they can bring more and more innovative ideas to the table.
An organization that prioritizes diversity and inclusion also attracts more job candidates: A survey from Glassdoor shows that 76 percent of people report that a diverse workforce is an essential factor when evaluating companies and job offers—and nearly one-third say they won’t apply to work at a company with poor diversity.
What can HR leaders do to succeed in diversity management?
The first step to achieving a diverse workforce is to hire people from diverse backgrounds. This means developing inclusive recruiting and hiring practices such as:
Recruiting through non-traditional talent pools
Implementing anti-discriminatory hiring processes such as anonymous aptitude tests
Not seeking to fill hiring quotas, which do not address the problem of unconscious bias
But diversity management goes beyond just hiring. It starts from the roots of an organization’s cultures, values, and leaders and touches every part of a company. This means, among other things:
Commitment from the board, C-suite, and other senior leaders
Providing a safe space for open, honest, and sometimes difficult dialogues about diversity and inclusion
Mandatory diversity and inclusion training for all team members
What are the challenges of diversity management at work?
While diversity management is critical, it can also be difficult to do well, touching upon sensitive issues and larger systemic problems. Challenges of diversity management in the workplace include:
Tokenism: The desire to have a diverse workforce can lead misguided HR leaders to take a “tokenism” approach to talent management in which companies hire and promote people based on their identity rather than their merits, something that misses the point of diversity management
Interpersonal conflicts: With people in the organization coming from various backgrounds and bringing different life experiences and perspectives, a diverse workforce can potentially create disagreements and conflicts between people, requiring careful management and a high degree of empathy and inclusion
Challenges with cooperation and communication: Part of having a diverse workforce is having various styles of work and communication, such that facilitating effective collaboration becomes key
What are some diversity management best practices?
Some tips that can help HR leaders with workforce diversity management include:
Focus on belonging. It isn’t enough to hire a diverse workforce. Once you’ve brought people into your organization, it becomes your responsibility to meet their needs and provide a positive employee experience. This requires actively creating spaces for marginalized individuals to speak up, create community, and have meaningful conversations about the reality of their experience with your company.
Looking past hiring: Diversity management isn’t just about attaining a diverse workforce. Look past recruitment to the entire employee lifecycle, committing to inclusive practices in performance reviews, career advancements, rewards and recognition, and more.
Put empathy first. Empathetic leadership allows for more trust, transparency, and engagement, with 50 percent of people working with empathetic leaders experiencing higher workplace inclusion.
How can you set goals and metrics for managing diversity?
Diversity management programs can be qualitative, but tracking their success with goals and metrics is just as important. Some useful diversity management KPIs to track include:
Diversity across the organization
Candidate demographics
Retention and turnover across employee groups
Employee net promoter score
Advancement and promotion rate
Pay equity
Utilization rates of employee resource groups
Metrics related to the success of specific diversity management strategies such as diversity management training
Why should diversity management be a part of modern HR strategy?
In today’s climate, a diverse and inclusive workplace is no longer only a nice-to-have. It’s a must. Authentic diversity management is about understanding that diversity is beyond a buzzword. To achieve real diversity and inclusion, you must be proactive, not reactive. That’s where diversity management initiatives come in.
Simply put, diversity management is one of the most important things HR departments can commit to. It can lead to greater employee satisfaction, an enriched company culture, improved employee loyalty, and the ability to attract top talent.
【HR术语】什么是内部流动？（What is internal mobility?）
什么是内部流动？
内部流动是指员工在公司内部向新角色或职位的流动。这包括晋升（纵向流动）、调动和角色变化（横向流动）。
目前，许多企业都在使用内部流动战略来应对日益增长的人员流动率。良好的内部流动可以培养员工的技能，提高他们的工作满意度，甚至可以为企业节省时间和金钱。
为什么内部流动很重要？
在当前人员流动率居高不下的趋势下，内部流动可以成为提高员工留任率的有力工具。
通过为员工提供获得新经验的成长机会，可以提高整体工作满意度，从而降低员工离职另谋高就的可能性。
除了提高工作满意度，内部流动还能最大限度地发挥员工的才能。让员工体验不同的角色或部门，有助于他们发展新技能，使公司更加自给自足。
通过促进内部流动，你将拥有一支才华横溢、技能高超的团队，可以填补可能出现的大部分技能缺口--这样你就不必经常到公司外部寻找人才，从而节省了时间和金钱。
内部流动的例子
角色到角色的流动--员工在公司内部调动到相同资历的新角色。
调动--员工在不同地点继续担任组织内的相同职务。
晋升--团队成员晋升到公司更高级别的职位。
基于项目的流动--由具有不同专长的员工组成的团队为某一特定项目工作。
岗位轮换--员工在不同岗位或部门之间临时流动，以获得新的经验和学习新的技能。
发展计划--组织提供培训或发展计划，帮助员工掌握新技能，为在公司内担任不同角色做好准备。
内部流动的好处
降低成本--招聘新人的成本可能很高。企业可以通过聘用已经了解企业文化和流程的内部候选人来填补空缺职位，从而降低成本。
提高员工留任率--当员工感到自己有机会成长和晋升时，他们就更有可能长期留在公司。
提高参与度--有了在公司内学习、成长和接受新挑战的机会，员工会感到更有参与感和动力。
提高生产力--内部流动让员工接触到新的人员、流程和思维方式。这为团队成员提供了宝贵的知识，他们可以将这些知识运用到工作中。
如何促进内部流动？
您可以从建立内部流动计划开始。与每个部门的员工分享新的晋升或岗位轮换机会，明确表示欢迎每个人申请。
您还可以提供培训、在线课程和会议，帮助员工获得新技能和新知识。
通过招聘启事、内部通讯和定期的一对一交流，确保所有团队都了解这些机会，并激励员工去争取。给予他们追求发展目标所需的时间和支持。
另一种促进内部流动的方法是鼓励不同部门和团队之间的合作。这可以让员工接触到他们可能不熟悉的公司领域，并帮助他们与那些能为他们提供职业发展指导的人建立关系。
员工希望学习和成长。如果公司支持员工的发展和学习机会，那么最终也会帮助内部流动成为公司文化的一部分。
内部流动最佳实践
对于内部流动而言，重要的是为公司的每个职位制定清晰的职业发展路径。同时，要向所有员工开放机会，让他们可以尝试转换角色和传授技能。
说到这些机会，可以尝试组建一个招聘团队，寻找内部人才并从内部提拔。
为使这一做法行之有效，应在组织内部开展定期岗位轮换，以便对员工进行交叉培训，让他们在不同的岗位上积累经验，从而使他们具备所需的可转换技能，以便在他们愿意的情况下抓住这些机会。
内部流动是一项长期投资。但从长远来看，促进内部流动的企业会从中获益，创造一个高效的工作场所，让员工更加快乐。
以下为文章原文：
What is internal mobility?
Internal mobility is the movement of employees within a company to new roles or positions. This can include promotions (vertical mobility), as well as transfers and role changes (lateral mobility).
Many businesses are now using an internal mobility strategy to address the increasing rates of turnover. Good internal mobility develops employees’ skills, increases their job satisfaction, and can even save an organization time and money.
Why is internal mobility important?
With the current trend of high turnover, internal mobility can be a powerful tool for boosting the retention rate for employees.
By giving employees opportunities to grow with new experiences, it can increase overall job satisfaction—reducing the likelihood of them leaving for a new job elsewhere.
Besides increasing job satisfaction, internal mobility makes the most of what employees have to offer. Giving employees experience in different roles or departments helps them develop new skills that can make your company more self-sufficient.
By promoting internal mobility, you’ll have a talented, highly skilled team that can fill in most of the skills gaps that may appear—so you won’t have to regularly look outside the company for talent acquisition, saving you time and money.
Examples of internal mobility
Role-to-role mobility – When an employee moves to a new role at the same level of seniority within the company.
Transfer – When an employee continues their same role for the organization, but at a different location.
Promotion – When a team member is promoted to a higher-level position in the company.
Project-based mobility – When a team of employees, with different kinds of expertise, is put together for a specific project.
Job rotations – When an employee moves temporarily between different roles or departments to gain new experiences and learn new skills.
Development programs – When an organization provides training or development programs to help employees acquire new skills and prepare them for different roles within the company.
Benefits of internal mobility
Reduced costs – Hiring new people can be expensive. Businesses can reduce costs by filling open positions with internal candidates who already understand the organization’s culture and processes.
Improved employee retention rates – When employees feel that they have opportunities to grow and advance, they’re more likely to stay with the company long-term.
Increased engagement – With opportunities to learn, grow and take on new challenges within a company, employees feel more engaged and motivated.
Improved productivity – Internal mobility exposes employees to new people, processes, and ways of thinking.This gives team members valuable knowledge that they can apply to their work.
How do you promote internal mobility?
You can start by establishing an internal mobility program. Share new opportunities for promotions or job rotations with employees from every department, making it clear that everyone is welcome to apply.
You can also offer training, online courses, and conferences to help employees gain new skills and knowledge.
Make sure that all teams are aware of these opportunities through job postings, internal newsletters, and regular one-on-one check-ins—and inspire your people to go for them. Give them the time and support they need to pursue their development goals.
Another way of promoting internal mobility is by encouraging collaboration between different departments and teams. This exposes employees to areas of the company they may be unfamiliar with, and helps them build relationships with people who can give them guidance on advancing their careers.
Employees want to learn and grow. If a company supports employee development and learning opportunities, then it will also end up helping internal mobility to become an established part of company culture.
Internal mobility best practices
For internal mobility, it’s important to develop a clear career path for each role in your company. At the same time, keep opportunities open to all employees, so that they can try switching roles and transfer their skills.
When it comes to these opportunities, try putting together a recruitment team to find internal talent and promote from within.
For that to be effective, start regular job rotations within the organization so that you cross-train employees—giving them experience in different roles so that they have the transferable skills needed to take those opportunities, should they wish to.
Internal mobility is a long-term investment. But the businesses that promote it in the long-run reap the benefits, creating a productive workplace with happier employees.
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