This will be the third step in a longitudinal study linking derailing behaviors in the workplace to discretionary effort, lost productivity, workplace production, high performing work teams as well as employee creativity and innovation. The previous studies have emphasized the impact of these derailing behaviors on organizational inclusion and leadership effectiveness. These are not predictive studies but demonstrate a correlation, not causation, around the prevalence of derailing behaviors and the fiscal impact on an organization.
This study will also include the impact of cognitive (unconscious) biases on talent management, leadership, management and human capital practices. Included will be a solutions based approach to gathering data from participants that will further aide in developing customized prescriptives to mitigate the prevalence of these behaviors.
PARTICIPANT REQUIREMENTS / PARTIAL LIST BENEFITS
(1) INVITATION ONLY: We are looking for specific industries as well as specific geographic areas on a global basis.
(2) FEE BASED PARTICIPATION: There will be a cost to be included in this first biannual global study.
The participants will receive substantial value added for their participation including but not limited to three specific report as well as an executive debrief.
Margin enhancement is everyone's business. All lines of business and operational units must have an eye on the organizational profits margins. Finding ways to improve and increase those margins can be the difference between success and failure for a business venture.
The most significant expense for organizations today involve people or people related costs. iNSPIRAR's Organizational Inclusion Index provides the baseline of information needed to determine the impact of unconscious bias on human capital practices. When these practices and policies are perceived as not being administer equitably there is a financial impact that can now be equated to an impact on earnings.
The hCap/EPS will allow organizations to determine the impact on one of the most significant metrics for publically traded organizations; earning per share (EPS).
Most leaders and executives are concerned with controlling and managing operating expenses (OPEX) and leveraging the ability for all business units to improve profitability. This will provide human capital and talent management professionals with a new tool to validate their strategic positioning; not previously available.
Today, as the U.S. economy pulls out of the recession / depression, companies are putting a strong emphasis on productivity and regaining momentum in terms of profits. This environment has increased the importance of talent and human capital management programs.
One major question today is, "What is the [financial] Return on Investment?" In this study we will examine an analytical, business-based framework for measurement, showing companies how unconscious bias (blind spots) in ALL aspects of talent management impact and organization financially.
Companies are increasingly looking at more quantitative ways to link corporate talent management efforts to ROI. Taking this approach is the first step to positioning talent management, not as another cost center, but as a strategic initiative.
Preliminary research done by the University of Houston's International Institute for Diversity and Cross Cultural Management has laid the groundwork for us to develop a useful measurement in linking behaviors in the workplace to a return on investment for diversity & inclusion programs through the use of a Diversity Profit Equation (d/PE™). This study will expand that research to broader talent management and human capital metrics.
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