DE&I への取り組みはどのくらい進んでいるか?
リーダーが尋ねる主要な 2 つの質問は、 「どこから始めたらいいのか」と「どう進捗を管理するのか」 というものです。Korn Ferry の DE&I 成熟度モデルでは、 5 つの戦略的要素に関して組織の DE&I 成熟度を測定します。 その 5 つとは、コンプライアンス、認識、人材の統合、 オペレーションの統合、マーケットの統合です。 私たちは当社の従業員調査ツール DE&I コンパスと 他の診断ツールを使用して、各領域における お客様の現状を明らかにし、次のレベルに 進むためのロードマップ作成を支援します。 DE&I 成熟度モデルは、リーダーが DE&I への取り組みの進捗を確認・報告するための 戦略的なツールとしてご利用いただけます。 Korn Ferry DE&I 成熟度モデルの詳細についてはこちらをご覧ください。 DE&I コンパスの詳細についてはこちらをご覧ください。
Click on the model to see what leading edge looks like in each dimension.
Awareness
What is it?
The level of awareness and commitment to DE&I by an organization, its leaders and employees.
DE&I function.
Who is responsible?
Employer of choice.
Why is it important?
What does leading edge Awareness look like in practice?
CEO and business leaders fiercely advocate for DE&I, are authentically role modeling inclusion and seen as “walking the talk”. Employees see a strong leadership commitment to DE&I. Inclusion learning journeys are well established for all leaders and employees.
Behavioral inclusion:
DE&I is a core company value— seen as a key CEO and Board priority. ERGs are driving cultural transformation and contributing to the business. DE&I metrics include employee engagement and representation tracking. There is strong internal/ external recognition established.
Structural inclusion:
DE&I is approached from the broader risk management perspective. HR, Leadership, and the Board proactively monitor DE&I risk. There are consequences for those who do not adhere to company policies and values regardless of their level and status.
All stakeholders are fully aware of risks and impact associated with workplace harassment, bullying, and discrimination. Leaders and HR are skilled at dealing with negative behaviors and power dynamics. Employees feel comfortable speaking up and reporting issues affecting themselves and others.
What does leading edge Risk Management look like in practice?
Risk mitigation.
Risk management/legal function.
The quality and depth of infrastructure, capabilities, and behaviors necessary to identify DE&I related risks.
Risk Management
HR and DE&I function are true partners enabled by the CEO and leadership team. DE&I strategy fully integrated with overall talent strategy. Leaders are accountable for DE&I integration in talent management. Robust talent analytics are applied to inform talent decisions.
Inclusive behaviors become part of the entire talent management lifecycle and show up in key talent decisions. Leaders and employees display inclusion skills and leverage talent diversity for better decision making and team performance.
What does leading edge Talent Integration look like in practice?
Enhanced talent pipeline.
HR function.
The integration of DE&I into all talent management processes and the level of inclusive behaviors demonstrated throughout the talent management lifecycle.
Talent Integration
Business leaders fully own DE&I and are evaluated on integrating DE&I with business processes and decisions. DE&I embedded within the operations ecosystem (e.g. suppliers, R&D, etc.). R&D and other functions fully leverage DE&I to boost innovation, collective intelligence and problem solving in teams.
Business leaders and middle managers are role modeling inclusive leadership skills. High performing diverse-by-design teams are routinely deployed and are effectively led. All leaders apply their DE&I skills to making major operational decisions (e.g. M&A, restructuring, etc.).
What does leading edge Operations Integration look like in practice?
Enhanced bottom line.
Business functions focused on internal efficiencies such as Finance, Procurement and Quality Assurance.
The extent an organization’s DE&I efforts are integrated into business operations and are used to drive innovation.
Operations Integration
DE&I expertise is distributed throughout marketing and customer service functions. DE&I metrics are embedded in all lines of management in all markets, and business outcomes are regularly evaluated to ensure sustainability. ERGs help generate innovative solutions for diverse partners, customers, and communities.
Leaders and employees recognize their own need for cross-cultural competency development and seek out further education. Managers role model inclusion and display inclusive management skills and cross-cultural competencies.
What does leading edge Market Integration look like in practice?
Enhanced top line.
Business functions focused on customer and community such as Marketing, Sales, R&D and CSR.
The level of integration of DE&I within markets, customers, and communities.
Market Integration
The two biggest questions we hear from leaders is, where do we start and how do we measure our progress? Korn Ferry's DE&I Maturity Model measures an organization's DE&I maturity across five strategic dimensions: Compliance, Awareness, Talent Integration, Operations Integration and Market Integration. Using our employee survey tool DE&I Compass and other diagnostics, we identify where your organization is today in each of these areas and then help you develop a roadmap to take you to the next level. The DE&I Maturity Model can then be used by leaders as a strategic tool to track and report on how you are progressing on your DE&I journey. Find out more about the Korn Ferry DE&I Maturity Model. Find out more about DE&I Compass.
Where are you on your DE&I journey?
Click on each section of the model to find out more.
The level of awareness and commitment to DE&I as a value by an organization, leaders and employees.
CEO and business leaders fiercely advocate for DE&I, are authentically role modelling inclusion and seen as “walking the talk”. Employees see a strong leadership commitment to DE&I. Inclusion learning journeys are well established for all leaders and employees.
DE&I is a core company value— seen as a key CEO and Board priority. ERGs are driving cultural transformation and contributing to the business. DE&I metrics include employee engagement and representation tracking. There is strong internal/ external recognition.
DE&I is approached from the broader risk management perspective. HR, Leadership, and Board proactively monitor DE&I risk. There are consequences for those who do not adhere to company policies and values regardless of their level and status.
Business leaders and middle managers are role modelling inclusive leadership skills. High performing diverse-by-design teams are routinely deployed and are effectively led. All leaders apply their DE&I skills to making major operational decisions (e.g. M&A, restructuring, etc.)
The extent an organization’s DE&I efforts are integrated into business operations and are leveraged to drive innovation.
Business functions focused on customer and community such as Marketing, Sales, R&D, CSR, etc.
What does leading edge Compliance look like in practice?
Compliance
