創立多樣性和包容性公司的5個策略

We know that diversity and inclusion are vital to a company’s long-term health and growth. The research is clear: diverse companies substantially outperform their non-diverse peers. And millennials, who are already a third of our workforce, expect us to get this right. As do our customers.

我們知道多樣性和包容性對公司的長遠健康發展很重要。研究很明確：多樣性公司基本上戰勝了他們的非多樣性競爭對手。並且，已經佔據三分之一工作大軍的千禧一代期望我們在這點上不要犯錯。我們的客戶也是這麼期望的。

There is a compelling business case for diversity and inclusion – and it’s the right thing to do. All people on our planet want to feel that they matter. When they believe that’s true, the result is a whole lot of positive, creative energy.

有很多關於多樣性和包容性扣人心絃的商業案例，並且這樣做也是對的。我們星球上的所有人都想感覺到他們在意。但當他們相信這是事實的時候，結果是許許多多的正能量和創造力。

We want people to think of Ecolab as a great place to work, for everyone – a place where all employees can learn and grow as they shape their careers, make an impact, and quickly see the importance of what they do. We’ve made attracting, retaining and developing talent (and by extension, diversity and inclusion) a central tenet of our strategic growth plan, and we reinforce our commitment with leaders and managers all the time.

我們想讓人們認爲Ecolab對每一個人都是一個超棒的場所。在這裏，所有的員工可以學習併成長，形成他們的職業生涯、影響力並能夠很快看到他們所做事情的重要性。我們開發了有吸引力、持久並不斷髮展的才能，通過延伸 、多樣性和包容性-戰略增長規劃的中心信條，我們也一直強化了對領導和管理者的承諾。

In the last couple of years, we’ve picked up the pace significantly.  Here are some of the tactics we’ve used in our journey that other companies can adopt in theirs:

在過去的幾十年，我們明顯加快了進度。如下是我們在這一過程中用到的策略中的一部分，其他公司可以據此採納成爲他們的：

Take a hard look and set clear expectations. At our annual management team meeting last fall, we highlighted progress toward our goals in diversity and inclusion but also told the unvarnished truth about improvement opportunities. For example, we want to do even more to pursue diverse candidate pools when hiring and continue increasing the diversity of our key role succession plans – something we tackled when we launched paid parental leave for U.S. employees. Leaders left the management meeting with a list of actions, knowing exactly what was expected of them when it comes to deliberately growing and managing our talent – including the expectation that they are practicing inclusion as they build diverse teams.

嚴格審查並設置清晰的期望。在去年秋天年度管理團隊會議上，我們強調了向多樣性和包容性目標進步的程度，但也未加修飾地通告了還有改進機會的事實。例如，我們想在招聘時做的更多以便獲得更多候選人庫，並持續增強我們關鍵角色一系列計劃的多樣性——當對美國員工發起帶薪產假時，我們需要處理一些事。離開管理會議的領導者有行動清單、確切地知道當涉及主動增長和管理我們的人才時對他們的期望是什麼，包括期望他們在建設多樣化團隊時練習包容。

Keep score. I hold my team responsible for their business results, and that includes how well they are managing the company’s talent resources. If we want to grow, we need strong, diverse talent pipelines. This begins with our leadership team and the decisions we make today. To equip leaders, we rolled out new talent scorecards to help measure the health of our people resources and guide talent conversations as we plan for growth. With these new scorecards, diversity was front and center during our annual talent planning process this spring and helped show Ecolab’s progress in improving diversity in hires, promotions and retention. 

計分。我讓團隊對他們商業結果負責，包括他們管理公司人才資源的情況。如果我們想增長，我們就需要強大、多樣的人才通道。這始於領導團隊以及今天我們所做的決定。爲了武裝領導者，在做增長計劃時，我們開發出新的人才得分卡，以測試人力資源的健康程度並指導人才對話 。通過這些新得分卡，今年春天在我們年度人才計劃中，多樣性被置於前端和中心，有效地展示了Ecolab在僱傭、提拔和保持方面多樣性改進上的進步。 

Train and aim. We established an Executive Diversity and Inclusion Council last year and it’s off to a strong start, helping raise awareness and drive change. The council meets quarterly and is made up of senior business leaders from around the world. Together they’ve undergone intensive, experiential unconscious bias training, and they’ve mapped out our go-forward strategy, focusing first on delivering actionable tools and insights to targeted groups, then on sharing global success stories to drive awareness and inspire further action. Council members also sponsor our employee resource groups (ERGs) and will be directly involved in helping to start new chapters of our ERGs for diverse groups around the world, so we can grow their impact on creating inclusive workplaces.

培訓並瞄準。我們去年設立了多樣性和包容性執行委員會，這不是一個強大的開始，只是幫助引起注意並驅動改變。委員會由來自世界各地的有資歷的商業領袖組成並每季度會面。他們一起執行了密集的、實驗性的無任何偏見的培訓。他們規劃出前進的策略。首先聚焦了行動工具的投放和對目標羣體的洞察，然後是分享全球成功故事以驅動注意，刺激進一步行動。委員會成員也發起了我們的員工資源羣體（ERGs），並直接參與了爲世界各地多樣組織在幫助員工資源羣體開始新篇章，所以我們能夠在創造包容性場所方面增強他們的影響力。

 Spread the word. To help global employees connect with our strategic plan for growth, we hold “Strat Chats,” Ecolab’s version of a TED Talk. The session last fall on unconscious bias was enormously successful and sparked interest in team members around the world. Since then, we’ve developed an easy way for leaders to hold their own unconscious bias workshops. Our North America Institutional businesses have embedded the training into their onboarding for new sales associates – and 40 unconscious bias sessions took place around the globe in just one week.  

傳播。爲幫助全球員工與我們的戰略增長規劃相聯繫，我們舉行了“Strat Chats”，Ecolab版的TED Talk。去年秋天舉行的無偏見論壇相當成功，並激起了世界範圍內會員的興趣。自那時起，我們爲領導者舉行他們自己的無偏見討論會探索了一條簡單路徑。北美學院商業上已將培訓植入了他們新銷售人員的入職管理。一週就有40場無偏見論壇在全球發生。

Shake up the boardroom. You can’t be a great company without a great board, and a board can’t be great without diversity of background, style, experience and gender. Ecolab’s board of directors is now 31 percent women – up from 8 percent in 2006. We believe the diverse perspectives of our board will continue to play an important role in our organization’s growth and performance.

改組董事會。沒有偉大的董事會，你不可能成爲偉大的公司。一個董事會沒有多樣性的背景、風格、經驗和性別，不可能成爲偉大的董事會。Ecolab的董事會董事從2006年女性佔8%增長爲現在的31%。我們相信董事會觀點的多樣性將在組織的增長和業績上繼續發揮重要作用。

Just like any company that’s been around for a long time, Ecolab has had to evolve as we’ve grown to stay competitive. So when people ask me how we’ve approached diversity and inclusion, I tell them we’ve been on the journey for a long time. We’ve learned a lot along the way, and we still have distance to travel.

正如已存在很長時間的公司一樣，Ecolab已經進化到可以保持競爭力。所以當人們問我們如何達到多樣性和包容，我告訴他們，我們在這一征途上已經很長時間。我們在這一過程已學了很多，但還有很長的路要走。

That’s why I joined more than 450 other company leaders in signing a written commitment to advance workplace diversity, as part of the CEO Action for Diversity & Inclusion (CEO Action). Signing that pledge may seem like a bold declaration or a new beginning of some kind, but it’s actually reinforced our longstanding belief that the best teams ― the ones that win our customers’ business over and over and drive ongoing innovation ― must be diverse and inclusive.

這就是爲什麼，作爲多樣性&包容性的CEO行動計劃一部分，我加入了450個以上其他公司領導者簽訂的推動工作場所多樣性的書面承諾。簽訂這一承諾可能看起來是一個勇敢的聲明或者新的開始，但它確實強化了我們長年累月的信仰：最好的團隊——這個一次又一次贏得客戶並驅動持續創新的團隊——必須多樣和包容。

I’m proud of the work we’re doing, and I’m eager to see what our diverse teams will accomplish in the months and years ahead, as we strive together to make the world cleaner, safer and healthier.

我對我們在做的工作很自豪。並且我也期望看到未來數月或者數年，當一起爲使世界更清潔、安全和健康而共同奮鬥時，我們多樣性的團隊能取得更大成就。