创立多样性和包容性公司的5个策略

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.

我们知道多样性和包容性对公司的长远健康发展很重要。研究很明确：多样性公司基本上战胜了他们的非多样性竞争对手。并且，已经占据三分之一工作大军的千禧一代期望我们在这点上不要犯错。我们的客户也是这么期望的。

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.

有很多关于多样性和包容性扣人心弦的商业案例，并且这样做也是对的。我们星球上的所有人都想感觉到他们在意。但当他们相信这是事实的时候，结果是许许多多的正能量和创造力。

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.

我们想让人们认为Ecolab对每一个人都是一个超棒的场所。在这里，所有的员工可以学习并成长，形成他们的职业生涯、影响力并能够很快看到他们所做事情的重要性。我们开发了有吸引力、持久并不断发展的才能，通过延伸 、多样性和包容性-战略增长规划的中心信条，我们也一直强化了对领导和管理者的承诺。

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:

在过去的几十年，我们明显加快了进度。如下是我们在这一过程中用到的策略中的一部分，其他公司可以据此采纳成为他们的：

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.

严格审查并设置清晰的期望。在去年秋天年度管理团队会议上，我们强调了向多样性和包容性目标进步的程度，但也未加修饰地通告了还有改进机会的事实。例如，我们想在招聘时做的更多以便获得更多候选人库，并持续增强我们关键角色一系列计划的多样性——当对美国员工发起带薪产假时，我们需要处理一些事。离开管理会议的领导者有行动清单、确切地知道当涉及主动增长和管理我们的人才时对他们的期望是什么，包括期望他们在建设多样化团队时练习包容。

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. 

计分。我让团队对他们商业结果负责，包括他们管理公司人才资源的情况。如果我们想增长，我们就需要强大、多样的人才通道。这始于领导团队以及今天我们所做的决定。为了武装领导者，在做增长计划时，我们开发出新的人才得分卡，以测试人力资源的健康程度并指导人才对话 。通过这些新得分卡，今年春天在我们年度人才计划中，多样性被置于前端和中心，有效地展示了Ecolab在雇佣、提拔和保持方面多样性改进上的进步。 

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.

培训并瞄准。我们去年设立了多样性和包容性执行委员会，这不是一个强大的开始，只是帮助引起注意并驱动改变。委员会由来自世界各地的有资历的商业领袖组成并每季度会面。他们一起执行了密集的、实验性的无任何偏见的培训。他们规划出前进的策略。首先聚焦了行动工具的投放和对目标群体的洞察，然后是分享全球成功故事以驱动注意，刺激进一步行动。委员会成员也发起了我们的员工资源群体（ERGs），并直接参与了为世界各地多样组织在帮助员工资源群体开始新篇章，所以我们能够在创造包容性场所方面增强他们的影响力。

 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.  

传播。为帮助全球员工与我们的战略增长规划相联系，我们举行了“Strat Chats”，Ecolab版的TED Talk。去年秋天举行的无偏见论坛相当成功，并激起了世界范围内会员的兴趣。自那时起，我们为领导者举行他们自己的无偏见讨论会探索了一条简单路径。北美学院商业上已将培训植入了他们新销售人员的入职管理。一周就有40场无偏见论坛在全球发生。

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.

改组董事会。没有伟大的董事会，你不可能成为伟大的公司。一个董事会没有多样性的背景、风格、经验和性别，不可能成为伟大的董事会。Ecolab的董事会董事从2006年女性占8%增长为现在的31%。我们相信董事会观点的多样性将在组织的增长和业绩上继续发挥重要作用。

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.

正如已存在很长时间的公司一样，Ecolab已经进化到可以保持竞争力。所以当人们问我们如何达到多样性和包容，我告诉他们，我们在这一征途上已经很长时间。我们在这一过程已学了很多，但还有很长的路要走。

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.

这就是为什么，作为多样性&包容性的CEO行动计划一部分，我加入了450个以上其他公司领导者签订的推动工作场所多样性的书面承诺。签订这一承诺可能看起来是一个勇敢的声明或者新的开始，但它确实强化了我们长年累月的信仰：最好的团队——这个一次又一次赢得客户并驱动持续创新的团队——必须多样和包容。

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.

我对我们在做的工作很自豪。并且我也期望看到未来数月或者数年，当一起为使世界更清洁、安全和健康而共同奋斗时，我们多样性的团队能取得更大成就。