In the space of diversity, there is a popular saying: âYou can impose diversity, but you can never impose inclusionâ.
Each year in India, several cohorts of people overcome the obstacles of poverty and poor education and still manage to pass their management exams and be placed in good companies. A number of forward-thinking companies, such as some large consumer companies, have become so aware of prejudices based on language, caste, class and religion that they have devised methods of recruiting and selecting everything. doing everything possible to eliminate these prejudices.
For example, if a candidate has a working knowledge of English and is technically sound, she often receives a job offer. Where many businesses fail is after making the hiring process as perfect as possible, they slip badly when people management processes come into play.
As for the candidates, now that they are given the opportunity, many are starting to perform well until their first major performance review, often outsourced to a large consulting firm. The companies they work for have likely invested huge sums in awareness training, DCI (diversity, equity and inclusion) initiatives, and unconscious bias training.
But many companies have yet to address human processes and the core of those processes, such as an assessment center, which can seal a young person’s fate.
When they pass through the assessment center, events hurt them terribly and impair performance. An Assessment Center is a performance management and development initiative that allows participants to review a list of tools, including a case study, group discussion, interview, which allows the participant to be assessed against a pre-established set of skills.
The tools used tend to be sophisticated and these young men and women could have mastered all of these tools if they hadn’t struggled to understand the sophisticated language involved. How could this have been avoided? By prioritizing inclusion in the design and development of the Center, which to date is considered one of the most equitable performance management processes.
To give its best talent a fair chance in the future, a company must:
First of all, have a detailed interview with the person in charge of the person who should be in the process of the center. It must be determined whether tongue and other derailleurs should be taken into account.
The competence The framework should be socialized with all participants before the center and, if necessary, in order to overcome the challenges faced by people raised in their mother tongue, it should be explained to them in their language.
Coaching and Career development assistance should be provided by HR to assist applicants for at least one year after the assessment center. This choice should be open to all applicants.
During the consultation companies are hired, at least 25 percent of assessors must speak the local language.
The CEO business support and support must be obtained. Such support sends a very clear message about the organization’s commitment to inclusion.
This exercise presents practical challenges. A company cannot have more than 20 languages. of the Indian Constitution as part of the tools. However, an effort can be made to translate simple tools into the local language. For psychometric tests, however difficult they may be, it is recommended to use the original test.
Mixing of applicants should be done with care suggesting that no more than one or two applicants will require language intervention.
It may sound like a lot of ado about nothing, but it’s important to remember that when DCI initiatives first started, and even to this day, there were discussions about the business case for diversity.
Employees should feel, as much as possible, that the performance management system is fair. Talent alone cannot go very far in life. With the person performing very well, investing in mindful coaching can turn a rough diamond into a loner, and that is what inclusion in the performance management system should aim to do.
The writer is a consultant. Views are personal