WHITEPAPER

E3 –
WORKFORCE
DIVERSITY &
INCLUSION
This whitepaper addresses the existent incongruity in the modern
workplace, and sets forth models that can empower diversity ini a ves
and programs within implemen ng organiza ons, enabling equal
opportunity for the capable, regardless of their gender or disability.

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CONTENT
EXECUTIVE SUMMARY: 03
BACKGROUND: 04
PREMISE: 05
E3 Model: 06
Applicability of the model: 06
A word of cau on: 07
THE ELEMENTS OF THE E3 MODEL: 07
Empathy: 07
Sensi za on Program for Human Resources: 07
Hiring: 08
Performance Management: 09
EDUCATE – THE SECOND PHASE OF THE E3 MODEL FOR INCLUSION AND DIVERSITY: 09
Learning and Development: 09
Execute: 10
EXECUTION MODULE OF THE E3 FRAMEWORK: 11
External Benchmarking and enterprise-wide repor ng: 11
Goal Se ng and Incen ves: 11
Quarterly Employee Survey: 11
Inclusion and Diversity in Succession Planning: 12
Whistleblower Protec on Policy: 12
E3 Model Execu on Blueprint: 12
CONCLUSION: 15

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EXECUTIVE SUMMARY
Over the past few decades, our world has seen a massive transforma on in the varied ways in which HR
func ons within organiza ons. Human resource ac vi es are not only managed but are also op mized
simultaneously to accommodate rapidly changing mindsets of the common workforce. This has been
the subject of much specula on and conjecture. The erstwhile HR department has morphed into a
team of talent managers who now perform strategic func ons in people management. Most of the rest
of the administra ve tasks, which were once the quintessen al HR management and were once
outsourced, are now automated to an extent than human interven on is required only by excep on.

But the modern talent managers have failed to break various social and demographic stereotypes, and
the opportuni es for development, while available to most who conform to the structures and
archetypes of several professions, many have not been all-encompassing as they should be, or claim to
be.

This whitepaper considers this large and potent poten al talent pool that the modern talent manager
can tap into by using systems and process design.

The E3 model is a basic concept, and the framework on which diversity and inclusion can be achieved
efficiently and effec vely makes a las ng impact on the lives of people who do not deserve the bias
they currently face in the corporate world. We hope that the modern, progressive Talent Manager will
implement the ini a ves and add her own ideas to the broad methodologies set forth in the E3 model,
making the workforce truly diverse and inclusive, miles ahead of its current form.

BACKGROUND
Eureka Singapore conducted an experiment comparing the performance of specially-abled and regular
employees and found out:

Employees with visual impairments achieved 2-3 mes more results than employees
without any disability.

Specially-abled employees were punctual, rarely absent and enthusias c about their work.

In the hands of visually impaired staff, the annual turnover rate of Eureka, Singapore plunged
to 2% from 40%.

Herring (2009) conducted a study of over 500 for-profit companies and showed a strong rela onship
between gender and race diversity and business performance. Diverse organiza ons showed increased
revenues, increased number of customers, greater market share, and greater profits.

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Von Bergen’s (2005), in his study of employment of minori es, showed that based on return-on-sales
(ROS), return-on-equity (ROE), return-on-assets (ROA), and return-on-investment (ROI), minority-
friendly firms outperformed the market.

Various researches have concluded that a diverse workforce brings following tangible and intangible
benefits with it:
Tangible benefits:
Increased market share Improved produc vity More innova on

More employee a rac on Be er employee reten on

Intangible Benefits:
Improved brand and A posi ve and healthy More opportuni es for
employer reputa on work environment growth and development

Premise:
However, sta s cs world over have a different story to tell. While there is a unanimous consensus on
the benefits of hiring and maintaining a diverse workforce, talent managers are at a loss when it comes
to appoin ng and including them in mainstream businesses.

COUNTRY GENDER DIFFERENTLY ABLED

Male Female People Specially Majority Majority

without Abled
disability people
US 66 54.6 65.7 18.7 64 36
UK 80.3 71.2 81.4 51.3 77 65
Australia 79 65 82.5 52.8

Table 1: Approximate employment ra os in US, UK and Australia

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In 2012, the US In the board seats 48% of new mothers Under 1% of

Equal Employment of the ac ve F100 said they were women sit on
Opportunity companies’ men overlooked for career GCC execu ve
Commission received 26, outnumber women advancement because commi ees.
379 disability by 4.3:1. they had children.
employment bias claims.

Women make up Women remain Since 2011, the A report points out
17% of corporate under represented Equal Employment that US employers
boards and 12% of in corporate Opportunity are more likely to
execu ve commi ees decision-making Commission has turn away applicants
in G 20. posi ons. received over 45,000 if they have names
complaints that are that sound
directly related to African-American.
racial discrimina on.

Talent management departments miss out on the large untapped poten al of a more diverse and
inclusive workforce simply because of their own social bias and the limited perspec ves of the business
managers, and senior decision makers in the organiza on. While several remedial ini a ves have been
undertaken in almost every organiza on, the resultant metrics fall short.

E3 Model:
The proposed E3 model in this whitepaper sets forth the models that can empower ini a ves and
programs within implemen ng organiza ons hence enabling equal opportunity for the capable people,
regardless of their gender or disability.

The E3 model of empathy, educa on, and enforcement for the diversity and inclusion, while being an
ini a ve of the talent management department of any organiza on, ul mately aims to permeate
across the en re organiza onal hierarchy, departments and func ons, breaking down the silos of bias
in both hiring and performance management that are widely prevalent today. The elements of the E3
model aim to propagate the sensi za on of workplace inclusion and diversity across all major func ons
of Talent Management in the organiza on. This starts at the employee requisi on level and extends
across func ons in recruitment, performance management, workplace conduct and policy manuals,
and learning and development func ons in the organiza on.

Empathy, educa on and, execu on (E3 model) are closely intertwined with several facets of workforce
management in the organiza on. It is proposed that the Talent Managers take the responsibility of
acquiring sensi za on towards the various discriminated communi es and ensure a roadmap for larger
scale of inclusion and diversity based on empathy towards the discriminated. A thorough educa on
system with regards to inclusion and diversity that permeates across the enterprise at all levels, from
the junior execu ves, through the line managers and lateral support departments and up to the board
is the way forward.

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Applicability of the Model:

The silent facets of the E3 module of inclusion and diversity have been found to be relevant to:
The organiza ons seeking to:

Secure adequate representa on

of women, ethnic minori es,
blacks and the specially-abled.
Boost workplace culture
and overall produc vity.
Include discriminated in the
relevant business func ons:
finance, procurement, administra on,
human resources, opera ons, sales, Build inclusion and diversity processes:
marke ng, customer service, legal, research. hiring and talent acquisi on, performance
management, learning and development,
succession planning from diverse talent
pools and leadership development.

Although some organiza ons stress diversity in their hiring, it has been noted that a paradigm shi in
the percep ons of the workforce towards diversity is key.

A Word of Cau on:

It is important to note that the E3 model does not endorse any forced hiring of diverse workers that
may be counter-produc ve to the organiza on. It simply aims to implement a broad framework of
ideas that permeate through all major workforce management related func ons, which ensures that a
culture and thought process of equal opportunity, inclusivity and diversity are imbibed at granular level.

THE ELEMENTS OF THE E3 MODEL

Empathy:
Empathy for the especially-abled, working women and minori es must start with the people prac ces
in any organiza on, and it is vital to sensi ze every single member of the people prac ce to the
importance as well as the economic benefits of having an inclusive and diverse workforce.

Empathy begins with increased awareness among the business and line managers about hiring,
managing and developing a diverse workforce.

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Sensi za on Program for Human Resources:

A comprehensive orienta on regarding the goals and objec ves of the E3 program, alongside opera on
guidelines or departmental prac ce policies and manuals could sensi ze HR department who in turn
can spearhead the ini a ve within the organiza on. The tenta ve roadmap is suggested below:

Iden fy value differences

Establish baselines of expected values

Iden fy differences between exis ng the prospec ve employees

Iden fy barriers to their engagement

Iden fy barriers between thought and behavior

Establish ini a ves, methods and behaviors to address these barriers

Monitor, Repeat and reinforce

It is recommended that the Talent Manager facilitates and drives the en re diversity ini a ve beyond
the basic strategies and into executable performance indicators, for both the line managers, team
leaders and the talent management system as a whole.

Hiring :
Specifica ons of the diversity of prospec ve employee should be included in:

• the job descrip on

• all job pos ngs
• no fica ons, and direc ves to consultants.

Systems within the ATS of the organiza on should be modified to suit a diverse range of poten al
talent. This could include restricted visibility for diversity specific roles, check boxes within applica on
forms for diversity specific roles, language assistant and any other changes that may be recommended
through collabora on with IT.

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Performance Management:
The HR should be inducted and trained to think and act in an emo onally intelligent manner. Following
a ributes can help:

Listen well Be curious about new employees. Chat with

them to understand their world and ideas

Pay a en on to non-verbal communica on Observe own a tude and mo ves while

resolving disputes

Take pride in helping other employees help them Remain flexible in approach
bring the best out of themselves

Understand employee needs and try to meet those Understand employee rela onships
needs

Leverage diversity, create opportuni es for different Ask colleagues for their opinions or feelings
kinds of people regarding a situa on

Relate well with everyone, regardless of their

background Be sensi ve to others

EDUCATE – THE SECOND PHASE OF THE E3 MODEL FOR

INCLUSION AND DIVERSITY
The second E in the model, Educate, is the most pervasive of the en re framework and extends to
almost every individual and stakeholder who deal with the internal and external workforce. This could
involve one or many inclusions at mul ple touch points in the en re employee management life cycle.

The key objec ve of the educate module is to sensi ze the hiring managers and senior management
members to the cri cality of inclusion and diversity, facilitate exposure to any statutory regula on,
understand compe tor best prac ces, and gather external consulta on.

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Learning and Development:

Most organiza ons with a significant headcount have moved to an automated Learning Management
System for their employee development ini a ves. It is recommended to include a diversity
sensi za on module which is specific to the development and enhancement of empathy towards a
diverse workspace. The following key aspects should be included in the module:

01 Sensi za on on the hiring process of a new employee of the diversity category.

Sensi za on on workplace conduct, dos and don’ts when dealing with colleagues in the
02 diversity category.

Encouraging transparency and incen vizing employees who have proven their ability and
03 willingness to embrace the diversity ini a ves in the workforce, including specific points of
contact in each department to whom any discrepancies are to be reported.

04 Ensuring customized accessibility to learning and development.

05 Ensuring LMS accessibility to employees who are physically challenged.

A systemized feedback program for the employees to ensure con nuous improvement in
06 the diversity and inclusion specific module.

Execute:
The final phase of the proposed E3 model is aimed at having a broad scope of implementa on and
prominence across the organiza on without being resource intensive. To have a significant posi ve
impact on the psyche of the workforce execu on of the strategies aimed at reaching and maintaining
the enterprise-wide inclusion and diversity among the workforce be carried out in a phased and mely
manner.

If the E3 model has been successfully adopted, and in the right sequence, then the workforce is
educated in being inclusive and diverse. They already empathize with the challenges that the diversity
segment face and overcome on a daily basis. Within the implementa on of this framework so far, they
have had a significant shi in percep ons and have an enhanced sensi vity. In other words, it’s me for
the human resources team to move into the next phase– the execu on.

The Execute module comprises a broad framework of ac on points that the organiza on can impose.
This must be done with adequate management approval. Non-invasive policies can ensure that the first
two stages of organiza onal empathy and educa on are implemented at both opera onal and
management levels within the organiza on.

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EXECUTION MODULE OF THE E3 FRAMEWORK

External Benchmarking and Enterprise-wide Repor ng:
External benchmarking and enterprise-wide repor ng is a two-phased process. The first is to gather
market intelligence and consulta on from researchers on what current best prac ces for inclusion and
diversity can be implemented, acquiring talent pools of high poten al within the diversity segments,
compe tor intelligence, and regulatory guidelines.

The second phase, namely the enterprise-wide repor ng, is an important mechanism to ensure
transparency in the en re organiza on about the implementa on of the E3 model. A report on the
ini a ves being undertaken and milestones achieved against goals set should be compiled. This
exercise is expected to lay the founda on for management buy-in for the ongoing efforts as well. It is
important that the informa on is disseminated across the organiza on.

Goal Se ng and Incen ves:

Set talent acquisi on goals for hiring managers to facilitate hiring and fair management of the diversity
segment of the workforce. Incen vized mentoring plans may also be included to ensure adequate
growth opportuni es for the diversity segment of the workforce.

Incen ves are crucial in this largely because of the sheer amount of change management that the
talent manager has to facilitate in each and every department. With the introduc on of both monetary
and non-monetary incen ves, enough impetus of the E3 model execu on at the departmental and
team levels can be achieved.

Quarterly Employee Survey:

A quarterly employee survey is recommended. It should encourage feedback from respondents about
their views and opinions on the changes in produc vity and performance in the post-implementa on
scenario. This will also allow the talent management teams to make the necessary altera ons to
op mize the delivery of the E3 model and be er align it to the overall goals and vision of the inclusion
and diversity ini a ves of the organiza on. Periodic employee surveys will also ensure the involvement
of workers of all ranks within the organiza on. The goal here is to create a con nuous feedback loop
and op mize the E3 framework delivery within the organiza on based on business scenarios at any
given me.

Inclusion and Diversity in Succession Planning:

Succession planning, namely leadership development is a core area o en overlooked by both human
resources and the board when it comes to the diversity segment of the workforce. High impact
performers and poten al leaders should be iden fied over me within the organiza on and a diverse
talent pool should be compiled. These performers should be developed and oriented towards
leadership responsibili es on a regular basis. Adequate prepara on and succession planning from these
pools will put forth strong contenders for top roles in the organiza on who may prove to be valuable
assets in the long run, even in other senior management roles.

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Whistleblower Protec on Policy:

The final facet of the execu on module of the enterprise-wide E3 framework implementa on is the
establishment of policies protec ng whistleblowers and workers who report any discrimina on against
the diverse segments of the workforce. This is important especially in distributed workforces such as
sales organiza ons.
• A hotline to human resources with a do ed line to senior management to report any cases
of harassment or discrimina on that opposes the vision of inclusion and diversity goals
should be provided.
• Employees should be encouraged to report such incidents.
• Ac on against the offenders must also be made public, to provide significant assurance to
the diversity segment, as well as the rest of the organiza on, demonstra ng transparency
in these ini a ves.

E3 Model Execu on Blueprint:

COMPONENT METHOD

Talent Requisi on and Hiring Inclusion of diversity goals.

Employee Manual and Handbook Sensi za on program towards discriminated communi es.

Orienta on for new employees On the goals of an inclusive and diverse workforce.

Learning and Development Diversity goals, tools to ensure growth and con nuous
Modules learning of the diverse groups in the workforce.

Providing hiring and performance targets for management for inclusion

Incen vized Hiring and of a diverse workforce while providing monetary and non-monetary
Performance Management benefits for the managers who meet the goals.

Periodic repor ng from the line managers of the milestone achievements

Regulatory Repor ng and of the inclusion and diversity programs for each department. It should be
Review Scoring of Line Managers followed by an alternate scoring system based on the extent that the
goals have been achieved.

Development for a separate Succession planning for high poten al employees from the diversity
Diversity and Inclusion Talent talent segment, through con nuous learning and tailored leadership
Pool for Each department development programs. It should be con nuous.

Ongoing support Support helpline for the targeted segments/ whistleblowers against
discrimina on.

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Recommended Inclusions in SOPs:

TALENT WORKPLACE POLICY LEARNING AND PERFORMANCE

ACQUISITION CONDUCT MANUAL DEVELOPMENT MANAGEMENT

Talent Requisi on Enterprise Employee Specific Modules Flexibility in

forms Intranet Handbook in Enterprise LMS Goal Se ng

Defined KRAs for

Query redressal Surveys and External Consultants- business managers
Job Descrip ons point of contact ques onnaires Coaching for business for promo ng
managers recommended
prac ces.

External Sources Incen viza on for

Training by promo on of
Specific Circulars Non-Profits/
and Memos NGOs for recommended
empathy prac ces.

Development of
high poten al
Inclusion in employees for
Code of conduct onboarding leadership
inclusion process for line succession through
managers suitable leadership
development
programs.

Orienta on for
Flexibility in Senior
policies Management
(Internal and
External).

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CONCLUSION:
The need for an inclusive and diverse workforce in today’s world cannot be overstated. While it is
commendable that mul na onal organiza ons are making inroads into their diversity goals through
several ini a ves, there are several segments in the global economy, small and medium businesses
(SMBs) that remain to be tapped. Similarly, as na ons world over implement more sacrosanct
regula ons on inclusion and diversity and social media provides the much needed connec on for
employees to share their experiences, it becomes ever more impera ve for businesses of all sizes and
sectors to adopt some form of the E3 model as outlined in this whitepaper. Sta s cally, there has been
a rise in the reported cases of disability, gender and racial discrimina on in several countries, and the
debate surrounding it has risen equally, if not in greater, measure.

While the E3 model offers a broad scope of simple and non-invasive implementa ons, it draws on a
study of several research papers, freely available sta s cs and consulta ons with human resource
managers on how an envisioned roadmap for an inclusion and diversity framework ought to be. The
objec ve is to point out that inclusion and diversity in a workforce are equal parts impera ve and
produc ve at the same me, and need not be equated with social ini a ves of a company. Researchers
have repeatedly pointed out the strong correla ons that exist between higher produc vity, sustainable
growth and reduced employee turnover of a diverse workplace.

The Empathy, Educa on and Execu on phases have been designed keeping in mind the modern talent
manager. The model provides for flexibility in implementa on across services, manufacturing and
technology sectors. It also has been kept minimal with the intent of facilita ng management buy-in
with tangible performance metrics and repeated reviews in place. No numbers have been specified to
enable organiza ons of all sizes and geographies to customize it according to their own needs.

Equal opportunity and an -discrimina on ini a ves of an organiza on are the onus of the talent
managers and the human resources management team of an organiza on. Because of the complex
nature of workforce dynamics, it is largely considered an uphill task, but with some considera on and
effort, it doesn’t have to be. The E3 model of inclusion and diversity aims to serve precisely that.

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REFERENCES:
Ernst & Young
Deloi e
HubSpot
Department of the Prime Minister and Cabinet (Australian Government)
ResearchGate
American Sociological Associa on
Department of Sociology at the University of Amsterdam (Amsterdam Centre for Inequality Studies)
U.S. Equal Employment Opportunity Commission
American Bar Associa on

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