Despite Political Firestorm, Diversity Investments Are Alive And WellJosh Bersin 发表文章：尽管政治压力和社会对多元化与包容性（DEI）计划的批评日益加剧，许多公司依然重视相关投资。这些企业将DEI从单独的HR计划融入到领导力、绩效管理和招聘战略中，形成了更加全面的文化建设方式。在员工对企业领导层信任度下降的背景下（如Edelman信任晴雨表指出的68%员工认为CEO不诚实），信任、透明和公平已成为企业文化的核心要素。
企业如今更注重绩效文化，通过构建基于能力与高绩效的包容环境，吸引各年龄、性别及种族的优秀人才。杰米·戴蒙等领导者已公开表示支持DEI，证明高绩效与包容性是现代企业成功的关键。尽管DEI独立职能角色在减少，但相关实践已经深度融入企业运营。各行业的领先企业正通过这种方式实现快速转型和增长，进一步强调了DEI对企业文化和绩效的重要性。
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As the WSJ has reported extensively, companies like Harley Davidson, Tractor Supply, Walmart, and McDonalds are publicly pulling back on DEI programs, largely under pressure by political activists. Fueled by the supreme court’s striking down of affirmative action in 2023, there is a political movement to dismantle the “social justice” movement that took hold in corporate HR departments.
Now, driven by the new administration, the Federal Government is “ending radical and wasteful” government DEI programs. And the executive order is asking the Justice Department to litigate up to 9 private companies as examples.
As a part of this plan, each agency shall identify up to nine potential civil compliance investigations of publicly traded corporations, large non-profit corporations or associations, foundations with assets of 500 million dollars or more, State and local bar and medical associations, and institutions of higher education with endowments over 1 billion dollars.
Of course this has created a firestorm of debate, and many companies are doing away with dedicated DEI roles in HR. But our research, which includes discussions with many dozens of Chief HR Officers, heads of recruitment, and others, finds that the investments are alive and well.
Here’s where I sense we are.
While DEI and pay equity programs have been around since the 1960s (companies like Coca Cola and Google have been sued for gender and racial pay inequities), the topic got out of hand.
Post George Floyd, which was a traumatic event in the United States, companies went overboard with training and messaging about social justice, oppression, micro-aggression, and other uncomfortable topics. Many programs included discussions of topics like “white fragility,” “intersectionality,” “oppression,” and other social topics.
While this was trending in the media, many employees told us these programs made them uncomfortable. In a country like the United States (I just got back from two weeks in South Africa, where these issues are front and center) where we have a long history of immigration and diversity, this topic has been debated for hundreds of years.
I worked at IBM during the days of affirmative action (1970s and 1980s) and my personal experience was very positive. Black and Asian professionals were actively recruited and promoted at IBM during my tenure and I have fond memories of IBM as a company with a powerful culture of “respect for the individual” (IBM’s motto).
(Read Thomas Watson’s 1963 manifesto: it’s a bit gender-biased but remains relevant today. Watson, the founder of IBM, talks extensively about equity between white and blue collar work, fair wages and benefits, and opportunities for all. Note that IBM is one of the only tech companies that has survived more than 100 years so these principles have served the company well.)
Now that we’ve entered a business focus on productivity, AI, and technology transformation, companies want to build a culture of meritocracy, skills, leadership, and internal mobility. The #1 issue we hear from CHROs and CEOs is “how do we transform our company faster?” Sitting around to debate diversity targets or DEI agendas just doesn’t feel important.
That said, as we discuss regularly with leaders in every industry, CEOs and CHROs are very concerned about corporate culture.
The new Edelman Trust Barometer describes a shocking drop in trust among workers. More than half of all employees believe CEOs are overpaid and 68% believe they lie on a regular basis. So cultural topics of inclusion, fairness, and respect are extremely important. (The Edelman research even points out that 40% employees believe that hostile activism against their employer is acceptable (violence, property damage, social media attacks).
So building a culture of trust, transparency, and listening remains essential. And that’s why culture still matters.
As I discuss in our research “The Rise of the Superworker,” (and PwC’s 2025 CEO survey also points this out), companies that transform faster make more money. And transformation, regardless of the technology behind it, is always dependent on people. So when we read about corporate transformations at companies like Boeing, Intel, and Nike, we know that there are always issues of culture.
Where does the DEI agenda now fit? As I talk with leaders around the world, it has clearly not gone away. Today, rather than focus on representation targets or social issues, companies are embedding their focus on meritocracy within the business, moving it out of the world of an “HR program.” And this, despite the political backlash, is a good thing.
As even Robby Starbuck points out, every leader believes in meritocracy. We want our teams to reward high performance and encourage everyone to learn, grow, and advance in a fair way. DEI, which became a standalone mission of its own, is now a part of “building a culture of performance,” and that means respecting high performance among all genders, races, disabilities, and ages. It means creating a culture of psychological safety where people can speak up, and it means being crystal clear with feedback, accountability, and behaviors we value.
Finally, let me celebrate the public statement by Jamie Dimon, one of the most respected CEOs in the world. When asked about DEI activists at the World Economic Forum, he answered “bring them on, we’re proud of what we do.”
While much of the political focus against DEI seems to focus on “moving companies to the right,” I think the real trend is quite different. Leaders and HR departments are taking the high-profile DEI agenda and embedding it into the disciplines of leadership, recruitment, performance management, and rewards. And even today, as Lightcast data shows, there are more than 7,000 DEI roles posted for hire.
The highest performing companies in the world are inclusive and fair by nature – that’s why high-performers want to work there. Let’s let “DEI” as an HR agenda move aside, and move the topic back into the business of leadership where it belongs. (Listen to real-world case studies in The Josh Bersin Academy or browse all our DEI research in Galileo.)
Edelman Trust Barometer
2025年01月27日
Edelman Trust Barometer
世界幸福报告能教给我们关于工作的什么? What The World Happiness Report Teaches Us About Work最新《世界幸福报告》揭示，尽管经济增长，美国幸福感下降。研究强调，高薪并非幸福的关键，而公平薪酬、良好的企业文化才是。特别是年轻人，受到气候变化、政治纷争等影响，幸福感低落。企业需关注文化建设、弹性工作，关照员工心理健康。工作场所的信任、社区感和公平至关重要。我们要反思：真正的幸福是什么？
我每年都认真研读《世界幸福报告》，今年的报告特别引人深思。以下是我对一些关键发现的解读。
首先，美国的幸福指数（10分满分）降至第23位，比全球最幸福的国家芬兰低了13%。实际上，在过去15年中，美国的幸福度几乎下降了8%，呈现出持续的年降趋势。对于我们这些生活在美国的人来说，这可能并不陌生：坏消息、政治争斗以及人们在价值观上的分歧似乎无处不在。
这一切发生的同时，美国的GDP增长却持续领先世界上大多数主要经济体。这意味着我们作为一个国家正在变得更加富裕，却显著地变得不那么幸福（下文将详细解释）。
从企业角度来看，这个观点很简单：仅仅提高薪资并不能使人们感到更加幸福。尽管每个人都希望得到公平的报酬，但高薪酬并不直接转化为高参与度。我们2023年的《薪酬公平终极指南》发现，与薪酬水平相比，薪酬公平与员工参与度的关联性高出7倍。
其次，报告指出，在美国，年轻人的幸福感明显低于老年人（这一点并非在所有国家都适用，但在大多数发达国家中是这样的）。在美国，30岁以下人群的幸福评分为6.4，而60岁以上人群的评分为7.3，幸福度低了12%。我们对年轻人的这一低幸福评分使美国在全球青年幸福排行榜上仅位列第62位，远低于我们的总体排名。
这反映出我在上周播客中讨论的现象。如今的年轻工作者担忧全球变暖，他们在年轻时就经历了疫情的冲击，他们对于战争、通货膨胀、社会问题以及政治不和感到沮丧。埃德曼信任度量尺表明，年轻人认为相比政府，企业在为社会带来创新方面更值得信赖，高出近20%。但令人担忧的是，这种信任程度也在下滑。
从企业的视角来看，这进一步强化了播客中提到的观点：我们（美国）的劳动力中位年龄现已达到33岁。这表明许多关键员工对生活的热情有所下降，这迫使雇主需要采取更多措施。我们对企业文化、员工福祉、工作灵活性和个人成长的关注，现在比以往任何时候都显得更为重要。这就是像四天工作周、灵活工作时间以及其他诸多福利（如生育支持、儿童看护、心理健康、健身、财务福利）变得越来越普遍的原因。
（最新的劳动统计局数据显示，我们在福利上的支出占工资总额的31.1%，比三年前的29%有所增加。在信息行业，这个比例高达35.5%，是有史以来的最高值。）
此外，重点强调：对企业来说，重振早期职业发展计划至关重要。许多企业在20世纪60、70年代建立了这些计划，但随后这些计划逐渐被忽视。如果你正在从大学招聘顶尖人才，并投资于校园招聘（这一趋势正在上升），那么确保你有一个坚实的1-2年发展计划、工作轮岗以及面向年轻人的群体参与计划是非常重要的。我最近与康卡斯特讨论了他们的计划，他们的早期职业发展计划正在直接为他们的领导力管道做出贡献。
第三，也是最引人注目的一点是，报告强调了社会关系和信任在幸福感中的巨大作用。进行这项研究的学者团队发现，幸福感的“坎特里尔阶梯”（一个简单的“你觉得自己多幸福”的1-10评分问题）可以分解为六个贡献因素：
人均GDP（财富）、社会支持（密切关系的数量和质量）、预期寿命（健康）、生活选择的自由（按个人意愿生活的能力）、慷慨（向他人给予金钱和时间的倾向）以及腐败感知（相信“系统”是公平的）。
这些因素对幸福的贡献度大开眼界。
令人惊讶的是，社会关系是幸福感的最大贡献者，而健康只占大约1.4%。请注意，第二重要的因素是对腐败的感知或者说是公平感，这解释了为什么薪酬公平非常重要。我们再次发现，财富对幸福感的影响相对较小。
这对我们的工作有何启示？
这里有一些简单的启示：
关系很重要。如果管理层和主管不能建立起团队合作感，员工便会感到不适。尽管我们面临财务和运营压力，但我们仍需抽时间了解员工、倾听他们的声音，并与他们共度愉快时光。通过聚集人员并创建跨功能团队，我们即使在远程工作情况下也能建立社交关系。
信任至关重要。我曾在高层领导贪婪、不忠、不诚实的环境中工作过，公司内的每个人都能感觉到这一点。信任是经年累月建立起来的资产，我们必须不断地进行投资。通过道德、诚实和倾听来培养信任，你的领导模式中包含了这些元素吗？
薪酬的影响可能比你想象的要小。虽然每个人都希望赚更多钱，但人们更希望感觉到奖励是公平且慷慨的。因此，不应仅仅过度奖励表现突出的员工，而忽视其他人的努力。
生活选择的自由极为重要。众多研究显示，与薪资相比，员工更加重视工作的灵活性，因此，考虑将四天工作周和灵活工作选项作为你的雇佣政策的核心部分是非常重要的。
多年前，我在一个人力资源领导者的大型会议上发表了关于企业公民责任的演讲。我指出，公司就像小型社会一样，如果我们的企业“社会”不公平、不透明、不自由，那么我们的员工就会感受到痛苦。演讲结束时，我不确定听众的反应如何，但来自宜家的一大群人向我走来，给了我一个热情的拥抱。宜家这家公司，深深植根于瑞典的社会主义文化，是地球上最长久的公司之一。他们真心相信集体思维、公平和对每个个体的尊重。
原文来自：https://joshbersin.com/2024/03/what-the-world-happiness-report-can-teach-us-about-work/
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