The Diversity, Inclusion & Smart working (DIS) Monitor has been monitoring research on diversity management for eighteen years. This research field encompasses areas which have become key to organizations, such as age and generations, gender, sex orientation and identity, culture and ethnicity, disabilities, maternity and paternity, wellbeing and health conditions, work/life balance.
In recent years the Monitor has focused on smart working, since its implementation entails a new organization of work and especially a new management style based on trust and accountability.
Researchers tackle these subjects with passion, integrity and scientific attitude, identifying the most effective actions to impact on organizational processes and culture.
Researchers interact and partner with companies. These factors are the key to building projects tailored to a specific organizational population.
The Diversity, Inclusion & Smart working (DIS) Monitor focuses on two main areas:
Companies can work on these two areas following these three steps:
Mapping, Sharing, Taking action
Take a picture, through a survey, of how your company is managing diversity&inclusion and/or smart working. It is possible to carry out:
Mapping diversity&inclusion and/or smart working management practices (in the HR function)
This survey is addressed to HR functions and will examine your company’s strategy about diversity&inclusion and/or smart working, priorities for action, investment areas, existing practices and their degree of implementation. Your company can be compared to a sample of companies to identify the company’s positioning in the market.
Mapping diversity&inclusion and/or smart working management perception (in the workforce)
This survey is conducted on a sample of, or the whole organizational population. Employees state how they perceive the effectiveness of people management processes (including flexibility and smart working policies, if implemented) . Your company can be compared to a sample of companies to identify the company’s positioning in the market.
In-depth analysis through focus groups
Using focus groups it is possible to examine in depth survey results that emerge as important or critical for the organization . Focus groups can be used in an explorative perspective as well, in order to better identify relevant themes for future surveys.
Other typical techniques of social research such as interviews, ethnographies, etc. may be used to explore the subjects of interest.
Different research techniques (quantitative and qualitative) can be integrated and conveniently weighed to achieve a more multifaceted, extensive and tailor-made analysis.
Discuss results to set up a tailor-made, consistent and sustainable action plan.
After the mapping stage we recommend:
An extended presentation to HR
Two SDA Bocconi’s researchers will have a personal conversation with HR people to discuss results and interpret them considering the organizational context.
A work-out with your company’s top management and main stakeholders
Present the results previously talked through with HR and set up an action plan supported and sponsored by management. Thanks through structured decision-making techniques and inductive stimuli, participants will be guided in reviewing results to build a specific roadmap for their organization, defining investment priorities and behavioural guidelines.
In order to share survey results and company’s action plan, it is possible to organize:
Working Lunch with management
Round tables on diversity and inclusion topics can be organized in order to discuss D&I topics with managers .
Inspirational Speech
A meeting aimed at awakening and engaging a wide organizational target population to D&I and SW themes, as well as at generating commitment and offering interpretative keys to understand the results .
Put into practice the action plan you have previously set up and shared.
DIS researchers can support the implementation of your action plan by integrating training, coaching and mentoring, team coaching, consultancy work devoted to building/reviewing HR processes and SW policies.
Other Several Academies can been developed for your company: Smart Working Academy, Women Academy, Age Academy, Parents Academy. For these academies we adopt a format based on training, team coaching and customized consultancy work in order to offer a tailor-made project.
The following is a list of pertinent publications, grouped by subject.
You can also refer to our blog
Diversity and Inclusion
Dossier sul diversity management. Economia & Management, 1
Diversity Management e prestazioni aziendali. Economia & Management, 1
Una prospettiva critica sul diversity. Economia & Management, 1
Diversità al plurale. Le buone pratiche. Economia & Management, 1
Tra vecchi totem e nuova rottamazione. La gestione della diversità nelle imprese italiane. Economia & Management, 1
Una vera politica di diversity. Economia & Management, 4
The last call. L’adozione del DM e l’insostenibile ritardo delle imprese italiane. Economia & Management, 2
Disabilità e organizzazioni. L’esperienza di Jobmetoo. Economia & Management, 3
Workforce e Aging. Le nuove opportunità. Economia & Management, 5
Diversità e discriminazione nelle aziende in Italia: i risultati dell’indagine 2013. Economia & Management, 2
Engagement e carriera: Il peso dell’età.
La diversity delle competenze nei sistemi di corporate governance. Competenze attuali e auspicate, Economia & Management, 4
Un posto in CDA – Costruire valore attraverso la diversità di genere
Crisi e disuguaglianze: ripartiamo dal Diversity Management, Economia & Management, 4
La diversità basata sull’orientamento sessuale: una prospettiva per il contesto italiano. Economia & Management, 6
Dalla retorica manageriale all’azione concreta, Economia & Management, 3
Maternità: quanto ci costi? Un’analisi estensiva sul costo di gestione della maternità nelle imprese italiane
Diversity management: gestire e valorizzare le differenze individuali nell’organizzazione che cambia
Flexibility and Agile Working
Lavoro agile oltre la sperimentazione. Economia & Management, 2
La sfida del lavoro agile e l’esperienza del Comune di Milano, Economia & Management, 6
Il lavoro agile: i risultati della sperimentazione del progetto del Comune di Milano. Economia & Management, 5
Flessibilità spazio-temporale e Diversity Management: false credenze e nuove opportunità. Economia & Management, 5
La flessibilità paga
Responsible Leadership and Female Leadership
Essere leader al femminile
Sviluppare una diversità responsabile, in Magni M., Pennarola F. «Responsible Leadership»
La leadership «responsabile» e il clima organizzativo
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