Promote diversity and inclusion in internal mobility.

At the heart of recruitment policies, diversity and inclusion seem less of a priority for internal mobility. How can they be promoted?
Diversity and inclusion in the Internal Mobility policy
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Now at the heart of recruitment policies, diversity and inclusion remain challenges in internal mobility. Although D&I is seen as a way to enhance employer branding, it does not yet have the same appeal once employees are in place. Artificial intelligence has many benefits and can make it a reality in career management.

Diversity and inclusion challenges

Diversity and inclusion are not only a CSR issue of employer branding.
What are the challenges of diversity and inclusion?

Diversity and Inclusion, two critical components of Corporate Social Responsibility, have an explicit impact on companies' results and are key to internal mobility policy.  They also will be included in the declaration of responsible actions of the Corporate Sustainability Reporting Directive mandatory from 2024.

Performance challenges

Deloitte highlights the performance gain in its annual inclusion study.

Companies that are truly active in their inclusive inclusive policy generate up to 30% more turnover per employee

The most inclusive companies are also nearly 60% more likely to:

  • See their profits and productivity increase, 
  • Improve their overall reputation and brand image,
  • Experience an increase in creativity and innovation.

‍Management challenges

In a word, diversity and inclusion foster employee engagement. How? Because they build a meaningful work environment, where everyone can feel empowered and appreciated for their uniqueness, beyond standards and representations.

However, breaking free from the norm is not a natural inclination of individuals or organizations. Achieving this requires a very proactive policy on the part of companies. While diversity is primarily a matter of recruitment policies, inclusion is an eminent subject of management, HR and corporate culture.<br><br>

The benefits of AI for diversity and inclusion

AI to measure, understand and improve

When applied to internal mobility topics, it's precisely the tasks where Artificial Intelligence is powerful.

First of all, because AI allows:

  • Measuring the ROI of actions taken: Monitoring projects' efficiency is mandatory.
  • Understanding and analyzing: There are often many different causes for the same problem. AI can identify them.
  • Rectifying: Once you identified the cause of an issue, it is possible to provide the right answer   

AI for better risk management

Applied to internal mobility, AI finally allows building a frame of reference based on factual criteria, such as the levels of commitment or expertise of employees. The goal is to exempt mobility from bias that could false the analysis. It’s a valuable decision-making and risk-management tool. It enables internal opportunities to be promoted more effectively and enhances career transitions.

AI for equity

Because it's designed by humans, AI can demonstrate cognitive bias. The AI Index report from Stanford displays growing concerns about the ethics of Artificial Intelligence. Based on data from the AIAAIC database, which monitors instances of ethical misuse of artificial intelligence (AI), the number of AI-related incidents and controversies has surged by 26 times since 2012.

The aim is to promote equity between individuals, a prerequisite for a diversity and inclusion policy based on objective criteria. For example, Google uses an AI-based HR tool to observe the composition of its communication teams in its various markets: male/female speaking time, representation of ethnic groups, roles of women and men in communications, etc. The mobility policy ensures that all these criteria are fulfilled.

Ethical mobility: how to benefit from artificial intelligence?

Artificial intelligence promotes ethical mobility, making it possible to become aware of subjective representations at the HR level. AI helps to make internal mobility more robust and rational. Let's dive into these two aspects:<br>

Acting against subjective representations

Promoting internal mobility is a long process because it involves several prior actions:

  • Make all employees actors of their own mobility,
  • Promote all available career paths,
  • Anticipate business needs.

Through the use of AI, HR is thus called to refocus on the human aspects of organizations.

To reflect the HR culture objectively, it is necessary to remove any representation bias from the designers of artificial intelligence. Thus, the HR function has the opportunity to take part in the creation of the AI engine: during the phases of formulating the need, ensuring the reliability of the data, and the first results of the AI.

Promote internal mobility based on objectivity

Once cleared of its biases, AI can thus help to make internal mobility more objective. To achieve this, it will be necessary to provide the AI engine with feedback on the success of the moves made. The purpose must be to use measurable criteria to position the right people in the right positions with the right skills.

For example, Neobrain supported a client whose objective was to better manage its pool of high potentials. After three months of AI training and exchanges with the project members, the results are:<br>

  • 15% were not detected as HP
  • 85% of the panel of high potentials were validated,
  • 15% came out as not "HP".

Changing the role of the manager

In this context, managers are called upon to become coaches, capable of accompanying individuals in their singularity. The main challenge for them is to find a balance between the attention paid to the individual and the achievement of the collective project of the company.

An HR policy based on diversity and inclusion reaffirms the human aspects of organizations. Managers are key elements of this dynamic. For you to dive into the matter further through, check out our article "Involving managers in the internal mobility process".