Diversity and Inclusion

Diversity and Inclusion is central to the ability of organizations to build an environment and practice in which individuals can be themselves and receive support so that they can work at their best.

It's about knowing and going beyond compliance and regulatory requirements to create and implement approaches that ensure individuals flourish while organizations meet their responsibilities. The creation of a truly inclusive environment requires the integration of diversity into policies, processes and the wider organizational system.

The theme is for everyone but is particularly adapted to HR professionals with responsibility for Diversity and Inclusion projects in their organisation. In addition to HR specialists, the theme will also cater to HR Business Partners and/or HR professionals responsible for Leadership Development, Talent Management and/or Employee Engagement initiatives.

Central questions:

• How can organizations work to improve the gender balance?
• What impact do D&I initiatives have on individual and organizational performance?
• What is 'best practice' within the subject?

Central content

• D&I policies
• D&I initiatives
• Leadership
• HR Strategy and KPIs
• Talent Management

Central activities

Within this theme, we have recently dealt with:

• HR in a Global World

  At this meeting, knowledge was discussed and shared around the promotion of strategy, collaboration, execution, common standards, best practice and change across borders. Insights were shared on working across legislation, culture, language, time zones and education level, all of which are key areas when doing HR in a global world.

• Diversity is more than stilettos in the management corridor - A new paradigm for diversity management

  Diversity has long been on the organizational agenda, but in practice is often reduced to a question of the number of New Danish colleagues and women in the management corridor. New approaches within diversity management provide a basis for working with diversity in a broader business strategy. At Arla Foods, among others, management teams work with joint development processes and challenge the Stone Age brain with a focus on achieving an innovative collaborative culture and inclusive management that supports the global strategy.

• Stress can be prevented - get started!

  where we see that stress is incredibly costly for companies, but that there is help available. Different cases can help to describe how, both at the primary, secondary and tertiary stages, you can work to deal with the stress problem in the current organization.

• The new generation on the labor market

  What exactly does this new generation of workers want, and how should companies deal with the challenges and opportunities that are potentially at stake? At this meeting, the upcoming generation of HR employees and representatives from different companies will have the chance to spar with each other about what opportunities there are for a student on the labor market and what a company can expect from the new generation of potential employees.

• Management of young people

  Danish companies face major challenges when it comes to managing young, new employees in both modern and future digital everyday life. Today, we have a labor market with 5 generations with very different prerequisites and expectations for the labor market, who must work together to solve the organization's tasks. But should one divide the employees into the old and the young in the belief that this will make the management task easier? Or should one instead cut everyone across the board?

Are you interested in even more exciting content? Read more about all NOCA's 9 themes here.