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Co-funded by the Erasmus+ Programme of the European Union 

Co-funded by the Erasmus+ Programme of the European Union

Inclusion is competitiveness | 14th May

AIM: mismatching and inclusion new opportunities for candidate shortage, work environment and social impact.

At present, companies find themselves with fewer people than they need to fully perform on the market, and/or have a large percentage of staff who are not fully productive, because they are demotivated.

Inclusion can represent a winning strategy to face 3 aspects of this situation.


Why is INCLUSION a solution at this stage of the sourcing and search and selection processes?

Because inclusion means ENLARGING THE CANDIDATE POOL of companies: a company must “break out” of stereotypes, break the patterns it is used to. It must start thinking that it can also find talent among women, young people, migrants, disabled people.

BUT, if it does not find the skills it is looking for in those clusters?

Then a company must do NETWORKING, with schools, universities, VET, etc. to speak the same language and train useful skills.

And companies must also network in particular to consciously reach out to particular clusters, such as people with disabilities. In this case, networking with third sector associations is as successful as networking with VET and schools in the case of young people and NEETs.

The inclusion process, in fact, starts outside the company.

Even once the candidate pool is enlarged, companies still have to attract these candidates.

In this regard, inclusion is a key lever of any up-to-date EMPLOYER BRANDING strategy and acts both in terms of attraction and retention.

The third piece is between attraction and retention is INDUCTION.

We think that designing an effective INDUCTION PROCESS FOR PEOPLE with disability or different culture, for example, helps not only the person, but also the organisation

Our TRAINING COURSE designed in the context of GIVE project, for example, focuses exactly on supporting the company in this onboarding process of the new employee, allowing a concrete engagement of all parties involved: the manager, colleagues, an internal or external facilitator. This is aimed at fostering engagement and satisfaction.

Engagement is precisely the factor that people are looking for to improve their work experience.

And is the lever for companies to fight quite quitting phenomenon and improve RETENTION.

Inclusion means putting the person at the centre. Means ENGAGEMENT, not just for the person who is the subject of the inclusion project (the new hired), but for all company staff: inclusion changes the company paradigm.

So, how inclusion affects corporate COMPETITIVENESS?

Performance is influenced not only by productivity, but also by the level of wellbeing (Physical and Mental Energy) and the level of Engagement (Work satisfaction) of employees.

That is why, if we contribute to two of these factors with a correct job inclusion process, we will substantially affect performance and thus company competitiveness.

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