2024全球归属感与多元化蓝图 The Global Blueprint for Belonging and Diversity

Report

GlobalBlueprintforBelongingandDiversity

Focusingonstrategicmaturityandpositiveimpactforthebusiness.

Foreword

Navigatinganever-evolvingandcomplexworldissomething

mostorganizationsface;it’sourabilitytosparkandnurture

creativity,pushboundaries,bebold,andremainresilientthatkeepsinnovationthrivingandemployeeschallenged.Butin

additiontobeingchallenged,employeesmustfeelastrong

connectiontoworkplacecultureanditsvalues;theyneedto

knowthey’repartofthefabricandkeytoacceleratingbusinessstrategies,whilealsocreatingmeaningfulandpositiveimpactwithintheircommunities.

AtWorkday,weinviteandenablebusinessleadersandemployeestotakean

activeroleinourDEI(diversity,equity,andinclusion)journeythroughourvision

ofVIBE™(ValueInclusion,Belonging,andEquity)forall,startingwiththeVIBEMindset.TheVIBEMindsetisrootedinthreebehaviors:curiosity,compassion,andcourage.Byaskingquestions,challengingassumptions,extending

gracetoourselvesandtoothers,andtakinghonorableactiontoachieve

impactfulresultsdespitepotentialdiscomfortoruncertainty,wearebetterequippedtoensureourperspectivesarecompleteandbalanced.Integratinginclusion,belonging,andequityacrossbusinesspracticesisessentialand

takeseveryoneinordertosucceed.Thisishighlightedbythefactthatoftherespondentsinthisyear’ssurveywhoagreeastrategicapproachtoDEIisapriority,70%reportthatDEIisownedacrosstheorganization.

Whenanorganizationsetsclear,measurableDEIobjectivesthatmobilize

peopletowardaction,thereisareadinesstothrive,andpeoplewanttobring

thebestofthemselvestotheirworkandtooneanother.Morethantwo-thirds(67%)saytheirorganizationmeasuresthebusinessimpactandperceivedvalueofDEIinitiatives,whichisamassiveuptickcomparedtolastyear’s20%.And

whilealmosthalfoforganizationsmeasurediversity(49%),only39%areabletotrackprogressonemployeeinclusionandbelonging.Thisrepresentsan

opportunitytowidentheview,lookatintersections,andcreateholisticgoalsandcommitmentsthatpropelorganizationstowardachievingnotableresults.

TheVIBEMindsetisrooted

inthreebehaviors:curiosity,

compassion,andcourage.Byaskingquestions,challengingassumptions,extendinggracetoourselvesandtoothers,

andtakinghonorableaction

toachieveimpactfulresults

despitepotentialdiscomfort

oruncertainty,wearebetter

equippedtoensureour

perspectivesarecompleteandbalanced.

GlobalBlueprintforBelongingandDiversity|2

centerhumanityintheworkplace—believingthatallpeople,regardlessofbackground,deservetofeelthattheybelong,shouldexpecttobetreatedrespectfully,andshouldbegivenaccesstoopportunity—ishowwecandobetter.Wearestrongertogether!

Anunwaveringcommitmenttodiversity,equity,andinclusionisreinforced

byleaderswalkingthetalk,movingfromawarenesstoaction,modeling

inclusivebehaviors,andholdingthemselvesandothersaccountablefor

consistentlydoingthesame.Enablingandempoweringleaderswiththe

rightdata,tools,andresourceshelpsthembebetterequippedtoaddress

DEIgapsandconfidentlyseizeopportunitiesforimprovement.Workday

continuestoregularlyassesstheemployeeexperiencethroughourintelligent

listeningplatformWorkdayPeakonEmployeeVoice,reinforcingtoemployees

thatthey’rebeingheard,andallowingleaderstokeepapulseonemployee

sentiment,identifytrends,anddetermineappropriateactions.Whenweasked

respondentsabouttheimpactofthesetechnologies,theimplicationswere

AIhasimprovedresultsacrosstheboard,withthestrongestpositiveimpactreportedon

performancedevelopment

(86%)andsentimentsurveys(83%)—apromisinglookatthepositiveroletechnologyandAIcanplayinDEIsuccess.

clear:organizationsarealreadyseeingthebenefits.AIhasimprovedresults

acrosstheboard,withthestrongestpositiveimpactreportedonperformance

development(86%)andsentimentsurveys(83%)—apromisinglookatthe

positiveroletechnologyandAIcanplayinDEIsuccess.Ifirmlybelievethe

timeisnowtoharnessthecollectivepowerofpeopleandtechnology—it’san

opportunityweshouldn’tmiss.

I’mexcitedaboutourongoingcommitmenttocommissionanannualglobal

DEIsurveythatgivesusrichinsightsacrossallindustriescoveringNorth

America,Europe,theMiddleEastandAfrica,andAsia-PacificJapanmarkets.

Whilechallenges,constraints,andlocalculturesmaydiffer,ourabilityto

“

Whenanorganizationsetsclear,measurable

DEIobjectivesthatmobilizepeopletoward

action,thereisareadinesstothrive,and

peoplewanttobringthebestofthemselves

totheirworkandtooneanother.

CarinTaylor

ChiefDiversityOfficer,PeopleandPurpose,

Workday

GlobalBlueprintforBelongingandDiversity|3

Introduction

AglobaloutlookonDEIshowsprogressasevidenced

bysustainedorganizationalcommitmentandincreasing

momentumaroundDEIinitiatives.

Amongorganizations:

78%sayDEIpriorityhasincreasedinthepastyear,with85%havingaDEIbudget

57%havemadeprogresswithorarealreadyusingastrategicapproachtoDEI

94%areusingtechnologytosupportDEIinitiatives

Ontheflipside,negativeperceptionsaroundDEIeffortsandefficacyhave

sprungupwithincertainpublicandprivatecircles.Thishasledtomedia

reportsaroundreductioninDEIrolesandtherestrictionofworkplacetraininganddevelopmentopportunitieswithinsomeorganizations.

Infall2023,Workdaycommissionedasurveyof2,600globalHRprofessionalsandbusinessleadersacross19countriestobetterunderstandthedrivers

behinddiversity,equity,andinclusion,aswellasthecurrentstateofglobalDEI.1Thegoalofthisreportistohelpleadersunderstandhowtheyare

currentlyrespondingtoDEI,drivingchange,andsustainingprogressinthisshiftinglandscape.

Thisreportunveilsaglobal

viewofDEI,withinsightsinto:

•OrganizationalcommitmenttoDEI,withtalentasaprimaryfocus

•Theimportanceoftransparencyandseniorleadershipcommitmentforlong-termDEIsuccess

•HowtechnologyandAIcanhelpincreatingamorestrategicapproachtoDEI

1Surveyrespondentsareorganizedintothreebrackets:1.NorthAmerica(theU.S.,Canada,andMexico);

2.EMEA(theUK,France,Germany,Spain,Italy,Belgium,theNetherlands,Switzerland,Austria,Sweden,andIreland);and3.APJ(Australia,Japan,Korea,Singapore,andHongKong).

GlobalBlueprintforBelongingandDiversity|4

DEIisanorganizationalpriority,withabudgettobackitup.

Withinthelastyear,theimportanceofDEIhasbecomemorepronounced—andthebudgetsproveit.Notonlydid78%ofrespondentssaythepriorityofDEIhasincreasedwithinthepast12months,but85%alsostatetheyhaveabudgetforDEI(upfrom76%lastyear).

Businessleaderscontinuetoprioritizetalent.

WhiletheemphasisplacedonDEIhasclearlyincreased,thereasonsfor

investinginDEIhavestayedthesame.WhenweaskedrespondentsaboutthebusinesscasesdrivingDEIinternally,wefoundtheirtopthreedriversalignedwithlastyear’s,signalingacontinuedemphasisoncreatingsupportforteamsandtalent.

Beyondthetopthreedrivers,otherbusinesscasesforDEIincludetheneedtodevelopandpromotepeoplefromdiversebackgrounds(40%),theneedtoimproveemployeeengagement(40%),andthegoaltopositivelyimpactbusinesssuccessandresults(39%).

What’sinterestingaboutDEIisthat,whileeveryorganizationhasitsown

primarygoalsforexecutingDEIinitiatives,outcomesoftenhaveconsiderableoverlap.Thinkabouttheconnectionbetweentalentandbusinesssuccess:fororganizationswhoseprimaryfocusispositivebusinessimpact,DEIoutcomesthatelevatetalentandemployeeengagementwillonlyservetosupportthedesiredendstate.

Attractingtalentisa

topDEIdriver.

43%

Attractandrecruita

diverseworkforce

41%

Improvestaffwell-being

41%

Attractanddeveloptalent

GlobalBlueprintforBelongingandDiversity|5

WhatdrivesDEIinyourcountry?

Improvestaffwell-being

Mexico(49%),France(47%),Australia(46%),Singapore(46%)

Attractandrecruitadiverse

workforce

Canada(53%),UnitedKingdom(52%),Japan(42%)

Attractanddeveloptalent

Korea(53%),HongKong(48%)

Positivelyimpactbusinesssuccess

andresultsthroughinvestinginDEI

UnitedStates(49%),Singapore(46%)

Developandpromotepeoplefrom

diversebackgrounds

Germany(46%)

Improveemployeeengagement

Japan(42%)

GlobalBlueprintforBelongingandDiversity|6

DEIsupportisintrinsicallymotivated.

Formostorganizations,thepushforDEIcomesfromwithin,with66%of

respondentssayingthemainsourcesofpressureforDEIinitiativesareinternal.Ofthose,42%saytheirDEIinitiativesaredrivenequallybybothbusiness

leadersandemployees.

Keydrivers:industryandregionalhighlights.

IT

Forthe34%oforganizationsthatsaytheyfacemoreexternalthaninternalpressurearoundDEI,themaindriverisastrongemployerbrand(76%)—

echoingtheinternaldriversfocusedonattractingandretainingadiverse

workforce.Thisisinkeepingwithadocumenteduptickinawarenessofhowapositiveemployerbrandhelpsattract,retain,andengagetalenttosupportcompetitivebusinessperformance.

PositivelyimpactbusinesssuccessandresultsthroughinvestinginDEI—45%

Government

Improvestaffwell-being—48%

Finance

PositivelyimpactbusinesssuccessandresultsthroughinvestinginDEI—45%

Healthcare

Attractandrecruitadiverseworkforce,improvestaff

well-being—42%

Retail

Attractanddeveloptalent—41%

Manufacturing

Attractandrecruitadiverseworkforce—48%

ProfessionalServices

Attractanddeveloptalent—48%

Transportation

Improvestaffwell-being—48%

Utilities

Increaseinnovationresulting

frommorediverseandengagedteams—43%

Hospitality

Improvestaffwell-being—44%

CreativeServices

Attractandrecruitadiverseworkforce—49%

GlobalBlueprintforBelongingandDiversity|7

Attractandrecruitadiverseworkforce

41%

44%

38%

42%

48%

47%

44%34%

37%

49%

40%

Improvestaffwell-being41%48%33%42%36%40%43%49%42%44%27%

Attractanddeveloptalent41%42%38%39%41%44%48%36%34%34%37%

Developandpromotepeoplefromdiversebackgrounds

41%

40%

35%

40%

36%

41%

45%

40%32%

43%

46%

Improveemployeeengagement

PositivelyimpactbusinesssuccessandresultsthroughinvestinginDEI

45%

27%

42%

37%

40%

43%

41%

46%

34%

35%

32%

44%

Increaseinnovationresultingfrommorediverseandengagedteams

41%

34%

38%

34%

37%

35%

39%43%

43%

39%

Improvestaffretention

36%

35%

37%

39%

35%

47%

32%

36%

32%

41%

24%

Improveouremployerbrand

38%

26%

33%

33%

37%

34%

32%

31%

26%

35%

27%

41%42%37%40%37%40%43%37%34%42%41%

Industries

•Staffwell-beingistheprimarybusinesscaseforDEIinitiativeswithinhospitality,transport,andthepublicsector.

•AttractingandrecruitingadiverseworkforceistheprimarybusinesscaseforDEIinitiativeswithinmanufacturingandcreativeservices.

•Technology,transport,andmanufacturinghadthehighestpercentageofrespondentsciting“positivelyimpactbusinesssuccessandresults”asthemainreasonforinvestinginDEI.

CreativeServices

ProfessionalServices

Manufacturing

Finance

Healthcare

Retail

Utilities

Hospitality

Government

IT

Transport

KEYDRIVERSBYINDUSTRY

GlobalBlueprintforBelongingandDiversity|8

Attractandrecruitadiverseworkforce

45%53%45%52%33%39%43%42%

41%

38%34%

Improvestaffwell-being

36%

42%

49%

49%

47%

40%46%30%33%

46%

44%

Attractanddeveloptalent39%45%38%41%38%42%38%41%53%38%48%

Developandpromotepeoplefromdiversebackgrounds

49%39%

51%

27%46%39%36%

31%

41%

42%

43%

Improveemployeeengagement

PositivelyimpactbusinesssuccessandresultsthroughinvestinginDEI

49%48%39%46%26%37%

41%

22%34%46%40%

Increaseinnovationresultingfrommorediverseandengagedteams

41%

41%

43%

41%

27%35%37%29%43%44%40%

Improvestaffretention36%45%28%39%32%43%38%40%32%45%33%

Improveouremployerbrand38%32%34%41%33%33%28%25%20%28%40%

Regions

•Fororganizationsinsomecountries,DEIisseenasawaytounlock

diversityofthought,helpingtofacilitateinnovationandcontribute

tothebottomline.SpainandSwitzerland,forexample,citeincreasedinnovationthroughmorediverse,engagedteamsasaprimarybusinesscaseforDEI.

•Fororganizationsinothercountries,theconnectionbetweenDEI

investmentsandtangiblebusinessoutcomesmaybelessclear.

Countrieslesslikelytocite“positivelyimpactbusinesssuccessand

results”byinvestinginDEIincludeFrance,Japan,andtheNetherlands—countriesthatalsohavelowresponseratesforincreasinginnovation

throughmorediverse,engagedteams.

OurdataaroundDEImotivationrevealsthatorganizationswanttobe

engagedinDEIinitiatives.Thisislessamatterofmeetingexternaldemandsor

requirements,andmoreaboutpeople’srealdesiretoseediversity,equity,and

inclusionprevailintheirworkplace.

HongKong

KEYDRIVERSBYREGION

U.S.CanadaMexicoUKFranceGermanyAustraliaJapanKoreaSingapore

41%48%40%41%39%36%39%42%42%38%42%

GlobalBlueprintforBelongingandDiversity|9

Diversityandequityinitiativesarealreadyinplaceatmostorganizations.

Nearlyallrespondents(97%)reporthavingatleast1DEIinitiativeinplace,withthetop2beingpositiveactiontoencouragediverseapplicantsandpositive

actiontosupportdevelopmentandpromotion—bothreportedby42%ofrespondents.

Thiscorrespondstothefocuswe’reseeingontalent—whereDEIsupportstalent,thebusinessstandstoreaptherewardsofawell-equipped,

well-developed,satisfied,andempoweredworkforce.

FocusingDEIeffortsonthelong-term.

LookingtothenearfutureofDEI,85%ofrespondentssaytheyhaveabudget

forDEIinitiatives,and45%anticipateDEIwillgetevenmoredollarsforinvestmentinthenextfinancialyear.But,while43%saytheirDEIbudgetincludesshort-andlong-terminitiatives,28%havebudgetedonlyfor

short-terminitiatives.

Inshort,organizationalcommitmenttoDEIremainshigh,butareDEIleaders

directingtherightresourcestotherightinitiatives?Whileshort-terminitiativeshavethepotentialtomakeadifference,itcanbeeasyfororganizationstofallintoapatternofunrelatedstand-aloneinitiativesthat,whilewell-intentioned,canplayoutasperformativeversuspurposeful.

Whenitcomestofocusingeffortsonthelong-term,knowingwheretoget

startedcanbeachallenge.Werecommendorganizationsbeginbytaking

stepstomeasuretheprogressofDEIinitiativesandunderstandtheirimpactonhiring,promotions,andfeelingsofbelongingandinclusionwithinthe

organization.

TopDEIinitiativesbyindustry.

Hospitalityandretail

•Equitablepay

•Diverseapplicants

Manufacturing

•Developmentandpromotion

•DEItraining

TopDEIinitiativesbycountry.

•Mexico,Canada,andHongKongareamongthecountriesreportingthehighestratesofDEIinitiativessupportingdiverseapplicantsanddevelopmentandpromotion.

•TheU.S.andUK,Sweden,andCanadareportDEItrainingastheprimaryDEIinitiativealreadyinplace.

OwnershipandleadershiparethekeystoDEIsuccess.

Fororganizationsreadytostartthinkinglong-termwithDEI,2024efforts

shouldfocusonensuringallinitiativesarepartofawiderstrategy:

operationalizingacultureofDEIwhileimprovingbenchmarkingfor

accountabilityandprogressmeasurement.Accordingtoourresearch,shared

ownershipandleadershipinvolvementaregoingtobekey.

GlobalBlueprintforBelongingandDiversity|10

Whysharedownershipandleadershipmatter.

Morethanhalfofrespondents(57%)citehavingmadeprogresswithastrategicapproachtoDEI.ThereisgoodreasontosuspecttheabilitytoimplementsuchaneffectiveapproachtoDEIhingesonanorganization’scapabilitytofoster

jointresponsibilityandmodelDEIgoalsfromthetopdown.

SharedownershipshouldbepartofeveryDEIstrategy.

Currently,organizationsarerelativelysplitwhenitcomestoownership:halfofHRandbusinessleaderssayDEIisownedacrosstheorganization,while42%sayDEIisthesoleresponsibilityofonespecificgrouporfunction.

ThatsharedownershipapproachseemstohaveastrongcorrelationwithstrategicDEI.Thedatashowsthatforthosewhoagreetheirstrategic

approachisapriority,70%sayDEIisownedacrosstheorganization,

comparedto54%whodon’thaveastrategicapproach.Thissuggeststhatorganization-wideownershipisacrucialpartofamorestrategic,effectiveapproachtoDEI.

52%

believethecurrentleadership

makeuphasanegativeimpact

onDEI.

LeadershipiscriticaltostrategicDEIprogress.

WhenitcomestodrivingprogressinDEI,organizationsrelyonleadership

totakethereins.Leadershipandcommitmentfromthetop(38%)are

citedastheprimeneedformovingtothenextstageinrelation

toDEI.Andrepresentationmattersateverylevel—diverse

leadershipisconsideredvitaltosuccessfullyimplementing

DEIinitiativesby83%ofrespondents.

WhileleadershipisamustformovingDEIforward,

thereisacaveat:atop-downapproachmaynot

supportthestrongestDEIstrategy,especiallyifthe

leadershipteamlacksdiversity.

OneofthecurrentchallengesofprogressingDEI

isthatoverhalfofrespondentssaythemakeupof

theirexistingseniorleadershipteamsisharming

DEIefforts.Thislackofdiversityinleadershipcan

leadtobiasandflaweddecision-making,impacting

theeffectivenessofDEIinitiativesandinhibiting

thecreativepotentialmadepossiblebyamore

diversegroup.

GlobalBlueprintforBelongingandDiversity|11

19%

19%

19%

14%

Wedonothaveastrategicapproachatthemoment,butwewouldliketo.

8%

6%

6%

12%

11%

16%

6%

18%

13%

9%

11%

Wedonothaveastrategicapproach

asthisisnotapriorityatthe

moment.

13%

4%

9%

19%19%16%23%17%

14%

14%

12%

24%27%24%25%35%15%29%23%30%28%32%

Werecognizeaneedforastrategicapproach,butweareunsurehowtoproceed.

Wehavetakensomeinitialstepsandareslowlymovingforward.

Wearemakinggoodprogressin

relationtoourstrategicapproach.

26%

26%

32%

23%

11%

19%

20%

10%

11%

13%

20%

OurstrategicapproachisapriorityforusandourperformanceonDEIisgood.

16%

12%

17%

15%

7%

5%

9%

4%

3%

17%

4%

14%17%16%16%17%27%20%21%27%19%24%

Strategicapproach:industryandregionalhighlights.

Industries

•Industriesreportingthehighestlevelsofsharedownershipincludetechnology,finance,andmanufacturing.

•Hospitality,manufacturing,technology,andprofessionalservicesexhibitthehighestpercentageofrespondentsmakinggoodprogressonDEIstrategy.

Wedonothaveastrategicapproachatthemoment,butwewouldliketo.

Wedonothaveastrategicapproachasthisisnotapriorityatthemoment.

Werecognizeaneedforastrategicapproach,butweareunsurehowtoproceed.

Wehavetakensomeinitialstepsandareslowlymovingforward.

Wearemakinggoodprogressinrelationtoourstrategicapproach.

Ourstrategicapproachisapriorityforus,andourperformanceonDEIisgood.

30%

25%

20%

15%

10%

5%

0%

28%

28%

23%

23%

22%

16%16%

15%16%

10%

11%

10%

10%

1%

STRATEGICAPPROACHBYINDUSTRYRETAILHOSPITALITYMANUFACTURING

Regions

•TheU.S.,Canada,Mexico,andSpainareamongthosereportingthehighest

percentageofrespondentsmakinggoodprogressonastrategicDEIapproach.

•Austria,Belgium,andJapanareamongthecountriesmostlikelytosaytheydon’thaveastrategicapproachtoDEI.

STRATEGICAPPROACH

HongKong

Singapore

BYREGION

Germany

Australia

Canada

Japan

Mexico

France

Korea

U.S.

UK

GlobalBlueprintforBelongingandDiversity|12

Howorganizationsusetechnologyto

supportDEI.

Technologyuseisuniversal.

TechnologyplaysacriticalroleinenablingDEI.Frommeasuringdemographic

dataandempoweringmoreequitablerecruitingandtalentprocesses,

meaningfulDEIdependsheavilyontheorganization’sabilitytoimplementand

supporttheappropriatetechnologystack.Andwhiletechnologyiscrucialin

creatingamorediverseandinclusiveemployeeexperience,thequestionis

whetherorganizationsareusingittoitsfullpotential.

Togetafeelfortheroletechnologycurrentlyplaysinorganizations’DEI

strategies,welookedathowmanycompaniesareusingtechnologytosupport

DEI,aswellasthemostcommonusecasesforthosetechnologies.Wefound

thattechnologyuseforDEIisubiquitous,with94%ofrespondentsdeploying

technologytosupportDEIinitiatives.

Technologyforemployeeengagement2022

andretentionisupfrom2022.2023

Internalcommunicationtools

TalentmanagementtoolsthatsupportDEIusecases

Employeeengagementandretentiontools

Anonymoussurveystogetinsightsintodiversitycomposition

RecruitmenttoolsthatsupportDEIusecases

LearningsolutionsthatsupportDEIusecases

ReportingandanalyticssolutionsthatsupportDEIusecases

Sentimentsurveystogetinsightsonbelonging

CompensationmanagementtoolsthatsupportDElusecases

WedonotutilizetechnologytosupportDElinitiatives

37%

41%

36%

38%

33%

38%

33%

36%

31%

33%

29%

31%

27%

31%

26%

30%

22%

29%

7%

6%

GlobalBlueprintforBelongingandDiversity|13

Thepotentialfortechnologytosupportandtransformanorganization’sDEIeffortsisincredible,especiallyasAIandmachinelearning(ML)gaintractionglobally.Andyet,manyorganizationsseemtostruggletoleveragetechnologybeyondsomeofitsmorebasicapplications.

AsaresultofafreshfocusonDEI,organizationsareturningtotechnologytohelppaintamorenuancedpictureoftheemployeeexperience.Oursurveyfoundthatinternalcommunicationstoolsarethemost-usedDEItechnologycurrentlyinplay,followedbytalentmanagementandemployeeengagementandretentiontools.Theinsightsofferedbythesetechnologyapplications

canhelpdecision-makersimprovenotonlytheirDEIinitiatives,butalso

corebusinessprocessessuchasrecruiting,onboarding,andperformancedevelopment.

Whilecommunicationsandtalentmanagementtoolsarecritical,thereisalso

.Positiveimpact

.Significantpositiveimpact

86%

oforganizationsusingAIfor

performancedevelopmentnoted

positiveimpact.

agrowingneedintheDEIspaceforadvancedtechnologythatcanhelpto

measureDEIdataandresults.Asorganizationsembracenewtechnologies

thatleverageAIandMLtofillthatneed,it’smoreimportantthanevertothinkabouthowtechnologycancontinuetoenhance,ratherthanreplace,the

employeeexperience.

StrategicDEIleveragesAI.

Oftherespondentswhosaidastrategicapproachisapriority,almosthalf

(46%)havedeployedtechnologyfor9differentDEIusecases.ThisgroupisalsomuchmorelikelytobeusingAIandothertechnologieswithbiasmitigation

capabilities.

WhenwedrilleddownintoAIandMLuse,wefoundinvestmentinAIandMLismostcommoninDEIapplicationsincludingperformancedevelopment(41%),hiring(37%),andsentimentsurveys(37%).

Whenweaskedrespondentsabouttheimpactofthesetechnologies,the

implicationswereclear:organizationsarealreadyseeingthebenefits.AIhas

improvedresultsacrosstheboard,withthestrongestpositiveimpactreportedonperformancedevelopment(86%)—apromisinglookatthepositiveroleAI

andMLcanplayinthesuccessofDEIinitiatives.

53%ofU.S.respondentsuseAIandML

inperformancedevelopment,followed

by49%ofHongKongrespondentsand

48%ofSingaporerespondents.

53%

U.S.

49%

HK

48%

SG

GlobalBlueprintforBelongingandDiversity|14

EmbedDEIineverythingyoudo.

Diversity,equity,andinclusionisaboutsomuchmorethangender,age,orethnicity—thefocalpointsoftraditionalemployeeanalysis.

AtWorkday,weunderstoodthatdiversityshouldn’tbeoursolefocus.Welookedatourowncompanytolearnhowtocreateanenvironmentwhereeveryone

feelsvaluedforwhotheyareandwhattheybringtotheorganization.Welearnedfosteringinclusion,belonging,andequityintheworkplaceiskey,anditstartswithadeepunderstandingofwhoyourpeopleareandhoweachpersonisunique.

Aperson’sidentityismadeupofmultipledimensionsthatimpacttheirexperienceintheworkplace.Werecognizetheuniqueidentitiesofouremployeesbylookingattheseintersections.

UnderstandingVIBE™:ValueInclusion,Belonging,andEquity.

VIBEisouruniqueWorkdaywayofapproachingbelonginganddiversity.We

shareourbestpracticesandmethodologieswithourcustomersandpartnersasweadvanceinourownjourney.

HowWorkdayhelpsteamsachieveDEIgoals.

DrivingrealchangeandpositivelyhighlightingtheimpactofDEIonbusinessresultsandtheworkforcer