making from the same mindset. When you create high performing diverse teams, they bring different perspectives that result in better operating strategies and performance outcomes. People thinking differently is very positive for the business.
It’s a fact that women have an higher EQ, they’re more collaborative in their decision-making and see things from a different perspective. 80 per cent of all purchasing decisions are made either directly or indirectly by women. It begs the question: why are men designing all the bathrooms and hotel rooms? And 80 per cent of slots players are women too. Te same happens in terms of race or sexual orientation and being able to draw from a wider spectrum enables better decision-making.
Where do you start as a business to be inclusive, what help is there to make the right choices, and how do you continue to be inclusive with each decision you make?
It started with the CEO and this kind of change has to be driven at the highest levels of the organisation. It is very difficult for this to be organic and is certainly not evolutionary, because in the US, the majority of bachelors, masters and judicial degrees are held by women. It’s not that you don’t have a talented workforce
- there’s something else that’s keeping the representation of women reaching the highest levels of organisations. At Caesars, as we drilled down into this we discovered it was due to our culture. Women are always going to have children, but that does not mean they are not going to be high performing. It is the business culture that needs to understand and allow for high performing women to perform the multiple tasks that we were intended to perform. You also need to require male employees to take family leave because it helps families and creates more engaged employees with better attitudes. It works both ways.
How important is it not just to enact policy, but have dedicated team members with roles to promote and champion diversity?
We built corporate equality champion teams, both within the corporate offices and throughout our regions. Tese teams work as an alliance evaluating all our programmes, for example, ensuring that are resumes are gender neutral. We have found that job descriptions that are written in a gender neutral or even femine way, means that you don’t just get more women to apply, you get more applications full stop. Your recruiting needs to be broad based to ensure a diverse representation of candidates for each job. You need to ensure that you’re not
recruiting from the same talent pool, from the same school who keep sending you the same type of employee. And you need to make sure that your sponsorship programme is looking to drive your employees upwards within your organisation.
At Caesars, we are changing our IT systems to shift to blind resumes, without gender or ethnicity criteria. We undergo robust unconscious bias training. We have instigated LGBT, veterans, Latino and Black impact groups; always working in conjunction with the quality champion committees, driving upwards to the CEO and HR as well. It’s a process that needs to be strategic and monitored at all times. And as we become more equal in our representation, we are overlaying the more diverse group operating outcomes against the least diverse groups, so that we are setting the standard for performance priorities.
There are lots of good intentions stated around this issue, but what are the practical measures that should be adopted?
If you are just ticking boxes - nothing will ever change. I call it ‘managing the revolution.’ We are almost in 2020, but you still see work cultures that were created in the 1950s for white men. At least half of the very competent
NEWSWIRE / INTERACTIVE / MARKET DATA P49
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