“inclusive Insurance Solutions: Serving Marginalized Communities In Europe” – Inclusive Work: Marginalized People in the Future Workforce By Nes Parker, Jessica Galimore, Nahal Jalali-Farahani, Alisha Malkani, Kate Shepard, Vera Kiefer

In an Industry 4.0-driven future, marginalized groups are likely to continue to face challenges in accessing opportunities. Through an alliance approach, employers can help break down barriers to employment and gain access to untapped talent.

“inclusive Insurance Solutions: Serving Marginalized Communities In Europe”

This report was written primarily in advance of the COVID-19 pandemic and the 2020 national conversation calling for meaningful racial justice reform. Although these two important events are not mentioned directly, they had a profound and disproportionate impact on marginalized groups, further underscoring the importance of this report. As organizations choose a path forward, entrenched orthodoxy must be rethought to shape a more inclusive future of work. For many, creating innovative jobs for marginalized populations has never been more important.

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The nature of work is changing rapidly. Technological advances, including robotics, automation and artificial intelligence (AI), are changing human roles, responsibilities and work, replacing what machines do and what machines do.

As automation becomes more common, machines can perform many predictable cognitive and physical activities, such as operating machines, managing tasks, or preparing food.

Overall, the forces shaping the future of work will have many positive effects, including the creation of new jobs,

But they can also present new challenges as jobs are displaced and the demand for technological and essentially human skills changes rapidly. As artificial intelligence and robotics transform previously manual tasks, many employers are placing greater emphasis on employees’ human skills, such as problem solving, empathy and creativity. Considering alternative recruitment channels can help organizations meet these skills and competencies in the future of work.

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There were previously untapped talent acquisition opportunities to meet these changing workforce needs. One option may be to actively engage marginalized populations who have previously experienced unemployment and underemployment. Many employers and government agencies are already using new business models to integrate and expand employment pathways for people from marginalized backgrounds. Through these efforts, employers can realize tangible benefits by bringing together a diverse, resilient and often untapped workforce, helping to improve the performance of these individuals and their organizations.

In 2019, Deloitte and American University’s School of International Service hosted a workshop entitled “Building an Inclusive Workforce of the Future”. The event focused on future work, exploring potential impacts on people vulnerable to unemployment and underemployment, particularly survivors of human trafficking, refugees and formerly incarcerated individuals.

Panelists, speakers and attendees from the public, private and social sectors mapped out potential pathways to sustainable and decent work through collective social enterprise. Bringing together service providers and other professionals who directly address the issue allows for valuable knowledge sharing and relationship building. The insights shared at the event informed the development of this report.

Excluded populations can accommodate many individuals. For the purposes of this report, we will examine three groups that, although distinct, share common barriers to access to social, economic and environmental resources. They are survivors of human trafficking, refugees and ex-prisoners. These three groups represent an important untapped talent pool, but currently face significant barriers to sustainable employment.

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Research shows that deliberately creating opportunities for marginalized people can benefit organizations in many ways. It can be:

Although the potential benefits are clear, many people from marginalized groups still face challenges in finding permanent employment.

Although the above three groups face different challenges in employment based on their origins and characteristics, marginalized groups also face some obstacles to varying degrees:

Faced with one or more of the above barriers, individuals trying to navigate the ecosystem of employers, service providers and training programs often find themselves in an uncertain or vulnerable position. Employers may also not know how to acquire talent and train employees outside of traditional mechanisms.

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Many social enterprises and initiatives have demonstrated the potential to tap untapped talent among traditionally marginalized groups, such as those identified here. However, obtaining and maintaining employment is often linked to other needs, including housing, mental health and addressing the barriers mentioned above.

Employers themselves may not be able to meet all identified needs. By building alliances with organizations and service providers that address mental health, housing and other needs, employers will be able to proactively tap into untapped talent while breaking down traditional barriers to employment.

The solution involves a three-stakeholder ecosystem and provides a supported pathway from service delivery (eg skills development, training, care) to potential employment. The following conditions are necessary for an effective alliance approach, but can be fulfilled by one or more actors in the ecosystem. they are:


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