Why an embedded approach to D&I beats individual programmes
By Jo Faragher on 15 September 2023
Comparisons with tennis are few and far between in diversity and inclusion, but here’s one that will resonate with many D&I professionals, according to Deepika Mahajan, director and executive coach at Talking Talent. “We talk about D&I programmes levelling the playing field, but sometimes that’s like training someone to play on a clay court, but they turn up to the match and it’s still grass,” she says. When businesses take a programmatic or initiative-led approach to D&I, they can ignore what needs addressing on a systemic level, so the programmes don’t work as effectively as they could.
While there is nothing wrong with targeted initiatives focused at improving the experience at work for under-represented groups, looking at what the “field” needs can help the results of these programmes be more successful and sustainable, she adds. With many organisations facing budget constraints and an uncertain economic outlook, this may seem like a tough sell for D&I professionals, however. “If you switch the lens so DEI is all about culture and behavioural change, it becomes a driver of business performance rather than a cost to the business,” says Deepika. Using external evidence (such as McKinsey’s research into the relationship between D&I and financial performance) as well as past internal successes to show why focusing on inclusion can be a business driver will help.
Deepika advocates “listening” from the ground up so you can understand what aspects of culture or processes need addressing – employee resource groups and surveys can help here. “But the intention should come from the top – leaders need to show that this is an organisation that supports its people and what it values,” she adds. Feedback will also identify leaks in processes and systems that are hindering the organisation from achieving its inclusion goals, and help D&I or HR teams to prioritise budgets if needed. “It’s not a one-size-fits-all solution, but working out what your organisation needs,” she adds. “Understanding what drives inclusion, psychological safety and engagement will help you to retain people and perform well in uncertain times.”
Budget pressures
With some surveys seeming to suggest that organisations are cutting back on D&I and in some cases reducing teams, D&I professionals may find themselves under greater pressure to show the value of what they’re doing. Diversity consultant Birgit Neu argues that more mature D&I teams may find the type of work they’re doing has shifted, or that more aspects of what used to be their D&I work are now incorporated within other teams such as Recruitment or Learning and Development. “Focus on what will deliver your priority outcomes,” she advises. “If employer brand and engagement are most important, spending money on an awards evening might be appropriate, but if diverse senior representation is the goal, your limited budget might be better spent on a sponsorship initiative.” Budget cuts could also be a “licence to innovate”, she adds. Instead of an expensive in-person inclusive leadership programme, resources could be directed to peer learning or an online offering, for example. Similarly, organisations may want to look at where learnings or tools they’ve developed to support one under-represented group could be relevant and re-used for another.
If businesses want to take a more sustainable approach to D&I, equipping employees to build inclusion into their ‘business as usual’ is key, according to Catherine Garrod, founder of Compelling Culture and author of Conscious Inclusion. “If you focus purely on communications, initiatives and programmes, that doesn’t equip people to be inclusive in their everyday decision-making,” she says. “The risk with something specific such as a women’s programme is that it does not equip the men for an environment where gender equity is possible – they’ll just keep on doing what they’ve always done.” Where organisations do want to prioritise initiatives, however, building a plan can help D&I teams and other stakeholders see the bigger picture. “Map everything you’re doing, tidy it up and streamline it. Then you get really good data and you can see priorities for another year or see where to focus efforts,” adds Garrod. This will also make it easier to say ‘no’ to programmes that don’t deliver value.
Everyday inclusion
Look at how inclusion is embedded in the day-to-day activities of the organisation, advises Natalie Hailey, people services director at IT infrastructure services provider CAE Technology Services. She says: “Another crucial cultural barometer is meetings. Down to the volume and style of meetings and the way in which they are run. For example, are the right people in the right meetings? Do they have a chance to contribute, or do they wait for the most senior person in the meeting to make the decisions, or express their opinion? Or do you have pre and post-meetings, where not everyone who should be involved is? Having a meeting, followed by a post meeting with only a select few can really hinder trust, and therefore belonging.
All of this reflects culture and the true feeling of belonging people have within an organisation.”
At CAE, Hailey says she has been working with teams “at every level” to create a safe environment where people can live the company’s values. “But we also call out when they are not – making for a healthy and inclusive working environment,” she adds. A new value, ‘Advocate Belonging’, encourages employees to foster inclusive and supportive behaviour between themselves. A recognition portal enables workers to thank a colleague for something that has positively impacted them. “By embracing these values, we can all play a role in creating a culture where we can all thrive, add value, and truly feel a sense of belonging,” says Hailey. “Employee advocacy is also something that is a high priority for us.” Testament to this is the fact that employee referrals are the company’s most successful source of recruitment.
All of this demonstrates the business value of focusing on embedding inclusive values rather than launching a constant series of programmes and initiatives. CAE employees are happier to be involved in employer branding efforts and speak positively about the company in their on – and offline networks. Hailey believes the company’s approach has led to higher retention and the ability to attract a wider diversity of candidates when recruiting. She concludes: “It’s a cycle of positive outcomes that benefits all stakeholders involved.”
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