A common mistake a business can make is thinking that a few initiatives, without understanding infrastructure and integration across their organisation, will improve their diversity, equity and inclusion (DEI) position. Often, these are created in silos and will not stand the test of time or tackle the real issues around why the business has struggled to embed lasting diverse and inclusive practices and cultures.
However, it is also difficult to know where to start when it comes to improving DEI. There are often challenges when businesses pat themselves on the back for a few disparate initiatives as opposed to taking a hard and honest look at its challenges and then developing strategies to create a diverse and inclusive workplace culture.
As an HR representative who has been tasked with improving DEI at your company, where do you start and how do you know which stage your business is at, and where do you go next? Each organisation’s DEI maturity can be measured against four key stages, and experience has taught us that adopting this approach provides a framework for change and prioritises initiatives to progress and build sustainably diverse and inclusive cultures.
Step one – Construct a foundation for action
A business understands that there is work to be done and the benefits of having a diverse workforce and may have already devised a strategy to improve its DEI positioning. DEI needs to be anchored to the business’ purpose and values and there should also be an understanding of the organisational landscape, not just internally but also across its wider sector too. Initiatives have to be road mapped and objectives have been defined. Sponsorship, accountability and investment to ensure these are implemented should also be well-thought-out.
Step two – Build infrastructure
The next step is to build an infrastructure around the strategy, initiatives and knowledge gained in step one. This is important to ensure these are permanently implemented. All employees should be aware of the benefits of DEI to the organisation and feel inspired by them, as well as feel safe in the knowledge that the business is practising what it is preaching. All employees should feel valued too. All talent management processes and development programmes should be re-examined to have DEI integrated into them.
Step three – Gain momentum & deeper integration
Organically, with minimal effort or push from the business, success stories from DEI initiatives will start to circulate, demonstrating that what the organisation is doing is really working. The whole organisation’s culture and narrative around DEI is clear across every level of the organisation and frames the business as a champion of diversity. Role models are visible and respected at all levels of the business, and the pipeline is strong with diverse talent. Corporate social responsibility alignment will be evidenced, and the organisation may begin to get involved with external DEI activities. At this point, external DEI stakeholders will also be engaged.
Step four – Be leading edge
By the end stage, DEI will be woven into the organisational frameworks and models and will be inherent in all procurement, customer, talent and business decisions. Diversity will be leveraged for innovation, internally and externally – which will also be influencing customers, the wider business sector and supply chains to shift their behaviours to match the organisations.
Once at the ‘end-point’ organisations should not simply rest on their laurels. In addition to using the ROI, cultural integration and accountability measures that have been implemented, they will also need to continuously keep the momentum flowing by regularly reassessing and innovating.
Being clear about which stage the business is at is an important step on any DEI journey. Technological tools can provide friendly, informal but objective spaces enabling businesses to seek help and guidance. Technology can help them pinpoint where they are on their DEI journey and gain a better understanding of what specific actions they need to take to progress their DEI positioning. Understanding where the business sits in regard to DEI will also help to create greater awareness of successful initiatives and why some have fallen flat.
Knowing which stage the business is at can create momentum for the business to take initiatives forward and realise the economic, organisational and cultural benefits of being more diverse and inclusive. With this knowledge and awareness, businesses will be able to implement sustainable solutions and secure buy-in from the rest of the business.
By Justine Cooper, Head of Brook Graham APAC, Pinsent Masons Vario & Katie Williams, Employment Consultant, Pinsent Masons
Paul Arkwright
Publisher
