Q&A: Equality, diversity, and inclusion

In March, The HR World played host to a highly informative webinar featuring Sue Liburd MBE DL, non-executive director at ABSTRACT and Simon Reichwald, Chief Progression Officer at Connectr. The webinar was sponsored by Capital Resourcing Group.

Over the course of the conversation Liburd and Reichwald took the subject a stage further going beyond the idea of simply introducing initiatives to address diversity, to instigating a change of thinking that could bring about real cultural change. During the session a number of questions were posed by those watching, and here we ask our panelists to address those we didn’t have time for on the day.

How do you get business leaders to take the rationale for improving representation seriously without looking like the angry person of colour?

Sue Liburd: Getting business leaders to take up the rationale for improving representation seriously requires a thoughtful and considered approach. Making any ED&I case needs to focus on the positive benefits of ED&I rather than focusing the on the negative consequences. Here are a few considerations:

Firstly, know your audience. Frame the points you wish to make in the language of business. Use relevant data and research to support your arguments in alignment with business priorities.

Secondly, what’s in it for them? Highlight how improving representation will add to the positive reputation of the business leader as well as the organisation.

Thirdly, be professional, passionate and compelling. Align your communication style to mirror your approach to other policy changes you have been successful in achieving. Signal that you are passionate, be calm, but non-confrontational so as not to undermine your credibility.

Finally, Collaborate with allies. Work with business leader allies who share your values and are willing to advocate with you. This will amplify your message, so you are not a lone voice.

Do you have any advice for organisations that operate in a field that is traditionally not diverse ie: more one gender than another or located in a place where the population is not overly diverse?

Simon Reichwald: Where local population is not overly diverse set targets that reflect the communities you operate in (ie not national levels).

Where the diversity is lacking internally you can proactively identify role models from the diverse groups you want to attract and support them to tell their story about their journey and lived experience, through videos, case studies with pictures, speaking at internal events etc. In addition to this, senior level engagement needs to be visible so ensure they talk about why it is important for both the business and individuals.

Sue Liburd: There is no silver bullet solution. However, identify those organisations that are doing it well and learn from their mistakes and successes. A place where a population is not diverse simply requires applying innovation and creativity to your tried and tested recruitment strategy. Even if attempting to recruit specialist skills, learn from other sectors. Where is the talent you seek, and how do you make you and your geographical region the desired location? Having successfully attracted new talent, it is important to support them pastorally in adjusting to the new region.

If there is a bias towards one gender, listen carefully to the narrative that supports the thinking. It may be custom, and practice and it will need positively disrupting. Become more creative in building your talent pipeline, prioritise inclusive hiring and retention strategies. You may have to play the long game and start influencing the gender balance through apprenticeships and graduate programmes. However, do support any gendered minority when you successfully recruit.

What are the best practices to ponder on while setting up a DEI culture in the organisation?

Sue Liburd: Setting up an equitable, diverse, and inclusive workplace culture requires intentionality. It does not occur organically. Here are two areas to ponder:

Start with leadership commitment and behaviours. Your leaders need to be accountable and understand what are deemed to be zero tolerance behaviours. Leaders at all levels set the tone and are benchmarks for the behaviours and practices deemed to be acceptable and that which will be modelled in any organisation. Secondly, review or audit your recruitment and retention practices and prioritise inclusivity. Look for consistency of DEI practice. Where you identify consistency gaps, consider where you may have stereotype and performance bias and seek to address these through the education and guidance of hiring managers and business leaders.

Simon Reichwald: One of the best ways is to secure senior level buy-in, get visibility with it and include being clear on the ‘why’?

Focus on fewer actions and do them well, rather than too many and with the actions that are put in place, focus on ones that support all talent to join the firm and/or progress.

Data collection can also have real benefits so know your start point and measure change. By building psychological safety employees will feel comfortable to share their data. Finally I’d advise setting up networks or Employee Resource Groups (ERGs) for different diversity groups. This will give them a peer network and a voice that will then lead to action.