Design effective D&I agendas
Talk about “the diversity and inclusion problem” detracts from transformational change in workplace diversity and inclusion agendas.
Are you involved in formulating/driving the diversity and inclusion agenda of your organisation and struggle with where to begin? Ditch talk about “the diversity and inclusion problem” and focus instead on an issue-by-issue understanding of;
Where you are (in real terms) as an organisation
Where you would like to be, and
Where you could get to (given your context and resources)
Such an approach logically leads to thinking about the, how to get to where you want to get to question. We will get back to this question later under the My Top Tips segment.
Firstly, a deep-dive into how a problem-centric diversity and inclusion agenda can limit (transformational) change in the workplace.
A problem-centric diversity and inclusion agenda does not lend itself well to creativity and ambition. Think of your diversity and inclusion agenda as being a seesaw; a problem-centric agenda is likely to be heavier on the mitigation or fire-fighting end and lighter on the transformational change end.
Below are examples of blind spots you are likely to encounter from pursuing a problem-centric diversity and inclusion agenda:
1. Homogenising complex and often separate issues into one “big must-solve problem”. This can result in inertia, as “the problem” can often seem too big to tackle!
As the African adage advises, an elephant is best eaten in small chunks and not as a whole – suggesting that it is more effective to take a granulated view of an issue and not approach it as a sum of its components.
Another limitation of pursuing a problem-centric diversity and inclusion agenda is lack of clarity, deriving from conflating issues, which can result in a lack of progress. For example, the tendency to treat “diverse recruitment” as being a panacea for related yet often separate issues such as lack of diversity and inclusion in top leadership.
Of course, having a more diverse recruitment pipeline makes it more likely that diversity and inclusion will improve at the top. However, assumptions of a “trickle-down effect” have been disproved by numerous reports, which show that while diversity has increased at entry level for a lot of organisations, it has either stalled or reduced at the top.
See details of my Decentralised Diverse Recruitment Coaching for businesses/organisations.
2. Failing to get to the root causes and focusing only on the visible effects of underlying issues. This can lead to solutioneering, or haste to find fixes without understanding all the factors at play. Solutioneering can lead to ineffective allocation/use of resources. It also creates an impression that organisations are not fully invested in change beyond tick-box exercises.
3. Adopting a defensive posture, which risks missing the opportunity to treat “problems” as being opportunities to review and re-align priorities with emerging needs.
So, having dealt with the conceptual question of how to think/talk about the opportunities and gaps pertaining to diversity and inclusion in your organisation, let’s jump straight into My Top Tips to help you go from idea to getting things done.
1. Consult widely and extensively to get a genuine sense of where you are (in real terms) as an organisation. Forget “needs” at this point, people may not yet have a good understanding of what the actual needs are in relation to diversity and inclusion, but they will know about their experiences of being in the workplace in its current state.
Ask open-ended questions that invite people to share how they feel without requiring them to explain why they feel that way. If they volunteer information, that’s okay! But do not put them on the spot.
I advise anonymising questionnaires and reassuring respondents that their views matter, as these will add to a better understanding of issues/circumstances as they currently are.
For more help on designing effective consultative exercises, email info@dumisenda.com
2. Set up focus groups consisting of people of diverse backgrounds from across different segments of the organisation. Task the groups with putting into plain language their understanding of the mission and values of your organisation, including the diversity and inclusion statement.
An example would be to relate the diversity and inclusion statement to their (daily) experiences in the organisation, identifying alignments as well as miss-alignments.
Compare and contrast data generated across the focus groups to identify trends. Organise these into themes, using the original language from the focus groups as much as possible.
The emergent themes can be used to glean/identify needs which your diversity and inclusion agenda should speak to/address.
For more help on designing an effective diversity and inclusion agenda for your organisation, email info@dumisenda.com
3. Map out pathways linking where you are as an organisation - with where you would like to be (drawing on identified needs and the mission and values). Relay the information to your senior management to gauge availability of resources (financial and non-financial) to achieve the emergent objectives.
Some needs can be met, while others may have to be delayed or rejected. The key is being upfront about communicating the thinking behind signing off, delaying or rejecting some priorities. Doing so builds/maintains stakeholder confidence into the diversity and inclusion agenda. It shows that you are doing your best within available means and that you care about bringing others along with you on the journey.
Insert the updated data into your roadmap – this gives you a sense of where you can get to, given the resources that are available and have been approved.
4. Re-consult the focus groups to get their feedback on the roadmap and direction of travel. Relay this to senior leadership, and, if possible, set up a forum or roundtable discussion for staff reps to share their concerns with senior leaders and get answers/reassurances on why some priorities were adopted, delayed or rejected.
Think of the reps as being a key resource for your diversity and inclusion agenda, as they can act as Diversity & Inclusion Champions and facilitate understanding between senior leadership, HR/D&I staff and colleagues.
For support to upskill your Diversity and Inclusion champions, HR/D&I staff and senior leaders, register for my Diversity & Inclusion Masterclass.
5. Get expert input from subject-matter specialists to avoid solutioneering. This can be in the form of Diversity and Inclusion Awareness training for people across your organisation.
See details of my Diversity and Inclusion Awareness Online Course.
I hope you found my article helpful. For more info on my products and services visit www.dumisenda.com. Feel free to connect with me via my LinkedIn page COACH DUMI SENDA or to email me directly at coachdumi@dumisenda.com with your inquiries.