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During our Diversity Dilemma event, every organisation had the opportunity to present their Dilemma (their specific context, actions carried out to date, and the impact of a successful solution). Participants then “quietstorm” ideas from their own perspective, knowledge, and experience, before deep-diving the solution which the organisation believes will have the greatest impact. 

Here we show the second example of dilemmas and solutions from our participating organisations.

Dilemma 2: Globally Embedding Inclusion

A senior Consultant working in Inclusion and Diversity for a multinational professional services company is looking to use their newly launched set of behaviours to improve the company’s culture of Inclusion. With more than one hundred offices around the globe, embedding these throughout the breadth and depth of the organisation presents their greatest challenge.

Our Proposed Solutions:

1. Provide evidence of what the future looks like

  • Create case studies to illustrate behaviours in action (good and bad). For example, what a conversation could look like, including the language and approach. For example, for the behaviour “creative thinking”, provide a guide of how to quietstorm idea generation, ensuring introverts and reflective thinkers are fully included in the process.

  • Link behaviours clearly to the company’s core values.

  • Find role models already enacting these behaviours, carry out interviews with them and their colleagues to understand specifically what they do that makes them role models to emulate and follow. For example, for the behaviour “respect for all” how do they, and with whom, have they demonstrated this.

  • Create a business case for the uptake of these behaviours, how is this intrinsically going to enhance company performance, customer satisfaction, stakeholder engagement, increase market share etc.

  • Include these behaviours in the annual Inclusion Report, to be shared internally and externally.

2. Feedback loop to review the new ways of working

  • Integrate the assessment of employee behaviours in performance reviews. Consider a 50/50 split assessing people on the what and the how, communicating that it is key leadership behaviour, and everyone is assessed against a standard framework for success.

  • Launch a scheme asking for 360 feedback based on the new behaviours, where employees can ask colleagues to provide constructive feedback on how they are performing against the new framework.

  • Link the new behaviours into the Talent Management Life Cycle Design, demonstrating to employees that the new behaviours are not a “nice to have” fluffy HR topic, but integral as a key leadership skill and a career accelerator.

3. Reward & recognise individuals and teams who live the new behaviour

  • Create a reward scheme, for example an annual team award, recognising those teams/departments who have embraced the new behaviours, leading to enhanced team and business performance.

  • Link successful adoption of the new behaviour with staff bonuses/rewards.

4. Senior leadership engagement

  • Senior leadership should continually state their commitment too, and provide evidence of good behaviours in action.

  • Annual objectives for each individual should include defining how they will live and breathe these behaviours as part of their personal action/development plans.

  • Define how these behaviours are to be embedded into team meeting agendas/exercises. Clearly outline what is expected to occur in these meetings. Use handouts or forms where possible that can be completed “in the moment”.

5. Multichannel communication plan to spread the word

Social Media

  • Incorporate the new behaviours as part of the role job descriptions advertised on social media and career sites for incoming talent.

  • Reach out to the organisations EDI networks across the glove and groups representing different intersectionality to spread the message further. 

  • Utilise internal social media/collaboration platforms and emails to share progress.

Video Messages

  • From current employees, representing different countries, locations, and roles across all levels of the organisation. 

  • Consider a vlog format, providing regular small updates, with examples of behaviours in action e.g. showcase one behaviour a month to cement the message.  

  • Stories can include specific situations or examples of differing cultures.