Diversity and Inclusion 2020

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A great business mind can e more you understand of the world, the beer you can answer its challenges https://oxsbs.link/diversity Light a fire Chair a meeting Foresee a trend Enchant an audience Champion diversity Turn a profit Weather a storm Raise a glass Spot a threat Raise a child Level a playing field Build an inclusive culture PROG-0311_Brand_Diversity_170x343mm_S3-1.indd 1 04/03/2020 14:29 lan Boyce of the Academy of Female Entre- preneurs says needs to be tackled culturally, beyond the boardroom. "Firstly, we need to stop talking about pol- icies and rules. As business owners, or man- agers, it is your job to build a fantastic team and diverse teams perform better in terms of financial outcomes and meeting goals. Sec- ondly, we need diverse graduate schemes and training programmes to provide oppor- tunities for students to help reach businesses and vice versa," says Boyce. All agree there is not one single busi- ness that stands out for doing brilliantly at all aspects of diversity in the work- place. That said, Specsavers won the diverse company award at the National Diversity Awards last year. Talking to them about what they have managed to cement, director of reward and policy Tim Fev yer says it's about leaving no one in the business behind. "We've introduced a programme of activ- ity ranging from running unconscious bias awareness sessions for people through to reviewing our processes to help ensure they're bias free," he says. The most important part of this pro- gramme is the establishment of local action groups in each of Specsavers' four main offices. "These groups give people from right across our business the chance to get involved in building local D&I initiatives; things that can help make a real difference," says Fevyer. Asif Sadiq, head of diversity, inclusion and belonging at Telegraph Media Group, says a major issue is businesses are good at grasping one aspect of diversity in the work- place, such as age, gender, disability, race or sexual orientation, but cannot deliver well across the board. "Most organisations don't look at D&I through an intersectional lens. So they might consider how many women they have on board, but not how many black women, or how many LBGTQI women who are black," says Sadiq. Knowing what it feels like to work in a diverse organisation isn't fully understood. Don't try to 'solve' diversity, celebrate it Diversity isn't a problem that needs to be solved. It's something that should be celebrated, which can add richness, insight and perspective to every business he concept of diversity and inclu- sion (D&I) has been around for dec- ades, yet big and small businesses alike are still struggling with it, despite the business case for a diverse workforce never being clearer. More diverse workplaces attract a greater range of employees, lead to greater staff motivation and produce more innovative solutions to problems. And when it comes to the bottom line, a 2018 report from McKinsey found that diversity correlates with better financial performance. The most racially and ethnically diverse companies were 35 per cent more likely to have higher-than-av- erage returns, while gender diverse compa- nies were 15 per cent more likely. So why are so many businesses still struggling with D&I and instead suffering "diversity fatigue"? Gina Batye, world-renowned LGBT+ inclusion, psychological safety and inter- sectionality consultant, and trainer for multinational corporations and the media, says too many organisations treat diver- sity in the workplace training as a tick-box exercise. And the training they opt for often doesn't reach the right people. "Most of the training I deliver is for senior leaders. Even though they understand the importance of the training and see the ben- efits first hand, it often tends to stop at that level. There isn't the commitment or budget to drive the knowledge and skills down to the managers and employees. There is often a blockade when it comes to training the managers, the ones on the ground that really need the training," she says. For Batye, the companies that do it best commit to rolling out regular training in areas such as diversity, intersectionality and psychological safety. "They view the training as an essential part of their year- long offering to all staff, not just the senior leadership team as a one-off session. They are prepared to commit funding to the com- pany-wide rollout of the training." Instead, the businesses faring the least well and end up suffering from diversity fatigue are those that pick generic training, often delivered by well-known charities. "While these courses are great for an intro- duction, they shouldn't be the only training businesses receive. In fact, I believe indus- try standards are set too low," says Batye. What's clear is that in a bid to keep on top of the conceptual aspects of diversity in the workplace, companies can often miss the Suchandrika Chakrabarti Writer and podcaster, she has written for The Guardian, The Times and New Statesman. He says: "Just because 40 per cent of your workforce is female doesn't mean they are comfortable in your organisation. Of course, you need to look at diversity, but what you also need to look at is belonging." Belonging is much more difficult to measure than simply the ethnic, racial or gender diversity of the workforce, which is why so many businesses neglect to do it. But for Sadiq, it's vital when it comes to retention and employee engagement. "If an organisation turns around and says we have 'X' per cent of leaders who are 'Y', if we are not retaining them and letting them feel they can be themselves, that is an issue. One of the questions we often ask is, 'If a comparable job was to come up, would you be interested in it?' If people are answering 'yes', then that is obviously a problem of belonging," says Sadiq. Fevyer from Specsavers agrees that it runs deeper than simply being a "good for now" work environment. "Having diver- sity is a really positive thing, it adds rich- ness and insight and perspective. How- ever, inclusivity – making sure everyone is genuinely included whoever they are and whatever their make-up or background – is critical," he concludes. Distributed in /diversity-inclusion-2020 DIVERSITY & INCLUSION S O C I A L M O B I L I T Y T R A N S W O R K E R S U N C O N S C I O U S B I A S Why its often the last thing people think about when it comes to D&I strategies Employers need to do more to support transgender people in workplace environments Can you actually 'teach' people to let go of their entrenched, stereotypical views? 02 06 07 raconteur.net Nichi Hodgson T Contributors Hays 2019 BUILDING THE RIGHT CULT URE Percentage of UK professionals who believe the following would have a positive impact on the retention of a diverse workforce Building a workplace that encourages respect for diversity of opinion Capturing employee feedback to understand overall engagement and sentiment Promoting D&I practices and successes in staff communications Having employee resource groups and networks to enable a collaborative forum for discussion Supporting key diversity events 75% 51% 77% 43% 81% 51% 82% 49% 87% 59% Just because 40 per cent of your workforce is female doesn't mean they are comfortable in your organisation I N D E P E N D E N T P U B L I C A T I O N B Y 0 8 / 0 3 / 2 0 2 0 # 0 6 4 9 R A C O N T E U R . N E T C A L L T O A C T I O N Although this publication is funded through advertising and spon- sorship, all editorial is without bias and sponsored features are clearly labelled. For an upcoming schedule, partnership inquir- ies or feedback, please call +44 (0)20 8616 7400 or e-mail info@ raconteur.net. Raconteur is a leading publisher of special-inter- est content and research. Its publications and articles cover a wide range of topics, including business, finance, sustainability, healthcare, lifestyle and technology. Raconteur special reports are published exclusively in The Times and The Sunday Times as well as online at raconteur.net. The information contained in this publication has been obtained from sources the Proprietors believe to be correct. However, no legal liability can be accepted for any errors. No part of this publication may be reproduced without the prior consent of the Publisher. © Raconteur Media @raconteur /raconteur.net @raconteur_london Publishing managers Josh Roberts Design Joanna Bird Sara Gelfgren Kellie Jerrard Harry Lewis-Irlam Celina Lucey Colm McDermott Samuele Motta Jack Woolrich Head of production Justyna O'Connell Head of design Tim Whitlock Managing editor Benjamin Chiou Associate editor Peter Archer Deputy editor Francesca Cassidy Digital content executive Taryn Brickner This already happens at my company This would have a positive impact practical elements of operation which are key to supporting it. Rachel Carrell, chief executive of award-winning childcare startup Koru Kids, has a background in corporate man- agement consulting and has seen first-hand how important flexibility is when it comes to building a diverse team, something particu- larly relevant to the childcare industry. "One example is remote working. Even though we don't have many fully remote workers, we've invested in acoustic insu- lation and equipment to support remote working, so when parents and anyone else who need to work from home, they can still be full participants in our team. We run all our team meetings 'remote friendly', using technology like Zoom calls and shared Google docs, and it makes a massive dif- ference, both to job satisfaction and staff retention," she says. For businesses that struggle to get to grips with diversity, the resultant diversity fatigue can be paralysing. It's a problem that Cey- Marina Gerner Arts, philosophy and finance writers, contributing to The Economist's 1843 and Standpoint. Rob Harkavy Journalist, specialising in LGBTQ issues, diversity and politics, he is the editor of OutNews Global. Nichi Hodgson Author, broadcaster and journalist specialising in civil liberties, gender and equality issues. Joanne Lockwood Transgender inclusion specialist, speaker and panellist. Virginia Matthews Journalist, specialising in business, education and people management. Oliver Pickup Journalist, specialising in technology, business and sport, he contributes to a variety of publications.

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