It is a pivotal time for businesses. A time to reflect on their values and culture. For too long, many have been operating on an outdated model, have moved slower than the evolution of technology and that of the mindsets of new generations.
Many of us have lived with deeply embedded systemic inequality which have formed our views and allowed society to compartmentalise groups of people into unconstructive stereotypes.
For too long, companies have operated on a one dimensional profitability model, with the absence of integrity, philanthropy and societal cause.
For too long, there has been little accountability on key decision makers to take any real action.
For too long, we have seen minority groups fight their own battles with many voices unheard.
For too long, businesses have been able to treat diversity with discretion.
The recent movements over the years such as #metoo and regulatory reporting such as gender pay gap coerced businesses to have a poster page on D&I, committees set up with too little budget, and token representation to minimise the noise.
Companies cannot wait until the next movement and uproar to take meaningful action. For there will be another movement. We are moving too slow and events such as #blacklivesmatter will continue to occur if tangible action is not taken. Shifting culture takes years – it requires education, shifting mindsets and investing in new talent.
Company steps during this difficult time:
1. Form a view on diversity and express it
“We celebrate diversity” is no longer enough. “We do not tolerate racism” is no longer enough. What does success look like to you? At what point will you celebrate diversity in your company? What challenges do you see with diversity and more importantly inclusion within your business? Be transparent and express it. It is no longer enough to sit on the fence or hide behind generic sentiments.
2. Commit the capital
Diversity should not be seen as a discretionary spend, but an essential capital investment on your people and culture. Hiring a senior diversity employee does not eradicate the need for committing capital to invest in new talent, invest in education and training. One of the first areas I witnessed cuts during the pandemic was on diversity, learning and development.
3. Realign goals and if that fails realign your people
Middle managers have made the least progress when it comes to shifting mindsets and attitudes. When goals are aligned to short term gratification and results, you will not see middle management committing to what requires longer term work, strategy and investment to change behaviour. Incentivise through meaningful KPIs which pay. If it doesn’t work, its time to realign your people. The new leader needs to have ESG in their DNA.
4. Move away from 1990s style of minority groups paving the way
Minority networks serve as a meaningful safe space to air the challenges and successes employees face. It is a great way to connect with others going through similar experiences. Unless these networks are sponsored by majority groups and key decision makers, who in turn leverage what they learn from these networks to make change, it does not serve as a replacement for a diversity initiative.
If you have power, if you aren’t a minority group, it is your time to pave the way.
5. Speak to your employees
A common feedback is that employers spend more time reflecting on their external communication to investors, shareholders and spectators than they do to their internal workforce on diversity and inclusion. If you manage a team of people, you have a responsibility to create safe spaces to hear them and learn from their experiences.
6. Do not settle for token representation.
It is widely ridiculed that many companies are happy to add 2 of each minority group to their senior positions and boardrooms and feel they have achieved diversity. If you work on creating an inclusive culture throughout the hierarchy, you will soon find far more token representation for meaningful jobs.
The time has come to act boldly and courageously for the better good of society and that of business.
This article are personal views of Anju Solanki, Founder of MEA Consulting Group
Source: Linkedin, Anju Solanki, 11th June 2020