3 Considerations To Help You Fix Your Flawed Approach to Diversity [Research Breakdown]

Does your organisation have a flawed approach to promoting Diversity?

Find out why a lack of progress may mean it does.

Here are some key messages from this episode:

  • What Diversity and Inclusion Policies Do Employees Actually Want
  • The Hidden Gems That Are Untapped Opportunities For Inclusive Growth
  • The Assumptions Masking The Truth About Your Organisation’s Engagement Approach

Play the episode for more.

Here are some key takeaways from this episode:

Why You Should Be Clear About The Intersectional Identity Of People You Engage

“The article made the point to imply that they were engaging all employees and engaging what they described as ‘diverse groups’. But we’re unsure what diverse groups means”

The Hidden Assumption That D&I Initiatives Have Observable Results

“My experience is that most organisations are secretive about targets, target zones, aspirations, whatever you want to call them”

The Hidden Assumption That People from Underrepresented Groups, Know What Is Effective In Promoting Diversity In The Workplace.

“The article implies that asking people from “diverse groups“ will give the answer. I agree to some extent, but who are we talking about?”


Fixing the Flawed Approach to Diversity

Fixing the Flawed Approach to Diversity Appendix

What Diversity and Inclusion Policies Do Employees Actually Want

Check out these related episodes of the show.

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Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

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  • Why established workplace norms must evolve for inclusion in the modern workplace

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Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
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  • How developing intersectional self awareness can help leaders to leverage individual employee experiences