Here’s Why Staff Networks Have Such Incredible Power for Diversity & Inclusion [Interview with Cherron Inko Tariah MBE]

Today I’m speaking with Cherron Inko Tariah MBE. Cherron is one of the UK’s leading expert on staff networks, she is the author of The Incredible Power of Staff Networks and the creator of the National Day of Staff Networks. Cherron is one of the few people I’ve encountered in the UK who is focused exclusively on employee resource groups and her work has created tremendous impact particularly in the public sector. This is why I wanted to get her on the show.

In todays show we discuss several things including:

  • The Staff Network vs. Employee Resource Group conversation
  • The biggest frustration that employee resource groups experience in their organisations
  • How Cherron has used academic research to promote staff networks and much much more

Here’s some of the wisdom that Cherron shared:

Succession Planning & “Founder Syndrome”

Cherron acknowledges the importance of strong leadership for an employee resource group. She highlights how good leadership can make the difference between a group that is effective and one that is not. However Cherron suggests that leaders, particularly those that “founded” the employee resource group can create problems when trying to ensure the success of others or the future of the employee resource group:

“Don’t become a glory seeker, don’t become afflicted with “founder syndrome”

Employee Resource Groups must move beyond Diversity & Inclusion

Cherron believes that many employee resource groups have a narrow scope for their activities. She argues that several groups are concerned with their own activities and not those of the organisation as a whole. Cherron explains that employee resource groups should seek to contribute to organisational goals beyond the scope of traditional Diversity & Inclusion.

“Stop keeping yourself penned in the D&I space”

Events should be focused on Outcomes not Outputs

Cherron describes many employee resource groups are event driven at the expense of other activities. Cherron explains how this can lead to a focus on outputs, i.e. the number of attendees and social media coverage instead of outcomes related to career progression for group members or organisational development.

“A lot of networks have “eventitus”

SHOW SUMMARY SLIDES

If you want a quick snapshot of what the episode is about I’ve created some slides that you may find interesting

THE KEY TAKEAWAY

National Day for Staff Networks is an opportunity to highlight excellence in the field

Show notes

Here are some selected links to for the resources and reports I discuss in the episode.

The Incredible Power of Staff Networks book

Employee Resource Groups Academic Literature Review 

National Day for Staff Networks

The Power of Staff Networks website 

Cherron Inko-Tariah MBE LinkedIn

Power of Staff Networks Twitter 

Power of Staff Networks Facebook

Power of Staff Networks Instagram

Power of Staff Networks Youtube

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The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

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

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

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
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences