Why The Insurance Industry Has Put Diversity & Inclusion Front And Centre [Interview with Huw Evans]

This is the third and final part of a special three part series based around the launch of ICAN, the Insurance Cultural Awareness Network. This is a group that promotes multicultural inclusion and progression within the insurance sector.

Today I’m speaking with Huw Evans, Huw is the Director General of the Association of British Insurers (ABI). Huw has a background in Politics and Journalism and has served as a special adviser to the Government. I was delighted to speak with him so that he could share the benefit of his considerable experience with us.

In todays show we discuss several things including:

  • The role the ABI can play in promoting diversity and inclusion in Insurance
  • The need for intelligent debates and not witch hunts
  • The opportunity to “take others with you” and much, much more

Here’s some of the wisdom that Huw shared:

Placing Diversity Front & Centre

Huw explains how the Insurance sector has recognised that improving diversity and inclusion is vital to its future success:

“I’ve seen significant growth of awareness of the issues, a significant growth in the appetitive to deal with them and an improvement in the data that’s needed to help make the argument”

Informing & Educating Others

Huw believes that there are lots of people in the workplace who simply don’t know enough about the issues of diversity and inclusion. He explains that a lack of knowledge does not mean they are against diversity and inclusion:

“There are quite a chunk of people who aren’t hostile, at all, they just don’t know much, if you can take them with you, you’re converting quite a large chunk of people”

Diversity & Inclusion as a Business Imperative

Huw described how the perception of Diversity & Inclusion must develop in order to create sustainable business change:

“If we’re going to make long term and sustainable change, diversity and inclusion isn’t viewed a CSR, reputational nice to have, but viewed as essential to a company or a sector’s future prosperity and sustainability ”

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

Employee Resource Groups and Diversity & Inclusion on the whole must be aligned with the business in order to create a sustainable business case.

Show notes

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

ICAN

Association of British Insurers

ABI Diversity Hub

ABI on Twitter

Huw Evans on Twitter

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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