Here’s When Diversity Networks Don’t Create Equality [Research Breakdown]

Every week I talk about how useful employee resource groups are AND how important research is. Well a recent study argues that the benefits of diversity networks remain questionable.

What if I’ve got it all wrong?

Today you’re going to find out the truth.

Here’s some of what I share in the show:

 I Agree With The Findings Of The Paper

I explain why I agree with the findings of the research:

I agree with a lot of what the paper says, in fact, as a regular listener of the show you’re going to agree with a lot of what the paper says because any of you who actually read the paper are going to quickly realize that the findings are in line with what we talk about here week in and week out”

Why Our View Of Employee Resource Groups Is Broader Than Theirs

I discuss why our definition of employee resource groups allows us to engage a larger group of people

“Our focus here is much broader which is why our approach allows us to engage a greater number of people, allies. Their approach is likely to engage only people from those social identity groups”

My Concerns With Their Use Of The Word Network

I explain the consequences of assuming that networks and employee resource groups are the same thing

“I’ve joked about this in the past, especially with previous guests, you know I prefer not to use the term network because it draws too much attention to social networking. This paper perfectly illustrates this point”

SHOWNOTES

Diversity networks in organisations: are they really (net)working for equality?

Diversity Networks: Networking for Equality?

The Core Functions of An Employee Resource Group

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