Why Relying On Credibility Indicators is an Inclusion Mistake

All that glistens is not gold. Some organisations are more concerned about appearing to be inclusive than doing the hard work to become inclusive

Get your pen and paper ready because I’m going to explain why relying on credibility indicators to show you’re inclusive is a huge mistake that can take you away from actually becoming inclusive

In todays show I discuss several things including:

  • Why Credibility Indicators are so Attractive
  • Why Credibility Indicators Can Be Misleading
  • The Consequences of Lacking Credibility and much much more

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

Appearing Inclusive & Being Inclusive Are Not The Same Thing

“Some leaders think that declaring a commitment to diversity and inclusion in their recruitment literature or in a public announcement is enough to say that they are getting it right”

Investing in Credibility Indicators Can Take Resources Away From Inclusion Work

“Many are starting to see that they need to move beyond credibility indicators because credibility indicators should be a consequence, not a cause of being inclusive”

Organisations Can Mask Their Lack of Progress with “High Profile Shiny Objects”

“So when you encounter a company that has won an award or some other high profile activity, it may be useful to ask the question, what else are you doing to show that you’re inclusive; something that’s specific to them?”

To continue the conversation, get in touch or leave a message, we would love to hear from you in The Resource Groups Community, that’s also where you can access a slide deck that summarises everything that we talk about on the show.

If you’re finding us for the first time, hit subscribe to make sure that you get all the latest updates and access to other episodes of the show.

Make sure you sign up to our newsletter to get on the insider list for access to special events and forthcoming opportunities

SHOW NOTES

PhD Thesis

The Global Goals

Why You Need To Align Your Diversity & Inclusion Efforts To a Global Strategy

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