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roundtable


for an employer trying to forward plan.” Millennials’ mindsets were equally difficult to second guess.


Clayden: “I don’t mind what age they are, or how and when they work, as long as they’ve got the right attitude and mentality and they do what is required, as agreed.”


Claisse: “We are in an interesting transitional time. Many people still have the traditional 9-5, job for life mentality, yet businesses today really need to think about the amount of talent that has different career visions and life values.” Openness needed to be encouraged between employers and employees about their worklife, career opportunities and individual ambitions.


Buckingham and Went both viewed flexible working and zero hours as useful options enabling employees to adjust or personalise their workstyles, particularly for older employees.


Napier-Munn mentioned that flexibility in the workplace could also assist ethnic or religious inclusion.


Coatham highlighted national diversities, with her company employing several eastern Europeans. “They are fantastic in terms of their work ethic, but there can be issues, particularly over language. This can occur in ‘both directions’ with people who don’t speak one language feeling slightly excluded.”


Hector warned that inclusion needed to be sensitively handled to avoid further errors that might offend. Achieving diversity also involves understanding and learning. From which, we can embrace an inclusive culture.


Went warned that over-accommodating diverse needs and religious beliefs could inadvertently lead to inefficient business operations, particularly in a very diverse workforce.


Wilson flagged up mental health issues at work. Again, sensitive two-way awareness and understanding between employer and employee was required, established as early as possible.


Claisse: “Open communication is the key.” She mentioned KPMG senior staff profiles about ‘Bringing the authentic person to work’ that revealed the ongoing yet hidden personal stories behind the employee personae experienced daily by work colleagues. “The impact was extraordinary. People felt they had permission to bring their full self to work and not hide their religion, disability or sexual orientation.”


Went noted that large corporates could communicate and embed policies more easily because of their worldwide scale and natural diversity. Many small companies operate worldwide, but have far less workforce and locational diversity. “We just


try to lead by example, and be robust in breaking down stereotypical views.”


“My son, as a millennial, would wonder why we are having these conversations,” remarked Buckingham. “In his world, his generation, such diversities don’t matter. Yet, in our youth, diversities were often highlighted or even used as insults.”


Napier-Munn: “This is the unconscious bias we have grown up with, but your son hasn’t.”


Buckingham: “Exactly, diversity and inclusion is not an issue to him.”


“In years to come will D&I be an issue within our businessworld?” queried Napier-Munn.


Best practice tips Clipston suggested:


• 360? Internal performance reviews, whereby all views are considered


• Encouraging staff diversity involvement through volunteer activities and inclusive events. It’s about embedding the culture in everything you do.


Farmer:


• Ensure interview panels are diverse. “It’s a simple way of taking away that group or personal unconscious bias.”


Went:


• Leaders should set the example, show good attitudes, and ‘walk the talk’


• Fully understand and support individual characters, qualities and abilities


• Find internal role models to help promote D&I.


Buckingham looked for D&I champions too, and worked closely with them, giving them the time, responsibility and his support to undertake attitude changes. He has embraced work experience for schools, flexible working and also moves his diverse staff around to assist employee engagement and improve working balance.


Hector: “We have designed a Managers’ Essentials programme, which equips managers with new skills, support and open dialogue with colleagues and team members. It breaks down barriers, removes the fear, and provides an environment where they can learn and understand the benefits of D&I.”


Apart from its D&I committee and ‘Bring one’s whole self to work’ culture, Claisse said KPMG also:


• Empowered its employees to tackle D&I


• Shared its D&I thought leadership online and via community groups, external talks/ seminars.


“We are helping to build a culture THE BUSINESS MAGAZINE – SOLENT & SOUTH COAST – JULY/AUGUST 2017 businessmag.co.uk 59 David Clayden


where it would be out-of-place and unacceptable for that die-hard discriminating manager to exist.”


Hector: “This discussion shows how challenging it is to be a leader or manager in the workplace today. Not only have you commercial challenges, but you also need to take the lead in ensuring these topics are fully considered and embraced.”


Kelly Hector


Tamsin Napier-Munn


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