“In 2017, IGT created a global Executive Diversity and Inclusion Council comprised of leaders from different geographies and different business
can have on business, employee engagement and morale, they are more likely to create environments at the team and organizational levels that value collaboration, differing viewpoints, open communication and beyond. Tey also actively seek diversity on their teams and that influences hiring, development, promotions, benefits and compensation and business operations. When employees feel safe to share those different perspectives and are empowered do so, performance and innovation will thrive.
How does that begin - where do you start, what help is there to make the right choices, and how do you continue to be inclusive with each decision you make?
Achieving diversity and inclusion in the workplace requires commitment from leadership, and organization-wide accountability so it becomes part of a company’s DNA. For IGT, our journey started with leadership training on unconscious bias – not to prevent it, per se, but to understand how it can affect decision making - and performance- related objectives that focused on increasing the number of women in candidate pools and interview slates. In 2017, IGT created a global Executive Diversity and Inclusion Council comprised of leaders from different geographies and different business units. In February 2018, IGT created the Office of Diversity and Inclusion as a new center of excellence within our People and Transformation (formerly Human Resources) organisation.
Te goals of the Office’s first year were to create internal awareness and to develop language around diversity and inclusion, so our leaders, managers and individual contributors understand and use consistent language as we
units. In February 2018, IGT created the Office of Diversity and Inclusion as a new center of excellence within our People and Transformation (formerly Human Resources) organisation.”
Kim Barker Lee, Vice President of Diversity and Inclusion, IGT
built the foundation for our work. Investing in building awareness, and understanding key metrics equips leaders and managers to think, act and operate inclusively. For example, we want managers to be mindful of engaging remote colleagues to mitigate preferences for viewpoints that are expressed in person and to ensure the contributions of women, people of color and others are not overlooked due to unconscious bias. Developing awareness and providing managers and leaders with the tools to change behavior at the individual and team levels will help create a more inclusive organization. It is vital that this work happen outside the formal D&I function.
How important is it not just to enact policy, but have dedicated members with roles to promote and champion bringing diversity and inclusion?
A dedicated D&I team is critical to ensure internal accountability and to introduce new ideas and best practices to an organization. While the structure may vary for each organization, programs should have some design formality so there is accountability, responsibility and progress can be benchmarked. Te focus of my role as vice president of diversity and inclusion is to create long-term changes to IGT’s culture, processes, leadership competencies, and employee experience to yield a more diverse and inclusive IGT. Linking our inclusive culture with our business operations is critical.
There are lots of good intentions stated around this issue, but what are the practical measures that should be adopted?
For companies committed to diversity and inclusion, there must be a specific plan and measurable near-term, mid-term and aspirational goals that guide diversity and inclusion efforts. IGT publishes its Global Strategic Plan for Diversity and Inclusion to ensure transparency and accountability to our employees, customers, players and other stakeholders.
Should diversity be governed by codes of conduct and individual corporate responsibility policies, or should it be legislated? Are we past the point of allowing corporate entities to voluntarily make changes?
At IGT, we have a comprehensive Code of Conduct and a library of global policies that address a variety of issue that protect IGT, its customers and its employees.
Our internal policies and code however are not enough to organically and authentically make lasting organizational changes. Creating more inclusive and innovate environments requires a people-driven strategy that links to a company’s goal of meeting the ever-changing needs of its diverse, global customers.
Does this include pay inequality? And should this be enforced too?
Creating an inclusive environment includes eliminating barriers to fairness and equity in all key business functions, including recruitment, development, performance and compensation. Ideally, leadership, culture and market demand drive this change.
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