HOW TO TAKE ACTION & CREATE MORE INCLUSIVE WORKPLACES
• Engage men in the conversation and get them involved
• Recognise that dismantling stereotypes benefits all employees
• Encourage senior leaders to become knowledgeable, credible and authentic role models of inclusive behaviours
• Examine HR policies to find out whether a more inclusive culture is being embedded in your organisation
• Use data more effectively to track how culture change is progressing.
He feels that men have been excluded from the
conversation around DEI and this has created a sense of loss and exclusion where men are defensive and less likely to support or engage with these initiatives. He also takes issue with the term ‘male ally’ because
he believes true equality will only come from systemic culture change rather than a few men becoming workplace advocates for women. For example, men who are allies might see their role as helping women to speak up in meetings and to be heard and not interrupted, rather than changing how the meeting is run so that everyone is heard. “The answer to women being excluded from senior-
level social networks is not to teach them to play golf, but to get senior management to think about a more equitable way of making informal connections,” he says. “By implementing true culture change we also get over the barrier of men in middle management asking: ‘What’s in it for me?’ when requested to implement DEI policies.”
DIVERSITY ACROSS SECTORS & THE GREEN TRANSITION Mark argues that it is important to consider performance from a broader, more inclusive perspective to enable true DEI and unlock significant benefits. He says senior leadership teams often fail to see the business benefits of DEI, leading to ineffective strategies that focus on recruitment and retention without integrating diversity into the culture. Organisations need to change outdated practices and
align work cultures with modern values to attract diverse talent, he says. Yet unless true culture change happens, there will still be conflict and resistance from men who feel disadvantaged. The need to recruit more women is particularly pressing for some sectors, such as energy (including oil
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and gas), which needs to diversify its workforce and recruit many more employees to support the green transition. Mark says this is an example of an industry still lagging behind on even basic integration policies, like designing onsite and safety equipment for women that fits and is comfortable and providing appropriate changing facilities. “We are working with three clients now who are actively
involved in supporting the green transition because that sector is going to have to employ about another half a million people over the next five to ten years,” he says. “Clearly, they can’t all be straight white men. The sector understands it needs to start attracting and retaining more women, both in office and site-type environments.” He cites the example of one female employee
who explained to him that on her visits to survey and service offshore wind farms she has no access to safety equipment that fits her because all the safety equipment was designed for men and that there are no adequate toilet facilities. “These are just basic things that the industry needs to
get right,” he says. “At the same time, all organisations need to change outdated, old-fashioned ways of working, old cultures and unhelpful behaviours to create values that we can all share and get behind.” Mark also highlights the issue of women being
overlooked for international assignments – crucial for career progression – arguing that a disproportionate number of men receive invitations to take on international assignments and that often “accidental sexism” is responsible for this. “There are still assumptions about women’s
suitability for assignments, which can be incorrect, leading to missed opportunities,” he says. “Informal social networks also play a part in career opportunities, with women often being sidelined and overlooked for high-profile roles.”
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