“ Gen Z and younger Millennials will make up over a quarter of the workforce in the next two years, and this new breed of employees cares more about purpose and social impact than any generation before. Diversity matters, not just because it is the right thing to do, but also because it fuels innovation, creativity, and growth.”


CLARISSA VALIQUETTE, SVP OF CUSTOMER EXPERIENCE AND SOLUTIONS FOR DIAL GLOBAL


The report highlighted positive progress in lots of areas, with 84% of participating companies now having a chief diversity officer or equivalent role in place, and a significant increase in the number of companies with at least one member of their senior leadership team classed as being from an ethnic minority background. When women make it to senior leadership level or to a board of directors, on average they are still in the minority with only two out of five members being female. Leila McKenzie-Delis, CEO of DIAL Global,


says businesses are recognising now that tracking and measuring diversity seriously ensures a more successful business performance. “It also allows them to see their reputation amongst


current and prospective employees, customers and shareholders improve,” she says.


WHAT CAN COMPANIES DO TO IMPROVE DIVERSITY? Clarissa Valiquette, SVP of customer experience and solutions for DIAL Global, says organisations need to look carefully at their leadership culture and data, and then take action. “Throughout your employee life cycle, who is getting


promoted, raises, and who is being overlooked? Who is making those choices? Take concrete action to fix the gaps you uncover and communicate often – be honest about what you found and what you plan to do about it and keep updating on progress.” Based on DIAL Global’s Impact Assessment study,


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employees are 70% more likely to stay at an organisation if they feel like they belong. But creating that sense of belonging across cultures, time zones and remotely is tough and she says active listening, honesty, humility and leading by example are the key skills that leaders need to manage and engage with staff. “Gen Z and younger Millennials will make up over a


quarter of the workforce in the next two years, and this new breed of employees cares more about purpose and social impact than any generation before,” she says. “Diversity matters, not just because it is the right thing to do, but also because it fuels innovation, creativity, and growth. When we surround ourselves with other voices, we leave our echo chamber, become more flexible, and see solutions in a new light. Plus, we start connecting with others (clients, customers, etc) in a new way, and are able to meet them where they are – not where we assumed they would be.” Jon Holt, chief executive of KPMG in the UK, says


building an inclusive and diverse workforce delivers better outcomes for clients, communities and colleagues. “We were one of the first businesses to publish our socio-economic background pay gaps, while also setting ambitious socio-economic background representation targets for leaders,” he says. “Last year we went further, publishing the largest analysis of career progression by a business, which found that social class is the biggest barrier to career progression, compared to any other diversity characteristic. The pioneering study reinforced why we, and every UK business, cannot afford to overlook socio-economic background in our mission.”


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