DIVERSITY


and aligned with local legislation. An overarching global inclusion strategy will outline an organisation’s vision and what the organisation is striving for, but to be truly effective, you have to consider all geographical regions. “As global heads, leaders and managers, we still have to be locally


and regionally aware, and make sure that whatever we say lands properly in whatever cultures we are delivering to.”


Three steps to strategy success Getting the message across clearly in a way that connects with each individual on their terms, and that links D&I directly to the business case, and consciously recognises bias, means the strategy has a much greater chance of success. “The first step is the business imperative,” noted Ms Qazi.


“That means listening to the client and understanding what the organisation is seeking to drive through its D&I strategic plans, and what its strategic business objectives are. It’s important not to dive into solution mode as soon as the problem is stated. “All too often, we jump straight into solving problems with an


differing views and perceptions, and are able to communicate effectively around that. “It’s not easy to manage diverse teams,” said Ms Qazi. “Often,


they are not just teams sitting in front of you in an open-plan office. Managing diverse teams can mean managing across national borders or virtual teams. “As a leader, you have to be equipped and know how to bring


out the best in people and leverage the diversity of thought in a team. That is essential: it is D&I Strategy 101. “Furthermore, multi-generational and multicultural workforces


– that is, people from different backgrounds and cultures – process information differently, so communication has to be diverse and varied, using the appropriate terminologies and references. “You can bring on the best team and the best people, but if line


managers are not equipped to properly manage that diversity of thought, you risk differing views clashing with your vision of an inclusive workplace. “Most companies can create a fantastic D&I strategy, but if they


don’t sort out how they communicate in an inclusive manner that works in their organisation – whether that’s national or international – then they are not going to be effective to embed what they want to change.”


D&I in the global context The organisational culture aspect has an added dimension for managers responsible for international teams, HR, and global mobility leaders supporting overarching D&I strategies. Fresh from leading an Investing in Ethnicity and Race conference


workshop on the global challenge and translating multiculturalism, Huma Qazi underlined the importance for these managers of getting the messaging right. “If you are talking about the ethnicity agenda, the problem with


having a global diversity strategy that possibly, has been developed in the UK or the US, is that it won’t necessarily translate to other countries and cultures. You have to moderate it and adapt it to different cultures. “If you’re going to embed the same message, then you have


to make sure you translate it to what is relevant to the particular ethnicity challenge or specific agenda, nationally or regionally,


HR or a D&I standalone initiative, but such initiatives may not be strategically aligned or tie back to what the business is trying to achieve. If it’s a business that’s driving for innovation, then the diversity strategy should reflect that.” The second step is to have clarity on desired results. It is vital


to A) have that strategic alignment and B) that desired results that are broken down into KPIs [key performance indicators] which are distinct, tangible, measurable and easily understood, and this requires clarity in communication. Senior leaders, line managers and hiring managers then understand what they are being asked to do – how everything is tying into the diversity agenda and helping to make the business more effective. Ultimately, it is about being able to articulate the return on investment. “You have to break it down so it is tangible and actionable at an


individual level,” Ms Qazi explained. The third step is to recognise bias, and she believes this is


fundamental “whether we are talking about gender, ethnicity, LGBT or disability and so on”. Ms Qazi said, “We must recognise that bias – conscious and


unconscious – exists and we have to identify the triggers and the underlying reasons for bias in order to change behaviour in the workplace. If you can’t recognise biases and change behaviours, then we are not going to shift the inclusion dial, nor will we be geared for the future world of work.”


Making work more human Ms Qazi continued, “We are faced with constant disruption. From an HR perspective, disruption is important because you are breaking the mould and moving away from established models. You need to encourage that diversity of thought, but also be strategic and solutions-focused, and not disrupt for the sake of disrupting. “In my view, we need constructive disruptors in our modern


way of working, so people come together, challenge one another, collaborate on ideas and find solutions. “As people start adapting the way they engage and have


conversations, I believe we can create leaders and managers who are better equipped for disruption and the challenges of the future.” “People – especially middle managers – are busy, juggling


multiple responsibilities. We need to simplify and have clarity to engage their minds and hearts towards more inclusive organisations. This is the human focus. “We must bring that human side back to the workplace to enable and drive change within our organisations.”


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