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An Introduction to Diversity and Inclusion In The Workplace
An open discussion and introduction to diversity and inclusion in the workplace.
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Why should we create it? This course will introduce the topic, define the key terms and give ideas and perspectives on what the latest key considerations and approaches are for organisations, people managers and employees.
Why it is important at this moment in time? Diversity & Inclusion is a topic that is becoming a more mainstream discussion across society - in business, media, education, sport and everyday life. As well as defining key terms and their history and impact in the workplace, we will touch on fairness/equality, equity, prejudice and harassment as part of this.
What is the effect? A greater confidence to understand the concepts, be able to discuss them openly in the workplace and build foundation knowledge for further understanding, skills development and action to build more inclusive workplaces.
What are the requirements?
Watch the recorded webinar and review the reference notes and optional evaluation form.
This course provides 1 CPD points
On completion of this course you will:
• Have a greater confidence to understand the concepts
• Be able to discuss them openly in the workplace and build foundation knowledge for further understanding and skills development and skills development
Patrick lives in London and started his career in marketing and strategy roles for global corporations, including PwC and Microsoft. He completed an MSc in Organizational Change and then co-founded a Culture, Diversity and Inclusion network and consultancy in 2011.
Over the years, he’s run programmes and workshops with companies across industries and locations ranging from SMEs to organisations such as KPMG, Sodexo, Mercedes-Benz, KraftHeinz, Amazon, eBay, Fujitsu and the BBC. His expertise includes working with leadership teams and project sponsors to define clear goals for culture, diversity & inclusion programs, then to design, deliver, measure and facilitate change.
An Introduction To Diversity And Inclusion In The Workplace
Hello and welcome to this session on diversity and inclusion in the workplace. My name is Patrick Boss and I work for an organization called impetus and momentum dot com. We focus on organizational culture with a strong expertise around inclusion and diversity as part of that. So today we're going to spend the next 50 or so minutes thinking about diversity inclusion in the workplace, but not just introducing it and introducing some of the key terms, but actually trying to work through and make it relevant to you and your colleagues and your clients at work. It's an introductory session, so it's a relatively high level. But what we're gonna be doing as part of that is not only introducing some of the key terms and terminology, so you can be clear and comfortable on those, but also thinking about some different aspects and approaches to diversity and inclusion. I'm recognizing that we all come with different perspectives and life experience. So some of you may have come across this before, they have heard about it. Others of you will have experienced it both in your own lives or family lives or uh during your education or at work. And so we're kind of wrap all of that around to give you a bit of background. Nothing in this course constitutes legal advice. But hopefully this will give some things to think about for you for your organization and as part of your dealings with your clients as well. Okay, so specifically what are we going to look at? Well, we're going to introduce the concepts, um, and hopefully give you some different ways to think about diversity and inclusion of what that means. Well, think about why that might be important. As I mentioned to you and your colleagues and your clients. And then throughout it will reflect on two things, behaviors which are really important. That's how you treat, interact with people, the language that you use and process. What are the processes that exist in your organization For your clients, but also for your team members. And we'll just think through um uh some different ways of thinking about that as we go through the session today. But let's start with a definition. So if I was to ask you to step back and say, well how would you define diversity and how would you define inclusion? One of the some of the things that come into your mind? Well, I'm quite a visual person and so I tend to think about it. Like this diversity is the ingredients. It's the things that are all different between us. There are lots of different facets and aspects of us that make us individual and those are the ingredients that you bring to the table. And inclusion is effectively how you bring those together in this case to make the salad. And that's quite an important distinction because when people hear these terms, um sometimes they bring up in their minds different things. And so sometimes people get confused about what one is and what the other is. But in my mind that's the simplest way to think about it. So for those of you who have written more wordy, these are the dictionary definitions. These are this is from Oxford languages that supply google. But I've also added in a third one, which you'll see. So diversity is the state of being diverse or variety. And we're looking a little bit more detail about aspects of what that variety means. As we go through, inclusion is the actual state of including or being included within a group of structure. So again, you can immediately begin to see there's a difference Between the two. So you may have a broad, diverse range of colleagues, but actually, do they feel part of the team? Are you inviting them in? Do they feel like they can take part in the everyday interaction discussions as well as the more strategic stuff that's happening or do they feel separate and apart? I tend to look also you can think about this often in terms of school, sports day, for example, and who's actually invited to be part of the team and who sits there always being picked last or indeed not even being picked is often an example you can think about when you think about inclusion, but there's another term that's also used in the diversity inclusion world, which you may have heard about called equality. Um and um you may also have heard of a term called equity, which is about power and power distribution, but equality is the state of being equal, especially in status rights or opportunities. Now, that's really interesting because in terms of status and rights, there are things which you can influence and you can do something about, but often they're wider societal challenges. But opportunities is absolutely something you can work on and focus on as an individual and also within your organization. So let's just take a step back and think about where this all came from. Now. There's been a number of pieces of legislation in the past and we're talking about the UK here. You can you can look up this legislation if you're inclined to do so on legislation dot gov dot UK. But the Equality Act from 2010 brings together simplifies and updates all of the different legislation to provide new anti discrimination laws. So it supersedes all of that previous legislation. But effectively what it's trying to do is protect individuals from unfair treatment as well as promote fairer and more equal society. And these are the different aspects of the Equalities Act and specifically what it covers. You'll see there's quite a few different things that it's putting together here and these are typically known as protected characteristics. So just running through them, you've got a judge, disability, gender, gender reassignment, marriage and civil partnership, pregnancy and maternity, strict paternity, race, religion or belief and sexual orientation. Now, there's another course on here looking at LGBT, lesbian, gay, bisexual and transgender plus and all the things that sit under both gender gender reassignment, um, and sexual orientation and gender identity as part of that. So there's another course diving into there, but you can see it's quite a wide diaspora and even if we stop at this stage and just think about what some of the challenges might be at work. Well, for a lot of those different groups, there may be a whole host of challenges, some of which will come from their own personal life and their their background and upbringing and the challenges they may have faced as they've come through those. But of course, these can be magnified when you start in the workplace, there may be aspects of accessibility for people in the workplace. Perhaps it's they have a visual impairment. So actually looking at a screen, reading the same content as everybody else, could be something that's a barrier to them. Perhaps it's a physical disability to physically getting into the office or using the same tools as others. Whether the technology tools or whether that's physically how the office is designed could be a challenge. Thinking about marriage and civil partnership, how are individuals treated now? Society has come a long way, but for a long time, same sex relationships weren't a formal, formally recognized under the UK legislative environment. And so again, what did that look and feel like for individuals who perhaps wanted to pass on pension rights or wanted to ensure that their partners could be covered by the same insurance policies as them at work. So there's lots of things to consider as well as some of the more active aspects of what this means in terms of opportunities. So if you come through an education system that perhaps doesn't recognize the challenges that you face or is skewed against certain people, that's going to reduce your ability potentially to not just succeed, but also dent your either confidence or ability to get jobs and work in the future. So all of these come together in the workplace to think about, well, how do you recognize that? Reflect on that? Avoid some of the pitfalls but also support these groups into the future. Mm So before we dive into more detail, let's just think about why this might be important. And I split this into three for your organization, for your clients and for you. So if you're letting this just wash over you, just take a moment, have a think through this and think about what might be important for these three categories starting with your organization. Well, there's a number of things that are focused on diversity and inclusion uh, can help you with the first of which is well, does everyone has the best have the best chance to succeed at work. And you may think that this sounds a pretty obvious one. And you might well say, well that's that that that rings true, everybody does here. Everybody here does have the opportunity. What do you mean? Well, if there are barriers to individuals, if people are treated differently, because the way they look, the way they are, the way they interact, that's probably going to reduce their ability to succeed at work. If people are written off early, because of some preconceptions, you've got about what they might be like, or how they might engage with people that could have a significant impact on their ability to succeed, even if they're just rejected from some of the normal social groups. So maybe you go for lunch with a group of people, but you don't actively invite others. And that may be completely subconscious, but actually, what you're doing is saying to a group that they're not welcome at work. And so what impact does that have on those individuals back to the who's chosen for the sports team? It's not a great feeling to feel, to feel as though you're regularly not invited or excluded from things. The second thing is, well, maybe you think about how you recruit and indeed how you promote from a wide pool, but in particular with recruitment, how do you look around and actually try and recruit from a broader set of people, recruitment and interesting one because often firms recruit from the same school or the same college or the same network, and inevitably that means you've got a slightly smaller pool of people to work with. But equally, it could be that you have a referral system, for example, and lots of people get jobs through referrals. But again, that's great because you're going outside of your current organization. But the types of individuals that you and your colleagues may know may well be very similar in terms of background, history, perspective and a whole range of, uh, characteristics to those people who currently work there. And so why, why is that important? Well, potentially it means you can reflect both your customers in your community. So you get a wider range of experience, background and perspectives. One of the major benefits of diversity inclusion, as well as showcasing that you're welcome and open to all and anyone can succeed is you gain leverage in terms of understanding, uh, the insights that those individuals can can bring. So in terms of your clients while actually having members of the team who perhaps can more reflect who they are and the way they live their lives and their background and experience may well give you a competitive advantage in terms of just understanding your clients a little bit better. Okay, you can promote yourself as a leading edge employer. Lots of organizations are investing heavily in their employer brand, some of them, because it falls under part of environmental, social and governance, E. S. G, which is a big topic for investors. And you may have found that some of your clients require aspects of diversity and inclusion to be reported on. If you do lots of public sector work. Often it's one of the questions that your clients will ask, but also from your proactive employer brand. Lots of organizations consider it really important to actually understand what is the brand of our organization? Why should people want to work here and creating an inclusive environment that's open to a diverse range of people is a really strong way of suggesting your leading edge employer and thinking about the changes happening across society. And finally, of course, it can help you avoid discrimination and harassment. And we'll look about that. Look at those in a little bit more detail later on in the course. So that's about your organization. But what about your clients? Well, equally, there can be some benefits for them. We've mentioned already that your teams might reflect your clients. I don't know if you've ever had to pitch for work, but it can be quite awkward if you go into a pitch meeting and there's clearly a big difference between you and your team and the client team that's in front of you. Um, It might be that they look and feel very similar. But equally, it may be that the way your client thinks they want people who come from different backgrounds, different industries, different perspectives. Or it may be they just really recognize that having a diverse gender mix or do ethnic mix is something that shows your more proactive employer thinking about your your employee base for the future. And of course, as part of that, that shows that you reflect those different experiences and backgrounds uh to your team and that that reflects the clients as well. So that hopefully will give you some more insight as well as boosting the perception you have with those clients. And finally, what about you? Well, of course, you might be someone who's from underrepresented, characteristic or protected characteristic. So diversity inclusion is something you may well be more aware of. And so of course it can give you an understanding of what this means and how it should look at your organization, the other two other aspects. Well, first of all, it allows you to be a better leader. So if you're really interested in what's driving the industry or your your special ISM or your sector or even did your clients, you're probably going to have, um, some interest in that. You'll probably do some research and be really keen to understand more about it. So why wouldn't you do the same for your employees? Especially if you're leading teams or if you're looking to create a positive environment with your peers, understanding them, understanding their perspectives and where they're coming from is really critical to drive that. So, those are just a few examples As to why this might be important to those three groups. Now, just to go into a little bit more detail about some of this terminology. These are, I guess some of the things are the issues that might arise from an employment perspective, prejudice is alive and well in many sectors of society, not just in the UK, but elsewhere. And what prejudices is the preconceived opinion that's not based on reason or actual experience. Now, we all have our own prejudices, we all have biases that flippen. We've all probably got views on things which aren't necessarily based on either evidence or reason. They might be based to certain extent more experience, but often they're just things that we've heard from others. So that's that's prejudice and most of us will have that in various shapes or forms. But when that starts to cloud your judgment or that starts to impact you in in the workplace or in wider society, then it starts to become a problem. And lots of people who do have prejudices recognize those and try and work against them and explore why they've got those preconceived ideas. But if it moves into any of the following, that's going to cause a problem. And so this is an area that you need to be really clear on. If you think about your own perspectives and views on things, the first of which is harassment. So that's aggressive pressure or intimidation. Now it can be quite soft. But the language you use, the terminology you use can potentially come across as offensive depending on how you use it. Now, you may be thinking that you're joking, you could be in the pub, make a joke about your gay colleague, You could make reference to a national stereotype. Now, if you know that individual very well and you have that relationship that can be okay. But just think carefully about what message that sends to others maybe that suggests that that language or that that that that tone of voice or the jokes that you say are acceptable for anyone else to you. So you may have a very strong relationship with those individuals, but others may have less strong. So if you think about it in terms of a third party, do you want that language being used by a wider set of people? And if not perhaps just use that language in private or indeed don't use it at all. But when that goes even further into harassment, that is what causes an issue. So again, we're all humans and I talk in some of my other sessions about being clumsy and clumsily human. We all make mistakes. But if that leads to aggressive pressure or intimidation, then that is a harassment issue in the workplace. We then think about discrimination. So this starts to ratchet up and actually if that's then further acted on where someone is treated unfairly because of a protected characteristic such as a sex or race that's known as direct discrimination. So that might be where someone as a result of that particular protected characteristic isn't promoted or is held back in their career. Or if there is a training program that certain people with protective factors are never invited to go on. You can start to see how it builds a picture that direct discrimination may well exist and then there's indirect discrimination. So this is perhaps where there's a policy or rule, it applies to everyone, but it may have a worse effect on some people rather than others. So for example, you may have a policy which says, or For example, when you're recruiting, you want a minimum of 20 years experience which some people do put on their ads or 10 years experience. Well that could be discriminatory against younger employees or potential candidates because they're never going to be able to reach that particular mark. So you can see how actually it may be a rule or policy, but this starts to potentially discriminatory. Again. We talked earlier about marriage versus civil partnerships. If you've got policies that apply to people who are married but not to people who are in long term civil partnerships. Well actually is that discriminatory towards those individuals and that could be as simple as insurance policies through life insurance or indeed dental cover at work. There's a range of different things where it may or may not impact. It could also be the same. For example, if you're a carer, if you have caring responsibilities, are you are there rules which apply that? Actually don't allow you force you to not be able to do your job and therefore act in a discriminatory way. And then the final point to mention his victimization. Now this is if you raise a complaint about discrimination where you are then treated badly or subject to deputy detrimental behavior. As a result, this can be known as the whistleblower conundrum. Where you whistle blow your organization will raise a complaint about something and as a result of that you then get frozen out. And this again is something which can happen and does happen in organizations. But diversity, inclusion and the laws that exist around that are in place to to recognize this, avoid it and uh respond if that does happen in the workplace. So as I mentioned, this isn't a legal seminar and none of what we cover today uh, constitutes legal advice. But these are just some of the things that could happen if you haven't thought about some of these issues and aren't aware about what's going on within your organization. Again, let's just reflect back on the core of what we're talking about here. So diversity means acknowledging the fact that everyone is different and everyone has different experiences, skills and needs. And that's a really important first stage is just to say, look, we recognize that and ask us as an organization, are trying to do something about it. And that's the starting point for most organizations. But what about equality? So actually this is about giving everyone an equal access to opportunity. And opportunity is really important, which is what we talked about a little bit earlier on. What it doesn't mean though, is treating everyone the same way. So, again, I'm just going to show that visually for you so you can get a sense of what that it looks like. We'll start with visible versus invisible difference. Now, when we talk about diversity and inclusion and the differences, people have often people will think of different characteristics and we talked about the protected ones which exist under the Equalities Act. But of course those are the ones which are formally legislated for. There's a lot of other aspects of diversity that exists. So if I asked you again just to spend a second thinking and reflecting on what are the different aspects of people, humans, human nature that make us different. It may well be quite a long list to think about one or 2 of those. And as you're mulling them over this is known as the iceberg of visibility. And the way I think about this and lots of practitioners think about it is you're going to have some things which are above the water line which are visible. But in the case of icebergs, there's normally a huge amount of stuff under the waterline that's less visible. And some of these you may be aware of, but others because they're less visible unless you know the person well, you probably wouldn't be aware of them at all. So, some of the things that might be more visible might be your gender, might be your race and or ethnicity or your age, maybe more visible. Not always, but maybe some of the things which are perhaps maybe a bit less visible, but sometimes your physical ability, your heritage, your religion or your social status. Maybe things in some cases that you um you can see, or you least you think you can see. Of course it may well be that you're stereotyping based on your previous experiences. But then there's lots of other things which in some cases, may well be hidden beneath the waterline. And when I say hidden just means you can't necessarily see them. So, everything from relationship status to your work style, your upbringing, value systems, life experience nationality in some cases can all be difficult to to see at first glance. So this shows you the complexity of the human condition and the things that make us human. But also in terms of diversity, What it suggests to me is, yes, the protected characteristics legally are there and they're really important to consider. But of course there's lots of other aspects of being ourselves that mean we're different and we approach things in different ways. So if you reflect on where you sit on any of these, some of these you may think are really visible to your friends, family or your work colleagues, others may be much less visible. And of course, for some of those, they may be conscious reasons why you're you don't show those in public. Some of them may be because it's completely irrelevant and it never really comes up. Others because they've been things in your past have been challenging for you. So you may be trying to hide those at work or keep them below the surface. Others may just be things you've not really thought about before. And so you wouldn't think about reflecting with your colleagues. But what this leads to is whether or not people feel comfortable recognizing these at work and to any of these lead to you. Perhaps not, including others or not, recruiting others and allowing them to have a flourishing career within your organization. But of course there are other perspectives as well. So we've looked at some of the of the more obvious ones. But actually, if you think about who you recruit, if I was ask you, well, what's your culture, what are the people like who fit in well and do well here and succeed in their careers? Often people in organizations will have a clear view of two or three phrases stories or words which will suggest what what what type of people do well at an organization. And again, these are some of the things that might be other perspectives that you subconsciously have in place where you're rejecting people who don't think or come across in the same way that you you do. So perhaps you talk about, well we like people who have confidence in speaking up well. What does that mean? And what does that say to perhaps those people who are slower thinkers or who would like to talk one on one rather than in group meetings or indeed aren't necessarily super confident presenting. Uh coming from uh getting on well with people is another one that lots of people say they're proactive they got on well, people are really friendly. What does that mean? What does that mean to different people? And if someone joins who you perceive to be less friendly, do they then automatically have a Barrier? Because you've got that mindset about them from day 1? So again, you can see there are some different aspects of difference here that may not be things that you automatically think about when you think of different people, but just reflect on our they're individuals who join, who definitely not fit, didn't fit the mold That actually their cards being marked and that they've they've basically had a difficult challenge, almost impossible challenge to get involved and feel part of the team from day one. And these are some of the things that just really important to reflect on when it comes to the culture, at your organization. So, again, just reminding us and recapping about some of these things we talked earlier about equality, uh, and what it is and what it's not. And this just shows it visually. So lots of people talk about equality and think that well, actually equality is and you can see the example here. People are behind the fence and they want to watch the game. So what do you do you provide everyone with a box? Now? That's where lots of policies are put in place to say, well, everyone can have access, everyone gets these particular tools. But of course what you really need is flexibility to have different tools for different people based on their needs. So if you want to offer the same opportunities for some of your different team members, you may well have to provide them with different stuff. And this is again at the crux of what equality is about. But what you can see in the third picture is um an equally neat way, if not more advanced, we're thinking about it, which is well, if you remove the barriers in the first place, you actually save yourself a lot of effort, but also allow the individuals to find their own way to enjoy the game in this particular case. Now this is a move my picture here. This is called liberation. So the idea here is what you're trying to do is find proactively what some of the blockers might be and remove them and they come in two ways there, the processes that exist in your organization, and there's also the behavior that we'll use as individuals. Now these images come from the Institute, the interaction Institute for Social Change. But as we go one further, the other image that I think really reflects this well on the very same theme is, well, what's the role of the rest of us? Is that just the role of management? Is that just the role of the bosses? Is that just the role of the people who lead the compliance function or the HR function? Well, in my mind, the answer is no, it should be up to each of us to be thinking about the barriers that exist for ourselves and particularly for others, try to recognize those and not just providing in this case boxes for opportunity, but for helping think about ways in which we can proactively remove those particular barriers. So, I have that in mind again, as we go through this, um, as you reflect on you and your peers, your colleagues, your clients, what might be some of the barriers getting in the way that might just cause stress or anxiety, or just get in the way of them having, uh, being effective in bringing uh, everything they can into the workplace. Now, I've hinted at this before, we're going to think about it in two ways. First of which is the process. What are the processes that exist? What are the forms, what are the systems that exist? Which may exist for many good reasons but may within their design have questions or data or structures that inherently block and get in the way of some individuals. But we also think about behavior. So you as individuals and your colleagues, what's the language and what's the behavior that's acceptable? What does this say about you and how can you reflect on that to ensure that you're being as inclusive as possible? So let's just do a little exercise. Look around your office. If you're in an office, look around your colleague base, depending on who you're working with, look around your client base. And as a starting point, just think, how much do they have in common now? You may not know them that well, You may not know all of their backgrounds. And in terms of data analysis this is probably pretty high level surface data. But think about the following, do they all look the same? Does everybody come from a very similar background? Is everyone of the same ethnicity? Is everyone of the same gender or are they different in similar ways? Did they come from similar schooling or educational backgrounds? Does everyone come from a similar industry? Have you got a mix of different backgrounds and perspectives? And that's the first stage really is just to be aware, we're going to look at elements of data that you can analyze and some of the some of the data you can draw from. But actually that's a really important first age is just get a sense as to does this feel like a homogeneous group of people? Or does it feel as though you've actually got a broader range of individuals in your organization and then perhaps reflect on what that means? What does that say about how you're recruiting and hiring if someone was to come in as an independent from external? An external, what's the thing they say about the group of people that they see in front of them? And of course we're thinking about visible difference rather than invisible difference. That's the obvious first one that most people recognize. But that gives you perhaps a sense as to what your organization's current D. N. A. Is based on that. What are the other things you can do and think about? Well, data is your friends, you will have HR data in various shapes or forms. Um if you've got an HR team, they will. I'm sure be aware of the different aspects that you can track. So there may be aware of your gender splits depending on the size of your organization. They may well be aware where people have declared uh of some of their other status is um, that exist. But there are a couple of things which you might want to think about. Again, we've talked about. I'm going to do bullet 0.2 1st, which is who you recruit, who you promote again. One thing is the balance in your team, But the other thing is, well, who has the opportunity to get promoted through your organization? Are there certain groups which are well represented at one level, but less represented at other levels? And if so, what's the reason for that? Is that a conscious choice or is that because there are blockers and barriers in the way visible or invisible the government looks has put into place legislation around gender and ethnicities. Pay gap. So we'll talk about that on The next slide. It's organizations of 250 people or more. So it may not be relevant to. You might be relevant to some of your clients, but that also gives you a good base in terms of what you can use for your data uh with your clients. Again, you can look at the diversity of your clients and think about the industry's background size um that they are and the individuals that represent them. But actually how can you think ahead? How can you ask them without being obtrusive? Uh as to what support they may need when working with you? It may be that the beginning of any new assignment with the client, you simply ask, Well, do you have any accessibility needs? Is there anything that you would like us to do to ensure that you can access our services more effectively? Are there times of the day that work for you? There are different ways you can think about that for your clients? Of course, there's no reason why you shouldn't. We think about your colleagues as well. That's really important. As the next bullet point to think about, well what works for you if you've got part time employees or colleagues or you're a part time worker? Well, think about what does the structure of your day a week look like? How does that work for you? How doesn't it work for you? And can you create an environment that's more open about those things? So people feel comfortable coming forward. Right, and then the final to reflect on your own behavior as we've gone through this. What are some of the things which stand out? Do you have things that you are concerned about or that you recognize that you read more regularly, think or act on or would like to find out more about and then put in place a strategy plan and policies. It can be very simple, but you maybe just want to reflect on the data. You've got what your strategy might be to move things forward and what some simple steps to deliver a plan are and then what your policies are around language, behaviour, diversity and inclusion across the organization. There are some quite simple ones you can download from online or indeed you can find from potentially other sources. Now, just to touch on pay gaps. Again, I recognize they don't impact every organization, but for any employee with a head count of 250 people or more in the UK, um, you have to, uh, complete and report back on the gender pay gap. There's also an ethnicity pay gap. You don't formally have to do that. But larger organizations are also encouraged to do that as well. And effectively what this tries to give you. It's, it's a pretty blunt tool, but it tries to give you a pay gap between the average hourly earnings of men versus women. Uh, and it's done as a proportion of men's average hourly earnings. So you'll see pay gaps often between five and 15, And the aim here is that it just sheds light on what the differences in pay between male and females across the organization. Now it doesn't look specifically at different roles. It doesn't look at specifically at different levels of seniority. So again, why I mention, it's a blunt tool does it gives you one statistic for the whole organization, but of course you can dive into those, into that data in a little bit more detail yourself and indeed you can benchmark broadly against your industry or about others. The thing I'd say about data, which some of you may well be aware is just always be aware that there can be other impacts that that happened. So if you are going to put in place changes as a result of this, just make sure you think about the impact of those changes on others. So for example, if you've got a big gender pay gap, is this about the fact that your your male employees are paid too much across the board, They paid um too much at certain levels in conjunction to your female peers, or indeed of the female peers not paid enough and they're not getting parity or there's some more specifics that are going on under there. So use this as a starting point to explore in more detail and work out what steps to take to improve things for your organization and make it as bespoke as you can before we again go any further. I also just want to reflect, we talked a bit about process and process and data, but let's think about behavior. This is just a quick example about how our brain works and our brains work in very different ways, but we have three parts of our brain. We've got our conscious, our subconscious and unconscious brains and the conscious parties are logic. It's are actively doing things, it's our sensations. And effectively what this is focused on is how we react to doing things. And this is pretty important because this is basically how we deal with things when we consciously have to make an effort. So this is about eating because you're hungry, taking medicine because you're unwell going to bed because you're tired. These are all conscious things that that we do. But you've then got your subconscious, so it's easy accessible, but it's not always at the forefront of your mind. So maybe your journey to work. Have you ever had it where you drive to work and you get there and think, how on earth did I get here? I cannot remember the route I took or recalling an address or location. Sometimes it's there, but it's not quite there at the front of your mind and then you've got your subconscious or unconscious, which is right at the bottom. Now that holds our fight or flight responses that can be sometimes it's called the lizard brain in many cases. So it kicks in when we're stressed under pressure and they often maybe against our better judgment. So I'll kind of fight or flight. And what's interesting about this is a lot of the stereotypes you have come from this unconscious mind. So we have viewpoints often about other people if they're aggressive towards us, we may respond negatively, we may clam up or we might turn around and be more aggressive depending on what we're hearing. But it's also the things that perhaps we've been taught from a long time from early birth about our beliefs, behaviors, attitudes and habits and these are things that can be quite difficult for lots of people to shift. And society is shifting quest quickly as I mentioned, but effectively over a period of time these things change and our brains can take a lot longer to change in many cases than other people's. And so it's important to recognize what are the things that maybe are just gut reactions that mean you react to different people in different ways. So let's just lose one very simple example in your head. Picture a doctor and picture a nurse and what do you see what crops up now? In many cases? Uh it could have been either of these images or indeed a whole range of other images. But did you picture a male or female? Did you picture different people from different ethnic backgrounds? Did you picture the different roles that they might be playing again? Just think about. And this is a game you can play with with younger people with kids if you've got them in your lives. Uh and a lot of this is now happening at primary school is rather than thinking about uh police woman as a certain type of individual, certain gender. Well, you've got police officers and actually thinking about the fact that anyone can do any jobs. It's a little exercise that lots of school kids do. Where you say, who typically can do this kind of job. Is it a male or female job? And what most score a lot of schools are now trying to do is to try and unpick why some kids automatically assume that certain jobs are done by certain genders? Well, the same exists for ability or disability or for race or ethnicity or age for LGBT, lesbian, gay, bisexual and transgender is there may well be stereotypes that you have. So think about that and think about what impact that has on who you see as a strong leader. Who do you see as a a technical expert in your area of expertise? Who do you see as a very strong team player? And do you have images and stereotypes in your mind as part of that? Okay, next other ways of stereotyping now, this is what we may be seeing the media. This is just some examples about perceptions too young football stars, earning quite a lot of money. What's the news? Well, one is um, is about splashing out and you can you can see how language here is really important, whereas the other is about buying wasting money. The one on the left, the other ones about buying at home for his new mom. So again, these are all biases that are creeping in the influence, not just how we see the world, but probably how individuals uh, see themselves written about and how that might impact both their interaction clearly in this case with the media, but also around people's perceptions of them. So how easy is this to happen in the workplace where people talk about what they spend their money on this, they don't spend their money on this or this person lives that type of lifestyle and how easy it is to actually for them to feel all your colleagues to feel as though you're passing judgement on that. So, again, just reflect really clearly on your language and there are some other examples. There's plenty of examples around, but this is an example of someone who was taking part in the London marathon arrived and security artist with a cleaner. Again, it's a stereotype about what an individual may or may not be. So if you're recruiting or if you're chatting with people who may be interested in the job market, for example, are you automatically boxing them in based on what they say they've done based on what they look like in particular? And is that fair to you, to them and to the organization? Are you missing out by having those by having those stereotypes in your mind? So hopefully that just gives you a sense of some of the aspects of diversity inclusion, which are a challenge. And there's lots of things which sit underneath this and lots of things you could be thinking about that could do could be different and we're just going to run through a few of the things that you might want to do as starting points. So number one, consider your processes and policies. Do you know what your processes and policies are? For example, if you're hiring, is it the same people who interview people all the time? Now? It might be a few small organization. That's just the way it has to happen. But you may well have certain types of candidates or the people who interview may well have certain types of candidates that they get on really well with. So perhaps people who've got a similar background or went to similar schools or play sports or have kids at the same age or indeed have worked in similar industries or indeed the same companies before. They may well have natural affinity to get on well with them. It may break down the ice at the beginning of that conversation more effectively. Some people may perceive that an accent, someone has says something about the quality of their work or the experience they've got or how their clients might perceive them again, this is something that if the same people interviewing all the time and they're not aware of that, they may well end up recruiting in their own image. And this is a challenge because you could end up with someone who potentially can do the job, but maybe can't add extra perspective as part of that organization. And of course there may be people who could perfectly well do the job who were rejected out of hand right at the beginning now, we talked about data, collect that data, understand where you are and set objectives. So if this is something that your organization is really passionate about, think about, well, what's the percentage of male and female you've got across your organization? Perhaps what's the percentage of people who've got degrees versus you've not got degrees? What are the percentage of people who come from different ethnic minorities or indeed even different parts of the UK, for example? And can you think about what you might want to change and evolve In terms of your approach to that? So if you've got a 100 Percent of your workforce of one gender, what's the impact of that? And is that something you want to change? And if so, write it down, make a policy, set yourself a goal and then go from there and think about work backwards to think about the policies and procedures and barriers that may be in place. Consider how and who you hire as an organization again linked to that point above. But have you got individuals who are natural fits? Have you got the stereotype about what a culturally good fit type of person is? Again, examples might include people who work part time or want to work flexibly? The world has been evolving to accept more flexible working. But if you're an organization that Absoluteal fundamentally believes that you need to be in the office from 9-5, 5 days a week, well, you're probably going to be restricting yourselves to hire only those people who can get in where you definitely will be restricting yourself to heart. Only those who can fit that mold. There may be some amazing talent that wants to work flexibly or wants to work remotely at different times. So how can you evolve your thinking to perhaps allow them to play a full role? And then finally, the point here is actually about more, not just insight and data, but actually understanding people. Why do people join? Have you asked people, do you have an entry interview? Maybe Do one at the beginning and 1 3 months later to understand people's perspectives? What do they like? What don't they like equally when they leave? And maybe you need to do this independently depending on who the individuals are and whether you feel you can get honest responses, But do you understand if you've got a problem with attrition and people leaving? Do you understand why they leave what they're leaving for? If there's been anything that you've done really well, equally, they've been elements that they've been challenged with. Now it's a tricky one because if they've left with a negative perception, it maybe they don't want to talk to you about it. That's why I say perhaps bringing an independent and give them an opportunity so you can understand what worked well and what perhaps you can learn from. All right, But what about you as an individual? So this process a pretty organizational focused. Check yourself and your language and behavior. Are you using Sloppy language are using terms which you may think acceptable to use, But that actually different groups find either offensive or are deemed to be out of touch or old school, in which case reflect on that. Again, you can maybe look around and think, ask some of your colleagues at stages and you can do this in a very informal way, just say, look, I'm just reflecting on the language. Is is there anything I do? Anything I say that you wince at or that you perhaps don't think is appropriate language to use in the workplace. And that can be quite a powerful way of just number one showcasing that you're open to understand these things that are open to change. But also the fact that you want to learn and you're interested in what your colleagues think and feel, look around and think. We've talked about just giving a sense check on some of the visuals, but again, reflect on your client's, reflect on your team members and just think about how they look and feel and what do they represent, what you really feel you want your organization to be representing in terms of your employee base and equally when you're in charge, how do you hire? How do you review promote when you are working with people? Are there some individuals that you would more naturally push forward for promotion? Are there some individuals that every time it comes to review you say, well, you're not quite ready and challenge yourself? Maybe work with another manager, Another 3rd party to kind of challenge each other's thinking. But why might you be saying that, consider what you think about them? What projects are you hearing about? What they've done? And do you only here the positive or do you only hear the negative for some people? What do other managers think about them? Is it the case that if they do if they've done a bad job that's followed them around for the last 5, 10 years? I remember I used to work for an organization where for about four years I had the same review every year based on a project I've Done in Year one. My boss mentioned it every year and I thought, well I've done plenty of other stuff since then, but clearly that was the one thing that stood in their mind. And actually, for me, it was it was quite important to move along from that and be seen and to showcase that I can have other skills and use other aspects of what I do. If you are getting stuck, maybe give them another small project to work on so that you can see how they work outside of the comfort zone that you've set for them. So there's a few different things here. As part of this, if you're using um uh, promotion scorecards or you're using a model to assess your scores and appraisals that you give to people again, just think about typically whose towards the top and who's towards the bottom? Are are there any characteristics that are similar between those, those groups of people across the organization and if so, what is it that you can do? Um just again, a final thought on this, I really like the idea about what works for you and the informal discussions. Yes, of course, you can do all this formally, but in terms of your team and those, you can influence when you do get a Chance to see them or you have five minutes or you grab for coffee, just try and understand what their experience in life, a work in their life at work is. Ask them, how are you finding it? What are you struggling with? How how can we help you? How can I help you? Is there anything that we could I could do or we could do to make this place a better place to work? They're all little things that you can do. But if you do ask that you've got to be open to hearing the response and the answer. So that just gives you a sense of some aspects of the diversity and inclusion conversation. As I mentioned, it's an introduction. There's a lot of different focus. You can have to dive more into more detail around issues such as harassment or discrimination or the particular challenges that face different individual groups. I hope that's giving you a sense of some of the background, some of the history, some of the terminology, but also some of the things that you may be can be looking out for and may want to influence in terms of processes and behavior. So thank you very much indeed for your time. I appreciate you being with me here today, and I look forward to seeing you again on future courses. Thanks very much indeed.