Author: Fiona Morden at Morden Solutions

When to use this guide

• Establishing a Diversity strategy for the first time
• Refreshing a Diversity strategy
• Seeking fresh perspectives for an existing programme 

10 tips for implementing a Diversity Strategy

1. Consider the organisational drivers:
It always pays to REALLY understand what is underlying the desire to implement a Diversity plan or project: is it to be compliant with legislation, to maximise new client markets, to attract new talent pools…. or just because competitors are all doing it. If you understand the reasons, you have the platform from which to influence and educate as well as to design strategies and plans that have a chance to work.

2. Get support from the top:
If your senior managers and teams don’t support the business case it will be like pushing water uphill/knitting fog or walking through treacle (pick your favourite analogy!). Some will truly believe in the moral and commercial benefits for Diversity – i.e. ‘hearts and minds’ -  others may support because they can see the political reasons for doing so. If you understand the personal drivers you will make more headway more easily. Without top down support progress will be slow, and breaking through the ‘permafrost’ of middle management (who may feel too busy to get involved) will be nigh on impossible. Use all available channels to ensure senior sponsorship is clear and unequivocally communicated. (In time of course, actions must follow words, but for now just make sure the words convey the intent.)

3. Engage the people:
Diversity, Equality, Inclusion – whatever word you use it is an area that many employees are passionate about, or certainly will have an opinion on. If you want to know what the issues are, get out there and talk to people at every level. Organise listening events, use employee survey results, set up blogs or email addresses where staff can send feedback and thoughts (anonymously if they wish) so that you get a feel for the priority topics. If there are already staff networks in place – for example gender or ethnic support groups – they will be a fabulous place to soak up opinions and to foster alliances…..you can’t implement a full blown diversity programme all on your own and having a virtual team of ‘firelighters’ or champions will be really useful. And don’t forget your external customers too – their views will be vital if building reputation or engaging new markets are key drivers.

4. Mainstreaming:
Diversity touches just about every policy and practice so interact with colleagues in all centres of excellence. Reward, Talent, Recruitment, Marketing, Comms, Procurement, Training – a Diversity strategy will only work if the ethos extends into every corner of the organisation. Interact and find out what considerations are currently given to the agenda, and what processes or steps can be used to ensure it is a greater consideration going forward. You’ll find some quick wins and some which will need a sustained approach, but leave no stone unturned.

5. Focus, focus , focus:
The Diversity agenda can be huge – with areas like Gender, Disability, Race, Religion, Sexual Orientation, Age and Work Life Balance it can be hard to define what are the ‘Silver Bullet’ areas and stick to them. Refer back to the drivers and use metrics, measures and statistics to help you set priorities.  If cases of alleged sexual discrimination or harassment are high, you will need to consider Gender initiatives or training. If customer surveys show few customers who declare a disability, is accessibility of products, premises or services an issue? If you have recruitment or promotion stats that show few ethnic colleagues are making the shortlist, do you need to review assessment procedures? Use analysis and judgement to define the key areas to work on. However, just because a focus is applied to say, disability, the perception must be that other areas are still important – communication is key to explain the reasons for the priority areas otherwise you may unintentionally offend.

6. What gets measured gets done:
We all know the old adage, but it can be hard to measure the relatively intangible agenda that is Diversity. However, a combination of hard metrics and some creative thought can work wonders. Employee stats are an obvious start – is the workforce a fair representative of the available talent pool or match to the client base, taking into account regional/industry considerations? Setting targets for a high percentage of ethnic colleagues in Torquay may be less realistic that doing the same for Bradford. Recruitment, promotion, exits, sickness, grievances, are all good start points for metric monitoring. Measures in staff surveys relating to belief in senior leaders action on Diversity is another angle, and increasing the number of initiatives/media articles/awards could be others.

7. Consequence management:
It’s all very well measuring, but you need a ‘so what’ factor. Diversity is effectively about Culture Change, and for behavioural change you need motivators and incentives. Everyone in the organisation needs to be responsible in some way for their part in the success of the programme – if performance management is in place, build it in there. At the very least, senior leaders need to ensure they check in with their direct reports to ask what contribution they are making-  financial targets get met because they have a consequence if they are missed. The principle is the same with Diversity.

8. Celebrate success:
And in the same vein, due recognition must be given to those who are making a difference. This could be through recognition events, internal awards or simply an email or phone call from a senior executive to say thanks to someone playing their part. It’s a nice part of the job to say thanks – so say it to those who are living and breathing the Diversity ethos acting as role models, as well as to those who have changed a process, procedure or personal trait in a small but significant way. We all like to feel we’ve done well – so spread some happiness. The results will be infectious.

9. Cultural considerations:
The Diversity agenda pivots on respect - it is important to remember that different societal cultures will approach the Diversity agenda in different ways. So whether your programme extends globally, or you are implementing it within a team of mixed nationalities and heritages, do ensure that you don’t take a ‘one size fits all’ approach. Cinderella’s shoe did not fit the Ugly sisters’ feet – don’t try and shoehorn the same strategy into different cultures. Instead, ask questions, listen, challenge appropriately and draw up tailored actions accordingly.

10. Lonely hearts club:
The role of a Diversity manager can be a lonely one as internally there will inevitably be few people working on the programme or project. So network, network, network – there are plenty of others in the same position externally as well as many great organisations set up to support the agenda areas. Stonewall, Employers Forum for Disability, Opportunity Now, BITC, Employers Forum for Age and the newly formed CEHR to name but a few, and a whole host of other individuals ready to support you.  Get out there and meet people – you will find many best practices, new perspectives and listening ears if you talk. After all, Diversity of Thought is what it should all be about.

 Expected Outcomes:
• Framework for a cohesive Diversity strategy
• Sponsorship by senior leaders
• Enhanced employee engagement
• Motivated and successful diversity consultant

This guide was produced by Fiona Morden at Morden Solutions, an experienced consultant in Diversity and People Development. Email via fiona.morden@yahoo.co.uk for more advice.

Disclaimer:
This guide is provided for guidance only. The provided information, whether ‘How to guides’, policies, procedures, samples, examples, or guidelines, while authoritative, is not guaranteed for accuracy and legality. While we make every effort to provide and link to accurate, legal, and complete information, we cannot guarantee it is correct for a worldwide audience. Please seek legal assistance, or assistance from your local or international governmental resources, to make certain that your legal interpretation and decisions are correct.