#BigIdeas that will shape our world in Diversity, Inclusion, Belonging and Equity in 2022 (Part 3) - By Leila McKenzie Delis

8.?The link between innovation and diversity is inextricable and we see a shift towards Employee & Business Resource Groups becoming drivers for strategic business vehicles to drive the broader DIBE agenda.

Innovation and DIBE are inseparable:

It is more widely understood that diversity is a key driver of innovation and a critical component to global business success and leadership teams realise that this is true within both the internal and external organisational environment.

The basic understanding of diversity has one or two facets such as gender or race is rapidly evolving and is more multifaceted that it has ever been, and intersectionality sits at the heart of this fact. It is no longer a matter of creating a “cookie cutter” workforce, but utilising that workforce to drive the innovative products, services, and business practices that can drive competitive advantages for companies within the marketplace.

Post pandemic world has accelerated competition on a global scale hence diversity and inclusion have splintered and evolved, and it becomes ever more critical that we understand that different cultures and regions have varying definitions of what diversity means.

It is an impossibility for companies to be successful over the long term on a true global stage if they don’t have a diverse and inclusive workforce that understands the unique idiosyncrasies that exist within the realms of a more complex diverse marketplace.

A diverse and inclusive workforce is necessary to drive the need for global innovation and to guide business strategy. A plethora of differing voices and experiences lead to new ideas, new services and encourage out-of-the box thinking and successful organisations see DIBE as interwoven within their overarching business strategy.

“Diversity fosters creativity. We need to generate the best ideas from our people in all levels of the company and incorporate them into our business practices.”

– Frederic Roz’s, CEO of L’Oréal USA

Employee and Business Resource Groups will become strategic drivers to business innovation and success:

Employee Resource Groups, sometimes called Staff Networks or Business Resource Groups (my favoured term as the language denotes the relationship of these groups to business need), are voluntary employee led groups whose aims are to foster a more diverse and inclusive workplace which is in alignment with the organisations they serve. These groups are usually characterised by specific diversity facets such as race, gender or parenthood to name but a few.

At DIAL Global and the McKenzie Delis Foundation we promote intersectionality and holistic diversity with 10 overarching dial facets. We look specifically at the factors of gender, race, ethnicity, sexual orientation and disability (visible and invisible). We examine age, generation, parenthood and caring responsibilities, mental health and wellness, socioeconomic status, nationality and religion or beliefs.

I feel it important to note that this does not limit BRG’s to the 10 dial facets only, there are diversities within diversities and each organisations must make decision based upon the specific make up and desires of its workforce.

BRG’s often facilitate learning and development activities in order to support their membership and growth and they are capable of shifting perspectives of both executives and non-members and within the organisation.

There is a growing body of research that show BRG’s can have a positive impact on innovation, activism, advocacy, recruitment, retention and ongoing education.

Forward thinking businesses will empower employees to take part in BRGs in both an advocacy and allyship roles as empowering and engaging these groups will not only support in creating a more inclusive welcoming workplace it will also ensure that competitive business opportunities are seized.

Let me explain how BRG’s Can be effective by giving a few real-life examples:

Companies that include AT&T, Mattel, Intel have employee groups that have the dual effect of supporting inclusion among women and other minorities whilst additionally provide valuable insight into the competitive markets.

“Our Employee Resource Groups (ERGs) are very important to us. They help us define products that work for their regions or demographics Additionally, these diverse employee groups have saved the company from making some embarrassing and potentially costly mistakes. We have to make sure that we’re culturally sensitive. There have been some big near misses that we might not have avoided without the ERGs.”

-?????????Huey Wilson, VPHR and Worldwide Operations and Board Member at Mattel.

BRG members are beginning to shift towards company culture ambassadors as they serve as a beacon to bring ideas, innovation and enthusiasm to the wider organisation.

A sense of belonging is one of the universal measures that affects employees commitment and motivation, hence the reward and recognition function within an organisation becomes more important in making individuals feel valued and recognised for the unique benefits they bring to the workforce. Peer rewards, recognition programmes and unique benefits that address the specific needs of individuals can go a long way when it comes to driving engagement.

An increasing trend which I am personally thrilled to see begin to creep into the modern workplace is the remuneration of employee resource groups as these groups have typically been fueled by passion alone, which whilst not always a bad thing (passion projects feel less like “work”), does mean that work tends to fall outside of the usual day to day hence DIBE requirements can unintentionally fall onto the back burner with pressing work deadlines understandably taking priority and this can have the negative consequence of leading to “burn out” and diminishing DIBE efforts. ?Promoting dynamic welcoming cultures requires significant dedication as it can be emotionally and physical taxing. However, leaders can secure success by approaching these requirements thoughtfully as opposed to responding purely out of societal pressure.

“90% of Fortune 500 companies have employee resource groups (ERGs) as part of their DEI strategy. Yet, only about 5% of companies?actually compensate ERG members for the very tangible benefits their work brings to the organization.”

Reward, recognize and resource your ERG leaders

As we have explored during this trend, ERG leaders and communities carry out such critical work for our organisations and should be recognised for this. If you are not ready to consider financial remuneration for these groups I do hope I have proved the case for resources to be allocated and financial commitments to be made to ensure this additional work does not go unrecognised. At the very least there should be time allocations from “day to day” mandatory job roles carved out for participating in these valuable groups which provide critical strategic resources to the wide business growth, engagement and ambition which driven in the correct manner. When working at their optimum these ERGs can cultivate opportunities for growth and leadership development whist increasing retention through inclusion which is invaluable during the great resignation.

The heart of ERGs are passionate, forward thinking innovative and hardworking leaders that bring holistic company benefits to life, and whose work deserves recognition and respect. Hence Reward and recognition of Business Resource Groups will become more critical to engagement:

-?????????https://images.forbes.com/forbesinsights/StudyPDFs/Innovation_Through_Diversity.pdf

-?????????https://medium.com/sarah-cordivano/recognizing-and-rewarding-the-work-of-employee-resource-groups-394526bfed55

-?????????https://www.cultureamp.com/blog/pay-employee-resource-group-leaders

9.????We will (need to see!) practical and solutions-based approached to Gender Equity ?

In last year’s article I wrote about how the future is female (as well as non-binary and male).

It is sadly true that the pandemic has been particularly terrible for women, in particular those women from minority backgrounds, those on low income or for single parents as job losses increased and school closures have forced some women and single parents to drop out of the workforce entirely. Certain global leaders and business leaders were praised and remembered for the ways in which they countered the effects of the pandemic on their workforce which led to strong retention in certain businesses.

So, where are we now you ask?

Well, the positive repercussions of the pandemic have served as a positive catalyst for progress and increased attention on the issue of gender equality, which has led many organisations to refocus on gender balance and understanding.

However, on the flip side, a year and a half into the pandemic, numerous reports states that women in corporate America and the UK are increasingly burned out and even more so than they were last year. Figures top male counterparts (Leanin.org), however we are starting to see an increased understanding in gender inequity which I hope leads to more equitable policies and procedures in place (such as paternity leave and single parent and carer leave). Despite this, women leaders are stepping up to support employee well-being and diversity, equity, and inclusion efforts. The more worrying thing is that this work is not being recognised in the way it should.

As usual, I look to a focus on solutions. This time with a greater focus on practicality for gender equality as opposed to purely well-meaning and understanding.

It pains me sometimes to say this (mainly as I feel like a broken record on repeat), however this really shouldn’t be the ongoing conversation that it still is.

We must come together with a renewed urgency to address this. Not only because of the speed of technological change and the fact we live in a VUCA world (volatile, uncertain, complex and ambiguous) but because businesses that have embraced diversity are the most adaptable and competitive when it comes to evolving change. Businesses that do not prioritise this are at a distinct disadvantage.

The challenge starts and ends with education (in my humble opinion). This means both filling and attracting candidates into the pipeline and the grass roots for the mass opportunities. It culminates at the upper echelons of management and the c - suite where there is a continued difficulty for women to take the leap up to the senior leadership.

Let’s take STEM as one example. According to the UNESCO report?Cracking the code: Girls’ and women’s education in STEM , only 35 per cent of STEM students in higher education globally are women. There is a plethora of reasons as to why, including the perpetuation of stereotypes, through to a lack of positive reinforcement and encouragement from teachers and early stage learners to help girls pursue STEM subjects. This trend continues across others more typically male dominated industries, however this is a stark example of the reasons we need to address this at each level of the educational hierarchy. In this specific example, the significant lack of representation leads to a lack of women in technology roles at many levels, thus there is no population of the future pipeline and a distinct impossibility for women to make the C-suite. Overall, women technologists make up 29 per cent of the tech workforce today.?Data from AnitaB.org ?shows that if numbers continue to increase at the current pace, it could take 12 years before women see equal representation in tech. This is one specific example, however we cannot physically wait this long!?

Real Models vs Role Models?

At DIAL Global we love to use the terminology “real models” as opposed to role models. The reason? Role models denotes an impossibility to make it to this place personally and a “pedestal approach” we need to see real models. Those who have the capability to lead by example and who can speak from “real life” experience and can encourage others to follow a similar path whist providing management skills, experience and a solutions-based approach to overcoming obstacles in the workplace. A?2020 study, led by Accenture and Girls who Code ?found that the two primary reasons why women are underrepresented in technology are the lack of mentors (referenced by 48 per cent of respondents) and the lack of female role models in the field (42 per cent).

Driving change within business and wider society.

There is a need for a holistic global workforce strategy whist involving other influences from the government through to the education system. Government can start by encouraging schools to champion girls from a young age have the same aspirations as boys and provide them with education and resources without limitations. Starting the education around breaking down negative stereotypes is key.

Business can take responsibility by investing into educational institutions and positively recruiting with a more proactive and gender-diverse approach. As an example, provisions for programmes that would retrain women who have had career breaks and ensuring women are represented at each level of the management hierarchy and pipeline to management, whilst allowing flexibility within the new hybrid way of working which is clearly here to stay. Therefore, encouraging more female management by making the path back into work clear, flexible, accessible, and practical.

“The theme for International Women’s Day, 8 March, 2022 (IWD 2022) is, “Gender equality today for a sustainable tomorrow”, recognizing the contribution of women and girls around the world, who are leading the charge on climate change adaptation, mitigation, and response, to build a more sustainable future for all”.??-?UN Women ??????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? In summary, this is a joint responsibility as there is a moral obligation for organisations, society and government to address this inequity. It won’t be easy making progress as this requires societal involvement from many parties in the chain, however, ensuring we empower all, in particular HR as a strategic function to drive change at the helm we can and will break down stereotypes to support flexible and hybrid working for women at all levels.

I am hopeful with my predictions this year in that I truly believe we will see progress in some of the largest and most well-known FTSE and FORTUNE companies. The pandemic has shown us hybrid working is the only way to go and companies that do not appreciate will lack the capability to keep up in a world that increasingly cries out for great talent. I hope the silver lining to the cloud will allow more women and other minorities to benefit from long term flexible working as a solution and that we will continue to be proactive in the places in which we identify talent.

-?????????https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/earningsandworkinghours/bulletins/genderpaygapintheuk/2021

-?????????https://www.peoplemanagement.co.uk/voices/comment/its-time-more-practical-approach-gender-diversity#gref

-?????????https://www.unwomen.org/en/news-stories/announcement/2021/12/international-womens-day-2022-gender-equality-today-for-a-sustainable-tomorrow

10.????????The media and advertising industry continues to front the surging demand in diversity, and we will see a sharp rise in consumer demand for authenticity from global brands and corporations.

Consumer demand for brands that both represent and truly understand their communities is increasing rapidly which leads to a global need for authentic marketing, advertising, communication and proof of insight and analytics for products and services.

The consumer has never been more digitally savvy and has access to more information than ever before, which has forced brands and businesses to be more accountable for how they portray and communicate their services and products.

As an East Asian British Citizen, I was deeply impacted by the increased media attention and crime against the Asian community during the peak of the pandemic. So much so that it caused me to re-evaluate much of my personal and professional outlook on life. From the media I was consuming through to books and media I was reading in addition to looking (as a soon to become first parent!) at the books and children toys available. What saddened me was the lack of diversity in all areas in addition to the strange or stereotypical representation in certain areas (take “Bling Empire” on Netflix as one example) or the celebrated surge of diversity in certain shows topping the charts where there is literally no East Asian representation, or perhaps 1 token Asian who my husband gets excited about every time he spots during our viewing time. Whilst I am disappointed I am not hugely surprised but aim to be part of the change I wish to see. The past year has seen further uprising against social injustice, from the Black Lives Matter movement to Stop Asian Hate. These movements have brought to the forefront the lacking diversity that exists in the media and recent surveys and polls have show over 60% of consumer would feel more positive about brand knowing their advertised in inclusive and diverse environments (see links below).

Using my personal example above I am more aware now of the brands that reflect my personal values and I believe others feel the same as the effects of the last couple of years have forced us to take a deep hard look within ourselves and take a stand for those we want to align ourselves with.

“Facebook IQ?found that 71% of consumers expect brands to promote diversity and inclusion in their online advertising, however, 54% do not feel culturally represented in online advertising.”

UCLA publishes an Annual diversity report which estimates that the “minority” share of the U.S. population is growing by nearly half a percent each year, thus demonstrating the increasing need for the media industry to prioritise diversity in terms of content. Without addressing this increasing need businesses will risk missing out on a huge proportion of the population and prospective consumer demographics.

Media in all forms can be used to drive a force for good when it comes to DIBE by showing our future generations that representation matters. Diversity and the innovation it brings with it can bring new ideas to the forefront and allow brands to engage in a more authentic way with their audiences. With more than a billion hours of content?being consumed on YouTube each day the industry has a responsibility to ensure this is done more inclusively.??

We are led by our belief systems and driven by our values now more than ever before, hence working for organisations that mirror our purpose and ethics is critical.

Forward thinking organisations and their respective leaders will need to choose where they sit when it comes to polarising world events and the renewed focus of the media when it comes to diversity.

As we have seen over the last year, the media industry has faced a major reckoning over societal diversity issues, in particular around racism, following broader unrest about the treatment of Black men and people of color by police. The last year has seen numerous journalists and executives for major organisations step down after their employees raised the red flag around toxicity of workplace conditions related to race, gender, identity and other aspects of inequity.

Appealing to the loyalty and future loyalty of customers and employees can require organisations to demonstrate that they are promoting equitable outcomes in all their spheres of holistic influence including everything from hiring, retention, utilising diversity in the supply chain through to marketing inclusively.

“High-growth brands (defined as those with annual revenue growth of 10% or more) are more frequently establishing key performance metrics for diversity, equity, and inclusion objectives than their lower-growth competitors.”

We must continue to hold organisations, leaders and each other to account when it comes to doing what is right when it comes to diversity, inclusion, belonging and equity. Keeping momentum and actionable change at the forefront of our decision making is vitally important now and for our future generations of leaders, who care so deeply and intrinsically about the brands in which they work for, the businesses that represent their values and belief systems, the purchasing decisions they make and the organisations they choose to affiliate themselves with.

Hence, reaching diverse consumer demographics has never been so important.

• https://www2.deloitte.com/uk/en/insights/topics/marketing-and-sales-operations/global-marketing-trends/2022/diversity-and-inclusion-in-marketing.html
• https://www.entrepreneur.com/article/364376#:~:text=The%20bottom%20line%3A%20Diversity%20matters%20to%20consumers.&text=Research%20from%20Google%20found%20that,advertisers%2C%20brands%20and%20their%20customers .

Phew. Well, that’s a wrap for now, however this is just the beginning! 2022, here we come. Let’s celebrate the wins and learn from the losses TOGETHER.

There is more that unites us than that divides us, so let ensure we do not perpetuate the “us vs them” narrative and continue to lead with empathy, humility, and dignity as each of us is human and none of us is perfect.

“None of us is as smart as all of us.”

??????????????????????????????????????????????????????????????????????????????????????????????????????????????????-?Ken Blanchard

For more trends and world shaping insights in Diversity, Inclusion, Belonging and Equity make sure you join us virtually in February for our first DIAL global summit of 2022 where you will learn how to spot trends, action ideas, positively change the way you work. Thrive in the post-pandemic world.

Join some of the world’s most inspiring and authentic leaders as they help us to uncover the view into the future of 2022 and key diversity agendas. You’ll learn keys to stepping up, to moving the DIAL and advocating for real and measurable change in 2022 and beyond!

Learn Why The Co-op Group, Lexis Nexis, Barclays, Accenture, KPMG, Britvic, GN Jabra, Fresenius Kabi, ALFA Financial & Marks & Spencer and more rely on the DIAL Global Summit on Trends & Insights...

“97% rate it the "the most authentic DIBE event" in the year!”

??????????????????????????????????? ???????- (DIAL global survey results for 2021 summits).

Visit us at www.dialglobal.org to get involved.

If you haven’t already checked out our pilot study of the McKenzie-Delis Annual Review which looks at the 10 holistic facets of DIBE visit us at the below to download the full Review for free here:

www.dialglobal.org/review

Make sure you stay tuned as we will be releasing the 2021-22 results of our McKenzie Delis Review in the UK and (for the first time) in the USA where we look at how FTSE, Fortune and large global businesses have performed against our holistic benchmark at the end of Q1 this year.

You can stay abreast of the progress, watch our results ceremonies in the UK and the USA and sign up in advance to ensure you receive a copy of the report, complete with recommendations free in advance by visiting:

www.mckenziedelisfoundation.com

For other queries or questions relating to DIAL Global you can contact the team or I directly at:

[email protected] or [email protected]

Love and luck for the New Year ahead of 2022!

Leila x