CCW Pre-Event Insights: Diversity and Inclusion: Building Stronger Teams and Cultures

Diversity, equity, and inclusion (DEI) are no longer optional in today’s workplace—they are foundational to creating strong, innovative, and resilient teams. At the upcoming Customer Contact Week (CCW) event, an expert panel featuring Jacqueline Karam , Contact Centre Manager, P&N Bank , Renee Moore , Head of Customer Service, Bega Group , sean richards , Head of Customer Care & Contact Centre, Meridian Energy and Aneta Field , Senior Manager: Customer Support, Honey Insurance will explore actionable strategies for fostering diverse and inclusive workplaces.

Ahead of their session, we interviewed these leaders to uncover their insights on building inclusive cultures, overcoming challenges, and how DEI will shape the future of work. Their thoughtful responses reflect the importance of moving beyond policies to drive meaningful change.

What does diversity and inclusion mean to you, and why is it critical for building stronger teams and cultures?

Aneta Field: Diversity and inclusion are about creating an environment where people from all backgrounds feel genuinely valued and comfortable being themselves. It’s not just about who’s in the room—it’s about making sure every voice is heard. When you bring together people with different perspectives and experiences, teams become more innovative, resilient, and adaptable. It’s one of the best ways to build strong, collaborative cultures where everyone feels they belong.

Sean Richards: As a leader and a father of two young daughters, I see diversity and inclusion as vital—not just for today but for the future workforce. By embedding DEI now, we pave the way for a fairer playing field for generations to come. For New Zealanders, it’s also about embedding our strong, vibrant history into workplaces and ensuring cultural heritage isn’t forgotten but evolves with us. Strong teams thrive when they reflect a variety of perspectives and backgrounds. You can’t create a strong culture alone—it must be shaped by empowering people to steer its direction and standards.

Jacky Karam: I became aware early in my career of how teams lacking diversity often hit limits in their potential. As a leader, I’ve learned the value of fostering diversity through intentional recruitment, being conscious of unconscious biases, and creating spaces where everyone feels valued. DEI fosters belonging, encourages diverse viewpoints, and drives innovation. Ultimately, this creates stronger teams and more dynamic cultures where everyone is engaged and motivated. Initially, I had idealistic views around diversity, equity and inclusion, but now I have learned how to practically apply skills and methods in order to actually achieve DEI.

Renee Moore: Diversity to me means having a range of experiences, perspectives, and backgrounds within a team. A diverse and inclusive environment fosters a sense of belonging that connects people to the organisation and to each other. When people feel valued and engaged, they bring their best selves to work. Teams with diverse perspectives tend to offer unique approaches to challenges, driving innovation and growth.

Can you share an example of a diversity and inclusion initiative that has led to tangible improvements in team performance or innovation?

Aneta Field: At Honey, we launched a mentoring and ‘lunch & learn’ program to support team members from underrepresented backgrounds—whether culturally or in terms of education—by pairing them with leaders across the business. It wasn’t just about career growth. It also helped build confidence and brought fresh ideas into team discussions. Some of our best brainstorming sessions have come from this program because everyone felt empowered to share their perspectives.

Sean Richards: One of our most impactful initiatives involved immersing our corporate functions in Māori culture by staying on a marae in New Zealand. This experience deepened our teams' connection to cultural heritage and informed our inclusion framework, impacting everything from recruitment to team dynamics. In our contact centre, we’ve established a Rōpū—a group passionate about advocating for Te Reo and Te Ao Māori. This has led to initiatives like funding staff for Māori education, embedding bilingual signage, and fostering cultural competence. These efforts go beyond visibility—they’re about creating a mindset of inclusion. The Māori strategy is based around 4 pillars:

• Pou tuatahi: Kakau (Governance & Leadership) – cultural transformation and capability to foster a workplace culture that values Māori language, culture and knowledge/
• Pou tuarua: Tinana (Strategic Acceleration) – supporting and promoting kiwi-centric economic development initiatives, partnership and programs for community cohesion
• Pou tuatoru: Rapa (Authentic Engagement) – focuses on respectful and meaningful relationships between Meridian and our Iwi partners, Māori leaders and organisations
• Pou tuawha: Koinga (Cultural Acceleration) – promotes Māori language and culture practices through implementing programs and initiatives to build culture competence and confidence and prioritise cultural heritage sites.

Jacky Karam: One initiative I’m particularly proud of involved supporting an employee on the autism spectrum. By tailoring tasks to suit her needs and providing noise-cancelling headphones, we created an environment where she could thrive. Her confidence soared, and she even volunteered to lead training sessions for new hires. Additionally, at P&N Bank, our Emerging Leaders Program includes a workshop on inclusive leadership, which has shaped 80 graduates over the past six years. These programs ensure we’re building inclusive mindsets from the ground up.

Renee Moore: For me, it’s about walking the talk. I prioritised creating a diverse leadership team, which has helped us approach situations, challenges, and opportunities from multiple angles. This diversity drives better decision-making and ensures a variety of perspectives are heard.

What are the biggest challenges you’ve faced when driving diversity and inclusion efforts, and how have you successfully overcome them?

Aneta Field: Tackling unconscious bias has been one of the biggest challenges, especially in hiring and decision-making. It’s not something that can be solved overnight, but we’ve focused on training to build awareness and making our processes more transparent and fairer. Creating open feedback loops where people feel safe to call out issues or share ideas has been crucial in breaking down barriers.

Sean Richards: Driving cultural change is a slow process, especially in established businesses. It can take years to embed meaningful shifts, but transparency is key. Being open about what’s working, what isn’t, and where improvements are needed allows us to build trust and keep progressing.

Jacky Karam: I’m fortunate to work for an organisation that values diversity, equity, and inclusion (DE&I), with initiatives in place to create an inclusive environment. However, this hasn’t always been the case in my career. In the past, I’ve led teams that lacked diversity, and I consciously worked to change this through recruitment practices aimed at minimising unconscious bias. Key strategies included:

• Inclusive job advertising: Collaborating with HR to ensure ads were accessible, inclusive, and free from discriminatory language, reaching diverse applicant pools.
• Screening and interviews: Using unbiased screening questions, ensuring at least two interviewers, and conducting post-interview debriefs to address biases.
• Flexible roles: Offering flexibility in work hours, hybrid arrangements, and accommodations to make roles accessible to a broader range of candidates.

By prioritising these practices, I built diverse and dynamic teams.

One of the biggest challenges in DE&I is overcoming unconscious bias and resistance to change. Educating employees through training is essential. At P&N Group, we’ve developed an in-house eLearning module and a robust interview process that have been critical in minimising bias and fostering inclusive hiring practices. These tools have significantly advanced our DE&I efforts.

?Renee Moore: Resistance to change has been one of the biggest challenges. As leaders, we need to focus on communication—explaining the value of diversity and reinforcing its benefits through consistent actions. Building trust and driving engagement are essential for overcoming this resistance.

What actionable steps can organisations take to create a truly inclusive culture, beyond just implementing diversity policies?

Aneta Field: Inclusion starts with leadership. Employees need to see inclusive behaviour modelled at every level, from how decisions are made to how feedback is given. Creating opportunities for people to share their experiences, like through mentoring or resource groups, is also important. Finally, measure inclusion—surveys can reveal how people feel, and acting on that feedback is critical. You can’t improve what you don’t measure.

Sean Richards: To build a truly inclusive culture, organisations should prioritise open communication, foster inclusive leadership, and implement mentorship programs. Encouraging employee volunteering aligned with community and cultural needs, celebrating diversity through cultural events, and providing continuous education on diversity and unconscious bias—especially in recruitment—are key strategies. Progress should be measured with clear goals and metrics, and organisations must remain transparent about their position on DE&I goals. A valuable reflection is to consider how connected your organisation is to the communities where it operates and where its customer base is located.

Jacky Karam: Leadership commitment is critical, with leaders at all levels needing to demonstrate dedication to DE&I and be held accountable for measurable progress. Recruitment practices should actively promote diversity by incorporating approaches like capability-based interviews, which help to reduce bias. Supporting employee resource groups provides a valuable platform for underrepresented voices to be heard and ideas to be shared. Additionally, establishing mentorship and sponsorship programs is essential to fostering the career development and advancement of employees from diverse backgrounds.

Renee Moore: Communication is key—policies alone aren’t enough. Regular check-ins to understand what’s working and what isn’t can reveal powerful insights. Demonstrating care and awareness every day is what sustains change.

Looking ahead, how do you see diversity and inclusion shaping the future of work, and what advice would you give to other leaders looking to foster more inclusive teams?

Aneta Field: Diversity and inclusion will be non-negotiable for future workplaces. As teams become more global and connected, leaders will need to embrace not just visible diversity but diversity of thought and experience. My advice is to start with trust, create a space where people feel safe to share their ideas and challenges without fear of judgment. Inclusion can’t be a side project; it has to be part of how you operate every day.

Sean Richards: Inclusive workplaces and teams will no doubt be more adaptable and resilient, reflecting the diverse world we are all living in and exposed to. My advice to leaders is to lead by example, prioritize continuous improvement and create an environment where every voice is heard and valued.

Jacky Karam: Diversity, equity, and inclusion are vital to the future of work, with increasing emphasis on inclusive technology and mental well-being. Leaders should lead by example, showing genuine commitment to DE&I through actions and decisions. Listen to your team, value their input, and foster an environment where everyone feels safe and heard. Educate yourself and your team continuously, remain open to feedback, and embrace DE&I as an ongoing journey rather than a one-time effort.

Renee Moore: Greater diversity will transform workplaces, and DE&I is essential for long-term success. Everyone deserves a workplace where they feel heard and have a sense of belonging. My advice to leaders is to understand what’s working and what isn’t for your team, focus on the opportunities for your business, and take meaningful action. While policies are important, they alone aren’t enough—cultivating a truly inclusive culture requires consistent effort and engagement.

Is this a topic close to your heart? Have you worked on some initiatives around DEI you would love to share? If so, you are in luck! We have one panellist slot available so drop me a message to chat about how you can join Jacky, Aneta, Sean and Renee the upcoming discussion!

Want to join us at #CCW in March? Book your pass now with code #CCWMERRY for $500 off the ticket price!