Diversity and Inclusion in Practice: How I Turned Talk into Action

Throughout my career as CEO of SEDA College, I have always seen diversity and inclusion (D&I) as strategic factors for growth and innovation.

However, I realized that many companies, despite adopting positive discourses on the subject, face difficulties in implementing real changes.

I didn't want our institution to fall into this trap. That's why I decided to make D&I a concrete priority, ensuring that it was authentically incorporated into the organizational culture.

Experience has shown me that diversity and inclusion cannot be resolved with campaigns or good intentions alone. They are structural processes that require diagnosis, strategy and commitment from the entire team – especially from leadership.

I share here the main steps we followed to transform our environment into a truly inclusive and diverse space.

The first step: diagnosing the reality

Before making any decision, it was essential to understand where we were. We applied internal surveys, analyzed data on the composition of the team and listened to different perspectives within the company.

Although we had a multicultural team, we identified that some groups were still underrepresented, especially in leadership positions.

In addition, we realized that inclusion goes far beyond hiring a diverse team – it needs to ensure that people feel they belong, have a voice and find real opportunities for growth.

Another key point was to analyze our recruitment processes. Were we really attracting diverse talent?

How could we minimize unconscious biases in hiring? I realized that these questions were essential to ensure a more equitable environment.

Structural changes: from hiring to organizational culture

Based on the diagnosis, we reformulated our approach.

We started by reviewing the way we hired: we adjusted job descriptions to avoid exclusionary terms, expanded recruitment channels and, most importantly, trained managers to recognize and minimize unconscious biases.

We also set clear goals to increase representation in different areas. However, I realized that recruiting more diversely was only the first step.

If people didn't feel like they belonged after they were hired, none of this would make a difference. That's why we invested heavily in mentoring and professional development to ensure that everyone had equal opportunities for growth.

We created affinity groups so that employees could share experiences and suggestions for improvements, we promoted training on unconscious biases, and we encouraged leaders to actively participate in these initiatives.

Another essential aspect was the change in the organizational culture. The commitment to diversity cannot be just a side project; it needs to be in the company's DNA.

We incorporated D&I guidelines into our strategic meetings, adjusted internal policies to reinforce equity, and implemented metrics to monitor the impact of actions.

Challenges and continuous learning

Implementing diversity policies requires a real commitment, because changes don't happen overnight. We faced cultural challenges, resistance from some areas, and moments of adjustment, but each obstacle brought valuable lessons.

I have seen in practice that when D&I stops being just a concept and becomes part of the organizational structure, the benefits go far beyond the work environment.

It affects innovation, productivity, team engagement and even the way customers and partners perceive the brand. This process is still evolving, and I believe there will always be room for improvement.

But one thing is certain: diversity and inclusion are not just a competitive advantage – they are the path to a fairer, more sustainable and innovative future.