How do you nurture diverse talent pipelines in Higher Education?

We recently hosted a roundtable discussion with some brilliant Higher Education OD and EDI Directors who we’ve had the pleasure to work with as clients. Joining us were directors from a range of universities such as 英国伦敦大学学院 , 英国伦敦大学 - 伦敦国王学院 , 英国诺丁汉大学 , Queen Mary University of London , 英国伦敦大学 and Bournemouth University , all of whom share a strong commitment to improving diversity in Higher Education.?

Our intention in bringing this talented group of people together was to discuss challenges faced in nurturing diverse talent pipelines, and more importantly, what might be done to dismantle cultural barriers to make meaningful change in how?diverse talent is identified, empowered and developed to fulfil their potential.?

A key message coming out of the discussion was a greater need for alignment between OD and EDI functions. By integrating EDI considerations into OD, it becomes inherently inclusive, reflecting a commitment to equity from the ground up. This alignment facilitates the creation of structures and processes that prioritise diversity and inclusion, enabling the recruitment of diverse talent. Such practices not only enhance workforce representation but also cultivate a culture of belonging, where individuals feel valued and empowered to contribute their unique skills and experiences. ?

It was also recognised that OD and EDI functions play a pivotal role in influencing senior leaders to take bold actions to diversify the talent pipeline. We agreed on the importance of ensuring senior leaders champion EDI efforts and lead by example. Leaders must genuinely believe in the value of diversity and convey this compellingly. This involves showcasing how diverse perspectives drive innovation, enhance problem-solving capabilities, and foster a more dynamic organisational culture. ?

Programmes specifically designed to address the needs of under-represented groups were also seen as essential. Placements such as 'Accelerate to Leadership' for BAME staff that are sponsored by senior leaders were highlighted as being effective.?Efforts to promote inclusive recruitment and to provide inclusive leadership development were also seen as promising, although reaching all pockets of the institution can be challenging. Fostering a culture of open and brave communication, creating psychological safety, and building mutual trust was seen as crucial to the success of initiatives.?

During our conversation, we identified some approaches that could potentially accelerate the pace of change. If you are a senior leader in OD and/or EDI in the sector, you might want to consider:??

1. Aligning the work of OD and EDI to enable greater collaboration, impact and volume of initiatives.?
2. Embedding EDI principles in the OD lifecycle and inspiring leaders to adopt this mindset as vital for the sector.??
3. Fostering conscious inclusion and real psychological safety so diverse leaders receive the challenge and support they need to succeed.?
4. Designing programmes specifically to address the needs of under-represented groups.??
5. Inspiring senior leaders to shape bold ambitions around unlocking the talent of under-represented groups while also championing initiatives and establishing a culture of belonging.??
6. Looking outside the sector to see what can be learnt from how to attract and develop diverse talent regionally.?

Special thanks to Juliet Szabo-Merridew , Daniel Snowden , Juliet Lambe, Assoc.CIPD, FLPI, CPC. and our OD and EDI Directors Catherine Stow , Mandy Matthews , Claire Jagger MCIPD , Petra Dodd and Lorraine Kelly FCIPD . Between them they bring deep knowledge of talent development within the sector and beyond.?