In the past five years, there’s been a 58% rise in D&I roles in the UK. Maybe you’re one of the people in these roles, or it’s something you’ve taken on in your current job – either, way you’ll know that the first step is understanding how to write a diversity and inclusion strategy.
For those in HR, inclusion and diversity are likely a big focus right now. And though getting your diversity practices right won’t be easy, your starting point can be simple.
If you’re starting from scratch, it’s important to raise your own awareness. The good news is that more and more people are talking about diversity, equality and inclusion right now – so there’s a wealth of resources out there. It’s something we talk about a lot, for starters.
For detailed diversity and inclusion best practices, there’s also the D&I Strategy Report – with data and discussion from Robert Walters, Qlearsite, and other D&I specialists:
Understanding the wider reality of inclusion is one thing, but it doesn’t tell you how to apply that knowledge in your organisation. That’s where we come in. For a topic that can be sensitive or painful to talk about, confidential surveys provide a safe space to give feedback.
When you’ve got a lot of employees to consider, it can be hard to know how to prioritise what actions you take. Our language analysis can help with that, as it tells you the most common topics that come up – so you can quickly identify specific problem areas.
Knowing how inclusive your organisation is right now isn’t enough. Once you’ve identified the groups that don’t feel included, and what the barriers to that are, you need to make some changes. Whether you’re using our inbuilt planning tool or not, make the most of those insights.
And though actions do speak louder than words, it’s important to be open and honest with your people too – telling them how the organisation scored, and what you’re going to do about it.
This is not a ‘one and done’ activity. Your inclusion strategy should be ongoing – seeing whether the changes you made had a positive impact, and watching for any new challenges that appear. You’ll never get a perfect score, but that’s not the goal. All you need to do is prove to your people that this really matters.