Diversity & Inclusion: How far have we really come?

We recently had the pleasure of interviewing Luiza Barwood, Head of People and Talent Acquisition, to discuss the ongoing topic of Equity, Diversity and Inclusion, to find out how far we have really come and how far do we have to go.

It is a topic on everyone’s lips, yet it is quite clear there are still huge movements to be made.

Luiza has worked in a number of environments and is currently leading the people and talent function at C&G Regulatory Solutions, a consultancy specialised in compliance and risk for the financial services industry. Luiza is also an ambassador for the Diversity Project (Investment Industry) and is part of a number of networking groups relating to D&I.

So – to open, how would you compare where we are now, to where we were 5 years ago?

Diversity, equity, and inclusion (DEI) initiatives have undergone substantial transformation in the past five years, catalysed by societal shifts, impactful events such as the George Floyd incident, and the stark inequalities brought to light by the COVID-19 pandemic. Organisations are now under greater scrutiny. Although there has been notable advancement in DEI, with some organizations shifting from the question of "why" to the practical "how," persistent challenges are evident in comprehensive data analysis. To establish a more diverse and inclusive workforce, a continued commitment, ongoing education, policy revisions, and active engagement from senior management are imperative. DEI is a dynamic field, and its effectiveness hinges on sustained efforts across all organisational levels.

Do you think numbers and figures are a good tell-tale sign of successful D&I initiatives?

 To thoroughly assess the effectiveness of DEI initiatives, a holistic approach that incorporates both quantitative and qualitative data is crucial. Quantitative data delivers measurable insights and fosters accountability, while qualitative data provides the depth and context essential for driving meaningful change. When combined, these two data streams enable organisations to cultivate more inclusive, equitable, and diverse environments for their employees and stakeholders. Moreover, it is worth noting that research has consistently demonstrated that organisations with a dedicated DEI individual or department tend to achieve significantly better outcomes in their diversity and inclusion efforts.

What role do you think technology can play in supporting with Inclusion and Diversity? Particularly in the recruitment process?

 As supported by studies, technology serves as a double-edged sword in the realm of recruitment and the advancement of DEI efforts. On the positive side, it offers valuable assistance in various aspects such as blind hiring, diverse sourcing, crafting inclusive job descriptions, conducting video interviews, ensuring accessibility for individuals with disabilities, leveraging data analytics, providing training and education, implementing AI screening, facilitating feedback, and reporting, and automating repetitive tasks. However, on the flip side, technology can introduce challenges, including algorithmic bias, concerns over data privacy, the digital divide, the potential loss of the human touch, and an overemphasis on technical skills.

To harness the positive aspects of technology while mitigating its risks, organisations must adopt a cautious and ethically grounded approach. This involves regular audits of AI systems to detect and rectify bias, fostering algorithm transparency, ensuring diverse and representative data collection, human involvement in key decision-making processes, and ongoing education for employees and candidates about responsible technology use. Ultimately, technology should complement human judgment in hiring decisions and DEI efforts, safeguarding fairness, equity, and inclusion throughout the recruitment process.

Is it still ‘lip service’? Do people really see the benefit of Diverse and Inclusive workforces?

Indeed, within certain organizations, DEI initiatives can be perceived as mere window dressing. To address this misconception, it is imperative to not only implement robust DEI policies but also prioritise comprehensive training programs, which should receive strong backing from senior management and active participation from every employee, underscoring that each of them plays a pivotal role in achieving this goal. These initiatives are purposefully crafted to increase awareness regarding the manifold benefits inherent in fostering diverse and inclusive workforces. Their significance extends well beyond merely enlarging the talent pool; they are instrumental in nurturing healthier workplace cultures, countering groupthink, and deepening comprehension of consumer needs. In the long term, this approach fuels increased innovation and fosters a heightened sense of psychological safety and belonging among employees as suggested by empirical evidence.

Do you think too much emphasis is placed on the recruitment process and not inclusivity once an individual has joined a business?

 Absolutely, it is paramount to recognise that diversity alone is not sufficient. Organisations must actively cultivate an environment of psychological safety, where individuals feel empowered to bring their authentic selves to work and openly share their thoughts, ideas, and concerns without any fear of retaliation. This not only addresses groupthink but also fuels innovation and creativity. Furthermore, a dedicated focus on the career advancement of diverse talent is imperative, as neglecting this aspect can lead to their departure from the organisation. In this context, embracing the concept of "culture add" rather than merely seeking "culture fit" can also contribute positively to this overarching goal of fostering a diverse and inclusive workplace.

How can a company build a truly inclusive culture?

Research shows that differences in leadership across various teams within the same organisation often account for variations in employees' experiences of inclusion. Leaders play a pivotal role in shaping inclusive cultures, effectively moulding the overall team dynamics. It is argued there are four distinct categories of leader behaviours that hold particular significance in cultivating inclusive climates:

1. Assessment and Perception: Leaders must possess the capability to accurately assess or perceive the inclusiveness of their workgroup's climate.
2. Articulation of Expectations: They should effectively communicate expectations regarding behaviours that promote inclusion, fostering a sense of belonging wherein every team member feels valued and seamlessly integrated.
3. Role Modelling: Leaders need to serve as exemplars by showcasing inclusive behaviours for others to emulate.
4. Reinforcement: Actively reinforcing the desired inclusive behaviours is essential, ensuring they become integral components of the team's culture.

By embracing and embodying these four sets of leader behaviours, organisations can make significant strides in creating inclusive environments that enhance employee engagement, well-being, and performance, regardless of the differences in leadership across various teams within the same organisation.