D'Rose Updates 9 - Culture of Inclusion

In today’s rapidly evolving workplace, fostering Equality, Diversity and Inclusion (EDI) is not just a moral imperative but a strategic advantage. However, achieving meaningful EDI outcomes remains a significant challenge for many organisations. This article delves into the specific obstacles for organisations and the challenges inclusive leaders face in this critical area, providing a comprehensive analysis of the current state of EDI for organisations, their workforce, leadership and culture.

The article offers a clear and actionable roadmap for development through our D’Rose Academy resources and training. Highlighting key insights and reviews of existing common mistakes. We explore the core barriers that hinder EDI efforts, examining both systemic issues and specific barriers that impact progress.

Subsequently, the article offers potential actions to help address these challenges, detailing the opportunities to achieve improved outcomes. Presenting realistic recommendations designed to enhance EDI strategic development and foster more inclusive and equitable workplaces.

Sharing links to our supporting content from our CPD certified workshops TRAACER Toolkit (EIA Tool) and Inclusive Leaders, to our Diversity in Practice Community and free Building Excellence Webinars.

Addressing EDI challenges head-on and committing to continuous improvement, to create an environment where every employee and stakeholder feels valued, respected, and empowered to contribute their best.

Understanding Barriers to EDI Progress due to Organisational Cultural Inequalities

Founded in national and organisational research and data, the challenges facing organisations in relation to the impact of their EDI outcomes have been identified and explored. The information being presented here is aimed at supporting learning, growth and development. To create meaningful change, it is necessary to review and reflect on our own behaviours. To this end it is essential that Inclusive Leaders recognise the deeply ingrained inequalities, which negatively impact EDI initiatives and outcomes.

Existing EDI decision making systems and leadership spaces are often not representative and do not evidence understanding of lived experiences, representation or failures of cultural competence in current EDI approaches. Attempts to address the gaps in services for underserved and underrepresented individuals from historically minoritised backgrounds and other protected characteristic groups, do not include co-design elements and are therefore problematic at their core.

Even with access to expert consultancy services, informative research and reports and community led organisations providing guidance, we see significant decisions and core communications are regularly made without an EDI lens or advisory input. Having low EDI competency across organisational leadership, has repeatedly forced organisations into detrimental situations from unnecessary grievances to poor staff retention and negative reputational impact.

When diversity focused projects are contracted to external consultancies who do not have lived experience or practical understanding of the inequalities and disparities faced by the target groups, the results will generally reflect the dominant cultural perspective of the lead organisation. This practice perpetuates existing power dynamics and structures, maintaining the inequalities identified.

Similarly, when setting budgets for EDI projects aimed at improving diversity outcomes, it is vital that real world pricing parameters are researched and considered. This is particularly relevant when looking to provide opportunities for diverse led businesses or individuals within the supply chain. Underfunding and undervaluing diversity projects, services or recruitment and employees, enables the widening equality pay gap and continued disparities related to socio-economic outcomes for diverse groups.

This paradox of stating inclusive practice as an organisational aim, while simultaneously perpetuating exploitative financial systems, damages the validity of the organisations values, undermines the impact of diversity outcomes, identifies fundamental tokenism and causes mistrust from underserved communities. Employees and stakeholders who observe that the EDI work, to improve access to services is not funded appropriately, will quickly lose faith, trust and the sense of belonging for the organisation which fails to meet their fundamental needs.

Previous research and reports provided in support of EDI strategic development, including practical recommendations and actions are not adopted. Internal gate keepers cause delays and barriers. Where leaders display significant resistance to change, there are strong emotional barriers to addressing discriminatory cultural norms. Attempts to identify poor practice and relevant solutions are regularly ignored. Including when significant concerns are raised over failures related to GDPR, Equality Data Management and employee support services protected under the Equality Act. This has been a continuous cycle of behaviour in many organsisations including the Department of Work and Pensions, who have a culture of poor treatment of disabled employees.

Organisational culture is often exclusionary by nature and in many cases is built on coded white, middle-class, Christian, colonial power structures, which are prevalent in societal and organisational behaviours. Existing leaders react negatively to challenges, perpetuating behavioural norms which maintain discrimination and unsafe workplace environments.

With evidence of HR functions working to distract from poor practice and protect the organisation's reputation regardless of the ethical considerations, best practice guidance and the organisations own policies.

Failures to provide transparency of process and decision making, add to the damage and mistrust with historically minoritised employee groups. With no clarity relating to accountability, methods of reporting or confirmation of the organisation's EDI commitments, it is impossible to embed the core changes required to address the challenges identified. None of the processes are monitored and there is no oversight for decision making. Systems have multiple single points of failure and existing systems do not require leaders to justify or evidence decisions made, masking poor practices and enable continued discriminatory behaviours.

Microaggressions are common in many areas and levels of organisations, reporting mechanisms are often ineffective and perceived to be bias. With high numbers of discriminatory incidents of bullying and inappropriate behaviours taking place regularly but employees are more likely to leave than make a complaint, as there is little faith that the organisation will take necessary actions and the victims do not believe they would be protected.

These issues are more problematic, in the fact that statistics do not tell the full story with unknown numbers of victims never formalising their complaint. Higher levels of scrutiny and pressure are used to exclude individuals who are not part of an organisations core culture as well as those who act as allies and advocates for more inclusive behaviours. This pattern is evident in all areas of society, as is the language and descriptions of those involved as 'make a fuss' or causing trouble when they complain about unfair treatment.

Instead many individuals put up with discrimination until they have secured alternative employment before giving feedback in their exit interview, if at all.

Unfortunately, the necessary EDI data from HR functions from Equality monitoring to exit interview statistics which could be used to inform the strategies and plans to improve inclusive outcomes, are often not collected, appropriately collated or not shared. We therefore have no understanding of the true numbers of employee leaving roles based on bullying and discrimination, because there are no systems or regulations to guide the sharing of this data to drive inclusive change.

With new Equality Pay Gap Regulations being implemented by the Labour Government, better management and processing of such data will become essential in the next few years. Understanding and monitoring this information with an EDI lens will be vital to the future of organisations as employers, with employees becoming more discerning about where they work.

All organisations have a responsibility to ensure that their processes and systems embed inclusive and diverse practices, from employee management to supply chain protocols. By creating impactful opportunities for representative leadership, with individuals who prioritise diversity and lived experiences in their leadership and team development, organisations will be able to change the existing culture to one which welcomes diversity. This key action will see improved outcomes in relation to diversity of employees, volunteers and other stakeholders. Ensuring systems of accountability, through best practice expectations, behaviour management and code of conduct protocols.

The Importance of EDI as a Risk Mitigation Tool

EDI practices are not just ethical imperatives; they are critical components of effective risk management for organisations. By fostering a diverse and inclusive workplace, organisations can mitigate a range of risks and enhance their overall resilience.

Enhanced Decision-Making: Diverse teams bring a variety of perspectives and experiences, leading to more comprehensive and innovative solutions. This diversity of thought helps in identifying potential risks and opportunities that a more homogenous group might overlook.

Improved Employee Engagement and Retention: An inclusive environment where all employees feel valued and respected reduces turnover and enhances employee satisfaction. High turnover rates can be costly and disruptive, while engaged employees are more likely to be productive and committed to the organisation’s success.

Reputation Management: Organisations that prioritise EDI are better positioned to build a positive reputation among customers, partners, and the broader community. This reputation can be a significant asset in times of crisis, helping to maintain trust and loyalty.

Compliance and Legal Risks: Adhering to EDI principles helps organisations stay compliant with anti-discrimination laws and regulations. This reduces the risk of legal actions and the associated financial and reputational damage.

Market Competitiveness: A diverse workforce can better understand and serve a diverse customer base, leading to improved market reach and competitiveness. This alignment with market demographics can mitigate the risk of losing relevance in a rapidly changing global market.

By integrating EDI into their core strategies, organisations can not only foster a more equitable workplace but also build a robust framework for identifying, assessing, and mitigating risks. This proactive approach to risk management ensures long-term sustainability and success.

D’Rose offers a range of development and support services to aid Inclusive Leaders and organisation to #BeTheChange.

If you are looking for support with an employment issue due to discrimination please visit ACAS or Citizens Advice.