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D&I strategies that work: How to create a culture of high performance
The diversity and inclusion agenda is one which has, for many businesses, been a driving force behind the evolution of recruitment processes. The competition for top talent is fierce and this has also increased the pressure on businesses to ensure that they retain and develop their existing talent. A sound diversity and inclusion strategy is key when it comes to building a culture of high performance. A diverse business is one that is representative of the ever increasingly diverse customer base, and an inclusive one ensures that their diverse workforce is empowered to and encouraged to share their voice, and drive changes in the business.
To explore how businesses can create a culture of high performance through effective D&I strategies, we held a breakfast seminar and Q&A in Manchester. Our UK Diversity & Inclusion Director, Sheri Hughes led a panel discussion with our keynote speaker Dan Robertson, Director at VERCIDA Consulting, Kate Headley, Director at The Clear Company, and Ngozi Weller, Co-Founder of Aurora Wellness UK. They explored the challenges that UK businesses face when creating and implementing their D&I strategies, as well as sharing best practices to drive the agenda forward.
During the event, Dan shared that high performing teams are supported by six key factors:
- Dynamics and belonging
- Psychological safety
- Divine Discontent
The panel also explored key points on why diversity and inclusion should be a core business focus and provided top tips for businesses wanting to push their D&I strategy. Here are some highlights from the discussion:
- Diversity in a business leads to boosts in innovation and creativity
- Diversity must be aligned with inclusion and a sense of belonging
- Without psychological safety, you cannot have a high performing team
- Inclusivity can be measured – there are five areas of measurement for businesses
- An inclusive leader possesses six fundamental traits
- A truly inclusive organisation is prepared to ask the difficult questions and implement changes
- Both qualitative and quantitative reviews need to be conducted in order to assess the inclusivity of a business
- Biases are engrained into the processes and language that we use
- In many cases, employees that feel excluded stop performing and can cause conflict
- Professionals are motivated by different things, understanding this is key
- When starting a D&I journey, conversations should be a core focus – businesses need to stop guessing what their employees need
- Change takes time, but it does happen
Stay tuned for further insight from our expert panellists and a deeper analysis of the dynamics of D&I in the workplace. If you would like any more information, please get in touch with one of our specialist recruitment consultants today.