Sector: Global Financial Services
Size: More than 6000
Though the organisation had diversity as one of its keys values, the principles of an inclusive culture were not practiced across the organisation. Furthermore, there was a lot of resistance from the members of the executive committee to adopting a D&I agenda.
The CEO was of the opinion that because the executive committee members did not buy into the agenda, their line managers did not practice inclusivity on the shop floor.
Step 1: Data Collection
We carried out a comprehensive survey across all levels of the organisation that covered topics around cultural, generational and gender diversity. The survey reflected the success stories, challenges and recommendations from the diverse workforce. The collected data was then sliced and studied to chart out patterns in the organisational culture
Once clear trends emerged in the space of diversity, both successes and challenges, we were ready for the next step
Step 2: Strategic Debates on the WHY? WHAT & HOW of Inclusivity
Using the trend report, we facilitated an 8 hour (divided into four 2-hour sessions) conversation with the Executive committee around three topics: WHY? WHAT? HOW?
In the process of these conversations, Senior Management was exposed to the impact of Unconscious Biases on our everyday behaviour & decision making.
Step 3: Facilitating the creation of the business case
Using the available trend report and the main highlights of the strategic debate, we facilitated the formulation of a business case that clearly linked the value of an inclusion agenda to the business needs of the organisation.
The Success factors:
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