Client Stories
Global Financial Services with over 7500 employees in India
The organisation had received a large number of complaints and escalations in areas of respect and equality. The culture needed to be more inclusive of the various kinds of diversity: generational, gender and cultural.
Challenges
– While some senior managers were open to accept the fact that their line managers could be guilty of bias, most were rigid around exploring that possibility.
– The boys club syndrome.
– Labels / prejudices / Stereotyping /language bias.
– Recruitment/ promotion bias.
Suggested way ahead
Raising awareness sessions for 500 senior leaders on the silent impact that unconscious bias plays in our everyday life. This would raise the collective consciousness & create a ripple effect.
Process
– Deep diagnostics involving 15% of the workforce through focus groups, one on one, questionnaires etc. Various combinations of only specific clusters & mixed clusters were adopted.
– Six major challenge clusters were identified.
– Bespoke scenarios were created.
– Theatre methodology using professional actors was used, where the behavioural experts used the bespoke scenarios to frog leap into deep reflective conversations.
– Three themes for action were chosen.
– Forty internal catalysts were trained to sustain the action through review and reminder sessions.
Impact
A dip stick dip-stick assessment a year later showed an uptick in most parameters of diversity. HR reported that escalations were few and easier to resolve.
Reason for Success
– Quick action by senior management to walk the talk around sensitive issues that surfaced in the data collection.
– 100% commitment of senior management.
An American multinational food, snack, and beverage corporation
The organisation had embarked on a D&I agenda earlier, however the initiative fizzled out due to lack of earnest belief and commitment.
Challenges
– Getting buy in of senior leaders.
– Benefits were seen as “good to do for an image” needed to be monetized.
– Operating mangers were not convinced of the need or benefits of wasting time on this agenda.
Suggested way ahead
Cocreate a business case with a team which should have top& senior management, influencers, role models. Select the core group with no stated hierarchy.
Process
– Strategic debates on the WHAT- WHY- HOW of inclusivity.
– Deep dive conversations on personal barriers & resistances to adopting the diversity agenda.
– Organisational challenges around the messaging.
– Robust implementation plan.
– Communication of the business case with clear financial impact.
Impact
– Managers on the shop floor, understood the financial implications at the department & organisational level.
– Change in the narrative from a “good to do” to a strategic action.
– Change in the marketing strategies (women comprised for 75% of customers).
Reason for Success
– Acceptance of the need.
– Willingness to participate & be honest to their apprehensions.
– Robust execution strategy.