Leaders have been grappling with the challenge of creating more diverse and inclusive companies for well over a decade. With the amount of senior leadership commitment, resource and passion put into this why hasn’t much changed?
This book, the first of its kind and written by two experts with over 30 years experience in the field, will explain why progress is slow in many companies and will demonstrate the roadmap to creating and delivering an effective strategy that helps to create a more inclusive workplace.
- the real business reasons as to why diversity and inclusiveness is critical for business
- how diversity and inclusiveness will benefit your business and help to deliver the overall business plan
- the importance of creating a change management culture around diversity and inclusion and what that means
- how to create an effective plan on how to drive change within your company
- how to engage with people at all levels to be accountable for the change required
- the key reasons that well thought through Diversity & Inclusiveness strategies derail
9780749471293 The Inclusion Imperative
- Copyright 2016
- Dimensions: 6" x 9"
- Pages: 336
- Edition: 1st
- ISBN-10: 1-292-11272-7
- ISBN-13: 978-1-292-11272-5
Inclusive Leadership has been officially shortlisted in the 'Management Futures' category for the 2018 Management Book of the Year prize which has just been announced by the Chartered Management Institute (CMI) and the British Library.
The most successful organisations are those with the most diverse and engaged workforces. Studies show an 80% improvement in business performance among those with high diversity levels. When people feel included and able to reach their full potential, they are more engaged, more productive and often more creative.
Inclusive Leadership will help you drive culture change using organisational development principles. It takes you through the key components of leading change throughout the employee lifecycle, your supply chain, and through product development. Crucially, it will help you make a genuine impact on your business, through your people, both now and in the future.
Table of Contents
Foreword from Larry Hirst CBE
About the Authors
- What is Diversity and Inclusion?
- Why is it important?
- Who is the book for?
- Why us?
- Further thoughts
PART ONE: STARTING OUT
1. WHAT IS ‘STARTING OUT’?
- Starting Out
- Introducing the STAR framework
- Getting to grips with D&I terminology
2. ASSESSING YOUR CURRENT POSITION
- What information is available?
- Cultural and community norms
- Analysing your data
3. CREATING THE CASE FOR CHANGE
- What has worked in the past within your organisation?
- What’s more important – the moral, the legal or the business case?
- Creating the Burning Platform
- Do you know your SWOT from your PESTLE?
- What’s In It For Me?
- Use data that is most relevant for your organisation!
- Challenging the Status Quo
4. BUILDING A STRATEGIC PLAN
- Developing your vision
- Creating your strategic delivery plan
- Achieving short term wins
5. YOUR ROLE AS A CHANGE AGENT
- What does an effective change agent look like?
- The skills and competencies required
- Building your skills
6. WHO IS THERE TO HELP? WORKING WITH EXTERNAL PROVIDERS
- External Benchmarking
- Charters and Kitemarks
- Forums and external networks
- Thought Leadership and Research
PART TWO: TAKING THE LEAP
7. BUILDING YOUR TEAM
- Building a wider team
- Where’s the programme office?
- Winning supporters from the board to the shop floor
8. COMMUNICATING THE CHANGE
- Creating your key messages
- Creating and delivering your plan
- Media channels
- Adapting and embedding into everyday messages
9. BIAS AND UNCONSCIOUS BIAS TRAINING
- The Impact of bias
- What is Bias?
- Bias and Unconsious Bias Training
10. TALENT MANAGEMENT – Recruitment to Career Development
- Pre-hire and your organisations brand
- Accessing the talent pool
- Effective assessment of your talent pool
- Performance management
- Progression and Promotion
- Training and Development
11. TALENT MANAGEMENT – Reward to Exit
- Reward - pay and benefits
- Leaving a company
- Alumni networks
- Pre-retirement programmes
- Non-Exec Director positions
- What are networks and why build them?
- Creating a network and getting it off the ground
- Taking your local network regional and/or global
- Challenges and obstacles
- Measuring business impact and return on investment
PART THREE: ACHIEVING CHANGE
13. INCLUSIVE LEADERSHIP DEVELOPMENT
- What do we mean by inclusive leadership?
- Minority specific leadership development programmes
- Cross cultural working
- Coaching, mentoring and sponsorship for specific communities
14. NEW WAYS OF WORKING
- What is New Ways of Working
- Why the Focus
- What is Flexible Working
- Workplace of the Future (WOFT)
- Challenges and solutions
- Tips to achieving your vision
15. REMOVING BARRIERS AND OBSTACLES
- Why some D&I strategies fail
- How to identify your barriers and obstacles
- Overcoming barriers and obstacles and reducing their impact
16.THINKING GLOBAL, ACTING LOCAL
- Glocal – think global, act local
- Creating a global ethos
- Translating a global aspiration to local delivery
- Empowering local employees to deliver their plan
PART FOUR: REAPING THE REWARDS
17.MEASURING IMPACT AND REALISING BENEFITS
- Creating the right, trackable measures
- Individual measures
- Targets verses Quotas
- Converting impact measures to business benefits
18.EMBEDDING YOUR STRATEGY INTO THE CULTURE
- Building on the change and continuously improving
- Leveraging progress and successes across the organisation
- Awards – gaining external recognition
- Sponsorship – associating your brand with others
19.LEVERAGING D&I IN THE MARKET
- Supplier Diversity
- Marketing to a diverse consumer base
- Creating products and services for a diverse consumer base
- Changing Demographics
- The need to connect with your mid level managers
- Small actions, Big impact
- Engaging Men/Allies as Agents for Change
- Multi generational working
- Moving away from a focus on single strands to a more sophisticated approach
- Building the pipeline
- Increase Transparency
- Heightened expectations from other stakeholders
- Structuring the D&I function