What else can we possibly do to advance D&I further? Not an easy question when you have already implemented various strategies for 5 or 10 years. Or, in our case, 19.
Our analysis (e.g. of corporate reporting) show that D&I has become a true standard in larger companies. This helps the work of D&I practitioners who do no longer have to fight the perception to be ‚just another flavour of the month‘. On the other hand, this situation tempts some companies to copy programmes from others (trial and error), which inherently puts focus on the activities rather than on specific needs, the change process and the impact needed at a given time. Current priorities such as gender targets, Unconscious Bias, success measurement, HR processes, campaigns and large-scale involvement illustrate the copy-and-paste dynamics. At the same time, they show some of the remaining issues that need to be tackled.
Diversity experts know the importance of blind spots. However, they can sometimes be subject to this dynamic themselves. For instance, when we might be too busy implementing common themes and wide-spread programmes to the extent that we might overlook specifics of the current situation. This also applies for diversity themes that are still being marginalised or – as in the case of LGBT – delegated to the concerned.
Innovative, international, inclusive
Impactful and leading to measurable benefits. This is what companies expect from their D&I programmes. We are in fact proud to contribute to developing and implementing strategies with our clients that meet or exceed these expectations. Take a look at our snapshot of some milestones of the past year and an outlook on 2016:
We are confident you will find that overview inspiring, motivating and interesting.