Diversity, Equity and Inclusion – Principles to Practice
Objective: This program will strengthen your understanding of Diversity, Equity & Inclusion – principles to practice
Duration: 90 min or 2 hours (interactive)
Foundational Diversity, Equity & Inclusion
Definitions, Principles and Language
Personal and Organisational Drivers
Competitive Advantage: Benefits for Leadership & Business
DEI Indicators – Exploring Risk and Gap analysis
Evidence Based Practice, Indicators & Measurement
Data trends and analysis
Data – key observations and suggestions
Building the evidence base for your organisation
Identifying strengths and gaps
Consulting and co-design with impacted groups (obligations and responsibilities)
Effective business analytics, data interrogation and the nuances of interpretation
Some examples of DEI data, analysis and action
Reflections – one strength and one gap
DEI Strategy- Evidence to Action & ROI
Bringing organisational vision, culture, maturity, values propositions, and evidence together to inform strategic priorities and actions
Program of work could include…
Resourcing and commitment to sustainability
Time horizons, stage gates, risks and accountabilities
Diversity Nudges: Immediate actions you can take
Attraction & Recruitment (context – eg. post covid, job design, all roles flex, generation, social impact, gender considerations, etc)
DEI Maturity Model recheck – have we moved?
What might success look like?
Leadership commitment to 3 actions to increase workplace inclusion – local, personal, immediate
Understanding Bullying, Discrimination, Harassment – Policy, Process, Prevention and Practice
Objectives Develop understanding of legalities around bullying, harassment, discrimination and EEO. Address how employees may address issues and instances where they experience or observe such incidents occurring
Duration 2.0-3.0 hrs
Foundational Work – Discrimination, Harassment, Bullying
Covert/subtle behaviours and micro-aggressions
Quiz – testing the learning
Strategies for resolving complaints and concerns
Understanding the complaints process
Informal and formal processes
Understanding overlapping complaints and jurisdiction
Managers and supervisor responsibilities
Two Case Studies – principles to practice
Understanding and embedding good practice
Identifying factors that lead to unreasonable behaviour
Potential bias in mainstream employment situations
Creating a culture where raising concerns are encouraged
Creating and embedding bullying and harassment free environments
What initiatives and actions contribute to cultural and psychological safety?
Leadership commitment to 3 actions – local, personal, immediate (or program of work)
Navigating your way through complex issues
The workplace is like a moving chess board. Navigating your way through the complexities of any professional workplace can be a challenge even for the most resilient of us. There appears to be more uncertainty, more change, more work, more competition and more external pressure which impacts on the way we interact with our colleagues and at times, these pressures and the competing values that they generate can lead to conflict.
Not paying attention to these tensions triggers further issues. Where behaviours are left unchecked they will evolve and become part of the accepted norm which then often leads to experiences of unfair and unreasonable behaviour, action or inaction, discrimination, bullying, sexual harassment or unreasonable behaviours. Whatever your makeup and competency; you may be extroverted, introverted, popular, unpopular, highly competent – no one is immune to experiencing these behaviours during their working life time.
These can often occur in subtle and covert ways and may be non-intentional. This may be compounded when personal circumstances change, such as increased family and financial commitments, increased workloads and pressures, health issues and competing values. If left unchecked, negative experiences in the workplace can result in damage to your professional reputation, increased stress levels and isolation. Therefore, employers and employees need to understand their rights and responsibilities in relation to discrimination, harassment and bullying and be able to do something about it without fracturing the relationship, being isolated or victimised.
Key learning areas
- Your ideal work environment: testing, challenging and aligning with organisational values
- Unpacking complex and overlapping issues
- Identifying personal challenges and stressors
- Identifying factors that lead to unreasonable behaviour
- Detecting, uncovering and articulating subtle and covert behaviours, actions and inaction
- Defining unfair or unreasonable behaviour, discrimination, sexual harassment and bullying
- Understanding the complaints process – Informal and formal processes
- Options for complaint resolution – what works and what usually doesn’t
Activities (including case studies and plan of action)
- Practical steps to navigate complex and tricky situations
- Being fearless – surviving and thriving
- Creating and embedding bullying, discrimination and harassment free environments
- Commitment to three actions – your local, personal, immediate action plan (activity) that contributes to improved culture and safety
The 90 minute diversity and inclusion master class
Successful organizations have their Diversity, Inclusion and Equity function positioned strategically and high enough in the organisation and its practitioners have enough autonomy and resources to do it well.
There has recently been an explosion of diversity and inclusion work across Victorian workplaces and an emerging wave of diversity practitioners and consultants. With this comes new and emerging practices, ‘bold moves’, fad strategies, buzz words, overhauls or refreshes and ‘champions of change’.
How do you stand out from the crowd? How do you decide on what to prioritize? How do you prove that your strategies are working? How do you make your case and get attention? How do you influence others and give them reason to act? How do you persuade people that change is happening and that it is good change?
Because diversity challenges our deeply ingrained core beliefs about gender, disability, race, age, parents and carers, and LGBTIQ, it can be difficult to shift hearts and minds. If this resonates, then this one-hour special is for you.
This session will help you to design, refresh or reposition your diversity & inclusion agenda with a clear narrative, rationale and authenticity.
Key learning areas:
- What’s at the core of the work, including the legal, business and social responsibility cases
- What your organization is trying to achieve with your D&I strategy
- Streams, themes, and the culture piece
- The big picture and the sum of the parts
- Your approach – managing expectations, mainstreaming and unique challenges
- Incremental versus bold moves
- Some of the key issues that block D&I or make it thrive
- Shallow strategies versus those that address systemic issues
- The complexity and connections between different evidence (data sets)
- How to get people excited about diversity and inclusion and avoid cynicism
This session will help you to reposition your diversity & inclusion agenda with a clear narrative and rationale.