1: What are the
common misinterpretations made by organisations when setting the diversity
strategy?
Common
misinterpretations include assuming that people know and understand what is
meant by the terms equality, diversity and inclusion, which are often used very
differently by organisations. In addition, many organisations still see
diversity as either a fearful legal entity that must be complied with, or
simply as a 'nice thing to do'. Few seem to have really grasped the wide range
of business benefits of embedding a culture of diversity and inclusion. Not
establishing a clear business case is a key factor in organisational diversity
strategies failing in the early stages.

2: Often diversity
strategy can lead to the alienation of some groups or individuals, how can this
be best avoided?
If people feel
they are in a position where they are unaffected by a strategy or policy, and
judge themselves as people who would not dream of discriminating against others,
then it can be perceived as patronising and lecturing. But this can sometimes
demonstrate a lack of true understanding or self-awareness and therefore result
in the potential to discriminate or harass unwittingly.

Diversity can be
perceived as not supporting inclusivity and creating barriers, leaving people
feeling left out. Encouraging people to talk about their different backgrounds,
experiences and cultures indicates that they are important and valued and gives
organisations a more complete picture of the talent and skills they have.

Communication of
any diversity strategy, with clear indicators of individual benefits, roles and
responsibilities, is crucial in maximising employee and stakeholder engagement.

3: What are the
common mistakes that organisations make when promoting diversity?
Some organisations
want a simple list of ‘do's and don'ts' that will help them avoid litigation. The
idea of generating a culture where people can have open and candid
conversations is perceived as being too difficult to manage. Yet closing down
those conversations and relying on a list of etiquette takes no account of
individual and cultural differences and quickly becomes out of date, precluding
the resolution of issues through dialogue. Peversely, this approach is likely
to lead to increased disgruntlement and litigation.

Many organisations
underestimate the complexity of diversity and view it either as something that
can be completed and then forgotten, or they try to run before they can walk
and embark on ambitious strategies without establishing a meaningful vision or goals.
A clear understanding of your starting point and ultimate aim is vital to
develop a realistic and measurable long-term strategy.

4: How can you
avoid diversity being interpreted by some as ‘political correctness gone mad'?
Historically, the
white, heterosexual, male demographic in particular has not taken ownership of
the diversity agenda due to a lack of awareness and understanding about its
relevance. This, together with the ongoing confusion around terminology - for
example the differences between positive action and positive discrimination -
has led to many people feeling resentful and that diversity doesn't apply to
them.

Highlighting the
more widespread relevance and benefits of diversity and inclusion and involving
people in focus groups or networks, would make significant inroads to breaking
down some of the barriers that the agenda continues to face.

5: Government
legislation is being promoted as guidance as providing legal parameters, do you
think equality legislation is altogether a good and useful resource for organisations
or a hindrance?
The piecemeal
introduction of legislation over the years, with variation between each one has
left employers feeling confused or uncertain, and reluctant to find out more. The
focus on specific groups of people can lead to people strengthening their own
stereotypes rather than seeing fair treatment from an individualistic approach.

The introduction
of a piece of legislation raises awareness of an issue and can force a change
in behaviour, but on its own cannot change attitudes. However, that change in
behaviour can result in employers coming face to face with their own
stereotypes and shattering preconceptions and myths.

So legislation
raises awareness and can galvanise action and communication, but it is often the
nature of that action and communication that determines whether or not
legislation ultimately becomes a help or a hindrance to the organisation.

6: What are the
greatest challenges to organisations striving towards diversity and inclusion?
As long as
diversity is seen as an ‘add on', it will never be an integral part of the
business and will continue to be seen as a tick box exercise. Overcoming
traditional cultures that are resistant to change, entrenched attitudes and a
fear of getting it wrong are crucial to truly mainstream diversity into the way
an organisation operates. Key to ensuring that equality and diversity lead to
real inclusion is the commitment and buy-in of top-level leaders. People know
when a subject is being taken seriously, or when it is simply being paid lip
service.

An organisation
whose culture encourages and values involvement from its employees and
customers is sure to reap the rewards. Visible commitment from senior staff who
lead by example is a powerful tool in the war for talent. Happy and motivated
employees who feel their opinions count and their needs are being met are an
organisation's best marketing strategy.

Karen Sadler is an
expert in diversity and professional consultant at Academee.