Having a diverse workforce brings benefits to staff, customers and business performance.
“At Three, we have long recognised that in having an inclusive culture and a diverse workforce with different perspectives, we not only reflect the diversity of our customer base but it leads to better decision making and creativity,” says Priyanka Jaiswal, director of people proposition at Three Ireland.
That, in turn, helps competitiveness. “We make better decisions which ensure we stay in the forefront of innovation to better serve our customers,” she explains. “From a people perspective, we recognise that we all want to be in an organisation where we feel that we belong. Rather than a one size fits all approach, we strive to create policies and offerings that support our colleagues through the moments that matter most to them.”
Success means ensuring your organisation’s commitment to diversity, inclusion and belonging (DIB) is a business commitment, in Jaiswal’s view.
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“Our senior leaders are champions of DIB and through their commitment to our strategy, advocacy and support, ensure that DIB is not just a concept but a living, integral part of Three’s culture, contributing to a workplace where all individuals thrive and feel a genuine sense of belonging,” she says.
Your people can help bring your vision, policies and offerings to life by sharing their stories and experiences, through employee videos, panels, articles and events, Jaiswal suggests. Working with external partners helps too. Three Ireland works with Business in the Community, the Irish Centre for Diversity, and Diversity and Ability to develop, validate and strengthen its approach.
The benefits of getting it right are significant, as are the challenges facing those who get it wrong.
“Various studies have shown that candidates will decline a job offer if they feel that a company does not have an inclusive and diverse workplace culture,” says Laura-Jane Hennessy, global diversity, equity and inclusion and human resources project manager at PepsiCo. “When people feel valued, they not only commit to building a career but often refer others to fill open positions.”
Diversity and inclusion are significant levers for enhancing employee productivity and engagement too.
“Employee motivation, commitment and productivity are more probable when they feel appreciated, respected, and involved,” says Hennessy. “Studies by McKinsey & Company find that companies with more diverse workforces perform better financially, with a direct correlation identified between a diverse workforce and higher profits.”
‘A space to be you’ is PepsiCo’s diversity, equity and inclusion (DEI) initiative to create a collaborative, equitable and inclusive space for employees.
“We act by continuing to elevate inclusive leadership, allyship and advocacy,” Hennessy explains. “We are committed and working towards gender parity in our leadership positions by attracting more diverse talent but also ensuring that we continue to grow and develop capability as our colleagues continue to build their career at PepsiCo.”
Diversity should start with recruitment using blind CV reviews and actively seeking candidates from underrepresented groups, says Ger McDonough, PwC Ireland workforce consulting partner.
“Inclusive workplace policies that prohibit discrimination and harassment are crucial for fostering a welcoming environment,” he says. “Employers should also provide diversity training and education programmes for employees and management, as well as flexible work arrangements to accommodate diverse needs and lifestyles. Mentorship and sponsorship programmes further support career advancement for employees from underrepresented groups.”
Gender pay gap reporting plays a crucial role in identifying, addressing and reducing the overall pay gap. A PwC 2024 report showed that Ireland has seen a 1.4 per cent improvement in the mean gender pay gap between 2022 and 2023.
“Implementing transparent salary structures and promotion criteria can help eliminate unconscious biases and ensure fair compensation practices,” says McDonough. “Providing training for managers on recognising and addressing gender bias in performance evaluations and salary negotiations is essential.
“Finally, fostering a culture of diversity and inclusion where all employees feel valued and respected regardless of gender is crucial in combating the gender pay gap.”
Diversity can be defined as different types of people and points of view within a community or organisation, creating a rich mosaic of experiences and ideas, says Mary Ryan CEO Credit Agricole Creditor Insurance (CACI).
“At CACI, this definition makes perfect sense,” says Ryan. “We are proud to have 25 different nationalities represented, with an almost equal split of 52 per cent men and 48 per cent women, diversity in terms of sexual orientation and a wide range of ages. These diverse backgrounds foster a wealth of points of view, fuel creativity and boost performance. It is by sharing different ideas that innovation takes place.”
However, diversity only makes sense when combined with inclusion. The first step in achieving that is to listen.
“To become a learning organisation with an ever more inclusive culture, it is crucial to actively listen to your colleagues and identify areas for improvement,” says Ryan.
Next, celebrate your diversity by, for example, highlighting the national days of the different nationalities or events such as Black History Month or Pride Week, she suggests.
Offer flexible work options. “At CACI we have a one day at the office and four at home policy. We also allow our colleagues to work remotely from European countries up to eight weeks a year.
“It is essential for individuals to have the opportunity to work from their home country and visit their families, as it contributes to their overall wellbeing.”
It starts from the top. “Leaders play a vital role in setting the tone, and leaders who practice inclusive actions change their interactions with team members. This creates a snowball effect that improves the work environment and creates a more inclusive experience for everyone,” says Holly McNamara, manager of human capital consulting at Deloitte
When diversity is not properly maintained, organisations can find themselves facing a revolving door of talent, she says.
“It requires ongoing initiatives such as diversity training, mentorship programmes, inclusive leadership practices and regular feedback mechanisms,” she adds.
There are practical steps organisations can take, including shifting their emphasis from measuring activities to measuring equitable outcomes, says McNamara.
The Deloitte 2023 Global Human Capital Trends survey found that 23 per cent of organisations measure progress regarding diversity commitments through adherence to compliance standards, a clear focus on activities instead of the impact of those activities.
“For example, measuring the existence of mentoring programmes for specific identity groups is far less impactful than measuring the outcomes of what those programmes produce, such as intent to stay and perceptions of fairness,” McNamara warns. “If we talk about making meaningful progress, a ‘tick-the-box’ mentality and tokenism should be combated at all costs.”
Focus on “solving for the system over solving for the individual”, she advises.
“Organisations typically prioritise DEI activities that address professional development, unconscious bias and inclusive behaviours at the individual level. Training is the most popular solution to increase workforce diversity and inclusion,” says McNamara.
“At its best, training raises awareness, surfaces previously unspoken beliefs and creates a shared language to discuss DEI on a daily basis. However, this alone, does not instigate the behaviour change required to improve equitable outcomes.”
