Strategies to Successfully Develop and Implement Diversity Policy
When we really probe what makes for successful diversity policy implementation, we soon discover organisations had a clear strong focus on individual transformation. The right broad-based change at an individual level will undoubtedly translate into diversity and inclusion strategy sustainability.
Starting with education, organisations need to target people in key leadership positions at all levels, as well as leaders amongst employee stakeholder groupings. The establishment of a core group of individual diversity and inclusion strategy champions spearheading implementation will be a distinct asset as the organisation navigates its journey through many challenging implementation obstacles and issues.
Prioritising first things first
Individual transformation is never a simple matter. Not only do we need to achieve a deeper appreciation and awareness of ourselves, but we also need to spend time really considering the ways in which we need to change to achieve targeted goals. This is both in our personal and professional lives. Achieving integrity, sincerity, and authenticity in bettering ourselves, aligned to values and ethics that have become increasingly meaningful to us, is essential to move forward.
Bearing this in mind, it is difficult to simply develop and implement diversity policy in isolation to individual leadership-assessed development and growth in this area. Specifically, organisations need to look at leadership mindset, orientation, as well as capability and competence to implement a preferred diversity and inclusion strategy. There is no one ideal diversity and inclusion strategy. Initial views on the ideal may need to be moderated to fit more realistic short-term, medium, and longer-term targets.
There will always need to be a considerable amount of alignment between where individual leaders are at and the diversity and inclusion strategy to be adopted to ensure viability. It would be naĂŻve to attempt to run before individuals within leadership acknowledge they are in a position to be accountable and responsible for policy-related outcomes and general employee upliftment.
Investments that keep benefiting
Organisations should satisfy themselves that a significant level of individual internal transformation has preceded an attempt to effect external transformation in the organisation. Investments in personal growth pay dividends that are exponential, as ongoing external organisational motivation and incentives to deliver on diversity and inclusion strategy are less onerous. What organisations need is a genuinely adopted personal desire by leaders to do better at diversity and inclusion. This is in every aspect of their lives. This internal fundamental commitment will naturally spill over into everything they do continually going forward, acting as a sincere inspiration to others.
Complementing this focus on individual transformation, organisations also need to have very well-defined views on roles and responsibilities for diversity and inclusion progress. Given all the variables involved in developing and implementing diversity policy, it is obviously easy to find reasons why things don’t turn out as envisioned or intended. Regular review and feedback as with any other key performance area, therefore, becomes vital to delivery.
Goal-based transformation at an individual level will translate into positive results as leaders continually evaluate whether there are legitimate reasons to shift goals or expand, stretch, or refine goals. One can remain consistent in direction whilst making wise decisions on what is best in the here and now, capitalising on strengths and opportunities.
The design of diversity and inclusion strategy in many senses is more fluid if linked inherently to individual growth in this area. Organisations should not feel threatened by this. Preferably strategy should be conceived as dynamically tied to the level of success in “winning the hearts and minds” of people associated with everything tied to diversity and inclusion values. This is a surer road to success than artificially trying to superimpose a model that has no real substance. The focus on individuals in every respect of diversity and inclusion strategy will create the most robust foundation for greater things.
