Building more Inclusive Leadership – HRDEBATE
15 September 2022 London
Flemings Hotel, Half Moon Street, Mayfair, W1J 7BH
12pm to 4.30pm (drinks to follow until 5.30pm) BST
Complimentary refreshments on arrival and throughout, hot buffet ‘sit-down’ lunch and post drinks
Partnered with 3 Minute Mile
Initiatives that focus on improving diversity-related metrics related to specific groups often fail to deliver desired outcomes and can even exacerbate subjective biases. Lagging metrics (i.e., representation, pay equity) may serve as markers of social injustice, quantify the impact pf privilege and help to prioritise systemic bias. However, these data have little to do with an organisation’s capability to leverage benefits associated with diversity. Furthermore, if the pursuit of social justice/equity underpins an investment in diversity initiatives, potential gains must be weighed against setbacks. For example, categorising people into ‘protected groups’ can actually reinforce harmful stereotypes and provide a legitimate opportunity to devalue perceived contributions of ‘group members’. The rationality behind and antithetical nature of continued focus on lagging metrics traditionally associated with diversity must be questioned.
Belonging to any one of the traditional ‘protected groups’ associated with diversity in organisations actually tells us very little about a colleague’s potential contribution, preferred working environments, etc. However, members of these different groups may share collective needs from their leaders. These shared needs may inform an organisation’s capacity to ignite, engage and benefit from their ultimate potential.
Solutions are revealed by an acknowledgement of the universality of ‘deeper’ levels of diversity. Being different is an intrinsic aspect of our humanity. Inclusion is an important issue for everyone. In fact, leveraging psychological diversity – while bolstering engagement and welcoming differences in preference, values, and neurotypical response – is how leaders and organisations can leverage diversity to deliver exponential gains in performance and value.
Hogan Assessment Systems have demonstrated configurations of day-today behavioural preferences and flawed assumptions/limiting beliefs to predict performance in areas such as ‘leveraging diversity’. From this position, a logical next step would be to explore how motivational attributes may serve as multipliers (or detractors) of performance.
Such efforts to define ‘leading predictors’ are far more likely to yield tangible and instructive outcomes than those focusing on ‘lagging metrics’ – such as representation or pay gaps.
It is crucial for organisations to address institutional and systemic factors that oppose diversity. Data associated with various protected groups can help us to identify and define the nature of these obstacles, in order to scope critical solutions. However, limiting our efforts to these ‘lagging metrics’ can lead us to miss opportunities to realise benefits associated with ‘leading predictors’ such as Inclusive Leadership. Organisations (and their Leaders) may be well-equipped and highly motivated to advocate for inclusion, but without the opportunity to do so, they can never reach their goals.
Join theHRDIRECTOR for a roundtable partnered by 3 Minute Mile that sets out to look at different approaches to tackle the complexities within DEI. We will explore how embracing and supporting DEI can turn the tables on poor performance, untap potential solutions to the talent pipeline, resolve current skills gaps and further the quest for equal access to opportunity – thereby fostering leadership populations that are truly representative.
We have only 15 places available and we are inviting Registrations from HR Directors, Chief People Officers and Senior Talent Management Leaders from large, global organisations – with active interest, or observed innovation in this field; organisations with strong CSR ethos.
To register your interest in taking part, please click HERE