Demystifying & Delivering Diversity Equality Objectives: Demystifying & Delivering Diversity

Q: Why is it important to link diversity strategy to business planning? There is a lot of fear and confusion about diversity strategy. In many ways, this reaction is understandable; no one wants to get ‛caught out’, and in doing so either risk making themselves the object of ridicule for ‛political correctness’, or risk their business’ reputation and ability to attract or retain the best people by breaching equalities law.

Q: Why is it important to link diversity strategy to business planning? The best way to address these concerns is not to shy away from them, treat them with kid gloves, or wish they would go away. Successful businesses in this area do what successful businesses in any aspect of enterprise do: take the challenge head on, using their business savvy to learn from the successes – and the mistakes – of others.

Q: Why is it important to link diversity strategy to business planning? There is no reason why diversity strategy should be treated any differently from any other business strategy. It requires clear objectives, planning, investment, responsible risk-taking and careful, consistent and meticulous evaluation. Sound familiar? It should do; these are the ingredients of every successful business strategy, and the only exceptions are those who for one reason or another get lucky! So, with careful consultation with expert agencies and stakeholders, devise your strategy; you’ve nothing to lose but fear – and competitive disadvantage.

Q: Why is it important for companies to link diversity to core business activities? Every business leader knows that built-in trumps bolted-on. Equally, we all know that one of the most vital and precious resources in any enterprise is time. Integrating diversity leadership, planning and execution into what you do every day will save time – every day. It is invariably better to be an agile go-getter than to react to events. Even more importantly, it is always preferable to anticipate and resolve issues before they become crises, than to risk your business’ reputation in a court of law, or perhaps worse, the court of public opinion. So, build in equalities monitoring to your staff survey and recruitment activities. Think about what your people and customers think of you, and what influences their opinions. Above all, talk to people and listen carefully to what they say. Diversity does not have to be complex and onerous, and is infinitely more successful when these are avoided.

How do you write an action plan for an organisation? Diversity action plans are like any other business plan - start working on them with the objectives in mind. How are your diversity aspirations going to add value to your business? Have you taken all the variables into account? What contingency plans have you made? Have you identified SMART objectives? Who is accountable for individual aspects of the plan and how will they be answerable for its execution? Again, all of these questions should sound familiar – they are questions that inform every credible business plan.

Q: Does an action plan indicate how well equality/diversity has been mainstreamed? If your action plan is worth the time and effort you invest in it, the answer to this question should always be yes. Mainstreaming is just a fancy word for integration; making diversity and equality objectives as routine a part of running your business as financial accounting, health and safety, or marketing. It is essential that action plans are understood by all, particularly your key stakeholders and those responsible for their execution.

Q: How can you link equality or diversity to key performance indicators? This is not rocket science – some equality and diversity objectives will require their own heading and dedicated time and energy. Most can be integrated into your existing KPIs. If your diversity and equality strategy is going to succeed and add value, it is vital to avoid overcomplicating it. Most of your strategy in this area should be inseparable and indistinguishable from your wider business objectives. After all, KPIs are about helping ensure you do what you do as well as you can do it – and a sound diversity and equality strategy should help you achieve this.