So, what does a Diversity programme look like? MaST Interntaional recently worked with a large multinational oil company. One of their teams was made up predominately of Western Europeans and Americans. It was highly successful in its. It had a strong culture and most people enjoyed working in it. However, research showed that potential recruits were put off from applying by what they perceived as an exclusive team culture.

The challenge was to feed back to the team these findings, without damaging all that was good and successful about the way they worked. The solution was to develop an absorbing fictional account of how the team would look from the outside. Playing back these perceptions to the team by use of a piece of theatre helped them to realise how they were seen.

For other organisations, a different intervention might be more suitable. This could be through video, over the Intranet, at a company-wide conference or by inserting short Diversity sessions into all training programmes. Other solutions may include greater community contact, specialist training for HR staff or looking for opportunities for more flexible working practices

Success factors

As with any business change process, it is important that the programme is led by senior figures. Communication is vital – employees need to be convinced of the need for change – not see this as ‘another HR initiative’. Finally, the process needs to be ongoing and subject to regular measurement – don’t expect a change overnight.

A second (or even annual) audit may be necessary

Step by step plan

1. Why are you doing this?
   Recognise the need for diversity. What is happening within the organisation, in the local community or within the customer base that has initiated these thoughts?
2. Research the starting point.
   Identify key internal areas for concern. Ask the people who work with you to tell you what is going on. Ask your customers and suppliers how they see you.
3. Communicate what it is about.
   Make sure you have the buy in and understanding of the leadership within the organisation. What you are starting will make a difference and will benefit the company.
4. How are things done at present?
   Audit strategies and procedures (if they exist) against internal and external perceptions. Check processes for their adherence to current minimum legal standards.
5. Concentrate on people
   Develop a programme to change people’s attitudes. Lip service is a start but is, by and large, useless. Persuade people that ‘open, fair and creative’ are more than just words.
6. Get buy in from all of the people all of the time.
   Engage people in the process. Involving as many people as possible throughout the process will ensure it sticks. Training need not be dull.
7. How did you do?
   Check for success. Monitor. Celebrate, but remember the process is ongoing so reassess and start again.

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