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Building your Diversity Framework
A Diversity Framework can guide your organisation beyond good intentions to meaningful change
A Diversity Framework is a way to determine the precise ways in which diversity - and what kind of diversity - will enhance the products and services you deliver to your customers, clients, members, or other stakeholders. And to develop a robust plan for getting there.
This is a bespoke process, but typically includes:
An initial session with Executive Committee and Board - to look at the diversity deficits revealed by your current data and their relevance to achieving your goals, and to explore the dividends that greater staff diversity could bring.
A series of Working Group meetings – with invited people from across the organisation, who’ll work together to develop a detailed set of ‘necessary actions’, such as changes in processes, training, management support, and engagement.
A follow-up meeting with leaders and other key staff members – to identify the business outcomes you want from the work; to agree priorities, budgets, appropriate measurements, and any policies and plans that may need reviewing; and to discuss wider staff engagement.
A final report and phase two roll out – to ensure buy-in and support for your wider leadership in implementing the specific changes required of them and their teams.
The resulting Diversity Framework is a dynamic plan, designed to adapt and evolve through regular discussion and challenge.
A Diversity Framework will give you…
Clarity of aspiration in relation to business outcomes, along with clear priorities, actions, and timelines. It will act as a guide for all your people as to why you are pursuing greater diversity, what changes it will require, and how progress will be seen and measured.
Let’s start the conversation.
If you are looking for a clear sense of direction and a practical plan that everyone in your organisation can buy into, please contact us to find out more.
What our clients say.
After hearing Simon at a national event, it struck me how refreshing his views on EDI were, and how much my organisation would benefit from reframing how we approach it - mainly building confidence in managers to engage and learn, rather than be afraid of what they may or may not know or understand. We now have more confident and better trained managers, alongside an evidence bank of information underpinning a new diversity framework.
