Applying an evidence-based audit tool, we assess the entity’s performance against global diversity and inclusion best practices in eighteen strategic pillars: D&I vision, strategy & business case; governance; leadership representation, capability, and accountability; D&I learning & development; talent management; compensation; measurement; flexible working arrangements; other inclusive benefits; respect & safety; belonging & collaboration; communications; marketing and customer service; products & services development; suppliers; community; sustainability. The Include-Empower D&I Best-Practice Diagnostic is based on robust empirical research and our subject expertise and experience in global D&I best-practice. 

In addition to the best-practices audit, our diagnostic services reference the lived experience of inclusion of employees through structured focus groups with a representative sample of employees. Employing an evidence-based model of inclusion, we assess employees’ lived experiences of respect, belonging, empowerment, and fair progression.

Diversity and inclusion focus groups offer an opportunity to gather valuable information on the issues and challenges facing diverse talent in an organisation. Insights gathered from a representative sample of staff across an organisation can inform D&I priorities, ensuring that investment in D&I targets the organisation’s most critical issues, having regard to its business strategy.

Focus group feedback is also valuable for engaging leaders in change initiatives. Because of the unconscious and hidden nature of bias, it can be difficult for leaders to appreciate that others experience the workplace differently to them. Leader blindspots mean that leaders typically underestimate the effect of bias at work on others. In those contexts, inclusion is an abstract concept that does not resonate with leaders in a tangible or emotional way to motivate change. Focus group findings are useful for ‘showing’, not ‘telling’ the leaders of the impact of biases. Using non-identifying real-life stories and anonymous quotes from the employee focus groups engages the emotional brain rather than the rational brain, fostering empathy and an enhanced motivation for change.

Confidential employee interviews are useful for tapping the experiences of employees with a known D&I grievance that they would prefer not to disclose in a public forum. 

We conduct senior stakeholder interviews across the entity to better understand the business drivers for diversity and inclusion. The formulation of a D&I strategy linked to a robust and compelling business case is critical for leader buy-in and program success. In consultation with you, we identify relevant stakeholders, which may include executives, senior people leaders, HR, diversity council or committee members, representatives of employee groups or diversity champions, other internal or external stakeholders.

Objectives for the stakeholder interviews are two-fold: (i) to clarify the drivers for inclusion and diversity for the entity, (ii) to explore perceptions of D&I strengths and weaknesses, including D&I capability. Stakeholder interviews are a critical component for engaging stakeholders and formulating a robust business case—both are necessary for successful implementation of a D&I program.

We review workforce analytics and engagement survey results as well as an organisation’s employee policies to identify diversity and inclusion risk areas. 

We prepare a summary of findings from the five diagnostic processes above along with best-practice strategic recommendations regarding priority focus areas that will achieve the highest return on investment in the context of the organisations business strategy and objectives.

In consultation with you, we translate the outcomes of the diagnostic and consultation processes to an overarching diversity and inclusion strategy for the entity that defines the organisation’s vision for diversity and inclusion, articulates business drivers, and sets key priorities with specific action points. 

We provide draft staff communications regarding the engagement, invitations to focus groups and stakeholder interviews, and launch of the final diversity and inclusion strategy. 

Prior to the commencement of the diagnostic process, we recommend a project engagement briefing with the consultant, senior executives, and other identified key stakeholders. The content of the briefing session includes an introduction to the consultant, understanding diversity and inclusion, overview of business case for D&I, engagement objectives, diagnostic method and rationale, stakeholder identification and their roles and responsibilities, timeline, deliverables, employee confidentiality, Q&A.

Prior to the drafting of the strategy, we design and facilitate a stakeholder consultation session for the purposes of presenting the Diagnostic & Recommendations Report, discussing stakeholder feedback and answering queries, and agreeing on strategic priorities. 

Upon completion of the final strategy, we design and facilitate a strategy briefing session for the purposes of presenting the strategy and answering questions. 

At the commencement of the engagement, we meet with the project sponsor for the purpose of discussing and reaching agreement on the diagnostic and strategy formulation processes including establishing employee focus groups and selecting interview participants, identifying key stakeholders and their involvement, scheduling, format of deliverables, and communication protocols between the client and consultant.

We maintain regular communication by video, phone, and email with relevant stakeholders for the purposes of providing updates on progress throughout the project. In particular, we ensure stakeholders are kept informed of emerging trends or factors that may impact the diagnostic process. For example, we provide regular progress updates on attendance at focus groups and scheduled interviews. We also highlight any concerns regarding information gathering, stakeholder cooperation, or other impediments to the diagnostic, as they arise.