Whenever DEI topics and initiatives are presented by organisations, I am curious to know the purpose and drivers. This understanding gives a sense of whether it is a forced agenda to create data for the right optics, or it is organically developed as an essential part of the workplace experience. The level of buy-in, impact, and value to all stakeholders comes through quicker for the second model; call it the reward for backing genuine intention with practical actions.
Organisations that embrace DEI reflect the realities of their customers, consumers, and the environments in which they operate. The mix of talents from different races, generations, genders, and cognitive abilities presents organisations with the benefit of varying perspectives which can positively impact growth and overall performance. According to research, diverse and inclusive organisations are 87% more likely to make better decisions than their peers.1 Conversely, there are no upsides to a non-inclusive workplace.
At PML, we embrace DEI with the understanding that it is the right and progressive thing to do. Our internal policies and culture (we call it our PMI DNA) set out behavioural expectations and it is clear that every employee is entitled to a respectful, inclusive, and safe workplace. There are also targeted trainings to educate employees about the policy principles, reinforce why we have them, and how they apply to our everyday work interactions. Additionally, we have a firm position against discrimination, and everyone is encouraged to speak up promptly against actions that do not reflect our values. All of these serve as a foundational step which sets the right tone across the business.
We have then built on this by our commitment to specific actions. We have structures in place for the right engagements, excellent collaborations, and measurable progress. One such structure is our Employee Resource Groups, which raise awareness on diversity and inclusion topics. The groups are coordinated by employees, and their activities are inspired by real-life events and insights from within. This is an effective model for determining priority issues and it ensures that we implement actions that have the most impact.
In addition to having dedicated DEI resources, we see proactive ownership and execution of initiatives across all levels, alongside robust employee engagements all year round. We measure levels of engagement, inclusion, and well-being in the UK & Ireland twice a year and have a 91% response rate and a top-line employee engagement of 82% favourable responses. We listen to all the feedback and take action.
A further measure of our commitment is our D&I targets. It is a bold and transparent way to show that we have faith in our actions and we hold ourselves accountable not to fall short of expectations. For us, the targets are not a weight or a destination, rather they serve as a guide for everyday business decisions which enrich the workplace experience for all employees.
On the external front, we collaborate with institutions that promote DEI in the workplace. Some of our current partners are BYP Network, D&I Grocery, and WORK180, which promotes female inclusion by working with employers who are committed to supporting women’s careers.
We have also received certifications and awards that show our progression as a truly inclusive and equitable employer.
Reference:
1. Korn Ferry Research www.kornferry.com/insights/featured-topics/diversity-equity-inclusion/the-importance-of-inclusion-in-the-workplace