Developing a Diversity and Inclusion Policy in the Workplace
Developing a Diversity and Inclusion Policy in the Workplace
This page is intended for organizations looking to develop or overhaul their D&I policy—whether they plan to do so on their own, with some outside help, or with an external partner.
Accordia has been helping companies with this process for 16 years. Here’s what we’ve learned about what works—and what doesn’t.
The 5 Most Common Mistakes in Developing a Diversity and Inclusion Policy
1. Taking action before establishing a diagnosis
Companies launch training programs, conferences, and CSR events—without knowing what the organization’s real problems are. The result: a lot of activity, little impact.
2. Developing a policy that isn’t rooted in HR processes
D&I is not a communications program. If recruitment, evaluation, and promotion processes remain unchanged, awareness-raising initiatives will not yield lasting results.
3. Reach out to the “converts”
D&I programs that only convince those who are already convinced do not change the culture. The real challenge is to reach the skeptics and the neutral—those who choose not to get involved.
4. Failing to measure
Without metrics, it’s impossible to know whether the policy is making progress, to defend the budget in the executive committee, or to fix what isn’t working.
5. Separating D&I from business strategy
A D&I policy that doesn’t speak the language of performance won’t survive budget cuts. It must be aligned with the challenges of attracting and retaining talent, fostering innovation, and ensuring team performance.
The components of an effective D&I policy
A sound policy generally includes:
- An initial assessment: objective overview, HR data, employee perceptions
- A strategic focus area: 3–5 priorities defined in collaboration with management, along with associated metrics
- A training program: managers first, followed by all employees
- Revamped HR processes: recruitment, performance evaluation, promotion, and reporting
- A cornerstone of internal communication: highlighting changes and promoting inclusive behaviors
- A governance mechanism: who is in charge, how, and how often
- Recurring highlights: firmly established in the calendar, not just one-off events
- Impact assessment: quantitative and qualitative indicators, annual review
Build in-house or with an external partner?
The two are not mutually exclusive. The most advanced organizations in this area typically have strong internal expertise (HR department, D&I manager) and engage an external partner to:
- The objectivity of diagnosis (an outside perspective sees what the insider no longer sees)
- The credibility of the facilitators (an external trainer comes across differently than a colleague)
- Educational depth (designing effective training is a skill)
- Industry benchmarking (understanding how comparable organizations operate)
Accordia can assist with all or some of these areas. We can also support an internal D&I team in building their capabilities—without taking over their responsibilities.
Where to start
Most organizations that successfully implement their D&I policies start with an assessment. This sets the direction, prioritizes actions, and builds the internal consensus needed to commit the necessary resources.
