Embedding inclusive behaviors within diverse innovative teams

What did you want to achieve? 

We know that bringing our best to our stakeholders requires a highly engaged and talented workforce – one that represents the diversity of those we serve and the communities where we live and work.  We also understand that fostering an inclusive culture of belonging leads toindividual and business success. We strongly believe in the importance of diversity, equity, inclusion and belonging and are committed to taking action to improve it. In Q4 2022, we launched an Inclusive Leadership Learning Journey for all people managers and employees globally.   

What did you do?

The Inclusive Leadership Learning Journey is a three-part, year-long interactive learning journey translated into 13 languages. It is designed to drive behavioural change within everyday team interactions and our global culture. The first part of the program is focused on key inclusive behaviours, the second on reducing bias in decision-making, and the final part encourages allyship to reduce inequities within the workplace. 

We quickly learnt, in collaboration with our outside consultants, that it was important that we approached this as a behaviour and culture change initiative. The learning modules consist of weekly 5-minute videos and tools to immediately practice the learning in every day interactions.  People managers also had the opportunity to attend Interactive Webinars and facilitated Team Discussions, all designed to help our teams become more inclusive.  

What are the results so far?

We have a multi-prong approach to measuring the success of the initiative which includes not only measuring completion rates but also behavioural change in employee pulse surveys and annual engagement and belonging survey. Our first part of the Inclusive Leadership Learning Journey had very high employee and manager participation. In addition, the majority of employees reported observing more inclusive behaviours – at least one or more times a week following our first module. We will continue to measure the program over the next two parts of the Learning Journey. 

What have you learned? 

We quickly learnt that it was important that we approached this as a behaviour and culture change initiative; thus, the learning should be strongly encouraged but not be made mandatory. Approaching learning and behavioural change with a neuroscience perspective enables companies to provide DEIB content that is relevant globally and be implemented locally to improve inclusion within individual teams.