In a recent article we published our FIVE Framework for building inclusive and high performing organisations. This framework represents an evolutionary move for inclusion and diversity – recognising that this work remains critical for creating fair workplaces where everyone can thrive, whilst ensuring it remains aligned with core business strategy and outcomes.

In this article we’ll provide some practical guidance on what it means to put FIVE into practice and how this may depart from prior DEI approaches.

Implementation principles

Any strategy or initiative striving to achieve one of the pillars of FIVE should meet these guiding implementation principles. The principles themselves are not revolutionary and could describe any effective approach to culture change initiatives. However, there are many cases where they have been absent from DEI activities, either due to a gap in strategic thinking or because they have focused on visibility over substance.

Outcomes based: any action should have a clear outcome in mind beyond the activity itself, and a theory of change showing how the activity will support the outcome.

Data and evidence driven: the outcomes aimed for should be measurable; even if indirectly in the case of intangibles. And you should undertake actions that are proven to have impact, not just because they are perceived ‘best practice’.

Whole-systems approach: isolated activities (like one off trainings) are often demonstrably ineffective: if you want to create real change you must ideally aim to tackle policy, process, technology, incentives and behaviour simultaneously (or where doing all of this is infeasible, at least take some reasonable steps to your efforts are not totally undermined by other aspects of the system).

Coalition building: Pursuing universalist goals means you can create a win-win future that everyone wants to be part of. For example, both pro- and anti-DEI activists want to build meritocratic organisations but have very different beliefs on what this looks like. If you can start from a place of agreement and then engage in genuine debate about the methods to achieve our goals, then it is possible to find compromise solutions the majority will support.

Universal impact: Where possible you must strive for outcomes that benefit everybody. This must however go with the recognition that whilst people will support universal benefits in principle, once it goes against the interests of those in a privileged position some will naturally resist. Hence working together to reach consensus on solutions (principle 4 above) becomes even more important.

Implementation Approach

Using these principles, you can apply them to each of the pillars of FIVE to give shape to an impactful, resilient and future-proof inclusion strategy

Fairness

Fairness is about ensuring systems, processes, resources, rewards and opportunities are deployed in such a way that everyone has the same opportunities to learn, develop, grow and excel.

This means you should look at every part of the employee experience and lifecycle through the lens of whether it gives equal opportunity and produces fair outcomes for all. This could include:

• Gathering data throughout the recruitment, development, growth opportunity, feedback and promotion lifecycle, across levels, to identify where and whether certain obstacles may be arising.
• Having clear and consistent criteria for recruitment and promotion, and a transparent decision process.
• Ensuring “non-promotable work” (often called “housework”) is fairly distributed.
• Access to networking, mentoring and sponsorship opportunities.

Data is critical here, because it will help identify systemc issues. For example, one organisation we worked with was doing an excellent job in recruiting more women into their industry but was making much slower progress in increasing female representation in senior ranks. Rather than simply putting in place a target to increase women in leadership, we sought to understand the root cause, taking a whole-systems approach. We found there was a significant gender bias in terms of performance ratings beginning from early career. The solution was to revamp the performance evaluation process and challenge the way decisions were being made to ensure female talent were getting a fair evaluation (an easily measurable outcome). This had substantial downstream effects on women’s career trajectory.

Inclusion

An inclusive culture and workplace experience is one where everybody, regardless of their difference, feels respected, valued and empowered. Too often holding lots of cultural events and large scale awareness training is seen as a good way to enhance inclusion – but neither of these approaches would measure up to the FIVE implementation principles.

Inclusion is fundamentally an experience which arises from the day to day experiences that a person has interacting with their leaders and co-workers. One-off events cannot have a meaningful impact on this. Symmetra has a validated framework for the behaviours that engender a feeling of inclusion and give people a Voice – and consistency of behaviour is paramount.

As such, an effective approach to building inclusion could include:

• Measuring and developing those inclusive behaviours found wanting in leaders or teams by using 360-degree Inclusive leadership assessments or Team Inclusion assessments.
• Doubling down on respect as a core value and ensuring a proactive build of respectful norms (rather than being reactive and waiting to correct acts of discrimination and harassment).
• Sharing tools for embedding inclusion habits c into the moments that really matter – meetings, 1:1 conversations, feedback and performance discussions.

Importantly, we can’t create inclusion by shaming those in a privileged position by virtue of their identity – tackling their behaviours, if inappropriate or obstructive is a different matter. It is not possible to build a successful coalition for change that excludes white men or other groups in positions of power. We must acknowledge that they too have meaningful intersectional identities and create a future vision for the organisation that they feel is inclusive of them as well.

Voice

A sense of having voice is one of the most powerful drivers of self-actualisation in human culture. Entire societies have gone through major upheavals simply by virtue of people not feeling they have a voice. The workplace is no different – voice means people feel they have appropriate influence, power and input in areas that impact them, and where they can add value to the organisation.

Voice can be direct – by bringing people into forums where they can have a say and be authentically heard; but it can also be indirect – where people feel they have leaders or peers who truly understand them,and represent their interests and potential contributions.

An effective approach to creating voice could include:

• Developing leaders who have the skill to build psychological safety and tap into all voices in their teams, leaders who are effective in communicating how people’s contributions and ideas impact the end result.
• Building a culture that values diversity of thought, innovative thinking, challenging the status quo; and learning from mistakes.
• Creating formal mechanisms and channels for people to submit their divergent ideas and express concerns.

Recruiting not purely for lived experience but also a demonstrated capability for people to understand and connect with the diverse communities whose voices need to be heard.

Notably, people with power or in dominant groups will naturally feel more able to express their opinions. Efforts must be attuned to those who are unlikely to speak up for various reasons, whether cultural, personality, out group bias or other obstacles. Recognising the impact of these barriers and addressing them is essential for creating voice for all.

Enablement

Enablement encompasses the practice of equipping employees with the necessary tools, resources, training, and support to perform their jobs effectively. This means empowering everyone, equally with the things they need to contribute to the organization’s success and grow themselves in doing so.

Creating enablement for all means:

• Analysing all the data you have around growth and experience opportunities (high profile projects and clients, stretch projects, executive exposure and networking etc.) to ensure these are being fairly distributed.
• Taking a “many doors” approach to accessing resources and opportunities – some people will actively seek these out; others need (and receive) different levels of support from their leaders to utilise them; some may need to be automatically opted in.
• Getting diverse input and continuous feedback on programs and initiatives to ensure that the most marginalised voices are heard and their barriers to access can be addressed.

As with the other elements of FIVE, there may be obstacles to enablement that exist for some groups and not others. It is essential to constantly and proactively be looking out for these barriers and designing systematic solutions to remove them.

Future Fit

FIVE provides a framework for DEI that ensures it can remain both relevant and impactful for the long term. By aligning with universal organisational objectives and ensuring an approach that is inclusive in and of itself, FIVE is a toolkit for empowering each and every person to succeed to the best of their abilities and desires, whilst contributing to the success of their organisation.