Addressing equality, diversity, and inclusion (EDI) in organisations is becoming crucial amidst government criticism.
- Professor Shivani Sharma emphasises that EDI should be a collective effort to mitigate gender and ethnicity pay gaps.
- Omar Rashid highlights the need for EDI to be seen as a norm rather than a perfunctory task.
- World days like International Women’s Day can drive awareness but must lead to continuous efforts.
- Diverse workforces can unlock numerous business opportunities, according to industry experts.
In recent discussions, there is a growing emphasis on the critical need for equality, diversity, and inclusion (EDI) to become ingrained within organisational cultures. This call gains urgency from government critiques labelling current EDI efforts as ineffective. According to Professor Shivani Sharma of Aston University, consistent focus across all levels of an organisation is vital to bridge existing gender and ethnicity pay gaps.
Professor Sharma articulates that merely relying on an inherent ethical drive among individuals has proven insufficient. “Not enough investment has gone into these roles,” she states, reflecting on the historical inadequacies. Omar Rashid from The HR Dept echoes this sentiment, noting that treating EDI as a temporary scheme may render it meaningless. Rashid stresses that a diverse environment, when properly embraced, offers tangible benefits by reflecting the real-world diversity of supply chains and customer bases.
Rashid criticises superficial EDI measures, such as symbolic gestures that do not permeate year-round strategies. Actions like recognising Black History Month only annually or providing temporary religious accommodations expose a “tick box mentality.” Such perfunctory actions fail to yield substantial change or benefits, indicating the necessity for genuine commitment.
Professor Sharma posits that initiatives aligned with global observances like International Women’s Day should serve as starting points for ongoing, dedicated efforts to dismantle barriers against women and promote equitable inclusion. Sharma highlights a disparity in the academic sector, where significant institutional achievements coexist with systemic gender imbalances, particularly in leadership roles.
Efforts at Aston University, such as the Inclusive Aston networking initiative and achievements like the Athena Swan Gold award for gender equality, underline strategic steps forward. Rashid advises small and medium enterprises (SMEs) to recognise the potential of diverse workforces, noting examples where cultural connections facilitated international business expansions.
Equality, diversity, and inclusion must be essential, integrated components of organisational strategies rather than mere formalities.
