In this week’s guest column, All-In Diversity Project’s Consultant and Co Founder, Christina Thakor-Rankin, explores the importance of setting workplace standards and a code of practice in Diversity, Equality & Inclusion (DE&I) to help stamp out bias and prejudice.
Laws don’t destroy prejudice – people do. This is the cornerstone of the All-In Diversity Project sponsored BSI standard PAS 1948:2020 Diversity, Equality & Inclusion in the Workplace – A Code of Practice. History and experience have shown us time and again that laws and regulations do not remove, reduce or eradicate prejudice or bias.
Prejudice (or bias) is something that is the product of any number of one, or a combination of, social, cultural, religious, educational, environmental and experiential influences, which over time has become so ingrained as to become hard-wired into an individual’s cerebral DNA – consciously (or unconsciously) feeding into every thought, emotion, reaction or decision they make. No piece of paper is going to be able to wave a wand and magically remove years, in some cases generations, of indoctrination. If it could, then a hundred years after women won the vote, two hundred years since the abolition of slavery, and half a century since the first equality laws were passed, we wouldn’t still be struggling with inequality, talking about gender pay gaps, or bearing witness to the horrific consequences of institutionalised racism in the workplace.
INFLUENCING CHANGE
Experience tells us that the only things really proven to change hearts and minds long-term have been people and profit (or gain). Sometimes the two are linked, oftentimes they are not – the former influencing the world of play, the latter the world of work and the two combining to help change attitudes in society at large. For example, Rosa Parkes and Dr Martin Luther King without doubt had an influence, but this influence was limited to those they represented and those who supported their moral arguments. It did not engage or resonate the widest possible audience in the way that say Jesse Owens or Mohammed Ali representing the USA at the Olympics, who forced the population at large to choose between patriotism and prejudice.
Entertainment similarly has also helped to change perception and attitudes. Sammy Davies Junior standing shoulder to shoulder with Old Blue Eyes and the King of Cool, Elvis greeting his female African-American backing singers with a kiss, and Liberace beloved of millions and the highest-paid entertainer in the world at the time, probably all did more to help shift the dial of acceptability more than a piece of paper ever did.
FIGHT FOR EQUALITY
This though pales in comparison (pun intended) to the most effective catalyst for change of all – profit (or gain) in all its forms. For instance, how much was the abolition of slavery and female suffrage due to campaigning and the fight for equality, and how much of it was influenced by political expediency – to win votes? The fact that we are still today talking about issues that date back hundreds of years probably answers that. Both world wars saw women enter the workplace out of necessity, but peacetime quickly saw a return to the role of woman as wife and mother. Unrest and the need to restore or regain civil and social order has also played its part – race riots, gender pay strikes, protests and public outcry at the indefensible have all resulted in action, but all too often this action is superficial and aimed at addressing the immediate issue at hand. As such they are no more than a temporary fix for temporary gain – a sticking plaster that does not even come close to addressing the root of the matter, thereby ensuring that it is only a matter of time before it surfaces again.
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Whilst all of this may have helped chivvy things along, it has been on a per needs basis, not at any great pace, and often an initial step-forward has very quickly become two steps backwards when it becomes clear that this is just revisiting old issues. The only real driver of long-term change has been ‘profit’ (or gain) – making or saving – and it all links back to the workplace. War comes at a cost. In this case, death duties and the depression crippled the wealthy who could no longer afford to keep themselves let alone servants, and men going to war and not coming back led to a rise in the numbers of single women without a husband to support them presented society with a stark choice. Either the state and the taxpayer stepped in to support these people, or the rules changed to allow them to support themselves. Suddenly women in the workplace was not such a bad thing.
CHANGING EXPECTATIONS
Next came the post-war economic booms which saw governments and organisations turn to migrants as a source of cheap labour either to keep up with demand or do the jobs no-one else wanted to do. This in turn led to other sectors from consumer goods/services to leisure and entertainment opening their eyes to a previously ignored group of consumers with new aspirations and the money to realise them.
That’s how we start long-term impactful change. With each successive generation what initially starts as an aspiration, becomes a reality and from there an expectation. For example, in the 60s and 70s people aspired to have a colour TV; by the 80s colour TV had become a reality for most; and by the 90s it was just expected that that’s what a TV was – in colour. The same holds true of attitudes, behaviours tastes and what eventually becomes the norm. What was an aspiration for a previous generation in time becomes the expectation of the next. This includes diversity, equality and inclusion (DE&I).
One of the best examples of this generational shift is MTV. Whether the stories of unconscious bias and ‘blackout’ in its early days are true or not, the fact remains that the channel eventually had to open its doors to non-white artists if it wanted to stay relevant to both stakeholders and audiences. The world had moved on – what might have been OK to before, was no longer acceptable now.
CHANGE CHAMPIONS
In a roundabout way this brings us back to the standard. The world is about to experience the biggest generational shift ever. From 2020 onwards Millennials and Generation Z will combine to become the biggest ever generational group in the history of the planet. This is the internet generation – a group that transcends borders living as comfortable in the virtual world as the physical. Better educated and more travelled, they are more socially responsible, ethical and driven by values. A group that champions individuality and difference and believes labels are for things not people. They are tribal. They have mass. They have scale. The evidence of this is all around. From Greta Thunberg and students leading the protests in Hong Kong to shunning or calling out established brands and individuals they believe have crossed a line.
Early research into workplace attitudes suggests that 70% of this group do not want a boss, but if they have to have one they want them to be more a coach or mentor than a traditional boss. Less than 25% are focused on salary or traditional career progression. Over over 90% do not intend to stay in the same job for longer than three years. This is going to be challenging enough when it comes to attracting and retaining the talent of the future. Throw in the fact that over 80% believe business is about more than just financial performance, over 70% believe organisations can have a positive impact on society, and a staggering 50% would consider taking a massive 15% pay cut to work for an organization that shares their own values. C
GENERATION DE&I
Make no mistake, this is big and it is going to fundamentally change the way organisations operate. Anyone who wants to hire the best talent or develop the next generation of products or engage with the next generation of consumers, is going to have to meet with their values and expectations. Not just commercial entities. This extends to all organisations and sectors including sport, leisure and government agencies.
For this generation DE&I in all aspects of life, especially in the workplace is an expectation not an aspiration and those organisations who don’t, won’t or can’t hit the bar are going to find themselves fighting a losing battle against those that do, will or can. Already coming up to the 50% mark, it is estimated that by 2025 this generation will account for 75% of the global workforce. We have five years to put things right. We need to start now by giving businesses the tools to be better. This is not a standard for HR or DEI specialists. This is a standard for organisation owners, leaders, decision-makers and influencers, that looks at strategy, policies, people and product and includes a simple to use set of tools that users can adapt to suit their organisation, their pace and their budget.
SETTING STANDARDS
We want the first version of this standard to be the very best, so we are issuing an open invitation to every organisation around the world to get involved with the public consultation process. There is no cost or fee to getting involved, and you can tell the world you are supporting the development of the world’s first PAS 1948:2020 Diversity, Equality and Inclusion in the Workplace – (Voluntary) Code of Practice.
If you like us you believe that everyone human being in the world has the right to expect dignity, respect and equality of opportunity in, and as a result of the workplace, please join us. History and experience have shown that if we want to drive long-term change it has to start with the workplace and from there everything else follows. To be a part of the PAS 1948:2020 Diversity, Equality and Inclusion in the Workplace – (Voluntary) Code of Practice sign-up for free here.
BIOGRAPHY
Christina Thakor-Rankin is Consultant & Co-Founder of All-In Diversity Project. Three years ago she and Co-Founder Kelly Kehn set up the not for profit All-In Diversity Project, an initiative focusing on promoting and supporting the business case for DE&I in the workplace. Their aim is to shift the paradigm on workplace equity, working with, and providing businesses/organizations with the tools to help manage change in a way that is sensitive, constructive and cost effective. Thakor-Rankin is a member of The Leaders Council of Great Britain and Northern Ireland.
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