How to be an inclusive leader (without virtue signalling)

Organisations of all sectors and sizes trumpet how seriously they take equality, diversity and inclusion (EDI). But are their claims genuine or just for show?

Despite its acknowledged importance, many organisations still appear to be taking a superficial or “tick box” approach to EDI, according to Walking the Walk? Managers, inclusivity and organisational success, a new research report from CMI.

The research captured the views of more than 500 HR decision-makers and more than 1,000 employees without management responsibilities – and the results highlight a large gap between what HR leaders think is working and what employees are saying on EDI.

• “Inclusion is about everyone, not just marginalised groups”: inclusion expert Tanya McCalmon CMgr MCMI

To give one striking example: 78% of HR leaders say senior management identifies and deals with inappropriate behaviour in a timely manner, compared with just 57% of employees. And in response to the statement “managers in my organisation are confident calling out microaggressions or offensive language by team members”, just 52% of employees agree (vs 74% of HR decision-makers).