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Igniting the case for diversity and inclusion

Igniting the case for diversity and inclusion

In partnership with our client, we adopted a three-step approach to create and ignite the case for change towards a more inclusive culture.  Firstly, we engaged and developed a coalition of change advocates to build confidence and capability.  We then equipped the organisation with inclusive leadership best practices that would inform and influence a shift in mindset and behaviours towards greater inclusion.

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The situation

The business had faced two challenging years including change of ownership, restructuring, increased competition and a lack of diverse candidates in a highly competitive labour market.  Although committed to achieving greater diversity and gender balance in the business, the senior leadership team was distracted by more immediate business pressure.  This created the perception that they lacked commitment to greater diversity and inclusion and they were losing ground to competitors who were ramping up their D&I initiatives and market communications.

The challenge

In 2016 a D&I steering committee was formed in one of the primary business divisions.  Although the committee had a passion for the topic, a number of key leadership and business changes meant they had lost momentum and very few changes has taken root.

Then in 2019 GKN Aerospace launched an organisation-wide ‘Great Place to Work’ initiative rolling out key values which demonstrated the importance of a diverse and inclusive culture.  In parallel, our client launched a new in-depth leadership development programme so both initiatives created a unique opportunity to reignite the strategy and leadership on D&I.

With so much change underway, it was crucial to ensure that the relevance of D&I did not get lost or diluted.  Our focus was to explore new and different ways to integrate D&I into the ‘day job’ of managers and leaders and create the mindset and behavioural shifts that would ensure sustainable change across the business.

The solution

Working with the divisional D&I steering committee and senior leadership team (SLT) to form an empowered D&I steering committee with an integrated and targeted D&I execution plan for 2020.

The results

  • Sparked a momentum for change within GKN Aerospace, that gave potential advocates the voice, platform and community to effect incremental changes in the organisation.

  • Formed the D&I steering committee: both the core board and wider advocate network.

  • Established the three-pillar strategy for increasing D&I.

  • Initiated key strategies across all three pillars from new communication and awareness campaigns, to engaging the full HR recruitment partners and suppliers on creating unbiased, representative recruitment.

  • Formed strong active sponsorship of D&I within senior leadership teams.

  • Delivered a collaborative plan in partnership with the business, piloting key initiatives at strategic sites and building the internal business case for change through measurement of the pilot’s impact.

Our client stories

For GKN Aerospace to be a world leader we need to be a company where everyone feels included, where everyone, whatever their age, gender, background or status, feels they are valued and have the opportunity to be the best they can be.  To succeed we need to build high performing teams, to reach out and welcome the widest possible audience, to attract, retain and grow the best talent globally across our business.  Taking positive action on diversity and inclusion is hugely important in helping make us truly World Class.  Working with WDI has really accelerated our ability to live our vision, through their expertise and support, we have taken significant steps forward on our inclusion journey.

Gavin Wesson, CEO, Special Products Group, GKN Aerospace

When we started our journey, we knew that diversity and inclusion was important, and we knew there was lots of research about why it is beneficial to an organisation.  We just didn’t know how to go about tackling it!  So, we launched a steering committee by opening it up and asking our employees to get involved.  We quickly identified the need to bring some external facilitators in, with expertise in this area.  Alison and Clare at WDI did an amazing job of leading us in the right direction.  They are fantastic at partnering with a business, and providing the right level of challenge and focus, which helped us to get a tangible action plan in place, and bring us together as a committee.  Cultural change doesn’t just happen overnight, and we recognise this is just the start our journey.  With the help of WDI we have created a strong, committed and sustainable committee with a real plan to make us successful in our vision of being a Great Place to Work.

Estelle Maitland, Head of HR, Special Products Group, GKN Aerospace

Specialism

  • Energetic change
  • Balanced leadership
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