We need to empower our workforce to be able to effectively challenge equality, diversity and inclusion issues and drive transformative change in their own organisation. As such, Rohini Sharma Joshi, Trust Housing Association’s EDI manager, asks that organisations consider the following four principals:
- EDI is about people
We need to think about equality in a different way. [Your workforce] is fundamentally a people business and EDI is all about people – about treating them fairly and ensuring equality of opportunity, so these should be priorities for every organisation. We need to deliver a clear message that EDI affects us all as employees, employers, our customers and the communities we serve. That is why it must be embedded in all that we do.
- Cultural change needs strong leadership
Embedding EDI in any organisation requires cultural change. It requires strong leadership and buy-in from the head of the organisation and senior management to take a meaningful step forward. There are several ways to amplify this message and to develop greater understanding of EDI issues including [organisational wide EDI strategic objectives, EDI charter or an initiative similar to] the Charted Institute of Housing’s ’10 by 20’ challenge to meet 10 EDI objectives by 2020.
- Engage with other organisations to share best practice
There are often valuable opportunities to learn from a variety of organisations within [any] sector, who also share a passion and commitment to achieving leadership excellence in EDI. At Trust Housing Association, we share our experience as part of our role as founding members of the National Centre for Diversity’s new ‘national patrons’ network.
Trust was the first housing association in Scotland to achieve ‘investors in diversity’ status and, more recently, ‘leaders in diversity’ accreditation. This has enabled us to participate in a wider dialogue around issues that all kinds of organisations face in creating a diverse and inclusive working environment.
There are practical things the housing sector can do to address these issues. We have developed a training programme and we regularly discuss EDI issues in team meetings and with tenants, making it clear that discriminatory behaviour is not acceptable. We also publish case studies in our newsletters that underline the message that everyone is welcome and entitled to a safe and happy life.
- Make an action plan – not a wish list
A systematic approach to EDI does not show instant results but instead lays the foundations for change and develops well-informed and motivated staff who help build an inclusive organisation. If there is one thing [organisational] leaders must do to tackle EDI issues in [the next decade], it is to make sure that they are incorporated into a strategic action plan – not left languishing on a wish list.
JD
The Equality Blog 