In my previous blogs I introduced the challenge of growing class inequalities in the UK in 2022 and how some organisations are developing strategies to meet it. These strategies describe the key components that support this approach. This month I intend to focus on the need to drive a cultural change in the organisation supported by high performing and engaged Leaders.
Tackling inequality, whether it be in relation Race, Gender, Sexuality etc, requires energetic, enthusiastic, powerful visionaries prepared to move individuals to engage and then take action on the agenda. Class is no different. Individuals and organisation s must begin the work to shift the culture in an organisation by recognising the following:
- Acknowledge that this work will be challenging and will require a paradigm shift in all members of the organisation.
- Baseline where you think you are in terms of your understanding of the issue of class discrimination and social mobility.
When you have established the above and widely socialised the information to create a rich enough picture you should take the following steps:
- Appoint a senior Leader, highly respected and authentic, able to articulate the issues around class. This individual does not necessarily need to self-identify as coming from a working-class background, as we need to acknowledge that the organisation may have someone who fits that description and this work needs to begin at pace. However, it absolutely needs to be recognised that one of the aims of the strategy will be to establish a Leader from a low socio-
economic (SEB) background swiftly. - Ensure that all existing anti-discriminatory policies and procedures are reviewed and include activity to support those from a low SEB.
- Include discussion and action on socio-economic diversity at all senior management meetings, alongside those relation to other more established
diversity characteristics. If this doesn’t currently exist, make sure that it is mandated! - Take all opportunities to discuss socio-economic diversity at all levels of the organisation using established forms of internal communication. Use these to inform and build an understanding of the issues of class and the reason why engaging in this agenda will make the organisation more effective and efficient. Use creative ways of making sure that your messages get out and are engaging including webinars, bringing speakers in and recommending cultural.
- Allied to work on data (see previous blogs) set challenging and stretching targets to improve performance, ensure that Leaders are held accountable, and reporting is transparent and socialised throughout the organisation.
- Work with your supply chain and third party providers to ensure that they share your commitments to this agenda on various initiatives (ie . Outreach work). Where possible ensure that these form part of their contractual obligations which they can be measured against.
- Take every opportunity to establish a narrative which promotes an intersectionality narrative. More often than not the impacts of class on an individual will also impact on their Race, Gender, Disability etc. The Diversity and Inclusion agenda is not a competition – we all rise together!
Remember these activities are not exhaustive and as you work on your journey you and your people will identify others that build on these foundations. Build networks outside of your organisation, reach in and share where things are working and also importantly, where they haven’t. In this way organisations, people and communities grow.
Having established some thoughts on how you can build capability and knowledge within your organisation, I will look outwards to see how you can engage and support those working on this agenda within the community. My next blog will be on how you can build an effective Outreach approach.
Paul Downer
KA Associate.