From Tech to D&I Transformation

Joanne Lockwood

Tags: Unconscious Bias, workplace culture, diversity and inclusion, emotional why, employee retention, privilege dynamics, equity in society, inclusive growth, corporate environment, employee value proposition

From Tech Careers to Diversity Champions

Toby Mildon explores the transformative journey from technology to diversity and inclusion, underscoring the importance of understanding emotional motivations, challenging biases, and fostering a truly inclusive workplace culture through practical an

In this episode of The Inclusion Bites Podcast, Joanne Lockwood is joined by Toby Mildon to explore the journey from technology to diversity and inclusion (D&I) transformation. Together, they discuss the pivotal events that are often necessary to raise awareness and inspire action on health, diversity, and inclusion issues. The conversation emphasises the emotional "why" behind actions and the challenge of effectively articulating these motivations to drive genuine change within organisations.

Toby Mildon is a workplace inclusion specialist dedicated to demystifying equality, diversity, and inclusion (EDI) and making it practical for businesses to implement. With a rich background in technology, Toby transitioned to focus on D&I after recognising the workplace's pressing need for inclusivity. His personal experiences as someone with a physical disability have deepened his understanding of the impact of assumptions and biases on individuals. Toby is also an author and content creator, sharing his insights on inclusive growth via his books, podcast, and LinkedIn content.

During their discussion, Joanne and Toby highlight the struggle of tracking and realising ROI in D&I efforts, the importance of commercial skills in HR, and the need for businesses to prioritise retention through a positive work culture. They delve into the layers of the employee value proposition (EVP) and employer brand, drawing connections to Hertzberg's 2-Factor Theory and Maslow's hierarchy. The conversation also touches on the adverse effects of political rhetoric on society and emphasises the need for a workplace culture that values safety and inclusion.

The episode brings to light the myth of meritocracy, the importance of recognising privilege, and the necessity for allies within privileged groups to tackle systemic biases like sexism and racism. Additionally, Toby and Joanne discuss the evolving nature of work, particularly in the context of creativity, innovation, and values alignment amongst younger generations. They underscore the need for contemporary and inclusive communication styles in organisations, including the royal family.

A key takeaway from this episode is the critical role of understanding and voicing the emotional "why" behind D&I efforts to foster a culture of inclusion and safety. Listeners will learn about the nuanced challenges of achieving true equity in the workplace, understanding privilege, and the transformative power of inclusive leadership. This episode provides invaluable insights for anyone looking to create a more inclusive environment, both in society and at work. Whether you're a business leader, HR professional, or an advocate for change, this conversation is not to be missed.

Published: 17.10.2024

Recorded: 11.07.2024 Episode Length

Duration: 0:53:57

Shownotes:

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Clips and Quotes

The Role of EDI in Leadership: “They said that we take a lot of the anxiety and the fear out of talking about EDI, which we see a lot with senior leaders and businesses. They’re worried about saying the wrong thing, causing offence, causing embarrassment.”
— Toby Mildon [00:02:52 → 00:03:01]

Gender Imbalance in Tech at the BBC: “I quickly learned that diversity was much bigger than women in engineering, that there are many other aspects to diversity that needed addressing in the corporation.”
— Toby Mildon [00:04:42 → 00:04:50]

The Diversity Iceberg: “You can see 10% of the iceberg poking above the waterline and these are all visible characteristics. But 90% of the iceberg is hidden beneath the waterline, and these are our kind of invisible, non apparent characteristics, and often they’re not the traditional types of diversity that we might think about.”
— Toby Mildon [00:09:08 → 00:09:23]

Unconscious Bias and Disability Representation: “When I worked for the BBC, we we did some research, and we found out that disabled people were more likely to be portrayed as villains, victims, and heroes than non disabled people.”
— Toby Mildon [00:13:04 → 00:13:16]

Creating More Equity in Society: “It’s about seeing the individual, understanding what disadvantages they do have, and trying to close the gap so that we do create that equality.”
— Toby Mildon [00:16:15 → 00:16:24]

Culture of Meritocracy: “A lot of organisations say, well, we have a culture of meritocracy. That kind kind of comment usually comes from the in group or the majority group who do believe that there is meritocracy because their experience is that there’s fairness, that there’s equality, that the best person gets the job.”
— Toby Mildon [00:17:34 → 00:17:53]

The Privilege of Being Born in the UK: “The NHS has saved my life for more than 1 occasion, and the health care that I’ve received from the NHS has enabled me to go off to university and get good jobs and things like that.”
— Toby Mildon [00:19:15 → 00:19:25]

Leadership and Inclusivity: “That’s really interesting, but but who am I as a straight bloke to be talking about LGBT matters in the in the organization?”
— Toby Mildon [00:23:38 → 00:23:46]

Understanding Your “Why”: “You have to understand what your why is for your business and then communicate that throughout the business.”
— Toby Mildon [00:31:20 → 00:31:28]

The Struggles of Trans Women: “She kind of talks about the first time that she steps outside her front door and walks down her street, she felt unsafe as a trans woman.”
— Toby Mildon [00:44:50 → 00:46:18]

Definition of Terms Used

Employee Value Proposition (EVP)

Definition: The employee value proposition (EVP) is the unique set of benefits, values, and offerings that an organisation provides to its employees in exchange for their skills, capabilities, and performance.
Relevance: A strong EVP helps attract and retain top talent, improves employee engagement, and enhances the overall employer brand.
Examples: Competitive salaries, career development opportunities, a positive work culture, health benefits, and flexible working conditions.
Related Terms: Employer Brand, Talent Management, Retention Strategies, Workforce Engagement
Common Misconceptions: Some believe an EVP is only about financial compensation, but it encompasses a broader range of factors including job satisfaction, work-life balance, and organisational culture.

Diversity Iceberg

Definition: The diversity iceberg metaphor highlights that visible characteristics such as race and gender only represent a small portion (about 10%) of one’s identity, while the majority (90%) are invisible traits like beliefs, experiences, and cognitive styles.
Relevance: Understanding the diversity iceberg helps organisations recognise and value the deeper, less visible aspects of diversity, leading to a more inclusive environment.
Examples: Introversion or extroversion, being left-handed, personal hobbies or interests, and cognitive diversity.
Related Terms: Invisible Diversity, Cognitive Diversity, Cultural Competence, Identity Dimensions
Common Misconceptions: Some may think diversity is only skin-deep or limited to visible traits, neglecting the rich variety of invisible differences that contribute to a person’s identity.

Hertzberg’s 2 Factor Theory

Definition: A theory of motivation proposed by Frederick Hertzberg that distinguishes between hygiene factors, which can cause dissatisfaction, and motivational factors, which can encourage satisfaction and engagement.
Relevance: Applying this theory in the workplace helps managers identify and address factors that affect employee satisfaction and motivation, fostering a more productive workforce.
Examples: Hygiene factors include salary, company policies, and working conditions. Motivators include recognition, responsibility, and personal growth.
Related Terms: Motivation Theory, Job Satisfaction, Workplace Engagement, Employee Retention
Common Misconceptions: It is often misunderstood that hygiene factors alone can motivate employees, but in reality, they only prevent dissatisfaction while true motivation comes from within motivators.

Maslow’s Hierarchy

Definition: A psychological theory proposed by Abraham Maslow, which posits that human needs are arranged in a hierarchy, with basic needs like food and safety at the bottom, and self-actualisation at the top.
Relevance: This framework helps organisations understand and address their employees’ needs systematically, promoting well-being and optimal performance.
Examples: Providing competitive pay (basic needs), a safe working environment (safety needs), and opportunities for professional development (self-actualisation).
Related Terms: Hierarchy of Needs, Human Motivation, Psychological Needs, Self-Actualisation
Common Misconceptions: Some believe individuals must completely satisfy each level before moving to the next, but in reality, people can have overlapping needs in different stages.

Employee Retention

Definition: The strategies and practices an organisation employs to retain its employees and reduce turnover rates.
Relevance: High retention rates indicate a positive work environment and can lead to greater business stability, reduced recruiting costs, and a more experienced workforce.
Examples: Offering competitive salaries, career growth opportunities, recognition programs, and fostering a positive culture.
Related Terms: Staff Retention, Turnover Rate, Talent Management, Workforce Stability
Common Misconceptions: Some may think retention is solely about financial incentives, but it also heavily relies on creating an engaging and supportive work culture.