Foreword from Larry Hirst CBE

About the Authors  

INTRODUCTION

• What is Diversity and Inclusion? 
• Why is it important?
• Who is the book for?
• Why us?
• Further thoughts

PART ONE: STARTING OUT

1.    WHAT IS ‘STARTING OUT’?

• Starting Out
• Introducing the STAR framework
• Getting to grips with D&I terminology

2.    ASSESSING YOUR CURRENT POSITION

• What information is available?
• Cultural and community norms
• Analysing your data

3.    CREATING THE CASE FOR CHANGE

• What has worked in the past within your organisation?
• What’s more important – the moral, the legal or the business case? 
• Creating the Burning Platform
• Do you know your SWOT from your PESTLE? 
• What’s In It For Me?
• Use data that is most relevant for your organisation!
• Challenging the Status Quo

4.    BUILDING A STRATEGIC PLAN

• Developing your vision
• Creating your strategic delivery plan
• Achieving short term wins

5.    YOUR ROLE AS A CHANGE AGENT

• What does an effective change agent look like?
• The skills and competencies required
• Building your skills

6.    WHO IS THERE TO HELP? WORKING WITH EXTERNAL PROVIDERS

• External Benchmarking
• Charters and Kitemarks
• Forums and external networks
• Thought Leadership and Research

PART TWO: TAKING THE LEAP

7.    BUILDING YOUR TEAM 

• Building a wider team
• Where’s the programme office?
• Winning supporters from the board to the shop floor

8.    COMMUNICATING THE CHANGE

• Creating your key messages
• Creating and delivering your plan
• Media channels
• Adapting and embedding into everyday messages

9.    BIAS AND UNCONSCIOUS BIAS TRAINING

• The Impact of bias
• What is Bias?
• Bias  and Unconsious Bias Training

10.  TALENT MANAGEMENT – Recruitment to Career Development

• Recruitment
• Pre-hire and your organisations brand
• Accessing the talent pool
• Effective assessment of your talent pool
• Performance management
• Progression and Promotion
• Training and Development

11. TALENT MANAGEMENT – Reward to Exit

• Reward - pay and benefits
• Leaving a company
• Alumni networks
• Pre-retirement programmes
• Non-Exec Director positions

12.NETWORKS

• What are networks and why build them?
• Creating a network and getting it off the ground
• Taking your local network regional and/or global
• Challenges and obstacles
• Measuring business impact and return on investment

PART THREE: ACHIEVING CHANGE

13. INCLUSIVE LEADERSHIP DEVELOPMENT 

• What do we mean by inclusive leadership?
• Minority specific leadership development programmes
• Cross cultural working
• Coaching, mentoring and sponsorship for specific communities

14. NEW WAYS OF WORKING

• What is New Ways of Working
• Why the Focus
• What is Flexible Working
• Workplace of the Future (WOFT)
• Challenges and solutions 
• Tips to achieving your vision

15. REMOVING BARRIERS AND OBSTACLES

• Why some D&I strategies fail  
• How to identify your barriers and obstacles
• Overcoming barriers and obstacles and reducing their impact

16.THINKING GLOBAL, ACTING LOCAL

• Glocal – think global, act local
• Creating a global ethos
• Translating a global aspiration to local delivery
• Empowering local employees to deliver their plan

PART FOUR: REAPING THE REWARDS

17.MEASURING IMPACT AND REALISING BENEFITS  

• Creating the right, trackable measures
• Individual measures
• Targets verses Quotas
• Converting impact measures to business benefits

18.EMBEDDING YOUR STRATEGY INTO THE CULTURE

• Building on the change and continuously improving
• Leveraging progress and successes across the organisation
• Awards – gaining external recognition
• Sponsorship – associating your brand with others

19.LEVERAGING D&I IN THE MARKET

• Supplier Diversity
• Marketing to a diverse consumer base
• Creating products and services for a diverse consumer base

20.LOOKING FORWARD

• Changing Demographics
• The need to connect with your mid level managers
• Small actions, Big impact
• Engaging Men/Allies as Agents for Change
• Multi generational working
• Moving away from a focus on single strands to a more sophisticated approach
• Building the pipeline
• Increase Transparency
• Heightened expectations from other stakeholders
• Structuring the D&I function

21. CONCLUSION

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