Wireline Issue 45 - Summer 2019

Corporate diversity discourse often frames diversity as ‘individual or group differences’ rather than addressing the issues of structural inequality, like sexism and racism, that underpin the lack of representation. As a result, interventions such as those described above can have the unintended consequence of absolving employers from any discriminatory intent by not addressing existing structural barriers and attitudes that reinforce inequality. For those reasons, greater research is needed into ethnic and racial diversity within the industry. Grayson says that while there has been success in setting up affinity networks for women and for Black and Minority Ethnic (BAME) professionals, others have proven more difficult to establish. “One thing we are trying to set up in Spirit now is an LGBT network. I am finding it harder for people to come forward. There is a fear of being noticed or connected with something that is important, but people feel might not be doing them any favours.” Countering cynicism There are individuals who are critical of the increasing emphasis that the corporate world is placing on diversity. Some deny that there is a problem at all, while others feel excluded and, though incorrectly, discriminated against. This is an unfortunate but unsurprising obstacle that leaders and those working to address diversity and inclusivity issues in an organisation have to deal with. “One of the feelings that have been building around men is ‘What about me?’ Instead of leaving them out [of the work], what Spirit has done is try and engage with that group and bring them onboard, saying: ‘Here’s what you can do to help and be a part of this',” Grayson explains. ‘individual or group differences’ rather than addressing issues of structural inequality, like sexism and racism.” “Corporate diversity discourse often frames diversity as

In an industry characterised by an incredible lack of diversity, powerful measures are needed to alter the reality. One such way is for companies to embrace this unpopular measure of legally enforcing equal opportunity by, for example, targeting women for promotions and hiring black, Asian and minority ethnic (BAME) professionals. “It's not one solution fits all. You tackle the problem from school, university, graduates, and then within your organisation and working environment and then [by] bringing and retaining talent,” Grayson adds. Mentoring programmes Traditionally, mentoring programs exist to pair a junior employee with a more senior employee who can share their experiences and offer technical and career advice. Career progress can be hindered for individuals who do not have access to advisers that provide support and advocate for them, so many organisations choose to implement mentoring programmes to assist underrepresented employees. Research shows that such programmes are only moderately successful at increasing diversity at the leadership level. However, this does not take away from how valuable it can be for an individual to feel supported by having the option of mentoring available to them and working in an inclusive environment. In this study, the female participants expressed that formal mentoring in their first five years at an organisation was invaluable and many missed having a mentor after this period. Diversity training programmes Many organisations organise compulsory training programmes to their employees, including seminars and webinars, as part of their diversity and inclusivity efforts. These are devoted to enhancing cultural sensitivity and teaching employees about issues such as unconscious bias, protected characteristics and what behaviours fall into discrimination and harassment. The goal of these training programmes is to teach individuals about the types of diversity that exist and how to be more inclusive, in the hope that participants will change their attitudes and behaviour in response to the training, paving way for a more inclusive environment. Affinity groups and networking programmes These groups provide a means for employees to gain social support by joining up with fellow employees that they share a common interest with or a demographic trait. Companies introduce affinity groups on the premise that these networks can help employees combat feelings of isolation. Though they have very little impact on increasing the representation of minorities in management, they do serve an individual and personal benefit by providing a safe space, emotional support and encouragement. Groups are typically open to all employees and may organise informal gatherings for socialising or formal events related to professional development.

Image right: The BP North Sea BRG receiving the OGUK Diversity and Inclusiveness Award 2018.

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