Diversity, Equality & Inclusion

Rachel Power, D&I Senior Manager at PwC Ireland, outlines how a robust diversity and inclusion strategy can help organisations cultivate a sense of calm and control amid the uncertainty. With over 60 nationalities and a 3,000 strong intergenerational workforce, PwC has long focused on diversity and inclusion. It undoubtedly features on the agenda of many organisations as employees, customers, and investors increasingly demand that the organisations they do business with model the values of equity and inclusion. Benefits are being seen, now more than ever, in terms of higher employee engagement, increased productivity, better problem solving, innovation, creativity, reputation and competitive advantage. The list goes on. COVID-19 has challenged us all to be more inclusive, even though most office-based employees will operate from a home office for the foreseeable future. While this makes inclusion challenging in one sense, it has also accelerated the need for organisations to think differently about diversity and inclusion, forcing us all to find new ways to connect. The core elements of PwC’s people strategy remain the same around inclusion, wellness and flexibility, although our delivery vehicles may differ. In fact, our longstanding diversity and inclusion values have helped us navigate this crisis. And we are not alone. COVID-19 and the overwhelming global response to Black Lives Matter earlier this year have certainly elevated the need for organisations to do better. In a recent PwC Global Survey across 40 countries with over 3,000 responses, we found that organisations are investing at unprecedented rates in diversity and inclusion programmes with 76% now citing it is a value or priority. More important than ever Several things already high on PwC Ireland’s strategic agenda have helped us transition relatively seamlessly to the remote working world, where building on our culture of inclusion and belonging is vital. Our focus for diversity and inclusion before COVID-19 was on three areas, and they will persist into the future: Nurturing an environment of inclusion and belonging; Living our values, putting wellness and flexibility at the core; and Leveraging tools and training for the future. We set these objectives before the pandemic, but they remain relevant. Why? Transforming workforces and the way we work requires diverse, talented people from different backgrounds; people who have different experiences and who bring innovation, creativity and fresh perspectives. But having these people is only half the battle, it is inclusion and giving our people a voice and a sense of belonging that brings the true benefits to the fore. Connection and belonging are areas of focus right now, not least because we know that a sense of belonging can reduce stress levels. When we feel that we have support and are not alone, we often cope more effectively with difficult times in our lives – something we want to support our people with as we navigate these uncertain times. While many worked flexibly before the crisis, the approach to flexibility has been taken to a new level. It’s all about balance and finding ways to make it work. Again, this comes back to having inclusive and values-based leaders, who ensure that the right conversations are had to find ways to make it work for everyone. There is undoubtedly more to do, and the end to this pandemic is far from sight. But values, strategic direction and technology will guide us through the uncertainty and continue to strengthen diversity and inclusion in organisations throughout the world.

In March, organisations had to act quickly to create a remote working culture in response to the COVID-19 crisis. Now, they need to consider what the next phase of work will look like, and how and where work will be done into the future. Kevin Empey explains. COVID-19 has prompted a lot of discussion about the next phase of work and working life. For many, the pandemic has provided an unwelcome but informative and possibly pivotal experiment in how and where we work. It has also accelerated trends and practices in world of work that were already happening, bringing them firmly into the mainstream. Most agree that we will not return to pre-COVID ways of working, nor will we see continue with this pandemic model of work we have experienced in recent months. The next phase of working life will be some form of a blended approach that historically carries a variety of labels such as remote working, flexible working and smart working. Whatever label we choose for it, employers (and employees) now have an opportunity to create a broader working culture – beyond the provision of ad-hoc flexible, technology-enabled, remote working practices which, on their own, may miss a much bigger message and opportunity. Levels of flexible working There is a clear spectrum of strategies or ‘levels’ that employers have taken in relation to flexible working. While health and well-being concerns are clearly dictating short-term return-to-work approaches, these different levels of flexible working are now informing more deliberate, ambitious and strategic workforce options that employers are considering for the longer-term. The choice of strategy comes down to whatever best suits the future business model, culture, and talent strategy for each organisation. The choice of approach should also complement other transformation objectives and not just be a stand-alone, isolated initiative.   Tactical levels – focused mainly on employees only Level 0 – Little or no flexible working offered or actively promoted. Level 1 – No formal guidelines but some ad-hoc, isolated and unstructured practices have evolved over time and are allowed. Mainly based on informal agreements and accommodating some work-life balance arrangements. Level 2 – Formal guidelines do exist but limited based on certain clear parameters e.g. Fridays optional for remote working or 80% expected in the office etc. Specific arrangements that are role specific and not universal across all job types. Strategic levels – focused jointly on the business and the employee Level 3 – Formal guidelines and principles exists as part of a wider workforce strategy. More freedom and discretion allowed at local business, team, and individual level. Parameters exist based on business and customer needs, but they are kept to a minimum. Remote working seen as part of a deliberate and wider agile working culture and integrated with other programmes and people priorities, e.g. diversity and inclusion, talent and skills strategy, recruitment etc.  Level 4 – Maximum level of freedom and choice provided. Clear business rationale (e.g. talent, efficiency, dispersed workforce, property benefits etc.) for optimal remote working offering and formally expressed as part of the organisation strategy.  Working remotely accepted as the normal practice with variances based on business need to be in the office for certain activities. These COVID times are presenting a once-in-a-generation opportunity to ‘reset’ a vision for how work will be designed in the future. This will help not only to increase organisational agility and future-fitness, but it will also distinguish employers in the battle for top talent who will be watching your next move with huge interest. Talent that will have higher expectations regarding how and where they work than they have ever had before. Kevin Empey is the Managing Director of WorkMatters Consulting.

Building a culture of inclusion and belonging is now more important than ever. Rachel Power shares her insights from PwC’s experience thus far. Not that long ago, we were all clear on our plans. Our strategies were set, with events and meetings scheduled in the diversity and inclusion calendar for the year ahead. All the behaviours and operating norms we took for granted changed in what seemed like the flick of a switch. COVID-19 has led to new terms in the diversity and inclusion (D&I) world, which we would not have understood just a few months ago. The main one at the heart of PwC’s strategy is ‘inclusive distancing’ – how can we all be more inclusive while maintaining a distance that is outside the norm. Another element that is core to our current D&I work is just how little has changed. While our medium may differ, the core elements of our strategy remain the same around inclusion, wellness and flexibility and focusing on tools and training for the future. Our long-standing D&I values have helped us navigate through this crisis, and this was supported in no small part by our investment in technology.  More important than ever Several items already high on our strategic agenda have helped us navigate and transition relatively seamlessly into this new remote working world, in which building on our culture of inclusion and belonging is more important than ever. Our D&I focus was on three areas before the arrival of COVID-19, and all three ring true during this time: Nurturing an environment of inclusion and belonging; Living our values, putting wellness and flexibility at the core; and Leveraging tools and training for the future. We set these objectives before the pandemic, but they are still as relevant now as ever. Transforming our workforce and the way we work requires us to have diverse, talented people from different backgrounds; people who have different experiences and who bring innovation, creativity, and fresh perspectives. No one size fits all This new era of working remotely – or smart working, as we call it – brings challenges that can present in different ways for our diverse team. We are all different, with distinct personal circumstances, and deal with problems in unique ways. Some people are balancing work and caring for their family; others may be away from their family and friends. Some have family on the front line, relatives who have been sick, or family members who may not be well. A one-size approach certainly does not fit all. While many of us worked flexibly before the crisis, our approach to flexibility has been taken to a new level. Arrangements that worked in the past are in many cases no longer viable, as many of our people now balance many things including work. The new world of flexible working may, therefore, involve doing some work very early and then taking a couple of hours during the day for caring responsibilities or exercise, before returning to work later. It is all about balance and finding ways to make it work. Again, this comes back to having inclusive and values-based leaders and ensuring that the right conversations happen so that the solutions work for everyone. Focus on wellbeing Focusing on the wellbeing of our people, particularly to support those struggling with a diverse range of circumstances, has been at the top of our priority list at PwC. Through our Be Well, Work Well programme, we provide a variety of supports including one-to-one psychologist sessions, parenting, nutrition and fitness classes, and we continue to host regular wellbeing seminars. Communicating regularly with our people, and in different ways, has been vital. From transforming our intranet into a ‘smart hub for smart working’ to regular emails, leadership briefings and FAQs, we continue to foster a culture of inclusion. There is undoubtedly more to do as the end to this pandemic is far from sight. However, our values, strategic direction, and technology will help steer us through this and ultimately strengthen D&I throughout our firm and beyond. Rachel Power is Diversity & Inclusion Senior Manager at PwC Ireland.