By Sherif Attar
In a world of ever-changing ambiguity and uncertainty, executives have to face two challenges: excellent performance and people development. Where many managers think those endeavours are “competing”, this author believes they are “completing”. GET DOWN TO BUSINESS argues.
Or… do you have one?
Whether we like it or not, research highlights that we tend to favour those who are like us, and many of us fall into the trap of unconscious biases. This extends to all aspects of life, and the workplace is no exception.
Whilst there is growing recognition of the social and systematic issues that have driven the demand for compliance training around fair and equal practices in the workplace, studies such as one from Harvard Business School suggest that completion of this training does not often result in noticeable positive changes in workplace cultures.
Biases can display in many workplace practices, from hiring to general communication. Whilst there are of course people who may knowingly exhibit prejudice, for most people it is unconscious, and thus it is important that it is brought to everybody’s attention and challenged in a way that makes the workplace a safe and inclusive place for all.
When we think of compliance training, we think of Health and Safety, Bribery and Information Security. However, it is crucial to recognise the importance of compliance training in Diversity, Anti-harassment and Discrimination.
Unfortunately, many employers and employees treat it as a tick box that all employees have completed. When it comes to diversity, a simple completion of the training is not enough to see an impact on workplace culture.
For this type of training to be effective, employers must ensure more than mere completion, and guarantee that the information provided has been truly engaged with and understood.
Here are three elements that employers can look for to ensure it has a real impact.
1. Emphasise its significance. Business leaders must lead by example and make it clear that behavioural standards are important for every person in the organisation to adhere to, at all times.
Oftentimes, discriminatory behaviours may go unnoticed or unchecked, even if there is no malicious intent involved. When employees embark on compliance training, they are likely to walk away with the ability to recognise their own behaviours.
A culture where everyone is striving to build a fairer environment is better for everyone, and can boost productivity, job satisfaction and employee retention.
Even if you are outsourcing your materials for compliance training, the importance of the event itself can be emphasised, and a commitment to making it count long term.
2. Make it simple. Whether you are building your own materials or outsourcing them, look for courses that are not too heavy on the details of the compliance law, but rather emphasise the core values, and the skills needed to recognise discriminatory behaviours. For most people, as soon as the issues are identified and understood, they will make an active effort to change behaviours.
Use this training as an opportunity to encourage conversations and establish key elements of being inclusive. Seek to educate employees, especially those who may have never experienced discrimination, on how certain behaviours can be damaging. Establish steps to build a healthier environment and simply and concisely explain what is expected of every individual.
Remember that concise information is easier to consume!
3. Ensure its sustainability. One of the key flaws of compliance training is how it often gets treated as a course that needs to be completed, but otherwise isn’t thought about.
Diversity and inclusion is never a one-and-done session but a long-term commitment to challenging practices and ensuring and maintaining a healthy and fair workplace environment for all.
Compliance training only works if the things learned and discussed in training are implemented every day on every level. Establish communication channels that allow the conversation to keep going and implement and adapt practices regularly.
Ultimately, diversity and equality training must be treated as a long-term commitment. Practices need to be made clear, and their importance must be highlighted and reiterated by business leaders in order to motivate cultural change.
Adapted from Trainer Bubble
For questions or suggestions, please send your comments.
Sherif Attar, an independent management consultant/trainer and organisation development authority, delivers seminars in the US, Europe, Middle East and the Far East.
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