fear that under the guise of diversity some supervisors might bring on board unqualified employees . Angela hesitantly pointed out : “ There will be a need to factor diversity into internal promotion decisions . But candidates must ab initio be qualified for available vacancies . For instance , at senior management level there is a need to consider the two thirds gender rule .” Daudi wanted to oppose the principle on the ground that even parliament has not complied with it . But he kept quiet remembering that promotions in some institutions are shrouded in untold secrecy .
Managerial Role
I said : “ Despite D & I initiatives , companies need to retain hard working staff members . Otherwise , promising employees will migrate to competitors .” D & I programmes can be destabilized when managers fail to deliberately engage available highly skilled employees in challenging assignments .
Managers who are not keen on supporting direct reports to upgrade their skills are a stumbling block to organizational productivity . For emphasis , Angela said : “ In the interest of supporting employees to pursue their career goals , companies should regularly table the mix of staff who attend both scheduled and open training programmes .” Daudi and I supported the proposal amid worries that it could be easier said than done .
Unconscious Biases
On inclusion of all employees into an organization ’ s affairs , I said : “ It is normal human behavior for people to hold biases and assumptions that affect their decisions on including employees in various company activities . Managers are expected to beware of their blind spots and use them as a springboard for changing their behavior to those they unconsciously discriminate against .”
D & I is a change process that requires creating awareness at all levels of staff members , beginning with managers . Or else , involving employees could appear on paper and not occur in offices and shop floors .
Execution
Back to the basics , Daudi quipped : “ At the initial stages , departmental managers should appoint D & I champions to ensure that all employees participate in common company activities . For instance , all employees can be encouraged to participate in CSR activities .” Once the wave of treating all employees in the same manner gathers momentum , D & I would eventually be institutionalized for posterity .
Inclusive Culture
To recap her contribution to the subject , Angela said : “ HR should develop and monitor implementation of D & I policies . Thus , D & I will transit beyond employee representation to employee involvement in all organizational matters .”
In closing the D & I agenda , I remarked : “ The only way forward on this important issue is for managers to walk the talk on a daily basis . Creating an inclusive culture will make the entire workforce feel appreciated and supported regardless of who they are and what job they do in the organization .”
As we hurried to board the return SGR to Nairobi , I overheard Daudi saying : “ The passion on D & I mantra should begin with CEOs . If not , it will fade away like morning mist does when the sun shines .”
Samson Osero is an Independent Human Resource Development Consultant and Author of the book ‘ Transition Into Retirement ’. You can commune with him on this or related matters via email at : Samsonosero @ gmail . com .
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