Being personally involved in, and contributing to, D&I projects and events
Putting my name to a public statement of the organisation’s commitment to D&I and of its D&I objectives, strategy and policies
Acting as an ally to, and champion for, colleagues from under-represented groups
Acting as, or appointing, a D&I champion at board/partnership level
Including D&I as a standing agenda item at board/partnership meetings
Encouraging my senior colleagues to do as I do to provide visible and proactive leadership on D&I issues
Building a culture in which the whole of my organisation is involved in the quest for D&I
Recognising D&I-related achievements in performance evaluation and professional development systems
Encouraging all staff, through those systems and targets, to:
seek out and value diversity in their teams
champion under-represented groups, in particular when allocating work within teams
Introducing a zero-tolerance policy on discrimination and harassment
Encouraging all staff, at all levels, to bring their whole selves to work and speak openly about their identities
Leading by example in sharing my own identity and experiences
Setting up informal mentoring or buddy schemes so that all staff have a trusted friend to speak with one-to-one, separate to their line manager, if they wish
Introducing a reverse mentoring scheme for senior staff to learn from more junior professionals and professionals in under-represented groups; participating in that scheme myself
Providing allyship, privilege awareness and/or unconscious bias training for staff at all levels, including board/partnership level
Involving my organisation in some form of outreach scheme to improve access to the IP professions (eg a work experience, internship, sponsored placement or similar scheme), working where appropriate with outreach charities and community interest groups
Encouraging staff in all roles and at all levels to get involved, and leading by example with my own involvement
Establishing fair, diversity-enhancing recruitment and promotion procedures throughout my organisation
Regularly reviewing the procedures with HR colleagues to evaluate their impact on D&I levels in the organisation and if necessary improve them
Involving HR personnel in board/partnership level decision making on D&I-impacting issues
Encouraging involvement of board/partnership level colleagues in HR communications, conversations and projects
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