Kathryn Eldridge's IP Inclusive Leaders’ Pledge

Kathryn Eldridge's IP Inclusive Leaders’ Pledge

I commit to:

1. Providing visible and proactive leadership to improve D&I in my organisation, by:

  • Being personally involved in, and contributing to, D&I projects and events

  • Publicising my commitment in regular corporate communications, both internally and externally

  • Providing D&I-related content for those communications

  • Having the courage to speak out about difficult D&I issues and share my own experiences

  • 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
     

2. Taking D&I seriously at the highest level, by:

  • 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
     

3. Embedding and valuing D&I throughout the organisational culture, by:

  • Building a culture in which the whole of my organisation is involved in the quest for D&I

  • Including D&I-related topics on the agendas of internal events such as for new starter induction, would-be partner training and staff awaydays
     

4. Building trust and safe spaces throughout the organisation, by:

  • Attending some of our internal D&I forum’s meetings

  • 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
     

5. Educating myself and my colleagues about D&I issues, by:

  • 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
     

6. Sharing my privileges, by:

  • Where feasible, adopting the IP Inclusive guidelines on recruiting for social mobility and on improving social mobility and access to the IP professions

  • Ensuring that staff in the organisation are aware of, and ideally involved with, IP Inclusive’s Careers in Ideas outreach initiative
     

7. Insisting on equity, by:

  • Establishing fair, diversity-enhancing recruitment and promotion procedures throughout my organisation

  • Where feasible, adopting the initiatives suggested in IP Inclusive’s “Practical steps to improve BAME representation” publication
     

8. Working closely with HR and management colleagues to achieve this, by:

  • Giving HR personnel the mandate to effect D&I-related changes in the organisation, and providing visible and proactive support for their work

  • Encouraging involvement of board/partnership level colleagues in HR communications, conversations and projects

     

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