D&I Learning & Development

We have developed and implemented learning and development solutions to meet the needs of many different groups in our client companies, including:
  • Top leadership teams and senior executives
  • Leaders and managers at all levels
  • HR professionals
  • Leaders and members of employee networks/affinity groups
  • Members of under-represented groups
  • All employees

Programmes can provide learning at all stages, from building awareness of the fundamentals, to building ‘best in class’ knowledge and skills. Rather than provide off-the-shelf programmes, we will always work with you to design and help deliver solutions which are geared to your particular needs, opportunities and organisational culture.

Examples of our work have included:

D&I Foundation Programme

  • Definitions, Models and Core D&I Concepts
  • Understanding the internal and external business case
  • Understanding common ‘myths and misperceptions’ which can get in the way
  • D&I as a ‘culture change’ process (at individual, team and organisational levels)
  • Inclusion and unintended exclusion

Understanding and Managing Unconscious Bias

  • Terminology and core concepts
  • Understanding how and why bias occurs i.e. the drivers and the mechanisms.
  • Implications for working with and managing others
  • Eroding and managing bias
  • Bias and talent management

Understanding Gender Culture and Behaviours

  • Introduce the concept of ‘gender culture’ and its implications for men and women at work
  • Explore this through the experiences and perspectives of participants and via external (global) research
  • Review the issues and implications this has for day to day inclusion, and in terms of talent development.
  • Action planning for individuals, teams and organisations

Working in a Cross-Cultural World

  • Scene-setting e.g. what is the organisation’s current global footprint? What is the current and/or future mix in terms of geographies and cultures?
  • Explore a framework for thinking about ‘national culture’, based on:
  • The ‘iceberg’ model
  • Reference to the work of leading ‘cultural dimensions’ experts, such as Hofstede
  • Focus on the practical implications of this for people working in diverse cross-cultural teams, and the special challenges for those in leadership or managerial roles.
  • Practical steps/case studies/action plans

Successful Career Management for People in Under-represented Groups

  • What are the particular challenges faced by people in this group? What are the similarities and differences compared with others who are in the minority in terms of the organisation’s leadership demographic?
  • What do individuals need to be aware of and what can they (with support) do differently?
  • Personal career strategies and practical skill-building
  • What steps can managers of these individuals take to provide support
  • What might mentors and coaches need to be aware of in how they work with people from under-represented groups

Building an Inclusive Culture

  • Core concept: what does ‘active inclusion’ look like?
  • How does unintended exclusion occur? The concept of ‘micro-inequities’
  • The implications of ‘micro-inequities’ for individuals and the organisation
  • Day to day practical steps for leaders, colleagues and individual employees
  • Action planning
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