Making Way for Diversity and Inclusion at a Consultancy Firm

/ Impact Story / Change, Employee
A prominent consultancy faced challenges in retaining a diverse talent pool within their organization. The company’s leadership was predominantly male (95%) with minimal female representation (5%) mainly confined to HR roles. The workforce also lacked diversity in terms of educational backgrounds, with 95% of employees graduating from the same programs or colleges. A small group of more diverse owners suspected a diversity problem, but the true extent of the issues was underestimated.

Leadership Composition

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Gender distribution across different leadership levels (executive, senior management, mid-level management, etc.).

Employee Satisfaction and Engagement

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Results of employee satisfaction surveys related to workplace culture, inclusion, and diversity.

Training and Development

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Participation rates in diversity and inclusion training programs.

  • Awareness

    A consultancy with a diverse group of owners were already aware that they had diversity issues within the organization. However, they lacked a comprehensive understanding of the depth and breadth of the problem. My findings, through diligent research and documentation, provided solid evidence confirming existing concerns and brought awareness to the entire leadership team.

  • Desire

    The next step involved assessing and fostering a desire to participate and support change. My detailed report shed light on discriminatory concerns, including sexual harassment, abuse of power, and favoritism. This data-driven approach helped create a strong desire among leaders to address the issues, realizing that failure to do so could lead to negative consequences for both employees and the company's reputation.

  • Knowledge

    I assisted in providing knowledge on how to change. I identified key impediments to change, some of which were deeply ingrained within the company's culture. By drafting comprehensive plans to manage the risks associated with resistance to change, I empowered leadership to make informed decisions on how to handle the challenges ahead.

  • Ability

    My involvement extended to building the ability to implement the desired skills and behaviors. I contributed to crafting a change plan, focusing on both releasing leaders who were major impediments to change and retraining those who were open to transformation. This step was essential in aligning leadership with the new direction and building a foundation for a more inclusive and diverse organization.

  • Reinforcement

    The final phase involved reinforcement to sustain the change. I played a crucial role in designing and implementing educational programs aimed at educating leaders at all tiers of the organization. By addressing deep-seated biases, fostering an inclusive mindset, and promoting diversity of thought, these programs provided a roadmap for long-term change. Continuous reinforcement ensured that the changes took root and became an integral part of the company's culture.

Outcome

The efforts driven by my change management strategy led to significant transformations within the consultancy. The company’s leadership composition evolved from 95% male and 5% female to a more balanced 70% male and 30% female. Moreover, the diversity of thought and backgrounds among contributing teams expanded, moving away from the previously homogenous educational backgrounds.

Conclusion

A structured change management approach, using the ADKAR model, can drive even a consultancy towards a more inclusive and diverse organizational culture. By addressing awareness, desire, knowledge, ability, and reinforcement, I were able to not only bring the issues to light but also implement sustainable changes that transformed the consultancy’s leadership and overall workforce composition. 

My efforts contributed not only to a more diverse organization but also to a healthier, more supportive work environment for all employees.

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