In the modern business landscape, it is considered both a moral and strategic obligation on the part of any business/organisational setup to fuel growth, foster innovation, and ensure long-term sustainability. In the contemporary business environment, effective leaders appreciate the fact that it requires different perspectives, backgrounds, and experiences to drive organizational success as well as employee satisfaction. They develop such a culture to a level where their juniors are valued and respected, with every one of them given a chance to express their views. The other major role for diverse and inclusive leaders is ensuring that decisions made are fair and just in all dimensions. In other words, one of the major roles that diverse and inclusive leaders play is in bringing out the fact that in the making of decisions, team members are made aware that there exist opportunities for growth and promotion opportunities regardless of gender, race, ethnic background, or sexual orientation, among others. The Military Leadership Diversity Commission (n.d.) further describes diverse and inclusive leaders as those who actively seek and listen to the different viewpoints of the team members actively to foster an environment of mutual respect and collaboration. Secondly, such openly and diversely led organisations actively drive inclusion, and hence, diversity within their teams, as well as across the entire organisation, through supportive policies and practice aimed at promoting diversity and inclusion at every level. And that heavily influences how much the employee will trust, be loyal to, and committed to the organization, and in the end will influence the outcome of the organization. This report aims to analyse the main issues that are associated with diversity and inclusivity, design a plan for changing and creating conditions for adopting diverse leadership, and describe how the program will be implemented in Ernst & Young Company.
Main Issues Associated with Diversity and Inclusivity
One of the issues associated with diversity and inclusivity involves discriminatory practices within organisations like the Ernst & Young Company. Discriminatory practices are being motivated by prejudices and stereotypes about race, gender, age, ethnicity, sexual orientation, disability, and religion, which directly impacts employees and also contributes to the erosion of the organizational culture and performance (Roscigno 2019). Along with discriminatory practices, organisations also experience toxic work environments where the employees staff feel less important and unable to utilise their talents or skills which cause some issues like lowered morale, productivity, and retention of workers. Furthermore, discrimination damages organisation image, and the message to business partners and prospects is about the company’s unwillingness to endorse diversity and inclusivity. It is the prerogative of leaders within organisations like Ernst & Young to create a tolerant workplace culture which values & respects all people, which in turn will nurture innovation and collaboration and consequently lead to success.
Prejudice is another issue associated with diversity and inclusion. Prejudice in organisations is associated with stereotypes and preconceptions, which leads to organisational leaders demonstrating discriminatory actions by fostering damaging beliefs about specific demographics (Paluck et al. 2021). Prejudice practices can be overt or subtle, explicit or implicit, which results in biased judgments, microaggressions, and the reinforcement of systemic injustices. Organisations like Ernst & Young can combat prejudice through concerted efforts in education, raising awareness, and actively challenging ingrained biases, both personally and institutionally (Killen et al. 2021). Leaders in Ernst & Young can also foster a culture of inclusivity and empathy to curb dismantling prejudice, foster fair treatment, and create environments where everyone feels valued and respected.
Systemic barriers represent structural impediments to diversity and inclusivity within organisations like Ernst & Young. These barriers may include biased policies and procedures in an organisation, lack of representation in leadership positions, limited access to resources and opportunities for some individuals, and power dynamics that favour dominant groups in an organisation (Henkhaus et al. 2022). Systemic barriers lead to inequality in some organisations, where certain individuals face obstacles to advancement and success based on their identities or backgrounds. Addressing systemic barriers requires systemic solutions, such as organisations implementing diversity initiatives, conducting regular equity audits, and restructuring organizational processes to promote fairness and inclusion for all.
Unconscious biases are another issue associated with diversity and inclusivity. Unconscious biases are implicit associations and preferences that influence organisational leaders’ decision-making without conscious awareness. This unconscious bias operates on the subconscious level of the leaders’ critical thinking and leads to issues in the employment process, performance evaluation, project assignments, interpersonal communication, and other areas (Storm et al. 2023). Unconscious biases usually are a reflection of social cognition and norms and stereotypes that create social inequalities and alienation of underrepresented groups in an organisation. Overcoming subconscious biases for leaders in organisations like Ernst & Young, means that they be self-aware of their biases, and have strategies to counter them, and also ensure they create an inclusive environment that challenges stereotypes and encourages diverse points of view.
Organisational culture becomes a critical factor in determining the prevailing attitudes and behaviors of leaders towards diversity and inclusion. Such an organization with a culture that encourages diversity and inclusivity ensures openness, respect, and teamwork among employees bringing about a feeling of “belongingness” for everybody (Wingfield 2023). For example, Ernst & Young company promotes a diverse culture by implementing an antiracism culture with fair practices, fostering an inspiring environment for employees, and building a workforce that reflects diversity at all levels (Twaronite n.d.). Conversely, an organisational culture that tolerates discrimination, bias, and exclusion leads to inequality and division within the work environment. Transforming organizational culture requires leadership commitment, cultural competence training, and organisations establishing norms and practices that promote diversity, equity, and inclusion as core values.
Another issue associated with diversity and inclusivity in organisations is intersectionality. Intersectionality captures the multi-level nature of privilege and oppression in all their interconnectedness and calls for intersectional approaches that address the whole range of human diversity (Studenroth, 2023). Companies that do not address intersectionality, including Ernst and Young, may lead to the belief that the concerns and requirements of marginalized groups who face multiple types of discrimination and exclusion are ignored or overlooked in the workplace.
Plan to Adopt Diverse Leadership
Implementing a plan to foster diverse leadership necessitates a thorough understanding of the complex issues surrounding diversity, equity, and inclusion. It begins with the Ernst & Young Company having a commitment from top leadership to prioritize these values as fundamental to the organization’s mission and success. Leaders in the organisation must recognize the ethical imperative of promoting diversity and inclusion, not just as a matter of compliance or optics, but as a moral obligation to create a fair and just workplace where everyone has the opportunity to thrive (American Psychological Association n.d.). Ernst and Young Company should prioritize leaders’ education and awareness to promote diverse leadership (SDSU n.d.). Extensive training programs should incorporate principles of unconscious biases, privilege, and systemic inequalities in order to raise awareness (Kiradoo 2022). These programs should be mandatory for each employee be it for an employee or leadership to make sure that each one understands their role in building an inclusive environment. Workshops and discussions on relevance issues like intersectionality and inclusive leadership will develop respect, understanding, and a common goal to change.
Effective recruitment and hiring strategies are pivotal for cultivating a diverse leadership within organisations. For organisations like Ernst & Young to broaden their candidate pool, job descriptions and qualifications should be scrutinized and adjusted to foster inclusivity and accessibility (McDaniel 2022). Implementing blind recruitment methods aids in mitigating bias during the screening and selection phases. Effective recruitment and hiring strategies are pivotal for cultivating a diverse leadership within organisations. For organisations like Ernst & Young to broaden their candidate pool, job descriptions and qualifications should be scrutinized and adjusted to foster inclusivity and accessibility (McDaniel 2022). Implementing blind recruitment methods aids in mitigating bias during the screening and selection phases. Moreover, building diverse hiring panels is the source of making decisions more informed by different points of view, and also the catalyst for fairness and equity. Decision makers in organisations achieve this through embracing various related practices, which include building diversity-sensitized environments and supporting the ability of all individuals, regardless of origin, to survive and contribute to organizational success. Retention and promotion concepts must be incorporated into the Ernst & Young method once inclusive talent is recruited, to ensure the further development of the employees within the organization (AESC n.d.). Mentorship and sponsorship programs can thus offer invaluable assistance and guidance to employees belonging to the underrepresented groups which will make it easier for them to navigate the complicated corporate setting and access additional opportunities for development. In addition to leadership development initiatives targeted at the needs of diverse employees helps create the skills and enough confidence to win leadership positions.
The plan to adopt diverse leadership also involves ensuring Ernst & Young company implements organisational policies that champion diversity and inclusion across all departments. This can entail the organisation revisiting and refining policies concerning family leave, flexible work arrangements, and accommodations to cater to the requirements of a varied workforce (Rahman, 2019). Ernst & Young can also institute zero-tolerance measures against discrimination, harassment, and microaggressions, which should be accompanied by a clear reporting system and resolution protocols to handle any transgressions. The company will demonstrate its commitment to a work environment where every individual feels valued, respected, and endowed with the boldness to contribute their best by aligning diversity principles and policies (Rahman 2019). These measures, however, better gender diversity, hence better employee satisfaction and retention, and as a result the organization’s image is seen as a forward looking and fair employer.
A cultural transformation will be the most challenging but essential aspect of fostering diverse leadership in Ernst & Young. This involves Ernst & Young creating a culture of psychological safety where all employees feel valued, respected, and empowered to contribute their unique perspectives and experiences (Romansky et al. 2021). Additionally, Ernst & Young should celebrate diversity through recognition programs, cultural events, and inclusive language and imagery to help reinforce these values and foster a sense of belonging for everyone. Continuous improvement and evaluation are critical to sustaining the progress of this plan over time. Ernst & Young must collect and analyse data on diversity metrics, employee satisfaction, and organizational culture to track progress and identify areas for improvement (Romansky et al. 2021). Climate surveys and focus groups can also provide valuable insights into employees’ experiences and perceptions, helping Ernst & Young inform future strategies and initiatives regarding adopting diverse leadership.
Ernst & Young should utilize ethical principles when executing this plan to adopt diverse leadership in their organisation. Leaders in the organisation must place paramount importance on equity, fairness, and upholding human dignity in every aspect of their actions and decisions to promote diverse leadership (Rigglo, 2021). This necessitates the organisation reckoning with historical injustices, rectifying power differentials, and actively deconstructing oppressive systems. Leaders in Ernst & Young upholding ethical standards and cultivating a culture of integrity and accountability will pave the way for diverse leadership to flourish. Such actions enrich individuals and the whole organisation and contribute to the betterment of Ernst & Young by fostering environments where all members are respected, valued, and empowered to contribute meaningfully.
How to Implement the Program
Ernst & Young implementing a comprehensive program to foster diverse leadership requires careful planning, coordination, and commitment from all levels of the organisation. The first step involves securing buy-in from top leadership for the diversity and inclusion program and clearly articulating the ethical imperative and business case for promoting diverse leadership (Cox and Lancefield 2021). In this step an executive committee will be created comprising of the senior leaders who will be in charge of the implementation process and monitoring, council and support. A diversity and inclusion statement in line with the commitment of and Ernst & Young to create a culture of equity, inclusion and belongings will be implemented at this stage. The second stage of the program implementation will involve a comprehensive analysis of current diversity and inclusion policies, practices, and culture within the organization through the review of the organisational demographic data, conducting focus group or surveys, and analyzing the employee feedback (SHRM, 2024). This stage will additionally encompass identification of areas of strength and areas of improvement by using assessment findings and we deploy this data to set specific goals, objectives and action plans promoting diverse leadership. In addition, the selection of the necessary indicators and criteria will be urgent in order to evaluate the progress and results during this period.
This step will include both planning and diversity and inclusion training for all employees and leaders. The programs will orient to unconscious bias, privilege, inclusive leadership practices as well as cultural competence, and the enterprise will be able to get the diverse leadership this way. Similarly, training for HR professionals and hiring managers will be an additional program that focuses on best practices in hiring. The programs will be designed to help in the recruitment, hiring, and retention of diverse talent which the organization needs to achieve a diverse leadership (Callaham 2019). This stage will be involved to deliver ongoing education and professional development programs for company leaders and other employees to enrich their knowledge and skills that are aligned with the objectives of diversity and inclusion. Also, this phase includes mentorship and sponsorship programs that will serve as means of giving advice, support, guidance the to career progress of diverse employees through pairing juniors and senior leaders (Reevess 2022). Additionally, leadership development opportunities will be offered according to the requirements of underrepresented groups through workshops, seminars, and coaching sessions specifically designed to help them develop the most important leadership skills and competencies.
Part of implementing the programme will involve reviewing and updating organizational policies related to family leave, flexible work arrangements, accommodations, and employee resource groups to ensure they support the needs of diverse employees. Moreover, the organizations will establish a zero-tolerance policy of discrimination, harassment, and microagressions with the reporting and resolution procedures in place to tackle violations (Halkitis et al. 2020). Furthermore, there will be very well established directives and methods in place on how to tackle the problems, complaints and grievances related to issues of diversity and inclusion and all employees would feel safe and adequately supported.
Implementing the leadership diversity adoption plan will also involve fostering a culture of psychological safety. This will ensure all employees feel comfortable expressing their authentic selves and sharing diverse perspectives by encouraging open dialogue, feedback, and collaboration across all levels of the organization (CCL 2024). At this stage, diversity and inclusion principles will also be embedded into Ernst & Young’s mission, vision, and values to guide decision-making and behavior by ensuring that leaders model inclusive behaviors and hold themselves and others accountable for upholding these values. It will be important to celebrate diversity through recognition programs, cultural events, and inclusive language and imagery. It will be critical to highlight the contributions and achievements of diverse employees to reinforce the organization’s commitment to inclusion.
The last stage will entail the gathering and evaluation of data for diversity metrics, employee satisfaction, and organizational culture to measure progress and identify areas of development. This information will be used by Ernst & Young as part of the process of refining its diversity and inclusion strategies, ensuring optimal resource allocation, and maintaining the momentum that had been established over time in order to keep implementing the leadership strategies that they have come to depend on (Pruitt et al., 2018). Ernst & Young company can also perform regular climate surveys and focus groups to gather employee feedback on their experiences and perceptions. These insights from evaluations can be used to inform future initiatives and address any emerging challenges or concerns.
Conclusion
Encouraging diverse leadership within organisations like Ernst & Young is of great significance for ensuring growth, innovation and long term sustainability in the current business sphere. Through tackling issues like discriminatory practices, prejudice, inequitable systems, unconscious biases, and intersectionality, companies can foster inclusive cultures that makes all workers feel appreciated and heard which, in turn, helps them contribute their individual thought processes. The execution of a comprehensive plan is characterized by top leadership commitment, training and educational programs, inclusive recruitment and retention of people, policy reforms, cultural transition, and continual evaluation. Through emphasizing diversity and inclusion as core values and anchoring them in all the business processes, Ernst & Young will bring to light a workplace where diverse leadership evolves, leading to organizational success and improving the wellbeing of all employees. This concern of the firm with diversity and inclusivity is not only ethical but also makes Ernst & Young a leader in promoting equity, fairness and respect at the workplace.
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