Working inclusively - Lesson 1: your reflections


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CIPD Staff

17 Jan, 2020 10:50

Welcome to the online community learning space for the lesson: Getting started with working inclusively. Use this forum to discuss the community reflective activity in the lesson. Read the contributions of others, ‘liking’ those you find helpful and add your unique reflections to the conversation by replying to this post. Click here to return to the lesson page at any time.

Community reflective activity:
Give an example where including others improved a decision or outcome. 


  • Hello all,

    My name is Lucia and I'm one of the community champions.

    I work in the L&D team for a national charity and when designing any learning we always need to make sure we work inclusively with various stakeholders. Whether its our SMEs (subject matter experts) in house or our volunteers in branches, the key to success is tapping into their knowledge and using it to inform and review.

    I'd love to hear your thoughts and experiences!
  • I previously worked for an NHS Trust where the idea from the new CEO to ask for volunteers at all levels across the organisation was welcomed to attend quarterly engagements events. These events were hosted by the CEO and/or a member of the senior management team. This allowed a more diverse mix of ideas and opinions to be generated from colleagues at all levels in the organisation instead of just at manager level. In doing, this was one way of moving away from the traditional hierarchy structure and recognise valuable input at all levels throughout the organisation.
  • Inclusiveness in Investigations

    My practical experience teaches me involving people from different organizational level with different perspectives  always helped to produced effective root cause analysis of incidents. Finding right root causes and taking appropriate actions means a lot to make an impact on business outcomes. 

    Same way, when investigations were done with limited people and expertise has led to weaker recommendations which turned out to be adding no value to organization and some times a negative impact.

  • One from my retail career - a good 15 years ago or so as a fairly inexperienced manager I started a position in a newly acquired unit staff predominantly with a Muslim workforce on a scale I was not previously used to, so, keen to ensure religious festivals & fasting could be observed in as accommodating a way as possible, I worked with a small group of Muslim employees who created rotas with appropriate start / finish times, breaks, days off, holiday allocations etc, & helped me develop a model to refer to going forward. Just one of the examples that I reflect on many years after & remember what an excellent team I had there
  • In reply to Lucia:

    Totally agree Lucia. I have been designing learning programmes for the past 3 years using agile methodologies where I strongly collaborate with SMEs and leverage their expertise through brainstorming before reaching a prototype that is learner-centric - after all I can't be the expert of knowledge for all programmes that we create/curate :)
  • Hi,

    My name is Vikram, and I'm new to the community.

    I am working with Amnick enterprise, which is a non-profitable organisation. I am working as a volunteer. I get a chance to work with different nationality people. Which provide us with A more diverse mix of ideas and opinions from colleagues at all levels. Its not just give benefits to the colleagues but also benefits to our Organisation. This is an excellent opportunity for me to work inclusively.

  • I was involved in a total account restructure some years ago, whereby all areas of the account were re-organized and new working patterns proposed. One of the team's put forward an alternate proposed rota, which was taken very seriously and considered against the organizational resources. The alternate rota was agreed and put in place with immediate effect. By allowing the employees to have a say over when they did their work fostered greater commitment and engagement within the team, subsequently resulting in better organizational performance and productivity.
  • Hi All,

    I'm new here too.

    I have found that if the over all organisation does not practice inclusive principles, individual projects and strategies will suffer relative to the level of the lack of inclusiveness. The reason being that your available perspectives will be limited to those employees available within the organisation. It is therefore important that your organisation underpin itself with inclusive hiring practices from the beginning (or now!!) and develop a pool of human resources with differing perspectives at all levels.

    I was lucky early in my career to grow through such an organisation. It was hugely successful.
  • I work in education and our focus is to develop the diversity within our teams and start to work more inclusively. I feel I challenged the inclusivity when I joined the HR team as the only person with a disability but everything was organised at different schools for me to access everything I needed which made me feel very included, and i want to make sure that other feel as included as I did.
  • Wanting to improve upon diversity and inclusion within the business, I wanted to better understand the business existing confidence in employing and supporting disabled employees. I had my views on this, however prior to making proposals to the MD we established a forum including all levels of team members to discuss how this was perceived from various locations, and how the company in general was perceived. I wanted to understand what barriers there were to this already that I was not aware of, and ideas on how we could overcome potential resistence (i.e. cost benefits) or client preference. By including the recruitment manager, the decision to introduce a guaranteed interview scheme but was made better by suggestions from recently recruited operatives on how this could be more inclusive to start with and attract candidates to apply in the first place.
  • I want to ensure that my team don't need to ask. I feel that I can plan things in advance so everyone feels they can join activities. For example, at events ensuring there is a prayer room or a quiet room for those that need it, food available for all diets. You need to open discussions and get ideas. I found out through general conversations that one volunteer wouldn't attend events as they had dietary needs so survived off their own chocolate and biscuits all weekend because they were offered something unsuitable. Incidents like this can make people feel undervalued and uncomfortable and put them off. I feel o want to make sure events are inclusive in the planning rather than expecting people to ask. I'd love to get this down in policy but I first need to get senior buy-in to inclusion and diversity. I think I need to try new tactics ;)
  • A car dealership I worked at had a great conflict building between the technicians who worked on the cars and service advisers who booked in the customers. The technicians felt that the information provided didn't allow them to accurately diagnose faults, and the service advisers felt they weren't sufficiently trained to engage in detailed technical discussions with customers. We facilitated a meeting between members of both teams to work collaboratively to create a form which asked the key questions to customers with multiple choice answers, and a system for referral to a technician if a conversation went beyond the scope of an adviser's knowledge set. This reduced tension between departments, shared each side's perspective on the difficulties, and created ideas that neither party alone would have come up with.