6 January 2025
Driving Productivity Through Inclusion
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Jo Sweetland, Managing Director
“A global talent advisory firm, Green Park is an industry pioneer in building diverse, senior leadership teams and more equitable workplace cultures.”
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Jo Heath, Managing Partner and Head of DICE
“Championing Diversity & Inclusion since our inception, we are driven by the core belief that there’s no shortage of talent, only opportunity.”
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Kai Adams, Managing Partner
“We deliver sustainable business value on a global scale to help organisations bring the future into focus.”
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Trevor Phillips, Chair
"Our clients benefit from our data-rich insights into what will drive productivity today and continue innovation through turbulence tomorrow.”
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Colin Salmon, Chair of the Green Park Foundation
“Through the Foundation, Green Park aim to deliver £1million of social value per annum to improving children lives and creating a more sustainable, equitable world”
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Jo Sweetland, Managing Director
"Our candidate care lasts long past the point of placement and is key to the rich relationships we build from a foundation of trust, authenticity, transparency and inclusion."
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Raj Tulsiani, CEO & Co-Founder
“We founded Green Park in 2006 with a mission to change the face of leadership. We retain that same passion and entrepreneurial spirit today as when we started.”
Corine Sheratte from Green Park's Diversity, Inclusion, Culture and Ethics Consultancy shares her best practice tips for incorporating D&I into your business for Bridging and Commercial Magazine’s Diversity & Inclusion Series.
Corine suggests the first place to start when developing a D&I programme is your employees. Listen to your people. Every organisation is different so best practice and research should only be the beginning, trial your strategies, get feedback and most of all communicate.
Clear communication throughout the process explaining the D&I rationale is essential to build and maintain the confidence of employees. Diversity and inclusion is a journey not an end point so ensure metrics are created and what works for your organisation is measured to monitor progression through this journey.
The implementation of your D&I strategy should have a collective approach however the tone should be set and led from the top. Corine states that moving the onus from HR to senior leadership to then filter through the rest of the workforce has seen success in creating a shift in the leadership mindset from being committed to D&I to being accountable for it.
Our clients are now considering how to go beyond written policy and are starting to understand that what is perhaps more constructive than an established policy is its consistent application in the workplace.
One of the common mistakes seen in attempting to improve D&I is lack of diversity data within organisations. It is crucial in making informed decisions and establishing a baseline to set diversity targets.
All of these tips help incorporate D&I into your business which in turn helps to create a more supportive inclusive workplace which has many commercial benefits, now more than ever.
If companies want to attract and retain diverse talent, they will need to authentically reflect a diverse workforce and an inclusive working environment. As a result, those that embrace D&I are likely to see better than average profits.
Corine shares other benefits of investing in D&I in the full article in the Bridges and Commercial Magazine.
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