It’s more important than ever for firms to address diversity and inclusion (D&I). As this content series explores, beyond the clear moral imperative of D&I, there are growing legal and commercial imperatives as well. Every chartered accountant has a role to play in helping to encourage an inclusive profession.
Underpinning any effort to create a more inclusive culture is the notion of fairness. Being fair, however, is about more than giving everyone an equal opportunity. It’s about equity; about realising that someone’s background will affect their ability to take advantage of any opportunity and providing the requisite support to close that gap.
An inclusive culture requires allies: those in a privileged situation – due to factors such as their gender, sexuality, ethnicity, socio-economic background or mental health – should actively and consistently advance the interests of minority groups around them.
It’s impossible to create an inclusive culture in any organisation without everyone feeling that they belong; that they’re accepted in the group and able to be their authentic selves.
Building an equitable workplace: senior leaders’ role
Fairness underpins all D&I activity, but it is not simply about providing equal opportunity; senior leaders will benefit from understanding the distinction between equality and equity to create a fair workplace.
The role managers play in creating a fair workplace
Being fair to all is fundamental to diversity and inclusion. By creating open lines of communication and getting to know team members, line managers can contribute to a culture of fairness at work, as Awaze’s finance team shows.
Apprentices and graduates: two routes, one common goal
Fairness is important for those studying successfully for ACA qualifications. Firms employing both apprentices and graduates must understand the concept of equity and apply it carefully to ensure everyone has the best chance to succeed.
What you should expect from allies in your organisation
Allyship has a vital role to play in making organisations more inclusive. Here are four practical steps accountancy students and the newly-qualified can take to build a network of advocates for support and career success.
Allyship must start with the senior leadership team
Creating a culture of allyship is vital to building an inclusive organisation; senior leaders have an important role to play.
How to be an ally: managing neurodiverse teams
Neurodiverse team members can bring unique skills to an organisation. Simple daily actions will support these employees and allow managers to demonstrate allyship, as shown by a winning partnership in easyJet’s finance team.
Why inclusive leadership is so vital to D&I
Research shows that leaders have an exponential influence on an organisation’s ability to build inclusive cultures and work practices.
Words matter: How inclusive language creates a sense of belonging in the workplace
Everyone should understand the importance of inclusive language, be comfortable making genuine mistakes and feel able to speak out when something unacceptable is said.
Young accountant leads the way on disability inclusion
The past 18 months have shone a light on the role that diversity, inclusion and belonging plays in organisations’ success. One ICAEW student is playing an important role.
Diversity and inclusion training: getting it right
Organisations should prepare to employ a wide range of methods and approaches, and to work year-in, year-out on such a large and complex issue.
The power of consistent, high-quality diversity and inclusion training
ICAEW and Steps’ diversity and inclusion workshop used drama to create a safe space for people to discuss their experiences.
A strategic focus: how ICAEW is championing D&I in accountancy
Ensuring the chartered accountancy profession is diverse and inclusive is a key part of ICAEW’s 10-year strategy.
Checklist: Choosing a training provider for diversity and inclusion
Training forms a central part of a company’s diversity and inclusion strategy but, without careful planning, any positive outcomes may be limited. What should organisations consider when selecting a provider?