Amplify Work’s founder participated in the Ex(clusion) podcast, which focuses on an exploration of all things Equity, Diversity and Inclusion.  During the episode titled ‘Advancing EDI at a Multinational Corporation’, Gillian shared insights for her experience as an HR and EDI leader within multinational organizations, and explored what it takes to advance Equity, Diversity and Inclusion (EDI) within a global context. The discussion centered around how organizations need to integrate EDI into leadership development and people talent strategies, advancing people outcomes and growth.

EDI as a System

Gillian highlighted that an important part of this work in organizations is understanding the barriers and challenges that are blocking people from equity deserving groups from advancing into leadership positions, along with moving from diversity into inclusion and equity. Gillian states ‘diversity is something people can intuitively get behind in organizations because it is quantitative, and you can set goals and identify areas of the organization where you want to increase diverse representation’. However, she acknowledges that organizations need to evolve beyond diversity into EDI, which includes integrating EDI into leadership succession plans, diversity strategy reviews, policies and employee feedback systems.

Global Strategy Meets Local Context

Advancing EDI in a multinational organization presents unique challenges, as organizations have complex footprints in multiple countries which leads to cultural, legislation and geopolitical complexity that can challenge EDI. In a multinational organization, EDI practitioners need to consider the global priorities of people, and then layer on the specific local requirements or considerations. A one-country fits all approach doesn’t work and EDI practices have to be tailored to meet the cultural and regional differences across various markets, while maintaining a global strategy.

Leaders as Champions

It is critical to have visible leadership support of EDI programs in organizations, for leaders to actively engage in EDI work, which makes them champions versus passive supporters.  Support Employee Resource Groups (ERGs) with active sponsorship from leaders and a dedicated budget to foster and maintain employee grassroots passion. Leaders also have to actively promote EDI within their business units and to model inclusive behaviours. To do this, organizations need to equip their leaders with the tools and knowledge to be champions of EDI.

Key Takeaways for EDI Practitioners, EDI Professionals and Leaders

1. It’s a journey, not a destination: EDI in a multinational is a long journey, one that is complex and can move slowly. Within that journey, a good place to start is with CEO support and passion.

2. Create healthy EDI systems: it’s not one thing that will advance EDI, and instead, it’s about looking at all the ways we can create strong, sustainable and healthy EDI systems in organizations. This includes attraction and recruitment, advancement, policies, ERGs, being a positive community partner, fostering relationships with identity groups and more.

3. Start with the D to advance E&I: in some organizations, a good place to start is with the diversity lens and progress to integrating EDI into culture through personal and collective difficult conversations.

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