This Fortune 500 global property services company is a leading player in the Asia-Pacific region with around 30,000 employees spread across all the major markets. Although the global organisation has a longstanding commitment to Diversity and Inclusion, the regional industry tends to promote senior leaders from an expatriate background and reward male rather than female talent. YSC supported the company as they developed and rolled out their D&I strategy for the Asia-Pacific region.
- Develop leaders’ self-awareness, particularly around their strengths, blind spots, and effectiveness of their leadership.
- Increase the pace of change around the diversity and inclusion agenda despite pockets of scepticism within the organisation and a lack of knowledge of cutting-edge research and practice.
- Facilitate D&I in the very different business, social and cultural contexts of the Asia-Pac region.
- Firstly, YSC designed a two-day workshop for the regional D&I champions, with the following objectives:
- Deepening insight into what diversity is and why it matters to a business.
- Identifying how to develop into more inclusive leaders.
- Honestly discussing diversity and inclusion in the organisation to identify areas for actions.
- Bringing them together as a team, and helping them decide on the key regional priorities.
- YSC then designed a half-day programme on objectives 1-3. It was presented to the country executive teams of the eight largest markets / regional business units across Asia Pac, the high potential regional talent group, and the regional HR leadership team.
- The programme included cutting-edge research into D&I (including YSC’s ‘Cracking the Code’ work). It focused on creating psychological safety through environment, taking a systemic approach to D&I and how to make a personal and a business case for why diversity matters.
- YSC drew on regional consultants experienced in D&I who were able to facilitate in a way that was sensitive to the local market contexts.
- The regional D&I team have made considerable progress on their agenda for change and established an internal and external communications strategy to promote awareness. At a local and business unit level, the leaders are much more engaged in the D&I agenda and there have been a number of focused initiatives arising from this engagement.
- YSC are currently partnering with the company to identify the next stage in furthering the D&I agenda.
The feedback from participants in the workshops was overwhelmingly positive:
‘It was great to have you amidst us to work with the India Leadership team. We all enjoyed the session and I believe that your sessions have helped us further the cause of D&I in a big way. Thank you.’
‘It was really a fruitful session and I believe everybody enjoyed the session as it was a good opportunity to think deeper about the importance of accelerating D&I in Japan.’