In recent times, social, political, and economic developments around the world have pushed diversity and inclusion (D&I) to the top of HR leaders’ agendas. From the value of employer branding to workplace harmony, D&I touches on all aspects of operations and is no longer a bonus part of the agenda. However, faced with such a sensitive and pressing topic, HR leaders must devise a strategy that is innovative, credible, comprehensive and understandable to all sections of the workforce. A well-executed strategy that incorporates these elements will help employees full their potential and the business to meet its objectives.
In this case study, Dawn Moore (group people director, J. Murphy & Sons Limited) outlines how her uniquely developed ‘Three Ts’ strategy has created improvements in the long-term.