Greg Morley

making sure that when we were selecting people for development opportunities, it was done in a equitable way, not in a way that maybe there was some bias or unconscious bias. And then making sure that our communication to the whole organization was consistent and thorough about what was happening. And over time, we started to see impact in certain metrics.

making sure that when we were selecting people for development opportunities, it was done in a equitable way, not in a way that maybe there was some bias or unconscious bias. And then making sure that our communication to the whole organization was consistent and thorough about what was happening. And over time, we started to see impact in certain metrics.

The other thing that was critically important in this success story, which is still being written, is to make sure that we had senior leadership, not just supporting, but advocating. There's nothing more powerful than the CEO saying something's important and saying it over and over and over for the rest of the organization to think that must be important if he keeps saying that.

The other thing that was critically important in this success story, which is still being written, is to make sure that we had senior leadership, not just supporting, but advocating. There's nothing more powerful than the CEO saying something's important and saying it over and over and over for the rest of the organization to think that must be important if he keeps saying that.

And that created, I would say, a bit of a sandwich. which was we had this top direction from the top, voice at the top, sort of passionate way of speaking of diversity and inclusion. And then we were firing up the organization, so you had a bit of a grassroots energy as well.

And that created, I would say, a bit of a sandwich. which was we had this top direction from the top, voice at the top, sort of passionate way of speaking of diversity and inclusion. And then we were firing up the organization, so you had a bit of a grassroots energy as well.

I think the first challenge was in a way rewiring the way people thought about themselves. So on the surface, if you ask somebody, do you discriminate? I would say 99% of people are going to say, of course I don't discriminate. I have a equal view to everybody on my team. I'm open, I'm accessible. So the way we started was we took every employee through an unconscious bias training.

I think the first challenge was in a way rewiring the way people thought about themselves. So on the surface, if you ask somebody, do you discriminate? I would say 99% of people are going to say, of course I don't discriminate. I have a equal view to everybody on my team. I'm open, I'm accessible. So the way we started was we took every employee through an unconscious bias training.

And that gave people a sense of, oh, maybe I do have some bias. It may not be intentional, but it could be for whatever reason, where I was raised, it could be through experience. So that allowed us to create the first rewiring, which was everybody having a better understanding of themselves.

And that gave people a sense of, oh, maybe I do have some bias. It may not be intentional, but it could be for whatever reason, where I was raised, it could be through experience. So that allowed us to create the first rewiring, which was everybody having a better understanding of themselves.

And it also opened the door for people to be having conversations about bias, about diversity, about inclusion at a very early stage. And I would say then we moved to the next level, which was like, OK, how are we going to make sure that our policies, processes and procedures are at least contemporary, maybe progressive?

And it also opened the door for people to be having conversations about bias, about diversity, about inclusion at a very early stage. And I would say then we moved to the next level, which was like, OK, how are we going to make sure that our policies, processes and procedures are at least contemporary, maybe progressive?

We went to the next step, which was to open the door and train employees to be able to start employee resource groups. We also then went to the stage of starting to put some measurement in place. measurement around representation, measurement about employees' sense of well-being, measurement around employees' sense of inclusion in the organization.

We went to the next step, which was to open the door and train employees to be able to start employee resource groups. We also then went to the stage of starting to put some measurement in place. measurement around representation, measurement about employees' sense of well-being, measurement around employees' sense of inclusion in the organization.

Certainly it had to be reinforced by communication and a sense of what was our message internally and externally and how are we going to amplify that. So each one of those pieces was a kind of change management agenda. which continue to this day, although we've now pivoted more towards speaking specifically to the topics of representation, inclusion, and leadership.

Certainly it had to be reinforced by communication and a sense of what was our message internally and externally and how are we going to amplify that. So each one of those pieces was a kind of change management agenda. which continue to this day, although we've now pivoted more towards speaking specifically to the topics of representation, inclusion, and leadership.

And those things that were the rewiring are really embedded. If I think about the kind of benefit things we were working on four years ago versus what we're working on now, the landscape's changed. hugely impacted by COVID and people's expectation of the organization and the organization's expectation of people.

And those things that were the rewiring are really embedded. If I think about the kind of benefit things we were working on four years ago versus what we're working on now, the landscape's changed. hugely impacted by COVID and people's expectation of the organization and the organization's expectation of people.

But a lot of those fundamental early pillars still exist and are still part of the constant rewiring. There's for sure constantly change.

But a lot of those fundamental early pillars still exist and are still part of the constant rewiring. There's for sure constantly change.