| | DECEMBER - JANUARYMANAGEHRMAGAZINE.COM8UNLOCKING OPPORTUNITY'S DOOR: THE KEY IS DEIThe world of diversity, equity and inclusion (DEI) experienced a sharp rise and devastating fall over five years. When the racial and gender tragedies collided with the global-shifting COVID-19 pandemic, everything changed. There was an increase in awareness of injustice and inequality from the litany of articles and studies detailing gender disparity and first-hand accounts of sexual assault; hashtags were created, protests sparked and there was a social awakening. The opportunity was knocking.DEI consultants sprang into action and HR professionals reorganised and reprioritised their strategies and practices--we were collectively getting to work. For almost two years, DEI was at the top of every agenda.The opportunity was waiting.However, the public and corporate consciousness changed shortly after and attention went elsewhere. Many of those same DEI professionals were fired, HR departments returned to their original courses and the general public fell disheartened. The doors everyone worked so hard to open seemed slowly closing again. But all hope should not be lost.DEI is still the golden key to opportunity; it must be used correctly. HManagers are always the last to sign on to new initiatives and the first to jump ship. This response isn't driven necessarily by disinterest in the topics, but leadership has a meta-view of the business; not always on the ground with the team and from the higher corporate elevations, everything becomes a number: metrics, stats, ROI, loss, margins, rates. One missing point is how DEI significantly and positively impacts the business's bottom line. This missed opportunity was an attempt to avoid reducing the humanity of DEI concepts to financial ends. That would be offensively impersonal. Well-intended as that was, even that heartfelt consideration needed to be more realistic. Diversity, equity and inclusion is not a zero-sum game. It's a game where everyone can win when played right. People can be respected, represented and included and businesses can grow, develop, scale and experience sky-rocketing success. Katherine Gansallo is the Director of Diversity and Inclusion at the London Stock Exchange Group, where she oversees a global strategy impacting 25,000 employees across 65 countries. She embeds inclusive practices into LSEG's systems and leadership, driving long-term behavioural and systemic change. With a background in Talent, Recruiting and Leadership Development, Katherine also supports the Executive Committee and DEI advisory board. She holds degrees from Loughborough University and the University of Warwick and is a Chartered CIPD member, passionate about mentoring diverse millennials and young professionals.Through this article, Katherine Gansallo reflects on the rise and challenges of Diversity, Equity and Inclusion (DEI) initiatives within organisations, particularly following global social movements and the COVID-19 pandemic. She emphasises the enduring value of DEI, not just as a moral imperative but as a driver of business success, citing studies that link diversity to profitability and innovation. Katherine argues that DEI is crucial for reaching diverse markets and exceptionally multicultural millennials and underscores the need for sustained commitment from leadership to fully realise DEI's potential in creating long-term opportunities for all.By Katherine Gansallo, Director, Diversity and Inclusion - UK, EMEA and Group, LSEG (London Stock Exchange Group)Katherine GansalloIn MyOpinion
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