Here we explore why it is crucial to a strategy for implementation when it comes to training.
Training without a plan for implementation often fails. Even the most profound training content runs the risk of purely becoming an ultimately useless tick-box exercise when we don’t put as much emphasis on actionable deliverables as we do into the content. In order to implement useful change there must be a strategy to translate words into actions – the question remains – who is responsible? The organisation or the trainer? I believe both.
This resonates when we think about training surrounding inclusion – people love measurable deliverables – this is why we can get fixated on diversity as opposed to the inclusion – because inclusion is a much more abstract concept.
For inclusive principles to really take hold, we have to have a strategic plan. Monitoring diversity metrics is all well and good but it cannot stand alone – diverse representation is just that – inclusion requires a mind-set shift and behavioural change that needs a multifaceted strategic approach to be effective.
It requires us to challenge our thinking, step outside our comfort zone and be actively willing to change. We need to understand the importance, the urgency, and what is at stake when we’re not truly committed.
The value of diversity can only be seen when we foster inclusive principles. Through looking at how we engage and communicate, how we write policy, what expectations we hold of ourselves and others in our workforce – how we monitor and deliver key performance indicators – how trust, accountability and transparency really play out in actions – how we become an inclusive workforce. We need to understand that it is a process - continual improvement and review of strategy is part of any worthwhile pursuit.