6.5 Leverage existing women’s and diversity networks to support development of good practices
Content
Description of Best Practices
Use well-established networks to generate ideas for improvements, give women and men a voice in the change management process, and ask members to act as ambassadors for planned interventions (e.g., reaching out to employees in remote locations and onboarding them)
In order to make these networks effective it is important to:
- Define purpose, roles, and targets for the network
- Agree on frequency and rules for agenda setting, invitation of external input providers and means of collaboration between the network and the organization
Challenges of Implementation
In many companies, women and diversity networks have been established in phases, to create a safe space to discuss gender equality and D&I issues and needed improvements, but over time the aims and direction of these networks get lost, and the networks fail to create impact within the organization
Women and men may be reluctant to participate because they do not want to be perceived as having the need for a support group, or sometimes do not want to be seen as being aligned with other women and individuals who share their identity
Women may not have time for networking and events outside of business hours due to family responsibilities
There may be weak/lack of support from management and the CEO
What Success Looks Like
Women and diversity network is well established and has a purpose
Members of the network are perceived as strong partners for change management interventions and act as ambassadors for new measures
The network is used by employees as an informal entry point for ideas, complaints, and feedback on gender equality and D&I interventions
Resources and Tools
Article: 6 Trends Driving Cutting-Edge Corporate Women’s Networks (Thrive Global)
Article: Do Women-Only Networking Groups Harm Female Entrepreneurship? (Forbes)
Article: How to Start a Women’s Networking Group at Work (Equality Works)