Supporting diversity, equality and inclusion
Each month, ISWAN (International Seafarers’ Welfare & Assistance Network) share a discussion piece written by a member of the maritime industry who can offer a unique or interesting perspective on an aspect of seafarers’ welfare.
Our Founder, Heidi Heseltine, highlights the importance and benefits of creating a supportive, equitable and inclusive workplace for seafarers.
Read the full article here: https://www.seafarerswelfare.org/news/2023/talking-point-creating-a-culture-of-inclusion
For the maritime industry, promoting diversity, equity, inclusion, and belonging (DEIB) has become a strategic imperative. Heidi Heseltine, Founder of the Diversity Study Group, emphasizes the need for collaboration, strategic focus, and data-driven decision-making to foster meaningful change. In this article, she highlights the importance of assessing diversity and inclusion to build bridges towards a better maritime industry.
The Benefits of DEIB
While shipping organizations may compete for talent, we must recognize that collaboration on diversity initiatives benefits the entire industry. By sharing experiences, best practices, and lessons learned, we can create a wider and deeper talent pool. Collaboration enhances the industry’s reputation and paves the way for a diverse and skilled workforce. Let us inspire one another, learning from successes and failures, to accelerate progress in DEIB.
A diverse, equitable, and inclusive workplace fuels progress, innovation, and change. In an industry grappling with a shrinking talent pool, rather than solely relying on recruitment to solve the talent shortages, we should focus on developing a wider pool of talent within our industry. By aligning DEIB with the wider business strategy, we can unlock the full potential of diverse talents and achieve optimal outcomes across all facets of operations.
Data-Driven Assessment and Accountability
Data collection and analysis plays a crucial role in assessing DEIB progress and ensuring accountability by providing accurate insights into the state of diversity within our teams, companies, and industry. Reliable and objective datasets can help us to understand the challenges we face thus shaping evidence-based strategies and guide decision-making.
However, it is essential to approach data interpretation cautiously, avoiding biases and misinterpretations that may hinder progress. As we analyze data, we must ensure our strategies are inclusive and address challenges faced by all individuals, regardless of gender, ethnicity, or other characteristics. Fact-based decision-making is fundamental to successful DEIB strategies.
The Diversity Study Group (DSG) places immense importance on data—rigorously collected, analyzed, and drawn from diverse sources. Good data helps us communicate our progress and showcase how we are changing. The maritime industry has long struggled with an image problem and talent shortage. In an era where transparency is increasingly valued by employees and stakeholders, data-driven evidence serves as a building block for accountability and trust, as well as becoming a powerful tool for attracting and retaining top talent. It also strengthens the case for career development and progression opportunities. This is especially crucial in a time of global talent scarcity, where we need to showcase our commitment to diversity and inclusion to both existing and potential employees.
To achieve true diversity, it is essential to foster inclusion at all levels of the organization, not just in a few positions. Data from the DSG’s Annual Review 2022 revealed that diversity is lacking at senior levels, and the talent pipeline needs to be examined across all departments. With a granular understanding of the talent pool, we can adjust strategies and implement inclusive practices throughout the company.
Implementation
To achieve meaningful progress in DEIB, organizations must treat it as a strategic priority. This entails employing the same rigor and commitment as any other commercial imperative; senior buy-in is vital. Setting measurable objectives, implementing reporting standards, allocating appropriate resources, and linking performance to DEIB goals are essential for sustained advancement.
To unlock the potential of data, organizations must first define their goals and purpose. As an industry, the maritime sector faces the challenge of attracting and retaining talent, addressing the gender and generation gap, as well as adapting to evolving technologies and sustainability goals. By collecting data about our industry, we can demonstrate positive change, encourage potential employees, and align our strategies with the needs and expectations of the existing and future workforce.
Senior buy-in and leadership support is instrumental in creating a truly inclusive workplace. Senior executives must champion DEIB, demonstrate long-term support, learn from both failures and successes, and evolve from bystanders to allies. They need to embrace continuous learning, acknowledging that progress may involve setbacks. Effective leadership at all levels fosters a culture of inclusivity and sets the tone for transformative change. Coaching and mentoring senior leaders can enhance their effectiveness as champions for DEIB.
Open and effective communication is key to raising awareness and inspiring action. By sharing progress, challenges, and best practices, we can learn from one another and ignite a collective commitment to DEI. A comprehensive communications plan, both internally and externally, enables organizations to make a compelling case for change and engage stakeholders in the journey.
Long-term and sustainable change requires cultural transformation. Organizations must identify the factors that drive change within their specific context, tailoring strategies to make DEIB relevant to each department, business line, and office. Zero tolerance for unacceptable behavior and fostering a culture of accountability are crucial elements in creating safe and inclusive environments.
The Role of the Diversity Study Group (DSG)
The DSG plays a pivotal role in supporting the shipping and maritime industry in its journey toward greater diversity and inclusion. Through benchmarking, resource sharing, consulting, and networking, the DSG facilitates open dialogue and the exchange of best practices. With support tailored to meet the specific needs of organizations, offering services ranging from DEIB strategy development to advisory support, the DSG’s commitment to data collection and analysis empowers its members to implement meaningful change and communicate their progress effectively. By partnering with industry leaders and initiatives like the All Aboard Alliance and the Global Maritime Forum, we strive to facilitate change at all levels.
Looking to the Future
While organizations like the International Maritime Organization (IMO) focus on regulation and policy, we must engage in broader outreach efforts. By communicating the breadth of roles within the shipping sector, promoting diversity, and targeting a wider audience through social media and community outreach, we can attract diverse talent and reshape the industry’s image. Together, we can create an industry that values and celebrates the contributions of every individual, fostering innovation.
Heidi Heseltine is Founder of the Diversity Study Group and CEO of maritime HR firm Halcyon Recruitment. For more information, visit https://diversitystudygroup.com.
This article was originally published in The Maritime Executive
Promoting diversity and inclusion in the shipping industry is not just “a fluffy side of desk nice to have; it’s critical”, tells Heidi Heseltine, Founder of The Diversity Study Group, who spoke with TradeWinds’ Paul Berrill ahead of International Day for Women in Maritime last week.
Highlighting the urgent need for diversity in shipping, Heidi explained by embracing inclusivity, the industry can tap into a broader talent pool that is equipped to tackle its evolving challenges.
While progress has been made, there is still work to be done in enhancing representation of women and under-represented groups at the senior and technical levels. This is where Heidi sees a holistic approach to employment practices that benefit everyone making a difference. From implementing family-friendly policies to fostering diverse and inclusive environments, companies can create job satisfaction, improve safety, and attract the skills needed to navigate future technological demands.
To bridge the diversity gap, the shipping industry must communicate the wide range of exciting career opportunities it offers early on. By dispelling misconceptions and engaging young minds, we can ensure a vibrant and dynamic sector for the next generation.
Read more via TradeWinds: https://www.tradewindsnews.com/interviews/more-women-and-diversity-in-shipping-is-not-a-fluffy-nice-to-have-it-s-critical-/2-1-1452348
First masterclass to help maritime professionals deliver on their DEI ambitions
12 April 2023 – Diversity Study Group, the leading consulting, training, benchmarking, and networking organisation on diversity, equity, and inclusion (DEI) in maritime, has unveiled its new DEI Maritime Masterclass Series, as well as details of its first masterclass on how maritime professionals can realise their DEI ambitions.
Founded in 2018, the Diversity Study Group supports the global maritime industry in making relevant, useful, and sustainable progress on DEI, both shoreside and at sea.
As DEI rises up the ranks of corporate priorities in the maritime industry, for many organisations keen to embrace the benefits of DEI, the question becomes ‘how’? The DEI Maritime Masterclass Series from the Diversity Study Group aims to meet this need for more in-depth, specialist and impactful coaching and guidance for those responsible for turning good intentions into meaningful DEI action.
This first masterclass in the series will take place on 8th June 2023 and will focus on a number of important questions for delegates, including not only why DEI matters to their organisation as a whole, but also why it is important to each person’s area of responsibility, the value that DEI can add, and the steps to take to reach that point. In addition, at a time of competing priorities for every maritime organisation, the masterclass will explore how best to make DEI stick as a long-term, sustained commitment.
The masterclass will be followed by a one-to-one executive coaching session for each delegate, focusing on how they put the lessons of the masterclass into practice, what has worked well for them and the challenges they face.
Heidi Heseltine, Founder of the Diversity Study Group, said:
“The Diversity Study Group is continually looking at how we can support the maritime industry and those working within it to take advantage of global DEI best practice, whilst ensuring actions related to DEI are bespoke to individual needs and reflect the realities of the maritime world. To succeed, we also need to equip our people with the tools they need to deliver on DEI. That is the purpose of our DEI Maritime Masterclass Series.
“Our first Masterclass, ‘How to deliver on your DEI ambitions’, will be an interactive learning journey. Our team will draw on their experience of working with organisations across a variety of sectors, including maritime, finance, legal and high-performance sport, in order to share insights in designing and implementing DEI strategies from beyond maritime.”
At the end of the first masterclass, participants will have:
The first masterclass on ‘How to deliver on your DEI ambitions’ will be held virtually on 8th June 2023, followed by a one-to-one Executive Coaching session for all attendees to review progress. It is designed for those responsible for ensuring that DEI has a tangible impact on their organisation.
For more information on the first masterclass, including details on the programme and costs, please contact info@diversitystudygroup.com
Exciting news! We are pleased to share that Diversity Study Group Ltd has been shortlisted as a finalist for the Diversity and Inclusion Champion Award, at this year’s Maritime UK Awards 2023.
We are honoured to be recognised for our efforts to build a more diverse, equitable and inclusive maritime workplace, and in such great company with The Seafarers’ Charity and Shoreham Port. Thank you to everyone who has supported us and our mission to promote DEI in the maritime industry. Stay tuned for updates on the awards ceremony!
https://www.maritimeuk.org/awards-2023/finalists/
To make a persuasive case for the value of DEI in today’s shipping industry, ‘believing in it’ as the ‘right thing to do’ is unlikely to be enough. We also need to be able to make a compelling, evidence-based case that DEI is also good business. This was one of the key themes of the day and something we discussed in our previous article on the conference. https://diversitystudygroup.com/dei-conference-2022-moving-from-intent-to-action/
For any organisation that relies on its people, it should be a strategic priority to broaden your talent pool, enlist a diverse range of skills and perspectives, and make the most of their potential. One of our speakers – a shipping leader in their own right – put this powerfully when describing their people as “our biggest asset and our highest yield return.”
We shouldn’t shy away from making the case for DEI in business terms or in the value it can add to all facets of business operations. As we touch on below, the commercial case for DEI will be important in securing the support of senior management. It will also help to highlight the value of placing a DEI lens on everything we do, spanning recruitment and retention, talent development, succession planning, and far more.
In our last article, we shared five themes that emerged from our conference. Here, we share five more insights that struck a chord with us.
6. The importance of senior level buy-in
To succeed, DEI needs the full backing of the organisation’s leadership team. This includes a commitment to long-term support, that includes learning from failures, as well as successes, as progress is likely to be ‘two steps forward, one step back’ at times. What’s more, encourage them to move from being a bystander to an ally, dare them to lead, and coach them as needed in how to be an effective champion for DEI.
7. The power of good communications
As well as learning from successes and failures, we all need to talk about the progress we’re making, so we can learn from each other, and be nudged into action. A clear, cohesive communications plan, spanning internal and external audiences, and targeted in support of your DEI strategy can make a huge difference to your ability to make a persuasive case for the changes you want to see.
8. Embedding DEI requires cultural change
Long-term, embedded change takes time and cultural change. To deliver on this, we need to understand the factors that drive change throughout your organisation. This requires us to think about ‘the why’ for each department, business line and office, in order to make it relevant to them. This will then influence ‘the how’; the levers we can pull for each group you want to reach. Cultural change also requires zero tolerance in order to set the right examples and we all need to get better at calling out unacceptable behaviours.
9. Harness the external pressures
Pressure is coming from society, but also across the supply chain. For example, consumer-facing customers such as Amazon and Ikea are taking a far greater interest in human sustainability, and it is in our interests to be responsive to that pressure. Pressure is also coming from elsewhere, including other customers who increasingly require evidence of DEI activities in their tender processes, and financial institutions taking DEI into consideration in their investment and lending criteria.
10. Do larger organisations have a greater responsibility to lead the way?
We often look to larger shipping organisations to be lead the way, but there is also a vital role for smaller organisations. Large organisations may have more resources, but they sometimes face additional challenges. It is just as possible for smaller entities to innovate and to be DEI role models.
This is just a snapshot of the breadth of the debate and discussions during this year’s conference, but all ten of these themes provide useful signposts for how we can all contribute towards advancing DEI in our organisations. The title of the conference was ‘DEI in Maritime – Playing Your Part’ and we firmly believe that every one of us has a part to play in helping to turn good intentions on DEI into meaningful action.
