Equity at work - best practices for CHROs in International Development and Non-profits

Equity in the workplace is a pressing issue, especially for non-profits and organisations operating in the International Development sector. For CEOs and CHROs operating in this unique environment, practically implementing equity initiatives within their organisations can present notable challenges. Resource constraints can restrict these organisations’ ability to invest in equity-focused initiatives such as comprehensive diversity training and equitable pay structures. Often a reliance on donor funding may result in prioritising funding for specific programmes or the organisation’s overall mandate as opposed to equity initiatives. Working across diverse cultural and geographic settings can complicate efforts to implement standardised equity policies, and cultural nuances and sensitives play a role. The mission focus of many international organisations and the urgency of their work can also lead to a deprioritisation of equity issues.

Despite these challenges, we have worked with NGOs, IDOs and for-profit organisations to implement impactful Diversity, Equity and Inclusion (DEI) initiatives. The Deloitte 2023 Global Human Capital Trends survey reveals that 23% of organisations evaluate their progress on diversity commitments by adhering to compliance standards, potentially overlooking the true impact of their activities and efforts. Our experience underscores the need for a multifaceted approach and tangible outcomes to effectively assess the effectiveness of equity practices within this sector.

Our clients in the International Development sector have achieved significant results by adopting measurable and innovative inclusive practices and tracking DEI metrics. They have transformed their workplaces into dynamic and vibrant environments through inclusive HR policies, pay equity, inclusive leadership styles, diverse recruitment strategies, mentorship programmes, and cultural competency training showing that opportunities to transform workplace equity exist in this sector.

Creating a workplace culture where equity is integrated into every aspect of the employee lifecycle is crucial to ensure that teams embody equity as a natural part of their daily work routine. Here are some examples:

• Establish a strong foundation: HR policies and practices must actively promote workplace equity, aligning with Principle 6 of the Ten Principles of the UN Global Compact, which advocates for non-discrimination in employment and occupation. This foundational aspect is often highlighted when we conduct maturity and gap assessments for our clients, revealing the need to address fundamental elements. CHROs in the development sector play a key role in fostering an inclusive working environment through job descriptions that are free from biased language, actively sourcing from diverse talent pools and attracting neurodivergent candidates, implementing structured interview processes, and ensuring fair evaluation and compensation for all employees across all levels.
• Implement mentorship programmes that match members of underrepresented groups with senior leaders who can offer valuable guidance, support and advocacy. This promotes a more inclusive and equitable workplace, while also helping individuals navigate their career paths within the unique structure of NGOs and IDOs. Our clients have identified key success factors when setting up effective mentorship programmes, including defining clear and measurable objectives, thoughtful matchmaking, regular check-ins, feedback mechanisms, and more.
• Introduce anonymous 360° feedback systems to create a safe and confidential space for employees to voice concerns, share experiences, and offer input without fear of retribution or bias, in line with UN principles. This approach enables CHROs to identify recurring patterns or issues affecting workplace equity, enabling them to address systemic issues more effectively. The international development sector prioritises safety, confidentiality, and fairness.
• Establish Employee Resource Groups ("ERGs"), with an organisational structure that emphasises their strategic role in meeting organisational needs. Empowering ERGs to take ownership of their role in the talent journey enables them to serve as allies and change champions for the organisation, accelerating its purpose and mitigating talent risks. While many organisations have previously maintained resource groups in a passive state by simply bringing diverse groups together, there is now a trend among clients to use ERGs for driving tangible strategies, achieving measurable outcomes and enacting meaningful change.
• Encourage an inclusive leadership style to establish a culture of inclusivity throughout the organisation, with leadership setting the tone for respectful and equitable behaviour towards all employees. To foster genuine cultural change and embrace the diverse staff working in international organisations require emerging leaders to drive initiatives for a truly diverse workplace. This may involve providing coaching and training on diversity and inclusion awareness, workplace biases, inclusive decision-making, and addressing microaggressions within teams.
• Explore ways to use artificial intelligence (AI) in advancing an equitable working environment. AI can detect bias in recruitment processes, source diverse talent, evaluate performance and facilitate inclusive communication within the organisation.
• Provide ongoing training and education on key topics such as cultural competence, workplace equity-related behaviours, microaggressions and biases to ensure that employees from all backgrounds are fully informed, valued and respected in the workplace. This approach enables NGOs and IDOs to develop a more welcoming and inclusive environment for their staff, volunteers, and donors, while also better addressing the needs of the communities they serve.

Despite facing challenges such as resource constraints, a focus on mission and mandate, and pressure from donors to prioritise humanitarian needs, NGOs and non-profits can still enhance their internal DEI efforts. Organisations operating in this sector particularly are aware that fostering a more inclusive, diverse, and equitable workplace aligns with their broader social progress aims, the Sustainable Development Goals (SDGs) and can strengthen their impact overall. By adopting tried-and-tested as well as innovative DEI strategies, these organisations can build more equitable structures that reflect the values that many champion globally.

Thank you to Irene Bellora for her contribution to this article. 

Would you like to read more about how we act in this space? Find below a selection of Deloitte Insights in this area:

• "Building trust in diversity, equity, and inclusion commitments", Employee trust and DEI in the workplace | Deloitte Insights
• "A rising tide lifts all boats", Neurodiversity in the workplace | Deloitte Insights
• "The power of I in equity", The power of "I" in equity | Deloitte US
• "Taking bold action for equitable outcome", Equitable workforce outcomes (deloitte.com)
• "Deloitte: Equity in the workforce, marketplace, and society", Deloitte: Equity in the workforce, marketplace, and society | Technology Magazine