'There's little point in having a diverse workforce if you don't actually use what diversity brings'
With Diversity, Equality and Inclusion (DEI) initiatives often a key part of people management, Sanford’s Chief People Officer, Debra Lumsden, told HRD it’s pointless unless you take advantage of its benefits.
“There's very little point in having a diverse workforce if you don't actually use what that diversity brings. One of the things that we talk about is diversity of thought, which comes through from your diverse backgrounds – and making sure I include that in decision making and problem solving,” Lumsden said.
“Continuous improvement gets people from every single level in the organization involved in problem solving – but you need to be making sure you're giving people that voice to be heard and for participation.”
Stats from the United States show that DEI initiatives have delivered various benefits despite growing corporate withdrawal over these policies, with almost all employees (95%) saying DEI has positively impacted their work experience.
"DEI programmes are fundamentally reshaping workplaces for the better," says MyPerfectResume. "Employees report a more welcoming, respectful, and collaborative environment where diverse perspectives are acknowledged and valued."
Lumsden started her career in HR whilst at University in the UK, at 19 years of age – during which she had to do 20 weeks of work experience in her second and third year. Since then, she has worked with companies including BAE Systems, IAG and Fisher & Paykel Healthcare.
“What drew me in was the problem solving. At the first placement I had, there were a few issues – we couldn’t find enough people to do what we were doing. I worked for an examination board in London so there were tight deadlines to meet,” she said.
“I’ve been in so many industries and done so many things, I’m incredibly lucky to say that no two days are the same which is why I’ve stuck at it for the last 30 years. I’ve have so many strong mentors throughout my career and I was able to map out my own experience. I knew if I wanted to be a Chief People Officer, I’d have to get experience in different areas. It was like collecting scout badges.”
At her current position at Sanford – a sustainable seafood firm – Lumsden is also expanding her skillset as interim Executive General Manager of the company’s mussel division.
“If I think about my career, about what I've looked for, it's been sectors I've not got exposure to, or projects that I've not had exposure to, or markets that I've not had that exposure to. So, constantly having that learning opportunity,” she said.
With DEI initiatives being scrapped in places like the United States, Lumsden believes it is one of the key facets to create a strong workforce.
A report from Progress Together finds that the initiatives are “essential for building resilience and driving innovation in today’s business environment.”
“The industry isn’t as diverse as we’d like. It’s probably better in our deep water environment – but it definitely throws up some interesting challenges, especially when on assembly lines, for example, when you’re wearing ear defenders and there’s not as much time to socialise as perhaps one would like,” Lumsden noted.
“I always tell people in my team that my expectation is they challenge and question me so I have to be cognizant of my behaviours. These different cultures and points of view keep not only keep me in check but brings in different perspectives and allows for great representation across the company.”
Throughout her career, Lumsden has worked on multiple DEI policies including around pay equity.
“I’ve worked to find unconscious biases within my team, which there were none, and I’ve worked to reduce a pay gap from 3.4% to statistically insignificant, around 0.1%. People ask why there are gaps in the first place – and I think that highlights that we need even more awareness about making work as equal as possible,” she explained.
