My unofficial journey in the field of DEI began over three decades ago, inspired by my own experiences of navigating diverse environments. Growing up in a community where I was one of the only South Asians, I witnessed first hand the challenges and opportunities that diversity presents. I was a student at Woolwich college in 1992, and experienced my first foray into activism when a student there, Stephen Lawrence was murdered. These formative years instilled in me a passion for advocacy and a dedication to creating inclusive spaces where everyone can thrive.
I went on to a 20+ year career in sales but after having children, wanted to shift my focus towards making the workplace a more equitable place so that by the time my children were of working age, they would enter into a workplace with less prejudice.
Since joining Avalere Health as the Global Head of DEI, I have had the privilege of leading our DEI initiatives and driving meaningful change. Here are some key achievements that highlight our progress:
1. Comprehensive DEI Strategy
I oversaw the creation and execution of a thorough DEI strategy that is in line with the objectives of our company and its principles. This approach makes sure that DEI is incorporated into all aspect of our business operations by addressing recruitment, retention, professional development, and community participation.
2. Inclusive Recruitment Practices
One of our primary focuses has been to diversify our talent pipeline. We have implemented inclusive recruitment practices, such as blind resume reviews, diverse interview panels, and targeted outreach to underrepresented communities. We also have an equity criteria whereby we ensure that on each shortlist of candidates, we have included a person of colour and a person of underrepresented gender (As we are over-indexed by women) These efforts have resulted in a more diverse workforce that better reflects the communities we serve.
3. Employee Network Groups (ENGs)
We created and supported six Employee Network Groups (ENGs) to provide platforms for underrepresented groups to connect, share experiences, and advocate for change. Our ENGs have been instrumental in driving cultural awareness, organizing educational events, and fostering a sense of belonging within the organization. Each of these ENGs are executively sponsored by someone on the Executive committee including our CEO, CPO and COO.
4. Regular Engagement with All Employees
Recognizing the importance of accessibility to senior leadership, I have made it a priority to reach out to every single person in the organization on a regular basis. Through town halls, open-door policies, and one-on-one meetings, I ensure that all employees have access to a senior leader who is genuinely interested in their perspectives and concerns. This direct engagement has helped build trust and transparency, empowering employees to voice their ideas and feedback.
5. DEI Training and Education
To cultivate a culture of inclusion, we have implemented annual mandatory DEI training for all employees, including leadership. These training sessions cover topics such as unconscious bias, cultural competency, and inclusive leadership. We also offer continuous learning opportunities through workshops, seminars, and e-learning modules to keep DEI at the forefront of our organizational culture
Impact and Future Goals
Significant improvements in employee engagement, retention rates, and overall organisational success have resulted from our DEI projects. Our adventure is far from over, though. We work hard to build on our achievements and take on new challenges as they come up.
