{"id":1851,"date":"2021-02-24T16:29:32","date_gmt":"2021-02-24T16:29:32","guid":{"rendered":"https:\/\/diversityproject.com\/event\/inclusive-line-management-why-line-management-critical-creating-inclusive-culture\/"},"modified":"2022-10-18T12:27:25","modified_gmt":"2022-10-18T12:27:25","slug":"inclusive-line-management-why-line-management-critical-creating-inclusive-culture","status":"publish","type":"event","link":"https:\/\/diversityproject.com\/event\/inclusive-line-management-why-line-management-critical-creating-inclusive-culture\/","title":{"rendered":"Inclusive line management: Why line management is critical to creating an inclusive culture"},"content":{"rendered":"
Many organisations are frustrated that, despite having diversity and inclusion programmes in place, they are making very little progress. Attracting diverse talent, progressive parental leave programmes and support for flexible working are all well and good, but if we don\u2019t address the lived experience of diverse talent in our organisations, we will not make progress.<\/div>\n

Having effective line managers is key to ensuring that the working environment is inclusive. Covid 19 is putting even more emphasis on the need for line managers to support their teams who are working remotely, including around mental health.<\/p>\n

Research by the Diversity Project in 2020 suggested that line management in our industry is not always a valued activity. \u00a0Line managers are often appointed by default (being the head of a team or desk) or because the individuals see it as a stepping stone to a more senior position and not because of their aptitude as a people manager.<\/p>\n

Line managers are rarely given training or objectives that set out what is expected of them. Their work as a line manager is rarely assessed or rewarded. \u00a0This contrasts with the clarity of recognition and rewards for fund performance, for gaining new clients or for generating consulting fees.<\/p>\n

If firms do not value and reward good line management in the way they value and reward other outcomes, it will be difficult for firms to achieve their diversity and inclusion goals. Read our guides:\u00a0Why line management is critical to creating an inclusive culture<\/a> and\u00a0The role of line managers in creating an inclusive culture<\/a>.<\/p>\n

In this panel session, we highlighted some great examples of line management practice within and beyond the investment and savings industry.\u00a0 We discussed initiatives including:<\/p>\n