Careers

Different strokes

Firms are increasingly looking to create an 'inclusive culture' in the office – in other words, everyone's welcome!

Accountants are continually fighting against the general – often negative – perception of their image. Asked to describe the traditional accountant Joe Public will invariably answer: white male, suit, aged 40, from a middle-class background.
But according to the big firms this stereotype will change drastically over the next five years as more employers embrace the fashionable new term 'diversity'. While it might be the latest buzzword, diversity experts strongly refute that it's just 'another passing trend' or a 'soft issue'. And the firms would agree – the heads of diversity at firms such as Deloitte and KPMG report directly to the board.
According to Kate Headley, founder of diversity network PTI, the reason that accountancy firms are taking it so seriously is because it's a commercial matter. She explains: "The traditional talent pool from which firms recruit is shrinking and they cannot afford to ignore that. The demographics of the country are changing and the workforce has to reflect this."
So what exactly does this new term mean? For the profession, it's about creating what they call an 'inclusive culture'. As Sarah Bond, head of diversity at KPMG, puts it: "Creating a culture in which everyone can be themselves. It is about challenging perceptions that people have to fit a particular mould."
But attitudes take time to change and this is reflected in behaviour. As Headley comments: "It's no good saying you're not racist while treating a black person differently. Or accepting a bully just because he or she is a fee earner. Behaviour must change."
The only way to do this is through training and moving the debate forward. This is the aim of Headley's diversity network. "I didn't want a big platform from which companies could 'sell' their achievements. So the founding principle is that this is not a PR opportunity. Everyone brings something, contributes and challenges. Members must share real experiences. That is the only way we can move the agenda forward," she says.
The network has a relatively small core membership, including Deloitte, KPMG and HBOS. They meet every two months to discuss issues, look at public and private initiatives, and even produce guides. Headley is currently setting up a mentor scheme so that members can have someone 'on the end of the phone' if they need advice.
Lisa Bondesio, head of diversity at Deloitte, explains that being able to discuss an issue with a company outside of the profession, or even with competitors, really helps. "It's about raising the bar for the diversity management – as fellow practitioners, there is strength in working together."
At a recent session the members listened to Susan Scott Parker from the Employers Forum on Disability, "it really helped to find out what other people had done", said Bondesio.
As potential recruits, PQ readers should be among the first to notice the changes in the profession. Headley believes you should be able to look at a potential employer and think, does this company really want me, and am I going to be able to realise my full potential at this firm? If not, it might be worth looking again.
Headley says she will have succeeded when we no longer use the word diversity – "that will mean we've mainstreamed it".

[«all Career Advice]