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Diversity, Inclusion, Culture and Engagement (DICE) update

November 2020

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If you would like to hear us discuss some of these topics in more detail 'live', you are welcome to join our online panel discussion (with the FT, Brunel Business School and others on the panel) on Tuesday December 8th - details are below.

Our latest Diversity, Inclusion, Culture and Engagement Newsletter is out.  In this edition, we cover topics from: Where awards and incentives can backfire; self-sabotaging behaviour in the workplace; the impact on perceptions of faith with less in-work interaction and in praise of boredom.


I hope you enjoy reading it.

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When awards backfire – in this study, awards for attendance at school made students miss more school in future.  Not quite the result expected, so maybe think through the impact of incentives you put in place.

Daylight and air quality – the keys to wellness when we are back in the office? According to this report, air quality and light top the list, not ping pong tables and free food. So do ask your employees, but also get these basics right.

Unconscious Bias training will not drive culture change by itself. But it can be useful when used effectively as part of a wider programme. So, how to do it right? A report from the Equalities and Human Right’s Commission.

How leader mood can impact diverse teams? How a team leader’s mood can impact team ‘togetherness’ and team ‘information sharing’ – but with each being more successful when the leader displays a different mood.

‘We met at work’ - Working from home could lead to more prejudice, in particular around faith, warns a new report. As fewer people meet and get to know each other when working from home this can cause further unintended consequeces for inclusion - a new report from the Woolf Institute (NB The report also looks at attitudes to diversity in UK society more generally)


‘Computer says no’The potential role of an Ethics Board to tackle Bias and Alternative Intelligence (AI) – AI can be prone to large amounts of in-built bias (whether around gender, race, age, wealth - the list goes on) and trying to pre-empt all potential cases in advance is a tough challenge. How might an ethics board play a role?

How to self-sabotage your own company – top tips from a WWII spy manual(Spoiler - you have probably seen many examples of this at work. Perhaps unintended self-sabotage is alive and well...?). Do any of these examples ring a bell?
  • “Insist on doing everything through ‘channels.' Never permit short-cuts to be taken in order to expedite decisions.”
  • “When possible, refer all matters to committees, for ‘further study and consideration.’ Attempt to make the committees as large as possible—never less than five.”
  • “Bring up irrelevant issues as frequently as possible.”
Hybrid working and post-COVID - what have we learned? A viewpoint on how to balance what we’ve learned from COVID with what worked before and the impact on the workplace in the future.

In praise of boredom – what might we be missing by demonising boredom (as well as being something somewhat missing in a full-diary ‘zoom/teams’ only world).

‘Just tough it out’ - Resilience is seen as a positive trait. But when might this be detrimental and when might hope play a more positive part in visualising the future. Read the perspective here.


Online Discussion Panel covering topics from this Newsletter - Tuesday, December 8th

Each quarter as we bring together a specialist panel of academics, practitioners, lawyers and journalists to discuss the latest Diversity, Inclusion, Culture & Engagement (DICE) stories and research. The next online session is on Tuesday, December 8th and we would be delighted to have you join us – there is always so much happening in this area.
Register here for next session: 12.45-13.55, Tues, Dec 8th
We are delighted to be joined by:

  • Isabel Berwick - Work & Careers editor at the FT, overseeing a department that covers management, leadership, working life, graduate careers - and the huge issue of the future of work. She has a particular interest in workplace diversity and inclusion and is an editorial co-lead on the 50/50 Project, which works towards equal numbers of men and women being quoted in the FT.
  • Mira Magecha - An experienced HR lead and Chief People Officer, as well as non-executive director at UniBeez, a digital platform connecting the brightest student talent with paid, remote work, from forward thinking employers.
  • Mustafa Ozbilgin - Professor of Organisational Behaviour at Brunel Business School, London. He also holds two international positions: Co-Chaire Management et Diversité at Université Paris Dauphine and Visiting Professor of Management at Koç University in Istanbul.  His research focuses on equality, diversity and inclusion at work from comparative and relational perspectives.


Charles Wynn-Evans from Dechert LLP will be our contributing expert employment lawyer and the discussion will be facilitated by Patrick Voss

You can register on the events page at

Employee Resource Group/Business Resource Group and Employee Network Leaders - Strategy and Skills program

Most employee networks, employee resource groups (ERGs) and affinity groups are run by volunteers.  We know the role is hard and can often require specific skills and balancing time.

​Our Strategy and Skills programme provides you and your networks with focused time to: build ERG-specific leadership skills; plan for success – and measure impact; keep on top of best practice and build confidence and momentum to deliver. We have program for incoming/new leaders and those with experience as well.

For more information or to sign up to take part, please contact

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