Build the internal capability for workplace diversity and inclusion rather than depending on external support indefinitely.
Managing Diversity and Inclusion in the Global Workplace
A practical programme in workplace diversity and inclusion for professionals who are accountable for results, not just awareness.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on workplace diversity and inclusion, which nobody trained them for. Teams read what their leaders tolerate on diversity and inclusion far more accurately than what their leaders announce. The material serves both public bodies and commercial organisations dealing with this strand of organisational leadership. A common pattern is strong design of workplace diversity and inclusion paired with weak follow-through. Content is organised around the decisions practitioners actually face in the organisational leadership capability, not around theory headings. Benchmarking exercises repeatedly place diversity and inclusion among the areas with the widest performance spread. Participants finish able to explain workplace diversity and inclusion to a non-specialist audience without losing precision. Participants test their assumptions about diversity and inclusion against scenarios designed to break weak ones. Participants finish with a short, specific brief on this part of organisational leadership ready to put in front of a decision maker.
Expected Learning Outcomes
Build the trust that makes candid feedback about diversity and inclusion possible.
Set direction on workplace diversity and inclusion that people can act on without further interpretation.
Develop successors capable of running diversity and inclusion without you.
Define the scope and boundaries of workplace diversity and inclusion so that responsibility for it is unambiguous.
Read the informal dynamics that determine whether diversity and inclusion actually moves.
Set the minimum documentation for workplace diversity and inclusion that is genuinely necessary, and stop there.
Who Should Attend
Founders and owner-managers formalising workplace diversity and inclusion as the organisation grows.
Project and programme managers whose success depends on diversity and inclusion.
Procurement and contracting staff whose agreements set obligations around workplace diversity and inclusion.
Human resources partners advising leaders on diversity and inclusion.
Managers of geographically distributed teams handling workplace diversity and inclusion.
Staff seconded into improvement work on diversity and inclusion.
Course Modules
Workplace diversity and inclusion: conflict, politics and informal power
2 sessions · 8 pointsSession 1The meeting that finally unblocks workplace diversity and inclusion
- Set the decision rights on workplace diversity and inclusion: who decides, who is consulted, who is told.
- Plan the sequence in which improvements to diversity and inclusion will be introduced.
- Prepare how you will respond when workplace diversity and inclusion is challenged publicly.
- Define acceptance criteria for diversity and inclusion in advance.
Session 2The decisions in diversity and inclusion that cannot be delegated
- Review whether workplace diversity and inclusion is aligned with the objectives of the management team.
- Confirm that the people affected by diversity and inclusion heard it from you first.
- Ask the team what they think is wrong with the plan for workplace diversity and inclusion.
- Recognise publicly one person whose work on diversity and inclusion went unnoticed.
Diversity and inclusion: building the bench and letting go
2 sessions · 8 pointsSession 1Holding the line on diversity and inclusion when it costs you
- Name a single owner for each element of workplace diversity and inclusion.
- Build the competence framework that supports diversity and inclusion.
- Build the internal briefing that explains workplace diversity and inclusion to those affected.
- Identify which function can quietly block diversity and inclusion and address it directly.
Session 2Reading the room before proposing diversity and inclusion
- Name the person accountable for each part of workplace diversity and inclusion, not the committee.
- Identify the conversation about diversity and inclusion you have been postponing, and schedule it.
- Identify single points of dependency in workplace diversity and inclusion and reduce them.
- Identify your successor for diversity and inclusion and the gap they need to close.
Diversity and inclusion: setting direction people can act on
2 sessions · 8 pointsSession 1Getting other functions to support diversity and inclusion
- Decide what you will delegate on workplace diversity and inclusion and what you will not, and say why.
- Arrange the handover of diversity and inclusion so capability survives staff changes.
- Test whether the team can explain workplace diversity and inclusion in their own words.
- Identify the data already collected that bears on diversity and inclusion.
Session 2Recovering after a visible mistake on workplace diversity and inclusion
- Agree the indicators that will show whether workplace diversity and inclusion is improving.
- Define the trigger that would require diversity and inclusion to be redesigned.
- Prepare the summary of workplace diversity and inclusion that senior management will read.
- Record the rationale for each significant choice made about diversity and inclusion.
Diversity and inclusion: delegation, trust and accountability
2 sessions · 8 pointsSession 1Saying the thing about diversity and inclusion that nobody wants to say
- Check whether incentives anywhere reward behaviour that undermines workplace diversity and inclusion.
- Confirm that reporting on diversity and inclusion reaches the people who can act.
- Collect evidence on the present handling of workplace diversity and inclusion before proposing changes.
- Agree the smallest change to diversity and inclusion that would be visibly useful.
Session 2Reviewing diversity and inclusion when nothing has gone wrong
- Set the review point at which workplace diversity and inclusion will be reconsidered.
- State the outcome expected from diversity and inclusion in a single sentence anyone can repeat.
- Write down the reasoning behind your position on workplace diversity and inclusion.
- Review a past decision on diversity and inclusion and state honestly what you would change.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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