8June 2022OPINIONIN MYBy Jeremy Amias, Vice Chair and Chair of the D&I Council, Standard Chartered AmericasHOW TO IMPROVE AND PROMOTE DIVERSITY AND INCLUSION INYOUR ORGANIZATIONJeremy AmiasMy first experience of diversity and inclusion was over 20 years ago. I was running Fixed Income Sales at a global bank in Europe in the late 90s, and we were losing a lot of female talent because we couldn't offer any flexibility with the way we worked. Back then, the only option was long, full-time hours in the office, so I initiated a project to enable women in our area of the business to job share. It took a lot of effort and persistence to get the scheme underway, but it proved to be a big success. At one point, we had four pairs of women in full job shares, which was completely revolutionary at the time, but it enabled us to retain female talent and demonstrate that careers within Fixed Income didn't just have to fit one mold. It's interesting that as we emerge from the pandemic, flexibility and retaining talent are once again high on the agenda. A new risk for inclusion is apparent, as we unintentionally prioritize the people present in the office. Those who have embraced the hybrid approach risk being out of sight, out of mind, unless we actively find ways to ensure that doesn't happen.
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