Taylor Wimpey
Case study ·
GDP then developed a comprehensive D&I strategy and a three-year action plan to accelerate D&I as a key enabler for their business and their customers.
This was followed by Open Minds training for managers and associates as well as measurement and accountability workshops to capture and celebrate success stories against the D&I KPIs.
Leaders at all levels in the organisation connected with and endorsed the GDP agenda. Employees are becoming more aware of diversity and inclusion as well as how unconscious bias affects their decision-making, and this is being reflected in the focus on customer interaction and satisfaction.
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