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Equality Diversity and Inclusivity Training Course
ONE DAY COURSE OR SHORTER VIRTUAL SESSIONS

We have several options for our equality diversity and inclusivity training course:

  • Full day training course (10:00 - 15:00)
  • 3 hour training session (from 08:00 GMT)
  • 90 minute bitesize training session (from 08:00 GMT)


We usually deliver the full day training in person at you venue and our 3 hour and 90 minute training virtually using our Zoom account. The virtual training (like the in-person training) is very interactive with lots of activities for the team to get involved in.

Contact us to discuss your training needs


The Equality Diversity and Inclusivity Training Course Breakdown

By the end of the equality diversity and inclusivity training course your learners will be able to:

  • List the benefits of your EDI policy
  • State the importance of the equality act 2010
  • Explain the difference between demographic and cognitive diversity
  • Explain how unconscious bias effects the team
  • Minimise your own unconscious bias

During the longer sessions we delve deeper into the different discriminations and the laws that protect the different protected characteristics. 


One of our testimonials

"I found Adrian's delivery style excellent and he made time to talk through some of our issues at our level". David - (Management Team) - Sheffield College


View more testimonials here

£9.99

HR Skills for Managers

More information


The numbers

Here are some numbers to support diversity:

  • A study by Professor Chad Sparber, an American economist, found that an increase in racial diversity of one standard deviation increased productivity by more than 25 per cent in legal services, health services and finance.
  • Germany and the United Kingdom found that return on equity was 66 per cent higher for firms with executive teams in the top quartile for gender and ethnic diversity than for those in the bottom quartile. For the United States, the return on equity was 100 per cent higher.
  • A diverse group of six forecasters, while individually less impressive, would be 15 per cent more accurate.
  • A study by the Rotterdam School of Management analysed more than three hundred real-world projects dating back to 1972 and found that projects led by junior managers were more likely to succeed than those with a senior person in charge.
  • 43% of companies in the Fortune 500 were founded or co-founded by immigrants or the children of immigrants, rising to 57% in the top thirty-five companies.
  • Those who studied abroad had ideas that were rated 17 per cent higher than those who had not
  • People who use Firefox or Chrome stayed in their jobs 15 per cent longer than those who used Safari or Internet Explorer

Recognise this?

  • Many companies hire all these great university kids with all sorts of backgrounds; all kinds of ideas brimming in their heads — only to watch them gradually remoulded to ‘fit’ the culture of the organisation.
  • At most meetings, communication is dysfunctional. Many people are silent. Status rigs the discourse. People don’t say what they think but what they think the leader wants to hear. And they fail to share crucial information because they don’t realise that other people lack
  • Dominant leaders are, by definition, punitive. That is how they win and sustain power.
  • When faced by uncertainty, we often attempt to regain control by putting our faith in a dominant figurehead who can restore order.
  • When a company faces external threats or economic uncertainty, its shareholders are significantly more likely to appoint a dominant leader.


Would it not be nice if

  • People found themselves in positions of leadership, then, not by threatening or intimidating subordinates, but by gaining their respect.
  • We have leaders, formal or informal, who did not demand respect from subordinates, but who earned it; whose status was not signalled by aggression, but wisdom; whose actions did not tend to intimidate, but to liberate.
  • We have leaders that use self-deprecation as a rhetorical device to signal a different dynamic. They explain their ideas thoroughly because they know that colleagues who understand and endorse them are more likely to execute them with judgement and flexibility. They listen to those around them because they recognise that they are not too smart to learn from others.

Contact one of the team to book a course


...Companies who have received training from our management, leadership, Coaching and HR specialist include:


Please contact us to discuss any training requirements you have, we either deliver for you or sell you the course for your trainers to deliver to your team




Thanks for visiting our equality diversity and inclusivity training course page, here's a link to our home page. A great book recommendation from this equality diversity and inclusivity training course in Rebel Ideas by Matthew Syed

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equality diversity and inclusivity training course