This one-hour interactive session has been created by our engineering partners and diversity and inclusion specialists. It covers:
- The theory, research and real-life examples underpinning the link between diversity and inclusion and problem solving
- Examples of outputs that are not inclusive and the impact on business
- Discussing where improved diversity and inclusion would benefit your business/team, for example through increased creativity and innovation.
The workshop is designed to be used ‘out of the box’ by any engineering team. All the materials and guidance you will need to run the session are available on this page.
The workshop combines guided discussion with practical exercises based on real-life engineering scenarios. The workshop is designed to be led by any member of an engineering team. You do not need to be a diversity and inclusion specialist.
This is one of four workshops available to your team. For those wishing to explore the topic in more detail, additional and related resources are available.
- Discover more effective ways to increase diversity in the workforce by creating an inclusive recruitment process with the Inclusive recruitment toolkit
- Support diverse graduates entering engineering by joining the Graduate Engineering Engagement Programme as an organisational partner
- Understand engineering specific issues related to the gender pay gap and find evidence-based actions to support retention and progression of women
- Read more about what engineers describe as the culture of engineering. Learn about the main patterns of inequality and key recommendations for change
This workshop was designed and developed by Kevin Bowsher and Anna Calder in collaboration with other contributors. The Academy is very grateful for their work. The Royal Academy of Engineering is grateful for the work of all involved, and the support provided by their employers to help them develop this resource for use by the whole engineering profession.
These workshops have been developed and piloted by representatives from engineering companies including Airbus, Atkins, EDF, KBR, Mace, Ministry of Defence, Mott MacDonald, Network Rail, QinetiQ, and Rolls-Royce. The team was led by David Jenkins, Atkins.