About the Author:
Jennifer Lee, Director, People & Culture
Jennifer brings 20 years of experience to her role as Director, Human Resources. She studied at the University of Lethbridge, Faculty of Management where she earned a certificate in Human Resource Management at Royal Roads University where she earned a Graduate Certificate in Human Resources. She holds professional designations as a Chartered Professional in Human Resources (CPHR) and Certified Professional Co-Active Coach (CPCC).
Jennifer is responsible for developing and executing a talent strategy that supports our business goals.
Why is diversity and inclusion important to Dynamic Risk?
Diversity and inclusion (D&I) are important to us because each of our Team Members is delightfully unique in their background, experience, mindset, and capabilities. Like many organizations, Dynamic Risk is committed to providing a safe work environment. For us, that includes providing a work experience where people can be themselves and contribute openly – that’s the inclusion piece. In return, we ask our Team Members to be open to perspectives and ideas that may be new or different from their own or come from a non-traditional source. That is diversity.
Every day our Team Members are collaborating with one another, our clients, and sometimes other parties, to solve complex problems and develop solutions that improve the industry’s ability to deliver energy safely. We are best positioned to meet our client’s needs when we understand what diversity and inclusion mean, so we can model behaviors and create policies and practices that support them.
What D & I activities is Dynamic Risk involved in?
D&I at Dynamic Risks starts with our leadership. It begins with demonstrated commitment at the highest level. In my role as Director, People & Culture, I am a member of a Steering Committee, made of people leaders in each of our parent company’s (Previan) business units. We meet regularly to share ideas and to learn from each other how best to support D & I awareness, training, and programs.
Our initial focus is creating awareness of what D & I means and what it doesn’t. By offering training to our people leaders, we’ll create a solid foundation of knowledge and understanding on which to build out other efforts.
What has been a key takeaway for you so far?
I experienced an “a-ha” moment early on in one of our Steering Committee meetings when one of the participants stated that inclusion comes before diversity. Think about that. Diversity can not be achieved if there is an absence of inclusion.
I hadn’t thought about it that way before. Previously I was focused on the diversity piece – have we got all the shapes, sizes, and colors in the crayon box? Now I realize to ensure we achieve diversity we first need to create space for different experiences and ways of thinking and ensure our work rules and recruitment and retention practices allow for a work experience that allows inclusion to thrive. I believe diversity will naturally follow.