Diversity, Equity, and Inclusion (DEI) are no longer just buzzwords—they are integral to the success of modern organizations. However, implementing DEI initiatives effectively remains a challenge for many businesses in Asia. Nicole Quiogue Golloso, Director of HR & Corporate Communications (SG & HK) and Regional DEI Lead (APAC) at McCann Worldgroup, offers valuable insights into this evolving journey. Drawing on over 11 years of experience in HR, Marketing, and DEI leadership, Nicole has been at the forefront of embedding DEI practices within organizations, ensuring they go beyond rhetoric and translate into tangible results.

In a recent conversation with Collective for Equality, Nicole shared her perspectives on the current state of DEI in the region, the importance of leadership buy-in, and the personal challenges that have shaped her professional journey.

Leadership Buy-In

One of the key challenges Nicole identifies is securing leadership buy-in for DEI initiatives. “Many organizations in this region are still at the beginning of their DEI journey. A major challenge is getting leadership buy-in and answering the fundamental question: why is DEI important?” she notes. Without strong support from leadership, she explains, DEI efforts may struggle to take off or be relegated to a checkbox exercise.

At McCann Worldgroup, DEI has been a key strategic priority for many years. Nicole highlights the importance of embedding DEI across all levels, not just within HR. The company’s approach is rooted in a philosophy called “conscious inclusion,” which focuses consistent practices and deliberate actions that foster an inclusive culture. In their SEA markets, they align this philosophy acrossfour key pillars: conscious well-being, connections, communications, and causes. These pillars ensure that they are intentional with their actions, and that inclusion is observed across their policies, operations, work and culture.

By reviewing their internal practices annually and applying this conscious inclusion framework, McCann Worldgroup has been able to integrate DEI into the core of their business strategy. “What sets us apart is our commitment to DEI beyond just HR—it’s embedded across all levels,” she adds. In markets like Singapore, the company has achieved gender balance, with 60% of the workforce being women and an equal split at the top management level.

Regional Variations

While McCann Worldgroup has made significant strides, Nicole acknowledges that DEI challenges and progress vary in every market. “In Singapore, we’ve achieved a solid gender balance. But in other markets, the challenge is much greater, particularly in getting more women into middle and senior management roles.” This uneven progress underscores the complexities of DEI, which encompasses not only gender but also age, ethnicity, work styles, and communication preferences.

Nicole believes that broadening the scope of DEI to include these diverse aspects can lead to stronger, more inclusive workplaces. In her workshops, she often uses a questionnaire to illustrate the range of diversity that exists, from music preferences to communication styles. “By the end, I ask everyone, ‘Do you want to be treated fairly? Do you want feel a sense of belonging?’ ‘Do you not want to be discriminated based on your background?’ Almost 100% of the time, everyone answers yes,” she says. This exercise highlights a crucial point: while our backgrounds and experiences may differ, we all fundamentally seek fairness, respect, and belonging.

Road to Self-Awareness

Nicole’s deep understanding of DEI isn’t just theoretical; it’s informed by her own experiences. Having spent over a decade in HR, with additional marketing and academic experience, she has faced numerous challenges, both professional and personal. One of the most significant was her 13-year battle with depression. “Going through that journey, largely on my own, made me realize that my experiences could be used to uplift others,” she shares. This personal struggle has fuelled her passion for promoting emotional intelligence and inclusive leadership in the workplace.

Another turning point in her career came from performance reviews early on, where she was told she was “too emotional.” At first, this feedback was disheartening, making her feel that having a heart in the corporate world was a disadvantage. However, over time, she learned that being emotional can be a strength—if it’s channelled correctly. “It’s not about just feeling and reacting; it’s about using those emotions to empathize and connect with people. That’s a strength in leadership,” Nicole reflects.

Mentorship and Male Allies

Nicole credits much of her professional growth to the mentors and sponsors who supported her, many of whom were men. “I’ve had many mentors and sponsors along the way, and interestingly, most of them were men. They were the ones who showed me I could succeed, even when I doubted myself.” This support was particularly valuable early in her career, when she often felt the pressure to work two to three times harder than her male counterparts to prove her worth.

Despite these challenges, Nicole rose through the ranks, becoming a director overseeing multiple markets by the age of 28. Her journey highlights the importance of both self-awareness and having champions who believe in your potential. “If I had listened to the negativity, I wouldn’t be where I am today,” she notes.

Nicole is also keen to highlight the role men play in advancing gender equality and DEI. When male leaders actively support and empower women, it sets a powerful example for the rest of the organization. “For instance, when I transitioned into my current role, my first question to my boss was, ‘What kind of HR partner do you want me to be?’ That conversation set the tone for our working relationship. His trust in me extended beyond HR work, which earned me respect from other leaders as well.”

DEI in Practice

At McCann Worldgroup, one of the most impactful DEI initiatives has been the annual “Day for Meaning”. Every year, the company closes all its offices worldwide for an entire day dedicated to DEI workshops and action-planning sessions. “During this day, we review our policies, programs, goals, and progress. Teams from various departments and levels come together to create action plans that they commit to,” Nicole explains. This collaborative approach ensures that DEI initiatives are not just top-down directives but are embraced across the organization.

What sets this initiative apart is its focus on accountability. Each market is responsible for developing its own action plans, fostering a sense of ownership among team members. “When teams are involved, they take accountability for the actions they commit to. This ensures that DEI initiatives aren’t just a one-off but are deeply embedded into the culture,” she adds.

Measuring the impact of DEI initiatives is critical, and Nicole emphasizes the importance of both quantitative and qualitative metrics. “Pulse surveys, like our ‘Conscious Inclusion Index,’ give us valuable data on employees’ sense of belonging. Retention rates and HR analytics also provide insight into the effectiveness of our DEI efforts.” However, Nicole stresses that these metrics must be tailored to address the specific DEI challenges faced by each organization.

In addition to quantitative data, it’s equally important to gauge the general sentiments of employees. “Quantitative and qualitative measures together offer a comprehensive view of DEI progress,” Nicolle explains.

Embedding into Business Strategy

For Nicole, the key to long-term DEI success is integrating it into the core of business strategy. “In industries like marketing and advertising, clients now ask for DEI metrics during pitches because they want to partner with companies that truly reflect those values. This shift made it easier for us to gain leadership buy-in. In turn, we now actively look for the same from our suppliers and vendors, ensuring that we extend this positive impact across the wider business ecosystem.” By framing DEI in terms that resonate with business leaders, organizations can ensure that it becomes a strategic priority rather than an afterthought.

Nicole’s journey—both personal and professional—demonstrates that DEI is not just a “nice-to-have” but a vital part of building successful, inclusive workplaces. As organizations continue to navigate this complex journey, leaders like Nicole provide a blueprint for embedding conscious inclusion into the very fabric of their operations, ensuring that everyone has a seat at the table.