From Insight to Impact: How PostFinance Raises Awareness of Inclusive Leadership Among New Managers

As part of its «Starter Kit» , PostFinance has developed  a new learning program to support employees stepping into their first leadership role. The aim of the Starter Kit is to provide new leaders with key managerial skills at an early stage and to offer targeted support as they transition into their roles.  Right from the design phase, it became clear that diversity, equity and inclusion (DE&I) would play a pivotal role in the programme. 

An internal sounding with managers revealed that DE&I was perceived as highly relevant and that there was a strong need to explore the topic in greater depth. At the same time, the strategic perspective confirmed that aspects of inclusive leadership are becoming increasingly important in day-to-day management. Based on these insights, PostFinance decided to make DE&I a mandatory component of the new manager Starter Kit and to develop a dedicated learning module on «Inclusive Leadership». 

The module was designed not only to transfer knowledge but also to encourage personal reflection and dialogue among peers. It should allow new managers to better understand the importance of DE&I and to recognise its relevance for collaboration, team dynamics and leadership practice. 

Through this module, PostFinance pursued several goals: 

• Raising awareness: Participants should understand why PostFinance is committed to DE&I and why inclusive leadership is central to effective management. 
• Deepening understanding: Key terms and concepts such as diversity, unconscious bias and inclusion are presented in a clear and accessible way. 
• Encouraging reflection: Managers are invited to reflect on their own leadership behaviour in relation to inclusion. 
• Ensuring practical relevance: The module integrates real-life examples from managerial practice and facilitates open discussion. 

To achieve these objectives, PostFinance adopted a blended learning approach consisting of a 30-minute preparatory e-learning module followed by an interactive virtual workshop designed to foster exchange and transfer to practice. 

The concept was developed in close collaboration with the Competence Center for Diversity, Disability and Inclusion (CCDI) at the University of St. Gallen — a long-standing and trusted partner of PostFinance through its participation in the HSG Diversity Benchmarking. The CCDI ensured a solid theoretical foundation, integrated latest academic research into the content, and provided a clear structure for the e-learning component as well proven best practices. 

The training was delivered using a train-the-trainer approach, which ensured knowledge transfer and enabled in-house workshop facilitation to continue. 
 
From the outset, several internal stakeholders were involved in the process — including Learning & Development, Corporate Responsibility, and Next Gen. DE&I is one of the key focus areas within PostFinance’s Corporate Responsibility framework and is embedded in the organisation’s sustainability objectives. The Next Gen unit seeks to embed generational perspectives and generational management across the organisation, with a particular focus on integrating the views of younger employees. 

Involving these different units throughout the design process ensured that multiple perspectives were considered and that a shared understanding of terminology, content and objectives was developed.  

The module was refined through several iterations. In each cycle, the content was jointly reviewed, feedback from experts and participants was incorporated, and prototypes were iteratively improved. 

PostFinance described the collaboration with the CCDI as highly constructive and straightforward, valuing in particular the continuous integration of feedback and the effective coordination among all parties involved. 

Structure of the Module 

The module consists of two interlinked learning elements: 

E-learning (Preparation) 

The e-learning component introduces the key foundations of inclusive leadership and enables participants to engage with the topic individually. It includes: 

• explanations of core concepts,
• interactive reflection exercises, 
• examples from the workplace, and 
• targeted preparatory tasks for the online workshop. 

A tailored overview and impact model — developed specifically for PostFinance — illustrates the various dimensions of inclusive leadership, including diversity  unconscious bias and psychological safety. This model helped to make the complexity of the topic tangible and provided clear orientation. The individual preparation laid the groundwork for active participation during the workshop. 

Workshop 

The workshop provided an opportunity for in-depth engagement, consideration of different perspectives and transfer to practice. Its design deliberately focused on peer exchange. Using real-life case studies, participants discussed everyday situations that can affect inclusion within teams. 

One example addressed an employee’s request for an individual office due to a disability. The discussion revealed that many participants initially thought of visible physical impairments, while less obvious aspects such as mental health conditions were overlooked. These discussions prompted conscious perspective shifts and recognisable “aha moments”. 

Another focal point was unconscious bias and its influence on perception and decision-making. Participants reflected on how such biases might manifest in leadership practice.  

Since the initial rollout, around 60 new managers have completed the module. Feedback indicates that it is having a clear impact — particularly through enhanced awareness and reflection. Some participants noted that while they had encountered DE&I before, they had previously been unsure how to integrate it into their everyday leadership practice. 

Several participants recognised that leaders have a direct influence on how employees feel — whether they experience belonging and respect — and how this, in turn, affects team wellbeing and performance. Reflection on one’s own leadership role emerged as a key learning outcome. 

The structured exchange during the workshop was also highlighted as a significant source of value. Many managers appreciated the exposure to diverse perspectives and the fresh insights generated through open discussion. The combination of e-learning and workshop elements was repeatedly described as effective and well balanced. The mix of inputs, group work and digital tools was also positively received. 

During the first three runs, qualitative feedback was collected to support continuous improvement of the module. This pilot phase demonstrated strong acceptance and positive resonance. A quantitative impact assessment is currently being established, as sufficient data for statistical analysis are not yet available. 

Through the Inclusive Leadership module, PostFinance reinforces the understanding that leadership is more than the allocation of tasks — it shapes collaboration, belonging and collective impact. The module provides leaders with space to reflect on their own actions, make more deliberate decisions and take responsibility for fostering an inclusive working environment. Inclusive leadership thus becomes both a mindset and an integral element of professional management practice.