The more integrated we seem to become in the complicated, dynamic, and diverse world we live in today, the more polarized or fragmented our communities appear to have gotten. Therefore, stating that “We are an equal opportunity employer, and we favor fostering inclusive communities and valuing diversity,” is standard in HR policies. Although these terms are frequently employed in corporate jargon, it is essential for businesses to actively include diversity, equity, and inclusion in the workplace if they are to flourish.
Leaders must model it by fostering inclusive work environments with a diversity of backgrounds and perspectives. Businesses with more inclusive corporate cultures and policies have higher levels of creativity (59% higher) and are 62.6% more likely to experience higher levels of profitability and productivity (https://bit.ly/2M1a6SA).
Diversity is the existence of disparate elements within a particular context. Gender identity, race, ethnicity, religion, nationality, communities, and sexual orientation, all fall under this category. To have a diverse workforce, an organization hires people from a range of social and cultural backgrounds. This guarantees that many perspectives, experiences, and voices contribute to the development of the business.
The deliberate, ongoing effort to ensure that individuals with different identities can fully engage in all facets of an organization’s work, including leadership roles and decision-making processes, is known as inclusion. It speaks to how varied people are seen as respected members and accepted in a workplace or community.
The term “equity” describes a strategy that makes sure everyone has access to the same opportunities. It acknowledges that there are advantages and obstacles and that everyone does not begin the same. Recognizing the imbalanced starting point is the first step in the equity process, which aims to identify and address the imbalance. Equity guarantees that everyone, regardless of identity, has the chance to advance, contribute, and flourish.
By designing an employee experience that has formal structures, distinct tactics, and alignment to values and uses employees’ opinions to prioritize change and gauge progress, leaders may convert good intentions into reality.
Based on thoroughly researched analytics for culture transformation and the employee experience, I advise leaders to take the following steps as a starting point.
Treat DEI work as a core rather than peripheral work:
Abe Breuer, owner of VIP To Go, suggests the following; “To improve DEI and end systematic racism, everyone needs to change their attitudes and behaviors from viewing DEI as unrewarded “side labor” (i.e., peripheral job) to viewing it as worthwhile work (i.e., core work). To do this, DEI experts must have positions that reflect the significance of their job.
If DEI work is to be taken seriously, leaders, supervisors, and employees who have historically regarded it as “extra” labor need to be evaluated on how well they accomplish this work. Since these instruments are frequently used as the foundation for deciding other rewards, like compensation, promotion, and bonuses, one choice is for leaders to incorporate DEI work as a portion of actual performance evaluations.”
Know where you stand right now:
Elena Jones, owner of FinanceJar states; “If you don’t know where you are right now, you won’t be able to meaningfully improve diversity, equity, and inclusion in your business. To do this, you must thoroughly examine the data, both quantitative and qualitative, to comprehend the current status of your employee experience.
Not just during exit interviews or quick pulse surveys, but throughout the whole employee lifecycle, this DEI data collection should take place. It entails conducting appropriate inquiries during surveys about the employee experience, maintaining dialogue, and remaining in the collecting mode so you can monitor your development.”
Create a plan and a leadership structure:
You’ll be prepared to go on to the next stage—developing a strategy to achieve real, significant advancements—once you are fully aware of where your firm stands in terms of fostering a diverse, equitable, and inclusive environment today.
Choosing a team to direct the development and implementation of the strategy is a terrific idea because people carry out plans. To increase your chances of success, make sure the team is cross-functional. Not one department—not even HR—is solely in charge of fostering an environment that values diversity and inclusion.
Think long-term:
Sam Willis, Owner of Raincatcher believes that; “It’s excellent to start a plan to boost DEI at work, but this shouldn’t be a passing phase. You must adopt a long-term perspective and commit to maintaining an active interest in DEI throughout your business if you want your DEI training and plan to be successful and respected by your employees.
Employees who stop having faith in their company’s DEI initiatives are not only disappointed; 40% of them would think about quitting entirely, and 56% would not suggest it to their friends and family as a place to work. That figure is even higher for younger workers, senior management, and LGBTQIA+ personnel.”
Foster a company culture where every voice is welcome, heard, and respected:
Caitlyn Parish, owner of Cicinia believes that; “Many workers frequently leave their positions when they believe their real selves and individuality are not acknowledged or appreciated. As a result, it is critical to establish a setting where they feel a sense of kinship with the business and its employees.
Employees must feel free to express themselves according to their distinct viewpoints. Regardless of their age, gender, color, religion, sexual orientation, physical condition, cultural background, or place of origin, employers must ensure that all employees feel valued and respected.
Don’t play favorites, be kind, and pay special attention to how you may adopt non-discriminatory practices and policies when it comes to promoting diversity and inclusion in the workplace. Employees feel involved when it’s “safe” for them to express their worries and ideas without fear of retaliation. The ability to speak freely without fear also enables businesses to actively embrace different points of view in addition to simply listening to them.
Investing in a platform for employee communications is a fantastic approach to do. You will be able to communicate with every employee using their favorite channel by merging all of your channels into one platform. If you do this, your workers will feel fully involved in and linked to the wider corporate ambitions and goals.”
