Inclusion refers to being included within a group, and diversity is selecting people for a team with different backgrounds and abilities to be a strong and effective team. Inclusion means making sure that the opinions and contributions of those different people are heard and valued to the performance.
It’s the employee experience that the leader creates that will make or break the D&I initiatives of any organisation.
D&I is at a greater risk of becoming a casualty as businesses are rebuilt in this crisis. One example that best explains this situation is: Though women represent just 39% of the global workforce, they have accounted for 54% of worldwide job losses during COVID.
They aren't; they're both very different and equally crucial. Diversity is all about the gap that individuals contribute and bring is all about ensuring that a culture is made that exerts that gap and brings the very best from every person.
Believing it is merely an HR intiative
It should not only be an HR initiative, but it ought to be a company-wide focus. It is not the situation. Placing a policy in place is a wonderful first step, but you can not just talk the talk: you need to also place it in actions.
It is useless to keep fixing the diversity of their organization. The roots of workplace policies have to be tackled first. Once inclusive foundations are set up, then you are prepared to focus on diversity.
Employee surveys are a very important resource when determining areas to focus on while planning for your diversity, equity and inclusion efforts. And almost all companies have experience gaps among different demographics within the workplace.
After hiring, many businesses seek out candidates who are a"culture fit" -- an odd, often immeasurable feature that means"somebody who is like us. Among the biggest problems accompanying D&I is the subconscious prejudice that resides in most people.
A method to overcome this unconscious prejudice is by engaging a diverse set of men and women in the hiring and interviewing process. It decreases the unconscious bias which may come through during the interview and also assists in understanding your client base better. But it ought to be a company-wide focus. Just placing a policy in place is a wonderful first step, but you can not just talk the talk: you need to also place it in actions.
... and all the above effects (ultimately) reduce employee retention, employee engagement and turnover rates.
The top management of a company speaks volumes about your culture.
The top management of a company speaks volumes about your culture. Accordingly, it is essential to have diversity among top management that is diverse. What about people from various cultural and religious backgrounds? Are they equally represented? When diversity and inclusion are followed in top management, it follows in the bottom line as well.
Employees often quit jobs when they feel their authentic self and uniqueness are not valued enough or appreciated. Therefore, it is essential to create an environment where they feel a sense of bonding to the business and its people.
Ensure your employees do not hesitate to express themselves based on their distinctive viewpoints but feel included and respected irrespective of their cultural background.
If you truly want everyone to feel included, make sure you consider language barriers and preferences. Global companies constantly cope with this type of thing; they encourage those teams to participate in a virtual event. And the remote world in the current crisis opens more doors to this process.
When you make an effort to hire for diversity, make sure you account for inclusivity for the diverse viewpoints to stick.
It is important as people from different backgrounds and generations sometimes have different perspectives on all sorts of issues, from what they choose to wear to work, their tone of communication, to what kinds of ideas they pitch in meetings. Embracing diverse thinking is useful in generating different ideas and getting useful feedback while at the same time creating an environment where everyone feels relevant and part of a shared mission.
A Harvard Business Review survey found that 75% of respondents found that superficial policies and language were insufficient to bring true change. Leadership commitment and strengthening anti-discriminatory policies are critical to making sense of success in diversity and inclusion.
Research shows that the hiring process is unfair and full of bias. Seeing is believing… Suppose we don’t see male or female engineers. In that case, we don’t naturally associate women and men with those jobs, and we apply different standards when we hire, promote, and evaluate job performance. “Managers have to learn to de-bias their practices and procedures.”
Some strategies to combat bias include:
Rewriting job descriptions, so they are gender-neutral and use words that strike a balance of gendered descriptors and verbs
The annual survey is common among companies, but many neglects to segment that data based on gender, generation, ethnicity, geography, etc. By only looking at numbers in total, HRs may miss the big picture and an opportunity to identify specific issues of those communities. Focus groups are a good way to collect qualitative data and gain deeper insights into employees.
It is one of the best methods to learn what employees care about. One-on-one talks with their manager can be made more effective when managers encourage an “open door” policy. Employees need to feel comfortable in speaking their mind honestly and openly.
When managers show they too are human with empathy and honesty, employees will feel comfortable speaking up and trusting their leadership.
People react with fear and distrust when their beliefs are challenged. Fear makes people narrow their perspective and creates the opposite desired effect of an inclusive workplace. Elevating the power of shared experiences and storytelling creates strong potential for positive change.
The main philosophy that lies in D&I is rooted in two main concepts: They are a sense of connection and a sense of belonging with their team. These elements must be followed hand-in-hand by leaders and employees in the workplace to truly make an impact.
With few initiatives to improve team bonding and deeper peer-to-peer connection, employers can also support the wellbeing of their remote teams and reap the benefits while boosting employee engagement in the virtual workspace.
Click here to download it for FREE