Workplace diversity isn’t enough

IN RECENT times, there has been a push for a more diverse culture in organisations. Companies are somewhat forced to include diversity in their hiring process. Diversity does not only speak to race, disability, sexual orientation or gender, but to form a culture where the ‘people’ feel a part of the organisation without discrimination.

Research has shown that having both a diverse and inclusive culture in the workplace improves staff morale, creativity, sense of belonging, increased productivity and, in some cases, retention, which, in turn, contributes to the overall success of the organisation.

In my own experience, I have found that employees perform at higher rate when they feel comfortable, safe, a part of the organisation, and operate in a space that fosters open communication.

The Oxford Dictionary defines inclusion as “the state of being included within a group or structure”. The shift towards making an effort to include diversity in the hiring process is to be commended. However, the assumption is not to be made that diversity necessarily equates to inclusion.

Humans have an innate need to be a part of something, to be included, to contribute, to matter. Some companies fail at providing a platform in the workplace where communication and feedback channels are open.

CORE VALUES AND MISSION STATEMENT

Many employees understand the industry in which they work and what their daily duties and responsibilities entail. However, how many can confidently communicate the core values and mission of the organisation?

For example, should an experiment be conducted and the question asked of each employee, “What are the values of the organisation? What are the current year objectives? What is the mission statement of the company?” how many employees would be able to respond to these questions accurately. This is what I speak when I use the term ‘inclusive culture’.

That being said, it is a deliberate action by the organisation to cultivate an inclusive and diverse environment, implementing supporting formal and informal practices and policies. Feeling a part of the organisation rather than just working for the organisation are two different things.

The strategies used by companies to implement such culture vary. However, there are a few common principles that would apply to all.

First, initiatives need to come from the top. The leadership of the company will need to be a representation of the culture it is expecting from the employees. In addition, the leadership team should cultivate methods to communicate these at all levels in a professional and healthy environment.

Providing employees with opportunities to share and contribute in the implementation and residing process will assist with strengthening accountability and reshaping behaviours.

Major breakdowns may occur when information is not passed down from each level of the organisation. CEOs and boards of directors should be enforcing these practices at least once per year in retreats, team-building seminars, panel discussions, etc.

Integrating an inclusive and diverse culture in the workplace will not only strengthen communication but also the cohesiveness of the employees. Furthermore, having a shared purpose and clear understanding of the core values and mission of the organisation will broaden and facilitate a more inclusive culture.

The end result: Employees will be more receptive to the organisation and its leaders.