4 best practices for improving workplace diversity and inclusion

We have come to live in an ever-changing connected world where the global socio-economic tapestry is being shaped by technological advances. Businesses today can use diversity in a business environment to garner the best possible organizational performance. It is not hard to see why diversity and inclusion is critical for business performance, is it?

There is an abundance of research that depicts the various benefits that diversity and inclusion bring. Some of these are better problem-solving abilities, scope for innovation, stronger governance, creativity, market goodwill and consequently better profits.

Based on insights, let’s delve deeper into the best practices for improving workplace diversity and inclusion.

Fostering acceptance and belonging

Individuals who find that an organization and its leadership give them a sense of acceptance and belonging are more likely to put their best performance forward. This connection goes a long way in building better engagement within teams, enhances creativity and out-of-the-box thinking that have domino effect on performance. Implementing these changes isn’t easy. Building an inclusive culture that enables diversity is going to take some time. The first step is to get the leadership and management with a set of principles that will help foster this culture in the long run. There is no one size fits all approach as different organizations have different requirements.

Empathetic leadership the way forward

Inclusion and diversity are often thought of as being a responsibility of the HR. However, it is here that leaders must lead by example by emphasizing on key values that foster inclusion and diversity. Leaders should emphasize on the value of belonging from the heart or any inclusion and diversity are not going to be congruent. They have to explain why they care, why inclusion and diversity is so important, and what are the ongoing practices to foster inclusion and diversity.

Focus on joy and connection while minimizing fear

An environment of fear and mistrust could spell disaster for the long-term performance of an organization.  Fear creates a myopic work perspective that excludes innovation and out-of-the-box thinking. It can be a powerful motivator, but it is also an anchor for mediocrity. If an organization values innovation and excellence, a focus on inclusion and diversity is a must.  Since it has a greater potential for unlocking the organization’s true performance potential.  The power of shared experiences and perceiving challenges as opportunities is a power game-changer. The emphasis should be on celebrating the small moments of triumph, giving credit where it is due, and highlighting areas of improvement constructively. The end-goal is to create a collaborative environment among co-workers instead of a competitive one.

Brand identity

The culture of an organization and its brand are soulmates. In a sense, the products and services that your organization offers also imbibe your organization’s cultural values. Customers and the target market at large will be able to resonate with y our values better if they reflect inclusion and diversity. Think about what your brand narrative is about your organization’s culture? How is it shaping perceptions? Are there experiences that are misinterpreted or misunderstood? Everything that happens within your organization also reflects on the outside world.

Futurescape

Inculcating inclusion and diversity is an ongoing process. Once it is deeply embedded in your organization’s culture and ethos, it becomes automated. These values will have a profound impact on your organization’s market performance in the long run. For real change to take place, leaders themselves should cultivate a value system of inclusion and diversity.  A recent study by Gartner reveals that Diversity and Inclusion was cited as a critical factor in the talent outcome by 85% of the diversity and inclusion leaders surveyed.

Disclaimer: The views expressed in this article are those of the author and do not necessarily reflect the views of ET Edge Insights, its management, or its members

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