Renowned DEI strategist and author of Moving Diversity Forward, Verna Myers once said, “Diversity is being invited to the party, inclusion is being asked to dance.” Keeping this thought in mind, Global DEI Alliance hosted a webinar to discuss something that has emerged as a key driver in the workplaces—a sense of belonging.
The session was titled, The Power of Togetherness: Building Belonging at Workplace, and the panelists were Shailendra Shukla, Managing Director—Mobility Group, India at Eaton Industrial Systems Pvt. Ltd; Richa Singh, diversity expert and Vice President- HR for DEI and CSR at Max Life Insurance Company; Qasim Fizza Latifi, Diversity and Inclusion Lead at Alvarez & Marsal; and Ankit Bhuptani, an LGBTQI writer, activist.
The panel answered some key questions like what is the true meaning of DEI and whether it is the final dance in an organisation’s journey or the beat that sets the tone for their policy making? Here is what we learnt:
Fostering acceptance at the workplace
Nobody should have to hide their true selves just to feel accepted in the larger workforce. Speaking on this matter, Singh said, “In India, diversity is still mostly about gender. More progressive companies are addressing LGBTQ, socio-economic, and disability inclusion. Only after grasping the concept of equity can we truly aim for the overarching goal of fostering employee belonging, which encapsulates the entirety of what Diversity, Equity, and Inclusion (DEI) has to offer.” The advantages of DEI extend beyond a unidimensional scope, encompassing a spectrum of benefits from economic growth to heightened employee engagement.
Championing disability inclusion: Eaton’s remarkable numbers
Eaton stands out with an impressive inclusion of over 70 people with disabilities within its workforce. Achieving this milestone, however, requires a deliberate shift in mindset and behaviour, he said. The initial phase involves raising awareness among stakeholders, decision-makers, and the broader team. Subsequently, a meticulous evaluation of job roles takes place to identify suitable positions for candidates. The crucial next step is the implementation phase, where many organisations tend to hesitate. Shukla emphasised that there exists both a moral science and an economic science behind their hiring process.
Cultivating genuine inclusivity: A shift from policies to practice
Transitioning from policy-based inclusivity to creating a truly accepting environment involves taking proactive steps. A noteworthy approach is engaging with individuals during the hiring process to understand their preferences and needs. Latifi illustrated this with an example from his experience with a management consultancy organisation that adhered to traditional dress codes.
Despite the norm, the CEO enquired about Latifi’s preferences during recruitment, leading to a vibrant presence amid the traditional blue, black and greys. Latifi spoke about the importance of consulting with underrepresented communities to tailor policies accordingly, stating, “You must check with the underrepresented communities what they want, and then tweak your policies accordingly. It is only then policies move from paper to practice,” he added.
Ensuring that inclusion efforts resonate with individuals at a deeper level
Bhuptani, who is also a DEI Strategist with over 30 companies and the winner of the Global Diversity and Inclusion Leadership Award by World HRD Congress, delved into the crucial distinction between “bringing your complete self to work versus bringing your authentic self to work” to underscore the importance of connecting with individuals at a deeper level in the workforce.
While the former would include the cranky, lazy version of you on a Sunday morning that no one needs to see at work, the latter would be the ability to perform work in a complete manner, he said. The authentic self, therefore, serves as the cornerstone of DEI. Creating a safe and healthy work environment requires a personalised approach encapsulated in three key steps: Inquiry—understanding the diversity within the community where the business operates; empathy—acknowledging and embracing individual differences; and knowledge—gathering pertinent information about potential hires before making final decisions.
Empowering neurodiversity: Eaton’s proactive approach to inclusive hiring
Eaton stands out for its commitment to hiring individuals on the autism spectrum as well, exemplifying a dedication to moving beyond mere compliance and actively fostering an environment where every individual can make meaningful contributions. Shukla shed light on the intricate process of implementing inclusive practices, emphasising that it extends beyond mere awareness, empathy, and acceptance.
A crucial component in Eaton’s approach is the establishment of the right infrastructure, encompassing not only physical facilities but also a unique support system known as the ‘buddy system.’ Shukla explained, “A buddy is an ally who has been in the organisation for a long time and has an existing social network.” This initiative ensures a supportive environment for persons with disabilities, highlighting the organisation’s comprehensive strategy in creating an inclusive workplace.
Navigating Biases: Moving through the layers of affinity bias
Delving into the complicated landscape of our thinking and judgement process, three distinct kinds come to the forefront: conscious, subconscious, and unconscious. We are unable to identify existing biases within us as some are result of deep-seated conditioning. Latifi shed light on the concept of affinity bias, a phenomenon where individuals naturally gravitate towards others with similarities, be it in educational background, cultural upbringing, language, or other shared aspects.
He emphasized the significance of self-awareness in decision-making processes, particularly when wielding power and responsibility. Latifi said, “It is important to sit back and understand your personal biases, especially when you are in important decision-making roles.” This insight highlighted the imperative of introspection to counteract biases and promote equitable decision-making in positions of influence.
In conclusion, the panel affirmed that Diversity, Equity, and Inclusion (DEI) are not merely desirable but imperative elements in shaping workplaces. The consensus highlighted the essential need for an additional push towards inclusivity, particularly for marginalised communities, in the hiring process for all roles. However, once individuals become part of the organisation, the emphasis must shift to evaluating them on their abilities, avoiding the label of a “DEI hire.”
The journey begins with equity at the outset and evolves into belonging only when the organisation ensures the provision of favourable infrastructure, facilities and eradication of biases. The resounding call is for a structured framework in every approach, representing the pressing need of the hour to foster genuine inclusion. This introspection serves as the cornerstone for a future where organisations thrive on the principles of diversity, equity, and inclusion.
