“We hire and promote the right person for a job, regardless of race or gender”; how can organizations make this a reality?
Organizations realize that promoting equity, diversity and inclusion is a strategic business imperative and the right thing to do in order to encourage a culture where differences are valued, supported, and celebrated.
To make this relevant and lasting, the first step is to create conviction, which is only possible through data and real stories! A recent report found that India could add up to USD 770 billion to its GDP by 2025 just by giving equal opportunity to women. I recollect a World Bank report from 2016 that pointed out that the ‘cost of closet’ or homophobia in India was close to USD 16 billion. Today, we have many examples of the power of conscious inclusion. It is important to create awareness and education among people, ensure that there is leadership buy-in and active support and a true culture of inclusion and belonging is experienced throughout organizations. This extends to all external stakeholders including talents, clients, and suppliers as well who should experience that culture in every interaction.
Organizations must connect their ED&I strategy and goals with the organizational vision and values, embedding it as part of their DNA and ensuring that it is built to last.
What are the best measures of success to determine diversity and inclusion? Measures that truly motivate and inspire all stakeholders to practice with belief and passion
Diversity is a fact, and therefore easier to measure. Through voluntary self-identification, with guidance on data protection and privacy, on attributes like gender, age, faith, care-giving, disabilities, sexual orientation and other status, it’s possible to determine the landscape. It can also extend to other elements like job role, working styles, and academic backgrounds. A true measure of success of diversity would be to see how well these historically or currently excluded groups are represented in the organization across levels and hierarchies, and focus on fixing systemic barriers across hiring, developing, and promoting talents.
Inclusion and belonging are experienced, so a good metric would be employee engagement surveys with clear insights on specific levers. This information should be available for all to digest, with action plans to correct what is not going well.
It is important to recognize and celebrate the small wins. The journey is not the same for all organizations and every success should be recognized.
Diversity, inclusion, and equity – how do these three aspects come together to build the right culture in any organization?
These are three distinct values but intricately connected. Unless they come together in a holistic manner, one cannot create the right impact. Diversity refers to who we represent in the workforce. We may have the right numbers of a diverse workforce, but they mean nothing if we cannot provide employees with inclusive experiences to make meaningful contributions. This can be done by practicing equity — fair treatment for all irrespective of their identity. It is also important to extend reasonable accommodations as required to create equity in opportunities.
When we bring all three as a seamless extension of the other, we create the right culture.
Employee resource groups are an integral part of diversity and inclusion. Should they be allowed to form and grow organically, or should it be HR’s responsibility to create them?
Organizations can launch employee resource group programs with a clear purpose aligned to their overarching diversity and inclusion strategy. The next step would be to allow employees to organically come together and formalize in groups.
This way, the organization creates a framework to set up ERGs for success, while empowering employees to make an impact. It is also crucial for leaders to support and recognize the work they do to create an inclusive workplace for everyone.
How can organizations represent their brand as a diverse and inclusive workforce, without unfairly tokenizing or objectifying their diversity?
Organizations need to be open and honest about their diversity and inclusion initiatives — and intentional about engaging their underrepresented population in meaningful ways.
No one should be asked to do what others are not asked to. Participation must be made optional, without any anxiety of whether they can accept or decline.
How can organizations embed their commitment to diversity and inclusion in the job descriptions they create for different roles?
The first step is to outline the commitment to diversity and inclusion as an organizational strategy – through an equal employment opportunity statement, visible positive representation of ED&I goals. Offer reasonable accommodations wherever possible. Next, ensure that your job descriptions promote a gender-inclusive language and are not exclusionary. Highlight only skills and capabilities that are required for the job, and defocus from ‘good-to-have’ skills. Finally, outline the benefits and practices that you can offer as an inclusive organization. An inclusive job description is by design, better for all, and promotes a culture where you ‘see the possible in people.’
