In light of the upcoming Workplace Fairness Legislation, it is in our best interest to take steps towards creating an inclusive workplace - not just because of the legislation, but also the genuine benefits of having a fair and respectful work culture.

Fostering an inclusive workplace is essential for moral and strategic reasons. Prioritising inclusivity increases employee satisfaction, retention, innovation, and ultimately, business success [1][2][3].

Diversity and inclusion in the workplace can have tremendous benefits, said Evelyn Chow, managing director of DecodeHR. “A workplace culture that is empathetic and open-minded is more conducive to different perspectives and effective collaboration. When employees feel valued, respected and treated fairly, they are more committed and inspired to do their best.”

Understanding the difference between Inclusivity and Diversity

Diversity is about representation, while inclusion is about valuing and integrating the contributions, presence, and perspectives of different groups of people in an environment [4].

A diverse and inclusive workplace ensures that everyone, regardless of their position or identity, feels equally supported in all workplace areas.

So, how do we instil a culture of inclusivity? Here are five concrete steps you can take.

1. Lead change with Commitment

Change starts at the top. Senior leadership must spearhead inclusivity efforts. Beyond being figureheads, leaders should authentically commit to diversity and inclusion. Empathy can help exude authenticity.

Foster empathy by encouraging leaders to listen actively, share stories, and connect personally. Empathy is the key to anti-racism and the backbone of all Diversity, Equity, and Inclusivity (DEI) work [5].

Consider fostering a more substantial commitment to meaningful change by suggesting that senior executives tie a portion of their compensation to achieving DEI goals, ensuring they have a stake in the game.

2. Focus on Middle Management

Recognise the key role of middle management in operationalising cultural change. Equip them with tools and a mindset that actively seeks equitable opportunities. As they control day-to-day experiences, middle managers must be mindful of unconscious biases. It is vital to equip middle management with the right policies and training to create an inclusive team culture and hold them accountable [6][7].

An HBR report shows that 5% of companies hold executives responsible for racial and ethnic diversity for promotions and only 7% for gender diversity in promotions. According to a Culture Amp report, transparent advancement processes and stated criteria can move decision-making power away from managers, and help employees to feel that bias will not affect their advancement opportunities.

3. Encourage Curiosity, storytelling, and Feedback

Promote a culture of curiosity and open feedback. Encourage leaders and employees alike to ask questions, listen actively, and seek to understand one another. A strong workplace voice, achieved through varied opportunities for input, is crucial to an inclusive culture, as it creates a sense of belonging [8]. It would be beneficial to invite experts to speak on topics related to equity or that highlight diverse experiences.

Additionally, forums can be helpful where individuals can share their stories while others are encouraged to listen and respond. It is equally important to give employees a way to signal if something is wrong and to share their feedback more openly so that disagreements can be resolved internally rather than involving legal entities. It is also crucial for leaders to openly share that they are on a learning journey too, and to recognise that they may not have all the answers.

4. Set realistic goals and measure inclusivity efforts

Set realistic goals for your inclusivity strategy and evaluate its impact over different points in time. A clear understanding of your goals, with explicit ways of tracking your progress, provides a practical framework for addressing areas requiring attention. You can use data to identify issues, prioritise programmes and focus efforts.

Inclusivity within your organisation should be a measurable aspect of your culture. Beyond traditional demographic audits, consider employing qualitative approaches such as pulse surveys. To gain valuable insights, examine data from exit interviews—probing reasons for departure—and track the frequency of disputes related to perceived unfairness before, during, and after implementing change. Additionally, ensure anonymity when conducting surveys or enlist a consultant to conduct interviews. This approach can nudge honesty, allowing employees to share feedback without fear of reprisal or judgment from managers.

5. Review your hiring policies and processes

Crafting a genuinely inclusive workplace involves developing comprehensive recruitment policies and processes. Here are some practical tips:

Write job descriptions with inclusive language, emphasising skills over specific backgrounds.
Diversify your recruitment channels to reach a broader range of candidates, utilising platforms that cater to underrepresented groups.
Provide unbiased training to your hiring team, fostering awareness of and eliminating unconscious biases.
Consider implementing blind recruitment processes to ensure fair assessments based on qualifications.
Create inclusive interview processes focusing on skills and experiences rather than personal characteristics.
Offer flexibility in work arrangements to accommodate diverse needs.
Encourage the formation of employee resource groups focused on diversity and inclusion.

Change the system

If you want a lasting change in attitudes and behaviours towards DEI, you must modify the system to reduce biases. Deloitte research suggests four steps to rewiring systems:

Use data to pinpoint leaks in the talent lifecycle. Organisations can analyse employee data from when they're hired to when they leave, including their experiences with inclusion, to identify areas where they might be losing valuable talent.
Identify and remodel vulnerable moments along the talent lifecycle. Certain points in talent processes are more susceptible to bias, which can influence the decisions made by those in charge, for example, when decisions are not subject to review.
Introduce positive behavioural nudges. For example, change the default meeting scheduling options to encourage organisers to consider a broader range of time slots, accommodating diverse work arrangements and global team members.
Track the impact. It is essential to regularly review diversity and inclusion data to evaluate the effect of any changes that have been implemented. This will help ensure that progress is being made towards creating a more diverse and inclusive environment.

In a nutshell

Instead of just fulfilling the minimum requirements for diversity and inclusion, aim for a more comprehensive and transformative approach. This ranges from basic awareness to full integration into every aspect of operations. The goal is to make diversity a part of the organisation's operations, from hiring practices to decision-making processes. It's important to acknowledge that significant changes require more than just talking about them; they require a genuine cultural shift within the organisation. Changing the organisational culture is a complex task requiring deliberate focus and time.

“This must be a genuine effort - it’s not just about checking the boxes,” said Evelyn. “Creating an inclusive workplace takes time and a lot of work, and there will be a lot of learning along the way but it is worthwhile.”

Connect with us over coffee for a consultation on DEI strategies.