Diversity and inclusion: what’s it all about and are there any shortcuts?

THE CIPD is a strong advocate of fairness and inclusion in the workplace.

There is a compelling moral and business case for diversity and inclusion in employment. People matter and we all should have equal opportunity to develop, progress and be rewarded and recognised at work. Organisations must ensure that their people management practices champion this fundamental principle.

The most enlightened organisations are the ones looking at the broader picture of diversity and inclusion. However, diversity and inclusion are not initiatives that you can pick up one morning and expect rapid results from within the year. It is a journey.

Part of the problem is that ‘diversity’ and ‘inclusion’ are most often lumped together and assumed to be the same thing.

In the context of the workplace, diversity equals representation. Numerous studies have shown that diversity alone does not drive inclusion. As Verna Myers put it: ‘Diversity is being invited to the party. Inclusion is being invited to dance.’ Diversity without inclusion is a story of missed opportunities.

So, what does inclusion really mean?

People feel included when they are treated ‘equitably and with respect’ as well as ‘feeling valued and belonging.’ The power of belonging should not be underestimated. It is critical and is best described as the feeling of psychological safety that allows employees to be their best selves at work. Some 83% of millennials are actively engaged when they believe their organisation fosters an inclusive culture.

There is a clear link between flexible working, including flexible hours, remote working, part-time and job share opportunities and the ability to attract diverse talent. Changing your default to ‘we are a flexible employer’ is a truly positive step. Most forward-looking organisations leverage work-life integration to attract talent and foster employee wellbeing. Increasingly, candidates ask at interview what organisations are doing about diversity and inclusion. It is a key differentiator that you can leverage on.

The responsibility for improving diversity and inclusion should not fall solely on HR’s lap but must extend to business heads and boardroom executives. Significant change will not happen until organisations go beyond a tick box approach and invest the appropriate effort and resourcing in creating diverse and inclusive cultures.

It is not a one-size-fits-all approach, either – that’s why it is important to share best practice and be open to trying new things. Also, these changes take time and they are not always linear – you can’t just fast forward to achieving an all-inclusive ‘feeling of belonging’. Each one of us can contribute to a more inclusive culture and it helps massively to spotlight the moments of success and celebrate them.

n On Friday, Dave Sauvarin of Northern Trust Channel Islands will look at the evidence that says diverse and inclusive organisations outperform those that are not.