For organisations to thrive in a modern Irish society, serious work needs to be done on fostering diversity and inclusion in business organisations. Sandra Healy explains an evidence-based approach.

Today people want to work with organisations where they feel respected and valued, no matter how diverse they are. In Ireland, we have the youngest population in the EU, with one in eight people from a migrant background. This young, diverse population expects organisations to have supportive, inclusive cultures that reflect the society we live in. Additionally, all over the world, regulators, shareholders and investors are demanding fairness, transparency and a customer-led approach to doing business.

While many employers have positive intentions regarding equality, diversity, and inclusion, it can be challenging to know where to begin, what to prioritise, and how to make progress in building an inclusive culture.

Branding vs supporting

Some organisations get behind diversity and inclusion (D&I) initiatives for employee resource groups (ERGs) through external sponsorship or brand campaigns. Externally, it demonstrates to customers, shareholders, and potential talent that your organisation values diversity. For D&I initiatives, it can be a powerful way to amplify reach. However, the external investment must be accompanied by a commitment to fostering inclusion and diversity within your organisation.

Evidence for change

Building an inclusive culture takes time, resources, focus, and commitment. To make progress, it is important to understand what challenges exist and where. An evidence-based approach takes the guesswork out of culture and ensures that actions are meaningful, impactful, and make a difference.

A very relevant and important example of this is gender pay gap reporting, which will commence in Ireland in 2022. A lack of representation at senior level will be an issue and a reputational risk for those that are not prepared when the time comes. Organisations need to plan now by examining their data as it relates to gender, position, and pay scale and understanding the barriers that exist for female progression.

In addition to external reputation, employers must consider how the pay gap information will land internally and whether there is a potential risk in terms of current female talent exiting the business when the time comes.

Organisations have the information they need to take action now and make a commitment to improving gender representation. Furthermore, those that get ahead will be able to control the external and internal narrative when the time comes – thus avoiding unnecessary fallout.  

Going beyond gender

As examined above, the gender pay gap is just one example of where and how organisations can use data and evidence to deliver meaningful change. However, organisations must also consider the levels of diverse representation beyond gender at all levels. If organisations are willing to commit and focus time and resources, there is much that can be done to enhance and improve wider diversity across areas such as race, age, neurodiversity, sexual orientation and disability – to name just a few – building more equitable and inclusive cultures for all. Retaining diverse talent requires an inclusive, supportive culture where people can be who they are. Research shows that more diverse and inclusive organisations deliver better customer outcomes, foster more innovation, and have better reputations.

Ireland is a young multi-cultural society, and we have a great opportunity to get it right. Organisations are competing globally for talent and if employers are not proactive in building inclusive workplaces, they will lose out to those that do.

Sandra Healy is the CEO of inclusio and Founder of the DCU Centre of Excellence for Diversity and Inclusion. inclusio puts science into culture change so organisations can build workplaces where people want to work by levelling the playing field for employees.