The road to inclusion

Apr 01, 2017
While diversity is the buzzword of today, it will soon be replaced by inclusion. Dawn Leane explains how both diversity and inclusion can be integrated in organisations of all sizes.

It is virtually impossible to write an article on workplace diversity without referencing equality and inclusion. If diversity is the current hot topic in the workplace, then equality was its predecessor and inclusion will be its successor.
 
In a workplace context, equality is often associated with compliance. It suggests that as a society, we must legislate for our differences and sanction transgressions. The term “equality” is synonymous with the nine grounds on which discrimination is outlawed.
 
Diversity is a different concept. It is about valuing our differences, and it has a broader frame of reference than equality, including matters such as personality, cognitive style, education and socio-economic status.
 
Inclusion, while closely related, is still a different concept. The Society for Human Resources Management defines inclusion as “the achievement of a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, and can contribute fully to the organisation’s success”. It is the deliberate act of welcoming diversity and creating an environment where all different kinds of people can thrive and succeed.
 
But diversity is the buzzword of the moment. Employers have progressed from complying with equality legislation to recognising that a diverse workforce brings many benefits: innovation; balanced decision-making; reduced group-think; retention of key staff; and improved risk management among others.
 
Perhaps unsurprisingly, the technology sector is leading the way in creating workplaces that are genuinely diverse. While Apple contends that “the most innovative company must also be the most diverse”, Intel declares that “innovation begins with inclusion”. It’s easy to see how the technology sector readily benefits from diversity but other areas, including the professions, are also embracing the fact that diversity is good for business.
 
Nonetheless success rates for diversity initiatives are still low. A report published in January by the ESRI highlights the fact that the unemployment rate for the Travelling community is 82%. None of the community is employed in a profession and just 3% are employed in managerial or technical roles compared to 28% of the general population.
 
In March, the Central Bank of Ireland published a report which analysed the gender breakdown of applications for pre-approval as part of the fitness and probity regime. Of the pre-approval applications received by the Central Bank since 2012, over 80% have been from male applicants.
 
Why is it that so many diversity initiatives fail to deliver the desired outcomes? One reason is that many organisations take a ‘top down’ approach to diversity initiatives. While tone at the top is crucial to ensuring success, the top down approach can often manifest as policies and procedures that attempt to redress balance rather than encouraging a change in attitude.
 
A recent Harvard Business Review article outlined the negative impact of such policies, claiming that they are often counter-productive. The article suggests that the reason most diversity programs aren’t increasing diversity is because organisations are still utilising the same approaches that they have always used and relying on diversity training, hiring tests, performance ratings and grievance systems to support the diversity agenda.
 
Creating a diverse and inclusive workplace can mean changing the culture of an organisation. The best results are achieved when the focus is less on control and more on challenging existing attitudes, providing supports and encouraging accountability to ensure that good practice becomes embedded in the organisation. The following outlines specific initiatives that are delivering results.

Accountability

This is the most fundamental change an organisation can make. Without it, the other initiatives can fail to have any impact. It’s the old maxim – what gets measured gets done. For many organisations, publicly committing to diversity and publishing results – whether positive or negative – is driving change. Apple is among a number of organisations that publishes its hiring trends, highlighting areas such as representation among ethnicities and pay equity. While Intel also publishes its hiring rates, exit rates, promotion rates and pay equity, it goes a step further and ties a portion of its executives’ pay to achieving the organisation’s diversity goals.

Education versus diversity training

Organisations continue to provide diversity training, although it has been proved that such training doesn’t make people discard their biases – at best, it ensures that they are compliant. No-one is immune to unconscious bias; it is a manifestation of our life experiences. However, it often leads the best and brightest to feel unwelcome and not part of the success of the organisation. Rather than diversity training, progressive organisations such as Adobe are delivering enhanced awareness programmes to help eliminate hidden biases. These programmes cover topics such as how to identify bias, strategies and tactics for better decision-making, and how to speak up.

Individualised development

Most women say a clear path to career progression is important at work and, in response, organisations are now developing personalised, modular development plans to foster future leaders and improve gender diversity in leadership roles.

Sponsorships

Organisations are evolving beyond mentoring programmes towards sponsorship as a means to help level the playing field for under-represented groups. Sponsors serve a different purpose to mentors or coaching – they advocate for the advancement of people in the workplace, championing their work and potential with other senior leaders, helping them to secure optimal work allocation and opportunities to be more visible. Sponsorship is of particular help to women in the workplace and many relationships focus on women helping other women to gain profile at work.

Returnships

Returnships are a relatively recent development. Essentially, it is a professional internship designed specifically for people, most often women, returning after an extended career break. The position is relatively short-term, usually six months or so, and it allows the returner to refresh their existing skills and experience while deciding whether they want to return permanently to such a role. Returnships provide the returner with an opportunity to build their confidence and gain recent experience for their CV, while employers benefit from gaining access to the skills of experienced professionals.

Inter-generational networks

While many organisations were fearful of the impact millennials would have in the workplace, the more forward-thinking embraced the change and developed programmes to integrate existing and new generations. Such programmes include reciprocal mentoring, where younger people partner with longer serving ones to achieve specific business objectives. Generally, the younger person teaches the older person about the power of technology to drive business results while the longer serving person shares their experience and organisational capital. Over time, millennials will become a demographic bridge between Generation X and subsequent, more diverse generations at work. The ability of millennials to advocate and become accepted will be key to the successful transition from diversity to inclusiveness.

Accessibility

Trinity College Dublin established the first third-level programme for people with an intellectual disability in Ireland. The Trinity Centre for People with Intellectual Disabilities provides access to education and ultimately to the workplace to people who previously would have been excluded from both. Employers such as Bank of Ireland have recognised the contribution that can be made by those from such marginalised groups.

Promoting family-friendly policies

Most fathers in the workplace belong to a generation of men who place more value on work-life balance and taking time off with their children. Yet most family-friendly policies tend to be aimed at women and it is usually women who end up leaving the workforce to care for children or ageing parents. President and CEO of New America, Anne-Marie Slaughter, and Facebook COO, Sheryl Sandberg, agree that, in order to support women’s progression in the workplace, men must be allowed to take more responsibility at home. Organisations are beginning to encourage male employees to avail of family-friendly practices by “normalising” such practice. In the US, Facebook offers four months of paid leave to both male and female employees. Its CEO, Mark Zuckerberg, made a very public statement by taking two months’ paternity leave when his daughter was born.

Conclusion

The key to creating a diverse workplace is really quite simple. The starting point is to look beyond compliance and do what is right, rather than what is required. The role of senior management is to set the tone, to educate people and empower them to act; to make them accountable and trust them to do the right thing. Then, pay real attention to the results.
 
Intel’s Chief Diversity Officer, Danielle Brown, suggests that, “For diversity and inclusion work to really be successful and really break through, it absolutely can’t be an initiative that is buried in HR. Diversity and inclusion absolutely has to be an integral part of culture and part of everything that we do.”
 
With the implementation of such positive initiatives and future generations shifting attitudes and expectations, workplaces are being reshaped to become not just diverse but inclusive, closing the circle so that the term ‘equality’ reclaims its real meaning – the state of being equal, especially in status, rights or opportunities.ty and inclusion can be integrated in organisations of all sizes.

 Dawn Leane is Director of People and Resources at Chartered Accountants Ireland.

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