You're a leader in your company. How can you promote diversity and inclusion in the workplace?

As a workplace Leader, inclusion is and should be a strategic business priority. To assess the situation thoroughly, take a data-driven and evidence-based approach. Analyse engagement surveys to understand the employee experience. Go beyond the positive responses to get to know the stories behind the data. How employees feel about the workplace, their future career and the challenges they encoutner. Look at workforce diversity at different levels of the business and over time. Gauge the representation of diverse groups, this assessment helps pinpoint areas where diversity and inclusion efforts can be prioritised.

Also look to understand any specific challenges your industry may face in attracting diverse audiences and talent. For example, are there any specific barriers diverse talent face in accessing your industry, such as less awareness or exposure? You can then find ways to address these. In terms of diverse audiences, conduct research to find out what their (positive or negative) perceptions are of your industry in terms of diversity and inclusion. You can then ensure that you align with their positive expectations, and work to change things they have concerns about.

Initiating efforts for diversity and inclusion (DEI) within a company requires strong leadership, ideally originating from the top. Measure DEI, including employees' perspectives. Recognizing the incremental nature of DEI initiatives is paramount; achieving comprehensive transformation requires patience. Internal champions play a pivotal role in driving DEI efforts, supported by the formation of employee resource groups with ample representation from diverse backgrounds. Developing a well-structured action plan, delegating responsibilities, and prioritizing measurable and easily achievable activities are essential steps.

Promoting diversity and inclusion involves several strategies. It's crucial to ensure that recruitment and hiring processes are unbiased and actively seek candidates from diverse backgrounds. Providing cultural competency training to staff can enhance understanding and sensitivity towards patients from different backgrounds. Promoting diversity in leadership positions and involving diverse voices in decision-making processes can help ensure that the hospital's practices and policies reflect the needs of all stakeholders. Overall, promoting diversity and inclusion in the hospital requires a multifaceted approach that addresses systemic barriers, promotes cultural competency, and creates a supportive environment for all staff and patients

Establece programas de reclutamiento que prioricen la diversidad, la capacitación en sesgo inconsciente para empleados y líderes, y la creación de grupos de afinidad para apoyar a empleados de diferentes orígenes. Además, se deben ofrecer oportunidades de desarrollo equitativas y asegurarse de que todas las decisiones, desde la contratación hasta las promociones, se tomen de manera justa y transparente, sin importar el origen o la identidad de género. La diversidad y la inclusión no solo son imperativas éticas, sino que también impulsan la innovación y el rendimiento empresarial al reunir una variedad de perspectivas y experiencias.

Setting a SMART goal for achieving gender parity involves meticulous consideration of what it will take to reach that objective. It's not just about aiming for a lofty goal; it's about understanding the inputs needed to make it achievable. For instance, if the goal is to achieve gender parity over a specific period, it's critical to analyze the recruitment mix and retention metrics required to realize this goal. This means identifying any existing biases in the recruitment process, implementing strategies to attract and retain diverse talent, and creating an inclusive work environment where everyone has equal opportunities for advancement.

In my experience Goal setting is the first step towards achieving D&B positivity at workplace. Setting realistic and measurable goals both for short and long term will help you understand your progress as well over time. An analysis on the progress at regular intervals shall also help you understand the deviations and changes required to be made to those goals.

An important point to remember is that the meaning of diversity varies. In general terms, it means the mix of people in the room usually referring to visible differences such as gender, ethnicity and age. But what about differences that are often hidden and therefore, forgotten such as socioeconomic status, religion, disability and sexual orientation? And what should we do about diversity of perspectives, opinions, ideologies, experience and education? The point is very simple, before you do anything engage people to determine what diversity means in your organisation. Remember, diversity is a multifaceted concept that celebrates the richness of human experiences, identities, and backgrounds.

In my experience, new employees’ inclusion is a ‘watch out’ space and a litmus test for Inclusion culture of an organisation. Organisation usually hires an employee into a role for certain skillset, capability and talent to drive business performance or enable business growth. Inclusive culture, as part of the employee onboarding, is key enabler for new hires to be able to play the intended role into business and meet the performance expectations. Exit interviews usually provide great insights if Inclusive Culture in your organisation is really working, and more importantly, how it can be improved!

Employee engagement will drive your goal towards success. The D&B programs are for the people and by the people. Set up a D&B committee where people volunteer to be a part and share their ideas on how to help more diverse and inclusive. Give them recognition for the activities they are involved for the committee and see how they work environment changes for the good!

A empresa n?o é formada por edifícios, máquinas e equipamentos. Uma empresa é formada por pessoas. é um conceito um pouco desvirtuado atribuir unicamente ao líder a responsabilidade pela gera??o de um bom clima corporativo. TODOS s?o responsáveis por criar um clima agradável, empático e com qualidade, proporcionando às pessoas uma convivência que estimule e motive a voltar no dia seguinte para trabalhar e focar no papel que cada um tem para desempenhar, nas metas e resultados desejados. Se eu desejo trabalhar em um ambiente com clima humano e harm?nico, eu preciso ter atitudes humanas e harm?nicas. Portanto, o clima é formado pelo conjunto de atitudes. O líder pode contribuir muito para isso, mas com certeza, n?o pode ser o único.

A leader can either make or break the D&B structure at the workplace. If he/she does not voice their thoughts on the same and does not act upon them, the employees lose confidence. The more acceptable a leader is to positive changes for making the workplace Diverse and inclusive, the more the employees will also be open to change as well.

Leaders can actively seeking out diverse candidate pools by collaborating with diverse professional organizations, participating in job fairs targeting underrepresented groups, and utilizing diverse recruitment platforms can broaden reach beyond traditional networks and enhance the likelihood of attracting a diverse array of candidates.

Regularly assess diversity and inclusion metrics, such as workforce demographics, employee engagement, and retention rates, to gauge progress and identify areas for improvement. Use data to inform decision-making and prioritize initiatives that drive meaningful change.

As a leader in your company, you can promote diversity and inclusion by setting clear goals, implementing inclusive hiring practices, fostering open communication, providing diversity training, celebrating diverse cultures, and leading by example. These actions create a more equitable and welcoming workplace for all employees. #ahmedalaali11