3 Signs your Inclusion work is Performative

In my work as a Diversity, Equity and Inclusion Specialist I have a lot of conversations with senior leaders and HR professionals about work they have done to improve inclusion in organisations that is simply not delivering the results hoped for.

Here are 3 of the most common reasons your initiatives may be missing the mark.

You’re relying on recruitment processes to improve diversity

Whenever a conversation about diversity and inclusion unfolds, it usually begins with someone from HR telling me how they’re improving their recruitment and selection processes to include “more diverse people”. For me, this is always red flag number 1.

(Firstly, a person is not diverse - and that is a topic all on it’s own, and is one I shall spend time unpacking separately. But for now remember: People themselves are not diverse, it is a group of people together that can either be diverse or homogeneous).

But back to recruitment.

If you’re addressing the pipeline of talent into your organisation, without first addressing the culture that exists for new people when they arrive, you are setting yourself up for failure. This is like hosting a party, going out of your way to invite people you don’t know, and then only serving cheese and pineapple on sticks. A lot of people like cheese and pineapple on sticks, but not everyone. And some people are allergic to one or both.

Will everyone leave the party immediately, probably not. Some will stay and see if they can enjoy themselves without nibbles. Others might form a group and share their own snacks they had in the car. Some might complain, and you might be able to find something else for them to eat. But even that won’t make them feel included, it will simply make them feel like an afterthought.

My point is, if you’re inviting people into your organisation, pay serious attention to what they need in order to feel like they belong.? What are their needs and how will you meet them? If you don’t know, what will you do to find out?

Your onboarding plans centre on informing people “how we do things around here”?

Traditional onboarding and induction processes tend to focus on the “push” and “transact” of information. This is what you need to know about us, our teams, our rules etc. Here are the instructions to complete your details, fill in this compliance form, sign this policy etc.

For me, this is an extension of number 1. This is assimilation. The absorption of information in order to be accepted into the dominant culture.

This is the opposite of inclusion.?

Granted, there will always be an element of push and transact required for a new starter, but the key to building a culture of belonging is to balance this with “pull”, “genuine interest” and “growth”.

Instead of thinking “what do we need to tell someone when they start so they fit in?” try also thinking “What do we need to learn to make people feel welcome?”.?

Your focus is on training employees

For me this is the biggest challenge of all. Leaders who believe that one unconscious bias training course rolled out to everyone is the tick box they need for a happy culture of inclusion.

Wrong.

Sure, people are what make a culture come to life in any organisation. But who sets the tone? Who are the role models that everyone looks to for direction and reassurance?

It’s leaders.

If, as a leader of an organisation, you are not clear on why you are engaging in Inclusion work.

Stop.

Stop spending your money on a one size fits all plaster, and start having a deeper conversation with your peers. I know, everyone is talking about diversity and inclusion, and your people need to see you’re doing something. But honestly, not getting to grips with why it’s important to you as an individual, and also you as an organisation, will only short change you in the long run.

People see through it.

And if you roll it out as a compliance exercise and not a meaningful cultural shift, you will:

1. Build resentment from staff who don’t understand *why* they have to make time to do yet another course/online test/learning module in their already overworked day; or
2. Build resentment from staff who see the performative side of what you’re doing and feel ignored, unimportant and excluded.

Yep, take that in. No-one wins.

This is why understanding the fundamental reason why inclusion is important and how to really build this into the fabric of your culture, for me, should be squarely at step 1 on any leadership journey or inclusion agenda.

Now, this list of signs is not exhaustive.

And if you're reading this and feeling some discomfort or resistance to what I’m saying, Great! I would love to talk to you about that.

What are the challenges that come to mind?

Why won’t moving away from these practices work for your organisation?

I’m curious to understand and hear from you.