Fostering an Inclusive Work Culture: Embracing Diversity for Organizational Success

“You know, one of the reasons I absolutely love working in this company is that I always feel included, I feel I belong here,” remarked a dear friend who identifies as neurodivergent. ? She works in a leading FinTech organization and was one of the first ones to be recruited in campus placements.? The organization recognizes those who feel they are different from most and gives them their space to feel comfortable.? Even for others who may not be a majority whether it’s because of their age or gender or sexual orientation or colour or physical abilities or any other reason, the organization supports the differences.? This is not just in word, but in spirit as well.? A feeling of inclusion and belongingness is very high on the ‘reasons to stay’ amongst the employees of this organization.? Culture is our shared values and beliefs, and in organizations too, we have a common fabric in which the values of diversity and inclusivity when weaved in, flow into the systems, policies, and practices that make up the organization.

Unveiling the Why: The Compelling Case for Diversity

There has always been a not so subtle demand to make a business case for diversity for organizations.? Many of the organization have argued about ‘why repair something when it ain’t broke,’ to justify keeping their culture as is, since having the majority of their workforce the same throughout the years has been working for them.? So, the business case for say having more women employees or not excluding someone because they identify as gay or moving away from taking in only neurotypical employees or going beyond hiring someone from a certain echelon of the society is that ‘it will create diversity of opinion and reduce groupthink.’? But then, most research started showing that the numbers were not as impactful as we would want them to be to justify diversity and most organizations had resorted to tokenism rather than any actual change.? So, then, how do we make the business case for diversity and inclusivity in organizations?

Well, how about we don’t? This does not imply that diversity and inclusivity do not make business sense or that the arguments of morality and legality don’t give a strong leg to stand on.? Increasing your DEI quotient does not automatically guarantee a boost in the bottom line.? If only it was that simple! Ely and Thomas (2020) in their article argue that organizations that are willing to reshape their structure and strategy to harness the benefits of diversity will find the business case compelling.? The organizations who are serious about creating an inclusive culture will look at effectiveness being more than how black the bottom line is but also how productive the employees are, the levels of engagement, the prevalence of psychological safety in teams, and the more agile the business is.? And developing an inclusive culture entails looking at all the systems, processes, and practices with the singular focus of being champions of the cause rather than just treading the waters through tokenism.? For example, organizations seeking to increase women representation in their employee base can start by creating an internal environment that makes them feel welcome, does not pit them against the men, helps create allies and collaborative teams, and encourages freedom of expression and rewards merit.??

Unlocking Diversity and Inclusivity

Leaders who speak up against the most subtle acts of exclusion to the most overt forms of discrimination set the tone in the company for a more inclusive culture.? Organizations such as Tata Steel, Axis Bank, and The Lalit Group have shown through various initiatives what inclusion looks like for transgender employees, people with disabilities, and acid attack victims who have been welcomed into the workforce with dignity and respect.? Leaders in these organizations and even more have done it right by creating a culture that sensitized their existing employees towards their unconscious biases and preconceived notions that may come in the way of making everyone feel included.? High performance work practices of hiring, socialization, performance and rewards management, and career management when designed to sync with the business goals of diversity and inclusivity would ensure that the culture, structure, and strategy are all lined up to the same objective.? For example, the HR team at the Bokaro plant of Tata Steel spoke to the local priest of the town, amongst many other things, to welcome the newly hired transgender employees to the fold so they would feel welcome and included. Heineken, one of the largest beer brands, has successfully designed and implemented the ‘women in sales’ program to increase representation of women managers in the sales function with aggressive hiring and training practices and customizing certain practices to the national culture.? For example, in Brazil, sales representatives were encouraged to use cars instead of motorcycles resulting in more women being open to taking up such positions.??

The bottom line

The pursuit of diversity and inclusivity when looked at merely as a legal or moral obligation will reap limited rewards at best and derail the entire case built up in its favour at the worst.? Embedding DEI within organizational strategies and practices enables businesses to harness a wide range of viewpoints and approaches, thereby enhancing problem-solving capabilities and driving innovation. It also reflects a commitment to fairness and equity, principles that are increasingly demanded by employees, consumers, and stakeholders. Such a commitment can strengthen brand reputation, improve customer loyalty, and attract top talent from diverse backgrounds.? Looking at DEI as a strategic imperative that needs leadership commitment and focus will go a long way in shaping an inclusive culture where everyone feels comfortable to show up as who they are and feel welcome.?

Tanvi Mankodi?

Centre for Wisdom in Leadership (CWIL)

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