Navigating Intersectionality: Embracing Multiple Dimensions of Diversity

Introduction

In this month’s series, we start to go deeper into more nuanced and multifaceted topics, including intersectionality, age diversity, and socio-economic disparity. This article kicks off with some thoughts on intersectionality.

Intersectionality is the recognition that individuals' experiences are shaped by the interaction of different social identities, such as race, class, gender, sexuality, disability, and more. You may have a similar background or upbringing to someone else, but your lived experiences are unique to you. These intersecting identities define who you are as a human being. DEI approaches are often on a single axis, e.g. race, gender, but how do you tackle multiple axes at the same time? How does a company support a woman from a lower socio-economic background, or an LGBTQ+ individual with a disability? This article explores some of the complexities and benefits associated with overlapping aspects of identity in the context of DEI approaches.

Embracing Intersectionality

Having an open mind, and seeing the broader picture, can help leaders and organisations mindfully approach intersectionality. From previous articles, we’ve explored some DEI best practices, and the below are some of the more holistic approaches to help with the challenges associated with intersectionality in the workplace:

1. Leadership Commitment: build a culture of inclusion from the top, through advocacy, allocating resources, holding managers accountable, and being vulnerable and sharing personal stories of leader’s own unique backgrounds.

2. Inclusive Policies and Practices: review policies, programs and processes through an intersectional lens, from flexible work arrangements, gender-neutral facilities, and ensuring recruitment practices address biases against multiple identity groups.

3. Employee Resource Groups (ERGs): facilitate the formation of ERGs that cater to the unique needs of employees with intersecting identities, such as LGBTQ+ women.

4. Intersectional Data Collection: gather and analyse data that captures the intersections of different diversity dimensions, which can help identify areas of inequity and guide targeted approaches.

5. Inclusive Learning and Development: provide training and development programs that build managers' and employees' understanding of intersectionality and equip them with skills to create inclusive work environments.

Case Studies

KONICA MINOLTA, INC. has adopted a philosophy recognising that “individual brilliance” stimulates creativity, problem solving, and innovation. They encourage the pursuit of life and happiness, and aim to enrich society. At a group level, they set diversity goals, conduct “fairness” and “freedom of opinion” surveys, and have fair and supportive hiring and promotion systems, whilst at the business unit level, the group encourages each business to implement their own DEI plans based on their unique DEI climate.?

中国平安 values individuals no matter their background, “bring[ing] together different perspectives and nurture an environment where everyone can grow”. They have launched several trainings focused on diversity for organisational success, women’s growth, and working in cross-cultural teams. They take novel approaches to engagement, including with the “New Value Culture Talk Show”, a stand-up comedy competition created by employees. The show showcases employees’ expression of the company’s values and culture. Collaborating with 尼尔森 , they launched an employee satisfaction survey, with 95% participation and an average score of 85 out of 100 across the company.

维布络 celebrates and learns from diverse ideas, backgrounds, perspectives and experiences. They take a rounded view on gender equality, LGBTQ+ inclusion, accessibility for all abilities, racial harmony, intergenerational collaboration, and a diverse supplier network. The company has a Chief Culture Officer, who is also the chair of the Inclusion & Diversity Council, helping to transform the company’s approach to DEI and engagement.

Inditex集团 , the parent company of Zara, has a global DEI strategy that focuses on four intersectional priorities: gender equality, inclusion of people with disabilities, inclusion of the LGBTQ+ community, and socio-ethnic inclusion (e.g. creating work opportunities for victims of domestic violence and refugees).

Call-to-Action

As Asian organisations strive to create more diverse and inclusive workplaces, recognising intersectionality is crucial. Leaders should embrace the complex, multifaceted experiences of employees, and help bring these unique experiences to the fore, to help unleash creativity and new ideas. This not only ensures employees are engaged and have a sense of belonging, but also is the best way to serve the needs of diverse customer bases.

References

• Crenshaw, “Demarginalizing the intersection of race and sex: A black feminist critique of antidiscrimination doctrine, feminist theory and antiracist politics”, University of Chicago Legal Forum, 1989.
• Pio & Essers, “Professional migrant women decentring otherness: A transnational perspective.”, British Journal of Management, Feb 2013.
• Konica Minolta, “Basic Concept and Vision of DEI”, last accessed Jul 2024.
• Ping An, “Diversity, Equity and Inclusion: Driving Innovation and Growth at Ping An”, last accessed Jul 2024.
• Wipro, “Diversity, Equity and Inclusion”, last accessed Jul 2024.
• Inditex, “Diversity, inclusion, equality and work-life balance”, last accessed Jul 2024.