Workplace Diversity: moving from glossy brochures to a culture of inclusion

Data released earlier this year by the Australian Public Service confirmed a significant increase in the diversity of its workforce. Even more important, the newly elected Australian parliament has never been more diverse with 58 women in the 150-seat House of Representatives; six Indigenous parliamentarians; and four Muslims.

As the former chair and now patron of Diversity Arts Australia, we have worked to promote a cultural sector that reflects the diversity of Australia. And not just more diverse talent in front of the camera, but diversity behind the camera – telling, directing, and producing a rich tapestry of Australian stories.

We also need diverse audiences, too often arts organizations, fail to engage diverse audiences who have a natural affinity to arts and culture.

Likewise, Media Diversity Australia (MDA) has continually highlighted the need for news media to ensure diversity in those who report the news.

Like this very publication, MDA argues that are aspects of stories that can only be told from certain perspectives.

As the marriage equality postal vote highlighted, when reporters only come from certain backgrounds, they miss the sentiments of entire sections of the community.

But not diversity for diversities sake

What is often missed in discussions about diversity, is that a diverse workforce for the sake of diversity achieves nothing except looking good for brochures.

In fact, ‘diversity hires’ that do nothing but tick a box are doomed to fail. If someone is appointed to meet a bureaucratic need without appropriate mentoring, support structures, and room to grow, then they fail no matter their background or talent.

The failure is devastating for the individual and has ripple effects. The first is that it gives cynics ammunition about the ‘diversity hire’ not being based on talent.

Further, it generates hesitation amongst diverse staff who feel that they will be unsupported and set up to fail. Finally, it has a negative impact on the organisation as the talent pool is under-utilised.

A cultural change

To ensure an organisation attracts, develops, and retains a diverse workforce, there is a need to ensure an inclusive culture at both the macro and micro (or nano) level.

That is, it is not only about the leadership group setting an agenda but promoting a mindset where everyday behaviors are inclusive and leverage diversity.

There are at least four strategies that need to be employed.

A diverse group of employees. Photo: Unsplash

1. It must be a continuous process

Diversity is not about the promotional material but a continuous process of cultural change. Leadership through actions must ingrain diversity in the company culture rather than it be an add-on and be understood as a never-ending process.

2. Recognise and be open about bias.

We all have both conscious and unconscious biases. The conscious ones are easy to identify because we are aware of them and can respond appropriately.

It is the unconscious biases buried deeply that are difficult to identify, admit to, and deal with. Even if we were willing to admit to having biases, it is a difficult thing to admit to.

Imagine saying openly: ‘I grew up in a household where my parents showed narrow-mindedness towards Muslims, so I have this ingrained bias I am trying to deal with’?

Be it family background, media around us or negative personal experiences, biases become ingrained in us and plays out in all sorts of ways.

One study, for example, found that primary school teachers – both male and female – have a gender bias about young girls not comprehending maths. As such, they talk to boys and girls differently that convinces young girls that they are not good at maths.

Real inclusion is about organisations recognising that such things exist, and they must be responded to rather than ignored and swept under the carpet.

3. Provide two-way mentoring

Mentoring should always be a two-way process – something that is particularly important when the person being mentored has a diverse background.

When I worked at Western Sydney University, recognised this in two ways. The first was in the classroom: emphasising the fact that I had as much to learn from students as they did from me. While I knew the theory, the young female refugee in the classroom could recount experiences of gender or race discrimination I never could.

Likewise, I organised a reverse-mentoring program whereby I worked with a young and emerging early career researcher who would share with me her experiences. It was specifically called ‘reverse-mentoring’ or ‘mutual-mentoring’ because I wanted the intent to be clearly stated.

Such a program allowed me as the Pro Vice Chancellor (Research and Graduate Studies) to gain detailed insights of what creates a positive and inclusive environment and what does not. I could not recommend it enough.

The risk of consensus: respectful disagreement.

The fourth and final point to raise is around consensus and respectful disagreement. One of the reasons a diverse workforce is important is that it brings a diversity of ideas.

An environment must exist where diverse voices and ideas are welcomed, heard, responded to, and included – even when they make us feel uncomfortable.

We must create both safe and brave spaces where all employees can speak up, be heard, and feel welcome.

This means listening and learning, collaboration, ask questions, facilitate constructive and respectful disagreement, giving honest but constructive feedback, and being open to the advice of diverse employees.

The risk is that we move to consensus too quickly: that the diverse voices feel they need to acquiesce to feel included. We need to be wary of consensus as a tool that passively silences voices.

Only when diverse voices are heard and disagreement welcomed, is a diverse workforce more than a brochure.

This article was originally published for Neos Kosmos... available here...