Workplace Inclusion and Equity: How to Confront Our Biases as Businesses and Move Past Them
Dr. Arezou Harraf
Head of School of Business & Associate Professor of Human Development | Vice Chair of American Chamber of Kuwait | Author of "Uncensored Leader"
What does it mean to be inclusive and equitable in the workplace? Forward-thinking businesses are those actively working on the matter, as they have come to realize that everyone stands to benefit from a workplace that embraces diversity and provides fair opportunities for employees. But, practically speaking, what does this look like?
Workplace inclusion and equity is a huge topic, but I will attempt to start us on a path. The first step is to come to terms with the reality of diversity and unequal opportunity. In simpler terms, people come from diverse backgrounds and differ in terms of gender, age, race, religion, ethnicity, etc. These factors will often determine whether a person is at an advantage or disadvantage in their life and career. It is important to reckon with this reality as businesses, because it allows us to confront our biases.
For example, a recent article in the Harvard Business Review (HBR) reports a “kindness bias” that is based on gender. According to the article, “managers tend to prioritize kindness more when giving feedback to women,” which can backfire and “obscure critical growth opportunities.” Obviously, kindness isn’t being discouraged here, but it shouldn’t obscure key takeaways that can help a person improve and grow in their job and career. To complicate things further, the kindness bias is likely compounded by other factors, such as skin color.
It is clear then how business communication and processes can be shaped by bias. Such systematic bias can be to the business’s own detriment. An example, from another HBR article, shows that contrary to the popular belief held by leaders that “older workers are a liability,” prejudices and antagonisms against older workers can be “bad for business.” Tenured, older workers, with years of service for an employer, were found to have sizeable positive impact. Such findings made the authors of the article conclude with certainty that “there is no place for ageism at work.”
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We start to move past our biases once we confront them, by understanding who is affected by them and how, also to what extent the business is impacted. Building on data collected internally as well as externally, and with the intention of promoting inclusivity and fairness, businesses should take steps to reduce bias by making the needed changes to their systems and processes.
This change can extend to different aspects of business, such as recruitment, training, and promotion. Returning to the example of giving feedback to employees, actively balancing kindness with candor is recommended, regardless of gender. Another suggestion is “auditing written feedback on an organizational level” for “gendered patterns.” As for employee management, age-inclusive practices are indicated instead of replacing tenured staff for gig and temporary workers, but remains an issue of value versus cost for some businesses.
Dr. Arezou Harraf
Business Mentor