In my earlier post, I shared a scenario of an organization attempting to get started on inclusion and diversity. Received some insightful comments from readers on what they perceived the issues on hand. Also, appropriate actions that could help James (the CEO) introduce practices related to diversity & inclusion at his organization.
While many organizations today have strong practices, it is the first few steps that are the most crucial. Starting on the wrong foot can be damaging for employee engagement and trust-building measures undertaken by the organization.
·      Begin at the top: Inclusion is a leadership agenda and the buck stops there. Leaders may feel that there must be just a handful of people who belong to this community and is the effort really needed? Is it worth investing time and effort to engage them? True strength and leadership comes from building trust with each and every employee – irrespective of their background, gender, orientation, race, faith among other factors. Or how many people they may be. Once there is leadership direction, it is easier to get other supporters on-board.
·      Demonstrate strong intent to change: Just giving vocal support isn’t enough. Staff can see through vain attempts. Also hiring from the community may sound like a great idea although without a culture that is accepting, you will face an uphill task of integration. Have we thought of the culture needed to make them included? Is there thinking about the facilities expected to make the marginalized community feel comfortable? Do we let people fend for themselves or do we make the workplace supportive?
·      In it together: It isn’t an ‘us vs them’ scenario. Understand the fears in the minds of marginalized community. What are their biggest worries? What do they need support for? Who can they trust? Are your managers equipped to handle staff from such the community? Are there stories of successful integration that you can share? Having a respected leader from the community as the face helps to initiate conversations.
·      Knowing your Human Rights agenda: There are probably 5-10% of staff who are from the marginalized community. Knowing that such a group exists is an awakening for decision makers in the organization. When the marginalized group stay invisible, you aren’t able to protect their rights. Bias and harassment creeps into decisions made at every stage of the employee life cycle. Arresting those issues is needed to progress as an organization.
·      Test the waters: We won’t know how people feel till you make the environment safe for them to express themselves. What’s in it for the company? To be seen as a responsible and caring organization. One that believes in human values and self-respect and dignity. Not everyone is comfortable speaking up in public. Have walk-in sessions to clarify doubts about the organization’s intentions and policies.
Starting the inclusion journey isn’t as easy as turning your car’s ignition key. You need to evaluate where you are currently, how mature the organization is to include marginalized staff and be willing to invest in making an honest attempt at change rather than doing a stop-gap measure.
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