The concept of workplace diversity involves accepting and respecting difference among employees. Many studies have shown that companies are more successful when they campion diversity because it facilitates hiring from a wider pool of qualified job candidates; enhances decision-making at the company when viewpoints from employee with different backgrounds and experiences are considered; and enables them to communicate better with their clients and customer base. Diversity, equity and inclusion are a company’s mission, strategies and practices to support a diverse and equitable workplace where individuals from all backgrounds and walks of life are able to participate and contribute comfortably and equally. Successful diversity and inclusion will improve and enhance work experiences which in turn improves customer or client experiences and profitability and are vital to the success of every business.
Affirmative action generally refers to legal mandates to make affirmative efforts to employ and promote women and minorities. Diversity is a voluntary action that covers the full spectrum of human differences, including but not limited to physical characteristics, life experiences, racial and ethnic, socioeconomic, geographic and academic/professional backgrounds. Inclusion is bringing together and harnessing diverse forces and resources in a way that is beneficial to the workplace and society. Inclusion creates an inclusive environment by recognizing, valuing and leveraging different perspectives and backgrounds to drive results.
Adjusting to diversity, equity and inclusion in the workplace means more than just accepting another person as they are and giving them the equal opportunity of employment. Diversity includes creating a cohesive culture within the workplace, by understanding the differences and similarities of each employee and making full use of the strengths of all employees.
Diversity should be encouraged and managed, not because it is a politically correct idea, but because it helps a business to improve and maintain its competitive advantage. The current fast-paced business world with its new technology has taken employers beyond traditional boundaries, sometimes forcing businesses to adjust to differences in culture quickly. For example, an international buyer who saw your webpage may want to propose a contract for your company’s product or services. Before you know it or know how to deal with it, you are faced with cultural differences for which you may not be prepared.
In a tight labor market, it is critical that employers be able to attract and retain quality employees. Employees have come to expect equality and inclusiveness in the workplace. In an accepting and inclusive environment, where all employees feel valued and appreciated despite their differences, turnover is less likely, and productivity can be expected to increase.
In addition, a diverse workplace tends to attract talented individuals from all cultures. Employees are often attracted to companies who are committed to recruiting and promoting a wide variety of people.
Employees from varied backgrounds can bring fresh perspectives to the workplace. When past practices are questioned and challenged by employees, new ideas are generated, and improved products and services may result.
A diverse and inclusive workplace is one that has learned to accept differences between people and changes in the way business is done. Such flexibility is crucial to survival of any business. The only constant in the business world is change. Diversity, equity and inclusion puts your business in a better position to grow and handle change.
A business that has a commitment to diversify must do more than hold a seminar or two for employees. Diversity, equity and inclusion should be involved in a company’s mission, strategies and practices. Employer policies, recruitment, compensation orientation, training and work arrangements should all be evaluated and modified to the extent necessary to support diversity, equity and inclusion.
Critical to the success of any diversity, equity and inclusion plan is the support of top management. Employees probably expect the human resources department to be dedicated to diversity, equity and inclusion, but if the company CEO shows a strong interest, the impact on employees and lower-level supervisors will be visible. Executive involvement is also critical for the necessary financial support to implement a diversity, equity and inclusion initiative.
Trends in human resources favor a broad approach to diversity, equity and inclusion, rather than the traditional integration of individuals with various visible characteristics and can and should include a respect for not only the visible differences between people, but also the various personalities and work styles which each employee brings to the company.
A diversity, equity and inclusion program should be broad enough to include all employees and each employee should be made to feel like the program will benefit them. If employees can relate to the need for diversity, equity and inclusion, they will be much more likely to support and encourage a program. Importantly, however, employees should not be given the expectation that the diversity, equity and inclusion program is intended to correct past inequalities or be tailored to fit their individual agendas.
Review your company climate, procedures, customer base and workforce to determine the focus your diversity, equity and inclusion initiative should take. For instance, consider the following areas:
Any diversity initiative must include a continuous training component. No program is worthwhile if it is not communicated to your employees and used on a daily basis.
The most practical method of accomplishing the necessary employee education is through a training process. Training may take any of a number of forms, however. Employers have the option to provide written materials, seminars or individual sessions. Some companies may find it prudent to use the services of a consultant or to involve legal counsel. Others may choose to present the training by current human resources staff or other supervisory employees.
Do not expect training to change the way your business operates or to change employee attitudes overnight. People must make the effort to accept and welcome diversity and change often comes slowly. Training, however, creates awareness of the initiative and may teach skills that will facilitate change. Training can change behavior, which is often the first step to changing attitudes.
Training should not be limited to single sessions on the single topic of “Diversity.” Your diversity, equity and inclusion training should be incorporated into other educational venues provided to your employees. For example, once the program has been formulated, relevant aspects of it should be included in orientation sessions for new employees.
Supervisory training should always include refresher sessions on the initiative. Keeping track of accomplishments in diversity and sharing them in ongoing educational sessions can be encouraging to both supervisors and employees.
Employers can also communicate their diversity, equity and inclusion and/or EEO policy to job applicants by including the phrase “Equal Opportunity Employer” in all recruitment advertisements and job applications. Appropriate notices also should be posted in areas where applicants are screened, interviewed and tested.
After the initial educational efforts and policy reviews have been completed, the next step should be re-evaluation. Diversity, equity and inclusion is a continuing process. Progress should be noted, wherever possible. Failures should be reviewed, and an effort made to come up with alternate plans. Managers must continue to be motivated to encourage diversity in promotion and job assignment.
It may be helpful to develop a committee or taskforce which is dedicated to continuing the diversity, equity and inclusion initiative. Regular meetings should be held at which progress is analyzed, problems are addressed, and further goals are set. The taskforce should include a variety of employees.
For the small to medium-sized business, it is often difficult to achieve a diverse workplace with a single initiative. Limited staffing needs and budgets can hinder the implementation of an all-inclusive plan for diversity, equity and inclusion. The alternative is to start with small steps, selecting two or three aspects of the business which need improvement. Efforts can then be focused on increasing diversity, equity and inclusion in those areas. As improvements are noted, other areas can be targeted. A commitment to the process is the most important aspect of a diversity, equity and inclusion program, not its initial size or scope.
Visit the website for Dialogue on Diversity, a nonprofit educational organization at:
About the Author
About the Contributors
About the Firm
An HR audit -Snapshot- Colorado
An introduction - feature of the HR Library
Background checks — Colorado
Benefits — Colorado
Celebrating in the workplace — Colorado
Child labor — Colorado
Compliance thresholds — Colorado
Disabilities and reasonable accommodation — Colorado
Disaster planning — Colorado
Discipline — Colorado
Discrimination — Colorado
Diversity, equity and inclusion in the workplace — Colorado
Family and medical leave — Colorado
Federal contractors and affirmative action — Colorado
Health insurance continuation coverage — Colorado
Health insurance portability and privacy — Colorado
Health insurance reform — Colorado
Immigration — Colorado
Independent contractors — Colorado
Marijuana — Colorado
Military leave — Colorado
Other types of leave — Colorado
Pandemic Preparedness — Colorado
Performance evaluations — Colorado
Personnel files — Colorado
Plant closings and mass layoffs — Colorado
Policies and procedures manuals — Colorado
Politics in the workplace — Colorado
Privacy rights — Colorado
Public Employers — Colorado
Recruiting and hiring — Colorado
Restrictive covenants and trade secrets — Colorado
Safety and health — Colorado
Social media — Colorado
Technology and the Internet — Colorado
Telecommuting — Colorado
Temporary, leased and franchise employees — Colorado
Termination — Colorado
Unemployment insurance — Colorado
Unions — Colorado
Wages and hours — Colorado
Whistleblower protections — Colorado
Workers' compensation — Colorado
Workplace harassment — Colorado
Workplace investigations — Colorado
Workplace violence — Colorado