Diversity and Inclusion
DIVERSITY is having a seat at the table. INCLUSION is having a voice, and BELONGING is having that voice be heard. – Liz Fosslien
Diversity = age, ethnicity, gender & race
Inclusion = A sense of belonging, feeling respected, feeling valued for who you are, feeling a level of supportive energy & commitment for others so that you can do your best work
Intersectionality = refers to the reality that we all have multiple identities that intersect to make us who we are
- Companies with high levels of gender and ethnic diversity outperform others by up to 35%
- Companies with more diverse management teams have 19% higher revenue due to innovation
- 67% of job seekers consider workplace diversity an important factor when considering employment
- More than 50% of current employees want their workplace to do more to increase diversity
- High representation of women in C-Suite positions results in 34% greater returns to shareholders
- Companies with diversity are 45% more likely to report that they captured a larger portion of the market, and 70% more likely to have entered into a new market in the past year
- In 2019 people with disabilities represented 19.3% of the US workforce
- Women will only apply for a job when they meet 100% of the listed criteria
- Cultural changes that have strong connections to meaningful business objectives are able to achieve greater levels of commitment because more stakeholders are impacted by the benefits.
- Profitability – Businesses with higher levels of foreign and female executives boast 53% higher return on equity than other companies
- 60% of today’s corporate leaders are perceived as strong supporters of their organisation’s diversity efforts
- Employing a group of diverse thinkers can be a big benefit to your business. Diverse organisations generate higher revenue, are more innovative, and they see lower rates of turnover.
Microaggressions = an incident in which someone accidentally (or purposely) makes an offensive statement or asks an insensitive question. These can seem small but overtime they can make a big impact on someone’s employee experience, physical health and psychological well-being.
Solution: Creating awareness of microaggressions
Metacommunication = This is a hidden insult
A well-managed diversity and inclusion program can directly influence a company’s results in several key ways:
- Maximise the value of a global footprint
- Encourage collaborative innovation
- Strive for operational excellence
Strategies to create an inclusive culture:
- Value inclusion and diversity
- Foster cross-cultural competence
- Support global mobility
Components of cross-cultural competencies:
- Worldwide population increase
- Changing demographics
- People working beyond the traditional retirement age
- Five generations at work today
- Corporate social responsibility
Ways to celebrate diversity:
- Create a calendar for culturally significant days
- Create your own traditions
- Partner mentoring
Questions to confront diversity:
- Were your process or approach designed and executed with inclusion in mind?
- Who was the process designed by/for/with & without?
- Who benefits from this approach?
- Who might be disadvantaged?
- How can the process be re-designed to reduce bias, discrimination and inequity?
- What future inclusion or bias scenarios might impact current systems?
Call to action:
- Who can support you as you review processes and systems to mitigate bias?
- How can those who are in the frontline provide input?
- What are some probable business outcomes that could occur when you reduce bias and exclusion from processes?
- How can you leverage those ‘probable outcomes’ to obtain stakeholder and/or leadership support?
Unconscious bias in the workplace:
- The Halo Effect – if we think of someone highly in a certain way, then we are likely to think highly of them in other ways too. The opposite effect is called ‘The Horns Effect’.
- Affinity Bias – this refers to our tendency to gravitate toward people similar to ourselves
- Attribution Bias – a cognitive bias that refers to the systematic errors made when people evaluate or try to find reasons for their own and others behaviours.
- Preferring Certain Names –
- resumes with black-sounding names experience a 50% call-back gap.
- Asian sounding names are 20%-40% less likely to receive a call-back
- Gender Bias – an assertive woman might be perceived as ‘aggressive’ while a man with the same attributes might be described as ‘confident.’
- Confirmation Bias – this occurs when we make a decision about something, then actively look for information that supports that decision, while also overlooking any opposing facts and viewpoints.
- Weight Bias – Judging a person negatively based on their weight.
- Age Bias – Occurs when assigning tasks to people based on their age
- Height Discrimination – Companies tend to promote tell people, particularly men into senior roles. (Fact: the average CEO is 3inches taller than the average male)
- Bro-Behaviour – when a female makes a point that no one seems to feel strongly about. 30 minutes later, a male member of the team makes the same point, and everyone jumps on board.
Diversity of thought – Bringing multiple viewpoints to the table.
- Diverse teams have different life experiences which cause individuals to approach problems differently and to empathise with end-users in new ways.
- Diverse thinkers don’t offer visual cues, you need to combine analytical thinkers with risk-takers, brainstormers with empathetic thinkers.
- Diversity of thinking enhances innovation by up to 20%. It also helps groups spot risks, reducing these by up to 30%
- Thought Diversity features more than a one-way approach and harnesses the potential of diversity and inclusion as an organisational resource
- Great Diversity = Greater variations of perspective and approaches.
Ways to guarantee your workforce includes a variety of thinking types:
- Break down silos
- Assess thinking styles
- Use diverse thinking techniques
- Encourage everyone to speak up
Organisations with inclusive cultures are:
- 2x as likely to meet to exceed financial targets
- 3x as likely to be high performing
- 6x more likely to be more innovative and agile
- 8x more likely to achieve better business outcomes
Having a more inclusive leader can increase an individual’s feeling of inclusion by 70% which in turn increases:
- The team’s performance by 17%
- Increases decision making quality by 20%
- 29% increase in team collaboration
The 6 signature traits of an inclusive leader:
- Cultural Intelligence
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