Building a diverse workforce and inclusive culture is a priority for forward-thinking companies, with proven advantages ranging from higher cash flows and improved candidate attraction to increased innovation, But there are challenges to bringing a diversity and inclusion (D&I) vision to life.
According to an Allegis Group survey of 500 senior-level HR decision-makers, a significant majority of respondents said, “We have a strategy and are making progress,” or “We’ve arrived” when it comes to D&I progress.” Yet, when asked what D&I best practices their company has in place, 26.5 percent reported none—the leading response.
These findings reveal a harsh truth: Despite claims of being committed to D&I, many companies fail to “walk the talk.” But the good news is that there are tangible ways companies can make positive changes. Here are three ways to get you started.
1. Recognize your own bias. Most organizations do not set out to exclude diverse candidates from applying or limit the inclusion of diverse employees in the company culture. Yet, diversity in the workforce remains elusive due to one overriding issue: unconscious bias.
Unconscious bias can be explained as the obstacles companies unknowingly raise that limit opportunity for diverse workers. The obstacle may be the propensity of hiring managers to look for familiar talent from familiar sources. Additionally, coworkers may give more time and attention to people who share a similar background or perspective. As a result, workers who are in the minority or who belong to historically disadvantaged groups may be overlooked for a position or not feel fully engaged on a project team.
By recognizing and addressing the issues behind unconscious bias, employers can unlock the full potential of their workforce. Inclusion training and employee resource groups are standard practices companies apply to help raise awareness about unconscious bias. Leadership commitment, tracking employee success, and continuous communication are all just as important.
2. Get real about change. It’s easy for companies to pay lip service to D&I without achieving any change. Today, however, most organizations realize that simply having a Web page that espouses diversity or an HR training program on inclusivity is not enough. That’s because D&I is no longer about checking off the box for activities or hiring quotas. It’s about evolving the company culture, and that requires a holistic approach.
To make real and lasting change happen, begin by developing a solid position and statement on diversity. Support that position with real objectives for change and metrics for success, and, finally, make it a commitment that comes directly from the top. Each of these areas—a position, objectives, and executive leadership commitment—is as important as the others. There is little room for cutting corners.
A diversity position is a story that will drive D&I internally and in the marketplace. Part of that position is a business story, as an organization’s D&I position can be linked to business objectives. Specifically, what will it take to make an organization’s diversity reflect the diversity of its markets?
Objectives can be shaped to align with the organization’s culture. Yes, it can be good to track fairness in pay, but an organization may opt to focus on the advancement of minority and historically disadvantaged groups, participation by a diverse group of employees across projects and initiatives, or diversity in the C-suite. In any case, establish a solid story as a baseline so success can be measured.
Finally, the message that comes from the CEO will be the one that takes hold among the people who can change an organization’s culture. A business leader can ask the difficult questions that drive change. For example, are hiring managers considering a diverse range of candidates in their hiring shortlists? Are workers from historically disadvantaged groups represented on project teams, and are their voices being heard? By asking the tough questions, a strong leader can raise the pressure for change and make D&I a part of the culture.
3. Make diversity go hand-in-hand with inclusion. D&I is much more than hiring workers from diverse backgrounds. A successful D&I program also focuses on retaining these employees and facilitating their contribution as productive workers. If employees are hired and feel excluded from opportunities in the company culture, they will leave. If a company is known to be a great destination with an inclusive culture, a more diverse population of workers will want to join it and remain long-term.
Diversity in hiring begins by re-examining the complete hiring process with an eye toward addressing unconscious bias. Job descriptions may have unnecessary requirements that exclude perfectly qualified candidates, and the candidate interview process may lack interviewers from diverse backgrounds. Assess every part of the process, and research the practices and technologies that can reduce any biases. It’s not about unfairly choosing one candidate over another in the final hiring decision; rather, it’s about helping to ensure diverse talent is represented as part of the final candidate slate.
Building an inclusive employee culture is a long-term commitment. Mentorship is a great example of a practice that helps bring together employees of all backgrounds. Start with a small pilot program. Then track employee performance after the mentorship is complete. How well are they doing at work? Are they advancing, gaining skills, and remaining engaged? Keeping track will provide insight to improve the strategy and results.
Moving Forward: D&I Is More Than an Initiative
Many organizations continue to struggle to build D&I in the employee culture, but many are also succeeding. Moving forward, the key to success for any employer will be to treat D&I not as an initiative but as a core value. D&I does not have an endpoint. It is a principle that must be brought to life every day in the way a company approaches its candidates and employees alike.
As the Global Head of HR, Tanya Axenson provides oversight and strategic direction for HR teams across all Allegis Group companies. Her leadership philosophy focuses on inclusion, engagement, and a commitment to serving others, fostering an environment where employees demonstrate a competitive spirit and are inspired to value differences. Axenson began her career as a labor and employment law attorney before holding executive HR positions with Aerotek, an Allegis Group company; Exelon Power; and Constellation Energy Group. Axenson earned a J.D. from Harvard Law School and is a board member for the YWCA of Annapolis.
Allegis Group is the global leader in talent solutions. Learn more at www.AllegisGroup.com.
