Employers Should Focus on Inclusion, Not Diversity

The report found that employers were often too worried about creating a workforce that looked diverse and needed to focus more on how employees with diverse backgrounds were supported and included once they were in the business. The report points out that inclusion was “conceptually distinct” from diversity, defining it as how an employee experiences their workplace, as opposed to the differences represented within an organisation.

Key Findings

• Workplace inclusion is defined in a variety of ways, and can be understood from an organisational and individual perspective.
  
  
• At an individual level, workplace inclusion relates to feelings of belonging, having a voice and being valued for your unique and authentic individual skills and abilities.
  
  
• In turn, this is linked to positive team outcomes, reduced absenteeism and enhanced job commitment, suggesting that inclusive behaviour allows individuals to work together effectively and creates a healthy environment for employees.
  
  
• At an organisational level, workplace inclusion involves valuing difference, allowing all employees the opportunity to develop, participate and use their voice to effect change, irrespective of their background.
  
  
• In turn, this has been linked to, and is associated with, enhanced team knowledge sharing, innovation and creativity.

Recommendations

The CIPD recommended some practice points for all employers to consider:

• Role-model inclusive behaviour in the workplace. The CIPD recognises working inclusively as a core behaviour for all people professionals.
  
  
• Use organisational data, tracked over time, to review policies and practices. This could involve working with representatives across the business to gather feedback on practices and policies, accessibility and barriers.
  
  
• Involve employees at all levels of the business in inclusion; facilitate reflection on what inclusion means to them in their day-to-day role, what their role is in building inclusion, and how this is reflected in organisational values.
  
  
• Work with senior leaders to embed inclusion into the organisation’s way of doing things; highlight the importance of their advocacy and buy-in.
  
  
• Embed inclusion into wider practices such as talent management, appraisals and skills development. For example, do employees get feedback on behaviours related to inclusion?
  
  
• Clearly communicate the policies in place to support diversity and inclusion at work, why they are important and support employees and managers to access and embed these policies.
  
  
• Support line managers to effectively carry out policies and practices. HR professionals need to understand management capability (both middle and senior managers) in relation to inclusion and highlight where development is needed.

Employers are encouraged to review and update (if appropriate) their diversity and inclusion policies.

For specialist advice on your employment policies, please contact Michael Halsey in our Employment Law team, on 020 7665 0842, or complete the form below.