Rewiring The Workplace Mindset Of Diversity, Equity, Inclusion And Belonging

Diversity and inclusion is the most sought-after business imperative today. During World War II, when there was an acute shortage in the workforce with men being on the military forefront, it opened up avenues for the entry of women into the labor spectrum at large. However, opportunities for women declined rapidly in the decades that followed.

The first government action that addressed diversity was President Truman’s Executive Order 9981, which opened corridors for cultural and ethnic diversity efforts across multiple sectors and industries. Since then, diversity initiatives have evolved with various movements paving the way for women into top management roles. Through the transformation of recruitment practices, the barriers of racism and sexism were weakened in an effort by some to deliver true meritocracy, which holds every individual to the same standards. However, this journey is not over by any means.

Diversity, equity, inclusion and belonging (DEIB) efforts, though disparate, have increasingly become woven into organizational policies and practices to reflect the composition of society. A 2018 Gallup report describes diversity as representing “the full spectrum of human demographic differences,” which includes gender, sexual orientation, religious beliefs, ethnicities, socio-economic backgrounds, disability status, race and culture. Inclusion is a nuanced approach that thrives on the cultural and environmental feeling of belonging. It is broadly the outcome of ensuring all people feel welcomed to elevate their sphere of influence in the organization. And equity is, essentially, the cognizance of every individual’s uniqueness and needs by promoting justice and impartiality within the practices, processes and systematic distribution of resources. 

McKinsey research has found that organizations in the top quartile for workforce diversity are 33% more likely to financially outperform their less diverse competition. Microsoft asserts that the advancement of accessible technology can unlock developmental opportunities for employees with disabilities. A Deloitte report describes how, after posting a record loss of AUD $2.8 billion in 2013, Australian airline Qantas embarked on a huge (and extremely successful) transformation. CEO Alan Joyce credited the company’s diverse and inclusive culture with aiding it through the difficult period, calling diversity a generator of “better strategy, better risk management, better debates [and] better outcomes.”

Clearly, organizations that drive diversity, equity and inclusion enjoy a boom in innovation, collaboration and employee engagement, which combine to deliver a distinct competitive and fiscal advantage.

In Reality, Efforts Fall Short

However, DEIB efforts in organizations to date have largely not delivered meaningful progress. The current pandemic-incited crisis of ill treatment toward Asian workers in the U.S., particularly those of Chinese descent, demonstrates the cracks in inclusive work environments. Asian Americans and African Americans, as well as other marginalized groups, remain vulnerable in workplace settings, an indicator that workplace inclusion must stem from an evolution of the mindset and a diverse way of seeing things.

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