Matthew Kincaid is the Founder and CEO of Overcoming Racism.
Diverse companies deliver better business results. Studies by renowned universities and organizations have shown us this time and time again.
A report by the Peterson Institute for International Economics analyzed data from 21,980 firms across 91 countries and found that having more women in corporate leadership positions was associated with higher profitability. Specifically, a 1% increase in female representation at the executive level was associated with a 3.5% increase in net profit margin.
And according to a study by Deloitte, organizations that prioritize diversity and inclusion have 39% higher customer satisfaction. Additionally, inclusive companies experience 22% lower turnover rates.
Because diverse companies deliver better results, many companies prioritize diversity and inclusion within their organizations. But some find, no matter how actively they recruit a diverse workforce, they struggle to diversify the demographics of their organizations over the long term. In today’s diverse world, it’s crucial for organizations to recognize that simply hiring individuals from different backgrounds is not enough. True progress lies in creating environments where everyone feels a sense of belonging and is valued for their unique perspectives.
While inclusion focuses on embracing diversity, belonging emphasizes the need to cultivate a culture that not only embraces differences but expects to be positively shaped by those differences. It requires organizations to challenge traditional norms and structures, promote open dialogue and actively dismantle biases and barriers. This should allow each employee to feel a deep sense of connection with the group—to feel valued, safe, supported and able to show up as his or her authentic self.
As you work on diversity and inclusion in your organization, be on the lookout for signs that might suggest a need for a stronger focus on belonging. Warning signs might include:
• High turnover rates: Are employees from underrepresented groups leaving the company at a higher rate than average? This suggests that individuals may not feel valued, included or supported within the organization.
• Absence of diversity amongst decision-makers: Do your decision-making processes primarily involve a homogeneous group, i.e., race, rank, age, sexuality, etc.? A lack of diverse perspectives in important discussions and decision-making can hinder innovation and limit the organization’s ability to address the needs of diverse stakeholders and employees.
• Lack of psychological safety: Do your employees hesitate or avoid expressing their ideas or concerns due to fear of judgment, retribution or exclusion? If you’re not getting any feedback that diverges from the mainstream, or if feedback suddenly comes to a halt, it may suggest there’s work to do to create an environment where all employees feel safe to be and express their authentic selves.
• Low employee engagement and morale: Are your employees exhibiting decreased motivation or a lack of enthusiasm for company goals? When employees feel disconnected or disengaged from their work and colleagues, it can show up as a performance issue, when really, it’s a belonging issue.
• Limited diversity in leadership and promotion: Is there a lack of diversity in leadership positions or a noticeable absence of promotions for underrepresented employees? Employees from underrepresented groups can interpret this (often rightly so) as an indication of a lack of opportunities for growth and advancement for people like themselves. If you are actively trying to promote diversity, you will literally have to prepare and promote candidates who do not merely mimic those already in leadership positions.
If you or other members of your organization recognize any of these warning signs, take the following actions to improve belonging in your organization:
Actively foster open communication.
Start by demonstrating your commitment to open communication by being transparent, sharing information and acknowledging your own mistakes. Cultivate a safe space for honest conversations about belonging and demonstrate a genuine commitment to understanding and addressing the issues. Encourage employees to share their experiences, suggestions and constructive feedback without fear of retribution.
Assess organizational policies and practices.
Evaluate your organization’s existing policies, practices and procedures to identify any potential biases or barriers that hinder a sense of belonging. Seek input from all groups, especially those who are members of underrepresented groups. Make necessary changes to policies to further inclusivity, diversity and equal opportunities for all employees.
Encourage inclusive leadership.
Provide training on inclusive leadership practices to leaders and managers. Equip them with the knowledge and tools to foster an inclusive work environment, value diverse perspectives and actively support the well-being and professional growth of all employees. Additionally, include performance metrics for leadership appraisals that support your belonging and inclusion goals.
Diverse workplaces can pay dividends. It’s important for organizations to go beyond surface-level diversity efforts and prioritize the creation of inclusive cultures that nurture a genuine sense of belonging. By doing so, they can unlock the full potential of their diverse workforce, driving innovation, productivity and, ultimately, success.
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