Today’s globalized world needs an inclusive and diverse workforce. It is hence, essential for enterprises to shift their focus on implementing diversity and inclusion strategies to transform the organization’s cultural landscape.
In recent years, many employees have experienced unfair job treatment, and many have left their jobs voluntarily due to this. Specifically, people of color, gender and underrepresented minority have faced discrimination many firms across industries.
Even though many enterprises are taking positive initiatives by supporting and promising to promote an enterprise-wide diversity, they fail to create a culture of acceptance for the minorities.
Enterprises need to have Diversity and Inclusion (D&I) strategies in place, with plans that ensure job safety and respect to diverse workers, also serving to attract candidates from diverse backgrounds and retain the ones from underrepresented groups. Enterprises must evaluate and transform their company’s culture so people from any background can get equal opportunities to advance in their career in the enterprise.
Changing the Approach
An enterprise wide diversity roadmap is often viewed in terms of gender, racial and sexual orientation. However, to make diversity inclusive, enterprises must ensure that their definition of diversity is broad and inclusive. It could even be taking cognizance of political beliefs, social practices and perhaps physical differences, incapability or handicaps as well.
Whatever be the area, diversity of thoughts and background perspectives goes a long way in supporting corporate diversity. Not Rushing the Process
Since the George Floyd incident and the surge in the Black Lives Matter movement, major corporations have taken upon themselves to improve the diversity and inclusion among their enterprise. Even though the pressure is all-time to act on it, it is essential that the enterprise thoughtfully make decisions.
Enterprises must evaluate their situation. The C-suite team should understand what the cultural landscape looks like and educate themselves about what diversity and inclusion means for the enterprise. Only after this, enterprises should make the announcement about the initiatives. Otherwise, the situation will only get worse.
Having clarity by honestly asking questions such as: What will the end result look after implementation? What should the enterprise look like in the next few years? To get a truthful and honest answer, enterprises must listen to their employees, clients, customers, and stakeholders. Not only that, enterprises should also thoroughly analyze their systems, process, incentives and employee data, and should have a strong commitment from the leadership team before implementing them.
Rethinking Mentorship Programs
There is no denying that mentors play an important role in the success of any employee. They teach their mentee about the ways to grow in their jobs, preparing themselves for success for promotion and providing exposure with key stakeholders in the organization.
Mentorship programs have always been a way for employees to move up the corporate ladder, align themselves for promotions, network with key stakeholders in the organization and pave a future within the company.
However, employees from diverse backgrounds don’t have the same luxury. They not only have to fight to get a job but also struggle to find mentors. Hence, rethinking about the mentorship programs for underrepresented groups within the organization will make a massive difference in their lives and in the enterprise’s overall culture.
Whatever be the roadmap, weaving inclusivity into a company’s culture rather than seeing it as a requirement to be fulfilled, is an essential ingredient for successfully implementing a true diversity and inclusion strategy.