With the close of the Civil Rights era, the rise of feminism, and the proliferation of a global economy, the past several decades have bred enduring debates concerning how best to address discriminatory conduct and promote equality in the workplace. Over the years, these debates have allowed for numerous cultural interventions, including the rise of “Diversity and Inclusion” (or “D&I”) initiatives. D&I has become so common that careers are dedicated to it and most large companies employ a senior-level executive to manage its operation; Forbes’ website has a “Diversity and Inclusion” subheading under “Leadership”; and a Google search of “diversity and inclusion in the workplace” returns an astonishing 97.8 million results. Based on the foregoing, it is clear that D&I has cemented its foothold in the corporate arena. Why else would such wherewithal be spent on it?
Studies have revealed that a commitment to diversity and inclusivity has numerous demonstrated benefits, including enhanced creativity, better and more productive communications, faster problem solving, enhanced programs and services to constituents, more diligent and hard-working employees, and increased employee satisfaction. These enhancements are often enormously consequential to the financial success and the reputation of any business. However, a comprehensive understanding of D&I is a required precursor to positive results. Moreover, considering both this requirement and the conceptually nuanced nature of both diversity and inclusivity, the terms are deserving of some explication.
Contrary to popular belief, “diversity” and “inclusion” are not synonymous. Each term carries with it its own unique set of ascribed definitions and potentiate implications. Employers and researchers alike often fail to account for the nuance embedded within the terms’ meanings. A 2018 Gallup report entitled “3 Requirements for a Diverse and Inclusive Culture” found, “Recognizing that diversity and inclusion are very different things is the first step in the journey toward creating a uniquely diverse and inclusive culture.” This first step can best be facilitated by explicitly engaging with the terms’ individual, but interrelated, definitions.
Although diversity and inclusion both carry capaciously loaded definitions, it is especially important that the breadth of diversity’s definition be recognized because the success of any diversity initiative rests upon recognition of its all-encompassing nature. In other words, diversity cannot be achieved without an understanding of its broad and complex nature. According to the 2018 Gallup report, “Diversity represents the full spectrum of human demographic differences,” Studies of diversity have divided it into two specific, equally important, subcategories: inherent and acquired. Demographic characteristics, such as sex, gender, ethnicity, race, sexual orientation, differently able-bodiedness, and religion constitute “inherent diversity”; whereas “acquired diversity” involves traits you gain throughout your lifetime, such as educational background, employment history, values, skills, and knowledge. An organization is not diversified until the employee pool represents inherent and acquired diversity. In order to reach this level of diversity, Forbes suggests employers and recruiters utilize the following five tools: (1) Ask employees, especially those with underrepresented demographics, for assistance; (2) Write job descriptions with a focus on expectations and results, rather than qualifications; (3) Commit to a diverse pipeline; (4) Structure the interview process (because asking each candidate a set of similar questions produces analyzable data to assist in the decision making process and avoid reliance on inherent biases); and (5) Continuously check your own biases and the biases of your team. These proposed strategies necessarily bifurcate diversity from inclusivity by guaranteeing a deliberate hiring process that promotes the level of thoughtfulness demanded by a wholly inclusive environment.
The aforementioned interview practice is an exercise of inclusion and illustrates how inclusive practices can drive diversity. In fact, some organizations have swapped the “D” and the “I,” under the inference that the abbreviation “I&D” reflects reality more accurately. Regardless of the abbreviation, diversity without inclusion is often futile or an act actual or perceivable act of tokenism. Therefore, in order for an organization to harness the myriad positive effects of diversity, it is essential that the organization uphold a culture of inclusivity. As a 2017 Harvard Business Review article entitled “Diversity Doesn’t Stick Without Inclusion” notes, “Without inclusion, however, the crucial connections that attract diverse talent, encourage their participation, foster innovation, and lead to business growth won’t happen….[because] ‘Diversity is being invited to the party. Inclusion is being asked to dance.’” In short, “Inclusion refers to a cultural and environmental feeling of belonging. It can be assessed as the extent to which employees are valued, respected, accepted and encouraged to fully participate in the organization.” With that being said, it is by definition that diversity is rendered meaningless without inclusion.
In today’s highly polarized society, the practice of inclusion may be particularly difficult. An October 2019 Forbes article entitled “Stop Obsessing Over Diversity, It’s Time to Focus on Inclusion” acknowledges inherent biases but concludes,
While it is certainly more rewarding in the short term to stand in front of a room full of agreeable people, it will become very difficult to drive longer-term change, and remain future proof without having someone who is willing to rock the boat, put forward an alternative and be heard. But these individuals also need to feel comfortable speaking up and being made to feel that they are not only in the room but also in the game.
A culture of inclusion strikes a balance between validating uniqueness and providing a sense of belongingness. In order to strike this balance, leaders need to not only acknowledge and accept the diverse characteristics each individual employee brings to the table, but also have the self-awareness and wherewithal to identify their own positionality in relation to their employees and then respond accordingly. Authenticity and honesty create space for quality employee-employer relationships that positively impact an organization’s or corporation’s financial footing by enhancing communication and employee productivity.
Whether you put the “D” before the “I”, the “I” before the “D”, or decide to leave the abbreviation at the door, the verdict is out— D&I is here to stay. Or perhaps I should correct myself and challenge the linguistic and conceptual coupling; rather, diversity and inclusion are here to stay. A complete understanding of diversity and inclusion initiatives requires teasing the terms out and considering the cyclical and interwoven nature of the processes. Although the scholarship on diversity and inclusion continues to evolve and develop, their value has consistently been reinforced and gone unchallenged. The initiatives will continue to sprite up, the careers dedicated to their development and execution will continue to take shape, and the theoretical and practical conversations will provide additional material for Forbes’ website already established “Diversity and Inclusion” subpage under the “Leadership” page and will add to the astonishing 97.8 million results returned upon a Google search of “diversity and inclusion in the workplace.” D&I has cemented its’ foothold, but the complexity and value of its proper execution demands that we occasionally pour some more cement down to strengthen and expand that foothold.
