What do real diversity and inclusion look like?

Diversity can be measured on a scorecard, which often turns it into a box-ticking exercise for companies in a bid to look progressive. It’s that surface focus that results in inclusion going AWOL – hiring people to fill scorecard quotas and then ‘tokenising’ or ‘othering’ them by not giving them the space to be themselves and deliver to their potential.

When they operate in sync, diversity and inclusion have multiple benefits, including increases in profitability. A 2015 McKinsey report found that the most culturally diverse organisations were 35% more likely to exceed median earnings in their industry. Companies with strong gender diversity were 15% more likely to be exceptionally profitable. 

Bringing them together also improves company culture – and, as a result, the company’s image. In a homogenous environment, only employees that fit in will feel comfortable – meaning that others may feel it’s an alien or hostile environment for them. Workplaces where employees from different backgrounds are hired, welcomed and promoted, are more collaborative, inclusive - and diverse. This positively impacts how the company is perceived by employees, customers, investors and the customers they serve. 

Diverse and inclusive workplaces require ethical and transparent leadership, the promotion of an environment conducive to operating under the diverse culture reflected in a company’s policies, ways of working and internal and external relationships. Getting there often requires challenging each other and having courageous conversations at all levels regarding complex topics.

That means establishing an environment where people feel safe, welcome and able to take risks and ask for help, positively impacting collaboration, problem-solving and productivity. The diversity of thought that this unlocks can have a powerful impact as people learn from different sources of experience, become more agile thinkers and learn to relate to people different to themselves.

Attracting and retaining talent is essential in any organisation – and it makes sense that people are more likely to seek out and stay in workplaces where they are encouraged to be themselves. It promotes authenticity and allows people to be more resilient and adaptable – whereas the opposite environment is linked to depression and burnout as people are forced to suppress their personalities. BetterUp found that members with the highest levels of belonging are 34% more likely to stay at their jobs than those with low levels of belonging. Who wouldn’t want to stay somewhere they felt safe, understood, listened to and appreciated?

ManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organisations transform in a fast-changing world of work by sourcing, assessing, developing and managing the talent that enables them to win.