Investing in diversity in the workplace has never been more valuable or important than it is today. Easy access to a global talent pool has brought unforeseen challenges and benefits to forward-thinking companies. The more open and networked society becomes, the greater the awareness of inclusivity and diversity. This also applies to the economy. Research points to a link between diversity and a company's financial performance. For example, gender and ethnic diversity are associated with higher profitability. Other factors that contribute to building and defining an inclusive workplace include sexual orientation, mental health, disability and minority status, depending on the response. These factors are important for building a culture that values a diverse workforce and those who can be themselves.
If you're looking for ways to create more inclusive behavior in your workplace, here’s how to make inclusive behaviors at your team:
Hire people from diverse backgrounds
Hiring people from diverse backgrounds and building diverse teams are important steps in creating a culture of inclusion. Proactively incorporating employee engagement strategies into the hiring process also increases the chances of organically attracting talent from diverse minority backgrounds. This makes the corporate culture richer and more inclusive. A diverse workforce also improves financial performance by attracting customers from diverse backgrounds and enabling diverse opinions and feedback on products and services. In addition, various hiring practices also increase productivity. For example, research shows that cognitively diverse teams solve problems 60% faster than less diverse teams.
Build a system for resolving misunderstandings and disagreements
Many employee performance problems are caused by unresolved conflicts in the workplace. Problems that can often be addressed quickly and early can quickly spiral out of control, affecting morale and productivity. Additionally, conflict can have a very negative impact on the employee experience, causing employees to leave the organization and severely impacting the retention of top talent. Cultural differences and prejudices can cause conflicts and misunderstandings, even if they are well-intentioned. An environment in which these issues can be managed effectively through an established dispute resolution process can significantly increase employee engagement and satisfaction, as a thriving organizational culture leads to greater employee synergy and a stronger sense of belonging.
From Gaslighting to Empathetic Mirroring
In gaslighting, someone is questioning another person's reality. It is especially damaging when executed by someone with greater identity-based power and organizational power. As an antidote to this subtle criticism, we recommend empathic mirroring. By paraphrasing, it acknowledges the human experience of Gaslit, shows understanding, and restores a sense of reality. Especially in this pattern, it is important for the team leader to take action to correct the person who is gaslighting. Leaders use direct and open language and use their authority to communicate the impact their actions have on both themselves and their team. The leader can then take a coaching approach and ask the person open-ended questions to support their learning and participation in future more empathic interactions.
From Tokenism to Mapping Opportunities to Motivators
Tokenism is the practice of assigning projects to team members, engaging team members, and soliciting votes primarily because they are part of an underrepresented group. Tokenism undermines the value of team members' genuine contributions and distracts them from opportunities where they could be more interested or effective. Leaders use a good reinforcement pattern, Mapping Opportunities to Motivators, to engage team members in work tasks and collaborations based on what really matters most to them. Aligning opportunities with team members' motivations, rather than hiring primarily based on their relevant identities, can increase engagement, creativity, productivity, and even reduce turnover.
From Boxing Out to Open Bodies
During boxing, basketball players keep the opposing team's ball away by physically blocking it from the basket. At work, the Boxing Out Detractor pattern appears to use the body to shut others out. It is manifested by nonverbal cues such as avoiding eye contact, turning away, leaning forward, crossing limbs, frowning, raising eyebrows, and rolling eyes. These signals are as powerful or even more powerful than spoken words. All verbal and nonverbal communication triggers the release of neurochemicals associated with opening and closing of the brain, resulting in an increase or decrease in interpersonal trust levels that ultimately affect individual performance and team cohesion. increase.
Source: HBR, Deel, Knowledge Wave