Understanding the Importance of Inclusion

When we talk about diversity & inclusion, there’s a tendency to overlook the latter in favour of the former. We often treat diversity & inclusion as two sides of the same coin.

It’s not difficult to see how this can happen.

For a start, diversity feels more tangible. It is a phrase that’s garnered a lot more attention, and it has a more obvious solution: If your workforce is a little too monocultural, you can take steps to recruit from a wider pool of potential candidates.

But promoting inclusivity feels a bit trickier. It’s not as easy to define, which is why it’s tempting to categorise diversity and inclusion as the same, even though the two have different meanings.

If diversity is about recognising the traits that make us unique, then inclusion is about laying the foundations that promote a sense of belonging.

In that respect, it can be argued that inclusion is more important than diversity because it’s that desire to belong that creates a sense of stability and a sense of loyalty. It’s what makes people feel valued.  Merely hiring a diverse group of people is irrelevant if they don’t feel welcome.

So how can we build more inclusive workspaces?

Many of us fear being our authentic selves within the workplace. We worry that revealing too much personal information could have unwelcome consequences. But this is even more prevalent for people who belong to minority groups and must navigate situations that a lot of us take for granted or have never really experienced.

What if your cultural background and traditions imply that you have additional family duties not reflected in the dominant Australian culture, and you’re hesitant to ask about flexible work arrangements out of fear of being viewed as uncommitted or dishonest. What if you’re in a same-sex relationship, and you’re unsure about bringing your partner to the staff get together.

The pressure to hide all, or a part of your identity, is known as “identity cover,” and one obvious implication is how can you maximise your full potential when you don’t feel like you can be yourself? When you don’t feel like you truly belong.

That’s why leaders need to implement policies and ideas from the top down that focus on building more inclusive workforces where people are comfortable being themselves. Here’s a useful guide on how to do precisely that.

Managers lead teams, and they set examples. But if your managers are confused about what you’re trying to accomplish, or if they see your desire to create a more inclusive workforce as an additional task that’s only going to add to an already hectic schedule, you’ll have a hard time convincing them of its worth.

One way around this is to involve leaders from the very beginning. If you encourage them to take a proactive role in designing and implementing policies that promote inclusion, they are more likely to be receptive to your vision.

This is better than trying to implement a standardised diversity and inclusion policy because your organisation has its own unique workplace culture and its own set of office dynamics, therefore requires its own approach.

By including your management team from the outset, the risk of burdening them with additional tasks is reduced because they can help shape and implement new policies and new procedures in a way that fits seamlessly with their other responsibilities.

There are other ways you can get your leaders on board with inclusion. Workshops that foster honest and open conversation can be the first step toward building a workspace that encourages two-way communication between leaders and the teams they manage.

Sometimes the conversations you have will not be easy, and not everyone is going to be comfortable all of the time, but that’s when you know you’re on the right track. Often, the best way to facilitate change is to be clear about the issues you’re facing and prioritise them.

But being candid doesn’t give you carte blanche to say precisely how you feel without being mindful of others, or tactful. Here’s a useful post that explores how leaders can work to resolve difficult situations in a culturally sensitive manner.

Meaningful and open dialogue not only highlights the differences that we need to manage, but it also reveals how we can leverage off those differences, as well as how much we actually have in common.  This is one of inclusivity’s greatest strengths. A diverse team is essential: it highlights people’s different skills, different opinions and contrasting personalities, all of which is great for business because it allows people to feed off each other and help to create more dynamic workplaces.

Inclusion, on the other hand, is more subtle. It focuses on what we can achieve when we work together as a team, when our shared purpose, our similarities, and our desire to belong, are just as important as the things that set us apart.

Sometimes we frown upon similarity because the word lends itself to homogeneity, unconscious bias, and ultimately, exclusion. But that does the term a disservice. Suppose leaders create resources and engage staff in training programs that emphasise what we have in common as well as being mindful of how we are different? In that case, it will be easier for employees to find a shared understanding and develop feelings of trust, friendship, and mutual respect.

There are, of course, many benefits to building a more inclusive workforce, and it’s not the intention of this post to suggest that promoting diversity is not important. But I think it is fair to say that we often overlook or forget that it’s inclusion that drives change and creates more diverse workspaces where all people feel welcome, valued, and able to be their authentic selves.

Kian is a freelance writer from the UK who specializes in producing online content for B2C websites. He also blogs about all things connected to online writing, including tips and tutorials for new writers who are interested in setting up their own writing business. You can find out more about his writing services, right here.