Updated: May 6, 2020
Diversity by demographics is not the best way to drive inclusion
There is sometimes a misguided belief that by employing staff from different communities, an organisation will achieve diversity and be able to engage with its staff base effectively. Is this really the case?
Can diversity and inclusion be achieved merely by recruiting a diverse workforce? What problems occur from trying to achieve diversity and inclusion based on demographics alone?
A business is naturally focused on it’s bottom line. As such, most businesses seek to achieve outcomes that are linked to profitability, as it relates to their products and services, and how profit and productivity margins are increased year on year.
The key focus of many organisations is how people, products and services are developed to assist profitability… i.e, their bottom line.
Business focus is on the 'bottom line'.
Within the executive ranks of many organisations, diversity and inclusion can be difficult to quantify. Promoting it can be tough and difficult to measure for many businesses that do not have processes in place to engage with diversity and embed it within its structure.
Investing in diversity in key to developing the systems and structures that will enhance business outcomes. It provides solid processes and behaviours that deliver a host of business benefits.
'Inclusion' is a managed process
Short term, or 'one off' diversity initiatives, do little to embed diversity into organisational culture and, as a result, have little benefit to developing a truly inclusive workplace.
The short term benefits that may result from diversity initiatives, may be lost when it comes to embedding diversity and inclusion, as a key theme, across business functions and practices.
Developing diversity and inclusion should be a constant and evolving business activity. It should be an integral part of business functioning and corporate decision making.