Corporate America has warmly embraced Diversity and Inclusion (D&I); it’s a known best practice with a return on investment, as detailed by McKinsey & Company’s Why Diversity Matters and Delivering Through Diversity. However, one observation of both employees and HR professionals is that in the day-to-day course of business, more can and should be done to further diversity, inclusion and belonging. As the HR field debates what to call this important aspect of any modern talent strategy…D&I, I&D, DI&B….I think a more fundamental call to action is needed. The time has come for each of us to call DIBs. (See what I did there?)
Ensuring that diverse talent is not only included but genuinely feels as though they belong is a responsibility of each and every person. Period. However, at times, this widely shared approach can cause time and resource strapped-HR teams to decentralize their D&I efforts. This commonly leads to a lack of focus and results. Measurements are not taken, impact is weaker than it should be and strategies devolve.
What Should Be Done?
In addition to employees who naturally champion DIBs causes and initiatives, HR leaders must call dibs, and commit to viewing DIBs as the ethically right, value-based work that it is. Out of this personal and professional commitment, focused cultural expectations can be established and learnings built into organizations’ curricula, such as unconscious bias training. Above and beyond legal/compliance efforts and data mining, while also being entirely void of force-fed group think about how to view and discuss the complex topics inherent to the DIBs arena, diversity, inclusion and belonging should form the foundation upon which engagement and workplace cultures are based. DIBs should also inform all sub-functions of HR, most notably, talent acquisition, talent management, leadership development, performance evaluation and coaching.
DIBs conversations should be organic, respectful and candid. DIBs has the power to shape worldviews and enable individuals to put themselves in others’ shoes. Diversity is not simply a matter of ethnicity or gender. Rather, it includes diversity of thought, experience, upbringing, regionality, socio-economic status, etc. Inclusion, then, brings those of different backgrounds together. Belonging is arguably “where the magic happens;” belonging is achieved when employees feel comfortable being their authentic selves.
If DIBs is not “the way we do work around here,” then employees, customers and stockholders are underserved. When DIBs becomes part of the fabric of an organization, employees become more innovative and dedicated because they feel welcomed and engaged. Customers are seen as well-rounded human beings, not strangers to be sold to or serviced. Organizations with best-in-class DIBs practices out perform their peers, leading to greater profitability, which pleases stockholders.
My favorite extension to this famous quote: "Belonging is dancing like no one is watching!"
All Hands In
Despite this clear need, I must stress that there are few clearly incorrect ways to implement diversity and inclusion initiatives; however, no one “correct” way exists. There is diversity in diversity! What remains paramount is that HR professionals take pride and ownership in fostering robust and positive DIBs strategies. DIBs can serve to engage talent, cultivate leaders, foster cross functional teams and raise grassroots efforts to resolve existing operational shortcomings or bring to light improvement opportunities.
Passionate employees naturally call dibs; they eagerly raise their hands. When HR professionals focus on this critical element of today’s talent framework, one other make or break tier of talent must echo the call to DIBs. Senior leaders must be in lock step with HR professionals with the implementation, execution and sustainment of DIBs efforts. Senior leaders must understand and invest in DIBs with both their time and talent. With confident footing, they must walk the talk. These leaders should be prepared to have raw conversations with an openness to learning and an inquisitive curiosity. These will elicit trust, loyalty and engagement across a company. DIBs programs can also serve to reduce the sense of hierarchy within organizations, effectively bringing talent together, fostering mentorship and surfacing innovative solutions and aha moments. The risks of senior leaders not calling dibs include:
A lack of congruence between stated company culture/values and reality
Employees being fearful of participating in DIBs initiatives, believing that those “at the top” do not support such use of company time
To the Point
Passionate employees, continue calling DIBs and serving as role models across your organization.
HR professionals, search yourselves and call DIBs not only because it is considered a best practice, but also because it means something to you personally as a people advocate. Consider how DIBs underscores your everyday work driving a comprehensive talent strategy. Be courageous in how you share and elicit candor in diversity, inclusion and belonging efforts.
Business leaders, call DIBs in a meaningful personal way. Walk the talk, and own your strut.
I’ve called DIBs. Have you?
Images Sources: