How aware is India Inc. about Diversity, Inclusion and Belonging

What does it mean to be Diverse, Inclusive and have a sense of Belonging? These aren't just fancy words. They are the core virtues that will enable you to build a community at work, one that helps employees feel safe and committed to their work with full potential.  

Where is India with Diversity, Inclusion & Belonging? 

With these things in mind, let's look at the problem statement – where is the gap? Do employees feel that their organisations are creating meaningful DI&B interventions to reduce bias and discrimination? To gain a broader understanding, let's understand workplace culture from an employee's perspective. 

Indeed’s survey of Indian workplaces (both employees and employers), identified various themes employees associated with when it came to Diversity, Inclusion, and Belonging (DI&B). When asked,  39% felt it is a feeling of oneness, 20% said sense of belonging and 14% felt DI&B meant equal opportunity.

The same study also sought to understand successful DI&B implementations amongst Diversity Managers and employers. Employers and employees felt "DI&B" means different but related sentiments like 'being together', 'acceptance', 'respect for another', 'people from all walks of life coming together', 'having a unique identity' and 'heterogeneous groups of people in the workforce'. 

While most employees precisely know what they need from their organisation, the question falls back to India Inc. on how to take DI&B forward. A 2021 Indeed report on DI&B awareness, titled Uncovering Blind Spots showed that 39% of employers felt a serious lack of awareness. Meanwhile, 22% of employers believed both narratives that they were aware of yet not to the required extent. Lastly, the study concluded a minority of 17% shared they were very sensitive to the cause. 

The various studies reflect something remarkable: employees and organisations are on the same page to a certain extent. While employees are clear in their thoughts and confident about their needs, organisations also realise at which end they lie on the spectrum. The goal may not have been achieved fully, but a progressive effort makes for a great start. 

The need for DI&B 

While the intention of every organisation is to safeguard and nurture a healthy work environment, it also raises a pertinent question – is there a need for DI&B through formal policies?  

Incorporating DI&B into policies helps firms realise their full potential at every step of the talent lifecycle. It also promotes management and employee buy-in, as well as ongoing support. The following survey suggests that most companies wish to be inclusive but lack formalisation. 

In the same study, we also asked employers if their people policies formally incorporate DI&B. The results revealed that the majority of the organisations have either put in place explicit Diversity, Inclusion, and Belonging policies or have initiated planning. 

The solution 

Indeed’s research shows that nearly two-thirds of employees (57%) feel that written DI&B policies are a must-have for their companies. Many organisations were trying to implement a comprehensive DI&B strategy. While there can never be an end goal, only a continuous work in progress, certain factors make the goal more achievable: 

• Long-term DI&B planning, including attainable and measurable short-term goals 
• Initiatives spanning the talent lifecycle, as well as policies aimed both internally and externally 
• Widespread advocacy by leaders and employees will create a robust commercial proposition for DI&B 
• A team that embodies the heterogeneity of the company's customers and partners, as well as collaborative problem-solving 

Apart from this, organisations could perhaps switch up their approach. After all, a little experimentation doesn't hurt, right? Making simple tweaks to existing practices creates a world of difference.

Making sure your employees are on the same page and educated about the work culture could be an easy step to start with. And while we emphasise that, it's essential also to eliminate any unconscious bias. You may wish to consider ensuring your organisation is accessible to everyone, by, for example, installing automatic doors, ramps, braille signage, etc., for those with disabilities  

Utilise any opportunity to coach others and understand their challenges and requirements; build a framework that makes it easier to recognise this. Lastly, expand the way you look at recruiting – include gender-neutrality in the roles, display organisational diversity and do away with conventional interviews questions that reinforce biases. 

If you find yourself doubting your approach and feel stagnant in your progress, talk to yourself. Don't be afraid to ask questions, even if it means doing more, inviting feedback, switching up interview questions, and having a diverse interview panel. If you can do that openly with yourself, you'll undoubtedly hold a meaningful and transparent conversation with your employees.