How to increase diversity and inclusion in the workplace

HOW TO INCREASE DIVERSITY AND INCLUSION IN WORKPLACE

Words by Rachel Zammit Cutajar

Discrimination in the workplace is not only a scourge on human rights; it is a thorn in the side of productivity. Research has shown that companies are more competitive when they employ a diverse range of workers. Alain Gavand is a psychologist from the University of Paris – La Sorbonne, and an expert in employment diversity. This is his 101 class on the best practices to increase diversity, and in turn, productivity in the workplace.

Discrimination is a scourge on our society and remains tenacious. According to a European survey (Eurobarometer 2019), almost six in ten people think discrimination based on ethnic origin or skin colour is widespread in their country. Over a third of respondents across the EU think discrimination based on being male or female is widespread in their country (53% for sexual orientation). 17% of respondents say they personally felt discriminated against in the last 12 months. And in Malta? The perception of discrimination primarily concerns skin colour (59%) and ethnic origin (51%). However surprisingly, considering Malta’s high ranking LGBTI in Europe, transgender discrimination represents 42% and that resulting in sexual orientation, 38%.

Fortunately, equality of individuals and the right of non-discrimination is enshrined in the EU Charter of Fundamental Rights, and the European Union has some of the most extensive anti-discrimination legislation in the world. Discrimination based on a wide range of factors, including sex, race, religion, ethnic background, disability, and sexual orientation is prohibited.

In addition to the motivation of human rights and compliance with the law, companies have a lot of reasons to be more diverse. We can see a higher commitment on the part of employees in companies that are more inclusive, which positively affects its performance. An inclusive work environment strengthens an organisation’s ability to innovate. It gives employees the opportunity to realise their full potential. These more diverse and inclusive companies are more attractive and more able to tap into larger pools of potential candidates, which is useful in the context of skills shortages, as is the case in the IT and iGaming industries today. You may understand that companies must invest in diversity management. But what are the solutions to make businesses more diverse and more inclusive? Through my experience in diversity training in the workplace, I have identified five levers to achieve diversity and inclusion. These include having a diversity policy, management training, raising awareness among all employees, changing attitudes, and revising human resources processes - in particular, recruitment and career management.

Firstly, management must define a diversity and inclusion policy that is clear and understandable for all its employees. It gives guidelines to everyone and defines what is acceptable and what is not, especially in terms of behaviour. For example, it specifically states that sexist behaviour cannot take place in the company and will be punished. This diversity and inclusion policy must be formalised, and it must be accompanied by an action plan and indicators to monitor the actual deployment.

This is a long-term process, and the impact often requires several years before it is felt. Management must resolutely have a continuous improvement process. For example, a company can set goals for the feminisation of its managers or its executive committee. In 2003, Norway was the first country globally to adopt a gender quota requiring a 40 per cent female board representation in public limited and state-owned companies. Legislated board quotas have since been introduced in European countries, including Belgium, France, Germany, Iceland, Italy, the Netherlands, Spain and Sweden, as well as in other parts of the world, such as Israel and India.

Secondly, managers must be exemplary in their behaviour, respecting all forms of diversity in their team, excluding any racist, sexist, homophobic, or unwelcoming behaviour towards people with disabilities. They must encourage a more heterogeneous environment through promoting a culture of tolerance and open communication. It is important that these managers know how to find the different motivations in their heterogenous and

multicultural teams, which are different for seniors or juniors, to give an example. It is also different for employees who want to reconcile their working and family lives, or for celibates who want to give their all to their work.

These managers need to be able to respect the law in the matter of discrimination, and must know how to base decisions exclusively on skills, without allowing themselves to be influenced by their subjectivities or possible biases. This training can take place in the context of learning events, seminars and exchange workshops.

The third lever is to raise awareness among all company employees. This awareness can take the form of communication actions such as posting, or messages sent by e-mail or newsletters by management. It can be part of the training through distance learning, for example. Management can also organise yearly events on world days, such as the International Women's Day on or the International Day against Homophobia, Biphobia and Transphobia (IDAHOT).

Fourthly, it is particularly difficult to change the corporate culture towards greater inclusion. It is one of the main challenges. For management, it is about making people understand the issues of diversity and the importance of inclusion. It is also about understanding stereotypes, and above all, about preventing them. Cultural stereotypes are perceivers' shared beliefs about the characteristics of the target group, and at the same time, they also function as social expectations. In too many companies, people still think that women with children are less devoted to their jobs, or that men who spend time with family are less masculine and poor breadwinners! You can imagine the impact of these false beliefs… To change representations towards certain groups, for example, women, LGBTQI, ethnic minorities and to give them confidence, the company can promote and celebrate role models within its organisation. The visibility of underrepresented individuals offers the ability to showcase the array of talent across all levels of a business.

The fifth lever for an inclusive and non-discriminatory company is to improve human resources processes. In recruiting, the company must seek diverse candidates, not only the white heterosexual, male applicants. They must have objective selection procedures based on skills. In the career management of employees, the company must allow everyone to develop according to their talents. Management must be vigilant about any glass ceilings, especially for women who sometimes cannot progress hierarchically in the organisation. Finally, the remuneration system must be equal and fair.

Embracing cultural diversity in the workplace is an important first step for businesses that want to be competitive on a national and an international scale, especially in new business areas such as iGaming or Fintech. It requires a real strategy from the management and new soft skills for managers and employees. And it is worth it.

alainvand@alainvand.com