Biggest Barriers to Creating a More Inclusive Workplace

Mostofusarewell-intentioned,well-meaningpeoplewhowishtoworkharmoniouslywithour colleagues,subordinates,andbosses.However,wemaybesurprisedtolearnthatour subconsciousbeliefsandperceptionsofothersaffectourbehaviourandchoicesinsubtlebut powerfulways.

Ifyourorganisationislikemostothers,you’vebeenmakingseriouseffortstoincreasediversity andinclusionintheworkplace.Afterall,youdon’twanttomissoutonthehostofotherbenefits ofworkplaceinclusivity.

Buthere’stheproblem:Sometimesyoumayhavebeeninvestingseriouseffortintobuildingan inclusiveworkplace,buttheresultsarenotshowing?Theremaybenodoubtthattheleadership ismakingasincereefforttopromoteinclusionintheworkplacebutthisisnotfilteringthrough downtheline.

Withoutbeingconsciouslyaware,managementoftentripsupitsowneffortsinthesemajor ways:

1. Management Has Allocated Responsibility but Not Accountability to Achieve Inclusivity Goals

Mostmanagementleadershavedelegatedresponsibilityfordiversityandinclusivityprogramsto recruitmentorin-houseHRdepartments.Therecruitmentdepartmentmayfocusonhiringx numberofdiverseemployeesbuttheydonotthinkitnecessarytogatherinformationontheir performance,comfortlevelorengagementlevelsofthesediverseemployees.

HumanResourcedepartments,whoseetheirfunctionasmonitoringemployeewellbeingare usuallydisconnectedfromrecruitmentstrategies.Alldepartmentsintheorganisationneedtobe alignedinordertoachieveinclusivityanddiversitygoals.

2. Management has focussed on Outcomes and Not Just Activities

Yourdiversityinitiativesprobablydependonstandardmetricssuchaseventsponsorships, resumescollectedormentoringprogrammes. Manymanagerscounttheseinitiativesasproofof commitmenttochange.

However,theseareinputsandnotoutcomes.

Ifyouarecommittedtocreatinganinclusiveworkplace,youneedtoformulateobjectivesand defineclearmethodstogetthere.Leadershipneedstoreviewtheorganisationaldiversityand inclusionstrategyandconsideritonthesamelinesofacorebusinessoperatingplan.

Forexample,outlinewhatdiversitysuccesswouldseemlikefiveyearsfromnowanddefine clearmetricsthatwillhelpyouachievethosegoals.

3. Management imagines that Changing Culture is a simple process

Hiringamemberofaminoritygroupforahigh-profileroleortime-stampingaone-time sensitivityseminarisnotgoingtohelpyouchangecompanyculture.Cultureshiftshappenvery slowlyandtheresultsshowupovermonthsorevenyears.

Youcanacceleratetherateofprogressbyensuringthatdeservingdiverseemployeesstart appearinginthecompanyleadershipranks.Focusonimprovingthepromotionandappreciation ofunder-representedgroupsinyourorganisation.Doingthiswillhelpfosterchangeincompany culture.

4. A Minority Member is catapulted into a High Visibility Role

Ifaminoritygroupemployeeissuddenlycatapultedintoahigh-poweredcorporaterolewithout havinghadtimetoprepare,theyoftenfeellost.Aswithallemployees(diverseornon-diverse), training,experience,andpreparationiscriticalbeforeyouallocatehigherlevelsofresponsibility.

Aloneleaderfromadiversegroupmaybecomerisk-aversebeingawareofhavingbeenthrust toorapidlyintoa high-profilerole.Abetterplanwouldbetopromotehigh-performingline executivesintoleadershiprolesbygroomingthemfortheirnewresponsibilities.

Avoidspringinganemployeeintoahigh-profilerolejusttoshowcasediversity.

5. Bullying Issues

Unfortunately,bullyingintheAustralianworkplaceismuchmoreprevalentthanwe’dliketo admit.Managementneedstotakeimmediateactionagainstthosewhoindulgeindisrupting someoneelse’swork,sendingouthatemails,aggressiveshoutingoryellingorcirculating inappropriatecontentonsocialmedia.

We,atSymmetra,cantailoracustomizedworkplaceharassmenttrainingprogramforemployees thatwillhelpminimizebiasandreinforceinclusivity.Contactustodayforourtargeteddiversity andinclusiontoolkits,strategiesandtrainingprograms.