Feature: The Case for Diversity & Inclusion
Building a Business Case for Diversity & Inclusion Making diversity and inclusion a cornerstone of an organization’s, culture, mission, and strategy is not only the morally justifiable approach, but it can lead to tangible benefits. Consulting firm McKinsey found that companies with ethnically and culturally diverse leadership teams were one-third more likely to outperform on earnings before interest and taxes (EBIT) margin. A diverse, inclusive company or industry “is one that values differing viewpoints,” says Ellen Voie, President and CEO of Women In Trucking (WIT). Individuals of different gender, age groups, racial or ethnic backgrounds tend to bring a greater variety of life experiences than do individuals with more similar backgrounds. That variety can inform their perspectives. “A more diverse and inclusive workforce will provide insight that the leadership might not have considered without these voices,” Voie says. D&I Defined Diversity refers to the individual attributes everyone possesses, including gender, race, nationality, religion, education, marital status, and mental or physical abilities. Inclusion refers to creating an environment in which all individuals and groups can feel welcome and confident that the diversity they bring is respected. Employees know they can speak up and their opinions will be heard. To intelligently discuss diversity and inclusion, it’s critical to also understand what the terms don’t mean. D&I isn’t political, nor the province of a specific political party. It’s also not marketing or window dressing. To be meaningful, it must be baked into an organization’s culture, mission, and strategy. Incorporating D&I A number of steps are key when beginning a D&I journey. They include: 1. Clear commitment from leadership. “The initiative must come from the top and must be established in an environment that truly embraces a more diverse and inclusive workforce,” Voie says.
2. The ability to recognize bias. Bias refers to disproportionately weighting for or against a group, or favoring or disfavoring an idea, often in a way that’s unfair. For instance, assuming all individuals of a certain gender or ethnic background possess or lack a specific quality is one form of bias. Penalizing some workers for actions that are accepted from others is another form of bias. One example is assuming women who speak assertively are “difficult,” while accepting the same behavior from their male counterparts. 3. Incorporating D&I within the hiring process. When considering resumes, “blind” the process and remove names that indicate race or gender, Voie recommends. This forces everyone to focus on each applicant’s experience and qualities. Similarly, evaluate only the skills required for the job, rather than subjective criteria, such as asking a candidate how he or she handled a challenge, she adds. “There is no right or wrong answer, so only the interviewer gets to decide if the response is good or bad.” Cargo Transporters’ Experience About a decade ago, leadership at Cargo Transporters, an asset-based carrier headquartered in Claremont, N.C., decided to create a more diverse and welcoming environment within their organization, says Chair John Pope. The traditional image of a white, male truck driver role was changing. “We wanted to help facilitate that change, so everyone would know there was a place for them in trucking,” he says.
John Pope
Shelley Dellinger
Among other steps, Pope and his colleagues incorporated within company policy specific protections for members of minority groups, including women, employees from different cultural and racial backgrounds, and LBGTQ workers. “It was important that employees knew this wasn’t just something we were saying, but that we put it in writing,” he says. Management formed a diversity and inclusion committee that discusses, among other topics, how to reach groups that may not feel fully engaged, Pope says. The company’s culture also emphasizes respect, says Shelley Dellinger, who leads marketing at the company. For instance, everyone is addressed either by a title, like “sir” or “ma’am,” or his or her name. “It’s not ‘hey driver,’” says Dellinger. Most employees today feel a sense of pride in the company, Dellinger says. They’ll highlight the culture before they mention, say, the equipment. “Employees are proud to tell others they work here,” she adds. Pope says the efforts at Cargo Transporters and by others across the transportation sector speaks to desire of leaders to let everyone know there’s a spot for them in continued on page 10
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