TITTLE: The Issues of Inclusiveness at the Workplace

Inclusiveness speak about a cultural and a sense feeling of belonging (Washington, 2018).
Washington (2018) stated that inclusion can evaluate the amount to which an employees feel that they
are valued, respected, acknowledged and encouraged when they are fully participate in the
organization. Diversity and inclusion often go undifferentiated regardless of the clear distinction
between the two of them. Why is it undifferentiated? Because when it came to nurturing a uniquely
diverse and inclusive environment, the two of them are intertwined. According to Sherbin (2017) in
the setting of the workplace, diversity equals representation. However without inclusion, the vital
influences that attract varied talent, reassure their involvement, nurture innovation, and lead to
business development would not happen. With the purpose to obtain the advantages of a diverse,
inclusive workforce, leaders need to first define what diversity means for their unique culture and how
they expect inclusion to manifest on their teams. Next, they must have objective data that can indicate
if that they are a diverse and an inclusive organization.
But then arise the issues of the inclusiveness at the workplace, diversity employment may
escalate the quantity of various races employees at an organization, but it does not take into account
the life condition for their workers, nor show their capability to do well or achieve stature or
influence in their service. Inclusion nowadays focuses on bringing people who are currently outside of
the circle into the circle, with no assumed to what their experience will get once they get inside and no
thought why these people kept back outside to start with. This will result in challenges of the current
structure of an organization and does not even change it. Instead, it looks to include those who are
not included by creating diversity at points in the structure where diversity is obviously lacking. For
example, changing hiring practices from “race blind” to “race aware”. This approach to inclusion
fixates on end-points, not origins. Until something fundamentally changes within the structure and
approach of your organization, until you’ve developed networks outside of networks, intentionally co-
created an internal culture that thrives in difference, hired people of colour and women in tip top and
mid-level leadership positions, altered what leadership means, and maybe even reconsidered the way
you frame and do the work that you needed to do or you will be stuck at these process endlessly. It
means examining the practices we have in place and changing them so that we do not just
value diversity but require it to thrive. It means taking ownership of obvious failures and examining
the obvious failures present in the actions we take and the structures we create that prevent inclusion
at their origin and generate exclusion in their operation.
More often than not, whether we realise it or not, inclusiveness also give result in favouritism.
Favouritism is a human nature. Neither the person who does it nor the person who receive the favour
realise that they are doted on. In a workplace, this kind of behaviour comprises giving the preferential
treatment to one or more workers for other reasons than their work performance and results (Picincu,
2019). The result of using favouritism will raises resentment, destroys employees morale and self-
esteem also result in creating disincentives for good performances. Once employees see the aids flow
from being on the manager's good side, somewhat than from doing a good and better job, they realise
that there is no point in working hard thus this can leads to reduce in productivity, as employees who
aren't getting the preferable assignments spend more and more time gossiping and griping about how
unfair the system is rather than doing their work. As you can see, favouritism is a bad management
practice that needed to be abolished. So how this can can be prevented? First, dedicate equal time and
attention to all workers and treat them the same way you treat others and leave your personal
preferences aside. Lastly, keep track of what your worker are doing and use objective criteria to
monitor their performance and encourage open communication in the workplace.
Inclusiveness make people don’t see diversity and inclusion as ‘their problem’ and are too scared
of saying the wrong thing. Conversations, events, and ideas repeatedly draw in the same smaller
subset of the company. Despite repeated invitations and internal marketing pushes, participation can
be distilled down to “the usual suspects.” Even the supportive members of the majority group (e.g.
straight, white men) decline to get involved further, though they’re sure to reassure you they think that
particular event is a great idea. They appreciate the work for how it benefits other, but they prefer to
stay on the sidelines rather than acknowledge it that they did it. Why is it happening? Lack of
participation is often connected to uncertainty and fear of what will happen if they do speak up. Say
you’re a well-intended member of the majority group. Attending a seminar focused on LGBTQ issues
or the struggles of those who identify as PoC (People of Color) might feel like walking into the lion’s
den. You’re aware that you understand very little about the personal experiences of others. Ultimately,
the fear of saying the wrong thing, or even potentially getting attacked, kicks in — so attendance just
doesn’t seem worth it. What you can do about it? You have an opportunity to reinforce what diversity
in the workplace is all about: creating a space so everyone can voice their honest, authentic feelings
without judgement. Design and implement ways to amplify psychological safety, the principles of
which are core to building highly productive and cohesive teams in general, not just diverse ones.

References
Picincu, A. (2019). How Does Favoritism in the Workplace Affect Other Employees? Retrieved from
https://bizfluent.com/info-8493637-favoritism-workplace-affect-other-employees.html

Sherbin, L. (2017). Diversity Doesn’t Stick Without Inclusion. Retrieved from

https://hbr.org/2017/02/diversity-doesnt-stick-without-inclusion

Washington, E. (2018). 3 Requirements for a Diverse and Inclusive Culture. Retrieved from
https://www.gallup.com/workplace/242138/requirements-diverse-inclusive-culture.aspx