Diversity and Inclusion

in the Workplace
It’s Not About The Numbers

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 DIVERSITY IN THE WORKFORCE
Creating and/or further instilling
a diverse and inclusive workforce
first needs to answer the question of
“Why?” The answer, very clearly is:
your people. Your workforce drives
change, innovation, growth and
culture. In turn, your people need
to be celebrated for their uniqueness
and differences; to be empowered and
inspired to bring their unique ideas,
experiences and practices to life within
the organisation.
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Moreover, talent strategy is an all-
encompassing ecosystem featuring
many phases and components.
Whether pre-candidate experiences
or learning and development
opportunities for employees entering
their third decade with the company,
all phases of talent strategy must align
and work together for the “business” to
thrive. Diversity and inclusion’s role in
uniting talent ecosystem and, in turn,
your bottom line, is integral. Let’s
delve into the how, why and where to
begin if beginning anew.
CREATE A THRIVING “HABITAT”
There is no formula for the ideal amount of diversity within a workforce. And it’s not about just taking a
heterogeneous approach. Rather, we must attract the best talent and create an inclusive, equal, positive and
sustainable habitat that inspires talent to flourish.

“YOU CANNOT JUST PUT WORDS ON A SCREEN AND TELL PEOPLE

WHO YOU ARE; YOU NEED TO DISCOVER WHO YOU ARE AND LIVE
AND BREATHE THAT AUTHENTICITY. EMPLOYEES ARE YOUR NO. 1
BRAND AMBASSADORS.”

–Mary Megali, Director of Talent Acquisition, OpenText EIM

For example, there has been a challenge of gender diversity in the STEM (science, technology, engineering
and mathematics) sectors and, subsequently, a significant shift to address a more gender-balanced workforce.
The current talent shortage in STEM requires organisations to re-engineer what was traditionally a male-
dominated industry. Attracting more women to these roles is only one side of the coin; all of these efforts will
be futile in the absence of an environment that empowers.

In order to achieve this environment, an organisation needs a fully integrated approach that is lived and
breathed first by leadership, so that other will take note and follow suit. From, once driven by leadership, this
needs to be facilitated and monitored by HR and implemented at all levels.

ANALYSE WORKFORCE DRIVERS

Whether we’re talking about generation Y or the emerging generation Z, there seems to be an increasing need
for individuals to find a “deeper” purpose and connection within their working lives. And what about the other
generations? It’s important to also recognise the differences in motivators by gender when it comes to work.

Armed with the knowledge of the variety of values the workforce holds, tailor your company benefits and
recruitment marketing to attract the people you want working at your organisation. A homogenous approach
to attract, engage, develop and retain employees is no longer fit for purpose.

If we look at this from a performance and development standpoint, traditionally companies apply an annual
process to their employees’ development cycle. But these “static” people processes may no longer align
with the majority of the needs of the workforce. If we adopt a more frequent method of check-ins with an
individual development plan that reflects goals five years into the future, this may help address individual
drivers in a more positive way. Employees have the opportunity to factor in life events, allowing the flexibility
to balance work and life without compromising on their performance or development.

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However, while the interest and impetus for greater diversity and inclusion is clear, putting it into practice
and tying it strategically to talent acquisition and management practices still appears to be a challenge; as
indicated by the research to the right/to the left/below.

78% 39% 6%

of executives believe of executives say it is Only 6 percent of companies

diversity and inclusion is a “significant” actually tie compensation to
a competitive advantage competitive advantage diversity outcomes

BUILD AND MOBILISE TALENT COMMUNITIES

“Talent communities” are online and interactive groups of candidates interested in a specific organisation.
Within these communities, potential candidates can interact with other candidates and existing employees,
stay “up” with all things taking place at the company, while likewise learning more about the organisation’s
culture, mission and values. With the scarcity of talent in the global marketplace, building communities to
attract and “keep warm” a diverse pool of professionals is essential to long-term diversity strategies as well as
successful and proactive talent acquisition.

58% OF EMPLOYERS DO NOT HAVE A TALENT PIPELINE.

–The Talent Equation

It’s important to adopt a strategic approach to address the acute problem areas of the business. Once these
have been identified, the next step should be to gain a better (and real-time) understanding of the motivators
and drivers of your talent community to inform your talent engagement strategy. With the community-
building approach, it’s important to remember that it’s more about dialogue than narrative – so creating
highly customised engagement programmes that reflect your company culture and the opportunities available
will be factors to interact with the workforce groups you are looking to attract into your business. Ask current
employees for their candid feedback, and be prepared to listen.

Your employee value proposition (EVP) and employment branding should underpin any community
initiative. People want to work for organisations that embrace diversity and have an inclusive environment
where ideas, innovation and creativity is nurtured. Creating a “window” for talent to gain a glimpse into your

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organisation’s environment and culture, and portraying an accurate representation of what it’s like to work for
your organisation can play a powerful role in talent engagement.

Another important factor is aligning talent communities to recruitment, development, retention and
succession planning, thus creating a fully integrated “ecosystem” approach that covers each employee’s full
life cycle.

“WE BELIEVE A DIVERSE WORKFORCE BUILDS A DYNAMIC

COMPANY. OUR EMPLOYEES’ DIFFERENCES ARE CELEBRATED. WE
WANT EMPLOYEES TO THRIVE BY SIMPLY BEING WHO THEY ARE
EVERY DAY. THE RICHNESS OF OUR EMPLOYEES HAS CONTRIBUTED
TO THE INNOVATIVE COMPANY THAT WE’RE PROUD TO BE. BY
EMBEDDING DIVERSITY AND INCLUSION INTO OUR BUSINESS, WE’RE
POSITIONED TO BETTER SERVE OUR EMPLOYEES, CLIENTS AND
COMMUNITIES.”

–WilsonHCG

EMBRACE AND EMPOWER INCLUSIVITY

When there is a dominant demographic in an industry, role or organisation, it tends to foster a culture where
minority voices (be that role, gender, ethnicity, age or lifestyle) feel like they have to “fit in”. In order to create
an inclusive workplace environment, all employees should be aware of how they can avoid perpetuating this
unsafe type of environment with their behaviours. Approaching collaboration with an open mind for learning
about a different perspective is key.

These traits often can’t be taught, which can be challenging to digest. By hiring and nurturing the right
hard skills combined with open, inclusive and embracing soft skills, you can begin or continue to foster an
environment where all voices, at all levels, feel empowered.

INSPIRE YOUR EMERGING TALENT

High-quality, skills-based mentoring and sponsorship programmes that connect emerging talent with
professionals help boost the confidence of up-and-comers, particularly if the talent is a minority in the
industry, role or organisation.

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This also provides the opportunity for companies to build relationships with talent earlier in their formative
years and helps them become aware of potential opportunities in fields they may not have considered. In
order to dispel stereotypes, organisations should think about innovative ways to engage with young talent
to continue to inspire them. In addition to the value of goodwill and corporate social responsibility, true
commitment to diversity and inclusion efforts such as empowering emerging talent will infiltrate all phases of
talent acquisition and management; especially as there are more windows (online mediums) into a company’s
culture, engagement, offerings and leadership that at any time in history.

IN SUMMARY

By leveraging talent pools that may not have previously been accessed and attracting top talent less like your
typical candidate slate, your company can gain a competitive advantage.

Most important is the way employees and candidates view your company. Do they feel like it’s an open-
minded and inclusive environment? You must encourage this type of workplace in order to attract and retain
diverse talent. And because your employees vary on so many levels, so will their motivators. It’s important to
have a pulse on what their drivers are – to continue to reward their individuality and personal contributions
to the company.

A robust talent pipeline isn’t built overnight, but it’s worth the effort and will secure the viability of your
company’s future talent. Beyond a mass of potential candidates, an engaging talent community will
encourage dialogue and promote your company’s transparency. A strong employment brand that supports
your diverse workplace will also gain the attention of passive candidates who want to keep tabs on your
organisation and its opportunities. And we must not forget involvement in associations and mentorships that
support talent prior to entering the workforce, during their years of education.

While many organisations have set goals when it comes to diversity initiatives, these efforts should be
based on much more than meeting various quotas. Hiring diversity is important, but beyond that it’s how
we empower diversity and inspire inclusion in a way that unites the workforce as well as the greater talent
ecosystem (and, from there, your bottom line).

For more information about employment branding services, Contact WilsonHCG.

@WilsonHCG www.WilsonHCG.com
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