Canadian HR Reporter

30 www.hrreporter.com F E A T U R E S in the organization. As human resource leaders, we know that the goals are far richer — while diversity is about the makeup of your workforce, inclusion is about culture and belonging. Genuine and authentic At its core, the goal is to ensure that all employees — regardless of their iden- tity, race, culture or perspective — are able to be their genuine and authentic selves at work. A true culture of inclu- sion enables differing viewpoints and THE call for more diversity and inclu- sion in our workplaces is every- where — from boards of directors, employees and stakeholders to social media posts and research articles in business journals. However, while we may understand the importance of diverse and inclusive workplace cultures, we are less clear on how to get there. Without a compre- hensive understanding of the essence of diversity and inclusion, employers are more likely to focus on numbers and the representation of various groups Building a diverse and inclusive workplace culture requires more than just modification of workforce planning and hiring practices or tweaking of human resource strategies, says Janet Stewart of Stablehouse Solutions BEST PRACTICES FOR A DIVERSE CULTURE It's a fundamental paradigm shift that can only happen when leaders engage in brave conversations about self-identity, unconscious bias and the use of power. D I V E R S I T Y & I N C L U S I O N opinions to safely arrive in conversa- tions and be appreciated by others, ultimately contributing to a vibrant workplace that is more likely to attract and retain talent and deliver on its organizational goals. However, the challenge of implemen- tation is significant. Building a diverse and inclusive workplace culture requires more than just modification of work- force planning and hiring practices or tweaking of human resource strategies. It must be integrated into the organiz- ational fabric, permeate every depart- ment, and be embraced and understood by all employees. That's a fundamental paradigm shift that can only happen when leaders engage in brave conversations about self-identity, unconscious bias and the use of power. Understanding identity The heart of diversity and inclusion initiatives is identifying, acknowledging and celebrating identity. Each of us has a unique identity, and we each bring multiple perspectives and experiences to our work. When these differences are welcomed, individuals trust that they can show up at work as their authentic selves and contribute fully. When we do not attend to questions of identity — both our own and those of our employees — our workforce culture will suffer. This requires leaders to bring a sense of open and respectful curiosity to not only their own but others' identities within the workforce. Leaders are responsible for reflecting on their own identities and the factors that have shaped them. They need to ask themselves questions about their leadership style and personality, and how their self-identity manifests for others to see. This active self-reflection is the first step to creating and enhancing a culture of safety at work where others can be their authentic selves. Acknowledging unconscious bias Research has identified that bias is an inescapable part of being human. This is why it is so important to recognize and understand how unconscious bias impacts decision-making. To make inroads with any initiative to enhance diversity and inclusion in our workplaces, the critical first step is to acknowledge that bias — both conscious and unconscious — plays a very real role in people's day-to-day interactions with each other at work. An exceptional starting place to learn more about unconscious bias is the free Implicit Association Test developed collaboratively by Harvard University, the EMPLOYERS CHALLENGED BY DIVERSITY AND INCLUSION 76% Percentage of workers who say diversity is a stated value or priority area at their organization 33% Percentage of workers who feel that diversity is a barrier to progression at their organization 26% Percentage of organizations that provide diversity and inclusion (D&I) goals for leaders 63% Percentage of leaders who feel their organization regularly provides information on D&I 42% Percentage of workers who feel their organization regularly provides information on D&I Source: PwC

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