Rebuilding inclusion and workplace culture in a post pandemic world
BY SASHA SCOTT INCLUSIVEGROUP.CO.UK
Sasha Scott is the Founder and CEO of Inclusive Group and is an expert in diversity, bias, inclusivity and managing psychological health. In 2020 she was ranked in the Top 10 Global Diversity List – described as a global pioneer. She understands the commercial drivers behind reducing bias within the workplace and the critical need to promote and sustain inclusive workplace cultures, in order to attract and retain talent.
Inclusion or a lack of it typified 2020. As we embrace 2021 it’s essential to place inclusivity at the beating heart of your future strategy around diversity at work.
What questions should we be asking when we focus on diversity? Let’s start with authenticity and one angle-race.
The impact of Black Lives Matter is quite rightly both profound and its repercussions will be judged by history. In 2020 following the murder of George Floyd and many Black people before him, we saw organisations small and large, globally express solidarity and vocalise the need to address racism in all its forms.
Some workplace cultures have perceptively shifted, others have not. We witnessed more listening and more learning as Black people shared their stories and people in some places, became better listeners. The burning question is what now, what next? In 2021 workplace culture will be the theatre where this plays out for us all. If organisations are not authentic they will be called out. The fallout will affect brand, culture, productivity, attraction and shareholder value. The costs of being inauthentic will affect the bottom line.
As we attempt to heal the COVID-19 splintered rifts of the year just gone, how do people want to work, where do they want to work from and what will that do when we build workplaces for tomorrow?
Culture is borne of behavior. Its not difficult to define corporate values and many of them have respect as one. We can print mouse-mats and carve words into the walls of our plush office reception, but what about behaviours? Do workplace values and behaviours unite or divide us in a world of diversity?
This is why we need to align our new workplaces on the value of inclusion – it’s a unique human need to belong. When we get inclusion right within a company then not only does diversity knock on the door, it stays and thrives.
This is not easy and there is never a silver bullet that enables inclusivity. It is work in progress for us all, but it starts with inclusive leadership. Leaders need to fully understand the why behind a diversity strategy. The moral case and the complex business case that now encompasses ESG and purpose driven investment.
They then have to lead by example and be inclusive in their words and deeds, inclusive language is a minefield with up to five generations working together. Fear around diversity at work often leads to paralysis. This is not helpful, which is why many organisations have learnt how to listen in 2020. We value listening as a key skill to embed inclusion.
Finally, think broad and deep when you address representation. Much diversity in us is not immediately visible – think cognitive, social mobility, education, LGBTQ and mental health.
To activate an innovative high performing culture, it is important to harness the intersectionality of broad diversity and adopt a consciously inclusive holistic people and culture strategy. There is so much opportunity to be had – it’s a question of knowing how to turn the right keys to unlock.
The workplaces of tomorrow will be built with an inclusive lens; culture, brand and openness will all be reflected in build, as we build back better. The architecture of tomorrow will have more social spaces, less heirarchy (that’s so yesterday), will use authentic materials and sustainability will govern everything. The future is exciting – inclusion is innovative.