Embed Inclusion Into the Organization's Culture
Diversity on its own will not create inclusion.
- Although inclusion is key to the success of a diversity, equity, and inclusion (DEI) strategy, the complexity of the concept makes it a daunting pursuit.
- An individual employee has many diversity dimensions that cannot be categorized, meaning that narrowly defined inclusion efforts won’t be enough.
- This is further complicated by the fact that creating inclusion is not a one-and-done exercise. Rather, it requires the ongoing commitment of employees at all levels to drive a cultural shift.
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Our Advice
Critical Insight
- Realize the benefits of a diverse workforce by embedding inclusion into work practices, behaviors, and values, ensuring accountability throughout the organization.
Impact and Result
- Conduct an assessment to understand the current state of inclusion.
- Embed inclusion into organizational values and adapt competencies to promote accountability at the individual level.
- Use inclusive design principles to modify organizational work practices to demonstrate a more inclusive culture.
About McLean & Company
McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.
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A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.
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Guided Implementation 1: Determine the current state of inclusion
- Call 1: Identify how to embed inclusion at the organization based on the Diversity & Inclusion Strategy (only for organizations that have completed the steps outlined in Create a People-First Diversity & Inclusion Strategy).
- Call 2: Review why inclusion is a priority and how it will be communicated to the broader organization.
- Call 3: Plan how the organization will assess the current state by identifying data and conducting focus groups.
Guided Implementation 2: Frame inclusion for the organization
- Call 1: Identify and set goals for how inclusion progress will be measured.
- Call 2: Review the inclusive behavior model and identify how to assist leadership with modeling the behavior.
Guided Implementation 3: Mobilize inclusion efforts throughout the organization
- Call 1: Determine how to embed inclusion competency into talent programs.
- Call 2: Review inclusive work practices and plan how inclusion will be embedded into the organization.
Contributors
- Aaron Barth, Founder & President, Dialectic
- Lori Kantymir, Director of Learning and Development, Info-Tech Research Group
- Alan Richter, Founder & President, QED Consulting
- Diana Samu-Visser, Instructional Designer, McLean & Company
- Sarah Saska, Co-Founder & CEO, Feminuity
- Katee Van Horn, CEO, VH Included Consulting
- JoAnne Wehner, Research Associate, VMWare Women’s Leadership Innovation Lab, Stanford University
- Anonymous Contributor
- Anonymous Contributor, Diversity and Inclusion Specialist, Multinational financial institution
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