I recently attended a LinkedIn Local Toronto Meetup on diversity and inclusion (D&I) in the workplace that featured a panel of D&I experts and a full house. One of the first questions raised for discussion was: “Is diversity and inclusion now mainstream?” Needless to say, the question divided the room in a long debate. The notion that diversity and inclusion is now mainstream is not surprising. Today, a visit to the “Company Values” or “About Us” section on the website of any public or private sector firm boasts of a pledge to diversity and a commitment to inclusion. In the last few decades, D&I has rapidly emerged as the developed world’s “newest cultural ideal” (Wood).
It’s clear that intention is prevalent, but what about effectiveness? Research shows that although organizations enthusiastically seek to create inclusive environments, very few are successful at it (Wiggins-Romesburg & Githens). Why? Often, organizations have an inconsistent understanding of what inclusion is, and moreover, what exactly it looks like. A key insight from The Conference Board of Canada’s 2018 Diversity and Inclusion Conference notes that “everyone has different definitions of diversity and inclusion.” To address this gap, McLean & Company recommends that organizations define what diversity and inclusion means to them. A definition of inclusion we propose in our blueprint, Develop an Inclusion Strategy to Leverage Diversity and Drive Innovation, is: an environment of mutual respect in which differences are welcomed and leveraged for organizational benefit (Nishii).
Defining what inclusion means is extremely valuable, but it is only the first step. It offers a description of a desired state. There also needs to be subsequent clarity on what it looks like and how to get there. Moving closer to your desired state from your current state requires an understanding that inclusiveness does not just happen. It has to be deliberately enacted through behaviors, and this requires an inclusive mindset.
An effective way to encourage this type of a mindset is an organizational code of conduct. This can be expressed explicitly through a policy or integrated in the way employees understand organizational values. A code of conduct offers prescription to inclusion that is actionable and holds all employees, particularly leaders, accountable for upholding a welcoming environment. This is where most organizations fall short.
Outlining a code of conduct identifies inclusive behaviors, and by doing so specifies behaviors that may be alienating. It’s this kind of granularity in understanding inclusion that can help to ensure that the pursuit of inclusion is a fruitful and effective one.
For example, Buffer, a software application company, outlines the following behaviors in its D&I code of conduct, which it recognizes as pivotal to creating a more inclusive organization:
- Go the extra mile to include people (across different cultures) in “team jokes or memes” to avoid cliques.
- Don’t use slang terminology which might not be easily understood across different cultures; or make sure to explain what these mean.
- Don’t give in to “the Dunning-Kruger Effect;” a bias in which you believe you can do no wrong.
- Be kind and friendly when communicating, particularly remotely (as opportunities for misunderstanding are greater); because tone may not be easily understood online, use “emoji, GIFs, and Bitmoji” liberally.
Buffer further defines unacceptable behaviors as well:
- Do not use exclusionary language. Be selective in words you choose, “even if it’s as small as choosing ‘hey, everyone’ over ‘hey, guys’.”
- Do not “act surprised when people aren’t familiar with a tool, person, place or process.” For example, “What?! I can’t believe you don’t know what the stack is!” or “You don’t know who DHH is?!”
The company frames its code of conduct as a tool for self-improvement, recognizing that we are all bound to slip-up occasionally. This type of a micro-level framework for informing employees of what inclusive behaviors look like on a day-to-day basis is vital to creating spaces that are welcoming. It is also helpful in stripping the concept “inclusion” of its ambiguity and offering clear expectations to all employees on how they should treat others.
Although adopting a code of conduct to foster inclusive behaviors is not the be all and end all of achieving inclusion, it most definitely plays a crucial role in guiding employees in the right direction. It’s a tool for education, a benchmark for conduct, and a tangible reminder of what inclusion looks like at your organization.
For more practical tools and information to embed inclusion in your workplace, see McLean & Company's Diversity & Inclusion material here.
By Shwetha Chandrashekhar