How Employees Can Ensure an Inclusive Culture

Diversity, equity and inclusion are collectively the top corporate human capital management priority in 2021, according to Brandon Hall Group’s HCM Outlook 2021 study and developing inclusive leaders tops the list of leadership development investment priorities.

The importance organizations now place on DE&I cannot be overstated. Brandon Hall Group research shows:

While inclusive leadership is critically important, the endgame for DE&I efforts is an inclusive culture, so advocacy must extend beyond leadership development.

In speaking to scores of organizations about DE&I, many are overwhelmed by the challenge of building a variety of programs and experiences to develop inclusive behaviors in leaders, let alone the entire organization.

Most organizations are early in their journey toward building an inclusive culture. But the ability to get the entire organization to embrace inclusion will determine whether efforts to build an inclusive workplace are successful.

• How can we do a better job creating awareness of inclusion and getting employees involved in building an inclusive culture?

• How can we embed the values of diversity and inclusion in all levels of the organization?

• How can we educate, motivate and inspire all employees to make themselves accountable for creating and sustaining a truly inclusive organization?

Developing a culture of inclusion is complex and takes time. But Brandon Hall Group research shows that individuals can significantly contribute to an inclusive workplace by simply demonstrating respectful and polite behaviors.

Everyday Behaviors That Drive Inclusion

Many of these behaviors are second nature to numerous people. Others will willingly do these things if they see others doing them or after receiving gentle direction or reminders. Other important inclusionary behaviors, however, require training, support and encouragement before individuals can effectively model them.

These include:

Challenging practices or behaviors that are not fully inclusive, which 82% of our research respondents said was important to drive inclusion. In an inclusive culture, everyone takes responsibility. That includes challenging bad behaviors. Many, such as making racial or gender-based jokes or insults, are obvious. Others, such as not listening to different points of view or interrupting and talking over someone, are more subtle and happen so often that people may not be cognizant of them without some heightened awareness.

After recognition, the next step is how to effectively challenge those behaviors. That requires resolve and conviction aided by knowing methods to handle conflict. Providing basic training or resources on confronting problems and resolving conflict can empower employees to challenge exclusive conduct — and can also help them in other aspects of their jobs and life.

• Suggesting new ideas and solutions for a more inclusive workplace. About 80% of research respondents said this is an important action for individuals to take. For that to happen, however, employees must be comfortable speaking up. That rarely happens unless they feel leaders are open to feedback, listen to it and demonstrate that they will act when it is given. Only 28% of research respondents agreed with the statement that “employees believe that feedback given by employees will be acted upon.”

• Creating opportunities for involvement. Half of research respondents said this is an important way for individuals to feel they can actively contribute to an inclusive culture. Highly inclusive organizations we interviewed advocate for employee involvement by:
> Offering frequent opportunities to discuss issues pertaining to DE&I. This happened frequently in many organizations in 2020 at the height of the social justice movement and during the pandemic.
> Establishing employee resource groups on a range of issues related to DE&I and encouraging employees to join or at least attend an informational session.
> Demonstrating the organization’s values of DE&I through outreach efforts to their communities and taking steps to actively involve a wide range of employees.

Most individuals want to contribute to their organizations and often simply need to understand how they can help and know that their efforts are welcomed and will be recognized. Employers who are serious about building an inclusive culture should find ways to make employees comfortable getting involved.


About

Brandon Hall Group Strategy Briefs answer the critical questions learning, talent, HR and business leaders must address to manage their human capital. To tackle these critical questions in more detail, we built tools, frameworks, research summaries and business builders based on up-to-date research and case studies for you to implement best and next Human Capital Management (HCM) practices. To gain access to these valuable resources, contact [email protected].

Leading minds in HCM choose Brandon Hall Group to help them build future-proof employee-development plans for the new era. For more than 27 years, we have empowered, recognized and certified excellence in organizations around the world, influencing the development of over 10,000,000 associates and executives.

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Mike Cooke

Chief Executive Officer of Brandon Hall Group Mike Cooke Prior to joining Brandon Hall Group, Mike Cooke was the Chief Executive Officer and co-founder of AC Growth. Mike held leadership and executive positions for the majority of his career, at which he was responsible for steering sales and marketing teams to drive results and profitability. His background includes more than 15 years of experience in sales, marketing, management, and operations in the research, consulting, software and technology industries. Mike has extensive experience in sales, marketing and management having worked for several early high-growth emerging businesses and has implemented technology systems to support various critical sales, finance, marketing and client service functions. He is especially skilled in organizing the sales and service strategy to fully support a company’s growth strategy. The concept of growth was an absolute to Mike and a motivator in starting AC Growth, in order to help organizations achieve research driven results. Most recently, Mike was the VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm focused on all areas of enterprise learning, talent management and talent acquisition. Tasked with leading the company’s global expansion, Mike led all sales operations worldwide. During Mike’s tenure, the company has grown into a multi-national firm, conducting business in over 45 countries with over 4,500 multi-national organizations. Mike started his career at MicroVideo Learning Systems in 1992, eventually holding a senior management position and leading all corporate sales before founding Dynamic Minds. Mike was CEO and Co-Founder of Dynamic Minds, a custom developer of software programs, working with clients like Goldman Sachs, Prentice Hall, McGraw Hill and Merrill Lynch. Also, Mike worked for Oddcast, a leading provider of customer experience and marketing solutions, where he held a senior management position leading the company into new markets across various industries. Mike also serves on the Advisory Board for Carbon Solutions America, an independent sustainability consulting and carbon management firm that specializes in the design and implementation of greenhouse reduction and sustainability plans as well as managing the generation of carbon and renewal energy and energy efficiency credits. Mike attended University of Phoenix, studying Business Administration and Finance. He has also completed executive training at the Chicago Graduate School of Business in Chicago, IL.

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