How to celebrate diversity at work

Diversity and inclusion in the workplace require more than ticking checkboxes and warm fuzzies – in practice, these policies can elevate your business, improve company morale and give your business a competitive edge.

On a surface level, diversity is often seen through the lens of visible characteristics such as age, ethnicity and gender.

However, according to The University of Western Australia Business School Management and Organisations Lecturer Renata Casado, for diversity and inclusivity to be truly impactful in the workplace, leaders should also consider invisible diversity, such as socioeconomic background, religious beliefs, gender diversity and parental status.

“All these characteristics, in one way or another, shape our values and what we bring to work,” she said.

“Diversity and inclusion are also great for critical thinking and problem-solving because what you’re doing is bringing different perspectives and experiences into these critical aspects of the business.”

From a performance point of view, global consultant and facilitator Prina Shah said a diverse and inclusive workplace is not just a mosaic of different faces, but a dynamic environment where varied perspectives drive innovation and excellence.

“Inclusive workplaces are agile and resilient, with teams better equipped to solve complex problems because they can draw on a broader spectrum of knowledge and viewpoints,” she said.

“This leads to innovative solutions and a competitive edge in the market.”

How to create a diverse workplace

According to Dr Casado, the first step towards fostering a workplace that can reap the benefits of diversity and inclusion is by investigating the state of your organisation.

This includes paying particular attention to company demographics, reasons for employees leaving, the hiring process and performance indicators across different teams.

When it comes to implementing strategies in the work environment to meet these goals, a variety of approaches should be considered to cater to the situations of various groups.

“Providing flexible working hours and remote work options will support work-life balance,” Ms Shah said.

Leading by visible example was another sage piece of advice, particularly when it came to participation in events and campaigns supporting equality and gender diversity for women and members of the LGBQTIA+ community.

“Leaders should model inclusive behaviour and demonstrate a commitment to diversity,” Ms Shah said.

“Regularly reviewing and updating diversity and inclusion policies and practices ensures they remain effective and relevant.”

Yet diversity and inclusion can also create tension in the workplace if done incorrectly, Dr Casado said.

For example, in a male-dominated industry such as mining, simply hiring women to increase female participation in leadership roles and fulfil quotas can create a barrier and resistance from within an organisation.

Dr Casado said organisations were not identifying key talents and preparing them for future leadership positions because there was an assumption individuals needed to develop themselves.

“Rather than creating these situations, it’s important for organisations to have a culture of support and talent development,” Dr Casado said.

“They need to identify talents and prepare them to get to those positions, especially if they came from a marginalised group.”

Cultural diversity at work

According to Ms Shah, when companies are committed to diversity, it creates an inclusive workplace environment where employees feel respected and valued, which in turn, boosts a sense of belonging and loyalty.

To her, diversity is both a moral and business imperative, as it can offer your company the resources to engage with a broader base of clientele.

“A diverse workforce increases cultural diversity and competence, helping employees better understand and serve a diverse customer base,” Ms Shah said.

“This cultural awareness can improve customer satisfaction and provide new business opportunities.

“Moreover, employees are more likely to stay with an organisation which values diversity, reducing turnover rates and retaining institutional knowledge.”

“Diversity and inclusion promote job satisfaction, better mental health and reduces turnover.”

With a persistent skills shortage in Australia unlikely to be offset in the short term, employee retention is as important as ever.

This struggle is exacerbated by the fact small to medium-sized businesses are competing with larger corporations by providing additional employee benefits. 

“It’s a very common issue, especially in Perth, for small or medium-sized organisations to be competing for talent with large organisations because workers want better infrastructure, flexibility and higher salaries,” Dr Casado said.

“Really consider including diversity and inclusion into your employee value proposition business case and make it your point of difference.”

Signs your workplace is not meeting diversity or inclusion needs

Most companies are happy to continue operations as long as the bottom line is being met. However, beneath the surface, there might be warning signs indicating that your organisation is not meeting long-term diversity and inclusivity needs. 

“If leadership positions are predominantly occupied by individuals from similar backgrounds, it could be a sign certain groups are being overlooked for promotions and advancement opportunities,” Ms Shah said.

It is also important for leaders to identify which employees are participating in collaborative efforts, as consistent silence from individuals during meetings might indicate they feel their contributions are undervalued or unwelcome.

“A higher turnover rate among employees from particular demographics can signal these groups are experiencing exclusion or dissatisfaction with the workplace environment,” Ms Shah said.

“If employees from certain groups tend to stick together and rarely interact with others, it might indicate underlying issues of exclusion or discomfort.”

Networking and social functions are parts of workplace engagement that can evidence inclusion shortfalls.

For example, drinks after work on a Friday evening might not be realistically accessible for those who have familial care duties, or individuals from cultural or religious backgrounds abstaining from alcohol may not feel comfortable in a bar.

“Make sure you are tuned with a critical perspective on what is happening in your workplace when people interact,” Dr Casado said.