Diversity is the extent to which an organization has people from diverse ethnicity, gender, age, religion, disability, sexual orientation.
Inclusion is an active, intentional, and ongoing engagement. An inclusive organization values the rich variety of viewpoints, needs and contributions of the people and strives to align structures, systems, culture and behavior.
As a consequence diversity can only have an impact if accompanied by inclusion.
This is what I have labelled: “IC” (Inclusive Culture)
–> Attracts a diverse workforce on all levels
–> Engages for attractive workplaces
–> Builds on Strengths (Marcus Buckingham presents the Business Case for Strengths)
–> Challenges people to add value
–> Creates opportunities to develop talents
McKinsey&Company, April 2013, gives 4 bottom line lessons in:
“Lessons from the leading edge of gender diversity”
Diversity is Personal: Numbers matter, but belief makes the case powerful. Real stories relayed by the CEO and other top leaders—backed by tangible action—can build an organizational commitment to everything from creating an even playing field to focusing on top talent to treating everyone with respect. Each time a story is told, the case for diversity gets stronger and more people commit to it.
Culture and Values are at the core: Gender-diversity programs aren’t enough. While they can provide an initial jolt, all too often enthusiasm wanes and old habits resurface. Values last if they are lived every day by the leadership on down. If gender diversity fits with that value set, almost all the people in an organization will want to bring more of themselves to work every day.
Improvements are systematic: Get moving. Evidence abounds about what works for identifying high potential women, creating career opportunities for them, reinforcing those opportunities through senior sponsorship, and measuring and managing results.
Boards spark movement: Women on boards are a real advantage: companies committed to jumpstarting gender diversity or accelerating progress in achieving it should place a priority on finding qualified female directors. It may be necessary to take action to free up spots or toexpand the board’s size for a period of time.