Policies, programs, and headcounts do not define diversity and inclusion (D&I). By respecting their employees’ unique needs, perspectives, and potential, ethical employers outpace their competitors. Diversity and inclusion in the workplace result in deeper trust and more commitment from employees.

What is the difference between diversity & inclusion?

Although diversity and inclusion are related concepts, they are not interchangeable. Essentially, diversity is the representation or make-up of an entity. It involves how well the contributions, presence, and perspectives of different groups are valued and integrated into a workplace environment.

The environment in which people from many different races, ethnic backgrounds, gender identities, and sexual orientations are represented, but only certain perspectives are valued or carry authority can be diverse, but it cannot be inclusive.

What is diversity & inclusion in the workplace?

Having a diverse and inclusive workplace ensures everyone feels equally involved in and supported no matter who they are or what they do for the company. It should be inclusive in all areas.

What is the diversity of your recruitment, the diversity of your departments, and the diversity of your leadership? Do you have a place of work where 50% of your employees are women, but 0% of those women are in management positions? Have you got a good representation of employees of color in your company, but they are all in the same department?

What is an inclusive workplace?

Diversity without inclusion can be referred to as tokenism. Having a truly inclusive workplace doesn’t just mean different types of people are present, it means a variety of people are involved, empowered, and trusted by the company.

What is the difference between belonging, diversity, and inclusion?

Diversity refers to representing different kinds of people in an organization; inclusion, to ensuring that everyone has an equal opportunity to contribute to and influence every aspect of a workplace; and belonging, to ensuring that everyone feels safe and can bring their whole, unique selves to work.

Diverse and inclusive strategies

According to the diversity and inclusion framework and other research, some of the following key strategies to promote diversity and inclusion are:

  • Creating a focus and strategy for CEOs, COOs, and HR Directors
  • The responsibility of leading and sponsoring the diversity and inclusion program should be assigned to a top executive
  • Who will be responsible for setting behavioral standards and holding leaders accountable
  • As well as training people at all levels about unconscious bias.
  • Diversity and inclusion strategies should be integrated into recruitment, performance management, leadership assessment, and training
  • Establishing employee networks (e.g., employee resource groups and community outreach groups)
  • Ensuring external award programs are competitive and won by your company
  • Respecting and honoring diverse religious and cultural traditions
  • Strengthening anti-discriminatory policies
  • Reporting goals and measuring progress
  • Creating an externally visible scorecard to measure progress, which includes metrics for recruiting, promotion rates, compensation levels, turnover, and participation in ERGs

What is For All?  

As Great Place to Work describes it, “For All” is a workplace culture that goes beyond diversity and inclusion. 

With the For All approach, the goal is to create a consistently high-trust workplace experience for everybody, regardless of who they are or what they do.  

It is the collection of experiences throughout the day that help people feel they belong, that their unique talents matter, and that their individual needs are being met by their colleagues and leaders. Whenever companies are able to experience the human acts of acknowledgment, inclusion, dignity, and compassion, they are able to achieve For All. 

The importance of For All cannot be overstated. We live in a world where workplaces are more diverse and better connected than ever. In today’s complex work environment, leaders must harness collective intelligence to maximize the potential of every employee.  

Technological and social changes continue to change the landscape in every industry. In order to fully leverage the era’s new technologies, increase agility and inventiveness, and deal with the challenges of an increasingly demanding, vocal marketplace, and organizations will need the judgment, empathy, passion, and creativity of their employees.  

Companies that remain “For Some” workplaces will lose money, earn less, and fall behind their competitors in this disruptive climate. Those companies that succeed with For All, on the other hand, will cultivate tremendous value from their people’s differences and thrive.