- Jessica Alexander
But once you’ve recognized the importance of recruiting a diverse workforce, the next step is to build a work environment that makes your employees want to stay—an inclusive culture that promotes employee satisfaction, productivity and retention. This article will provide a commonsense approach and best practices for how your organization can start building a more inclusive workplace for all employees.
Before we jump in, it’s important to know the difference between diversity and inclusion. While they should go hand-in-hand, they aren’t the same thing.
Diversity refers to your employees and their ethnic, racial, socioeconomic, religious and cultural backgrounds. When you have a diverse workforce, you have employees from a wide variety of backgrounds, which means your company has the potential benefit of hearing a range of perspectives and ideas that can make your business stronger.
Inclusion is about making your employees from diverse backgrounds feel welcome in your organization, and like they can speak up, fully participate, earn promotions, and be treated as equal and valuable members of the team. A company’s policies and culture can encourage inclusion—or they can help reinforce the “default” perspectives of the majority, making it difficult or uncomfortable for people who don’t belong to that group to participate.
Imagine working in an organization where…
Most of us would not feel valued in a workplace where our differences from the default norm were regularly working against us. Organizations that prioritize inclusivity work to ensure employees’ differences are valued as strengths, people of all backgrounds feel welcome, and everyone can contribute to their full capabilities.
This matters because inclusive work environments are ones that inspire employees’ best work as well as their loyalty—increasing productivity and reducing turnover. According to a recently released paper from Gallup, when we’re able to retain our best employees and a diverse workforce, we see benefits that more directly impact our bottom line, like…
If you currently don’t have a diversity and inclusion program, here are a few measurable goals you may want to consider for launching your efforts.
Not all goals are easily measurable, but that doesn’t mean they shouldn’t be encouraged.
Gallup studied more than 200 organizations and reviewed relevant academic research to identify three common elements that contribute to an inclusive environment for employees. They found that an inclusive environment is one in which…
One would be hard pressed to quantify how much more leaders are “doing what’s right” one year over the next, but these are still values and goals that can become part of your company’s culture. To encourage these behaviors, you may consider establishing peer recognition programs, a change in annual evaluations, or some other effort specific to your organization. Whatever you do, find ways to connect your values related to inclusion to the way your business operates.
To develop a truly inclusive workplace culture, all employees within the company need to be involved. Leadership support is instrumental in driving diversity and inclusion efforts at the corporate and structural levels, but employee commitment and change are what transform the workplace experience for everyone.
You can start by surveying your employees and asking for their input. What kind of changes do they feel are most important? What level of involvement do they want to have?
Allow their feedback to guide how you structure the company’s response—whether there is an employee-led advisory committee, annual reporting by HR, an executive sponsor charged with developing and running the program, all of the above or something else entirely. Not only does this give your organization the opportunity to act on what’s most important to your staff, it also promotes buy-in on resulting initiatives.
There will be skilled labor shortages in our industry in the next decade if we don’t continue to improve our recruitment and retention efforts. That means we need to lay the groundwork today, making this an open, welcoming industry to work in for people of diverse backgrounds. It means as individual companies, we must identify how to make our policies and cultures more attractive and inclusive. Hopefully, you now feel prepared to take the first few steps in that direction.
If you still have questions, feel free to reach out to me at [email protected]. I’d be happy to chat about how we can work together toward a more inclusive environmental services industry.
DIRECTOR OF TALENT ACQUISITION
Jessica Alexander is the Director of Talent Acquisition for Cascade Environmental, LLC. She holds a B.S. in Human Resource Management, B.S. in Business Administration, MBA, and Doctorate of Philosophy (ABD) in Human Resource Management. After completing ten years of military service in the United States Air Force in the Logistics and Transportation Management field, Jessica launched a distinguished career specializing in recruiting and talent development. She is passionate about the development of people and their ability to drive companies forward.