In an article on the future of work by the Harvard Business Review, it foresees more companies working towards a stronger integration of Diversity, Equity, Inclusion and Belonging (DEIB) efforts to the business strategy. However, the observed lack of accountability and ownership from leaders appears to be a critical gap that needs to be addressed in order for companies to shift from simply embedding DEIB initiatives into people programs and systems, to guiding employees on how to embody these initiatives as a way of living out the company’s mission, purpose and values in daily life at work.
Our 30+ years of experience working with organizations continue to emphasize that in Great Place To Work® certified companies, trust is a key differentiator for their business. However, we also observed that among the Best WorkplaceTM winners, diversity, equity, inclusion & belonging is a business imperative. Despite a national conversation that is divided on the topic, CEOs at the 100 Best are committed to the principles of diversity and belonging.
More than policies, programs, or headcounts, equitable employers outpace their competitors by respecting the unique needs, perspectives, and potential of their diverse workforce. As a result, diverse and inclusive workplaces earn deeper trust and more commitment from their employees.
“What we have seen companies do to drive the business in the past few years is to refocus on its people, to develop every ounce of human potential in the company,” says Michael Bush, Global CEO, Great Place To Work in his book A Great Place To Work® For All.
DEIB efforts that are aligned with the company’s values, built on trust and supported by leaders, create opportunities to maximize human potential in everyone, motivating them to grow, innovate and help bring the business to greater success.
Here are 4 things we learned from leaders of Best Workplaces:
1. They ensure equity:
Leaders participate in and ensure that people processes cover the different aspects of an employee experience in equitable hiring, pay, promotions, and allocation of development and coaching resources. There are four equities that these leaders consider:
- Equity of compensation
- Equity of representation
- Equity of well-being
- Equity of opportunity
2. They build belonging:
Leaders are intentional in their efforts to make sure that the company’s practices target different people and their unique needs, while making each employee feel valued and central in the company’s culture.
- Employee Resource Groups are voluntary, employee-led groups that provide support for personal and career development and create a safe space for employees to bring their whole selves to the table.
- Benefits such as Return To Office programs to support with the transition back to work for mothers returning from maternity leave.
- Prayer rooms available to people of different faith or religion
- Culture Awareness Days to educate employees on the different cultures at work and celebrate important holidays together.
3. They understand value and use uniqueness.
Leaders understand and value what makes individuals unique, finding ways to meet those unique needs and leverage unique experiences and talents for the betterment of the business.
- Retired employees rehired as mentors to young or new leaders.
- Women engineers who volunteer as coaches or mentors to high school girls interested in a career in engineering or technology.
- Employees with disability give talks at career seminars sharing their career journeys at work.
4. They engage and are accountable to drive DEIB in the workplace.
Leaders are engaged and held accountable to hire, develop and promote DEIB at work. When employees have consistent positive experiences of these leadership behaviors, it builds their confidence in the company’s management and leadership and leads to a stronger foundation of trust in the workplace.
- DEIB metrics such as representation of women in leadership positions across levels.
- Leaders across levels are equipped with the knowledge, mindset and capabilities to support DEIB through training, coaching and mentoring.
- Some companies have DEIB committees or councils led by leaders responsible for the development and execution of the company’s DEIB strategy and initiatives.
Why it can’t be For Some, but For All:
Having a systematic and continuous way of gathering feedback around the employee experience provides the data and insights needed to create a roadmap for affecting positive change. Gather and analyze your employees’ experience with our tool that combines an employee survey and Great Place To Work Certification™ in one place.
