Inclusion on Purpose Summary

To build inclusive workplaces, it's not enough to avoid being racist; you must actively choose to be anti-racist and apply inclusion on purpose.

1. Inclusion Must Be Intentional

Creating a workplace that is truly inclusive requires intention and action, not just words. Many companies pride themselves on being inclusive, but without practical measures, this remains an empty promise. Inclusion must be woven into the fabric of a company's culture in ways that encourage participation from all levels of the organization.

For example, Jodi-Ann Burey was hired as a lead on diversity and inclusion, only to find her work belittled and dismissed by her CEO. This clearly outlines the gap between claiming inclusion and practicing it. If no one stands up against exclusionary behavior, it sends a message that inclusion isn't truly valued.

Effective inclusion efforts should also address intersectionality – how aspects like race, gender, or socio-economic status overlap to shape experiences. A white woman’s challenges in the workplace differ greatly from those of a Black or Asian woman. Recognizing these unique hurdles is essential to addressing inequities inclusively.

Examples

• Jodi-Ann Burey being marginalized in a meeting despite leading DEI efforts.
• Awareness of intersectional issues like Black women facing more barriers than white women.
• Calling out silent complicity when witnessing unjust behavior.

2. Rethink Hiring Practices

Traditional hiring practices often prioritize "culture fit," which can inadvertently preserve workplace homogeneity. Instead, companies should embrace "culture add" – hiring individuals who bring diverse experiences, ideas, and perspectives to the table.

Hiring for culture add can transform teams by fostering creativity and innovation. Research even shows that diverse juries make fewer errors and are more careful in their deliberations. Employers should also ensure job advertisements are unbiased, by avoiding terms like "ninja" or "rockstar," which may deter certain applicants.

Another important measure involves standardizing interview formats to remove unintentional bias. Asking all candidates the same structured questions ensures fair treatment and focuses on qualifications rather than cultural or personality similarities.

Examples

• Deliberately seeking individuals who bring fresh perspectives to workplace culture.
• Research demonstrating diverse teams' enhanced problem-solving abilities.
• Removing gendered or exclusive language from job descriptions.

3. Pay Should Reflect Equality, Not Bias

Pay gaps are a glaring reflection of workplace inequality, particularly when analyzed through gender and racial lenses. Women of color are disproportionately underpaid, with Native American and Latinx women earning as little as 57 and 54 cents, respectively, for every dollar a white male earns.

A fundamental step toward equality is transparency. Employers should share salary figures upfront to avoid placing women and minorities at a disadvantage in negotiations. Relying on salary negotiations often perpetuates unfair pay, as white men tend to receive better outcomes.

Conducting pay audits allows organizations to assess and eradicate inequality in compensation. By eliminating salary negotiations and establishing fair pay scales, businesses take concrete steps toward promoting financial equity.

Examples

• Data showing Latina women earn just 54 cents compared to white male counterparts.
• Transparency during hiring, where salary ranges are openly shared.
• Conducting regular pay audits to close existing gaps.

4. Offer Constructive Feedback

Feedback is essential to career growth, but women, especially women of color, often receive unclear or unhelpful evaluations. Katherine Kim was told she lacked "executive presence" but was given no actionable guidance on improving it.

This lack of clarity creates barriers to advancement and perpetuates stereotypes. Managers may avoid giving direct feedback to women of color out of fear of offending them, but withholding specific and constructive input does more harm. Employees need to know precisely how to achieve goals, and vague phrases like "not a culture fit" or "too aggressive" are unproductive.

Good feedback should be based on outcomes and specific actions. Managers must also reflect on whether their critiques are tinged with racial or gender bias, using coded terms like "angry" or "bossy."

Examples

• Katherine Kim receiving vague feedback about "executive presence."
• Statistics showing women receive less specific feedback than men.
• Avoiding racially coded words such as "articulate" when addressing Black employees' performance.

5. Psychological Safety Benefits Everyone

A safe workplace culture encourages individuals to speak openly without fear of retribution. This safety fosters innovation, creativity, and teamwork. However, many environments fail to provide this for women and minorities.

For instance, journalist Shefali Kulkarni's experience of racial profiling at a work event left her unsupported by her own team. Psychological safety means not only addressing such incidents but creating an environment where employees feel valued and secure.

Organizations can improve psychological safety by actively seeking employee feedback, implementing inclusive policies, and supporting employee resource groups (ERGs) that provide safe spaces for marginalized voices.

Examples

• Team reaction to Shefali Kulkarni's racial profiling experience.
• Regular employee surveys assessing feelings of safety and belonging.
• Encouraging and funding ERGs to bolster inclusivity.

6. Use Privilege for Good

Privilege can be an effective tool for creating change. Individuals in positions of power or privilege must amplify the voices of underrepresented groups and support colleagues who may face discrimination.

When Jodi-Ann Burey was dismissed as irrelevant by her CEO, not one team member spoke up on her behalf. White or male allies, for instance, have an important role to play in standing up against biased behaviors since they're less likely to face negative repercussions.

Being inclusive means taking action when witnessing injustice rather than staying passive. Allies should educate themselves, intervene when people are treated unfairly, and help remove barriers.

Examples

• White colleagues being vocal when witnessing racism over silence.
• Mentors using influence to advocate for marginalized employees.
• Bystanders intervening during workplace bias incidents.

7. Intersectionality Shapes Workplace Experiences

The unique challenges faced by employees often intersect across various aspects of identity, including race, gender, and class. Viewing inclusion from an intersectional lens helps address workplace inequalities more thoroughly.

For example, a white woman's experience of gender discrimination is different from that of a Latina woman's. Understanding these layered identities uncovers hidden biases and creates policies that encompass everyone.

Handling inclusion through an intersectional lens also helps illustrate how various privileges work simultaneously. This awareness supports inclusivity efforts without overlooking how some individuals face greater marginalization.

Examples

• Including intersectionality discussions in policies and training.
• Tackling systemic issues tied to layered factors like race and gender.
• Developing mentorship programs for marginalized groups specifically.

8. Employee Resource Groups Create Safe Spaces

Employee resource groups (ERGs) have long provided avenues for underrepresented workers to connect, share challenges, and find solutions. When companies actively support and fund these groups, it sends a message that inclusivity is a genuine priority.

Bosses can support ERGs by participating in meetings, being open to policy changes suggested by members, and ensuring adequate resources are provided. Rather than serving as token initiatives, ERGs should play a key role in shaping company culture.

These groups also foster collaboration and allyship, allowing employees from diverse backgrounds to work together toward a more inclusive workplace.

Examples

• Active sponsorship of ERGs by leadership.
• Dedicated budgets for ERG activities and development.
• Using ERG insights to guide organizational change.

9. Inclusion Boosts Innovation and Work Quality

Research confirms that diversity in workplaces enhances innovation, problem-solving, and decision-making. When people from varied backgrounds collaborate, they bring unique approaches and perspectives to tasks.

Diverse teams outperform homogeneous ones because they encourage broader thinking. Companies that actively pursue inclusion often find not only moral benefits but also measurable performance improvements.

Building an inclusive culture pays off—it boosts employee morale, retention rates, and overall productivity. Everyone feels heard, respected, and empowered to contribute fully.

Examples

• Research links team diversity to better decision-making.
• Diverse juries reducing errors in deliberation.
• Organizations with diverse leadership seeing increased profits and creativity.

Takeaways

1. Evaluate hiring and pay practices annually to ensure equity is being maintained and updated.
2. Foster a culture of psychological safety by asking employees about their experiences regularly and addressing concerns transparently.
3. Actively engage with employee resource groups to understand the needs of diverse team members and fund their initiatives adequately.