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How Creating A Culture Of Inclusivity Fulfills Diversity’s Promise

Forbes Human Resources Council

Global Vice President of People, Culture and Performance at CCM Hockey, certified sommelier and wine writer.

As the Global VP of People, Culture and Performance at a leading hockey equipment company, as well as a WSET Level 3 certified sommelier and wine writer, my professional passions might, on the surface, seem worlds apart. But there is one overwhelming similarity at the junction of the wine and hockey industries: deeply ingrained problems with diversity and inclusion (D&I).  

While this may come as no surprise to outside observers of the hockey industry, where phrases such as “locker room mentality” and “boys club” have often been used to describe what has traditionally been a very white, male, heterosexual sport, recent media has also shone light on a similar situation in the wine world.

Last year, journalist and former co-writer of the Wall Street Journal’s wine column, Dorothy J. Gaiter, published an oft-quoted article titled “Being Black in the White World of Wine” on the wine news website SevenFifty Daily. “In the wine industry,” Gaiter wrote, “leaders profess over and over that they want more diversity in their ranks. It’s an empty promise. Which is both maddening as well as foolish for an industry that needs to grow its consumer base.”

SevenFifty Daily’s 2019 Career & Salary Survey Report highlighted the wine industry’s gender and racial disparities. Of more than 3,100 professionals surveyed, 84% identified as white while only 2% identified as black or African. Furthermore, amid multiple sexual harassment and misconduct scandals, the wine industry’s 15% gender pay gap is responsible for women earning, on average, $12,000 less than their male counterparts each year.

Sadly, the wine and hockey worlds highlight what is true about many industries, and while the issues faced by these two industries are similar, so too are the solutions which, once implemented, have the potential to impart a host of benefits for businesses, consumers and entire industries.  

When Diversity Isn’t Enough

Research clearly demonstrates diversity’s value – not only from a culture and engagement standpoint, but also as a vital tenet of successful business strategy. A recent survey featured in the HBR illustrated the relationship between increased diversity and increased innovation, while research from McKinsey showed that gender and ethnic diversity is positively correlated with profitability

While fostering diversity at all levels seems like an obvious solution for problematic industries, diversity itself clearly isn’t enough. In order to create meaningful, impactful, sustainable change, the focus must also be on creating a culture of inclusivity.

Diversity is often the star player of D&I while inclusion takes a back seat because it’s more difficult to quantify in key performance metrics (KPIs). Organizations can clearly see where they need more diversity; it’s far more work to understand whether employees feel valued, accepted and appreciated. Evaluating an organization’s inclusivity demands extensive qualitative inquiry into whether employees feel their voices are heard, welcomed and respected. 

Do employees feel encouraged to fully participate in organizational culture? Are they recognized for their unique strengths, experiences, backgrounds and personalities? While diversity might get talent through the front door and even promoted, it’s inclusion that retains top talent so that the company benefits from their ideas, skills and engagement – and ultimately achieves better success metrics. Inclusion is the missing link between people and business.

How can we champion inclusivity to drive real change? While there’s no holy grail solution, there are several effective strategies for increasing inclusivity in any industry. 

Listening

Inclusion will look and feel different for everyone; the more voices you hear up-front, the more perspectives your plan will include. Genuinely hear, with empathy and openness, what is working, what isn’t, and what needs to stop/start/continue through diverse forums such as workshops, interviews, meetings, surveys and pulse points. Account for all employees at every level. Collect, analyze and evaluate the data against your desired benchmark and other organizations.

An organization’s D&I strategy and practices must continually evolve. This requires frequent, transparent lines of communication between all levels. Institute mechanisms and alternative systems for filing complaints and resolving issues. These can include whistleblower lines that are not limited to financial or legal complaints, employee assistance plans (EAPs) and impartial conflict resolution/Ombuds offices.

Acting

Nothing kills culture and inclusion more than asking what the issue is and then failing to address it. Acting to correct problems should not solely rest on the shoulders of HR; it must be prioritized and communicated throughout all levels of the organization including its board and executives. Employee resource groups (ERGs), D&I councils and external partners or nonprofits that facilitate D&I can all be part of the action plan to create, develop, implement and maintain a more inclusive workplace culture. 

Testing And Training 

Organizations should continuously test for conscious and unconscious biases in their policies, programs, practices, communication and even technology, such as screening/hiring tools and assessment/performance management systems that can perpetuate and exacerbate human biases.

D&I training should be offered to all employees, especially leaders, who should be educated on what inclusion is and why it’s important as well as how to detect unconscious biases. This will lead to more inclusive meetings, hiring, developing and communicating. Leaders should be evaluated and held accountable for promoting inclusivity, which should be ingrained in their goals, targets and assessments. 

Fostering Visibility

Creating an environment where people feel comfortable sharing their backgrounds and traditions communicates appreciation and respect. Foster visibility not only in meetings, promotions, trainings, development opportunities and succession plans, but also through opportunities for stretch assignments, internal presentations and conferences. These efforts can counteract stereotyping and biases to create a more inclusive culture internally, while increasing an organization's external appeal and impacting diversity upstream.

Ultimately, leaders must know that the journey toward inclusivity is not a linear process and it has no end point. It takes time, consistent effort, vulnerability and the capacity to take a good, hard, authentic look at the status quo to keep moving toward a better future.


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