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This article is part of our Opinions section, where we invite industry professionals to share their views on the most pressing technology questions of our time.
Numerous companies continue to treat workplace inclusion as a tick-box exercise. They tout a plethora of fresh, eye-catching programmes that ostensibly demonstrate their leadership in the realm of DE&I (diversity, equity and inclusion). Yet, how many have truly examined their existing policies to identify the root causes of entry barriers, instead of merely devising new policies that appear to tackle a handful of prominent issues? In my view, a significant portion of today’s DE&I initiatives are lacking the substantive transformation that is truly required.
My industry, the data centre and IT industry, is driven by innovation, yet we have a talent crisis. We must create opportunities in the industry for young people from more diverse backgrounds and foster a culture of equality and inclusion.
A McKinsey report analysing public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean. Similarly, companies in the top quartile for gender diversity were 15% more likely to achieve returns above the industry mean. So, we know that diversity stimulates productivity and innovation. Yet, too many companies don’t understand how to stop DE&I from just being a tick-box exercise.
What do I mean by tokenism? It’s when companies recruit just so they can tick that box that say they need to have greater diversity. They have the right policies in place and enter the right awards. They believe they are trying hard. But, from my perspective, the reality is different – there is more work to be done on a granular level. I don’t want to be part of a tick-box exercise and believe most people would agree. We want to be recruited and retained because we are the best people for the job, not because of race, gender, or disability.
It can be difficult for even the most open and progressive company to look inward and accept that some of its existing processes are prohibitive and hinder DE&I. Traditional practices such as in-person interviews, dress codes and team-building events, may be the catalyst for the very thing you are trying to avoid – exclusion.
Here are some specific barriers that need to be removed.
You need a diverse set of people setting your policies so you can see where you are going wrong. If your HR team isn’t diverse, consider training them so that they are aware of and sensitive to all DE&I needs.
Your website and company materials should adequately represent diverse backgrounds, identities, and experiences. Not just through imagery and visual representation but through events, opportunities and experiences that reflect a wider base.
When writing job descriptions be careful how they are worded. Many now are mindful of the use of gender-specific terms, but what about when it comes to using phrases like ‘graduate’ – is the role really only suitable for someone who has attended university? Some, yes, but most certainly not at the rate of proliferation it’s used today. Avoid jargon and corporate speak that will put off individuals new to your sector. Take time to examine every part of your HR process, the words you use, and the way you portray your organisation; set the tone for demonstrating whether you are inclusive or not.
Think about whether your company is set up to enable people with specific needs like autism or mobility issues to thrive. Can you support their physical needs and do you provide assistive technology? There is a rise in those sharing that they are an equal opportunity employer, but in my opinion, it should not be on the applicant to request or ask for support. Tell applicants how you can support specific needs.
Think every step of the process through. For example, don’t assume it’s simple for people to attend multiple in-person interviews. Many can’t afford to attend interviews or take time out of their current roles to do so. Anecdotal stories from some of the young people we work with, as well as those changing careers or returning from sabbatical, can be that actually business formal isn’t all that affordable and so to spend on a tailored dress or suit just isn’t an option.
Think about the work hours you expect people to keep. Are you flexible in allowing people to start work late, finish early, or take time out in the middle of the day? Could a parent or carer work successfully in your company without being penalised for keeping different hours? Flexible hours should be available for everyone to foster a culture of equality and inclusion.
What about your parental leave and sabbatical policies? These can all play a critical role in promoting diversity and inclusion. Offering sabbaticals demonstrates your commitment to well-being and work-life balance. It can attract and retain diverse talent by accommodating various life stages and personal needs.
Equal parental leave policies encourage both mothers and fathers to take time off to care for their children. This helps break down traditional gender roles and promotes a more equitable distribution of caregiving responsibilities. It enables women specifically to move through the ranks which stops female tokenism. It also gives a clear message that parenting responsibilities are shared and valued by all.
1 in 5 adults in the UK takes on a caring role. Extended leave provides flexibility and allows companies to accommodate diverse life situations. When extended leave is normalised, it reduces the stigma associated with taking time off. Employees feel more comfortable seeking leave when necessary, regardless of the reason, all of which leads to improved employee retention and satisfaction.
How many times has one of your coworkers missed a team night out? Do you know why? Are you aware that they don’t drink alcohol and so they don’t feel comfortable meeting in the pub? This could be cultural, religious or a lifestyle choice. Or have you considered that the outdoor team-building exercise excludes a team member with a hidden disability that they don’t want to share?
Team building exercises often unintentionally exclude or alienate individuals. To avoid such pitfalls, educate your teams about cultural differences, biases, and stereotypes. Encourage the team to work together on activities they all want to participate in. This fosters an environment where curiosity and learning are valued.
Navigating DE&I challenges is crucial, especially amidst the negative connotations of ‘wokery’. The advantages of cultivating a diverse and inclusive workforce justify the thorough scrutiny needed. A comprehensive approach to our work practices is essential to establish a truly diverse, equitable, and inclusive workforce. While one article can’t cover everything, it’s clear that significant strides can be made to enhance DE&I and draw a wider range of talent into your company.
