I have often been perplexed with the kind of noise I see and hear about #DiversityAndInclusion (D & I). There may be honest intent, some over-done logic but mostly has an undeserved impact of the agenda in organisations, from an impact perspective. How did business or strategic intent actually get impacted after all the song and dance? No one questions this either as it is seen as against prudent political sense.
In my view, affirmative moves in hiring or promoting any target demographic category falls short on impact because institutions fail to build belongingness. While one can tick off many metric boxes to build diversity and even claim inclusion, belongingness has a deep sociological foundation.
Do those who are truly diverse feel they belong to that workplace?
They may be included in every possible event, meeting or grouping . But that is again a check box. Belongingness comes from within. And belongingness needs acceptance, not imposition.
Cultures and work systems need to truly be malleable. They should be able to flex enough to assimilate those who feel different or even think and look different. But compliance and conformance makes cultures sterile. And the different being is included but not comfortable to belong. Leaders and HR all make the right noises but rarely allow for differences to be welcomed. Then, how could one belong even if one is included.
Equally, organisations have deep sociological constructs. To survive and thrive, every new insert is the one expected to adjust to feel accepted and belong. If that is the reality, then why even worry about Diversity & Inclusion. Finally, everyone will think, respond and behave in the same organisational way to stay with the flow.
Leadership must then think differently. If it truly believes that D & I is a strategic edge, they must not allow their socialisation within their organisations to nullify it. It is not easy. It needs resolve and it needs courage to accept things that seem different. Let them stay their way. Change yourself if you truly want to change your companies.
Prabir Jha
President & Global Chief People Officer at the pharma major, Cipla. Global CHRO at two Indian majors, Dr.Reddy’s and Tata Motors.