The Four Strategies for Making the Company More Inclusive
The results of the academic study we conducted in 2019 among several experts (CSR directors, HR directors, senior consultants) at major companies (BRL, Dell, Eminence, Sanofi, Sodexo, etc.) highlight that the concept of an inclusive workplace is gaining traction within organizations.
In fact, two-thirds of them mention this, with practices primarily focused on diversity and commitments to specific target groups in the concrete actions they have implemented. Employees who saw their companies commit to serving society during the COVID-19 health crisis came together in all their diversity to help develop particularly innovative solutions. One example is Decathlon, which repurposed diving masks into medical equipment.
Walid A. Nakara, Montpellier Business School – UGEI and Anne-Valérie Crespo-Febvay, University of Montpellier
Since the 2000s, companies have been implementing CSR (Corporate Social Responsibility) initiatives, focusing in particular on their employees’ quality of life at work and the recognition of their diversity policies.
To date, however, these efforts are not enough to attract and retain not only customers but also the talent the company needs to grow. For example, according to Anne Revillard in her 2019 book *Handicap et Travail*, the employment rate for people with disabilities is just 3.6%.
Another notable source is the report *Toward True Gender Equality*, published in 2019 by the State Secretariat for Gender Equality. The report reveals that the gender pay gap in 2015 remained at 24%, just one percentage point lower than its 2002 level.
To move toward a more inclusive workplace, our study identifies several key strategies.
The Key Role of Management
First and foremost, the commitment of top managers is essential, as it is in any organizational change process.
For example, through the policies it has implemented, BRL’s governance and senior management proactively place environmental and human considerations at the heart of the company. The entire strategy, outlined in the “BRL Horizon 2020” roadmap, defines guidelines, values, objectives, priority areas, and evaluation tools (certifications, KPIs, etc.) that enable the management and monitoring of the progress and implementation of this policy. The impetus provided by senior management allows managers to apply work practices that align with strategic choices.
Promote collaboration between HR and CSR
But another key factor has emerged prominently in our study: the overlap between HR and CSR. As discussed in the recent white paper HR and CSR at a Crossroads (ANDRH, National Association of Human Resources Directors, 2019), which analyzes the interactions between HR and CSR departments in large companies, we also observe that the integration of HR and CSR policies is essential for taking into account each individual’s uniqueness in the service of the collective.
The Sodexo Group, which is deeply committed to diversity across its various business segments, recognizes the need to move away from “a fragmented approach to diversity that creates silos.” Initiated at the global executive level and then rolled out across the entire group, the CSR and HR departments work closely together to coordinate initiatives that benefit employees. This policy addresses commitments related to both diversity and CSR, as well as HR issues such as gender equality, disability, skills management, leadership, and occupational health.
This approach to human resources management, situated at the intersection of diversity, quality of life at work, and a sense of purpose, aims to create the conditions for individual and collective motivation around a shared project. Developing an inclusive policy is impossible unless employees feel recognized for their uniqueness, within a safe environment and in a role where they feel valued. The challenge, therefore, is to implement initiatives that balance the well-being of each employee with the company’s performance, while avoiding the segmentation of employees into distinct groups—as is often the case in policies that focus solely on diversity.
A cross-functional approach
For it is the third lever that emerges from our analysis: a truly cross-functional approach to diversity, as consultant Pete Stone also notes in an article published on The Conversation France about the Team Jolokia sailing association. The goal is not to focus on diversity for its own sake, but rather on how to ensure that employees from diverse backgrounds work together to enhance the organization’s performance.
A siloed approach, which effectively excludes those not directly involved, breeds dissatisfaction and hinders collective action. The example of the Team Jolokia association illustrates the value of this cross-cutting approach. This association promotes diversity and inclusion by, among other things, participating in an ocean race with a crew that celebrates diversity.
What sets this approach apart lies, for example, in the recruitment process: crew members are selected through a 360-degree evaluation, in a collaborative manner, and it is not the skipper (the equivalent of a manager or line supervisor in a company) who has the final say. People are not recruited based on any particular difference they may have, but rather on a set of nautical, athletic, and interpersonal skills necessary for the project. This helps ensure inclusive recruitment by allowing candidates to be chosen based on their skills.
Building a shared project together
The fourth key factor identified in this study confirms that front-line managers play a vital role in fostering inclusion through their own actions, particularly in their interactions with employees, by working collaboratively with them to develop initiatives that support the organization’s shared vision and strategy.
Inclusive management is naturally based first and foremost on recognizing the uniqueness of each manager, so that they can then recognize and value individuality within the team. Inclusive management relies on two key individual competencies—openness and team spirit—as well as a CSR framework that is fully integrated into the HR practices of these frontline managers.
Indeed, their role is crucial. They are a vital part of the system. Companies have recognized the importance of relying on managers. It is therefore essential to raise their awareness and train them so that they can communicate and explain the approach to employees.
Natee K Jindakum/Shutterstock
Most large companies, such as Dell or BRL, for example, implement training programs to strengthen managerial practices and skills; for instance, the BRL Group has created the “Manager Track” training program as well as, among other initiatives, awareness-raising sessions on stereotypes, such as the way certain populations are perceived. Dell is also deeply committed to diversity, training and engaging managers, and encouraging them to actively participate in the various groups created for visible minorities.
However, it is clear that, at present, these training programs focus on diversity and inclusion; the challenge is to develop training programs specifically on inclusive business practices.
A paradigm shift
Companies have a clear interest in considering their onboarding processes, skills development, working conditions, and—in particular—their social responsibility, as these factors can help unlock the full potential of each employee for the benefit of the entire organization. However, this growing awareness among companies also goes hand in hand with society’s shift toward greater inclusion for everyone.
In any case, an inclusive organization is one that creates the conditions within its own structure so that everyone can reach their full potential by drawing on the unique qualities they bring to the table. This definition is inspired by the work of Jean-Yves Le Capitaine in his 2013 article “Inclusion Is Not Just More Integration: The Example of Deaf Youth.” Whereas the formerly integrative school asked children to adapt to the educational institution, the inclusive school, conversely, asks the educational institution to adapt to each individual’s differences: every child has a place in a mainstream school.
This represents a significant paradigm shift, as it is based on a holistic approach that views the human element as a whole, encompassing the self, others, work, and health. This perspective opens up a new dimension to inclusion through its central role in human relationships: it is through the human relationships fostered by inclusion that employees will be able to develop a sense of belonging to a community and also a sense of trust in their organization. These principles are the driving forces behind true resilience if we want a more inclusive economic world.
Caroline Dufoix, an MBA student at Montpellier Business School, contributed to this article.
Walid A. Nakara, Professor, Director of the Chair in Social Entrepreneurship and Inclusion, Montpellier Business School – UGEI and Anne-Valérie Crespo-Febvay, PhD Candidate, University of Montpellier
This article is republished from The Conversation under a Creative Commons license. Readthe original article.