Diversity and inclusion depend on effective engagement

• Published in: Human resource management international digest Vol. 23; no. 5; pp. 21 - 24
• Main Authors: Sanyal, Chandana, Wilson, Doirean, Sweeney, Charlotte, Smith Rachele, Jude, Kaur, Satwant, Yates, Christine
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Group Publishing Limited 30.07.2015
• Subjects: Activism; Business ethics; Business metrics; Culture; Decision making; Employee welfare; Employees; Equality; HR & organizational behaviour; Human resource management; Human resource policy; Inclusion; Leadership; Multiculturalism & pluralism; Race; Teams; United Kingdom > UK; Europe; Corporate culture; Equal opportunities; Inclusion; Organizational performance; Diversity
• ISSN: 0967-0734; 1758-7166
• DOI: 10.1108/HRMID-05-2015-0087

Purpose – Highlights some of the things that can be done to ensure that organizations embed diversity and inclusion. Design/methodology/approach – Considers the need for effective engagement, the importance of performance indicators for diversity and inclusion and the key role of sharing stories. Discusses, too, how critical race theory could help to bring about improvements. Findings – Advances the view that a transformational process that supports employees with the knowledge and sustainable skills needed to improve business performance via ethical means will form a significant part of future-proofing organizations. Practical implications – Argues that, to achieve this organizations have to drive home the message that diversity and inclusion are everyone’s business. Social implications – Advances the view that a unified approach to diversity and inclusion, which is embedded in the business ethics of the organization, can have a sustainable positive impact on the health and well-being of individuals, business and society. Originality/value – Considers diversity and inclusion from diverse perspectives and draws conclusions that can help organizations to perform better in these areas.