June 13th 2022
By: Julie Thibault

Diversity and inclusion: a way to be more innovative?

But what do we mean by diversity and inclusion?

According to the CCIL, diversity is relative to the person, the individual. It is the range of dimensions, qualities, and unique characteristics of an individual. Inclusion, on the other hand, would be relative to the community. It would be about creating a culture that promotes equity, and that celebrates, respects accepts and values difference.

Although we often hear about ethnic and cultural diversity, diversity encompasses a broader range than that. It also includes sexual diversity (sex, gender, and orientation), generational diversity (age diversity) and functional diversity (physical and intellectual). Although the concept of diversity of ideas is not part of the definition, I believe that a culture of equity should also foster discussion and openness toward others. It would be somewhat counterproductive to be both open to differences and closed to different ideas and opinions.

Diversity is not a new concept but why has it suddenly become an issue?

Society is evolving and so too are its customs. As HR specialists, we are now increasingly aware of the challenges that people from this diversity face in accessing employment.

The evolving legal, societal, and ethical frameworks require us to address this issue in our practice. The labour shortage has brought a fresh look at the interest in diversity and the need to focus on its inclusion in the labour market. While less visible, neuropsychological diversity has also disrupted staff assessment as students who have experienced multiple accommodations in their learning and assessment enter the workforce.

Why is this important?

In an ever-changing world where people are at the heart of economic growth, diversity is becoming a necessity within organizations. Many are raising concerns, while others promote diversity and inclusion programs, but in some settings, it goes beyond that to establish diversity and inclusion departments.

Faced with this new reality, it is therefore important for companies to foster this culture of inclusion. By assuming a portion of this responsibility for social integration, organizations can be a source of collective wealth. Public, social, and private organizations can make a difference in the lives of countless individuals, often marginalized by society. Making an impact in the life of a single individual, and not just a group, is a component that should not be overlooked by an organization. As the saying goes: “you build a house brick by brick.”

Being inclusive can also mean innovating and performing as an organization. According to a new report on diversity and inclusion from the International Labour Organization (ILO), high levels of equality, diversity, and inclusion go hand in hand with more innovation, productivity, good performance, recruitment, and retention of talented recruits and staff well-being.

While it is cost-effective for an organization to foster a culture of inclusion, the inclusion of this diversity within companies can present several challenges. In some cases, fostering inclusion may require significant adjustments within organizations. It also means a paradigm shift where the difference between equality and equity becomes meaningful. Fair treatment among employees and standardization of evaluation must take this into account. It must therefore adapt while retaining its essence and its value, which is to allow for equal opportunities and to measure what it claims to measure.

Successful inclusion requires everyone to put their shoulder to the wheel. Management and employees must all be partners in the accommodation that inclusion sometimes represents. But they are not the only ones. The diversity representative must also be willing to get involved and adapt to make it a success.

Equality or fairness, shouldn’t everyone be treated the same?

This concept, which allows for equal treatment of all in the assessment of hiring, promotion and performance evaluation, is undermined when it comes to dealing adequately with diversity and inclusion.

To differentiate between these two elements, UQAM has defined them as follows: “equity is a means, equality is an end”. In other words, it is not a matter of offering the same treatment to everyone, but rather of adapting strategies according to specific needs to achieve equality.

Like any theoretical concept, its application is a bit more complex. It can be difficult for an organization to deal with differences within a community while ensuring fair treatment for all individuals.

How to set it up?

While many organizational barriers exist, there are many solutions to facilitate the integration of diversity. It is also important to understand that all diversities present different challenges to inclusion.

The organization must not only value diversity but also have a culture of inclusion and concrete diversity management measures. Many organizations will have a diversity management program, while others will be more ad hoc in their actions.

For its part, the ILO report sets out four key principles for achieving substantive, sustainable change in all types of employment: diversity and inclusion must be a priority and an integral part of corporate strategy and culture; there must be diversity at senior levels to foster diversity; managers and staff must lead by example in this regard; and action must be taken at all stages of employment, including recruitment, retention and development.

In concrete terms, possible HR solutions may revolve around revising hiring conditions or job descriptions, granting necessary accommodations in the assessment of qualifications, adjusting workstations, and modulating performance expectations based not only on the position but also on the individual’s ability. There may be the establishment of ratios to allow positive career management for certain groups. It can be as simple as giving people the chance to get their first job so they can build their resume or allowing them to work fewer hours per week for a healthy retirement.

All measures must be explored to allow each person from this diversity to be able to fulfil their potential.

The important thing to remember is that the organization that chooses to invest in the inclusion of this diversity can only benefit. It can benefit on a human and organizational level. But above all, it can contribute to being a catalyst for employability by allowing people who would naturally have had problems entering the labour market without help, to contribute to the wealth of society.

In conclusion

As an HR leader, it is therefore important to assess the extent to which your organization can foster inclusion. Based on this assessment, you will find the actions, small or large, that will move your organization towards greater inclusion of diversity. By demonstrating to your leaders that diversity can pay off, you will set the stage for greater productivity and commitment from your resources.

Finally, on a more personal note, as a business leader, I have included people from all this wonderful diversity in my organization. And I must tell you, that’s what I’m most proud of.

 
Julie Thibault

Co-president