How To Implement Diversity and Inclusion in Your Business

8 January 2021

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Opinions expressed by Businessman The contributors are their own.

In many ways, the Civil Rights Act of 1964 started the current workplace equality movement. In addition to providing protection to those who might otherwise be discriminated against, it also gave lawmakers the opportunity to become allies.

A collaborator is one who is not usually a member of a group of a wrongful behavior or marginalization, but who expresses or supports that group in an ongoing effort to change influence. Allies need only an open mind and a kind heart.

Historically, allies have assisted movements generated by marginalized groups because they have the access and privilege that some oppressed groups cannot because of the social, political, or legal status of their time. Legislators who passed the landmark Civil Rights Act of 1964 were some of the original allies. Out of the total number of 88 MPs, 88 Congress consisted of 14 women and five black men. The remaining 516 Congressmen were just whites.

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The fact that this law was passed with only 4% of the votes that served to preserve it leads to the conclusion that many allies were involved in the passage of this collaborative employment law. Today the 116th Congress has adapted to include 126 women and 60 black men. Currently, there are 349 Congress white men.

In the 1950s only 34% of the workforce was women, in 2010 the number has steadily increased to 60% over the decades. To take these changes, a group of allies had to be formed, who stepped in and made a difference. In the change of workforce demographics.

Why diversity is important for businesses

For many companies the business case already exists to include diversity, equity and inclusion in the strategic business model. Setting courses that attract diverse talent and operate in a wide variety of markets have proven to make many companies, big or small, significantly more successful.

The role of the associate is important and concrete in companies with a focus on collaboration, diversity, and inclusion. The collaborators act as leaders, trainers, teachers, and sponsors of strategic work to be done every day to achieve the important goals and objectives to be a leading organization.

Allies have long been at the table where decisions were made for people who did not have equal access. This representation has led to the development of diversity councils and employee re groups in countless companies worldwide.

Implementing DE and I in an organization presents its own challenges

There are many obstacles to establishing a solid strategic plan to integrate D, E, and I into an organization’s leadership model, cultural norms, and business practices. When people collaborate on a focused vision, those barriers are rarely impossible.

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These are just three challenges that leaders, allies, and marginalized individuals and groups face in driving for a more diverse and inclusive organization.

  1. Work that needs to be done on a large scale can be overwhelming.

  2. The partnership needed to advance strategic diversity initiatives may not be effective.

  3. Leaders who are not willing to create a more inclusive workplace can sabotage the work being done.

How to overcome these challenges

The solutions required to overcome these barriers are best developed with a group of leaders who are committed to making the changes necessary to create a more inclusive environment and experience for their workforce. Leaders who have also figured out how to be allies too when they are the most formidable champions to serve and support groups and individuals who might otherwise be ignored or misbehaved.

These are some of the ways to overcome the challenges associated with creating a more diverse and inclusive workplace.

  1. Move beyond CHRO in developing and cultivating as many C-suite relationships as are appropriate in the organization.

  2. Draft and present a business case with tangible benefits to the C-suite for purchase and support.

  3. Conduct an audit of the organization’s diversity, equity and inclusion practices and present the findings in the C-suite.

Many leaders benefit from having a career development plan that guides them in taking risks and making decisions about their career choices. It seems that the leadership coaching industry is seeing more than half of the global market value of $ 15B with revenue estimated at $ 8B US, with leaps and bounds and greater visibility.

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Many skilled instructors include components focused specifically on best practices in their programs D, E, and I. Leaders who are actively engaged in a coaching program while developing themselves as a leader and are more likely to have a significant impact on the implementation of any strategy involving diversity, equity and inclusion.

Why partners are important for leaders

These are three benefits for leaders who are also allies

  1. The knowledge, skills and competencies developed as an affiliate leader are universal and transferable.

  2. The impact they make in the collaborative diversity, equity and inclusion space can enhance their personal branding and reputation.

  3. The leadership it demonstrates has the ability to change