Diversity & Inclusion

Executive Summary

QoreInsights, Inc. is dedicated to building a company with a policy of diversity and a culture of inclusion.  Diversity is created by employing people with different traits such as gender, religion, ethnicity, age, physical abilities, and gender identity. Having a diverse workforce, however, does not guarantee that those with dissimilarities are valued, expanded into all organizational roles, and included at every level of decision-making. A strong inclusion focus when managing diversity mediates the poor citizenship behaviors often present in diverse organizations, and results in increased commitment, retention, innovation, and overall organizational achievement. 

Introduction

The QoreInsights diversity and inclusion strategy will include attracting and retaining a diverse workforce and intentionally creating and sustaining a culture of inclusion. Having a virtual company will allow us to recruit diverse talent from around the globe that have the best skill set and varied perspectives. To take advantage of the learning that can take place from having a team with different perspectives, we will need to ensure that every team member feels like they belong to and fit in with the team while at the same time being able to fully display their unique characteristics (Moore, Vega, Wiens, & Caporale, 2020). As a small company, it is easier to manage the culture, especially if everyone has the same mission. However, as our company grows it will be imperative to have policies and embedded evaluation in place to maintain a diverse and inclusive workplace. These policies are being developed to enhance overall innovation, improve decision making and strategizing, create larger knowledge networks, maintain job satisfaction, and amplify company performance (Combs, Milosevic, & Bilimoria, 2019; Hamill, 2019).

Workplace Diversity

Until recently, diversity initiatives were mostly numerical ideologies (Combs et al., 2019). Basic human ethics, human resource practices, and social theory frameworks demand that every person has a right to be employed, which includes hiring people of varying gender, ethnicity, race, social status, age, education level, religion, sexual orientation, culture, and physical or psychological abilities (Combs et al., 2019; Tamunomiebi & John-Eke, 2020). However, addressing diversity from a numbers perspective does not consider individual or group attitudes towards those differences, fair treatment, or discrimination within the workplace. Diversity promises to give organizations a competitive advantage and greater innovation, when instead many companies face an increase in conflict, absenteeism, retention, morale, and issues with quality of work (Tamunomiebi & John-Eke, 2020). Khan (2019) found that workplace diversity decreases citizenship behaviors such as obeying rules, listening to colleagues’ concerns, performing job duties, avoidance of hurting others, commitment to the organization, quality of work, and assisting others. Fortunately, the practices and policies of inclusion mediate the unanticipated negative effects of diversity and deliver improved citizenship behaviors, job satisfaction, innovation, and improved organization productivity and finances (Combs et al., 2019; Hamil, 2019; Kahn & Jabeen, 2019; Moore et al., 2020; Tamunomiebi & John-Eke, 2020).

Workplace Inclusion

Inclusion elicits the benefits of diversity. Organizations with effective inclusion practices are two times more likely to meet or exceed financial goals and six times more innovative (Hamil, 2019). Team members who report inclusion at work are 42% less likely to leave or plan to leave their position (Hamil, 2019). Inclusion at work means that an individual feels a sense of belonging and community without having to sacrifice his or her true self and unique characteristics (Moore et al., 2020). This is different than just belonging because often, in diverse environments without inclusion practices, belonging happens through assimilation with the dominant group and being treated as a true colleague only when sacrificing individual, unique characteristics (Combs et al., 2019). Inclusion is created through effective diversity management, which creates an environment where every team member enjoys the same challenges, privileges, access, and opportunities (Combs et al., 2019; Tamunomiebi & John-Eke, 2020). Diversity and inclusion in higher management furthers the benefits to the organization with improved performance of organizations, innovation, and accumulation of knowledge (Combs et al., 2019)

QoreInsights™ Diversity and Inclusion SWOT Analysis 

Strengths

  • Virtual company allows geographic diversity and greater employment pool
  • Culture of diversity/inclusion
  • Culture of collaboration
  • Common mission of equity

Weaknesses

  • Power dynamics (expert)
  • Unconscious bias
  • Lack of company policy for inclusive practices
  • Lack of system to identify structural biases/exclusiveness

Opportunities

  • Available research and models to address inclusiveness within diversity programs
  • Models to embed ongoing evaluation

Threats

  • Maintenance of program as company grows
  • Diverse organizations often suffer from segregation

Completing a SWOT analysis helped determine the organization’s strengths and weaknesses, and the external opportunities and threats related to implementing and sustain a diversity and inclusion program. For example, realizing that one of the weaknesses was not knowing how to go about implementing a program drove research into models of inclusion. Additionally, identifying the challenge of maintaining the program at scale drove the solution to have embedded evaluation.

Implementation Strategy

Program Goal 1: Create a culture of diversity and inclusion and maintain the policy and culture at scale.

Program Goal 2: Maintain a continuous learning approach to development and implementation of the program through embedded, ongoing evaluation, feedback, and adaptation.

The following recommended strategies aim to enhance every team members’ feelings of community, belonging, and connectedness, while celebrating and valuing individual differences and perspectives. 

  • Global recruitment and hiring practices to bring team members from around the world (Tamunomiebi & John-Eke, 2020)
  • Diverse top management teams that represent both team members and customers (Combs et al., 2019)
  • Collaborative environment with all team members having a voice in organizational decisions (Hamil, 2019)
  • Equal access to challenges and opportunities (Khan & Jabeen, 2019)
  • Embedded and ongoing evaluation of all team members to measure and respond to perceptions of diversity and inclusion (Moore et al., 2020)
  • Create a Diversity and Inclusion Committee to oversee program, choose embedded evaluation approach, and communicate directly with team members. 

Embedded and Ongoing Evaluation

Embedded and ongoing evaluation will be an integral part of the QoreInsights’ Diversity and Inclusion program to engage team members, keep the company policy in the forefront, clarify organizational strengths and weaknesses, and guide improvement efforts. Possible surveys may include:

  • Impact of Workplace Diversity on Citizenship Behavior Questionnaire (Kahn & Jabeen, 2019)
  • Work Group Inclusion Scale (Chung et al., 2019)
  • Perceived Group Inclusion Scale (Jansen, Otten, Van Der Zee, & Jans, 2014)

Conclusion

QoreInsights is dedicated to creating a culture of diversity and inclusion.  Because the promise of diversity is fulfilled only through inclusion, it is important to review current research, develop an appropriate plan, and make a comprehensive effort to apply the plan and evaluate inclusiveness regularly.  By taking this approach, we hope all team members and every QoreInsights’ customer will gain the many meaningful advantages of an organization with a priority of diversity and inclusion.

References

Chung, B. G., Ehrhart, K. H., Shore, L. M., Randel, A. E., Dean, M. A., & Kedharnath, U. (2019). Work Group Inclusion: Test of a Scale and Model. Group & Organization Management, 45(1), 75-102. doi:10.1177/1059601119839858

Combs, G.M., Milosevic, I., & Bilimoria, D. (2019). Introduction to the Special Topic Forum: Critical Discource: Envisioning the Place and Future of Diversity and Inclusion in Organizations. Journal of Leadership & Organizational Studies, 26(3), 277-286.

Hamill, L. (2019, February 4). What an Inclusive Workplace Actually Looks Like, and Seven Ways to Achieve It. Forbes.

Jansen, W., Otten, S., Van Der Zee, K., & Jans, L. (n.d.). Inclusion: Conceptualization and Measurement. European Journal of Social Psychology, 44(4), 370-385.

Khan, K.T., & Jabeen, S. (2019). Investigating the Impact of Workplace Diversity on Organizational Citizenship Behavior: The Mediating role of Inclusion. Journal of Management and Research, 6(2), 19-50.