Why inclusion matters: serving wellbeing to all!

What makes an individual an individual is a truly unique combination of attributes. How one experiences life differs from one person to the next. Even if we share the same planet, the sheer interplay of environments with a person results in complex individuality.

The resulting diversity is a consequence of the manner in which each of us adapts.

Reckoning of the society and inequity

Over the millennia, our environments have been modified into man-made societal structures. The dynamism and fixity in these structures have been both a boon and a bane. On one end, they allowed us to collaborate, cooperate, cohabit, and conquer great feats—as well as thrive as a race. But on the other end, they have posed a barrier to equitable growth and the well-being of all!

As the wave of modernization and centralized development has swept over the world, the challenges that result are disproportionate and produce graver repercussions. Our cultures, businesses, corporations, communities, and nations are increasing in diversity.

So, it becomes imminent to change the way we set our priorities! It becomes vital to create more adaptability, flexibility, and nuance in the structures themselves.

The need for equity and DEI

A deep dive into relevant research to identify, clarify, expose, and prioritize needs is vital. And so is viewing problems through an appropriate contextual lens. Catering to them shall demand the use of modern tools such as equitable health services, inclusive transport systems, and the destigmatization of (mental, sexual, and reproductive) health.

Directing policy development with an inclusive approach shall work better for the population the respective authorities serve. A nuanced approach to planning programs, rather than sticking with a single “good enough” strategy, will go a long way in bringing us closer to real change.

Many developed nations and communities are robustly inculcating the DEI (Diversity, Equity, and Inclusion) approach while devising policy and programs. While some of them are already making amends, others often find themselves grappling with their immediate concerns (which are often overwhelming). They overlook the robustness of unique perspectives in combating the very same concerns.

There have been some success stories that can teach us how adapting these strategies can go a very long way. After testing them on a smaller scale, a better understanding and vigor can be rolled out into the larger ecosystem of an organization or enterprise.

Workplace equity, where are you?

A huge proportion of a population spends time in their workplace!

To better understand how DEI affects well-being, let us focus on a smaller ecosystem—the workplace.

We can use various strategies to improve inclusion in an organizational setting. It is important to periodically gather data that measures multiple attributes of diversity within an organization (like demographics and performance data). This will help identify differences between member groups and minimize any systemic biases that stifle employee well-being and, eventually, the overall success of that organization.

It is vital to share these data reports widely among employee groups so that they are aware of the steps executive and managerial staff are taking toward greater equity. It is also important to communicate these reports externally, which will favor transparency and future growth.

Gallup defines equity [in the workplace] as fair treatment, access, and advancement for each person in that organization.

A study revealed that “employees [in the majority of firms] are unaware of efforts underway to drive a more inclusive culture.” Almost 80% of participants mentioned that their organization didn’t adopt DE&I practices. Many employees were unaware of programs and activities that help tackle the challenges by bringing more inclusivity to their enterprise. Even “affinity networks” (where members share common traits and which are considered a strategic core of using DEI programs) were unaware of such activities, many of whom believed that the leadership team didn’t transparently communicate with them about such initiatives.

According to a survey, the results exposed how employees’ DEI needs were not being met. There was a substantial gap in awareness regarding the changes made in companies that adapted DEI activities, with less awareness in the employee groups. The latter still reported discrimination in the workplace. A very small proportion believed that there was equal opportunity provided to progress in their company. They also reported not being respected enough or provided with equal opportunities.

Another report showed that workplaces with diversity in their executive as well as employee groups consistently outperformed those with less diversity. Participants’ sentiments on “diversity and inclusion” revealed that the majority felt diversity was more present compared to inclusivity. But the latter might demand a completely different approach.

These findings show that DEI often works in favor of all, but we are not doing enough of it!

In the immediate future, we direly need DEI programs, whether in workplaces or the broader community. And there is much scope to improve programs that are already putting it to use!