While workplace diversity is visible in most company – it is not the same as inclusion.

Experiences of inclusion and exclusion often coexist in day-to-day interactions, reflecting both the complex and seemingly vague nature of inclusion and vivid experiences of exclusion.

This is because you can share in a conference call where each person can share their experience and then walks into a meeting knowing well that your contribution is of no value and so you remain silent (Nugent,2016, “et al”, pg 1). Employees reported feeling included when they experienced both:
“A sense of uniqueness—that they are recognized and valued for their specific attributes and contributions.
A sense of belonging—that they are welcomed and valued as part of their workgroups and among their colleagues”.  (Nugent, 2016, “et al”, pg. 2).

We must, therefore, seek to create an environment that can foster the growth and development of not only our men but also our women.

Moving Beyond Words:

In order for us to move beyond just words, we must be willing to look a measure that will seek to hold the tension or paradox of inclusion and exclusion being coexisting while pushing to ensure that inclusion becomes visible. This visibility requires that we create a shared understanding for inclusion which is model throughout the organization. Create policies that “interrupt exclusionary behaviour” as suggested by Nugent, “et al” (pg. 3), along with highlighting individuals who model the behaviour.

We’re urged not to implement programs as our main way to drive these changes, but to ensure we pay attention to human elements and ensure we have systems in place to monitor progress, challenges, and setbacks (pg. 3).

We need to create teams that are inclusive of race, and gender  (among other specifications) and provide them with the tools needed to be successful. The need to have increases in career development, effective mentoring opportunities, are a few of the other areas suggested by Northouse (2019) that we can deploy to help women to reach top positions.

####Reference

Northouse, P. G. (2019). Leadership: Theory and practice. Thousand Oaks, CA: SAGE Publication

Nugent, J. S., Pollack, A., & Travis, D. J. (2016). The Day-To-Day Experiences of Workplace Inclusion and Exclusion. Retrieved November 13, 2018, from https://www.catalyst.org/system/files/the_day_to_day_experiences_of_workplace_inclusion_and_exclusion.pdf