Inclusion First: Getting Buy-In From Non-Marginalized Groups

Inclusion & Diversity is a phrase that’s heard a lot at work. Large companies have started to build HR teams specifically focused on improving inclusion and diversity, with some firms even making attempts to create C-Suite positions dedicated to these aspects in the workplace. Although these initiatives are (hopefully) well-intentioned from the top, a lot of eye-rolling comes from employees, dreading training sessions where they’re talked at about best practices they should already know.

In order to have a truly inclusive and diverse culture, companies need to have buy-in from majority groups. While agendas can be pushed from the top, behavior shift and buy-in from employees are what actually make a difference in workplace culture. Majority groups may not feel that diversity initiatives benefit them, but inclusion certainly pertains to everyone, regardless of race or gender. Focusing first on inclusion initiatives (that aren’t tied to diversity) is the key to getting majority buy-in and can lead to the eventual acceptance of diversity.

The business case for diversity is well-known, with studies showing that diverse organizations are 35% more likely to outperform competitors. Focusing on diversity is also “the right thing to do”, and companies are becoming more scrutinized for their corporate governance. In the UK, regulations require companies with more than 250 employees to publicly disclose the gender diversity breakdown of their workforce. There’s a call to action for companies to take diversity seriously, and firms that know what’s good for them are trying to respond accordingly.

Companies are ramping up diversity efforts, but they aren’t working as well as they should. A report by Boston Consulting Group found that although more than 90% of companies have diversity programs, only one in four women felt they gained any benefit. Diversity initiatives fail due to a number of factors — resistance being a major one.

The concept of inclusion is resisted less than it is for diversity because everyone can undoubtedly relate to inclusion. “Belonging” is part of Maslow’s Hierarchy of Needs and humans are self-interested. While people are busy juggling between priorities, time is too precious to be spent on efforts that don’t yield personal benefit. Some ask, “What can a heterosexual white man gain from diversity initiatives anyway?” A lot, actually — but that’s a different discussion.

So, how should companies approach inclusion? There are four levels that should be addressed so that inclusion is sustainable from the most granular level (the individual) all the way up to the top (the organization).

A Four-Pillar Approach

I: In 2017, Accenture launched a video called “Inclusion Starts With I”, and it sparked a conversation about how individuals can make personal commitments towards workplace inclusion. This pillar emphasizes what makes individuals feel personally valued, and how people can invest in themselves to enhance their experiences at work. This is the first step in having majority groups realize that their personal needs are not that different from those with diverse backgrounds.

We: This pillar is about understanding how we interact with others, specifically how we communicate ideas and listen to people one-on-one.

Team: When we think of inclusion, it’s usually based on a group setting. This pillar focuses on valuing everyone’s voice. It’s not always on the diverse individual to speak up — it’s up to everyone in the room to create an inclusive environment.

Organization: Although people belong to separate teams, they work for the greater company. This pillar highlights what it means to have a strong company purpose, and how employees’ responsibilities are valued in the big picture. Individuals’ diverse contributions are part of the large mosaic of their company’s ultimate mission.

Inclusion is personal and difficult to quantify, but making it a priority can pave the way for diversity. It’s a path that will be paved quicker when majority groups commit to it. When majority groups link inclusion back to their personal needs, they will realize why people from diverse backgrounds struggle with inclusion. Proving the importance of inclusion creates a strong foundation for diversity, because it’s through the understanding of inclusion that empathy is created. At the end of the day, buy-in is achieved by showing majority groups that both inclusion and diversity are about everyone — even them.