inclusion means in a corporate culture. In their eyes, inclusion is
more about a reflection in varying ideas and work styles than it is
about skin colour, religion or ethnicity. Stretching beyond demo-graphic
and socio-cultural traits, inclusion – now more than ever
– is about being able to share a diverse set of views, backgrounds,
education and experiences.
Deloitte strives to create a deep sense of belonging where peo-ple
can bring their whole selves to work. The company wants
those who choose to walk through the doors every day to feel not
only included, but also inspired. When all ideas are on the table,
it sparks inspiration and creates an inclusive environment, one
where employees are valued and feel that they have an opportuni-ty
to provide input and lead at every level.
Undeniably, we need more diversity in corporate Canada, but
diversity alone will not build more of the inclusive organizations
we need. Organizations that focus on maximizing the potential of
each of their people win in this market. In the war for talent, inclu-sion
in 2018 and beyond will be a competitive advantage.
CREATING A MORE INCLUSIVE CULTURE FOR
It’s time for organizations to move from a mindset of counting dif-ferences
to seeing strength in our unity. So be bold, and take the
following actions to move your organization from optics to real
outcomes when it comes to inclusion for your people:
1. Set expectations for inclusive leadership behaviours and
live by them.
It’s important leaders “walk the talk” and model inclusive
behaviours on a daily basis. We owe it to our talent to hold
leaders accountable on this front, meaning both rewarding
inclusive behaviours and confronting exclusive ones.
2. Drive diversity to protect against backlash.
Create an environment where diversity is the norm, not
the exception. Develop people as individuals, and tailor
growth according to their needs and aspirations to create
an environment where each person can thrive – personally
3. Enable your people to help shape what an inclusive
workplace looks and feels like.
Let your people have a voice in preparing for the future of
work. Engage your employees to rethink what inclusion
means for your organization and industry. Like the “inclusion
generation,” (now the largest generation in the workforce)
think about how people with different backgrounds, skill sets
and mindsets can work collaboratively together. Research
tells us that this positively impacts both the front lines in
terms of talent experience, and the bottom lines on our
4. Remove unintentional biases by reviewing processes
Use tech tools, like blind screening, to help remove bias from
the recruitment process. Take the time to review and examine
unwritten rules and norms, such as hiring based on cultural
fit, which may be attributing to exclusion. Cultural fit, after
all, infers hiring more of the kind of employee that your
organization already has.
5. Become an inclusion champion both inside and outside
Speak candidly about what is and isn’t working in
your organization when it comes to inclusion. Having
open conversations with clients, suppliers and other
network connections can assist with building a truly
Creating an inclusive culture requires organizations to think
about the ways they can enable their people to connect, belong and
grow. Harnessing the unique strengths and capabilities of individu-als
– all individuals – is the key to building better workplaces, and a
better Canada, as long as we have the courage to unite to include. n
Kim Tabac is the chief talent officer at Deloitte Canada.
Canada’s full Outcomes
over optics Inclusion
Report to learn how
inclusion can drive
the future of Canada’s
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24 ❚ JANUARY 2018 ❚ HR PROFESSIONAL