So often when the topic of company culture surfaces, it is more exclusive than inclusive. Company culture should describe the shared values and practices of everyone in the organization--the threads that bind people together. And yet, company culture more frequently describes the implied directives issued by those who have authority, seniority, or are otherwise in a position of relative power.
Think, for instance, about the way that the idea of "culture fit" is used to include or exclude individuals from the hiring process. Whether or not someone fits automatically into a pre-existing culture has nothing to do with their ability to fulfill the responsibilities of the role. This shouldn't be criteria that we use to select a candidate, but we can still fall into the trap of our implicit biases when we prioritize seeking out what feels comfortable and familiar.
So, how do we create a work culture that is inclusive and supportive? How do we make sure that we aren't perpetuating an exclusive work culture just because that is what we are accustomed to? How do we invite progress and nourish diversity in ways that benefit individuals, as well as the overall organization?
Here are a few ideas to get you started:
-
Slow your brain down
When it comes to bias, perhaps the most valuable tool in your inclusivity arsenal is the ability to slow down. Bias is rooted in our brain's propensity to rely on patterns and condense large amounts of information in order to keep us safe. But that means that our brains are often working against us when we try to learn new concepts, put ourselves in new environments, or embrace new habits.
It takes time and conscious effort to reorient ourselves, which means that it takes time and conscious effort to become more inclusive in our thoughts and in our behaviors. In order to build an inclusive work culture, learn to slow yourself down enough to consciously question the things you might not ordinarily consider (because they typically stay in your unconscious). Here are some questions you might ask yourself in different workplace situations:
- Is this decision or behavior aligned with inclusive values?
- Do I have enough information/expertise/resources to make this choice?
- Why do I believe my coworker would be a good or bad fit for this task?
- Why do I feel defensive, uncomfortable, enthusiastic, etc. about this decision?
- Who is invited to this meeting? Do they all need to be present? Is there someone else whose perspective could be valuable here?
-
Make sure DEI is embedded in your company values and policies.
It's one thing to talk about creating an inclusive company culture or to have a general sense of company culture based on unspoken practices. It's something entirely different to codify that culture so that equity and inclusivity is expected and required of everyone.
One example of this is to integrate DEI practices and objectives into employee performance evaluations. This ensures that inclusion-based training and behaviors are part of an ongoing dialogue between employees and their supervisors and that inclusion-based goals are reviewed in tandem with other aspects of employee job performance.
Bear in mind that policy changes also need to be enforceable, and they need to hold leadership accountable just as much as they hold lower-level employees accountable.
-
Think seriously and critically about how DEI committees, advisory boards, and/or ERGs are connected to the rest of the organization.
It's fairly common for today's organizations to create a branch of HR dedicated to DEI issues, to create a committee or advisory board for DEI, or to set up ERGs to help support employees. This can be a great starting point, but sometimes well-meaning organizations fall into the trap of creating dedicated DEI programs without thinking about how those programs will stay connected to the rest of the organization.
Remember, DEI is about everyone, and creating an inclusive company culture means that your DEI programs should relate to the entire organization. Here are some considerations:
- ERGs should have a direct line of communication with leadership, HR, and/or DEI decision-makers so that any feedback they have can be funneled to the appropriate place.
- DEI committees/advisory boards should have representatives from different departments, employees with different backgrounds, and employees with varying levels of seniority. Don't shy away from including new hires in these groups or meetings--they may very well have a valuable fresh take on the company precisely because they aren't embedded in the organization as much as seasoned employees.
- Make sure DEI committees/advisory boards have leadership present and/or have direct lines of communication open with decision-makers.
- Outline formal processes in your policies that individuals can refer back to when they have questions, concerns, or feedback. When there is a formal process in place that is clearly communicated and accessible to all, meeting people's needs, developing DEI objectives, as well as implementing DEI initiatives will become smoother and more effective.
Want to learn more about building an inclusive company culture? Check out our step-by-step guide here.
