In practice, diversity can be measured on a scorecard, but Van den Barselaar says it then often turns it into a box-ticking exercise for companies in a bid to look progressive. “It is that surface focus that results in inclusion going AWOL, when organisations hire people to fill scorecard quotas and then ‘tokenise’ or ‘other’ them by not giving them the space to be themselves and deliver to their potential.
A 2015 McKinsey report found that the most culturally diverse organisations were 35% more likely to exceed median earnings in their industry, while companies with strong gender diversity were 15% more likely to be exceptionally profitable. However, workplaces where employees from different backgrounds are hired, welcomed and promoted, are more collaborative, inclusive and diverse. Van den Barselaar says this positively affects how the company is perceived by employees, investors and the customers they serve. Essential conversation about diversity and inclusion
Van den Barselaar warns that getting there often requires challenging each other and having courageous conversations at all levels regarding complex topics. “That means establishing an environment where people feel safe, welcome and able to take risks and ask for help, positively impacting collaboration, problem-solving and productivity.”