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Diversity and Inclusion – What is Diversity and Inclusion?
“Diversity and inclusion exists when members of an organization act in a manner that recognizes and respects individual similarities and differences such that employees feel they and their work are valued and meaningfully contribute to the mission of the organization.”
StrategyDriven Contributors
A diverse and inclusive work environment can only exist when members of an organization act in a manner that respects employee similarities and differences such that employees feel they and their work are valued and meaningfully contribute to the mission of the organization. It is in this kind of environment that employees become engaged and motivated to contribute the full extent of their knowledge, skills, and experience to the benefit of the organization on a day-to-day basis. Because they feel valued, employees within a diverse and inclusive work environment are less likely to seek employment opportunities elsewhere; subsequently reducing attrition and its associated productivity knowledge, and social cost.
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At times, organizations undertake ‘bet the company’ projects, initiatives so risky because of their sheer size, strategic importance, and/or operational impact that the project’s failure could bankrupt the company. ‘Bet the company’ projects necessarily demand heightened management awareness and focus, however, excessive diversion of leadership’s attention to these types of projects and away from others and/or day-to-day operations could also jeopardize the organization.
Managerial decisions often deal with fluid conditions and high risk situations. What might be prudent at the time a decision is made may not be appropriate soon after and could even adversely impact the organization. Therefore, execution of these decisions and the circumstances they seek to address should be actively monitored.
Everyone has a collection of thoughts that are almost automatically acted upon under a given set of circumstances or in response to a specific type of event. Reflective of our beliefs and values, these actions occur naturally as if by reflex. Sometimes these thoughts and behaviors are so shaped by our values we don’t give a ‘second thought’ to acting on them; in fact, we may unconsciously believe others who generally share our convictions will act similarly. We believe ‘it goes without saying’ that these actions will occur.
Standards and expectations define how work is to be performed; providing guidance for the consistent, efficient, value-based execution of tasks. At the outset, developing a comprehensive set of performance standards often appears to be an overwhelming and daunting task as employees within even the ‘least complex’ organizations perform countless different activities every day. However, it is not intended that performance standards be developed for every conceivable activity. Rather, standards should be formulated for those activities reflecting organizational values, implementing corporate strategy, and presenting significant risk. The documented basis behind this finite set of standards provides the guidance needed for employees to make rational judgments about the conduct of less significant activities.
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