Brown, K. (2018). To retain employees, focus on inclusion – not just diversity. Harvard Business Review.
Employees must feel comfortable in their working environment to give their employers 100% of their authentic selves. Employees who hide important parts of their identity out of fear of negative consequences employ “identity cover.” Examples include a Muslim worker praying in his car or a gay staffer who avoids mention of their partner.
The authors recommend using surveys, focus groups, and one-on-one conversation to create an environment that values the unique attributes of each member.
Segmented Engagement Surveys
Segment the data by gender, ethnicity, generation, geography, tenure, and role in the organization to identify issues that are leading to attrition. Does your organization offer affinity groups for all segments of your organization? Does your observance calendar represent all cultures within the organization? What messages are you sending through omissions?
Surveys provide employers information for creating inclusive programs that serve their stakeholders.
Focus groups
Using independent facilitators from outside of the organization encourage a free exchange of thoughts and ideas from the participants. These facilitators must not have a personal stake in the outcome.
One-on-one discussions
Managers who employ vulnerable honesty (as appropriate) give their direct reports the freedom to share their own thoughts and feelings with their supervisor. Sharing details about one’s family opens the
door for direct reports to share among each other. Honesty builds trust and strengthens the bond between team members.
L2: Demonstrate the ability to assess complex organizational environments and achieve communicative goals.
L4: Apply communication-centered scholarship to strengthen communication effectiveness.
D1: Iteratively develop inter-professional leadership competencies.
D4: Be equipped to influence change.
Keywords: honesty, trust, surveys, focus groups, culture, authenticity
