Creating A DEI Culture Goes Beyond Simply Putting Policies In Place

Committing to organizational culture through connection, communication and consistency

Almost one year into the global pandemic we have seen organizations of all kinds impacted by Covid-19 in some way, with many required to rethink how to manage operations to keep doors open and minimize detrimental impact to their bottom line. Yet, even though there are many others that have performed well financially through these challenging times, there is no denying that organizations across all sectors are dealing with a workforce crisis.
 

When faced with a global pandemic, the idea of ‘business as usual’ is no longer usual. Across the country, many individuals have struggled with physical and mental health concerns that, if left untreated, have significant potential to affect business. Regardless of industry, size or geography, organizations are faced with an increased responsibility to support employees in the near and long term, while taking a step back to rethink how to effectively communicate with them.

At FCT, we implemented a focus on the “three Cs” – connection, communication and consistency – to demonstrate that we’re invested in our employees and we are listening to their needs to provide them with the support they need to feel encouraged and valued. 

Connection

Now, more than ever, creating a diverse, equitable and inclusive culture goes beyond simply putting policies in place. It requires a supportive environment that allows every employee, regardless of who they are or what position they hold, to thrive as a key member of the team. 

Creating a collaborative and supportive environment can be difficult under the current circumstances, as the traditional workplace of the past has been replaced with virtual communication tools, adding new layers of complexity in bringing team members together and recognizing great work. 

To navigate these challenges and provide an environment that supports employees, especially during a pandemic, organizations may benefit from employee engagement platforms. Beyond simply staying connected, this is a great way to regularly recognize employees for their contributions, particularly as they push through the challenges of our current climate. As well, leaders can also connect with employees while working remotely, through regular check ins or by scheduling time for the team to socialize via a virtual platform on a regular basis.

At FCT, we have been working hard to expand our conversations about diversity, inclusion and belonging (DIB). In building out our efforts, we have found that the best approach to increasing communication around DIB is to not create plans in a reactive or sudden way. Instead, we are carefully developing meaningful, sustainable steps that will benefit our employees and our organization over time. 

Communication

Communication can be a grey area, with the concept often centered around the push-down of information from an organization to its employees. 

However, at FCT, we have found that one of the most effective ways to build a strong connection and empower employees is to establish two-way communication by understanding their interests and listening to their stories through frequent, honest and constructive conversations. 

We plan to expand the conversation through Community Circles, which are sessions that provide a safe space for employees to participate in open, honest, and empathetic dialogue that will help deepen our understanding of the unique challenges faced by underrepresented groups in the workplace, and in our communities.

Taking the time to learn about and share employees’ life accomplishments, as well as obstacles they have overcome, brings teams closer and allows all team members to further understand and respect each other’s diverse life experiences. 

Creating a culture of open communication and sharing not only encourages a more inclusive environment, but it also allows employees to find new reasons to bond. This is mutually beneficial for both the employees and organizations; beyond helping to build a stronger internal team, this has the potential to increase employee retention, as employees are less likely to leave a team in which they feel valued and respected.

Lastly, communicating and understanding each team member’s unique set of experiences and perspectives is essential for developing new ideas and innovation, which is a major contributor to an organization’s continued success.

Consistency

The most important of the three C’s is consistency. It is important to create an atmosphere that is consistently welcoming for individuals across all minorities, regardless of ethnicity, gender, sexual orientation or disability. 

When a leader is consistent in their approach, it is easier for team members to understand expectations regarding their specific role and the overall values of the company. This consistency is required across all facets of the workplace; leaders must not only communicate the organization’s values, but also ‘walk the talk’ and demonstrate their corporate values each and every day. 

Companies that are consistent in communication and leadership are also better suited to manage change, helping team members to navigate through their day-to-day responsibilities and increasing their confidence in finding solutions when challenges arise.  This is particularly important in today’s uncertain environment; organizations with an inherently team-oriented mindset have been better positioned to achieve company objectives and uphold company values. 

Looking Forward 

Successfully building a culture of diversity, inclusion and belonging requires a serious commitment from an organization’s leadership and requires participation at every level. While each organization will have different values and processes that work best for its people, it’s important that leaders prioritize connection, communication and consistency in their approach. Proactively establishing a ‘people-first strategy’ and embedding these values within is critical to ensuring employees feel valued, supported and set up for success. 

Author Bio

Michael LeBlanc is Chief Executive Officer at FCT. Along with his CEO position, Michael also serves on the Board of Directors of FCT Insurance Company and as Chief Agent in Canada for First American Title Insurance Company. Visit https://fct.ca/  Connect Michael LeBlanc