Are The Women In Your Organization Thriving?

A close look at the inclusion part of diversity & inclusion

These days there is never-ending talk about diversity and inclusion, particularly as it relates to women. Executives and boards know that to be innovative and relevant in the years to come they need to address this issue.  They are paying attention to research like the study done at Deloitte Insights which found that organizations with an inclusive culture are 8x more likely to achieve better business outcomes. 
 

However, when we take a close look at the fundamentals of diversity and inclusion, we see that the diversity part of the equation gets more attention because it is easier to measure. The inclusion part is trickier and more complex. Deloitte Insights identifies a basic formula: “Diversity + inclusion = better business outcomes. Yet diversity without inclusion is worthless.” A firm can work toward meeting its diversity goals but if it doesn’t have an inclusive culture those people won’t stay or thrive. The organization ultimately misses out on the benefits of its D & I initiatives.

When Catalyst conducted research on Inclusive Leadership, they discovered that when employees feel included:
 

As leadership consultants, we work with organizations of all sizes who are struggling with how to build inclusive cultures and attract, retain and advance women. We’ve taken a deep dive into the research and our own decades of experience to share key considerations as you evaluate how inclusive your culture is.

To feel “included” in an organization means to feel accepted as an insider in the workplace while maintaining your own unique identity.  Gallup’s research recognizes three fundamental requirements of an inclusive workplace:

a. Employees are treated with respect 
b. Employees are valued for their strengths 
c. Leaders do what’s right

These elements make employees happier, more confident and ultimately more productive. 

Having great leaders and a respectful culture that recognizes employees’ strengths isn’t enough.  To ensure that women can contribute fully, we need to take a closer look at the internal barriers that get in the way of feeling valued.

One significant obstacle is that a substantial pay gap still exists between men and women doing the same work.  This is demotivating to women who are working just as hard and getting results that are equal or better than those of their male counterparts.

For instance, in a large regional commercial bank servicing New England and New York, a women we’ll call Mary was promoted to the head of mortgages. She was excited and eager to surpass her group’s objectives. Yet soon after her move, Mary discovered that a new male hire below her was making $40,000 more than she was. She became angry and resentful, talking to other senior women about the inequities in the bank. When underlying organizational systems, such as pay rates, show a lack of gender parity, women don’t feel equally valued or respected. With the example above, the bank eventually responded and adjusted the pay discrepancy, however didn’t make broad changes across the bank.

Often executives make assumptions about their culture. The best way to confirm or challenge those assumptions is to examine where people thrive within the organization. Robin Ely, Faculty Chair of Harvard Business School Gender Initiative, suggests you ask deeper level questions on how you’re doing. At first, examine your culture as a whole, not with gender in mind, and then tease out where gender issues show up most. 

Ask questions such as:
 

With these answers, you can begin to see the norms, structures and patterns that direct your people. You can see where the pain points lie. Then you can check your assumptions and begin a strategy on how to address any issues that surfaced.

For example, one firm we worked with found that many key decisions were made in informal settings where mostly men were present, such as the golf course or over drinks after work.  Once this pattern was discovered, the firm made a conscious effort to include women in a wider variety of outings that gave them more access to senior management.   

Here are some best practices suggested by diversity and inclusion expert Karen Brown, author of the Harvard Business Review article, “To Retain Employees Focus on Inclusion – Not Just Diversity”:
 

Given these thoughts, do you think the women in your organization feel fully included? If you’re not sure, start asking questions to diagnose what’s really going on.  A diverse and inclusive workplace is worth the effort so that you get the full benefit of your employees’ talents and contributions.

Ellen Keithline Byrne, Ph.D., Karen Kirchner, MS, PCC, and Denise D’Agostino, CEC, are the co-founders of Her New Standard, is a leadership consulting firm focusing on advancing women in leadership. It was created to set a new norm for women leaders –– to help them rise up in today’s competitive world and make their mark.  Visit www.hernewstandard.com Follow @hernewstandard  Connect Ellen Keithline Byrne Connect Karen Kirchner Connect Denise D’Agostino