Pride month is coming to an end. But this doesn’t mean your efforts to build workplaces that value diversity and inclusion and put them into practice have to as well.
We all want inclusive cultures. Let’s look at nine companies that are cultivating inclusive workplaces. Their strategies will inspire your own.
9 inclusion strategies of leading companies to inspire your own
From startups to international corporations, each inclusion strategy has a common theme: building empathy and understanding. And they do it in concrete ways with meaningful outcomes.
Amex, the banking company every American is familiar with, believes an inclusive workplace starts at the top. That’s why they have mandatory inclusion training for leaders at the VP level and above.
Leaders unpack what inclusion is and how a workplace that values it looks. Then, in small groups, they discuss and brainstorm ways to foster inclusion in the company.
HR teams measure the impact by surveying employees and convening focus groups. This helps them tap into employee sentiment and understand how ideas made up top unfold on the front lines.
Leaders need to know what inclusion is and its value. If they don’t, how can they buy into it? Likewise, the job’s not done once the decision is made. Seek feedback from the employees that those decisions affect.
This multinational software company is the backbone of design in the engineering, architecture, media, and manufacturing industries. They need diverse perspectives and world views, saying it “allows us to create and innovate leading-edge products… and collaborate effectively.”
Collaboration. It starts in the meeting room. That’s why Autodesk actively practices and reinforces inclusive meeting tactics. Some tactics include:
- Distributing meeting materials in advance and sharing questions to be discussed.
- Making sure remote workers feel included in meetings. If one person is calling in, everyone else will.
- Rotating meeting times if for remote workers in different time zones.
- When someone is recognized for an idea that someone else put forward earlier in the meeting, point out who shared the idea originally.
- Calling out and avoiding “mansplaining.”
- If one colleague interrupts another, call attention to it to underscore the importance of letting everyone be heard.
Sweat the details. Inclusive environments are built through person-to-person interactions that happen every day.
Avison Young has always been a people-first organization. Their people set them apart as a commercial real estate firm in a competitive market. They launched a mentoring program using Together’s platform to support their Emerging Leaders program and Employee Resource Groups for Black professionals, their Women’s Network and LGBTQ+ employees.
Their mentoring program connected each employee with a relevant mentor based on their goals, experiences, and preferences. Each pair would meet monthly with tailored resources to help them build a meaningful relationship.
Mentoring programs are an effective way to support employees from underrepresented backgrounds and prepare them for leadership roles. They also build community and show workers there’s someone in their corner.
Bak USA, a manufacturer of mobile computers in Buffalo, N.Y., holds potluck parties to celebrate the 14 nationalities represented among its 100 employees.
They also created a prayer room for Muslim employees. The need became apparent after an executive cleared their office for 15 minutes daily. Eva Bak, VP of People, said the result was that “people felt they could bring their full selves to work.”
Don’t build a workplace where people must check themselves at the door. Make room for cross-cultural activities that provide visibility to diverse and possibly underrepresented employees.
Capital One makes career advancement equitable with their sponsorship program, Advancing Black Leaders. Its champions look at the challenges that commonly stand in the way of advancement for Black leaders in the corporate world.
One of the primary things was mentorship and face-to-face time with executives. This program connects them with a senior-level sponsor who will advocate for them and help them advance in their careers.
A sponsorship program is an incredible way to bring more diversity to who’s advancing in the company.
Chevron, the energy company, has a long history of supporting inclusion efforts. They were one of few companies that supported AIDS education in the workplace in 1986. They founded their first Employee Resource Group in 1991, the PRIDE (Promote Respect, Inclusion, & Dignity for Everyone) network.
Most recently, they’ve continued to be ahead of the curve in supporting LGBTQ+ employees with a 10-page guidebook called Transgender @ Chevron, designed to “foster dialogue and understanding of transgender issues in the workplace.”
Education is at the heart of many inclusion efforts. If employees don’t have access to resources on the what, how, and why, how can they help reinforce an inclusive workplace.
Lever is a recruitment tech company. You’ve likely seen a job posting using their platform or made one yourself. They turned inwards and looked at their own recruitment process to make it more inclusive.
They generated a long list of opportunities, but these are the most revealing:
- They put in place project interviews that allow candidates to demonstrate soft skills and how they would work on a team.
- In every job posting, the company made sure to explicitly mention that it was looking to build an inclusive and diverse workforce.
- They removed “Culture Fit” as a reason to disqualify a candidate in favour of more descriptive terms.
- They designed job postings with gender-neutral language.
- Their interview panels include diverse stakeholders. Not just race or gender, but different backgrounds, neurodiversity, and more.
Look at your candidate experience. How are panels chosen? What questions are asked? Dig into the details, and like Lever, you’ll likely find opportunities to improve.
One of the best ways to help build a more inclusive workplace is to reward those doing just that. LinkedIn started paying Employee Resource Group leaders for their efforts.
When asked about what led to the decision, Teuila Hanson, LinkedIn’s chief people officer, said that “despite the tremendous visibility and impact to the organization, this work is rarely rewarded financially. LinkedIn is changing that.”
If you can, compensate the champions of Diversity and Inclusion at your company. If not financially, then through some form of public recognition.
Merck & Co. Inc.
This large pharmaceutical company takes a page out of American Express’ book by enrolling leaders at all levels in unconscious bias training. The training helps make leaders aware that they can judge people based on their gender, race, or other factors without realizing it. Doing so drives home the importance of modelling inclusive behaviour.
In addition to training, Merck hosts an annual Global Diversity & Inclusion Experience month that celebrates the differences among its 69,000 employees in more than 140 countries.
Don’t shy away from formal training. Making space to reinforce the importance of Diversity, Equity, and Inclusion can make strides in engraining its values in the company culture.
A quote we’re thinking about
We hear diversity and inclusion so much we often use them interchangeably. But they’re different. This is summed up perfectly by Janet Stovall, Global Head of DEI at NeuroLeadership Institute, in her Ted Talk.
“Diversity is a numbers game. Inclusion is about impact. Companies can mandate diversity, but they have to cultivate inclusion.”
Janet Stovall, How to get serious about diversity and inclusion in the workplace
A bit about us at Together
At Together, we believe that relationships drive performance and inclusion. For that reason, we exist to ensure every employee has mentors and peers they connect with and learn from regularly. We do this with our award-winning mentorship platform that makes it easy to connect employees with relevant mentors and peers.