KUALA LUMPUR | Despite professed commitments to create a more  inclusive workplace, many organizations still struggle to gain traction, according to a new  report by Kincentric, the part of global leadership advisory firm Spencer Stuart that is  specifically focused on unlocking the power of people and teams to ignite change and  achieve organizational success. Based on a survey of nearly 5000 employees across the  globe, the research reveals the critical role leaders play to drive inclusion, with benefits  ranging from better employee retention and engagement to improved team agility during  challenging times.  

According to Kincentric’s findings, there are four key elements required for inclusion in the  workplace: people are valued, are enabled to use their voice, have decision-making  influence and can contribute their best. However, in this latest research, 73% of  employees report having experienced exclusion in the workplace, while only one in three  employees say they work in a culture that powers inclusion – one that lifts everyone up  and in which everyone is treated fairly, has equal opportunities and can speak up, be heard  and respected.  

Kincentric conducted the study to better define and understand the experiences that drive or  derail inclusion and demonstrate its impact on overall business performance, and their full  report shares several notable findings:  

  • Ultimately, inclusive cultures are created at the top. Leaders must walk the talk  and model inclusive behaviors or risk their credibility. Nearly 1 out of 3 employees  view senior leadership actions as performative or insincere when words are not  backed up by action. Of those employees who question the sincerity of their leaders’  actions, only 3% report experiencing a culture of inclusion. 
  • In general, senior leaders often have a more favorable outlook on inclusion  than employees. Senior leaders are having a more favorable day-to-day experience  of inclusion (62%) than managers (48%) or employees (26%). This is causing a  disconnect between leader’s perceptions and employee’s reality. 
  • Inclusion drives retention and engagement. Individuals at workplaces they  describe as inclusive are twice as likely to stay with their organization and three  times more likely to have a sense of belonging than those who don’t. 
  • Inclusion can maximize the potential of people and teams, creating better team  dynamics and expanding skill sets across teams. Additionally, employees that report  experiencing inclusion in the workplace are four times more equipped to navigate  challenges and work collaboratively to find solutions in the face of conflicting  opinions. 

“Leaders can make or break an inclusive culture. Inclusion doesn’t just happen – Inclusion is  leader-led and must be intentional,” says Dnika J. Travis, Ph.D., Director of Research and  Insights at Kincentric, who led the research. “Creating a culture of inclusion is a business  imperative. It ensures every employee is valued and able to fully contribute to the organization, delivering a number of advantages, including improvements in retention,  engagement and team performance.” 

Kincentric offers actionable advice to leaders looking to build a culture of inclusion: 

  • Take charge with an unwavering commitment: Inclusion must be embedded in  everything you do, from the talent systems that drive consistency in your employee  experience to words, behaviors and actions that reinforce a culture of inclusion that  enables people to thrive. As a leader, you must be willing to talk about the difficult  aspects of your culture and shift performance management processes to root out and  address bias. It is also crucial that you put processes in place that deal with and  eliminate any acts of exclusion and mistreatment you observe – don’t leave it to  anyone else to tackle. 
  • Be willing to embrace discomfort. CEOs and senior leaders can achieve greater  impact by not shying away from tough, unsurfaced, or polarizing aspects of an  organization’s culture. As a leader, not acknowledging, validating, or truly  understanding what is happening within your organization undermines your credibility  and employees may perceive this as a lack of sincerity in your efforts. You must also  have the courage to address your own non-inclusive behaviors while challenging  others to do the same. 
  • Embrace failures and adopt the right mindset. Achieving inclusion requires a firm  commitment to learning and refining your approach based on data, insights, and the  experiences of the people you are seeking to include. You and your organization will  make mistakes, but that doesn’t necessarily mean what you’re doing is not working;  it’s what you do next that is most vital. 
  • Step back and take stock. Be honest with yourself. How have your assumptions  around organizational cultural norms impacted your ability to lead inclusively? Have  your actions affected your credibility, and are there any steps you need to take to  redress this? You must hold yourself and everyone else in the organization  accountable for building a true culture of inclusion—in which all employees are  valued and can contribute their full potential.