Here's how you can foster diversity and inclusion within your team.

I do agree that embracing various sorts of differences in culture, religion, belief, language, ethnicity or sexual orientation/ preferences helps have a better team that can deliver on individual and team responsibilities in time and high quality standards. Yet, leaders should also be watchful of toxic ideas that deteriorate team cohesion and relationships and find mitigation measures timely and systematically.

Embracing diversity is good business. It creates a wider range of perspectives, as people from different backgrounds bring different experiences and viewpoints to the table. This diversity can lead to more creative problem-solving and better decision-making. Further, having a diverse workforce can help better understand its customers, who are themselves a diverse group. Finally, casting a wider net for talent will attract the best and brightest people, regardless of their background. These diverse teams are better at challenging the status quo and developing new ideas.

I endorse diversity of thoughts and opinions at workplace. Leader's vision to accept differences is the key to foster diversity of thoughts in the team. This also leads to innovative ideas by the team. If the leader opens the discussion in a participative manner, more open discussions and new propositions will emerge and the team members will take them to completion with more ownership.

When hiring, think outside the box...bit of a cliché, but it's still surprising how many managers will hire a younger version of themselves or in their own image. Look for complimentary skills to build a team, but establish a mutual respect between colleagues for what they can individually bring to the table.

A tailored approach should be taken to strengthen anti-discriminatory rules. Organized policies are relevant to your unique environment and provide education to identify and eliminate patterns of discrimination. These policies also work to create accountability and keep inclusion top of mind.

Creo que desde hace un tiempo hasta esta parte y mas, luego de la pandemia, que las organizaciones ya presentan una estructura mas horizontal que antes, y eso tambien se aplica a todo genero o grupo que antes haya sido excluido y hoy fomentado desde el trabajo remoto, a actividades grupales presenciales hacen que todos formen parte. Generar estas politicas a traves de la comunicacion general hacen que sea aun mas inclusivo, el poder hablarlo es la clave.

Policy formulation is by far much easier than the commitment to implement accordingly. This is most revealing in situations of keeping inclusion alive at organisations and institutions. Individuals in their roles may be fully aware of policy provisions, yet less inclined to live by rules. Bias sentiment in humans becomes harder to curb in those seen to be principled and we expect them knowing better. The fact that it requires policy and regulations to tackle biases, paving way for inclusion means that discrimination of some sort prevails. Alienating others just because you share less in common with them is one unhealthy work place worst practice. While policy makes it better, regulation to punish perpetrators serves as stop valves.

Remember, inclusivity isn’t a destination; it’s a journey of continuous improvement. As such, regular review and updating of your policy should be an integral part of your organization’s strategy. The benefits of implementing an inclusive policy extend beyond legal requirements. The real test is in ethical considerations and the proof of the pudding is in tangible business benefits. So how many organizations are willing to walk the entire journey? Very few in my limited global observations. We find that ethical considerations are also being applied to the use of AI for HR. EU AI Act is the world's first comprehensive legal framework on AI. However, transformation can only happen with inter-section of truth and re-conciliation.

It is important that not only are the policies in place but that they are acted upon and that the whole company adhere to them. These policies should be simple but also tailored for a variety of people so that everyone would feel comfortable with them.

Having watched leaders unable to address their own biases is why these type of trainings oftentimes fail to produce the results and outcomes claimed to be needed by companies. There is a silent shame attached to bias awareness and doing the inner work to more than revealing it, but healing them. So if you are going to hire someone to do a training, make sure you also hire someone who has the skills to advise/coach/heal what is revealed from the training.

It’s critical to recognize one’s on unconscious bias towards personality, diversity of thought and resiliency. Just because you can’t envision it for yourself, it doesn’t mean it’s impossible for someone else. I am reminded of a mentor’s advice provided to me, “when it comes to leading a high performing team, don’t focus on how individuals complete the work, focus on if the work gets done”.

In my experience, The companies that actively encourage the diversity have been shown to be more creative, to make better decisions, to have better active and satisfied employees, to have a deeper understanding of their customers to be more flexible and responsive to market changes,

Awareness of biases is a crucial first step, but addressing behavior is even more important. While individual awareness is valuable, creating systems that mitigate bias is essential. Implementing bias disrupters like completely anonymous resume reviews can prevent individual biases from influencing decisions. Provide training and workshops to help your team recognize and manage unconscious biases, and design processes that ensure equity and inclusion. By focusing on systemic solutions, we can create environments where individual biases have no place, leading to more equitable and inclusive interactions.

I have seen many managers/leaders unable to make conscious decisions due to biases. Those actions can cripple a team and stifle one’s creativity, therefore sabotaging growth for a team or the individual. It is become increasingly apparent that to be an inclusive leader, one must recognize their own biases, explore how to address them when they arise, and deploy strategies to effectively allow them to not influence an outcome.

Hiring managers should also ask recruiters for a diverse pool of candidates to ensure recruitment tactics are effective and reaching a diverse audience. Women and minorities are underrepresented in business and in particular in management and senior leadership roles. Don’t be complacent with non-diverse pools of candidates. Diverse, qualified talent exists. Challenge your recruitment teams and scrutinize your recruitment efforts if you keep getting the same results. More importantly, set some accountability measures in this area. The more reflective your organization is of your market, your consumer-base, client-base, partners, etc, the better your bottom-line.

Quanto mais uma empresa ter pessoas de perfil diferente, mas ela agrega conteúdo nas pessoas, todo recrutamento deve ser livre de conceitos pré estabelecidos e ser de uma maneira clara e igual a todos

Job descriptions and postings themselves can force certain people to self-select out of your recruitment process. Use a de-biasing language tool like Textio and also have your internal and external job documents vetted by a diverse team prior to sharing to eliminate gendered or other exclusionary language.

Be aware of what diversity means to you, why you want it, and in what way. People analytics prove that diversity in extraversion and introversion in a team is added value. But it also pays to be non-diverse in agreeable or critical personalities. Usually, they favor the same tendency in their cooperation with others. So is your culture based on agreeable or critical tendency?

"Safe spaces" as a concept has become a triggering expression for some people, but it does not equate to coddling or special treatment as is commonly misrepresented of the term. It simply means treating everyone with respect, dignity and being aware of how your actions impact others. When a workplace has strong psychological safety, everyone can show up and do their best work free of harassment or discrimination.

I’m a big supporter of creating safe and secure spaces for employees to voice their concerns. Having this outline can create a better sense of communication and inclusivity. The notation of being comfortable with being uncomfortable is a true thing and in order to really get down to the meat of it, we have to have these realtime but also raw conversations! This world is very different now and these problems are not going anywhere. Create the space and include the inclusion!

Building and setting guidelines for interaction are important as a leader. If people trust that you will guide them with respect, it leads to building trust. If people feel that there is any type of bias or favoritism exhibited, it will ruffle feathers and lessen team camaraderie.

Rather than making DEI a "checkbox" exercise for the purposes of compliance or optics, make it an organizational lens through which every company program, policy and action is filtered and examined. Identify your internal DEI champions to lead this work or hire an external consultant, if required to create & apply this lens to the full scope of the organization. While professionals can become adept at the concepts included in DEIB - no one ever stops learning, especially true of those at the highest levels of leadership.

That's good to know I see that continuing education involves diversity and inclusion education I feel that it's ongoing as well I think 🤔 that each day is a new beginning I want to believe that when go home and retire we won't forget either I intend to keep researching this situation

Learning is only one avenue that leads to exploration and understanding. Intellect doesn't replace experience. Direct experience with diversity and inclusion has a precipitous value because it is based in authentic experience. Placing people in these places of experience can help accelerate the cognitive dissonance experienced by people who represent these diversity populations so that inclusion is more quickly possible. Transcendence happens when we can both see and be seen authentically to the point of relatability. When we can share a difficult experience together, we bond emotionally, intellectually, and intimately.

Ensure that DEI is the golden thread through all of your education methods so it becomes fully a part of how you do business and is never an add-on.

La diversidad y la inclusión en la mente de todos y todas de un equipo multicidiplinario en conocimiento continuo en conjunto para trabajar en equipo y mejorar el aprendizaje y aprendizaje a desarrollar con nuevas metodología para mejor funcionamiento . En aprendizaje continuo se basa en la practicidad en el desempeño de trabajo .

People don’t consider buy in. The culture has to support inclusion for people of diverse cultures to thrive. Companies must consider a cultural shift towards creating a inclusive culture. That means everyone dedicated to bias awareness, removing systemic barriers, creating a safe space and continuous growth. Without the buy-in you will continue to hire and lose qualified excellent diverse employees because the environment is unsafe for them.

Below are some points to consider: 1.Promote Open Communication: Encourage team members to share their perspectives and listen actively to understand different viewpoints. 2.Provide Training: Offer diversity and inclusion training to raise awareness and build skills for creating an inclusive environment. 3.Recruit Diverse Talent:Actively seek out and hire individuals from diverse backgrounds to enrich the team's perspectives. 4.Create an Inclusive Culture: Establish policies and practices that support inclusivity. 5.Recognize and Address Bias: Be vigilant about identifying and mitigating unconscious biases in decision-making processes. 6.Celebrate Differences: Acknowledge and celebrate cultural, social, and individual differences.

A missed opportunity I see within some organizations, especially larger corporations is really leaning into employee resource groups (ERGs). And, going beyond using them as a DEI checklist item. While ERGs provide a great source of connection and support for members, ERGs also want to align with the strategic priorities and goals of the organization. They want to see more people like them hired and promoted, they want the business to engage more partners and clients like them and ultimately they want to help the organization be successful. Let’s listen more, let’s make sure executive sponsors are influential decision-makers and let’s equip ERGs with the data and resources they need to help the business grow!

It is also important to establish clear metrics to track the impact of the organization's diversity and inclusion initiatives, I see many organizations fail to measure progress and celebrate successes of such initiatives. For example, if the organization sets a goal of increasing the representation of women in leadership roles by 20% over the next 3 years, the organization needs to track the progress annually and recognize departments or teams that have significant strides, and highlight success stories of women who have been promoted By incorporating clear matrices into the initiative approach, one would create a more holistic, impactful, and sustainable diversity and inclusion program that drives real change within the organization