CONFIDENTIALITY & SECURITY
Diversity is the mix of people in your organisation
- All the differences between people in how they identify in relation to their age, caring responsibilities, cultural background, disability, gender, Indigenous background, sexual orientation, and socio-economic background (Social Identity), and their profession, education, work experiences, and organisational role (Professional Identity).
Inclusion is getting this mix to work – creating an environment where a diversity of people are respected, connected, and progressing and contributing to their organisation’s success.Inclusion occurs when a diversity of people (i.e. from different ages, gender etc.):
- Respected. Experience feeling valued and respected and able to bring their uniqueness/distinctive features into their work environment.1
- Connected. Experience feeling connected to co-workers 2, accepted and treated as an insider by others in their team and organisation 3, and a sense of belonging 4.
- Progressing. Access opportunities to develop their career and progress 5.
- Contributing. Can contribute their skills and perspectives to drive organisational success 6.
1 R.S. Bernstein and D. Bilimoria, ‘Diversity Perspectives and Minority Non-Profit Board Member Inclusion’, Equality, Diversity & Inclusion: An International Journal, vol. 32, no. 7, 2013, pp. 636–653.
B.M. Ferdman, V. Barrera, A. Allen, and V. Voung, ‘Inclusive Behavior and the Experience of Inclusion’, Symposium presented at the 69th Annual Meeting of the Academy of Management, Chicago IL, 2009.
L.H. Pelled, G.E. Ledford, and S.A. Mohrman, ‘Demographic Dissimilarity and Workplace Inclusion,’ Journal of Management Studies, vol. 36, 1999, pp. 1013–1031.
L.M. Shore, A.E. Randel, B.G.Chung, M.A. Dean, K.H. Ehrhart, and G. Singh, ‘Inclusion and Diversity in Work Groups: A Review and Model for Future Research’, Journal of Management, vol. 37, no. 4, 2011, pp. 1262–1289.
B.M. Ferdman, ‘The Practice of Inclusion in Diverse Organisations’, in B. M. Ferdman (ed.), Diversity at Work: The Practice of Inclusion, San Francisco, CA, Jossey-Bass, 2015, pp. 3–54.
2 M.E.Mor Barak (ed.), Managing Diversity: Toward a Globally Inclusive Workplace, Thousand Oaks, CA, Sage, 2011.B.M. Ferdman, ‘The Practice of Inclusion in Diverse Organisations.’
3 L.H. Pelled, G.E. Ledford, and S.A. Mohrman, ‘Demographic Dissimilarity and Workplace Inclusion.’
4 R.S. Bernstein and D. Bilimoria, ‘Diversity Perspectives and Minority Non-Profit Board Member Inclusion.’
B.M. Ferdman, ‘The Practice of Inclusion in Diverse Organisations.’
P. Lirio, M. Lee, M. Williams, M. Haugen, and E. Kossek, ‘The Inclusion Challenge with Reduced-Load Professionals: The Role of the Manager’, Human Resource Management, vol. 47, no. 3, 2008, pp. 443– 461.
5 Q. Roberson, ‘Disentangling the Meanings of Diversity and Inclusion in Organisations.’
6 F. Miller and J.H. Katz, ‘Cultural Diversity as a Developmental Process: The Path from a Monocultural Club to Inclusive Organization’, The 1995 Annual, Volume 2, Consulting. J. Pfeiffer.
F. Miller, ‘Strategic Culture Change: The Door to Achieving High Performance and Inclusion’, Public Personnel Management, vol. 27, no. 2, 1998, pp. 151–160.
Q. Roberson, ‘Disentangling the Meanings of Diversity and Inclusion in Organisations’, Group & Organisation Management, vol. 31, no. 2, 2006, pp. 228, 234.