In the 21st century most companies operate globally or are at least planning to do this. Leading global business is almost inevitable in the current context of the world and also one of the key ways to build sustained profitability. But global businesses also mean global workforces that include multiple cultures, ethnicities, races and socio-economic backgrounds working together in teams.
This cultural diversity creates several polarities in the workplace. When managed well this can be harnessed to tap into different business avenues and innovate consumer experiences that are competitive and desirable. However, failing to balance out different cultural needs and foster respect for all, can lead to conflicts and major frictions in team collaborations that can break down progress on critical projects.
Obstacles to cultural inclusion
Some very common obstacles that organisations grapple with when it comes to cultural inclusion include, entrenched biases and stereotypes, lack of culturally dynamic policies, skewed understanding power and privilege and a lack of representation in crucial positions of decision-making. While most of these issues are complex, there are some practical solutions to resolving them effectively.
Steps to ensure cultural inclusion
- Proactively address bias and stereotypes
Workplace survey reveals that 1 in 4 of both Black and Latin Americans report facing discrimination in the form of rampant bias and microaggressions in teams, hiring and advancement opportunities. In the UK, 120,000 cultural and ethnic minority workers quit every year as a result of identity-based exclusions in the workplace. These issues are very destabilising to a team’s consistent high performance and output.
A two-pronged way to address this is: creation of spaces for safe and open communication of issues alongside building a culture where peers can effectively intervene to call out biases in the team. Training and sensitisation is a great way to kickstart this culture change, followed by embedding best practices by people managers.
- Draft culturally inclusive policies
People from diverse cultural backgrounds have diverse sets of beliefs, values and customs that may very often enter team interactions and dynamics. A small example is that of attire. Some cultures prescribe certain kinds of attire for different genders pertaining to traditional customs. When these are not recognised under organisational dress code policies, individuals may feel that their cultural identity is not recognised and accommodated in their workplace. This causes a decline in trust and belonging which has a negative impact on teams and their ability to retain high-performing talent.
Similarly, all other workplace policies need to be reviewed and adjusted to meet the cultural contexts of different sections of the workforce to ensure that people experiences enhance and not deter productive outputs.
- Build and support communities
While inclusive policies and peer sensitisation is primary to creating a culturally inclusive workplace, building affinity groups like ERGs is also very helpful in establishing support networks. These communities come together to amplify the concerns of specific cultural and ethnic groups, establish links for mentorship and advancement among these groups and host awareness drives. In many organisations, individuals who do not belong to the particular ethnic groups also join in the activities of ERGs as observers and allies.
Confused about where to begin with your cultural inclusion journey for your global workforce?
Our measurement and tracking models along with research-backed consultations on interventions have helped companies in over 35 countries. Write to us today at hello@serein.in to build a comprehensive plan for inclusive people strategies.