Human resource professionals and business managers serve on the front lines in a rapidly evolving world of work. They face not only global health challenges, but also economic and social uncertainty, environmental concerns and the expectations of an increasingly diverse workforce.

At the same time, financial systems have moved away from models that define business success in exclusively monetary terms. Stakeholders — including employees and job applicants — are also interested in environmental and social effects and corporate government practices and performances.

Research conducted by the McKinsey  & Co. global consulting firm
shows more diverse and inclusive organizations fare better in this changing environment — 70 percent higher growth, 36 percent better profitability, 75 percent faster time to market and 19 percent better innovation.

Clearly, there are compelling reasons to develop an intentional culture around diversity, equity, inclusion, belonging and justice (DEIBJ). Yet, most organizations find a one-size-fits-all strategy rarely delivers intended benefits. That’s part of the trouble with diversity.

Fortunately,  practical tools are available to develop a strategic approach to DEIBJ that fits an organization and community. It’s a matter of reviewing the characteristics of a dynamic workforce, learning techniques to identify and address hidden biases and avoiding some common pitfalls.

Over the past three years, the Society for Human Resource Management refined its working definition of diversity, equity and inclusion to add belonging as a key factor in sustaining individual and organizational performance. Characteristics of an equitable and inclusive culture include a work environment in which:

Individuals are treated fairly and respectfully.

Employees and job applicants have equal access to opportunities and resources.

Staff members feel a sense of belonging.

People are supported to bring unique backgrounds and experiences to work. 

When these values are present within a company culture, individuals experience fewer barriers to contributing fully to the success of the organization.

Organizations that value the D of diversity ensure individuals have a proverbial seat at the table. Employees are confident they’re not only welcome, but encouraged, to bring their full toolkit of abilities, skills and knowledge to the task at hand. 

The E for equity means an organization demonstrates the courage to regularly examine processes, policies and pay scales to identify and eliminate any systemic barriers to opportunities. Equity means the seat at the table is a chair that fits the individual. 

The I represents inclusion. People at the table feel safe to bring their perspectives without fear of ridicule or repercussions. A popular internet meme warns: “It’s not inclusion if you’re inviting people into a space you’re unwilling to change.”

The B of belonging is perhaps the least tangible and measurable. It’s about how people experience their seats at the table. People who feel they belong understand they’re valued for not only what they bring to the table, but also for who they are at the table. 

Finally, the J for justice means if any of the other pieces — the DEI and B — are missing or lacking, there’s a process to resolve the problem and prevent future occurrences. 

A lot of ink has been devoted to DEIBJ over the past several years. Organizations have found the work of adjusting to the new normal requires creativity, courage and consistency. Tapping into a human resource or diversity professional who’ll walk alongside business leaders on the DEIBJ journey could constitute a game-changing investment.