supporting diverse and inclusive workplaces · regard to diversity, equity and inclusion”....

SUPPORTING DIVERSE AND INCLUSIVE WORKPLACES

Attract a

Diverse

Workforce

Recruit for

Inclusive

Attitudes

Manage

Individual

Biases

Create

Inclusive

Policies

Focus on

Your

Leaders

Diversity

Promotes

Success

www.opragroup.com [email protected]

Attract a Diverse Workforce

Inclusion refers to the extent to which employees

are encouraged to participate in the workplace.

PROMOTE AN INCLUSIVE BRAND:

Increasing diversity is

an effective way to

reduce stereotypes

and support inclusion.

Diversity refers to the compositions of demographic

differences among individuals in an organisation.

Individual differences include gender, ethnicity,

religion, nationality, age, sexual orientation,

educational backgrounds, job position and tenure.

Write an inclusive job advert.

Pick images wisely. Highlight role models

from diverse backgrounds.

Mention your approach to diversity.

Advertise on a range of mediums.

Track the impact of different channels on application diversity.

Mention salary is negotiable.

Reference or include links to inclusive

policies.

Focus on the relevant skills for the role.

Be aware of your own biases.

Include a company overview in your

adverts.


Compassion and empathy for others.

Interest in socialising and engaging others.

Research shows that

cognitive ability, personality,

and emotional intelligence

are associated with

behaviours that support

diversity and inclusion.

The ability to understand complex information

and see connections between ideas.

Openness to experiences and interest in

learning new information.

Self-awareness and authenticity.

Emotional management and resilience.

AVOID DISCRIMINATION IN YOUR RECRUITMENT AND SELECTION TOOLS

The World Economic Forum acknowledges that “technology is no longer simply “neutral” with

regard to diversity, equity and inclusion”. Inclusive selection tools include:

Recruit for Inclusive Attitudes

Design that optimises readability.

Technology that supports screen

readers.

Colour combinations that are optimised for

colour blindness.

Subtitles and transcripts for those with hearing

impairments.

Untimed assessments for learning disabilities.

Keyboard shortcuts for those with mobility

issues.

Non-binary gender options.

Different language options.

Intuitive design to limit biases from experience

with technology.

The effect of social media and gaming

experience on results.

Regular analysis to ensure solutions are

inclusive.


If you: You might:

Believe that sexual orientation and gender are private.

Be less likely to create an LGBTQI+ policy.

Value traditional approaches.

Be more likely to have negative attitudes to workplace diversity.

Have prejudice attitudes towards employees who are:

- female - older - from an ethnic minority - have a disability.

Have low self-esteem.

Are private and less interested in engaging with others.

Place value on security.

Value a system that emphasis self-interest and competition.

Believe in stereotypes.

Increases the likelihood that others feel overwhelmed, nervous, anxious, worried, fearful, and experience psychological responses such as elevated cortisol, increased adrenaline, increased blood pressure and other cardiovascular response.

Hinder a person’s openness and utilisation of feedback and lower their performance.

Increase in turnover.

Increase the likelihood that other’s experience issues with mental health.

“HR professionals and policy writers should be aware how their

own personal ideologies play a role in the creation of policy”

- (Sirdar, 2020).

Manage Individual Biases


Create Inclusive Policies

An inclusive

environment is one

where people feel that

they belong, are

valued, and can

share their ideas.

To feel included,

individuals need to feel

unique and different

from others in their

direct work environment

as well as feel like they

belong to that same

environment.

RESEARCH SUGGESTS THAT THE

BEST POLICIES:

• Focus on all beneficiaries rather than a

minority, e.g. flexible working practices for

all employees rather than just women.

• Aligns with the strategic goals of the

organisation and are supported and role

modelled by senior leadership.

• Emphasis “why” inclusion is important.

• Are flexible on “how” inclusion is achieved,

creating a strong image of the ideal

environment but giving people the flexibility

to apply it to their situation.

• Promote a constructive dialogue about

mutual tolerance of opposing views.

• Are cautious and careful about if and how

affirmative actions are implemented, the

messaging conveyed, and the implications

for perceptions and engagement from the

minority and the majority. For example,

quotas can leave the majority feeling that

what they bring to the table is no longer

equally valid and undermine the purpose of

inclusion.

• Are mindful of the images that are presented

in the organisation and how they affect

stereotypes.

• Consider whether the facilities and

infrastructure support accessibility.

• Inspire your leaders to become ambassadors

for diverse and inclusive environments.

• Utilise unconscious bias training.

• Are actively managed with all employees

taking responsibility to create an inclusive

environment.

Leaders are the critical

drivers of the

communication and

implementation of HR

practices. Your leaders

are the gatekeepers to

a successful policy.


Focus on Your Leaders

The way people feel influences their thinking, behaviour, and performance.

Leaders are responsible for creating an environment where individuals feel included, supported, and motivated to achieve.

Display authentic leadership.

Build strong relationships with their team.

Help employees feel included when they first start in a position.

Signal equality when making decisions.

Inclusive

environments

are created

when leaders:

Respect and emphasise their team members individual value.

Demonstrate emotional intelligence.


0

Diversity Promotes Success

Performance Engagement Creativity and

innovation Decision making

Organisational Commitment Motivation

Employee well-being

Job satisfaction

Employee willingness to go the extra mile Feelings of pride

Positive work attitudes

DIVERSITY AND INCLUSION IS ASSOCIATED WITH INCREASES IN:

THE COST OF NOT BEING INCLUSIVE:

Increased Turnover Negative health

outcomes Defensiveness

towards feedback Job withdrawal

Excessive Stress Internal conflict Reduction in career ambitions

Discrimination

Companies leading in their geography and industry for diversity, equity and inclusion are

25-36% more likely to perform on profitability – The World Economic Forum.


Talk to your local OPRA consultant about increasing diversity and inclusion in your workplace.

REAL TIME

ANALYTICS

Understand the impact of your diversity initiatives in

real time.

Review the diversity of candidates and subsequent success of recruitment campaigns.

Analyse the effect of cut-off scores.

Use data to align your diversity initiatives to strategic goals.

Learn about schemas, heuristics, and cognitive

biases.

Explore how we understand diversity and

individual differences.

Discuss strategies for developing a culture of

inclusion.

DIVERSITY & INCLUSION TRAINING

OPRA PSYCHOMETRIC ASSESSMENTS

are built to support various user considerations

Vision Impairments

Hearing Impairments

Learning Disabilities

Limited Technology Experience

Gender non-binary Options

Ethnicity

Colour Blindness

LEADERSHIP

DEVELOPMENT

PARTNERING WITH

YOU TO SUPPORT

DIVERSE AND

INCLUSIVE

WORKPLACES


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