Diversity and Inclusion

Creating an inclusive and diverse workforce is beneficial for organisations. There are many reasons why this is so - here are a few:

• Enhance creativity and innovation – bringing together individuals with different backgrounds, experiences, and perspectives can bring about an environment where more creative problem-solving solutions and innovations are possible
• Improved decision-making – Diverse teams can consider a wider range of factors and viewpoints when making decisions, which can help avoid “groupthink” and make well-rounded and informed choices to benefit the organisation.
• Employee engagement – employees who feel valued and included are more likely to be motivated and engaged with a higher level of job satisfaction. This can lead to higher productivity and better morale.
• Attraction of talent – organisations that promote diversity and inclusion often have a positive reputation in the market, which can make them more attractive to potential employees. With an aging population in many countries across the globe, recruitment and retention will become more and more critical and being able to attract young workers is vital. Gen-Z, as a group, values diversity and inclusion and may use this as a criterion when evaluating employment opportunities.
• Market reach – a diverse workforce can better understand and connect with a wider range of customers and clients and can relate to the needs of different demographic groups.
• Global perspective – organisations can benefit from having employees with a global perspective. Dealing with the rest of the world is critical to many companies in New Zealand’s relatively small marketplace.
• Legal and ethical compliance – New Zealand (as in many other countries) has specific legal requirements for organisations to comply with, including:
  • Human Rights Act 1993
  • Equal Pay Act 1972
  • Employment Relations Act 2000
  • Privacy Act 2020
  • Te Tiriti o Waitangi | Treaty of Waitangi
  • Code of Ethics for Human Resource Professionals
  • International Labour Organisation Conventions

What is Diversity?

The Society for Human Resource Management (SMHR) defines diversity as “the collective mixture of differences and similarities that include, for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds, preferences, and behaviours.”

Diversity includes more than just simple demographics. It understands that each individual has a unique set of characteristics that influence how they work.

• Visible Diversity Traits – traits such as race, gender, physical abilities, age, etc.
• Invisible Diversity Traits – traits such as sexual orientation, religion, socioeconomic status, education, parental status, etc.

What is Inclusivity?

SMHR defines inclusion as “the achievement of a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, and can contribute fully to the organization’s success.”

Inclusion provides an environment that supports and respects all employees and an inclusive culture. An inclusive environment is one in which employees feel valued, safe, accepted and heard and in which they are free to voice their opinions, are valued as an individual and are empowered to develop.

An organisation that promotes a positive working environment through diversity and inclusivity is one where every employee feels valued, respected and empowered regardless of their background, identity or characteristics. An organisation with a diverse and inclusive environment might look like:

• Equal opportunities – inclusivity begins with equal access to opportunities and resources. All employees have a chance to advance and contribute to the organisation’s success with no barriers or biases preventing individuals from reaching their full potential.
• Diverse workforce – the organisation actively seeks and welcomes individuals from diverse backgrounds, including different cultural backgrounds, genders, ethnicities, ages, abilities and sexual orientations. Diversity is seen as a strength that enriches the organisation’s culture and perspectives.
• Inclusive leadership – leaders and managers who promote inclusivity through their actions and behaviours. They set the tone by valuing and respecting diversity, demonstrating empathy, and actively engaging with employees at all levels.
• Clear policies and practices – the organisation has clear policies and practices to promote diversity and inclusion, covering areas such as recruitment and hiring, promotions, compensation and training.
• Education and training – the organisation has a commitment to investment in education and training in diversity and inclusion for all employees. Such training raises awareness of issues like unconscious biases, cultural competencies and the importance of inclusivity in the workplace. Training can equip employees with the skills to contribute to an inclusive environment.
• Open communication – open and honest communication is encouraged, and employees feel comfortable discussing their concerns and providing feedback. Regular feedback processes are in place to assess the organisation’s inclusivity efforts.
• Flexible work arrangements – the organisation offers flexible work arrangements to help employees manage their home commitments and other needs. This includes options for remote work, flexible hours and family-friendly policies that support work-life balance where possible.
• Zero tolerance for discrimination and harassment – clear mechanisms are in place to report and address incidents of discrimination and harassment. A culture of zero tolerance for discrimination and harassment sends a message that everyone’s well-being is a top priority.

Activity: Download and read the resource file Alstom Diversity and Inclusion Charter, then explore their website outlining their D&I principles:

13 best practice methods for promoting a D&I culture in an organisation (from Quantum Workplace) (Maltese, 2023):

1. Invest time in training
   Diversity and inclusion training plays a vital role in enabling employees to grasp the influence of cultural variations on workplace dynamics and interpersonal interactions. Such training encompasses a wide range of topics, including but not limited to aspects like the perception of time, communication methods, personal identity, and conflict resolution. Notably, diversity training that is presented as a voluntary opportunity often yields better results compared to mandatory sessions.
2. Define and clarify terms
   Establishing what “diversity” and “inclusivity” mean for your organisation is important for a shared understanding throughout the entire organisation
3. Clear goals and objectives set
   When goals are vague, they can create confusion and are not demonstrable or measurable. This makes them impossible to meet, and this can lead to lower morale.
4. An accountable process
   Organisations that successfully promote D&I are able to recognise and reward inclusive leaders and are able to train their executives and team leaders in an inclusive manner. Write measurable D&I goals into job descriptions and include them as KPIs.
5. Create a psychologically safe environment
   Work environments in which people feel able to contribute to the organisation’s culture and for them to learn from their mistakes without the fear of repercussion. This may require providing education and learning opportunities for employees to gain further skills.
6. Modelling from the top
   Executive leaders who model inclusive behaviours set the culture for the organisation to allow others to voice different opinions. These leaders make D&I an organisation-level priority and not just an HR issue. D&I is a part of the business strategy.
7. Customise strategies
   Analyse the strengths, weaknesses, opportunities and threats specific to your own organisation and tailor D&I strategies to address those findings.
8. Hire and promote appropriately
   Construct job postings carefully to remove unconscious biases and ensure you are appealing to as wide a range of people as possible. For example, words such as “dominant” and “competitive” are viewed as positive attributes for men but not so for women. Some techniques include ensuring postings are written to appeal equally to all genders, removing personal identifiers such as photographs, names, ages, etc., from CVs and creating interview panels with a diverse range of people.
9. Highlight commonalities
   Connections and commonalities are powerful, and when people find these connections, they often find it easier to share, appreciate and benefit from their differences. 
10. Avoid “groupthink”
    Challenge ideas that are adopted without question as they often lead to poor decision-making. Leaders should encourage healthy debate and deliberately assemble employee groups with different perspectives to help eliminate bias.
11. Watch out for unconscious biases
    Educate leadership and employees about the dangers of unconscious biases and recognise behaviours that reinforce those biases. Encourage employees to question their own assumptions and biases.
12. Engage white male employees
    This group is significant in changing organisational culture related to diversity and inclusivity as they are often missing from the effort. Engage them by finding their own particular areas of diversity and connect them to diverse peers.
13. Measure and adjust your approach
    Measure progress over time and use KPIs to refine plans and to hold leaders accountable for results. Include employees from minority and majority groups, frontline employees and their managers in the design of D&I programmes to ensure they take hold and have a good chance of success.

“Many Māori organisations have multiple purposes. This means that they are not set up just to make a profit. Many have to balance being financially viable with the social and cultural aspirations of the owners as their core purposes. Although the organisations may trade commercially and measure themselves against economic indicators, wealth creation is not seen as an end in itself” (What Is Governance, n.d.)

Differences between Māori management objectives and mainstream management objectives

Māori management differs from mainstream by reference to Māori values and the Māori worldview. These aspects include the concept of inter-generational wealth, rangatiratanga (self-determination), whānaugnatanga (relationships), kaitiakitanga (stewardship), manaakitanga (generosity) and wairuatanga (spirituality). The pursuit of multiple objectives, which include social, cultural and environmental as well as financial, is also a point of difference. Māori management is as concerned with how things get done as much as what gets done and aims to benefit whānau, hapū, iwi and Māori communities and may be conducted within Māori and non-Māori organisations. (Mika, 2012)

Tikanga in the workplace

In a business context, “tikanga” refers to the principles, customs and protocols that govern the way that business is conducted in an organisation that recognises and respects Māori values. It is a set of values and practices that promote cultural sensitivity, respect for Māori traditions and ethical business practices when engaging with Māori communities or incorporating Māori perspectives into business operations.

Tikanga emphasises respect for Māori language and culture to build positive relationships and conduct business in a culturally appropriate manner.

Māori culture and values in business

Five fundamentals of business from a Māori perspective: (Culture and Values / Māori Business / Business Studies / Social Sciences / Home - Senior Secondary, n.d.)

1. Pūtake (noun): cause, reason, origin, source (Putake - Te Aka Māori Dictionary, n.d.)
   
   Like most businesses, some Māori businesses aim to make a profit to benefit their owners. Others, however, are in business for reasons associated with collectively-owned resources or whakapapa-based groupings such as whānau, hapū and iwi, which run into issues not experienced by mainstream businesses.
   Many Māori businesses have a “multiple bottom line”, valuing social, cultural, environmental, and spiritual goals in addition to economic goals and may be formed to hold, manage or develop Māori resources, including their people, land, water, farms, forestry or other collectively owned resources.
   Some Māori businesses are created for cultural expression, foster cultural pride, and maintain aspects of te ao Māori. Others may relate to tourism, Māori arts, design or music, performing arts and education. These may look to profit in order to be sustainable but have cultural and/or social goals as a primary motivation. Research from Te Puni Kokiri (Ministry of Māori Development) shows that the Māori “brand” has global value and reach.
2. Tūranga (noun): stand, position, situation, site, foundation, stance (Turanga - Te Aka Māori Dictionary, n.d.)
   
   The position or anchor of the business. Some Māori businesses that are formed around collectively owned assets may be subject to specific laws that govern their business operations. 
3. Tikanga (noun): correct procedure, custom, habit, lore, method, manner, rule, way, code…(Tikanga - Te Aka Māori Dictionary, n.d.)
   
   Many Māori businesses use the values of tikanga Māori in operating their business, and this sets them apart from businesses that exist solely to make a profit for the owners. Some of these tikanga principles include:
   • Ngā matatini Māori: Māori Diversity
     Acknowledges the wide range of ways in which Māori may or may not express their identity as Māori in connection with business.
   • Kotahitanga (noun):  unity, togetherness, solidarity, collective action (Kotahitanga - Te Aka Māori Dictionary, n.d.)
     Decisions made by Māori to identify and work as Māori in association with Māori for the benefit of Māori development.
   • Tino rangatiratanga (noun): self-determination, sovereignty, autonomy, self-government, domination, rule, control, power (Tino Rangatiratanga - Te Aka Māori Dictionary, n.d.)
     This principle relates to self-determination, control and ownership, whether personal or by whānau, hapū, iwi or collective. This can be a motivational element in business.
   • Whanaungatanga (noun): relationship, kinship, sense of family connection (Whanaungatanga - Te Aka Māori Dictionary, n.d.)
     This principle acknowledges the importance of networks and relationships to develop, manage and sustain relationships and to work harmoniously with others to achieve common goals. It can be seen in different ways in business settings, for example, through the use of whānau networks to support the business.
   • Kaitiakitanga (noun):  guardianship, stewardship, trusteeship, trustee (Kaitiakitanga - Te Aka Māori Dictionary, n.d.)
     Responsible environmental management and sustainable enterprise, which includes looking after assets for future generations, as opposed to ownership and the right to divest assets. Guardianship of natural resources.
   • Wairuatanga (noun): spirituality (Wairuatanga - Te Aka Māori Dictionary, n.d.)
     Attention and resources dedicated to observing Māori spiritual protocols. This may involve using a kaumātua or a tohunga to guide the spiritual direction of the organisation.
   • Manaakitanga (noun) hospitality, kindness, generosity, support – the process of showing respect, generosity and care for others. (Manaakitanga - Te Aka Māori Dictionary, n.d.)
   • Tūhono (noun) bonding (Tuhono - Te Aka Māori Dictionary, n.d.)
     Cross-sectoral alignment of Māori aspirations on all dimensions. This principle supports the “multiple bottom-line” holistic attitude towards business in which profit-related goals and socially-oriented goals can be mingled.
   • Puāwaitanga (verb) To blossom, to flourish (Puāwaitanga • Healthpoint, n.d.)
     This principle measures success against outcomes which include, but are not limited to, financial outcomes.
   • Purotu (noun) beauty, attractiveness, elegance, handsomeness (Purotu - Te Aka Māori Dictionary, n.d.)
     This principle describes the responsibility Māori organisations have towards the current and future generations. It emphasises the importance of representing Māori well and of the laws and requirements of Māori organisations that manage collectively-owned assets.
4. Kaitiakitanga (noun): Protection, guardianship, preservation or sheltering (Ministry for Culture and Heritage Te Manatu Taonga, n.d.)
   
   The exercise of guardianship. This applies in particular to natural resources and to people and emphasises sustainability and environmental protection. Kaitaki (guardians) are responsible for protecting and growing resources for future generations over short-term profit.
5. Rangatiratanga (noun): chieftainship, right to exercise authority, ownership, leadership of a social group, attributes of a chief (Rangatiratanga - Te Aka Māori Dictionary, n.d.)
   
   The exercise of leadership, authority, guardianship and ownership rights focuses on resource production, utilisation and management for current and future requirements. This involves strategic development, relationship development, problem-solving, conflict resolution, risk analysis and management.

Glossary

(Harris et al., 2016)

Activity

Does your workplace embrace tikanga Māori? What examples of the use of tikanga Māori practices does your workplace adopt? Can you think of any other ways to include aspects of tikanga Māori? Post a comment in the forum and check what your classmates think, too.