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Diversity and inclusion (D&I) is more than policies, programs, or headcounts. Equitable employers outpace their competitors by respecting the unique needs, perspectives and potential of all their team members. As a result, diverse and inclusive workplaces earn deeper trust and more commitment from their employees.
Diversity and inclusion are two interconnected concepts—but they are far from interchangeable. Diversity is about representation or the make-up of an entity. Inclusion is about how well the contributions, presence and perspectives of different groups of people are valued and integrated into an environment.
An environment where many different genders, races, nationalities, and sexual orientations and identities are present but only the perspectives of certain groups are valued or carry any authority or influence, may be diverse, but it is not inclusive.
A diverse and inclusive workplace is one that makes everyone, regardless of who they are or what they do for the business, feel equally involved in and supported in all areas of the workplace. The “all areas” part is important.
Do you have diversity in your recruiting, in each of your departments, and in your leadership? Or do you have a workplace where 50% of your employees are women but 0% of your women are managers? Do you have good representation of employees of color overall, but all of them are in the same department?
These telling questions reveal true diversity and inclusion in the workplace.
Our research on company culture shows that when employees trust that they, and their colleagues, will be treated fairly regardless of race, gender, sexual orientation or age, they are.
Having an inclusive workplace culture will not only help you attract a diverse set of talent but also help you retain the diverse talent you attracted in the first place.
The diversity that lacks genuine inclusion is often called “tokenism.” An inclusive workplace doesn’t just have a diversity of people present, it has a diversity of people involved, developed, empowered and trusted by the business.
The difference between diversity, inclusion and belonging is that diversity is the representation of different people in an organization, inclusion is ensuring that everyone has an equal opportunity to contribute to and influence every part and level of a workplace, and belonging is ensuring that everyone feels safe and can bring their full, unique selves to work.
For All™ is Great Place to Work’s definition of a workplace culture that has evolved beyond “Diversity & Inclusion.”
The goal of the For All approach is to create a consistently high-trust workplace experience for everyone, no matter who they are or what they do for the organization.
For All is the accumulation of day-to-day experiences that help people feel they belong, that their unique talents matter and that their individual needs are cared for by their colleagues and leaders. When companies experience the very human acts of acknowledgment, inclusion, dignity and compassion, that is when they can achieve For All.
For All is critical for success. Workplaces today are more diverse and globally connected than ever before. With the complexities of today’s work environment, leaders must tap into the collective intelligence to maximize the potential of every person.
Technological and social changes continue to alter the landscape in every industry. Organizations will need the human judgment, empathy, passion and creativity of all their people to realize the full promise of the era’s new technologies, increase agility and inventiveness and address the challenges of an increasingly demanding, vocal marketplace.
Organizations that remain “For Some” workplaces will risk losing money, earning less and falling behind their competitors in this disruptive climate. However, the companies that succeed with For All will cultivate tremendous value from their people’s differences and will thrive.
If you’re ready to create a great place to work For All™ – contact us about our solutions today.
Matt Bush is the Culture Coaching Lead at Great Place to Work®. With a background in both quantitative and qualitative research and analysis methods, Matt helps leaders gain insight into how to build great workplaces for all, while simultaneously achieving their business goals and fueling new and innovative practices.
ABOUT OUR METHOLOGY
To be eligible for the World’s Best Workplaces list, a company must apply and be named to a minimum of 5 national Best Workplaces lists within our current 58 countries, have 5,000 employees or more worldwide, and at least 40% of the company’s workforce (or 5,000 employees) must be based outside of the home country. Extra points are given based on the number of countries where a company surveys employees with the Great Place to Work Trust Index©, and the percentage of a company’s workforce represented by all Great Place to Work surveys globally. Candidates for the 2017 Worlds Best Workplaces list will have appeared on national workplaces lists published in September 2016 through August 2017.
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The Best Workplaces in Asia List
Great Place to Work® identifies the top organizations that create great workplaces in the Asian and Middle Eastern regions with the publication of the annual Best Workplaces in Asia list. The list recognizes companies in three size categories:
To be considered for inclusion, companies must appear on one or more of our national lists in the region, which includes Greater China (covering China, Hong Kong, Taiwan and Macau), India, Japan, Saudi Arabia, Singapore, South Korea, Sri Lanka and UAE. For the 2021 Asia List, companies ranked on the national list in the Philippines will also be included. Multinational organizations must meet the following requirements:
Multinationals also receive additional credit for their efforts to successfully create an excellent workplace culture in multiple countries in the region. The data used in the calculation of the regional list comes from national lists published in 2019 and early 2020.