Unlike ‘diversity’ which can be measured and reported on fairly easily, assessing ‘inclusivity’ is far less tangible as it’s about understanding employees’ sense of belonging – a highly subjective evaluation. As such, creating an inclusive organisation may feel like trying to juggle water, leading to some organisations treating diversity and inclusion as one and the same. However, inclusivity must be treated as distinct and supported by a strategy that nurtures a strong sense of community and belonging. And as part of this strategy, a robust recognition programme must play a part. Here’s why.
A truly diverse workplace culture will aim to replicate the corresponding mix of socio-demographic characteristics in populations across all sites. And although a diverse workforce may well co-exist, do employees always feel part of a united and supportive community? Moving from a state of co-existence to feeling a strong sense of belonging is vital. And the benefits include 100 per cent higher odds of aspirational levels of great work, and a 58 per cent reduced probability of employees looking for another job.
To foster that all-important sense of belonging, recognition has a crucial role to play. In fact, there’s a proven link between a culture of appreciation and the feeling that an organisation is inclusive. Employees with integrated recognition in their workplace culture are four times’ more likely to report high inclusion, and 13 times’ more likely to feel that they belong at the organisation.
Plus, when leaders provide timely, meaningful and purposeful recognition, employees’ sense of belonging increases by 587 per cent.
However, for a recognition programme to deliver impactful results, it must ensure access and equity for everyone. This may seem obvious, however a surprising number of companies purposefully or inadvertently make it hard (or even impossible) for some employees to give and receive recognition. For instance, some organisations have set-up their recognition programmes so that leaders can give but not receive recognition, forgetting that leaders are employees too!
And what about peer-to-peer recognition? Can a colleague formally recognise the efforts and contributions of a peer or is just manager-to-employee recognition possible? With frequent recognition from peers increasing employees’ sense of belonging by 414 per cent, those companies that only have top-down recognition programmes are clearly missing out.
It’s also not unusual for deskless employees to be forgotten in a recognition programme because they don’t have access to a work computer. A mobile recognition app, a ‘kiosk’ computer in the breakout areas where the recognition platform can be accessed, and physical “thank you” cards are just a few of the solutions available to reach and help deskless employees give and receive appreciation.
Ensuring equity across locations is also an important consideration. For instance, if a business has global offices, and rewards are provided as part of its recognition programme, are the rewards suitable for all? Some organisations have been known to provide their global employees with gift cards that can only be used in certain countries, making those employees who can’t use the cards feel excluded and unappreciated.
Once the organisation has set in motion a recognition programme that is accessible and usable by all its people, it would be wise to provide leaders with recognition training so they understand the importance of recognition, how to give it effectively and how to avoid favouritism and unconscious bias. With only a handful of leaders naturally adept at appreciating their teams, the training should aim to develop those skills across all management by focusing on the importance of giving recognition frequently and in ways that are personalised and meaningful. Plus, when the training covers how to link the recognition to the company’s purpose and values, and why giving recognition publicly helps to elevate the recognition moment, the impact across belonging, inclusion and community is even more tangible.
Calling-out biases in the giving of recognition, even when done unconsciously, will also ensure the recognition programme has the greatest chance of success. In fact, data from the recognition platform can be sliced and diced to see who is giving and receiving recognition and how frequently. If certain employees or ‘types of employee’ are being favoured, the programme team can investigate to find out why this might be happening and address it in a timely manner.
Ultimately, diversity is a fact but inclusivity is a choice. And leaders must choose to nurture inclusivity and use the power of recognition to elevate employees’ sense of togetherness and unity. The outcome is undeniably a thriving workplace culture where employees choose to stay and grow.
*Research insights taken from O.C. Tanner’s Global Culture Report
