The illusion of inclusion: When D&I alone isn’t enough, turn to Belonging, Dignity, and Justice (BDJ)

Last year, companies around the world spent $9.4bn on diversity and inclusion (D&I) initiatives in a bid to create a more equitable environment for employees.[1]

However, despite their good intentions, D&I initiatives run the risk of being a compliance checkbox. They also inadvertently contribute to maintaining the status quo of exclusion by focusing on and classifying individuals by characteristics like race and marking them out as “different” from the majority. 

In this article, we’ll explore Belonging, Dignity, and Justice (BDJ) as an alternative value set that focuses on the voices, identities, and experiences of marginalized groups. 

This approach seeks to strengthen organizational values that unite rather than divide people. This means emphasizing qualities like empathy, understanding, and accepting individuals for who they are, rather than focusing solely on external characteristics or representation.

We’ll look at what BDJ means and how implementing it contributes to a more inclusive work environment. We’ll also discuss how a combination of skills-based hiring with multiple D&I initiatives is the best way to increase diversity. 

When D&I isn’t enough

D&I is a well-meaning but potentially superficial approach that risks maintaining the dominance of the existing culture. 

This is because the concept of “inclusion” can imply that individuals are excluded until they are accepted by the majority. When understood this way, D&I measures might even cause more harm than good, due to potentially reinforcing tokenism and a lack of acceptance of diverse groups or identities. 

Jack Underwood, chief executive officer and co-founder of Circuit, agrees: “One of the biggest issues with D&I is assimilation. Leaders use initiatives to get everyone up to ‘workplace standards’ — rather than examining and questioning if those standards are fair in the first place.”

A significant number of organizations have an ad hoc approach to D&I, only responding when a problem or a need arises. Around half (47%) say their organization doesn’t have a formal D&I

strategy, while a quarter say their approach is entirely or mostly reactive. Additionally, 21% of employers agree that senior leaders only pay lip service to D&I in their organization.[2]

“Companies that perceive D&I as a check-the-box exercise don’t necessarily mean some nefarious purpose. Frequently there is no C-level buy-in, nor is there guidance or input given from traditionally under-recognized groups. It’s easy to test culture or implement metrics and policies, but true D&I goes so much deeper than this and must hit how a company engages with their employees, vendors, and customers. It must cross constituent bases.” - Sacha Thompson, founder and CEO at The Equity Equation

The universal values of Belonging, Dignity, and Justice (BDJ) 

BDJ are universal values that can complement D&I efforts by offering a more people-centered approach. In addition to D&I, BDJ focuses on the voices, identities, and experiences of marginalized groups. 

BDJ presents a vision of a workplace where all are welcome, valued, and safe. 

Let’s explore each value in more detail. 

Belonging

Belonging relates to an individual’s physical, emotional, and psychological safety. In essence, it’s about feeling welcome.[3]

Achieving a sense of belonging among employees is tied to promoting D&I in the workplace. When organizations prioritize belonging, they create opportunities for individuals from diverse backgrounds to be represented, heard, and valued. 

A sense of belonging can promote:

• Supporting others in the workplace and working together as teams

• An environment where individuals are open to offering peer mentorship or feedback 

• Recognition and appreciation of the achievements and contributions of others

Dignity

Nurturing inclusive work environments involves dignity as well as diversity. 

The concept of dignity relates to the nature of each individual’s personhood.[3]  It’s a universally recognized value that forms the cornerstone for organizations wishing to cultivate a sense of belonging and justice. It relates to each individual’s inherent worth and value, and is closely linked to self-worth and the recognition of rights and respect. 

Recognizing and honoring the dignity of individuals and groups is not only ethically important but also essential to create inclusive and empowering workplaces.

In the workplace, this means that individuals have the freedom to:

• Engage and contribute without fear of their identities being disregarded

• Feel confident that their identities will be acknowledged, respected, and safeguarded

• Develop loyalties toward a company, its mission, and their colleagues

Justice

Justice is about making things right or repairing harm. It goes beyond just meeting requirements and aims to create a system where individuals are treated equally, regardless of their backgrounds or circumstances. It’s also about taking a stand against dehumanization and injustice when these impact employees.

Justice in the work environment means:

• Decisions are based on merit, qualifications, and performance, rather than biases or personal preferences

• Accountability for actions that violate principles of justice by fostering a culture of responsibility and fairness

• Employees trust the fairness of the system, experience equal opportunities, and are treated with respect and dignity

When combined, BDJ allows you to move past seeing D&I targets as a box-checking exercise. Instead, it promotes a shift in behaviors and attitudes and takes you toward an approach based on education and training — not metrics. It also helps you avoid methods that reinforce tokenism and provides a foundation that values each person’s humanity and identity. 

“The key to moving beyond tokenism is to let diverse teammates lead decision-making. Minority leaders should be empowered to actively participate in making these decisions and holding these conversations.” – Anthony Martin, founder and CEO of Choice Mutual

Now that you know what BDJ is, let’s take a look at how to implement it in your organization. 

5 ways to implement BDJ in your organization

Shifting your organization’s focus towards BDJ boosts your D&I efforts and promotes a genuinely inclusive environment. Here are six ways to successfully implement BDJ.

1. Take stock of your organization’s diversity 

It’s important to take an honest look at your company’s policies and practices. Seek to identify any biases or barriers that may hinder BDJ implementation and that perpetuate a culture of assimilation, tokenism, or dehumanization. These biases might include a lack of awareness around diversity or unconscious bias, stereotypes and prejudices, or a lack of diverse leadership. 

Consider the following steps to analyze gaps in diversity:

• Review your HR policies.

   

  Evaluate your organization’s policies and practices to ensure they’re inclusive, equitable, and free from bias. This includes areas such as recruitment, hiring, promotions, performance evaluations, and compensation. For example, by using

   

  skills-based compensation

  , you can reward employees based on what they know, rather than their tenure, experience, or identity. 

• Examine your organizational culture.

   

  Assess the prevailing culture within your organization to identify any aspects that may perpetuate conformity to a dominant culture. To do this, review communication patterns, decision-making processes, and employee experiences. Analyzing formal and informal communication channels helps evaluate how information flows within your organization. Determine whether these channels facilitate open and inclusive communication, as well as if there are any barriers to participation or marginalized voices. 

• Gather employee feedback.

   

  Seek feedback from employees at all levels to gain insights into their experiences, perspectives, and suggestions for improving D&I. Conduct surveys, focus groups, or one-on-one interviews to create a safe and confidential space for your employees to share their thoughts. Remember you’ll need to have established a culture of psychological safety so everyone feels safe to share their thoughts and ideas. 

• Invite external perspectives.

   

  Engage with external consultants or experts who specialize in BDJ implementation. They can provide valuable insights and recommendations based on their experience working with diverse organizations.

• Collaborate with employee resource groups (ERGs).

   

  Also known as affinity groups, these groups can offer valuable perspectives and input on creating an inclusive environment that respects the dignity of all individuals. For instance, you might discover from a women’s ERG that women employees feel underrepresented at the board level. If so, you can put measures in place to develop leaders from underrepresented groups. 

• Seek diverse perspectives in decision making.

   

  Ensure that diverse voices are included in decision-making processes. You can achieve this by promoting diversity in leadership positions and forming diverse committees or task forces.

   

  Being intentional about workplace diversity

   

  means actively involving employees from different backgrounds in shaping organizational policies and initiatives.

2. Provide training

Providing comprehensive experiential training on BDJ values reinforces inclusive behaviors and promotes an understanding of the experiences of marginalized groups. 

This training should encompass empathy, understanding, and acceptance of individuals as they are, not just what they represent.

Froswa’ Booker-Drew of Soulstice Consultancy says:

“When we create safe spaces to build trust, I believe these efforts in combination with training can be more effective. Most organizations fail to see D&I efforts as a change management process. Instead, they should build intentional spaces for individuals to learn more about one another before teaching content.”

To get the best results from your training efforts, develop comprehensive training programs that go beyond theoretical knowledge and provide experiential learning opportunities. This can include workshops, seminars, or interactive sessions that engage participants and allow them to reflect on their own biases, experiences, and behaviors, and understand things from the perspective of others. 

Ensure the focus of training is on reinforcing inclusive behaviors that promote BDJ. This involves raising awareness about unconscious biases, teaching active listening and effective communication skills, and fostering a culture of respect, trust, and empathy.

3. Build trust

Building trust in the workplace is a critical component of implementing BDJ values, as it allows individuals to bring their authentic selves to the workplace. 

To foster trust, ensure that leaders and managers communicate honestly and consistently by sharing relevant information about organizational decisions, changes, and progress toward BDJ goals. 

Transparency and open communication demonstrate to your employees that your organization values honesty and respects their right to be informed.

Building a company culture based on mutual trust helps create an environment that people want to be a part of. Positive work culture is a top job satisfaction factor in many industries and countries.

Encouraging active listening can demonstrate empathy and understanding, and ensure that employees’ voices feel valued and that their perspectives are taken seriously. Moreover, it’s important to take the time to acknowledge and appreciate the contributions of employees from diverse backgrounds. By celebrating your team’s achievements and skills, you can foster a sense of value and belonging — and deepen trust in your organization.

4. Create an environment where people can reach leadership levels 

High-potential employees possess the skills, knowledge, and motivation to take on leadership roles and contribute to your company’s success. Identifying and investing in them can contribute to long-term growth and stability. 

This is vital given that poor leadership transitions are estimated to cost almost $1tn a year among the S&P 1500 index alone.

Providing opportunities for skills development and acquisition by implementing talent assessments such as critical thinking tests, offering mentorships, and evaluating leadership management are all ways you can ensure a strong leadership pipeline. 

When you champion their growth, your employees will feel valued, challenged, and supported in their professional development. The upside of this is that they’ll be more likely to feel motivated, committed, and loyal to your organization. Supporting growth across the board can also help you reduce employee churn and retain top talent.

5. Embed BDJ into your hiring practices

To develop a diverse, equitable, and inclusive workforce, embed BDJ into your hiring practices. This D&I hiring guide is a great place to start, but also consider:

• Evaluating and updating your job descriptions.

   

  Review your job descriptions to ensure they use inclusive language and focus on essential qualifications and skills. Additionally, avoid using gendered or biased language that may deter diverse candidates. Finally, emphasize your commitment to BDJ in your job description to attract more

   

  diverse candidates

  .

• Expanding your reach.

   

  Broaden your sourcing strategies to reach a more diverse candidate pool. Partner with professional organizations, attend job fairs focused on underrepresented groups, use a range of job boards or

   

  social media

  , and actively engage in

   

  underserved community outreach initiatives

  . This expands your reach and increases your chances of attracting diverse talent.

• Creating structured interviews.

   

  Use structured interviews with standardized

   

  in-depth candidate questions

   

  to assess candidates consistently and objectively. Include questions that focus on candidates’ skills, experiences, and potential to perform the job effectively. 

• Forming diverse interview panels.

   

  Having diverse perspectives from different backgrounds during the evaluation process helps eliminate bias and promotes fairer recruiting decisions. Encourage panel members to assess candidates based on their qualifications and potential, rather than background, experience, or education, in line with BDJ values.

• Implementing

   

  implicit-bias training

  .

   

  Provide training to hiring managers and interview panel members on implicit bias awareness and mitigation strategies. This training helps individuals recognize their biases and make more objective and inclusive hiring decisions. 

Why skills-based hiring and BDJ go hand in hand  

We may be biased but we believe the single most effective way to establish BDJ in your organization is to move to a skills-based hiring approach. By focusing objectively on skills, rather than a person’s background, identity, work experience, education, or connections, skills-based hiring is naturally aligned with BDJ values. 

Our 2022 Skills-Based Hiring report also shows how skills-based hiring is more effective than implementing D&I initiatives alone because it:

• Creates a level playing field. By promoting equal opportunity for candidates and focusing on their ability to perform the job effectively, skills-based hiring matches the principle of justice. It ensures that all candidates, regardless of their demographics or social status, are evaluated fairly based on their skills and ability. 

• Broadens the talent pool. When you look at skills instead of relying on specific credentials, you avoid inadvertently excluding individuals from underrepresented groups and can hire a more diverse team from a broader global talent pool. 

• Improves diversity. By prioritizing skills over subjective factors like personal characteristics or background, skills-based hiring helps to mitigate the unconscious biases that influence traditional recruitment processes. This lets you assess candidates based on skills and potential to perform the job effectively, which helps create a culture of belonging based on merit and where everyone can hold their head up high. 

When you combine skills-based hiring with BDJ values, you create a culture where individuals are valued for their skills, respected for their identities, and have equal opportunities to succeed.

Belonging, Dignity, and Justice: The key to achieving true D&I in the workplace 

While implementing D&I initiatives is important, it’s not enough on its own. This is especially true if it’s seen as a check-box exercise and doesn’t challenge established norms or attitudes that classify people on the grounds of characteristics like race, gender, or sexuality. This runs the risk of labeling people as “different” from the status quo and, therefore, needing to be assimilated rather than celebrated. 

In this article, we looked at how the alternative value set of Belonging, Dignity, and Justice (BDJ) can help you achieve true D&I by focusing on the voices, identities, and experiences of marginalized groups. 

This approach strengthens the organizational values that unite, rather than divide, people. They do this by emphasizing empathy, understanding, and acceptance of individuals for who they are, rather than their characteristics or which group they belong to.

Embracing BDJ alongside your D&I efforts lets you create an inclusive, equitable environment where D&I initiatives have a lasting impact. Additionally, when you add skills-based hiring into the mix, you can hire, develop, and empower more diverse employees who have earned their place on your team thanks to their skills, not their background or identity. 

Want to move beyond check-box D&I initiatives? Skills-based hiring lets you create a truly diverse and inclusive workforce based on ability.  Download the State of Skills-Based Hiring 2022 report to learn more

Sources

1. “Diversity and Inclusion (D&I) – Global Market Trajectory & Analytics” (2023) Global Industry Analysts Inc. Retrieved June 12, 2023

2. “Diversity and Inclusion (D&I) – Global Market Trajectory & Analytics” (2023) Global Industry Analysts Inc. Retrieved June 12, 2023 https://www.strategyr.com/market-report-diversity-and-inclusion-forecasts-global-industry-analysts-inc.asp

3. “Inclusion at Work 2022 Report” CIPD Retrieved June 12, 2023 https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2023-pdfs/inclusion-work-report_tcm18-112950.pdf

4. “Diversity, Equity and Inclusion have failed. How about Belonging, Dignity and Justice instead?” (2021) World Economic Forum Retrieved June 12, 2023 https://www.weforum.org/agenda/2021/02/diversity-equity-inclusion-have-failed-belonging-dignity-justice/