It is proven that having a diverse workforce has a huge impact on a business’ chances of success. It is also key in helping organisations attract new talent from underrepresented groups.

However, despite the significant benefits that come with having a diverse team, there are lots of businesses still getting it wrong. They are approaching D&I as a tick-box exercise, focusing solely on hiring certain demographics in order to hit their diversity targets. Typically, this can lead to a false sense of achievement, with business leaders feeling as though they have reached their D&I objectives without taking the time to analyse the true impact of the strategy.

Targets Hindering Growth
Instead of simply going through the motions or doing ‘just enough’, businesses should be questioning every element of their current strategy, and looking for areas of improvement. Questions like ‘are we seeing the diversity of thought we expected?’, ‘are we getting the best out of every one of our people?’ and ‘are we seeing progression across all talent, not just certain groups?’, are crucial in determining whether a D&I strategy is truly effective for both a business and its employees.

By focusing on diversity targets alone, businesses can end up losing sight of what is really needed – inclusion. Just because a business is hitting its diversity hiring targets does not mean it is an inclusive place to work. There could be a significant turnover of underrepresented employees because of the lack of inclusivity, or that talent could not progressing as it should. Proactive companies have already spotted this change in focus,  implementing ‘I&D’ strategies, with the onus on inclusion first, diversity second. Only businesses that take the time to measure the impact of their strategies will be effective in promoting genuine inclusivity across their organisation. If you are an inclusive employer, diverse people and diversity of thought will come naturally.

Harsh Truths
Once this is data has been gathered and analysed, brands and business owners must implement processes and tools which meaningfully help to build and maintain inclusion, helping diverse talent to access the opportunities they deserve, based on ability and talent, not their background.

There are several ways in which companies can effectively boost inclusion and ensure they are maximising their people. Mentoring is a perfect example of a strategy that is underused, but produces fantastic results. Meaningful mentoring improves the representation of minority groups at management level more than any other D&I initiative.

Historically, people have viewed mentoring as a ‘who you know’ exercise, benefitting the privileged few not the many. The use of digital mentoring can address this issue and improve accessibility to mentors for employees of all backgrounds. From an employer perspective, digital platforms help nurture inclusion and attract more of the diverse talent they need to thrive.

In Summary
Businesses must not get lost in the numbers. Focusing on hitting diversity hiring targets alone doesn’t prove an organisation’s inclusivity. We need people to move away from D&I strategies that are tick-box exercises, and instead focus on prioritising inclusion. This allows employees of all backgrounds to maximise their potential, succeed in roles and progress quickly. Employers who have diverse teams with a focus on diversity of thought will have better staff retention, boost their reputation as an employer, avoid ‘groupthink’, and be more innovative than those who don’t.