By Chris Otundo
NAIROBI, Kenya, April 28 – Diversity and Inclusion have become buzzwords in the corporate world in recent years. This is because businesses have recognized the importance of promoting a diverse and inclusive workplace culture. In addition, we have now seen the introduction of “Belonging and Equity” as additional elements in the diversity and inclusion (D&I) discussion because we now understand that diversity alone is not enough.
By including “Belonging and Equity” companies can ensure that they are not just focused on representation, but also on creating a culture that values and supports every employee, regardless of their background or identity.
In addition, it introduces the concept of fairness and justice in the distribution of resources and opportunities, regardless of differences among individuals.
The benefits of such a culture are numerous, including increased innovation, employee engagement, and better decision-making.
Kenya is a country that boasts an incredibly diverse population, with over 40 different ethnic groups.
As such, promoting diversity and inclusion in the workplace is not just a matter of corporate social responsibility, but also a necessity. However, promoting diversity and inclusion in the Kenyan workplace can be a challenging task.
One of the most critical aspects of promoting diversity and inclusion is acknowledging that diversity is not just about race and ethnicity. It also encompasses factors such as gender, age, religion, sexual orientation, and disability. Employers, therefore, need to take a holistic approach to diversity and inclusion by considering all these factors in their recruitment and promotion processes.
Creating a diverse talent pipeline is one way to achieve this. Organizations can actively seek out candidates from different backgrounds by working with an external talent partner to facilitate targeted outreach programs to build diverse talent pipelines i.e. (Persons with Disability, Women in STEM, French Speakers, Regional representation) and who can assist in the initial screening process to ensure the process is unbiased. This ensures that candidates are selected based on their qualifications and experience and shielded from unconscious bias.
While controversial, quotas when implemented thoughtfully and strategically are a tool that can be used to promote diverse teams by setting specific numerical targets for hiring or promoting individuals from underrepresented groups within an organization. It is important to note, however, that quotas should never be used as a substitute for addressing systemic issues or as a way to “tick a box” without making meaningful changes.
In addition, organizations should provide diversity and inclusion training to their employees. This will help to raise awareness about different cultures and backgrounds and promotes empathy and understanding. Supporting employees’ mental health and addressing the stigma surrounding mental health issues is another intervention to prioritize. Addressing these areas will eliminate unconscious bias in the workplace, which often leads to discriminatory behavior.
Another key aspect of promoting diversity and inclusion in the Kenyan workplace is creating an inclusive culture. Leadership support is crucial for diversity and inclusion to thrive within an organization, as it sets the tone for the entire company culture and ensures that all employees feel valued, respected, and supported regardless of their background.
Leaders can do this by encouraging open communication, actively seeking out employee feedback, providing opportunities for employee engagement(affinity groups), and taking bold bets on underrepresented groups within the organization to fill crucial roles.
In the recent past, the tech industry in Kenya was largely characterized as a male-dominated field where women faced significant barriers to entry and career progression due to gender bias, which was pervasive throughout the recruitment process and employment terms. As a result, it was uncommon to find women thriving in the industry, and even fewer were able to ascend to the coveted C-suite positions. We have recently observed a shift in this regard with more women ascending to the highest positions. While the challenges persist a few bold leaders are shifting the narrative, enabling more women to be considered for these opportunities when they emerge.
Furthermore, it is important to ensure that organizational policies and practices are inclusive. For example, organizations should provide flexible working arrangements to accommodate employees with different needs and responsibilities. This includes options such as remote work, flexible hours, and parental leave. Employers can also ensure that their facilities are accessible to employees with disabilities and that their benefits packages are inclusive of all employees.
Organizations need to measure the progress of diversity and inclusion initiatives. This can be done by tracking key metrics such as the diversity of the workforce and the representation of different groups in leadership positions. Regular surveys and feedback from employees can also help to identify areas for improvement and ensure that initiatives are effective. A clear indication of an organization taking diversity and inclusion seriously will hire a diversity and inclusion professional and work towards increasing transparency in the attainment of their goals.
The writer is the CEO BrighterMonday Kenya
