The topic must be linked to the values and business strategy and have the CEO as an ally and sponsor of the cause – Photo: Shutterstock
Companies from different business segments have been pressured to rethink the way they organize, recruit, develop, manage and engage their workforce. The diversity, equity and inclusion (DE&I) agenda is strengthened in this context, linked to a business culture guided by ESG principles and respect for human rights. The movement is driven by factors ranging from social transformations and increased empowerment to society's awareness of rights and the creation of new inclusion laws.
Whether for love, pain, justice, intelligence or business vision, organizations are required to move forward on this journey. Stakeholders apply pressure. Professionals are more selective when defining which company they want to work for. Customers make more conscious choices. Employees demand equal opportunities and a fair, non-discriminatory environment. Shareholders, investors and market regulators are pushing for more diversity on boards and in executive positions. Society demands that companies be increasingly diverse, fair and inclusive.
From a business perspective, implementing a cohesive and interconnected DE&I strategy means more competitiveness and innovation. Furthermore, it improves team performance, increases professional engagement and boosts brand reputation.
“Being a diverse and inclusive company means having a plurality of profiles on the team in all areas and in all positions.”
And what does it really mean to be a diverse and inclusive company? It means having diversity, that is, a plurality of profiles on the team in all areas and in all positions. Diversity is the sum of the characteristics we bring at birth with those that are built throughout life.
Equity requires a change in mindset from leaders and staff and differs from equality in a subtle but important way. While equality assumes that all people should be treated the same, equity takes into account a person's unique circumstances, adjusting treatment so that the outcome is equal.
Anyone starting this journey must follow some steps or catalysts. It is necessary to start with the engagement of senior leadership. The theme must be linked to the values and business strategy and have the CEO as an ally and sponsor of the cause in the organization. And it is essential that there is governance, with the definition of roles and responsibilities for all involved bodies: human resources, technical committee, leadership committee, affinity groups and sponsors.
Advancing this agenda is a moral, legal and economic imperative.
Margareth Goldenberg is executive manager of Movimento Mulher 360 and CEO of Goldenberg Diversidade
The signed articles reflect the opinion of the authors
