From a manager's perspective, companies that are able to weather this economic crisis will do so, in part, because the employees who continue to work for the company are talented and committed to the company's goals—even if survival is the only goal. Likewise, employees should be eager to demonstrate to management that they are willing to go the extra mile for the company.
So where do we begin? My concentration over the past ten years has narrowed from human resources and employee relations matters generally, to the diversity and inclusion implications of such matters specifically. From my perspective, therefore, the work begins with diversity and inclusion. It is not enough for organizations to develop lofty business plans complete with diversity and inclusion objectives if we are not going to use the plans as a resource, particularly when times are challenging. As a discipline, "diversity and inclusion" work is rarely easy, but I believe the key principles that are or should be part of a comprehensive diversity and inclusion strategic plan are extremely helpful in times like these.
Sidebar: Whether practicing law or functioning as an HR executive, I have always valued the time, when I had it, to think through the big picture to the actual implementation of a strategy. Even if you know the end game, the result that the team is ultimately trying to accomplish, you should still be aware of the steps—micro, small, medium and large—that are required to achieve that goal.
By doing so, you have handy, turn-key solutions to problems when time is of the essence and you probably do not have time to develop from whole cloth alternatives, options, and the like.
Back to the issue at hand: If your organization does not already have a diversity and inclusion strategic plan, now may be the time to develop one. It is a business plan, with a vision, objectives, time tables, metrics and accountabilities. If you already have something in place, I encourage you to examine the breadth of the plan. I strongly recommend that the plan encompass "inclusion" efforts which will help involve everyone in the process.
For example, if majority males feel excluded by the diversity strategy, as sometimes is the case, they are not likely to contribute to its success. The higher on the rung of the corporate ladder these individuals are, the more vulnerable the plan (and you, if it's your plan!). Conversely, if "diversity" were broadly defined to include a wide range of differences, differences not only as to race/ethnicity and gender, but also differences in terms of age (or generation), religion, sexual orientation and disability, that is a plus. Further, if the strategic plan is to specifically recognize the value of inclusion of this variety of differences into organizational decision-making and other processes, we then have the opportunity to utilize this plan to enhance employee engagement—for everyone.
In looking to a diversity and inclusion plan as a resource, we need not be deterred by the cost of activities or objectives to be implemented. Many such objectives can be accomplished internally with existing resources, if we follow a sound communication and reinforcement plan. From the employees' perspective, take note of all the opportunities to demonstrate your engagement at this critical time. If you are not sure what you can do, just ask. Sometimes simply posing a well-thoughtout inquiry can demonstrate your engagement and interest in the well-being of the organization and your co-workers.
We will not find success—using a diversity and inclusion approach or any other approach for that matter—without good leadership. And if you are an executive or other manager with "people" responsibility, that's you! My advice to you: lead by example and recognize/reward those who follow you.
Thus, you can drive employee engagement by visibly practicing the "inclusion" aspects of your diversity and inclusion strategy.
For example, when meeting on a key topic or working to develop a solution to a challenging problem, bring in colleagues from other departments or offices. Include people with different backgrounds and experiences. Welcome different viewpoints and different perspectives from employees with different areas of expertise. Employees will feel more engaged, and will give you their best efforts, if you make them feel included. We are already witness to just this approach early on in President Barack Obama's new administration—from President Obama himself and from Secretary of State Hillary Clinton.
My next piece of advice is just as important: recognize and reward those who cultivate this inclusive atmosphere in their own decision-making process or other workplace behavior. And by "reward" I do not necessarily mean a monetary award. (Later this year or next, that might be more feasible.) Simply recognizing someone for his or her efforts in a meeting or employee communication goes a long way toward making the person feel valued. Likewise, rewarding someone with a special seat in a meeting, a special parking space, an item from the company store or gift certificate will reinforce desired behaviors and drive employee engagement.
Our current crisis is not short-term. It was not short-term in the making and it will not be short-term in the resolution. We must take a strategic approach to this issue, looking at meaningful actions and behaviors that we can take now to help us work toward success down the road. There are no guarantees here, except maybe to say that if we ignore the opportunities that we have now to engage our well-performing employees, we may lose them—which not only lessens our ability to deliver on our business goals but may end up directly benefiting our competitors. In this regard, managers and employees alike should heed the call to become more engaged by taking full advantage of the opportunities presented through diversity AND inclusion.
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