It Starts with a Plan: How to Embed Inclusive Diversity into the Fabric of your Organization
- Idaho National Lab. (INL), Idaho Falls, ID (United States)
Organizations want to be more diverse, but that doesn’t happen with a snap of the fingers. It’s a strategic process. It takes time to lay the foundation and gradually build momentum. For several years at Idaho National Laboratory (INL), a Department of Energy national laboratory headquartered in Idaho Falls, Idaho, numbers of underrepresented employees had remained stagnate despite efforts to increase inclusive diversity. But things began to change in October 2015 when Dr. Mark Peters became INL’s director. Culture changes like increasing diversity and inclusion in an organization take time, but Dr. Peters didn’t want to wait. He wanted to do it faster and better than ever before. Dr. Peters recognized the value an inclusive workforce brings to organizations, and particularly in scientific research and development, it’s not something just to aspire to, it’s a necessity. Research shows that workplaces with high inclusion and diversity elements perform better. A 2013 Deloitte University study of 10 industries with over 3,000 respondents of different ages, genders, races/ethnicities and orientations found inclusion not only drives business performance and market share, but also increases individual performance. People do their best work when they’re able to be their best selves; when they are celebrated, not simply tolerated. In the past, the laboratory had valued diversity, but only in recent years has the organization moved from having an affinity with diversity to incorporating strategic inclusive diversity into fundamental laboratory goals. Why the change? When Toni L. Coleman Carter became INL’s Inclusion and Diversity strategy director in October 2016, her first task was to review INL’s demographic data and to create an Inclusion and Diversity (I/D) strategy. From this process, she created a comprehensive I/D strategy aligned to our Laboratory Plan and Agenda (business strategy) and embedded it into our People Strategy. The I/D primary focus is to widen our talent circle and develop employees by fostering an inclusive environment where everyone can develop, grow and maximize their potential. Our enhanced I/D strategy is embedded in everything we do, including requisitions and job postings. Here for instance we’ve added language to our job postings to include “Women and People of Color are strongly encouraged to apply.” In working through the strategy elements, four keys for success emerged: 1) Get executives on board. Convert executives from lukewarm supporters to visible advocates. 2) Reinforce inclusion with targeted internal and external branding. 3) Change the way you think about recruiting. Everyone at your company can be a brand ambassador and recruiter. 4) Communicate, communicate, communicate. Use communications to educate employees about inclusion and get everyone on the same page. 5) Measure everything. Use transparent demographics and intentional action.
- Research Organization:
- Idaho National Lab. (INL), Idaho Falls, ID (United States)
- Sponsoring Organization:
- INL Inclusion & Diversity; USDOE
- Grant/Contract Number:
- AC07-05ID14517
- OSTI ID:
- 1570968
- Report Number(s):
- INL/JOU-19-55525-Rev000
- Journal Information:
- Diversity Business Review, Vol. 1, Issue 1; ISSN 9999-0035
- Publisher:
- Diversity MBACopyright Statement
- Country of Publication:
- United States
- Language:
- English
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