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While not underplaying the importance of equality legislation,


the focus began to move towards the value of diversity in the workplace towards the end of the 20th century. Considerable emphasis has been placed on the value of the business case for diversity. So, for example, a diverse workforce has been shown to generate many business advantages through bringing forward different and new ideas, and being more attuned to the diverse profile of the customer base. In the 21st Century, the focus has moved forward from equality and diversity in recognition of the notion that promoting diversity makes little sense without inclusion. This is because having a diverse workforce is effectively meaningless if sections of the community are ignored, undermined, discouraged or insulted. So, over the years, we have seen the emphasis in organisations


shift from equal opportunities, to equality and diversity, to diversity and inclusion. And now the strapline appears to be reversed to read inclusion and diversity, with the headline terminology revolving around the notion of authenticity. But are these just the latest HR buzz-words? Or is there real meaning behind the rhetoric and why should inclusion and authenticity be important for businesses today?


An authentic workplace and workforce Authenticity refers to acting in ways in line with your true self. Research has shown that authentic living leads to satisfaction with work, career and life resulting in proactive work behaviour and positive well-being. Counterfeiting one’s identity to fit into an organisational culture intolerant of diversity requires considerable emotional labour. This amounts to wasted human energy which could otherwise be directed towards productive work endeavours


and fostering team relationships. Organisations thus need to focus on authenticity underpinned by a cohesive set of inclusion friendly practices that aim to harness people’s authentic selves. Such practices might include:


• Anti-discrimination practices •


Specific diversity training


• Unconscious bias training • Providing voice and participation (for instance via networks) • Facilitating inclusive management behaviour • Performance measurement of managers with a focus on inclusivity


• Board level championing of inclusivity • • •


Supporting role models, mentors and sponsors Setting up of buddy systems


Supporting CSR activities and communications, including community development activities.


For example, role models seek to embed inclusion and empathy. Role models who actively demonstrate inclusivity aligned to organisational values can help to create a culture of safety for LGBTQ individuals so that people are able to be themselves. Being a role model brings with it considerable pressure as it is an educative job, requiring a sense of purpose, patience and open- mindedness. Hence, role models do require organisational support and resources. Hence, organisations can support role models with time and space to fulfil their role. Research has shown that networks are particularly helpful for


minority groups to help foster their links with others and reduce actual and perceived isolation. Yet, setting up a network ➲


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