Diversity is a fact. People differ in terms of gender, age, physical and mental abilities, sexual orientation, education, geographical background, language, religion, income, and many other dimensions shaped by both nature and the opportunities received as well as the choices made throughout life. In companies, where people now work in most contexts, diversity is increasingly evident and complex.
Inclusion is a choice. At any given moment in our professional lives, whether in institutions or companies, we encounter diversity in its multiple dimensions and origins. In those moments, we can choose to respect and value it, allowing everyone to reach their potential and contribute to the organization while feeling a part of it. This involves removing barriers, obstacles, and biases that hinder equitable participation for all in the life of our organization. This choice is inclusion.
It is certainly a fair choice, as it means implementing measures to remove barriers that prevent some from having the same opportunities for work, career, and income as others. But it is also an efficient choice. It is associated with economic growth, improved performance and reputation for companies, and greater well-being for both male and female workers. Choosing inclusion means valuing all talents, regardless of the identity or background of those we encounter. In a context that values talent, results become tangible.
We face several important challenges for inclusion. The first one is gender equality. Women represent 50% of the population in every country, which means 50% of the talent and skills. In our developed countries, they are now more educated than men. However, women still work less than men, with situations like the Italian case reflecting a true emergency: a female employment rate that has been around 51% for decades, and only 33% in the South. Half of the female talent in our country is not employed, resulting in significant measured losses in terms of GDP, well-being, performance, and quality (Profeta, 2020).
The second challenge is the aging population. Italy is one of the oldest countries in the world: by 2024, the largest age group will be those aged 59 (Billari, 2023). To manage talent from multiple generations, each with different expectations and ways of working, inclusion becomes a key concept. Companies face the challenge of developing advanced use of technology and innovation to meet the growing expectations for work flexibility, professional growth and development, and work-life balance that new generations increasingly demand.
How is inclusion achieved? Through best practices, developing inclusive leadership, and eliminating biases and stereotypes. Best practices facilitate the attraction, development, and retention of talent. or example, these include using inclusive language, establishing diverse selection committees, developing training programs for all, carefully allocating tasks while considering who performs so-called "non-promotable tasks," ensuring transparency in compensation and promotion criteria, having role models, and eliminating all forms of harassment.
Inclusive leadership embraces broader perspectives, values the talents and experiences of everyone, listens, engages in dialogue, and understands that differences exist and are valued.
The removal of stereotypes and biases is the most challenging aspect. t involves delving deep into our unconscious thoughts and behaviours, but today, thanks to research, we know more about this as well. The challenge of inclusion in this area intersects with the implications of the spread of artificial intelligence, which, while helping to simplify and accelerate processes, may also reproduce biases and stereotypes based on past experiences.
At the Inclusivity Competitive event organized by Eccellenze d’Impresa and MIT Sloan Management Review on June 5th, we will explore these topics in greater depth, discussing the strategies and concrete actions we can adopt to promote an inclusive culture within our organizations, ultimately building stronger, fairer, and more competitive companies.