Raising the volume on workplace diversity

The findings of McKinsey’s “Diversity matters even more” report at the end of 2023 were unsurprising: companies that are committed to diversity and inclusion by far outperform those that are not. Unlocking these positive business impacts, however, requires more than simply hiring a diverse workforce and expecting them to do the rest. It often goes unrecognised that diverse teams (including, but not limited to cultural, age, gender, ethnic and neurodiversity) have equally diverse needs and these needs must be met if businesses wish to see the associated performance benefits.

Indeed, in its report, McKinsey recognises that there is a strong correlation between diversity in influential company leadership roles, and with holistic impact across the workforce. Yet, whilst it is essential that leadership figures are of diverse backgrounds, it is also important that those figures adopt suitably diverse leadership practices. This means being adaptable, empathetic, and open to feedback, in order to create a supportive and inclusive culture – but what does that actually look like in reality?

Celebrating individuality

According to Perkbox Vivup’s research, a quarter of British managers (25%) say their team members have become more demanding in the past year. This is, in fact, a positive development – team members should be encouraged to speak up about their needs. Managers who listen and respond to these needs can then tailor their management style to suit the individual. Ultimately, the whole team benefits from this as it reduces frustrations and increases feeling among employees of being individually valued; in turn, this will improve employee engagement and drive productivity.

Putting this into work requires recognising that each team member has unique strengths and career aspirations. Managers can then craft development plans that cater to these individual goals and provide tailored opportunities for growth and advancement. Moreover, providing one-on-one feedback sessions that focus on the individual’s contributions and areas for improvement ensures that feedback is both relevant and actionable.

It is also important to acknowledge and respect the personal values and motivations of each team member, which might include supporting work-life balance, promoting a healthy work environment, and recognising personal achievements and milestones. By implementing these practices, managers can foster an inclusive culture that not only celebrates individuality but also leverages it to drive team performance and satisfaction.

Fostering psychological safety

Wider business initiatives should also be implemented to ensure that all members of the workforce feel comfortable bringing ‘their whole selves’ to work. For example, Employee Assistance Programmes offer proactive, preventative support to keep people well and in work and are designed to help individuals with personal or work-related issues.

Separately, expert-led vulnerability training can help create a safe and supportive environment, where participants can explore vulnerability at their own pace and with appropriate boundaries. This leads to stronger interpersonal relationships, better teamwork, and increased employee engagement, as individuals who feel supported and understood are more likely to contribute effectively. Vulnerability training can also play a crucial role in reducing the stigma surrounding mental health issues, encouraging employees to seek help when needed, improving overall well-being and reducing absenteeism and presenteeism.

It is crucial that such vulnerability training sessions are facilitated by an experienced trained mental health professional. These professionals have the expertise to create a safe and supportive environment and also lend credibility to the training. Further, it signals that the organisation is serious about supporting its employees’ mental health.

Diverse tools for diverse teams

It’s crucial that business leaders don’t simply look to enact one or two initiatives in the hope of supporting a diverse workforce. Rather, they should offer and test out different forms of support to see what works best for their employees. For example, personalised perks and benefits give workers the opportunity to choose the most relevant and suitable rewards for their life stage and style – whether that be support with their supermarket shopping, or discounts on life’s little luxuries such as gym memberships or cinema trips.

By recognising and acting on this need for diverse tools, including adequate wellbeing support like an Employee Assistance Programme, businesses can better respond to the varied needs of their diverse teams. Looking after employees’ physical and mental health should, after all, be a top priority. Not only is it the right thing to do, but it also makes good business sense – ensuring both employee satisfaction and maximum outputs.