ROLE OF EMPLOYEE RELATIONS IN PROMOTING EQUALITY, DIVERSITY & INCLUSION (EDI)

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Equality, Diversity and Inclusion are key concepts in any successful organization and their meanings have evolved over time. Diversity refers to the existence of array of differences among individuals, such as differences in race, gender, age, and culture. Inclusion refers to the building of an environment where everyone feels welcome and included, despite of their differences. Treating individuals fairly and without bias or discrimination is Equality. (Mckinsey, 2023)

“Diversity refers to much more than skin color. It can encompass age, gender, race, religious affiliation, economic class, military experience and sexual orientation” (Galagan, 1991) 

Diversity is based on the concept of recognition and value of differences. Equality, diversity and Inclusion (EDI) is a multifaceted approach that involves various policies, practices, and strategies designed to ensure that all individuals are given equal opportunities, that differences are respected and appreciated, and that a supportive and inclusive environment is created where everyone feels valued and respected.  (Kandola & Fullerton, 1998)

Components of EDI - (Mercer,2023)

Importance of promoting diversity, equality, and inclusion in the workplace

A study by McKinsey found that companies with more diverse workforces were more likely to achieve above-average financial returns than those with less diverse workforces. (Mckinsey & Company, 2015). This can be a result of input from diverse teams which gives more perspectives, experiences, and skills that can lead to more effective problem-solving and decision-making.

Furthermore, promoting diversity, equality, and inclusion in the workplace can have a positive impact on the performance of the organization as it increases engagement of employees, productivity at work and retention in the organization. A study by (Ryan & Deci, 2000) found that employees who feel included and as a part of the organization are more motivated and dedicated in their work. Additionally (Kochan, et al., 2003) found that when employees presume that their organization values diversity and equality, it increases their job satisfaction and reduces employee turnover.

Promoting EDI can also help in attracting and retaining diverse pool of talent , yielding a diverse workforce. Having a diverse workforce leads to an environment with more creativity, innovation and employees are able to solve complex issues. (Mckinsey & Company, 2015) It can also help organizations to serve a wide range of customers, partners and stakeholders. (PWC, 2022). Moreover, when the organization promotes EDI, it reduces harassment and discrimination at the workplace and reduce the risk of legal case consequences. (US Equal Employment Opportunity Commission, 2023) It will also enhance social responsibility and ethical leadership of the organization creating a sense of belonging to all employees. (PWC, 2022)

Given on left is the survey results of (Mckinsey & Company,2015) in likelihood of financial performance above national industry median, by diversity quartile percentage. Image source : (Mckinsey & Company, 2015)

The Role of Employee Relations in Promoting Diversity, Equality, and Inclusion

Employee relations  plays an important role in human resource management that focuses on promoting equality, diversity and inclusion (EDI) in the workplace.  This is because in order to have a healthy working environment with positive relationships between employers and employees , all individuals must be free from harassment, bias, discrimination and be treated with equality and utmost respect despite their differences. 

Therefore it is necessary that organizations take necessary initiatives to ensure EDI is honored in the workplace.

• Implement EDI policies and procedures - Leaders and managers can work closely to organization policies are procedures are inline with EDI concepts. This can be by having a transparent and unbiased recruitment process . The managers can create job descriptions and ads that are inclusive and attractive to a diverse pool of candidates. They can also ensure EDI vetted interview and shortlisting policies are in place. (Chatman, et al., 1991). Given in right is an extract of British Council Sri Lanka's employee policy document emphasizing EDI values on recruitment, shortlisting and interview process. (British Council, 2023)

• Providing training and education on diversity, equality, and inclusion - Training and education on EDI can help raise awareness of EDI concepts and provide employees with the knowledge and skills to handle EDI issues at the workplace. Research show that training is one of the most common activities included in diversity initiative's followed by more than 67% of U.S. organizations (Esen, 2005). (Kulik, et al., 2007) ‘s diversity training literature concluded that with trainings that are conducted by appropriate assessment to pre-training needs assessment and post-training organizational support had a positive impact on employee behavior on EDI 

• Fostering an inclusive workplace culture through communication & collaboration- (Cox & Blake, 1991) research emphasizes the importance of effective communication in promoting EDI in the workplace. Accordingly presence of open , honest and respectful communication is vital to promote understanding and appreciation of different cultures and differences of individuals. In addition to this, (Nishii & Mayer, 2009) found that collaborative work environments that promote teamwork and mutual respect can have a positive impact in EDI management.

• Encouraging employee participation and feedback -This another key strategy to promote EDI in the workplace. Organizations can achieve this by initiatives such as creating channels for employees to voice their concerns and thoughts, employee anonymous surveys, and providing opportunities for employee engagement and participation in decision-making processes. (Kulik, et al., 2007) suggests that taking employee feedback into consideration, listening to them and involving in decision making process can increase job satisfaction and create a positive work culture that respects EDI.

• Leaders and managers to be accountable -(Homan, et al., 2015) suggests that the actions, behavior and attitudes of leaders and manage have a huge impact on the diversity climate of the work place. Leaders and manages must lead by example and set a strong commitment to EDI values. (Kulik, et al., 2007) also added that holding managers accountable for EDI in the workplace was a key point in success for EDI initiatives in the workplace

Challenges and barriers in promoting EDI in the workplace

Despite some advancements, achieving true equality, diversity, and inclusion in the workplace still  remains challenge. Given below are statistics from a survey conducted in the UK.(Gov.UK, 2022)

In 2021, 76% of white people in England and Wales were employed, compared to 67% of people from all other ethnic groups combined.

13.5% of white Irish workers held managerial, directorial, or senior official positions, compared to 4.6% of black workers.

In April 2022, the gender pay gap for full-time employees was 8.3%, and it was higher in every English region than in Scotland and Northern Ireland.

Disabled workers leave their jobs at nearly twice the rate (8.8%) of non-disabled workers (4.9%).

16% of LGB+ workers and 18% of trans workers feel psychologically unsafe in the workplace, compared to 10% of heterosexual workers.

40% of LGB+ workers and 55% of trans workers have experienced workplace conflict and harassment, compared to 29% of heterosexual, cisgender employees.

Resistance to change is one of the biggest issues in terms of EDI management. Employees may resist to EDI initiatives that are presumed as a threat or if it does not in line with their norms and beliefs. Lack of awareness and stereotypes can also influence in resistance to change. (Steenbergen, et al., 2018) Therefore it is important that managers and leaders always provide clear awareness and rationale prior to implementing EDI initiatives. Unconscious bias  can be another challenge for organizations. A study by (Oswald, et al,2013) found that unconscious bias can pave the way to discrimination against minority groups in the workplace in spite of individuals not being aware. Therefore, it is important for organizations to introduce initiatives to reduce unconscious bias, such as training programs and awareness campaigns. Lack of resources such as funding, staffing and training resources especially in medium to small size enterprises can also limit the implementation of EDI initiatives. Lack of leadership support can be a barrier to promote EDI in the workplace. When leaders and managers deprioritize EDI values , its highly likely for employees to not take EDI values seriously. Therefore, organizations must ensure that leaders and managers are well equipped with the knowledge and there are policies in place to monitor the accountability of the leader in EDI. (Homan, et al., 2015)

Modern strategies to promote EDI in the workplace

In summary, Equality, Diversity and Inclusion are key concepts in any successful organization. promoting diversity, equality, and inclusion in the workplace can have a positive impact on the performance of the organization as it increases engagement of employees, productivity at work and retention in the organization. Employee relations  plays an important role in human resource management that focuses on promoting equality, diversity and inclusion (EDI) in the workplace. Therefore it is necessary that organizations take necessary initiatives such as implementing EDI policies and procedures, providing training and education on diversity, equality, and inclusion, fostering an inclusive workplace culture through communication and collaboration, encouraging employee participation and feedback and leaders and managers to be accountable   to ensure EDI is honored in the workplace. There are many challenges and barriers to implement effective EDI initiatives such as resistance to change, lack of awareness, poor leadership and lack of resources . It is the responsibility of organizations to take necessary steps to address these issues.

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Galagan, P. A., 1991. Tapping the power of a diverse workforce. Training and development journal, 45(3), pp. 38-44.

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Kandola, R. S. & Fullerton, J., 1998. Diversity in Action: Managing the Mosaic. 2nd ed. London: Institute of personnel and development.

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